HEMMENS CULTURAL CENTER ADVISORY TASK

HEMMENS CULTURAL CEN TER
ADVISORY TASK FORCE
Report to City Council
April 27, 2015
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EXECUTIVE SUMMARY
The Hemmens Cultural Center is more than a building on the Fox River. For generations, this building
has been the entryway to cultural experiences. It was in this building, at this place, that many Elginites
saw a live musical performance for the first time in their lives. On this stage, many of our fellow
citizens, young and old, danced and acted and sang to an assembled gathering. The echoes that are
embedded in this structure are the collective voices of hundreds and thousands of our neighbors,
friends, sons, daughters, husbands, wives, grandchildren, and strangers. The common bond that is
community was created on this site, on this stage.
Almost fifty years after it was constructed, the community is asking questions about this building and
this place. What is the Hemmens? What is the purpose of a cultural center? Do we still need this
facility? Can our community still afford such a place? Can our community afford not to have such a
place? Many of these questions and others have been publicly and privately discussed for years. The
Elgin City Council created the Hemmens Cultural Center Advisory Task Force to explore these
questions and recommend solutions.
There is hereby created the Hemmens Cultural Center Advisory Task Force for the
purpose of providing recommendations to the city manager and the city council
regarding the Hemmens Cultural Center operational, cultural offerings and capital
needs. (Ordinance No. T23-14)
This is not the first time these questions have been asked and answered. Five prior studies were
completed before the Hemmens Task Force was created. These studies evaluated the mechanical,
physical, acoustical, and scalable nature of the Hemmens Cultural Center. Each study was invoked for
different purposes with unique constituencies but common themes emerged which are addressed in
this report. The Hemmens Task Force studied and reviewed each of these reports as a prelude to
discussions and ideas about the task assigned by the city council.
The Task Force also conducted a survey in English and Spanish that was promoted through the City
of Elgin website, Facebook, Downtown Neighborhood Association website, and other ways. There
were more than 700 surveys completed. The findings show that 96% of the respondents said the
Hemmens is “important,” “very important,” or “critical” for providing arts and culture to Elgin and
bringing people to the downtown. Also, 78% said they are “somewhat likely” or “very likely” to visit
a restaurant or retailer before or after attending a performance at the Hemmens.
The Hemmens Task Force is not recommending another study, but recommends implementation of
portions of past studies as outlined in this report.
The Task Force recommends a multi-tiered program be approved that will
improve and extend the structural integrity and usage of the existing Hemmens
building for the next 20-25 years or what we understand about the foreseeable
future.
The Hemmens was built in 1969 and is now approaching its 50th anniversary as the hub for cultural
arts in Elgin. While the building is still structurally sound, it is in serious need of updating and major
upgrades to extend its useful life. The Hemmens is not structurally obsolete; however, the upgrades
the Task Force is recommending will address areas of current functional obsolescence and allow the
Hemmens to remain relevant for the next 20-25 years.
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While The Hemmens Task Force does not recommend construction of a new Fine Arts Performance
Center at this time, during the next 20-25 years, the city will be faced with the challenge of building
a new facility to meet the needs of a growing community. The financial feasibility of such a project
could take many forms including the potential for a public-private partnership, and planning for this
should begin soon as it would be expected to take several years to complete. The appendix addresses
the three options for major renovation and building a new performing arts facility.
The first recommendation is that the building needs to receive appropriate funding to catch
up on deferred maintenance and improve/maintain its current physical condition. This
includes both interior and exterior elements of the building and the surrounding plaza. That
recommendation is labeled Option A: Necessary Repairs and Equipment Replacement. As this option’s
title implies, the Task Force strongly recommends that the building be maintained to the high level
of repair and working condition that has characterized it for almost 50 years. The Task Force does
not want maintenance to be sacrificed for short-term budgetary adjustments.
Of particular exterior concern at the writing of this document is the degraded condition of the
exterior paving which pools water, and makes walking surfaces uneven. Two accidental falls due to
condition issues in two separate locations around the building have occurred recently (March 2015)
which required calling the paramedics.
As a part of this basic plan, the building also needs to be better lit and identifiable as a cultural
center/theatre. It needs to be considered as an extension of the north end of the riverfront reaching
to Kimball Street. Currently, it is treated as an isolated entity. Exterior banners which used to be hung
seasonally should be reinstated.
The Hemmens is an important asset of the citizens of Elgin. The Task Force urges the city council to
view the building as a community treasure to be preserved and protected for future generations.
The second recommendation of the Task Force is to implement major portions of the RL
Johnson study of 2006 and the Judson University study completed in 2013. Included as part of
these recommendations, the Task Force specifically recommends that an adjacent and connected
facility be constructed in the area just east and south of the Hemmens eastern entryway. This flexible
event space will serve a multitude of functions. With the construction of this multi-functional space,
many of the current physical constraints of the Hemmens can be addressed. This plan allows
restrooms to be constructed on the main lobby level on what is now the south patio of the Hemmens.
This was designated as Option B: Additions and Improvements while remaining open and the roadmap
to accomplishing Option B is outlined in the conclusion of this report.
This facility will be adaptable for up to 450 patrons in a variety of configurations that will permit
events to be held in this space at the same time the Hemmens main stage is being used. The multifunction space can serve as a meeting space to expand the Hemmens usage throughout the week.
This plan will provide:
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Extended Hemmens lobby that will relieve the bottleneck of the current lobby
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Additional event space as well as areas of display for LCD screens, works of art, and other
artifacts of local culture and local interest
New restrooms to be constructed on what is now the south patio of the Hemmens
A box office that can be open when the main building is closed
Construction of more dressing rooms in the new addition
Extended lobby on east side of the Hemmens
Acoustical improvements with a moveable shell for the existing stage
Motorized winches for the existing theatre stage and a mechanized orchestra pit
A new loading dock and expansion of existing receiving area
Plaza renovation and improved exterior lighting
Basement renovation for multi-purpose space and support space
