FREE ELECTRONIC LIBRARY - Abstract, dissertation, book

Pages:   || 2 |

«Arts for the City: Community Arts and Affordability Innovations in San Francisco Edwin M. Lee City of San Francisco1 Tom DeCaigny City of San ...»

-- [ Page 1 ] --

Community Development INVESTMENT REVIEW 25

Arts for the City: Community Arts and

Affordability Innovations in San Francisco

Edwin M. Lee

City of San Francisco1

Tom DeCaigny

City of San Francisco

San Francisco Arts and Culture in the Current Economy

San Francisco is known internationally as a progressive and diverse city with a rich history

of avant-garde subcultures, incubating and innovating new and exciting forms of expression, technology, and urbanism. Whether hippies or hackers, San Francisco has invited newcomers and their new ideas. In fact, San Francisco has become synonymous with risk taking, innovation, and creativity in many parts of the United States and abroad. According to the San Francisco Center for Economic Development, the arts and creative industries represent the fourth-largest growth sector in our city—which any mayor or director of cultural affairs knows is a very good thing. San Francisco’s arts and culture-inspired tourism alone generates $1.7 billion in local visitor spending.2 Our arts and culture organizations support nearly 20,000 full-time jobs and more than $500 million in household income to our residents.3 Attracting highly-educated and talented workers to the region’s labor force and feeding a range of creative industries, San Francisco’s diverse artistic and cultural communities are key to its booming innovation economy. The city invests more than $75 million annually in support of this arts ecosystem including worldrenowned museums and performing arts institutions as well as hundreds of community arts organizations and artists who express myriad cultures rooted in our distinct neighborhoods.

In addition, San Francisco is one of the most diverse cities in the world, with more than 45 percent of residents speaking a language other than English at home.4 But how does this rich cultural ecosystem interface with a rapidly growing economy?

San Francisco is emerging strong from the worst recession in a generation when we were faced with budget shortfalls in the hundreds of millions of dollars. Since then, the unemployment rate has been cut in half from almost 10 percent to now less than 5 percent.

1 We would like to acknowledge the following people for their important contributions to this article: Rachelle Axel, San Francisco Arts Commission; Moy Eng, Community Arts Stabilization Trust; Shelley Trott, Kenneth Rainin Foundation; Frances Phillips, Walter & Elise Haas Fund; and Deborah Frieden, Deborah Frieden & Associates.

2 San Francisco Travel Association, “San Francisco Arts & Cultural Travel Study.” (San Francisco, CA: Destination Analysts, Inc., December 2010).

3 Americans for the Arts, “Arts & Economic Prosperity IV.” (New York: Americans for the Arts, 2012).

4 U.S. Census Bureau Data Sets from San Francisco, 2010, available at http://quickfacts.census.gov/qfd/ states/06/06075.html.

–  –  –

This broad-based recovery includes growth in every industry, from technology to small-scale manufacturing and hospitality. The San Francisco Chamber of Commerce credits San Francisco’s recent success, in part, to the Central Market Payroll Tax Exclusion that helped the city attract 18 technology companies, 22 new small businesses, and 11 new arts venues as a result of its revitalization efforts. The chamber said that the tax exclusion provided employers of all types and sizes with the incentive to relocate to the Central Market district or expand their businesses, revitalizing a dynamic segment of San Francisco’s urban core. These efforts are credited with generating $7.6 million in additional business tax revenue.5 Nevertheless, as we welcome new jobs and new residents to our city, we must also address affordability challenges that have arisen because of that success and prosperity. Some of those challenges affect the sustainability of our arts and culture sector.6 We, as a city, must grapple with the arithmetic of squeezing more people into San Francisco’s 49 square miles.

In addition to solving the space challenges related to such significant economic growth, the dissolution of California’s Redevelopment Agencies has required the city to step forward with new solutions to sustain some of San Francisco’s most critical cultural assets, once held under state ownership, for years to come.

The City of San Francisco’s Affordability Response As was the case with stimulating the economy during the economic downturn, municipal intervention is necessary to ensure that San Francisco’s unique cultural system continues to thrive in a rapidly changing environment.

Central Market/Tenderloin Strategy In 2011, the city launched a public-private effort to revitalize Central Market. A cornerstone of this effort was to restore Central Market as San Francisco’s downtown arts district (the mid-20th century epicenter for theater and cultural life) while inviting new retailers, restaurants, and businesses to take advantage of transit-rich Market Street. Market Street is San Francisco’s primary commercial corridor that connects the adjacent Tenderloin and SoMa neighborhoods to the Greater Bay Area. The Tenderloin neighborhood has a high concentration of children and families, a rich network of social service providers, single-room occupancy hotels, and one of the city’s lowest median household income levels. SoMa is home to a historically working-class Filipino community and many nonprofit organizations, and it is the emerging center of San Francisco’s growing technology industry.

