NATIONAL WESTERN CENTER AUTHORITY BOARD UPDATE*

Thursday, April 16, 2020

Chair Report CEO Report Campus Energy Update Programming & Partnerships and Marketing Update

o COVID-19 Response o Riverfront Visioning Project

Partner Reports City and County of Denver

o Construction Update – Mayors Office of the National Western Center (NWCO) Colorado State University System Western Stock Show Association

*Due to state and local stay-at-home orders, the April board meeting was cancelled and a briefing document was provided to board members and posted online at nationalwesterncenter.com.

AUTHORITY REPORTS APRIL 2020

CHAIR REPORT

APRIL 2020 COVID-19 UPDATE The COVID-19 virus has generated a tsunami of challenges for everyone in both their personal and business lives. The National Western Center is not immune to these headwinds, but we are up to the challenge. The NWC is still moving forward as employees and partners develop ingenious ways to connect with co-workers in a safe and productive way. Their commitment to keep moving ahead has given me a new level of respect and admiration for everyone associated with this project. Truly inspirational. Despite the ominous times we are battling it is important to always keep things in perspective. We face a six-month challenge today but the work we are doing today at the NWC will last well into the next century. When compared to a century of time, six months seems almost like a footnote in history. Despite the difficulties we continue to move forward on many fronts....

CEO REPORT

APRIL 2020

National Western Center Authority Directors,

I hope this “board meeting in a box”(actually it’s a PDF file, but you get the idea) finds you all safe and well and exploring new ways and technologies to navigate our brave new world, and also finding time to spend with family and maybe even exercise. I am pleased to inform the board that the NWC Authority staff has settled quite well into our “new normal” under the COVID-19 restrictions. While it is difficult not to be in our office, we have adapted to video/telephone conferencing and continue to collaborate using technology. Our work in all areas continues including programming, real estate, energy, the Triangle, marketing and communications. The work of building and programming the National Western Center continues with an impressive high level of momentum and efficiency. All our partners are finding their ways to continue to be effective and efficient as well and we continue to collaborate with them daily.

Our programming and marketing staff continue to focus on our mission and vision goals but have added a COVID-19 response to their list of focus areas. And they are producing amazing results; look for that in the COVID-19 response section later in this document. We continue to plan for the future of the Livestock Exchange Building and our negotiations on Campus Energy continue. Summaries of these issues are provided in this briefing package.

I continue to meet regularly with our partners to offer support as we all keep the project moving forward. Our city partners have been working around the clock to address this crisis and I would like to thank all of them for their tireless efforts. The Stock Show has many challenges on the horizon, and I have let Paul know we are available to help if needed. But even as the WSSA navigates canceled events they are leaders in the community, providing space for 600 homeless shelter beds at the National Wester Complex. CSU continues their impressive work on the campus and programming and our teams haven’t missed a beat even amidst the dramatic landscape we are all operating within. While the pandemic has changed many things, one fact we are all confident in is that the mission and vision of the NWC is truer than ever and will continue to answer the most relevant questions of our time.

While the future is still uncertain, I hope the board will be together soon to continue the important work of directing the future of the NWC.

The lasting impacts of coronavirus on the economy are still coming into focus; we acknowledge the financial impact this pandemic is already having on our partners. While our team is fortunate to be able to continue with business as usual through remote work options, too many others do not have this same luxury. Our goal is to be prudent and proactive about the new reality we are in, and have modeled mild, medium and worst-case budget scenarios.

Accordingly, moving forward, we will be managing our 2020 budget assuming a 5 percent cut in annual expenses. While we are not proposing any official changes to be adopted at this time, we anticipate bringing an updated budget to the Finance Committee and board later this year once more is known about the economic outlook. We will continue to manage toward this new budget, monitor changes, plan for worst and hope for the best. In the meantime, we have appreciated the Finance Committee’s feedback and reflections on this approach.

