HomeMy WebLinkAbout2012-10-16 WORK SESSIONAGENDA
CITY COUNCIL
WORK SESSION
CITY OF EDINA, MINNESOTA
EDINA CITY HALL
OCTOBER 16, 2012
5:00 P.M.
Joint Session Will Convene In Council Chambers
CALL TO ORDER
II. ROLL CALL
III. ART CENTER STUDY
Work Session Will Reconvene In Community Room
IV. FINANCIAL REIVEW
V. WORK PLAN UPDATE AND PRIORITIZATION
VI. ADJOURNMENT
The City of Edina wants all residents to be comfortable being part of the public process. If you need assistance
in the way of hearing amplification, an interpreter, large -print documents or something else, please call 952-
927- 886172 hours in advance of the meeting.
SCHEDULE OF UPCOMING MEETINGS /DATES /EVENTS
Tues
Oct 16
Work Session — Art Center Study /Business Meeting
5:00 P.M.
COMMUNITY ROOM
Tues
Oct 16
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Mon
Nov 5
Work Session — Human Services Funding /Liquor Ordinance
5:30 P.M.
COMMUNITY ROOM
Mon
Nov 5
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Tues
Nov 6
ELECTION DAY — Polls Open 7:00 A.M. until 8:00 P.M.
Fri
Nov 9
Canvass of Election Returns
5:00 P.M.
COUNCIL CHAMBERS
Mon
Nov 12
VETERANS DAY HOLIDAY OBSERVED — City Hall Closed
Tues
Nov 20
Work Session — Finalize 2013 Work Plans
5:30 P.M.
COMMUNITY ROOM
Tues
Nov 20
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
Tues
Dec 4
Work Session — Name Your Neighborhood
5:30 P.M.
COMMUNITY ROOM
s
Dec 4
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
s
Dec 18
Work Session —TBD
5:30 P.M.
COMMUNITY ROOM
Tues
Dec 18
Regular Meeting
7:00 P.M.
COUNCIL CHAMBERS
f
1 A, e � 1 , , P"-� k-
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To: Mayor and Council Agenda Item #: WS Item IV
From: Eric Roggeman, Assistant Finance Director Action ❑
Discussion ❑
Date: October 16, 2012 Information Q
Subject: Financial Review
Action Requested:
This item is for review only
Information / Background:
The attached materials will be discussed at the worksession. Please find attached the Quarterly Financial
Update for September 2012 as well as the Financial Update powerpoint slides.
City of Edina • 4801 W. 501 St • Edina, MN 55424
CITY OF EDINA, MINNESOTA
Quarterly Financial Update
September 2012
General Fund - Revenues
General Fund revenues total $17,196,023 through September 30, 2012. This amount
represents 57% of total budgeted revenues for all of 2012, which is lower compared to
59% a year ago at the same time. Please note that some of the numbers reported here
for 2011 have been restated from what was reported last year because this year we
have, retroactively included the Communications Department for better comparability.
The Communications Department was a separate fund in 2011.
License and permit revenue increased $302,285 from last year due to increased permit
activity. Through 9 months we have collected 94% of our annual licenses and permits
budget and are on pace to collect significantly more permit revenue than we budgeted
for 2012. We will continue to monitor this revenue category closely.
General Fund — Expenditures
Total General Fund expenditures are 72% of budget so far this year, which is higher
than the 69% rate from a year ago. With a large percentage of our General Fund budget
tied to salaries and benefits, it is common for our expenditures to be very consistent
throughout the year, meaning that most years we use about 25% of our budget every
quarter. A breakdown of expenditures by functional category follows.
General government expenditures are 71 % of budget so far this year, which is higher
than 66% through September 2011. The major differences in this category are staffing
level changes due to reorganization and filling more open positions.
Public safety expenditures are 72% of budget for 2012, which is right where we expect
them to be and a slight decrease from the 2011 rate of 74 %.
Public works expenditures total 68% of budget for 2012, which is higher than the 2011
rate, but below the expected expenditure rate. The low expenditure rate is due to salary
savings from some supervisor and manager level position openings. During 2011 there
were also a couple of unfilled front -line staff positions.
Parks expenditures are 73% of budget so far this year, which is higher than the 2011
rate of 68.5 %, but very close to the expected pattern. The parks department can have a
spending pattern that is somewhat seasonal, and it can vary from year to year and
quarter to quarter.
Nondepartmental and other expenditures decreased from the prior year due to timing
differences in overall insurance payments. We distribute these insurance expenditures to
other departments through our Central Services function at the end of the year as part of
the annual audit process, so large variances during the year can be common.
QT &L'sUnvestment Advisory Committee\2012 \Quarterly Update.docx 1
"Y
CITY OF EDINA, MINNESOTA
Quarterly Financial Update
September 2012
General Fund
Statement of Revenue, Expenditures and Changes in Fund Balance - Budget and Actual
For the nine months ended September 30, 2012
Revenues:
Taxes (1)
Franchise fees
Licenses and permits (2)
Intergovernmental (3)
Charges for service (4)
Fines and forfeitures
Other revenues
Total revenues
Expenditures:
General government
Public safety
Public works
Parks
Other
Total expenditures
Revenues over (under)
expenditures
2012
Over/
Budget Actual (Under)
2011 (7)
Increase/
Actual (Decrease)
$ 21, 494, 402 $ 10, 790, 363 $ (10, 704, 039) $ 10, 478, 425 $ 311,938
700,000
381,826
(318,174)
356,917
24,909
2,501,600
2,342,174
(159, 426)
2,039,889
302,285
760,000
421,815
(338,185)
1,062,440
(640, 625)
3,096,264
2,151, 581
(944, 683)
1,890,743
260,838
1,014,000
666,035
(347,965)
625,252.
40,783
516,800
442,229
(74,571)
439,634
2,595
30, 083, 066
17,196, 023
(12, 887, 043)
16, 893, 300
302,723
5,513,041
3,919,405
(1,593,636)
3,453,955
465,450
14,976,971
10,766,319
(4,210,652)
10,493,910
272,409
6,490,886
4,398,149
(2,092,737)
4,077,383
320,766
3,867,268
2,830,310
(1,036,958)
2,643,496
186,814
-
252,895
252,895
(232,753)
485,648
30, 848,166
22,167, 078
(8,681,088)
20, 435, 991
1,731,087
(765,100)
(4,971,055)
(4,205,955)
(3,542,691)
(1,428,364)
Other financing sources (uses):
Transfers in (out)
Liquor fund (5) 765,100
Construction fund (6) -
Parkland dedication
Sale of capital assets
Total other financing source 765,100
Net increase (decrease)
(765,100)
702,100 702,100
7,340 7,340
709,440 (55,660)
702,100
7,340
- 709,440
in fund balance $ - $ (4,261,615) $ (4,261,615) $ (3,542,691) $ (718,924)
1 The City receives the first property tax payment from the County in June and the second payment in
December.
2 The licenses and permits category includes building permits.
3 The intergovernmental category includes grants from Federal, state and county sources. Generally,
most of the grants the City receives are reimbursement grants, which means that if grant revenue
increases, expenditures must also increase by an equal or greater amount.
