ACDApp2009 - finaldist

To enhance the local economy of a downtown district by creating a sustainable Arts & Cultural District through local and state partnerships utilizing incentives and technical assistance that result in a comprehensive and cohesive strategy with place-based arts and culture as an economic market niche.

A Collaborative Program of New Mexico Economic Development Department New Mexico MainStreet Program New Mexico Department of Cultural Affairs New Mexico Arts Commission New Mexico Arts Division Historic Preservation Division New Mexico Tourism Department State Scenic Byway Program State Cultural and Heritage Tourism Program The McCune Charitable Foundation Museum of New Mexico Foundation Partnering With: Los Alamos Submitted By: Los Alamos Commerce & Development Corporation, January 9, 2009

Eligibility and Development Criteria The applicant has an area of special coherence that is distinguished by physical and cultural resources that play a vital role in the life and development, including economic and cultural development, of a community.

The proposed Arts & Cultural District shall focus on a cultural compound, a major art institution, art and entertainment businesses, an area with arts and cultural activities or cultural or artisan production, and shall be engaged in promotion, preservation and educational aspects of the area and culture of that locale and contribute to the public through interpretive, educational and recreational uses.

The applicant and its partners agree to: - Comply with the New Mexico Arts and Cultural District Act and policies as established by the state authorizing body, the New Mexico Arts Commission, and implemented by the state Arts and Cultural District Coordinator; and - Develop a Community Economic Development public-private partnership creating an Arts and Cultural District (ACD) Steering Committee.

In addition, the applicant and its partners agree to create an Arts and Cultural District ACD Steering Committee: - Composed of organizations, institutions and agencies dedicated to community economic development, the arts and cultural pursuits working as partner stakeholders within the proposed ACD boundary; and - Minimally and formally composed of a community development corporation (i.e. local MainStreet organization), an Arts Council, and the municipality (or county or political subdivision).

The Arts and Cultural District ACD Steering Committee will work to: - Govern and set policy for the development of the Arts and Cultural District based on the mission and focus of the district as long as it develops cultural and heritage tourism and supports the workers, crafts people, artisans, and cultural enterprises and institutions within the district boundary through local incentives encouraging the development and enhancement of arts and cultural enterprises and activities; - Engage an ACD Coordinator who administers and manages the ACD District on behalf of the Steering Committee, and works a minimum of 20 hours per week; - Take responsibility for the financial support of the operations and management of the ACD District and shall ensure that the ACD District meets goals and benchmarks of its state authorization; and

- Within a two-year start-up period will be required to: o Develop an ACD Cultural Plan and an ACD Master Plan to be officially adopted by the municipality (or political sub-division where the ACD is 2

established); o Pass, through municipal ordinance, adopting official boundaries of the district and the purposes of the District; and o Adopt the identity standards and brand consistent with the state’s authorized identity standards (see state Arts and Cultural Identity Standards Manual) and subsequent marketing and promotions strategies and a signature event unique to that District.

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TABLE OF CONTENTS Cover Page

Page 1

Eligibility and Development Criteria

Page 2

Table of Contents

Page 4

1. Community Information

Page 5

2. Cultural Assets and Boundaries

Page 7

a. Introduction and Overview b. Cultural and Arts Inventory of Assets c. City/County Infrastructure Map d. Arts and Cultural Assets Map e. Current Synergy of Existing Assets f. Market Niche

3. Planning

Page 12

a. Planning Inventory b. Comprehensive and Master Plans c. Cultural Plans d. Historic Buildings and Cultural Properties

4. Public Infrastructure

Page 15

a. Inventory of Completed Projects b. Affordable Housing and Studio Space c. Transportation and Connectivity d. Infrastructure Investment

5. Community and Organizational Support

Page 17

a. Community Support Inventory b. Public Hearing c. Past Organizational Collaboration

6. Marketing and Promotion

Page 19

a. Inventory of Events and Promotions b. Targeted Customer c. Cultural and Heritage Tourism d. Signature Event

7. Management and Structure

Page 22

a. Steering Committee & Governance b. District Performance

8. Developing and Sustaining the A&C District

Page 23

a. Incentives and Public Sector Support b. Administration and Operations

9. Attachments

Page 27 4

1. Community Information Proposed Name of New Mexico Arts and Cultural District

Los Alamos Creative District (working name) Name of local jurisdiction (city/county)

Los Alamos Name of MainStreet or Arts Council organization sponsor

Los Alamos MainStreet Legislative District(s) House District 43 and Senate Districts 5, 6, and 39 Legal description of Arts and Cultural District

To be determined A. PRIMARY CONTACT Name: Jeremy Varela Title: Los Alamos MainStreet Manager Mailing Address: 109 Central Park Square City: Los Alamos

State: N.M. Zip Code: 87544

Daytime Telephone Number: (505)661-4844 Email Address: jvarela@losalamos.org

County: Los Alamos

Fax Number: (505)662-0099

Website URL: www.lamainstreet.com

B. CHAIR OF ARTS AND CULTURAL DISTRICT STEERING COMMITTEE Name: Kevin Holsapple Title: Chair Mailing Address: 190 Central Park Square City: Los Alamos

State: N.M.

Zip Code: 87544

County: Los Alamos

Daytime Telephone Number: (505)661-4806 Email Address:

Kevin@losalamos.org 5

C. LOCAL ARTS COUNCIL Los Alamos Arts Council (Marlane Hamilton, Executive Director) Mailing Address:

PO Box 284

City: Los Alamos

State: NM

Zip Code: 87544

County: Los Alamos

Daytime Telephone Number: (505) 663-0477 Fax Number: (505) 663-0478 Email Address:

laarts@rt66.com

Website URL: www.laartscouncil.org

D. LOCAL COMMUNITY ECONOMIC DEVELOPMENT ORGANIZATION Los Alamos Commerce & Development Corporation Mailing Address: 190 Central Park Square City: Los Alamos

State: N.M.

Zip Code: 87544

County: Los Alamos

Daytime Telephone Number: ( 505) 662-0001 Fax Number: ( 505 ) 662-0099 Email Address: lacdc@losalamos.org

Website URL: www.losalamos.org/lacdc

E. MUNICIPALITY (OR POLITICAL SUB –DIVISION) Los Alamos County (Anthony Mortillaro, Assistant County Administrator) Mailing Address: PO Box 30 City: Los Alamos

State: N.M.

