HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/13/2008 - FINAL REVIEW OF THE DRAFT CULTURAL PLAN, INCLUDING DATE: May 13, 2008 WORK SESSION ITEM
STAFF: Marty Heffernan FORT COLLINS CITY COUNCIL
Jill Stilwell
SUBJECT FOR DISCUSSION
Final review of the draft Cultural Plan including the Cultural Facilities Plan.
EXECUTIVE SUMMARY
The purpose of this work session is to provide Council with the opportunity to comment on the final
draft Cultural Plan, including recommended priorities for future cultural facilities. The Plan does
not seek funding for implementation. Any funding needs will need to be decided by Council on an
item by item basis or through the budgeting (BFO) process.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does Council have any concerns with the draft Cultural Plan?
2. Does Council agree with the cultural facility priorities?
BACKGROUND
Cultural Services staff began the process of creating a Cultural Plan in 2005. Significant cultural
initiatives,like Beet Street and UniverCity Connections,developed during the planning process and
the process was modified to accommodate and encompass these initiatives. In August 2007, staff
and consultants,Pfeiffer Partners,presented the draft Cultural Facilities Plan to Council. Since that
time, staff and the consultants have worked to refine the goals, action items and recommendations
of the Cultural Plan. Staff has reviewed the Plan with the Cultural Resources Board, Youth
Advisory Board, Parks and Recreation Board, the Art in Public Places Board and will be meeting
with the Senior Advisory Board very soon. Staff has also worked closely with the UniverCity
Connections Arts and Culture Task Group and with the DDA. A public open house was held on
May 5 to gain further insight from the community,including organizations and citizens involved in
the arts, culture and science. Additionally, a Community Cultural Survey was conducted in 2005,
a survey of school district educators was completed and the work on the Cultural Facilities Plan
involved an extensive outreach process.
After the work session, staff will finalize the Cultural Plan and will bring it to Council at a regular
meeting for consideration for adoption in August 2008. In the future, staff intends to update the
Cultural Plan every 10 years.
May 13, 2008 Page 2
The attached power point presentation provides a simple overview of the Plan goals and
recommendations. The complete Cultural Plan is attached and it includes a helpful Executive
Summary.
ATTACHMENTS
1. Cultural Plan.
2. Work Session Summary August 18, 2007.
3. Memorandum from the Cultural Resources Board.
4. Board minutes-Cultural Resources Board,Parks and Recreation Board and the Art in Public
Places Board.
5. Open house summary.
6. Community Cultural Planning Forum Summary.
7. PowerPoint presentation.
Cultural Plan
City of • Collins
Cultural Services
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Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
A History , Today , Future . . . . . . . . . . . . . . . . . . . . . . . . 4
Goals of the Cultural Plan . . . . . . . . . . . . . . . . . . . . . . 8
Purpose and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Goal1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Goal2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Goal3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Goal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Goal5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Goal6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Appendices 30
A ) Arts & Economic Prosperity Study 2003
Arts & Economic Prosperity Study 2007
B ) Community Cultural Survey results
C ) Cultural Facilities Plan
D ) Cultural Inventory
E ) EVSAG Report , July 2004
F ) Participants List
G ) Poudre School District Humanities Standards
H ) Uniquely Fort Collins
1 ) UniverCity Connections Arts & Culture
Task Group Action Plan
Sculpture on cover: East Prospect Entry Way by May and Watkins Design.
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Executive Summary
The City of Fort Collins is well positioned to build on its strong history of arts, culture, and
science. Today, Fort Collins is brimming with a major university dedicating significant
resources to its University Center for the Arts, more than 80 arts, culture, and science
organizations, a model art in public places program, a commitment to historic preservation, and
an increasing investment in cultural venues from museums to theatres. There are a large number
of new initiatives underway, from the University Center for the Arts to the Poudre River Arts
Center, from Fort Fund to UniverCity Connections, from Beet Street to the TriMedia Film
Festival, from the Fort Collins Museum and Discovery Science Center partnership to renovating
the Lincoln Center. The accumulation of accolades for Fort Collins as one of the "best places to
live" in the country is due, in part, to the foundation of arts, culture, and science established here,
and the quality of life it provides today and into the future for residents and visitors .
The strong history, new initiatives, and changing nature of the region set the stage for the
development of a Cultural Plan for the city. The City of Fort Collins Cultural Services
Department and Arts Alive laid the ground work and established a vision :
"To identify Fort Collins as a uniquely creative community and a destination for arts,
culture, and science that enriches the lives of our citizens and visitors, and serves as an
economic engine.
Through a community cultural survey, cultural assessment and inventory, educators survey,
cultural planning forum, and meetings with local arts , culture, and science organizations, leaders,
and citizens, the Cultural Plan sets fourth six goals to move towards the vision.
The Cultural Plan goals include :
1 . Employ arts, culture, and participatory science to strengthen Fort Collins ' economy, increase
tourism, and improve quality of life .
2 . Develop the right mix of cultural facilities to meet the needs of the community and to make
Fort Collins a destination attraction.
3 . Develop and fund an Arts Council to promote and support the business of the arts.
4. Build Fort Collins ' identity as a cultural center and destination by increasing the visibility of
the arts, culture, and science activities in Fort Collins.
5 . Develop sustainable funding, public and private, to support arts, culture, and science
programs .
6 . Ensure availability of arts education programming to our youth through future community arts
centers, collaborations between schools and arts groups, training and resources for teachers, and
funding.
These goals are community-wide, and each contains a series of recommended strategies. Many
of these strategies should be prioritized and undertaken by the City and the Cultural Services
Department. An Arts Council, as recommended under Goal 2, would be a logical entity to
oversee a number of the recommendations. Other strategies require broad-based community
involvement, and engaging the UniverCity Connections Arts & Culture Task Group is
appropriate.
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A History . . .
Fort Collins has a long history of enjoying and supporting arts and culture. The original Opera
House Block was constructed in 1880- 81 . The building hosted traveling performers and served
as a social center, court room, the scene of political rallies and the venue for high school
graduations . City Park and Lindenmeier Lake were destinations for residents to swing to big
bands, including John Phillip Sousa. Nearly a century later, the community initiative, Designing
Tomorrow Today, set paths for constructing Lincoln Center, a new public library, and expanding
the Fort Collins Museum. In recent years, Colorado State University (CSU) opened the
University Center for the Arts and will continue to expand this exceptional facility and Larimer
County voters invested in "The Ranch" for major arena sporting events as well as shows .
1881 Opera House opened
■ 1906 Aggie Theatre began entertaining Fort
Collins
■ 1941 The Pioneer Museum (now the Fort
` Collins Museum) opened in Lincoln Park
■ 1949 Will Schwartz conducted the first
rehearsal of the Fort Collins Symphony
Orchestra, the only professional orchestra in
Larimer County
■ 1958 Fort Collins Children ' s Theatre presented
- its first production
■ 1971 The Designing Tomorrow Today (DT2)
process was initiated which resulted in the construction of the Lincoln Center, the new main
library, and an expansion of the Fort Collins Museum into the Carnegie Library building
■ 1973 OpenStage Theatre opened to become the longest-practicing theatrical producer in the
region
■ 1978 the Designing Tomorrow Today citizens committee raised money to meet the $2 .2
million dollars construction cost of Lincoln Community Center
■ 1979 Opera was heard again in the halls of Lincoln Center
■ 1990 The Fort Collins Museum of Contemporary Art began operations as the One West
Contemporary Art Center. It held its first exhibition in January, 1991 .
■ 1993 A grassroots effort opened the Discovery Science Center Museum — the only hands-on
science center in the state today
■ 1993 Bas Bleus opened as a 49 seat independent theatre venue, eventually investing in a new
riverfront property to expand to 99 and eventually 149 seats
■ 1995 The City of Fort Collins started an Art in Public Places program
■ 1998 The State of the Arts was sponsored by the Cultural Resources Board and resulted in
the creation of Arts Alive Fort Collins in 1999
■ 2004 University Center for the Arts opened its first of three theatres
■ 2004 Wolverine Farm Publishing produced their first journal of fine literature, poetry, photo-
essays, visual art and scathing comics, Matter 04: Wonder
■ 2006 The Poudre River Arts Center opened as artists ' studios and exhibition space
■ 2007 Beet Street cultural district hosts its first kick off event in September at Civic Center
Park
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Today . . .
Fort Collins is recognized as the Best City to live in America by Money Magazine in 2006 .
According to a 2003 public opinion survey conducted by the City and Arts Alive, our community
agrees that arts, science, and culture improve our quality of life in Fort Collins and contribute to
the education and development of our children. Performing Arts organizations have grown to
more than 40 . The Museum of Contemporary Art, the soon to be merged Fort Collins Museum
and Discovery Science Center, Gardens on Spring Creek, numerous restored historic properties,
and a dozen live performance venues add to the growing Fort Collins scene. The vibrant
downtown hosts a mosaic of restaurants, bars , nightclubs, and unique retail. Both the newly
renovated Oak Street Plaza as a gathering space with tables, chairs, and dancing water and Old
Town Square contribute to the heart of the city. More than 400 visual and literary artists, many
who exhibit and publish nationally and internationally, live and work in Fort Collins .
Since 1989, the City of Fort Collins has supported cultural events through the Fort Fund granting
program. In 2006, Fort Fund, administered by the Cultural Resources Board, granted $ 187,425
to 49 applicants in support of a variety of cultural events .
Fort Collins served as a subject community in both the 2003 and 2007 Americans for the Arts
"Arts & Economic Prosperity" studies. The latest study provides compelling new evidence that
the nonprofit arts are a $ 15 . 9 million industry in Fort Collins — "one that attracts audiences, spurs
business development, supports jobs, and generates government revenue ." Total economic
impact grew by $6 . 6 million from 2003 to 2007 . Data shows that attendees to nonprofit arts
events spend an average of $ 16 . 69 per person, per event, above the cost of their admission or
ticket. Non-local arts attendees spend an average of 53 % more than local attendees .
Compellingly, the number of non-local attendees doubled between the two studies, to 23 % in
2007 .
In February 2004, the Fort Collins City Council appointed a group of community representatives
to develop a set of recommendations intended to address the economic vitality and sustainability
of Fort Collins . Members of the "Economic Vitality and Sustainability Action Group" (EVSAG)
were carefully selected to represent a broad and diverse range of community interests and
perspectives . The group met continually for four months and created a report and
recommendations . Since that time, two additional advisory groups have been formed, EVSAG II
and EVSAG III to continue the work and recommendations of the original advisors . The 2004
EVSAG document identifies the need to diversify and broaden our economic sectors and offers
as a strategy investing in efforts to highlight our community ' s cultural activities and identify Fort
Collins as a "Cultural Destination" .
The city also completed a Strategic Employment Opportunities report in 2006 to help craft the
region' s economic development strategy by identifying what types of industries to target for
growth and retention. The report identified six industry clusters, including "Uniquely Fort
Collins" which focuses on businesses whose products and operations contribute to the eclectic,
innovative, and high quality of life in Fort Collins, specifically through artistic and cultural
entertainment, recreation, and hospitality.
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The Cultural Resources Board, through the support of their City Council liaison, reframed its
role by developing an overarching goal "to serve as a catalyst in making Fort Collins a cultural
center and destination. " This goal highlights the ability of art and culture to impact economics,
in addition to the inherent quality of life and societal impacts .
The City of Fort Collins ' Art in Public Places program is celebrating 12 years, and the
completion of more than 60 projects . The success of its integrated approach is gaining regional
attention and becoming a model for other communities.
These efforts, along with the Downtown Development Authority ' s Beet Street economic
initiative to "provide year-round world-class cultural programming in a breathtaking physical
environment," have elevated arts and culture as an economic driving force in the eyes of the
community leaders .
More projects are in the queue . An innovative partnership between the Fort Collins Museum and
Discovery Science Center will create a new, state-of-the-art museum. Renovations are on the
horizon for Lincoln Center which has been the hub of performing and visual arts center in the
region for nearly 30 years . A large music venue on the Oxbow along the Poudre River, a raptor
center, an expanded Museum of Contemporary Art, and the Beet Street Chautauqua-like program
and amphitheater will, in the future, bring even greater attention to Fort Collins as a destination
for arts, culture, and science.
In November 2006, the Colorado Council on the Arts convened an Arts Learning Task Force
charged with developing a vision for arts learning and drafting policy recommendations for the
agency' s role . The vision is to increase the number of and quality of arts learning opportunities
for students, pre-school through college, as a means to achieve the fullest expression of creativity
and innovation for Colorado in the 21St century. Poudre School District continues to show its
commitment to arts , culture and science through dedicated whole-child curriculum specialists
and ensuring opportunities are offered in every school.
Colorado State University ' s new University Center for the Arts opened its first phase in the fall
of 2004 in the old Fort Collins High School, and is creating state-of-the-art performance,
museum, and education spaces to support high quality arts education.
In fall of 2006, the UniverCity Connections initiative began. UniverCity is a collaboration
convened by the Community Foundation of Northern Colorado, and driven by the City of Fort
Collins, Colorado State University, the Downtown Development Authority, and over 100 Fort
Collins citizens . UniverCity Connections challenged the community to come together, imagine a
great future and make that future a reality. Arts and Culture is one of eight task groups that
developed action items and continues to meet to initiate implementation of the action items .
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FUTURE . . .
The Cultural Plan is guided by an ambitious and expansive vision for the role of arts, culture, and
science in the economic development and quality of life of Fort Collins .
OUR VISION
To identify Fort Collins as a uniquely creative community and a destination for arts, culture, and
science that enriches the lives of our citizens and visitors, and serves as an economic engine .
• Elected officials and business leaders will elevate awareness and support art, culture and
science to a place of prominence.
• An Arts Council will be named and funded to serve as an umbrella organization to
promote and support the business of arts, culture, and science .
• Fort Collins will be a hub of cultural opportunities supported by cultural facilities that
best serve the community and its visitors — from museums and performing venues, to arts
education centers and festival grounds .
• Our nonprofit art, culture, and science organizations will thrive and grow creatively by
being financially stable through sustainable funding.
• Our community will be a destination in the state for those seeking unique and interesting
cultural, artistic, scientific, and outdoor experiences .
The UniverCity Connections process confirmed this vision through the Arts & Culture Task
Group ' s vision statement: "The arts, the participative sciences, the preservation/ communication
of Fort Collins ' history, working together represent a culture of clean industry that enriches the
lives of our community ' s citizens, visitors and serves as an economic engine that has the
potential to make Fort Collins a world-class cultural destination. "
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GOALS OF THE CULTURAL PLAN
1 . Employ arts, culture, and participatory science* to strengthen the Fort Collins ' economy,
increase tourism, and improve quality of life .
2 . Develop the right mix of cultural facilities to meet the needs of the community and to make
Fort Collins a destination attraction.
3 . Develop and fund an Arts Council to promote and support the business of the arts.
4. Build Fort Collins ' identity as a cultural center and destination by increasing the visibility of
the arts , culture, and science activities in Fort Collins .
5 . Develop sustainable funding, public and private, to support arts, culture, and science
programs .
6 . Ensure availability of arts education programming to our youth through future community arts
centers, collaborations between schools and arts groups, training and resources for teachers, and
funding.
* Throughout this document, the term "culture" will be used to fully describe arts, culture,
history, humanities, and participatory science organizations and activities . Participatory science
references those activities regarding hands-on, informal science experiences provided by
organizations like the Discovery Science Center and the Rocky Mountain Raptor program. It is
not intended to represent formal education or research organizations .
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PURPOSE AND PLANNING METHODS
The purpose of the planning process is to work together as a community to ensure that arts,
culture, and science thrive in our community and become an integral part of our unique
community identity, help drive the local economy and tourism, and provide excellent quality of
life.
The impetus for a cultural plan evolved from multiple conversations that were taking place
around Fort Collins ' arts, culture, and science community.
♦ Arts Alive brought together a group of community leaders to begin discussions on
developing sustainable funding for the arts and culture in Fort Collins.
♦ The City of Fort Collins identified the need to renovate and expand current cultural
facilities .
♦ The Downtown Strategic Plan was published and noted a new performing arts facility as
a strategy.
♦ The Economic Vitality and Sustainability Action Group brought forth recommendations
and identified several strategies addressing arts and culture and the downtown.
♦ The Downtown Development Authority embarked on a visioning process around the Beet
Street Chautauqua-like programming for Fort Collins .
♦ Americans for the Arts published Arts & Prosperity: Economic Impact of the Arts II and
III, in which Fort Collins was a case study.
♦ Discovery Science Center began planning for relocation and joined forces with the Fort
Collins Museum to realize a new, merged institution.
♦ Many other organizations were seeking new or expanded facilities, such as the Rocky
Mountain Raptors, Center for Fine Arts Photography, Fort Collins Museum of
Contemporary Art, etc .
With these initiatives and others, it became apparent that a plan was needed to better understand
the needs and interests of the community and to begin a collaborative process in identifying and
prioritizing those needs . The ultimate goal of the cultural plan is to understand what the
community expects and needs from arts, science, and cultural activities and organizations, to
open a dialogue among the various groups to develop a shared vision for the future, and to create
a plan for meeting and sustaining those needs . The Cultural Plan should ensure that the arts,
culture and science thrive in our community adding to our excellent quality of life, become an
integral part of our unique community identity, and help drive the local economy and tourism.
METHODOLOGY
A small working group was formed to organize the activities of the planning process. Those
activities include :
■ Cultural Assessment — Using demographic information, and municipal and community
strategic plans, data was gathered on the community and its cultural programs and facilities .
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■ Cultural Inventory: An inventory of organizations, facilities, venues, and assets was
developed.
■ Research Analysis : plans and studies developed by the City of Fort Collins were reviewed
and analyzed for content, strategies, or recommendations pertaining to arts, culture, and
science .
■ Community Cultural Survey (March 2005 ) — A statistically valid telephone survey was
conducted by Dr. Diane Gaede of the University of Northern Colorado to gauge the value
arts, culture, and science have within the community. Fort Collins residents strongly believe
(95 %) that cultural arts programs are enjoyable, contribute to the education of children, and
are important for the community even if they do not attend. The Survey also asked how
residents spend their leisure time, how many events they attend, what type of activities seem
most important, etc . (See Appendix)
■ Educators Survey — Arts Alive surveyed Poudre School District teachers to gauge the level of
arts education in our community and identify potential gaps and needs .
■ Community Cultural Planning Forum — This event brought together over 100 community
leaders and representatives from the various science, cultural, arts, heritage, and nature
organizations and coalitions in Fort Collins . The topic of discussion was the role these
organizations play in our community and how to advance our unique and authentic cultural
experiences as an economic engine . Attendees provided input, which informed the
development of the six goals in this plan. . Results were shared with attendees as well as the
Cultural Resources Board, organizations such as the Downtown Development Authority and
the Fort Collins Convention and Visitors Bureau.
■ Engaged Pfeiffer Partners and Webb Management Services to research and develop a
Cultural Facilities plan to identify the right mix of existing and future facilities that can be
supported and used by the community. Webb Management interviewed more than 60
community members and performed extensive audience, market, and facility research.
■ Provided updates to City Council on the cultural planning process, how arts, culture and
science can aid in economic development, and the Cultural Facilities Plan.
■ Outreach to Organizations - met with science, cultural, arts, heritage, and nature
organizations and discussed the results of the Community Cultural Planning Forum. The
results of that discussion pushed the Cultural Planning effort to focus more specifically on
sustainable funding issues, facility needs, and marketing efforts .
■ Advisor meetings : a group of approximately 20 Fort Collins community leaders were
convened to discuss the future of funding for culture, arts, and science in the community. A
similar group was assembled of Loveland community leaders. Both groups have met several
times to discuss this important issue and provide input and feedback.
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■ UniverCity Connections : The UniverCity Connections process involved over 100 citizens .
The action plans developed by the Arts and Culture Task Group informed this document, and
the Task Group provided direct input into the Cultural Facilities Plan.
ACTION -TO- DATE
Through the November 2005 Building on Basics (BOB) tax renewal, the City dedicated funding
to pursue a formal Cultural Facilities Plan. The facilities plan began in November of 2006 and
was completed in April 2008 .
The Building on Basics (BOB) tax renewal also funded, in part, a new facility for the Discovery
Science Center and the Fort Collins Museum, and renovations to the Lincoln Center.
An SCFD Task Force has begun serious investigation into the creation of a Scientific and
Cultural Facilities District in Larimer County to provide sustainable funding for cultural
organizations .
Through the encouragement of the Cultural Resources Board, the Fort Collins Convention and
Visitors Bureau launched a cultural calendar on its web-site www. ftcollins . com and a regional
marketing campaign focusing on arts, culture, and science is underway. Through Beet Street' s
collaboration, the calendar now has the capability to automatically update other calendars,
allowing organizations to only enter their information once.
A Consortium of performing arts organizations have begun a cooperative marketing effort to
negotiate joint advertising space through the Coloradoan newspaper on a monthly basis.
Arts Alive has established a directory of artists, arts organizations, and support services on their
website, www. artsalivefc . or .
Cultural Services consulted with the CCA Peer Assistance Network regarding an Arts Council;
Arts Alive is preparing a survey and business plan; and the Cultural Resources Board evaluated
state-wide research on potential Arts Council services .
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FINDINGS FROM RESEARCH , SURVEY , CULTURAL
CONFERENCE , AND INTERVIEWS
CULTURAL STRENGTHS :
Many cultural organizations : Fort Collins has more than 80 arts, culture, and science
organizations, 40 of which represent the performing arts .
Performing Arts Presence : Fort Collins is well known for its performing arts, and several troupes
continue to receive regional acclaim.
Major University: CSU recently opened the University Center for the Arts, showing through
bricks & mortar their commitment to the arts and arts education.
Variety of Museums : Fort Collins ' museums are of distinct
disciplines : cultural history, contemporary art, historic
properties, and the only hands-on science center in the state . v
Residents broadly define their cultural life : including outdoor
recreation and environmental activities right along with art,
culture, and science in their definition of cultural life. ,;.►Y'r;
Good mix : most performance disciplines are represented, TSKS
including music, chorale music , dance, symphony, theatre and WA
opera.
Creative Artists : more than 400 artists live and work in Fort Collins .
History and Heritage : the community ' s historic downtown is unique among Colorado cities for
its preservation and human scale. Fort Collins claims the inspiration for Main Street at
Disneyland. Fort Collins has been designated as a Preserve America Community by Mrs . Laura
Bush, First Lady of the United States .
Local Government: elected officials and county officials are aware of the community ' s cultural
resources and their role in impacting quality of life and economic vitality.
Public Funding : through a lodging tax, the City provides support to cultural events through a
competitive granting program.
Culture Identified: culture and arts have been identified as a defining factor of the Fort Collins
community.
Public Art: Fort Collins is one of six Front Range communities to have a 1 % public art program,
ensuring the built environment supports the creative identity of Fort Collins .
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CULTURAL OPPORTUNITIES :
Cultural Facilities : The Cultural Facilities Plan states arts, culture, and science is being stifled
due to the lack of facilities . The plan outlines 10 different facility recommendations for
consideration, including a new performing arts center, renovations to Lincoln Center to
accommodate a 600 seat theater, a black box theater, and rehearsal, shop, and administration
space .
Umbrella organization : Fort Collins has two organizations, Arts Alive and the Cultural
Resources Board, that provide a variety of services to artists . There is a need and an opportunity
to expand and coordinate these efforts and provide greater services through an Arts Council that
can support and sustain the arts, culture, and science community.
Funding : Funding is inadequate to sustain the organizations that currently exist in Fort Collins,
and cannot support the broadening of programming or new organizations . Most of the
organizations show an over-reliance on earned revenue and there is a limited philanthropic base.
♦ There is a need for sustainable on-going funding for arts, culture, and science.
♦ Fort Collins needs to build on the tradition of giving that has been established by several
prominent community members .
Marketing the arts : Next to funding, marketing and visibility are consistently cited as the
biggest issues facing the arts, culture, and science community in Fort Collins. Competition for
exposure in the local media and the sheer expense of advertising, limit many organizations from
reaching audiences . Marketing is focused primarily within Fort Collins even though the region
is growing more metropolitan. Collaboration in marketing would help build a strong reputation
for all organizations .
Festivals : Fort Collins currently offers festivals like New West Fest and TriMedia Film
Festival, but has the capacity to grow additional festivals, like a Jazz festival that is currently
being developed. Fort Collins lacks a suitable location to host these events . Having a common,
suitable location for festivals can encourage participation, and the growth and development of
more cultural events to draw people to Fort Collins .
Professional Arts : There is a good mix of disciplines, many of the non-profit arts and culture
organizations need additional support, staffing, and facilities to grow the professional level of
their companies .
Economic Development: Cultural activities can impact economic spending, but can also be
used to assist in developing the local economy.
♦ Cultural and arts businesses are clean, entrepreneurial businesses that should be encouraged.
♦ Cultural Tourism needs to be a focus with dollars invested in this aspect of Fort Collins '
attraction to visitors.
♦ Local artists and creative talent could be invited to help woo new business to the community
♦ The "Creative Class" as described by Richard Florida, author of Rise of the Creative Class:
And How It 's Transforming Work, Leisure, Community, and Everyday Life, is attracted to
communities that strongly support arts and culture .
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Arts Education : Surveys revealed that arts educators could be better supported in our schools
and that opportunities exist for greater collaboration with existing programs outside the schools
and with arts, culture, and science organizations .
♦ Poudre School District is one of the few districts in the state that has a strong commitment to
arts and culture, starting in elementary school and building through the secondary years .
♦ Demands on teachers are increasing, and access to art, culture, and science resources and
opportunities needs to be streamlined to help interested parents and teachers.
♦ There are more opportunities for the local arts, culture, and science organizations to connect
and partner with schools in providing educational opportunities.
♦ Funding is vulnerable for arts, culture, and science programs due to on-going budgetary
issues . Funding is needed to assist in developing and continuing to provide arts education at
a consistent level, and accessible throughout the community.
♦ Reduced school budgets, testing requirements, and schedules limit the number of field trips
students can take each year.
University and Community Cooperation : Many opportunities exist for collaboration within
the areas of arts, culture, and science. The recent UniverCity Connections process attests to a
new feeling of cooperation between the University and the City. Both can greatly benefit by
cooperating and delivering great cultural opportunities to the community, students, faculty, and
visitor.
Information and Services : Communication among the various groups could be greatly
enhanced through improved infrastructure, and organizations are in need of support services,
such as marketing and accounting assistance .
Volunteer assistance : Many organizations enjoy excellent volunteers, and Fort Collins has the
Volunteers of America organization and the 211 program under the United Way. However,
organizations require increased volunteer assistance in the form of highly active board members,
professionals in law, accounting, and business administration providing pro-bono services, to
day-to-day assistance .
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GOAL 1
Employ arts, culture, and science to strengthen Fort Collins ' economy, increase tourism,
and improve quality of life.
BACKGROUND :
• The nonprofit arts are a $ 15 million industry in Fort Collins — one that attracts audiences,
spurs business development, supports jobs, and generates government revenue.
• When a community supports arts and culture, not only is quality of life enhanced, but we also
invest in Fort Collins ' economic well-being.
• Businesses looking to relocate frequently consider cultural opportunities as major
contributing factors to their decision.
• Cultural tourists stay an extra day and spend 50% more than other tourists.
• Nationally, more money is spent on tickets to performing events than tickets to motion
pictures or sports .
• Developing Fort Collins as a cultural center and destination will require concerted marketing
efforts regionally and beyond.
• The Economic Vitality and Sustainability Action Group (EVSAG) recommends developing
business clusters, a geographic concentration of interconnected companies and institutions in
a particular business field. Arts, Music, and Cultural Entertainment and Adventure, Cultural,
Educational and Experiential Travel and Tourism are both identified as a potential Business
Cluster.
• The "creative class" as defined by Richard Florida, is found in a variety of fields, from
engineering to theater, biotech to education, architecture to small business. Those who create
for a living make up over 1 /3 of the American work force and their choices have a huge
economic impact. In the future, they will greatly impact how the workplace is organized,
what companies will prosper or go bankrupt, and even which cities will thrive or wither.
• Communities that embrace the creative class will have a competitive advantage for attracting
the best employees and employers.
RECOMMENDATIONS
1 . 1 Strengthen the Arts, Music, and Cultural Entertainment Cluster ' s ability to attract business
and add to the economic engine of the region.
A. Engage the City ' s Economic Advisor to :
1 . Review the EVSAG recommendations and bring together a task group to
work towards strengthening the cluster.
2 . Determine appropriate strategies for employing the value of art, culture, and
science in recruiting and retaining business to the area, such as hosting events
for prospects, serving as ambassadors or on recruiting committees .
B . Develop an Arts Council to oversee a number of the recommendations of this plan and
serve as an umbrella organization for arts, culture, and science organizations . (see Goal
2) By doing so, the Arts, Music, Cultural Entertainment Cluster can receive the support
15
and advocacy it needs to continue to have a positive and increased impact on the local
economy.
C . Develop a consistent signage system (way finding) to direct visitors and residents to
cultural facilities .
D. Extend the life of the Downtown Development Authority, and build the infrastructure
required of an arts & cultural district in the downtown. These pursuits can include
developing pathways to and from restaurants and cultural venues, new lodging
establishments downtown, and continued investment in cultural programming through
Beet Street,
E. Within the City ' s Transfort program, and potentially partnering with the DDA and
Downtown Business Association, develop a cultural bus or trolley route that links the
various cultural facilities and attractions .
1 .2 Attract tourism to Fort Collins through arts, culture and science .
A. Build on the recent success of the Cultural Resources Board and Convention and
Visitor Bureau' s development of an on-line cultural calendar and regional marketing
plan. The CVB is the key organization to reaching out to visitors and tour groups.
1 . Continue to market the arts, culture, and science cluster regionally and beyond
2 . Commit to a cultural tourism strategy in marketing Fort Collins
3 . Market the cluster locally to visitors through the hospitality industry.
B . Position Fort Collins as a cultural hub through the development of expanded cultural
offerings, facilities and an effective marketing and advertising campaign.
1 . Brand Fort Collins around its key strengths including arts, culture, and science .
Distribute branding materials and information to relevant organizations so brand
can be effective .
2 . Support existing organizations to improve the quality and expand the breadth of
programming currently offered.
3 . Create a position within the Arts Council, the City, or Convention and Visitor' s
Bureau as an events specialist to assist with city, community, and nonprofit
festivals and events .
4. Identify program gaps, and recruit organizations to produce programming to fill
the gap. Funding could be sought from Fort Fund.
5 . Support the efforts of the DDAs Beet Street to improve quality and breadth of
current programming, bring new cultural opportunities to the community, and
promote Fort Collins as a regional and national attraction.
1 . 3 Support and encourage the creative business of arts, culture, and science
A. Encourage gallery businesses as part of the cluster by promoting the First Friday
Gallery Walk each month.
16
B . Encourage the Chamber of Commerce to develop a "Creative Business" committee to
allow networking and support for this industry. The arts industry should be considered a
target business in the same way the "technology sector" is targeted.
C . Include "Arts Business" as part of the incubator project already existing in Fort
Collins . An Arts Council could serve as a resource to assist new business in becoming
successful.
D . The City could offer unused space in publicly-owned buildings with a reduced or
subsidized rent. These spaces could become thriving studios for visual artists and
rehearsal spaces for local performers . An exploratory committee should be formed to
meet with various entities to discover possible spaces .
E . The City should encourage and support new local arts, culture, and science festivals .
Besides the Native American Music Festival and the recent focus on music at New West
Fest, Fort Collins lacks large festivals that attract visitors and draw attention to a vibrant
cultural life. The city also lacks adequate festival grounds and infrastructure, such as
transportation and parking. The event specialist could assist groups that would like to
upstart a new festivals around arts, culture, and science.
F . The City should continue to invest in its public art
program and serve as a resource of artists ' names and
contact information to enable the private sector to more
easily do the same . These projects employ artists, the
local construction industry, and bring attention and
economic impact to the community. Public art also
expresses the community ' s commitment to arts and
culture and can aid in attracting the creative class .
G. The Fort Collins Convention and Visitors Bureau
could recommend local artists to conference and
convention groups seeking entertainment for their
meetings . This supports the artist while showcasing the
great talent of the community to visitors .
'East Prospect Entry Way by
May and Watkins Design
17
GOAL 2
Develop the right mix of cultural facilities to meet the needs of the community and to make
Fort Collins a destination attraction.
BACKGROUND
• A 2001 campaign to build a new library, expand the Fort Collins Museum, and build a new
performing arts center failed.
• The Downtown Strategic Plan ( 1 .2) states landmark buildings and public art can be used as
gateway markers, and features that will create interest and delight within streets and public
spaces .
• A new performing arts/community center was identified as the "top civic project priority for
strengthening downtown . . . and should be constructed within the next 5 years" in the
Downtown Strategic Plan, February 2004 .
• A majority of the community believes that additional cultural facilities are needed
(Community Cultural Survey) .
• The Lincoln Center performance spaces are booked to capacity. Many dates are taken by
rehearsals and set construction due to the lack of alternative rehearsal and shop spaces. This
deficiency in space and dates is artificially limiting the growth and potential of many
organizations .
• Numerous organizations have outgrown their current facilities or are in need of relocating.
• City Council recognizes the need to better understand the future facility needs of arts, culture,
and science. The 2005 Building on Basics capital tax renewal included dollars towards a
new joint facility for the Fort Collins Museum and Discovery Science Center; renovations to
Lincoln Center; and a cultural facilities planning process .
• Cultural Facilities Plan recommends 5 community related facilities, 5 performance related
facilities, and infrastructure recommendations .
• The DDA engaged an architectural firm to complete a feasibility study for a downtown
amphitheater.
RECOMMENDATIONS
2 . 1 The Cultural Facilities Plan (attached in its entirety in the Appendix) recommends five
cultural and five performance facilities :
A. Cultural Facilities Recommendations
1 . Club Tico Renovation: The facility is in poor condition, but provides affordable space for
dance events, classes and other events . Renovating the facility will increase and diversify
use for recreation, arts programs, and community rental space. Improvements should
include retractable seating that permits both performance and social dance settings .
2 . South-Side Community Arts Centers : Arts and cultural opportunities are concentrated on
the north side of the City, while population is more dense and growing on the south side .
Developing two distinct community arts centers on the south side in concert with future
recreation facilities at Fossil Creek and Spring Canyon Community Park locations, would
improve neighborhood quality of life and help balance artistic opportunities .
18
3 . Studio and Exhibition Space : With a waiting list at the Poudre River Arts Center facility,
plans for FCMOCA to remove rental studio space as they expand their facility, and
anecdotal evidence that large numbers of visual and literary artists work at home, there is
a growing need for rented studio, exhibition, and gathering space. New construction or
adaptive reuse of downtown warehouse space near existing museums is suggested.
4. Science and History Satellite near the Lindenmeier Site within the Soapstone Natural
Area: The facility would include exhibition space, a performance or film screening room
and research facilities that could be run in collaboration with Colorado State University.
Such a facility will provide an internationally distinct cultural facility with potential to
attract significant cultural tourism.
5 . Shared Administrative and Production Space for Local Arts Organizations : A centralized
space for shared administrative and production space of approximately 20,000 gross
square feet. Such a facility would include shared administrative offices with cubicles,
partitioned space, and conference rooms for rental by the hour. Other shared, rental
resources should include large scene, costume, and prop shops with the possibility of
small, flexible performance space.
B . Performance Facility Recommendations
1 . Black Box Theater 99 - 150 Seats : There is an unmet demand for quality flexible space
for theater, dance and music performance . The Mini-Theater at Lincoln center lacks
many of the technical and acoustical features that local groups desire and its rental
schedule remains booked. A new black box theater could be accommodated off the west
corridor in Lincoln Center or in approximately 9 ,200 gross square feet of space
elsewhere.
2 . 500- 800 Seat Theater: A large gap exists in the local facility inventory for a mid-sized
performance space between 500-800 seats . Productions that require this size performance
venue are too large for the Lincoln Center' s Mini-Theater and too small for the large
performance hall. Concepts for retrofitting the Lincoln Center large performance hall to a
700 seat facility have been provided in the attached Cultural Facilities Plan.
3 . 1 , 500- 1 ,800 Seat Performing Arts Hall : Lincoln Center' s 1180 seat performance hall has
seating and technological deficiencies that prevent large scale shows . A 1 ,500 — 1 , 800
seat center with rehearsal and support spaces could be newly constructed with an
approximate gross square footage of 96,000 , A state-of-the-art performing arts center
would be capable of successfully presenting touring Broadway, live symphony, ballet,
opera, and popular entertainment.
4. 2, 500 Seat Hall : A 2,500 seat venue would help Fort Collins dramatically raise its arts
profile and become a cultural destination. The Bohemian Foundation ' s interest in
developing a large scale music venue would fulfill this need and would attract substantial
touring music shows and other types of entertainment.
5 . Outdoor Event Venue : A centrally located downtown location for outdoor performances,
festivals, farmers markets, or community gatherings would fill an outdoor venue void. A
basic program outlines a need for approximately two acres for a 5 ,000 seat facility. Up to
1 /3rd of those seats could be housed in a sheltered indoor / outdoor pavilion and the
remainder located on a terraced lawn and/or plaza setting.
19
2 .2 Review and prioritize the recommendations from the Cultural Facilities Plan, determine
potential funding mechanisms, timelines, and partnerships to fulfill the plan.
A. Highest Priority Facilities are considered the following :
1 . The highest priority facility continues to be an 1800 seat new performing arts
center in the downtown. Land was purchased for this facility through voter
approved capital tax. The site is the Northwest corner of Mason and Mountain,
which would position the facility along the future Mason Corridor. The timeline
of the Downtown Development Authority' s proposed amphitheater requires the
City to determine its position on pursing this facility.
2 . Lincoln Center, coming up on 30 years of service, is in need of renovations .
The facilities plan recommends that Lincoln Center eventually should contain a
600-800 seat theater, a black box theater, and rehearsal, shop, and admin space.
These changes would need to be phased in, and the creation of the 600-800 seat
theater would be dependent on the construction of the new 1800 seat performing
arts center.
B . Secondary and more long-term priorities are the following :
1 . The cost for renovating Club Tico should make this project more feasible in the
short-term, and would need to be prioritized within the Recreation Department' s
needs, with consideration given to its cultural uses .
2 . The South-Side Community Arts and Recreation Centers are considered a long-
term goal, and should be addressed at the time when the City decides to pursue
and fund future recreation centers.
3 . The Science and History Satellite project will need to be considered by the new
Fort Collins Museum and Discovery Science Center merger and determine how
this project fits into the long-range plans for the new entity.
C . The new 1800 seat performing arts center will require both public and private funding.
1 . The City should determine its interest and appropriate timing for a potential tax
measure to fund the facility.
2 . The original private funding feasibility study done in 2000 should be updated to
determine current interest from the private sector in funding a new performing
arts center.
20
2 . 3 The City should support and encourage the development of new facilities as recommended in
the Cultural Facilities Plan that have the potential to be built by others outside the municipal
government.
A. Support the work of the Bohemian Foundation in constructing a new music venue and
any similar private efforts .
B . Support the Downtown Development Authority ' s Beet Street economic initiative to
provide Chautauqua-like world-class cultural programming in and around Downtown,
and the necessary infrastructure. The Beet Street initiative provides a framework for
packaging cultural offerings to attract regional and national travelers to Downtown Fort
Collins .
C . Studio and exhibition space could be pursued by the City or other private entities as a
creative re-use of existing or vacant buildings .
2 .4 Use arts, culture and science facilities to enhance the vibrancy of downtown Fort Collins .
A. As described in the Downtown Strategic Plan ( 1 .2) landmark buildings and public art
can be used as gateway markers, and features that will create interest and delight within
streets and public spaces. The City should pursue and support the following :
1 . Continue to support and employ Art in Public Places to create unique and
interesting spaces in the community, like Oak Street Plaza, East Prospect Entry,
and the Police Facility.
2 . Pursue the Fort Collins Museum/Discovery Science Center at the Lee Martinez
Park site, anchoring the Mason Street Corridor on the North, and linking
Downtown to North College.
3 . Pursue a new performing arts/community facility at the Northwest corner of
Mountain Ave and Mason Street, identified as "one of the top locations, given its
proximity to the retail/entertainment core, the future Mason Corridor, and existing
parking" in the Downtown Strategic Plan (2 . 1 . 5) .
21
GOAL 3
Develop and fund an Arts Council to promote and support the business of arts, culture, and
science .
BACKGROUND
• An Arts Council generally provides the needed infrastructure for organizations and artists
to build capacity for sustainability, growth, and creativity. An Arts Council also ensures
the promotion, collaboration, business support, and advocacy of arts and cultural
organizations and activities, and provides skill, education, marketing, and fundraising
support. An Arts Council finds ways to assist the community in taking advantage of all
that the arts, culture, and sciences have to offer, from opportunities for youth to major
festivals and attractions .
• Fort Collins has two umbrella organizations : Arts Alive and the Cultural Resources
Board, but neither is currently fully serving the function of an Arts Council.
• The lack of an umbrella organization is cited as a need in achieving the Cultural Plan
goals, the UniverCity Connection Arts & Culture Task Group action plan and the
Cultural Facilities Plan.
o During the Community
Cultural Planning
Forum, a formalized � .
Arts Council was one of
the top action items.
o The cultural facilities plan consultant states that investment in an Arts Council is
critical to preparing existing arts groups for operations within any new planned
spaces and to build potential for organizational health, growth, and success .
o Through the UniverCity Connections process, cultural groups, artists, citizens,
and community leaders agreed the formation of an Arts Council was of great
importance to the success of the action plans and to the organizations and artists
themselves, but also to the community' s continued enjoyment of a high quality of
life .
• The community believes cultural activities are important to have, even if they don 't
attend, and those activities are provided by the large number and variety of cultural
organizations and artists that call Fort Collins home .
• Many arts and cultural organizations exist with the constant threat of not meeting their
budgets, and our community is at risk of losing the enriching cultural experiences and
opportunities provided by a varied non-profit sector that we 've come to rely on for this
aspect of our quality of life.
• Previous arts councils have lacked sustainable funding to allow them to fulfill their
mission. Many organizations believe these efforts demand City support and/or
leadership .
22
RECOMMENDATIONS
3 . 1 Employ the Colorado Council on the Arts Peer Consulting program to bring in an outside
consultant to determine the most effective way to develop an Arts Council in Fort Collins .
A. Engage Arts Alive, the Cultural Resources Board, and the Fort Collins Convention and
Visitors Bureau in this process . An Arts Council could be founded in a number of creative
ways with the support and engagement of these three primary entities.
3 .2 Fund an Arts Council in order for it to be sustainable and successful.
A. A sustainable, on-going funding source is critical to the success of an Arts Council. The
organization must be seen as supporting arts, culture, and science interests and not competing
for funding.
B . Arts Councils are funded in a variety of ways, including city or county government,
convention and visitors bureaus, associations, membership dues, or a combination. It is
recommended that the funding be put in place from a consistent, long-term source before
enacting an Arts Council .
3 . 3 Services and support provided by an Arts Council can empower and further develop the
cultural cluster.
A. Arts Councils across the state and nation provide a wide range of services and resources.
Each community must determine the right mix of services, resources and advocacy that are
needed to support and grow its arts, culture, and science industry.
B . Survey the local arts organizations, community leaders, and community members at large
to prioritize the work of the Arts Council.
23
GOAL 4
Build Fort Collins ' identity as a cultural center and destination by increasing the visibility
of arts, culture, and science activities in Fort Collins.
BACKGROUND
• Visibility is cited as one of the largest issues facing arts , culture, and science organizations .
• Art in Public Places continues to be one of the most visible aspects of the community ' s
commitment to arts and culture, with projects
like Oak Street Plaza, the Police facility, and
East Prospect Entryway.
• The Fort Collins Convention and Visitors
Bureau instituted a new on-line cultural events
calendar and a one-time regional campaign _
_- -.
around arts, culture, and science . `
• The major newspaper is not seen as
responsive to promoting cultural
organizations .
• Cultural organizations perceive a difficulty in
reaching out to audiences in the south and southeastern sections of the community, let alone
outside the city.
• Much of the population growth is occurring in the southern part of the city but no cultural
facilities exist in those areas .
• Fort Collins has a concentration of arts, culture, and science organizations and performing
arts events in particular, but many residents are still unaware of the opportunities .
• City leaders have shown their support for arts, culture, and science as adding to the quality of
life and economic development of Fort Collins. This support shows in their commitment to
the Lincoln Center renovations, new museum facility, cultural facilities plan, EVSAG
priorities, "Uniquely Fort Collins" encompassing arts and culture, Downtown Strategic Plan
listing arts and entertainment as a key component to downtown development, the Beet Street
initiative, and UniverCity Connections .
RECOMMENDATIONS
4. 1 An Arts Council should work closely with the Fort Collins Convention and Visitors Bureau
in promoting the arts, culture, and science as an attraction. The Bureau should include the
cultural cluster as an on-going part of its promotional tool kit.
4.2 Arts, culture, and science organizations should support and promote Fort Collins Convention
and Visitors Bureau' s centralized calendar
4. 3 Develop centralized ticketing or centralized access to better promote the variety of cultural
happenings in Fort Collins and allow easy access to tickets.
4.4 Arts, culture, and science should be included in Fort Collins ' branding efforts . Distribute
branding materials and information to relevant organizations and encourage its wide-spread use
so brand can be effective.
24
4. 5 A standing committee around audience development and marketing should be formed,
ideally under an Arts Council. Audience behavior is changing and audience development and
marketing are taking new directions. The Arts Council should assist cultural organizations in
understanding and responding to these new trends and develop strategies for diversifying,
broadening or deepening audience participation.
4. 6 An Arts Council should serve as a clearing house of information about events, tickets,
schedules, and cultural organizations . The clearing house should distribute information to the
public, media, potential donors and volunteers . The clearing house function can also allow
heightened communication among the various cultural organizations .
4. 7 The City should continue to invest in the Art in Public Places program as a quality of life
issue, and as a very visible and tangible expression of the community ' s commitment to arts and
culture.
4. 8 Develop and fund a marketing plan for all the arts, culture, and science activities and
organizations and focus on collaborative efforts .
4. 9 Construct community art centers as part of future recreational facilities scheduled for
construction in parks in the south/southeastern portions of the city. Doing so provides great
opportunity for arts participation in the densest population areas of the community.
4. 10 Cultivate champions for the arts at every sector of the government and private business
(Municipal, County, State, Chamber of Commerce, major foundations and corporations) who :
A. Provide visible and consistent leadership in advocating for the arts and cultural
development, funding, integration and support.
B . Publicly accentuate the creative community as a vital ingredient to a sustainable,
exceptional quality of life .
C . Engage creative individuals on boards, commissions, appointments and committees.
4. 11 Engage the student and faculty populations at Colorado State University and Front Range
Community College (FRCC) in arts and culture activities through special promotions .
A. CSU and FRCC students represent 28 ,000 residents in the community. Consider
offering special discounts to students through their IDs or in coupon booklets .
B . Introduce students to arts and cultural organizations and activities at the Ram
Welcome Program at CSU and New Student Orientation at FRCC .
4. 12 Create a high-end magazine focusing on culture.
A. Engage Lydia' s Style Magazine to publish a special issue or an on-going publication.
B . Approach print media to request a weekly culture page in existing publications .
25
GOAL 5
Develop sustainable funding, public and private, to support arts, culture, and science.
BACKGROUND
• Many of the local arts, culture and science organizations in Fort Collins are on the brink of
extinction due to lack of funding.
• Arts and culture organizations rely disproportionately on earned income from ticket or
admission sales — as much as 98% for some organizations . The national average is
somewhere in the area of 48%. These figures show a need to build private and public
support for cultural organizations .
• There is a need to build cultural philanthropy in our community.
• The City' s Fort Fund granting program established in 1989, disburses funds from a portion of
the lodging tax to cultural events as administered through the Cultural Resources Board. The
granting program supports cultural events held in Fort Collins, and contributes approximately
$ 180 ,000 each year to more than 100 events .
• The community survey shows residents strongly believe (95 %) that having cultural arts
programs are enjoyable, contribute to the education of children, and believe having these
activities are important for the community even if they do not attend.
RECOMMENDATIONS
5 . 1 Establish sustained and on-going support for arts, culture, and science organizations to aid in
the stability and growth of cultural programming, educational activities and events that improve
the quality of life in our community.
A. Institute a Scientific and Cultural Facilities District in Larimer County. Use the
existing SCFD legislation that has shown great economic and cultural opportunity
success in the Denver metro area to create an SCFD in Fort Collins and perhaps the
region. An SCFD would provide additional on-going operational support to arts, culture,
and science organizations through a revenue/attendance formula, assuring that the
organizations are contributing economically to the community.
B . Develop a "2% for Culture" program, in which businesses join an elite group of
supporters, providing a percentage or consistent dollar amount of their annual earnings to
support arts, culture, and science in Fort Collins .
5 .2 Actively promote the expansion of philanthropic giving to the arts, culture, and science .
A. Work with the Community Foundation of Northern Colorado to build community
awareness and promote private giving to arts , culture, and science.
1 . Host a professionally facilitated meeting of key private funders to discuss
philanthropy' s role in achieving community goals and how to cultivate the next
generation of funders in Fort Collins, potentially through mentoring.
2 . Host sessions to teach the community about opportunities and benefits of
becoming an arts and culture donor or volunteer.
26
3 . Provide information to financial and estate planners regarding the benefits and
opportunities of their clients contributing to arts, culture, and science
organizations .
4. Develop and distribute printed materials describing arts, culture, and science
organizations and the benefits of contributing to these organizations .
B . Create a designated donor-advised fund managed by the Community Foundation,
"Arts Forever Fund," to which any donor can contribute any amount. The Board of an
Arts Council could assist in recommending disbursements from the fund.
5 . 3 The City should continue to invest in its Cultural Services and consider increasing its support
in the following ways :
A . Expand support through an Arts Council by providing funding for a full-time,
knowledgeable staff person and office space to run the council .
B . Create an events specialist position within the City to support the development of
festivals, fairs, concerts, and cultural events .
5 .4 Bring the Cultural Cluster together to request state or federal funding in a block instead of
small individual requests.
A. Develop an application around a central topic — arts education for example — and
create a comprehensive program that involves as many organizations as are willing to
participate . Hire a coordinator as part of the grant to oversee the overall project and
interact with each organization in achieving their piece .
B . Beet Street, the City, Arts Alive or an Arts Council would be a logical organization to
begin pursuing this type of funding.
5 . 5 The City should continue administering the Fort Fund granting program through the Cultural
Resources Board. The Board should follow through on its recommendation to use the funding
"to help make Fort Collins a cultural center and destination. " To this end, the guidelines and
grant awardees should be required to meet this goal.
27
GOAL 6
Ensure availability of arts education programming to our youth through future community
arts centers, collaborations between schools and arts groups, training and resources for
teachers, and funding.
BACKGROUND
• Many organizations provide outreach programming for students and schools for a
reduced or at no cost.
• Students in 4tn, 6tn, 7tn, 8tn, and 9tn grades are bused to
performances provided by the Lincoln Center '
performing arts series, OpenStage Theater, the Fort k
Collins Symphony, Magic in the Rockies, etc .
• FCMOCA, Fort Collins Museum, Discovery Science
Center and Avery House cater to elementary students
through field trips and outreach. '
• Poudre School District adheres to state curriculum
standards which include visual and performing arts ,
and music . �.
• Currently, there is no comprehensive arts education
outreach program in Fort Collins .
• While Poudre School District supports arts and culture in the classroom, limited
resources require non-profit and municipal partners to help provide arts education.
• With the passing of the Goals 2000 : Educate America Act, the arts were written into
federal law as a core academic subject in K- 12 public schools . The arts maintain their
status under the No Child Left Behind Act.
• While the federal government asserts that the arts are a core academic subject, it does not
require that states and/or school districts offer programming.
• Arts programs designed for underserved youth have proven to be powerful and effective
crime prevention tools .
• Early engagement in the visual and performing arts has great significance on the life of a
child because these experiences help create unique brain connections that will have long-
term positive impacts on that child ' s life .
• Students involved in the arts have higher self-esteem and an increased sense of
responsibility.
• 93 % of Americans agree that arts are vital to providing a well-rounded education for
children (May 2005 Harris Poll)
• 97% of Fort Collins residents agree that performing and visual arts and cultural
programming contribute to the education and development of children. (2005 Arts
Alive/City of Fort Collins survey )
• "The arts can help students learn how to think in different ways, to use all parts of their
brains, to be analytical and to find connections . It is a really important way to make the
human brain reach its full potential . " Colorado Lieutenant Governor Barbara O ' Brien.
• Research shows that instruction in and involvement with the arts not only motivates
students to stay in school, but also helps them develop advanced cognitive abilities
essential for success in math, science, and other academic subjects .
28
• Creative, analytical problem solving will be key to being a leader in the knowledge-based
economy.
RECOMMENDATIONS
6 . 1 Form an Arts & Culture think tank, as conceived by the UniverCity Connections Arts and
Culture Task Group and convened by an Arts Council, made up of a broad range of stakeholders
to provide on-going conversation about arts and culture and its ties to education.
A. The group will evaluate local, state, and federal arts education mandates and to what
extent they are being implemented locally. The group will identify gaps and resources to
fill those gaps .
B . The group will connect with the Colorado Council on the Arts "Arts Learning in
Colorado' initiative.
6 .2 Develop a directory of artists, events, and calendars that increases accessibility
and opportunity and serves as a clearing house for cultural educational opportunities.
A. Build upon the directory project initiated by Arts Alive .
B . Market the directory to educators, businesses, chamber, CVB , organizations and others
and provide information on how artists might be of service.
C . Provide a list of artist speakers, facilitators and teachers willing to visit classrooms .
6 . 3 Connect artists and cultural organizations with students through outreach programming,
internships, mentoring, and for credit opportunities .
6 .4 Offer credit courses in arts and culture for teachers that help them build their knowledge of
arts-based education and its value in the classroom as well as content specific training. Offer in-
service days at particular facilities or with organizations that help teachers connect curriculum
with arts and culture activities .
6 . 5 Solidify funding sources for arts and culture education initiatives, including new initiatives as
well as past initiatives that were successful but not sustainable due to lack of funding.
A. After school program for at-risk elementary students provided by Arts Alive was
successful, but unfunded.
B . Art Express — provided opportunity for all 51h and 61h graders to imagine themselves
in the art arena and see middle and high school art programs as a viable option for
themselves.
6 . 6 South-side community art centers can directly engage students in art, culture, and science
activities .
29
Appendices
A ) Arts & Economic Prosperity Study 2003
Arts & Economic Prosperity Study 2007
B ) Community Cultural Survey results
C ) Cultural Facilities Plan
D ) Cultural Inventory
E ) EVSAG Report , July 2004
F ) Participants List
G ) Poudre School District Humanities Standards
H ) Uniquely Fort Collins
I ) UniverCity Connections Arts & Culture
Task Group Action Plan
30
4>
The impact of spending by arts organizations is far
reaching: they pay their employees , purchase supplies ,
and acquire assets within the local community.
Additionally, unlike most other industries , the nonprofit
Arts
; Economlc
arts leverage significant amounts of event-related
* ty
P
spending by their audiences .
rospen
Impact of Nonprofit Arts Organizations
The Economic Impact of
Total Expenditures $3 , 857,978
Nonprofit Arts OrganizationsFull-Time Equivalent Jobs 108
and Their Audiences in Resident Household Income $2,283 ,000
Local Government Revenue $ 124,000
Fort Collins ( CO ) i State Government Revenue $ 103 ,000
The Arts & Economic Prosperity study provides
compelling new evidence that the nonprofit arts Impact of Nonprofit Arts Audiences
are a $ 9 . 3 million industry in Fort Collins—one Total Expenditures $5 ,4061169
that attracts audiences , spurs business Full-Time Equivalent Jobs 19 I
development, supports jobs , and generates Resident Household Income $2,721 ,000
government revenue . Local Government Revenue $302,000
Nonprofit arts organizations , which spend $ 3 . 9 State Government Revenue $209 ,000
million each year, leverage a remarkable $ 5 . 4
million in additional spending by arts audiences Average Spent by Nonprofit Arts Attendees
spending that pumps vital revenue into local Above the Cost of Admission
restaurants , hotels , retail stores , parking garages , souvenirs/Gifts
and other businesses . Lodging $0.69
Arts & Economic Prosperity lays to rest the Transportation
common misconception that communities support Meals/Refreshments
the arts at the expense of local economic
development. This study sends a strong signal that
Other
when we support the arts , we not only enhance
our quality of life, but we also invest in Fort Total = $ 12 . 96
Collins, economic well-being.
Attendance to Nonprofit Arts Events
Total Impact of the Nonprofit Arts Industry Non-Local
Includes organization and audience expenditures Attendees WL • ,
Total Expenditures $9 ,264, 147
Full-Time Equivalent Jobs 299
Resident Household Income $5 ,004,000
Local Government Revenue $426,000
Local Attendees
State Government Revenue $312,000
Arts & Economic Insert
Your
P ro s p e r i ty I I I Logo AMERICANS
Here ! for the ARTS
The Economic Impact of Nonprofit Arts and
Culture Organizations and Their Audiences in
the City of Fort Collins , CO (FY 2005)
Arts and Culture Arts and Culture _ Total
Economic Activity Organizations + Audiences — Expenditures
Total Industry Expenditures $593269585 $ 1096485242 $ 1599749827
Spending by Arts and Culture Organizations and Their Audiences Supports Jobs and Generates Government Revenue
Economic Impact of Expenditures Economic Impact o co+ Enomic Impact of = Total
Organizations Audiences Economic Impact
Full-Time Equivalent ( FTE ) Jobs Supported 134 333 467
Household Income Paid to Residents $2, 963, 000 $4, 567, 000 $7, 530, 000
Revenue Generated to Local Government $204 , 000 $899 , 000 $ 1 , 103 , 000
Revenue Generated to State Government $ 127 , 000 $440 , 000 $567 , 000
Event-Related Spending by Arts and Culture Audiences Totaled $10.65 million (excluding the cost of admission)
Attendance to Arts and Culture Eventsjr Resident* + Non-Resident* = All
Attendees Attendees Attendees
Total Attendance to Arts and Culture Events 493 , 967 144 , 151 638 , 118
Percentage of Total Attendance 77 23 100
Average Event-Related Spending Per Person $ 13 . 94 $26 . 10 $ 16 . 69
Total Event-Related Expenditures $698859900 $397629342 $ 109648 , 242
Nonprofit Arts and Culture Event Attendees Spend an Average of $16.69 Per Person (excluding the cost of admission)
Category of Event-Related Expenditure Resident* Non -Res
ident* jff� II
Attendees Attendees Attendees
--------------------------------------------------------------------------------- OF------------------------ ----------------------------------- ......Meals and Refreshments $8 . 93 $ 10 . 56 $9 . 30
Souvenirs and Gifts $2 . 83 $ 1 . 01 $2 .42
Ground Transportation $0 . 64 $2 . 77 $ 1 . 12
Overnight Lodging (one night only) $0 . 17 $ 10 . 81 $2 . 57
Other/Miscellaneous $ 1 . 37 $0 . 95 $ 1 .28
Average Event-Related Spending Per Person $ 13 .94 $26 . 10 $ 16 .69
* Residents are attendees who reside within the county in which the nonprofit arts and culture event took place; non-residents live
outside the county.
