ORD 98-22 CULTURAL ELEMENTOKDfNANCE NO. 98-22
LN ORDTN~N'CE of the City of Bainbridge Island,
Washingon, amending the City's Comprehensive Plan to
incorporate a new over-all goal and a new element, the
Cultural Element.
WHZEEAS, the City adopted a Comprehensive Plan on September 1, 1994, which has
subsequently been amended; and
WHEREAS, the Washingon State Growth Management Act allows for the inclusion of
additional elements to local comprehensive plans; and
'~VHEREAS, the City Council adopted Ordinance 92-31 ('BEMC2.42) designating the Arts
and Humanities Council and requiring them to prepare a plan for the arts and humanities within
the city which is-consistent with, and may approved for inclusion in, the city's comprehensive
plan; and
W}tEREAS, the Arts and Humanities Council developed and adopted the Cultural Plan in
January of 1995; now therefore
THE CITY COUNCIL OF THE CITY OF BA,INBRIDGE ISLAND, WASHZNGTON DO
ORDAIN, as follows:
·
Section 1: The over-all goals of the comprehensive plan are amended by the addition of a new
goal, as follows:
Support, protect and enhance the value of the arts and humanities as essential to education,
quality_ of life, economic vitaliw, broadening of mind and spirit, and as treasure in trust for our
descendants.
Section 2. The comprehensive plan is hereby amended by the adoption of a new element,
Cultural Element.
the
Section 3. This ordinance shall take effect and be in force five days from and after its passage,
approval and pubIication as required by law.
PASSED by the City Council this
APPROVED by the Mayor this
'4th day of J,~n~-
5th day Of . une ,
t998.
,
I998.
Compreh,."n.sive Plan .A. mendmer~k Drag Cultural Elem~t - Maxch 26, 199g 1
ATTEST/AUTHENTI C ATE;
SdKasper, Cit~: Clerk
,&PPROVED AS TO FOIL\I:
Rod P, Kase~mama, City Attorney
FILED WITH Tt-Z CITY CLERK: April 10, 1998
PASSED BY THE CITY COUNCIL: June 4, 1998
PUBLISHED: June 10, 1998
EFFECTIVE DATE: June 15, 1998
POSTED: June 10, t 998
ORDIN,,-MNCE NLrNI~ER: 98-11
Corr,.preh~.m.sive Plan .Ame-n. ds'nenk Draft Cultural E!~.,"m~-mt- Nlarch 26,199g ?,
How the Cultural Element Was Developed
In an effort to address the City Councit's ordinance, the Bainbridge Arts and Humanities Council
applied in 1992 for funds from the National Endowment for the Arts with matching dollars from the City to
develop a community cultural plan. The application was successful and in March of 1994 the project was
underway under the guidance of a steering Committee chaired by Cultural Arts Director of the Parks and
Recreation District, Sue Hyten. The project consisted of six phases.
Phase 1: During March, 1994, twenty one focus groups met with over 200 residents participating
in meetings. The purpose of the focus groups was to. determine the cultural needs ol the community.
Over 2,500 responses were generated and recorded during the focus group process. Each of the focus
groups followed the same line of questioning so that the information from the participants could be
tabulated and compared.
Phase 2: In April, 1994, a survey instrument was prepared by the Bainbridge Arts and Humanities
Council and distributed to a sample of all Island households, selected randomly by computer from names
and addresses listed in the reverse telephone directory for Bainbridge Island. The sample consisting of
300 households had a 53% response rate thereby allowing for a 90% level of confidence in the accuracy
of the answers within a range of +__5%. Survey results showed that 95% of the respondents consid'ered art
and culture an economic asset to the community; 67% of the households attended some form of arts or
humanities classes in the past year, 54% had one member of the family involved in the arts as either
amateur or professional, and, 25% had one member of the family earning an income in the arts.
Phase 3: At the same time members of seventeen cultural organizations, representing a total
annual budget of $1.3 million, completed a confidential questionnaire that asked for information pertaining
to their operations including organizational, financial, facilities and space needs.
Phase 4: From May through September, 1994, ten task forces' met to review focus group
comments and survey results and transform them into a vision for the Island in the year 2000.- They.
submitted final recommendations to the Steering Committee in November of 1994.
Phase 5: To provide an opportunity for residents to comment on the first draft of the plan, the
Bainbridge Arts and Humanities Council held a public meeting on September 21, 1994. Community
comments were recorded and passed on to the task forces for consideration in the final plan.
Phase 6: Several versions of the draft plan were reviewed by the Steering Committee and Board
of Directors of the Arts and Humanities Council and in January of 1995, a final plan was adopted which,
with the exception of the first goal, listed all goals and policies presented below. In Apdi of that year the
Arts and Humanities Council presented the plan to the Mayor and City Council for adoption'into the city's
comprehensive plan. What follows below is the Cultural Plan in the format called for by the comprehensive
plan with the addition of one goal which covers the existing city ordinances relating to the Bainbridge Arts
and Humanities Council.
61
The Cultural Element and the City's Comprehensive Plan and Ordinances
A. Amendment to the Comprehensive Plan Vision Statement. It is proposed that the Vision Statement
of the City of Bainbridge Island'Comprehensive Plan be amended to reflect the inclusion of the Cultural
Element: (The text is taken from the introductory vision statement of the Cultural Plan adopted by the
Bainbridge Island Arts and Humanities Council in 1995).
The Istand's natural amenities should be linked through corridors of green '-
trails, wildlife corridors, and landscape buffers along scenic roads and major
arteria]s. Public access to the shoreline should be improved and the shoreline
should .be protected from overdevelopment. Development should not be
haphazardly imposed upon the landscape, but should be sensitive to its natural
environs, recognizing the natural carrying capacity of Bainbridge as an Island,
based on the principle that the Island's environmental resources are finite and
must be maintained at a sustainable levei. Foremost, Bainbridge Island should
preserve the diversity of one of its most precious resources --its people-- ~
should honor the intrinsic valuc 'of the arts. humanities. historv. and hcritaCc to
our individual and collective lives. The Island should remain a place ,,','here the
DRAFF CULTURAL ELEMENT- APRIL 16, 1998 2
62
business people, artists, farmers and long-time residents can all find a place to
Five.
B. Addition of a goal to City of Bainbridge Island Comprehensive Plan over-all goals. To reflect the
vision and intent of the cultural element the following goal is submitted for inclusion:
Support. protect and enhance the value of the arts and humanities as esseniial to education,
Quality of life, economic vitality, broadenincl of mind and spirit, and as treasure in trust for our
descendants.