CAMPUS ENERGY UPDATE

APRIL 2020

1. CAMPUS ENERGY AGREEMENT NEGOTIATION

Energy agreement negotiations have progressed well with EAS since our Board’s approval vote in February allowing the Authority to finalize negotiations to build a sustainable sewer heat recovery district energy system at the NWC that will supply nearly 90 percent of the heating and cooling demand on the campus. Contract documents between the Authority and EAS are now 99 percent complete. Meanwhile, the Authority has continued its discussions with CSU and WSSA separately related to the O&M Services Agreements for their connected buildings. With WSSA the focus has been on confirming cost savings opportunities through a combined energy system serving both Livestock and Legacy. The Authority and WSSA will recommence agreement negotiations in the coming months. CSU, Authority and city executives met remotely to discuss outstanding key issues with the agreement, the most significant of which is how to satisfy EAS’s lender’s need to fulfill the full Authority obligation through both the CSU O&M Services Agreement and the Contingent Commitment Agreement with the city. The CSU/Authority O&M Services Agreement, which is necessary to move forward in the Denver City Council process, is 90 percent complete. City Council briefings commenced in mid-March, around the same time that Denver’s stay at home order went into effect. Three have been completed to date with Councilman Clark, Councilwoman Sawyer and Councilwoman Ortega. Given the priorities of City Council to address the current COVID pandemic crisis, non-emergency business is being tabled which we anticipate will result in a 2-3 month delay in taking the city/Authority Contingent Commitment Agreement and Construction Reimbursement Agreement through the Council process. Finally, financial market uncertainty related to the COVID-19 pandemic has caused the rates from EAS’s lender to be changing enough to potentially impact the overall project cost. Based on advice from several financial market experts, we plan to wait several months to allow the rates to settle before executing financial close. We will keep the Board appraised of updated schedules as more becomes known about the timing of executing the agreements. In the meantime, EAS’s design team continues to make progress in order to keep up with the campus horizontal delivery schedule, as that schedule is not expected to change.

2. XCEL RESILIENCY INITIATIVE

The Colorado Public Utilities Commission (PUC) is currently considering Xcel’s Community Resiliency Initiative filing, which includes funds to support energy resiliency (microgrid) infrastructure at the National Western Center, along with Denver International Airport and several other sites across metro Denver. This infrastructure is critical to protect the campus from power outages and establish the National Western Center as a community resiliency site during regional emergencies.

As part of the public comment period, NWCO, the city and the Authority had the opportunity to reaffirm, through letters of support, our interest in implementing enhanced energy resiliency at the National Western Center so that it can continue to act as an emergency evacuation area for people and animals, as it has in the past. NWC’s desire to serve as a Community Resiliency Center is consistent with the site’s history of providing temporary shelter during emergencies – as exemplified most recently by the National Western Complex serving the critical needs for homeless populations during the COVID-19 crisis, thanks to the generosity of the Western Stock Show Association and the City and County of Denver.

PROGRAMMING & PARTNERSHIPS AND MARKETING UPDATE

APRIL 2020

BROADENING OUR FOCUS DURING COVID

In light of the swiftly changing landscape for food, agriculture, events and education in Colorado and around the world, the National Western Center’s programming and partnerships and marketing staff have shifted work plans. While our program and partner development is ongoing, we're broadening our focus in mission-aligned ways. Our work today is focused on two key audiences.

1. Food system partners. Turning our attention to food system partners (including producers), the National Western Center will:

o Convene and connect various actors across Colorado’s food landscape, triggering among them the exchange of tangible benefits for people, planet and profit.

o Showcase and humanize Colorado’s food landscape by telling the stories of the people involved in it.

2. Colorado residents interested in food/ag issues. We will continue to: o Provide accurate and inspiring information about food and ag in the West — especially

Colorado — that informs, excites and drives people toward a closer relationship with their food, and more considered behavioral choices around food and related issues.

HOW WE’RE SUPPORTING THE COMMUNITY

We’re identifying ways to support Colorado's food system during the COVID crisis.

• Supporting a state response team. We’ve joined a Colorado Farm & Food Systems Response Team to support farmers and ranchers as they adapt to jarring disruptions in the market.

o We’re co-leading the development of a rapid response fund to support small, socially disadvantaged, and beginning farms and the important markets they serve. The grant fund has $300,000 already committed and we’re trying to raise an additional $200,000.

o We’re co-leading a research team: aggregating statewide surveys about COVID effects, uncovering themes and gaps, and developing materials to inform policy, funding etc.

• Supporting GES o We connected the Denver Metro Emergency Food Network — which provides free delivered

meals for low-income families — to Paul Andrews’s team to explore using cold and dry storage at the National Western Complex.

o We sent messages of support to community organizations in GES (e.g. Focus Points, the GrowHaus, ESGBA, etc.), expressing gratitude for their efforts during the crisis and offering remote support, such as network connections or marketing.

• Sharing food resources. We’ve compiled resources on how to support local farmers during the COVID crisis, as well as resources for those experiencing food insecurity, and shared them via National Western Center newsletters, social media accounts and a new web page.

o March “Cultivate” newsletter: Food resources o April general newsletter: Support local ag

• Promoting partners’ online content. We’ve assembled information from our partners CSU, Denver,

DMNS and History Colorado on activities families can do at home during isolation (also via newsletters, social and web).

