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AGENDA INFORMATION UPDATE April 23, 2024 5:00 PM, I.Information Update I.A Public Art Plan I.B Work Session Follow Up - Aspen Gets Us There I.C Aspen Community Survey Informational Memo regarding Public Art Plan _FINAL.docx Basalt Benchmark Report_Final.pdf Info memo follow up gets us there.docx ATTACHMENT A- Council Direction Follow up.docx 2024 Aspen Community Survey Timeline (Attachment A).pdf Info Memo (2024 Aspen Community Survey).pdf 1 1 INFORMATION ONLY MEMORANDUM TO:Aspen City Council FROM:Sarah Roy, Director of Red Brick Center for the Arts THROUGH:Sara Ott, City Manager Austin Weiss, Parks and Recreation Director MEMO DATE:April 15, 2024 RE:Public Art Plan revisions and updates PURPOSE:The purpose of this memorandum is to provide an update on the development of a public art plan, specifically addressing the 3 topics raised during the City Council December 4, 2023 work session. SUMMARY:After hearing from the community that they desired more art in our public spaces and recognizing the need to create a management plan for the current works in the City’s collection, Council approved budget authority for Red Brick Center for the Arts to host a community engagement effort to gather feedback and input on a Public Art Plan. The results showed that there is overwhelming support and enthusiasm for more art experiences in public spaces. It was also discovered that working with arts and culture and locally serving organizations is a unique opportunity to create art experiences that celebrate and engage the community, place, and the human spirit. During the December 4, 2023 work session, staff presented to Council a summary of the feedback gathered during the community engagement effort including key findings, a draft of a mission statement, and guiding principles. Additionally, staff presented a draft of a selection and development process for realizing art projects and a draft of a proposed budget for the public art program. Follow-up information is provided for the three topics Council discussed during the work session. 1. Topic: Draft of the Public Art Plan Selection and Development Process Council requested a more scaled-down/streamlined process for project selection and development to achieve a timelier, more efficient manner. Council agreed to a community- based committee being formed to serve in the project review process, and Council does not wish to take on the role of an arbitrator. 2 A nimble and flexible process is necessary to bring public art projects from the idea stage to implementation. To achieve this, staff is proposing a process that is similar to the successful Special Events permit review method, with one key difference: the inclusion of a community-based task force to serve as a recommending body. Similar to the Special Events permit, a proposed project will undergo a feasibility review by relevant City departments. If the project is found to be viable within the current code and City operations, it then proceeds to review by a Public Art Task Group. This group is made up of volunteer community members who serve as a recommending body and allow for community participation in the program. Their role is to assess how well the project aligns with the Public Art program mission and guiding principles, as well as its budget allocation. Throughout this process, staff guides projects through review, development, and implementation. The community desires both temporary and well-planned permanent works. The selection process can be quick and efficient for small to medium projects, but it can also be expanded for larger projects that require more input from the community and additional resources to complete. For instance, Buckhorn Public Art recently produced a project that featured a projection and sound installation on the Wheeler Opera House. It took approximately two months from the start of a Special Events permit review to the event happening. Similarly, the Public Art process would consider similar scaled projects on an equivalent timeline. However, one caveat is that if the project is requesting resource support from the Public Art program, it would need further consideration by the Public Art Task Group and would be reviewed at specific times throughout the year. One of the essential duties of the staff is to collaborate with community partners to encourage and facilitate public art projects. They will ensure that both large and small organizations and a diverse range of voices are involved in the program. Moreover, the staff will seize opportunities to integrate public art, such as installing a permanent street mural when a public work improvement project is scheduled. Above all, the staff, along with the Public Art Task Group, will ensure that the projects serve the purpose of community building and creating opportunities for human connection. The potential to achieve this through the arts is enormous. 3 2. Topic: Benchmarking Council requested to see examples from other similar communities for funding and staffing levels. Location Budget for Public Art (does not include labor and may not include all operating expenses such as maintenance or communications) Staff Basalt, CO $325,000 (2024) Liaison from the Planning Department Boulder, CO $691,000 (annual average) 2 Fulltime Employees Carbondale, CO $23,000 (2024) Liaison from Public Works Fort Collins, CO $364,116 (2023) 1 Fulltime and 1 Parttime Employees Greeley, CO $356,809 (2024) 1 Fulltime Employee Jackson Hole, WY $300,000 - 400,000 annually supported through nonprofit fundraising 1 Fulltime and 2 Parttime Employees Loveland, CO $568,420 (2023) 2 Fulltime Employees and Cultural Services Director Park City, UT $350,000 1 Staff Liaison and 2 Parttime Employees Snowmass, CO In 2023, Town of Snowmass Tourism Department budget included $40,000 for Ice Age Murals and additional funds to support the Snowmass Plein Air Festival, and the production of a Public Art map. In 2024, the Tourism Department budget included $250,000 allocation to commission a permanent piece of public art. Additionally, the Snowmass Art Advisory Board (SAAB) is allocated $25,000 annually from the Town of Snowmass and can receive additional funding as requested. SAAB currently has little over $200K of funding available to make recommendations to Snowmass Council on usage for public art projects. Staff Liaisons within the Tourism Department Superior, CO $150,000 (2021). Following the Marshall Fire, the town lowered its budget allocation. 2024 Funding is at $90,000 and it is projected to return to $150,000 in 2025. 1 Fulltime Employee Vail, CO $165,888 (2023) $140,000 (2024) 1 Fulltime Employee 4 In 2021, the Town of Basalt commissioned a Public Art Program Benchmark Study. This study is attached to this memo and highlights the various ways a public art program can be structured and implemented. 3. Topic: Budget Allocation Council supported the overall proposed budget with a new full-time employee. During the 2025 budget development, Red Brick Center for the Arts will present a request for budget allocation for a Public Art Program. CURRENT PROJECTS:Red Brick Center for the Arts staff is working to develop and realize a project in 2024 to continue the momentum built during the public art engagement effort and pilot a project through a proposed framework for the program. This project will support the mission and guiding principles drafted for the program. Additionally, the Visioning Committee convened to support and guide the development of the Public Art Plan, will serve as a temporary advisory committee to review, and recommend the project. The City Manager approved funding allocation from the Red Brick Center for the Art’s departmental savings to realize the project. The 2024 public art pilot project is aiming to commission artists to create art experiences at 3 to 5 City of Aspen bus stops. The project aims to include both visual and performance aspects. The art experiences will be on display for a defined period that will be determined once the artworks are selected and approved. This project will include partnerships with other entities to expand its community impact and participation. NEXT STEPS: No action is requested of Council at this time. CITY MANAGER NOTES: 5 BASALT BENCHMARK STUDY FOR ART IN PUBLIC PLACES ABSTRACT An art-in-public places comparative analysis of 13 municipalities. Fanning Art Advisory Art & Topophilia Colleen Fanning and Jennifer Berry COVER IMAGE: “Spirit Nest”, Jayson Fann, Basalt Regional Library 6 1 | Page Table of Contents INTRODUCTION ........................................................................................................................................ 3 Goal ...................................................................................................................................................... 3 Benefits ................................................................................................................................................ 4 Scope of Work ...................................................................................................................................... 4 Research Methodology ........................................................................................................................ 5 WHAT WE HEARD – KEY FINDINGS / DISCOVERIES / INSIGHTS ............................................................... 5 BENCHMARK CATEGORIES ....................................................................................................................... 9 BEST PRACTICES ..................................................................................................................................... 10 MUNICIPAL PROFILES ............................................................................................................................. 13 BOULDER, CO ..................................................................................................................................... 14 BRECKENRIDGE, CO ........................................................................................................................... 23 CARBONDALE, CO .............................................................................................................................. 30 COLORADO SPRINGS, CO ................................................................................................................... 37 FORT COLLINS, CO .............................................................................................................................. 45 JACKSON HOLE, WY ............................................................................................................................ 53 KINGSTON, NY .................................................................................................................................... 59 LAFAYETTE, CO ................................................................................................................................... 65 LOVELAND, CO ................................................................................................................................... 70 OGDEN, UT ......................................................................................................................................... 78 PARK CITY, UT..................................................................................................................................... 84 SUPERIOR, CO .................................................................................................................................... 92 VAIL, CO.............................................................................................................................................. 97 BECOMING AN ARTS DISTRICT ............................................................................................................. 103 TABLES .................................................................................................................................................. 105 Table 1 Marketing and Social Media Findings ................................................................................. 106 Table 2 Organizational Chart for Arts & Culture and Public Art Programs ...................................... 107 Table 3 Types of Master Plans ......................................................................................................... 108 Table 4 Cultural Offerings and Events .............................................................................................. 109 Table 5 Funding Sources .................................................................................................................. 110 Table 6 Salaries and Positions .......................................................................................................... 111 7 2 | Page Table 7 Government Structure, Boards and Commissions, and Policies ......................................... 112 GLOSSARY............................................................................................................................................. 113 ACKNOWLEDGEMENTS ........................................................................................................................ 113 APPENDIX ............................................................................................................................................. 114 8 3 | Page ARTS & CULTURE BENCHMARK STUDY INTRODUCTION As the Town of Basalt endeavors to execute its first public art master plan, this benchmark study provides a view of industry standards for selected communities aimed to inform Basalt’s plan formation. The objective is to provide an array of case studies that helps Basalt embark on the best path forward for a transformative, exuberant, and sustainable visual arts program for its citizens and tourists. Despite uncertain times, we firmly believe that COVID-19 and its aftermath is an opportunity to reinvest in and strengthen community via the arts. How we live, play, and work post- pandemic can be an integral motivator. The pandemic provides occasion to explore new uses for open spaces with land use planners, landscape architects and other creatives – what could the future look like? It has affected each of our benchmark cities differently – either freezing or increasing budgets. An example is Vail whose Real Estate Transfer Tax has increased with new residents coming to the Vail Valley, sweetening their arts capital. “Today’s Public Art is Tomorrow’s History,” Carrie Geraci, Jackson Hole Art in Public Places Goal This Benchmark Study aspires to give a clear comparison of the industry standards within arts and cultural programs and public art and creative placemaking that elevate livability and economic prosperity in the 13 municipalities selected for this study. The peer support from the selection of arts professionals for this study was motivating. Every one of the 20+ contributors was generous beyond expectations, and we are extremely grateful. The information put forward is not the last word for each program. All programs ebb and flow with the times as well as with the ebbs and flow of creativity. Seeing colleagues try something new, and then following in their footsteps, helps to reinforce best practices. Witnessing methods that work, and those that do not, is a journey that permits us to learn from one another and to establish policies that best serve our communities. Three of the thirteen participants did a new plan in 2020-21: Colorado Springs, Kingston, Lafayette. Two of the participants did a new or revised plan in 2019, Fort Collins, Superior. Qualitative data shows both successes and pitfalls of the master plan process as relayed through interviews with the towns selected for this benchmark. Some of the programs with older plans operate as well-oiled machines governed by their plan, but have virtually no new vision for the future, nor an implementation plan, other than spending their allocated budgets. 9 4 | Page We received replies to questions such as “If hindsight were 20/20, what would you do differently today?” and “What aspects of your process or program would you keep the same?” which we felt opened a window into their program’s challenges and innovations. The benchmark categories range from funding, arts policies, and social media approaches, to staff sizes, salary ranges, and types of temporary and permanent public arts and events comprising municipal arts programming. The data points relate to the core content in each municipality’s cultural plan which guides their vision and execution. Benefits The benefits of benchmarking these key indices for arts and cultural programs are to see how other municipalities are achieving: • Dedicated funding sources • Creative and successful collaborations • Commitment from leadership and stakeholders to a cultural program This study uses key metrics found in many municipalities around the implementation of arts and culture and public art plans to establish continued buy-in from community and town leadership. Among desired outcomes, this benchmark assessment will drive the direction of a successful Basalt plan that includes a 5-year implementation horizon, policy language, and guiding principles to nurture a thriving arts and cultural economy in Basalt. Scope of Work The benchmarking study includes thirteen municipalities both in and outside of Colorado near major tourist destinations with a series of shared characteristics: • Mountain, suburban or rural locations • Robust outdoor recreation • Similar population counts (exceptions: Boulder, Fort Collins, and Colorado Springs which were chosen for their grassroots successes and innovative approaches to public art and their cultural plans) • Geographic locations in proximity to municipalities with measurable economic vitality and a strong commitment to the arts • Established policies around programming and some type of cultural master plan In sum, our report includes tables with readily retrievable quantitative data as well as bulleted qualitative observations regarding “discoveries” and “recurring themes” that arose during research and 1-on-1 conversations. 10 5 | Page Research Methodology Research consisted of a blend of interviews with program managers and municipal leaders; internet searches; review of cultural, placemaking and public art master plans; as well as policies, budgets, and city council agendas and minutes. We also referenced Secretary of State webpages for business filing structures as some of the cultural organizations are registered with their states as non-profits and others are set up as corporations. Other sources consulted for salary comparisons and grant funding were reports done by The National Endowment for the Arts, Americans’ for the Arts, Colorado Creative Industries, the Cultural Office of the Pikes Peak Region, and the National Assembly of State Arts Agencies. Some of this information was readily available via interviews with municipal leaders and master plan point people, the plans, and supplemental research into public records on local and state websites. A variety of sources notwithstanding, some towns had only modest information available, diminishing our ability to retrieve 100% of all desired data points. Conceivably, this may reveal the degree of commitment each municipality has to data collection and the usage of metrics to gauge impact. We attempted to ensure that any funding, operating budgets, and economic impact data comes from the last five years. We surveyed towns in various stages of master planning and implementation to get a more complete lens on process and timeline. For instance, Kingston, NY (close to Woodstock, NY) is in the earliest phase of its project, working with a professional consultant to solicit community input with their master plan yet to be written. Conversely, this past November 2020, Fort Collins formally approved an update to their pre-existing master plan FoCo Creates Arts and Culture Master Plan 2019-2029. The idea is to show the lifecycle, adaptations, and sustainability of such plans as they mature over time. WHAT WE HEARD – KEY FINDINGS / DISCOVERIES / INSIGHTS KEY DISCOVERIES The most comprehensive arts, culture, and creative placemaking plans integrate squarely with larger local and regional plans, which establish guiding principles for livability, environmental sustainability, creative economy, public health and safety, transportation, education, and fiscal strength, to name just a few. Such plans seamlessly integrate with other community needs. CULTURAL MASTER PLAN TYPES Many communities found a need for expanding beyond traditional public art master plans and to create a vision for a broader, more inclusive cultural program. The types of plans included in this study are: 11 6 | Page 1. Creative Placemaking plans 2. Arts & Culture plans 3. Strategic Plans (often tied to or cross-referenced in other town plans/initiatives) 4. Creative District plans 5. Guidelines and Policies RECURRING THEMES During many candid conversations with municipal officials and with research into the core content of myriad master plans, certain themes, or “wish lists,” and organizing principles around the development of arts-related master plans came to light. In this section we bullet some of these discoveries for Basalt to consider as it crystallizes its processes around conceiving and unveiling a cultural art and/or public art aster plan. Successful Master Plans: • Commit to inclusion, diversity, equity, and accessibility (IDEA) • Reflect municipality’s unique demographics and culture • Benefit from exposure to other cities’ programs • Require no less than 9 months from start to completion • Engage community via public outreach • Always take longer than expected • Recognize that learning comes as much from the process as the final document Recurring Program Similarities: • Creative Placemaking is replacing Public Art and Art and Culture master plans • Temporary art projects are frequently preferred to mitigate maintenance costs, allow for continuous introduction of new artists and annual themes, ignite public anticipation, permit learning from successes and challenges, avoid controversies, and encourage piloting new ideas • Art is as much about experiences and human interaction as it is about the aesthetics of public places; do not just plop and drop • Avoid balkanization of different arts groups and motivate all to work in a unified way to reach the most people and share goals and resources • Consider a broad definition of what constitutes “art,” “creatives,” and “creative activity” o Colorado Creative Industries has baseline criteria that many towns elaborate on o Horticulture, culinary arts, literary/spoken word, craft brewing, galleries, museums, performing artists, craftspeople, publishing and film companies, 12 7 | Page historic sites, boutique manufacturers, art educators, fashion designers, graphic designers etc. • The most evolved plans measure success of arts and culture from an economic impact perspective and identify areas for growth and improvement such as attendance, social media followers, media impressions, event frequency and attendance, and commissions per year etc. Municipalities Need: • Leadership’s full support, vision, and commitment to the master plan • A designated point person for the entire master plan process • At least one part-time staff person (1.5 people was the average staff) • A part-time person to oversee social media, communications, and engagement • Alignment with other municipal departments for town-wide buy-in • The cultural art plan to integrate with the municipality’s larger master plan • Frequent communication to citizens and stakeholders during master plan development to drive momentum and buy-in o Schedule regular updates to Town Hall, City Staff, and City Council to share findings and progress o Keep on radar of Mayor, Grants Manager, Communications Manager, Parks and Recreation Dept etc. Community Engagement and Inclusion: • Inclusivity is a key success indicator and means involving all aspects of the community from the get-go to achieve buy-in and grassroots excitement • DEI principles should be incorporated into process and the plan, through the lens of social equity • Creatives and creativity offer unique problem-solving interventions that can positively impact a municipality’s approach to art + health, art + transportation, art + housing, art + education, art + safety etc. • Nothing for the community without the community • Public convenings, plaques, brochures etc. require monies and staff for bilingual materials and ADA accommodations (i.e., ASL interpreters upon request and physical accommodations) • Recognize that older adults are not necessarily social media savvy, so traditional marketing means must be used to attract them and residents without internet as participants • Be willing to change vision based on community input and dispose of pre-existing assumptions 13 8 | Page • Be alert to committee fatigue (particularly if volunteer-based) o set clear expectations around time commitment and roles for commissions, advisory councils, panels etc. o populate w/ stakeholders from different walks of life and with different skill sets who can be enlisted for marketing, editing, graphic design, outreach etc. o Consider applications as well as appointments to participate on councils to eliminate perception of impropriety • Be cognizant of bias in survey data since preponderance of respondents tend to pre- identify with the arts • Work in conjunction with local nonprofit arts organizations who are key stakeholders in the community Communications/Marketing: • Dedicate social media handles to the public art or cultural initiative, so they proliferate and are common knowledge • Utilize town and tourism websites as well as independent handles for the master plan and its activities • Learn where residents intuitively search for cultural news • Search engine optimization for any domains is key since there is rarely one portal to arts happenings in a municipality and it takes time to surface info with Google or other search engines • Branding of plan can start early and must be consistent and visible during process (style guide, tag lines, visual representation, logo, PR talking points) • Achieve marketing goals through central website, tourist bureau (Visit Basalt), social media, local artist rosters helping creatives receive commissions, events, convenings • Make a strong case for why a comprehensive cultural/public art plan matters o Enhances livability and quality of life o Organizational principle complementing town improvements o Facilitates inter-departmental integration of creative principles into municipal projects o Increases economic vitality, generates creative and innovative jobs which attracts the talent that comes with them o Promotes good design and meaningful placemaking o Taps into creativity as a civic problem-solver o Attracts and retains residents o Attracts and retains top talent for creative sector jobs 14 9 | Page BENCHMARK CATEGORIES It is important to note that not all data is apples-to-apples since each municipality is set up differently and arts and cultural oversight often resides in different departments in different towns and can cover everything from exclusively public art to a whole suite of museums and cultural organizations under a single municipality’s jurisdiction. The complex relationships between city government, for- and non-profit creative industries, local and regional tourism bureaus, and volunteer organizations with their own missions around raising a municipality’s arts profile create an intricate web from which it is sometimes difficult to tease out decisive data. Ultimately, there is no “one solution fits all” to find the full complement of a municipality’s arts activity which makes it difficult to definitively assess staff headcounts, salaries, budgets, and the degree of arts-related prosperity generated. By way of example, places like Colorado Springs are tied into the larger Pikes Peak regional arts scene as well as their own, which yields multiple places from which to retrieve metrics. The key metrics explored in this benchmark study are as follows: 1. Benchmark the following datapoints for equally sized mountain and rural towns sited near major destinations: - social media activity - number of art-related jobs - number of artists and creatives per capita - number and scope of events such as fairs, festivals, openings, performances - funding allocations - what public / private funding models are successful - staff sizes and salaries - years arts programs have been implemented - number of regional and national artists/talent who exhibit and perform. - collaboration models, with other local, national, and international art programs - benefits for becoming a Creative District. 2. Collect equivalent art master plans 3. Best practices for temporary, permanent, performance art programs 4. Case studies for successful collaborations 5. Best practices for certain arts policies such as funding, procurement, deaccession, maintenance, and artists contracts 15 10 | Page BEST PRACTICES ARTISTS CONTRACTS Best practices for artists contracts for the creation of a work of art or to participate on a design team are as follows, based on discussions with artists, administrators, and arts professionals as well as data from the Public Art Network and Americans for the Arts: - All projects should have a written Agreement that includes a clear articulation of scope of work, budget, and schedule. - All parties should have time to read and understand agreements prior to signing and may seek legal and/or business counsel. - Agreements should clearly articulate the process by which project changes are approved and any changes should always be made in writing. - If substantial redesign of a contracted artwork or an entirely new proposal is requested, due to no fault of the Artist, the Artist should be compensated. - Realistic life span of an Artwork should be mutually agreed upon by all parties and written into the Agreement. - Artists should choose appropriate materials for artwork based on its expected lifespan. Care should be taken when integrating components into the Artwork that are not warranted for the minimum warranty period required in the Agreement. Attention should be paid to integrated components that may void underlying warranties. - Artist warranties should not exceed two years. - With regard to manufacturer warranties for integrated components, Artists should be required to only pass along those warranties provided by the manufacturer. - Administrators should not ask Artists to take on unreasonable or inappropriate liability. - Artists should have Agreements with their subcontractors and include all relevant requirements of the prime contract in the sub-contract Agreement. - Project payment schedule should meet the cash flow needs of the Artwork schedule of deliverables. STAFF SIZES AND SALARIES For the purposes of this study, the number of jobs and associated salaries refers uniquely to town-salaried employees overseeing any type of cultural initiative or nonprofit directors and their staff as best as could be ascertained. To supplement our peers’ responses, we 16 11 | Page additionally consulted the Americans for the Arts (AFTA) 2018 Local Arts Agency Salary Report - PUBLIC ART. Within municipal staff positions for arts and culture jobs, titles include managers, supervisors, directors, and administrators. Salaries for these positions specific to this report range between $90,000-$130,000 for director and $60,000-$80,000 for managers and supervisors. The AFTA agency salary report varies based on population of the municipality, as well of course, on position title. Within the nonprofit sector, the arts positions within this study were largely directors and staff with comparable salaries to their municipal counter parts. The costs to each of the municipalities for the level of cultural vitality delivered to artists, arts organizations, citizens, and visitors by arts and culture staff provides exceptional value to their communities. TEMPORARY PUBLIC ART VS PERMANENT Those who work in the field of public art, from artists to administrators, are increasingly exploring the social and economic value of temporary projects that enliven a community in ways that most permanent artwork does not. Many administrators are working to create mural events with artists and business districts to actively engage residents. Boulder is a fine example of this practice and has learned that synergies develop in the selected neighborhood during and after an artwork is collaboratively created by the community and the artists. This engenders new bonds and trust among people, ultimately making neighborhoods safer and more congenial. The beautification establishes collective pride in people’s property as well as a tangible cool-factor. Additionally, two inclusive programs in Ogden and Boulder encourage their community to submit ideas for temporary public art. The case for commissioning or borrowing temporary art: - Allows for experimentation - Establishes small wins with minimal budgets - Creates anticipation and enthusiasm for what is coming next - Mitigates controversy that contemporary art sometimes inspires - Engenders less expense than permanent artwork - Reduces conservation and restoration budgets - Creates new opportunities for emerging artists to enhance their portfolio ARTIST COPYRIGHTS POLICIES This topic is important in the discussion of best practices for public art. When commissioning a work of art, it is industry consensus to allow the artist to retain the copyright to their work, and under the Visual Artists Rights Act, they retain the copyright for 70 years after their death. Ownership of copyrights has become a hot topic as the value of many municipal 17 12 | Page collections has increased due to the reputation of some of the Modern, Post War and Contemporary artists who were commissioned to create unique works of art over time. For a city to request the copyright from the artist may very well create unintended liabilities and ultimately damage the ability of the organization to maximize potential for other commissioning opportunities.1 POLICIES The key to best practices across the field is simple -- write them – adopt them. They can be embedded in a Master Plan, included in Year 1 Implementation Plan, or consist of a consolidation of other successful municipalities’ policies that are submitted to City Council, the City Manager, your arts board or commission, and the Mayor for ratification . The best practice for these policies is simple, succinct language so there is no ambiguity that can be challenged. Deaccession, relocation, donation, maintenance, equity, commissioning, and funding policies are all the backbone of a successful program. Every art program across the country has written policies, or is writing/revising them right now, or is planning to write in 2021. Public art is as successful as the policies the program is built upon. Examples of effective policies for inclusivity, deaccession, maintenance, funding sources, and donations are available in the Resources section of the Appendix. 