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PACKET Town Board Study Session 2010-05-11
€\ LE- it a. */.4 . iii * 1 d C /4. 0 « - 99 -62ESIfiN>' STUDY SESSION TOWN BOARD Tuesday, May 11, 2010 4:00 p.m. Rooms 202 & 203 170 MacGregor Ave. AGENDA 4:00 p.m. Public Information. 4:30 p.m. Historic Preservation. 5:15 p.m. Dinner Break. 5:30 p.m. Supporters of the Performing Arts Update. Miscellaneous. 6:30 p.m. Town Board Photo - Board Room. NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared. ki-~ ' Jackie Williamson From: Admin iR3045 Sent: Wednesday, May 05,2010 2:15 PM To: Jackie Williamson Subject: Job Done Notice(Send) ***************************** *** Job Done Notice(Send) *** ***************************** JOB NO. 2701 ST. TIME 05/05 14:04 PGS. 1 SEND DOCUMENT NAME TX/RX INCOMPLETE ----- TRANSACTION OK 6672527 Greg White 5869561 KEPL 5869532 Trail Gazette 5861691 Channel 8 6353677 Reporter Herald 2247899 Coloradoan 5771590 EP News ERROR --- 1 TOWN op ESTES PARI€_ Memo Public Information Office TO: Honorable Mayor Pinkham Board of Trustees Town Administrator Halburnt From: Kate Rusch, Public Information Officer Date: May 11, 2010 RE: Trustee Orientation on Public Information The Public Information Officer The Public Information Officer's (PIO) role is to develop and coordinate efficient and effective public relations, public information, media and communication programs, both internally and externally for the Town of Estes Park. The PIO reports directly to the Town Administrator, who may direct the PIO to assist the Town Board in crafting and relaying messages to the public. The PIO provides quarterly reports to the Community Development and Community Services Committee. Areas of reporting include on-going activities and news releases, media inquiries, special projects, updates on the activities of the Public Information and Web Teams, PIO training, staff emergency management training, website visitation and web-related projects. Outlets for preactive communication Attached is a working document which provides examples of proactive communications by Town departments. Staff will continue to develop this list. The Town has many avenues for getting information to the public, including: 1. News releases 2. Local and regional media 3. www.estes.orq 4. Formal public meetings 5. Informal public meetings 6. Direct mail including utility bill messages 7. E-mail 8. Publications 9. Presentations 10. Outreach programs 11. Channel 12 12. Signage 13. Advertising 14. Surveys 15. Interagency partnerships Page 1 Outlets for proactive communication, continued 16. Special events 17. \Neek\y Employee Advisories 18. Regular employee meetings 19. Casual interaction with the public Recommendations for media and public contact 1. Public inquiries addressed to the Town Board should be forwarded to the PIO and Town Administrator so that staff is fully aware of public concerns and can follow up on requests promptly. 2. Media inquiries directed to the Trustees should be referred to the PIO so that she can provide an accurate and coordinated response on behalf of the Town. 3. The Mayor serves as the spokesperson for the Town Board according to best practices and the draft Town Board policy. It is best for individual Trustees to allow the PIO and the Mayor to work with the media, particularly on sensitive issues. 4. Through the Town Administrator, the PIO is always available to assist the Town Board by crafting and relaying messages to the public and the media. 5. Proactive communications are always pteferable to reactive communications. Constant reactive communications may adversely affect the organization and its reputation. Interview basics 1. Before an interview • Notify the Town PIO. • Are you the right person to give the interview? Ask questions: Who is the reporter, what do they need and why are they interested? • Identify your overall message and divide it into three key points that are easy to remember and easy to understand. • Anticipate difficult questions and follow-up questions based on your responses. • Practice. 2. During an interview • Remain calm, cordial and honest; speak slowly with an even pace. • Choose every word carefully. • Get to the point quickly; beginning your response with a lengthy chronology may be perceived as avoidance. • Key messages should be succinct sound bites of 12-15 seconds or quotable quotes of 15-20 words. Repeat them during the interview. • Pauses in the interview should be used to assess the message and what remains to be said. Page 2 Interview basics, continued • Is a mistake involved? Acknowledge, apologize and explain how we can amend. • Show compassion. • Don't use acronyms or technical terms. • Never repeat a negative question in your answer. • '1 don't know" is an acceptable answer. Staff will follow up quickly. • 'I'm not the best person to answer that question" is an acceptable response. • Avoid offering your opinion and do not speculate. • "That is not a reality for us at this time" is an acceptable response. • You are never off the record. • Never make jokes. Page 3 Proactive Communications by Town Departments 5.11.10 Administration 1. Presentations by Town Administrator and Deputy Town Administrator to service and community organizations. 2. Town Administrator twice monthly radio segments on town board agenda issues. 3. Monthly Public meetings: 2 board study sessions; 2 town board meetings; 4 board committee meetings; EPURA meeting; Mayor's Coffee Chat; 7-9 public budget meetings annually. 4. Meeting videos are available for viewing online. (Town Board, Committees, Planning Commission and EPURA) 5. Town Administrator meets bi-monthly with other governmental agency directors. 6. Town Clerk facilitates TIPS training sessions. (Training in Intervention Procedures) 7. The PIO assists all Town departments by writing and issuing news releases to engage citizens in Town programs and services. a. Staff contacts are always included to provide an avenue for two-way communication. b. An average of three Town news releases are issued each week. c. News releases are sent to the Town Trustees, an extensive media list, all employees, local governmental partners and a by-subscription Town news distribution list. This entire group currently includes approximately 300 people. 8. The PIO manages and promotes citizen subscriptions to an email news distribution list. a. News releases, photos and pertinent information from other agencies are distributed to subscribers. b. An average of four messages are sent each week. c. The service is promoted through news releases, the Bugle and at public meetings. d. The list currently contains 150 citizen/family email addresses. e. Subscribers are engaged -- they often reply with questions and comments. 9. The PIO maintains constant communication with local media on events and issues in Town government. 10. The PIO invites the media to an average of two Town events or photo opportunities each month with a focus on generating positive news stories regarding the hard work of government employees to continually improve the quality of life for residents of the Estes Valley. 11. The PIO mails the Bugle newsletter quarterly to all Estes Park mailbox holders (average 6,100); articles highlight Town services and upcoming events and provide updates on issues that are being addressed by staff and appointed boards. 12. The PIO attends monthly Mayor's Coffee-Chat meetings. a. Makes announcements on issues/events as needed. b. Promotes the email distribution list. c. Follows up personally on citizen questions and issues that are not resolved during the Coffee-Chats. 13. The PIO sends a weekly "EMPLOYEE ADVISORY" to all Town employees by email to provide information on current Town government-related programs and events -- because well- informed employees can serve as the Town's best advocates in the community. Town . . Administrator holds 1/4ly all employee meetings and 1/4Iy department meetings to further communicate with employees. 14. The PIO works with each department to encourage and facilitate new ways of distributing program information to the public, when necessary. a. For instance, because of the need to engage citizens in bark beetle mitigation, the PIO facilitated a program with Public Works to distribute a comprehensive inter-agency educational publication throughout Town and compiled a 6-part series of articles on how Estes Valley landowners can decrease the effects of beetles on area trees. These articles also remind Estes Valley citizens that the Town provides free assistance through Beetle Busters and the air-curtain burner service. 15. The PIO provides web team training and site evaluation to assist departmental web managers in improving the functionality and organization of our website www.estes.org, which is our biggest information clearinghouse, so that it is easier for users to navigate and locate important Town information. 16. The PIO assists in the production of utility bill stuffers and bill messages that promote Town services and events. Community Development 1. Zucker departmental audit engaged customers and stakeholders to evaluate the Department. 2. Sign Code: Task Force meetings included citizens; letters to business license holders on impending sign code enforcement changes; educational meetings with Partners for Commerce. 3. International Building Codes: frequent public meetings; staff organized a library of building code manuals for contractors to use before licensing tests. 4. Wind Turbines: public meetings and public voluntary survey. 5. Monthly Public meetings: 1 Planning Commission study session; 1 Planning Commission regular meeting; 1 Board of Adjustment meeting as necessary. Community Services 1. Outreach includes organizing Citizens Information Academy and Students in Government Day. 2. Presentations are offered by Community Services staff to service organizations. 3. E-mail is used to send information on Museum programs (500+ subscribers), Senior Center programs (500+ subscribers), and Special Events (1300+ subscribers for the Wool Market alone.) 4. The website provides information on all Museum, Senior Center and Special Events services and programs. 5. Publications include flyers, programs and catalogs on Museum and Senior Center programs and Special Events. Finance 1. Website includes job announcements, sales tax information, food tax rebate information, Town budgets and the Comprehensive Annual Financial Reports. 2. News release and advertisements used to announce the above information, as well. 3. Pinnacol Safety seminars offered four times each year. 4. Post monthly town payments on-line and in the newspaper. Police 1. Presentations offered to local services organizations. 2. Outreach programs include Citizens Police Academy, zone neighborhood meetings, community meetings on summer parking issues, school presentations on active shooter training and safety, emergency management courses at Cheley Camp, Citizens Emergency Response Team, fraud detection for seniors, bank robbery education for local banks, firearms safety courses, Blue Santa donation program and fingerprinting services for local camps. 3. Special event: the annual Safety Fair provides safety information and hands on demonstrations to kids and adults. 4. Weekly meeting with local newspaper reporters. Public Works 1. Website is used to post RFPs, project updates, events, special reports, budgeting, maps, programs and links to cooperating agencies. 2. Publications: Beetle information including related Town services. 3. News releases: Beetle issues and services, road and trail projects, parks projects, bench rehabilitation, snow removal and transportation education. 4. Monthly public meeting: Tree Board. 5. Bill stuffer and messages: Tree Symposium, Christmas tree recycling, beetle inspections and tree disposal, annual weed roundup, Arbor Day. 6. Presentations: CIA and shop tours, Aspen Tree Symposium, County Commissioner's meeting on transportation hub grant. 7. Special Events: Tree Symposium and Arbor Day Utilities 1. Website holds information on RFPs, project updates, special reports, surveys, Questline Services, rates and financial policies, budgeting, maps, water quality reports and program information. 2. Publications include the Consumer Confidence Water Quality Report, Town Sustainability Programs and Renewable Energy Purchase Program brochure. 3. Press releases update the public on major and routine projects. 4. Special Events: Earth Fest and Lighting with a Twist in-store events. Memo TOWN oF ESTES PARIQ_ '443*24 44\. .\4 Community Services Department TO: Honorable Mayor Pinkham Board of Trustees Town Administrator Halburnt From: Betty Kilsdonk, CSD Director Derek Fortini, Museum Manager CC: DTA Richardson Date: May 11, 2010 RE: Historic Preservation Ordinance Staff was requested to research the possibilty of adopting a historic preservation ordinance for the Town of Estes Park. Local Preservation Ordinances Counties and municipalities in Colorado have the authority to adopt ordinances which provide regulations applicable to historic properties. The ordinance becomes the legal framework for a preservation program. According to the Department of Local Affairs, there are 64 counties and 271 municipalities in Colorado. Per the State Historic Preservation Office, about 33% of them (112) have preservation ordinances. The State Historic Preservation Office periodically surveys and compares these preservation ordinances. Since municipalities and counties differ in their historic resources, demographic makeup, developmental pressures, etc., it's unsurprising that the local historic preservation ordinances also differ to fit their communities. A quick review of local ordinances in Colorado reveals that there is usually a Preservation Committee, Board or Advisory Board component, but in some cases this is the same as the Town Board, City Council, Board of County Commissioners; or Planning/Zoning Commission. Board membership requirements vary-sometimes including residency or professional expertise (architect, historian, historic preservation fields, historical society member, chamber member, realtor, etc.). Owner consent is required in some of the communities with a local preservation ordinance, but not in others. Some include mandatory review with voluntary compliance, while others have mandatory review with voluntary compliance, voluntary review, or no review. A substantial amount of material is available on how to create and enforce local preservation ordinances, and examples of ordinances are easily obtainable. A local preservation ordinance is not necessary for a property owner to obtain Federal or State tax credits. Those can be obtained by working directly with the State Historical Society 4 .. to obtain listing on the State or National Register. Federal tax credits apply only to income- producing properties, whereas State tax credits include residential properties. In addition to State or National Register-listed properties, the designated landmarks of Certified Local Governments are also eligible for the State tax credit of 20% of the cost of a qualified rehabilitation. Certified Local Governments Forty-four of the Colorado governments with a local preservation ordinance (39%) are also Certified Local Governments (CLGs). Adopting a local preservation ordinance, including a preservation commission, is a necessary prerequisite to becoming a CLG. Larimer County does not have a local preservation ordinance and is not a CLG. The Cettified Local Government Program is a national initiative which provides technical i f assistance and small grants to local governments for the purpose of helping them preserve their unique historic character. Congress appropriates funds annually, which are administered through the National Park Service (NPS) and the State Historic Preservation Offices (SHPOs). The NPS establishes broad guidelines, which the states can tailor to fit their constituencies. To become certified, a local government applies to its State Historic Preservation Office. After certification, a local government is able to receive small grants and technical assistance. Each SHPO is required to reserve at least 10% of its Federal allocation solely for distribution to CLGs. CLG Benefits •Grants are usually small (the total money pool is usually $150,000 or less) but can be used as seed money to attract other funds. Grants can be used for preservation planning, education, interpretation, training, surveys, etc. •CLGs give historic preservation legitimacy as a function of local government •CLGs forge connections between historic preservation and land use planning •CLGs lead to increased cooperation between local preservationists and the State office •A CLG is empowered by the State to designate local landmarks which then become eligible for the 20% State credit CLG Obligations In Colorado, Certified Local Governments are held to a higher standard of accountability than communities which have local preservation ordinances but which are not certified. Under the CLG program, the ordinance must meet the statutory requirements of all applicable Colorado laws. In addition, the local ordinance must include: •Adopting a statement of purpose •Establishing a preservation commission •Adopting criteria and procedures for property designation •Defining the actions which require preservation commission review •Adopting standards, criteria and procedures for alterations, demolitions and new construction which are consistent with the Secretary of the Interior's Standards for Treatment of Historic Properties CLG-imposed requirements on the local preservation commission include: •Enforcing the ordinance •Maintaining a system for survey and inventory of historic properties •Commenting on National Register nominations •Adhering to Federal requirements •A geographic area limited to local government's jurisdiction (but the local governing body can determine whether the board members can live outside the jurisdiction) •40% composed of preservation-related professionals (with some latitude for small communities making a good faith effort) •Minimum of 5 members (Town staff are not eligible to serve) Although it is allowed, the State does not recommend that an existing Town Board or Planning Commission double as the Preservation Commission. Other obligations of a CLG preservation commission include: •Meetings open to the public and minutes available for public inspection •Minutes sent to State Historic Preservation Officer (SHPO) •Annual report submitted to SHPO •One member attends a SHPO-approved education session annually •All activities carried out in a manner consistent with the Secretary of the Interior's planning process •Must meet at least 4 times a year A survey of seven Colorado CLGs revealed that staff planners spend 4-15 hours a week on CLG-related activities. Conversations with staff indicated that adding another layer of review to the planning process in the form of a preservation board adds complexity and time. Communication between the preservation board and other boards (such as city councils and planning commissions) has been an issue in some communities. Other issues include difficulty in getting qualified people to serve, and in educating the property owners about the tax credits available to them. Local Preservation Ordinance vs. Certified Local Government Sixty-eight of the 112 Colorado local governments with preservation ordinances are not CLGS. Some examples are: Arvada, Avon, Baca County, Blackhawk, Craig, Delta, Douglas County, Englewood, Frisco, Grand County, Grand Junction, Gunnison, Jefferson County, Lakewood, Lyons, Northglenn, Pitkin County, Routt County, Summit County, Wheat Ridge, and Yuma. Among the 44 Colorado governments which are CLGs are: Aspen, Aurora, Boulder, Boulder County, Breckenridge, Brighton, Broomfield, Castle Rock, Colorado Springs, Denver, Durango, Fort Collins, Georgetown, Glenwood Springs, Golden, Greeley, Gunnison County, Idaho Springs, Lafayette, Littleton, Longmont, Louisville, Pueblo, Steamboat Springs, Westminster, and Windsor. Adopting a local preservation ordinance (LPO) without becoming a Certified Local Government (CLG) has advantages and disadvantages. Advantages: • The LPO can designate and protect buildings, sites, structures and districts of historic, architectural and archaeological significance •It can enhance property values and maintain an area's unique historic character, which can benefit a tourism economy •It provides opportunities to educate the public regarding the area's history and architecture •It encourages local involvement in historic preservation •It has less requirements and reporting than is required of CLGs Disadvantages •An LPO is not enough for a property owner to get State or Federal tax credits •An LPO adds another layer of review in the form of a preservation commission •Some communities have experienced conflicts between the preservation commission and other local boards and commissions • Depending on how it is written, some owners may feel their property rights are restricted Test Case - Former Prospect Inn at 203-205 Park Lane Staff recently researched the tax credit programs available for historic properties in response to a request by a commercial property owner, Mr. Thorn Widawski, who is renovating the former Prospect Inn (located at 203-205 Park Lane). The property was built in 1915, making it 95 years old. Mr. Widawski requested the Town initiate a historic preservation ordinance for the purpose of enabling him and other property owners to apply for State and Federal tax credits. Currently available tax credit programs include a 20% Federal tax program, a 10% Federal program, and a 20% State program. Attached is an overview of these programs. Maximum credit available through various combinations of these programs is 40%. Using Mr. Widawski's property as a test case, maximum tax credit would be obtained via undergoing the National Register designation process and working with the State Historical Preservation Office. There is a potential of 20% in Federal credits and 20% in State credits by going this route. If the property is deemed ineligible for the National Register, but eligible for the State Register, the owner could qualify for a 10% Federal credit and a 20% State credit. If the property is ineligible for the National and State Registers, the owner can still apply for the 10% Federal credit because the structure was built prior to 1936. A local preservation ordinance would have no impact on the property's eligibility for these credits. If Mr. Widawski finds that his property is ineligible for the National or State Register but he would like to pursue the 20% State credit in addition to the 10% Federal credit--or he does not want to undertake a National or State Register process-adopting a local preservatiori ordinance would be of use, but only as one of the first steps required for a municipality to become a Certified Local Government (CLG). Only a CLG is empowered by the State to designate local landmarks which then become eligible for the State tax credit of 20% of the cost of a qualified rehabilitation. Next Steps Staff recommends that the Town consider undertaking a downtown historical/architectural survey to identify whether there is enough historical and architectural integrity in the downtown to merit passing an ordinance. A survey can be considered a first step toward preservation. It identifies: •What resources exist •Why they are important •What treatments are recommended According to the State Historic Preservation Office, most survey work done in Estes Park is dated (from the 1970s-1990s) and is residential. There is no downtown Estes Park survey on file with the State. Cost of a survey can vary based on the following factors: •Survey type (reconnaissance or intensive) Intensive is recommended for us •Number of resources recorded State staff can make site visit to help identify which sites to include •Historical/archival materials available •Consultant chosen State staff gave us a ballpark figure of $500 per surveyed property. Therefore: If 75 properties within Town limits were surveyed, an estimated ballpark is 75 x $500 or $37,500. There are at least two options for funding the survey: 1) Apply to the State Historical Fund now a. Requires a 25% minimum cash match from the Town (25% of $37,500 = $9375) b. Next grant deadline is October 1, 2010 c. Project completed within 24 mos. d. Project could begin as early as March, 2011 2) Become a CLG first, then apply for the survey a. A CLG is required to adopt a survey plan for its jurisdiction b. Survey does not have to be accomplished prior to becoming a CLG c. CLG grants for survey are available at no cost (but this is a competitive process) d. Cash match makes the grant more competitive Additional Staff Recommendations •Invite a Colorado Historical Society staff person to present at a future study session. •Invite a staff person and/or member of a community with a local preservation ordinance or Certified Local Government to present at a future study session. •Survey in-Town business owners to gauge interest in a local preservation ordinance and/or Certified Local Government. Investment Tax Credit Programs Available in Colorado Federal 20% Federal 10% State 20% Building must be: Listed individually Built before 1936; More than 50 years in the National not individually old; listed in the Register; OR eligible for listing in State Register of considered eligible the National Historic Places OR for listing; OR a Register; AND not landmarked by a contributing contributing to a Certified Local building in a historic historic district Government (CLG) district listed in the National Register Eligible buildings: Income-producing Income producing; All buildings properties, including non-residential) Ineeting the commercial, requirements listed industrial, above agricultural, or rental residential Minimum costs of More than $5,000 or More than $5,000 or More than $5,000 rehabilitation: the adjusted basis of the adjusted basis of the property, the property, whichever is greater whichever is greater Time limit: 24 months; if in N/A 24 months phases, 60 months total Maximum credit: Unlimited Unlimited $50,000 Credits can be 20 years (also back 20 years (also back 10 years carried forward for: one year) one year) Rehab requirements: Must follow the 50-75% ofthe Must follow the Secretary of the building's walls Secretary of the Interior's Standards must remain (see Interior's Standards for Rehabilitation pamphlet for for Rehabilitation details) Fees: $250 for Part 2; None $250 for Part 1 $500-2,500 for Part (may be waived in 3 (depending on some cases); $250- rehabilitation costs) 750 for Part 2 (depending on rehabilitation costs) Reviewed by: SHPO and NPS; IRS CLG or SHPO; IRS State Dept. of Revenue Credits claimed: The year in which The year in which The year work is the building is the building is completed; official placed in service; placed in service; verification (Part 2) for phased projects or, if building is is needed and buildings open open during work, during work, the year substantial year substantial rehabilitation test is rehabilitation test is met met Process: Part 1 determination Part 1 determination Part 1 reviewed by of eligibility (if of non-eligibility (if CLG or SHPO; needed); Part 2 needed); file IRS Part 2 reviewed by reviewed by SHPO Form 3468 CLG or SHPO and NPS; Part 3 *No application reviewed by SHPO needed if also and NPS; file IRS claiming 20% Form 3468 federal credit To: Mayor Bill Pinkham, Mayor Pro Tem Chuck Levine, Trustees Eric Blackhurst Mark Elrod,~John Ericson, Wendy Koenig, Jerry Miller Cc: Jacquie Halburnt Town Administrator ~ ~ 1 4 From: James H. Pickering \44 J Date: May 3,2010 0 Subject: Information for May 11th Work Session I am pleased to be invited to participate in the work session on Tuesday, May 11th during which the Trustees will give consideration to a local preservation ordinance. I have taken the liberty of providing the following informational documents which I hope may be of interest: 1. "Historic Preservation Ordinances: Questions and Answers." It was drafted as a means of helping interested citizens coming to the subject for the first time. 2. February 3, 2010 letter from Susan Collins, Colorado's State Archaeologist and Deputy State Historic Preservation Officer, inviting May participation in Colorado's historic preservation program. 