Loading...
HomeMy WebLinkAboutRFP - P1023 FULL SERVICE DOWNTOWN HOTEL (2)Page is too large to OCR. Page is too large to OCR. Page is too large to OCR. Page is too large to OCR. EXCLUSIVE NEGOTIATING AGREEMENT FOR DEVELOPMENT OF BLOCK 122 THIS AGREEMENT, is entered into this day of 2006, by and between the City of Fort Collins, Colorado, a municipal corporation ("City") and Development Entity, a Colorado corporation, ("Development Entity"). WHEREAS, the WITNESSETH: City is the owner of the real property _ ("the Property") in the City of Fort Collins; and described as WHEREAS, the City desires to facilitate the development of in accordance with adopted City plans; and WHEREAS, the City has heretofore conducted a Request for Proposal ("RFP") process requesting proposals for the development of portions of the Property in accordance with adopted City plans; and WHEREAS, the Development Entity has been selected by the City, as a result of the aforementioned request for proposal process, to enter into this Agreement as an "exclusive negotiating agreement" for the aforesaid purposes. NOW, THEREFORE, in consideration of the mutual promises of the parties hereto and other good and valuable consideration, the receipt and adequacy of which is hereby acknowledged, the parties agree as follows: 1. The Development Entity shall conduct a market analysis/feasibility study for the development of the Property in accordance with adopted City plans and the RFP and shall present the same to the City for its consideration on or before the day of , 2006. Upon receipt of said market analysis/feasibility study, the City shall consider the same, conduct discussions with the Development Entity and determine whether or not to move forward with a design for the development of the Property. The City's determination shall be made within days of receipt of the market analysis from the Development Entity, and shall be at the City's sole discretion. 2. If the City determines to move forward with the project, then the Development Entity shall prepare schematic designs for the development of the Property, including site plans, elevations, and a scale model, but not including detailed engineering drawings. Said design shall be completed within days of the City's decision to move forward into the design stage and, upon completion, shall be submitted to the City for its review. 3. Upon receipt of the design from the Development Entity, the City shall conduct a review of the same, coordinate discussions with the Development Entity pertaining to the design details and, within days of receipt of the same, determine whether or not to move forward with the project beyond the design stage. Such determination shall be at the City's reasonable discretion. 4. If the City determines to move beyond the design stage, then the Development Entity shall prepare all plans and submittals necessary to present a complete application to the City's Current Planning Department for development approval and shall diligently pursue development approval of the project to completion. All development applications and related fees shall be paid to the City by the Development Entity as a part of the development approval -12- process and no fees shall be waived by the City. The City shall cooperate with the Development Entity to obtain the necessary governmental approvals and permits, including without limitation, the granting of ail easements and encroachment permits (without further expense on behalf of the Development Entity) necessary for the completion of the development. 5. If during the course of the market analysis, design and development approval process the city determines that any aspect of the Development Entity's market analysis, designs or development plan for the Property is unacceptable, the City shall provide the Development Entity with written notice of and an itemized list or description of such unacceptable items or conditions. Upon receipt of such notice, the Development Entity shall have a reasonable time and opportunity to correct such items; provided that the Development Entity shall diligently pursue correction of such items in an expeditious manner. 6. During the course of market analysis, design and development approval, the City agrees that it shall not negotiate with any other developer, person or entity for the development of the Property, it being the intention of the parties that the Development Entity shall have the exclusive right to work toward the development of the Property during the aforesaid stages of planning and development. 7. All drawings, plans, specifications, schematic designs, site plans, elevations, scale models, engineering drawings, studies, feasibility reports, assessments, marketing and trending research, marketing techniques, pricing policies, financial information, sales processes, bidding processes, costs, profits, sales, markets, patents, intellectual property, trademarks, service marks, patent applications, development plans and all other data delivered in any form including, but not limited to, writings, drawings, surveys, architectural renderings, graphs, charts, photographs, phonographic records, tape recordings, discs, and data compilations in whatever form recorded or stored shall be and remain at all times the sole property of the Development Entity. 8. If the development application is manifested in the approval of a project development plan, then the City and Development Entity shall promptly negotiate in good faith toward a mechanism for transferring ownership of the Property to the Development Entity for subsequent development and marketing. Elements to be determined between the City and the Development Entity as a part of said negotiations include the purchase price, and, if applicable, any deed restrictions or future interests necessary to ensure that the property will be developed in accordance with the City's intended purposes. 9. It is expressly understood between the parties that any transfer of ownership of the property, must first be approved by the Council of the City of Fort Collins in accordance with Chapter 23, Article IV of the City Code, and that such approval is at the Council's sole discretion, provided however, that the Council of the City of Fort Collins shall provide the Development Entity with its reasons for any disapproval of the sale of the Property and an opportunity for the Development Entity to address the reasons for the City Council's disapproval. 10. Preliminary to the negotiations contemplated in this Paragraph 6, the Development Entity shall provide the City with information regarding any public financial participation (such as participation by the Downtown Development Authority) that the Development Entity anticipates will be forthcoming in the development of the Project, and shall also demonstrate to the City the Development Entity's financial commitment to perform the Project to completion by demonstrating to the City that it has a satisfactory financial reputation to obtain construction financing and take-out financing to construct the Project according to the approved Project Development Plan. - 13 - 11. The Development Entity shall be solely responsible for all expenses incurred in the performance of this Agreement, including but not limited to preparing the market analysis/feasibility study and the designs, any environmental reviews, vibration studies, noise analyses, etc., and/or costs incurred in the development review process. The City shall have no obligation to reimburse, share in or support the Development Entity in covering any costs incurred by it as may be necessary to perform its obligations under this Agreement. 12. The Development Entity may terminate this Agreement, with or without cause, at any time, upon the giving of fifteen (15) days written notice to the City. The City may terminate this Agreement upon the giving of fifteen (15) days written notice to the Development Entity, if the Development Entity has failed to perform its obligations under this Agreement in a timely, professional, comprehensive and workmanlike manner. All notices provided under this Agreement shall be effective when mailed, postage prepaid and sent to the following addresses: If to the City: If to the Development Entity: Any costs incurred by either party in the performance of this Agreement shall be the obligation of such party upon termination. 13. The Development Entity, its agents, employees, contractors and representatives may enter upon the Property at any time for the purpose of surveying, testing or conducting any other reasonable activity thereon in pursuance of performing its duties under this Agreement. 