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CITe OF SAN BERNARDIO - REQUEO FOR COUNCIL AC1:))N
From:
T~elma Press, ~ia~so'REC'O -AD14tM.SOSiict:
Flne Arts Commlsslon .
t1ayor 0 s Office IS3S ;~AY 21 :}\ n 27
Approval of Master Plan for the
Fine Arts - City of San Bernardino
Dept:
Date: May 14, 1986
Synopsis of Previous Council action:
Ordinance #MC-309 - Dated October 10, 1983
Mayor & Council directed the Fine Arts Commission to develop a Master
Plan for the Fine Arts in the City of San Bernardino.
Recommended motion:
Approve the Master Plan for the Fine Arts, City of San Bernardino,
as submitted by the Fine Arts Commission.
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Signatu re
Contact person:
Thf>lma Prp'"
Phone: <A<-~114
Supporting data attached: Yes
Ward:
FUNDING REQUIREMENTS:
Amount:
Sou rce:
Finance:
Cou nci I Notes:
75-0262
Agenda Item No. - ~
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The San Bernardino Fine Arts Commission has implemented its
continued goals to mean that there is more to life than
provision of municipal services and that one way a government
can accomplish that goal is to create a climate that satis-
fies, aesthetically, the senses of the people in the
community. Cultural Arts not only add to the stature of the
community, but also from an economic point of view, brings
people here and keeps residents from leaving for their
artistic pursuits and entertainment.
The Cultural Arts in many cities, large and small, are the
least developed municipal service. The National League of
Cities and the U.S. Conference of Mayors, in 1974, passed
resolutions and created task forces on the Arts, establishing
the principle that cities recognize the Arts as an eventual
service - and political recognition of the Arts to urban
economic, social, health, stability development and rede-
velopment should no longer be ignored.
What is the City? The City is people. All kinds of people--
young and old, male and female, Black and White, Yellow and
Brown.
The City's people are its most valuable resource. That
resource, fully developed, is an investment that will yield a
rich return.
The Arts have become focal points for community life. A new
cultural constituency has emerged for the public official to
be aware of and to serve.
The Arts are an industry in themselves. They do not pollute;
they employ people and generate taxes. Further, they involve
a support structure that reaches out into the wider life of
the economic community.
The Fine Arts Committee members feel that unless a Master
Plan for the Cultural Arts is considered for approval for the
City of San Bernardino, a vital thread in the fabric which
holds Cultural Arts together, due to the current programatic
agenda of the administration, will fall short of meeting many
of the major objectives in the future development as a
livable city.
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ORDINANCE NO.
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MC-309
2 ORDINANCE OF THE CITY OF SAN BERNARDINO ADDING CHAPTER 2.30
o THE SAN BERNARDINO MUNICIPAL CODE TO ESTABLISH A FINE ARTS
3 COMMISSION AND PROVIDING FOR APPOINTMENT OF MEMBERS AND DUTIES OF
THE COMMISSION.
4
THE MAYOR AND COMMON COUNCIL OF THE CITY OF SAN BERNARDINO DO
5 ORDAIN AS FOLLOWS:
6
SECTION 1. Chapter 2.30 is added to the San Bernardino
7 Municipal Code to read:
8 "Chapter 2.30
9 FINE ARTS COMMISSION
10
2.30.010 Members - Appointment.
11 The Fine Arts Commission of the City shall consist of eleven
12 voting members and one non-voting ex-officio member, all of whom
13 shall serve at the pleasure of the Mayor and Common Council.
14 Members of the Commission shall be appointed by the Mayor, subject
15 to the approval of the Common Council. Each Commission member
16 shall serve until a successor is appointed. Nomination and
17 appointment of a successor member at any time shall terminate the
18 appointment of any member without need for formal removal action.
