HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 02/09/2010 - BEET STREETS STRATEGIC PLAN FOR 2010 AND BEYOND DATE: February 9, 2010
STAFF: Ryan Keiffer, Beet Street WORK SESSION ITEM
Executive Director FORT COLLINS CITY COUNCIL
Pre-taped staff presentation: available
at fcgov.com/clerWagendas.php
SUBJECT FOR DISCUSSION
Beet Street's Strategic Plan for 2010 and Beyond.
EXECUTIVE SUMMARY
In fall 2009,Beet Street revisited its guiding principles,vision,strategies,and financial models,and
determined a clear plan for the future direction of the organization. More than 500 leaders,
stakeholders and community residents provided input that helped shape the new strategies for
achieving Beet Street's vision and goals. Ryan Keiffer, Executive Director, will be presenting the
new Beet Street strategy to City Council for input.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. Does City Council have any feedback on the new strategy and direction?
2. Are the changes in the organization's direction and intended actions in alignment with City
Council goals?
3. Is there additional information Council would like Beet Street to provide?
4. Are there other courses of action Council would like Beet Street t6consider?
BACKGROUND
Beet Street is an arts and culture initiative of the Fort Collins Downtown Development Authority,
established in 2007 with the stated purpose "to distinguish Fort Collins as an intellectually vital
community that fosters, celebrates, and inspires human creativity through diverse cultural
experiences and programming." The organization has brought several high-impact cultural events
and activities to downtown Fort Collins,including Wynton Marsalis,as part of the Fort Collins Jazz.
Experience, the Life on a Shoestring and Finding Home series, and Homegrown Fort Collins, to
name a few. (See Attachment 3 for a more thorough history of Beet Street's accomplishments.)
February 9, 2010 Page 2
In July 2009, Ryan Keiffer was hired as Executive Director to help the organization redirect its
strategy in order to maximize impact and value to the community. The Beet Street Board reaffirmed
that the organization's reason for existence remains the same as when the organization was
established:
• To enhance the community's current cultural offerings and organizations
• To develop cooperative programming with arts and culture organizations and assets
To add to the economic vibrancy and development of downtown by building arts and culture
as a unique economic engine
• To lead Fort Collins to become a regionally and nationally recognized arts and culture center
and destination
How to achieve these goals was reexamined in the process of creating this Strategic Plan. That
process led to three key roles for Beet Street as the primary vehicles to achieving the organization's
goals:
• Programming that draws people to downtown Fort Collins and keeps them coming back
• Economic development that creates an environment where arts and culture groups, artists,
performers, and the creative class can grow and thrive organically
• Facilities that give these activities a home and support a growing and thriving cultural and
creative industry.
ATTACHMENTS
1. Beet Street Strategic Plan for 2010 and Beyond
2. PowerPoint presentation
3. Beet Street events and accomplishments
4. Beet Street vision statement
5. Beet Street budget
6. Beet Street Board of Directors and staff
ATTACHM T 1
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Beet Street Strategic Plan
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DECEMBER 2009 RYAN KEIFFER, EXECUTIVE DIRECTOR
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Executive Summary 3
A Foundation for the Strategic Plan 5
Strategic Assumptions 6
Guiding Principles 6
Discovery Overview 7
Local Conditions 8
Best Practices 8
Key Survey Findings 9
The Beet Street Strategy 13
Programming 14
Economic Development 17
Facilities 20
Finanical Sustainability 21
Conclusions 23
Appendix A - Acknowledgements 25
Appendix B - Additional Resources 26
Beet Street Strategic Plan zoio I? Beyond : : z
Executive Summary
In fall 2009 Beet Street revisited its guiding principles , vision , strategies , and
financial models , and determined a clear plan for the future direction of the
organization . More than 500 leaders , stakeholders and community residents
provided input that helped shape the new strategies for achieving Beet Street 's
vision and goals .
Beet Street 's reason for existence remains the same as when the organization was
established : to add to the economic vibrancy and development of our downtown
by building arts and culture as a unique economic engine , and to lead Fort Collins
to become a regionally and nationally recognized arts and culture center and
destination . How we get there , however, was re - examined in the process of
creating this strategic plan . That process led to three key roles for Beet Street as
the primary vehicles to achieving our organization 's goals .
�r strong Beet
Street brand
PROGRAMMING ECONOMIC DEVELOPMENT
NATIONALLY
RECOGNIZED
ARTS AND CULTURE
DESTINATION
world class arts and culture as
experiences an economic engine
FACILITIES
Programming that draws people to downtown Fort Collins and keeps them
coming back .
Beet Street will develop and build anchor programming that draws people from across the
country and around the world , programming that has developed an international brand by
creating world - class experiences for visitors . This is what Beet Street was founded on , and
it still holds true today . Creating world - class experiences through exceptional
programming is still the heart of our strategy .
Beet Street will also focus on developing on - the - street cultural activity that creates a
cultural vibe on the streets of downtown , reaching a broad and diverse audience and
bringing people downtown regardless of what or whether anything specific is going on at
the time . Beet Street can support and foster art , culture , and creativity on the streets ,
nearly 365 days per year . All you will have to do is go outside and walk the streets to have
a memorable creative experience .
Economic development that creates an environment where arts and culture
groups , artists , performers , and the creative class can grow and thrive
organically .
Beet Street will work to help develop a strong arts industry that can thrive , grow , and
become extraordinary . Artists can make a living wage , can stay in Fort Collins , or even
choose to relocate to Fort Collins . Arts groups and artists can move beyond , " am I going to
survive ? " and operate from a mentality of, " how am I going to thrive ? " Their financial
future is secure , they operate at a professional level , and they ' re encouraged to improve
not only their art or craft , but their operations and strategy .
Facilities that give these activities a home and support a growing and thriving
cultural and creative scene .
Beet Street will encourage the creation of extraordinary venues and infrastructure . As the
City 's Cultural Facilities Plan highlights , we are going to need high visibility , high impact
facilities such as a large outdoor venue and a new performing arts center . But we ' re also
going to need a small black box theatre , a 350 - seat venue to compliment the Lincoln
Center mini - theatre , a 500 - 750 seat venue , and we ' re going to need more " found spaces "
where culture and entertainment seem to naturally coalesce . Beet Street will work to
create an implementation strategy that encourages focusing on the smaller venues first ,
providing the local arts community what it needs to grow and allowing the arts and
culture industry to showcase its capabilities and build a case for the community that the
large venues are worthy investments .
Beet Street Strategic Plan zoio Beyond : : 4
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: : A Foundation for the Strategic Plan
Strategic 1 1
The Beet Street strategybased on a foundation1 at the
beginning of the 1 1 . 1 1 re-confirmed by the Beet
Street Board of Directors ,
Beet Street is here i
Enhance our community ' sofferings 1 organizations
Develop 1 1 1 ' programming 1 arts and culture
organizations an1 assets
Add to the economic1 1 development of our downtown 1
building 1 culture as a uniqueeconomic 1
nationallyLead Fort Collins to become a regionally and
recognizedi
Guiding Principles
To achieve our goals , Beet Street established guiding principles that drove the exploration of
our past , analysis of models and best practices , and identification of the best opportunities that
form the strategy :
What will have the biggest impact on our community ?
What adds the most value ?
What will give Beet Street the best chance to achieve its long - term vision ?
What should we focus on first ?
The Beet Street strategy creates a balanced approach : we are cultivating , and we are adding
new ; we are a catalyst , and we are a convener ; we are bold and pioneering , and we are support -
ive and collaborative . Both are needed to reach our long - term goals , and both are capable of
being provided by Beet Street .
This new strategy starts small and builds over time . We believe that we must walk before we
run . Achieving our vision will take time . And it will take some small initial steps before we can
gain momentum towards this broader vision .
Beet Street Strategic Plan zoio I? Beyond : : 6
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Research Discovery
To get an accurate read of our community 's needs and wants , Beet Street received input from
more than 500 community members , leaders , and stakeholders through focus groups ,
stakeholder meetings , individual interviews with civic leaders and an electronic survey . Best
practices from regional and national arts and culture centers were studied . Experts and
professional peers provided consultation and advice . This research has not driven our
strategy , but it has informed it . In short , we set out to listen first .