1 “Copyright Ownership for Commissioned Art”, 2020,.by Sarah Conley Odenkirk, attorney 18 13 | Page MUNICIPAL PROFILES Towns have multiple ways for art enthusiasts and professionals to retrieve information. Some of these varied points of entry are more intuitive to find than others on popular search engines and social media. Without a central hub aggregating information, it can be time consuming to get a 360° view of a location’s cultural happenings and how different organizations and events might be networked. From a marketing perspective, a central hub hosted by the municipality, tourist bureau, or a designated non-profit could prove useful. The following are profiles of the thirteen municipalities included in the benchmark study with what we hope are the most useful URLs, so you can drill down into information and organizational practices that attract you most. PDF’s have been saved in a shared ‘Library’ that includes by municipality, master plans, ordinances, salaries, policies, and other related and useful reference material. The municipalities selected are: - Boulder, Colorado - Breckenridge, Colorado - Carbondale, Colorado - Colorado Springs, Colorado - Fort Collins, Colorado - Jackson Hole, Wyoming - Kingston, New York - Lafayette, Colorado - Loveland, Colorado - Ogden, Utah - Park City, Utah - Superior, Colorado - Vail, Colorado *Special Note: Some of the language in various sections such as Visions/Missions/Goals is extracted verbatim from town and/or non-profit websites. 19 14 | Page BOULDER, CO Arts and Cultural Master Plan Boulder’s Office of Arts and Culture Manager, Matt Chasansky, executed the City’s first cultural plan which was adopted in 2015. The Community Cultural Plan provides a vision to shape the City’s priorities for arts and culture with a clear focus on executable goals. The unique thinking for this Cultural Plan expands the offerings under the umbrella of arts and cultural programming. One small but impactful outcome of the 140-page Plan, was the authoring of a Public Art Implementation Plan just three years later, to re-cap successes, allow for community feedback, establish upcoming projects, and encumber funding. Chasansky and his team did the Public Art Implementation Plan internally to outline deliverables through 2023. The Public Art Implementation Plan is a replacement for the more commonly used Public Art Master Plan. Boulder Overview Unique about the program: The Boulder Office of Arts and Culture is receiving national attention, since it offers a bold, new vision for “reinventing public art.” They are re- thinking the impact art can make within a community and expanding cultural offerings for serendipitous encounters with art in neighborhoods. This goes beyond simply commissioning a sculpture for a pedestal, involving invention/intervention, site context, and experiential forethought for both artist and audience. Together, the neighborhoods and artists cross-pollinate with developers who are physically building in selected locations. With the 2015 Community Cultural Plan and the 2018- 2019 Public Art Implementation Plan, Boulder has developed a clear and robust process to plan, implement, SNAPSHOT Boulder, Colorado, Boulder County Population 108,108 (city limits) Boulderarts.org Social Media @boulderartscult @boulderartsculture Matt Chasansky, Manager Office of Arts and Culture 303-441-4113 chasanskym@boulderlibrary.org Mandy Vink, Public Art Program Office of Arts and Culture 303-441-4342 vinkm@boulderlibrary.org Lauren Click, Grants Program Office of Arts and Culture 303-441-4342 clickl@boulderlibrary.org Staff Size – 4 Entity Type Municipality Parent Agency Boulder Public Library Budget Source CIP, tax funds, General Fund, Parks & Recreation Budget Range $2,362,500 Certified Creative District-NO Percent-for-Art Allocation Policy Planning Document 2015 Community Cultural Plan 2019 Public Art Implementation Plan 20 15 | Page review successes, garner community feedback, and engender far more opportunities for artists to work and be paid. Success metrics: The Creative Vitality Suite with the Western States Arts Federation (WESTAF), as well as the Arts and Economic Prosperity Study which is done through the Americans for the Arts. An internal annual survey is sent to the General Operating Report grant recipients to establish statistics to support Boulder’s Office of Arts and Culture. To track employment (artists and creative industries) they use data from the Bureau of Labor Statistics. Boulder has effective tools to sort their databases. That has been helpful since the Boulder community defines “professional artist” a bit differently than the National Endowment for the Arts and WESTAF. Boulder can go through and sort by specific NAICS or SOC codes to get numbers on specific professions. Additionally, Boulder did its Artist Census internally, which adds depth of understanding to those numbers. Depending on funding, they expect to do this every five years or so. Staff Size and Capacity: Currently there are four full-time staff, (which includes a January 2021 hire) but ideally there would be six, given the number of projects on the boards. Projects are in various stages of completion which is taxing on staff as they try to juggle tasks and stretch reasonable bandwidth. Boulder has more recommendations in the Cultural Plan and the Public Art Implementation Plan than they have staff capacity to manage. double- edged challenge is having more money to spend than they have the bandwidth to execute. With recent budget cuts due to COVID-19 some of the plan recommendations are unfunded. Key Discoveries Benefits of the Plan: After 5 years, the Plan is still proving useful, and is getting used. The Arts Commission, other departments, and Council often site the plan in making their decisions. And, though Boulder is admittedly behind in implementation, it none the less serves them well in guiding the work plan and decision making. The Budget Office and City Council are allies to the Cultural Plan. There has been enthusiasm and support each year. Arts Commission Tasks: Providing a balance of information so the commission stays informed yet unburdened by the true amount of project management it takes to make great works of art come to life. Public Art Benefits: In the public art program, Vink has witnessed that if the community has a will to have art in their neighborhood or community, there is a way to make projects happen, 21 16 | Page even when projects are underfunded. When there is little to no money, artists and community find funding in creative ways. Program Benefits: The Public Works Permitting Office is an important ally as this department processes all public art permits, so maintaining an excellent interdepartmental relationship between Public Art and Permitting is of the highest priority. Since some municipalities can see years-long delays when getting their projects permitted, building strong relationships is essential. Boulder’s Recommendation to Basalt: Start campaign for increasing staff capacity as early as possible. Staff is critical to successful programs and plans. Temper expectations and be honest about staff capacity. Mission/Vision/Goals “Together, we will craft Boulder's social, physical, and cultural environment to include creativity as an essential ingredient for the well-being, prosperity, and joy of everyone in the community.” VISION ELEMENTS To understand how the Vision can best be translated into a set of municipal government strategies and civic pride, the following Vision Elements were developed to articulate how Boulder might categorize the work that must be completed over the next nine years: Cultural Vitality – Together, we will achieve a highly diverse and innovative mix of cultural, economic, and social activity that improves the life of every resident, worker, student, and visitor to Boulder. The offerings will be considered among the best that can be found anywhere. Creative Identity - Together, we will cultivate the conditions where every person who visits Boulder counts our inspiring culture at the top of their list of grand expectations and memories. Meanwhile, residents will be proud of the sophisticated community conversation about our culture. Vibrant Environment - Together, we will nurture the form of the city to include thoughtfully designed public spaces, a mix of events and destinations, and encounters with art. Boulder will be filled with places that inspire the residents and support their conviction that ours is an open, creative city. 22 17 | Page GUIDING PRINCIPLES • Diversity • Stewardship • Public Inquiry • Professionalism • Boulder Arts Commission • Partnerships and Collaborations • City of Boulder Vision and Values Projects and Priorities COVID Works Project was developed to strengthen relationships between artists and communities and is based on the Works Progress Administration. Projects are in the $600 range and help to establish resiliency during this unprecedented time. This amounts to a social infrastructure or social practice approach that is responsive to citizens and offers the hyper-local expertise of artists working directly with the community and for the community. Such projects offer cultural enhancement and improve safety because when neighbors offer their walls and garages to artists, relationship-building proliferates as well as an enhanced attachment to the neighborhood. New planning outreach offers opportunities to the City’s Human Services and Transportation Department. This type of interdepartmental programming is designed to build leadership by integrating artists and artist input within city government and the communities around Boulder. Experiments in Public Art A series of temporary 'serendipitous art encounters' which are a blend of traditional and non-traditional projects. Inclusion, Diversity, Equity, Accessibility The use of the Arts Commission’s Statement on Cultural Equity has been instrumental at moving the needle in the right direction, especially in the grants program and the ripple effects it has had on the community. The document has also had positive effects on adjacent municipal programs. City Council will be legislating a new Race Equity Plan in 2021, which will likely offer an opportunity to revise the Statement on Cultural Equity. Some of the exciting projects that were an immediate response to national and regional calls to equity in 2020 were visible in ventures such as "Experiments in Public Art" and the "COVID Works Projects. 23 18 | Page Young people do not see Boulder as a place to have a career in the arts, so Boulder’s Economic Development Office sees attrition of the younger generation as a threat, with the likelihood of their returning to Boulder ‘after they make it’ incredibly slim. Youth rarely participate on selection committees or on the Arts Commission because the commitment to the Arts Board is demanding. Requirements to serve are 3 hours per month for meetings, then each board member must sit on any number of committees, i.e., the Selection Committee, Arts Grants, Public Art Subcommittee etc. Cultural Asset Map This deliverable, a tour map of art in public places and neighborhoods, is in the works after a false start last year, so it will be picked up again in 2021. It is a big priority, but a heavy lift. Cultural Offerings, Arts District, and Collaborations There are 4,500 practicing artists within Boulder city limits, providing deep expertise to the City’s arts program. This number is determined by residents who self-identify as an artist on their IRS tax filings. Chasansky and Vink state that the local artist community constitutes their biggest collaborators. Awards Boulder was awarded one of “The Most Vibrant Arts Communities in America 2020" for medium-sized cities by Southern Methodist University Data Arts, National Center for Arts Research in partnership with Meadows School of the Arts and Cox School of Business at Southern Methodist University.2 For several years running, Denver’s Westword Magazine has listed Boulder as one of the “Top cities” for music and creativity. Public Art Collaboration Case Studies An exceptional collaboration that leverages philanthropic donations earmarked only for arts organizations and artists, Create Boulder works with Denver Foundation's Arts and Cultural Grants, the Bonfils Stanton Foundation, and the Cares Act that distributes monies, www.createboulder.org. The COVID Works Projects' budget received dollar-for- dollar matches from the above foundations this year. Street Wise Boulder is an annual ARTivisim mural festival in the streets of Boulder, spirited by social activism, climate crisis, public health, indigenous rights, immigration, racial justice and more. The mission is to amplify artists’ voices and use the power of public art with the 2 “the Most Vibrant Arts Communities in America (2020), Dallas (SMU DataArts), September 29, 2020. 24 19 | Page intention to connect, spark change, and build empathy within the community. Boulder’s Office of Arts and Culture loves working with Street Wise Boulder due to its expertise and ability to make the mural program run smoothly. Vink looks beyond local residents to participate on her panels. If an artist is awarded a public art project, she urges them to continue to participate with the Boulder Public Art Program, but also looks regionally and nationally to create an "alumni-ish" group that builds a community of knowledgeable artists and patrons that stay involved. She wants to grow the pool of participants nationally to really put Boulder on the map. A future Lecture Series will offer additional value to Boulder’s Public Art Program. The series will be committed to climate issues, to help the Office of Arts and Culture get investment and buy-in from other city departments. It is intended for the residents to get to know artists’ motivations and thought processes to enhance their respect for the works of art surrounding them. When artists get fellowships and residencies, they develop a kinship for Boulder and tend to stay affiliated, even if it is via Zoom-type platforms when travel is not possible. There are many more programs, services, and events that the Office of Arts and Culture produces. For example, Boulder Arts Week and Boulder Arts Online, programs for professional artists, and a collaboration with the Human Services Department on cultural events. Funding Sources The Arts and Culture budget in 2017 was approximately $1.7M from the General Fund. There has been a modest increases from City Council each year through 2021. The Community, Culture, Safety Tax is approximately $600,000 for public art, spread out over three plus years. This tax revenue will sunset this year unless there is a reauthorization of the tax, which is up for renewal by voters, in 2021. There is a desire to solidify a commitment from the City Council of $300,000 per year for "serendipitous encounters with art," which have been extremely well received since their inception in 2017. These temporary projects have done exactly as intended – to enthuse residents so they eagerly anticipate ‘which artists are coming next.’ Community, Culture, Safety Tax (CCST) This voter-initiated tax has provided the primary and largest amount of funds for use by the Arts and Culture Program. Remaining funds roll over to the following year. There is restricted 25 20 | Page usage for parks, transportation, and utilities. The 2021-2026 budget cycle will see a reduction in this revenue if voters do not approve the CCST. Capital Improvement Projects (CIP) Funding For Boulder, this funding has provided the second largest pot of monies for public art projects, temporary or permanent, over the last 5-6 years. Due to capital investments in Boulder, a significant amount of money is generated from the Percent-For-Art Policy. Though the amount waxes and wanes from year to year, the dollars by mandate rollover to the following year to establish larger budgets for key sites and more ambitious projects. This year (2021), money will be dispensed to close out a number of projects in various stages of development since 2017. General Fund Dedicated annual funding source; "great but blows in the wind and doesn't roll over to the next year." Boulder Convention and Visitors Bureau Tax revenue from the Convention and Visitors Bureau does not go to Boulder Arts and Culture. The Boulder Convention and Visitors Bureau has their own arts grants they distribute. Grants Program- General Fund One dedicated staff member runs an annual $925,000 artists and arts organizations grant program (only .1% of General Fund). This dedicated funding source is from the General Fund and began back in the 1970's. This grants program is the cornerstone of what residents think of when they think of the Boulder Office of Arts and Culture. Public Art is relatively new. The grants program is a well-oiled machine. Artists apply, the grants are reviewed and awarded. Very simple. Distributed grants are uniquely from the General Fund. The Office of Arts and Culture does not want to compete with the nonprofits and artists that Boulder serves. From a values- perspective, Boulder received Cares Act Funding and distributed it to artists and arts organizations where needed. Community buy-in is very strong in Boulder. The community gets how art enhances wellness, livability, and connection. They fully support funding the arts although it is only about .1% of the overall municipal budget. 26 21 | Page Marketing and Social Media Boulder’s Office of Arts and Culture has standardized their social media presence by using @boulderartscult and @boulderartsculture for both Instagram and Twitter. The program has no Facebook presence. There are many cultural organizations that use account names such as #boulderarts, which are not the City’s account. Between the two social media accounts they have between 2,200 – 3,100 followers. Governing Structure, Policies, Documents Arts Commission Structure Established in 1979 and appointed by the Boulder City Council, the original 5-person Arts Commission just recently increased to 7-people. The challenge is getting a member to join the Arts Commission because the time requirements are demanding. Commissioners are required to attend one 3-hour meeting per month, plus sit on various committees such as the Public Art Selection Committee, Sponsorship Subcommittee, Affordable Housing for Artists Subcommittee, or Grants Review Committee. They are also required to attend openings and dedications for Arts and Culture programs. Boulder County Arts Alliance is not connected with the Boulder Office of Arts and Culture; however, it is important to note this nonprofit organization to acknowledge they have their own separate 8-person Board of Directors and an Executive Director and Marketing Consultant and can dually serve the same artists and arts organizations as the Office of Arts and Culture. %-for-Art Policy Boulder has questioned whether having a percent-for-art policy is the right fit for all municipalities. They believe it is not necessarily the best for some burgeoning programs. Maintenance All art in the collection is the sole responsibility of the Boulder Public Library and the Office of Arts and Culture staff. Donations The donations policy is set up to protect the City from donations of sculpture or works of art that could potentially become a maintenance burden or not fit into the mission and vision of the City’s collection. One of Boulder’s benchmark participants commented, “Many citizens think they can donate (pay for) a bronze sculpture and then automatically qualify for a position on the Arts Commission. This notion needs to be debunked.” 27 22 | Page Community Cultural Plan The first plan was finalized in 2015. The key stakeholders envisioned the original scope of work much more ambitiously, so the consultants concluded their scope of work, and a team of staff, commissioners, artists, and community members did the final lift to include additional information the City wanted to gather. The final phase of the 2015 Cultural Plan will be 2022-2024. The Public Art Implementation plan of 2018 was a ‘refresh’ to the main Cultural Plan. 28 23 | Page BRECKENRIDGE, CO Arts and Cultural Master Plan The Town of Breckenridge adopted their Public Art Program Master Plan and Policy in 2016. The Plan is an invaluable guide for all foundational aspects for culture in Breckenridge, including policy-related guidelines and principles which are fully embraced by Town Council. Through the art master planning process, Town Council was able to remove themselves from daily management of programming, and establish a nonprofit called Breckenridge Creative Arts, (also known as BreckCreate, or BCA), to administer all cultural operations and oversite of the Town programs, festivals and public art, both permanent and temporary installations. Breckenridge Creative Arts has worked well and has provided a level of confidence to leadership and citizens for BCA’s programs that have national and international recognition with many successful years of programming. Breckenridge Overview Unique to Breckenridge is a designated Arts District campus that consist of a theatre, and maker spaces for classes that include ceramics, jewelry, painting, fiber arts, photography and filmmaking. The campus is inclusive of historical buildings that have been renovated for use specifically for arts and culture programming, renovated between 2010-2013 and now provide maker spaces that attract national and international artists for residencies and performing artists theatre spaces. Key Discovery The CEO of Breckenridge Cultural Arts Matt Neufeld, extended a key observation that he felt was important for any municipality endeavoring to develop their municipal arts and culture program to the next level. One key detail to the health of the organization is to provide clearly SNAPSHOT Breckenridge, Colorado Summit County Population 4,945 breckcreate.org Social Media @breckcreate Matt Neufeld, President & CEO Breckenridge Creative Arts 970-453-3187 extension 1 matt@breckcreate.org Susan Lyon, CFO Breckenridge Creative Arts 970-453-3187 susan@breckcreate.org Staff Size – 6 management positions 21 instructors Entity Type nonprofit Nonprofit Entity (Primary Cultural Organization) Breckenridge Creative Arts since 2016 Budget Source General Fund Budget Range $1,700,000 Certified Creative District-YES Percent-for-Art Allocation-NO Planning Document 2016 Master Plan + Policy Doc SNAPSHOT Breckenridge, Colorado, Summit County Population 4,945 breckcreate.org Social Media @breckcreate Matt Neufeld, President & CEO Breckenridge Creative Arts 970-453-3187 extension 1 matt@breckcreate.org Susan Lyon, Senior Director of Finance + Administration Breckenridge Creative Arts 970-453-3187 extension 5 susan@breckcreate.org Staff Size – 10 management positions 21 instructors Entity Type nonprofit Nonprofit Entity (Primary Cultural Organization) Breckenridge Creative Arts since 2016 Budget Source General Fund, earned and contributed revenues Budget Range $2,820,000 Certified Creative District-YES Percent-for-Art Allocation-NO Planning Document 2016 Master Plan + Policy Doc 29 24 | Page defined roles for any advisory committees. For example, if a town decides to have an independent community public art committee in addition to the art agency’s oversight, it is important to envision how the two groups will work together. When developing a new independent or Town committee, ask, “who is the public art committee supporting or advising, and how much power or oversight do they have? Are they a working committee with authority or merely an advisory committee?” There needs to be a clear definition of roles and duties as an advisor. Neufeld observes there can be confusion within the community when the Public Art Committee’s roles are not made clear. This is not unique to Breckenridge, but instead a familiar scenario for many municipalities boards and commissions. Continuing to examine how to provide clear communication and actively hearing the arts committee’s understanding of their roles, strengthens the arts agency and achieves unanimity for planning and delivery of programming. Mission/Vision/Goals Mission: Our mission is to promote Breckenridge as a vibrant, creative destination by delivering inspiring experiences that enrich our community and visitors. Vision: Our vision is to see Breckenridge as a world-leading creative destination. Projects & Priorities: Planning Post COVID-19 Breckenridge Creative Arts is in the process of cautiously planning for the in-person 2021 concert and festival season and planning for safely opening to the public in the post COVID- 19 environment, all the while toggling between innovative ways to continue delivering virtual programming. The unique double-edged sword for Breckenridge is how loved the cultural programming is which attracts a high-volume of tourists to this geographically beautiful destination. The winter and summer cultural festivals are so deeply loved that these in-person events took a noticeably-missed hit in 2020. Five Year Project Plan In the public art master plan, the Five-Year Project Plan currently in progress, is a long-term planning tool that establishes what is on the horizon for the Breckenridge Public Art Program. A fluid document that narrows in scope as each year approaches, it allows managers to envision the program five years out, and then work with the board, committees, stakeholder groups, and Town Council to come to agreements about upcoming years’ projects in well in advance. 30 25 | Page Artists in Residence Program Applications for the international Artists in Residence program were suspending in 2020 due to COVID-19. If Summit County and the nation see a reduction in COVID cases, there is hope that by summer of 2021 the program will resume. General Call to Artists and Curators Breckenridge Creative Arts offers an ongoing Call to Artists and Curators encouraging submissions and proposals for consideration by the Director of Exhibitions and Special Projects. The application process is online only and is planned for a year or more in advance. This open call is a wonderful way to engage the public and allow those who would not otherwise participate, have the ability to submit ideas for exhibition. Cultural Offerings, Arts District, & Collaborations Temporary Public Art Installations There are three primary festivals produced by Breckenridge Creative Arts (BCA) including the light festival titled WAVE: Light + Water + Sound which hosts international artists every June (with the exception of 2020) and is an extraordinary four-day festival of temporary installations and music. The Breckenridge International Festival | Trail Mix, is a unique use of the many trails throughout the Town, featuring trailside concerts and temporary public art installations that bring awareness to the delicate ecosystem. The International Snow Sculpture Championships, in collaboration with the Breckenridge Tourism Office, draws some of the worlds most talented ice carvers for participation in this winter festival. This festival will return in January 2022. Performing Arts There are two music organizations in Breckenridge: the National Repertory Orchestra, and Breckenridge Music, each with separate missions and deliverable. In combination, they serve Summit County with efficiencies and make a stronger music scene. The National Repertory Orchestra is a preeminent intensive summer music festival creating diverse, thoughtful and socially conscious musicians through experiential learning. Breckenridge Music has three annual core deliverable, the Breckenridge Music Festival, the Breck Music Education and Breck Music Presents which brings the most popular national touring acts to Breckenridge during the summer months. In January 2020, Breckenridge Creative Arts and Breckenridge Music merged under the name Breckenridge Creative Arts, creating visual arts and music divisions to better integrate the arts across the community. The current Resident Arts Organizations include the National Repertory Orchestra (music), the Breckenridge Backstage Theatre (theatre) and Breck Film (film). Each of these companies are independent 501c3 organizations. 31 26 | Page Public Art Collection There are approximately 34 permanent public works of art. The Town is not actively building the permanent collection at this time, although there is a memorial project underway that will honor a local family whose son recently passed away, and who was a well-loved and enthusiastic snowboard and skateboarder. The family proposed these activities as the theme for the memorial. The memorial project, “Indy Sunset” by Colorado artists Jason Drewek and Teresa Hansen, was approved by Town Council and is anticipated to install in August 2021. Creative Zones Within the Public Art Master Plan stakeholders Identified well-planned Creative Zones3 as a way to maximize the character of Place, as well as function as wayfinding solutions and inspire walking as primary method for moving about the Town. Some of the Creative Zones that are identified are: • Breckenridge Historic District • Breckenridge Cultural Corridor • Riverwalk & Recreational Path • Recreation Center • Transportation & Parking • Town of Breck Trail Systems The Public Art Master Plan includes special guidelines which tie into Town Code and policies that are written for common Project Types 4 that are reoccurring for all public art programs in the country such as: • Art in public development • Art on public open space and trails • Art on private property • Donations of public art • Loans • Temporary • Developer incentives Funding Source Operations and Programming Funding for programming and operations for Breckenridge Creative Arts comes primarily from a line item in the Town General Fund although they do budget for earned revenue 3 Breckenridge Public Art Program Master Plan and Policy, 2016, Section 9.3 (pgs. 41-42). 4 Ibid, Section 10.4, (pgs. 45-46) 32 27 | Page (tickets, rental fees, etc.) and contributed income (primarily grants). The 2019 and 2020 budget was in the $2,000,000 range and as of the December Town Council budget review session for 2021, the general fund contributions will be reduced by 15% due to COVID-19, down to approximately $1,700,000. Neufeld states, “our total budget (including the new Breck Music division) in 2021 is approximately $2,820,000. If we were to only look at our visual arts division (the legacy BCA organization), our budget in 2021 is just over $1,900,000. The grant provided by the Town of Breckenridge is $1.7M for the entire organization including the visual arts and music divisions, or approximately $1,650,000 for only the visual arts division.” Unlike some municipalities, Breckenridge does not have a prolific community of philanthropy. Town Council would welcome diversified funding sources but have not determined how or where additional funding would come from outside the general fund. There are state and national grants from the National Endowment for the arts and the Colorado Creative Industries, though individual giving is relatively small. All cultural programming and oversight for the Town of Breckenridge happen through the Breckenridge Creative Arts (BCA). BCA also provides for a public art program manager since BCA was created, which provides the special expertise required to manage the nuances within the field of public art. At times this is part of a full-time position and other times it is contracted, but in either cast BCA supplies this expertise to the Town. BCA also manages, leases, and operate all cultural venues in the Arts District campus, plus maintains the physical buildings. Festival Funding The summer and winter festivals are made possible by funds from the Town of Breckenridge, the National Endowment of the Arts and Colorado Creative Industries. Maintenance of Public Art Collection There is a dedicated budget of $10,000 for annual maintenance of the permanent collection. The preferred vendor operates with a one-year contract which is reviewed and amended at each annual budget cycle by Town Council. Marketing & Social Media The social media branding has been brilliant for Breckenridge Creative Arts. Users can find BCA’s social media accounts by using @breckcreate. The hashtags are the same and both Twitter and Instagram though Twitter less followers than Instagram. By now BreckCreate is identifiable with residence and tourists when looking to find music, public art, and/or art- making classes if desired. 33 28 | Page Governing Structure, Policies, Documents Policies for public art are the primary policies called out in the Public Art Master Plan + Policy document that authorizes oversight to Breckenridge Creative Arts. The governance and accountability hierarchy is identified in this order by organization: • The Town of Breckenridge (government) • The Breckenridge Town Council (7-member elected officials) • The Breckenridge Creative Arts Board of Directors (Nominated and approved by the BCA Board of Directors, currently 12 voting members) approves the annual budget and special initiatives and makes recommendations to Town Council) • Breckenridge Creative Arts staff The Public Art Advisory Committee (PAAC) serves in an advisory role to the BCA staff and Town of Breckenridge. BCA has a very close relationship with the Town and Town Council and maintains alignment with Town values and objectives. However, BCA is an independent 501(c)3, and as such the Board of Directors oversees governance and has a fiduciary responsibility to the organization. In accordance with the By-Laws, the BCA Board must include one Town Council member as a voting board member, and the Breckenridge Town Manager and the leader of the Breckenridge Tourism Office, or their respective designees, serve as ex-officio. Public Art Master Plan + Policy 2016 One challenge for Breckenridge up until 2014 had been developing a mechanism for a succinct way to support and promote arts, culture and creative experiences throughout Breckenridge. The resolution to this challenge came by way of the Public Art Master Plan + Policy which helped identify guidelines for future operational efficiencies for Town government and its citizens. By utilizing the benefits of a nonprofit tax and organizational structure, BCA efficiently runs all aspects of the arts and cultural operations. 