• Pursuing the Rockefeller 2050 Food Vision Prize. We remain among 79 semifinalists (among 1,300 original applicants) in the Food Vision Prize competition. If successful, we could receive $200,000 in grants from the Rockefeller Foundation to pursue visionary solutions for Colorado’s food system. We will take what we learn from COVID’s effects to design the food-system resiliency we now know we need more than ever. Key deliverables include:

o Appointing food vision advisors o Food system map for project geography o Implementation plan, including 3- and 10-year milestones o Qualitative and quantitative data brief o “Day in the life” interviews with diverse stakeholders o Detail on the six vision themes: policy, technology, culture, environment, diets and economics

SOUTH PLATTE RIVERFRONT

S Y N T H E S I S O F M A R C H 4 , 2 0 2 0 V I S I O N I N G M E E T I N G

A major element of the National Western Center (NWC) development is thehalf-mile stretch of the South Platte River that creates the western borderof the campus. The project will transform a once inaccessible, polluted and unsaferiverfront into a local and regional amenity focused on recreation andeducation. With anticipated offerings like walking and biking paths, publicart, small concerts, picnic areas and play experiences for kids and familiesto enjoy, the riverfront is sure to become a beloved community asset as wellas a hub of campus activity. In order to build upon the canvas being produced by the City and County ofDenver, the National Western Center Authority invited cultural institutionsfrom across the region to imagine what they might bring to the riverfront.On March 4, 2020, these creative partners joined in a visioning session topropose an initial set of structures and experiences for the riverfront. Theirideas will help shape our open space into a flexible platform for futureprogramming from diverse organizations and individuals.

OVERVIEW

PARTICIPANTS

We invited the participants to take a central theme — Current— and consider how their organization might program aroundthat theme at the riverfront. To ground the exploration in the real opportunities,constraints and overall context of the site, we askedparticipants to draw their ideas on segments of the riverfrontand interact with others to build upon these ideas. With regard to users, we suggested the following groups whomight visit the riverfront to start:

DISCOVERY EXCERCISE

Neighborhood familyTicketed event-goerLocal or national touristSouth Platte Trail user

KEY GOALS FROM VISIONING

Whether it's a pollinatorgarden, wildlife cameras, orinterpretative programminghow might we attract andinteract with wildlife at theriverfront?

Reintroduce wildlife

Through projects like pop-up stations for creativeexploration,  an annual waterfestival, and public art,how might we provideopportunities for expressionat the riverfront?

Art & Expression

Through new features, likeviewing decks andplatforms, terracing andpaths, how might we createmore direct access to theriver itself?

River Access

By adding a fire pit, naturalplay spaces, a harvest moonfestival and a brewery &coffee shop, how might webuild community at theriverfront?

Community

Introducing features like"peace pods", quiet placesto sit, and contemplativeplaces to stroll, how mightwe encourage rest andreflection at the riverfront?

Contemplation

By implementing conceptslike oral histories, then-and-now interpretation, andintergenerational play, howmight we create a strongerconnection to the past at theriverfront?

History & Heritage

Through programmingaround citizen science,retention pond researchand outdoorclassrooms, how might weincorporate educationthroughout the riverfront?

Learning

NEXT STEPS

Prototype ideas through pop-upexperiences and engage community to

co-design final elements (Fall '20)

Seek partner commitments tobring programming to the

riverfront (Summer '20)

Establish partner working groupto refine ideas and programming

elements (Summer '20)

Programdevelopment andbuilding physical

infrastructure ('22-23)

Identify funding opportunities tobring programming to life -physical infrastructure and

experiences ('21)

Grand Opening!(2024)

1 2 3

4 65

Timeline

With initial ideas in hand, we will re-convene the partners to refine programming and establishlong-term commitments to the project.The partners will then collaborate with community members to co- design prototypes and pilotexperiences over the fall. This data will help us improve our ideas before moving into a formaldesign phase. We'll then engage with designers to create inspiring concept drawings to help us communicateour ideas to stakeholders and funders. We will leverage the concept drawings and our partners' collective networks to raise the fundsfor design and construction.

The visioning meeting provided useful insight into how we might bring the National WesternCenter Riverfront to life. We now have a strong set of goals to build upon with live examples ofrelated physical structure and experiences.

ADDITIONAL RESOURCES

THEME INTRODUCTION: CURRENT

As the South Platte moves from mountains to Front Range to plains, its flowing waters connect people and places along the way.CONNECTS:

POWERS:

MOVES FASTER:

RUNS WILD:

IS NOW:

IS TOGETHER:

The water in the South Platte powers our state: from growing the food we eat to amplifying the places we play.