Discovery — Survey , focus groups , and interviews
As expected , our primary research to get direct feedback from the community specifically
about Beet Street produced a mix of positive and negative feedback . On the one hand ,
respondents and participants expressed a lack of clarity around Beet Street 's mission ,
purpose , or the value it provides . Commonly expressed concerns included : past programming
has lacked broad appeal ; unclear mission , vision , and lack of metrics and measurable goals ;
and possible duplication of services with the City , DBA , and other arts and culture
organizations .
On the other hand , most people believed Beet Street does enhance arts and culture offerings
in Fort Collins . And , perhaps most important , a vast majority believe Beet Street has
tremendous potential to achieve our vision and goals .
Local Conditions
The Fort Collins community is home to many unique local arts and culture organizations including
museums , dance troupes , theatre companies , musicians and musical offerings , as well as individual
visual artists . Additionally , Fort Collins has a burgeoning design community and other " creative class "
businesses that make up the Uniquely Fort Collins economic cluster . Fort Collins is well positioned
regionally to be the next great arts and culture community . However, many of the arts and culture
organizations are struggling with current economic conditions , audience development and funding .
If Fort Collins is to be a nationally recognized arts and culture center and destination then Beet Street
must create world class experiences with world class partners that are financially and organizationally
stable . Artists must be able to make living wages if we want to have a vibrant arts scene in our
community .
Beet Street staff met with the major arts and culture organizations as well as with key stakeholders to
determine what the community needs to thrive . All of the groups agreed that they need help with
advocacy , shared marketing and calendars , long - term funding strategies and business coaching .
Best Practices
Beet Street conducted secondary research on several regional arts community best practices including
the cities of Colorado Springs , Santa Fe , Grand Junction , and Denver . We also received consultation from
the Western States Arts Federation ( WESTAF ) .
Realizing that much of what our arts community needs is encompassed in roles that arts councils
traditionally play , we studied councils to determine the best role for Beet Street in our community . We
learned from WESTAF and our own research that arts councils are different in every community . To be
successful , the roles councils play and the services and support they provide must be based on the
unique , organic needs of the arts and culture community . But several very successful communities
( Santa Fe and Denver ) do not have arts councils at all . This is not to say that these arts communities
develop without the vital industry support that an arts council provides ; rather, in these communities ,
several different groups provide the roles and services needed by the arts community .
Most arts organizations gain the greatest value from shared technology — calendars and ticketing — and
shared marketing . WESTAF also reports that assistance for arts groups is best when it stays at a high
level . Services should support organizations to make them stronger and more efficient and provide
cost - effective marketing .
Beet Street Strategic Plan zoio & Beyond : : 8
Key Survey Find i nA5
Awareness of Beet Street's Mission
12%
■ Artists
■ Arts & Culture Orgs,
10% Community Members
Fort Collins-
8% Downtown
Fort Collins-
6% Not Downtown
City Employee
4%
2%
0%
Not at all Minimally Somewhat Aware Very
Aware Aware Aware Aware
(S%Total) (22%Total) (3S%Total) (27%Total) ( 11 %Total)
The majority of participants could not clearly articulate Beet Street 's purpose or
provided value .
Respondents were asked to indicate their level of awareness of Beet Street 's mission . Although the
majority of respondents are aware or very aware of Beet Street as an organization , a noticeably smaller
number of respondents are aware or very aware of Beet Street 's mission ( 38 % of total responses , leaving
62 % of all respondents who are unaware , minimally aware , or only somewhat aware of the mission ) . These
results indicate that Beet Street has room for improvement in educating the public about our mission and
may need to redefine the mission to make it more accessible and engaging , so the public has a real sense
of Beet Street 's vision and purpose .
Of those that knew about Beet Street 's origin based on Chautauqua , NY, most have stressed that Beet Street
has failed to live up to this model due to lack of infrastructure , lack of community support , and poor
leadership . Value was seen in collaboration and in providing information on arts and culture offerings ,
though audiences believe both can be improved .
Many believe Beet Street does enhance the arts and culture offerings in Fort Collins
And most said this was our reason to exist . But most want to see our enhancement primarily through
collaborative efforts rather than Beet Street programming . Participants feel Beet Street should collaborate
on programming , perhaps with the exception of one or two signature events per year .
Beet Street's Potential
300 ■ Expanding/Improving
Offerings
250 ■ Creating Collaborative
Programs
200 Convening Arts &
Culture Groups
150 Developing Arts &
Culture as an Economic
Engine
100
50
0
No Minimal Neutral Moderate High
Potential Potential Potential Potential
Most agree Beet Street has tremendous potential
Opinions varied about what Beet Street should achieve , but most saw great opportunities for success . Most
said we have the potential to have a positive impact in programming , collaborating , convening , and
economic development . Participants were asked to assess the future potential for Beet Street in each of
these areas , and nearly half of all participants argue that Beet Street has high potential to have a positive
impact in all areas . There was no significant difference in opinion between the different audience groups .
Collaboration and convening were identified as more important than programming
In interviews and focus groups , audiences believed collaborating with arts groups and acting as a convener
of arts groups were more important than programming ( survey respondents did not prioritize these
options ) . Respondents strongly believe that Beet Street should not pursue any role or event that is not the
result of collaboration .
Programming should have broader appeal and increased access to events
Suggestions about programming with broader appeal were consistently voiced . Some respondents believe
Beet Street 's past activities have appealed primarily to the director 's taste or to the "elitists " in Fort
Collins rather than focusing on what the community " needs " and can support .
Supporting and promoting local arts and artists over bringing nationally recognized
performers
Respondents believe there needs to be more support for local artists and performers as well as an effort to
educate the public about local offerings .
Beet Street Strategic Plan zoio Beyond : : io
Activities Associated with Beet Street
18%
■ Artists
16% ■ Arts & Culture Orgs,
14% Community Members
12% Fort Collins-
Downtown
10% Fort Collins-
Not Downtown
8%
City Employee
6%
4%
2%
0%
Music Speakers Themed Science Info on Local
Series Cafe Arts & Culture
(13% Total) (7% Total) ( 16%Total) (3% Total) (61 % Tota1)
Most associate Beet Street primarily with information sharing
An overwhelming majority of respondents ( 61 % ) indicated they most associate Beet Street with
information about arts and culture in Fort Collins ( e . g . website and e - newsletter ) . These results can be
interpreted multiple ways . First , since respondents were asked to indicate which activity was most
associated with Beet Street , they may have been inclined to select information dissemination due to the
frequency in which they receive the re : Beet e - newsletter and ease of access to information on Beet Street 's
website . Second , these results may be interpreted to mean that the respondents view Beet Street as an
information source more than as a programmer of arts and culture events . A general lack of awareness of
Beet Street 's mission and the uncertainty many respondents expressed about attending a Beet Street event
may support the latter interpretation of these results .
Beet Street should lead in the development of a community calendar
Participants identified a concise and comprehensive community calendar of events as a pressing need . They
noted that while the primary benefit would be the ability to refer to one source for this information , it
would also help increase interest in and attendance for arts and culture events as well as provide retail
and lodging businesses with a way to inform patrons of local events , the lack of which was identified as a
considerable frustration for these business owners .
The foundation is set . Our goals are well - established . The needs of the arts and culture industry are clear .
And the community believes we can achieve our goals . Beet Street is ready to move forward with
concentrated focus on programming , economic development , and facilities .
ii : : Beet Street Strategic Plan 2. oio I7 Beyond
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The Beet Street Strate4y
Programming that draws people to downtown Fort Collins and
keeps them coming back .
Economic development that creates an environment
where arts and culture groups , artists ,
performers , and the creative class can grow
and thrive organically .
Facilities that give these activities a
home and support a growing and
thriving cultural and creative
scene . '
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ProAra m m i ng
The philosophy behir#lett Street programming assumes that the organization should
create high visibility , brand - building activities , focus on easy wins while controlling
costs , continue to build on what works , build "designed collaboration " with anchor
programmers and get the programming sc-hedule back on track with industry standard
planning timelines . In other words , we have to walk before we run . This programming
strategy represents that approach , as we work TOWARDS world - class experiences that are
high - impact , financially performing , collaborative , and that draw audiences into our
community .
