HomeMy WebLinkAboutResolution No. 4474
RESOLUTION NO. Ljc.../7 tf
A RESOLUTION ENDORSING ARTSPLAN
The City Council of the City of Eugene finds that:
A. The outcomes of ArtsPlan are 1) to enhance the quality of life in the community;
2) to create a cultural community environment which provides rich and meaningful personal
experiences and growth; 3) to strengthen the environment for increased sustainable economic
activity; and 4) to enhance the physical environment to encourage social interaction and cultural
expression; and
B. The goals of ArtsPlan are 1) to increase the access to, knowledge about and
involvement in the arts by regional and local citizens. 2) to establish Eugene-Springfield as a
unique place to experience the arts; 3) to establish Eugene-Springfield as a widely recognized
center for arts education; and 4) to enhance the ability of artists and arts groups to thrive
artistically and economically in the Eugene-Springfield area, and
C. If achieved, the outcomes and goals will create a more vibrant arts community, and
D. The outcomes and goals of ArtsPlan are consistent with the outcomes and goals of
the City of Eugene,
NOW, THEREFORE,
BE IT RESOLVED BY THE CITY COUNCIL, OF THE CITY OF EUGENE, a
Municipal Corporation of the State of Oregon, as follows:
Based on the above findings, which are adopted herein, the City Council hereby endorses
the concepts contained in ArtsPlan attached as Exhibit A hereto as a strategic plan to be followed
in improving the state of the arts in the Eugene-Springfield metropolitan area.
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The foregoing Resolution adopted the :J.:l--aay of January, 1996.
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City Rec~der
Resolution
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eugene . spri ngfield
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CHAIR
Gretchen Pierce. President. Hult and
Associates
VICE CHAIR
Hope Pressman. Community arts advocate
and supporter
STEERING COMMITTEE
Tony Baker. Editor and Publisher. The
Register-Guard
Douglas Beauchamp, Executive
Director. Lane Arts Council
Jim Johnson. Executive Director.
Department of Library, Recreation
and Cultural Services. City of Eugene
Sue Keene, Musician and Oregon Arts
Commissioner
Gerald Kissler. Senior Vice Provost for
Planning and Resources, University
of Oregon
Roger Saydack. Attorney, Arnold
Gallagher Saydack Percell and Roberts
Randall Stender. President, Eugene Arts
Foundation
Jean Tate. President. Jean Tate Investments, Inc.
PLANNING COMMITTEE
Ted Baker. Chairman of the Board.
Guard Publishing
Ruth Bascom. Mayor, City of Eugene
Virgil Boekelheide, Past President,
Eugene Ballet Company
Ruby Brockett, Owner/Broker,
Prudential Preferred Properties
Jo Courtemanche, President, Century
Designs Inc.
Anne Dhu McLucas, Dean. School of
Music, University of Oregon
John Gainer, Artistic Director and Conductor.
Inspirational Sounds; Adjunct Instructor.
School of Music. University of Oregon
Ken Nagao, Principal, Nagao Pacific
Architectural
Margaret Nichols. Superintendent. 4-J
School District, Eugene
Artemio Paz, Jr., Principal, Berry Architects
Paul Plath. Superintendent (retired),
Springfield Schools
Sue Prichard, President, Prichard. Evans and
Elder
Ginevra Ralph. Educational consultant
Dick Reed, Chair. Art, Performing Arts,
Media Departments, Lane Community
College
Don Shutt. Assistant Superintendent for
Instruction, Springfield Schools
Susan Selig, Visual Artist; President.
Friends of the University of Oregon
Museum of Art
Dorothy Velasco, Playwright and video
documentary writer/producer
Donna Woolley, President, Eagle's View
Management Co.
Cynthia Wooten, State Legislator.
District #41, State of Oregon
Strategic Planning Consultant
Jeffrey Luke, Associate Professor of Planning,
Public Policy and Management. University
of Oregon
PLANNING COORDINATOR
Sandra McMullen
DONORS & SUPPORTERS
Bank of America
Bank of California
Centennial Bank
City of Eugene
Eugene Arts Foundation
Eugene Hilton
First Interstate Bank
Hult & Associates
Key Bank
Lane Arts Council
Oregon Community Foundation
The Register-Guard
Sui slaw Valley Bank
University of Oregon
U.S. Bank
Valley River Inn
The Woodward Family Foundation
John Alvord
Virgil Boekelheide
Jim & Robin Johnson
Sue & Foster Keene
Gerald & Kathy Kissler
Jeffrey Luke
Hope & Charles Pressman
Sue Prichard
Neill Archer Roan
Susan & Heinz Selig
Randall Stender
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n "Pirst, we need the arts to
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express IDEAS and
feelings in ways beyond
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words. Second, we need the
arts to stir CREATIVITY
and enrich a child's ways of
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knowing. 71iinf, we need the
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arts to INTEGRATE the
fragments of academic life.
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Pourt/i, we need the arts to
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EMPOWER the disabled.
And, a60ve a{f, we need the
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arts to create COMMUNITY
and to build connections
across the generations.
Learning in the arts truly is
lifelong, and it is a deeply
satisfying journey:"
Dr. Ernest 1. Boyer,
President,
The Carnegie Foundation
e may have more need for the arts in our society now than
ever before. Yet this need is coming at a time of fmancial
constraint and concern about other community issues that
are perceived to be more important. More than ever, we need to recog-
nize the potential for the arts to help prevent activities such as gang
behavior, crime, and drug abuse, rather than putting more of our
scarce resources into crisis management.
The arts celebrate diversity and teach acceptance and respect,
crucial qualities as society continues to change and our community
becomes more diverse. The arts teach problem-solving skills and self-
discipline to our children, and can inspire them to stay in school and
succeed. By developing a strong commitment to the arts by schools,
government, private businesses and families, the citizens of Eugene-
Springfield will be provided more and better opportunities to enrich
their personal lives.
It is the opinion of the ArtsPlan participants that if measures are
not taken within the next few years, the artistic activities we currently
enjoy will start to deteriorate. Our excellent performing arts center and
university art museum are atypical in cities our size and of our eco-
nomic profile. We have managed to create an area rich in artistic diver-
sity with a tremendous inventory of highly-talented and nationally-
recognized artists and arts groups.
