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HomeMy WebLinkAboutRESPONSE - RFP - P1040 CULTURAL FACILITIES PLANPFEIFFER m IPTHERS ARCHITECTS PC architecture . Interiors > planning INTERVIEW AGENDA CULTURAL FACILITIES PLAN Fort Collins, Colorado Date: Wednesday, October 11, 2006 Time: 2:30 — 3:30 PM Location: Conference Room 2D Municipal Building 215 N. Mason Street Representing Pfeiffer Partners Team Norman Pfeiffer, A Jean Marie Gath, Principal Director of Cultural Planning and Programming Stephen Johnsonn,, AIA Duncan Webb, President Webb Management Services William Murrray,ay, AIA Jean Marie Bruce Hendee, President BHA Design David Saviola, AIA Stephen Epstein I. Introduction and Overview JG Sharon Lasoff Murphy A. Understanding the Assignment B. Team Members and Their Responsibility C. Relevant Project Experience II. Approach to the Project A. Phase One: Needs Assessment B. Refinement of Priorities C. Business Planning and Fund -Raising III. Questions and Answers DW JG/BH DW DWIJGIBH F-1ll ■ 224 CENTRE STREET . 5TH FLOOR . NEW YORK, HEW YORK 10013 T 212.625,3911 . F 212. 625.3306 . www.pbdlerpabers.can 811 WEST 7TH STREET . 7TH FLOOR . LOS ANGELES, CALIFORNIA 90017 .: T 213.624.2775 . F 213. 895.0923 i� RJtI'�cTTlt PROJECT DIRECTOR +AtfiIimiora Associate Member, AIA, NYC Chapter Member, Institute for Urban Design Member, American Planning Association Member, Society of Campus and University Planners Board Member, Fundacion Amistad Former Adjunct Professor, USC Lusk Center for Real Estate Development Ftll!§;.ii oo PFEIFFER PARTNERS Jean Marie Gath is a Principal with Pfeiffer Partners, directing the firm's programming, cultural planning, urban design, and educational efforts. Her particular focus over the past 25 years has been in the planning and design of cultural facilities. Her project experience includes cultural facilities plans for cities and cultural districts, performing arts centers, arts facilities, and museums. Ms. Gath is also a skilled facilitator and consensus builder —working with institutions, communities, arts organizations, and private clients to develop projects that are both visionary, yet fiscally responsible and can be readily implemented. She recently authored a chapter on "Campus Cultural Facilities" for the book Building Type Basics for College and University Facilities, published by John Wiley & Sons, Inc. which focuses on the planning, design, and technical criteria for both visual and performing arts spaces. • City of West Hollywood, Cultural Facilities Study, West Hollywood, CA • City of Fort Collins/Colorado State University Performing Arts Center Feasibility Study, Fort Collins, CO • Cary Town Center Civic & Cultural Arts Study, Cary, NC • Salt Lake City Cultural Plan, Salt Lake City, UT • Center for Culture and Creativity, Salt Lake City, UT Masters O/C in City and Regional Planning • New Haven Cultural District, New Haven, CT Pratt Institute, Brooklyn, New York • Reno Arts & Cultural District, Arts Facility Feasibility Study and Master Plan, Reno NV Bachelor of Science • Dallas Cultural Facilities Master Plan, Dallas, TX State University of New York at New Paltz • Columbus Cultural Education District, Comprehensive Master Plan, Columbus, OH • Nashville 5th Avenue of the Arts Master Plan, Nashville, TN • Fox Theater Feasibility Anonlysis and Master Plan for Rehabilitation, Oakland, CA • Greenwich Street Redevelopment Plan, New York, NY • Texas State University -San Marcos, Fine Arts & Communication Center Feasibility Study, San Marcos, TX • Cabrillo College, Performing Arts Center Feasibility Study, Aptos, CA • California State University -Monterey Bay, Festival Center Planning Services, Seaside, CA • Western Kentucky University/SkyPAC Performing Arts Center Feasibility Study, Bowling Green, KY • California State University -Fullerton, Performing Arts Center, Fullerton, CA PFEIFFER PARTNERS Qualifications Steven Stainbrook, an alumnus of the Harvard Graduate School of Design, brings 10 years of diverse urban design and planning experience. After leaving Hardy Holzman Pfeiffer Associates (a three- year tenure) to relocate to the Philadelphia area, he recently returned to serve as Senior Planner and Urban Designer for Pfeiffer Partners. Mr. Stainbrook, an Associate with Pfeiffer Partners, has an Steven 1({a I I11)FQOI(. A�C uncompromising passion for design excellence at every level. Trained both as an architect and urban designer, he is readily able to meld issues between a city and building scale. His experience in large SENIOR PLANNER scale planning along with his background in programming provides a broad reservoir of knowledge. Affiliations Mr. Stainbrook's professional experience with Pfeiffer Partners and elsewhere (*) includes: Member, American Planning Association Associate Member, American Institute of Architects Select Experience Adjunct Professor of Architecture, - Cary Town Center Civic & Cultural Arts Study, Cary, NC Drexel University ' Salt Lake City Cultural Master Plan, Salt Lake City, UT • New Haven Arts and Entertainment Master Plan, New Haven, CT Education - Center for Culture and Creativity, Salt Lake City, UT Masters of Architecture in Urban Design, Harvard - Columbus College of Art and Design Master Plan, Columbus, OH • Economic Development Corporation Far Rockaway Redevelopment Plan, New York, NY University, Boston, MA Bachelor of Architecture, Ball State University, Muncie, - Mercy College ,Campus Master Plan, Dobbs Ferry, NY - Washington & Lee University, Leyburn Library Feasibility Study, Lexington, VA IN Bachelor of Science in Environmental Design, Ball '*Northwestern University Linkages Master Plan, Evanston, IL '*MiaoCheng New Town and Campus Master Plan, North Beijing, China State University, Muncie, IN -*Center City Neighborhood Master Plan, Philadelphia, PA .*Arcadia University and Glenside Downtown Plan, Glenside, PA **West Powelton Neighborhood and Commercial Master Plan, Philadelphia, PA •*MiaoCheng Education and Cultural District Plan, North Beijing, China .*Lake Nona Technology Campus and Town Center Master Plan, Orlando, FL -*Transit Village Master Plan, Matawan, NJ -*Arts High School Feasibility Study, Camden, NJ .*Downtown Improvement District Master Plan, Erie, PA .*New Haven Arts and Residential Master Plan, New Haven, CT -*Oyster Bay Strategic Revitalization Plan, Oyster Bay, NY WLBB MANAGEMENT SERVICES As the founder of Webb Management Services, Duncan M. Webb has provided management consulting services for more than 125 projects. Recent assignments include a facility master plan for the City of Chicago; a feasibility study for a performing arts center in Lexington, South Carolina; a !L business plan for a new children's theatre in Florida; a management review and strategic plan for l M1J; f ; i ? ;M!; the Merriweather Post Pavilion in Columbia, Maryland; and a renovation study and cultural district CULTURAL PLANNING CONSULTANT plan for Proctor's Theatre in Schenectady, New York. In 1989, he joined Theatre Projects Consultants as a management consultant, writing feasibility studies for a range of cultural facilities. He then L t11ir3trnet spent two additional years at AMS Planning and Research, doing similar work before starting Webb M.A., Business Administration, University of Toronto Management Services in March 1997. A Certified Management Consultant (CMC), Mr. Webb is B.A., Economics, University of Western Ontario an active speaker and published writer on arts management and the development, operation and financing of cultural facilities. Certified Management Consultant (CMC) • City of West Hollywood, Cultural Facilities Study, West Hollywood, CA • Town of Cary - Town Center Civic & Cultural Arts Study, Cary INC • Reno is Artown Feasibility Study, Reno, NV • Southern Kentucky Performing Arts Center, Bowling Green, KY • Center for Culture and Creativity, Salt Lake City, UT • Sun Valley Cultural Facilities Feasibility Study, Sun Valley, ID • Lone Tree Cultural and Civic Center Feasibility Study, Lone Tree, CO • Latino Cultural Center Needs Assessment, Chicago, IL • Gateway Cultural District Plan, Salt Lake City, UT • Loisaida Cultural Complex Needs Assessment and Market Study, New York, NY • City of Adventura Cultural Facilities Needs Assessment, Adventura, FL • Town of Herndon Community Cultural Arts Center Feasibility Study, Herndon, VA • Chester Arts and Cultural Center Feasibility Study, Chester, VA • Quad Cities Community Art Center Needs Assessment, Muscatine, IA • Centerville Arts Facilities Feasibility Study, Centerville, OH • The Doolittle Theater Operating Plan, Hollywood, CA • Friends of the Western Communities Arts Center Feasibility Study, Wellington, FL n 0 WEBB MANAGEMENT SERVICES 0 n Qualifications Sarah Jaycox, who joined Webb Management Services in May 2001, works as project manager and O senior consultant on o variety of projects. Examples of her project experience include a feasibility study for new multi -purpose facilities in Lone Tree, Colorado; a Strategic Plan for the Florida Grand 0 Opera; and a use plan for an historic manor in New Rochelle, New York. Her professional expertise 0 �'a r a h M. laycox and interests include facilitating arts education, children's theatre, and cultivating young arts CULTURAL PLANNING CONSULTANT audiences. Education Before joining the firm, Sarah toured with the National Theatre for Children based out of 4 M.A., Theater & Arts Administration, Northwestern Minneapolis, Minnesota as an educator and actor. Prior to that, she completed an in-depth analysis University, Chicago, IL of the audience history, geographic area and target market for the Organic Theater in Evanston, Illinois. Ms. Jaycox has worked as a director, writer, actor, teacher, and manager of theatre. Before B.A., English and Creative Writing, Colgate University, New York returning to school, Jaycox worked for Simon & Schuster, a large New York City publishing firm. Working in the financial and business management office, she developed and maintained profit and 4 loss statements, author contracts, financial and employee records. Select Experience 4 • City of West Hollywood, Cultural Assessment Study, West Hollywood, CA 0 • Town of Cary - Town Center Civic & Cultural Arts Study, Cary NC • Reno is Artown Feasibility Study, Reno, NV • Southern Kentucky Performing Arts Center, Bowling Green, KY • Sun Valley Cultural Facilities Feasibility Study, Sun Valley, ID • Lone Tree Cultural and Civic Center Feasibility Study, Lone Tree, CO Q • Gateway Cultural District Plan, Salt Lake City, UT Q • Town of Herndon Community Cultural Arts Center Feasibility Study, Herndon, VA • Quad Cities Community Art Center Needs Assessment, Muscatine, IA • BAM Local Development Corporation Economic Impact Analysis, Brooklyn, NY • New Haven Cultural Facilities Master Plan, New Haven, CT • Downtown Chicago Theater Development Plan, Chicago, IL 0 BHA DESIGN 6, i..