Zip Code: 87544

County: Los Alamos

Daytime Telephone Number: ( 505 ) 662-8087 Email Address:

aj.mortillaro@lacnm.us

Website URL: www.losalamosnm.us

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2. CULTURAL ASSETS AND BOUNDARIES 2.a. Introduction and Overview The Los Alamos Creative District will focus on sharing the unique creative heritage of Los Alamos. Think of our ACD as a creative culture district, anchored at its eastern end by the Bradbury Science Museum and at its western end by our historical district including Fuller Lodge, the Historical Museum, the Art Center at Fuller Lodge, and other cultural institutions.

Our story of world-changing scientific and technology creativity is told at the Bradbury Museum and the Historical Museum. Fuller Lodge has long served as a cultural center in our community: musical performances, lectures, art and craft fairs, and the activities of the Art Center, a gallery and fine arts education center all take place at Fuller Lodge and its lawn. Fuller Lodge is an historic structure of considerable architectural significance that resides in the center of the historical district assets of Ashley Pond and Bathtub Row. The commercial area connecting the two anchoring areas is the acknowledged pedestrian core of the MainStreet district. Parades, festivals, the summer concert series, and pedestrian oriented retail activities are concentrated in this area.

The development of the Los Alamos Creative District will serve as a catalyst for supporting and developing service, restaurant, retail and hospitality businesses within the proposed district. We estimate that some 300,000 visitors and tourists come to the Los Alamos area each year and the Lodger Tax Board is working to retain and increase that number. These visitors and tourists bring considerable benefit to the community in the form of business activity for merchants, restaurants, and lodging establishments. Visitors and tourists staying at hotels generate an estimated $470,000 in local GRT and $250,000 in lodger tax obligations annually. Day visitors generate about $100,000 in local GRT for each $10 in average expenditures. However, we are not currently taking full advantage of the market opportunities presented by visitors and tourists.

The benefits that our community can derive from visitation/tourism go beyond just the direct economic effects. Improvements for visitors and tourists can also improve quality of life for current residents and make our community a more attractive place to recruit and retain workers for the Lab and other employers as well.

Our preliminary work has identified three general alternatives for increasing the economic benefit of visitation and tourism: 1) Promoting increased day visitors and increased expenditures by day visitors; 2) Increasing lodging utilization; and 3) Further development/and packaging of attractions. Within each of these strategy alternatives, there are a number of general opportunities for capturing economic benefits from visitation/tourism: hotel/lodger sales, retail sales, restaurant sales, service sales, attraction admissions, and corresponding indirect economic benefits from all of these activities.

The Los Alamos Creative District will improve our community’s capacity for economic benefit from visitation/tourism by creating a stronger, more focused argument for visiting and spending 7

time in our downtown. Creating an environment that locals increasingly visit “just for fun,� that tourists and visitors to the region (particularly those interested in cultural and heritage tourism) have on their radar as a reason to spend additional time in Los Alamos, and that provides additional impetus to groups and tours to spend more time here will increase transactional opportunities for businesses and attractions both within the district as well as in the broader community. At the same time, the District will work to utilize the provisions of the NM Arts & Cultural District Act to provide assistance and incentives to development of businesses and activities that will increase the economic potential and success of the district.

2.b. Cultural and Arts Inventory of Assets: A=adjacent to district L=in locale of district U=under development Quantity A X A x X U A L X X X X X

X X X X X

A

X X

Theaters Informal performance spaces Movie houses Museums Historically designated buildings and cultural properties Historic District or overlay Historic corridors Scenic byways Tourism destinations Tourism and visitors centers Interactive informational kiosks Convention or Civic Center Art galleries Artist studios Arts Training Centers Existing informal Arts District Public Art (not source of funding, but publicly accessible) Artisan workshops (open to the public) Arts incubator Arts Council Restaurants Farmers Markets Public Markets Parks and Gardens Public Plazas Permanent public facilities (restrooms) Live/work housing (and/or affordable housing) Schools (Community Colleges, Universities, Charter) Railroad depots and Transportation hubs Hotels, motels, inns Bed and Breakfasts TOTAL NUMBER OF BEDS AVAILABLE WITHIN THE DISTRICT BOUNDARY Libraries Internet cafes and coffeehouses

1 2 1 2 1 1

Public and/or Private private public Private Public Public/ Public

1 4 1

Public/private Public/private

1 1 1

Private Private Private

Many installations

Public

1 11 1

Private Private Private

2

Public

3

Public

3

Private

200 adjacent 1 3

Public Private

8

Public Wi Fi District Design Professionals (architects, urban designers, 2 Private planners, graphics, computer digital design, etc) Film production and media X Arts businesses (bookstores, antiques, folk art, crafts, 3 Private framers, suppliers) X Health foods, organic foods, culinary 1 Private Foundations, charities dedicated to arts and culture X Other related arts or cultural businesses 1 Private Please describe: _NM Dance Theater Studio_______ ________ ________ X

2.c. City/County Infrastructure Map: The attached maps (attachments A-F) depict the context and proposed boundaries for the ACD within the MainStreet District and existing conditions with regard to cultural assets, services, and amenities within the proposed district and adjacent areas. The proposed ACD is .5 miles from East to West and nominally .4 miles from North to South. Specific boundaries of the ACD would be developed and recommended through the steering committee process (having the benefit of input from the State Arts and Cultural District Resource Team) in the event that our application is accepted.

Trinity Drive (State Highway 502), to the South of the proposed ACD is the primary east-west route for vehicular travel through downtown Los Alamos. Central Avenue is a secondary route.

Atomic City Transit, operated by Los Alamos County, operates a downtown circulator on these routes as part of its County-wide public transit service. New Mexico Park and Ride connecting Los Alamos to other points in Northern NM has a stop within the proposed ACD. A series of capital improvements along the Central Avenue corridor that have taken place since the inception of the MainStreet program in Los Alamos have positioned Central as an increasingly visually interesting and welcoming streetscape. Public improvements have included sidewalk reconstruction, addition of ADA accessibility features, seasonal and community theme banners, addition of attractive pedestrian lighting, landscaping, and the addition of pedestrian crossing bulb-outs. Private improvements have included the development of three new buildings including Museum Park (the location of the Bradbury Science Museum) and investment in façade improvements and other renovations of private property (including Central Park Square, the “CB FOX” building, and the “Central Avenue Grill/Ruby K’s” building).

Ongoing capital projects on Central include addition of pedestrian wayfinding kiosks, a marquee banner for promoting downtown events and activities, and related pedestrian amenities.

Proposed capital projects under consideration in the CIP process that are related or may be related to the ACD include capital maintenance on Fuller Lodge and an archival facility for the Historical Museum archives.

