8/12/2019 booklet 3.27.14

1/14

Providing creative, flexible space for our communitys exceptional programming

New London

Community Center

Planning for the futureBuilding on the past

8/12/2019 booklet 3.27.14

2/14

v

This two-story, red brick schoolhouse dating from 1941 was originally built for the New London High Schoolbut in its time, has educated all ages. This building holds vivid and fond memories that play out in the former

hallways, classrooms, stage, gym and cafeteria. Once alive with the noise of children learning it now sitsvacant and forgotten. Voted to be closed in 2006, when it was no longer the right place to educate children in

a modern world, its halls were left empty and its rooms bare.

Our Story:

The New London Community Center Board:

NLHS 1941

David Kidder (President) Ace Eaton (Vice President)

Cicely MarkoffDr. Bill Zimmerman

Mark Kaplan (Treasurer)

Rob Prohl Casey Biuso Meghan WilkieScott Blewitt

8/12/2019 booklet 3.27.14

3/14

v

Our Story:

In May of 2013 a warrant article was put forth to the community at the annual town meeting asking toappropriate $10,000 to hold the building off the market for one year. One year would be sufficient timefor gathering information and creating a pragmatic plan to secure a long-term lease. Our goal would

be to redevelop the space into a place that would benefit the entire community. Again, the resoundinganswer was yes with a vote of 215 in favor, and 31 against.

For the members, originally part of the committee to simply secure the building, it was now time to dig inand make something wonderful happen. For the last 5 months that has been the main focus and goalof what is now a private non-profit group called the New London Community Center. We lovingly referto the building as the 41 and passionately work to find ways of developing a plan that will benefit ourindividuals, families, area non-profits, local businesses, our town and our community through this

unparalleled opportunity of space.

v

In October of 2012 the Kearsarge Regional School

Board sent out an RFP (Request for Proposal)searching for the next chapter of this buildings life.

The Board of Selectmen of New London immediatelycalled upon the citizens of the community to see if thisbuilding was still important to the fabric of our town.The resounding answer was yes.

8/12/2019 booklet 3.27.14

4/14

Our Mission:

The mission of the New London Community Center is to revitalize the 1941 school building for NewLondon and its regional partners to provide a space to support community groups and programming.

Our Values:

The New London Community Center board believes in: Having sustainable financial oversight for the life of the building and being responsible caretakers for

the Town of New London

Committing to bringing together individuals and organizations that make up our community bothlocally and regionally

The inclusivity of all people and striving to continually meet our communitys needs. Revitalizing the 1941 school building and thereby creating positive change within our town and

region.

Our Vision:

Vision:The facilities and services based at the New London Community Center provide a central hub forcreative, intergenerational and social interaction that fits the varied interests and needs of our town andregional community. The reconstruction and opening of this site will stimulate an economic and socialrevitalization for our town through dedicated year-round vitality.

8/12/2019 booklet 3.27.14

5/14

What is it we are trying to do?

Big Picture:

Our mission can be distilled down to one word:

We want to affect positive change in our community by providing the space to enrich, connect andrevitalize. With 24,000 Sq. Ft.; 12 potential class rooms, commercial kitchen, gymnasium, stage and largemultipurpose area we can supply our regional area with ample space to do those things.

SPACE

Short Term (1 year) Goals:

To succeed at our mission we are working on achieving the following goals:

Enter into a long-term lease (55+ years) with the Kearsarge Regional School District to be held by thetown of New London. This long-term lease is the most efficient way of obtaining the property; due tothe length of the lease it will be the same as owning.

Provide the Board of Selectmen and the citizens of New London a pragmatic and compelling plan thatwill be voted on as a warrant article at the May 2014 town meeting

Upon a positive May Town Meeting vote we will begin phase I consisting of the multi-purposeroom/kitchen, an activity room, two conference/meeting rooms and new ADA compliant toilets for asummer 2014 opening.

Short Term(2-5 years) Goals:

After becoming the communitys activity hub in the first year we look to follow through with the following:

Begin renovation of Phase II, opening the first floor and stage/gym of the 1941 building

Develop keystone partners with 356 day anchored commitments in 3-4 classroom spaces

Develop centralized calendaring and scheduling to provide one-stop-shopping for residents through

online and catalog formats Begin renovation of Phase III, opening second floor and basement of the 1941 portion in the within 5

years of opening Phase I.

8/12/2019 booklet 3.27.14

6/14

First Floor Summary:Space: Sq. Feet: Capacity/Capacity/ Chairs OnlyTables Gymnasium/Auditorium 510 3,571238

Multipurpose/ 2,909 194415Dining

Kitchen 1,394 - -

Six Activity 569-764 38-50 -Rooms

Office 96 3 work stations

Existing Floor Plan: Total First Floor Summary

Total Lease Area:24,000 s.f.

