Cultural Masterplan Phase 1 Report

Buffalo Canal Side Cultural Master Plan
Stage 1 Report: Preliminary Concept Document

November 2010
Prepared by Lord Cultural Resources Ralph Appelbaum Associates Robert Coles, Architect
Creating Cultural Capital
Lord Cultural Resources is a global professional practice dedicated to creating cultural capital worldwide. We assist people, communities and organizations to realize and enhance cultural meaning and expression. We distinguish ourselves through a comprehensive and integrated full-service offering built on a foundation of key competencies: visioning, planning and implementation. We value and believe in cultural expression as essential for all people. We conduct ourselves with respect for collaboration, local adaptation and cultural diversity, embodying the highest standards of integrity, ethics and professional practice. We help clients clarify their goals; we provide them with the tools to achieve those goals; and we leave a legacy as a result of training and collaboration.
Creating Cultural Capital
DRAFT Table of Contents

1. Introduction ................................................................................................................ 1
1.1 1.2 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 Background to and Purpose of the Study .............................................................................................. 1 Scope of Work and Methodology to Date .............................................................................................. 3 History Museums within the Overall Museums Marketplace ........................................................ 5 The Performing Arts Marketplace .........................................................................................................10 The Experience of Museums and Related Institutions Focused on Specific Cities ...............11 Experience of Selected Existing Museum/Cultural Facilities in Buffalo ...................................12 Site Strengths and Weaknesses..............................................................................................................15 Potential Markets for Buffalo and Cultural Opportunities at Canal Side in Particular .........18
2. Contextual, Comparables and Market Analysis ................................................... 5
3. Draft Planning Principles ....................................................................................... 31

Avoid Duplication of Existing Cultural Resources ...........................................................................31 Build upon the Unique Characteristics of Canal Side .....................................................................33 Phasing to Begin with More Low Cost Programs, Events and Features is an Appropriate Development Strategy ..............................................................................................................................33 3.4 A Strong Focal Point is Needed for the Story of Buffalo .................................................................34 3.5 Focus on Cultural Opportunities with Wide Audience Appeal .....................................................34 3.6 Integrate the Story of Buffalo and Other Cultural Experiences into Some of the Commercial Facilities ................................................................................................................................35 3.7 Encourage Collaboration to Limit the Number of New Museums/Facilities ...........................36 3.8 The Need for Realism.................................................................................................................................36 3.9 Cultural Institutions/Organizations will Find it Very Difficult to Pay Rent .............................37 3.10 Recognize Price Sensitivity among Many Buffalo Residents ........................................................37
4. The Story of Buffalo: A Preliminary Canal Side Visitor Experience .............. 38

4.1 4.2 4.3 4.4 Experiential Goals and Design Strategies...........................................................................................38 Conceptual Framework .............................................................................................................................39 Experiential Building Blocks....................................................................................................................40 Experiential Diagram ................................................................................................................................56
5. Next Steps .................................................................................................................. 57
Appendices
Appendix A: Acknowledgements ............................................................................ A-1 Appendix B: Cultural Steering Committee Initial Thoughts on the Story of Buffalo .................................................................................... B-1 Appendix C: Draft Letter from ECHDC to Cultural Organizations .................. C-1
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Stage 1 Report
BUFFALO CANAL SIDE CULTURAL MASTER PLAN 1. Introduction
1. Introduction
This chapter summarizes the purpose of this Cultural Master Plan study and the scope of work and the methodology to carry it out to date. This report reflects work associated with the first stage of a 3-stage, 6-month study process that in turn is part of a larger master plan being developed for Canal Side. The emphasis at this early point in the Cultural Master Plan is very much on development of preliminary concept and supporting ideas for what is referred to as the Story of Buffalo and how it might be told or experienced at Canal Side.
1.1 Background to and Purpose of the Study

The Erie Canal Harbor Development Corporation (ECHDC) was established in 2005 to help restore economic growth to Buffalo and Western New York based on the regions legacy of pride, urban significance and natural beauty. This includes a focus on Canal Side, a 20-acre historic part of Buffalos waterfront, whose heritage includes being the location of the western terminus of the Erie Canal, several grain elevators that serve to remind that Buffalo once fed America, and a maritime history that includes the Edward M. Cotter, the oldest active fire boat in the world. Redevelopment of Buffalos waterfront has long been a community objective. An important milestone was the Erie Canal Harbor Project Master Plan (Flynn Battaglia Architects et al., March 2004), which followed a 1999 plan for the waterfront. Building upon these initiatives, Canal Side is envisaged by ECHDC to become a mixed use, urban entertainment destination capable of creating substantial economic development benefits for the City of Buffalo and the region it serves. The Canal Side project is to be a $300 million public/private investment consisting of some 1.1 million square feet of commercial, residential and cultural space. Public investment in infrastructure is intended to leverage a similar level of private sector investment. Architects Ehrenkrantz Eckstut and Kuhn (EEK) were engaged in 2007 to develop a master plan for the entire site, including heritage blocks closest to the waterfront. The master plan serves to establish thematic and design principles for Canal Side which continue to evolve. In addition to the mixed use concept, other key objectives and elements include: increased access to the waterfront indoor and outdoor public spaces, programs and special events daytime and evening things to do year-round opportunities that recognize the seasonal variations of Buffalo connecting the waterfront to the downtown core protection from the winter chill while also celebrating winter opportunities
Lord Cultural Resources
Stage 1 Report
appeal to a wide range of resident and tourist visitors a variety of entertainment, recreational, cultural, shopping and dining experiences exploration of the brand, character and iconic imagery for Canal Side
EEK engaged Thinkwell Design and Production to conduct a series of meetings in June 2007, which led to a Due Diligence Summary Report. It recommended a focus on the physical and story aspects of water as the narrative thread that binds the entire Canal Side experience, because both the natural waterways and manmade Canal shaped all aspects of Buffalos history immigration, labor, industry, the Underground Railroad, and so on. The consultation and planning process led to the following Vision for Canal Side, as set out in the RFP for this study: To transform the Canal Side District into an indoor/outdoor visitor space offering an array of appealing activities integrating museum and cultural experiences, recreational activities, a public market, waterside and special events, creating a portal to all resources of the region. Terms of reference were developed by ECHDC for a Visitor Experience/Cultural Master Plan in mid-2010 to reflect the communitys desire that arts and culture be an important part of the Canal Side project, along with entertainment, recreational, retail, food and other commercial opportunities. It is this mixed use concept that is at the core of the vision for Canal Side. To lead to needed private investment Canal Side must attract substantial numbers of visitors, and thus help to create a market for taxpaying commercial businesses that will be expected to lease space in the area. For several years it was assumed that Bass Pro Shops would be the commercial anchor capable of attracting large numbers of persons to Canal Side. It was to receive a $35 million financial incentive to locate on site. Bass Pro is no longer part of the plan and as a consequence cultural and other entertainment-focused opportunities are now even more important. At this point, however, it is not known how much capital or operating support will be available to cultural organizations at Canal Side. What is certain is that it will not be anywhere close to the $35 million that was to have been allocated to Bass Pro Shops. Also certain is that Canal Side will not be implemented at one time but rather in phases. Although the specifics of each phase might change, in general terms the phases of Canal Side development are as follows: Phase 1: Expand existing programming opportunities with other relatively lowcost public programs, events, festivals and other site features at Canal Side. The intent is to attract large numbers of visitors to the waterfront. This will help to meet an important objective of increasing public access to Canal Side while also helping to boost investor confidence in the market for subsequent commercial developments, some of which will include space for cultural organizations.
Stage 1 Report
Phase 2: Having increased the number of persons attracted to Canal Side the second phase is intended to result in private sector investment in mixed use facilities. These will include opportunities for cultural organizations to become tenants in the heritage blocks of Canal Side, and/or other cultural facility opportunities nearby. The heritage blocks are closest to the waterfront but will also be farthest away from on-site parking and the light rapid transit stop. Preference in this phase of development is to be given to organizations that may best help to tell the Story of Buffalo and/or that are capable of attracting large number of visitors. Phase 3: Identification of opportunities for cultural organizations not assumed to have facilities or programs within Canal Side that may pursue facility possibilities nearby, potentially including the second level of the D L & W building.
Given the important history of Canal Side a focus on establishing heritage-related and other cultural opportunities there would be an appropriate end in itself. In that regard, subsequent contemplation of what Canal Side means to the history, special character and spirit of Buffalo led to the idea that there is a compelling Story of Buffalo that should be told, and that Canal Side is the perfect starting point to tell it. The initial Story of Buffalo concept, initiated by Peter Dow with support from a Cultural Steering Committee, is set out in Appendix B to this report. After a competitive bidding process to conduct the Cultural Master Plan, a consultant team led by Lord Cultural Resources was selected to lead the study. The study team also includes Ralph Appelbaum Associates and Robert Coles, Architect.
1.2 Scope of Work and Methodology to Date

The scope of work in this study is as set out in the proposal document dated July 29, 2010. To meet its objectives, the consultants have carried out the following work elements to date: We reviewed background information provided to us. This includes initial thoughts by a Cultural Steering Committee regarding the content of the Story of Buffalo. Please see Appendix B for two memos prepared by the Committee. We also reviewed prior studies, including the 2004 Master Plan led by Flynn Battaglia, master planning work by EEK Architects and associated analyses by Thinkwell Design and Production. We also reviewed numerous submissions regarding what people in Buffalo and region would like to see on the waterfront. This included the results of an invitation for ideas by the Mayor of Buffalo which led to 1,757 responses.
Stage 1 Report
On October 12, 2010, Ted Silberberg, Joy Bailey and Ted Pietrzak, representing Lord Cultural Resources, Dennis Cohen and Miranda Smith of Ralph Appelbaum Associates, and architect Robert Coles took part in a tour of the Buffalo River on the Edward M. Cotter. This was followed by a Canal Side site tour and a visioning workshop with representatives of the ECHDC and the Cultural Steering Committee. The half-day workshop included a series of presentations and discussions. During the next two days the consultants led a series of group workshops and individual interviews with some 140 persons. Please see Appendix A for a list of participants at the various workshops and interviews. We compiled and analyzed published data regarding various types of museumrelated institutions, the experience of existing museum-related institutions in Buffalo and city museums in other cities. Additional research regarding comparable institutions will take part in the Stage 2 analysis based on the specific institutions that express a strong interest in being part of the Canal Side project. We conducted preliminary research on waterfront destinations, cultural attractions, visitor experiences and specific content related to the presentation of the Story of Buffalo. We analyzed data regarding potential resident, school and tourist markets for Buffalo and Canal Side in particular. Direction from the contextual, comparables and market analyses are set out in Chapter 2 of this report. Ted Pietrzak participated in a tour of the First Ward and the grain elevators hosted by Mark Goldman. He attended a public meeting on October 25, 2010 focused on economic challenges and priorities for Buffalo coordinated by Bruce Fisher. And he attended Imagining Buffalo, led by Mark Goldman including presentations by Fred Kent of Partnership for Public Spaces and developer Tom Goldman. We took part in conference calls or numerous other communications with the ECHDC Project Manager, and also a conference call on November 10, 2010 to discuss findings to date with several client representatives. Dennis Cohen met in the EEK offices to review the current site master plan and discuss opportunities to integrate the Buffalo story and experience. We set out in Chapter 4 a preliminary concept associated with the Story of Buffalo, and a series of ideas or building blocks for the visitor experience. These are to be reviewed, along with the other chapters of this Stage 1 report, at a meeting on December 9, 2010. This will be followed the next day by tours of various existing cultural institutions in the Buffalo area. The next steps in the study process are set out in Chapter 5.
Bold italics are used throughout to highlight key findings, conclusions and recommendations.
Stage 1 Report
BUFFALO CANAL SIDE CULTURAL MASTER PLAN 2. Contextual, Comparables and Market Analysis
2. Contextual, Comparables and Market Analysis

The main focus of this Stage 1 report is to establish a Preliminary Concept for the Story of Buffalo and associated potential implications to the Cultural Master Plan for Canal Side. Whereas Chapter 4 sets out what the Story of Buffalo might is also intended to establish a realistic market and financial context for consideration of potential cultural organizations/institutions in the next stage of this study and to provide benchmarks to help guide the attendance, operating revenue and expense projections in the final stage. Available data are considered regarding: The overall marketplace of museums and related institutions, including comparisons of various museum types. Relevant contextual data are also provided for the performing arts. Institutions in other cities that offer similarities or comparability to the vision for the Story of Buffalo. At this point in the study process we have used published data regarding existing City Museums that offer similarities to the Story of Buffalo because they focus on the history, accomplishments and special features of those cities. Preliminary analysis of existing museum-related institutions in the Buffalo area. This will be supplemented by additional research in Stage 2 of this study. Preliminary assessment of the strengths and weaknesses of Canal Side as a site for cultural opportunities. Analysis of data and interview feedback associated with potential resident, school and tourist markets for Buffalo and Canal Side in particular.
entail, this chapter is very much about what we believe the Story of Buffalo and the associated cultural initiatives at Canal Side should not be . This chapter
2.1 History Museums within the Overall Museums Marketplace

The Story of Buffalo as set out in Appendix B of this report is very much about the very important and unique aspects of the history of Buffalo. While telling the Story of Buffalo may be implemented in a variety of ways, one would be as a traditional collections-focused history museum. At the same time there are existing museums wishing to locate within or near Canal Side and many other organizations wishing to establish new museums or other cultural institutions.
Stage 1 Report
The data in the following table are based on 2009 survey data from the American Association of Museums (AAM) and help to profile various museum types to be considered in the context of Canal Side and the Story of Buffalo. The data indicate: Growing Total Attendance but Declining Median Attendance: The average museum reported about 26,500 visitors compared to about 33,400 in the 2006 survey. The decline in median figures despite a growth in the total number of persons attending museums reflects the opening of many new small museums and related institutions. A key issue in this study is whether it is practical for
several new museums to be developed at or near Canal Side. Planning principles set out in Chapter 3 of this report suggests an alternative approach .
Community History Museums as a Museum Type Tend to Struggle from an Attendance Perspective: Relative to other museum types, history museums report the lowest median attendance levels at only about 10,000 visitors. This is because many community history museums are small in size, because of an erroneous perception that one local history museum is the same as the next, and because of common perceptions that history museums are boring. The
challenge for the telling of the Story of Buffalo will be to focus on the iconic and most unique and special features of the Buffalo area and to identify ways and means to convince potential visitors that the Buffalo story is indeed compelling .
Some Types of Museums Tend to be More Mass Market than Others: Noteworthy is the higher attendance figures for living collections (zoos and aquariums), science and childrens museums. The figures for childrens museums are particularly impressive because childrens museums tend to be small in size. Specialized museums, such as military, sports, maritime and other museums being contemplated for Canal Side or near it, tend to have specialized niche markets and this is reflected in lower than average attendance levels for these museum types. It is important, however, to emphasize that these are median figures and there are examples of higher and lower attendance museums of all types. The next stage of this study will include comparative data for specific museums and related institutions that provide a written expression of interest in being within or close to Canal Side, taking into account the planning principles set out in Chapter 3. And the next Stage will seek to identify the best comparables for a finalized concept associated with the Story of Buffalo. Not All Museums Charge Admission: As seen in the table, close to 60% of all museums charge compared to close to 50% for history museums. Since one of the objectives for cultural opportunities at Canal Side is to attract substantial numbers of visitors and expose them to tax-paying commercial businesses it raises questions about the extent to which museum-related institutions at Canal Side should offer free admission in order to maximize attendance. This is currently the case with free admission festivals and events already held at Canal Side. The difference is that most museums and related institutions need to charge admission to generate income as shown in the AAM survey. Recommendations associated with admission charges will be explored in Stage 2 of this study.
Stage 1 Report
There is Very Little Likelihood of Self-Sufficient Museums Based on Earned Income at Canal Side or Anywhere Else: Median figures shown in the table indicate that the average museum generates about 28% of its operating income from earned sources, 37% from private sources, 12% from endowment income and 24% from government sources. For history museums the earned income median is lower than average at 24% while science and childrens museums are well above average at 48% earned income, with specialized at 33%. If commercial opportunities at Canal Side are successful in attracting strategy for Canal Side that recognizes synergy between cultural and commercial attractions. Particularly important to earned income for museumrelated institutions will be the nature and quality of the visitor experience offered and an ability to attract first time and repeat visitors.
substantial numbers of visitors this should help to boost earned income levels beyond these median figures. This confirms the wisdom of a mixed use
New Museum-Related Institutions Will Have a Challenge of Raising Funds for an Endowment Too: The typical museum is able to access 12% of its operating budget requirements from an endowment. New institutions seeking to raise capital funds find it very difficult to also raise funds to create an endowment principal whose interest or investment return can make a meaningful contribution to operating budget requirements. Without such funds then the percentages from other income sources must increase. This is a particular challenge for the proponents of new museums that will express interest in Canal Side. Private Support Accounts for More Income than Earned Sources: As seen in the table the average museum in America relies on support from private/contributed sources (donations, sponsorships, annual giving) than on all earned sources combined (admissions, retail, food, rentals, programs, membership, etc.) and also government grants. This applies to the majority of museum types including history museums. Even if Canal Side leads to higher
than average levels of earned income a challenge for new institutions will be to secure financial support from private funders in the Buffalo area.
Government Grants Are Important to the Sustainability of Museum-Related Institutions: In every country in the world, excluding the United States, government grants are the primary source of funding for museums and related institutions. As the data in the table show, in the United States government grants are the primary source of operating income for only two museum types, including history museums. On average government support accounts for 24% of total operating income. Since existing institutions in the Buffalo region will be concerned about competition for both government and private funding, it emphasizes the need for a planning principle to avoid duplication, whether real or perceived. Staff Salaries are the Primary Source of Operating Costs for Museums and Indicate Why Feasibility Depends Very Much on Controlling Staffing Costs: Salaries and wages account for an average of 50% of operating budgets. If Museum-paid taxes and benefits are included the average increases to about 60% for all staffing costs. The data suggest the need for consideration of
collaborative approaches to control staffing and other operating costs. Some of the existing cultural organizations are already pursuing collaborative/partnership approaches, and this is endorsed as a planning principle in Chapter 3.
Stage 1 Report
Collections Care as a Percentage of Total Operating Costs Varies by Type of Institution: Collections care responsibilities usually require better constructed, more secure and environmentally control buildings. Collections care responsibilities also increase staffing and other operating cost requirements. Data from the AAM Financial Survey indicates the average museum allocates 8% of its non-staff costs to collections care. Chapter 3 discusses the need to
avoid duplicating existing collections-focused museums in Buffalo. This study is therefore considering an opportunity for the Story of Buffalo to be told, in part, in a primary facility that is not collections-focused.
Marketing Costs per Visitor: The average history museum allocated about 2% of its operating budget to marketing, relative to the overall museum average of 4%. The average museum spends $1.29 per visitor on marketing compared to only $0.50 for history museums. The more successful Canal Side is in attracting visitors the less important will be the funds available for marketing. Conversely, if Canal Side cultural facilities, events and programs are expected to attract visitors and expose them to commercial venues, then they will need adequate marketing budgets.
Two main conclusions emerge from this analysis and the experience of the consultants. First, the Story of Buffalo should not lead to what would be perceived as a second history museum for Buffalo. Second, if new museumrelated institutions are created at or near Canal Side, the emphasis needs to be on ways and means to limit the number of them .
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2009 AAM Profile
Art Museum
Children's or Youth Museum
General Museum
Historic Home or Site
History Museum or Historical Society 190 10,000 49.2% $5.00 $260,000 24.0% 31.0% 8.5% 36.4% $526,500 $4.39 $262,206 $26.73 50.8%
Living Collections
Natural History or Anthropology 32 58,176 63.3% $8.00
Science or Specialized Tech Museum
Overall 2009 Survey 671 26,500 59.0% $7.00
Overall 2006 Survey 809 33,446 60.7% $6.00
Sample Size 156 18 71 89 Median Attendance 44,878 130,870 58,500 11,700 % Charging Admission 47.6% 94.1% 63.2% 77.4% Fees Median Adult Admission $8.00 $7.50 $7.00 $6.00 Charge Median Operating $2,379,176 $1,729,532 $1,930,895 $350,000 Income Average Earned 21.5% 48.3% 24.8% 31.7% Revenues Average Revenues from 46.6% 27.8% 33.7% 34.6% Private Donors Average Revenues from 18.6% 12.1% 8.8% 10.7% Investment Sources Average Revenues from 13.3% 11.7% 32.6% 23.0% Government Sources Median Value of $9,744,500 $414,875 $2,539,870 $1,202,817 Endowment Median Earned Income $8.21 $6.31 $7.16 $9.44 per Visitor Median Operating $2,317,675 $2,522,615 $1,798,754 $298,200 Expenses Operating Cost per Visitor Staff salaries as a % of total expenses [Median] Collections care as a % of total expenses [Median] Marketing Budget as a % of total expenses Marketing Expenses Per Visitor [Median] $49.94 48.6% $15.07 54.5% $30.21 53.5% $28.33 56.0%
17 208,574 64.3% $8.00
25 357,103 96.0% $10.00
73 22,000 57.1% $7.00 $602,080 33.2% 37.7% 9.3% 19.9%
$3,072,452 $3,256,810 $7,857,138 30.0% 20.3% 14.3% 35.4% 31.1% 38.3% 6.4% 24.2% 48.8% 28.9% 3.0% 19.3%
$1,168,559 $850,000 27.6% 36.5% 11.5% 24.4% 31.0% 35.2% 9.6% 24.1%
$14,253,806 $5,078,964 $1,829,599 $2,526,508 $2,825,075 $1,580,537 $4.87 $6.76 $11.14 $10.00 $778,859 $32.25 39.9% $7.22 $5.91
$3,630,530 $3,237,600 $6,827,362 $15.10 63.9% $29.74 60.8% $20.95 45.8%
$1,166,000 $829,037 $31.40 49.9% $23.35 50.9%
6.4% 4.4% $2.15
4.1% 8.4% $0.93
9.9% 5.4% $1.61
4.9% 3.8% $1.14
8.5% 2.2% $0.50
26.7% 4.1% $0.85
17.3% 4.5% $1.22
1.2% 7.5% $1.32
10.0% 4.0% $1.00
8.0% 4.1% $1.29
9.4% 4.4% $1.05
Source: 2009 Museum Financial Information, American Association of Museums, 2009
Stage 1 Report
2.2 The Performing Arts Marketplace