14. The Development Entity shall indemnify, save and hold harmless the City, its officers and employees, from all damages whatsoever claimed by third parties against the City and arising from the Development Entity's acts or omissions relating to the development of the Property; and for the City's costs and reasonable attorneys fees, arising directly or indirectly out of the Development Entity's negligent performance of any of the work under to this Agreement. Development Entity shall maintain commercial general liability insurance in the amount of $1,000,000 combined single limits. To the extent authorized by law, the City shall indemnify, save and hold harmless the Development Entity from damages arising directly or indirectly out of the City's negligent performance of any of the work under this Agreement. Nothing herein shall be construed as a waiver of the provisions of the Colorado Governmental Immunity Act, Sec. 24-10-101 et seq. C.R.S. 15. The parties expect that there may be unforeseen delays and complications that will arise during the course of performance of this Agreement and, accordingly, they agree to reasonably consider requests for extensions of the deadlines as set out in this Agreement, as long as the requesting party is diligently and conscientiously pursuing its obligations under this Agreement. Any such agreed upon extension shall be set out in writing signed by the parties. 16. This Agreement constitutes the entire understandings of the parties hereto with regard to the subject matter hereof and may be amended only by written amendment of the parties. This Agreement shall be binding upon the parties, their successors, representatives and assigns. This Agreement shall be construed as though drafted mutually by both parties. -14- IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written. CITY OF FORT COLLINS, COLORADO, a municipal corporation Darin A. Atteberry, City Manager By: James B. O'Neill, II, CPPO, FNIGP Director of Purchasing & Risk Management ATTEST: City Clerk APPROVED AS TO FORM: Deputy City Attorney [Insert Professional's name] or [Insert Partnership Name] or [Insert individual's name] or Doing business as [insert name of business] By: Title: CORPORATE PRESIDENT OR VICE PRESIDENT Date: ATTEST: Secretary - 15 - ADDENDUM No. 2 SPECIFICATIONS AND CONTRACT DOCUMENTS Description of RFP: P1023 Full Service Downtown Hotel & Mixed Use Development Project OPENING DATE: 3:00 P.M. (Our Clock) June 30, 2006 To all prospective bidders under the specifications and contract documents described above, the following changes are hereby made. Clarifications: • The Proposal for a 4 star hotel will be based on the results of the market feasibility analysis. • Convention facility space of 0-40,000 sq ft depending on feasibility analysis results. • New Markets Tax Credits program will be pursued soon after a team is selected. • There are approximately 160 parking places on the proposed location. The City would expect those to be replaced and additional spaces added for the use of the hotel and related facilities. • Requirements for a hotel management firm are dropped from the RFP until the preferred product is identified. • This project will be expected to utilize real (as in real stone, not cast materials) building materials wherever feasible, have a pedestrian -friendly street orientation, designed with the expectation that the building will be a community -appreciated asset for many generations, and incorporate green building principles. • It is anticipated that a zero lot line to the Alley could be used. • Height restrictions in the downtown area are currently being reviewed by staff and City Council. Under current standards, it is possible that the Planning and Zoning Board could grant a modification to building height limits. Approval for additional stories would depend on design and compatibility. 215 North Mason Street • 2nd Floor • P.O. Box 580 • Fort Collins, CO 80522-0580 • (970) 221-6775 • Fax (970) 221-6707 www.fcaov.com Questions and Answers: • QUESTION: What is the economic intent of the project? ANSWER: The intent is to provide hotel rooms in the central business district for visitors to the cultural programs, businesses, and tourists. The hotel is intended to be profitable. • QUESTION: Who will pay for what? ANSWER: Determined through negotiations with the selected team. • QUESTION: Will the development team purchase the hotel at the end of the project? ANSWER: Depends on the outcome .of the negotiation process. • QUESTION: Will the City and/or DDA put up the capital to design and construct the project? ANSWER: Depends on the outcome of the negotiation process. Attached to this Addendum: • Documents on Cultural project care: o Old Town Cultural District Vision Statement, March 26, 2004 o Cultural District Review and Action Plan, March 31, 2005 • Pre -proposal attendance sheet RECEIPT OF THIS ADDENDUM MUST BE ACKNOWLEDGED BY A WRITTEN STATEMENT ENCLOSED WITH THE BID/QUOTE STATING THAT THIS ADDENDUM HAS BEEN RECEIVED. Old Town Cultural District Vision Statement March 26, 2004 To foster and celebrate human creativity through education, participation, and entertainment; to define downtown Fort Collins as a center for intellectual, cultural, physical, and spiritual rejuvenation and growth. Background. The latter half of the Twentieth Century saw Fort Collins quietly emerge as one of the most sought after places to live in the United States. Colorado State University became one of the better research institutions in the country and many hi -tech companies chose to build facilities in the community because of its progressive, family -friendly environment. Cultural and commercial development helped define the City as a regional center of civilization. Some of this happened noisily and painfully with debate about the (de)merits of more people, more shopping centers, more roads, more houses. On the other hand, the community's cultural growth happened in a serendipitous fashion. Restaurant entrepreneurs flocked to (and continue to do so) the community for no known reason and it took a reporter from the Denver Post to inform Fort Collins that it produced more live stage performances than the cities of Colorado Springs and Boulder combined. To an outsider this might not seem like such an achievement. Yet, Colorado Springs, home to the Air Force Academy, University of Colorado at Colorado Springs, and Colorado College (a perennial top ten school as defined by U.S. News and World Report) is three times the size of Fort Collins and Boulder is internationally recognized as a cultural and artistic center. Recently, groups in Fort Collins have initiated efforts to establish a Center for Fine Arts Photography, a Colorado College of Contemporary Music, and a cultural tax district. Duany Plater-Zyberk (probably the best known design firm advancing the concept of New Urbanism) has made overtures to the City about "doing a project" in the central business district. Other groups have approached the Downtown Development Authority with ideas for an artist's "retail, studio, and living compound," museum expansion, a loft over workspace development, and a multi -court basketball facility. Such events happen quietly and without much fanfare. In the aggregate however, they suggest an underlying character of the community entailing a thirst for knowledge and creative expression that exists on its own and without inducement. Character of the Community. This "character of the community" takes on ever increasing importance as population and infrastructure growth in the Rocky Mountain West blurs the identity of older, traditional centers of population. Where Fort Collins was once the dominant city in Northern Page is too large to OCR. Colorado that dominance is being challenged as neighboring communities build state-of- the-art hospitals, entertainment venues, and commercial and business centers. For locals, perhaps the best illustration of this eroding position is the possibility that The Discovery Center might move to the adjacent community of Loveland. The Discovery Center is a cultural icon in Northern Colorado and its loss, while not economically significant, would represent a real chip in the armor of the community's character. For a time anyway, the approach taken by Fort Collins to maintain the character of the community may not be along traditional paths of economic development. Nor may it be prudent since economic development in its classical sense means competing with other communities for the same jobs, the same businesses, the same disposable income dollars. The veracity of the argument that "winning" such competitions is really a losing proposition has not been proven but it puts Fort Collins at an immediate disadvantage by imposing internal hurdles to the city's ability to compete. The Downtown Development Authority thinks the underlying character of the community, the pursuit of and appreciation for creative activity that comes so naturally to Fort Collins, provides a foundation that, if fostered and encouraged, can define this City as something apart from all others. It can solidify the City as a different kind of place to live and work —a place for creative minds to gather, to learn, to grow intellectually, culturally, physically, and spiritually. Because downtowns are the most intensely cultured environments in any community, because downtowns embody the history and aspirations of