A current can sweep you away and take you to places unknown. It's a powerful, playful force animating the river.

Current describes what is happening in the present moment. It is now and also forever renewing.

Like water molecules, people with a shared idea all moving as one can be a powerful current. So can we!

Whether through air or water, a current flows with clear direction and moves faster than the body around it.

We introduced a unifying theme — Current — to focus prospective partners during visioning and place acreative boundary around how we might bring a variety of programming elements to the riverfront.

GROUP FEEDBACK

Creating a current of movement via trailsJumped to “flow” and movement; helpful when consideringwildlifeA pathway could echo current; kids movement is current Jump started the conversation; helped push their ideasfurtherLiked current as change over time; past, present, futureFlowing through space (water, air, people, wildlife) Used “current runs wild” and “current is together”Connection, power, movement, collaboration sparkedprogramming ideas

+When translated into Spanish, current or“corriente” can be understood as cheap, ordinary,not of quality No work being done to the river itself (just theriverfront) so a theme focused on water was ahurdleHow might we make the theme apparent in theriver itself e.g. add rocks or other natural non-signage ways to make the current visibleUse the theme to inspire ideas not force a fit

Important for all the riverfront sections to “flow” togetherCould current connect the neighborhoods?Gravitated toward current as contemporary/relevantDoing things with people vs to people; emphasize in “connects” and “together”

Ideas for Refinement

-

Final site layout and gradingWalkways and trailsInformal amphitheater (grading and seeding only)Riparian and water quality areasPicnic grove (grading and seeding only)Event lawnPlanting/seeding plans and schedules\IrrigationPublic Art coordinationElectrical rough-in/conduit (for future uses)Site furnishings (benches, trash receptacles, bike racks, etc.)Site pedestrian lightingHistoric salvage reuse

Baseline Elements

THE RIVERFRONT

Version 1

Version 2

Version 3

PARTNER REPORTS APRIL 2020

Mayor’s Office of the National Western Center

National Western Center Authority Board of Directors April Construction Update

CONSTRUCTION

• Renovation continues on the Maintenance and Operations Facility. Right now, roofing is about 95% complete and work continues on bathrooms and renovation of the parking lot. Skylights and storefront entry started installation 4/1.

• The Stockyards Events Center has completed deep foundations and are working on grade beams (building’s foundation). Next months planned activity includes the start of vertical work (CMU walls and steel erection. Attached photo is of crews forming perimeter grade beams.

• DRIR Realignment – Concrete formwork for ballast walls north of Marion. Preparing to install track at yards crossing to Marion Underpass. Formed and poured concrete abutments at Marion Underpass and continuing to set precast wall panels to the south of Marion Underpass.

• Pad sites and underground work continue. NWCO is finalizing details on the Spur Animal Health Pad handover

• The Livestock Exchange Building’s parking lot has been reconfigured to allow work on the CSU Health pad to commence. Fencing, barricades and signage have been installed for the public.

• The Armour Water Tower was successfully disassembled and moved to its storage location.

COVID-19

• Safety remains the number one priority of NWCO and we are doing everything we can to ensure safety on our construction site.

• Currently about 90% of our staff is working remotely.

• Currently, the Coronavirus Pandemic is not directly impacting construction operations however, we are starting to see some disruptions in the supply chain. We continue to monitor the global and local construction markets.

• We are hosting daily and weekly check-in calls and keeping in very close contact with our contractors to ensure safe, site-wide coordination.

PROCUREMENT

• The Livestock Center RFQ for our CMGC has shortlisted the following firms for interview: GH Phipps Whiting-Turner PCL Kiewit

• Job opportunities continue through our contractor partners like Hensel Phelps and Saunders.

ART UPDATE

Main Campus Plaza

• Cliff Garten Studios was selected as the artist for the Main Campus Plaza.

• They are currently in the contracting process and should be starting design in the coming weeks.

River Bridges

• David Oceloti Garcia has been selected as the artist for the river bridges.

• We are currently working with the bridge design team and the artist to verify the feasibility of the proposed art.

• Commission on Cultural Affairs approved the recommended artist on March 3.

Riverfront open space

• One international call for entries for a $400,000 art piece. Call for entries closed on April 6 and they received 233 responses. Entries are being reviewed by the selection committee.

• Public Art Boot Camp to offer emerging artists a chance to create a permanent public artwork along the riverfront.

• Artists residing in Colorado, who have not completed a public art project with a budget over

$25,000, would apply with images of past work, resume and cover letter.