The city would have the opportunity to follow LEED certification guidelines and, if deemed
appropriate, pursue certification.
The Hemmens Cultural Center Task Force recommends that the city council approve these
recommendations, contract for Schematic Design services for these changes (as explained in the
conclusion of this report), and implement these recommendations.
We understand that there is a balance to be struck between city, corporate, and private support of
the arts in a more global economy. International businesses choose to locate in Elgin because of
workforce, location, and other amenities. Cultural offerings are an important part of those amenities
to create a competitive, comparative advantage over other cities vying for these companies.
The Task Force also saw opportunities for improvement in integrated marketing and branding to
position Elgin as a dynamic and diverse cultural and entertainment destination.
The Task Force wishes to share a vision of what we can do now, and build toward a vision of how we
could go forward for a dynamic future. In doing so, we are linking these recommendations to the City
of Elgin’s Strategic Plan.
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STRATEGIC PRIORITIES OF THE CITY
In The Roadmap for the Future: The City of Elgin Strategic Plan 2013-2017, eight strategic priorities
were identified. There are several places where creatively leveraging the Hemmens Cultural Center
could directly contribute to achieving five specific objectives related to the priorities of “Downtown”
and “Image and Engagement.”
Objective: Continue to explore new ways of drawing a critical mass of people downtown.
Objective: Connect with our partners to build programs that engage businesses and residents in
revitalization efforts.
Objective: Create opportunities to strengthen our image as The City in the Suburbs.
Objective: Continue to engage public and private partners in the image enhancement process.
Objective: Connect the right people, at the right time, to the right information.
The Hemmens Cultural Center is a valuable asset that could become a significant factor in achieving
these strategic objectives.
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CURRENT FUNCTIONS OF THE HEMMENS
The Task Force identified seven key functions of the Hemmens Cultural Center as it is currently being
used.
HOME OF…
The Hemmens serves as the home stage for a diverse array of performing arts and cultural events,
such as the annual Martin Luther King Jr. Celebration, the Children’s Theatre of Elgin, and the Elgin
Symphony Orchestra. The ESO has been in residence for 45 years, the Sherwood School of Ballet for
44 years, and the CTE for 26 years.
In addition, the Hemmens has a long list of other organizations, both not-for-profit and businesses,
that have been renting performance space for annual productions for many years. The appendix
contains a complete list of long-term renters.
PERFORMING ARTS RENTALS
These include cultural arts organizations, local, regional, and national, such as dance groups, vocal
and instrumental groups, performing arts training, educational groups, and theatrical performances.
Examples include the Chamber Theatre Productions (from Boston, MA), the Mrs. Illinois America
Pageant, Integrity School of Dance, and Bataille Academie of the Danse. The Hemmens has a long
history of hosting these kinds of performing arts and stage rentals, both simple and extravagant.
COMMUNITY RENTALS
Residents and community groups and businesses in Elgin rent space in the Hemmens for family,
organizational, neighborhood, and community events such as wedding receptions and Fiesta de
Quinceañeras.
HEMMENS PRESENTS
The practice of working with artists, agents, and promoters to contract with national attractions was
eliminated in 2012. The city continues to present other shows and events such as the Elgin Short Film
Festival and the Elgin Summer Theatre.
CO-PROMOTIONS
Similar to the previous category, the city works with promoters to bring in performers but with
minimal or no financial risk to the Hemmens. Recent examples of this are the Blues Artist Tinsley
Ellis, who performed in March 2015, and First Friday Improv, the only regular co-promotion. Both of
these co-promotions have been positive revenue generators. Co-promotions often utilize the
exhibition hall space and can hold their show at the same time as some other groups are using the
main stage (depending on compatibility).
EXHIBITION RENTALS
These include events with a regional draw that bring people to downtown Elgin such as Cat’s
Pajamas, the annual vintage clothing and jewelry show.
CITY EVENTS
The Hemmens staff provides sound, lighting, and technical support for city events inside and outside
the Hemmens building as well as city council and planning commission meetings. Events include
Nightmare on Chicago Street, Art & Soul on the Fox, Fox Trot Race, Daddy/Daughter Dance, Elgin
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International Fest, and Summer Movies in the Park. This represents approximately 20% of Hemmens
stage labor each year.
BY THE NUMBERS
836
Average attendance per concert for the Elgin Symphony Orchestra
$25.40
in
Average amount spent per person in an Illinois city when attending an event
addition to the price of the ticket. (Source: Americans for the Arts)
4.9 million
Number of people living within a 30-mile radius from the Hemmens
Countless
Total number of volunteer hours donated by major renters
PAST STUDIES
The Hemmens Task Force began its work by reading the past studies that have been conducted
regarding needed upgrades and changes to the building. Five major studies have been conducted in
the past 16 years. Each of these studies was commissioned to address a specific set of objectives and
in total created an overview of the merits and shortcomings of the Hemmens Cultural Center. Those
five studies are summarized below. These reports are available for review but are not appended to
this report due to their length.
Cordogan Clark study (1999)
This study explored a complete renovation of the Hemmens in order to provide a first-class, multievent performing arts theatre. It included a separate building at an angle on the south side of the
Hemmens that would be a 1200-seat banquet hall and convention space. It also proposed a north
lobby addition for an outside box office and a west side addition for backstage support and dressing
rooms. It included reconfiguring the main seating and adding one balcony that would expand seating
to 1400 seats and a second balcony option that would expand total seating to 1750 seats.
RL Johnson study (2006)
This study proposed building an addition on the south side of the Hemmens that would provide new
restrooms at the main lobby level, add expanded lobby venues, and maintain the design aesthetic of
the existing structural elements. It is important to note that this study proposed exterior restrooms
serving the riverfront and south lawn and creating a rest stop on the bike path. These additions allow
access to new sources for funding because it qualifies as new construction.
Economics Research Associates study (2008)
This study explored an expansion of the Hemmens that would meet the needs of Elgin for the next 50
years. They recommended expanding seating to 2000 seats by adding two balconies. They also
suggested including expanded loading docks, and a stage house with a full fly loft. They estimated
that the building would need to be closed for two years to complete the renovation.
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Grand Victoria Casino study (2012)
This study provided an in-depth marketing analysis of the potential for the Hemmens. It compared
seating of competitive auditoriums within the Midwest and average income of households in the
