The City of Peachtree Corners Ats & Culture Master Plan

DRAFTCity of
Peachtree
Corners
Arts &
Culture
Master Plan

MAY 2017 DRAFT

SIZEMORE GROUP

in association with
NOELL CONSULTING GROUP &
JUDY BARBER STUDIO

RAFT

DRAFT City of Peachtree Corners
Art & Culture Master Plan

in association with the City of Peachtree Corners Arts Council

MAY 2017 DRAFT

SIZEMORE GROUP

in association with
NOELL CONSULTING GROUP &

JUDY BARBER STUDIO

CREDITS RAFTCity of Peachtree CornersConsultant Team
Appointed Arts Council
Mayor & City Council Community Planning,
Amy Massey Participation & Project
Mike Mason, Mayor Christy Creedon Management::
Phil Sadd, Post 1 Dan West
Eric Christ, Post 2 Debbie Mason Sizemore Group
Alex Wright, Post 3 Diana Wheeler
Jeanne Aulbach, Post 4 Helen Nguyen Michael M. Sizemore, FAIA
Lorri Christopher, Post 5 Kristina Blum Principal-In-Charge
Weare Gratwick, Post 6 Marcia Catterall
Mary Frances Katz Deanna Murphy, AICP
City of Peachtree Corners Regina Owenby Project Manager
Steven Broyles
Diana Wheeler, Community Teneille Griffin Chirag Date, MCRP
Development Director Tiffany Witkin Project Planner
Jennifer Howard, Volunteer
Administrator Simone Heath, MCRP
Project Planner

Market Analysis::

Noell Consultant Group

Todd Noell
President

Arts Consultant::

Judy Barber Studios

Judy Barber
Arts Management

TABLE OF CONTENTS

DRAFT 01 Introduction 08
02 Vision Process 16
03 Market Analysis 30
04 Recommendations 62
05 Funding Strategies 110
06 Priority Next Steps 120
07 126
Appendix

CITY OF PEACHTREE CORNERS

Arts & Culture Master Plan

RAFT

The City of

Arts Peachtree
Corners
developed
this Master
Plan to create
&Cultuacommunity
image, focusing
on cultivating
the future growth
of Arts and
Culture within the
community.
DRAFT Introduction

Introduction

RAFT
Introduction

The City of Peachtree Corners hired Sizemore Group to develop an
Arts & Culture Master Plan for the City. The purpose of this plan is
provide an identity and character for the City of Peachtree Corners.
This effort aims to improve the quality of life for Peachtree Corners by
providing Arts & Culture experiences that are meaningful and relevant
to residents and visitors alike.

8

Why AreDRAFT Sense of Community “As the world becomes Introduction
Arts & Culture more complex, our future
Important Arts & Culture promote opportunities for social leaders need to draw from an
to our Community? interaction among community members. imaginative perspective to find
Through common interests and shared the best solutions.”
Social science researchers have found that experiences community bonds and identity
exposure to and participation in Arts & Culture are reinforced, leading to a sense of connection - Margie Asef,
generates substantial public benefits*. Key and investment in one’s community. Greater Atlanta Christian School
benefits include:
Local arts groups help to empower Community Identity & Branding
• Improved Sense of Community communities to organize for collective action.
By providing additional ways for residents to Arts & Culture have the ability to create a
• Community Identity / Branding engage, the community benefits from the sense of identity for a community. Public art,
varying skill sets of members coming from festivals, performances, and spaces to create
• Improved Education varying professional backgrounds. This helps help develop a sense of personality that is
to mobilize the public to improve civic life and relatable to a vast and diverse audience.
• Economic Development Growth promote diversity.
Education
• Improved Physical & Mental Health.
The incorporation of the arts into education
can have a profound impact on student
performance. Studies have shown that school-
aged children who participated in arts saw:

• Improved test scores

• Improved self-efficacy

• Improved learning skills

Resource: Gifts of the Muse, Kevin McCarthy, et al. RAND Corporation, 2004 9

Investment in Arts & Culture is
an investment in Community
Health
Introduction
Economic Development Physical & Mental Health 3. Reduced lengths of Hospital stays
RAFT 4. Decreased need for multiple medical visits
Arts & Culture have been proven to enhance Arts & Culture have the ability to improve 5. Reduced healthcare related infections
economic development within a community. physical and mental health. Physical health 6. Decreased need for sedatives during
Direct economic benefits include employment, isimproved through physical involvement
increased tax revenues due to increased in the arts, such as dance, and increrased medical procedures
property values, and local spending. The walkability encouraged through public art 7. Reduced levels of depression and
residual benefit of Arts & Culture within a installments*. Mental health can be impacted
community occur through the relocation/ through the act of creating art whichhelps to improvements in quality of life
investment from outside individuals and relieve stress. According to the 2013 Legislative
firms into the community wishing to associate issue brief, the following benefits have been
themselves with the local cultural/arts identity, documented for those who have hands-on
increasing local jobs growth and associated experience in creative activities such as dance,
tax revenues. music, and theater**:

1. Reduced reports of pain and anxiety

2. Increased self-esteem and reductions in
stress

10 Source: *The strongest studies of therapeutic effects, Verghese, et al. Journal of the American Medical Association, 2003

Source: *Arts in Health - Strengthening our Nation’s Healing through the Arts. 2013 Legislative Issue Brief, 2013

DRAFT “The Arts are important to
a community developing a
personality, adds dimension.”

- Ify Williams,

Hudgens Center

The Process effort, an articulated and community Creating A Peachtree Introduction
supported vision for Arts & Culture in the Corners Identity
Two factors were used in determining the City of Peachtree Corners was identified. The
goals for this process: engagement process involved meetings with Peachtree Corners, “Innovative & Remarkable.”
• Community Vision the Arts Council, a public meeting, stakeholder
• The Market Analysis interviews, and an online community survey. This City tag line has helped to create an
Where the Community Vision and Market This collaborative effort was an integral part of identity for this community, one that strives
Analysis overlap, they provide a focus and gaining support and consensus for this plan. to test new innovative ideas and to be the best
direction for the Master Plan development. at what it does, to be remarkable. Innovative
Market Analysis & Remarkable can be seen in Technology Park
Community Vision and with the opening of Prototype Prime.
The consultant team developed a Market The Master Plan aspires to recommend Arts &
An extensive public involvement process Analysis focused on identifying and Culture that can enhance this identity. Arts &
was undertaken to involve community understanding opportunities for arts in the Culture that are Innovative & Remarkable.
stakeholders in this study. Through this community as well as where arts investment
is most viable.

11

Introduction

RAFT
Arts & Culture In
Peachtree Corners

Existing Arts & Culture events and venues in and/or near the City of
Peachtree Corners are listed on the following page.

12

Events Art Galleries

Peachtree Corners Festival R. Alexander Fine Art Gallery

Friday Night Concert
Wesleyan Artist Market
DRAFT Theater Venues

Wesleyan Theater

Arbor Day Event Norcross High School Theater

Holiday Parade Duluth High School Theater

Light Up the Corners Run Greater Atlanta Christian Academy Theater

R. Alexander Fine Art Gallery Openings & Infinite Energy Center
Events

Duluth Fall Festival Technology Incubator
Johns Creek Arts Festival
Prototype Prime

Norcross Community Market

Norcross Art Splash

Public Art Centers Introduction

Pickneyville Community Center

Hudgens Center

13

CITY OF PEACHTREE CORNERS

Arts & Culture Master Plan

RAFT

The engagement
process involved

Arts ArtsCouncil
meetings, a public
input session,
stakeholder
interviews, and an
&Cultuonlinecommunity
survey. This
collaborative
effort was an
integral part
of gaining the
support of various
community
stakeholders.
DRAFT Vision Process

Vision and Goals

RAFT
Vision Process

The public involvement process included a variety of outreach tools
including: Key stakeholder interviews, a public meeting, an online
community survey, and Arts Council meetings. The focus on multiple
means of collection and distribution of information, allowed for public
input to be incorporated directly into the technical process in a
meaningful way at various stages of the master planning process.