We must build on what we have and the successes we have
achieved. The fundamental way to accomplish this is to increase the
involvement of area citizens in the arts. The more that people partici-
pate in and understand the arts, the more they will insist on living in
a community which has a rich artistic profile.
For these reasons, the ArtsPlan Committee strongly encourages
that the community's attention and energy be targeted to the
recommendations detailed in this plan.
CONTENTS
Introduction 2
Summary of Key Recommendations 3
Where A:re We Now? 4
The Arts in the Metropolitan Area 5
Where Do We Want To Be In The Future? 6
Outcomes and Goals 7
How Do We Get There? 8-17
Four Goals with Key Recommendations
The Next Step
Appendix I:ArtsPlan Process Diagram
Appendix II: Donors. Participants, Strategy
Committees. Action Teams
Appendix ill: Detailed Information on Arts
Attendance and Budgets
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INTRODUCTION
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ArtsPlan is the inspiration of a group of Lane County citizens
dedicated to maintaining and enhancing the role of the arts as a
vital industry and resource for the Eugene-Springfield community:
The goal of ArtsPlan is to build on the community's unlimited
potential by utilizing existing talent and facilities in new ways and
by uncovering new resources.
As state revenue reductions forced many school districts to reduce
or eliminate arts curricula and several arts organizations were strug-
gling to stay alive, an eight-member steering committee began to
develop a strategy to pump new life into the arts scene. During the
Summer of 1993, the group identified the following outcomes as
crucial to any planning effort in the arts:
. Generating community excitement about the arts
. Integrating the arts as an important economic development
component for Eugene-Springfield
. Improving coordination and communication among existing arts
organizations
. Clarifying local leadership roles in the arts
. Stimulating a more strategic and efficient use of community
resources for the arts
. Helping organize and target fundraising to stabilize arts groups
and increase their revenue levels
. Stimulating notable and innovative arts projects
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From January through December
1994, a 2S-member planning
committee gathered suggestions and
ideas from hundreds of community
members involved with the arts. These
artists, arts administrators, business
leaders, public officials, educators
and donors contributed to the
recomendations contained in ArtsPlan.
Throughout the ArtsPlan
process, three key themes emerged.
These included doing more with what
we have, increasing joint effort and
collaboration in all ways. and working
together to build our collective sense
of community
The committee believes the
following goals and recommendations
address these issues, and provide a
framework to utilize the diversity,
strengths and potential of the arts in
building a healthy future for Eugene-
Springfield.
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ARTSPLAN KEY RECOMMENDATIONS
GOAL I: INCREASE THE ACCESS TO, KNOWLEDGE ABOUT AND
INVOLVEMENT IN THE ARTS BY REGIONAL AND LOCAL CITIZENS
. Strengthen volunteer participation and leadership in the arts
. Design and implement a public relations plan for the arts
. Explore opportunities and encourage efforts to establish an arts district
. Develop an accessible comprehensive source for arts information
. Utilize unusual spaces for arts experiences and productions
GOAL II: ESTABLISH EUGENE-SPRINGFIELD AS A UNIQUE PLACE
TO EXPERIENCE THE ARTS
. Coordinate and market a "Seamless Summer of Arts"
. Produce unified marketing of the arts
. Encourage and promote arts-related computer and electronic technology
GOAL III: ESTABLISH EUGENE-SPRINGFIELD AS A WIDELY-
RECOGNIZED CENTER FOR ARTS EDUCATION
. Strengthen the arts as a core component of education
. Integrate, expand and market arts education and lifelong learning programs,
including a summer institute for the arts
. Strengthen and expand opportunities for youth whose needs are not fully
met through traditional school curricula, including at-risk, latch-key
and talented and gifted youth
. Encourage greater exchange and collaboration among the arts programs at
the University of Oregon, Lane Community College, the Hult Center
and the community
GOAL IV: ENHANCE THE ABILITY OF ARTISTS AND ARTS GROUPS TO
THRIVE ARTISTICALLY AND ECONOMICALLY IN THE EUGENE-SPRING-
FIELD AREA
. Continue and enhance the existing level of public and private monetary
support for arts groups in Eugene-Springfield
. Encourage commissions, purchase programs and stipends for artists
. Establish an artists' resource center
. Develop affordable studio and rehearsal space in Eugene-Springfield
. Increase coordination, collaboration, and sharing of resources by arts
organizations
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WHERE ARE WE Now?
A first step in the ArtsPlan
process was to evaluate our
current community environ-
ment for the arts. More than
1 20 representatives of arts
groups, individual artists and
community members met early
in 1994 to produce the follow-
ing assessment.
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WEAKNESSES
Current shortcomings over which we have control:
. Financial support for arts education
is declining.
. Current financial support does not
meet the increasing demands from
artists and arts organizations.
. Poor audience development, ineffec
tive public relations and marketing
are negatively impacting the arts.
. A low level of collaboration and
communication exists among the
arts organizations.
. There is insufficient leadership
development and vision for the arts
in the community.
. Some arts organizations and artists
demonstrate inadequate business
acumen.
. Availability of venues is limited.
. Inadequate media coverage empha-
sizes the" entertainment only"
aspect of the arts.
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THREATS
External conditions or trends over which we have
no control:
. A growing perception exists
that the arts are unimportant and
expendable.
. State and federal funding for art
and arts education is declining.
. The arts are experiencing declining
audiences due to aging of current
supporters and decreasing arts
development in education.
. Government has a weak commit-
ment to and inadequate long-term
planning for the arts.
. Continually increasing production
costs threaten the viability of artists
and arts groups.
. The proliferation of entertainment
options impacts the arts.
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THE ARTS AND THE METROPOLITAN AREA
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Hundreds of thousands of people enjoy arts-related activities each year in our communit}T.
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They are drawn by private theater
companies, performing arts at the Hult
Center and Cuthbert amphitheater,
galleries, many types of performances
at the University of Oregon and Lane
Community College, museums, fairs
and festivals. Unfortunately, no one
source of information exists to provide
an accurate number of total attendance.
However, three sources do give
an indication of attendance including:
1) results of a recent survey by Lane
Arts Council (LAC) of 30 non-profit
arts groups who receive Eugene
transient room tax;
2) arts attendance estimates from the
University of Oregon; and
3) ticket sales at the'Hult Center and
Cuthbert Amphitheater.