34 29 | Page 35 30 | Page CARBONDALE, CO Arts and Cultural Master Plan Currently, the Town of Carbondale does not have a public art master plan; however, there are two Resolutions officially established to provide a framework for the Town’s public art program. The two guiding documents for Carbondale’s public art are: 1) Resolution for a 1%-for-the-Arts (2005-2014) authorization of funds to be used for art, specifically from Capital Improvement Projects 2) Resolution establishing a committee to oversee public art activities called the Carbondale Public Art Commission. Carbondale Overview The Town of Carbondale’s signature public art program is an annual, temporary sculpture-on-loan program called Art Around Town that occurs every May and which is juried by the Carbondale Public Art Commission (CPAC). Arts in Carbondale includes upwards of 200 creative organizations, businesses, artist studios, and artisans. Carbondale Arts has been a bedrock cultural organization for the Town's creative economy since the early 1970s. Its multi-day Mountain Fair is largely run by volunteers and attracts approximately 20,000 people annually, hosts 165 artisan vendors, and generates considerable sales tax for Carbondale. With the inception of the non-profit Carbondale Arts, other cultural institutions and activities gradually germinated, such as the 5Point Adventure Film Festival and Thunder River Theatre Company. In addition to visual and performing arts, healing arts are considered a cultural asset, so the community blends creativity and health with edible gardens, yoga, movement, SNAPSHOT Carbondale, Colorado, Garfield County Population 6,898 Carbondale.com Carbondalearts.com Social Media @carbondalearts @carbondalecreativedistrict Laurie Lindberg, Liaison Public Arts Commission (CPAC), Public Works llindberg@carbondaleco.net 970-510-1325 o | 970-319-2700 c Staff Size – 1 part-time (Carbondale Arts – 7 full-time) Entity Type Municipality Parent Agency Department of Public Works Budget Source General Fund Budget Range $21,000 Certified Creative District - YES Percent-for-Art Allocation Guidelines Planning Document 2012 Resolution-Public Art Commission 36 31 | Page ecstatic dance, and education. Sustainability is paramount. With creative education a core value, several local and regional organizations are committed to community arts education and select Aspen organizations such as Aspen Woods, The Aspen Community Foundation, Jazz Aspen, Aspen Music Festival, and Aspen Santa Fe Ballet are part of this effort. The Roaring Fork Cultural Council brings internationally, A-list speakers to the Valley. Forty percent of Carbondale’s population is Hispanic, so Latinx culture is a valued part of the local scene with many arts initiatives presented bilingually. Key Discovery Carbondale Arts publishes a Creative Industry Inventory with a searchable roster featuring local businesses and individuals working in the following categories: Studio Arts, Design, Media and Innovation, Culinary Arts, Healing Arts, Cultural Heritage and Performing Arts. This inventory is revenue generating such that an individual artist pays $25.00 per year for a listing and a business $50.00 per year. There are scholarships available if the fee is prohibitive. The inventory is accessible from kiosks throughout the town as well as on the Carbondale Arts website. Mission/Vision/Goals Carbondale Public Art Commission Mission o To evaluate sites within the Town of Carbondale appropriate for public art o To promote local artists’ work o To recommend to the Board of Trustees the purchase or other acquisition of works of art that are suitable for public display o To pursue all means of funding to purchase, promote and commission works of art o To work in cooperation with other public agencies and private individuals to promote art awareness Carbondale Creative District Mission Authenticity, heritage, creativity, and collaboration dominate the Carbondale Creative District vision with a mission to nurture a vibrant Carbondale community and economy through creative industry, collaboration, and artistic exploration. The Carbondale Creative District Road Map 2018 is based on nurturing and strengthening business, artists, and cultural organizations. Carbondale Arts Mission Building community through art is Carbondale Arts’ mission and this precept underlies its partnerships and collaborations with local governments, schools, artists, businesses, and other nonprofits. Carbondale Arts builds an inclusive and vibrant community through the arts, supporting Carbondale’s identity as a place that fosters creativity, collaborations, 37 32 | Page innovation, and artistic exploration. Their dedication to this mission has been essential to the history of Carbondale. Projects and Priorities for Carbondale Public Art Commission • Find ways to recruit new Public Art Commissioners that will cultivate next generation audiences • Inspire Public Art Commission to consider new, innovative partnerships and projects beyond Art Around Town. One example could be a collaboration with the Marble Symposium as the plinths and infrastructure for the Town’s public art sculpture came from Marble, Colorado Cultural Offerings, Arts Districts, and Collaborations Art Around Town, Department of Public Works Carbondale Public Art Commission’s (CPAC) premier program places 12-15 commissioned sculptures around Town annually on marble bases. Very few local artists submit work for the annual event which may be due to a modest honorarium of $900 per artist. The annual budget for the program is $21,000 per year which covers marketing, honoraria, and installation. The Town does not have a professional art handler to help clean, conserve, and secure works of art, so maintenance largely falls to Public Works. Carbondale maintains approximately 30 works of art in its permanent collection. The Carbondale Public Art Commission rarely partners with other entities, since it is single- minded when it comes to Art Around Town, which is a substantial endeavor to execute. There is little crossover between CPAC and Carbondale Arts, and they currently do not reach out to Anderson Ranch or the Powers Art Center among other neighboring cultural organizations. The plinths for the annual Art Around Town sculpture bases were upgraded to marble and sourced from Marble, Colorado. Not only were new pedestals desperately needed due to aging and outdated design, but the new marble pedestals establish a consistent visual infrastructure for the program. Sourcing these bases for the Town’s temporary and permanent sculpture was a gamechanger for artists and elevated the presentation of their work. Carbondale Arts Carbondale Arts manages the Carbondale Certified Creative District established in 2016. They are very active in the community, providing the lion’s share of cultural programs. Examples of their programs and programming involvement include: 38 33 | Page • the Rio Grande ARTway, a creative placemaking project in collaboration with the Roaring Fork Transportation Authority, The Valley Settlement Project, The Carbondale Rotary Clubs, the Colorado Health Foundation and Live Well Colorado • the transformation of the Carbondale Public Schools into Creative Learning Labs with the Carbondale Creative District • continued collaborations with local businesses, Town government and artists around events like First Fridays, Dia de los Muertos, Green is the New Black Sustainable Fashion Show, Five Point Film Festival, Potato Day, and the Carbondale Mountain Fair • new collaborations around affordable housing and artist displacement • 2017 retrofit of a 1991 international school bus into Rosybelle, the Mobile Maker Space, a fully equipped travelling classroom providing arts education and creative experiences throughout the Roaring Fork Valley • Mural Express Project: partners include: The Embrey Family Foundation and The Marlane Miller Fund • support of anchor organizations such as the Clay Center, Thunder River Theater Company (winner of 2012 Henry Award for outstanding regional theater), Third Street Center (opened in 2010; mixed use space for both for- and non-profits; serves as an incubator and community center focusing on high profile social and environmental issues. It receives no city funding) Rio Grande ARTway Master Plan, Carbondale, CO The Rio Grande ARTway, a collaboration between Carbondale Arts and the Roaring Fork Transportation Authority, is a creative placemaking project located on a one mile stretch of non-motorized, paved trail running through downtown Carbondale. This park has been designed by 7th graders at the Carbondale Middle School with help from NJD Studio, Land+Shelter Architects and the community, and will be implemented in the Spring of 2021. An archway created by over 35 artists in the Roaring Fork Valley heralds the entrance to the ARTway. Installations, murals and history can be found along this one-mile stretch as well as creative institutions such as the Carbondale Clay Center, Studio for Art + Work, and True Nature Healing Arts. Rio-Grande-Artway-Masterplan 2015 pdf Carbondale Certified Arts District The key characteristics of the Carbondale Arts District are noted here in the standard format used for all 23 Arts or Creative Districts, as classified by Colorado Creative Industries (CCI). Carbondale Arts District is structured as a 501c3; has an annual budget range over $200,000; receives revenue support from programming, memberships and philanthropy from individuals and foundations; largest grant from CCI is under $50,000; has more than 3 39 34 | Page employees; geographically is considered rural mountains; is within a population of under 50,000; with Carbondale’s economic drivers primarily tourism, and outdoor recreation. Funding Sources The Carbondale Public Art Program under Public Works received $21,000 in 2020 and expects $21,000 in 2021. This money comes from the Town’s Operations and Maintenance budget line. While there is a 1%-for-art guideline, there are rarely development projects that qualify, nor are there any tax dollars funneling into the Carbondale Public Art Commission’s (CPAC) budget. However, when a sculpture sells from the Art Around Town program, 25% of the proceeds return to CPAC and are held in a capital account. Some of the purchases are made by CPAC members who then donate the sculpture back to Carbondale. The annual $21,000 comes from the Town’s General Fund. Carbondale does not apply for grants. Carbondale Arts operates as a charitable 501c3 with the purpose of providing arts programming to public schools, festivals, exhibitions, and other cultural experiences. The revenue is included below to demonstrate the economic impact from this organization. The organization is a driving force supporting the Town’s arts economy. Carbondale Arts’ operating budget from 2017 – 2019 has remained relatively consistent: 2017: Revenue-$910,498 2018: Revenue-$690,260 2019: Revenue-$888,027 Salaries & Wages 2015 - $142,242 2016 - $177,630 2017 - $206,867 Program services to total expenses – 93% Fundraising expenses to contributions – 6% Marketing and Social Media Marketing and communications are top of mind to groom and excite the next generation of arts enthusiasts. Carbondale Public Art Commission’s Art Around Town’s related marketing, web page updates, and social media for Public Works’ and CPAC’s Facebook page is done under the direction of CPAC. CPAC, with Laurie Lindberg’s help, utilizes Facebook for the annual call for artists submissions vs. CaFE. For print marketing, each year approximately 500 cards are printed to promote the Art Around Town sculpture event. Each sculpture gets a custom plaque on its marble base with 40 35 | Page the pertinent details about the work such as artist’s name, title, date created, the artist’s website, and its selling price. Art Around Town and Permanent Sculpture “Story Maps” The link below provides thumbnail illustrations and all plaque details (including sales prices) for the 2018 and 2019 Art Around Town sculpture event. It also provides illustrations and plaque information for Carbondale’s permanent sculpture collection. Social Media / Websites Carbondale Arts has a strong Instagram presence. They have 2,791 followers and use the account name @carbondalearts, which is consistent for their Facebook presence, where they have a higher following of 3,248. Their Instagram page is on brand with professional photos. The Town of Carbondale Public Arts Commission has a presence on Facebook and on the Town of Carbondale’s website with 581 followers. Their page is more of a grassroots presence, though it is specific to public art, and does not go off message with unrelated posts. Governing Structure, Policies and Documents Carbondale Public Art Commission The Carbondale Public Art Commission (CPAC) falls under the Department of Public Works. CPAC is a volunteer commission to which interested citizens apply and consists of 15 members appointed by the Board of Trustees. If after attending three meetings, CPAC leaders consider an applicant a good match, they remain for a 3-year term. Public Works, which is responsible for the streets, sidewalks, and fleet maintenance for the Town of Carbondale, assists the CPAC and is responsible for the installation of sculptures for the annual Art Around Town program and special events. Resolution for Public Art Commission In 2012, a resolution to establish the Carbondale Public Art Commission was approved and the guidelines remain virtually identical to this day. The Carbondale Public Art Commission is semi-autonomous with latitude to select sculpture for the annual Art Around Town program, since it has support from the Town Manager and Board of Trustees. RESOLUTION NO 21 (carbondalegov.org) Resolution for 1% for Public Art The Town of Carbondale passed a resolution (2005-14) creating a "One Percent for the Arts" program. The intent was 1) to enhance the aesthetic environment of its public spaces, buildings, and property by integrating high quality urban design and art into its capital improvements projects, and 2) to create a more visually pleasing environment and expand 41 36 | Page the opportunities for residents and visitors to experience quality works of art by facilitating the acquisition, display, and development of such works of art in public places. The ordinance authorizes the allocation of funds for art in the construction of certain town capital improvements projects, establishes a method of calculating art appropriations for town capital projects, provides for an art selection process, and establishes a separate "1% for the Arts Fund." Carbondale Creative District and Carbondale Arts Carbondale Arts is the collaborative partner and fiscal agent of Carbondale’s Certified Creative District which was established in 2016. Carbondale Arts celebrates 50 years of community-building and creativity in 2021. It aims to build an inclusive and vibrant community through the arts, supporting Carbondale’s identity as a place that fosters creativity, collaboration, innovation, and artistic exploration. Among hosting myriad programs and events, it provides bilingual music and art classes for public school children as well as dance studios, gallery and event space. https://www.carbondalearts.com/. It also has its own Board of Trustees. The plan for the Carbondale Creative District included public input via surveys and meetings as well as the hiring of consultants to assist with the rigorous certification process which included data analysis and setting strategy. The Creative District regards renewable energy, education, and design as a creative industry. During the master plan development process, a Creative District Task Force was formed with four mandates: • Governance • Economic vitality • Marketing and Outreach • Connectivity and wayfinding The result is the Carbondale Creative District Roadmap 2017. The Creative District is overseen by a Governance Committee which serves staggered 3-year terms and acts as a decisive point of communication for all decisions, rules, and guidelines. It is comprised of 11-15 members appointed by the Carbondale Arts Board of Trustees. To foster diversity, committee stakeholders are meant to represent tourism, business, arts non- profits, artists, the local Latino community, different generations, LGBTQ and BIPOC. http://www.carbondalecreativedistrict.com/ 42 37 | Page COLORADO SPRINGS, CO Public Art Master Plan Colorado Springs’ Public Art Master Plan was approved by City Council in November 2020 after a nearly 2-year timeline. The City of Colorado Springs began its public art activity decades ago with varying levels of procedures and staff support, which led to significant inconsistencies and confusion. The City recognized that it needed a master plan, which was led by Cultural Services Division Manager, Matt Mayberry, with hired consultants. The Master Plan took longer than anticipated, as can be common, due to public input and revisions. It cost roughly $50,000. While the Master Plan has been adopted, it remains aspirational until monies are formally allocated. Implementation efforts requiring financial support will likely be delayed until the City’s 2022 budget is formulated beginning in May 2021. Colorado Springs Overview A grassroots public art program has existed in Colorado Springs at least since the 1980s. Since 2001, the public art program has been administered by the Colorado Springs Pioneers Museum (CSPM). The CSPM maintains collection data on the public art on City property, which has approximately 99 works of art. Most of these works are located downtown – eight artworks are on the grounds of the museum, 12 on Pikes Peak Avenue, and five are in Acacia Park. Unfortunately, there is no thematic connection among the works of art and no public funding to commission new temporary or permanent installations with a concerted curatorial view. The City lacks a bonified public arts expert charged with project managements and oversight. Approximately 1 ½ staff keep the program running, including a seasonal position focused on maintenance. The Museum has almost exclusively focused on collections management, with collections development and curatorial decisions largely left to donors and the City Council appointed Public Art SNAPSHOT Colorado Springs, Colorado, El Paso County Population 478,221 coloradosprings.gov/publicartcos Social Media @cityofcos @downtownColoradoSprings @publicartcommission Matt Mayberry, Cultural Services Manager 719-385-5636 o 719-492-2153 c matt.mayberry@coloradosprings.gov Salary Range $148,142 - $208,074 Staff Size – 1.5 Entity Type Municipality Parent Agency Parks, Recreation and Cultural Services Department Budget Source General Fund Aspirational Budget $121,000 Certified Creative District YES Percent-for-Art Allocation NO Planning Document Public Art Master Plan, Nov 2020 43 38 | Page Commission. Currently, Mayberry is seeking approval for a Public Art Expert to coordinate program development and curatorial duties at an estimated cost of $65,000 or $85,000 with benefits. This is an extremely modest figure and will likely translate to part-time hires. Some key 2018 Colorado Springs Renowned Culture Indicators include: • 11,320 creative jobs • Total industry earnings $685,500,000 • Cultural non-profit revenues $68,300,000 • Approximately $2.11 per capita State Agency Grants awarded in 2015 • The Creative Vitality Index (CVI) for Downtown Colorado Springs is nearly six times the national average Unique about the program The Colorado Springs Public Art Master Plan is wisely indexed to several local and regional plans to allow strategic, long-term visions to coalesce more seamlessly. These include: • Comprehensive Plan for Colorado Springs (Chapter 6 “Renowned Culture”) • Cultural Master Plan of the Cultural Office of the Pikes Peak Region (Goals 1 and 2), • Plan COS, 2019 Colorado Springs 20-year Development Plan Key Discovery: Colorado Springs has not prioritized public funding for the arts for many years, but with the adoption of its first Public Art Master Plan is truly beginning to bloom. Its annual aspirational budget is $124K. Mission/Vision/Goals Vision The City of Colorado Springs Public Art Program reinforces Colorado Springs’ reputation as a special cultural destination and state leader in the creative economy. The City’s public art collection is a legacy that will remain in place for future generations to enjoy and celebrate. The public process and resulting artwork will be a valuable catalyst to build community by enriching more neighborhoods and public spaces throughout the City, creating a sense of place, and celebrating collective history. Public art will be integrated into all City initiatives, developments and planning projects as standard practice. Mission To build a robust, impactful, and more widely accessible Public Art Program funded and 44 39 | Page staffed by the City of Colorado Springs while leveraging private-public partnerships, collaborating with City departments, and engaging local talent. Projects and Priorities Of the new Master Plan recommendations that were adopted as of November 2020, Mayberry states “Our next steps will be to start teasing apart the goals and strategies and fleshing out ideas and priorities. We do not yet have a lot of details or intentions beyond what is shown in the plan. In terms of the roster (Goal 5, Strategy 1 in the Master Plan), my purpose would be to create a pre-qualified list of local artists and examples of their work that could easily be provided to developers and others that may wish to hire someone for a project. There is a recommendation from the Master Plan consultants to spend $1,000- $2,000 as seed money for smaller neighborhood programs.” Priorities include • Finalizing 2022 budget to begin implementation of Public Art Master Plan • Securing more staff for implementation, specifically a Public Art Specialist/Expert • Keying into the Cultural Office of the Pikes Peak Region’s Master Plan as well as complementing art strategies and goals embedded in other Colorado Springs’ municipal departments’ master plans • Identifying new locations for public art outside of the Downtown Creative District Cultural Offerings, Arts Districts, and Collaborations Art in Public Places Collection (a subset of Colorado Springs’ permanent holdings) With no dedicated funding in place for commissioning public art, most of the 50-permanent works included in the Art in Public Places collection have been donated by private citizens and community organizations. Art on the Streets US Bank is the founding sponsor of Colorado Springs’ Art on the Streets (AOTS) program which celebrates the power of art in public places, while turning the streets of Downtown Colorado Springs into a yearlong outdoor sculpture gallery. More than 300 artworks have been exhibited Downtown since AOTS began in 1998, and Downtown is home to more than 50 permanent works, over 30 of which have been purchased through AOTS. There are downloadable walking tours replete with maps at the URL https://downtowncs.com/live/arts-and-entertainment/aots/. Art on the Streets is a juried program. 45 40 | Page Downtown Colorado Springs Creative District A state-certified Creative District since 2014 and recertified in 2019, Downtown is home to world-class concert halls, museums, colleges, galleries, and studios. Historic buildings and public art line the streets, and craft purveyors of beer, spirits and coffee enhance the eclectic culinary scene. The key characteristics of the Downtown Colorado Springs Creative District are noted here in the standard format used for all 23 Arts or Creative Districts in Colorado, as classified by Colorado Creative Industries (CCI). The Downtown Colorado Springs Creative District is structured as a 501c3; has an annual budget range between $101,000 and $200,000; receives revenue support from the Downtown Development Authority (DDA); receives a grant from CCI which is under $50,000; has 1 or fewer employees; geographically is classified as “rural plains” but it can be argued that Colorado Springs is an urban center; and has a population 400,000+ with Colorado Springs economic drivers being tourism, a Main Street, and a college town. CCI does not identify Colorado Springs with the characteristics of a major employment center, but with a strong military presence and prime aerospace contractors, these attributes should be included. There is also an argument for outdoor recreation being among one of Colorado Springs’ economic drivers, especially since the US Olympic Training Center is located there. Funding Sources Aspirational Budget Recommendations The 2020 Colorado Springs Public Art Master Plan offers a 5-year budget recommendation that includes program and staff hiring goals. The budget range for 2021 through 2024 is between $95,000 to $131,000. Challenges Colorado Springs’ largest challenge is establishing a dedicated funding source for its Public Art Program due to divergent municipal priorities and a lack of full commitment to the arts from the community. The Public Art Master Plan is aspirational and needs a clear path forward for funding and execution. Total spending ranges from $95,000 to $131,000 per year. Colorado Springs Urban Renewal Authority Public Art Goal Fortunately, the Colorado Springs Urban Renewal Authority Public Art Goal encourages public art in private development. Their website states the following which pertains to 1%- for-art guidelines on urban renewal projects: 46 41 | Page The Colorado Springs Urban Renewal Authority recognizes the importance of public art in the success of its redevelopment efforts and, therefore, establishes the following requirements for each urban renewal project. The redeveloper shall provide and install artwork reviews by the Authority and/or the Art Commission of Pikes Peak Region when artwork is exhibited on public property (parkland, sidewalk easements, etc.). The total amount to be expended by the redeveloper on artwork shall not be less than one percent (1%) of the estimated cost to be incurred in the construction, rehabilitation, renovation, remodeling, or other constructed improvements within the redevelopment area, unless otherwise negotiate with the approval of Colorado Springs Urban Renewal Authority.5 The above notwithstanding, Colorado Springs has a Creative Vitality Index (CVI) 1.77 compared to the national average index of 1.0 for the U.S., as defined by the Western States Arts Federation (WESTAF). Grants Recently, Colorado Springs received a grant from the National Endowment for the Arts (NEA) for an art implementation project in the southeast part of Colorado Springs which is primarily a minority community. The project is likely to be sited in a popular local park. It was the grant writer in the Colorado Springs’ Parks Department who found the opportunity and co-applied with Matt Mayberry. Public and Private Philanthropy Matt Mayberry reports that the Public Art Program has a history of relying on wealthy, citizen philanthropists as saviors who subsidize program costs. Corporate sponsorship from entities like US Bank for Art on the Streets is a model to emulate as well as applying for grants when possible. A ballot initiative on a LART tax, which at present is very low in Colorado Springs, could also bear fruit. There is no support for a %-for-art ballot which has failed previously. $15K from the State Lottery goes towards maintaining the City’s art collection. 5 See © Creative Vitality™ Suite www.cvsuite.org, *DATA SOURCES: National Assembly of State Arts Agencies, National Center for Charitable Statistics (NASAA) CREATIVE VITALITY SUITE: The Creative Vitality Index compares the per capita concentration of creative activity in two regions. Data on creative industries, occupations, and cultural nonprofit revenues are indexed using population-based calculations. The resulting CVI Value shows a region’s creative vitality compared to another region. 47 42 | Page Visit Colorado Springs The visitors bureau of Colorado Springs and the Pikes Peak Region, called Visit COS, is majority funded by a voter-approved Lodgers and Automobile Rental Tax (LART). Mayberry stated that while Visit COS is theoretically supportive of the arts, it is unlikely that they will want to divide the financial pie with another entity such as an arts and cultural program. Marketing and Social Media Marketing Public Art Currently, the City’s Communications Department has assisted with public art marketing efforts. New support sources are likely to come out of conversations with the Public Art Commission. PeakRadar, a cultural calendar for the Pikes Peak Region sees the value of promoting arts and culture for the region, and Colorado Springs lists events with them including the locations of their public art collection. PeakRadar had a representative on the Master Plan Steering Committee and contributed a token amount to the creation of the master plan. Social Media There are three social media accounts used between Instagram, Facebook and Twitter. These largely promote Colorado Springs, not specifically art within the City or region. The account @CityofCOS is used consistently between all three primary social media applications, with between 35,000 and 57,000 followers. The City uses a secondary account for Downtown which is also consistent, @downtownCS, @downtown_cs and @downtowncoloradosprings, each having approximately 10,000 followers. Specific to the arts, there are only two hashtags found with which social media users are tagging the arts, either #PublicArtCOS or #coloradospringspublicart. As of this writing, each has been used only 10 times by Instagrammers in early 2021 and the Twitter account does not appear active. For the Pikes Peak Arts Council, the Instagram account is @pikespeakartscouncil with approximately 1,300 followers, and the same hashtag has been used by Instagrammers about 150 times. No Twitter account was found for the Pikes Peak Arts Council; however, there is a Facebook account for the Pikes Peak Arts Council with approximately 2,700 followers. Governing Structure, Policies and Documents Public Art Master Plan In November 2020, Colorado Springs’ City Council voted to adopt its first Public Art Master Plan. Its adoption by City Council followed endorsements by the City’s Public Art 48 43 | Page Commission, the Planning Commission, Parks, Recreation and Cultural Services Advisory Board, and the Colorado Springs Pioneers Museum Board. The community-based and action- oriented document aims to better educate and inform residents on the importance of public art as a place-making tool for creating and inspiring community identity. It also provides numerous, prioritized goals and strategies for the growth and sustainability of a public art program. The Pioneers Museum’s staff will play a significant role in implementing the Plan’s goals and strategies but will be rather stretched to do so, with staffing and funding being the fundamental issues. The Public Art Master Plan is also known as Public Art COS. Why Public Art Matters The City developed language to make a case for the value of public art. It contains images of some of the popular outdoor sculptures in the collection. Public Art Commission The Public Art Commission (PAC) was established in 1982 by the City of Colorado Springs and El Paso County. A 12-member all volunteer board, including two elected officials serving as liaisons from Colorado Springs City Council and El Paso County’s Board of Commissioners, the Commission is charged with acting in an advisory capacity to evaluate, advocate, stimulate and facilitate matters of public art and culture. The Public Art Commission often works with the Colorado Springs Parks Department. Challenges for the Public Art Commission There are two primary concerns for the Public Art Commission: 1) Promoting the more than 99 pieces currently in the Art in Public Places collection and located throughout the City of Colorado Springs and El Paso County and 2) working to get more art into public spaces and buildings, especially those outside of the Downtown core. Master Plan Steering Committee During the formation of its Public Art Master Plan, Matt Mayberry created an 11-member Steering Committee comprised of highly qualified creatives from a range of related industries, representatives from the Public Art Commission, community members, City Parks and Recreation employees etc. Looking forward The Colorado Springs Public Art Commission (PAC) convened in December 2020 for its first meeting to discuss how to break down the Plan’s goals and strategies. Staffing and oversight of the master plan is a pressing concern, and it is likely that implementation will be delayed 49 44 | Page until the City develops its 2022 budget and the PAC can put out pointed asks for unfunded program priorities as well as hire a public art specialist. Ideally, the Public Art Commission will investigate new and conducive sites for public art outside of the popular Downtown Creative District. This might include Old Colorado City which could benefit from an Art on the Streets-type program. There are other neighborhoods undergoing rapid gentrification that could be ripe as well, such as Ivywild and Knob Hill. There is also a growing interest in mural art that uses city infrastructure as a “public canvas” and envisions projects along waterways that can help with graffiti mitigation. 