a community, it is the DDA's belief that the effort to build on the existing character of Fort Collins should begin downtown and be concentrated, although not exclusively, in downtown. The vision is to target downtown as a cultural district. It would emphasize a theme that, if it catches fire, will take on a life of its own and that can last for many, many generations. What it might look like. The variety of uses that could fit within this framework is almost endless: educational facilities; public and private performing arts venues, recreational venues (the City's planned replacement of the Azatlan Center would go a long way toward filling that bill. Adding tennis courts, basketball courts, an ice rink, and partnering with Lincoln Greens would provide more diversity to downtown recreational opportunities), soapbox facilities to encourage spontaneous oration, debate rotundas, amphitheaters (big and small such as the one behind the new Justice Center), cooking schools, a year-round farmer's market, think tanks, movie theaters, and businesses that thrive in a creative environment, the most progressive and well conceived interface between our cultural world and our natural world —an interface that articulates and illuminates the connections between humanity as a cultural phenomenon and humanity as a product of nature, a coordinated pedestrian and transit system without equal (that is, a system that really works and therefore a system that probably hasn't really ever been created yet), commercial enterprises that both support these facilities and that can take advantage of them including apartments, hotels, B&Bs, commercial galleries, nightclubs, more and a wider variety of restaurants, and retail that builds upon the concept of a cultural district. On top of and of equal importance to the bricks and mortar is a program that will attract world -class (which isn't always the same as world famous) artists, writers, athletes, economists, singers, naturalists, actors, cooks, craftspeople, entertainers, environmentalists, archeologists, historians, sculptors, painters, architects, philosophers of all disciplines, thinkers, physicists and chemists, tightrope walkers, magicians, even pedants, engineers, and charlatans. Ultimately, it will be the uses and the users of the cultural district we create that will confirm and sustain downtown and all of Fort Collins as the gathering place for cultural, intellectual, physical, and spiritual growth. The Role of the DDA. The DDA's role can be to serve as a catalyst in creating the physical infrastructure: 1. To help build the stages, the fields, the forums, the living places, the markets, the gathering places, the galleries, studios, classrooms; 2. To design and build an infrastructure that knits these venues into our existing downtown and together, into an environment that encourages the frequent and the occasional visitor to explore more, to learn more, to come back again, and yet again; 3. To convert our streets into a pedestrian environment, not devoid of cars and trucks but and environment that is actually quiet, safe, easy to maneuver through; to encourage transit services into and out of the downtown, and to and from other population centers; 4. To turn our backs into second fronts —buildings that open up to an alley pedestrian network so full of surprises and discoveries: little cafes, theaters, nightclubs, galleries (one of the true beauties of a downtown is its eclecticism, the crazy -quilt, uneven, unpredictable nature of its built environment; a bazaar of opportunity, discovery, and delight. S. To help provide things to discover, delight, excite, stimulate; things that make one think, laugh, ponder, to reach outside the box, to simply be overwhelmed. A very short list of projects to encourage. Outdoor recreational ice rink Amphitheater Art education school/campus Lecture halls/convention complex Performing arts center Omni -Max theatre Discovery Center Year-round enclosed farmer's market Hoteliboutique hotels/B&Bs Night clubs Center for Fine Art Photography Artist's residential compound Alley -way pedestrian system Colorado College of Contemporary Music Restaurants Private theatres Private galleries Expanded Museum New library Conclusion Building and operating a focused cultural district based upon the unique character of the Fort Collins community, the Downtown Development Authority believes this City can achieve lasting social and economic health and a sustainable vitality that supports and excites the people who choose to make this place their home. FORT COLLINS, COLORADO DOWNTOWN DEVELOPMENT AUTHORITY CULTURAL DISTRICT REVIEW AND ACTION PLAN March 31, 2005 I. Introduction —page 1 II. Review of Concept and Vision —page 4 III. Cultural District Findings —page 5 IV. Review of the Economic Impact of Cultural Facilities and Districts —page 7 V. Cultural Assets Inventory —page 10 VI. Cultural Liabilities Inventory —page 22 VII. Sequenced StartUp/Governing Body —page 23 VIII. Work Program —page 25 IX. Budgets —page 28 X. Revenues/Income-Expenditures-Net—page 34 IN FORT COLLINS, COLORADO DOWNTOWN DEVELOPMENT AUTHORITY CULTURAL DISTRICT REVIEW AND ACTION PLAN March 31, 2005 I. INTRODUCTION With a careful, comprehensive action plan, a Fort Collins version of the Chautauqua, New York (CNY) experience is doable. It must be firmly rooted in the community. It cannot be imported and plunked down if it is to achieve the necessary stature and character to be successful. The Disney Corporation attempted this, spending millions of dollars to replicate the Chautauqua experience. It's effort failed, partly because it could not establish an instantaneous "community" and partly because it failed to distinguish the facility from the Disney brand (which is to say, entertainment of the lite variety). CNY is based on four pillars: arts, education, religion, recreation. Everything it does is built upon these four pillars and the programming for each covers every age group. It has performance venues for theater, opera, music; film. It has lecture halls under roof and outside in wooded glades. It has religious houses representing eight Christian denominations and is currently adding a Jewish and Muslim house. It has education facilities including classrooms, dormitories, rehearsal rooms for all disciplines. It has recreation facilities including tennis courts, two golf courses, ball fields, basketball courts, fitness center, and water sports. It has a plethora of youth facilities including a boys and girls club, day camp (used by locals as well as weekly visitors), pre-school, and a young readers program that is often linked directly to the weekly theme, an activity center for young teens and another for college age students, and it conducts a "family entertainment series where kids not only get to see jugglers, mimes, puppeteers, folk singers, etc., but they get to interact directly with the performers. And of course, CNY has a professional faculty, professional performers (symphony musicians earn upwards of $30,000 for the summer), and an administrative staff that in the aggregate totals in the hundreds. More than 2,100 programs are offered during the nine -week summer season. CNY's annual budget approaches $20 million and is funded through gate fees ($260 for one week), income (i.e. ticket sales to performances, golf, hotel rooms, banquets, weddings, etc.), and from philanthropy. Gate fees and income account for 80 percent of the budget; philanthropy and endowment earnings for 20 percent. Weekly gate attendance for the nine weeks of summer programming is around 7,000 people. Attendees visit Chautauqua based more on their own personal vacation schedules than on the particular weekly theme. Typical attendee is college educated, upper middle to upper income and the majority come from surrounding metropolitan areas including Pittsburgh and Cleveland. Because of space seating limitations, local daily passes are somewhat limited, especially for major speakers and concerts. While attendees tend to be liberal, donors tend to be conservative. CNY is very up front about this. Summer programming is developed around the fields of religion, philosophy, government and within these the focus is on international affairs, economics, applied ethics, religion, and the arts and humanities. Chautauqua staff emphasized certain points over and over: • Mix of offerings. While there is always a particular weekly theme, the breadth and scope of activities available to attendees is wide and diverse; • Mix of people attending. CNY is visited by students, teachers, professionals of almost every discipline, whole families, and all generations. Many attendees are returning for second, third, and fourth visits and it is common for visitors to be the latest of a long line of generations who have attended; • Education above all else. CNY is a learning place and is driven by hands on participation, not just observation. • Quality and accessibility of artists, lecturers, faculty, and staff: There is significant and intentional