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Beet Street 's role in programming :
Beet Street will create world - class experiences in Fort Collins through impactful , organically
developed programming by :
Creating high visibility, brand - building activities for Beet Street and Fort Collins
Partnering with effective local programmers
Developing high - impact , financially performing event models that are "only in Fort Collins ,
only with Beet Street " experiences
Building on what has worked in the past in terms of reach , impact , partnerships , and
experience
: : Developing program planning schedules with sufficient , industry - standard lead times
ioio ProyramminA Schedule
Science Cafe — monthly
Science Cafe connects the local scientific community with the general public to create a forum of
critical thinking and discussion . They are informal and accessible - much more interactive than
just a public lecture . The goal is to engage and educate broad audiences about the incredible
discoveries and research going on in our own community .
The first cafes , called Cafes Scientifiques , in the UK were held in Leeds in 1998 . From there , cafes
gradually spread across the globe . Currently , some 151 or so cafes meet regularly to hear
scientists , writers , and researchers talk about their work and discuss it with diverse audiences .
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Additional Cafe — monthly
Beet Street will develop an additional cafe to complement the existing Science Cafe program .
Quarterly Speaker Series
Beet Street is developing a quarterly , interactive speaker series designed to entertain your
brain . Scheduled to begin in Spring 2010 .
Old Town Square celebration — May 21 , 2010
Working with the Downtown Development Authority and the Downtown Business Association ,
Beet Street will help celebrate the 25th Anniversary of Old Town Square .
Streetmosphere ( see page 16 ) — June through October
Fort Collins is steeped in exceptional creative energy and talent . Starting in summer 2010 , you
can experience our unique artists , performers and entertainers on the street of downtown —
musical acts playing for passers - by ; jugglers and magicians entertaining children and parents
alike ; acting troupes highlighting the offerings of our local theatre companies ; comedians ,
dancers , storytellers , painters . . . the streets of downtown will come alive .
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Beet Street proudly presents Streetmosphere , a program that will transform summer weekends
on the streets of downtown Fort Collins into an outdoor performing arts scene . This free program
will showcase professional talent performing in multiple locations throughout downtown ,
offering an effective way to use arts , culture and creativity to provide a unique and memorable
experience .
FC - MOCA partnership — August through October
Beet Street will collaborate with the Fort Collins Museum of Contemporary Art to enhance the
William Morris exhibit , running from August to October, 2010 .
Homegrown Fort Collins — September
The 2nd Annual Homegrown Fort Collins is a celebration of the harvest season , particularly its
local contributions to our community and culture . The goal is to educate , celebrate , and enjoy
food with a focus on local . This month - long program will include educational , dining and chef
competition events .
Streetmosphere
While the Lincoln Center is closed from June 2010 through April 2011 , Beet Street has an
opportunity t o look to the streets as our facility . In 2010 Beet Street will create a
I/ streetmosp here " program that will provide seasonal outdoor auditioned , paid entertainment on
do performance , • d
We imagine multiple performers per day , through October .
Streetmosphere will be an effective way to use arts , culture and creativity to drive traffic
downtown . As the reputation grows , more people will come downtown regardless of anything
specific that 's happening . And once they ' re here , they ' ll dine , shop and go to our great local
concerts , theatre and dance productions . And , streetmosphere will be an effective way to reach
broad audiences of all b . simultaneously
Beet Street brand in the minds of our community members .
Aw
A look beyond 2010
Our 2010 programming schedule is a re - building year, significantly impacted by the Lincoln
Center closure . But our focus remains on working towards world - class experiences that are high
impact , financially performing , collaborative , and that draw audiences into our community . As we
look beyond 2010 , will focus on :
Developing new " anchor " programs that draw people from out - of- town
New educational and inspirational programs
New partnerships with arts groups and artists
New coordination and collaboration with other " anchor " programmers such as the DBA ,
Lincoln Center, CSU , PSD , and Bohemian Foundation
Remaining able to take advantage of new opportunities as they arise
What will these new anchor programs be ? What is our role in producing them ? What value can we
add ? How can we utilize our strengths , and the strengths of our partners ? These are all questions
to which we will develop answers in the coming years .
Beet Street Strategic Plan zoio & Beyond : : 16
Economic Development
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Programming is and will remain a key part of our strategy to bring people into Fort Collins from out of town , but
programming alone will not achieve our long - term goals — that will require professional development within the
arts industry , which is essentially an economic development role .
Local arts leaders are hungry for advocacy , shared marketing and calendars , long - term funding strategies and
business coaching . Beet Street is well positioned to provide leadership that will help arts groups , artists , and
the industry develop .
Beet Street 's role in economic development ,
Beet Street will provide opportunities for growing healthy , high quality programming partners in the local arts
community , and will be a champion for arts and culture in Fort Collins by :
Providing leadership to help arts groups , artists , and the arts , culture , and creative economy develop
Contributing to the creation of basic support , stability , and long - term funding for the industry
: : Measuring and communicating the economic impact of Beet Street and the broader arts community
2. 010 Economic Development Activities
1 . Lead development of vision and long - term funding strategy for the arts community
Convene local arts and culture professionals
Work closely with stakeholders and City staff to identify funding options and strategize preferences and
timelines for implementation
Develop and promote a specific long - term strategy for dedicated funding that works in conjunction with
City needs and goals
2 . Redesign website as arts web portal
Full re - design of Beet Street website and electronic newsletter
Improve resources for arts and culture industry and professionals
3 . Implement and market centralized calendar
Develop Beet Street website calendar as a comprehensive source for arts and culture events
Work with arts groups to provide calendar module for their websites
Market new Beet Street calendar as arts and culture portal
4 . Lead in the creation of professional development program for existing and emerging local arts
organizations and artists that provides incentives for success
Work with arts groups , donors , educational resources , and the business community to identify professional
development needs and easy - to - implement educational opportunities
Work with educational resources to develop a program and classes tailored specifically to the arts and
culture community and identified needs
5 . Measure the economic impact of Beet Street and the arts , culture , and creative economy in general , and
communicate our story to the broader community
Organize participation in national studies , including Americans for the Arts — Arts and Economic
Prosperity, and Western States Arts Federation — Creative Vitality Index
Undertake additional data collection and analysis to measure the impact of individual events , series and
organizations
Pull together all data sources and develop a report to the community that illustrates the economic impact
of the arts , key trends , and the impact of the broader creative economy
Beet Street Strategic Plan zoio Beyond : : 18
A look beyond 2010
These activities are long - term , multi - year investments in our arts community . As we
look beyond 2010 , we will focus on :
Implementation of an arts and culture - specific professional development program
Securing and implementing multiple dedicated revenue streams
Working as an industry to improve marketing , reach , and community attendance
Continuing to formalize and expand our incubator - style work for the industry
Telling our story to the community and making the case for why arts and culture
are vital to our economy , our quality of life , and our community 's future
i
Why Economic Development ? Because it works !
There are so many reasons for Beet Street to take on a more active economic development role . First and
foremost , it is vital to helping Beet Street accomplish our vision . But equally important , industry
development is proven to be effective . We need look no further than Denver 's development , primarily
through their Science & Cultural Facilities District ( SCFD ) :
Economic activity realted to culture was $ 1 . 7 billion in 2007
This represents a 19 % increase over 2005 , and 105 % over 1997
Of the $ 1 . 713 in economic activity in 2007 , $ 387M was new money from cultural tourism , capital
spending , and federal grants
Visits were $ 16 . 4M , 17 % more than in 2005 and more than 100 % over 1997
: : Access and exposure to the arts by school children increased 104 % from 1997
Tax collections from arts and culture were $ 21 . 31M in 2007 , 31 % more than 2005
Employment in culture was up 76 % from 1997
Denver experienced a 15 % increase in overall employment for the same period
In addition to the increase in jobs , payroll increased 49 % in the same period
SCFD returned $ 35 to the community for every dollar collected from the tax
Other examples that are closer comparisons to Fort Collins :
Santa Fe : Arts and culture are an $ 80M industry annually
Boulder : $ 19M annually
FC : $ 9M
We clearly have a lot of room for growth , and for greater economic impact for the Fort Collins Community .