This section considers attendance, market and financial information regarding performing arts venues and opportunities, which are also being considered for Canal Side. An issue to be considered largely in Stage 2 of this study is the extent to which organizations seeking facilities or performance opportunities in or near Canal Side have the ability to attract the large audiences sought for the area. Outdoor performances, festivals and other events coordinated by Buffalo Place are reported to already attract 150,000 persons per year to the Canal Side waterfront. Of 115 performances/events, 105 were free. Another issue is the ability to charge admission, particularly if it is facilities they are seeking. And yet another issue is when performances take place and whether retail, restaurant and other commercial opportunities are likely to be open at those times. In 2008 the National Endowment for the Arts (NEA) reported that approximately 46.1 million American adults attended a play or musical performance (20.5%); 31.6 million attended a classical music or jazz concert (14%); 15.8 million attended a ballet or other dance performance (7%); 10.9 million attended a Latin, Spanish, or salsa music performance (4.9%); and 4.8 million attended the opera (2.1%). The NEA also reported that smaller percentages of adults attended performing arts events than in previous years. For comparative purposes the NEA reported approximately 51.1 million Americans attended art museums in 2008. (No other museum types were compared.)
Like museumrelated institutions there is no performing arts organization that is sustainable on the basis of earned income alone. Revenue streams vary
by budget size, type of organization, and location. Earlier data for the sector as a whole indicate that on average performing arts organizations generate about 49% of their operating budgets from earned income (of which 36% is ticket sales and 13% other earned sources), 45% from a combination of donations, sponsorships and grants, with about 2.5% each from investment income and other sources. 1
A majority of performing arts organizations, about 70%, operate with budgets of $500,000 or less, with 20% having operating budgets of $500,000 to $2 million and 10% with operating budgets of over $2 million. With respect to staff levels, budget and staff sizes not surprisingly vary by size of budget. On average, organizations with small budgets (up to $500,000) have approximately 3 full-time staff; those with medium size budgets (500,000-$2 million) have 7 full-time staff; and organizations with large budgets (more than $2 million) have 36 full-time staff.
The Capacity of Performing Arts Presenting Organizations, (Urban Institute, April 2002).
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Buffalo is already the home of Sheas Performing Arts Center and the Kleinhans Music Hall, home of the Buffalo Philharmonic Orchestra as well as numerous theatres and smaller performance halls. It is common knowledge that several of them are struggling. Some may on occasion prefer an outdoor venue. For instance, the Buffalo Philharmonic performs outdoors during the summer months but most likely would not find Canal Side a suitable venue due to noise from traffic on the Skyway. There is a need to avoid competition with these and other existing performing arts venues just as avoiding competition with existing museum-related institutions is an important planning principle discussed further in Chapter 3 of this report. One group, the Nickel City Opera has already expressed a desire for a performance center within Canal Side.
2.3 The Experience of Museums and Related Institutions Focused on Specific Cities
As previously stated, this report is as much about what the Story of Buffalo and Canal Side cultural opportunities should not be, as about what they might be, given the market-related and economic development objectives associated with Canal Side. To help guide that process this section considers the experience of existing city museums in the United States. These include (in alphabetical order): City Museum, St. Louis Kansas City Museum Museum of the City of New York Oakland Museum of California Raleigh City Museum
The following table summarizes published data regarding these institutions and what might be learned and applied to planning for the Story of Buffalo and Canal Side in general. Noteworthy is that with the exception of the City Museum in St. Louis the other institutions are traditional collections-focused history museums. The City Museum in St. Louis is an eclectic mixture of children's playground, funhouse, aquarium, and architectural marvel made out of unique, found objects such as old chimneys, salvaged bridges, construction cranes, miles of tile, and even two abandoned planes. It is very much focused on children and uses contemporary methods of interpretation to lead to attendance levels reported at 680,000 visitors. This is substantially higher than the reported attendance for the Museum of the City of New York (164,000) and the Oakland Museum of California (130,000) despite the substantially higher staff levels and operating budgets of those two institutions.
The City Museum in St. Louis, while not comparable to the objectives of the Buffalo Story, nonetheless does emphasize the importance of contemporary methods of interpretation to lead to high levels of attendance. The data also confirm that the Story of Buffalo needs to avoid being a traditional collections oriented city museum or hall of fame and that while the Story of Buffalo is very much about celebrating the past it must also be about looking forward to the future.
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Experience of Selected City Museums

Admission Charges Staffing Operating Revenue
Total Operating Revenue
% From Earned Source
City Museum, St. Louis
St. Louis, MO
680,714
The museum is an eclectic mixture of children's playground, funhouse, surrealistic pavilion, aquarium and architectural marvel made out of unique, found objects. It boasts features such as old chimneys, salvaged bridges, construction cranes, miles of tile, and even two abandoned planes.
$12.00
$12.00
27
40
N/A
N/A
N/A
N/A
Museum of the City New York, NY of New York
163,964
Facilities incl. 248-seat auditorium
$10.00
$6.00
70
10
50
$16,911,121
76.2%
10.8%
10.2%
Oakland Museum Oakland, CA of California
130,000
Tag Line is "The story of California. The story of You." Parent Institution: City of Oakland
$12.00
$6.00
76
37
887
$18,501,982
41.9%
41.0%
16.9%
Kansas City Museum
Kansas City, MO
25,000
History Museum: Housed in an urban estate built in 1910, approx. 4-miles from Union Station. Parent Institution: $0.00 Union Station Kansas City.
$0.00
14
48
N/A
N/A
N/A
N/A
Raleigh City Museum Average Median
Raleigh, NC
16,097
5,000 sqf exhibit space
$0.00
$0.00
12
$413,347
4.4%
74.1%
21.4%
203,155 130,000
$6.80 $10.00
$4.80 $6.00
38 27
18 10
199 48
11,942,150 413,347
40.9% 41.9%
41.9% 41.0%
16.2% 16.9%
Sources: The Official Museum Directory, AAM, 2010; Institutions' websites and Annual Reports; and IRS 990-Forms, 2008 Oakland Museum of California financial data from their 20052006 Annual Report Admission charges to Kansas City Museum currently free during restoration
2.4 Experience of Selected Existing Museum/Cultural Facilities in Buffalo

In the next stage of this study we will be requesting organizations interested in a potential site at or near Canal Side to respond to a series of questions. At this point we have compiled published information from the Official Directory of the American Association of Museums for institutions in Buffalo, East Aurora and Amherst that report at least 15,000 annual visitors.
12
% From Other Sources
% From Contributions
% From Government
Attendance
Volunteers
Part-Time
Full-Time
Location
Children
Name
Notes
Adult
N/A
2.8%
0.2%
N/A
0.1%
1.0% 0.2%
Stage 1 Report
Attendance: The data confirm a common pattern in which a zoo has the highest level of attendance among the museum-related institutions in Buffalo. In most cases a science center/museum ranks second but in Buffalo the Albright-Knox Art Gallery is next due to its size, outstanding collection and stature in the art museum world. However, its attendance at about 144,000 is not as substantial as might be anticipated. This may relate to the education and income profile of regional residents as discussed later in this chapter, confirming the need for cultural components for Canal Side with more mass market appeal. Evening Openings: One of the objectives for Canal Side is that it attract visitors during evening as well as day time hours. Of the existing museums in the Buffalo area listed, the Albright-Knox Art Gallery and the Burchfield Penney Art Center offer regular evening openings. Other art venues such as Hallwalls, CEPA, Big Orbit, Buffalo Artstudios, etc. also have regular evening openings. . Evening openings are more common for art museums than other museum types because the market is primarily adults who are not accompanying children. The data raise the issue of whether one of the potential cultural users might be a commercial art gallery or one or more of the existing art venues that may wish to expand their exhibition spaces into Canal Side. Admission Charges: These are generally more modest than found in other cities, reflecting price sensitivity heard in the interview process and also lower than average household income levels. This suggests the need for caution with respect to admission charges. Staffing and Volunteer Levels: The staff levels appear lower than average but volunteer levels are higher than average.
Financial data for some of the institutions will be added in the next stage of the study from primary research. It is likely to show that existing museums in Buffalo operate with more income from contributed and grant sources than earned income and that they will be concerned about additional competition for funding.
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Museum-Related Institutions in Buffalo Area Reporting at Least 15,000 Visitors

Ins ti tuti on Admi s s i on Cha rges Sta ffi ng
Reported Attendance
Family Membership
Buffa l o Zool ogi ca l Ga rdens
414,794
No
$9.50
$6.00
$65.00
66
80
744
Al bri ght - Knox Art Ga l l ery
143,653
Yes , Fri da ys to 10 p.m.
$10.00
$0.00
$75.00
65
20
216
Buffa l o Mus eum of Sci ence
125,554
No
$7.00
$5.00
$50.00
32
17
208
Burchfi el d-Penney Art Center
70,000
Yes , Thurs da ys to 9 p.m.
$7.00
$4.00
$60.00
14
Buffa l o a nd Eri e County Hi s tori ca l Soci ety
65,000
No
$4.00
$2.50
$45.00
15
12
202
Buffa l o a nd Eri e County Na va l a nd Mi l i ta ry Pa rk
55,000
No
$9.00
$6.00
$25.00
14
26
Amhers t Mus eum, Amhers t
42,000
No
$5.00
$0.00
$35.00
250
Buffa l o a nd Eri e County Bota ni ca l Ga rdens
40,000
No
$6.00
$3.00
$75.00
11
280
Expl ore a nd More Chi l dren's Mus eum , Ea s t Aurora Avera ge Medi a n
38,840 72,506 60,000
Yes , fi rs t Fri da y of Month
$5.00 $6.63 $6.50
$5.00 $3.19 $3.50
$45.00 $51.25 $47.50
1 20 14
13 12 13
166 205
Source: The Official Museum Directory, 2010. All in Buffalo excpept as noted
Volunteers/Interns
Evening Opening
Part-Time
Full-Time
Children
Name
Adult
68
67
40
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Stage 1 Report
2.5 Site Strengths and Weaknesses

The ability of cultural facilities, programs and events to attract substantial numbers of persons to Canal Side will depend largely on what those facilities, programs and events are, their admission charges, and also the commercial opportunities also offered at the site. That is, popular retail, restaurant, entertainment and other commercial opportunities will help cultural facilities, events and programs just as much as popular cultural opportunities will help to create a market for commercial facilities. From a market perspective, a preliminary assessment of the strengths and weaknesses of Canal Side as a site and heritage blocks are as follows:
Strengths of Overall Canal Side Site:

Historical Significance: Canal Side is the Sacred Spot where the waters of the Atlantic mixed with the waters of Lake Erie in 1825 on completion of the Erie Canal. One may assert with convincing accuracy that this was a defining moment that altered the future destiny of Buffalo and indeed the United States. Not many cities can claim such importance in the development of a country. Appeal of the Waterfront: Events at the Canal Side waterfront coordinated by Buffalo Place are already reported to attract 150,000 persons per year. Whether these events would have attracted more or fewer visitors at other sites is not known but interviews confirmed the popularity of a waterfront site. The Urban Land Institute Briefing Book for the Richardson Center Corporation in 2007 listed first among all the regional assets of Buffalo the waterfronts of Lake Erie and the Buffalo and Niagara Rivers. Second ranked was the historic parks and parkways system designed by Frederick Law Olmsted. Access from Public Transportation: The light rapid transit system begins and ends at Canal Side. It conveniently connects with Buffalos downtown and the suburbs north and east. Since the light rapid transit is free when taken from downtown to Canal Side and back, it offers efficient and convenient access for downtown residents, workers and shoppers or those travelling to downtown to park their cars and continue on to Canal Side. Access by Automobile: Canal Side is located at the nexus of two major highways, the 190 and Route 5. These roadways conveniently draw large numbers of motorists from Niagara County and Canada. Interstate 90 connects Canal Side with the rest of New York State and to Pennsylvania and Ohio. Route #5 connects Canal Side with South Buffalo and the Southtowns. Parking: It may be said that parking is both a strength and a weakness. Here it is discussed as a strength. It appears that the capacity for vehicular parking for hockey events that usually take place in the evening is sufficient. Many of these parking spaces are surplus during days and nights when no events are taking place. With the 175 parking spots planned adjacent to Canal Side, there appears to be ample parking, though it may appear to be an inconvenience to some because of the distance from the parking, especially during the winter season.
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Stage 1 Report
Proximity to HSBC Arena: Persons attending Sabres hockey games, music concerts and other events at the Arena will be within very easy walking distance of Canal Side. These persons represent an important market for restaurants, bars, night clubs and retailers who will be encouraged to stay open those evenings, thus helping to animate the area during evening hours. Main Street Connection to Downtown: The Main Street and Washington Street links from Canal Side to the downtown are very positive as they create mutually beneficial opportunities to encourage people to move from one area to the other. The Canal Side development will thus enhance the appeal and desirability of living downtown.
Strengths of Heritage Blocks:

Historical Importance: The Heritage Blocks define the historic district. Though only a few of the 19th century foundations currently exist, the area represents a scared place for historians where the Commercial Slip joined Lake Erie and the terminus of the Erie Canal. The area was the connection between east and west, a place where natural resources such as grain, timber, and iron ore were processed and then went to market and thus led to Buffalos wealth and industrial power. The area was also pivotal to the immigration of countless people into the United States and the migration of other countless people westward. This location was seminal to the development of America. Location and Proximity to the Waterfront: The Heritage Blocks are ideally located close to public transportation and adjacent to the water; a magnet for people. The appeal of proximity to the water should help to mitigate the weakness of distance from parking, as discussed below. The view of the nearby grain elevator creates another point of interest and contemplation about the historical and commercial importance of the area. Large Open Space: The existence of large open space at Canal Side offers many program opportunities. The space has already been proven to efficiently host various large scale events including concerts, festivals and celebrations. Though the large space is a strength, winter wind issues must be addressed to enable Canal Side to achieve the objective of being a four season destination. A Blank Canvas: The Heritage Blocks are a blank canvas open for ideas for development.
Weaknesses of Overall Canal Side Site:

The Skyway: The Skyway is a physical and a psychological barrier. One is always conscious of it whether visibly or audibly. The Skyway is also a barrier to development affecting the properties to be developed near it both because of Department of Transportation regulations and the aesthetic repercussions of proximity to it.
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Stage 1 Report
Parking and Access by Automobile: As stated, parking is both a strength and a weakness. Much has been heard about Buffalonians (and most Americans) propensity to depend on their cars and their desire to park in close proximity to their destination. Plans for parking have been reduced in the Modified General Plan to approximately 175 parking spots. Though additional parking currently exists in the Webster Block, this block is slated for development and parking will be sharply reduced. Further away at and around HSBC Area significant parking exists but at a greater distance from the Historic District. Though this does pose a level of inconvenience in general, it is likely to become a serious deterrent to visiting the Historic District only in winter months. Future plans for mix use development for the Heritage Block including residential are challenged given that those who may choose to live in the district will likely demand convenient and adjacent parking.
Weaknesses of the Heritage Blocks: Distance from Parking: The heritage blocks, and especially the waterfront, are the furthest from the parking garage. Small Size of the Heritage Blocks: The following table indicates the size of the footprint, the area likely for building space and the net useable square footage on the ground floor and for each building recognizing that the buildings are to be privately developed and mixed use. The data indicate relatively small spaces that will make it difficult for separate cultural users to have enough critical mass in some of the blocks.
Ground Floor Gross and Net Square Footage Available in Heritage District Buildings
Build-To Parcel Size Line/ Max. Front Yard (sq feet) (feet) Min. Building Height (stories) Min. Building Height (feet) Max. Building Height (stories) Max. Building Height (feet) Assumed Min. Open Assumed Net Useable Sq. Ft. Space Gross 10% (sq Building (@67% of Gross) Per feet) Size Floor 2,905 941 388 1,537 763 1,103 1,096 735 26,141 8,467 3,492 13,829 6,867 9,923 9,864 6,615 17,514 5,673 2,340 9,265 4,601 6,649 6,609 4,432
Parcel Name
Max. FAR
Main Development Parcels
E2 E3 E4 E5 E6 E7 A B
29,045 9,408 3,880 15,365 7,630 11,026 10,960 7,350
0 0 0 0 0 0 0 0
2 2 2 2 2 2 2 2
30 30 30 30 30 30 30 30
4 4 4 4 4 4 4 4
60 60 60 60 60 60 60 60
3.60 3.60 3.60 3.60 3.60 3.60 3.60 3.60
Possible Development Parcels Along Waterfront
Parcels Under Buffalo Skyway
E10
12,383
E11 11,448 0 Source: EEK and Lord Cultural Resources
As permitted As permitted by NYSDOT by NYSDOT As permitted As permitted by NYSDOT by NYSDOT
3.60 3.60
1,238 1,145
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Stage 1 Report
Limited Facilities to Service Large Crowds and Support Special Events: As stated previously, the large open space adjacent to the Historic District attracted a reported 150,000 persons last year. Though these events are effectively coordinated and managed by Buffalo Place, porto-potties are used and all setup and support equipment are brought in. Should special events be a permanent part and ongoing offering at the waterfront, these facility needs will need to be addressed as well as the incorporation of convenient storage. Little Protection from Winter Winds: Studies have been undertaken regarding the velocity and impact of winter winds. Winter winds off Lake Erie are considered at times dangerous at other time intolerable and generally a deterrent to potential visitors. Limited Recreational Access to Water: At present a water craft, whether a sail or motor boat, a kayak or paddle boat cannot be launched from Canal Side. No facilities exist where watercraft rentals could be transacted. Further no roadway nor boat off-loading and loading ramp exist in the area limiting the type of water access that can be offered in the Historic District. if Canal Side and the Historic District are to be seen as a place of water recreation, facilities and services will be required to address these issues. Limited Access to the Lake and River Boaters: Complaints have been voiced in the interview process that boaters have little opportunity to moor their craft at the waterfront, thus limiting access to the amenities of the future Canal Side. The location is not yet sailor friendly given the absence of restrooms, showers, refuelling, restocking, access to fresh water, etc. To attract boat visitors to Canal Side these needs must be addressed.
Site development plans being developed by EEK Architects are seeking to mitigate these weaknesses.
2.6 Potential Markets for Buffalo and Cultural Opportunities at Canal Side in Particular
This section considers available data and interview feedback regarding potential resident, school and tourist markets for Buffalo, and the implications to cultural opportunities at Canal Side and the Story of Buffalo.
2.6.1 Resident Markets

The resident market is important to efforts to boost attendance and generate earned income for the following main reasons: The resident market is readily accessible and available on a year-round basis. Residents are most easily and economically made aware of a cultural facilities and programs. Residents are most likely to be repeat visitors. Residents are most likely to become volunteers, members and donors.
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Stage 1 Report
Residents often suggest things to do for their visiting friends and relatives, a key tourist market segment, and often accompany them.
The key indicators of potential demand for cultural facilities and programs are the size and projected growth of the resident population base and various demographic and socioeconomic indicators, as discussed below.
2.6.1.1 Population Size and Projections

In 1900 the City of Buffalo had a population of about 353,000, ranking it the eighth largest city in America. By 1950 the population of Erie County was about 500,000 and at that time nearly two-thirds of the residents of Erie County lived in the City of Buffalo. Today the population of the City has declined to less than 260,000, which accounts for less than one-third of the total County population. Canal Side is intended to include opportunities for residential developments with waterfront views and thus to attract more people to live in the area. However, Canal Side is to serve the overall region and not just the City of Buffalo or the downtown area. In considering the region as a whole the Buffalo-Niagara Falls Metropolitan Statistical Area (MSA), comprising both Erie and Niagara Counties, ranked 24th largest in the nation in 1970 but by 2005 it ranked only 47th of 361 MSAs. It is projected by Woods and Poole Economics to rank 51st in 2020 and 59th in 2040. The table that follows illustrates recent population levels and future projections for: Erie County, Niagara County Buffalo-Niagara Metropolitan Statistical Area New York State United States
Whether the primary resident market is defined as Erie County or the overall Buffalo-Niagara Falls Metropolitan Statistical Area (MSA), the projections are that the population will remain essentially static for the next 20 years. If one assumes that a combined primary and secondary resident market encompasses the BuffaloNiagara MSA and the St. Catharines-Niagara Census Metropolitan Area (CMA) on the Canadian side the data indicate a resident market of over 1.5 million persons. While substantial it is nonetheless smaller than resident markets available to cultural institutions in larger population centers. And as will be shown below, education and income levels of regional residents are below state and national averages. A key issue is thus how the Story of Buffalo and other cultural
opportunities at Canal Side might attract substantial numbers of first time and repeat visitors. This report suggests that it is probably less what the Story of Buffalo entails than how the Story of Buffalo is told the entertainment value -that will have the most substantial impact.
There are about 3,500 persons believed by Buffalo Place to be downtown residents, while the downtown workforce is about 48,000. One of the objectives of Canal Side is that its cultural opportunities will encourage people to want to live in proximity to Canal Side, thus downtown. This in turn will help to boost the market for those cultural opportunities.
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Stage 1 Report
Population Buffalo 200608 est. Erie County Niagara County Buffalo-Niagara MSA New York USA
2000
200608 est. 259,143
2010
2020
2030
% Change 20002010
% Change 20102020
% Change 20102030
949,460 219,650 1,169,110 18,998,430 282,171,940
908,770 214,270 1,123,050 19,623,830 310,063,410
907,510 214,280 1,121,800 20,376,600 341,343,890
909,900 215,150 1,125,050 21,209,900 373,944,190
-4.5% -2.5% -4.1% 3.2% 9.0%
-0.1% 0.0% -0.1% 3.7% 9.2%
0.1% 0.4% 0.2% 7.5% 17.1%
Source: 2010 MSA Profile (Woods & Poole, 2010); and US Census Bureau, 200608 est.
Population Town of Fort Eri e St. Ca tha ri nes -Ni a ga ra CMA Onta ri o Ca na da Source: Statistics Canada, 2006
2006 29,925 390,315 12,160,285 31,612,895
2.6.1.2 Age
The age profile of cultural attenders varies by the specific type of institution or program. For example, the market for history and art museums skews older while science museums/centers, zoos and childrens museums all skew younger. Similarly, for most types of performances, attendees are increasingly older than the average U.S. adult. Whereas overall museum attendance has increased, attendance has declined for the performing arts. According to data from the National Endowment for the Arts the decline is for both younger and older adults. Since 1982, young adult (18-24 year-old) attendance rates have declined significantly for jazz, classical music, ballet, and non-musical plays. From 2002-2008, however, 45-54 year-olds, historically a large component of arts audiences, showed the steepest declines in attendance. 2 A major factor is the relatively high cost of attending many performances. This confirms the wisdom of both free and charged performances at Canal Side as a way to attract people to the site and make it the type of place that they will choose to reside or shop. Data regarding the age profile of Buffalo-Niagara MSA residents is seen in the table below in comparison to state and national averages. The data indicate a median age for residents of the Buffalo-Niagara MSA that is substantially older than state and national averages. This is generally positive as cultural attendance tends to increase with age. However, the median for the City of Buffalo is younger than average and there is a higher percentage of children 0-17 but fewer seniors.
Arts Participation 2008: Highlights from National Survey, National Endowment for the Arts, June 2009.
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Stage 1 Report
Overall, the data confirm the need for a mix of cultural and commercial opportunities at Canal Side that will offer appeal to all ages.
Age Median Age: 2000 Median Age: 2006 Median Age: 2010 Median Age: 2020 Median Age: 2030 Pers ons 0-17 as % of Population, 2000 Pers ons 0-17 as % of Population, 2006 Pers ons 0-17 as % of Population, 2010 Pers ons 0-17 as % of Population, 2020 Pers ons 0-17 as % of Population, 2030 Pers ons 65+ as % of Population, 2000 Pers ons 65+ as % of Population, 2006 Pers ons 65+ as % of Population, 2010 Pers ons 65+ as % of Population, 2020 Pers ons 65+ as % of Population, 2030 12.2% 15.7% 19.5% 24.6% 15.5% 19.3% 25.0% 15.6% 19.5% 24.7% 13.5% 16.4% 19.9% 13.0% 16.2% 19.5% 24.0% 20.9% 19.6% 19.2% 15.9% 20.7% 19.5% 19.2% 15.4% 20.9% 19.6% 19.2% 15.8% 22.2% 21.5% 21.1% 12.9% 24.0% 23.7% 23.2% 12.4% 34.2 40.4 41.1 43.6 24.2% 40.8 41.5 44.6 24.6% 40.5 41.2 43.8 20.4% 38.3 39.0 40.6 24.7% 37.0 37.8 38.9 25.6% Buffalo 200608 est. Erie County 38.1 Niagara County 38.3 Buffalo-Niagara MSA 38.1 New York 35.9 USA 35.4
Source: 2010 MSA Profile (Woods & Poole, 2010); and US Census Bureau, 200608 est.
Age Median Age: 2006 Pers ons 0-19 as % of Population, 2006 Pers ons 65+ as % of Population, 2006
Town of Fort Erie 43.1 23.7% 17.9%
St. CatharinesNiagara CMA 42.1 23.3% 17.7%
Ontario 39.0 25.0% 13.6%
Canada 39.5 24.4% 13.7%
Source: Statistics Canada, 2006 Community Profiles
2.6.1.3 Gender
Women account for a slightly larger percentage of the population but are generally a more important market for culture than are men for the following main reasons: Women tend to make the decisions in a household regarding educational experiences for their children. Therefore, the greater the perceived educational benefits of cultural opportunities the more likely they will be selected; Women account for a large majority of elementary school teachers who usually make the decisions regarding school field trip destinations; Women tend to make the decisions regarding attractions to visit while on family vacations and account for a large majority of bus tour passengers and trip planners.
Women are not only a more important market for culture but also for retail. Therefore an objective of attracting large numbers of visitors to Canal Side on the basis of cultural opportunities suggests the importance of a strong appeal to women.
Lord Cultural Resources 21
Stage 1 Report
Military, technology, sports and other museums that are male-oriented have a more difficult time attracting large numbers of visitors than museum types of greater appeal to women. The data suggest consideration of collaborative museum opportunities that will offer strong components of particular appeal to both genders. Other considerations with respect to the greater importance of women as a market for both culture and retail include ease of access and parking and the perceived safety of the area. The distance of the designated heritage/cultural blocks from
parking will make it important to maximize pedestrian circulation and other design methods to reduce perceived walking distances and at the same time enhance perceptions of personal safety .
2.6.1.4 Education and Income

Numerous studies have shown that of the various socioeconomic characteristics, level of education is the variable with the closest correlation to cultural attendance and participation. The higher the level of education of the individual, the more likely it will be that a person will attend or participate. This applies to all museum types and to the performing arts. The data below indicate that the percentage of
Buffalo-Niagara MSA residents with at least four years of college education is somewhat lower than the state average and slightly lower than the national average. The data suggest the greater than average importance of entertainment value to maximize attendance levels. This is consistent with economic development objectives that Canal Side be of mass market appeal.
Like education, household income is an important indicator of potential cultural attendance, but is not as significant an indicator as education. That is, high education, low-income persons are more likely to attend a cultural venue or event than are persons of high income and low education. The tables show per capita and household income rankings that placed the Buffalo-Niagara MSA at 138th of 361 MSAs in 2005 for personal income. The ranking is projected to improve to 129 by 2020 and 123 by 2040. For household income the Buffalo-Niagara Falls MSA ranked 173rd in 2005 with projections to improve to 158 in 2020 and 150 in 2040. The Buffalo Niagara Labor Market Assessment 2010 emphasized that manufacturing no longer drives the economy despite an $800 million investment by General Motors in power train assembly. Instead professional services and health services have become the greatest job generators in the region. However, the report also indicated that the average wage across all occupations in the region is 3% lower than the average wage across the nation. Wages in the region for higher-paying job categories such as business and financial operations, computer and mathematics and the sciences are 10%-15% lower than comparable national wages. The data confirm concerns heard in the workshop and interview
process regarding the price sensitivity of regional residents and the need to recognize the need to limit admission charges for cultural facilities and events.
The Buffalo Niagara Partnership reported that companies considering Buffalo are concerned about quality of life issues and that a vibrant waterfront was very important.
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Stage 1 Report
Education and Income % of Pop. 25+ wi th a t l ea s t Ba chel or's degree, 200608 es t. % of Pop. 25+ wi th a t l ea s t 4 yrs of Col l ege, 2000 Income Per Ca pi ta Ra nk, 2000 (of 361 MSA's or 50 s ta tes ) Income Per Ca pi ta Ra nk, 2005 Income Per Ca pi ta Ra nk, 2020 Income Per Ca pi ta Ra nk, 2040 Mea n Hous ehol d Income Ra nk, 2000 (of 361 MSAs or 50 s ta tes ) Mea n Hous ehol d Income Ra nk, 2005 Mea n Hous ehol d Income Ra nk, 2020 Mea n Hous ehol d Income Ra nk, 2040
Buffalo 200608 est. 20.9%
Buffalo Niagara MSA 23.2% 135 138 129 123 167 173 158 150
New York
USA
27.4% 5 6 7 7 5 7 5 4
24.4%
Source: 2010 MSA Profile (Woods & Poole, 2010); and US Census Bureau, 200608 est. St. CatharinesNiagara CMA 24%
Education and Income
Town of Fort Erie 21%
Ontario
Canada
% of Popul a ti on 25+ wi th a t l ea s t 4 Yea rs of Col l ege, 2006 Source: Statistics Canada, 2006 Community Profiles
29%
27%
2.6.1.5 Comparative Race/Ethnicity

The data in the following table indicate the relatively large size and importance of the African American population in the region. It confirms the need for the Story
of Buffalo to reflect the Underground Railroad and other aspects of African American history not only from a heritage perspective but also from a market perspective. Noteworthy as well is the growth of the Hispanic market, following
national trends. In addition, interviews emphasized the history of European immigration to the Buffalo area and that the Story of Buffalo needs to reflect the contributions of these immigrant communities. Canadian data indicate visible minorities for the St. Catharines-Niagara CMA relative to provincial and national totals. The data indicate a relatively small visible minority market on the Canadian side of the border.
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Stage 1 Report
Race/Ethinicity % Whi te Pop., 2000 % Whi te Pop., 2010 % Whi te Pop., 2020 % Whi te Pop., 2030 % Bl a ck Pop., 2000 % Bl a ck Pop., 2010 % Bl a ck Pop., 2020 % Bl a ck Pop., 2030 % Na ti ve Ameri ca n Pop., 2000 % Na ti ve Ameri ca n Pop., 2010 % Na ti ve Ameri ca n Pop., 2020 % Na ti ve Ameri ca n Pop., 2030 % As i a n a nd Pa ci fi c Is l a nder Pop., 2000 % As i a n a nd Pa ci fi c Is l a nder Pop., 2010 % As i a n a nd Pa ci fi c Is l a nder Pop., 2020 % As i a n a nd Pa ci fi c Is l a nder Pop., 2030 % Hi s pa ni c Pop., 2000 % Hi s pa ni c Pop., 2010 % Hi s pa ni c Pop., 2020 % Hi s pa ni c Pop., 2030
Erie County 81.5% 79.6% 77.3% 74.9% 13.1% 13.6% 14.4% 15.4% 0.6% 0.7% 0.8% 0.9% 1.5% 2.1% 2.6% 3.2% 3.3% 4.0% 4.9% 5.6%
Niagara County 90.7% 89.0% 87.4% 85.5% 6.4% 6.9% 7.4% 8.1% 1.0% 1.2% 1.4% 1.6% 0.6% 1.0% 1.3% 1.6% 1.3% 1.9% 2.5% 3.2%
BuffaloNiagara MSA 83.2% 81.4% 79.2% 76.9% 11.8% 12.3% 13.1% 14.0% 0.7% 0.8% 0.9% 1.0% 1.4% 1.9% 2.4% 2.9% 2.9% 3.6% 4.4% 5.2%
New York 63.0% 59.5% 54.0% 48.7% 15.5% 15.2% 15.1% 15.0% 0.4% 0.4% 0.4% 0.4% 5.9% 7.5% 9.5% 11.7% 15.2% 17.4% 21.0% 24.1%
USA 70.1% 65.6% 61.1% 56.7% 12.5% 12.6% 12.6% 12.6% 0.8% 0.9% 0.9% 0.9% 4.0% 4.9% 5.8% 6.7% 12.6% 16.1% 19.5% 23.1%
Source: 2010 MSA Profile (Woods & Poole, 2010)
Visible Minority Pop. Characteristics, 2006 Chi nes e South As i a n Bl a ck Fi l i pi no La ti n Ameri ca n Southea s t As i a n Ara b Wes t As i a n Korea n Ja pa nes e Vi s i bl e mi nori ty not i ncl uded el s ewhere Mul ti pl e vi s i bl e mi nori ty Not a vi s i bl e mi nori ty
Town of Fort St. CatharinesErie Niagara CMA 1.2% 0.8% 1.0% 0.2% 1.4% 0.2% 0.1% 0.1% 0.3% 0.1% 0.1% 0.1% 94.5% 0.9% 0.9% 1.3% 0.6% 1.1% 0.5% 0.4% 0.2% 0.2% 0.2% 0.1% 0.2% 93.4%
Ontario 4.8% 6.6% 3.9% 1.7% 1.2% 0.9% 0.9% 0.8% 0.6% 0.2% 0.5% 0.6% 77.2%
Canada 3.9% 4.0% 2.5% 1.3% 1.0% 0.8% 0.9% 0.5% 0.5% 0.3% 0.2% 0.4% 83.8%
Source: Statistics Canada, 2006 Community Profiles
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2.6.2 Potential School Markets

The key issues in consideration of potential school markets for Canal Side and visitor experiences associated with the Story of Buffalo are the size of the student population base, curriculum links, a desire for higher successful test scores, and issues associated with student enjoyment, proximity, access and cost.
2.6.2.1 Enrollment Levels

Erie County students are the most likely to be interested in the Story of Buffalo, but there should be interest from other school districts as well, depending in part on the other cultural components of Canal Side. Students are enrolled in public and private schools and some are home-schooled. As shown in the following table there are over 137,000 students enrolled in Erie County public schools. In addition there are close to 26,000 students enrolled in private schools in Erie County. The total combined enrollment is thus about 163,000, which is substantial.
Erie County Student Enrollment
Grade
K-Half Day K-Full Day 1st Grade Students 2nd Grade Students 3rd Grade Students 4th Grade Students 5th Grade Students 6th Grade Students 7th Grade Students 8th Grade Students 9th Grade Students 10th Grade Students 11th Grade Students 12th Grade Students Total Students:
Student Count
135 9,552 9,765 9,641 9,523 9,703 10,036 10,411 11,050 12,615 10,398 11,648 10,265 9,593 137,009
University students are another potential market. Total enrollment at the University of Buffalo (UB) in 2009 was about 28,800 compared to about 24,300 a decade earlier. The UB2020 plan, if implemented, calls for $5 billion in spending and 14,000 students to attend classes at the South Campus only about 1.5 miles from Canal Side and easily accessible by public transportation. Enrollment at the SUNY College at Buffalo College is about 11,200 of which about 61% are female. University students of course do not attend cultural facilities in fields trips but rather as part of individual studies or as a leisure time activity, representing an important potential market for both commercial and cultural opportunities at Canal Side. With the State Legislatures failure to approve the plan in 2010 and the resignation of UBs President the implementation of the UB2020 plan is in serious question.
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2.6.2.2 Curriculum Links