16

Bringing people together
through shared experiences
DRAFT
Community Participation Community Meeting 1

Public involvement is a key component of the Arts On Mmarch 6, 2017, the community was invited
& Culture Master Plan process. This step was critical to an open house input session at Corner Bakery.
for understanding the Vision, Goals, and Needs of During the session the community was asked to
the Peachtree Corners community. share their ideas for Arts & Culture in Peachtree
Corners. Results of this meeting influenced the
The general public was engaged at four different recommendations found within this report.
opportunitiess:
• Community Meeting 1: Goal Setting Session Vision Process
• The Peachtree Corners Arts Council : City

Council Appointed Community Representatives
• Stakeholder Interviews
• Community Survey

17

What is
your VISION?
Vision and Goals
Arts Council The Arts Council was engaged at five meetings:
RAFT • Meeting 1; Nov. 16, 2016: Kick-Off & Goal
The Peachtree Corners Arts Council is a body
comprised of City Council appointed community Setting
representatives. This group is charged with • Meeting 2; Jan. 24, 2017: Survey Review &
pursuing projects within the community which
improve the Arts & Cultural offerings of the City. Priority Focus
The genesis of this Arts & Culture Master Plan • Meeting 3; March 2, 2017: Community Meeting
and selection of the consultant team was chosen
through this body. Preparation
The purpose of this Council is to enhance quality of • Meeting 4; March 29, 2017: Decision Making
life by bringing the community together through
shared experiences. Three important benefits of Workshop
this body are: • Meeting 5; April 17: Recommendation Review
1. Giving the arts community a voice
2. Supporting local artists and arts programming & Funding Strategies
3. Facilitating arts activities and events In addition to these meetings, the Arts Council and
consultants toured the Buford Community Center
as a case study of a successful local, city operated
theatre/community center.

18

Balancing organizational
needs with the

available resources
DRAFT
Stakeholder Interviews • Hudgens Center for the Arts (Ify Williams) 2. Uses should compliment and draw from Vision Process
• Norcross Public Arts Commission (Bob surrounding communities.
Key Stakeholders, including Arts & Culture leaders
in the community, were interviewed to best Grossman & Cindy Flynn) 3. Branding should be unique to Peachtree
understand needs and concerns in regards to the • Art Splash (Cindy Flynn) Corners.
arts in the City of Peachtree Corners. Interviews • Greater Atlanta Christian School (Margie Asef )
were conducted from January 2017 to March 2017. • ArtWorks Gwinnett (Amy Bray) 4. The City should work with local arts supporters
A total of 18 stakeholders were interviewed and are • Norcross High School (Lee Newman) for funding.
listed below: • Aurora Theatre (Anthony Rodriguez)
• Peachtree Corners Mayor (Mike Mason) 5. This area lacks venues for music, theater, and
• Peachtree Corners Festival (Debbie Mason) • Buford Community Center (Todd Cleveland) meeting/gathering.
• R. Alexander Gallery (Rhonda DiMatteo and • Prototype Prime (Zoe Fox)
Following is a summary of key topics/themes that One of the greatest opportunities that resulted from
Michelle Walton) were most commonly heard during interviews: these interviews is the potential for partnerships.
• Wesleyan School (Meg Foster) With a variety of needs and resources among
• Norcross Community Market (Connie 1. This area lacks walkable destinations for the the stakeholders, connecting these groups can
arts (i.e. galleries, sculpture, public art, etc.). greatly influence the speed of establishing an arts
Weathers) community and implementing recommendations.
• Gwinnett Symphony (Pam Cook) The following page provides an understanding of
• Capital City Opera (Michael Nutter) organizational needs and resources to be used as
• Objet d’Art (Sheri Snyder) a tool for the arts community to develop necessary
• Peachtree Corners Planning Commission partnerships.