50 45 | Page FORT COLLINS, CO Arts and Culture Master Plan Fort Collins’ first Arts and Culture Master Plan spanned 2008- 2018 and was revised for 2019-2029, renamed the FoCo Creates Arts and Culture Master Plan. The 2008 10-year Plan pertained primarily to facilities and capital improvements, including moving The Pioneers Museum to a new building and renovating The Lincoln Center. The 2019 Plan focuses on equity, programming, and marketing goals. During the FoCo Creates Arts and Culture Master Plan update, one primary and one part-time individual were assigned to the project. Jim McDonald was able to lean on the City’s finance and communications staff as well. Day-to-day, Jim has one assistant. He will request two more positions for the Master Plan’s execution, a program person, and a community liaison (a bridge between the city and the larger creative sector). Fort Collins Overview The Cultural Services Department in Fort Collins originated with the opening of The Lincoln Center, a performing and visual arts complex, in 1978. The Lincoln Center is home to approximately 26 non-profits that co-utilize the space, including a dance program for people with disabilities and event rentals. It was funded through a community initiative called “Designing Tomorrow Today” that resulted in a voter-approved $2.2 million capital improvements tax, with the community raising an additional $300,000 to complete. The Fort Collins Cultural Services Department oversees a suite of city-managed cultural sites including The Lincoln Center, Gardens on Spring Creek, Ft. Collins Museum of Discovery, Art in Public Places (approximately 25 years old), the Carnegie Center for Creativity, and the Fort Fund Grant Program. In aggregate, approximately 44 full-time and 140 hourly city employees (some SNAPSHOT Fort Collins, Colorado, Larimer County Population 170,243 https://www.fcgov.com/artspublic/; www.dfccd.org/ Social Media @focoarts @dfccd Jim McDonald, Director of Cultural Services, Cultural Services Department 970-416-2935 o jmcdonald@fcgov.com Salary Range $114,000 Ellen Martin, Manager of Art in Public Places Program (AIPP) 970.416.2789 emartin@fcgov.com Salary Range $75,000 Staff Size – 3.5 Entity Type Municipality Parent Agency Culture and Recreation Budget Source General Fund, Earned Revenue, Grants, Tax Initiatives Budget $3,100,000 for all venues Certified Creative District YES Percent-for-Art Allocation YES Planning Document FoCo Arts and Culture Master Plan 2019- 2029 51 46 | Page seasonal or part-time) keep the portfolio of organizations running. Fort Collins was certified as a Colorado Creative District in 2016 and will be up for recertification in 2021. Fort Collins has won a Governor’s Award for its arts accomplishments. Economic Impact from Arts and Culture Fort Collins had plans to work with Michael Seamen at Colorado State University on an economic impact study that was postponed due to COVID-19. Jim McDonald and the City of Fort Collins also follow the work of Richard Florida, well-known for his dedication to Creative Placemaking. Florida was recently invited by the Mayor and the City’s Futures Committee to do a web presentation on cities coming out of the pandemic. Click here to listen to Richard Florida in conversation with Fort Collins, 2020. Key Discovery: FoCo Creates Arts and Culture Master Plan’s overarching success is closely tied to how it directly supports, complements, and enriches strategies articulated in other pivotal City plans such as the Downtown Plan, Economic Health Strategic Plan, and Fort Collins City Plan. These synergies optimize interdepartmental cooperation and resources and yield memorable results for residents. While community engagement could have been more robust during the planning process to attain equity and inclusion goals with online surveys, public meetings, etc., the takeaway is that City Council now lives and breathes the plan. Mission/Vision/Goals Vision The Vision Statement for the FoCo Creates Arts and Culture Master Plan encompasses 10- year outcomes as articulated by community members and plan participants, including the community-wide leadership committee, subject-specific task forces, participant input from community meetings, and survey results and online comments. • Arts and the creative culture in Fort Collins are inclusive and equitable for all residents and visitors. All members of the community, their cultures and art are recognized for contributing to the strength and unique character of the city. • Fort Collins is recognized as a destination arts, culture, and creative community with robust and diverse cultural offerings. The arts, and the values and vitality they provide, are recognized, and supported attributes in building a healthy community. The creative sector is integral to drawing innovative and creative companies and people to live, work and play in Fort Collins. 52 47 | Page • The Fort Collins creative sector is regarded as a comprehensive network, including independent artists, nonprofit and for-profit organizations and businesses, government, educational institutions, philanthropic organizations, associations, and other creative industries. Through collaborations and partnerships, the creative sector and industries are promoted and more visible, supporting an expanding creative economy. • Fort Collins residents experience and engage in art experiences throughout the city, including neighborhoods, schools, parks, and gardens, gathering places and the City’s cultural venues. Residents value arts, culture, and creativity as essential to the health and well-being of the community and have access to lifelong learning through the arts. Projects and Priorities • IDEA (inclusion, diversity, equity, accessibility) • Attracting creative companies and people to the City to increase vitality • Community engagement; arts for all • Budget and staffing approvals Cultural Offerings, Arts Districts, and Collaborations Downtown Fort Collins Creative District Fort Collins was certified as a Colorado Creative District in 2016 and will be up for recertification in 2021. Peggy Lyle is the staff person who runs the Certified Arts District. The key characteristics of the Downtown Fort Collins Creative District are noted here in the standard format used for all 23 Arts or Creative Districts in Colorado, as classified by Colorado Creative Industries (CCI). The Downtown Fort Collins Creative District is run through the City municipality; has an annual budget range between $25,000 and $50,000; receives revenue support from the Downtown Development Authority (DDA) and Local Municipality; receives a CCI grant that is less than $50,000; has 1 or less employees; geographically is classified as rural plains; and has a population under 400,000; with Fort Collins economic drivers being a Main Street, college town, and outdoor recreation. Collaborations New Police Training Facility A unique public art collaboration emerged when the two cities of Loveland and Fort Collins partnered on a new police training facility to be shared between the cities. This endeavor provided an opportunity to increase public art budgets and town staff to commission a work of art for approximately $160,000. The art commission is structured 53 48 | Page by an intergovernmental agreement between the cities, a hybrid artist contract which Suzanne Janssen, Manager of Loveland’s’ Art in Public Places program, is managing. Bohemian Foundation Based in Fort Collins and founded in 2001, the Bohemian Foundation is a private family foundation that supports local, national, and global efforts to build stronger communities in four areas for which their music programming is interwoven with Fort Collins’ Art In Public Places program to put artist-painted pianos on the streets. Piano Project Ellen Martin, Arts in Public Places Director, and the Bohemian Foundation created the Piano Mural Project. For the past ten years, new pianos are donated every year, painted by artists, and placed around town. Approximately 100 pianos have been painted with a $1,000 stipend to each artist. The Bohemian Foundation pays Arts in Public Places for staff, maintenance, and the drafting and management of contracts. Art in Public Places Projects – Celebrating 25 years Ellen Martin has managed the Art in Public Places program since its inception in 1995. It is well-known for brokering public/private partnerships to place art in both high-traffic and unique areas in Fort Collins. In any given year, she has up to 60 projects in various stages of development. Most of these projects have a higher purpose and address pressing social issues including water quality, education, beautification efforts, COVID- 19-initiated open plaza and street redesigns, etc. Vibrant Neighborhoods Grant Program Artist Kristen Vohs was selected to create a mural on the south wing walls of the Turnberry underpass located on the southeast corner of Turnberry and Richards Lake Roads. This project is a collaboration between the City of Fort Collins’ Art in Public Places Program and Neighborhood Services Department, the Maple Hill HOA, and Fort Collins artist Kristen Vohs. Downtown Barrier Murals The Art in Public Places and Engineering Department, in collaboration with the Downtown Fort Collins Creative District and the Jason and Lucy Greer Foundation for the Arts, commission local artists to paint temporary murals on the concrete barriers around outdoor dining areas throughout downtown. Credit goes to the Downtown ACE Hardware for their donation of paint for the murals. $500 is the commission amount for murals on concrete barriers each year. 54 49 | Page Utility Boxes The Art in Public Places Program pays artists a minimum of $1,200 for the ornamentation of each utility box. Music Scene Previously a touring musician with These United States and Ark Life, Jesse Elliott formerly consulted for Colorado Creative Industries on catalyzing the State's music industry before taking the reins as Director of the Fort Collins’ music scene in 2016. Elliot is no longer with the project, which is not a certified or circumscribed geographic district, but rather a program of the Bohemian Foundation. Social and economic impact from the music district includes 15 music venues in Downtown Fort Collins with five of those venues being owned by the City. These venues provide infrastructure that offer 118 annual events, 1,411 hours of reservations for rehearsal rooms, practice, lessons, and meeting rooms; 32,000 total square feet of venue space; and 4,329 people through the doors. The 2019 Creative Vitality Suite reports there are 760 musicians and singers in Fort Collins and industry earnings for artists, writers and performers equates to approximately $35,000,000 annually, up 4% from 2018. Funding Sources Despite Fort Collins' depressed revenues in 2020 due to the impact of COVID-19, the Culture and Recreation's 2021 proposed budget unequivocally confirms the Department's elevated status within City life. Its mission is a clear priority, since it aligns with several Fort Collins city department plans, as well as City Council's 2021 desired outcomes and themes. As a measure of the sector's strength, Culture and Recreation represents nearly 5.5% of Fort Collins' overall budget. Yes, there were some scale backs to staffing, operations, hours, and programming in town-run museums and gardens, but public art initiatives remain stable and healthy. Budget Allocations The 2021 Culture & Recreation budget has been approved at $3,100,000 and covers all City venues under the Cultural Services aegis. Specific to the Art in Public Places allocation, the 2021 budget is a total of $448,132, coming from various CIP projects. The 2021 allocation for staff is just under $110,000. Tax Funding In April 2015, Fort Collins voted on a second 10-year $.25 cent tax renewal dedicated to community improvements. City-run institutions and multiple tax initiatives including BoB (Building on Basics) which was established in 2006. 55 50 | Page General Fund The City’s General Fund allocations to arts and culture must be spent in full by year’s end or is reallocated to other City departments. Donations The Art In Public Places Program receives some cash donations. Fort Fund Grants Program supports arts and cultural events that enrich the creative vitality of the community, promote local heritage and diversity, provide opportunities for arts and cultural participation, help promote Fort Collins as a cultural center and tourist destination, and promote the health and well-being of all residents and visitors. Established in 1989, the program distributes lodging tax revenues deposited in the City’s Cultural Development and Programming Account and the Tourism Programming Account in accordance with the provisions of Section 25-244 of the City Code. There are three funding categories. Local non-profit organizations may apply to Fort Fund for cultural and/or tourism event support. The Cultural Resources Board is authorized to review grant applications based on approved guidelines and make recommendations for Fort Fund grants to City Council, pursuant to Section 2-203(2) of the City Code. For more detailed information, please refer to the Fort Fund guidelines: https://www.fcgov.com/fortfund/pdf/fort-fund- guidelines.pdf. Capital Improvement Projects (CIP) Specific to funding from CIP, the 1%-percent-for-art Ordinance requires City construction projects with a budget over $250,000 designate 1% of the project budget for art. Any project budget over $50,000 requires an artist be selected to join the Design Team. This is one of the unique elements of the Art in Public Places Program (AIPP) and was one of the first in the country to require artists on design projects. The AIPP funding policy is composed of three tiers plus a donation procedure: • 1% Projects The first tier consists of construction projects estimated to cost over $250,000. One percent of the estimated cost of these large projects is designated for works of art. • Design Consultant Projects The second tier consists of projects costing between $50,000 and $250,000. The project architect or engineer of these projects must utilize an AIPP-approved 56 51 | Page artist to participate in the design of the project for the purpose of incorporating works of art into all aspects of the project, both functional and aesthetic. • All Construction Projects The third-tier states that the City will try to incorporate artistic and aesthetic values in all construction projects, including those costing less than $50,000 and in all purchases of personal property that may be located or used in places open to the public. • Donations The Art in Public Places Board reviews and maintains donations of art made to the City. Marketing and Social Media The Master Plan is integral to drawing other creative companies and innovators to Fort Collins and is regarded as essential to the health and wellbeing of the community. Goal 5 of the FoCo Creates Arts and Culture Master Plan focuses on designing a dynamic brand identity for the City’s creative sector. Jim McDonald realizes they cannot do this alone and will work closely with Visit FC, the City’s tourist bureau. Each facility under the Cultural Services Department has its own social media accounts, some of which include Twitter (The Lincoln Center and Fort Collins Museum of Discovery). The social media accounts used for Public Art are Instagram and Facebook. Between the Instagram and Facebook accounts, there are just under 2,000 followers each. Social Media Accounts • @focoarts • Instagram @fococreativedistrict • Pinterest /fococreative • www.facebook.com/dfccd/ • www.facebook.com/PublicArtCommission Governing Structure, Policies and Documents Art in Public Places is funded in accordance with City Ordinance No. 20, 1995 and enacted in City Code Chapter 23, Article XII. The consultant fee for the updated FoCo Creates Arts and Culture Master Plan was $75K, but final costs came in just under $100K. There were three main Master Plan stakeholder groups during the updating process: 1. Cultural Equity and Inclusion 2. Fort Collins Music Task Force 3. Leadership Committee 57 52 | Page Policies The Art in Public Places Board (AIPP) is made up of 7 voting members. The most recent annual AIPP Board Report is 2018, reviewing many successful projects in numerous areas that promote a diverse, rich, cultural vitality for the City. The annual AIPP Board work plans are accessible to the public. The program has policies for donations, maintenance, and deaccession. 58 53 | Page JACKSON HOLE, WY Arts and Cultural Master Plan The Jackson Hole Public Art program is guided by The Town of Jackson: Public Art Guidelines. Additionally, they created a resource for other communities called the Public Art & Placemaking Toolkit for Rural Communities. Since 2012 the Town of Jackson has focused on developing a vision for impacting public spaces by supporting Creative Placemaking philosophies. This is accomplished by involving partners from public, private, corporate, and nonprofit sectors to “shape the physical and social character for arts and cultural activities.” Creative Placemaking allows for the commissioning of temporary works that offer serendipitous moments of pause. Jackson Hole Overview Geographically, Jackson Hole describes the Town of Jackson and the 42-mile-long Jackson Hole Valley of Teton County, Wyoming. Arts and cultural offerings discussed here subsume this geography, which includes Teton Village and the ski resort, all of which the Jackson Hole Public Art Program serves. Teton County is also the home of Yellowstone National Park, drawing many tourists. Unique About the Program: Of the municipalities selected for this study, the Jackson Hole Public Art Program rises to the top for exciting work on Creative Placemaking for neighborhoods that surprise, delight, and invite participation. Jackson Hole Public Art does a great deal with a relatively small budget. The Public Art Administrator and the Public Art Task Force are lobbying for a percent-for-art ordinance in the municipal code to create a dedicated funding source. Carrie Geraci started her position in 2010 and officially established a 501c3 in 2012 under which the program operates. Geraci has served on the Americans for the Arts Public Art Network Advisory Council, giving her great insight into industry happenings nationwide. Today, Geraci’s SNAPSHOT Jackson Hole, Wyoming Teton County Population 10,429 Jhpublicart.org Social Media @jhpublicart Carrie Geraci, Director Jackson Hole Public Art (501c3) P.O. Box 4413 Jackson, WY 83001 307-734-9026 carrie@jhpublicart.org Staff Size 1-Full-time, 1-2 seasonal part-time Salary Range $60,000 - $80,000 Entity Type 501c3 Budget Source Mostly Private funding with Town Grants Budget Range Private-$350,000 range Town Grants $130,000 Certified Creative District-NO Percent-for-Art Allocation Voluntary. Aspirational Planning Document 2013 Public Art Plan 2016 Public Art Tool Kit for Rural Communities 59 54 | Page position is as a consultant to the Town of Jackson under the 501c3. She performs as a consultant to separate clients who are building public art programs in rural communities or who need guidance to navigate the process of commissioning works of art. Key Findings Jackson Hole Public Art gets an enormous amount of programming done with moderate resources. The focus of the program is to create engagement opportunities for the public by shaping ‘the physical and social character of a neighborhood, town, tribe, city or region around arts and cultural activities. Creative placemaking animates public and private spaces, rejuvenates structures and streetscapes, improves local business viability and public safety, and brings diverse people together to celebrate, inspire and be inspired.’ (Anne Gadwa Nicodemus and Ann Markusen) Mission/Vision/Goals Jackson Hole Public Art forges partnerships for the integration of art into any environment to inspire lasting cultural, educational, and economic benefits. To commission public art that celebrates local values; facilitates partnerships to create engaging public space; provides opportunities for artists; and increases access, understanding, and investment in public art. The goal of the Art in Public Places program is to “commission temporary and permanent public art installations with private developers and local organizations such as: Orvis JH, Rendezvous Park, Jackson Hole Community Pathways, 1% for the Tetons, Center for the Arts, U.S. Fish & Wildlife Service, the JH Children's Museum, and the Jackson Hole Land Trust. We provide art consulting services to local entities, including St. John's Medical Center, Teton Village Association, Jackson Hole Mountain Resort, and the Town of Jackson.” Projects and Priorities Geraci has elevated the Public Art Program with successful execution of numerous annual projects that give confidence to leadership and citizens. Her successes demonstrate that funds spent on art add great value and livability to the county. The projects go beyond traditional public art and focus on a larger vision for Creative Placemaking as described below. Ordinance: Efforts are in place to pass a 1.5 percent-for-art ordinance from Capital Improvement Projects. Currently 1.5% is an allocation that is observed by the Budget Office which translates into a line-item for Public Art each year. The Public Art Task Force makes 60 55 | Page annual recommendations to the Town of Jackson based on the public art guidelines; however, without the % for Art ordinance in place, projects are infrequently funded. Creative Placemaking A focus on Creative Placemaking allows for curated temporary art installation sites including: MoonShot 5x5, 2021 In its fifth year, this project introduces concepts which become catalysts that change the way people view a topic or understand an issue such as social inequality, climate change, housing, or transportation. The desired outcome is to inspire hope and all citizens are invited to submit ideas. Wild Walls 2020 This 10-mural project focusing on water quality issues blends painting and technology. The technology allows visitors to scan the mural with their phones to see it activate into a 3D-like video showing how daily activities such as fertilizing lawns can hurt water ecosystems. www.youtube.com/watch?v=FHHseAfUtag This mural project includes the Pearl Avenue Alleyway, that is a placemaking and beautification concept. The former name of the program was titled Stickum Up. PARK(ing) Day One day per year parking spaces are transformed by artists into temporary public parks. https://jhpublicart.org/exhibitions/parking-day/ ArtSpot A unique signage venue that allows 2D works to be seen by 30,000 passing vehicles per day. The venue changes on a recurring basis. Glow Nights A project that celebrates light and art during the shortest days of the year, located at Jackson Hole and Teton Village. Giant Troll A forthcoming sculpture by artist Thomas Dambo based out of Copenhagen, Denmark, is slated to begin in spring 2021. Currently, the project needs funds to ensure installation can happen in May, for which private donations are being solicited. Thomas Dambo has created 55 trolls dotted around the world, metaphorically linking visitors as stewards of sustainability, lovers of nature, and art enthusiasts. One 15-foot troll, “Isak Heartstone,” was installed in Breckenridge in 2018 for the annual Breckenridge International Festival of Arts. 61 56 | Page Cultural Offerings, Arts District, and Collaborations Jackson Hole Public Art is a 501c3 that depends on corporate and private philanthropy and partnerships to supplement the Art in Public Places allocations from the percent-for-art funds that are voluntary. Jackson Hole Public Art acts as consultants to assist agencies through capital projects that generate public art dollars. As consultants, Jackson Hole Public Art has worked for clients such as St. John’s Hospital Foundation, Town of Jackson, Teton County, Jackson Hole Airport, Teton Village Association. The 1-1 ½ person staff also works closely with private developers who voluntarily participate in adding art to their projects. Clients and Funders make art happen in Jackson. Some of the funders include the Community Foundation of Jackson Hole, National Endowment for the Arts (NEA), Subaru Zero, Landfill Initiative, US Bank, Jorgensen Engineering, and the Wyoming Arts Council. The Jackson Hole Chamber of Commerce is an important partner to Public Art that promotes arts and cultural activities around Jackson Hole. The Arts and Culture page on the Chamber’s website touts that the Town of Jackson ranks in the country’s top five art markets for its cultural offerings due to more than 50 arts and cultural venues such as museums, galleries, performance venues, and annual arts and film festivals. Jackson Hole has 26 galleries and 8 museums for a city of only 10,000 permanent residents and 2.6 million visitors annually, making arts and culture an important focus for the city. One of the primary cultural offerings in Jackson Hole is The Grand Teton Music Festival which draws professional musicians from around the county and visitors alike. The Grand Teton Music Festival is a 501c3, offering a seven-week music festival in Teton Village. Funding Sources Funding sources include grants, private donations, consulting income, and occasional percent-for-art allocations which have not produced funding in recent years. The Public Art Program percentage is a voluntary 1.5%. The Town and County do allocate small grants to the Program of approximately $3,000 to $7,000 annually. Consulting income in 2018 was $323,021 and in 2019 was $357,985. Here is a breakout of funding, by percentage, from the Jackson Hole 2019 Annual Report: Private Grants 38% Sponsorships 22% Private Donations 18% Government Grants 12% Consulting Income 8% Fundraising Events 1% 62 57 | Page Voluntary Percent-for-Art Allocations (source: Capital Projects Fund - 2021) 2019 Actual – Public Art Initiatives $ 3,500. 2020 Amended – Public Art Initiatives $20,605. 2021 Adopted – Public Arts Initiatives $47,884. 2022 Requested – North Cache – Public Art Project $15,000. Voluntary Percent-for-Art There is an effort to establish a percent-for-art ordinance that will cement a 1.5% from Capital Improvement Projects which exceed $1M. The proposal recommends that 1.5% of capital improvements as well as private development will be allocated to commission and install public art. The art allocation will cap at $200,000. The 1.5% will be used as follows: 1% for art, and .5% for administration, maintenance, temporary installations, events, and infrastructure for the arts. Town Council may approve allocations exceeding 1.5% on a case- by-case basis. Marketing and Social Media Jackson Hole Public Art standardized its social media presence by using @jhpublicart for Instagram, Facebook, and Twitter. All accounts and hashtags display the orange Jackson Hole Public Art logo. Instagram is well curated and has over 3,000 followers, followed by Facebook with 1,970 followers, and Twitter which has under 800 followers. Of the participants in this study, Jackson Hole is the only program that has one voice standardized to drive the public to their programs. The program created a tagline for marketing purposes which is “Community as canvas, creativity as catalyst.” Governing Structure, Policies & Documents A Public Art Guidelines document was adopted by the Town of Jackson in 2012. It provides policies around administration, funding, commissioning, maintenance, education, donations, deaccessioning, and implementation. The two most critical elements of the Public Art Guidelines are 1) provisions for a Public Art Coordinator position within town government and 2) a dedicated funding source based on a percentage of capital improvement projects used for art. Decisions from each of the Art Selection Panels for each project are reviewed by a Public Art Task Force who are appointed by City Council. The Client Agency Staff within Jackson Hole Town Government works with the Public Art Coordinator on the administration of the project. 63 58 | Page The Town of Jackson Monument Policy The Monuments Policy is intended to establish criteria for the placement, re-location and conservation of Monuments on Town property deemed as historically appropriate and relevant to the times. The Public ART and Placemaking Toolkit for Rural Communities This incredible document is NOT a governing document, but instead is a resource for rural communities created by Jackson Hole Public Art for those who are interested in establishing their own public art program. Teton County/Town of Jackson Comprehensive Plan The following language supports the inclusion of public art to promote Jackson as a cultural destination and aesthetically enhance pedestrian spaces: Managed Growth Policy 3.2.e: Promote quality public spaces in Complete Neighborhoods. Public spaces are the building blocks of vital Complete Neighborhoods. The Town will promote public spaces and civic facilities that are interesting, memorable, and reinforce the desired sense of community within Complete Neighborhoods. Integrating fine arts professionals in the design of projects will be encouraged in order to create unique and visually engaging public spaces—including sidewalks and walkways, parks, outdoor squares, landscaped areas and public art. The Comprehensive Plan includes a strategy to write a public art plan for the community. Strategy 3.2.S.7: Coordinate with a public art task force to write a public art plan for the community. 64 59 | Page KINGSTON, NY Arts and Culture Master Plan The City of Kingston and the Kingston Art Commission is in the middle of an Arts and Culture Master Plan process in conjunction with a consultant. The contract for the Master Plan is $85,000 and is financed in part by a grant from an anonymous donor. At this time, they are in the early stages of data gathering from community and stakeholders. The objective is to not only embrace the City’s visual and performing artists groups, but also craftspeople, publishing and film companies, historic sites and museums, boutique manufacturers and other creative business innovators. The plan is expected to take a minimum of nine months to complete. The Master Plan or blueprint will provide long-term direction, providing specific details for how the City can strengthen its creative economy and livability. Consultants will help identify gaps and new opportunities through analysis of existing facilities, economic data, strengths, weaknesses and possible challenges — such as displacement of low-income residents and businesses and uncertainties related to the world health crisis. The final Master Plan will include input from community members of all ages, backgrounds and incomes. It will provide well-defined goals and strategies that align with a full cross- section of other community needs and will include recommendations for optimizing resources to advance economic prosperity, social equity, and environmental protection. Kingston Overview Kingston was the first capital of NY State and is about 20 minutes or 10 miles from Woodstock, NY where it capitalizes on its proximity to an iconic “artsy,” tourist destination with a SNAPSHOT Kingston, NY, Ulster County Population 22,793 https://www.kingston- ny.gov/artandculturalaffairs Social Media @kingstonNYgov Adrielle Farr (Addie), Director, Office of Art and Cultural Affairs Master Plan Project Manager 845-334-3929 afarr@kingston-ny.gov Salary Range $43,500 Staff Size – 1 Entity Type Municipality Parent Agency Office of Art and Cultural Affairs Budget Source General Fund; Grants Budget $75,000 Certified Creative District NO Percent-for-Art Allocation NO Planning Document Arts and Culture Master Plan (in process) 65 60 | Page small-town feel. This offers opportunities for collaboration and cross-pollination similar to Basalt and Aspen and other neighboring communities in Basalt’s creative corridor. The Department of Art and Cultural Affairs was established in 2018 by Mayor Steve Noble, through a partnership with the Kingston Arts Commission. Its mission is to provide the creative community of Kingston with a resource at the local level of government. The Department of Art and Cultural Affairs facilitates exhibitions for the Ground Floor Gallery at City Hall. It also works to connect creatives with funding resources and can offer assistance in planning for events, festivals, and programs in Kingston. The Rondout neighborhood is known for its artists' community and its many art galleries. The online 2007 edition of Business Week named it among "America's best places for artists." It is also the site of several festivals, including the Kingston Jazz Festival and the Artists Soapbox Derby. There are approximately 50 arts-related businesses in Kingston, but this is largely anecdotal, and it is Addie Farr’s hope (see below) that the development and implementation of its evolving master plan will provide baseline data to help articulate economic impact to serve fundraising efforts. Unique About the Program At present, the arts have not been formally recognized, so there is no concrete data on economic impact or the number of artists or creative businesses and their revenue generating potential for the City. Kingston is relying on its master plan consultants to collect baseline data that will serve fundraising needs and emphasize the value of an arts-infused economy. Key Discovery Kingston administrators, in the midst of their Arts and Culture Master Plan process, have found it essential to keep volunteer committees and advisory boards engaged, happy, and fulfilled. They find that it is vital to think carefully about participant roles and to articulate them clearly to manage expectations, enhance team building, and avoid fatigue. Mission/Vision/Goals Vision Kingston will be known as a hub of creative place-making with an innovative program of public art that recognizes and builds on the City’s diverse history, engages its community, and inspires its future leaders. 66 61 | Page Mandate To organize and leverage town and community, business and institutional resources, knowledge, and experience to support creative place-making in communities across Kingston through contemporary and innovative public art. Projects and Priorities 2020 Art and Cultural Affairs Accomplishments • The Director of Art and Cultural Affairs was shifted to a full-time position. • For the first time, City Hall hosted an art exhibition celebrating the contributions of African American artists from the community. The Department also hosted a Black History Month breakfast mixer at City Hall. • The Department embarked on creating an Arts and Cultural Master Plan, the Town’s first comprehensive study of the impact and needs of its creative community. • The Department took over responsibility for processing filming applications. The Town hosted three filming projects in 2020. 