3. A sample local preservation ordinance: "Historic Preservation Ordinance, City ofGlenwood Springs, Colorado." (I found the City of Glenwood ordinance among the best and most complete ofthe many Colorado ordinances I recently studied. It appears to have all the requirements for a Local Certified Government and could be readily modified to serve the needs of a town like Estes Park.) 4. Technical Report prepared for the Colorado Historical Foundation: 77:e Economic Benefits of Historic Preservation in Colorado (October 2005). t i m....../1,4.-1- :>blt. 1.1-!-4«: U,-.1 9: Ip•~A. '2 •L •r. i ~Il„..LI- uatir - Arcnaeology & rustoric rreservauon momn nup.//WWW.Coloracionisiory-oanp.org/wimes,icwralipittzv i v, ai,plin Vioucr.icull Welcome I Whafs New I How Do I...? 1 Program Areas I SHF Grants I PMC I Forms I Cornpass I Publications I State Plan I Online Guides I Jobs I Links I Credits I Search I CHS Home I Whafs New ¤ FOJIns February 3, 2010 Dear Friends of Preservation: On behalf of the historic prese,vation and archaeology community, we invite you to participate in the celebration of Colorado's rich helitage during Archaeology and Historic Preservation Month in May. The theme for this year is "Pathways to Colorado's Heritage'. Please consider sponsoring a local event to assist in presen,ing the places that matter most to your community. As part of the nationwide Preservation Month, you have an opportunity to sponsor an event educating the public about the most precious archaeological and/or architectural cultural resources in our state. We have once again produced a commemorative poster for distribution and will prepare a calendar of events, which vary from site tours and lectures by professionals to children's exhibits. Your partnership and support are vital to the protection and appreciation of Colorado's historical nd archaeological sites. In 2009, there were 88 events throughout the State. We are unable to offer financial assistance in the form of grants this year, but the Colorado Office of Archaeology and Historic Preservation will continue to help by promoting your events throughout the State. If you are able to support your community by hosting an event during the month of May, we want to include your event in the master calendar. We will be distributing commemorative posters anti printed copies of the master calendar to every sponsor. We will also post all your preservation events on the website coloradohistory-oahp-org and introduce your events to newspapers in your county. For your convenience, there are three ways to submit your Calendar of Events information form. After you complete the hard copy form or electronic form found on4ine at coloradohistory-oahp.org you may mail it to the address on this letter, fax it to 303/866-2711, or e-mail it to lori.devanaussi@chs.state.co.us. Please submit your completed Calendar of Events form to our office no later than 12:00 pm on March 15, 2010. Any event submitted after the deadline will be included in the on-line calendar but will not be included in the printed version. We look forward to your participation. For more information, contact the Office of Archaeology and Historic Preservation at 303/866-3392 or e-mail questions to lori.devanaussi@chs.state.co.us. Sincerely, Susan Collins State Archaeologist & Deputy State Historic Preservation Officer 1~1 Calendar of Events Information Form ~ * 80*e_Acrobat Reader program is required to view and print PDF files. 1 of2 4/21/20106:42 AA Historic Preservation Ordinances: Questions and Answers Prepared by James H. Pickering May 1, 2010 Q. What is historic preservation? A. History and heritage are core values in all cultures. Historic preservation is a means for communities to honor and celebrate their heritage and to conserve it for the enjoyment of future generations. Q. Why is historic preservation important to Estes Park? A. A community's history is always important and Estes Park is one of Colorado's most historic communities. Good stewardship suggests that, in so far as possible and practical, the Estes Park community as a matter of civic pride should safeguard its heritage as a gift from one generation to the next. Historic preservation is the concrete expression of that commitment. Q. What are the other benefits of historic preservation? A. Historic preservation offers communities tangible benefits. Historic preservation can help stabilize and revitalize downtown business districts by stimulating growth and development through the private sector. Preservation efforts can enhance property values and increase tourism and the tourist-generated sales tax dollars that come from well-directed efforts to recognize and celebrate local heritage.1 Since historic preservation, in a very real sense, is the ultimate form of recycling, many communities cite their commitment to historic preservation as a demonstration of their environmental concerns. In addition, historic preservation can be an important strategic tool in comprehensive community planning and a means of helping a community to develop its vision for the future. Q. What is a local historic preservation ordinance? A. A local preservation ordinance is a statement of government policy which establishes a program enabling building owners to become eligible for Federal and State tax credits by rehabilitating qualifying buildings. It can also provide both the occasion and the vehicle for the identification, evaluation, and inventorying of a community's historic properties. As such it is a tangible means for recognizing and sharing local history. 1 Q. How would an historic preservation ordinance meet the Town's Mission and Vision statement? A. An historic preservation ordinance would help fulfill the following core values of the Town of Estes Park: A. ("Maintain and strengthen our economic vitality,") by encouraging redevelopment of historic buildings and helping to promote historic tourism; C. (Preserve our unique character and history,") by providing a reasonable vehicle for building owners to preserve their buildings; E. ("Consider the impact of our actions on the environment,") by recognizing that the adaptive reuse of historic buildings is an environmentally beneficial thing to do; F. ("Support diverse, affordable housing,") by providing a potential for workforce housing in revitalized buildings;2 and G. CEnhance recreational and cultural opportunities,") by helping to retain Estes Park's historical heritage for future generations. Q. What else does such an enabling ordinance do? A. A local ordinance is an essential step in becoming a Certified Local Government (CLG) under State of Colorado requirements (see below). At a minimum it establishes an historic preservation (or review) commission; sets forth criteria and procedures evaluating, and designating historic properties; and establishes minimum criteria and procedures for reviewing proposed alterations or changes to qualifying properties. Q. Who comprises a local historic preservation commission? A. A local commission is made up of a minimum of five citizens who have an interest and/or expertise in disciplines relevant to historic preservation., Members are volunteers and would be appointed in accordance with Town of Estes Park procedures and policies. The Co/orado Cert#led Local Government Handbook specifies that at least 40% of commission members shall be professionals in preservation disciplines such as architecture, architectural history, archaeology, history, planning, American studies, and related fields. However, advanced degrees are not required and if such individuals are not available in a community, this requirement may be waived. Q. Must the owners of all historic properties submit them to the local historic preservation commission for inclusion on its inventory of historic properties? A. No. As proposed, the decision to request local historical designation is voluntary at the request of the property owner. LCG status in Colorado (see below) does not require that an ordinance include non-consensual designation. A preservation ordinance could, however, contain provisions for emergency designation should the community determine that a local historic property is threatened. Q. Will the Town of Estes Park recognize in some tangible way properties that are listed on its registry of historic places? 2 A. Possibly. The Town Board and/or the local preservation commission could decide to provide some sort of plague to the property owner upon designation. Q. Does an historic preservation ordinance create an historic district (or districts) with special rules and regulations? A. No; it does not create a new zoning overlay. It can, however, lay the groundwork for future historic districts within Town limits that could be formed either by neighborhood groups or jointly by a group of property owners and the Town. Q. Should a property owner decide to participate, what restrictions are imposed by being listed in a local registry of historic places? A. Very few. It does not prevent the remodeling, renovation, or "modernizing" of interiors, or mandate that such changes be made. It does not require that the building be open to the public for tours. It does not prevent or restrict its sale, or even its demolition. It does require, however, that any exterior improvements comply with minimal renovation standards as defined by the local historic preservation commission. The National Registry of Historic Places website summarizes these points succinctly with respect to properties listed there: "There are no restrictions on the use, treatment, transfer, or disposition of private properties... does not lead to public acquisition or require public access... will not be listed if, for individual properties, the owner objects '1 ... does not invoke local historic district zoning.... Q. Does the local historic preservation commission need to review and approve routine maintenance work? A. No; routine maintenance work is generally excluded from commission review. Q. Can decisions of the historic preservation commission be appealed? A. Yes. A properly drafted ordinance specifically addresses the issue of adverse decisions. Commission decisions are always appealable (usually to the town board). Q. Does historic designation affect property taxes? A. Designation alone does not affect appraised valuation. As is the case with any building, regardless of age, renovation and remodeling makes it likely that its value will increase rather than decrease. Property taxes may therefore increase but generally only minimally as compared with the increase in property value. Q. What federal and state tax advantages are available to the owners of designated historic properties? 3 1. A. The National Preservation Act of 1966 (Public Law 102-575), which embraced historical preservation as a matter of national public policy, provides incentives in the form of federal tax credits to help the owners of properly designated historic structures recapture part of the cost of their preservation efforts. That credit is currently 20% of rehabilitation cost up to $50,000, with a 20-year carry folward.3 A 10% federal tax credit is available for income-producing, non-residential buildings built before 1936 that cannot be certified as historic and listed in the National Register of Historic Places. The State of Colorado also offers a state income tax credit for historical preservation. That credit is currently 20% of the rehabilitation cost up to $50,000, with a 10-year carry forward.4 Colorado makes additional preservation funds available through the State Historical Fund (SHF)5 as well as through its Certified Local Government (CLG) program, see below. Additional federal legislation which would significantly expand the tax advantage of historic preservation is currently pending.6 Q. Isn't it true that owners may achieve these tax advantages on their own by doing the paperwork necessary for getting their properties listed on the National Register of Historic Properties and/or the State Register of Historic Properties? A. Yes; but with a preservation ordinance in place, the local historic commission through its power of designation can make that certification on behalf of property owners, thus making the tax advantages more accessible and making it less difficult for property owners to qualify. Q. Won't a new ordinance bring additional administrative costs to the Town? A. Yes; like all the initiatives that local government undertakes there will be the need for staff involvement and oversight. But since most of the actual work is performed by a local historic preservation commission, made up of and chaired by volunteers, little time will be required by Town staff, particularly at the beginning. And since the Town already has in place a highly professional historical museum, actively supported by the Friends of the Estes Park Museum and Foundation, Inc., (which has recently concluded a Memorandum of Understanding with the Town), responsibility for implementing and monitoring the ordinance can logically be sited there. Q. How many other Colorado counties and Towns have some type of historic preservation ordinance? A. Given the strong connection between history and tourism it is not surprising that 110 Colorado counties and towns currently have in place some type of historic preservation ordinance. These include Fort Collins, Loveland, Longmont, Boulder, and Greeley as well as most of the towns and cities which Estes Park competes with directly for year- 4 round tourist business: e.g. Aspen, Black Hawk, Breckenridge, Central City, Durango, Georgetown, Glenwood Springs, Silver Plume, and Steamboat Springs. Q. What is a Local Certified Government (CLG) and what relationship does it have to local preservation efforts. A. The Certified Local Government Program (CLG) is a partnership program between local, state, and national governments established by the National Historic Preservation Act of 1966 to promote historic preservation at the local grass roots level. It is administered by gubematorially appointed State Historic Preservation Officers (SHPOs) and funded by the Department of the Interior through the National Park Service. In Colorado the state program is administered through the Colorado Historical Society's Office of Archaeology and Historic Preservation. Q. What are the advantages of LCG certification? A. In addition to making local communities an active partner in the nation's preservation efforts, CLG certification provides access to the expertise and technical advice and support offered by the staff of the State Office of Archaeology and Historic Preservation and the National Park Service. It also gives certified communities access to special federal funds that come in the form of non-matching grants made available annually and set aside for LCGs.7 There is an obvious advantage to a local historic preservation commission in having on-going access to the expertise and information of the state office. About 90% of state historic preservation income tax credit projects are in CLGs which conduct reviews locally. Q. What are the requirements for the certification of local governments in Colorado? A. The requirements listed in the Colorado Certified Local Government Handbook are minimal. They include the establishment of local preservation ordinance and the appointment of a qualified historic preservation commission; the establishment and maintenance of a system for the survey and inventory of local historic properties; and the establishment of a mechanism that insures there will be public participation in the local historic preservation program, including the process for recommending properties for nomination to the National Register. Current requirements are for mandatory design review with voluntary compliance. 1 Studies across the country demonstrate that historic preservation yields significant economic benefits. This is especially true of Colorado, where its direct and indirect impact extends far beyond the initial dollars spent. For a summary study of the economic benefits of historic preservation, including the benefits of Cultural Heritage Tourism, a key industry in Colorado, and one of the fastest growing segments of the American tourism, see The Economic Benefits of Historic Preservation in Co/omdo/2005 Update, (Denver, 2005), prepared by Clarion Associates in association with BBC Research and Consulting for the Colorado Historical Foundation. A national study, undertaken that same year by the Brookings Institute, concludes that 'Historic preservation has important economic values and produces certain economic benefits for both private actors and the public at large. Preservation projects can be profitable; and preservation policies do make sound fiscal sense." Randall Mason, Economics and Histonb Preservation; A Guide and Review of the Literature (Washington, D.C.: The Brookings Institute, 2005), p. 21. 5 2 For example, some communities have used funds from programs like the Community Development Block Grant program to purchase historic buildings to provide housing for public use. According to Federal Tax /ncentives for Rehab#itating Histofic Bu#dings, between FY 2005 and FY 2009 42% of rehabilitated properties were used for housing purposes. 3 To qualify a building must be individually listed in the National Registry of Historic Places or be certified as contributing to a certified historic district. The National Registry requires that if a building is less than 50 years old (its general requirement for listing) it possess "exceptional importance" to be listed. 4 To qualify a building must be at least 50 years old, and must be: (a) designated individually or as a contributing property in the State Register of Historic Places; (b) designated as an historic property by a certified local government; or (c) designated as a contributing property in a designated historic district of a certified local government. 5 The Colorado Historical Fund, the largest in the nation, was authorized by constitutional amendment in 1990, and is funded by revenue from limited-stakes gambling in Black Hawk, Central City, and Cripple Creek. Between 1990 and 2008, the CHF awarded more than $227 million in preservation grants. A CHF study shows an economic return of $6 for every $1 in grant funds awarded and an indirect economic impact of $8.6 million for every $1 million awarded. 6 On September 29,2009, Representative Ross Camahan of Missouri and 28-co-sponsors introduced as H. R. 3670 the "Historic Revitalization Act of 2009" which would expand the federal tax incentive for the rehabilitation of pre-1936 historically-certified buildings, induding owner-occupied residences. On October 1,2009, Senators Blanche Lincoln of Arkansas and Olympia Snow of Maine, along with representatives Allyson Schwartz of Pennsylvania and Pat Tiberi of Ohio introduced 'The Community Restoration and Revitalization Act" (S. 1743 and H.R. 1743) that would expand the federal historic tax credit from 20% to 30% with the central business districts of smaller communities specifically in mind. Other features of the proposed legislation include additional financial incentives for providing downtown housing in historic buildings and making such buildings as energy efficient as possible. Both measures, which dearly signal an ongoing Federal interest in historic preservation in local communities, are currently in committee. 7 Local projects eligible for funding by the State Office under the CLG program indude surveys to identify historic resources to complete a local inventory; the development of a community-wide preservation plans; the development of architectural design guidelines; support for technical or professional administrative assistance to local commissions; support for the nomination of properties to the National, State, or local register; public education programs or activities that create an awareness of local preservation programs, induding website development; educational speakers and programs; innovative projects that address the application or development of new preservation methods, tools, or technologies. Source: Cert#led Local Government 2008 Grant Program App#cation and Manua/ (Colorado Historical Society: Office of Archaeology and Historic Preservation, 2007), p. 5. (This is the most recent document available.) 6 . HISTORIC PRESERVATION ORDINANCE CITY OF GLENWOOD SPRINGS, COLORADO (Approved 1999) 070.120.005 Purpose. The purpose ofthis Article is to promote public health, safety and welfare through: (1) The protection, preservation and perpetuity of the City's historic and cultural heritage, including, but not limited to, the designation of historic landmarks and districts, by appropriate regulations; (2) The enhancement of property values and the stabilization of historic neighborhoods; (3) The increase of economic and financial benefits, including, but not limited to, City attractions; (4) The provision of educational opportunities to increase public appreciation of the City's unique heritage; (5) The provision of information related to the historic preservation of resources in Glenwood Springs to the City and its citizens; (6) The maintenance of a balance between the public interest in preserving historic character and the owner's right to reasonable use of his/her property; and (7) The conduct surveys and inventories to determine properties of historic significance. (Ad 29-99 § 1) (Ad 29-99 §1) 070.120.010 Designation of landmarks and historic districts. (a) Pursuant to the procedures set forth in this Article, the City Council may: (1) Designate as a landmark an individual structure or other feature or an integrated group of structures and features on a single lot or site having a special historical or architectural value, as well as designate a landmark site for each landmark. (2) Designate as an historic district an area containing a number of structures having a special historical or architectural value. (b) Procedures for designating landmarks and historic districts for preservation. (1) Nomination application. A nomination for designation may be made by the Glenwood Springs Historic Preservation Commission ("GSHPC"), the City Council, the property owners or any organization with a recognized interest in historic preservation by obtaining and filing the application with the Community Development Department. District nominations shall include a petition supporting the nomination and signed by the owners of at least fifty percent (50%) ofthe land area proposed to be included within the district. (2) Initiation ofprocedure. 