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The City of Santa Fe Arts Commission

Mayor and City Councilors

Larry A. Delgado, Mayor Carol Robertson Lopez, Mayor Pro-Tem, District 4

Patti Bushee, District 1 David Pfeffer, District 1

Karen Heldmeyer, District 2 Rebecca Wurzburger, District 2

Miguel Chavez. District 3 David Coss. District 3

Matthew Ortiz, District 4

Arts Commissioners Marilyn Batts, Chair

James C. Smith, Jr., Vice-Chair Shaun Gilmore Cynthia Graves

Edward Hastings Herman Lovato

Rita Martinez-Purson Rena Oyenque-Salazar

Ernesto Torres

Past Commissioners Involved in the Plan Dolly Naranjo Neikrug Bernard Rubenstein

Sue Sturtevant

Arts Commission Staff Sabrina V. Pratt, Director

Debra Garcia y Griego, Senior Planner Julie Bystrom, Project Specialist

Lorraine Schechter, Arts Education Coordinator Lawrence Lovato, Administrative Assistant

Acknowledgements

Jill Heppenheimer, Facilitation of the Planning Process Julie Berman, Facilitation of the Focus Groups

Long Range Planning Committee: Marilyn Batts, Shaun Gilmore, Cynthia Graves, Rita Martinez-Purson

and Ernesto Torres

On the cover: “Meditation III,” by Timothy Hearsum, © 2005

Table of Contents

Executive Summary.........................................................................................1-2 Santa Fe Arts Commission Overview ............................................................3-5 Planning Vision ................................................................................................6-7 Goals, Objectives, Strategies Goals ............................................................................................................8 Objectives & Strategies ................................................................................9-14 Appendices Santa Fe Urban Area Total Population Comparison Census 1990-2000 .......................................................................................i-ii “Cultivate Santa Fe” Economic Development Plan Executive Summary......................................................................................iii-vii Major Accomplishments: 2000 – 2004 Planning Period ..............................viii Development of Plan ....................................................................................ix-x Santa Fe Arts Commission 2005-2009 Work Plan ......................................xi-xxii

Executive Summary The mission of the Santa Fe Arts Commission is to provide leadership for city government in supporting arts and cultural affairs, and to recommend programs and policies that develop, sustain and promote artistic excellence in the community. In April 2004, the Arts Commission began a long range planning process for the purpose of developing goals, objectives and strategies in support of this mission. This long range plan is intended to guide the work of the Arts Commission over a four year period. Factors that informed the creation of this plan include:

• Geographic and demographic shifts as the south side of the city experiences an explosion of growth, while the north side of the city experiences a departure of many of its Hispanic residents;

• Economic development and the City’s recently completed economic development plan which highlights the essential role that arts and culture play in the community’s quality of life and its economy. Additionally, the “Culture, Arts and Tourism Plan,” adopted in June 2000, addresses promotion of culture and heritage tourism;

• An established record of success, both in terms of programs and services, that the Arts

Commission has developed over its nearly 20 year history; and

• Funding constraints which require new funding resources for programs that cannot be supported by the Arts Commission’s current funding streams—the 1% Lodgers’ Tax and the 1% for public art.

With these issues in mind, the Arts Commission drafted this long range plan with a focus on optimizing the current programs that have enjoyed significant success. Further, throughout this planning process, the theme of “cultural voices” presented itself as a concept for encompassing and honoring the array of artistic and cultural expressions that exist in our community. In this period of change and growth in Santa Fe, cultural voices can be a unifier, building bridges between all segments of the community. It was with this vision that the Arts Commission developed the goals, strategies and objectives of this long range plan.

Goal #1: Community-wide Involvement in the Arts Identify and showcase Santa Fe’s diverse cultural voices in order to build

community connections through the arts. Goal #2: Arts and Cultural Economic Development Facilitate and partner in economic development efforts to strengthen the

arts and cultural sector of the city. Goal #3: Greater Participation Expand awareness of the Arts Commission in order to increase

participation in its activities.

Long Range Plan 2005-2009 1

Goal #4: Maximized Organizational Effectiveness Develop the Arts Commission’s organizational infrastructure through

existing and new resources in order to maximize services to the community, arts organizations and artists.

This plan is intended to be a living document, one which responds to the changing needs of the arts community of Santa Fe. Therefore, review of this plan will be a regular part of the monthly meetings of the Arts Commission. Further, the Arts Commission will review the plan at its annual retreat and, as necessary, amend the plan to react to new opportunities and needs. Finally in 2009, the Arts Commission will begin the process of drafting a new plan to guide its work through the year 2013.


Santa Fe Arts Commission Overview

Mission The mission of the Santa Fe Arts Commission is to provide leadership for city government in supporting arts and cultural affairs, and to recommend programs and policies that develop, sustain and promote artistic excellence in the community. Role Created in 1987, the Arts Commission performs the following roles:

• Survey and assess the needs of the arts in Santa Fe; • Evaluate the effectiveness of policies and programs; • Encourage the use of local resources for the development and support of the arts; • Seek and receive grants to support the arts; • Recommend the commissioning of art for municipal property; • Advise on the use of 1% Lodgers’ Tax revenues designated for nonprofit arts

organizations; and • Inform the city regarding other arts-related issues.

Structure The Santa Fe Arts Commission is a nine-member volunteer board appointed by the Mayor and City Council to two-year terms. Collectively, the Arts Commission broadly represents the fields of fine and performing arts, nonprofit and arts administration, and the community at large. All Commissioners reside in Santa Fe county and are active in the local arts community. Carrying out the day-to-day work of the Arts Commission is a staff of three full-time and two part-time employees. Programs and Services Art in Public Places Program The purpose of the Art in Public Places Program is to create sites of community significance, encourage private and public awareness of and interest in the visual arts, increase employment opportunities in the arts, and encourage art as an integral part of local architecture. Since its inception in 1985, almost $2 million has been dedicated to the program. The public art collection includes more than 35 pieces representing a wide range of media and styles located throughout the city. Funding for the program comes from one percent of the bonds issued for city capital improvement projects. Funding for Nonprofit Arts Organizations Since 1987, the Arts Commission has provided financial support totaling more than $14 million to over 120 local nonprofit arts organizations. The Arts Commission provides funding to nonprofit arts and cultural organizations, both established and emerging. To this end, there are several funding programs that meet a range of needs.


