Mayor Michael B. Hancock

A V I S I O N P L A N 10 March 2016

The Next Stage, A Vision Plan for Transforming Denver’s Performing Arts Complex

vision perspective rendering of new sculpture park with in/outdoor performance space. Band shell faces elevated plaza and park pavilion includes 100 and 500-seat flexible theaters. CONTENTS

A MESSAGE FROM THE MAYOR and EXECUTIVE LEADERSHIP TEAM

EXECUTIVE SUMMARY Marilee Utter, Thomas Gougeon, John Fontillas, AIA, Partner | Steve Stainbrook, AICP, Principal Overview executive executive H3 Hardy Collaboration Architecture leadership team, leadership team, 55 Broad Street, 19th Floor Big Ideas Co-chair Co-chair New York, NY 10004 Theatre District Neighborhood Urban Land Gates Family 212.677.6030 | [email protected] | [email protected] Advancing the Vision Institute Foundation www.h3hc.com THE VISION PLAN Introduction Public Engagement Analysis Planning Approaches Recommendations Kent Rice, Ginger White Brunetti, Business Planning Duncan Webb | Carrie Blake Carlos Hernandez, AICP, Principal executive leadership project director webb management services FOX TUTTLE HERNANDEZ TRANSPORTATION Critical Paths team The next stage Empire State Building, 350 5th Ave #4005 Boulder, CO 80308-2768 Denver arts & venues Denver arts & venues New York, NY 10118 303.652.3571 | [email protected] executive director Deputy Director 212.929.5040 | [email protected] www.foxtuttle.com www.webbmgmt.org

2 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 3 A Message from the Mayor A Message from the Executive Leadership Group

Denver is a top tier city for arts and culture We have only just begun to roll up our It is our distinct honor to present the meant ignoring the changes in technology, Finally, on behalf of the entire team, we and we are proud of the creative spirit that sleeves with the completion of this first Executive Leadership Team’s research and funding and patron demographics that have thank you for the opportunity to serve. As is alive in the Mile High City. Nowhere is this of many phases. Our goal is to turn this recommendations regarding the future of the taken place in the arts as Denver has grown. 31 people who care deeply about Denver, more evident than at the Denver Performing transformational vision into a plan that Denver Performing Arts Complex. Instead, the Executive Leadership Team is our collective arts and culture and their joint Arts Complex, a 12-acre campus of theaters will better activate and integrate the The group you assembled last year has now presenting a dynamic plan that re-imagines futures, we believe the work we’ve done and public spaces in the heart of downtown. Arts Complex. That plan will also better spent a combined 2,000 hours reviewing the physical structure of the performing over the past year sets in motion a legacy reflect our broad community’s diverse both the history and the future needs of arts complex to include performance and of which we’re proud and humbled to be a In 2014, I tasked Denver Arts & Venues to entertainment needs. Denver’s arts and cultural programs, with rehearsal facilities, a media lab, a school of part. We are eager to see how the project pursue transformational ideas to ensure countless additional hours of input from our the arts, housing, retail and dining options, moves from vision, to shovels, to opening a vibrant and sustainable future for the We look forward to the community’s city’s residents. The resulting plan is nothing and more public space and parking. This night. Arts Complex. Together, with a Mayoral- continued engagement as we create a short of transformational. plan recognizes that the arts change to appointed Executive Leadership Team, transformative future for arts, culture and We have recognized an inherent need for the reflect a city’s residents and visitors. New art Sincerely, they spent the past 14 months examining creativity in Denver. forms will be delivered by new technologies how to invite the kind of activity and energy Arts Complex to evolve into a more relevant and sustainable platform for cultural activity, and to new audiences with Denver taking that a world-class downtown arts complex Respectfully, the lead. deserves. and also to better integrate into the fabric of downtown embodying a diverse, porous Implementation of the vision in this plan neighborhood with arts, culture and creativity will require new models of governance We set out to empower the community to Marilee Utter as its focus. The Arts Complex needs to that highlight collaboration between the imagine the possibilities of our Arts Complex move beyond being solely devoted to Arts Complex’s resident companies, non- Co-Chair, Executive Leadership Team in a time of great opportunity for downtown. performing arts and must include education, profit organizations and foundations, arts With this in mind, Denver Arts & Venues residential, commercial and recreational organizations of all sizes, and the City. conducted a robust effort to gain broad Michael B. Hancock resources that energize an important part of Moreover, we believe this vision represents public input into The Next Stage process, downtown Denver. a viable project that uses public-private ensuring public opinion was heard regarding Mayor partnerships to be achievable for Denver and ThTomomas Gougeon A. Gougeon, President the future of the Arts Complex. This a chance to solve particular needs including a more appropriately sized and provides a collective space where business, Co-Chair, Executive Leadership Team education and culture thrive together. Thousands of residents, experts and acoustically suitable music hall, a park that stakeholders were engaged to share their is a true regional destination, a chance We are grateful to the staff of Denver Arts ideas for what’s important to the future of to generate daytime activity through & Venues for the guidance and support Denver’s downtown cultural hub. Countless the presence of educational uses, and provided during this process. Arts & Venues conversations and activities took place more active programming. It would have enabled the work of H3 Hardy Collaborative, throughout Denver, revealing top priorities been simplest to apply some updates to CRL Associates and other contractors that have become foundational to this plan. a performing arts complex that is now whose work is an integral part of this plan 50 years old and to touch up a reliable and to those groups we also give our Boettcher Concert Hall, but that would have thanks. This initiative manifested into The Next Stage: The Future of Denver’s Performing Arts Complex. Enliven, diversify and sustain are three simple words that embody the mission of The Next Stage.

4 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 5 EXECUTIVE SUMMARY

Concept Sketch Rendering, 14th Street and Arapahoe. New Music Hall and Rehearsal Center with residential tower above.

6 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 7 The Next Stage intends to strengthen the resident Introduction companies that have made the The Next Stage is an innovative approach that aligns Arts Complex The Next Stage: A programmatic, physical, and economic interests into a destination Vision Plan for the Denver a comprehensive vision to ENLIVEN, DIVERSIFY, and Significant deficiencies challenge the for nearly forty Performing Arts Complex future success of DPAC and the resident SUSTAIN this important cultural City asset. companies that occupy its theatres: years. provides direction necessary for transformation of the Physical region’s cultural core. Now Context & History ·· Configuration as an urban renewal infill active galleria prior to show time The Denver Performing Arts Complex (DPAC) project was intended for a “safe” inward focus is the time for the Arts is the second largest performing arts center Complex, rooted in the in the United States, generating $141M ·· Fortress-like configuration limits impact to the economy, and serving as the connectivity to surrounding environs, origins of downtown renewal, regional hub for traditional performing arts. such as Colorado Convention Center The 12-acre site contains ten performance and Auraria Campus, and isolates the to reassert its presence on activity within the Complex venues serving four resident organizations the City’s evolving urban with approximately 9,500 seats connected ·· Inadequate and aging infrastructure landscape. Major shifts in by an 80 ft. tall iconic glass canopy. The Arts including the parking garage and Complex is in the heart of Downtown Denver Boettcher Concert Hall cultural consumption require and its Theatre District. DPAC, owned by Graduation day, galleria ·· Incongruous parking and circulation physical and programmatic the city of Denver and managed by Denver patterns; arduous arrival sequences dpac houses four renowned Arts & Venues (A&V), is home to four resident resident organizations modifications at the arts organizations: Denver Center for the Economic Arts Complex. Differing Performing Arts (DCPA), Colorado Ballet, ·· Inadequate mix of uses including Opera Colorado, and Colorado Symphony appealing retail, daytime activity expectations of a growing Orchestra. ·· Seat counts at theatres misaligned with population and changing the marketplace below Arts Complex today - challenges existing dpac conditions development patterns The tipping point came in 2014 when Arts necessitate new ways of & Venues determined that $16.8M was Programmatic not enough to adequately renovate the ·· Declining audiences for traditional integrating the 12-acre performing arts aging 37-year old Boettcher Concert Hall, Aerial view, 12-acre arts complex campus into everyday giving the City an opportunity to examine ·· Lack of placemaking activities, such these issues holistically and develop a as free programming and events, that life. Increased operational comprehensive vision for the entire Arts attract wider audiences challenges mounting from Complex. ·· Lack of coordinated oversight among onsite operators and resident companies The desired outcome is a transformative aging facilities and decreasing to provide a seamless, patron-friendly project for Denver that facilitates better experience revenues to local arts non- activation, elevates the resident companies, integrates the Arts Complex with downtown, ·· Changing demographics that have the galleria aligns with curtis a 1,700 space parking garage anchors the corner of 14th and profits compels immediate different cultural consumption patterns reflects the community broadly, and is a street and is empty most days arapahoe streets. action. relevant public space in which the arts will Sculpture park, Colorado convention center - background thrive.

8 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 9 TFANA, Theatre for a New Audience, is located in the Brooklyn Academy of Music (BAM) Cultural District and was designed as a laboratory for modern theatrical interpretation of classical plays. The venue is a 299-seat proscenium theater with seating on three levels—the orchestra and two low balconies. Changing Cultural Consumption & Challenges It has been observed that many Denverites prefer to participate in arts and culture as part of their everyday life. There are numerous important forces and and have already affected the demand for Arts as Part of Lifestyle trends impacting the nonprofit performing and use of facilities in the Arts Complex, and arts and entertainment sectors nationwide. will continue to do so looking out into the The percentage of U.S. These trends are consistent with findings future. adults taking music, creative from IMAGINE 2020, Denver’s cultural plan, writing or visual arts lessons or classes at any point in their Challenges with Traditional Performing Arts lives has increased over the Industry Productivity and Wages past decade. Baumol’s Cost Disease, a trend (See page 10, 2012 Survey of Public Participation in

2.5 the Arts, National Endowment for the Arts) first identified in 1965, is the single most important factor in Average musician salary understanding the increasing Chartsfinan 6-2 caniald 6-3challenges illustrate th oatf rtheesid ents of New Chart 6-2. Percentage of U.S. adults who took any 2 performing arts sector. England, Mountain, and the Pacific regions were more Artsarts cla classessses or le orssons lesson in the inlas tthe 12 months, last 12 b y census The top chart shows pay increases months, by census region: 2012 likelyto th amusin adcuianslts in asoth ceomr arpeaareds of t tohe country to region: 2012 Minimum musician salary haveother taken artunion lessons and o non-unionr classes—wh ether in the past workers for 23 large symphony We st North 5.5% 12 months, as a child, or anytime during their lives. Central Unionized service orchestras. 1.5 The Pacific region leads all U.S. regions in arts learning. We st South 6.1% The bottom chart shows the Central Nonunion service significant increases in per- South 6.3% concert costs, driven by wage Atlantic increases and exacerbated by the East South 6.4% 1 absence of productivity gains. Central 1985 1995 2000 2005 East North 7.1% 1990 Central YEAR Middle 7.3% Atlantic

3 U.S. Average 7.4%

New England 8.0% building creativity

2.5 Mountain 8.7%

Paci c 10.1% 2 INDEXES

indexes Denver has a large creative workforce 0% 5% 10% 15%

1.5 The creative ChaSnapshotrt 6-3. Per cofenta thege Artsof U.S. in adults Denver who tCountyook arts classes 1 Denver’s creative vitality is almost three times the national average. workforce includes orRegion lessons as a child or adult by census region: 2012 2 The CVI illustrates the synergies between Denver’s traditional non-profit arts organizations and for-profit creative businesses.

1 lots of professors, As a chil d As an adult Linear (as an adult) 1985 1990 1995 2000 2005 2010 2015 photographers, We st South 38.7% 3 Denver’s aggregate sales index for goods sold at for-profit arts-related enterprises and non-profit museums is YEAR Ce2.52ntral 25.0% designers, musicians East South 38.0% more than eight times the national average. Expenses Per Concert Producer Price Index Central 27.1% and communications 40 .1% Source: League of American Orchestras, U.S. Bureau of Labor Statistics South Atlantic 29.1% professionals. This regional snapshot report give the big picture East North 46. 2% of a Cregion’sentral creative landscape. It 31provides.2% an overview of creative jobs, industry sales, grants, While the number of 45.8% andU.S. Anonprofitverage revenues. 32.8% creative jobs Middle 48.1% Atlantic 32.9% 10 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 11 decreased between We st North 50.1% 2012 and 2013, Central 35.5% 47.1% industry sales New England 36.5% 52.1% increased. Mountain 39.4% 53.0% Paci c Denver receives a 41.2% 0% 20% 4 0% 60% creative vitality index rating of 2.52, compared to a 1.00 national average.

Webb Management Services Inc. Source: WESTAF Creative Vitality Index Page 25 89 • chapter 6. regional di erences in arts participation The new image of the Arts Complex needs to be that of a community living room with front and back “yards.”

Changing Cultural Consumption & Challenges

Across the country performing arts are Participation in Arts, Culture, and Creativity responding to changing patterns of cultural Participation in Arts, Culture, and Creativity During the Past 12 Months “The Age of Organized Spontaneity” consumption with experiences that offer less During the Past 12 Months in DENVER Spontaneity creates bonds and adds to romance; apps for last-minute and same-day reservations formality, increased flexibility, and new ways Attended an outdoor fair or festival for participatory activity. santa fe first Attended a music concert friday, street musicians Denver, co Trending Visited a museum

traditional active arts performing arts participation Attended a free arts, cultural or creative event

classical experimental Attended a theater or dance performance subscriptions informal Visited a gallery planning ahead art events

public sector art making and Created a piece of art funding sharing

Bought a piece of artwork goorin brothers hat shop, larimer square, evening corporate giving economic Quartet, Denver, co philanthropy development Attended an event or class to learn more about arts, culture and/or creativity IMAGINE 2020 Nocturne jazz Denver’s Cultural Attended an opera or orchestra concert Plan club, located in River north - Denver, co BELOW: Twitter activity at DPAC througout the year: , 29% Results out of a total of 3.5 million geotagged posts in Denver. Average attendance of one arts activity Oct. 4 sources across all race and ethnicities. redbranch

2000 media (classical music performances, opera, musical plays, non- musical plays, ballet, and art museums or galleries) Aug. 7 3 February 2016 45% 1500 Jun. 14 Jun. 1 Americans who do creative arts activities. 1000 Jan. 1 Count of People 500 0 May 15 Jun. 15 Jul. 15 Aug. 15 Sep. 15 Oct. 15 Nov. 15 Dec. 15 Jan. 15 Feb. 15 Mar. 15 Apr. 15 May. 15 2014 2014 2015 Data source: May 31 – June 1, 2014 — Denver Chalk Art Festival Twitter, Inc. / June 7-14, 2014 — Colorado Photography Festival the source, artisan food market denver Chalk art festival Downtown Denver Arts Denver Derby Party GNIP June 13-15, 2014 — Denver Comic Con (at Colorado Convention Center) River North District - Denver, CO Festival Aug 7, 2014 — Seattle Seahawks vs. Denver Broncos Oct 2-4, 2014 — The Great American Beer Festival (at Convention Center) Sources: webb management services, 2012 Survey of Public Participation in the Arts, National Endowment for the Arts

12 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 13 Hotel Teatro DCPA, Robert and Judi The Arts Complex Today Newman Center for Theatre Education Four b DCPA owned Seasons property a a Existing Conditions Arapahoe Street DENVER PERFORMING ARTS COMPLEX | MASTER PLAN - ARTS + VENUES 22 September 2015 DRAFT Performance + Event Space Overview Venue Seats Area m a e m a e Type Weekday Weekend Auraria • Boettcher Concert Hall 2600 118,400 x x x Symphonic Music Hall / vineyard style. Removed. Student Lofts • Buell Theatre 2900 204,000 x x x Large-scale Broadway touring. Parking Garage The Curtis • Garner Galleria Theatre 225 x x Cabaret-style theatre. To be replaced. A Double Tree by Hilton Event space. 2,000 standing reception. 1,700 spaces b Galleria / Sculpture Garden (partial) 1000 89,350 Sculpture Park 4000 120,000 x Event space. 7,000 standing reception. Cherry Creek c Total Seats 10,725 • Total Performance Seats 5,725 14th Street Speer NQuiggewto nNewton Auditor iAuditoriumum 234,000 Boulevard Denver Center for the • Ellie Caulkins Opera House 2200 x x x Lyric style. 2,200-2,400 pit/no-pit. Performing Arts (DCPA) Helen Opera House Lobby 300 Event space. 800 standing. Bonfils Theatre Complex c Opera House Loge 150 Event space / 3rd floor balcony. 250 standing. (700/450/233/175 seat venues) Chambers Grand Salon 400 11,600 Restaurant / event space. 700 standing. Founders Room 25 Conference room / small event space. 50 standing. Studio Loft 350 8,000 x Event space. 500 standing. The Denver Performing Arts Complex Total Seats 3,425 Galleria Canopy Total Performance Seats 2,200 (3 segments) • Helen Bonfils Theatre Complex 931 14th Street Historic Mountain States 160,300 Telephone and Telegraph Company • Stage Theatre 700 x x x Thrust proscenium. 750 max. Headquarters • Space Theatre 450 x x x In-the-round. 500 max. Sculpture Park d d • Ricketson Theatre 233 x x x Proscenium theatre / black box. 2.5 acres Boettcher Concert Hall Ellie Caulkins (2,600 seats) Opera House • Jones 175 x x x Thrust stage / theatrical innovation. 200 max. (2,200 seats) Event space. Theatre style seating (975). Temple Hoyne Seawell Grand Ballroom 810 10,000 x Buell Theatre Dinner/dance (500). (2,900 seats) Event / conference space (40). 140 standing Director's Room 80 1,600 reception. Bonfils Lobby 120 Event / conference space. 800 maximum. AT&T Switching Tower Total Seats 2,568 1245 Champa • Total Performance Seats 1,558 Street e Total Existing Seats /Room Capacity 16,718 • Total Existing Performance Seats 9,483 PROPOSED VENUES Master Plan Recommendations Champa Street • Music Hall & Rehearsal Center 1200 82,500 x x x 55,000 NSF. Rehearsal Center 50 15,000 x x x 10,000 NSF. • 100-seat Flexible Theater 100 20,000 x x x • 500-seat Flexible Theater 500 45,000 x x x Indoor/outdoor space with band shell. FOH/BOH. Colorado Convention Center Media + Digital Film Center 75 15,000 x x x Approximate seat / gathering count. (CCC) Spire • Music Workshop + Jazz Center 125 20,000 x x x e Residential Tower Incubator 75 25,000 x x x Approximate seat / gathering count. Studios 50 15,000 x x x x Approximate seat / gathering count. Outdoor Performance "seating" 2500 30,000 x 45,000 SF total upper level viewing area. 14 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration ArchitectureArts H withigh SWebbchoo Managementl Services & Fox 1Tuttle150 Hernandez150,000 | 15x x Enrollment 1,100. Full-time faculty 50 + support. • Total New Performance Seats 1,925 417,500 Total New Seats 5,825 Total Master Plan Indoor Does not include Boettcher Concert Hall. Includes • 8,808 Performance Seats seat count for a replaced Garner Galleria Theatre. Total Master Plan Seats 18,543 Compared to existing total seats of 17,056. Tramway Building/Conservatory Theatre 185 NOT in DPAC. Newman Center. Anticipated peak use times above: December Saturdays Performance seat totals indicted with "•" Morning (m) | Afternoon (a) | Evening (e) between 2-10PM. Vision

left: 4 opportunity sites identified on the 12-acre arts complex The Denver Performing totaling 170,000 SF with over 2m SF of new development potential. Sculpture park - Site ‘D’ to Arts Complex will be an become a destination park.

A. 50,000 SF enlivened, vibrant, thriving, B. 50,000 SF C. 78,000 SF / 46,000 excluding 1245 Champa public regional center d. 120,000 sf - open space d of cultural activity in the heart of downtown. It will D c B attract diverse audiences, celebrate a variety of art A forms, contribute to the city’s economic vitality, enhance Denver’s urban fabric, integrate with neighboring lEFT: THREE OPPORTUNITY SITES amenities, including the ILLUSTRATED WITH COMMERCIAL OVERBUILD TOWERS OR AN “Arts Sandwich”: the midsection of an Colorado Convention Center, urban mixed-use development project where there’s adequate building volume to house performance spaces. The “art” of and serve as an innovative the sandwich is squeezed between a commercial tower above (overbuild) and an active street- model for sustainable cultural level base. and civic investment.

16 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 17 New programs will attract diverse audiences and users intended to enliven the site on a day to day basis. This is the right mix of uses to sustain the Arts Complex by adding new resources that support the arts community. Objectives

Enliven Diversify Sustain Advance Denver’s cultural and creative Reflect and attract Denver’s growing and Realize an innovative model for a financially vitality by: changing population by: sustainable cultural and civic investment by: ·· Providing a variety of types and spaces ·· Responding to trends in audience ·· Determining and balancing public- that can be utilized by a wide range of engagement and cultural consumption private development opportunities cultural organizations ·· Encouraging a wide variety of arts and ·· Examining design principles, ·· Identifying strategies that support entertainment activities management, operations, funding, partnerships, and policies current resident companies ·· Broadening uses and fostering an ·· Fostering a spirit of collaboration, environment that is accessible, ·· Adapting to the marketplace: partnership and joint problem-solving inclusionary and welcoming demographic changes, urban transformation and cultural trends ·· Considering the needs of arts ·· Creating a welcoming and patron- organizations, artists, patrons and friendly experience Culture Creative Commerce Recreation Retail/Food cultural workers ·· Working with secondary and post- secondary institutions that invite and below: Yotel Hotel terrace (left) above the signature theatre - 294-seat Irene Diamond Stage, 199-250 Romulus Linney Courtyard, and the 191-seat Griffin. embrace all age groups to engage in the arts Revitalize a premier Arts Complex that contributes to an economically thriving downtown by: ·· Identifying strategies and uses that strengthen the relationship between existing assets and amenities ·· Enhancing the public realm through authentic spaces and experiences, active parks, sidewalks, plazas and

public spaces downtown denver neighborhoods and districts mixed-use development with New and old ·· Enhancing the quality, condition, Buildings, denver union station - lodo utilization, amenities and functionality of the facility ·· Instilling a strong sense of identity and stewardship

18 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 19 The Process

Public Engagement 1. Shift from an Executive Ideas for DPAC have evolved with the City’s Arts Complex to an arts- Leadership leadership, a 2014 Mayoral appointed Team executive leadership team (ELT), design and centered neighborhood. planning consultants, and public consensus Co-Chairs over a course of 14 months. The process 2. Develop a new music Thomas A. Gougeon was open, transparent, accessible. hall for the Colorado Marilee Utter Members ·· 7 public workshops Symphony Orchestra Christine Alducin ·· 14 Executive Leadership Team and and others. Diane Barrett public meetings Gil Boggs ·· 128 facility inventories Santa Fe First Friday Outreach Diversity & Inclusion Working Group Public Workshop 1, Studio Loft at the Councilman Albus Brooks 3. Bring a strong Gallery with Council Member Brooks Ellie Caulkins Opera House ·· 84 stakeholder interviews educational focus to the Brad Buchanan Mayor Hancock’s Executive Leadership Team (ELT) Greg Carpenter ·· 5 road shows Arts Complex. Assembled by Mayor Mi- Chris Crosby ·· 24 focus groups chael B. Hancock, the ELT is Tami Door an advisory group charged ·· 11 targeted outreach activities 4. Support emerging BAM Cultural district - tifana, John Ekeberg Brooklyn, NY with exploring the future of the Denver Performing Arts ·· 7 downtown planning coordination “This team will guide a Brent Fedrizzi disciplines and Complex. It is responsible thoughtful, measured study meetings for using public input, an Ur- Jack Finlaw of options for the entire Arts organizations. ban Design Framework Plan, Tony Garcia ·· 2,000 completed surveys Complex and its surrounding and other due diligence to neighborhood.” Cy Harvey ·· Website, social media and newsletters develop and vet recommen- 5. Attract artists and dations and, with the help of Rehan Hasan ·· Local and national media coverage H3 Hardy Collaboration Margaret Hunt creative workers. Architecture, deliver the Jerry Kern final Arts ComplexVision Master Arts Market Analysis & Assessment Boettcher Concert Hall Plan and a series of recom- Mike Kornelsen mendations to the Mayor’s Cathey McClain Finlon The case to re-imagine and re-develop The Next Stage, in addition to five previous Office. New World Centre , Miami Beach, FL David Moke DPAC starts with the physical condition studies, suggest that funds are best directed Kent Rice, Executive and constraints of current facilities. Analysis towards construction of a new facility - Director, A&V Elizabeth Orr extends to shifting demand and supply a flexible music hall. Boettcher poses Tina Poe-Obermeier issues in the region and the broader significant challenges including: physical “I am thankful to all those Isaac Points who will serve the city on forces and trends affecting the arts and limitations, mechanical systems’ disrepair, this team as we examine Kent Rice entertainment sectors throughout the and the building’s experiential deficiencies. this exciting opportunity to Richard Scharf country. Recommendations considered In addition, adaptive repurposing of the re-imagine the Arts Complex and provide a usueful, dy- Tim Schultz the larger economic and community building would require significant exterior namic, and accessible public Gary Steuer development goals established by the City of envelope alterations to allow views in cultural asset.” Rick Tallman and out. Hugh Hardy, FAIA, designer of Mayor Michael B. Hancock Denver. The state of the Arts Complex, the Elaine Torres Mayor Michael B. Hancock current situation in Denver and the trends Boettcher Concert Hall, concurs that Ginger White Brunetti, Colburn school for the arts campus, Deputy Director,A&V A&V Tina Walls observed in other markets lead to five arts the building does not merit the efforts Los angeles, ca opportunities: required to achieve today’s requirements for acoustics, transparency and flexibility.

20 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 21 BIG IDEAS

Concept Sketch perspective, a renewed galleria.

22 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 23 Cultivate Community & Art

Indoor/outdoor Park Pavilion Destination Park 1,200+ seat Music Hall Rehearsal Center 100-seat Experimental Theater 500-seat Flexible Theater Digital Media Labs Incubator/Studio

Program & Activation targeted to diverse audiences, creating a The specific character of the Arts Complex will come from its The Arts Complex should come to life welcoming, friendly onsite experience, and in many different ways and times of day offering a range of programs at different emphasis upon use by the largest possible cross-section of the to create a vibrant and hyper-active hub price points. Connecting to these future for downtown Denver. That begins with audiences must be a priority to be inclusive community, amateur and professional alike, and not upon the fuse supporting the core programs of resident of all the diversity in Denver. organizations and extends to attracting and by a favored few. The true innovation of the Music Hall will similarly supporting a range of new programmers and programming, both indoors and lie in the fact that it is being built to encourage the citizens of Denver The Next Stage will be Next outdoors. Programmatic goals include to share in the making of music. Such an idea is quite different from featuring education and outreach programs Generation Arts of resident organizations, offering free and The facilities highlighted above will provide: using the hall as a device for furthering the remote presentations of a low-cost experiences to attract the entire 1. Flexibility that ensures the full value of community, and strengthening a unified resources are realized. musical aristocracy. brand for the Arts Complex. hugh Hardy, FAIA, founding partner of H3 and its predecessor, Hardy Holzman Pfeiffer Associates. 1972. 2. Funding initiates sharing and enhances community spirit. Diversity & Outreach 3. Being in and of the city connecting the Millennials, students and minority arts to everyday life. communities were asked to provide ideas and feedback to increase diversity, inclusion and access at the Arts Complex. The common theme for these groups is to make DPAC more relevant by featuring programs

24 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 25 LEFT A. Curtis Street gateway. B. The Nexus, an intersection of a new 13th Street plaza and a widened Galleria. C. Indoor/outdoor event plaza. D. Neighborhood green. E. Flexible theaters (100/500-seat) Arts and Amenities and band shell pavilion. F. Park restaurant & cafe. G. School of the Arts with 1,100 students and 60 faculty. Theater park Pavilion H. Potential1245 Champa adaptive One of the key issues identified for DPAC A reuse. was its lack of smaller, intimate spaces that were affordable and accommodating to community and emerging arts groups. The Theater Park Pavilion intends to remedy this deficiency by establishing two new performance spaces, a 500 seat Flexible Theater and a 100 seat Experimental Theater. The Flexible Theater will be a flat floor, multiuse space at the same level as the adjacent Park and Galleria, with technical support to allow for multiple stage B configurations and presentations. H

New Music Hall and Rehearsal Center The largest new component of the Arts Complex is a new 1,200+ seat music hall with excellent acoustics and functionality, G supporting the Symphony and also a E diverse range of other musical groups and forms. This hall replaces Boettcher Concert Hall, offering a better and more intimate experience, appropriate in size and form for traditional and contemporary groups. C

School of the Arts Replacing Boettcher Concert Hall with a mixed-use commercial development with an education anchor that will provide much needed and mission-oriented daytime D activity at DPAC. The site labeled ‘G’ (right) abutts the southern edge of the Nexus (B) and is planned to contain a new home for a School for the Arts with up to 1,100 F students and faculty.