C. Inclusion of existing city ordinances. Cultural Element Goal 1 covers the City's present designation
of the Bainbridge Island Arts and Humanities Council as the official body of the City empowered to act on
all matters pertaining to the development, enrichment and support of the arts and humanities within the
City. CUL 10.5 "Maintain a City Public Art Fund ..." and CUL 11.7 "Maintain a City Arts and Humanities
Fund ..." cover the City's present support of the arts in the form of the Cultural Resources Subfund
consisting of the Arts and Humanities Account (BIMC Chapter 3.82) and the Public Art Account (BIMC
Chapter3.80).
D. Relationships between the Cultural Element and the Comprehensive Plan. Appendix .1 provides a
review of the specific relationships between the Cultural Element and the Comprehensive Plan.
DRAFT CULTURAL ELEMENT- APRIL 16, 1998 3
63
Cultural Element Goals and Policies
Goal 1. Implementation of the Cultural Element. Designate the Bainbridge Arts
and Humanities Council, a non-profit Washington Corporation, as the official
body of the City empowered to act on all matters pertaining to the implementation
(including coordination and delegation) of the goals and policies of the Cultural
Element of the Comprehensive Plan consistent with the provisions of the
Bainbridge Island Municipal Code and the Comprehensive Plan.
Discussion. In 1992, the City Council passed ordinances designating the Bainbridge Island Arts
and Humanities Council as the "legally constituted non-profit corporation of the State of Washington
whose principal purpose is to provide planning, financial support, services and development for
organizations and individuals engaged in the arts and humanities in the city." In addition, the City Council
created a Public Art Works Program consisting of two funds, a Public Art Account and an Arts and
Humanities Account, and designated BIAHC as the organization to carry out the duties relating to the two
funds.
Policies
CUL 1.1. The BIAHC shall serve as the primary voice for the arts and humanities within
the city and as the principal advisory board to the Mayor and City Council, fostering a
high level of quality, creativity and diversity in the arts and humanities and advocating
for inclusion of aesthetic considerations in local decision making that may have cultural
implications.
CUL 1.2. The BIAHC shall provide a public forum for discussion of issues and ideas
affecting'the arts and humanities in the city, serve as a point of contact for information
about the arts and humanities in the dity, and arrange for or provide-technical,
managerial and planning assistance to' organizations and individuals engaged in' the
arts and humanities.
CUL 1.3. The BIAHC shall, alone or in cooperation with the Bainbridge Island School
District, the Bainbridge Island Parks and Recreation District, and other public/private
organizations, initiate, sponsor or conduct public programs to further the development.
and public awareness of interest in the arts and humanities.
CUL 1.4. The BIAHC shall serve as the designated agency for carrying out duties
associated with the Public Art Works Program consisting of the Public Art Account and
the Arts and Humanities Account and shall encourage grants and donations to the
Bainbridge Island Arts and Humanities Account.
Goal 2. Arts Education. Demonstrate commitment to quality arts education and
life-long learning by advocating for comprehensive inclusion of the arts in our
schools and in community settings.
Discussion. 87% of Island residents agree that music, visual arts, and performing arts in the
school curriculum improves student performance in all subject areas. 67% of the households artended
some form of arts or humanities classes in the past year. Residents place a high value on the inclusion of
the arts in education. Focus groups observed that the arts serve as an essentia e!ement of education by
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 4
64
teaching communications, creativity, critical thinking, problem solving. perception, motivation,
individualism, and interpersonal skills and that they provide one of the best avenues for learning about and
celebrating other cultures. Participants in the focus groups expressed concern that the arts are
undervalued in public education and not given priority in funding. They felt the' arts are basic to education
and have an intrinsic value in' and of themselves and for the knowledge, skills, and values they impart.
The Cultural Element calls for the development of a comprehensive, quality, sequential arts education
curriculum, encourages opportunities for life-long leaming in the arts for all ages, and it intends to foster
partnerships between community resources and the education systems.
Policies
CUL 2.1. Strengthen partnerships between the schools and local artists, agencies,
organizations, and businesses.
CUL 2.2. Support a comprehensive quality.arts education program in the schools and
the community.
CUL 2.3. Expand community understanding of the arts as a means to teach other
subjects in schools.
CUL 2.4. Use the arts as a vehicle for understanding and celebrating other cultures
and Bainbridge Island heritage.
Goal 3. Economic Vitality and the Arts. Preserve and share the community's
unique setting, character, history, arts and culture by developing partnerships,
resources and attractions that respect the needs and desires of Bainbridge Island
residents.-
Discussion: 95% of Island households agree the arts are an economic asset to the community.
25% of Island households reported at least one member of their family earned an income in the arts. One'
of Team Winslow's.goals is to "improve and market downtown Winslow as an economic and cultural
center to island residents and visitors' and to "support, solicit, and create cultural events on the stage of
downtown Winslow." Participants in the focus groups observed that cultural amenities, facilities, and '
design-related livability factors such as public art and quality architecture are essential ingredients to the
Island's quality of life index. Through the placement and enhancement of facilities, landscaping, public art
projects, linkages to the ferry and waterfront, and marketing strategies, the City of Bainbridge Island can
enhance the economic vitality of downtown Winslow.
DRAFT CULTURAL ELEMENT- APRIL 16, 1998
65
Policies
CUL 3.1~ Identify and record Bainbridge Island's "Sense of Place" through a continuous
public dialogue about preservation, sustainability, hospitality, and the influence of the
arts, history, and culture.
CUL 3.2. Use artistic, historic and cultural events as vehicles for sharing the !sland's
uniqueness with residents and visitors.
CUL 3.3. Cultivate partnerships among the organizations and those interested in the
arts, economic development, tourism, historic and rural preservation..
Goal 4. Facility Development. Respond to the growing desire for cultural facilities
by identifying short and long term facility needs and priorities, and developing
methods to meet those needs.
Discussion. Almost every focus group exp/essed the need foE space as well as for a facility that
could serve as a Community cultural center. The presence of the Bainbridge Performing Arts Center is a
source of pride throughout the community. While the efforts of hundreds of donors and volunteers to
bring about such a facility is to be applauded, there is also the realization that the facility does not meet the
total needs of the cultural community and that, at times, it is out of the price range of some groups as a
rental facility. The need for a larger, climate-controlled, secure space for the Historical Museum was
articulated by participants in the History focus group as well as other groups. Lack of gallery space and
participatory spaces for classes of all kinds was also a need stated by focus group participants. The
Filipino-American Community and the Mabuhay Dancers both indicated a need for support of cultural
facilities.
While there are preliminary indications that Bainbddge Island lacks certain types of facilities for
cultural activities and programs, it will take a comprehensive facility development study to know how to
proceed. A careful and thorough study is particularly important for a small city which must consider not
only the capital expense but also the on-going operating expense of any facility or 'facilities. The Cultural
Element recognizes the cultural facility initiatives that are currently in the initial stages of planning and
development, including the Library, Historical Society, Filipino American Community, Mabuhay Dancers,
and possible BPA future expansion. The Cultural Element strongly recommends that the cultural
organizations work together and encourages funding alliances to achieve thi~ goals of the cultural
organizations in developing spaces.