2021 Art and Cultural Affairs Goals • Complete Arts and Cultural Master Plan, present it to the public and get Common Council to adopt • Redevelop guidelines and strengthen procedures for filming in the Town • Collect baseline data that will serve fundraising and economic impact discussions • Diversity, equity and inclusion (DEI) and transparency Cultural Offerings, Arts Districts, and Collaborations • Kingston Jazz Festival • Artists Soap Box Derby • O Positive Festival (music/art/wellness where artists barter their skills for healthcare) https://opositivefestival.org/mural-program/ • Sculpture Biennial • Hooley on the Hudson Irish Festival • Pride Week • Kingston International Film Festival Funding Sources The Arts and Cultural Affairs budget is primarily funded by the City of Kingston. With their Master Plan still underway, and part of the consultant’s scope of work to identify new revenue streams, for now, the General Fund is the Department's main funding source. 67 62 | Page Addie Farr confirms that funding is challenging, although the area is not impoverished. She readily admits that there is more that they can do and is looking toward public/private partnerships, so government is not alone and bogged down by its own bureaucracies. The Kingston Office of Grants Management currently has $40M, and their purpose is to propel the beautification and livability of Kingston. They are a material funding resource with priorities that include supporting the Arts Commission with the development of arts projects, the Arts and Culture Master Plan, and the incorporation of the arts into design projects and grant applications. Generally, there is little corporate sponsorship in the area and there is competition for what little exists, particularly with banks. For certain, new relationships will need to be brokered that make logical connections between how and why local business should foster the arts. Farr is hopeful about foundations whether they are private, county, state, or nationally affiliated. Kingston is exploring a 1%-for-arts ballot initiative. They already have a similar program for environmental sustainability and Farr says it makes good sense for an analogous proposition to exist for the arts, since both topics are dear to the community. Below are links to Kingston's Arts and Culture budget for 2020 and 2021. 2020 expenses inclusive of salary and benefits, supplies, marketing, their Biennial Arts Award and Master Plan consultant is $163,272. In 2021, it is predicted to go down to $74,478 since the consultant will have been paid. 2020 General Fund Arts and Cultural Budget (pages 64-65) https://kingston-ny.gov/filestorage/8463/8511/8654/8656/2020_Adopted_Budget.pdf 2021 Recommended General Fund Arts & Cultural Budget (pages 65-66) https://kingston- ny.gov/filestorage/8463/8511/8654/8656/2021_Recommended_Budget.pdf Marketing and Social Media Communications is an immediate priority and Farr is a strong proponent of pitching local and regional media outlets (broadcast/electronic/print) from project inception to build early awareness, excitement, buy-in and community engagement. While the City of Kingston has its own Facebook page, Farr would like a dedicated one for the master plan project as well as print materials for those without internet. She would also like to see cross-fertilization between Kingston’s tourism and town website as well as the Engage Kingston webpage. She also sends personalized emails/eblasts to citizens with master plan and cultural announcements. 68 63 | Page Social Media The 2021 plan is to create a separate Kingston, NY Master Plan Facebook page under the City’s domain. For now, they use the Kingston Art Commission’s Facebook account which has 61 followers. There are other non-profit cultural organizations and events run independently of the City with their own handles like @Kingston Creative that will not be available. Websites • Engage Kingston https://engagekingston.com/ = intention is to drive more cultural traffic here • Kingston, NY Government https://www.kingston-ny.gov/content/8391/default.aspx (City’s tourism page with links to galleries, museums etc.) Governing Structure, Policies and Documents The master plan process prioritizes listening to mitigate stakeholder bias, requiring staff and committee members to step outside of their inherent understanding of the art world and submit to resident points of views and learn more about what the average citizen thinks about art and culture. Transparency and equity are a core value. As such, convenings and attendant materials are bilingual and accommodations for those with disabilities are honored upon request. The document will cover a 5-year horizon since Kingston’s population and regional/world views are changing rapidly. Arts Commission The Kingston Art Commission has 9 members and definite ideas about how the process and goals should unfold. Those who serve are experienced arts administrators and have worked as grant writers independently and at institutions. Advisory Committee As a community-based project, there is an Advisory Committee of 16 people established specifically for the Master Plan. There was no application process, but in hindsight Farr believes one should have been established to prevent any inadvertent improprieties. There could have been a mix of applicants and appointments. Ideally, from the get-go, Farr would have hired a part-time outreach and communications/social media person to raise awareness and galvanize resident participation for surveys, convenings etc. Kingston’s Art in Public Policy Document Kingston’s Art in Public Policy was developed by the Department of Art and Cultural Affairs and the Kingston Art Commission. It aspires to: 69 64 | Page • Assist applicants in learning about the City Code & existing regulations • Establish a permit system • Protect artists and their work from alteration or destruction • Encourage a transparent and positive relationship between local government and artists • Create space for more community input on public projects The Policy statement identifies three government avenues for artist representation: • Department of Art and Cultural Affairs • Kingston Arts Commission • Public Art Panel (a judiciary panel comprised of 5 community members) The Public Art Panel is considered an important cornerstone, valuing community input by residents and business owners as well as the municipality. It would be responsible for: • Approving or denying applications for publicly displayed art projects • Overseeing proposals for permanent public art proposals in the City • Suggesting strategies for funding and maintenance of publicly displayed artwork • Assisting in acquisitions for the City of Kingston’s art collection • Researching funding sources for public art projects “The Art in Public Policy will reinforce existing regulations regarding historic districts, without placing an outright ban on artistic amendments. Artists will be encouraged to work with Kingston’s historic preservation commissions.” 70 65 | Page LAFAYETTE, CO Arts and Cultural Master Plan Although public art programming commenced nearly twenty years ago, Lafayette does not have a Public Art or Arts and Culture Master Plan. Instead, it follows the City of Lafayette’s Comprehensive and Downtown Vision Plans. Susan Booker, Director of Arts and Cultural Resources for the City strongly advocates for an Arts Vision Plan that explicitly defines roles and responsibilities for staff and committees as well as strategies for implementation. Funding for a plan is in the budget but has been delayed by COVID and an effort by the City, currently underway, to organize an ongoing rotation of all of the plans needing public input. The reason is to avoid resident fatigue from being asked to respond to multiple requests for input. Lafayette Overview Lafayette’s Arts and Cultural Resources Department resides in The Collective, a relatively new downtown Community Arts Center renovated for the Department with gallery and office space. Here, visitors engage in the arts through exhibits, historic displays, networking opportunities, arts and business development, social themes, lectures, film series, and other arts and cultural programs that celebrate the community's identity through art. It constitutes a significant economic development incentive and brings culture to the downtown area which is predominantly populated by eateries. Booker’s time is spread very thin which impacts grant writing, advocating politically, and participating more concertedly in community relations. She is extremely grateful for volunteers but realizes that the pace of programming has exceeded volunteer capacity. She is reluctant to scale up activity unless staffing grows in tandem. Unique About the Program: Lafayette’s Cultural Arts Programming began with funding from the Scientific and SNAPSHOT Lafayette, CO Boulder County Population 30,687 lafayetteco.gov/113/Arts-and-Cultural- Resources Social Media @lafayette_CO @lafayettecolorao Susan Booker Director of Arts and Cultural Resources Phone: 303-661-1260 susan.booker@lafayetteco.gov Salary Range $110,000 - $165,000 Parent Agency City of Lafayette Staff Size 2-Full-time, 3-Part-time Salary Range Staff $64,000-$96,000 Entity Type Municipality Budget Source General Fund, % for Public Art, development fees, grants Budget Range $592,000-$634,000 Certified Creative District-NO Percent-for-Art Allocation Ordinance Planning Documents Comprehensive Plan 2019/2020 Downtown Vision Plan 2011 71 66 | Page Cultural Facilities District (SCFD) and was managed by volunteers. Today, SCFD money funnels through Lafayette’s Cultural Arts Commission. As the program enlarged over time, it was recognized that they needed professional staff as well as volunteers. The program continues to evolve faster than staff growth which is why volunteers are still involved today. Key Discovery Lafayette is not seeking official status as a Colorado Creative District via Colorado Creative Industries. It is proud of its independent successes and its community's ability to self- organize, collaborate, and thrive as a municipality of creatives. While not interested in pursuing certification at this time, Lafayette does periodically reassess if it should reconsider its position. Mission/Vision/Goals The Arts and Cultural Resources Department of Lafayette promotes and supports Lafayette's varied arts, cultural, and historic resources to develop a strong sense of community, further economic development, and preserve town heritage. It accomplishes this by supporting and working with municipal agencies and other non-profits, including ARTS!Lafayette, a non- profit whose mission is to support the growth of arts, artists, and organizations that further Lafayette’s identity as an informal creative district and a cultural arts community. ARTS!Lafayette fulfills their mission by: • Raising funds for cultural arts (primarily through Art Night Out of which Arts and Cultural Resources is a beneficiary) • Funding cultural arts endeavors through organizational and direct community support • Encouraging public interest in cultural arts, activities, services, programs, and facilities Projects and Priorities Arts and Cultural Resources is highly committed to diversity, equity, and inclusion and is mindful of populating Boards and Commissions with representatives of its Latinx and minority populations. They are extremely proud of their diversity efforts which are an integral part of their mission. The Hispanic population in Lafayette is in the 15% range, so they ensure that Hispanic artists have a voice and that their culture is celebrated, particularly at Art Night Out and exhibits at The Collective. The City established a Latinx Outreach Coordinator position within the Arts and Cultural Resources office to solidify its commitment. All signage at The Collective and promotional materials are in Spanish as well as English to ensure Lafayette’s Latin community feels welcome. The monthly Lafayette Arts Source Newsletter which includes events and programs from throughout the City is fully translated into Spanish. 72 67 | Page The community engagement piece at large events such as Art Night Out is extremely important to Booker and her team who endeavor to have personal contact with attendees to make everyone feel welcome, while establishing enduring relationships that justify art funding. October is Hispanic History month where there is increased cultural mixing due to an emphasis on Latinx culture such as an annual Dia de los Muertos exhibit and activities. Booker’s team rotates exhibits every two months at The Collective Community Arts Center and also curates exhibits at City Hall, the Library, and the Senior Center. Programming relates to fine arts, community arts, and regional arts organizations like the Front Range Quilters. Booker sees opportunity for more overlap among city venues and the possibility of shared planning, staff, event space, and financial resources. Due to stretched staff, Arts and Cultural Resources did minimal amounts of Zoom and virtual programming during the pandemic, electing to publish links that direct residents to other towns and states producing innovative digital programming and electronic learning. They have created some complementary art kits for the public. Cultural Offerings, Arts Districts, and Collaborations Lafayette received a Governor’s Award in 2012 for Excellence in the Arts - the first year a Colorado Creative Art District was designated. Arts and Cultural Resources has accomplished a lot without the State’s formal designation and does not foresee applying to the Certified Arts District program. Given changes to Colorado Creative Industries’ (CCI) application, the process is complex, and Booker does not have staff capacity to complete deliverables. She does not feel they need CCI’s certification, as they are successful independently and do not have sufficient buy-in from other public/private community entities who typically drive the process. While not interested in pursuing at this time, Lafayette does periodically review the program to assess if this position should be reconsidered. While Arts and Cultural Resources does not receive funding from the Boulder County Arts Alliance (BCAA), Booker partners with them to run small arts business workshops that are specifically targeted to the artist community. BCAA attends to speakers, sign-ups, and registration fees, and receives a small stipend from Lafayette to pay speakers and manage the program series. BCAA gets to keep ticket revenue. Both entities mutually benefit from cross-marketing the workshops. Lafayette’s principle cultural offerings include: • Art on the Street = primarily sculpture, bilingual brochures, scavenger hunts 73 68 | Page • Art Night Out = in conjunction with ARTS!Lafayette; event is primarily funded by the City, filled with food, beer, art booths, music, and dancing; volunteers from ARTS!Lafayette and Arts and Cultural Resources co-mingle to run • Historic Lafayette Walking Tours • Mural Program – Alley Art Amazin' with support of the Public Art Committee, some businesses, and the Alley Art Amazin' organization; includes walking-tour map • Festival Plaza / Starkey Building = received the Governor’s Award for “Best Public Space” in the state of Colorado • Award-winning Oatmeal Fest, July 4th Celebration, Peach Fest, Brew Fest; all celebrate small-town atmosphere cherished by residents and visitors alike. Funding Sources Typically, one percent of the Lafayette's overall budget goes to the Arts and Cultural Resource Department from the General Fund. In 2021, City Council approved $592,000 which is down approximately $40K from 2020. The General Fund covers staff and benefits and some programming costs as well as rent on The Collective which holds a 10-yr lease. Percent for Art The Public Art Commission gets 1% on public projects and funds from an excise tax that raises about $75,000 from taxes on storage units of which Arts and Cultural Resources gets 1/3 or approximately $25,000. Smaller increments come from the Scientific and Cultural Facilities District as well as ARTS!Lafayette which functions as a quasi “Friends of Arts and Cultural Resources,” the Cultural Arts Commission, and the Public Art Committee’s fundraising and volunteer support group. The 2021 General Fund budget is independent of a $250,000 NEA Cares Grant for which they anticipate individual artists will get around $1,500 each and organizations $5,000- 20,000 each depending upon the nature of projects and how many apply. Lafayette also distributes grant money to qualified artists and entities via its Arts in Community and Arts in Education Grants. Additionally, Public Art Grant 2021 is designed to support projects that will exist in the public space either permanently or temporarily. One may apply as an individual or as a group or organization. This is a competitive grant from the City with preference for projects ranging from $1,000-$1,500. Marketing and Social Media Social Media Lafayette’s Department of Arts and Cultural Resources also has a Facebook page, @LafayetteCollective, referencing the building where it is located replete with gallery space 74 69 | Page and other programming. It has 666 followers. Using the Facebook handle @ARTSLafayette has garnered the non-profit approximately 1,600 Facebook followers. Websites ARTS!Lafayette is a volunteer-supported, non-profit encouraging the City’s arts. Their website provides information and updates on Lafayette's Art Night Out, Art on the Street, and other local arts events held independently and in partnership with City government. https://www.artslafayette.org/ The Lafayette Arts and Cultural Resources Department also has a webpage listing its activities which has a sidebar menu linking to its committees, opportunities, grants, and major events. https://www.lafayetteco.gov/2205/Arts-Culture-Activities Governing Structure, Policies and Documents The Arts and Cultural Resources Department actively coordinates, promotes, and acts as a resource for the local arts scene. Their work is directed by the vision, mission, and strategies of the Lafayette Cultural Arts Commission (LCAC), the Public Art Committee, the city’s Comprehensive Plan, the city's Downtown Vision Plan, and collaborations with the City’s many arts and cultural organizations. It promotes and supports Lafayette's varied arts, cultural, and historic resources to develop a strong sense of community, further economic development, and preserve the town’s heritage. The Lafayette Cultural Arts Commission (LCAC) The LCAC promotes, nurtures, and celebrates the visual, performing, and language arts by providing opportunities for the public to appreciate and enjoy art in its various forms; connecting artists, educators, and community members with resources; building partnerships to sustain and further the arts; and embracing and supporting the diversity of the community they serve. LCAC works closely with the Arts and Cultural Resources Department to plan and implement programs for the community and is part of city government. https://www.lafayetteco.gov/383/Cultural-Arts-Commission The Public Art Committee This subcommittee of the Lafayette Cultural Arts Commission is a volunteer, community- based advisory group appointed by City Council to review proposals and make recommendations regarding the selection and display of public artwork. https://www.lafayetteco.gov/388/Public-Art-Committee 75 70 | Page LOVELAND, CO Arts and Cultural Master Plan The Public Art Program is governed by two City Ordinances listed in the Art in Public Places Guidelines Handbook (AIPP). The Handbook is referred to regularly to aid decision making, but there is no formal art in public places master plan. The AIPP guidelines have been revised slightly over the past 35 years; however, the core of the document remains unchanged. Loveland Overview Uniquely About the Program There is unique collaboration and energy for arts and culture in Loveland. Loveland’s collection of 538+ works is valued between $8.4M to $11.4M and permeates the town from public benches, bike racks, and bridges to ponds and the Benson Sculpture Gardens. An outstanding partner is the Loveland High Plains Art Council which manages the annual Sculpture in the Park Show and Sale. This event has become the pipeline for much of the sculpture in the collection. Many of the works in the show have been acquired through donor gifts vetted through the Visual Arts Commission. Economic Impact In the 1960’s and 1970’s, a number of talented sculptors made their home in Loveland, Colorado, and in a grassroots effort, started the bronze sculpture economy that is internationally renowned today. From bronze foundries to its sculpture fabrication trade for artists around the country, Loveland benefits greatly from a sculpture economy, unlike any other city in the country. Economic Recovery for Artists In response to COVID-19, this past October the town added a community arts grant program for individuals or organizations doing art projects, with a second round of allocations due January 2021. SNAPSHOT Loveland, Colorado, Larimer County Population 78,877 lovelandpublicart.org Social Media @lovelandpublicart Susan Ison, Director Cultural Services 970-962-2411 susan.ison@cityofloveland.org Salary Range $130,000 Suzanne Janssen, Public Art Manager Cultural Services 970-962-2495 Suzanne.Janssen@cityofloveland.org Staff Size 2-Full-time, 1 part-time Entity Type Municipality Parent Agency Cultural Services Budget Source CIP & General Fund Budget Range 2020-$464,595 2021- $568,961 Certified Creative District-YES Percent-for-Art Allocation Ordinance Planning Document Art in Public Places Guidelines Handbook 76 71 | Page Brief History The Art in Public Places (AIPP) program has been around since 1985 with some of the art in the same place for decades, so it is time to purchase, replace, and revitalize. The Cultural Services Department falls under the “livability” category for the city, which in the last couple of years has become an important priority. Recently, the Visual Arts Commission purchased 16 new works of art – the most expensive were five photos at $3,400 with the balance in the $175-$400 range, and the overall average price per work at $1,200. Cultural Assets The two primary venues owned and operated by the City of Loveland Cultural Services Department are the Rialto Theatre and the Loveland Museum. These two venues are not addressed within this benchmark analysis. Key Discoveries • The Visual Arts Commission has discretion with their budget, provided the monies are spent according to the City ordinance. The City can be responsive when situations arise, deploying funds creatively for maximum impact. Fungibility and a degree of department autonomy when it is run by a true arts professional is powerful. • Mentoring programs can be team-and skill-building. One of Loveland’s novel ambitions is to mentor emerging artists who may have a painting practice but are not venturing into creating works for public spaces. Public Art Manager Suzanne Janssen would like to create a mural artist training program to mentor young artists and established artists desiring to work large scale. • Vis-à-vis the Creative District, the University of Northern Colorado is collaborating with Loveland and possibly other northern Colorado municipalities to create metrics for creative jobs and industries that will supplement the Creative Vitality Suite. (This was done in connection to the Loveland Creative District and does not apply to the AIPP.) Mission/Vision/Goals AIPP Mission & Vision Loveland made an early commitment to the arts by becoming the first City in Colorado to adopt an Art in Public Places Ordinance in 1985. Numerous community volunteers have participated in events that have supported the arts for the past 36 years. It has truly been a grassroots effort. The vision, hard work, and collaborations of Loveland residents and organizations have created a large, diverse public art collection that creates a sense of place, provides a unique identity, and serves as an economic driver. Public art is meant to be encountered during daily life —on the way home or on route to the grocery store; in front of 77 72 | Page a bank; in a neighborhood; in parks; and in many unexpected places. The underlying goal of the policies is to enhance public spaces. Charitable Purpose for Loveland High Plains Arts Council (LHPAC) The promotion of art in public places, particularly placement of monumental art in the City of Loveland’s Benson Park Sculpture Gardens, is LHPAC’s chief objective. LHPAC also publishes a guide to the sculptures placed at Benson Sculpture Gardens. The number of annual visitors to the Gardens sculpture exhibit is not known because admission is free. An annual show and sale fosters art education with attendance averaging 10,000 persons per year. Projects and Priorities Of the high priority projects, four are annual and are much loved by the community – The Loveland Mural Project, Transformation Project (utility boxes), and The Art Advocacy Project (TAAP), and 2D and 3D temporary art programs on display at the Loveland Library and downtown on Fourth Street. At least 21 selected artists contribute to three of these annual programs. These four annual projects are a City commitment, together with projects driven from capital improvement projects. Loveland Mural Project A dedicated Mural Program was established in 2018 with $30,000 in Art in Public Places (AIPP) seed money. In 2020, the Visual Art Committee commissioned two artists for a total of $3,000 ($1,500 each). Other CIP projects brought the project total to 18 in 2020, with an $18,000 direct purchase in 2020 as well. Total AIPP projects for 2020 were approximately $349,725 combined. Suzanne Janssen and the Commission endeavor to commission seasoned mural artists to teach more traditional, local easel painters how to scale up their work and participate with pride in the mural program. This helps build their resumes and allow Loveland to have professional development offerings for local talent. Staff Capacity and Accomplishments 2020 saw 18 projects on the boards with only one dedicated staff member, making the volume as challenging as it was exciting. Suzanne Janssen, Art in Public Places Manager, used to be a 20 hours per week position that officially went up to 30 hours per week, but consumes an average of 38 hours per week. There are plans to hire help, since she is “drinking from the fire hose” and has a back log of projects. The job posting will be announced soon and will likely be a non-benefited, part-time position. 78 73 | Page Diversity, Equity, and Inclusion (DEI) Responding immediately to the national need for policy around Diversity, Equity, Inclusivity, and Accessibility is of highest priority. Janssen surveyed the collection to see if any sculpture could be construed as “problematic” and found that there were no issues to be addressed. The jury selection process is cognizant of DEI principles; thus, the collection is diverse. There is a lot of pioneer subject matter, and they embrace showing new images of diverse people within their predominantly western themed artwork. It is an ongoing dialogue. Cultural Offerings, Arts District, and Collaborations Janssen oversaw the effort for creating a Creative District in 2019. Loveland Downtown Partnership (DDA) will oversee the Creative District with Janssen as a board member. The objective is to bring people downtown and promote the Cultural Services Department (AIPP, The Rialto Theater, and the Museum), which serves both organizations and creates a logical partnership. The Creative District will be overseen by a Board with a dedicated administrative and marketing person. Operations of the Creative District is just getting off the ground, since it was newly certified at the beginning of 2020, just before COVID-19 hit and necessitated a momentary pause. Intergovernmental Collaboration One of Loveland’s most innovative collaborations was initiated in 2019, an intergovernmental partnership between the cities of Fort Collins and Loveland for the Northern Colorado Law Enforcement Training Center. The total budget is $180,000 and was commissioned for $162,000. Both Loveland and Fort Collins contributed $90,000 each. A contingency of $18,000 will be held back for maintenance. The money has been encumbered and an artist has been selected. Collaborative Selection Committee The Selection Committee for the Northern Colorado Law Enforcement Training Center was made up of jurors from both communities including police officers. For the first time, both cities determined an artist must carry a performance bond due to the value of the project. Nationally, this is a challenge because most artists cannot afford the costs associated with a performance bond, not having enough revenue in their accounts to back the cost of the project at 125% if they default. For the Law Enforcement Training Center, a performance bond (approximately $4,300) was paid for by the City to ensure all subcontractors associated with the project would be paid for their services. Success Both municipalities feel good about the collaboration because it stretches the budget and utilizes two marketing influences to promote the collaboration. 79 74 | Page Quantifying the Value of Public Art The Economic Development Office continues to debate how to quantify the type and number of creative industries in Loveland and to reach a consensus on how to define what constitutes a creative industry. Philosophical differences sometimes impede the discussion, and it will take a (re)education of stakeholders to arrive at an authentic and expanded definition. As of today, 111 businesses identify as creative within the Creative District’s boundaries. Funding Sources The Art in Public Places program is funded primarily from CIP funds, with personnel, supplies and costs related to public art coming from the General Fund. The actual budget from the Loveland 2020 CIP budget was $464,595. There will be some rollover monies that go into 2021 for pre-committed expenses related to CIP, bringing the total 2021 budget to $568,961. With a staff of one, it is no small feat that Janssen executes an average of 15 projects per year. An Art in Public Places Fund is separate from the General Fund. While there is always a desire to use AIPP funds for a work of art for the site generating the monies, it is not always possible due to public accessibility to the sites. Consequently, Loveland’s program allows AIPP funds to be used for the acquisition, display, and conservation of public artworks as well as the administration of the program. Budget breakdown Infrastructure capital projects often take 18 months to execute from the time of initial contact with City departments. Expenses related to the execution of competitions (CAFÉ listing, artist honoraria, staff time, etc.) are accounted for in the general operating budget for AIPP. Below are the AIPP 2020 City Capital Projects (artwork only). • Northern Colorado Law Enforcement Training Center - $160,000 • Parks Project - $30,000 • Power Substation - $80,000 • Bridge - $35,000 (+$5,000) = $40,000 (Denver artist Tiimo Mäng won this commission) • Roundabout - $25,000 - Artist Kevin Robb designed his piece to fill the space perfectly • Rialto Theater Pass-Through - $18,000 • Loveland Mural Project - $22, 817 • TAAP 2D and TAAP 3D – $26,000 • Direct Purchases – $26,000 • Community Art Grants – $18,000 80 75 | Page • Establishment of an Arts Maintenance Reserve Fund (to be converted into an AIPP Maintenance Endowment) in the coming year Denver artist Tiimo Mäng’s project did not use the full budget, which inspired Public Works Department to offer an additional $25,000 for the commission of a second artist to design a mosaic for the four plinths of the bridge structure, filling the space beautifully and stretching the budget in an impactful way. Personnel Budget The budget for personnel expenses including benefits, supplies, and costs related to installing and de-installing artwork, plus mileage, etc., was $300,029 in 2020. Ison’s salary is paid equally from three different departments – the Rialto Theatre, Loveland Museum and Art in Public Places. Janssen’s salary range $51,000 - $80,000 comes from the Cultural Services Department. The balance of Janssen’s work time is spent on public art at a rate of approximately $25-$30 per hour. Loveland High Plains Arts Council (LHPAC) – Benson Sculpture Gardens It is important to highlight the Loveland High Plains Arts Council (LHPAC), established in 1984, because of the shared economic and social benefits this nonprofit brings to the community. The annual event is the main source for the City’s AIPP permanent collection. Proceeds are put back into the Benson Sculpture Gardens to purchase artwork from the artists who participate, bringing the project expenses and proceeds full circle. On average 3- 4 donated sculptures per year are displayed in the Benson Sculpture Gardens. 72% of the City’s collection was donated through the annual Sculpture in the Park event. The event operates with a 6-person staff and has had the following revenues since 2017: 2017 – Revenue-$1,862,687 2018 – Revenue-$1,847,041 2019 – Revenue-$1,682,235 Program services to total expenses is 95%, meaning the cost of fundraising is only 5% of revenue. Fundraising expenses to contributions are 0%. Marketing and Social Media Social Media Campaign Specific to arts and culture, there is only a Facebook profile and that account is @lovelandpublicart. There are only 793 ‘followers’ or ‘likes’ for that dedicated arts page. Janssen and the marketing coordinator manage this page for the Public Art Program. 