26 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 27 Digital Media Workshop/Studios & Arts Incubator Space The addition of studios, labs, and flexible spaces for artists and arts organizations will faciliate growth for the emerging arts and enhance delivery and develoment of programming. Digital media facilities will provide hands-on classroom experience for students and enable streaming of artistic content furthering the reach of the Arts Complex to near and faraway places.

Parking & Transportation ·· Improve parking experience °° Remove the existing, aging parking facility °° Disperse parking across the 12-acre site to improve ingress and egress Fresh Mrkt °° Rebuild 2,100 to 2,800 parking spaces at DPAC, including moving some parking under the elevated Art Park °° Share 1,000 spaces with the Colorado Convention Center ·· Meet new guests multimodal needs including improvements to RTD Light Rail Station at 14th and Stout and Bike House in Art Park ·· Improve services and onsite amenities such as valet, parking app and wayfinding/signage

right, the nexus Located at the midpoint of the arts Complex connecting the new 13th Street Plaza. The nexus is conceived as a centrally located array of complementary retail uses opening onto an expanded Galleria.

28 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 29 The ‘Wedge’

Urban Design The Wedge The first priority for the next version of DPAC is to change from a set of formal arts facilities within a defined boundary to more of a district. Complete placemaking requires a dynamic “street to seat” journey. The Ellie Caulkins - fundamental design vision of The Wedge is Curtis Street Gateway to pull more open space and light into the Arts Complex, creating a home for current arts organizations and emerging disciplines and community organizations with up to 375,000 SF of new cultural uses.

14th Street Anchor The corner is as central a place for urban life as the public square. Arapahoe and 14th Streets will become a celebrated intersection and anchor for DPAC’s next 30 years. It is planned to be the Arts Complex’s “100 percent corner” with multi-street exposure showcasing a new music hall and rehearsal center above a marketplace and retail space that enhances the arts experience and is designed for today’s consumers.

Curtis Street Gateway Gateways are symbolic of welcoming a throng of people. As such, the Galleria at 14th and Curtis Streets is to be remade from an opening to a place of arrival for all. This sentiment supports the Vision and Objectives set forth in The Next Stage and is in keeping with the original intent of DPAC’s original vision 40 years ago.

30 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 31 benefits for cities derived Art Park will be a new “front yard” from investing in park for Denver’s Arts Complex and a development: 1. Reduction in air pollution, water pollution downtown destination. and flooding 2. Direct use by local residents, who are able to participate in no-cost or low-cost in activities

Art Park 3. Improved health for the local populace

4. Increased tourism

Destination Park Performance park 5. Increased property values, in turn bringing Southwest of the Arts Complex, a new The southern half of the park will higher property taxes destination urban space will be created be located above the new parking 6. Elevated office rents in adjacent proper- on the land occupied by Sculpture Park. ties. facility with 900-1,100 spaces, directly Renamed Art Park, this open space will be Peter Harnik, director of the San Francisco– expanded to 3.5 acres and will be intricately connecting to the raised level of the based Trust for Public Land programmed to provide a variety of Galleria. This portion of the park is experiences throughout. With the addition structured as a broad multi-use lawn. of 1-acre of new open space, DPAC will Capable of handling large crowds as become one of Downtown’s largest parks. well as family picnics, the lawn provides Designed as a complement to the Complex’s a welcome respite in the middle of indoor venues, Art Park will extend the character of live performance and active use Downtown’s built context. Forming to the outdoors. the lawn’s southern edge, the Theater Pavilion’s canopy doubles as an outdoor bandshell, with lighting and sound Neighborhood park The northern half of the park rises in a gentle positions oriented towards the lawn. slope up from Speer Boulevard, creating Southwest of the Theater Pavilion is a handicapped accessible path up to the the Park Pavilion, which will house existing Galleria. Neighborhood oriented restrooms, park maintenance and an activities line the path, with possibilities outdoor café fronting the park. The including a children’s play area, swings, Park Pavilion connects to an elevated a climbing structure, and a dog run. On axis with the Galleria, Jonathan Borofsky’s bridge over Champa Street that leads sculpture “The Dancers” will be relocated to to Lobby D of the Colorado Convention provide a vertical focal point for the park’s Center. This continuous promenade will urban design. Anchoring the lower end, join the public spaces of the Convention the Bike House will be a locus of activity at Center with Art Park and the Performing the corner of Speer and Arapahoe Streets. Arts Complex, ensuring access to all Accommodating bike storage, repair, and rentals, the Bike House connects the Arts these public facilities in an exceptionally Complex with the adjacent streets and memorable way. the Auraria Campus beyond. A proposed connection from the Bike House under the The Next Stage Art Park responds eastern lanes of Speer Blvd would directly to recommendations of The Outdoor link Art Park with the recreational trails and Downtown Plan including a proposals bike paths along Cherry Creek. for transformative projects, including a major arts and cultural park. One of the recommendations in The Outdoor Downtown Plan is to “redefine and Right: Bryant park, 9.5-acre Neighborhood redesign Sculpture Park as an iconic Park with a central 1.5 acre lawn. Shown with performance stage / movie screen. arts and cultural park.”

32 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 33 Development Opportunities A. Mixed-use Development 3 opportunity sites totaling 175,000 square Opportunity Tower anchored feet with Music Hall and ·· Parcel ‘A’ is located Rehearsal Center at 14th and Arapahoe 350,000+ square feet of new arts facilities E B. Mixed-use Development Streets with a total area 900,000+ square feet of existing arts facilities of 42,000 SF. Opportunity Tower anchored 2 million+ square feet of commercial with Incubator/Studios, ·· Parcel ‘B’ is adjacent development Digital Media Center, & to the Bonfils Theatre Complex fronting on 50,000+ square feet of retail and food Music Workshop Arapahoe street with a 2,100 to 2,800 parking spaces C. Mixed-use Development total area of 55,000 SF. Opportunity Tower anchored ·· Parcel ‘C’ includes the 1,700 additional parking spaces available with School of the Arts within a 5-minute walk 1245 Champa Street D. Art Park and Theater building and Boettcher 1-acre of additional open space Park Pavilions Concert Hall with a footprint of 78,000 SF. B A E. Denver Center for the ·· Parcel ‘D’ includes Performing Arts owned - 2.5-acres of designated opportunity site. (not part of parkland and an adjacent The Next Stage) area of 17,000 SF.

Hines office tower Four Brooks Towers Mountain States AT&T switching spire residential colorado under Seasons Apartments & Telephone & tower tower convention construction Curtis Hotel Telegraph Co center D

C D A C B E D

above: conceptual section/elevation taken from speer boulevard facing downtown

34 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 35 below, Arts Incubator ON THE BLENDER BLOCK.

multi-level shared spaces for artists and creative workers, with studio, rehearsal, recording, informal display/performance, and adminastrative facilities.

A. Music Hall and Rehearsal Center 13th Street Plaza and the Blender B. Incubator/Studios/ and Music Block (shown right) Workshop An improved 13th Street corridor will C. 13th Street Plaza and directly connect Larimer Square and the Access to Galleria Auraria academic and event “greens” D. Bonfils Theatre Complex terminating in a plaza between the Bonfils d Theatre Complex and Parcel ‘B’. A mix of performing and visual arts with spaces for making and doing will extend the Arts Complex’s reach to new audiences. A footprint for commercial overbuild (tower) has been planned for that can accommodate residential, hotel, or moderately size commercial floor plates.

The Nexus The intersection of the “wedge” openings in the complex along the Curtis Street axis B forms a nexus of activity. Located at the midpoint of the Arts Complex, the Nexus connects to the 13th Street Plaza and is conceived as a centrally located array of complimentary retail uses opening onto an expanded Galleria. Outdoor space is intended to include an intimate courtyard for screening digital media, a bosque of trees, A and a video wall facing Art Park.

Connectivity Planning for a pedestrian bridge from Lobby ‘D’ of the expanded Colorado Convention Center and a potential new physical connection to the Auraria Campus will place Art Park at a critical crossroads. A direct link below Speer Boulevard from the Cherry Creek recreational corridor via c Art Park to the 16th Street Mall will offer a Downtown portal for an expanding bicycle and pedestrian network.

36 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 37 below uppper tier art park is designed for events with a 500-seat flexible theater opening to a band shell and 100-seat experimental theater on a rooftop terrace.

Lower art park cascades from the galleria level to speer boulevard forming a neighborhood green with amenities for everyday use.

ART PARK | Cherry Creek Recreation Corridor

38 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 39 Music Hall | 14th Street Anchor

Blend culture, commerce, and recreation into a destination that is uniquely Denver.

40 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 41 illustrated below: The music hall and rehearsal center overlooking 14th Street

Curtis Street Gateway

42 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 43 THEATRE DISTRICT NEIGHBORHOOD

Concept Sketch perspective, Corner of 14th and Arapahoe streets with a mixed-use development anchored with a new music hall. Behind, a new facility for an arts incubator/studios.

44 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 45 1. Arts Complex (DPAC)

2. Colorado Convention Center Theatre District 3. Auraria Higher Education 4 Campus Neighborhood 4. Larimer Square The Next Stage Vision Plan builds on 5. 16th Street Mall objectives identified in the Urban Design Framework Plan (UDFP). Coordination 7 6. 14th Ambassador Street between the respective planning efforts 7. Arapahoe Street - for the Colorado Convention Center (CCC) Skyline Park and Arts Complex has led to thinking about the Theatre District becoming a growing 8. SpeerNote: Colorado Blvd. |Convention Cherry Center neighborhood powered by the arts. The Arts (2) Master Plan Sketch prepared Creekby MIG. Recreation Complex Vision Plan addresses many key Corridor issues outlined in the UDFP including: 5 9. Theatre District ·· Parking supply and management; 10. Urban Design Framework ·· Signage and wayfinding; Boundary ·· Pedestrian connectivity across Champa 9 Street; 1 ·· Improvement and/or creation of one or more large outdoor event spaces; ·· Programmatic and physical connections to Cherry Creek, Auraria Campus and Union Station; ·· District identity, branding and marketing.

The CCC and DPAC can better engage and activate each other, while serving as catalysts for development of the surrounding area. By harnessing nearby commercial, civic, and institutional aset,s the UDFP’s objective to, “Grow and sustain an 2 unforgettable visitor experience brimming with cultural and educational enrichment 3 opportunities” will be realized. The concept of creating a 8 new neighborhood aligns with recommendations in The Outdoor 6 Downtown Plan and its five vision 8 elements: Social, Recreational, Cultural, 10 Connected, and Sustainable.

46 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 47 below: the demolished parking garage on arapahoe street illustrated with two mixed-use commercial arts-anchored developments.

Left: a new music hall with rehearsal center.

Right: incubator/studios, digital media ceter, and Brand and Identity music workshop.

Inviting Message for All During the next phase of project development an overarching “DPAC” or “Arts Complex” brand should be created. Design guidelines and the architecture itself can use branding methods as a strategic tool for reinventing the Arts Complex. Expression of a new identity should be shaped through a synergistic mash-up of arts, culture, commerce, and recreation. arts Future messaging should articulate the Arts Complex as an innovative mixed-use development that complements resident organizations’ activities, while driving productive, inclusive, and sustainable economic growth.

End Confusion culture Denver residents often have trouble distinguishing between the DPAC and “DCPA” (Denver Center for the Performing Arts) brands. The DCPA is a valued partner and resident company that operates the Helen Bonfils Complex and utilizes other DPAC facilities for nationally touring Broadway productions. A new digital signature can better integrate DPAC, the Colorado Convention Center, and the entire Theatre District using shared technology infrastructure that spotlights the commerce neighborhood’s offerings.

recreation

48 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 49 8 Potential Uses New Arts Facilities +350,000 SF Existing Arts Facilities +900,000 SF 27 28 Commercial Development +2 million SF Retail and Food +50,000 SF Arts Students +/-1,100 E On-Arts Complex Parking 2,100 to 2,800 2

6 1. New Hines Office Tower 2. Four Seasons Hotel and Private Residences 3. Hotel Teatro 4. DCPA Tramway Building 17 14th The 5. DCPA owned ‘opportunity site’ 7 Ambassador Street 6. Brooks Towers Apartments 7. Curtis Hotel 10 8. DPAC Commercial Overbuild Site ‘A’ 29 9. Music Hall and Rehearsal Center 10. DPAC Commercial Overbuild Site ‘B’ Arapahoe 11. Incubator/Studios, Digital Media Center, and Music ‘Everyday’ Street Workshop 12. Helen Bonfils Theatre Complex 13. Bike House and Cherry Creek access 14. Art Park - Neighborhood Green 15 15. Ellie Caulkins Opera House 1 16. Buell Theatre 17. DPAC Commercial Overbuild Site ‘C’ 9 18. School for the Arts 16 19. 1245 Champa Street 26 20. Retail (Restaurant, Fitness, 3 and/or Fresh Market) A 21. Art Park Pavilion with 100-seat Flexible Theater 22. Art Park Band Shell with 500- seat indoor/outdoor Theater 23. Art Park Outdoor Performance 11 D Area 18 24. Art Park Cafe and City Parks 19 Facility 25. Pedestrian Bridge to the B Colorado Convention Center 26. Colorado Convention Center 4 27. Spire Residential Tower 21 28. Hyatt Convention Center Hotel 5 29. Emily Griffith School 12 20 Opportunity Site 22

ART A-B 1,200 to 1,700 parking spaces PARK C 900 to 1,100 spaces 23 D 1,000 Convention Center Spaces E 700 Nearby Available ‘Public’ 24 Parking Spaces

Improved 13th Street 25 Pedestrian Experience DPAC or DCPA Owned Speer Boulevard # 13 Property # Nearby Buildings C 14

50 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 51 ADVANCING THE VISION

Concept Sketch Rendering, Expanded Galleria activated with new uses. The Ellie Caulkins Opera House illustrated left.

52 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 53 Partnerships will elevate the project’s stature and share Advancing the Vision resources.

Leverage City Assets prime downtown land to create a new it is anticipated the City will form a Funding Engagement with community organizations will Ultimately, leveraging city assets – including neighborhood, sustain important city assets and Governance committee to direct work in land value – will provide the greatest and grow DPAC as an important economic four parallel areas: opportunity for transforming DPAC as a engine for downtown. cultivate social capital and attachment to place. neighborhood anchor for arts and culture. ·· Site Leverage: Includes phasing Increasing land value and partnering with Governance & Operations scenarios, institutional partners, Denver’s private sector is pivotal to providing Significant redevelopment is needed to entitlements and continued market necessary resources to improve existing accomplish The Next Stage’s ambitious feasibility study with valuations. Activity of students, artists, and innovators will change patron experience paving the way for new goals. Public-private partnerships and audiences. Public investment is needed ·· Public Finance: Understand public DPAC’s enhanced operational mission will for a 10-year phased development, with capacity, finance options (GO bonds – perception. inform the appropriate governance and $17 million currently available for direct park, parking district), and use of A&V operating structure moving forward. Early onsite revenue. investment by Denver Arts & Venues. stage programming and activation will need ·· Partnership and Sponsorship: Activate to occur now to re-brand DPAC and build the Denver Civic Arts Foundation, Placemaking and the addition of key anticipation for what is to come. explore partnerships, philanthropy and infrastructure will drive demand for City- sponsorship opportunities in concert below, A school of the arts facing an expanded galleria at the base of a mixed-use commercial development. owned land and generate greater returns on with a capital campaign and naming the tower’s base includes retail, a ‘fresh’ food market, and fitness facility. public investment. Elevating Sculpture Park Art Park rights. Following the approval of the final plan is a critical first-step to unleashing DPAC’s ·· Governance and Policy: Articulate document, a site plan will be developed development potential. New below-park facility and land use priorities, required parking will enable phased demolition of that incorporates many of the proposed sequencing of public infrastructure the parking garage at 14th and Arapahoe recommendations in The Outdoor Downtown projects, and future operational Streets making way for site preparation Plan. The Plan’s five vision elements listed arrangements. in development of a vertical mixed-use below bolster The Next Stage’s long-term commercial arts project. Phasing of vision that should be addressed in a future development will enable the uninterrupted design phases. resident organizations’ performance °° Social Recommendations This is a unique schedules. °° Recreational Recommendations opportunity to °° Connected Recommendations Attract Financial Investment °° Cultural Recommendations strengthen the The process has revealed that revitalizing °° Sustainable Recommendations City’s reputation as DPAC can address changes in cultural consumption while having a significant the creative capital broader impact. The Vision Plan is intended Next Steps for The Next Stage to bring people together and contribute The targeted goal of the 2016 Next Steps for of the Rocky shared resources. Commercial uses not the Next Stage is to issue a public-private Mountain West. only support the economics but achieve partnership (P3) request for proposals (RFP) additional goals of daytime activity, create for a first-phase mixed-use commercial “built-in” customers for new businesses, development during the first or second offer more 24/7 activity, better utilize quarter of 2017. In preparation for issuance

54 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 55 In Summary The Next Stage Vision Plan maps a course for the Arts Complex to serve as more relevant platform for cultural activity and an evolving Downtown lifestyle. The Vision Plan is the best way to support the continuation of traditional arts activities, while welcoming new audiences and ensuring long term sustainability. Significant physical and programmatic changes are required to Parks and Event Plazas, Multi-modal Transportation, Parking, integrate DPAC into its neighborhood fabric. dENVER UNION STATION DENVER RTD LIGHT RAIL station at the MIXED-USE PARKING GARAGE - LODO Connecting the reinvigorated 12-acre site colorado convention center as a hub for creativity will catalyze the area into a diverse neighborhood powered by the arts. New facilities to accommodate emerging disciplines and growing community organizations will foster a greater sense of openness and expand the patron base. Leveraging underperforming assets such as the parking garage, Sculpture Park, and Boettcher Concert Hall offers an opportunity to broaden the appeal of the Arts Complex, while providing space for new educational, recreational, and commercial uses. The addition of new cultural facilities, a destination park, complementary retail, active programming and mixed-use towers will enliven, diversify and sustain the Denver Performing Arts Complex for decades to come.

Additional funding will be required for: ·· Infrastructure needed to support new uses. ·· Placemaking necessary to catalyze development. ·· Transportation and physical improvements to broaden access and facilitate funding.

56 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 57 ENLIVEN

DIVERSIFy SUSTAIN

THE VISION PLAN

58 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 59 13 JANuary 1978, Denver Center For The Performing Arts (now dpac) Photo By Bill Johnson/The Denver Post

Facilities managed by Arts & Venues at DPAC

·· The Ellie Caulkins Opera House – capacity 2,200 -- is the main venue inside of the historic 1908 Quigg Newton Denver Municipal Auditorium. Introduction ·· The Buell Theatre – capacity 2,900 – is designed for amplified musicals, dramatic plays and comedy acts. Background & Context entrepreneurship. It is intended to be visionary.” Denver Post 30 September ·· Boettcher Concert Hall – capacity 2,700 – is the a gathering place for the city’s diverse 2015). Since then, the Arts Complex has nation’s first symphony hall in the round designed The Denver Performing Arts Complex to place the audience close to the stage in a (DPAC) is the second largest performing community of business builders and seen significant changes in downtown, unique environment. arts center in the United States. Located in innovators. Adaptive reuse of the the arts, and its own physical plant. The the heart of downtown Denver, the 12-acre International Style structure was made Arts Complex shares some of the same site contains ten performance spaces with possible through a partnership between struggles as performing arts centers around over 10,000 seats connected by an 80 ft. tall the City and County of Denver, Downtown the country: insufficient funds to support glass canopy. Denver Partnership and Colorado infrastructure improvements; economically Technology Association. challenged resident companies; declining Denver Arts & Venues (A&V), an agency audiences for fine arts programming; over- of the City and County of Denver, owns Denver’s dream of a downtown performing arts center began taking shape as early as reliance on Broadway shows for revenue; and operates the three largest theatres in shrinking availability of public and private DPAC: the Ellie Caulkins Opera House, the 1973 under the leadership and vision of the late Donald Seawell, who conceived funds; and limited flexibility associated with Buell Theatre and Boettcher Concert Hall. local government ownership. Resident companies, the performing arts of the idea and oversaw its development organizations which regularly present in into a world-class performing arts center. the performance spaces, include Colorado Denver Urban Renewal Authority (DURA) Trends in the Arts Ballet, Colorado Symphony Orchestra, led the complicated acquisition and cleared Denver residents are major participants Opera Colorado and Denver Center for the more than two city blocks between Speer in arts, culture and creativity at a higher Performing Arts’ Broadway and theatrical Boulevard and 14th Street and Arapahoe level than most other cities. A survey divisions. The Helen Bonfils Theatre Complex and Curtis Streets. DURA sold the property by the National Endowment for the Arts is owned and managed by the Denver to the City at a discounted price to help ranks Colorado No. 1 in trips to theaters, Center for the Performing Arts (DCPA). Arts subsidize the first phase of the DPAC, concert halls and museums. These levels of & Venues through an agreement with Denver including the Boettcher Concert Hall, which participation put Colorado significantly ahead Parks & Recreation programs, manages, and opened in March of 1978. of its peers, with nearly 52 percent of adults maintains the adjacent Sculpture Park. reporting attendance at live performing arts Two additional buildings at DPAC are the DPAC Today events, above the national average of 37.4 1245 Champa Street Building and the Notwithstanding a successful and storied percent. An even greater number, 59.2 1,700-space parking garage operated by history, there are significant challenges to the percent, say they went to a visual arts event, Denver Public Works. The garage was economic health and long-term viability of greatly exceeding the national average of 39 opened in 1979 as part of the overall Arts the Arts Complex. As a first generation arts percent. Complex. 1245 Champa was designed complex, DPAC was built to spur economic Yet, the NEA’s 2012 Survey of Public in 1940 by architect Meredith Musick activity in the urban core by attracting Participation in the Arts confirmed that in the International Style as the Denver people downtown to enjoy the arts, but also fewer adults are attending virtually all types Police Department as a Public Works designed to provide ease of vehicular access of performing arts activity, a trend that Administration project. and amenities that weren’t connected to has been apparent through several survey 1245 Champa, also known as The the rest of the city, described in 1974 as Commons on Champa (The Commons), “a mass of urban decay” (Porter, William. houses a newly formed “campus” for “Donald Seawell, Denver cultural and civic

55 Broad Street New York New York 10004 212 677 6030 www. h3hc.com

60 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 61 cycles. Outreach and research completed ·· The 30-mile radius and combined eligible cultural projects. This disbursement and out. Hugh Hardy, FAIA, designer of in 2014 that resulted in Denver’s cultural statistical area (CSA) grew by more than was reviewed by a mayoral-appointed Boettcher Concert Hall, concurs that plan, IMAGINE 2020, clearly showed 17% between 2000 and 2010. committee and approved by City Council. At the building does not merit the efforts significant changes in cultural consumption ·· Between 2010 and 2015, the City/ that time, $16.8 million was allocated for a required to achieve today’s requirements for (see “Analysis” pages 74-75). Arts & County of Denver grew by 12%, while scaled-back renovation of Boettcher. acoustics, transparency and flexibility. Venues understood there were significant the region grew by nearly 9%. Since then, Arts & Venues commissioned implications for DPAC that should be ·· The City/County will continue to grow two studies to determine how far the $16.8 About The Next Stage addressed in The Next Stage. Attendance faster (9%) than the region (7%) between million would go, issued an RFQ, sought At the request of Mayor Michael B. Hancock, at traditional fine arts institutions is waning, 2015 and 2020. feedback from stakeholders with business nationally and in Denver. DPAC was built Denver was ranked No. 7 for millenials in 2015 Denver Arts & Venues, in partnership with (Niche.com) ·· Downtown Denver and downtown interests in the Arts Complex, and convened other city agencies and the community, at a time when residents wanted to drive neighborhoods are home to 70,000 an Urban Land Institute panel. This process straight to a traditional cultural performance, led a vision planning process to generate residents; that number is expected to confirmed that a full and meaningful a Vision Plan for the 12-acre campus. watch the show and leave. These times have increase as housing projects develop. renovation would cost at least $40 million, a The Mayor asked that the Plan advance changed and cultural consumers – especially ·· Millennials (born between 1981 and construction cost that was later confirmed millennials – want diverse, participatory Denver’s cultural and creative development, Boettcher concert hall 1978, Hardy Holzman 1997) now compose the largest by the CSO’s architect. This information while contributing to a diverse, vibrant and Pfeiffer Associates programming, like to explore downtown population group in Metro Denver. led A&V to examine the wisdom of using before and after a show, and seek outdoor economically thriving downtown. As part ·· More than 30% of Denver’s population taxpayer funds for a limited renovation that cultural offerings. of the effort the Mayor’s Office announced and more than 20% of the regional would provide limited benefit to patrons and formation of an Executive Leadership Team More and more young people and people of population is Hispanic or Latino. musicians. (ELT, see list on page 19) on October 22, Denver art museum, Hamilton Building by Daniel color attend outdoor cultural performances Libeskind, 2006 ·· About 10% of Denver’s population is In additon to the CSO’s Better Boettcher 2014, to guide a community input process and those that are more participatory. Black or African American. Plan serveral studies were completed: regarding the future of Boettcher Concert With this shift in preferences, many people Hall and the entire Denver Performing Arts have expectations for less expensive or ·· 2009 Diamond and Schmitt Concert Hall Renovation Complex. free events. Competition for discretionary Boettcher Concert Hall entertainment dollars is fierce with the arts In 2007, the voters of the City and County ·· 2013 Farnsworth Facilities Assessment Arts & Venues wants the Arts Complex competing with sports, restaurants, movies, of Denver approved the Better Denver Bond & Energy Audit Report to increase the current $141M impact online media and other lifestyle activities. package. Included in this package was $60 ·· 2013 Oz Pre-design Study to the economy and continue to create meaningful cultural experiences for those The top three barriers to arts participation million for Boettcher Concert Hall, contingent ·· 2014 Semple Brown Study are lack of time, lack of information about upon a 50 percent match to the bond funds who want traditional programming and ·· 2015 AECOM Programming and those who want new programming. With left: helen bonfils theatre complex; right, what’s happening, and cost. Additionally, larimer square, Lower Downtown Historic District to be raised by the Colorado Symphony boettcher conert hall facing sculpture park Conceptual Estimating Report many Denver residents wish to experience (LODO) Orchestra (CSO). limited funding available for a meaningful ·· 2015 H3 | Webb Managment Services renovation of Boettcher Concert Hall, the arts and culture in their neighborhood rather Between 2007 and 2011 the city directed than make the investment of time and cost Review city has an opportunity to employ a holistic a thorough design review process. During approach to planning the future of the Arts to come downtown. The Next Stage, in addition to five previous that time, $3 million of the $60 million was Complex, taking into consideration the studies, suggest that funds are best directed utilized toward the Boettcher project: $1.5 many challenges and opportunities the Arts towards construction of a new facility - A Changing City million for design and architect’s fees for a Complex faces. Called The Next Stage, a flexible music hall. Boettcher poses Denver and the region continue to be among renovated or new hall and $1.5 million to the desired result is a transformative project significant challenges including: physical the fastest growing communities in the address deferred maintenance. The CSO for Denver, facilitating better activation limitations, mechanical systems’ disrepair, nation, attracting people of all kinds who did not raise the matching funds and in and downtown integration of the Arts and the building’s experiential deficiencies. seek economic opportunity and lifestyle that union station redevelopment, 2014 2012 asked the city to cancel its obligation Complex, as well as a better reflection of In addition, adaptive repurposing of the is the Colorado brand. to raise the $30 million match. As a result, the community and a vibrant public space in building would require significant exterior the remaining $57 million of the original $60 which the arts will thrive. million was made available for other bond- envelope alterations to allow views in

62 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 63 Changes to the Arts Complex should result in a place anchored by the arts where people visit, recreate, live, and work. New development is to amplify the Denver lifestyle and brand that includes a desire to be active and participate in more informal arts opportunities. Uses proposed for DPAC are to include space for community arts Vision Guiding Principles organizations and contribute to an economically thriving downtown.