1 a. All owners and/or lessees of a nominated property shall receive notice from the Community Development Department by certified mail, return receipt requested. Such notice shall reference the privileges, obligations and restrictions which apply to historic properties, along with a request for their response. b. The owners and/or lessees shall have thirty (30) days from the date shown on the return receipt to submit a written response to the Community Development Department indicating their consent or objection to the nomination. If no response is received within the thirty-day period, it shall be deemed that the owners, lessees and/or occupants have no objections to the designation. (3) Community Development review. a. The Community Development Department shall ensure that the application is complete within ten (10) days. The Community Development Department shall determine whether an application is complete and, if the application is incomplete, the additional information required. A determination that the application is complete is not a determination that the application is vested. b. The Department staff shall review the proposed designation with respect to: 1. Its relationship to this Code, goals and policies; the Comprehensive Plan of the City; and the criteria set forth herein; and 2. The effect ofthe designation upon the surrounding neighborhood. c. The Community Development Department shall make a recommendation to the Historic Preservation Commission regarding the proposed designation, which shall include the basis for its recommendation. (4) GSHPC hearing. a. Public hearing. The GSHPC shall hold a public hearing on the proposal not more than sixty (60) days after the filing of the application. Notice of the time, date, place and subject matter ofthe hearing shall be given pursuant to Section 070.010.030 of this Code. b. Action. The GSHPC shall review the application for conformance with the established criteria for designation. Within thirty (30) days after the conclusion of the public hearing, unless otherwise mutually agreed by the GSHPC and the applicant, the GSHPC shall take one (1) of the following actions: 1. Recommend that the City Council approve the application for a landmark or historic district designation; or 2. Recommend that City Council deny the application for a landmark or historic district designation; or 3. Continue the hearing to a future GSHPC meeting with a request for additional information necessary to make a decision to approve or deny. (Ad 29-99 § 1) Acl 29-99 § 1) 2 070.120.015 City Council procedures. (a) Notice of public hearing. Within thirty (30) days after the date of any referral from the GSHPC, the Cily Council shall hold a public hearing on the application. Notice of the time, date, place and subject matter of the hearing shall be given pursuant to Section 070.010.030 of this Title. (b) Review application. The Cily Council shall review both the application for conformance with the established criteria set forth in this Article and all referral documents submitted by the GSHPC. (c) Action. Within thirty (30) days after the conclusion of the public hearing, but in no event more than sixty (60) days after the hearing was first noticed, unless otherwise mutually agreed by the City Council, 1he applicant and the owners other than the applicant, the City Council shall approve, modify and approve, or disapprove the proposal at a public meeting. (d) Notification. When a landmark or historic district has been designated by the City Council, the Community Development Department shall: (1) Send the owner and/or lessee of each property so designated, by certified mail, a letter outlining the reasons for such designation, the obligations and restrictions created by such designation and the procedures for appeal. The letter shall also contain a requirement that the owner and his/her successors or assigns notify the GSHPC prior to: a. Preparation of plans for the reconstruction or alteration of the exterior of improvements located on such property; or b. Preparation of plans for the construction, relocation or demolition of exterior improvements on such property. (2) Record the ordinance designating the property as a historic site or historic district and listing the individual properties included therein with the County Clerk and Recorder within fifteen (15) days after its effective date. Each designating ordinance shall include a description of the characteristics of the landmark or historic district which justify its designation, a description of the particular features that should be preserved, and a legal description of the location and boundaries ofthe district. (Acl 29-99 § 1) (Ad 29-99 §1) 070.120.120 Revocation of landmark designation. (a) If a building or special feature on a designated landmark site has been lawfully removed or demolished, the owner may apply to the GSHPC for a revocation of the respective landmark designation. The revocation application shall be reviewed under the same procedures described hereinabove. (b) The revocation of a landmark designation may be approved if there is a determination that, without the demolished building or feature, the site as a whole no longer meets the criteria for designation. The GSHPC shall make a recommendation to the City Council to approve or deny the revocation of the landmark designation. Upon the City Council's decision to revoke a designation, an ordinance that includes the legal description of the affected property and stating 3 reasons for the revocation shall be adopted and recorded with the County Clerk and Recorder. In addition, the Department shall promptly notify the owners, lessees and occupants of the property by certified mail ofthe revocation. (Ad 29-99 §1) (Ad 29-99 §1) 070.120.125 Amendment of designation. Designation of a landmark or historic district may be amended to add features or property to the site or district under the procedures set forth in Section 070.120.020 of this Article. Whenever a designation has been amended, the Department shall promptly notify the owners of the property by certified mail and shall record a copy of the amending ordinance with the County Clerk and Recorder. (Ad 29-99 §1) 070.120.130 Limitation on resubmission and reconsideration of proposed landmark or historic district designation. When the City Council denies a historic district or landmark site designation application, no person shall submit an application that is the same or substantially the same for at least six (6) months from the date of the final action on the original proposal. (Ad 29-99 § 1) 070.120.135 Criteria for designation. The GSHPC and the City Council shall consider the following criteria in reviewing nominations of properties for designation: (1) Landmarks. Landmarks must be at least fifty (50) years old and meet one (1) or more of the criteria for architectural, social, geographical or environmental significance outlined below in this Article. A landmark may be exempt from the age standard if it is found to be exceptionally important in other significant criteria. a. Historic sites shall meet one (1) or more ofthe following criteria: 1. Architectural. a) The site exemplifies specific elements of an architectural style or period. b) The site is an example of the work of an architect or builder who is recognized nationally, statewide, regionally or locally. c) The site demonstrates superior craftsmanship or high artistic value. d) The site presents an innovation in construction, materials or design. e) The site style is particularly associated with the Glenwood Springs area. 0 The site represents an environment of a group of people in an era of history. g) The site has a pattern or grouping of elements representing at least one (1) of the above criteria. h) Significant historic remodel. 4 2. Social. a) The site is a site of an historic event that had an effect upon society. b) The site exemplifies cultural, political, economic or social heritage of the community. c) The site is associated with a notable person or the work of a notable person. 3. Geographic/environmental. a) The site enhances a sense of identity of the community. b) The site is an established and familiar natural setting or visual feature of the community. b. Prehistoric and historic archaeological sites shall meet one (1) or more of the following: 1. Architectural. a) The site exhibits distinctive characteristics of a type, period or manner of construction. b) The site is a unique example of a structure. 2. Social. a) The site has the potential to make an important contribution to the knowledge of the area's history or prehistory. b) The site has an association with an important event in the area's development. c) The site has an association with a notable person or the work of a notable person. d) The site is a typical example/association with a particular ethnic group. e) The site is a unique example of an event in the City's history. 3. Geographic/environmental. The site is geographically or regionally important. 4. Buried human remains will be handled in as culturally sensitive and appropriate manner as possible. c. All properties will be evaluated for their physical integrity using the following criteria (a property need not meet all of the following criteria): 1. Shows character, interest or value as part of the development, heritage or cultural characteristics ofthe community, region, state or nation. 2. Retains original design features, materials and/or character. 5 , 3. Is in the original location or has the same historic context after having been moved. 4. Has been accurately reconstructed based on documentation. (2) Districts. a. For the purposes of this Section, a district is a geographically definable area including a concentration, linkage or continuity of subsurface sites, buildings, structures and/or objects. The district is related by a pattern of either physical elements or social activities. Significance is determined by applying criteria to the patterns and unifying elements. Properties that do not contribute to the significance of the historic district may be included within the boundaries, as long as the noncontributing elements do not noticeably detract from the districfs sense of time, place and historical development. Noncontributing elements will be evaluated for their magnitude of impact by considering their size, scale, design, location and/or information potential. b. District boundaries will be defined by visual changes, historical documentation of different associations or patterns of development, or evidence of changes in site type or site density as established through testing or survey. c. In addition to meeting at least one (1) ofthe criteria outlined hereinabove, the area to be included in the district must contain within definable geographic boundaries one (1) or more landmarks, objects or sites at least fifty (50) years old. The area may be exempt from the age standard if the resources are found to be exceptionally important in other significant criteria. Historic districts shall meet one (1) or more ofthe following criteria: 1. Architectural. a) Exemplifies specific elements ofan architectural period or style. b) Is an example of the work of an architect or builder who is recognized nationally, statewide, regionally or locally. c) Demonstrates superior craftsmanship or artistic value. d) Represents an innovation in construction, materials or design. e) Is a style particularly associated with the Glenwood Springs area. f) Represents an environment of a group of people in an era of history. g) Is a pattern or grouping of elements representing at least one (1) of the above criteria. h) Is a significant historic remodel. 2. Social. a) Is a site of historic event that had an effect upon society. b) Exemplifies the cultural, political, economic or social heritage ofthe community. 6 c) Is associated with a notable person or the work of a notable person. 3. Geographic/environmental. a) Enhances sense of identity oflhe community. b) Is an established and familiar natural setting or visual feature of the community. 4. Archaeology/subsurface. a) Has the potential to make an important contribution to the area's history or prehistory. b) Is associated with an important event in the area's development. c) Is associated with a notable person or the work of a notable person. d) Has distinctive characteristics of a type, period or manner of construction. e) Is ofgeographical importance. f) Is a typical example/association with a particular ethnic group. g) Is a typical example/association with a local cultural or economic activity. h) Is a unique example of an event or structure. (Ad 29-99 § 1) (Acl 29-99 §1) 070.120.140 Landmark alteration certificate required. (a) No person shall carry out or permit to be carried out on a designated landmark site or in a designated historic district any new construction, alteration, relocation or demolition of a building or other designated feature without first obtaining a landmark alteration certificate for the proposed work under this Section, as well as any other permits required by this Article or any other Code provision. (b) The Community Development Department shall maintain a current record of all designated landmark sites and historic districts and any pending designations. The Community Development Department shall review any building permit application received to determine whether a landmark alteration certificate for the work proposed in the application has been issued and whether the permit application conforms to the certificate. If a certificate has been issued on the permit application and the proposed work conforms thereto, the Department shall process it without further action. If no certificate has been issued or if the Community Development Department determines that the permit application does not conform to the certificate, the Department shall not approve the permit application and shall not issue it until a certificate has been issued and the permit application conforms thereto. (Ad 29-99 § 1) (Acl 29-99 § 1) 7 070.120.145 Interim control. No person shall receive a building permit to construct, alter, remove or demolish any structure or other feature on a proposed landmark site or in a proposed historic district after an application has been filed to initiate the designation of such landmark site or district. No such building permit shall be approved while proceedings are pending on such designation, such period time not to exceed sixty (60) days. (Ad 29-99 § 1) 070.120.150 Landmark alteration certificate application. (a) An owner of property designated as a landmark, located in an historic district or a proposed landmark, or located in a proposed historic district may apply for a landmark alteration certificate. The application shall include all information that the Communily Development Department deems necessary, including without limitation, plans and specifications showing the proposed exterior appearance, with texture, materials, samples of materials and architectural design and detail, and the names and addresses of the abutting property owners within two hundred (200) feet. (b) Landmark alteration certificates for alterations to buildings or special features shall be reviewed by a subcommittee of two (2) designated GSHPC members and one (1) Community Development Department staffperson pursuant to Section 120.070.155. (c) Landmark alteration certificates for new construction, removal or demolition of a designated landmark structure or a structure within a historic district shall be reviewed by the GSHPC pursuant to Section 120.070.160. (Ad 29-99 §1) (Ad 29-99 §1) 070.120.155 Landmark alteration certificate preapplication conference. (a) The applicant shall first request a preapplication conference with the Community Development Department to discuss and review procedures and requirements, as well as the City goals and policies. (b) The Community Development Department shall determine whether an application is complete and, if the application is incomplete, the additional information required. A determination that the application is complete is not a determination that the application is vested. (Ad 29-99 §1) (Ad 29-99 § 1) 070.120.160 Landmark alteration certificate application and staff review. A Community Development Department staff member and two (2) rotating members of the GSHPC shall review all applications for landmark alteration certificates for alterations to buildings or special features and shall determine within ten (10) business days after a complete application is filed whether or not the proposed work would have a significant impact upon or be potentially detrimental to a landmark site or historic district. 8 (1) No significant impact. If it is determined that there would be no significant impact or potential detriment a landmark alteration certificate will be issued to the applicant and the GSHPC shall be notified ofsuch issuance. (2) GSHPC referral. If either the staff member or one (1) of the GSHPC's subcommittee members determines that the proposed work would create a significant impact or potential detriment the application shall be referred to the GSHPC. (Ad 29-99 § 1) (Ad 29-99 §1) 070.120.165 Landmark alteration certifcate meeting. (a) The GSHPC shall hold a public meeting to review landmark alteration certificates referred by the GSHPC Subcommittee within thirty (30) days after the completed application is filed. Notice ofthe time, date, place and subject matter ofthe hearing shall be given pursuant to Section 070.010.030. The GSHPC shall take one (1) of the following actions at the meeting: (1) Grant the landmark alteration certificate upon a determination that the application meets the established criteria set forth in this Section and Sections 070.120.170 and 070.120.175, and the Secretary of the Interiofs Standards for Rehabilitation and Guidelines for Rehabilitating Historic Buildings as set forth in Section 070.120.260. Within thirty (30) days after the first hearing date, unless otherwise mutually agreed upon by the GSHPC and applicant, the GSHPC shall adopt written findings and conclusions. (2) Deny the landmark alteration certificate stating specific reasons for denial. (3) Continue the hearing to a future GSHPC meeting with a request for additional information necessary to made a decision. The date of the meeting shall be set by the GSHPC upon recommendations from staff, the applicant and members of the public in attendance. Nothing herein shall prohibit the GSHPC from continuing a matter more than once before making a recommendation decision to the City Council. In the event the applicant or a member of the public disagrees with the number of continuances granted by the GSHPC or the overall length of review of a particular application, such person may appeal to the City Council. The Cily Council shall have the authority to direct the GSHPC to change the review period. The GSHPC shall comply with the City Council directive. (b) When reviewing landmark alteration certificate applications, the GSHPC may extend the review period up to thirty (30) additional days if the GSHPC finds the application does not meet the GSHPC's review standards and if additional information is necessary in order to make a determination. (Acl 29-99 §1) (Ad 29-99 § 1) 070.120.170 Criteria for review of a landmark alterations certificate. (a) The GSHPC shall approve alterations for any proposed work on a designated historical site or district only ifthe GSHPC can determine that the proposed work would not detrimentally alter, destroy or adversely affect any architectural or landscape feature which contributes to its original historical designation. The GSHPC must find that a proposed development is visually compatible with designated historic structures located on the property in terms of design, finish, material, 9 , scale, mass and height. When the subject site is an historic district, the GSHPC must also find that the proposed development is visually compatible with development on adjacent properties. (b) The GSHPC will use the following criteria to determine compatibility: (1) The effect upon the general historical and architectural character of the structure and property. (2) The architectural style, arrangement, texture and material used on lhe existing and proposed structures and their relation and compatibility with other structures. (3) The size of the structure, its setbacks, site, location and the appropriateness thereof, when compared to existing structures and the site. (4) The compatibility of accessory structures and fences with the main structure on the site and with other structures. (5) The effects of the proposed work in creating, changing, destroying or otherwise impacting the exterior architectural features ofthe structure upon which such work is done. (6) The condition of existing improvements and whether they are a hazard to public health and safety. (7) The effects of the proposed work upon the protection, enhancement, perpetuation and use oftlle property. (8) Compliance with the Secretary of the Interior's Standards for Rehabilitation. (Acl 29-99 §1) (Ad 29-99 §1) 070.120.175 Criteria for reviewing structure relocation. In addition to the alterations criteria in Section 070.120.165, the GSHPC will use the following criteria in considering alteration certificate applications for relocating a landmark, a structure on a landmark site, a building or structure within a historic district; a structure onto a landmark site; or a structure onto property in an historic district: (1) For consideration of the original site, the GSHPC will review for compliance with all of the following criteria: a. Documentation showing that the structure cannot be rehabilitated or reused on its original site for any reasonable beneficial use ofthe property. b. The contribution the structure makes to its present setting. c. Whether plans are specifically defined for the site to be vacated and have been approved by City staff. d. If the structure can be moved without significant damage to its physical integrity and the applicant can show that the relocation activity is the best preservation method for the character and integrity ofthe structure. 10 e. Whether the structure has been demonstrated to be capable of withstanding the physical impacts ofthe relocation and re-siting. f. Whether a structural report submitted by a licensed structural engineer adequately demonstrates the soundness ofthe structure proposed for relocation. (2) For consideration ofthe new location. the GSHPC will review for compliance with all of the following criteria: a. Whether the building or structure is compatible with its proposed site and adjacent properties, and if the receiving site is compatible in nature with the structure or structures proposed to be moved. b. The structure's architectural integrity and its consistency with the character of the neighborhood. c. Whether the relocation of the structure would diminish the integrity or character of the neighborhood receiving site. d. If a relocation plan has been submitted and approved by the City staff, including posting a bond, to ensure safe relocation, preservation and repair, if required, of the structure. (Ad 29-99 §1) (Ad 29-99 § 1) 070.120.180 Criteria for reviewing structure demolition. (a) Review criteria for total demolition. Applicants requesting a landmark alteration certificate must provide data to clearly demonstrate that the situation meets the following four (4) criteria: (1) The structure proposed for demolition is not structurally sound despite evidence of the owner's efforts to properly maintain the structure. (2) The structure cannot be rehabilitated or reused on site to provide for any reasonable beneficial use of the property. (3) The structure cannot be practically moved to another site in the City. (4) The applicant demonstrates that the proposal mitigates to the greatest extent practical the following: a. Any impacts that occur to the visual character of the neighborhood where demolition is proposed to occur; b. Any impact on the historic importance of the structures located on the property and adjacent properties; and c. Any impact to the architectural integrity of the structures located on the property and adjacent properties. (5) In the case of archaeological sites, consideration will be given to whether information can be recovered as part ofthe demolition process. 11 (b) Review criteria for partial demolition. (1) The partial demolition is required for the renovation, restoration or rehabilitation of the structure; and (2) The applicant has mitigated, to the greatest extent possible: a. Impacts on the historic importance of the structure or structures located on the property; and b. Impacts on the architectural integrity ofthe structures located on the property. (Ad 29- 99 § 1) (Ad 29-99 §1) 070.120.185 Denial of landmark alteration certificate. (a) A denial of a landmark alteration certificate shall be accompanied by a statement of the reasons for the denial and the procedures for appeal to the City Council. The GSHPC may make recommendations to the applicant concerning changes to the proposal. The applicant may resubmit an amended application, reapply for a building or demolition permit that takes into consideration the recommendations of the GSHPC, or appeal said denial to the City Council. (b) If an application for a landmark alteration certificate is denied, no person may submit a subsequent application for the same construction, alteration, removal or demolition within six (6) months from the date ofthe final action upon the earlier application. (Ad 29-99 § 1) (Ad 29-99 § 1) 070.120.190 Issuance of landmark alteration certificate. The Department shall issue a landmark alteration certificate if an application has been approved by the GSHPC Subcommittee, GSHPC or City Council. (1) Time limit. Upon approval an application for a landmark alteration certificate, the applicant must apply for a building permit conforming to the certificate within one hundred eighty (180) days thereafter. (2) Record of demolished and moved properties. Prior to the issuance of a permit for demolition, moving or removal, the City may require the applicant to provide information about the building, including, without limitation, the date of original construction, significant events and occupants, architectural features and a description of the building through photographs, plans and maps. (Ad 29-99 § 1) (Ad 29-99 § 1) 070.120.195 Exemptions from landmark alterations certificate. If a landmark alteration certificate is denied, the applicant may request an exemption from the certificate requirements from the GSHPC. The applicant must provide adequate documentation and/or testimony to establish qualification for one (1) of the listed exemptions. The data provided by the applicant must be substantiated by either professionals in an applicable field or by 12 . thorough documentation of how the information was obtained. The owner shall have the burden of proof to establish hardship. The GSHPC may request additional information from the applicant as necessary to make informed decisions. Exemptions are granted only to the specific owner and use and are not transferable. (1) Economic hardship exemption. In considering economic hardship, the following standards that describe factors, evidence and testimony are to be considered in making its determination. a. The applicanfs knowledge of the property's historical significance at the time of acquisition, or of its status subsequent to acquisition. b. The structural soundness of the building or any structures on the property and their suitability for rehabilitation. c. The economic feasibility of rehabilitation or reuse of the existing property in the case of a proposed demolition. d. The current level of economic return on the property as considered in relation to the following: 1. The amount paid for the property, the date of purchase and the party from whom purchased, including a description of the relationship, if any, between the owner of record or applicant, and the person from whom the property was purchased. 2. A substantial decrease in the fair market value of the property as a result of the denial of the certificate ofAlteration. 3. The fair market value of the property at the time the application was filed. 4. Real estate taxes for the previous three (3) years. 5. Annual gross and net income, if any, from the property for the previous three (3) years; itemized operating and maintenance expenses for the previous three (3) years; and depreciation deduction and annual cash flow before and after debt service, if any, for the previous three (3) years. 6. Remaining balance on any mortgage or other financing secured by the property and annual debt service, if any, during the previous three (3) years. 7. All appraisals obtained within the previous three (3) years by the owner or applicant in connection with the purchase, financing or ownership of the property. 