The Arts Commission is committed to providing core support to the community’s established arts organization. These organizations have proven track-records of successfully delivering arts programs and their health is critical to the overall well being of the arts community. Further, the Arts Commission has dedicated itself to fostering the growth of emerging arts organizations by providing seed funding that helps to build their capacity and bring their important cultural contribution to the community’s attention. The goal of all the funding programs is to encourage cultural services that enrich and benefit the entire community. Currently, there are three programs that fund programming in Santa Fe county.

The Community Arts Promotion Program (CAPP) is funded by the 1% Lodgers' Tax for the promotion and advertising of nonprofit performing arts and attractions. CAPP solicits contractual services from arts organizations that demonstrate high artistic standards, play a role in promoting tourism and enrich the entire community. The Special and New Projects Program (SNPP) provides funding from 1% Lodgers' Tax monies to fund organizations that are newly formed or new to the Arts Commission's funding program, or are one-time events. The Community Arts Development Program (CADP) funds community-based organizations of high artistic quality that provide arts services for the local community. Arts projects in elementary and secondary schools are eligible if they qualify under the general policies. Funding for CADP comes from New Mexico Arts, a division of the New Mexico Department of Cultural Affairs, and the City of Santa Fe.

Arts in Education Studies have shown that including the arts in the educational lives of young people results in a significant impact on the skills needed in the workplace. These skills include: critical thinking, creative thinking, problem posing and solving, flexible thinking, teamwork, and collaborative work. Through ArtWorks, the Arts Commission brings community resources together to integrate arts education in the elementary school curriculum through professional development for teachers and collaborative programming with skilled teaching artists in elementary school classrooms. The mission of ArtWorks is to make the arts personally meaningful to children and elementary school teachers through an integrated program of art-making, viewing live performances and exhibits, and achieving understanding through inquiry and reflection. The program serves the community by stimulating collaborative teaching and learning between Santa Fe educators, artists, students and arts organizations. Mayor's Recognition Awards for Excellence in the Arts In 1988, the City of Santa Fe began recognizing individuals and businesses that make outstanding contributions to the arts in the community. Recipients have included a wide range of visual and performing artists, as well as an architect, magazine editor, a wing of a museum, arts patrons, arts organizations and local businesses. A committee of Arts Commissioners and a


former award recipient review the entries. The awards are presented at an annual dinner in November. City of Santa Fe Poster Competition Since 1988, the Arts Commission has held an annual open competition to select a two- dimensional artwork by a local artist. The winning entry becomes the city's poster of the year, which is printed and distributed to the public. The artist receives a cash award for the use of his or her work. Information and Referral The Arts Commission undertakes and participates in various research projects of importance to the community. Such efforts have included a feasibility study for an electronic box office, examination of the needs for a community arts and cultural center, and audience and facility development plan for the arts. The Arts Commission also provides information to the public about arts events, available funding and other opportunities by posting notices in the Arts Commission office, relaying information at Arts Network meetings, and responding to telephone and personal inquiries. Technical Assistance The Arts Commission offers low cost, high-quality seminars and workshops on topics and issues of interest to the arts community. Workshop topics have included fundraising, taxation, board development, arts in education, cultural diversity, grant writing, business survival skills and the public art field. Networking In public need assessment meetings, networking was cited as the Arts Commission's top priority and responsibility. In response, the Arts Commission convenes monthly Arts Network meetings. These meetings are open to arts organizations, arts educators, artists and the public. Advocacy While not primarily an advocacy organization, the Arts Commission convenes artists and arts organizations around issues of importance. In this capacity, it provides a forum from which a unified community voice may emerge.


Planning Vision

Planning Vision Throughout the planning process, the theme of “cultural voices” presented itself. The cultural voices concept became a way of encompassing the vast array of artistic and cultural expressions that exist in our community—from well established, internationally recognized institutions to the most informal gatherings of creative individuals. As it evolved, cultural voices became more than a term; it became a vision for Santa Fe. In this period of rapid change and growth in Santa Fe, cultural voices can become a unifier, a way of honoring each unique cultural expression, enhancing a sense of belonging and building bridges between all segments of community. It was with this vision for cultural voices that the Arts Commission developed the goals, strategies and objectives of this long-range plan.

Current Situation Overview The following factors informed the creation of this plan: Geographic and Demographic Shifts A comparison of the 1990 United States Census to the 2000 Census reveals significant geographic and demographic shifts in Santa Fe’s population. The south side of the city has experienced an explosion in population growth, while the north side of the city has experienced the departure of many of its Hispanic residents. Furthermore, there has been an influx of new populations to the city. These changes have created important new considerations for access to the arts. As the city arts agency, the Arts Commission is committed to encouraging new ways of making the arts more accessible to all members of the community. [Appendix A] Economic Development The newly completed City of Santa Fe’s economic development plan, “Cultivate Santa Fe,” highlights the essential role that arts and culture play in both a community’s quality of life and its economy [Appendix B]. Additionally, the “Culture, Arts and Tourism Plan,” adopted in June 2000, addresses promotion of culture and heritage tourism. The Arts Commission has long recognized the importance of arts and culture to Santa Fe. Through various programs, such as Art in Public Places, the funding program and ArtWorks, the Arts Commission has supported the economic life of the arts. An Established Record of Success As the Arts Commission enters its 19th year, it is well established and well regarded in the community. Its programs and services have fostered the health of the arts and cultural community, while reaching out to the community at large. The Arts Commission seeks to continue to optimize its effectiveness, while increasing community awareness of and access to the arts. [Appendix C] Funding Constraints The Arts Commission has two dedicated funding sources: the 1% Lodgers’ Tax and 1% of the bonds issued for the city’s Capital Improvement Program (CIP). Annually, the 1% Lodgers’ Tax generates just over $1 million dollars, which supports arts activities with an impact on tourism as well as funds the operation of the Arts Commission. The Lodgers’ Tax is a relatively stable


funding source, but it is not expected to grow dramatically over the next four years. One percent of the CIP bonds totals approximately $180,000 every two years. By ordinance, these funds are used to support the Art in Public Places program. Funding of community-based organizations is dependent upon an annual grant from New Mexico Arts, a division of the New Mexico Department of Cultural Affairs, combined with city general fund monies. ArtWorks is also reliant upon outside grants and contributions. New programs that cannot be funded by the 1% Lodgers’ Tax or 1% CIP funds require new funding resources. Possible sources include grants, contributions and implementation of the quality of life gross receipt tax option (HB 336) passed during the 2005 New Mexico State Legislature. State of New Mexico statutes prevent the Arts Commission from providing direct support to individual artists. However, the Arts Commission does support and encourage artists through a variety of programs. Through the Art in Public Places program, individual artists are commissioned to create artworks of community significance. ArtWorks training provides artists with the knowledge and skills to become an ArtWorks “teaching artists,” creating the possibility to work in the schools as a paid ArtWorks contractor. Additionally, from time to time, the Arts Commission offers workshops and training to help artists learn valuable skills to further their career. Finally, through its support of cultural organizations, the Arts Commission plays a role in providing venues for artists of different disciplines—performing, visual, literary and media arts—to present their work. Through this long range plan, the Arts Commission will build on its commitment to artists at all career stages—professional, emerging and youth—through the cultural voices project, economic development efforts, expanded awareness of Arts Commission programming, and internship/volunteer opportunities. [A summary of the planning process is contained in Appendix D of this document.]