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ARTS PARTICIPATION IN 1994:
LAC SUITer (30 Organizations) 376,726
University of Oregon 149,000
Hult Center and Cuthbert Amphitheater
190,000
Many metropolitan residents attend a
number of different events during the
year so there could be double-count-
ing. However, given the magnitude of
these attendance figures, and given all
the venues that are NOT listed, it is
possible that metro area residents
attend arts-related events more than a
million times in a year.
SOME ECONOMIC
CONSIDERA TIONS
The Lane Arts Council (LAC) survey
illustrates the economic impact of the
arts in the Eugene-Springfield area.
The aggregate budgets of the 30
groups for fiscal year 1994 was more
than $ 5.5 million. LAC calculates the
resulting economic impact from
attendance and participation in the arts
and cultural events and activities of
these 30 organizations at more than
$15 million annually.
However, the LAC survey does
not address many other aspects of the
local arts economy. It does not in-
elude, for example, the Hult Center
and Cuthbert Amphitheater, Saturday
Market, arts and entertainment events
at the Lane County Fairgrounds, or
most activities in Springfield, at the
University of Oregon or at Lane
Community College. Nor does it
include commercial venues and
galleries or the impact of individual
artists on the local economy. It is
difficult to provide an estimate for
these activities, but they probably
exceed that of the 30 non-profit
groups. Thus the economic impact
from arts-related activities in the metro
area may exceed $30 million annually.
Population growth should
boost the arts through larger audiences
(and ticket sales) and a broader market
for artistic products.
The Lane Council of Govern-
ments has recendy completed a set of
population projections. While done
primarily for an update of transporta-
tion and land use plans, it is also
helpful for us as we consider the future
of the arts in Eugene-Springfield. The
chart below shows population projec-
tions for the metropolitan portion of
Lane County from 1995 through the
year 201 o. Population is expected
to increase by 32,315 in the next
10 years and by 5 1,964 in the next
15 years.
POPULATION PRO.JECTIONS
Metro Lane County
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WHERE Do WE WANT To BE IN THE FUTURE?
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The driving force behind ArtsPlan is the belief that a vibrant arts community will greatly enhance
the quality of life in the metropolitan area. Three key elements of a vibrant arts community are:
A CULTURAL ENVIRONMENT
THAT PROVIDES RICH AND MEAN-
INGFUL PERSONAL GROWTH.
The arts promote a healthy and stimu-
1ating environment in which citizens
work and play interactively - a
community where everyone has access
to outlets for creative expression and
opportunities to enjoy high-quality
music, dance, theater, visual arts,
literary arts, media arts and computer
arts.
ArtsPlan envisions that public
and private buildings and outdoor
spaces will display local artists' works.
and non-traditional spaces such as
grocery stores and banks will showcase
artists at work. A centralized arts
information network would be acces-
sible to anyone interested in informa-
tion about performances, festivals.
gallery offerings. volunteer or educa-
tional opportunities.
Further. the arts would become a
core component of our education
system through the efforts of a re-
gional arts education steering commit-
tee. Teachers would be able to attend
in -service days sponsored by the
University of Oregon and Lane Com-
munity College to learn new ways to
integrate the arts into their curricula.
Professional artists would actively
participate in the schools, as well as
assist with programs designed specifi-
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cally for at-risk, latch key, and talented
and gifted youth.
AN ECONOMIC ENVIRONMENT
THAT ACCOMODATES GROWTH
AND STRENGTHENS SUSTAIN-
ABLE ACTIVITY.
The arts stimulate economic activity by
attracting visitors and their tourism
dollars. The arts currently have an
estimated economic impact of $30
million annually in Lane County. with
about 10 percent of patrons coming
from outside the county.
Great potential exists to boost
tourism by expanding such a clean.
labor intensive industry. A coordinated
marketing effort by the arts commu-
nity and a "Seamless Summer of Arts"
featuring a continuous thread of
festivals. performances, workshops and
exhibits, will help the industry flourish.
An area with attractive goods for
sale. high-quality entertainment and
great natural beauty offers an enhanced
quality of life - magic ingredients
that are attractive to investment and
relocation of new businesses to the
community. Companies not only look
at the cost of doing business in an area.
but also at what the community has to
offer its employees. To complement the
influx of a high-tech workforce. the
University of Oregon and Lane Com-
munity College would be encouraged
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to sponsor annual conferences and
expand training programs, which
could help establish a national reputa-
tion for the Eugene-Springfield area in
arts- related computer and electronic
technology.
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A PHYSICAL ENVIRONMENT
THAT ENCOURAGES SOCIAL
INTERACTION AND CULTURAL
EXPRESSION.
A city alive with social interaction and
cultural expression engages its resi-
dents and visitors. It thrives because of
well-defined neighborhoods, commu-
nity gathering places and distinctive
new buildings that complement
existing structures.
The inspiring natural setting.
diverse cultural assets and urban
livability of the Eugene-Springfield
area nurture and enhance the arts and.
in turn, the arts stimulate the high
quality of life here.
Residents and tourists would
be able to roam through an arts district
where once-vacant warehouses and
storefronts could feature working
studios, galleries. classrooms and
rehearsal spaces. An. artists' resource
center could be located in the district
to provide vital information and
resources for individuals and
organizations.
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Outcomes and Goals
+Strengthen volunteer
pa1icipation and
leadership in the arts
+Design and implement a
public relations plan fa
the arts
+Explae oppa1un~ies and
encourage effats to
establish an arts district
+Develop an accessible
comprehensive source fa
MS infamation
+utilize unusual spaces fa
MS experiences and
productions
+Coordinate and market a
.Seanless Summer of Ms.
+Produce unified marketing
of the arts
+Encourage and pranote
arts-related canputer and
electronic technology
+Strengthen the arts as a cae
component of education
+Integrate, expand and market
arts education and lifelong
learning programs. including a
summer institute fa the arts
+Strengthen and expand
opportunities fa youth whose
needs a-e not met through
traditional school cunicula,
including at-risk, latch-key and
talented and gifted youth
+Encourage greater collaba'ation
among the arts prognlTls at the
Univers~y of Oregon. Lane
Canmunity College. the Hult
Center and the ccmmunity
+Continue and enhance the
existing level of public and
private monetCl)' suppat fa
arts groups in Eugene-
Springfield
+Encourage canmissions,
purchase programs and
stipends fa artists
+Estfillish an artists' resource
center
+Develop affacta:>le studio and
rehEBSaI space in Eugene-
Springfield
+ Increase coordination,
collaba'ation, and shared
r~ources by arts
aganizations
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our community's visitors as they come
to know this location as the "Arts
District" just as the area surrounding :1
Eugene's Fifth Street Market has
become known as the Market District.