8. Any state or federal income tax returns on or relating to the property for the previous three (3) years. e. The marketability of the property for sale or lease, considered in relation to any listing of the property for sale or lease, and the price asked and offers received, if any, within the previous two (2) years. This determination can include testimony and relevant documents regarding: 13 1. Any real estate broker or firm engaged to sell or lease the property; 2. Reasonableness of the price or rent sought by the applicant; and 3. Any advertisements placed for the sale or rent of the property by the owner or applicant. f. The lack of feasibility of alternative uses that can earn a reasonable economic return for the property as considered in relation to the following: 1. A report from a licensed engineer or architect with experience in rehabilitation as to the structural soundness of any buildings/structures on the property and their suitability for rehabilitation. - 2. At least three (3) estimates indicating the cost of the proposed construction, alteration, relocation or demolition and estimates of any additional cost that would be incurred to comply with the recommendations of the GSHPC or City Council for changes necessary for the issuance of a certificate of appropriateness. 3. Testimony from a licensed engineer or architect with experience in rehabilitation as to the economic feasibility of rehabilitation or reuse of existing building/structures on the property. g. Studies and evaluations conducted at the owner's expense that shall identify impact of economic incentives and/or funding available to the applicant through federal, state City or private programs in relation to a five-year pro forma of projected revenues and expenses of the reasonable uses or revenues that takes into consideration the utilization of incentives programs available. h. Any community organizations, preservation groups, other associations and private citizens that wish to comment on a submission made under the financial hardship provision. i. Conduct to be excluded from review. Demonstration of economic hardship by the owner shall not be based on conditions caused by or resulting from the following: 1. Willful or negligent acts by the owner; 2. Purchasing the property for substantially more than market value; 3. Failure to perform normal maintenance and repairs; 4. Failure to diligently solicit and retain tenants; or 5. Failure to prescribe a rental amount which is reasonable; or 6. Failure to provide normal tenant improvements. (2) Undue hardship. An applicant requesting an exemption based on undue hardship must show that the application of the criteria creates a situation substantially inadequate to meet the applicant's needs because of specific health and/or safety issues. 14 (3) Inability to use. One (1) year after denial of a demolition permit approval, if no feasible use or ownership is found for the structure, the owner may request a waiver of all or a part of the restraint of demolition. The GSHPC will include the following factors in its consideration of the request: a. Documented evidence of applications and written correspondence, including written consultations, illustrating efforts made by the property owner to make necessary repairs, to . find an appropriate user or to find a purchaser for the property; and b. The adequacy of the property owner's efforts to locate available assistance for making the property functional without demolition. (Ad 29-99 § 1) (Ad 29-99 § 1) 070.120.200 Appeals. Anyone aggrieved by any decision of the GSHPC may file an appeal with the City Council within thirty (30) days of the GSHPC decision pursuant to the procedures set forth in Section 070.010.050 of this Code. An aggrieved person, for purposes of this Article, shall be the applicant, any person testifying before the GSHPC, any adjacent landowner, any landowner within a designated historic district or the City. (Ad 29-99 §1) 070.120.205 Unsafe or dangerous conditions exempted. Nothing in this Section shall be construed to prevent any measures of construction, alteration, removal or demolition necessary to correct the unsafe or dangerous condition of any structure, feature or parts thereof when such condition is declared unsafe or dangerous by the Community Development Department or Fire Department and where the proposed measures have been declared necessary by the City Manager to correct the condition, as long as only such work that is absolutely necessary to correct the condition is performed. Any temporary measures may be taken without first obtaining a landmark alteration certificate under this Article, but a certificate is required for permanent alteration, removal or demolition. (Ad 29-99 §1) 070.120.210 Property maintenance required. (a) The City Council intends to preserve from deliberate or inadvertent neglect the exterior portions of designated landmarks and all interior portions thereof whose maintenance is necessary to prevent deterioration of any exterior portion. No owner, lessee or occupant of any landmark shall fail to prevent significant deterioration of the exterior of the structure or special feature beyond the condition of the structure on the effective date of the designating ordinance. (b) Compliance with City codes. No owner and/or lessee of any landmark or structure in an historic district shall fail to comply with all applicable provisions of 1his Section and other ordinances of the City regulating property maintenance. (c) Owner notification. Before the City Attorney files a complaint in Municipal Court for failure to maintain the property on the landmark site or historic district, the City shall notify the property owner and/or lessee of the need to repair, maintain or restore the property, shall assist the owner or lessee in determining how to preserve the property, and shall give the owner forty- five (45) days in which to commence the tasks. In the event a building permit is required, work shall commence forty-five (45) days after issuance of a building permit. (Ad 29-99 § 1) 15 , (Ad 29-99 §1) 070.120.215 Nonhistoric structures. (a) The construction of a new building or structure and the moving, reconstruction, alteration, major maintenance or repair affecting the external appearance of any nonhistoric building, structure or appurtenance within the historic district must be of a design such that the height, setbacks, roof lines and similar characteristics are compatible with other buildings within the historic district. The process for determining compatibility shall be as set forth in Section 070.120.155 ofthis Article. (b) It is not the intent of this Section to limit or discourage new construction nor to limit it to any one (1) period or architectural style, but rather to encourage the integrity of the historic district. (Ad 29-99 § 1) (Ad 29-99 § 1) 070.120.220 Recognition of structures of merit. (a) The GSHPC may approve a list of structures of historical or architectural merit that have not been designated as landmarks and are not situated in designated historic districts to which the GSHPC may add from time to time in order to recognize and encourage the protection, enhancement and use of such structures. Nothing in this Section shall be construed to impose any regulations or controls upon, or to provide - incentives or awards to, structures of merit solely because they are included on the list. (b) The GSHPC may recommend, with City Council approval, such steps as it deems desirable to recognize the merit of and to encournge the protection, enhancement, perpetuation and use of - any listed structure or of any designated landmark or any structure in a designated historic district by, without limitation, issuing certificates of recognition and authorizing plaques to be affixed to the exteriors ofsuch structures. (Ad 29-99 §1) (Ad 29-99 § 1) 070.120.225 Violations and penalties. (a) No person shall violate or permit to be violated any of the requirements of this Article or the terms of a landmark alteration certificate. No municipal summons or complaint may be issued charging a violation of this Article or the terms of a landmark alteration certificate unless the alleged violation has not been corrected within thirty (30) days after the Cily has delivered notice thereof personally or by regular mail to the last address of the owner of the property listed in the records of the County Assessor. (b) Any person causing such violations shall, upon conviction, be guilty and punishable in accordance with Section 010.020.080 ofthis Code. (c) The City may institute an injunction, abatement or any other appropriate action to prevent, enjoin, abate or remove any violation ofthis Article. 16 (d) Any person violating any provision of this Article shall be liable to the City for any expense, loss or damage, including reasonable attorney's fees, occasioned by reason of such violation. (e) The remedies provided by this Article are cumulative and not exclusive and are in addition to any other remedies provided by law. (1) Any action shall be brought by the City Attorney. (Ad 29-99 §1) (Ad 29-99 § 1) 070.120.230 Stop work order. Whenever an action for which a landmark alteration certificate is required has been initiated, or is about to be initiated, the City shall make every reasonable effort to contact the property owner, lessee and/or occupant to notify them of the application for landmark alteration certificate process. If the Communily Development Department determines that a stop work order is necessary to halt an action that requires a landmark alteration certificate, the City shall deliver or send a copy of the stop work order by certified mail, return receipt requested, to the last known address of the property owner and notify him/her of the certificate process. (Ad 29-99 § 1) 070.120.235 Economic incentives. All City authorities, including the City Council, to the extent that they have the legal authority to do so, may take such action as may be necessary to grant economic incentives and may make any such action or grant conditional upon the subsequent enactment of a designating ordinance. (Ad 29-99 § 1) The City will rebate the City's general operating mill levy, not including fire bonds, to property owners of designated local historic landmarks per 070.120.010 that are used for residential purposes. The rebate will occur after the property owner presents a receipt from the Counly Treasurer's office showing that the property taxes have been paid for the year the rebate is requested. (Ad 18-03 §6) 070.120.240 Assistance. The City shall, subject to the approval of the City Manager, provide the GSHPC with such staff assistance as is reasonably necessary to enable it to perform its duties and powers. (Ad 29-99 § 1) 070.120.245 Gifts, grants and funding. The GSHPC may, subject to appropriations by the City Council or other income, employ clerical and technical assistants or consultants, may apply for and accept grants, money gifts or gifts of services, and may hold or expend the same for all or any of the purposes of historic preservation in the City. A nonlapsing fund for gifts and grants shall be established by the City. Appropriations from the Cio Council shall be managed in accordance with City policies and shall lapse each year if unexpended. (Acl 29-99 §1) 17 070.120.250 Several)ility. It is hereby declared to be the legislative intent that the several provisions of this Article shall be severable in accordance with the provisions set forth below. (1) If any provision of this Article is declared to be invalid by a decision of any court of competent jurisdiction, it is hereby declared to be the legislative intent that the effect of such decision shall be limited to that provision which is expressly stated in the decision to be invalid. Such decision shall not affect, impair of nullify this Article as a whole or any other part, but the rest of this Article shall continue in full force and effect; (2) Ifthe application ofany provision ofthis Article to any lot, building or other structure or tract of land is declared to be invalid by a decision of any court of competent jurisdiction, it is hereby declared to be the legislative intent that the effect of such decision shall be limited to that lot, building or other structure or tract of land immediately involved in the controversy, action or proceeding in which the judgment or decree of invali(lily was rendered. Such decision shall not affect, impair or nullify this Article as a whole or the application of any provision to any other lot, building or other structure or tract of land. (Ad 29-99 § 1) (Acl 29-99 §1) 070.120.255 Limitations. This Article shall not repeal, annul orinTany-wayimpair or remove the necessity of compliance with any other ordinance, law or regulation. Where this Article imposes a higher and/or stricter standard, the provisions of this Article shall prevail. The GSHPC shall not review permit applications for alterations to interior spaces, so long as the proposed work neither has an effect on the exterior appearance of the building nor compromises the structural integrity of the building. (Ad 29-99 § 1) 070.120.260 Adoption of Secretary of the Interior's Standards for Historic Preservation Projects. (a) The Standards for Rehabilitation and Guidelines of Rehabilitating Historic Buildings, a section of the Secretary of the Interior Standards for Historic Preservation Projects, revised in 1990 as part of Department of the Interior Regulations (36 CFR Part 67, Historic Preservation Certifications) shall be hereby adopted for the City as it relates to the rehabilitation of historic buildings. (b) The Standards for Rehabilitation, a section of the Secretary's Standards for Historic Preservation Projects, address rehabilitation. Rehabilitation is defined as the process of returning a property to a state of utility, through repair or alteration, which makes possible an efficient contemporary use, while preserving those portions and features of the property which are significant to its historic, architectural and cultural values. (c) The Standards that follow pertain to historic buildings of all materials, construction types, sizes and occupancy and encompass the exterior and the interior (as it affects the exterior) of historic buildings. The Standards also encompass related landscape features and the building's site and environment, as well as attached, adjacent or related new construction. The Standards are to be applied to specific rehabilitation projects in a reasonable manner, laking into consideration economic and technical feasibility. 18 (1) A property shall be used for its historic purpose or be placed in a new use that requires minimal change to the defining exterior characteristics of the building, its site and environment. (2) The historic character of a property shall be retained and preserved. The removal of historic materials or alteration of features and spaces that characterize a property shall be avoided. (3) Each property shall be recognized as a physical record of its time, place and use. Changes that create a false sense of historical development, such as adding conjectural features or architectural elements from other buildings, shall not be undertaken. (4) Most properties change over time; those changes that have acquired historic significance in their own right shall be retained and preserved. (5) Distinctive features, finishes and construction techniques or examples of craftsmanship that characterize a property shall be preserved. (6) Deteriorated historic features shall be repaired rather than replaced. Where the severity of deterioration requires replacement of a distinctive feature, the new feature shall match the old in design, color, texture and other visual qualities and, where possible, materials. Replacement of missing features shall be substantiated by documentary, physical or pictorial evidence. (7) Chemical or physical treatments, such as sandblasting, that cause damage to historic materials shall not be used. The surface cleaning of structures, if appropriate, shall be undertaken using the gentlest means possible. (8) Significant archeological resources affected by a project shall be protected and preserved. If such resources must be disturbed, mitigation measures shall be undertaken. (9) New additions, exterior alterations or related new construction shall not destroy historic materials that characterize the property. The new work shall be differentiated from the old and shall be compatible with the massing, size, scale and architectural features to protect the historic integrity of the property and its environment. (10) New additions and adjacent or related new construction shall be undertaken in such a manner that, if removed in the future, the essential form and integrity of the historic property and its environment would be unimpaired. (11) Certain treatments, if improperly applied, or certain materials, by their physical properties, may cause or accelerate physical deterioration of historic buildings. Inappropriate physical treatments include, but are not limited to: improper repainting techniques; improper exterior masonry cleaning methods; or improper introduction of insulation where damage to historic fabric would result. In almost all situations, use of these materials and treatments will result in the denial of certification. In addition, every effort should be made to ensure that the new materials and workmanship are compatible with the materials and workmanship of the historic property. (Ad 29-99 §1) (Ad 29-99 § 1) 19 070.120.265 Definitions. Unless specifically defined below, words or phrases in this Article shall be interpreted so as to give them the same meaning as they have in common usage and so as to give this Article its most reasonable application. Alteration means any act or process that changes one (1) or more ofthe exterior architectural features of a structure, including but not limited to the erection, construction, reconstruction or removal of any structure. Applicant means a delegate appointed by the record owner of the site and/or buildings. Building means any structure, place or other construction built for the shelter or enclosure of persons, animals or chatteis, or any part of such structure when subdivided by division, walls or party walls extending to or above the roof and with openings in such separate walls. Compatible or compatibil* means consistent with, harmonious with and/or enhancing the mixture of complementary architectural styles either of the architecture of an individual structure or the character of the surrounding structures. The delicate historic character and scale of districts may be overwhelmed and disrupted by buildings out of proportion to those surrounding structures or styles which do not respect the existing historic neighborhood. Construction or construct means the act of adding an addition to an existing structure or the erection of a new principal or accessory structure on a lot or property. Contributing building structure, site/area, or object means a building, Structure, site/area or object that reflects the historical or architectural character of the district as defined GSHPC designation. Demolition or demolid; means any act or process that destroys in part or in whole a landmark or a structure within a historic district. Demolition by neglect means neglect in the maintenance of any building resulting in any one (1) or more of the following: a. The deterioration of a building to the extent that it creates or permits a hazardous or unsafe condition as determined by the Building Department. b. The deterioration of a building characterized by one (1) or more ofthe following: 1. Those buildings which have parts thereof which are so attached that they may fall and injure members ofthe public or property. 2. Deteriorated or inadequate foundation. 3. Defective or deteriorated floor supports or floor supports insufficient to carry imposed loads with safety. 4. Members of walls, or other vertical supports that are insufficient to carry imposed loads with safely. 20 4.. ....1*#EfU,:4, 4.1-* v ,£ 1 ~ 54 ' 7 4 2*ffitir- 'rf'€ 4 f 6&4 4 +r'rk,~.9~i. ' I.'0~.4/:~ 52 -4 .1 6, .,IL..:K.4~- 144 ~ lit~:fle-0,-46*449 *4*.-3 . 4.9-h . a *3* tj/L .*repla<i. - 43¥0.9, j. p TA.€514*. r jly ~k·, ·· %>4 5 - /4 .*4.1, - 4 "'. .44' ..,#Phf tarS..~4..4.7 - 7.e - 1.,w.. 4 .1- 42»554***I./.6:i'i-~~/'26$/I9 4,21*44:crajigj'-6*~ *k --ippF-'.~. -4 7- m.2 0-- 9 - . 11 .E a . 8 .I - / r .' ¢ 3 + 9 f. . 1 . y.. . 14. ?<4 4 1 A I te 4 e.r The Economic Benefits of Historic Preservation in Colorad6 TECHNICAL REPORT Submitted by Clarion Associates of Colorado, LLC 1700 Broadway, Suite 400 Denver, Colorado 80290 303.830.2890 In Association with BBC Research and Consulting OCTOBER 2005 Preparedfor tbe Colorado Historical Foundation Tbrougb a Gluntfrom tbe State Historical Fund Tbis publication bas been funded by a State Historical Fund #ant,from tbe Colorado Historical Sociqy. Tbe oontents and opinimis contained herein do not necessarib r¢!ect tbe views orpolicies of tbe Colorado Historical Socieo Economic Bendits of Histotic Pmemation in Colorado Oaober 2005 Clarion Associates - BBC Research and Cons;,lting Pa* ii Technical Report TABLE OF CONTENTS I. Overview of 200+05 Update Projert " i II. Executive Summary of 2004-05 Findings . ii A. Rehabilitation of Historic Propertire . ii 1. Federal Rehabilitation Tax Credit..... ........................................................................... 111 2. State Rehabilitation Tax Credit iii 3. State Historical Funrl .iii 4. Total Economic Impacts of Rehabilitation B. Heritage Tourism .iv C. Property Values - Commercial District Analygle .iv D. Colorado Main Stte- ..V III. Summary of Findinge ... 1 Rehabilitation of Historic Propefties 1. Federal Rehabilitation Tax Crerlit .. 7 04) Overview/Backmund 7 (B) Summaty of Activity. 2. State Rehabilitation Tax Credit (A) Overview/Backgmund 10 Summag of Activity. 3. State Historical Funrl 13 (A) Overview/Background. 04 Summag Of Art;,At~ 14 4. Cumulative Economic Impacts of Rehabilitation Projects ..................................... 18 (A) Summag qf Expenditures on Rehabilitation Pmjects (B) Direct and Indinct Economic Impacts. (C) Taxes Generat•,1 21 5. Methodology 73 (A) State Histo,ical Fund ,23 (8) Federal'Yax CUAW (C) State Tax Cn,lit ?4 (D) Avoidance # Double-Counting .24 (E) Multipliers Used for Economic Impact Ana~sis . (F) State Income Taxes Methodology 75 (G) State Sales Taxes Methodology .25 (H) State Pmper~ Taxes Methodology 75 B. Heritage Tourism. 76 1. Definition of Heritage Tourism 76 2. Colorado Travel and Tourism .27 3. Sightseeing and Historic Preservation 4. What Percentage of Colorado Tourists are Heritage Tourists?..............................29 5. Impacts of Heritage Tourkm .30 6. Characteristics of Heritage Travelers 7. Recommended Future Research 8. Organizations in Support of Heritage Tourism .38 9. Conclusions....................................~.~.~~~~~.--..„..--.,-.-- Economic Benejits of Historic Preservation in Colorado October 2005 Clarion Associates - BBC Research and Consulting Page i Technical Repon C. Pmperty Values - Commercial District Analysis ............................................ 43 1. Background and Case Study Community Selection 2. Summary of Findings ...................................................................................................... 3. General Overview of Fort Collins 45 4. The Case Study Area: Old Town District .................................................................. .V 5. Property Values Da™ 49 6. Conclusion 51 7. Methodology e D. Colorado Main Strept 41 Economic Benefits of Histo,ic Preservation in Colorado October 2005 Cla,ion Associates - BBC Research and Consuiting Page ii Tecbnical R*ort I. OVERVIEW OF 2004-05 UPDATE PROJECT In 2001, the Colorado Historical Foundation undertook a project to document and quantify the economic benefits of historic preservation in Colorado, The resulting report, Tbe Economic Bene#ts of Histotic Pmen,a#~on in Colorado, examined statewide econoinic benefits associated with the rehabilitation of historic buildings and heritage tourism, and also focused on several economic issues related to the owners and users of historic properties, including affordable housing and property values in residential historic districts. In 2004-05, the Foundation undertook a limited update of the earlier project. First, the 2004-05 update involved updates of data regarding several historic building rehabilitation incentives: the federal rehabilitation tax credit, the state rehabilitation tax credit, and State Historical Fund acquisition and development grants. Also, a new section was prepared discussing heritage tourism throughout the state. Most importantly, the 2004-05 update also addressed two new areas of economic benefits: the progress of the Colorado Main Street program, and an examination of property values in a Colorado commercial historic district (to complement the earlier property values work done in residential areas). The 2001 project resulted in two products: (1) a technical report that contained the complete project results and methodology, and (2) a shorter popular report that summarized the results in a colorful, easy-to-read format for wide distribution. This document is an update to the 2001 technical report. This document describes the 2004-05 project findings in detail and discusses the analytical techniques used in this new analysis. This new technical report is organized as an appendix to the earlier technical report and does not repeat material from the earlier document. For example, where the methodology for analyzing a particular issue is unchanged from the 2001 project, this report presents the updated results and refers back to the earlier document for a discussion of methodology. In addition to this document, a new suinmary report suinmarizes the findings of this new technical report. Economic Bendits of Historic Pmerpation in Colorado Odober 2005 Clarion jbsociates - BBC Researrb and Consulting Pagei Technical Repon . II. EXECUTIVE SUMMARY OF 2004-05 FINDINGS Colorado's historic resources are extraordinarily diverse and contribute significantly to the cultural, aesthetic, social, and educational value of our state. Historic places provide opportunities each day for Colorado residents and visitors to appreciate the legacy of our state's rich past. Historic preservation also has a significant economic component. Historic preservation activities can be cost-effective tools that· leverage private capital, create local jobs, revitalize residential and commercial areas, and stimulate a wide range of related economic activities. For example: • Preservation proteds and revitalivs historic resources. Colondo property owners can tgke advantage of federal and state tax credit programs, as well as the State Historical Fund, to help rehabilitate historic buildings. For the past 20 years, hundreds of property owners have taken advantage of these incentives to rehabilitate a wide variety of historic resources. Pmenw/ion mat«jobs and income. Since 1981, rehabilitation activities in Colorado have created almost 29,000 jobs and generated a total of over $2 billion in direct and indirect economic impacts. Even more impressive, in a single recent year heritage tourism in Colorado created $3.4 billion in direct and indirect economic impacts and another 60,964 jobs throughout the state. • Preservation benejits downtowns and commercial areas. Examples throughout the country show that historic preservation is a useful economic development strategy and often a key factor in enhancing property values. The 2001 Colorado study showed this to be true in predoininantly residential historic districts. This 2004-05 study focuses on Colorado's business and commercial areas, where historic preservation can help communities reuse public infrastructure, maintain a sense of community and place, and support locally owned businesses, thus keeping downtown investment dollars within the community. As an example, eight Colorado Main Street communities have attracted considerable ptivate investment since 2001, totaling over $21.5 million in their downtown districts. • Pmenwhon a#rads vbitors. The link between preservation and tourism is well-established. Preserving historic character helps support tourism by providing interesting and unique opportunities for visitors, and tourism supports preservation by providing financial resources for ongoing preservation efforts. As noted above, heritage toutism is a key industry in Colorado providing significant income and thousands of jobs. In sum, historic preservation not only promotes an increased appreciation of the past - it is a key feature of successful community planning and economic development. The following pages describe in detail the inany ways in which Colorado's past continues to support the future. More detail on each topic is found in subsequent sections of this report. 