City: Lake City, CO
Population: 500
Year Built: 1974
Privately Owned

The Mountaineer Theater, located appropriately in the mountain town of Lake City, CO, is one of many in the state who is currently in the process of converting from 35mm film to the new industry standard digital projection. Yet this small-town for profit theater has managed to avoid the pitfall of closing their doors for good by undergoing a two year fundraising effort that has raised more than $120,000 through the contributions of a select group of individuals. They have temporarily closed during the fundraising process and plan to open up again this coming summer.

Built in 1974, the Mountaineer Theater began as a local destination to cater to a small population of prideful residents who valued the theater as one of their community’s great assets. In time, Lake City’s population expanded as out-of-state tourists began to flock toward the mountains, many of whom settled down there such as second-home owners and retirees. For a while, ticket sales remained steady but around the 1990’s theater owner Phillip Virden began to witness a decline. When the 2008 economic recession hit, ticket sale revenues had plummeted and the film industry’s demand for digital conversion was looming closer. Mr. Virden knew he needed to take action, but without historic status for tax credits and digital projector prices still high, the task would be very difficult. But by 2010, projector prices began to dip and Mr. Virden took the opportunity to seek out funds.

FUNDRAISING & FINANCING SUPPORT

Initial fundraising efforts were sought through a coalition called Cinema Pine Group, a subset of the National Association of Theater Owners. Yet after several weeks, the financial agreement dissolved and a new partner was needed. Mr. Virden found it in Gunnison Private Savings and Loans who became the major financier by helping to create an equitable financial package. In the end, they helped raise over $70,000 for the theater. Other sources included individual private donors who contributed small amounts that totaled over $1,500 and Phillip Virden himself, along with his wife, who raised over $50,000.

COMMUNITY IMPACT

Though no direct community partnerships were formed during the process, Mr. Virden hopes to build them during future efforts to raise an additional $25,000 that will be used to restore the theater’s interior seating and box office. Some ideas include working with the Downtown Lake City district to create business incentives such as “dinner and a movie”, hosting classic movie nights in agreement with licensed film production studio companies, and partnering with the Art Council of Lake City to host a future film festival.  The theater plans to open this summer and The Lone Ranger starring Johnny Depp was filmed 60 miles west of Lake City and may possibly be the opening movie.

For more information visit: http://mountaineertheatre.com/

City: Wray, CO

Population: 2,300

Historic Structure: Yes, Colorado State Historic Registrar

Year Built: 1950

Public Non Profit: Cliff Cultural Community Center Inc.

The Cliff Theater was originally built in 1950 in a small town of 2,300 people in Northeast Colorado. For the last 60 years, this theater has stood as a landmark for the community in Wray, but in 2007 the owner realized that the theater was in jeopardy. The solution was to create a community center with 501c3 designation. The original board received a $25,000 financial commitment from a local trust for three years to get the Cliff Cultural Community Center Inc. up and running. They changed the business model and become a public non-profit, only to be jeopardized again five years later. In the fall of 2012 they learned that the movie industry would be going digital and they would have to do the same to survive.

COMMUNITY CENTER & DONATIONS

In total it took about 14 months to gather enough money to fund a new digital projector. Three major donors, El Pomar, Gates Family and Kitzmiller Bales and Powell Trusts, contributed $85,000, and the Cliff Theater was able to raise another $45,000 through about two-dozen community fundraising events. These efforts were all small fundraisers like bake sales, donation buckets, silent auctions and letters.

Since May 2012 the theater has been run strictly by board members and volunteers. The community really rallied around the Cliff Theater because they understood that without the theater there were few options for family and youth to be entertained, without traveling more than 40 miles.

COMMUNITY IMPACT

The Cliff Theater is not just a movie theater, but also a community center for Wray and Yuma. The Theater hosts events ranging from dance classes, youth group meetings, to birthday parties, and music shows.

Cliff Theater’s next steps are to further diversity the theater’s current programs by exploring licensing options for showing classic movies, developing the center as a live music venue, reinstating a children’s movie summer program, and adding programming from a digital broadcast network provider to show events like concerts and sports events.