Based on current locations of arts-
related activities, a foundation for such
a district may presently exist. How-
ever. it needs to be identified, devel-
oped and promoted as such.
How Do WE GET THERE?
GOAL I: INCREASE ACCESS TO, KNOWLEDGE ABOUT AND INVOLVE-
MENT IN THE ARTS BY REGIONAL AND LOCAL CITIZENS.
Art is a two step process: the creation of a work and the presentation
of it which allows others to participate. Both are vital to the life of our
community. Approximately 220,000 people call
Eugene-Springfield home, and the uniqueness of our citizenry makes
this area a goldmine of opportunity for leaders with an artistic vision.
Art communicates and allows others to experience the
excitement of artistic creation and insight. The arts can open our
eyes to see things in a new way, to envision the unknown and to
create solutions for problems. If we focus our collective attention
and resources for the arts in a cooperative and strategic manner,
the benefits for us and our community will be unlimited.
KEY RECOMMENDATIONS
Strengthen volunteer participation and
leadership in the arts
Artists create the work, but often it is
volunteers' time and energy that make
things happen in the community: Each
volunteer task is important, from the
teenager who distributes event posters
to the businessperson serving on an arts
organization's board of directors,. In
order to keep this spirit alive and
growing, arts organizations and arts-
related activities must enhance volun-
teer experience. More efforts need to be
made, not only to thank these people,
but also to create a forum where they
share ideas and become even more
informed about the arts.
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Design and implement a public
relations plan for the arts
A unified public relations effort by the
arts community will communicate the
positive benefits of the arts and
increase awareness and understanding
of them. Numerous opportunities
exist for involvement in the arts, but
many area residents are not yet aware
of them. This action will help strengthen
volunteer participation and leadership.
Explore opportunities and encourage
efforts to establish an arts district
An Arts district would provide an area
where artists could work, rehearse and
display their art, and also serve as an
educational site for students, appren-
tices and observers. Included would be
studios, galleries. classrooms. rehearsal
spaces and possibly an artist resource
center. This core area would also draw
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Develop an accessible comprehensive
source for arts information
The Eugene-Springfield area has an
abundance of arts offerings. Providing a
central resource for all arts information
- where people can find out about
performances, festivals, gallery offerings,
volunteer and educational opportunities,
etc. - will help eliminate public
confusion and make the arts more user-
friendly and accessible for everyone.
Lane Arts Council already
functions as a clearinghouse and is
working to increase its database and
establish a broader network with the
arts community. It may begin with a
telephone hotline, but develop into an
information source through the use of
new technologies.
Utilize unusual. spaces for arts
experiences and productions
By putting art where people would not
normally expect it, they can see that art
can be anywhere... and everywhere!
Imagine going to the grocery store or
bank or the Deparnnent of Motor
Vehicles office to find a strolling musdan
or an artist working at his or her craft.
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GOAL I: increase the access to, knowledge of and involvement
in the arts by regional and local citizens
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Key Recommendation Specific Steps Potential Players Expected Impact
strengthen volunteer -Convene arts organization staff and board -Arts organizations and -Make volunteering in the
participation and members to discuss: their board members arts easier and more
leadership in the arts -Producing manual of model volunteer -Individual artists accessible
programs for ideas on guidelines, tasks, -lane Arts Council -Help arts organizations
recruitment, training, rewards, etc. -Arts donors better utilize, attract and
-Establishing clearinghouse to link arts -Current and potential arts keep volunteer resources
organizations, volunteers, artists, business volunteers -Make volunteers feel
professionals & employees rewarded and thanked
-Creating pool of artists for community -Get more businesses
involvement opportunities actively involved V\1th the
-Expanding -Heart of the Arts. volunteer arts
recognition event
-Creating training/development conference for
board members and donors
-Conduct a diversity training session for staff
members of community arts organizations
-Develop action plan for best ideas
Create and implement -FOnll volunteer committee of PR professionals Arts professionals -Communicate availability of
a public relations plan to assess potential and design a plan Public relations professionals arts experiences to pique
for the arts -Conduct communications audit of arts groups Area public relations agencies interest in getting
publicity and recommend improvements involved, attending, etc.
-Conduct media/artist forum to improve news -Target wder population
coverage and understanding between or under -represented
journalists and artists population
Explore opportunities -Map locations of existing arts and arts-related Developers and Realtors -Attract residents and
and encourage efforts facilities, organizations and businesses Arts organizations tourists to the district to
to establish an arts -Detennine "district" from current locations LAC view, participate in,
district -Assess zoning, planning, development and Individual artists and purchase art
financial issues Neighborhood location
-Identify empty spaces 'ht1ich could house arts Local govemment
activities
-Develop area and promote as the "Arts Districf
Develop an accessible -Inventory all area outlets for arts happenings All arts presenters -Make it easier for people to
comprehensive and activities All arts groups find out 'ht1at's going on
source for arts -Create database and mechanism to keep list All performance sites -Spar1< interest in other
information updated on a regular basis Individual artists events previously unknoVYn
-Investigate other existing infonnation net'M>r1<s UofO -Increase participation
wth which to join forces (Le. EdNet, Register- LCC ~emove the banier and
Guard info hotline) Parks & Rec Departments confusion different arts
School Districts info sources now create
Other educational outlets
LAC
Reg ister-Guard
Arts-related businesses .
Utilize unusual spaces -Compile list / get pennission for use of Arts groups & individual -Reach out with art to
for arts experiences "spaces" artists 'ht10 want to be populations not
and productions -Compile list of artists/groups willing to sho~ased normally exposed to it
participate Local businesses -Show people that
-Establish program guidelines and funding Cities of Eugene/Springfield "art" can be anywhere...
I opportunities Central coordinator every\\tlere!
