SKYLANDART PROJECT

Concept Introduction

This outline describes the development of a residency program for visual artists, film-makers, writers, and scientists, as well as a facility to house the program. The mission of the center will be to promote collaboration among highly creative people to make art that celebrates and elevates our perception of the natural world and our sense of place in it. The program will select and invite resident fellows to use the facility and its location in coastal southeastern Massachusetts for this specific purpose. Artists and scientists who focus their work on nature and the environment will break new intellectual ground by forging collaborative partnerships. This section summarizes the overall concept, followed by a rationale, a brief description of the program, and an outline of the financial model.

The center will accommodate from ten to fourteen resident fellows for nine months on a rotational basis each year. Fellows will be selected through review of applications by a small revolving-member selection committee comprising past fellows, a representative of the local arts community, and members of the center’s board of directors. Applicants will be asked to outline a specific project or subject focus for their residency period. They will also be encouraged to participate in small teams on projects.

In addition, the center will be open to the public for short courses as a summer school for ten weeks during July – September each year. Drawing on their multi-disciplinary expertise, resident fellows will teach week long seminars as part of their responsibility to the center. Concurrent seminars will include 10 – 15 participants.

The facility will operate year-round to provide a gathering place focused on art for the community and local residents. There will be a year-round visual arts program for children and young people that will be expanded during the summer into camp format. During the summer months the facility will open a café restaurant for the use of Summer school participants and open to the general public. It will contain a 4,000 square foot gallery space for showing work and projects completed by fellows. The space will be available for showing film and for rental to local residents and others for functions and purposes consistent with the mission of the center.

To accommodate the program, I propose to build a new campus style facility of approximately 16,000 square feet, designed to the highest current standards of green or sustainable design – at least a Gold rating from the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) rating system. The mini-campus design will situate separate buildings on a three to four acre site (Attachment 1). If possible, the facility will be connected to an organization that complements the core mission of the program, and preferably built on a site close to an area of natural beauty such as conservation land, a preserve or farm. Almost any coastal location in southeastern Massachusetts ensures close proximity to a wide range of beautiful and inspirational places. I envisage the location and design ethos of the center to embody and reflect the ideals that will be inherent in the creative output of the resident fellows.

Rationale

On this threshold of the 21^st century we find ourselves on an increasingly destructive trajectory with our natural environment. The visual and print media broadcast enormous cascades of images and information that amplify this tragic fact. Environmental catastrophes such as the Asian tsunami in 2004, hurricanes Katrina and Rita swamping New Orleans, or the massive earthquakes in Pakistan and Northern India make compelling news clips. Global climate disruption and a host of other human assaults on the environment are also gaining more attention. Whether the cause be natural or anthropogenic, images of natural disasters tend to converge with positive environmental images as the primary representation of nature in our collective minds. As a result, most of us either feel powerless, or we retreat into denial and continue with our lives.

I believe there is a deep hunger among all people for imagery and ideas to contradict this media onslaught. In our fast paced and “now” centered culture we tend to minimize or overlook the extent to which artists and art have changed the course of human history. There is a real and urgent need for art that reminds us of our sense of place in nature. All media documenting nature and environment suffer from a shortage of icons and images that engage and uplift people at all levels.

This center will be in the vanguard of organizations taking on this challenge nationally or even internationally. Globally, there are very few organizations that are addressing the nexus between art and science generally (Attachment 2) and only a handful that have any focus on art and environment. At this new center, the synergy between artists’ and scientists’ visions will generate fresh positive ideas in language and media accessible to everyone on a more personal and immediate level.

I believe that a process of reconnection can have profound and far-reaching influence. It will greatly reduce our collective resistance to change and, hopefully, lead us to alter our individual and collective behavior. This in turn will lead to changing our policies and our laws to fundamentally embody regenerative treatment of our environment.

The Program

Ten Month Residents

The residency will be open to all scholars, artists and scientists at any stage in their careers. Year long residents will be encouraged to apply as a team to develop clearly designed multi-disciplinary projects. However, each member of the team will also qualify for individual residency awards. Applicants will also be fully encouraged to apply individually but will be encouraged to seek some collaboration, as appropriate, once at the center. Using a multi-disciplinary approach for team projects will enable the center to seek goal-oriented funding in addition to support for individual projects. Where necessary, and when the center is more established, I will also commit the center’s development resources to assist in fundraising for projects.

Residents will be provided room, board, and a stipend, but not travel costs. They will also be provided with workspace or studio space appropriate to discipline. Each resident will be expected to teach four weeks of summer school at some point in their residence period. They will be encouraged to show work-in-progress or completed work in the gallery space.