19 Members shall be appointed on the basis of demonstrated knowledge
20 and experience in the arts and recognized dedication to cultural
21 affairs. All voting members shall be residents of the City of San
22 Bernardino. The ex-officio member shall be the president, or the
23 approved designee of the president, of the Inland Empire Cultural
24 Foundation ("CLASS").
25
2.30.020 Duties.
26
The Fine Arts Commission shall:
27
A. Make recommendations to the Mayor and Common Council for
28 the development and promotion of fine arts in San Bernardino.
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B. Work with public and private cultural organizations to
2 promote the efficient utilization of community art resources and
3 to enlarge the opportunities for the diverse City population to
4 participate in and enjoy culturally rewarding experiences.
5
C. Develop a master plan for fine arts objectives and
6 development in San Bernardino.
7
D. Review the financial needs of fine arts organizations in
8 San Bernardino and recommend specific grants within the City
9 budget allocation for approval by the Mayor and Common Council to
10 achieve overall cultural objectives.
11
E. Accomplish specific projects related to fine arts as
12 determined by the Mayor and Common Council.
13
2.30.030 Chairman - Meetings - Absences.
14 The Fine Arts Commission shall be organized and shall
15 function pursuant to the provisions of Section 2.17.060 and
16 Section 2.17.070 of the San Bernardino Municipal Code.
17
2.30.040 Conflict of interest.
18 The Mayor and Common Council declare that the individuals
19 appointed to the Fine Arts Commission are intended to represent
20 and further the interests of all organizations and professions in
21 the fine arts and that such representation and furtherance serves
22 the public interest. Accordingly, the Mayor and Common Council
23 find that for the purposes of members of the Fine Arts Commission,
24 the organizations and professions in the fields of fine arts are
25 tantamount to and constitute the public generally within the
26 meaning of Section 87103 of the Government Code."
27 I HEREBY CERTIFY that the foregoing ordinance was duly
28 adopted by the Mayor and Common Council of the City of San
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meeting thereof, held on
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Bernardino at an adjourned regular
, 1983, by the following vote,
2 the lOth day of
October
3 to wit:
4
AYES:
Council Members
Castaneda, Reilly, Hernandez,
5
Marks, Strickler
6
NAYS:
None
Council Members Quiel, Frazier
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ABSEN'l':
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Clty Clerk
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The foregoing ordinance is
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of
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, 1983.
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Approved as to form:
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City ttorney
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May 12, 1986
MASTER PLAN FOR THE FINE ARTS
for
THE CITY OF SAN BERNARDINO
SECTION 1
THE ROLE OF FINE ARTS
Throughout history, most nations have attempted to improve
the quality of life through expressions of their values in
various cultural forms such as drawings, paintings, carvings,
sculpture, music, drama, dance, weaving, and the design of
tools and implements. Those expressions which have
contributed beauty and inspiration to individuals within each
culture have been labeled the Fine Arts. Often various art
forms are among the few remnants of past civilizations and
cultures which demonstrate the inspirations and
acomplishments to which those nations aspired.
The Fine Arts are an integral part of the American culture.
Since it is the role of each culture to educate its members
in its traditions, values and aspirations, the City of
San Bernardino has the responsibility to provide maximum
opportunity for its citizens to participate fully in the
arts.
SECTION 2
THE NEED FOR A PROGRAM OF
FINE ARTS IN THE CITY OF SAN BERNARDINO
The population of the City of San Bernardino is comprised of
various ethnic and socio-economic groups. Each group has
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distinct values and traditions which can be shared through
expressions in the arts and which will enhance and enrich the
quality of life for the entire community. An on-going
program in the arts will not only encourage this sharing of
cultural values but will also act as a stimulant for the
contined development and integration of all members of the
community. Since the cultural opportunities which exist
within a community represent one of the most important
magnets which attract people and business enterprises, a
pervasive and rich program in the arts is necessary for the
future development of a progressive city such as San
Bernardino.
SECTION 3
THE ROLE OF THE
FINE ARTS COMMISSION
In recognition of the need for a program of Fine Arts, the
Mayor and Common Council of the City of San Bernardino estab-
lished in October, 1983, the Fine Arts Commission for the
City indicating that the Fine Arts Commission shall:
A. Make recommendations to the Mayor and Common Council
for the development and promotion of Fine Arts in
San Bernardino.