Source: Arts & Economic Prosperity III. The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in
the City of Fort Collins. For more information about this study or about other cultural initiatives in the City of Fort Collins, visit
Arts Alive Fort Collins' s web site at www.artsalivefc.org.
Copyright 2007 by Americans for the Arts (www.AmericansForTheArts.org).
ARTS ALIVEI
CITY OF • ' COLLINS
PUBLIC OPINION SURVEY MARCH 2005
r_y r. r�: 14•
SUMMARY
'i
REPORT
March • 2005
Prepared •
Diane . • Ph , D .
Consultant
AheadPlanet Research4131 •
Fort Collins, CO 80525
Phone : • 1
www .planetahead. com
Arts Alive ! Public Opinion Survey — March 2005
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Structure of Survey Questionnaire . . . . . . . . . . . . . . . . . . . . . . . . 5
Sample Population and Research Methodology . . . . . . . . . . . . . . . . . 5
Survey Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Survey Results : Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Key Findings and Management Implications . . . . . . . . . . . . . . . . . . 23
Appendix — Arts Alive Comments 11 11 11 11 11 . . . 11 . . . . . . . . 25
2
EXECUTIVE SUMMARY
Arts Alive and the City of Fort Collins wanted to better understand public opinion
regarding art, science, and cultural events or activities offered in the city. A Cultural Arts
Public Opinion Survey was designed by local representatives of arts, science, and cultural
agencies in the city, and the survey was conducted by telephone between December 1st
and February 18 , 2005 . A total of 1800 telephone calls were made, with 333 surveys
voluntarily completed by respondents . This response rate means the survey has a
reliability of + 5 . 5% .
Survey Findings
Demographics :
Number of respondents : 333 , majority female (65 %)
Average age range : 35 — 55 years old
Education: Majority had a 4 year college degree (37%) with another 33 % having
some graduate work
Household Income : Majority had income of $75 ,000 or higher (26%) with the
second highest category being $25 ,001 - $50,000 ( 14%)
Number of years in Fort Collins : 60% reported more than 10 years
Residence : Most respondents (66%) lived in two primary zipcodes of Fort
Collins : 80525 and 80526 .
Among the most significant results of the analyses were :
Respondents are very satisfied/satisfied (82%) with the ways they can spend their
leisure time in Fort Collins. Residents like all kinds of recreational and cultural activities,
but they especially enjoy being outdoors and doing outdoor activities, doing sports
activities, and attending arts, science, and cultural events (depending on the season) .
Attending cultural events is very popular in the late fall, winter, and early spring. During
this season cultural events, performing arts, movies, museums, and libraries are the main
attraction for leisure activities .
When asked what kinds of arts, science, and cultural activities were the most
important to have in the community, respondents said festivals, fairs, and community
events; programs for children, and performing arts presentations. And, Fort Collins
residents strongly believe (95 %) that having cultural arts programs are enjoyable,
contribute to the education and development of children, and believe having these
activities are important for the community even if they do not attend. Most respondents
believed there were enough cultural activities offered (68%) in Fort Collins, and a large
majority (87%) believe that the quality of what' s being offered matched their
expectations
3
By far most people learn of art, science, and cultural activities from local
newspapers, particularly the Coloradoan. While many survey respondents believed they
did hear about cultural activities in a timely fashion, there was a great deal of comments
about the Coloradoan, and the Ticket section, being inaccurate or late . And respondents
were very quick to suggest that current museum, library, and performing arts facilities
could be updated, and additional cultural arts facilities could be built.
Respondents said they did go to nearby communities for cultural events —
particularly Denver, Loveland, Greeley, Estes Park, and Boulder. They go for all kinds of
events — performing arts, concerts, museums, and sports .
There is strong support for improving the physical facilities where cultural
activities are held, particularly the Lincoln Center. This was mentioned repeatedly as
needing updating, expansion, as well as building a new performing arts center altogether.
Many respondents listed facility improvements to Fort Collin' s local museums (the Fort
Collins museum and the Discovery Center) and the libraries (expand them, or build at
new locations) as well. More sports complexes and community centers were mentioned.
Respondents strongly believe that visitors and participants should help pay for the
cost of arts, science, and culture . , followed by foundations, the city of Fort Collins, and
local taxes from a scientific and cultural district should help pay. The least popular choice
was government agencies.
4
STRUCTURE OF SURVEY QUESTIONNAIRE
The survey was designed in a collaborative effort between the consultant, the Arts Alive
Executive Director, and members of the cultural arts committee of the City of Fort
Collins . The survey consisted of several different types of questions asking how leisure
time was spent, satisfaction with leisure activities, and attendance at arts, science, and
cultural activities. Respondents were asked whether they agreed if art and cultural events
in Fort Collins were important and worth supporting. They were asked about the quality
and amount of cultural activities, and improvements to programs and facilities that could
be made. The final section of the survey collected demographic information. There were
a total of 32 questions on the survey.
SAMPLE POPULATION AND RESEARCH METHODOLOGY
The Arts Alive Survey was written as a telephone survey, to be administered to a
random sample of households selected from the 2004 Fort Collins telephone book.
Telephone interviewers were instructed to select names from different columns (4, 2, 3 ,
and then 1 ) and then from various sections of the columns (middle, upper, lower) and to
call a name and number in that area. Copies of the telephone surveys were sent to several
Arts Alive volunteers for them to phone and complete, and a total of 115 were collected
from them between December 1 , 2004 and December 20, 2005 . Starting in January, paid
telephone interviewers collected an additional 218 surveys between January 5 , 2005 and
February 17 , 2005 , resulting in a total respondent population of 333 .
The results of the Arts Alive survey achieve 95 % reliability with a margin of error
rate of + 5 . 5 % . This means that the conclusions of this survey analysis can be generalized
to the population of Fort Collins as a whole. While some surveys contained missing data
it should be noted that this is common, and has been taken into consideration in the
summary analysis .
Survey data was entered into an SPSS spreadsheet by Sonja Rizzoli, a graduate
assistant for the project. Data for the 333 surveys were analyzed using the Statistical
Package for the Social Sciences (SPSS) version 12 . 0 .
SURVEY RESULTS
Survey results are reported below and are organized by individual question. The
responses are displayed in a data table with a brief summary of key information learned
from the results preceding the table for each question.
5
Part One : General questions about leisure time and arts, science, and cultural
activities :
Q2 : How do you spend your leisure time in Fort Collins ? List the top three recreation/leisure
activities you engage in (such as sports and athletics, reading, going to concerts, socializing with
friends, watching performing arts, going to art or science museums, etc) - In Summer, Fall,
Winter, and in Spring
The first question asked respondents to think about how they spent their leisure time, and
specifically asked what they did in each of the four seasons . In the summary charts below, the
most frequently listed activities are shown. This question elicits competing leisure time activities
to arts, science, and cultural activities.
While sports activities are in the top two for all seasons, so is the
events/musicals/concerts/opera category. And the seasonal popularity makes sense : sports
activities are top in spring and summer, and performing arts events are top in fall and winter.
This respondent group is very active in outdoor recreation activities, and they are big readers as
well. Movies and dining out become very popular in the fall and winter, and camping
outside/being outside is popular in the spring and summer. Museums/library/art/festivals tend to
remain a low but constant 6- 7%.
Table 1 : How do you spend your leisure time?
Top Spring Activities Number of Percent
Respondents
Events/musicals/concerts/opera 66 21 %
Sports — golf, running, water sports, tennis, soccer, etc . 56 18%
Hiking/Walking/Being outside 48 15 %
Reading 44 14%
Dining out/Movies 31 10%
Watching TV 23 7%
Spend time with family/friends/kids 20 7%
Camping, going to parks, to the lake 17 6%
Museums/library/art/festivals 15 6%
Table 2 : How do you spend your leisure time?
Top Summer Activities Number of Percent
Respondents
Sports — golf, running, water sports, tennis, soccer, etc . 120 24%
Hiking/Walking 93 18%
Events/musicals/concerts/opera 64 13 %
Reading 54 11 %
Camping, going to parks, to the lake 50 10%
Being outside/cooking outside 41 8%
Museums/library/art/festivals 33 6%
Dining out/Movies 30 6%
Watching TV 23 4%
6
Table 3 : How do you spend your leisure time?
Top Fall Activities Number of Percent
Respondents
Events/musicals/concerts/opera 97 24%
Sports — golf, running, water sports, tennis, soccer, etc . 65 16%
Reading 56 14%
Dining out/Movies 51 13 %
Hiking/Walking 47 12%
Watching TV 31 8%
Museums/library/art/festivals 23 6%
Camping, going to parks, to the lake 21 6%
Shopping/travel 11 3 %
Table 4 : How do you spend your leisure time?
Top Winter Activities Number of Percent
Respondents
Events/musicals/concerts/opera 112 23 %
Sports — skiing, football, soccer, swimming 78 16%
Dining out/Movies 74 15 %
Reading 69 14%
Hiking/Walking/Being outside 38 8%
Watching TV 35 7%
Museums/library/art/festivals 33 7%
Spend time with family/kids/friends 1 28 1 6%
Shopping/travel 12 2%
Q3 : How satisfied are you with the ways you can spend your leisure time here in Fort
Collins ? (Very satisfied to Very dissatisfied)
Fort Collins residents are Satisfied, or Very Satisfied with the ways they can spend their
leisure time (82%) — a very high and positive response. Another 13 % are Somewhat Satisfied,
and less than 6% are Somewhat or Very Dissatisfied. This means that respondents do find lots
of activities available to them in their spare time, there is almost no dissatisfaction with ways to
spend leisure time.
Table 5 : Satisfaction with how leisure time is spent in Fort Collins
Answers Respondents Percent Other
1 . Very Satisfied 157 47% Mean = 1 . 75 *
2 . Satisfied 118 35 % Median = 2 . 0*
3 . Somewhat Satisfied 42 13 % Mode = 1
4. Somewhat Dissatisfied 13 4%
5 . Very Dissatisfied 2 < 1 %
7
*Note : The mean is the average of all responses to the questions. The median is the
middle number if you listed all the responses in numerical order. The mode is the number
most frequently reported by respondents .
Q4: How do you feel about the amount of arts, science, and cultural activities that are
available for your children ?(Very satisfied to Very dissatisfied)
About 62% of respondents had opinions about cultural activities for children, and
40% were Satisfied or Very Satisfied, 12% were Somewhat satisfied, while 10% were
Somewhat or Very Dissatisfied. Having dissatisfaction levels at 10% or below is very
good, although there does appear to be some room for improvement with Somewhat
Satisfied at 12%.
Table 6 : Satisfaction with cultural activities for children
Answers Respondents Percent
1 . Very Satisfied 61 18%
2 . Satisfied 74 22%
3 . Somewhat Satisfied 38 12%
4 . Somewhat Dissatisfied 24 7%
5 . Very Dissatisfied 8 2%
6 . Not Applicable 127 38%
8
Q5: How many times a year do you go to an art, science, or cultural event or activity in
Fort Collins ? times a year.
Most respondents said they did go to an art, science, or cultural event or activity
in Fort Collins, with the average number of events being 10 .6 per year, although this is
influenced by a few people (24) who said they go to 30 or more events a year.
Table 7 : Number of times respondent goes to a cultural event in Fort Collins
Number of times Respondents Percent Other
0 13 3 % Mean = 10 . 91
1 to 2 54 17% Median = 6 .00
3 to 4 60 19% Mode = 2
5 to 6 46 14%
7 to 10 57 18%
11 to 19 41 13 %
20 to 29 29 9%
30 + 24 7%
Total 320 100%
Q6: How often do you attend the following each year?
The chart below reflects what respondents answered when asked about attending
specific cultural events in Fort Collins. In general, 16% to 40% did not go to the events
listed during the year (0 times a year) — with a low of 16% not attending a special
event/festival, and a high of 40% not attending museum.
For all questions most respondents said they attended one to two times a year, and
the second- highest attendance category was 3 - 4 times a year, except for one category —
sporting events.
Sporting events in Fort Collins were reported to be the most often attended of any
of the 8 events listed. In fact while about a third of the respondents said they did not go to
a sporting event in Fort Collins during the year, the next two highest categories were one
to two times a year (21 %), and then ` More than 10 times a year' ( 19%). Attending
sporting events in Fort Collins is probably the main competition with arts, science, and
cultural activities . The median number for ` sporting event' is 3 , indicating ` 5 to 6 times a
year' , and the mean is close by at 2 . 85 .
9
Table 8 : How often do you attend the following each year?
How often do you attend the 0 times 1 -2 times 3 -4 5-6 7-10 More
following each year? a year a year times a times a times a than 10
year year year times a
year
A theater event in Fort Collins 18% 41 % 20% 7% 7% 7%
An indoor concert in FC 24% 41 % 21 % 7% 3 % 4%
An outdoor concert in FC 32% 41 % 14% 7% 5% < 1 %
A gallery in FC 32% 38% 14% 8% 1 % 7%
A sporting event in FC 33 % 20% 11 % 11 % 6% 19%
A museum 40% 40% 13 % 3 % 1 % 3 %
A special event/festival 16% 55% 22% 5% 1 % 1 %
Other 93 % 3 % 1 % < 1 % < 1 % 2%
Q6a: How often do you attend the following each year - Other?
This open- ended question asked respondents to elaborate further on how often
they attended ` other' events than those listed above in Fort Collins each year. Most
respondents (93 %) did not list any other events. Of those that did, they said they go to the
library, to clubs, the farmer' s market, for coffee downtown, to CSU events, and to music
events . (Full comments appear in the Appendix).
Q7: How important to you are the arts, science and cultural opportunities offered in
Fort Collins ?. (Very important to Not important) .
Respondents believe the arts, science, and cultural opportunities in Fort Collins
are Very Important (56%) or Important (28%) to them personally — a total of 84%.
Fourteen percent of respondents said cultural opportunities were Somewhat Important
(being below 15 % is good), and a very small 2% said they were Not very important, with
no one saying they were not important at all.
Table 9 : Importance of arts, science, and cultural opportunities offered
Answers Respondents Percent Other
1 . Very important 180 56% Mean = 1 . 63
2 . Important 92 28% Median = 1 . 00
3 . Somewhat important 45 14% Mode = 1
4. Not very important 8 2%
5 . Not important at all 0
10
Q8: What kinds of arts, science, and cultural activities seem to be the most important to
have in the community? (check off all that apply)
This question asked respondents to check off whether they did believe most of the
following arts, science, and cultural activities seemed to be important to have in the
community, with all categories except ` Other' being 73 % and above . Percentages above
70% represent a clear majority, and can be generalized to the population of Fort Collins
as a whole.
Table 10 : What kinds of activities seem to be most important in the community?
Important activities in the Checked Off Did not
community Yes Check
Festivals, fairs, community everts 87% 13 %
Indoor concerts 82% 18%
Performing arts presentations 86% 14%
(dance, theater)
Outdoor concerts 83 % 17%
Museums/art exhibits 84% 16%
Multicultural events 73 % 27%
Literary activities 73 % 27%
Library programs 84% 16%
Programs/classes for adults 79% 21 %
Historic programs 74% 26%
Programs for children 87% 13 %
Community theater 79% 21 %
Other 5% 95 %
Note : Total number of respondents = 325
Q8a: What other kinds of arts, science, and cultural activities seem to be the most
important to have in the community?
Respondents mentioned sports and nor school athletics, parks, after school care, a
science museum, cinema and travelogues, and community radio . (Full comments to this
question are listed in the Appendix).
Q9-14: How do you feel about the following statements: (Strongly Agree to Strongly
Disagree).
Respondents agreed or strongly agreed to all but one of the statements listed
below — at a rate of 95 % or better. There is no question that Fort Collins residents are
very supportive of the general value of cultural arts.
11
The one question that asked if "We need to improve the quality of art and cultural
activities in Fort Collins" had a 63 % agree/strongly agree response rate, and a 20%
disagree/strongly disagree response rate. This is above the 50% mark, so attention should
be paid to this response rate, which is echoed in the comments section at the end of the
survey.
Table 11 : Value statements about arts, science and culture
How do you feel about the following Strongly Agree No Disagree Strongly
statements ? Agree Opinion Disagree
9 . Attending live performing arts is 46% 49% 3 % < 1 % < 1 %
enjoyable and thought provoking
10 . Arts, science, and culture improve our 56% 41 % 2% < 1 % 0%
quality of life
11 . The performing and visual arts 60% 37% 3% 0% 0%
contribute to the education and
development of children
12 . Cultural programs contribute to the 59% 38% 3% < 1 % < 1 %
education and development of children
13 . We need to improve the quality of art 24% 43 % 15 % 19% < 1 %
and cultural activities in FC
14 . Even though I might not attend the art 55 % 43 % 2% < 1 % 0%
and cultural offerings in Fort Collins, I
feel having them for community
participation is important
Q15: How do you obtain your information about cultural/leisure time activities ?:
There were some 479 sources listed by respondents for obtaining their
cultural/leisure time activity information. Respondents by far obtain their information
from newspapers — usually the daily Coloradoan, frequently the Friday Ticket section of
the Coloradoan, and also frequently from the two alternative papers in town: the Bullhorn
and the Scene . Younger respondents to the survey who are college students also get their
information about activities from the CSU Collegian. The Rocky Mountain News and the
Denver Post were also mentioned as newspaper information sources .
The second most popular method of obtaining information was from the radio —
primarily national public radio through KUNC, with several other stations specifically
listed.
The third most popular way that respondents obtain their information about
cultural activities was through word of mouth, followed by the Internet/Web . Flyers and
friends rounded out the categories of having 30 or more respondents mention them.
(Full comments are listed in the Appendix) .
Summary of Comments :
12
Newspaper - Coloradoan ( 181 )
- Coloradoan - Ticket (6)
Newspaper (48)
- Bullhorn (8)
- Scene (8)
- Campus newspaper/Collegian (3 )
Total Newspaper = 254
General ` Radio ' - (32) KUNC — (22) KRFC (4) KCOL (2) KCSU (2) K99,
KHNC - ( 1 ) Total radio = 66
Word of Mouth (53)
Intemet/Web (38)
On- Line : Newspaper (Coloradoan, Denver Post, etc) (4)
■ Lincoln Center on- line (1 )
■ Fort Collins city website (5)
■ Recreation on- line (3)
■ E- mail (7)
■ CSU ( 1 )
Flyers (35)
Friends (3 1 )
Q16: Is your information timely enough to take advantage of these activities ?
A majority of respondents did believe the information they received was timely
enough to take advantage of cultural/leisure activities — a strong 82% . But the 18% of
respondents who said no were very vocal in the following question, and there is
significant room for improvement on getting out cultural arts information in a timely
fashion.
Table 12 : Is your information timely enough to take advantage of these activities?
Answers Respondents Percent
Yes 263 82%
No 57 18%
Total 320 100%
Q17: Why or why not?
Respondents were very willing to say why they could, or more often could not
take advantage of activities offered. In particular, there was dissatisfaction with the local
newspaper, the Coloradoan, and the timeliness of its offerings . While 41 % of respondents
said the information is timely/OK, 59% of respondents said information was only mostly
13
timely, or too late, or poorly covered, or inaccurate. Based on the results of this question,
respondents clearly say that the Fort Collins Coloradoan could improve in this area.
Table 13 : Classification of responses to Timely Information question
Information is Mostly timely, Too late/ Poor coverage in paper,
Timely, sometimes too Information not or Inaccurate
Why = OK, Fine late timely
41 15 28 14
Total Comments Made = 98
Examples of Why Comments :
Read paper (6)
Timely enough to plan for family
Covered timely enough fashion
Web sight listing, Web is updated
Flyers posted in time around town
Examples of ` Sometimes in a timely fashion' Comments :
Not always
Once in a while, too little notice
Ticket is sometimes behind
Examples of Why Not Comments :
Too late (9)
Newspaper is not timely enough (3)
Needs more advance notice in Coloradoan/ticket (3)
Newspaper/Coloradoan could do better (2)
Can't depend on Coloradoan/ is no good (3 )
Note : Full Comments are in Appendix
Q18: Do you go to cultural events in nearby communities ?
A strong majority of respondents said Yes, they go to cultural events in nearby
communities — 74%. One quarter of respondents (26%) said no, they do not go to cultural
events in cities nearby.
Table 14 : Do you go to cultural events in nearby communities?
Ans wers Respondents Percent
Yes 244 74%
No 87 26%
Total 331 100%
14
Q19: If yes, what do you attend and where ?
Of those respondents who said yes, most reported going to Denver, then
Loveland, then Greeley, then Boulder, then other communities including mountain towns.
Respondents attend museums, theater, concerts, art, and sports events in other cities .
Summary of Comments :
Denver (97)
. Museums in Denver ( 19),
. Denver Theater (8)
. Buell Theatre in Denver (5),
. Concerts in Denver (9)
. Sports in Denver (4)
Loveland (68)
Loveland Rialto Theatre ( 10)
Loveland outdoor concerts, arts, sculptures (2)
Budweiser Center (4)
Loveland gallery/museum (2)
Greeley (25)
Greeley (e .g. flagdays)
Greeley stampede (3)
Union Colony Civic Center- Greeley (4)
Boulder ( 18)
Boulder dinner theatre (2)
Boulder sports (2)
Boulder- concerts (3)
Other:
Estes Park, Longmont
Westminster, etc . ( 19)
Note : Full Comments are in Appendix
Q20: Do you believe there are enough cultural activities offered in the Fort Collins
area?
15
Most respondents said yes, there are enough cultural activities (68%) . But there
was a very strong 32% of respondents that said no, there are not enough cultural activities
offered in the Fort Collins area, and this is a sizable amount.
Table 15 : Enough cultural activities offered in the area?
Enough activities offered ? Respondents Percent
Yes 217 68%
No 102 32%
Total 319 100%
Q21 : If yes, do you feel the quality of what 's being offered matches your expectations ?
Generally speaking, respondents do not have a problem with the quality of what is
being offered (less than 15 %) . Eighty seven percent said yes, the quality of the cultural
activities meets their expectations. The remaining 13 % said no, the quality did not meet
their expectations.
Table 16 : Quality of activities meets expectations?
Quality of activities meets expectations ? Respondents Percent
Yes 215 87 %
No 31 13 %
Total 246 100%
Q22 : If no, why not?
This open- ended question asked for further elaboration on the quality of cultural
activities offered, and 114 respondents gave their feedback, mostly in the form of
suggestions with some specific complaints. Topics most frequently commented upon
were more/bigger attractions, and more diversity of attractions with more well- known
artists . In fact there were very few comments about the lack of quality of the activities,
but more comments about what respondents would like to see. (Note : Full Comments are
listed in the Appendix).
Summary of Comments :
If No, Why Not Comments ( 108)
No opinion/Nothing specific (2)
Yes, Quality OK (4)
If No, Why Not Summary
Could offer more/bigger attractions/more multi- cultural (38)
Not enough variety/diversity/outside artists ( 18)
We have a good amount for our size (6)
Go to Denver for bigger venues/shows/opportunities (6)
Better quality (5)
16
Not enough for children (4)
More conservative offerings (3 )
Better facilities (3)
Not enough money/not enough support (2)
Too expensive ( 1 )
Q23 : Are there improvements to current arts, science, and cultural activities you would
like to see made ?
This open- ended question asked followed up the previous question by asking
what improvements could be made to current arts, science, and cultural activities the
respondents would like to offered, and respondents gave 247 comments or suggestions -
less than half said there didn ' t need to be improvements, what Fort Collins has is OK.
About 54% of the comments were that yes, there could be improvements . Most
suggestions were for more — more opportunities, bigger events, more theater, bigger
museums, more famous people, more advertising, more affordability, better parking.
(Note : Full Comments are listed in the Appendix).
Summary of Comments :
No improvements ( 108)
We have OK activities (4)
Yes, could be improvements ( 133)
No opinion (2)
Yes Comments Summary:
More opportunities/events — Bigger opportunities/events (20)
More concerts (9)
Bigger museums/more science (8)
Moreibetter theater (7)
More famous people/more big names (7)
More multicultural events/ Other ethnic groups (7)
More advertising/promotion (6)
More new stuff/new programming (5)
More affordability/ Less cost for family/kid programs (4)
More programs for kids/children/teens (4)
More parking/better parking (4)
More library locations/expand library (3)
Q24: Are there additional arts, science, and cultural activities you would like to see
offered?
This open- ended question asked what additional arts, science, and cultural
activities the respondent would like to offered, and several suggestions were made. The
emphasis in this set of comments was on art, theater, outdoor concerts and film. The
17
themes of more for kids, more museums, and more science were also mentioned several
times . (Note : Full Comments are listed in the Appendix) .
Summary of Comments :
No ( 112)
Yes — ( 106)
Nothing Specific (7)
Yes Comments Summary:
More art, more art exhibits, art galleries, art shows ( 17)
More concerts ( 13 )
More and bigger shows/more Broadway shows (9)
More diverse, multicultural shows (8)
More theater (7)
More outdoor concerts (6)
Movies in the parks/outdoor movies/foreign films/indie movies (6)
More science (5)
More history-related activities (5)
More for kids (4)
More/better museums (3 )
What we have is good (3)
Q25: Are there improvements to current art, science, and cultural facilities you would
like to see made ?
In counting up the Yeses and the Nos, the tally was almost split 50150 . But
when it came to Yes suggestions on improvements to facilities, by far the majority of
comments had to do with the Lincoln Center. Suggestions were to upgrade it, update it,
expand it, or move on and build a new performing arts center. Following closely were
suggestions to improve Lincoln Center parking — the lighting, the amount, please make it
better. Museums and libraries were also mentioned as needing improved spaces, or more
of them. And there were several suggestions to upgrade parks, CSU facilities, and do
something with the empty Steele ' s building. (Note : Full Comments are listed in the
Appendix).
Summary of Comments :
No ( 104)
Nothing Specific ( 11 )
Yes ( 126)
Yes Comments Summary
Improve/Update/Expand the Lincoln Center/Bigger performing arts center (56)
More and better parking at Lincoln Center ( 13 )
Additional/improve museums/Discovery Center ( 15)
18
Need New or Improved libraries (6)
More outdoor venues (2)
Q26: Are there additional art, science, and cultural facilities you would like to see built?
In answer to this question, there were more than twice as many Yeses as Nos.
When it came to Yes suggestions on building new facilities, a larger performing arts
center/more theater venues was mentioned the most often. This was followed by new
museums and libraries, and an outdoor amphitheater/outdoor concert venue. (Note : Full
Comments are listed in the Appendix) .
Summary of Comments :
No (58)
Yes ( 153 )
Yes Comments Summary:
Larger Performing Arts center/more theater venues (45)
More museums ( 16)
Outdoor amphitheater/ outdoor concert venue ( 12)
More library locations ( 11 )
More sports complexes/community centers (8)
IMAX theater (5)
Q27: Who do you believe should help pay for the cost of arts, science, and culture ?
(Check all that apply).
Because respondents were encouraged to check ` all that apply ' of the seven
categories in the `who should pay ' question, every time a respondent checked the
category the total count for that category was increased by one. Therefore, each "fonder"
is listed with `yes ' votes, below. Unlike the member survey where respondents believed
that foundations should help pay for the cost of a northern Colorado Science Center
(87%) followed closely by the visitors to the museum itself (85%); the general public
believed the opposite - visitors should help pay (67%) and then foundations (53 %) , and
then the city where the science center is located (49%) . Again (like the member survey)
the school district category was the lowest vote- getter at 28% .
Table 17 : Who should help pay for arts, science, and culture?
Who should help pay for the cost of Checked Off Yes Did not
arts, science, and culture? Check
City of Fort Collins 84% 16 %
Visitors/ participants 94% 6%
Foundations 86% 14%
Government agencies 63 % 37%
19
Local taxes from a special scientific and 71 % 29%
cultural district
Other 21 % 79%
Demographic Questions
Q28: Gender:
More women (65 %) than men (35 %) answered the survey, which is slightly
higher than the usual gender split in most telephone surveys. (Normally the average range
is about 56- 62% women, 38- 44% men).
Table 18 : What is your gender?
Gender # Responses Percent
Male 114 35 %
Female 216 65 %
29: Age:
e g :
The largest number of respondents fell into in the 46- 55 year category (25 %),
followed by those aged 36-45 (23 %) and 26- 35 ( 17%) . This is predictable in a city with
the demographics of Fort Collins, excluding the large number of college students, who
were a small portion of this survey population. This distribution is also representative of
who usually takes the time to answer telephone surveys .
Table 19 : Age of Respondent
Age # Responses Percent
18 — 25 years 33 10 %
26 — 35 years 57 17 %
36 — 45 years 75 23 %
46 — 55 years 83 25 %
56 — 65 years 45 14 %
66 + years 37 11 %
Q30: Education:
The level of education for the survey population is higher than that of the city of
Fort Collins, which lists 48% of its residents with a bachelor' s degree or higher. This is a
very highly educated survey population, with 70% of all respondents having a 4 year
degree or higher.
Table 20 : Level of Education
Education # Responses Percent
High school 29 9 %
20
Some College 69 21 %
4 Year Degree 119 37 %
Graduate Work 105 33 %
Q31 : Household Income:
Respondents to this survey are about evenly distributed among income categories
(except for the lowest), with 39% preferring not to answer the question. The most number
of respondents listed their income category as $75 ,001 or higher, which is also
representative of those who tend to answer telephone surveys.
Table 21 : Household Income Categories
Household Income # Responses Percent
$0 - $25 ,000 29 9 %
$25 ,001 - $ 501000 45 14 %
$ 5001 - $ 75 ,000 44 13 %
$75 ,001 + 85 26 %
Missing 130 39 %
Ql : How long have you lived in Fort Collins ?:
Sixty percent of respondents answered that they have lived in Fort Collins for
more than ten years, which is probably a higher than average amount. Therefore, results
should be examined keeping in mind that long-time residents are disproportionately
represented.
Table 22 : Household Income Categories
Years in Fort Collins # Responses Percent
Less than one year 15 5 %
Two to four years 47 14 %
Five to ten years 70 21 %
More than 10 years 199 60 %
Q32: Zipcode:
Respondents to this survey are distributed among Fort Collins ' zipcodes, with a
few living in some neighboring towns.
Table 23 : Zipcode of Respondent
Fort Collins Zipcode # Responses Percent
80521 40 12%
80523 1 < 1 %
21
80524 54 17 %
80525 101 31 %
80526 101 31 %
80528 25 8%
80535 2 < 1 %
80537 1 < 1 %
80538 1 < 1 %
80549 2 < 1 %
22
CONCLUSION
Arts Alive and the City of Fort Collins wanted to better understand public opinion
regarding cultural events or activities offered throughout the city and in nearby
communities . After conducting a thorough and valid telephone survey, results showed
that Fort Collins residents value art, science, and culture as part of their quality of life
leisure activities. Respondents were very satisfied with the ways they could spend their
leisure time in Fort Collins . Depending on the season, attending cultural events was
rivaled by mainly by sports, for how respondents spent their leisure time. And in the Fall
and winter, cultural events, museums, and libraries were the main attraction for leisure
activities .
Generally speaking, respondents were satisfied with amount, and quality, of arts,
science, and cultural activities that were available for their children. When asked to
comment on additional or improved cultural activities, respondents said there could
always be more art, science, and history programs for their kids, but they were satisfied.
When asked what kinds of arts, science, and cultural activities were the most
important to have in the community, respondents said festivals, fairs, and community
events ; programs for children, and performing arts presentations . When given a list of
value statements regarding the value and importance of arts, science, and cultural
activities, 95% of respondents agreed or strongly agreed. The only disagreement came
when asked if "we need to improve the quality of art and cultural activities in FC" — and
that question had 65 % of respondents agreeing, and 35 % disagreeing.
By far most people learn of art, science, and cultural activities from various local
newspapers, particularly the Coloradoan. While many survey respondents believed they
did hear about cultural activities in a timely fashion, there was a great deal of comments
about the Coloradoan, and the Ticket section, being inaccurate or late. And respondents
were very quick to suggest that current museum, library, and performing arts facilities
could be updated, and additional cultural arts facilities could be built.
Key Findings and Management Implications :
Fort Collins residents like to spend time outdoors recreating (hiking, camping,
playing golf, sports, cooking outside), they like to attend sporting events, and they
like to attend arts, science, and cultural events . The cultural arts competes with
outdoor recreation and sports in the late spring, summer, and fall — but takes over
as the primary leisure activity in the late fall, winter, and early spring.
Most people go to sporting events and concerts several times a year. And
respondents attend on average two to three art, science, or cultural activities a
year. Sports events are more frequently attended than cultural events.
23
Information about what cultural activities are available is primarily learned from
local newspapers, then radio, word of mouth, the Internet, flyers, and friends . The
Coloradoan received several complaints about timeliness and accuracy in its
advertising/reporting of cultural events and opportunities .
Additional arts, science, and cultural activities that were mentioned several times
were more art, theater, outdoor concerts and film — film in parks, or outside was
mentioned.
There is stronger support for improving the physical facilities where cultural
activities are held, than for improving the programs offered, although there is
support for both. Many respondents support facility improvements to Fort
Collin' s local museums (the Fort Collins museum and the Discovery Center), the
libraries (expand them, or build at new locations), and the Lincoln Center (both
increased size of facility, and parking) .
Respondents strongly believe first and foremost that visitors and participants
should help pay for the cost of arts, science, and culture. After that they think that
foundations, the city of Fort Collins, and local taxes from a scientific and cultural
district should help pay. The least popular choice was government agencies .
24
Appendix
Arts Alive Comments
lb . How often do you attend the following each year? Other
Clubs (2)
Library (3 )
Farmer's market (2)
Too crowded
Craft fair
CSU special events
Music events
Mountaineer
Literary reading at gallery, books
Gateway parks
Restaurant life
Studio tours
Clean river, introduction day CSU
Poetry readings, book signing
Race rally/ Bike rallies
Lincoln center children services
Story telling
Coffee downtown
Church
Swimming
Brewfest
2a. — What other kinds of arts, science, and cultural activities seem to be the most
important to have in the community?
Sports /Athletics (2)
Transportation opportunities-bike paths
Non- school sports
Parks and kids outdoors
Place activities, community radio, international exchange students
After school care
Science museum
Likes: Buell Theatre in Denver, need more well-known people
Quartet
Trip for the elderly
Community radio station KCFR
Cinema, travelogues
Local merchants
Variety
25
Dissatisfied with The Ranch, Fair presentation/ support
15 . How do you obtain your information about cultural/leisure time activities?
Newspaper - Coloradoan ( 181 )
- Coloradoan - Ticket (6)
Newspaper (48)
- Bullhorn (8)
- Scene (8)
- Campus newspaper/Collegian (3 )
Total Newspaper = 254
General Radio — (32) KUNC — (22) KRFC (4) KCOL (2) KCSU (2) K99 ( 1 ),
KHNC — ( 1 ) Total radio = 66
Word of Mouth (53)
Internet/Web (38)
On-Line : Newspaper (Coloradoan, Denver Post, etc) (4)
■ Lincoln Center on- line ( 1 )
■ Fort Collins city website (5 )
■ Recreation on- line (3)
■ E- mail (7)
■ CSU ( 1 )
Flyers (35)
Friends (3 1 )
Posters ( 14)
Lincoln Center ( 10)
Mailings/Mailers ( 10)
Mailing Lists (8)
School (7)
Newsletter (6)
Brochures ( 6 )
Mailed flyers from Lincoln Center (5)
Relatives ( 5)
FC Forum (3)
Recreator (5)
Library (4)
Invitations/ Postcards (3)
Magazines (3)
Signs at CSU campus, signs at Lincoln Center (3 )
Bulletins (2)
Calendar (2)
Senior Center (2)
Prior attendance (2)
Networking (2)
Free advertising, Aggie theatre, needs to advertise more activities in the Community
26
Newspaper Frontier, university, go to Hawaiian Luau in the spring
Larimer County chorale
Electric bill
Media
Banners on street
Arts Alive
CSU alum, symphony board, Aspen Club (2)
CSU postings
Referral
Announcements
Forum magazines, Aspen club
The Healing Path
School hand outs
Entertainment
City newsletters
FC weekly
Newcomer group
My wife, school newsletter
Signs around town, newspaper adds/articles/word of mouth
Collegian, friends, on- line, poster at coffee shops/restaurants
17 . Is your information timely enough to take advantage of these activities? Why or why
not?
Table 22 : Classification of responses to Timely Information question
Information is Mostly timely, Too late/ Poor coverage in paper,
Timely, sometimes too Information not or Inaccurate in paper
Why = OK, Fine late timely
41 15 28 14
Total Comments Made = 98
Examples of Why/Why Not Comments:
Why:
Read paper (3 )
Work at newspaper
Enough published
Read it in the newspaper every day (3 )
Timely enough to plan for family
Covered timely enough fashion
Web sight listing, Web is updated
Flyers posted in time around town
Can reserve by phone
Mailing lists
Easily accessible
27
Check monthly
Because I work at Lincoln center (2)
Advertise local channels/comcast
Enough notice & Lincoln Center notice
Notified by organizations
I make it to all the events I want
Sometimes it's too far in advance
Seek out info
We normally know things
Always hear on time, if you hear
Friends and internet, others lacking
Usually a week out so can plan
Usually posted 2- 3 weeks before
Marketed well
For the things we go to- good
` Sometimes in a timely fashion ' Comments :
Not always
Need more advertising
Would like more information
Once in a while, too little notice
Coloradoan should do more, poor coverage
Not all the time
Ticket is sometimes behind
Mostly, Ticket only for that week
Sometimes
Usually enough time
Most of the time
Why Not Comments :
Too late (9)
Dates and times inaccurate in Coloradoan
Coloradoan after event, Paper is often behind
Don't read paper always, radio late
Ticket section in Coloradoan is poor
Newspaper is not timely enough (3)
Needs more advance notice in Coloradoan/ticket (3)
Newspaper/Coloradoan could do better (2)
Can't depend on Coloradoan/ is no good (3 )
Schedules are too full
The newspaper is not too helpful
Coloradoan does not cover things well
Coloradoan is too slow
Post- event reporting
Too busy
Heard after it was sold out
28
Don't notice it in time
Just don't get it out to the people
Some notices are in the paper
Coloradoan could do better job
Sometimes late
Info is probably out there
Too many 'day of reports' (Coloradoan)
Dissatisfied with newspaper, Coloradoan
Not well informed about CSU events
Coloradoan reports after fact (2)
Coloradoan doesn't calendar things well
Coloradoan needs improvement
Community websites would be good
Don't know Lincoln Center in advance
Things are only 2 days away
Moments notice
Late planner
19 . Do you go to cultural events in nearby communities? If yes, what do you attend and
where? Total Events and Nearby Communities Responses = 318
Denver (97)
- Museums in Denver ( 19),
- Denver Theater (8)
- Buell Theatre in Denver (5),
- Concerts in Denver (9)
- Sports in Denver (4)
Plays, musicals (2), zoo in Denver
Denver exhibits, festivals, and special events
Denver NHL games, Nuggets games — Denver sports
Red Rocks
Pepsi Center
Denver Nutcracker touring, Dance
Denver galleries
Imax Denver
Denver-volunteer for DAM
Total Denver = 153
Loveland (68)
Loveland Rialto Theatre ( 10)
Loveland outdoor concerts, arts, sculptures (2)
Budweiser Center (4)
Loveland gallery/museum (2)
Total Loveland = 88
Greeley (25)
29
Greeley (e .g. flagdays)
Greeley stampede (3)
Union Colony Civic Center- Greeley (4)
Total Greeley = 32
Boulder ( 18)
Boulder dinner theatre (2)
Boulder sports (2)
Boulder- concerts (3)
Boulder (dog& cat show)
Total Boulder 26
Estes Park (6)
Longmont (5)
Longmont theatre company-plays
Other:
Westminster
Johnstown
Wellington (2) - parade
Mountain towns — Vail, Steamboat, rallies in Steamboat Springs
Art galleries, antiques (Windsor, Denver, Longmont)
Concerts or fundraisers for foreign musicians in Boulder/Denver
Total Estes, Longmont, Other = 19
30
22 . Do you believe the quality of the cultural activities being offered in Fort Collins
matches your expectations? If no, why not?
If No, Why Not Comments ( 108) (See below)
No opinion/Nothing specific (2)
Yes, Quality OK (4)
Total Comments Made = 114
Could offer more/bigger attractions/more multi- cultural (38)
Not enough variety/diversity/outside artists ( 18)
We have a good amount for our size (6)
Go to Denver for bigger venues/shows/opportunities (6)
Better quality (5)
Not enough for children (4)
More conservative offerings (3)
Better facilities (3)
Not enough money/not enough support (2)
Too expensive (1 )
Actual Comments :
Need better known celebrities, famous people
Expectations for Fort Collins are limited due to Denver's much larger venues
More theatrical productions , no professional community
Season tickets donated money not with sponsor approval
Not enough opportunity to bring outside artists
Fair presentation/support
Wish I knew
No quantity or variety, lots of stuff like a big city
I find some few events to be boring
More lectures, informative talks
Nice to have package deals in Denver
There is always room for improvement, a variety in the activities
Uneven quality because of budget and talent pool
Not enough variety, much of it geared towards popular
Like bigger cities with more bigger shows with diversity
Local events similar to other facilities
Limited/very hard to find information
A lot but disorganized
We don't have the facilities
Always, could offer more
Not enough money, not enough support
Need more for the size of our city
Not enough to just go to- need to plan
More activities for children
Always room for improvement
Not enough for kids, too expensive
31
Better quality and variety of entertainers
Fort Collins needs a larger theater for recently touring large shows
A greater variety should be present
Bigger name performers & shows
Loveland is smaller and has nearly as much
There is never enough
Haven't really seen enough to judge
Little more open to the public
We still have to go elsewhere
Shows tend to be too vulgar on occasion
You can't have enough
Always could be more
Just not enough opportunities
There is never enough to do
Can never have enough, more art/science
Too close minded, conservative in their offerings
Could be lots more
Quantity yes- quality no
Not enough variety
Not as many great concerts as there used to be
Not all the time, F. C. gets the B team in traveling shows
Could use more variety
Could really ever have enough?
Not enough concerts
Would like bigger shows without going to Denver
Could be more multi- cultural events
Need more variety
There is never enough
Not enough variety
We always need more
Don't get out enough to warrant an opinion
Could use more cultural events
Could always be more
Somewhat disappointed in symphony
Level like in big cities
Good for this size town
Everything here sucks
Moved from NY area and they are more professional there
For this size town, yes
It is a small town
I just go to Denver for more activities
Fort Collins could stand to improve it's quality of arts
Small town, good for the size
I usually go to local events
We moved from the west coast, there are a lot more activities to choose from
Good for this size town
32
It doesn't seem very sophisticated
No thought or heart goes into cultural activities
Not realizing the potential demand
Need more kids activities
CSU does little for community, would expect more cultural offerings
We could have more artists and concerts
Need more cultural
Acts have gotten worse over the years
Bad quality
One- dimensional, conservative offerings
Not out enough to have opinion
Go to Denver for so many things
Not enough in the winter
Ft. Collins is too white- conservative in their offerings
Could be more for pre-teens
Lacks diversity
Don't participate enough to know
Needs more diversity in FC
23 . Are there improvements to current arts, science, and cultural activities you would
like to see made?
No improvements ( 108)
We have OK activities (4)
Yes, could be improvements ( 133 ) (see below)
No opinion (2)
Total Comments Made = 247
Detailed Yes Comments :
More opportunities/events — Bigger opportunities/events (20)
More concerts (9)
Bigger museums/more science (8)
Moreibetter theater (7)
More famous people/more big names (7)
More multicultural events/ Other ethnic groups (7)
More advertising/promotion (6)
More new stuff/new programming (5)
More affordability/ Less cost for family/kid programs (4)
More programs for kids/children/teens (4)
More parking/better parking (4)
More library locations/expand library (3)
Children' s Theatre/ improvement
Most of time : happy with talent
More big name musicals/ famous people
Shakespeare
Mineral show/not good/ not enough variety need: glass pieces
33
More promotion/ brochures with information
More parking, dimly lit parking area
Need bigger events center (Lincoln) and bigger parking lot
More showstopper series tickets, larger events
Pricy, expand libraries
Maybe a little more conservative programs
New stuff, we are going backwards on this point
Get community behind it, group effort
Make it accessible by vehicle
New creative ideas
More events and good seats available, sold out events
More cultural events, other ethnic groups
More wordly discussions
More exhibits
Bigger museum with traveling exhibits
More science programs
More funding
More impactful and culturally significant selections
More community support for more adventurous programming
Denver museum- more space to show
More activity to promote awareness beyond the borders of USA
Contemporary art
More welcoming venues that will support art
More of the same
Better theatre productions
More collaboration
More events relating to international cultures
In Fort Collins more museum space/science and natural science
More availability and more frequent activities
Kids science club
More/ more big venues
Larger variety of arts theatre, dance, art , for kids, exhibitions
Need new performing arts center and library
More options would be nice
Broadway caliber shows
More SCFD involvement
More activities for 12 years old
Not enough for kids, too expensive
Better quality plays
More for children
What would it take to see the "big shows" up in Northern Colorado
Crowds- i.e. West Fest. Downtown expensive parking
Yes- more variety, more affordable
More youth oriented/ extreme activities
More artists, art work
More opportunities for kids at discount prices
34
More options would be nice, do what we do well
The more "live" shows the better
Cultural events are not cross- cultural
CSU could offer more
Too much family
More music, art- more local talent
Yes- increase in more theatre, ballet and well- known bands
More kids art classes, more for teens
Yes- more music opportunities for children
More concerts, more museums
More Bluegrass
Yes- drop the price, make things more affordable
More crowd control, traffic control
Bigger shows, more variety
More rotation of displays at discovery center
F .C. museum could reach out more to kids
Bigger name plays
More could be done at ranch, better festivals
Yes- more programs & variety for children
More museums (variety), more local artists
Love Nutcracker, etc . longer than the few days they have it
Maybe the Discovery Center
Yes, could improve the quality of performances
A real museum, science center
More variety, not just Hispanic culture options
Better promotion of activities
More stuff for kids
Only Lincoln Center
Stronger support for local theatre scene, more info CSU activities
Clean up some of the activities (vulgarity)
More quality performances in Budweiser Center
More free events
More variety, same old
List all events on a comprehensive website/ better calendar
Not a lot for the smaller children
Always room for improvement
More nights of performances for all popular shows
Higher quality would be nice
More connection to CSU for events
We do pretty well
Better advertising of art/ theatre
Provide more things for adults
More outdoor concerts, more info about how to participate
More entertainment options (too much family)
Museum programs for kids
More children/ family activities
35
More science /history activities
More outdoor activities
Art exhibits of high quality, summer festivals - make better
Bigger bands
More cultural activities
More jazz/poetry shows
More programs for adults
24. Are there additional arts, science, and cultural activities you would like to see
offered?
No ( 112)
Yes — ( 106)
Nothing Specific (7)
Total Comments Made = 225
Yes Comments :
City Hall for arts & music production, Theatre
Glass sculptures show
More quality performers
No opinion (new in the area)
Traveling, art exhibits
There is a good variety
Visual arts
Asper- Sante-Fe Ballet, rock concerts not in Denver
More outdoor concerts in summer
Yes, scientific talks, outdoor movies
Traveling arts shows, history beyond Fort Collins
More science programs
More art galleries dedicated to modern art
More provocative and edgy arts programs
Like Bas Bleu and smaller options
Movie in the parks
Concerts
Lively art
More, more outdoor quality, poetry reading, more accessible public
More theatre, Shakespeare
More plays
More outdoor concerts, too many people for LC
More traveling exhibits
Minor league baseball
Offer free concerts on different nights, not the same time every week
More concerts
More concerts for teens
More support by the paper, government
More world music/alternative cinema
36
More recent touring shows
Current variety is very good
Minor league baseball
Public access TV for the people who can't get out
More historical activities
More activities for the kids
More classes on art
More hands on science for elementary & teens
More rock & roll concerts
More literacy offerings
More foreign/ art films
More science offerings
More for the kids
More off Broadway productions
More music, art- more local talent
Could be more of every thing
More big Broadway shows
Off Broadway shows
More blues music
Symphony orchestra
More concerts- free festival style
Filmmaking classes
More oriental art/culture, more classic art
Bigger shows/productions
More K- 6 theatre for children
More community concerts
More diverse religion events
More art films/Indie films
More multicultural events
Nothing coming to mind
More modern art, multi- cultural & fine art
More activities for the teenage children
Yes, more jazz music
More metal work, sculpting, drawing
No, but all activities could be improved
More Cinco di Mayo events
More big name concerts, more music
More art exhibitions, larger shows
More local artists
More concerts, more things
Would like to see better art shows
Yes, Broadway shows
Maybe a museum
More theaters, museums
A real museum, science center
Quality art fairs/events
37
More diversity of cultural events
More summer outdoor series
Yes, more dance, more art
Decent dinner theatre, CSU, Bas Bleu
County fair- should not charge for this
For children, Discovery Center
Concerts in Budweiser event center are terrible
A Renaissance festival
More historical activities
Bigger shows
Bring people from outside our culture to give different perspective
More Native American events, western theme programs
More dog/cat shows
More theatre
Promotion could be improved
More touring art exhibits
More inexpensive concerts
Offer more cultural events
More independent/ foreign films
Exhibits, Christian shows at the Lincoln Center
Multicultural
History
More jazz music
More theatre
Music festivals
25 . Are there improvements to current art, science, and cultural activities you would like
to see made?
No ( 104)
Nothing Specific ( 11 )
Yes Comments ( 126) (See below)
Total Comments Made = 241
Yes Comments :
Improve/Update/Expand the Lincoln Center (56)
More and better parking at Lincoln Center ( 13 )
Need new or improved museums (8)
Upgrade/expand the Discovery Science Center (7)
Need New or Improved libraries ( 13)
More outdoor venues (2)
Actual Comments :
New concert hall
Need more libraries, improve sound at Lincoln Center
Better/ more parking, more lighting / Lincoln Center
38
Not necessary due to costs - maybe renovations of existing facilities would be more
responsible
Larger performing arts center, bigger
Better transportation, downtown arts venues, arts community, arts district
Bigger concert venue, Lincoln Center update for other programs, another theatre
Library drop boxes, CSU easy access
Cleaner
New venues, more low cost events/scholarships
Moving in the right direction
Additional seating and parking, nicer facilities (fancy, vendors)
More open space, too cramped
Lincoln Center ok
New facility to Lincoln Center and additions to museums
Lincoln Center needs to be replaced or changed to accommodate growing population
Better parking, more galleries
More update F . C . public library
Library expansion
Library more books
We need a bigger facility than the Lincoln Center
Improve backstage area of Lincoln Center
More collaboration among public art focused groups
New Lincoln Center, performance art pavilion /center
Larger performance area
More of each, larger facilities with traveling shows, national traveling art show
Lincoln Center could use museum
Improvements of museums
Things can always be improved
More on south side of town
Turn the old Steele ' s building into something
Expand Lincoln Center and larger performing center
Lincoln Center needs an upgrade, Discovery Center could use more funds (different
building)
Lincoln Center acoustics could be improved
Ft Collins museums could use expansion
Upgrades could be made across the board
More bike/hiking trails
Expand the modern art museum
FC museum needs improvement
Better or more seating
All could be improved
Expansion of current facilities would be nice
Bigger and better
More room in existing facilities
Bigger-new LC sounds system
Expansion of library, expand Discovery Center
We need additional performance arts space
39
Lincoln Center could be expanded, CSU could be better utilized
Space at CSU could be used to greater advantage
Nothing in particular
Some improvements are always helpful
Enlarge or expand Lincoln Center
Everything can be improved
Upgrade and expand Lincoln Center
Yes, they could all get upgrades
More eating in most venues
Mostly adequate
More galleries and more performing arts space
More $ put into the library
Yes, better art museum
Yes, Boston Brass (better performances/facilities)
Wheel chair activities, handicapped access not very good at Lincoln Center
Well maybe the Lincoln Center
Yes- everything needs improvement
Improvements to all
Expand the Lincoln Center
Revamp the Lincoln Center
Modernizing the CSU facilities
More restrooms for ladies
Upgrade the Northside Aztlan center
No charge to get into the fair
New performing arts center
FC high school as a performing arts venue
Acoustical treatment at Budweiser center
A wing to the FC museum, rotate exhibits
Lincoln Center acoustics, parking
Things can always be improved (3 )
Expand the seating in popular shows
Improve Lincoln Center acoustics
Lincoln Center needs upgrades
Tie in more with CSU & promote cultural events
Upgrade EPIC, parks
Need upgrade and modernization of all facilities
As the city grows, we need to expand
More emphasis on history
26 . Are there additional art, science, and cultural facilities you would like to see built?
No ( 138)
No Opinion, Nothing Specific (3 )
Yes Comments ( 153) (See below)
Total Comments Made = 294
40
Yes Comments :
Larger Performing Arts center (28)
More museums/larger museums ( 16)
Outdoor amphitheater/ outdoor concert venue ( 12)
More library locations ( 11 )
A new performing arts center ( 10)
Need new library (7)
More sports complexes/facilities (5)
IMAX (5)
Lincoln Center is too small (3)
Actual Comments :
New community center arts space, Dance, library built
New community centers
Not necessary due to costs - maybe renovations of existing facilities would be more
Stages, venues for theatrical production, variety in prices and sizes
Concert hall
Add on to libraries
Budweiser center ok
Keep public facilities up to date, Go Cart track
A center for performing arts with visual arts galleries, more performance spaces
New CSU thing cool, library, better Lincoln Center
Not a priority, update libraries
Rock Concert Hall (summer), outdoor concerts in Old Town
Civic museums for history
Love to have a bigger performance hall with the dignity of the Lincoln Center
Observatory
A zoo
More pools
Build a good rifle range, make the Poudre river a walk like San Antonio
More science facilities
Community theatre shared shop and rehearsal space
More small theatrical venues
Bigger performance hall, additional museum to hold large traveling exhibits
Theatre with better parking
City Recreation center
Collaboration among current organization either virtual or real
Nice to have more science "discovery center"
Larger facilities for larger shows
Places for programs to focus on international exchange
Bigger concert and theatre venue
Performance arts and theatre building
An outdoor theatre
Baseball stadium
New big multicultural center
New museum of modern art
41
Another sports complex
Artists center for meetings, exhibits, etc
Another place like the Lincoln Center
Yes, but who will pay?
Native American Culture Center
Larger theatre for recently touring large shows
More for kids
History museum
An additional discovery or science center
A larger concert venue
Huge skate park
More museums, more historical offerings
Yes, music museum
A comprehensive art museum
Have venues not all in Old Town
More performing arts venues, fine art building
Movie house on North side of town
A large 5000 seat performance hall
A museum of modern art
More smaller venues or smaller theatre
Would like to see architectural projects
Just use what we have better
Natural history museum
Yes, libraries, theaters
Library on the S .E. site of town
Yes, better museums
Yes, museums, etc
Same as above - eventually new facilities
Really nice center would be nice
New sports area
Lincoln Center needs improvement
A new Discovery Center/science museum
Good science facility
Model plane flying park
More art galleries
A larger permanent farmer's market venue
New facilities for all the arts
A larger museum
Nothing
A better/ bigger science museum
More variety of restaurants
Upgrade the Aggie, Lincoln Center, Discovery Center.
Minor league ball park
42
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FORT COLLINS CULTURAL FACILITIES PLAN April e12 08
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CONTENTS
1 , Executive Summary 01
2 , Introduction 05
3 , Market Review 09
4, Facility Inventory 17
5, User Demand 25
6. Community Benefits and Impacts 29
7 . Conclusions and Recommendations 31
8 . Space Program and Location Criteria 47
9 . Implementation Cost 71
10 , Business Plan 73
11 . Appendices 85
(a) Pro Forma
(b) List of Study Participants
i
Table of Contents
111
5 I
} 9
1
� I
1 . EXECUTIVE SUMMARY
Overview The consulting team of Pfeifer Partners Architects , Web Management Services
The City of Fort Collins is well positioned to build on its strong history in the and BHA Design Inc. were commissioned by the City of Fort Collins to com-
arts , a pro-active cultivation of cultural venues, and the renewal of a sales tax plete the plan by performing a detailed study of the continued need to improve
dedicated to capital projects . Over the past 10 years the City has repeatedly existing cultural facilities and the potential of adding new venues where gaps
been recognized as a " best" small city, place to live , visit, raise a family, get an are forming . The Cultural Facilities Plan addresses both infrastructure and
education , and retire . While much of this success may be attributed to down- facilities , which are integral to achieving the goals set forth above .
town revitalization amongst the Rocky Mountain backdrop , the vibrant arts and
cultural community has played a pivotal role in making Fort Collins a unique The combined uniqueness of the population , geographic location , history of
place . Education levels for the City are significantly higher than the Nation and the arts , and commitment of the City in large part led to the recommendations
region with 93% of the community's residents having completed high school of the study team for a range of new facilities from those modest in size to a
and nearly twice the national average holding bachelor's and graduate degrees . larger performing arts center in the midst of downtown Fort Collins . A hybrid
Furthermore , the Fort Collins' urbanized area is forecasted to grow 165% be- approach using both distributed and centralized models allows flexibility for
tween now and 2035 . This , in addition to the approximate 1 million day visitors smaller components to be developed in different locations , at different times ,
and 400 , 000 overnight guests , set the stage for the development of a Cultural and within existing or new buildings . As opportunities arise partnerships may be
Plan for the City . City Cultural Services staff and Arts Alive laid the ground established for shared facilities . These types of facilities are ideal for balancing
work with a cultural assessment, inventory, community survey, and public out what geographic information maps illustrate as an imbalance in popula-
forums ; from which were established six primary goals : tion in the southern portion of Fort Collins with the majority of facilities on the
north side . Identifying individual components that can function singularly or in
• Employ arts, culture, and participatory science to strengthen Fort combination will have a positive impact on the enhancing the artistic qualities of
Collins ' economy, increase tourism , and improve quality of life. neighborhoods .