For more information visit: https://www.facebook.com/pages/Cliff-Theater/155229292458

City: Greeley, CO
Population: 96,962
Historic Structure: Originally the Kress Department Store:
Year Built: 1920. Renovated in 2007 for theater.
Privately Owned

The Kress Cinema & Lounge is a privately owned theater in historic downtown Greeley located within the historically renovated Kress Building that recently faced challenges imposed by Hollywood’s digital requirements.  The highly decorated, art deco department store was originally built in 1920 and with the historic preservation passion of the Thompsons, was renovated into a theater in 2007.  As a contributing structure to the Historic Downtown Greeley, the Thompsons saved everything they could, including the ceilings, floors and columns.

Shortly after the opening in 2008 the theater was faced with the challenges from Hollywood and digital movie production.  Unfortunately, at the start of the renovation work the standards set by digital movies were not clear and the theater did not conform to the new changes.  The theater needed to convert fully to digital technology by 2013, which is when Hollywood will no longer be producing 35mm film movies.   The Thompsons turned to the community and the Kickstarter program for help, as they feared they would be closing the theater in 2013.

KICKSTARTER & COMMUNITY ENGAGEMENT:

In 2012 the theater launched a Kickstarter program after seeing the success from the Lyric Cinema Café in Fort Collins.  The Kickstarter program brought the community involvement to the forefront of the theater’s survival.  As the only independent movie theater in Greeley and a valued business, it was important to the community to work together to raise the money.  A goal of the Kickstarter was to not only upgrade to the digital technology but to show that this was an investment in the community.

Through varying incentives and donor memberships, the theater exceeded their goal of $80,000.  Partnerships with the Chamber of Commerce, DD Authorities, local newspapers, and social media also played a role in the fundraising success.  The Kress Cinema has successfully converted to digital technology and meets the standards set by Hollywood.  The theater recognizes the importance of the community and is available for parties, weddings, receptions, business meetings, live comedy, community forums, fundraisers and weekly local music.  With a restaurant and bar within the theater there are more events available and the ability for several events to be held simultaneously.

Check out the Kickstarter Website:  http://www.kickstarter.com/projects/kresscinema/keep-the-kress

COMMUNITY IMPACT

The Kress Cinema intends to support and work with the community and partner with nearby businesses to integrate events and activities within Greeley.  Additional money raised will be used to purchase spare parts, repair furniture and to upgrade the kitchen equipment.  The theater offers a memorable experience for their guests with a full-service restaurant and bar, intimate Art Deco lounges and a newly converted digital theater.

For more information visit: http://www.kresscinema.com

City: Rocky Ford, CO

Population: 4,000

Historic Structure: Yes, Colorado State Historic Registrar

Year Built: Originally built in 1908, rebuilt after a fire in 1935.

Public Non-profit: Grand Friends

The Grand Theater has a tenuous past, but has been able to flourish over the past 20 years with the continued support of a dedicated community.  After many years of abandonment and vandalism the City of Rocky Ford finally bought the building in 1991 and appointed a Rocky Ford Arts Commission to manage it. Even in an economically depressed area, the community came together and decided to open it back up to create a place for all ages to gather, and funding s
Five years ago, the Grand Theater received information from their booking agent about the inevitability of a digital conversion. They were encouraged to join the National Association of Theater Owners (NATO) to stay informed and possibly get equipment cheaper. They did join the group but were able to fundraise and buy their equipment without NATO’s help.ources became available once they gained a spot on the Colorado State Historic Registrar.

GRAND FRIENDS ORGANIZATION

The Grand Theater has a fundraising organization called the Grand Friends. With this organization and additional financial support from El Pomar Foundation, they were able to raise $85,000 to upgrade the facilities and buy digital equipment. Much of the Rocky Ford community either supports the theater financially or volunteers their time. Community groups volunteer at the theater on a rotating basis and their names are published in the newspaper every week.

The Grand Friends send out annual letters to solicit support from community members and businesses and tell them how the money has been used, such as renovation projects and the digital conversion. Other fundraising techniques included summer musicals and free events with suggested donations.