market area. They recommended expanding the Hemmens to 1500 seats, securing corporate
sponsorship, a focus on multi-ticket packaging, and booking programs superior to the competitive
venues.
Judson University study (2013)
This study was conducted by architectural students at Judson. They recommended building a multiuse event space to the southeast of the existing structure with a green roof, and connecting the two
with a long lobby. They also proposed an addition to the main lobby providing more space in the
lobby and a ticket booth with outside access. They also recommended new restrooms on the south
side of the building, and a large art gallery.
VISION FOR A CITY IN THE SUBURBS
After review and discussions of these past studies, the Task Force followed the city council directive
in creating a series of specific findings and recommendations. Many of these findings are in alignment
with the Judson University study conducted in 2013 and the RL Johnson study of 2006.
The Task Force findings are divided into three sections: Operational Issues, Cultural
Offerings/Experiences, and Capital Needs. These concerns all need to be addressed by some means
for the Hemmens to continue to serve its purpose, but priorities must be established to create a true
value-added solution.
As the Task Force looked at the city of Elgin Strategic Plan, the existing Hemmens structure, and
Elgin’s long history of involvement in the arts, we discussed ways Elgin can build on its strengths. We
discussed what a vibrant City in the Suburbs would look like and what would be an appropriate longrange vision from a cultural arts perspective.
The Task Force wants to ensure that the Hemmens Cultural Center is recognized as integral
to the city’s riverfront development at its north end, downtown development, and more
readily identifiable as a cultural arts center.
In this context, the Hemmens Task Force focused on three criteria for prioritization and specific
recommendations. First, make recommendations that extend the functional life of the structure at
least 20-25 more years. Second, make changes that will create a more appealing, more functional
space for all current and future users addressing the inadequacies identified in the five prior studies.
Third, make recommendations of changes and additions that are within a reasonable cost range while
keeping the Hemmens open during any recommended remodeling and construction.
The Hemmens Task Force believes these recommendations will have the greatest impact on
the use of the Hemmens and provide the greatest return on invested capital. Due to the limited
scope of the Task Force, this report does not include cost estimates. This would be a part of the
Schematic Design Phase we are recommending (as explained in the conclusion of this report).
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RECOMMENDATION TO UPGRADE THE HEMMENS
The Hemmens Cultural Center Task Force recommends that the following options be implemented.
These are identified as Option A and Option B. (The Task Force also considered and discussed
Options C, D, and E, which are contained in the appendix.) Both of the options are complementary
and minimize redundancies and cost duplications. These options are distilled from prior studies.
Many of these recommendations are part of the 2013 Judson University study and the RL Johnson
study of 2006.
The Task Force has determined that these two options address many of the inadequacies of the
Hemmens in a cost-effective, minimally-disruptive manner to current operations. The Task Force
recommends that the city implement these two options concurrently.
Option A: Necessary Repairs and Equipment Replacement
This option would mean addressing deferred maintenance and keeping the building in good repair,
but making no additions or major upgrades to the building. Basic event equipment necessary for
events would be upgraded as necessary over the years. However, this option addresses only minor
operational issues, and does not expand cultural offerings or address capital needs.
Pros:
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No disruptions to current operations
Would be the least expensive option
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Does not address any of the current inadequacies of the Hemmens
Will not allow the Hemmens to regularly run two events simultaneously
Restrooms will remain in their current configuration on the lower level
Does not increase our ability to draw audiences from a wider region at competitive ticket
prices
Cons:
Option B: Additions and Improvements While Remaining Open
This option involves building an addition on the south side of the Hemmens with a multi-function
space, additional restrooms, and expanded lobby space. This option recommends improvements and
upgrades in the existing structure that do not alter the architectural integrity of the building. The
additions and improvements would not require closing the Hemmens for an extended period of time.
This option would address most of the issues with the current functioning of the building.
Pros:
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An investment that will keep the Hemmens functioning adequately for the next 20-25 years
The Hemmens can remain open during the building of the new addition
Multi-function space will be flexible and easily reconfigured for multiple kinds of
performances, events, receptions, and exhibits
The Hemmens would have two event spaces allowing more than one event at a time
Addresses most of the challenges of using the existing building effectively
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Cons:
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Acoustical enhancements will not be an ideal solution
Fly loft height above the stage will remain substandard
Seating capacity needed for larger shows not increased
Performance space not more suitable for hosting big name attractions
Total expenses would range from moderate to substantial
This proposal would mean making immediate repairs and necessary equipment
replacements/upgrades; and beginning the process to build additions to the Hemmens, including a
multi-function event space, and making upgrades to the existing structure that do not increase
seating capacity or diminish the integrity of the modernist style of the original architecture.
The upgrades the Task Force is recommending are intended to keep the Hemmens fully functional
for the next 20-25 years. This solution offers the city of Elgin facilities that would last for generations.
RECOMMENDED IMPROVEMENTS TO THE HEMMENS
Operational Issues
Restroom improvements: Build new restrooms at the main lobby level on the location of what is
now the south patio, and increase the number of restrooms throughout, with a higher percentage of
space allocated to women’s restrooms. This is a high priority for renters as well as patrons.
(Recommended in the 1999 Cordogan Clark study, the 2006 RL Johnson study, and the 2013 Judson
study.)
Multi-function space: Build an addition on the southeast corner of the existing structure that would
contain an event space. A multi-function space is multi-purpose by design and can be used for plays,
music, comedy, or other performances. The setting can be altered for a wide range of performances
and events: For example, exhibits, banquets, corporate meetings, business training, and rehearsal
space. Seating capacity would vary depending on the seating arrangement selected and the
placement of the stage. This separate space would allow the Hemmens to host two performances
simultaneously. (Recommended in the 2009 CCA study and the main focus of the addition in the 2013
Judson study.)
Lobby improvements: Expand the main lobby on the east and south sides of the building. Install
