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  1. 1. Executive Director: TʼAlyne" 616-304-6821" Program Director: ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 1 of 40
  2. 2. Non-Disclosure Agreement This agreement is entered into this ___ day of _______________________, 20__ by and between ______________________ (hereinafter "Recipient"), with offices at _____________________, and ______________________, with offices at _____________________ (hereinafter "Discloser"). WHEREAS Discloser possesses certain ideas and information relating to _________________ that is confidential and proprietary to the Discloser (hereinafter "Confidential Information"); andWHEREAS the Recipient is willing to receive disclosure of the Confidential Information pursuant to the terms of this agreement for the purpose of _______________________; NOW THEREFORE, in consideration for the mutual undertakings of the Discloser and the Recipient under this agreement, the parties agree to the below terms as follows: 1.! Disclosure.!The Discloser agrees to disclose, and the Receiver agrees to receive the Confidential Information. 2. Confidentiality. 2.1! No Use.! The Recipient agrees not to use the Confidential Information in any way or manufacture or test any product embodying Confidential Information, except for the purpose authorized by the Discloser. 2.2! No Disclosure.! The Recipient agrees to use its best efforts to prevent and protect the Confidential Information, or any part thereof, from disclosure to any person other than the Recipient's employees that have a need for disclosure in connection with the Recipient's authorized use of the Confidential Information. 2.3! Protection of Secrecy. The Recipient agrees to take all steps reasonably necessary to protect the secrecy of the Confidential Information and to prevent theConfidential Information from falling into the public domain or into the possession of unauthorized persons. 3.! Limits on Confidential Information.!Confidential Information shall not be deemed proprietary and the Recipient shall have no obligation with respect to such information where the information: (a)! Was known to the Recipient prior to receiving any of the Confidential Information from the Discloser; (b)! Has become publicly known through no wrongful act of the Recipient; (c)! Was received by the Recipient without breach of this agreement from a third party without restriction as to the use and disclosure of the information; (d) Was independently developed by the Recipient without use of the Confidential Information; or (di)(e)! Was ordered to be publicly released by the requirement of a government agency. 4.! Ownership of Confidential Information.! The Recipient agrees that all Confidential Information shall remain the property of Discloser and that the Discloser may use such Confidential Information for any purpose without obligation to Recipient. Nothing contained herein shall be construed as granting or implying to the Recipient any transfer of rights, any patents, or any other intellectual property pertaining to the Confidential Information. 5.! Term and Termination.!The obligations of this agreement shall be continuing until the Confidential Information disclosed to the Recipient is no longer confidential. 6.! Survival of Rights and Obligation.s This agreement shall be binding upon, inure to the benefit of, and be enforceable by (a) the Discloser, its successors and assignees; and (b) the Recipient, its successors and assignees. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 2 of 40
  3. 3. IN WITNESS WHEREOF, the parties have executed this agreement effective as of the date first written above. Discloser (Name of the Discloser) Signed Print Name Title Date Recipient (Name of the Recipient) Signed Print Name Title Date ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 3 of 40
  4. 4. Table of ContentsTable of Contents Executive Summary 5 Description of Venture 6 Analysis of Mass Transit and Art Community in Grand Rapids 20 ArtStops Concept Description 23 Marketing Plan 26 Funding Plan 30 Art Stops Development and Assembly Plan 31 Timeline / Project Plan 32 Organizational Plan 33 Risk Assessment 34 Return on Investment 34 Appendix A 36 Appendix B 38 Appendix C 41 ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 4 of 40
  5. 5. Executive Summary! ! Art is essential to human life.  It probes the spirit to look deeper and fosters a sense of place, and strengthens communities.  Since art is often underfunded, it is usually experienced by those who are privileged enough to be able to fund it independently.  ArtStops seeks to capture the spirit, creativity and necessity of art by bringing it into the forefront of daily life throughout Grand Rapids.  By working in conjunction with The Rapidʼs transportation system, ArtStops will create bus stops that beautify the landscape, build community pride, increase ridership, and stimulate business. Blending ArtStops with The Rapid produces a dynamic interaction of two forces that enrich each other.   ! ArtStops will enhance neighborhoods with a strong sense of place, create safe and Comfortable spaces, and implement self-sustaining structures throughout Grand Rapids. Initially, ArtStops will build collaborative teams with professionals, local universities, professors, and aspiring students to design and implement bus stops that are more  than a pole on the  side of the road. Students will gain valuable  real life experience and will have a hand in building and investing in  their home town. An additional caveat for Grand Rapids neighborhoods and businesses will be the iconic  symbols sewn  into the community. ArtStops intends to maintain a flexible approach to each phase of development and wishes to satisfy each neighborhood highlighting the layers of diversity that make up our great city. ! Grand Rapids  is the perfect  location for  an organization like ArtStops. It has numerous  universities with  art programs, talented students, skilled artists, and professionals seeking opportunities. Models cities we researched include Phoenix, Chicago, Lexington, Atlanta, Bloomington, and Seattle. These exemplary cities invest in public art programs and initiatives that result in tourism and business which stimulates the local economy in a long-term sustaining way. Locally, we have witnessed the enormous  success of ArtPrize. Clearly Grand  Rapids  has a desire for community  enrichment through Art.   Additionally, Rapid ridership continues to grow yearly providing the perfect opportunity for partnership and collaboration.  Finally, Grand Rapids is home to many generous businesses and benefactors who support programs like these.  ! ArtStops is seeking to transform 5 stops over the first 3 years of existence and is asking for $329,000 from investors to be used over three years.  ArtStops is a nonprofit organization with one employee serving as the intermediary between artists, The Rapid, and funding.  It would be its own organization but offices would be housed at The Rapid to save resources and time.     ! Maintaining  the artistic spirit, ArtStops desires to be an open and transparent organization inviting community engagement and dialogue via an interactive website and an engaging advertising plan. ArtStops seeks to reach current Rapid riders and the  community  as a whole, encouraging the use of public transportation and appreciation of Art.  The combination of Art, The Rapid, and what Grand Rapids strives to be creates a context for a community that is proud of where they live and work. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 5 of 40