2.d. Arts and Cultural Assets Map: The attached maps (Attachments D-F) depict proposed boundaries for the ACD within the MainStreet District and existing conditions with regard to cultural assets, services, and amenities 9

within the proposed district and adjacent areas. Specific boundaries of the ACD would be developed and recommended through the steering committee process (having the benefit of input from the State Arts and Cultural District Resource Team) in the event that our application is accepted.

The following table lists selected structures in or adjacent to the proposed ACD that are historic in nature or have direct potential significance to the ACD: Mesa Public Library

Ownership/ Occupancy Public

Condition A

Fuller Lodge

Public

A

Art Center at Fuller Lodge

Public – use agreement with Art Center at Fuller Lodge Public – use agreement with LA Historical Society Private Public – use agreement with Red Cross Private – residence Private – residence Private – residence Private – residence Private – leased by LACDC

B

Historical Museum Baker House Power Plant Building 1152 Bathtub Row Arts & Craft House 1350 Bathtub Row Oppenheimer House Los Alamos Visitor Center Bradbury Science Museum Los Alamos Post Office Reel Deal Theater Los Alamos Little Theater

B

Notes Incorporates gallery space with permanent and changing exhibits; “Author Speaks” series; film series Used for meetings, lectures, small performances, weddings, community events; house Los Alamos Historical Society offices, archives, and Arts Council office Gallery, gift shop, art instruction programs Museum operated by Los Alamos Historical Society

A

owned by LA Historical Society A

Private – leased by LANS, LLC Public

A

Museum operated for the Department of Energy by LANS, LLC Post office operations

Private – owner occupied and operated Public – use agreement with Los Alamos Little Theater

A

Multiplex movie theater

C

Performing arts space for community theater organization

2.e. Current Synergy of Existing Assets There are a variety of existing synergies to build upon and seek to enhance.

•

The Los Alamos Visitor Center and the Bradbury and Historical Museums have a long relationship of synergistic co-promotion. Each is a source of information about the other and each works to send traffic to the other. The Historical Society and LACDC have partnered to create a map promoting a historical walking tour that visits the cultural assets and public art within the ACD.

•

The Los Alamos Historical Museum, the Bradbury Science Museum, and the Los Alamos Lodger Tax Board have collaborated on a joint brochure/rack card to promote 10

the museums and visiting downtown Los Alamos.

•

The Los Alamos Meeting and Visitor Bureau and the Los Alamos Chamber have partnered to create and maintain a calendar of events. The cultural organizations that conduct events and activities in the proposed ACD all contribute information to the calendar making it the most comprehensive calendar of Los Alamos events. The calendar feeds several websites including the Chamber’s, fyiLA.com (a community calendar), and the Los Alamos online visitor guide at visit.losalamos.com. In addition, event calendars are posted weekly at information displays located throughout the community and at attractions.

•

Scheduling of events is well coordinated between the various cultural organizations both for the purpose of creating synergies as well as avoiding conflicts. An example of synergistic planning is Halloweekend, a multi-day event featuring a scarecrow contest, a street festival, dance performance, a pumpkin glow, “High-Tech Halloween” at the Bradbury Museum, and a dance concert. The various component activities that make up Halloweekend are separately produced by the Arts Council, LA MainStreet, NM Dance Theater, the Bradbury Museum, and other groups but are co-marketed and coordinated as a synergistic set of activities.

•

Cooperative marketing is a synergistic activity whereby promotion of activities and events is coordinated and collective funds are raised and deployed as matching funds to assist the marketing efforts of individual organizations. Los Alamos MainStreet has been an important distributor of cooperative marketing resources and coordinates the marketing of several multi-organizational events each year.

2.f. Market Niche The creative heritage niche is a natural extension of many activities that are already underway within the proposed district and matches up with national trends toward increasing interest in cultural and heritage tourism. The museums, art center, historic walking tour, and many events that take place within the proposed ACD are well established. Approximately 77,000 visitors come to the Bradbury Museum and 30,000 to the Historical Museum in a given year. The niche of the Los Alamos Creative District is to build upon this traffic to benefit arts, cultural, and economic activities within the district.

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3. PLANNING 3.a. Planning Inventory X X X X X

X

X X

Planning Inventory Population of the municipality Size of the proposed District (# of blocks) Cultural Properties Asset Inventory Downtown Design Guidelines municipally adopted Downtown Master Plan Adopted TIF Adopted TIDD Adopted BID Downtown Cultural and/or Arts Plan Downtown Economic/Market Analysis Adopted Quality of Life Tax Adopted Public Art Zone Downtown Cluster Analysis Arts and/or Cultural Overlay Zone Certified Local Government (historic) Historic Preservation Plan Historic downtown overlay zone - Number of buildings on the state and national historic registers - Date of last downtown historic district survey of historic and cultural properties Related National Historic Register Designations Historic Faรงade Easement Adopted LEDA Adopted LOGRT

Date Completed Current Current Current 2/2007 4/2002

Under development 9/2008 Under development 8 Summer 2008 1966 10/2001

3.b. Comprehensive and Master Plans The Los Alamos County Comprehensive Plan follows from a vision statement containing fourteen goals. Three of the goals are directly relevant to and will be supported by the development of the ACD. They are: 4. EXPAND EDUCATION We will build on our unique strengths and traditions of science, environmental studies, archaeology and art to create a world-class center of learning that gives the community and the Laboratory the feel of a campus.

7. PRESERVE OUR PAST We will be considerate of our past by preserving the historic, environmental and cultural landscapes of our area.

13. REVITALIZE DOWNTOWN We will create a vibrant, buzzing, pedestrian-friendly downtown that includes a central gathering place, nighttime entertainment, movie theaters and more retail stores and restaurants. A mixture of retail, office space and housing, an aesthetic face lift and the redevelopment of parking will help to create a compact and appealing downtown that people will use. A performing arts center can also serve as a convention center.

Under the framework of the stated vision, the Comprehensive Plan identifies a series of general 12

goals. The ICIP process of the County considers these goals in allocating resources for capital improvement projects. The goals that are directly relevant to and will be supported by the development of the ACD are: 2.A.2 Through its economic development programs, the County should identify and provide financial programs and incentives to foster entrepreneurship of county residents.

2.A.5 The County should facilitate the redevelopment and assemblage of land in downtown Los Alamos for retail development, including volume discount retailers, mixed use, hospitality and professional uses that fully utilize the community’s attributes.

2.B.5 The County and the community should provide incentives as delineated in the County’s economic development assistance program for existing retail space to be renovated.

