Re: Parks and Recreation Percent-for-Art Request for Approval. Dear Mr. Mayor and Council Members,

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1 September 22, 2006 Mayor Dave Bieter Boise City Council Boise City Hall PO Box 500 Boise, ID Re: Parks and Recreation Percent-for-Art Request for Approval Dear Mr. Mayor and Council Members, I request your consideration of three project proposals for public artworks in Boise parks. Optimist Park Entrance Monuments by Ward Hooper This project reflects the design elements of sports icons that Hooper has already installed in the park and make the entrances more visible, creating a stronger youth sports activities visual identity for the park.. Budget: $10,584 A mural about George Baggley for the exterior restroom walls in Baggley Park by Mike Shipman. This project shows images from Baggley s life and provides accompanying text and four photographic tiles showing Baggley and his wife. Budget $3,185 (approved and allocated) Street Smart, Historical signage on light poles on Capitol Boulevard by Mark Baltes. This work engages pedestrians by asking Did You Know? questions about the history of Boise and providing answers on uniform plaques. Budget: $12,200 (approved and allocated) The accompanying proposals and visual elements are attached. These proposals have been reviewed and recommended for approval by both the Boise City Arts Commission and the Parks board. Thank you for your consideration. Sincerely, Julie Numbers Smith Executive Director

6 September 22, 2006 Mayor Dave Bieter Boise City Council Boise City Hall PO Box 500 Boise, ID Re: Metro Arts Plan revisions and considerations Dear Mr. Mayor and Council Members, On June 30 th, Boise City Arts Commission board and staff members conducted a day-long facilitated planning retreat to review the Metro Arts Plan revised action steps, identify priorities for the coming biennium and discuss crossroads issues regarding growth and stability. Please find attached planning recommendations from that session as well as a visioning worksheet. This will be incorporated in upcoming future City planning efforts. Thank you for your consideration. Sincerely, Julie Numbers Smith Executive Director

7 Considerations and Crossroads discussion: How does/can the arts commission carry out the City s vision? Boise = the most livable, (the most playable, the most workable, the most sustainable, the most creative) > Capture the good work done to create the great third place and bottle it it s why we are on everyone s top ten list > Institutionalize Boise s quality of life Consider priorities: Strengthen Boise s arts infrastructure through increased GOS grants in the Anchor Fund Grow Fall for Boise (new in 2007: World Fest); Art is Everyday campaign Increase arts services to neighborhoods Position Boise City Arts Commission for stability, longevity and full integration Service to Citizens now: Public and Visual Arts Percent program & Non-percent partnerships PbA Maintenance and Education Boise Visual Chronicle (2007 = 10 th year anniversary) Events and Performing Arts Arts for Kids & Performing Saturday Market Fall for Boise w/ City Harvest, Worldfest, Collaborations Mayor s Arts Awards Web calendar development Admin/Grants City Arts Fund: Anchor Fund + Cultural Initiatives Cultural District Development Arts and Economic Prosperity study Blue Sky Visions: Office of culture and community Office of arts, history, film and culture (Office of quality of life and community building) City Historian Neighborhood Arts Development Public arts + arts programming in branch libraries Partnerships with Neighborhood Associations: develop Artluck Potluck Day Civic Dialogue and the Arts: Animating Democracy Folk and Ethnic Arts Development Cross-cultural understanding and celebration through the arts Boise Gateway Film Office Partnership with economic development dept, State Film Bureau Build sound studio, office space + equipment Develop tech + talent Arts Education (beyond Parks and Fort Boise) Artist residencies in schools (OMA Tucson as model) Youthart and community (programs working with juvenile offenders) Urban ArtWORKS (working with high school age to develop workforce skills in the arts)