  6. 6. Description of Venture Mission   ArtStops will exist as an organic non-profit organization that will partner with collaborative teams of Visiting Professionals and University students paired with funding, corporate sponsorship, and The Rapid to create bus stops that will serve as a venue for art and community, fulfilling the growing  interest in both public  transportation and art. ArtStops seeks to do this  by utilizing various sources of funding, both public and private, including Visiting Professional, including students from multiple local universities, and materials and services from numerous companies in the Grand Rapids area.   Background   This venture was founded by, TʼAlyne, an artist living in the community.  She received her BA, BFA, and, MFA from Arizona State University. She spent five years living and traveling throughout Europe and America where she witnessed how other cities  transformed their bus stops and integrated public transportation systems into their communities. She is an accomplished artist; her work is collected by many international and national public and private collections. In order to develop the structure of ArtStops in a fiscally responsible way she  brought her idea to Grand Valley  State University professors and students. Currently, TʼAlyne has worked with over 100 students and 2 professors creating the logo, identity, communication plan, and business plan for the project. Chris McMorrow, Grand Valley State University student during Graphic Design class created the logo for ArtStops. The GVSU student team of Sarah Simon, Michelle DeArment, Kim Onofrey, and Shannon Moore researched, created the Communication Plan, and presented ArtStops to Mayor George Heartwell and city planners. Emily Bosma, GVSU student conducted the research needed to implement the business plan. To date, TʼAlyne has made numerous contacts with  key members of the community that  will help in making ArtStops a success:   • Honorable George Heartwell:  Mayor of Grand Rapids.   • Peter Varga:  CEO of The Rapid.  Currently, The Rapid has made a $10,000 commitment. • David Doyle  from Friends of Transit: This organization is seeking  to  get  the Silver  Line  in Grand Rapids. They have enormous backing from every mayor of the six cities that The Rapid serves as well as numerous city commissioners and state representatives. East Grand Rapids, Grand Rapids, Kentwood, Wyoming, Walker, and Grandville. (   • Progressive  A&E:  They specialize in design thinking.  Design thinking excels at creating an unusually complete harmony  between nature  and architecture. Through collaboration  with clients, they focus on advancing a sustainable future.  They have been successful at doing this  for over 40 years.   • Fred Keller, Cascade Engineering:  He is the owner and CEO of the business that he started in 1973.  Cascade Engineering is a global provider of plastic solutions to the automotive, office furniture, and material handling  markets. Today, Cascade Engineering operates  over  104 machines, employs over 1,200 people in 10 manufacturing facilities.   • Adagio Glass:  Since forming in 2003 they have grown to supply more than 100 dealers with glass fused to create beautiful home and commercial environments. • Mark Murray: He is the president of Meijer Inc, a 181 retail chain founded in Grand Rapids by Hendrick Meijer. Meijer Inc. has invested  $463 million  in Michigan since 2005. Mark also ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 6 of 40
  7. 7. served as the president of Grand Valley State University for 5 years.  He worked with the state government and department of education and is currently on the DTE board of directors. • Grand Valley State University: Frank Blossomʼs Graphic Design and Communication/Adverti- sing classes. Seidman College of Business expressed interest in being involved. • Kendall College of Art and Design: Numerous professors have expressed interest in the idea  and having their students help out.     • Dave Huizinga, Integrated AE • Bob Daverman, Developed DeVos Place • Robert Eleveld, McGarry Bair patent and trademark firm Types of bus stop: Phase 1: The Building Block - Collaborative teams of Visiting and Adjunct Professionals and University students paired with funding and materials will produce a stop of their design along existing Rapid routes.  ArtStops will be offered as a class at Grand Valley State University. Emphasis will be placed on In-kind donations, collaboration with local businesses, and University partnerships. Future Phases: 2% for the Arts - 2% of all new construction budgets will be allocated to the “Arts Fund”. The Call for Entries - Local businesses will fund a portion of the art in exchange they will be recognized for their contribution on the ArtStops. The design  for  this  stop will  be implemented through a national call for entries open to any student, artist, designer, architect, or engineer. Basic design needs would be established by the business and Neighborhood Associations. Community voting would take place online. The   business would have a voice  in the final design. Internship opportunities created for local students from local universities. The Commissioned Artist/Designer/Architect - Corporate sponsorship will fund the entire phase. The sponsor would work directly with the ArtStops team to evaluate the needs/wants/ desires of the sponsor. A professional Artist will be hired to complete the final version. The Sponsor will have the final decision of the design.  A plaque will be placed to acknowledge sponsorship. This is an opportunity to involve students and the universities by establishing Interships for students to run the organization oversaw by mentors. ArtPrize Category - Direct partnering with The Rapid and corporate sponsors to develop one pre-approved stop and site for the competition. Adopt-a-Stop - Establish a program for local neighborhoods, elementary schools, high schools, and universities to adopt a stop in their community. Reinforcing community pride through local responsibility. Adopt a Stop members will be responsible for design and maintenance of these stops with ArtStops and The Rapid final approval. Commuter Lots - Establish ArtStops that will serve as central stations. Providing amenities such as rest areas, drinking fountains, and ticket machines. Potential The current  climate in Grand  Rapids  presents itself as a fertile place for  an  idea such as ArtStops to take off. There is a renewed interest in being ʻgreenʼ, riding the bus, and art through the excitement  from  the success of  ArtPrize.   Additionally, the weak economy provides the opportunity  to  help  art flourish  instead of cutting it completely as in the norm in   rough economies.   Creating bus stops as community icons, the landscape of Grand Rapids and the ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 7 of 40