4 Charges for services includes ambulance revenue.
5 The annual liquor fund transfer is always made in December.
6 The annual construction fund transfer is always made in December.
7 The Communications fund revenues and expenditures are shown as though they were part of the
General fund in 2011 even though this transition did not happen until 12/31/11, to aid financial
comparisons between the two years shown here.
UT &L's \Investment Advisory Committee\2012 \Quarterly Update.docx
2
October 16, 2012
City Council Worksession
Quarterly Council Business Meeting
Financial Update
General Fund
City of Edina General FWnd Cash Flow
— Li. -m
, ew ma
A.
Utilities Fund
Utilities Fund Operating Revenue
sox
ax
aox
35%
3014
15x
30%
15%
IfIK
5%
01 d2 D3 G+
10/11/2012
LI
Utilities Fund
Utilities Fund Operating Expense
��a�y.w•+.a —you wa2a
35%
30%
35%
IS%
30%
S%
0%
N ] a3 M
Utilities Fund
Utilities Fund Operating Income
:soo,oz I ro. n t
I,oao.o>o 1
I,soo,aoo
, soa000
of d as D
Liquor Fund
I
Liquor Fund Operating Revenue
sox
u%
tox
25%
2O%
IS%
2Gx
T-
01 @ 03 W
10/11/2012
2
MM
Liquor Fund
Liquor Fund Operating Expense
50% ,
.5%
.O%
35%
3q%
15%
15%
10% -
m m a3 a
Liquor Fund
Liquor Fund Operating Income
600000 �
500.000 i
600,000
300,000 I
300.000 •
100,000 {
Lq1 q3 q9
1
Aquatic Center Fund
Aquatic Center Operating Revenue
i I
w%
.o+t
30%
m%
10%
0%
w m a
10/11/2012
3
7r7Center Operating Expense
t0%
30%
}11%
30%
CII D3 �.. OM
Aquatic Center Fund
Aquatic Center Operating Income (LOSS)
300,W0
}50.000
}OO,Dpp
150,000
]00,000
50/100
�50000� _
ao m01
M m d W
Golf Course Fund
Golf Course Fund Operating Revenue
-lrev- -}O-Sd
50%
35%
30%
}5%
10%
15%
10%
5%
OS Q} m LN
10/11/2012
2,
Golf Course Fund
Golf Course Fund Operating Expense
so%
a%
.ox
3S%
3a%
25%
30%
IS%
3D%
S%
....... ...... ....... .
01 a] 03 W
Golf Course Fund
Golf Course Fund Operating Income (Loss)
soo,mo
ao.aoo
ioo aoo
�maoo -
Roo aooi
�3oo,aooi �
Ow=j
noo,000�
Arena Fund
Arena Operating Revenue
sax
�sx
Sox
35%
30%
35%
1S%
10%
S% -
0%
D1 Ql p3 d
10/11/2012
5
Arena Fund
Arena Operating Expense
sox
�sx
ax
3S%
]I1%
I�11
I
15%
30%
-1,
OI O1 43 w
Arena Fund
Arena Operating Income (Loss)
�MtuN ope.rtp'MO� —1011 5
501100
,150,000. -
,_M-,
NOW
Art Center Fund
Art Center Operating Revenue
�A�lual�evmues —112 Bu35w
5p%
t0%
35%
I 3014
IO%
IO%
5% -
me 41 42 a3 Qa
10/11/2012
no
.art Center Fund
Art Center Operating Expense
�.nu.l e.vm,e, —i0v won
sox
.S% -
30%
33%
30%
35%
10%
ux
30%
sx
ox
at 01 41 W
Art Center Fund
Art Center Operating Income (Loss)
ryo,oaol
130 om1
Iw,000l
I�.000l
1300001
1100001
I
'I 130.0001
� 130.0001
IIOO,0001 �
os oz a3 a
F.dinborough Park Fund
................ ...._ . __......
Edinborough Operating Revenue
so%
3s%
30%
J3%
JO%
13%
10,4
s%
D3 O1 43 d
10/11/2012
7
Edinborough Park Fund
Edinborough Operating Expense
�3ttuN e.pa3nn —mv euNn
3018
xY
xo%
15Y
10% OS Ul p3
Edinborough Park Fund
Edinborough Operating Income (Loss)
w4_
I� adl
11��1
I�so,aool
Centennial Lakes Fund
Centennial Lakes Operating Revenue
�4nuN �e.mue� -30ll BUtl8e�
SD% '
45 %
35% -
35%
15% -
]0%
5%
p1 IN U3 Oa
10/11/2012
Centennial Lakes Fund
Centennial Lakes Operating Expense
sax
t5%
1016
35%
3016
}5%
}0%
15%
10% -
SY
0% -
q1 q3 03 u1
Centennial Lakes Fund
Centennial Lakes Operating Income (Loss)
-
,lo�.
M-1
(7o ")
q] OZ 03 W
10/11/2012
9
EDINA ART CENTER
ANALYSIS
=Aik
Sutton + Associates
Cultural Facilities Development
October, 2012
Edina Art Center Analysis
TABLE OF CONTENTS
INTRODUCTION............................................................................................ ............................... 2
Brief History of Edina Art Center ............:....................................... ..............................2
Present Circumstances ................................................................... ..............................3
Overviewof Scope ......................................................................... ..............................3
ORGANIZATIONAL STRUCTURE .................................................................. ..............................4
AlternativeStructures ...................................................................... ..............................4
Advantages and Disadvantages of Alternative Structures ...... ..............................5
StructuralOptions ........................................................................... ...............................
7
Recommendations Related to Organizational Structure ......... ..............................8
PROGRAMS & SERVICES ............................................................................ ...............................
9
Current Program Offerings ............................................................. ..............................9
Programming Models at Comparable Art Centers .................. .............................10
Weaknesses and Strengths in Marketing and Advertising ..... ...............................
11
Suggested Changes to Current Program Offerings .................. .............................12
GiftShop & Gallery ......................................................................... .............................12
EAC MISSION STATEMENT .......................................................................... .............................13
Mission Statement Assessment ..................................................... .............................13
Writing a Good Mission Statement .............................................. .............................14
New Mission Statement Possibilities ............................................. .............................15
OPERATIONS............................................................................................... ............................... 16
Observation of Current State of Operations .............................. .............................16
OrganizationalChart ................................................................... ............................... 16
Income Sources in Comparison to other Art Centers ............... .............................18
COMPARATIVE ANALYSIS .......................................................................... .............................19
Introduction Comparable Art Centers ....................................... .............................19
SiteVisits ........................................................................................... .............................19
Minnetonka Center for the Arts ................................................ .............................20
Hopkins Center for the Arts ....................................................... .............................20
Bloomington Theatre and Art Center ...................................... .............................21
CONCLUSION AND RECOMMENDATIONS ........................................... .............................21
COMPARABLE ART CENTERS - CASE STUDIES ...................................... .............................23
Sutton + Associates, Inc.