Whether for a field trip or in-school lesson, programs for schools are most successful when they demonstrate clear links to established curricula and address state and local standards and benchmarks and the desire for higher test scores. Achieving this at a variety of grade levels will help to attract and serve a potentially large school audience for cultural facilities and programs. A workshop with educators held on October 14, 2010 indicated that the best history-focused curriculum links to the Story of Buffalo are as follows: Grade 4: State history Grade 7: War of 1812 Grade 8: Industrialization and immigration (likely the best single link) Grade 11: US history Science connections to water, weather, environmental and other issues associated with the Story of Buffalo were felt in the educators workshop to be at a wide variety of grade levels. Educators commonly expressed the need to meet not only history and sciencerelated learning standards but to also create relationships to other disciplines, particularly at the middle and high school levels, in order to maximize school group attendance. This reflects the reality that permission is required from a variety of teachers at the high school level who will be affected by a field trip. This contrasts with the elementary level in which one teacher is with the students all day. The educators confirmed that it is the classroom teacher who makes the decision regarding field trip selection, subject to approval by the Principal and the Board.
2.6.2.3 Proximity and Cost

Educators indicated a belief that there will be more field trips in the future because teachers wish to encourage critical thinking. The Story of Buffalo offers positive curriculum links, as discussed above, and as will be seen in Chapter 4, ideas associated with it offer more interactivity and contemporary appeal than would be the case for a second traditional collections-focused history museum in Buffalo. Travel time and cost also are important factors in field trip selection. With respect to the issue of time, this recognizes that the window of opportunity is limited for school buses used for field trips that must also transport children to and from school each day. And cost is also important, whether for transportation or admission.
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2.6.2.4 Student Enrichment Through Enjoyment

Field trips are often selected according to the extent to which they provide handson or interactive participation. With cutbacks in the funds available to schools, there has been a greater emphasis on selecting field trip destinations that are learning-based and age appropriate in relation to the content and activities, thus offering students higher levels of learning enjoyment. This is rooted in the knowledge that children are more likely to learn if their experience is interesting and enjoyable. The educator workshop confirmed an expectation that educational opportunities at Canal Side will offer the type of interactivity and edutainment value increasing expected by both the schools and the general public.
2.6.3 Potential Tourist Markets

Canal Side is intended to attract tourists, as well as residents and school groups. Here we consider available data regarding the tourist market for the Buffalo Niagara region, including analysis of some potential implications for Canal Side. Buffalo is a Tier 3 or 4 tourism destination according to an Assistant Professor of Hospitality and Tourism at the Buffalo State University of New York. For purposes of context, New York City is Tier 1, Boston Tier 2, Cleveland Tier 3, and Akron Tier 4 on a 5-tier ranking system. The strengths of Buffalo are seen to be its geographical location near Niagara Falls and easily accessible from Toronto and southern Ontario, its heritage and architecture, airport and highways. Weaknesses identified included an image as snowy, cold and rust belt. The Professor emphasized the need for culture and heritage to be a strong positioning tool for Buffalo, and saw Canal Side as a very important opportunity. He also cautioned that Buffalo must not be seen to be living exclusively in the past and that it needed to be looking forward too. 2.6.3.1 Tourism to Greater Niagara Region The Greater Niagara Region, which includes Buffalo, is one of 11 economic regions for which the State of New York develops tourism impact data 3. The Greater Niagara region accounted for 4% of total visitor spending within the state ranking it behind New York City (63%), Long Island )10%), the Hudson Valley (6%) and the Finger Lakes (5%). Although it might be assumed that the bulk of the
tourism spending is in Niagara Falls, Erie County accounts for 69% of the tourism spending in the Greater Niagara region, compared to 24% for Niagara County. Other counties in the region represent the other 7% of tourism spending.
[NEED DATA ON HOW MANY TOURISTS, THEIR PROFILES, PREFERENCES AND ACTIVITY PATTERNS. TO BE ADDED IN NEXT REPORT, IF AVAILABLE] Data for the St. Catharines-Niagara region on the Canadian side of the border are readily available. The table below indicate 9.9 million person visits, of which 41% included an overnight while 59% were day trips.
3 The Economic Impact of Tourism in New York State: Greater Niagara Focus (Tourism Economics, April 2009)
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Person VisitsLength of Stay Ori gi n Onta ri o Other Ca na da U.S. Overs ea s Tota l (000s ) Tota l Vi s i ts 5,010 166 3,912 839 9,927 50% 2% 39% 8% 100% Overni ght Vi s i ts 2,109 164 1,459 382 4,114 42% 99% 37% 46% 41% Sa me-da y Vi s i ts 2,901 2 2,453 457 5,813 58% 1% 63% 54% 59%
Source: Ontario Ministry of Tourism, Regional Tourism Profile, 2008, CMA 539: St. Catharines-Niagara
The data also indicate that 39% of visitors to this region on the Canadian side originated from the United States, many of whom would be passing through Buffalo. Some 61% of US visitors arrive primarily for pleasure travel, 11% to visit friends and relatives 4% for business and 24% for personal reasons.
Person VisitsMain Purpose of Trip, Total Visits Origin Ontario Other Canada U.S. Overs eas Total (000s ) Total 5,009 166 3,912 839 9,926 50% 2% 39% 8% 100% Pleas ure 2,817 114 2,371 354 5,656 56% 69% 61% 42% 57% 1,789 38 429 392 2,648 VFR 36% 23% 11% 47% 27% Bus ines s 201 10 154 61 426 4% 6% 4% 7% 4% Pers onal 202 4 958 32 1,196 4% 2% 24% 4% 12%
Source: Ontario Ministry of Tourism, Regional Tourism Profile, 2008, CMA 539: St. Catharines-Niagara
Canadians represent a substantial number of existing and potential tourists for Buffalo. Many arrive for the lower priced retail goods relative to Canadian prices. With a very strong Canadian dollar at about par with the US dollar this has increased cross border shopping substantially and helps to justify a two-night stay to allow for legal spending up to $400 person. Many Canadians are making clothing purchases and discarding clothes in US malls in order to avoid the two-night requirement. Additional attractions and events at Canal Side may help to motivate more Canadians to stay in the US for a longer period. 2.6.3.2 Buffalo Cultural Tourism Markets A Study by Arts Market Inc., Buffalo Cultural Tourism Analysis: Art, Architecture and History Visitors (August 26, 2009) involved interviews of persons attending
Buffalos art, architecture and history attractions. The core market was profiled as age 55 and older, highly educated, culturally involved and active.
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The report provided numerous quotations offering glowing comments regarding the quality of what was offered in Buffalo. The authors of the report commented: Our recommendation is simple. Keep it up. The data confirm opportunities for Buffalo to target this higher education and often higher income market for culture. However, it is also clear that this is more of a niche than a mass market, confirming the need for Canal Side to offer a mix of cultural and non-cultural opportunities to appeal to various market segments. Given the importance of art, architecture
and history in Buffalo, there also appears to be an opportunity for a hub and spoke Story of Buffalo concept to encourage more visitors to attend the existing art, architecture, history and other attractions.
2.6.3.3 Other Tourist Market Segments Other potential tourist markets for Canal Side are as follows:
Visiting Friends and Relatives: Although data are not available it is likely that visiting friends and relatives (VFR) is a primary motivator for people to be in Buffalo. Many stay in the homes of friends or family they are visiting. Noteworthy is that it is often the local residents who identify things to do for visitors and often accompany them. Therefore success in attracting regional residents to Canal Side should enable it to attract substantial number of the important VFR tourist market. Hotel Guests: As shown in the following table, business and convention visitors combined account for some 68% of persons staying at Erie County hotels, with 32% staying for purposes of leisure visits or group tours. A key issue is whether visitors in Buffalo for business/convention purposes will have time to visit any attractions including those at Canal Side, particularly since their available time will be most likely during evening hours when most institutions are closed. The mixed use nature of Canal Side is thus positive as bars, night clubs and restaurants open during evening hours may encourage retail and cultural institutions to remain open at least one or two evenings per week if there is enough market demand. The data also confirm the appropriateness of considering light shows and other entertainment on the underside of the skyway or on the grain elevator after dark, as discussed further in Chapter 4. Leisure/group tour visitors will be more likely to attend cultural opportunities during daytime hours.
Erie County Hotel Segmentation Ma rket Segment Corpora te tra ns i ent vi s i tors Lei s ure vi s i tors Conventi on a nd meeti ngs groups Group tour vi s i tors Tota l Percenta ge 45% 27% 23% 5% 100%
Source: Buffalo Niagara Convention and Visitors Bureau, 2009 Visit Buffalo: The Year in Review
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Cruise Ship Passengers: Although there are river and other cruises starting from Buffalo, at present Buffalo is not on the itinerary of the Great Lakes Cruise Company or the Great Lakes cruises of Travel Dynamics International. However, development of Canal Side as a destination might change this if it included attractions, retail and food opportunities. Boaters: With respect to boaters what was heard in interviews was the need for practical amenities like restrooms and showers. Regional Sports/Events Tourists: Persons attending Sabres games, concerts and other events at HSBC Arena are likely to arrive early and thus take advantage of commercial and cultural opportunities at Canal Side.
This chapter has established a market and financial context for the Story of Buffalo and cultural opportunities at Canal Side in general. The following chapter builds on the direction here, what was heard in interviews and workshops, and the experience of the consultants to lead to a series of draft planning principles.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 3. Draft Planning Principles
3. Draft Planning Principles

This study is intended to result in a cultural master plan for Canal Side that enables it to meet the community needs and economic development objectives established by the ECHDC. To help achieve these objectives this chapter sets out a series of draft planning principles that reflect the thinking of the consultant team to date. The planning principles are subject to modification based on feedback and additional analysis just as the initial ideas for cultural opportunities at Canal Side in the following chapter are subject to modification within this three-stage planning process.
3.1 Avoid Duplication of Existing Cultural Resources

To increase the likelihood of implementable and sustainable cultural opportunities at Canal Side, it is important to seek to avoid duplication, whether real or perceived. When new institutions are established existing cultural institutions are often concerned about competition for audiences and especially for private and governmental funding. This is also the case in the Buffalo Niagara region. Such concerns are particularly valid when there is duplication. To avoid duplication and instead seek differentiation and complementarity, this suggests: Telling the Buffalo Story Should Not be in a Second Collections-Focused History Museum: Although the Story of Buffalo is primarily about its history, there is a long-standing history museum in Buffalo that tells the story of Buffalo by means of maintaining and interpreting a very important collection and associated temporary exhibitions. Avoiding duplication of the Buffalo and Erie County Historical Society will be essential and thus this study recommends telling the Story of Buffalo primarily in ways that do not require a focus on collections or what might be perceived as a second history museum.
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A Buffalo Story should Differ from and Complement the Planned Niagara Experience: The Niagara Experience is an important economic development initiative of the City of Niagara Falls. It builds upon the strength of the Falls as a tourism destination but recognizes that more attractions are needed to increase the length of stay of visitors. The concept for the Niagara Experience was initiated in 1995 and seeks to use modern technology to create meaningful experiences that will attract large numbers of visitors and also encourage them to attend other destinations in the area and throughout Western New York. This hub and spoke or concierge concept is not new and is applicable in many cities. For example, National Parks have used the hub and spoke model for years as Visitor Centers are intended to encourage people to explore and enjoy regional parks. While this basic hub and spoke concept is essential to and recommended for the Story of Buffalo, as discussed below, the story will be unique to Buffalo and there will be varying methods of interpretation as seen in Chapter 4 of this report. Moreover, the mandate of the Niagara Experience is Western New York while the Story of Buffalo is primarily about Buffalo. It will be important for continued dialog and coordination between the developers of the Niagara Experience and those of the Buffalo story to ensure that the two projects complement each other. A Water Park should Avoid Competing with Darrien Lake and Other Area Amenities: A commercial water park is of course not one of the cultural projects to be considered for Canal Side. However, this study has recommended cultural elements associated with the Story of Buffalo be included within an indoor water park. This takes into account that the most mentioned idea for Canal Side by the respondents to the Mayors Canal Side Citizen Waterfront Forum is an indoor, year-round water park. On the basis of being indoor and year-round it would differ from the seasonal and outdoor Splashtown at Darrien Lake. Another water park in the region is part of Great Wolf Lodge in Niagara Falls Canada. However, this is a resort and far enough away in Canada to not raise the duplication issue. Since there is already a successful Erie Community College Flickinger Aquatic Center used for amateur athletics competitions, the proposed water park should not be intended for competitive events. Aquarium Elements to be Considered should Not Compete with the Aquarium of Niagara: The second ranked specific idea for Canal Side in the Mayors Canal Side Citizen Waterfront Forum is an aquarium. This study has not recommended a large aquarium in part to avoid competing with the Aquarium of Niagara which is contemplating an expansion. Moreover, the most successful aquariums include tropical species that would not be consistent with the regional and Great Lakes focus of the Story of Buffalo and the heritage of Canal Side. We have recommended consideration of aquarium elements within the proposed commercial water park, as discussed further below and in Chapter 4. Avoid Competition with Downtown Performing Arts Venues: Downtown revitalization is an objective of the City of Buffalo as it is for many cities in America. Canal Side is an extension and part of a wider downtown, linked by Main Street. Since downtown Buffalo is the home of many of the performing arts facilities in Buffalo, including the Sheas Performing Arts Center, Irish Classical, Alleyway, etc. it would be appropriate that Canal Side avoid a major indoor performing arts facility.
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Avoid the Phenomenon of Substitution in the Story of Buffalo: For example, telling the Underground Railroad and African American stories as part of the Story of Buffalo should not be a substitute to experience the real thing opportunities in the Michigan Heritage Corridor including the Jessie Nash House, the Colored Musicians Club and the Michigan Avenue Church. This emphasizes the importance of orientation or hub and spoke as a planning principle for Canal Side.
3.2 Build upon the Unique Characteristics of Canal Side

Representatives from cultural organizations and community advocates have emphasized the need for Canal Side to be a place that tells the Story of Buffalo by taking advantage of the uniqueness of its history and environment. Indeed Canal Side is a sacred place in that it points to so much of what continues to define Buffalo. The major themes must relate to the relationship of land to water and the innovations and perseverance of its citizens. While other planning principles discussed below seek to achieve market and financial objectives for Canal Side it is essential that the unique characteristics of Canal Side are not only respected but embraced.
3.3 Phasing to Begin with More Low Cost Programs, Events and Features is an Appropriate Development Strategy
It has long been recognized by ECHDC that phasing of both the commercial and cultural components of Canal Side is required. Success in a first phase that focuses on programs, events and other largely outdoor features that are free or low cost to visitors and relatively low cost to implement should help to attract visitors and boost investor confidence. This will in turn substantially increase the likelihood for implementation of commercial and cultural facilities in Phase 2. This strategy of starting small and growing with success is consistent with what was heard in workshops and interviews and other public input. Commonly heard initial expectations are to meet basic human needs and practical requirements ranging from restrooms to convenient staging opportunities to more events, cultural and recreational opportunities on site. The planning principle here is to stick with phasing as an appropriate and wise development strategy.
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3.4 A Strong Focal Point is Needed for the Story of Buffalo

Although we have recommended against a collections focused museum, there needs to ultimately be a central facility within Canal Side to serve as the starting point for learning about about the spirit and character of Buffalo and what makes it special and unique. It also needs to be a place that orients visitors to other heritage, cultural, natural and other resources in the Buffalo area. This includes being the starting point for walking, river and other tours. For a hub and spoke concept to be successful the hub needs to be appealing and thus requires entertainment value capable of drawing large numbers of visitors a mass market. And entertainment value increasingly requires contemporary methods of interpretation and to emphasize that the Story is not only about the past, but also the present and future of Buffalo.
3.5 Focus on Cultural Opportunities with Wide Audience Appeal

The next stage of this study is to include identification of recommended specific cultural facilities, programs and events for three phases of development of Canal Side. It will be very important, particularly in Phase 1 and 2 to identify opportunities that have wide audience appeal if those cultural opportunities are to meet community expectations and also attract the large numbers of visitors needed to encourage the lease of spaces to tax-paying commercial businesses. As discussed in Chapter 4 what is being considered for the Story of Buffalo is intended to offer a balance between education and entertainment, including the use of humor as a way to balance serious historical subject matter. The need for wide audience or mass market appeal serves to confirm the appropriateness of seeking to integrate cultural opportunities into commercial facilities, and to also recognize price sensitivity, which are each discussed below. Some other considerations for cultural components to help achieve wide audience appeal are as follows: Strong Appeal to Women: As discussed in Chapter 2, women are a more important market for the various reasons set out. This is particularly important to Canal Side as women are a more important market for retail as well. Capable of Encouraging Repeat Visitation: Repeat visitation helps to boost attendance and potential revenue levels and memberships for cultural opportunities and boosts exposure to commercial establishments.
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Appeal to a Variety of Age Ranges but Skew Younger to Create Vibrancy: Cultural opportunities that attract children experience high levels of repeat visitation and expose parents, primarily the women who accompany them, to other cultural and commercial opportunities. There must also be opportunities for persons not accompanying children, including teenagers, young singles and couples who should perceive Canal Side as a cool place to be and be seen. Experiences that Appeal to and Reflect the Ethnic Diversity of Buffalo Residents and Visitors: This is particularly important for the programs and events to be offered.
3.6 Integrate the Story of Buffalo and Other Cultural Experiences into Some of the Commercial Facilities
The Mayors Canal Side Citizens Waterfront Forum indicated a desire for cultural opportunities but also that people want to eat, drink and be entertained. Combining cultural and commercial opportunities is thus a concept that creates positive synergies and mutual benefits. Some suggestions follow: Tell Part of the Story of Buffalo within a Commercial Water Park: As discussed above the highest ranked idea is an indoor water park. Chapter 4 describes how a water park may be positioned to help achieve the spirit of what Frederick Law Olmsted called a water park for Buffalo in 1888. Olmsted recommended an environment that appealed to peoples desire to be active and that would focus on water. To relate a modern water park to Canal Side and further distinguish it from common commercial venues we have recommended consideration of one or two relatively small freshwater aquarium tanks. This feature would help to tell the story of Lake Erie and the Buffalo River. Also contemplated are iconic Buffalo-related images/designs to be integrated into the water park as suggested in Chapter 4. Integrating Story of Buffalo Themes Into a Proposed Boutique Hotel: This might tell the story of Buffalos opulence during the late Victorian period when Buffalo hosted the Pan American Expo in 1901. Parlor rooms would capture the ornate detail of this period while other rooms could feature patent models, newfangled gadgets of the age of electricity, a reading room with rare book collections, maps and a family room with a magnificent train set and model of Buffalo as a The City of Lights. Consider Opportunities for Story of Buffalo Theming to be Introduced into Canal Side Restaurants, Night Clubs, Bars and other Commercial Venues: A variety of ideas are set out in Chapter 4. One specific commercial opportunity that has been discussed for several years is a Public Market that would be different in a content and thematic way from the Broadway Market. Telling the Story of Buffalo within it might include an exhibit area that tells the story of how Buffalo fed America. Several persons in interviews and workshops suggested the possibility of commercial water taxis. If viable, these could be themed as well.
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3.7 Encourage Collaboration to Limit the Number of New Museums/Facilities