  8. 8. surrounding cities will establish a stronger sense of place and community involvement.  Grand Rapids will be on the cutting edge. Additionally, students will get the opportunity to express themselves in venues  out of  the  traditional norm, increase  their  knowledge and help Grand Rapids to become not only a hub of learning and skill, but of art and public transportation. The communal landscape of Grand Rapids will change as well.  By infusing the use of art in our daily lifeʼs and in throughout our environment people will be more willing to wait for the  bus because their surroundings are more pleasant.  Residents who do not currently ride the bus  may find incentive to ride it and at the very least notice that it exists through the publicity generated by this project.   Bus  Stops  Strategic  Plan   Metro 2020 has  been realized long before expected due to the enormous growth  that has occurred in Grand Rapids in such a short period of time.   This previous  plan focused  on transporting people and goods  effectively  for employment-related transportation  therefore placing stops near large employers and having routes run during office hours.   Metro 2020 attained goals  the following goals:   • A central surface transportation center in downtown Grand Rapids:  Foremost in creating progressive transportation was the need for a central location for The Rapidʼs fixed routes. In 2004 The Rapid Central Station was completed as a first LEED-certified public transportation facility in the country. • Community  transit  hubs  located  at  major  centers  in  Kent  and  Ottawa  counties:  The  plan   supports   clustered   growth   in   the   Greater   Grand   Rapids   area   to   support  transportation  to  areas   outside  of  the  central  city.  Currently  hubs  are  located  in  the  Grandville  public  library,  Woodland   Mall,  and  Standale  Meijer. • Serve  high-volume,  high-capacity  corridors  using  express  services:  Certain  routes  operate  as   express  systems  between  key  locations,  meaning  fewer  stops  and  faster  arrival  times.  Contracts   with  GVSU  are  a  good  example  of  this,  encouraging  students  to  ride  the  bus  over  driving   between  campuses. • 15-minute  service  along  high-traffic  corridors:  Several routes within The Rapids fixed route network  offer 15-minute  service during peak  times  and  on  routes  with  the  highest  demand. GVSU  also  experiences  6-minute  service  throughout  the  day  to  facilitate  students  between campuses. • Serve  high-volume,  high-capacity  corridors  by  expanding  the  fixed  route  system:  To  ensure   that The Rapidʼs resources are used effectively, as outside operational analysis evaluates the current offerings  and  identifies  changes  to  better  support  the  needs  of  the  community.   System improvements were enacted in 2000, 2003, and  August 2008   to   add  more  routes  including Route 18, the most recently added route. • Serve  high-volume,  high-capacity  corridors  using  high-occupancy  vehicle  lanes:  The  South   Division  Bus  Transit  Project  has  been  implemented  to  explore  this  option  along  Division  avenue,   the  most  populated  route  in  the  system.  The  return  on  the  investment  is  estimated  at  400%   based  on  comparisons  of  similar  systems. •Develop  a  suburban  feeder  service  with  regional/suburban  connection  centers:  PASS  vehicles   exist  to  pick  riders  up  at  their  doorstop  and  bring  them  to  the  closest  Rapid  stop  for  a  little  more  than a standard fare. This helps people who donʼt live on  the  routes. • Enhanced  employment  transportation  services:  Although  The  Rapid  seeks  to  accomplish  comprehensive  service  throughout  the  day,  not  all  needs  can  be  met.  Therefore  a  carpooling network site has been set up on The Rapidʼs website offering carpoolers  to  find  potential   matches.  The  Rapid  also  offers  a  vanpool  feature  for  a  monthly  fee.   ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 8 of 40
  9. 9. • Source: The following policies have been the main components for Strategic Planning:   • Use public transportation investments as effective strategic tools to shape urban growth and development consistent with the Metropolitan Development Blueprint. • Give funding priority to those projects and programs that improve metropolitan and regional public transportation connections.   • Establish guidelines for local governments that include pedestrian and transit access features  in the design of all major developments and activity centers.   • Give full consideration  to  future public transportation design requirements in all major transportation corridor projects.   • Identify and provide priority funding for those projects which promote economic development and provide access to regional centers of employment and economic activity.   Current Metro Planning: The Rapid is embarking on a new 20 year strategic plan.  The Rapid is currently developing this plan with the help of community input through various sessions held in each of the six cities that it serves. The  plan  will  also  help  The  Rapid  understand  how  its  system  stacks  up  against  those  of  comparable  cities   and  regions,  identify  what  it  can  learn  from  those  systems,  ways  it  can  enhance  its  transit  system  and   services,  and  how  it  can  improve  service,  attract  and  retain  riders,  increase  efficiencies,  and  lower  costs   based  on  peer  best  practices. Current Metro Goals for new Strategy development: • Link  land  use  and  transportation  decision-making.   • Optimize  means  to  match  transit  services  with  projected  land  use  patterns. • Identify  existing  and  future  transit  needs. • Examine  alternative  courses  of  action.   • Identify  what  can  be  achieved  in  the  near  term  (2010‐2014),  mid‐term  (2015‐2020)  and  long-term  (2021-­‐2030)  with  the  projected  available  funding  for  projects  and  programs. • Identify   gaps   between   future   plans   and   current   conditions,   including   specific  recommendations. • Steps  to  address  funding  gaps.   Source: Existing  Bus  Stops   The Rapid currently serves six different cities: Grand Rapids, East Grand Rapids, Kentwood,  Grandville, Wyoming, and Walker. The Rapid operates 21 fixed routes and contract services  through Grand Valley State University and The DASH. These routes  and stops influence The Rapidʼs strategy as it seeks to improve its service in these areas. According to the new strategic plan, The  Rapid  hopes  to  improve  these  areas  without  expanding  beyond   the  cities  that  it  is  currently  in.  The  Rapid  has  good  relationships  with  the  city  mayors  of  these  cities  and   community  support  as  well.     There are currently 1,401 bus stops in the Grand Rapids area.  Some stops are serviced by  more than one route.  Listed below are all of the routes and the number of stops they contain.  The map details each route and the colored circle details  the future ArtStops  plan  for the  particular stop. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 9 of 40
  10. 10. ! Proposed  construction  in  Year  One   ! Proposed  construction  in  Year  Two     Proposed  construction  in  Year Three    Future Phases ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 10 of 40 Route  1,  Division   Proposed 1st Artstop: Ottawa and Fulton in front of the Van Andel Arena. Proposed 2nd Artstop: Sheldon and Fulton across the street from the Childrens Museum. Proposed 3rd Artstop: Per The Rapids specifications along Route 1. 38  stops   Runs  7  days  a  week,  15  minute  increments  during  peak  hours. Route  2,  Kalamazoo    44  stops   Runs  every  1⁄2  hour  during   the  day,  hourly  in  the   evening,   7  days  a  week.