B. Work with public and private cultural organizations
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to promote the efficient utilization of community
art resources and to enlarge the opportunities for
the diverse City population to participate in and
enjoy culturally rewarding experiences.
C. Develop a master plan for Fine Arts objectives and
development in San Bernardino.
D. Review the financial needs of Fine Arts organiza-
tions in San Bernardino and recommend specific
grants within the city budget allocation for appro-
val by the Mayor and Common Council to achieve
overall Fine Arts objectives.
E. Accomplish specific projects related to the Fine
Arts as determined by the Mayor and Common Council.
FINE ARTS COMMISSION
PRIORITIES
I
The Commission is making a concerted effort to develop
community awareness that the Fine Arts Commission is an agent
of the City to enhance the quality of life through
encouragement, support, and promotion of Fine Arts
activities. To accomplish this function, the Commission has
adopted the following priorities:
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SECTION 4
PROMOTION OF THE FINE ARTS
Promote the Fine Arts as a way of life through utilization of
the media, city government and Chamber of Commerce brochures
and publications in educational institutions to advertise and
publicize community arts activities, thus reinforcing the
concept that San Bernardino has an active cultural life and a
rich cultural future.
SECTION 5
COOPERATION AMONG
FINE ARTS ORGANIZATIONS
The Fine Arts Commission actively encourages art groups whose
activities are duplicative to seek means of combining their
efforts so as to improve the quality of their activity and
develop broader audience participation among youth and
adults. Working together to combine similar, less-productive
groups into a cohesive, fruitful organization will benefit
the artist, the organization, and the recipient audience.
The goal is to develop an activity that will offer the
highest fine arts experience for all.
SECTION 6
PRIVATE SECTOR SUPPORT
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In recognition of the philosophical position that the quality
of life and hence the social and economic well-being within a
community are directly related to the variety and quality of
cultural activities within that community, the private
sector, including business and individuals, will be encourag-
ed to contribute to support of the arts. Contributions may
take the form of donations, endowments, bequests, and the
establishment of foundations to provide funding for a variety
of Fine Arts activities.
The Fine Arts Commission will encourage and seek to provide
the means whereby art groups can apply for and obtain funding
support from sources within the private sector.
SECTI.mL1
EXAMINE EXISTING AND
PROJECTED FACILITY NEEDS
Within the City of San Bernardino, there are several types of
facilities available for use by cultural groups. They
include auditoriums, the California Theatre of Performing
Arts, galleries, and meeting places of varying sizes and
accommodations. Schools, churches and a few business
concerns provide some access to such spaces but often on a
very limited basis depending upon that organiza-
tion's needed usage. Some commercial facilities may be
available upon payment of fees. The need exists for
regularly available public facilities which provide spaces
for lectures, films, music and dance recitals, dramatic
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presentations, and galleries for exhibit of paintings and
sculpture. The public libraries, the convention center and
the City Cultural Center are available for some activities
but because of the nature of the accommodations, are not
suitable for others such as music, dance, and dramatic
presentations. A commitment to an early completion of the
Sturges Project is greatly needed. It will make available
much needed space for small recital, dance and dramatic
events. It will also establish a central focus for Fine Arts
activities within the City, providing necessary office space
for recreation and Fine Arts groups, in addition to theatre
and gallery space.
Projected future needs include a larger facility or facili-
ties to meet the need for activities that were outlined in
the preliminary plans for the cultural complex for the
Seccombe Lake Project, such as a crafts studio and a sculp-
ture studio.
SECTION 8
PROJECTED STAFFING NEEDS
Essential in future planninq will be provision for a full-
time staff, including a Fine Arts Director whose function
will be to coordinate arts activities, serve as an informa-
tion center, assist with publicity, spearhead fund-raising
activities, provide expertise in grant-writing solicitation
of funding from public and private sectors, and in general
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enhance public awareness and participation in cultural
activities.