1 REHABILITATION OF HISTORIC PROPERTIES The first section of the report examines economic benefits resulting from the rehabilitation of historic properties. The research focuses specifically on rehabilitation projects that have taken Economic Benejfts of Historic Pirsmation in Colorado October 2005 Clarion Associates - BBC Research and Consulting Page ii Technical Riport advantage of at least one of the well-established preservation incentive programs available to Coloradans: the federal rehabilitation tax credit, the state rehabilitation tax credit, and the State Historical Fund. 1. Federal Rehabilitation Tax Credit From 1981 to 2004, 334 historic rehabilitation projects in Colorado took advantage of the federal tax credit, with a total cost of $493.8 inillion in qualified expenditures. The federal tax credit has been used to great effect throughout the state. The City and County of Denver leads the list with 76.5 percent of the total project costs. Other top nine counties benefiting from this program represent a broad range of areas, including Larimer, Pitkin, Pueblo, Boulder, El Paso, Lake, Gilpin, La Mata, Ouray, and Garfield counties. 2. State Rehabilitation Tax Credit This program has assisted 574 historic rehabilitation projects, totaling $48.9 million in qualified expenditures, from its inception in 1991 through 2004. The top twenty counties utilizing the state tax credit represent all areas of the state, from Weld to El Paso and from Archuleta to San Miguel Counties. The City and County of Denver leads the list with approximately 64.8 percent of the total rehabilitation dollars and 54.5 percent of the total number of projects. Unlike the federal tax credit, the state tax credit is available for owner-occupied residences and the vast majority of state tax credit projects have been used for that purpose. Because they involve priinarily private residences, state tax credit projects are typically of a smaller scale, in both project size and cost, than federal tax credit projects. 3. State Historical Fund The State Historical Fund has grown to be one of the largest historic preservation funds in the nation. The Fund was created as part of a 1990 amendment to the state constitution authorizing limited-stakes gambling in three communities: Black Hawk, Central City, and Cripple Creek. Twenty-eight percent of the annual tax revenue generated by gambling is paid into the Fund, with 20 percent of that amount returned to the three towns for their use in preservation projects and the remaining 80 percent allocated by the Fund to preservation projects statewide. - Over $143.4 million has assisted 2,646 preservation projects in Colorado since the first grants were awarded in 1993 through state fiscal year 2004. Approximately half (1,283) of these 2,646 projects have been used for historic restoration and preservation, comprising approximately 77 percent, or $105.7 million, of the total dollar amount distributed by the SHF since its inception in 1993. Of the top twenty counties (those counties receiving the largest amounts of grant funding from the program), eight are located on the Front Range (Denver, El Paso, Larimer, Jefferson, Boulder, Pueblo, Douglas, and Arapahoe). However, the other twelve counties (Clear Creek, Weld, Gunnison, San Juan, La Plata, Lake, Las Animas, Teller, San Miguel, Economic Ben¢its of Histo,ic Pnservation in Colomdo October 2005 Clarion Associates - BBC Research and Consulting Page iii Technical Report Mesa, Routt, and Morgan) demonstrate that the economic benefits of the State Historical Fund are diverse and distributed throughout the state. In other words, a county need not be urban or suburban in order to benefit from the program. 4. Total Economic Impacts of Rehabilitation This project uses economic multipliers to estimate the indirect economic benefits resulting from the direct investments in preservation discussed above. By adding together the direct ($918.4 million) and indirect ($1.1 billion) economic impacts of the three types of rehabilitation projects discussed above, the economic impact of these preservation activities in Colorado totals approximately $2.1 billion between 1981 and 2004. The $918.4 million spent on historic rehabilitation also generated a total of at least 28,966 jobs and $709.9 million in household earnings throughout Colorado since 1981. Rehabilitation projects from 1981 to 2004 have generated $5.5 million in business income taxes, $14.8 million in personal income taxes, and $40.6 million in Colorado sales taxes. Local governments have benefited from increased property tax revenues, with between $11.8 to $14.7 million collected statewide. Unlike other taxes that are collected once per expenditure, property taxes are collected annually and provide a continual source of revenue for the community - one that only increases as properties increase in value. B. HERITAGE TOURISM Travel by tourists, business people, and individuals visiting friends and family is a major industry in Colorado. The term "heritage toutists" refers both to travelers who incorporate a visit to a historic site or landmark among other activities in their visit to Colorado, and the smaller subset of visitors whose primary reason for taking a trip is to visit historic places. , Historic places are an important draw for visitors who seek authentic, unique sightseeing opportunities. Walking tours, visiting historic districts, and businesses housed in historic buildings, such as bed and breakfasts, are only a few examples of those activities that fall into the general category of heritage tourism. In 2003, direct expenditures by all Colorado visitors contributed $8.1 billion to the Colorado economy. That year, there were approximately 5.1 million heritage-prompted visitors to Colorado. Of that 5.1 million, those visitors who included sightseeing at a historic site or landmark among the activities on their Colorado trip spent $1.5 billion in the state. When indirect expenditures are taken into account, the total impact of spending by these heritage tourists on the state's economy reached $3.4 billion. The spending by heritage tourists also generated $1.1 billion in total earnings by Colorado workers and 60,964 jobs. C. PROPERTY VALUES - COMMERCIAL DISTRICT ANALYSIS This study examined Fort Collins' Old Town Historic District to determine the effects of local historic designation and design review programs on property values over time. Specifically, this study analyzed two key indicators that express different aspects of value over time: total appreciation since designation, and average value per square foot. Economic Ben€Bts of Historic Pnsmation in Colorado October 2005 Clmion Associates - BBC Research and Consulting Pa. W Technical Repon • Total -,4#mia#on Since De*nation. How did properties in the locally designated district increase in value compared to the surrounding area? From designation in 1979 to 2003, total property values within the Old Town historic district increased dramatically more than property values in the similar, nearby area outside the district. The total rate of appreciation from 1979 to 2003 for properties within Old Town area was 721.0 percent, versus 422.7 percent for properties in the undesignated comparison area. The undesignated area has retained a consistent advantage over the district on a price-per-square-foot basis, based on tax-assessed value. However, Old Town has experienced a dramatic jump in total value - much higher than the nearby undesignated area in percentage terms - presumably because Old Town started out with much lower values, and dramatic improvements in the area since the time of designation have brought the district on par with the surrounding area. • Average Valueper Squan Foot. How much "building" do you get for your money in the local historic district versus the surrounding area? The undesignated area had and continues to have slightly higher property values on a per-square-foot basis than the designated area, most likely because more businesses within the undesignated area have direct street access. The district did, however, increase in value at a roughly equivalent rate with the undesignated area, confirming that designation did not lead to decreased property values in the district. The comparison of average price per square foot provides a good general sense of the parity of the two areas in terms of value from the mid-1980s through today. The property values debate - "What effect does local historic district designation truly have on property values?" - is a complex issue that involves multiple variables that change widely depending on each area studied. Yet, as was the case in our 2001 study, our 2004-05 Colorado research continues to support the general conclusion that historic district designation does not decrease property values. On the contrary, property values in the designated commercial area in Fort Collins experienced total value increases that were much higher, on a percentage basis, than a similar, undesignated area. D. COLORADO MAIN STREET In 1980, the Main Street Center of the National Trust for Historic Preservation developed the national Main Street program to assist in the revitalization of traditional downtowns and central business districts throughout tile country. Main Street encourages downtown revitalization by promoting economic development efforts within the context of historic preservation. In Colorado, Main Street efforts are coordinated through the Colorado Community Revitalization Association (CCRA). Local communities are selected to join Main Street through a competitive annual application process that demonstrates community need and availability of local resources. Colorado Main Street offers a range of services and assistance to meet the spectrum of needs of the Main Street coinmunities. Ten Colorado Main Street communities have been designated and nine are active: Arvacla, Berthoud, Brush, Canon City, Central City, Cortez, Greeley, Lake City, and Montrose. Since 2001, these communities have attracted considerable private reinvestment totaling over $21.5 million in their downtown districts: Economic Benejits of Historic Pnservation in Colorado October 2005 Clarion Associates - BBC Research and Consulting Page v Technical Report • $570,806 for 52 fagade rehabilitations; • $11.5 million for 208 rehabilitation and new construction projects; and • $9.5 million for the purchase of 43 buildings. Additionally, 209 businesses have opened, relocated, and/or expanded (for a net gain of 108 businesses). In these nine communities, local Main Street efforts have created 466 full-time and 129 part-time jobs. Economic Bellejits of Histo,ic Preservation in Colontdo October 2005 Clarion Associates - BBC Research and Consulting Pee vi Technical Rtpon SUPPORTERS OF THE PERFORMING ARTS (SOPA) Update to Town Tuesday, May 11,2010 Finances: Bank of Colorado $25,401.02 BVCR Certificates $225,283.70 Eagle 1 Investments $11,144.86 Edward Jones Investments $2,746.43 Cash On hand $100 BVCU Savings $25 Total $264,701.01 Cash On Hand Pledges $432,025.00 Town's Commitment $1,000,000 Theater Fund (FOSH) $457,011.74 Total Liabilities and Equity * $2,244,905.75 *Includes a $75,000 Steinway Baby Grand Piano Donors Total To Date: 504 375 are from Colorado or 74% 306 From Estes Park Leaving 129 Out of State Donors or 26% The two Largest Commitments are represented from individuals who have long ties to the community, but do not live full time in Estes Park. $250,000.00 Pledge from John and Tate Todd of Greeley $100,000.00 Pledge from Jerry and Linda Rutledge of Waseca, MN Proiect Cost and Where we Are Overall Cost of Construction for Building is $5 million, with total estimated cost of Project at $6 million (Including the land, site preparation, cost of landscaping, and 600 + paved parking spots which town has committed to at an approximate value of $250,000 for the land, and $750,000 for the parking and infrastructure work) k Taking the overall cost consideration of $6 Million, that is just over $800,000 away from being at /2 the total cost ofthe project. Arts as an Economic Engine The pro forma study, updated December 8,2009 by AMS of St. Louis MO who specializes in the analysis of theaters around the country and their economic impact on the communities in which they are built, estimated as much as $4-6 Million being dumped annually into our local economy. Americans For the Arts: Arts and Economic Prosperity III An Economic Impact of Nonprofit Arts and Cultural Organizations and Their Audiences Reference Page 14 (See Handout) Estes Park remains the ONLY tourist destination in the state of Colorado that is not host to a dedicated Performing Arts Center. 2010 A New Year... Where we've been and Where we are Going Grants 2009 would be recognized by charitable foundations as one of economic disparity and hardship -New funding was held at bay, while organizations tried to fund their current commitments Gates Family Foundation Although the original cap grant of $300,000 was called in, Gates was confident that if we got to over 60% of our goal and re-applied, there would be as much as ** $500,000.00 available to apply for as long as the fundraising was continuing in a positive direction. **The original grant was based on a percentage of the original project cost of $3.5 million. WebSite and Marketing www.EstesParkTheater.com 2008 2,286 Visits to Site 18% Visits to "Events and Programming" 2009 3,310 Visits to Site (53)% increase) No "events" in 2009 per se Next visited Pages: 7.8% Press Releases . 6.3% About Us 5.8% Contribruting 2010 (Jan-May, 3) 999 Visits 32% Visits to "Events and Programming" HANDOUT "Investors Packet", DVD, and Rack Card Brochure Kick-Starting a New Year At a recent Fund Raiser at Della Terra Mountain Chateau held on Friday, April 16,2010, a total of $24,950 was raised in cash and pledges. 100% ofthe guests in attendance donated or pledged Programming as Public Relations As a way of creating a community presence, awareness, and promote quality programming within our community, SOPA has put into place a diverse range of entertainment offerings during the busy summer months. These programs provide a venue to inform audiences, while generating positive support of the project in addition to collecting cash and financial commitments. Although the primary function of these events is NOT to raise money, passing the hat at these functions has generated anywhere from $1,500-5,000 off-setting the cost of the event and adding a little to our bottom line. Most importantly, our mission is heard, and the need for more year-round entertainment programming is expressed. Upon discovering in early April that the $1.5 Million dollar Town's Investment of the amphitheater was not being utilized during any Saturday night during the summer, SOPA committed and paid out of pocket to ensure quality entertainment for various weekends in Performance Park as well as a couple other offerings at more appropriate venues. (SEE 2010 SOPA EVENTS) Creating a Survey A survey is in the process of being developed to help gather useful information from both the visitor and local attendee to SOPA events. Hopefully, this survey will help garner useful information pertaining to the need/desire of a year-round performing arts venue within our community. Other Possible Programming Opportunities Robert Bubin, of Longmont CO wants to bring his production of Camelot to Estes Park...Problem... NO FACILITY. High School was already being used for Fine Arts Guild Production of Charlotte's Webb. No available booking space at YMCA (and is that "town" captive audience) Ian Anderson, associated with Colorado Shakespeare Festival, wants to bring a show to Estes Park...Problem...No Facility. Discussion of possible production of MacBeth during Scottish Highland Festival in the HS Auditorium if Available. OR...can we overcome the sound issues associated with a performance in Performance Park? Currently the Sound System in Performance Park is not adequate for any quality type of performance of larger stature. To this date there is nothing planned for Performance Park on the Saturday of July 4~ Weekend. The Fort Collins Community Band may fill that space? Rich and diverse programming creates a rich and diverse community. Questions for Consideration Where does the Performing Arts Center stand as a priority for the Town to help market Estes Park as a Year-Round, economic engine? How does a Performing Arts Venue fit into the picture of creating a town that is economically sustainable? Have any of the current proposed facilities outside of the theater had a pro-forma that substantiates the building of such facilities? Should there be "Funds" for programming and marketing the town through the LMD Ie, Performance Park Venue? Does a Performing Arts Center help market Estes Park as a more "culturally alive, and active destination" other than just Rocky Mountain National Park? How do we create a dynamic economic force which generates longer stays, instills store fronts to keep longer hours, and promotes restaurants serving well into the evening for our visitors? How do we create a year-round facility that enhances and enriches the quality of life for our community while keeping younger families from moving away? How do we create a facility that exposes our children to culturally rich experiences, educational programming and performing opportunities which expands a child's development in communication and the arts? How do we create a facility that can serve as a performance hub for the University students and professors of theater/dance and music at UNC, CU and CSU? , .1. 2 k k Y . ' g A ' Arts & Economic The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences i, ms m -~12'} *!•4*&1 .- ~iml~~~3 ~- ~ 7. 7,0,42Le.Ze; / 0~ ~.1.11:6 'mu *4 -, S :1041 .... F: 1Eek li.*. . 4//Iggihib. . Itl"ll" *R ~jf# 2 lililt .../., 0 '? 4 9= 0 1.1 ... t.- Mk . - 1, r', 1 . 112 l.6.2~ i Zit~:•0.» . 11, I- . .. *:1 . ;di. I lit#lfiE,1 ihib, 'i :i ' VIEVir"C":&.I/'I"El/'I'&illililli:'irlM'f~N i . i F_ . 6 In 1 -u-L- I . 449 + 1 Wg *147 4 TA¥6-. - 'th ? m 791111- ' Ill. . . 1 r i 1 1'.f- t . i .lillillfillilimilille/r.i.ini~i.~illill A . ~¥1"4 I · 7-he findings fi-om Arts & Economic Prosperity III send a clear and welcome niessage: leaders who care about community and economic development can~eel good about choosing to invest in the arts RoBERT L. LYNCH Pirsident and CEO. Americans I„i· Ilic Arts - 1 ¢ rY... 2433*Xi: ../ '1 .• r . - * -4 :: f I I. . / ¥ 1 f 4 t: 4 .:'. I. , r . 0 1.2 - - ---I if. r. I iium The Arts Mean Business ROBERT L. LYNCH, PRESIDENT AND CEO, AMERICANS FOR THE ARTS The key lesson from Arts & Economic Prosperity Ill is that communities that invest in the arts reap the additional benefits of jobs, economic growth, and a quality of life that positions those communities to compete in our 21st century creative economy. In my travels across the country, business and government leaders often talk to me about the challenges of funding the arts and other community needs amid shrinking resources. They worry about jobs and the economic performance of their community. How well are they competing in the high-stakes race to attract new businesses? Is their region a magnet for a skilled and creative workforce? I am continually impressed by the commitment to doing what is best for their constituents and to improving quality of life for all. The findings from Arts & Economic Prosperity 111 send a clear and welcome message: leaders who care about community and economic development can feel good about choosing to invest in the arts. Most of us appreciate the intrinsic benefits of the arts-their spend less than $4 billion annually to support arts beauty and vision; how they inspire, soothe, provoke, and and culture-a spectacular 7:1 return on investment that connect us. When it comes time to make tough funding would even thrill Wall Street veterans. choices, however, elected officials and business leaders also need to have strong and credible data that demonstrate Arts & Economic Prosperity Ill has more good news for the economic benefits of a vibrant nonprofit arts and business leaders. Arts and culture organizations-businesses culture industry. in their own right-leverage additional event-related spending by their audiences that pump vital revenue into restaurants, Arts & Economic Prosperity 111 is our third study of the hotels, retail stores, and other local businesses. When patrons nonprofit arts and culture industry's impact on the nation's attend a performing arts event, for example, they may park economy. Because of their rigor and reliability, results their car in a toll garage, purchase dinner at a restaurant, from the 1994 and 2002 studies have become the most and eat dessert after the show. Valuable commerce is frequently used statistics to demonstrate the value of arts generated for local merchants. This study shows that and culture locally, statewide, and nationally. This new the typical attendee spends $27.79 per person, per event, study is our largest ever, featuring findings from 156 in addition to the cost of admission. When a community study regions (116 cities and counties, 35 multicounty attracts cultural tourists, it harnesses even greater economic regions, and five states). Data was collected from an rewards. Nonlocal audiences spend twice as much as their impressive 6,080 nonprofit arts and culture organizations local counterparts ($40.19 vs. $19.53). Arts and culture and 94,478 of their attendees across all 50 states are magnets for tourists, and tourism research repeatedly and the District of Columbia. shows that cultural travelers stay longer and spend more. Whether serving the local community or out-of-town By every measure, the results are impressive! Nationally, visitors, a vibrant arts and culture industry helps local the nonprofit arts and culture industry generates $166.2 businesses thrive. billion in economic activity annually-a 24 percent increase in just the past five years. That amount is greater than Right now, cities around the world are competing to attract the Gross Domestic Product of most countries. This new businesses as well as our brightest young professionals. spending supports 5.7 million full-time jobs right here International studies show that the winners will be in the United States-an increase of 850,000 jobs since communities that offer an abundance of arts and culture our 2002 study. What's more, because arts and culture opportunities. As the arts flourish, so will creativity and organizations are strongly rooted in their communities, innovation-the fuel that drives our global economy. these are jobs that necessarily remain local and cannot be shipped overseas. Arts & Economic Prosperity 111 is great news for those whose daily task is to strengthen the economy and enrich Our industry also generates nearly $30 billion in revenue quality of life. No longer do business and elected leaders to local, state, and federal governments every year. By need to choose between arts and economic prosperity. comparison, the three levels of government collectively Nationally, as well as locally, the arts mean business! lit.A· /..ff,nom.u Pri,Nprm; N' page i In my- own philanthropy and business endeavors, I have seen the critical role that the arts play in stimulating creativity and in developing vital communities. As this study indicates, the arts have a crucial impact on our economy and are an important catalyst for Learning. discovery, and achievement in our country. PAUL G. ALLEN Philatilhropist anct Co I Mnder. \iici·osi)It 0 . %49 1-, . ..... . - I. - . - - I. -- 0 ~r~1 -~b - .1 .. ... 7 2.- ) 17-=~1~97. I -2. 7 0 * D -- -/. .> 1 =m~-- , -7 - -*.4505 - .t· t"Ref*!- ...r ~ . €21:O:i:Ce::: Hi......... - , g. , ...I-... .> ----1- 6 L£* 4% > li.4 ~ 'f 2 4 1 4. 71.2/ e - Ful? *:<M:~ -fr:..,; I ve ~A.i\" : 4 64- . 