Arts Commission

Mission Statement

Strengths

• VISIBILITY: For one of the smaller divisions in the City, almost all of our programs have very high and very positive visibility. As Boise is listed in so many of the top ten lists for doing business or livability, the robust arts and culture scene is always mentioned as part of the draw. BCAC gives the City a positive interface with Boise citizens in a variety of ways including our public art collection; City Arts Celebration/Fall for Boise and performing + kid arts at Saturday Market.
   
• HIGH IMPACT LOW COST: The primary cost to the City is for salaries and office infrastructure; excepting City Arts Fund and the Percent program - almost all of what we do generates its own program revenue through grants, sponsorships, and donations.
  To date Public Art investment is City: $507,613; CCDC: $775,128; Other: $1,162,183 and has resulted in value of $2,429,924 in City assets. We have quantified an almost 18 million dollar economic impact of the nonprofit arts industry in Boise. The relevance of the creative class/creative economy has had important momentum in Boise.
   
• CITY DEPARTMENT INTERFACE: Since the Percent program was initiated in 2001, we have worked with City departments such as Airport, Public Works, Library, Parks and Rec, Fire and Police to enrich their community interaction and achieve departmental goals through public art opportunities. This has also substantiated inter-departmental communication on many levels.
   
• SYNERGYSTIC PARTNERING: BCAC partners with multiple Boise entities to accomplish mutual goals of downtown vitality and community development; for example, Capital City Development Corporation, Downtown Boise Association, Boise Metro Chamber, Boise Neighborhood Associations, area private developers, area businesses, local schools, as well as other arts and non-arts nonprofits, etc.
   
• PROFESSIONAL STAFF/GREAT BOARD: Staff receives regional and national recognition and are extremely professional, committed and very passionate about their work. Likewise, the board of Commissioners is well balanced, very thoughtful and devoted.
   
• ORGANIZATIONAL STRENGTH: We have solid planning in place through the Metro Arts Plan and strong governance policies.
   
• QUALITY: BCAC takes pride in the high quality artistic standards/artistic merit set through the establishment of vigorous criteria, our public panel review process and our work with paid professional artists and arts administrators.
   
• PROGRESS: The progress we have made in the last five years in our event management, cultural district development, partnership building and public art collection coupled with the current planning process, position the City's commitment to cultural development in the forefront of the new economy and makes Boise a "Smart City" player in the global marketplace. BCAC staff and board serve as positive voices in the community in support of the Mayor's office and citywide cultural development.
   

Weaknesses

• ANCHOR FUND: Currently BCAC grants a total of $22,500 through City Arts Fund through the categories of Anchor Fund ($13,500) for general operating support (GOS) and Cultural Initiative ($9,000) for project support. In order to strengthen and stabilize the arts infrastructure that serves the City, it is imperative that this amount increase especially for the Anchor Fund. This can be funded through increased General Fund allocation, and/or establishing a public revenue stream and/or setting up an endowment (see Opportunities). Our sub-grant program has been in place in its current form for 5 years with solid criteria and a strong review process. For a nonprofit arts organization, GOS funds are the most difficult to attain through other fundraising efforts and it is most appropriate for public support. Through planning surveys and focus group meetings, it has been made clear that the professional performing arts groups in the City seek increased GOS funds and expect a higher level of support from the City. Ideally, we should be funding our six Anchor organizations for GOS between $15,000 to $20,000 each and our grant pool should equal a minimum $100,000 for that category. Currently our highest grant is $3,749. Comparatively: Reno with a population of 357,000 grants $256, 990 through the 3 categories of Challenge, Events, & Projects; Eugene with a population of 138,615/Lane County at 328,950 serves the arts through the Hult Center and Cuthbert Amphitheater with a budget of 4.5 million (1.3 million or 1/3 comes from a hotel/motel tax and 2/3 is earned) and 25.5 FTE which includes subgrants to Lane County Arts Council at $55,000; Salt Lake City with a population of 181,743 grants $138,000 from General Fund and they also along with other arts organizations, apply to the County ZAP program (a local option tax that generates millions of dollars benefiting zoos, arts, parks) for other program support.
   
• ".4" PERCENT MANAGEMENT: In its fourth year, the Percent for Art program is growing and we are still looking for a better way to track each projects' budget and management of the .4 portion of the 1.4% capital allocation for public art. There is a systemic defect in how the funds are identified, tracked and used from each department to our department. In theory, this is to cover the costs of a full-time assistant and a portion of the Public Art Mangers time, as well as all administrative costs associated with each project and more importantly, to accumulate as a maintenance and education fund to keep all aspects of our 37 + piece collection clean, fixed, conserved and secure as well as funding public educational activities and materials for the collection as a whole. This has not played out to our expectations and we are working with the budget department to develop a new system of managing the .4.
   