SECTION ~
PROVIDING FINANCIAL
SUPPORT FOR THE ARTS
Research by the Ford Foundation and others indicates that
historically and currently, symphonies, opera groups, dance
companies, theatre companies, and art museums are rarely able
to generate more than 40-50% of needed funding through their
own funding activities alone. Therefore, the survival and
effectiveness of such groups are dependent on government
and/or private sector auxiliary support on a regular and
ongoing basis.
Governmental bodies should set the standard for support of
cultural activities as part of their responsibility to
provide for the social, educational, recreational, and enter-
tainment needs of the individuals within the community.
Therefore, an on-going system of support should be estab-
lished and protected from the vagaries of annual budgeting.
Projecting a long-term view, the Mayor and Common Council
must establish a method of providing financial support for
the arts which grows proportionately with the future growth
of the city. A tax of 1/2 of 1% shall be assessed on all new
housing developments and commercial construction. Funds
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generated shall be used wholly in support of arts groups,
cultural facilities and staff, and city beautification
projects.
SECTION 10
THE IMPORTANCE OF
THE ARTS IN A COMMUNITY
"The Arts constitute one of America's great under-
used and vital resources"
(Quote from the Final Report, 67th American
Assembly on THE ARTS AND PUBLIC POLICY IN THE
UNITED STATES.)
The need for avenues of self-expression and the natural crea-
tivity inherent in the American people have resulted in an
emergence of artists in our midst, many of whom have attained
international recognition. To encourage development of such
talent must be a prime goal of our educational and govern-
mental agencies. Cities which are admired and recognized for
their quality of life are renown for their cultural achieve-
ments.
Since San Bernardino aspires to become such a city, THE GOAL
FOR THE CITY OF SAN BERNARDINO SHALL BE TO BECOME KNOWN FOR
THE EXCELLENCE OF ITS CULTURAL AND ARTS ACHIEVEMENTS.
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RICHARD G. SIMON
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May 19, 1986
MS. THELMA PRESS
Ci ty Hall
300 North "D" Street
San Bernardino, CA 92418
Re: Fine Arts Commission
Master Plan
Dear Ms. Press:
I have discussed with Barry Silver the potential revenues
that would be received and the utlization for which they
might be expended should the master plan be adopted as pro-
posed, and alternatively should the .005 assessment be limited
to commercial construction only.
In 1985 residential construction in the City amounted to
$63,950,000, and commercial construction amounted to
$46,201,000. Without projecting any increases, this would
generate $550,755 for all construction or $231,005 for
commercial construction only.
The Fine Arts Commission has not adopted a definitive budget
for the funds. However, a general outline for expenditures
might be as follows:
1) Annual maintenance of Sturgis Auditorium
per estimates furnished $ 63,000.
2) Grants to arts orginations- based on grant
requests for the 1985-1986 fiscal year.
These requests were considered worthy by
the Commission, but were scaled down because
of the limitation of available funds 125,000.
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RICHARD G. SIMON
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Ms. Thelma Press
Re: Fine Arts Commission/Master Plan
May 19, 1986
Page Two
3) Funds to be utilized for special projects.
For example, we have received a request
to fund a production of the traveling
company of the San Francisco Opera. Other
possibilities are the commission of a
symphonic piece and a performance thereof
in commemoration of Martin Luther King Day
or Black History Week 25,000.
4) Establishmentor support of a dramatic
reportory company- an art form lacking
in the City 50,000.
TOTAL
$238,000.
Additional funding can be utilized for beautification and/or
visual arts, staffing needs as set forth in Section 8 of the
Master Plan, and in the long run for major facilities acquisi-
tions as outlined in Section 7 of the Master Plan.
Very truly yours,
~--f /1- ~
RICHARD G. SIMON
Fine Arts Commission Member
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CHARLESTON, SOUTH CAROLINA
Mayor Joseph P. Riley, Jr. has intensified municipal funding for the
arts. Charleston's allocation of 7.5% of its city budget to the arts
is one of the highest amounts of any city in the country and is well
above the average for other cities of Charleston's size.