Edina Art Center Analysis
INTRODUCTION
Over the past three decades, art centers have proliferated in first, second and
third ring suburban cities surrounding major metropolitan areas across the
country. As part of a broader effort to more clearly establish unique identities
and more directly provide cultural amenities, cities like Edina have built arts
facilities and launched arts initiatives intended to make them increasingly
competitive and attractive to businesses and residents of all ages.
The Edina Art Center (EAC) is a highly cherished community asset that has
evolved into an important cultural amenity respected by its peers throughout
the Greater Twin Cities Metropolitan Area. EAC does however face challenges
in staying competitive with other community art centers in the area that have
made significant investments in their cultural facilities and in evolving a more
prof essionalized model for operations. Further, EAC's singular focus on the visual
arts leaves a broad spectrum of potential programming and service to the
community out of the equation. This report identifies the challenges EAC faces
and observes the unique opportunities that could allow it to play an expanded
role in Edina as a true center for a broader array of cultural activities.
Brief History of Edina Art Center
In 1976 the City of Edina purchased a residence located one mile west of
Southdale Shopping Center and just south of the Crosstown Highway on the
western edge of what is now Kenneth Rosland Park. Through the efforts of
elected officials, City staff and hundreds of volunteers, the residence was
renovated and transformed into studios and workshop areas and opened its
doors as the Edina Art Center in the fall of 1977.
Since that time, EAC has operated as a semi - autonomous department of the
Edina Parks and Recreation Department with both facility maintenance and
ongoing operating support provided through the City's Enterprise and
Construction Funds. Occasional capital improvement and additions to the
facility including new galleries, studios and extensive equipping of EAC's
ceramics studios have been funded primarily through the City's Construction
Fund with some support from generous patrons and donated funds from the
Edina Community Foundation.
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Sutton + Associates, Inc.
Edina Art Center Analysis
Present Circumstances
EAC's current facility has approximately 10,150 square feet situated on three
levels. Circulation in the facility is awkward and programmatic growth
opportunities are highly limited if not non - existent. The building is not competitive
with other centers in the area and appears to have substantial ADA issues as
well as significant deferred maintenance. Beyond the lack of additional quality
programmable space there is practically no storage space available on site.
Further, although EAC is easily accessed off France Avenue and the Crosstown
Highway, it is not central to Edina's population and it's somewhat "out of the
way" location limits easy access to Edina residents negatively impacting
participation in EAC programs as well as gift shop sales. While EAC remains
highly active and its program revenues are holding relatively well, growth in
participation, sales and fundraising seems highly unlikely at the present facility.
The EAC remains under the direction of Edina Parks & Recreation, which
provides high level oversight and an important connection to the City's
Administration and its budgeting process.
Overview of Scope
The City of Edina has recently taken on an extensive analysis of the operations of
its unique enterprises including its golf courses, hockey rinks, event centers,
aquatic center and the Edina Art Center. With specific expertise related to the
development and operation of cultural facilities, Sutton + Associates, Inc. has
been asked to provide an analysis that examines the Edina Art Center's
organizational structure, mission, programs and operations and identifies
comparable organizations. The analysis also examines current EAC marketing
practices and the likely impact of demographic trends on future participation.
The findings of this analysis will be related to the Edina City Council in a Joint
Session on October 16th, 2012 along with specific recommendations relevant to
EAC's organizational structure, operations and best practices for sustaining EAC
in the way in which it can best serve the residents of the City of Edina.
3
Sutton + Associates, Inc.
Edina Art Center Analysis
ORGANIZATIONAL STRUCTURE
The Edina Art Center operates as a program of the City's Parks and Recreation
Department and, as with the City's golf courses, hockey rinks, aquatic center
and the Edinborough event center, earnings are balanced against operating
expenses through the City's Liquor Fund and Construction Fund.
The Edina Art Center Board is, by City Ordinance (Section 1508), a formalized
advisory board of the Edina City Council. Comprised of 11 volunteer members
(including one student), Board members are appointed for limited three -year
terms by the Mayor with approval from the Edina City Council. Board officers
include a Board Chair and Vice Chair. Committees of the EAC board include;
Ways & Means Committee, Film Festival Committee, Long range Planning
Committee, Juried Show Committee, Short Term Planning Task Force, and Edina
Public Art Committee. EAC Board meetings are held monthly on the fourth
Thursday of each month at 4:30 pm in Studio 14 at EAC. Board Agendas and
Meeting Minutes are distributed electronically and posted on -line at the City of
Edina website, www.CitvofEdina.com for public viewing.
EAC's current structure allows tax - deductible contributions to be received and
utilized to support specific capital or program initiatives by philanthropic donors.
However, significant growth in contributed income is unlikely due to a number of
key reasons including the nature of EAC's Board as advisory to City Council and
not entrepreneurially and independently oriented towards fundraising.
Alternative Structures
Alternative organizational structures for operating EAC include the creation of
an independent non - profit entity, with its own self- appointed board of directors.
Such an entity would be required to meet IRS rules for public support, including
philanthropic revenue from donations from individuals, corporations,
foundations and public sector grants in order to avoid classification as a
"private foundation."
The non - profit entity could have full or partial responsibility for funding and
operating EAC. If the City wanted the new nonprofit 501(c) (3) to be fully
independent, and fully responsible for the operation and support of EAC, the
4
Sutton + Associates, Inc.
Edina Art Center Analysis
City could transfer all real and personal property, and all other assets and
liabilities of EAC to a new entity. The new entity would be responsible for
maintaining EAC facilities, planning and operating the program, hiring staff, and
raising money to support all of the above. While many such free standing non-
profit organizations are in operation there is little precedent for successfully
transitioning existing City programs into independent businesses and many if not
most of the arts centers created in urban ring suburbs in recent decades remain
municipal programs with limited philanthropic support.
In the alternative, the City could transfer less than all of the assets and
responsibilities to the new entity, and retain responsibility for some ongoing
support. For example, the City could retain the real property, including
responsibility for maintenance, repair and replacement, and transfer the
personal property and operational responsibilities to the new entity. The new
entity would be responsible for programming, staffing and fundraising to support
the program and staff, but the City would contribute the facility.
Another alternative would be for the City to retain ownership and responsibility
for the facilities, program and staff, but create an independent "Friends of"
organization as a separate 501(c) (3) with the sole purpose of raising funds to
support EAC. Over time, such an entity could potentially cultivate leadership
and procure philanthropic support from a variety of sources. In order to be
successful, such an entity would need to be supported administratively and
staffed with personnel experienced in fundraising. The "Friends of" entity could
be fully independent or the City could participate in it by having overlapping
board members (City Council Member or Officer of the City).
Advantages and Disadvantages of Alternative Structures
Whatever is determined to be the organizational future of EAC, it is important to
consider the pros and cons of making a shift to an alternative structure. While
the perceived advantage of switching to an independent non - profit entity may
appear attractive it is important to acknowledge that it has been possible to
make a tax - deductible contribution to the EAC all along either directly through
the City or through the Edina Community Foundation.
Building philanthropic support for EAC would mean a great deal more than
simply changing its structure and would require some significant value added
5
Sutton + Associates, Inc.