Policies
CUL 4.1. Identify current spaces and facilities available for cultural activities.
C UL 4.2.
spaces.
Match the short-term facility needs of cultural organizations with the existing
CUL 4.3. Assess the long-term space needs through a feasibility study.
Goal 5. Financial Resources. Encourage fiscal soundness of Bainbridge Island'
cultural and artistic organizations by developing their capacity to maintain
effective public, private and earned income funding.
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 6
66
Discussion. As part of the organizational survey, 17 organizations submitted financial information.
For the 1993-1994 year, the combined cultural budgets equaled $1,301,460. The following charts
represent how those dollars were generated and spent.
CULTURAL ORGANIZATIONS INCOME
Membership 7%
Individual Contributions 8%
Grants from private sources 3%
Grants from public sources 7% '
Earned income. 75%
TOTAL 100%
' The support the Ads and Humanities council received from the City of Bainbridge Island (for regranting),
Washington State Arts Commission, and the National Endowment for the Arts totals 99% of the public sector funds
CULTURAL ORGANIZATIONS EXPENDITURES
Administration 7%
Personnel 25%"
Facility (maintenance/rental) 14% '*
Programs 35%
Misc. (mixture of program and facility cost) 19%
TOTAL 100%
Two organizations account for 60% of this figure (BPA and Parks and Recreation but not the Library)
'* Three organizations represent 79% of this cost (Dance Center, BPA and the Library)
Crucial to accomplishing many of the Cultural Element goals is strengthening the financial
infrastructure of the cultural organizations. The organization survey indicated that the cultural
organizations are doing very well in earning income but the Cultural Element stresses the need for further
efforts in the area of fundraising.
Policies
CUL 5.1. Develop public/private partnerships to facilitate the financial stability and
broaden th'e funding base for cultural organizations.
CUL 5.2. Identify new funding sources for cultural organizations and artists.
CUL 5.3. Fund the'implementation of the Cultural Element based on annual prioritized
needs through public, private, and eamed income sources.
Goal 6. History and Heritage. Develop a greater understanding of our heritage
and our living and growing relationship to our past and future and provide places
and facilities in which that history will be preserved, interpreted, and shared.
Discussion. 64% of island households responded that members artended ethnic and historical
events in the past year. 41% of Island households ranked historical activities as one of their most valuable
social or cultural activities. 37% of Island households ranked ethnic and heritage activities as their most
valuable social or cultural activities. Focus groups recognized that while the Island is predominantly white
and becoming more homogeneous, the rich traditions of the Japanese-American, Filipino-American and
Native American Island residents are important to the present identity and sense of pride in Bainbridge
Island. Also the farming tradition of the Island should be mentioned in this context. More should be done to
promote and celebrate these diverse Island cultures and traditions, particularly among young people.
Policies
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 7
67
CUL 6.1. Create a sense of respect and importance for history and heritage among
Island residents through community education programs, school curriculum and oral
history programs.
CUL 6.2. Strengthen a sense of community within neighborhoods.
CUL 6.3. Adopt guidelines that wilt identify and preserve historic and cultural
resources, farmland, forests and open spaces.
CUL 6.4. Provide places to promote sharing the island's cultural and history with the
community.
CUL 6.5. Provide adequate space to collect, preserve and interpret the Island's history.
Goal 7. Humanities. Foster the spirit of community in which the richness of
human experience is explored and nurtured through on-going analysis and
exchange .of ideas about the relation to self, others and the natural world.
Discussion. 42% of Island households ranked humanities activities among their most valued
cultural activities. 52% of Island households ranked literary activities among their most valued cultural
activities. Focus groups recommended that Exhibition magazine should be expanded and that the library
needed expanding to better serve the needs of the growing population. Writers' workshops, retreats,
conferences, poets in the schools, writers and humanists in residence were mentioned as future activities.
Several focus groups mentioned the need for more 'discussion groups that focused on ideas underlying
such terms as "community" and ."economic vitality".
Policies
CUL 7.1. Heighten c'ommuni.ty awareness and understanding of the humanities
through expanded programming.
CUL 7.2.. Nurture creative thought and expression and an exchange of ideas between
Island residents by facilitating community discussions.
CUL 7.3. Engage the community in public dialogue to acknowledge and appreciate
different ways of living, thinking, believing and behaving in society.
CUL 7.4. Celebrate the richness and variety of human gifts through a festival of
humanities.
Goal 8. Individual Artists. Encourage local support for a creative and economic
environment that allows artists to continue to live and work in and for the
community, and for themselves.
Discussion. 54% of island households reported at least one member of their family was an
amateur or professional artist. 25% of Island households reported at least one member of their family
earned an income in the arts. Island artists expressed a desire to see more opportunities to show their
work or perform on the island and opportunities for professional and artistic growth through workshops.
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 8
68
They envisioned that Bainbridge Island could become nationally recognized as a center for the arts with a
variety of seminars and workshops conducted by we!l-known artists in all disciplines. Cross-fertilization
and collaborations between the different disciplines were also mentioned as opportunities for cultural
organizations and artists alike. The Cultural Element calls for the creation of a c!imate where individual
artists cannot only survive but thrive. Recommendations for providing fellowship grants and advocating
for affordable venues and facilities to produce their work will build support for artists to stay on Bainbddge
Island. Including artists in community dialogues and in policy and planning decisions will enhance the
island's character.
Policies
CUL 8.1. Identify artists and their value to the community through opportunities for
public dialogue, an on-line database and directory of artists, and residency programs.
CUL 8.2. Support artists through funding and professional development opportunities.
CUL 8.3. Increase technical assistance, network opportunities, and tax deductible
patronage for artists.
CUL 8.4. Advocate for affordable work and living space for artists.
Goal 9. Marketing and Communications. Plan and' implement effective .marketing
and communication systems to promote the arts through public dialogue, media
and education.
Discussion. 86% of Island households reported that they relied on the Bainbridge Review as a ·
primary source for cultural information. 80% of Island households reported they retied on word of mouth
as a primary source for cultural information. 78% of Island households reported they relied on Bainbddge
Island Parks and Recreation Catalog as a primary source for cultural information. 42% of island
households reported to rely on Arts'News'as a pdmary source for' cultural information. Participants in the
focus groups felt that there could be a better, more unified approach to'marketing the cultural activities on
the island. The Arts and Humanities Council can be used even more in the future as a focal point for
communication. They felt that while the Bainbridge Review was a major source of communication, public
access TV was under-utilized and that new computer technology will open up new avenues. of
communication, particularly when the new equipment at the library is installed.
Much of the success of the implementation phase of the Cultural Element will depend on an
effective public relations and marketing plan for the arts. Many of the small non-profit and emerging arts
groups work with volunteers and nominal budgets which hampers their ability to create sustained
marketing strategies for their programs and events. The Element calls for the Arts and Humanities
Council'to expand its coordinating role to build greater visibility for and interest in these activities.