5 San Francisco Chamber of Commerce statement on Central Market Turnaround. (San Francisco, CA: Gwen Oldham; April 2014), available at https://sfchamber.com/blog/san-francisco-chamber-commerce-statementcentral-market-turnaround/.

6 City and County of San Francisco Budget & Legislative Analyst Policy Report, “Review of the Impact of Increasing in San Francisco on Local Nonprofit Organizations.” October 9, 2013, available at http://www.sfhsn.



Creating positive street life with regular day- and night-time arts and cultural activities has been a primary component of this strategy and benefitted from an early $250,000 Mayor’s Institute on City Design award from the National Endowment for the Arts. Strategies we have implemented include free outdoor dance classes, aerial performances on buildings, publicly accessible pianos, light and other public art installations, and arts engagement opportunities for local residents and visitors by neighborhood arts organizations.

Central Market has transformed in the past three years. The neighborhood is now home to 18 technology companies, 22 new small businesses, and 11 new arts venues owing to the city’s revitalization efforts. This public-private revitalization effort has been a nationally recognized success, and the investment is bringing long-desired improvements to the Tenderloin, where we are beginning to see exciting new businesses, more housing, streetscape improvements, and renovated parks. Private arts partners have invested in new Central Market and Tenderloin arts venues such as the American Conservatory Theater’s $32 million restoration of the long-vacant historic Strand Theater.

We have more work to do to create a healthy, vibrant, and inclusive neighborhood and to help longtime residents, small business owners, and nonprofit organizations remain in the neighborhood as it changes. But the decades of disinvestment and abandonment in Central Market and the Tenderloin are over, and the arts have been a key driver of this momentum.

Living Innovation Zones The Living Innovation Zones (LIZs) are part of the city’s efforts to revitalize and reconstruct Market Street. LIZs are site-specific projects that engage the public in interactive science, art, and technology exhibits on sidewalks, in plazas, and in other accessible areas.

These temporary installation projects are developed by the San Francisco Planning Department, Department of Public Works, and the Mayor’s Office of Civic Innovation in partnership with private organizations such as San Francisco’s groundbreaking art and technology museum, the Exploratorium.

The Public Art Trust San Francisco’s planning code requires that 1 percent of private development project costs downtown be allocated to include publicly accessible art. In 2012, we led an effort to expand that legislation to create the Public Art Trust—a mechanism that gives private developers the option to satisfy their 1 percent art requirement by paying all or part of the equivalent value into a newly established Public Art Trust Fund administered by the San Francisco Arts Commission. The trust allows a broader array of uses, including conservation of existing city-owned public artworks, capital improvements to nonprofit arts spaces, and temporary art installations or art activation programming within downtown.

The first Public Art Trust project is underway, funded through a contribution made by the private developer Emerald Fund. Artists have been solicited through a request for proposals to create permanent artwork for San Francisco’s historic Bill Graham Civic Auditorium, directly across from where Emerald Fund is constructing two residential properties. Other


Community Development INVESTMENT REVIEW developers are in discussions with the San Francisco Arts Commission as they consider the benefits of contributing to the success of the local arts ecosystem.

Nonprofit Displacement Working Group and Mitigation Fund The city established the Nonprofit Displacement Working Group in 2013 to find creative policy solutions for citywide arts and social service nonprofits facing fewer affordable leasing options in San Francisco. The city allocated $4.5 million to help implement the recommendations that emerged from this working group, $2 million of which helps arts nonprofits stay in San Francisco. This $2 million, administered by the San Francisco Arts Commission, will enable the Northern California Community Loan Fund and Community Arts Stabilization Trust (CAST) to launch a three-year, citywide technical assistance and grantmaking initiative

for arts nonprofits affected by displacement. Specifically, the funds will support:

1. Technical assistance to nonprofit organizations for lease negotiations, financing, capital campaigns, co-location and back-office sharing.

2. Direct financial assistance in the form of grants for tenant improvements, acquisition of property, security deposits, and support in accessing federal tax credits.

3. Space identification and inventory.

4. Planning, zoning, and developer incentives.

5. Private partnerships with foundations and corporate partners.

Private Partnerships in Affordability Many San Francisco arts organizations share the city’s values of cultural equity. A pluralistic arts ecosystem requires small-, mid-, and large-budget organizations to thrive, including those run by and serving historically underserved communities.