First Floor Area:15,000 s.f.

KEY

FIRSTFLOORAREA RETAINEDBY LANDLORD

MULTI-

PURPOSE

ACTIVITY

ROOM

ACTIVITY

ROOMACTIVITY

ROOM

ACTIVITY

ROOM

ACTIVITY

ROOM

ACTIVITY

ROOM

KITCHEN

GYM

8/12/2019 booklet 3.27.14

7/14

Second Floor/ BasementSummary:Space: Sq. Feet:Capacity/ Capacity/

Chairs Only Tables

Exercise/Workshop 2,911194* -

Office 113 2 -

Five Activity 480-764 32-50-Rooms

*would require improved exit capacity

Existing Floor Plan: Total Second Floor and Basement Summary

KEY

SECONDFLOOR

AREA RETAINEDBY LANDLORD

Total Lease Area:24,000 s.f.

Second Floor/

Basement Area:9,000 s.f.

ACTIVITY

ROOM

ACTIVITY

ROOM

ACTIVITY

ROOM

ACTIVITY

ROOM

ACTIVITY

ROOM

WORK-

SHOP

8/12/2019 booklet 3.27.14

8/14

What is it going to look like?:

With a phased opening we can develop the space to best fit our community needs while being financiallyresponsible.

Phase I- Estimated Renovation Costs: $150,000

Tothe41

Tothe

SAU

Phase I ScopeHighlights: New ADA compliant restrooms New entrance/vestibule with ADA compliant

access 2 new meeting rooms

Special Activity room with exercise floor New flooring Kitchen upgrades New Furnishings Re-engineered parking New re-engineered roof

Immediate Benefits Provide the New London RecreationDepartment with an expanded activityspace (permanent/larger office inPhase II)

Ready to use, much needed, flex space

New bathrooms that provide phase I and IIwith enough new ADA compliant facilitiesto demolish existing bathrooms on 1stfloorof the 41

8/12/2019 booklet 3.27.14

9/14

Estimated First Phase Costs:

8/12/2019 booklet 3.27.14

10/14

What is it going to look like?:

Phase II (first floor of the 1941 building)- Estimated Renovation Costs: $750,000

Phase II Scope Highlights: 4 activity rooms Updated stage auditorium 30+ New parking spaces Fire exit improvements and code compliant

upgrades Fully sprinkled building (all floors) Fire alarm upgrades to current standards Fully ADA accessible lift

Renovated accessible restrooms Mechanical, electrical, lighting and plumbing

systems repairs Restore/replace floor finishes Interior painting

ToPhase

I

8/12/2019 booklet 3.27.14

11/14

What is it going to look like?:

Phase III (second floor and basement of the 1941 building)- Estimated Renovation Costs: $TBD

BasementLevel

1941Building

Second Floor1941 Building

Phase III ScopeHighlights: 5 new activity spaces/ work spaces Basement level workshop and/or exercise

room Elevator access to all levels Renovated ADA compliant restrooms on

second floor

Restoration/ replacement of floor finishes asneeded Interior painting

8/12/2019 booklet 3.27.14

12/14

Proforma Budget:

12

8/12/2019 booklet 3.27.14

13/14

Assumptions:

13

8/12/2019 booklet 3.27.14

14/14

v

FAQs:

Q. What money will be needed over the years?A. An estimated $75,000 in operating expenses from the Town will be requested annually. Capital funds for

upgrading the building are projected to come from local fund raising efforts, special grants, charitable foundations,and other sources. Estimated capital costs: Phase I $150,000; Phase II $500,000 Phase III $500,000.

Q. Does the $75,000 include maintenance and executive staff?A. No. It is proposed to move the Recreation Director to an office in the building for overall supervision and

scheduling/operations services. Maintenance, supplies/equipment, clerical support, and the like will be paid bythe NLCC. The $75,000 will cover basic operations of the building including utilities and exterior maintenance.

Q. Is this a question of "If we build it, they will come" ?A. No. The need for community space is very real. Many community organizations are currently struggling to

secure space for their programs and often the space they are able to secure is marginal and not appropriate fortheir programs.

Q. What if the private fund raising falls below expectations?A. That is why we have planned this development in three phases. By breaking down the project into smaller

parts we will be able to better control costs and assure that we are spending our money wisely. As anorganization, we understand that it is critical to make sure that the community center secure diverse andconsistent income streams beyond traditional fundraising.

Q. What happens to the building if the NLCC is not successful? Will the town still hold the building?A. We are proposing that the town of New London enter into a long term lease with the SAU, New London and

its voters would still hold the lease and the future of the building would be up to them.

Q. Why make this a public project and not entirely private.A. While the NLCC will work as the organizational body to fund and maintain the building we feel it is critically

important that this project be owned by the town and the citizens so that it will truly be a place for the wholecommunity to come together.