Edina Art Center Analysis
through enhanced programmatic opportunities and perhaps a more dynamic
and contemporary facility better located to serve a broader cross - section of the
Edina Community.
Further, and most importantly, it would require volunteer leadership galvanized
to contribute with "theirhearts and. minds as well as their personal pocket books:'
The peer to =peer level individual fundraising'to support the EAC would likely
produce the: most _nddr -term results. Attracting institutional and corporate;
support would require a: professional ongoing fundraising effort, require start -up
funding to support staffing and administrative costs, and take patience in a
highly competitive fundraising environment."
A relatively simple solution to enhance fundraising on behalf of EAC. may be
simply -to create a "Friends of EAC Fund" at the Edina Community Foundation.
While EAC has several very modest funds at the Foundation already, the
creation of a new one with the designated objective of enhancing service to
the community could benefit from the existing structure of the Foundation. This
approach could allow a fledgling fundraising effort to grow with proper
oversight and assurance that the Community's interest would be served through
contributed donations.
I
Sutton + Associates, Inc.
Edina Art Center Analysis
Structural Options
Type of
Description
Controlled
Funding
Organization:
by
Advisory
"The Edina Art Center Board is, by City
City Council,
General
Board of the
Ordinance (Section 1508), a formalized
with advice
Fund
City of Edina.
board of the Edina City Council. Comprised
of Board of
(Property
(Existing)
of 11 volunteer members (including one
Directors
Taxes.
student), Board members are appointed for
appointed
Fundraising
limited three -year terms by the Mayor with
approval from the Edina City Council."
by the City
Council
Gifts.
http:/ /www.edinamn.gov /index.php ?section
= boards artcenter
Fees for
services
Advisory
"Friends of" model. Separate 501(c)(3) with
Arts Center is
General
Board of the
sole purpose being raising funds for support
controlled by
Fund
City of Edina
of the Arts Center.
the City, with
(Property
advice of
Taxes.
plus
Must have ongoing participation by the City.
Advisory
Satisfied by having at least overlapping
Board
Supporting
board member (City Council Member or
Suor)ortina
Fundraising
Entity
Officer of the City).
Entity is
Gifts.
controlled by
Fees for
Board
services
appointed in
whole or part
by the City
Council
Independent
Independent entity, with its own board of
Independent
City grants
501(c)(3)
directors
Board of
Fundraising
Must meet IRS rules for public support
Directors
Gifts.
(minimum revenue from donations from
Fees for
public (individuals, corporations,
foundations, city grants) in order to avoid
services
classification as a "private foundation."
Real and personal property transfer from City
to 501 c 3
Sutton + Associates, Inc.
Edina Art Center Analysis
Recommendations Related to Organizational Structure
It is clear that EAC is not'oriented to be successful as an independent entity. Any
attempt to sever its operations from the Edina Parks and Recreation
Departments enterprise activities would likely lead to closure of the facility and
disbanding of EAC programs. The challenges of making an organizational
transition along with the significant obstacles to growth at the current facility
suggest a very low chance of success for an alternative organizational structure.
Further issues include an extremely competitive fundraising environment and the
inability '10 offer a broader array of programs or expanded services at the
current location.
On the staffing level, we recommend changing from the current awkward and
extended part time organization to a prof essionalized staffing plan with more full
time employees fully committed to EAC's success. Without this, EAC is unlikely to
be able to efficiently continue current programming much less respond to
growing demands in the Edina community to support a broader array of arts
activities.
In our view it is critical to allow new staff leadership to reshape and
professionalize current operations before further considering major changes.
The creation of a semi - independent, "Friends of the EAC" type entity could yield
some philanthropic support over time but it must be clear from the outset that
the Board of'such an entity must be oriented to "give as well as get" in order to
be successful, and that it will take time and an investment in staffing to yield
significant results.
With respect to the EAC organization we recommend that the City of Edina take
the following steps;
1. Take no action to alter current structure of EAC at present,
2. Appoint EAC Director,
3. Encourage Director to take steps to reshape staff to more efficiently
and professionally to address day to day operational tasks,
8
Sutton + Associates, Inc.
Edina Art Center Analysis
4. Encourage Director to broaden entrepreneurial initiatives to raise
awareness of EAC in the community,
5. Allow six to nine months for organization to "gel" under new leadership
and with a strengthened and stabilized organization, establish a
"Friends of the Edina Art Center Fund" at the Edina Community
Foundation,
6. Explore with potential funders possibilities that could leverage
philanthropy and what it would take to secure their support,
7. Revisit discussion with EAC Board as to level of interest and
commitment to assuming a fundraising focus.
PROGRAMS & SERVICES
Current Program Offerings
The Edina Art Center is currently focused primarily on education programs in
the visual arts including the following media;
• Pottery and Clay Sculpture
• Painting & Drawing
• Water media
• Mosaics
• Digital Media & Photography
• Jewelry
• Crafting
• Specialty /Holiday - Chemed Activities
o Henna Tattoo Art
• Pumpkin Decorating for Halloween
• Christmas /Hanukkah /Solstice craft workshops
Class offerings for adults span the entirety of this list of media. Within each media
program, there are often a variety of class levels, ranging from classes for the
true beginner to those appropriate for advanced students. The pottery,
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painting, drawing, and water media programs are particularly diverse, and
include many specialized classes. For example, the painting offerings range from
figure painting to abstract landscapes; the drawing offerings include pastel
chalk classes, drawing portraits from photographs, and botanical drawing. EAC
also offers open studio time for adults interested in working individually on their
water media, drawing and painting, or jewelry projects.
Class offerings for children are generally taught at an introductory level and
geared towards elementary and middle school aged students, as adult classes
are open to ages 15 and up. Many of the class offerings for children are
interdisciplinary survey classes intended to introduce students to a variety of art
media. Classes for the youngest age groups are more thematically driven (ex.
Backyard Art, the Animal World, Clay for Kids), and use mixed media crafting to
engage these young students. EAC also hosts an after - school Art Academy,
separated by age groups, for students looking to explore their artistic interests
and talents.
Of these offerings, Pottery and Clay Sculpture is by far and away the biggest
draw at EAC, consistently bringing in the greatest amount of earned income
and attracting the greatest number of young people to EAC programs. Along
with excellent instructional leadership, innovative class offerings and continuing
investment in the ceramics area and both indoor and outdoor kilns, EAC hosts
one of the most highly respected pottery/ceramics programs in the state.
While Painting & Drawing classes remain a mainstay at EAC and are taught by
highly respected instructors, there has been less dynamic change in this area
and some fall off in participation in these classes as of late. It is fair to say that
deferred improvements to the painting and drawing studios including improved
ventilation, lack of adequate student lockers, and the growing presence of the
digital world in image- making presents an increasing challenge to these types of
programs. Nonetheless, these programs are vital to the life of EAC and, as with
many other programmatic offerings, interest will wax and wane but the basic
programs should remain rooted in disciplines related to a fine arts education.