�i. l�iS J'i I i tie, M l Cl(1`... LANDSCAPE ARCHITECT/PLANNER Mr. Hendee is the President of BHA Design. He has extensive practice as a landscape architect and planner. He has organized and managed a wide variety of planning, urban design, and landscape Aflillatlo < architecture projects over the last 20 years. Mr. Hendee has worked on numerous occasions with the Member, American Society of Landscape Architects public and often is called upon to develop design solutions that meet the needs of divergent interests. Board of Directors, Lincoln Center The following is a list of relevant projects with which he has been involved: Etlticalicm B.A., Magna Cum Laude, Metro State College "'i°"r fxyti>riru�e Masters in Landscape Architecture (MLA) University - Downtown River District Master Plan, Old Town Fort Collins, CO of Colorado • Fort Collins City Office Building, Downtown Fort Collins, CO • Fort Collins Downtown Streetscapes, 1993 to present, Fort Collins, CO Ret iyfi tEiti#i • Lincoln Center Sculpture Gardens, Fort Collins, CO Landscape Architect, State of Wyoming • Imagine Fort Collins, Chair of Cultural Arts ballot initiative in Fort Collins, CO Landscape Architect, State of Kansas • Laramie Downtown Plan, Laramie, WY Landscape Architect, State of North Dakota • Mawson Block, Downtown Fort Collins, CO • Windsor Downtown Plan, Windsor, CO • Johnstown Downtown Plan, Johnstown, CO • Main Street Master Plan, Walden, CO • Aurora Municipal Center, Aurora, CO • The Ranch / Lorimer County Events Center, Loveland, CO ' • Remax International World Headquarters, Denver, CO • Medical Center of the Rockies, Fort Collins, CO Roger B Sherman, ASLA LANDSCAPE ARCHITECT/PLANNER Affiliations Member, American Society of Landscape Architects, 1993 Member, Art in Public Places Board Member, Fort Collins, Colorado, 1997 to 2005 Habitat for Humanity, Somata, Nicaragua & Fort Collins Education BSLA, Landscape Architecture, Colorado State University Registration Registered Landscape Architect, State of Wyoming BHA DESIGN Qualifications Roger Sherman is a Partner and Landscape Architect at BHA Design. To each project Roger brings experience in master planning, conceptual and detailed design, documentation and implementation. He enjoys refining design ideas, brainstorming with clients spontaneously, working with the public and observing construction on -site. The following is a list of relevant projects with which he has been involved: Select Experience • Fort Collins City Office Building, Fort Collins, CO • Downtown Transit Center, Fort Collins, CO • College Avenue Streetscape Improvements, Old Town Fort Collins, CO • Linden Street Improvements, Old Town Fort Collins, CO • Tenney Court Pedestrian Improvements, Old Town Fort Collins, CO • Mawson Block, Old Town Fort Collins, CO • Lincoln Avenue Pedestrian Enhancements, Loveland, CO • Mountain Avenue Mixed Use, Fort Collins, CO • Lincoln Place, Downtown Loveland, CO • LSI Logic, a 14-acre corporate office facility in Fort Collins, CO • ConAgra Beef Company World Headquarters, Greeley, CO • Factual Data Corporate Campus, Loveland, CO • Fossil Creek Community Park, Fort Collins, CO • Spring Canyon Community Park, Fort Collins, CO BHA DESIGN _!I;. tki'titi ;"il t` "s�i�•;tltit;;ill Jl+:.. GRAPHICS Eric Howard has been working in the design profession for nine years. He specializes in renderings and graphic design at BHA, and is proficient in numerous computer graphics applications including Atli! 4ntlow- Photoshop and SketchUp. Familiar with all phases of the design process, he has been involved with American Society of Landscape Architects numerous projects of diverse type and scale across the country. American Society of Architectural Illustrators The following projects represent landscape and planning projects with which Eric has been involved 0111call1w at BHA Design and elsewhere: Masters Degree in Landscape Architecture, Utah State University `,Plkna f. XClfFil'IiC; 4'. Bachelor of Fine Arts, Brigham Young University, • Beet Street Image Development, Fort Collins, CO Interior Design • City of Fort Collins Downtown and River District Master Planning, Fort Collins, CO • Weld County Libraries, Erie, CO • Oxbow Theater, Fort Collins, CO • Oakridge Senior Campus, Fort Collins, CO • Medical Center of the Rockies, Loveland, CO • Folsom Tavern and American Independence Museum, Exeter, NH • Spring Canyon Community Park, Fort Collins, CO • Kensington Park, Kensington, NH • Good Shepherd Rehabilitation Hospital, Allentown, PA • Portsmouth Hilton, Portsmouth, NH • High Plains Preserve Residential Community, Loveland, CO • Burr Oak Office Building, Fort Collins, CO • Oak Street Plaza, Fort Collins, CO • Oxbow Levee, Fort Collins, CO • Tidewater Farms Horse Farm, Dover, NH • The Huntington at Nashua Retirement Community, Nashua, NH No Text �'L BAN` PROJECTS t,Illtljl Ao Plamtll)L `_Se1v1Ce Pfeiffer Partners has established itself as a leader in cultural planning by assisting numerous cities, communities, arts organizations and related commercial developers in exploring opportunities for new or renovated facilities to meet their programmatic needs. Whether it is in the visual and performing arts, the entertainment industry, or in the educational field, we have witnessed the tremendous positive benefits cultural planning brings on community Salt Lake City Cultural Gateway Plan development and economic revitalization As planners and architects, the cornerstone of our practice has been facilities for public use. The majority of our commissions throughout the firm's 39 years has involved conceptualizing, designing and constructing buildings for arts and cultural uses. During the past 10-15 years, our work has expanded to encompass a full range of services that precede actual building projects. In planning and designing major new cultural structures across the country, Pfeiffer Partners balances the need for a high level of administrative, programmatic, security sensitive, and technologically complex design with cultural context and a vigorous public identity. We focus on a collaborative process that results in a clear understanding of community needs for cultural facilities and the desires of arts organizations for spaces that support their creative endeavors. We establish building programs that quantify needs, evaluate sites and/or buildings that accommodate these needs, determine the cost for implementation as well as ongoing operations, and develop strategies for incremental growth. Pfeiffer Partners has conducted a wide range of cultural planning efforts for entire cities, for segments of communities targeting revitalization, for particular campuses or cultural complexes and for individual organizations looking to build or renovate their facilities. 11 1 i AM] ■ ■ 1■i71�:r�ltl�.. �!L . t { •� i • •y /, t474 III 1 4!JP �I.'r ,� r.: 'ter I r.■ r � 1 1 ...� � � LIM Rasnvule out Avenue of the Arts - master rlan wrap Project examples include: • City of West Hollywood, Cultural Facilities Assessment, West Hollywood, CA • City of Fort Collins/Colorado State University, Performance Center Feasibility Study, Fort Collins, CO • Reno Arts and Culture District, Arts Facility Feasibility Study and Master Plan, Reno, NV • Lansing Arts and Education Center, Lansing, MI • Fox Theater Historic Renovation, Oakland, CA • Salt Lake City Center for Culture and Creativity, Salt Lake City, UT • San Marcos Performing Arts Center Feasibility Study, San Marcos, TX • Town Center Civic and Cultural Arts Study, Cary, NC • Cabrillo Arts Center Feasibility Study, Aptos, CA • California State University -Monterey Bay Festival Center for the Arts Feasibility Study, Seaside, CA • Salt Lake City Cultural Plan and Center for Culture and Creativity, Salt Lake City, UT • Dallas Cultural Plan, Dallas, TX • Nashville 5th Avenue of the Arts Study, Nashville, TN • Reno Art Town Cultural District, Reno, NV • Columbus Cultural Arts and Entertainment District, Columbus, OH • Center for Arts and Education on Barter Green, Abingdon, VA • New Haven Cultural Arts and Entertainment District, New Haven, CT Contents TAB t Proposed Team TAB 2 Key Personnel TAB 3 Relevant Projects Pfeiffer Partners Webb Management Services BHA Design n3 `. References AiS Understanding of the Assignment, Scope, Fees WORKING WITH CITIES & REDEVELOPMENT AGENCIES Public facilities dedicated to culture and education comprise a significant portion of Pfeiffer Partners' work. The following is a sampling of our clients: • City of Boston, Boston, MA • City of Anaheim, Anaheim, CA • City of Santa Monica, Santa Monica, CA • City and Redevelopment Agency of Anaheim, Anaheim, CA • City of San Diego/Convention Visitors Bureau, San Diego, CA • City and Redevelopment Agency of Los Angeles, Los Angeles, CA • City of Madison, Madison, WI • City of Albuquerque, Albuquerque, NM • City of Cleveland, Cleveland, OH • City of Seaside, Seaside, CA • City of Cleveland, Cleveland, OH • City of Eugene, Eugene, OR • City of Beverly Hills, Beverly Hills, CA • City of New York, New York, NY • City and Redevelopment Agency of Oakland, Oakland, CA • City of Santa Cruz, Santa Cruz, CA • City of Manassas, Manassas, VA • City of Fort Worth, Forth Worth, TX • City of Coronado, Coronado, CA • City of Santa Ana, Santa Ana, CA • City of Columbus, Columbus, GA • Prince William County, VA • City of Columbus, Columbus, MO • Town of Cary, Cary, NC Working with Communities west hollywood Cultural facilities assessment west hollywood, california 1.9 square miles 2006 RELEVANCE TO FORT COLLINS • Involved a cultural facilities assessment for a similar community • Identified existing cultural facilities • Considered needs of the community • Performed market feasibility study and economic impact analysis • Extensive community outreach • Evaluated potential locations The City of West Hollywood, known as the "Creative City," is home to the fashion, design, and communications industries. As such, many community members expressed a desire for a new municipal cultural center. Pfeiffer Partners, in association with Webb Management Services, was selected by the City of West Hollywood Site Map through its Economic Development Department and Arts and Cultural Affairs Commission to prepare a needs assessment and feasibility study for the evaluation, planning, and implementation of a new cultural center to be developed in the City. The purpose of the study was to assess community facility needs and to determine whether a sustained market for cultural facility programming existed. Our team, led by Jean Marie Gath, identified comparable communities with successful cultural centers as well as existing cultural facilities within West Hollywood. We met with community arts organizations to determine their facility needs, while confirming the size, characteristics, City of West Hollywood and growth potential of the market to support additional cultural facilities. The recommendations resulting from the study included creating "Centers for the Arts', small, rather modest facilities distributed throughout the City that will both meet the needs of local arts organizations, as well as spur economic development within the City's various neighborhoods. Recommended facilities included a 150 seat flexible theater, a 350 seat proscenium theater, program and teaching spaces, a non-profit art gallery and a digital media center —each facility to be developed as part of a joint public/private partnership with existing institutions. yti ,Jf 'oil t,.tsllins/cola ado state nive!S14 ,•�:1-it;6rit,r ;t', 6tt+'S tf; ri�illllitY .itlt il� fort collins, colorado 265,000 sf RELEVANCE TO FORT COLLINS • Involved a civic and cultural feasibility study for the City of Fort Collins • Identified existing cultural facilities • Considered needs of the community • Extensive community outreach • Evaluated potential locations Pfeiffer Partners (as HHPA) worked with the City of Fort Collins and the Colorado State University to determine the feasibility of a new joint use facility. The study included evaluation of existing facilities in the City os well as of the University, where performing arts were housed in three separate buildings. We conducted a wide -range of interactive programming workshops and coordinated the development of a market analysis to predict use patterns. The study also included preparation of a cost estimate. 