Mayor Riley believes that the arts are a positive catalyst to revitalization
--both as an industry w~ich encourages and evidences the best of human
nature and as the key to a livable city.
Provided over 4,000 area jobs and inspired the involvement of thousands of
volunteers.
ALBUQUERQUE, NEW MEXICO
In Fiscal Year 19B5, the city budget allocates over 5i percent to its arts
and environmental programs. In addition, the city secured over $300,000
in private matching funds for support of such endeavors.
CHARLOTTE, NORTH CAROLINA
Under Mayor Harvey Ganntt's leadership, the city has used bond monies to
finance arts facilities, such as the famous Spirit Square Performing Arts
Center. The facility development of Spirit Square has been a product of
true public/private partnership since its inception in 1975. Of the voter-
approved $9.9 million bond referendum for the construction of Discovery
Place and Spirit Square, $2.B went to the opening of the Spirit Square's
Education building, which contains offices and spaces for community arts
programs and classes.
In 1979, a city bond referendum of $2.B million went to the opening of
Spirit Square's Education building, which contains offices and spaces for
community arts programs and classes. In 1979, a city bond referendum of
$2.5 million was passed and $B50,OOO raised from private contributions
completed andopened Performance Place and People Place in 19BO.
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COLUMBUS, OHIO
Mayor Dana G. Rinehart of Columbus, Ohio, perceives the arts as playing a
central role in economic development. As Columbus' City Livability applica-
tion emphasizes: "Columbus views its investment of money and services in
the arts as an economic decision that will pay dividents of increased
city health as corporations, in turn, view Columbus as a profitable place
in which to invest."
Columbus' city government annually earmarks 20 percent of hotel-motel
revenues for the arts and stands among only a few cities to have devised
a fixed, relatively substantial formula for distributing bed tax funds to
the arts.
City bonds have also been used to partially fund the Martin Luther King
Performing Arts Center. In addition, one-half to one percent of the total
construction budgets of various capital improvements projects is earmarked
for artworks under the city's percent for art program.
PITTSBURGH, PENNSYLVANIA
Mayor Richard S. Caliguiri has developed a variety of funding mechanisms
to support the arts, ranging from bond issues and direct financial aid
to public/private partnerships. His personal role as an arts advocate
dates back to the 1960's when he was the city's Parks Oirector.
Mayor Caliguiri can be credited for integrating the arts into Pittsburgh's
Second Renaissance, with 3.3% of the city's general fund allocated to a
wealth of arts activities; comprehensive planning and quality design for
the built environment; and the city sponsorship of a national design
competition for the new Liberty Center Hotel.
SALT LAKE CITY, UTAH
Mayor Ted Wilson's ten-year leadership in Salt Lake City emphasized strong
City support for the arts and a commitment to bringing the arts to all
segments of the population, including the elderly, persons with handicaps,
and the underprivileged.
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The City has provided financial support for the arts. In 1984, for
example, Mayor Wilson called for an additional $55,000 in grant funds
for major arts organizations, and the City Council approved it. In
1982, the Mayor and Council also approved a grant for $225,000 in seed
money for Artspace, a unique artists' residential/studio project made
possible by restoration of an historic, commercial building.
8ALTIMORE, MARYLAND
Mayor William Donald Schaefer's pioneering efforts in support of the arts
in Baltimore brought first place in the City Livability Award Program to
Baltimore in 1981 and honorable mention in the competition in 1982 and 1983.
Baltimore has a long history of arts support dating back to 1964, when the
Percent for Art ordinance was adopted. Since then, over 200 works of art,
valued at more than $2,5 million, have been acquired by the City. Under
Mayor Schaefer's leadership, Baltimore ranks second highest in per capita
spending for the arts by any city government in cities with a population
over 350,000. Mayor Schaefer's personal involvement in founding the
Mayor's Ball to Benefit the Arts, creating MACAC, the Cloisters Children's
Museum, the ARTSCAPE festival and the School #3 Art Center are amont the
many innovative projects being successfully demonstrated in Baltimore.