1 40~W.. , Economic Impact of America s Nonprofit Arts & Culture Industry Every day, the 100,000 nonprofit arts and culture organizations that populate the nation's cities and towns are making their communities more desirable places to live and work. They provide inspiration and enjoyment to residents, beautify shared public places, and strengthen the social fabric. This study demonstrates that the nonprofit arts and culture industry is also an economic driver in these communities-a growth industry that supports jobs, generates government revenue, and is the cornerstone of tourism. Nonprofit arts and culture organizations pay their and an additional $i 03.i billion in event- related spending employees. purchase supplies, contract for services, by their audiences. The impact of this activity is significant. and acquire assets from within their communities. supporting 5.7 million U.S. jobs and generating $29.6 Their audiences generate event-related spending for billion in government revenue. local merchants such as restaurants, retail stores. hotels, and parking garages. This study sends an important Arts & Economic Prosperity III is the most comprehensive message to community leaders that support for the study of the nonprofit arts and culture industry ever arts is an investment in economic well-being as well conducted. It documents the economic impact of the as quality of life. nonprofit arts and culture industry in 156 communities and regions (116 cities and counties, 35 multicounty Nationally, the nonprofit arts and culture industry regions, and five states). and represents all 50 states generates $166.2 billion in economic activity and the District of Columbia. The diverse communities everyyear-$63.1 billion in spending by organizations range in population (four thousand to three million) and type (rural to urban). Researchers collected detailed expenditure and attendance data ECONOMIC IMPACT OF THE NONPROFIT ARTS & CULTURE INDUSTRY (2005) from 6,080 nonprofit arts and (expenditures by both organizations and audiences) culture organizations and 94·478 Total Expenditures $ 166.2 billion of their attendees to measure Full-Time Equivalent Jobs 5.7 million total industry spending. Project Resident Household Income $104.2 billion Local Government Revenue $ 7.9 billion economists customized input/output State Government Revenue $ 9.1 billion analysis models for each study region Federal Income Tax Revenue' $ 12.6 billion to provide specific and reliable economic impact data. This study W*&,Rml';7~hYN, P#3 .. Ma,yors understand the connection between the arts industry and city revenues. Besidesproviding thousands ofjobs, the arts generate billions in government and business revenues and play an important role in the economic revitalization of our nation's cities. DOUGLAS H. PALMER Mapor 01'111,('nion. NI Prnxidrm. The United States Confercur·c of May()INS .. - 77 --- =*% Al - fic#*A ./F- ..-'/1/.L & 114 711 1 //,-i~ . frik. ¥ i j.-1- . ~+ ....,6 i./ * j ·Ir-- -2 i * Ph - . ... 1 l----**+ 41. I r 1 1 :/3 , · 1~ziE'--21 ~fk ; h -JIbiv:, L -111 ~J. .. ' rp, tIL A 1. -UAl'. 41 3 :11 , % 6 .. .....al#1-P..... , 1 9-9, 0 - 2./8.4-M.... _ -- t 40 4% * *..bil m A a A~ ~|~ A ~ . uses four economic measures to define economic Arts & Economic Prosperity III focuses solely on nonprofit impact: full-time equivalent jobs, resident household arts and culture organizations and their audiences. It income, and revenue to local and state government. excludes spending by individual artists and the for-profit arts and entertainment industry (e.g., Broadway or the · Full-Time Equivalent (fTE) Jobs describe the total amount motion picture industry). Due to the rigor with which of labor employed. Economists measure PTE jobs, not the study was conducted, statistical extrapolations the total number of employees, because it is a more of the nation's nonprofit arts and culture sector can accurate measure that accounts for part-time employment. be made and are presented in this report. · Resident Household Income (often called Personal - Income) includes salaries, wages, and entrepreneurial income paid to local residents. It is the money residents earn and use to pay for food, mortgages, and other living expenses. i --1 /5-3 · Revenue to Local and State Government includes revenue 0---*-i X 57 r-7 from taxes (income, property, or sales) as well as funds 7 3 1 1 E - 1 E from license fees, utility fees, filing fees, and other similar sources. 9 «0 WW 43 4 202 8 bdo There is no better indicator of the spiritual health of our city, its neighborhoods, and the larger region than the state of the arts. The arts deepen our understanding of the human spirit, extend our capacity to comprehend the lives ofothers, allow us to imagine a moreJUst and humane world. Through their diversity offeeling, their variety of form, their multiplicity ofinspiration, the arts make our culture richer and more reflective. JONATHAN FANTON President, MacArthur Foundation 1 its iN- i:'ri,nomic Pi·osperit.r /// page5 Nonprofit Arts & Culture: spending by audiences attending a nonprofit arts and culture event increased 28 percent during the same A Growth Industry when adjusted for inflation. Audience spending was not period, from $80.8 billion to $103.1 billion, or 15 percent studied in the 1992 analysis. The nation's nonprofit arts and culture industry has grown steadily since the first analysis in 1992, expanding at a rate greater than inflation. GROWTH OF THE NONPROFIT ARTS & CULTURE INDUSTRY Between 2000 and 2005, spending by organizations (U.S. dollars in billions) and their audiences grew 24 percent, from $i34 ORGANIZATION EXPENDITURES billion to $166.2 billion. When adjusted for AUDIENCE EXPENDITURES m $63.1 BILLION ..... 0 inflation, this represents a healthy 11 percent o < N increase. Gross Domestic Product, by comparison, ORGANIZATION EXPENDITURES grew at a slightly faster rate of 12.5 percent AUDIENCE EXPENDITURES (adjusted for inflation). 0 $53.2 BILLION 0 0 N ~ Spending by nonprofit arts and culture organi- ORGANIZATION EXPENDITURES zations grew 18.6 percent between 2000 and 2005, N C. $36.8 BILLION C. from $53.2 billion to $63.1 billion (a 4 percent - increase when adjusted for inflation). Event-related Audience expenditure data not collected in 1992, THE PANEL OF 25: ECONOMIC IMPACT TREND COMMUNITIES Twenty-five communities participated in the 2000 and 2005 economic impact studies (surveying both organizations and audiences). Twenty-three of the 25 communities had aggregate increases in nonprofit arts and culture organization expenditures, with an average growth of 58.0 percent. Event-related spending by audiences grew an average of 50.4 percent, with just five communities experiencing declines. When taken together, annual economic activity grew 49.7 percent, expanding well ahead of not just the national arts and culture industry growth rate of 24 percent, but ahead of the nation's Gross Domestic Product as well. The following are the 25 communities in this analysis: Anchorage, AK Ft. Collins, CO Phoenix, AZ Boise, ID Glendale, CA Portsmouth, NH Boulder, CO Homer, AK St. Cloud, MN Broward County, FL Indianapolis, IN St. Louis, MO Chandler, AZ Lehigh Valley, PA Tempe, AZ Columbus/Franklin County, OH Mesa, AZ Walnut Creek, CA . Dover, DE Miami-Dade County, FL Westchester County, NY Erie County, PA Minneapolis, MN Forsyth County, NC Newark, NJ Arts & Economic Prosperity liI page 6 NONPROFIT ARTS & CULTURE ORGANIZATIONS INDUSTRY EMPLOYMENT COMPARISONS Spending by nonprofit arts and culture organizations Nonprofit arts and culture organizations are active provides rewarding employment for more than just contributors to the business community. They are artists, curators, and musicians. It also directly supports employers, producers, consumers, and members of builders, plumbers, accountants, printers, and an array chambers of commerce, as well as key partners in the of occupations spanning many industries. marketing and promotion of their cities and regions. Spending by nonprofit arts and culture organizations nationally was estimated at $63.i billion in 2005· This ~ In 2005, nonprofit arts and culture organizations alone supported 2.6 million full-time equivalent output supports 2.6 million U.S. jobs, provides $57.3 billion in household income, and generates $13.2 billion jobs. Of this total, i.3 million jobs were a result of "direct" expenditures by nonprofit arts organizations, in total government revenue. representing i.oi percent of the U.S. workforce.ii Compared to the size of other sectors of the U.S. IMPACT OF NONPROFIT ARTS & CULTURE ORGANIZATIONS workforce, this figure is significant. - , Total Expenditures - - $ 63.1 billion Nonprofit arts and culture organizations support more Full-Time Equivalent Jobs 2.6 million Rfsident Household Income $ 57.3 billion jobs than there are accountants and auditors, public safety Local Government Revenue $ 2.8 billion officers, even lawyers, and just slightly fewer than -- State Govdrnment_FLevenue $_3.5-billion - - - - --- - elementary school teachers. The chart below provides Federal Income Tax Revenue $ 6.9 billion a helpful context for the large number of jobs directly supported by nonprofit arts and culture organizations. It must be noted that the arts and culture jobs represent portions of multiple industry sectors (e.g., musicians, designers, accountants, printers), whereas the comparison groups are single job classifications. PERCENTAGE OF U.S. WORKFORCE (2005) m V 0 2 JOBS ELEMENTARY ACCOUNTANTS POLICE LAWYERS FARMING, TELEMARKETERS COMPUTER POSTAL MAIL FIRE PROFESSIONAL SUPPORTED BY SCHOOL & AUDITORS OFFICERS FISHING, PROGRAMMERS CARRIERS FIGHTERS ATHLETES NONPROFIT ARTS TEACHERS FORESTRY 1.01 % .. DIRECT & INDIRECT ECONOMIC IMPACT: HOW A DOLLAR IS RESPENT IN A COMMUNITY Arts & Economic Prosperity 111 uses a sophisticated economic analysis called input/output analysis to measure economic impact. It is a system of mathematical equations that combines statistical methods and economic theory. Input/output analysis enables economists to track how many times a dollar is "respent" within the local economy, and the economic impact generated by each round of spending. How can a dollar be respent? Consider the following example: A theater company purchases a gallon of paint from the local hardware store for $20, generating the direct economic impact of the expenditure. The hardware store then uses a portion of the aforementioned $20 to pay the sales clerk's salary; the sales clerk respends some of the money for groceries; the grocery store uses some of the money to pay its cashier; the cashier then spends some for the utility bill; and so on. The subsequent rounds of spending are the indirect economic impacts. Thus, the initial expenditure by the theater company was followed by four additional rounds of spending (by the hardware store, sales clerk, grocery store, and the cashier). The effect of the theater company's initial expenditure is the direct economic impact. The subsequent rounds of spending are all of the indirect impacts. The total impact is the sum of the direct and indirect impacts. Note: Interestingly, a dollar "ripples" very differently through each community, which is why each study region has its own customized economic model. Across America, cities that once struggled economically are reinventing and rebuilding themselves by investing in art and culture. Both areproven catalysts for growth and economic prosperity. By creating cultural hubs, nonprofit art businesses help cities define themselves, draw tourists, and attract investment. Federal supportfor.America's nonprofit cultural organizations must go on ifwe hope to continue enjoying the substantial benefits they bring. LOUISE M. ~LAUGHTER U.S. House of Representatives (NY) Co-Chair. Congressional Arts Caucus '14..h N ki·Ononli,(·PA);peri,i')'-ll~ page3 . A LABOR-INTENSIVE INDUSTRY IMPACT OF NONPROFIT ARTS & CULTURE AUDIENCES Dollars spent on human resources typically stay within Total Expenditures $ 103.1 billion a community longer, thereby having a greater local " Full-Time Equivalent Jobs 3.1 million economic impact. The chart below demonstrates Resident Household Income $ 46.9 billion the highly labor- intensive nature of the arts and culture Local Government Revenue $ 5.1 billion industry. Nearly half of the typical organization's · State Government Revenue $ 5.6 billion Federal Income Tax Revenue $ 5.7 billion expenditures are for artists and personnel costs (43.2 percent), EXPENDITURES BY NONPROFIT ARTS & CULTURE ORGANIZATIONS (2005) $103.1 billion in 2005· This spending supports 3.i million full-time jobs in the United States, provides $46.9 billion in household income, and generates $i6.4 billion in government revenue. 1 , Nationally, the typical attendee spends an average of $27.79 per person, per event, in addition to the cost FACILITY/ < /.14,14&1111,12, of admission. Businesses that cater to arts and culture RENT audiences reap the rewards of this economic activity. NONPROFIT ARTS & CULTURE ATTENDEES SPEND $27.79 PER PERSON ABOVE THE COST OF ADMISSION Audience Spending ($3.90) GIFTS/ SOUVENIRS - The arts and culture industry, unlike many industries, leverages a significant amount of event- related spending by its audiences. For example, a patron attending an arts ($5.01) LODGING ~ ~ event may pay to park the car in a garage, purchase dinner at a restaurant, eat dessert after the show, and return home ($0.34) CHILD CARE '~- ~ to pay the babysitter. This generates related commerce ($2.72) \/ for local businesses such as restaurants, parking garages, TRANSPORTATION ($2.82) hotels, and retail stores. Total event-related spending OTHER by nonprofit arts and culture audiences was an estimated rppfhpWIt n F 8 A n ilf.<1~tfflf-\4 haA1291.\4(;PAg,~i,Nal niff¥~2~r~R, pff-4 BA O Pplf A /~ 1;1?fk fil Fe' rrf~f(f>.1'rE>,\ Ar~Fkfhff:) 0 04 4 1 010 LOCAL VS. NONLOCAL AUDIENCES While the ratio of local to nonlocal attendees is different in every community, the national sample revealed that 39 percent of attendees traveled from outside of the county in which the event took place (nonlocal) and 61 percent were 0. local (resided inside the county). VISITORS SPEND MORE In addition to spending data, researchers asked each of the 94,478 survey respondents to provide their home zip codes. Analysis of this data enabled a comparison of event-related spending by local and nonlocal attendees. Previous economic and tourism research has shown that nonlocal attendees spend more than their local counterparts. This study reflects those findings. Local audiences, who live in the county in which the event occurred, spent an average of $19.53 per person, per event in addition to the cost of admission. Nonlocal attendees, those who live outside the county, spent twice this amount, or $40.19 per person. As would be expected, nonlocal attendees spent EVENT-RELATED SPENDING BY LOCAL VS. NONLOCAL AUDIENCES significantly more in the categories of lodging, meals, LOCAL AUDIENCES and transportation. These findings demonstrate that NONLOCAL AUDIENCES $19.53 when a community attracts arts and culture tourists, miNn it harnesses significant economic rewards. 1 NONPROFIT ARTS & CULTURE ATTENDEES SPEND $27.79 PER PERSON -Lk. -n CATEGORY OF EXPENSE RESIDENT NONRESIDENT ALL AUDIENCES* AUDIENCES* AUDIENCES 7-2~ -L - il 1 Meals/Refreshments $10.77- -$105 $13.00 - Gifts/Souvenirs $3.32 $4.78 $3.90 Child Care $0.34 - --$0.33 $0.34 ~ 0~0~ ~ 1 Lodging $1.08 $10.91 $ 5.01 1 Transportation $1.62 $4.37 $2.72 Other $2.40 $3.45 $2.82 141 1~~n~ Total $19.53 $40.19 $27.79 * Residents are attendees who live within the county in which the cultural event occurred; nonresidents live outside of the county. 4 ilits N:Econom,ic Pmsperit,rm page,o 61% LOCAL This report reinforces why many cities and towns across the nation are stepping up to support the continued growth of arts and culture. Not only do the arts provide a much needed social escape~or many in our communities-they also help drive local economies. Having an abundance ofuniquearts and events means more revenuefbrlocal businesses and makes our communities more attractive to young, talented professionals-whose decisions on where to start a career or business are increasingly driven by quality of life and the availability Of cultural amenities. BART ~ETER SON Mayor of indiana polis. IN President. National Leagur of Cities r 1 1. • 1, ..I , . 4 .34 - r e...... 1 -k , :f i, .4 .~;:#~ ~ 6 : r · - fit *& 1 'td, 14.1 1 1 . - '41'11 . 9 \ J.,1 ; 1 1. 1 UNU ; 4 ...., i.tat ¢ - 4 1 4 t *33 BENEFITS OF BECOMING A CERTIFIED LOCAL GOVERNMENT • Special grants from the State Historic Preservation Officer • Local historic preservation expertise recognized by state and Federal agencies • Technical assistance and training from the State Historic Preservation Office • Participation in nominations to the National Register of Historic Places • National historic preservation assistance network: publications, professional assistance • Information exchange with the State Historic Preservation Office • Participation in statewide preservation programs and planning RESPONSIBILITIES OF A CERTIFIED LOCAL GOVERNMENT • Maintain a historic preservation commission • Survey local historic properties • Enforce state or local preservation laws • Provide for public participation • Other functions delegated or required by the state WHAT IS A CERTIFIED LOCAL GOVERNMENT? The National Historic Preservation Act established a nationwide program of financial and technical assistance to preserve historic properties--buildings, structures, sites, neighborhoods, and other places of importance in the historical and cultural life of the nation. A local government can participate directly in this program when the State Historic Preservation Officer (SHPO) certifies that the local government has established its own historic preservation commission and a program meeting Federal and state standards. A local government that receives such certification is known as a "Certified Local Government" or "CLG". WHAT ARE THE BENEFITS OF BECOMING A CERTIFIED LOCAL GOVERNMENT? • Certified Local Governments are eligible to apply for specially earmarked grants from the SHPO. At least ten percent of the annual Historic Preservation Fund grant made to the State Historic Preservation Office--Washington's Office of Archaeology and Historic Preservation (OAHP) under the National Historic Preservation Act is distributed among CLGs. • Certified Local Governments are recognized by Federal and state agencies as having special expertise in historic preservation. • Certified Local Governments receive technical assistance and training from OAHP. Such training and assistance can help a community pursue its preservation goals and its plans for development. • Certified Local Governments review nominations of properties within their jurisdictions to the National Register of Historic Places before such nominations are submitted to the SHPO. This provides for formal local participation in the identification and national recognition of their historic resources. • Certified Local Governments become part of a national technical assistance network. They receive publications issued by OAHP and by the National Park Service (NPS). . 4 They know who in the state office to call upon for assistance, and how to obtain aid from National Park Service offices such as the National Register, Technical Preservation Services, Historic American Buildings Survey, and the Historic American Engineering Record. • Representatives from CLGs are provided the opportunity to meet periodically with OAHP, sharing experience and information. • Certified Local Governments provide local perspective to the plans and programs of the state office, including statewide planning for preservation and development. WHY SHOULD A LOCAL GOVERNMENT PARTICIPATE IN THE CLG PROGRAM7 Obtaining status as a CLG can help a local government encourage, develop, and maintain its local preservation efforts in coordination with its development plans. No one benefits as much from the preservation of local historic sites and buildings nor suffers as much by their destruction as the citizens of a community. It is they who live and work in historic homes and neighborhoods, who see the effects of rehabilitation projects every day, and who enjoy the economic and social benefits that rehabilitation of the community's historic properties bring. It is they who feel most personally the loss of a treasured local landmark. Each historic building and structure represents a community investment that should not be discarded lightly; maintaining and rehabilitating older buildings and neighborhoods can mean savings in time, money, and raw materials. The preservation of a community's historical resources will enrich the lives of its inhabitants now and in the future. WHAT IS A CERTIFIED LOCAL GOVERNMENT REQUIRED TO DO? The National Historic Preservation Act requires that a Certified Local Government: • enforce state or local legislation for the designation and protection of historic properties, • establish and maintain a qualified historic preservation commission, • maintain a system for the survey and inventory of historic properties in coordination with the State Historic Preservation Office, • provide for public participation in its activities, and • satisfactorily perform the responsibilities delegated to it by the State Historic Preservation Office WHAT IS THE NATIONAL REGISTER OF HISTORIC PLACES, AND WHAT IS THE INVOLVEMENT OF CLGS IN THE PROCESS OF NOMINATING AND REVIEWING NOMINATIONS? The National Register is a working list of properties determined to be of national, state, or local significance and worthy of preservation and consideration in planning or development decisions. The National Register is maintained by the National Park Service in Washington D.C. . Properties are listed in the National Register primarily through nominations by State Historic Preservation Officers (SHPOs). The significance of potential entries in the National Register are reviewed against established criteria. These criteria, established by the National Park Service, are worded in a flexible manner to provide for the diversity of resources across the country. Sources of further information concerning the National Register are listed at the end of this booklet. Certified Local Governments participate in the National Register nomination process by reviewing all nominations of properties in their jurisdictions. Before a property within the jurisdiction of a Certified Local Government may be nominated by the SHPO for inclusion on the National Register, the SHPO must notify the local historic preservation commission, the chief elected official, and the owner of the property. After providing opportunity for public comment, the historic preservation commission can prepare a report as to whether or not, in its opinion, the property meets the criteria of the National Register. Subject to appeal, if both the chief elected official and the local historic preservation commission recommend that the property not be nominated to the National Register, the SHPO can take no further action on its nomination. The property may, however, be formally determined eligible for the National Register, even though it may not be nominated, to ensure that Federal agencies will consider it if Federal assistance or a Federal license is involved in projects that will affect it. HOW DOES LISTING ON THE NATIONAL REGISTER BENEFIT CLGS? National Register listing can enrich local preservation efforts by publicly establishing that local properties are significant enough to merit national recognition. Federal tax law provides incentives for the preservation of properties listed on the National Register or included within registered historic districts. Investment tax credits are provided for the substantial rehabilitation of certified historic structures, and tax deductions are permitted for the contribution of easements on historic properties to qualified entities. Current information of Federal tax incentives as well as state incentives can be obtained from the State Historic Preservation Office. The National Register is central to a number of Federal programs that encourage protection and improvement of historic properties. National Register status, or a determination that a property is eligible for the National Register, identifies a property as one whose historical value must be considered in planning by Federal agencies and by communities using Community Development Block Grants and other forms of Federal assistance. These agencies and communities are required by the National Historic Preservation Act to obtain the comments of the State Historic Preservation Officer and the Advisory Council on Historic Preservation on the effects of their projects. 5/17/2010 Historic Preservation Ordinance DEFINING TERMS • Local Preservation Ordinance A local law which provides regulations applicable to historic properties. • Certified Local Government A municipality or county which has enacted a local preservation ordinance meeting certain standards defined by the Federal and State government. • Historic Preservation District A defined district or section of a city which contains older buildings considered valuable for historical or architedural reasons. • National Register of Historic Places The official list of the Nation's historic places worthy of preservation. Properties that are listed in the National Register ot Historic Places are automatically placed in the State Register. • State Register of Historic Properties A listing of the state's significant cultural resources worthy of preservation for the future education and enjoyment of Colorado's residents and visitors. Properties may also be nominated separately to the State Register without inclusion in the National Register. 