The Denver Performing Arts section of the community, amateur and Enliven Diversify Sustain professional alike, and not upon the use Advance Denver’s cultural and creative Reflect and attract Denver’s growing and Realize an innovative model for a financially Complex will be a vibrant, changing population by: sustainable cultural and civic investment by: by a favored few. The true innovation vitality by: thriving, public regional of the Music Hall will similarly lie in the ·· Providing a variety of types of spaces ·· Responding to trends in audience ·· Determining and balancing public- that can be utilized by a variety of engagement and cultural consumption private development opportunities center of cultural activity in fact that it is being built to encourage cultural organizations ·· Encouraging a wide variety of arts and ·· Examining design principles, the heart of downtown. It will the citizens of Denver to share in the ·· Identifying strategies that support entertainment activities management, operations, funding, attract diverse audiences, making of music. Such an idea is quite current Resident Companies ·· Broadening uses and fostering an partnerships, and policies celebrate a variety of art different from using the Hall as a device ·· Fostering a spirit of collaboration, environment that is accessible, ·· Adapting to the marketplace: for furthering the remote presentations partnership and joint problem-solving inclusionary and welcoming demographic changes, urban transformation and cultural trends. forms, contribute to the city’s of a musical aristocracy. ·· Considering the needs of arts ·· Creating a welcoming and patron- downtown denver neighborhoods and districts organizations, artists, patrons and friendly experience. economic vitality, enhance cultural workers Denver’s urban fabric, This 1973 sentiment mirrors The Next ·· Working with secondary and post- integrate with neighboring Stage’s vision today and the emphasis secondary institutions that invite and Mayor Michael B. Hancock has placed on embrace all age groups to engage in the amenities, including the cultivating a place at DPAC for all of Denver’s arts. Colorado Convention Center, communities. Revitalize a premier Arts Complex that contributes to an economically thriving and serve as an innovative downtown by: model for sustainable cultural ·· Identifying strategies and uses that and civic investment. strengthen the relationship between existing assets and amenities ·· Enhancing the public realm through Hugh Hardy, FAIA, founding partner of H3 mixed-use development with New and old authentic spaces and experiences, and its predecessor, Hardy Holzman Pfeiffer Buildings, denver union station - lodo active parks, sidewalks, plazas and Associates, designed Boettcher Concert public spaces Hall. He wrote the 1973 program and vision ·· Enhancing the quality, condition, for DPAC and has advised throughout this utilization, amenities and functionality of planning process. While portions of the the facility design were implemented differently than ·· Instilling a strong sense of identity and recommended, the shared belief at the stewardship. time regarding the importance of Denver’s community remains steadfast. Section II, Community, page 8 reads, The specific character of the DPAC will come from its emphasis upon right: use by the largest possible cross- Soundbox, the San Francisco Symphony’s First friday, Denver’s Art District on Santa Fe experimental performance venue and late- night live music series

64 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 65 PUBLIC ENGAGMENT

CONCEPT SKETCH RENDERING, 14TH STREET AND ARAPAHOE. New Mixed-use Development with arts anchor provides an activated street-wall

66 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 67 Public Engagement

Overview of advancing ideas for a newly envisioned 2. Open House #2 June 10, 2015 Ellie Denver Arts & Venues crafted a strong plan Arts Complex. Significant efforts were Caulkins Opera House Grant Chambers to gain broad public input into The Next made to advertise events well in advance Salon Stage process to insure public opinion was and offer frequent engagements within 3. Open House #3 August 7th First Friday heard regarding the future of the Denver diverse settings. At the project’s kickoff on Santa Fe Arts District Performing Arts Complex. Public input was April 9, 2015, a phased planning schedule with corresponding milestones was issued gained through multiple sources including 4. Open House #4 August 12, 2015 Cleo ensuring the study’s (i.e., vision plan’s) the Mayoral appointed Executive Leadership Parker Robinson Dance Team, seven open house meetings, The methodical and predictable progression. Road Show, two public surveys, presence at 5. Open House #5 September 9, 2015 targeted arts events and a project website. King Center Auraria Campus Outreach was instrumental in shaping the plan’s recommendations, drawing 6. Open House #6 October 14, 2015 Ellie Executive Leadership Team on technical expertise, local industry Caulkins Opera House, Chambers Grant standards, contextual parameters, cultural In December 2014 Mayor Michael B. Salon consumption, and community preferences Hancock appointed a diverse group of in Denver and its region. As of November 7. Open House #7 November 12, Ellie community members to an Executive 13, 2015, A&V made 4,250 touch-points Caulkins Opera House, Chambers Grant Leadership Team (ELT). The ELT was and provided thousands of additional Salon Co-Chaired by Tom Gougeon and opportunities to learn about the plan’s Marilee Utter. The ELT was charged evolution through social media, news The open house meetings were publicized with exploring the future of the Denver outlets, and a constant online web-based through multiple channels including: Performing Arts Complex, using public presence. In addition to the robust public ·· Electronic invitations were issued for input, an Urban Design Framework Plan dialogue, the consulting team was in Denver each open house meeting to well over and other due diligence to develop and vet seventeen times in 2015, spending a total 1,500 individuals and organizations. recommendations to create a vision for the of 40 days providing a heightened level of future of DPAC. The Executive Leadership ·· Social media: Facebook posts via exchange with City officials, institutional Denver Arts & Venues (2,331 followers) Team met 14 times in public sessions from representatives, business leaders, and and Denver Performing Arts Complex November 2014 through December 2015. the public. As such, eleven outlets for (5,447 followers) public engagement were utilized and are ·· Press releases issued to Arts, Community Outreach and Engagement summarized below: Entertainment, Culture and General News media outlets in Denver and within Denver Arts & Venues, in partnership with a 120 mile surrounding radius. other city agencies, conducted a multi- Public Meetings and Open Houses pronged community engagement process Denver Arts & Venues hosted a series of In all, more than 450 members of the public to generate a vision for transforming the seven open houses held in various locations took part in these open house meetings. Arts Complex. Dozens of opportunities for throughout the city: Typically, open house meetings included a registration table, food and beverage public information and input were available 1. Open House #1 May 20, 2015 The Stu- “bar”, exhibit gallery, interactive stations, throughout development of the plan ensuring dio Loft, Ellie Caulkins Opera House an open, transparent, and accessible means and a presentation forum. The events were

68 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 69 orchestrated to provide arenas for passive venues, and overall physical planning of ·· Consideration of a new business model Presence at Targeted Arts Events Public Survey and active participation through a series DPAC. Representative groups included: to support diverse uses. Arts & Venues targeted several high traffic Two public surveys were implemented to of large format exhibit panels graphically ·· Learning/Higher Education Guidance was also sought from the Denver events as opportunities to gain public input. assist in informing the vision for the Denver illustrating findings to date, immersive The events were selected based both on Performing Arts Complex. ·· College Students development community at the earliest feedback, and a formal presentation of stages of the vision plan’s conception in high volume of attendees and likely audience 1. Panel Survey: Corona Insights was ·· Millennial (Generation Y) the plan’s progress with open discussion. order to ensure exploration of mixed-use demographics in an attempt to gain hired by the City and County of Denver Following briefings by A&V, ELT ·· Preservation development could realistically align with the feedback from arts stakeholders who may to implement an online survey of ap- representatives, and the consulting team, not attend a public meeting. Informational ·· Public Space private sector marketplace. Each meeting proximately 1,200 Denver Metro area participants were encouraged to disperse was treated as an informal roundtable booths were created for these events with ·· Developers residents with the goal of understand- through the interactive “gallery” exhibits and with representatives from Denver’s top signage, information about The Next Stage ing perceptions and satisfaction with input/feedback stations. ·· Diversity and Outreach development entities along with A&V and staffing from knowledgeable Arts & downtown amenities including DPAC. Venues employees to answer questions/ The latter group was hosted by Councilman Student focus group with pizza - Auraria higher and ELT leadership. Developer focus Extensive survey results are included in education campus groups met on May 4, May 13, June 11, gather input. The Road Show Albus Brooks and several ELT members this report’s appendices. Highlights of and September 10, 2015, including 12 ·· Sesh Fest: This event was selected to Interested stakeholders were identified with a diverse group of stakeholders at the participant feedback are below: Denver-based developers and one national target millennial patrons and likely first including business associations/chambers Cleo Parker Robinson Dance Studio. This - The Related Companies. Related is time attendees at DPAC. of commerce, foundations, individual focus group consisted of fifteen individuals ·· Widespread familiarity with DPAC as currently constructing the country’s largest community members (unaffiliated with who provided feedback regarding cultural ·· Cabaret, Defending the Caveman: This nearly 50% of respondents attended an mixed-use urban development project at groups), cultural organizations, metro area barriers to attendance at DPAC. Participants event was selected to target regular event within the past year. Hudson Yard, New York City anchored by DCPA theater attendees. government organizations and arts providers emphasized several key takeaways that ·· Significant potential for new growth and creative industries and a cultural venue. (performance groups, arts districts, cultural included: ·· Cabaret, CSO Audience Choice: This new audiences with 20% of respondents Development roundtable participants institutions). E-mails were sent to more ·· Need for more diverse activities and event was selected to target traditional never having been and 26% lack interest included: than 120 of these stakeholders requesting organizations at the Arts Complex. arts enthusiasts. in the current offerings. time at events they were hosting to provide ·· Desire for informal and participatory ·· The Nichols Partnership ·· PalletFest: This event was selected to ·· Generally, additions or improvement information to their members/group experiences with new performance and ·· Red Peak Properties target millennial patrons and likely first to the overall experience would have regarding The Next Stage. audience models. time attendees at DPAC. the greatest impact on increasing ·· East West Partners attendance of those between the ages ·· Inclusion of ethnic food, markets, and/or ·· Book of Mormon: This event was ·· Larimer Square Associates selected to target first time theater of 18-24. Focus Groups pop-up booths. ·· Corum Real Estate attendees, a younger audience and Throughout the planning process 24 focus ·· Central clearinghouse of information and diversity and outreach focus group at Cleo 2. Partner Survey: Corona Insights was Parker Robinson Dance regular theater attendees. groups were convened to provide updates mentoring/learning opportunities. ·· Confluent Development retained to create a survey that could be ·· CSO Tchaikovsky & Opera Colorado answered by unlimited members of the on the plan’s development, solicit feedback, ·· Free or lower-cost spaces offered ·· Zeppelin Places and discuss potential partnerships. Input Ellie Anniversary Event: This event public from June 2015 through Septem- at DPAC for emerging artists and ·· Proximity Green was chosen to gain feedback from an from various groups included those from ber 2015. This survey was made avail- community-based organizations. older demographic and traditional arts a wide range of Denver arts and industry ·· McWhinney able via the Denver Arts & Venues’ Next ·· Elimination of fortress and institutional enthusiasts. experts along with demographically oriented ·· Zocalo Community Development Stage website. More than 2,000 people feel with a greater number of smaller ·· Music for the Ages: Part of Hispanic completed the survey. clusters. Several focus groups were held spaces. ·· Economic + Planning Systems, Inc. where millennials, Auraria students, and Heritage Month: This event was targeted to gain a diverse cultural perspective. Website underrepresented communities were asked ·· Freer flow of people throughout the Arts ·· Continuum Partners Complex and surrounding areas. A project website was created and updated to help shape programming, activities, ·· The Related Companies ·· Westword DISH: This event was public ‘roundtable’ at the king center, Auraria selected to target millennial patrons and regularly. This website includes two videos higher education campus likely first time attendees at DPAC. created to provide a quick overview of the

70 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 71 process and ways to provide input; the Newsletter: The Spotlight Arapahoe & 14th, 14th & Curtis, Speer & MIG to further facilitate integration of the videos were viewed more than 600 times. In Spotlight is Arts & Venues’ weekly Colfax, 14th & California Streets. Saturation two studies in the context of the previously addition, the website included information subscriber newsletter that goes out every rates by dates can be found below: completed Urban Design Framework Plan. regarding previous and upcoming meetings, Thursday to over 13,000 subscribers. ·· July: 17,923 plays Results of these workshops are outlined in and information presented at those Information regarding The Next Stage greater detail in the Program and Planning ·· August: 67,987 plays meetings. There were more than 2,500 was posted eleven times in Arts & Venues Approaches Section of this report. page views between January and November Spotlight from May to November. Based ·· September: 31,211 plays 2015. on user preferences, recipients would ·· October: 32,874 plays receive Next Stage coverage if exhibiting Denver Arts & Venues conducted additional In addition to marquees, there was a The an interest in Dance, Music, Theater or studies on and adjacent to the Complex Next Stage informational presence in key Social Media DPAC. that were coordinated with The Next The Next Stage received 43 Facebook posts locations throughout the Arts Complex, Stage process. Each played an important through the following Arts & Venues profiles: including Buell Theatre window and adjacent role in guiding development of the Vision Arts &Venues (2.6K likes), Denver Performing Media Coverage to wayfinding directories at the entrance and Plan providing important information Arts Complex (5.8K likes), Red Rocks Park In order to provide information regarding middle of the galleria. regarding transit, traffic calming, parking, and Amphitheatre (438.4K likes) and Denver The Next Stage process to a much broader infrastructure, programming, and cost public audience Denver Arts & Venues Coliseum (5.1K likes). The Next Stage also Downtown Planning Coordination estimates. Meetings and working sessions targeted local media for informational received 18 Tweets through the following In addition to the robust public outreach were held regularly and included projects stories regarding The Next Stage. Arts & Venues profiles: Arts & Venues highlighted above, there was extensive such as: Informational stories were run by Colorado (15.8K followers) and Red Rocks Park and coordination with ongoing downtown Public Radio three times during 2015 with ·· Stout Street / CCC Light Rail Station Amphitheatre (37.4K followers). planning initiatives. The Next Stage, along Area Plan an extensive line presentation. DPAC with Denver’s Outdoor Downtown and the In addition to generating custom content planning and design efforts were featured ·· Boettcher Concert Hall Programming Mall Experience (16th Street corridor) are for The Next Stage, A&V executed ticket twice in the Denver Post. and Conceptual Estimating three integral parts of Mayor Hancock’s welcome! giveaways through the Arts & Venues ·· 13th Street Improvement Plan at DPAC (Facebook and Twitter), Denver Performing Coverage of The Next Stage was also seen directive to Activate Denver’s Urban Core. Arts Complex (Facebook), Red Rocks Park in national professional architecture and The objective of these coordinated plans ·· Denver Performing Arts Complex what is the next stage? watch these two videos to stay Economic Impact Analysis and Amphitheatre (Facebook and Twitter) planning journals. Architect, the journal is to bring a new vibrancy to Denver’s current on the process and Denver Coliseum (Facebook) profiles of the American Institute of Architects, downtown by activating the cultural, outdoor ·· Denver Theatre District Signage Plan that resulted in 59,858 people reached on featured an article in the July 2015 and mall experiences for those who live, Facebook and 32,235 people on Twitter. edition entitled, “Reimagining the Denver work, and visit the downtown core. Performing Arts Complex” by David Hill. These people were encouraged to fill out Master planning for expansion of the The Next Stage survey. Colorado Convention Center (CCC) was Collectively, The Next Stage garnered On-Site Information at DPAC coordinated in parallel to The Next Stage. 73,878 impressions and received 76 likes The large electronic billboards in and A Steering Committee made up of City and 40 shares on Facebook. The Next around DPAC were programmed with Departmental Heads, A&V leadership, ELT Stage also garnered 43,697 impressions information related to The Next Stage– representatives and CCC representatives and received 49 likes and 60 re-tweets on offering over $20,000 in value for outdoor met monthly with consulting teams for DPAC Twitter. media. Information using digital and print and the Convention Center. Four working media were located at Speer & Arapahoe, sessions were conducted between H3 and FOLLOW THE NEXT STAGE PROGRESS:

a continuous online presence was maintained throughout the next stage process. http://artsandvenuesdenver.com/venues

72 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 73 ANALYSIS

Concept Sketch, The Wedge. views in - views out.

74 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 75 Analysis building creativity Decline in traditional performingYoung arts Adult Participationaudiences Arts and Culture Assessment Forces and Trends in the Arts and At the same time, there are a number of facilities and supporters are increasingly Young Adult Participation Proportion of adults aged 18 to 24 that attended live performance at least once annually The case to re-imagine and re-develop Entertainment Sectors positive trends: able to connect the arts to the core Proportion of adults aged 18 to 24 that attended live performance at least once annually issues and challenges of a community, 20% DPAC starts with the physical condition There are numerous important forces and ·· Communities are embracing a broaderParticipation in the arts by younger adults has been 34.6% Jazz whether that relates to economic 33.3%Classical Music and constraints of current facilities. It then trends impacting the nonprofit performing definition of culture, which means (33 percent, or about 78 million) visited an art 18% trending downwards fordevelopment, over 20 downtownyears across revitalization, all Opera extends to shifting demand and supply arts and entertainment sectors nationwide. going beyond the traditional concept museum or gallery or attended at least one of Musicals 30%16% building creativity disciplines. cultural tourism, workforce development1 Plays issues in the region, the broader forces and These trends are consistent with findings of Western European performing arts and retention, creative place-making or Ballet from IMAGINE 2020, Denver’s cultural plan, to embrace other cultural traditions 14% trends affecting the arts and entertainment Whites attend at nearlymulticulturalism. twice the level of African sectors and the larger economic and and have already affected the demand for and other forms of creative expression 20% 12% community development goals established and use of facilities in the Arts Complex, and that tend to be more inclusive andAmerican and Hispanic adults. Decline in traditional performing arts audiences accessible. by and for the City and County of Denver. will continue to do so looking out into the The next version of the Arts Complex 10% 10% future. First of all, there are several trends ·· There is also tremendous growthT rendin data on attendancecan and should by race respond and to ethnicity these forces has 8% negatively impacting the sustainability of active arts participation, meaning that and trendsthe share in of several adults vis ways:iting art museums or Physical, Programmatic and not been released. The genre in which participation performing arts groups: more people are searching for and galleries or attending crafts fairs or visual 6% Operating challenges by race and ethnicity is most notably trending is jazz. 0% finding ways to express their personal fewer1982 adults1992 are2002 attending2008 virtually2012 all types of performing arts activity, a There are basic physical challenges and 4% creativity, whether that means joiningGreater numbers of non-Whites“The old image and non-Hispanics of a limitations with current facilities, including the ·· Traditional performing arts audiences a choral group, learning how to paint Performingtrend arts events thatincluded: ja haszz; classical beenmusic; opera; musicalapparent and non-musical plthroughays; and several survey cycles. or participating in cultural activitiessaw jazz in 2012 than in 2008. 2% age and inefficiency of equipment systems, are declining in terms of who is theater,upheld the ira ar tpalaces attendanc eof rat es,the and even ballet. These are all activities for which attendance rates have been tracked since 1982. the worn-out condition of several areas in participating and how often they attend. reflecting their heritage. The chan0% ge from 2008 to 2012 is statistically significant at the 90 percent confidence level. showed increases for some activities. And 198282 199292 022002 082008 122012 the Arts Complex, the size and functionality Most troubling is the fact that declining ·· There has been tremendous growth arts that lights up before participation is most apparent amongst more adults, from a variety of demographic Participation in the arts by younger adults has been trending down. of parking facilities, and the sense that of education programs developed and Percentage of U.S. Adults Attending at Least One Benchmark Arts source: nationalPercentag endowmente of U.S. Adu lft orPo ptheula tartsion P a(NEArtici)pating in the Arts, by the Arts Complex looks and feels inactive younger age groups. delivered directly by arts organizations anAcgrotiv itoccasionalyu,ps, by Rweacent a ntod Eththen movici tyevening, i2es00 in8 2012 tha n in Race and Ethnicity 45.0% 2) Although overall attendance rates between Percent of U.S. Adults Who Attended a Performing Arts Activity,Other by Type Percent of U.S. Adults Who Attended a Classical Music Performance, at many points in time with locked doors, ·· There is also increasing competition for and facilities. These programs augment 2008 and 2012 were unchanged for many performance, is gone.” Art Museums/Galleries African American by Age: 2008 and 2012 deserted passageways and inactive retail private sector philanthropy, meaning school-based programs and play a 40.0% (EPercentxcluding of Musical U.S. Adults and N oWhon-Musical Attended Plays ):a 20Performing02, 2008, and Arts 2 0Activity,1Whi2te Webb Management Services types of arts performance, notable shifts spaces. that arts organizations must now work significant role in improving the vibrancy by Type (Excluding Musical and Non-Musical Plays): 2002,2008, 2012Hispanic 35.0% Ballet occurred within demographic subgroups. harder to make the case for support and sustainability of the nonprofit sector. classical music 20022002 20082008 20122012 Current facilities and the resident companies against other important causes like The new1) Arts image atten ofda ncethe rArtsates Complexheld steady is (show ing ·· Despite national downward trend lines, 30.0% Classical music: Adults between 35 and 54 they support are attracting a limited cross- that of a community living room. DPAC’s Non-musical plays 2008 2012 health care (of increasing interest to the the National Endowment for the Arts no statistically signi cant dierence) for the Classical Music yea11.6rs of% age reduce9.3d th%eir attendanc8.8%e. The section of Denver residents and visitors to aging population) and environmental 25.0% fortress-like enclosure should become a all adults 9.3% 8.8% data put Denver significantly ahead of following types of activity between 2008 and oldest adults participated at the highest the Arts Complex, and the experience of sustainability. place that is always open and always active Jazz Musicals 10.8% 7.8% 8.1% its peer cities, with nearly 52 percent 20.0% Age with informal programming. Programmatic levels. those audience members is compromised ·· Finally, there is a major challenge of adults reporting attendance at live Dance Other than Ballet 6.3% 5.2% 5.6% Opera 18-24 6.9% 6.6% by the lack of vibrancy and type of associated with the increasing fragility of performing arts events, above the 15.0% and physical changes (8.8must pe contributercent of all atodu anlts Jazz: Greater numbers of non-whites and Latin, Spanish, or Salsa Music NA 4.9% 5.1% amenities offered in the Arts Complex. In nonprofit arts organizations, due to the national average of 37.4 percent. An atmosphere that is inclusive and welcoming 10.0% Classical Music non-Hispanics (e.g., Asian Americans 25-34 7.0% 7.3% addition, there are a series of challenges for lack of productivity gains over time in the even greater number, 59.2 percent, say to a wideatt enderanged aoft leDenver’sast one e vpopulation.ent in the 201 2 Ballet and3.9 Paci % c Islanders)2.9 w%ent to these2.7% 35-44 8.9% 6.4%** facility users, including the condition and way that art is created. Without those they went to a visual arts event, topping 5.0% Different spaces will permit new activities Opera Jazz perform3.2%ances than2.1 in %2008. In 20122.1%, appropriateness of Boettcher Concert Hall, gains, cost increases are not easily the country’s total of 39 percent. and audiences that complement existing 45-54 10.2% 8.2%** 0.0% African Americans attended jazz at higher the lack of infrastructure for outdoor events mitigated and arts organizations are ·· Finally, it is clear that the arts community Hispanic resident companies’White* (8.1 percenAfrican programst, American* or 19.0 m activatingillionOther* adu lt sthe) NA = This question0.0% was 5not.0% asked10.0% before 152008..0% 20.0% 25.0% 30.0% NA = This question was not asked before 2008.rates than did whites. Jazz attendance was 55-64 11.6% 11.0% and the complicated process by which forced to raise more money each and is doing a much better job at articulating 12-acre site from morning to evening. Every Nosourte: Nonece: ofThe the NEA chan’sg 2012es be tSwurveyeen 2008 of alsoand Publi 2 bu012co Partiayere dstatistically bycip aationn in significant.cr inea these inArts the share of every year in order to sustain operations. the value of the arts to individuals, possible effort should be made (5.6 to pmoreercen t, or 65-74 12.2% 14.0% events and amenities (e.g. alcohol sales) are U.S. immigrants who attended. 2 communities and society. The key aggressively engage audiences, support arranged. 75 and over 9.7% 11.0% here is that local artists, Worganizations,ebb Management Services Inc. more education and outreach efforts and Page 7 (5.1 percent, Source: 2012 Survey of Public Participation in the Arts, National Endowment for the Arts **change is statistically significant at the 95 percent confidence level

(2.7 percent, or 6.3 million adults)

(2.1 percent, or 4.9 million adults) Webb Management Services Inc. Percent of U.S. Adults Who Attended a Jazz Performance, by Race and Page 6 Source: 2012 Survey of Public Participation in the Arts, National Endowment for the Arts 76 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & FoxEth niciTuttlety: Hernandez 2008 and 2 |0 7712

jazz

2008 2012 building creativity Denver has a large creative workforce provide more opportunities for community growth of any metropolitan area in the 918,000 visitors in 2014. First Generation Performing Arts Complexes Snapshot of the Arts in Denver County Region members. The next generation of DPAC country since 2007. Finally, Denver has been touted as the best The creative can provide a larger platform for individuals More than 30% of Denver’s population and city for small businesses, the 2nd best 2013 to express their own creativity and cultural workforce includes more than 20% of the regional population place to launch a startup, the best city for lots of professors, heritage. Operational arrangements should is Hispanic or Latino. And about 10% of female entrepreneurs, the 5th best place for be made to provide affordable access to Denver’s population is Black or African millennial-aged entrepreneurs and the 6th photographers, nonprofit users in parallel with coordination American. Regionally, there are pockets best place for job and career seekers (Patel, designers, musicians that motivates efficient use of space. of immigrant and other ethnically-specific Sujan. “25 Cities Worth Moving to If You Maximization of revenues for both user and and communications groups, including a large Ethiopian Want to Launch a Business.” Entrepreneur professionals. the facility are critical for success. Facility community near Aurora and clusters of 20 August 2015). management organizations must be lean and residents from Nepal, Iraq, Burma and other Together these statistics point to a city While the number of nimble in their staffing, and embracing of nations. technologies that drive operating efficiencies poised to advance further development creative jobs It is also significant that more than 45,000 of creative industries. DPAC is uniquely and economies. Fundamentally, the next decreased between loss students attend public, not-for-profit version of the Arts Complex must be deeply positioned with the Auraria Higher Education music center, 2012W oodruandff 2013, Arts Center engaged and connected to the community, institutions of higher education in downtown Campus to provide the type of amenity-rich los angeles atlanta offering benefits that are understood and Denver. Plus more than 10,000 students cultural enclave that can help fuel innovation industry sales embraced by all. The value proposition of attend various trade and private for-profit and attract top talent. Technologically increased. the Arts Complex must be include driving institutions that have classroom space in rich areas outside of Silicon Valley often economic development, enhancing quality downtown Denver. The Auraria campus, share common traits that include compact Denver receives a of life, and more accurately reflecting the just across Speer Boulevard from DPAC, walkable districts that connect high-growth creative vitality index changing identity and image of the City. is a 150-acre home for Metropolitan State startups with established corporate, rating of 2.52, University of Denver, the Community College artistic, and educational anchors. The gain of Denver and the University of Colorado most successful of these districts include a compared to a 1.00 The Size, Characteristics and Denver, whose College of Arts and Media is dynamic mash-up of business incubators, national average. Potential of Regional Audiences gaining national acclaim. accelerators and co-shared office spaces via The Denver regional population grew by mixed-use housing, office and retail formats. Denver also has a large creative workforce Kennedy center, lincoln center, more than 17% between 2000 and 2010. and has a Creative Vitality Index rating The resulting ecosystem creates a spirit of washington, D.C. new york, ny The City and County is expected to grow of 2.52, compared to a 1.00 national collaboration and opportunities for sharing faster than the region and the rest of the average. Denver is at the forefront of the ideas, mutual investment and open source Webb Management Services Inc. Source: WESTAF Creative Vitality Index Page 25 country between 2015 and 2020. In fact, shared economy, with large communities innovation. source: westaf creative vitality index Denver is the 6th fastest growing city in the of entrepreneurs and communities of start- US and has been for years. ups in sectors like energy, technology and Arts and Entertainment Facilities Denver is also changing. The 2014 Census environmental sustainability. in the Region data suggests that Denver has seen a larger Denver is a growing visitor destination and There are many performing arts facilities in increase in residents with college degrees had a record 13.2M overnight visitors in Denver and the surrounding region, though than any other market in the country. 2011. there are limitations related to the size, Millennials—those between 20 and 34 years functionality, quality and availability of spaces of age—comprise 22% of the overall Denver Denver International Airport (DEN) served a at different capacity levels. denver performing arts complex region and represent the highest millennial record 53.1M passengers in 2012 and the Colorado Convention Center welcomed over

78 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 79 The rationale behind this concept is that the old boundaries among arts, culture and creativity are blurring, particularly in Denver where creativity Five Arts Opportunities is a critical part of technology and entrepreneurship.