• Between 20-30 artists would be selected to participate in the Boot Camp - a weekend long immersion in the public art process which would include visits with fabricators and other public art professionals.

• Once completed, these artists would be eligible to apply for the three calls, each with a budget of $150,000.

• Finalists would be selected for each site (picnic area, overlook, and streetscape) to create proposals.

Colorado University System Spur Update - April 2020

Project Progress Highlights

• The Spur team continues to work on program development, in collaboration with

partners, including the NWC Authority. We are learning from the current use of technology to evaluate future options for offering content and experiences virtually.

• The Spur design teams have also been asked to review their designs to ensure digital capture of content and experiences is supported where possible.

• Educational exhibit/experience design is continuing in parallel with building design.

Building Highlights

Animal Health Building

Southeast Entrance off of Bettie Cram Drive Indoor Riding Arena and Main Plaza

• 100% Construction Documents issued by The Clark Enerson Partners on March 24, 2020. • Guaranteed Maximum Price presented by JE Dunn Construction on March 11, 2020

based upon the 50% Construction Documents. Finalization pending. • CSU’s first interview for an artist for the State of Colorado 1% for Art program was held

virtually. We will announce this artist once the selection is finalized and the installation will be located within building lobby.

CSU Center for Food and Agriculture

North and East façade Interior Gallery

• 50% Construction Documents issued by Anderson Mason Dale Architects on March 27, 2020.

• 100% Design Development estimate presented by JE Dunn Construction approved on March 31, 2020. Selective Trade Partner procurement underway.

CSU Water Building

North Entry off of Bettie Cram Drive Interior Lobby Staircase

• 50% Design Development documents issued by Hord Coplan Macht | Smith Group JJR on March 6, 2020.

• 100% Design Development estimate to be presented by JE Dunn Construction on April 17, 2020.

• Selective Trade Partner procurement underway. Community Engagement Highlights

• CSU System Spur groundbreaking celebration is postponed to the Fall; date TBA. • CSU System team is working to support and connect partners during this unprecedented

time. • The Spur website has a link to a compiled list of articles, videos, and activities related to

water, food, health, and STEM. This content has been shared with partners, and is available to be shared publicly as an educational resource to the community. https://NWC.COLOSTATE.EDU Educational Resources

• The CSU System team is continuing to stay in contact with partners to evaluate and track needs. The team is also doing its best to address partner and community needs through connecting partners and programming to fill gaps, as possible.

• Planning is still underway – although a bit delayed – for the Ag Tech educational pathway with Denver Public Schools, as well as the Bruce Randolph School garden construction.

COVID-19 and CSU System Efforts

• CSU System campuses have transitioned online and will remain online for the remainder of the semester.

• CSU in Fort Collins and CSU Pueblo have postponed spring commencement ceremonies until the Fall. CSU Global has adjusted their annual in person commencement in June to

a virtual ceremony, they have had a virtual commencement ceremony in December for the last several years.

• CSU Fort Collins is assisting the state through testing PPE, systematic testing for the virus in certain populations, and continuing research on a vaccine. There is also work on developing a disinfecting device for large scale environments like stadiums, mass transit etc. The post pandemic outcomes are also a focus of researchers.

• CSU-Pueblo is working with the state to help provide assistance during the pandemic. • CSU Global is partnering with other institutions to share its thought-leadership in the

virtual teaching space.

National Western Center Authority Board April 2020 Update

Complex update

• COVID-19 impacting attendance and bookings o Re-booking most of our shows in the fall of 2020, but we are running out of dates. o Applied for stimulus package money for paycheck reimbursement. Waiting on answer.

• We have signed an agreement through April 30 with the city to provide the Hall of Education as a homeless shelter for men. Expected beds are around 600. Agreement can be extended with agreement of both parties.

Legacy Building update

• Beginning more detailed design • Wells Partnership hired as construction manager • Working with our Capital Campaign committee to sell bricks and brands in the building • Military monument task team working to finalize design on our military monument in front of

the building.

Capital Campaign Update

• Currently at 76 MM signed agreements • Marketing many building elements inside and outside the structures, including naming right of

the Equestrian Center (last building left) • Continuing to prospect current Trustees and Members of the WSSA for donation

Employee update

• We are continuing to pay all full-time staff and morale is good. • We are continuing to work from home, with the need for some staff to come to the complex

about 2 to 3 days a week for a few hours. Checks still have to be signed, and bills paid. • We have about 10 staff members on our maintenance crew working in the complex daily for the

homeless shelter operations group. They have been provided all personal protective equipment by the health providers.