1 - -- - -- 4r+, CSU Program _ t Theater f ? Site Plan The proposed facility included a 2,400-seat multi -use theater for touring shows and special local presentations. Performance rooms intended primarily for University use include a 400-seat dramatic theater, 250-seat flexible theater, 600-seat recital hall, and a 200-seat organ recital room. The project also recommended a lobby, visual arts gallery, instructional spaces, rehearsal spaces, scenery and costume shops, offices, and a 1000-car parking area. A list of site criteria to assist in the evaluation of several potential locations for the facility was also developed. Aerial - City of Fort Collins cary town center civic and cultural arts study cary, north carolina 2006 RELEVANCE TO FORT COLLINS • Involved a civic and cultural arts study for similar size community • Identified existing cultural facilities • Considered needs of the community and local arts organizations • Included market feasibility study and economic impact analysis • Extensive community outreach Pfeiffer Partners, in association with Webb Management Services, assisted the Town of Cary in the development of a civic and cultural arts district in its downtown. The effort entailed a feasibility study documenting community facility needs, a market analysis to determine the potential for a new forming arts center, strategic programming of town properties, and the potential reuse of the historic Cary Elementary School as a community art center. With Workshop the goal of creating a vibrant Town Center and sparking further re -development efforts, this plan will build on a 2003 system -wide master plan conducted by the Parks, Recreation and Cultural Resources Department, which analyzed cultural arts needs in the community, an aquatic feasibility study completed in 2004, and a number of other relevant studies and plans. Through an interactive and inclusive process with extensive public involvement, Pfeiffer Partners assisted the Town in defining goals for the civic and cultural district; confirming the market feasibility and economic impact in the community of supporting additional civic, cultural, performing and entertainment programs and facilities; and evaluated the redevelopment potential of all publicly - owned land within the study area, along with contiguous private lands. Final Illustrative of Site Plan with Legend fit t 1��, , ity ulturai )1a11 salt lake city, utah 1997 RELEVANCE TO FORT COLLINS • Determined site, location, and land area for a new cultural facility • Provided space programming • Identified possible funding sources • Developed costs for implementation In 1997, Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates) completed a comprehensive strategic plan which supported the expansion goals of local arts institutions in coordination with proposed transportation improvements for Salt Lake City. The plan proposed the creation of four cultural campuses, linked visually and physically, through a well-defined way -finding system of landscape, lighting, banners, streetscape amenities light rail and bicycle routes. The four "campuses" include Fair Park —home to the Utah State Fair; Gateway —a Fair Park Plan new redevelopment area made possible through the abandonment of railway lines; the Downtown, already home to such well respected institutions as the Salt Lake Art Center and the Salt Lake Convention Center, and Red Butte —a natural preserve nestled in the foothills. Each campus has its own image and identity as well as a theme or focus for the arts. The Gateway campus takes advantage of the area's two historic railway stations as well as new visitors and residents coming to the area as part of a larger redevelopment plan. It is at Gateway where existing public spaces such as Pioneer Park would be programmed and redesigned as an active arts space, while new outdoor plazas such as the Plaza of Culture would be created for Arts Festivals, outdoor performances and visual arts exhibits. Downtown Plan The focus at Fair Park is on science, environmental and recreational offerings, taking advantage of the unique historic buildings on site to provide space for such things as a science center, an aquarium featuring the underwater life of streams and waterways in Utah and an environmental study center. center for culture & creativity salt lake city, utah 100,000 sf 1998 $30 m RELEVANCE TO FORT COLLINS • Prepared a cultural facilities study for a civic organization • Performed a market analysis • Identified existing cultural facilities within the area • Developed specific strategic strategies • Proposed detailed cultural and economically viable solutions Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates), in association with Webb Management Services, prepared a comprehensive strategic plan to support the expansion needs of all of Salt Lake City's arts institutions. The goal was to establish the City as an economically, ethnically, and artistically diverse center of commercial and cultural activity. Rendering of the Proposed Rio Grande Depot Visitors Center The plan proposed four cultural campuses, each of which could be linked by transit, streetscape improvements, and joint programming and marketing opportunities. One of the identified campuses is in the Gateway district, which houses the new Center for Culture and Creativity. Highlights of this campus include the Rio Grande Depot, one of the City's most treasured historic landmarks. This facility is to be converted into a visitors center for cultural activities, highlighting all of the city's cultural institutions. The Center has several facilities dedicated to Utah, its people, heritage, and future. The building houses a reception area, a box office, flexible rotating galleries, a multi -purpose room, a restaurant, a catering kitchen, a gift shop, storage facilities, and production facilities. 0 0 0 0 0 0 0 0 0 0 Q Rendering of the Plaza of Culture Site Plan Surrounding the Depot is the Plaza of Culture, an ideal space for outdoor dining, farmer's markets, art displays, arts and crafts exhibits, festivals, and special events. Q C C piew haven cultural district new haven, connecticut 20 downtown city blocks 1997, 2000 RELEVANCE TO FORT COLLINS • Involved a study for a municipal cultural district • Performed a market analysis • Conducted a feasibility study for a new performing arts center • Ideniified existing cultural facilities within the area • Developed concepts and costs for a new arts center In 1997, Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates) prepared an overall strategy for the New Haven Cultural District that combined the extensive visual and performing arts resources of Yale University with those of the City of New Haven. Yale's facilities include two noteworthy museums, the British Art Museum and the Yale Art Gallery, and several performance venues. New Haven's facilities and organizations include the Shubert Theater, the Long Wharf Theater, the Palace Theater, the New Haven Symphony and a series of smaller arts organizations. The study included recommendations for the implementation of a cultural district and the formation of a Cultural Arts Council to promote synergy in the arts. In 2000, a more detailed follow-up study was conducted which included market analyses, facility assessments of each of New Haven's cultural and entertainment venues, and feasibility planning for a new performing arts center. Bird's Eye Rendering Site Model reno arts & culture district arts facility feasibility study reno,nevada 2002 RELEVANCE TO FORT COLLINS • Evaluated existing facilities • Conducted market analysis for new facilities • Developed recommendations for size and location of new facilities • Prepared business plan including operational/funding analysis of proposed facilities In June 2001 The Reno Arts and Culture Commission updated their Cultural Master Plan to include facilities recommendations within the Reno Arts and Culture District. Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates), in association with Webb Management Services, was commissioned by Artown Reno to conduct the next phase of the Master Plan with on Arts Facility Feasibility Study, Arts District Master Plan, and an operational/funding analysis of proposed new facilities. Rendering Artown is a not -for -profit committed to strengthening Reno's arts industry, fostering civic identity, and enhancing Reno's national image, thereby creating a climate for the cultural and economic rebirth of the entire region. The Study's scope of work included: • Preparing a Master Plan illustrating how these facilities interact with each other as well as existing facilities. • Recommending an operations and management structure for facilities. • Developing a strategy for linkages and way -finding systems of the current and future facilities including parking, pedestrian amenities and commercial/retail opportunities within the district. The recommendations suggest an outdoor performance venue to use in the near term. Proposed Downtown Ampitheater ail j:, wilturai facilities master dallas, texas 2001 RELEVANCE TO FORT COLLINS • Analyzed the future development of the arts and cultural life in the local communities • Included extensive community participation and involvement • Identified existing, nearby cultural facilities • Developed recommendations for wide range of community a its facilities • Developed preliminary space programs • Established site location criteria • Identified oossible funding sources Recognizing the value of the arts to quality of life, the City of Dallas commissioned Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates) as part of a team to develop a master plan. While the City had its established Dallas Aerial Map downtown Arts District, featuring the Meyerson Symphony Hall, the Dallas Museum of Art, and the soon -to -be - completed Nasher Sculpture Garden, fewer established neighborhood facilities existed. The Master Plan addressed this need as well as the facility needs of small and emerging arts organizations. During the eight -month process, the team interviewed