(Alan Kaplan) 19

Organization Needs Resources

City of Peachtree Corners • Artists/Performers for proposed theater • Town Green
• Artists/Performers for festivals or pop-ups • Proposed Performing Arts Center
Wesleyan School • Artists for public art
• Performance space (prior to proposed City Performing Arts • Annual Artist Market (100 professional and student artists)
Private College Prep School Center) • (2) Theaters - available mostly in the summer
• Student Performers
• Connect with Peachtree Corners Community • Gallery Space
RAFT
Schools Norcross High School • Opportunities for Art Teachers to Perform/Show • Opportunities for Art Teachers to Perform/Show Art
• Performance venues that can serve food/drinks • Theater - available mostly in the summer
Gwinnett County Public School • Outdoor performance venues • Student Performers
• Opportunities for students to perform • Theater - available mostly in the summer
Duluth High School • Student Performers
• Connect with Peachtree Corners Community • (2) Theaters - available mostly in the summer
Gwinnett County Public School • Student Performers

Greater Atlanta Christian

Private College Prep School

Resources ArtWorks Gwinnett • Assist in making connections among artists, organizations,
communities and businesses to implement this master plan.
Vision and Goals County Arts Organization • Provide advice on Arts Council/Board formation, public art
project implementation, and funding strategies
Norcross Public Arts
Commission • Marketing of events, festivals and arts initiatives

City Appointed Arts Board • Art classes
• Space for Art Shows
Explore Gwinnett • Rental space for events
• Space for Art Shows
Gwinnett Convention and • Rental space for events
Visitors Bureau marketing branch

Hudgens Center • More o ce space
Non-pro t art and learning center • Storage

Facilities In nite Energy Center • More o ce space
• Storage
Large Event Center

20

Organization Needs Resources

R. Alexander Fine Art • Marketing to community of upcoming events/shows • Rental space for community events
ProfessionalDRArtists/PerformanceGroupsAPartners FT • Host events, such as Art and Cocktails in the Garden
Fine Art Gallery, Peachtree Corners • Host art lectures
• Host gallery openings
Facilities Pinckneyville Community • Marketing to community • Art classes
Recreation Center • Community meeting space

Private College Prep School • Advice and guidance on theater operations
• Guidance on City/Theater partnerships
Aurora Theatre • Advice and guidance on theater and banquet operations
• Guidance on City/Theater partnerships
Gwinnett’s Only Professional • Art Camps
Theatre • Art Parties
• Art Classes
Buford Community Center • Opera performances at di erent scales (large theater
concerts, restaurant performances, mobile opera-in-a-box
Event and Live Performance Venue
• Varying sizes of orchestras for large concerts, to smaller
Objet d’Art • Rental space for classes and parties intimate events.
• Marketing • Youth Orchestra
Mobile Art Classes and Parties • Student education programs
• Traveling shows
Capitol City Opera • Venue for performance (Opera House) • Shakespeare in the Park potential partner
• Rehearsal Space • Provide arts programming to enliven public and private
Opera Company • Draw younger audience space (Town Center, Tech Park)
• Connect community to artists
Gwinnett Symphony • Venue for performance
• Rehearsal Space 21
Adult and Youth Orchestras • Draw younger audience

Shakespeare Tavern Vision Process

Shakespeare Playhouse in
Atlanta

Dashboard

Arts organization linking
artists/performances to public or
under-utilized space

Community Survey

Surveys are an important method of information gathering
generating data that is essential for developing an understanding of

the community and its needs. As such, a Community Survey was
designed to gather input regarding the vision for this study. The

survey was made available online from December 26, 2016 through
March 20, 2017.
Vision and Goals
Community Survey Results The following pages provide examples of
RAFT Community Survey results in word clouds and
The following is a summary of the Community charts. A word cloud compiles survey responses
Survey results in English. Full survey results, and shows most commonly heard responses as the
including the Spanish version of the survey, can largest and least commonly as the smallest.
be found in the Appendix.

757 Responses
755 English
2 Spanish

Who Responded:
70% Live in Peachtree Corners
2% Work in Peachtree Corners
24% Live and Work in Peachtree Corners
2% Neither Live nor Work in Peachtree Corners
2% Other

22

DRAFT What makes Vision Process
Peachtree Corners unique?