Goals, Objectives, Strategies

Goals for 2005-2009

Goal #1: Community-wide Involvement in the Arts Identify and showcase Santa Fe’s diverse cultural voices in

order to build community connections through the arts. Goal #2: Arts and Cultural Economic Development Facilitate and partner in economic development efforts to

strengthen the arts and cultural sector of the city. Goal #3: Greater Participation Expand awareness of the Arts Commission in order to increase

participation in its activities. Goal #4: Maximized Organizational Effectiveness Develop the Arts Commission’s organizational infrastructure

through existing and new resources in order to maximize services to the community, arts organizations and artists.


Strategies and Objectives Goal #1 Community-wide Involvement in the Arts Identify and showcase Santa Fe’s diverse cultural voices in order to build community connections through the arts. One of the primary roles of the Arts Commission is to ensure that the community as a whole benefits from and experiences the arts. Over the past decade, the Arts Commission has placed significant emphasis on outreach efforts to improve community-wide access to the arts. These efforts have included the Community Arts Development Program, which supports arts programming with a local emphasis and the creation of ArtWorks. Additionally, through its funding guidelines, the Arts Commission encourages organizations to include meaningful outreach to new audiences as a core programming element. Such outreach efforts must go beyond free and discounted ticket offers. As the community of Santa Fe continues to change, the Arts Commission must continue to find innovative ways of identifying, showcasing, connecting and fostering all parts of the community. During the planning process, the Arts Commission began using the term “cultural voices” as an encompassing way of articulating the vast array of artistic and cultural expressions that exist in our community. From well-established, internationally recognized institutions to the most informal gathering of creative individuals; from the Native American and Hispanic roots that are the foundation of Santa Fe’s unique character to the customs, traditions and expressions of cultures from around the world, “cultural voices” is a term that recognizes and honors the contributions of all segments of the community. The term encompasses our geographic, ethnic, economic, and religious diversity while acknowledging our common voices. A major emphasis will be on showcasing the talents of young and emerging artists. Over the next four years, the Arts Commission will work to build connections between artists, arts organizations, community members and businesses with the goal of community-wide involvement in the arts by promoting dialogue and the sharing of experiences between segments of the community that do not usually interact. A. Establish a “Cultural Voices” task force.

1. Determine an ideal task force size and make-up to that ensure diverse viewpoints are represented in the planning process.

2. Craft a mission statement for the task force to establish direction for their work. B. Survey Santa Fe’s cultural voices.

1. Identify funding source for cultural survey. 2. Identify Santa Fe’s cultural and artistic assets through a cultural survey.

C. Implement strategies for presenting the arts and cultural voices of Santa Fe (Cultural Voices Festival) through the cultural voices task force.

1. Using cultural survey, explore ideas such as creating opportunities for public forums and dialogs between Santa Fe’s various cultural voices; funding and/or partnering in other


fashions to encourage neighborhood festivals and street fairs that feature Santa Fe’s cultural voices; “Cultural Voices” neighborhood tours to draw people into different parts of the city; and exploring the presentation of a one-time community “Cultural Voices Festival,” showcasing Santa Fe’s diverse artistic and cultural offerings.

2. Identify new funding sources for the cultural voices projects. 3. Implement projects identified by the cultural voices task force. 4. Identify ArtWorks programming opportunities that can move forward projects which are

identified by the cultural voices task force. D. Encourage the presentation of arts and cultural events throughout Santa Fe.

1. Through funding programs, continue to support outreach efforts that engage new and underserved audiences in diverse geographic locations.

2. Continue to focus on public art projects outside of the downtown area. 3. Advocate for policies that encourage the development and equipping of arts spaces

(studios, venues, office spaces, etc.). 4. Participate in the planning of city-wide arts and cultural theme promotions with the

Convention and Visitors Bureau and Santa Fe Arts organizations. Goal #2 Economic Development Facilitate and partner in economic development efforts to strengthen the arts and cultural sector of the city. Since its inception, the Arts Commission has cultivated the creative economy by working with artists and nonprofit arts businesses. In August 1993, the Arts Commission published the “Santa Fe Arts Impact Study,” the first study to quantify the impact of the arts on Santa Fe’s economy and examine the impact on quality of life. Out of this study the Arts Commission developed a database of 1,400 Santa Fe artists and published a directory designed to make individual artists and arts organizations known in the community and elsewhere. Artists have also benefited from excellent workshops on career management, business skills and public art careers designed specifically for performing and visual artists. Visual artists benefit from employment opportunities through the Art in Public Places Program and promotional opportunities through the annual City of Santa Fe Poster Competition and exhibit. The Arts Commission frequently serves as a resource for information needed by artists, including arts and crafts show schedules. Nonprofit arts businesses attend workshops and meetings presented by the Arts Commission that assist them with capacity building and provide a forum for sharing information. Various studies have also been done on issues of concern to artists and nonprofit arts businesses in an effort to enhance their ability to do their work and be commercially successful. The Arts Commission’s long-held belief that arts and culture enhance a community’s quality of life and play an important role in the economic life of a city has been reconfirmed by the 2004 Bureau of Business and Economic Research’s report “The Economic Importance of Arts and Cultural Industries in Santa Fe County.” The City of Santa Fe’s economic development plan,


“Cultivate Santa Fe,” also strongly supports this idea. The plan identifies arts and culture as the first of seven “target industries” that are essential for Santa Fe’s economic future. Already an active partner and supporter of arts and cultural economic development efforts, during the period covered by this long-range plan, the Arts Commission will be involved in partnerships working to strengthen the arts and cultural sector of the city. In particular, the Commission will encourage and support efforts that provide economic development opportunities for individual artists and arts organizations. A. Take a leadership role in initiatives related to economic development of Santa Fe’s arts and cultural industries by working with nonprofit organizations, the business community and governmental agencies.