Programming Models at Comparable Art Centers
Programming models at visual art centers like EAC are remarkably similar and in
some cases their program catalogs could almost be interchangeable. Classes
that are in demand in one place are replicated elsewhere and instructors that
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are popular can show up on the rosters of a number of different centers. Should
EAC choose to retain its focus strictly on the visual arts there is little else it could
or should do differently. Without significant investment in changes to the facility
and additional equipment there are no other artistic disciplines the facility can
properly serve.
Weaknesses and Strengths in Marketing and Advertising
It is important to note that throughout much of the recent economic downturn,
most art centers have seen decreased enrollment and in some cases have
substantially reduced their class offerings and even the number of days that
they are open. Further, as the field has grown it has also become increasingly
competitive. Since EAC's founding in 1977 a number of new art centers have
opened, many with program models similar to those at EAC. Additionally,
several communities in the surrounding area have made significant investments
in modern facilities with new state of the art studios that are well equipped,
media specific and attractive to both students and instructors.
While EAC retains a very loyal following of students and a cadre of some of the
best instructors in the area, growth has fallen off in a number of class offerings
and EAC would benefit from increased marketing efforts. Beyond significantly
increasing the distribution of seasonal class catalogs there are numerous
opportunities to broaden marketing efforts some of which are easy and low cost
and some that will require a substantial further investment in print, distribution,
social media, and event presence.
EAC could explore with the City's administration opportunities to more broadly
distribute to residents class catalogs and flyers and take steps throughout the
community to build its presence. Classes and exhibits at the Edina Senior Center
are a great example of the broader role EAC plays in the community and efforts
should be made to build upon this and expand awareness. While the EAC
website functions well and is nicely organized it does not reflect a particularly
dynamic artistic enterprise and efforts could be considered to heighten the
aesthetic of the site.
EAC could significantly broaden community awareness by increasing its
presence at community events including the Parade, the Art Fair, Car Show, etc.
and to distribute information about EAC programs whenever and wherever
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appropriate. EAC could also actively seek to expand both its direct mail and e-
mail list by more actively collecting data both at the Center and events.
Increasingly, businesses are communicating with their customers by e -mail and
social media and EAC should very actively seek to build its network and
communicate regularly. EAC could use raffles and drawings to encourage
people to provide their digital contact information and permit easier, flexible
and timely communications.
Suggested Changes to Current Program Offerings
Until new leadership has been empowered and a more vigorous marketing
effort put in place it seems unwise to eliminate programming. While some
current offerings are considerably less popular than others there is the broader
role of EAC as an educational organization to consider. Nonetheless, it is clear
that without significant investment in hardware, software and new instructors the
Digital Media & Photography area of programming is unlikely to grow or thrive.
Until very recently record keeping at EAC has been haphazard at best. Work
habits of past leadership did not emphasize a strong commitment to data base
management and systems were not in place. Without data to track trends in
enrollment, staff leadership will need to make judgments on class offerings
based upon current performance and success of new and hybrid classes at
peer level organizations.
The demographic profile of Edina and the recent work of the Arts and Culture
Planning committee suggest the potential for a broader artistic program for EAC
and significantly increased participation should the City consider alternative
facility options.
Gift Shop & Gallery
As with many gift shops and galleries in community art centers, the shop at EAC
combines the function of providing participants in classes with an affordable
array of art supplies and artists with an opportunity for sales at a reduced
commission venue. The EAC Gift Shop features the work of approximately 250
local and regional artists and offers shoppers the opportunity to purchase
unique one of a kind gifts.
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While gift shops at large museums in major marketplaces can contribute
significantly to the bottom line, they have the advantage of millions of local and
out of town visitors. Professional independent galleries that make a profit are a
rarity these days and the art market is really only thriving at the very top of the
food chain dominated by international auction houses and galleries located
primarily in London and New York.
The EAC gift shop /gallery offers art supplies, original handmade craft items and
artwork offered to both members and the general public. Class participants
receive a discount on purchases. For sales of art work EAC keeps 35% of the
purchase price and 65% goes to the artist. Staffing for the shop includes two part
time employees as well as ongoing support from staff at the front desk.
Combined sales for the EAC gift shop and Gallery in both 2010 and 2011 totaled
approximately $44k with cost of goods at approximately 60% of sales.
Accounting for the several part time staff whose principal focus is the shop and
the ongoing attention of other front desk employees the EAC gift shop is
marginally a break -even operation.
As with any retail operation, location and local competition are key factors but
online sales offering deep discounting and the availability of next day delivery
are increasingly a factor as well. Also, with the recent (4 -5 years) arrival of Blick
Art Materials on France less than 2 miles away, sales of art supplies have
decreased despite the member discount. While the EAC shop does serve
important mission specific objectives it is unlikely that there is significant
opportunity for growth in sales given its location and limited traffic at the current
site
EAC MISSION STATEMENT
Mission Statement Assessment
The current mission statement of the Edina Art Center is:
"The Edina Art Center mission is to provide facilities, programs and services
that meet and reflect the needs of our residents and neighbors for
participation, education, and enjoyment in the arts with emphasis on fine
arts".
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Key Question: Is the Edina Art Center's Mission Statement accurate and fitting
given current community and City objectives? In our view EAC's current mission
statement is outdated and does not reflect the aspirations of EAC leadership
and the City of Edina. It would be wise to update the mission statement to
reflect the desired changes of the EAC in the upcoming years.
Writing a Good Mission Statement
A good mission statement will address the following three questions:
• What are the opportunities or needs the organization addresses? (The
purpose)
• What the organization does to address these needs? (The business)
• What principles or beliefs guide the organization's work? (The values)
Example: The mission of Big Brothers /Big Sisters of America is to make a
positive difference in the lives of children and youth, primarily through a
professionally- supported, one -to -one relationship with a caring adult, and to
assist them in achieving their highest potential as they grow to become
confident, competent, and caring individuals, by providing committed
volunteers, national leadership and standards of excellence.
• The Purpose: to make a positive difference in the lives of children and
youth so that they'll achieve their highest potential.
• The Business: providing and supporting committed volunteers who
have one -to -one relationships with children and youth
• The Values: individuals who are confident, competent, and caring;
leadership and standards of excellence
A good mission statement will also address:.
• Key market - who is the target client /customer?
• Contribution - what products or services are provided?
• Distinction - what makes the products or services unique?
Ex. McDonalds -'To provide the fast food customer food prepared in the
same high - quality manner world -wide that is tasty, reasonably - priced &
delivered consistently in a low -key decor and friendly atmosphere.
Key Market: The fast food customer world -wide
Contribution: tasty and reasonably - priced food prepared in a high- quality
manner
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Distinction: delivered consistently (world -wide) in a low -key d6cor and
friendly atmosphere.
Mission Statements should be free of jargon and concise enough to be
understood by all. It should be broad enough to allow for some creative
growth, but not leave too much open to interpretation. The mission statement
should be able to serve as a framework for evaluating current activities.
New Mission Statement Possibilities
Discussion of a new mission statement has already begun between members of
the Edina Art Center Board. As of September 6, 2012, the latest proposal for a
new mission statement was:
A great city deserves great art. The mission of the Edina Art Center is to
ignite and inspire artistic expression, exploration and appreciation.