Blending new technologies such as on-line networks and public access TV with existing publications such
as Arts News, Exhibition magazine will expand the arts audience on Bainbridge Island.
Policies
CUL 9.1. Use coordinated marketing strategies to promote cultural events.
CUL 9.2. Employ new media technologies to market cultural events.
CUL 9.3. Expand venues for artists work and arts and humanities events through Arts
News and Exhibition publications.
DRAFT CULTURAL ELEMENT- APRIL 16, 1998 9
CUL 9.4 Cultivate patronage and awareness of the arts and humanities through personal
contact with Bainbridge artists and scholars.
Goal 10. Public Art and Community Design. Create a stimulating visual '
environment through the public and private artworks programs, and create a
greater understanding and appreciation of art and artists through community
dialogue, education and involvement.
Discussion. 90% of Island households agree that public an adds to the visual appearance of
Bainbridge Island, 80% of Island households ranked "maintaining the natural beauty of Bainbridge
Island" as the most important cultural goal for the year 2000. Participants in the focus groups felt that on
the Island there is a more enlightened sense of community design than in most communities of 17,000.
They observed that the community and the environment are interdependent and that attention must be
paid to both the natural and built environment. Oppommities for enhancing the built environment
include new City capital improvement projects such as sidewalks and curbing projects, the development of
amenities such as planmrs, public seating and small public spaces, and the use of building walls for public
an projects. Many of the participants in the focus groups mentioned the need for the improvement of the
ferry terminal as the gateway to the Island and felt that the arts and in particular, public art, could be used
to enhance the gateway.
The residents of Bainbridge Island are justifiably proud of the built and natural visual
environments of the Island and the quality of life produced by these landscape assets. As the Island
continues to grow, it will be important that deliberate strategies be in place to preserve these assets. As
pan of community design, the Cultural Element recommends the development of a long-range plan for the
current public an program and advocates public and private agencies adopting public art programs for
capital improvement projects.
Policies
CUL 10. 1 . Develop a long-range comprehensive plan for the City' s One Percent for
Public Art Program.
CUL 10.2. Advocate for the inclusion of quality public art in projects built by both private
developers and public agencies.
CUL 10.3. Promote quality design in both the natural and built environments and use
artists on design teams.
CUL 10.4. Enhance the visual appearance of the ferry terminal and city gateways.
CUL 10.5. Maintain a City Public Art Fund to further the inclusion of art in public places
in the City.
CUL 10.6. Retain the natural beauty of Bainbridge Island.
The City recognizes its role in furthering the inclusion of art in public places in the city and
for that reason has established a public art account which is funded through one percent of
all city capital municipal construction or improvement project cost.
DRAFT CULTURAL ELEMENT - APRIL 16, 1998
10
70
Goal 11. Services to Cultural Organizations. Identify and support opportunities
that enhance the excellence, diversity, vitality, collaboration and capability of
cultural organizations.
Discussion. In 1994, 17 artistic and cultural organizations produced 1,249 programs,
pe~ormances, exhibits, and other activities. An average of 3-4 arts or humanities events per 'day were
available to Bainbridge Island residents in 1994. The final recommendation in the Cultural Element is to
strengthen the Bainbridge Island Arts and Humanities Counci!'s (BIAHC) ability to provide services to
cultural organizations, individual artists, and the community. ,
Policies
CUL 11.1. Educate the Community about the services and programs of the diverse
Bainbridge Island cultural organizations..
CUL 11.2. CultiVate cultural organizations' administrative and financial stability through
educational and technical assistance.
CUL 11.3. Increase network and collaborative opportunities among the cultural
organizations.
CUL 11.4. Build greater leadership for the cultural community through the cultural
representatives forums.
CUL 11.5. Develop and maintain an information system that provides information about
cultural arts programs, activities and cultural arts issues of interest.
CUL 11.6. Strengthen the Arts and Humanities Council's ability to provide services to
the cultural constituency and the community.
CUL 11.7. Maintain a City Arts and Humanities Fund (consisting of the Arts and
Humanities Account and the Public Art Account) to promote and support local activities,
programs and projects in the arts and humanities.
The City recognizes its role in the promotion and support of local .activities, programs
and projects in the arts and humanities and for that reason has established an Arts and
Humanities Account which is funded from each year's annual appropriated budget.
DRAFT CULTUP, AL ELEMENT - APR L 15. 1998
11
APPENDIX 1
Specific Relationships between the Cultural Element and the Comprehensive Plan
Goal 2. Arts Education, Policy 4, "Use the arts as a vehicle for understanding and celebrating other cultures
and Bainbridge Island heritage" adds to the Historic Preservation section ot the Land Use Element which calls for
identification, evaluation, and preservation of archeological, cultural and historic objects on the Island.
Goal 3. Economic Vitality, .Policy 1, "Identify and record Bainbridge tsland's 'sense of place' through a
continuous public dialogue about preservation, sustainability, hospitality, and the influence of the arts, history, and
culture" adds to Goal 1 of the Framework Goals and Policies of the Land Use Element which calls for standards that
will not diminish the quality of life andor degrade the environment of the Island. It also adds to the Historic
Preservation section of the Land Use Element which calls for identification, evaluation, and preservation of
archeologicai, cultural and historic objects on the Island.
Goal 3. Economic Vitality, Policy 2, "Use artistic, historic and cultural events as vehicles for sharing the
Island's uniqueness with residents and visitors" adds to Goal 3 of the Transportation Element which calls for LOS
standards which "support desired changes in travel patterns," and "recognize the need for permanent adequate
multi-modal access by all Island residents to Winslow, the commercial hub of the Island."
Goal 3. Economic Vitality, Policy 3, "Cultivate partnerships among the organizations and those interested in
the arts, economic development, tourism, historic and rural preservation", adds to Goal 1 of the Winslow section of
the Land Use Element which calls for strengthening the vitality of downtown Winslow as a place for people to live,
shop and work.
Goal 4. Facility Development, Policy 1, ("Identify current spaces and facilities available for cultural
activities"), Policy 2 ("Match the short-term facility needs of cultural organizations with the existing spaces"), and
Policy 3 ("Assess the long-term space needs through a. feasibility study") all add to the goal of the Capital Facilities
Element which calls for joint planning with other governmental or community organizations.
Goal 6. History and Heritage, Policy 1, ("Create a sense of respect and importance for history and heritage
among Island residents through community education programs, 'school curriculum and oral history programs") and
Policy 3 ("Adopt guidelines that will identify and preserve histodc and cultural resources, farmland, forests and open
spaces") both add to Goal 1 of the Framework Goals and Policies of the Land Use Element which calls for standards
that will not diminish the quality of life andor degrade the environment of the Island. They also add to the Historic
Preservation section of the Land Use Eiement which calls for identification, evaluation, and preservation of
archeological, cultural and historic objects on the Island.