1. Engage in economic development discussions and, as appropriate, assist with action steps toward realization.

2. Maintain a consistent dialog with the city’s economic development staff, assisting with implementation of the economic development plan.

3. Work with the city economic development staff and other parties on the web portal by providing data and advice.

4. Determine joint projects to pursue with the economic development staff, such as a joint funding program or a technical assistance seminar on strategic fundraising planning.

5. Advocate for the placement of a representative from the arts and cultural sector on the city’s Economic Development Committee.

6. Increase Special & New Projects Program funding to assist more new and emerging activities with a higher level of funding.

B. Continue to build the ArtWorks program in the schools to provide quality education, build career paths and enhance the quality of life.

1. Meet at least annually with school administrative officials to discuss the program outcomes and receive suggestions.

2. Explore feasibility of working at high school and middle school levels, based on evaluation of a 2004-2005 pilot project with freshmen at Santa Fe High School.

3. Continue to employ local artists as “teaching artists” and provide on-going professional development for teachers.

4. Partner in coordinated delivery of arts education in the public schools through participation in the Santa Fe Arts Learning Collaborative.

Goal #3 Greater Participation Expand awareness of the Arts Commission to increase participation in its activities. The Arts Commission offers an array of programs and services that are key components of its mission and of great value to the community. However, at the current time there is no consistent marketing or media effort to raise awareness of the Arts Commission’s activities. A clearly defined and easily implemented plan for community relations and marketing would increase participation in the Arts Commission’s programs and services. Therefore, the Arts Commission will undertake an effort to raise its public and media profile.


A. Launch a community relations and marketing initiative.

1. Create a community relations and marketing sub-committee. 2. Explore the feasibility of obtaining a volunteer or paid assistance for the initiative. 3. Develop an annual marketing and public relations plan. 4. Require funded organizations to include logo on project-related marketing materials. 5. Encourage funded organizations to display the Arts Commission logo at their offices and

events. 6. Tie the Arts Commission’s activities to a national perspective by linking to national

campaigns (i.e. National Arts and Humanities Month). 7. Create a testimonial campaign related to Arts Commission programs and services. 8. Create a public art “Works in Progress” signage program to highlight current public art

projects.

B. Develop campaigns and events to celebrate Arts Commission anniversaries. 1. Promote the 5th Anniversary of ArtWorks through exhibitions, posters, events, etc.

(2005). 2. Promote the 20th Anniversary of the Arts Commission (Fall 2007). 3. Plan to promote the 25th Anniversary of the public art collection including partnering

with local business to present an ad campaign highlighting the public art collection (2010).

C. Build Arts Commissioners’ roles as ambassadors.

1. Create an Arts Commissioner’s calendar of attendance at arts-related events. 2. Meet annually with City Councilors to update them on the Arts Commission’s activities. 3. Build visibility of Arts Commissioners at events through name badges. 4. Utilize past Arts Commissioners to extend outreach and community networking through

an “Arts Commission Alumni Club.” D. Further develop communication systems.

1. Identify a volunteer skilled in database management to work with the artist database. 2. Update the artist database with a focus on including more artists from all disciplines as

well as email and web site information in order to streamline communications with artists. Consult with other existing artist databases in this effort.

3. Consult with computer software experts regarding the management of large email groups and implement suggestions.

4. Enhance web site with visual images, links to arts organizations, copies of studies, etc. 5. Utilize monthly Arts Network emails as an opportunity to highlight “What’s Happening

This Month at the Arts Commission.” 6. Make presentations to civic organizations and boards of arts organizations about the work

of the Arts Commission.


Goal #4 Maximized Organizational Effectiveness Develop the Arts Commission’s organizational infrastructure through existing and new resources in order to maximize services to the community, arts organizations and artists. This plan is based on the belief that over its nearly 20 year history, the Arts Commission has developed a solid core of successful and meaningful programming that serves the community and fulfills its mission. A basic, well-functioning infrastructure of financial, staff and community resources for carrying out programming and services is in place. However, opportunities for strengthening existing resources and securing new ones exist. Over the next four years, the Arts Commission will take full advantage of its effectiveness in order to maximize its services to the community. A. Develop new areas of internal support.

1. Hire a grant writing consultant to seek funding for ArtWorks program including funding from sources outside of New Mexico.

2. Develop targeted internship opportunities in the areas of marketing and public relations, public art and Artworks.

3. Build a limited pilot volunteer program to assist Arts Commission staff in administrative areas.

B. Increase level of Arts Commissioner responsibility by utilizing their skills, talents and networks.

1. Enhance new Arts Commissioners’ understanding of their job through a more extensive orientation process and implant a sense of stewardship and outreach.

2. Present professional development workshops for the Arts Commissioners in areas such as fund-raising, advocacy, networking, etc.

3. Utilize the expertise of Arts Commissioners to educate other Arts Commissioners in artistic disciplines.

C. Broaden the role of the Arts Commission’s Special Projects sub-committee.

1. Actively participate in the organization of the annual Mayor’s awards and the poster competition.

2. Create a Santa Fe Poet Laureate program 3. Assist community relations and marketing committee in presenting events that celebrate

Arts Commission anniversaries. D. Increase resources for the public art program.

1. Pursue an increase in the percentage of bonds dedicated to public art. 2. Build the Art in Public Places loan program by increasing the number of loans made by

artists and galleries to the city.

E. Pursue the further development of the ArtWorks program. 1. Continually pursue city funding to match grants. 2. Pursue long-term outside funding in order to stabilize program funding.


3. Cultivate a continuing commitment for ArtWorks from the City Council. 4. Increase the number of teachers working with the program.

F. Continue to streamline and refine funding programs.

1. Expand funding-related information available on the city’s website. 2. Explore the possibility of electronic grant submission. 3. Explore benefits and feasibility of consolidating funding deadlines.


Appendices

Appendix A

Long Range Plan 2005-2009 i

Appendix A

Long Range Plan 2005-2009 ii

Appendix B

“Cultivate Santa Fe” Economic Development Plan Executive Summary What does Economic Development mean for Santa Fe? How economic development is defined differs among communities. For many years, cities’ economic development activities were focused on recruiting new employers. Recently, the focus of economic development in many cities has shifted, placing a stronger emphasis on community development activities that improve local workforce, infrastructure, and business climate to help local companies grow and new ones to emerge. This latter definition is more appropriate for Santa Fe.