interaction between attendees and visiting performers, speakers. Donors, for instance are sometimes invited to have lunch with a performer or lecturer (care to join Hillary Clinton for a tete a tete over tea?). • The sense of place, of sacredness, and of renewal define the Chautauqua experience. While this may sound kind of hokey, it is very, very obvious when visiting the place. CNY has a bookstore, a Starbucks outlet, a few retail establishments, eight restaurants, and its own police force which is affiliated with the County sheriff's office. CNY owns two hotels. Most visitors stay in privately owned homes, condominiums, hotels, hostels, and apartments. The village is a national historic district although standards are not very strict (vinyl siding is not allowed but Hardiplank is). Not including the golf courses, CNY is about 260 acres —about a mile long and UP mile wide. Cars are not allowed on the premises except for loading and unloading. However, there is bus service provided throughout the village. So what does all this mean to downtown Fort Collins? The first, and most obvious observation is that whatever path we go down in terms of a cultural district, it must be grown within and from the community if it is achieve the special sense of place that will draw people back again and again. This does not mean its focus is only on local culture. It does not mean that the audience is strictly local. It does not mean the programming is derived only from local resources. It means that the district must be reflective of the character and quality of Fort Collins, that it becomes a very significant cultural and economic element of the community landscape. 7 2. An ancillary to the first observation is that while it might be technically possible to physically build the entire cultural district at once, this is not what will create the sense of place. It is the quality, diversity, and accessibility of the programming that is most important. The physical environment must be built to ensure that it contributes to the sense of place, but it is not enough by itself. 3 II. REVIEW OF CONCEPT AND VISION A restatement of the vision: To define downtown Fort Collins as a nationally recognized center for cultural growth and intellectual, spiritual, and physical renewal by unifying cultural amenities and building cross-cultural and cross generational thematic programs focused on the human experience. With the objective of: Establishing a unique economic engine for the Fort Collins community founded on the principle that such a center will attract creative, sustainable capital and intellectual investment in the City. And with the twofold intent to: 1. Attract local, regional and eventually national and international visitors to Fort Collins in such numbers that the community receives significant and tangible benefit in the form of increased economic, cultural, intellectual, and spiritual health, and 2. Attract business, social, commercial, and educational enterprises to Fort Collins as a direct result of its economic, cultural intellectual, and spiritual health. In other words, over time this cultural district should decisively distinguish Fort Collins from other communities and become one of its most important economic engines (as measured by creative new businesses startups and relocations, number of visitors, increases in sales tames, increased bank deposits, and growth in such areas as the hospitality industry). 4 III. CULTURAL DISTRICT FINDINGS At its retreat two years ago, the Board of Directors discussed resurrecting the development of a new performing arts center. The idea grew into a concept to emphasize arts and culture in the central business district and the model the Authority has been using, more or less, since then is the Chautauqua, New York facility. At the retreat, it became apparent that the concept wasn't going anywhere without a coordinated program. To get at that, the Board appointed a subcommittee to explore cultural districts. Staff and two members of the subcommittee have looked at a variety of cultural districts including a visit to Chautauqua to interview administrators about the feasibility of attempting a similar program in Fort Collins. Findings summary: l . Many cultural districts have coordinated fund-raising programs although it is more common for individual enterprises (the opera, the symphony, the museum, etc.) to have their own distinct fund-raising programs and endowments. CNY has both an umbrella fund-raising program and single enterprise fund-raising although all are coordinated out of one office. 2. Some districts have access to cultural taxing district revenues but it is not a consistent feature. CNY does not have a taxing district per se, but all residential property owners within the confines of the campus are requested to contribute $2,000 or more annually to the Chautauqua Institution. About 50 percent actually do so. 3. Most cultural districts reside in mixed -use urban areas although older districts were built as "compounds" without the inclusion of other land uses. CNY is more of a campus although there are a few retail and restaurant facilities. 4. With the exception of CNY, cultural programming in cultural districts is similar to what Fort Collins already does: gallery walks, festivals of one variety or another. CNY is the only one staff has identified that develops specific weekly themes around which its programming is built. 5. Educational programs are common in cultural districts. Other than CNY however, these are community reach -out events rather than full blown educational institutions with faculty, training facilities, dormitories, etc. 6. Depending on the city, cultural districts offer property management, marketing/promotion services, box office services, and sometimes shared office space (like a gold suite) for arts organizations. This information drawn from "Cultural Districts" produced by Americans for the Arts, and telephone conversations with various cultural districts. Although it is impossible to say with certainty, only Chautauqua, New York speaks of and promotes itself as a place of intellectual, spiritual, and physical renewal. Attendees responding to surveys almost universally say they went to Chautauqua simply for a summer vacation and left with a feeling of deep renewal. I cannot speak for Jack Wolfe and Steve Taylor, but that sense was almost palpable to me even during our short, frigid trip at the end of February. This is not something that is easily duplicated and perhaps it shouldn't be. However, some kind of special "character" needs to imbue our effort in Fort Collins so that the experience becomes more than "just a vacation." Page is too large to OCR. IV. REVIEW OF THE ECONOMIC IMPACT OF CULTURAL FACILITIES AND DISTRICTS On the following page is a study examining the impact of the arts on Fort Collins. This was part of a larger study done in 91 communities across the country. The impact is impressive. However, compared to Boulder (which was also a part of the study) and national averages, Fort Collins lags behind. Fort Collins Boulder National Average(1) Total Expenditures $ 9,264,147 $19,141,140 $20,910,356 FTE jobs 299 594 694 Resident Household . Income(2) $ 5,004,000 $11,870,000 $13,709,474 Local Govt. Revenue $ 426,000 $ 530,000 $ 747,474 State Govt. Revenue $ 312,000 $ 663,000 $ 1,2091421 Resident attendee Expenditures(3) 12.96 $ 16.86 $ 18.55 Non-resident attendee Expenditures 35.89 $ 37.84 NA (1) Cities with population of 100,000-250,000 (2) Aggregate income of local artists (3) Does not include cost of admission to event Three things stand out: 1. Fort Collins does not benefit as much as Boulder. Neither city benefits as much as averages. 2. Non-resident expenditures far exceed resident expenditures. 3. Only 11.5% of the patrons of the arts in Fort Collins are non-resident. What one makes of these numbers depends on whether the glass is half empty or half full. If it is half empty perhaps the numbers mean Fort Collins isn't culturally inclined. If it is half full, then there is one big opportunity out there waiting to be capitalized upon. All the indicators suggest the glass is half full. The indices spelled out in every study of creative places reviewed suggest Fort Collins to be on the cusp: • Talented population —Fort Collins is one of the better educated communities in the country (33 percent with at least a college degree). • Major research university—CSU. • Culturally creative —more stage productions than Boulder and Colorado Springs combined. • Inherited features which include climate and the natural environment. • Created features which include open space, unique urban amenities, vibrant street life, live music venues, restaurants. 