MEMORANDUM
To: Planning & Economic Development Committee
From: Downtown Action Organization
Date: May 20, 2026
Re: Asawa Stage at Courthouse Square – Some Initial Considerations
This Memorandum has been approved by the board of the DAO and is submitted to the City to describe an overall concept, the important questions that need answering to determine the desirability and feasibility of the project, and possible approaches to answering these questions that may include DAO involvement.
Summary of Project
The Ruth Asawa Stage at Courthouse Square would be located on the south end of the Square at the terminus of Santa Rosa Avenue. The bronze Asawa panels would be a key feature and attraction of the Stage. The Stage itself would be a permanent facility incorporating acoustical, lighting, platform, storage, signage and security features; design details would in part depend on whether the facility program would serve only community groups or also serve regional attractions. Critical questions discussed below are:
1. What is the programmatic objective?
2. What are the design features based on the objective?
3. What initial designs may be necessary to help determine capital costs?
4. How would the facility be managed and by who?
5. What third parties are needed to determine feasibility and desirability?
1. What is the programmatic objective?
There are two overriding objectives. The first, to display, appropriately and iconically, the bronze Asawa panels. The second, to provide a permanent, high-quality performance stage, integrated with the panels.
Integration of the panels and stage is a design task and can be solved with care, subject to the review of the Asawa family.
The more complex issue is the character of the stage itself.
Currently, a temporary stage is available, generally for community groups and community events. If the focus of a permanent stage is narrowly on these community users, there will be community value – but at limited eƯect on economic development. The number of Square events may or may not increase; this is speculative. It is likely, though, that the number of attendees per annum, and the resulting impact on hotel occupancies and restaurant sales, will be comparably marginal. This dictates an attractive but economical design.
The Board recommends evaluation of a diƯerent, more robust alternative.
A very high quality facility, with enhanced acoustics and lighting, joined with an eƯective marketing and promotion campaign (see below) may attract not only community users but regional ones as well, greatly increasing the number of attendees, driving hotel occupancies and restaurant sales upward. The Asawa Stage in this scenario is not only a community asset, it is also an economic development engine.
A mix of community groups, regional acts, seasonal festivals, music, theater, multi-media, dance --- coupled with good management and outreach – would make downtown specifically and Santa Rosa generally a visitor destination, capitalizing on our expanded airport, ties to wine country and (should it occur) a conference center.
The large venues like Graton Casino or LBC are not able to integrate individual stage performances with larger events (for example, the Santa Rosa Marathon), or produce multi- day festivals with multiple acts and venues – but the Square Facility could potentially do that, with wide-ranging economic and community benefits.
The new facility could also, because of its enhanced perceived quality, greatly broaden the character and number of community users, such as high school and college graduation and gatherings, prom events and organizational galas.
A facility of this kind can more readily be used to justify the use of hotel tax dollars including the increased cost of a higher-grade facility.
Examples – illustrative, only – of a facility which can have the visual and practical impact needed are attached.
2. What are the design features based on the objective?
It will be important to engage expert opinion to guide initial design. For now, these probable elements are clear:
- The stage platform will need to be of suƯicient size and flexibility to accommodate a range of uses
- There will need to be a focus on acoustics, both in terms of projecting from the stage and in terms of protecting the performance from surrounding acoustical impacts.
- The panels must be incorporated in a prominent manner, lit and protected. - There must be suƯicient secure storage for moveable equipment. - There will need to be a hub for lighting and sound controls. - There will need to be associated signage.
- The design needs to meet the visual characteristics of high-end outdoor performance space.
- An audio-visual element for film and multi-media performance. - Audience lines of site need to be considered.
- Protection from vandalism needs to be incorporated.
3. What initial designs may be necessary to help determine capital costs?
An annotated elevation and plan, along with materials list and specifications will be necessary. The design need not be the final design; the ultimate design may vary from the initial budgeting design. This work would need to be done by the feasibility team described below.
4. How would the facility be managed and by who?
This important question should be evaluated during the feasibility work described below.
One possible option – there will be others evaluated -- is that the facility be managed by an independent organization charged with (1) event planning and coordination for the Square and downtown generally, (2) marketing outreach, (3) coordination with Santa Rosa marketing financed by hotel tax dollars; (4) operating the facility including maintenance budgeting, and (5) reporting to community and City.
Among the organizations that might serve this task are (1) Visit Santa Rosa, necessarily with staƯ and skill expanded for this purpose; or (2) a new nonprofit corporation, also financed by hotel tax dollars (and event revenues), and possibly under the aegis of SRTBIA. The importance of coordinating event outreach/promotion and SRTBIA program marketing cannot be over-emphasized.
5. What third parties are needed to determine feasibility and desirability, and what would their report look like?
We recommend a feasibility team comprised of (1) design expert; (2) programmatic, and revenue/cost expert; (3) City representative; (4) DAO representative; (5) VSR/Metro Chamber representative; and (6) construction consultant expert in facility costs.
During feasibility analysis, likely a period of four to six months, the team would reach out to possible partners, including LBC, Santa Rosa Symphony to help analysis, and do outreach to assess possible sponsors both for capital costs and on-going operating costs.
The team report would include a capital cost analysis (sources and uses), operating cost model (revenues and expenses including capital replacements, sponsorships, VIP sales, relation to food and beverage operation on- and away-from the event), illustrative design and specifications, timeline, specific recommendation on organizational management, and the results of small group focusing (hoteliers, restauranteurs).
Conclusion
The Ruth Asawa Stage at Courthouse Square, if developed in the robust way recommended, integrated with a strong marketing plan, may make downtown specifically, and Santa Rosa generally, a regional destination, with all the beneficial economic eƯects that would result, as well as a source for community pride and an important asset for local organizations.
Courthouse Square Asawa Stage