  11. 11. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 11 of 40 Route 3 Madison 24  stops   Runs  7  days  a  week,  every  1⁄2  hour  during  peak  hours  and   hourly  on  off-peak. Route  4  Eastern   50  stops   Runs  7  days  a  week, every 1⁄2  hour off-peak and every 15   minute peak. Route  5  Wealthy   46  stops   Runs  7  days  a  week,  every  1⁄2   hour   during  the  day,  hourly  in   the  evening.
  12. 12. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 12 of 40 Route  6  Woodland   40  stops   Runs  7  days  a  week, every 1⁄2  hour off‐ peak and 15  minutes peak ArtStops   proposed  stops. Route  7  West Leonard   38  stops   Runs 6 days a week, every 1⁄2 hour. Route  8  Grandville   46  stops   Operates 7 days a week, every 1⁄2 hour  on   weekdays, every hour on weekends.
  13. 13. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 13 of 40 Route  9  Alpine     48  stops   Operates 7 days a week,  service  every 15 minutes on weekdays,   every 1⁄2 hour on weekends. Route  10  Clyde  Park     30  stops   Operates 7 days  a  week,  every  1⁄2  hour  service  during  the  week,   hourly  service  on  the  weekends. Route  11  Plainfield   33  stops   1⁄2  hour service on weekdays, 15  minute  peak service.  Hourly   service on the weekends.
  14. 14. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 14 of 40 Route  12  West  Fulton 15  stops   Operates  6  days  a  week,   1⁄2  hour  service  on   the   weekdays,  hourly   service  on  Saturday. Route  13  Michigan/Fuller   37  stops   Operates  6  days  a  week,  1⁄2  hour  service  on  the   Route  14  East  Fulton   33  stops   Operates  6  days  a  week,  every  15  minutes   during  the   week  and  every  hour  on  Saturday. Route  15  East  Leonard   36  stops   Operates  7  days  a  week  every  1⁄2  hour   weekdays and  hourly  on  the weekends.
  15. 15. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 15 of 40 Route  16  Wyoming/Metro  Health   31  stops Operates  7  days  a  week,  every  1⁄2 hour  service   during  the  week, hourly  service  on  the  weekends. Route  17  Woodland  Mall/Airport   12  stops   Service  on  weekdays,  only every  hour. Route  18  Westside     23  stops   Runs  6  days  a  week,  1⁄2  hourly   on  the   weekdays,  hourly  on   Saturday. Route  24  Burton   28  stops   Operates  6  days  a  week,   every  1⁄2  hour  on  the   weekdays,  hourly  on   Route  28  28th  Street     25  stops   Operates  7  days  a  week,   every  1⁄2  hour.  
  16. 16. Source: Suggested Inclusion of Art This plan outlines a methodology for all bus stops to include art in some way. During the initial launching of this plan the intent is to focus on one Artstop to generate interest in the plan. Subsequently, the stops having the most traffic would be completed next. Currently, the first proposed Rapid approved site is at Ottawa and Fulton. The first Artist leader is, TʼAlyne, founder of ArtStops. Efforts will be made to balance the presence of Artstops to not only the most popular stops, but also to each city. The previous section shows which stops are planned to be completed during each year. These are subject to change per funding and corporate sponsors. Additional stops could be added if corporate sponsorships are forthcoming. It can be assumed that universities and corporations would build some stops adding to those indicated above, but excluded from the need for funding since the corporation would fully fund the stop. These stops support The Rapidʼs strategic plan by improving the existing routes and bus lines in the six cities listed above. They will develop a strong sense of place and community pride among current riders and surrounding neighborhoods. " As of November, 2009, there are a total of 688 stops going south and eastbound, 713 traveling north and west bound for a total of 1,401 stops in the greater Grand Rapids area. Currently, most of these stops are simply a curbside metal pole with a Rapid sign attached. Ideally, ArtStops seeks to transform all of these stops starting out modestly with one or two each year, then expanding to more per year based on funding and community support. Summary: Year 1: one ArtStop Year 2: two ArtStops Year 3: three ArtStops Total: six ArtStops Community Involvement Opportunities for community involvement are numerous. In order to create a buzz around each phase of this project each site design will be posted on the ArtStops website for community input and voting. Some other examples of community involvement could include: 1- Adopt-a-Stop ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 16 of 40 Route  44  44th  Street   38  stops   Operates  6  days  a  week,  hourly.