The term “economic cultivation” has been chosen to describe Santa Fe’s economic development practices. The city’s focus should be more on creating a climate that is ripe for entrepreneurship and small business success than on recruiting large companies. The ultimate goal of economic cultivation in Santa Fe is to achieve long-term economic health. A healthy economy benefits all residents and businesses in the region, from the business community to not-for-profit organizations to the arts and to the native populations. Overview of the Economic Development Plan During the past seven months, AE has worked closely with Santa Fe leaders to compose an economic development strategy for the region. The driving objective of this strategy is to generate sustainable economic health and prosperity for the citizens of Santa Fe and the surrounding region. Based on extensive research, the consulting team has developed a series of recommendations to accomplish this objective. All recommendations offered in this report are both (1) sustainable (creating consistent long-term economic growth in a non-damaging way) and (2) strategic (tailored and coordinated for meeting the city’s long-term objectives). The Economic Development Plan should be viewed as a living document. The New Mexico Media Strategies Report and the University of New Mexico’s Bureau of Business & Economic Research’s report on the cultural industries, for example, will be used to develop specific work plans for those clusters when they become available. The Economic Development Plan offers guidelines and techniques designed to improve the city’s economic health. It provides Santa Fe with a structure to incorporate other activities, particularly specific initiatives within each targeted business sector. Other recommendations might be added or current ones eliminated as economic conditions change. Recommendations fall into five categories:

• Workforce development and education • Entrepreneurship • Sites and infrastructure • Community development • Marketing

Long Range Plan 2005-2009 iii

Appendix B

Santa Fe suffers from an increasing gap between local wages and cost of living. The gap can be narrowed through a variety of techniques – from increasing the minimum wage to assisting residents to find and finance affordable housing. These activities have already begun in Santa Fe. The Living Wage Ordinance (Ordinances 2002-12 and 2003-8) demonstrates the City’s commitment to improving the incomes and wage rates of Santa Fe’s citizens. Economic development provides another approach to making it easier for Santa Feans to afford to live and work in the region. A strong economic development initiative has been laid out in this strategy. It focuses on diversifying Santa Fe’s employment base through new business recruitment, expanding local companies, and supporting entrepreneurship. It contains tools that the City, the Community Development Division, and a wide range of regional organizations can use to increase the range of job opportunities available to Santa Feans. With a greater diversity of employment options comes a greater opportunity for residents to improve and employ their unique talents, generating new wealth for every Santa Fe family. Themes of Santa Fe’s Economic Development Plan During the course of this project, several important themes have emerged in our discussions with the community. First, Santa Fe is a unique city and any new development should reflect its creative character. Second, Santa Fe wants to attract a targeted audience of visitors and businesses to the community. Tourists, for example, must come to Santa Fe with the intention (and financial wherewithal) to shop in local galleries, eat in locally-owned restaurants, and stay overnight in downtown and locally-owned accommodations. Third, Santa Feans feel a strong connection to the region’s heritage. Many people who participated in focus groups and interviews, for example, have a deep desire to preserve the downtown space so that it does not become overly congested and lose its historical presence. These themes appear throughout the Economic Development Plan. Based on these themes, we offer four overarching recommendations:

1. To be successful in economic development, Santa Fe’s leaders should strive to foster a culture that creates jobs that complement the community’s unique character.

2. Santa Fe cannot avoid change. The City should aggressively direct how those changes occur.

3. The key to economic development in Santa Fe is to ensure that new developments – whether it is a new civic center, new infrastructure project, or new educational program – retain the essence of the community. The essence of Santa Fe lies in its creative people, its strong history, and its core of arts and culture.

4. For the City to support a project, the project must provide new opportunities to Santa Fe’s workforce.

Summary of Recommendations To be successful, Santa Fe must develop highly integrated networks of businesses, training programs, capital providers, educational institutions, non-profit organizations, labor organizations, and government agencies. Economic development cannot be successful unless these groups work in a coordinated, collaborative fashion.

Long Range Plan 2005-2009 iv

Appendix B

A summary of recommendations is provided below. We have provided detailed action items for each recommendation within the body of the strategy.

I. Workforce Development and Education Goal One: The community will place an increased value on education, realizing that education performance increases the quality of life for all Santa Fe residents and makes the community better able to retain a talented workforce. Pre-K - 12 education will be as strong as possible because the community invests in it. Goal Two: Educational and workforce development programs will be well-coordinated and in tune with the needs of the city’s targeted business sectors.

II. Entrepreneurship

GOAL: Infrastructure, capital, and educational resources for entrepreneurs will be well networked both at the local and state level. (p.24)

III. Sites and Infrastructure

GOAL: Improvements to sites and infrastructure will consider the long-term needs of Santa Fe’s targeted business sectors and small, entrepreneurial businesses. (p.32)

IV. Community Development

GOAL: Santa Fe’s community and economic development activities support an environment that is favorable to (1) talented residents, (2) small, locally-owned businesses, and (3) targeted business sectors. (p.39)

V. Marketing and Public Relations

GOAL: Santa Fe will engage in a targeted marketing campaign that builds local and national awareness of the city as a place to do business. (p.46)

Within these goals and the strategies detailed in the full plan, many individual action items are offered. Among these, we would like to point out five activities that are of particular significance:

1. Construct a new civic center to replace the Sweeney Center. The new civic center will support all of Santa Fe’s target industries. The civic center should be designed to host executive level events, attracting those events that will bring the greatest benefit to Santa Fe’s economy. In addition, the City should consider integrating high-end workforce training capacity within the civic center. The workforce training resources, from classrooms to high-tech audio/visual equipment, should be made available to local workforce service activities as well as to executive training events.

Long Range Plan 2005-2009 v

Appendix B

2. Create a National Center for Art and Design Center and an arts incubator. The National Center for Arts and Design will provide a single location in which multiple arts and design organizations could collaborate on projects of national significance. The one-of-a-kind concept would be modeled after national research consortia or laboratories, only with arts, rather than science, as its focus. As its first major project, the Center should consider developing a first-rate on-line Santa Fe Arts Market for selling locally produced artistic and handmade objects.