more than 50 artists and arts organizations, visited existing cultural facilities, and toured city -owned buildings with an eye toward adaptive reuse possibilities. In order to get additional public input from artists, a series of focus groups were held in four areas of Dallas. Four public forums also were also held to gain community input. "01100 WV11.111U.11.Y WURIA101 Ula1l Recommendations included creating a cultural infrastructure consisting of new facilities, renovation and expansion of existing facilities, adaptive reuse of buildings for new art -oriented uses, and inclusion of cultural facilities spaces in new and existing recreation centers. columhus cultural educational district comprehensive master plan columbus, ohio 20 acres 2000 RELEVANCE TO FORT COLLINS • Performed a feasibility study, exploring options for new and renovated arts and educational facilities • Prepared a space program to determine visual arts needs now and in the future • Developed cost estimates • Conducted workshops with community groups Based upon our recommendations from an earlier study for the Columbus Museum of Art to remain at its current site, we were asked to develop a comprehensive master plan to determine how the Museum might best expand, while creating a synergy with its neighbor, the Columbus College of Art and Design. Concepts for the District evolved through workshops with staff and board members of both institutions, adjacent property owners, interested organizations and city representatives. The plan demonstrates the physical and financial benefits of two organizations working together to achieve an overall vision for long term development. The Master Plan provides: • Options for Museum's expansion • Potential building sites for the College's expansion; • An overall parking strategy to meet the needs of both Columbus Cultural Educational District Master Plan institutions; • The creation of Art/Park - a parking structure featuring ground floor contemporary arts exhibition space and the closing of Gaye Street to create a linear Arts Walk; • The introduction of ground floor retail and other pedestrian amenities in certain buildings; and • A landscape concept plan to bolster the image and identity of the area. n n©©©©©® 0®©O D O 0 4® 0 0 0 A A A A A fasinviiie 5th avenue ut the arts El;r: tt; ill l!! nashville, tennessee 2 miles 2000 RELEVANCE TO FORT COLLINS • Identified existing cultural facilities • Provided space programming • Included community workshops • Developed overall plan for cultural district • Identified possible funding sources Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates) assisted the City of Nashville in developing an overall concept and strategy for the transformation of downtown's 5th Avenue into the 5th Avenue of the Arts Cultural District. Known primarily for its rich legacy of country music, the City embarked on a major effort to establish a broader cultural vision as a key component in its economic revitalization as well as improvements to the overall quality of life for its residents. Located along this prominent Avenue are a number of established cultural institutions, Street Level Perspective including the Rymon Auditorium (the original home to the Grand Old Opry), the Tennessee Performing Arts Center, the State Museum, Gaylord Entertainment Center and the Convention Center. The three primary components of the Master Plan include: • Recommendations for physical improvements • Programming of special events and activities • The establishment of a non-profit organization for implementation The plan focused on the development of subdistricts, each emphasizing a different cultural aspect —ranging from an area that would be home to smaller arts organizations to the creation of a cultural campus that surrounds Bicentennial Mall. 1 )i 5th Avenue of the Arts Master Plan Districts southern kentucky performing arts center/western kentucky university feasibility study bowling green, kentucky 128,000 sf (new construction); 33,600 sf (renovation) 2001 $50 m RELEVANCE TO FORT COLLINS • Involved a feasibility study for a cultural facility • Included a market analysis • Prepared a needs assessment • Identified nearby cultural facilities • Developed site selection criteria • Developed a cost estimate Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates), along with Webb Management Services, assisted the non-profit organization Southern Kentucky Performing Arts Center, Inc. (SKyPAC) in determining the feasibility of a new regional arts center in Bowling Green. As conceived, SKyPAC consists of a new facility in downtown, along with the renovation of the nearby Capital Theatre, which is adjacent to the historic town square. The new joint facility serves the local community, Western Kentucky University, and regional arts groups. The study, which included a market analysis, program, needs assessment, site selection, cost estimate, schedule, and a concept design, determined that such a facility was desirable, feasible, and warranted. The renovation of the Capital Theatre transforms the existing 800-seat facility into a more intimate 400-500-seat, multi -purpose hall with improved site lines, variable acoustics, a new rehearsal space, an enlarged lobby, and expanded art gallery. Components of SKyPAC include a 1,800-seat multi- purpose theater, a lobby that can double as banquet and special event space, rehearsal rooms, administrative offices, stage and performer support space, and an art gallery. It also contains a Creative Learning Center with classrooms, multi -purpose rooms, art and dance studios, music practice rooms, and an electronic media -training classroom. Model fox theater ;!))till'} 1101vS;I ; 2S til slf t 111�It fof sQllartllllatlnH oakland, california 76,110 sf 2001 RELEVANCE TO FORT COLLINS • Conducted a feasibility analysis • Identified existing cultural facilities • Involved local arts organizations • Proposed detailed culturally and economically viable solutions • Developed specific strategies/costs for implementation • Identified possible funding sources Pfeiffer Partners (as Hardy Holzman Pfeiffer Associates), in association with Webb Management Services, was retained by the City of Oakland to conduct a feasibility analysis and to prepare master plan options for the rehabilitation of the historic Fox Theater in Oakland's Uptown district. A revitalized Fox Theater would act as the centerpiece, bringing together new arts, theater, restaurants, cafes, bookstores, and retail activities in an urban neighborhood setting. This plan addresses the revitalization to include both daytime and nighttime activities, including support for new housing and developments adjacent to the site. The master plan strategy focuses primarily on the Fox Theater becoming an anchor in a definable downtown district committed to the arts and entertainment. Since the historic theater resides in a location central to other arts and entertainment venues, it could be recognized as a cultural center. Included in the implementation plan are street improvements, enforceable zoning and development strategies, marketing and commissioning of arts facilities, and funding strategies. Year round cultural programming is a vital component of this plan, therefore a diversity of uses for the Fox Theater were developed that would attract multiple arts organizations and users to enliven the Theater District. Historic Fox Theater - Historic Fox Theater - Before E Webb Management Services' Relevant Projects 0 101 fayettevilie cultural facilities teasihlllty study & husmess plan fayetteville, north Carolina 2003 RELEVANCE TO FORT COLLINS • Performed a cultural feasibility study for a municipality • Provided suggestions for reinvigorating the city's arts community • Presented a business plan and pro -forma operating budgets for the first years of the new facility's operation Webb Management Services conducted a study in Fayetteville, North Carolina to determine the feasibility of building and sustaining new indoor and outdoor cultural facilities downtown. This study followed on the heels of a much broader citywide initiative to reinvigorate the historic downtown area, provide a gathering place for the community, and encourage the development of local arts groups. Webb Management Services was hired on a team with Shuller, Ferris, Lindstrom + Associates Architects and a consortium of city planners and theatre designers, including Theatre Projects Consultants to investigate ideas for a new cultural arts complex and outdoor amphitheater and provide a solid plan for its development and construction. The team recommended building a cultural arts complex downtown, including a 500-seat theater, a black box theater, visual arts facilities, support space and a large outdoor amphitheater with adequate space and technical specifications to support summer festivals and concert series. a _ v1_u_ Cape Fear Regional Theater e Few Tldeb SCN ]t-70 117-ep Cape Fear Regional Theater Analysis city of chicago performing arts facility development plan chicago, Illinois 2003 $50 m RELEVANCE TO FORT COLLINS • Identified and assessed facility needs and opportunities • Identified existing cultural facilities within the area • Identified a series of cultural district development opportunities Webb Management Services was hired by the City of Chicago to undertake a study on performing arts facility development in Chicago's North Region. The objectives of the study were to first identify and assess facility needs and the opportunities in the North Region; and then develop a planning framework to allow the City to take a more pro -active approach to the development of facilities and cultural districts. In order to achieve these objectives, the firm undertook: • A comprehensive survey of Chicagoland performing arts audiences and their capacity to support programs and facilities in the North Region • Surveys of North Region performing arts organizations and their needs • Information and insights in each of the three planning districts in the North Region • An inventory of North Region performing arts facilities • An inventory of performing arts facility projects underway or under discussion within the North Region The analysis allowed us to draw conclusions on the demand and supply for facilities in particular neighborhoods and communities in the region, also identifying a series of cultural district development opportunities. City of Chicago e doohttle theater operating plan hollywood, california 1993 RELEVANCE TO FORT COLLINS • Involved an operating plan for a cultural facility • Performed a market feasibility assessment • Considered needs of the community • Provided forecasts for operating expenses, revenues, and funding requirements In December 1998, Webb Management Services was hired by Ricardo Montalban Nosotros Foundation and the National Council of La Roza (NCLR) to develop a business plan to support their proposal to acquire the 1 ,100-seat Doolittle Theatre in Hollywood. Interest in the theatre stemmed from the Foundation's desire to develop a home for the performance programs of Nosotros