National Endowment for the Arts Grant Application
Just in case you're interested, the following is text from the Our Town grant we submitted last week.
Program Narrative
Telluride Arts is nearing the end of the final year of a three-year workplan informed by the Telluride Cultural Master Plan. We have met or exceeded almost 100% of our goals. Our four main program areas are Arts Marketing, Resources for Artists, Art Space and Strategy. Highlights from the past three years have included: Development of a Telluride Wayfinding Plan, Growth of Telluride Art Walk from 10-22 galleries, installations of temporary public art, the production of 64 exhibits in our own galleries, line-item funding from the Town of Telluride, launch of the Telluride Arts District Brand/Identity, launch of the Telluride Arts District Website, expanded marketing program across print, web, social, and radio, expanded studios for artists, new headquarters and gallery space for the organization, opening up the Telluride Transfer Warehouse for the first time since 1978, ArtSpace Sustainable Facilities Analysis, and the successful contract for the restoration and reuse of the Telluride Transfer Warehouse.
Primary Partner Mission
The Town of Telluride values the unique qualities of the community: its exceptional natural setting, historic roots, human scale of the built environment and pedestrian character. The community’s shared values inspire passion for Telluride and these feelings connect the residents. Looking to the future, the Town will continue to reinforce and improve connections to one another by protecting and enhancing those characteristics that are valued. The community vision for Telluride is a unique place where inspired, creative participation by all residents takes place. This vision: 1) promotes a diverse, vibrant community; 2) protects and restores the natural environment, 3) fosters a healthy economy, and 4) preserves and enhances the built environment.
The sense of community widely shared and valued in Telluride is based on many unique attributes that contribute to the quality of life: The passion of the people, a walking scale, the Historic District and structures, cultural traditions, recreation opportunities, the mountain setting, environment, and natural beauty. Telluride will protect these aspects of the community.
Further, it will work to ensure that new buildings and other constructed improvements (the “built environment”) respond to shared values. Also, the manner in which problems and issues are approached is something that further defines Telluride. The Town will explore complex ideas, and sometimes-divergent choices, through community dialogue.
Primary Partner Proposed Role:
Briefly describe your primary partner organization’s involvement in planning and executing the project including programming, management, finances, and any responsibilities for matching the National Endowment for the Arts grant. Be specific; do not provide a general statement of support for the project.
The Town of Telluride is a primary partner with Telluride Arts to advance the Telluride Arts District and implement the Cultural Master Plan that includes the development of space for the arts. Key actions taken to date by the town to forward the Telluride Transfer Warehouse are as follows: 1.) Passed all of the complex town approvals to allow for Telluride Arts’ purchase and restoration of the Warehouse. 2.) Allowed deed-restriction that reduces purchase price and requires it to become permanent public space. 3.) Approved a transaction from the developer that resulted in a donation of half of the building to the Town of Telluride, which then passed it along to Telluride Arts, at no additional cost. 4.) Exploring opportunity for a public funding stream that would provide ongoing capital funds to support the historic structure.
In the Town’s 2016 Goals and Objectives, the Town calls out Telluride Arts specifically as a community partner to advance priorities. Section B. Foster Economic Viability Section B2b. Continue Support of Telluride Arts. In the most recent Telluride Master Plan, there are numerous references to preserving a sense of community and a vibrant cultural activities through the support of non profit activity and planning efforts. The Telluride Transfer Warehouse stands on the SW Corner in the Four Corners Area, a subarea of the Town’s Master Plan that has been identified as a “special opportunity” to support the “preservation of community”.
Project Background and Context
1500
Built in 1906, the Telluride Transfer Company Warehouse is an imposing, two-story, sandstone structure that is the one of the most important buildings in the Telluride National Historic Landmark District. The building served as the livery barn, warehouse, and office for the Telluride Transfer Company until the 1950s. The building remained in use as commercial storage and as a filling station until 1978. Its roof collapsed in the spring of 1979, and it has been allowed to deteriorate since that time.
The Telluride Transfer Warehouse stands on a property that was, until recently, owned by the Zoline family, whose patriarch is the founder of Telluride Ski Resort. The building is located on one of the most iconic sites in Telluride that is the last infill development parcel in town. The restoration of this historical part of town will effectively activate a vibrant cultural corridor linking the ski resort and Mountain Village Gondola with Downtown Telluride.