23

How would you describe Arts & Culture
in Peachtree Corners ?

24
Vision and Goals

RAFT

DRAFTThe purpose of Arts & Culture Vision Process
should be to:

25

I would like to see
new public art pieces at:

26
Vision and Goals

RAFT

What is missing in terms of Arts &
Culture in Peachtree Corners ?

27
DRAFT Vision Process

CITY OF PEACHTREE CORNERS

Arts & Culture Master Plan

RAFT

“In creative
placemaking,

Arts partnersfrom
public, private,
nonprofit and
community
sectors
strategically
&Cultushapethe
physical
and social
character of a
neighborhood
around arts
and cultural
activities.” – Ann
Markusen
DRAFT Market Analysis

Market AnalysisMarket Analysis

RAFT
Noell Consulting Group (NCG) was retained as part of the Sizemore
Group consulting team to conduct a market analysis to make sure
recommendations within the Peachtree Corners Arts & Culture
Master Plan are feasible. Specifically, NCG was tasked with
identifying and understanding the potential opportunities for arts in
the community as well as where arts investment is most viable and
likely to succeed. The following is a summary of those findings, with
the full report located in the Appendix.

This section provides discussion and analysis on the following market
related topics:

• Regional Context • Arts Strategy Analysis
• Georgia Context • Creative Placemaking
• Peachtree Corners • Functional Art
• Improving Walkability
Demographics • Performing Arts Center
• Movie Studios/Production

• Economic Impact of the Arts • Site Analysis

30

Regional ContextDRAFT Market Analysis

In the last economic cycle, growth in Metro Atlanta
was focused primarily on exurban counties. This
growth has now shifted to more infill locations,
including established, suburban locations such
as Peachtree Corners (Figure 3a). In the last five
years, the Atlanta Regional Commission’s (ARC’s)
10-County Core Area has seen its share of growth
increase from 66% of all metro growth to nearly
81%. This increase creates significant growth
potential for the City of Peachtree Corners. Creating
a strong arts community and using arts to “Place
Make“ can be keys to this strategy.

Figure 3a: Regional Growth Context Images 31

Peachtree Corners Festival

Source: www.peachtreecornersfestival.com

32
Market Analysis

RAFT

Georgia ranks in the bottom
3rd of arts funding, nationally
DRAFT
Georgia Context Market Analysis

State funding per capita for the arts has drastically
decreased while state averages, nationally, have
seen a slight uptick, although still below pre
recession funding levels. As of 2012, the largest
source of revenue for the arts was individual giving;
the share of contributed income (gifts and grants)
has gone to larger organizations, with 1% of arts
organizations, budgets with over $10 million,
receiving 50% of all individual giving. These trends
place more responsibility on local governments in
supporting the arts.

This places a greater burden on creating arts
programs that can be more self-funding through:

• Ticket Sales
• Tuition
• Alcohol Sales
• Other Services

Figure 3b: Georgia per Capita Arts Funding Comparison 33

34 Market Analysis

RAFT

Who is living in Peachtree
Corners Today?
DRAFT
Demographics Income Potential Issues Market Analysis

Education With 41.8% of Peachtree Corners’ household Millennials increasingly drive growth,
incomes in ranges of $80,000 or above, it investment, and real estate development.
Education level responds highly to support for outperforms both the Metro Area (34.3%) and The I-85 Corridor from Norcross to Duluth
the arts. Relative to the City of Atlanta, 35.9%, and Gwinnett County (36.6%), overall, and is believed consistently lost Millennials over the past
Gwinnett County, 34.7%, the City of Peachtree to be well-suited for the arts. decade and beyond. This is believed to be
Corners has a high share, 54%, of its residents because of the following:
having educational levels of a four-year degree or Millennials as an Opportunity • Lack of Housing Affordability
higher. • Lack of Walkability
An Americans for the Arts survey found that • Lack of Cultural Issues/Diversity
Age 52% of Millennials consider the arts important Drawing these audiences back to the City of
to their relocation decisions; this is higher than Peachtree Corners will be a significant market
Millennials have shown a high proclivity to support the three previous generations. Additionally, challenge, but will have a profound impact on the
the arts and show up large in Atlanta’s art scene, 70% of Millennials participate in the arts. Arts & demand for Arts & Culture activities.
comprising nearly 40% of all art patronage. Overall, Culture should be used as an approach to capture
Peachtree Corners, 30.9%, is in line with Gwinnett Millennials in the market.
County, 31%, and the Metro Area, 31%, in terms of
percentage of Millennial population, though many
living within Peachtree Corners may not have the
incomes found elsewhere in the Metro.