Goal 6. History and Heritage, Policy 5, "Provide adequate space to collect, preserve and interpret the
Island's history" adds to the goal of the Capital Facilities Element which calls for joint planning with other
governmental or community organizations. Goat 8. Individual Artists, Policy 4. "Advocate for affordable work and
living space for artists" does the same.
Goal 10. PUblic Art and Community Design, Policy 1, ("Develop a long-range comprehensive plan for the
city's One Percent for Public Art Program'"), Policy 2, ("Advocate for the inclusion of quality public art in projects
built by both private developers and public agencies"), and Policy 3, ("Promote .quality design in both the natural and
built environments and utilize artists on design teams") all add to the Historic Preservation s~ction of the Land Use
Element which calls for identification, evaluation, and preservation of archeofogical, cultural and historic objects on
the island.
Goal 10. Public Art and Community Design, Policy 4, "Enhance the visual appearance of the ferry terminal
and city gateways" adds to Goal I of the Winslow section of the Land Use Element which caIIs for strengthening the
vitality of downtown Winslow as a place for people to live, shop and work.
71
DRAFT CULTURAL ELEMENT - APRIL 16, t 998 12
72
Overview: Relationships between the Cultural Element and the Comprehensive Plan
Cultural Element
Goal 2, Arts Education
Goal 3, Economic Vitality
Goal 4, Facility Development
Goal 6, History and Heritage
Goal 8, Individual Artists
Goal 10, Public Art & Community Design
Pol. 4.
Pol. 1
Pol. 2
Pol. 3
Pol. 1-3
Pol. 1
Pol. 3
Pol. 5
Pol. 4
Pol. 1-3
Pol. 4
Comprehensive Plan
Land Use/Hist Pres
Framework G&P; Land Use/Hist
Transportation
Land Use/Winslow
Facility Development
Framework G&P; Land Use/Hist Pres
Framework G&P; Land Use/Hist Pres
Facility Development
Facility Development
Facility Development
Land Use/Winslow
Overview: Relationships between the Comprehensive Plan'and the Cultural Element
Comprehensive Plan
Comp Plan Framework Goals and Policies
Land Use Element/Winslow
Land Use Element/Historic Preservation
Facility Development Element
j'
Transportation Element
Cultural Element
Goal 3 Economic Vitality Pol. 1
Goal 6 History and Heritage Pol. 1 &3
Goal 3 Economic Vitality Poi. 3
Goal 10 Public Art & Community Design Poi. 4
Goal 2 Arts Education Pol. 4
Goal 3 Economic Vitality Poi. 1
Goal 6 History and Heritage Pol. 1 &3
Goal 4. FaCility Development Pol. 1,2&3
Goal 6 HistOry and Heritage Poi. 5
Goal 8 Individual Artists Pol. 4
Goal 10 Public Art & Community Design Pol. 1,2&3
Goal 3 Economic Vitality Pol. 2
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 13
73
APPENDIX 2
Implementation Strategies
Goal 2. Arts Education. Demonstrate commitment to quality arts education and life-long learning by
advocating for comprehensive inclusion of the arts in our schools and in community settings.
Policy 1. Strengthen partnerships between the schools and local artists, agencies, organizaticns, and bus'inesses.
· 1.1 Make spaces and resources available to provide exhibit and performance space
for student work.
· 1.2 Develop and make available an Arts Education Resource Guide listing artists,
facilities, programs, scholarships and other forms of financial support.
· 1.3 Develop an ongoing mechanism to locate community resources and make them
available to arts educators and students, including:: new and recycled materials,
funding, facilities, and technical and non-technical assistance.
· 1.4 Provide a program in schools spotlighting opportunities and requirements for
careers in the arts (including job shadowing).
· 1.5 Develop a mentorship/apprenticeship program in the arts.
· 1.6 Encourage arts organizations to take the lead in developing an "Adopt-a-School
Program", to' provide technical and human resources to enhance the arts education
curriculum and to integrate arts into other curriculums. '
· 1.7 Promote a "Support-a School" program which encourages businesses to provide
support to individual school arts and cultural enrichment programs through funding, in-
kind donations, and human or technical assistance; consider expanding this model in
other curriculum areas.
Policy 2. Support a comprehensive quality arts education program in. the schools and the community.
· 2.1 Advocate for and support Bainbridge Island School District's (BISD) increased
commitment to arts education. Promote adequate funding, high standards and
effective programs, through support and involvement in the BISD curriculum review
process.
· 2.2 Work with BISD administration to create and fund a lead 'teacher position in the
arts to guide site-based implementation of standards and resources.
· 2.3 Develop and implement requirements for comprehensive arts education and
redefine "arts" in schools to include all major art forms (i.e. dance, writing, and
performance). ·
· 2.4 Establish funding for public school arts education based on curriculum
requirements, including: equa. lized funding among elementary schools to cover per
student materials and equipment; balanced funding in middle and high schools
based on curriculum requirements.
·2.5 Establish guidelines for obtaining state credit for community instruction in the arts
that augments or replaces available school options andor requirements.
·2.6 Recognize and support existing arts education programs available in the schools
and community.
· 2.7 Develop a supportive relationship with schools for arts advocacy including an Arts
in Education Advisory Council. Consider the Multicultural Advisory Council as a
model.
· 2.8 Expand the kind of arts classes and lectures offered in the community by
providing opportunities for all ages, abilities and skill levels.
Policy 3. Expand community understanding of the arts as a means to teach other subjects in schools.
·3.1 Work with teachers to develop .and implement an effective program model for the
integration of the arts into other subjects.
· 3.2 Sponsor teacher training opportunities for integration of the arts and cognitive
development through the arts.
Policy 4. Use the arts as a vehicle for understanding and celebrating other cultures and Bainb-ridge Island heritage.
·4. l Identify culturally diverse a~ists and organizations as resources for the
cJassroom.
· 4.2 Encourage and support the Multicultural Advisory Council as a means to foster
the use of the arts to explore multicultural issues.
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 14
74
· 4.3 Incorporate ethnic communities and individuals as learning resources for arts
education and the understanding of our multicultural society.
Goal 3. Economic Vitality and the Arts. Preserve and share the community"s unique setting, character,
history, arts and culture by developing partnerships, resources and attractions that respect the needs and
desires of Bainbridge Island residents.
Policy 1. Identify and record Bainbridge Island"s "sense of place" through a continuous public dialogue about
preservation, sustainability, hospitality, and the influence of the arts, history, and culture.
· 1.1 Facilitate public dialogue about Bainbridge Island's "sense of place" including its
preservation, sustainability, hospitality, and the influence of the ads, history and
culture.