7 • Difference, in the sense that what is offered in a cultural district is not composed of national and international chains and brands. • Disposable income. QuickTimeTm and a TIFF (LZW) decompressor are needed to see this picture. M V. CULTURAL ASSETS INVENTORY Physical. (to follow later) Performance. Larimer Chorale 284 Pine Street, Fort Collins, CO 80522, This ninety -voice choir performs three to four concerts of classical and light music with orchestra each year, including an annual presentation of Handel's MESSIAH in December. Bas Bleu Theatre Company 216 Pine St., Fort Collins, CO 80522, Old Town, Modeled after the great 18th century European literary "salons," this theatre company plays off of its intimate setting presenting plays, musicals, exhibits, readings and more. Canyon Concert Ballet 1031 Conifer St. #3. Ballet company performing a full season of productions plus offering a year round dance education center. Carousel Dinner Theatre 3509 Mason St., Fort Collins (not downtown). Dinner theatre features Broadway style entertainment. Opera Fort Collins 701 Pine St., Fort Collins. Lincoln Center, Professional opera company presenting major operas throughout the year plus operas for young people, concerts and opera -related events. Fort Collins Symphony 236 Linden Street, Fort Collins, CO 80524, Fort Collins Lincoln Center, This symphony performs classical music, light classical music and pops music for the whole family. OpenStage Theatre & Company 236 Linden St. Theatrical company providing quality, entertaining performances. Fort Collins Children's Theatre 442 Linden St. Lincoln Center Mini -Theatre, Two six - week Summer Workshop programs prepare children, ages 10-14 years, for eight regular season performances and an annual Fall production on the main stage. This theatre group produces traditional family entertainment. Choice City Singers. Parties, retirement banquets, employee recognition events, and anniversary celebrations. Choral blend of 24 voice singing troupe. Pop, Folk, Gospel, Broadway and Jazz music Debut Theatre. 827 Riverside Avenue (not downtown). Debut is a youth acting academy and performing company. Shows are for family audiences. Front Range Chamber Players. Mission is to advance music, dance, theater and poetry of many periods'and styles in a chamber setting, and to strive to reach all members of the 10 Fort Collins community through the schools, university, libraries and through its annual season at the Fort Collins' Lincoln Center's Mini -Theater. Jumpin' JiveCats. Local dance troupe specializing in vintage swing dance. Also offering Salsa, Tango, Hip Hop, African and Tribal Belly dances. Loran Strings. String Quartet Con Brio, Azari Loran String Duo, Victoria Loran Solo Violin. Specializes in classical string entertainment. Set It Free Music. Easy listening blend of pop, folk, jazz standards, and original music Galleries. CSU Curfman Gallery Colorado State University Free. CSU Hatton Gallery Colorado State University Lincoln Center Visual Arts Program The Lincoln Center features three indoor galleries and an outdoor sculpture garden. The Lincoln Center presents over 20 exhibits a year, including such annual events as the Northern Colorado Artist Association National Exhibit, the Crossroads Quilt Show, the Poudre School District Student Exhibition and the bi-annual Colorado International Invitational Poster Exhibit. MooseTrack 5924 South College Avenue MooseTrack Gallery is a local gallery featuring local artist's photography, antler art, log - cabin decor, moose related gifts and canyon art. Museum of Contemporary Art 201 S. College Avenue This renovated 1911 Post Office houses two galleries with rotating contemporary visual art exhibits in all media. ArtsCool programs include studio art classes for children and adults. Monthly lecture series - Conversations with Contemporary Artists. Trimble Court Artisans 118 Trimble Court Stoneware & raku pottery to stained glass & photographs... jewelry & wearable art to watercolors & weavings. All created by local artists. Walnut Street Gallery, 217 Linden Street From Howard Behrens to regional artists to the art of rock 'n roll. 11 Indigo gallery, 163 West Mountain Innovations Gallery, 223 Linden Jean Wilson Gallery, 233 Linden Only Contemporary Art, 151 W. Mountain Meeting Facilities Carousel Dinner Theatre, 1 meeting room (not downtown) Edwards House, 402 W Mountain, 2 meeting rooms The Executive Center, 123 North College. 2 meeting rooms Lincoln Center, 417 W Magnolia, 6 meeting rooms National Association for Interpretation, 230 Cherry Street, 1 meeting room Rio Grande Mexican Restaurant, 143 W. Mountain Ave., l meeting room Best Western University Inn, 914 S College Ave., 1 meeting room Colorado State University Facilities Environmental Learning Center, 3745 E. Prospect Road, 1 meeting room Lory Student Center, 50,000 square ft Moby Arena, seats 6,000 Bars, Restaurants & Nightclubs Armadillo, 354 Walnut. Mexican. Austin's American Grill, 100 W. Mountain Ave. American. Beau Jo's, 100 North College. Pizza. Ben & Jerry's Scoop Shop, #1 Old Town Square. Ice Cream/Yogurt. Big city Burritos, 510 South College Avenue. Burritos. Bisetti's Ristorante, 120 S. College Avenue. Italian. Boomer's Beef, 634 South College Avenue. 12 Brother Mel's, 151 South College Ave. Barbeque. Bourbon Street Bar and Grill, 151 South College Avenue. C A'Pellegrino, 140 West Oak. Italian. Canino's Italian Restaurant, 613 South College. Italian. China Palace, 117 South College Ave. Chinese. Chipotle, 649 South College Ave. Mexican. Choice City Butcher and Deli, 104 West Olive. Deli. Conor O'Neill's, 214 Linden. Irish. CooperSmith's Pub & Brewing, 5 Old Town Square. American. Brew pub. Cozzola's Pizza, 241 Linden. Pizza. Crown Pub, 134 South College Ave. El Burrito Restaurant, 404 Linden. Mexican. Enzio's Italian Kitchen, 126 W. Mountain Ave. Italian. Fiona's, North College. European Deli. Fish, 150 West Oak. Seafood. Good Times Drive Thru, 501 South College Avenue. American fast food. HuHot Mongolian Grill, 259 South College Ave. Mongolian. Jay's Bistro, 135 W. Oak Street. American. Jeju, 238 South College. Japanese, sushi. Jimmy John's, 133 South College Ave. Gourmet sandwiches. Kilwin's Chocolates & Ice Cream, 114 S. College Avenue. Confectionery. La Collina Pizzeria, 130 West Olive. Pizza. LaLuz, 200 Walnut. Mexican. 13 Los Tarascos, 626 South College Ave., Mexican. Lucille's, 400 South Meldrum. Breakfast. Lucky Joe's Sidewalk Saloon, 25 Old Town Square. Bar food. Mountain Cafe, 226 West Mountain Ave. Mystiq, 23 Old Town Square. Nico's Catacombs, 115 S. College Avenue. Continental. Old Chicago, 147 South College Ave. Pizza, burgers, pasta. Perkins, 310 South College Ave., American. Pickle Barrel, 122 West Laurel. Pita Pit, 102 West Olive. Pita sandwiches. Pueblo Viejo, 185 North College Ave. Mexican. Quizno's, 130 West Olive. Subs. Rio Grande Mexican Restaurant, 149 W. Mountain Ave. Tex-Mex. Sanford's, 200 Jefferson. American. Pub food. Silver Grill CaO, 218 Walnut Street. American. Spoons, Soups & Salads, 172 N. College Avenue, Suite C (Downtown in the Northern Hotel). Soup and salad. Steak -Out Saloon, 152 West Mountain. Steaks. Stonehouse Grill, 160 West Oak. Scottish pub. Subway, 126 South College Ave. Sandwiches. Suehiro Japanese Restaurant, 223 Linden. Japanese and sushi. Sushi by Kevin, 126 West Laurel. Sushi. Taco Johns, 343 North College Ave. Mexican takeout. 14 Taipan, 144 North Mason. Chinese. Thai Pepper, 109 East Laurel. Asian. Tony's Restaurant and Lounge, 224 South College Ave. Turkish Kebab House, 636 South College Ave. Middle Eastern. Vault, 146 North College Ave. Waffle House, 616 South College Ave. Zydeco's, 11 Old Town Square. Other. Art's Alive. Nonprofit arts service organization with three main initiatives: * Building awareness and financial support for the arts in Fort Collins. * Facilitating programs for arts education at all grade and age levels. * Providing business support services for artists and art groups. Avery House Historic District. 328 W. Mountain Avenue Listed on the National Register of Historic Places. Built in 1879, the home of Franklin & Sara Avery. CSU Environmental Learning Center. 3745 East Prospect Road #205 Undeveloped riparian woodlands along the Poudre River. Interpretive displays. Discovery Center Science Museum. 703 E. Prospect Road Hands-on science exhibits targeted at kids but interesting to adults as well. The Farm at Lee Martinez Park. 600 N. Sherwood Street (near Old Town) Featuring farm animals, museum, Silo Store, hayrides and pony rides. Children's classes and programs. Fort Collins Municipal Railway. Runs from City Park to Downtown. Car 21 is the only original restored city streetcar operation in the western U.S. Fort Collins Museum. 200 Mathews Street. Regional cultural and natural history displays in three galleries. Heritage Courtyard houses three historic cabins and a 1905 one -room schoolhouse. Great Stupa at Shambhala Mountain Center. 4921 County Rd. 68-C, Red Feather Lakes, CO 80545 15 One of the more significant examples of Buddhist sacred architecture outside of Asia. Filled with sacred art, the 108 ft. tall Stupa. Hiking, yoga, bodywork, meditation, gift store, good meals and comfortable lodgings. Rocky Mountain Raptor Center. 