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Facilities
The development of cultural facilities is vital to us meeting our mission . Though Beet Street is not currently
positioned to develop , operate , or manage facilities , we do think we can play an integral role in influencing the
conversations , and being a catalyst to the development of cultural facilities .
I
Beet Street 's role in facilities :
Beet Street will serve as a catalyst to the development of cultural facilities by :
Identifying opportunities for cultural facility development
Bringing together stakeholders and assisting with creative problem - solving
Encouraging implementation of a small - to - big development strategy for the City Cultural Facilities Plan
Advocating for additional facilities and infrastructure that impact the visitor experience downtown
2010 Facilities activities :
1 . Continue to explore and encourage existing options that fit the cultural facilities plan :
Formal indoor and informal outdoor spaces
Location , cost , and potential financial performance are key
2 . Continue to influence conversations about existing and / or new opportunities
A look beyond 2010 ,
Because facilities development is the least direct role for Beet Street , future opportunities , roles , and activities are
difficult to predict . We will continue to work to bring facilities our arts and culture industry needs to grow and
develop , and our community needs to become a nationally recognized arts and culture destination .
Beet Street Strategic Plan zoio Er Beyond : : zo
Financial Sustainability
Beet Street 's original model of attaining financial self- sufficiency through the amphitheatre ,
programming , and centralized ticketing has turned out to be a model that will not work in our
community at this time .
Beet Street will achieve financial sustainability by creating a diversity of funding sources ,
diversity of programmatic work , and the creation of new revenue streams that will solidify Beet
Street and the entire arts industry . Future revenue streams include :
Programming : We will need to create a profit from our programming in order to develop a
model of financial sustainability . But this will take time . We hope to bring online at least
one large - scale program with high profit potential by 2011 , but it probably will not profit in
the first year . It will likely take until 2012 to breakeven and 2013 to turn a profit .
Regional and national grants : We will apply a much greater focus to obtaining grants
from regional and national organizations , focusing on our economic development work as
our source for operational grants .
Donations : Donations represents a small portion of our intended revenue mix , in order to
not compete directly with arts and culture groups for funding from a finite pool of local
donors . However, we realize there is an opportunity to attract donations from individuals
who are particularly interested in the economic development work we are doing to make
the industry more sustainable , and from those who are interested in receiving the
enterprise zone tax credit .
Dedicated revenue streams : We must create dedicated revenue streams for the arts and
culture industry . SCFD , PID , PIF, endowment — what exactly they will be remains to be seen .
It depends on the political climate , and on the community . But identifying multiple streams
is vital , and working in conjunction with the City on funding vehicles and timing is
essential .
Continued public investment : As we work to bring the above revenue streams online , we
will reduce our dependency on DDA funding over time . However, we will structure these
asks to take their financial situation in 2012 into account , and will reduce our dependency
on DDA funding over time .
zi : : Beet Street Strategic Plan zoio Er Beyond
2010 Revenue Mix
Starting Balance (44%)
■ DDA Investment (42%)
Interest ( 1 %)
■ Programming Revenue (8%)
Grants (4%)
Donations 0 %)
Dedicated A & C Tax (0%)
Advertising Revenue (0%)
Endowment (0%)
2014 Revenue Mix Goal
Starting Balance (19%)
■ DDA Investment (29%)
Interest (1 %)
■ Programming Revenue (23%)
Grants (12%)
Donations (2%)
Dedicated A & C tax (12%)
Advertising Revenue (2%)
Endowment (0%)
Conclusion
When we started this process , the Beet Street Board asked staff to bring back an answer to the
question , " what is success ? " We believe this strategy provides a definitive answer to this question .
It is financial sustainability first of all — because we can ' t do anything without it . Beyond this , when
it comes to what we ' re going to DO in our community , it all comes back to our strategic assumptions
and guiding principles :
It is world - class programming , achieved through collaboration , and reaching all segments of our
community
It is impact and value for our downtown and our arts community by driving traffic from both
within and outside the community
It is developing arts and culture into an economic engine by providing stability , resources , and
incentives for the professional development of our arts community
It is leading Fort Collins to become a regionally and nationally recognized arts and culture center
and destination
This is the picture of success . And this strategy is the roadmap to achieving all of these
accomplishments . We cannot do it without all of these tools — programming , economic
development , and facilities . This strategy , and its level of success in reaching these ends , represents
the standards to which Beet Street staff expect to be held .
23 : : Beet Street Strategic Plan zoio Er Beyond
Only in Fort Collins . Only with Beet Street .
Appendix A
Acknowledgments
Thank you to the hundreds of community members who provided insights and ideas . Your inspiration
and support make the Beet Street strategy possible .
Beet Street Board of Directors Beet Street Programming Committee
Blue Hovatter
Executive Committee : Tom Campbell
Chair : Blue Hovatter Peggy Lyle
Vice Chair : Cheryl Zimlich ; Bohemian Foundation Kari Munson
Secretary / Treasurer : Jack Wolfe ; First National Bank Ryan Keiffer
At Large : Patty Spencer ; Realtec Commercial Real Beth Flowers
Estate Services Bruce Freestone
McCabe Callahan
Cheryl Zimlich
Board Members : Ty Sutton
Mary Atchison ; United Way of Larimer County
Chris Osborn ; First National Bank
Darin Atteberry ; City of Fort Collins Staff and Consultants ( paid and unpaid )
Lisa Poppaw ; City of Fort Collins Ryan Keiffer, Executive Director
Jim Clark ; Fort Collins Convention & Visitors Bureau Kari Munson
Bruce K . Freestone ; OpenStage Theatre & Company Kerri McDermid
Kim Jordan ; New Begium Brewery Shauna Hobson
Steve Taylor ; Front Range Restaurant Management Kathy Cardona
J . Patrick Moran ; J . P. Moran Design , Inc . Beth Flowers
Jerry Wilson , Ph . D . ; Poudre School District Dave Goodman
Cecily Miller
Beet Street Ad Hoc Finance Committee
Mike Freeman ; City of Fort Collins Special Thanks
Patty Spencer ; Realtec Commercial Real Estate Services Jill Stilwell , Ty Sutton , Marty Heffernan , Randy
David Zamzow ; CPA Hensley , Julie Sutter, Pam Gentile , Merry
Chris Osborn ; First National Bank Hummell , Vanessa Agee , Jim Franzen , Jennifer
Lisa Poppaw ; City of Fort Collins Kenline , A - Train Marketing Communications , and
Jim Clark ; Fort Collins Convention & Visitors Bureau The Neenan Company
Ryan Keiffer
Kathy Cardona
Beth Flowers
25 : : Beet Street Strategic Plan zoio & Beyond
Appendix B
Additional Resources
Regional and National Arts Organizations and Services
Americans for the Arts www . artsusa . org
Artsopolis www . artsopolisnetwork . com
Colorado Council on the Arts www . coloarts . state . co . us
National Assembly of State Arts Agencies www . nasaa - arts . org
Western States Arts Federation www . westaf. org
Best Practice Communities and Organizations
Asheville , NC www . exploreasheville . com
Colorado Springs , CO www . pikespeakartscouncil . org
www . coppercolo . org
Denver, CO www . denvercenter . org
Denver Scientific and Cultural District www . scfd . org
Grand Junction , CO www . gjarts . org
www . downtowngj . org
Santa Fe , NM www . santafeartsandculture . org
Best Practice Programming
South By Southwest www . sxsw . com
Oregon Shakespeare Festival www . orshakes . org
Chautauqua Institute www . ciweb . org
Conference on World Affairs www . colorado . edu / cwa
Facilities
Breckenridge Riverwalk Center www . townofbreckenridge . com
Chautauqua , NY www . ciweb . org
Gerald R . Ford Amphitheater www . vvf. org / vvf
Reston , VA www . restontowncenter . com
Warner Shelter Systems Limited www . wssl . com
Beet Street Strategic Plan zoio Beyond : : 2. 6
Only in Fort Collins . Only with Beet Street .
beeT
STReeT
FORT COLLINS , COLORADO
iq Old Town Square . Suite 2. 34 , Fort Collins . CO 80524 970 - 419 . 82- 40 : : beetstreet . or .�
BEET STREET STRATEGIC PLAN
February 9, 2010
Presented by Ryan Keiffer beeT ��
srReer '
INTRODUCTION
Purpose of Work Session :
• Developed to present Beet Street's newly revamped strategy for 2010
and beyond
• To gain feedback from City Council
Guidance Sought :
• Does City Council have any feedback regarding our new strategy
and direction ?