  17. 17. 2- Corporate sponsorship 3- Business donations 4- Student design submission and competition 5- ArtPrize category 6- Facebook and Twitter interactions. 7- Neighborhood Association involvement and voting. 8- Call for Entries 9- Visiting Artist/Architect/Designer call for entries 10- Artist and University student teams collaborating with local businesses. ArtStops seeks to have and to remain open to community interest, response, and participation. Business Involvement Businesses could be involved in the project in three main ways: 1) Corporate Sponsorship which would entail a company sponsoring the cost of constructing the entire ArtStop in exchange for the ArtStop being designed with their logo and preferences. For instance, Steelcase may want an ArtStop at 44th and Eastern outside of their global headquarters. This ArtStop could consist of metal furniture benches commemorating their furniture line or their company as a whole. 2) Funding an ArtStop near a business would increase customer traffic and interest in the general area. 3) Donating materials or services for ArtStops - Architectural, engineering, metal suppliers or glass suppliers could donate materials or their services as tax write-offs, and a sponsorship plaque on the Artstops would highlight their participation. Art Community Involvement The art community will be involved submitting designs to be constructed. This community will include primarily of art students enrolled at local universities, as well as their professors and the Deans of Art programs dealing with the administrative, supervisory and mentoring roles. Intangibles Community Pride The Grand Rapids area took great pride in the success of ArtPrize 2009. It is very likely that community pride will be generated by the renewal of bus stops, not only in the downtown area such as Artprize produced, but also in the outlying areas that would install ArtStops. More often than not the presence of public art engenders respect, and vandalism is not generally a problem. As this trend continues Artstops would no longer be a place for litter, but become a desirable place to wait and board The Rapid. Art Appreciation In addition to community pride there would be growth in community identity and in appreciation for art. With numerous stops comes variety in design allowing for diverse art experiences. Non-riders will also be inclined to appreciate the art, generating publicity and potentially increased ridership on The Rapid. Events can also be held in which The Rapid will bus people to each of the ArtStops as an art tour, thus increasing community involvement and appreciation for the project. More such tactics are outlined in the Marketing Plan section. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 17 of 40
  18. 18. Scope of Project The scope of ArtStops is all about networking the right resources to the proper people and places. Initially, the project would exist as an organization seeking to give artists and students of the local area a chance to create an ArtStop as a class project. The ArtStops staff would be contacted by the collaborative efforts of the Grand Rapids Arts Council and area Universities. Student involvement would be garnered by offering ArtStops as a course through colleges and universities at Kendall, Grand Valley, Calvin College, Aquinas, Cornerstone, Hope, and Davenport. Investor dollars would serve to offset the cost of supplies, and to maintain the non-profit organization. ArtStops staff team would be compensated consistent with an area Adjunct Professorship. Students would pay class tuition to their educational institution to be include a supply budget, and would benefit through exposure to real life hands on opportunities with area businesses and corporations. The project would serve as a catalyst for creative collaborations across multiple disciplines. Local businesses would also be asked to support Artstops in return for an Artstop in front of their business or as a corporate sponsor with their branding on the Artstop. An ArtStop would consist of weather resistant 2- or 3-D art ranging from a sculpture to an entire open shelter. Each artistʼs plan would be previewed by The Rapid, the city in which the Artstop is proposed, and the ArtStops organization. Office Equipment and Personnel Required One full-time employee would be needed for the Artstops organization with the following skill sets: a marketing mindset to direct the organization, an understanding of public transportation, broad knowledge of the Grand Rapids community, an understanding of the art world, and good communication skills to intersect with the public, officials and artists. Office equipment would consist of a desk, computer, and other small office supplies. Suitable office could be located within The Rapidʼs main office building. Sponsors for ArtStops personnel could be in conjunction with The Rapid or Grand Rapids Arts Council. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 18 of 40
  19. 19. Examples of three established projects- See Appendix A for more examples in other Countries Athens Georgia"" " " Lexington, Kentucky Phoenix, Arizona ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 19 of 40
  20. 20. Analysis of Mass Transit and the Art Community in Grand Rapids Introduction The history of Grand Rapids reveals a city on the cutting edge of art and transportation. In terms of ridership, Rapid ridership has increased from 3.5 million rides in 1998 to 9.3 million rides in 2009. This is a 265% increase in only 11 years. In the fall of 2009 the greater metropolitan area was awakened and enlivened by the huge successful inaugural ArtPrize. With current and broadened plans for Artprize 2010 it is clear that Grand Rapids appreciates, desires and supports art. Why Grand Rapids? Environmentally Conscious • Grand Rapids has the most LEED-certified buildings per capita of any region in the country which positions it as a city with an environmental mindset. (Source: Right Place) • Grand Rapids has the first LEED-certified art museum-the GRAM-evidencing integration between integration environment and art. Corporate Sponsorship • The following corporations in the Grand Rapids are are privately owned and operated. They are found in the Fortune 1000 list of the top privately-owned companies. These corporations have greatly contributed to making the Grand Rapids community a vibrant place to live. Alticor Gordon Food Service Haworth HermanMiller Meijer Spartan Stores Steelcase Universal Forest Products Educational Epicenter • There are over 25 colleges and universities in the greater Grand Rapids area. • Kendall College of Art and Design graduates make up over 90% of furniture designers worldwide. • On the cusp of art infiltration the ArtPrize success was felt and acknowledged on a global scale. • Numerous art galleries are located within a 75 mile radius of Grand Rapids. Focus on the Arts • The community has made significant investments in art in the recent past. • The building of the GRAM, Meijer Gardens, Heartside District; ongoing expansion of corporate art collections; and other art movements have resulted in Grand Rapids being seen as a culture rich community with high investment potential. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 20 of 40