1 mile east of Timberline on Drake Road. Rehabilitation and release for injured birds of prey. Old Town Square Stage. Old Town Square. Larimer County Justice Center mini amphitheater. Flying Colors Art school, 1800 E. Prospect Westin Arts Academy, 1611 S. College Colorado Contemporary Music College Colorado State University Programs. The programs listed below seem especially suited to inclusion in the downtown cultural district. Descriptions and programming are sometimes included to illustrate why they make sense for the district. Bridges to the Future What does it mean to be an American in the 21 st century? What responsibilities do we have to our neighbors, both at home and in other countries? Are we living the dream of our founding fathers? Where are we headed as a nation... and how did we get where we are today? What does our society'owe' its children? Its senior citizens? Those in mid-life? How could September 1 lth happen...and what lessons have we really learned from the tragedy? "Bridges to the Future: American History and Values in Light of 9/11" began as a yearlong, statewide conversation, led by Colorado State University and the University of Denver, that challenged all of us to think about these questions...and about the kind of future we want to build for future generations. Beginning in September 2002, Colorado will welcome major international speakers, host spirited local discussions, and enjoya wide range of events from many different perspectives. All of these activities are designed to inspire the people and communities of Colorado: * To remember * To understand * And to renew or reframe our most fundamental public value commitments 16 Page is too large to OCR. Martin Luther King Day. Upward Bound. Upward Bound provides fundamental support to participants in their preparation for college entrance. The program provides opportunities for participants to succeed in pre -college performance and ultimately in higher education pursuits. Upward Bound serves high school students from low-income families, high school students from families in which neither parent holds a bachelor's degree, and low-income, first -generation military veterans who are preparing to enter postsecondary education. The goal of Upward Bound is to increase the rates at which participants enroll in and graduate from institutions of postsecondary education. All Upward Bound projects MUST provide instruction in math, laboratory science, composition, literature, and foreign language. Other services include: * Instruction in reading, writing, study skills, and other subjects necessary for success in education beyond high school * Academic, financial, or personal counseling * Exposure to academic programs and cultural events * Tutorial services * Mentoring programs * Information on postsecondary education opportunities * Assistance in completing college entrance and financial aid applications * Assistance in preparing for college entrance exams * Work study positions to expose participants to careers requiring a postsecondary degree CCC School of Leadership. Campus Compact is a national coalition of 900 college and university presidents committed to the civic purposes of higher education. To support this civic mission, Campus Compact promotes community service that develops students' citizenship skills and values, encourages partnerships between campuses and communities, and assists faculty who seek to integrate public and community engagement into their teaching and research. Our presidents believe that by creating a supportive campus environment for the engagement in community service, colleges and universities can best prepare their students to be active, committed, and informed citizens and leaders of their communities. Member campuses bond together as a coalition to actively engage presidents, faculty, staff, and students to promote a renewed vision for higher education — one that supports not only the civic development of students, but the campus as an active and engaged member of its community. 17 National Hispanic Institute (LDZ) Office of International Programs Sustainable Design & Eco-tourism Charrette with Charlotte Elton North -South Perspectives on Latin America: Nature, Environmental, Sabor Latino Americano, Cooking Class: Flavors of Latin America Sustainable Third -World Cities: The Design of Public Space Cannibal Tours 7:00 pm Thursday Discussion with Pete Taylor, Associate Professor, Exploring Mexican and American Solidarity Field Trip to Denver Museum of Nature and Science Machu Picchu: Unveiling the Mystery of the Incas Brazilian Night: A Spirited Evening of Music, Food, Dance & Culture Helping Park & Protected Area Managers in the Developing World Cinco De Mayo Celebration Music Camp. July 10-16, 2005 Under the direction of Steven Moore, the goal of the Colorado State University Rocky Mountain Summer Music Camp is to provide a paramount training ground for enthusiastic music students, furnishing them with the tools they need to learn, create, collaborate, perform and excel. This year's distinguished guests include conductor James Copenhaver, Andrea Hollenbeck, Leslie Stewart, Cameron Law, Sharon Darland, Suzanne Morrison, Dan Bell, CSU Director of Jazz Studies, Peter Sommer, and many more. Rocky Mountain Summer Music Camp 2005 is a week long intensive music performance camp. Camp is open to students entering 7th grade through new high school graduates. Total Soccer Academy. July 24-28, 2005 The Academy invites both girls and boys ages 9 - 18 regardless of skill level. The Academy is open to all athletes who are not academically eligible to enter college on a soccer scholarship in the Fall of 2004. International Connections Brown Bag Lunch Series The International Connections Brown Bag Lunch Series has been a CSU tradition for over 20 years! Join us weekly and enjoy the opportunity to meet faculty, staff and students from around the world, learn about special activities in Ft. Collins, and engage in new cultures and languages in a relaxed, social setting. Programs and conversation are a part of each International Connections Lunch! International Connections is sponsored by International Education. February I - Change in a Chinese City: Study Abroad in Beijing, China Matt Espe, Student & Gillman Scholarship Winner, Colorado State University 8 - An Informal Guide to Life in China IN Carol Forseth, Instructor, English 15 -Teaching Information Technology in Namibia, Tanzania, and Uganda Greg Vogl, IT Web Specialist, CSU Libraries 22 - What's the purpose? A Leprosy Study in Nepal Becky Rivoire, Sr. Research Associate, Microbiology, Immunology & Pathology March 1 - A Muscial Journey From the Snowy War -Torn Mountains of Czechoslovakia to the Floor Boards of the Hungarian National Theater Osi Sladek, Holocaust survivor and international folk singer **Located in Room 230 8 - Beyond Aconcagua: Climbing Argentina's Cerro Tupungato Pat Rastall, Associate Director, Pingree Park Seth Webb, Study Abroad Coordinator, Office of International Programs 22 - A Journey to New Heights: Discovering the Culture of Rural Switzerland Shelley Bolesta, International 4-H Youth Exchange (IFYE) 2004, Switzerland 29 - Japan's Hidden Landscapes Mary Humstone, Research Scientist, American Studies Program, University of Wyoming **LSC Room 205 April 5 - Adventures in Paraguay, Peace Corps Style Lydia LaBelle, Peace Corps Master's International Graduate Student, Watershed Science 12 - To be announced **LSC Room 208 19 - A Wee Girl with Lots of Luggage: Adventures Working in Scotland Brittany Brevard, Student, Colorado State University 26 -Developing Intercultural Sensitivity Viviane Ephraimson-Abt, Assistant Director, Housing and Dining Services Alfred Flores, Director, Apartment Life College of Music March 7 Monday. Guest Artist Series: University of Nebraska Brass Quintet, UCA, 7:30 p.m. 8 Tuesday. University Symphony Orchestra: Concerto Competition Finals, Brahms Symphony No. 1, UCA, 7:30 p.m. 10 Thursday. Concert & Symphonic Bands Concert, UCA, 7:30 p.m. 11 Friday. James and the Giant Peach, Johnson Hall MainStage, 7:30 p.m. Friday. Guest Artist Series: JB Smith & 19 Robert Spring, Percussion & Clarinet, UCA, 7:30 p.m. 12 Saturday. James and the Giant Peach, Johnson Hall MainStage, 10:30 a.m. & 2:30 p.m. 22 Tuesday. University Singers, UCA, 7:30 p.m. 23 Wednesday. High School Invitational Band Concert w/ CSU Wind Ensemble, UCA, 7:30 p.m. Free. 28 Monday. Faculty Recital Series: Peter Sommer, Saxophone, UCA, 7:30 p.m. 29 Tuesday. Faculty Recital Series: Aries Woodwind Trio, UCA, 7:30 p.m. 31 Thursday. Chamber Singers, UCA, 7:30 p.m. Thursday. Studio Dance Nights, GSB Studio 303, 8:00 p.m. April 1 Friday. Guest Artist Series: Cavani Quartet w/ Chamber Music Festival, UCA, 7:30 p.m Friday. Spring Studio Dance Performance, GSB Studio 303, 8:00 P.M. 2 Saturday. Chamber Music Festival, 203 Music Bldg., 3:00 p.m. Free. Saturday. Spring Studio Dance Performance, GSB Studio 303, 8:00 p.m. 5 Tuesday. Chamber Orchestra Performance, Bernstein Serenade, UCA, 7:30 p.m. 7 Thursday. World Percussion Concert, UCA, 7:30 p.m. 13 Wednesday. Faculty Brass