The current facility inventory includes 113 An inventory of outdoor performance spaces 1. Shift from an arts complex ·· Denver’s diverse artistic and creative indoor performance spaces, forty-seven of suggests that there is a need for well- expanding presenting program) and Denver to an arts-centered professionals are locally cultivated and which are in Denver. Facility capacities range equipped, mid-size spaces outdoor venues Public Schools’ Denver School of the Arts Neighborhood flourishing from 35 to 5,000 seats, with 71% having a appropriate and available to local arts (potentially seeking a new home for its high ·· Denver’s economic vitality is accelerated capacity of 500 or less. Local churches and groups. school). The first priority for the next version of by arts, culture and creativity. schools were included when they met the DPAC is to change from a set of formal ·· Collective leadership is committed to criteria of hosting four or more performances Cultural and Community arts facilities within a defined boundary high impact results across Denver. each year. The Facility Needs of Artists, to more of a district, where other kinds of Organizations and Educators in Development Goals in Denver The majority of facilities accommodate music development and activity come into the the Region There are a number of active plans and and theatre, but only one-quarter effectively Arts Complex and other kinds of arts and 2. Develop a new music hall and Interviews with mid-size and larger initiatives in Denver relating to cultural accommodate dance and only 16% support entertainment activity and facilities extend rehearsal center as home for organizations confirm the need for a development, but also focused on broader media/multi-media activity well. Just out into the rest of downtown Denver. the Colorado Symphony and better music hall for Denver, smaller than economic and community development over half of facilities are rented to cultural The intention should be to connect the others the current Boettcher Concert Hall, but goals. organizations. Others are dedicated to a Complex to the creativity and vibrancy of supporting a range of musical forms and Within the cultural planning work, there is single user or set of users. Downtown Denver, making the Galleria The largest new component of the Arts traditions. a series of themes important to this work, and large-scale venues a hub with Complex should be a new 1,200+ seat Most have basic lighting and sound Recent surveys by Denver Arts & Venues including the desire to increase utilization spokes that emanate from the current music hall and rehearsal center with equipment. But only a handful have fly have suggested the growing need for of existing facilities, a need to create new Complex. excellent acoustics and functionality dallas cultural district space and orchestra pits, and few include performance spaces between 400 to 1,000 education and outreach opportunities for supporting the Symphony and also a kitchen facilities and/or an on-site café. The rationale behind this concept is that seats. In addition, Denver Theatre District lifelong learning and audience development, diverse range of other musical groups Importantly, only 20% of facilities have high the old boundaries among arts, culture staff note increasing requests for small to the potential for increased collaboration and forms. This hall can and should availability for outside groups. and creativity are blurring, particularly in mid-size performance space, as well as within the sector and the critical importance replace Boettcher Concert Hall, offering of engaging diverse audiences and nurturing Denver where creativity is a critical part of A facility matrix considers the physical rehearsal and program space on the part of technology and entrepreneurship. a better and more intimate experience features and types of activities hosted within many local groups. diverse arts groups in order to improve appropriate in size and form for traditional indoor facilities with capacities of 5,000 access and inclusivity in the arts. Today and tomorrow, culture and and contemporary groups. There is also demand for year-round flexible seats or less in and around Denver. Local creativity must be embedded into the event space. For this and other needed Community planning work has also focused Denver has an array of large capacity facilities include those located within Denver, fabric of Downtown Denver, responding spaces, the focus should be on: low cost of on a set of themes relevant to DPAC, halls, but there is a significant gap at while regional facilities include those found to the goals set in other downtown plans access, flexibility, a solid layer of technology including the importance of growing and this capacity and quality level to support within a 30-mile radius of DPAC. The matrix and IMAGINE 2020: support and expanded food and beverage activating public space, downtown City professional groups and educational shows the quality of facilities (based on a ·· Arts, culture and creativity are fully opportunities for audiences and users. parks for envents, creating a more livable programs. rating from 1 to 4) on the vertical axis to the downtown, nurturing and celebrating integrated into daily life, work and play in capacities of local and regional performance There is additional demand coming from diversity, and promoting walkability and Denver. The rehearsal center’s spaces may spaces on the horizontal axis. The analysis schools and colleges interested in bringing alternative transportation. ·· Arts, culture and creativity are amplified include two main halls, a chamber suggests a number of capacity and quality students and teaching programs to the next in Denver – and amplify the city to the ensemble room, green room, practice gaps in the inventory – for small facilities version of the Arts Complex. This includes world. rooms, learning/media studio, lounge, music library, offices, and instrument (approximately 100 seats), mid-size spaces CU Denver’s College of Arts + Media, Program Opportunities ·· Arts, culture and creativity are truly new world center, miami, FL storage. Dedicated rehearsal space will (approximately 500 seats) and larger spaces Metro State University (considering forming The state of the Arts Complex, the current inclusive and accessible for all. a new College of the Arts), University of allow for greater utilization of the new that might support the groups not able to fill situation in Denver and the trends observed ·· Exposure, appreciation and participation Denver (seeking new venues to support its music hall. larger spaces like the Buell and the Ellie. in other markets strongly suggest five arts in arts, culture and creativity span our opportunities: lifetimes.

80 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 81 3. Bring a strong educational These additional facilities will respond focus to the arts Complex to a growing orientation on the part of producers and the public toward festivals There is a significant opportunity and community events and will allow to establish the Arts Complex as a DPAC to better attract and serve Denver’s center for arts education and lifelong diverse arts community and audiences, learning, where people of all ages and support new and innovative and backgrounds come together to programming actively participate in the arts. This education focus starts with physical and programmatic connections to the 5. Attract artists and creative Auraria Campus, but should also include workers a stronger connection with Denver Public Schools and particularly the development Finally, the next version of the Arts of a new home for Denver School of the Complex should include programming, Arts (High School) and other potential rehearsal and other creative spaces for educational partners, bringing many artists and creative workers, with studios, additional uses and users to the Arts rehearsal and other collaborative facilities. images above: Booker T. Washington High School Cleo Parker Robinson, for the Performing and Visual Arts, Dallas, TX denver, co Complex throughout the day. The presence of these artists and creative This recommendation suggests the need workers will enliven the Complex around for studios, labs and flexible spaces for the clock, bringing additional activity and artists and arts organizations to teach, vibrancy to the downtown. develop and deliver programming, plus the addition of digital media facilities to support training and programming related to the intersection of the arts and technology.

4. Support emerging disciplines and organizations

The next version of the Arts Complex should include facilities and infrastructure to support emerging arts disciplines and Denver’s broader set of arts groups and artists including a 500+ seat multi- disciplinary venue, an additional 100+ images above: Booker T. Washington High School Creative [performance art] Incubator, Pratt Institute Brooklyn Fashion and Design Accelerator, seat flexible performance space, plus for the Performing and Visual Arts, Dallas, TX detroit, mi brooklyn, ny indoor and outdoor places for temporary, informal and pop-up programming.

82 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 83 5,282,670 On-site Metrics 3,625,120 4,082,670 Site Use + Coverage 2,425,120

Planning and Urban Design Analysis Area Coverage Percent of Uses A In parallel with the Arts Assessment, a On-site Metrics and Conditions the arts assessment findings, and visual B comprehensive urban planning and design Of the 12-acres (522,720 square feet) 36% inspection, it was concluded that significant E C analysis was completed. Site (Arts Complex) of the area is covered with arts facilities, deficiencies challenge the future success D and programmatic conditions were assessed 2% for the 1245 Champa building, 24% in of DPAC. Experiential issues, inadequate A E in tandem to better understand the physical parking garage, and approximately 35% in infrastructure, seat counts misaligned D G B F changes required to implement the arts open space including Sculpture Park and with current market demand, incongruous G program opportunity recommendations. the Galleria. The remainder of the site is circulation patterns, poor visual connections C The Arts Complex consists of twelve-acres covered by the 13th Street public right-of- and arduous arrival sequences all contribute H H (522,720 square feet) of contiguous area way (see land coverage matrix). Building to overall deficiencies. The configuration of F bounded by 14th Street to the east; Speer footprints of the performance venues are the Arts Complex as an urban renewal infill sf acres % Boulevard on the west; Arapahoe Street nearly equal in size, each accounting for project was intended for a “safe” inward to the north; and Champa Street along the approximately 9.5% of the Arts Complex’s focus. Its fortress-like configuration limits Area Colorado southern edge. DPAC’s site is the equivalent area, with the exception of Boettcher connectivity to surrounding environs and Convention Center A of four downtown blocks bisected at-grade Concert Hall accounting for +/-7.5% of land isolates activity within the Arts Complex. (CCC) B level by 13th Street below the elevated area. Implementation of recommendations from C galleria level. Dimensionally the Arts The total development area is 1.66 million the arts and culture assessment in support D Complex is approximately 900’ from 14th square feet on multiple levels. Of this of The Next Stage vision statement and E Street to Speer Boulevard and 580’ between total building area, 678,000 square feet accompanying objectives will require Arapahoe and Champa Streets. is devoted to parking or 41% of all uses. changes to both the quantity and quality F At the terminus of Curtis Street and 14th Retail and restaurant spaces account for of space. Existing and planned spaces Streets the galleria forms an iconic glass approximately 17,500 square feet of building should be aligned with their intended uses - G covered atrium stretching approximately uses at a mere 1%. The Ellie Caulkins Opera optimizing technical, spatial, utilization, and H 600’ and connecting the four performance House venues are the largest building by visual attributes. The scope of this Vision 23 1,657,550 venues. At each end of the galleria are main area totaling 234,000 square feet, followed Plan is not intended to include a technical pedestrian entryways providing access to by the Buell Theatre with 204,000 square facilities assessment or detailed feasibility the entire four-block Complex. In addition to feet. Together the two account for 5,100 study. the two main pedestrian entryways, DPAC performance seats of the Complex’s existing Quantity of Space has parking garage ingress and egress on 9,483. Denver Center for Performing Arts’ There is a building area deficit in the range Arapahoe and the 13th Street underpass. (DCPA) Bonfils Theatre Complex houses the of 350,000 square feet to accommodate the Secondary pedestrian access points are greatest number of performance spaces with proposed arts and cultural uses. In addition, aligned with 13th Street via a pedestrian four stages and 1,558 seats. DCPA has an an increased amount of space is needed bridge at Champa Street and an exterior additional 213 seats in the Garner Galleria to introduce complementary activity at stair along the Bonfils Theatre Complex Theatre offering cabaret performances street and galleria levels including retail and fronting Arapahoe Street. The remaining directly off the midpoint of the Galleria. food and beverage related opportunities. periphery of DPAC consist of “blank” street- As noted in the Introduction section Introduction of a mix of uses reflective of a level walls punctuated with two back-of- of this report, the Arts Complex was typical vibrant downtown Denver block will house truck docks. Exceptions include two constructed in the 1970’s as an urban require a significant increase in the overall retail frontages facing 14th Street and a renewal project. Based on review of quantity of space without degradation of portion of the Galleria and an entry for The previous studies, the metrics noted above, existing on-site uses. Studio Loft facing 14th Street. Robert and Judi Newman Center for Theatre galleria iconic glass canopy champa street, dpac (left) and the colorado Education (Left), arapahoe street, dpac (right) convention center (right)

84 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 85 panarama, the speer boulevard edge at arapahoe street

Contrarily, facilities such as Boettcher Galleria is a vertical parking garage surface Between the massive six-level parking Concert Hall are too large with regard to area (facade) of 29,400 square feet. At garage and eight performance venues seat count and acoustical volume. While pedestrian level a total of 21,000 square feet is a maze of confusing wayfinding and a on-site parking counts are adequate to in performance venue walls (vertical surface confusing series of box offices. serve existing uses, the saturation of all area) line the circulation spine - all inactive 1,700 spaces located in one garage at except during performances. Of this 50,400 the northeast corner of the Arts Complex square feet of building facade area 2,800 DPAC Periphery is problematic. The saturation of the total square feet offers active pedestrian level A total of 3,278 linear feet make up the parking supply causes inefficient ingress/ uses such as the Backstage Cafe, Limelight peripheral edge of the Arts Complex - the egress. Different distribution of parking restaurant, Epernay lounge, and Bonfils cafe. interface with downtown and the Auraria arapahoe and 14th streets, arapahoe street garage Denver Theatre District / Campus across Speer Boulevard. Over four seasons (left) entrance ccc light rail station would better serve visitors dependent on The interior of the space and the entire Arts the length of this .60 mile stretch of ease of access and ameliorate the visual Comlex is largely dominated by the 1,700- street frontage there is one entrance to a impact of a massive garage at the corner of space parking garage. A July 2015 article performance venue, the Jones Theatre, 14th and Arapahoe Streets. in Architect entitled “Reimagining the Denver and two food/retail entrances. The 1245 Performing Arts Complex” points to Paul Champa building offers one entrance to Complete Goldberger’s 1979 writing in The New York Quality of Experience start-up uses and the Studio Loft entrance Times when he referred to the Arts Complex Despite every effort by A&V and its on 14th Street to upper level event space. placemaking as “stunning” and “remarkably ambitious.” resident companies to overcome DPAC’s The remaining building fronts consist However, Goldberger observerd a major physical constraints with new program of blank walls, parking access, service pedestrian entry ramp to the level 5 elevator/stair, dpac champa street between design flaw: requires a initiatives, facility maintenance, and building loading docks, or emergency egress exits. Helen Bonfils Theatre Complex garage dpac and the ccc renovations, there are serious experiential “The emphasis on the Sculpture Garden’s 774’ Speer Boulevard dynamic “street deficiencies throughout. Criteria in edge has no edge condition or active measuring quality include the visual, aural, automobile makes it hard programming. to seat” journey. and spatial. Above all, vibrancy or levels of activity is an important measure of to tie the center to what successful urban places. Put simply, people little pedestrian activity are attracted to other people and activity begets more activity. Today, the majority does in fact exist in Denver. of activity comes from evening patrons There will be shops on the attending performances. The facility is not galleria level elevator/stairs stairs from parking garage 13th and champa streets, ground floor of the garage, to parking leading to galleria level pedestrian bridge between an organic part of downtown Denver’s daily dpac and ccc life. but since the Galleria- Plaza is one level above DPAC Interior grade, there is not much The DPAC interior space is organized along the 600’ Galleria open-air atrium with relationship to the rest of a 60’ wide opening facing 14th Street. The the city.” opening does not center on Curtis Street. Along the interior northern edge of the Ellie Caulkins Opera House boettcher concert hall The Space Theatre at the helen Bonfils theatre complex

86 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 87 Overall Buildings and/or Temporary Structures and consists of lawn not intended for high A variety of spaces, services, and There are no existing facilities to support traffic use. Poor drainage conditions further experiences are required to successfully passive, active, or park supporting constrain use after precipitation. support a wide range of visitors at DPAC. uses. Storage, performance venue(s), Depending on climate conditions, greens The overlay of connections between shading devices, restrooms, ticketing/ intended for events or festivals with high activities helps shape place. Existing use event management, trash/recycling would traffic may be planted with rye/fescue/ patterns of the Arts Complex suggest a all benefit from permanent park-related bluegrass mix. Lawns of this nature need disjointedness in this circuitry of a quality structures. to be closed at regular intervals for aeration, experience. Complete place making fertilization, or protection during wet requires a dynamic “street to seat” journey. weather. DPAC’s visitors are limited with regards to: Infrastructure Electronic, physical, and support infrastructure can be greatly improved and Zoning ·· Providing a series of experiences and/or made more readily availalable to support All of DPAC’s campus, excluding the 2.5 stimuli park activity related to DPAC. Such utilities acres of designated parkland, is zoned D-TD ·· Providing multiple ways to arrive/depart as lighting, media (screens and otherwise), (Downtown Theater District) under Article ·· Including multiple reasons for visitors power, plumbing, sound, communications, 8, Downtown Neighborhood Context, of to spend time (i.e., before, after, and/or lawn irrigation (appropriate for event use), the Denver Zoning Code. D-TD is defined independent of a performance) and temporary structure “pads” or tie-downs in the code as a district specific to an area ·· Infilling vibrant passageways and Arts are can be enhanced. in the Central Business District associated Complex edges with the DPAC. The intent of the zoning is to enable “over-scale, lively, and dynamic ·· Supporting a diverse range of Open Space businesses and/or visitors billboards and signage to promote Denver’s Open space or “park” is a broad category of preeminent entertainment district.” This 9.5- ·· Looking beyond the DPAC’s 12-acre land use that ranges widely in application. acre area stretches eastward of Sculpture confines Successful open space requires design Park extending to the Complex’s 14th Street ·· Integrating with Downtown and the based on specificity of needs. Sculpture edge and includes an Urban Overlay District Complex’s immediate environs Park’s total designated parkland area is 2.5 1 (UO-1) designation limiting height to 200’. acres (108,900 square feet / SF) with an As-of-right (permissible under current code) Suitability of Sculpture park additional .39 acres (17,000 SF) currently development is granted up to a floor area In concert with the right quantity and quality being used for park-related use. The total ratio (FAR) of 10.0 and permits transfer of of space, a good experience requires the combined area is approximately 3 acres development rights to adjacent parcels. type of space suitable or appropriate for its (130,680 SF) of which 12,700 SF, or 10%, Premiums or zoning bonuses are given for particular use. Sculpture Park for example, is hardscape paving surfaces. Other zones inclusion of historic rehabilitation projects, is not designed to accommodate outdoor include a 4,200 SF ornamental area, a transit related activities, educational uses performances, large events or festivals, 20,000 SF portion with a bosque of trees (K-12), housing, and the provision of food passive recreation, and activities intended spaced 30’ on-center, and a 500 SF circular and/or markets. for daily use. Spatial organization and base for the Dancers sculpture. The physical changes are required to improve remaining unobstructed and contiguous DPAC’s outdoor experience. park area totals approximately 19,000 SF

88 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 89 0’ 75’ 300’ 600’ 13 May 2015 Size and Scale

Site Metrics and Capacity DPAC Site Compared to ...... On-site Metrics ScaleÊComparisonsÊ DPAC CoorsÊFieldÊ 0’ 75’ 300’ 600’ 13 May 2015 - 12 acres SizeE and Scale  Colorad Con-  vention Center A - 28 acres Site MetricsB and Capacity DPAC Site Compared to ...... DPAC D Superblock On-site Metrics G DPAC + CCC ScaleÊComparisonsÊ DPAC CoorsÊFieldÊ C - 43- 12 acres acres H E  - 13Colorad typical Con blocks-  F - 2vention Primary Center uses A Silver- 28 acres Triangle As-of-right, the 9.5-acres zoned D-TD may the architect’s International Style designs. Care should be taken in making D B Superblock CCC G 36 acres be developed up to 4,138,200 square feet Historic Denver has reviewed The Next comparisons of this nature, as each 5-MinuteDPAC + CCC Walk C - 43 acres of building area. Currently developed uses Stage planning process and expressed reference project encompasses its H - 125- 13 typicalacres blocks represent 1,657,550 square feet of the their interest in the building remaining as a own unique context, building program, F - 2 Primary uses OnSilver-site Triangle Metrics On-site Metrics 5,282,670Ê ScaleÊComparisonsÊ ScaleÊComparisonsÊ available 10.0 FAR density. The site has a significant structure. community preferences, and economic On-site Metrics 36 acres 3,625,120Ê CherryÊCreekÊÊ PearlÊStreetÊMallÊ remaining capacity of 2,480,650 square feet conditions. However,4,082,670Ê such comparisons SiteÊUseÊ+ÊCoverageÊ 5-Minute Walk 2,425,120Ê or 60% remaining. in combination with as-of-right zoning - 125 acres    Size and Scale capacity, and analysis completed throughout On -site Metrics On-site Metrics Sculpture Park is within an OS-A (Open 5,282,670Ê On-site Metrics  ScaleÊComparisonsÊ ScaleÊComparisons Ê In addition to remaining as-of-right capacity, this vision planning process suggest3,625,120Ê DPAC CherryÊCreekÊÊ DPAC PearlÊStreetÊMallÊ Space) and UO-1 (Urban Overlay) and no 4,082,670Ê SiteÊUseÊ+ÊCoverageÊ   a scaled overlay of notable local and national considerable site capabilities for 2,425,120additionalÊ     commercial development is permitted. New projects of similar land coverage suggests     buildings and structures must support park- new construction.    the Arts Complex could accommodate ÊÊ   related uses.   more development activity. Six large-scale     projects were overlaid and matched in scale CCC  CCC ÊÊ 1245 CHAMPA with DPAC’s boundaries. The exercise left: sfÊ acresÊ %Ê In 1940, architect G. Meredith Musick demonstrated the aptness for the 12.5-acre 1245 champa designed the Denver Police Department Arts Complex to yield greater economic and/ street On-site Metrics SiteÊUseÊ+ÊCoverageÊ Headquarters with funding from the Public or development output than currently being sfÊ acresÊ %Ê On-site Metrics On-site Metrics ScaleÊComparisonsÊ ScaleÊComparisonsÊ Works Administration. The “International utilized. The six scaled overlay comparisons On-site Metrics BAM Cultural District SonyÊCenter,ÊBerlinÊ SiteÊUseÊ+ÊCoverageÊ On-site Metrics On-site Metrics Style” building is typically referred as 1245 were: ÊÊ ÊÊ ScaleÊComparisonsÊ ScaleÊComparisonsÊ BAM Cultural District SonyÊCenter,ÊBerlinÊ Champa and currently houses administrative 1. Coors Field with 50,000 seats ÊÊ ÊÊ offices for the Colorado Symphony ÊÊ ÊÊ ÊÊ ÊÊ DPAC DPAC ÊÊ ÊÊ ÊÊ ÊÊ Orchestra and the a 20,000 square foot 2. Cherry Creek Shopping Center with 165 ÊÊ ÊÊ ÊÊ ÊÊ entrepreneurial incubator, The Commons shops and annual revenue33Ê of $565 mil- 1,657,550Ê left: 1,657,550Ê 33Ê on Champa. Founded by the Downtown lion Buell Theatre, 1,657,550Ê 1,657,550Ê Denver Partnership with the City of Denver originally the 5,282,670Ê Denver Municipal 3,625,120Ê 5,282,670Ê and the Colorado Technology Association, 3. Pearl Street Mall, an 8-block Downtown 4,082,670Ê CCC Auditorium 3,625,120Ê 2,425,120Ê 4,082,670Ê CCC the facility offers a public campus to support Boulder anchor Annex 2,425,120Ê startups across all industries. 4. Brooklyn Academy of Music (BAM) Cul- On-site MetricsOn-site Metrics 1245 Champa is not on a local or national tural District with 400,000 square feet of 34Ê 34Ê ZoningÊ ZoningÊ registry of historic buildings, but may cultural facilities and $10 billion in private be deemed to contribute to the City’s investment     Takeaways Denver Union  Takeaways Denver Union architectural heritage. However, major   Site Covered by Parking 22% Station alterations were made to the building 5. Sony Center, Berlin Germany, with an  Site Covered by Parking 22% Station in 1982 with the addition of a fifth level output of 728,000 SF of office space,  Site Open / Park 39% 13 buildings   Site Open / Park 39% 13 buildings green room and flexible studio space. The 405,000 SF of retail uses, and 200,000   Site area with buildings 39% totaling over neighboring Buell Theatre was designed SF in residential development and an   Site areaTotal with Building buildings Area 39%1,657,000 square feet 4,000,000totaling over   by Musick one year later and together are international film forum.  Total BuildingRemaining Area Capacity 1,657,0002,425,000 square SF feet square4,000,000 feet.   a uniquely positioned as representations of  RemainingMaximum Capacity Capacity 2,425,0003,625,000 SF SF square feet.  Maximum Capacity 3,625,000 SF 30Ê

30Ê

90 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 91 On-site DevelopmentNearby Development Land Use 14th Street to Champa Street; Champa Downtown Area Plan Future Opportunity Sites There are two predominate land uses Street to the 16th Street Mall. The DTD is Downtown Denver Partnership covering the 43-acres occupied by the a not-for-profit 501(c)(3) created to enhance DRAFT Development Opportunities Yield Matrix (For discussion purposes only) Denver Performing Arts Complex and the downtown Denver through public art SiteSite DDescriptionescription SSFF AcresAcres CCapacity*apacity* NNotesotes On-Site LODO 0’ 75’ 300’ 600’ Shea Colorado Convention Center (CCC) - arts investment, city and regional art and cultural 1 1 Parking Garage A 53,200 1.22 532,000 14th/Arapahoe Properties 13 May 2015 Lawrence (999 17th St.) 2 2 Parking Garage B 52,300 1.20 523,000 Arapahoe Arapahoe and conventions. Ancillary uses include promotions. Within walking distance of over 3 Parking Garage A-B 105,500 2.42 1,055,000 Both garages Larimer 3 Curtis LODO 17th four retail establishments serving food and 5,200 hotel rooms, the District is midpoint 4 4 Boettcher Concert Hall 38,052 0.87 380,520 Assumes new facility 5 5 Champa - Sculpture Park Site 15,000 0.34 150,000 Not within park area 0’3275’ 300’ 600’ a total of 2,700-plus parking spaces. CCC between the Civic Center to the southeast 6 6 Sculpture Park 89,984 2.07 899,840 Assumes relocation 13 May 2015 27 Lawrence Arapahoe 7 7 Buell Back-of-house 21,336 0.49 21,336 Fronting Champa/13th activity peaks during daytime and DPAC and the vibrant emerging Central Platte 1401 Larimer Chamoa 8 8 1245 Champa Street 10,600 0.24 106,000 Lawrence Hines 26 Curtis (o ce) 17th activity typically peaks from 6-10:00PM. Valley neighborhood. 8 9 13th Street Right-of-way 16,700 0.38 167,000 Above r.o.w.. 16th 1010 Public Space (galleria + walks) 185,000 4.25 0 No dev. Assumed 32 Stout The exclusions of mixture of uses throughout Park Av Superblock 587,672587,672 13.4913.49 3,834,6963,834,696 OOn-siten-site 27 As downtown Denver evolves, DPAC will enue 1111 Champa Street Right-of-way 66,113 1.52 661,130 28 Commons 33 Chamoa this 14-block equivalent poses a challenge Park 1212 Convention Center Speer Street Frontage 68,170 1.56 681,700 be located at the City’s geographic center. 26 1313 Convention Center 14th Street Frontage 50,465 1.16 504,650 for enlivening the area, diversifying its visitor 15th 16th Ballpark/ 14 Convention Center Overbuild North 239,816 5.51 719,448 TBD The eventual build-out of land-banked Denver 14 Arapahoe California Union Square 29 Stout base, and increasing its economic vitality. Station 1515 Convention Center South 101,258 2.32 303,774 TBD E 01 Lower surface parking lots between the Sports Downtown 15b Larimer 15b CCC Bellco Theatre Overbuild "Site" 92,000 2.11 276,000 Overbuild Cap. TBD Mixed-Use 16 03 28 With the goal of better connecting this large District Business 15c15c Fire Station 60,000 1.38 600,000 Opportunity 33 Authority Field at Mile High and the Pepsi District 02 Welton tract of impenetrable land holdings with a 1616 1152 W. 13th Avenue (DCPA Triangle) 25,263 0.58 252,630 13th 703,085703,085 16.1416.14 3,999,3323,999,332 SSuperblockuperblock A 14th Center will help solidify the notion of DPAC Sphere of Influence DP 15th Theatre 30 District Speer Boulevard Sites 10 wider range of land uses, three questions B 23 California anchoring the center of Denver in the 1717 Speer Boulevard - Auraria 103,931 2.39 415,724 D G 29 Auraria Visitor E 01 District 22 were posed: 17b 09 07 Glenarm coming twenty years. Neighborhoods within 17b Speer Boulevard - Auraria 37,000 0.85 148,000 1818 Speer Boulevard Realignment 75,240 1.73 752,400 16 03 Le Meridien Civic 04 AC Hotels Center Silver Triangle Sites 216,171 4.96 1,316,124 13 a 1.5 mile radius of downtown Denver house Station 02 24 Welton Colfax Avenue 1919 Emily Griffith School 100,000 2.30 1,000,000 08 13th Civic C Center Auraria A 14th approximately 73,000 residents - up 15% 2020 Parking Lot on 500-598 12th Street 23,640 0.54 236,400 DP Tremont ·· What mix of uses would be a good “fit” 25 06 H 30 21 1300-1398 Welton Street (southwest) 51,000 1.17 510,000 10 Speer Boule 18 S 23 o 18 B over the past five years. The Theatre District u t 11 for the identified parcels? h Theatre District Sites 174,640 4.01 1,746,400 D CC P Lincoln F 05

l

a tte Park 22 vard

R 22 15th Street bet. Welton & California 74,681 1.71 746,810 14 07 Glenarm i 22 09 and DPAC are at the center of growing v e 17 r G ·· How can the parcels and new uses be 2323 1417 Stout Street (14th & Stout) 29,640 0.68 296,400 Court 04 activity with nearly 10,000 of those residents Broadway 2424 1417 California Street (14th & California) 22,000 0.51 220,000 better connected to adjacent areas? 13 24 2525 1401-1499 Glenarm Place 36,871 0.85 368,710 25 living within a 10-minute walk, over 400,000 SS 08 2626 Federal Reserve Parking Deck (15th Street) 34,317 0.79 343,170 Auraria C ·· What can the city do to encourage 12 Tremont annual Convention Center delegates next 2727 Federal Reserve Building (Center) 51,600 1.18 516,000 06 H 2828 15th & Champa (northeast) 17,000 0.39 170,000 unique and sustainable development 18 11 21 door, and approximately 750,000 patrons 2929 15th & Stout (northeast) 17,000 0.39 170,000 17b Speer Boulevard F 05 CC patterns? 30 15th & Stout (southwest) 18,000 0.41 180,000 14 attending performance and events at the 30 17 15 C he 3131 13th & Glenarm (southeast) 47,500 1.09 475,000 Court rry Strategy Framework C 11 re ek 3232 14th & Larimer (Old City Hall sites) 60,500 1.39 605,000 Complex itself. With an extremely high dowtown has become enlivened with a Hyatt 3333 Lawrence and Speer (City-owned parcel) 41,000 0.94 410,000 Place 25 Planning Context creativity index (as defined in the market popoulation of 70,000 residents, but its mid-section 290,109 6.66 2,901,090 15b SS assessment above), growing emphasis on (showremains void of 24-7 life. 680,920 15.63 5,963,614 Sphere of Infl. 1912 31 The Arts Complex is uniquely positioned at Opportunity Development Yields 1,971,677 45.26 13,797,642 Total 12th Silver creative industries, and one of the country’s 21 Civic the center of four Downtown neighborhood 28 Components 15c Triangle 17b Speer20 Boulevard Center fastest growing and most highly-educated DPDP DPAC 528,267 12.13 cores: Cultural, Commercial, LoDo, and the CCCC CCC 1,248,245 28.66 West Colfax Avenue 15 Auraria Higher Education Campus. More millennial populations, the Arts Complex SSSS Superblock 1,870,225 42.93 has an opportunity to serve as “central” to 3,646,737 83.72 specifically, it anchors the 16-block Denver sf acres Denver’s future - a next new neighborhood. 15b Theatre District (DTD), which extends from DPAC Building Footprints Area Coverage Percent of Uses 19 31 the 16th Street Mall and Arapahoe Street AA Ellie Caulkins Opera House 51,000 1.17 9.65% 12th BB Buell Theatre 52,000 1.19 9.84% Silver Civic 36.70% 15c to Speer Boulevard; Speer Boulevard to CC Boettcher Concert Hall 40,400 0.93 7.65% 20 Triangle Center DD Helen Bonfils Theatre Complex 50,500 1.16 9.56% Welton Street; Welton Street to 14th Street; EE Parking Garage 114,000 2.62 21.58% West Colfax Avenue F Sculpture Garden 120,000 2.75 22.72% F 39.63% GG Galleria 89,350 2.05 16.91% HH 1245 Champa Street 11,000 0.25 2.08% Total 517,250 12.13 100.00% sf acres %