8 Formal workshop series in capacity building for arts orgs + peer-to-peer salons Formal workshop series for individual artists City Arts Center (includes a downtown 800-seat theater, exhibition & sales space, artist studios/education centers, office and rehearsal space) Ideally: build around BAM or new convention center Artist Live/Work space & Studio + education space Integrated into old buildings and new development Cultural Tourism Development and Cultural Exchanges with Sister Cities Active members SWITA, ^ partnerships with BCVB + State Tourism Dept + International Commerce Website ideals: Virtual tours of public art (including the BVC) and cultural facilities with links Public Arts curriculum online Interactive arts calendar for all of Treasure Valley (by date by discipline) Grant-writing 101 online Interactive resource directories with links: Individual artists by discipline and by alpha and an artists for hire tab Arts organizations Ethnic organizations Cultural Facilities: theaters, galleries, museums K-12 arts education services Other Resources: public agencies (state, regional & national), libraries, media Online sign-up and registration service Public Art tours Volunteer opportunities Mayor s Arts Awards nominations/reservations Expanded Grant Categories: Arts Education Literature Media and Film Animating Democracy through the Arts Incubate and spin off: Volunteer Lawyers for the Arts Business Volunteers for the Arts ^ Partnerships with the Chamber; ^ business recognition beyond MAA Develop/disseminate information on how-to support the arts for businesses Budget in all things cultural and arts: Contract Arts Services TVTV ($) BAM (facility + $) LCLC + Discovery Center (facilities) Public Art Insurance and Risk Management

9 MAP Alignment Recommendation: Continue with current MAP and the revised action steps and start to integrate Strategic Scorecard language and vice versa. That should also inform the City s comprehensive planning process currently underway. Strategically revise and rewrite the MAP as part of the FY budget process. Start with adding service to mission statement: The mission of the Boise City Arts Commission is to enhance the culture of the Boise community by providing leadership, advocacy, services and support for the arts. QUESTION: What is the biggest gap in cultural development for Boise citizens? Venue Development (as part of Cultural District development) I seat Theater + Arts and Cultural Center Whole Community/All discipline focus: must be downtown and a multi-use theater with work/studio space, rehearsal space, offices, visual art exhibition space and include a café and gift II. shop Outdoor professional performing space A professional stage that will accommodate dance, theater and music with appropriate electrical outlets, lighting options, sound options, backstage, etc. Explore existing possibilities Gene Harris band shell needs renovation and new equipment with the intention of providing free sing-a-longs, a free municipal band event every week, family movies after sundown in the summer Boise Art Museum is it feasible to upgrade the museum facility to include performing arts space and increased classroom/studio space Library Main and Branches: how can we incorporate an arts and cultural center in each branch facility and integrate quality neighborhood arts programming? Boise State University on Capital Blvd side: a small seat theater is being planned especially built acoustically for music. How can we interface with them? Neighborhood Arts Development I. Add a Neighborhood Arts Development Resource Section to our web page: Include How-To Lists or recipies (e.g. how to make an Artluck/Potluck event happen or participatory arts program ideas for citizens; offer a modified Arts for Kids available for neighborhood events; etc.) II. Integrate an arts presentation at City-sponsored Neighborhood Associations meetings, etc. and promote public art projects and program ideas through the neighborhood reinvestment grant program (follow-up on policy issues if necessary) Web site development I. Continue working on existing list: re-vamp resource directory, create a public art virtual tour based on a interactive map, archive special projects such as Mayor s Arts Awards and Portals/Portales, create a history section II. Include in Resource section a Artists available for hire tab: Artists experienced, available and connected to architecture business - neighborhoods Cultural Tourism: increase our attention to developing robust partnerships/support framework Including Boise Convention and Visitors Bureau, State Department of Tourism and the Chamber of Commerce Develop a plan or strategy with partners and stakeholders, continue to build relationships Continue to develop services and partnership with our five anchor organizations Consider sponsoring and presenting 5 x 5 to city council and in the neighborhoods Engender pride, association and cohesiveness with the anchors- continue to build strong relationships and trust Increase our connections and partnerships with educational institutions Boise State cultural departments; Boise School District Cross pollinate with neighborhood arts development Determine cultural wants and needs directly from citizens Incorporate data from Eco Impact study, include cultural-needs questions during the City s Comp and/or strategic planning processes