The Community Arts Stabilization Trust (CAST) The CAST was founded in 2012 and presents a model solution to build sustainability in the arts community. CAST’s innovative approach to sustaining healthy arts organizations currently focuses on Central Market and the Tenderloin and SoMa neighborhoods.

CAST secures real estate and works with community arts organizations to help develop and strengthen their financial and organizational capacity to purchase permanent facilities and navigate the complex San Francisco commercial real estate market. CAST’s model is informed by years of experimentation that attempted to address affordable arts space and

sustainability. CAST has three primary program strategies:

1. Purchase buildings and lease them to suitable nonprofit arts organizations, then transition the agreements from lease to ownership within seven to ten years at the initial purchase price.

2. Serve as master leaseholder on properties and manage the spaces for subtenants from the arts.


3. Identify underused, below-market rental spaces and match them to uses and programs for the arts.

This three-pronged approach is undergirded by a commitment to organizational capacity building. CAST aims to match arts groups with the appropriate facility option for their needs and capacity. Further, CAST helps organizations build acumen to manage their facilities, one of the most resource-intensive components of any arts nonprofit’s operation.

To achieve its goals, CAST aims to raise $25 to $30 million by 2017 from public- and private-sector institutions and individuals. The majority of the funds will help purchase and renovate cultural facilities. With a $5 million grant from the Kenneth Rainin Foundation, CAST purchased two properties in Central Market and the Tenderloin, which will be the new homes for CounterPULSE and the Luggage Store Gallery/509 Cultural Center. These two community-based, contemporary arts organizations project serving approximately 95,000 people each year in new, expanded facilities. Philanthropic donations and public-sector financing will support the purchase and renovations.

The City of San Francisco is supporting CAST and the capital campaign efforts of CAST’s first two arts nonprofit projects. The National Endowment for the Arts has also awarded an Our Town grant to support CAST’s real-estate mapping and space-matching efforts (see Chu and Schupbach’s article in this issue for more on Our Town grants). This grant is based on the promising practices of arts intermediaries such as Fractured Atlas, Sustain Arts, and the Northern California Community Loan Fund.

Pages:   || 2 |

Similar works:

«econstor www.econstor.eu Der Open-Access-Publikationsserver der ZBW – Leibniz-Informationszentrum Wirtschaft The Open Access Publication Server of the ZBW – Leibniz Information Centre for Economics Mayer-Tasch, Lucius Working Paper Nachhaltige Energieversorgung in Entwicklungsländern: Zur Rolle der Weltbank in Mosambik WZB Discussion Paper, No. P 2004-004 Provided in Cooperation with: WZB Berlin Social Science Center Suggested Citation: Mayer-Tasch, Lucius (2004) : Nachhaltige...»

«QuickSpecs HP Solid State Drives for HP Business Desktop PCs Overview Models SATA 3 GB/second Interface Drives Intel® Pro 1500 180 GB SATA SED Opal1 Solid State Drive (SSD) G4M04AA HP 128 GB Solid State Drive (SSD) QV063AA HP 128 GB SED Opal 2 Solid State Drive (SSD) G1K24AA Introduction Boost the performance and robustness of your HP Business Desktop PC with a Solid State Drive. The HP 128 GB and Intel® SSD Pro 1500, 180 GB Solid State, and HP 128Gb SED Opal 2 Solid State Drives are drop-in...»

«SPECIAL REPORT The Need for More Supermarkets in New Jersey food for every child ACKNOWLEDGMENTS This report was prepared by Brian Lang and Miriam Manon of The Food Trust and Caroline Philipuk, GIS coordinator, and David Tulloch, associate director, at the Center for Remote Sensing and Spatial Analysis at Rutgers, The State University of New Jersey; it was released fall 2009. This report was made possible by grants from the Robert Wood Johnson Foundation and the New Jersey Economic Development...»

«DRUGS From Discovery to Approval Second Edition RICK NG, PhD, MBA A-Bio Pharma Pte Ltd, Singapore A John Wiley & Sons, Ltd., Publication DRUGS DRUGS From Discovery to Approval Second Edition RICK NG, PhD, MBA A-Bio Pharma Pte Ltd, Singapore A John Wiley & Sons, Ltd., Publication Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved. Wiley-Blackwell is an imprint of John Wiley & Sons, formed by the merger of Wiley’s global Scientific, Technical, and Medical business with Blackwell...»

«Journal of Economic Geography 11 (2011) pp. 529–557 doi:10.1093/jeg/lbq007 Advance Access Published on 17 May 2010 The rural growth trifecta: outdoor amenities, creative class and entrepreneurial context§ David A. McGranahan*y, Timothy R. Wojan* and Dayton M. Lambertz *Economic Research Service, U.S. Department of Agriculture, Washington, DC, USA z Department of Agricultural and Resource Economics, University of Tennessee, Knoxville, USA y Corresponding author: David A. McGranahan, Economic...»

