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Museum Assessment Program ART ' VVIIIna UPON THE arts commission 111111 OWN mai pill BOX 685 • 303 EAST IRON • SALINA,KANSAS 67401 • PHONE(913)8274640 Rufus---- Please read the enclosed. It is certainly something to be aware of! I 'm out of town for the rest of the week for the Kansas Arts Commission's meeting. I ' ll get back with you next week. V V. RECEIVED MAY 5 1982 CITY MANAGER'S OFFICE i ! ' .4 !L' 4 JJf Pt 11'') MUSEUM ASSESSMENT PROGRAM AMERICAN ASSOCIATION OF MUSEUMS REPORT ON • THE SALINA ART CENTER SALINA, KANSAS • Submitted by: Paul M. Piazza Colorado Springs Fine Arts Center Colorado Springs, Colorado March 24, 1982 i I I i REPORT The Salina Art Center; Salina , Kansas for Museum Assessment Program, American Association of Museums This Museum Assessment Report is based upon a one and one-half day visit, fifteen hours of meetings and touring, to the Salina Art Center in Salina, Kansas on March 9 and 10, 1982. Because the Center is new and small , most of my time was spent in discussion with the Director and a surprisingly large number of the Board of Directors (not Trustees)?and visiting other existing community art resources and people to help place the Center's role in Salina into perspective. It is encouraging that the part-time Director, the first paid staff member, and those Board members who I met were actively concerned with the potential growth of the Center and its programs as well as with the obvious concerns as to its future, both financially and in its relationship as an educational institution in the county. Upon my arrival and on the request of the Director, I brought material from the Colorado Springs Picts Center as well as pertinent publications from the AAM and AAMD (see attached list) . The Center's history is quite.brief, spanning from its inception in thought in 1977-78 by a group of dedicated citizens who saw the need for a visual arts facility to the raising of a fair amount of money, $65,000, to renovate and expand an existing facility at Kansas Wesleyan (one of two local colleges) for its space to the opening in the fall of 1979 with a volunteer staff and committee - to its current status with a part-time director hired in the fall of 1980. Its current operating budget is approximately $27,000 for the 1981-82 fiscal year.,/ which ends on June 30th. Total 1980 attendance was 2,242. ✓ The Center has a number of concerns which will be discussed in greater depth later in the report, however the major concerns which must be responded to by the Center are: 1) resolution by the Board philosophically of the Center's purpose - it is not defined; 2) what the role of the Director should be and when it should become a full-time position; 3) the Center's location which is now felt not to be beneficial to the Center or to the community; 4) the types of programs the facility should be doing and which the community would be able to support; 5) the possibility of a move in the future; and 6) the interrelationship between the Center and the other community arts organizations. Many of these major concerns are, of course, interrelated. Purpose and Structure The major problem of the Center is that its purpose has not been adequately: defined. Its Articles of Incorporation are unfortunately too vague and should be expanded to give the Center a true meaning of purpose. It is stated in Article III that its "purpose is to establish and maintain a community art gallery" (not an art center). It is also stated under Article VII that the Incorporators are to serve as Directors (not trustees) ; this should be changed to do away with confusion. The undated, revised Bylaws of the Salina Art Center, Inc. do not expand upon the purpose either and only in an undated grant request to the Hansen Foundation i �, ,� I �i Salina Art Center Page 2 (which was approved in the amount of $5 ,000; just received) does an expanded - statement appear which helps place the Center's purpose more into actuality. • I believe that in expanding and refining these statements the Center will understand what its purpose should be in the eyes of its Directors , the Director and the community at large. By doing this , the Center, which has just received V its official 501(C )(3) status in the past week after an unduly long delay primarily because of the Center's vague purpose , will be able to actively pursue expanded funding from individuals , businesses , foundations and governmental sources . An added benefit to a functional purpose will be the ability to do short and long range planning for the facility and community. A smaller problem in structure which will have to be resolved is the three- year rotation of Board members ; there are presently fifteen, the Center's maximum. Somehow during the past two and one-half years too many directors rotated off at one time and now eight directors must be replaced this coming year. This could create additional problems because of lack of continuity; perhaps some directors could serve for an additional one-year term to more gradually change the Board. There are currently only two directors who were original incorporators. This again may have created some problems inasmuch as there has not been sufficient continuity. For the Center to ever become ,financially stable, long range plans must be formulated as to where the Directors wish the Center to be. Staff The Center currently employs one part-time (approximately 30 hours per week) Director, hired in October of 1980. She has a tremendous interest and enthusiasm towards making the Center become a viable organization for the community. The Board believes she has done an exemplary job even though her background is not in Art Education or Arts Administration, it is in English and Math. She is making a concerted effort to learn in the areas where she has deficiencies; she believes she needs assistance in the field of art management and should be sent to whatever programs the Center could afford. She was hired to take the place of volunteers at the Center but soon after, it was felt she could be better utilized in programming , public relations and fundraising. It is very important that the Board determine its purpose quite quickly so that its Director can then plan the appropriate