35

Market Analysis

RAFT
Economic Impact

Arts can have a significantly positive economic impact on the
community. The activities of the Arts & Culture sector and economic
vitality can improve a community’s competitive edge within the
market. Creatively acknowledging and marketing community assets
can attract a strong workforce and successful firms, as well as help
sustain a positive quality of life.

36

“Consider the multiplier effect, incorporate art into
parks, trails, and civic spaces to increase community

impact.”

- Artworks Gwinnett
DRAFT
Economic Impact of the Arts Market Analysis

Economic development is enhanced by Figure 3c: Economic Impact 37
concentrating creativity through both physical
density and human capital. By locating firms,
artists, and cultural facilities together, a multiplier
effect can result. Arts & Culture activities can draw
crowds from within and around the community,
increasing and enhancing resident participation.

Figure 3c illustrates the economic impact that the
arts might have; for every $100,000 Arts & Culture
generate*:

• $37,000 in revenue per resident
• $2,452 in revenue to the local government
• $2,123 in revenue to the state government
• Supports 1.6 full-time jobs

Source: *Arts in Health - Americans for the Arts. Arts & Economic Prosperity IV, 2015

Market Analysis

RAFT
Art Strategy Analysis

Many cities are turning to the arts to establish cultural and physical
identity, making the market somewhat more crowded. The purpose of
this study is to develop an Arts & Culture Master Plan that responds
to the unique needs and demand of the existing market within the
City of Peachtree Corners. The analysis in this section responds to
the need for strategies to create additional Arts & Cultural spaces and
opportunities, while complementing existing uses. Strategies include:

1. Creative Placemaking 5. Movie Studios/Production

2. Functional Art

3. Improving Walkability

4. Perorming Arts Market
Analysis

38

Figure 3d: Old Fourth Ward ParkDRAFTAccording to the National Consortium for Creative Figure 3e: Housing Changes in Relation to Creative Market Analysis
Placemaking, creative placemaking is classified as Placemaking with Functional Art
1. Creative Placemaking programming that:
2. Functional Art
Creative placemaking describes an array of • Meets social and human needs of stakeholders
strategies and processes designed to improve the • Works to improve the standard of living for all Functional Art refers to aesthetic objects that serve
quality of life through Arts & Culture. This approach everyday purposes. Art can be anything from
is flexible and combines community goals, cultural members of the community furniture and lighting, to crosswalks and signage.
identity, and economic development. Elements • Works to build and sustain environments in Areas such as Historic Fourth Ward Park and the
such as Functional Art, Arts/Movie Districts, and Atlanta BeltLine have embraced and promoted the
Performing Arts Centers are seen as strategies of which the arts can flourish idea that art should be functional. These public
placemaking. • Focuses on activating the creative potential investments have uses as water retention and
The ultimate goal of these strategies is to recreation, respectively, while incorporating art.
improve the quality of life and standards of living within the community Neighborhoods surrounding these developments
by enhancing the environment with cultural • Is place-based, rather than space based saw a difference of 7.1% in year over year change
expression. It’s possible that the goals of creative It is believed that in creating the Arts & Culture in single family home prices from 2008-2015
placemaking could arise naturally, but to ensure identity for the City of Peachtree Corners, above and beyond the City of Atlanta as a whole
desired results occur, stakeholders with a shared placemaking strategies should be employed. (Refer to Figures 3d & 3e).
vision are needed to guide market activity and Refer to the recommendation section for
address unintended consequences as they arise. placemaking strategies, including a Performance
Arts Center and Functional Art.