There are reportedly over 50 different cultural organizations that have expressed an interest in being part of the Canal Side project. While some offer programs and events, others are seeking facilities in or near Canal Side. Cultural facilities require capital investment and ongoing operating support as shown in Chapter 2. The next stage of this study will explore the opportunities and constraints, particularly given limited space available in the heritage blocks currently planned. Nonetheless, it appears very likely that there are many more groups seeking separate facilities within Canal Side than is practical to implement given available spaces and the capital cost, funding and operating cost implications. Phase 3 of the development process is identification of opportunities for cultural facilities outside of but near Canal Side. An obvious example is the DL&W building. We will wish to explore whether the numerous proponents of separate museums might consider being galleries in one museum at DL&W in Phase 3 of development with one Director, or a campus concept that offers collaborative revenue generation and cost control opportunities. Some organizations have already pursued collaborative approaches. For example, the Buffalo Cultural Coalition is contemplating a shared facility that would house the Buffalo Music Hall of Fame, Greater Buffalo Sports Hall of Fame and the Buffalo Broadcasters Hall of Fame.
3.8 The Need for Realism

There has been reference to an objective that new cultural facilities/opportunities at or near Canal Side should be self-sufficient in order not to compete for at least public funds. That is not a realistic expectation given the data set out near the beginning of Chapter 2 for both museum-related and performing arts institutions/organizations. Seeking to minimize private and grant support is a more realistic definition of success that should be applied; otherwise no new cultural opportunities are likely to be possible. Realism is also needed among some cultural institutions who believe that Canal Side is being developed primarily as a way to find homes for more cultural facilities and organizations. While additional cultural opportunities are desirable for residents and tourists, they are also very much intended to help create a market for taxpaying commercial businesses sought to lease privately developed space in Canal Side. Taxes paid by the businesses, and tourists drawn to Buffalo, should help to justify the public and private financial support needed by the cultural facilities and organizations, which do not pay taxes.
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3.9 Cultural Institutions/Organizations will Find it Very Difficult to Pay Rent

If the heritage block buildings are to be constructed by private developers it means that cultural organizations will not need to raise funds for construction, although they will need to fund the fit out of what is likely to be shell space, and the capital costs of exhibits or other internal features. On one hand this is very positive for the cultural organizations in that it limits capital cost requirements. On the other hand very few cultural institutions anywhere pay any rent. They are primarily in owned buildings, whether owned by a government or a not-for-profit. Those that do pay rent usually do so only on the basis of a nominal amount. The current assumption is that EDHDC will subsidize ground floor rent costs for an undetermined period of time. A key question is thus whether the rental amounts to be charged after this initial period are at market rates or nominal. ECHDC will need to provide direction regarding this and related issues of the availability of capital and operating funds for cultural organizations in advance of communications with them in mid-December 2010. The rent issue also raises questions whether the space available to cultural organizations should be ground floor, which invariably commands higher rents, as opposed to upper floor levels that may be weaker from a market perspective but more affordable. There may be opportunities for live/work/exhibit/perform space at Canal Side that will also need to be considered, and discussed further in Chapter 4.
3.10 Recognize Price Sensitivity among Many Buffalo Residents

As shown in Chapter 2, there are large numbers of residents who will find it difficult to pay for admission. This confirms the wisdom of current assumptions regarding a combination of paid and free cultural opportunities at Canal Side. Recognizing price sensitivity will need to be considered throughout this planning process. One strategy, to be considered further in Stage 2 of this study, is to seek to secure sponsorships to provide access to persons who cannot afford admission. The draft planning principles set out here are likely to expand and be modified during the course of this study. Although draft the planning principles, along with the Contextual, Comparables and Market Analyses in Chapter 2, have informed the preliminary ideas and building blocks set out in the next chapter regarding cultural opportunities at Canal Side in general and the Story of Buffalo in particular.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 4. The Story of Buffalo: A Preliminary Canal Side Visitor Experience
4. The Story of Buffalo: A Preliminary Canal Side Visitor Experience

The vision for Canal Side is to be realized through a phased approach, with the first phase relying on non-building-dependent programming. Two later phases are to include more extensive facility development. This chapter outlines preliminary ideas for the visitor experience associated with all three phases and themed around the Story of Buffalo.
4.1 Experiential Goals and Design Strategies

The Canal Side area presents an opportunity to connect visitors and residents to the unique and powerful heritage of the city of Buffalo. The following experiential goals and design strategies are intended to be consistent with the goals and objectives established by ECHDC and the community at large for Canal Side: Activate Canal Side with programs and amenities to draw Buffalonians and regional visitors year-round: The harbor area is currently under-utilized, and residents feel frustrated by the lack of amenities and access to the water. First and foremost, the area needs to appeal to residents of the region, and to become a place to go in all four seasons. Celebrate Buffalo's rich history of innovation, ingenuity, and enterprise: By telling the Story of Buffalo, the project can re-ignite Buffalo's pride and inspire current generations to better value their heritage. This story is not just a history, but a story of the present and the future. Create a place that reflects the character and values of Buffalonians tenacious, innovative, and practical. The Canal Side project, by celebrating the Buffalo story and brand, reclaims the spirit and drive behind Buffalo's glory days, the civic values and initiative that turned Buffalo Creek into a channel for the new harbor. Bring a critical mass of shops, cultural institutions, arts, night life, and dining to Canal Side; it must be affordable, walkable, authentic, attractive, and proprietary: Recent civic planning projects have demonstrated that successful projects are place-based, unique, and human-scale. These features must be applicable to Canal Side if it is to be as successful as possible. Historic Buffalo is the museum and it becomes a grand stage to tell the Story of Buffalo: We can take advantage of existing structures like the grain elevators and the Skyway, and activate the entire city with historic markers, popup performance stages, storytelling benches, giant murals, and a comprehensive cell phone tour. The Story of Buffalo can be experienced exactly where it occurred.
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4.2 Conceptual Framework

The following experiential building blocks represent a preliminary synthesis of the ideas and aspirations of the Buffalo community for an authentic Buffalo waterfront that honors the city's maritime heritage and cultural history and that offers places to shop, dine and be entertained. The initial ideas that follow were informed in part by by visioning workshops held in October 2010 and the site master planning work of EEK. In addition, we researched comparable waterfront projects and best practices, reviewed the 2004 master plan and other background documents provided by ECHDC, and read the commentary, editorials, blogs, and ideas in local press and media, as well as notes from the recent open house hearings hosted by ECHDC. We then began to identify the most compelling, popular, and appropriate ideas that would reflect the core planning principles outlined in Chapter 3, and to best achieve the community and ECHDC objectives and aspirations for the project. At this early point in the planning process the ideas presented constitute potential experiential building blocks that require feedback and testing. We will continue in the next months to evaluate new these and other ideas, strategies and opportunities to tell the Story of Buffalo, a concept initiated by Peter Dow and developed by a Cultural Steering Committee. An initial version of the Story and a second version intended to highlight the special, unique and iconic aspects of the Story of Buffalo are set out in Appendix B of this report. Imagine coming to Buffalo's Canal Side, where you can... Celebrate spring and plan a family picnic on the water's edge--followed by a free concert on the green. Stop by the Canal Side Market every Saturday for farm-fresh vegetables and the best of Buffalo cuisine year round. Discover the historic streets within Canal Side where the towpaths and trails of the original Erie Canal brought people from around the world to the Buffalo's western terminus. Gather around near little Buffalo Creek for a story circle with a Seneca Nation storyteller and learn about the many legends of the Erie Canal known to these "keepers of the western door." Ride a giant Cheerio tube down a water tube and slide down a Spiral Silo in a yearround indoor water park to escape the winter blues. Book your tickets now for New Year's eve doo wop and jazz music at the Legends Center @ Canal Square. Journey back in time to the Canal era with a master storyteller who makes history come alive: next stop---a Canal Street saloon circa 1832.
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Stroll along a path and peek your head into a scale model of the Pan American Exposition of 1901 and get a glimpse of America's future at the beginning of the 20th century. Step on board a water taxi for a sunset tour on the river and a cinematic spectacle as you journey through the Grain Elevator Canyon. Join an archaeologist to discover latest finds from the dig site - what piece of Buffalo's history did they uncover today? Get swept away at the Buffalo Story Center's "time machine" cyclorama and journey through 300 years of Buffalo history! Explore Canal Side with the entire family, and understand who we are and why Buffalo is an important place in Americas history Enjoy a hot cup of Joe on a warm bench along the waterfront as you watch a golden sunset.
The experiential building blocks seek to achieve such a vision.
4.3 Experiential Building Blocks

Canal Side is to be developed in three distinct phases. Building block ideas associated with each are as follows, and related to the Story of Buffalo.
4.3.1 For Phase One:

The objective here is easy to implement and relatively low cost opportunities in advance of potential facilities in Phases 2 and 3.
4.3.1.1 The Buffalo Story Trails

Buffalo Story Theme and Take Away Message:
The Buffalo story is a journey that comes to life. Buffalo's history is fascinating and fun for everyone!
Implementation Phase: 1
Possible Locations: Throughout Canal Side and the waterfront Description:
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The Buffalo Story Trails form an entertaining, educational journey that unfolds on the grand stage of Canal Side. The trails are intended to appeal to a broad range of visitors and feature a variety of themes: a chronological walk through Buffalo's history; that Monument of Progress Erie Canal; a celebration of Buffalo's music -- the soundtrack of our lives through 2000 years of history; and a taste of Buffalos diverse palette of ethnic food through the ages. The "Canal Side Players" performers, hosts and guides -- tell the Buffalo Story through a cast of fictional and historic characters from different periods in Buffalo history: farmers, merchants, dockworkers, bankers, blacksmiths, poets, clergy, political leaders, physicians and students. The actors will encourage visitors to experience authentic sites throughout Buffalo, as well. Story-based heritage markers interpret the places that visitors are standing on, and include riddles and rubbings for kids and families to collect and share. Storytelling porches along the trail offer places to stop and listen to stories of the Seneca and Tuscarora Nations, the Underground Railroad, and the key role Buffalo played in the Abolitionist Movement and the founding of the NAACP. Interactive cell phone tours, story benches, pop-up stage sets, puppet shows, and a "speaker's corner" bring the ghosts of Buffalos past to life. Creating a pop-up kit of parts makes deploying the Story of Buffalo at appropriate locations throughout Canal Side implementable and flexible. Each large, medium, or small box comes complete - ready to tell part of the Buffalo Story with billboard backdrop, scripts, stage sets, costumes, costumes, and props. Large billboard murals act both as attractors and scenery, each evocative of a different era. The pop-up boxes become stages for live performance, or perhaps temporary homes for one of the future permanent building blocks. One box might be a storytelling porch, another a legends game show set at Canal Square, another a green lab on the waterfront, another might be a mini-maritime center with boat builders at work, another a tour box for ticket to water taxi and harbor-at-night tours. The Trails will be enriched by a wide range of programmed events, including music, dance, carnival games, circus acts, craft and cooking demonstrations, outdoor cinema, historic fashion shows, slam poetry, historic re-enactments and tribal ceremonial gatherings and dances. Related Weblinks: Buffalo Place http://www.buffaloplace.com/ Historic Philadelphia (Philadelphia, PA) http://historicphiladelphia.org/ Historic Williamsburg (Williamsburg, VA) http://www.history.org/ Greenfield Village (Dearborn, MI) http://www.thehenryford.org/village/ Connor Prairie Historic Park (Fishers, IN) http://www.connerprairie.org/
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Historic Earth (App) http://emergencestudios.com/historicearth/ Live statue contests http://www.estatuas-vivientes.com.ar/en/ Pop-Up Theater http://current.newsweek.com/budgettravel/2010/10/london_popup_theater.html Pop-Up Pavilion http://www.mymodernmet.com/profiles/blogs/bubble-pavilion-to-pop-up-in Pop-Up Park http://ny.curbed.com/tags/brooklyn-bridge-park?tag=brooklyn-bridgepark&tag=brooklyn-bridge-park&page=6 http://mcbrooklyn.blogspot.com/2008/07/brooklyns-pop-up-park-gets-busier.html Pop-Up Igloo Bar http://blogs.city.com/nyc/igloo-bar-a-pop-up-eskimos-retreat-in-midtown/ Pop-Up World Cup Theme Park http://blog.samplesaleshop.com/2010/06/world-cup-wednesdays-puma-city-popup-takes-over-nyc/ The Urban Speaker Pop-Up Installation http://urbanspeaker.mobi/about.php http://www.youtube.com/watch?v=En33dhjjEj0&feature=related Artist Billboards http://www.google.com/images?hl=en&q=creative%20billboards&um=1&ie=UT F-8&source=og&sa=N&tab=wi&biw=1537&bih=875 The WaterPod Project Floating Art Farm http://www.thewaterpod.org/images.html Floating Swimming Pools http://www.floatingpool.org/index1.html Giant Pop-Up Book Attraction http://www.ninjavspenguin.com/blog/2007/10/24/giant-lexus-pop-up-book/ http://www.darnellworks.com/a52/media/popup.mov The Pop-Up City http://popupcity.net/tag/flexible/ Pop Up Nightclubs http://www.springwise.com/pix/spotlight/aqua.jpg Ghost Structures http://www.bluffton.edu/~sullivanm/pennsylvania/philadelphia/venturighost/gh ost.html
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Pop-Up City & Land Lab (Cleveland, OH) http://www.cudc.kent.edu/popup/ http://www.cudc.kent.edu/shrink/landlab.html http://bazaarbizarre.org/cleveland_stuff/vendorlist-2010.html Pop-Up Dog Park http://www.cudc.kent.edu/popup/dog.html Pop-Up Office http://vimeo.com/4197108 Pop-Up Eco-store http://springwise.com/retail/detoxmarket/ Pop-Up Art Installations http://slamxhype.com/art-design/range-rover-evoque-paris-pop-up-installation/ Pop-Up Retail Kiosks http://www.yatzer.com/2110_360%C2%BA_kiosks_by_studio_sklim Pop-Up Playground http://www.thehighline.org/blog/2010/05/19/a-free-pop-up-playground-for-kidson-the-high-line
4.3.1.2 Canal Side Public Market and Additional Programming

Buffalo Story Theme and Take Away:
Buffalo is about great foodand Canal Side Market has it all old world recipes to farm fresh or artisan, or imported from around the world! What attracts Buffalonians is food, music and family
Implementation Phase: 1 or 2
Possible Locations: Central Canal Description: The Canal Side Market is an ethnic and local farmer's market that begins in a large tent in Phase 1 and becomes a permanent structure in Phase 2. It is intended to celebrate Buffalos pivotal history as once the world's largest grain port, feeding the nation from more than thirty concrete grain elevators located along the inner and outer harbors. To this day, Buffalos relationship to food and the food industry remains strong. The Canal Side Players bring the city's food and food production heritage to life through entertaining and educational performance and storytelling. To relate the Market to the Story of Buffalo it will include in Phase 2 an exhibition area that educates and entertains about Buffalo once feeding America.
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Existing programs at Canal Side attract approximately 150,000 visitors to the site each year. Current programming includes Garden Walk Buffalo, Free Ice Skating, First Night Buffalo, Curtain Up!, National Buffalo Wing Festival, Taste of Buffalo Festival, and the Queen City Jazz Festival. It confirms what was heard in stakeholder workshops and interviews -- that Buffalonians will gather around a few key things; Food, Music and Family. In addition to the Canal Side Public Market other potential new programs in Phase 1 might include: Buffalo Alive! : A multi-audience event, Buffalo Alive will focus on the family during the day and become more adult in the evening. The festival is intended to inspire creativity and good times. The weekend summer event will feature participatory art shows, film festivals on the grain silos, dance floor, outdoor mosh pit, public mural paintings, performances by area bands and dance groups. Family Freedom Celebration: The Freedom Celebration is a family event designed to celebrate the independence of the spirit fostered by Native Americans, enslaved people seeking freedom, and immigrants seeking refuge. It focuses on food, music and family. Heritage Carnival: Heritage carousels, ferris wheel, balloon ride, on site for several weeks. This might include a Buffalo Family Game Show in a tent a comedic event hosted by a Canal Side Player, focusing on the past and in the style of the National Public Radio show, "Wait Wait...Don't Tell Me". Other opportunities might include puppet shows presenting the Buffalo Story, and storytelling benches at important/historic sites within Canal Side, Buffalo River Monuments Tour. Night tours on the river Town Crier / Newsboy: An actor hands out a historic printed newspaper gazette of the days news and Canal Side programmed events. Family-Oriented Scavenger Hunts: For example, Buffalo History Mystery Detective Adventure / In Search of the Erie Canal Giant Buffalo Theme Chess with signature Tom Otterness sculptures Cell-Phone Tours: Self-guided personal tours throughout Canal Side.
Related Weblinks: EATaly (New York, NY) http://www.mariobatali.com/restaurants_eataly.cfm Pike Place Market (Seattle, WA) http://www.pikeplacemarket.org/ Faneuil Hall (Boston, MA) http://www.faneuilhallmarketplace.com/ Granville Island (Vancouver, BC) http://www.granvilleisland.bc.ca/ Findlay Market (Cincinnati, OH) http://www.findlaymarket.org/ Reading Terminal Market (Philadelphia, PA) http://www.readingterminalmarket.org/
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4.3.1.3 Canal Side Festival Green and Winterfest

The Buffalo waterfront is vibrant and alive year-round Come down to Canal Side, there's always something going onfun and affordable for all.
Possible Locations: Central Wharf Description: Canal Side's waterfront setting provides an excellent site for a communal green with an open air performance stage. The green represents an immediate opportunity to revitalize the Buffalo waterfront, and to reconnect Buffalonians to the water. A free-span tent structure can provide summer shade and serve as a heated winter enclosure that also gives Canal Side a signature identity on the waterfront. There is space for nearby amenities such as food concessions, vendors and exhibit booths as well as parking, restrooms and showers, and storage for barriers, stages, weather shelters, tents and removable winter wind breaks. The Canal Side Green could build upon the demonstrated success of the many festivals (over 150 annually) for which Buffalo is already known - some could make their home at this new central location. During the winter season, the green becomes into a Winter White Park a wonderland of colorfully lit ice sculptures and whimsical snowmen, snowwomen, snowchildren and snowpets, with its own Winterfest. Action Zones give visitors access to ice hockey and figure skating clinics and competitions, sledding slopes, snow surfing, and ice skating. Activities and programs could include outdoor concerts, a 4-season program of fairs and ethnic festivals, picnics, food and craft vendors, tethered balloon rides, a skateboarding zone, and mazes. Related Weblinks: Summerfest (Milwaukee, WI) http://www.summerfest.com/ Bryant Park (New York, NY) http://www.bryantpark.org/ American Legion Mall (Indianapolis, IN) http://en.wikipedia.org/wiki/Indiana_World_War_Memorial_Pl aza The High Line (New York, NY) http://www.thehighline.org/ Navy Pier (Chicago, IL) http://www.navypier.com/
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4.3.2 For Phase Two or Three