  21. 21. Grand Rapids Outlook and Trends As stated previously, mass transit in Grand Rapids is on the rise. Community dialogue reveals that people desire a more transportation-friendly environment. The Rapid is working on implementing programs that fulfill this desire. The following ideas are currently under research and development for possible implementation: • Streetcars downtown • Great Transit • Grand tomorrows • Silverline Current Road Blocks • Educating the populace of the ease and benefits of utilizing a bus over a private car. • Educating the populace on the environmental impact of disproportionate private vehicle use. • Educating the populace on the financial impact public transportation on personal budgets. • Researching and enhancing public transportation schedules to minimize time constraints. • Riders are asking for clearly designated stops with more benches and shelters. • Current shelters lack protection, lighting, and safety from the elements. Current Educational opportunities • Promoting environmental awareness. • Increasing ridership through promotion and easy exposure to The Rapid system. • Increasing economics for local businesses by way of State laws and tax breaks for local businesses nearby bus stops. • Increased ridership will result in increased frequency of services. • Increased frequency of services will impact tourism and local economy. • Increased ridership will result in a more useable and friendly city. Analysis of Competitors Personal vehicle usage competes directly withThe Rapid. The greater Grand Rapids area was not designed for public transportation, but rather for personal vehicle use. The table below (using U.S. Census 2000) shows the reliance on personal vehicles in the Grand Rapids area. The Grand Rapids landscape has changed drastically since then. The Rapid cities 265% increase in ridership from 1998 (3.5 million rides) to 2009 (9.3 million rides). Clearly, public transportation is increasing in Grand Rapids likely due to gas prices, economic necessity, education, and environmental awareness. Census reports show methods of transportation in Grand Rapids as follows (see chart): 2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION Total Workers 16+ Drove Alone Carpool Public Transportation Other U.S. 128,279,228 75.7% 12.2% 4.7% 1.2% MICHIGAN 4,540,372 83.2% 9.7% 1.3% 0.7% ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 21 of 40
  22. 22. 2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION2000 MEANS OF TRANSPORTATION GRAND RAPIDS 511,853 85.4% 8.4% 0.6% 1.6% Personal vehicles still rule area roads. An important way to affect change is through education. ArtStopʼs will provide another opportunity for people to explore the bus system and the city by seeing or visiting these diverse iconic bus stops. Targeting the younger generation is crucial because they predominately use and value public transportation. This educational focus will benefit the future growth of The Rapid. Bicycle use is a factor. According to the 2008 Lifestyle Market Analysis, Grand Rapids ranks 34% above the national average as a bicycling community. Bicycling is ranked among the Top 10 things that area residents do in their spare time. There are over 288 miles bicycle trails in the West Michigan area, providing ample opportunity for people to ride. Fortunately bicycles are often used in conjunction with The Rapid in terms of transport. Many people ride bikes for fun, not for transportation purposes. Those who ride for transportation, often use The Rapid as a connector vehicle or to minimize harsh weather. Carpooling is another competitor for The Rapid. While this should be considered, it also could be integrated with the ArtStops concept. Currently, The Rapid offers carpool connection services for people who desire to carpool. ArtStops could expand its mission to commuter lots to inspire carpoolers to park their cars and ride The Rapid. Taxi is another alternative. Taxi services in Grand Rapids are not very far reaching and usually require a call in advance. They are primarily used in the evenings when the bus service is not available. Market Segmentation According to the 2008 Best Customers data: African Americans aged 25-48 spend 115% more than the national average on public transportation. Latinos aged 25-48 spend 104% more than the national average. Single parents aged 25-48 spend 104% more than the national average. The market for public transit use is varied between each segment and reasoning is different. Grand Rapids residents without a car ride The Rapid out of necessity. They may not have the resources to purchase a car nor have a license to drive a car, or choose not to own a car. College Students seeking to ride the bus because they are trying to save money or their fare is subsidized. Also, high cost of parking permits may also be a motivator. Grand Rapids residents seeking to be more ʻgreenʼ wish to see The Rapid succeed and are more likely to invest their own resources and ideas to make it a better system. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 22 of 40
  23. 23. Bicyclists who do not ride in the winter look to the bus to be efficient, or for a hybrid experience of bike riding in conjunction with riding the bus. Therefore this segment is looking for buses with bike racks or ArtStops that have facilities for their bikes. Communities with an ArtStop nearby. Not all residents will be riders, but they are near a stop and ArtStops will affect their neighborhood landscape. They could be potential donors looking for ways to improve safety and to beautify their community by supporting the positive spirit of these stops. Concept Plan Description of concept: Phase 1 ArtStops will exist as an organic non-profit organization seeking to pair artists and students from the Grand Rapids area with funding, corporate sponsorship, and The Rapid to create bus stops that would serve as a venue for art and community, fulfilling the growing interest in both public transportation and art. Comparison of Similar Concepts Arts in Motion: Lexington, KY: Arts in Motion as a concept is the most similar to the concept proposed for ArtStops. Arts in Motion is a non-profit organization that seeks to unite transit and art all over the country with its mission of Arts + Shelter + Transit = Arts in Motion. Lexington Kentucky has had great success in the union of these two elements. Arts in Motion gets its 501(c)(3) standing from the umbrella of Bluegrass Community Foundation. It has no paid employees but inherits its accounting and financing functions from the Bluegrass Community Foundation. It was formed with the Lexington Transit Authority after national studies found that integrating shelters and art with transit greatly increased ridership. ! Each stop has been composed under different regulations and stipulations and, to date there are three stops composed in the area. The left rendering is the first stop composed in the area. It was formed from a national design competition. The winner was awarded a cash prize as an incentive. The project was funded through a $14,000 grant from Urban County Council Corridors Committee from federal Transportation Enhancement dollars awarded by the KY Office of Special Programs. LexTran provided the concrete base and other foundational infrastructure. The innovativeness of the project has inspired many local companies and individuals to donate time, resources and expertise, estimated at over $30,000 in value. The center rendering illustrates the second stop composed in the area. The project is a partnership between Art in Motion, Inc., LexTran, Urban County council-person Andrea James and the LFUCG planning division. It was funded by a combination of privately raised funds, Knight Foundation grant, LFUCG Neighborhood Development Bond Fund grant and LexTran funds. The firm that designed the shelter, EOP Architects, and all contractors on the project ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 23 of 40