• PUBLIC ART MAINTENANCE & EDUCATION (M & E) CAPACITY: This is related to the above .4 issue. As our collection grows, so grow the maintenance issues and the educational opportunities. We are at staff capacity for responding to and dealing with maintenance and vandal issues and often contract out when necessary. We are at staff capacity for giving public art tours and offering educational materials/events and technical assistance to the field. We do not advertise for this and we often charge a fee if appropriate, but the demand is growing. We have had mixed results in developing a docent program. These important duties often become a low priority as staff focuses on relationship building and new project advocacy, trouble-shooting and managing and completing current projects with dedications/signage and other educational materials.
   
• SALARY STABILITY/PARITY: One-quarter of the Public Arts Manager's and all of the Public Arts Assistant's salary is dependent on the .4% which can vary radically from year to year and requires that new projects start every year, which may or may not happen depending on construction issues; and one-quarter of the Performing Arts Manager's salary is dependent on project revenues - which also can vary radically depending on the generosity of sponsors and donations. One quarter each of the Performing Arts and Public Arts Manager positions are dependent on funding from CCDC, which require board approval from year to year. While our work supports mutual goals of downtown vitality and economic growth, there may be a time when funding for these positions becomes a low priority for CCDC. Currently total General Fund salary support is $112,718. Ideally, in order to stabilize those positions and eliminate the dependence on variable revenue sources, all BCAC positions should be supported through General Fund with the earned income going back into program costs/expansion and M & E rather than salary support. That would be a total of $ 212,114, a difference of $99,369. Please note that $51,605 of this is funded from the Percent program. At the same time, we are currently working on salary parity issues through HR using the Hay rating system. Several staff are should be in salary parity within the City, within local comparisons and national averages.
   
• STAFF CAPACITY: Currently, administrative support is a .48 FTE Senior Department Specialist. This position primarily serves the Executive Director clerically which also extends to all staff, manages the office, handles mailing lists, files, takes board minutes, pays bills/handles deposits + purchase card transactions and does payroll. In addition, this position serves as front desk reception and security. This is a position with no benefits. Ideally, this position should be a full-time with benefits that can handle increased accounting and budgeting duties, increased clerical support to all staff, handle increased website maintenance and serve as full-time reception and security at the front desk location.

Opportunities
There are many opportunities that would be appropriate for the BCAC given the staff and funding:

• ANCHOR FUND REVENUE STREAM: In order to increase funding to our major arts-producing organizations, BCAC is discussing the establishment of an "Anchor Fund Arts Endowment" and start the process of a fundraising campaign. Timing and strategy for this kind of project are very important considerations. One opportunity discussed was to request prioritization of year-end City surplus funds as a start. Another project under discussion is to model a campaign after the fiberglass-animal-painted-by-artists fundraising approach similar to the cows in Chicago and the pigs in Seattle. Since Boise is the City of Trees, one idea was to fashion a tree form and have artists paint trees for display during summer months and for a fall auction as part of Fall for Boise.
   
• BOISE GATEWAY FILM OFFICE: we have established a steering committee and have had discussions about developing and creating a sound stage/media center. Staff has received training through the Association of Film Commissioners International (AFCI). Idaho State Film Office would be a primary partner and is very supportive of the efforts. To move forward with this would be an entrepreneurial decision, and given the right tools to work, could be very lucrative and would create a partnership with Economic Development.
   
• ART-IN-TRANSIT: Our partnership with ValleyRide has produced 14 Art-in-Transit posters, a Poetry-in-Motion series on local buses and a cultural district bus-wrap. Sales of the poster and poetry posters go back to fund more AiT projects. Recently, we presented to ACHD about contracting with BCAC to help identify public art opportunities in roadways and establishing a program. They have expressed support and are willing to match federal funding for AiT projects. Our next step is to present to their other constituents in the county and identify projects and funding opportunities.
   
• NEIGHBORHOOD ARTS: BCAC has had very successful public art projects in neighborhoods and their parks and a fruitful partnership with Work Source to incubate "UrbanArt WORKS." Where capacity is lacking, but opportunity exists is furthering arts programming in Boise's neighborhoods and parks. Some discussion has centered on partnering with the Library branches as they come online. Other discussions during strategic planning has focused on neighborhood "civic centers"; an accessible place where a branch library, a police sub-station and arts/cultural/community building activities can take place. OR creating a destination arts/creativity center that supports media and filmmaking, artists, studios and retail, events/performances and multi-purpose uses such as rehearsal or community gatherings. This also plays into the concept of the creative city/creative economy and can be a way to nurture innovation and foster creativity.
   