4.B.1 The County and/or a public-private consortium should plan and develop appropriate venues for conferences and the performing arts, which will serve as the heart of our worldclass center of learning.

8.A.5 The County should provide recreational and cultural activities in the downtown.

13.A.2 The County should create and/or develop the organization and programs for economic revitalization of the downtown.

13.A.8 The County should evaluate the need for a central gathering place and performing arts center as part of our revitalization efforts.

3.c. Cultural Plans The community has not yet established a cultural plan.

3.d. Historic Buildings and Cultural Properties Los Alamos is observing its 60th anniversary in 2009. The historic district of the community provides a glimpse into centuries of area history and includes the remnants of a Puebloan dwelling (recently surveyed and stabilized), an example of a cabin from the homestead era, log and stone buildings constructed by the Los Alamos Ranch school before the community existed (including Fuller Lodge), and the location of important activities of the Manhattan Project in the 1940’s.

This area is located within the Los Alamos Scientific Laboratory Federal Landmark District.

Fuller Lodge, a building listed on the National Historic Register is located within the district. An Historic Preservation Plan has been adopted as an element of the County Comprehensive Plan.

An enabling ordinance that provides the groundwork for formally creating local historic overlay districts has been adopted and work is in progress on the Fuller Lodge Historic District overlay.

An inventory and architectural survey of the historic structures in the Fuller Lodge district was completed in the summer of 2008 to aid these efforts. The Fuller Lodge Board, the driving force behind these efforts supports the ACD concept.

There is currently a study in progress by the National Park Service concerning the establishment of a Manhattan Project National Park or heritage site. The study has considered the idea of a non-contiguous unit with sites in Los Alamos and other locations in the nation that played an 13

important role in the Manhattan Project. As we understand it, the NPS would not acquire property to form the park unit but rather would partner with existing property owners to brand, market, and interpret the history. If this idea proceeds in the coming years, the Los Alamos Creative District would be positioned to assist as well as benefit.

The Arts in Public Places board of Los Alamos County has public art placed in public open spaces and buildings within the proposed district. The Los Alamos County art collection was started in 1986 and has acquired 91 two and three dimensional artworks from local, regional and nationally know artists. The works are on public display throughout the year and many, if not most works are located in the proposed ACD. The Historical Society has been working with the APP on the idea of acquiring and placing art depicting historical subjects and themes in the historical district and possibly in pedestrian areas along Central Avenue. This initiative has the potential to benefit as well as benefit from the ACD.

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4. PUBLIC INFRASTRUCTURE 4.a. Inventory of Completed Projects:

X X X X X X X X

Roadway renovations (current or planned) Pedestrian and Bicycling safety (bulb outs, crosswalks, safety lanes, etc.)

Pedestrian lighting Landscaping (medians, planters, etc.)

Way-finding system Pedestrian amenities (benches, refuse bins, etc.)

Bicycling amenities Gateways Adoption of Mixed Use zoning Adoption of Form based codes

Date completed (most recent) 2008 2008 2008 2008 Planned 2009 2008 Planned 2009 6/2004 6/2004

4.b. Affordable Housing and Studio Space Both of these uses are allowed by the zoning in the district and housing use is encouraged.

There is not currently affordable housing within the proposed district boundaries. Several apartment complexes are adjacent to the proposed ACD that provide some of the most affordable housing in the community. Elsewhere in the downtown area, there is a major redevelopment project being pursued called Trinity Place that has a potential affordable housing component Shared studio space is provided by the Art Center at Fuller Lodge within the proposed ACD and is used by groups and for instruction. There are two private studio spaces established within the ACD, one by a painter and the other by a dance company. In general, studios in the community tend to be home-based. An annual artist studio tour is also a tour of residential areas in the community. Many artists, artisans, and craftspeople would be connected to the ACD through their affiliation with the Art Center at Fuller Lodge and/or the Arts Council.

4.c. Transportation and Connectivity The primary pedestrian route within the district is Central Avenue. A secondary route is Main Street. The size of the proposed district (roughly ¼ square miles) is well suited for pedestrian circulation. For comparison, the proposed ACD corresponds to an area of about 4 “normal” city blocks by 4 blocks. The street pattern is not a regular grid so pedestrian wayfinding is an important concern.

As indicated in the table in section 4.a., several projects have been completed adding pedestrian and accessibility features along Central Avenue. Landscaping, pedestrian lighting, bulb-outs at pedestrian crossings, and ADA accessibility features within the proposed ACD have been added along Central.

Main Street is a private street but pedestrian walkways are well maintained. Most are under 15

covered portals, are lighted, and feature maintained flower planters. Pedestrian crossings are well marked.

A project in process is adding pedestrian kiosks and directional signage at several locations. The kiosks will feature a map/business directory, a calendar of current events, and directional signage.

Central Avenue is served by a westbound trolley service operated by Atomic City Transit. The service currently operates on a Monday through Friday schedule with multiple stops per hour.

The trolley connects to other public transit in the community and is currently a free service.

4.d. Infrastructure Investment As has already been described in sections 2.c., 4.a., and 4.c., there has been considerable investment, both public and private, in infrastructure that will be relevant to the purposes of the ACD and there are additional projects both that are in process and that are being considered by the CIP process that are relevant. Investments along Central Avenue include: •

sidewalk reconstruction

•

addition of ADA accessibility features,

•

addition/upgrade of pedestrian lighting

•

landscaping

•

pedestrian crossing bulb-outs

Ongoing projects to be completed in 2009 included pedestrian kiosks, a downtown promotional street banner system, and wireless public address. Proposed capital projects under consideration in the CIP process that are related or may be related to the ACD include capital maintenance on Fuller Lodge and an archival facility for the Historical Museum archives.

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5. COMMUNITY AND ORGANIZATIONAL SUPPORT 5.a. Community Support Inventory Given the timeframe allowed for the application process, the contacts to date have concentrated on the key partners required by the application process. Supporting resolutions from the Los Alamos Arts Council and Los Alamos County are included in the application as required (Attachments H-I). Other expressions of support that were made by the Los Alamos Historical Society, the Fuller Lodge Historical District Advisory Board to the Los Alamos County Council, and the Art Center at Fuller Lodge are also attached (Attachments J-L). All of these organizations participated in the preparation of this application. In the event that our application is accepted, an early steering committee task will be to make additional contacts and seek additional steering committee participation.