BIRMINGHAM, ALABAMA
Mayor Richard Arrington, Jr. has demonstrated strong arts advocacy within
his administration and with the City Council in earmarking $5 million of a
$45 million bond issue in 1984, for an Arts and Science Center, in addition
to funding for park improvements, the Birmingham Botanical Gardens and the
City Zoo, Mayor Arrington led in the creation of a Museum Task Force to
study the establishment of an arts district downtown and has also developed
plans to allocate .5% of profits from Birmingham's new racetrack to the
arts. The city's aid to the arts is more than 1.5% annually.
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CORPUS CHRISTI, TEXAS
Mayor Luther Jones has increased the scope and diversity of municipal
support budget for art. The City Council established a Permanent Trust
Fund for acquisition of art works, and tripled its annual allocation
from $25,000 in 1982 to $75,000 today. In addition, Mayor Jones and the
City Council have used legislation to support the "beautification and cul-
tural development of the city." Funds for art in public building
construction projects and the allocation of a portion of the hotel-motel
tax for art are ways in which Corpus Christi supports the arts.
HONOLULU, HAWAII
Mayor Frank Fasi, along with his staff at the City's Commission on Culture
and the Arts, which is attached directly to the Mayor's Office, promotes
the preservation of Honolulu's diverse artistic and cultural heritage.
Honolulu recently strengthened the existing Percent of Art ordinance,
requiring that not less than 1% of construction costs of city buildings
be set aside for the acquisition of art works.
LA MIRADA, CALIFORNIA
Mayor Lou Piltz and the City Council of La Mirada, earmark 15% of the city's
annual general fund budget for arts and cultural activities. This is one
of the highest levels of municipal support for the arts in the country
and is especially hoteworthy in view of La Mirada's relatively small size.
MOBILE, ALABAMA
Mayor Lambert C. Mins and the Commissioners of Mobile, Alabama have intensi-
fied their efforts to bring the arts to all segments of the community.
Mobile earmarks 7.75% of its annual budget for the arts and restoration.
High-level municipal support uses funding mechanisms ranging from bond issues
and matching grants to both direct and indirect contributions.
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NEW ORLEANS, LOUISIANA
Mayor Ernest N. Moria1 has demonstrated his strong commitment to the arts
through dramatically increased city support as well as through comprehensive
planning for the arts. From 1980 to 1984, the city's support for the arts
increased 126%, while the city budget itself increased only 39%.
RICHMOND, CALIFORNIA
Mayor Thomas J. Corcoran and the City Council attach great importance to
the city's support for the arts. Mayor Corcoran believes that strengthening
the arts is a significant factor in altering the harsh perception of this
community while providing a focus for community spirit and pride.
ROSWELL, NEW MEXICO
Mayor Peter R. York has led
general fund for the arts.
and Art Center, the Roswell
Theatre.
his city in earmarking approximately 2% of the
Municipal funding benefits the Roswell Museum
Symphony Orchestra and the Roswell Little
SAVANNAH, GEORGIA
The commitment of Mayor John P. Rousakis is exemplified by the earmarking
of $2.13 per capita to the arts in the city's budget. Under the Mayor's
leadership, direct city support of the arts has grown from $76,000 in
1978 to $300,000 in 1985.
SCOTTSDALE, ARIZONA
Mayor Herbert R. Drinkwater has increased his city's level of support for
the arts to $10.92 per capita each year, among the highest in the country.
The Mayor and City Council authorized a $10.4 million redevelopment
program that transofrmed a deteriorating downtown area into the Scottsdale
Center for the Arts, with two theatres, an art gallery and space for outdoor
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TULSA, OKLAHOMA
Under the leadership of Mayor Terry Young and the City Commission, Tulsa,
Oklahoma, has continued to provide significant financial support for the
Tulsa Performing Arts Center and the city-owned Gilcrease Museum, despite
difficult economic times. The city earmarks approximately 2.1% of its
annual fund for the arts. Municipal funding includes $1 million this year
for the Performing Arts Center and $850,000 of the Gilcrease's total
$1.3 million budget.