39

Pedestrian oriented
development increases social &
economic activity
Market Analysis
3. Improving Walkability communities by encouraging developments City of Peachtree Corners and attract new residents
RAFT composed of a mix of uses that create walkability. and businesses to the community.
Walkable environments are key to economic Furthermore, Christopher Leinberger of George
competitiveness and creating healthy communities, Washington University, completed a study ofWalkUPs
all while increasing property tax value per acre. (Walkable Urban Places; Figure 3f ) throughout the
nation, including Atlanta, and discovered that office,
Increasingly, Millennials and seniors are looking retail, and rental housing achieved 30%, 144%,
for walkable environments, with studies showing and 12% premiums respectively over their drivable
80% of 18- to 34-year olds want to live in walkable suburban counterparts.
neighborhoods and per AARP surveys roughly 60%
of those over 50 want to live within one mile of daily
goods and services.

Figures 3f shows the walkability premium found The Atlanta Metropolitan Region has the highest
within 14 cities, sorted by the premium percentage premiums for walkable places of any metro area
found in home prices for one-point increase in in the United States. For every one point increase
Walk Score. These premiums not only show the in Walk Score, Atlanta sees home value premiums
demand for walkable environments within the of nearly 1% to 1.7%. Based on this, improving
Atlanta metro, but show that the City of Alpharetta walkability and including strong Arts & Culture
can increase taxable land value of new and existing investments will generate economic benefits to the

40

DRAFT Market Analysis

Figure 3f: The Need for Walkability 41

Performing Arts Center Market
competition
Market Analysis Existing Performance Venues and Locations

RAFT
4. Performing Arts Market Analysis
Figure 3g: Performance Arts Center Competition
Throughout this master plan process, the creation
of a performing arts center became a reoccurring
theme in improving Arts & Culture for the City of
Peachtree Corners. Because of this, Noell Consultant
Group (NCG) has analyzed the feasibility of this
placemaking strategy.
Many cities are turning to arts to establish cultural
and physical identity, making the market somewhat
more crowded; Figure 3g illustrates the competition
an additional Arts Center would face. Venues of note
are:
• Aurora Theatre now adding a 500 - seat venue
• Sandy Springs adding 1,000 - seat venue
• Johns Creek considering development of a

1,000 - seat venues as well - also fills a large,
highly affluent hole to the north

42

Current market demand
appears satisfied, but
DRAFT
future growth will support a

Market Sizing theater by 2026 Market Analysis

NCG utilized key survey data from Theatre Figure 3h: Performance Arts Center Market Sizing
Communications Group and Arts & Economic
Prosperity IV to size the potential market for
performing arts seats in Gwinnett County. By
utilizing national metrics, it is believed that
Gwinnett County, on it’s own, can support around
five venues with an average size of around 120
seats (Figure 3h), or 600 seats total. When factoring
in estimated demand from beyond Gwinnett
County, reported 40% to 50% by area venues, this
number jumps to more than 9 venues supportable,
or 1,080 seats total.

43

Market Analysis

RAFT
Current Market Demand

Using information gathered through interviews,
NCG factored the market sizing demand for a
Performing Arts Center for the City of Peachtree
Corners. It is believed that there is currently
support for a 1,900-seat venue, assuming 67%
capacity; which exceeds the current estimated
supply of 1,442 seats, allowing for approximately
456 supportable seats in Gwinnett County.
However, when factoring in the new 500-seat
theater at the Aurora Theatre the current demand
appears to be satisfied overall.