• Are the changes in the organization's direction and intended actions
in alignment with City Council goals?
• Is there additional information you would like Beet Street to provide?
• Are there other courses of action you would like us ��'
to consider? beeT ��
srReer 2
INTRODUCTION
Strategic Assumptions :
• Enhance our community's cultural offerings and
\ organizations
w Develop cooperative programming with existing
arts and culture organizations and assets
• Add to the economic vibrancy and development of
our downtown by building arts and culture as a
] - G unique economic engine
Lead Fort Collins to become a regionally and
nationally recognized arts and culture center and
destination
beer ��
sTReeT 3
INTRODUCTION what will it take to reach our goals?
'Ap !trove Beer
Streetbrand ECONOMIC DEVELOPMENT`'---,
NATIONALLY
RECOGNIZED
ARTS AND CULTURE
DESTINATION
1 r �
w s arts and culture n
enuenence• all gtWiumia rnyirrr
FACTIES
/ �
W �
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sTReeT 4
RESEARCH
Discovery results — general findings :
• As a whole, people do not have a favorable opinion of
Beet Street's past performance
• The majority of participants could not clearly
articulate Beet Street's purpose or provided value
• Many believe Beet Street does enhance the arts and
culture offerings in Fort Collins
• Most agree Beet Street has tremendous potential
beer ��
srReer � 5
RESEAso
RCH What will it take to reach our goals?
Beet Streees Potential
250
ISO Orw"AMAr
100
Non
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RESEARCH
@OriginalArtist
SURVEI � dTctfrights
1�
of the survey thought it was a waste of finie
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PROGRAMMING
Beet Street' s role in programming :
Beet Street will create world-class experiences in Fort Collins
through impactful, organically developed programming by:
•Creating high visibility, brand-building activities for Beet Street and
Fort Collins
• Developing high-impact, financially performing event models that are
"only in Fort Collins, only with Beet Street" experiences
• Building on what has worked in the past in terms of reach, impact,
partnerships, and experience
beer
srReer
PROGRAMMING STRATEGY
Streetmosphere :
t • Provide seasonal outdoor auditioned, paid
` qw_ entertainment on downtown streets — music,
IV performance, comedy, visual art creation,
V F family entertainment, etc.
1
* Multiple performers per day, June through
October
r ' •2010 activities : permitting, sponsorships,
auditions, scheduling, implementation
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sTReeT 9
PROGRAMMING
Beet Street' s activities for 2010 :
1 .Creation and implementation of Streetmosphere
2 .Old Town Square 25th Anniversary celebration
3 .Creation of collaborative FC-MOCA program
4. Expansion of Homegrown Fort Collins
5 .Continue Science Cafe
6.Create new monthly cafe
7. Design new quarterly speaker series
Vov
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sTReeT 10
PROGRAMMING STRATEGY
A look beyond 2010 :
• New "anchor" programs
* Educational / inspirational programs
* New collaborations with arts groups, artists,
businesses, and the community
*Take advantage of new opportunities as they
arise
r
od A
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OIL _ STReeT u
ECONOMIC DEVELOPMENT
STRATEGY For Fort Collins to be nationally
recognized arts and culture destination :
*Must create world-class experiences
1
*Must have financial stability
�' '.. Arts groups must escape survival
mode to reach their true potential
*Artists and creatives must make a living wage
■ We must be able to retain top talent
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sTReeT 12
ECONOMIC DEVELOPMENT STRATEGY
s Beet Street can begin providing leadership :
Collective visioning
• Collective strategy for funding
Beet Street can begin providing solutions :
• Centralized marketing
• Professional development assistance
• Establish incentives for improvements
Beet Street can lead in measuring
economic impact :
• Metrics model
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sTReeT 13
ECONOMIC DEVELOPMENT STRATEGY
Why is this the right role for Beet Street?
*Vital to helping Beet Street accomplish our vision
• Provides a strong role in economic development
*Vital to creating a sustainable financial model
• Provides leverage to encourage arts groups and artists to
develop professionally
*Compliments our continued evolution in programming
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sTReeT 14
ECONOMIC DEVELOPMENT STRATEGY
Why is this the right role for Beet Street?
Because it works !
Denver industry development/SCFD
•Economic activity related to culture was $ 1 .7 BILLION in 2007
■ 19% increase over 2005, 105% over 1997
•Tax collections were $21 . 3M in 2007, 31% more than 2005
•Employment up 76% from 1997
■ Denver experienced 15% increase overall
•Access and exposure to arts for school children
increased 104% from 1997 beer
STReeT is
FACILITIES
Beet Street' s role in facilities :
Beet Street will serve as a catalyst to the development of
cultural facilities by:
1 . Identifying opportunities for cultural facility development
2 . Bringing together stakeholders and assisting with creative
problem-solving
3 . Encouraging implementation of a small-to-big development
strategy for the City Cultural Facilities Plan
4.Advocating for additional facilities and infrastructure
that impact the visitor experience downtown _Vov
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STReeT 16
FACILITIES
Beet Street activities for 2010 :
1 . Continue to explore and encourage existing options
that fit the cultural facilities plan :
• Formal indoor and informal outdoor spaces
• Location, cost, and potential financial
performance are key
2 . Continue to influence conversations about
existing and/or new opportunities
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sTReeT 17
FINANCIAL SUSTAINABILITY
Financial sustainability philosophy:
1 . Diversify our revenue mix
2 .Access new revenues through economic development
work
3 .Create new revenue streams for Beet Street and for all
arts and culture groups
4.Justify continued investment
` ov
o,
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sTReeT 18
FINANCIAL SUSTAINABILITY
Revenue mix — 2010 :
Starting Balane (44%;
DDA I"w9rrert (1299)
Inmst (1%)
Pnspramming Lc nur f895,
Gams (4%)
\ Doations (1Y4
\ DMmtMAA (To ION
Pndwrnw (M) beeT '�
sTReeT 19
FINANCIAL SUSTAINABILITY
Future Revenue Streams :
* Diversify our revenue mix
• Programming: sponsorships, better financial performance
• Large revenue-generating programs
•Grants — regional and national
• Economic development work provides much greater access to
grants
• Donations
* Dedicated revenue streams : SCFD, PID, PIF, endowment?
•Continued investment : DDA?
beer
STReeT 20
1
FINANCIAL SUSTAINABILITY
Revenue mix — 2014:
SlartlrgBdartr (8911
DDA Ir rA mm (199k)
Interen (19Q
Pmgranming Revmue (:3%)
Dondism (216)
DEdic¢dk&C1aX(1ZW
hftMdrg Kw wV9q
■ Cndo fft:D%)
beeT ��
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sbong Beet
Streetbmm
ECONOMIC DEVELOPMENT
NATIONALLY
RECOGIWIZED
ARTS AND CULTURE
DESTRVATITNVATION
world dnv n.bm.d .WW,eoa
arPenentrs an eronomicengir,e /
l
1
,
FACILfl1E5 �!
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sTReeT 22
ATTACHMENT 3
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FORT coams.coi6RADO
Beet Street Events and Accomplishments
In Chronological Order,September 2007—July 2009
Sep 17,2007 Launch Event
Over 700 people attended this outdoor event in Civic Center park that featured a blessing from
Lakota spiritual leader David Swallow, dancing by the Fale West African Drum and Dance
Group, a talk by author John Villani, and music from Grammy Award winner Arturo Sandoval.
"Mike Burns, former Chamber of Commerce president, summed up the night in one word:
fabulous. 'Beet Street is pulling together the community to give Fort Collins a unique identity/
he said of the project that will add to the qualities that make Fort Collins a great place to live.