1 5/17/2010.' ' Local Preservation Ordinance • Colorado currently has 112 local governments with a preservation ordinance out of 335 counties and municipalities • 44 Colorado governments (39%) with a local preservation ordinance are CLGs • Larimer County does not have a local preservation ordinance and is not a CLG Local Preservation Ordinance • Necessary step in becoming a Certified Local Government • Provides a legal framework for a preservation program • Must meet the statutory requirements of all applicable Colorado laws 2 5/17/2010 Local Preservation Ordinance under a Certified Local Government Minimum Requirements: • Statement of Purpose • Establishment of Preservation Commission • Criteria and procedures for property designation • Definition of actions requiring Preservation Commission review • Standards, criteria and procedures for alterations, demolitions and new construction consistent with the Secretary of the Interior's Standards Certified Local Government Preservation Commission Requirements • Minimum of 5 members • Geographic area limited to local government's jurisdiction • 40% composed of preservation-related professionals (with some latitude for small communities making good faith effort) 3 5/17/2010, ' " , Historic Preservation Commission Responsibilities • Meetings open to public and minutes available for public inspection. Minutes sent to State Historic Preservation Officer. • Annual report submitted to SHPO • One member attends a SHPO-approved education session annually • All activities carried out in manner consistent with State preservation planning process Local Preservation Ordinance Benefits (with or without becoming a Certified Local Government) • Designates and protects buildings, sites, structures and districts of historic, architectural and archaeological significance , Enhances property values and maintains an area's unique historic character, which can benefit a tourism economy • Provides opportunities to educate the public regarding the area's history and architecture I Encourages local involvement in historic preservation 4 . I 5/17/2010 ... Certified Local Governments • Are eligible for small Federal grants to use as seed money to attract other funds i Give historic preservation legitimacy as a function of local government i Forge connections between historic preservation and land use planning • Lead to increased cooperation between local preservationists and the State office • Are empowered by the State to desipnate local landmarks which then become eligible for a 20 /0 State tax credit • May attend training workshops and meetings held to encourage networking among local governments Local Preservation Ordinance Cautions • May restrict some of the property rights of people who own designated properties • Adhering to an LPO is not enough for a property owner to get state tax credits/an LPO is not necessary Tor a property owner to obtain federal or state tax credits • Requires staff time of 4-15 hours per week • An LPO adds another layer of review in the form of a preservation commission • Some communities have experienced conflicts between the preservation commission and other local boards and commissions • Some communities have found it difficult to get qualified board members (as required with a CLG) • Only applies to properties within our Town boundaries 5 5/17/2010,, " , Town of Estes Park Preservation Achievements (without becoming a CLG) The Town of Estes Park has received $440,504 in five grants from the State Historical Fund, including: • 1994: Stanley Hotel Roof Rehabilitation $37,000 • 1999: Fall River Hydroplant Historic Structures Assessment $46,965 • 2000: Hallett House Roof Repair $8,000 • 2000: Fall River Hydroplant Interior and Exterior Rehabilitation $341,289 • 2004: Birch Ruins Historic Structure Assessment $7,250 Town Achievements Continued • EPURA received $37 000 in a 1993 grant from the State Historical Fund for the Stanley Hotef Facade and Roof Restoration. • The Town received the 2002 Bancroft Award from the Colorado Historical Society for the Fall River Hydroplant Project. • Colorado Preservation, Inc. awarded the Town its State Honor Award for "exemplary efforts in historic preservation" in 2002 for the Hydroplant Project. • The Town was awarded a 2005 Environmental Stewardship Award from the Larimer County Commissioners and the Environmental Advisory Board for the Knoll-Willows Conservancy. • The Town currently has a downtown walking tour and plaques proaram created during the 75th anniversary of incorporation (tour updatedon the 90th anniversary). • Through the Museum Department, the Town undertakes ongoing education activities and has received small grants for Preservation Month activities from Colorado Historical Society. 6 5/17/2010 V. Historic Preservation and Tax Credit Information ~*-'11263 Rum#* , *miZES@adlk scenario 0 (SEitli®[!}4» (RIRit#~ ®i)&0 1 1©(@MI gDINEEE'Ell .£29®i€MG /0,93*mase IMIFIGMAI;D{RED Federal tax credits apply only to income-producing properties, whereas State tax credits include residential properties. Recommendations • Downtown Historical/Architectural Survey • Downtown Business Owner Survey • Presentations by staff from the State and other communities 7 5/17/2010.. " Downtown Property Survey A survey is the first step towards preservation. It identifies: • What resources exist , Why they are important . What treatments are recommended Downtown Survey • Most survey work done in Estes Park is dated (completed '1970s-1990s) and is mostly residential • No downtown survey exists 8 f. 5/17/2010 Survey Cost Factors • Survey Type (reconnaissance or intensive) Intensive is recommended for us m Number of Resources Recorded State staff can make site visit to help identify • Historical/archival materials available • Consultant chosen Survey Cost • Ballpark figure is $500 per surveyed property If 75 properties within Town limits were surveyed, an estimated ballpark is 75 x $500 or $37,500 9 5/17/2010*. Survey Cost • TOEP Minimum Cash Match Required 25% of $37,500 or $9375 A larger match increases competitiveness The request to the State would be $28,125 • Next grant deadline is October 1, 2010 • No grant minimum or maximum but most awards are for $35,000 or less • Project must be completed within 24 mos. Grant Cost • Notification date is Dec 1 for under $35,000; Feb 1 for over $35,000 m Allow 2 mos. after notification for contracting process before project can beg i n • Survey could take place Spring, 2011 10 I • 5/17/2010 Additional Recommendations • Survey the community (parameters TBD) to determine if there is interest in adopting a local preservation ordinance Additional Recommendations • Invite a Colorado Historical Society staff person to make a presentation at a future study session • Invite a staff person and/or member of community with an a) Historic Preservation Ordinance and/or b) Certified Local Government to make a presentation at a future study session 11 I . 5/17/2010+.• ' A Note on Certified Loca I Government Surveys • A CLG is required to adopt a survey plan for its jurisdiction • Survey does not have to be accomplished prior to becoming a CLG • CLG grants for survey are available at no match (but this is a competitive process) I Cash match makes the grant more competitive 12 ARTS & CULTURE TOURISTS SPEND MORE AND STAY LONGER As communities compete for a tourist's dollar, arts and culture have proven to be magnets for travelers and their money. Local businesses are able to grow because travelers extend the length of their trips to attend cultural events. Travelers who include arts and culture events in their trips differ from other U.S. travelers in a number of ways.Iii Arts and culture travelers: • Spend more ($623 vs. $457) • Use a hotel, motel, or bed-and-breakfast (62 percent vs. 55 percent) • Spend $1,000 or more (19 percent vs. 12 percent) • Travel longer (5.2 nights vs. 3.4 nights) A 2001 research study by the Travel Industry Association of America and Partners in Tourism'V indicates that: • 65 percent of all adult travelers attended an arts and culture event while on a trip that was 50+ miles away from home. • 32 percent of these cultural travelers stayed longer because of the event. • Of those that stayed longer, 57 percent extended their trips by one or more nights. .. 4 , 43% €1 -- 1 i 3 I, t« 2/*INA 4 12 - . 4 . 1!.1 . - f I. 1 1 4 ir--6 . j,9:* . r' 4 ' . - - li I :' -4- 7 liF . - 1-4 - -41.~ .t r 1 .41. , plfwid 4t 4 9 Y 1% '. . I , 0 - 7 : 1 I 9- 4. t, P . '41 b '17 1 1 4 - 111 . »P i 4 0,-·· .. . , 15' , . er, 6 4 . . 4 ./.b p. 1./Rt- N $ .· . ., 00 :4 1' -- - 6 I. .. I. I. * , I ./ ..I'., ./, ./ % 6. 2.,Lk.221 ., . IMIJ 4.1 irhall - 4 16-- - I L . -- ... 2,4.1 &*· 14/, ' 4 P. , ..d . ARTS VOLUNTEERISM percent of the responding organizations received Arts & Economic Prosperity III reveals a significant in-kind support, averaging $47,906 each during contribution to nonprofit arts and culture organizations the 2005 fiscal year. Corporations were the largest as a result of volunteerism. The average city and county provider of in-kind services. in the study had 5,174 arts volunteers who donated 191,499 hours to nonprofit arts and culture organizations, SOURCES OF IN-KIND CONTRIBUTIONS TO NONPROFIT a donation valued at $3.4 million.' The 6,080 responding ARTS & CULTURE ORGANIZATIONS organizations had an average of 125 volunteers who volunteered 45.3 hours each, for a total of 4,857 hours 1.8% per organization. While these arts volunteers may not. STATE GOVT. ~ have an economic impact as defined in this study, the.y . ¢ 10.1% ~ . clearly have an enormous impact on their communities LOCAL GOVT. ~ by helping arts and culture organizations function as a viable industry. IN-KIND CONTRIBUTIONS 5.3% LOCAL ARTS The organizations surveyed for this study provided ORGANIZATIONS data about their in-kind support (e.g., donated assets, office space, airfare, or advertising space). Seventy-one L 7- r - ,\1 1-- 9 1 1 , 5 I \ 1-1 \ .... 0 4 - f-3 - \V G .1*-) b -4r -~4 A f r j k -- - , Conclusion Nonprofit arts and culture organizations in the United other local businesses. This study lays to rest a common States drive a $i 66 billion industry-a growth industry misconception: that communities support arts and culture that supports 5.7 million full-time jobs and generates at the expense of local economic development. In fact, nearly $30 billion in government revenue annually. communities are investing in an industry that supports jobs, Arts and culture organizations-businesses in their generates government revenue, and is the cornerstone own right-leverage significant event- related spending of tourism. This report shows conclusively that. locally by their audiences that pumps vital revenue into as well as nationally, the arts mean business. restaurants, hotels, retail stores, parking garages, and A,i. K I .......I. i....twrin 111 page d About Tais Study The Arts & Economic Prosperity 111 study was (e.g., Broadway or the motion picture industry). conducted by Americans for the Arts to document Detailed expenditure data was collected from 6,080 the economic impact of the nonprofit arts and culture arts and culture organizations and 94,478 of their industry in 156 communities and regions (116 cities attendees. The project economists, from the Georgia and counties, 35 multicounty regions, and five states), Institute of Technology, customized input/output representing all 50 states and the District of Columbia. analysis models for each study region to provide The diverse communities range in population (four specific and reliable economic impact data about thousand to three million) and type (rural to urban). the nonprofit arts and culture industries, specifically The study focuses solely on nonprofit arts and culture full-time equivalent jobs, household income, and local organizations and their audiences. Public arts councils and state government revenue. and public presenting facilities/institutions are included, as are select programs embedded within another 156 LOCAL AND REGIONAL STUDY PARTNERS organization (that have their own budgets and play Americans for the Arts published a Call for Participants substantial roles in the cultural life of communities). in 2005, seeking communities interested in participating The study excludes spending by individual artists in the Arts & Economic Prosperity 111 study. Of the more and the for-profit arts and entertainment sector than 200 participants that expressed interest, 156 As Chairman of the Oklahoma Chamber of Commerce. I visited almost eveg city and town in the state. There is a visible dqference in places with an active cultural community. I seepeople lookingforplaces to park, stores staying open, late, and restaurants packed with customers. The business day is eztended and the cash registers are ringing. KEN FERGESON Chairman and CE(1 NBanC Past Presidenl. American Bankers A.ssoclatinii Irls A i pi imimi. j 'r·,i~erl.1 I l;' page 14 The arts have been and continue to be an important part ofjlrizona's culture. -By igniting the mind, the arts can spark new ways ofthinking, communicating, and doing business. JANET NAPOLTTANO Goiernorof Arizona Chair. National Governors Association agreed to participate and complete four participation Taxonomy of Exempt Entity codes as a guide line.V' criteria: 1) identify and code the universe of nonprofit Eligible nonprofit arts and culture organizations- arts and culture organizations in their study region; those whose primary purpose is to promote appreciation 2) disseminate, collect, and review for accuracy for and understanding of the visual, performing, folk, expenditure surveys from those organizations; and media arts-received a web-based survey. Sent 3) conduct audience-intercept surveys at a minimum of via e-mail, the survey collected detailed information 18 diverse arts events; and 4) pay a modest cost-sharing about their fiscal year 2005 expenditures in more fee (no community was refused participation for than 40 expenditure categories, including labor, local an inability to pay). and nonlocal artists, operations, materials, facilities, and asset acquisition. Data was collected from 6,080 SURVEYS OF ORGANIZATIONS organizations for this study. Response rates for the 156 Each of the 156 study regions attempted to identify communities averaged 41.3 percent and ranged from its complete universe of nonprofit arts and culture 10.4 percent to 100 percent. Responding organizations organizations using the Urban Institute's National had budgets ranging from a low of $0 to a high of C h Off 1 ../ 4 4 .fl >7.11 3. 1 P fl PA il f / it : i ' Ath 1 -1, th 033 11 *11 i 1,·D. N h'on„mu 14<,.1„0,~c, li' page 15 - 3/£3 W W The arts benefit communities as well as individuals. Cities and towns withilourishing cultural activities attract business and tourists and provide tremendous incentivesforfamilies. There are wonde~ul models in Massachusetts and across the country of communities that have integrated cultural institutions into revitalization efforts. They have strengthened their economies and greatly improved quality °flife in their neighborhoods. Edward Kennedy U.S. Senate· (MA) Co Chair, Sen,31(·Cultural Caticus $159.2 million. Each study region's results are based of 673 surveys per community. The randomly selected solely on the actual survey data collected, not on fiscal respondents provided itemized expenditure data on projections. The less-than-100 percent response rates attendance-related activities such as meals, souvenirs, suggest an understatement of the economic impact transportation, and lodging. Data was collected findings in most of the individual study regions. throughout the year (to guard against seasonal spikes or drop-offs in attendance) as well as at a broad range SURVEYS OF AUDIENCES of events (a night at the opera will typically yield Audience-intercept surveying, a common and accepted more spending than a Saturday children's theater research method, was completed in 152 of the 156 study production, for example). Using total attendance data regions to measure spending by audiences at nonprofit for 2005 (collected from the organization surveys), arts and culture events. Patrons were asked to complete standard statistical methods were then used to derive a short survey while attending an event. A total of a reliable estimate of total expenditures by attendees 94,478 attendees completed the survey for an average in each community. The survey respondents provided ., ...~En..tul' b - F.21.. ....lilly ak -9 - J .b--I- a... . '1 1, 27.0.'al,~Cy..~limil-1. 1~Ii-~3 ~~•* 1*~j~ 1;41t-c~ 40 J' -1. Nk 1/j 4,/),1~, 4,mizjMi:/Ivisi £ 68 4 /17,- 'C.., *m~~ information about the entire party with whom they On a personal level, I recognize the were attending the event. With an average travel party joy-ous celebration I earperiencefrom size of three people, this data actually represents the the arts and as a policy-maker. spending patterns of more than 280,000 attendees, 1 recognize the tremendous economic significantly increasing the reliability of the data. contribution of the arts, from the INPUT/OUTPUT ANALYSIS most sophisticated urban center to To derive the most reliable economic impact data, the most precious rural community. input/output analysis is used to measure the impact Leticia Van de Putte of expenditures by nonprofit arts and culture organi- rl{ .,~s State Senalt President. National ('citi lri·c rwe. of Sta le Legislatures - zations and their audiences. This is a highly regarded --- type of economic analysis that has been the basis c for two Nobel Prizes in economics. The models are t systems of mathematical equations that combine ~. 1 statistical methods and economic theory in an area of study called econometrics. The analysis traces how 4 many times a dollar is respent within the local economy before it leaks out, and it quantifies the economic impact of each round of spending. This form of economic i 4 9-«- --.: analysis is well suited for this study because it can --€ be customized specifically to each community. We in the public sector need to keep in mind what an important role the arts play in economic development. Part of a community's vibrancy- is defined by its arts and culture quality- and diversity. All the things we do at county Level to support the arts can make a difference, and I encourage county offcials to step up to make sure their communities understand the linkage between local economic development and the arts. Linda Langston I..inn Countv Supervisor ([A) Cha i r. Arts Connnission. Nalional Association o I' Count ies 'llh N 14,),]on , 14 4,4.perm HI paige 17 ' 4 NATIONAL ESTIMATES LEARN MORE ABOUT To derive the national estimates, the 116 city and county ARTS & ECONOMIC PROSPERITY 111 Visit www.AmericansForTheArts.org/Economiclmpact study participants-multiregions and states are excluded to access free resources you can use to help make from this analysis-were first stratified into six population the economic case for arts funding and arts-friendly policies in your community: groups, and an economic impact average was calculated • A downloadable and customizable PowerPoint presentation that effectively communicates this for each group. Second, the nation's largest 12,662 study's findings. cities were assigned to one of the six groups based , Arts & Economic Prosperity 111 Highlights Pamphlet. • Arts & Economic Prosperity 111 Summary Report. on its population, as supplied by the U.S. Census • Arts & Economic Prosperity Ill National Report, complete with national and local findings, Bureau. Third, each city was assigned the economic background, scope, and methodology. impact average for its population group. Finally, the • A press release announcing the study results. • Sample Opinion-Editorials. values of the cities were added together to determine The Arts & Economic Prosperity Calculator is a handy the national economic impact findings. The two largest tool that enables users to estimate the economic impact of their organization. U.S. cities, New York and Los Angeles, each with more than $1 billion in organizational expenditures, were ENDNOTES 'This figure includes only income tax paid on the $104.2 billion in resident household excluded from this study to avoid inflating the national income at the rate of 12.1 percent, the average percentage of adjustablegross income paid to the Internal Revenue Service in 2004 (latest data available). estimates. In addition, Laguna Beach, CA, and Teton " The U.S. Department of Labor Bureau of Labor Statistics reports that there were 130,307,840 nonself-employed individuals in the U.S. workforce during 2005. County, WY, were removed when calculating the national "'The Historic/Cultural Traveler, 2001 (TraveIScope Survey). "Americans for the Arts, 2002. estimates due to their comparably high levels of 'Independent Sector, 2007. " National Taxonomy of Exempt Entities-developed by the National Center for Charitable Statistics at the Urban Institute-is a definitive classification system economic activity in the population category. for nonprofit organizations recognized as tax exempt by the Internal Revenue Code. This system divides the entire universe of nonprofit organizations into 10 broad categories, including "Arts, Culture, and Humanities." The Urban Institute reports that 94,314 nonprofit arts and culture organizations were registered with the IRS in 2005, up from 74,446 in 1999. North Dakota 's participation in this study- shows the economic impact the arts can have in rural and urban It I economies alike. Ee lookforward to -1 r the state arts councilfurtherew_ploring , the role of arts in rural economic 9 ---Ij -rft ru-©1 development. .1 i, '11 i '0'. 14 b, /' -« h _(-3 1\Ill \ 1,1 \N W Jack Dalrymple 9-_ 9 - --11 4*-6, ty 9, Fi ·j \1 1 11\ , 7 -4 9, Lieutenant Governor of North Dakota Chair Elect, National Lic'lit(·nam (;overnors Association lit,& honmn„ i'n„pi,ml Ili page,8 Acknowledgements Americans for the Arts wishes to express its gratitude to the many people across the country who made Arts & Economic Prosperity Ill possible and assisted with its development and production. Special thanks to the Paul G. Allen Family Foundation, the John D. and Catherine T. MacArthur Foundation, and The Ruth Lilly Fund for Americans for the Arts for their financial support. Our local and statewide project partners contributed both time and financial support to the study. ALABAMA FLORIDA MARYLAND Cultural Alliance of Greater Birmingham Bay Arts Alliance (Bay County) Arts & Humanities Council Broward County Cultural Division of Montgomery Counly ALASKA City o f Gainesville Department of Parks, Baltimore Office of Promotion and the Arts Anchorage Cultural Council Recreation. and Cultural Affairs Prince George's County Arts Council Ilomer Council on the Arts City of Orlando Office of Communications and Neighborhood Enhancement MASSACHUSETTS ARIZONA City of Winter Park Department of Planning City of Pittsfield Office of Cultural Development Chandler Center for the Arts and Community Development City of MesaArts and Cultural Division MICHIGAN MyRegion.com (in Partnership with United City of Phoenix Office of Arts and Culture Arts Council of Greater Kalamazoo Aris of Central Florida) City of Tempe Cultural Services Division Orange County Arts and Cultural Affairs Office Tucson Pirna Arts Council MINNESOTA Palm Beach Counly Cultural Council Arrowhead Regional Arts Council Pincilas County Cultural Affairs Department ARKANSAS (Arrowhead Region) Walton Arts Center (Northwest Arkansas) Arts and Culture Part.nership (Saint Paul) GEORGIA Central Minnesota Arts Board City of Allanta Bureau of Cultural Affairs CALIFORNIA (Central Minnesota) City of Savannah Depainnent of Cultural Affairs Arts Council Silicon Valley (Santa Clara County) East Central Arts Council Arts Counc il of Sonoma County (East Central Minnesota) HAWAII City of Fullerlon Cultural Affairs Maui Arts and Cult.ura] Center Five Wings Arts Council City of Glendalr Department of Parks. (Brainerd Lakes Region) Recreation, and Community Services IDAHO Lake Region Arts Council City of Pasadena Cultural Affairs Division Boise City Arts Commission (Minnesota Lake Region) City of Walnut Creek Department of Arts. Wood River Arts Alliance Metropolitan Regional Arts Council Recreation. and Community Services (Minnesota Twin Cities' Metro Region) Cultural Council of Santa Cruz County ILLINOIS Minneapolis Division of Cultural Affairs Laguna Beach Alliance for the Arts Champaign County Arts. Culture. and (Minneapolis) North Coasl Cultural Coalition Entertainment Council Minnesota Citizens for the Arts (Humboldt County) Illinois Arts Alliance (Chicago) (Slate of Minnesota) Riverside Arts Council Northwest Regional Arts Council San Francisco Arts Commission INDIANA (Northwest Minnesota) Santa Barbara County Arts Commission Arts Council of Indianapolis Prairie Lakes Regional Arts Council Community Foundation of Sainl Joseph County (Soulh Central Minnesota) COLORADO 1 : Region 2 Arls Council Arts Alive Fort Collins IOWA Bre Vradenburg Foundation (Colorado Springs) Iowa Cullural Corridor Alliance (Cedar Rapids) ~ (North Central Minnesota) Southeast Minnesota Arts Council Boulder Arts Commission KANSAS (Southeast Minnesot.a) City of Loveland Museum and Gallery Southwest Minnesota Aris and Humanities Salina Arts and 1Iumanities Commission Cunnison Council for the. Arls Council (Southwesi Minnesota) The Arls Council (Sedgwick County) St. Cloud Arts Commission (St. Cloud) CONNECTICUT KENTUCKY St. Croix Valley Communily Foundation Greater Hartford Arts Council Fund forthe Arts (Louisville Jefferson County) (Washington and Chisago Counties) DELAWARE LOUISIANA MISSISSIPPI Delaware Division of the Arts Shreveport, Regional Arts Council Meridian Arts Council (Lauderdale Counly) DISTRICT OF COLUMBIA MAINE MISSOURI Cultural Alliance of Greater Washing ton Pordand Arls and Cultural Alliance St. Louis Regional Arts Commission D.C. Commission on the Arts and Humanities Ait.& t ion„mit 1')..11•'ul, Ili page 20 MONTANA 1 Jump Street (Greater Harrisburg) WASHINGTON Missoula Cultural Council Lackawanna County Council on Education Alline] Arts of Whatcom County and Culture Bairibridge Island Arts and Humanities Council NEBRASKA f LancasterArts City of Seattle Office of Arts and Cultural Affairs Lincoln Arts Council Laurel Arts (Somerset County) Tacoma Economic Development Department [rhigh Valley Arts Council NEVADA WESTVIRGINIA City of Las Vegas Division of Leisure RHODE ISLAND Oglcbay Institule (Wheeling) Services (Clark County) City of Providence Deparimenl of Art, WISCONSIN Cult.ure, and Tourism NEW HAMPSHIRE Cultural Alliance of Greater Milwaukee Art Speak (Portsmouth/Seacoast Area) SOUTH CAROLINA Fox Cities Performing Arts Center Cultural Council of Richland (Northeast Wisconsin Region) NEW JERSEY and Lexinglon Counlics Oshkosh Opera House Foundation Newark Arts Council Overture Center for the Arts (Dane County) New Brunswick Cultural Center SOUTH DAKOTA St. Croix Valley Community Foundation Dahl Arts Center/Rapid City Arts Council Viterbo College/School District of La Crosse NEW MEXICO Wausau Area Performing Arts Foundation Dona Ana Arts Counci I TENNESSEE (Marathon County) Metropolitan Nashville Arts Commission NEW YORK Wisconsin Arts Board Arts and Cultural Council ol'Greater Rochester TEXAS WYOMING Arts Council in Buffalo anc] Eric County/Niag ara Abilene Cultural Affairs Council Center for the Arts (rl'eton County) Erie Regional Coalition City of Austin Economic Growth Orange County Department of Planning and Redevelopment Services Office Suffolk County Department of Economic Development. Film & Cultural Affairs UTAH A studi of this magnitude is atotal organization Ulster County Arts Council Utah Shakespearran Festival (Ir·on County) egort: appreciation is e.rtended to the entire board Westchester Arts Council andsta,Nof/lmericans for the Arts. The. Poliev VERMONT and Research Department 11'a S responsible.for the NORTH CAROLINA Arts Council of Windham County production of this stud.r-Randr Cohen. Benjamin Arts and Science Council of I Fl.ynn Center for the Performing Arts Davidson. Elizabeth Mcaoskey. Matthew Pena. Charloile/Meek lenburg j (Greater Burlington) Eulynn Shiu. and Marcie W'ester. The Arts Council of Winston-Salem ; and Forsyth County , VIRGINIA Asheville Area Arts Council United Arts Council of Greensboro I Dr~loriaCCo~~t~~hunral~f~~rDivision Unit.ed Arts Council of Raleigh and Wake County Arts Council of Fairfax County NORTH DAKOTA Lake Agassiz Arts Council --7 -flt Minot Area Council of the Arts -- - - I_ti~,1 North Dakota Council on the Arts -4 1 -4- OHIO Fine Arts Fund (Cincinnati Region) 1.-1 Greater Columbus Arls Council Mansfield Fine Arts Center i I 24,4,·V- ) - 7 - - OKLAHOMA . 1 £--wn-2 Arts and Humanities Council of'I'ulsa OREGON X fJ r 1 4.