X X

X X X X X X

X

Municipal and/or County Arts organization (private sector) Cultural and Ethnic organization (private sector) Arts agency (public sector) Public Art program (public sector) Cultural agency (public sector) Historic preservation organization (private sector) Historic preservation planner (public sector) Museum Performance Theatre Film Production and Development Facility Small Business Development Centers (SBDC) Convention and Visitors Centers Chambers of Commerce Tourism/Visitors Bureau Universities/Community Colleges/Learning Centers Council of Governments (COG) Local, Regional and National Foundations Utilities Community Economic Development Organizations Financial institutions, banks, credit unions, non-traditional lenders

5.b. Public Hearing Los Alamos County advertised and conducted a public hearing on their decision to provide a resolution of support on January 6th, 2009. The public notice and agenda documentation is attached along with the County resolution of support (Attachment I). The resolution was unanimously approved after a hearing lasting about one hour.

5.c. Past Organizational Collaboration Los Alamos MainStreet has a strong record of support and collaboration with the organizations that will be important to successfully pursuing the development of the ACD. LA MainStreet has worked to coordinate downtown events with many of the organizations, has collaborated on joint marketing of events and activities, and has been a source of funding for marketing activities of 17

many of the organizations. The below diagram depicts marketing cooperation and funding activities.

All MainStreet events typically involve collaboration by multiple organizations to both produce component activities of the event and coordinate marketing of the events and activities.

Partnerships/Collaborations to Build On Concert Association

Artists Studio Tour

Summer Concert Series

Annual Tour

Classical concert series “Coffee House” Chamber music

Free, weekly concerts

Los Alamos Little Theater

Bradbury Science Museum

Productions year-round

Art Center at Fuller Lodge

New Mexico Dance Theater

Art exhibits Art Fair

Performances

Historical Society & Museum

Arts Council

Lecture series Special events

Arts Fairs (2) Film series “Brown Bag” performances

Reel Deal Theater

Festivals & Parades (4) Small Projects Funding Sponsorships

$

Co-marketing

Chamber of Commerce Chamberfest

Mesa Public Library

Exhibits Film series Author speaks series

The ACD Steering Committee has a solid set of existing working relationships to build upon in engaging interested community groups into the process of developing and implementing the ACD concept.

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6. MARKETING AND PROMOTION 6.a. Inventory of Events and Promotions X X X X X

X X

Arts event(s) Historic and cultural events Arts Trails (Fiber Arts Trail, New Mexico Arts Division) Other events Brochures Web Site Self-Guided Walking Tour Brochure Marketing Plan Branding/Promotion Plan Signature Event Community visioning exercises Advertising of District: Piggy-back in regional tourism ads New Mexico Magazine Out of State Tourism Magazines Create an annual calendar of events: Published in regional publications Published in New Mexico Magazine Submitted on the Department of Tourism’s Calendar

Although they have not been developed with the concept of the ACD as the driver, there are many established and emerging events and activities within or adjacent to the ACD to build upon including: • • • • • • • • • • • • •

Museums Historic district Historic walking tour Art Center at Fuller Lodge (gallery and workshops) Art Fairs MainStreet events (Halloweekend, Winterfest, Next Big Idea Festival, Fair & Rodeo Parade, small events) Chamberfest Los Alamos Little Theater NM Dance Theater Library gallery and series Fuller Lodge events (performance, lecture, etc.)

Summer concert series Public art

In addition, we would look for opportunities to assist the broader range of “creative culture” programs and activities throughout the community. For example, the Los Alamos Concert Association (LACA) and other groups produce excellent performances at our high school auditorium which is not located downtown. LACA has a long history of bringing emerging and renowned classical music performers to our State and community. The ACD will look to connect with such groups and activities for mutual benefit.

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6.b. Targeted Customer The most recent visitor market analysis performed by the Los Alamos Meeting & Visitor Bureau identified three target market segments that are relevant to the ACD. The targeted customer of the ACD will include the general visitor target market segments for the community as a whole.

Effective development of the ACD will improve the “product” that can be offered to match up to the needs and desires of these segments. Excerpts: Business visitors represent most of the overnight stays in Los Alamos. They are estimated to account for 85-90% of overnight stays at local lodging establishments. Business visitors are looking for convenient, comfortable, quality lodging and services. Perceptions about the availability of quality of hotel rooms and lack of dining options after 7 PM are considered to be issues that discourage business visitors from staying in Los Alamos.

Business visitors are quite often repeat visitors and like to build relationships and some level of personal connections with the places they visit. Very frequent business visitors like to be recognized and treated as “regulars”. There is some potential for encouraging business visitors to stay over, bring spouse/family along on visits, or return for pleasure travel. The business visitor segment is dependent on the vitality of external business opportunities with local businesses, particularly the Laboratory.

Individual tourists are looking for interesting, welcoming experiences and have often already committed themselves to an itinerary and base of stay for their visit prior to their arrival in NNM and Los Alamos. To the extent that visitors come back to NNM, there is an opportunity to impress them and influence them to base their next visit at Los Alamos. The individual tourism segment is dependent on overall economic conditions and disposable income for pleasure travel. Individual tourists often learn about or become aware of the opportunity to visit Los Alamos once they arrive at their hotel in Santa Fe or Albuquerque through visitor guides, tourism brochures, or word of mouth. Distribution of the visitor guide or other informational materials, ads in destination visitor guides, and word of mouth are the most likely prompts for a day visit to Los Alamos.

A significant number of tourism visitors to Los Alamos are brought here as members of tours. In such cases, the tour operator becomes the primary customer. Relationships should be developed and services should be targeted to relevant tour operators if we want Los Alamos to be more than a "drive-by". Tour operators are looking for additions to tour itineraries that “fit” and that will offer interesting experience for their clients. To the extent that adjunct services are available at reasonable rates for servicing the tour (e.g. food, interesting shopping, “local color”), the tour operator has additional options to work with.

The tour operator segment is dependent on demand for tours and can be best accessed by building relationships with tour operators and reputation and supporting services for servicing them.

Local market customers will remain a key segment. The existence of our creative culture is a direct result of strong local constituencies and patronage. For some, if not most of the cultural organizations that will collaborate in development of the ACD, their primary constituency of focus will remain local. The museums in particular will have a broader agenda of promoting cultural tourism and a non-local customer base.

Although the specifics of the marketing approach to reach the targeted customers are yet to be 20

characterized in the event this application is accepted, a marketing effort that integrates with the community’s overall visitor and tourism marketing approach as well as some level of effort specific to the ACD would both be anticipated.