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Page 9 I ArtsPlan
GOAL II: ESTABLISH EUGENE-SPRINGFIELD AS A UNIQUE PLACE
TO EXPERIENCE THE ARTS
Eugene-Springfield has high quality music, drama, and dance
produced all year. Our community is a place where visitors can
enjoy art and numerous other offerings unique to our region such
as mountains, coast, rivers and lakes, wineries, horticulture and
cuisine.
To establish our area as a destination point for the arts, we
must differentiate Eugene-Springfield arts and recreation opportu-
nities from others in other areas. A joint marketing effort is essential.
KEY RECOMMENDATIONS
Coordinate and market a. "Seamless
Summer of Arts"
Current arts programs should be
developed and aggressively marketed as
a stunnler season filled with high quality
events and activities that draw visitors
to the region and give them a reason to
stay for extended periods of time.
We already have a wide range
of summertime activities, beginning
with Fiesta Latina in May and going
until the Eugene Celebration in Sep-
tember. Included are the Oregon Bach
Festival, the Oregon Festival of Ameri-
can Music. Key individual ingedients
are in place but need to be jointly
marketed.
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Produce unified marketing of the arts
Building on the "Seamless Summer of
Arts", the region can better coordinate
all its arts activities and events.
Combining the marketing
efforts of all arts groups with the
Convention and Visitors Association of
Lane County (CVALCO) and each city's
chamber of commerce will produce a
much more effective campaign than if
each organization continues to pursue
an independent plan.
Aggressively marketing our
high quality arts events and activities
throughout the Northwest will attract
more visitors who will spend both
time and money in our region,
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Encourage and promote arts-related
computer and electronic technology
Through the University of Oregon and
a budding software industry. Eugene-
Springfield was identified as a center
for computer graphics over a decade
ago. The time is ripe to develop the
potential available in this community
for further arts-related computer and
electronic technology.
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GOAL II: Establish Eugene-Springfield as a unique place to experience the arts
~ 1
Key Recommendation Specific Steps Potential Players Expected Impact
Coordinate and -Identify major events and attractions (i.e. museums) Oregon Bach Festival -longer stays by tourists
market a "Seamless available in the metro area May through September Museum of Art Friends resulting in more "nevi
Summer of Arts" -Produce profile of each event containing future dates. Oregon Festival of money for the Eugene-
location. target market. estimated attendance. American Music Springfield area
buc.get. marketing. etc. Summertime cultural -The arts become a
-Inventory artists/arts groups and their economic events/festivals (i.e. focus for summertime
impact on the community Fiesta Latina. Eugene activities
-Request that event leaders meet to discuss the Celebration. etc.)
seamless summer idea Other arts organizations
-Conduct a session to plan implementation of the idea Visual artists
-Develop action plan Cities of Eugene and
Springfield
Lane County
Hult Center
Hilton
CVALCO
Produce unified -Identify organizations wth marketing plans and All arts organizations -All arts groups 'MJrking
marketing of the arts buc.gets Cities of Eugene & together to increase
-Gather key leaders and marketing staffs to discuss Springfield interest in the arts and
ArtsPlan recommendation Chambers of C9mmerce save individual costs
-Discuss and detennine level of enthusiasm for a Hospitality industry: -Increased interest in E/S
coordinated marketing effort hotels/motels. B&Bs. with consistent market-
-If level is high. request that leaders direct their staffs tour organizers, ing appeal and effort
to ~rk together restaurants -Increased kno'Medge
-Conduct planning session CVALCO about the E/S arts
-Review access. signage and transportation issues University of Oregon community
-Develop action plan for best ideas E/S marketing firms -Increased access of
Local businesses visitors to E/S and our
arts communities
Encourage and -Identify key leaders in arts-related computer and Computer companies: -Regional draw for
promote arts-related electronic technology in the region Sony. Symantec, 'M>rkshops or annual
computer and -Interview leaders. identify key resource documents Dynamix conference
electronic technology and produce report describing the current state of Cities of Eugene and -Technology people
the industry and opportunities in arts technology Springfield attracted to work here
-Once completed, circulate report & call together Chambers of Commerce -General population
leaders to discuss feasibility of idea U of 0 better educated
-Plan national conference on technology in the arts CVALCO
carrying on from U of 0 computer graphics Computer scientists,
conference in 1982-87 engineers & artists
Community at large
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Page 11 I ArtsPlan
GOAL III: ESTABLISH EUGENE-SPRINGFIELD AS A WIDELY.
RECOGNIZED CENTER FOR ARTS EDUCATION
A basic education unquestionably includes the arts. The Eugene
and Springfield public school systems have been models for the
rest of the state and the Northwest in music, art and drama
instruction. Excellent programs in theater arts, art and architec-
ture, and music and dance at the University of Oregon and Lane
Community College have supplied a continual resource of well-
trained and often innovative members of arts organizations and
teachers for the arts.
Currend~ a number of education opportunities, includ-
ing the arts, are being seriously eroded by reductions in state
funding. Our community must increase collaboration among
institutions and initiate strong advocacy and joint marketing
efforts for the arts.
KEY RECOMMENDATIONS
Strengthen the arts as a core compo-
nent of education
Advocacy for arts education in the
K-12 educational system is crucialt
especially as we progress with educa-
tion reform within the state and seek
a strong working relationship between
secondary and post-secondary
institutions.
A regional steering committee
must be formed to focus effort and
resources on those issues and recom-
mendations. These include looking for
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deficiencies in arts education offeringst J
providing suggestions to round out
curriculat assisting with the articula-
tion of college entrance requirements
to include the arts under education
reformt and supporting efforts to
include arts education in teacher
training curricula. This committee
should be composed of local experts
from private and public schools,
colleges and universities, cultural
organizations, businesses. parents and
community organizations.
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Integrate. expand and market arts
education and lifelong learning
programs. including a summer insti-
tute for the arts
Eugene-Springfield is rich with
educational offerings in the arts on a
year-round basis. But many of these
programs are known only to a select
few or are communicated word-of-
mouth. Other programs suffer from
lack of publicity and marketing
support. An inventory of the offerings
should be undertaken in order to join
forces in creative ways to bring more
participation and interaction in the
arts.
The most promising opportu-
nity that currently exists is packaging
all of the educational offerings during
the summer months as a "summer
institute for the arts" that will attract
participants of every age and skill-level
( continued)
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GOAL III: Establish Eugene-Springfield as a widely-recognized center for arts education
.