WASHINGTON, D.C.
Mayor Marion Barry, Jr.'s support for the arts has resulted in a creative
arts strategy. Mayor Barry's Geographic Development Program brings the
arts to previously unserved or under-served areas of the city by giving
grants to libraries, churches, community centers and other nontraditional
"arts Presenters", and also provides training in fundraising, marketing,
financial management and other topics of interest to emerging arts
organizations.
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Culture Pays (4 to 1);
Don't $Irangle II
Iy MAmN L'MAL
CULTURAL ACTIVITIES .nd the .u1t.......1a1ed iDdUltr)' ..., f... 0lIl, two tblrds ",...&1. The 0&..... ODO tbird eom..
in Ne. York Cit, .... Iq bUli_- VerJ Iq busi_ from _bu-' JI'ODtI aDd sllMalioDs rr- oit, .nd .tste.
Their total.....oditureo.... woll over 13 biIIioo. ,_. TIle S- publle fIpno _ ..ttiDl_ sllMalio...
v.lu. of the nonprofit iDltitulioDs aIoae ia over S5 billion. AD It ia _ 10 stGp llIillldq '" our eultural iDltitulioDs .nd
together the, emplOJ more tban 50.000 _Ie. That .....nda ..._related indUltrioo u friapo. u -.tiOlll. The,.re
looeold. thoop.aolet'.u,that5O,OOO_ledependf...tbelr .... part '" UIa _, "'"'" oit,.
IiviDg on the "eulture" iDdUItr)'-oa thaatre and... .... OR Owerty'........biaMt iDdUItr)' ia lourismlonIJ the gar.
ballet .nd opera, OR m_uma aDd fIIma, on librarloe aDd _ _Dt iDdUItr)' ia 1arprI. VisiUn apeDt $1.1 biIIioD here wt
.nd OOtsni... gerde.. .nd more. ~. aDd. .. part '" tW ....1 Ie New y...kera u w.ge&.
Thia ia big bUli_ bal II Ia unllb &OJ _ b...i III WIlr did aD ..... ..... _ here aDd spend all that
Some parte.re relativelJ profitallIe; _1lreaI< eVOD'~. -'WIlr"'_h '( ... _aDd_vlduala.~
bit of help~ _.... free.nd daD'l upoet Iomsk. _, 80 New y..., A _ _ .. 'fioIlere .lIonred that f... 48'lb
the oitJ eontributea about" bIIIIoa. ,_113lI million loeftn tIleeuJtanl.l&l. ., _tIle.......r.ctor. TIIe,eameto
the Iateat bouIpt ...tal. ia deIIan aed ......... 10 ...., ..... New Yen ~ ...., ....... te P Ie tile thaatar. to the
inatitutiona.....g.A_...i&_teaon!J.___ PIlII.... . letlle Ie tile_aDd .........., gar.
of 1.. of tbe oil,'. aanual budpt, U1a1 eoDtriIJa_ 10 aIl1I ... 10 .... .. . .. tW _ ... ..... Ia 0IlIJ 8ve other
underverJ"_.-' Yetf....V8rJcIGIIIJ'tbedtJ... ........ ill tile wwId. a.. tile ._... tile pUeriea.
on eulture, it pta ...... .11eut r- ~ aDd _ _ ..........,.. _ . '.. -.It aed baDet, aDd ,OU ....
inclireellJ. .......................YenCitJ. Yoaaloeredu..