This Center should be home to a variety of related activities, with educational programs at the core. Other activities that should be co-located within the facility include: office space for professional arts organizations and guilds; studios; exhibit space; retail shop for selling art. In the future, the campus could also contain loft apartments, a café, and an entrepreneurial resources center.

3. Lobby the State to pass proposed legislation to create a certification program and

network of small-business incubators. The currently proposed incubator certification program will possibly increase State funding to the Santa Fe Business Incubator. Lobby State legislators to pass this legislation. Long-term, Santa Fe leaders should work with the State to create a network of entrepreneurship one-stop shops, similar to the system utilized by the New Mexico Department of Labor. This would probably be more of a network of collaborating agencies and programs rather than an additional set of facilities. Santa Fe’s leaders should work with the State to create a statewide network of small business incubators. The network of certified incubators could serve as a funnel of investment opportunities for the New Mexico Venture Capital Fund and as a built-in system of due diligence for State investment.

4. Santa Fe should become the water conservation and clean energy capital of the U.S.

Water conservation technology companies locating in Santa Fe will be in a market with high internal demand for their products and will, therefore, be in close proximity to their customers. Santa Fe should create programs that promote the adoption of energy conservation while promoting a “buy local” campaign that would attract new clean energy providers to Santa Fe. Credits and incentives for consumers can be tied to their purchase from local suppliers. Santa Fe is an ideal pilot market for several technologies and should do what it can to bring those suppliers to the region.

5. Santa Fe’s leaders should agree to goals that will promote the long-term health of

the local economy. The community is widely known as a place that is unfriendly and difficult for business. This distinction makes it difficult for Santa Fe to remedy its suffering economic conditions. The City must take several initial steps before any economic recovery can occur. First, City leaders must agree that all decisions will be driven by one simple goal: To attain healthy economic conditions that will preserve Santa Fe’s unique character and open opportunities for all Santa Fe families.

Within City government, several actions will help the city create an easier environment in which to expand and start businesses. First, the City should strengthen and expand the Small Business Ombudsman position. Second, the City should provide strong support to

Long Range Plan 2005-2009 vi

Appendix B

the Community Development Division and Economic Development section. Economic development cannot occur unless this division is stable and well funded. Finally, the City should support a strong internal and external marketing effort. Marketing activities will require financial and human power resources from the City as well as other Santa Fe organizations.

The activities outlined in this strategy will require five years to complete, and the results of these activities may not be immediately apparent. Santa Fe’s leaders must stay committed to the overarching goal of creating a healthy economy.

Long Range Plan 2005-2009 vii

Appendix C

Major Accomplishments: 2000-2004 Planning Period

• Nine new artworks dedicated as part of the City of Santa Fe public art collection. • “Trail of Dreams, Trail of Ghosts,” a public artwork commemorating El Camino Real,

selected for inclusion in Americans for the Arts’ national “Year in Review.” • Initiated new “Loaned Art Program.” • Community youth created five murals. • Annually awarded almost $1 million dollars to approximately 50 local arts organizations. • Refined and simplified funding applications and process. • Began two-year funding program, providing for greater financial stability for

organizations. • Launched the ArtWorks program, a multifaceted arts education program based on the

Lincoln Center’s method of aesthetic education. • ArtWorks named a finalist in the United States Conference of Mayors’ “City Livability

Awards.” • In 2004-2005, over 1,595 students in 17 public schools participated in the ArtWorks

School Partnership Program, 68 elementary school teachers and 3 principals received professional development training in the arts and 17 local artists were trained in the ArtWorks method of arts education.

• Over 100 artists participated in Emerging Artists Support Yourself workshops, learning important business and marketing skills.

• Dem●Art●Cracy, a three-day public art workshop, for artists and community focused on both the theory and “how-to” of the public art process.

• Participated in 2001 Americans for the Arts’, “Arts & Economic Prosperity: the Economic Impact of Nonprofit Arts Organizations and Their Audience.”

Long Range Plan 2005-2009 viii

Appendix D

Development of this Plan This plan was developed by the Arts Commission and staff based on the in-depth planning meetings of the Long Range Planning Committee, a sub-committee of the Arts Commission, as well as focus groups with stakeholders. Additionally, members of the Art in Public Places and ArtWorks sub-committees reviewed specific long term priorities for those programs. The long range planning process began at the March 2004 retreat of the Arts Commission, when it was decided that the focus of the plan would be to optimize existing programs. As a result, the goals, strategies and actions set forth in this plan are based on continuing the programs and services that have enjoyed significant success during the Arts Commission’s nearly 20 year history. Through this process, the activities of the Arts Commission over the next three years were defined. The focus of each meeting was as follows: April 30, 2004 Discussed planning priorities and agreed upon process. (i.e. Focus on

existing programs vs. new initiatives.) May 13, 2004 Conducted situation overview of external factors affecting the arts. June 24, 2004 Reviewed Arts Commissions programs, infrastructure and procedures to

identify strengths and weakness. July 22, 2004 Identified ways of increasing recognition of existing programs. August 25, 2004 Examined current funding sources. Reviewed the strategic approaches of different Arts Commission Programs. September 14, 2004 Overview of “Creative Santa Fe,” an initiative designed to cultivate private-public partnerships to benefit Santa Fe’s arts and cultural economy. (Overview provided by Bob Martin, General Manager of the Lensic Performing Arts Center) September 30, 2004 Defined long range goals. October 13, 2004 Presented planning process results to entire Arts Commission. January-February 2005 Conducted stakeholder focus groups. March 2005 Discussed focus group input and integrated ideas into plan at annual Arts Commission retreat. May 9, 2005 Plan adopted by Arts Commission.

Long Range Plan 2005-2009 ix

Appendix D

Long Range Plan 2005-2009 x

Local consultant Jill Heppenheimer facilitated the process of developing this long range plan. Julie Berman facilitated the stakeholder focus groups. Other concurrent planning processes also provided background information and inspiration. These included: New Mexico Arts’ “2005-2008 Strategic Plan,” the “2004 New Mexico Cultural Resources Impact Survey,” conducted by the New Mexico Department of Cultural Affairs, “New Mexico Arts: Nurturing the State’s Economy (January 2005),” prepared by the Western States Arts Federation, and the “Arts and Cultural Industries Task Forces,” sponsored by the McCune Charitable Foundation (November 04- January 05).

Appendix E

Task Responsibility

Possible Partnerships Fiscal Year Cost

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Goal #1 Community-wide Involvement in the Arts

Identify and showcase Santa Fe’s diverse cultural voices in order to build community connections through the arts. A. Establish a “Cultural Voices” task force.