6.c. Cultural and Heritage Tourism The heritage of the Manhattan Project and the Los Alamos role remain a compelling and controversial part of world history. A reason for visiting Los Alamos that is frequently cited by respondents to our visitor surveys is “history.” From this starting place, the visitor to downtown Los Alamos is often surprised to discover the broad range of creative work that has been and continues to be performed in Los Alamos, in both scientific and artistic endeavors. The cultural assets of the proposed ACD provide the basis for engaging the visitor to tell this story.

Cultural and heritage tourism plays a strong role in visits to nearby attractions such as Bandelier National Monument (Native American) and Santa Fe (fine arts, history). We have the opportunity to tap into visitors to these attractions who are interested in cultural stories by giving them a view into a different kind of story.

6.d Signature Event Los Alamos MainStreet initiated a new event in 2008 that we believe offers significant potential as the signature event for the proposed ACD. The event, called “The Next Big Idea: Festival of Discovery, Invention, and Innovation,” celebrates Los Alamos’ unique history (and future) as a place of discovery and innovation. This theme matches well with the Los Alamos Creative District concept. The event is held on Central Avenue between 15th and 20th streets in the heart of the proposed ACD. The inaugural event in July 2008 featured hands-on creative activities for youth facilitated by the Bradbury Science Museum, the National Atomic Museum, the Santa Fe Children's Museum, Explora, and others as well an inventor/innovator showcase that drew exhibitors from around the state, musical performances, and more. A capstone component of the festival was a performance by Mass Ensemble, an innovative performance group featuring dance, light, one-of-a-kind musical instruments, and original musical compositions. The Arts Council, the County, the Bradbury Museum, and LANL participated along with MainStreet in the organizing committee.

The vision for this event is to develop it as a festival focused on our special interest in discovery, creativity, and innovation that will draw participants and attendees from throughout New Mexico and surrounding states.

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7. MANAGEMENT AND STRUCTURE 7.a. Steering Committee and Governance In the event that the application is accepted, a start-up steering committee composed of representatives from Los Alamos Commerce & Development Corporation (LACDC), the Los Alamos Arts Council, and Los Alamos County will be responsible for initiation of the ACD and for fully populating the composition of the steering committee. Kevin Holsapple of LACDC will chair this effort. LACDC encompasses the operations of the Los Alamos Chamber of Commerce, the UNM-LA Small Business Development Center, Los Alamos MainStreet, and the Los Alamos Meeting & Visitor Bureau so the interests of those organizations will be included in the start-up steering committee through LACDC participation. Participation on the steering committee will be solicited from the Art Center at Fuller Lodge, the Los Alamos Historical Society, LANL (operator of Bradbury Science Museum), the Fuller Lodge Advisory Board, and other relevant organizations early in the initiation of the ACD. The charter of the steering committee will be to “steer” and coordinate the development and implementation of the Los Alamos Creative District ACD. The charter will include ACD oversight and governance, coordination of implementation of ACD activities among participating organizations, development & monitoring of the ACD budget, liaison to ACD participating organizations’ governing bodies, monitoring progress of development and implementation of the ACD. At its inception, the Los Alamos Creative District ACD will be a project of Los Alamos MainStreet, and as such will be governed by the Board of Directors of LACDC, the governing Board of the Los Alamos MainStreet program. LACDC will staff the start-up of the ACD utilizing existing staff resources. As the ACD is developed, the steering committee will make recommendations to the governing board about structure, staffing, and governance of the district.

7.b. District Performance The Steering Committee will be asked to fully consider and establish the approach that will be used to monitor the success of the Los Alamos Creative District. Benchmarks and performance measures to be considered include (but are not limited to): • growth in receipts for performance spaces and cultural institutions, • increased number of arts related businesses, • progress on achieving “10/10/10” goal (increase in arts, retail, dining & treat, and hospitality businesses in the district and in evening/weekend availability) • financial investment in the district (public and private) • attendance trends at museums • level of partner participation in ACD events (numbers, resources) • trends in estimated attendance at events within the ACD

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8. DEVELOPING AND SUSTAINING THE A&C DISTRICT 8.a. Potential Incentives and Public Sector Support A key reason for forming the District is to seek to utilize the provisions of the NM Arts & Cultural District Act to provide assistance and incentives to development of businesses and activities that will increase the economic potential and success of the district.

Based on review of the Act and discussions with NM MainStreet representatives about the intent of the Act, we believe that the following potential benefits may be the most important in our environment: •

Use of Local Economic Development Act (LEDA) provisions within the Arts & Cultural district to implement district goals. We want to explore how these provisions could enable support for businesses and arts & cultural organizations that would assist in implementing the district. We will evaluate establishing goals for the number of retail/hospitality establishments that exist in the ACD and their hours of operation. An idea we will explore is establishing a 10/10/10 goal to address needed critical concentrations of activities – this goal would call for having 10 retail businesses (arts, consumer goods/services), 10 dining or treat (i.e. coffee, tea, etc.) businesses, and 10 of these 20 that are consistently open evenings and weekends. We will propose that businesses and arts & cultural organizations that will help to implement the district goals would be eligible for LEDA assistance.

•

Another idea we have is to consider providing support by way of grants, lease guarantees, and or loans to supplement conventional sources of financing. The source of such supplemental financing could be LEDA funding from the local government, private funding from organizations interested in supporting the goals of the district, or a combination. An example of how the supplemental financing might be deployed:

Grant (Lease Guarantee) / Loan Program Grant/Lease Guarantee

Loan

Uses

•Start-up Capital •Operating Capital •Credit Enhancement •Interest Buy-down

•Start-up Capital •Operating Capital •Credit Enhancement

Magnitude

Up to $10K

$50K

Difference from bank loan

No repayment

•Can waive equity requirements •Blended rate •Second position

Qualifications

•Located in ACD •Hours of operations agreement •Matching funding requirement •Match to 10/10/10 targets

•Located in ACD •Hours of operations agreement •Matching funding requirement •Match to 10/10/10 targets

23

•

Potential investment tax credits (doubling of New Mexico Historic Preservation Division (HPD) Federal Rehabilitation Investment Tax Credits and New Mexico Historic Property Tax Credit)

•

Evaluation of access to NM Finance Authority and other state funding sources that may be applicable to projects within the district.

•

Continuing pursuit of MainStreet capital outlay funds for implementing projects within the district.

•

Use of technical and marketing resources and assistance that are available to State designated ACD’s from State agencies and other partners including NM MainStreet, NM Department of Cultural Affairs, NM Department of Tourism, and the Museum of NM Foundation.