Quintet, 203 Music Bldg., 7:30 p.m. 14 Thursday. Theatre & University Symphony: Every Good Boy Deserves Favor, UCA, 8:00 p.m. 15 Friday. Theatre & University Symphony: Every Good Boy Deserves Favor, UCA, 8:00 P.M. 16 Saturday.Theatre & University Symphony: Every Good Boy Deserves Favor, UCA, 8:00 p.m. 17 Sunday. Guest Artist Series: Boris & Elena Garlitzsky, Piano & Violin, UCA, 7:30 p.m. 18 Monday. Harp Ensembles Concert, 203 Music Bldg., 7:30 p.m. WE 19 Tuesday. Jazz Ensembles, UCA, 7:30 p.m. 22 Friday. The Mikado, Operetta by Gilbert and Sullivan, UCA, 7:30 p.m. 23 Saturday. The Mikado, Operetta by Gilbert and Sullivan, UCA, 7:30 p.m. 24 Sunday. Percussion Ensemble, UCA, 7:30 p.m. 26 Tuesday. Wind Ensemble & Symphonic Band, UCA, 7:30 p.m. 27 Wednesday. Concert Band, UCA, 7:30 p.m. Free. 28 Thursday. Student Spring Chamber Music Showcase, UCA, 7:30 p.m. Free. 29 Friday. Spring Dance Concert, Johnson Hall MainStage, 8:00 p.m. 30 Saturday. Day of Percussion, UCA, 9:00 a.m. — 5:00 p.m., Saturday. Spring Dance Concert, Johnson Hall MainStage, 8:00 p.m. May 1 Sunday. All Choral Concert, UCA, 4:00 p.m. Sunday. Faculty Recital Series: Chamber Music, UCA, 7:30 p.m. Sunday. Spring Dance Concert, Johnson Hall MainStage, 2:00 p.m. 5 Thursday — Senior Dance Showcase, Johnson Hall MainStage, 8:00 p.m. 6 Friday. Senior Dance Showcase, Johnson Hall MainStage, 8:00 p.m. Colorado International Invitational Poster Exhibition (CIIPE) The Colorado International Invitational Poster Exhibit (CIIPE) is a biennial invitational that brings world renowned poster artists and designers to the Fort Collins area. (September) 21 VI. CULTURAL LIABILITIES INVENTORY 1. Large performing arts hall. 2. Small multi -purpose performance venues. We have the mini -theater, CSU's facilities (although we may not be able to use those), Bas Bleu, and Carousel Theater (not downtown). We need three more with 100, 250, 500 seats. 3. Rehearsal studios. Ten at a minimum, 20 would be better. Affiliate with a school. 4. Amphitheater. 5. Conference/convention/lecture halls. Although we have some modest meeting space downtown, we could use a center with both indoor and outdoor venues. Chautauqua's Hall of Philosophy is a terrific example of an outdoor facility. 6. Schools. We have the Colorado College of Contemporary Music, Flying Colors Art School, Westin Arts Academy, and the Colorado Academy of the Arts. None of these are downtown. 7. Outdoor lecture halls and nature venues. 8. Recording studios. 9. Permanent year-round farmer's market. 10. Movie theater/Imax/OmniMax. 11. Hotels. Phased in, we need at least 1,000 rooms downtown. 12. Recreation facilities. Tennis courts, basketball courts, river sports, track, golf, 13. A way greater variety of restaurants. 14. Administrative facilities/office gold suites for cultural groups 15. Science and nature campus. 16. Internal circulation system (powered) 17. Administrative staff. Management, marketing, promotions, coordination, scheduling, fund raising, maintenance, community relations, education, sports, arts, etc. 22 VII. SEQUENCED START UP/GOVERNING BODY 1. Board review of the action plan 2. Modification/revision of action plan 3. Adoption of Action Plan 4. Drafting of legal framework and documents for Governing Body and the organization 5. Approval of/adoption of/creation of the Governing Body 6. Appointment of Governing Body board members (subcommittee of DDA or other as specified by the Board) 7. Funding appropriation process 8. Hire staff and secure office space/equipment Governing Body. A number of ways to go: 1. DDA Board as the governing board. 2. Subcommittee or subsidiary of the DDA using some board members and others. 3. Completely separate board. 4. Other (Lucia?) Staff suggests a subcommittee or a subsidiary organization using three boardmembers and eight -to -ten others as follows 3 DDA board members 1 Arts Alive 1 CVB 1 Community Foundation 1 DBA 1 City Staff/Council 1 Chamber 1 CSU 1 banker or investment banker 1 Cultural Resources Board (or staff member) 1 At large 1 Rotating year -long appointments from the arts community (that is, a representative from theater in one year, music the next, creative writing the next, visual art the next, etc.) After the first three years of operation, two DDA board members would be replaced by one person from Poudre School District and one other person. Over the years, the board's composition should evolve and maybe grow to include regional, state, and national representation. This will depend on the strength, success and reach the district is attaining. 23 Powers of Board: 1. In the first three years the subcommittee board reports to the full DDA board of directors and the DDA Board has full veto power. 2. Subject to DDA Board, the subcommittee has full control over the operations, budgets, staffing, programming, marketing, development of the cultural district. In other words, the subcommittee will submit an annual work program, budget, and programming to the DDA board that will then approve, with any modifications it deems necessary and then cut the subcommittee loose. 3. After spin off from DDA, Board will be independent and operate as a non- profit. 24 VIIL WORK PROGAM The Cultural District work plan consists of establishing week-long daytime themed programming focused on topics of contemporary importance and historic interest. These include but are not limited to the areas of economics, politics, arts in all their various forms, religion, sciences, recreation, popular culture. These programs will be educational, entertaining, enlightening, challenging and they will include components targeted at most age levels. As the cultural district becomes established, the work program will expand to provide educational services in all the various facets of cultural life —hands on as well as classroom. Ultimately, the intent is to blend the weekly thematic programming with the educational programming. Aside from the development of weekly, daytime programming, the work plan includes building formal partnerships with local arts, recreational, entertainment, educational, and cultural institutions so that all are coordinated to the extent possible (this is intended to enrich and round out the weekly thematic programs), and more importantly, so that all are marketed and promoted together as a package offering. The daytime programming is meant to be a very significant business generator for the local arts, entertainment, cultural, recreational, educational, and commercial communities. The plan calls for 10 phases over a maximum of 10 years. However, depending on revenues and income, the phasing might be compressed. Phase One. 1. In-depth evaluation of other cultural programs including, but not limited to a. Chautauqua, NY. b. Spoleto Festival in Charleston, SC. In addition to the programming, examination should include venues. Spoleto takes place in downtown Charleston using theaters, churches, City Hall, and various garden sites. c. Pittsburgh Cultural District. "The concept of the District is that of a place that draws people time and time again, not just to enjoy cultural offerings, but also to avail themselves of commercial, recreational, residential and retail uses." d. Yerba Buena Center for the Arts (San Francisco). "The center has focused on visual and performing arts that showcase emerging talent from across the town's diverse cultural populations. The importance of an institution devoted to new and local artists is particularly noticeable..." e. Colorado Endowment for the Humanities, High Plains Chautauqua. High Plains puts on a Chautauqua in Greeley every year and usually focuses on an historic theme (not necessarily local). It might provide an easy way to mount a one -week program in Fort Collins. 25 2. Community Outreach. a. Establish dialogue and working relationships with local arts, cultural, recreational, educational, and entertainment establishments. Intent is to bring them into the programming and marketing fold. b. Establish a public relations and communications program to meet with community leaders, civic clubs, and other local organizations to acquaint them with the vision, goals and objectives. 3. Theme development. a. Begin theme development process including, if necessary, establishing subcommittee. b. Assemble speakers/performers list from which to draw for themes c. Assemble venue list d. Begin process of scheduling and programming for specific theme topics. e. Begin logistics process. f. Begin theme budgeting process. 4. Fee structures. Begin laying out the basis for gate fees, surcharges, other income and establish agreements with other cultural, arts, educational, recreational, and entertainment organizations. 5. Work with Arts Alive on centralized ticketing system. 6. DDA-Cultural District. Begin capital program timetable and priorities with DDA. 7. Marketing a. Brand this district b. Identify markets —local to national, early years and where to grow. c. Establish comprehensive marketing relationships with local arts, cultural, educational, recreational, and entertainment industries. These will coattail on Cultural Districts marketing program, not the other way around. d. Development marketing program. e. Initiate marketing program. 