1. Determine an ideal task force size and make-up to ensure thatdiverse viewpoints are represented in the planning process. ◙ √ √ √ ◙ ◙ √ Committee Time (CT)

2. Craft a mission statement for the task force to establish direction for their work. ◙ √ √ √ ◙ ◙ √ CT B. Survey Santa Fe’s cultural voices.

1. Identify funding source for cultural survey. ◙ ◙ √ ◙ CV ◙ √ CT/Staff Time (ST)

2. Identify Santa Fe’s cultural and artistic assets through a cultural survey. ◙ ◙ √ √ CV C

Fund for Folk Culture √ $50,000

Long Range Plan 2005-2009 xi

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C. Implement strategies for presenting the arts and cultural voices of Santa Fe through the cultural voices task force.

1. Using cultural survey, explore ideas such as creating opportunities for public forums and dialogs between Santa Fe’s various cultural voices; funding and/or partnering in other fashions to encourage neighborhood festivals and street fairs that feature Santa Fe’s cultural voices; “Cultural Voices” neighborhood tours to draw people into different parts of the city; and exploring the presentation of a one-time community “Cultural Voices Festival,” showcasing Santa Fe’s diverse artistic and cultural offerings. ◙ √ √ √

CV CR V

Refer to Cultural Survey for potential partners √ √ √ CT/ST

2. Identify new funding sources for the cultural voices projects. ◙ ◙ √ √ CV ◙ √ √ CT/ST

3. Implement projects identified by the cultural voices task force.

◙ √ √ √ CV V

Refer to Cultural Survey for potential partners √ √ Unknown

4. Identify ArtWorks programming opportunities that can move forward projects which are identified by the cultural voices task force. ◙ √ √ √

CV AW ◙

Santa Fe Public Schools Administration √ √ CT/ST

Long Range Plan 2005-2009 xii

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D. Encourage the presentation of arts and cultural events throughout Santa Fe.

1. Through funding programs, continue to support outreach efforts that engage new and underserved audiences in diverse geographic locations.

√ √ √ FP ◙ √ CT/ST 2. Continue to focus on public art

projects outside of the downtown area. √ √ √ AIPP ◙ √ √ √ √ None 3. Advocate for policies that encourage

the development and equipping of arts spaces (studios, venues, office spaces, etc.). √ √ √ ◙

Other City Agencies √ √ √ √ ST

4. Participate in the planning of city-wide arts and cultural theme promotions.

√ √ √ CR ◙

Convention & Visitors Bureau, Arts organizations S T

Goal #2 Economic Development Facilitate and partner in economic development efforts to strengthen the arts and cultural sector of the city. A. Take a leadership role in initiatives related to economic development of Santa Fe’s arts and cultural industries by working with nonprofit organizations, the business community and governmental agencies.

1. Engage in economic development discussions and, as appropriate, assist with action steps toward realization. √ ◙ ◙ √ √ √ ST

Long Range Plan 2005-2009 xiii

Appendix E

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2. Maintain a consistent dialog with the

city’s economic development staff, assisting with implementation of the economic development plan. √ √ ◙ ◙

City Economic Development Staff √ ST

3. Work with the city economic development staff and other parties on the web portal by providing data and advice.

√ √ √ ◙ ◙

Economic Development Organizations √ √ √ √

Arts Commission Time (ACT)/ST

4. Determine joint projects to pursue with the economic development staff, such as a joint funding program or a technical assistance seminar on strategic fundraising planning. √ √ √ ◙ ◙

Economic Development Organizations √ √ √ √

Arts Commission Time (ACT)/ST

5. Advocate for the placement of a representative from the arts and cultural sector on the city’s Economic Development Committee. √ ◙ ◙ √ √ √ √ ACT

6. Increase Special & New Projects Program funding to assist more new and emerging activities with a higher level of funding. √ √ √ FP ◙ Arts Organizations √ √ √ √ $27,000 B. Continue to build the ArtWorks program in the schools to provide quality education, build career paths and enhance the quality of life.

1. Meet at least annually with school administrative officials to discuss the program outcomes and receive suggestions. √ √ AW ◙ √ ST, CT

Long Range Plan 2005-2009 xiv

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2. Explore feasibility of working at

high school and middle school levels, based on evaluation of a 2004-2005 pilot project with freshmen at Santa Fe High. √ √ AW ◙

Santa Fe Public Schools √ CT/ST

3. Continue to employ local artists as "teaching artists" and provide on-going professional development for teachers.

√ √ AW ◙

Organizations involved in arts education √ √ √ √ ST

4. Partner in coordinated delivery of arts education in the public schools through participation in the Santa Fe Arts Learning Collaborative.

√ √ AW ◙

Members of the Arts Learning Collaborative √ √ √ √ ST

Goal #3 Greater Participation Expand awareness of the Arts Commission to increase participation in its activities. A. Launch a community relations and marketing initiative.

1. Create a community relations and marketing sub-committee. ◙ √ √ √ CR ◙ √ ST, ACT

2. Explore the feasibility of obtaining a volunteer or paid assistance for the initiative. √ ◙ CR ◙ √ ST

3. Develop an annual marketing and public relations plan. ◙ √ √ √ CR V √ √ √ CT

4. Require funded organizations to include logo on project-related marketing materials. ◙ √ √ √ ◙ ◙ √ √ √ ST

Long Range Plan 2005-2009 xv

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5. Encourage funded organizations to

display the Arts Commission logo at their offices and events.

◙ √ √ √ FP ◙ √ √ √ ST, $1,000 6. Tie the Arts Commission’s activities

to a national perspective by linking to national campaigns (i.e. National Arts and Humanities Month). ◙ √ √ CR ◙

Americans for the Arts √ √ √ CT/ST

7. Create a testimonial campaign related to Arts Commission programs and services.

√ √ CR V

Organizations, Artists, Media Outlets √ √ $5,000-10,000

8. Create a public art “Works in Progress” signage program to highlight current public art projects. √ √

CR AIPP V

Parks and Recreation Dept. √ √ √ CT/ST, $200

B. Develop campaigns and events to celebrate Arts Commission anniversaries.

1. Promote the 5th Anniversary of ArtWorks through exhibitions, posters, events, etc. (2005). ◙ √ √ √ AW V Arts Organizations √ CT, ST, $1,000

2. Promote the 20th Anniversary of the Arts Commission (Fall 2007). ◙ √ √ √ CR V Arts Organizations √ CT, ST, $1,000

3. Plan to promote the 25th Anniversary of the public art collection including an ad campaign (2010).

◙ √ √ √ CR

AIPP V Local businesses √ CT, ST

Long Range Plan 2005-2009 xvi

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C. Build Arts Commissioners' roles as ambassadors.