While this new effort at better defining the mission of EAC is headed in a positive
direction it does not yet fully reflect broader aspirations for the arts emerging in
Edina nor a specific commitment to be of service to a broader cross section of
residents.
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OPERATIONS
Observation of Current State of Operations
EAC is currently led by an Interim Director following the long tenure of Diana
Hedges as Executive Director. The current staffing structure at EAC has evolved
into a somewhat over extended network of many part time and a few full time
employees making day to day management overly complicated and
somewhat cumbersome. A number of the EAC employees have been with the
center for many years and while there is a strong sense of institutional memory
there is also reluctance on the part of some to change and evolve forward.
Organizational Chart
The current EAC Organizational Chart below gives a picture of an extended
and somewhat cumbersome structure.
Mkhael Frey
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Beyond the 2 full time and 17 to 22 part time employees, EAC engages more
than 51 specialized instructors on a part -time basis, dependent on individual
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Beyond the 2 full time and 17 to 22 part time employees, EAC engages more
than 51 specialized instructors on a part -time basis, dependent on individual
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artistic disciplines and class schedules. The City has wisely recently moved to
make instructors employees rather than contractors.
Committed leadership is essential to the success of EAC. We have been
impressed by the current Interim Director's handling of day -to -day operations
and willingness to go far beyond a traditional 40 -hour work week to meet the
management needs of EAC. An Executive Director of EAC should have strong
support from working colleagues in the City administration as well as the respect
of their peers at other art centers in the area. While having an awareness of
EAC's history and organizational habits, it is important that the Executive Director
demonstrate a clear understanding of the need for EAC to proactively make
changes that are in the best interests of the organization and responsive to the
growing expectations in the Edina community for cultural activities.
The Director should have an entrepreneurial perspective on meeting
challenges, optimizing new opportunities and progressively building an
organization designed to enhancing programs to benefit Edina residents.
Further, the Director should be committed to collaboration and building strong
connections to other arts and community based organizations in Edina and
throughout the Greater Twin Cities Metropolitan Area
Recent changes in staff leadership provide an opportunity to rethink the basic
organization of EAC but true change will be difficult to effect without shifting
away from the current model of many part time hourly employees less vested in
the overall success of the EAC and towards a full time professional staff with
specific administrative expertise. The Executive Director should be fully
empowered to make necessary staffing changes to accomplish this goal within
the appropriate budgeting processes of the City.
Working with a professionalized and smaller full time staff is likely to bring
considerable upside to the operation of EAC. Although not likely to bring near
term cost savings to the City, it will allow for consideration of a broader
programming spectrum and a more efficient delivery of programs and services
to the Edina community.
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Income Sources in Comparison to other Art Centers
Presently the broad array of class offerings at EAC remains solely focused on the
visual arts and does not reach as deep into the community as would be possible
in an up to date facility with additional programming possibilities. A carefully
considered stretch by EAC into the performing arts could yield increased
participation and extend the mission of EAC into the lives of many more
residents of Edina.
As at the Bloomington Art Center, a combination of artistic disciplines could
increase revenues and substantially broaden service to the community. The
recent success of the Edina Film Festival demonstrates the capacity of EAC to
grow its programming, expand revenues and increase its presence.
For the most part, classes remain both price sensitive and carefully scrutinized by
participants against offerings elsewhere available to a highly mobile user group.
The current base income at EAC of more than $400k per year derived from class
offerings is highly envied by some centers in the area and should be considered
as an institutional asset that could be built upon but should not be disrupted by
radical changes to operations.
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COMPARATIVE ANALYSIS
Introduction Comparable Art Centers
As prescribed by this assignment, the following have been identified as art
centers that are comparable in some measure to the Edina Art Center. The
chosen art centers serve (mainly) suburban middle and upper - middle class
communities, and share a goal of enriching their respective communities by
providing access to arts programming and education. The differences between
these art centers, however, are especially apparent in their organizational
structures, sources of funding, and programmatic offerings (i.e. visual
arts /performing arts /both).
Some of these organizations are models of successful community art centers
that Edina Art Center may consider using as inspiration for future changes or
expansions - Minnetonka Center for the Arts, in particular, is one such
organization that has been an established leadership presence in the
community art sector. Others, like the Hopkins Center for the Arts or
Bloomington Theatre and Art Center, are more like the EAC in the sense that
they have passed the earliest stages of establishment, but are still looking for
growth opportunities that can carry them into the next phase of their existence.
What is abundantly clear from a look at other arts centers is the degree to which
each is uniquely tailored to its community, tuned to programming possibilities in
their respective facility and limited by resources made available to subsidize
programming. Each type of arts organization has different standards and goals
with respect to earned and contributed income percentages and number of
program participants. While there is no standard metric for performance, mission
deliverables or funding ratios, EAC does rates highly with respect to percentage
of earned income (70 %) as compared to others arts organizations which may
range from 20% to 80% earned income. While EAC has a relatively high
participation rate in its programs, its facility, location and programming model
(visual arts only) limit significant growth.
Site Visits
EAC Board members, staff and consultants visited and met with key
organizational leaders at the following three comparable centers.
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Minnetonka Center for the Arts
From its inception more than fifty .years ago, the Minnetonka Center for the Arts'
purpose has been to help a diverse group make art a part of everyday life. After
outgrowing a series of rented spaces MCA purchased a former elementary
school in Wayzata and transformed it into studios, a gallery and an art store.
Overtime MCA added a painting studio, ceramics studio and sculpture. studio
with a metal pouring foundry.
In 1997, when a feasibility study showed that even extensive, renovations could
not bring the facility up to current building code or improve its functionality a
capital campaign was launched to build a new $6.3 million building on the
same site as the old one. The new building is a state of the art visual art center
operating as a 501(c) (3) organization. Operating funds are derived from a
combination of earned and contributed income from a broad variety of sources
including public funds through the Minnesota State Arts Board. Earned income
at 70% is at a ratio approximately equivalent to that of EAC.
Hopkins Center for the Arts
Hopkins Center for the Arts is largely geared towards renting to private
performing arts groups and presenting a performing arts series but it does have
an impressive gallery space for rotating exhibitions. Organizationally it is in
transition - having recently developed a "Friends of" model (a city -owned
segment augmented through funds generated from a separate 501(c) (3) that
exists to, support the HCA), it is still figuring out the best way to organize its staff in
order to support these various needs.
While the subsidy provided by the. City is offset by contributions garnered
through a "Friends of type entity all administrative staffing expenses are still
Within the City's budget for their center. Net benefit to the. Hopkins Center must
be figured relational'to the cost of staffing to write and submit grants, host
events and publicize, "Friends of" activities. At present the development of a
truly independent enterprise is hoped for but not yet realized. � Estimated annual
City subsidy'ranges from $150k to $225k depending on net revenues from other
activities'.
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Bloomington Theatre and Art Center
Owned by the City of Bloomington, the Bloomington Theatre and Art Center
(BTAC) is operated through a partnership which emerged through a merger of
the Bloomington Civic Theatre (BCT) and Bloomington Art Center (BAC) in 2009.