10 Resource Development QUESTION: What is the best way to achieve BCAC Resource Development? Recommendations: 1. Form a subcommittee to continue research into the feasibility of establishing a dedicated public or public/private revenue stream: a. Learn about endowments and our endowment readiness Hire Bill Pratt, consultant to conduct a workshop for BCAC + art orgs; (will be in Boise for Arts NW in October); fund with a ICA Quickfund$ b. Continue to explore the necessity of a support 501c3 c. Explore County and State possibilities local option tax (long term strategies with City ) d. Partner with Anchor orgs to strategize private funding-raising options e. Pursue entrepreneurial dollars i. Strategize for an Art is everyday campaign a. RFP for artist-designed everyday products to sale, etc. b. establish retail outlets: start with Boisearts booth and Cityhall 2. OTHER notes: The second half of 2006 is ushering a new phase for BCAC = de-emphasizing (but not diminishing) advocacy efforts and increasing services or promoting arts-services to citizens/city departments which in-turn will increase citizen/department advocacy creating increased value of the arts as integral to everyday life As was articulated in the last retreat, BCAC will continue to perceive itself as an infrastructure builder/arts incubator and make efforts to spin-off events to appropriate non-profits or to a support 501c3 in order to make resources for other kinds of arts development i. AfK and PAM ii. WorldFest goes to ICCI iii. Mayor s Arts Awards/Convergence QUESTION: What are budget priorities for budget development? BCAC personnel: retention and capacity issues Reclassification of PbA assistant position to develop and program M & E Extend front-desk position to full-time Maintenance and Education programs established and funded for PbA Funding/Resource Development Increase funding pot to Anchor organizations: goal = $150,000 annually Establish a public revenue stream Neighborhood arts development Downtown Arts and Cultural Center Funds for increased marketing and promotion: information to citizens/visitors - Art is Everyday campaign

11 Organizational Placement QUESTION: What is the best organizational position for BCAC within the City s structure for value and stability. Assumption: Arts is integral to all city functions and vital to the vision and mission of City as stated in the BCAC vision and reflected in the comp plan: to forge bold partnerships that energize the artistic life of the city making art, in all its variations, an integral part of our everyday experience, and a vivid expression of our diversity, our depth, and our dreams. Recommendations: Position BCAC for future growth and capacity as a department unto itself, remaining for the time-being under the Mayor s Office as a division. Incrementally incorporate characteristics and behavior as an equal department. 1) Change the name to Arts and Cultural Services a. other considerations: Arts, Cultural and Community Services; Office of Cultural Affairs 2) Position Executive Director on both Management and Policy Teams 3) Integrate existing appropriate divisions or offices such as City Historian Rationale: If the City is to foster an environment where learning, arts, culture and recreation thrive -- the arts must be seen as an integral and key aspect of city services to citizens. Positioning BCAC in this way will reflect that value and will allow for growth and capacity-building to better institutionalize and manage a vital aspect of Boise s successful, flourishing and adored qualityof-life. Why this recommendation? o Reflects the value in the goals of City s strategic plan that arts and culture in everyday life for Boise citizens is important o Maximizes and centralizes the City s cultural resources and expertise o Leverages cultural resources for economic development such as a film office and cultural tourism initiatives o Gives Council increased access and information to cultural issues/opportunities and integrates the arts-perspective into larger City discussions, planning and partnerships o Gives greater opportunity to use arts as a tool to enhance tolerance/diversity within departments and in the community (The arts can be seen as an important service to citizens but also as an important partner to every department in the city also serving citizens.) o Allows for increased integration and collaboration for arts-infrastructure building within the City across all departments and helps leverage both private and public partnerships Why change the name? i. Helps to identify a broader cultural scope beyond the arts to include history, architecture, city-celebrations, community-building, cultural exchanges with sister-cities, film, cultural tourism ii. Reflects a services orientation iii. Poises the agency for growth iv. Allows increased integration of all cultural aspects of Boise s quality of life Other Organizational Options not recommended: Status quo Becoming horizontal in the organization chart, serving only departments Privatize the BCAC and make it a contract agency