Existing Development Area Area A2 Ellie Caulkins Opera House 234,000 B2 Buell Theatre 204,000 C2 Boettcher Concert Hall 118,400 92 | The Next Stage, The Future of Denver’s Performing Arts Complex D2 Helen Bonfils Theatre Complex 160,300 H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 93 E2 Parking Garage 678,000 Retail 17,500 F2 Sculpture Garden 120,000 G2 Galleria 89,350 H2 1245 Champa Street 36,000 Total 1,657,550 As-of-right @ FAR 10.0 (A) 5,282,670 Including Sculpture Park Remaining Capacity 3,625,120 As-of-right @ FAR 10.0 (B) 4,082,670 Excluding Park Remaining Capacity 2,425,120 Strategies for Change

Strategies for transforming the Denver center for the City’s creative and economic ·· Parcel ‘B’ is located at the southeastern DPAC via a new Sculpture Park. Performing Arts Complex were developed life. Expectations are for greater shared corner of 13th and Arapahoe Streets ·· Forty “soft-sites” within the Theatre based on information gathered from resources on and off-site, as thinking is and is currently occupied by one-half of 7 5 3 District and DPAC’s sphere totaling Forces + Renew Program Development community input, work of the ELT, A&V shifted away from an arts center to an the parking garage housing 850 spaces. +/-5,000,000 square feet of potential Trends EXPERIENCE Opportun# ities Strategies leadership, the arts and culture assessment, arts-centered neighborhood. Within an ·· Parcel ‘C’ is located adjacent to the development capacity. best practices, and a comprehensive approximate five-minute walking radius or 1245 Champa Street building (former Together these areas represent a substantial DENVER Themes Physical Space Planning planning analysis. Three strategies for 125-acre area, there are valuable assets Police Headquarters) and includes the 3 development capacity for a renewed Arts +4,000 District Arts + Culture Approaches repositioning DPAC and implementing that are to be deployed together to leverage Boettcher Concert Hall site. Plans Touch- Mid-size Music Hall Public Space Complex to accelerate desired change with Blend the opportunity programs outlined in the transformative effects. recommend removal of the Concert points Education Focus Commercial favorable economic results. CONNECTIONS Adjacencies assessment’s recommendations are: Hall and construction of a new 1,200 Emerging Orgs. Capacity The City can utilize prime downtown land to 1,500-seat music hall on parcel Attract Creatives Analysis Catalytic Initiatives 1.1. Change the physical space by creat- to create a new neighborhood, sustain ‘A’ described in greater detail on the 3 Revitalizing DPAC Activities Near Term + Sequenced P3’s Site ing a new mix of activities that include important city assets and grow DPAC as an following pages. 163-acre Leverage Sites + Land Value Plan Schemes arts+culture, public space, educational important economic engine for downtown. The process has revealed that revitalizing Planning No “one-o ’s” Sequence Site ‘D’, Sculpture Park consisting of 2.5 Denver’s access/opportunities, and commercial Results from the study suggest that DPAC can address changes in cultural Analysis Venues Assumptions acres of dedicated parkland and 17,000 Next New Digital Space Concepts land use. Introduce new and improved significant soft sites (development parcels consumption while having a significant Neighborhood square feet of adjacent DPAC land currently Public Workshop 1-2 Public Workshop 3-4 Public Workshop 5 Public Workshop 6-7 broader impact. This is a unique opportunity connections between buildings, infra- susceptible to change) are within a close used as open space. The Sculpture Park to strengthen the City’s reputation as the structure, and open spaces. proximity to the Arts Complex. Preliminary offers an opportunity to improve the Speer creative capital of the Rocky Mountain West. calculations indicate an upwards as-of-right Boulevard edge with improved public 2.2. Identify catalytic development initiatives Findings, in addition to the arts assessment, left: zoning capacity of 6,000,000 square feet park facilities with accompanying support 4 opportunity sites for nearer and longer term sequenced have shown that Denver’s cultural within a five-minute walk of DPAC. Four spaces and a ceremonial gateway to DPAC. identified on the 12-acre public-private partnerships. Nearer-term land areas or parcels were identified within consumption is trending toward a more arts complex totaling Upwards of 200,000 square feet of new 170,000 SF with over 2m opportunities include enhanced activa- organic lifestyle. Patterns of behavior are Arapahoe Street DPAC as high-value public assets critical parking facilities could be located below SF of new development tion of existing facilities and open spaces less compartmentalized, with new audiences to addressing physical, programmatic, and an elevated park offering better distribution potential. Sculpture throughout the Complex. economic conditions necessary to fulfill The attracted to a “mash-up” of activities. park - Site ‘D’ to become a of parking spaces across the 12-acre Arts destination park. Next Stage vision and plan objectives. An Improved community cultivation requires 3.3. Create a new digital identity for the Arts Complex and improved vehicular access for B A overview of public and private landholdings that programs and facilities for existing A. 50,000 SF Complex that is integrated with the Col- DPAC and the Colorado Convention Center. is below: patrons are improved and new spaces be B. 50,000 SF orado Convention Center and the entire Nearby provided to respond to Denver’s changing dpac curtis Street C. 78,000 SF / 46,000 Site’s labeled ‘A’ through ‘C’ totaling excluding 1245 Champa Theatre District’s information technology demographics and patterns of participation 178,000 square feet with upwards of ·· Five-acres of vacant land immediately d. 120,000 sf backbone. in cultural activity. 2 million square feet total development adjacent to the Arts Complex. D C Improving physical and programmatic capacity. ·· Potential of up to 2,000,000 square Speer boulevard connections beyond DPAC’s boundaries feet development capacity of City ·· Parcel ‘A’ is located at 14th and owned property on the CCC superblock 14th S treet is an integral part of the three-pronged Arapahoe Streets and is currently As such, The Next Stage strategy. It is envisioned that by harnessing including the public safety building site. champa Street occupied by one-half of the parking Of that potential capacity +/-175,000 has been conceived as a nearby commercial, civic, and institutional garage housing 850 spaces. The square feet is under implementation for colorado convention center assets, neighborhood-wide growth will be new downtown intersection phased demolition of the existing garage expansion of convention uses with a incentivized. The Plan recommends directly and redistribution of on-site parking new event/ballroom, pre-function space, of culture, commerce, and connecting downtown through DPAC as a with new parking facilities with greater open-air terrace, and planned bridge to in-depth recommendations forthcoming. recreation.

94 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 95 A mixed-use commercial redevelopment of DPAC is needed to enliven, diversify and sustain the 12-acre area and its neighborhood.

Culture: ·· New direct connections vis-à-vis a an active street-level base. Configuring ·· Overall improvements to the Arts pedestrian bridge to the Colorado vertical development in this fashion is ideal Complex will elevate the four existing Convention Center’s lobby ‘D’, the for public-private partnerships permitting resident organizations with opportunities 5,000-seat Bellco Theatre, and DPAC to a private-sector entity to provide a “shell Example of The “Arts Sandwich”, Mixed-use Development for enhanced patron experiences. improve competitiveness. and core” for an arts organization to fit-out ·· Collocation of the visual and performing within. Accommodating the recommended arts. building program requires sandwiches in Recreation and Open Space: the range of 30 to 60’ in height on top of a commercial tower ·· Up to 350,000 square feet of new ·· Recognizing the value of directly above, referred to facilities that provide a home for connecting to the Cherry Creek 20’ street-level base. Overbuild footprints as ‘overbuild’ emerging disciplines and community recreation corridor and opportunities for for residential, hotel, or office towers should organizations. alternative transportation modes. avoid being located directly above long- ·· Establish the Arts Complex as a center ·· Nearly 1-acre of new open space to column-span auditoria with consideration of for arts education with the inclusion of a better respond to active and passive vertical shafts passing to the ground level. 150,000 square foot school for the arts. Lobbies for commercial overbuild, arts- “Arts sandwich” or recreation/entertainment uses. In the midsection of In addition, emphasize the importance addition, one-third of an acre of new related uses, and street-level uses are all the development of lifelong learning with programs and plaza space forming a new urban located facing street frontages. facilities that maximize use of all facilities gateway at Curtis and 14th Streets. during non-peak days and hours. ·· Introduction of destination park uses ·· Park Pavilion as new amenity that including a Café and Bike House. The addresses market trends and audience latter is intended to provide bicycle active street-level base demand for informal and lower cost arts storage and repair with locker rooms/ experiences. showers and snack bar. signature theater, mima tower ·· Support and coordinate Outdoor New York, NY Commerce: Downtown’s vision that, “Downtown ·· More high quality dining choices Denver will be renowned for our”: creative commerce responding to Corona Insights’ scientific a) Signature parks survey showing that 73% of existing attendees pair dining with DPAC visits. b) Special events Furthermore, additional food/beverage c) Innovative use of public space and shopping establishments are needed to meet the preferences of 38% d) Social gatherings of attendees who combine drinks and e) Celebration of arts, culture, and 19% shopping with a performance. heritage ·· The provision of on-site development Recreation parcels to leverage private-sector Culture + Commerce investment and new resources that support the arts community. The “Arts Sandwich” “Arts Sandwich” refers to the midsection of ·· Adding a blend of uses typical of “four” an urban mixed-use development project lively downtown blocks to infuse new life into the Complex. The presence of where there’s adequate building volume office, residential, retail, and/or hotel to house performance spaces. The “art” of the sandwich is situated between a uses will help eliminate the remnants of THE DIMENNA CENTER FOR CLASSICAL MUSIC, a single-use urban renewal approach. commercial tower above (overbuild) and Retail/Food New York, NY

96 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 97 Key Arts and Culture Components

School’s activities are grouped into a podium structure, atop which a commercial overbuild tower is proposed. The podium forms an Physical Program Development angled volume along the southwestern portion of the extended Galleria, with 1. Music Hall and Rehearsal views towards the new Art Park in the Center foreground and the Front Range beyond. One of the key elements of the master plan DSA has identified a need for facilities is the construction of a new multipurpose that might be shared including a 550-seat Music Hall seating 1,200 to 1,500 proscenium theatre with pit and flytower, • persons. Intended to be used by a variety lct3, Claire Tow Theater at lincoln Center lct3, 100-seat black box / experimental theater a 300-seat recital hall, a 150-seat dance New World Centre , Variety of seating tiers and Music Hall Auditorium accommodates a variety of New York, ny sections create an intimate feel to the room. ac•oustic and amplified music types of organizations, including the Colorado theatre with telescoping bleacher seating, Miami Beach, FL • Symphony Orchestra, the Music Hall will and a 75-seat black box multipurpose be extremely flexible supporting a range of Rehearsal Center will be located adjacent spaces for music, dance and drama theater. A 12-14,000 volume Music Library performance types and musical traditions. to the Music Hall, providing acoustically education for a population of up to 850 and Media Center, Theater Tech and The capacity of the hall will be structured to optimized, flexible rehearsal and recording students. The design of the building fronts Stage Craft workshops, Student Services, provide an intimate experience, allowing the spaces for performance preparation and onto Champa Street, providing wide street Physical Health and Awareness Labs, hall to be right-sized for recital, chamber or special events. A variety of spaces will be frontage to accommodate parental drop and administrative offices could provide a symphonic presentations. This relationship included in the Center to accommodate off and pickup, as well as adjacency to the complete academic experience and a vital will be the hall’s chief attribute, offering an a full orchestra, a chamber ensemble, or light rail train station across Champa. The and active use during daytime and nighttime immediacy and direct participation between individual practice rooms. High ceilings, hours. the audience and performer that is lacking hardwood floors, and theater-style rigging in the Arts Complex’s other venues. One will enhance the capabilities of the rooms, 3. Theater Pavilion desirable feature would be to arrange the allowing for parties, events, presentations, Rehearsal center at THE DIMENNA CENTER FOR lounge at THE DIMENNA CENTER FOR CLASSICAL MUSIC, One of the key issues identified for DPAC CLASSICAL MUSIC, New York, NY New York, NY hall’s seating tiers in the “vineyard style”. product launches, fashion shows, in addition was its lack of smaller, intimate spaces This more personable and visually appealing to performances and rehearsals. The that were affordable and accommodating appropriate environment. Back-of-house these organizations and giving them the organization of the hall not only emphasizes Rehearsal Center’s locker rooms, lounges, to community and emerging arts groups. facilities, dressing rooms, loading and visibility afforded by DPAC’s long-established the direct connection of performer to and ready access to daylight and views The Theater Pavilion intends to remedy maintenance docks are shared, providing a reputation. audience, but recalls the beloved surround will provide a comfortable and enriching this deficiency by establishing two new communal atmosphere behind the curtain. style seating of the existing Boettcher workspace for performers. 4. Art Park (Park Pavilion, Café performance spaces, a 500 seat Flexible By design, these spaces accommodate Concert Hall. An electronic acoustic And Bike House) millennium park, chicago, il Theater and a 100 seat Experimental smaller audiences, thereby encouraging enhancement system will provide additional Southwest of the Arts Complex, a significant 2. High School for the Arts Theater. The Flexible Theater will be a innovation in programming since the stakes capability to the hall, allowing for the new urban space will be created on the land A comprehensive new facility for the flat floor, multiuse space at the same level of selling a larger house are not at risk. If flexibility to adapt to amplified or natural occupied by Sculpture Park. Renamed Art highly successful DPS Denver School of as the adjacent Park and Galleria, with DPAC can help manage the costs of staging, acoustic requirements. An entrance off Park, this open space will be expanded to the Arts could occupy the current site of technical support to allow for multiple stage significantly reduced rental rates to local the Galleria will connect to a second floor 3.5 acres and will be intricately programmed Boettcher Concert Hall. With approximately configurations and presentations. The organizations could be offered, in tandem lobby space, overlooking the corner of to provide a variety of experiences 150,000 sf of space for the DSA’s upper Experimental Theater is intentionally intimate with organizational support in management, Arapahoe and 14th Streets, punctuating the throughout. Designed as a complement to school program, the School will provide in order for small ensemble and individual fundraising, production and marketing. neighborhood with an iconic new venue. A the Complex’s indoor venues, Art Park will instructional, performance and rehearsal artist works to be staged in an architecturally This model would provide opportunities to extend the character of live performance and small arts groups in the city, strengthening active use to the outdoors.

bryant park, new york, ny

98 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 99 The northern half of the park rises in a gentle a means to develop specific works for slope up from Speer Boulevard, creating year round presentation and engaged a handicapped accessible path up to the community collaboration. In addition, social existing Galleria. Neighborhood oriented workspaces designed for exchange help activities line the path, with possibilities forge a sense of community and identity, including a children’s play area, swings, increasing networking opportunities and a climbing structure, and a dog run. On multidisciplinary cooperation. Hands-on axis with the Galleria, Jonathan Borofsky’s instruction, master classes, and backstage sculpture “The Dancers” will be relocated to seminars help build experience and technical provide a vertical focal point for the park’s know-how, aspects critical to the transfer of urban design. Anchoring the lower end, Colburn School of the Performing Arts campus Colburn School of the Performing Arts artistic knowledge to a new generation and SF Jazz SF Jazz exterior - active street front Los Angeles, CA Los Angeles, CA Mark Cavagnero Associates San Francisco, CA the Bike House will be a locus of activity the shaping of new means of expression. San Francisco, CA at the corner of Speer and Arapahoe of the Convention Center. This continuous collaborative learning areas encourage Sts. Accommodating bike storage, repair, promenade will join the public spaces of the cross-disciplinary learning and training. and rentals, the Bike House connects the 7. Music Workshop Colorado Convention Center with Art Park Complex with the adjacent streets and The vision plan proposes a facility dedicated and the Denver Performing Arts Complex, to the presentation of contemporary music the Auraria Campus beyond. A proposed 6. Incubator Studios ensuring access to all these public facilities and live jazz called the Music Workshop. connection from the Bike House under the The arts assessment identified a need in an exceptionally memorable way. The 300 seat club-like auditorium with raked eastern lanes of Speer Blvd would directly for open studio spaces, arts innovation seating allows for an intimate connection link Art Park with the recreational trails and labs and other multi-use experimentation between performer and audience. A bike paths along Cherry Creek. 5. Digital Workshop + Media Labs spaces to provide programming, rehearsal ground floor restaurant and café provides The use of digital and electronic media in and professional development assistance The southern half of the park will be located an informal nightly menu of entertainment theatrical and musical performances has to creative artists. These workspaces above the new parking facility with 900- with a diverse program blend of local artists Parsons School of Design - The New School, Parsons School of Design - The New School, Sheila risen in popularity in today’s technology- not only help to enliven the Arts Complex Innovation center, new york, ny Johnson Design Center, New york, ny 1,100 spaces, directly connecting to the and guest headliners. The Music Workshop based culture. It is essential to provide at all times during the day, but provide raised level of the Galleria. This portion will offer educational programs for all ages, the technical infrastructure for this new of the park is structured as a broad multi- bringing together strong community based “day one”, with changeable seating a common high mechanical plenum and media to stimulate and encourage these use lawn. Capable of handling large programs with University-level academic configurations, adaptable backstage egress capacity to accommodate public new art forms at DPAC. The Workshop crowds as well as family picnics, the lawn curriculum. Practice rooms and studios accommodations and technical grids. assembly needs in various locations on includes versatile laboratory spaces provides a welcome respite in the middle will be distributed throughout the building, Production staff will be able to transform the floor. Similar to commercial office integrating digital technology into multi- of Downtown’s built context. Forming the visible from the street outside as well as spaces quickly, with a minimum of fitouts, this design concept takes the modal environments, provision for immersive lawn’s southern edge, the Theater Pavilion’s providing views to the city from within. downtime. The Arts Complex’s infrastructure unpredictability of the program as a given, sound and projection, tied together via an canopy doubles as an outdoor bandshell, will be designed with extra capacity to helping to introduce variability into the uncompressed video and audio recording with lighting and sound positions oriented accommodate changes in the near future, planning of spaces from the start. network. Control rooms and recording towards the lawn. Southwest of the Theater Flexibility for Additional as funds permit. Additional electrical and suites allow for monitor mixing from Pavilion is the Park Pavilion, which will Opportunities mechanical capacity will be designed into house restrooms, park maintenance and an all venues, live concert streaming, and Built into much of the vision plan’s The Ranch the first phase project, allowing for cost- outdoor café fronting the park. The Park traditional broadcast and post-production Santa Fe Opera programming are opportunities for physical effective flexibility later on if different uses are engineering. Classroom spaces and Pavilion connects to an elevated bridge change to spaces related to changes in envisioned. Lastly, much of the arts-oriented over Champa Street that leads to Lobby D media, artform and/or audience. Many spaces beyond the performance halls could of the performance spaces are flexible be designed as “tenant fitout” space, with

100 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 101 PLANNING APPROACHES

Concept Sketch perspective, alternative studies for a renewed galleria

102 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 103 commercial overbuild tower opportunities Program Opportunities Program “Kit of Parts” Program Opportunities

Commercial Development Footprint Seats | Height Notes Opportunities (GSF) Units Three overbuild locations for commercial ARTS + CULTURE development have been planned – Tower’s 1 Venues 2 Seat count range 1,200-1,500 (TBD) ‘A, B and C’. All of the towers will share Music Hall 82,500 1,200 60' 3 Rehearsal Center 10,000 0 20'/40' Capacity for full orchestra + support staff a podium base with the arts and culture 4 Emerging existing parking garage facility, with a common parking facility one 5 Experimental Theater 15,000 100 30' or more levels below grade. Towers A 6 Flexible Theater 40,000 500 40' Flat floor with movable seating. Multi-disciplinary. and B are intended to be primarily market 7 Incubator | Studios 10,000 75 30' Reh. & perf. Labs. Flex support spaces. existing performance venues rate residential, with Tower A the tallest. 8 Education Enrollment in the range of 850 to 1,100 with a full- 9 Arts High School 150,000 TBD 30'/20'/20' Enrollmenttime faculty approx. of +/-50 1,100. plus Full-time support faculty staff. 50 + support. Tower B is a transitional building in height, 12-acre dpac site Music Workshop / 10 20,000 125 30' Comparable to SF Jazz Center. but will probably have the most horizontal Caberet sculpture park floor plate area. Tower C’s floorplate is Innovation center. Green room, editing studio, studio, & 11 Digital Media / Film 10,000 50-75 20' sized to be large enough for a specialized physical computing. boutique office product, and has the best 12 Creative Workforce views towards the west and north. Tower 13 Studios 15,000 50 20' Individual & collaborative workspaces. 14 Total: Arts + Culture 352,500 2,125 Conceptual planning total areas - Phase 1 of Master Plan. C also straddles the School of the Arts at 15 podium level, however, it will have a direct Mix and total area TBD. Active-level street uses not included 16 COMMERCIAL entrance to its office elevator core off of 13th (i.e., cafes, storefronts). Street and Champa, possibly through the 17 Retail Center 60,000 N/A 60' Big box or anchor retail. Art Moderne former Police Administration 18 Residential 380,000 +/-340 +/-400' 2 levels for lobby / amenities. 10-14 units / level. Building Landmark Police Station. 19 Office 780,000 N/A +/-476' 20 Hotel 320,000 +/-900 +/-416' +/-30 rooms / floor. Provisions should be made to maximize CConvention ti CCenter t RRequire i meeting ti space, support,t bback-of-house k f h ffor 21 150,000 70' flexibility for commercial development as the Hotel Support convention center hotel. market fluctuates over the coming years. 22 Total: Commercial 1,690,000 Conceptual planning total areas - Phase 1 of Master Plan. 23 24 PARKING 25 Existing Garage 105,500 1,700 +/-63' 7 existing levels to be replaced. 26 Future Parking TBD “kit of parts” 27 28 PUBLIC SPACES Mix and total area TBD. 29 Sculpture Park 120,000 2-acres Capacity for 3,000 with infrastructure for events. 30 Existing Galleria 60,000 1.4 acres Total area "x-y" axis including plaza overlooking park. 31 Linear Green(s) 22,000 .5-acres 32 Arts Promenade 48,000 1 acre Approx. 800'x60' 33 Urban Square 22,000 .5-acres 34 Arts Plaza 22,000 .5-acres 35 36 Connections Type, mix, and total area TBD. 37 DPAC-CCC Link(s) Colorado Convention Center connections. 13th Street Extension / May include a combination of elevated infrastructure and at- 38 Plaza grade streetscape. 39 Pedestrian Bridge Could include Spear Blvd. bridge to Auraria Campus. 40 Others TBD.

104 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 105

Draft program opportunities quantified above for Phase‐1 planning. Common themes from the ELT workshop were: ··Transform the park and connect to Auraria ··Distribute parking to multiple locations ··Include a new Music Hall Programmatic Concepts ··Add commercial uses to site ··Partner with other institutions Given the twelve-acre Arts Complex and ELT members made recommendations ·· Construct a School of the Arts on 4. “Maximize the spine” its immediate context, ideas were solicited for catalytic initiatives outlining near term Auraria Campus directly across Speer ·· Develop a cultural/recreational trail from to locate the physical program on the four (activation ideas) and sequenced public- Boulevard. the 16th Street Mall along Curtis Street 1 development parcels (‘A’–‘D’) identified in private capital projects. ·· Maximize the vertical with 1,200 seat (festival street) through to Cherry Creek. RESIDENTIAL parallel with off-site opportunities. During a An expert panel participated in the charrette music hall, and convention hotel on ·· Create a 13th Street connection to the planning workshop with the ELT participants workshop and provided feedback: Sculpture Park including outdoor event/ CCC with a new elevated Sculpture Park concert space. over Champa Street’s right-of-way with generated five approaches with numerous MUSIC HALL Marilee Utter, Executive Director, Urban BLACK BOX THEATER NEW HOTEL TOWER views to mountains. A new “outdoor BLACK BOX THEATER ABOVE others garnered from public open houses Land Institute ·· Locate digital media center, studio FLEXIBLE THEATER porch” shared by the Convention Center FLEXIBLE THEATER RETAIL OVER PARKING - GREEN and focus groups. Ideas were generated incubator, and interactive spaces at the ROOF ABOVE INCUBATOR BELOW MUSIC HALL Tom Gougeon, President, Gates Family RETAIL OVER PARKING and DPAC. REHEARSAL CENTER BELOW using H3’s “Julia Child’s” method where core of DPAC. MUSIC HALL Foundation GREEN ROOF OVER EXISTING BONFILS THEATER ·· Develop the Boettcher Concert Hall site PARKING UNDER ELEVATED participants are provided scaled program Andrea Fulton, Deputy Director, Denver Art ·· Create a new activity space/plaza at SCULPTURE PARK ARTS HIGH SCHOOL volumes to locate on an aerial site plan Museum 14th and Arapahoe Streets that opens with a new music hall and residential ACROSS SPEER BOULEVARD base with cutout connectivity and activation Michael Samuelian, Senior VP, Related up the site and reveals Ellie’s historic Complex. markers. The scaled “kit of parts” facilitates Companies facade. ·· Locate a major node anchored with a wide range of ideas to be quickly explored Chris Wineman, Principal, Semple Brown a 500-seat theater, incubator, and 3. “Art stack” Design rehearsal center at the center of DPAC in the context of adjacent buildings and the ·· Develop a convention center hotel next 2 3 Brad Buchanan, Executive Director, Denver at the intersection of 13th and Curtis surrounding neighborhood. RESIDENTIAL INCUBATOR Community Planning & Development to a new music hall with rehearsal center Streets. STUDIOS on the Boettcher Concert Hall / 1245 NEW HOTEL TOWER NEW HOTEL TOWER Planning Kit of Parts included: Champa Street site. ·· Develop a residential tower on DCPA’s STUDIOS “triangle” west of the Tramway Building. HOTEL BASE ARTS HIGH SCHOOL ·· Scaled aerial base (1 piece) Five programmatic conceptual approaches ·· Create a pedestrian bridge crossing PEDESTRIAN PATH TO REHEARSAL CENTER CONVENTION CENTER GREEN ROOF Speer Boulevard to the Auraria Campus. ·· Infill an arts high school eastward of the HOTEL BASE resulted from the ELT workshop held on PLAZA ALONG 14TH ·· Arts + Culture (9 pieces) STREET INCUBATOR PARKING - GREEN Bonfils Theatre Complex. FLEXIBLE THEATER Wednesday, 11 June 2015. Thematic MUSIC WORKSHOP OVER ROOF ABOVE ·· Need a 500 seat hall in the Arts URBAN SQUARE DIGITAL MEDIA/ FILM MUSIC HALL ·· Commercial development (10 pieces) STREET RETAIL ON ARTS HIGH SCHOOL OVER RETAIL CHAMPA highlights of each team’s presentation of BLACK BOX THEATER ABOVE Complex. 5. “Art and promenade” BONFILS THEATER MUSIC HALL MUSIC WORKSHOP OVER ·· Parking (14 pieces) SCULPTURE PARK DIGITAL MEDIA/ FILM ideas include: NEW SCHOOL OF THE ARTS GREEN ROOF OVER EXISTING ·· Build a 100-seat black box theater and ·· Develop an active spine that continues BONFILS THEATER ·· Public Spaces (12 pieces) through the Galleria to the Auraria PARKING UNDER ELEVATED 1. “Hotel, a park, and parking” roof green/event space on the roof of ACROSS SPEER BOULEVARD BLACK BOX THEATER ON Campus with 24-7 activity. Diverse and NEW ELEVATED SCULPTURE PARK ·· Connections (6 pieces) ·· Existing parking structure to be the Bonfils Theatre Complex targeting removed. younger audiences like LCT3 at Lincoln transparent activities are to line the spine Center. and include restaurants, retail, arts labs, ELT Workshop and Design ·· New parking structure to be located and a School of the Arts. 4 Charrette Overview underground with at-grade green space ·· Provide a new connection to the CCC 5 ·· All performance venue lobbies should be OFFICE OFFICE Keeping in mind the seven forces and on top. across Champa Street. juxtaposed with active retail/food uses. INCUBATOR trends affecting arts and culture and the ·· Performance space (1,200 seat music ·· Include “Nordstrom’s” type retail FLEXIBLE THEATER ·· Develop a hotel on Champa Street with RESIDENTIAL anchors on upper levels of commercial NEW HOTEL TOWER five programmatic opportunities (see hall) on top of Sculpture Park with a live WITH BASE OVER a direct link to the CCC with views to the CONVENTION CENTER GREEN ROOF OVER MUSIC HALL PEDESTRIAN PATH TO outdoor performance area. development. MUSIC HALL ARTS HIGH SCHOOL NEW HOTEL TOWER CONVENTION CENTER page 94) identified for the Arts Complex ACROSS SPEER BOULEVARD mountains. FLEXIBLE THEATER REHEARSAL CENTER RESIDENTIAL REHEARSAL CENTER NEXT TO and its surroundings, the ELT located ·· Include a mix of retail, residences, and FLEXIBLE THEATER ·· Hotel on a new park connected with an PLAZA/ PLAZA/ ·· Demolish parking and infill with a mixed- STREET RETAIL URBAN SQUARE URBAN SQUARE MUSIC HALL other commercial uses to fund public ARTS HIGH SCHOOL ABOVE CONVENTION CENTER STREET RETAIL OVER PARKING elevated walkway to convention center. HOTEL BASE the programmatic concept blocks (“kit of STREET RETAIL WITH ADJACENT use office tower setback with a plaza PARKING PEDESTRIAN PATH - EXTENSION OF CURTIS STREET parts”) on and/or off-site. Employing the spaces and make a neighborhood. PARKING UNDER ELEVATED SCULPTURE PARK 2. “Distribute the park” from 14th Street. PARKING UNDER ELEVATED PEDESTRIAN PATH LINKS TO PEDESTRIAN PATH TO SCULPTURE PARK AURARIA CAMPUS CONVENTION CENTER