'This gives us something to talk about that's real and exciting."'—As reported by Cari Merrrill
for the Fort Collins Coloradoan, Sep. 20, 2007.
Jan'08-present Monthly Science Cafd series
This series has brought an international tradition to our own community, where the public can
openly engage in the evolving world of science.As the home of a well respected research
university, Fort Collins has the opportunity to further enrich its community in the sciences
through this event.Science Cafe is a free event held in a downtown restaurant every month,
and has generated a group of regular attendees and per-event attendance up to 83 people.
Topics have included clean energy, climate modeling, third world resource consumption, food
safety, hurricane forecasting, nano-technology, Front Range water supply, DNA, ethics in
animal research, and more.
Feb-Mar, 2008 Life on a Shoestring: Perspectives on Stepping out of Poverty
This series, lasting from Feb. 19—Mar. 23, 2008, revealed the truths about poverty not only in
the United States but in Fort Collins.Speakers Barbara Ehrenreich and Phil Devol helped bring
to the community an issue that was not often talked about and not yet experienced by every
member of the Fort Collins community.The series consisted of events which included
discussion panels at CSU, Open Stage Theatre performances of Nickel and Dimed, a 5K
Run/Walk fundraising event, and a collaboration with the Downtown Business Association's
Great Plates of Downtown.
The total number of participants in the Life on a Shoestring series was 4,838.This does not
include the several thousand guests who participated in the event via Great Plates of
Downtown.
Apr 26, 2008 Social Media
In April of 2008, in the midst of national social media frenzy, Beet Street brought events to Fort
Collins that highlighted storytelling and secrets. Fort Collins citizens were encouraged to create
,postcards sharing their personal thoughts and secrets, to be posted online.The head of the
project, Frank Warren, brought in almost 400 gusts to his lecture at the Lincoln Center on April
26, 2008. For this speaker, evaluations showed that a large portion of the audience came from
the Denver area; other significant areas were Colorado Springs, Laramie, WY, and Salt Lake
City, UT.
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 12
July 12, 2008 A Fort Collins Jazz Experience featuring Wynton Marsalis
Beet Street's participation in A Fort Collins Jazz Experience, in collaboration with the
Downtown Business Association, brought to fruition years of grassroots volunteer work by jazz
aficionados in our community. With the DBA leading the charge on the outdoor festival portion
of the event,which focused on highlighting local jazz talent on several stages throughout the
downtown, Beet Street provided the headline talent to make the event a regional draw.
Wynton Marsalis performed to a sold out audience of 1202 that included fans from all around
Colorado, as well as from Peoria,AZ, and Upland, CA.
Aug 22-24,2008 Peace Corps and Friends:A Celebration
Through specialized marketing, Beet Street was able to make this a national event. Guests
came into Fort Collins from not only Western and Rocky Mountain States, but from the
Midwest, New England, and Washington DC. Over 400 guests attended the three day event,
participating in discussion panels, lectures, and concerts.This was not just a celebration of the
National Peace Corps but of Fort Collins' history with the program. Out of town guests,
including hundreds of performing drummers throughout the Colorado region, experienced
Downtown Fort Collins through a parade of world flags and drum circle; and CSU's own Maury
Alberts was honored at this event as one of the original thinkers in the creation of the Peace
Corps.
Nov 9,2008 An Afternoon in Space
At the Lincoln Center,Youth Orchestra of the Rockies performed with Astronaut Commentary;
and the film "In the Shadow of the Moon"was presented with Astronaut introduction.This
was a successful collaboration that combined music, art, science, and film,while providing an
educational experience for children and their families. Because of a diverse audience and
successful family marketing strategy "An Afternoon in Space" drew in over 600 guests.
Dec '08-May'09 Launch of the Thought Leaders Series
Beet Street brings speakers who challenge their audience's thinking. Beet Street has hosted
talks by well recognized figures like former criminal Frank Abignale, gossip columnist Jeanette
Walls, movie director Morgan Spurlock and star Edward James Olmos, conservationist Jean-
Michel Cousteau, and controversial commentator Frank Sharry, among others. Eight Thought
Leaders have brought in almost 3,000 attendees, many drawing regional audiences.
Dec 13, 2008 How to Write a Hit Musical
For this event, Beet Street combined education with big name talent. Faye Greenberg, a
songwriter who has worked on the High School Musical and Cheetah Girls series, was brought
in to share her advice on writing music and the performance industry. Combined with CSU's
own Walt Jones and ASCAP Award winner David Wohl, this event offered an experience that
was not only educational but exciting.
Apr-May,'09 Finding Home Series
This month long program brought to light issues of immigration that had not previously been
addressed by the Fort Collins community.This series included a focus on the uniquely diverse
history of Fort Collins. Museum tours, guest speakers, and films series, among other events,
were appealing to the Latin American communities in Fort Collins as well as guests interested
in Fort Collins history.
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 13
Finding Home was also an example of Beet Street's ability to develop collaborations with a
broad and diverse set of our community's cultural assets. Events included performances by
IMPACT Dance Company, Open Stage Theatre, and Canyon Concert Ballet, tours at the Museo
de las Tres Colonias, talks by prominent figures in the immigration debate, and a "Heritage
Quilt," made possible through the Northside Aztlan Community Center, which travelled around
the city.The program also presented an edgy, controversial side of Beet Street. One event,
featuring speaker Mark Krikorian, brought 27 protestors to the Lincoln Center.
Beet Street also enhanced the Finding Home series by bringing in three nationally known
personalities to Fort Collins. Edward James Olmos, star actor most known for his roles in the
Miami Vice television series and his Academy Award nomination for Best Actor as Jaime
Escalante in Stand and Deliver, conducted a community outreach tour of the Museo de las Tres
Colonias before speaking to an audience of 464 at Lincoln Center. Controversial voice on
immigration reform Frank Sharry added to the community dialogue, while Grammy Award
winner and Playhouse Disney staple Dan Zanes and Friends brought their Nueva York! Family
Concert targeting our community's children.
June 5-6,2009 Imagination Fair
On June 5, 2009, citizens of Fort Collins gathered at Opera Galleria and Oak Street Plaza to
experience booths set up by Poudre School District, CSU, and the Fort Collins Museum and
Discovery Science Center. Performances throughout the night by IMPACT Dance enhanced the
experience of learning about Imagination through the eyes of the Fort Collins community. On
June 6, Beet Street brought Laurie Anderson's Burning Leaves concert to play to an audience of
548 at the Lincoln Center.
July 7-9,2009 A Fort Collins Jazz Experience
Continuing the previous year's successful collaboration with the Downtown Business
Association, Beet Street brought two headliners to the Lincoln Center, Ramsey Lewis Trio and
Al Jarreau, to enhance the outdoor downtown music festival featuring local jazz talent on
multiple stages.
September 25— Homegrown Fort Collins
October 4, 2009 Homegrown Fort Collins was a multi-week event designed to celebrate our community's
agricultural roots and culinary creativity, while also promoting the use of local agricultural
products and educating community members on how to do so.The series included self-guided
progressive dinners at downtown restaurants, a VIP chef's experience including a tour of the
downtown Farmers Market with a top Fort Collins chef and a meal later prepared by the chef,
a series of free cooking demonstrations and tastings focusing on the use of local seasonal food
items, and a chef's challenge featuring 6 chefs in 3 rounds going head-to-head using a specified
main ingredient, coupled with beer pairings from local breweries.
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 14
ATTACHMENT 4
beer
STReeT
FORT C&U-43.COLORA00
Beet Street vision statement— adopted January 2010
Our Purpose:
Beet Street exists as a catalyst to develop Fort Collins into a nationally recognized arts and culture center and
destination by distinguishing ourselves as an intellectually vital community that fosters, celebrates, and inspires human
creativity.