rigging capabilities in the front lobby for banners and lights. Installation of LCD screens in the lobby
provides advertising opportunities, promotion of future shows, and other information such as
weather. (Recommended in the 1999 Cordogan Clark study, the 2006 RL Johnson study, and the 2013
Judson study.) Small gallery spaces can be designed into the new addition in multi-purpose spaces,
wide hallways, and a renovated exhibition space. (Recommended in the 1999 Cordogan Clark study
and the 2013 Judson study.)
Staffing: The Hemmens has gone from 14.81 full-time equivalents in 2007 to 10.46 full-time
equivalents in 2014, while rental usage has increased and use of Hemmens employees for city events
has increased. This staffing level is not adequate and needs to be addressed as part of the 2016 fiscal
year budget.
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The Task Force anticipates the need to increase staff levels in strategic areas: For example, marketing,
development, programming, custodial/maintenance, technical, and box office. Integrated marketing
and branding as stated in the city’s strategic vision will maximize staff efficiency and effectiveness
and bring increased revenue.
Cultural Offerings/Experiences
Maximizing Usage: The challenge for the Hemmens is to produce and provide more space for a
broader array of programs, revenue producing events, business conferences and seminars, and use
the facility on a more consistent weekday basis (Monday through Thursday). The new addition will
allow this to happen.
Hemmens Presents: For decades the city produced its own season of programs that included
regional and nationally known and recognized entertainment acts as well as the Performing Arts for
Young People Series (PAYP). This series, which was aligned with school curriculums, introduced
professional live theatre to school-age children throughout the region. Funding for both PAYP and
adult programming was eliminated in 2012. On the basis of responses citizens to the Hemmens
Survey, The Task Force recommends that this type of programming be reinstated by the 2015-2016
performance season.
Capital Needs
Exterior: Add more exterior lighting to make the building more visible and enhance the approaches.
(Recommended in the 1999 Cordogan Clark study.) Use exterior signage and banners (similar to the
example in the appendix) to identify the Hemmens as a cultural and performance space and create a
welcoming atmosphere. Reconfigure the current plaza to create more attractive approaches to the
Hemmens with more green space. (Recommended in the 2013 Judson study.)
Stage infrastructure improvements: Install motorized winches to partially address low fly loft
height. Install a motorized orchestra pit to save on labor and turnaround time resetting the level of
the pit. (Recommended in the 1999 Cordogan Clark study.)
Acoustical improvements: The new multi-function space will allow two performances to run
concurrently allowing for increased usage. (Recommended in the 2013 Judson study.) Install a
moveable shell for the stage, expand the curtains, and add acoustical treatments on flat surfaces in
the auditorium. (Recommended in the 1999 Cordogan Clark study.)
Dressing rooms: Add more dressing rooms in the multi-function space and improve finishes in
existing dressing areas. (Recommended in the 1999 Cordogan Clark study, and the 2013 Judson study.)
Exhibit Space: The new multi-function event space can easily be configured for exhibitions and
conferences. (Recommended in the 2013 Judson study.) Make improvements to the existing exhibition
hall to improve its functionality and provide more multi-purpose spaces, improved community rental
space, support space, and storage. These improvements could include removing the drop ceiling and
improving finishes throughout. (Recommended in the 1999 Cordogan Clark study.)
Offices: Design new office space with exterior access in the new addition. This will reduce cost by
allowing access to the offices without opening the entire facility. (Recommended in the 2013 Judson
study.)
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Heating/Cooling: Install green infrastructure where it makes sense, such as a green roof and solar
panels. Make new addition LEED certified. (Recommended in the 2013 Judson study.)
Receiving area: Expand the receiving area on the west side of the building. Add a loading dock at
truck height and reconfigure parking approach for trucks. This would make it easier to load and
unload larger shows and reduce labor costs. (Recommended in the 1999 Cordogan Clark study and the
2008 ERA study.)
Parking: Add parking for easier access to the Hemmens. According to customer feedback, parking is
a major concern.
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SUMMARY CHART OF RECOMMENDATIONS
Area
Challenges
Restrooms
Insufficient restrooms in building Add new restrooms on south side Convenience for patrons
of main lobby and throughout new
and none on main lobby level
addition
Multi-Purpose
Event Space
Current seating capacity is 1200
Add seating capacity and flexibility Added revenue to Hemmens,
through a new multi-purpose
flexible space for more frequent
use, host two events concurrently
event space
Smaller Meeting
Spaces
No designated space for special
receptions, VIP area
Create new spaces in new addition Adds flexibility to Hemmens for
and in refurbished Exhibition Area more use options and increased
flexibility
Lobby
Improvements
Bottleneck in lobby area creates
congestion for patrons
Expand the main lobby to the east Allows for better flow in lobby as
and south sides of the building.
well as providing additional
rentable space for events
Staffing
Operating with limited staff not
adequate for all current needs
Acoustical
Improvements
Exterior
Stage
Infrastructure
Recommendations
Benefits
Increase staff capability in all areas Increased functionality of the two
including operations, technical,
event spaces
front-of-house, marketing,
development, and programming
Add a moveable shell and improve Increased desirability of the
Building is not isolated from
acoustical finishes throughout
Hemmens as a performance space
outside sounds, on-stage sound
space, new multi-purpose event
and increased enjoyment of
comprehension difficult
space permits simultaneous
patrons
performances
Building has limited approaches, Reconfigure plaza with more green Enhanced appearance of
deteriorating walking surfaces, not spaces, use external lighting and downtown; Increased recognition
well lit at night, hard to identify,
banners to identify as HCC
and visibility of the Hemmens with
this is also a safety issue
more enjoyable walk to the
building
Stage ceiling is too low to host
Install motorized winches and
Increased ability to host national
some performances
motorized orchestra pit
attractions and more complex
shows
Receiving Area
Lacks truck-height dock
Expand receiving area on west side Lowers labor cost for loading and
of building
unloading
Dressing Rooms
Inadequate dressing rooms
Create new dressing rooms in new Increases attractiveness of the
space; upgrade existing dressing Hemmens as a performance space
rooms
Exhibit Space
Ceiling too low for some exhibitors Add new multi-function space with Greatly increases the usability of
increased capacity and flexibility the Hemmens
Offices
Inadequate and inconvenient
administrative spaces
Add new offices with exterior
access in new addition
Lowers cost of operations and
increases security of the building
Storage
Inadequate storage space
Reconfigure basement for more
multi-purpose and storage space
Increases capacity of the building
Heating/Cooling Temperature is difficult to control Install green infrastructure where Reduces cost of operations