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106 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 107 A creative range of unique Ideas Approach A: Approach B: Approach C: included: Arts and Development Emphasis Public Space and Arts Emphasis Development and Public Space Emphasis Approach ‘A’ maintained the existing Sculpture Approach ‘B’ elevated Sculpture Park and Approach ‘C’ proposed significant expansion of ·· Develop a “stepped” hotel building cascading Park with a School for the Arts across Speer extended it across Speer Boulevard creating a Sculpture Park by elevating it and extending it from the Colorado Convention Center. Boulevard and fronted by a new arts hub on “bridge park”. In effect, the Galleria extended across Champa Street to the Convention Center’s ·· Break up the park into smaller urban plazas the Boettcher Concert Hall site. The arts hub into the park continuing to the Auraria Campus edge. The alternative suggested a means to more distribute throughout the Arts Complex. offered shared support and front-of-house with a mixed-use arts development lining its entire seamlessly combine convention and arts-related ·· Transform Boettcher Concert Hall into an spaces with a 500-seat theater opening onto Champa Street edge. The northeastern corner of uses vis-à-vis a new public space. Performance Arts Incubator. the Park with a Music Workshop, Studios, and Speer Boulevard and Champa Street is anchored pavilions were located in the park’s center 100-seat Experimental Theater above. A new at park-level by a new Music Hall adjacent to a forming a smaller-scaled plaza at the terminus ·· Design “Instagram” moments. above: executive leadership team generated ideas - planning workshop Music Hall, rehearsal Center and Incubator atop School for the Arts. Below, the Champa street of the Galleria. The elevated park connected ·· Emphasize an Arts Promenade with highly a 70,000 square foot retail base replaces the edge is fronted by entry lobbies and active to the Auraria Campus with a pedestrian bridge visible activity. existing parking garage. New parking is built retail space. An “Arts Stack” of uses dedicated terminating in an arts incubator across Speer below-grade on the Boettcher Concert Hall site towards emerging arts disciplines and community Boulevard. New retail space and a food hall line DENVER PERFORMING ARTS COMPLEX | MASTER PLAN ‐ ARTS + VENUES 6 July 2015 and former above grade parking deck. Above organizations was proposed to replace the the western edge of the Buell Theatre establishing Taking into consideration ideas garnered from below:Planning Planning Approaches Approac hesComparison Development Yields Comparision public input and recommendations made the retail base and “arts sandwich” podium are existing parking garage at 14th and Arapahoe an active park edge. A hotel development on Footprint Seats | residential and commercial office towers. Overall Streets. A retail base with an arts incubator is the Champa Street edge was integrated into the Area (SF) Height Notes by the ELT, the Consulting Team generated (SF) Units three programmatic planning approaches site organization remains largely intact with the topped with a music workshop, Digital Media park retail space and rehearsal center below. for accommodating an arts-focused mixed- Galleria left in place. Preliminary development Center, rehearsal spaces, 500-seat flexible Preliminary development yields estimated: AApproach 1 Art + Development use redevelopment on DPAC. Focus of the yields estimated: theater, and a 100-seat experimental theater. The ·· New arts and cultural uses on-site: 175,000 1 ARTS + CULTURE DSoA off-site. mixed-use Complex included a midrise residential 2 205,000 Off-site: 150,000 alternatives was to better understand the Arts ·· New arts and cultural uses on-site: 205,000 SF 3 COMMERCIAL tower along its entire 600’ Arapahoe Street edge. 4 1,618,600 Off-site: 470,000 Complex’s: SF ·· New arts and cultural uses off-site: 185,000 Preliminary development yields estimated: 5 PARKING 242,000 756 Off-site: 0 ·· New arts and cultural uses off-site: 150,000 SF 6 Development 2,065,600 SF ·· New arts and cultural uses on-site: 355,000 7 Public Space 90,000 2.1 Off-site: 0 ·· Commercial development: 1.9 million SF 8 Total on-site 2,155,600 49.5 ·· Capacity of the 12-acres to accommodate SF ·· Commercial development: 1,250,000 SF 9 Total Development 2,685,600 new development. ·· Parking: 335,000 SF 10 Parking Demand ·· New arts and cultural uses off-site: None 11 Existing Demand FTH to determine. ·· Blend of arts, commercial, and open space ·· Parking: 300,000 SF ·· Park: 4.0 acres / 175,000 SF ·· Commercial development: 475,000 SF 12 New Demand FTH to determine. uses. Additional Spaces Number of additional spaces required based on planning ·· Park: 2.5 acres / 109,000 SF 13 Required approach. ·· Adjacencies of uses for synergistic effects ·· Parking: 330,000 SF 14 ABpproach 2 Art + Public Space and/or complementary activities. ·· Park: 3.0 acres / 130,000 SF 15 ARTS + CULTURE DSoA on-site. 16 345,000 Off-site: 0 17 COMMERCIAL 18 1,210,500 Off-site: 378,000 19 PARKING 204,000204,000 638 OffOff-site:-site: 0 20 Development 1,759,500 21 Public Space 127,200 2.9 Off-site: 0 22 Total on-site 1,886,700 23 Total Development 2,137,500 24 Parking Demand 25 Existing Demand FTH to determine. Approaches 26 New Demand FTH to determine. Additional Spaces Number of additional spaces required based on planning 27 A B C Required approach. 28 ACpproach 3 Public Space + Development 29 ARTS + CULTURE DSoA off-site. 30 170,000 Off-site: 185,000 31 COMMERCIAL 32 1,886,600 Off-site: 378,000 33 PARKING 334,000 1044 Off-site: 0 34 Development 2,390,600 35 Public Space 177,120 4.1 Off-site: 0 36 Total on-site 2,567,720 37 Total Development 2,953,600 38 Parking Demand 39 Existing Demand FTH to determine. 40 New Demand FTH to determine. Additional Spaces Number of additional spaces required based on planning 41 Required approach.

Draft program opportunities quantified above for Phase‐1 planning.

108 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 109 3 Planning Approaches

Art | Culture + Development Art | Culture + Public Space Public Space + Development Arts and Development Emphasis Public Space and Arts Emphasis Development and Public Space Emphasis A B C

B C

Street Retail Street Retail Studios ResidentialStudios Cellar Cellar 15,000 SF 10,500 SF 15,000 SFBig Box Retail Studios Street22,800 Retail SF 22,800 SF 20,000 SF 15,000 SF Cellar Incubator 22,800 SF 20,000 SF Digital Media / Film ARAPAHOE STREET ARAPAHOE STREET ARAPAHOE STREET ARAPAHOE STREET Music Workshop/ Jazz Center 15,000 ARAPAHOE STREET ARAPAHOE STREET 15,000 SF Arts High School Incubator 20,000 SF 50,000 SF D (Off-Site) D Music Hall NEW PEDESTRIAN LINK A R 40,000 SF TO AURARIA CAMPUS V Street-level Retail Street-level Retail ARAPAHOE STREET L E ARAPAHOE STREET E V A R D 26,000 SF 26,000 SF BONFILSBONFILSBONFIL THEATRE THEATRES TTTHEATREHEATRRER BONFILSBONFILS THE THEATREATRE E BONFILS THEATER BONFILS THEATER PARKING PARKING 14TH STREET BONFILS THEATER R B O U

14th Street 14th BONFILS THEATER 52,300 SF S P E E R B O U L E V A R D 52,300 SF

PARKING ET

TREET

S P E E R B O U L E 14th STREET 14th

S 52,300 SF Street 14TH STREET S P E E Elevators S P E E R B O U L E V A R BONFILS THEATRE TR Arts High School Retail S Parking 81,640 SF Elevators BONFILS THEATRE Arts High School Cellar 50,000 SF Galleria 14TH S P E E R B O U L E V A R D 50,000 SF CURTIS CURTIS CURTIS Sculpture Park Elevated Galleria / Arts Promanade 23,000

CUR 16TH STREET TIS STREET D PARKING 86,000 SF STREET to Meet Galleria and ExtrendedPARKING 86,000 SF CURTIS STREET SF CURTIS STREET TBD PARKING 86,000 SF to a New Bridge Park Parking 29,200 SF STREET Parking GALLERIA 52,300 SF CURTIS CURTIS 500 - Flexible Theater CURTIS STREET STREET 30,000 SF STREET O U L E V A R

T URBAN ELLIE CAULKINS SQUARE ELLIEOPERA CAULKI HOUHOUSENS BUELL THEATR THEATRETHEATRE OPERA HOUSE BUELL THEATRE OPERAOPERA HOUSE HOUSEE ELLIE CAULKINS ELLIE CAULKINSELLIE CAULKINS Parking 109,260 SF BUELL THEATRE S P E E R B O U L E V A R D ELLIEOPERA CAULKINS HOUSE S P E E R B O U L E V A R D OPERA HOUSEOPERA HOUSE Existing Sculpture Park Existing Sculpture Park BUELL THEATER BUELL THEATER 1245 CHAMPA S P E E R B BUELL THEATER ELLIE CAULKINS 1245 CHAMPA OPERA HOUSE T 90,000 SF 13th STREET 1245 CHAMPA

14TH STREET BUELL THEATER 14TH STREET OPERA HOUSE

13TH STREE

13th STREET 13TH STREET BUELL THEATRE

14TH STREET ELLIE CAULKINS Flexible Theater

13TH STREET BUELL THEATRE OPERA HOUSE 40,000 SF 1200 - Music Hall STREE H Rehearsal Center CHAMPA STREET New Pedestrian Path Links 40,000 SF to Convention Center CHAMPA STREET Music Workshop Hotel Lobby Music Workshop Hotel Lobby 13T 5,000 SF (Each) Music+ Arts Workshop High School Base 9,600 SF Hotel12,000 Lobby SF CHAMPA STREET Arts High+ SchoolArts High School Base 9,600 SFHotel Lobby 12,000 SF CHAMPACHAM STREETPA STREET CHAMPA STREET + Arts High School Base 9,600 SF 12,000 SF CHAMPA STREET 50,000 SF CHAMPA STREET NEW PEDESTRIAN LINK 1 2 TO CONVENTION CENTER 1 12 Studios H3 Scheme A - Music Hall Corner H3 Scheme A - Music Hall Corner // Parking Level [ -20ft. ] SCHEME - A // Galleria Level [ 0ft. ] SCHEME - A H3 Scheme B - Expand the Park H3H3 Scheme Scheme B B - Expa- Expandnd the Park the Park CONVENTION CENTER SCHEMESCCHEMEC - A H3// Parking Scheme Level B - Expand ( -20ft. the) Park // Parking Level ( -20ft. ) // Parking Level ( -20ft. ) SCHEME - B // Galleria Level [ 0ft. ] SCHEMESCHEME - B - B 1 2 Incubator Rehearsal Center Residential (29 Levels) Office (38 Levels) SCHEME - B SCHEME - B 20,000 SF 5,000 SF ea. 10,500 SF 23,000 SF 1200 H3 Scheme C - Champa Active H3 Scheme C - Champa Active Residential Digital Media Big Box Retail Music Hall // Parking Level [ -20ft. ] SCHEME - C // Galleria Level [ 0ft. ] SCHEME - C ARAPAHOE STREET ARAPAHOE STREET 10,500 SF / Film 20,000 SF Flexible Theater Black Box Flexible Theater 40,000 SF 15,000 40,000 SF Theater 40,000 SF 15,000 SF Of ce Residential Residential Residential Residential 23,000 SF 10,500 SF 10,500 SF 10,500 SF 10,500 SF Residential ARAPAHOE STREET Music Hall 40,000 SF ARAPAHOE STREET 10,500 SF BONFILS THEATRE BONFILS THEATRE Plaza/Terrace Residential 10,000 SF 10,500 SF ARAPAHOE STREET

ARAPAHOE STREET

14th Street 14th 14th Street 14th Music Hall Rooftop S P E E R B O U L E V A R D S P E E R B O U L E V A R D

BONFILS THEATER T Arts High School ET

14TH STREET

E

E 50,000 SF CURTIS CURTIS BONFILS THEATER 14TH STREET

RE STREET STREET S P E E R B O U L E V A R D TR BONFILS THEATRE S

S P E E R B O U L E V A R D ST BONFILS THEATRE

TH

14TH

14

CURTIS CURTIS STREET STREET CURTIS Music ELLIE CAULKINS Digital Media / ELLIE CAULKINS CURTIS STREET Workshop 15,000 SF BUELL THEATRE OPERA HOUSE Films - 15,000 SF BUELL THEATRE OPERA HOUSE STREET Black Box 1245 CHAMPA Studios 1245 CHAMPA 1245 CHAMPA 1245 CHAMPA B O U L E V A R D 15,000 SF Theater - 15,000 SF

E R B O U L E V A R D E

ELLIE CAULKINS P ELLIE CAULKINS OPERA HOUSE S BUELL THEATER S P E E R OPERA HOUSE ELLIE CAULKINS CHAMPA STREET CHAMPA STREET BUELL THEATER ELLIE CAULKINS BUELL THEATRE OPERA HOUSE Music Hall BUELL THEATRE OPERA HOUSE 40,000 SF NOTE This scheme considers the following programs off-site: + XYZ @ 16th Street and Curtis Arts High School 50,000 SF Hotel 3 10,000 SF 4 CHAMPA STREET Hotel CHAMPA STREET Hotel CHAMPA STREET 10,000 SF CHAMPA STREET 10,000 SF H3 Scheme A - Music Hall Corner H3 Scheme A - Music Hall Corner // Sandwich Level [+20ft. ] SCHEME - A // Tower Level [ +40ft. ] SCHEME - A 3 4 4 H3 Scheme B - Expand the Park H3 Scheme B - Expand the Park // Sandwich Level [+20ft. ] SCHEME - B 3 SCHEME - B // Tower Level [ +40ft. ] SCHEMESCHEME - B - B H3 Scheme C - Champa Active // Tower Level [ +40ft. ] H3 Scheme C - Champa Active SCHEME - C // Sandwich Level [ +20ft. ] SCHEME - C

110 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 111 The Stitch The wedge The grid Alternative Concept Plans

Based on findings from the three The Stitch and Curtis Streets is a smaller wedge- programmatic approaches presented, The “Stitch” concept alternative extended shaped opening with an urbane gesture three alternative concept plans with greater multileveled tentacles from DPAC as a towards downtown. The two openings specificity were developed adhering to the means of improving connections to its intersect at DPAC’s approximate midpoint following assumptions: immediate context. Multiple types of creating a nexus of forms and activity 1. Locate a new Music Hall for +/-1,200 pedestrian links between 10’ and 20’ aligned with the 13th Street corridor. A seats. in width navigate between existing and series of four new access incisions (right- proposed buildings. Two pedestrian bridges of-ways) parallel to 13th and 14th Streets 2. Extend Curtis Street. cross Champa Street and one Speer provide new “street” frontages for the Arts Boulevard from an elevated Sculpture Park Complex and increase its overall porosity. 3. Create a 13th Street link to Auraria and at existing Galleria level (+/-19’). Openings Larimer Square. puncture the main Galleria level providing The Grid visibility and natural light to the cellar or Finally, the “grid” proposed returning the 4. Ensure Sculpture Park remains whole at-street level below. A new entry arcade with modifications. entire Arts Complex to its original at-grade facing Arapahoe Street bisects development street level extending the downtown 5. Plan with an art and development focus. parcels ‘A’ and ‘B’ curving towards the grid onto the site. A new 12th Street is existing Chambers Grant Salon at the Ellie introduced between the existing Sculpture 6. Include “finer grain” arts uses. Caulkins Opera House. This precision-like Park and the Bonfils Theatre Complex connection is indicative of the “Stitch’s” and a new development parcel ‘C’ on 7. Maintain parking count. conceptual approach. the Boettcher Concert Hall location. All 8. Pursue offsite extensions to create a segments of the iconic Galleria roof are district / neighborhood. The Wedge removed allowing DPAC to return to the The “wedge” scheme was a simple solution 1908 condition at the time the Ellie Caulkins As planning progressed, consideration to penetrating the enclosed Arts Complex Opera House (then the Auditorium Theater) was given to include a School of the Arts, with light, views, and open space. A grand was constructed. 13th and Curtis Streets elevating a portion of Sculpture Park, wedge is forged into the site from Speer extend on-site with the former terminating in goldman sachs alley, new york, ny More London Passage to City Hall Rockefeller Center, new york, ny improving connections to Auraria and the Boulevard as a ceremonial gateway facing an interior arcade market place connected Colorado Convention Center, and including the Auraria Campus and Front Range. to the Colorado Convention Center. The affordable office and incubator space Open space increases by nearly 1-acre with arcade adjoins development parcel ‘C’ for community arts organizations. The Sculpture Park extending into the Galleria. illustrated with an arts hotel development alternative concept plan examined ways to The southern portion is elevated in line including a wide range of new performance distribute new buildings and open spaces with the existing Galleria forming a space venues. A pedestrian bridge crosses Speer and open the Arts Complex to its downtown to support active uses including outdoor Boulevard to the Auraria Campus emerging surroundings. Plan differentiation focused performances. Remaining portions of open from an upper level terrace overlooking on the size of development parcels; types space to the north cascade in green terraces Sculpture Park. and frequency of connections to adjacent from the Galleria to Speer Boulevard level Stone Street, New york, ny vancouver library square Parc De La Villette, paris blocks; shape and configuration of open providing outdoor space for neighborhood spaces; and overall organizing principles. uses and passive recreation. Fronting 14th

112 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 113 The Stitch The wedge The grid

left: right: left: “sketch” massing “sketch” massing “sketch” study - 14th and study - expanded massing study arapahoe galleria opening - new street to sculpture at arapahoe park between 13-14th 3streets Concepts

left: right: left: “sketch” massing “sketch” massing “sketch” massing study - aerial study - aerial study - aerial view view view

114 | The Next Stage, TheStitch Future of Denver’s Performing Arts Complex Wedge H3 Hardy CollaborationGrid Architecture with Webb Management Services & Fox Tuttle Hernandez | 115 1 2 3

29 balanced scorecard evaluation Evaluation of Alternatives to “10” for optimal. By isolating each of The “Wedge” concept plan scored a 128 the four perspectives into their respective out of a possible 200 points. The plan’s Alternative Evaluation Preference for the “Wedge” alternative Catalyzes development 6 9 7 concept plan was widespread and nearly quadrants of sub-criteria cognitive biases in higher performance was also noted as a Visibility from Speer 3 7 10 Balanced Scorecard uniform among the project Steering the decision making process are reduced. measure of its concentric graphing pattern. Connectivity 7 8 10 Daytime amenities 10 9 9 BUILDING NEIGHBORHOOD

Committee, Mayor’s Executive Leadership These perspectives were used in the Criteria in each quadrant were more evenly Nighttime amenities 7 9 9 10 Team, civic leadership groups, Denver’s evaluation process: “hit” (referring to the numeric scale of “10” Site topography 7 10 2 9 Emerging/Community 7 7 6 8 forming a perfect circle) compared with the 7 design and development community, focus Permeability 7 8 10 6 other schemes. Noise 9 10 3 groups, and those participating in the public 5 1. Neighborhood Brand 8 10 4 process. Of those individuals providing 4 a. Catalyzes development Parking 8 9 3 3 feedback, a common theme was regard for Service/loading 9 8 3 2 A the concept’s clarity and simplicity. b. Visibility from Speer Boulevard Public transportation 6 7 9 1 Ped/bike access 6 8 9 0 B Discussion of each concepts’ strengths c. Connectivity Circulation 8 9 10 C Program "fits" 8 9 7 and weaknesses included their ability to be d. Daytime amenities Phasing 3 7 2 parceled into discrete developable sites with e. Nighttime amenities Park activation / integration 8 9 7 the capacity to house a large mixed-use Transparent/active 6 8 10 Flexibility 4 9 8 building. Other key aspects revolved around 2. Identity issues of access and circulation with an a. Site topography 104 128 93 ACCESS IDENTITY importance placed on connecting the Arts b. Emerging disciplines and community The Stitch The wedge The grid Complex to the surrounding neighborhood. organizations Stitch Wedge Grid Flexibility was paramount in both adapting 10 10 c. Permeability 10 8 8 to changing real estate market forces and 8 d. Noise 6 ongoing shifts in transportation. 6 6 4 e. Brand 4 4 2 2 2 3. Access 0 Balanced Scorecard 0 0 In addition to those deliberations noted a. Parking above, alternatives were evaluated using the b. Service and loading balanced scorecard method. Developed c. Public transportation by Robert Kaplan and David Norton, this d. Pedestrian and bicycle access 62 approach converts an organization’s strategy e. Circulation (in this case The Next Stage) into objectives, 4. Building measures, targets, and initiatives. It is • Multiple connection points / types. • Provides front and rear “yards”. • Fully integrates entire site with downtown. based on four balanced perspectives, and a. Program “fit” • Navigates existing buildings and elevations. • Large parcels assembled. • Maximizes flexibility of public space and ROW’s. links them together with the concept of b. Phasing and sequencing • Maximizes utilization of existing spaces. • Delineates destination and neighborhood uses. • Maintains Sculpture Park at existing elevation. cause (parameters of each alternative plan) and effect. The scorecard used a “four c. Park activation and integration perspectives” with sub-criteria to evaluate d. Transparent and active each alternative plan use a numerical e. Flexibility ranking from “1” for lower performance

116 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 117 RECOMMENDATIONS

Concept perspective, alternative studies for increasing light, visibility, and open space towards the center of the arts complex

118 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 119 Vision Plan Recommendations

In order to accommodate a mix of new extending toward downtown and the Front arts programming, commercial uses, Range of the Rocky Mountains. Each increased parking, and additional open wedge is intended to increase the facility’s space, significant physical changes are visibility, while maximizing natural light. Six recommended for the Arts Complex. perpendicular openings provide new physical Foremost of these changes is the phased and visual linkages to the Art Complex’s creation of four development parcels core from Champa and Arapahoe Streets, B A (illustrated in the plan diagram as ‘A’ through completing an open space framework. ‘D’) totaling 286,900 SF, of which 178,000 Parcels ‘A’, ‘B’, ‘C’ and ‘D’ are defined by SF have been identified as mixed-use the framework sized to ensure a wide range building sites. The remainder of the area is of discrete development opportunities. to be a remade Sculpture Park. Boettcher ·· Parcel ‘A’ is located at 14th and Concert Hall and the seven-level parking Arapahoe Streets with a total area of garage at the corner of 14th and Arapahoe 42,000 SF. Streets are slated for demolition. Removal ·· Parcel ‘B’ is adjacent to the Bonfils of these buildings is necessary to remedy Theatre Complex fronting on Arapahoe performance and experiential deficiencies. Street with a total area of 55,000 SF. Their footprints will provide needed area ·· Parcel ‘C’ includes the 1245 Champa to diversify land uses and extend hours of D Street building and Boettcher Concert activity, while keeping in place the historic Hall with a footprint of 78,000 SF. Ellie Caulkins Opera House, Buell Theatre, and Bonfils Theatre Complex. ·· Parcel ‘D’ includes 2.5-acres of designated parkland and an adjacent With construction of up to 2-million SF of DPAC area of 17,000 SF. residential and commercial in addition to growth of the Arts Complex’s vital activities generated by four resident organizations, connections to the 12-acre site are to be dramatically enhanced. Increased access to the development parcels and their integration into the downtown circulation network requires the designation of new C public right-of-ways. In addition, the creation of entry points and provision of view corridors are key to facilitating growth and removing physical barriers to the surrounding area. Two intersecting “wedges” cut into the D Arts Complex form a new organizational spine along the Curtis Street axis. The wedges, akin to cones of vision or “fields of vision”, originate at the midpoint of DPAC

120 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 121 Vision Plan Metrics

COMMERCIAL DEVELOPMENT critical to shifting from an arts center to an include parking facilities. When final phases active uses. An additional 150’ includes Hall along with the elevation of Sculpture critical in encouraging pedestrian movement The addition of commercial development arts-centered neighborhood. Ultimately, of the Plan are completed, there will be a entryways and venue lobbies. On the Park will provide opportunities to provide and greater integration into adjacent to the Arts Complex will help economically such a shift in combination with changing total of approximately 2,100-2,800 parking interior facing edges there are approximately servicing of new facilities at the 13th Street downtown growth. As such, planning sustain existing facilities and make it demographics and community preferences spaces. Parking is described in greater 75’ of retail space. When fully transformed, level and integration or improvement to should continue to be extensive for below- financially feasible to add new artistic will reduce on-site parking demands, freeing depth in the Transportation section later in the Arts Complex will offer 5X’s the active existing back-of-house areas. However, it is galleria-level service access and parking. venues. The recommended proportion space for higher and better uses. DPAC this report. pedestrian-level frontages compared with not envisioned that significant changes will Below-galleria-level area encompasses a existing levels. Upwards of 1,000 linear feet be made to servicing of the Ellie Caulkins total footprint of 263,000 SF or 6-acres, of new commercial to arts-related should improve and/or accomodate a wide uses is approximately 5 square feet to range of access including: will face surrounding city blocks with nearly Opera House or Buell Theatre off of Champa offering extraordinary flexibility in meeting 52% INCREASE IN SF FOR ARTS + 1. It is anticipated this level of for-profit ·· Bike parking and Denver B-cycle 800’ winding through the Arts Complex’s Street. Three overhead door service ways future demands. Future below-galleria-level development will provide significant CULTURAL FACILITIES interior “streets”. Planning has included on the 13th Street facade of the Buell areas include: ·· Multiple valet locations resources for capital arts projects and public Existing Complex arts venues total a wide range of retail uses, including are expected to remain active. With the amenities including new public plazas. ·· Taxi and shared ride stands (i.e., Uber/ 715,000 SF of total interior building area. larger format activities such as a food hall, termination of 13th Street into a plaza at ·· 13th Street Service Corridor 28,000 SF Heightened activity from potential new Lyft) Recommendations include 372,500 SF marketplace, and sporting club. In addition Arapahoe, the Bonfils Theatre Complex residents, workers, visitors, new audiences, ·· Reserved premium parking of new facilities in support of emerging to pedestrian-level space, mezzanine levels service access points are to be modified. In ·· Galleria 15,000 SF disciplines and community organizations in will offer flexible loft-like areas. addition, nine service stalls located between and existing patrons will also improve the ·· Stacking lane for bus drop-off ·· Parcels ‘A’ and ‘B’ 105,000 SF fiscal climate at the Arts Complex. tandem with the four resident organizations. Boettcher and the Bonfils in the 13th Street With the removal of Boettcher Concert ·· Elevated Sculpture Park 115,000 SF IMPROVED SERVICE ACCESS AND NEW tunnel will require relocation. 1-ACRE OF ADDITIONAL OPEN SPACE Hall the combined total of existing and BACK-OF-HOUSE SUPPORT Detailed plans will be developed during the +1,000 RESIDENTS CALLING DPAC It is envisioned that an elevated Sculpture proposed performance venues is 935,800 Replacement of the existing parking garage, next phase of planning and design work HOME Park will be enlarged by three-quarters of an gross square feet. An additional area of demolition of Boettcher Concert Hall, and with regard to improving service access Provisions have been made in the Plan acre (.75-acres) of contiguous open space 30,000 SF has been planned for outdoor the elevation of Sculpture Park will enable and minimizing its impact on the pedestrian to ensure DPAC could house up to extending towards the center of the Galleria. performancess. improved service access to facilities. Some experience. Efforts should be made to 1,000 residents pending the successful An additional quarter-acre (.25) new plaza changes may be limited to enhanced minimize interruption of street facing building completion of the entitlement process mid will be added to the Galleria opening facing 14TH STREET ENTRY PLAZA THE WIDTH visual screening, while others will include facades with service or parking access. 2016. A text amendment to the existing 14th and Curtis Streets. A total contiguous OF ONE-HALF A CITY BLOCK reconfiguration of loading docks and other Greater continuity of active edges will be PUD overlay is recommended to include area of 4.3 acres of open space will stretch A proposed Curtis Street Gateway at 14th service access points. The phased removal lifting of a 200’ height restriction permitting from 14th Street to Speer Boulevard through Street will widen the Galleria’s pedestrian of the parking garage and Boettcher Concert Park Overview new construction contextual with adjacent the Galleria. Additional courtyards, small properties. Residential overbuilds are opening from 42’ to 150’ or 3.5x’s its current plazas, building terraces, and green roofs on size. This enlarged street-level opening illustrated on Parcels ‘A’ and ‘B’ at heights new buildings will provide new opportunities of 500’ and 320’ respectively. will form a plaza fronting the historic 1908 for indoor-outdoor activities. Ellie Caulkins Opera House and extend opportunities for more expansive 14th Street TRIPLE THE PEDESTRIAN + modes of 2,100 to 2,800 NEW PARKING SPACES retail to wrap into the Galleria. access DISTRIBUTED ACROSS THE Several new pedestrian, bicycle, and DEVELOPMENT QUINTRUPLING THE ACTIVE EDGES vehicular access points have been In addition to replacement of the existing proposed to eliminate barriers to the site. Of the +/-2,700 linear feet of peripheral 1,700 parking spaces, up to1,100 new street-level building area +/-200’ contains In particular, the pedestrian experience is on-site parking spaces will be provided. The to be dramatically improved to encourage DPAC from sculpture 14th Street entrance to existing garage is to be demolished making garden, nearly an acre Galleria at Curtis is to movement to and from DPAC. Increased way for development opportunities that will of new open space will present a new 150’ opening circulation within the neighborhood is be added to downtown