programming that will help the Center during this period of its history. It is also important for the Board to determine whether it feels a full-time director is needed. I recommend that the appropriate time would be going into this 1982-83 fiscal year. The Center has a sufficient cash reserve and the Hansen grant so that the Director could concentrate more on public relations , membership and programming. She could work more actively with the volunteers , to guide them into their future roles. Long and short range plans must be developed for the Center to assess future staff and volunteer requirements. All other staff positions are currently served by volunteers , who man the Center from 1:00-4:00 p.m. and during special functions . They also serve on appropriate committees for the Center's operations of exhibition, maintenance , membership and volunteers. The Center should rely upon more contract instructors for programming during the year on a pay-as-you-go basis. A part-time secretary ��� 1 �� fl Salina Art Center Page 3 would also be helpful , either volunteer or paid. Through a "work-study" program, college students at Kansas Wesleyan might also be sought, with the ' university paying from 50-80% of the salary. Finance The Center is surprisingly sound for such a new operation. It has consistently run a substantial surplus and I believe this has to do with a concerned Board and an appropriate conservativeness regarding financial matters in the community. The funds for construction were raised privately to renovate a space at Kansas Wesleyan and expand it, as well . The Center has turned the space over to Kansas Wesleyan and pays a yearly $1.00 rental , plus $500.00 a year for utilities. The Center appears to have done well in its current membership campaign; current members stand at approximately 220, business drive participants at approximately 40. However, both the Board and staff believe they can do better. By attempting to double memberships and accomplishing an increase and more continuity in giving by businesses , the Center would have more cash flow plus more visibility. There were several $1 ,000 and $500 corporate underwritings for exhibitions. Continuity must be given toward business support. For examples , McDonald's and Pepsi-Cola supported a project for $1 ,000 last year, yet they have not been contacted this year for funds . There is consistent foundation support which leads me to believe that there is potential long term support for the Center. If the Center wishes to move forward, I recommend it will be important to expand the projected budget in 1982-83 for increased programming and a full -time Director. There has been little increase in the past two years and to become more visible in the community, the expenditure of some of the reserve funds plus a concerted effort to increase membership and businss support could increase the income and expenses by 50% to approximately $40,000. I also recommend expansion of the cases in the Sales Area which could also bring in additional income. Consignment materials such as more regional crafts , some perhaps acquired through the city's Summer River Festival , plus appropriate cards and gift paper could aid the Center by having another much needed arts shop for its community. Joining the Museum Shop Association will certainly help here. ° Because of the Center's new official tax status , the Center should request funds directly from the Kansas Arts Commission to help underwrite the operations of the Center, its progra the Director's salary. Local foundation support should be sought out from the local banks. There must be a Kansas foundation directory which would explain how each foundation is chartered, what they give to and amounts of typical grants ; these do not only have to be Salina-based foundations . I also recommend volunteer fund and fun raising events to be seriously undertaken on a regular basis. A spring or winter gala , auction or sale would be most beneficial , even it it only broke even or made a small amount of money. The i \\\ \, Salina Art Center page 4 Center would be getting needed visibility. Much could possibly be underwritten , • but the volunteers must be careful not to go to the same sources that the Board goes to for operational income unless there is already consistency in giving. The current accounting methods should be expanded to include the categories for the special grants that underwrite exhibitions and the special foundation funds , so that adequate trails can be established on these funds . It would also make sense to have the books independently audited at the end of each fiscal year. Many granting agencies and foundations require this type of audit. Collections The Center has been established as an art "gallery" and thus has no collection or collection policy. However, I believe that it would make sense to seriously look at this aspect of the Center in regards to its role in the community in the future. To my knowlege, there are no other public or private art epositories. The Smokey River Historical Society is primarily a museum of local istory and decorative arts. The library has a very limited collection. The alina Arts Commission acquires art only for display in public buildings. It )uld make sense to me that if the Center is looking for this expanded interest in ie future, the currently facility is inadequate for a collection and temporary thibits as well . The Center could concentrate on contemporary regional artists, r if the community currently has collectors of Fine Arts , it could become more cf a total educational facility for the visual arts of its community. I recommend that a restrictive collection policy is established after surveying the community. A decision on collection policy should be made soon to plan for the. future. The Center does not currently have climate control with the exception of air conditioning. Security The Center is equipped with motion and infra-red detectors as well as key control . It is the only art space in the community that has such a system. The building is relatively secure, however the grated access corridor to the Kansas Wesleyan classrooms is of concern even though it is monitored by the security devices. A true doorway would make it more