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Key Recommendation Specific Steps Potential Players Expected Impact
Strengthen the arts as -Investigate feasibility of forming ACE (Arts as Core Local advocacy committee -Heightened awareness
a core component of Education) in Eugene-Springfield or other local Administrators among educators, parents
education advocacy netv<<>rk for arts education Teachers and children of the
-Build case for \\fly the arts are important & how Parents importance of arts in
they fit into childhood development Interested Individuals order to enhance and
-Advocate wth key educational associations, Educational Design expand the presence of
boards, institutions, and the legislature for Committee of ESD the arts in the core K-12
enhancement and expansion of quality teacher Lane County Work Force curriculm
training in how to use the arts as a core Quality Committee
component of educational refonn
Integrate, expand and -Complete an inventory of arts education offerings in Local advocacy committee -Understanding of 'Nhat
market arts education the area Lane Arts Council is now available
and lifelong learning -Investigate marketing education offerings June- Oregon Arts Commission -Collaboration promoted
programs, including a August as a summer institute for the arts Volunteers -Increased arts visibility
summer institute for -Use the arts information source to provide details Register-Guard
the arts about arts education offerings and investigate
keeping info online
-Lobby the Register -Guard to add II Arts" category to
its telephone information hotline
-Create an annual II Arts in Education Appreciation
Weer:' or help Lane Arts Council's Imagination
Celebration get bigger and better
Strengthen and -Work wth social agencies to determine specific Arts organizations -Young people's
expand opportunities needs of at-risk youth Individual artists self~teem and
for youth whose -Work with school districts and professionals to Cities of Eugene and confidence built by
needs are not fully determine specific needs of TAG students Springfield involving them in the arts;
met through -Form community coalitions to create activities for Lane County enrich their lives
traditional school youth Police departments -Youth provided with
curricula, including Social service agencies healthy alternatives; new
at-risk, latch key, and School districts or better directions offered
talented and gifted Community Music Institute -Quality arts programs
youth at University of Oregon developed
Community Perfonning -Professional achievement
Arts School supported
Encourage greater -Increase the dialogue among the arts resource U of 0 -Creative solutions
exchange and areas at the U of 0, LCC, the Hult Center and LCC stimulated
collaboration among communities in Lane County Hult Center -Exchanged knovwiedge
the arts programs at -Consider the recommendations in the City Club's Arts organizations -Cross-market
the University of report on the Hult Center Lane Arts Council -Strengthened community
Oregon, Lane -Create a list of resources available to businesses, identity and recognition
Community College, community centers and schools from U of 0 and
the Hult Center and LCC
the community -Help promote lectures, 'M>rkshops and concerts
throughout the regional area
-Include arts resources at U of 0 and LCC in the
inventory of arts education
-Help carry appropriate arts events from U of 0, LCC
and the Hult Center into community venues
-Host national annual arts education conference in
I Eugene-Springfield
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Page 13/ ArtsPlan
from our own community and from
around the country. This idea could
also be integrated into the "Seamless
Summer of Arts" effort.
Strengthen and expand opportunities
for young people whose needs are not
being fully met through traditional
school curricula, including at-risk,
latch-key and talented and gifted youth
The arts can contribute to their future
success by developing their imagina-
tions' problem-solving skills and
ability to work with others. Arts
education engages students' total
learning capadties - visual, aural
and kinetic - and often helps. them
enjoy and benefit more from school.
Among the large population of
young people living in the Eugene-
Springfield community, certain groups
exist who require spedal attention.
Involvement in the arts can provide
healthy alternatives to partidpating in
gangs, crime or drugs.
The Community Performing
Arts School (CPAS), established in
September 1994, is an excellent
example of an effort already underway
to serve youth outside current school
programming. The ArtsPlan Committee
also encourages CPAS to consider
expanding its offerings in the future to
become the Community Aits School.
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Encourage greater exchange and
collaboration between community arts
programs and those at the University
of Oregon, Lane Community College,
and the Hult Center
The quality of arts instruction through
our post-secondary education system is
a significant source of the unique
strength and attraction of this region.
These resources not only provide
training for all ages, but generate
much of the artistic output in the
community.
We must not only become
more knowledgeable about the re-
sources available, but also find more
ways to promote outreach in the
community and enhance knowledge of
and access to services and training,
espedally for teachers. A recent City
Club of Eugene study of the Hult
Center recommended that it should
"greatly expand and revamp its out-
reach to the education community."
This is true also for the University
and LCC.
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GOAL IV: ENHANCE THE ABILITY OF ARTISTS AND ARTS
GROUPS TO THRIVE ARTISTICALLY AND ECONOMICALLY IN THE
EUGENE-SPRINGFIELD AREA
Professional artists and artistic organizations, and those that are
striving for professional accomplishment, are essential compo-
nents of our community. They preserve our cultural heritage and
future, help build a national reputation for Eugene-Springfield
as an arts center and further enhance the education of our
citizens.
A climate in which artists and arts groups are encouraged
to reach for excellence and enhance the life in our community is
vital. It is to the mutual benefit of non-profit arts organizations,
public agencies, businesses and individuals to find appropriate
ways in which to provide this community support.
Many artists are drawn to Eugene-Springfield because it
has a reasonable cost of living and is an inspiring place to live
and work. However, frequendy artists put their creative pursuits
on hold to work at non-arts jobs in order to pay the bills.*
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* In the same way, although professional arts groups earned an amazingly high 70 percent of
their income through ticket sales during the 1993-94 season, they still face cutbacks or closure
due to rising production costs and stabilized or decreasing private contributions and public
funding. For instance, only 17 percent of these groups' incomes currently come from individu-
als, corporations and foundations, and only nine percent comes from the public sector (NEA,
OAC and City of Eugene room tax funds.)
oj j
KEY RECOMMENDATIONS
Continue and enhance the existing
level of public and private monetary
support for arts groups in Eugen.e-
Springfield
Crucial to the existence of arts organi-
zations in our community are the
resources - both monetary and in-
kind - they receive from area busi-
nesses, public agencies and govern-
ment. The importance of ongoing
support for the arts cannot be over-
emphasized.
With growing demands from
other existing and new priorities, the
arts must become an active partner of
the business community. This will help
ensure at least a continuance of the
current level of support and establish
a base for future growth.