122 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 123 A. Mixed-use Development Opportunity Tower anchored with Music Hall and Rehearsal Center B. Mixed-use Development Opportunity Tower anchored with Incubator/Studios, Digital Media Center, & Music Workshop C. Mixed-use Development Opportunity Tower anchored with School of the Arts D. Art Park and Theater Park Pavilions

A

B C

D

D

124 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 125 The Next Stage Art Park responds to recommendations of The Outdoor Downtown Plan including a proposals for transformative projects, including a major arts and cultural park. One of the recommendations in The Outdoor Downtown Plan is to “redefine and redesign Sculpture Park as an iconic SPACES AND PLACES arts and cultural park.” art park Accommodating bike storage, repair, and Sculpture Park, renamed Art Park, will rentals, the Bike House connects the Arts transform the 2.5-acre designated parkland Complex with the adjacent streets and into 3.5 acres of dynamic contiguous open the Auraria Campus beyond. A proposed spaces. With the addition of 1-acre of connection from the Bike House under the new open space, DPAC will become one eastern lanes of Speer Blvd would directly of Downtown’s largest parks. Designed link Art Park with the recreational trails and to complement the Arts Complex’s indoor bike paths along Cherry Creek. venues, Art Park will extend the character of live performance and active use to the outdoors. Formal destination-oriented Performance park event space will be available for enhanced The southern half of the park will be located outdoor programming in tandem with above the new parking facility with 900- passive neighborhood recreational uses. 1,100 spaces, directly connecting to the A direct link below Speer Boulevard from the Cherry Creek recreational corridor via raised level of the Galleria. This portion Art Park to the 16th Street Mall will offer a of the park is structured as a broad multi- Downtown portal for an expanding bicycle use lawn. Capable of handling large and pedestrian network. Planning for a crowds as well as family picnics, the lawn pedestrian bridge from Lobby ‘D’ of the provides a welcome respite in the middle expanded Colorado Convention Center of Downtown’s built context. Forming the and a potential new physical connection to the Auraria Campus will place Art Park at a lawn’s southern edge, the Theater Pavilion’s critical crossroads. Three new park pavilions canopy doubles as an outdoor bandshell, are to provide support for heightened levels with lighting and sound positions oriented of use, bringing together of hub of new towards the lawn. Southwest of the Theater community life. Pavilion is the Park Pavilion, which will Neighborhood park house restrooms, park maintenance and an The northern half of the park rises in a gentle outdoor café fronting the park. The Park slope up from Speer Boulevard, creating Pavilion connects to an elevated bridge a handicapped accessible path up to the over Champa Street that leads to Lobby D existing Galleria. Neighborhood oriented of the Colorado Convention Center. This activities line the path, with possibilities including a children’s play area, swings, continuous promenade will join the public a climbing structure, and a dog run. On spaces of the Convention Center with Art axis with the Galleria, Jonathan Borofsky’s Park and the Performing Arts Complex, sculpture “The Dancers” will be relocated to ensuring access to all these public facilities provide a vertical focal point for the park’s in an exceptionally memorable way. urban design. Anchoring the lower end, the Bike House will be a locus of activity at the corner of Speer and Arapahoe Streets.

126 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 127 Bike House The northern half of the park rises in a gentle slope up from Speer Blvd, creating Bike House / Ramp a handicapped accessible path up to the Amsterdam, Netherlands existing Galleria. Neighborhood oriented activities line the path, with possibilities illustrated spread: conceptual sketch rendering of the bike including a children’s play area, swings, house (foreground) at art Park a climbing structure, and a dog run. On axis with the Galleria, Jonathan Borofsky’s sculpture “The Dancers” will be relocated to provide a vertical focal point for the park’s urban design. Anchoring the lower end, the Bike House will be a locus of activity at the corner of Speer and Arapahoe Sts. Accommodating bike storage, repair, and rentals, the Bike House connects the Arts Complex with the adjacent streets and the Auraria Campus beyond. A proposed connection from the Bike House under the eastern lanes of Speer Blvd would directly link Art Park with the recreational trails and bike paths along Cherry Creek.

Bicycle station at the ICE Bahnhof Erfurt, Germany

128 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 129 14th Street Anchor The corner is as central a place for urban life as the public square. Corners require a conscious set-aside of assembled space or heightened levels of activity and are critical to the way residents and visitors cognitively map a city. Arapahoe and 14th Streets will become a celebrated intersection and anchor for DPAC’s next thirty years. It is planned to be the Arts Complex’s “100 percent corner” with multi-street exposure showcasing a new music hall and rehearsal center above a marketplace and retail space designed for today’s consumers. Above it all the Plan envisions a substantial commercial overbuild opportunity of up to 500’ that may respond to continued demand for downtown living or a boutique hotel to accommodate Denver’s growing tourism industry. The tower’s footprint is located away from the long column-free spans of the Music Hall and positioned perpendicular to 14th Street to minimize obstruction of downtown views to the Front Range.

Illustrated right: An “arts sandwich” or mixed-use commercial development with a music hall between active street level uses and a tower above.

130 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 131 Curtis Street Gateway Gateways are symbolic of welcoming a throng. As such, the Galleria at 14th and Curtis Streets is to be remade from an opening to a place of arrival for all. This sentiment supports the Vision and Guiding Principles set forth in The Next Stage and is in keeping with the original intent of DPAC’s original vision forty-years ago. The Gateway Plaza will gently incline from the 14th Street elevation to the existing Galleria level, eliminating a series of stairs seen today. Widening the entryway from 42’ at street-level to 150’ will provide adequate area for a plaza aligning with Curtis Street and plans for it to become a festival-like street.

132 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 133 13th Street Plaza and the “Blender Block” An improved 13th Street corridor will directly connect Larimer Square and the academic and event event “greens” at Auraria Campus terminating in a plaza between the Bonfils Theatre Complex and Parcel ‘B’. The 13th Street underpass will be closed, ending in a new intersection at Arapahoe Street tunnel currently extending beneath the Arts Complex form an intersection at Arapahoe Street with a terraced plaza leading up to the existing Galleria level. Plans for parcel ‘B’, the Blender Block, include arts and culture uses dedicated to emerging discipline and community organizations. A mixing of performing and visual arts with spaces for making and doing will extend the Arts Complex’s reach to new audiences. An arts terrace wraps the base of the development providing a place for incidental exchange of ideas essential for the shared economy. Also planned is a footprint for commercial overbuild (tower) that can accommodate residential, hotel, or moderately size commercial floor plates.

134 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 135 The Nexus The intersection of the “wedge” openings in the Arts Complex along the Curtis Street axis forms a nexus of activity. Located at the midpoint of the Arts Complex, the Nexus connects to the 13th Street Plaza as a centrally located array of retail and fitness uses opening onto an expanded Galleria. Pedestrian level uses include a “culture garage” housing exhibit space for the Studio/Incubator with opportunities for pop-up shops. Outdoor space is intended to include an intimate courtyard for screening digital media, a bosque of trees, and a video wall facing Art Park. Parcel ‘C’ abutting the southern edge of the Nexus is planned to contain a potential new home for the Denver School of the Arts and up to Fresh Mrkt 1,100 students and faculty.

136 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 137 Leveraging City assets and partnering with Denver’s private sector will be pivotal in providing necessary resources to DEVELOPMENT improve existing patron experience and pave the way for new Sustainable Development Leverage City Assets Development Phasing audiences. As planning and design progress, Ultimately, maximizing city land value The Next Stage’s Plan for repositioning consideration should be given to ensuring will provide the greatest opportunity for DPAC may be executed in discrete development is economically and transforming DPAC as a neighborhood development packages phased over time. environmentally sustainable. Given its anchored by arts and culture. Increasing The Arts Complex is to remain operational large size, the 12-acre Arts Complex offers land value and partnering with Denver’s throughout the construction process with scales-of-magnitude that may support public and private sectors will be pivotal in resident organizations continuing to entertain shared services and other conservation providing necessary resources to improve their patrons. The Colorado Symphony methods not available to typical downtown existing patron experience and pave the way Orchestra will be directly impacted with the commercial projects. Preparation of for new audiences. Public investment is eventual removal of Boettcher Concert Hall Value of infrastructure to support green development needed for a ten-year phased development, along with DCPA’s Garner Galleria Theatre Assets will enhance future branding efforts and with only $17 million currently available for located in the existing parking garage. It is secure higher land value. Initiatives for larger direct investment by Denver Arts & Venues. envisioned that Boettcher Concert Hall will scale urban redevelopment projects to Additional funding will be required for: remain operational until after completion further study might include: of the Music Hall to be the centerpiece of parcel ‘A’ at 14th and Arapahoe Streets. ·· Adherence to LEED certification 1. Infrastructure needed to support new guidelines, including sustainable uses. Construction of the new Music Hall prior will construction practices allowing the CSO to continue performances ·· Organic waste management 2. Placemaking necessary to catalyze de- at DPAC with minimal interruption. The velopment. Public ·· On-site energy generation from waste phasing of a cabaret theatre replacement for Place Making heat and distributed solar (which can be 3. Transportation and physical improve- the Garner is to be determined as the plan Investment Contributions used as an architectural design element) ments to broaden access and facilitate advances. Connections funding. Determination ·· Geothermal heat pumps to augment At the completion of phase one, parcel Infrastructure space heating and cooling ‘A’ may be cleared of the existing parking ·· On-site energy storage to reduce peak garage for development of a mixed- demand charges to tenants use building housing the Music Hall and Rehearsal Center. At completion of the 14th ·· Coincident demand billing for sub- metered tenants to receive savings on Street Anchor, parcel ‘C’ can be prepped utility transmission and distribution costs for redevelopment with the demolition of the Concert Hall. Development of ‘C’ will ·· Central outside air (OA) tempering include additional parking connected to Art distributed to tenant floor air handling units (AHU) to minimize moisture and Park facilitating the removal of the remaining Institutional reduce biological growth above-grade parking on the Complex. Stature ·· High efficiency lighting and daylight harvesting ·· Modulated parking garage exhaust fans (if required) based on carbon monoxide levels ·· Regenerative elevator motors ·· Stormwater capture and reuse, gray- water systems and other water efficient fixtures

138 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 139 Partnerships Partnerships will provide significant contributions towards implementation of the Plan. A funding and governance task force will be convened in 2016 to determine land values and establish expectations for partnerships. A. Partnerships will elevate the project’s stature and share resources. B. Engagement with community organizations will cultivate social capital and attachment to place. C. Activity of students, artists, and innovators will change perception of the existing Arts Complex aiding in asset repositioning. D. Many organizations have already expressed interest in the project including Denver Public Schools, which has initiated a more formalized relationship with execution of a memorandum of understanding. Placemaking and the addition of key infrastructure will drive demand for City- owned land and generate greater returns on public investment. Improving and elevating Sculpture Park is a critical first-step in unleashing DPAC’s development potential. New below-park parking will enable phased demolition of the parking garage at 14th and Arapahoe Streets, making way for site preparation in development of a vertical mixed-use commercial arts project. ·· Contributions fill funding gaps for public amenities and cultural projects. ·· Infill of new uses for living, working, and recreating including 1,000 new residents on-site, creating community and economic value ·· Implementation will direct economic impact well beyond the $141 million the site generates today.

140 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 141 Transportation Planning and Parking

Transportation Goals parking within a few blocks of DPAC and placemaking goals of The Next Stage. parking demands at DPAC over the next with CDOT’s new managed lanes, Arapahoe ·· December is the peak parking The Next Stage outlines a land use and Colorado Convention Center. The following Investing in smart parking, great streets, 25 years (typical life of a parking structure). Street protected bikeway, and completed month during evening and matinee placemaking vision for DPAC that builds outlines planning strategies to meet the first valet stations, protected bikeways, and This combination could also require DPAC pedestrian safety projects in and around performances on its rich history and prepares it for transportation goal. grand transit stations could also prepare to further evaluate the reconstruction of the DPAC. These investments are changing ·· Most DPAC spaces are occupied during generations to come. The transformations ·· Plan for infrastructure near DPAC that DPAC for success as the transportation current parking supply. This may include how people travel to and from downtown Friday afternoon and Saturday evenings of public space, performing venues, enhances walking, bicycling, and transit demands in the Denver region evolve. The additional evaluation of how parking could Denver. Therefore, the data that is outlined ·· Approximately 330 days a year the and creation of a 24-hour place could arrival following outlines planning strategies to meet be managed by a district that meets the new in the existing conditions presentations parking garage does not reach 65% should not be taken as a direct corollary to dramatically alter the transportation and ·· Identify possible wayfinding signage for the second transportation goal. shared-peak demands of both facilities. The utilization the future needs at DPAC (see the electronic parking demands at DPAC. Likewise, the all travelers within 1 mile of DPAC ·· Meet the needs of current users while following outlines planning strategies to meet ·· At peak parking times up to 142 City and County of Denver is experiencing adapting to needs of new users the transportation goal. appendix). They provide a baseline for performers are parking with discount ·· Plan for a joint parking reservation comparisons and should be updated on unprecedented population growth that ·· Plan for the needs of current users while ·· Create a DPAC Access and Parking passes system at DPAC/CCC an annual basis to determine trends and is resulting in new thinking about how to adapting to needs of new users entity (funds and manage transportation ·· The DPAC parking structure is nearing efficiently move people into, around and ·· Outline a management plan for the options) conditions. DPAC/CCC parking garages as a shared ·· Identify systematic and incremental the end of its service life and needs out of downtown Denver. This includes resource updates to the transportation system ·· Identify possible strategies and actions rehabilitation or replacement new goals, funding sources, and priorities every year for a Shared Access and Parking District The current DPAC peak season parking that could expand rail transit access, safer ·· Identify policies that manage parking as ·· Study new parking technologies for demand is approximately 3,700 parking streets, protected bikeways, intelligent a primary resource for visitors and public ·· Study new transportation technology to CCC Parking Structure support rideshare/taxi/drop-off private and public parking supplies near spaces. This is based on prior field study transportation systems, car sharing, and ·· Identify policies that manage parking The CCC parking structure has DPAC and travel behavior observations. This also smart parking solutions. The following goals as a secondary resource for staff and ·· Revaluate the adjacent streets as DPAC approximately 1,000 parking spaces with ·· Consider new private and public finance suggests that approximately 65% of guests could support the vision identified in The employees redevelopment occurs access points on Champa Street and Speer options for on-site parking travel to DPAC with another guest in their Next Stage, while also building on the city’s Boulevard. This multilevel parking structure car, ride transit, ride share, walk up or transportation vision for an increasingly has access to the DPAC Galleria via a Goal #2: Identify strategies that Goal #3: Identify policies that bicycle to peak season events. The result is connected and vibrant downtown. Background Parking Information skyway over Champa Street. Most parking prepare DPAC for the future of manage parking to meet the an effective parking rate of 1 parking space spaces in the CCC structure are within 2,500 The current transportation and parking transportation actual shared demand for every 2.6 seats at DPAC. feet of the front door of DPAC venues. This trends provide insight on how people are Goal #1: Work toward an The new facilities and uses outlined in the The future performance venues, public parking facility is managed by the Colorado improved arrival experience for Vision Plan could create a place that is spaces, and scheduled events at DPAC may traveling to and from DPAC. This information DPAC Parking Structure Convention Center. The following provides a all visitors vibrant during many seasons and different have different parking demands compared provides a basis for current conditions The DPAC parking structure has summary of the key use and conditions. See More DPAC guests in the future might begin times of day. It could have spaces and to the current DPAC site. Likewise, Denver’s and can be used to forecast future approximately 1,700 parking spaces with the electronic appendix for technical details. their “night out”, “Wednesday night stroll” places that might bring in new groups of changing regional population could have conditions. However, Denver’s transportation access points on 13th Street and Arapahoe ·· Parking is not required for 70% of the or “weekend get-a-way” a few blocks from people from adjacent neighborhoods and more active baby boomers and millennials system and population are experiencing Street. This multilevel parking structure has scheduled events at CCC DPAC. There are several transportation the region. This could create excitement over the next decade. These groups have dramatic change. Over that last five years direct access to the DPAC Galleria and most investments that can make their experience and energy that peaks the interest of the demonstrated an ability to walk to DPAC approximately 40 people a day have been ·· Approximately 330 days a year the parking spaces are within 1,000 feet of the more welcoming and enticing. This could anticipated 150,000 additional Denver from adjacent neighborhoods, ride bicycles moving into the City and County of Denver. parking garage does not reach 60% front door of DPAC venues. This parking utilization include signage that guides them to daily art residents forecasted to move into the city to annual events, utilize regional RTD light Likewise, RTD has opened two new rail lines facility is managed by the City and County of attractions, protected bikeways to the bike over the next decade. Such initiatives might rail to access seasonal performances, and that connect the region and the East Rail line ·· At peak parking times up to 150 Denver Public Works Parking Division. The house, welcoming grand passenger areas include procurement in new transportation use modern rideshare technologies to avoid that connects downtown Denver to Denver following provides a summary of the key use with public art near RTD stops, and smart technologies and modes that are cost parking their own cars at DPAC or CCC. International Airport is scheduled to open and conditions. parking information that allows efficient effective in supporting the land use and These changes could continue to alter the in the Spring of 2016. This is in conjunction

142 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 143 performers/commuters are parking with DPAC Future Transportation and Parking automated and stacked parking spaces LEFT: discount passes bicycling walking car sharing Considerations for residences that have lower parking Evolving Modes of ·· The CCC parking structure is in the Previous sections of The Next Stage garage turnover rates. This parking sup- Transportation to be middle of its service life provided the programmatic changes to the ply could also utilize new curbside valet Accommodated at ·· The single helix ramp that connects the uses at DPAC. Theses changes include to maximize all possible spaces and the Arts Complex levels presents challenges to drivers the introduction of new offices (780,000 provide a premium guest experience. All square feet), retail (65,000 square feet), parking could be owned and managed and upwards of 700 residential units. Each by the DPAC/CCC parking and trans- Private Parking Adjacent to of these complement the new cultural and portation district that shares all parking DPAC arts uses that are programmed for new between users and possible. The 2,100 There are currently 6,400 publicly accessible and existing facilities within DPAC. The to 2,800 parking spaces at DPAC could paid parking spaces within a 10-minute following provides an overview of how be integrated with smart parking sys- walk of the front door of DPAC. Some of the future on-site parking supply could be tems that provide seamless direction these locations are undergoing change reconstructed and managed to meet the and pricing information in conjunction car services such as valet parking and ride public mass transit such as they are redeveloped into new mixed- overall DPAC transportation goals. with nearby private parking facilities. uber sharing as the rtd light rail use developments. These new mixed-use 3. Strategies to address guest’s multi- developments include multi-level parking Parking Footprint modal access needs should be further 132,000 SF @3.5=462,000 structures that offer some form of paid 1. The future parking demand for the @350/space=1,320 evaluated. This could include identifying parking. However, not all mixed-use mixed-use DPAC site is estimated at Wrapped Parking ARAPAHOE STREET locations for ride-sharing stations around 4@36,000 = 144,000 developments are replacing parking at 4,100 peak parking spaces in multiple 411 spaces historic supplies, given the transportation shared parking facilities on-site, across DPAC, art and signage at RTD light rail 63,000 SF 53,000 SF and population changes forecasted in the the street at CCC parking structure, and stations, future access to reconfigured Denver region. The following provides a within a five minute walk of DPAC. This rail and bus circulators on 14th Street, D 2 1 summary of the key uses and conditions. assumes that the parking demand for bike valet and storage at the new on-site See the electronic appendix for technical arts and cultural events at DPAC could bike house, and possible changes to details. be 5% lower than the current demands. “living streets” around DPAC as redevel- opment occurs. ·· DPAC patrons utilize approximately This is likely given the 2,600 seats at 14,000 SF 1b the Boettcher Concert Hall are replaced 16,000 SF 1,600 private spaces in December peak 4. Employees could be offered other mobil- 4b with venues that have fewer seats and times ity options funded by a potential DPAC/ 73,500 SF 41,500 SF DPAC: smaller audiences. Likewise, smaller out- ·· An additional 3,500 private parking CCC district. This could include off-site 2,100-2,800 door spaces for major events might not CCC: 1,000 spaces are available during December nearby parking options within a 5 minute 4 draw the peak crowds that Boettcher Outdoor peak times 3Performance 3,800 walk, annual RTD transit passes, car- +/-2,500-3,000 30,000 SF Concert Hall once did. Moreover, new Outdoor Performances ·· Private parking spaces are charging share memberships, Bcycle member- Band Shell guests who are attending these new In/Outdoor $2-3 more during events (compared to ship, and other discounted ridesharing 100/500 events might not all be “in heels” or driv- seat Parking Footprint

Flexible T

DPAC/CCC) services. 129,000 SF @3 = 387,000 E

Theater E

@350/space=1,105 R

ing to events. T S H T T Park Pavilion E 4 E 1 R T

S Future Parking Capacity H

2. The parking structure at DPAC could be CHAMPA STREET T 3 rebuilt with up to 2,800 additional shared 1

D R parking spaces (currently there are 1,700 A V E L STOUT STREET U O spaces). This could include the use of B R E E P S D R A V E L U O B Park Pavilion R E E P S

144 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 145 1. Arts Complex (DPAC)

2. Colorado Convention 7 Center Theatre District 3. Auraria Higher Education 4 Campus Neighborhood 4. Larimer Square

Fitting in the Framework 5. 16th Street Mall The DPAC/CCC Urban Design Framework Plan described how broader connectivity 6. 14th Ambassador Street in the area around DPAC and the CCC 7. Arapahoe Street - could facilitate development. In particular Skyline Park it examined how both City assets could work together in the context of their larger Note: Colorado Convention Center 8. Speer(2) Master Blvd. Plan Sketch| Cherry prepared neighborhood they anchor. Issues and Creekby MIG. Recreation opportunities were cataloged relating Corridor to urban design, transportation, and programming. Thematic approaches to key 5 9. Theatre District downtown corridors were recommended as a means of directing resources towards 10. Urban Design Framework enabling specific uses and activities. In Boundary addition, infill, redevelopment, and edge 9 activation opportunities were mapped. 1 Six goals were identified to achieve the framework’s vision and were subsequently integrated into The Next Stage planning process: 1. Enhance arrival and departure. Foster reasons to stay and play.

2. Expose and celebrate existing programs and uses.

3. Strengthen and create physical and functional connections.

4. Diversify and maximize a mix of uses and potential visitors. 2 5. Build on and leverage economic devel- 3 opment opportunities.

6. Integrate and respect Colorado’s natural environment. 8 6 8 10

146 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 147 Downtown Corridors accommodating festivals and events may Successful urban downtowns rely on their occur. Given appropriate planning and streets for vibrancy. Streets are the lifeline communication, large-scale events could of cities where residents and visitors come extend from 16th Street to a transformed together on common ground. Public right- Galleria to Art Park. of-ways provide channels to move people by transit, car, bicycle, foot, and other 14th Street alternative means. An important aspect of directly connecting downtown through a Recent improvements have transformed transformed center for the city’s creative and 14th Street into a welcoming passageway economic life are neighboring streets. The with an enhanced pedestrian experience. Next Stage has outlined key neighborhood The Vision Plan will reinforce objectives of connections and their characteristics that the “Ambassador Street” with improved include: livability and new opportunities for the arts, retail, and business. Bicycle-friendly amenities including new bike racks should Arapahoe Street be extended on-site with a means to cross Arapahoe Street has a greater propensity DPAC to the Cherry Creek Recreation for change given properties along its edge Corridor through the Bike House. are capable of housing vibrant street-level uses. The impact of The Next Stage’s implementation will have a significant impact Champa Street on the corridor giving over 500’ of blank Champa between the Colorado Convention garage walls to mixed-use development. Center and Arts Complex will likely become Three new access points (rights-of-way) a street for traversing. Proposed changes from the Arts Complex will help re-knit the will facilitate greater ease of use for the fractured street grid increasing the import Stout Street Light Rail Station and improve of the street. With the presence of Skyline connectivity between both venues. Champa Park there are additional opportunities for Street will continue to provide service remaking Arapahoe into a livelier new street access to existing and proposed facilities. for “everyday” use. Modifications to Champa Street will lead to better access to the “Arrival Street” including provisions for the potential Denver School of Curtis Street the Arts. Land use along Curtis Street from the 16th Street Mall to DPAC is unlikely to change in the near to mid-term time frames. Theatre District / However, given existing levels of activity Convention Center including the Curtis Hotel, opportunities for RTD Station

148 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 149 Art Park Illustrated: Currently, grade transitions from the existing Galleria to the park are challenging. Raising the park elevation to accommodate a new parking garage will alleviate this with a seemless connection. Edges around the new Art Park, specifically Speer Boulevard along Speer Boulevard, The Boulevard was named after Robert will be pedestrian/bicycle Speer, referred to as Denver’s “City friendly, comfortable and Beautiful” Mayor. Speer believed strongly inviting at a human scale, in the power of civic space and culture to and accessible to and from strengthen the City’s sense of community. Cherry Creek. It is intended During his tenure as Mayor, he started a to function as a “frontyard” series of free Sunday concerts in 1908 at to DPAC. the Municipal Auditorium - now the Ellie Caulkins Opera House. Treatment of the Art Complex’s Speer Boulevard edge should remain in keeping with the Mayor’s civic vision celebrating open space, tree planting, and the arts. A 15 to 20’ greenway is proposed at street-level permitting paths for biking, jogging, and running with adequate space for plantings setback from the roadway.

150 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 151 Elevating Sculpture Park is critical to enabling sequenced demolition and infill development of parcels ‘A’, ‘B’, and ‘C’. This first phase project will provide critical infrastructure to service future facilities, support an outdoor performance venue, and provide replacement parking for the existing garage. As a result Art Park will become a downtown destination with a neighborhood green and event plaza extending into the center of the Galleria. Three pavilions will house park-related uses including support services, storage, restaurant and cafe. While it is recommended that the pavilions be constructed during the first phase, site pads may be prepped for their addition thereafter. A determination will be made as to sequencing of the proposed pedestrian bridges to the Colorado Convention Center and further exploration of the Auraria Campus during the next stage of planning and design work.