secure; however, it would create a barrier between_ the art department. Exhibitions The exhibition policy is quite broad and is based upon packaged shows from organizations such as the Mid-America. Arts Alliahce, SITES and WAAM, plus exhibits organized by the Center of Regional Juried Arts and Crafts. The exhibitions are handled by the volunteer exhibition committee. The Director does not have an art background and feels deficient in this area; the committee should continue at present its selections. The Director should, however, program the exhibitions. The current year sees eight exhibitions on a four-week cycle for a total Salina Art Center Page 5 expenditure of $8,790. The Center's exhibition space is relatively small with . perhaps a 20'x 40' gallery plus the entry space and reception area. Two 20' walls leading into the Wesleyan art facility and a small 20' square ante room used for the shop provide additional space which is also used for larger exhibits. There are very few props such as pedestals and cases and some funds should be expended on modular, secured display cases for the gallery's changing shows. Storage space is minimal and doubles as the Director's Office. The exhibition space should continue as is for the near future. Full labeling is a must. The current exhibit has only a listing in the corridor space and nothing with the works. It is not acceptable. Programs The Center gives guided tours primarily to school children by its volunteer docents who were trained by the Art Institution of Kansas Wesleyan well over a year ago. The training program is not ongoing and it appears that the docents do not receive much additional training. To keep the volunteers interested in the program, a more concerted effort should be undertaken to upgrade their training program with an expanded broad art history course, appropriate educational techniques class and perhaps tours to Wichita and Kansas City museums to meet with their docents. An arrangement could probably be made by the two respective institutions to give a concerted week-long training to the docents at a relatively modest cost. Tour; should be expanded and much more rapport with local schools should be developed to get them to utilize the Center. A "Picture Person" program brings reproductions of master works of art from the Center to the schools by the volunteers ; this program should be continued. Periodically the Center plans specific programs for its exhibitions. However it is not done on any consistent basis , thus the public doesn 't know what to expect. The Center does notify the schools and all media and gets appropriate response from them. I believe a planned year-long series of activities from observing artists and crafts people to participatory programming could lead to increased attendance and support. More activities that involve the learning experience with children and adults and more classes would be beneficial and could be done on a pay-as-you-go basis with contracted services . While the Center in on Kansas Wesleyan property, the students (approximately 500) very rarely utilize the exhibitions , which is unfortunate. Some attempt should be made to incorporate all of the students into the Center's activities once or twice a year. Perhaps a special opening for them or a series of special programs in conjunction with the exhibitions to give them more of a feeling of belonging could be arranged. II I I I I \, Salina Art Center Page 6 Community Involvement and Concerns for the Future Salina is a community of approximately 40,000 people of primarily northern European extraction. It is a community that appears to be developing . a consistent taste for all of the arts. Much time was spent visiting, and/or discussing the status of, the other arts organizations in the community, particularly to help place the Salina Arts Center into perspective but also to see where relationships and potential relationships or problems may lie. 1. The community theatre has its own facility which was built by funds raised in the community, then turned over to the city who maintains it. Located in a small park approximately two blocks from downtown, the theatre has a paid director and technical people. Joint programming seems feasible here for present and future needs of both. 2. The Salina Civic Orchestra is a non-paid group of musicians led by a music instructor at Marymount College. Its major source of income comes from ticket sales. Apparently the orchestra does not pay its director; his salary comes from the college. Marymount College also has a full -fledged art department of four visual artists and two performing arts instructors and approximately 500 students. It has no real gallery space but does have a large, approximately 1 ,000-seat theatre and a smaller theatre as well . I see perhaps joint programming but no mergers. 3. Kansas Wesleyan has one art instructor and virtually no performing arts instructors. While the Center is physically adjacent to it and shares classroom space and an amicable financial arrangement, I do not see this being the permanent location of the Center. Short term (perhaps three years) expanded programming and joint programs for better visibility for both entities seems advisable. The parking, visibility and physical location just do not seem best for the future. 4. The City Recreation Department, with its own center known as the Lakewood Art Center, has its own art programs on a low-cost basis. Again joint programming for a short duration could help visibility, but could also lead to confusion by the community as to who is who. 5. Of most interest and concern is the Salina Arts Commission which has existed for approximately fourteen years. Under the operation of a staff paid by the city of Salina, its operating budget is approximately $100,000 a year from city, state, school district and federal funds . It does not include the budget for the Summer River Festival , which they also produce with a budget of approximately $120,000 more. There appears to be a serious problem among the Center Board members in regards to what the Commission's role is and what the Center's role is. There is also confusion about the similarity of their respective names . The Arts Commission construes itself as a hub for the arts , with