• CIVIC DIALOGUE IN THE ARTS: BCAC has received funding in the past from ICA for producing arts projects that animate democracy and are centered around community and social issues that are either created out of dialogue and/or stimulate dialogue. Three years ago, we worked with "The Urban Bush Women" from NYC to focus on issues of diversity and cross-cultural perceptions. Another project called "Portals/Protales" last year asked the question "What did I give up to be part of the Boise community and what do I bring with me?" and through an interactive visual art installation with story-telling, looked closely at the Mexican-American experience. Two major dialogue events were part of this project along with a family art-making event. Again, capacity to maintain a focus on this important tool in community building is lacking and is a missed opportunity.
   
• BSU/CITY INTERFACE: Staff attends the BSU/City Working Group quarterly meetings. BCAC has had substantial partnerships and collaborative efforts with BSU in the past. Recently, BCAC partnered with the College of Business and Economics to develop and present two workshops on the creative economy and what it means to Boise. Staff also presented at the Fettuccini Forum recently to advance the same cause. Further opportunity in this alliance to champion Boise as a creative city exists. Another opportunity is to address the long-standing issues behind our major local performing arts organizations using the Morrison Center. This may play out in the current opportunities for the Boise Cultural District development, a new main Library or a new Convention Center.
   
• GENE HARRIS JAZZ FESTIVAL: There has been some discussion around an increased partnership with the GHJF in the hopes that that event would become a highly publicized signature event for the City.
   
• CULTURAL TOURISM INITIATIVES: We have partnered with the Boise Visitors and Convention Bureau as well as Idaho Travel Council and State Department of Tourism on various and sundry projects in the recent past and we are members of the Southwest Idaho Travel Association (SWITA). Given more focus in this area, we may be able to leverage more ITC funds and possibly work with the Greater Boise Auditorium District (GBAD) on hotel/motel tax revenue allocated for the arts.
   
• SPECIALIZED ARTS EDUCATION-- during its last planning session two years ago, BCAC dropped the goal of arts education in the community as funding and staff capacity were not realistic, but the opportunity always exists and the need always runs deep. Currently, we offer Arts for Kids at Saturday Market and work opportunistically on projects such as "Art on the Wall" or the "208" gallery of teen art in the lobby of City Hall. We also partner with HC*HY when appropriate, as the arts complete and support the 40 assets list. Following are extended opportunities given the ideal resources. Last year, BCAC produced a directory of all of the City's K-12 arts and cultural education program opportunities.
   
• Ideally, BCAC should create a category in the City Arts Fund program that sub-grants funds for local arts organizations specifically for arts education projects; to establish and/or grow their own arts education programs.
   
• Youth-at-Risk and Arts programming: several years ago BCAC was funded and partnered with the Idaho Commission on the Arts to develop youth-at-risk programming and worked with first-time juvenile offenders. The arts can be a very powerful alternative to incarceration, but setting up and handling a program is very specialized work. Given the staff and funding, BCAC would partner with the Boise Police Department and Ada County to create a program.
   
• Artist-in-Residence/Boise Schools: Parks and Rec offers great after-school arts programming, but there is very little offered in the schools where a child can work with a professional artist in a given discipline over a period of time. There is funding through Idaho Commission on the Arts and the National Endowment for the Arts that requires match for artist-in-residence projects. This is a niche that has been left unaddressed over the years and is a very appropriate goal for BCAC.
   

Threats

• POLITICS OF PUBLIC FUNDING FOR THE ARTS are always a threat. While it may be obvious to most that the arts are a powerful tool in governance to enhance the economy, create community, value our children, address social issues and provide identity, a sense of place and a legacy; to others public funding for the arts is seen as frivolous. This notion is always a threat and has been known to close doors and eliminate staff. Boise citizens have been very generous and supportive to the arts and it is generally very clear that supporting the arts publicly is a value proposition.
   
• FUNDING SOURCES: Capital City Development Corporation and Idaho Commission on the Arts are two of our primary funding sources on whom we rely annually. However, these can only be considered one-time, as their existence and funding sources are contingent upon economic and political steadiness, as it were.
   
• STAFF TURNOVER: Four out of five staff have been devoted and loyal to the agency for 8, 7, 6 and 5 years respectively and that has contributed to our growth and stability. The fifth position has had four different employees in as many years, but at this point, we believe the position is stabilized with the right person doing the right job. However, staff turnover is a threat until we can address the above mentioned salary revenue and parity issues.
   
• CAPACITY: While we are an extremely productive staff, often new demands and opportunities placed before us cannot be addressed adequately and in a timely fashion and hence are missed.