• Develop and fund a cultural commission , or arts council , to promote
and support the business of the arts . Two fundamental recommendations address the infrastructural needs of
• Build Fort Collins' identify as a cultural destination by increasing the Fort Collins :
visibility of arts , culture, and science activities . Establish an Arts Council : Fort Collins' large inventory of small arts
• Develop sustainable funding — both public and private, to supports organizations need support in order to thrive and succeed , both in ex-
arts, culture, and science programs .
• Ensure the availability of arts education programming to our youth .
• Develop the right mix of cultural facilities to meet the needs of the
community and to make Fort Collins a destination attraction
Executive Summary -4m
isting facilities as well as updated or new facilities . An arts council can
provide skills , education , marketing , advocacy, and business support.
On-going funding for such an organization is a key to its success .
• Sustainable funding and philanthropy : A significant number of Fort � 4011
Collins arts and culture groups are suffering from budget deficits and Ts � &0
a lack of a broad base of local funders . Educating the community of . . .
the merits of giving , and pursuing sustainable on-going funding will '
help secure the future of these organizations and the value they provide
to the community.
Ten core recommendations were equally divided between cultural and perfor-
mance facilities and include :
Cultural Facility Recommendations - - -
• Club Tico Renovation : The facility is in poor condition , but provides
affordable space for dance events, classes and other events. Renovating
the facility will increase and diversify use for recreation , arts programs ,
and community rental space . Improvements should include retractable
seating that permits both performance and social dance settings .
• South-Side Community Arts Centers : Arts and cultural opportunities
are concentrated on the north side of the City, while population is more 1
dense and growing on the south side . Developing two distinct community
arts centers on the south side in concert with future recreation facilities at
Fossil Creek and Spring Canyon Community Park locations , would im i
prove neighborhood quality of life and help balance artistic opportunities . f� .
• Studio and Exhibition Space : With a waiting list at the Poudre River Arts
Center facility, plans for FCMOCA to remove rental studio space as they
expand their facility, and anecdotal evidence that large numbers of visual
and literary artists work at home , there is a growing need for rented studio, n
exhibition , and gathering space . New construction or adaptive reuse of
downtown warehouse space near existing museums is suggested .
• Science and History Satellite near the Lindenmeier Site within the ` .
Soapstone Natural Area : The facility would include exhibition space , a ,
performance or film screening room and research facilities that could be `
run in collaboration with Colorado State University. Such a facility will pro LT
vide an internationally distinct cultural facility with potential to attract signifi '
cant cultural tourism .
• Shared Administrative and Production Space for Local Arts Organiza
tions : A centralized space for shared administrative and production space
of approximately 20 , 000 gross square feet. Such a facility would include
shared administrative offices with cubicles , partitioned space , and confer
ence rooms for rental by the hour. Other shared , rental resources should .
include a large scene , costume, and prop shops with the possibility of —
small , flexible performance space .
Performance Facility Recommendations
• Black Box Theater 99 -150 Seats : There is an unmet demand for quality
flexible space for theater, dance and music performance . The Mini-Theater
at Lincoln center lacks many of the technical and acoustical features that
local groups' desire and its rental schedule remains booked . A new black box = `
theater could be accommodated off the west corridor in Lincoln Center or in _ r
approximately 9 , 200 gross square feet of space elsewhere .
• 500-800 Seat Theater: A large gap exists in the local facility inventory for . -
a mid-sized performance space between 500-800 seats . Productions that '
require this size performance venue are too large for the Lincoln Center's
Mini-Theater and too small for the large performance hall . Concepts for
p p
retrofitting the Lincoln Center large performance hall to a 700 seat facility 4
have been provided as well as a 47 , 000 gross square foot program for a
new facility. Executive Summary
• 1 ,500- 1 , 800 Seat Performing Arts Hall : Lincoln Center's large performance
hall has seating and technological deficiencies that prevent large scale shows . 1
A 1 , 500 - 1 , 800 seat center with rehearsal and support spaces could be newly
constructed with an approximate gross square footage of 96 , 000 . (specific site
tested at Mountain Ave . and Mason Street, along the future Mason Corridor)
A state-of-the-art performing arts center would be capable of successfully - '
presenting touring Broadway, live symphony , ballet o era and popular
p 9 9 Y, , p p p
entertainment.
• 2 , 500 Seat Hall : A 2 , 500 seat venue would help Fort Collins dramatically raise
its arts profile and become a cultural destination . The Bohemian Foundation 's
interest in developing a large scale music venue would be fulfilled along with f..:
opportunities to attract substantial touring music shows and other types of
entertainment .
• Outdoor Event Venue : A centrally located downtown location for outdoor
performances , festivals , farmers markets , or community gatherings would fill -
an outdoor venue void . A basic program outlines a need for approximately 2
acres for a 5 , 000 seat facility. Up to 1 /3rd of those seats could be housed in
a sheltered indoor / outdoor pavilion and the remainder located on a terraced
lawn and/or plaza setting .
Y'
.�- -
s" -
2 . INTRODUCTION
In the Fall of 2006 , The City of Fort Collins contracted with Webb Management • Spoke with local and regional Fort Collins-based arts organizations , educators ,
Services with Pfeiffer Partners Architects and Planners to complete a Cultur- civic, and community leaders
al Facilities Plan . The plan includes a two part feasibility study for improving • Toured existing local and regional facilities
and adding new cultural facilities in their community . In the first phase of work • Studied the size and characteristics of the market area including population
the team established the need for new facilities and other initiatives that would trends
strengthen the cultural life of the City and support the achievement of broader Researched comparable markets and the role of facilities and programs in their
community goals . Part one , the Needs Assessment, determined the current use communities
patterns and long term demand and potential for existing and new cultural facili- Evaluated a number of opportunities and partners for facility development that
ties . Phase 1 looked at four key issues: might exist today or in the near future
• Market Review of Audiences : Is the capacity and propensity in the market area Out of this process came a series of preliminary recommendations for new cul-
for expanded audiences for arts and cultural opportunities? tural facilities as well as potential partners that could help the community finan-
cially realize these opportunities . Phase two of the study dealt with operational
• Existing and planned facilities inventory: What existing and planned facilities aspects of these recommendations . A physical space program and business
serve local and regional audiences and cultural organizations? How well are plan for each of these facilities was generated . Components of the second phase
these facilities serving the needs of those groups? Are there gaps in the facility included :
inventory that new arts and cultural facilities in Fort Collins might fill?
• Space Program : Preliminary program for key facility recommendations
• Demand (Uses and Users) : Who would use new or upgraded facilities in Fort outlining the size and types of spaces required
Collins and for what? What size , shape , and type of venue is appropriate Preliminary Cost Estimate
for their work? Are significant performance opportunities missing from the Location Criteria : Matrix showing the lot size needed , parking requirements ,
community? special building features to consider, and the potential to reuse and existing
building . Preferences for visibility, accessibility, and possible synergies were
• Benefits and Impacts : What is the "value-added" of new cultural facilities to the also outlined .
community, its citizens , and the region? Will it help advance the City's broader
goals? And do these benefits justify an added investment? Throughout the process the team worked in concert with the City of Fort Collins
Cultural Services and Facilities Department, the Downtown Development Author-
To consider those issues , the team held stakeholder interviews , conducted ity, and key stakeholders .
two workshops , and met with or reviewed the operations of over 24 cultural
organizations in the area . The team also :
Intri
• • •
Study Area Context 1 . Connectors
The study area focus was defined as approximately 675 acres around the inner S Mason Street Corridor and Canyon Street Art Walk
core of Fort Collins from Myrtle Street on the southern edge , Buckingham Street Transit Loop / Center and Connection from Old Town to the River District
to the north , Cowan Street towards the east, and Meldrum Street on the western 2. Open Space Amenities
boundary. This area is covered by 4 . 5 quarter-mile walking radii circles or 5 Poudre River Greenway
minute walks per radius . Other institutions outside this geographic area such Library Park
as Colorado State University were included in the overall study. Urban design Oak Street Plaza
characteristics were examined in order to provide keener insight into recommen- Lee Maratinez Park
dations for new cultural facilities and strengthening those already in place . A Washington Park
large format "existing conditions and ideas model" was built and presented in a Park on Laporte Street
workshop format. Elements including key transit routes , proposed development Link-n-Greens Golf Course (not so important)
initiatives , district boundaries , major downtown commercial corridors , cultural 3. Existing Cultural / Institutional / Activity Generators
landmarks, key open spaces , pedestrian friendly walking zones, select proposed Lincoln Center
facilities . Much of the mixed-use portion of downtown hinges off Mason Street Old Town Lofts and Potential Hotel Site
such as Civic Center Master Plan Area and the Entertainment District (includ- MOCA (with CFAP)
ing Old Town Square) . Ongoing improvements along Jefferson Street and the Old Town Square
Linden Street will better link the Downtown River District to the Mason Street Nonesuch Theater
spine . Bas Bleu Theater
• Belgium Brewing Visitor Center
Existing Conditions and Ideas Workshop Old Heritage Park
In January of 2007 an " Ideas Workshop" was conducted to better establish the 4. Planned or Underway Projects
physical context of Fort Collins existing cultural , institutional , and entertainment Aztlan Center (adult center / recreation)
assets in the downtown area . Initial findings were presented using a scaled , 4'x7' • Discovery and Science Center with Fort Collins Museum
aerial base with a layering of movable model pieces . (noted above in the Study Bohemian Theater
Area Context Section ) 5. Initial Ideas
• 1 , 500 — 1 , 800 Seat Theater
An outline of key planning elements in part included : 500 — 800 Seat Theater
Aerial Base with Major Street Names 99 — 150 Seat Flexible (studio) Theater
• Civic Center Master Plan Area (blue) Production and/or Exhibition Facility
• Old Town District Area (yellow) Outdoor Event Venue
• Downtown River District (green line — Poudre River) 6. Walking Radii and Proposed Bus Rapid Transit Line
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3 . MARKET REVIEW
We will look at the size , potential growth , and characteristics of Fort Collins and
Rate of Participation : Education
the regional market in order to reach conclusions about the capacity and propen-
sity of the market for continued and expanded audiences to support additional Other Dance
Ballet
cultural facilities and opportunities .
Plays
Musicals
National Arts Participants Opera
Before we consider the market for cultural participation in Fort Collins , it's impor- classical Music
tant to understand who is participating in the arts nationally. Every five years , the Jazz
National Endowment for the Arts ( NEA) conducts the Survey of Public Participa- Rio 0 5 10 15 20 25 30 35 40
tion in the Arts (SPPA), the latest in 2002 . The SPPA is intended to identify the M HS Grad p Some College M College Grad Grad School
demographic characteristics of those who participate in the arts , both as audience
members and as active participants in classes, performing groups and more .
Some key findings of the most recent study include :
• 32 percent of adults attended at least one performing arts event in the previous
12 months . Rate of Participation : Income
o $75K +
• 8 percent of adults performed or created one type of music, theater, dance or Other Dance $50-60K
visual art in the previous 12 months . Ballet
�
• The total number of arts attendees is increasing , but it is increasing relative to Plays $40-50K
�
a growing population , not because the arts are attracting a different type of Musicals $30-40K
attendee . Opera $20-30K
Classical Music
• An arts attendee is likely to attend more than once a year, with the averages o $10-20K
Jazz
for each discipline varying from 1 . 7 times for Ballet to 3 . 1 times for both Jazz I I i i M <$10K
and Classical Music. Rio 0 5 10 15 20 25 30
The following charts analyze what demographic characteristics make a person
more likely to attend the arts . These are national averages .
Education is by far the most predictive factor of arts attendance . Across all cat-
egories, the propensity to attend arts events among those who have completed Rate of Participation : Age o 75 and over
Other Dance O 65-74
college is at least three times greater than for those who have finished only high a 55-64
school . As we can see in the first chart, with each advanced level of education Ballet 45-54
there is an increased probability of arts attendance . Plays o 35-44
O 25-34
Musicals O 1824
Income is fairly correlative to arts attendance, although it is not as steadily pre-
dictive as education . As seen in the second chart, those who make $75 , 000 a Opera
year or more attend far more frequently in every category. However, the income Classical Music
brackets below $60 , 000 are not as strongly correlated to attendance , with little Jazz
variation in participation by those in income categories under $30 , 000 .
% 0 5 10 15 20 25
There is an even weaker correlation between age and overall arts attendance ,
and the same could be said of race . These two groups are more strongly cor-
Educational Attainment
related to the type of art activity that an individual would attend : while an African Graduate or Prof Degree
American person may be more likely to go to a jazz concert and a Caucasian Bachelor's Degree
person may be more likely to see a musical , neither group is necessarily more or Associate Degree
less likely to attend arts events in general . some College. No Degree
High School Graduate
Fort Collins Demographics 0% 5°k 10% 15% 20% 25% 30%
Turning now to Fort Collins , we consider the audience for new cultural facilities in M United States W 10-mile radius p 30-mile radius Cl 175-mile radius
terms of the National population , and 10 , 30 and 175-mile radii surrounding the
center of Fort Collins . The three radii were defined using regional geography, Fort Cotllns Market 10 NIdes
determining that a 10-mile radius captures the Fort Collins population , a 30-mile ' -
radius captures a larger local population including Loveland and Greeley, and
a 175 mile radius Includes the regional population , Including Boulder and the R
Denver-metro area .
For the following analysis, we use comprehensive data provided by the 2004 US
Census update for the National population . For the three radii , we use more spe- 2006 Education Summary
cific data for the year 2006 provided by Claritas , a marketing research resources 40%
company providing up-to-date demographic data as well as future estimates . It 30%
p Y p g p20% 27°°
is important to consider all three of these defined areas with similar importance , 10% 1B%
10% 12% 11%
as Fort Collins hopes to eventually develop an inventory of cultural facilities and os
programming that draws attention and audiences from around the region . US 10.mile 30.mile 175-mile
M Bachelors Degree and higher p Graduate Degree and higher
Overall , the City of Fort Collins and local and regional populations are highly
educated . Education levels for the City of Fort Collins are significantly higher
than the Nation and the Region . Specifically, 93% of the community's residents Income Distribution
have completed high school , as compared to 88% of the local 30-mile population $150,000 or more
and 76% of regional population . More importantly, the number of residents who $100,000 to $149,999
have earned Bachelor's and graduate or professional degrees is nearly twice that $75,000 to $99,999
of the Nation . $50,000 to $74,999
$25,000 to $49,999
Less than $24,999
The population of the entire Fort Collins region is significantly wealthier than the
Nation . As may be expected , the larger local and regional populations are not 0% 5% 10% 15% 20% 25% 30%
quite as affluent as the center of Fort Collins , but these areas still reflect higher M United States M 10-mile radius M30-mile radius M 175-mile radius
than average household incomes .
Currently, Fort Collins and its surrounding areas have a high number of 18 to 34 Income Distribution
year old residents and a lower than average number of children . However, as
we' ll examine next, the population is aging and its face will change in the coming $150,000 or more
$100,000 to $149,999
years .
$75,000 to $99,999
$50,000 to $74,999
At its core , Fort Collins is not very diverse , with a higher than average White $25.000 to $49,999
population . However, the larger local and regional communities are home to a Less than $24,999
significant Hispanic and/or Latino population . 00/ 5% 10% 15% 20% 25% 300/
United States 0 10-mile radius M 3&mile radius 17 175-mile radius
Market
Demographic Trends
The ways in which Fort Collins' populations are changing are also important in 2006 Income Summary
terms of predicting the community's likelihood to support cultural facilities and 41
�h
programs into the future . Claritas provides historical data and uses trends , in 2ff, 26%
15,
combination with a number of other factors , to estimate future populations . The 1ffh �, 9
charts below show how Fort Collins demographics are expected to change in the us 1°mile 3°m°e P&mile
75K d higher 01WKand higher 0150K antl higher
coming years : �
This data allows us to draw the following conclusions :
Age Distribution
• Fort Collins and its surrounding areas will continue to maintain a high rate of
Age 65+
educational attainment; however the level of education for the population as a
Age 35 to 64
whole is not likely to increase . This rate is already significantly higher than that
Age 18 to 34
of the Nation .
Age 17 and under
• Median household income levels for the local population will increase at a 00/0 5% 100/0 15% 200/ 250/ 30°k 35% 400/ 450/
� United States p 14mile radius M 36mile radius O 175-mile radius
higher rate than that of the region .
• The median age for the region will continue to assimilate , though the local Fort
Collins population was much younger as recently as the year 2000 .
Race Distribution
• The regional Hispanic and Latino population will continue to grow at a slow but
Black or African American
steady rate . Asian
Hispanic or Latino
Personal Participation in the Arts White
As previously mentioned , the Survey for Public Participation in the Arts also 00/ 10% 20°� W/o 50% 60% 70% s0% 90
studies lifelong and recent adult tendencies to actively participate in the arts . F. united Satea 016mile radius 036mile radius 0175-mile radius
In 2002 , one-third of surveyed adults took music lessons or classes at some
point in their lives ; 18 percent took some sort of visual arts class . In addition ,
8 percent of American adults performed or created at least one type of music,
theater or dance; they were most likely to sing in a vocal group or dance . Among
this group, young-adults (aged 18 to 24) are most likely to perform or create art
followed b the baby-boomer/empty-nesters a ed 45 to 64 . While the specific Educational Attainment
Y ( 9 ) p (Bachelor's Degree and Higher)
demographics of adults who take classes in the arts are not known , we do know o - - o
that most take classes when they are young . Also, more adults take visual art or
music classes than other types of lessons or classes .
2" 2006 2011
-� 30mi1e Ring -W- 3�mile Ring 176mile Ring
In Fort Collins, while the proportion of young-adults within the population is de-
creasing , the empty-nester and retiree population is increasing more so than any
other population segment.
Median Household Income
$70,000
$ss,0
This may demonstrate a need , and certainly supports an argument, for oppor- �°°° 9
tunities and programming that allow more active arts participation for local resi- $55,006 76
dents . °°° '° �
$95,000
1999 20°6 20]1
-� 1°mile Ring + 3Dmile Ring tll&rnri Ring
Market Growth
Perhaps even more important than education or other factors is the rate of growth
in the community and region . The NEA has found that arts attendance is grow- Median age
ing , but it is not growing because of a diversification of the audience ; instead , 370 Ilk
attendance is increasing due to increasing populations . °
MR
The charts above show that while the rate of growth has slowed in the immedi- 300 310
ate Fort Collins area , the rate is still significant and populations are continuing to 2� 2011
gradually climb . -A-- 1Umile Ring -IW- 3 mile Ring -,*-- 175mile Ring
The North Front Range Economic and Demographic Forecast for the North Front
Range Modeling Area (first published in 2003 and then updated in 2006) helps Hispanic/ Latino Population
us understand this growth within a larger context. The North Front Range Model- 250A
2XY� a
ing Area is a geographic area defined by the federal government as Fort Collins' 150A
10'h t---
urbanized area (plus growth ). Data from this report, along with population data 5%
7 _�:j a
garnered from Claritas for our review of 10-mile and 30-mile radii . is incorporated 2666 2°°6 2011
f lUmile radius f3C-mileradius -0 17bmlle radius
in the chart below.
Clearly, the regional population growth is significant, though not surprising as the
Forecast's 2006 review was in line with estimates first established in 2003 .
In addition to population growth , the North Front Range Economic and Demo-
graphic Forecast assesses job growth , key demographics and more, determin-
ing that the North Front Range ( including Fort Collins) is the fastest-growing re-
gion in the state, with affordable housing , amenities and good job prospects .
The Non-Resident Market
Unfortunately, there is very little information available on tourism , let alone cul-
tural tourism , in Fort Collins . The Fort Collins Convention and Visitors Bureau
estimates that approximately 1 million visitors visit Fort Collins each year, with
400 ,000 staying overnight.
A study is now underway to better understand the number and types of visitors
who travel to Fort Collins each year. While this data will be useful in understand-
ing the potential for cultural tourism in Fort Collins , there is not significant growth
potential , particularly in the summer months , until capacity (number of beds) is
increased .
If capacity is increased , the addition and expansion of cultural facilities and op-
portunities can provide great benefit to the City's economy, as we' ll explain in
Chapter 6 . The challenge in maximizing those benefits will be changing the
length of stay, profile and time-of-year visits for non-resident visitors .
Audience Summary
As a whole , residents of Fort Collins and the surrounding areas have an ex-
tremely high propensity to support the arts now and into the future .
More specifically, the market indicates a growing propensity to support participa-
tory community arts and culturally-specific programs . New cultural facilities and
expanded arts programs in Fort Collins have the best ability to draw audiences
from the following population segments:
Families
Fort Collins is a very family-oriented community. Current and projected demo-
graphics indicate that the number of children under the age of 17 is growing .
Empty-Nesters
' Empty-nesters' are an increasingly significant part of the Fort Collins community,
especially as Fort Collins continues to be lauded as a great place to retire . This
population segment has perhaps the best propensity to participate in new cul-
tural programming . Research indicates that a significant and growing number of
empty-nesters and retirees seek to fill their new free time with shopping , parks ,
entertainment and cultural activities. These residents are in a stage of life where
they can now devote time , money and attention to activities that are more social ,
recreational and self-improving . This is reinforced by research conducted by the
National Endowment for the Arts , which indicates that this population segment is
also likely to actively participate in the arts .
Hispanic population
The Hispanic/Latino population in Fort Collins and the surrounding region is ex-
pected to grow in the coming years . Already comprising approximately 10 per-
cent of the local community and almost 20 percent of the regional community,
this group is likely to respond to culturally-specific Hispanic programming in any
genre of the arts .
While populations within the ten-mile radius that surrounds the City comprise
the best prospective arts attenders , the entire region will maintain high levels
of educational attainment and higher-than-average income levels in the coming
years . And job and population levels will also continue to grow at significant
rates, enlarging the potential audience base even further.
Market Review
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4 . FACILITY INVENTORY
Following is a review of cultural facilities located in or near Fort Collins .
Lincoln Center
Lincoln Center is the City of Fort Collins' primary cultural arts center, with two
Lincoln Center Use Levels
indoor performing arts spaces ( 1180-seat and 220-seat), three indoor galleries, Performance Hall Mini Theater
Total Days Paris Tech/Reh Empty Total Days Perfs Tech/Reh Empty
conference facilities , and an outdoor sculpture and performance garden . 2003-2004 276 169 59 90 276 145 53 98
2004-2005 274 187 59 7S 274 144 53 99
2005-2006 277 174 69 93 277 149 113 16
Since Lincoln Center opened its doors in 1978 , it has become one of Colorado's
largest and most diverse presenters of professional theater, dance , music, visual
arts , and children 's programs . The building is owned and operated by the City
of Fort Collins , which also administers an extensive presenting program , now
including the following seven series :
• Showstopper Series , including seven presentations of headliner talent and
Broadway tours .
• Anything Goes Series , featuring a diverse , multi-disciplinary line-up of
performances that includes comedy, theater, and performance art
• Classical Music Series , a series of three chamber music events presented in
partnership with the School of the Arts at Colorado State University featuring
emerging and established classical artists .
• Dance Series , a multi-cultural lineup of a number of different dance genres
including ballet, modern and more .
• Adventure Cinema Series , including approximately 6 different documentary
films every season , each with its own adventure and travel theme
• Imagination Series , a series of four multi-disciplinary and multi-cultural , family-
oriented performances .
• Lincoln Center Special Events , a variety of diverse performances , comedy and
music artists.
Facilltv i
• m
I
In addition to City-sponsored programs, a variety of local arts groups use Lincoln a lobby and gallery space and a 99-seat theater. A second phase of renovations
Center regularly for classical music, opera , theater, dance and other performanc- will create formal administrative space, dressing rooms and a scene shop . BBTC
es . In addition , the Center's meeting rooms are booked regularly for community is in the midst of a capital campaign to pay off all debt associated with the first
meetings and events . phase of renovation and to complete the second phase .
As shown in the following chart, both the Performance Hall ( 1180-seats) and City of Fort Collins ' Club Tico
particularly the Mini-Theater (220-seats) at Lincoln Center are heavily used for Club Tico, formerly known as the City Park Center and renamed for a popular
presenting and rental programs . Even still , the condition of these facilities is poor youth center, is adjacent to the outdoor pool in City Park and is the home to
to average ; both facilities lack the proper support space , acoustics , site lines and many of the Recreation Division's dance and movement activities . A former roller
technology necessary to support touring productions and to most effectively sup- rink, the venue still has its original hardwood floor though it is in poor condition
port local arts groups . and without proper HVAC. The venue offers affordable rental rates for arts and
community groups and individuals and is often used by a number of Fort Collins
social dance organizations . Club Tico's capacity is 300 .
OTHER LOCAL PERFORMANCE FACILITIES
Carousel Dinner Theatre
Nonesuch Theater Locally produced Broadway-type entertainment is accompanied by full course
Nonesuch Theater is a commercially-operated venue located in the heart of Fort dinners at the Carousel Dinner Theatre . Banquet tables and chairs on tiered lev-
Collins' historic district. The Nonesuch Theater Company, established in 2004 els seat approximately 200 patrons around a thrust stage. The Dinner Theatre
under the artistic direction of Nick Turner, is currently producing a "Season of produces four to five productions a year. The season is usually September to
Musicals" showcasing Always . . . Patsy Cline ; Urinetown , The Musical ; and I Love May, with occasional summer productions based on demand .
You , You' re Perfect, Now Change , as well as Greater Tuna in their " Play Series . "
The 49-seat venue is available for rentals . Colorado State University, University Center for the Arts
The University Center for the Arts ( UCA) is a state-of-the-art performing arts cen-
Bas Bleu Theatre ter located in the renovated Fort Collins High School . UCA's facilities include the
The Bas Bleu Theatre Company (BBTC) opened in 1992 with the objective of 550-seat Edna Rizley Griffin Concert Hall ; a 317-seat thrust theater; an experi-
presenting quality productions in an intimate "salon" theater. Under the direction mental theater; a music rehearsal hall ; and ancillary theater spaces , including a
of Artistic Director Wendy Ishii , Bas Bleu has produced , performed , exhibited or paint and scene shop and dressing and green rooms . The final and largest phase
hosted over 450 events since its founding . In 2002 , Bas Bleu was outgrowing its of the facility's renovation is now underway. When complete , it will add gallery
small 49-seat theater ( now home to Nonesuch Theatre) and assumed ownership and exhibition space, a historic costume and textile gallery, dance studios , recital
and began renovation of the Giddings Machine Company located just north of and rehearsal chambers, and classrooms . The entire project is expected to be
Old Town with the help of two local theater supporters. The new facility includes completed in 2008 and will primarily serve CSU 's arts programs , though certain
facilities are available for outside rental when academic arts programs are not PERFORMANCE FACILITIES IN LOCAL SCHOOLS
using them .
A few arts and community groups utilize facilities at area schools, where rental
CSU UCA Edna Rizley Griffin Concert Hall costs are quite affordable , though availability is limited as school programs and
The 550-seat concert hall includes some of the most advanced acoustical design use take precedence over outside users .
features in the region , including articulated walls , ceiling clouds and raked seat-
ing designed to provide the highest quality sound . The concert hall does not Poudre High School Auditorium
include fly space and is most appropriate for classical music performance . Built in 1963 and remodeled and expanded in 1995 , Poudre High School includes
a 100-seat mini auditorium , and a 700-seat "standard issue" high school audito-
CSU UCA Thrust Theater rium .
The 317-seat University Theatre is a thrust design , creating intimacy between ac-
tor and audience with its three-quarter-round arrangement of stadium seating . Rocky Mountain High School Performance Hall
Rocky Mountain High School was redesigned and reconstructed in 1995 . Class-
CSU UCA Experimental Black Box Theater rooms were enlarged , advanced technology was integrated into the framework,
This 99-seat Studio Theater is a flexible , experimental space that serves CSU 's and new facilities were added including a state-of-the-art media center, a new
theater department as both a classroom and performance space . vocal music room and a black box theatre . The performance hall seats 725 .
Colorado State University, Lory Student Center Theatre
The Lory Student Center Theatre was originally built in 1962 and renovated and Fossil Ridge High School Performing Arts Center
restored in 1998 after a flood destroyed the stage and damaged seating and The Performing Arts department of Fossil Ridge High School offers extensive
other features . The space is primarily used for CSU events but is sometimes performing arts opportunities to its students in its state-of-the-art performing arts
rented for performances and special events . Seating capacity is 650 , with 220 center. This performance facility seats 600 .
seats located on a balcony level .
Fort Collins High School Performance Hall-Tower Theater
Colorado State University, Moby Arena Tower Theater is "a welcoming and open environment where students can exer-
Moby Arena , a cozy and intimate facility located in the heart of CSU 's campus, cise their passion for the Arts . " Capacity is 750 .
sometimes hosts large-scale touring entertainment and headliner acts. A recent
renovation included new seating and refurbished ancillary spaces along with
meeting rooms and an auditorium . Seating capacity is 6 ,000 .
Facility i
Inventory
LOCAL OUTDOOR PERFORMANCE FACILITIES Rialto hosts a variety of events , ranging from classical music concerts to rock
bands , children's theater to classic silent films . Local and regional theater and
Lincoln Center Terrace Sculpture Garden choral groups present their seasons here and businesses hold seminars and
The Lincoln Center Terrace Sculpture Garden seats 125 people and is primarily training meetings in the theater. The Rialto is in good condition . It is owned and
used by Lincoln Center for a Summer Concert Series . In 2006 , Terrace program- operated by the City of Loveland .
ming included the First Friday Concert Series , the Summer Children 's Series ,
and the Live & Out to Lunch Series , a lunchtime music series on Friday after- Fox Theatre, Boulder
noons . All programs are free . The Terrace Sculpture Garden is also available to Originally constructed in 1926 as the Rialto Theatre , Boulder's Fox Theater
rent for weddings and outdoor receptions . served a variety of uses and users in its early years. Since 1991 , the Pyramid
Group , Inc. has operated the 500-seat venue as a commercial popular music
Mishawaka Amphitheater venue , focusing on national concerts .
This historically renowned outdoor venue "has been a cultural staple in Colorado
for many decades . " Founded in 1916 , "The Mish" hosts seasonal popular music Chautauqua Auditorium , Boulder
and entertainment, drawing music fans, outdoor recreational ists, families, college The Chautauqua Auditorium is a historic venue built in 1898 , and is included
students, and environmentalists alike , many of whom camp nearby. Concerts run on the National Register of Historic Places . With a capacity of 1 , 200 , it has
July through mid-September. Capacity is 908 . been voted one of the top ten places artists love to play because of its superior
acoustics and intimate feel . The Auditorium is home to the Chautauqua Summer
CSU Hughes Stadium Festival and the esteemed Colorado Music Festival .
Hughes Stadium at Colorado State University opened in 1968 . In 2000 , per-
manent lighting standards were installed , allowing the facility to host occasional Cheyenne Civic Center, Cheyenne
nighttime events and concerts. A recent renovation expanded the seating capac- Built in 1981 , the downtown Cheyenne Civic Center seats approximately 1 , 500
ity to more than 40 , 000 . (584 orchestra-level seats , 478 loge seats and 434 balcony seats) . The Center
presents headliner talent as well as touring shows such as Lord of the Dance ,
A Chorus Line , Cats , Grease , Sesame Street, and the Bolshoi Ballet. It is also
REGIONAL PERFORMANCE FACILITIES (WITHIN A 30- MILE RADIUS) available for outside rental by community arts and cultural groups .
Rialto Theater, Loveland Union Colony Civic Center, Greeley
The Rialto Theater is a 450-seat historic venue (dating back to 1919) in down- The Union Colony Civic Center ( UCCC) provides Northern Colorado and the
town Loveland . After many years of alternate use, a community initiative involv- surrounding areas with a variety of local , regional and national entertainment.
ing fundraising and thousands of hours of volunteer labor allowed the restored Programming includes Broadway musicals, comedy, concerts , dance , and plays .
Rialto to reopen as a community performing arts center in February 1996 . The The Center may be rented for theater productions , concerts , meetings and re-
ceptions . UCCC's 1 , 665-seat Monfort Concert Hall hosts Broadway productions , Font Collins Museum of Contemporary Art
dance and music presentations with state-of-the-art sound and lighting systems . The Museum of Contemporary Art ( MOCA) is a private , non-profit art museum
The Hensel Phelps Theatre seats 222 for meetings , recitals and theater produc- located in the historic Old Post Office building in the heart of downtown Fort Col-
tions . lins . Founded in 1983 , MOCA purchased Fort Collins Old Post Office building in
1990 where MOCA offers diverse experiences through exhibitions , collabora-
Budweiser Event Center, Loveland tions , community events , publications, lectures and performances . As the only art
The Budweiser Events Center at the Ranch , located in Loveland , Colorado , is a museum in Fort Collins, MOCA presents ten to twelve rotating art exhibitions in
7 ,200-seat multi-purpose venue that opened in September 2003 , and is home two 1 , 800 square foot galleries featuring the work of local , regional , national , and
to the Colorado Eagles of the Central Hockey League and the Colorado ICE international artists . MOCA's ArtsCool program offers art classes for children ,
of the United Indoor Football League . The arena , owned by Larimer County, is teens and adults. Several local artists have studios in the MOCA building and
managed by Global Spectrum , a public assembly facility management firm . This open their studios for public observation throughout the day. MOCA also holds a
multi-purpose facility hosts sporting events , family shows , concerts , trade shows, public tour of over 50 artists' private art studios in the Fort Collins and Loveland
and more . area each September.
Font Collins Museum
MUSEUMS, NATURAL AND HISTORIC ATTRACTIONS Since its founding as the Pioneer Museum in 1941 , the City-owned and operated
Fort Collins is home to a variety of interesting , high-quality museums and natural Fort Collins Museum has evolved into a regional center focusing on area history
and historic attractions that reflect the City's heritage , culture and environment. and culture. The Museum is housed in Fort Collins historic Carnegie Library, with
Descriptions of the larger, more established facilities are included below. multiple galleries that feature temporary and permanent exhibitions and a court-
yard with three historic structures. The Museum offers an array of programs and
Discovery Science Center educational opportunities . Its collection includes over 30 , 000 artifacts including a
Founded in 1989 as a grassroots volunteer organization , Discovery Science Cen- significant collection of materials from the Lindenmeier site north of Fort Collins .
ter was a "museum without walls, " providing hands-on experiences at festivals The Museum 's overall collection reflects the diversity and values of the peoples
and in short-term holiday venues . Since then , the Center has experienced phe- of the Cache La Poudre River Valley.
nomenal growth , becoming a permanent and vital educational resource in the re-
gion as the only hands-on science center in Colorado . Today, Discovery Science
Center houses 120 interactive exhibits , offers an array of planetarium shows,
overnight camp-ins , and classes , and makes these resources highly accessible
by providing scholarships to low-income participants. The Center, serving over
36 ,000 people a year, has a full-time equivalent staff of 6 . 5, a 15-member board
of directors , 110 volunteers, and an annual budget of more than $500 , 000 .
Facility i
Inventory
GALLERIES AND STUDIOS FACILITY EXPANSIONS
With a large population of independent writers and artists , Fort Collins and CSU Our review of the local facility inventory also found a large number of cultural
also support a few art studio facilities and a number of independent galleries . facility projects in varying stages of development:
Descriptions of the most notable facilities follow:
Beet Street: One facility component for this new and developing Chautauqua-
Poudre River Arts Center style program may include a large outdoor performance venue to provide an
Poudre River Arts Center is a visual arts studio and gallery facility that was opened anchor for the program 's associated cultural district.
in a converted historic furniture store in 2006 . The concept, based on Virginia's
Torpedo Factory, offers low rent to artists and in turn , they have a space of their The Bohemian Project: The local Bohemian Foundation is planning to construct
own and a network to share creative energy. The 17 , 000-square-foot building and operate a large music venue just a few miles outside of Fort Collins' Old
also features a gallery on the main floor that can be rented on a weekly basis by Town center.
resident artists or the public for shows and events . Arts Alive , Fort Collins only
arts service organization , has offices in the building and oversees the day-to day FCMOCA: Fort Collins Museum of Contemporary Art is in the very early stages
operations of the facility. of planning a renovation of its current facility, which will grow exhibition and pro-
gram space by removing existing studio and administrative space that is now
City of Fort Collins Pottery Studio rented to outside organizations .
The Pottery Studio is a recreational and educational facility with 12 kick wheels ,
12 electric wheels, 6 kilns, and work areas for throwing and hand-building . CSU University Center for the Arts : As previously explained , CSU 's University
Through the City's Recreation Programs , the Pottery Studio offers classes for all Center for the Arts is now in its final phase of construction , and will have new
ages , workshops , demonstrations , and lab time for enrolled students . dance studios , performance space and an organ recital hall .
CoCoa (Colorado Coalition of Artists) Science/History Center: Now negotiating the final details of a merger, the Dis-
CoCoa is a visual arts membership organization with a facility that includes class- covery Science Center and Fort Collins Museum will soon construct a new state-
room , gallery and studio space, and a dark room . Offerings include a variety of of-the-art facility.
visual arts classes (both paid and free of charge), as well as facility rentals for
artists and exhibitions and work-in-progress showings for the general public. Rocky Mountain Raptors : Housed at CSU for many years , this organization is
now fundraising for a new learning and research facility centered on Colorado's
environment and bird population . This facility may include a 500-seat outdoor
amphitheater.
Fine Art Photography Center: Currently located in limited gallery space on the top
floor of FCMOCA, the new Fort Collins Fine Art Photography Center is planned to
be one of only three such educational and exhibition centers in the Nation .
Cocoa : Cocoa is planning to expand into part of an adjacent laundromat, add- - At
4tA
ing studio space, a separate classroom , and storage.
FACILITY SUMMARY ♦ i
The following map shows the locations of existing facilities against population j
by Census block group , showing that the overwhelming majority of facilities are l
located on the north side of the city. Only a few facilities—mostly those in high
schools—are located on the south side , where a large number of Fort Collins
residents are located .
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Gaps in the size , quality and locations of this facility inventory, along with a lack ♦ • •
♦ till �h " Al Cultural Facilit,es/Total Pop
of availability in existing venues indicate need for the following :
• A mid-size , flexible performance hall of 500 to 800 seats to support both The following chart summarizes the Fort Collins' local performance facility inventories-
presenting programs and outside rentals . Local Indoor Performance space capacity condition availability
Nonesuch Theatre 49 Good internal use only
Bas Bleu Theatre 99 Excellent low
• Higher-quality, large performance space with the ability to properly host full- CSu UCA-Experimental Black Box Theater 99 Excellent low
scale Broadway, opera , classical music and popular entertainment. Carousel Dinner Theater 199 Good internal use only
Lincoln Center Mini Theatre 220 Fair low
CSU UCA-Th rust Theater 300 Excellent low
• Expanded and improved community arts space and dance/social event space City of Ft Collins Club Tico 300 Poor average
CSU UCA-Edna Rizley Griffin Concert Hall 550 Excellent low
to serve small dance organizations and the community-at-large . Fossil Ridge High School Performing Arts Center 600 Excellent low
CSU Lory Student Center Theatre 650 Fair low
Poudre High School 700 Good low
• Facilities located In Closer proximity to Southslde populations . Rocky Mountain High School Performance Hall 725 Good low
Fort Collins High School Performance Hall 750 Good low
Lincoln Center Performance Hall 1, 180 Fair average
CSU Moby Arena 6,000 Excellent low/internal use
Facility •
Additional research , review of other local facilities and anecdotal evidence
indicate additional need for the following types of space :
• Accessible , affordable rehearsal space : There is little or no proper rehearsal
space available in Fort Collins .
• Studio and exhibition space for local independent artists : Anecdotal evidence
shows that the new Poudre River facility did not completely meet the large
demand for these types of spaces . In addition , FCMOCA will soon be
expanding , rendering a number of artists " homeless . "
• Outdoor venue : There are limited venues for outdoor performance in the Fort
Collins region . Expanding and developing programs would certainly be well-
served by a flexible outdoor space .
• Affordable , high-quality event space : Interviews with nonprofit cultural
organizations , business and community leaders indicated a need for
higher-quality, affordable event and meeting space where users may still
have the opportunity to hire their own caterers and coordinate event needs
themselves .
5 . USER DEMAND
Users of facilities are those who need space to perform , produce or present their to increase income levels in order to operate within new facilities . In addition , the
work, as well as those who need space for functions, meetings and other events . large number of planned facility expansions and resulting simultaneous fundrais-
A large number of potential users were interviewed to assess demand for new ing campaigns may further affect this ratio and in turn affect the health of many
performing arts facilities in Fort Collins . The specific needs of these groups help of Fort Collins arts organizations .
to determine the size , shape and quality of facilities that will best support Fort
Collins cultural climate into the future . Facility Constraints
For some time , Fort Collins' arts and cultural groups have felt strained by the
Fort Collins is home to a large group of high-caliber, active performing arts orga- size and quality of facilities in and around the City. We heard many stories about
nizations with varying size and focus , including symphony, opera , chorale, ballet the trials and tribulations of using Fort Collins' existing facilities . Here are a few
and theater organizations . Many of these groups primarily use Lincoln Center as examples :
a base venue . A few use the new University Center for the Arts as it is in much
better condition and better facilitates music performance , though availability is
limited . And other groups choose to use venues outside of Fort Collins; many
are attracted to the Rialto Theater's mid-sized capacity (450-seats), affordable Performing Arts Groups Budget Earned
access and high level of service . Rhythm Company (Jumpin Jive Cats) For-profit 100%
Lincoln Center $ 27200 , 000 n/a
Fort Collins Symphony $ 595 , 000 56%
Income Sources Canyon Concert Ballet $ 350 , 000 94%
Surprisingly, many of Fort Collins' arts organizations operate with a high level of Open Stage Theatre Company $ 300 , 000 45 %
earned income , as shown in the chart below. Centennial Childrens Chorus $ 977000 97%
Debut Theatre $ 88 , 000 86%
Healthy arts and nonprofit organizations tend to support a larger share of their Opera Fort Collins $ 80 , 000 69%
Larimer Chorale $ 787000 53%
budget with contributed income so as to better focus programs on organizational Youth Orchestra of the Rockies $ 67 , 000 54%
mission with less risk. These proportions indicate that there is not a large funding Fort Collins Childrens Theater $ 53 , 500 87%
base in Fort Collins . Interviews with local cultural organizations confirmed this . Friends of Traditional Dance $ 45 , 000 78%
Many organizations are vying for the same dollars and organizations claim to Dance Express $ 27 , 000 41%
have had difficulty fundraising for capital projects . Dance Connection > $ 25 , 000 n/a
Foothills Civic Theatre $ 157000 100%
Such a large proportion of earned income is also worrisome when considering Centennial Blend Chorus $ 137500 98%
the future of the Fort Collins' cultural climate . These organizations will likely have Ethos Chamber Ensemble $ 12 , 200 65%
Facility
i
oInventry
• Opera Fort Collins produces one full-scale opera per season at Lincoln Center series has declined in recent years , as the capacity of the Performance Hall of-
and several concert operas at CSU 's Griffin Concert Hall , which boasts fers a low gross potential to tour producers and thus draws productions that are
the highest quality acoustics in the City. This venue, however, has limited cheaper to produce and present (lower quality) .
availability and does not include proper fly and wing space . Opera Fort Collins
would prefer to use a multi-disciplinary performance venue with a full-fly gallery Many think it is possible for Fort Collins to draw better shows sooner in the life of
and support space capable of hosting the technical and acoustical requirements a tour given the right facility along with strategic programming efforts. Fort Col-
of full-scale opera . lins is positioned in an interesting location in the eyes of booking agents . While
it is just 70-miles outside Denver, Fort Collins' location within the western market
• Supporting a large number of rehearsals and performances , there is more provides opportunities that don 't exist in the Midwest or south , which are more
anecdotal demand for Lincoln Center's Mini-Theatre than any other Fort crowded with urban areas and population centers . There are simply fewer stops
Collins performance venue . Open Stage Theatre is the primary user of this for tours to make on the western side of the touring circuit. As a result, agents
space . A number of other local organizations are frustrated with the facility's will do their best to book as many western stops as possible while the tour is in
limited access and scheduling procedures which sometimes make it difficult the region , due to the significant expense involved in routing a show.
to rent the venue for both rehearsals and performances . Therefore , some of
these organizations perform at the Rialto Theater in Loveland , where access Steve Schnepp , formerly with AWA Touring and now with the Broadway Book-
is easier. ing Office , thinks that with the right venue , Fort Collins can improve its access
• Fort Collins supports a number of social dance organizations and small to Broadway touring product. "Clearly, " he says, " Fort Collins is already doing
chamber and jazz music groups. Many of these groups are successful using something right if they are booking what they are in a low quality, 1180-seat
non-traditional spaces such as restaurants or bars. A number of these groups space . " A larger venue would increase the gross revenue potential for touring
( Friends of Traditional Dance , Rhythm Company) use Club Tico, a City facility shows---the most important factor for tour producers--and would help program-
that is in rather poor condition with no air conditioning and limited flexibility. ming staff secure week-long engagements rather than split-week engagements.
These programs have great potential to improve and expand within better This means that higher-quality tours would be drawn to Fort Collins sooner.
facilities that offer flexibility and a certain level of acoustics , technical ability
and support spaces . Schnepp recommends programming staff continue their collegial relationship
with Denver programmers . "The key is for Fort Collins to quickly and actively
The Need for Bigger, Better Broadway pursue shows that Denver passes up ." He also recommends that Fort Collins
Knowing that many Fort Collins residents are often traveling to Denver for theater continue to carefully track the touring product that sells well in Denver and then
and Broadway presentations , Lincoln Center administration has identified a need immediately try to book it the following year to catch potential audiences that may
to better compete for Broadway touring product. The 1 , 180-seat performance have missed the Denver engagement.
hall currently hosts seven large-scale Broadway and headliner productions in its
showstopper series , presenting each five times in a week. Attendance for this
User Summary
Simply put, the size and depth of Fort Collins' cultural organizations and their constrained and challenged by the condition and nature of existing facilities,
programs is stifled by the size and quality of existing facilities . These organiza- specifically in terms of acoustics , sight lines , access and support spaces . They
tions need higher-quality, flexible performance and support space to improve the feel that their programs would benefit from better availability, technology, space
depth and breadth of their programs . This includes production , administrative and ambiance .
and rehearsal space . But these new spaces must be affordable to potential us-
ers , who are already operating within a competitive fundraising climate and with Social Dance Organizations
high levels of earned income. Currently operating within facilities that are either non-traditional or low in
quality (Club Tico) , Fort Collins' social dance organizations have a need for
More specifically, the following chart summarizes demand for new spaces by updated facilities with proper dance floors , heating and cooling systems and
performing arts organizations . updated sound systems .
This chart, in addition to our research and survey of local performing arts groups ,
shows demand on the part of the following types of users for higher-quality, small ,
mid-sized and large performance space in Fort Collins:
City of Fort Collins Presenting Programs at Lincoln Center
While the various presenting series offered by the City of Fort Collins are quite
Portonning Arts Groups level Cepeclry Type Notes
diverse and popular, the breadth and quality of programming is affected by the Open Stage Theatre Company 30 Deft 5099 seats theatre rehearsal flexible
*Lincoln Center n/a 99 -seats theatre, film, rehearsal flexible
*Debut Theatre n/a peff
flexible
physical features and components of existing facilities . These programs have *Rhythm Companypumpin Jive Cats) 50 classes 100 maprs danceteducalsocaleatre. rehear al flexible
*Rhythm Company Bureau Jive Cats) 10 events 100 -cap tlance, social flexible
a need for a higher-quality, larger performance space with the ability to host *Dance Ex Tess onal Dance 30 evens 120 rap dance, social gatheringspaceflexlble
*Dance Express 2 pert 200 -seats dance
*Front Range Community College 18 pert 200 -seats music recitals, theatre recital hall and theatre performance
large-scale touring productions and artists . In addition , a mid-sized facility *Foothills Civic Theatre 8 pen 220 seats comedictheatre cabaret
Lincoln Center 12 events 250 seats film, music, theatre fly system, dressing rooms
Open Stage Theatre Company 90 pert 300 -seats theatre flysystem
would allow the City to present artists and performances that aren 't likely to *Ethos Chamber Ensemble 3 pen 300 seats classical music
*Dance Connection 3 pert 300 -seats dance
flexible
fill a large performance hall and the limited capacity (and limited revenue **Rhythm Compaomtown ny Bureau Jive Cats)ociation 2 pert 40000 sseeadss danceds s flexible
*Dance Express 2 pert 400 -seats dance
potential ) of a smaller space does not make sense . *Debut Theatre n/a pert 500 seats theatre large dressing rooms, teaching and blackboxspace
Canyon Concert Ballet 12 pert 500 -seats dance
L&DeDo 20 pert 500 -seats theatre large dressing rooms
*Centennial Blend Chorus 3 pert 600 -seats vocal music
Lincoln Center 25 pert 600 -seats various
*Lorimer Chorale 3 pert 700 -seats vocal music
Local Performing Arts Organizations Opera Fort Collins 6 pert 1000 -seats full-scale opera full fly system, state of the art tech, suit wingsbackstage
Youth Orchestra of the Rockies 7 pert 1000 -seats classical music use level in ten years
All of the performing arts organizations that were interviewed for this study Fort Collins Symphony 11 pen 1600 seats classical music fullfly good acoustics of
Lincoln Center 60 pert 1600 -seats various full fly system, state of the aft tech, soft wingsbackstage
CSU Opera 3 pert 1700 -seats full-scale opera full fly system, state of the art tech, suit wingsbackstage
indicated a need for improved and/or expanded performing arts facilities to Centennial Cull Chorus 3 pen 1800 seats vocal music formal, good acoustics
* denotes need for rehearsal space in addition to performance space
serve a variety of uses including both large and small-scale performance,
rehearsal , production and administrative functions. These organizations feel
InventoryFacility
6 . COMMUNITY BENEFITS AND IMPACTS
Finally, the fourth question in the Needs Assessment asks : what are the possible The indirect economic impacts of the arts are significant as well . A vibrant "arts
benefits and impacts of new cultural facilities on Fort Collins and the surrounding destination" attracts young professionals who want to live and work near cultural
region? programs and activities , enhancing the workforce and productivity of existing
businesses and industries . The arts provide opportunities for new and expand-
The City of Fort Collins is working to address goals that will lead the City to the ing businesses near cultural activities , enhancing retail and commercial activity
year 2025 , as detailed in the City Plan adopted in 1997 and updated in 2004 . and improving attractiveness to other new businesses and industries .
Strategies to meet the vision and goals detailed in that plan include economic
growth that will attract businesses and jobs and sustain and develop Fort Collins' The arts also provide other benefits . For example , community pride , social en-
high quality of life . One specific goal for economic growth states : richment for citizens and quality of life are all real effects of the arts . In addition ,
Our community will continue to support cultural amenities as an important con- the educational benefits to adults and children alike can be significant through
tributor to our economic health and as a reflection of the importance of the arts partnerships with local educational institutions , individual participation or expo-
and our heritage . sure to new ideas and cultures .
Additional arts and cultural activity can certainly act as an economic stimulator,
both directly and indirectly. Arts & Economic Impacts III : The Economic Impact of DIREC Economic lrnp&clolthe NonpoftArts mA Culhure lndoatry in the Cky of Foil Collins
(Saendnq b/ honpmfl Arta ex Culture Orgarirebans and Their Audiences)
Nonprofit Arts Organizations and Their Audiences is a recently released update ------ Median of
to Americans for the Arts' (AFTA) national economic impact analysis . The study City ofFonCollins sreo- W.as20 a National Median
found that the average out-of-town arts attendee spends $40 . 19 above the cost Told Expenditures $ 15 974.827 327.268.65e $49 1EA PIP
Fr/I-1'Yne Equivalont Jobs 337 601 740
of admission on transportation , lodging , meals, souvenirs and other items ; a lo- Residentfrouse41ddlr=me 54W,000 37.00.000 313 �70OX
cal arts attendee spends $ 19 .53 above the cost of admission , putting the overall Local CowmmortRaverru4 3e16,000 ""A00 $121 .6m
average at $27 .79 . Sara Gmernmwn RorarV & 3271" 000 smo 00C sno ow
Source: Americans for the Arts, Arts & Economic Prosperity III
These national estimates are derived from 116 city and county study participants ,
25 of which are selected to analyze economic impact trends . Fort Collins is
included in this national cross-section . AFTA's analysis specific to Fort Collins
shows that the arts in Fort Collins already provide significant economic impact
($ 15 . 97 million annually) . But there is potential for them to do more . That study
also showed that in similar communities , the arts generate upwards of $28 million
annually.
i
CommunityBenefits and Impacts
Cultural Tourism
The arts are a draw for tourists . City leadership has experienced new challenges 65 percent of U . S . adult travelers included a cultural , arts , heritage or historic
in recent years as many retailers have moved south of Fort Collins , decreasing activity while on a one-way trip of 50 miles or more during the previous year.
associated tax revenues. An investment in the arts can certainly help regain Among these travelers , visiting an historic site such as an historic community or
some of this lost ground , as new and improved cultural opportunities will aug- building was the most popular cultural activity, followed by visiting a museum ,
ment the visiting population through cultural tourism . In fact, according to the visiting an art gallery and seeing live theater.
National Endowment for the Arts ( NEA) : Of the same group of travelers , 32 percent added extra time to theirtrip because
of a cultural activity or event, pumping more dollars into local economies .
Cultural tourists comprise an increasing number of special interest travelers who
rank the arts , heritage and/or other cultural activities as one of their top five rea- A 2003 report, The Historic/Cultural Traveler, examined the characteristics and
sons for traveling . Whether through a visit to a museum , an arts festival , or a tendencies of these cultural tourists . This study confirmed that, compared to all
performance , authentic cultural attractions educate and entertain travelers na- U . S . travelers, those who participate in a cultural event while traveling :
tionwide .
• Spend more money ($623 per trip) than the average U . S . traveler ($457)
Partnerships are the key to success in all types of destination marketing , includ- Are more likely to stay at a hotel , motel or bed and breakfast (62 percent) than
ing cultural tourism . Creative partnerships between the cultural , commercial and the average U . S . traveler (55 percent)
public sectors afford communities, states and regions opportunities to create cul- Travel for longer periods of time : 5 .2 nights vs . 3 .4 nights
tural tourism enterprises. These partnerships can further the missions of cultural Are more likely to have a graduate degree
organizations , expand the travel industry, and offer sustainable economic and Are more likely to spend over $ 1 , 000 when they travel
social development strategies for areas in need of new business opportunities.
The economic benefits of cultural tourism have been quantified several times
by the Travel Industry Association of America (TIA) and Partners in Tourism , a
coalition of associations and federal agencies including the NEA. A 2001 study
released by these groups found :
7 . CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS RECOMMENDATIONS
Our analysis leads us to draw a series of fundamental conclusions about the Carefully considering the earlier examination of our four key issues (market, us-
prospects for cultural facilities in Fort Collins . ers , facilities , and benefits and impacts) as a whole , in addition to the conclusions
above , we have identified a number of suggestions for new or renovated cultural
1 . There is a large population of people who live , work and potentially visit Fort facilities to serve the growing market and meet user demand in Fort Collins.
Collins and its surrounding region , and this population has grown dramatically These facilities will also complement existing facilities and programs and support
over the past 20 years . Furthermore , many of these people have characteristics the development of Fort Collins' cultural climate .
of active arts participants , particularly in a series of key segments — local
families , empty nesters , and Hispanic/Latino populations . There is propensity A. Infrastructural Recommendations
and capacity in the market for added cultural activity. Before delving into physical recommendations, it is necessary to address the
2 . A large number of community arts organizations and cultural institutions have issue of infrastructure . As explained in the previous Users chapter, a significant
expressed demand for new cultural facilities in Fort Collins . A number of these number of Fort Collins arts groups are operating with high levels of earned in-
organizations operate with high levels of earned income . come . Healthy non-profit organizations rely more heavily on contributed income ,
3 . The set of facilities currently serving Fort Collins is lacking , stifling program though anecdotal evidence and further examination of these groups indicate that
growth and creativity for a large set of users . In addition , there are significant the Fort Collins population , as a young community, is not as likely to donate
gaps in this inventory in terms of purpose , size, quality and access. money as it is to donate time or buy a ticket. This situation is risky for Fort Col-
4 . There is a need for higher-quality touring activity in order to better compete Tins cultural organizations, as a large number of groups are relying on very few
with regional offerings—and a facility that can house it. funding sources .
5 . The arts and culture in and around Fort Collins is already providing benefit,
but there is potential for more . Fort Collins' City Plan and the experience of As a result, we begin with two fundamental recommendations along with ex-
comparable communities suggest that the development of new cultural facilities amples of similar initiatives in other locations .
could play a more significant and positive role in helping to achieve broader
community goals around economic and community development. 1 ) Establish a City-supported Arts Council
6 . Fort Collins' changing population , developing cultural programs, and diverse The City of Fort Collins should establish its own City-sponsored arts service and
group of cultural organizations suggests a need for a range of facilities serving advocacy organization to support marketing , fundraising and administrative func-
different constituents, including residents, youth and potential visitors. tions of local arts and cultural organizations .
7 . Key to the establishment of new cultural facilities that will expand the quality
Ft. Collins' large inventory of small arts organizations need support in order to
and breadth of Fort Collins cultural climate is an important infrastructure to
support the health and growth of cultural organizations . thrive and succeed in updated or new facilities . They are currently operating in a
i
Conclusions and Recommendations
tricky and stressful fundraising climate where they are vying for a relatively small both artistic and on a broader scale . For example , working in partnership
pool of funds. with the Boys & Girls Club of Southwest Riverside County, the Arts Council
is developing after-school arts components for after-school programs . The
An arts council can provide skills, education and fundraising and marketing sup- Council also produces an annual eight-week Arts in the Country Festival that
port to all qualified cultural organizations . An Arts Council can also act as a showcases over 700 local visual and performing artists . In the summer, the
re-granting organization , securing state-wide and national funds for local organi- Council conducts a two-week Summer Youth Art Institute providing free art
zations and projects . instruction for middle and high school students .
