Headline
Public Art Service Study Recommendations
McGregor Consulting
June 6, 1998
Acknowledgements | Introduction | Recommendations | Services 1 | Services 2 | Budget and Funding | Action Plan | Conclusion | Appendix 1 | Appendix 2
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Recommendations
Demonstrated Needs
The research and the survey findings demonstrated that there is need for a wide range of information. Of significant importance is the dual need for both technical, nuts and bolts information as well as the desire for expanded critical discourse. The areas of significant need are summarized as follows:
- a centralized information clearinghouse, providing updates on new trends, a venue for information exchange, and focal point for research and dissemination
- a forum for expanded discourse, critical discussion and writing
- a collegial network with opportunities to communicate and meet with peers
- empowerment of the field and leadership on a national level
Mission Statement
This organization will be a national, centralized information clearinghouse for the field of public art, providing services for a broad range of members and the information for the general public. It will stimulate discussion of critical issues and serve as a network for communication in this diffuse and multi-faceted field.
Membership
We strongly recommend that membership be open to all practitioners, administrators, artists, consultants, designers, conservators, as well as those who have an occasional involvement such as committee members, curators, and planners. Initially there were some who felt that the organization should be limited to arts administrators, however, we oppose this for several reasons. Our research shows that there is broad interest from many professions and many individuals wear several hats such as administrator/artist, writer/educator, etc.. On a practical level, there are not enough administrators to generate the membership base that is required. In the end, the most compelling reason is that the dialogue will be enriched by many points of view and the desire for information and discourse cuts across all professions.
When it comes to membership dues the survey offered some instructive information. It is significant, that 50% would join as individuals as compared to 35% whose organization would pay for them. It was not surprising that people were not prepared to pay a lot. Of those joining as individuals, 86% were willing to pay $50 - $100. Of those joining at the organizational level 66% would pay less than $500, and only 34% were willing to pay over $500. In this category many felt that $500 was too high.
The following levels and services are recommended based in the survey results and comparisons with other professional organizations. It is anticipated services would be phased in over the first three years. Because of the wide range of professions involved in public art, we strongly recommend that the levels have umbrella–type names rather than artist, public art administrator, etc. Setting the membership rates and services will require coordination with the host organization.
Level 1—Associate Level—$65
- regular bulletin—available through email, fax or mail
- discounts on ordering public art related books, CD-ROM, videos, journals
- membership rate to participate in activities, programs, conferences
- access to members–only section of web site containing discussion room and other limited access studies, etc.
Level 2—Professional Level—$150, receive above plus:
- membership directory—printed
- free information packages, simple reports (these would be available for sale to others and the public)
- reduced rate subscription to magazines and journals such as Public Art Review and Places
Level 3—Advocate Level—$200, receive above plus:
- guest editor/curator monographs (3–4 per year)
Level 4—Organizations—$350 for the first two staff members $50 for each additional
Benefits at the advocate level (with one copy of reports per office)
- listing of organization on web page with link to organization home page if available
Core Organizational Structure
Organization Position
Although our research and survey indicated considerable interest in structuring the organization as an independent entity, starting-up a new organization is extremely challenging in this climate. Therefore, we recommend that this public art organization be initiated as a subsidiary to an organization with national or even international scope. The possibility of becoming independent should be reviewed after three years.
There are several potential hosts organizations to consider. No group emerged as the perfect match but each has positive connections to offer. The organizations identified below have constituencies that overlap those of the public art group as well as broad national network in place already.
- A national service organization such as Americans for the Arts, National Assembly of State Arts Agencies.
- A public art organization such as Heritage Preservation (SOS!), Forecast
It is important to stress that the benefit that the public art organization can bring to a host group. The survey has demonstrated a very strong interest in the group and the types of people who would be members.
Benefits to Host Group
- expanded membership that includes many individuals
- diverse professional background and expertise of members
- broad national representation
- potentially large international membership, especially with web site and electronic bulletin
- services that the regular members of the organization would value
- strong potential for partnership projects
- potential for attracting a different funding base
Staff
To start positions could be part time, internships, shared with the host, or contracted services. We also recognize a relationship should be developed with graduate programs in public art administration and related areas to develop internship programs and research assignments. The following represents the optimal staff areas.
- director/facilitator
- familiar with the field
- operating at a senior level in the host organization,
- an excellent facilitator, commitment to making the committee structure work well
- fundraising experience.
- communications coordinator
- update web site, organize bulletin, develop database
- fundraising/membership coordinator
- researchers/writers
- support staff
Advisory Board
- 10–12 members, with three-year terms elected by a nominating committee
- Commitment to be an active working board
- National representation
- Broad professional representation with at least one of the following:
- public art administrators: large program, small
program, independent consultant - artist
- design professional: urban planner, landscape architect, architect
- conservator
- educator
- critic, curator, art, architecture or cultural historian
- Comittees
- Chaired by board members, the committees
- Composed of interested professional level members
- Broad geographical, professional representation
- Suggested Committee Areas
- conservation/maintenance/collections management
- critical discourse/editorial issues - selection committee for guest editor
- international connections
- crisis and controversy–quick response to problems in the field
- services to the field–initially work to assemble the information packages and review proposed
- research projects
- networking and symposia, special events
- ethics and professional standards
- regional issue based groups
- nominating committee
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