Scientists will have different options. They may visit for day-long retreats, short term stays (2 – 3 weeks) or apply for ten month sabbaticals. However, only ten month resident scientists will be eligible for resident benefits described above. Scientists will be encouraged to use the sabbaticals for writing in addition to their participation in center collaborations.

Summer School Participants

Summer school courses will run for ten weeks from July until mid-September and will be open to all members of the public over the age of 16. Attendees will be able to register for any number of one week seminars and short courses during this period. Courses will be taught by ten month residents, scientists and additional faculty as needed. Classes will run for three hours each morning and each afternoon with tutorial times arranged as needed for each course. There will be a concurrent summer arts camp for children in K-12. The restaurant café will offer breakfast and lunch service for participants, visitors and the public during the summer school period.

Financial Model

My estimate for initial building costs for the center will be approximately $300 per square foot for new construction with maximal energy efficiency and environmentally benign construction materials. Thus, a preliminary estimate for construction of a facility of approximately 16,000 square feet is $4.8 million. I am exploring the feasibility of a partnership with an existing organization that has a complementary mission and sufficient site space to permit us to construct the facility on their premises.

To fulfill its mission and deliver its program, this facility will require five to seven full time staff to operate and maintain it. Initial estimates for salary costs are approximately $400,000-$500,000 and additional annual administration and maintenance costs approximately $250,000. Therefore, the overall annual budget for the center will be about $650,000 in the first year, with a projected increase of roughly ten percent per year. Income will be derived from the summer school program, lease of the restaurant café, and from rentals of the gallery space for other functions. Necessary additional funds to cover this budget will be generated through standard development tools (individual giving, memberships, fundraising etc.).

Based on similar programs in other locations in New England, it will cost approximately $20,000 per month to support twelve resident fellows for 10 months with studio space, full board, accommodation and a small stipend (Annual Total $240,000). My goal will be to derive sufficient earned income from the summer school participants to fully support the residency program. In order to reach this minimum total ($240,000), the center will need to reach a three year goal of approximately 500 summer school attendees each paying $500 per week, and some attendees enrolling for more than one week. This would require a minimum average weekly enrollment of 40 summer school attendees for twelve summer weeks.

Please send any comments and ideas to: John Glyphis (email: jglyphis@comcast.net)

Attachment 1

A design concept for the Residency Center

Charles Rose: The Atlantic Center for the Arts, New Smyrna Beach, FL

Attachment 2

An Overview of some Art/Science Collaborative Organizations

Organization	Location and URL	Description
Art Science Research Lab (ASRL)	New York, NY, USAwww.artscienceresearchlab.org	Focuses on the reduction in critical thinking in the mass communication and journalism about science.
Leonardo/International Society of Art Science and Technology (ISAST)	San Francisco, CA, USAmitpress2.mit.edu/e-journals/Leonardo/isast	Promotes and documents work at the intersection of the arts, sciences, and technology. Periodical publication of articles covering aesthetics and computing, art and genetics, law and cyberspace, art and technology, new media poetry as well as the visual arts, creativity and the natural sciences.
The Arts Catalyst	London, UKwww.artscatalyst.org	Its mission is to extend, promote and activate a fundamental shift in the dialogue between art and science and its perception by the public. Some environmental work on global systems and remote research
Bridges	Alberta, Canadawww.annenberg.edu/BRIDGES/	An international consortium of academic institutions for the study and exploration of interdisciplinary collaborative processes, mostly focused on media technology.
Integrated Catchment Management for the Motueka River -Landcare Research	Motueka River, New Zealandicm.landcareresearch.co.nz	Provides multi-disciplinary, multi-stakeholder research to provide information and knowledge to improve the management of land, freshwater, and near-coastal environments in catchments with multiple potentially conflicting land uses.
Projects for a New Millennium	Stony Creek, CT, USAwww.projects2k.org	Established to create collaborative events fusing art and science as a means of discovery and appreciation of the natural world. Seeks to celebrate differences while recognizing the importance of common goals of peace and freedom in an environmentally sound world.
SciCult	London, UKwww.scicult.com	A specialist science-related contemporary art gallery, and science & culture agency. It was established primarily as a network for arts practioners who either use or are inspired by science and technology.
Hambidge Center for Creative Arts and Sciences	Rabun Gap, GA, USAwww.hambidge.org	Mission is to provide artists with time and space in which to pursue their work; to enable artists to enhance their own communities’ arts environment through works created at the Center; and to protect and sustain its own pristine natural environment, land and endangered species.
Bell Museum of Natural History	Minneapolis, MN, USAwww.bellmuseum.org	Conducts art-environment learning programs for k-12.
Southern California Arts Painting for the Environment (SCAPE)	Santa Barbara, CA, USAwww.s-c-a-p-e.org	Raise money to protect open spaces, to increase public awareness of environmental and conservation issues, and to promote a network for outdoor painters.