·1.2 Produce and maintain a record of this public dialogue about the !sland's "sense
of place" and encourage its use by the community for planning.
· 1.3 Conduct an economic impact study of the effect of the ads on the economy of
Bainbridge Island. (see also Goal 5. Financial Resources)
Policy 2. Use artistic, historic and cultural events as vehicles for sharing the Island"s uniqueness with residents and
visitors.
·2.1 Build a gateway/entry that exhibits the character, nature and culture of Bainbridge
Island. (see also Goal 10. Public Art)
·2.2 Promote downtown Winslow as a cultural hub and gathering place for residents
and as a destination for visitors on foot.
·2.3 Promote the use of existing and new small gathering places where the informal
public life of the community can thrive.
· 2.4 Develop environmentally sensitive and effective transportation systems to events
and attractions.
Policy 3. Cultivate partnerships among the organizations and those interested in the arts, economic development,
tourism, histodc and rural preservation.
· 3.1 Develop a working relationship with the ferry system to make use of boat and
terminal facilities to' promote the ads and humanities, and the !sland"s unique
character.
·3.2 Encourage use of public spaces for art and cultural activities such as parks, and
public buildings.
· 3.3 Foster effective communication among organizations and individuals interested in
the arts, economic development, tourjam, histodc preservation and rural
preservation.
Goal 4. Facility Development. Respond to the growing desire for cultural facilities by identifying short and
long term facility needs and priorities, and developing methods to meet those needs.
Policy 1. Identify current spaces and facilities available for cultural activities.
· 1.1 Identify and assess the current spaces and venues.available for cultural activities
and publish a space inventory that includes location, availability, size, rental costs
and contacts.
· 1.2 Encourage public and private organizations and individuals to develop
partnerships that cari make unused and under-utilized spaces and venues available.
· 1.3 Advocate for mutually beneficial, small multi-use facility development by
developers, planners and other public and private organizations and individuals.
Policy 2. Match the short-term facility needs of cultural organizations with the existing spaces.
· 2.1 Conduct a survey of cultural organizations' short-term facility needs through an
interview process.
· 2.2 Plan short-term facility use by utilizing the space inventory and the needs
inventory to match available facilities with the prioritized needs of the cultural
community.
· 2.3 Advocate space allocations to public agencies.
Policy 3. AsSess the long-term space needs through a feasibility study.
DRAFT CULTURAL ELEMENT- APRIL 16, 1998 15
o 3.1 Conduct a feasibility study that documents the projected cultural facility needs of
the community.
· 3.2 Recommend a plan for future facility development based on the feasibility study.
· 3.3 Enhance community awareness o1' current and future cultural facility needs.
· 3.4 Advocate for mutually beneficial small .multi-use facility development by
developers, planners and other public and private organizations and individuals.
· 3.5 Recognize and support the need for the current library expansion plan through
grant development assistance and advocacy.
· 3.6 Recognize and support the B.I. Historical Society, Filipino American Community,
Mabuhay, BPA, and other cultural groups that have identified future capital
improvement projects by identifying grantors and encouraging funding alliances.
Goal 5. Financial Resources. Encourage fiscal soundness of Bainbridge !sland's cultural and artistic
organizations by developing their capacity to maintain effective public, private and earned income funding.
Policy 1. Develop publiclprivate.padnerships to facilitate the financial stability and broaden the funding base for
cultural organizations.
· 1.1 Conduct an economic impact study of the effect of the arts on the economy of
Bainbridge Island. (see. also Goal 3. Economic Vitality)
· 1.2 Develop new earned-income opportunities for arts organizations by encouraging
mutually beneficial collaborative marketing and commercial ventures among arts
organizations and businesses.
· '1.3 Develop and use a database of organizational and business professionals to
counsel arts organizations and artists.
Policy 2. Identify new funding sources for cultural organizations and artists.
· 2.1 Produce and publish an economic profile of Bainbddge Island to assess
community Support. Include census and demographic information.
· 2.2 Facilitate classes, workshops and guidance about financial development. Include
planned giving programs, mer~bership, grant writing, fundraising, budgeting,
planning,. insurance and legal issues.
· 2.3 Establish and maintain a data base of funding sources. Consider hiring a grants
professional to develop a grants database for arts organizations and artists.
Policy 3. Fund the implementation of-the Cultural Element based on annual prioritized needs through public, private,
and earned-income sources.
· 3.1 Priodtize the funding of Cultural'Element strategies to meet the needs of the
cultural community, and develop annual budget projections.
· 3.2 Market the Cultural Element and its economic benefits to organizations and
encourage their long range commitment to financially support its implementation.
· 3.3 Encourage cultural organizations to make a financial commitment to Cultural
Element implementation by identifying annual target perceptage increases in their
budgets.
Goal 6. History and Heritage. Develop a greater understanding of our heritage and our living and growing
relationship to our past and future and to provide places and facilities in which that history will be
preserved, interpreted, and shared.
Policy 1. Create a sense of respect and importance for history and heritage among Island residents through
community education programs, school curriculum and oral history programs.
· 1.1 Create a community education program that provides opportunities, resources,
and guidance for schools, neighborhoods and students of all ages to adopt a place,
person, event, or some aspect or quality of Bainbridge Island history that they can
explore and share.
·1.2 Expand mentorship and apprenticeship programs to include opportunities to learn
about Bainbridge Island's history and culture.
· 1.3 Support a school curriculum which cultivates a commitment to the community
through community service and participation in the Island's history and cu[turai
activities.
· 1.4 Coordinate intergenerationat oral history programs that capture, in a timely
manner, the histories and experiences of eiders in our community.
75
CULTURAL ELEMENT - APRIL 16, 1998 16
76
· 1.5 Support and enhance school and community programs which teach and cultivate
multicultural diversity.
Policy 2. Strengthen a sense of community within neighborhoods.
· 2.1 Cooperate with existing agencies to create and rekindle events that connect
people, their local history and their neighborhoods, and encourage neighborhood
celebrations. Encourage local media to spotlight neighborhood events.
· 2.2 Improve the way Bainbddge Island welcomes newcomers by building on
Welcome Wagon efforts through' neighborhood participation.
Policy 3. Adopt guidelines that wilt identify and preserve histodc and cultural resources, farmland, forests and open
spaces.
· 3.1 Establish a City Landmark Commission to provide assistance to elected officials
and public agencies about preservation matters, and advise the community on issues
regarding historic and cultural resources, including landmarks, buildings archaeology,
and unique environments.
· 3.2 Conduct a public inventory and create and mainiain a centralized data base
about Bainbddge Island's historic and cultural resources, including its people,
organizations, places, history, culture and events. (see also Goal 3. Economic Vitality
and Goal 7. Humanities)
· 3.3 Develop methods of generating public recognition and support of the value of the
historic and cultural resources of Bainbddge Island including places, buildings,
objects, and people of community significance. (see also Goal 3.. Economic Vitality
and Goal 7. Humanities)
· 3.4 Adopt enabling legislation that provides tax incentives for historic preservation.