•

Collaboration with NM Department of Tourism and NM Arts Commission marketing efforts and programs.

•

Potential marketing collaborations with other NM Arts & Cultural Districts.

8.b. Administration and Operations For the two year start-up period LACDC will provide the resources required (staff, facilities, and equipment) to assist the ACD Committee with development and implementation of the Los Alamos Creative District. One or more current full-time LACDC staff members will serve as ACD coordinator and will provide professional staff support. The value of this commitment is about $29K per year to provide half time support.

The ACD coordinator will attend ACD Committee meetings, provide staff support to the ACD to publicize the work of the ACD Committee (in coordination w/participating organizations), and manage ACD activities in partnership with volunteer steering committee members. The ADC coordinator will report to the ACD steering committee chair and will work priorities set by the steering committee (conveyed by the chair),

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9. ATTACHMENTS Attachment A

Map: Regional and Community Context

Attachment B

Map: Approximate Boundary of proposed Los Alamos Creative District

Attachment C

Map: Boundary of Existing MainStreet District

Attachment D

Map: Cultural Assets within Los Alamos MainStreet District

Attachment E

Map: Key Cultural Locations

Attachment F

Map: Creative District Overlay (violet shading) on Cultural Assets Map

Attachment G

LACDC Board Resolution

Attachment H

Los Alamos Arts Council Board Resolution

Attachment I

Los Alamos County Council Resolution

Attachment J

Art Center at Fuller Lodge Support Letter

Attachment K

Fuller Lodge Board Minutes extract supporting initiative

Attachment L

Los Alamos Historical Society Support Letter

Attachment M

Photo Tour

25

Attachment A Map: Regional and Community Context

25

Context within Northern NM

= Los Alamos Creative District

Context within Los Alamos

Attachment B Map: Approximate Boundary of proposed Los Alamos Creative District

26

Bathtub Row

Proposed ACD Boundary (approximate)

Historical Museum Fuller Lodge

LA Visitor Center

Bradbury Museum

Attachment C Map: Boundary of Existing MainStreet District

27

MainStreet District outline

Scale:

= 1000 feet

Attachment D Map: Cultural Assets within Los Alamos MainStreet District

28

Library

Post Office

Ashley Pond

Los Alamos Plaza Trinity Place

MainStreet District outline Historic District outline Los Alamos Little Theater Movie Theater Museums Visitor Center Visitor Info Displays

Historic Walking Tour Route/Stations Art Galleries Public Art Restaurants CafĂŠ/Internet Hotels Arts Related Businesses

Farmers Market Parks Bars

Scale:

Transit Route Proposed Canyon Rim Trail Areas with active infill/ Redevelopment proposals

= 1000 feet

Attachment E Map: Key Cultural Locations

29

Key Cultural Locations Historical Museum – 35,000 visitors Potential National Park designation Key Cultural Location Museum – 75,000 visitors East end of Historic Walking Tour

Library

Post Office

Ashley Pond

Los Alamos Plaza Trinity Place

MainStreet District outline Historic District outline Los Alamos Little Theater Movie Theater Museums Visitor Center Visitor Info Displays

Historic Walking Tour Route/Stations Art Galleries Public Art Dining/Treats Café/Internet Hotels Arts Related Businesses

Farmers Market Parks Bars

Scale:

Transit Route Proposed Canyon Rim Trail Areas with active infill/ Redevelopment proposals

= 1000 feet

Attachment F Map: Creative District Overlay (violet shading) on Cultural Assets Map

30

Creative District overlay Culture (museums, Visitor Center, history) Arts Retail Restaurants/Treat Places “10/10/10” goal Potential meeting/attraction space

Library

Post Office

Ashley Pond

Los Alamos Plaza Trinity Place

MainStreet District outline Historic District outline Los Alamos Little Theater Movie Theater Museums Visitor Center Visitor Info Displays

Historic Walking Tour Route/Stations Art Galleries Public Art Dining/Trreats Café/Internet Hotels Arts Related Businesses

Farmers Market Parks Bars

Scale:

Transit Route Proposed Canyon Rim Trail Areas with active infill/ Redevelopment proposals

= 1000 feet

Attachment G LACDC Board Resolution

31

Attachment H Los Alamos Arts Council Board Resolution

32

Attachment I Los Alamos County Council Resolution

33

Los Alamos County

P. O. Box 30 133 Central Park Square Los Alamos, NM 87544 www.losalamosnm.us

Agenda With Staff Reports - Final County Council

Nona Bowman, Councilor; Vincent Chiravalle, Councilor; Robert Gibson, Councilor; Sharon Stover, Councilor; Michael G. Wheeler, Councilor; Mike Wismer, Councilor Tuesday, January 6, 2009

7:00 PM

Community Building TELEVISED

REGULAR SESSION

1.

OPENING

2.

PUBLIC COMMENT This section of the agenda is reserved for comments from the public on items that are not otherwise included in this agenda.

3.

APPROVAL OF AGENDA

4.

ELECTION OF OFFICERS A.

2840-09

Election of Council Chair and Vice-Chair for 2009.

Sponsors:

County Council Page 1

5.

COUNCILOR COMMENTS

6.

APPROVAL OF MINUTES FROM PREVIOUS MEETING(S) A.

2868-09

Approval of County Council Minutes for December 2, 2008 and December 9, 2008.

Sponsors:

Mary Pat Kraemer, County Clerk Page 2

7.

CONSENT AGENDA The following items are presented for Council approval under a single motion unless any item is withdrawn by a Councilor for further Council consideration in the agenda section entitled "Business."

Consent Motion Page 3 A.

2836-09

Los Alamos County

Grant from the State of New Mexico Department of Cultural Affairs-New Mexico State Library in the Amount of $4,996.81, for the Los Alamos County Printed on 1/6/2009

County Council

January 6, 2009

Agenda With Staff Reports Final

Library System; and Budget Revision 2009-20 in the Amount of $4,996.81.

Sponsors:

Charlie Kalogeros-Chattan, Library Manager

Attachments:

Budget Revision 2009-20 Pages 4 - 5

B.

2873-09

Approval of Budget Revision No. 2009-22 in the Amount of $140,000 for the Animal Shelter Project.

Sponsors:

Steven Lynne, Chief Financial Officer

Attachments:

Budget Revision No. 2009-22 Pages 6 - 7

C.

2865-09

Sole Community Provider Hospital Payment Adjustment for Los Alamos Medical Center.