COMMUNITY IMPACT

The Grand Theater is an important community space and one of the only businesses in downtown Rocky Ford. With both a stage and a movie screen, the theater can hosts live performances, student musicals, political meetings as well as events like “Movie Bowl Trivia” and talent shows. The Rocky Ford and La Junta communities keep this theater alive through continued support, and the Grand Theater hopes to continue to preserve the theater as a vital piece of this community.

For more information visit: http://www.rfgrand.dockratent.com/

Photo source: http://www.chieftain.com/life/local/article_4e26619a-6076-11df-a013-001cc4c002e0.html

SHERBINO COMMUNITY THEATER

“Think Globally, Party Locally”

 (Motto for the Emergency New Year’s Eve Party)  

City: Ridgway, CO

  Population: 925

  Historic Structure: Yes, Originally and currently Sherbino Theater

  Year Built: 1915

  Private Non-Profit: Ridgway Chautauqua Society Inc.

Recognizing their community as a resource, the Sherbino Theater in Ridgway, CO has successful survived the many pressures of Hollywood and the evolution of digital movie production.  Louis Sherbino and his son built the theater in 1915.  On August 27, 1915 the Ouray Heral reported, “The new theater being erected by Louis Sherbino and son is nearing completion and will be ready for the opening show and dance the first week in September. The theater will be one of the most up-to-date on the Western Slope, with comfortable chairs, best of lighting fixtures, perfect ventilation and an ideal floor for dancing.”  It wasn’t until 2009 that the theater had to close their doors.  A brief re-opening as the White Horse Saloon was the first attempt to maintain the theater operations, but in 2011 the doors were closed again.

EMERGENCY NEW YEAR’S EVE PARTY & COMMUNITY SUPPORT

In December 2011 the threat of permanent closure encouraged immediate action.  An “Emergency New Year’s Eve Party” was held at the theater where two breweries donated beer, newspapers ran discounted ads, and local liquor stores donated additional refreshments.  Through the support of Facebook and social media, over 200 people showed up, this was the catalyst that saved the Sherbino Theater.  It was clear that this theater was important to the community.

The non-profit group, Ridgway Chautauqua Society Inc., was created in February 2012 to assume the lease on the property.  With the help of a tax incentive program the theater was able to offer programs and memberships for donors in order to make maintain the building and convert to digital technology.  An anonymous donor provided $25,000 in dollar-for-dollar, matching funds. It was matched on December 31, 2012.

It was clear that the theater needed to convert to digital in order to afford to show films, lectures and DirectTV. An important strategy for the conversion included a business and technical plan for future upgrades to stay up to date with the movie industry technology and movies.  Partnerships were formed with other nonprofit organizations that use the venue for their events and the two large film festivals held in nearby Telluride have been supportive partners in bringing in films.

COMMUNITY IMPACT

Emphasis on the community and local businesses has also been important for the survival of the theater. The community played a vital role in the renovations, which included numerous volunteers that helped paint, clean, plaster, and install new equipment.  The theater will remain a community space and is open for events, concerts and parties.

For more information visit: http://www.sherbinotheater.com/

In the most recent update to P.U.M.A.’s Global Trends report, a key conclusion was the need for downtowns to play a stronger role in advocacy and regional collaboration. With increasing debt and the resulting trend toward austerity, federal and state governments are retreating from their historical role in financing infrastructure, education and innovation. To remain competitive and connected to the global economy, it is up to cities and regions to work together and invest in the basics that support growth.

Downtown and Main Street organizations are becoming more important in stimulating and leading the regional dialogue for several reasons. First, downtowns are often the economic engines for regions, the hub for jobs, transportation, government, education and health institutions and other economic infrastructure. Secondly, they are becoming more important as magnets to attract young skilled workers as millennial generation college graduates prefer living and working in urban environments. Finally, in an era of declining government resources, downtowns can harness both civic energy and resources through tested public/private partnership approaches.