Beet Street believes in:
- Adding to the economic vibrancy and development of our downtown by building arts, culture, and creativity as a
unique economic engine
- Creating and encouraging innovative, broadly diverse programming and experiences that serve people of all
ages, backgrounds, and interests
- Enhancing, through partnership, coordination, and cultivation, the work of local cultural, art, recreational, and
educational producers
- Advocating for the development of cultural facilities and infrastructure that improves the visitor experience
downtown
- Leveraging Fort Collins' downtown built environment and unique mix of businesses to engage audience
members
- Celebrating and promoting the local creativity, innovation, and attributes that distinguish Fort Collins
- Demonstrating and encouraging active environmental stewardship as a critical component of Fort Collins'
cultural vitality
- Ensuring all our actions are in alignment with our vision, with our intention to create mutual benefit to all
stakeholders, and with our culture of hard work and fun
Our Mission:
By 2014, Beet Street will have fresh, impactful, year round programming that is identified by locals and out of town
attendees as among the best experiences of their lives. Fort Collins, and particularly downtown,will clearly feel alive,
visually stimulating, and engaging. Beet Street will provide resources and advocacy for growing a healthy, high quality
arts, culture, and creative industry in Fort Collins.
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 15
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FORI COLLINS,COLORADO
2010 Budget:
The following pages include the 2010 budget adopted by the Beet Street Board of Directors and approved by the DDA
Board of Directors, as well as an annual comparison for 2007—2010 and a multi-year projected budget for 2010-2014.
The notes below are referenced in the budget reports that follow.
2010 Full budget summary notes:
1. (Page 18&20) Our current projected carry-over to 2010 is—$530,000.This may change slightly depending on
timing of some expenditures.
2. (Page 18&20) Note that we have separated out expenses for programming and economic development from
the full budget so that we can more easily track these budgets.A detailed budget about each program, all
programs, and economic development activities are available if needed. Because we have not formally
developed full budgets for many of our programs, including Streetmosphere, Homegrown Fort Collins, the Old
Town Square anniversary celebration, and FC-MOCA, the numbers for budgeted revenues and expenses may
fluctuate significantly. As our control measure, we will be focusing on the "net profit/loss" for each program,
and for programming in general, to measure our success in meeting our budget.
3. (Page 18&20)The DDA had earmarked $1M for Beet Street in 2010, as had been the annual average investment
level for the previous 3 years, but we reduced our ask to$500,000.This amount was approved by the DDA
Board of Directors for 2010. It is our hope that we can ask the DDA for a multi-year ask of$500,000 per year for
an additional three years in the 2011-2013 budget cycles. Continued subsidy will be needed to bridge the gap to
some of the longer term funding streams, including a dedicated arts and culture tax and an endowment.
4. (Page 18&20)The grants number represented here includes grant goals for general operating($25,000) and a
community study for exploring different dedicated revenue'strategies ($26,500—note that we will not
undertake the community study unless outside funds can be raised for this purpose).This does not represent
the full amount of money we anticipate raising from outside sources: additional fundraising numbers, including
sponsorships, etc., are represented in "programming revenue" ($78,615).
5. (Page 18&20) Donations from individuals will not be a major focus of our fundraising strategy, but we do expect
to bring some in for donors particularly interested in our economic development work, and for enterprise zone
donations.
6. (Page 18&19)The Beet Street personnel budget for 2010 is—$366,000 compared to$551,000 in the 2009
budget, representing a 33% reduction in budgeted costs.
• Note: we compare the 2010 budget to the 2009 budget, rather than comparing it to 2009 actual,
because the 2009 actual does not represent normal operations for the organization—the Executive
Director post was vacant for 5 months, and programming was cut back due to this change in
staffing. By comparing budget-to-budget, we can better reflect the changes in the 2010 strategy vs.
previous years.
7. (Page 18&19) "Contractual Services" is a category that is carried over from the City's reporting system. Details
can be reviewed in the "annual comparison" spreadsheet included in this packet; the major expense categories
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 16
include: computer/support services, legal services, consulting services, marketing (general organization and
branding), and rent.
8. (Page 18&20) "Commodities" is a category that is carried over from the City's reporting system. Details can be
reviewed in the "annual comparison" spreadsheet included in this packet.
9. (Page 18&20)We are projecting total expenses at$878,000 compared to$1.48M in the 2009 budget,
representing a 41% reduction. Most savings come from staffing and programming.
Annual comparison notes:
10. (Page 19&20) Reporting has been changed to reflect these numbers in the individual program budgets rather
than as a line item expense.
11. (Page 19) Budgeted amount left on this line includes general marketing: calendar development, calendar
marketing, and misc. branding; it does not include marketing for programs
12. (Page 20)Contingency set at 5%as a new practice
13. (Page 19&20)We cannot anticipate how much of the $10,000 in general donations and additional contributions
to individual programs will be processed through the enterprise zone program, so for now, we have categorized
$35,000 as Enterprise Zone contributions in order to ensure our budget includes enough on the expense side to
cover the 3%enterprise zone fees from the County.
Multi-year projection notes:
14. (Page 21) Because exact programming revenues and expenses are difficult to predict, we are basing our multi-
year budgets in all scenarios on net gain/loss,which can be viewed separately at the bottom of each budget.
This projection assumes programming will break even in 2012
15. (Page 21) Modest advertising revenue growth from centralized calendar, with a cap at$25,000 per year
16. (Page 21)Assumes$500,000 DDA investment in 2010—2013 (4 years), with a reduced investment of$350,000
as a placeholder in 2014
17. (Page 21) Grants in 2010 include$26,500 program-specific dollars for which expenses will not be incurred unless
money is raised to cover them (these expenses are represented in the economic development expense category
below), and $25,000 in operations grants; future years document operations grants only
18. (Page 21)Assumes a dedicated arts and culture tax or other revenue vehicle—e.g., an SCFD—is passed or
brought online in 2012
19. (Page 21)We have maintained a placeholder in the multi-year budget to show the intention to raise an arts and
culture endowment to benefit all arts and culture groups in Fort Collins, but the expectation is that it will take
longer than 5 years to complete a capital campaign
20. (Page 21)All expense categories in this projection, other than programming expenses(see note 14),
contingency, and marketing(see note 21), are calculated at an annual 6%growth rate