in the building
possible, especially new addition
Parking
Limited to 1100 spaces in
downtown and walkways to the
Hemmens are dark
Expand parking and add exterior Parking is more convenient; able to
lighting to building and walkways handle more events
simultaneously at Hemmens and
the Centre.
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CONCLUSION
Elgin can continue to enhance its reputation as a cultural arts destination by making these
recommended changes and additions to the Hemmens.
Next Steps
Studies on the future of the Hemmens have been conducted in 1999, 2006, 2008, 2012, and 2013.
The Hemmens Task Force recommends that the City of Elgin build an addition onto the Hemmens
and make beneficial upgrades to the existing structure.
As a first step, we are recommending that all deferred maintenance issues be addressed and the
existing building be kept in working order and maintained. The building has immediate needs which
are crucial for operating as rental facility such as replacing stage background lighting, the
performance dance floor, and maintenance equipment.
As a second step, we are recommending that the city council contract with a design team to move
ahead with the Schematic Design Phase on the Task Force recommendations to expand the Hemmens
in 2015. Architectural projects generally have five phases:
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Schematic Design Phase
Design Development Phase
Construction Document Phase
Bidding or Negotiation Phase
Construction Phase
We recommend that the design team include architects, structural, mechanical, electrical, and
civil engineers, as well as acoustical, theatre, and professional cost consultants. Previous studies
included these services.
The Schematic Design Phase would typically define the size, layout, systems and appearance of
the project and should include a preliminary estimate of the design and construction costs. The
task force is also recommending that the Schematic Design Phase include a market/operations
analysis, resulting in estimates of the projected profit/loss in operating the facility. This
Schematic Design Phase will present the city council with the information and analysis required
to commit to the next phase of the project.
As a third step, we are recommending that the city council determine a way to keep a few of the
members of the Hemmens Cultural Center Advisory Task Force involved with the project through the
Schematic Design Phase in an advisory capacity so the learning is not lost and will ensure that the
new design maximizes the potential of the Hemmens.
As a fourth step, we are recommending that the city council send key people to the next PublicPrivate Partnership Conference (P3C) March 7-9, 2016, in Dallas, Texas, to begin exploring
opportunities for additional funding sources for the changes recommended by the Task Force. Some
examples include naming rights, grants, and corporate sponsorships.
As a fifth step, the Task Force recommends the Hemmens Presents series be reinstated by the 20152016 performance season. This recommendation is based on responses from the Task Force citizen
survey.
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The Hemmens Cultural Center is an economic driver for the revitalization of the city and enhances a
more vibrant “City in the Suburbs.” The Hemmens is a valuable public asset that is a significant factor
for the future of Elgin. These recommendations support the City of Elgin Strategic Initiatives as well
as create a venue with an additional life span of 20-25 years.
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APPENDIX A
Ordinance No. T23-14
AN ORDINANCE ESTABLISHING A HEMMENS CULTURAL CENTER ADVISORY
TASK FORCE
WHEREAS, the City of Elgin is a home rule unit pursuant to the Illinois Constitution; and
WHEREAS, the City of Elgin as a home rule unit, may exercise any power and perform any
function pertaining to its government and affairs; and
WHEREAS, the city council of the City of Elgin has determined that it is desirable to provide for
a Hemmens Cultural Center Advisory Task Force to provide recommendations to the city manager
and the city council regarding the Hemmens Cultural Center operational, cultural offerings and
capital needs; and
WHEREAS, the creation of a Hemmens Cultural Center Advisory Task Force and matters relating
to the city's Hemmens Cultural Center are matters pertaining to the government affairs of the city.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF ELGIN,
ILLINOIS:
Section 1. HEMMENS CULTURAL CENTER ADVISORY TASK FORCE CREATED:
There is hereby created the Hemmens Cultural Center Advisory Task Force for the purpose of
providing recommendations to the city manager and the city council regarding the Hemmens
Cultural Center operational, cultural offerings and capital needs.
Section 2. MEMBERSHIP:
The Hemmens Cultural Center Advisory Task Force shall be composed of thirteen (13) members.
One (1) of such members shall be the chairperson who shall vote only in the case of a tie vote of
the members of the task force. Each member shall serve for an indefinite term. The members of the
task force including the chairperson shall be appointed jointly by the mayor and the city manager.
The mayor and city manager may at any time appoint successor members to the task force to
replace then current members or to fill vacancies.
Section 3. MEETINGS:
The members of the Hemmens Cultural Center Advisory Task Force shall meet as soon as is
practicable and shall meet as often as is reasonably necessary to carry out its duties and to provide
its recommendations and report as provided for in this ordinance. The Hemmens Cultural Center
Advisory Task Force may establish rules regarding the conduct of meetings and where not
otherwise provided Roberts Rules of Order, Newly Revised, shall apply. Minutes shall be taken at
all meetings. All meetings shall be conducted in accordance with the Open Meetings Act.
17
Section 4. STAFF:
The city manager, from time to time in his discretion, shall make available the service of the city’s
professional staff to aid and cooperate with the Hemmens Cultural Center Advisory Task Force in
carrying out its responsibilities.
Section 5. POWERS AND DUTIES:
The Hemmens Cultural Center Advisory Task Force shall have the power and duty to evaluate and
make recommendations regarding the Hemmens Cultural Center operational, cultural offerings and
capital needs. The task force shall have the authority to create subcommittees of its members. The
task force shall present its recommendations in a written report to the city manager as soon as is
reasonably practicable. The city manager shall submit such report of the Hemmens Cultural Center
Advisory Task Force along with the city manager's 2015 budget and three-year financial plan
submission to the city council.
Section 6. DISSOLUTION OF TASK FORCE:
The Hemmens Cultural Center Advisory Task Force shall automatically be dissolved on December
31, 2015.”
Section 7. That all ordinances or parts of ordinance in conflict with the provisions of this ordinance
be and are hereby repealed.
Section 8. That this ordinance shall be in full force and effect from and after its passage in the
manner provided by law.
s/ David J. Kaptain
David J. Kaptain, Mayor
Presented: April 9, 2014
Passed: April 9, 2014
Vote: Yeas: 7 Nays: 1
Recorded: April 9, 2014
Published: April 10, 2014
18
APPENDIX B
The city council passed an ordinance on April 9, 2014 to establish the “Hemmens Cultural Center
Advisory Task Force for the purpose of providing recommendations to the city manager and city
council regarding the Hemmens Cultural Center operational, cultural offerings, and capital needs.”
Participants selected for the advisory task force included:

Dr. Clare Ollayos, Chair: Chiropractic Physician, Board member of Elgin Community
College, former Chair of the Cultural Arts Commission

David Bearden: Retired COO, Panasonic USA and CEO, Elgin Symphony Orchestra

Charles Cassell: Architect (retired), former member, Cultural Arts Commission

Greg Cherry: Partner Peacock Colors, former President, Children’s Theater of Elgin

Charlene Goldman: Real Estate Broker, former Chair, Cultural Arts Commission

Randall Green: General Manager, Will County Metropolitan Exposition and Auditorium
Authority and Rialto Square Theatre Foundation

Chris Johnson: President Emeritus, Elgin Master Chorale

DeeDee Johnson: Owner/Director, Bataille Academie of the Danse

Elisabeth McCoy: Co-Owner, Integrity School of Dance

Margarita Mendoza: Director, Colombia Hoy Newspaper

Erin Rehberg: Founder/Director Side Street Studio Arts, member Cultural Arts Commission

Marlene Shales: Former City Council Woman, Office Manager, Seagren-Shales (retired)

Sal Zamudio: Corporate and private security Poplar Creek and Elgin Community College
Security Building and Grounds
Others attending the task force meetings were Butch Wilhelmi, Cherie Murphy, Aaron Cosentino,
Kristine Rogowski, and Jim Galvin, facilitator. The Advisory Task Force met 12 times beginning on
June 3, 2014 and concluding on April 27, 2015.
19
APPENDIX C
List of long-term renters:
Renter
Traditional Date
Since
Elgin Symphony Orchestra
Sherwood School of Ballet
Multiple Dates
3rd Saturday/Sunday of May
1969
1970
Bataille Academie of Danse
Children's Theatre of Elgin
Mother's Day Weekend
Multiple Dates
1982
1988
Integrity School of Dance (formerly Gould)
Father's Day Weekend
1990
State of Illinois, Appellate Court
1st Thurs AM after the 1st Mon in May & Nov
1990
Classic Pageants (Mrs. Illinois)
Lost regular dates when they moved their event in
1995 - available Fri or Sat in spring/early summer
1990
Chamber Theatre Productions (Formerly
Boston Chamber Theatre)
Spring & Fall Weekdays as fit
1990
School of Classical Dance (Scalfaro)
Last Friday of May in even years
1990
Dorothy's Dance Academy
City of Elgin, Martin Luther King Celebration
4th weekend in June
Sunday before MLK Day
1990
1991
Algonquin Academy of Dance
1st Sunday of June and Saturday before
1993
Mar Ray Dance Studios
Friday and Saturday of Memorial Day weekend
1993
Cat's Pajamas Productions
Last weekend in February
1994
Applause Talent
Available Weekend in Spring
1995
Community Crisis Center
Middle weekdays in December
1995
Streamwood Park District
Last 1/2 of May (weekend show date preferred)
1997
Dance Motions
2nd weekend in June
1999
City of Elgin, Centre Dance Recital
Available weekday in June (3rd or 4th week)
2002
Starbound Talent
Middle Weekend in February
2003
Spotlight Youth Theatre (formerly CYT)
Periodic
2004
Argosy University
Sunday in early November (preferred
2007
Ballet Box
Friday after Mother's Day
2008
U-46, Fine Arts - Orchestra Fest
Weekday during last weeks of February
2009
City of Elgin, NISRA Cultural Arts Night
Weekday prior to Memorial Day
2009
V.I.P Talent
Middle weekend in March
2010
City of Elgin, Centre Pre-School Graduation
Monday before Memorial Day
2010
Motions Dance
Middle Sunday in April
2010
Green Room Productions
1st Fridays in ExHall (started on 1st Saturdays)
2011
Light & Life Church
Available weekend in November
2011
Ambition Dance
Available weekend in June
2012
Dance Xplosion
Available weekdays in June
2013
Westminster Christian School
1st or 2nd week in November
2013
Traditional dates began in the 1990’s. Prior to that, renters lined up on August 1 each year to reserve their dates.
20
APPENDIX D
Option A
Option B
Recommended:
Recommended:
Necessary repairs and
equipment
replacement
Additions and
improvements while
remaining open
Major renovations
requiring extended
shutdown
New Performing Arts
Center with Option A
for the Hemmens
New Performing Arts
Center with Option B
for the Hemmens
1 performance space
2 performance spaces
1 performance space
2 performance spaces
3 performance spaces
1200 seats
1200 seats
450 multi-function
1400 to 1800 seats
1200 seats
1400/1800/2500 seats
1200 seats
450 multi-function
1400/1800/2500 seats
No need to shut down
Hemmens
Requires closing for a
season
Minimum investment
to remain viable for
next 20-25 years
Requires a two-year
advance notice to
renters
Hemmens maintained
while moving forward
on new PAC soon
Hemmens upgraded
now while doing
studies for new PAC
later
Integrated with
riverfront plans and
outdoor spaces
Raising the stage
house ceiling
Continuing
maintenance and
repairs
Hemmens remains
functionally obsolete
Plaza upgrades and
repairs
Approach lighting
installed
Option C
Option D
State of the art facility
May include
conference center
Bus and truck tour
friendly
Restrooms main floor
Major revision of
seating layout
Stand-alone box office
Increased rental rates
Prime space for
national acts
Improves ability to
bring in national
attractions
Operations and box
office located in new
facility
Improve acoustics
significantly
Opportunity for state
funding
Incorporates
suggestions from the
CCA, RLJ, ERA studies
Public/private
partnership
opportunity
New dressing rooms
Multi-purpose spaces
Art gallery spaces
Extended lobby on
main floor and LCD
screens
Acoustical
improvements with
moveable shell for the
stage
Motorized winches
for stage and
orchestra pit
mechanized
Total cost approaches
the same as building a
new PAC
Option E
State of the art facility
May include
conference center
Bus and truck tour
friendly
Prime space for
national acts
Operations and box
office located in new
facility
Opportunity for state
funding
Public/private
partnership
opportunity
New loading dock and
expanded receiving
area
Plaza renovation,
Exterior lighting,
Green infrastructure
Renovate basement
for multi-purpose
space, support space
21
APPENDIX E
Concept Drawing from the 2013 Judson study
East Aerial View
Existing Suildinc
South AerialView
22
APPENDIX F
These three options were also considered by the Task Force. It was determined that they were beyond
the scope and scale of the city council’s direction.
Option C: M ajor Renovations Requiring an Extended Shutdown
This option involves remodeling the interior of the building, raising the ceiling level over the stage,
increasing seating capacity, adding at least one balcony, and significantly improving acoustics. This
amount of remodeling would require a one to two year shutdown.
Pros:




Acoustics would be significantly improved
Increased seating capacity
Better able to book national attractions profitably
Addresses all challenges of using the existing building
Cons:



Cost for this option approaches the same as building a new performing arts center
Would require an extended shutdown that may drive away renters
Would result in only one performance space
OPTION D: NEW PERFORMING ARTS CENTER WITH OPTION A FOR HEMMENS
This option would mean immediately beginning the process to build a new performing arts center in
the downtown area. The Hemmens would remain open but no major improvements would be made
to the building. After the new building is complete, operations and the box office would move over
there. The Hemmens would remain as a rental facility for performing arts and the community. It would
only be open when being used. At some point, enhancements could be made to upgrade the Hemmens.
Pros:








Elgin would have a state-of-the-art facility
The building itself would be a tourist attraction
Outstanding acoustics
Energy efficient building
Prime space for national attractions
We can decide precisely the seating capacity
Potential for state funding for new building
Potential to include other uses (office space or hotel)
Cons:




The Hemmens would remain functionally obsolete for a long time
Cost of new construction for this size of building is expensive
This would require increasing staff across the board
The downtown area would have a major construction zone for an extended time
Option E: New Performing Arts Center with Option B for Hemmens
23
This option would mean immediately building an addition to the Hemmens and making other
upgrades in the existing structure as specified in Option B. Then, at some point in the future, planning
and building a new performing arts center in the downtown area.
Pros:










Elgin would have a state-of-the-art facility
The building itself would be a tourist attraction
Outstanding acoustics
Energy efficient building
Prime space for national attractions
Seating capacity can be precisely planned
Potential for state funding for new building
Potential to include other uses such as office space or hotel
Provides three performance spaces with the new facility, the Hemmens, and the multi-purpose
space connected to the Hemmens
Addresses current concerns with the existing Hemmens
Cons:




Cost of new construction for this size of building is expensive
Would require increasing staff across the board
Downtown area would have a major construction zone for an extended time
Ultimately, the most expensive option
24
APPENDIX G
The LA Opera building in downtown Los Angeles illustrates how the strategic use of banners can
enhance the exterior of the Hemmens and more effectively promote performances.
25
APPENDIX H
26
APPENDIX I
Student business majors from Judson University conducted an economic study of underutilized
space and dates and creative ideas to enhance the Hemmens experience for customers.
Experience Economy
Survey Results
B. Joseph Pine II & James Gilmore
Sunday at the Hemmens & Online
1. Physical surroundings
60 Years & Older: 86% (online) & 77% (Sunday)
2. Service providers
Less than 40 Years Old:Less than 8% (Sunday)
3.The customer
4. Other customers
Link to Elgin's Strategic Plan (2017)
1. Create a downtown that supports 24/7 activity.
2. Draw a critical mass of people downtown.
3. Connect with partners to build programs that
5. A customer's companions
Physical Surroundings
1.Atmosphere
2. Concentration
3.Imagination
4.Surprise
Guiding Questions:
1. How could we create unanticipated value?
2. How could we lose track of time at the Hemmens?
engage businesses and residents in revitalization
efforts.
4. Create educational opportunities by exploring all
available facilities.
5. Foster a relationship with community's
educational institutions.
6. Promote the city as a learning organization.
7. Communicate to all residents.
8. Connect with partners to create an engaged,
educated, and diversified workforce.
9. Strengthen the image as The City in the Suburbs.
Partnerships Abound
The voyage of discovery is not in seeking new
landscapes but in having new eyes.
-Marcel Proust
Sports & Fitness (for lawn activities)
1. Snap Fitness
2. Spring Hill Gymnastci s
3. South Elgin Budokan Martial Arts
STUDENT TEAM
2
Professors:
4
Students:
Education & Training (for students workers)
1. Judson University
2. Elgin Community College
3. Elgin Academy
4. School District U-46
Dr.Michelle Kilbourne & Professor Leslie Kruser
1
Food & Beverage (for patio refreshments)
Elijah Bobell,Bryan Cherry,Dominic DeMicco &
1. Blue Box Cafe
Alan Osinski
2. Crave Deli
3. Cafe Roma
Performer:
4. Nick's Pizza & Pub
5. Pita Puff
Kenny Hass (630) 337-9930
@KennyHassmusic
Judson University
www.judsonu.edu
1
27
APPENDIX J
As the Americans for the Arts Economic Impact study found, the average family coming to a
town for a special event or performance spends an estimated $25.40 per person beyond the
cost of the ticket.
NONPROFIT ARTS AND CULTURE SECTOR IS A MAJOR CONTRIBUTOR
TO OTHER INDUSTRIES
The nonprofit arts and culture sector drives significant business to other industries critical to
the health of the of the Illinois economy, including food service, ground transportation, and
hospitality.
OTHER/MISC.
$22, S12 166
REFRESHMENTS/
SNACKS
OVERNIGHT
LODGING
•
1&-1.
Tr
CHILDCARE
$11,157,999
LOCAL GROUND
TRANSPORTATION
$208,760,640
CLOTHING/
ACCESSORIES
$49,467,958
Nonprofit Arts
and Culture
Audiences
in Illinois Spent
$1.19 Billion in
2010
SOUVENIRS/GIFTS
MEALS
$452,221,502
"Thi.s. spending does not include the pric-e of
Ddmis sion to 4rts 4nd cultur41 events.
$112,537,609
CULTURAL TOURISM OFFERS EVEN GREATER OPPORTUNITIES
FOR GROWTH
Cultural tourism has the potential to attract significant new spending to the State of Illinois.
Currently, arts patrons visiting from out of state spend two·and·a·half times more per
person than Illinoi s residents in relation to arts and culturalevents ($55.82 versus $20.43).
28
"This study unequivocally demonstrates the value of investments in the arts and cultural sector. Despite the
recession, arts and cultural organizations were major contributors to Illinois' economy. The arts sector puts
people to work in Illinois and is a magnet for attracting talent, tourists, and investment to the region."
- Ra Joy, Executive Director, Arts Alliance Illinois
29
APPENDIX K
Historical Context of Cultural Arts in Elgin
The City of Elgin has a demonstrated history of leadership and support of the arts as an integral role
in a healthy and productive community.
History: Many of the still dominant performing arts groups in the Elgin area began in a fertile post
World War II expansion, between 1946-1950, including: 1950 the Elgin Civic Symphony, which
became the Elgin Symphony Orchestra; 1947 Elgin Choral Union (recently rebranded as the Elgin
Master Chorale); 1949 Elgin Community Theatre- rebranded as the Elgin Theatre Company; Elgin
Youth Symphony Orchestra; Fox Valley Music Association, and the private dance studio of Lisa Boehm
School of the Ballet, 1952.
The Hispanic Fine Arts Council was founded in 1937. In 1949, Elgin Community College was founded,
and has played a vital role in arts partnerships. In 1978, Independent Players was formed; in the late
1990's Janus Theater. From 1981-1990, Elgin Area Performing Arts sponsored school performances
of the Lisa Boehm Ballet Theatre Nutcracker Ballet at Hemmens. In the 1990's, Bubbotto held nonjuried art salons around several spaces in downtown Elgin which attracted dozens of artists and
hundreds of spectators.
The American Association of University Women held a summer art showcase for over 40 years which
became the central showpiece of the City of Elgin's Fine Arts Festival. In more recent years, after the
building of Festival Park, Art for All has moved the art festival to the streets of downtown Elgin as Art
and Soul on the Fox.
For over a decade in the 21st Century, O.P.E.R.A. provided unique performance and vocal training for
a decade, and has resurfaced as Soiree Lyrique. The move by the Elgin Symphony Orchestra from
Elgin Community College to downtown Elgin allowed it to expand. The college is still home to inresidence ensembles including Hamilton Wings, the Elgin Youth Symphony Orchestra, Ballet
Folklorico Huehuecoyotl, Elgin Master Chorale, and Children's Theatre of Elgin/Fox Valley Youth
Theatre.
CTE began from the volunteer work of David and Peter Akemann, twin sons of Lois Akemann, one of
the founders of Elgin Community Theatre. Many members of CTE have also gone through the Larkin
Academy of Fine Arts. Many have gone on to successful careers in the arts. As this is being written
one former CTE member is starring on Broadway in Aladdin.
The strength of the arts in Elgin is also demonstrated in the high school academy system, where
Larkin High School is the home of the performing arts academy. Many of the academy's teachers were
first trained in their performance disciplines in one of the groups mentioned above.
Elgin was triumphant in the Arts Space project in part because of its citizens' love of and strong track
record of supporting the arts.
The lower lobby of the Hemmens has a plaque which lists Fox Valley organizations that have done
performances in this space since the facility opened. Elgin Summer Theatre has been a successful
30
venture as well. The Hemmens touring season brought in many people from out of town to a wide
array of performances. In various years, that touring season required more subsidy than others, and
was discontinued in an effort to rein in cost.
The Bataille Academie of Danse from Barrington is a prime example of an excellent performing studio
which has performed annually for multiple decades as well.
Heartland Voices provides another vocal experience. Side Street Studio Arts brings a unique array of
theatre, dance, and visual arts at multiple venues. The decision of the City to operate the Elgin Art
Showcase provides opportunities for more intimate theatre experiences, some by non-profit arts
groups, and some by members of the performing arts communities coming together for special
performances.
In the late 1960's when the Elgin City Council received the bequest of Hattie Hemmens’ estate, it
stated that the money was to be used to do something positive for the people of Elgin. “It is my desire
and intention, first, that the Trust Estate, principal and income, shall be used and applied to establish
and maintain a not-for-profit Community Building and Auditorium in the City of Elgin, Illinois for the
benefit of the inhabitants of said City of Elgin.” A debate at that time included whether to build a civic
auditorium or a recreation/sports facility. A dynamic YMCA and YWCA were already filling some of
the recreational needs, as were the high school fields and parks, but there was no real central
performing arts space. The smaller stages of the high schools and the Masonic Temple were
sometimes available. The choral groups performed in some of the churches.
The building of the Hemmens Cultural Center gave focus to the arts, gave it a grander space.
The building of the Hemmens Memorial Building in 1969, with its 1200-seat capacity, made possible
expansion and creative performance partnerships among groups, and made Elgin a strong focus of
music, dance and theatre performances in the Fox Valley and Chicago metro areas. Indeed, over the
years, the Lisa Boehm Ballet Theatre, ESO and EYSO have all done surveys which show that audience
members come from 48-64 different communities and may include Illinois, Wisconsin and Indiana.
The city sponsored Performing Arts for Young People (PAYP) series brought in multiple touring
performances during the school day for educational, arts-related field trips. Many of the
performances were geared toward certain grade level curriculums, and the large area school districts
(most notably U-46 and 300) would send a whole grade level. For many children, it was their first
exposure to various genres of performing arts.
The PAYP series faltered when the near schools (U-46) no longer transported their students to
performances. The ability of the PAYP series to break even or run in the black depended on the ability
to have a near audience so that two morning shows could be filled and still get children to and from
school with bus schedule time constraints.
In 1993, the City of Elgin created its own Cultural Arts Commission under the leadership of Mayor
George Van de Voorde, because so many individual arts groups were requesting some grant
assistance from the city. The formation of the Elgin Cultural Arts Commission (ECAC) allowed the city
to apply directly to the Illinois Arts Council for grants instead of being combined in with a larger Fox
31
Valley Arts Council. When the Grand Victoria riverboat was approved in 1994, funds from Riverboat
revenues allowed the expansion of arts grants. The ECAC also funded the rebroadcast of the ESO on
WFMT, which enhanced both its reputation and Elgin's as it built audience.
While there is some general agreement that, just like the parks, golf courses, and other amenities, the
city needs to provide some subsidy for the Hemmens building and operation, the question becomes
"what is the right level?"
That question is not just a matter of bricks and mortar, or even money; it is a question of vision.
32
APPENDIX L
Hemmens Cultural Center Advisory Task Force
Resident Survey
33
34
35
36
37
38
39
40
41
42
43
44