4.3.2.1 Buffalo Story Center & Gateway
Experience the Buffalo story past, present & future. The place to go to experience the Buffalo story and to learn about Buffalo and area attractions.
Possible Locations: Heritage Block, Central Canal, Waterfront Description: This is the place to begin your journey! The Buffalo Story Center serves as a gateway to the rich and varied offerings in and around Buffalo. Inside the Story Center, a multi-media cyclorama 3D time machine immerses you in the "Buffalo Story." Visitors take their seats to watch a 15-minute event that captures the city's dynamic history and envisions its future looking forward to 2032 -- the 200th anniversary of the founding of Buffalo. Visitors find that there is much more to Buffalo than the Erie Canal - there are people stories of perseverance and industry, tales of Seneca and Tuscarora, stories of the movement of goods and people from the first settlers to immigrants who helped dig the canal to the Underground Railroad. Live storytelling, light-hearted and humorous narration, audience participation, theatrical lighting, special effects, authentic artifacts, and spotlit 3D objects further enhance this signature experience. Outside the cyclorama, guides drawn from the Canal Side Players group offer suggestions on routes and what to visit, and assist people with buying site tickets and creating personalized triptiks. Related Weblinks: Lights of Liberty Visitors Center (Philadelphia, PA) http://historicphiladelphia.org/day/liberty_360/ "Golden Days" object theater, Museum of New Zealand Te Papa (Wellington, New Zealand) http://synthetic.co.nz/PTFOLIO/TEPAPA.HTM Gettysburg Cyclorama (Gettysburg, PA) http://www.washingtonpost.com/wpdyn/content/video/2008/09/19/VI2008091902738.html This Place Matters (video) http://www.youtube.com/watch?v=MT11IdWPvfc
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4.3.2.2 The Miniature Buffalo Model

A step back in time miniature Buffalo A sneak peek into Buffalos past .
Possible Locations: Outdoor park adjacent to Story Center & Gateway, DL&W Description: The Story of Buffalo is presented through the magic of scale and special effects in an exquisitely detailed set of models. These amazing miniatures are perfect storytelling vehicles that can deliver multiple layers of information, and deliver an immersive and emotional visitor experience that is impactful and memorable. The model can also be used to give a variety of themed tours for audiences that range from school groups to civic leaders to foreign visitors. As visitors walk through a series of paths, they are surrounded by the city's sights and sounds and witness the city's unfolding history: before the arrival of European explorers, the purchase of the land from the Seneca, the 1848 convention of the Liberty Party and Free-Soilers, in the 1850s as the country's second-largest railroad center including the DL&W, as the saloon capital of the world in the 1870s, during the 1901 Pan-Am Exposition, and at the Michigan Street Baptist Church in 1905 where the founding of the Niagara Movement forged the way for the NAACP. In this dollhouse-like vision of the city, visitors can watch the bustling street scene of the City of Lights. They can see tiny people going about their daily lives as they peek into houses and saloons, watch passengers board a steamship headed across to Chicago, and workers load a railcar with grain. Famous buildings and skyscrapers are recreated in extraordinary detail allowing visitors an up close look at some of Buffalos celebrated architecture - including buildings no longer standing like Frank Lloyd Wright's Larkin Soap Company Administration Building.. Elements of this miniature city could be cast in bronze and distributed throughout the site as part of storytelling stations. The Buffalo Model could be adjacent to the Buffalo Story and Gateway or a separate attraction. Related Weblinks: Madurodam (The Hague, Holland) http://Madurodam.nl Miniatur Wunderland (Hamburg, Germany) http://www.miniatur-wunderland.com/
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4.3.2.3 Pride of Buffalo Legends Center

Buffalo is home to legends. We love and honor our local legends.

Possible Locations: Commercial block near the Canal Square, DL&W Building, or other site nearby Description: The Legends Center features a legends experience as part of a commercial sports bar. Adjacent production studio, performance stage, and studios host live performances, interviews, and master classes. The Queen City's sports, media, and entertainment legends will be showcased and honored here, in a presentation combining media and artifacts. Visitors will see and hear from the local greats: Buffalo Bob and Howdy Doody, Harold Arlen, Lucille Ball, Ron Jaworski, Don Criqui, Bob Lanier, Steve Messler, Jack Kemp, Pop Warner, Doug Flutie, Rick James, Grover Washington Jr., Spiro Gyra, Ani Difranco and the Goo Goo Dolls. Visitors might see a live post-game interview in the studio, watch the Bills game at the bar, or grab dinner before a Sabres game. The performance stage can host comedians, stand-up contests, bands, and unplugged music performances, perhaps in collaboration with a broadcasting and entertainment mentoring collaborative working with local youth to develop Buffalos next generation of creative talent. Retail and restaurant offerings nearby might include a vintage record shop selling vinyl records, a Lucky Strike bowling lane, a Dinosaur Bar-B-Que, a Legends Dinner Club, and a Buffalo Shirt Factory shop where visitors can buy vintage caps and t-shirts. Related Weblinks: World Caf http://www.theworldcafe.com/ House of Blues http://www.houseofblues.com/ Country Music Hall of Fame http://countrymusichalloffame.org Hockey Hall of Fame http://www.hhof.com/ New Buffalo Shirt Factory http://www.newbuffaloshirt.com/ New Era Caps http://www.neweracap.com/en_US/Default.aspx
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4.3.2.4 Canal Side Village as Storefront Co-Lab

factor"
Canal Side's collaborative live, work, play space with "cool Canal Side is about community and neighborhood .
2
Implementation Phase:
Possible Locations: Heritage Block Description: A subsidized collaborative live work and play development partners business, the arts and academics. These stakeholders come together in a project that draws on the best practices in urban planning. Multilevel catwalks and overlooks connect this innovative mixed-use residential, office, and retail space to create a centrallylocated vibrant community hub. Included are rotating spaces for local/regional institutions, galleries, and installations, loft spaces, and small-scale retail such as a newsstand, deli, pharmacy, vintage clothing shop, bakery and coffee house, and pub. In collaboration with the Buffalo and Erie County Public Library, a satellite "library of the future" hosts readings, "webinars" and discussions. The location in the Canal Heritage Block offers opportunities to interpret the Erie Canal through photos, maps and artifacts further enhancing the character and authenticity of the Heritage Block. Related Weblinks: Quartier21, Museumsquartier (Vienna, Austria) http://quartier21.mqw.at/structure/ Dave Eggers Storefronts/Tutoring Labs http://www.826Valencia.org/store/ http://superherosupplies.org http://www.826Valencia.org/ http://video.google.com/videoplay?docid=3180310969504215 062&hl=en 801 Washington Lofts (Minneapolis, MN) http://www.801washingtonlofts.org/ The Pearl District (Portland, OR) http://www.explorethepearl.com/ http://www.buffalorising.com/2010/11/road-trip-portlandspearl-district.html Subsidized mix-use residential (New Haven, CT) http://www.cityofnewhaven.com/economicdevelopment/Read More.asp?ID={63627BD7-E681-44C6-9EB9-F0DA3ADE1394}
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4.3.2.5 Canal Side Water Wonders Park

Buffalo's history is all about water. Buffalo has a great, new 4-season family destination .
Implementation Phase: developer 2 or 3 as preferred by private sector water park
Possible Locations: Central Canal / Aud Block, Outer Harbor Description: The Water Wonders Park, a four-season indoor waterfront attraction, should draw large numbers of people to Canal Side. Inspired by Frederick Law Olmsted's plan for a grand recreational water park in Buffalo, the Water Wonders Park features water in all its forms: steam, liquid, ice, snow, and draws on themes related to Buffalo's water story. Visitors will be able to play at the family-fun splash park with Buffalo-themed rides like the Cheerios Canal Ride, the Spiral Silo Slide and Lake Effect Blast Chamber. Perhaps Water Wonders could be connected to a waterthemed boutique hotel and spa with water views and pool terraces that overlook the waterfront. Related Weblinks: Wet Design http://www.wetdesign.com/ Spa Castle (Flushing, NY) http://nyspacastle.com/eng/pocono/pocono01.php Great Wolf Lodge http://www.greatwolf.com/ Seagaia Ocean Dome (Miyazai, Japan) http://en.wikipedia.org/wiki/Seagaia_Ocean_Dome Uminonakamichi Seaside Park (Fukuoka, Japan) http://www.uminaka.go.jp/foreign/pguide_e2.html Nagashima Spaland Jumbo Pool (Kuwana, Japan) http://gojapan.about.com/od/attractioninchuburegion/p/Nagashima_ Resort_Guide.htm
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4.3.2.6 Maritime Ecology Center

Buffalo Story Theme and Take Away:
Buffalo's ecology is diverse, and its weather unpredictably awesome! Buffalo is going clean and green.
Possible Locations: near the Prime Slip / Central Wharf or in DL &W building Description: The importance of healthy waterways to the future of Buffalo is critical. The Ecology Center, a companion to the Erie Canal Heritage Center, discussed below, is a resource center, demonstration lab, and regional forum for energy, ecology, sustainability and aquatic research. The Center will explore Buffalo's dynamic climate and the impact of the lake and rivers on the region's weather while introducing visitors to new advanced technologies and alternative energy sources of the future---featuring geothermal, solar and wind projects throughout the Buffalo-Niagara region. The Ecology Center will bring together residents, local nonprofits, advocacy and outreach groups, green technologies, scientists and researchers to perform research, educate the community, and envision a sustainable future for Buffalo. Residents will find green tips and products, and discover what's new in eco-friendly goods helping people be greener consumers, gardeners, and commuters. Indoor and outdoor classroom and demonstration spaces will be available for center activities and community use. With direct access to the water, Visitors can sign up for a variety of programs aboard the "Spirit of Buffalo" schooner--a floating ecology lab, tour boat, and sailing vessel. A popular destination for local and regional school groups, an "ecological journeys" program might explore the local watersheds, rivers and lake systems of Buffalo and Lake Erie. The center could include a weather experience envisioned as a popular attraction that could include an immersive 4D Storm Theater--a simulation experience chamber where visitors see, hear and feel the thrills and chills of Buffalo's extreme weather phenomena across all 4 seasons. A sudden temperature drop is followed by ice cold blasts of wind to your face, as "snow lighting" flashes across the simulation chamber. Overhead screens play historical footage of the great storms in Buffalo's past. Meteorologists explain weather maps that show the Doppler effect and the projected path of each storm front as move across the lake and into Buffalo. Nearby, the "Be a Weathercaster" station, invites visitors to audition as weather forecasters; hands-on exhibits allow visitors to see how a weather station and how it works--as they learn about computer mapping and how the city prepares itself for storms. Visitors will learn that the National Weather Service was founded here in Buffalo--and see the part the weather has played in the Buffalo Story - past present and future.
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The solar carousel, built in nearby Tonawanda and looking for a permanent site could be a welcome addition, attracting families with young children to Canal Side and generating revenue for the Ecology Center. Related Weblinks: Great Lakes Science Center (Cleveland, OH) http://www.glsc.org/ Spirit of Buffalo http://www.spiritofbuffalo.com Stockholm Water Festival http://www.laserfx.com/Backstage.LaserFX.com/WaterFestiva l-SR/SWFintro.html
4.3.2.7 Erie Canal Heritage Center

Buffalo Story Theme:
The character of Buffalo is rooted in its maritime past. The building of America flows through the Erie Canal. Our ancestral roots are connected to the waterfront .
Implementation Phase: Phase 3) 2 and 3 (Archaeological Dig in Phase 2 and facility in
Possible Locations: Prime Slip, Central Wharf or D L & W Building Description: The Center recognizes the historic role of Buffalo's waterfront as the Western Terminus of the Erie Canal--the site of the largest wave of immigration to the West in the 1830s. The story will be told---and preserved -- with an archaeological dig that will become the anchor and focal point for an "archaeological district" as part of the Canal Side experience. Visitors and the press will be able to follow the ongoing archaeological work, perhaps at as many as 97 separate sites, a remarkable detective story on what has been called "one of America's 10 most important historical sites.
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Inside the subsequent Heritage Center, a soundtrack plays the inspirational songs written and sung by those who built and worked on the steamships, docks, canal, and grain elevators. The hub includes a variety of engaging activities including an immigrant wall of honor, "tell your story" stations, a genealogy center with searchable databases, a family scrapbook studio, and a iconic sculpture that becomes a the perfect spot for storytelling. Other activities might include, a handson "Archaeo Dig" for the little ones, and 19th-Century "Dockworker Bootcamp" program for teens. The Center will display a variety of boats suspended overhead and become the local meeting place and hands-on workshop for boat building-- and a home to the boating community. Visitors will be able to get out on the water in duck boats, sloops, schooners, canal packet boats, and high tech water taxis. The Story of Buffalo continues outdoors at interpretive installations that explain the significance of the monuments that are in view along promenade wharf.
4.3.2.8 Innovation Heritage Center

Buffalo's story is America's story. Buffalo is an important part of the industrial revolution, and is home to innovation.
Possible Locations: DL&W Building Description: The story of Buffalo is very much the story of American ingenuity and innovation. The Innovation Heritage Center celebrates the Industrial Revolution as it played out in Buffalo, using real, large-scale objects. The enormous scale of machines and machinery create an awe-inspiring experience. The center echoes with bursts of steam from steam engines, and the pulsing throb of pistons and hydraulics. An introductory media experience presents Buffalo as a hub of innovation that was a catalyst for numerous technical advances throughout America from its steel mills that produced parts for the early automotive industry in Buffalo and Detroit, to Buffalo's grain industry feeding the nation, Tesla and Edison and the lighting up of the world's first electric city, to the home for the nations air craft manufacturing, to Buffalo as a critical transportation center for railway and distribution (like Wells Fargo and American Express). Environmental video projections combined with real artifacts from steam engines and wind turbines, suspended jet fighter planes to full-size train cars, steamship hulls, and Model T automobiles amaze visitors with their scale and precision. A children's area features a hop-on-hop-off Thomas-the-Train ride, while an artisan gift shop and a Train Car Caf round out the experience. The Innovation Center will also looks to the future, the pace of change and its impact on Buffalo. An energy Expo gives special focus to the "green revolution" with a spotlight on alternative and renewable energy and regional companies that are looking to form new energy technology enterprises.
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Related Weblinks:
Image Mill (Toronto-projects history on a grain elevator) http://lacaserne.net/index2.php/other_projects/the_image_mi ll/ London Transport Museum (London, UK) http://www.ltmuseum.co.uk/ Corning Museum (glass-blowing demo) http://www.cmog.org/glasslab/index.aspx?id=10983 http://www.cmog.org/dynamic.aspx?id=150 Modern History (UK) http://www.modernhistory.co.uk/ Rivers of Steel National Heritage Site (Homestead, PA) http://www.riversofsteel.com/
4.3.2.9 DIY (Do It Yourself) Garage

Buffalo's is home to some of the great first ideas. Buffalo is a get up and do it yourself town.
Possible Locations: DL&W Building, perhaps adjacent to/part of the Innovation Heritage Center Description: Part workshop, part test-bed, part garage, and also a start-up where businesses can prototype, the DIY Garage takes Buffalo's grass roots ingenuity to center stage, while fostering enterprise and entrepreneurship. Linking to a youthful national movement that's all about thrift, craft, and sharing tips and tricks, the DIY Garage brings together bright ideas, and information and markets made accessible by social media. At the DIY Garage, artists, hobbyists, tinkerers, amateur engineers, and designers can gather to problem-solve, strategize, experiment, and mentor each other. An incubator of ideas, the Garage hums with hands-on activity and creativity. In booths surrounding the open workspace, pet projects are underway and on-view. The task at hand might be how to weld a light sculpture, new product development, or thinking about the future of Buffalo's central library. Visitors can join the debate, and see what inventions are in the pipeline.
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Related Weblinks:
Makezine.com http://makezine.com/ Makefaire http://makefaire.com/ Lemelson Foundation http://www.lemelson.org/ Civic Innovation Lab (Cleveland, OH) http://www.civicinnovationlab.org/ IBM Sustainable Cities http://www.ibm.com/smarterplanet/us/en/sustainable_cities/i deas/ IBM Smarter Cities http://smartercities.tumblr.com/
4.3.2.10 Miscellaneous Idea Bank

Other ideas include: Public Art Program & Competition Buffalo story installation art throughout Canal Side Community Mural Program Mini Golf / Play your way through Buffalo icons Children's Museum "Buffalo is a city of families" an opportunity for young families (20s-30s) to live, work and play at Canal Side (ie. City Museum in St. Louis) The Silo Buffalo Canyon Nightclub & Microbrewery in a grain silo, with terrace overlooking the water, and accessible by water taxi Souvenir Keepsake Coins visitors are given coins they can collect, trade and use for admission to special events throughout the year Dog Barking Lot Buffalos own Milkbone themed community dog park features sculptures, green space, Buffalo dog history panels, pet fashion shows, dog food recipes, playful humor Buffalo Illuminations Art Installation: Light up the Night Light show uses Buffalo skyline/Skyway/grain elevators as canvas, City of Lights, tours, international luminaire annual competition event Summer Skate Park / Winter Snowboard Park
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4.4 Experiential Diagram