152 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 153 BUSINESS PLANNING

Above: 3d Plan View

154 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 155 Business Planning

The success of The Next Stage depends Goals for future programming Short Term Programming Increase partnerships between educational space for hanging out. on a strategic approach to access and and activation Recommendations organizations and the resident companies. Book programming that can relax audiences, inclusivity, programming, governance, ·· Maximize utilization through consistent Defined as 2016 calendar year, short-term Promote use of space during vacant times schedule around key times when certain operations and financial sustainability. activation programming recommendations include: for small, public lectures and rentals. Limited groups are stressed, like college finals week Working in three subcommittees­ — ­ ·· Create a dynamic internal/external capacity, simple production speaking or tax season. Example – Tibetan singing Eat Programming and Activation, Access and environment, tied to existing engagements. Similar to events currently bowls concert. Outreach, and Governance and Operations programming Partner with popular local chefs, restaurants, hosted at McNichols, but in a room properly “+1” — the Executive Leadership team and Webb ·· Generate repeat visits by all ages and farms, or brands to do sampling events sized for anticipated attendance. Management Services further explored individual interests in the Galleria. Host on dark nights and Offer simple-to-understand activity that is and developed recommendations that will Play ·· Bring the indoors and the outdoors into schedule around existing programming (pre- viewed by consumer as an addition to your transform the Arts Complex beyond the built congruency event). Host art-related activities, free or ticketed, existing plans for the night (ex. theatre AND environment and physical design. open to the public. Increase frequency from drinks, dinner AND dancing). Expand existing food options by either ·· Create better access for smaller arts current levels of activity. organizations bringing in pop-up vendors or working with Offer more face-to-face interactions with Programming & Activation Strategy ·· Appeal to diverse audiences Centerplate. Enhance pre/post theatre show activity, staff, characters from plays, musicians/ using entertainment of all styles. Pilot artists, and others outside of theatre shows. Programming and activation in The Next ·· Enhance capabilities of current resident Work Stage will intentionally create a vibrant and turning Chambers-Grant Salon into a post- companies Establish simple places to work and gather. hyper-active cultural hub for downtown show “nightclub,” working with the resident Improve the wireless connection, and then Denver. Starting with the principle of companies to appeal to their audiences and advertise it as a unique, outdoor place to get supporting core programs of resident Programmatic Themes determine price point. work done. organizations, phasing will then extend to The community raised many programmatic Tie to physical arts districts, especially River attracting and supporting a wide array of ideas at public meetings, and through Add additional seating, workspace, and North, Golden Triangle, and the Arts District new programming at the Arts Complex, both online surveys and focus groups. The ELT’s table options in the Galleria. Market to a on Santa Fe. Provide wayfinding, showcase indoors and outdoors. Programming and Activation committee variety of downtown tenants and audiences art/artists, extend outreach. categorized and further developed the who utilize larger or unique spaces to work Programming and activation Exercise concepts into several activation themes for and socialize. challenges at DPAC short- and long-term recommendations. Provide ways for people to track fitness in ·· Lack of consistent activation Learn Eat = better/more food and drink the Arts Complex, starting with those who ·· No common or central ownership of Work = places to work and gather Provide educational opportunities for the already use it for fitness. Create signage activation public. Example: low-cost or free “behind the listing workout ideas, number of stairs, Learn = educational opportunities for the scenes” tours around existing performances. ·· No oversight body with adequate staffing public, places for students to study calories burned per activity, etc. Pilot RFID or funding for activation or similar tech options for tracking. Play = art and activities, free or ticketed, Create places for students to study. Play the ·· Treated as a space, not a place open to the public CSO live recordings (or other instrumental Turn dead spaces into fitness zones like an ·· Multiple barriers to entry for emerging Exercise = fitness classes, ways to track music, like jazz or downtempo electronic) outdoor gym. Example - put a pull up bar arts groups fitness in the Complex, outdoor gym throughout the venue. in the nook between parking stairwell and ·· Confusing naming/branding of Arts Unwind = use of classical music, shade, Partner with Auraria Colleges and Garner Galleria signage (by east elevator). Complex, resident companies, Theatre calming features to create a serene space Universities to provide seminar space in a Host fitness in the Galleria. District, and more “+1” = in addition to your existing plans lobby, for example, or offer other unused Unwind for the night (theatre AND drinks, Dinner space as a classroom and/or performance AND dancing) opportunity (ex. teach under The Dancers, Use of classical or instrumental music, or second floor Buell lobby). Music or theatre shade, calming features to create a serene classes could meet in traditional venues on dark days.

156 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 157 Long Term Programming Learn and the Arts District on Santa Fe. Provide Unwind Timing of Activity Recommendations Create places for students to study that are way finding, showcase art/artists, extend Increased use of instrumental music, shade, Frequency of programming should increase Post-construction, the Arts Complex will be unique and desirable, such as a study area outreach. Use new site and create “paths” calming features to create a serene space. over time. However, during the initial startup a destination that is attractive, accessible, with a window into CSO rehearsal room that linking to each district (example – path Build in “quiet areas” into the Arts Complex phases it is important to establish consistent and open. A space that welcomes lingering streams in classical music. leading out towards Speer encourages you redesign. timing of activity. Initial times/seasons are and generates repetitive everyday activity. to keep going to Santa Fe Arts District). under consideration are: Improve accessibility of rehearsals, behind Incorporate relaxing programming into the Long term programming recommendations the scenes, and more to local schools K-12 Establish DPAC version of McNichols calendar, for example a consistent “hour to ·· Outdoor programming, focus on spring include: and college. Cultural Partner Program: Offer to groups meditate”. shoulder, summer, fall shoulder Eat looking to program the more traditional ·· Focus on busy Arts Complex days Play venues (ex. The Studio Loft). Program lobbies as casual hangout spots, Offering better food/drink options is the outside of the sure-fire seasons (ex. Host art and activities, free and/or ticketed, an escape from the summer heat or winter’s most important change. This includes quick Provide discounted rates on lobby-only opening nights for major Broadway open to the public. Consistency and number snow. Add furniture, amenities, art and tours, or nights when 5000+ attendees lunches or lunchtime stopovers. Destination rentals for groups to program. of activations need to be increased. Will signage. are expected at the Arts Complex) restaurants mixed with fast options when include full series, branding, and name- Exercise “+1” you’re late to a theatre show. ·· Program live activity recognition. Provide infrastructure to encourage people Ticketing can be activation. Create a portal Use the food hall concept and turn DPAC °° Mornings 6am or 8am (or as late as Feature performances by small or emerging to do their morning exercise at the Arts to ticket sales, showing inventory and 10am) into an incubator for chefs. Complex. arts organizations in Galleria space prior to offering discounts, to draw in the last-minute °° Lunch 11am – 2pm (in later phases Create opportunity for other local restaurants evening or matinee shows in theaters. Create permanent signage to educate the ticket buyer (ex. patron looking for a post- of programming, not initially) to setup “pop-up dinners”, blurring the public and define the space. Incorporate dinner activity). Create unique and attractive specific °° Afternoons/nights 4pm – 11pm or boundary with the greater neighborhood. RFID or emerging tech options for tracking. performance and installation locations midnight (adhering to city ordinances) Work onsite, like a spot with a small (12’x12’) Discourage use during peak times (ex. Other Amenities permanent concrete stage. around Theatre shows) by deactivating Create real places to work and gather. technology or blocking fitness assets with Centralize ticketing or provide main kiosk Include a small copy-center bodega to Partner with students from the Auraria other activity. paired with an Information Booth. Could provide resources missing from other public colleges and universities to practice music also be a “headquarters” for other activation work areas (also a revenue stream). outdoors during daytime hours, create art in Create a fun, artistic outdoor gym spread out amongst the campus and add modular management, like the Fitness or Work Turn cool, unique areas into rentable a public setting (ex. paint a picture), or host concepts. other performances throughout the daytime. additional amenities during the mornings, workspace, like the Buell 3rd floor balcony. like a juice/smoothie bar. Have staff go out into the wider Downtown Create a process for professionals to rent Enhance pre/post theatre show activity by area to hype all events with giveaways, workspace. creating a space that becomes the de-facto Offer organized, professional fitness classes hosted at DPAC in the mornings, similar tickets, and answer questions, and Offer high speed WiFi. gathering spot with access to food and encourage engagement. drink. Turn Chambers-Grant Salon into this to Red Rocks fitness programming. create Open rentable studio space in unused space or create a new space during the deals with professional groups/instructors Lighting could be robust and be both storefronts or other locations, offering free rebuild. who could lead the classes. Work with programmatic and a décor component. use of the space in exchange for working groups in advance of the rebuild to ensure Invite artists to pair technology with music, event, providing entertainment to the public, Encourage year-round engagement with we design the best possible space. dance, or other types of performances. or other trade. the resident companies. Enhance the connections to physical arts districts, Improve bike accessibility and parking. especially River North, Golden Triangle, Establish way finding in the neighborhood focused on bikers.

158 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 159 Funding Evaluation & Measurement ·· Improve public WiFi access Accessibility & Inclusion Strategy General Branding and Themes °° Facebook Free programming should be the focus of Success will be measured in a number of ·· Basic power accessibility at As part of The Next Stage community Through the focus groups, five general °° Auaria campus many of the activities at the Arts Complex ways: workstations, or place workstations outreach, the Accessibility and Outreach themes were identified to reach a broad and diverse community: Entice, Enter, Engage, °° Improved signage but revenue-generating activity and private ·· New audiences brought into DPAC around existing power. committee held several focus groups marketing rentals are also appropriate. of millennials, students and minority Exit and Extend. ·· Create an environment reflects the (numbers and demographic makeup) ·· Pilot an RFID or similar tech system for audience To properly fund all of the new, free communities who were asked to provide ·· Revenue generated through food, drink, personal fitness tracking Entice programming and activation, encourage: ideas and feedback to increase diversity, °° Hire diverse ushers ticket sales, and sponsorship Long-term: The thought behind this theme is to create inclusion and access at the Arts Complex. ·· Proactive revenue sharing model for more relevant themed performances to °° Create approachable spaces for ·· Media response to programming and ·· Build technological infrastructure based Participants identified goals, challenges and changing demographics food and beverage related to activation. encourage culturally diverse groups to activations on final “Next Stage” plan ideas that were common across the focus If there is a band playing in the Galleria attend the Arts Complex. This would include ·· Discounts for teachers and student and people are enjoying it, a portion of ·· Value seen by resident companies and ·· Incorporate digital signage for calendars, groups. different types of offerings for different bar sales should go back into funding local stakeholders advertising, way finding, and more. ·· Cross promotions with various groups. Some suggestions include: community partners future programming. ·· Increased name-recognition of the Arts ·· Add all sorts of fitness tech, able to be ·· Master insurance policy to be held by Complex, individual venues, offerings, turned off during busy times to dictate Goals ·· Casual performances that speak to the ·· Transportation that is easy to access umbrella group to simplify systems and more use ·· Provide culturally diverse programming millennials to appeal to wider patron base because Engage °° New takes on classics ·· Utilize side-bookings and other revenue ·· Consistent foot traffic and venue ·· Significant lighting installation which can “audiences follow programming.” Respondents felt that there isn’t enough utilization streams such as: be programmed as activity (Ex. artists °° New programming interactive programming, a welcoming time it to a live musical performance) ·· Create marketing initiatives to reach °° Weddings Marketing diverse communities including social ·· Culturally relevant programming environment or mingling opportunities with °° Convention audiences looking for Focus areas for marketing are: media, in-language marketing and onsite including Latino and African American other patrons. Create a more engaging promotion. targeted performances experience on-site to promote and celebrate off-site gathering space ·· Attract communities of color, millennials Potential Partners diverse patrons such as: °° Consumer show vendors (ex. Ski and boomers Programming should begin with more ·· Plan for more accessibility for patrons. ·· Family-friendly options for all communities Industry Expo activation) ·· Cross-marketing strategy with the established/professional arts groups, slowing ·· Partner with various community ·· Engage ethnically diverse staff and ushers to welcome patrons °° Program sponsors, performance constituents bringing in more and younger organizations organizations to connect with diverse °° Cost friendly communities. space sponsors, series sponsors ·· Attract downtown residents year-round as part of the growth plan. Although the °° Day-time programming ·· Create opportunities to discuss and converse what was just witnessed or °° VIP experience for a premium space should be open to anyone who would ·· Provide a variety of options at different (i.e., activities for preschoolers and ·· Attract downtown workers before/after want to partner, a few key organizations/ price points. caregivers) talk backs after performance such as access to bathrooms, work (morning and evenings) choice seating, drinks, discount locations to initially consider are: °° Outside spaces for interactive ·· Offer tours of the facilities ·· Reasons to attend at all legal hours valet, other components to make ·· Denver Theatre District programming ·· Offer mingling opportunities every time you visit the Arts (fitness equipment for 5am early birds) Current challenges/weaknesses ·· Downtown Denver Partnership Enter Complex a special experience. A ·· Cross marketing with emerging or ·· Lack of diverse programming °° Resident companies’ staff or artists “season pass” you could sell. diverse arts groups ·· Colleges and universities at Auraria ·· Lack of access for diverse communities Common challenges are that residents interact with patrons don’t know what programming is offered, ·· Incorporate a program like the ·· 14th St Ambassadors ·· Lack of diverse staff and patrons °° Volunteers from different community consider the venues uninviting, and find partnerships to provide friendly McNichols Cultural Partner Program ·· SCFD Tier III organizations current programming cost prohibitive. Some to support diverse programming for Technology Requirements ·· Minimal partnerships within the cross cultural discussions community suggestions include: in-venue and outdoor programming. Short-term: ·· Mexican Cultural Center and similar ·· Offer ethnic food options on-site to organizations ·· Lack of marketing to reach diverse ·· Social and grassroots marketing to ·· A&V to buy and rent (or provide for free) promote multiculturalism communities reach wider audiences basic sound and lighting gear ·· Larimer Square ·· Allow beverages inside the hall at every ·· Cost prohibitive programming for diverse °° Twitter performance audiences

160 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 161 Extend be a function of the scale of the project, the ·· DPAC will be a regional hub for the ·· Financial Management maintenance, stagehands, ushers performing arts Extend the experience beyond the preferred role of the City in its operation, ·· Investment Management ·· A&V contracts for management and performance itself by adding platforms for how it is to be integrated with other ·· DPAC will embrace innovation ·· Arts Education maintenance of parking facilities downtown projects, the role of commercial patrons to interact after the performances ·· DPAC will incubate new programming ·· Community, Customer and Stakeholder ·· A&V contracts for ticketing services and and encourage future visits. development to fund the next version of the and welcome new and diverse Engagement food and beverage services Arts Complex, and the additional need of audiences ·· Access/Transit ·· “First-Friday” type of interaction private sector philanthropy to support capital ·· Denver’s Public Works Department where companies open up and mingle and operating requirements. ·· DPAC will provide an exceptional patron ·· Collaboration serves as project manager for with patrons with drinks after the experience redevelopment of DPAC and oversees It is also the case that the governing ·· Efficiencies/LEAN principles performance ·· DPAC will have a 24/7 vibe the design and construction of The Next organization can and should evolve with Given the significant redevelopment work Stage ·· Facebook, Text, Selfie’s campaigns that ·· DPAC will be connected with its prolong the experience the project, through planning, design, that will need to be done to accomplish fundraising, construction and operations. neighbors who live, work or attend class The Next Stage’s ambitious goals, including ·· See the show again with others (i.e., downtown working through a public-private partnership, Pros bounce back offers) The reimagined Denver Performing ·· DPAC will be a place for lifelong learning and DPAC’s enhanced operational mission ·· Continuity of management staff ·· Link the experience to restaurants in the Arts Complex must have a governing about and through the performing arts and operating structure that advances that will follow, the ELT recommends that ·· Perception of stability district additional work be done to determine the The Next Stage Vision Statement: The The governing/operating entity will have the ·· City funding sources readily available ·· Engage culturally relevant partners Denver Performing Arts Complex will following core competencies: appropriate governance and operating to continue the conversation (i.e., structure moving forward some early stage ·· Fewer political hurdles than if the be an enlivened, vibrant, thriving, public ·· Project Finance, Project Management, chambers, community leaders, programming and activation needs to occur governance model changes discussion opportunities regional center of cultural activity in the Design and Construction Management heart of downtown. It will attract diverse Experience now to begin to re-brand DPAC and build ·· Community arts groups may perceive audiences, celebrate a variety of art forms, anticipation for what is to come. As a result, that a governmental entity will be more ·· Community, Customer and Stakeholder the core competencies required for the mission-driven than a private entity Governance & Operations Strategy contribute to the city’s economic vitality, Engagement development of DPAC and for the operation would be Building, programming and sustaining the enhance Denver’s urban fabric, integrate ·· Strategic Planning of DPAC will be required simultaneously. ·· Resident companies may be more new Arts Complex will require a strong with neighboring amenities, including the Colorado Convention Center, and serve as ·· Philanthropic Fundraising Following are some initial thoughts about comfortable with known model than with governing and operating organization with a radical reorganization a clear mandate and access to financial an innovative model for sustainable cultural Operational Competencies possible alternatives. resources. and civic investment. ·· Performing Arts Facilities Management Currently, the Arts Complex is operated The mission of the governing/operating ·· Arts Programming Development and Governance Alternatives entity will be to create, manage and program Production by the Arts & Venues Division of the City Option A: Retain the current a world class collection of facilities that will ·· Arts Programming Presentation of Denver, as a part of their portfolio of A&V/DCPA Shared Management form the core of a vibrant, interconnected civic facilities under management. The ·· Ticketing Model arts district supporting excellence in current structure and skills of the Division ·· Parking Management ·· A&V manages the Ellie, the Buell, the programming by existing and new are appropriate to the Arts Complex today, ·· Food and Beverage Operations new music hall and common areas of but it is possible that an alternative form performing arts organizations for the benefit DPAC of the citizens of the region. ·· Marketing/Branding of governance will be required in order to ·· Sponsorships ·· DCPA manages the Bonfils Theatre bring the necessary resources to bear on The governing/operating entity will ensure ·· Fundraising Complex the development and operation of new that DPAC has the following characteristics: ·· A&V books venues, contracts for facilities. That new form of governance will ·· Labor Relations/Management

162 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 163 Cons Option B: A&V plus private 501c(3) mayoral administrations and city council ·· Perception of complacency and lack of Model shifts customer service ·· A&V will continue to own and manage ·· Resident companies and other arts most of the venues at DPAC ·· Divided management leads to groups have expressed an interest in inconsistency in patron experience – ·· DCPA will continue to manage Bonfils exploring a new operational model sometimes the buck stops nowhere Theatre Complex ·· City management less nimble (or ·· Private development companies hesitant ·· A&V will book venues, contract for perceived to be less nimble) because to partner with governmental entity maintenance, stagehands, ushers all city processes – purchasing/ procurement rules, contracting whose leadership and mandate subject ·· A&V will contract for management and requirements and career service to significant change with subsequent maintenance of parking facilities mayoral administrations and city council employment rules - apply ·· A&V will contract for ticketing services shifts ·· City overhead costs remain (e.g., and food and beverage services ·· Resident companies and other arts stagehands contract) ·· A&V will use a private 501c(3) entity for groups have expressed an interest in ·· Public Works contracting and project private fundraising exploring a new operational model management rules will apply ·· Public Works manages design and ·· City management less nimble (or ·· Risk of political interference, cronyism or construction of The Next Stage perceived to be less nimble) because favoritism all city processes – purchasing/ Pros ·· Responsible for other venues so procurement rules, contracting ·· Continuity of management staff attention not focused exclusively on requirements and career service DPAC employment rules - apply ·· Perception of stability ·· City overhead costs remain (e.g., ·· City funding sources readily available stagehands contract) ·· Fewer political hurdles than if we change Option C: New entity (New ·· Prospective donors may be hesitant to the governance model or existing 501c(3) or make philanthropic gifts to governmental ·· Community arts groups may perceive Governmental Authority) entity that a governmental entity will be more ·· Public Works contracting and project open to subsidizing the use of DPAC ·· Possible that there could be two management rules will apply than a private entity would be new entities – one with development ·· Resident companies may be more competencies and one with operational ·· Risk of political interference, cronyism or competencies and both should be favoritism comfortable with known model than with a radical reorganization identified early in the process so that the ·· Responsible for other venues so entity that will operate DPAC will have a attention not focused exclusively on Cons voice in the design and construction of DPAC ·· Perception of complacency and lack of The Next Stage customer service ·· New entity manages DPAC ·· Private development companies hesitant ·· New entity will also be fundraising entity to partner with governmental entity for DPAC whose leadership and mandate subject to significant change with subsequent

164 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 165 ·· New entity responsible for booking, ·· Concern by resident companies and subject to the city’s 1% for public art Financial Sustainability ticketing, ushers, stagehands, food and other non-profits that the DPAC entity rules. In 2015, the Arts Complex is projected to beverage, parking, maintenance and will be competing for philanthropic gifts ·· Look at Pittsburgh and Houston models generate revenues of $12 million against capital construction ·· Community arts organizations may feel as examples of good governance and expenses of $11 million, leaving a surplus ·· New entity also could be a presenting less welcomed by entity not accountable operational structures. of $1 million and also generating FDA tax organization to the voters ·· Determine if there is a funding gap that of $4.1 million for the City. If the facilities Pros ·· Political challenges and public needs to be filled by private philanthropy recommended for the reimagined Arts perceptions around “privatization” and question whether the Denver ·· Energy of “the new” Complex were operating today under the community has the capacity to fill the ·· Many existing City contracts same management structure, only a small ·· Resident companies and other arts gap. reduction in the net operating surplus, offset groups have expressed an interest in In 2016, the city will launch a funding and ·· What is funding capacity of by a comparable increase in the FDA tax exploring a new operational model governance committee to develop the most resident companies, the city and collected is expected. ·· Branding and naming opportunities effective mission-driven governance model other stakeholders to invest in the easier to accomplish for future DPAC. This next phase of due redevelopment of DPAC? ·· Shared decision-making among diligence is described further in the Critical ·· What guardrails should/can be put in stakeholders Path section. In this next phase, the ELT place on the private redevelopment side recommends the working group address the ·· New entity will be more nimble (or to ensure the public mission for DPAC? following topics and questions: perceived to be more nimble) because ·· Look at the trade-offs between all city processes – purchasing/ ·· If there is decision to move to a new restrictions on private development and procurement rules, contracting entity, decide whether two new entities the dollars to be gained from private requirements and career service are needed – one for development and developers – important to get the right employment rules – would no longer one for operations. balance. apply to DPAC ·· How do you phase the redevelopment Operations | Proforma/Operating Budget ·· Public Works contracting and project of DPAC without disrupting the patron However the reimagined Arts Complex is to management rules may no longer apply experience and financial viability of the resident companies? be governed, it must be operated in such ·· Conforms to community perception that a way that there is a low cost of access ·· Look at the long list of potential funding DPAC really is the SCFD Tier I DCPA for resident companies and others, and sources developed by the ELT and ·· Private developers more likely to partner vet the list depending on the optimal that those organizations are motivated to with an entity that follows the Union governance model and look at innovative cooperate, collaborate and even consider Station and National Western Center ways to utilize city funding sources. the consolidation of operations. governance models ·· Look at stagehands cost issue as a The governing organization will have the ·· Single mission focus bar to innovation and entry of new opportunity to pursue economies of scale Cons performing arts groups. and operating efficiencies across a larger ·· Fewer city funding sources readily ·· How can the project achieve set of facilities, but there must also be available aspirational, inspiring, excellence in operating policies and procedures that are manageable for a broad set of artists and ·· Resident companies may be more architectural design? comfortable with known model than with ·· Make sure there is a public art arts organizations in Denver. a radical reorganization component even if the project is not

166 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 167 Critical Paths

In 2016, the City will undertake additional With the Vision Plan in place, a working information for the funding/governance Funding & Governance Committee due diligence and next steps to realize the group of city agency leadership and key committee, entitlement, and developer full potential of this transformative vision stakeholders will convene to address these public request for proposals. To that extent, plan. issues and explore cost estimating, sources a technical survey as part of a detailed and uses of funds needed to execute The feasibility study should coincide with Next Next Stage Vision Plan. Four key activities Steps for the Next Stage. The objective of Funding & Governance Committee will occur: site analysis and valuation, and progressing the plan in unison is to avoid Successfully establishing the Vision has market feasibility to attract and negotiate the punitive cost for approaching the private raised a number of important issues to from a position of strength for private sector without the highest level of “clarity” address in the coming year. sector development and other partnerships, possible. ·· How much will the market support here? resulting in a Request for Qualifications for the first phase of design, development and/ ·· Complete a real estate market scan and or public-private partnership. Technical Feasibility high level financial feasibility analysis for ·· Below-grade infrastructure office, residential and retail uses. ·· Geo-technical review ·· What are City assets worth? Entitlements ·· Traffic and congestion mitigation SPONSORSHIP & GOVERNANCE & ·· Provide a residual land value estimation All of DPAC’s campus, excluding the 2.5 SITE LEVERAGE PUBLIC FINANCE PARTNERSHIPS POLICY ·· Engineering and environmental risk by parcel with a sensitivity analysis for acres of designated parkland, is zoned D-TD assessment tax abatements and other incentives (Downtown Theater District) under Article 8, and/or offsets. Downtown Neighborhood Context, of the ·· Construction risk assessment Proformas Public capacity Denver Civic Arts CCD Role ·· Where best to start? Denver Zoning Code. Parallel with the 2016 ·· Cost estimates Entitlements Options (GO bonds - Foundation Requirements/Must Funding and Governance Committee’s work, ·· Alternative phasing strategies can Pre-design Partners park, Parking district) Philanthropy Haves affect longer term return on public an adjustment will be needed to the zoning ·· Site and parcel plans investments. Upfront City investments map and a text amendment to the existing Phasing A&V onsite revenue Sponsorship Phasing for public ·· Advanced massing and form may yield higher returns in later phases PUD overlay. In addition to increasing height Capital Campaing purpose (i.e., parking of private sector investment. limits contextual with adjacent properties, ·· Program development Naming rights district) ·· How does the City maximize the impact adjustments should be made to the code in ·· Design guidelines including building of public funding? support of the Vision Plan. Zoning tools for heights/envelopes, open space/ encouraging and enhancing arts and cultural circulation/, parking plans, and facade ·· Financial strategies such as public- uses should be reviewed, including bonus treatments/signage. private-partnership structures and Goal/Outcome special tax assessments should be provisions. Clarity of expectations and ·· Cost estimates P3 RFP studied. predictability are paramount for participation of City partners. It is anticipated entitlement ·· Who can get it done? will be a six month process. ·· Redevelopment leads should be established within the City in partnership with civic, business, and institutional Pre-Design and Technical Survey guarantors. Physical planning and design should be ·· What should the City contribute? advanced in order to provide needed ·· Complete an economic and fiscal impact analysis.

168 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 169 The Next Stage Salon Stair NOW •

There is no need to wait to try new program and activation strategies until a new Arts Complex is fully realized. Strategies to attract new audiences and engage a broader community can start now to show Denver that exciting changes are happening at the • Arts Complex. Arts & Venues, in partnership with other stakeholders, will begin prototyping and testing activation models in 2016 that can inform long-term strategies that enliven the Arts Complex and diversify current offerings and audiences. Programming concepts will be sourced from the ideas and recommendations presented by the community and ELT. Brasserie 8-1/2 Grand Stair, New York, NY chambers grant salon, ellie Caulkins Opera House chambers grant salon salon stair idea, ellie Caulkins Opera House

To keep the community informed and buell theatre, balcony level lobby buell theatre, balcony level lobby superimposed bam cafe, brooklyn academy of music, new york, ny Buell Balcony engaged in The Next Stage, Arts & Venues will continue to communicate with community members at key milestones and to share new programs and activities that • can be enjoyed at the Arts Complex.

Nearer-term Capital Project Ideas Buell Balcony cafe ·· 250 seats • ·· Cabaret space with for diverse programming each night ·· Reclaim existing Mezzanine level of Buell • Theater lobby ·· Active lobby space for events during the day ·· Excellent visibility throughout the Galleria

• Salon Stair ·· New glass stair and elevator down to the Chambers Grant Salon. ·· Increases visibility of underutilized public • space.

170 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 171 In Summary The Next Stage Vision Plan maps a course for the Arts Complex to serve as more relevant platform for cultural activity and an evolving Downtown lifestyle. The Vision Plan is the best way to support the continuation of traditional arts activities, while welcoming new audiences and ensuring long term sustainability. Significant physical and programmatic changes are required to integrate DPAC into its neighborhood fabric. Connecting the reinvigorated 12-acre site as a hub for creativity will catalyze the area into a diverse neighborhood powered by the arts. New facilities to accommodate ENLIVEN emerging disciplines and growing community organizations will foster a greater sense of openness and expand the patron base. DIVERSIFy Leveraging underperforming assets such as the parking garage, Sculpture Park, and Boettcher Concert Hall offers an opportunity SUSTAIN to broaden the appeal of the Arts Complex, while providing space for new educational, recreational, and commercial uses. The addition of new cultural facilities, a destination park, complementary retail, active programming and mixed-use towers will enliven, diversify and sustain the Denver Performing Arts Complex for decades to come.

172 | The Next Stage, The Future of Denver’s Performing Arts Complex H3 Hardy Collaboration Architecture with Webb Management Services & Fox Tuttle Hernandez | 173

Executive Leadership Team

Co-Chairs Thomas A. Gougeon Marilee Utter Members Christine Alducin Diane Barrett Gil Boggs Albus Brooks Brad Buchanan Greg Carpenter Chris Crosby Tami Door John Ekeberg Brent Fedrizzi Jack Finlaw Tony Garcia Cy Harvey Rehan Hasan Margaret Hunt Jerry Kern Mike Kornelsen Cathey McClain Finlon David Moke Elizabeth Orr Tina Poe-Obermeier Isaac Points Kent Rice Richard Scharf Tim Schultz Gary Steuer Rick Tallman Elaine Torres Tina Walls

55 Broad Street New York New York 10004 212 677 6030 www. h3hc.com

174 | The Next Stage, The Future of Denver’s Performing Arts Complex