Budget Rationale

Each item listed below corresponds to a line item listed in the five year projected budget (provided separately) for the center.

1. My five-year goal is that the income from the twelve weeks of summer school together with the childrens camp will contribute to at least 50% of total income. This proportion will ensure that the costs for the ten month residency program would be completely covered. My goal in the first year is for 100 participants to register for a one week course. With a 25 – 30 % increase in enrollment each subsequent year, it will be possible to reach a maximum of 800 participants in Year 5.
2. The children’s program will provide an additional convenient option for parents who might be enrolled in a summer school course. It will be geared for children K-10 but with an expectation that it will be focused more on younger children since young adults (16 years and older) will be eligible to enroll in the summer school program. It will be necessary to hire a part-time program coordinator for three months to oversee this camp. Ideally, this position will be filled as an internship by a local resident working on an arts/education graduate degree. The first year enrollment goal will be 60 for the summer. The number of participants will be kept at an enrollment ceiling of 100 for the summer, with a maximum of 15 (one manageable class) for any given week. A couple of spaces will be reserved as scholarships for children from the local community.
3. Indications suggest that the combination of science and art will make this center particularly attractive to a wider range of philanthropic institutions. I will seek foundation support from local and national philanthropic sources, in particular those that are interested in supporting nonprofits with multidisciplinary missions. Also, with approximately 50% of the budget derived from earned income, there is an opportunity for seeking matching funding.
4. I expect to increase individual giving by using the expansion of center membership as a resource. Although the increase in this budget item is higher in the earlier years, we will aim to have it keep pace with the expansion in both center membership and the annual summer school enrollment. Membership will also be augmented with a marketing strategy during the summer months and using center events as a venue.
5. Each summer school participant will be invited to become a center member. This membership due will cover the cost of a quarterly newsletter, advance invitations to center events, and other benefits yet to be determined. The increased enrollment each year is predicated on the increasing number of summer school participants.
6. Other residency facilities have found rental of center space for outside functions to be a financially worthwhile and relatively low impact revenue source. It provides a chance for the larger community to enjoy the beauty of the architecture and location, to get a sense of the type of activity engaging the residents, and, importantly, to provide an expanded public relations and institutional advancement opportunity. The three types of rentals that would be of likely interest include weddings, galas and dinners, and cheese/wine receptions. Our aim is for a total of 17 events in each of the first two years, or approximately one per weekend for the 16 weeks June to late September. This number expands to 25 in Year 4. Once the center is well-established we will also explore using a tiered rate system to enable community groups and other nonprofits to use the facility at lower cost.
7. I have scheduled just two weddings in each of the first two years and then increased this number to five, a conservative estimate for the likely interest in the venue. The rental amount of $3000 for 6 hours (with some flexibility) does not include the use of chairs and tables. Renting these in addition can realize an additional income of $15 – 20 per person or an additional $1500 – $2000 for a hundred person event. There might also be a catering business opportunity for weddings using the gallery space and the kitchen facilities of the center. A lower bound estimate for total wedding costs (venue, furniture, decoration, food and beverage) are currently estimated at approximately $200 per person.
8. Hosting galas and dinners offers the same income opportunities as weddings, also with the potential for using the center kitchen for catering the event. Our initial aim will be for the center to host five such events in each of the first two years and double this number thereafter.
9. I have estimated that the center will be able to host ten outside cheese/wine events each year. In addition, all of these will promote and/or market the center more widely.
10. The estimate of $45 per square foot is based on due diligence for the region that suggests a range of $30 – $60 for this type of space. The area of 2000 square feet includes an appropriate sized kitchen of about 500 square feet or more as required by code. According to state planning codes, each seated patron requires 15 square feet, and therefore a facility of this size will be able to accommodate at least 100 seated guests at one time. Additional storage space, and preparation and cleanup areas will be determined and included during the design phase for the facility. The lease of additional restaurant space will provide income from the center facility while also ensuring that summer school participants can easily purchase meals, especially breakfast and lunch during the week. It may be possible to form a partnership with a regionally based cooking school (e.g. Johnson and Wales, Culinary Institute of America) about the possibility of using the facility as a summer training venue. The lease will include the ability to serve dinner during the summer, as well as the option to host and cater weddings separately from those hosted and/or catered by the center in its gallery space. This potential additional income should make the lease more attractive to a potential lessee, given that the use of the location will be strongly seasonal and there will be a need to augment earnings using other opportunities. The Office/Facility Manager will coordinate schedules to ensure that the center and the restaurant do not host concurrent events.