Encourage commi~oDS, purchase
programs and stipends for artists
Commissioning. purchase programs
and awards will create additional
funding and recognition for individual
artists. This will result in an increase in
the availability of original artwork to
the public and the enhancement of
public spaces. Developers - both civic
and private - should make every
effort to feature original art.
( continued)
15
Establish an artists' resource center
The creative pursuits of many artists
are individual and demanding. This
limits their ihteraction with other
artists and their access to broader .
knowledge and the resources to
further their careers. An artist resource
center would assist them by providing
both an informal and formal gathering
place to exchange ideas and concerns
and explore opportunities on a regular
basis.
Assistance in accounting,
marketing and legal issues could be
offered, as well as office equipment,
computers, copy and fax machines.
Artists would be able to research grant
and job opportunities, and receive advice
about grant writing, commissioning
and career development.
Develop affordable studio and re-
hearsal space in Eugene-Springfield
Affordable work spaces for creating
and producing art works are urgendy
needed for individuals and arts groups.
The community currendy provides
some sites for the public display, sale
and performance of finished works
16
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of art. The further development of
such arts facilities could contribute
significandy to our communities'
downtown revitalization efforts and
provide crucial space to our area's
resident artists. These production
spaces could become part of the Arts
district.
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Increase coordination, collaboration
and shared resources by arts
organizations
To counter the effects of rising costs
. 1
and the leveling or decreasing of public
and private monetary support, arts
organizations must work together
when possible to cut their expenses.
Such collaborative efforts could be in
marketing and sharing office facilities,
equipment and support staff. Periodic
meetings for the exchange of ideas and
concerns could lead to the formation
of a joint advocacy group for the arts
and the charting of a mutually benefi-
cial course for their future.
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GOAL IV: Enhance the ability of artists and arts groups to thrive artistically
and economically in the Eugene-8pringfield area
\iii ~
Key Recommendation Specific Steps Potential Players Expected Impact
Continue and enhance -Identify current level of funding Arts organizations -Relationship of the arts to
the existing level of -Research and quantify the economic Arts-reJated businesses a strong and sustainable
public and private impact of the arts in the Eugene- Businesses employing arts economy is clarified
monetary support for Springfield area professionals -Arts become an active
arts groups in Eugene- -Build arts connection with and active Individual artists partner in business and
Springfield participation by business leaders, Arts/cultural attractions community development
commercial property owners, public Lane Arts Council -Art leadership is
agencies and government officials Chambers of Commerce developed through local
-lIustrate how art directly helps business businesses
-Educate the public about income and
expenses incurred by artists
Encourage -Build interest in the business community Artists -Increased funding and
commissions, and local government Public agencies recognition of artists,
purchase programs -Assess funding and contracting Builders and developers -Increased availablity
and stipends for possibilities American Institute of of art'M>rk to the public
artists -Produce an inventory of area artists Architects (AlA)
-Periodically produce a catalog of 'M>rks U of 0
available LCC
-Encourage all commercial and civic School districts
construction projects to include Lane Arts Council
allocations for art Eugene Arts Foundation
Cities of Eugene and
Springfield
Establish an artists' -Survey artists and arts groups about Individual artists -Success of area artists is
resource center needs and ability to pay for and use: Arts organizations built by a greater sense
computers; technology; legallfinanciall Lane Arts Council of community and
business assistance; equipment; etc. U of 0 business acumen
-Determine location LCC -One location for artists for
-Gather resources and people necessary to Professional business a variety of services
support center volunteers
Arts-related businesses
Develop affordable -Conduct inventory of possible buildings Propertyo\Nl1ers -More affordable
studio and rehearsal and spaces Property brokers spaces
space in Eugene- -Review zoning City & County planning -Increased knowedge
Springfield -Assess needs of artists and arts groups and building officials of options, issues and
and their ability to pay for and use spaces Insurance agents, benefits for artists,
-Investigate liability issues Chambers of Commerce officials and property
-Relax restrictions on availabiltiy of empty Artists owners
spaces Cities of Eugene -More responsive public
-Maximize use of existing spaces and Springfield policy
-Plan for future uses and needs Lane Arts Council
Increase coordination, -Survey costs encountered by and Arts groups' managers, -More cost efficient arts
coUaboration and operating needs of arts organizations, staff members and board organizations
shared resources by i.e. office rental costs, square footage members
arts organizations needed ,
-Research examples of collaboration and
shared resources as models
-Conduct planning session 'Mth managers
and boards of arts groups to draft specific
action plan
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Page 17 I ArtsPlan
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THE NEXT STEP
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To sustain the momentum and enthusiasm generated by the
ArtsPlan process, and to begin the implementation of ArtsPlan's key
recommendations, the Planning Committee proposes the
following action:
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1. Establish an ArtsPlan Implementa-
tion Team, which will be staff
supported, and will include com-
munity members who have been
involved with or have knowledge of
ArtsPlan and will be dedicated
champions of the arts.
2. The ArtsPlan Implementation Team
will be charged with:
. Prioritizing ArtsPlan recommenda-
tions
. Engaging arts groups. public
agencies, individual artists, educa-
tional institutions, businesses and
individuals in discussions about
ArtsPlan's goals and strategies, and
encouraging interest, commitment
and responsibility for specific
recommendations
. Encouraging ownership of and
responsibility for specific recom-
mendations
. Coordinating partnerships in order
to facilitate implementation of
ArtsPlan's recommendations
. Seeking fundings for ArtsPlan
recommendations from private,
public and grant-making sources
. Monitoring the progress of numer-
ous parties to help implement the
ArtsPlan,
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3. The ArtsPlan Implementation Team
will become a formal organization by
either folding into an existing institu-
tion or forming a new entity. It will be
the responsibility of the committee to
study each option and determine the
best way to proceed.
18
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a~~Eri~~'~ PROCESS
Planning Committee
Meeting
Preliminary SWOT
00000
Finalize SWOT
Identify 4...7 Strategic
Goals and Draft
Vision for the Arts
Strategy Committees meet; recommend
specific strategies to achieve goals
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Finalize Strategies
Action Teams formed to develop
feasible adion steps for each
strategy/goal
Final action recommendations presented
to Planning Committee
STRATEGIC PLAN
Drafted and Finalized
January 1994
February 1994
April 1994
May 1994
May-July 1994
Late August -
Ear1y October 1994
October 1994
October-November
December 1994
January-March 1995
APPENDIX I J ArtsPlan
Many people have given a
countless amount of time,
energy and enthusiasm to
the ArtsPlan project. To all
of you who have
participated, we say a very
smcere.. .