·3.5 Encourage communities, neighborhoods and organizations to continue to adopt-
a-landmark (site, building etc.) and assume responsibility for its care.
· 3.6 Encourage the community and landowners to identify and preserve significant
farmland, forest, and open space in the interest o1' sustaining the histodc rural
character of Bainbridge Island.,
Policy 4. Provide places to promote shadrig the Island's cultural and history with the community.
·4.1 Complete a feasibility study about the need, uses and economic possibility of
creating a community cultural center. (See Goal 4. Facilities Development)
· 4.2 Inventory and maintain a directory of currently available spaces that can be used
for cultural celebrations, education and performance. (See Goal 4. Facilities
Development)
·
Policy 5. Provide' adequate space to collect, preserve and interpret the Island's history.
· 5.1 Expand facilities to collect and preserve the Community's cultural and historic
objects and records and provide accessible places to interpret and share these
growing resources.
·5.2 Address immediate needs for administrative, storage and interpretlye space for
the history museum.
· 5.3 Adequately staff and operate historical facilities.
Goal 7. Humanities. Foster the spirit of community in which the richness of human experience is explored
and nurtured through on-going analysis and exchange of ideas about the relation to self, others and the
natural world.
·
Policy 1. Heighten community awareness and understanding of the humanities through expanded programming. · 1.1 Publish activities and target audiences for humanities programs and services.
· 1.2 Establish a humanist-in-residency program to engage the community in
discussions of values and beliefs.
· 1.3 Foster a climate that encourages dialogue regarding the challenges in today's
society.
· 1.4 Encourage and support the integration of humanities throughout school
curriculum, including present high school programs.
· 1.5 Identify the community's public and private humanities resources and encourage
their availability.
DRAF'F CULTURAL ELEMENT- APRIL 16, 1998 t7
77
· 1.6 Improve access to humanities activities by identification and development of
facilities, especially small multi-use gathering places.
Policy 2. Nurture creative thought and expression and an exchange of ideas belween Island residents by facilitating
community discussions.
· 2.1 Identify and develop a directory of talented individuals willing to interact with a
broad cross section of the communit'y, (including schools, business and religious,
cultural and arts groups) to open new awareness of our world and inspire creative
thought, expression and action.
· 2.2 Provide a high level of skill development in reading, writing and storytelling that
expands the understanding and expression of ideas.
· 2.3 Recognize the value of student effort and "whole learning" by encouraging
schools, parents and teachers to acknowledge student improvement as well as
excellence.
· 2.4 Conduct book discussions tot youth and adults.
Policy 3. Engage the community in public dialogue to acknowledge and appreciate different ways of living, thinking,
believing and behaving in society.
·3.1 Develop and sponsor dialogues and programs that focus on the diversity ol
values in schools, businesses, and everyday activities.
· 3.2 Continue to connect generations through programs concerned with individual
histories, as well as the heritage of the Island, the region and other cultures..
Encourage recording of these activities. (see also Goal 6. History and Heritage)
Policy 4. Celebrate the richness and variety of'human gifts through a festival of humanities.
· 4.1 Sponsor a festival of the humanities (in conjunction with the arts) carried on
throughout the Island.
·4.2 Encourage a healthy community through the acknowledgment and support of
many forms of volunteerism.
· 4.3 Develop marketing and accessibility strategies to encourage the participation of
all ages in humanities activities.
'Goal 8. Individual Artists', Encourage local Support for a creative and economic environment that allows
artists to continue to live and work in and for the community, and for themselves.
Policy 1. Identify artists and their value to the community through opportunities for public dialogue, an on-Iine
database and directory of artists, and residency programs.
·1.1 Facilitate forums and public dialogue which familiarize the community with the
artists' role on Bainbridge Island.
· 1.2 Develop a residency program to bring artists, writers, historians, scientists and
others to Bainbridge Island for the purpose 'of facilitating and encouraging .
interdisciplinary dialogue within the community.
· 1.3 Generate a body of artists' writings and conversations about art and the role 'of
the artist, and publish these in the community. i.e., in newspaper columns, Exhibition
Magazine, publication margins, grocery bags, on Bainbridge Bakers cups, etc.
· 1.4 Establish a guidelines package [or hiring artists that contains "standards and
practices" (establishing realistic work conditions and scale of payment for artists'
services) and advocate for the adoption of such guidelines by the community's public
and private organizations.
·1.5 Encourage the inclusion of artists and/or arts professionals (collectors, gallery
owners, administrators, etc.) on agency boards and public decision-making bodies.
· 1.6. Create an on-line database and printed directory of Bainbridge Island artists and
make directory information available to interested agencies, organizations and the
public in a timely manner and on a regular basiS. Include a "standards and practices
package".
Policy 2. Support artists through funding and professional development opportunities.
· 2.1 Provide individual artist grants through a re-granting process. (Re-granting:
obtaining grant funding from government and private sources which is then
redistributed to individual artists and groups through a local granting process.)
· 2.2 Advocate the investment by businesses and organizations in the communityis
artists through patronage, in-kind donations and resource sharing.
DRAFT CULTURAL ELEMENT- APRIL 16, 1998 18
78
·2.3 Establish an individual artist fellowship program which awards grants for creative
research and professional development.
· 2.4 Establish partnerships with local businesses and community organizations to
support exhibitions andor performances, programs, in-kind services, space and/or
the funding thereof.
Policy 3. Increase technical assistance, network opportunities, and tax deductible patronage for artists. · 3.1 Sponsor and facilitate professional skill development classes, workshops and
network opportunities.
· 3.2 Sponsor and promote collaborative/interdisciplinary associations among artists.
· 3.3 Facilitate lectures and workshops given by guest artists.
· 3.4 Provide artists with technical assistance, which may include marketing,
occupational safety, grant writing, portfolio development, etc.
· 3.5 Expand and promote a means for BIAHC (and other arts organizations) to accept
tax-deductible gifts, funds, tools, and other resources to be directed to individual
artists. Explore the tax advantages of donating work space for artists.
· 3.6 Identify the need for, and coordinate business services and resources for
individual artists.
Policy 4. Advocate for affordable work and living space for artists.
· 4.1 Develop a facilities directory to assist' artists, discussion groups and
organizations in finding rehearsal, performance, exhibit and work space. Promote the
use of this directory by the City, businesses, organizations and individuals and
encourage trades, donations and space shadng. (see also Goal 4. Facilities ..
Development).
· 4.2 Consider artists' facility needs when addressing zoning modifications and city
planning. Include artists and design professionals on planning committees to address
their special needs. Encourage affordable living/working spaces through zoning and
city planning.
Goal 9. Marketing and Communications. Plan and implement effective marketing and communication
systems to promote the arts 'through public 'dialogue, media and education.