81 76 | Page Social Engagement The AIPP Program hopes the social media campaign encourages people to take selfies in front of sculptures (perhaps a contest to incentivize) and will work closely with the Tourism Board to spread the word and stress the vitality of Loveland art. The Loveland Chamber of Commerce and Visit Loveland host events and an exhibition that endears the City to residents and visitors. Cooperative marketing with tourism is key to building awareness and success. The sculpture, “Water Carriers” by Herb Mignery, is sited at the entrance to Loveland from I- 25. It is a signature sculpture that is part of the City’s overall identity and art branding. It plays on the pioneer history of the northern plains. Marketing the Value of Public Art Marketing and communications are an integral and transparent way for residents to understand where their money is going and why art is being placed in specific places. It cannot be neglected. Public Art does produce some relatively evergreen print material on art activity but initiating an Instagram account will be delayed until someone is hired who can consistently maintain it. Lots of people interested in arts and culture have passed through the Public Art Board and the City issues an annual survey that includes questions on public art which invariably garner positive responses with 80-90% approval ratings. Sometimes Public Art will share a new sculpture in process with the public to solicit feedback and excitement. Marketing Challenges for Public Art Marketing is challenging for AIPP which just lost its marketing person. They are trying to play catch up by posting videos and writing press releases as they can. Janssen leans on the Department’s Marketing Coordinator to bolster their Facebook presence etc. The City’s Museum and Theater also have huge marketing needs, creating a delicate balance of staff time in order to address everyone’s requests. Extra staff and marketing are the biggest barriers for the AIPP program. They have good inroads with City Counselors, though they aspire to groom involvement of younger generations to keep interest thriving over time. The biggest arts advocates are aging out so there is a need to excite the next generation. Governing Structure, Policies & Documents Ordinance for percent-for-art from construction: The City of Loveland Municipal Code, Chapter 12.60 – Art in Public Places is unique in that Section 12.60.040 defines that an account be established as a reserve account withing the general fund-capital to be known as the art in public places reserve account. This clear definition within the Ordinance secures a 82 77 | Page dedicated funding source long into the future. Funding through this ordinance is also usable for restoration and conservation. The percent allocation language states 1% of the construction cost of each City project, with costs of $50,000 or more, is placed in a reserve account for Art in Public Places (AIPP). Ordinance for Visual Arts Commission: Chapter 12.60, Section 2.60.280 – Visual Arts Committee (VAC) defines term limits but does not require the commissioners live in Loveland. Unique to Loveland is that they have a City-owned Museum, so the VAC Ordinance requires the director of the Museum and gallery shall serve as ex-officio and nonvoting members. This provides a level of art historical expertise that most rural communities do not have. The VAC must consist of 9 voting members. The Loveland Creative District typically has an annual retreat to set priorities. They used to do community trips to visit other art towns and artist studios to inspire new ideas and increase exposure to new trends, but it often took months to organize and attendance was low and unpredictable. Janssen would like to do more local artists tours to enhance relationships between AIPP and Commissioners with new, emerging artists. Visual Arts Commission Acquisition Policy In November 1985, ordinances 3214 and 3227 were passed to provide a means to fund the acquisition of works of art by the City, which shall become the City's collection, to provide a means to select works of art for the collection, to provide for the display of the collection and to provide for the maintenance and repair of the works of art in the collection. Under the ordinances, 1% of the construction cost of each City project, with costs of $50,000 or more, is placed in a reserve account for Art in Public Places (AIPP). A commission consisting of seven members, appointed by the City Council, administers the AIPP Program. Definitions (See R.60.020., LMC): A. Art in Public Places means any visual work of art displayed for two weeks or more in an open City-owned area, on the exterior of any City-owned facility, inside any City- owned facility in areas designated as public areas, or on non-City property if the work of art is installed or financed, either wholly or in part, with City funds or grants procured by the City. B. Work of art or artwork includes, but is not limited to, a sculpture, monument, mural, fresco, relief, painting, fountain, banner, mosaic, ceramic, weaving, carving and stained glass. Work of art would normally not include landscaping, architectural ornamentation or signs. 83 78 | Page OGDEN, UT Arts and Cultural Master Plan The vision for the Ogden City Master Plan for Arts and Culture was to ‘provide a framework and road map to move the arts forward as a key element in enhancing quality of life, promoting economic development, enhancing education, and celebrating our community.’ The essential element of the Ogden Master Plan for Arts and Culture, was the development of an Arts Plaza at 25th Street and Ogden Avenue to be a primary gathering space for public art and performances. The Master Plan vision seamlessly works in combination with the 841-page City General Plan that weaves a foundational thinking for creative industries into all planning and visioning strategies for Ogden’s future. Ogden City Overview Unique to Ogden for a community of only 85,000 residence, Ogden’s commitment to the arts is one of the most robust, providing exceptional cultural offering that engage community in significant and meaningful ways. It is eminently clear how City agencies across the government value the integration of cultural programming. Key Discoveries There are two similar scenarios to the Town of Basalt that Ogden City Arts, (the Ogden municipal arts agency), has executed which Basalt is currently exploring or has recently executed: a dedicated arts plaza or property for the primary use for cultural offerings, and the proposed changes to the arts ordinances in the city charter. These two scenarios are explained in depth within Ogden’s Town Profile which we believe can provide successful examples for both of these endeavors. Mission/Vision/Goals Ogden is a thriving arts community and the epicenter for arts in Weber County. The City cultivates opportunities for residents SNAPSHOT Ogden, UT, Weber County Population 86,833 www.Ogdencity.com/783/Public-Art Social Media @boulderartscult @boulderartsculture Lorie Buckley, Ogden City Arts Coordinator Ogden Arts & Events 801-629-8718 LorieBuckley@ogdencity.com Staff Size 4 full-time 2 part-time 13-17 seasonal events staff Entity Type of Ogden City Arts municipality Parent Agency Community and Economic Development Nonprofit Cultural Affiliate Ogden Contemporary Arts Budget Source General Fund Budget Range $865,000 2021 $960,000 2020 Certified Creative District-NO Percent-for-Art Allocation-NO Planning Document 2016 Master Plan for Arts and Culture 84 79 | Page to create and enjoy art in all forms. The arts are an integral part of a healthy community. It supports education and economic development, instills city pride, reflects our rich diversity, and contributes to overall quality of life. “A city without art or culture is a city without a heartbeat. We must do all we can to keep the city thriving, growing, and inclusive of different lifestyles, experiences, and art expressions.” Anonymous Ogdenite’s survey response Projects & Priorities Dumke Arts Plaza On Friday, February 26, 2021 a ground-breaking ceremony marks the exciting land use project called the Dumke Arts Plaza within the Nine Rails Creative District. The naming agreement is with Dr. Ezekiel R. and Edna Wattis Dumke Foundation, who are contributing $2.2MIL for the project. Construction begins Spring of 2021 and concludes October this same year, resulting in a public gathering space to be programmed with all types of cultural offerings. One of the leading uses of the plaza will be a twice-annual temporary public art program. The Boston-based designers solidified Ogden’s vision for a built infrastructure that includes electrical connections for any artist-conceived lighting sculpture, and performance artists. The land, located at 25th Street and Ogden Avenue was purchased by the City in 2018 for just under $800,000. The Plaza project envisioned before 2017 6, is finally being realized for cultural uses, having an estimated final cost of $4.3MIL, (approximately $2,722, 580 from the City after grants and contributions). Funding is made up from a significant grant from the Dumke Foundation, from the Recreation, Arts and Museum Projects tax (RAMP Tax), and capital improvement funds. The goals and strategies for the Arts Plaza are to provide accessible program space. Weber State University is a contributing partner providing in-kind programming and a cash endowment. This achieves the Ogden City Arts’ mission to provide arts educational 6 Ogden City Council Work Session for the vision, adoption and funding of the Dumke Arts Plaza. https://www.ogdencity.com/DocumentCenter/View/13666/09-15-20--WS-445-25th-Street-Art-Plaza-Update- Packet 85 80 | Page opportunities to students, with the goal of promoting Ogden as a city where artists can make a living and maintain residency in Ogden. Artist Residencies and Maker Spaces The important nonprofit arts organization that is instrumental within the community is Ogden Contemporary Arts (OCA), which provides artists residencies in their maker spaces and exhibitions of Contemporary Art. OCA has a main gallery on street level, a designated gallery for experimental digital art and two spaces that are for artists residencies. The venue received a significant gift from the Dumke Foundation noted above, which supported the completion of the flagship exhibition spaces and contemporary art center in the historic Monarch Building, which will be adjacent to the Dumke Arts Plaza. The nonprofit cultural agency Ogden Contemporary Arts is the anchor tenant for the creative district, an exceptional tenant for the City’s investment in creating a designated creative district. The goal is to become a nationally recognized arts center that will draw contemporary artists from around the world. Cultural Offerings, Arts District, & Collaborations Nine Rails Creative District Ogden City Arts and other community partners established the Nine Rails Creative District7. This district creates new opportunities for the community to engage with art in the public realm and supports creative people to live and work in Ogden. The Nine Rails Creative District has the neighborhood between Grant and Madison Avenues, from 24th to 26th Streets, more than 8-square city blocks. The Nine Rails Arts District development plan was adopted by City Council in 2018. The name Nine Rails pays tribute to Ogden’s history as a railroad town, originally a major connection point on the Transcontinental Railroad and later, during World War II, a hub for nine different rail lines. “You can’t get anywhere without coming to Ogden” was a city slogan for a decade or more. The Nine Rails name is also symbolic of the Nine Muses from Greek mythology, with each muse representing a different form of artistic expression. Mapping 8 the Creative District was an essential priority that provides visitors a road map to the over 8- square blocks of cultural offerings and city assets. Public Art The Ogden Public Art Program includes annual commissions for emerging, mid-career artists for utility boxes, painted pianos and murals that include street art-style genres to traditional 7 Nine Rails Creative District https://www.ogdencity.com/1179/Creative-District 8 Creative District Boundary Map https://ogdencity.com/DocumentCenter/View/5923/CreativeDistrict_Boundary?bidId= 86 81 | Page historic themes and themes for the vast amounts of recreational activities that promote rock-climbing and cycling in and around the beautiful geography of Utah. Soliciting Public Art Suggestions Like the Boulder Office of Arts and Cultural, Ogden offers citizens an opportunity to submit ideas for public art projects. By involving community with the public art process, Ogden City Arts has found that it helps to promote community pride and ownership of these pieces that have community involvement. The suggestions number in a few every couple of months. There is additionally an effort to offer sessions for public input or proposals to allow the community to ask questions, suggest or vote on things. This process has helped to involve people who would not normally be interested or feel welcome around arts-related offerings. Weber State University An important collaborative partner for Ogden City Arts, the municipal agency office is with the Weber State University who provides in-kind cultural programming from students as well as exhibition sponsorships at the Ogden Contemporary Arts Center, the nonprofit arts organization in Ogden. The brilliance of this collaboration is that it cultivates the next generation of arts patrons and artists, both performing and visual disciplines. The collaboration is unique and provides great valuable to the community. Funding Sources Ogden City previously had a percent-for-art City Ordinance in the past, used for public art projects. However, the ordinance has since been eliminated, in exchange for a dedicated annual $100,000 contribution from the City. This funds are allowed to be rolled over into consecutive years for a larger budget. Additionally, a second $100,000 in grant funds is used for re-granting to artists and arts organizations. The third stream of revenue, specifically for 2021 is $573,350 for operating expenses and staff salaries. The total operating budget, grants and public art budget is $865,350, compared to 2019-2020 budget of $960,000, down approximately 10% due to COVID-19. RAMP Tax The Recreation, Arts and Museums Projects Tax is a 10-year voter-approved tax allocation since 2004. The Tax was renewed by voters in 2014, and proposed projects are annually reviewed by City Council then approved by the RAMP Tax Advisory Board, for Arts and Museums, and Recreational offerings for citizens and visitors. RAMP receives one penny of sales tax for every $10.00 purchased and is used for new and existing facilities and cultural and recreational programming. This tax provides an annual funding in the range of $150,000 for Arts and Museums, and approximately $420,000 for Recreational facilities and programs. Projects are proposed on an annual basis. 87 82 | Page MAINTENANCE OF PUBLIC ART The minimum allocation for maintenance of public art is at least $2,500 annually. Marketing & Social Media Ogden City Arts agency created three specific hash tag campaigns for all public art and performing arts events which are used within the context of the main Ogden City government website and social media accounts. Those hashtags are #OgdenSharesArt, #OgdenArts, and #OgdenisRAD. The municipal arts agency has their own social media and webpages: Ogdencity.com/arts and Instagram is @Ogden_Arts with over 3,100 followers, and Facebook is OgdenCityArts which features Ogden’s First Friday Art Stroll, with over 1,900 followers. Today these hashtags for Ogden City Arts are so commonly used by all citizens and visitors, that even arts and crafts makers, emerging and professional artists, residents and students use these for their own projects. The nonprofit cultural organization Ogden Contemporary Arts Center (OCA), has a robust following with over 1550 followers on Instagram, and more than 1,700 followers on Facebook. Twitter is not a social media platform used by OCA. Governing Structure, Policies & Documents GOVERNING PHILOSOPHY In this Arts & Culture Master Plan adopted in 2017, the writings of author Richard Florida, professor at the Rotman School of Management, and the School of Cities, at the University of Toronto, cement a key assertion that arts are a community asset and vital to job creation and economic health of municipalities. Florida has written exclusively on the creative economy in books such as, The Rise of the Creative Class, Flight of the Creative Class, Who’s Your City?, The Great Reset, and The New Urban Crisis. These titles describe the key themes within Ogden’s arts Master Plan for valuing job growth largely within creative industries, and for retention of top talent. From a self-designated creative district to designing and building a dedicated infrastructure for arts and culture programming with the Dumke Arts Plaza, and by securing funding for an arts plaza, Florida’s theories on the positive effects for a creative economy by championing creative industries translates into a top value for Ogden City Arts. The Master Plan builds a strong case for why the arts are critical for the happiness of citizens and visitors who attend cultural offerings throughout Ogden. 88 83 | Page The Arts Advisory Committee is made up of 14 members and their duties range from arts advocacy, arts re-granting program, the Mayor’s Awards in the Arts, the Arts on the Town program and also oversee the First Friday Arts Stroll. POLICIES AND ORDINANCES Ogden City passed a percent-for-arts ordinance in 1997, one of the first cities in Utah to do so. The ordinance called for 1% of eligible city capital improvement project funds be used to commission artists, or directly purchase a work of art from an artist, for that CIP project. By 2016, the business model changed to collecting art money from water, sanitary sewer and storm sewer utility funds, which equated to a similar amount from 1% of CIP funding. In 2018 the ordinance was again discussed at length by City Council for a budget review with suggested adjustments for funds to come exclusively from the Business Depot Ogden business park. The 1% for public art ordinance was consolidated to mandate sources for funding to come from the Business Depot Ogden lease revenue with $100,000 dedicated to arts grands. The consolidation of the ordinance and change to funding sources was adopted in 2019. By consolidating the arts ordinance, it now includes dedicated funding for the maintenance of the collection and funds to commission public art for private property with an easement approved by Legal. The public art projects are divided into two categories, major arts projects to be approved by city council, and minor arts projects with a cumulative value of $30,000 or less to be approved by the mayor. 89 84 | Page PARK CITY, UT Arts and Cultural Master Plan Park City public art staff lovingly refers to the three public art cultural organizations that are instrumental in providing Public Art to the community. None of the three entities have a traditional public art or cultural master plan, instead they are guided by well-defined policies and strategic master plans. Within this Town Profile we will describe each of the three organizations since they interface to create the dynamic cultural scene. Public Art Cultural Organizations The three organizations that make up Public Art are the Park City Public Art Advisory Board (for the City), the Summit County Public Art Advisory Board (for County), and the Park City Summit County Arts Council (non-profit Arts Council). In addition to the organizations that provide public art opportunities, there are more than 30 arts and culture non-profits, a bustling gallery scene and many local artists. Park City Overview In 1984 a group of grass roots arts enthusiasts commissioned and installation the City’s first public sculpture. Proudly, that first piece is still in the collection. At the time, with many community members, the City Council desired an art in public places program, which has expanded into the three organizations that help grow the community’s public art today. Uniquely Park City 2002 Olympics: In preparation of welcoming the world, Park City made significant investment into the community in the years leading up to the games. Streetscape, parks and public spaces were prioritized for beautification projects, along with major capital investment into roads and other infrastructure. Similarly, Summit County partnered with the organizing committee and State on the Utah Olympic Park, two enormous satellite parking/transit hubs, and improvements to interstate interchanges. One of Park City’s top priorities was to commission artists for new public works of art. As the games attract a global audience, the Public Art Advisory Board set into action putting their best foot forward culturally, allowing for temporary public displays SNAPSHOT Park City, Utah Summit County Population 8,526 parkcity.org/about-us/public-art Jenny Diersen Staff Liaison to Public Art Advisory Board Special Events & Economic Development Program Manager, Sustainability Department jenny.diersen@parkcity.org Sustainability, Special Events Economic Development Office Minda Stockdale Staff Liaison to Public Art Advisory Board Leadership Park City & McPolin Farm Executive Office 435-615-5186 minda.stockdale@parkcity.org Staff Size 2 Part-time Staff Salary Ranges $60,000 $90,000 Entity Type Park City Public Art - Municipality Arts Council is nonprofit entity Budget Source-%-for-art & CIP allocations Budget Range-$350,000 Certified Arts District – YES Percent-for-Art Allocation Ordinance Planning Document 2020 Public Art Policies 90 85 | Page during the games as well as many lasting legacy pieces that still cement our ties to that unique time. Funding for art for the Olympic Games: Many generous contributors, both public and private came together to commission additional public art, as well as privately acquired or donated sculpture for the City, as a result of the creative placemaking for the Olympic Games. 2003 Formalizing Public Art: Park City is a municipality in Summit County. The City formalized the Public Art Advisory Board in 2003. Shortly after Summit County also formalized a Public Art Board. The nonprofit organization, Park City Summit County Arts Council, has played an important role in the development of these programs since the beginning. 2014: Changing roles change with the Park City Summit County Arts Council led the City to take on the role of administering the Public Art Advisory Board. At this time, the board, staff and City Council took 2 years developing a strategic plan, mission and vision and clear goals for the City’s Public Art Program. Economic Impact There is immense support from Mayor Andy Beerman to the city council members for the Public Art Program (budget currently $350K). In addition, annually there is additional support for nonprofit organizations and immense support for the arts, understanding the value of a vibrant cultural scene for locals and the economy. 2020 Economic Impact Statistics9 • Arts & Culture industries in Summit County produce a total of 4,243 Jobs as of 2019 including Arts and Culture jobs and non-Arts and Culture occupations. (footnote) • This represents a 40.7% increase since 2010 which is 6.7% greater than Summit County's job growth across all industries. • Arts and Culture industries generate $499,506,373 in total sales • 1,727 people in Summit County are directly employed in Arts and Culture occupations which represents a 56% increase since 2010 – outpacing the overall employment growth of Summit County by 22%. • Arts and Culture jobs in Summit County expected to grow at an approximate rate pf 20% over the next nine years. • Local Arts and Culture organizations received $2,806,091 in funding from local and state grants. • Park City is making a large investment in the Bonanza Park Arts and Culture District anticipated at $60-$80 million. 9 “State of the Arts 2020”, Summit County Project ABC: Art Beauty Culture; Produced by the Arts Council in partnership with Summit County and Park City Municipal. Inside cover. 91 86 | Page • Park City and Summit county both contribute significant funding to Public Art. Summit County has a public art budget of $286,000 and Park City has a budget of $350,000. Key Discoveries The overall cultural health of Park City and Summit County’s arts-related creative economy surpasses indexes for jobs and revenue in other industries in the same geographic area. The strength of the cultural economy is in large part through a dynamic collaborative relationship between many organizations, as each has a separate deliverable, though unified mission. As recently as 2018, Summit County, UT was ranked #1 out of 933 communities nationwide, for its overall creative vitality, the study done by Western States Arts Federation. Second in this ranking is Jackson, WY. There is an increased investment in creative spaces, programming and public art throughout the Park City, Summit County region, and the Arts Council is the instrumental organization that tells this story and advocates for this vital creative economy.10 Mission/Vision/Goals Park City Public Art Mission, Vision, Goals & Strategies - City Government The Mission is to enrich and connect the Park City community through visual art in public spaces. The Vision is to inspire a complete community, celebrating Park City’s vibrant history, culture, and environment. Goals & Strategies 1. Maintain & Preserve the Public Art Collection. a. Perform an annual collection review. b. Maintain a current inventory of the collection. c. Respond in a timely manner to damage or maintenance needs. 2. Acquire Public Art that Aligns with the Mission of the PAAB. a. Adhere to the selection process criteria and standards. b. Select artist whose work aligns with projects vision and goals. c. Align projects with City’s values and priorities. d. Advocate for private and public collaborations. e. Be responsible stewards of public art funds. f. Establish collaborations with City Departments. g. Maintain a current Project Planning document. 3. Select Public Art that Reflects a Sense of Place a. Create a cohesive and relevant collection that tells the story of our community and place. 10 “Strategic Plan 2020-2025” Arts Council Park City Summit County, pg. 3 92 87 | Page b. Connect to Park City’s history and landscape. c. Reflect Park City’s diverse culture and unite our neighborhoods. 4. Engage the Community through Public Art a. Increase public involvement through educational opportunities, outreach, and awareness. b. Respond to the community’s concerns and suggestions. c. Promote the current Public Art Collection. Park City Summit County Arts Council Mission and Vision – Nonprofit Organization Our mission is to serve our Arts & Culture community by driving creative programming, providing valuable resources, and cultivating connections. We envision a community where Arts & Culture is critical, where creatives thrive, and where all people connect through the arts. Projects & Priorities Creative Arts District Recently Park City entered into a collaborative partnership with a developer who is making a new Creative Arts District that will be sited on 5-acres of land in the downtown and will house the Kimball Art Center and The Sundance Film Center. The brilliant commitment from City leadership is the addition of maker-spaces for artists and creatives. This infrastructure provides opportunities to offer artist residencies to attract creatives to experience the magnificence of the Park City area. This artist and maker space is one of the top priorities for the community. Local Arts Economy By prioritizing commissions for local, regional and national artists, this strengthens the Park City economy. Not only is the work of art important aesthetically to the local businesses, tourists and residents, so too is the impact of hiring visual artists which becomes a benefit to the financial structure of the City. Review Accomplishments and Future Planning Annually in the winter, the PCPAAB reviews accomplishments, challenges and looks to strategically plan projects for the upcoming years to determine … City Council retains authority on all Public Art in the City and approves a final Strategic Plan and projects before they are implemented. Park City has a narrow project window due to winter conditions. It is challenging to build projects in winter months. Public Art Inventory Map Currently the Park City public art team is updating its public art map which will be finished in the first quarter of 2021. 93 88 | Page Utility Boxes In Partnership with Rocky Mountain Power and Environmental Sustainability Department, PAAB and the City Council launched “EmPOWERment” – a Utility Box mural project in 2019. The project encouraged the community to submit designs and consider visual ways to show the importance of our environment and sustainable practices in the community. Phase 2 of this project is planned for 2021. The first attempt at this project took a significant amount of time (5 years) to execute from contracts through finalization but had significant positive outcome on the community. Park City Summit County Arts Council Priorities The primary priority throughout the Arts Council 2020-2025 Strategic Plan is to secure dedicated funding sources at levels that are higher than present revenues. The Arts Council is underfunded for the work that is delivered. The Council works beyond staff capacity at levels that cannot be sustainable for the long term.11 Cultural Offerings, Arts District, & Collaborations Collaborations Park City cultural centers and events renowned internationally, drawing tens of thousands of participants annually. With more than 30 arts and culture nonprofit organizations, a bustling gallery scene, many Special Events, public art programs in a natural setting help set the stage for collaboration and innovation. As mentioned above, one of the top priorities for Park City Public Art Program is in conceptual stages envisioning a 5.25-acre cultural campus to be shared with the Kimball Art Center and Sundance Institute. The Arts and Culture District is anticipated to include maker spaces and space for artists residencies with an anticipation date of 2024. Demolition of the land is tentatively scheduled to begin this year. Funding Sources The Arts and Culture allocation are only 2% of the 2021 operating budget of $61.3MIL. Park City Public Art (for the City) is primarily funded through 1% for arts along and excess CIP (capital) funds the City Council allocates. The current budget is around $350,000. The policies require going to City Council for each project funding request. Park City Public Art is maintained through an operations and maintenance fund, which was a one-time request for $8,000. Currently, while they are considered from time to time, the Public Art Program does not regularly apply for grants for the Park City Public Art Program. Park City Summit County Arts Council (for the County) has secured significant funding for Arts & Culture in Park city and Summit County including the RAP Tax legislation and the recent percent-for-arts policy approved by Summit County. PCSC Arts Council has built audiences for emerging and established local artists and have helped incubate and launch 11 Ibid, pg 7 94 89 | Page numerous arts programs and organization such a Mountain Town Music, Park City Film, and both the Park City and Summit County Public Art Boards.12 Summit County Public Art (for the County) is primarily funded through grants and a 1% arts that the County Council and County Manager allocate. Summit County public art is maintained through an operations and maintenance fund. RAP Tax Funding The Arts Council led the RAP (recreation, arts, & parks) tax authorization campaign in 2010, leading to the successful implementation of this critically important funding mechanism. The Arts Council led the reauthorization charge again in 2020, which won broad support from voters in the November election. The RAP tax is 0.1% sales tax (tenth of a cent), on most goods sold in the county, for which provides funding of publicly owned or operated recreational and zoological facilities, and botanical, cultural, and zoological organizations owned and operated by institutions or private nonprofit organizations. It first was adopted in 2000.13 Transient Hotel Room Tax provides a sizeable allocation that is significant funding for arts and culture, and this is the primary way that the new arts district is funded. Marketing & Social Media Park City created a short video featuring a performing artists who dances her way through the City, stopping to respond to many of the impactful works of art in public spaces. The short film is very creative, and an especially clever marketing piece to bring awareness to the collection. Each month, Park City and Summit County art boards select a favorite piece of artwork to feature and the Park City Summit County Arts Council features it in social media blog posts. Social media Park City Public Art related posts fall under @parkcitygovt, with approximately 4,000 followers on Instagram and Facebook, and just under 2,000 on Twitter. For the Park City Summit County Arts Council, Instagram provides the second largest number of their followers with over 2,100. Twitter has under 300, and Facebook provides their largest reach to over 14,000 followers. Governing Structure, Policies & Documents Here is a closer look at the structure of the three entities that make up governance for what is commonly referred to as the three cultural organizations that lead public art scene in Park City and Summit County: 12 Ibid, pg 6 13 “RAP Tax Reauthorization”, November 2020, www.summitcounty.org/1157/RAP-Tax-Reauthorization 95 90 | Page Park City Public Art Advisory Board (for the City). Minda Stockdale and Jenny Diersen are part time staff and administer the board and are the project managers for any projects. Stockdale works on administrative duties and project management, while Diersen works on policy and project management. The board is appointed by the Mayor and City Council, and board members are not compensated. Each board member can serve up to 2 consecutive 3-year terms. They must reside in City limits. This is a governing board, not a working board. Public Art Advisory Board (PAAB) has 8 voting members appointed by the Mayor and City Council and 2 City Council Liaisons, 2 Staff Liaisons and the Summit County Arts Council serve as support to the board, with non-voting roles. In addition to the Public Art Advisory Board, there are numerous programs, businesses and organizations that support the creative sector and businesses. Summit County Public Art Advisory Board (for the County). These board members are appointed by the County Manager. Each board member can serve up to 3 consecutive 3-year terms. They must reside in Summit County. This is a governing board, not a working board. Summit County Public Art Advisory Board is primarily funded through grants, and they do also have 1% of policy. Park City Summit County Arts Council (Arts Council) is a quasi-gov/nonprofit and they do a lot of advocacy for all arts groups, including both Public Art boards. The Arts Council was hired by the County to administer the Summit County Public Art Advisory Board. Arts Council has a board of directors (various residents, artists, and art advocates) who oversees this small 2.5 person staff. The Arts Council’s funding is through government grants (Park City and Summit County), as well as numerous grants and private donors. Park City’s