Ralph Appelbaum Associates will include an experiential diagram as part of our meeting with the group during the afternoon of December 9. The diagram will show where the opportunities might be at Canal Side, what part of the Buffalo Story we are presenting, and the specific experiential techniques we propose to use. We will also highlight some ideas that can be implemented in the summer of 2011.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 5. Next Steps
5. Next Steps
This is the Stage 1 report in a three-stage, six month planning process leading to a Cultural Master Plan for Canal Side. The next steps of the planning process are as follows: Representatives of ECHDC and the Cultural Steering Committee will review this Stage 1 report in advance of a meeting to discuss it scheduled for 2 - 5 p.m. on December 9, 2010. If possible it would be useful to receive corrections of fact, identification of any typos and other such items in writing in advance of that meeting so that it may focus on substantive issues and ideas. As part of the meeting on December 9 it will be important to discuss the content of a letter to be sent by ECHDC to cultural organizations that have expressed interest in being part of the Canal Side project in any of its three phases of its development. A draft of the letter and two questionnaires is set out in Appendix C of this report. In our proposal to conduct this study we suggested that interested organizations prepare a written submission of up to five pages. This would include their mission/objectives, history as an organization, governance/membership, activities, finances and other indicators of their current status. The response should indicate why they would like to be part of Canal Side, any partnerships or possible collaborating organizations, their space, financial and other needs and requirements and whether they see a role in Phase 1, 2 or 3 of the project. Should capital funds be required to realize their project, also required would be a statement of their approach and capabilities to raise such funds. As also indicated in our proposal, the letter of invitation sent to the cultural organizations from ECHDC should provide parameters associated with capital and operating funds that may be available to cultural organizations. This will help to avoid unrealistic expectations associated with funding availability and thereby limit the responses and subsequent need for interviews to those organizations that are genuinely interested in the site and most likely to help meet the objectives for Canal Side established by the community and ECHDC. Letters to prospective parties interested in Canal Side will be sent out by ECHDC by December 15, 2010, inviting written submissions by January 5, 2011. The ECHDC will then select about 20 organizations to each meet separately with the consultants over a 3 4 day period during the week of January 17, 2011. These will largely be organizations that have facility needs. As part of this trip the consultants will also wish to meet with representatives of selected main existing cultural organizations in Buffalo to discuss opportunities for collaboration and other key issues.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 5. Next Steps
Following these January meetings the consultants will prepare Development Plans for each of Phase 1, 2 and 3 of project to lead to a Stage 2 report. The Development Plans will include an analysis of and recommendations for the most appropriate cultural partners, and their role in telling the Buffalo Story and attracting audiences to Canal Side. The Stage 2 report will also include evaluation of specific sites within Canal Side for recommended cultural partners and a functional space program for each, along with more detailed plans for the visitor experience. And it will include operational and marketing recommendations. The Stage 2 report will also identify cultural partners that are not recommended for Phase 1 or 2 of Canal Side development but that might be located nearby, for example in the DL&W building, in a longer term Phase 3 development. Stage 3 of this study will be based on finalized plans/assumptions and include capital cost estimates and attendance, operating revenue and expense projections for the Story of Buffalo cultural anchor facility.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN Appendix A: Acknowledgments
Appendix A.
Acknowledgements
We would like to acknowledge the assistance and advice provided by those who took part in the Visioning/Assumptions Workshop, individual or group interviews/workshops to date. Special thanks to Steve Ranalli and Kaitlin McGee for scheduling the interviews and assisting the consultants throughout the study process. Visioning Workshop Cindy Abbott Letro, Chair, Buffalo Philharmonic Orchestra, and member of the Cultural Steering Committee Melissa Brown, Director, Buffalo and Erie County Historical Society, and member of the Cultural Steering Committee Edward Bickford, member, Cultural Steering Committee David Colligan, Board Member, Erie Canal Harbor Development Corporation Thomas Dee, President, ECHDC Peter Dow, First Hand Learning, and chair of the Cultural Steering Committee Donna Fernandes, President, Buffalo Zoo and member of the Cultural Steering Committee Paul Hogan, Oishi Foundation Maureen Hurley, Rich Products and Board Member, Erie Canal Harbor Development Corporation David Johnson, Hadley Exhibits, and member of the Cultural Steering Committee Barbara Leggett, Director, Explore and More, and member of the Cultural Steering Committee Jordan Levy, Chair, ECHDC Thomas Mooney, Fourth Idea John Montague, Director, Buffalo Maritime Center, and member of the Cultural Steering Committee Mark Mortenson, President Buffalo Museum of Science, and member of the Cultural Steering Committee Steve Ranalli, Project Manager, ECHDC Catherine Schweitzer, Director, Baird Foundation, Chair, Preservation Buffalo Niagara and member of the Cultural Steering Committee Eric Weyent, Communications Director, ECHDC
Story of Buffalo Workshop Richard Berjensky, Campaign for Greater Buffalo Ted Bickford
A-1
Development and Business Plan Phase 1 Report
ART GALLERY OF SUDBURY Appendix A. Acknowledgements
Melissa Brown, BECHS Peter Dow, First Hand Learning Maureen Hurley, Rich Products Dave Johnson, Hadley Exhibits Sally Johnson, Hadley Exhibits John Montague, Buffalo Maritime Center
Preservationists Workshop Tim Tielman, Campaign for Greater Buffalo Joe Kunkemueller, PBN Doug Swift, PBN David DuBois Catherine Schweitzer, Baird Foundation Preservation Buffalo Niagara Andrea Rebeck Richard Berger, PBN
Historians Workshop Angelo Coniglio, Organization Dennis Galucki, Center for the Study of Art, Architecture, History & Nature Duncan Hay, Eriecanalway, NPS Joseph Kocsis, WNY Railway Historical Society Franklin Lavoie Edward Patton, WNY Railway Historical Society Terry Sprague
Environmental Workshop Dennis Galucki, Center for the Study of Art, Architecture, History & Nature Duncan Hay, Erie Canalway, National Park Service Jessie Fisher, Buffalo Niagara River Keeper
Energy/Weather Workshop Dave Bradley, Lake Effect Energy Buffalo Wind Action Group Elizabeth Nichols, Arch/WNYSEA Tom Niziol, National Weather Service Andy Parker, WGRZ-TV Ch.2 Sarah Sutcliff, WNYSEA Marty Walters, NRG Insulated Block
Neighbourhood Association Workshop Anne Martin, Breakwaters Joe Mascia, Marine Drive resident Lori Mascia, Marine Drive resident
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Regional Advocates Workshop Tucker Curtain, Curtain Restaurant Group Mark Goldman, Goldman Properties Duncan Hay, Erie Canalway, National Park Service Newell Nussbaumer, Citizens for Common Sense John Nussbaumer, Buffalo Rising Margaret Peg Overdorf, Valley Community Association Bob Shibley, University of Buffalo
Theatre/Children/Municipal Workshop Cynnie Gaash, Young Audiences Western NY Daryl Rasuli, Collective Buffalo Talia Silvieri, Arts Management Program, U. Buffalo Sarah Sutcliff, WNYSEA
Sports and Entertainment Workshop Don Angelo, Buffalo Broadcasters Nick Amigone, Counsel to Fandemonium Peggy Beardsley, Buffalo Place Inc. Martin Biniasz, Dyngus Day Festival Anthony Casuccio, Buffalo Cultural Coalition Eddy Dobosiewicz, Forgotten Buffalo Herb Flemming, Buffalo Broadcast Association Chuck Frawley, Greater Buffalo Sports Hall of Fame Dave Gillen, Buffalo Cultural Coalition Tod Kniazuk, Music is Art Festival Dolores Leon, Allentown Village Society Dennis Lynch, Gr. Buffalo Sports Hall of Fame Rick Mathews, Buffalo Cultural Coalition Greg Merkle, Buffalo Cultural Coalition Mary Mysykieisecy, Allentown Village Society Talia Silvern, Torn Space Theatre Kevin Townsell, Buffalo Irish Festival Greg Tranter, Fandemonium Michael Weekes, Fandemonium
Education Workshop Keith Burich, Canisius Collage Peter Dow, Chair, Cultural Steering Committee Jane Gilbride, Earth Science High School Teacher Tony Greco, Education Coordinator, Buffalo and Erie County Historical Society David Hartney, First Hand Learning Doug Kohler, Erie County Historian Kate Mini, Executive Director, Buffalo Urban Outdoor Education Foundation Katie Oman, Not-for-Profit Planning Consultant
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ART GALLERY OF SUDBURY Appendix A. Acknowledgements
Other Interviews
Peggy Beardsley, Associate Director, Buffalo Place Michelle Brozeknoll, Senior Planner, Historic Preservation, City of Buffalo Peter Cammarata, President, Buffalo Urban Development Corporation John Cappellino, Director of Business Development, Erie County Industrial Development Paul Dyster,Mayor, City of Niagara Falls, NY Anna Entress, Senior Policy Associate, University of Buffalo Regional Institute John Fell, Senior Downtown Planner, City of Buffalo Matt Hartrich, Business Development Officer, Buffalo Niagara Partnership Edward Healey, Vice President of Marketing, Buffalo Niagara Convention and Visitors Bureau Chenchen Huang, Assistant Professor, Hospitality and Tourism Department, Buffalo State University of New York Laura Quebral Fulton, Senior Policy Associate, University of Buffalo Regional Institute Mickey Kearns, Common Council Member, South District Darren Kempner, Deputy Commissioner, County of Erie Department of Environment and Planning Bonnie Lockwood, Director of Communications for Congressman Brian Higgins Florine Luhr, Executive Director, Advancing Arts and Culture, Buffalo State College Brendan Mehaffy, Executive Director, Office of Strategic Planning, City of Buffalo Christopher Pawenhski, CDoordinator, Industrial Assistance Program, County of Erie Department of Environment and Planning Valerian Ruminski, Artistic Director, Nickel City Opera Chris Schoepflin, President, USA Niagara Michael Schmand, Executive Director, Buffalo Place Mark Schroeder, New York State Assemblyman Demone Smith, Buffalo Common Council Member, Western District Maryann K. Stein, Director, International Trade and Programs, Erie County Industrial Development Brenda Stynes, Policy Associate, University of Buffalo Regional Institute Laura St. Pierre-Smith, Vice President, Buffalo Niagara Partnership Ken Swanekamp, Director of Business Assistance, Erie County Industrial Development Rachael Teaman, Director of Regional Initiatives, University of Buffalo Regional Institute Richard Wall, Senior Legislative Assistant to Council
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Core Consultant Team: Joy Bailey, Senior Consultant, Lord Cultural Resources Dennis Cohen, Senior Designer, Ralph Appelbaum Associates Robert Coles, Principal, Robert Coles Architects Chris Lorway, Associate, Lord Cultural Resources Ted Pietrzak, Associate, Lord Cultural Resources Ted Silberberg, Senior Principal, Lord Cultural Resources (study leader) Miranda Smith, Content Specialist, Ralph Appelbaum Associates
Advisory/Research Consultant Team: Ralph Appelbaum, President, Ralph Appelbaum Associates Barry Lord, President, Lord Cultural Resources Lief Pagalan, Researcher, Lord Cultural Resources
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN Appendix B: Cultural Steering Committee Initial Thoughts on the Story of Buffalo
Appendix B: Cultural Steering Committee Initial Thoughts on the Story of Buffalo

A Cultural Steering Committee led by Peter Dow was formed to provide initial thoughts regarding the content of the Story of Buffalo. Other members of the Cultural Steering Committee are listed as part of the Acknowledgments in Appendix A. Two memos are copied below. The first, in Section B.1, sets out a potential conceptual framework for Telling Buffalos Story associated with cultural history, natural history and technology and innovation. A request by the consultants for the Committee to identify iconic events and people specific to Buffalo and Western New York that would be as unique as possible relative led to the second memo in section B.2 below. These suggestions helped to inform the Preliminary Concept associated with the Story of Buffalo set out in Chapter 4 of this report.
B.1: Telling Buffalos Story: Exploring our Heritage on the Waterfront (August 29, 2010)
The Conceptual Framework. Where did Buffalo come from, where are we, and where are we going? The story of Buffalo and the Niagara Frontier -Natural Cultural past, present, and future -- derives from its History History relationship to water. The Devonian Sea, the Ice Age, Niagara Falls, the Erie Canal, the Buffalo River, and Lake Erie have all shaped the history of Technology the region, and the growing worlds demand for & fresh water will inevitably inflluence the regions Innovation destiny. We propose to examine the story of Buffalo by exploring and weaving together three threads: the natural world, the cultural world, and the world of technology and innovation. By examining these interacting domains we will help people understand not only the conditions that created Buffalo, but also the underlying forces that have shaped and reshaped our country. In this way Buffalos story can be a metaphor for understanding the wider world, and knowing our past can become a catalyst for building a better future.
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Story Number One: The Natural World. How did western New York evolve? The story begins three hundred and fifty million years ago, when this region was a tropical sea. How can that be? Because our place on the globe, due to continental drift, was not always located where it is today. A visit to the Penn Dixie Quarry, or the banks of Eighteen Mile Creek, reveals the fossil remains of ancient organisms trilobites, eurypterids, brachiopods and the like - that once lived in a warm saltwater habitat. Drawing on the rich resources of the Museum of Science we will engage the public in a dramatic presentation that will bring the distant past vividly to life. Visitors will learn how the Niagara Frontier evolved through succeeding prehistoric eras culminating in the Ice Age that created the Great Lakes and Niagara Falls. They will examine the recently uncovered evidence of mastodons and other prehistoric animals at the Byron site near Batavia, and learn about the mammalian population of the era: giant beavers, saber-tooth cats, and woolly mammoths. Visitors will be encouraged to ask questions. What caused the Ice Age? Why are there no more mastodons, giant beavers, or ground sloths today? What were fish and insects like during this period and how have they changed? What are the threats to our present marine organisms from introduced species such as the Zebra Mussel, the Sea Lamprey, and the giant Asian Silver Carp? We will also explore causes of lake effect snow, global warming, and forces that bring about continuous environmental change. Story Number Two: People and Culture. Who came here first and what attracted them to this area? Following the migration across the Bering Strait and the dispersal of native people throughout North America, what drew them to the Great Lakes? Most of our inland bodies of water in the Northeast have Native American names. What was the importance of water to these indigenous people, and how did they use it to survive? What was their relationship to water and other features of the natural environment? How did they use tools, and how did tool use relate to food production, shelter, clothing, child rearing, social behavior, beliefs, and other elements of their culture? What did they believe about their origins, their relationship to other creatures, and to the supernatural? The study of Native American culture will give visitors an opportunity to explore the common humanity that all human beings share by examining a way of life, and a relationship to the natural world, that is very different from our own. How did their encounter with European settlers impact their way of life and vice versa? Finally, what lessons does this examination of traditional Native American culture have for us today? The story will draw upon the extensive collections and intellectual resources of the Buffalo Society of Natural Sciences, The Buffalo & Erie County Historical Society, and the Native American Community. Story Number Three: The Industrial Revolution. Who built Buffalo? This story begins with the digging of the Erie Canal. Why was the canal built, who built it, what did it take to make it happen, and how did the canal spur the growth of Buffalo? Central to this story is Buffalos strategic location on the Great Lakes as a link between the natural resources and agricultural lands of the west and the markets of the east. The canal reduced the shipping cost of a bushel of gain tenfold and made Buffalo, as the offloading point between lake and canal transport, a natural place for industrial development. Beginning with Buffalos rich maritime history and the use of sailing vessels, we will explore the impact of cheap transport and the advent of steam power on the growth of commerce, industry, and the nature of work. Through interactive exhibits we will invite visitors to experience how the flow of water was used to do work, and how inventors and entrepreneurs harnessed the power of steam. They will learn how Joseph Dart applied steam
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technology to grain storage, and how steam power, in time, revolutionized manufacturing and the transport of people and goods. A key topic will be how industrialization fundamentally changed the nature of work due to the impact of technological development. To dramatize the human story we will provide access to genealogical records so visitors can learn who came here, why they came, and the role they played in the building of Buffalo.. An important piece of the migration story is the development of the Underground Railroad. The route north followed the Hudson River to the Erie Canal and then westward to Buffalo and across the Niagara River to Canada. How did heroes like Harriet Tubman, at great personal risk, help others to escape the same way she had? The role of Buffalonians in sheltering fugitives and assisting their escape is a proud chapter in the citys history that ultimately led to the formation of the NAACP. Following the Civil War, Buffalos growing African-American population played a significant role in the citys industrial development as freed southern blacks migrated north in search of work. In addition to the canal the advent of the railroads and the steamship turned Buffalo into a major grain and steel town. Steel manufacturing required cheap movement of large quantities of coal and iron ore, and the citys development as a major rail and maritime center made it ideally suited for constructing what became the largest steel manufacturing facility in the world. We will examine how grain was processed, how steel was made, and what it was like to work in those industries. Can we simulate the experience of shoveling grain in the hold of a freighter or stoking a blast furnace? Can we help visitors learn what it was like to be a blue-collar worker in Buffalo in the 19th or early 20th Centuries? This will be the challenge for our exhibit designers. Strategic location, steam power, inexpensive transport, and ultimately electricity produced by Niagara Falls, spawned a multitude of local industries. We will examine how water was used to generate electric power and how cheap electric power further stimulated economic growth. The history of Buffalo offers a treasure trove of examples: bicycle and automobile manufacture, the aircraft industry, chemical production, leather tanning, soap making, you name it. Names like Coit, Townsend, Laub, Pierce, Albright, Martin, and Curtiss were among the innumerable inventors and entrepreneurs who took advantage of these resources and transformed them into useful products, jobs, and wealth. All of this commercial activity explains how Buffalo became one of the wealthiest cities in the nation. The wealth of the region spawned a class of powerful leaders with a new sense of civic obligation. This cadre of philanthropists founded some of the countrys great cultural and educational institutions. In 1861 the Buffalo Museum of Science was formed with its first president, the Honorable George W. Clinton and in 1862 Millard Fillmore founded the Buffalo and Erie County Historical Society. Also in 1862 John J. Albright launched the Buffalo Academy of Art later to be known as the Albright-Knox Art Gallery. The Citys wealth also resulted in the commissioning of one of the oldest coordinated system of parks and recreational spaces, designed by Frederick Law Olmsted and Calvert Vaux between 1868 and 1896. Some of the finest domestic, commercial, and civic architecture in America also resulted from this wealth. Frank Lloyd Wright. Louis Sullivan, the Roeblings, H. H. Richardson, Stanford White, the Saarinens were among the many distinguished architects who
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produced some of their finest work here, a reflection of the citys national leadership and importance. The downside of industrialization is also illustrated by Buffalos history. Buffalos strategic position, strong industrial base, and unstoppable desire for growth resulted in environmental and social challenges that should also be examined. Industrialization and the access to cheap power led to Love Canal and the contaminated brownfields of Lackawanna. The migration of the growing middle class to new housing in the suburbs resulted in vacating large areas of the city and a blight of continually deteriorating empty housing stock on the east side. The migration of heavy industry overseas reduced the work force thus reducing the size of a city of over 600,000 to under 300,000 in less than fifty years. As with many major American cities poverty increased and with it came other social problems. These are all part of Buffalos and Americas story. Examining this story could energize our efforts to tackle challenges. It could stimulate the creation of a forum for research, dialog and the exchange of ideas, where our youth and all our citizenry could participate in an exploration that looks to the past for answers to the future. It could even help to shape the way we examine and interpret our history in the public schools. The story of Buffalos growth from an outpost in the wilderness to a thriving industrial metropolis in less than a century is a case study of the forces and personalities that produced the industrial revolution. It is also the story of the unforeseen consequences of industrialization. This story has never been properly told anywhere in the United States, and Buffalo is the logical place to tell it. To do so we will need to draw upon the extensive resources of the Buffalo and Erie County Historical Society, the Buffalo and Erie County Public Library, and the many other museums and historical collections that reside in the area making this a unique collaborative initiative. Lessons for the Future. Can the study of Buffalos past help us think about our future? Buffalo is at a crossroads. Has the imagination that built Buffalo passed us by, or will it express itself anew in a way that can reignite the engines of commerce? What will the thriving metropolis of the future look like? What will be the nature of work? How can we mobilize our natural and human resources to invent the next phase of urban development? What can we learn from our history that will help us to create a better future? If creativity built Buffalo, it can certainly reinvent Buffalo. Exploring our past to learn what Buffalo can become is the ultimate mission of this enterprise.
B.2: Iconic Events, Artifacts and People: A Preliminary List