  24. 24. provided their services at or below cost. Finally, the third and newest shelter on the right is the Newtown Pike stop. This Bluegrass art shelter was awarded $10,000 from LFUCG Corridors Committee (from a KY Office of Special Programs grant) in November. They are currently seeking an additional $7,000 to fully fund this project. The Transit Authority provides the cement pad and matches the project with the typical cost of a stop, cited at about $5,000. Anything above and beyond this must come from outside funding and grants. Much of the promotion for the shelters has come from the contests used to locate artists or word of mouth. Community members see these new shelters and discuss them with family and friends which is the catalyst for inspiring action for additional stops. Jill Barrett and Jared Forte were the contacts for this information. If more information is desired on the concept, they are open to discussion. !Puget Sound STart program: The Puget Sound Transit Board endorsed a public art program to work with artists, community, and project staff to develop art projects for the agencyʼs capital projects that reflects the communityʼs interest and reflects positively on the agency. The Sound Transit Board established policies in 1998 to incorporate art and transit which is staffed by one full-time administrator and one full-time project coordinator. The 2009 budget for STart is $1.4 million dollars which was allocated by a 1% piece of all capital costs of the transit system except tunneling. A task force was then formed to ensure that the interests of the public were served by the designs put forth by the artists. They serve as a liaison between Sound Transit and the local jurisdictions and advise Sound Transit staff about the implementation of the stops. This program is a good example of how the organization is structured using a public art fund from existing budgets as ArtStops seeks to do. Additionally, there has been wide recognition and success of this program. For more examples of bus stops currently in place, please refer to Appendix B. The following are methods for artists to be involved with the transit system as outlined by the STart policy. ArtStops seeks to implement many of these opportunities for artist involvement. ❖! Stations and Transit Centers ❖! Canopy/roof/column design ❖ ! Paving ❖! Wall/vertical finishes ❖ ! Lighting ❖ ! Fencing ❖! Bicycle racks/storage ❖! Seating ❖! Railings ❖! Kiosks ❖! Signage ❖! Trash receptacles ❖! Clocks ❖! Tree Gates ❖! Art on shelter surfaces or glass Along the Routes ❖! Power poles ❖! Finishes or coverings for mechanical sheds/boxes ❖! Signage or markers ❖! Lighting ❖ ! Paving ❖! Murals on buildings and walls ❖! Other Fencing ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 24 of 40
  25. 25. ❖! Artwork on fare cards to raise awareness ❖! Temporary art installations during construction Other Unique Art Examples in Grand Rapids ! Grand Rapids has been flourishing with art, especially on the heels of Art Prize, an international art competition with enormous success. The community was very involved in ArtPrize and experienced a wide variety of art throughout the downtown area. Additionally, community members flocked to the area to see the art and food businesses were hard pressed to keep up with the demands for food. There were more entries by artists than the organizers could have ever imagined. ! Grand Rapids also boasts of the first LEED certified art museum, the GRAM. This building houses numerous exhibits every year and Grand Rapids residents are constant attendees. There is also the Childrenʼs Museum and Frederick Meijer Gardens as well as many other forms of public art showing up all over the city. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 25 of 40
  26. 26. Marketing Plan The marketing plan will be twofold: First gain support from investors and The Rapid. Second gain support from the community and other public sources. Both tactics must be addresses coincidentally in order to persuasively influence each other. The Rapid and investors will accept, support and invest in the concept if there is acceptance and support from secondary audiences. Target Market The needs of the target market vary widely. Here are several profiles of typical needs described in the Analysis of Mass Transit and the Art Community in Grand Rapids. 1.! Danielle is Grand Rapids resident without a car and rides The Rapid daily to her job at Meijer as a 2nd shift cashier. She relies on The Rapid stop schedule for her to arrive at work in a timely manner. She rides the Clyde Park route from her neighborhood near 28th Street to the Meijer on 54th Street. She makes it to work most afternoons right on time but is frustrated with the nightly service. She gets out of work at 10:30pm but the bus does not come until 11:11 pm. This is a long time for her to wait knowing that her sister is caring for her children. Danielle feels bad that her sister has to wait around, but this is the only way she can get to work regularly. ArtStops would appeal to her because they would create a friendlier atmosphere at her stop and a safety precaution late at night. Additionally, if it were raining she would be kept dry while waiting for the bus. 2.! Ryan is a Grand Valley State University student who rides 50 route from Grand Rapids to Allendale. He cannot believe the outrageous price for a parking permit so he takes the bus to avoid that expense. He parks in a commuter lot which is often full and crowded with students. As a GVSU student he is privileged to ride the bus for free. He needs buses to travel frequently in order for him to be on time for classes. Often he must wait for several buses to pass because there are no seats available. ArtStops would make his wait more enjoyable as well as incentivize students to keep the stops litter free. 3. Charlie owns his own business in downtown Grand Rapids. He rides the bus every morning to work to be an example to his employees in caring for the environment. He is very involved with The Rapid and attends all of the community meetings. He supports The Rapid and wants to see it become ʻgreenerʼ. Although he has alternative transportation, he rides The Rapid daily, making the additional sacrifice it takes to do this. ArtStops would be of benefit to him as he would have greater pride in The Rapid and have one more reason to persuade his friends to leave their own vehicles garaged. 