Sponsors:

Therese Baca, Accounts Payable Supervisor

Attachments:

A. LAMC Request Letter, B. Sole Community Fund Information FY2010 Request Pages 8 - 12

D.

2866-09

Sole Community Provider Hospital Payment Adjustment for St. Vincent Hospital.

Sponsors:

Therese Baca, Accounts Payable Supervisor

Attachments:

A. St Vincents Request Letter, B. Sole Community Fund Information FY2010 Request Pages 13 - 17

E.

RE0118-09

Incorporated County Of Los Alamos Resolution No. 09-01; A Resolution Establishing Minimum Standards Of Reasonable Notice To The Public For All Meetings Of The Council, The County Indigent Hospital And County Health Care Board And Of All County Boards, Commissions And Policymaking Bodies.

Sponsors:

County Council

Attachments:

09-01 Open Meetings Final Cl.doc, Schedule B Pages 18 - 26

8.

PUBLIC HEARING(S) A.

RE0119-09

Incorporated County Of Los Alamos Resolution No. 09-02; A Resolution Endorsing The Application Submitted By The Los Alamos Commerce And Development Corporation To Designate A State Authorized Arts And Cultural District In Los Alamos County, New Mexico.

Sponsors:

Anthony Mortillaro, Assistant County Administrator and Nona B. Bowman, Councilor

Attachments:

A. Incorporated County of Los Alamos Resolution No. 09-02, B. ACDApp2009 - draft without attachments.pdf, attachments.pdf Pages 27 - 30

9.

BUSINESS

Los Alamos County

Printed on 1/6/2009

County Council

A.

AGR0107-09

January 6, 2009

Agenda With Staff Reports Final

Approval of Contract with Susanne Vertel for Commission of Historic Sculpture.

Sponsors:

Stephani Johnson, Community Services Director

Attachments:

AGR3456-09 Susanne Vertel.doc Pages 31 - 38

B.

2809-08

Discussion and Possible Action(s) on the Filling of Councilor Vacancy.

Sponsors:

County Council Page 39

C.

2838-09

Approval of the 2009 County Council Meeting Calendar.

Sponsors:

County Council

Attachments:

2009 Council Calendar Pages 40 - 41

D.

2839-09

Ratification of Council Chair and Vice Chair as Chair and Vice Chair, Respectively, of the County Indigent Hospital and County Health Care Board and Ratification of Diana Stepan as the Administrator of the County Indigent Hospital and County Health Care Board.

Sponsors:

County Council Page 42

10.

COUNCIL BUSINESS A. 1)

BOARD AND COMMISSION APPOINTMENTS 2837-09

Board/Commission Appointment - Utilities Board.

Sponsors:

County Council

Attachments:

A. Utilities Board Member List, B. Glenn Woodwell's Application Packet, C. Royce Taylor's Application Packet Pages 43 - 66

B. 1)

COMMITTEE APPOINTMENTS 2835-09

Approval of New Board Member to the White Rock Implementation Committee Board.

Sponsors:

Steven Brugger, Housing Programs Manager and Anthony Mortillaro Page 67

C.

COMMITTEE REPORTS

D.

CHAIRMAN'S REPORT

E.

GENERAL COUNCIL BUSINESS

1)

2864-09

Los Alamos County

Discussion and Possible Action Related to Appointments of Councilors to Printed on 1/6/2009

County Council

January 6, 2009

Agenda With Staff Reports Final

Various Committees and Organization Assignments.

Sponsors:

County Council

Attachments:

Council Committees 2009.doc Pages 68 - 71

F.

APPROVAL OF COUNCILOR EXPENSES

G.

PREVIEW OF UPCOMING AGENDA ITEMS

11.

COUNCILOR COMMENTS

12.

PUBLIC COMMENT

13.

ADJOURNMENT

If you are an individual with a disability who is in need of a reader, amplifier, qualified sign language interpreter, or any other form of auxiliary aid or service to attend or participate in the hearing or meeting, please contact the County Human Resources Division at 505-662-8040 at least one week prior to the meeting or as soon as possible.

Public documents, including the agenda and minutes can be provided in various accessible formats. Please contact the personnel in the Office of the County Administrator at 505-663-1750 if a summary or other type of accessible format is needed.

Los Alamos County

Printed on 1/6/2009

Attachment J Art Center at Fuller Lodge Support Letter

34

Attachment K Fuller Lodge Board Minutes extract supporting initiative

35

FULLER LODGE / HISTORIC DISTRICTS ADVISORY BOARD Wednesday, December 3, 2008 Fuller Lodge - Curtis Room Fuller Lodge/Historic Districts Advisory Board Members Present: Ron Wilkins, Colleen Olinger, Judy Humphrey, Nancy Bartlit, and Gerry Strickfaden Staff Present: Nancy Cerutti, Senior Planner; Adrienne Lovato, Office Specialist; Kyle Zimmerman, Public Works Director; Anne Laurent, Capital Projects and Facilities Director Public Present: Larry Campbell, Ann Wadstrom 1. Call to Order Chair Ron Wilkins called the meeting to order at 5:00 pm Public Comment – None [unrelated items omitted] 4. Items for Discussion and Possible Action [unrelated items omitted] .

D. Main Street Arts and Cultural District Designation and Resolution Ron stated that [LACDC] is applying for a new program in Economic Development and Preservation which will designate a portion of downtown. The state will select two cities to receive this designation. [LACDC] is seeking the Board’s support on this issue. Before the application can be submitted, County Council and the Arts Council will need to approve the application. After much discussion, Nancy Bartlit moved that the Board support the Main Street designation. Gerry seconded and the motion passed unanimously.

Fuller Lodge / Historic District Advisory Board Meeting Minutes December 3, 2008

Attachment L Los Alamos Historical Society Support Letter

36

Attachment M Photo Tour

37

Street Banner

Sidewalk Café & Dining

Actor Tobey Maguire prepares to film a scene for the motion picture “Brothers” in downtown Los Alamos

Public Art in the Proposed District

Pedestrian Crossing “Bulb-out” on Central Avenue

Bradbury Science Museum

Historical Museum & Gift Shop

Art Center at Fuller Lodge

Fuller Lodge hosts lectures, performances and community events

National Assoc. of Travel Journalists FAM Tour

Historic Walking Tour

Summer Concert Series on the Street Downtown

Los Alamos Little Theatre Performance

Farmer’s Market

Festivals & Parades Fair & Rodeo, Winterfest, Halloweekend, Chamberfest

Next Big Idea: Festival of Discovery, Invention, and Innovation

Art & Crafts Fairs on Fuller Lodge Lawn

38