«Journal of Sport Management, 1990, 4, 31-58 Sport Management Curricular Evaluation and Needs Assessment: A Multifaceted Approach Joy T. DeSensi, Dennie R. Kelley, Mary Dale Blanton, and Patricia A. Beitel The University o Tennessee, Knoxville f This study specifically determined (a) employer expectations of sport managers, (b) employer evaluation of educational sport management programs and curricula, (c) collegeluniversity facultylstudent evaluation of components of existing sport management...»

«COUNCIL OF Brussels, 25 March 2011 THE EUROPEAN UNION 7979/11 PE 129 ECOFIN 157 FIN 194 NOTE from : General Secretariat of the Council to : Delegations Subject : Summary record of the meeting of the Committee on Economic and Monetary Affairs (ECON), held in Brussels on 21 and 22 March 2011 The meeting was chaired by Ms Bowles (ALDE, UK) and by Mr García-Margallo y Marfil (EPP, ES). 1. Adoption of the agenda The agenda was adopted. 2. Monetary dialogue with Mr. Jean-Claude TRICHET, President of...»

«Aquatic Job Descriptions and Pay Rates 2012 Season (All applicants will be given a Criminal Background Investigation) (12/14/2012) Cashier Municipal Pools Minimum age: 17 years old. Experience: Cash handling experience not required but preferred. Certifications: American Red Cross Community CPR; and First Aid preferred. Job Duties: Greet patrons of the pay facilities; count working cash, swim tickets, actual cash made for the day; help out in emergency situations at the facilities; answer the...»

«Helmut Reichelt Einige Fragen und Anmerkungen zu Nadjas „Kritik als Substanz des Denkens bei Kant und Marx.“1 Nadja Rakowitz kommt mit dieser Abhandlung einem schon vor langer Zeit und mehrfach geäußertem Wunsch nach, die „Frankfurter Position“ einmal schriftlich darzulegen, damit wir uns über Differenzen und Übereinstimmung größere Klarheit verschaffen können. Zur Vorbereitung einer Diskussion scheint es mir sinnvoll, Nadjas Ausführungen noch einmal in Thesenform zu...»

«13.008 Bericht zur Aussenwirtschaftspolitik 2012 und Botschaften zu Wirtschaftsvereinbarungen sowie Bericht über zolltarifarische Massnahmen im Jahr 2012 vom 9. Januar 2013 Sehr geehrte Frau Nationalratspräsidentin Sehr geehrter Herr Ständeratspräsident Sehr geehrte Damen und Herren Gestützt auf Artikel 10 des Bundesgesetzes vom 25. Juni 1982 über aussenwirtschaftliche Massnahmen («Aussenwirtschaftsgesetz», SR 946.201) erstatten wir Ihnen Bericht über die Aussenwirtschaftspolitik 2012....»

«nstitut für ökologische Wirtschaftsforschung gGmbH FuE-Vorhaben Sondierungsstudie gentechnikfreie Regionen in Deutschland Eine sozioökonomische Analyse am Beispiel der brandenburgischen Uckermark Abschlussbericht FKZ 80364010 Bearbeitung Dr. Guido Nischw itz Christian Kuhlicke Tina Bodenschatz Beate Thießen Karen Tittel Institut für ökologische Wirtschaftsforschung (IÖW) gGmbH, Büro Hannover, Oktober 2004 IÖW, Geschäftsstelle Berlin Potsdamer Str. 105 D-10785 Berlin Tel.: 030 –...»

«Justus-Liebig-Universität Giessen Fachbereich 09 | Agrarwissenschaften | Ökotrophologie | Umweltmanagement Institut für Agrarpolitik und Marktforschung Professur für Agrarund Entwicklungspolitik Ökologischer Landbau und Umweltstandards aus Sicht der Entwicklungsländer: Handelshemmnisse und Handelschancen Diplomarbeit im Studiengang Agrarwissenschaften, Fachrichtung Wirtschaft und Soziales des Landbaus Jessica Aschemann Referent: Prof. Dr. Michael P. Schmitz Koreferent: Prof. Dr. Roland...»

<<  HOME   |    CONTACTS
2016 www.abstract.xlibx.info - Free e-library - Abstract, dissertation, book

Materials of this site are available for review, all rights belong to their respective owners.
If you do not agree with the fact that your material is placed on this site, please, email us, we will within 1-2 business days delete him.