Donors & SUl!Porters
Oregon Community Foundation
City of Eugene
University of Oregon
The Woodard Family Foundation
Eugene Arts Foundation
Centennial Bank
First Interstate Bank
Key Bank
U.S. Bank
Bank of America
,
Hult & Associates
The Register-Guard
Siuslaw Valley Bank
Bank of California
Lane Arts Council
Eugene Hilton
Valley River Inn
Arts Planning Session and Public Forum Participants
Hope & Charles Pressman
John Alvord
Neill Archer Roan
Virgil Boekelheide
Jim & Robin Johnson
Sue & Foster Keene
Gerald & Cathy Kissler
Jeffrey Luke
Sue Prichard
Susan & Heinz Selig
Randall Stender
Laura Alpert
Susan Applegate
Neill Archer Roan
Bjo Ashwill
Catherine Ballard
Georgianne Beaudet
Betsy Berg
Bill Blix
Caitriona Bolster
Stan Boyd
Sara Brandt
Dena Brown
Lo Caudle
Marty Caulley
Fred Crafts
Jenifer Craig
Bob Devine
Richard Doering
Jim Dotson
Jeffrey Eaton
Howard Epstein
Cassie Erickson
Linda Ettinger
Jim Evangelista
George Evano
Rita Fiedler
Mary Lou Finigan
Jerry Finrow
Laurel Fisher
Izzy Fletcher
Nancy Frey
Hilde T. Giles
Stan Giles
Joseph Gilg
Bill Goldsmith
Riley Grannan
Jim Greenwood
Denise Gudger
Karm Hagedorn
Jean Hanna
Monica Hanson
Martha Harris
Gil Harrison
Ray Hawk
Mary Hawn
Nonna Haydock
Anne Henry
Howard Hoy
Apo Hsu
Connie Huuki
Gina Ing
Kathy Jensen
Judy Jones
APPENDIX 11/ ArtsPlan
Huff Jones
Nan Kennedy
Pat Knaus
Robert Lady
Margaret Lawrence
Don Latarski
Chris Leebrick
Pamela Lehan-Siegel
Royce Lewis
Jonathon Light
George Ussandrello
Richard Long
Randy Lord
Marla Lowen
Janice Mackey
David Marstellar
Darnell Mandelblatt
Carrie Matsushita
Steve McGough
JeanMerin
Candy Moffett
Faye Nakamura
Ken O'Connell
Stephen Oppenheimer
Jennifer Osterhout
James Pelley
Jeanette Pilak
Jon Pincus
Don Prechtel
Diane Price
Ed Ragozzino
Richard Reed
Ann Reynolds
Tamara Richey
Jim Roberts
David Rodriguez
Nina Rogers
John Rose
Rene Salm
Royce Saltzman
Chris Schaefer
Bob Schutz
Mary Seereiter
Betsy Shepard
Natalie Shifrin Whitson
Jenny Sirnia
Kathleen Smith-Epstein
Bruce Smolresky
Martha Snyder
Corey Sullivan
Andrea Vollmer
Stuart Weiser
Mary R. Wendell
Jeff Williams
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Strategy Committee Members
n Goal #1
i
Virgil Boekelheide Margaret Lawrence Goal #4
n Kathleen Caprario Doug McKay Ruth Bascom
Alan Evans Sandra Rennie Wes Brustad
Jerry Finrow Cynthia Wooten Jo Courtemanche
[] Riley Grannan Tony Baker, co-chair Ellie' Dumdi
Joe Leahy Hope Pressman, co-chair Dan Egan
Kevin Pendergast David Funk
(] Rene Salm Goal #3 Craig Hickman
Sheila San Nicholas Bill Blix Weldon Ihrig
Bob Schutz Ruby Brockett Jerry Kissler
[] Douglas Beauchamp, Sandra Brown Williams Allen Lonstron
co-chair Anne Dhu McLucas Stephen McGough
Jim Johnson, co-chair Kathryn Dysart Bill Morrisette
[l Diane Hill Artemio Paz
Goal #2 Kay Holbo Jeanette Pilak
[] Neill Archer Roan Richard Long Don Shutt
Bridget Baker Dick Reid Susan Sel ig
Fred Crafts Royce Saltzman Dorothy Velasco
J Roscoe Divine Jack Watson Linda Weston
Laurel Fisher Gretchen Pierce, co-chair Gary Wildish
Gina Ing Roger Saydack, co-chair Sue Keene, co-chair
f] Randy Stender, co-chair
i. .
"f1 Action Team Members
Goal #1 Kathleen Caprario Linda Weston
!t' , Virgil Boekelheide Anne Dhu McLucas Sue Keene, co-chair
Kathleen Caprario Kay Holbo Randy Stender, co-chair
t j Fred Crafts Richard Long
~l Sheila San Nicholas Artemio paz
iJ Douglas Beauchamp, Ginevra Ralph
co-chair Dick Reid Special Thanks
~ 1 Jim Johnson, co-chair Royce Saltzman
..1 P .J. Sargeant are also extended to:
Goal #2 Lee Stuart Lane Arts Council Staff
~ 1 Neill Archer Roan Gretchen Pierce, chair Jeffrey Knoche,
Bridget Baker graphic design
Fred Crafts Goal #4 Wendy Baker, copy editing
Laurel Fisher Jo Courtemanche Mary McKay, Hult & Assoc.
Jackie Strickland,
"....1 Margaret Lawrence Fred Crafts Hult & Assoc.
Rene Salm Dan Egan Tammy Naslund,
Jean Tate, co-chair Stephen McGough The Register-Guard
Tony Baker, co-chair Jeanette Pilak Donna Maahs,
Sue Prichard City of Eugene
" 1
! Goal #3 Susan Selig Ruth Taylor,
, ...J Catherine Ballard Don Shutt University of Oregon
Sandra Brown Williams Dorothy Velasco Hilyard Community Center
APPENDIX III ArtsPlan
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