-4 Arts Council of Southern Oregon Regional Arts and Culture Council (Portland) M 4 (1 V 1 iN /'' -1\ 1 ft - '1 yl. 1, PENNSYLVANIA I Vi; « a Arts Council of Eric ' n .9... (1 Li F J ,1 Bradford Counly Regional Arts Council 0 43 V f 1 3 91 U d Citizens for the Arm in Pennsylvania Cullural Council of Luze·ine Countv 1 Itix Greater Philadelphia Cultural Alliance 09 1 Greater Pi tishurgh Arts Council 4 99 ~00 Vermont Avenue, NW, 6th Floor Washington, DC 20005 T 202.371.2830 F 202.371.0424 AMERICANS fbrt/ ARTS E research@artsusa.org W www.AmericansForTheArts.org 771.efoljounng ria tmnal o,KInnizntions partn,er wi·th /Anwr„·ans./br the Arts to help pu,h/t, cind pnvatr sector leaden· understa.nd theeconomic andsocial benetits th nt th p rints bnngto theircommurmies. states. and the liatloni. IMaLE111 E~:~ 90 1/f /4 -~ ~NLGA # - 5 3~3 ../. Nat-/ le/gue 04 Citin 0SEIGrantmakers Am N.,1.,NAL fi-~,R.No ILLM in the Arts lilli i N Ali[!a,G* - Americans for the Arts is the nation's leading nonprofit organization for advancing the arts in America. Established in 1960, we are dedicated to representing and serving local communities and creating opportunities for every American to participate in and appreciate all forms of the arts. i - . 4.- .I-*Tr--~--~T~=------,r=Eil - 4 4,..46 . - 1- 1 le--71. -'* - 1. -.0.7... 1- = .-I - :~2, 6 *>.= 3. $- 0 ... *- .751 a , 199~.Ii,~1, 4 ..r- & 4 -- f. *Irb,4,M-: - 424~2 *i-7=if-_ - - + .= - -1 · 1~ i - *i ----*-6 I . * 4 i.'...0--0 *. 111 F" I W 1 8- 4 , 25 -*. 0 - 1 C. P 41- - 2. f. . . 7 -Ll/t · A tr=, 04 ': , . 46,20 ' 'Mt h' .1 r.4//5/// L , /4- - 1 & ,///AW.M'*~- # Lk"./42- 4( l. ~#.7.&..21/ 1. t:VIA*Di r 1,1 , 452....... , 2 14' 'MI'.. -- -----A -- PARTNERS: <22* c <, =--#=2\ cr-FEN /7»e:~7= = /7"\ 6-r/=< 1 04* 0 F 2-43 te)1.7-206- -3 .1 ../ U CEO\ »21-, 31 ~ k - -N Ly =---= er=-~~ al=:> 2.--' 2-2* 8--262=.=54=s =.-2=:, /W---- r /r...7/ 18 0 -1.-:m 2 - - L.3:2 » A r - 9 ..../7 0 #*ta 5 0 82 m.'51 ·8 23. 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Box 3077 * Estes Park, CO 80517 * 970-48 arkTheater.com * www.EstesParkTheater.com unobstructed views rttheater equipment and fly alepOLULUODDe 01 06els sniolp pue ens@4010 lini pauo!1!puo)-1!V system Bu!lulue]6oid asia/\!p 01 J'asl! fiuipuai ieuo!1:)unJ-!linIAI * suolled JOJ saieds 6upped paAed snid 009 * Sulool fiu!sfaip JelS pue S,uanfmpel 4108 0 sdno16 Jailelus Jol Bu! 1125 alell]!lu! 41!AA Xqqol * sloolps >ped 53153 01 luaiefpe 'spunoibi!23 >lied Xaluels le pale)ol aq 01 61!lped * f€/92 *MH LUOJJ X1!I!q !5!A pue X1!I!q!550/De X5231 0 ~ Amqede) go doipsnq inol 41!M a)!AJOS a~llnl-IS lualualdul! 01 paufisaa * Supporters 4AIL Supporters 01-1 ¥- - ls, Donors, Grants Of the ~ n f · nd Nagyng Rights rerIormin¢ Arts 4. A. -v~I U/;»"Nie)' i 4%*B@- - P.O. Box 3077 * Estes Park, CO 80517 0 970-481-6630 + info@EstesParkTheater.com * www.EstesParkTheater.com * Town of Estes Park - A Land Valued at $250,000 A Annual Operating Subsidy $217,000 A Site Preparation, Parking & Exterior Landscaping ISTES PARR 1248" Al~ * Friends of Stanley Hall Theater Fund $422,514 * Grants A Gates Family Foundation $300,000 A Rutledge Challenge Grant $100,000 A El Pomar Foundation $25,000 * Private Naming Rights Sold A Theater Lobby - John & Tate Todd $250,000 A Green Room - Jerry & Linda Rutledge $50,000 A Lobby Fireplace - Ron & Vivian Gordon $10,000 * Cash Donations Pledges and Grants (to date) $1,500,000 Naming Rights Available Performing Arts Center Name $2,500,000 * Stage Curtains 75,000 House (Auditorium) 750,000 * Concession Area 75,000 LED & Motorized Stage Lighting System 350,000 * Small Performance Space 75,000 T-heater-bobby SOLD 250,000 * Green-Room SOLD 50,000 Stage House 200,000 * Piano/Organ Climate Controlled Storage 45,000 Vortek Fly System 150,000 * Corner Stone 40,000 Automated Grid System 150,000 * Ticketing & Office 30,000 Proscenium/Tormentor Mechanical * Wheel Chair Lift 25,000 System to Change Stage Opening 150,000 * Two Follow Stops (2 available) 10,000 * Scene Dock/Rehearsal/Staging Space 150,000 * Lobby [ireplace SOLD 10,000 * Cast Dressing Rooms (2 available) 75,000 * Stage Manager's Office 10,000 * Theater Sound System 100,000 * Wardrobe 8,000 * Star Dressing Rooms (2 available) 40,000 * Seats (433 available) 500 * Light & Technical Booth 75,000 .#-- .0 ........ -I'll'll--I-----'.Il- budVAW- k=J * ~upporters Of the ,1~~/~ Programming erforming -.--la- - ta Arts 41247 -4/.Fl P.O. Box 3077 * Estes Park, CO 80517 0 970-481-6630 * info@EstesParkTheater.com * www.EstesParkTheater.com 04 1 . 4. . * Community Organizations , --- h A. 9 - -4,27- ...3 . 1 4 * Fine Arts Guild of the Rockies Musicals and ~ 4 Plays * Oratorio and Community Choir Concerts * Music Festival Concerts -.0 , * Village Band Concerts .... * Film Festivals CF * Lectures, Conferences & Travelogues * Conventions * Repertory Theater 0 * Traveling Shows * Jazz/Show Choir and Solo Ensemble Festivals * Educational Programming * Theater / Music Camps ...milm.jipt : 7.- 1-I. -i- -£69'*/ft 4- f.* - -0- -541 ~ Building*112:Ermi Arts Center for Iii' stes P 4 4# --A.~I•·- I~~7~r irl-..11:~+.*a,:c *+I-Willilillill"'llillill/1 -L Supporters ./ ./11 . , t. ~ Performin¢ Of the .¢*~bse of Performing Arts , . Arts Center (PAC) · *}0~ I.1-. P.O. Box 3077 * Estes Park, CO 80517 * 970-481-6630 * info@EstesParkTheater.com * www.EstesParkTheater.com The Estes Park Performing Arts Center will 7 Culturally c ~, A Provide a home for Estes Park's rich and diverse performing organizations. A Enhance the quality of life in Estes Park and the surrounding region by presenting a broad spectrum of ful. quality entertainment and educational events. A Offer a wide range of activities including musicals, symphonic, choral and band concerts, dance ... performances, plays, readings, speakers, lectures and film opportunities. .1 3%& A Establish a larger performing arts venue in Estes Park in respect to stage size and seating capacity with professionally designed acoustics, lighting and seating. A Provide cultural activities, such as traveling Broadway-type shows and renowned guest artists and speakers. A Provide linkage and allow for enhanced and/or expanded - activities with other community assets, such as K-12 school system, tourism industry, and camps, to name a few. i. A Enable residents and tourists to attend events locally. Educationally A Provide Master Class and workshop opportunities for students, adults, and aspiring artists. A Provide a venue for performances, concerts, graduations and otheractivities involving K-12 students. A Provide the youth of the area with exposure to a variety of performances. A Provide student internships in all facets of theater operation. -ILUEZ~- A Provide programming especially designed for children and young people, such as master storytellers, authors of children's books and plays intended for young audiences. - A Provide additional opportunities for local talent to be incorporated in traveling shows that encourage local participation when extras are needed. Economically A Stimulate the local economy with a projected $2.2 million forthe business community. 4 A Provide additional opportunities forthe commercial sector, such as small businesses, restaurants, lodging, and recreation. A Complement and benefit other Estes Park performing arts venues, museums, and tourism, through joint and complementary marketing of activities. A Further develop a niche in the summer and shoulder-season performing arts activities in addition to year- round events. A Add to the promotion of Estes Park when marketing to outside interests. uilling awEfrform ing Arts Center huytet Perle , 13% iff*? 50 04 J ;I: 7 2 . 1711 .., .2P M Al U ,2 co ¢4 12.8 ,...·e,N ·*U ' +5~f I . r ,•- 1 : r'11 .411'hil i I .-Ii, I + + 16:! . 1 . . D 11*11 1 11 + lili ~ ' 14_:/ ' i ba- 7, C 0 ..0 . . t 0 = C 1, 2 2 6 1 bo C r ME -0 3 . 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(Al@t~ Supporters /,1../1//li Vikv:1 of me '442 h - 224: l/eu Performing Artsy --C 204'·lk PLEASE JOIN US FOR THESE aff (T **2 2010 SOPA EVENTS! all .. f , Wednesday, lillie 16 - 7:30 P>t Stanley Concert Hall Showeasing the Steinway at the Stanley: A Piano in Waiting Saturday, July 10 - 7:(H) PM Performance Parle CHASED The Hip "Chica¢o" Style 9 Piece Jazz Band Saturday, July 1 7 - 7:()0 PM Performance Parle _MePhly -Men1% Acapella Quartet from Denver Saturday, July 24 - 7: 00 PM 62 Sunday, July 25 -1:00 PM E PHS Auditorium Oratorio Society Presents HMS Pinafore in Concert Saturclay, Aueust 7 - 7 :0() 151 Performance Parb Metropolitan Jazz Orchestra (MJO) Large Jazz/Big Band Sattirclav, Atienst 21 - 7:00 PM Performance Pal arle and Tia Selby Acoustic and Original Songs from this Tennessee Duo www.EstesParkTheater.com r TOWN OF ESTES PARI© ifil March 25,2009 f# fl To Whom It May Concern: ...65.....it... r 4-Il - The Town of Estes Park is wholeheartedly behind the Supporters of the +Administration 1,0 Performing Arts (SOPA) in its effort to raise funds to build a Performing Arts Town Administrator Center. Since 2006, our Town Board has worked with SOPA to make the Town Clerk Center a reality. Community Development The Town Board outlined its commitment to SOPA in a written agreement. The Board committed both cash and in-kind services to enhance the success Planning/Zoning of the Performing Arts Center. The agreement outlines: Building Convention and - The Town will dedicate land in the southeast corner of the Stanley Visitor Bureau Park Fairgrounds for the building site. - The Town will prepare the site for building including grading, Finance drainage, utilities, vehicular access and necessary parking facilities. RO. Box 1747 - The Town will dedicate unused Friends of Stanley Hall (FOSH) Human Resources funds to theatre construction (estimated at $422,000). - The Town will subsidize operation and maintenance of the Theater Fire by SOPA in an amount not to exceed $217,000 per year. Museum - The Town will be responsible for the construction of the Center 200 Fourth St. once the necessary funds are raised. This will provide the experienced, professional oversight needed for a project of this Police scope. Once the Center is complete, SOPA will bring its expertise RO. Box 1287 to bear by supervising its management and operation. Public Works I have no doubt that the Center will have a significant impact on the economy Fleet of the town as well as on its cultural life, and offer my personal support as well Parks as that of the Town Board. Streets Yours truly, Senior Center 220 Fourth St. TOWN OF ESTES PARK It Utilities / Light and Power s Williath Pinklam, Mayor~~~ Water WCP/cad Il) M..\((,141(.OR A\'I , ic) Ill)\ 111)1) 1 %] 1 $ P·\Rk, c l) >:(1317 1,11 970 38(, 4331 U U U Ch/Ci .()ty WhY d© we Need a [De,lerming A.1, €ente•7 Think for a moment about Estes Park. We are the gateway to Rocky Mountain National Park where some 3.5 million visitors pass through each year. We have viable businesses, nice homes, vi- brant schools, two golf courses, and great fishing. It is indeed a slice of paradise. But what's missing? Supporters of the Performing Arts (SOPA) believes a new center would be a tremendous asset to our vibrant arts community. 1 . 21&266- 9% 4 1 ...2 3-eyt--~-~ i:4111'.1~32..7~ 1 , :t 1 .2.-- -t I , ~23 C* i. -4.90€Z:p, ./ R» I Ille Iste% [Dark [Derterming Arts Center N, i - Five Reasons Why We Need It 1. Our Children, Our Future - Children who are exposed to cultural experiences including plays, theater, and musical performances often become more rounded individuals. The Performing Arts Center will expand and enrich the basic arts education the local schools offer year-round in the form of theater workshops and camps. Imagine your children experiencing music, dance, theater and multi- cultural experiences all within our community. 2. A Shared Home for Estes Park's Artistic Organizations - Estes Park has a wide wealth of tal- ent but no home to display it. The more than 250 members of the Fine Arts Guild, the Oratorio Soci- ety, Estes Park Music Festival, Village Band, Community Choirs, the Jazz Big Band, and many other groups must shuffle among a patchwork of venues. They often settle for inadequate stage space, lack of dressing rooms, acoustically and visually challenged rooms, and ever-changing performance dates because of scheduling conflicts. A central home will help unify our diverse groups and solidify an events calendar. "Ihave run out of Possible venues for the 45 piece orchestra and the 45 member chorus to perform together." Claudia Irwin, Music Director, Estes Park Oratorio Society Why do we Need a Performing Arts Center?- Page g 3. The World Comes to Us - Imagine attending a world-class production right here in Estes Park rather than traveling to Denver, Fort Collins, Greeley, or Boulder. The Performing Arts Center will give the town a new marketing tool to attract events that need a stage: theater, dance, music, even business retreats. It will help make Estes Park a year-round desti- nation. Small road-trip shows can perform here in a more intimate setting. Local universities including Colorado State, University of Northern Colorado, and Colorado University-Boulder have all expressed interest in utilizing the theater as an extension of their currently overbooked spaces. "We need more venues like this in which to peiform. It's the perfect sizefor a company like ours, and we lookforward to the opportunity of performing there." Philip C. Sneed Producing Artistic Director Colorado Shakespeare Festival 4. The Town's Economy - The bottom line is that quality entertainment is a business. By paying employees, purchasing supplies, contracting for services, and acquiring assets within the community, local and visiting theater companies create a cultural economic benefit. A Performing Arts Center will have a $2.2-million impact on our local economy. 'A community Performing Arts Center will not only improve the quality oflffefor Estes Park residents and their guests, but also help to stabilize a year-round tourist- based economy. -For every ticket purchasedfor an event, it is estimated that an equivalent of $27 is spent in the local economy." Arthur Greenburg AMS Planning and Research St. Louis, MO A survey conducted by the Town found that nighttime entertainment is one of the key elements people would like to see added to their traveling experience. A Performing Arts Center will help compete with other tourist communities that already have a theater. Each day we don't have the Center furthers our decline of potential visitors. Estes Park needs this facility to remain a destination point for the discerning traveler. The benefit of the theater will far outweigh its cost. "Support of the arts and quality entertainment doesn't come at the expense of economic development, rather, it's an industry that supports jobs, generates government revenue, is the cornerstone Of tourism and economic development, and drives a creativity-based economy. f, Randy Cohen VE Policy and Research Americans for the Arts 5. Create a Cultural and Natural Beauty Destination - The Performing Arts Center promises to enrich our community and become the hub for activity, entertainment and cultural events in the Estes Valley. Not only would it offer the vitality our community desires, but it will enhance the cultural and educational experience of both our children and families. . T Artx Adean 13..§inex, The Arts as an Economic Engine The proposed Estes Park Performing Arts Center will not only culturally enrich the community it will also increase its bottom line. Research shows supporting a vibrant arts community is an economi- cally sound investment. It attracts audiences, stimulates business development creates jobs, and gener- ates government revenue. "Nationally, in the USA the non-profit arts and culture industry was ~ound to generate $166.2 billion in economic activity annually." Arts & Economic Prosperity III: the Economic Impact of Non- profit Arts and Culture Organizations and Their Audiences "Most Americans understand that the arts improve our quality oflffe." "This study demonstrates that the arts are an industry that stimulates the economy in cities and towns across the country. A vibrant arts and culture industry helps local businesses thrive." Robert L. Lynch, President and CEO Americans for the Arts An Arts 6 Economic Prosperity III national study showed: • $103.1-billion in revenue for local merchants and communities • $63.1-billion in local spending by the arts organizations themselves • $12.6 billion in federal income tax revenues • $9.1 billion in state tax revenues • $7.9-billion in local tax revenues • 5.7-million full-time jobs Estes Park Economic Impact A recent study by AMS Planning and Research in 2008 said a Performing Arts Center in Estes Park would have a $2.2-million economic impact on Estes Park. It would generate an estimated $400,000 in sales tax revenue per year. Those who attend arts events spend money in local businesses such as restaurants, motels, and retail stores. The Arts 6 Economic Prosperity III study found that each person spent an average of $2Z79 per event in addition to the cost of admission. People from out of town spend twice as much as the locals ($40.19 vs. $19.53). For a complete copy of the study Arts & Economic Prosperity Ill: the Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences, go to www.americansforthearts.org The AMS Planning and Research study on the economic impact in Estes Park is available at www.estesparktheater.com Ille Ilexion Main Theater - 4 The proposed theater is a 433 seat multi-pur- ** ~ pose venue that will accommodate orchestral per- formances, choral groups, dance, musicals, plays, recitals, film and speakers. It will be equipped with industry-standard theatrical equipment to support productions by local performing and tour- 11 + ing groups. The stage will be 40 x 75 feet large enough to - - accommodate a large symphony orchestra with - chorus. The proscenium will be adjustable, mal<- ing the stage suitable for smaller groups. When required, a flat area directly in front of the stage is IIP- equipped with removable seats to accommodate - 1,? f. orchestral groups. 1-~~~ _~ ~~ ~~ The scene dock will be located directly behind 6 1 the stage with two large overhead doors facilitating · I '.. quick scene and set changes. The proposed Vortek t. 4 I · L d - Anlith,11, i fly system can be used to raise and lower set pieces - as well as the curtains and lighting. It is a safe, mod- 1 1 1 ern system that is wheelchair accessible and usable by students as well as experienced theater techni- cians. By implementing a LED light system, energy costs are reduced, cooling and ventilation systems are required to work less, and versatility is increased. A silent ventilation, air conditioning and heat- ing system will provide a comfortable environment throughout the year. Acoustics The design of the main theater will provide an excellent acoustic environment for vocal, orchestral, musical, and theatrical productions. A professional sound system and the intimate seating will pro- vide exceptional sound throughout. =9*2. :-1 i y. ek Lobby r '34 -4 The entrance and lobby areas will be suitable for ,/0,- 1 C social gatherings as well as intermission. The lobby :Ad will open directly to an outside patio area, allowing ~~~~~---._, A.j it to accommodate larger groups, and will be com- plimented by a full bar service as well as more than .4 ., ~Sy N adequate rest room facilities. I a 1 . The Design- Page 2' , The south end of the lobby will be equipped with theatrical lighting and sound to serve as a small performance area for groups that desire a more intimate setting. Special niches and lighted areas throughout the lobby will allow for displays of paintings, sculp- ture and other art work created by local and regional artists. Additional Rooms There will be adequate company dressing rooms for men and women as well as two "Star" dress- ing rooms for principals or conductors. Rest rooms for performers will be in the backstage area. Mana- gerial and supportive office space will be located directly above the ticketing and sales booth. All facilities will be ADA accessible and designed to meet green environment standards. ¥#47---" 1......... C--1,74-1/ i, *-'-&h-- Outdoor Area 1 4//22""'~' * *14 94 - r - O i '-·C- Over 600 parking spaces will be available in a 1~ lighted, paved area with room for tour buses and RVs. m. 'Ed=jllml 1 IR ER!*1-E$2.~~rminci~r~S~ @ <0*4 0'25'50 100 .20 4'2· 46.-. 490 7 J IreauentlY Kked tue,tir•% Who is the Performing Arts Center for? The Center will serve everyone: year-round and summer residents, seniors, children, visitors, local performing groups, traveling professional musicians, dancers, lecturers, conferences, film makers and theater companies. Who is SOPA? Supporters of Performing Arts (SOPA, Inc.) is comprised of a Board of passionate and committed individuals who are both artistic and business oriented, wishing to enhance the economic and cultural environment of Estes Park. Our purpose is to raise $5 million in pledges and funds to build a Performing Arts Center in Estes Park. Incorporated on September 25,2006, SOPA has a 501(c) 3 status under the federal tax code. How much will the Performing Arts Center cost? Total cost for building and furnishing the Performing Arts Center is approximately $5 million. SOPA is committed to raising these funds. In addition, the Town of Estes Park will partner with SOPA to provide the property (valued at $250,000) and the design, construction and installation of all necessary parking facilities for the theater. Upon completion of the theater, the Town will subsidize operation of the Performing Arts Center by SOPA in an amount not to exceed $217,000 per year until the theater can be self supporting. What is SOPA's role and responsibility in raising the funds for the Performing Arts Center? SOPA shall raise 100% of the construction cost of the Center. Upon completion of the Theater, SOPA shall be responsible for the operation and management of the Theater. To date, SOPA has raised over $1.5 million in cash/pledges and donations. Is my gift tax deductible? Yes. Under the Federal Tax Code, Supporters of the Performing Arts (SOPA) is a 501(3). When a donor's pledge is converted to cash it will be tax deductible. Where will it be built? The Performing Arts Center will be built at the corner of Manford Avenue and Community Drive in the Stanley Fairgrounds area. The location is easy to find, close to the schools, and open to expansion. Will it be too expensive to operate? With a professional management staff, the theater will run near 90% occupancy during the summer months, off-setting operating expenses for the rest of the year. SOPA will create an endowment program to help support the overall operations. A pro-forma study by AMS Planning and Research in 2008 estimated a new performing arts center would generate an additional $400,000 in sales tax revenue per year -- an excellent return on the Town's investment of $217,000 in yearly operating costs. Educational and operational grants will be sought after by a professional grant writer. Frequently Asked Questions - Page 2 f , Who Will Run the Performing Arts Center? Supporters of the Performing Arts along with an appointed Advisory Committee will be responsible for making policy, overseeing bookings, hiring/firing management, staffing, etc. Although the Town will legally own the building, the operations will be handled by SOPA and its managerial staff. What do Visitors to Estes Park Want? According to a visitor's survey, one of the main areas visitors would like to see improved is evening entertainment. Tourism is our main industry Over 3.5 million people visit Rocky Mountain National Park and the Estes Valley every year. Most of them enter the park through Estes Park. At the end of a day of sightseeing or hiking, tourists are ready to sit down to a nice dinner, and then enjoy a concert a play, a musical, or some other live entertainment. Who Endorses the Project? "It's been a long process, but now I think I will see the Pel(forming Arts Center before I die. We'ue been waiting for 33 years." Barbara Godbolt local resident "We are very interested in seeing a Performing Arts Center in Estes Park. It would be a lovely addition to our community." Jerry and Linda Rutledge Waseca, MN (major donors) "My wffe and I welcome the opportunity to make a major contribution to the new Perjorming Arts Center in Estes Park. It will be a major asset for the community. As we approach retirement, we lookforward to spending more time in Estes Park and attending quality performances at the Center. We hope the community will join us in supporting this endeavor." John and Tate Todd Greeley, CO (major donors) "Ifeel the proposedfacility is critical to the future of Estes Park. The other Colorado resort communities we compete with already have these types offacilities, so each day that we don't have themfurthers our decline in the eyes ofpotential visitors. . . .It will give all of us who live here more options to enhance our quality of life. Ron Wilcocks, Owner Earthwood Collections & Earthwood Artisans *tai©• €ift, €hilrt Standards of Giving Necessary for Success Gift Range Number of Gifts Total Major Gifts $500,000 2 $1,000,000 300,000 2 600,000 200,000 2 400,000 150,000 4 650,000 100,000 5 500,000 Special Gifts 50,000 10 500,000 25,000 16 400,000 10,000 25 250,000 General Gifts Less than 10,000 all others 700,000 $5,000,000 Y©u I©© €an I©rever Change Iste, IDaIIA ... Supporters of the Performing Arts, Inc. (SOPA) is a 501(c)(3) non-profit Colorado corporation that was formed to build the Estes Park Perfotming Arts Center. All contributions are tax deductible to the extent allowable by law. Your gift is greatly appreciated! ~ My check for $ is enclosed. (Please make your check payable to SOPA Capital Campaign) 1 Please charge my credit card (VISA, MC or Discover) for $ Card number Expiration date Verification Code on back of Card Signature of Cardholder Credit Card Billing address (if different from below) 1 I would like to contribute to the Estes Park Performing Arts Center Capital Campaign, and I pledge a gift of $ per year for the next _ years (maximum 3 years). Pledge to be paid: (please circle) monthly (lst or 15th) or yearly (date) My first payment will be ,20 J I may wish these funds to be credited to a Naming Rights Opportunity after reviewing the options. Please contact me. Name: Mailing Address: City: State: Zip Code: Phone: Email: 1 Please add me to your email subscriber list. This gift is in memory of: I recognize that my gift is to be used for the Performing Arts Center Capital Campaign including fund raising design and construction expenditures. Signature of Donor Date Supporters erformin¢ Arts Please return this form to: P.O. Box 3077 Estes Park, CO 80517 970-481-6630 I Info@EstesParkTheater.com I www.EstesParkTheater.com