1. Create an Arts Commissioner’s calendar of attendance at arts-related events. ◙ ◙ √ √ ◙ V √ √ √ ST

2. Meet annually with City Councilors to update them on the Arts Commission’s activities. √ √ √ ◙ ◙ ◙ √ √ √ ACT

3. Build visibility of Arts Commissioners at events through name badges. ◙ √ √ √ ◙ ◙ √ √ √ √ $100

4. Utilize past Arts Commissioners to extend outreach and community networking through an "Arts Commission Alumni Club." ◙ √ √ √ ◙ ◙ √ √ √ √ ACT, ST D. Further develop communication systems.

1. Identify a volunteer skilled in database management to work with the artist database. ◙ √ √ ◙ ◙ √ ST

2. Update the artist database with a focus on including more artists from all disciplines as well as email and web site information in order to streamline communications with artists. Consult with other existing artists databases in this effort. ◙ √ √ ◙ V

NM Culture Net, Creative Santa Fe, WESSTCorp, Arts Organizations √ √ ST

Long Range Plan 2005-2009 xvii

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3. Consult with computer software

experts regarding the management of large email groups and implement suggestions. ◙ √ ◙ C City IT Staff √ ST

4. Enhance web site with visual images, links to arts organizations, copies of studies, etc. ◙ √ √ ◙ ◙ City IT Staff √ √ √ ST

5. Utilize monthly Arts Network emails as an opportunity to highlight "What's Happening This Month at the Arts Commission." ◙ √ √ ◙ ◙ √ √ √ ST

6. Make presentations to civic organizations and boards of arts organizations about the work of the Arts Commission. ◙ √ √ √ √ ◙

Civic Organizations √ √ √ √ ACT, CT, ST

Goal #4 Maximized Organizational Effectiveness Develop the Arts Commission’s organizational infrastructure through existing and new resources in order to maximize services to the community, arts organizations and artists. A. Develop new areas of internal support.

1. Hire a grant writing consultant to seek funding for ArtWork program including funding from sources outside of New Mexico. ◙ ◙ √ ◙ ◙ ◙ √ ST, $20,000

Long Range Plan 2005-2009 xviii

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2. Develop targeted internship

opportunities in the areas of marketing and public relations, public art and ArtWorks. ◙ ◙ √ √ ◙ ◙

Universities, Colleges, High Schools √ ST

3. Build a limited pilot volunteer program to assist Arts Commission staff in administrative areas. ◙ ◙ √ ◙ ◙ ◙ √ ST B. Increase level of Arts Commissioner responsibility by utilizing their skills, talents and networks.

1. Enhance new Arts Commissioners' understanding of their job through a more extensive orientation process and implant a sense of stewardship and outreach. ◙ √ √ √ ◙ ◙ √ √ √ √ ACT, ST

2. Present professional development workshops for the Arts Commissioners in areas such as fund-raising, advocacy, networking, etc. ◙ √ √ √ ◙

C V √ √ $1,000 FY 07 & FY 08

3. Utilize the expertise of Arts Commissioners to educate other Arts Commissioners in artistic disciplines. ◙ √ √ ◙ ◙ V √ √ √ √ ACT

Long Range Plan 2005-2009 xix

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C. Broaden the role of the Arts Commission’s Special Projects sub-committee.

1. Actively participate in the organization of the annual Mayor's awards and the poster competition. ◙ √ √ V √ √ √ √ ACT, CT

2. Create a Santa Fe Poet Laureate program. ◙ √ √ √ √ V

Poets, Poetry Organizations √ √ √ $1,000

3. Assist community relations and marketing committee in presenting events that celebrate Arts Commission anniversaries. ◙ √ √ √ CR V Media Outlets √ √ ACT D. Increase resources for the public art program.

1. Pursue an increase in the percentage of bonds dedicated to public art. √ √ √ ◙ ◙ ◙ √ √ √ CT/ST

2. Build the Art in Public Places loan program by increasing the number of loans made by artists and galleries to the city. ◙ √ √ √ ◙ I

Parks and Recreation Dept. √ √ √ CT/ST

E. Pursue the further development of the ArtWorks program within the Arts Commission.

1. Continually pursue city funding to match grants. √ ◙ ◙ √ √ √ √ ST

2. Pursue long-term outside funding in order to stabilize program funding. ◙ √ AW C √ √ √ √ ST, $5,000 FY 06

Long Range Plan 2005-2009 xx

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3. Cultivate a continuing commitment

for ArtWorks from the City Council. ◙ √ √ ◙ AW ◙ √ √ √ √ ACT, CT 4. Increase the number of teachers

working with the program by 20 in FY 06 and evaluate capacity for succeeding years. ◙ √ √ AW ◙ √ √ √ √ $15,000 FY 06 F. Continue to streamline and refine funding programs.

1. Expand funding-related information available on the city's website. ◙ √ √ CR ◙

City Web Consultant √ √ ST, V

2. Explore the possibility of electronic grant submission. ◙ √ √ √ FP ◙

Other Funding Agencies √ ST

3. Explore benefits and feasibility of consolidating funding deadlines ◙ √ √ √ FP ◙ √ CT/ST Review of the Plan/Drafting of the 2009-2013 Plan

1. Review the progress of implementation at each meeting of the Arts Commission √ √ √ √ √ √ √ ACT, ST

2. Review and amend as need at each annual retreat of the Arts Commission √ √ √ √ √ √ ACT, ST

3. Write the 2009-2013 long range plan.

√ √ √ C √ $1,500 ACT, ST

Long Range Plan 2005-2009 xxi

Appendix E

Abbreviations: Not Applicable ◙ Information Involvement Required √ Special Projects (SP) Committee S P

RVLW

P

VITTT

Community Relations & Marketing (CR) Committee C Cultural Voices (CV) Task Force C Community at Large C ArtWorks (AW) Committee A Art in Public Places (AIPP) Committee AIP

P

Funding Policy Committee F C

Consultant Volunteer (Committee Members and Other) Intern Staff Time S Committee Time C Arts Commission Time AC

Long Range Plan 2005-2009 xxii

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