The multi-stage and multi-faceted effort to secure the Warehouse for public use, and the plan for adaptive reuse as a center for the arts, began in late 2014 when the new owner asked Telluride Arts to take the lead on the project. Working closely with the Town of Telluride and the property owner, Telluride Arts brokered a deal that has secured it as a deed-restricted public space in perpetuity, and will culminate in the total restoration of the crumbling National Historic Landmark.
Major Project Activities: Be as specific as possible about the activities that will take place during the allowable project period. Do not describe organizational programming unrelated to the proposed project.
4000
The vision for the Warehouse is to create inspired, elegant, flexible spaces that support programming that elevates the intellectual and cultural life in Telluride.
The building is a spectacular blank canvas, encased in a National Historic Landmark that is standing like a sentinel at the heart of our increasingly cosmopolitan mountain town. With a 6,000 sq ft footprint, the building is relatively small in scale but will have a major impact on the future of our town. It will be a tangible expression of the Arts District; Welcoming, inclusive, and world-class, hospitable to local artists and organizations and internationally acclaimed programming.
The project will re-engage our local community in the final planning of the space, to work with an acclaimed architect for space and programming design that are mutually informed. The architect selection process is being launched in late 2016, and the targeted selection date coincides with the start of this project.
The stage and inspiration for the deign process will be set with a digital installation in the Warehouse, based on the Memory Place concept, that expresses the history of the building, and sets the stage for the future vision. Artists are being interviewed now, and final selection will happen at the start of the project.
The Telluride Transfer Warehouse design will address the priorities identified in the ArtSpace Sustainable Facilities Analysis conducted in 2015, and the Historic Structure Analysis completed in 2016.
The preliminary space ideas:
THE GREAT HALL
Located at the east main entry of the building, the great hall is a soaring space, featuring the beautiful exposed original sandstone, that is open from the ground floor to the retractable roof that opens year round to enjoy remarkable blue bird days and starry nights. The Great Hall is a welcoming, hospitable space that draws people in off the street for daily public use of the bar/café and to lounge by the fireplace, listen to music on the grand piano, and explore the changing exhibitions throughout the space. It can be rented for special events on limited, specific days and dates. At approximately 2,000 sq ft, the Great Hall will house the café, the shop and reception for the Telluride Arts District.
THE STABLES
Located in the lower west half of the main floor, the Stables space provides a warm lounge type atmosphere for lectures, presentations, small film screenings and small, more intimate gatherings, lectures, multi media presentations and performances. At 3,000 sq ft, the Stables will house the Screening Room and the Vault Gallery.
THE LOFT
Located on the west end of the second story, the loft is a bright, airy space punctuated by the original warehouse windows that have framed the spectacular views of the box canyon since 1906. The flexible spaces in the Loft can be transformed with steel and glass walls to accommodate smaller groups. The Loft provides the perfect spot to listen to an acoustic musician, sip a glass of wine, and watch the alpenglow light up Ajax. At approximately 3500 sq ft, the Loft will house the Gallery Studios, which will host exhibitions during the seasons, and become temporary studios for artists-in-residence suring the very slow off seasons. The Loft will also be home to The Table, a large table that seats 20 and is available for daily use, meetings, and dinners. Two micro offices for Telluride Arts District and Warehouse operations will be adjacent to the Loft on the same level.
THE BOILER ROOM
The Boiler Room is the Warehouse underground set 15’ inside of the exterior walls to provide for the necessary stability of the historic structure. At approximately 2500 sq ft, it will house the kitchen, bathrooms, storage and utilities and be served by stairs and an elevator.
Schedule of key project dates: Costs incurred prior to the earliest allowable start date (August 1, 2017) cannot be included in the project budget. If you include activities that occur before the earliest allowable start date, make sure you note that those activities and costs are not included on the Project Budget form. *
1500
August 1, 2017
· Final Selection of Architect(s) (RFP process initiated late 2016)
· Final Selection/Contract of Artist (process initiated now, artists proposals underway)
· Launch of Kickstarter Campaign
August/September 2017
· Orientation of the Artist in Telluride
· Orientation of the Architectural team in Telluride: Introductions to key individuals.