The facility features two impressive performance spaces, galleries and visual arts
classrooms.
The merger created a strong 501(c) (3) organization with a pre- existing audience
base for its productions and a professional staff to drive additional programming
and do fundraising. While more recognized for its performing arts activities, BTAC
does offer a number of visual arts classes and its impressive gallery space can
features one or two local artists on a rotating schedule. In addition to providing
free space to the primary Bloomington arts organizations that make their home
at BTAC, the City also awards operating grants to these organizations to help
subsidize their programs at BTAC.
Having augmented its operating approach with the shift to a 501(c) (3),
Bloomington's biggest challenge has been differentiating its new brand and
gaining traction with fundraising. All in all it is estimated the Bloomington's
annual subsidy of the art center is close to a million dollars a year when facility
costs, dedicated city staff and grants to tenant organizations are factored in.
CONCLUSION AND RECOMMENDATIONS
Across the country, along with other community assets like great school systems
and terrific sports and recreational programs and facilities, the arts are
progressively viewed by elected officials, administrators and city planners as key
to defining and leveraging their communities.
In our view the Edina Art Center is in a unique position to redefine itself to meet
the needs and expectations of a population that increasingly view the arts as
important community amenities that define Edina as a great place to live, work
and raise a family.
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We recommend that the City maintain its commitment to EAC and encourage
leadership to explore ways to expand its role in the community to better reflect
growing aspirations for cultural activities in Edina.
We believe that EAC could play a vital role in future development and
recommend that its leadership should be at the table as broader community
initiatives are explored.
Further, we recommend that EAC work directly with the Edina Community
Foundation to proactively attract philanthropic support that will allow it to serve
residents of all ages with expanded offerings in both the visual and the
performing arts.
As with all civic efforts, strong and consistent leadership is critical to success. We
believe that the City will benefit from a transition from interim staff leadership to
EAC Director.
The continued involvement and commitment of the EAC Board could assist City
leadership to appropriately respond to increasing community aspirations for the
arts in Edina and assure that EAC is a strong community asset with increased
relevancy to the residents of Edina.
As with any business, location is a key factor particularly for service organizations
like EAC. Where best to provide Edina residents with cultural and educational
programs should be carefully considered before making significant further
investments in the current location.
The opportunity to encourage development in a core area of Edina could be
substantively leveraged if a new 21st century, multi - disciplinary art center facility
were to be central to it.
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COMPARABLE ART CENTERS - CASE STUDIES
Minnetonka Center for the Arts
Size: 31,000 sq. ft. Location: Wayzata,
Organizational Structure: Private
501(c) (3)
Mission: the belief that the visual arts are indispensable to a healthy community;
it is the mission of the Minnetonka Center for the Arts to provide teaching
excellence, quality exhibitions and cultural enrichment for people of all ages,
interests and abilities.
Programming Mix: Year -round programming for young children, teens, and
adults. Teens are distinguished as a special group with certain classes targeted
at their interests. Summer day -camps for kids and teens. Partnerships with Walker
Art Center and Ridgedale Mall.
Community Demographics (Minnetonka & Wayzata):
Populations: 50,000 (M) & 3,700 (W)
Median Age: 45 (M) & 48 (W)
M: 90% white, W: 92.5% white
M: 25% of households have children under 18, 52% are married
W: 14% of households have children under 18, 42% are married
Median household income: $81,000 (M) and $64,000 (W)
Education: M = 98% HS degree or higher; W = 99% HS degree or higher
Budget (2010)
Total Revenue: $1,179,679
• Revenue from Contributions & Grants: $316,625
• Revenue from Program Fees: $827,610
From Fundraising Events, specifically: $29,653
Revenue from Membership: $56,285
Number of Paid Employees: 40 (1 1 full -time, including 7 admins, 2 registrars, 2
studio managers)
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Bloomington Theatre and Art Center
Location: Bloomington, MN.
Organizational Structure: City- owned,
public /private operating partnership
Mission Statement: We exist to enrich the
cultural fabric of the communities we serve by
providing high quality performing arts, visual
arts, and arts education programs, and by welcoming and nurturing talent.
Programming Mix: Big focus on presenting work and encouraging audience
appreciation. Partnership with Bloomington Civic Theatre. Adult and youth
workshop courses in a variety of fine arts disciplines (clay, painting, drawing,
glass, fiber, photography, etc.). Very focused class topics, like Shade and Light
Drawing. Offering theatre /drama classes for kids in collaboration with BCT.
Outreach activities for kids (working with charter schools, Boy /Girl Scouts, etc.).
Community Demographics:
Population: 83,000
Median age: 43
80% white
Median Household Income: $57,800
Educated: about 66% have at least some college, if not a bachelor's degree or
beyond
Household types: Single (32 %), Married w/o children (36 %). 23% of households
have children under 18.
Budget (2010)
Total Revenue: $1,355,493 (Includes Bloomington Civic Theatre ticket sales)
• Revenue from Contributions & Grants: $520,514
• From Fundraising Events, specifically: $6,723
• From Gifts, Private Grants, etc.: $204,336
• Govt. Grants: $297,335
• Revenue from Membership: $12,120
• Revenue from Program Fees: $834,169
• Number of Paid Employees: 21 (8 full -time)
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Hopkins Center for the Arts
Size: 36,000 sq ft. Location: Downtown Hopkins, MN
Organizational Structure: City- owned, city- operated,
501 c3 tenants, "Friends of" fundraising support
organization.
Mission: The Arts Center builds community through
the arts by fostering creative expression and
providing artistic and educational opportunities for people of all ages.
Programming: Theatre Performances, concerts, films, exhibitions, lectures, literary
arts, and classes in fine arts. Arts Center also houses Stages Theatre Company
and space rentals from Hopkins Public Schools and there is a significant focus on
exhibitions and gallery showings. Classes are mostly for adults, and are focused
on painting and take -home project -based classes (ex. Knit yourself a scarf,
make a jewelry box). On the whole, the Hopkins Center for the Arts seems more
about presenting the arts and creating exposure, rather than teaching the arts.
Also offer space rentals.
Community Demographics:
Population: 17,600
Median Age: 34 70% white, 13.5% African - American, 8.5% Asian
25% of households have children under 18; 43% of households are single people
Median Household Income: $47,000; Per Capita Income: $29,400
Education: 93% have HS degree or higher, 39% have Bachelor's degree or
higher
Budget (2012, estimated)
TOTAL BUDGET INCOME: $758,626
Earned Income: $510,653
• Tenant Leases: $245,053
• Tickets & Facility Fees: $164,000
Contributed Revenue (Transferred from the "Friends of" 501 c3): $100,053
City Support: $147,920 (likely + $80k)
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The Phipps Center for the Arts
Programming Mix: Classes offered for both children and adults, but summer
programming is almost exclusively for children. The selection for kids' summer
camps is outstanding - over 50 to choose from, ranging from one day -long class
to ones that last for a week as well as separate classes for both children and
teens. The Phipps has ongoing partnerships with local hospitals and is a major
player in producing the annual Spirit of St. Croix Days. Gallery exhibits include
both members and non - members. Bench Project - permanent installations of
usable art project benches made by community members /groups.