(October 7, 2010) This is an effort to identify some of the key events, artifacts, and people who brought about Buffalos transformation from a wilderness village to an industrial metropolis. These icons should help the visitor to Canal Side imagine what happened during earlier periods of our history, and to understand the forces caused the explosion of inventiveness, technological development, and industrialization that shaped the development of Buffalo during the 19th and early 20th centuries. The Story of Buffalo is a particularly powerful illustration of the
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American capacity for innovation, hard work, and large-scale organization that characterized the growth of the nation at that time. Examples include: 1. The Building of the Erie Canal. This was the most ambitious earth-moving and construction project in the world at the time: 363 miles of man-made waterway dug by Irish and Italian immigrants with hand shovels and wheelbarrows. Many thought it was impossible with the technology and workforce available. The story should be told in a way that celebrates the audacity of the enterprise, the human costs, and the revolutionary consequences in terms of the movement of people and goods. The canal cut the cost of shipping a bushel of grain by tenfold. To help visitors imagine what canal travel was like we should consider building a replica of the Seneca Chief, the packet boat that DeWitt Clinton used to transport two barrels of water from Lake Erie to New York harbor. 2. The Creation of Buffalo Harbor. Here also is an example of the conquest of people over nature: the removal of the sand bar at the mouth of the Buffalo River that made it impassible for ships and thereby giving Black Rock the edge over Buffalo in the competition to be the western terminus of the Erie Canal. This is the story of the leadership of Judge Samuel Wilkinson and his collaborators, men like Buffalo businessmen George Coit, and how they succeeded in proving that Buffalo could become a working harbor by dredging a channel through the bar. The miraculous way they conquered the elements, including the impact of a devastating storm, is an early example of the determination and enterprising spirit that built Buffalo. 3. The Western Terminus of the Erie Canal. This is the sacred spot where the Erie Canal met the Commercial Slip, and where goods traveling on canal boats were transferred to sailing ships. It is located where the old Memorial Auditorium used to be, a site that could be easily identified now that the Aud has been removed. The devastating poverty, and the drunken conflicts between canalers and lake sailors that took place in the numerous bars and brothels that populated this area, are dramatically chronicled in a book by Vogel, Patton, and Redding entitled Americas Crossroads. These stories illustrate the dark side of canal life and reveal the price that the working class paid for their employers commercial prosperity. 4. The Dart Steam Grain Elevator. We need to engage the visitor to Canal Side in how steam was harnessed to do work. Inventor Joseph Dart cleverly used the steam engine to transform the efficiency of grain handling and storage, cutting a weeks work to a few hours and opening up many possibilities for increased commerce. Steam was also applied to water transport and eventually to the development of the railroads. Visitors should see the connections between water, steam power, and the growth of Buffalo as a commercial and industrial metropolis. The numerous remaining grain elevators on the Buffalo River provide silent testimony to the significant role that grain storage and shipment played in the development of Buffalo as one of the largest grain transshipment centers in the country.
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5. Spauldings Exchange and the Central Wharf. The commerce generated by the Erie Canal made the waterfront adjacent to the Commercial Slip the nexus of commercial activity in the City. The scale of this activity is revealed in the large number of businesses, law firms, and regulatory agencies that occupied this location in the years prior to the advent of the railroads. The nature of this activity is exemplified by the life of Buffalos most prominent banker and civic leader of the time: Elbridge Gerry Spaulding. An introduction to the life of Spaulding and the activity of the Central Wharf during this time can be found in Western New York Heritage Magazine, Volume 5, Number 2, Spring 2002 in articles by John Conlin and Chase Viele. 6. The Fugitive Slave Act of 1850. This act, as part of the Compromise of 1850, declared that all fugitive slaves must be returned to their owners. It spurred increased traffic on the Underground Railroad as most escaped slaves could now only find refuge in Canada. The Erie Canal, with its western terminus near the Canadian border, was an obvious route, so Buffalo became a major destination. Bridge and boat passage across the Niagara River increased, and Buffalo, with its Michigan Street Baptist Church, and other hiding places around the city, featured heavily in the Underground rail traffic. Following the Civil War, Buffalos Black population increased, and toward the end of the century the NAACP was founded in Buffalo. Perhaps due to its important role in the Underground Railroad Buffalo has been a pioneer in improving race relations, and successfully integrating its schools. This history is well documented in the Center for African American Studies at the Frank E. Merriweather Library on Jefferson Avenue. 7. The Coming of the Railroads. The railroads killed the Central Wharf and transformed commercial activity on the waterfront by dispersing it more widely throughout the city. Water transport was slow and seasonal, shut down by ice during the winter months. The railroads operated year-around and were better for moving all but bulk cargo like coal and ore. The story of how the railroads eventually replaced the canal began with the laying of tracks on the Central Wharf, and it is perhaps best told through the life of the business entrepreneur, Jacob Frederick Schoellkopf, who starting with a tannery in 1843, built a commercial empire that included flower milling, brewing, banking, and ultimately, railroads. He even harnessed the power of the Niagara River to run his factories. The impact of the railroads on Buffalo, particularly their very wide dispersion throughout the city, can perhaps best be illustrated by a model. (See the mural at the Pearl Street Grill.) 8. The Lackawanna Steel Company. Founded by John Joseph Albright this facility, later Bethlehem Steel, eventually became the largest steel plant in the world. Albright also helped to develop the Pan American Exposition and power generation at Niagara Falls. The nature of the steel-making process, the role of steel-making in the stimulation of continued industrial growth, and the place of heavy industries in providing thousands of blue-collar jobs needs to be explored as Buffalo is fundamentally a blue-collar town. The personal histories of those who worked in these industries (railroads, steel, automobiles, etc.) are a central part of The Buffalo Story. The Pierce-Arrow Automobile Company, for example, began as a bicycle manufacturing facility that was located at the present Canal Side site.
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9. Architecture and City Planning. What was the impact of the enormous wealth generated by industrialization on the development of the city? Frederick Law Olmsted, Louis Sullivan, and Frank Lloyd Wright are among of the army of architects and city planners that transformed the design of the city that began with Joseph Ellicotts initial street grid of the early 1800s. Except for the Olmsted Parks -- a tale in themselves -- the centerpiece of this story could be the role of the Larkin Company, a soap manufacturing and distribution enterprise that created a marketing revolution. Company President Darwin Martin employed Frank Lloyd Wright to create an office building numerous houses for himself and his employees. The firms marketing genius was Elbert Hubbard who ultimately founded the Roycroft Complex in East Aurora. 10. Niagara Falls and the Electrification of Buffalo. Buffalo was the first city in the country to have electric street lighting. How did this come about? Edisons genius was not just the invention of the light bulb. More important, he created the first industrial research laboratory at Menlo Park, and the first electrical power generating and delivery system at Pearl Street Station in New York City. Edison saw the power generating potential of Niagara Falls to illuminate Buffalo and thereby demonstrate the commercial value of electric power as an energy source. The continuous generation, distribution, and application of cheap electric power in Niagara Falls opened a new chapter in the industrialization of Western New York while also transforming domestic life in myriad ways. 11. Glen Curtiss and the Aircraft Industry. The story of how this motorcycle mechanic from Hammondsport, New York invented his own aircraft at the same time the Wrights were experimenting at Kill Devil Hills is an important piece of The Buffalo Story. Curtiss not only developed the aileron, which became the control system that ultimately won out, but also created the manufacturing process that resulted in the building of the famous Jenny, an aircraft widely used in World War I. The Wrights sued Curtiss for patent infringement but eventually settled the case by merging, resulting in the Curtiss-Wright manufacturing company based in Buffalo. It was not just airfoil design that solved the flight problem. Curtiss and the Wrights also created the lightweight internal combustion engine and the efficient propeller that made powered flight possible. This story of experimentation, ingenuity, and indefatigable problem solving by men with little formal education is a superb example of the practical genius that the fueled the American technological and industrial success story. 12. Roswell Park and the Medical Community. No Story of Buffalo would be complete without celebrating the ground-breaking cancer research of Roswell Park, who founded the first Cancer Research Center in the country in 1911 -- a model for cancer study, clinical care, and education both nationally and internationally. Park was an accomplished musician, author, teacher, poet, astronomer, and civic leader as well as a surgeon. He was also an expert in the treatment of bullet wounds and probably could have saved the life of William McKinley if he had not been operating in Niagara Falls at the time McKinley was shot at the Pan American Exposition.
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The above examples do not address the geological and pre-historic cultural stories of the Niagara Frontier. These stories should set the stage for the more in depth exploration of Buffalos industrial history. There are many examples of how to illustrate how the Niagara Frontier was once a tropical sea. (I have seen a clever continental drift exhibit at the Rochester Museum and Science Center, and a very effective animated film explanation at the American Museum of Natural History.) As for the formation of the Great Lakes and Niagara Falls, the former has been well done in video, and Paul Gromosiak, a Niagara Falls historian, has developed a fine model that explains the formation of the Falls. As for the Native American story, I think this should be done in diorama form and guided in its development by local Native American cultural experts such as Percy Abrams and Neil Patterson, Jr. Finally, by telling these stories, and engaging the visitor in exploring how invention, technological development, and industrialization built Buffalo, we would hope to stimulate some reflection on the development of the country in the current century. What are the technological, and industrial challenges that we face today, and how will we meet those challenges? Given our present environmental concerns, how can we create a sustainable society that continues to provide useful work for all and new opportunities for invention and creative problem solving? What would such a society look like, and how do we go about building it? Can clever exhibit design stimulate curiosity about such matters? These are some of the questions that a thoughtful exploration of our past would hope to explore.
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BUFFALO CANAL SIDE CULTURAL MASTER PLAN Appendix C. Draft Letter from ECHDC to Cultural Organizations
Appendix C: Draft Letter from ECHDC to Cultural Organizations

The immediate next step in this planning process is for ECHDC to provide a formal letter to cultural organizations that may have an interest in being part of the Canal Side project in any of its three phases of development. Below is a draft letter and associated questionnaire that should be finalized and emailed by about December 15, 2010 to give the organizations ample time to provide responses in early January. This will allow for the scheduling of interviews with the consultants among the most appropriate organizations during the week of January 17, 2010. Based on interviews and workshops conducted in Stage 1 of this study, it appears clear that many cultural organizations believe that Canal Side is being developed primarily as a way to create facilities for the cultural groups. They believe that the primary objective of this planning study is to identify which among the numerous cultural organizations will receive capital and operational funding support to substitute for the allocation of $35 million that was to go to Bass Pro Shops. Some are proposing very large facilities. At this point in the planning process it is appropriate that cultural organizations be informed of at least the range of funding and spaces that are to be available. Discussion of these issues will be part of the agenda to review the Stage 1 report during the afternoon of December 9, 2010. One of the issues to be discussed at that time is whether the Stage 1 report is to be forwarded to the cultural organizations. We have recommended that this not take place since it is preliminary, and that instead the covering letter should offer enough detail to help the cultural organizations determine whether they are interested in being part of Canal Side in its three phases of development. As a starting point for discussion the draft letter and questionnaire follows:
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December 15, 2010 Name of Organization Contact Person Address Address, Zip Code Email address: Dear ?? RE: POTENTIAL INTEREST IN BEING PART OF THE CANAL SIDE PROJECT This letter is intended to determine the interest of [NAME OF ORGANIZATION] in being part of the Canal Side project. As you are likely aware, it is the objective of the Erie Canal Harbor Development Corporation (ECHDC) to help restore economic growth to the Buffalo-centered region. This includes a focus on Canal Side, a 20-acre historic part of Buffalos waterfront. ECHDC envisions Canal Side as a public-private partnership in which government investment in infrastructure is to be matched by private investment in commercial and residential space, supported by cultural facilities, programs and events. Canal Side is intended to become a commercial and cultural anchor for Buffalo and the region it serves. It is to increase public access to the waterfront, offer yearround indoor and outdoor, daytime and evening things to do for area residents and tourists. Canal Side is also to connect the waterfront to the downtown core and offer a variety of entertainment, recreational, cultural, shopping and dining experiences. ECHDC has led an extensive public consultation process and has welcomed ideas put forward by, for example, the Mayors Canal Side Citizen Waterfront Forum and the Imagining Buffalo initiative. And it has sponsored a Cultural Master Plan study being conducted by the internationally renowned firms of Lord Cultural Resources and Ralph Appelbaum Associates. The consultants have completed Stage 1 of a 3stage planning process. This includes recommending how a focus on the Story of Buffalo might be developed to help meet the objectives of Canal Side. The next stage of the study includes identification of cultural organizations that might become part of Canal Side in any of its three phases of development. The three phases are as follows: Phase 1: Expand existing programming opportunities with additional public programs, events, and other site features at Canal Side. The intent is to attract large numbers of visitors to the waterfront. This will help to meet an important objective of increasing public access to Canal Side while also helping to boost investor confidence in the market for subsequent commercial developments, some of which will include space for cultural organizations.
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Phase 2: Having increased the number of persons attracted to Canal Side the second phase is to result in private sector investment in mixed use facilities. These will include opportunities for cultural organizations to become tenants in the heritage blocks of Canal Side, and/or other cultural facility opportunities nearby. Preference in this phase of development is to be given to organizations that may best help to tell the Story of Buffalo and/or that are capable of attracting large number of visitors. Phase 3: Identification of opportunities for cultural organizations not assumed to have facilities or programs within Canal Side that may pursue facility possibilities nearby, potentially including the second level of the D L & W building.
As you know it was assumed for many years that Bass Pro Shops would be the commercial anchor for Canal Side and that an incentive of $35 million was to be used to attract them. While it is not known at this time precisely what funds will be made available to cultural organizations it is likely to be in the range of $?? million to $$ million. These funds are to be used to pay for outdoor amphitheatre and other cultural performance spaces and supporting infrastructure (storage, restrooms, etc) and to provide free rent for a currently undetermined number of years in eight heritage blocks closest to the waterfront. This means that cultural organizations will not need to raise capital funds for new facilities. However, they will be responsible for their own fit out, exhibition and associated capital and operating costs within those spaces. Two illustrations follow which are preliminary and subject to modification. The first indicates the location of the heritage blocks (A, B and E2 to E7) within the overall Canal Side site. The second indicates the size of the footprints and net useable space on each floor of each of the blocks. As mixed use facilities some of the space within each block is to be allocated to cultural organizations, with other space for commercial or residential uses. The other blocks are envisaged for primarily commercial or residential opportunities. The attached questionnaire seeks to determine the interest of your organization in participating in any of the phases of development of Canal Side, or potentially part of the development of the DL& W building or other sites outside but close to Canal Side. No funds that have been allocated by ECHDC to develop the DL&W building. It is seen to provide an opportunity among cultural organizations seeking new or relocated facilities to collaborate to share in capital costs, joint fundraising as well as shared staffing and other operating costs, joint ticketing and other collaborative revenue generation strategies. We ask that you limit your response to five pages and to respond by no later than January 5, 2011. Thank you for your Interest in this important community project. Sincerely yours,
Thomas P. Dee, President, Erie Canal Harbor Development Corporation Suite 500, 95 Perry Street Buffalo, New York, 14203
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Questionnaire for Cultural Organizations Potentially Interested in Being Part of the Canal Side Project
(Please limit responses to no more than five total pages and return by mail, fax or email to Steve Ranalli, Erie Canal Harbor Development Corporation no later than January 5, 2011)
Name of Organization: ________________________________________________ Name, Title, Phone Number and Email Address of Contact Person: _____________________________________________________________________ Background of Organization Please provide a brief summary of mission/objectives, history as an organization, governance/membership, activities, audience, finances and other indicators of current status.
Requirements for Being Part of the Canal Side Project Please indicate why your organization would like to be part of Canal Side, the space, financial and other needs and requirements for being part of Canal Side, and whether you see a role in Phase 1, 2 or 3 of the project. Phase 3 assumes locations close to Canal Side in for example the DL & W building or Outer Harbor.
Capabilities of the Organization to Help Meet Objectives for Canal Side What indicators do you have of the ability of your organization to attract large numbers of visitors and/or to tell the Story of Buffalo? For organizations requiring facilities, what are your plans for achieving the capital cost and ongoing operating cost requirements for implementation and sustainability?
Interest in Participating in Interview with the Consultants The responses to these questions will provide sufficient information to determine the potential for the organization to be a collaborator at Canal Side. ECHDC will arrange 60-90 minute interviews with some of the organizations and the consultants during the week of January 17, 2011 in order to obtain additional information. Please indicate whether you and up to two other members of your organization would like to be interviewed that week if required, and any preferences for dates and times.
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[ECHDC TO ADD IMAGE FROM EEK OF CANAL SIDE, SHOWING AND LABELLING ALL THE HERITAGE BLOCKS, INCLUDING A AND B ON THE WATERFRONT, AND THEIR RELATIONSHIP TO THE OTHER CANAL SIDE BLOCKS. WHAT WE HAVE IS A PDF THAT CANT BE COPIED]
Ground Floor Gross and Net Square Footage Available in Heritage District Buildings
Build-To Parcel Size Line/ Max. Front Yard (sq feet) (feet) Min. Building Height (stories) Min. Building Height (feet) Max. Building Height (stories) Max. Building Height (feet) Assumed Min. Open Assumed Net Useable Sq. Ft. Space Gross 10% (sq Building (@67% of Gross) Per feet) Size Floor 2,905 941 388 1,537 763 1,103 1,096 735 26,141 8,467 3,492 13,829 6,867 9,923 9,864 6,615 17,514 5,673 2,340 9,265 4,601 6,649 6,609 4,432
Parcel Name
Max. FAR
Main Development Parcels
E2 E3 E4 E5 E6 E7 A B
29,045 9,408 3,880 15,365 7,630 11,026 10,960 7,350
0 0 0 0 0 0 0 0
2 2 2 2 2 2 2 2
30 30 30 30 30 30 30 30
4 4 4 4 4 4 4 4
60 60 60 60 60 60 60 60
3.60 3.60 3.60 3.60 3.60 3.60 3.60 3.60
Possible Development Parcels Along Waterfront
Parcels Under Buffalo Skyway
E10
12,383
E11 11,448 0 Source: EEK and Lord Cultural Resources
As permitted As permitted by NYSDOT by NYSDOT As permitted As permitted by NYSDOT by NYSDOT
3.60 3.60
1,238 1,145
C-5

Cultural Masterplan Phase 1 Report

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Cultural Masterplan Phase 1 Report

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Buffalo Canal Side Cultural Master Plan

Stage 1 Report: Preliminary Concept Document

Creating Cultural Capital

Creating Cultural Capital

DRAFT Table of Contents

2. Contextual, Comparables and Market Analysis ................................................... 5

3. Draft Planning Principles ....................................................................................... 31

4. The Story of Buffalo: A Preliminary Canal Side Visitor Experience .............. 38

5. Next Steps .................................................................................................................. 57

BUFFALO CANAL SIDE CULTURAL MASTER PLAN 1. Introduction

1.1 Background to and Purpose of the Study

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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 1. Introduction

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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 1. Introduction

1.2 Scope of Work and Methodology to Date

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BUFFALO CANAL SIDE CULTURAL MASTER PLAN 1. Introduction

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2. Contextual, Comparables and Market Analysis

2.1 History Museums within the Overall Museums Marketplace

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2009 AAM Profile

Children's or Youth Museum

Historic Home or Site

Natural History or Anthropology 32 58,176 63.3% $8.00

Science or Specialized Tech Museum

Overall 2009 Survey 671 26,500 59.0% $7.00

Overall 2006 Survey 809 33,446 60.7% $6.00

17 208,574 64.3% $8.00

25 357,103 96.0% $10.00

73 22,000 57.1% $7.00 $602,080 33.2% 37.7% 9.3% 19.9%

$3,630,530 $3,237,600 $6,827,362 $15.10 63.9% $29.74 60.8% $20.95 45.8%

$1,166,000 $829,037 $31.40 49.9% $23.35 50.9%

6.4% 4.4% $2.15

4.1% 8.4% $0.93

9.9% 5.4% $1.61

4.9% 3.8% $1.14

8.5% 2.2% $0.50

26.7% 4.1% $0.85

17.3% 4.5% $1.22

1.2% 7.5% $1.32

10.0% 4.0% $1.00

8.0% 4.1% $1.29

9.4% 4.4% $1.05

Source: 2009 Museum Financial Information, American Association of Museums, 2009

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2.2 The Performing Arts Marketplace

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Experience of Selected City Museums

Total Operating Revenue

% From Earned Source

City Museum, St. Louis

Museum of the City New York, NY of New York

Facilities incl. 248-seat auditorium

Oakland Museum Oakland, CA of California

Kansas City Museum

Raleigh City Museum Average Median

5,000 sqf exhibit space