12 September 22, 2006 Mayor Dave Bieter Boise City Council Boise City Hall PO Box 500 Boise, ID RE: City Arts Fund 2007 Dear Mr. Mayor and Council Members, I request your consideration and approval of the attached funding allocations for City Arts Fund The 18 applications in the Anchor Fund and Cultural Initiatives categories were reviewed by the following panel on August 15 th and funding recommendations were approved by Boise City Arts Commission on September 6 th. The review panel members included: Clint Tate, Chair Marcellus Brown, music Laurie Kaden, dance Richard Young, visual Anne Klautsch, theater Elaine Clegg, City Council liaison With notes from Carole Skinner, film and media Please find attached the calculation worksheet as well as an at-a-glance synopsis of all of the proposals submitted. On behalf of the Commission and the arts organizations benefiting, I would like to express our deep felt gratitude for the increased funding pool this year and look forward to working with you on continued resource development to build and stabilize Boise s arts infrastructure to the profit of all the citizens and our valued quality of life. Thank you for your consideration. Sincerely, Julie Numbers Smith Executive Director

13 Calculation Worksheet: City Arts Fund 2007 TOTAL to fund: $42,500 ANCHOR FUND 2007 RANK % BY RANK % BY BUD COMBINED FINAL $31, BI % 20.29% 41.15% 20.58% $6, BCT % 9.64% 28.65% 14.33% $4, BP % 24.12% 43.14% 21.57% $6, ISF % 38.12% 61.43% 30.72% $9, OI % 7.83% 25.63% 12.81% $4, TOTALS % % % % $31, TOTAL Cult Initiative ALLOCATON: $11,250 Request Rank 2007 CULTURAL INITIATIVES by rank by reqst. combined $10,000 9 Darkwood Consort % 14.29% 15.28% $1, Gene Harris Jazz % 14.29% 13.84% $1, ID Black History % 14.29% 13.84% $1, ID Dance Theatre % 14.29% 14.80% $1, ID Parents/VSA Arts % 14.29% 13.84% $1, Poetry Slam Inc % 14.29% 14.56% $1, Spon Prod/ID Legal % 14.29% 13.84% $1, % % % $10,000 ODD ONES OUT: Panel recommendations: 6 Balance Dance % 10.48% 11.46% $1,146 6 $ for fee 10 Drop Dance % 14.29% 12.17% $1, $ as a match $1, ZERO FUND: 7 Boise Weekly Boise Radio ID Childrens Film & TV Gordon Richiusa note: must be above a score of 12 to be considered for funding

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15 CITY ARTS FUNDS 2007 ANCHOR FUND Total Funding Recommended 07 FUNDING HISTORY Organization Rank Request Allocation Ballet Idaho 17 formula* $ 2,473 $ 2,552 $ 3,099 $ 2,604 $ 2,543 $ 1,934 $ 2, S. 8th St. $ 1,832 Boise ID $ 6,429 $ 4,305 Karla Bodner 2 Boise Contemporary Theatre 15.5 formula $ 1,743 $ 1,790 $ 2,219 $ 1,637 $ 1,264 PO Box 1981 $ 1,291 Boise ID $ 4,477 $ 3,034 Marie Helene Peterson 3 Boise Philharmonic 15.5 formula $ 2,736 $ 2,744 $ 3,400 $ 2,792 $ 12, S. 9th St. $ 2,027 Boise ID $ 6,740 $ 4,763 Anthony Boatman 4 Idaho Shakespeare Festival 19 formula $ 3,816 $ 3,749 $ 4,523 $ 3,531 $ 2,872 $ 2,275 $ 2,375 PO Box 9365 $ 2,827 Boise ID $ 9,598 $ 6,643 Mark Hofflund 5 Opera Idaho 14.5 formula $ 1,529 $ 1,443 $ 1,656 $ 1,436 $ 1,321 $ 1,365 $ 1, S. 8th St. Ste B $ 1,133 Boise ID $ 2,662 Julie Kilgrow TOTAL ANCHOR FUND ALLOCATION $ 31,250 $ 21,407 $ 12,278 $ 14,897 $ 12,000 $ 20,500 $ 5,574 $ 5,750 * formula is based on ranking, budget size and available funding

FRANKLIN D. CHAMBERS,

CURRICULUM VITAE FRANKLIN D. CHAMBERS, Ph.D. EDUCATIONAL BACKGROUND Doctor of Philosophy: Organizational Communications Howard University, Washington, D.C. Masters Degree: Educational Administration Howard