September/October 2017: Development of preliminary schematics
· Creation of online content and open conversation to share project
· Artist Installation
October 2017: Programming and Visioning Charrette #1
· Website updates, KOTO interviews, Telluride TV Broadcast
· Preliminary Architectural Design Phase 1
January 2018: Design Charrettes #2
· Website updates, KOTO interviews, Telluride TV Broadcast
· Design Development
May 2018: Creation of Master Use and Architecture Vision
· Creation of Final Drawings
· Approval by State Historic Trust for Easement
· Presentations to Community Groups
· Construction Documents
Accessibility: Explain how you will make your project accessible to individuals with disabilities in compliance with federal law and regulations through access accommodations for both facilities and programs, such as audio description, sign-language interpretation, closed or open captioning, large-print brochures/labeling, etc. See the Nondiscrimination Statutes in "Assurance of Compliance" for more information:
1000
Telluride Arts embraces the idea that not only is accessibility a human right, it is also a cultural asset. The Telluride Transfer Warehouse provides a blank canvas, and as such provides the opportunity for visionary, inclusive, sensitive, well-informed design of both the physical space and the programming. Accessibility for a broad population will be part and parcel to our design process.
The Telluride Arts Warehouse development is in compliance with our own non-discrimination policy, which is based on federal policies. Our website is rated high for accessibility for the visually impaired, and we utilize numerous modes of communication for the broadest access, including radio, Twitter, Facebook, Pinterest, video on You Tube and Vimeo, graphic print materials, web, and through the production of accessible events.
Livability Narrative: Briefly discuss how your project will affect Livability: Strengthening communities through the arts.
1000
In 2012, we learned from an Arts and Economic Prosperity Study, that the arts are the second largest industry next to the ski industry. The same year, through cultural planning, we also learned that the arts community is distressed by an economy it has helped create. Livability for artists and the working class is an urgent concern for Telluride.
Space is increasingly expensive and limited in Telluride. The impact of maintaining our vivacious local artist culture is no less than preserving the social character that distinguishes our mountain town. We know that not only are the arts good for Telluride, but in fact Telluride is good for artists. The world comes to Telluride for skiing, film, music, and an increasingly dynamic cultural scene. Local artists get inspired here, make connections here, and can advance their work here. By increasing livability for artists they will stay and thrive here, and in turn, secure our cultural life into the future.
Performance Measurement: Briefly describe the performance measurements you will use to provide evidence that the Livability objective was achieved, including plans for documenting and disseminating the project results, as appropriate. If applicable, include the metrics or indicators that you will use to identify and evaluate the project's short-term and long-term impact on your community's livability.
1000
The performance measurements to determine if we have accomplished our livability goals will include the following:
1.) Successful completion of Phase 1: Engaging the Community in Design
a. Artists and arts institutions participate in design charrettes.
b. Charrettes identify programmatic activity and partners that serve to elevate the arts.
c. Charrettes provide architect with innovative design ideas for the interior space.
2.) Successful completion of Phase 2: Finalizing and Sharing Design and Program
a. Production of materials to disseminate process and outcome including:
i. Greater understanding of process and outcomes through local media and print
b. Community buy-in and support of the project
i. Successful grass roots fundraising
ii. Greater sense of democracy
The long-term livability goals will be measured by the use of the building by our local community of artists and the local working-class, the use of the building by the non profits who provide programming and support for the local community, and the quality and attendance of specific programs.
Intended Beneficiaries (Audience/Participants/Community): Briefly describe the target community to whom the project is directed. In your response, address the expected benefit. *
1000
There are two major beneficiaries of this project. The first are the artists and institutions that comprise the Telluride Arts District, and the second are the new audiences who will be engaged in a rich and diverse cultural life that is uniquely Telluride.
The Telluride Transfer design will engage our local artists and innovators in the visioning and planning for this iconic space, to ensure that it is of, by, and for the community. Local artists are germane to contemporary Telluride, and essential to the Telluride Arts District. Telluride is a place where the arts grow on our streets and gestate in our cafés and define our character. Artists have helped establish a very high quality of life, and drive an eclectic local culture, and yet they are at risk. Having artists and innovators involved in planning a permanent home for the arts will ensure it to be a true nucleus for artists and ideas anchored in our specific place and in our specific community.