In the past, a few individuals and groups have tried to provide similar services in With an annual budget of approximately $ 180 , 000 , the Council also implements
one way or another. Arts Alive has made great strides in providing centralized the City of Temecula's Cultural Arts Master Plan . Funding sources include the
marketing to its constituents , and a number of nonprofit leaders have been meet- City of Temecula , Friends of the Arts (a separate fundraising organization ) ,
ing periodically on their own to improve ties and communication between local local businesses , regional foundations and fundraising events .
performing arts groups . These efforts should be better institutionalized with City
support. Many arts groups feel slighted by previous failed attempts at similar Arts Council of Silicon Valley, San Jose, CA
programs and believe that these efforts demand City support and/or leadership . The Arts Council of Silicon Valley, founded in 1982 , provides funding ,
We tend to agree . Arts communities all over the country are benefiting from City- advocacy, marketing and fundraising services to over 600 local mid-size arts
subsidized or supported arts councils . Here are a few examples : groups and artists . In 2005 , the Council awarded 165 grants totaling over
$800 ,000 to 125 local arts groups . Total revenue for the organization in fiscal
Arts Council of Temecula Valley, Temecula, CA year 2005 was $2 .4 million , with 36% as earned income .
Founded in 1986 , the Arts Council of Temecula Valley focuses on the
development, presentation and preservation of the visual and performing The Council supports a number of Funds and programs including a Community
arts and serves as a resource for local arts and cultural organizations as Arts Fund focused on small , community-based , volunteer-driven organizations;
well as local visual and performing artists . Its programs also seek to develop A Regional Arts Fund providing general operating support for professional and
innovative programs and events , and to form partnerships with other cultural , semi-professional groups ; an Arts Enrichment Grants Program that funds
educational and business entities in the greater Temecula Valley area . The programs that increase family involvement in the exploration of the arts; and
Arts Council serves as the umbrella organization under which a network of arts the Arts Enrichment Grant Preschool Arts Enrichment Program , an artist-in-
and cultural organizations cultivate , support, promote and preserve the visual residency program that brings artists into preschool classrooms to provide and
and performing arts . demonstrate appropriate art experiences to young children and early childhood
educators.
The Council also seeks to produce events and programming that combine
the efforts of multiple arts groups and speak to the needs of the community;
Among the Council 5s most successful programs is an innovative Arts Marketing In order to begin to battle this issue and build traditions of giving--which are
Partnership program , administrated in partnershipwith the San Jose Convention currently lacking in this young community--we suggest the development of a
& Visitors Bureau and designed to support and enhance the existing marketing community-wide effort to identify and train the next generation of private sector
and audience development activities of local arts groups . A central calendaring leaders who will support both capital and operating needs of the local arts com-
website is the partnership's main initiative . Weekly half-price ticket offers to munity. The goal is not to create one-time givers , but to identify and train poten-
arts events are delivered through a weekly email newsletter. And a sub-brand tial givers who see the value that ongoing programs provide to the community
of the calendaring website is now being created to provide a comprehensive and who understand that in order for these programs to continue to thrive , they
listing of arts activities and resources for children age infant through 5 and need financial support.
their families . The Arts Marketing Partnership is also developing additional
products (like a shared database for participating organizations) to support the One such program is driven by a community foundation in California :
arts community.
San Diego Foundation , San Diego, CA
In order to establish an Arts Council in Fort Collins, the City might consider The San Diego Foundation is a community foundation initiated in 1976 by the
reconfiguring Arts Alive , expanding its Cultural Resources Board or starting City of San Diego. The Foundation manages nearly 1 , 000 charitable funds ,
anew in partnership with the Fort Collins Convention and Visitors Bureau . In with almost $400 million in assets . The Foundation awarded 3 ,000 grants worth
any case , this public investment should be made prior to the development of $43 million during its last fiscal year.
new cultural facilities in order to prepare existing arts groups for operations
within new spaces and to build potential for their health , growth and success . The arts and culture branch of the Foundation "seeks to galvanize the San
Diego community around enhanced arts and culture ," and works to ensure that
2) Educate the community on the merits of giving the San Diego region has the resources necessary to become a nationally-
A large number of Fort Collins cultural organizations are earning large proportions competitive arts and culture center by 2009 . A portion of the Foundation 's recent
of their income . In order to be able to effectively serve their missions without research efforts indicate a need to increase "cultural patronage, " or cultural
compromise , healthy arts organizations rely somewhat less on earned income participation at all levels, including both giving and ticket buying . As a result,
and more so on contributed revenue . This issue , in combination with our inter- strategies aim to increase public understanding of the role and value of San
views and review of local organizations , indicates that too few people financially Diego's arts and cultural community; to reintroduce the arts to every classroom
contribute to the local arts community, and many people may not understand the in the County; to build investment in cultural participation and innovative new
importance of private-sector arts philanthropy. When meeting with the Fort Col- works and management methods in the arts ; and , to increase the number of
Tins community, we heard time and time again that residents are much more likely arts donors and the total amount of arts philanthropy by cultivating donors'
to "buy a ticket" than they are to "write a check. " passion for and understanding of San Diego's arts and culture community.
i
Conclusions and Recommendations
As part of its efforts to bolster local fundraising , the Foundation distributes funds also include flexible seating , a limited lighting system and a warming kitchen
to arts and culture organizations working collaboratively to create innovative to support social events and rentals , much like the Philipsburg Performing Arts
new works and/or development and management processes , making six to Center in Yonkers , NY:
eight high-impact grants in the community between $ 10 ,000 and $50 , 000 .
Philipsburgh Performing Arts Center, Yonkers, NY
To begin this education process , we suggest that the City, potentially in coopera- The Philipsburgh Performing Arts Center ( PPAC) was originally a social hall
tion with the Community Foundation of Northern Colorado , identify and invite Fort and gathering space for community, political and business leaders . Following
Collins' most significant cultural philanthropists to develop and lead this effort. a transformation into a residence hall , it was condemned after a fire in 1997 .
An outside fundraising consultant may eventually be helpful to this group . City officials suggested that the St. John's Episcopal Church , the owner of the
building form a partnership with the Greyston Foundation , a Yonkers-based
B . CULTURAL FACILITY RECOMMENDATIONS group that runs both nonprofit and for-profit service organizations in order to
Once issues of infrastructure are addressed and related programs are estab- restore the building . The new entity, the Philipsburgh Hall Association , bought
lished , we suggest the development and/or renovation of the following cultural and restored the building for $7 . 5 million .
facilities in and around Fort Collins . Following are descriptions of the recom-
mended facility concepts , together with examples of similar projects in other lo- Now, PPAC is a beautifully restored ballroom that serves as a performing arts
cations. center and banquet hall . PPAC programming focuses on three components: a
small multi-disciplinary performing arts series; community events such as free
1 ) Club Tico Renovation weekday lunchtime concerts , and dance for senior citizens ; and arts education
Fort Collins is home to a unique group of small , social dance organizations who programs that serve the Yonkers population .
hold formal performances , as well as teaching and social dance events on a
regular basis . Some of these groups currently operate within Club Tico , where The 5 ,400 square-foot ballroom seats approximately 300 for cabaret-style
facilities are affordable but quite low in quality. Others perform in less-traditional performances . There is a permanent stage , but no backstage or fly tower.
places like restaurant banquet facilities . The renovation also added dressing rooms and bathrooms on an upper level .
These groups would be better served by a renovated Club Tico which has great Currently, the facility is primarily used for event rentals , although there are
potential to become a flexible social dance and event space suitable for dance plans to renew an effort to book performances and educational events into the
rehearsal , performance (with retractable or flexible seating) and other special space . The restored building also includes 28 units of artist housing .
event and gatherings .
The Center's $400 , 000 budget is comprised of $310 , 000 from the City of
Updates including a proper dance floor, heating and cooling systems and up- Yonkers , $70 , 000 earned income , with the remainder coming from private
dated sound system will increase and diversify use , supporting recreation and contributions.
arts programs as well as year-round community rentals . These facilities should
2) South-Side Community Arts Centers The Center itself produces a small performing arts series . Overall , programming
Next, we recommend the development of two distinct community arts centers on of the facility is evenly split among three activities : community rentals , Center
the south side of the City. These centers would be best developed in partnership productions and Center presentations . These events range from local arts
with Parks and Recreation and in conjunction with recreation facilities that are al- productions to touring talent.
ready planned for Fossil Creek Park and Spring Canyon Community Park. These
buildings and their new programs will serve the growing and dense population The Center operates as a division of the Department of Cultural Services of the
on the South side of town , as existing arts opportunities are now concentrated Village of Schaumburg , with an $800 , 000 annual budget, of which approximately
on the North side . They will also fill a need for participatory and educational arts 50 percent is returned as earned income . Funding is received from a sales tax
programs while adding to the City's quality of life , as participatory arts opportuni- subsidy, through the Village , Illinois Arts Council and corporate sponsors . The
ties are known to attract residents and business . Village pays for the building 's utilities and maintenance . The Prairie Center
Arts Foundation , a separate private foundation , fundraises for the Center.
Community arts centers are great buildings that can have a huge impact on
any community. When developed correctly, they are 24/7 facilities that respond Foothills Arts Center, Golden , CO
to community needs and impact the quality of life for many people . They bring The Foothills Art Center, opened in 1968 , is located in two historic buildings
people and the arts together in ways that are inclusive and affordable . They also on a quiet, tree-filled site . The first building , Foothills I , consists of six self-
have the potential to become "the third place , " that venue other than home and contained exhibition spaces and a second-floor studio . The second building ,
work where people are inclined to gather. For example : Foothills II , is an adjacent mansion where small invitational shows are held and
where the Gallery Shops operate .
Schaumberg Prairie Center for the Arts, Schaumberg , IL
The Schaumberg Prairie Center for the Arts was built in 1986 at a cost of The Foothills Art Center was founded when Colorado artists were looking for
$2 .2 million . The building , located on municipal grounds near a small outdoor a showplace for their work, but has since earned national recognition . The
stage and sculpture park, originally housed a 442-seat theatre with gallery Center presents exhibitions and classes which seek to mingle Colorado visual
and support spaces. The community's initial response to the Center was artists with their regional or national peers . It also presents highly regarded
overwhelming , and just 5 years later Center administration identified a need juried exhibitions and has at least one exhibition per year with a nature theme ,
for expansion and upgrades . The resulting $3 million addition opened in 1998 playing off its location .
and included a video production studio for the local cable channel , rehearsal
space , lecture room with multimedia capabilities, an expanded lobby and ADA Admission to the Center is free , and Foothills offers memberships, volunteer
upgrades . Original construction and operational seed monies were funded activities, classes , and community projects for all . The Center's budget is about
through developer assessments; the expansion was funded through a capital $600 ,000 per year, nearly 15 percent of which is earned income comprised of
campaign . revenue from education classes and artist exhibition entrance fees. Membership
fees account for 10 percent of the budget, and the remainder comes from
i
Conclusions and Recommendations
private contributions and grants. The membership program allows the Center the prohibitive expense of a private studio .
to be open to all without entrance fee .
BAG currently includes 3 , 000 square feet of studio space and 1 ,000 square
In Fort Collins , community arts facilities should include both wet and dry flex- feet of exhibition space , with plans to expand into an additional 8 , 000 square
ible spaces that can be used as classrooms and rehearsal space for theater, feet. The space includes a painting studio , gallery, woodshop, crafts room , and
dance, art studio space and more . These spaces should support the City's rec- a writer's annex. There is also an office pod for artists to conduct business .
reation programs , providing space for expanded cultural opportunities. Located With the expansion , BAG hopes to build a dark room , digital photography lab
on South-side City land that is currently reserved for recreational purposes, they and metal shop.
could be stand-alone or connected to a larger recreation facility.
In addition to its studio space , BAG also offers workshops in variety of
3) Studio and Exhibition Space techniques and crafts . Membership ranges form $ 195 to $220 per month .
Our third facility recommendation is for an additional facility to serve Fort Collins'
large population of local visual and literary artists . The Poudre River Arts Center BAG's exhibit spaces are available for rent by both members and nonmembers
opened to much success in 2006 and now has a waiting list for studio space . A (for a higher fee) . In addition to formal exhibitions , BAG also hosts studio
number of visual artists who currently use space in FCMOCA will soon have to shows for members , in which artists can hang their works on studio walls .
look elsewhere as FCMOCA expands and eliminates their rental studios . And Prices of paintings are determined by the individual artists , and BAG does not
through interviews and meetings, we learned of a large number of visual and take a percentage of sales .
literary artists who work and create at home.
BAG has recently begun the ` BAG Fund , ' initially started as a financial aid
Another facility should be developed to serve this close-knit community of writers program for single-parent artists with recipients receiving free membership.
and artists , providing opportunity for collaboration and growth . It should include More recently, the BAG fund has sought to create a program to aid families
individual studio spaces or work areas that can be rented at a low cost, as well as of deceased artists , helping curate , catalogue , store , show and rent or sell
gathering areas and flexible gallery space for exhibitions or events . their work . In addition , BAG hopes to develop a library from which people
and organizations can lease or buy works of art, to put on shows in the BAG
The following is a great example of such a facility: Gallery, and to create an online presence for these artists .
Brooklyn Artists Gym, Brooklyn , NY BAG is currently in the process of obtaining 501 (c)3 status ; in the meantime , it
The Brooklyn Artists Gym (BAG) is a membership organization for artists that is using a community group as a fiscal sponsor.
includes studio facilities and a gallery for visual artists (mostly painters and 2-D
artists) . BAG grew out of the need for more affordable studio space for artists
and for a place where artists could both create and exhibit their work, without
Options for development of this facility could include new construction near ex- world . George C . Page , a real estate entrepreneur, was long fascinated by
isting galleries or FCMOCA, creating a centralized area for visual arts in Fort these tar pits , which prompted him to fund the construction of the museum .
Collins . Also , old warehouse buildings can often be easily adapted into such a
facility as compared to new construction . Opened in 1977 , the Page Museum is a satellite location for the Natural History
Museum of Los Angeles County . The 57 , 000 square-foot museum includes
4) Science/History Satellite at the Lindenmeier Site within the Soapstone 28 , 000 square feet of exhibition space , 20 , 000 square feet of storage , labs
Natural Area and offices , and a 9 , 000 square-foot atrium . The exhibits are from a collection
As of late , two of the most talked about cultural developments in Fort Collins of ice age fossils recovered from Rancho La Brea . There are 30 separate
concerns 1 ) a merger between the Discovery Science Center and the Fort Collins exhibits , among them reconstructed animal skeletons and robotic sculptures ,
Museum and 2) the City's acquisition of the historically significant Lindenmeier a glass-walled working laboratory, some hands-on displays , photo murals on
archeology site within the Soapstone Natural Area . The Discovery Science Cen - history, painted murals depicting past environments , and films .
ter and Fort Collins Museum are two of Fort Collins most successful and recog-
nized cultural assets . This public/private merger will certainly be positive for the The Natural History Museum is governed by the Los Angeles County Board of
City, both organizations and the community. Supervisors . The museum also includes a private nonprofit entity, the Museum
of Natural History Foundation , operated by a board of trustees . The Museum
We suggest that the City take this partnership one step further by supporting has a $30 million dollar budget and a staff of 325 .
the development of a satellite facility for the new science/history museum at the
renowned Lindenmeier site . This site has the potential to become a great cul- Head-Smashed- In Buffalo Jump Interpretive Center, Alberta , Canada
tural destination in Fort Collins . An associated visitor's facility would be a draw Head-Smashed- In Buffalo Jump Interpretive Center at Head -Smashed- In ,
for cultural tourists from around the world and would be a perfect fit for the new Alberta , Canada is built into the ancient sandstone cliff, and contains five
science/history museum . distinct levels of programming that depict the ecology, mythology, lifestyle and
technology of Blackfoot people .
The facility might include exhibition space , a performance or film screening room
and even research facilities that could be run in collaboration with CSU . Here Interpretive talks , artifacts and reproductions , models , graphic panels ,
is a similar example of a comparable science/history satellite facility in Los An- soundscapes and film presentations are all used to convey the site's messages
geles , CA along with an example of a unique science/history facility in Alberta , about regional geography , the native presence including native culture and
Canada : traditions , native technology, social organization , the spirituality of the buffalo
culture , the anatomy of the buffalo jump , the impact of European contact , and
George C . Page Museum , Los Angeles , CA the science of archaeology .
The Rancho La Brea tar pits , situated on 23 acres in the Hancock Park area
of Los Angeles , are the only ongoing , urban paleontological excavation in the
i
Conclusions and Recommendations
The Center also offers tipi camping and hands-on educational workshops in protocol and infrastructure for managing the Lindenmeier site and once the sci-
facets of Native American life , such as making moccasins and drums , and , each ence/history museum is established and settled , this facility should begin to be
year hosts a number of special events and native festivals known throughout developed . In addition , previously mentioned , additional benefits and certain
the world for their color, energy and authenticity. efficiencies might be garnered from a partnership with CSU for the development
of this facility.
With an annual budget of approximately $ 1 million , the Center's staff includes
ten full-time , two part-time and seventeen seasonal employees who host 5) Shared Administrative and Production Space for Local Ants Organiza-
approximately 75 ,000 visitors per year. Target audiences include native tions
Albertans, Canadian and international travelers , school children and youth
groups, and special interest touring groups . In addition to a demand for performance and rehearsal space , local arts organi-
zations also have need for proper space to support administrative and production
Head-Smashed-In Buffalo Jump is located in close proximity to two major functions. A number of organizations are currently using garages , basements ,
highways, along a hard-surfaced secondary road . Camping , recreational and rented space for production . Many are operating out of home offices or
vehicle , and hotel/motel accommodations are readily available as are numerous small , expensive and inefficient rented office space .
touring opportunities to other natural and cultural sites . Small aircraft can use
local airport facilities while international flights land in Calgary, two hours We therefore suggest the development of a facility that will support these shared
north of the site . Groceries and restaurants are located in the three towns that functions for local groups , pulling production space out of performance facilities
surround the site . Visitor access is controlled through road access and parking and bringing the community together to capitalize on Fort Collins' concentration
structures . Distant parking requirements are mitigated by the use of shuttle bus of working artists .
service . On-site access is controlled through the mandatory pathway system
and the presence of seasonal guides . Such a facility might best be developed through an adaptive re-use of spaces
such as the former Abraxis Glass Building or the former Poudre Valley Cream-
Head-Smashed In Buffalo Jump is a UNESCO World Heritage Site and ery. It should include shared administrative offices with cubicles and partitioned
museum of Native culture . space available for day-to-day administration and with meeting space available
for rental by the hour. It should also include a large scene shop with locked
While we emphatically believe that a similar satellite facility should be devel- storage areas available for rent, a costume shop, prop shop and possibly even
oped in Fort Collins , it may not be developed for some time . The City's natural a rehearsal or flexible performance space . Keys to the success of these spaces
resources department is currently deciding how to best manage the Soapstone will be affordability and ease of access to a number of different groups .
Natural Area , sorting out protection and access issues . And while the Science/
History merger is almost complete , their new joint facility to be located in Fort
Collins is still in very early developmental stages . Once the City has developed
Here are two examples of similar successful facilities : as well as government offices . In addition to 32 stories of government-related
space , the Riffe Center is also home to the Ohio Arts Council 's Riffe Gallery
Arts Resource Center, Rapid City, SD and the Capitol Theater, which is managed by the Columbus Association for
The Arts Resource Center (ARC) opened in 1997 . The 12 ,000 square-foot the Performing Arts , a producer and venue operator. CATCO (Contemporary
facility includes administrative space, scene, prop and costume shops , two American Theater Company), Red Herring Theatre Ensemble, and Phoenix
rehearsal/class studios and storage space . The building is shared by a local Theatre for Children all make their home at the Studios in the Riffe Center
theater, orchestra , allied arts service organization and a children 's chorus. Theatre Complex .
The Arts Resource Center was developed out of a need on the part of local arts The Riffe Gallery is operated by the Ohio Arts Council . The Capitol Theater,
groups for a place to conduct business . Until the Arts Resource Center opened , which has been operated by CAPA (Columbus Association for the Performing
most local arts groups were working out of board members' homes , church Arts) since 1994 , is a 903-seat, state-of-the-art theater. BalletMet, The
basements or other spaces . In the mid 1990's, the Black Hills Community Columbus Gay Men 's Chorus , The Columbus Symphony Youth Orchestra ,
Theatre set out to solve some of these space problems and led a collaborative and Ohio State University Dance all perform regularly at the Capitol Theatre .
effort to build a facility that would meet the space needs for several arts CAPA also presents comedy, music, dance , theater, family entertainment, and
organizations : the Allied Arts Fund Drive , Black Hills Community Theatre, cultural programming .
Black Hills Symphony Orchestra and Rapid City Children 's Chorus . This effort
resulted in the construction of the Black Hills Arts Resource Center. In addition to the Capitol Theater, there are three other venues at Riffe : a 250-
seat flexible space that can accommodate arena , cabaret, and proscenium
The organization that operates the Center is an independent 501 (c)3 comprised seating , an arena-style black box theatre accommodating up to 175 seats , and
of a partnership between the four primary facility users . The Board of Directors a dance space/meeting room seating 100 .
includes a representative from each of the member organizations, and has
successfully managed the facility since it opened . The Board establishes the Resident organizations adhere to a shared services arrangement organized
budget, hires services , makes and executes operating policies , generally through CAPA—this includes accounting , human resources, marketing ,
governs use of the building and assures the solvency of the organization and development and ticketing functions . These shared services, along with low
operations of the ARC for all of its tenants and short-term renters . The facility's overhead provided by CAPA, have saved CATCO approximately $ 1 million in
annual operating budget is around $40, 000 . All earned income is comprised of operating costs .
rental fees .
CAPA currently owns or manages six theater spaces, one of which is the Riffe
Riffe Center, Columbus, OH Center. CAPA has operated without a deficit for 14 years , and has a $ 13
The Riffe Center for Government and the Arts opened in 1989 . The building , million budget and full-time staff of 45 . Ticket revenue and rental income earn
which contains1 . 1 million squarefeetof space , is occupied byarts organizations 92% of the budget. The remaining 8% is contributed through sponsorships .
i
Conclusions and Recommendations
The organization has no annual fundraising campaign . CAPA facilities work in key to this component as is a low cost of access to serve Fort Collins' smaller
concert with one another to keep each space in continual use . One manager arts groups .
is responsible for booking the spaces . The organization has worked hard to
carve out a rental structure that users can afford , and through finding ways to Freehold Theatre, Seattle, WA
keep a modest budget. In the summer of 1991 , the Pasqualini-Smith Studio (est. 1986) and the Mark
Jenkins Actors' Workshop (est. 1985) , combined to form Freehold , a nonprofit
As with the artist exhibition and studio facility, the shared space concept in Fort 501 (c)3 corporation . In its nearly 15 years , Freehold Studio/Theatre Lab has
Collins will be best and most affordably achieved by adapting an existing industri- become an integral part of Seattle's thriving theatre community, having gained
al or commercial space . The building need not be fancy but should be utilitarian a reputation as the place for serious young artists to train and take the leap into
so that operating (and thus rental ) costs remain low. We suggest using the " But- performing and creating original work.
ler" building or other downtown industrial/commercial space for this purpose .
Located on Seattle's Capitol Hill , Freehold annually serves more than
C . PERFORMANCE FACILITY RECOMMENDATIONS 10 , 000 students, artists , and audience members with classes , performances ,
Above all , given the condition of existing facilities and programs and the con- workshops , and guest artist programs .
straints they cause to local arts groups , there is a significant need for new and/
or updated performance facilities in Fort Collins. We suggest the renovation of Freehold has four spaces available to rent. Rhino , a . k.a . the East Hall Theatre,
existing facilities and addition of new facilities to create five distinct, high-quality is 31 ' x 37' with a 92-seat capacity. A popular performance space for long
performance spaces in Fort Collins in order to meet user demand and fill gaps and short runs ; it all supports large group rehearsals and photo shoots . Crow,
within the facility inventory. a large studio on the facility's first floor, is 32' x 38' and features hardwood
floors and a wall of mirrors . Crow is good for informal performances , stage
1 ) A Black Box Theater combat practice , and dance rehearsals. Workspace , the small studio on the
A large number of arts groups are frustrated with the condition and difficult ac- first floor, is 18' x 29' and has a variety of furniture for rehearsing small scenes .
cess of the Lincoln Center's Mini-Theater. As one of the smallest facilities avail- Workspace is also a common place to hold auditions . Walt, the small studio
able for regular rental in Fort Collins , there is more demand for the Mini-Theater upstairs from Rhino , is 18' x 26' and has two large sunny windows and a variety
than there is for any other local facility, even while it lacks many of the technical of furniture, often supporting small rehearsals and auditions . All of these
and acoustical features that local groups desire . studios are available for rental at extremely affordably rates, ranging from $6
to $25 per hour for rehearsals or meetings to $ 140 to $225 for performances.
In order to fill this need , we suggest the addition of a 99 to 150-seat flexible
space suitable for theater, dance and even music performance and rehearsals . Freehold has six full-time staff members . The annual budget for FY05 was
Looking back at our user chart, many local groups actually need less than 200 $347 ,883 . Approximately 83% of that is earned income .
seats and a large number would use flexible rehearsal space . That flexibility is
Studio Theatre, Orlando, FL facilities like the Mini-Theater and allow these organizations to improve the qual-
The Studio Theatre is a 99-seat flexible black box theater maintained by ity and breadth of their offerings . In addition , there are a number of smaller arts
the nonprofit Central Florida Performing Arts Alliance as a rental space for organizations such as Foothills Civic Theatre and Ethos Chamber Ensemble who
companies who don 't have a permanent home . The 5 , 326 square foot facility rehearse in less than adequate spaces and would benefit from a proper rehearsal
houses the theater, a 400 square-foot lobby, green room , common area , and setting .
a 2 ,451 square-foot courtyard . There is also a 20'x20' carpeted rehearsal
room . The City of Orlando leases The Studio Theatre to the Performing Arts A black box space will serve a wide variety of uses and users for both perfor-
Alliance at a discount to help keep rental fees low for emerging performing arts mance and rehearsal and will inspire creative uses of space through its flexibility.
groups. Options to develop this facility include renovating Lincoln Center's Mini-Theater
or including the facility with recommended shared administrative and production
The Central Florida Performing Arts Alliance, located in downtown Orlando , space .
has grown substantially since its inception . Founded in 1998 as the Central
Florida Theatre Alliance, the organization responded to a call for leadership 2) A 500- to 800-seat (mid-sized) Theater
among the theater and cultural community in Central Florida . The Theatre A large gap in the local facility inventory also creates significant need for a mid-
Alliance focused on audience development, artist enhancement and advocacy sized performance space with a capacity of 500 to 800 seats .
on behalf of the Central Florida theatre community.
Six different performing arts groups and/or programs indicated a need for a mid-
Since 2003 , the Alliance has expanded its mission , establishing a number of sized venue for varying types and scales of performances . The venue should be
partnerships to further its mission and provide new and improved services to flexible enough to support dance and intimate enough to host children's theater
its constituency. In 2004 , the Alliance opened the renovated Studio Theatre, and small-scale performances while also having the acoustics necessary to sup-
after making the space more comfortable for audiences and more useful for port vocal performance . Ideally, the venue would have the ability to convert to
members . partial or full flat-floor to allow some amount of cabaret seating when desired .
The Alliance has seven staff members . Total expenses in FY05 were A venue of this size will increase the depth and breadth of Fort Collins' program-
$ 182 ,454 .26, with 44 percent returned in earned revenue from membership ming , drawing a few arts groups back to Fort Collins from Loveland ( Rialto The-
fees and space rental . ater) and allowing the City to program events and performances that are too large
for the Mini-Theater, but also don't make sense for the large Performance Hall .
To us, the addition of a black box space is crucial to the further development of
the Fort Collins arts community. There is significant need for proper rehearsal
space in Fort Collins . Specifically, rehearsal space that can serve Open Stage ,
Debut Theatre and Lincoln Center programs would take stress off of existing
Conclusions and Recommendations
Jackson Hole Center for the Ants, Jackson Hole, WY audiences . Now, the facility is managed as a purely rental-driven venture with
In 1993 the Community Foundation of Jackson Hole launched several studies to no local programming .
assess what they felt was a lack of adequate facilities for cultural development
in Teton County. When the studies came back with positive results, a Cultural We see two options for the development of this mid-sized performance space:
Facilities Task Force was spun off of the Foundation . The study led to the to either scale down the Lincoln Center Performance Hall or build new. The
development of the Center for the Arts . Now in its last phase of construction , challenge and options for Lincoln Center are explained in further depth in the last
the Center includes an Education Center; a multi-use 41 , 000 square-foot section of this report.
cultural center with studios and classrooms for visual , performing and literary
arts , offices and shared administrative space for community organizations , 3) A 1 ,500 to 1 ,800-seat Performing Arts Hall
conference and reading rooms , video screening and editing facility, and space While the quality, size and access of Lincoln Center's Mini-Theater has created
for Teton School District, Central Wyoming College/Jackson Outreach Center, challenges for Fort Collins' smaller arts groups , the quality and breadth of pro-
and University of Wyoming Outreach School . It provides shared space for gramming for larger arts groups and for the City's presenting program have been
over twenty arts , culture and education groups . The facility also includes a challenged by the quality, size and access of Lincoln Center's Performance Hall .
500-seat flexible theater, a clubhouse , and artist housing . A better large facility could allow these programs to grow in size and quality.
According to Broadway booking agents , a better large facility also improves Fort
The Education Center, Phase One of the project, was completed in 2005 at Collins' potential to attract larger-scale Broadway and touring acts sooner than
a cost of $25 million . Phase Two, including a 525-seat proscenium theater, current facilities allow.
community clubhouse , rehearsal facilities, scene shop and other administrative
and support spaces to serve the community, will open quite soon at a cost Our survey of potential users indicates a need for a larger, high-quality perfor-
of $ 12 million . Although the facility is being developed by a public/private mance space with the technology, acoustics and space capable of successfully
partnership , all of the funds raised for the construction of the facility are from presenting touring Broadway, live symphony and classical music, ballet, opera ,
private sources . popular entertainment and more . A full counterweight fly system , substantial
wing space and appropriate backstage facilities are also crucial to raising the
The Community Center for the Arts (CCFA), the organization charged with the quality of such programs .
project, is a 501 (c)3 nonprofit organization , governed by a Board of Directors We believe that the best option for development of this facility would be to build
that will manage and operate the new cultural facilities . The CCFA worked with anew much like the following two examples:
the Kimmel Center in Philadelphia on a management plan that would govern Clay Center for the Arts , Charleston , WV
the shared use of facilities with local arts groups and outside presenters . The Clay Center for the Arts, a 245, 000 square-foot facility including a main hall ,
The original plan called for CCFA to manage its own programming efforts . black box, and discovery science center, opened in 2003 . The Center is home
However, a number of the local groups resisted the idea , worried that CCFA to the West Virginia Symphony Orchestra , a presenting series , Broadway series ,
would bring big-name acts and cause competition for time , space , funding and and contemporary concert series . The Center was built at a cost of $ 118 million ,
$37 . 9 million of which was public money. This cost also includes a $ 10 million viding subsidized rent, technical expertise and marketing support. The Harris'
performance endowment and $5 million maintenance endowment . annual budget is around $6 . 6 million . In its three year history, the Harris has
The 1 , 883-seat Performance Hall is a state-of-the-art hall with great acoustics hosted more than 50 companies and 300 performances .
and sightlines . Other facilities include the Walker Theater, a black box theater Of the group's $67 million fund-raising goal for its capital and endowment cam-
that can accommodate between 150 and 200 people depending upon the con- paign , $52 . 7 million covered the theater's construction costs (this was more than
figuration . The Avampato Discovery Museum features two floors of interactive twice the original estimate ) . The remaining $ 15 million was devoted to an endow-
science exhibits , including a 12 , 000 square-foot science museum gallery and ment to subsidize operating costs . A number of resident groups had to increase
the 175-seat ElectricSky Theater, which presents planetarium shows and large their annual budgets by as much as 50 percent in order to manage the costs of
format films on its giant domed screen . Also within the Discovery Museum sits performing in the new downtown venue . Daily rental rates are around $4 , 000 .
a 26 , 550 square-foot art museum with a 760 piece permanent collection on dis-
play. The Center also has a cafe and gift shop . 4) An Even Larger Venue
The Center's Broadway and touring productions are booked and presented by Considering the City' s desire to increase its cultural profile and become more of
Jam Theatricals , a Chicago-based theater presenting group . Jam Theatricals a cultural destination , along with the needs and desires expressed by cultural
rents the Hall from the Clay Center to present the Broadway series . In addition , initiatives such as the Bohemian Foundation 's music venue , we also recommend
the Clay Center curates its own Presenting Series . the development of a 2 , 500-seat venue to support large scale touring music and
The Clay Center has depended on subsidies of $ 1 . 5 million from the Clay Foun- other entertainment.
dation to help round out its $3 . 3 million annual budget. In an effort to reduce costs
and streamline fundraising , the Discovery Museum and the Clay Center have Here are two examples of facilities that include large performing arts venues :
merged ; this will also provide opportunities for more integrated programming .
Harris Theatre , Chicago , IL Durham Performing Arts Center, Durham , NC
Opened in 2003 , the Harris Theatre was constructed underground in Millennium The City of Durham recently broke ground on a $35 million Performing Arts
Park . The 1525-seat theater is home to 12 diverse arts and presenting organiza- Center. The Center is owned by the City of Durham , and as such is expected
tions , and is rented out to other groups as well . The Harris was built as a col- to contribute , both financially and culturally, to the revitalization of its downtown
laboration between the philanthropic community and arts groups . center. The City is engaged in an ongoing , multi-decade cultural master plan
The twelve arts organizations who call the Harris home are mostly music and that includes the development of cultural facilities , restructuring roads and
dance organizations ; all have been part of the development process since it be- highways , and encouraging commercial development. This project is an
gan in 1994 . The Harris works to be accessible for all performing arts groups , not important part of that plan .
just the resident companies , with a goal of becoming a national model for the use
of a shared performance venue . Programming for the Center will include a variety of performances from many
The Harris Theatre is operated by the Music and Dance Theater Chicago group , disciplines , including music, dance , comedy, touring stage productions ,
a nonprofit organization that acts as a partner to performing arts groups by pro- graduations , conferences , receptions , expositions and other such events . An
effort will be made to maximize use of all facility components , including the In 1998 , local businessman W. Jerome Frautschi donated $200 million for the
lobby and support spaces, for specialized events and gatherings. development of a cultural arts district in downtown Madison . He established
the Overture Foundation to solve the space needs of the city's major arts
Along with a state-of-the-art stage , auditorium and executive suites, the organizations . Now complete , the facility contains the 2 ,251 -seat Overture
Center's components will also include dressing rooms , backstage technical Hall ; the 1 , 000-seat Capitol Theater; the intimate 350-seat Isthmus Playhouse ,
facilities , office , ticket booths , restrooms and lobby areas . The Center will three black box multi-purpose spaces , the Madison Museum of Contemporary
have a full complement of theatrical , concert and motion picture equipment Art, meeting rooms , four art galleries , and a soaring glass lobby. An elegant,
including special electrical and sound systems. In addition , the Center is being versatile second-floor space designed to accommodate a full orchestra
designed to achieve superb acoustics. rehearsal as well as full-scale theatrical performances, Promenade Hall also
serves as an ideal setting for formal receptions and other events . An informal
One key element in the Center's design is its capacity to convert from a 4 , 000- lower lobby performance space can be seen - and heard - from the main
seat hall to a 2 , 000-seat hall . This unique feature is driven by the need to Rotunda entry level of Overture Center. The primary use for this is space is for
provide appropriate performance space both for large touring productions and free family entertainment programs . The Wisconsin Studio space is suitable
regional arts groups such as the American Dance Festival . This also presents for formal receptions , performances , meetings and other events, including
an exciting challenge to the new operations team . While the Center is owned rehearsals . In addition to the performing arts, Overture Center for the Arts
by the City, it will be operated by a private entity. This private operator will presents exhibitions of visual art in the three galleries located off the Rotunda
be comprised of a partnership between Nederlander and PFM ( Professional Lobby. All exhibits are free and open to the public.
Facilities Management). There are not many precedents of a combined
commercial/non-profit facility of this scale , so the operator will be pioneering a Overture Centeris currently hometo eight resident performing arts organizations
new framework for similar projects around the country. and two visual arts organizations , including the Madison Symphony Orchestra
and the Madison Chamber Orchestra .
Overture Center, Madison , WI
Opening in 1980 , the Madison Civic Center, including the renovated 1928 The Overture Center is run by a President/CEO , and supported by 36 staff
Capitol Theatre , was Madison's home for great arts and entertainment for 23 members in the departments of administration , events , ticket office , education
seasons . Dane County residents were treated to a range of experiences from and outreach , promotion/marketing , development and sponsorships , facility
luminaries like Mikhail Baryshnikov, Kiri Te Kanawa , and Itzhak Perlman , to management, theater technicians , and volunteers and festivals .
performances by local arts groups including the Madison Repertory Theatre
and the Madison Symphony Orchestra , to free festivals and kids shows in This element will likely be best developed by the Bohemian Foundation through
the Crossroads , to the silent film series in which a historic organ continued to their proposed Oxbow Center which is expected to serve touring music and en-
play. tertainment.
5) AN OUTDOOR EVENT VENUE To achieve their objective , designers focused on shaping spaces and the land
Finally, we recommend the development of an outdoor facility to support both live to create good sightlines for outdoor performances , to organize ticket-holders,
performance and community gatherings and events such as festivals, farmers and to allow for the placement of tents for events , food and beverage vendors .
markets and more . Fort Collins lacks outdoor space appropriate for these kinds They worked to create an infrastructure, including electrical and water supply,
of functions . A flexible space with the ability to host music, spoken word and to support major concerts for 12 , 000 people , Shakespeare in the Park, and
more can also support other community uses . other 500- 1000 person concerts and events .
This is another option that might be developed with a community partner such The result includes more than 372 ,000 square-feet of open lawn , plaza and
as Beet Street. However, we would note that a central (potentially downtown) garden spaces that provide a variety of venues for performances , special
location for this facility will be key in order to maximize the benefits to the City events and festivals , as well as the daily recreational needs of local residents.
and to the community . Here again , flexibility of use is key in order to support a Features include three distinct performance venues , parking for more than
variety of functions . Such flexibility provides great benefit to the community of 2 , 100 cars , ticket booths and public restrooms, a covered pavilion with seating
Addison , Texas : capacity for 200 guests , a concession kitchen , fields for active recreation ,
walking trails and water and electrical hookups located throughout.
Addison Circle Park, Addison , TX
Completed in 2003 at a cost of $7 . 5 million , Addison Circle Park is located at In addition to serving as a civic gathering place for Addison 's residents , these
the center of a new community in the Dallas suburbs . Addressing a need for features allow the Park to host an array of events each year including a series
outdoor space that can serve as a downtown civic center and also accommodate of performances by Shakespeare Festival of Dallas ; Taste Addison , a weekend
Town festivals , Town administrators posed a challenging planning and design of food and music featuring more than 50 of Addison 's best restaurants and
problem : To create an inspiring and beautiful 10-acre park ideal for the national talent; ARTFEST, featuring artwork from hundreds of artists plus
community's everyday use , that then transforms into a civic gathering space a children's area , music, food and auctions ; Cinema in the Circle , a weekly
for festivals of over 100 , 000 people . summer series of outdoor movies on a big screen ; and Addison Oktoberfest,
an authentic re-creation of the Munich Oktoberfest with food and music. Other
Design firm Sasaki Associates worked with the community to establish events include 4th of July celebrations , a 3-day annual book sale , fundraising
a detailed program for the outdoor space and plan for its future mixed-use walks and runs for local and national charities ; and children's events and
development. Within this program , Sasaki aimed to create a series of visual festivals .
and tactile experiences , such as the sound of trickling water while sitting under
a shady grove , children splashing in fountains , walking the dog or jogging As the centerpiece for Addison 's continuing urban development, Addison Circle
along the paths through trees, and participating in Town festivals. Park is a landmark in the region , attracting almost one million people each year
to support the town 's economy.
Conclusions and Recommendations
Lincoln Center Conclusions
Decisions about what to do at Lincoln Center drive many other decisions in terms Remove the meeting facility component of Lincoln Center, pursuing a different
of Fort Collins' cultural facility planning efforts. Our assessment of the Center model to fulfill this community need . This could be achieved within another
leads us to the following conclusions : new City facility or within Recreation centers . A need for upscale meeting and
event facilities may be met in the future by new hotel facilities .
• Our assessment of the Performance Hall indicates that its fair quality is
affecting programming and use. The space is used for rehearsal too often ,
limiting revenue potential . And audience levels seem to waver which could be
a symptom of the facility's physical condition and poor site lines.
• As Fort Collins' most sought after performance space , the Mini-theater is
extremely busy. Its busy schedule and booking policies limit accessibility for
many groups . And physically, fly and backstage space would diversify its
use .
• Lincoln Center's meeting facilities are at best a break-even venture . These
facilities are in high demand and in fair condition and cannot be taken away
without replacements whether they are developed in public or private spaces,
with or without City involvement.
Considering these conclusions , in combinations with Pfeiffer Partners physical
review of the facility, we offer the following recommendations :
• Scale down the Performance Hall to create a high-quality, mid-sized 500 to
800 seat theater. Then , renovate the rest of the facility to include one or a
number of other community-oriented components such as a black box theater
or shared production , rehearsal and administrative space . Lincoln Center
is a beloved Fort Collins institution and this plan will allow Lincoln Center to
retain its status as a community gathering place that serves community arts
organizations .
8 . SPACE PROGRAM AND LOCATION CRITERIA
The following space program has been developed to quantify the space needs
Exhibition Space 13500 - 11800
necessary to implement the facility recommendations outlined in Section "A. "
Built into the total area for each program alternative is a net to gross ratio typi- R1h11r111
m,11.,, M11 ,
cally used for arts related spaces of 1 . 65 to account for vertical and horizontal ❑
circulation , mechanical / electrical spaces , acoustical separation , and thickness
of walls . Square footages will vary on each project as they move forward in the Exhibition Studio Theater
design process and does not account for items such as exterior plazas or building ❑
terraces . In summary programs were developed for: (show all at same scale —
diagrams) I
-- --
• 1 , 500 — 1 , 800 Seat Theater Outdoor Event
500 800
• 21500 — 3 , 000 Seat Theater ❑
• Community Arts Centers I
• 500 — 800 Seat Theater
• 99 — 150 Seat Flexible (studio) Theater
• Production Facility
• Exhibition and Studio Center
- -----------
Outdoor Event Venue
I
I
I
I
Space • • and Location
LOCATION CRITERIA
In addition to a preliminary space program , location criteria matrices and refer-
ence images have been outlined for each of the 5 major program components .
Categories include parking needs , site area , special building features, new con-
struction or existing building required , visibility level , accessibility, and synergistic
opportunities . A specific site test was completed for a 1 , 500 — 1 , 800 seat theater
south of the Justice Center at the intersection of Mason Street and Mountain
Avenue . The block totals approximately 5 .7 acres with the performing arts center
taking 2 .75 acres . A conceptual programmatic site diagram illustrates adequate
space to integrate the new center with the existing park vis-a-vis a 15, 000 sf arts
plaza and colonnade connected to the main theater lobby. A multi-purpose room
would over look the park and arts plaza with an upper level terrace . Another
24 ,000 square feet of the 2 . 75 acres could be devoted to open space . The site
offers space for generous building setbacks for patron gathering or passersby on
Mason Street and Mountain Avenue .
An additional specific programmatic concept test fit was illustrated for Lincoln
Center. Alternatives for improving the existing theater were explored with a rec-
ommendation to reduce the volume and seat count to approximately 450 seats .
A new 99 seat black box theater was proposed for a space adjacent to the exist-
ing Mini-Theatre . Across the west corridor would be new classroom / meeting
rooms, scene shop , warming kitchen , administrative offices , and dressing rooms .
Downsizing the main theater will allow new space for classrooms , rehearsal , and
restrooms on the balcony level . Other conceptual locations for new or expanded
cultural arts facilities such as the Discovery and Science Center joint effort with
the Fort Collins Museum east of Lee Maratinez Park were shown on the "plan-
ning and ideas model " (graphic of model shown on page "x") .
i
I
Public Space
Public lobby 21 ,600 Sized @12 sf/seat, can be shared w/another use
1 . 13500 — 1 800 SEAT THEATER Concessions 0
, 15
Concessions storage 150
A 1 500 — 1 , 800 seat theater requires a program of approximately 96 000 gross House ce - salManager / firstaid 120
> q p g pp y � g Box office - sales 120
square feet (gsf) with a footprint of 285' x 250' at the maximum lengths. A con- Boozooffice- work om 150
cept plan was created for the northwest corner of Mason Street and Mountain Front of house storage 100
Audience chamber sound & light locks 0 included in gross
Avenue on a site of 2 .75 acres or 290' x 400' . This site layout permitted gener- Subtotal 22,590
ous space for drop-off and arrival ; service entry with truck loading ; arts plaza Rehearsal/Warm-Up Room
Rehearsal Room 21000
and colonnade ; and 24 , 000 square feet of landscaped green . One of the largest Subtotal 23000
components of a theater is its stage house with a typical height of 90' to 100' , a Support Space
minimum depth of 45' and a length of 90' . Other key spaces include the overall Piano storage 160
Stage manager's office 10
theater ( including stage house) totaling 28 ,000 gsf; front of house spaces includ- Misc. backstage storage 200
Laundry 80
ing the lobby area consist of 22 ,600 gsf; and support spaces 7 , 680 gsf. Ad- Costume storage 19000
Scenery/prop storage 11200
�ition l sW8cef was assigned for a recital / rehearsal hall , administrative offices , 2-person dressing room 100
oca to rl @rla 2-person dressing room 100
4-person dressing room 180
0 Seat 4-person dressing room 180
12-person dressing room 400
Criteria Requirements Notes 12-person dressing room 400
Parkin Needs: +/- 500 spaces A 1 space/3 seats, can be shared w/other uses Backstage restroom (men) 80 2 units @ 40 sf/each
Minimum Site Size: 26,000 Does not include parking, assumes some 2 story Backstage restroom (women) 80 2 units @ 40 sf/each
Special Features: Fly tower 90' in heiqht typical Green room 300
Existing Buildinq: NA Difficult to accommodate in an existing building Make-up room 300
including Lincoln Center Subtotal 41880
Other
Visibility: D Building Services
Accessibility: MR/Transit Food service/warming kitchen 400
S ner etic Opportunities: R/RT Housekeeping office 150
Housekeeping/custodial storage 150
Backstage security office 100
Program Truck/loading dock 0 in gross (3 bays)
Subtotal 800
1500 - 1800 Seat Theatre Notes
Subtotal Net Square Footage 589275 Does not include scene shop, costume shop
Audience chamber 18,000 1800 seats @ 10 sf/seat Estimated Net to Gross Ratio 1 .65 paint shop or significant storage ares
Stage 51225 55 depth x 95 width (ncludes wing space) Estimated Gross Square Footage 96,154
Apron 200
Orchestra pit 11200
Orchestra shell storage 360
Trap room 19500 minimum 15' height
Seat wagon storage 800
Dimmer room 150
Amplifier rack room 130
Follow spots 220
Lighting and sound control booth 120
House sound mix position 100
Subtotal 28,005
• . • . . . -� '� . • • 1.
■rL Tom. _ ,
r• r
r
Support Serv .
Rehearsal
Mcra
gsf
memo
Front of House
-------------
ProgrammaticConcept . . --
4i
S ace Pro ram and Location Criteria 51
OPTION1 � 500 m 1 800 SEAT PERFORMING ARTS CENTER
NEW FACILITY
Mountiain Avenue and mason
Street Level
` •�!� •
ack of House Support 8 , 052 gsf
_ �51r lYwFront of • • Lobby 24 ) 000 gsf
Retail Arts Space 5 , 300 •
sf
�nn•JyuY,uXln, hlq II' I n' uu' uu , JJ' N5
- i '
, 1
y R • + Upper Levels
Multipurpose ■ 1 • 111 gsf
ming Kitchen Storage
Upper Level Front of House 13 , 750 gsf
�. •. . kt i F F . Office 3 300 gsf
as z ; • � : 1�' i . rl ' 4 . ; . .+ ~ � _ � * �
r
La Porte Avenue
Justice
Center
d ;v
co Park
d
o R
O
11 : 11
Terrace
r '
n vrirvrY' :=
MulRoomose
Support Rehearsal e al
8,052 gsf 3,300 gsf far a e we 3,000 gsf el
Support 1500 - 1800
Seat Theatre Waning Kitchen I ❑�
ea Storage 1,100 gs _
Max Truck Lengtli
Loading � Loading �
Drop Balcony
� Level
Balcony I ug Lobby / Back of House / Su ort
Back of House I Support Lobbies Front of m
Above
House Balcony
24,000 gsf Roof Office FOH
Retail I Arts Space ,000 g Below 3,300 gsf 13,750 gsf Street Level
5,300 gsf Box Office Lobby Below
Mountain Avenue 4-
N 0' 12.5' 25' 50'
Street Level Balcony Level
LARGER THEATER ALTERNATIVE 2, 500 SEATS
GSF Est.
3000 Seat Multi-Purpose Theater NSF Factor GSF Notes
Audience chamber 25,000 2500 seats (d) 10 sf/seat
Stage 5,500 55 depth x 100 width (ncludes wing space)
Dimmer room 150
Amplifier rack room 130
Lighting and sound control booth 120
House sound mix position 100
Subtotal 31 .000 2.0 62.000
Oil
Public Space
Public lobby 25,000 Sized a(�.10 sf/seat, can be shared w/another us
i .
Concessions 150
Concessions storage 200
Warming kitchen 300
House Manager / first aid 120
Box office - sales 160
Front of house storage 100
Women's Restrooms 2,100 A ratio of 1/30 seats x 60%
Men's Restrooms 900 nc- ratio of 1(70 seals x 60%
Audience chamber sound & light locks Included in net to gross ratio
Subtotal 29,030 2.0 58,060
Support Space
Stage manager's office 160
Misc. backstage storage 200
12-person dressing room 420 50 sf/station
12-person dressing room 420 50 sf/station
"Star" dressing room 250
8-person dressing room 400 50 sf/station
8-person dressing room 400 50 sf/station
4-person dressing room 200 50 sf/station _
4-person dressing room 200 50 sf/station
Crew room/caterinq 1 ,250 w/warminq kitchen
Green room 500
Subtotal 4,400 1.5 6,600
Buildina Support
Building manager's office 150
Loading dock - in gat
Custodial closets 80 2 (a 40 at , !
Building storage 1 ,000
Subtotal 1 ,230 1 .5 1 ,845 t
TOTAL ESTIMATED SQUARE FOOTAGE 65,660 128,505
•
r
_Y
COMMUNITY ARTS CENTERS
Public Space Notes
Lobby 21000
Exhibition Cases 400
Subtotal 2,400
150 Seat Theatre
Studio seatinq area 1 , 500 150 seats (a) 10 sf/seat
Performance area 900 40' x 40'
Technical/acting balcony 800 Optional _
Dimmer room 80
Liqhtinq and sound control booth 120
Sound rack room 80
Follows of booth 80 _
Subtotal 34560 r Performer Support
Support
Dressinq Rooms 400 2 (d) 200 nsf each
Green Room 400
Subtotal 800
Multi-Purpose Room Notes
WIL
Multi-Purpose Room 3,000 Banquet seatinq for 150
Storage 500 Tables chairs
Subtotal 3,500
r.,
Art Gallery
Larqe exhibition space 1 ,200
Small exhibition space 400
Storage 300
Subtotal 1 ,900 f
Classrooms/Practice Rooms
Larqe Classrooms (2 a) 1200 sf) 2 ,400 Approx. 30 pariticpants each
Practice Rooms 3 80 sf 240 W/U ri ht piano —
Subtotal 2,640 ,
Building Support ^ w► . • . � � -
- -
Ir
Warminq Kitchen 400
Storage 800
Subtotal 1 ,200
TOTAL NET SQUARE FEET 16,000
Estimated Net to Gross Ratio 1 .5
TOTAL GROSS SQUARE FEET 24,000 ss�a._
I
and a multipurpose room .
2 . 500 — 800 SEAT THEATER 500 - 800 Seat Theatre Notes
Programming for a 500 — 800 seat theater totals 47 ,091 gsf including the audi- Audience chamber 85000 800 seats @10sf/seat
Stage 4,050 45 depth x 90 width (ncludes wing space)
ence chamber, stage house , public spaces, back-of-house support, and building Dimmer room 150
Follow spots 220
services . This midsized venue would be flexible in design to support both dance Amplifier rack room 130
Lighting and sound control booth 120
and vocal performances in addition to theater. The stage house is sized at 45' x House sound mix position 100
90' in width including wing space . Front of house spaces total 10 , 090 gsf includ-
Subtotal 12,770
Public Space
Public lobby 9,600 Sized @12 sf/seat, can be shared w/another use
Concessions 100
Concessions storage 50
House Manager / first aid 120
Box office - sales 120
Front of house storage 100
Audience chamber sound & light locks 0 included in gross
Subtotal 10,090
Location Criteria Support Space
Piano storage 120
Stage manager's office 160
space: 500 Seat Theater Misc. backstage storage 200
Estimated GSF7 24,000 Laundry 80
Costume storage 1 ,000
Criteria Requirements Notes Scenery/Prop storage 12200
Parkinq Needs: +/- 167 spaces A 1 space/3 seats, can be shared w/other uses 2-person dressing room 100
Minimum Site Size: 26,000 Does not include parkinq, assumes some 2 story 2-person dressing room 100
Special Features: Fly tower 60' - 70' in height typical
Existinq Buildinq: NA Difficult to accommodate in an existing building 4-person dressing room 180
4-person dressing room 180
Other 12-person dressing room 400
Visibility: D 12-person dressing room 400
Accessibility: MR/Transit Backstage restroom (men) 80 2 units @ 40 sf/each
S ner etic Opportunities: R/RT Backstage restroom (women) 80 2 units @ 40 sf/each
Green room 300
Make-up room 300
Subtotal 45880
Building Services
Food service/warming kitchen 400
Housekeeping office 150
Housekeeping/custodial storage 150
Backstage security office 100
Truck/loading dock 0 in gross (3 bays)
Subtotal 800
Subtotal Net Square Footage 28,540 Does not include scene shop, costume shop
Estimated Net to Gross Ratio 1 .65 paint shop or significant storage ares
Estimated Gross Square Footage 47,091
Bldg .
d�
11111111 '•. ,
800 gsf
Theater 8 , 050 gsf
•ft , _ `
Support
Rehearsal
0000
41880
Front of House 4 , 580 gsf
�O goo
a �
S ace Pro ram and Location Criteria 57
ing the lobby, concessions , box office , storage , and restrooms . PRELIMINARY SPACE PROGRAM: 99 - 150 SEAT FLEXIBLE THEATER
Theatre Notes
3. 99 - 150 SEAT FLEXIBLE (STUDIO) THEATER Studio seating area 11500 150 seats @ 10 sf/seat
The flexible theater, typically a more sophisticated black box performance space , Performance area 900 30' x 30'
Technical/acting balcony 300 Optional
has a total program of 9 , 200 gross square feet with seating for up to 150 . A Dimmer room 80
flexible performance area of up to 30' x 30' will allow for a wide range of uses Lighting and sound control booth 120
Sound rack room 80
such as play production , readings, lectures , and meetings . Footprints for typical Followspot booth 80
flexible theaters with a technical balcony are generally rectangular with approxi- Subtotal 31060
mate dimensions of +/-80' x 60' . In addition , a minimum of 640 square feet of Public Space
support space has been outlined and an area for public spaces totaling 1 ,880 Public lobby 17500 Sized @10 sf/person
Concessions 80
Concessions storage 20
House Manager / first aid 120
Box office - sales 80
Front of house storage 80
Audience chamber sound & light locks 0
Location Criteria Subtotal 11880
Space: 99 - 150 Flexible Theater ` pport Space
Estimated GSF: 9,200 Piano storage 120
Criteria Requirements Notes Misc. backstage storage 200
Parkinq Needs: +/- 50 spaces Co), 1 space/3 seats, can be shared w/other uses 4-person dressing room 160
Minimum Site Size: 7,000 Does not include parking 4-person dressing room 160
Special Features: Heiqht needs Requires two story volume - 20-25' minimum Subtotal 640
Existinq Buildinq: Passible Consider adding adjacent to the Mini Theater in Lincoln
Center
Other Subtotal Net Square Footage 5,580
visibility: D Estimated Net to Gross Ratio 1 .65
Accessibility: MR/Transit Estimated Gross Square Footage 95207
S ner etic Opportunities: R/RT
I
I
Prop
Support � II��I L _
iTheater
,. iin ii■ .ii uii ■�
1� L�i■�I9. 2,550 gsf ii:l ,
I.l ill • ____ .i[! LI �E,m
1.�!�I1 ■�I,��,I�■ii 1l��!■I.IIII
I,■�■1��III■■1.��.1■■�l���i1■�■IIII
Front • �.� �• •
�
House
� 11
1 , 880
•
ir -�I�
77
� s
-i
: .a
w
k�
S ace Pro ram and Location Criteria 59
gross square feet.