Community Demographics:
Population: 12,700. Hudson area: 34,000
Median Age: 33
98% white
Median Income: $51,000. Per capita income: $27,000
31% of all households have children under 18, 29% of all households are single
people
75% have at least some college, if not a bachelor's degree or beyond
Budget (2010)
Total Revenue: $1,094,204
• Revenue from Contributions & Grants: $440,080
• From Personal Gifts: $434,550
• Revenue from Program Fees: $595,503
Number of Paid Employees: 12
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Eden Prairie Art Center
Size: 5,400 sq. ft. Location: Eden Prairie, MN
Organizational Structure: Part of the City of Eden
Prairie Park & Rec Dept., city -owned & operated
Mission: The mission of the Eden Prairie Art Center
is to enhance the quality of life and foster
creativity in our community by providing access
to the arts for people of all ages and abilities.
Programming Mix: Offers open studio time 3 days a week. Rent -An- Artist
Program offers one -on -one instruction options. Programming gets very age
specific: separate classes for toddlers, preschool, kindergarten, grade school,
teens, adults, seniors. Also offers family classes. Part of the Park & Rec Program,
allows for relationships with Eden Prairie Players, Community Band, and "Art on
City Walls" Project, if desired.
Community Demographics:
Population: 60,800
Median Age: 38
81 % white, 9% Asian
39% of households have children under 18; 24% of households are single people
Median Household Income: $89,500; Per Capita Income: $49,250
Education: 97% have HS degree or higher, 60% have Bachelor's degree or
higher
Budget:
1,000 participants annually
2011 Budget: $173,198
2012 Budget: $212,662
2013 Projected Budget: $218,778
2013 Total Park & Rec Budget: $2,281,975 (Art Center gets just under 10% of the
entire Park & Rec budget)
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Sutton + Associates, Inc.
Edina Art Center Analysis
White Bear Center for
the Arts
Location: White Bear Lake
Organizational Structure:
501(c) (3)
Mission Statement: The
mission of White Bear
Center for the Arts is to provide a gateway to diverse arts experiences. We will:
Educate new and established artists; Cultivate the understanding of art in its
many forms; Celebrate the joys of arts. We value: Creative process; Openness;
Transformative experience.
Programming Mix: Classes for Adults, Teens, and Kids. Very thorough mixture of
class offerings. Even offer a "create your own class" offering - kind of like a
private lesson: if you want to learn something but can't make the scheduled
class time or the offered classes don't address your topic adequately, you can
find an instructor and get studio time with them (they require you to get at least
4 people to do the class). Examples of create your own classes - sewing,
mosaics, printmaking, art history, etc. Offer a lot of community conversations
with artists, easy art contests (ex. sand castle contest in the summer), and a
community "Iron Pour" event. Partnership with Stepping Stone Theatre to offer
kids' drama courses. [430 current members, 30% are White Bear residents]
Community Demographics:
Population: 23,800 Median Age: 41 90% white 27% of households have children
under 18; 34% of households are single people
Median Household Income: $57,000
Education: 94% have HS degree or higher, 31 % have Bachelor's degree or
higher
Budget (2010)
Total Revenue: $1,377,622
• Revenue from Contributions and Grants: $1,220,798
• From Fundraising, specifically: $54,094
• From Gifts, Private Grants, etc: $1,147,293
• Revenue from Program Fees: $170,459
• Revenue from Membership: $19,401
Number of Paid Employees: 6
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Sutton + Associates, Inc.
Edina Art Center Analysis
Maple Grove Arts Center
Location: Suburban Maple Grove, MN
Organizational Structure: 501(c) (3)
Mission Statement: To provide fine art, musical and theatrical exploration and
appreciation opportunities.
Programming Mix: Fewer class options than most other organizations. Classes for
kids and adults, but mostly for kids and teens. Variety of classes offered in both
visual arts and performing arts disciplines. Also offer free open studio dates for
the community.
Community Demographics:
Population: 61,600
Median Age: 38
86% white
40% of households have children under 18; 19% of all households are single
people
Median Household Income: $93,000
Education: 97% have HS degree or higher; 49% have Bachelor's degree or
higher
Budget (2009):
Total Revenue: $4,796
• Revenue from Contributions & Grants: $3,397
• Revenue from Program Fees: $476
• Revenue from Membership: $125
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Sutton + Associates, Inc.
Edina Art Center Analysis
Evanston Art Center
Location: Evanston, IL
Size: 17,000 sq ft
Organizational Structure: 501(c) (3)
organization
Mission: The Evanston Art Center is
dedicated to fostering the appreciation
and expression of the arts among diverse
audiences. The Art Center offers extensive
and innovative instruction in broad areas
of artistic endeavor through classes,
exhibitions, interactive arts activities, and community outreach initiatives
Programming: They have a Mix of youth, teen, adult, and family classes. Some of
the adult classes are more unique - woodcutting techniques, fashion design,
figure drawing, metal smithing. Also offering youth summer camps. 10
wk /sessions for adult classes, 5 wks for kids. Seasonal arts & crafts expos.
Community Outreach programs for both youth and seniors (artists -in- residence
programs at local schools, partnership with Loyola University, Summer Reading
program with Public Libraries, sending Art Center employees into nursing homes
to work with residents). Also exhibit some pieces in a gallery.
Community Demographics:
Population: 74,500
Median Age: 34
66% white, 18% black, 9% Hispanic, 8.5% Asian
26% of households have children under 18; 38% of households are single people
Median Household Income: $68,000
Education: 93% have HS degree or higher, 66% have Bachelor's degree or
higher
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Sutton + Associates, Inc.
Edina Art Center Analysis
Edina Art Center
Size: 10,150 sq. ft. Location: Edina
Organizational Structure: City Owned,
Operated by City of Edina Parks and Re
Current Mission: "The Edina Art Center mission is to provide facilities, programs
and services that meet and reflect the needs of our residents and neighbors for
participation, education, and enjoyment in the arts with emphasis on fine arts ".
Programming Mix: Year -round programming visual arts offering for all ages
including; Pottery and Clay Sculpture, Painting & Drawing, Water media,
Mosaics, Digital Media & Photography, Jewelry, Crafting and Specialty/ Holiday-
themed Activities
Community Demographics (Edina):
Populations: approx. 48,000
Median Age: 45 (M) & 48 (W)
Ethnicity: 88% white,
Persons under 5 years, 5.4%
Persons under 18 years, 24.2%
Persons 65 years and over, 20.7%
Female persons, 53.4%
50.4 %Median household income: approx. $80,000
Education: Bachelor's degree or higher; 63%
Budget (2011)
Total Revenue: $640,043
• Revenue from Contributions & Grants: $13,536
• Memberships: $25,730
• Revenue from Program Fees: $425,776
Number of Paid Employees: Currently 2 full -time and 17 to 22 part -time
administrative employees as well as more than 51 part -time instructors
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Sutton + Associates, Inc,