and a new charter school, as well as the need for a high -quality home for Hispanic arts and entertainment programs to serve the Los Angeles region. The business plan presented a case for the Foundation -run Doolittle Theatre given the market potential for programs at the facility, the potential utilization of the space for a wide variety of community and presented programs, the uniqueness of the theatre as a home for Hispanic performing arts programs, and the benefit of such a project to the community. The plan proposed operating objectives for the theatre, and a model for governance and staffing of the facility. This led to the creation of pro - forma operating forecasts that suggested earned revenues, operating expenses and funding requirements for the facility. city of lone tree cultural & civic facilities feasibility assessment lone tree, colorado RELEVANCE TO FORT COLLINS • Conducted a needs assessment • Identified existing cultural facilities • Developed a detailed business plan for the recommended facility, including pro -forma operating budgets, economic impacts, and ownership and governance recommendations Located in the fastest growing county in the country, the City of Lone Tree was incorporated in 1995 and has seen explosive growth over the last decade. Webb Management Services was hired by the City of Lone Tree in July 2002 to assess the need for new arts, cultural and civic facilities. Specifically, the City wanted to know what type of cultural infrastructure the City could and should support or plan for as city development continued at a rapid pace. Webb Management Services first conducted the Needs Assessment to begin to answer these questions. By researching the market, working with potential arts, culture and civic users of new facilities, considering the broader impacts and benefits of new cultural initiatives, and compiling information on existing and planned cultural facilities in the entire Denver region, we discovered a young and fragile arts community, but one that is sure to grow with the continuing development of Lone Tree. We also discovered a strong need for a community gathering and meeting space. For those reasons, among others, building arts facilities alone are not justified today, but there is a clear and definite need for new cultural, civic and community spaces that can serve many purposes. City of Lone Tree - Aerial Map -,in valley cultural facilities �!=tslitill±� z;tici�� sun valley, idaho 2003 RELEVANCE TO FORT COLLINS • Involved a cultural facility feasibility study for a municipality • Performed a needs assessment • Created a new business plan • Proposed plans to expand and develop facilities for a center for the arts Webb Management Services completed a study in 2003 in Sun Valley that explored the need for performing and visual arts facilities to serve the region. The study was commissioned by the Sun Valley Arts Foundation, a group of citizens with a mission to plan, fund, build, manage and endow community arts facilities in Blaine County, Idaho. We found that Blaine County is a growing region, poised for significant development in the coming years, and an enhanced arts presence will help maintain the high quality of life in the area amidst that growth. Our comprehensive Needs Assessment revealed a growing, educated and active population that includes full- and part-time residents and seasonal visitors. We discovered a need for new smaller arts facilities of varying sizes and several gaps in the inventory of available facilities. Sun Valley, Idaho Our recommendations included: • New visual arts facilities, including gallery space, classrooms and other support areas • New community -focused performing arts facilities, ideally with two small theaters • Larger performing arts facilities if based on a partnership with local schools • An un-winterized performance enclosure to support seasonal performances and special events 0 0 0 0 0 0 0 0 I BHA Design's Relevant Projects 0 0 E PFEIFFER PARTNERS Pfeiffer Partners is a design firm providing architecture, interior design and planning from offices in Los Angeles and New York City. Our focus, and that of our predecessor firm Hardy Holzman Pfeiffer Associates (HHPA), is on cultural, educational and institutional work in the U.S. and abroad, for public and private clients. The firm promotes a collaborative spirit both among our staff and with our clients, resulting in especially unique, yet contextual planning and design solutions. i..(m(lefship Our 50-person office is led by seven Principals: Norman Pfeiffer, FAIA; Stephen Johnson, AIA; Jean Marie Garth; William Murray, AIA, David Saviola, AIA; Stephen Epstein; and Sharon Lasoff Murphy, along with ten Associates. Every project is conducted under the leadership of a Principal and a dedicated project team, which remains involved from inception to completion. Services Pfeiffer Partners offers clients a range of planning and design services, building upon the proven professional methodologies established over 39 years of practice. Our services include: • Arts and cultural district planning • Feasibility studies and cost analysis including strategic, business, and space planning • Programming • Community input and facilitation • Site and master planning • Urban design • Architectural and interior design • Historic renovation, preservation and adaptive reuse • Furnishings, fixtures and equipment specification and installation • Construction administration Our work is carried out via various project delivery methods including traditional design/bid/build, construction manager at - risk and design/build approaches, tailored to meet individual client needs. !)eet street district fort collins, colorado RELEVANCE TO FORT COLLINS • Project is located in Fort Collins • Helped develop conceptuol design and strategies for a newly created cultural area Welcome to Beet Street, a rich center of cultural activity right in the heart of Fort Collins. The concept is a culmination of years of brainstorming on how to create a Chautauqua -style atmosphere to encompass the whole of downtown. The Downtown Development Authority sought the help of BHA Design to clarify the concept, develop strategies, and create a series of conceptual renderings that would show the dynamic cultural vitality that Beet Street would portray. downtown river district streetscape RELEVANCE TO FORT COLLINS • Project is located in Fort Collins • Involves identifying community needs and developing strategies that meet these needs The City of Fort Collins and the Downtown Development Authority initiated the Downtown River District Streetscape project to prepare a preliminary design of the vision for this district. BHA Design is currently working with the project team to design safe and accessible parking strategies, improve pedestrian mobility between Old Town and the project area, and develop a streetscape them that captures the history of the area and the vision for its future. Other project goals include identifying and incorporating property owner, business owner, and resident needs; designing and implementing appropriate traffic calming that facilitates a pedestrian -friendly environment; and incorporating the City's Stormwater and Utility Improvements into the design plans. BHA provided urban design services. fossil scieek park fort collins, colorado 2003 RELEVANCE TO FORT COLLINS • Project is located in Fort Collins • Helped develop conceptual design and strategies to meet the community's needs BHA Design was the lead design firm for Fossil Creek Park. When you arrive at Fossil Creek Park, you see kids swinging from the tusks of giant mammoth, climbing the bones of a dinosaur, sneaking through the jaws of a shark, splashing in the ancient watering hole, and exploring the home of Neanderthal Man. The park also features facilities for tennis, basketball, soccer, baseball, inline hockey, and skateboarding in an urban style skate park. If you're in the mood for something a little quieter, sit on the top of the large grassy knoll overlooking the park, with beautiful views of Long's Peak, or walk along the miles of trails around the park and explore the wetlands, the lakes, and Adventure Island. When you are hungry, there are plenty of places to spread out a picnic. Two large pavilions, meant to represent the Greek Phoenix, a symbol of life and renewal, provide plenty of space for gatherings. city park pool fort Collins, colorado 2003 RELEVANCE TO FORT COLLINS • Project is located in Fort Collins • Helped develop strategies to meet the needs of the local community BHA worked with Aller-Lingle Architects, Ohlson Lavoie, and the City of Fort Collins to develop plans for the renovation of the City Park Pool. The plans envision the pool as an extensive water play area including exciting features such as a lazy river, water play features, zero depth entry, a double flume slide, and on assortment of fun water jets and geysers. Imagery of the sun and water drops are incorporated into the pool deck for added visual interest. Visitors to the poll now experience the variety of play features in refreshing new ways. Construction of the pool improvements was completed in May of 2003. BHA provided landscape architectural services. 3molia municipal center aurora, colorado RELEVANCE TO FORT COLLINS • Project is located in Colorado • Helped develop conceptual design and strategies to create a vibrant civic project A tree -lined great lawn formally announces the City of Aurora's new municipal center. Inspired by the definition of "aurora" which means "emission of light," BHA, in concert with Barber Architecture and the City of Aurora, conceived a landscape defined by two granite sun plazas —the east one created in warm sunrise colors and the west one in shades of purples and reds, reminiscent of the Colorado sunset. Solar-themed metal sculptures designed by Rafe Ropek punctuate the fountain and seating area, while the eastern walkways define solstice directions. Large pots and planters serve to harmonize the landscape with the grand scale of the building. BHA provided landscape architecture and urban design services for this project. the ranch loveland, colorado RELEVANCE TO FORT COLLINS • Helped develop conceptual design and created an identity for a civic project The Ranch, a name common in the West, was selected along with a unique TR brand to identify the new $70- million sprawling Lorimer County Fairgrounds and Events Complex. With Lorimer County's rich and colorful agricultural history, County Commissioners wanted to honor the legacy of ranching and farming of the region. BHA Design was charged by the Commissioner with the task of developing an identity that included a new logo., wayfinding system, and landscape concept that reinforced the ranching heritage. A non-traditional landscape plan evolved that incorporated windbreaks, "forests of Ponderosa Pine," and extensive natural grass plantings. A sign system reinforced the overall identity by using a "rusted metal" look combined with rough timber and indigenous sandstone. BHA provided sign design, landscape architecture, and entitlement services. REFERENCE References for similar projects follow. Pteittet Panflef" ReWIP'We' CITY OF WEST HOLLYWOOD CULTURAL FACILITIES STUDY Ray Reynolds Director of Economic Development and Special Projects City of West Hollywood, CA Phone:323-848-6354 .