4. PRODUCTION CENTER PRELIMINARY SPACE PROGRAM: ADMINISTRATION/PRODUCTION CENTER
A preliminary program of 22 , 815 gross square feet has been outlined for a shared 99 Seat Theatre Notes
production center that would provide administrative and production functions to Studio seating area 990 99seats a),, 10sf/seat
Performance area 900 30' x 30'
local organizations at a central location . In addition , meeting spaces would be Technical/actinq balcony 300 Optional
Dimmer room 80
available for short-term rent and large storage areas adjacent to the shop areas Liqhtinq and sound control booth 120
longer term rental use . Conversion of former industrial buildings would be Sound rack room 80
for Ion
g g Follawspot booth 80
potentially ideal for reuse as a tall floor to ceiling height of 20' is required for Subtotal 2.550
Public Space
scene / construction space . The costume and prop shops desire between 12 Public lobby sso Sized cr10sf/person
Concessions 80
Concessions storage 20
House Manager / first aid 120
Box office - sales 80
Front of house storage 80
Audience chamber sound & light locks 0
Location Criteria Subtotal 1 ,370
Rehearsal Space
Rehearsal Room 1 ,800
Space: Production Space Subtotal 1 ,800
Estimated 20,000
Support Space
Criteria Requirements Notes Piano storaqe 120
Parkinq Needs: +/- 50 spaces Would not permit simultaneous use of all spaces Misc. backstage storaqe 200
Minimum Site Size: 13,000 Does not include parkinq, assumes some 2 story 4-person dressinq room 160
Special Features: Scene Shop 20' clear for large sets / flats 4-person dressing room 160
Existing Building: NA Could be accommodated in industrial loft space
Subtotal 640
Other Production Space Notes
Visibility: NR
Accessibility: MR/Transit Shared scene/construction space 2,500 20' clear for larqe sets/flats
S ner etic Opportunities: w/Library Costume shop 2,000 12-15' clear desirable
Prop shop 2,000 10' - 12' desirable, no natural light
Subtotal 6,500
Arts Organization Space Notes
Shared office space 750 10 work stations (a) 75 sf/station
Conference room 400
Work area 200 Fax, copier, coffe, etc.
Shared storage 1 ,000 ockable "cages". 20' clear for stacking & large flats
Subtotal 2,350
TOTAL NET SQUARE FEET 15,210
Estimated Net to Gross Ratio 1 .5
TOTAL GROSS SQUARE FEET 22,815
Rehearsal Rooms Rehearsal Rooms
(Theater)
- _
StudiosDance
Art Classrooms Shared
I r
• Studios Spaces
fit
1I.
11�u!uq�i.�I,�.,��iilulln.�lll ee
i'�inpnniw��Il�nm�l!!II� � �
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S ace Pro ram and Location Criteria 61
and 15' in height.
5 . EXHIBITION AND STUDIO PRELIMINARY SPACE PROGRAM : EXHIBITION SPACE
A space of 12 ,750 gross square feet has been programmed with 4 ,275 gsf dedi- Exhibition space Notes
cated to gallery and/or event space , 6 , 975 gsf for individual studio spaces , and Large exhibition gallery 1 ,800 20' clear for large objects, sculpture
1 , 500 gsf for administrative support and storage . A portion of the large exhibition Small exhibition gallery 600 12-15' clear desirable
Media/projection exhibition gallery 450 10' - 12' desirable, no natural light
/ gallery space should have a 20' clear floor to ceiling height and the smaller gal- Studio - "wet arts" 13750
Studio - "dry arts" 17500
lery spaces up to 15' . The space should be organized in a way that encourage Studio for ceramic arts 800
Studio for jewelry and metalwork 600
Office/administrative space 500
Storage 500
Subtotal Net Square Footage 89600
Estimated Net to Gross Ratio 15
Estimated Gross Square Footage 12,760
Notes:
(1 ) Natural light is desirable for the large gallery if it can be darkened, but daylight not required
Location Criteria (2) Security will be required for any of the exhibition spaces
Space: Studio / Exhibition Space
Estimated GSF: 12,750
Criteria Requirements Notes
Parking Needs: Varies
Minimum Site Size: Varies
Special Features: Height/Light/Security Ideally, 12-20' ceiling height w/some natural light
Existing Building: Ideal Ground Floor of existing buildings w/own entrance
Other
Visibility: D
Accessibility: NA
S ner etic Opportunities: R/RT/Other galleries
-t
1 1
Admin V
SFudios 2 3A gsf
❑ ❑
n n G Ilery Spaces
u u 2 , 850 gsf '
I
= ag F- ❑ F-❑
Studios ,3❑25 gsf
Cn
� — m
r
1 �
Space Program i Location Criteria
collaboration , but provides adequate space for individual production . PRELIMINARY SPACE PROGRAM : OUTDOOR EVENT VENUE
6 . OUTDOOR EVENT VENUE Public Space Notes
Ticketing 200
A large outdoor event venue requires approximately 2 . 2 acres to accommodate Concesssion 400
a 95, 000 gross square foot facility. 6 ,480 gsf is designated as enclosed building Public restrooms (men) 400 10 units@ 40 sf
area . The remaining area may be sheltered in part and/or offer moveable walls Public restrooms (women) 1 ,000 20 units @ 50 sf
Subtotal 21000
for an indoor/outdoor configuration . Typically between 25 to 33% of the audience
area is made of fixed seating with the remainder being terrace or sloped lawn . A Seating and Performance Platform
Ticketing and public open space plaza 10,000 Plaza and special paving
facility of this size would seat +/- 51000 . Concrete and grass tiered seating 75,000 59000 @ 15 sf/seat
Stage with forestage lift 3,200 80 x 40
Subtotal 88,200
Outdoor Event Support Spaces
Lighting control room 200
Sound control room 150
Location Criteria Sound system amplifier rack room 100
Dimmer rack room 250
Stage manager's office 120
Space: Outdoor Event Venue Stage storage 500
95,000 Subtotal 13320
Criteria Requirements Notes
Parkinq Needs: +/- 1 ,667 spaces d 1 space/3 seats, can be shared w/other uses Performer Support Spaces
Minimum Site Size: 2.2 Acres Does not include parking
Special Features: Contiguous Open Space Minimum of +/-250' wide Star dressing room (w/shower & toilet) 240
Existinq Buildinq: N/A N/A 2-4 person dressing 11000 4 @ 250 sf
Other Subtotal 13240
Visibility: NR
Accessibility: MR/Transit TOTAL NET SQUARE FOOTAGE 923760
S ner etic Opportunities: R I I Total net square footage - building only 4 . 560
TOTAL GROSS SQUARE FOOTAGE - BLDG @ 1 .5 63840
snow
94A
Support ' <
St6ge
CovererI Seating
\ Artaa — f
3
awn Sea ing
Area
Public / Ticketing
1 t....
Ir
Space Proqram
J
and LocationCriteria m
I
LINCOLN CENTER ALTERNATIVE CONCEPTS
• New Restrooms
(concept only - may be down-sized) 4
CL '
• Classroom +
Lobby
Rehearsal Room 700 SF
F • Lighting Platform
AwI�I 11700 SF
Administrative 21200 SF 1 . _.
Offices Control
— _ Room Below
Shops - 0
99 Seat Black MAO
Box Theater Movable
Partitions 700 SF
Classrooms / r
Meeting Rooms L li f
(may be l or 3 spaces) 3,000 SF 21243 SF - •
• New Acoustical
Separation - "" Level 2: 5,500 GSF
e s
Warming Kitchen "" 4 �� „
.,. �+
J7
Dressing Rooms v � + New Elevator
Level 1 : 473530 Gross Square Feet
Stag
Planning5. 1. 2007
Concept 1 : • 1 0
• . Management Services PFUFFER
Lincoln • • CO PARTNERS
Space Program and / Criteria •
• New Restrooms
(concept only - may be down-sized) : < .
r
CL
• Classroom
Lobby
� • Rehearsal Room 1 ,060 SF 550 SF -
I r`
• Lighting Platform 1 ,100SF
SF
• Administrative 2,200 o -- -� ""
Offices r Control
Room Below
• Shops
` 550 5F
99 Seat Black -
Box Theater Movable �.a
Partitions
Classrooms /
Meeting Rooms a = 1 ,060 5F
(maybe 1 or3spaces) 31000 SF 2,243 SF
New Acoustical
Separation LAN Level 2: 5,500 GSF
Warming Kitchen a
�.
Dressing Rooms �� New Elevator
Level 1 : 47,530 Gross Square Feet �`
New Perimeter
Stage Wall
f�
Lincoln5. 1. 2007
• • CO Webb Management Services PFUFFER
r w —
New Program -
ti
W '
-- « � Lobby
Rehearsal Room 700 SF
� m Lighting Platform 11 700 SF
Multi-purpose 21200 SF
Room '� IF M
_ _ Control ,
Room Below
1 ! •
Shops—
Rehearsal Room """""
-- ~ � 700 SF
I 51243 SF
New Acoustical
Separation Li
err q.
Level 2: 5,500 GSF
Level 1 : 47,530 Gross Square
r
Sta
Webb Management Services PFUFFER
Lincoln Center: Fort Collins, 4 . 20. 2007 PARTNERS
Space Program and Location Criteria
9 . IMPLEMENTATION COST
COSTS TO IMPLEMENT
The following total project cost model includes hard construction costs as well as
soft costs (furnishing , fixtures , equipment, professional fees , and owner adminis-
trative costs). For general budgeting purposes , hard construction costs (exclud-
ing cost escalation) normally accounts for between 70-75 percent of total costs .
All costs are in 2007 dollars and assume new construction . Escalations can
be calculated to the mid-point of construction at an approximate rate of 7 .5%/
annum .
Total Costs Soft Cost Est. of Soft 10% Total
Facility GSF Costs/GSF Construction Ratio Costs 1 Continaencv Pro'ect Costs
1500- 1800 Seat Theater 96 ,000 $ 475 $ 45 , 600,000 1 . 35 $ 15 , 960 ,000 $ 611569000 $ 67,716 , 000
500-800 Seat Theater 47,000 $ 475 $ 22 , 325,000 1 . 35 $ 71813 ,750 $ 31013,875 $ 339152 , 625
99- 150 Seat Theater 91500 $ 350 $ 31325,000 1 . 3 $ 997 , 500 $ 432 ,250 $ 41754 , 750
Exhibition Space 12,750 $ 350 $ 41462,500 1 . 3 $ 1 ,338 ,750 $ 580 , 125 $ 6,3811375
Production Space 209000 $ 200 $ 41000,000 1 .25 $ 19000 ,000 $ 5009000 $ 59500 , 000
Outdoor Event Space $ 61160 , 000
- Buildinq 71000 $ 200 $ 11400,000 1 .25 $ 350 ,000 $ 175 ,000 $ 11925 ,000
- Sitework 88,000 $ 35 $ 31080,000 1 .25 $ 770 ,000 $ 385, 000 $ 41235 ,000
Notes:
( 1 ) Soft costs include :
- Fixed furniture and equipment
- Theater seats
- Theater equipment
- Sound and audio/visual equipment
- Security
- Signage
- Fees and permits
(2) All costs are in 2007 dollars. Escalate to mid-point of construction . Current escalation is approximately 7.5%/annum
I
Implemenation Cost
10 . BUSINESS PLAN A new or reconfigured arts council should focus on the delivery of services
to the arts community, including re-granting , advocacy on behalf of the
SUMMARY OF RECOMMENDATIONS arts , communications within and outside the arts community and technical
Summary of recommendations from Secdtions 1 - 9 include : assistance .
1 . Establish a City-supported arts council Of particular importance will be the role of this organization in helping Fort
2 . Strengthen the funding community Collins-based arts organizations prepare for new facilities .
3 . Renovate Club Tico This council should be funded principally by the City, the rationale being that
4 . Add studio and exhibition space an arts council 's role is to strengthen the arts community and maximize its
5 . Add a science/history Satellite at the Lindenmeier Site (Soapstone value and impact to the community. Ideally, the council is set up with an arm's
Ranch ) length relationship to City Council so as to minimize political influence and
6 . New larger venue for touring music insulate City Council from potentially controversial work funded by the arts
7 . New outdoor event space council . Some private sector support might also be appropriate , likely targeted
8 . Develop Southside Community Arts Centers to specific programs .
9 . Develop shared administrative/production facilities
10 . Black box Theater Strengthen the Funding Community: Too many local arts organizations are rely-
11 . Renovated Mini-Theater ing too heavily on earned income , with limited skills, inclination and support for
12 . Reduced-capacity version of Lincoln Center Performance Hall aggressive fundraising . We see this as a key aspect of the community, that the
13 . New 1500- 1800 seat performing arts hall pioneering spirit of Fort Collins makes it hard for nonprofits to ask for financial
support and hard for funders to provide that support. In fact, there is a set of fami-
ADVANCING SPECIFIC RECOMMENDATIONS lies , foundations and businesses that are very generous to the arts, but this group
We will now address the operating implications of these various recommenda- is too small and too put-upon by all of the groups seeking support. We have
tions , focusing on recommendations 8 through 13 . Let us first say what we can thus proposed a community-wide effort to identify and train the next generation
about the first seven recommendations . of leaders and givers . Again , this recommendation has been positively received
in the community, but no one has yet taken up the cause . Accordingly, we would
Establish a City-supported Arts Council : Our initial recommendations on the idea offer several additional recommendations :
of developing a new arts council have been met with generally positive reactions,
also helping to spur discussions of how Arts Alive might be reinvented to take on In other communities , community foundations have played a key role in building
this challenge . These discussions are ongoing in the community, leaving us to the funding community. We would suggest that this organization in Fort Collins
offer the following general suggestions: should be invited to initiate the discussion locally.
• One possible first step would be for the Community Foundation and the City
to organize a half-day meeting of the key private funders . This must be a well-
s
organized event with participation of the City Manager at which private sector more detail below) . This is the most likely way to achieve these spaces, but
leaders are invited to share their thoughts on the future of the community and also the most expensive.
role of the private sector in achieving those goals . Then the discussion should 3 . Encourage local developers to include studio and supporting spaces in new (or
head into the question of where the next generation of funders are coming from adaptive re-use) projects lead by the private sector. This is a very good option ,
and (ideally) what role current funders might play in mentoring and supporting as the City is able to influence and encourage developers to add these sorts of
that group . Professional facilitation would help this meeting . "community purpose" spaces in their projects at minimal cost to the public.
Renovate Club Tico : Club Tico continues to be popular and well-used in the The third option is the most attractive , and we would thus encourage City staff
community, mostly in support of City dance programs and for various types of and leaders to advance such a plan as a policy measure .
rental activity. A renovation was developed two years ago that suggest various
aesthetic upgrades , new mechanical systems (HVAC and sprinklers) , and work Add a Science/History Satellite at the Lindenmeier Site : Despite the fact that
in the upstairs area to add restrooms , a kitchen and a check-in area . These are this famous and significant archeological site is well beyond the Fort Collins City
modest plans that do not require any significant modification of the structure or limits, the City has had the foresight to acquire the property ( known locally as
services . And they will improve the usability and revenue-generating potential of the Soapstone Ranch) as a part of the Open Lands initiative of the Natural Re-
the space . Accordingly, we would recommend that the City support the project sources Department. And now, given that Natural Resources is within the City
with direct funding as well as support for their efforts to raise money from other Service Unit of Cultural , Parks, Recreation and Environmental Services , there is
public and private sector sources . an easy connection made between the site and its potential as a major cultural
asset for the community and visitors .
Add Studio and Exhibition Space : With the MOCA renovation , up to 1 , 000 sf
of studio space will be lost. Plus the fact that demand for studio space at the Given that the new City structure only took effect in January, it will certainly take
new Poudre River Arts Center far exceeds the supply of studios available for some time to bring people, budgets and plans together, but it is encouraging that
rental there . Accordingly, we would recommend that the City find ways to add a a Museum staffer has already been contracted to Natural Resources to survey
minimum of 2 , 000 sf of new studio space in the next five years , and double that the property along with a CSU paleontologist to verify on-site cultural resources
amount over the next ten years . We would offer three ways to accommodate this to support trail planning . That survey has already identified 150 potential sites !
demand : We are also encouraged that CSU is involved in the project, as they will be great
partners in the further development of the site , certainly from a research perspec-
1 . Fill vacant space on or near Old Town on a short-term rental basis , encouraging tive . We would also hope that the city considers a museum facility and visitors
local property owners to accommodate artists whose physical needs are easily center there at some point soon . And it would be exciting to involve City tourism
met. There does not appear to be a lot of vacant spaces in and around the Old planners in the development of the site and supporting marketing materials, con-
Town at this point, but it is still something to watch out for. sidering how the property might be developed as an international destination and
2 . Include some of these spaces in our Admin/Production center (described in one of the key cultural offerings of the community.
New larger venue for touring music and other entertainment: It remains our hope of space will allow Beet Street to grow without the burden of operating a large
that the Bohemian Foundation might take up this element of the facility plan with venue during its formative years , and also determine the size and type of facility
their proposed Oxbow Center. Though plans are not yet final or public, the basic it will need in the future based on the type of programming that proves successful
idea is that Pat Stryker and her team will develop a new large hall for larger-scale for Fort Collins .
touring entertainment, mostly music. Such a project might fit well on the Oxbow
site, now owned by the Bohemian Foundation , and provide the capacity and A cover amphitheater should be considered only if the following benchmarks
quality of venue that is clearly lacking in the community. All are hopeful that the have been met:
Bohemian plans will be completed and made public soon , such that this project
might take its place as a key contributor to the community master plan . Beet Street programming attracts a significant and regular audience and is at
capacity of its less-formal event space .
New outdoor event space : Finally, we have recommended a new outdoor event The audience is indeed primed and proving it will come year-round .
space , which we have characterized as more of a plaza than an amphitheater. A facility's plan is conducted to determine the appropriate facility needed for
The venue would support a broad range of programs , from concerts and festivals the types of successful Beet Street programming
to fireworks displays . We have also recommended a partner for this space - the Other users are identified who could make use of the space to ensure its
Beet Street organization and their plan for a Chautauqua-like programming . The continued and sustained value to the community.
challenge with this partnership is that Beet Street leadership is advocating for a
5 ,000-seat covered amphitheater to support their programs. Although an admi- If Beet Street chooses a different route , and does not partner in a flexible outdoor
rable goal , we would recommend not pursuing a 5 , 000-seat covered amphithe- event plaza , we would recommend that the City treat our outdoor event space
ater at this time for the following reasons : as less of a priority, but still an element in the long-term plan for facilities in the
community.
• Beet Street has yet to develop a programming plan and business plan that
would justify such a space .
• Even after the plan is developed , it is unlikely that Beet Street programs could
sufficiently animate such a venue in the next 10 years .
• This would be a very expensive facility to develop and sustain , with limited
additional uses and users beyond Beet Street (also presuming the development
of the Bohemian Center) .
It is our recommendation and sincere hope that the developing plans of Beet
Street include a less-formal special event space , as well as occasional access to
all of the other current and proposed facilities in the region . We believe this type
Business Plan
The Operation of Multi-user Arts Facilities in Fort Collins
Now we are left with six recommendations for the development of new visual We will now proceed to describe how these four facilities should be operated .
and performing arts facilities. Working with Lincoln Center staff, we have placed
these six rooms along with support spaces into four facilities, as follows : THE SCHEDULING CHARRETTE
In March , we hosted an event in Fort Collins that we call the Scheduling Char-
Community Arts Renovated Lincoln Performing Arts Admin Product rette . With the help of City staff, we invited all of the cultural organizations that we
Center Center Center Center had previously identified as potential users of new facilities to come and join us
150-seat Theater 650-seat Theater 1,650-seat Theater Rehearsal Hall
Multi-purpose Room 200-seat Mini T. Banquet Hall Shops in a discussion on how proposed facilities should be operated . The focus of the
2 Classrooms 99-seat Black Box Multi-purpose Room Arts Org Offices evening was an exercise where we asked groups to imagine that all of the recom-
3 Practice Rooms Multi-purpose Room Gallery Storage mended performance spaces were to open in 12 months and then to book their
Gallery Shops Box Office
Box Office Rehearsal Hall dates in one or more of the halls given two blank calendars . It was a lively event,
Box Office with a wide range of strong opinions expressed on how new facilities should be
operated . Following are some of the highlights of that discussion :
The program for the community arts center has been developed for this and other The key issue for most of the groups is the cost of access to new facilities . But
pieces by Pfeiffer Partners . It starts with a small , flexible performance space that if these spaces are of a high quality and are professionally run , most of the
can support music, dance , theater, films and speakers . Then we have a multi- groups will find a way to finance their use of these spaces . This reflects the fact
purpose-room for rehearsals , small performances, meetings and special events , that many of them have a hard time finding a short-term rental that provides a
and classrooms (wet and dry) and small practice rooms. Finally, there is a gal- high-quality experience for artists and audiences .
lery space for exhibitions and special events . This same program could then be Local arts organizations are also concerned about labor costs associated with
developed in two different park locations in the southern section of the city. Note new facilities.
that it is quite likely that these community cultural facilities would be developed in The majority of groups are in favor of the City of Fort Collins acting as the
conjunction with new community recreation facilities . operator of new (and existing ) facilities , as they have a good reputation as a
maintainer of facilities .
For Lincoln Center, we have proposed the seven components above , which then Spaces should include food service capabilities for concessions and catering
make the building much more of a performing arts center for a large group of for special events .
community-based organizations . In the new performing arts center, the focus It would be ideal if rehearsal spaces could be developed with or near new
is on the one large performance space, which is then supported by a banquet performance spaces , if only to allow for more efficient use of the performance
hall , a second multi-purpose room and a gallery. Finally, we have the Admin/ space .
Production Center which includes one rehearsal space , shops (sets , costumes Ticketing operations will be very important for all theaters , and beneficial to
and props) , offices and storage areas , all for use by local arts organizations . users if they can access the building 's online ticketing capabilities .
• It was agreed that the key to the operation of these spaces is the skill and responsible for advancing the projects . Although specific operating policies and
professionalism of management. protocols can vary greatly, there are four basic models :
Operating Goals Nonprofit-run facilities are the most common model of operation for arts centers .
The charrette has also helped us to define a set of operating goals for all recom- These organizations are independent 501 (c)(3) corporations that have been cre-
mended facilities , as follows . ated to serve key constituents and audiences . Most often , these organizations
are created for the specific purpose of operating new facilities . These organiza-
• Provide accessible and affordable performance , rehearsal , education and tions vary in size and focus , acting as producers , presenters or as service orga-
work spaces to support the growth of local and regional artists and arts nizations facilitating the activities of other groups . Often it is some combination of
organizations . the three . In all cases , these organizations are mission-driven .
• Present a broad spectrum of arts and entertainment events that will attract
audiences to Fort Collins . The benefit of this model relates to its orientation towards public service . As
• Encourage education programs , partnerships and activities for people of all 501 (c)(3) organizations , their operations are relatively transparent, which allows
ages , backgrounds and interests . for greater public accountability. As mission-driven organizations , they often
• Operate on a sound financial basis to ensure a sustainable annual funding have significant community impact, including arts education and outreach pro-
requirement. grams . Their nonprofit status also allows for a strong fundraising infrastructure ,
which can reduce their reliance on earned revenue and provide greater curatorial
The priorities change with each of the buildings . The community centers are flexibility; this flexibility can ultimately benefit the quality and availability of arts
more about driving local participation in the arts. Lincoln Center and the Admin/ programs in the community.
Production Center are more about advancing and sustaining local arts groups .
And the new PAC is more about creating opportunities for audiences . The most significant downside of this operating model is the lack of a guaran-
teed source of contributed income available to these organizations . Nonprofit-
Operating Models run facilities must compete each year with a range of charitable organizations
in the nonprofit sector. With fluctuations in the economy and in the policies and
Before we proceed to specific recommendations on the governance of the four commitment of philanthropists and corporate sponsors , this model may not be
facilities , it might be helpful to describe basic models for the operation of cultural the most viable approach for ensuring long-term stability of operations in certain
facilities . communities .
Most importantly, there are many ways to operate cultural facilities. Their goals Commercial-run facilities are venues operated by an independent, professional
and the results of their operation can vary greatly and are often a product of the management team . There are three primary examples of a commercial operating
overall strategies for facility development and the demands of those stakeholders model . The first is a for-profit entity that owns and operates a facility for a profit.
i
In the second case , the facility is owned by either the public sector or a nonprofit operations. The vehicle for such support may vary, including enterprise taxes ,
organization that enters into a management agreement with a commercial or- hotel/motel tax funds and/or line-item budget allocations , but the assurance of
ganization , allowing them to run the facility and share in the operating results . annual public sector support provides a significant operating cushion . Manage-
In both of these cases , the commercial operators present (and occasionally ment's orientation toward public service can provide significant benefits to local
produce) entertainment programming . Operating expenses and revenues vary cultural organizations in terms of cost and scheduling . Management's access to
significantly from year-to-year depending on the level of risk exposure taken by resources that often extend to the operation of other facilities can also help keep
these organizations and the success of their programs . The third type of com- costs down .
mercial venture happens when the facility owner or managing organization sub-
contracts with commercial operators to manage the facility on their behalf. In Despite its benefits , the largest constraint of government-run facilities relates to
this scenario , commercial operators are contracted to provide professional staff curatorial responsibility over programming . As these venues operate primarily as
and experience and to guide overall facility operations . In this case , the facility rental facilities , their programming comprises the activities of whatever organiza-
is usually made available to outside renters , which can include nonprofit cultural tions are seeking facility access . In cases where there is a presenting function ,
organizations and commercial presenters. programming tends to be risk-averse given the reliance on public sector funding .
Operations can also be mired by bureaucratic requirements , including cost and
In each of these cases , the benefit of commercial operation comes from the purchasing constraints , which can diminish the efficiency of a performing arts
organization 's experience of managing comparable facilities . These operators facility.
can often leverage presenting resources from other venues to their advantage
in securing product for the local market. The inherent downside of commercial School-run facilities are becoming increasingly common , in that these institutions
management is the limitation on contributed income potential that results in a are providing resources to serve the needs of the school as well as the local and
dependence on earned income . Although common for facilities providing only regional community. These venues are usually managed by a department or by
entertainment programs , commercial operation of cultural facilities can limit pro- a separate management team reporting to university leadership, like a provost.
gram diversity and community access by making facilities unaffordable to local Programming can include events produced by academic departments, student
arts groups . groups and local cultural organizations, as well as by the facility, regional pre-
senters or a combination thereof.
Government-run facilities are generally managed by a department or agency of
local government. They are often managed by convention and visitors' bureaus, Operating strategies vary greatly depending on the needs of resident performing
usually as part of a larger portfolio of publicly accessible facilities . By-and-large, arts departments and the school 's commitment to providing annual operating
government-run venues operate as rental facilities , making performance ven- support. Dedicated funding allows for greater programming flexibility, including
ues available to local cultural organizations and for local and regional presenters an orientation towards cultural programming ; this tends to be in-line with the
to bring touring activity to the market. The principal benefit of government-con- institution's mission as an educator. Applying university resources also provides
trolled operation is the relative guarantee of public funding to support ongoing
economies of scale in staff and services , ranging from development and legal The Admin/Production Center should be operated by a separate 501 (c)(3) or-
costs to utilities and insurance . ganization , set up specifically for this purpose . Our rationale here is that this
organization should be absolutely focused on providing low-cost access to fa-
The most significant downside of school operators is in the necessary balance cilities to local arts groups in an efficient manner. We see this as an effective
that must be achieved between the needs of the campus and the larger commu - cooperative model , with participating organizations active in the management of
nity . Given limited resources , most specifically access to the venues , striking the the space . It is important though that the structure support the coming and going
appropriate balance is the key for these facilities to serve both communities . of organizations, which is easier through a 501 (c)(3) than through a traditional
cooperative . The 501 (c)(3 ) will also have the ability to fund raise from the City
We would offer two additional points about these choices : and other private-sector sources to sustain operations .
• Increasingly, we see facilities operated and programmed as a partnership Lincoln Center and the New Performing Arts Center should be operated
between the public and private sector. So , for example , there could be a local jointly for the City by the organization that now runs the Lincoln Center. This is
government taking care of the facility and a private company booking the a group with a strong track record and credibility within the arts community. We
Broadway series . would also propose that the private sector be more actively engaged in the man-
• It is also important to note that the owner and the operator need not be the agement and operation of these facilities with an advisory board of directors who
same entity . There are numerous examples of public sector owners handing are engaged initially to lead the private sector component of a capital campaign
over operation to private nonprofits of private commercial companies . And for the renovation of Lincoln Center and the new performing arts center. We have
there are also examples of public sector owners handing over operations to not recommended commercial operation of existing and new facilities for the fol-
private sector operators . lowing reasons :
OPERATING RECOMMENDATIONS • Neither new nor existing facilities have the larger capacity that might attract a
Clearly, there is not one single way to operate this recommended set of cultural private-sector operator.
facilities . We would recommend as follows : • The City of Fort Collins management team has done a good job operating
current facilities and has good working relations with the users .
Community Arts Center(s) should be operated by the City through the Depart- • A commercial operator is more likely to price new facilities at a level beyond the
ments of Recreation and Culture . They will be on city property providing a broad reach of local arts organizations .
range of community services (likely including recreation services) , and there will
be significant economies associated with adding these facilities to the set already Elements of Operating Policy
operated by the Departments . Now we proceed to more specific recommendations on operating policy , applica-
ble mostly to the renovated Lincoln Center and the new performing arts center.
Utilization and Access : The key to success for the larger facilities is to make them
as busy as possible with a range of programs and activities that serve the com- At the community arts center(s) , the key to busy facilities will be low-cost ac-
munity, the larger development and regional audiences . We see the following cess and effective management of the space to support concurrent activities . We
types of activity as being important: would point to the city of Dallas and their management of a series of community
arts centers spread around the metropolitan area as a great model for Fort Col-
l . Space rental by local arts and cultural organizations : There are a number lins .
of groups seeking access to recommended performance spaces , rehearsal
spaces and galleries. Ticketing : This project should take advantage of the new technologies in ticket-
s . Other community rentals : Spaces in the building may be appropriate for other ing , including online services , in order to better serve users and audiences, and
types of community meetings and gatherings, adding to its role as community to better collect data with which to market the facility and its programs . A ticketing
center, and bringing additional income to the facility. operation serving multiple facilities could develop its own website , as well as sup-
3 . Presenting events : Finally, there are performances to be presented by the large port the research and data collection efforts of facility users . See the Arttix model
venue operator, an at-risk presenter of arts and entertainment programs . in Salt Lake as a good example of this.
The great challenge for Lincoln Center and the PAC will be balancing these dif- Food Service : To the extent possible, all of the recommended components
ferent types of demands and managing the needs and expectations of so many should include food service capabilities , including concessions in conjunction
different users and use types . We would thus stress the following : with performances in the theater, vending to provide basic food and drinks for
those in various classes and programs, and catering capabilities to support meet-
All three of the types of activity listed above must be recognized as important ings and special events in the building . Most important will be the food service
for the building . The facility management team must do their best to balance capabilities for the PAC , with the large theater, banquet hall and multi-purpose
access and demand among these groups . room available to support private , corporate and civic events.
• Explicit policies must be in place for how facilities are booked , including Volunteer Opportunities : As we have seen with comparable facilities , commu-
booking horizons , rental rates, scheduling priority, cancellation fees and other nity arts facilities are often supported by the efforts of local volunteers . These
charges. additional human resources are helpful to the organization , but volunteers can
• Rental rates should be scaled to favor some combination of local groups and play an even more important role as ambassadors, guerilla marketers and even
nonprofit arts organizations . financial supporters for the organization .
• User fees should also be charged for the use of box office , technical labor and
equipment rental . Staff should identify opportunities in areas such as ushering for performances,
• User fees should be separated from the base rent of the building and provisions giving tours of the facility and recruiting local support. This particular task should
made for emerging organizations to incur only essential additional charges , be closely coordinated and perhaps integrated with volunteer operations of key
particularly for labor costs . user groups .
STAFF DEVELOPMENT: Gallery Manager: A full-time position to manage the rental and maintenance of
Finally, we have noted the importance of professional staff to operate recom- the gallery, ensuring that the spaces are well used and cared for by community
mended facilities . Here are job descriptions for key positions , compensation for groups .
which is set in the following section .
Programming Manager: In charge of the programming of the PAC , including
Executive Director: The manager of the new Performing Arts Center, the negotiation of contracts , the setting of the season , supervision of marketing
responsible for administering the facility, overseeing operations and staff, efforts and the management of relationships with facility renters . Part-
preparing annual budgets and capital improvement plans, monitoring time programmers are also managing this work for Lincoln Center and the
performance, overseeing all presentations and rentals, negotiating supplier community Arts Centers .
contracts and maintaining the physical plant. Marketing the facility in Fort
Collins to audiences , users and other elements of community leadership will Ticket Office Manager: This position runs the ticket office , and is accountable
be a particularly important duty. Probably the key element of the job will be the for a high daily volume of cash and credit transactions , working closely with the
selection and promotion of presenting programs for new and existing facilities . Executive Director to prepare daily audit reports and maintain accurate records
It is also important to remember that this staff position (as with other senior and account balances .
management positions) should be in place well before the facility opens , to
assist with planning , construction , commissioning , and preparation for Technical Director: In charge of backstage operations of performance and
operations . rehearsal spaces , and the technical aspects of production in the facility. He/
she is charged with backstage maintenance , the safe and responsible use
General Managers : We have recommended General Managers for the of stage equipment and facilities, scheduling all crew calls including load-
community arts center and Lincoln Center (full-time) and for the Admin/ ins, changeovers, show calls and load-outs , and coordinating with front of
Production Center (part-time) . The job is similar to the Executive Director house activities . The position requires experience with stage , sound , lighting ,
above , through with less of orientation to outreach and more of the hands-on mechanical rigging and electronics systems , as well as theatrical equipment
work of actually operating the facility. set-up , operation , and maintenance .
Marketing Director: Primarily responsible for the marketing and promotion of \We would suggest that the Executive Director of the large new hall and the gen-
events to be presented in the PAC , including the development of promotional eral managers of the Lincoln Center and Community Arts Centers all report to
materials , media buying , public relations and publicity, and the use of various the cultural Services Director as the senior City staff person for cultural facilities
online marketing tools . and programs .
Business Plan
PRO- FORMA OPERATING BUDGET reflect the type of user. For non-performance days , rents are 50% of the perfor-
In this section of the report we project the financial performance of all of the rec- mance day fee . There are two levels of rent, one for nonprofit organizations and
ommended components in a base year of operations , likely the third year after one for commercial users .
opening . The key step in developing the pro-forma has been estimating activity
in the four sets of facilities . While the resulting program of events is not an exact We have estimated use of the five performance spaces and ten additional gal-
forecast of activity, it does provide a basis for projecting earned revenues , ex- leries, rehearsal facilities , classrooms , practice rooms and multi-purpose rooms .
penses and attendance . Activity in the performance spaces starts with the presentation of live and film
events by the facility operator, in which direct revenues (i .e. ticket sales) and
This pro-forma should be considered a "live" model , one that can be adjusted direct costs (i .e. artist fees , promotion , etc. ) are in the budget. Then there is rental
based on changing circumstances and assumptions . It is fundamentally a tool to activity, broken down between nonprofit and commercial renters .
help prepare for the operation of new facilities .
The presenting capability of the operator(s) is key. A presenter seeks out arts
Operating projections are presented on five pages . The first page summarizes and entertainment programs , books them into a facility, promotes them in the
components of each space , activity levels , earned income, operating expenses community and bears at least some of the risk associated with the event. This
and then the annual funding requirement. The second page details assumptions is a critical element in activating the theaters as a means to maximize the use
about each of the recommended spaces, provides rental rates for performance and utility of the halls , to promote the development of local talent, and to attract
and rehearsal spaces and estimates the level of activity in each space in a base culturally significant programs to Fort Collins . There is no rent collected on these
year of activity. The third page identifies earned revenues for each component presented events , either live or film .
of the project, including presenting income, rentals, concessions, user fees , and
surcharges . The fourth page includes detailed expenses for the administration , Attendance levels are forecasted for each event, which allows us to project ad-
operation and occupancy of the facilities, as well as the result of operations . And ditional revenue sources (e . g . concessions) on a per-capita basis . We have pro-
the fifth page is a summary and estimate of staffing requirements for new indoor jected that 2/3 of available seats will be sold on all events . This is an appropri-
and outdoor facilities . ately conservative attendance level given our experience with similar facilities .
Gross revenues for specific events are based on the number of events , capacity
Project assumptions include the capacity of the performance spaces and the sold , attendance, and average ticket prices.
gross floor area of the project. Rental rates for various spaces have been es-
tablished at different levels based on the type of user. These rates would likely Revenues for each project component start with presenting revenues that are
be split further to reflect time of the day, time of the week, or perhaps time of based on activity estimates on the second page of the pro-forma . Rental income
the year. In fact, some users may negotiate a flat fee or a percentage of gross from the theaters is taken directly from the activity summary. We have also add-
revenues in lieu of rent. But for the purposes of this exercise , and in order not to ed rental activity from the rehearsal rooms, galleries and other spaces, as well as
over-complicate the issue, we use daily rates , hourly rates or weekly rates that the rent of office and storage space at the Admin/Production Center.
Hospitality income in the facility could be significant. We project concessions Ticket office expenses will cover full-time and part-time staff as well as a series
at all theaters , as well as catering income from special events held in various of hard costs , from ticket printing to maintenance of the ticket office computer
spaces . Concessions and catering income are based on a net per capita and a system . We assume that the most of the operation remains internally managed ,
net per event, which gives the operator the flexibility to contract an outside opera- perhaps with an outside web-provider.
for as long as those net targets can be achieved . Note that these are aggressive
forecasts , as the City currently makes very little from concessions and other food Operating costs relate to the physical operation of the facility, covering house
services at Lincoln Center. We would take the position that this is an area that staff, supplies for technical staff, and security. Most of these stagehands and
should be developed much further, with a broader set of products and services front-of-house charges are a pass-through from the revenue page , reflecting the
that could either be offered by a new food-service contractor or managed directly charge to non-resident users .
by facility staff.
Building Services includes utilities , estimated on a cost per square foot basis
Ticket office revenues are critical for the operation of all new facilities . A per-ticket given occupancy costs at comparable arts facilities .
charge to users is based on charges at comparable facilities . User fees are also
applied for the use of stagehands, the rental of technical equipment, event secu- Staffing estimates have been developed on the basis of activity estimates at
rity and custodial services . Rates have been set at reasonable levels to ensure comparable arts facilities . Compensation levels are set to match comparable po-
that local groups are not priced out of the building . sitions in the Fort Collins market. Benefit levels vary from 15% for part-time staff
to 33% for full-time staff.
A ticket surcharge is proposed to offset operating expenses, a frequent practice
for performing arts facilities. The surcharge is a $ 1 .25 per ticket charge , applied Operating expenses less earned income equal the annual funding requirement
to 80% of events as a direct charge to ticket buyers . for each facility. Results vary from building to building , as does the percentage of
operating expenses covered by earned income for each space .
Operating expenses come under the headings of presenting , administration , tick-
et office , operations and building services . Each department budget includes the
salary and benefits of full and part-time staff. These positions are summarized on
Page 5 of the pro-forma .
Presenting expenses are calculated as a percentage of presenting revenues ,
suggesting a small but positive direct contribution from these activities . Adminis-
trative expenses include personnel , professional services , insurance , travel and
entertainment, telephone , and other supplies and services .
Business Plan
APPENDICES
Appendices
I
Fort Collins Performing Arts Facilities Pro forma Operating Budget
Community Arts Renovated Lincoln Performing Arts Admin/Product
Center Center Center Center Total
Components 150-seat Theater 650-seat Theater 1,650-seat Theater Rehearsal Hall
Multi-purpose Room 200-seat Mini T. Banquet Hall Shops
2 Classrooms 99-seat Black Box Multi-purpose Room Arts Org Offices
3 Practice Rooms Multi-purpose Room Gallery Storage
Gallery Shops Box Office
Box Office Rehearsal Hall
Box Office
Area Total Gross Floor Area 247000 537000 110,000 231000 2107000
Activity Total Performances 232 457 160 222 17071
Total Use Days 282 534 183 277 17276
Attendance 227968 1277149 1747240 14, 505 3387862
Earned Income Presenting $497500 $ 6527641 $8497420 $- $ 175517561
Sponsorship $4,400 $537150 $547000 $- $ 1117550
Rental Income $ 757375 $ 1937473 $3927875 $477500 $ 7097223
User Fees $ 167025 $877464 $ 1687325 $ 67500 $ 2787314
Hospitaility $ 177890 $887454 $ 1477544 $- $ 2537888
Ticket sur-charge $227876 $ 1417088 $ 1737543 $- $3377507
$ 186w067 $ 1v216,269 $ 197859707 $54v000 $3v2429043
Operating Expenses Presenting $46,035 $ 6157706 $ 7057672 $- $ 173677413
Administration $ 1817100 $ 3027750 $ 6697000 $ 517700 $ 172047550
Ticket Office $557614 $ 1587508 $ 1797606 $- $3937728
Facility Operations $ 1497254 $4767380 $4277764 $ 117500 $ 170647898
Building Services $ 1117000 $ 2277250 $4277500 $837500 $8497250
$5439003 $ 19780r594 $294091542 $ 146,700 $4v8799839
Annual Funding
Operating Result Requirement $356w936 $5649325 $6239835 $92w700 $ 1w6379796
% of Budget Covered by
Earned Income 34% 68% 74% 37% 66%
FO � CrS Pe f .. . O e e3,aze V"k iv. a.,reau Pro-f OperaongBudget
he
" :i ' 161f1II ®® `i�liiliiiu�iilYY°AY�ii �����BYII$Sx . x . x,:.. ,
Base Rental Rates VD-k it Rental Rates - cial Rental Rates Mmin&
Dompanent Capauhl Area I Rental Period Part Da, Reh Da, Far Day Par Day CanmunlryMs Renewroad Po,Ianiingbm Reduction
1650seat Theater 1,650 per day $2,475 $1238 $4,125 $2,063 CaOtaB Gnmin fnnw maker IffiI
650seat Theater 650 Per day $975 $488 $1,625 $813 lameeat Theater loveVacuum
200seat Mini Theater 200 Per day $300 $150 $5W $250 lameeatmeater-Film $65,340
150seat Community Theater 150 Per day $225 $113 $375 $188 65rnseatmemn-flue $482%625
99seat Black Box Theater 99 Per day $149 $74 $248 $124 65rnseatmemn-Film $81
PAC Banquet Hall 3,000 at per hour $200 $300 sorneast Mini smatter-lone $31680
PAC Multi purposeRoom 2,000 at perhour $40 $60 20osaat Mini Treasurer $26,400
LC Multi purposeRoom 1500 at perhour $25 $38 150scettnmmunaym�ter-Lme $1oBoo
1KLkamt lack ym�ter-Film 81g,Soo
CAC Mutts-purpose Room 1,200 sf per hour $25 $38 ggseat slack eoxmema.-love 819,302
LC Rehearsal Hall 1,000 sf per hour $50 $75 goseat Black Box Treater $6.i
Prod Center Honest Hall 1,000 sf per M1our $50 $]5 f49.500 $$S2A41 $546A39 11- $1S5L5f1
CAC Classrooms 5W at per hour $25 $38
CAC Practice Rooms 50 at perhour $25 $38
PAC Gallery 2,000 sf per week $400 $600 $Pa IP MO 1,65oseatmeater-love $?rem $48,om
CAC Gallery fiEd sf Per week $150 $225 1,65oseatloader-Film $1,000 $Gom
Bead YBenecUft PnNllea love $am $36,000
1,650eeet Tleaw Performances Event Days Rep Days TOtal Mold Attendance Ave To Gross Rental Income 650-sest Trmmir Film $Boo $80000
Facility presentedEvents 24 24 6 30 66% 26,136 $30 $no]EHO0 corniest Minn Treasurer corniest
$300 $3000
Facilovpresented Film 6 3 0 3 66% Rodent $10 $fi5,340 corniest Mini Theater-Film $150 83.reoo
15osratmmmunrtym�ter-five $core $2,aoo
Resitlen[Company Rentals fire 50 20 70 66% 65,340 $25 $1,633,500 $148,500 15osratmmmunrtym�ter-Film 8100 $2,000
Other Nonprofit Rentals 40 32 16 48 66% 43560 $25 $1,089,000 $99,OW mseateloce Box Treater-Live MG $Laoo
Community Events SO SO 0 SO 66% 10,890 $- $41,250 goseat Black Box Theater $75 $750
Private Evens SO SO 0 SO 66% 10,890 $- $41,250 $4.400 $6H,1W S54,000 F $S1L990
Corporate Events 5 5 0 5 66% 5,445 $- $20,625
Commercial Arts Event Rentals 5 5 2 ] 66% 5,445 $25 $136,125 $24,750 Reference
Total SW 139 44 183 174.2A0 $3,708,045 $228,876 $se4eanMM 165rsemmemer Page
Paget 2
$zze,a7s
65rnseatmemuc Paget $3g,a25
2Wseat Mlm lmater Paget $30 560
BSOeeel IDeeler Performances Event Does Rep Days Total %501tl Attendance Ave To Gross Rental Income Paget $22,a75
Facility presentedEvents 45 40 5 45 66% 19,305 $25 $481 gosam Black Box Treater Paget $15093
Facilitypresented Film 20 10 0 10 66% Stow $10 $85,800 PAC Banquet Hall Rage $130,om
Easel Company Rentals 80 70 35 105 66M 34,320 $25 $858,000 $85,313 PAC MultFpumose Room Paget $26Wo
LC Other Nonprofit Rentals 50 40 20 60 66% 21,450 $25 $536,250 $48,750 FAR Mul-0inumormmose Room Paget 816$W
fACMertsonpou Room Paget $16,250
Community Events SO SO 0 SO 66% 4,290 $- $16,250 LC RMearsal Hall Paget 8325m
Private Evens SO SO 0 SO 66% 4,290 $- $16,250 Rod Gooer Rehearsal Hall Paget M,50o
Corporate Events 5 5 0 5 66% 2,145 $- $8,125 CICaassmers Paget $16.250
Commercial Arts Event Rentals 5 5 2 ] 66% 2,145 $25 $53,625 $9,750 CIC Pool Rooms Paget $1r,250
Total 225 190 62 262 96.625 $2,016,300 $991125 PACGallery Page2 $10.000
CIC Gallery Paget $3,150
200eeelWnlTmelm Performances Event Days Rep Days Total Mold Attendance Ave T firer
x Gross Rental Income Rxaahle souare Trruho Removal firm
Ro]Cen[er Glfices 8 $9,00c)
Facilitypresentetl Events 121 101 5 151 66% 1,584 $20 $31,680 Ro]cerrtersmmge 8m 875050 $6,00c)
Facilityyresented Film 20 SO 0 SO 66% 2,640 $10 $26,400 $7g875 $193A79 $30242176 $47,5p 3700.222
Easel Company Rentals 120 110 55 165 66M 15,840 $20 $316,SOO $41,250 %rARem
Other Nonprofit Rentals 50 40 20 60 66M 6,600 $30 $191 $15,000 IM4f Fees lameeatmeater 60% 5136,125
Community Events SO SO 0 SO 66% 1,320 $- $5,000 65rnseatmemn 60% $59.475
Private Evens SO SO 0 SO 66% 1,320 $- $5,000 200,seat Mlmlmater area $12200
area $g,ss0
Corporate Events 5 5 0 5 66% 660 $- $2500 1.wseatmmmunitym�ter
995eat Black Box Treats Press $6.039
Commercial Arts Event Rentals 5 5 2 ] 66% 660 $25 $16,500 $3,000 PAre Banquet Hall 2re% $26000
Total 232 200 82 282 30,624 $589.380 $30,600 PACMuI[memprae Room toes $s2W
LC Multi mormaree Room cress $3,250
1Weml Cornrnun10t Theeler Performances Event Days Rep Days TOtal Mold Attendance Ave To Gloss Rental Income CAC Muth purposeRoom coda $3,250
Facilovpresented Events 12 SO 5 15 66% 1,188 $25 $29,700 LC Rmmmorl Han 206 $6.500
Rod German Rehearsal Hall 20% KEW
Facilitypresentetl Film 20 10 0 10 66% 1980, $30 $19,800 FIND passmers loss $1,625
Resonant Company Rentals 120 110 55 165 66% 11,880 $25 $291000 $30,938 FINC Pool Rooms am $1,625
Other Nonprofit Rentals 50 40 20 60 66M L950 $25 $123,]50 $11,250 PAOGallery am $100o
Community Events SO SO 0 SO 66°% 990 $- $3,750 FINC Gallery am $375
Private Evens SO SO 0 SO 66% 990 $- $3,750 $115,025 $8 i $164315 $$b00 $279$11
Corporate Events 5 5 0 5 66% 495 $- $1,875
Commercial Arts Event Rentals 5 5 2 ] 66% 495 $25 $]23]5 $2,250 HOWROIYwee 'Del/Amne. Fmetwincri
Total 282 200 82 282 22,968 $482,625 322,875 SaSosemmemer $0.75 80% $1a4544
65oseatmeatn $075 W% $npss
2(Useat Mlmmeater $050 W% $9,137
99MBt BMek Born Tender Performances Event Days Rep Days TOtal Mold Attendance Ave To Gross Rental Income 15oseatmmmunitymeater $050 ern% $6,ap
Facility PresentedEvents 12 SO 5 15 66% 784 $25 $19,602 goseatelackmvmemar $050 ern% $a?sal
Facilitypresented Film SO 5 0 5 66% 653 $10 $6,534
Resident Company Rentals 1201 1101 55 165 66% 7,841 $25 $196,020 $20,419 soecial Event Food arm ReveraccaNet/Fwet NF.veN6
Other Nonprofit Rentals 50 40 20 60 66% 3,267 $25 1 $81,675 $7,425 165oseatmemn whm $2,0o0 10 $20,000
Lincoln Wnter lame $1,0o0 10 $1r,W0
Community Events SO SO 0 SO fi6°b fi53 $- $2,475 PAC Banquet Han $1,0o0 10 $1n,o0o
Private Evens SO SO 0 SO 66% 653 $- $2,475 PAC Mmo-pumoker Room $Poo 10 $a,om
Corporate Events 5 5 0 5 66% 327 $- $1,238 LC Multi purpose Room $700 10 $7.Wa
Commercial Art Event Rentals 5 5 2 ] 66% 327 $25 $8,168 $1,485 FIND Muth purposeRoom $600 10 $6oW
Total 222 195 82 277 14AN $31119" MOBS PADGallere $500 10 $5,000
GC Gallery $5W 10 $5 om
Perlamarlce Space SuabUl 1,071 9TA 362 1 338882 57,108.349 S394A73 Fromen $17490 $y4e4 $1A7,f44 IR $2$$.$$9
Nonprofit Nonprofit Commercial
ial Commercial Total Rental cnarm�r xm
Other Space Rentals Rental Period Rentals Income Rentals Income Total Rentals Income T hsuhW4w lamoertmeater $129 80% $173543
PAC Banquet Hall Per hour 260 $52,000 260 $78,000 520 $130,000 65rnseatmemn $129 80% $96,139
PAC Multipurpose Roman per hour 260 $10,400 260 $15,600 520 $26000 20oseat Mlmmeater $129 80% $30502
LC Muhl-purpose Room per hour 1 260 $6,500 260 $%nF50 520 1 $16250 $129 ao% $22,a76
CAC Mulls-purpose Room per hour1260
$6,500 260 $%nF50 520 $16250 goseatelackmv Treats $125 ao% $14447
LC Rehearsal Hall Perhour $13,000 260 $19,500 520 $32500 $22A78 $ULM $173,543 $- $337,507
Prod Center Honest Hall per hour $13,IX10 260 $19500 520 $32500 7R71 Reel $1e80d7 Sulak269 $L79470] E50.000 $3,242,0411
CAC Clascr00ms per hour $6,500 260 $9.750 520 $16250
CAC Practice Rooms per hour $6,500 260 $9.750 520 $16250
PAC Gallery perweek $4,000 SO $6,000 20 $10000
CACGallery perweek $1,500 SO $2,250 20 $3,750
Total $11919W $179,850 S299,7W Webb tammeement8eavercv, Arc t � aZom
Webb I&BzagroweartSerocces, Lac. 1 81812(
Appendices
, , e , •
Farr Collins P frmingArte Facilities Pro forma Operating Budget Font Collins Peifmvdag Arts Facilities Pro-forma Oper'mivg Bulge/
qwHoonicizipt# It disk 5dfi051; 5dcm;5353 .; ,; d51,e',td51
. 5ayi in3'3s ............. s.iSYliPiq`xSYI ': it .. ;.Rl lli1. gl� SiJ,
_. ....� .s.ss x ..s. . ...
Admin & Atlmin
Conarmaillbijift Renovatat Performing Ana Pnoducpoa Community Renovated Performing Arts Production
% of Presenting Revenues Comer Uncoln Cent Bidder Comet Total General Administratlon Status Arts Corner tlncaln Center G"Ider Canter TOW
Presenting Expenses 1,650seat Theater- Five 90% $705,672
1.65oseat Theater- Film 85% Executive Director Full-time Salary $80.000
650seat Theater- Live 95% $a5s.494 Benefits $26,400
650-seat Theater- Film 90% $7?220 General Manager Full-time Salary $40,000 $60.000 $60,000
200-sea[ Mini Theater- Live 95% $30.096 Benefits $13,200 $19.800 $19,800
200-sea[ Mini Theater- Film 90% $23,760 General Manager Part-time Salary $30.000 $30,000
150-seat Community Theater Ewe 95% $28,215 Benefits $4,500 $4,500
150-seat Community Theater Film 90% $17,820
99seat Black Box Theater Live 100% $19.602 Marketing Director Full-time Salary $55.000
99seat Black Box Theater 100% $6,534 Benefits $18,150
$46.035 $6151706 $705,672 IF $1.357p13 Gallery Director Full-time Salary $55.000
Benefits $18.150
Adminkrondlon Personnel Page $133,700 $219,800 $550,500 $34,500 Programming Manager Full timeSalary $40000
Institutional Promotion/Advertising $10,000 $1?500 $25,000 $- Benefits $13.200
Printing & Publications $4,000 $7,000 $10,000 $2,000
Insurance $10,000 $1?500 $25,000 $5000 Programming Manager Part-time Salary $20,000 $20.000
once Equipmen/Sys[ems $4,000 $7,000 $10,000 $2000 Benefits $3,000 $3.000
Office Supplies/Seriames $4.000 $7,000 $10,000 $2000 Comptroller Full-time Salary $45.000 $55,000
Legal/Aceoun[ing $4,000 $7,000 $10,000 $2000 Benefits $14.850 $18,150
Volunteer Management $3,000 $5,250 $7,500 $-
ProfessionalDevelopmem/Couderences $800 $S,400 $2,000 $40o Comptroller Part-time Salary $30.000 $15.000 $15,000
Travel and Entertainment $1.600 $2,800 $4,000 $800 Benefits $4,500 $2.250 $2,250
Telephone $2.000 $3,500 $5000 $1,000 Administrative Assistant Full-time Salary $30.000 $30.000
Miscellaneous $4,000 $?000 $10000 $2,000 Benefits $9.900 $%900
$181400 $302,750 $669.000 $51,700 $1.206,550 Administrative Assistant Part-time Salary $20,000
Take Once Personnel Page $40,250 $117,350 $124,000 Benefits $3,000
Network Maintenance $10,000 $15000 $20000 $133,700 $219,800 $55005M $34,500 $938,500
Miscellaneous $1,000 $2,000 $2500 Ticket Offlee
Cos[/Anender Ticket Office Manager Full-time Salary $45.000 $50.000
Postage $005 $1,148 $6,357 $8,712 Benefits $14.850 $16,500
Ticket Printing $002 $459 $2,543 $3,485 Ticket OBlice Manager Part-time Salary $25,000
Supplies $004 $919 $5,086 $6970
Credit Card Fees $005 $1,148 $fi357 $8,712 Benefits $3,750
Ticketing Seems (net) $003 $6a9 $3814 $5,227 Ticket Office Staff Part-time Salary $10,000 $50.000 $50,000
$55,614 $158,508 $1791806 IF $393,728 Benefits $1,500 $7.500 $7.500
$40,250 $u7,350 $124,000 ¢ $281,600
Facility OpereaoN Personnel Page $117,350 $269,950 $275,700 $11,500 Faclifty Opera9ons
Stage Hil emma CosVUse He
1.650seatmea[er $288 $5270a Technical Director Full-time Salary $55.000 $55.000
650-seat Theater $216 $54.a32 Benefits $18.150 $18,150
200-sea[ Mini Theater $72 $20.304 Technical Director Part-time Salary $25,000
150seat Community Theater $72 $20,304 Benefits $3,750
99seat Black Box Theater $72 $19.944 Maintenance Worker Full-time Salary $45,000 $45.000 $45,000
Cost/Hour Benefits $14,850 $14.850 $14,850
PAC Banquet Hall $16 $8320
Bmmsmrlm cosVPerf Maintenance Worker Full-time Salary $45.000 $45.000
1,650seatmea[er $150 $24,000 Benefits $14.850 $14,850
650-seat Theater $100 $22.500 Maintenance Worker Part-time Salary $10,000
Evintgai ning Cost/Pert Benefits $1,500
1.650seatmea[ei $200 $32000 Film Projectionist Part-time Salary $10,000 $15.000 $20,000
650-seat Theater $150 $33,750 Benefits $1,500 $2.250 $3,000
200seat Mini Theater $75 $17,400
150-sea[Community Theater $50 $11,600 House Manager Full-time Salary $45.000 $45.000
99seat Black BoxTaeater $50 $11joo Benefits $14.850 $14,850
Cow House Manager Part-time Salary $15,000
PAC Banquet Hall $12 $6,240 Benefits $2,250
Heise Staff Cce
House Staff Contracted
1,650seat mea[er $Tao §28800
650seat Theater $120 $27,000 Technical Labor Contracted
200seat Mini Theater $60 $13,920 Event Clear ning Staff Contracted
150seat Community Theater $40 $9,280 Security Contracted
$149,254 $476380 $427.764 $311500 $1.084.888 F&B Staff Included in net/capita
Cosysr $117,350 $269,950 $275,700 $11,500 $674,500
6elltlingservion Utilities $175 $42,000 $92,750 $192500 $40,250
Repairs and Maintenance $075 $1a.000 $39,750 $82500 $1?250 Total $291,300 $607,100 $950,200 $46,000 $1,894,600
Service Contracts $050 $n,000 $26,500 $55000 $11,500
Performance Equipment R&M $10,000 $17,500 $25000 $-
BuildingCleaning $10,000 $1?500 $25000 $5,000 Bereft Full time33%
Trash Hauling $4,000 $7,000 $10000 $2,000 Part-time 15%
Cleaning/Building Supplies $5,000 $8,750 $12500 $2,500
Securry System $10,000 $1?500 $25000 $5,000
$111,000 $227,250 $427,500 $83,500 $849,250
TOTAL EXPENSES $543,003 $1,780,594 $2,409,542 $146.700 $4,879,839 Webb Management Services, Inc. 1 81812007
TOTAL REVENUES $186,067 $1,216,269 $1,785,707 $54,000 $3,242,043
RESULTOFOPERATONS $(356.936) $1564,325) $(623,S35) $(92,700) $(1,637,796)
EARNED REVENUES/OPERATING EXPENSES 34% 68% 74% 37% 664
Webb Mmmgemerg Services, Inc.
