| Fiscal
Years 2004-2005
|
|
|
|
|
|
|
|
|
| General Fund Service Group |
|
|
| Approved Budget Changes |
|
|
|
|
| Equipment Lists |
|
|
|
|
|
|
|
| Boise City Art Commission |
| |
| Mission Statement
|
| The MISSION of the Boise City Arts Commission is to enhance the culture of the Boise community by providing leadership, advocacy and support for the arts. The VISION is 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. Boise City Arts Commission provides services and funding to performing and visual artists and local arts organizations; builds/manages the Public Arts Program/Collection including the Percent for Art ordinance; produces events such as Arts for Kids and City Arts Celebration that advocate for increased children's and citizen daily involvement in the arts; manages CCDC arts projects and implements the Arts Investment Policy; develops the Cultural District as a destination place; researches and partners for innovative neighborhood arts programming and takes a leadership role in how the arts community manages issues of access and diversity. |
| |
| Trends, Issues, and Opportunities |
 | The biggest issue in this next budget biennium is also our most important trend: the economy.
The ISSUE: the poor economy has forced the cancellation of our biggest event, First Night, and threatens the growth of our smaller events, Arts for Kids and City Arts Celebration. Our primary constituents - the eight larger arts-producing organizations (referred to as "anchor organizations") are struggling for their survival and growth as well, not to mention the smaller emerging organizations and local artists themselves. It is forcing everyone to intense scrutiny, soul-searching and difficult decisions.
The TREND: the concept of the "new economy" is facing all cities that wish to compete in the global economy in the information age. The defining traits of the current and evolving knowledge-based workforce is compelling community development and planning professionals to take stock of where resources should be focused in order to survive and thrive. Knowledge-based and "creative class" workers can and do choose the environment in which they wish to commit their talents and time. There is statistical documentation that notes culture and diversity are two of the primary characteristics that draw in and attract this workforce. Boise is one of 91 U.S. cities that participated in and just received the results of a national study on the economic impact of the non-profit arts industry. The reports are significant, not only from a purely economic standpoint but as a framework for a future that will include beauty, creativity, originality and vitality. The livability of a community is directly related to its success. The progress we have made in the last five-years and the plans we have set-forth for the next two years, position the City's commitment to cultural development in the forefront of the new economy and a "Smart City" player in the global marketplace. |
| |
| Two-Year Budget Highlights |
| Through extensive planning efforts in FY 03, Boise City Arts Commission established two primary goals for the next two years: 1) ARTS ADVOCACY: includes marketing and information dissemination through public relations, media relations, lobbying and advertising in order to increase audiences, enhance the local economy and strengthen access and community involvement; 2) RESOURCE DEVELOPMENT: includes securing funding and training personnel such as professional staff, board members and volunteers in the arts community.
We will focus these goals in the three areas of Community Development, Artist Support and Audience Development. The goals, strategies and action steps of the Metro Arts Plan have been rewritten and re-organized and gives the next budget biennium solid direction. Please reference separate document- Metro Arts Plan: Executive Summary and/or Metro Arts Plan: Action Steps, Timelines and Leadership, a working document. |
| |
| Accomplishments |
| FY 03 -
> Public Art Dedications: GROVE STREET ILLUMINATED and BOISE CANAL; SPIRIT of the HEALING WATERS & the IDANHA CANOPIES at the historic Idaha Hotel; Library Bike Rack PEDALS to PAGES; SPRING REVEAL & Lobby paintings at the Ada County Courthouse; HOMAGE to the PEDESTRIAN on the Grove; new pieces for the BOISE VISUAL CHRONICLE; JULIA DAVIS MEMORIAL at tJulia Davis Park; PORTAL temporarily installed at City Hall
> Installed 12 lamp post signs and 2 kiosks for the Cultural District beginnings + printed and distributed 30,000 brochure maps statewide with a CULTURAL COUPON inserted as an invitation to enjoy Boise's arts assets
> Hired Jayne Sorrels as the new PERFORMING ARTS & SPECIAL PROJECTS MANAGER
> Funded through Idaho Commission on the Arts Building Community Bridges program - installed a visual arts exhibition PORTALS/PORTALES based on civic dialogue around issues of immigration, community and change
> Moved offices to the City Hall first floor - a huge process improvement on all levels
> Held a planning retreat for board and staff; rewrote the METRO ARTS PLAN (MAP)
> Recieved the results of the ARTS & ECONOMIC PROSPERITY project
> Subgrant $22,500 through CITY ARTS FUND - Anchor Fund (general operating support to Ballet ID, Boise Comtemporary Theater, Boise Philharmonic, Idaho Shakespeare Festival and Opera ID) & Cultural Initiatives (10 organizations and 2 individuals artists)
> Launched ART-IN-TRANSIT with a series of 7 posters in downtown bus stops and retail sales of smaller wall-mount versions (to-date gross revenue generated is over $10K)
> Consultant partner with a new program sponsored by Ida-Ore Planning & Development* (DBA Sage Community Resources), WorkSOURCE, and Workforce-e called URBAN ARTWORKS to be launched this fall using professional artists and neighorhood teens to collaborate on site-specific projects. |
| |
| Human
Resource Summary |
2002 |
2003 |
2004 |
2005 |
| Actuals |
Revised |
Base |
Base |
| Administrative Support | 1.48 | 1.48 | 1.48 | 1.48 | | Professional | 1.00 | 1.00 | 1.00 | 1.00 | | Service and Maintenance | 1.00 | 1.00 | 1.00 | 1.00 | | Unit Supervisors | 1.00 | 1.00 | 1.00 | 1.00 |
| Total |
4.48 |
4.48 |
4.48 |
4.48 |
|
|