`o'tis 4'r.i(i Elts' a=Jv„<,,. cCa�lo-i �fe, i CITY OF CHICAGO PERFORMING ARTS FACILITY DEVELOPMENT PLAN Ms. Danita Childers Department of Planning, City of Chicago, IL Phone:312-744-3025 FAYETTEVILLE, NORTH CAROLINA CULTURAL FACILITIES FEASIBILITY STUDY & BUSINESS PLAN Mr. Eric Lindstrom TOWN OF CARY - TOWN CENTER CIVIC & CULTURAL ARTS STUDY* Shuller Ferris Lindstrom + Assoc., Fayetteville, NC Ms. Mary Henderson Phone: 910-484-4989 Director, Dept. of Parks, Recreation & Cultural Resources, Town of Cary, NC RHA Deslgn Refer w't, Phone: 919-462-3961 BEET STREET & DOWNTOWN RIVER DISTRICT PROJECT mary.henderson@townofcary.org Ms. Chip Steiner Downtown Development Authority RENO ARTS & CULTURE DISTRICT FEASIBILITY STUDY* Fort Collins, CO Ms. Karen Craig Phone: 970-484-2020 (formerly the Executive Director of Artown, Reno, NV) Phone: 775-322-5443 SPRING CANYON PARK & FOSSIL CREEK PARK Ms. Christine Fey Mr. Craig Foreman Arts and Culture Manager, City of Reno, NV Park Planning Phone: 775-334-2417 City of Fort Collins, CO Phone:970-221-6618 SOUTHERN KENTUCKY PERFORMING ARTS CENTER* Mr. Rick McCue AURORA MUNICIPAL CENTER & AURORA MUNICIPAL GARDEN Chairman, SKyPAC, Bowling Green, KY Mr. Dave Chambers Phone: 270-781-1313 Manager of Street Services City of Aurora, Aurora, CO Phone: 303-326-8200 project team includes Pfeiffer Partners & Webb Management Services No Text W > ND'I N 6 Off. THE ASSIGNMENT. SCOPE, FEES City of Fort Collins SCOPE OF SERVICES With its significant history in the arts; its depth in both performing and visual arts organizations; physical facilities that are in need of upgrade and/or expansion; and a resident population who has expressed strong support for arts and cultural activities in Fort Collins, the City is well poised to undertake a comprehensive cultural facilities master plan. This plan, supported by a needs assessment and a solid financial underpinning, will assist the City in evaluating and prioritizing what cultural facilities are needed in the future —both to establish Fort Collins as a cultural hub —as well as to foster ongoing economic development efforts. In general, our approach includes the following: • The case for new cultural facilities depends on the demand from audiences, programs and facility users exceeding the supply of available venues. The case can also be made for such facilities if the arts are seen as a way for the community to achieve broader goals. Thus, our challenge is to understand demand and supply issues, as well as the potential role of the arts in community development. • The success of arts facilities is best measured by how they respond to the needs and interests of the specific community. We must therefore, gain a keen understanding of the market in and around Fort Collins in order to guide the development of facilities, organizations and cultural infrastructure. Not only must the current climate be understood, but we must have a sense of what the community will look like five, ten and twenty years from today. (Given the participation of Bruce Hendee, principal of BHA Design in this effort, as well as the current experience of Duncan Webb of Webb Management Services working in Fort Collins, we begin this effort with a basic level of understanding of the community and its future.) • The process must be as inclusive and open as possible, to allow for all voices to be heard. • Physical, operating and fundraising perspectives are critical and inter- related. The study must bring these different perspectives to bear on the basic question of whether new facilities make sense and how they can succeed artistically and financially on an ongoing basis. • Most cultural facilities today involve some form of partnership in either their development and/or their ongoing operations. We therefore use the study process as a means to investigate potential partnership opportunities and, when appropriate, advance them to a written agreement. • The experience of other communities and organizations can help to build a compelling case regarding how to develop and operate new facilities, if understood against the particular qualities and character of the Fort Collins community. • Understanding competition for arts and cultural facilities is a critical issue. We must have a keen sense of who the other players are and the alternative choices available to ticket buyers, touring programs and funders in the region. Then our challenge is to develop a project (or projects) with a strong positioning strategy that makes it unique and compelling. • Developing a program that clearly outlines the types, sizes and configurations of spaces within proposed facilities is important to the process, not only in conveying how the facilities might be used, but also what they will cost to construct and operate. So too, is establishing the level of quality that is envisioned. Workshop Process • We begin our process day one with an understanding of the costs to construct these facilities, balancing these with realistic assumptions of what might be possible in a given community. Nothing is more disappointing to all involved then to develop concepts for various facilities that everyone fully embraces but then must be significantly pared down to meet budget parameters. We therefore, continue to tailor and refine our space programs so that they are aligned with potential financial resources. Planning and ConsenSLIs Building Interiors Recognition We believe that the best buildings are ones that respond to a clearly articulated space program and that are informed by broader planning issues of circulation, open space, landscape, access and geographic context. As such, many of our projects begin with a detailed programming and planning effort, making sure the parameters for design are well established. In addition, projects today must respond to a variety of constituents ranging from campus groups to community organizations and public review agencies — each of whom have their own priorities. Our senior level staff is well versed in leading participatory processes that build consensus and that result in projects that receive the broadest level of support and approval. Design Philosophy Pfeiffer Partners approaches each project without preconceived notions about style and aesthetics, responding instead to the specifics of our client's site, program, and aesthetic, functional and financial criteria. We excel with those clients wishing to engage in a collaborative process, whereby a number of options are explored, evaluated and debated and where distinctive solutions are a result of open dialogue. For Pfeiffer Partners, inventive building interiors that result in a memorable experience for visitors and users alike are pivotal to successful design solutions. We are challenged by opportunities to tailor off -the -shelf materials to new uses, by at -times bold and unusual applications of pattern, texture and color and by clients who desire distinctive spaces that reflect their particular identity or institution. Sustainability Environmentally conscious design is a hallmark of Pfeiffer Partners' practice. Our LEED-accredited professionals work in conjunction with the client and the consultant team, to prioritize and implement sustainable approaches regarding site, materials, building systems, delivery methods, and installation and disposal techniques. An award winning practice since its inception as HHPA in 1967, Pfeiffer Partners' work has been consistently recognized by the building industry and our peers. Our designers and projects have received not only the AIA Firm of the Year Award in 1981, but also national AIA architecture, interiors and urban design awards every year from 1983 to 2004. • Pro -forma operating budgets, developed years before a building opens, are inherently volatile, mostly as they relate to projections of activity. Given this volatility, our approach is to conservatively estimate activity levels and then provide for an extended period of time in which activity can build. • The only thing certain with these studies is change, and we must be flexible enough in our recommendations to encourage and allow for new opportunities as they arise. • Our studies are not intended to sit on a bookshelf, but rather to be a well -used guide and roadmap for those charged with turning our projects into reality. The following is a preliminary scope of work, further delineating the tasks that have been outlined in the RFP. Based on our experience with similar projects in similar communities, we suggest a three phased approach, allowing the City to make key decisions at the conclusion of each phase that will then inform subsequent phases. The Needs Assessment determines the fundamental feasibility of the project, and describes recommended facilities in terms of size, shape and possible costs. To accomplish this, we undertake the following tasks: COMPARABLE COMMUNITIES/COMPARABLE PROJECTS: Research similar projects in communities comparable to Fort Collins to inform the development and operation of proposed new facilities. Identify the "mix" of cultural programming and facilities that make these communities successful. Key areas of research include history of the arts and arts development (infrastructure, facilities, funding), capacity and market potential, development models, governance, formation of partnerships and the relative strength of the arts communities. MATERIALS REVIEW: Review any previous studies on the arts market, arts activity and the need for new facilities, including plans for indoor or outdoor facilities for performance, production, exhibition or education. This would include the study Arts & Economic Prosperity - The Economic Impact of Nonprofit Arts Organizations and Their Audiences in Fort Collins, the Cultural Arts Public Opinion Survey undertaken by the City and Arts Alive!, the program entitled 'Beet Street", plans by the Bohemian Foundation for a music venue along the river, and other relevant studies and plans. WHAT OTHERS ARE DOING: To insure that our efforts are neither duplicating nor conflicting with other ongoing cultural planning efforts in Fort Collins and to insure a comprehensive set of recommendations, we will seek out and meet with other consultants currently working on arts and/or redevelopment planning efforts throughout the City and the region to understand their efforts and to share both our initial findings as well as final recommendations and conclusions. EXISTING CULTURAL FACILITY ASSESSMENTS: Consider the use and evaluate the condition of other existing (or planned) arts facilities in Fort Collins and the immediate region to suggest the quality of those facilities, their use and availability, their rental costs, and any gaps in that inventory. Also consider the impact of possible new facilities on the market and operation of existing facilities. ARTS COMMUNITY