8. Development. a. Identify, quantify, and project various development opportunities. b. Set up fund programs in cooperation with the Community Foundation to take advantage of enterprise zone and other tax credit programs. c. Draft and implement a development marketing program. d. Sponsorship programs for themes, buildings, event series. 26 Page is too large to OCR. Phase Two. Administrative a. Expand office. b. Hire art, education and humanities, and recreation directors. c. Continue/adjust gate, fees, income levels and necessary ancillary agreements. d. Continue work with local arts, cultural, educational, recreational, and entertainment organizations for formal, contractual partnerships. 2. Programming. a. Refine program themes b. Launch programs 1) dates 2) venues/contracts 3) speakers/performers/contracts 4) interface between all "pillars" 5) Program mechanics (hotels, travel, volunteers, etc.) 3. Marketing. a. Launch marketing and promotions tied directly to themes. 4. Development. a. Continue philanthropic funding programs b. Identify/contract for theme sponsors. c. If capital projects are in the works, begin sponsorship effort for them. Phase Three. Administrative. a. Expand office b. Hire finance director and four assistants c. Refine gate, fees, etc. d. Work with other organizations regarding regional science and culture sales tax. e. Work with DDA on physical plant expansion. f. Continue interface with other organizations. 2. Programming. a. Identify, develop, and implement additional themes b.. Carry out program themes. 3. Marketing. a. Expand marketing scope and reach. b. Market all themes. 27 4. Development. Continue growing development programs. Phase four and beyond. Spin off from DDA and from this point forward the cultural district entity's objective is to simply grow the whole program to the point that it breaks even. W. IX. BUDGETS PHASE ONE BUDGET OFFICE 3 offices/ 1 50/sf @$ 13/sf $5,850.00 Furnishings $3,000.00 Computers $5,000.00 Tel, network, utiities, etc. $5,000.00 $18,850.00 $18,850.00 STAFFING Recruiting expenses $15,000.00 Cultural District Director $80,000.00 Assistant to CDD $35,000.00 Marketing Director $65,000.00 Development Director $65,000.00 $260,000.00 Benefits (salaries x 25%) $61,250.00 $321,250.00 Legal fees $30,000.00 $351,250.00 $351,250.00 PROGRAM START-UP COST Preliminary marketing $125,000.00 Preliminary development $75,000.00 Community outreach $50,000.00 $250,000.00 $250,000.00 TOTAL PHASE ONE $620,100.00 $620,100.00 29 PHASE TWO BUDGET OFFICE Existing office rent $5,850.00 Three additional offices $5,850.00 Furnishings $3,000.00 Computers $5,000.00 Tel, network, copier, utilities $5,000.00 $24,700.00 $24,700.00 STAFFING Existing staff + 3.5% $252,350.00 Art Director $65,000.00 Education/Humanities Dir. $65,000.00 Recreation Director $65,000.00 Secretary $35,000.00 $482,350.00 Benefits (salaries +25%) $120,587.50 $602,937.50 Legal $30,000.00 $632,937.50 $632,937.50 PROGRAM COSTS 4 programs @ $30,000 ea. $120,000.00 Marketing $150,000.00 Development $80,000.00 $350,000.00 $350,000.00 TOTAL PHASE TWO $1,007,637.50 $1,007,637.50 30 PHASE THREE BUDGET OFFICE Office rent $11,700.00 Three additional offices $5,850.00 Furnishings $3,000.00 Computers $5,000.00 Services $5,000.00 $30,550.00 $30,550.00 STAFFING Existing staff + 3.5% $499,232.00 Finance/Acct. Dir. $75,000.00 4 assistants @ $40,000 ea. $160,000.00 $734,232.00 Benefits $1834558.00 $917,790.00 Legal $35,000.00 $952,790.00 $952,790.00 PROGRAMMING 6 programs @ $40,000 ea. $240,000.00 Marketing $225,000.00 Development $80,000.00 $545,000.00 $545,000.00 TOTAL PHASE THREE $1,528,340.00 $1,528,340.00 31 PHASE FOUR BUDGET OFFICE Rent (3% adjustment) $18,075.00 Services $5,150.00 $23,225.00 $23,225.00 PERSONNEL Salaries + 3.5% $759,930.00 Benefits $190,000.00 Legal $30,000.00 $979,930.00 $979,930.00 PROGRAMMING 8 programs @ $45,000 ea. $360,000.00 Marketing $250,000.00 Development $100,000.00 $710,000.00 $771 ,000.00 TOTAL PHASE FOUR $1,713,155.00 $1,713,155.00 Phase Five Budget OFFICE Rent $18,075.00 Services $5,150.00 $23,225.00 $23,225.00 PERSONNEL Salaries + 3.5% $786,500.00 Benefits $197,000.00 Legal $30,000.00 $1,013,500.00 $1,013,500.00 PROGRAMMING 10 programs @ $50,000 ea. $500,000.00 Marketing $350,000.00 Development $110,000.00 $960,000.00 $960,000.00 TOTAL PHASE FIVE $1,996,725.00 $1,996,725.00 32 PHASE SIX BUDGET OFFICE Rent (3% adjustment) $18,620.00 Services $5,304.00 $23,924.00 $23,924.00 PERSONNEL Salaries + 3.5% $814,000.00 Benefits $203,500.00 Legal $35,000.00 $1,052,500.00 $1,052,500.00 PROGRAMMING 12 programs @ $50,000 ea. $600,000.00 Marketing $400,000.00 Development $140,000.00 $1,140,000.00 $1,140,000.00 TOTAL PHASE SIX $2,216,424.00 Phase Seven Budget OFFICE Rent (3% adjustment) $18,620.00 Services $5,304.00 $23,924.00 $23,924.00 PERSONNEL Salaries + 3.5% $842,500.00 Benefits $210,555.00 Legal $35,000.00 $1,088,055.00 $1,088,055.00 PROGRAMMING 12 programs @ $51,500 ea. Marketing Development TOTAL PHASE SEVEN $ 2, 216,424.00 $618,000.00 $412,000.00 $150,000.00 $1,180,000.00 $1,180,000.00 $2,291,979.00 $2,291,979.00 33 PHASE EIGHT + 3% PHASE NINE + 3% PHASE TEN + 3% TOTAL PHASES $ 2, 360, 740.00 $2,431,600.00 $2, 504, 500.00 $18,671,200.50 34 X. REVENUES/INCOME-EXPENDITURES-NET REVENUES EXPENDITURES OVER/UNDER (note: surcharges cited below would be assessed only on partner organizations) PHASE ONE DDA contribution $1,000,000.00 Donations $10,000.00 $1,010,000.00 $620,100.00 $389,900.00 PHASE TWO Balance forward $389,900.00 DDA contribution $1,000,000.00 Donations $25,000.00 Sponsorships $50,000.00 Gate: 4 events 1200 attendees @$200 ea. $240,000.00 Surcharge .25 x 200,000 $52,500.00 Four evening event sales 1200 x $30 $36,000.00 $1,793,400.00 $1,007,637.50 $785,762.50 PHASE THREE Balance forward $785,762.00 DDA contribution $1,000,000.00 Donations $50,000.00 Sponsorships $250,000.00 Gate: 6 events 1800 attendees @ $225 ea. $405,000.00 surcharge .25 x 250,000 $62,500.00 Main evening event sales: 2000 x $35 ea. $70,000.00 $2,623,262.00 $1,528,340.00 $1,094,922.00 PHASE FOUR Balance forward $1,094,922.00 Donations $50,000.00 Sponsorships $300,000.00 Gate: 8 programs 2000 attendees @ $225 ea. $450,000.00 Surcharge @ .25 x 250,000 $62,500.00 Main evening event sales: 2,400 x$35 ea. $84,000.00 $2,041,422.00 $1,713,155.00 $328,267.00 PHASE FIVE Balance forward $328,267.00 35 Donations $50,000.00 Sponsorships $350,000.00 Gate: 10 programs 2600 attendees @ $225 ea. $585,000.00 Surcharge @ .25 x 250,000 $62,500.00 Main evening event sales: 2,600 x $40 ea. $104,000.00 $1,479,767.00 $1,996,725.00 $(516,958.00) PHASE SIX Donations $75,000.00 Sponsorships $400,000.00 Gate: 12 programs 3000 attendees @ $225 ea. $675,000.00 Surcharge @ .25 x 300,000 $75,000.00 Main evening event sales: 3,000 x $40 ea. $120,000.00 $1,345,000.00 $2,216,424.00 $(871,424.00) PHASE SEVEN Donations $100,000.00 Sponsorships $450,000.00 Gate: 12 programs 3500 attendees @ $250 ea. $875,000.00 Surcharge @ .25 x 300,000 $75,000.00 Main evening event sales: 3,500 x $40 ea. $140,000.00 $1,640,000.00 $2,291,979.00 $(651,979.00) PHASE EIGHT Donations $130,000.00 Sponsorships $500,000.00 Gate: 12 programs 4000 attendees @ $250 ea. $1,000,000.00 Surcharge @ .30 x 300,000 $90,000.00 Main evening event sales: 4000 x $40 ea. $160,000.00 $1,880,000.00 $2,360,740.00 $(480,740.00) PHASE NINE Donations $160,000.00 Sponsorships $650,000.00 Gate: 12 programs 4500 attendees @ $260 ea. $1,170,000.00 Surcharge @ .30 x 310,000 $93,000.00 Main evening event sales: 4500 x $40 ea. $180,000.00 $2,253,000.00 $2,431,600.00 $(178,600.00) 36 Page is too large to OCR. PHASE TEN Donations $200,000.00 Sponsorships $750,000.00 Gate: 12 programs 5000 attendees @ $260 ea. $1,300,000.00 Surcharge @ .30 x 320,000 $96,000.00 Main evening event sales: 5000 x $45 ea. • $225,000.00 $2,571,000.00 TOTAL REVENUES $17,636,851.00 TOTAL EXPENDITURES $18,671.200.00 TEN YEAR SHORTFALL $(11034,349.00) $2,504,500.00 $66,500.00 37 Some ideas on how to cover the funding gap. 1. DDA could contribute an additional $1 million which would pretty much cover it and take the district to a point of solvency (at least as projected). 2. Raise the surcharge to $.50 per ticket which, as projected, would raise another $1 million. 3. Pursue grant funding. 4. Help get the culture and science tax district in place by the third year. The downtown cultural district would need annual grants of around $145,000 for seven years to cover the ten-year shortfall. 5. Establish a BID district with all funds to go toward the district. Would take about 5 mils to generate $145,000. Alternatively, if we let the DDA expire in 2011, voters could approve the extension of the current 5 mil levy and achieve the same thing. 6. Some combination of the above. It seems doable. Page is too large to OCR. Page is too large to OCR. Page is too large to OCR.