21. (Page 21) Marketing is higher in 2010 due to the costs to develop and implement the centralized calendar;
future annual costs cover only the marketing of the calendar and general branding of Beet Street(individual
program marketing included in "programming expenses"), which will be more intense in 2011 than in 2012 in
order to establish the brand
City Council Work Session-Beet Street update attachments B-F-February 9,2010-Page 17
ATTACHMENT 5
BEET STREET
• Statement of Activities
FULL BUDGET SUMMARY
For Budget - 2010
REVENUES 2010 Notes: Notes found in
starting balance $530,373 Note 1 Attachment 4
Interest $13,770
Programming revenue $95,500 Note 2
DDA subsidy $500,000 Note 3
Grants- non-programming $51,500 Note 4
Donations- individuals $10,000 Note 5
Total $1,201,143
EXPENSES
Programming Expenses -$159,000 Note 2
Economic Development -$51,000 Note 2
Personnel -$366,232 Note 6
Contractual Services -$242,064 Note 7
Commodities -$18,448 Note 8
Contingency(5%) -$41,837
• Total -$878,581 Note 9
Cumulative fund balance $322,562
PROGRAMMING (incl.above)
Revenue $95,500
Expense -$159,000
Total -$63,500 Note 2
•
City Council Work Session-Beet Street update attachments 2-6-February 9,2010-Page 18
Beet Street FY Beet Street FY Beet Street FY Beet Street FY Beet Street FY Beet Street FY
'07 108 '08 109 109 110 Notes
Category Actual Budget Actual Budget Forecast Budget
Personnel Services
1 Salaries $198,783 $394,482 $378,713 $443,372 $225,379 $281,542
2 Employee Group Life $436 $1,373 $1,074 $1,214 $458 $887
3 Unemployment Comp $348 $1,184 $1,334 $918 $1,211 $1,158
4 Employee health-insurance $17,755 $50,820 $36,075 $57,154 $29,484 $50,090
5 FICA $2,792 $5,898 $6,305 $8,427 $5,651 $4,308
6 ICMA $13,572 $31,391 $31,492 $33,372 $13,634 $22,463
7 Dental Insurance $1,111 $3,300 $2,879 $3,624 $1.954 $3,256
8 Long-term Disability $903 $3,906 $2,573 $3,427 $1,291 $2,528
9 Termination Pay $0 $0 $3.568 $0 $16,210 $0
10 $235,699 $492,353 $464,013 $551.008 $295272 $366,232 Note 6
Contractual Services Note 7
11 Telephone $3,615 $5,700 $7,391 $11,220 $5,404 $4,344
12 Postage $1,222 $12,000 $6,114 $8,420 $1,688 $1,380
13 Contractual Labor $0 $0 $23,528 $21,346 $18,982 $0
14 Liability Ins Premium $2,052 $11,000 $15,163 $13,603 $5,234 $6,714
15 Interview&Moving Expense $3,633 $7,000 $0 $10.000 $0 $0
16 Mileage $456 $2,600 $874 $1,228 $281 $320
17 Copy and Reproduction $2.171 $30,000 $29,235 $36,040 $10.450 $0 Note 10
18 Computer Support Services $7,244 $5,330 $60,195 $72,868 $43.268 $36,930
19 Copier Maintenance $1,194 $1,200 $2,888 $4,500 $4,574 $4,302
20 Enterprise Zone $0 $0 $251 $300 $348 $1,050 Note 13
21 Conference $9,239 $25.000 $4,449 $1,200 $381 $500
22 Legal Services $5,025 $12.000 $10.427 $10,200 $16.088 $16,200
23 Volunteer Management $0 $3,500 $495 $1,500 $365 $0
24 Janitorial Services $1,063 $2,000 $3,144 $500 $198 $240
25 Consulting Services $61,124 $107,430 $58,425 $71,620 $72,046 $49,500
26 Marketing $110,906 $261.184 $202,316 $134,900 $248,002 $81,140 Note 10&11
27 Investment Services $0 $500 $282 $300 $300 $300
28 Rent $9,415 $12,300 $17,885 $28,021 $27,192 $17.400
29 Dues/Subscriptions $3,568 $3,755 $4,000 $3,105 $659 $2.100
30 Artist and Musician Fee $0 $200,000 $177,047 $377,540 $230,493 $0 Note 10
31 Other Contractual $12,954 $50,000 $41,944 $26,355 $24,736 $12,400
32 Meals $4,332 $8,448 $7,768 $23.300 $6,159 $7,244
33 Other Rent $0 $0 $16.737 $17,550 $15.800 $0
34 Security Services $836 $5,000 $852 $800 $321 $0 Note 10
35 $240,050 $765,947 $691,409 $876,416 $732,969 $242,064
City Counci�j Session-Beet Street update attachments 2-6-February 9,2010-Page 19 f ��
• • •
Beet Street FY Beet Street FY Beet Street FY Beet Street FY Beet Street FY Beet Street FY
'07 108 108 109 109 '10 Notes
Category Actual Budget Actual Budget Forecast Budget
Commodities Note 8
36 Office Supplies $7,109 $8,600 $16.643 $14,640 $5,953 $6,500
37 Food and Related Supplies $375 $400 $390 $384 $5,216 $600
38 Other Commodities $23,334 $21,500 $18.278 $15,174 $25,626 $7,248
39 Computer Hardware $5,865 $1,200 $0 $400 $5,705 $4.000
40 Improvements $0 $10,000 $0 $0 $0 $0
41 E-Mail Charges $0 $0 $84 $84 $84 $100
42 $36,683 $41,700 $35,395 $30,682 $42,584 $18,448
Other
43 Contingency $0 $0 $0 $30,229 $20,000 $41,837 Note 12
44 $0 $0 $0 $30,229 $20,000 $41,837
45 Programming Expenses $159,000 Note 2&10
46 Economic Development $51,000 Note 2W0
47 $210.000
48 Totals $512,432 $1,300,000 $1,190,817 $1,488,835 $1,090,824 $878,581 Note 9
Revenues
49 Interest Earnings-Total $7.408 $25,000 $17,937 $13,770
50 Enterprise Zone $5,000 $10,650 $10,000 $850 $35.000 Note 13
51 Funding from DDA $737,753 $1,300,000 $1,300,000 $962,247 $962,247 $500,000 Nate 3
52 Undesignated reserves $110,404 $25,188
53 Ticket Sales $127,294 $303,684 $67,705 $95,500 Nate 2
54 Contributions and Sponsorships $70,502 $77,500 $16.900 $26,500 Note 4&5
55 $742,753 $1.300,000 $1,516.055 $1,488,835 $1,090,827 $670,770
56 YTD Reserves $230,321 $0 $325.237 $0 $0
57 Designated Reserves $5,000 $2.500 $0
58 Balance-undesignated reserves $225,321 $0 $322,737 $0 $0
59 Cummulative Fund Balance $230,321 $555.568 $445,154 $530,373 $322,562 Note 1
60 Designated $5,000 $7.500 $7,500 $0
61 5%Required $25,622 $42,581 $46,568 $43,929
62 Undesignated $199.699 $506,477 $476,305 $278,633
City Council Work Session-Beet Street update attachments 2-6-February 9,2011-Page 211
Beet Street multi-year financial scenario
Notes:
REVENUES 2010 2011 2012 2013 2014
starting balance $530,373 $322,562 $181,156 $122,654 $231,157
Interest $13,770 $9,677 $5,435 $4,906 $11,558
Programming revenue $95,500 $140,000 $190,000 $230,000 $275,000 Note 14
Advertising revenue $0 $10,000 $25,000 $25,000 $25,000 Note 15
DDA subsidy $500,000 $500,000 $500,000 $500,000 $350,000 Note 16
Grants $51,500 $50,000 $100,000 $125,000 $150,000 Note 17
Donations $10,000 $15,000 $20,000 $25,000 $25,000
Dedicated A&C tax $0 $0 $0 $150,000 $150,000 Note 18
Endowment $0 $0 $0 $0 $0 Note 19
Total $1,201,143 $1,047,239 $1,021,591 $1,182,560 $1,217,714
EXPENSES Note 20
Programming Expenses -$159,000 -$170,000 -$190,000 -$200,000 -$225,000 Note 14
Economic Development -$51,000 -$26,500 -$28,090 -$29,775 -$31,562 Note 17
Staffing -$366,232 -$388,206 -$411,498 -$436,188 -$462,359
Marketing misc. -$81,140 -$50,000 -$25,000 -$26,500 -$28,090 Note 21
Overhead -$179,372 -$190,134 -$201,542 -$213,635 -$226,453
Contingency (5%) -$41,837 -$41,242 -$42,807 -$45,305 -$48,673
Total -$878,581 -$866,082 -$898,937 -$951,403 -$1,022,138
Fund balance $322,562 $181,156 $122,654 $231,157 $195,577
PROGRAMMING Note 14
Revenue $95,500 $140,000 $190,000 $230,000 $275,000
Expense -$159,000 -$170,000 -$190,000 -$200,000 -$225,000
Total -$63,500 -$30,000 $0 $30,000 $50,000
J
City Council Work Session-Beet Street update attachments 2-6-February 9, 2010-Page 21
ATTACHMENT 6
beer
STReeT
FORT COLUN9,COLORADO
Beet Street Board and Staff Roster
Board Chair Blue Hovatter
Vice Chair Cheryl Zimlich
Bohemian Foundation
Secretary/ Jack Wolfe (DDA Board Past Chair)
Treasurer First National Bank
Past Chair Patty Spencer(DDA Board Chair)
Realtec
Board Mary Atchison J. Patrick Moran
members: United Way of Larimer County JP Moran Design
Darin Atteberry Chris Osborn
City of Fort Collins First National Bank
McCabe Callahan (DDA Board member) Lisa Poppaw (Council appointed)
Mugs Coffee Lounge City of Fort Collins—City Council
Bruce Freestone Steve Taylor
Openstage Theatre&Company Front Range Restaurant Management
Kim Jordan Jerry Wilson
New Belgium Brewing Poudre School District
Staff Ryan Keiffer Shauna Hobson
Executive Director/Executive Producer Office Manger
Beth Flowers Kathy Cardona (shared position with DDA)
Project Director/Senior Producer Financial Coordinator
Kari Munson
Producer