Public Art Strategic Plan and Park City Public Art Policies can be found here. The Park City Public Art staff, Stockdale and Diersen are in the process of reviewing the Strategic Plan, what was accomplished in 2019/2020, and where the program will go to moving forward. The City Council has complete authority over all artwork in Park City, even if below $25K threshold in our purchasing policy. A Super majority voting is required for the PAAB for purchase or donation recommendations on projects with budgets exceeding $25,000. This is important as defined in the policies are criteria which artwork is evaluated, as art is different than other purchases and can be very subjective. It is also important to note that the Public Art Strategic Plan (Project Prioritization) and Art Policies tie directly to the City’s Visioning, and General Plan. This is also how the City prioritizes funding and the budget process across all departments. It is called it budgeting for outcomes. Currently the City Council’s critical priorities are Energy/Environment, Housing, Transportation and Social Equity. You will see these theme’s in the selection of the artwork throughout the City. 96 91 | Page Currently temporary public art is not funded through the board’s capital budget. The Public Art Advisory Board will discuss how they can fund temporary projects this winter and spring 2021, if it is something the board and community want to do. It is likely the 1% funding for temporary works will not be considered, (because it is capital funding). They will need to find operational funding (possibly grants) in order to do this. City Council retains budget approval over all acquisitions related to all CIP's. 97 92 | Page SUPERIOR, CO Arts and Cultural Master Plan As of 2019, the Town of Superior hired its first Cultural Arts and Events Supervisor who was able to increase the dedicated funding source from $100,000 annually to $150,000 to be used in creative placemaking projects and events. The Town’s interest in reaching beyond merely a visual arts program and rethinking neighborhoods, the walkability and attractiveness of downtown, and more ways for engagement around the downtown center led them to execute a Creative Placemaking Master Plan, the first of its kind in the State of Colorado. The Creative Placemaking Master Plan is based on a set of principles crafted on the Vancouver-based organization Happy City’s evidence-based approach to urban wellbeing, which draws from interdisciplinary research on public health, neuroscience, psychology, behavioral economics, and urban design.14 Superior Overview The Town of Superior is a unique, small suburban community near Boulder, and one of the economically advantaged municipalities in Boulder County. The Town has committed to a strong arts and cultural community, which is widely supported by its citizens. There is only one full-time employee for arts and cultural activity. There is not a public art-specific department per se, instead Cultural Arts and Events commissions public art and produces events within its $240,000 annual budget. Deana Miller’s salary is not included in this dedicated funding. Parks Department staff partners with Cultural Arts and Events to help siting and installing artwork. The Planning Department staff helps to pull property records and liaise with the private developers who are committed to adding art to their projects. The 14 “What is Creative Placemaking?”, Town of Superior Creative Placemaking Master Plan, pg. 6 SNAPSHOT Superior, Colorado Boulder County Population 14,000 superiorcolorado.gov Social Media @townofsuperior @superiorcolorado Deana Miller, Supervisor Cultural Arts & Events 303-499-3675 x 169 deanam@superiorcolorado.gov Staff Size 1-Full-time Salary Range $60,000 - $85,000 Entity Type municipality Parent Agency Parks and Recreation Budget Source General Fund and CIP Budget Range $150,000 annually Cultural Arts $90,000 annually Events Certified Creative District-NO Percent-for-Art Allocation Voluntary Planning Document 2020 Creative Placemaking Master Plan 98 93 | Page Public Works Department helps with determining traffic planning, facilitating and reviewing the right-of-way permit requirements. Parks Department staff work hands-on at events and assist in coordinating events. All staff mentioned above as well as the Town Manager and the Deputy Town Manager participated in contributing ideas and vetting the Master Plan. Economic Impact Important statistics that demonstrate the strength of Superior’s economy, which in turn strengthen its Cultural Arts and Events Program are: • Per capita tax-funding in the Town of Superior is approximately $10.50 - $11.00 • Four big box stores are key drivers of sales tax revenue and keep the Town budget strong. Those retailers are Target, PetSmart, Walmart and Whole Foods • 2020 tax revenue as of December 22, 2020 was up 18% despite COVID-19 downturn to many sectors of the economy Key Discovery and Advice to Basalt Miller shared that what she found instrumental in the early stages of developing a cultural program was the boldness to pick a project and a dollar amount in Year 1 and go for it! Miller recommends being innovative with a small pilot project, even if it is only between $10,000 to $20,000 and monitor and report on successes and impact to generate an increased budget in Year 2. This requires a well-thought-out marketing and public awareness campaign to create buy-in from residents as well as visitors. And especially, avoid selecting art by committee. Always bring in an artist to help creatively solve design problems. Designing by committee often ends badly. Mission/Vision/Goals Vision: Creative Placemaking in Superior unifies a sense of identity that boosts social wellbeing and community health through strategic design interventions and events that spark joy. Mission: Inspired by Nature, Superior's Creative Placemaking Master Plan, supports the Cultural Arts and Public Spaces Advisory Committee CAPS Advisory Committee and town staff in strengthening healthy lifestyle choices in ecologically, economically and culturally sustainable ways. In the process of identifying core principles that guided their Creative Placemaking exercise, seven core principles were identified: Sociability, Joy, Health, Equity, Ease, Resilience, and Meaning and Belonging. 99 94 | Page Definition of Creative Placemaking, as defined and adopted by Superior’s Town Council is: “Creative placemaking is a way of viewing aspects of a community’s cultural life as community assets. It is about seeing culture and cultural activity as resources for human and community development, rather than merely as cultural “products’ to be subsidized because they are good for us.”15 Projects and Priorities All projects and priorities are built around principles of creative placemaking and establishing a creative economy. Currently there are only a small number of traditionally creative jobs in Superior, with the exception of a community of artists. Over the last year the creative placemaking concept has been the main driver, as opposed to a 5-year public art plan that in the Town’s opinion does not yield the best use, nor deliver the best impact for their investment. On the Project Boards Current “in-the-works” creative placemaking endeavors include: • Crosswalks integration to slow down traffic • Bump-outs to make sidewalks bigger and reduce traffic lanes • Walking and biking trails with art installations to encourage non-automobile transportation, all leading to the new Culture Center • Developers are 'encouraged' and 'asked' to add art to their projects o In 2019 a step-by-step guide was created for developers to guide them through the art-adding process • The Town’s art asset map only lives on Google Maps and only includes 11 Prairie Dog icon sculptures; it is a high priority to get all sculpture onto a printed and digital public art map Cultural Offerings, Arts District, and Collaborations Certified Creative District The Town of Superior has unanimously decided not to become a certified Creative Arts District. They do not currently feel it is of value, as the requirements to become certified are significant, including at least a part-time paid staff person, a minimum activities budget of $25,000, an advisory committee for Creative District oversight, an annual strategic plan, and local government buy-in. Instead, Superior’s focus is to develop their municipality with multiple creative placemaking endeavors that make the town embrace a more livable and engaging community. 15 Ibid, pg 5 100 95 | Page Cultural Offerings One of the highest priorities is a laser-focus on ways to engage the community. This is a top planning strategy, as is creating places where people want to be. Urban and suburban design-thinking in the US in the 1950s and 1960s was prioritized around the automobile and retail strip malls which left communities without safe or desirable places to walk and connect. The philosophy behind creative placemaking re-envisions the way we experience our community. Funding The Capital Improvement Projects (CIP) was the primary funding source for arts and cultural programming. However, due to the fluctuating nature of CIP funds dependent upon development, Superior locked-in their dedicated annual budget at $150,000. There is a possibility for augmenting the budget with Downtown Superior Tax Increment Financing (TIF) up to $2m over 30 years. The reliability of a dedicated flat amount helps prioritize projects on a 5-year plan without interruption. As mentioned above in the Economic Impact section, Town revenues increased 18% by the end of 2020, which was a surprise due to fits-and-starts of ‘shelter-in-place’ orders resulting from COVID-19. Budget Increase The budget was increased from $100,000 to $150,000 in 2019 at the request of the new Cultural Arts Supervisor and is permanent through 2025, barring any unforeseen national economic downturns. The Town’s annual General Fund budget is $50,000,000 which is significant for a community with a population of 14,000 residents. $150,000 is only .3% of the annual town budget of $50,000,000 and is approximately 2% of the CIP. There was no push back from Town Council on the increase of $50,000 to the arts budget. A small number of people questioned on social media "why is Superior spending so much on art?" but the questions died down quickly. Miller does not think the arts budget line-item will increase any time soon. It will stay at $150,000 at least until 2025. General Fund There is an additional $90,000 each year that is specifically allocated for the events that are produced by the Cultural Arts and Events Department. Sponsorship There is only a small sponsorship relationship that brings in $5K - $6K for events only. Superior has not applied for town grants like the "Our Town" NEA grants, as the community feels the grant funds would be better used by more disadvantaged communities. 101 96 | Page Marketing and Communications There is no dedicated arts and culture hashtag or handle. For art and cultural events, the Town uses the hashtag #superiorcolorado and @townof superior. There is a desire to create something that is specific to the arts to start building a voice for the good work the Cultural Arts and Events program is doing. Governing Structure, Policies, and Documents The governing documents and policies that guide the Cultural Arts activity in Superior is the recently completed Creative Placemaking Master Plan, the first of its kind in Colorado, and the Public Art and Design Management Handbook, which outlines the art selection processes The Cultural Arts and Public Spaces Advisory Committee (CAPS) was established in 2016 by Resolution No. 79, by the Town Board of Trustees. The CAPS mandate is to envision and advise on creating engaging arts and cultural experiences, inspired public spaces, and opportunities to build community. The nine-member committee will also work with the Town Board of Trustees by advising on the selection of future art installations and providing feedback on artistic and cultural developments within the Town. Work Plan The Cultural Arts and Public Spaces Advisory Committee approves an annual Work Plan, executed by Committee Members that is tied to the Cultural Arts and Events Staff Action Plan. 102 97 | Page VAIL, CO Arts and Cultural Master Plan In 2008, the Art in Public Places program formalized its 1%-for-art Ordinance for capital projects through Town of Vail Code 12-25-1 through 12-25-6. The adoption of an Ordinance for public art was in large part a result of the Art in Public Places Strategic Plan that was finalized and adopted in 2001. The major focus of the Art in Public Places Strategic Plan is site-integration in both public and commercial areas throughout the Town of Vail. The plan sets guidelines, policies, and programming standards still relevant today. Vail Overview The current Art in Public Places Coordinator, Molly Eppard, joined within the last eleven years, taking the program to a higher level that has garnered national news. With the caliber of residents in Vail Valley who value supporting the arts, the Art in Public Places Program is the recipient of additional funding on top of its annual budget. For example, donations from partners such as East West Partners for the exploration of an artist residency space, and the Pete Seibert Memorial for a sculpture of Seibert in his likeness, in 2019 totaled approximately $250,000. The nonprofit Vail Valley Foundation donated $222,683 in 2020 to produce signature performing arts and athletics events such as Mountain Games, Hot Summer Nights, Vail Dance Festival and Colorado Classics. In the last five to seven years, the Program has had the flexibility to bring in acclaimed artists familiar to Eppard to create temporary works, which was unanimously approved by the Board. SNAPSHOT Vail, Colorado Eagle County POPULATION 6,077 Artinvail.com Social Media #artinvail Molly Eppard AIPP Coordinator Art in Public Places 970-479-2344 meppard@vailgov.com Staff Size 1-Person Salary Range $60,000-$80,000 Entity Type Municipality Parent Agency Department of Public Works Budget Source - Real Estate Transfer Tax - Philanthropic Donations Budget Range $90,000 - $130,000 Certified Creative District – NO Percent-for-Art Allocation Ordinance – 2008 Planning Document 2001 Art in Public Places Strategic Plan Art as a percent of budget 3.5% - 4.5% 103 98 | Page As curator, Eppard has an excellent relationship with the Art in Public Places Board and they trust her to bring in artists with a national and international draw. The most recent work was by Patrick Dougherty (cover image), an internationally renowned, temporary installation-artist who uses branches to create human scale structures. In 2020, Art in Public Places commissioned the Ladies Fancyworks Society to crochet a large, temporary installation for the Vail Public Library. Key Findings The key focus areas of Vail’s Art in Public Places (AIPP) Strategic Plan are 1) site-integrated art 2) strengthening relationships with private landowners and developers 3) enforcing existing zoning regulations on development and redevelopment projects so that they will include artistic elements 4) developing design guidelines and a public art administration process to ensure AIPP is included on substantial private projects 5) infrastructure for the consistent programming of public art, music, dance, etc. Vail has not done a re-visioning of the AIPP program strategic plan since the original 2001 Art in Public Places Strategic Plan. This clearly demonstrates that a thoughtful plan can have longevity. Mission/Vision/Goals The intention of the program is to assemble a collection of works for Art in Public Places which is educational, attractive to residents and guests, and of an overall aesthetic quality equal to the excellent international reputation the town enjoys as a resort. Projects and Priorities Artist-in-Residence Program The highest priority for the Art in Public Places program for 2021-23 is working with Hall of Fame architect Harry Teague, (serendipitously based in Basalt), to rehab a building into a dedicated artists’ residency space. Vail has very few spaces for artists and makers which has prompted the Town of Vail to prioritize this Town asset to make a space that draws local, national, and international artists into the Valley. Additionally, Art in Public Places endeavors to build strong relationships with the Planning and Public Works Departments to ensure all designers and developers of public or private buildings, districts, roadways, parks, and public spaces respect principles of creative placemaking. Any private development happening in Vail must assimilate art into their 104 99 | Page projects, specifically to ensure exceptional design on the human scale, both indoors and out. Public Works’ permitting reflects high-level design elements for creative placemaking. Recurring visual art priorities in Vail that fall under annual Art in Public Places programming include the Vail Winterfest, Winter and Summer Art Walks and summer Public Art Murals, plus additional projects for which there is residual money to use for temporary installations. Of note, visitors make pilgrimages to the Vail Winterfest which includes an outdoor installation of 20 illuminated ice sculptures by two local artists and is installed along the Gore Creek Promenade. Calls for Artists Opportunities From an implementation perspective, when the Art in Public Places Coordinator posts a Call for Artists, Eppard uses a general Town email address to receive artist submissions which include artists’ attached files and narratives. Eppard shared she collects the data from each individual email and downloads it onto a thumb drive for the Art in Public Places Board’s review and selection process. They have not used CaFE’s site www.callforentry.org. Cultural Offerings, Arts District, and Collaborations Collaborations Vail has the latitude to operate outside-the-box to invite artists to create temporary innovative projects without always having to post a Call for Artists. Eppard and the Vail Art in Public Places program are uniquely positioned to work with major arts influencers who are on noteworthy museum boards and who have their pulse on the top contemporary international artists. As mentioned above, artist Patrick Dougherty installed “Stickwork” in Ford Park in 2018, and in 2020 Colorado artists, the Ladies Fancywork Society, “yarn- bombed” the library. Artists Jason T. Graves and Remington Robinson created more than 2,000 linear feet of murals in 2020. Arts District Vail has not endeavored to become a Certified Arts District through the Colorado Creative Industries Office at the State’s Office of Economic Development and International Trade. At this time, there are no plans to become a Certified Creative District, although when in Vail, Vail Village may be perceived as a de facto arts district with close to 20 fine art galleries. Funding Sources Percentage of Budget for Arts For as little as 3.5- 4.5% of the Real Estate Transfer Tax budget, the Art in Public Places Program is well-funded and creates exceptional public programs, while covering costs for the administration of the program. Percent-for-Art funding is a benchmark budget calculated from Town of Vail capital improvement projects. The percent-for-art is based on the original 105 100 | Page construction costs and does not include any change orders or cost overages. The percentage is based only on hard costs of new construction or renovations of municipal assets with public access and does not include a percent of any land purchase costs. This is important because Vail owns most of the land already and sells and leases parcels to developers. The Art in Public Places program is funded in large part through a Real Estate Transfer Tax (RETT). Any unused funds may be rolled over in subsequent years to bank for artwork with larger impact. The fluctuation in RETT between 2018 through the end of 2020 equates to an increase of 17.6%. Other factors increasing the RETT revenue are donations to municipal projects via patrons and long-time art donors, events, and athletics. Real Estate Transfer Tax (RETT) The voter-approved RETT was adopted into ordinance in 1992 for “acquisition, improvement and maintenance of real property within the limits of the town or within a mile of the town boundaries.” This “real property” includes the Welcome Center, parks, playgrounds, the main parking garage, and other public assets like the library. The RETT incorporates the 2008 1%-for-Art Ordinance that results in approximately $90,000-$130,000 every year, specifically for visual arts. The 17.6% increase in 2020 over 2018 was due to a 2020 boom year as COVID-19 migration from coastal cities to Colorado mountain towns saw record relocations from more expensive metropolitan cities. As the pandemic provided opportunity for employees and business owners to work from anywhere in the world, eliminating the need for expensive office spaces allowed people to reconsider their reasons for living in metropolitan areas on either coast. Private Donations Residents in Vail Valley have a median household income of approximately $75,000- $110,000. Many residents contribute cash donations or lend significant work to the Town to bring international artists to the Valley for both temporary and permanent works. It does not hurt that world renown collections are in Vail and that the collectors are permanent residents of the community. Vail ART Pass – Membership One of the unique funding sources for Vail’s Art in Public Places Program is a $50 membership (and higher), that gives members exclusive access to private art collections, museums, exhibitions, and artist studio visits in and outside of the Vail Valley. The Town of Vail makes it easy for residents, visitors, or arts disciples to join online. https://www.vailgov.com/art-membership-form 106 101 | Page The Vail Valley Foundation (VVF) is a staple in the community that cannot be overlooked. The VVF has just under 40 life-time donors who have given over $1,000,000 or more, that is used for arts, athletics, and signature events within the Vail Valley. In addition to life-time donors, there are hundreds of donors who commit to annual giving at multiple levels from low-to-high. Private Development Projects Per the Town Code, Chapter 25, the Art in Public Places program has a public art mitigation for developers, basically a ‘reasonable allocation’ guideline, to recommend a contribution for art added to their projects. The Public Works Department works closely to interface with the Planning Department and the developer, keeping relationships strong, so adding art is voluntary but likely. Most of the private developments have art consultants on staff who Eppard interfaces with closely, but does not directly oversee, since she is a one-person shop. The Planning Department triggers the percent-for-art allocation for developers when any development is zoned commercial. Marketing Budgets for Annual Signature Art Events: - Bravo! Vail $300,000. - Vail Jazz Festival $ 75,000. - Hot Summer Nights $ 28,000. - Vail Dance Festival $ 55,000. Marketing & Social Media For a few years, the Vail Art in Public Places program has jointly used @vailmtn which has almost 245,000 followers on Facebook and just over 71,000 on Twitter for Art in Public Places-related activity and events postings. On Instagram the hashtag #artinvail is used specifically for art, and it is just getting started with about 415 posts by visitors and residents. The Art in Public Places Program does not have a social media arts page, but there is a desire to create one. Eppard does all of her own press releases vs. the Town Communications and Marketing Department. As of 2020, $30,000 was used for improvements to the website LOVE VAIL www.lovevail.org, dedicated to providing access to Vail’s commitment to sustainability through green technologies and a reduction of waste that impacts the environment. Governing Structure, Policies & Documents Plan: The Art in Public Places Strategic Plan completed in 2001 was the last visioning document done for the Town’s arts and cultural programming. 107 102 | Page National Comparison: Many public art programs around the country aspire to have guidelines or an ordinance that allows the municipality to ask developers for a reasonable allocation for art in their development. This is one of the best details from Vail’s Strategic Plan. Since 2001, Vail has been able to enforce zoning regulations that may require developers to provide streetscapes and public art as mitigation for new development aesthetic impact. Committees: The Art in Public Places program is governed by a voluntary 5 member Art in Public Places Board which oversees: ongoing maintenance of existing public art pieces administering temporary art displays on public property arranging temporary art exhibits assisting developers and encouraging them to integrate public art within developments coordinating artist selections when public art is incorporated into the town 108 103 | Page BECOMING AN ARTS DISTRICT Becoming an arts district, officially or self-designated, is happening all around the country. In general, some of the benefits of arts districts include increases in property values, tourism, an increase in the number of creative jobs and related earnings, expansion of real estate development which brings new businesses in complementary sectors such as restaurants and hotels. They also create fertile places for educational and social growth. In 2014, there were more than 200 state-designated arts districts, and they continue to proliferate. Extrapolating from Western States Arts Federation (WESTAF) Creative Vitality Suites, it is fair to say that there are 1000+ art districts in the United States. Currently Colorado is home to 26 State-Certified Creative (or Art) Districts. According to Betsy Markey, Executive Director of the Office of Economic Development and International Trade (OEDIT), in December 2019, Colorado’s creative industries represented 4.4% of the State’s GDP. Economic Impact The National Assembly of State Arts Agencies in conjunction with Indiana University-Purdue University Indianapolis and the Western States Arts Federation conducted research that substantiates that the arts and related creative industries are powerful economic forces that diversify and stimulate local economies while galvanizing and healing communities. Creative and Arts Districts range from official entities certified and regulated by state government to naturally occurring artistic zones celebrated by municipalities and their residents. Colorado Certified Creative Districts In 2011, Colorado Creative Industries (CCI) established a way to officially certify an arts district by putting criteria in place that, if met, would allow the State of Colorado and OEDIT to officially recognize the district. The program became very competitive, so CCI created a way to “Do It Yourself.” The new process takes about a year and becomes the prerequisite to official certification. Plan for approximately two years from inception to completion to become certified. Requirements For Full Certification The criteria for certification in the State of Colorado is that the district must maintain a minimum budget for operating and activities of at least $25,000; the district must have at least one part-time paid staff person; there must be a current strategic plan; a demonstration of commitment by establishing an advisory board or commission; a demonstration of community buy-in with the commitment of the City Council or Mayor; and 109 104 | Page a determination of which entity type will serve the district best, such as a 501C3, 501C6, or municipality. Benefits • Technical and professional assistance • Increased visibility through news stories about how creativity is changing Colorado through the work of these districts • Two highway signs placed on state highways near districts • Access to statewide economic data on the impact of creative districts • Access to the Western States Arts Federation (WESTAF) creative vitality suite, an online platform for creative economy data • Financial support • Training programs • Shared resources and learnings via other Colorado creative districts Challenges • Time commitment for highly involved and detail-oriented process • Dedicated staff person to manage project • Identifying municipal or non-profit partner willing to oversee District for long-haul • Internal and community buy-in with regular convenings • Marketing commitment and strong alliance with Tourism Bureau 110 105 | Page TABLES Table 1 – Marketing and Social Media Findings Table 2 – Organizational Chart for Arts & Culture and Public Art Programs Table 3 – Public Art and Cultural Master Plans Table 4 – Cultural Offerings and Events Table 5 – Funding Sources Table 6 – Salaries and Positions Table 7 – Government Oversight: Commissions, Boards and Policies 111 106 | Page Table 1 - Marketing and Social Media Findings Table 1 Marketing and Social Media Findings Each of the study participants shared their approaches to social media and marketing their programs. About half of the programs attempt to have some type of curated social media presence with the goal of increasing their number of followers. Half of the participants have made an official account using @ with their designated brand, for example @jhpublicart across all social media platforms. Three of the participants have a hash tag (#), with a succinct name, such as #artinvail, or #kingstonartscommission. The importance of the hash tag is for the community to have a way to attach themselves with the program, for searchability of art specific topics. It is a highly effective, and best of all, free. All participants use a Facebook page for their programs with the exception of Breckenridge Creative Arts and Boulder Office of Arts & Culture. Some of the Facebook pages are associated with the municipal site versus uniquely an arts and culture department or associated nonprofit. Facebook, in comparison to Instagram (owned by Facebook), seems to be used less than the more beautiful way to share images on Instagram, to get people excited about what is happening within the community. Facebook is good for promoting events and digitally streaming live or pre-recorded video, though Instagram is in this domain space as well within the last year or so. Twitter is used less often for a municipality’s arts presence and more for the city page, which weaves in cultural activities with other town happenings. Key Takeaway: Strategic, curated, consistent use of social media accounts and hashtags can drive viewers and potential visitors to your website where they can learn more about your programming. It is also an excellent way to celebrate the entire creative community to build loyalty and audience. Twitter Followers Instagram Followers Facebook Followers Boulder @boulderartscult 2,101 @boulderartsculture 3,159 -- Breckenridge @breckcreate 275 @breckcreate 2,893 - Carbondale #townofcarbondale -#townofcarbondale 239 @townofcarbondalecopublicartscommission 579 #carbondalecreativedistrict -@carbondalecreativedistrict 1,423 @carbondalecreativedistrict 1,305 @carbondalearts 2,776 @carbondalearts 3,538 Colorado Springs @CityofCOS 57,100 @cityofcos 35,800 @cityofcos 34,836 @DowntownCS 8,477 @downtown_cs 10,100 @downtownColoradoSprings 17,853 ----@publicartcommission 423 Fort Collins --@focoarts 1,800 @dfccd 1,664 ----@fcmuralproject 1,600 Jackson Hole @jhpublicart 725 @jhpublicart 2,887 @jhpublicart 1,970 Kingston @kingstonNYgov 2,890 --@kingsontNYgov 12,263 #kingstonartscommission 61 Lafayette @lafayette_CO 2,607 @lafayettecolorao 2,839 @LafayetteCollective 666 @ARTSLafayette 1,602 Loveland ----@lovelandpublicart 793 Ogden @OgdenCityUtah 5,154 @ogdencityutah 11,100 @OgdenCityUtah 28,606 Park City @parkcitygovt 1,797 @parkcitygovt 4,076 @parkCityGovt 4,002 Superior @townofsuperior 375 @townofsuperior 1,134 @superiorcolorado 2,536 Vail @vailmtn 71,300 #artinvail 415 @vailmtn 243,439 #artinvail Arts Specific @ 7 Arts Specific #2 Municipal accounts 7 112 107 | Page Table 2 - Organizational Chart for Arts & Culture and Public Art Programs Community Development/ Services Cultural Services Mayor's Office Economic Development Parks & Recreation Public Library Public Works 501c3 TOTAL BY TOWN Boulder X 1 Breckenridge X 1 Carbondale & Works & Carbondale Arts X X 2 Colorado Springs X 1 Fort Collins X 1 Jackson Hole X 1 Kingston, NY X 1 Lafayette X 1 Loveland X 1 Ogden X 1 Park City Public Art & PCSCAC X x 2 Superior X 1 Vail X 1 1 4 2 1 1 2 3 15 Community Development 1 Cultural Services 4 Mayor's Office Economic Development 2 Parks, Recreation & Cultural Services 1 Public Library 1 Public Works 2 501c3 3 For-Profit 1 15 Table 2 Organizational Chart for Arts & Culture and Public Art Programs There are various departments that arts & culture and public art live under within local government. The most common department is Cultural Services with four of the study participants under this department. Equal to Cultural Services is the formation of a nonprofit 501c3, which also has four study participants included here. The nonprofit is not within municipal government, but instead works closely or alongside the municipal program. Both Carbondale and Vail stated that Public Works was a great department to be under, as the activities of public art benefits immensely from Public Works’ staff having expertise when it comes to permitting, art installations, and creating infrastructure for the works. The operations, and engineering staff bring a wealth of experience. The public works department help with laying foundations and providing sculpture bases as well as fast-tracking permits. This structure is exponentially improved, when someone in the Public Works department also has an appreciation for art or has an art background, so they can relate to artists and enjoy working on these types of projects. A strong relationship with the Permits Department is beneficial. The other programs are split evenly between Community Development, the Mayor’s Office of Economic Development, and Parks & Recreation. The four arts & cultural programs that became nonprofit organizations did so primarily to receive and disperse funds for programming to support the arts community. For example, Breckenridge Creative Arts (a non-profit) receives a Town grant to provides all cultural programming for the Town. Key Takeaway: There is no right or wrong department for a public art or cultural arts program to live. What is most critical is that the selected department is supportive of the arts, has sufficient staff capacity, and nourishes its relationships with its sister municipal departments to cover all bases, gain consensus, and accomplish great things. Where the cultural program starts out, is not always where the program remains. There may be a compelling case for the program to move under a different department. 