One of the best examples of regional collaboration is found in our hometown, in Denver. Responding to a severe economic recession triggered in part by a collapse in the oil and gas markets, Denver’s drive toward regional collaboration got started in the late 1980s. Since then, we have accomplished a 25 year regional investment legacy that is the envy of cities throughout the nation. Results from regional cooperation and investment include Denver International Airport, the Colorado Convention Center, Fastracks regional rail transit, our baseball and football stadiums, the Scientific and Cultural Facilities District and more. Many of the investments are centered within and/or strengthen our downtown. In addition, the City of Denver has added to this legacy through a series of general improvement and school bond issues, pre-K education support and a number of other innovations. Our region, our city and our downtown are on a roll, currently at the top of most national indices of vital, hip and prosperous places to live and work.

To sharpen Metro Denver’s competitive edge, a concerted effort to maintain regional approaches is needed by our local governments, business and civic organizations. Leading the national trend, theDowntown Denver Partnership has emerged as champion of regional approaches, showcased by its series of Rocky Mountain West Urban Leadership Symposia. These events have brought together civic leaders from throughout the Front Range and beyond to learn about the economic advantages of urbanism and discuss approaches in the Rocky Mountain context. All in all a pretty remarkable feat for a region that doesn’t have many areas that can be classified as “urban.”

Please join us Thursday, May 9 at Colorado Municipal League in a de-briefing on the latest Partnership Symposium, offering inspiration for the road ahead. Click here for details and to register.

1. Know the type of assistance you need. It is extremely important for volunteers to feel like they are contributing, otherwise they will not have a purpose for helping your organization and may be less reliable. Work with your events committee to determine a consistent approach to recruit volunteers and plan it out! Write out a plan for your year-long events and where you need folks to help. Post the different jobs and shifts needed online or in an email to people who have shown interest in volunteering, and keep records of all shifts filled and still available.

2. Provide volunteers with the necessary resources. Make sure the volunteers are properly trained on their jobs. For example, if a large event draws thousands of people, they may need to review crowd management techniques, or if there is alcohol being served, they should be trained to ID and serve. Plan for a volunteer orientation at the beginning of the season or before the event to ensure they feel well prepared. Include information about your organization’s mission, history, and any other helpful background details that can help your volunteer serve as an ambassador for your organization or community.

3. Show your appreciation! Volunteers can be one of your strongest asset,s and volunteers who return year after year provide your events or programming with a consistent quality that comes from experience and devotion to your organization. By tracking how many hours your volunteers have committed to your organization, you can ensure everyone gets the appreciation they deserve. Consider low-cost, but valuable take-aways for event volunteers (e.g., t-shirts, posters, mugs) or educational opportunities for those volunteering in the office (e.g., networking event invitations, organizational membership, job referrals). Make sure to give extra recognition to those who go the extra mile. Consider hosting a special event just to thank your volunteers and recognize all of their contributions.

4. Do your research and continue to improve your processes. Check out the below resources for ideas on how to streamline and maintain your volunteer program.

The Western Hardrock Watershed Team  Resource Guide for Rural Volunteers (available online for download or purchase)

Virginia Main Street Presentation: Engaging and Motivating Volunteers

DCI Member-Only Resource Library

Volunteer Tracking Programs

Volunteer Spot

EventBrite

Volunteer Management Examples

New London Main Street Volunteer Tracking Form

LaGrande Volunteer Manual

DCI brought a technical assistance team to Parker on January 28-29, 2013. The team was asked to address a number of challenges including parking strategies, merchandising and window displays, the need for a greater business mix, and a cluster analysis in downtown. Another main focus for Parker’s revitalization included the “Parker Square,” which was developed in the late 1970s and 80s as a series of small offices and retail buildings. This area was built without constant sidewalks, has a variety of architecture, and is in need of visioning and branding assistance.

Observations gathered throughout the focus groups and from community stakeholders largely expressed the love for Parker’s small town feel, its unique and colorful history, and the increased excitement around the arts community and creative districts. Other observations included the need for a community gathering space, limited transportation, and the need to address an aging population.

Recommendations from the team concentrated on increasing communication amongst the pillars of the community, developing a brand for Parker that will differentiate the community and highlight its own character, rebrand Parker Square to a technology center and/or medical business incubator, and declare the downtown a priority with clearly defined boundaries and outlying tiers.