the arts organizations as spokes . The Arts Commission appears to have an unfair advantage over the Art Center in its visibility, public relations and, in particular, its funding capacity because i Salina Art Center Page 7 it is funded by the city and also raises funds privately. Of major concern is its newly created Artist in Residency program. Approximately $120,000 will be raised over the next three years ; $90,000 has been pledged to date. It is affecting the Center's fund raising capability. The Center was involved in a trial program last year with a visual artist from the program, however because the Center does not normally function during the summer, it had to do things it would not normally do. It also was not able to select the artist, who was selected by the city staff. A muralist was not what the Center really needed, but it felt it should not say "no" to the city. The next three years sees primarily performing artists that will not work at the Center. The Center feels it must go along with the project or it will appear that it is against the concept of the Artist in Residency program, which it is not. The Center is being short-changed, yet is in a dilemma as to what to do. The Center must resolve the Arts Commission conflict. I believe the Commission is overstepping its bounds as a facilitator. At one time when the Center did not exist, it made sense to program, but now the city, through the Commission , must become aware of and responsive to all the arts organizations ' needs by finding out what they want and helping them, not telling them what they want. The Center Board should also establish appropriate ground rules with the city as to just what role the Arts Commission should play in the city and what role the Center should play. It is imperative that the Center determine what its role in the community is to be. The Center also believes , and rightfully so, that it is not in the right location and would like to move. However, determining when is a major concern; it does not want to alienate the donors who gave most recently. A series of options exists: 1. Short-term (two-three years) expanded programming and public visibility in the present location, then go into a concerted effort of raising funds for a new or renovated facility downtown. 2. The Smokey River Historical Society, under the jurisdiction of the Salina Library, is looking for a new location; it desperately needs help. It is currently in a large park , but the facility is not utilized. It has been suggested by some to perhaps move the Center in with the Historical Society into the U.S. Post Office, a 1930s art deco structure downtown soon to be vacated because a new one is to be built. Discussions are being held now regarding placing the Historical Society under the direction of the Arts Commission, which I believe will not be advantageous for the Historical Society. It is currently under the library board and is relegated to the position of a stepchild. Approximately $6 ,000 of the library's $350,000 budget is expended on it now. With regard to this double move, I believe the space will be only temporary (perhaps five years) and the Center will outgrow it. The Historical Society would use all of the existing space on the main level of the post office for its programs . The upper level , which is less desirable, would probably be delegated to the Center. The ground level would be adequate for the Center, Salina Art Center Page 8 however, and if the Historical Society doesn't wish to move there, perhaps • the Center could. Only, however, if the city would do the renovations and pay utilities. 3. Open discussions with the Community Theatre since while their park space is small , there is a possibility of teaming up with them td offer expanded Center programs with the visual and performing arts (funding from outside sources has already been discussSj,.7 I believe the grounds might be too small , however ' tfi pIn across from the theatre, a large parking lot, could be looked into for future growth of the Center. , 4. Seek a new location downtown in an existing space that can be renovated. • There is much discussion about the addition of a new mall downtown or possibly to the south of the city. The city currently is without a major mall and, in reality, doesn' t probably need one. The downtown area appears to have adequate parking or accessibility to it. The downtown has a number of attractive older buildings and a major face lift for this area , much on the basis of Columbus , Indiana should be reviewed. I believe the mall concept for downtown''.. would be better for both the community and the Center. The city has not grown(for a number of years and does not appear to be heading in a large growth pattern. A central location for its Art Center ,would be advisable: There is much concern about moving too soon by the Board for fear of alienating the major capital donors . While the present building , in essence , belongs to Kansas Weyleyan, the- college would probably be able to utilize it as an expanded art facility for its own .programs .? However, much would depend upon a possible large capital gift to the Center. ` The large gift should be for what the Center needs. My choice of location would be as close to the community theatre as possible, with serious discussion by both boards as to how joint operations and. programming would be beneficial for the community. Obviously the current status of two separate organizations would continue, but further down the line a merging might make sense. The Center should also seek the same arrangement that the community theatre has with the city regarding utilities and maintenance. I believe the Salina Art Center will have a viable role in the life of its community in the up and coming years . However, for the Center to succeed for its community, it must quickly 1) resolve its purpose; 2) hire a full-time director; 3) expand its programming and fundraising.; 4) resolve its differences and concerns with the Salina Arts Commission in a manner that will be equitable to both; 5) determine short and long range goals; and 6) determine a new location for the future. Respectfully submitted, Qa..l m -Q Paul M. Piazza Director • Colorado Springs Fine Arts Center PMP:jdk Attachment 1' r' • I .