113 108 | Page Table 3 - Types of Master Plans Type of Plan Year adopted Abbreviation Boulder Community Cultural Plan 2015 CCP Breckenridge Public Art Master Plan & Policy 2016 PA Carbondale Resolution for Carbondale Public Art Commission 2012 R Colorado Springs Public Art Master Plan Nov-20 PA Fort Collins Arts & Cultural Master Plan May-19 ACP Jackson Hole Public Art Tool Kit 2016 PAG Kingston, NY Arts & Culture Master Plan 2021 ACP Lafayette Comprehensive Plan; Downtown Vision Plan CP 2019-20 DTVP 2011 P Loveland Art in Public Places Handbook of Guidelines late 1980's PAG Ogden City Master Plan for Arts and Culture 2017 ACP Park City Public Art Policies Document & General Plan (town Plan)2014 P Superior Creative Placemaking Master Plan 2019 CPM Vail Art in Public Places Strategic Plan 2001 PA Types of Plans Abbreviations Count Arts & Cultural Plans ACP 3 Creative Placemaking CPM 1 Community Cultural Plan CCP 1 Policies, Guidelines, Town Plan P & PAG 2 Public Art Plan/Strategic Plan PA 5 Resolution R 1 Table 3 Public Art and Cultural Master Plans This table is instrumental in showing the various types of public art and cultural plans that help municipalities guide the vision around cultural vitality. We heard from participants that they are thinking more broadly than just public art and are re-inventing ways art can be integrated into the community. For instance, Boulder is making a concerted effort to leave old paradigms behind for public art by inviting unique partnerships, initiating serendipitous art encounters that expand the definition of what constitutes creativity. A few of the participants plans are more than 10 years old, but the plan, or guidelines and policies still serve the program. Several others have just finished, are in the middle of, or are updating their plan. Three of the thirteen participants did a new plan in 2020-21, (Colorado Springs, Kingston, and Lafayette). Two of the participants did a new or revised plan in 2019, (Fort Collins, Superior). Key Takeaway: The Plan is an essential document for all of the study participants so that there is buy-in from leadership and the community for a shared vision for arts and culture. Many municipalities have public art programs that “never sleep,” meaning there is continuous money for projects which can overwhelm staff and work them beyond capacity. There was a mix of programs adhering to either 5- or 10-year implementation plans, but none with a horizon longer than ten years. 114 109 | Page Table 4 - Cultural Offerings and Events Boulder Breckenridge Carbondale Colorado Springs Fort Collins Jackson Hole Kingston, NY Lafayette Loveland Ogden, UT Park City, UT Superior Vail Nonprofit Art Center /Art Making Classes NO YES YES NO YES NO NO YES -YES YES NO - Art on the Streets Loan Program YES YES YES YES YES YES NO YES YES YES YES YES YES Art Walks/'First Fridays'YES YES YES YES YES YES YES YES YES YES YES NO YES Artist Registry (to help local creatives)YES YES YES YES*YES -YES -YES YES NO NO - Art-on-the-Corners / Crosswalks Placemaking YES NO -NO YES ----YES NO YES - Arts Festivals (summer/annual)YES YES YES NO YES YES YES YES YES YES YES YES YES Certified Creative Arts District - CCI NO YES - 2017 YES -2016 YES '14 & '19 YES NO -NO YES 2019 YES YES NO NO Self Designated Arts District YES -----YES --YES --- Farmers Markets YES YES YES YES YES YES YES YES YES YES YES NO YES Film Festivals YES YES YES YES YES YES YES YES YES YES YES NO YES Grantmaking to Artists & Arts Organizations YES YES YES YES NO YES YES YES YES YES NO NO Mural Program (annual/grant program)YES YES YES YES YES -YES YES YES YES YES YES YES Music Festivals (annual/reoccurring)YES YES YES NO YES YES YES YES YES YES YES YES YES Painted Pianos-Around-Town NO -NO YES YES NO NO --YES NO NO NO Performing Arts Festivals (Dance/Theatre etc.)YES YES YES NO YES NO YES YES YES YES YES NO YES Public Art & Cultural Asset Map YES YES YES in-progress YES YES YES YES YES YES YES NO YES Traffic Barriers / Transformer Boxes NO NO NO NO YES NO NO NO YES YES NO NO NO Table 4 Cultural Offerings and Events There are a wide range of cultural offerings within our study group, and this table identifies but a few of myriad possibilities that are common to most. Some offerings are overseen exclusively by the town, but many more benefit from fertile partnerships from multiple sources such as foundations, non-profits, and partnerships with local businesses and schools. An example is the Bohemian Foundation which specializes in music and partners with Fort Collins to put pianos painted by artists onto the streets. Many non-profits dedicated to specific disciplines produce and fund their own events and festivals, often with city cooperation. Some of these include series or day- long events in the performing arts realm. An exception is Lafayette, whose General Fund pays for summer music concerts downtown on most Fridays. Mural programs were beloved in all communities. They are great, highly visible, and straight forward ways to energize a neighborhood or downtown. The programs fund artists to create, and in most cases, mentor emerging artists. Some of the mural programs concertedly encouraged local studio painters to learn how to create works on a larger scale, thereby increasing their skill set and potential for other commissions. Key Takeaway: A wide array of offerings shows a municipality’s strong commitment to the arts. It is through the lens of economic impact that municipalities look to include a broad range of seasonal programs that put them squarely on the state’s cultural and tourist map. The list of cultural offerings was selected to demonstrate that these types of programs excite audiences to spend money which supports artists, musicians, dancers etc. in addition to having a tertiary impact on restaurants, lodging, retail, and galleries in and around their occurrence. 115 110 | Page Table 5 - Funding Sources Grants Received Nonprofit Membership Revenue General Fund/ Operations and Maintenance Percent-for-Art funding from CIP Grants Dispersed: Artists & Arts Organizations 1% for Art funding from CIP Calculation trigger for %-for-public art Boulder NO NO $2,362,500 in combination with general fund $925K YES 1% on CIP > than $100K; Breckenridge YES 1.7M YES GF $1.7M approved 11/20 BCA consultant to Town YES YES - Carbondale NO YES Public Art Pgm/ O&M = $15K 2020; $21K 2021 NO NO NO NO Colorado Springs YES YES $124K (aspire)NO -NO - Fort Collins Once YES 2020 $3.1M combination of funding for all venues + public art YES YES 1% on >$250K; Artists added to projects w/ $50K-$250K Jackson Hole $350K private YES-consulting Town Grant$130K Act as Consultants. attempting to adopt 1.5% Ordinance in 2019 - consulting revenue recommend not mandatory Kingston, NY 2020 $143K rev (grants); 2021 $58K rev (grants)- 2020-$163K exp; 2021 $75K exp Aspirational YES Aspirational - Lafayette $250K Cares Act NO 2020-$634K 2021-$592K combination of General Fund, % for Art, development fees, grants YES YES - Loveland YES YES 2020 $765K YES - Fluctuates to % CIP YES YES 1% of all CIP > $50K for public art. Ogden UT YES NO 2019-20 $929K NO YES YES - Park City, UT One - $25K YES $100K a year for 3 yrs $350,000 (combination of funding) YES (PCSCARTS)YES 1% on any CIP Superior $5,000 NO 2018-$100K 2019-$150K 2020-$150K combination of CIP & General Fund -YES Flat rate, no fluxuation Vail donations YES $90K-$130K combination of RETT and philanthropy -YES Real Estate Transfer Tax; Grants; approx $90K per year Table 5 Funding Sources The funding characteristics in the following table apply to at least one of the arts entities in the city. This is an important clarification because some of the municipalities programs described in this study are run through a nonprofit, such as the Breckenridge town arts budget run through Breckenridge Creative Arts. If the program has a percent-for-art policy that is triggered by capital improvement projects, this is described in the column, Calculation trigger for %-for-art. Not all programs have budgets that come from a percent-for-art, but instead comes from the municipality’s general fund. Some municipalities have a combination of both. And lastly, some have a fixed rate budget that is committed to arts and culture, loosely calculated from CIP, but not directly by an individual CIP’s such as a library or road renovation, but from the municipality’s annual CIP’s combined. Some of the municipalities have found that by becoming a nonprofit, they can more readily receive cash donations from private donors to augment their range of programs. One of the participants, Park City Public Art Program, conveyed that their current policy does not allow them to use percent-for-art monies for temporary works. This will be a topic for discussion with the Arts Commission to see if this can be changed. Key Takeaway: Budget amounts and sources vary widely. Since all municipalities have different capital improvements happening at any given time, the % for art monies spent specifically on public art was hard to track. Many of the participants reported that budgets fluctuate from year-to-year. All participants have or consider taking a portion of their arts budget to experiment to demonstrate the cultural impact of arts spending to improve livability and town innovation. 116 111 | Page Table 6 - Salaries and Positions Lead Position Salary Range Secondary Salary Range Support Staff Salary Range Non-profit or Municipality Boulder Manager $38-$58 per hour Program Coordinator $26-$40 per hour Program Coordinator Grants $26-$40 per hour Municipality Breckenridge Exec Director/CEO $105,000- $158,564 Program manager $45,000-$70,000 --Non-profit Carbondale P/T Public Works (no reply) Carbondale Arts staff salaries & wages combine $206,867 -- Municipality & Non-profit Colorado Springs Cultural Srvcs Dir, Parks & Rec $148K-$208K annual P/T assistant $17 per hour --Municipality Fort Collins Director approx. $117K Lead Specialist $75,000 Municipality Jackson Hole Director $70,000 range ---- Non-profit since 2010. Filed 2012 Kingston, NY Director $43,500 ---- Lafayette Director $110,000-$165,000 Program Manager $64,000-$96,000 --Municipality Loveland Director $127,712 Public Art Manager $51,000-$80,000 LHPAC salaries & Wages $100,891 Municipality & Non-profit Ogden Arts Projects Coordinator $80,000 range Events Coordinator $70,000-$85,000 Mrkg & Comm Coordinator $70,000-$85,000 Municipality Park City Project Manager $60,000-$90,000 Executive Leadership $70,000 range --Municipality Superior Supervisor $65K-$85K annual ----Municipality Vail Project Manager $70,000 range ----Municipality Table 6 Salaries and Positions This table attempts to show a comparative analysis of salaries and positions. Kingston’s Office of Art and Cultural Affairs Director position became full-time within the last year which might possibly explain why this position is below industry standards compared to other positions with this title in other geographical areas across the nation. Salary information was a delicate area for inclusion. The salaries noted are all ranges vs exact salaries for 2020-2021. Most nonprofit and for-profit salaries and wages were found in filings on the respective state’s Secretary of State website by searching the charitable organization. Key Takeaway: All programs have at least one position dedicated to tasks related to arts and culture, with an emphasis on putting art into public places, whether a temporary commissions, a loan program, permanent commissions, or variation of creative placemaking endeavors. NOTES: Colorado Springs utilizes several Pioneer Museum employees who spend a small percentage of their time on public art. Lafayette has five positions from full-time to part-time which range from director to managers to coordinators. Vail has one part-time person who works 32-hours per week and the position includes benefits. 117 112 | Page Table 7 - Government Structure, Boards and Commissions, and Policies Governance oversight Number of members Donations Policy Deaccession Policy Year Adopted Boulder Arts Commission 7 yes yes 2015 P.A. Selection Committee 7 --- Breckenridge Town Council 7cc yes yes 2016 Breck Creates Board 4o/7v/7nv --- Carbondale Public Art Commission 11 yes yes 2012 Colorado Springs Public Art Commission 12 yes yes 2020 Fort Collins Art in Public Places Board 7 yes yes 2019 Jackson Hole Jackson Hole Public Art Board 9 yes yes 2012 Public Art Task Force 7 yes yes 2016 Kingston, NY Arts Commission 5v/4nv yes yes 2018 Art in Public Panel 5 --2021 goal Lafayette Cultural Arts Commission 6v/2nv yes yes 2011 Public Art Committee 9v/3nv yes yes 2011 Loveland Visual Arts Commission 9 yes yes 1985 Ogden Arts Advisory Committee 14 yes yes 1998 Park City Public Art Advisory Board 8v/5nv yes yes 2020 Superior p Advisory Committee 9 yes yes 2016 Vail Art in Public Places Board 5 yes yes 2008 Key nv=non-voting v=voting o=officers cc=city (or town) council Table 7 Government Structure, Boards and Commissions, and Policies This table is intended to show the various arts boards and commissions typically populated and lead by volunteers and appointed by a mayor or city and town council. Every municipality in the study group has oversight for the arts & culture, and public art programs. Governance of the associated boards, councils, and commissions vary as widely as the types of master plans or cultural offerings that drive them. The boards and commissions are primarily governing boards and not working boards. Key Takeaway: There is no right or wrong number or type of governing bodies. What is important is that participants are well- vetted, have a skill they can and will offer, and are clear on what is expected of them and for how long. It is key that boards and commissions are diverse and represent their community’s demographics. To increase transparency and perspectives, appointees and volunteers can hail from different disciplines, meaning practicing artists are as essential to include as local business owners, educators, urban planners etc. Most of the municipalities have more than one governing body that provides support for a range of scenarios and must have good leadership from the chair of the boards and subcommittees. Some of the study participants shared that they hear from their boards that the goals and roles are not well defined, leaving them feeling like their participation and how they can support the programs is not clear. 118 113 | Page GLOSSARY ASL American Sign Language BOB Building on Basics tax initiative in Ft. Collins CIP Capital Improvement Program IDEA Inclusivity, Diversity, Equity, Accessibility LART Lodging and automobile rental tax O & M Operations and Management RETT Real Estate Transfer Tax; tax/levee-based ACKNOWLEDGEMENTS This benchmark study of 13 municipal arts and culture programs could not have been made possible without the generous and invaluable insights from our public art and cultural allies. We wish to thank them all and acknowledge the tremendous value each and every one of these arts professional and town planner brings to their communities, and beyond into their state and nation. Each of these communities have been recognized nationally over the years as a wonderful place to live, and these dedicated players ensure the creative economy is front and center. Susan Booker, Director of Arts and Cultural Resources, Lafayette, CO Ruth Bruno, Partnerships Director & Public Art at Colorado Creative Industries Lorie Buckley, Ogden City Arts Coordinator, Ogden, UT Matt Chasansky, Manager, Arts & Culture, Boulder, CO Lauren Click, Cultural Grants Program, Office of Arts & Culture, Boulder, CO Christine Costello, Deputy Director, Colorado Creative Industries Jenny Diersen, Manager of Public Art, Park City, UT Molly Eppard, Art in Public Places, Vail, CO Adrielle Farr, Director of the Department of Arts & Culture, Kingston, NY Watkins Fulk-Gray, Staff Planner, Basalt, CO Carrie Geraci, Executive Director of Jackson Hole Public Art, Jackson Hole, WY Suzanne Janssen, Public Art Manager, Loveland, CO Laurie Lindberg, Public Works, Public Art Liaison to the Carbondale Public Art Commission Susan Lyon, CFO, Breckenridge Creative Arts, Breckenridge, CO Ellen Martin, Art in Public Places Manager, Fort Collins, CO Matt Mayberry, Cultural Services Manager, Colorado Springs, CO James McDonald, Director of Cultural Services, Fort Collins, CO Deana Miller, Cultural Arts and Events Supervisor, Superior, CO Matt Neufeld, President & CEO, Breckenridge Creative Arts, Breckenridge, CO Susan Philp, Planning Director, Basalt, CO Minda Stockdale, Leadership Park City & McPolin Farm, Park City, UT Mandy Vink, Public Art Manager, Office of Arts & Culture, Boulder, CO 119 114 | Page APPENDIX Additional Resources by municipality. Boulder Current Implementation Plan 2019 Updates to Public Art Implementation Plan https://boulderarts.org/wp- content/uploads/2019/12/6-2019-Updates-to-Public-Art-Implementation-Plan.pdf Breckenridge Resources Breckenridge Public Art Program Master Plan + Policy 2016 https://tinyurl.com/ye2t4r92 Town Code for Breckenridge Public Art https://codelibrary.amlegal.com/codes/breckenridge_co/latest/breckenridge_co/0-0-0-9531 Carbondale Resources Primary Websites https://www.carbondalearts.com/ http://www.carbondalecreativedistrict.com/ https://www.carbondalegov.org/government/boards_&_commissions/public_arts_commissi on/index.php Carbondale Art Around Town (arcgis.com) Colorado Springs Resources Primary Websites https://coloradosprings.gov/publicartcos https://www.culturaloffice.org/ = Cultural Office of Pike’s Peak Region https://downtowncs.com/live/arts-and-entertainment = Downtown Colorado Springs’ “tourism” website https://www.visitcos.com/ https://www.colorado.com/certified-creative-districts/downtown-colorado-springs-creative- district = Colorado Creative District in Downtown Colorado Springs info Fort Collins Additional Resources and Websites • https://www.dfccd.org/ = Downtown Fort Collins Creative District • https://www.fcgov.com/artspublic/ = Art in Public Places website • https://www.fcgov.com/culturalservices/ = Cultural Services Department Website 120 115 | Page Jackson Hole Resources Jackson Hole Public Art Task Force https://www.jacksonwy.gov/304/Public-Art-Task-Force Monument Policy https://buckrail.com/snapped-jackson-hole-glows-up-for-the-holidays/ World Landscape Architect https://worldlandscapearchitect.com/town-enclosure-temporary-public-art-sculpture- opens/ Brochure for Private Developers https://2vu7r51wf6it1bb04v1tratk-wpengine.netdna-ssl.com/wp- content/uploads/2014/03/prv.dev_.broch_.lr_.pdf Jackson Wyoming Government Current Town Budget https://www.jacksonwy.gov/519/Current-Town-Budget Happiness Index Project https://jhpublicart.org/exhibitions/happiness-index-project/ Wyoming Exhibits Sculptures by Chinese Dissident Artists Ai Weiwei https://www.wyomingpublicmedia.org/post/wyoming-exhibits-sculptures-chinese-dissident- artist-ai-weiwei#stream/0 Glow Nights December 2020 https://buckrail.com/snapped-jackson-hole-glows-up-for-the-holidays/ Lafayette Resources 2021 Lafayette Proposed Budget “2021 Budget in Brief” https://www.lafayetteco.gov/DocumentCenter/View/29975/2021-Budget-in-Brief?bidId= = $591,611 2020 Lafayette Budget In 2020, $634K was realized for the Arts & Cultural Resource Dept (personnel, supplies, services etc.) https://www.lafayetteco.gov/DocumentCenter/View/26046/2020-Budget 2018 Community Profile of Lafayette (demographics, income, employment etc.) https://wordpressstorageaccount.blob.core.windows.net/wp-media/wp- content/uploads/sites/527/2018/03/Chamber_8.5x11_2018.pdf 121 116 | Page Cultural Resources • ARTS!Lafayette • Alley Art Amazin' • Empowerment Center of East County EC2 • Center for Musical Arts • Tara Cluck Dance Center • The Arts Hub • The Book Arts League • Theater Company of Lafayette • World of Wonder Children's Museum • Mary Miller Theater/Theater Co of Lafayette – rental revenue-based; city managed Theater Company of Lafayette • Miners Museum - membership-based, city managed museum showcasing history of Lafayette • City Budget Pages from 2012 to Present • https://www.lafayetteco.gov/2578/City-Budget • Grants and Other Funding • https://lafayetteco.gov/695/Arts-Grants Ogden Resources Ogden City Master Plan for Arts and Culture https://www.ogdencity.com/DocumentCenter/View/5301/Ogden-City-Master-Plan-For-Arts- and-Culture Ogden City Council Work Session for the Dumke Arts Plaza (cost, timeline, naming agreement) https://www.ogdencity.com/DocumentCenter/View/13666/09-15-20--WS-445-25th-Street- Art-Plaza-Update-Packet Vail Resources Other URLs where you can find arts and culture information include: • Art in Vail www.artinvail.com • Vail Gov www.vailgov.com/art-in-public-places • The Town is making a concerted effort to encourage traffic to Discover Vail’s new webpage, www.discovervail.com. 122 MEMORANDUM TO:Mayor Torre and Aspen City Council FROM:Pete Rice, P.E., Director of Transportation and Parking Lynn Rumbaugh, TDM-cp, Mobility Division Manager THROUGH:Tyler Christoff, Assistant Director of Public Works Scott Miller, Director of Public Works RE:Work Session Meeting Notes: Aspen Gets Us There Planning Update from April 1, 2024 PRESENT: Council members present: Mayor Torre, John Doyle, Ward Hauenstein, Sam Rose Staff presenting: Pete Rice, P.E. and Mallory Baker, Walker Consultants Note: Councilman Guth provided comment post-meeting which are noted in the Council Direction. PRESENTATION SUMMARY: Staff and the consultant presented Council with an overview of the community engagement and data collection process that led to a thorough understanding of Aspen’s existing conditions for both Parking and Transportation operations. The full Council work session memo can be found here. Strategy Recommendations The work session was spent discussing the consultant’s strategy recommendations which are summarized below. 1. Transportation Opportunities 123 2 Transit Service Standards: Many transit service providers utilize service standards as a tool for developing, goal-setting and monitoring of routes, facilities or similar. The consultant recommended that Aspen consider developing service standards for transit, and carefully use these service standards to utilize resources effectively. Partner for Car Share Expansion: The consultant noted that the car share program should be scaled, but cannot effectively grow without an operating partner, like the model used in Breckenridge and Vail, as well as most other municipalities. This would mean that car sharing would be operated similarly to the City’s other transportation services such as Downtowner or WE-cycle rather than being operated in house. Downtowner Goal-Setting, Expansion and Hubbing: The consultant noted the popularity of Downtowner service and the frequent requests for expansion but cautioned against expanding without intention; recommending instead a development of clear program goals coupled with a process for managing expansion requests. Additionally, it was recommended that the City focus Downtowner resources on first/last mile opportunities. Finally, the consultant recommended creating pick up/drop off hubs in the core to reduce circling and congestion of Downtowner vehicles. Other Recommendations: Additional recommendations that were minimally discussed include further electrifying the WE-cycle program, reviewing options for additional WE-cycle stations that could maximize transit connections, and expanding the existing employer grant program (including adding a cargo-bike option) 2. Parking Opportunities Maximizing Parking While Encouraging Parking Safety: Through its public outreach and analysis of parking needs, the consultant recommended that Council consider returning some angled parking onto Galena Street while also implementing higher fines for those that park in such a way as to impede 124 3 mobility or safety. Examples include larger fines for ADA infractions, impeding of crosswalks or similar. Alignment of Permits with TDM Goals: The consultant sees an opportunity to improve transparency, reduce confusion and better encourage trip reduction through a consolidation of permit types. Specifically recommended is the development of three or fewer permit types, digitizing permits including carpool permits, creating clearer qualifications, and perhaps capping the number of some permits. Better Utilization of Parking Pricing: The consultant recommended the removal of exact parking rates from the Code of Ordinances, instead allowing for a range of rates with flexibility and discretion to adjust rates based on demand and regular data collection and analysis. The benefit would allow the system to be more flexible and responsive to Council feedback, consumer behavior or other issues. Other Recommendations: Additional recommendations that were minimally discussed include signage/wayfinding improvements and the implementation of app-based parking guidance. COUNCIL DIRECTION A table summarizing Council direction regarding strategies is included as Attachment A. NEXT STEPS Community engagement is continuing through the first week of April. This will be followed by a project action-planning phase that incorporates detailed budgeting and staffing implications as well as the opportunities and constraints associated with each strategy that was moved forward. A work session to present this action plan will be scheduled for late summer of 2024. ATTACHMENTS Attachment A: Council Strategy Direction 125 ATTACHMENT A COUNCIL STRATEGY DIRECTION Strategy Review Further? Notes Transit Service Standards Yes.Majority supportive of further review. One member is not supportive and believes this is a Council function for decision making. Concerns about ensuring coverage to all neighborhoods and about community feedback process. Council directed staff to bring back examples of service standards used to make changes from other communities that would improve Aspen. Bring back examples of service standards tailored to different service types. Partner for Car Share Expansion Yes.Majority supportive of further review. Concerns about financial, operational impacts to members. The direction is to bring back models that show a subsidized use rate and operator service standards. Interest in expanding the program if private/public model is utilized. Downtowner Goal Setting/Expansion/Hubs Yes.Majority supportive of further review. Interest in first/last mile and gap filler service. Not interested in City-wide service, or service where transit service is accessible/high. A member is interested in allowing drivers to own their vehicles. WE-cycle Electrification and First/Last mile Expansions Yes.Majority supportive of further review. Employer Grants/Cargo Bikes Yes.Majority supportive of further review. Return Angle Parking on Galena Street No.Majority not supportive of further review. Two members supportive of angle parking return and interested in one-way streets as an option. Majority of council would like to pursue safety through Safe Streets for All. Increased Fines for Safety/Mobility Violations Yes.Majority supportive of further review. One member not in favor. Several Council members interested in a fine reduction for swift payment. Interest in requiring a court appearance to increase compliance. Two members interested in a exploring free parking during off-season, but majority do not want to continue this discussion. Majority of Council supportive in goals that increase compliance. Align Parking with TDM Goals (reduce number of permits, digitization of permits, cap some permits, clearer rules around permits) Yes.Majority supportive of further review. All request much more information, data and examples and methods for providing balance to business needs. Better Utilization of Parking Pricing (demand- based pricing tiers, market-based pricing, range of pricing in parking ordinance) Yes.Majority supportive of further review. One member not in favor; this is a Council function to protect staff. All request much more information, data and examples and discussion of balance for business needs. Note: Comments from Councilman Guth provided post-meeting. 126 Date Apr 5 May 3 May 3 May 3 to May 17 May 17 to Jun 21 May 17 May 24 Jun 7 Jun 21 Jun 21 Jun 21 to Jul 19 Jul 19 Timeline for The National Community Survey™ Item Preparing for the Survey - Average of 6 Weeks Project Manager sends The NCS instrument for review After your community has completed The NCS, stay engaged with your community members by posting additional surveys and polls on Polco! After the Survey 2nd postcard survey invitations sent Open participation survey begins (Project Manager will provide link) Data collection closes for the random sample survey and open participation survey Send Project Manager final count of returned postcards Mailing materials and survey instrument are finalized Project Manager generates sample of representative households in your community Polco prints materials, prepare mailings and sets up the survey online Survey Administration, Analysis, and Reporting - 10 Weeks Data collection is open for The NCS - track real-time responses on Polco! 1st postcard survey invitations sent Survey analysis and report writing Project Manager provides link to report on Polco The NCS process begins Mailing materials and survey instrument are finalized Data collection begins Open participation survey begins Data collection closes Report available on Polco Apr 5 May 3 May 17 Jun 7 Jun 21 Jul 19 127 INFORMATION ONLY MEMORANDUM TO: Aspen City Council FROM: Patrick Quick, Director-Strategy & Innovation Office THROUGH: Alissa Farrell, Administrative Services Director MEMO DATE: 04/18/2024 RE: 2024 Aspen Community Survey Deployment PURPOSE: This memorandum is for informational purposes only . No action is requested of Council. This memo is to inform Council of the deployment of the 2024 Aspen Community Survey. SUMMARY: The city of Aspen Strategy & Innovation Office (SIO), in conjunction with an independent third-party survey research consultant, conducts a community survey on a biennial (every other year) basis. Leveraging an outside consultant is important to ensure an independent analysis of the survey data. The last community survey from the city concluded in 2022. To coordinate and stagger survey efforts with Pitkin County, the city has opted to deploy in even years going forward, since the county deploys in odd years. The goal of a community survey is to gauge community satisfaction and evaluate city services and quality of life. The community survey is conducted in pursuit of our Council Goal: Customer-Focused Government and can assist the organization in the following areas: • Aligning services to evolving community needs • Strengthening decision-making • Building trust by acting on feedback • Setting goals in the strategic planning process • Planning for capital investments • Developing and prioritizing projects • Informing the budgeting process • Benchmarking against other local governments • Tracking and monitoring performance over time The Strategy & Innovation Office has contracted with Policy Confluence, Inc. (Polco) for the 2024 and 2026 community surveys. Polco is trusted by hundreds of jurisdictions nationwide and is the only survey consultant endorsed by the International City/County 128 Managers Association (ICMA), the National League of Cities (NLC), and the Government Financial Officers Association (GFOA). Together, these organizations comprise thousands of city and county managers, council members, elected officials, and government finance professionals. Polco utilizes a model called the National Community Survey (NCS) to gauge the following facets of community livability: • Economy • Mobility • Community Design • Natural Environment • Safety • Utilities • Parks and Recreation • Health and Wellness • Education, Arts and Culture • Inclusivity and Engagement The survey will utilize a combination of scientifically collected survey data (via random selection) and open participation survey data (via non-random selection), an emerging practice in the survey research industry. First, a representative sample of residents will be invited to complete the survey to ensure statistically significant responses and results . The invitations will contain an introduction outlining the survey's importance and instructions for completing it. To supplement this effort, the city will participate in outreach efforts alongside Polco. Two rounds of mailed postcard invitations will be sent to 3,000 randomly selected households. Next, the open participation survey to all Aspen households will be deployed once the randomized survey has been in the field for a few weeks. Polco will analyze the open participation data and determine whether combining the two sets of results would be beneficial toward reducing the margin of error (the target is 6% or less), or if it should be reported separately. Consistent with previous years, the 2024 survey is anonymous; however, contact information may be collected on a voluntary basis. The survey will be offered in both English and Spanish . NEXT STEPS: No action is requested of Council. The Strategy & Innovation Office is working with the third-party consultant to finalize the survey design and targeted outreach. The randomized survey is set to deploy on May 17, 2024, and the open participation portion will begin on June 7th, 2024; however, this is an estimated timeline, and the exact date s could fluctuate (see Attachment A). Upon the survey's closure, a comprehensive report of the results will be presented to Council this summer by Polco and the Strategy & Innovation Office. In addition, the SIO will partner with city departments as needed later this year to design separate departmental surveys for additional and specific insights into their work. Community focus groups will commence in 2025 (and every other year thereafter) to discuss the results and action planning efforts of the most recent community 129 survey. The community survey will also be used to inform departmental Compass Plans , otherwise known as work plans, which are reviewed quarterly. ATTACHMENTS: 2024 Aspen Community Survey Timeline (Attachment A) CITY MANAGER NOTES: None 130