Policy 1. Use coordinated marketing strategies to promote cultural events.
· 1.1 Develop strategies to improve communication, transportation and accessibility to
arts and humanities events on Bainbridge Island. ,
· 1.2 Publish and distribute to Seattle and other markets, promotional material about
Bainbridge Island arts and humanities activities.
· 1.3 Establish a business and arts partnership to publish a brochure and/or cultural
map highlighting the Island's cultural attractions.
· 1.4 Establish a forum for media representatives to meet with representatives of
cultural and arts organizations to coordinate calendar events and communicate about.
media issues.
· 1.5 Coordinate information about the arts, humanities and cultural events through a
central calendar and build a database to manage data.
· 1.6 ,Publish and disseminate to the community a computer-generated directory of ads
organizations, their profile, programs, and resources.
· 1.7 Develop and maintain an annual monitoring process to ensure that the marketing
plans reflect the desires of the community. (see also Goal 3. Economic Vitality)
Policy 2. Employ new media technologies to market cultural events.
· 2.1 Establish new methods to publicize cultural events and expand successful
publicity models. Print calendar information in a "Hot Sheet" for local distribution;
install an 842-ARTS line to communicate current ads and cultural events; put
information on B.]. Library's on-line electronic bulletin board (Freenet); explore
opportunities to publicize cultural events through cable TV and Bainbridge
Broadcasting.
· 2.2 Utilize new venues to publicize events and programs, includingtaxis, transit
vehicles and bus and ferry depots. Install & maintain kiosks and develop
partnerships-with local businesses who advertise.
· 2.3 Encourage media to write critical reviews of exhibits, plays, musical
performances etc.
DRAFT CULTURAL ELEMENT - APRIL 16, 1998 19
79.
· 2.4 Develop a marketing and communications plan to increase public understanding
of the value of arts on Bainbridge Island.
Policy 3. Expand venues for artists work and arts and humanities events through Arts News and Exhibition
publications.
·3.1 Increase frequency of Arts News. Restructure the format and contoni to make the
publication more exciting and accessible to readers.
· 3.2 Expand recognition of Exhibition magazine. Examine the possibility of expanding
distribution and, staff.
Policy 4. Cultivate patronage and awareness of the ads and humanities through personal contact with Bainbridge
artists and scholars.
·4.1 Reveal artists' thought processes, creative skills and work environments through
small, informal interactions.
·4.2 Establish a mentorship' program between youth and artists. (see also Goal 3.
Economic Vitality)
·4.3 Support and promote small intimate events that reflect Bainbridge Island's
cultural image. (i.e. musical evenings, pdvate studio visits, el~c.)
· 5.6 Establish a monthly gallery walk schedule and expand the activities and '
attractions to include artists appearances, rotating open studios, studio seconds
sales, etc.
Goal-10. Public Art and Community Design. Create a stimulating visual environment through the public and
private artworks programs, and create a greater understanding and appreciation of art and artists through
community dialogue, education and involvement.
Policy 1. Develop a long-range comprehensive plan for the City's One Percent for Public Art Program. · 1.1 Maximize the use of public and private public art lunding.
· 1.2 Establis~ and maintain an inventory of possible sites for 1% public art projects.
· 1.3 Promote a greater awareness and appreciation of public art and existing 1%
projects.
· 1.4 initiate and maintain a portable artworks collection that features local artists.
· 1.5 Involve the public in 1% public art project decisions and site selections.
Policy 2. Advocate for the inclusion' of quality public art in projects built by both pdvate developers and public
agencies.
· 2.1 Establish effective methods to encoura~le the inclusion of quality art in projects by
private developers and public agencies.
·2.2 Encourage the use of public transportation vehicles, buildings and structures for
public art.
· 2.3 Lobby other public agencies with capital projects to adopt 1% public art
programs.
Policy 3. Promote quality design in both the natural and built environments and use artists on design teams. · 3.1 Place artists on City capital improvement project design teams.
· 3.2 Advocate for inclusion of artists on planning teams for publicly-funded projects.
· 3.3 Promote the concept of design competitions for public projects.
· 3.4 Advocate for preserving the greenway of the Highway 305 corridor. (See also
Goal 6. History and Heritage)
· 3.5 Advocate for enhancing the visual appearance of Waterfront Park. (See also
Goal 6. History and Heritage)
Policy 4. Enhance the visual appearance of the ferry terminal and city gateways.
· 4. 1 Develop strategies and collaborative partnerships to improve the ferry terminal
and city gateways providing visual continuity from the ferry terminal to downtown,
(See also Goal 3. Economic Vitality)
· 4.2 Include 1% public art projects in ferry terminal improvements. (See also Goal 3.
Economic Vitality)
DRAFT CULTURAL ELEMENT- APRIL 16, 1998 20
80
Goal 11. Services to Cultural Organizations. Identify and Support opportunities that enhance the excellence,
diversity, vitality, collaboration and capability of cultural organizations.
Policy 1. Educate the community about the services and programs of the diverse Bainbridge Island cultural
organizations.
· 1.1 Promote the diverse nature and roles of the arts and humanities organizations
through the media and community publications.
· 1.2 Maintain information about current cultural organizational profiles and activities.
Policy 2. Cultivate cultural organizations' administrative and financial stability through educational and technical
assistance.
·2.1 Survey cultural organizations to determine.their need for business advice and
skilI development.
· 2.2 Sponsor and/or facilitate business skill development programs and business
guidance for cultural organizations.
Policy 3. Increase network and coilaborative opportunities among the cultural organizations.
· 3.1 Recognize the role of the "Representatives Committee" as a community arts and
humanities network.
· ' 3.2 Encourage the practice of sharing services and supplies among' cultural arts
organizations.
Policy 4. Build greater leadership for the cultural community through the cultural representatives forums.
· 4.1 Continue to promote inter-organizational communication through the
Representatives Committee.
· 4.2 Promote and publicize the Representatives Committee's services and meetings
and encourage broad participation.
· 4.3 The Representatives Committee will define its leadership role in the community.
Policy 5. Develop and maintain an information system that provides information about cultural arts programs,
activities and cultural arts issues of interest.
· 5.1 Establish an information network that includes a centralized cultural arts
calendar, a directory of artists and arts organizations and cultural arts issues
·5.2 Collect and make information available about technical assistance programs,
services and funding opportunities for artists and cultural organizations.
· 5.3 Publish and distribute information about programs, resources and funding
opportunities.
Policy 6. Strengthen the Arts and Humanities Counci!'s ability to provide services to the cultural constituency and
the community.
·6.1 Create an annual work plan to incorporate BIAHC's responsibilities to Cultural
Element implementation.
· 6.2 Apply for NEA Locals Program Implementation Grant.
DRAFT CULTURAL ELEMENT. APRIL 16, 1998 2t