There .... p__ Io..t 10 tile ...... tllia.. ml11Ion'" tile........ ~... New Y.......
contribution to its owa ...1tanI1IIe. n- wbo p_ ... ........ .lJ I ,,"...
eutseontrulda,__taa_ - w.IlantIe...i11 . o.e_-a_ b," 'lIIon_aboDt50DOWreotau-
the park. _ntial oitJ ~ 10 adturaI.etivlliee. ... --' u..Ia e... .. _ dloInrubera, ...... 15
The eontrut 10 faIIe. What __ wbeo,oo eat tile eIt.J'a. ~...... ...................1IwiIIt Ia them? How
eootribulioDlo.m_m....li1nrJor.baIIet'II.lbejob... _......... Ifu...... _10 eat, If tile Phi1har-
librarian.... va1uaWo tban "...0. .... job? Ia an -... .... 1M te..... _ ..1lII_ .. tour. If lhere ia no
w...kmu..umgaard...ttarolfl.........._wOO....jobln heIal?... Ya_to........ ......taa.Olllere. Ita
priv.te industr)'? Ia . jobIeae _0 ... ...... 1- UkeIJ Ie 8lI1tIoraI aettollr 10 tile ...... IIIttartar fuIlioIIllbio. ta1ked-
need welfare ..rvlees than .0' ot..... uDOmplo,ed? .-, , I "V . ...t....tIle _ iD. TIIe,.bop here
Nor ia lhe job 1_ Hmiled lo"euItuaI" _ere If tile.. 8ret, ....,.................. tile ... 01 ,lie ".tcwe" to
tureilldUltr)' iaeripplecl. Youaioo.....__out"'wenln ........._
tbe hotel indUltr)' aDd ill _unata. ........ ... ..... .,.. .... _. . . .........-....a inetIletiaaa aDd
ing IIrma; air_ aDd man,. _ -. ., ,__ ..... ..... tto. Tile ., ....... abou&S211
Last .anuaer, llIe New Y'" - .... ".,ed 1Io... .... fa' fu ..... . ...... .... I ~ 1..,. The _
SbeepMeedowiDCeatre1PuL........O'........... --..... - I ...,................. 1I&r),.ddnpto
thouaand eame out, ai_ half............. TIle I8IorIir hGI ~ ___. ..Ie.... $1117
.nd bUlIare. .IoDO would have ....... ..Ie...... tInaoe tile
.......--~bu"--Io.~tODO- ................. .
..;., _~i ...... - - ,......."".,...1 U"'..........latllec:ity.about
Opeoo_-..........OOO ...... ~,: ......'. .......__.... .,.. .._tu-'
Or tske the niPt8.800 _ Beyul1 SIDe..... "T..... ..........-Job...... J . ..' TIIoNloaloeta1k
of Corinth" .t the MeUopolltaa Open. Tile, ..-...... ....................... I. .......-...tbrinp
.late.; 3? ..me fr_ Teuo .IODO. AU in all. tile, ..-& aed.........aedt."M II.............. _aDdjoba.
$184,000 in New Y..... _fa. _nrants,...._ _.. s.. Oattllii ...... ~............ puIftIeIaaa. And
department ._ Tllet'. __ &lIa tile <it, ~ te ,," . . .- .................. us ... Uatenere.
keeping the _ra .....g f... . w.....~. ra, ..pt.. .... .... U. New Yenere ...... jalIe .... .t
PerhapstbebeetllluotrationoltllebnpooctoltheenllllraJiII- .*l!Il.1'nIa\ Mw. Yenere..............-Idled bJ the
duatr)' on New Y'" CII", ~ heeM Ia-.....C4IIlIr '. 1# IV" I , .. .......... _.tllo. ill "'" world-.
-. ..ltur.1 ..nter. The area........ LI..&a c.rw.... '11 '~-:r. . _..-eltJ.
chaapd from. deeeJi8l........IaoolI.... I ... _ ....J-....... ........... JnItnral
La.t year that area prod...... _ NO IIiIIIoa ta -.I..... .=:_... ..... aIIIoet ..., ..... Mrviee ia
ts...-maa'_w...tb-.lle.......aed......--. . ~\. ..~ .. ~._;.. _ ~.ll7lt Is "OJ
be produ.... tm\a, wWIODt ...... c:-Mr. ... ................ _II. . -.
. I _-{..... : '; 4..Ii:.~. ~...-, ~ ".
Reprmted by permIssion of New York News. Ine Copyright 1976