LIST OF STUDY PARTICIPANTS
LIST OF PARTICIPANTS
INTERVIEWS, NOVEMBER 13 & 145 2006
TODD QUEEN , OPERA FORT COLLINS, CSU OPERA
KEVIN JONES, FORT COLLINS MUSEUM FOUNDATION
ELEANOR VAN DEUESEN, DANCE CONNECTION
CHIP STEINER, DOWNTOWN DEVELOPMENT AUTHORITY
DEBRA THROGMORTON, ARTS & LETTERS, FRONT RANGE COMMUNITY COLLEGE
MARY ELIZABETH LENAHAN , DANCE EXPRESS
TOM BOARDMAN , POUDRE LANDMARKS FOUNDATION
STEVE NOLAND, FOOTHILLS CIVIC THEATER
DEBRA BECKER, ARTS ALIVE
JEAN HELBERG, CITY RECREATION DEPARTMENT
DONNA VISOCKY, ARTS ALIVE
DR. MICHAEL TAUT, DEPARTMENT OF MUSIC, THEATER AND DANCE, CSU
MARY ROBERTSON,
JUDY SCHERPELZ, ROCKY MOUNTAIN RAPTORS
LEE KAPLAN, DEBUT THEATRE
CARMEL MAWLE, YOUTH ORCHESTRA OF THE ROCKIES
BILL KNEELAND
AYLEEN BURNS, CULTURAL RESOURCES BOARD
CHRIS KNEELAND
LEW WYMISNER, PRESOT DIGITATATORS
BEN MOZER, LYRIC CINEMA CAFE
PEGGY LYLE, DOWNTOWN BUSINESS ASSOCIATION
KIM JORDAN, NEW BELGIUM
DENISE FREESTONE, OPENSTAGE THEATRE COMPANY
MARTA FERRILL, FORT COLLINS SYMPHONY
BRUCE FREESTONE, OPENSTAGE THEATRE COMPANY
RAY CARAWAY, COMMUNITY FOUNDATION OF NORTHERN COLORADO
MARTY HEFFERNAN, CITY CULTURAL, LIBRARY, RECREATIONAL SERVICES
MYRA MONFORT
ANNETTE ZACHARIAS, CANYON CONCERT BALLET
BILL RUNYAN ,
ANNE MACDONALD, ARTS ALIVE
VICKI MYLES, LARIMER CHORALE
PEGGY ROSENKRANZ, CENTENNIAL CHILDREN'S CHORUS
LOU MAHONEY, FRIENDS OF TRADITIONAL DANCE
GARY HIXON
KAREN WEITKUNAT, CITY COUNCIL
CAROL ANN HIXON
KELIN QUEEN, OPERA FORT COLLINS ON -SITE INTERVIEWS
FRANK LANCASTER, LARIMER COUNTY MANAGER
JEANNE SHOAFF, FORT COLLINS MUSEUM OF CONTEMPORARY ART
CHARLEEN KRUSE, CENTENNIAL BLEND CHORUS
POUDRE RIVER ARTS CENTER
ANN GILL, DEAN, SCHOOL OF LIBERAL ARTS, CSU
TRICIA NAVARRE, BAS BLEU THEATRE
PATRICK MORAN, CULTURAL RESOURCES BOARD
NICK TURNER, NONESUCH THEATER
ANN WILMSEN, CULTURAL RESOURCES BOARD
CHERYL DONALDSON, FORT COLLINS MUSEUM
BRENDA CARNS, FORT COLLINS PUBLIC LIBRARY
LARRY PADGETTCENTER FOR FINE ART PHOTOGRAPHY
MIKE FREEMEN, CITY ECONOMIC ADVISOR
ANNETTE GEISELMAN, DISCOVERY SCIENCE CENTER
WES KINNEY, CONDUCTOR, FORT COLLINS SYMPHONY
GINA COCHRAN, UNIVERSITY CENTER FOR THE ARTS
JIM CLARK, FORT COLLINS CONVENTION AND VISITORS BUREAU
JIM CLARK, GARDENS ON SPRING CREEK
DARIN ATTEBERRY, FORT COLLINS CITY MANAGER
Appendices � •
ATTENDEES TO SCHEDULING CHARRETTE :
BRUCE FREESTONE, OPENSTAGE THEATRE
DIANE GAEDE, CULTURAL RESOURCES BOARD
JACK STEELE, CULTURAL RESOURCES BOARD
LOU MAHONEY, FRIENDS OF TRADITIONAL DANCE
DEBBIE DIXON, FORT COLLINS CHILDREN'S THEATER
STEVE LOVAAS, OPERA FORT COLLINS
MARIANNE LORENZE, FORT COLLINS MUSEUM OF CONTEMPORARY ART
JEANNE SHOAFF, FORT COLLINS MUSEUM OF CONTEMPORARY ART
STEVE NOLAND, THE MOSTLIES
WES KENNEY, FORT COLLINS SYMPHONY
JAN JORGENSEN, FORT COLLINS SYMPHONY
DONNA VISOCKY, LIGHT WORKS PRODUCTIONS
DEBRA BECKER, ARTS ALIVE
PATRICK MORAN , CULTURAL RESOURCES BOARD
LEE KAPLAN, DEBUT THEATRE
VICKI FOGEL MYKLES, LARIMER CHORAL
JILL STILWELL, LINCOLN CENTER
EVAN HYATT, LINCOLN CENTER
r i
• Cultural, Science, Arts, and Nature
Facilities in Fort Collins
Performing Arts Venues Jay's Bistro
Lucky Joe's
Bas Bleu Theatre Mishawaka
Carousel Dinner Theater Mocha Bay
Edna Rizley Griffin Concert Hall, CSU Pickle Barrel
Lory Student Center Theatre, CSU Pitchers
Fort Collins High School theater Ram Skeller, CSU
Fossil Creek High school theater Starry Night Coffee Co
Front Range Community College Sundance Steakhouse
auditorium Sunset Jazz Club
Lincoln Center Performance Hall Tailgate Tommy's
Lincoln Center Mini-Theatre Tony's
Moby Arena Woody's
Nonesuch Theatre
Rocky Mountain High School theater Nature Facilities
University Center for the Arts: thrust City Parks: City Park, Fossil Creek Park,
theater, dance theater, flex space Rolland Moore Park, Spring Canyon
Park, neighborhood parks
Outdoor Performance Venues Environmental Learning Center
Avogadro's Number Gardens on Spring Creek
• Civic Center Park Horsetooth Reservoir
City Parks: City Park, Fossil Creek Park, National Association for Interpretation
Library Park, etc. Natural Areas
Fort Collins Museum Courtyard Rocky Mountain Raptors
Hughes Stadium
The Lagoon, CSU Museums and Historic Attractions
Lincoln Center Terrace Avery House
Mishawaka Discovery Science Center
Oak Street Plaza Grandview Cemetery
Old Town Square FCMOCA
The Farm at Lee Martinez Park
Venues providing Live Music Fort Collins Municipal Railway(The
Aggie Theatre Trolley)
Avogadro's Number Fort Collins Museum
Bean Cycle The Center for Fine Art Photography
CB & Potts Fort Collins Water Works
Crown Pub Historic Old Town Square
Cup of Colroado Romero House
Dej,A vu Coffee House Swetsville Zoo
Elliot's Martini Bar
Enzio's Other Facilities that provide Cultural
Hodie's Programming
• Island Grill Fort Collins Public Library
D-t
0 •
Harmony Library Colorado Academy of the Arts
• Fort Collins Senior Center Dance Connection
Northside Aztlan Community Center Dance Express
Youth Activity Center Debut Theatre
Dept of Music, Theatre & Dance (CSU)
Galleries Ethos West Chamber Orchestra
Bas Bleu Theater and Gallery Foothills Pops Band
Benson Gallery Fort Collins Children's Theatre
Canyon Spirit Fort Collins Pipe Band
Centennial Galleries Fort Collins Symphony
Center for Fine Art Photography Fort Collins Symphony Guild
Collective Fine Art Gallery Fort Collins Wind Symphony
Curfinan Gallery CSU Friends of Traditional Dance
FCMOCA Front Range Chamber Players
Fort Collins Museum Front Range Music Theatre
Frames by Meko Groupo Folklorico
Gallery 233 High Performance Dance Theatre
The Gallery at Lloyd's Art Center Impact Dance
Hatton Gallery, CSU Jumpin'Jive Cats
Illustrated Light Gallery of Fine Art Laudamus Chamber Choir
Photography Larimer Chorale
Indigo Gallery Loran Strings
Innovations Gallery Mountain Dance
• Lincoln Center Galleries New Artists Philharmonic
MooseTrack Northern Colorado Artists Theatre
Old Town Art and Framery Northern Colorado Intertribal Pow-Wow
Only Contemporary Art Assn
Poudre River Arts Center No. Colo. String Quartet
Trimble Court Artisans Northern Colorado Traditional Jazz
Walnut Street Gallery Society
OpenSage Theatre & Company
Around Fort Collins Opera Fort Collins
Great Stupa at Shambhala Mountain Presto Digitators
Center Rainbow Chorus
Mishawaka Rocky Mountain Youth Orchestra
The Ranch& Budweiser Events Center Storm Mountain Youth Dancers
Terry Bison Ranch Westin Dance& Arts Academy
Windswept Farms
Heritage and Cultural Organizations
Performance Organizations Cinco De Mayo Committee
Bas Bleu Theatre Company Fort Collins Museum
Canyon Concert Ballet Fort Collins Museum Foundation
Carousel Dinner Theatre Fort Collins Historical Society
Centennial Blend Show Chorus Pioneer Association
Centennial Children's Chorus Colorado Archaeological Society
• Choice City Singers Daughters of the American Revolution
D-2
• Westerners
Local History Archive, Fort Collins
Public Library
Poudre Landmarks Foundation
Northern Colorado Intertribal Powwow
Association
Avery House Guild
Fort Collins Municipal Railway (The
Trolley)
City of Fort Collins Historic
Preservation Office
Historic Fort Collins Development Corp.
Environmental/Nature Organizations
Rocky Mountain Bird Observatory
Rocky Mountain Raptors
Trees, Water, People
Audubon Society, Fort Collins
Rocky Mountain Sustainable Living
Association
•
•
D-3
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40
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�• _ ' City o Fort Collins •� Y �� .
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City of Fort Collins
City Council
Ray Martinez, Mayor
Bill Bertschy, Mayor Pro Tern
Eric Hamrick
Kurt Kastein
David Roy
Marty Tharp
Karen Weitkunat
Economic Vitality and Sustainability Action Group Members
Pat Brady
Jim Butzek
Ken Deines
Bill Dieterich
Mary Fischer
Trudy Haines
Rich Harter
Paul Hudnut
Tim Johnson
Kim Jordan
Stuart MacMillan
Chadrick Martinez
David Neenan
Mary Robertson
Linda Stanley
David Wright
Ellen Zibell
Council members Marty Tharp & Karen Weitkunat contributed to the outcome of this report
by establishing an action group representing diverse and balanced community perspectives
and by providing leadership guidance as needed.
City of Fort Collins Staff
John F. Fischbach, City Manager
Diane Jones, Deputy City Manager
Darin Atteberry, Assistant City Manager
Bruce Biggi, Economic Advisor
Alan Krcmarik, Director of Finance
Sherrie Temple, Assistant Director of Finance
Kelly Barlow, Executive Administrative Assistant
Brad Randall, Graphic Designer
Facilitators
Jim Charlier, Charlier Associates, Inc.
Tess Heffernan, City of Fort Collins Policy and Project Manager
Table of Contents
Page
ExecutiveSummary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Economic Themes, Strategies, and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
BusinessClusters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Measuresand Benchmarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Economic Vitality and Community Sustainability Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
ConcludingRecommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Appendices
AppendixA: SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
Appendix B : Sustainability Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1
AppendixC : Business Clusters 101 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-1
AppendixD : City Plan Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . D-1
AppendixE : Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-1
i
Executive Summary
In February 2004 the Fort Collins City Council appointed a group of community representatives to develop
a set of recommendations intended to address the economic vitality and sustainability of Fort Collins.
Members of the " Economic Vitality and Sustainability Action Group' (EVSAG) were carefully selected to
represent a broad and diverse range of community interests and perspectives.
The group met weekly for four months to address the tasks set forth by Council and to provide the
following report. As discussion unfolded, four major themes, twenty corresponding strategies, and one-
hundred twenty-nine tactics were developed for Council consideration. The detail of EVSAG discussions
are contained in the body of this report. The major themes and strategies are summarized as follows :
Theme A: Big Picture
This theme looks at those trends and mindsets that occur beyond the immediate Fort Collins area
and affect our community nonetheless. Examples include the impact of federal and state programs,
global economic impacts on primary jobs, or a declining quality of life. The "big picture" also includes
consideration of changing cultural mindsets and evolving paradigm shifts such as " sustainability" that can
dramatically influence our economic vitality over the long term.
Strategy Al: Diversify and broaden our economic sectors while actively strengthening our existing
business sectors.
Strategy A2: Protect and nurture our economic engine by pursuing and developing mechanisms for
stable, long term public funding.
Strategy A3: Enhance our social, cultural and environmental leading edge by implementing current
City plans, developing additional community actions, and retaining our community's
extraordinary quality of life.
Theme Be. Immediate Threats
This theme addresses short term strategies needed to address several immediate areas of concern including
declining revenues resulting from a diminishing federal, state, and local funding base, expanding
community infrastructure service needs, and the resulting duty of providing more with less.
Strategy B1 : Strive to protect and sustain higher education funding for Colorado State University and
Front Range Community College.
Strategy B2: Address the perception that the City of Fort Collins is not business friendly by fostering a
business friendly attitude that encourages economic vitality and community sustainability.
Ensure that City departments and staff provide clear, accurate and consistent answers to
business inquiries.
Strategy B3: Address under-funded public infrastructure throughout Fort Collins.
Strategy B4: Identify economic, environmental and social " good" growth principles. Address the
perception that growth does not pay its own way by communicating the cost and benefit of
development and the plans to cover these costs.
Strategy B5: Support existing business expansion and retention efforts and pursue strategies to
encourage the retention and creation of high-paying jobs within our community.
Strategy B6: Retain and improve our identity as a "regional shopping destination" by actively protecting
the commercial and retail value of Old Town and the Foothills Mall.
Strategy B7: Make our City government more efficient and prioritize how to spend City funds rather
than primarily focusing on increasing revenues.
1
Theme Co Competitive Model
This theme addresses the fact that we live and operate in a competitive model and should be prepared
and willing to communicate our competitive advantage. In signaling the value of Fort Collins to others,
we need to identify, define, build upon, and promote our uniqueness. Determining how to present and
position our community will require that we know our competition and understand the means for truly
distinguishing Fort Collins as a "World Class Community."
Strategy Cl : Actively commit to making Fort Collins a quality place to live by embracing the dynamic
relationship of " quality of life' and " quality of opportunity' elements.
Strategy C2: Develop a community culture of tolerance, support, and acceptance, resulting in a
community message that says "you are truly welcome here."
Strategy C3: Foster our unique competitive advantage. Develop a compelling community branding that
speaks to the "heart and soul" of Fort Collins.
Strategy C4: Communicate with the existing business community to better understand and address their
changing needs and provide coordinated and readily available access to information that
existing and emerging businesses can utilize.
Strategy C5: Challenge (and work with) CSU to become the core of our learning culture and excel as a
source of innovation for future economic development in our community.
Theme D : Partnerships
This theme recognizes that the City of Fort Collins alone cannot create an economically vital and
sustainable community. For lasting economic vitality and sustainability we must draw multiple
constituencies together to leverage our diminishing resources. We must seek to forge strong community
partnerships with existing entities and emerging business clusters. Our citizens, business community,
academic institutions, regional government bodies, and the community at large, must join in and support
the process. As a beginning point the City should strive to identify and better understand our existing
partnerships in order to avoid duplication, promote efficiency, improve the return on public investment
and build stronger collaborations.
Strategy D1: Support and coordinate services devoted to our community' s small business and
entrepreneurial activities. Create partnerships that will help entrepreneurs access capital,
encourage our highly educated workforce to create new business, and foster stronger
relationships with existing economic development entities.
Strategy D2: Conduct practical hands-on workshops designed to generate new business development
by bridging the gap between research, technology transfer, and product development; and
in doing so, forge an improved interaction between research, entrepreneurial, and business
development activities in our community.
Strategy D3: Create partnerships between National Renewable Energy Lab (NREL), wind and solar
institutes, green building programs, CSU Institute for the Built Environment, and similar
entities that can, (a) capitalize on our brewing industry by finding a use for by-product
output; (b) build partnerships between green building and non-profits to achieve affordable
housing goals; and (c) improve the sustainability of our community while spurring new
business development.
Strategy D4: Improve the partnering relationship between our community's higher education (CSU,
FRCC), K-12 education (PSD), public health education (PVHS), City of Fort Collins, and
Larimer County government agencies by establishing regular "high level leadership"
meeting activities to foster common economic vitality actions.
Strategy D5: Build partnerships to lead and expand upon our cultural and arts industry. Partner with
developers to help build downtown cultural forums and facilities.
EVSAG members strongly encourage City Council to continue this process and provide the community
leadership required to implement the strategies and recommendations contained in this report.
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Table of Contents
Introduction
The City of Fort Collins has been recognized as one of the nations most attractive cities in which to
live, play, work, retire, and raise a family. Progressive and forward-thinking community development
policies, combined with a strong economy, have provided our community with the opportunity to grow
economically, provide gainful employment for our citizens, protect our environment, preserve important
natural areas, and provide our citizens with excellent municipal services and public facilities.
As in many Northern Colorado cities, the recent economic downturn provided an opportunity to discuss
and develop strategies for maintaining a community with both a high quality of life and a high quality
of opportunity. In response to maintaining the economic health of our community, while sustaining an
exceptional quality of life, the City of Fort Collins embarked upon an examination of our community's
current economic vitality and community sustainability. To initiate this effort, City Council established
an Economic Vitality and Sustainability Action Group (EVSAG) comprised of a broad and balanced cross-
section of community and business interests.
On February 19, 2004, the group set forth to accomplish the following tasks to develop an Economic
Vitality and Sustainability Report. Over the course of nineteen meetings, the group would strive to
identify:
a. the economic challenges, strengths, and issues facing the (Fort Collins) community;
b. specific economic strategies to leverage the community' s strengths and overcome the community' s
problems;
c. business clusters where existing community assets give Fort Collins a competitive advantage;
d. the partnerships and operating structures that can most effectively implement the economic goals and
strategies of the City Council;
e. specific measures and benchmarks in which to measure the economic health of the community;
f. guidelines for funding an Economic Vitality and Community Sustainability Fund (the " Fund") and for
utilizing monies deposited into the Fund; and
g. provide a report and recommendations to the City Council no later than June 30, 2004.
EVSAG' s work has resulted in development of the following report. The report is presented as a
community work-in-progress; it contains a synthesis of the discussion points, ideas, thoughts, concerns,
and considerations addressed in establishing the guiding principles and recommendations to City Council.
Economic Challenges, Strengths and Issues
The latest economic growth cycle provided expanding employment, increasing municipal revenues and,
consequently, the means to improve some municipal services. Correspondingly, the current economic
downturn cost many residents their jobs, and presented the community with declining municipal revenues
and a reduction in services.
In response to Council' s request to identify the economic challenges, strengths, and issues facing the
community, EVSAG embarked upon a strengths, weaknesses, threats and opportunities (SWOT) analysis.
The SWOT analysis unearthed a broad spectrum of perspectives and illuminated the common ground
shared by differing perspectives. The final SWOT analysis (located Appendix A of this report) provides
the foundation for the four major themes' and twenty strategies contained within the next section of this
report.
' EVSAG merged an initial fifth theme (Economic gardening, hunting, and gathering) into the remaining four themes.
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4
Economic Themes, Strategies, and
Tactics for Consideration
Having identified the challenges and opportunities facing our community, EVSAG turned its attention
to identifying specific economic strategies capable of leveraging community strengths and overcoming
community problems. To initiate this task, staff provided EVSAG with a brief review of existing City
policy and planning documents (City Plan and the Downtown Strategic Plan) to inform the group of
existing economic and community development strategies. In addition, staff presented and EVSAG
endorsed a working definition of " sustainability" to foster a common understanding of the term and
establish a foundation for generating the strategies that follow. Over the course of its work, EVSAG also
developed a definition for " economic vitality" .
sustainability
"Sustainability" is the long term social, economic, and environmental health of our community. A
sustainable community remains healthy without compromising the ability of future generations to meet
their needs. Quality human-scale urban design, energy-efficient building practices, economic health,
diversity of housing, public safety, environmental protection, and mobility will all make Fort Collins a
sustainable community. (A sustainability diagram is presented in Appendix B) .
Economic Vitality
" Economic vitality" is defined as a community' s capacity to be economically competitive, resilient and
attractive to private and public enterprise. Communities with economic vitality enable citizens to enjoy
the satisfying economic activities (e. g. jobs) and the quality of life that sets the standard for long-term
sustainability. They also dynamically embrace change and seize opportunities. They contribute to
the economic well-being of their residents. Economically vital communities encourage and recognize
innovation, hard work, good character, and community involvement of their citizens and business.
In completing this task, EVSAG also chose to address the role of the City of Fort Collins, identify other lead
organizations, and provide suggested tactics for accomplishing proposed strategies.
EVSAG developed specific strategies and tactics for each of the four major themes. The twenty resulting
strategies along with their corresponding tactics are outlined in this report. EVSAG believes that the City
has a " primary" role in 12 of these strategies and a " support" role in eight of these strategies. The primary
roles generally refer to the to the City providing an excellent infrastructure and services based on business
and community needs that support existing business retention, expansion, economic gardening, and new
business start-up activities. The City' s support role targets the creation and fostering of new business
activities through networks of community partnering and collaborative activities.
Each strategy reflects the consensus of EVSAG members. The tactics for each strategy are
presented as a range of options for Council consideration, with some receiving stronger support
from members than others. Finally, when reviewing these themes, strategies and tactics, please
note that their order of appearance does not imply a hierarchy of preference or priority.
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Strategies, Roles, Tactics and Responsibilities
Theme A: Big Picture
This theme looks at global, national, state, and regional trends that occur beyond the immediate Fort
Collins area and nonetheless affect our community (e. g. the impact of federal and state programs; global
economic impacts on primary jobs; quality of life issues) . The "big picture" also includes a focus on
sustainability, consideration of the changing cultural mindsets and paradigm shifts that will influence
our economic vitality over the long term (e.g. becoming adaptable to change; becoming an " open minded
learning" rather than "closed minded knowing" community; and examining how we integrate economic
vitality with environmental sustainability) .
Strategy Al: Diversify and broaden our economic sectors while actively strengthening our existing
business sectors.
City's Role: Support
Suggested Lead Organization (s) : economic development organizations, small business
organizations, and other business assistance organizations.
City Responsibilities:
• Address east/ west movement across railroad. Meet with the Colorado Public Utilities
Commission and railroad to address improved access. If deemed crucial, issue a monthly
progress report and keep this in the forefront.
• Provide a more visible and accessible business contact in the City organization who
can serve in an ombudsman role and also serve as a central agent for the collection,
organization, storage, and dissemination of business information, and of local, regional,
state, national, and global trends and influences, and can perform referral services and
research assistance, as appropriate.
• Promote access to reasonable/ affordable health benefits as a pool for existing business and
new business startups; provide low risk, high reward environments for telecommuters,
artists, and entrepreneurs who need the infrastructure.
• Utilize business surveys on a regular basis; interview and communicate with businesses;
report findings to Council on a regular basis.
• Establish a resource group that provides information and advice to the Economic Advisor
and City Council on economic vitality and sustainability issues on a quarterly basis.
• Analyze the impact of our relatively fixed Growth Management Area (GMA) on our
economy. Develop a plan to smooth transition from a community dependent on outward
growth to a more mature community that grows up and fills in.
• Sponsor or conduct an annual " Big Picture" idea session and focus on what can be done
to enhance our sustainable economy. Strive to engage the public as partners in these
conversations. Document progress from year to year to build credibility into the process .
6
Strategy A2: Protect and nurture our economic engine by pursuing and developing mechanisms for stable,
long-term public funding.
City's Role: Primary
Tactics for Council Consideration:
• Import retail sales tax and revenue into our community. Consider how infrastructure can
enhance this tactic, i.e. the cultural campus or conference learning center concepts.
• Continue programs such as "Shop Fort Collins First" to keep our retail dollars in the
community.
• Continually examine other city models that are progressive in meeting this strategy.
• Study sources of sales tax dollars to more fully understand and utilize this information.
Model the impact of retail growth in neighboring communities on our future revenue
stream.
• Work to get our fair share of the gross contribution to and net return of state funding
to the City of Fort Collins. Capture higher percentage of transportation gas taxes and
increase transportation funding share back money from the state.
• Further establish the uniqueness of our downtown area (e.g., by connecting with the
Poudre River area, enhancing our cultural destination) .
• Look at finding or supporting sustainable funding sources for existing economic
development programs, e. g. Fort Collins Business Incubator, Fort Collins Microloan
Program, City' s Economic Advisor, Small Business Development Center, etc.
• Relative to City policy, ensure that new growth pays the costs associated with the
infrastructure necessary to support that growth. Examples include new infrastructure and
enhanced capacity of existing infrastructure where negatively impacted.
• dentify alternative funding sources and implement where appropriate .
Strategy A3: Enhance our social, cultural and environmental leading edge by implementing current City
plans, developing additional community actions, and retaining our community' s extraordinary quality of
life.
City's Role: Primary
Tactics for Council Consideration:
• Continue to implement and support current City and DDA plans. Assist with
prioritization and provide leadership relative to priority projects.
• Create means to infuse City government with new and creative ideas. For example:
- Convene a creative thinkers group.
- Create a link on the City's website to encourage citizens to share their bright ideas.
• Combine environmental and sustainable principles with excellent design concepts, e.g.
Start a green building program, incorporating alternative energy sources, energy
efficiency, use of ecologically-friendly building materials, and other aspects. Use
current resources (Institute for the Built Environment at CSU, other CSU resources,
City, etc.) to develop and support it.
- Promote and celebrate intriguing and diverse design, sustainability, and green
building architecture resulting in a unique built environment throughout Fort Collins
as a unique part of our community.
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- Cull lessons learned from projects such as the Longmont New Prospect Town
development.
• Develop policies that encourage redevelopment; identify and mitigate obstacles that limit
redevelopment.
• Invest in efforts to highlight our community' s cultural activities and identify Fort Collins
as a "cultural destination."
• Retain the "funky" aspects of our community. Do not over-sanitize us; avoid
homogenization.
• Weave our natural areas into our entire community and trail system.
• Review City facilities, amenities, and infrastructure for desirability to the retirement niche
seeking an active lifestyle.
• Continue to support city programs such as the Environmental Program Series for
Business.
Theme B : Immediate Threats
Short term strategies are needed to address several immediate areas of concern including, a diminishing
federal, state, and local public sector funding base, expanding community infrastructure and services
needs, and the resulting duty of providing more with less. Immediate threats to our community also
include the lack of community forums for people with differing perspectives to constructively work
through important community issues.
Strategy 131: Strive to protect and sustain higher education funding for Colorado State University and
Front Range Community College.
City's Role: Support
Suggested Lead Organization(s) : CSU, Front Range Community College, Chamber of
Commerce and local legislators.
City's Responsibility:
• Lobby local legislators, governor, and others about the importance of Colorado State
University and other institutions for a healthy Colorado economy.
• Meet regularly with CSU and FRCC presidents and officials to coordinate strategies for
lobbying, educating legislators and other key officials, and communicating with those
groups.
• Work with other municipalities to reduce the mandated negative elements of TABOR,
Gallagher, and Amendment 23.
• Work with CSU and FRCC to understand their funding needs.
• Sponsor meetings between state representatives and City officials to effectively promote
Northern Colorado higher education funding initiatives in the State assembly.
• Initiate a " summit meeting" to assess the state of higher education in our community
and identify avenues to leverage strengths. Assist the lobbying effort by including local
and state legislators. Media coverage will serve as a means to educate the public to the
situation as well as provide accountability.
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Strategy B2: Address the perception that the City of Fort Collins is not business friendly by fostering a
business friendly attitude that encourages economic vitality and community sustainability. Ensure that
City departments and staff provide clear, accurate, and consistent answers to business inquiries .
City's Role: Primary
Tactics for Council Consideration:
• Conduct community outreach specific to business activities.
- Publicize City of Fort Collins services.
- Publicize City' s process improvements and success stories (e. g. improved
development review) .
- Openly communicate the role of the City of Fort Collins in business development
activity.
• Conduct business outreach as a means to discuss issues, solutions, and city actions.
Examples of methods of outreach include:
- Continuing to distribute business newsletter and communicate via utility billing
inserts.
- Communicating during City/ business interactions such as sales tax license renewal.
- Surveying existing and former businesses to identify perceptions about the Fort
Collins business environment.
• Take a customer approach to helping people with the development review process. For
example:
- Examine and improve the orientation process .
- Develop an exit survey.
- Establish an ombudsman as a guide to the development process.
- Continuously evaluate customer service policies and adherence to City Plan.
• Actively communicate with the media to clarify City information and promote a positive
image.
• Provide education for City employees that works to eliminate the perception that the City
discourages new business ideas .
Strategy 133 : Address under-funded public infrastructure throughout Fort Collins .
City's Role: Primary
Tactics for Council Consideration:
• Pursue transportation funding solutions by providing the leadership needed to reach out
and develop a broad based consensus in the community on top transportation needs and
funding mechanisms for addressing them. For example, consider:
- Adjusting transportation impact fees to cover unfunded infrastructure, where
negatively impacted.
- Continue to pursue a transportation tax initiative and work collaboratively towards
getting this passed.
- Explore options such as creating Special Improvement Districts or Public
Improvement Fees for critical areas.
• Improve funding for City of Fort Collins public library.
• Analyze and consider using reserves to solve under-funded infrastructure.
• Address North College infrastructure deficiencies (e. g. floodplain and storm water issues) .
9
• Support DDA infrastructure development.
• Work with other municipalities to reduce the negative elements of TABOR, Gallagher, and
Amendment 23 .
• Give voters clear choices rather than lumping options together.
• Develop a real-time prioritization process for critical transportation improvements .
• Relative to City policy, ensure that new growth pays the costs associated with the
infrastructure necessary to support that growth. Examples include new infrastructure and
enhanced capacity of existing infrastructure where negatively impacted.
• Continue to pursue regional investment and revenue sharing mechanisms as the means
for addressing beneficial regional developments and community infrastructure funding
needs. For example, apply this tactic when pursuing development projects such as
regional shopping malls, lifestyle centers, auto complexes, and major entertainment
centers.
Strategy 134: Identify economic, environmental and social " good" growth principles. Address the
perception that growth does not pay its own way by communicating the cost and benefit of development
and plans to cover theses costs .
City's Role: Primary
Tactics for Council Consideration:
• Explore the creation of a City grant-funding process for contributing to economic vitality
and sustainable development activities .
• Communicate to the general public the cost and current development fee contributions by
business (commercial), industrial, and residential development. In doing so consider the
following:
- When calculating cost of development, separate past, current, and future costs and
include broader cost considerations.
- Consider how development fees (existing and proposed regulations) impact
affordable housing and seek solutions to offset unintended consequences. Consider
addressing the loss of affordable housing by developing a demonstration project.
- Differentiate between economic vitality and sustainability vs. population growth
issues. Seek greater knowledge concerning the benefit and cost realities of each.
• Seek honest communication about differing view issues until we adequately address all
valid concerns.
Strategy 135: Support existing business expansion and retention efforts and pursue strategies to encourage
the retention and creation of high-paying jobs within our community.
City's Role : Support
Suggested Lead Organization (s) : economic development organizations, Chamber of
Commerce, small business organizations, and other business assistance organizations .
City's Responsibilities:
• Streamline the process for expansion of existing business and redevelopment within the
City without compromising the intent of current regulations and guidelines .
10
• Recognize the value of existing businesses, their good business practices, and their
community value; strive to reward them for their proven community merits and
contribution to our community quality of life. Initiate a recognition program.
• Encourage the local business-to-business marketing and encourage links between local
suppliers and buyers by starting or linking to a "what' s made in Fort Collins' website.
• Protect, develop, and support our existing agri-business cluster, both traditional and
organic practices; work to encourage continuation of our farmer's markets and seek a
permanent location downtown.
• Proactively contact existing Fort Collins employers to :
- Let them know the City supports their presence in the community and their need or
desire to grow in Fort Collins rather than elsewhere.
- Communicate the types of support the City and other partnering organizations can
provide, e. g. Colorado First Grants for training, etc .
Strategy B6: Retain and improve our identity as a "regional shopping destination" by actively protecting
the commercial and retail value of Old Town and the Foothills Mall.
City's Role: Support
Suggested Lead Organization(s) : Downtown Development Authority, Downtown Business
Association, Chamber of Commerce, Foothills Mall, Convention and Visitors Bureau, and
other business associations
City's Responsibilities:
• Make redevelopment of retail clusters a priority. Look for non-financial incentives (e.g. a
more streamlined process) for appropriate redevelopment projects.
• Support "Shop Fort Collins First" - establish and promote a website linking to local
businesses, making it convenient to shop local and limit internet leakage.
• Facilitate enhancement to core retail areas.
• Work with DDA and others to understand their needs and issues before initiating new
ordinances
• Invest in the necessary level of policing to protect the economic viability of Downtown.
• Continue to support CVB effort to market our community and attract tourism dollars.
• Create a gateway entrance from 1-25 area to Visitor' s Center.
• Provide better direction to visitors. The current signage is not adequate to get people to
major attractions (Downtown, CSU, etc.) . Signage is also lacking directional arrows as to
parking downtown. l-25 signage directs the turn-off for Fort Fun but not for our Historic
Downtown.
• Limit the amount of construction disruption in a specific area within a limited time period
and take into consideration our business and institutional seasonal activity.
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Strategy B7: Make City government more efficient and prioritize how to spend City funds rather than
primarily focusing on increasing revenues.
City's Role: Primary
Tactics for Council Consideration:
• Use benchmarks or ratios to determine employee pay and also use a wide variety of
benchmarks to measure efficiencies, e.g. examine the number of employees per capita.
• Work with other government agencies and entities to look at ways to increase efficiencies.
For example, PSD and transit schedules; sharing of city, college and university library
facilities; and to examine ways to share funding between different entities with common
goals.
• Consider making the Budget Advisory Committee a permanent board.
• Analyze the City Utilities' efficiency and effectiveness.
• Maximize capital assets, conduct a life-cycle analysis of capital investments, and charge
market rates for municipal goods and services where appropriate.
• Examine potential outsourcing (privatizing) of City services that can be purchased less
expensively on the open market.
Theme Co. Competitive Model
In signaling the value of Fort Collins to others, we need to identify, define, build upon, and promote
our uniqueness . Determining how to present and position our community will require that we know
our competition and understand the means for truly distinguishing Fort Collins as a "World Class
Community."
Strategy Cl : Actively commit to making Fort Collins a quality place to live by embracing the dynamic
relationship of " quality of life' and "quality of opportunity" elements .
City's Role: Primary
Tactics for Council Consideration:
• Seek to fully understand Fort Collins' high national rankings relative to quality of life
issues.
- Identify and categorize opportunities found in Fort Collins; include the strengths and
opportunities found in this report
- Utilize citizen polls and other methods in order to fully comprehend what issues are
of highest priority to residents.
• Track job variety, business segments and workforce levels to create awareness for a
balanced marketplace .
• Continue to study peer communities that reflect both quality of life and opportunity
elements and work to integrate viable aspects into the fabric of Fort Collins.
• Seize opportunity for future clustering possibilities as they emerge.
- Promote a clean energy development industry including wind, solar, and hydrogen
(e.g. CSU small engine lab) .
- Encourage (via conferences, symposia, incubators and other unique activities)
innovative business options such as " green gazelles" (environmentally conscious, fast
growth companies) .
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- Encourage and support the formation of a bioscience cluster.
• In support of this strategy continue to:
- Protect natural areas and open spaces, and provide appropriate recreational
opportunities.
- Implement the standards defined in City Plan and Land Use Code to highlight the
things we find important in Fort Collins ensuring a balance in " quality of life" and
" quality of opportunity" elements.
- Strive to achieve balanced opportunities in housing stock, variety, and pricing. Work
towards crafting cooperative solutions when addressing affordable housing needs
and issues.
• Work with other entities to develop ongoing programs and systems to produce and
maintain a well-educated and skilled workforce.
• Recognize the challenges and weaknesses (as identified in this report) in building
economic opportunity and achieving quality of life.
Strategy C2: Develop a community culture of tolerance, support, and acceptance, resulting in a
community message that says "you are truly welcome here."
City's Role: Primary
Tactics for Council Consideration:
• Encourage a continuing dialogue among community leaders regarding diversity issues
and the culture of our community. Bring these issues out into the open.
• Look at getting volunteers to help people downtown, e.g. Denver' s 16th Street Mall model,
DIA Ambassadors, Fort Collins' Downtown Information Center.
• Work with PSD, FRCC and CSU to address racism and other forms of intolerance that
exist in this community.
• Recognize that diversity issues and problems do exist in our community. Develop
benchmarks to measure improvements and understand setbacks.
• Encourage the City of Character concept and increase efforts in this area.
• Utilize the services of the Human Rights Office to address issues.
• Look for opportunities to involve people who are not always part of the mainstream or
system, e.g. the involvement of Workenders on the Gustav Swanson area.
• Communicate the role of various Boards and Commissions. Change their role from a
reactive to an active one.
Strategy C3: Foster our unique competitive advantage. Develop a compelling community branding that
speaks to the "heart and soul" of Fort Collins.
City's Role: Primary
Tactics for Council Consideration:
• Evaluate if the City wants to embark on a branding exercise. If so, do it in a
comprehensive, inclusive way. Reassess if "The Choice City" has meaning. Focus on
fostering our unique competitive advantages. Identify the attitude and essence of our
community. Our brand has to be authentic and comprehensive - not just a " spin."
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• Develop Eco-Tourism business by focusing on Fort Collins' parks and open space;
promoting green business and building programs; offering incentives for sustainable
green business; promoting heritage, cultural, experience and adventure travel; and
promoting a "rocky mountain sun country' image.
• Collect information on the constellation of our competition (both negative and positive
examples), not to react, but to define our course for success.
• Broaden City utility services to address cogeneration and new emerging energy
production for feedback into the electric grid.
Strategy C4: Communicate with the existing business community to better understand and address their
changing needs and provide coordinated and readily available access to information that existing and
emerging businesses can utilize.
City's Role: Primary
Tactics for Council Consideration:
• Investigate opportunities for generating and linking information and market research to
existing businesses; look at what other cities do and whether it pays back.
• Develop partnering relationships between small business support agencies to address
small business information and market research needs. Use business incubator as a
model.
• Create and continually update a database of business resources and publicize availability
of the Fort Collins Business Resource Guide; have staff available to assist.
• Act as coordinator of business data provided by other existing organizations.
• Have the Economic Advisor play an active role in linking with NCEDC and other
organizations that provide data/ research.
• Regularly survey and stay in communication with businesses to assess and stay abreast
of their needs or use information other groups are gathering. Participate in the NCEDC
business surveys or in other business surveys.
Strategy C5: Challenge (and work with) CSU to become the core of our learning culture and excel as a
source of innovation for future economic development in our community .
City's Role: Support
Suggested Lead Organization(s) : CSU, EVSAG, Chamber of Commerce, NCEDC, Fort
Collins Business Incubator
City's Responsibility:
• Work for better coordination and communication between the City and CSU. Clearly
demonstrate that this is critical to the long term health of the City and CSU.
- Identify a staff person to interface with the CSU Advisory Group to enhance
communication between the City and CSU.
- Prioritize opportunities that emerge from this endeavor.
• In cooperation with CSU, create a strategic plan for leveraging the core of our learning
culture as the source of innovation for future economic development in our community.
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• Promote City partnering with CSU Environmental Learning Center for combined eco-
tourism and learning opportunities.
• Create closer ties with CSU staff involved with certain types of innovation that relate to
economic development in our community, e.g. CSU Energy and Engines Conversion Lab.
• Examine similar communities that have strong University/ City economic vitality
successes.
Theme D : Partnerships
For lasting economic vitality and sustainability, Fort Collins has the opportunity to draw multiple
constituencies together and leverage resources. We must seek to forge strong community partnerships
with existing entities and emerging business clusters. Our citizens, business community, academic
institutions, regional governmental bodies, and community at large must support and join in the process.
As a beginning point, the City will identify, interview and understand existing partnerships so that these
collaborations can avoid duplication, promote efficiency, and improve the return on our investment.
Strategy 131: Support and coordinate services devoted to our community' s small business and
entrepreneurial activities. Create partnerships that will help entrepreneurs access capital, encourage
our highly educated workforce to create new business, and foster stronger relationships with economic
development entities such as Northern Colorado Economic Development Corporation (NCEDC), Fort
Collins Chamber of Commerce, Small Business Development Center (SBDC), Larimer County Workforce
Center, Front Range Community College, Service Corp of Retired Executives (SCORE), City of Fort Collins,
Fort Collins Virtual Business Incubator, Northern Colorado Idea Lab, CSU Entrepreneurship Center and
Northern Colorado Business Assistance Consortium (NCABC) .
City's Role: Support
Suggested Lead Organization(s) : Northern Colorado Economic Development Corporation
(NCEDC), Fort Collins Chamber of Commerce, Small Business Development Center (SBDC),
Larimer County Workforce Center, Front Range Community College, Service Corp of
Retired Executives (SCORE), City of Fort Collins, Fort Collins Virtual Business Incubator,
Northern Colorado Idea Lab, CSU Entrepreneurship Center and Northern Colorado
Business Assistance Consortium (NCABC) .
City's Responsibility:
• Facilitate the development of a learning/ conference center to boost year-round tourism;
inventory sports assets and all tourism assets to fully capture the travel and tourism
market; fully develop partnership opportunities.
• Encourage NCEDC to bring the above entities together to exchange information by
hosting quarterly meetings of the above organizations to encourage networking,
marketing and a leveraging of resources, programs, and benefits delivered to similar
markets. Encourage the Economic Advisor to actively identify and support opportunities
that match the economic vision of the City.
• Establish a standardized format or "executive summary' for each business support
organization stating mission statement, case studies, and contact information. Make it
easy for entrepreneurs to navigate and utilize available services.
• The City can bring common interest parties together by sponsoring monthly discussion
of specific topics or by facilitating general group discussion by sector (retail, industry,
education, non-profit, citizen group) .
15
Strategy D2: Conduct practical hands-on workshops designed to generate new business development by
bridging the gap between research, technology transfer, and product development; and in doing so, forge
an improved interaction between research, entrepreneurial, and business development activities in our
community.
City's Role: Support
Suggested Lead Organization(s) : CSU, economic development organizations, small
business organizations, and other business assistance organizations.
City's Responsibility:
• Bring appropriate people from CSU, business/ economic development organizations, and
the community together to assess feasibility and format of such workshops. Ensure that
these workshops have minimal barriers to participation and are well promoted to target
markets.
• Participate in these endeavors; involve representatives from a variety of City departments.
Strategy D3: Create partnerships between National Renewable Energy Lab (NREL), wind and solar
institutes, green building programs, CSU Institute for the Built Environment and similar entities that
can, (a) capitalize on our brewing industry by finding a use for by-product output; (b) build partnerships
between green building and non-profits to achieve affordable housing goals; and (c) improve the
sustainability of our community while spurring new business development.
City's Role: Support
Suggested Lead Organization(s) : Economic development groups, small business
organizations, CSU
City's Responsibility:
• Be flexible with City Plan when highly sustainable and innovative projects are proposed.
Special emphasis should be given to affordable housing, and demonstration projects
should be encouraged.
• Utilize the City' s Climate Wise program to build partnerships with these entities and use
their expertise in our City programs.
• Provide and promote information about these programs and the means for funding
sustainable projects and new business, e.g. small business renewable energy grants
available from state and federal government.
• Help facilitate these partnerships; City departments can provide input and benefit from
these partnerships as well.
• Provide incentives (not necessarily financial) for entities that demonstrate " green gazelle"
quality in design and function.
• Develop a cluster for pollution prevention strategies and efficient energy alternatives.
16
Strategy D4: Improve the partnering relationship between our community' s higher education (CSU,
FRCC), K-12 education (PSD), public health education (PVHS), City of Fort Collins, and Larimer County
government agencies by establishing regular "high level leadership" meeting activities to foster common
economic vitality actions.
City's Role: Primary
Tactics for Council Consideration:
• Examine ways to share funding between different entities with common goals; learn from
non-profit community and government as a great example of successful partnering for the
purpose of avoiding duplication, promoting efficiency, and improving the return on our
investment.
• Sponsor high-level leadership meetings that include the economic advisors/ players in
each agency and organization to help facilitate action towards economic vitality and
technology transfer.
• Develop and pursue pilot projects with CSU and other partners.
• Collaborate with FRCC and the Larimer County Workforce Center on workforce training.
• Eliminate the creation of administrative "burden of use" rules or hurdles and encourage
the creation of rules fostering the cross-functional shared-use of public facilities.
For example pursue cross-functional collaboration with CSU on arts, cultural, and
entertainment activities or shared-use opportunities with PSD incorporating community
and town hall activities in new school facilities.
Strategy D5: Build partnerships to lead and expand upon our cultural and arts industry. Partner with
developers to help build downtown cultural forums and facilities.
City's Role: Primary
Tactics for Council Consideration:
• Aggressively pursue the goals and objectives of the Downtown Strategic Plan, City Plan,
Poudre River Corridor Plan and related planning elements that speak to enhancing our
arts and culture amenities.
• Analyze and compare the Downtown Strategic Plan and the DDA Cultural Plan to
identify and encourage Council support of common and congruent goals and objectives.
• Recognize the vital role that the DDA plays in the downtown area including the ability
to promote vision and innovation, and facilitate the City-to-developer interface during
downtown development projects.
• Encourage Council to support renewal of the DDA and retain the significant level of City
Manager support for the Downtown area.
• Collaborate with the DDA in proactively promoting citizen and business knowledge
about the merits, value, and importance of a Cultural Plan and support the creation of a
Downtown Cultural District.
• Strive to address the infrastructure issues that affect viable sustainable development of
the downtown area and Poudre River area such as the truck route and other issues as
identified in the Downtown Strategic Plan.
• Partner with the DDA to publicize the City's ability to facilitate charitable tax donations,
and the transfer of private contributions towards public cultural improvements.
17
• Adopt the " Downtown First" recommendation in the Downtown Strategic Plan.
• Promote the creation of additional organizational relationships with other important areas
of our community such as Mid-Town or Campus West and other commercial community
centers.
• Discuss opportunities with CSU, FRCC, PSD, DBA, DDA for sharing resources and
facilities to support cultural opportunities.
- Strive to begin conversations now with PSD about new school planning, design, and
construction to encourage and facilitate collaborative co-use.
- Drive the City/ PSD relationship more aggressively to examine cultural improvement
opportunities.
• Broaden the funding sources for cultural development, e.g. CDBG funds, charitable
contributions and others.
• Brand Downtown as the cultural heart of our community. Reinforce the brand with street
signage and directional signs, creating a sense of place; for example, LoDo does a great job
of creating unique craftsman-made signage (not off the shelf) .
• Champion the current Cultural Resources Board program that supports many cultural
programs throughout Fort Collins.
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Business Clusters
Business clusters are defined as a geographic concentration of interconnected companies and institutions
in a particular business field. Their collective and individual business activities result in a critical mass of
unusual competitive success in that field. Business clusters require the participation of all economic sectors
(public, private, non-profit, academic, etc .) and challenge the conventional wisdom about how companies
should be configured, how government and institutions should contribute to competitive success, and how
a region can promote its economic prosperity.
Business clusters create unusual competitive success in these ways : first, by increasing the productivity
of companies based in the area; second, by driving the direction and pace of innovation; and third, by
stimulating the formation of new business activity. Clusters usually require a decade or more to create and
develop the breadth necessary for real competitive advantage. They require strong, continuous attention to
four fundamental elements :
• Increasing education and skill levels;
• Continual development of research activity and technical development capacity;
• Readily available access to capital markets;
• Continual improvement of institutional relationships and networks .
Business cluster development initiatives require a community to embrace the pursuit of competitive
advantage and specialization and increasingly build upon local sources of uniqueness. Existing business
cluster examples include the California wine industry, Colorado ski industry, and Loveland sculpture
industry.
Our foremost industry groups most capable of creating near term business cluster development include :
• Malt Beverages
• Computer Electronics
• Instrumentation
• Biosciences
• Tourism
Potential business clusters developing directly from CSU research activities include:
• Environmental
• Biomedical Science (Life Sciences and Biotechnology)
• Information Science Technology
• Agriculture and Human Nutrition
Potential Business Clusters emanating from CSU research and local (regional) business activities include:
• Medical Instrumentation
• Medical Illustration
• Water Quality Monitoring
• Air Quality Monitoring
• Wind Tunnel Engineering
• Infectious Disease Control
• Bio Defense
• Solar and Wind Energy
• Efficient Energy Technology
• GIS/ GPS/ Remote Sensing
• Arts, Music, and Cultural Entertainment
• Adventure, Cultural, Educational, & Experiential Travel and Tourism
• Green Building and Energy Utilization
19
Current and Future Business Cluster Initiatives
The Fort Collins Biosciences Initiative has recently been established to pursue early stage business cluster
development in the field of life sciences and biotechnology. Initiative members include the Fort Collins
Business Incubator, City of Fort Collins, Colorado State University, Colorado Bioscience Association,
Northern Colorado Economic Development Corporation, Fort Collins Chamber of Commerce, various local
bioscience companies, and a venture capital formation firm. Bioscience business cluster success will come
from building and strengthening the collaboration among all possible sectors in our Northern Colorado
region. Our academic research in veterinary medicine, life sciences, and biotechnology combined with the
presence of federal activities in the area of infectious disease control and agricultural research provide a
distinct advantage.
There are limitations to pre-determining business cluster development; they occur due to a region's
unique ability to facilitate competitive advantage in a particular field. To this extent, the City should
not attempt to pre-select specific business clusters but should strive to encourage the development of all
potential business cluster activities. The preference is to grow clusters from our existing business base and
community resources. However, we should not preclude the development of a business cluster's unique
competitive advantage by closing our options to attract essential firms or resources from elsewhere.
The City of Fort Collins should assist in business cluster development by striving to meet the infrastructure
and business development needs of existing business; it is not appropriate for the City to invest public
revenue as venture capital. We recommend the City of Fort Collins consider the following in determining
its role in business cluster development:
• Research local business activity, identify viable business cluster development opportunities, and
nurture business cluster development by gathering information and bridging relationships.
• Publicize information concerning business cluster development activities.
• Assign a staff person to serve as ombudsman to business development by guiding applicants through
the City of Fort Collins development process.
• Identify and adjust processes that inhibit cluster development and train staff for the delivery of
services responsive to the needs of emerging business cluster development.
• Become a leader in lobbying for private, state, and federal funding for support of research and
administration activities related to our emerging business clusters.
• Provide the overarching infrastructure, administrative policies, and positive business framework
necessary to facilitate business cluster development.
• Serve as a catalyst for action and support incubation activities.
• Create policies that encourage business cluster development by providing flexible and adaptive
municipal services and the ability to facilitate the construction, inspection, and occupancy of unique
business cluster facilities .
• Convene partnerships to create an energy efficient building and utility cluster to promote optimal
construction, energy consumption, and resource utilization.
• Convene partnerships to create a state of the art " learning center cluster" by the synergistic use of
existing facility space, transportation services, educational resources and cultural amenities to become
an outstanding location for convention activities.
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Measures and Benchmarks
How do we measure the economic health and wellbeing of our community? Traditional economic
indicators have been developed for a wide range of economic objectives including common measures for
full employment, productivity, and growth. Each has been subject to criticism based upon its limitations .
As a result, we now abound in the availability of leading and lagging indicators; each attempting to
measure a more specific outcome.
EVSAG discussions have revolved around a conceptual model of economic health that includes
consideration of both economic vitality and sustainability elements. In establishing measures and
benchmarks, the group has reiterated the importance of selecting indicators that focus on a complete
spectrum of economic, social, and environmental outcomes . The following table includes a potential list of
measures for consideration.
Economic i
Per Capita Income Cost of Living Air Quality Measures
Median Household Income Consumer Price Index Water Consumption
Employment by Industry Median Housing Price Per Capital Energy Use
Wages by Industry % Children Poverty Level Natural Area Acreage/Capita
Sales Tax Revenue Adult Literacy Rate Solid Waste Disposal
Motor Vehicle Registration Educational Attainment Public Open Space/Capita
Building Permit Activity Property Tax Rates Green Building Permits
Unemployment Rate Educational Funding Energy Cogeneration
Patents per Capita Vital Statistics Transit Ridership
Lodging Tax Collections Crime Index Parks per Capita
Income Profiles Cultural Activity CO2 Emissions
Lifestyle Psychographics Travel Time Index Wildlife Diversity
General Revenue by Source Demographic Composition Habitat Acres Restored
Expenditure by Function School Enrollment Agricultural Preservation
Job Creation Home Ownership Rate of Population Growth
Community Ranking Leisure Activity Index Surface Water Quality
Capital Investment Arts & Culture Index Ozone Index
Capital Assets Participation Index Outdoor Recreation Index
Industry Location Quotient Charitable Contributions Contaminants in Biota
Labor Productivity Historic Preservation Consumption per Capita
Teacher ED/Salary Index Emergency Response Vehicle Miles Index
Vacancy Rates Social Service Index Trail Miles Index
R & D Index Single Parent Family Hazardous Waste Index
Unfunded Infrastructure % Uninsured Children Alternative Energy Use
Business Start-ups Affordable Housing Index Transportation Level
21
Many of these indicators are currently in existence while others are in various stages of initial creation,
development, or refinement in other communities . The group suggested that the selected measures
should:
• Result in an annual report and presentation concerning the economic health of our community based
on selected measures and benchmarks.
• Reflect our progress towards achieving economic vitality and sustainability.
• Serve to focus on City services.
• Identify levels of service.
• Incorporate economic, social, and environmental outcomes .
• Be innovative in nature.
• Should not require a major development effort.
• Should be compiled from City staff' s existing work on measures.
• Not distract the economic advisor from performing higher value ombudsman services.
EVSAG recommends selection of a variety of indicators for evaluating the economic health of our
community, establishing reasonable benchmarks for measuring progress towards achieving economic
vitality and sustainability, and assigning completion of the task to either City staff or a future Economic
Vitality and Sustainability Committee (should one be established in the future by Council) .
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ECOROMICViOHR and Community Sustainability
Fund Guidelines
The City of Fort Collins Economic Vitality and Community Sustainability (EVCS) fund was initially formed
by City Council Resolution 2004-006 and formally established by adoption of City Council Resolution
2004-046. The proceeds for this fund are derived from a reduction in the administrative fee that vendors
retain for performing City sales tax collections . These funds are to be expended for purposes related to the
economic health of our community.
Total fund revenues for 2004 are estimated to be approximately $250,000 . The estimated total of future
annual revenues is approximately $342,000 depending upon the volatility of the economy and resulting
sales tax collections.
City Policy and Procedure Guidelines
The expenditure of these funds must conform to existing City procedures and comply with public policy
as stated in the Charter of the City of Fort Collins . No funds can be spent for charitable, industrial,
educational, or benevolent purposes to any person, corporation, or organization not under the absolute
control of the city nor to any denominational or sectarian institution or association. Additionally, the city
cannot lend or pledge its credit or faith, directly or indirectly, or in any manner to or in aid of any private
person or entity for any amount or any purpose whatever, or become responsible for any debt, contract or
liability thereof.
City Council must appropriate all funds . The City Manager is responsible for making recommendations
to Council for expenditure of the funds . Current appropriation requirements include expenditure of the
funds for the salary and expenses incurred by the Economic Advisor. Any unspent funds at year-end will
fall into a reserve designated for economic vitality and sustainability purposes .
Suggested Use of funds
• To host guest speakers and promote a community dialogue of innovative economic vitality and
sustainability ideas .
• To provide nominal grants to organizations or matching funds to secure grants from public and
private agencies pursuing economic vitality and sustainability actions.
• To partner with other agencies on pilot projects, business surveys, information development and
market research activities focused on economic vitality and sustainability.
• To continue the work of this group consistent with the strategies and recommendations contained
within this report.
• To leverage collaborative economic vitality and sustainability partnership activities without
duplicating current economic resources or an increase in staff.
These initial ideas are an attempt to support EVSAG strategies most likely to be achieved within the
financial parameters of fund projections and not intended to preclude other equally valid funding
purposes. We welcome further thoughts and ideas concerning the beneficial use of Economic Vitality and
Community Sustainability funding for improving the economic health and well being of our community .
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24
Concluding Recommendations
The Economic Vitality and Sustainability Action Group has engaged in an invaluable community dialogue
concerning the economic health of our community. Members in-depth discussions have resulted in a better
understanding of diverse community perspectives and the challenge of forging sound economic solutions
to community needs within the context of continued economic vitality and community sustainability
principles .
The dialogue has truly been invaluable and should be continued to foster a greater understanding of the
challenges we face, the common ground we share, and the community solutions that we must forge in
order to maintain the exceptional quality of life that we currently enjoy.
As this initial dialogue comes to a close, key recommendations for continuing the work of EVSAG are
worth noting:
1. Continue a similar type of dialogue between City Council and the Fort Collins Community.
2. Continue the work of this action group by creating a blue ribbon panel, of Council appointed
community members, to continue to discuss and implement economic vitality and sustainability
issues.