44

Future Market DemandDRAFT 2. Build a facility that can host traveling
productions, multiple community
It is believed that by 2021, population growth will organizations, and events.
create positive demand of an approximately 150- • Venue should be 150-300 seats.
seat venue; this number increases to approximately • A second space, such as the Black Box
400 seats by 2026. Theater, ranging in 75-150-seat size, will
be necessary to accommodate multiple
Through interviews, two scenarios were derived for groups/needs.
an ideal future Performing Arts Center addition:
Market Analysis
1. Bring in a permanent in-housed theater
company
• Production company should be locally
established to keep their base as opposed
to create a new one, although out of
market groups with large draw who see
value in relocating/finding permanent
home should be considered.
• Venue should be 150-300 seats, with room
for growth as market allows.

45

Georgia ranks 3rd in the nation
in movie production
Market Analysis
5. Movie Studios/Production Third Rail Studios in Doraville, Atlanta Filmworks studios with State tax breaks, with commitments
RAFT in Doraville, and Atlanta Media Campus & Studios lasting as long as the benefits last. Cities that have
During the 2016 fiscal year, feature film and (OFS) in Norcross (See Figure 3i). This further been able to capture larger market benefits have
television productions generated an economic saturation of industry adds to an already tough done so by creating complementary services such
impact of more than $7 billion for the state of competition from established studio complexes. housing and educational partnerships with local
Georgia. According to Governor Nathan Deal, Movie studios and production companies are universities.
“Georgia’s film industry provides a significant driven by the types of space offered. Movie Due to the lack of direct economic benefit, and
impact on our state’s economy, employing studios require an absolute height minimum the reliance on state tax incentives, movie studios
thousands of Georgians while developing of 24 feet and prefer 40 foot clearances, and the should not be considered as a high priority.
infrastructure and boosting small business.”* column spacing required is a minimum of 50 feet;
essentially warehouse spaces. Because the price
Georgian cities such as Senoia (Riverwood Studios) of building these spaces is cheap many studios
and Fayetteville (Pinewood Studios) have successfully are building their own, but require cheap land.
established full service film and entertainment These studios generate very little direct benefit to
complexes, spurring growth within surrounding the surrounding markets. Hiring for security and
markets; this is not the norm within this industry, specialized labor and catering are often brought in
with very little direct benefit generated. from outside markets. Many times attracting these

Additionally, the Cities of Norcross and Doraville are
pursuing this market with three studio endeavors;

46 Source: Georgia.org. Film Industry Generates More than $7 Billion for Georgia’s Economy, 2016

Atlanta Filmworks, DoravilleDRAFTSource: www.atlantafilmworks.com
Third Rail Studios, Doraville

Source: www.atlanta.curbed.com

Atlanta Media Companies & Studios, Norcross

Source: www.atlnantamagazine.com Market Analysis

Figure 3i: Movie Studios/production Examples 47

Market Analysis

RAFT
Site Analysis

Future market demand anticipates county-wide support of a 150 seat
theatre by 2021, raising to a demand of a 400 seat theatre by 2026.
Site considerations are addressed in this section.

48

Potential Performing Arts
Center locations
DRAFT
Potential Locations Former Fiserv Town Center/Forum
Offices/ Area West
Initial Arts Council and consulting efforts have
identified four six potential locations for a Jones Bridge Park Wesleyan Fields
Performance Arts Center venue in Peachtree
Corners. Spalding Woods Technology Park
1. Former Fiserv Offices Village S/C
2. Spalding Woods Village Shopping Center
3. Town Center/Forum Area West Market Analysis
4. Town Center/Forum Area East
5. Wesleyan Fields Site
6. Technology Park

Figure 3j: Potential Performing Arts Center Locations

49

Former Fiserv Office
Property
Market Analysis

RAFT
A large, +/- 96-acre, property with abandoned office buildings and
frontage along the Chattahoochee River

A large site with room Property controlled A great natural asset
to build. by the bank and in the Chattahoochee
Strong natural unlikely to be split River, but too
features. without significant challenging to acquire.
Few neighbors effort. No spin-off potential.
- Better for an No dining or This area yields
amphitheater/outdoor shopping inside or potential as an
venue. near the site. amphitheater site,
Not a walkable but not ideal for a
location and does Performing Arts Center.
not further other City
goals -- no spin-
off development
potential.

Figure 3k: Views of the former Fiserv campus

50