Community Engagement: Describe substantive and meaningful engagement with the target community in the development of the shared vision for your project and its implementation. Describe past engagement or experience in working with the target community, as well as your plans for engaging the community moving forward.
2000
Engaging community is part of the fiber of our organization, and what gives us purpose and direction. To launch our dream for the Warehouse we cleared out the roofless relic that had been locked for almost forty years and held a series of art events. People who had been living in Telluride for decades entered the building for the first time.
Since 1971, we have implemented programs that expand our reach, collaborations that leverage shared goals, and extensive community planning.
Telluride Arts completed the first Cultural Master Plan in 1986 on behalf of the Town of Telluride and in collaboration with artists and representatives from the arts, government, business and tourism sectors. In 2011, we updated the plan with eighty people in facilitated focus groups. The plan identified four priorities: Funding, Marketing, Resources for Artists and Art Space, that were later honed with another round of facilitated focus groups that helped set three year goals that became our work plan.
In 2012, Telluride Arts established the Telluride Arts District, and in 2013, hired a design firm to develop a brand/identity for our well-established arts community. The process was inclusive through focus groups, surveys, and disciplined, ongoing communication, and culminated in a brand launch in 2014 that was broadly embraced.
In 2012, Telluride Arts hosted a round table with national, state and local representatives to identify opportunities to develop space. In 2015, we hired ArtSpace to engage the community in a Sustainable Facilities Analysis specific to the Telluride Transfer Warehouse.
Many artists and every local arts non-profit has been engaged in preliminary planning. After two years of planning, public relations, fundraising, and due diligence, we have built broad local support needed to secured the Warehouse for the arts. The strong local support and cooperative partnership between Telluride Arts and the Town of Telluride has made this project possible.
Underserved/Distinct Groups (choose all that apply): Working class (Including Hispanic), youth (ages 18-30)
Describe how the project will benefit the underserved community.
1000
Telluride is at a crossroads, and artists-- the very people who have created a vibrant, eclectic, adventurous local culture that makes our town such an attractive place to live and visit--are at risk. They, along with the majority of the working class in Telluride, are being forced out of town as real estate prices have escalated and space has become extremely limited. Now is the time for us to secure the cultural assets that we need to support our local community of artists, and provide the space necessary to sustain the rich and vibrant cultural life that makes Telluride an Arts District. This is an age-old problem that we are addressing with fervor. Engaging our local creative community in the design and programming will democratize the process, and anchor the project in the context of place.
Selection of Key Individuals: Briefly describe the process and criteria for the selection of key staff, consultants, advisors, artists, designers – anyone who will be a key contributor to the success of your proposed project, regardless of their organizational affiliation -- that will be involved in this project . Where relevant, describe their involvement in the development of the project to date. Where they remain to be selected, describe the procedures that you plan to follow and the qualifications that you seek. *
BIOS//in other document
The key individuals driving this project have been the staff and board of Telluride Arts, and a growing group of project-specific advisors.
The board represents diverse cultural, economic and educational backgrounds, and ages, in order to connect with, and represent, a cross section of the community.
The advisory group specific to the Telluride Transfer Warehouse, being cultivated now, brings expertise, global perspective, and funding to the project. They were selected to provide a balanced and informed perspective from the arts, business, development, and construction sectors. This group will be engaged in shaping the vision for the building, and will drive its execution.
In the future, our goal is to add arts programming partners to this group of advisors that bring the curatorial expertise to plan exhibitions and content for the Warehouse.
Selection and Description of Key Works of Art:
1000
The Telluride Transfer Warehouse has a rich history that began in 1906 when it was built.
As the region's central shipping and receiving center for a wide variety of goods and supplies, the historical significance of this building can hardly be overstated. The building is also architecturally notable for the fine craftsmanship shown in its sandstone masonry walls. The building accrues additional significance because its construction history has been exceptionally well documented.
As part of the final visioning for the Warehouse, we will engage an artist in a digital and/or physical installation in the spirit of the Memory Palace or Mind Palace, an ancient technique utilized to enhance memory.
Artist selection for this project is in the preliminary stages, and will be made at the beginning of the grant period. We are in very positive communication with Art Basel and Kickstarter to raise funds and help with selection for the installation as part of their collaborative initiative.
Lead Applicant Programmatic Activities: Molly