3. Continue the role of the Economic Advisor and expand position duties to include that of serving
as ombudsman to the business community to assist with economic and community development
activities.
4. Create an economic vitality and sustainability action plan based upon the information contained in
this report.
5. Continue to support and implement current community plans.
EVSAG members strongly encourage City Council to continue this process and provide the community
leadership required to implement these recommendations.
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26
Appendix A: SWOT A0111NIS
Strengths
Geographic location
• Poudre River
• Scenic beauty
• Good parks and recreation activities
• Recreational opportunities
• Open space
• Bike trails
• Proximity to DIA
Knowledgeable/involved/informed community
• Educated workforce
• High internet usage and broadband
• Telecommuters
• Desirable community for seniors/ retirees
• Large entrepreneurial population
• Presence of small business assistance resources (i.e. SBDC) and incubators
• Diversity in faith community and services they provide
• Diverse set of businesses
• Reasonable cost of labor
• Great micro loan program
• Presence of federal research, other facilities (i. e . CDC, NRCS, BLM)
Active cultural community
• Emerging arts and cultural community
• Strength of historic downtown
Great public services
• Strong healthcare
• Competent City staff
• Low cost of utilities
• Poudre Schools
• CSU and Front Range Community College presence
• Multi-modal transportation developing
• Wind Power program
Challenges/Weaknesses
Budget cuts to higher education
• Lack of higher education funding and facilities
• Failure of integration of higher education (CSU, FRCC) into community
• Technological transfer of CSU into business
• Lack of funding for tech transfer
Higher cost of land and employment base
• Lack of good sites for businesses and industry
• Difficulty traveling around northern Colorado
• Land available for industry
• Affordable housing
• Percentage that people pay for living/ homes
• Increasing number of retirees could shift job/ housing balance
A-1
Jobs
• Losing jobs
• A lot of low paying jobs
• Loss of existing primary jobs
• High percentage of government jobs
Dark Matter
• Notion of corporate non- transparency, stakeholders are in the dark concerning corporate interests,
know to only a few corporate elite
Competition between local governments for revenue
• Neighboring communities commercial growth
• Other regions recruiting our retail, jobs
• Challenge to increase tax revenue
• Reliance on sales tax
• Over-reliance on retail
• Gallagher/ TABOR - high business tax
• Lack of funding for transportation capital
• Appropriate role of government in economic development
Barriers to redevelopment within the City
• Perception of City as anti-business
• Cumbersome/ very difficult process for development
Global issues (i.e. massive deficit/interest)
• Outsourcing issues
• Global off-shoring
• Health insurance for small business
• Failing in literacy
Infrastructure and environmental issues
• Decrease in quality of life from population growth
• Decrease in environmental quality
• Traffic congestion
• Lack of agreement re: what to do with the Poudre River area
• Water supply
• Under utilizing existing resources
Lack of diversity
• Lack of intellectual infrastructure for businesses
• Too high a percentage of our economy based on development/ building
• Fear/ lack of innovation in development
• Not knowing how and where to find information
• One daily newspaper in town
• Lack of organizational collaboration
• Lack of well-developed clusters
• Don' t understand structural change in economy
• Early stage financing for " start ups"
• No wet lab space
• Vulnerability of downtown
A-2
Opportunities
Branding Fort Collins
• Tout environmental and parks and rec opportunities
• The Poudre River
• Promote downtown
• Focus on business clusters that make sense for Fort Collins
• Improve cultural climate and attract tourism
• Leadership in clean energy development (solar, clean engines emissions technology, water economy,
fuel, hydrogen, etc.)
• New Belgium Brewery as a model for other businesses
• National recognition of our community's assets (" Best of" lists, other recognition)
• Model for a healthy community, supporting active lifestyles
Encourage redevelopment
• Develop part of Old Town that are ripe for change
Create a culture of entrepreneurship in Fort Collins
• Create a new economy of economic gardens
• Use environmental resources and combine with entrepreneur to create new kinds of businesses
Attract more business capital
• Growth pays its own way for infrastructure
Leverage our resources better in and out of the community
• Train our own and keep them here
• Determine how to use the bright people here in our community
• Create a business information clearinghouse
• Opportunity for retraining
• Build better bridges between educational community and business community
• Do creative partnerships with other communities, e.g. revenue sharing
• More public/ private partnerships
• Educate community regarding economic issues
• Become a learning community
• Define what literacy means (read newspaper; understand software use)
• Set up sister city relationships and plan outsourcing partnerships to advance entrepreneurial center of
Fort Collins
Threats
Impacts of growth
• Stress on infrastructure
• Undesirable growth in outlying areas
• Other cities aggressive, undesirable growth
• Environmental damage
• Limited water supply
• Excessive population growth
• If a way cannot be found to make urban growth boundary work
• Loss of uniqueness
Globalization
• Inability to get primary jobs
• Global economic issues
• Entrepreneurs are mobile - they'll leave
• Value could be migrating out and our institutions cant address this
A-3
Shortfall of funding for public services and facilities
• State and federal funding methods
• Loss of retail tax base
• Lack of funding for transportation
• Over and under retailing
• Financing of public/ higher education
Attitudes
• Institutions are not capable of making or getting ahead of structural changes
• Elitist attitude
• Paralysis through analysis
• Victim mentality
• Public perception that "they' are not part of the solution
• " Business as usual" mentality - need to break out and think of new opportunities
• Growing intolerance of different cultures, sex, race, creed, religion, and politics
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Appendix B . SUStainahmifltv Diagram
Economy Environment
A �H
Social
Sustainabi* 11* ty
_ J
" Sustainability is the long term social, economic, and
environmental health of our community . A sustainable
community remains healthy without compromising the ability
of future generations to meet their needs . Quality human-scale
urban design, energy-efficient building practices, economic health,
diversity of housing, public safety, environmental protection, and
mobility will all make Fort Collins a sustainable community. "
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Appendix Co. Business Clusters 101
Business Clusters: A geographic concentration of interconnected companies and institutions in a particular
field. A critical mass of unusual competitive success in particular fields .
Notes:
• Paradoxically, the enduring competitive advantages in a global economy lie increasingly in local
things - knowledge, relationships, motivation, inspiration, innovation. Clusters represent a new
way of thinking about location different from past considerations - proximity to resource extraction,
transportation, etc.
• Clusters include participation by all sectors (public, private, non-profit, academic, etc.) and challenge
the conventional wisdom about how companies should be configured and how institutions and
government contribute to competitive success and promote economic prosperity.
• Clusters affect competition in three broad ways: first, by increasing the productivity of companies
based in the area; second, by driving the direction and pace of innovation; third, by stimulating the
formation of new businesses.
• Case studies suggest that clusters require a decade or more to develop depth and real competitive
advantage.
• Few places have multiple clusters (best to build on or supplement existing clusters) .
• Promoting cluster formation requires strong attention to foundational elements - education and skill
levels, capacity in technology, access to capital markets, improving institutional relationships.
• Understanding strategic cluster development requires - knowledge about the true role of location
in innovation (productivity and total system costs exceed importance of proximity to resource
inputs); knowledge about the importance of local relationships and engagement (across all sectors);
responsibility to invest in and continually upgrade the cluster (by generating local capability);
the significance of working collectively to create new associations of representation (traditional
associations represent industries not clusters) .
• Cluster development initiatives should embrace the pursuit of competitive advantage and
specialization; build upon local sources of uniqueness. (This task requires fresh thinking on the part of
leaders and the willingness to abandon traditional categories that drive our thinking about who does
what in our economy) .
• Clusters rarely conform to standard industrial classification systems (which fail to capture many
important actors and relationships in competition) and clusters are not equivalent to the large
economic presence of a standard classification activity.
• Cluster Examples - California wine cluster, Italian leather fashion cluster.
• Local examples - Colorado ski industry, Loveland sculpture cluster.
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Appendix D : Overview of City Plan
City Plan - Fort Collins, Colorado Comprehensive Plan [December 20031
Background Notes
• City Plan illustrates how we envision Fort Collins over the next 20 years to the year 2025
• Initially formulated in 1995, Adopted in 1997, Revised December 2003 .
• Revision process focused on:
- Asking the community to define "What is the future size and character of the City of Fort Collins';
characteristics were adopted March 2003.
- Modifying the City Plan document to reflect the adopted characteristics.
• City Plan contains three major components
- Community Vision & Goals (values & direction)
- Structure of the Community (shape & form)
- Principles and Policies (guiding rules & actions)
• Economic references occur in:
- Community Vision & Goals
- Principles & Policies
- Adopted Characteristics
Community Vision a Goals
Economy (pages 35-38)
• The economic health of our community will be sustainable.
- Our community will foster economic development opportunities that encourage: private investment,
facilitate the creation and maintenance of business enterprises, provide employment at livable wages
- Our economy will be diverse and sustainable with a range of employment opportunities. We will
strive to maintain a balance between employment & housing and basic & non-basic jobs in order to
meet the needs of our residents.
- Our community will encourage new business and the retention and expansion of existing businesses.
- Education & technical training of the existing workforce will be a high priority
- Our community will support the creation of housing opportunities close to places of employment;
housing affordability to retain workforce in the community; and transportation alternatives to
promote workplace accessibility.
• Fort Collins will maintain its role as a regional economic center.
- Our community will remain competitive in the economies of the region, state and nation by having
a well-educated labor force & excellent quality of life - we will be know for good schools, low crime
rate, healthy natural environment, balanced transportation system, and ample recreational & cultural
opportunities.
- Our economic base will consist of a diverse mix of commercial; wholesale and retail trade; service
activities; cultural arts & entertainment; CSU & other educational institutions; medical related
enterprises; federal, state, & local government offices; construction; manufacturing; research & testing
facilities; industrial plants .
- We will strengthen our economic base by seeking ways to strategically expand and diversify
D-1
employment opportunities within the City boundaries .
- Downtown will be primary activity center for government, office, finance, culture, entertainment,
specialty retail; supported by smaller commercial districts located throughout the City.
- New commercial centers will be developed in compliance with land use goals and policies. Centers
will vitalize existing retail base, maximize transit linkages, discourage traffic congestion & strip
development along major streets and I-25.
- Existing underutilized commercial & industrial areas will be redeveloped over time in a manner that
strengthens community economic & employment base.
• CSU will continue to be a major factor in our community's economy.
- CSU will be an important community activity center, combined with adjacent supporting
commercial/ retail and residential developments. City will work closely with CSU to coordinate
growth, change, parking, housing, transportation, recreation & cultural services, other shared
services.
• Our community will continue to support cultural amenities as an important contributor to our economic
health and as a reflection of the importance of the arts and our heritage.
- Our community will continue to support the arts by providing high quality performing and visual
arts facilities.
- The history of our community will be maintained and exhibited to give us a sense of our past and of
the contribution it makes to our future.
- Art in public places will continue to be an expression of the creativity and sense of artistic values of
our community.
Principles a Policies
Economic Sustainability & Development (pages 117-119)
Our community will foster economic development opportunities that encourage private investment within
the community, provide employment that offers higher wage jobs (above the County average), provide
primary employment, and improve the quality of life of FC residents.
Principle ECON-1 : The City will pursue a balanced and sustainable economic development program.
Policy ECON-1 .1 Balance of Employment Opportunities. City will support the enhancement of its
economic base and job creation by supporting the location of new business and the retention of existing
businesses in the following ways:
• The City will encourage the establishment of new business and the retention and expansion of existing
businesses that provide higher wage jobs (above County average) for base employment opportunities.
• The City will assist in retaining, expanding, and attracting businesses that diversify our economic base.
• The City will encourage new business and the retention and expansion of existing businesses that have
made a positive commitment to the environment and community as evidenced by their corporate
policies and practices.
Policy ECON-1 .2 Economic Development Policy. City will work with the business community and various
business organizations to develop specific, plans, goals, and objectives in order to continue to encourage
and support economic development and economic opportunities which provide primary employment,
increase private investment in the community, and improve the quality of life for FC resident' s.
Achievement of these goals will be pursued by:
• Maintaining and improving the quality of the natural environment.
D-2
• Maintaining and improving the City as a good place to live and work.
• Placing emphasis on comprehensive, quality municipal services as the City's primary contribution to
the community's economic development effort.
• Creating a positive climate for both local and new business.
• Assisting small business for expansion and retention as appropriate.
• Encouraging and promoting workforce training, retraining, education, and employee support services
to assist in the creation and expansion of meaningful employment opportunities .
• Focusing on planning and the provision of municipal services and facilities such as streets and utilities
as the City' s role in dealing with prospective expansions and locations.
• Considering public investment on a case-by-case basis after thorough staff analysis and Council
discussion of the merits of each individual proposal.
Policy ECON-1 .3 Infrastructure and Capital Facilities. City will ensure that the infrastructure needed to
support the economy is in place within the constraints of City financial resources in the following ways:
• City will ensure access to employment centers and will also develop efficient transit networks and trip
reduction programs, such as telecommuting, to reduce single occupancy vehicle trips.
• City will encourage the location of child care facilities and other " everyday' needs, in or near major
employment centers.
• City will encourage housing development near major employment centers to foster reduced travel
time to work. The price range and mix of housing types should compliment wages generated by
nearby employment so that housing can attract nearby workers.
• City will assist in identifying and preserving key undeveloped industrial parcel in the City in advance,
in order to provide for the expansion needs of existing basic industry employers and to provide
appropriate sites for new employers.
Policy ECON-1 .4 Jobs/ Housing Balance . City will strive to ensure that a reasonable balance between
employment and housing is maintained as well as a balance between basic jobs and non-basic jobs . The
primary intent is to create a relative balance between the wages generated by various types of employment
and housing prices.
• Particular emphasis shall be placed on workforce and lower income housing, in order to ensure that a
balance is achieved between incomes levels and the cost of housing.
• City will encourage existing and future major employees locating within the City to develop employer-
assisted housing programs for lower income employees.
• City should provide technical assistance to employers wishing to obtain information on model
programs.
• City will strive to achieve a reasonable balance between basic jobs (manufacturing, technical, etc) and
non-basic jobs (retail, service, etc .) .
Policy ECON-1 .5 Maintain and Expand City Revenue Base. City will ensure that commercial uses that
generate the sales and use tax revenues which support the City' s financial base are maintained and
expanded. City will also explore other options to expand and diversify its revenue base, including targeted
annexations of existing commercial corridors, such as Mulberry Corridor, as well as revenue sharing
agreements with other communities.
• City will assist in identifying and preserving key undeveloped parcels in appropriate locations for
additional commercial activity.
• City will seek to strengthen existing commercial districts such as the Downtown, North College,
Campus West, and the Foothills Mall.
D-3
• City will seek to maintain and enhance its attractiveness as a place to do business in order to maintain
its share if the region' s sale and use tax base.
Principle ECON-2: Economic Sustainability. City will strive to develop an economy which will be self-
sustaining within the limits of its current GMA (including possible modifications for CSU foothills campus
and Fossil Creek area) .
Policy ECON-2.1 Fort Collins will investigate ways to diversify its revenue stream from the traditional
" sales/ use tax' model.
Policy ECON-2.2 Fort Collins will be a leader in developing an economy which continues to " develop"
within its Growth Management Area.
Policy ECON-2.3 Fort Collins will investigate ways to maintain its desired level of services .
Other Plans a Policy Related to City Plan
Issues & Policy Plans
• Affordable Housing Policy: policies for community-wide affordable housing development, including the
definition of " affordable housing" (1992) .
• City of Fort Collins Telecommunications Policy: policies relating to public access, privacy, services, City' s
regulatory role and the compensation for use of rights-of-way by providers (1996) .
• Economic Development Policy: describes the role of the City, private sector and outside entities in an
overall economic development strategy (1994, 1999) .
Subarea Plans
• Downtown Strategic Plan
• East Mulberry Corridor Plan
• Mountain Vista Plan
Adopted Characteristics
The Region and the Economy (page D-3)
RE1b
Fort Collins strengthens its existing economic base while finding ways to strategically expand and diversify
its employment options, including but not limited to a center for retail trade, cultural offerings, medical
facilities, and educational institutions within its boundaries.
RE2
Fort Collins partners with nearby communities to develop regional solutions to land use, transportation,
economic, environmental, open space and habitat protection, fiscal sharing, and other planning challenges.
RE3
The ratio of jobs to housing must be considered in determining planning policies so that a balance between
employment and housing can be maintained, as well as balance between basic jobs (manufacturing, etc .)
and non-basic jobs (retail, services, etc .)
RE4
The City of Fort Collins will remain physically healthy, and be able to sustain adopted levels of public
services and facilities (e. g. police protection, street maintenance, parks, natural areas, library, and cultural
arts, etc .)
D-4 Return to
Table of Contents
Appendix E : Glossary of Terms
Business Sector - Strictly the business component of a broader economic sector.
Climate Wise - Climate Wise is a City of Fort Collins voluntary business outreach program that works
with local companies to reduce greenhouse gas emissions by promoting waste reduction, energy savings,
alternative transportation, water conservation, and practicing pollution prevention.
Cluster - A geographic concentration of interconnected companies and institutions in a particular field(s) .
A critical mass of unusual competitive success in a particular field(s) .
Economic Engine - The entirety of public funding that supports services and infrastructure in the Fort
Collins Community" or "The gross domestic product of our local Fort Collins economy.
Economic Gardening - An entrepreneurial approach to economic development with a strong grounding
in the roles that innovation and ideas, complexity, temperament and industry clusters play in the new
economy.
Economic Hunting - The economic development practice of attracting, soliciting, and recruiting firms
from outside the community.
Economic Sector - The complete spectrum of economic activity including all components of the public,
private and non-profit sectors.
Economic Vitality - Economic vitality is defined as a community' s capacity to be economically
competitive, resilient and attractive to private and public enterprise. Communities with economic vitality
enable citizens to enjoy the satisfying economic activities (e.g. jobs) and the quality of life that sets the
standard for long-term sustainability. They also dynamically embrace change and seize opportunities.
They contribute to the economic well-being of their residents. Economically vital communities encourage
and recognize innovation, hard work, good character, and community involvement of their citizens and
business.
Green Gazelles - Fast growth companies that produce goods or services in adherence with
environmentally conscientious business practices .
Leading-edge Culture - The complete spectrum of social, economic, and environmental behaviors,
patterns, arts, science, beliefs, institutions, works and thoughts characteristic of a forward looking
community.
Ombudsman - A government official who helps citizens, business, and community members understand
and navigate existing municipal policies and procedures.
Primary Role - The leading partner or entity responsible for (or most likely to achieve) implementation of
particular strategy.
Quality of Life - The level of enjoyment and fulfillment derived by humans from the life they live within
their local economic, cultural, social, and environmental conditions.
Quality of Opportunity - The level of enjoyment and fulfillment derived by humans from the life they live
due to the employment opportunities and economic well-being available to them within their community.
Supporting Role - The supporting partner or entity capable of directly assisting with or influencing the
implementation of a particular strategy.
Sustainability - Sustainability is the long term social, economic, and environmental health of our
community. A sustainable community remains healthy without compromising the ability of future
generations to meet their needs . Quality human-scale urban design, energy-efficient building practices,
economic health, diversity of housing, public safety, environmental protection, and mobility will all make
Fort Collins a sustainable community.
E-1
Acronyms
CDBG - Community Development Block Grant
CSU - Colorado State University
DBA - Downtown Business Association
DDA - Downtown Development Authority
DIA - Denver International Airport
EVSAG - Economic Vitality and Sustainability Action Group
FCBI - Fort Collins Business Incubator
FCCVB - Fort Collins Convention & Visitors Bureau
FRCC - Front Range Community College
GMA - Growth Management Area
NCBAC - Northern Colorado Business Assistance Consortium
NCEDC - Northern Colorado Economic Development Corporation
NCIL - Northern Colorado Idea Lab
NREL - National Renewable Energy Lab
PSD- Poudre School District
SBA - Small Business Administration
SBDC - Small Business Development Center
SCORE - Service Corp of Retired Executives
SID - Special Improvement District
TABOR - Taxpayers Bill of Rights
E-2 Return to
Table of Contents
Cultural Resources Bill Kneeland Kimberly Tamkun
Board Bo Johnson Krista Warnock
• Patrick Moran Brenda Fry Larry Kendall
Sue Beck-Ferkiss Brenda Martin Laura Jones
Jack Steele Brent Carmack Laurence Budd
Ann Wilmsen Brownie McGraw Libby Colbert
Carol Ann hixon Bruce Freestone Lisa Huff
Dr. Diane Gaede Carol Ann Hixon Lori Pivonka
Susan Marshall Carol Tunner M.L. Johnson
and past members Charles Hagemeister Maggie Kunze
Ayleen Burns Cheryl Zimlich Marcy Silverstein
Jon Wilkinson Chip Steiner Martin Wilkinson
Chuck Bell Marty Heffernan
Advisors for Danneille North-Dolen Matt Strach
Sustainable Funding Darin Atteberry Merete Cunningham
Susanne Derkin- Dawn Paepke Mickey Willis
Schindler Deanna Harpham Mike Reinsberger
Mike Rainsberger Dennise Freestone Myra Powers
Rich Shannon Diane Jones Patrick Fahey
Frank Lancaster Diggs Brown Paulette Hansen
Patrick Moran Don Unger Rheba Massey
Bruce Freestone Donna Visocky Rich Harter
Mary Robertson Doug Hutchinson Ryan Keiffer
Jay Hardy Emelie Borello Sarah Hogan
• Marty Heffernan Eric Hamrick Scott Gillihan
Mickey Willis Evan Hyatt Steve Taylor
Mike Powers Gary Hixon Sue Beck-Ferkiss
Larry Kendall Gary Thomas Susan Hyatt
Chip Stiner Glen Colton Todd McIntyre
Jim Clark Gretchen Gaede Wayne Sundberg
Orlin Wermager J. Patrick Moran Wendy Ishii
Bill Kneeland Jack Steele Wes Kenney
Chris Kneeland Jan Gilligan
Polly Juno Jan Jorgensen Working Group
Mac Juno Jane Nevrivy Anne Macdonald
Roger Clark Jeanne Shoaff Annette Geiselman
Mary McCambridge Jerry Gaede Bill Kneeland
Jill Stilwell Cheryl Donaldson
Cultural Conference Joan Day Jill Stilwell
Attendees Joann Thomas Mary Robertson
Andrew Warnock Joe Valente Mike Powers
Ann Carr Joel Hurmence Sue Beck-Ferkiss
Ann Wilmsen John Hill
Anne Macdonald Judy Scherpelz
Annette Geiselman Karen Warren
Annette Pontillo Kathe Mehlbach
• Ayleen Bums Kathy Bauer
Ban Manvel Kelly Ohlson
Beth Higgins Kevin Jones
Bill Bertschy Kim Jordan
F-1
POUDRE SCHOOL DISTRICT
- 1Iumanities Standards and Benchmarks for Grades K - 12-
Humanities Essential
Standards
Geography
History
Language Arts
Arts :
• Visual & Performing
• Music
Standards and Benchmarks
For Grades K42
Spring 2005
Poudre School District
Curriculum and Instruction
2407 LaPorte Avenue
Fort Collins , CO 80521
Snring 2005
G - 1
POUDRE SCHOOL DISTRICT
-Humanities Standards and Benchmarks for Grades K- 12-
s
Rationale and Philosophical background
Poudre School District courses bearing a humanities title offer students an opportunity for
integrated study in seven areas of the humanities : art and architecture, dance, history, literature,
music, philosophy/religion and theater. General humanities courses emphasize the exploration of
the disciplines, the development of aesthetic appreciation, and the application of knowledge to
questions central to each of the disciplines . Students are offered a chance to discover and develop
individual interests, aptitudes , and talents while exploring aesthetic concerns . Study of the
humanities is viewed as an integral part in the academic preparation of all Poudre R- 1 students .
Students need and benefit from the opportunity to study areas of the humanities in
integrated classes . In the humanities classroom students discover how various disciplines are
interconnected as well as how individuals and their creative accomplishments have inspired and
influenced others through time . This integrated study of the humanities reinforces complex
thinking strategies and problem solving. Through such integrated studies, students practice the
highest levels of learning : synthesis and analysis.
In a world increasingly interconnected through travel, commerce, and the exchange of
ideas, it is essential for students to have at least a basic understanding of how their own and other = ,
cultures view the world or discern what is meaningful in life. Students benefit by contemplating _
the creative outpourings of distinct cultures and individuals as well as by considering how these
achievements reflect cultural or personal values. The opportunity for students to explore and
discover their own creative talents and interests is of equal importance . Humanities courses in
Poudre School District offer students opportunity to begin such important explorations .
Humanities definition
The humanities do not belong to a specific discipline ; hence, the decisions about the humanities
must be cross-curricular in nature . The act that established the National Endowment for the
Humanities says, "The term ` humanities ' includes, but is not limited to the study of the
following : language, both modern and classical; linguistics ; literature ; history ; jurisprudence ;
philosophy ; archaeology ; comparative religion; ethics, the social science which have humanistic
content and employ humanistic methods ; and the study and application of the humanities to the
human environment with particular attention to reflecting our diverse heritage , traditions, and
history and to the relevance of the humanities to the current conditions of national life ." The
Fine Arts are an essential part of the understanding of heritage and tradition.
In addition , humanities courses provide students opportunities to meet PSD adopted
standards in History, Geography , Language Arts, Music and Art .
Springy
POUDRE SCHOOL DISTRICT
-Humanities Standards and Benchmarks for Grades K- 12 -
Geography
Standard 1 : Students apply knowledge of people, places, and environments to understand
the past and present and to plan for the future
1 . 1 Benchmark : Know how to apply geography to understand the past and present
Indicators:
o Identify how changing environments affect the behavior of people
o Analyze the fundamental role that environments have played in history
o Identify issues using geographical knowledge and perspectives
Hiss
Standard 2 : Students understand the chronological organization of history and know how
to organize events and people into major eras
2. 1 Benchmark: Know the general chronological order of people and events in history
Indicators :
o Identify events and people that characterize each of the major areas studied
Standard 3 : Students understand that societies are diverse and have changed over time
3 . 1 Benchmark: Know how various societies were affected by contacts and exchanges
amongdiverse peoples
3 .2 Benchmark : Understand the impact of social and political organizations in various
societies
Indicators :
o Analyze how tradition and change have influenced social roles and the social
organization of various societies
o Explain how social organization has been related to distributions of economic wealth,
social privilege, and political power
o Identify how political power has influenced history and affected culture
Standard 4 : Students know that religious and philosophical ideas have been
powerful cultural forces throughout history
4. 1 Benchmark : Know the historical development of religions and philosophies
Indicators :
o Describe religious and philosophical developments in various cultures
o Study of world religions and philosophies should include an introduction to central
concepts and beliefs, ethics , and key terms relevant within a particular tradition
Snring 2005
G - 3
POUDRE SCHOOL DISTRICT
-Humanities Standards and Benchmarks for Grades K- 12-
4.2 Benchmark : Know how societies have been affected by religions and philosophies
Indicators :
o Identify how religious and philosophical beliefs have influenced society
Language Arts
Standard 5 : Reading
Students read and understand a variety of materials
5. 1 Benchmark : Comprehension Skills
Use a variety of comprehension skills in reading (e.g., preview, predict, compare and
contrast, self-monitor, summarize)
Indicators :
o Use inferences to evaluate and synthesize ideas within texts, between texts, between the
reader ' s experience and the texts and between the text and world events
5.2 Benchmark: Prior Knowledge
Make connections between texts and prior knowledge and identify knowledge needed
before reading about a topic
Indicators :
o Seek out and synthesize background information about the subject, author, text
structure and historical context to make predictions about content and purposes of ' y
texts
5.3 Benchmark: Reading Purpose
Adjust reading strategies for different purposes
Indicators :
o Evaluate the validity of opinions and facts expressed
o Formulate opinions and support them with details from texts and personal experience
5. 4 Benchmark : Word Recognition Strategies
Use a variety of word recognition skills and resource
Indicators :
o Expand independent use of a variety of sources to locate meanings and pronunciations
of unfamiliar words
* Skills listed on this document should be mastered at the grade level where they appear.
Spring 2005
POUDKE SCHOOL DISTRICT
- Humanities Standards and Benchmarks for Grades K- 12 -
5. 5 Benchmark : Vocabulary
Use information from reading to increase vocabulary and enhance language usage
Indicators :
o Understand that vocabulary expresses differences in conversational registers (e .g. ,
formal vs. informal , standard usage vs. slang)
o Understand that vocabulary is dynamic and that discerning readers understand the
subtleties of these changes
Standard 6 : Writing and Speaking
Students write and speak for a variety of purposes and audiences
6. 1 Benchmark: Genre
Students write and speak in a variety of genres
Indicators :
o Incorporate material from a variety of appropriate sources independently in writing
and speaking
o Apply knowledge of genres and purposes to literary analysis
6 .2 Benchmark : Audience and Purpose
Write and speak for a variety of audiences and purposes
Indicators :
o Use appropriate vocabulary for a specific audience
o Determine appropriate formats based on purpose
6.3 Benchmark : Writing Process
Use the steps of the writing process (e. g. , plan , draft, revise, edit, share)
Indicators :
o Apply strategies independently to plan, draft, revise and edit writing for a variety of
purposes and audiences
6.4 Benchmark: Organization
Use a variety of strategies to organize written and oral presentations (e. g., lists,
outlining, cause/effect, comparison/contrast)
Indicators :
o Collect, evaluate and organize information from a variety of sources to produce
research products
Spring 2005
G — S
POUDRE SCHOOL DISTRICT
-Humanities Standards and Benchmarks for Grades K42-
6. 5 Benchmark : Product Presentation
Use appropriate strategies to publish writing and in oral presentations
Indicators :
o Reflect appropriate presentation requirements in writing and in speaking
*Skills listed on this document should be mastered at the grade level where they appear.
Standard 7 : Language Structure
Students write and speak using conventional grammar , usage, sentence structure,
punctuation , capitalization and spelling
7. 1 Benchmark : Grammar and Usage
Use conventions of grammar and usage in writing and speaking
Indicators :
o Apply knowledge and demonstrate control of grammar and usage as outlined in the
71h-9th grade Essential Standards
7 .2 Benchmark : Sentence Structure
Use correct sentence structure in writing
Indicators :
o Apply knowledge and demonstrate control of sentence structure as outlined in the
71h- 91h grade Essential Standards
7.3 Benchmark : Punctuation
Use conventions of punctuation in writing
Indicators :
o Apply knowledge and demonstrate control of punctuation as outlined in the 7a'-91h
grade Essential Standards
7.4 Benchmark: Capitalization
Use conventions of capitalization in writing
Indicators :
o Apply knowledge and demonstrate control of capitalization as Outlined in the 7th-%)
grade Essential Standards
7 .5 Benchmark : Spelling
Use conventions of spelling in writing
Indicators :
o Apply knowledge and demonstrate control of spelling as outlined in the 7th- 9thgrade
Essential Standards
_ _ Spring 2005
POUDRE SCHOOL DISTRICT
- Humanities Standards and Benchmarks for Grades K- 12 -
Standard S : Thinking and Viewing
Students apply thinking skills to their reading, writing, speaking , Iistening and viewing
8. 1 Benchmark: Thinking and Analytical Skills
Use thinking and analytical skills in writing, reading, speaking, listening and viewing
Indicators :
o Make accurate predictions , draw conclusions and analyze texts
8.2 Benchmark: Problem Solving
Use reading, writing, speaking , listening and viewing to define and solve problems
Indicators :
o Independently practice collaboration to gather and to share information with others
(e . g . , Socratic Seminar, Shared Inquiry)
8.3 Benchmark : Opinions
Recognize, express and support opinions orally and in writing
Indicators:
o Compare and analyze the opinions of others and formulate and defend personal
opinions in an articulate manner
8.4 Benchmark: Author' s Point of View
Know the purpose, perspective and historical and cultural influences of a speaker,
author or director
Indicators :
o Evaluate, .synthesize and analyze the author' s purpose
o Identify historical/cultural context in a variety of texts
8.5 Benchmark : Evaluation
Use a variety of criteria to evaluate the literary quality of texts (e. g ., purpose, concept ,
theme development, historical perspective, dialogue)
Indicators :
o Use a variety of criteria to evaluate information (e. g., reliability, accuracy, relevancy)
Standard 9 : Literature and Culture
Students read and recognize literature as a record of human experience
Spring 2005
G - 7
POUDRE SCHOOL DISTRICT
-Humanities Standards and Benchmarks for Grades K- 12 -
9.1 Benchmark: Culture
Read to learn about culture
Indicators :
o Understand how historical context shapes and informs the literature of the era
o Understand cultures and traditions expressed in a variety of texts and genres,
including both classical and contemporary texts
The Arts
Visual & Performing Arts
Standard 10 : Students relate the visual and performing arts to various
historical and cultural traditions .
10 . 1 Benchmark: Identify universal concepts expressed in art in visual and written form .
Indicators :
o Compare and contrast the purposes/characteristics of visual and performing arts from
major time periods and cultures . —..,
o Identify an artist who has achieved notoriety and recognize ways that his or her work J
f
reflects , plays a role and influences culture .
o Recognize the functions of dance and theater within the culture in which it
isperformed .
o Relate the role of theater arts to culture and history as relevant to a specific culture
studied in the course .
o Give examples of architecture as it relates to specific cultures and major historical
areas studied .
Music
Standard 11 : Students will listen to, analyze, evaluate , and describe music
according to the worldview and time periods of the culture.
Indicators :
o Demonstrate an understanding of musical context by revealing knowledge of the
historical period , style, and culture in which a composition was created .
o Identify performance traditions of the time or place in which the piece emerged .
o Relate music to various historical and cultural traditions .
Spring 2005
UNIQUELY FORT COLLINS
Description The hospitality subcluster may add to the eclectic
lifestyle of a region with ethnic foods or historical
The Uniquely Fort Collins (Unique) industry cluster accommodations, but also serves the needs of
includes businesses whose products and operations visitors.
contribute to the eclectic, innovative, and high
quality of life in Fort Collins. To better understand Many existing industries rely on the Unique cluster
this cluster, it has been split into three subclusters. to attract new businesses, employees, or clients.
The Artistic and Cultural Entertainment subcluster Unique businesses increase the quality of life of a
includes firms involved in the production, sales, and region. In addition to providing fun or cultural
education of performance and visual arts, as well as activities, they tend to attract jobs. Regions with
museums, historical sites, and zoos or botanical high quality of life indexes tend to be hubs for high-
gardens . The second subcluster, Recreational and tech firms, especially entrepreneurial operations,
Retail Activities, includes retail boutiques with less whose physical location does not necessarily
than 10 employees, sports and recreational activities, determine their consumer base.
and production facilities with consumer interaction Although the Unique cluster experienced a decline
(i.e. brewery tours). The third subcluster, in employment as a result of the 2001 recession, the
Hospitality, includes independent full-service decline was not drastic. By restricting the retail
restaurants and traveler accommodations . The full sector to include only companies with less than 10
cluster is comprised of 47 six-digit NAICS codes or employees, the instability of major retailers affected
39 four-digit, two six-digit, and three eight-digit SIC by the recession is not a factor. Employment is
codes. expected to increase in this cluster nationally.
National Outlook Fort Collins Cluster Profile
There are 9 .7 million people employed in 689,700 Fort Collins is an eclectic cultural and recreational
businesses in the Unique industry cluster in the center in Northern Colorado. Fort Collins residents
United States. This does not include sectors that enjoy an active outdoor lifestyle, enjoying the 20
would be unique to other metro areas, but is based miles of trails within the city and the many parks
on the same industry definition as used in Fort and rivers nearby. The town has numerous
Collins . The Unique cluster will differ from one city independent restaurants and the most
to another based on the natural and constructed microbreweries per capita in the state of Colorado,
amenities of the region. Specific to Fort Collins, in including New Belgium brewery, the third largest
addition to general cultural businesses, the microbrewery in the United States.
microbreweries and independent fine foods
manufacturing, both of which offer tours, are Most of the Unique cluster businesses are located in
highlighted, as well as the outdoor recreational the northern part of Fort Collins, with a high
opportunities provided by the nearby mountains and concentration in the Old Town area. The City has
rivers. Elsewhere, local ski resorts, pro-sports teams, already taken measures to enhance the vitality of the
or water activities would be included in a town' s Old Town district, especially relating to the Unique
unique cluster based on their proximity and cluster. Preserving a strong downtown area enhances
importance to the community. This cluster, divided the quality of life enjoyed by the City' s residents and
into three subclusters, poses as both a basic and non- business community.
basic industry. Tourism-related sectors in the arts In addition to local government and organizations,
and culture and the recreational and retail there is a large presence of federal and state facilities
subclusters attract visitors to a region while that maintain and improve the aesthetic quality of
enhancing the quality of life for current residents.
City of Fort Collins
DeveMxnent Select Industry Clusters in Fort Collins -
Research Partners
UNIQUELY FORT COLLINS
continued
Fort Collins and the active lifestyle that many of the The average annual employment growth rate of
city' s residents enjoy. 0. 5% between 2001 and 2005 for the Unique cluster
One of the larger entities is the National Park in Fort Collins was slightly less o than the national
Service, which maintains the Roosevelt National employment growth rate of 0. 8 /o per year for this
Forest and works closely with CSU to train students industry cluster. Industry cluster employment
and increase environmental awareness. CSU and growth in Fort Collins was also below the average
Front Range Community College are heavily reliant annual employment growth rate for all industries of
on the Unique cluster to attract students and faculty 0.6 /o during the same period.
to the region. The unique atmosphere of Fort Businesses
Collins, its vicinity to the mountains, and its eclectic
lifestyle help draw over 27,500 students to the two Nearly 400 Unique businesses were located in Fort
Collins in 2005 . The number of businesses grew
schools each year.
1 . 0 /o per year from 384 businesses in 2001 to 399 in
AVERAGE ANNUAL GROWTH, 2001 -2005 2005 compared to a 0. 9% average annual increase
Fort Collins and the United States nationally in this industry cluster. Detailed business
Uniquely Fort Collins Cluster and employment data for each industry cluster for
Number of the four-year period from 2001 to 2005 is provided
Businesses Employment in Appendix C .
Cluster
Fort Collins 1 .0% 0.5% Uniquely Foil Collins Cluster
United States 0.9% 0. 8% Number of Businesses Growth Rate
12%
8%
All Industries
4%
Fort Collins 1 .9% 0.6% ZL
United States 1 .7% 0.0% °�/°
11
Sources: U.S. Bureau of Labor Statistics and CO Department of -8%
Labor & Employment, Quarterly Census of Employment & Wages. -12%
2002 2003 2004 2005 Avg Annual
Growth
Fort Collins ranks third out of 50 U. S . metro areas of ■ Fort Collins Ll United states
comparable size to Fort Collins in employment Source: Colorado Depanment °fLabor & Employment, Labor Market Information, QCEW, 2001 - 2005.
concentration for the Unique industry cluster, and
fourth for absolute employment. Some of the Unique About 64% of Uniquely Fort Collins businesses
cluster businesses located in Fort Collins include: employ less than 10 people compared to 71 % of all
♦ Anheuser Busch businesses that employ less than 10 people in Fort
♦ Bas Bleu Theater Collins . On the other hand, only 1 .5 % of the Unique
♦ Bisetti ' s Italian Restaurant businesses employ over 100 workers compared to
♦ CooperSmith ' s Pub & Brewing 2 . 1 % for all businesses .
♦ Fort Collins Brewery
♦ Jax Outdoor Gear
♦ Mountain Whitewater Descents
♦ New Belgium Brewery
♦ O 'Dell' s
♦ The Perennial Gardner
♦ Sense of Place
AL City of Fort Collins
Development Select Industry Clusters in Fort Collins • -
Research Partners
UNIQUELY FORT COLLINS
continued
Employment Wages
SUBCLUSTER EMPLOYMENT Total industry cluster payroll in Fort Collins was
Fort Collins $ 143 . 6 million in 2005 . The average annual wage for
Uniquely Fort Collins Cluster employees in the Unique industry cluster in Fort
Subcluster Establishments Employment Collins was $20, 100 in 2005 compared to $ 19, 100
Artistic & Cultural 35 327 nationally for this industry cluster.
Entertainment OCCUPATIONAL SALARIES
Recreation & 153 49494 Fort Collins
Retail Uniquely Fort Collins Cluster
Hospitality 211 29325
Average
Source: Colorado Department of Labor & Employment, Labor Occupation Annual Sala
Market Information, QCEW, 2005.
Retail Salespersons $229300
The Uniquely Fort Collins industry cluster employed Chefs and Head Cooks $38,400
about 7, 146 people in Fort Collins in 2005 . Writers and Authors $46,840
Employment in this industry cluster comprises about Arts, Design, Entertainment, $379710
8 . 8% of Fort Collins ' total employment base Sports, and Media
compared to a 7. 5% concentration nationally. Source: U.S. Bureau ofLabor Statistics, 2005.
Employment in the Uniquely Fort Collins industry
cluster has increased an average of 0. 5% per year Competitive Position
from 7.018 employees in 2001 to 7, 146 in 2005 ,
compared to a 0. 8% average increase nationally. Of the 50 comparable metropolitan areas to Fort
Collins, Fort Collins has the third strongest
Uniquely Fort Collins Cluster employment concentration and the fourth highest
Employment Growth Rate absolute employment in the Uniquely Fort Collins
2% Z industry cluster. The top ten metropolitan areas in
l^io zthe Uniquely Fort Collins cluster by employment
zk1dJA_ concentration are listed on the following page.
o°�o
Locational Attributes
-l^io
Identifying factors important to Unique businesses
-2"ru 2002 2003 20M 2005 Avg Annual as they make location decision can provide insight
Caowth into how the industry cluster can grow through
. Fort Colas o united states Iretention and expansion efforts. The Unique cluster
Source: Colorado Department of Labor & Employment, LaborAkrket'rtformation, QCE11' z°°' - z°°5. relies on the following locational attributes to
Full Service Restaurants is the largest sector by operate successful businesses :
employment in the Unique cluster and in the ♦ Outdoor lifestyle
Hospitality subcluster with about 55% of cluster jobs ♦ High quality of life
and 87% of subcluster jobs in 2005 . Breweries is the ♦ Proximity to revenue-generating customer base
largest sector in the Retail and Recreation subcluster,
employing 39% of subcluster jobs. Fine Art Schools Industry Cluster Insights
is the largest sector in the Arts and Culture Many opportunities and challenges for each industry
subcluster, employing 29% of subcluster jobs. cluster became apparent in the focus group
discussions and throughout the research process . The
City of Fort Collins
DvmMxnent Select Industry Clusters in Fort Collins •
Research Partners
UNIQUELY FORT COLLINS
continued
following opportunities and challenges discussion and small town comfort. Maintaining this is
provides insight into growing the Unique cluster in recommended as a top priority, as quality of life was
Fort Collins. emphasized as a key reason business leaders located
Industry Cluster Opportunities to and remain in Fort Collins.
Connection to Higher Education - 27,500 students Industry Cluster Challenges
are enrolled in Colorado State University and Front Lack of Knowledge — Many Fort Collins residents
Range Community College, supplying research are unaware of the businesses involved in the cluster
facilities, a large labor force, and a large consumer and the cultural amenities they offer. One research
base to local industries. The Uniquely Fort Collins report indicated that a majority of residents in the
cluster attracts students and professors to the Harmony Road corridor have never heard of the
University, and further collaboration should be Lincoln Center in Old Town. Efforts should be made
encouraged by both parties. to expand the Uniquely Fort Collins cluster into
Inter-Industry Support - The Uniquely Fort Collins southern parts of the city while advertising
cluster attracts potential employees, new businesses, established cluster businesses to unknowing
and new clients to the region, while visitors to other residents.
clusters support the Unique cluster. Cross marketing Identity — Fort Collins has yet to develop a direct
of amenities, both internally and externally, would and marketable identity, leaving potential visitors
help to spread the word about the array of attractions unaware of what to find in the City.
found in the area.
Opportunities for Growth
Quality of Life — Fort Collins is attractive to
It is important for a community to offer a variety of
employers and employees because of the active
amenities to its residents and businesses . This
outdoor lifestyle enjoyed by residents, quality
schools, and balance between large city amenities enhancement of the quality of life of the area helps
TEN HIGHEST EMPLOYMENT CONCENTRATIONS
Metro Areas
Uniquely Fort Collins Cluster
Cluster Employment Number of Business
Metro Area Employment Concentration Businesses Concentration
1 Santa Fe, NM 8,258 10.0% 1 , 195 12.2%
2 Galveston-Texas City, TX 8,807 9.3% 19462 11 .0%
3 Fort Collins, CO 79146 8.9% 399 8.1 %
4 Panama City, FL 6,064 8 .7% 794 9.3%
5 San Luis Obispo-Atascadero- 79555 7.9% 19587 11 .0%
Paso Robles, CA
6 Charlottesville, VA 6, 174 7 .7% 704 8 .5%
7 Bellingham, WA 49025 5 .9% 976 8 .4%
8 Fayetteville, NC 49831 5 .8% 838 8 .2%
9 Chico-Paradise, CA 3 ,905 5 .8% 912 8 .7%
10 Brownsville-Harlingen-San 59237 5 .6% 15113 10.4%
Benito, TX
United States 91718, 534 7. 5% 689, 659 8. 1 %
Sources: Colorado Department of Labor & Employment, Labor Market Information, QCEW; Dun & Bradstreet, Marketplace, July-Sept. 2005.
City of Fort Collins
DvmMxnent Select Industry Clusters in Fort Collins • -
Research Partners
UNIQUELY FORT COLLINS
continued
to attract and retain a viable labor force, brings ♦ Pursue a significant employer (or employers) for
visitors into the community, and helps to create a downtown Fort Collins locations, using the
sense of place for residents. Downtown Development Authority, Enterprise
The Recommendations section near the end of this Zone, and other means at the City ' s disposal.
report provides some general suggestions for Develop and publicize an enhanced,
enhancing cluster capacity and improving the performance-based incentive package for
general business environment. In addition, the primary employers who choose a downtown
following ideas are presented as opportunities for location. Pursue reputable private developers
growing this cluster in Fort Collins. who specialize in downtown environments to
assemble and potentially redevelop properties to
Cluster Status be attractive to employers.
There already exists in Fort Collins a healthy core of Retail Leakage
associations emphasizing this cluster or downtown While retail businesses form only a part of the
retail and cultural health. The City' s support for Unique cluster, attractive retail amenities certainly
these groups and their activities is well documented
and serves to render the needed information relative help to draw visitors to a region, or encourage
to support for the Uniquely Fort Collins cluster. residents to do their shopping locally — in which case
they may be more likely to patronize businesses in
♦ What the City can do is to publicly acknowledge the Unique cluster. Therefore, retail leakage — the
this cluster' s status and importance to the loss of shopping revenues to retail sites outside the
community, and encourage linkages between City — is cause for concern.
downtown cluster businesses and those from
other parts of the community. ♦ Continue to monitor retail leakage on a regular
basis, in order to identify opportunities for
Downtown jobs base unique retail development or underserved
While the Unique cluster is certainly not limited to consumer bases, and to support public and
downtown, most of this cluster' s businesses are private efforts to redevelop aging retail sites .
located in the City' s downtown area. The vitality of
this cluster, then, can be enhanced by increasing the
numbers of people who either live or work
downtown.
City of Fort Collins
R �t� Select Industry Clusters in Fort Collins ' . _ •
UNIQUELY FORT COLLINS
continued
UNIQUELY FORT COLLINS CLUSTER DEFINITION
NAICS NAICS Description SIC SIC Description
Artistic and Cultural Entertainment
453920 Art Dealers 5999-1601 Misc. Retail Stores, NEC (Art Dealers)
453920 Art Gallery 7999-9901 Art Gallery, Commercial
611610 Fine Arts Schools 7911 Dance Studies, Schools, and Halls (Dance instructors
Professional and Other Dance Schools)
611610 Fine Arts Schools 8299 Schools and Educational Services, NEC (Art, Drama,
and Music Schools)
711110 Theater Companies & Dinner Theaters 5812 Eating Places (Dinner Theaters)
711110 Theater Companies & Dinner Theaters 7922 Theatrical Producers (Except Motion Pictures) and
Misc. Theatrical Services (Theater Cos., Opera Cos.)
711120 Dance Companies 7922 Theatrical Producers (Except Motion Pictures) and
Misc. Theatrical Services (Ballet and Dance Cos.)
711130 Musical Groups and Artists 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Musical Groups and Artists or Orchestras)
711190 Other Performing Arts Companies 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Musical Groups and Artists or Orchestras)
711310 Promoters of Performing Arts with Facilities 6512-03 Operators of Nonresidential Buildings (Stadium and
Arena Owners)
711310 Promoters of Performing Arts With Facilities 7922 Theatrical Producers (Except Motion Pictures) and
Theater Operators
711310 Promoters of Performing Arts With Facilities 7941 Professional Sports Clubs and Promoters
711310 Promoters of Performing Arts With Facilities 7999 Amusement and Recreation Services, NEC (State
Fairs, etc. With facilities)
711320 Promoters of Performing Arts Without Facilities 7922 Theatrical Producers (Except Motion Pictures) and
Theater Operators
711320 Promoters of Performing Arts Without Facilities 7941 Professional Sports Clubs and Promoters
711320 Promoters of Performing Arts Without Facilities 7999 Amusement and Recreation Services, NEC (State
Fairs, etc. W/O Facilities)
711510 Independent Artists, Writers, & Performers 7699 Repair Shops and Related Services, NEC
(Taxidermists and Antique Repair and Restoration,
Except Antique Car Restoration)
711510 Independent Artists, Writers, & Performers 7819 Services Allied to Motion Picture Production (Film
Directors and Related Motion Picture Production
Services, Independent)
711510 Independent Artists, Writers, & Performers 7922 Theatrical Producers (Except Motion Picture) and
Misc. Theatrical Services
711510 Independent Artists, Writers, & Performers 7929 Bands, Orchestras, Actors, and Entertainment Groups
(Actors and Actresses)
711510 Independent Artists, Writers, & Performers 8999 Services, NEC (Authors, Artists, and Related
Technical Services, Independent)
712110 Museums 8412 Museums and Art Galleries (Except Historic and
Heritage Sites)
712120 Historical Sites 8412 Museums and Art Galleries (Historic, Heritage Sites)
712130 Zoos and Botanical Gardens 8422 Arboreta and Botanical or Zoological Gardens
(Except Nature Parks or Reserves)
712190 Nature Parks and Other Similar Institutions 7999 Amusement and Recreation Services, NEC
City of Fort Collins
oem��,t Select Industry Clusters in Fort Collins • - 1
Research Partners
UNIQUELY FORT COLLINS
continued
Recreational And Retail Activities
311330 Convectional Manufacturing from Purchased 5441 -9903 Candy, Nut, and Confectionary Stores (Chocolate
Chocolate * Candy Stores, Preparing on Premises) *
311513 Cheese Manufacturing * 2022 Natural, Processed, and Imitation Cheese
311811 Retail Bakeries * 5461 Retail Bakeries (Bread, Cake, and Related Products
Baked and Sold on Premises)
312120 Breweries * 2082 Malt Beverages (Except Malt Extract)
442110 Furniture Stores ** 5712 Furniture Stores (exc. Custom Furniture, Cabinets) * *
442299 All Other Home Furnishing Store s** 5719 Misc. Home Furnishing Stores (exc. Pottery and
Crafts Made & Sold on Site, Window Furnishings) **
442299 All Other Home Furnishing Stores * * 7699 Repair Shops and Related Services * *
448110 Men's Clothing Stores * * 5611 Men's and Boys' Clothing and Accessory Stores * *
448120 Women's Clothing Stores ** 5621 Women's Clothing Stores * *
448130 Children's and Infants' Clothing Stores ** 5641 Children's and Infants' Wear Stores * *
448140 Families Clothing Stores ** 5651 Family Clothing Stores * *
448150 Clothing Accessories Stores ** 5611 Men's and Boys' Clothing and Accessory Stores * *
448150 Clothing Accessories Stores ** 5632 Women's Accessory and Specialty Stores * *
448150 Clothing Accessories Stores ** 5699 Misc. Apparel and Accessory Stores * *
448190 Other Clothing Stores ** 5699 Misc. Apparel and Accessory Stores * *
448210 Shoe Stores ** 5661 Shoe Stores * *
448310 Jewelry Stores * * 5944 Jewelry Stores **
448320 Luggage and Leather Stores ** 5948 Luggage and Leather Goods Stores * *
451110 Sporting Goods Stores ** 5941 Sporting Good Stores and Bicycle Shops
451120 Hobby, Toy, and Game Stores ** 5945 Hobby, Toy and Game Stores **
451130 Sewing, Needlework and Piece Good Stores * * 5949 Sewing, Needlework, and Piece Good Stores * *
451140 Musical Instruments & Supplies * * 5736 Musical Instrument Stores **
451211 Book Stores * * 5942 Book Stores **
451220 Prerecorded Tape, Compact Disc and Record Stores * * 5735 Record and Prerecorded Tape Stores * *
452990 Other General Merchandise Stores * * 5399 Misc. General Merchandise Stores **
453110 Florists * * 5992 Florists **
453210 Office Supplies & Stationary Stores * * 5943 Stationary Stores * *
453220 Gift, Novelty, and Souvenir Stores * * 5947 Gift, Novelty, and Souvenir Stores **
453310 Used Merchandise Stores* 5932 Used Merchandise Stores (Except Pawn Shops) **
561520 Tour Operators 7999-76 Tour Operators
611620 Sports and Recreation Instruction 7999 Operators of Nonresidential Bldgs (Stadiums, Arenas)
713990 All Other Amusement and Rea Industries 7999 Amusement and Recreation Services, NEC (No
Organized Camping, Food Service, etc.)
721214 Recreational and Vacation Camps (Except 7032 Sporting and Recreational Camps and Organized
Campgrounds) Outdoor Adventure Retreats
Hospitality
721110 Hotels and Motels (Except Casino Hotels) 7011 Hotels and Motels (Except Casino Hotels)
721191 Bed and Breakfast Inns 7011 Hotels and Motels (Bed and Breakfast Inns)
721199 All Other Traveler Accommodations 7011 Hotels and Motels (Except Hotels, Motels and Bed
and Breakfast Inns)
722110 Full-Service Restaurants 5812 Eating places (Full Service Restaurants)
*Includes businesses with customer interactions (i.e. tours) **Includes businesses with ten employees or less
City of Fort Collins
DvmMxnent Select Industry Clusters in Fort Collins ' . -
Research Partners
ACKNOWLEDGMENTS
This study was a collaborative effort of the City of Fort Collins and the consulting team of Development Research
Partners and R&M Resource Development. The consulting team acknowledges and appreciates the numerous
hours that the City staff devoted to this project. In particular, the following individuals are to be commended for
their efforts in coordinating, reviewing, guiding, and generally assisting with this study: Timothy Wilder — Project
Manager, City Planner; Mike Freeman — Economic Advisor; Greg Byrne — Director of Community Planning and
Environmental Services; and Joe Frank — Advance Planning Director.
About the Consulting Team :
Patricia Silverstein, President
Development Research Partners, Inc.
10184 West Belleview Avenue, Suite 100
Littleton, Colorado 80127
Development 303 ,991 ,0073
Research Partners pattygdevelopmentresearch.net
www.DevelopmentResearch.net
Development Research Partners specializes in economic research and analysis for local and state government, and
private-sector businesses. Development Research Partners combines extensive experience in real estate economics
and economic development to provide clients with reliable consulting services in four areas of expertise :
economic and demographic research; industry studies; fiscal and economic impact analysis; and real estate
economics - preparation of market data and analysis for prospective real estate investments .
Susan Blansett, CEcD, Principal
R&M Resource Development
PO
Post Office Box 1466
Golden, Colorado 80402
5 .2718
sblansblansett47@msn.com
R&M Resource Development www.nuresource. com
R&M Resource Development specializes in customized economic development program strategy, organizational
development and fund-raising. R&M ' s principals combine more than 50 years of experience in economic
development at state, regional, and local levels.
City of Fort Collins
DeveMxnent Select Industry Clusters in Fort Collins
Research Partners
AOA#
Development
Research Partners
wmwEPPw 4P
� 4
if
WAS A
Economic and Demographic Research
Industry Studies
Fiscal and Economic Impact Analysis
Real Estate Economics
10184 West Belleview Avenue
Suite 100
Littleton, Colorado 80127
www.DevelopmentResearch.net
303 , 991 , 0070
Final Report
UniverCity Connections
Arts and Culture
May 25 , 2007
z - � -
Final Report Arts & Culture
UniverCity Connections Arts & Culture Task Force
Executive Summary
Vision : The arts , the participative sciences, the preservation/communication of Fort Collins '
history, working together represent a culture of clean industry that enriches the lives of our
community ' s citizens, visitors and serves as an economic engine that has the potential to make
Fort Collins a world class cultural destination .
Arts & Culture Task Force Mission: Develop a plan to advance and strengthen the delivery of
cultural arts, sciences and history as a significant differentiating feature for the Fort Collins River
District, Downtown and CSU campus.
To achieve this mission, we recommend the following :
Goal #1 : Grow audiences , increase participation and encourage an
economically flourishing UniverCity cultural community through
centralized communication and collaboration .
Timeline : In progress and ongoing
Ressources : Arts Alive , CSU , CVB, CRB , etc.
Action Steps :
1 ) Support and promote CVB ' s centralized calendar
2) Merge Arts Alive , the Lincoln Center and CSU ticketing
3 ) Market the arts through collaborative efforts
4) Establish a funded arts council to provide oversight to achieve the UniverCity cultural
goals
Goal #2 : Connect the arts and cultural community, Fort Collins
student community and the Fort Collins community at-large to
nurture creative energy and understanding .
Timeline : In progress , Ongoing, New
Resources : Fort Collins intellectual capital
Action Steps : '
1 ) Form an Arts & Culture think tank made up of a broad range of stakeholders , convened
by the arts council, to provide on - going conversation about arts and culture and its ' ties to
educating the populace while impacting the economy .
2) Develop a directory of artists, events , calendars and academic programs that increases
accessibility and opportunity , while serving as a clearing house for cultural educational
opportunities .
I - 2 -
3 ) Revisit education initiatives that have had success through the years to identify new best
practices and education initiatives, while evaluating current viability and determining
funding needs and opportunities .