ASSESSMENT. Meet with community cultural and arts organizations in Fort Collins to assess: • The history of attendance, funding and growth • Their need for new or expanded facilities • Their capacity to grow, expand and work together • Their capacity to afford new facilities • The leadership and funding of the arts OTHER FACILITY USES AND USERS: Meet individually or in a workshop setting with businesses, independent artists, regional presenters, entertainment providers, facility operators, educators, and community leaders to assess the demand for new facilities and the potential levels of use. AUDIENCE (MARKET) ANALYSIS: Using any and all existing local and regional data (including the Cultural Arts Public Opinion Survey), describe and understand the market for the arts —past, present and future in terms of demo- graphics, geo-demographics and general characteristics including the following: • Market Area Definition and Demographic Analysis: Define the resident market for the arts and describe that population in terms of size, rate of growth and demographic factors such as education level, age, disposable income and race. • Geo-demographic Analysis: Using the PRIZM model developed by Claritas, which defines the population in terms of specific variables that play into potential arts attendance, investigate the presence of active arts participants in the market area and their capacity to support additional cultural facilities. • Non-resident Audiences: Consider the size and characteristics of the non-resident segment of the market. Test the attractiveness of this market segment in terms of the development plans of area arts organizations, potential presenters and community cultural and economic goals. COMMUNITY GOALS: Assess Fort Collin's goals based on the review of materials and interviews with community leaders. Understand the basic question of where the community hopes to be in five, ten and twenty years. BENEFITS AND IMPACTS: Based on the above, determine if and how the arts can play a role in those goals, including such issues as economic impact, educational opportunities and cultural tourism. Understand the relative importance of the arts and culture in broader community goals and how that relationship affects the demand for new facilities. FACILITY CONCEPTS: Based on the analysis described above, provide conclusions and recommendations regarding the types of facilities that should be planned for. This includes defining the nature of these facilities and the functions they might serve. As part of this, we also recommend how Lincoln Center fits into the overall plan for facilities and what options might be considered as part of its renovations that would enhance the City's cultural offerings. 'NORKSHOF° ONE Present the findings and recommendations of the Needs Assessment and deliver a report/power point including all findings, conclusions and recommendations. Assist the client in the evaluation of possible directions and priorities for the project. I'haw Two Refinement of Pnoitttes The purpose of Phase Two is to further develop the top priorities as they have been identified by the City. This includes developing concepts for the proposed facilities, including refining the size and type of spaces being proposed, establishing criteria for site selection and/or identifying potential sites, developing an approach to how parking needs will be met and establishing an overall cost model for construction and implementation. To accomplish this, we: PREPARE SPACE PROGRAMS FOR NEW OR RENOVATED FACILITIES: Based on the artistic needs that have been identified, we will prepare space programs outlining the types, sizes, seat counts and general configuration of the rooms and spaces that will comprise new cultural facilities. The programs will illustrate the net square footage for each facility as well as the number of people to be accommodated. It will also provide estimated net to gross ratios that will determine the overall size of the facilities. As part of this, we will discuss with the City their expectations regarding the quality of these facilities, including their theatrical and acoustical components as this will have an effect on the anticipated construction costs. DETERMINE SITE. LOCATION AND LAND AREA CRITERIA: We will develop criteria that will assist the City in identifying potential sites for the location of the new cultural facilities. Criteria will include but not be limited to parcel size and configuration, opportunities for expansion, access via major roadways and transportation systems, existing parking and/or opportunities for new parking, visibility and adjacent land uses and activities. We will also discuss with the City the opportunity that new facilities can have in generating complimentary activities, serving as a catalyst for development. DEVELOP PRELIMINARY COST ESTIMATES: We will prepare a total project cost model for the implementation of proposed cultural facilities. The cost model will include estimated hard costs such as site work, new building construction (on a square footage basis for various components of the facilities), renovation (if appropriate) landscape, design contingencies, construction contingencies and escalation. It will also include soft costs, such as fixed furniture and equipment, acoustical, theatrical and audio visual equipment, fees, permits and anticipated owner costs. This will allow the City to understand the full magnitude of financial commitments to make these projects a reality. WORKSHOP TWO: Present the findings and recommendations of the Phase Two work effort and deliver a report/power point including all findings, conclusions and recommendations. Assist the client in the evaluation of possible directions for the project. Phase Three - Business Planning and Fundraising The third component of the work is the development of a preliminary business and funding plan that suggests how recommended facilities should be operated, estimates their initial and ongoing operational costs and projects their financial performance and economic impacts on the community. DEFINE GOALS AND PRACTICES: Define the vision and operating goals for proposed facilities, covering such areas as community access, cost -recovery objectives and maximizing community benefits. ACTIVITY PROFILE: Prepare an activity profile for recommended facilities, listing types and levels of use by artists, organizations, educators and other specific groups, then identifying other uses for recommended facilities. GOVERNANCE AND OPERATIONS: Propose an operating model for recommended facilities, addressing ownership, governance, staffing requirements, and operating issues such as community access, scheduling and public events. If appropriate, consider the role of existing institutions in the development and operation of new facilities. PRO -FORMA OPERATING BUDGET: Construct a pro -forma operating budget for five years of operations, starting two years before new facilities open and extending through the third year of operation, identifying all sources of operating revenues and expenses, an appropriate capital reserve and the likely result of operations. FUNDING OPTIONS: Develop a preliminary strategy to pursue funds for the construction and continuing operation of recommended facilities from identified sources including local and regional government, federal government, corporations, foundations and individuals. Offer preliminary guidance on the creation of a funding plan, and how to use the study as a fundraising tool. ECONOMIC IMPACT: Forecast the economic impact of new facilities, including the impacts of construction, operation and ancillary spending associated with attendance at facilities. Use the RIMS II model developed by the Bureau of Economic Analysis to estimate the direct and indirect impacts of the project on the market area, including outputs, increased earnings and employment. 0 d 0 8 0 0 0 V 9 City of Fort Collins - Streetscape WORKSHOP I HREF Present the findings and recommendations of the study and deliver a final report/power point including all findings, conclusions and recommendations. DESCRIPTION OF CLIENT ASSISTANCE: Client participation is critical to the success of a study such as this. From a practical point of view, we typically seek assistance with setting up interviews, touring facilities, gaining access to key community leaders, and accessing existing information on the community. It is also our experience that greater participation by the Client leads to consensus building, a stronger identification with recommendations, and greater momentum to move the project forward. In this context, we will make every attempt to plan our meetings well ahead of time and to allow extensive time with each of the partnering organizations as well as other elements of community leadership. FEES FOR SERVICES We have identified the following fees for services based on our understand- ing of the scope of work and schedule that was outlined in the RFP. How- ever, we would anticipate refining both the scope and its associated fees in consultation with the City to insure that the end product, as well as the costs to provide services, is in line with your expectations —both professionally and financially. Services would be provided on a fixed sum basis as outlined below. (Please see attached manhour and fee matrix for a detailed delineation of hours and fees by task and by firm.) Pfeiffer Partners Architects, PC $40,000.00 Webb Management Services, Inc. $55,000.00 BHA Design $15,000.00 TOTAL FEES $110,000.00 Reimbursable Expenses In addition to the fees outlined above, we would estimate reimbursable ex- penses of approximately $7,850. These would be billed at costs and include airfare/travel, lodging, ground transportation and miscellaneous expenses such as printing, photography, facsimiles, etc. (See also attached for an estimated breakdown of these costs.) etteit Of Interest RE Plfilmr,m Nr,, fliO4!! imitwaI F7iciIitIPv� Plan MR. DAMES B, O'NEILL II, CPPO, FNIGP SEPTEMBER 12. 