To accomplish the recommendations the team suggested holding monthly organizational meetings of stakeholders to foster increased communication for joint planning around vision and objectives for events, volunteers, downtown design and business support. To leverage the excitement around creative districts, the team suggested creating a creative districts plan that goes beyond the arts to guide a vision of downtown development that includes placemaking, retail, arts, residential, etc.

Utilizing DCI’s downtown assessment and subsequent report, Parker hopes to move forward to engage the community and foster a cohesive vision for downtown.

1. Consider Short-Term, Low-Rent Business Leases

Historically, real estate agents are seeking tenants that will stay in a building or storefront for a long time; however, in today’s economy it may not be viable for businesses to lock into a long-term lease in the early stages of their business. As a downtown manager, consider approaching the landlords and building owners to create a space that is conducive to the risky environment of starting a new business. Present opportunities for low-rent during the early stages of the business so the merchant can focus on establishing a sustainable income without losing all of their capital in rent during the first few months. This opportunity could allow the business owner a chance to stay in business during the early stages and afford the market-rate rent after establishing their sustainable business model.

2. Attract Start-Up Businesses with Alternative Office Spaces

In office-zoned buildings, business incubators and co-working spaces offer a new, innovative approach to the traditional office an and provide less risk for the start-up entrepreneur. Business incubators are programs designed to support entrepreneurship and business start-ups in a community. There are a lot of different approaches to establishing an incubator space, and many resources available to determine the best method in your community (see: How to Start an Incubator from iDISC, for one resource). Also approach local small business development centers and community colleges for additional resources.

Co-Working spaces are offices designed for collaboration amongst businesses and organizations. This offers a low-cost office space to home businesses, providing an escape from the home-office, into a collaborative environment with fellow entrepreneurs (see “16 Cool Co-Working Spaces” for some examples!)

Pop-up stores and temporary markets are another option for filling in vacant spaces, and showing the potential of those vacant spaces. To learn more about pop-ups, read the DCI Article, Smart Solutions to Empty Storefronts Popping Up in Colorado.

3. Provide Resources to Local Businesses to Ensure Long-Term Staying Power

Short-term tenants are a great temporary solution, but establishing long-term businesses and anchor tenants is key to the ongoing growth and success of your downtown. Ensure your downtown has the opportunity for new and existing businesses to thrive by establishing a clearinghouse of information on doing business downtown. This can be online, and with print resources available at the local chamber and SBDC.

A few items that can help promote your downtown as a place for new, exciting businesses include:

• a market analysis that shows retail and business leakages and niche markets that need to be filled
• an ongoing list of real estate, offices and commercial space openings with rental rates
• a wish list of businesses that you and the residents in your town want to see downtown. This could be the result of a downtown survey or questionnaire.

Don’t limit your recruitment to simply retail and restaurants. Service providers including financial, legal and insurance services, call centers and more provide employees who are downtown daily and will need a place to get a coffee, have lunch, and purchase gifts.

Want to know more tips and suggestions for filling in vacant spaces? Register for our March 14 DIDs Forum: Approaches for Activating Vacant Spaces, to be held in Denver from 2-4pm.

Observations commonly voiced at the focus groups included Silverton’s rich history and cultural identity, great tourist base, and lots of energetic and opinionated groups. However, there is a need to cultivate community cohesion, engage Silverton’s youth, and identify a clear brand for the community.

Recommendations from the team concentrated on developing cohesive objectives for downtown to synchronize efforts of different groups, creating a plan for leadership development and involving youth in downtown revitalization processes, and creating and implementing a plan for enhancing Kendall Mountain Recreation Center. The Kendall Mountain Recreation Center, a facility that is significantly underutilized, has the potential to be one of the best family-friendly resources to lure tourists to stay overnight.

To accomplish the recommendations the team suggested identifying a staff position to coordinate stakeholders around community objectives (potentially combining funds from town, county, school, tourism, etc). Suggestions included engaging an AmeriCorps VISTA, Best and Brightest, and Youth Core to support these downtown efforts and implementation.

Using DCI’s downtown assessment and subsequent report, Silverton hopes to build on the natural beauty and resources already present and encourage their downtown to flourish.