Goal #3 : Heighten and broaden the experience of the artist, visitor,
participant and audience by presenting world class facilities and
programming . (Webb Management Services Cultural Facilities Plan
for the City of Fort Collins , "The lack of local cultural facilities is
stifling programming and organization growth and creativity. " )
Timeline : Ongoing (240 years)
Resources : 100s of millions of dollars
Action Steps :
l ) Plan, fund and build a range of cultural facilities that serve different constituents
including residents , youth, students and potential visitors . (See comprehensive list)
2) Develop the appropriate infrastructure to support facilities and programming . Examples
are :
o Way finding stations and River interpretation incorporating historic preservation
and interpretation elements, etc .
o Integrate the historic trolley into the overall transportation plan
o Create a cultural line with a rubber wheeled trolley
o Hotel rooms downtown
3) To create a space or adaptive reuse of an existing space for the creative community to
gather and collaborate, work, rehearse, eat, exhibit, present and compose.
Goal #4 . Develop a dedicated funding stream and the support
mechanisms to sustain and advance the arts and culture of Fort
Collins .
Timeline : In progress, Pending, 2008 for SCFD
Resources :
Action Steps :
1 ) Pursue a Scientific & Cultural Facilities District (based on the Denver model ) for the
1 1 /2009 general election that will have the potential to generate almost S2MM in annual
maintenance/operations funding .
2) Actively promote the expansion of philanthropic support for the arts in Fort Collins .
o Host sessions to teach the conununity about opportunities/benefits to becoming
an arts donor/volunteer.
o Create a designated cultural arts donor-advised fund managed by the Community
Foundation.
o Promote donor tax credit opportunities .
o Pursue the support of national funding with collaborative proposals .
i - 3 -
3) Command the business and human resource support necessary to sustain the cultural
community and to elevate both the profile and contribution of the cultural arts in the local
economy .
o Identify sources of administrative support/guidance for arts organizations .
o Articulate a defined menu/roadmap of resources to engage and guide the creative
community in establishing/growing their business.
o Cultivate champions for the arts (Municipal, County, State , Chamber of
Commerce , major foundations and corporations) who publicly accentuate the
creative community as a vital ingredient to our continued quality of life.
z - 4 -
Creating lasting , sustainable, meaningful Connections between CSIJ , Downtown and the Poudre River .
UnIverCity Connections
r
E:SG. U�ieYtKirr, § lfte lyntiriic '� � 9 i ,. , °' sf:• �..
I
t � L
Final Reports Task Groups
Who Will Be Involved?
How Will We Do It? Arts & Culture ( Historic Mixed use Development
Relationship Tools & Preservation ) Mike Jensen - Convener ~ vrlkifip3
Maps Ben Loeffler - Convener John Gless : To get Tas
Carol Bennis Ed 'Good man : meeting d
Downloads Tom Boardman David Herrera : informatic
Events & Meetings Krils Cord Tomas Herrera : discussion
Marta Farrell Diane Jones : the wikisp
Milestones Beth Flowers Eric Nichols : above .
News Sara Frazier Mark Radtke
Bruce Freestone
Contact Denise Freestone River - Protection, Development and
Kate Gannon Enhancement Task
Task Groups
Annette Geiselman Matt Evans - Convener
Vision Ann Gill Peggy Reeves - Convener
Home Francie Glycenfer Don Beard Task
F' �
Rachel Herrera Donna Beard id tie Brair
Irene Holtzer Kathleen Benedict
Carol Ann Hixon George Betz
Gary Hixon Mark Easter
Wendy Ishii Elisa Guzman
Evelyn Jacobi Trudy Haines
Cathy Jones Linda Knowlton
Jan Jorgensen Steve Levinger
Marianne Lorenz Ben Loeffler
Annette Pontillo Ben Manvel
Paola Maipezzl Price John Murray
Jeff Metzger John Stokes
Patrick Moran Cordelia Stone
Jeanna Nixon Greg Vogel
Kelln Queen Karen Weitkunat
John Roberts Tim Wilder
Kirsten Savage
Gary Schnell Student / Affordable Housing
Jeanne Shoaff Doug Dohn - Convener
Jill Shoemaker Paul Anderson
Jfll Stillwell Lisa Clay
Matt Strauch Jim Ootak
Erich Stfombom Janie Dunckle •
Wayne Sundberg Victor Holtorff
Julle & Jeanie Sutter Dave Lingle
Carol Tanner Jeannie Ortega
Joe Rowan
CSU [City Joint Facilities 8f Programs
Chip Steiner - Convener Sustainable Energy Technology
Tim Anderson Ryan Ketffer - Convener
Mark Wanger - Convener
Stacey Anderson
Maren Bennett Joe Byron
Joyce Berry Suntl Clk
)1171 Clark Kristy Clark
Glen Colton
Connie Donn
Paula Edwards Morgan DeFoort
Melissa Emerson Judy Dorsey
T - 6
Kathleen Henry Cam Elvheim
Carey Hewitt Phil Friedman
Blanche Hughes Forbes Guthrie
Marty Malenshek ll Hannah y'
Rheba Massey Tomas Herrera
Peggy McGough Kim Jordan
Torn Moore
Wynne Odell Janey Kramer
Gary Ozzello Eric Larsen
Ed Roberts Mac McGoldrick
Ruth Rollins Roger Nasci
Grant Sherwood Clint Skutchan
Marc Shkolnick Wade Troxell
Rick Simpson Kristina Weyer
Steve Taylor Bryan Willson
Economic Development Transit & Mobility
David May - Convener Kathleen Bracke - Convener
Robert McCiu skey Jr. - Convener Blue Hovatter - Convener
Keith Anderson Sara Frazier
Kathleen Benedict Bruce Hendee
Adam Bowen Sam lack
Martin Carcasson Rose Kreston
Christine Chin Nathanial Ksiazklewicz
Dave Derbes Brownie McGraw
Craig Foreman Rick Price
Mary Ellen Good Mike Reeves
Sarah Hach Rick Reider
David Herrera Kathy Schuster
Tomas Herrera Kirn Sharpe
Doug Johnson Beth Sowderf
Kevin Jones Gary Thomas
GaliMarle Kimmel lack Wolfe
Ray Martinez Cheryl Zimlich
Dale McCall
Deanna McCrery
Donna Smith
Katherine WoodsF i
Katie Zsvetzig
Homelessness Initiative
Chris Kneeland - Convener
Jim Sprout - Convener
Gail Barrera
Ray Caraway
Dawn Davis
Mike Dellenbach
Doug Johnson
Bill Kneeland
Dawn Leffler
Corey Longhurst
Heather Meter
Sister Mary Alice Murphy
Gordon Thibedeau
Cr? UniverCity Connections. All Rights Reserved .
i
ATTACHMENT 2
Cultural,Library,and Recreational Services
•
City of Fort Collins
WORK SESSION SUMMARY
DT: August 29,2007
TO: Mayor and City Council Members
TH: Darin Attebeny, City Manager
Diane Jones,Deputy City Manager
FR: Marty Heffernan,Director of CPRE A 7i
RE: Work Session Summary for Cultural Facilities Plan
Staff and the consultants presented an overview of the extensive work that has been done
on the Cultural Facilities Plan and the preliminary recommendations. Staff was seeking
to inform Council and identify any concerns with the planning effort to date.
The first concern raised questioned the ability of local performing artists to draw the
audiences needed to fill new performance spaces, as many of these groups compete for
the same audience. The consultants believe the audience in the Fort Collins area will
support the recommended cultural facilities as they are developed.
• Council was concerned with the number of recommended new cultural facilities and with
the cost of building and operating them. Council asked for a prioritization of the projects
and estimates of the cost to build and operate them. Council wanted to know which
projects would provide the greatest benefit relative to cost. Council asked that the
prioritization include the entire list of recommended projects as well as a more modest
list and an austere list, each in order of priority.
Council liked the comphrensiveness of the plan but cautioned we need to be realistic
about what the City can accomplish given financial constraints. We also need to take into
account the contributions of CSU and the school district and look at partnership
opportunities.
There was support for recreation/cultural community centers in the south part of the City
but a caution to make sure they do not take away the critical mass needed to keep
Downtown as the cultural center of the community and the region. Locating one of these
centers near the Mason Street corridor was also encouraged.
There was interest in understanding the cultural facilities provided by communities
similar to Fort Collins. There was also interest in additional public outreach to solicit
community input on the plan. A concern was expressed about using City funding to
provide studio space for artists and a caution not to overemphasize the economic benefits
of the cultural facilities to the detriment of their intrinsic benefits.
•
215 North Mason Street • Fort Collins,CO 8052444.08 • (970)221-6351 • FAX(970)221-6586
Finally, Council was interested in the options for renovating the Lincoln Center and
determining the best way to utilize the Building on Basics money available for that
project.
Staff will return on the February 12,2008 work session to continue the Cultural Plan and
Cultural Facilities Plan discussion.
•
•
Cultural Resources Board
ATTACHMENT
. MEMORANDUM
City of Fort Collins
Date: May 6, 2008
To: Mayor and City Council
From: Cultural Resources Board _
Re: Cultural Plan Goer
After reviewing the City of Fort Collins Cultural Plan, the Cultural Resources Board (CRB)
recommends Council adopt the Plan. The CRB devoted a special retreat and another entire
meeting to discussing the Cultural Plan and agree that Fort Collins is well positioned to build on
its strong history of arts, science and culture. We wish to emphasize certain goals as being
priorities.
The CRB strongly supports goal 2 because the city lacks the right mix of cultural facilities to
meet our current needs. The Lincoln Center is overburdened and insufficient for the caliber of
entertainment that can be brought to our city for the enhancement of our residents and for the
purpose of marketing Fort Collins as a cultural destination. We believe that a new larger venue
should be built and Lincoln Center retrofitted to create theatres of sizes suitable to the best uses
required by our performing companies.
We also support goal 3. The CRB believes the creation of an Arts Council would also benefit the
city and we want to highlight this recommendation. Our Board has researched and discussed
this issue at length, and is preparing a memo to Council on this specific issue.
But in order for all our goals to be achieved, our arts and culture community need to be assured
of sustainable funding. This need is reflected in goal 5. The CRB supports the creation of a
funding source, such as a Science and Cultural Facilities District'to support and expand our
cultural foundation. Once a funding source is in place, immediate pressures to survive are
alleviated and those funds can be leveraged by organizations to maximize available financial
support, and create a very positive economic gain for the city.
The CRB believes that the implementation of the Cultural Plan is a great way to protect and
improve the wonderful lifestyle that Fort Collins residents have known and come to expect.
Thank you for your work in expanding the presence of arts and culture in our community.
cc: Darin Atteberry, City Manager
Marty Heffernan, CPRE Director
Jill Stilwell, Cultural Services
Lincoln Center • 417 West Magnolia • Fort Collins,CO80521-2646 • (970)221-6735 • FAX(970)484-0424
ATTACHMENT
Cultural, Library and Recreational Services
Lincoln Center
ity of Fort Collins
CULTURAL RESOURCES BOARD MINUTES
Regular Meeting—Monday December 17, 2007
11:30a.m.
Hixon Residence, 3035 West County Road 38E, Fort Collins, CO
Council Liaison: David Roy Staff Liaison: Jill Stilwell
Chairperson: Patrick Moran Phone: 207-9888 (h)
Vice-Chair: Sue Beck-Ferkiss
A regular meeting of the Cultural Resources Board was held on Monday, December 17, 2007 at 11:30a.m.
The following members were present:
Board Members present: Dr. Diane Gaede, Jack Steele, Patrick Moran, Carol Ann Hixon,
Sue Beck-Ferkiss, Susan Marshall, Ann Wilmsen
Board Members absent: All present
Staff Members present: Jill Stilwell, Cheryl Donaldson
•Gnests Present: None
1. Call to Order- (I 1:55a.m..) Mr. Moran
II. Consideration of agenda—Addition of Report on meeting with Doug Johnson to Other Business
Ill. Consideration and approval of minutes of November 29,2007:
Ms. Marshall made a motion to accept the minutes as amended.
Dr. Gaede seconded the motion..
Passed unanimously.
IV. Public Input—no one from the general public was present at this meeting
V. Hot Topics from Liaisons:
Ms. Beck-Ferkiss reported that the funding for an SCFD North survey has stalled. The Board
discussed possible options the committee could pursue to secure funds and continue with the effort.
Ms. Wilmsen confirmed that the CRB would be having a joint meeting with the Arts Alive Board on
February 5, 2008, at 5p.m.. The location is yet to be determined, but will either be at Lincoln Center
or the Main Library.
VI. Cultural Plan Review
The Board reviewed the Cultural Plan document distributed by Ms. Stilwell. The Board's comments
will be used to guide additional research and will be incorporated into the document itself. Next steps
• include hosting public meetings in 2008 to provide an opportunity for the general public and those
with special interest to provide additional input.
VIL The Board set 3p.m. as the time for the upcoming Fort Fund Funding Session on January 23.
417 West Magnolia • Fort Collins, CO 80521-2646 • (970) 221-6735 • FAX (970) 484-0424
VIII. Other Business: Dr. Gaede and Ms. Wilmsen reported on their meeting with Doug Johnson, current
Vice President of First Western Bank and incoming Executive Director'of UniverCity Connections.
Mr. Johnson agreed to participate in an event for business professionals potentially in May of 2008.
•IX. Adjournment: 2:1 Op.m.
Respectfully submitted,
Jill Stilwell
Cultural Services Director
•
•
Cultural,Library and Recreational Services
Lincoln Center
QRAFI-
City of Fort Collins
CULTURAL RESOURCES BOARD MINUTES
Regular Meeting—Wednesday,April 23,2008
3:00 p.m.
Lincoln Center,417 W.Magnolia Street,Fort Collins, CO 80521
Council Liaison:David Roy Staff Liaison: Jill Stilwell
Chairperson: Patrick Moran Phone: 207-9888 (h)
Vice-Chair: Sue Beck-Ferkiss
A regular meeting of the Cultural Resources Board was held on Wednesday,April 23,2008 at 3:00 p.m.
The following members were present:
Board Members present: Dr. Diane Gaede, Jack Steele, Patrick Moran, Carol Ann Hixon,
Sue Beck-Ferkiss, Susan Marshall, Ann Wilmsen
Board Members absent: None
Staff Members present: Jill Stilwell, Gail Budner
Guests Present: Cathy Jones
isCall to Order- (3:07 p.m.)Mr.Moran
II. Consideration of agenda:
Ms. Stilwell requested that the Board complete the funding discussion for Tier 1 and Tier 4 prior to their
discussion regarding the memo to Council.
III. Consideration and approval of minutes of March 27, 2008:
Mr. Steele made a motion to accept the minutes as amended.
Dr. Gaede seconded the motion..
Passed unanimously.
IV. Public Input—None
V. Hot Topics from Liaisons:
Mr. Steele reported on the Museum and the current reorganization of the boards and advisory groups as
part of the forming the partnership with the Discovery Science Center.
Ms. Beck-Ferkiss reported on the SCFD and the citizen initiative to consideration putting the measure on
the November ballot.
Ms. Wilmsen reported on Arts Alive's new website and their plans to restructure the organization.
Ms. Marshall reported on her first attendance at the Art in Public Places Board meeting.
VI. Fort Fund Tier I Discussion and Funding Recommendations:
• The Board reviewed 16 grant applications for Tier I and developed their recommendations.
Ms. Beck-Ferkiss made a motion to submit recommendations for Fort Fund disbursements to City
Council as outlined in the attached spreadsheet.
Dr. Gaede seconded.
Passed unanimously.
417 West Magnolia • Fort Collins, CO 80521-2646 • (970) 221-6735 • FAX (970) 484-0424
•VII. Fort Fund Tier 4 Discussion and Funding Recommendations:
The Board was given an opportunity to revise their scores after reading attachments supplied by
applicants. These attachments had inadvertently not been included with their original applications for the
Board's review. Given that this was the first year for Tier 4 funding, the Board discussed their
expectations of the projects they would like to see supported and the funded organization's responsibility
for recognizing Fort Fund at their event.
The Board then reviewed four grant applications for Tier 4 and developed their recommendations.
Ms. Hixon made a motion to submit recommendations for Fort Fund disbursements to City Council as
outlined in the attached spreadsheet.
Dr. Gaede seconded.
Passed, six votes to one,with Mr. Steele opposing the recommendation.
VIII. Memo to Council:
The Board discussed the current draft of the document supporting the formation of an Arts Council. Ms.
Hixon will complete the final revisions as agreed upon.
IX. Review of past Fort Fund Events:
Mr. Steele reported on the Artists Association of Northern Colorado's exhibit.
Ms. Wilmsen reported on the powwow sponsored by NCIPA.
X. Other Business:
• Dr. Gaede would like to add a discussion item to the May meeting agenda in regards to the Board
sponsoring a conference to discuss support for arts and culture this fall for local businesses and
organizations.
The Board agreed to designate Ms. Marshall to draft a memo to the City Council expressing the CRB's
support of the Art in Public Places program.
The Board agreed to designate Ms. Beck-Ferkiss to compose a letter to Council expressing the CRB's
support for the Cultural Plan. Topics of priority to be mentioned will include the SCFD, formation of an
Arts Council, renovation of the Lincoln Center and the construction of a new performing arts center.
The Board would like to purchase new Fort Fund banners once the official City logo is selected.
Because Ms. Stilwell and Ms. Budner will not be available to attend, Ms. Donaldson will serve as staff
liaison at the board's next regular meeting on May 28th.
XI. Adjournment - 6:10 p.m.
Respectfully submitted,
Gail Budner
Wdministrative Clerk II
ART IN PUBLIC PLACES MINUTES ®D���
Special Meeting
Wednesday,April 30,2008
Lincoln Center Ludlow Room
Council Liaison:Lisa Poppaw Staff Liaison:Ellen Marlin
Chairperson:York Vice Chair.Lilian Francuz
MEMBERS PRESENT: York,Lee Needham,Ray Tollison,Jane Nevivry
MEMBERS ABSENT: Craig Russell,Lilian Francuz,Jane Liska-Smith
STAFF PRESENT.Ellen Martin,Ann Bossert„John Stephen,Kraig Bader,and Wayne Sterler
CRB LIAISON:Susan Marshall,absent
I. Call to order. 3:35 p.m.-York
H. Consideration of the current agenda
III. Review of Minutes from the meeting on April 16,2008:
Mr.Needham made a motion to accept the Minutes
Mr Tollison seconded the motion
Unanimously Approved
IV.Citizen Participation:none.
V. Transformer Cabinets Mural Project/CommunityTransformer Cabinets Mural Project Submission Review:
Ms Martin reviewed the selection process and the project RFQ and RFP.Mr.Bader reiterated the goals of
the projects.Discussion was had
York made a motion to do 11 cabinets with artists:Michael Allison,Ren Burke,Amelia Caruso,Nanci
Erskine,Dian Findley,Mary Harnett,Barry Quinton Lee,Blake Neubert,and Kasten Savage,Crossroads
Safehouse,and T.R.Paull Academy of Arts and Knowledge,and use Chris Bates and Marie Cote
Twarogowski as alternates.
Mr.Needham made a motion to accept
Ms.Nevivry seconded the motion
Unanimously Approved
VI.Other Business:
Staff announced that a few APP projects received Urban Design Awards. The Award Ceremony is
scheduled for May Th.
City of Fort Collins Cultural Plan- Staff gave an overview on how APP is integrated into the plan. The
Mal Board is invited to the Open House on May 5th.
Other gateways locations were discussed for fume review-Taft Hill Rd N.and/or Shield St.N.on the
Poudre Trail.
VII.Adjournment:Meeting adjourned at 5:10 p.m.byYork
RespectfullySubmated,
C- - '� �
Ann Bossert
YOUTH ADVISORY BOARD MINUTES
Regular meeting—November 7, 2007
7:00 p.m.
Council Liaison: Lisa Poppaw Staff Liaison: Steve Budner,Recreation,221-6861
Board Chairperson: Matt Strauch
Board Members Present: Lee Swanson, Scott Umbreit,Matt Strauch, Joshua Disney, Erin Rooney,
Laura Lamb
Board Member(s)Absent: Kai Stuckey
Staff Members Present: Steve Budner,Administrator—Recreation Department
Carol Fahring, Staff Support—Recreation Department
Guest(s)Present: Jill Stilwell—Director of Cultural Services &Facilities
Call meeting to Order:
The regular meeting of the Youth Advisory Board was called to order at 7:08 p.m.by Board chairperson
Matt Strauch.
Approval of Minutes from October 3. 2007:
On a motion by Scott and seconded by Josh,the minutes were approved unanimously.
(6-0).
Agenda Review:
There were no changes to the agenda.
Citizen Participation:
There was no citizen participation.
Agenda:
CULTURAL FACILITIES PLAN—Jill Stilwell
The cultural facilities plan was begun 3 years ago to determine the future of culture in Fort Collins and the
surrounding area. A variety of methods were used including: assessment of need,inventory of current
facilities, a survey of artists and citizens,research of other facilities and UniverCity Connections.
Research showed that Fort Collins has 40 performing arts groups, 3 museums,many historic properties,
25 galleries, 60 restaurants, bars and nightclubs which have performances, and 32 other performance
venues. This is more than either Colorado Springs or Boulder.
Fort Collins has consistently been voted as a very attractive and desirable place to live by the media. This
is due in a large part to the high quality of life which is at least partially dependent on cultural
opportunities.
The survey showed that culture was very important to most citizens. 95% said they had seen a live
performance in the last year and had been to another type of cultural presentation. 98% said that even
though they don't attend any events that culture is very important to them.
Youth Advisory Board Minutes
November 7,2007
Page 2
The economic impact of culture goes far beyond the price of admission. It includes dinner,drinks and
even hotel accommodations. In 2007 $15.9 million was spent in Fort Collins on entertainment related
activites other than the price of admission.
The cultural plan was needed to determine the right mix of cultural facilities, the long term demand for
new facilities, and the capacity and propensity of existing facilities. 60 interviews were conducted to
determine if new facilities were justified. Interviews revealed that Lincoln Center was booked far in
advance. There is a need for a larger facility to accommodate higher quality touring groups.A range of
facilities is needed to benefit different ages. Some examples are facilities at Spring Canyon and Fossil
Creek parks. Studio and exhibition space is needed to provide opportunity for growth and collaboration. A
new museum is planned on the Soapstone Natural area. More space is needed for administration and
production.
Theaters needed:
Black box theater
Mid-size theater(500-800 seats)
Larger theater(1500-1800 seats)
Even larger theater(2500+ seats)—Pat Stryker plans to build one which will be an indoor/outdoor theater
for music only.
Outdoor event venue
The Lincoln Center performance hall is too small for large Broadway productions, and the sight line is
bad for smaller productions.
The plan was initially delivered to city council in August. It will go back to council in April for adoption.
The plan will benefit youth because we will be able to draw more music acts and they can perform in
south side venues. A new museum will benefit youth with more classes. YAB can support the cultural
plan by sending a memo to council and Jill will tell them of our support.
CHAIRMAN'S REPORT:
is not resigning from the board after all.
Dinner with City o nsored by ASCSU will be Tuesday, December 4 from 4:30—5:30 in the
community room at 215 N. was proposed that we have our monthly meeting after the dinner
instead of the following night. This w ved by everyone present and Matt is calling Kai to see if it
was OK with her.
Everyone present was OK with starting the meetings at 6 pm, an oing to check with Kai about it
and it will be on the agenda again in December.
Matt would like all board members to think of several speakers for the speaker series. Lau an idea
for someone to speak on counseling youth about financial and budget matters. Matt wondered i uld
p . AM . ION,
ettng
Nov 2007
215 N4rtilh Mason STgrbit#
5:30 p.ri.
Council Liaison: Kelly Ohlson Staff Liaison: Craig Foreman,221-6618
President: Michael Chalona Phone: 490-2335 (home) 472-8954(work)
Call Meeting to Order: Michael called the meeting to order at 5:37 p.m.
Agenda Review: No changes to the Agenda as printed.
Citizen Participation: None
Approval of Minutes: On a motion made by Bill seconded by Cathy the Board approved the September 26,
2007 Minutes: 8:0
Bicycle Plan Update: Denise Weston, Transportation—Presenter
In 1995 a Bicycle Plan was instigated, now in 2007 we're recommending updates to the Plan, to bring the City
of Fort Collins to the "Platinum Level".
D.K. Kemp is the full-time Bike Coordinator for the City. He is working on a plan that respects both sides,the
motorists and the bicyclist. He is working on a`Be Seen"campaign, coordinating with CSU to help educate
the students on bicycle safety and to increase bicycle parking. He is also establishing a Bike Advisory
Committee teaming with community members and City departments to bring about awareness and a multi-
faceted program where both motorists and bicyclist comply with, and understand,the laws. The idea of the
Bicycle Plan is to bring a level of respect within the community both from bicyclers and drivers.
There will be a new bike map coming out very soon. It shows all the trails and bike paths. There will also be a
"Bike to the Lights"open house on Tuesday, Dec 11 from 4pm-6pm at the Gardens on Spring Creek.
For more information, or to review the presentation made by Denise Weston, please see the attached power
point presentation.
Cultural Facilities Plan Update: Jill Stilwell, Cultural Services &Facilities Director
We have never had a Cultural Facilities Plan. This will be our first attempt at adopting this Plan. We are
presenting to various Boards first to get some feedback, and then we'll be presenting to the community. Our
goal is to have a Cultural Facilities Plan in place by late spring 2008.
When surveys are reviewed, one constant in that what makes a city"Best Place to Live"is the cultural activities
offered. People feel it is very important to have art and culture available in their community. We feel that art
and culture are part of the roots of Fort Collins.
Parks and Recreation Board Minutes
November 28,2007
Page 2
On average a person will spend $17.00 in addition to the cost of the event, which is a great revenue source.
The Culture Plan Goals:
1) Working on developing facilities as well as programs.
2) Creating the "right size" facilities for Fort Collins. The consultant we are working with suggested a
facility that could handle 1,500-2,000 people would be a"best fit".
Building a facility that can handle 1,500-2,000 people would allow us to bring in larger productions to Fort
Collins and keep revenue here instead of people traveling to Denver. The existing Lincoln Center would be
downsized to handle 500-800 people, which would allow space for building production with smaller
performances.
Again,the Cultural Plan is in the planning stages. There will be a lot more discussion before the Plan is
finalized.
For more information, and to review the presentation given by Jill Stilwell, please see the attached power point
presentation.
�Policv Plan U date: Chris Dropinski, CPRP - GreenPlay Consultant
Crat reman gave some background as to the difference between City Code and the Policy Plan. Basically,
any chan r revisions can be made to the Policy Plan(if they do not affect City Code). Changes to the City
Code can only ade by City Council.
Currently, as part of the i there is a user fee collected from home owners in new developments,which
must be used to fund new par 'thin 10 years of collection. The dollars go into one large fund that is used
for the development of parks. Curre the City attempts to fund parks in fast growth areas first and wait to
build in slow growth areas, but committt o the 10 years may prove to be difficult. Craig is talking with the
City Attorneys to see if the "within 10 years llection"has any flexibility, especially during slow economic
times. The City Code states how to collect the fe ut not how to use the money;the Policy Plan states how
to use the fees.
Moving out park development too far has it's own risks,beca what can happen when there arc limited park
facilities in a particular area is over-use of existing parks, which t 'cally increases the operation and
maintenance of that park.
Currently, with the existing Policy Plan there are 19 proposed parks to be bu within the City limits including 3
community parks. Options to be considered by the P&R Board include: uld some of these parks be
eliminated from the Plan, combined in some way, leave the Plan as it exists, d/or extend the 10 year
constraint. The reality of the fee collection with the current slow home growth is that City does not have the
projected budget available to fund all these parks within the 10 year limit. Ann,"Wouldn 't be common sense
if economy slows, the fee can be stretched?' Chris, "That depends on ii that 10 year limr as challenged
Cathy, "should the Plan say something to the affect that so many homes have to be in a de el ent before a
^- park will be considered?' Chris, "It's best to stay as flexible as you can with the Plan, remember, a economy
is slow everywhere so other City's are having some of these same issues. And, things can change, ouple of
years from now the economy could be great. You need to be sure to keep these things in mind when aking
ATTACHMENT 5
Summary of Cultural Plan Open House
May 5, 2008
A public open house on the Cultural Plan was held on Monday, May 5, 2008 at the
Lincoln Center. Thirty-five people signed in and the list of attendees is attached.
Feedback forms were provided for each of the six Cultural Plan goals, with the most
comments submitted for Goal 2: To develop the right mix of cultural facilities to meet the
needs of the community and to make Fort Collins a destination attraction. Most of the
comments were supportive of the various aspects of the plan, and some had new ideas
that could be included.
Below is a summary of public comment by Goal.
Goal 1: Employ arts, culture, and participatory science to strengthen the Fort Collins
economy, increase tourism, and improve quality of life.
Support was expressed for the economic impact, and the role arts play in making
great cities.
Suggestions were made for more major events, from a Fort Collins Arts Festival,
Smithsonian Museum of the West, to competitions, and events that would attract
group and senior tours.
Transportation, way finding, alleyways that are unique and fun were mentioned.
Goal 2: Develop the right mix of cultural facilities to meet the needs of the community
and to make Fort Collins a destination attraction.
The Museum and Science Center were noted several times, and considered
"critical".
Several attendees commented on the need and excitement for a new 1500-1800
seat hall and that this hall would be critical to the success of many arts
organizations, including the Symphony, music, and dance programs. There was
also mention of the need to improve the quality of what is shown in Fort Collins,
as compared to Denver.
The 500-800 seat theater received specific support, noting that affordability is
important and an interest in making Lincoln Center more for community groups.
Several comments supported continuing and doing more public art and how it
shows city support for arts and culture.
Support was expressed for increased storage, rehearsal space, and visual arts
exhibition spaces.
Goal 3: Develop and fund an arts council to promote and support the business of the arts.
Suggestions were made on what an Arts Council should do, like provide technical
assistance workshops, and what it should not do, compete for funding with arts
and culture organizations.
Inclusion was mentioned as important and that this goal requires strong
leadership.
Funding for the Arts Council is seen as crucial, and should be secure if another
organization is to be created. One suggestion is to rededicate the CRIS portion of
the lodging tax to contract for services with Arts alive.
Goal 4: Build Fort Collins' identity as a cultural destination by increasing the visibility
of the arts, culture, and science activities in Fort Collins
Comments included building the content first, and then they will come.
Another tied this goal closely to goal #2—noting that without the facilities in
place, our home companies (Symphony, Ballet, Opera, etc.)won't flourish.
Smaller organizations will need to be supported in achieving this lofty goal.
Several comments focused on tourism, including national awareness through
tourism organizations, and involving the tour bus industry in bringing visitors and
attention to Fort Collins.
Visibility through banners and signage downtown were also mentioned.
Goal 5: Develop sustainable funding,public and private,to support arts, culture, and
science programs.
Comments indicated the necessity of having sustainable funding.
Support was expressed for the creation of a Scientific and Cultural Facilities
District for local non-profits.
Creating an endowment to support large events, and the continuation of Fort Fund
and possible redirection to an umbrella arts council if an SCFD should pass were
also noted.
Goal 6: Ensure the availability of arts education programming to our youth.
Again, "inclusion"was mentioned in relation to this goal, and the need to
facilitate communication in an inclusive model.
Comments indicated this goal will require good leadership, and needs to move
beyond just talk.
Engaging CSU was mentioned and its graduate students, marketing and technical
students, and myriad of resources to achieve this and other goals.
One comment included the idea for a"Student Art Olympics" competition,
similar to Odyssey of the Mind.
2
Detailed listing of all comments submitted:
GOAL
Imax Theater
Smithsonian of the West(Lindemeier Site)
Zoning to encourage artists would live (in) space.
Transportation that is fun!
Wayfinding, alleyways, streetscapes that are unique and entertaining and fun.
SCFD to strengthen individual organizations
I would like to see Beet Street and the Bohemian Foundation cooperate not compete,
when building performance center. Do we really need 2???
The impact of the arts on our economy can not be discounted—business dollars spent
increase with increased arts spending.
Keep in mind the greatest cities in the world are well-known for their great arts, but
especially their great arts companies and the halls that hold them.
Strengthen economy, increase tourism? Ever thought about a fort Collins arts festival?
Goal 1: agree—and would like to strengthen local arts &non-profit arts organizations,
allowing regional groups to be sustainable.
Create regional/national niche events/competitions that would attract tour operators/group
travelers or summer long learning sessions, air shows, theater fests, native pow wows,
senior interests, mountain men rendezvous, large camping RV gatherings.
GOAL
Theater shop/warehouse/office/classroom
Resident company at Lincoln Center
Lots more AIPP [art in public places] installations—bigger better prestigious
Add Bas Bleus to goal 2 as a growing facility and rentable venue. In the background?
3
2.1 There is much need for 500-800 seat theater also new 1500-1800 seat hall.
Cultural facilities: soapstone—good idea to have satellite there.
Quality of shows will improve with a large venue. The quality of shows is much poorer
than what is seen in Denver. Get people to donate at different levels as recognition.
2.3 More fine art exhibition space would be fabulous!
2.4 support more public art
Priority for 1. 500-800 theater; 2. 1800 theater with good fly space—stage etc.
Do not compete with Bohemian foundation project
Funding possibilities: seat tax, development fee
We must cooperate with Beet Street and Bohemian Foundation
Most arts performance organizations need affordable venue and rehearsal space over
luxury accommodations
Too many over-sized facilities—bohemian+Beet Streets' planned too close in
proximity.
Find a different location for performing arts community facility.
It would be possible to set some room aside for people who use wheel chairs and in
general for people with disabilities. The only option we have now is in the middle section
and depending on how tall someone is or stands up, people with wheelchairs have
difficulty seeing. It would be nice to have options as to where we sit.
If there's any chance to add more handicap accessible entrance buttons.
The current plan to build a 4,000 amphitheater would likely block/prevent the rest of the
performance facility plans.
We do not need a 4,500 seat theater!
Can't wait for the new 1500-1800 seat hall. The FCSO will never reach its potential until
it is built.
Every musical group in town needs it, if for no other reason than scheduling. Middle
theater should be 700+to differentiate from the UCA hall.
2.3 Sharing space & interacting/overlapping support could be helpful.
4
Didn't we decide several years ago that it would cost as much to renovate Lincoln Center
as it would to build a new facility?
2.11 love Club Tico! Keep wood floors please. I question bringing too many people to
soapstone/Lindenmeier since it still has valuable archeological evidence to explore.
Consider how small local non-profit arts organizations will be able t use these facilities.
2.2 Build a 1500 seat performance hall that can acoustically translate from concert to a
musical play.
As has been discussed at length in the past, our local theater groups need set building,
storage, and on-site rehearsal space.
I really like the new ideas regarding the downsizing of the performance hall making
Lincoln Center more for community groups.
I think this is backwards. We need a new performing arts center!! Not another outdoor
venue which can only be used certain times of the year.
Just wondering how the lower income-housing availability will be affected in the
northern FC areas where some of the music (outdoor) venues will be developed—the
impact on their lifestyle—hopefully not at their expense!
Develop a special museum of western art culture. Large park area where buffalo could
freely roam.
2.4 Museum and Discovery Center are critical.
2A.C. Question having too large a facility.
Get the Museum/Science Center in the public's eye. Newspaper articles, public forums,
public input.
Highest priority would be 500-600 seat theater with full size performance space for dance
(stage the size of that in the main performance hall)
GOAL
Rededicate the CRIS portion of lodging tax $ to a contract for services to Arts Alive.
Support the SCFD initiative n the ball this fall, for increased sustainability for local non-
profits directly.
5
Arts council would need to be a centralized granting, promotional and shared
administrative hub.
2.4 Art in public places is a wonderful program—attracts interest from residents and
tourists alike. It should be continued for a long time. It shows city support for arts and
culture.
Restart the re-granting from Arts Council Technical Assistance workshops...How to...
Outside of the FCSO, Fort Collins convention and visitors bureau fees are too high for
most"arts"businesses in Fort Collins.
I think this is a good idea. I see this as Arts Alive without the fun[d] raising for every
little project. This Council needs to be objective and not favor one group over another.
Everyone needs a place at this table, but Arts Alive needs to only have 1 or 2 as a
representative of many of the smaller groups and entities. There also needs to be
extremely strong and agreeable leadership to make those projects happen.
Unless there is a secure funding source, there is no point in yet another arts organization.
GOAL
Build the content first, and then they will come. Arts customers will not flock to fort
Collins because it has a new logo.
I strongly support the concept but the public needs to also know the economic impact of
the art/science (figure [] SCFD folks re: Denver was 35:1 return on the $)
See comments on goal #1 —the orchestra, ballet plus opera need to be Icons for this
community—but without the facilities it can't happen...The orchestra is already an icon—
ask the musicians.
This is a huge goal. Does it conflict with or support the notion of an arts council? Will
this add extra work load to small non-profit arts groups or truly enhance them?
I have been working on this goal myself for about 3 years now. Been doing it via
www.ZAF622.com and www.artpalaver.com. I am open and interested in helping with
the "fort Collins cultural planning any way that I can. This is great keep up the good
work!
Increase tourism promotion through national awareness via national tourism
organizations. Make FC a center for an arts segment nationally -photography. Actively
attract related businesses.
6
City or CVB staff dedicated to brining tour bus industry. Package deals & sell to
nationwide traveling public. CSU should establish independent study, graduate interns to
work study etc. that could be used by local not-for-profits. Banners & signage in
downtown.
Society page recognition for donors and events.
Send$ on advertising to new audiences.
Goal#4 more visual arts is good.
GOAL
How do you find out what the community foundation supports now?
Yes—Continue Fort Fund ! (Crucial to some arts groups)
A must! If a city wants any of the previous goals, this goal must come along with
everything(and probably be ahead)
Sustainable funding is critical, but how will the "giving"be allocated? Can small non-
profits still exist with this framework? Multi-tiered? Etc.
If the SCFD passes, these comments are not needed. However, other alternatives might
be a set tax or a fee put on new development—like the park land development fee.
Create an endowment to establish a national annual event of interest to a socio-economic
base perhaps historically oriented—the Western Emigration? What is the most
interesting/important historical event or activity that occurred in the region?
Pass the SCFD
CSU could incubate youth philanthropy. Redirect Fort Fund to an umbrella Arts Council
which would administer re-granting programs and all other arts service functions.
GOAL
Create a City Wide Award or recognition for individuals (and/or organizations)
?Student Arts Olympics competitions?
7
"Think-Tank" could be city staff cabined position or at least have some voice to both
City and school board. Put some weight behind the recommendation.
Seems like we have many organization with these same goals (Arts Alive, Beet Street,
DBA, UniverCity,etc.) How is this one different and where does it fit in?
Leadership to get all this done. Too many chiefs in some areas.
Continue to facilitate communication with arts groups and educators. Consider
"inclusion" model for persons/artists with disabilities.
Who maintains and updates the directory.
6.1 As long as the goal is to get something accomplished and not just talk it to death
No specific mention of CSU in the plan 1. Technical/promotional expertise 2. Source of
"participatory science" 3. Graduate student involvement across the board. Great resource
—Tap it!
Attendees: Fred Bitting
Steve Noland Elaine Spencer
Vince Lubenow Wes Kenney
Cheryl Donaldson Lee Anne Hoff
Jody Johnson Mary Elizabeth Lenahan
Daryle Dickens Holly Stern
Jan Gilligan Bill Spencer
John Waples Anne Bossert
Jan Jorgensen Phil and Ann Montero
Lynn Leeds Jim Clark
Peter Springberg Ellen Martin
Fran Johnson Kip Scholl
Georgia Locker Ben Manvel
Barbara Rutstein Debbie Dixon
Maggie Cox Larry Padgett
Joyce Dickens Matt Strauch
York Bruce Freestone
Vivian Armendariz
8
ATTACHMENT 6
Community Cultural Planning Forum
March 30, 2005
Summary of Comments
In preparation for
The Cultural Plan
�Ccs�Hs bran
Small Group Discussion and Input '(URV( -QT(A.nni j
SQtiS;6h — malk 0 9M.5
Strategy What are 2-3 key next steps needed to Who needs to be involved?
implement this strate ?
d • Keep it to Fort Collins, not regional to get it passed • Grant organizations-
1. Create a Cultural Funding R • Determine cost(2) Suthedands/Stryker(3)
g L-� ■ What do we want to fund? (2) • Leaders/spokespersons—AI
District within 2 years. • How do we explain need? Yates, Tom Sutherland, Scott
■ How do we maintain our uniqueness? Kintz(2)
■ Identify boundaries (21) • Diffuse leadership (2)
• Identify planning team—broadly and include city • Everyone
representatives/key businesses/umbrella • Stop the infighting
organization (4) ■ Leaders who will represent
Share knowledgeldeas with community the"outside" the arts/cultures
• Planning team—umbrella organization; arts/cultural • Cultural organizations
group to coordinate/pull it all together • Need new groups involved—
Define participants in district historical groups (2)
• Develop strong marketing/pr strategy (11) • Coalition of cultural groups
Need to identify FC as arty city and sell that • DDA (6)
■ Develop strong support base • Nonprofits(3)
• Define and write up strategy • Museum people (2) ,
• What will be the kind and rate of sales tax? (3) • Chamber(4)
• Think about seat tax(2) • Public(2)
• How much money do you want to generate? (2) • CLRS
Create a schematic chart that shows what the CFD • DSC (3)
looks like • DBA (3)
• Hold neighborhood meetings and present it • CVB (13)
• Educate population on the benefits (4) • Top down involvement
• Develop specific plan of what the district will look • Support from city council on
like and how benefits would be distributed (8) down
Identify tiers (2) • Citizen Action Group
• First wok on good of FC; get economy healthy (2) • Denver—SCFD (5)
Sell to public as win-win • City Council (2)
• Think about North College ■ City (staff) (14)
• Make it an urgent cause • Media (2)
• Feed Arts Alive • CRIB
• Learn from Denver's SCFD (4) • CSU (3)
• Must have cause to make people believe • PSD (2)
• Create a coalition of interested people (2) • PR company/lobbyist (2)
• Create a vision (2) • Hotels (3)
• Move it to a ballot issue • An anchor
0 Create a sense of urgency 0 A committee to define
• Need figurehead/I. er (3) "culure" (2)
• Need committee/coalition • Community members
Get media buy-in • Business leaders (3)
• Identify spokesperson/organization • Business community (2)
• Look at communities and how they have "grown" ■ Reps from major corporations
and "funded"their cultural programs (6) • CSU Tourism Dept.
■ Educate about type of taxes • Arts Alive(6)
• Research what residents want and need (2) • Nonprofit groups
• Create a plan about how to engage"all" residents • New comers
to get buy-in • New faces
■ Get some private funding support
• Develop citizen-based action group
• Use Denver model
■ Don't give up
• How do you get funding for the campaign—
Citizen's Action Group?
■ Define how to get people behind this
• Identify level of funding needed
• Invite Denver SCFD to come and discuss it
• Develop a "theme/branding" (9)
• Put Doug Odell on the list
• Develop a "logo°/"symbol" (3)
• Include scenic gardens N
• Identify partners
• Include broad definition of"culture" (4)
• Do an "arts/culture" inventory first
• Define the group involved/to lead it
■ Think about Won tax"
• Include "sciences"
■ Create a good"buzz"
• Try for a city-wide election in 2007
■ Include all organizations
• Identify other communities to participate
■ Bring volunteers on board
• Research/strategies
• Make cultural umbrella as wide as possible,
prioritize/categorize, then personalize it
• Make cultural umbrella large(2)
• Personalize the "sell"—Renaissance of Cultural
District(2)
• Need organization to sell it
• Need to discover what our story is, then build on
the theme from our past and build for the future
Small Group Discussion and Input
Strategy What are 2-3 key next steps needed to implement this Who needs to be involved?
strategy?
• Chautauqua idea (2) DDA (114)
2. Continue and expand upon • Grassroots dev. or bring in leadership DBA (10)
our investment in • Museum/Discovery Science Center DDA needs to partner with nonprofits
Downtown. • Fossil Ridge has 10 acres that could be used for Arts Alive (4)
DSC. Arts, culture, science, history
• Create an linage nonprofits (2)
Clean up/beautification (2) Business (2)
• Add walkways (2) Foundations (5)
■ Parking (13) Stryker Plan (2)
■ More public art River organizations (2)
• Look at National Trust Main St. program Landmark preservation groups
• Build on proposed Stryker facility Anyone with vision that is drawn or
• Infrastructure (2) developed
Capital projects Developers
■ Transportation alternatives (shuttles, busses, free, Entrepreneurs
bicycles, streetcar) (14) City (3) (City should facilitate not
• Farmers market control)
• "Fort" museum (2) Historic FC—Reba Massey M
Rebuild the fort—market Group reps residing in campus area
■ Architectural bloc of historical houses used for circumference
different arts and cultural groups (3) Diverse population of FC should be
■ "Rendezvous" market—historicallretail for trapping included
history (2) National Association of Interpreters
• Transportation museum (3) Chautauqua (lead instead of evolve)
• Work together Outdoor activities
• Movie theater
• Street car expansion
■ Model railroads
• Transportation—easy access from theatre to
restaurants
■ Map existing resources (4)
• Enhance development opportunities through
changed regulations (2)
• Actively promote downtown
• Encourage more hospitality industry
• Identify more ways to leverage investment
• Improve access (2)
• Mix of offerings—restaurants, clubs, galleries, etc.
3
• Use alleys
• Science, nature, birding, tourism, micro-brewery
• Update architecture
• Put out the welcome mat
■ Buy in/commitment from City Council
■ Make sure cultural players are working for the
common good
• Develop River area—facilities for arts, science,
culture, historical--dverwalk (8)
• More science-related activities
• Emphasize tourism and FC as the center to come
to
• We need to build on the fact that the City and
County built$100 million of buildings downtown
• Develop a cultural district
• Review existing plans
• Design/build a river experience
• Boutique hotels (5)
• Art district along downtown
• Outdoor gathering place (amphitheater)
• Have a meeting and invite everyone who has a
vision to come
• Define where downtown begins and ends d
• Should work on streetscapes toward the river.
• Hold a vision session or pull out all the previous
visions (2)
■ Expand what the identification of downtown is—
not just Old Town
• Work on streetscapes toward river
• Continue DDA (9)
• Release some of the restrictions on historic
buildings but no lose the history
• Downtown should be the center of FC
■ Museum walk--connect FCM, Library, MOCA, LC
• Maintain a "sense of place"
■ In fill
• Send Pat Stryker a giant thank you card
• Look forward and tie into the Poudre River—River
Corridor Plan
• Tie downtown to N. College are and its
redevelopment
• Be mindful of the mix of business in downtown
(good balance of entertainment and retail and
office
• Generate suppor continue DDA
• Poudre River development to downtown
• Public/private partnerships
• Retail/restaurant mix
• More ethnicity
• Vision needs to include nonprofits; not just
business
• Marketing (4)
■ Help bridge the gap between south FC and
downtown
• Develop cultural communities
• Continue to support partnerships (2)
• Create an umbrella organization
■ Balance development downtown
• Talk to folks at CSU Businesslarts and other
departments
• Create a core area with downtown center and
radiate outward
Ln
Small Group Discussion and Input
Strategy What are 2-3 key next steps needed to Who needs to be involved?
implement this strategy?
• 500-seat theater(2) • Arts, Science, cultural, history
3 Identify and prioritize the • Festivallspecial event center groups
facilities most needed to • Outdoor performance venue (6) • Umbrella organization with
advance the Udll of life in Reinvent Lory Student Center widest possible cross-groups
quality 1800-2000-seat performance hall (5) and diverse participants
Fort Collins. • Need to combine tourist/local need • Bohemian Foundation
• Survey local arts groups • Nonprofits—all arts, culture
■ FC Museum expansion (5) etc.
• Cultural and natural heritage facilities
• Warehouse space—for performing sets
■ Amphitheater(4)
• Performing Arts Center(18)
• Capital projects
• Update all needs/list existing facilities and
who would use them (4)
• Transportation (free busses)
• Homes for nonprofits
• Library (8) �o
• Educational center
• Downtown theatre
• Riverfront
• Chautauqua (4)
• Outdoor activities (3) upgraded (1)
• Identify a core campus or district
• Transportation
• Oxbow music/performance structure
• Farmers market
• Cultural district
• Expand cultural development toward river
• Keep high-paying jobs in FC
• Emphasize tourism
• Stop the bleeding of the tax base to
Loveland
• Expand gardens at Spring Creek
• Use the Internet to link town/gown
• Inventory facilities
• Performing/practice/place for artists
• Virtual clearinghouse facility—university,
city, arts organizations 2
• Environme. /river development
• Camp grounds (4)
• Centralized box office—online (2)
• Internet site
• New home for Discovery S. Center(3)
• Hotels (2)
• Bed and Breakfasts
• Art Museum expansion (MOCA)(5)
• Arts, cultural, science locations—
centralized with visitor center
• Equine facility—friendly area for horse
people (3)
• Boutique hotels (2)
■ Meeting space (2)
• Need to first protect what we have that is
historical
• Recent efforts to water down historic
preservation is going to destroy our
heritage and atmosphere
■ Define what will attract visitors
• Pass the Cultural Funding District(2)
• Get the city on board with more reliable
zoning
• Get the trains out of downtown
• Better parking (2)
• Expand existing facilities and anchor them
with amphitheater/Chautauqua and CSU
• Partner with CSU
• Movie house (2)
Cultural Plan
Review
• • •
Cultural Services Department • • • •
City of Fort Collins • • • •
• • • • •
• • • •
• • • •
A History
• 1881 Opera House
• 1941 Pioneer Museum
• 1978 Designing
Tomorrow Today
( Lincoln Center)
• 1993 Discovery Science ALM"
Center
• 2004 University Center
for the Arts
• 2007 Beet Street MAN MW
2
• • •
• • • • •
• • • •
Today •0009
• • • •. • • •
•
• Lincoln Center hosts more than 300
performances each year, and a total of 1400
events throughout the facility
• Arts , culture , and science improve our quality of
life and contribute to the education of our children
• Fort Fund supports more than 100 cultural events
annually
• The nonprofit arts are a $ 15 . 9 million industry in
Fort Collins
3
• •
Today " '
. • • •
• " Uniquely Fort Collins " identified as one
of six industry clusters
• Art in Public Places : 12 years with more
than 60 projects
• Fort Collins Museum and Discovery
Science Center solidify partnership
• UniverCity Connections demonstrates
unprecedented volunteer planning
efforts , including Arts & Culture
4
• 09
• 000
• 0009
• 000
• 0900
Future . . . : : : :
• Vision : To identify Fort Collins as a
uniquely creative community and a
destination for arts , culture and science
that enriches the lives of our citizens and
visitors , and serves as an economic
engine . '
5
Goals
•
1 . Employ arts , culture , and participatory science to
strengthen the Fort Collins economy, increase tourism ,
and improve quality of life .
2. Develop the right mix of cultural facilities to meet the
needs of the community and to make Fort Collins a
destination .
s. Develop and fund an Arts Council to promote and support
the business of the arts .
a. Build Fort Collins' identity as a cultural center and
destination by increasing the visibility of the arts , culture ,
and science activities in Fort Collins .
5. Develop sustainable funding , public and private , to
support arts , culture , and science programs .
6. Ensure availability of arts education programming to our
youth .
6
• • •
• • • •
• • • • •
• • • •
Planning Methods
• Cultural Assessment
• Cultural Inventory
• Research analysis
• Community Cultural Survey
• Educators Survey
• Community Cultural Planning Forum
• Advisory Committee
• Arts , culture , heritage , science , and nature
organizations Forum
• UniverCity Connections Process
• Cultural Facilities Plan Research
Process Update
•
• City Boards
Cultural Resources Board
Youth Advisory Board
Parks and Recreation Board
Art in Public Places Board
Senior Advisory Board
• UniverCity Connections Arts & Culture Task
Group
• Public Open House
• DDA , Arts Alive , City Planners
8
• • •
• • • •
• • • • •
Goal • • • •
• • • • •
Employ arts , culture , and science to strengthen ; ; ; ;
the Fort Collins ' economy, increase • •
tourism , and improve quality of life .
1 . 1 Strengthen the Arts , Music , and Cultural
Entertainment Cluster' s ability to attract
business and add to the economic engine of
the region
Engage the City' s economic advisor
Develop an Arts Council
Way Finding
Extend DDA
Cultural Transportation
9
Goal • • • •
•
1 . 2 Attract tourism to Fort Collins
through arts , culture and science -
Build on success of CVB calendar ;
Marketing
1 . 3 Support and encourage the creative
business of arts , culture , and science
10
• • •
• • • •
• • • • •
Goal • • • • •
Develop the right mix of cultural facilities to meet : : : :
the needs of the community and to make Fort
Collins a destination attraction .
2 . 1 Recommendations
Cultural Facilities :
• Renovate Club Tico
• Southside Community Arts and Recreation
Centers
• Studio and exhibition space
• Science/history satellite at the Lindenmeier
Site at Soapstone
• Shared administrative/production facilities „
Goal 2 (continued )
•
Performance Facilities .
• Black Box Theater
• 500 -800 Seat Theater
• New 1500 - 1800 seat Performing Arts
Hall
• 2 , 500 Seat Hall , for popular music
entertainment
• Outdoor Event Venue
12
• . •
• . . •
• • • • •
• • • •
• • . • •
• . . •
Goal 2 ( continued ) • • • •
2 . 2 Prioritized list of the recommendations
Highest Priority Facilities
1 . 1500 - 1800 Seat Performing Arts Hall
2 . Lincoln Center renovations , to include :
Infrastructure improvements
Black Box Theater
600-800 seat theater
Rehearsal space
Workshop and Administration space
13
000
• . . •
000010
• •
•
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14
• 09
• 000
• 0009
Goal 2 00900
• 0 * 0
1500- 1800 seat Performing Arts Hall will require public
and private funding (page C-75)
GSF Costs/ Totals
GSF
1500- 1800 96 ,000 485 $4655605000
Seat Theater
Soft Costs $ 1652965000
10% $6 , 2851600
Contingency
Total Project
Costs $6951415600
15
000
0090
. . . . .
Goal 2 00000
. . . .
• . . .
• •
1500- 1800 Seat Performing Art Hall
Pro-Forma Operating Budget Summary (page C-90)
Potential Earned Income $ 1 , 785, 707
Operating Expense $234095542
Annual Funding $ 6235835
Requirement
% Budget Covered by 74%
Earned Income
16
I • •
1 •
2,200 SF
Famlrg Concept 2 6]0 Seatc fiOg
Llnwln CalW: FwI COIIM. CO WaOManegement Servlcae �nuMfnx
17
Goal 2 : : : : •
Lincoln Center Renovation Cost Estimates (page C-75)
GSF Costs/ Totals
GSF
Lincoln 53,000 200 $ 10 , 600 , 000
Center
Soft Costs $3, 180,000
10% $ 1 , 378, 000
Contingency
Total Project
Costs OEM
18
. . .
. . . .
. . . . .
. . . .
Goal 2 00 * 0
" " '
. . . .
• Secondary and more long -term
projects :
Club Tico
Southside Community Arts and Recreation
centers
Science/History satellite at Lindenmeier
79
Goal 2
2 . 3 Encourage the development of
recommended facilities by others
Oxbow Music Venue
DDA Amphitheater
Studio/exhibit space
20
• 09
• 000
• 0009
• 000
TV
• 0 * •
, o
■
21
000
9090
0000 *
0000
00000
0000
Goal 2 • • • •
• •
2 . 4 Cultural facilities will enhance the
vibrancy of downtown
22
• • •
• • • • •
• • • •
• • • • •
Goal • • • •
Develop and fund an Arts Council to promote and
support the business of arts , culture , and science .
3 . 1 Determine the most effective method to
develop an Arts Council
3 . 2 Fund the Arts Council in order for it to be
sustainable and successful
3 . 3 Services and support provided by an Arts
Council can empower the cultural cluster
23
• • •
• • • •
• • ' • •
Goal • •
Build Fort Collins ' identity as a cultural center and • • : : •
destination by increasing the visibility of arts , 00
culture , and science activities
4 . 1 Promote arts , culture , and science as an attraction
4 . 2 Organizations need to support and buy-into the CVBIs
cultural calendar
4 . 3 Develop centralized ticketing or centralized access to
promote cultural happenings
4 .4 Include arts , culture , and science in the branding efforts
4 . 5 Form a committee around audience development and
marketing .
24
• • •
• • • • •
• • • •
• • • • •
• • • •
Goal 4 (continued ) * 0
4 . 6 Clearing house of information about events , tickets ,
schedules and organizations
4 . 7 Continue to invest in Art in Public Places — tangible ,
visible
4 . 8 Develop a marketing plan and resources for all arts ,
culture , and science
4 . 9 Cultivate champions for arts , culture , and science
4 . 10 Engage the student and faculty populations at
Colorado State University, Front Range Community
College , and PSD in arts and culture activities
25
• • •
• • • •
• • • • •
Goals • • • •
• • • • •
Develop sustainable funding , public and 000 ;
private , to support arts , culture , and science • •
programs
5 . 1 Establish sustained and on-going financial support
5 . 2 Promote the expansion of philanthropic giving by
engaging the Community Foundation of Northern Colorado
5 . 3 Continue to invest in Cultural Services
5 .4 Bring the cultural cluster together to request state or
federal funding
5 . 5 Continue administering the Fort Fund granting program
26
• • •
• • • •
• • • • •
Goal 6 • • • •
Ensure the availability of arts education 00 * 0 •
programming to our youth • •
6. 1 Form an Arts & Culture education think tank, as conceived by
the UniverCity Connections Arts and Culture task group
6.2 Develop a directory of artists, events, and calendars to increase
accessibility, building on the work of Arts Alive, Beet Street and
the CVB
6.3 Connect artists and cultural organizations with students through
outreach programming , internships, mentoring , and "for credit"
opportunities "
6.4 Provide teacher training
and resources
6.5 Develop Community Arts and
Recreation Centers
r •'
do
Next Steps • • • • •
• Finalize the plan In July
• Council Consideration of Plan
adoption in August
28
. . .
. . . .
. . . . .
• . . .
Council Questions
• Does Council have any concerns
with the draft Cultural Plan ?
• Does Council agree with the Cultural
Facilities priorities ?
29