2006 Director of Purchasing & Risk Management Der"if MI. !)'Neill. City of Fort Collins Purchasing Division P.O. Box 580, Fort Collins 80522-0580 Pfeiffer Partners is pleased to present our credentials for the City of Fort Collins' Cultural Facilities Plan. It's an exciting time for the City. With a 215 North Mason St., 2nd Floor strong history in the performing arts, the recently approved renewal of a sales tax dedicated to capital projects and the consideration of pro -active Fort Collins, Colorado 80524 cultural programming such as the new "Beet Street", Fort Collins is well positioned to take the next step in establishing itself as a true destination for the arts. We have followed with interest the evolution of Fort Collins since our participation (as Hardy Holzman Pfeiffer Associates) in an earlier study that considered the feasibility of a joint use performing arts center in association with the Colorado State University. Having assisted cities and public agencies across the country with similar endeavors to define the types of cultural facilities that are needed in their communities —and that can be sustained financially —we have found that the best combination of talents to achieve successful results are those that blend national expertise in the arts and arts management with local knowledge of the communities and their assets. To this end, we have asked Webb Management Services to join us in our efforts. Since Duncan Webb formed his firm almost ten years ago, he and I have worked together on more than a dozen similar feasibility studies for the arts. His firm focuses entirely on assisting entities wishing to build, renovate, fund or operate cultural facilities. He is also familiar with the arts "scene" in Fort Collins, through other ongoing work there. To gain a hands-on local knowledge of the community, both physically as well as artistically, Bruce Hendee and his firm BHA Design will also be working with us. In addition to his planning and design experience locally, his participation will insure immediate responsiveness to any questions or meetings that may arise unexpectedly throughout the course of our study. He will also be able to keep our team up to date regarding other ongoing cultural planning efforts in the City, to assure that the results of our study are comprehensive and inclusive. We are enthusiastic about the prospects for new cultural facilities in Fort Collins and how these facilities can advance broader, community - wide goals of cultural tourism and economic development. We would be pleased to assist you as you move forward. Please let me know if you have any questions or require any additional information. We look forward to hearing from you. est wish r.r n Anar�: i;,3tit Principal cc: Duncan Webb; Bruce Hendee PFEIIFFER PARTNERS2 C=N-RE S-FEE- 9'H =L�OR 0 NLY'A) NEW �'GRK 160%, x 3q" � 17 525 d mgv l iF Hq re s A a c H -H REET 7-4 r_OHF i, ANC E 35 -41_ JRNI4 BCC17 �'362,: i g1389, ;q_3 rcm No Text ,r n1.Jflnolf!<.. ;tiro I -el- D', "I"V Firth Person Hourly Raft Task Pleifier Partners JG SS $ 200 $ 150 Webb Management DW SJ $ 180 $ 140 SH $ 140 $ BHA EH 87 Total Task Fees Phase One: Need Assessment Comparable CommunitiestProjects 2 0 4 16 0 0 Materials Review 4 8 4 8 4 0 What Others are Doing 0 0 8 8 4 0 Existing Cultural Facility Assessments 8 40 4 12 0 16 Arts Community Assessment 12 0 12 20 8 0 Other Facility Uses and Users 0 0 12 12 0 0 Audience (Market) Analysis 0 0 8 18 0 0 Community Goals 4 0 8 8 4 0 Benefits and Impacts 0 0 8 8 0 0 Facility Concepts 8 0 12 16 4 0 Workshop One 8 0 8 8 8 0 Total Task One: Hours 46 48 s4 134 32 1s 364 Total Task One: Fees S 9,200 S 7,200 S 15,840 S 18,760 S 4,480 S 1,392 S 56,872 Phase Two: Refinement of Priorities Prepare space programs 16 0 0 0 0 0 Determine site, location and land criteria 16 66 0 0 32 40 Develop preliminary cost estimates 12 0 0 0 0 0 Workshop TWO 8 8 0 0 4 0 Total Task Two: Hours 52 74 0 0 36 40 202 Total Task Two: Fees S 10,400 $ 11,100 9 9 $ 5,040 $ 3,480 S 30,020 Phase Three: Business Planning Define Goals and Practices 0 0 8 8 0 0 Activity Profile 0 0 8 8 0 0 Governance and Operations 0 0 10 16 0 0 Pro -forma Operating Budget 2 0 8 12 0 0 Funding Options 0 0 8 12 0 0 Economic Impact 0 0 8 16 0 0 Workshop Three 8 0 8 0 4 0 Total Task Three: Hours 10 0 58 72 4 0 144 Total Task Three: Fees $ 2,000 $ $ 10,440 $ 10,080 $ 560 $ $ 23,080 TOTAL HOURS 105 122 146 206 72 56 TOTAL FEES $ 21,600 $ 18,300 $ 26,280 $ 23,840 $ 10,080 $ 4,S72 $ 109,972 TOTAL HOURS BY FIRM 230 352 128 TOTAL FEES BY FIRM $ 39,900 S 55,120 $ 14,952 $ 109,972 Estimated Reimbursable Expenses - Airfare (8 person trips @ $450/bip) $ 1,800 $ 1,800 - Hotel (10 nights @5150/night) $ 600 $ 900 - Meals, Ground Transportation $750 $1,000 - Miscellaneous 500 500 Total by Firm $ 3,650 $ 4,200 TOTAL EXPENSES $ 7,850 [TOTAL FEES AND EXPENSES 117,822 For the City of Fort Collins Cultural Facilities Plan, we have selected Webb Management Services and BHA Design to assist us in our efforts. Webb Management Services will provide the market analysis, operational and organizational planning, and financial management aspects of the study. BHA Design will assist us with planning, site selection, and an understanding of the local community context. WEBB MANAGEMENT SERVICES, INC. Webb Management Services is one of the nation's leading providers of cultural and arts management services, having completed more than 150 assignments. Founded in 1997, the firm has a core staff based in New York City, supplemented by a network of associates around the country. Webb Management Services provides comprehensive services that include an analysis of the market area, an evaluation of possible uses and users of potential facilities, an inventory of regional facilities, and a financial impact assessment. In addition, the firm fosters strategic alliances among non-profit arts and cultural organizations, from cooperative projects and initiatives, to the coordination or consolidation of programs and services, and finally to consideration of mergers and their ultimate implementation. Other services include strategic planning for cultural organizations to address strategies for audience development, earned revenue growth, capitalization, organizational evolution, and board development. Recent research projects include Best Practices in Municipal Cultural Affairs Offices in the United States and Live Performance and Technology in the Twenty-first Century. Throughout the years, Pfeiffer Partners has successfully teamed with Webb Management Services on a number of projects for the arts including: • City of West Hollywood, Cultural Facilities Study, West Hollywood, CA • Cary Town Center, Civic and Cultural Arts Study, Cary, NC • Cabrillo College Arts Center Feasibility Study, Aptos, CA • California State University -Monterey Bay Festival Center for the Arts Feasibility Study, Seaside, CA • Fox Theater Feasibility Analysis and Master Plan, Oakland, CA • George Mason University- Prince William Campus Performing Arts Center Feasibility Study, Manassas, VA • Dallas Cultural Facilities Master Plan, Dallas, TX • New Haven Cultural District Plan, New Haven, CT • Southern Kentucky Performing Arts Center/Western Kentucky University Feasibility Study (SKyPAC), Bowling Green, KY • Reno Arts & Cultural District Arts Facility Feasibility Study and Master Plan, Reno, NV SKyPAC - Rendering BHA DESIGN, INC. BHA Design Inc. is a landscape architecture and planning firm located in Fort Collins, established in 1993. BHA provides sign design, image development, landscape architecture, master planning, urban design, public process, and entitlements to both public and private clients. BHA has focused its predominant design efforts in Northern Colorado and is committed to the future of the local community and its cultural resources. BHA President, Bruce Hendee, has been actively involved in Fort Collins' cultural issues by serving on the Lincoln Center board and spearheading a local cultural/arts funding ballot initiative. He is currently involved in the 'Beet Street' initiative to create a Chataqua-style district in downtown Fort Collins. The firm received three state and one national design award in 2005 from the American Society of Landscape Architects. BHA's relevant project experience includes: • Beet Street District, The City of Fort Collins Downtown Development Authority, Fort Collins, CO • Downtown River District Streetscape, Fort Collins, CO • City Park Pool, Fort Collins, CO • The Ranch, Lorimer County, Loveland, CO • Fossil Creek Park, Fort Collins, CO • Aurora Municipal Center, Aurora, CO No Text Y PERSONNEL Duncan Webb, CMC Cultural Planning Consultant (Webb Management Services) Sarah Jaycox Cultural Planning Consultant (Webb Management Services) Tam Oiganization Jean Marie Gath Project Director (Pfeiffer Partners) Steve Stainbrook, AICP Senior Planner (Pfeiffer Partners) Bruce Hendee, ASLA Landscape Architect/Planner (BHA Design) I Roger Sherman, ASLA Landscape Architect/Planner (BHA Design) The success of the City of Fort Collins Cultural Facilities Plan will be based in part on the creativity, commitment and organizational skills of the core team leading the project. As such, Pfeiffer Partners proposes its strongest, most experienced team members, who have worked together extensively in the area of cultural facility planning. Jean Marie Gath, Principal, will serve as Project Director. She will be assisted by Steve Stainbrook, Associate, as Senior Planner. Our staff of 50 professionals is available to provide needed support as necessary. JEAN MARIE GATH — PROJECT DIRECTOR As Project Director, Jean Marie Goth will have overall responsibility for the project, ensuring that Pfeiffer Partner's full attention and resources are dedicated to the assignment throughout its duration. Ms. Goth will direct the project on a day-to-day basis with responsibility for development of the project work plan and schedule and responsibility for the achievement of all project milestones. In addition, she will monitor project costs, working with the City of Fort Collins' Cultural Services Department to ensure that the scope and resources remain aligned. She will coordinate the involvement of our consultants ensuring their input is obtained at appropriate times. She will work with Steven Stainbrook in leading the programming component of the project, working with users to understand their specific space needs. Ms. Goth will lead the workhop process outlined in the scope of work. Ms. Garth will work with the City of Fort Collins and the consultant team to determine the feasibility of a cultural facility that meets the needs of the community. She will meet with community arts organizations, tour existing cultural facilities, prepare a detailed space program for a new facility and develop criteria for its location. Working closely with Ms. Gath will be Duncan Webb and Sarah Jaycox of Webb Management Services, both of whom she has worked with on similar assignments. Mr. Webb and Ms. Jaycox will be responsible for determining the need for a facility and its component parts, conducting a market analysis demonstrating support for a center, evaluating how this facility fits within the context of other regional cultural facilities; and comparing the City of Fort Collins with other comparable communities that have successfully built cultural structures. They will also develop a Business Plan that projects potential operating costs and revenue sources. Assisting the team from a local planning and community understanding perspective will be Bruce Hendee of BHA Design. Mr. Hendee is very familiar with the City of Fort Collins and is currently working on the Bohemian Center project, conducting early site planning studies. He is also coordinating with the City of Fort Collins in developing a downtown riverfront district master plan, coining the term 'Beet Street". Earlier this summer he traveled with City representatives to tour Chautauqua, an example of a successfully planned artscommunity. For this project, Mr. Hendee will be assisted by Roger Sherman, ASLA, who has 16 years of relevant experience. Resumes Resumes for each key team member follow.