11. The Executive Director will have the usual range of responsibilities (interface and interaction with the Board of Directors, oversee the center staff, work with the Advancement Director etc). During the first year, s/he will take cover the duties of Residency/Events coordinator. These will include establishing the first six resident fellows; developing and promoting the first summer school program; working with the Office Manager to program the events outlined in 5) – 9) above; establishing the operation of the leased restaurant space; and other contingent duties. S/he will have the option of living on site in a small efficiency apartment, living locally or commuting. The use of an efficiency apartment in the center will entail some adjustment in income.
12. Director of Advancement will be responsible for all fundraising, marketing, and promotion strategy activity for the center, in coordination with the Executive Director. Fundraising will include cultivating foundation opportunities as well as corporate and individual giving. Marketing will focus on both the ten-month resident program and the summer school. S/he will also have the use of an efficiency apartment in the center and this will entail some adjustment in income.
13. In addition to the usual responsibilities, the Office/Facility Manager will coordinate all physical use of the facility. This includes coordinating (with the Residency/Events coordinator) the scheduling of events, arrangements and contracts with all outside contractors, including both single events contracts and regular services (e.g. cleaning and grounds).
14. The Residency/Events Coordinator will oversee all aspects of the programmatic use of the center, working closely with the Executive Director and the Office/Facility Manager. This position will be filled starting in the second year, and take over the responsibilities from the Executive Director. S/he will supervise the annual selection process of twelve residents for the ten month residency. This will include creating and coordinating the work of the selection committee, ensuring that application materials are organized and available (using an electronic internet format if possible), and organizing the arrival, orientation, and logistics of new residents. S/he will also be responsible for the programmatic organization and scheduling of the summer school.
15. The Chef will be responsible for preparing and providing three very high quality, organic as far as possible, meals per day for approximately 20 – 25 people (12 residents, 6 staff and any guests or visitors) year round, with the help of an Assistant. S/he will also be responsible, if required, for catering for some of the events outlined above (6 – 9), or for contributing time to ensure that these are successful. It may be possible to include this position as a component of the partnership with the Culinary Institute of America, or Johnson and Wales, using a recent cooking school graduate seeking professional experience. The Chef will also have use of an efficiency apartment in the center and this will entail some negotiated adjustment in income.
16. The Kitchen Assistant will assist the Chef in all aspects of preparing and providing food to the center on a daily basis. This FTE will have a schedule under supervision of the Chef to ensure that food is available every day including weekends for the Residents. S/he will supervise any part-time preparation and cleaning personnel or perform these duties as needed.
17. The intellectual focus of the center will be the Resident Fellows. In the first two years, just six will be in residence. In the first year they will be selected and invited on recommendation of the Board of Directors without a formal selection process. In the second year, two or three of the inaugural residents will be invited to join the selection committee in order to choose the next six residents. In the third and following years, at least two residents will be invited to serve on the selection committee for each subsequent year. In the third year and thereafter the number of residents will be increased to ten or twelve.
18. This stipend is only intended to cover basic expenses and resident fellows will be encouraged to apply for additional support from outside sources. Commencing in the fourth year, the Advancement Director will be able to provide some assistance and coordination of effort to locate additional sources for individual resident fellows and to support projects.
19. This cost is intended to ensure that the center provide high quality gourmet food, that is, as much as possible, organic, purchased locally (depending on season), and generally opting for healthy choices. A number of residency programs have achieved a very positive reputation because of the notably high quality of the food.
20. This line item will cover the travel (12 airfares @ $750) and two nights of accommodation costs (24 nights @ $300) for five or six committee members to meet for two face to face meetings each year. Stipends for each selection committee member ($550 per day for 24 meeting days) will cost a total of $13,200.
21. The summer school program will require supplies, brochures and catalogs, materials, and possibly some extra staffing.
22. Covers general administration costs for the center, including professional costs (accounting, legal), communications (telephones, fax and internet connections), printing of publications and mailing costs, office supplies and materials.
23. Covers the costs of paying subcontractors for maintenance and repairs (roof, plumbing etc), to ensure that the buildings and surrounding grounds are cleaned and maintained inside and outside. It will also cover the costs of some utilities. Photovoltaic panels on the roof will greatly reduce the need for grid power and may eventually enable the center to be a net producer of power during some parts of the year (e.g. fall and spring).