4. Sheila is an avid bike rider and uses her bicycle as a primary form of transportation. She gets frustrated by the poor road surfaces and lack of bike lanes, but continues riding to work and to other locations daily. Biking is an easy choice for her in the summer, but in the winter it is often too snowy to ride. She needs to have buses with good bike racks or storage at stops to accommodate her bike safely if she were only to bicycle portions of her commute. Artstops would help her in providing an atmosphere in which she could safely store her bike. ArtStops would help her in providing an atmosphere in which she could safely store her bike. 5.! Roy lives off of Eastern Avenue and has a Rapid stop directly in front of his house. He is often upset by the amount of trash that accumulates at his stop and how the grass is matted down. He doesnʼt ride The Rapid as his car is more convenient but desires a more attractive stop outside of his house. ArtStops would help him by creating an art venue outside of his house instead of an atmosphere of trash and neglect. He may actually ride the bus as well if the stop outside of his house is attractive for him to wait. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 26 of 40
  27. 27. Promotion The campaign will be centered on the theme of “The Rapid Has a New Look!” The campaign will portray a fun atmosphere on billboards, buses, and the internet by using creative slogans and images. Promotion for ArtStops will happen in various ways to target three different audiences: 1. Those who will be artists and students. 2. Those who currently ride the bus. 3. Those who are part of the community not currently riding the bus. Campaign to promote to artists and students During Phase One ArtStops will be promoting the collaborations between Adjunct Visiting Artists and students. It is important to gain support and acceptance of the program. In order to spread the word, students who are signed up for this class project need to be aware and excited about the program, as well as their classmates. Additionally, professors will see the value in the program if students are excited. The following are promotional ideas to reach these markets. ! Signs around bus stops, college campuses, and the city will focus on the artist/ student aspect of the project. These signs would be engaging and encourage artists/ students to go online and get involved. ! Important media advertising in local newspapers. Many students read a newspaper between classes or while riding the bus. A color ad placed in each newspaper for the first two weeks of a semester and the last six weeks of the semester would disseminate the information at the beginning and the end of semesters reinforcing the opportunity to participate. The “Lanthorn” quotes a $75 ad rate per week which would be a total of $600 for 8 weeks. ! ArtStops will have its own webpage. The site will be visually engaging allowing for comments and involvement with the community. When various designs are being considered the community will be encouraged to cast their votes. Additionally, ArtStops will have a Facebook and Twitter account that will be updated frequently. Campaign for current riders! ! Fare Card Art: Sample art or designs will be printed on fare cards encouraging riders to look around for the new stops and respond online. ! Signs at The Rapidʼs Central Station using the same design idea as outlined above. ! Signs inside the buses. ! Signs at stops that will become ArtStops suggesting “imagine a stop that is !more than a pole.” Campaign for community ArtStops will strive toward changing the communal landscape by informing and engaging the public. Encouraging the community to take the bus through this campaign will raise awareness for public transportation and The Rapid. ! Billboards: A campaign will run in September and December to promote the design and building of ArtStops. This campaign will raise awareness among automobile drivers. It will encourage and raise awareness about how to vote or where to find more information. (Pricing for billboards was found through conversations with GR Outdoor advertising and factored into the budget.) ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 27 of 40
  28. 28. ! Grand Rapids Press/ Grand Rapids Magazine: The promotion will highlight stops that have been designed in an attempt to get the public involved in the process. The aim for the Press campaign would be to generate awareness and community pride in what is happening in Grand Rapids. Some free publicity could also be attained via the Press possibly similar in scope to the publicity for Art Prize. ! Bus Advertising: As a part of integrating all promotions, the same campaign slogan and imagery used on billboards would be used on the sides and back of buses. Since the advertising is for The Rapid this advertising would not be included in the ArtStops budget. ! Debut Event with busing to each completed stop: In December and May an event will be held in which members of the community can buy a ticket to be bused to all of the completed bus stops. Additionally, there will be a main gathering at Central Station for people to voice their opinions about the project and see future plans. ! Website: The ArtStops website will be graphically appealing and very engaging allowing people to interact with the brand, to express opinions, share stories and ultimately produce an open and transparent organization for the people of Grand Rapids to better the landscape and increase ridership as people take more pride in the public transportation system. Ridership Forecast ! In the Streetcar study conducted by The Rapid, it was found that for every dollar invested in a stop, the economic benefit around that stop was five dollars. This shows that bus stops do have an immediate impact on their environment. ArtStops would have this same halo effect creating economic activity around each stopʼs retailers. ! It can be assumed that ridership would increase as well. Community members would see the ArtStops and, at the very least have a heightened awareness about The Rapid. The incorporation of art may be incentive enough for someone to ride The Rapid. ArtStops would be the first step in a process of transitioning car commuters to bus commuters. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 28 of 40
  29. 29. SWOT Analysis Strengths: ArtStops has numerous strengths drawn from its creative origin and development as an organization. ArtStops is evolving on the heels of the enormous success of ArtPrize in Grand Rapids and local awareness is sensitized and heightened toward the arts. Additionally, ArtStops has the support of many organizations and businesses in the area providing opportunities for a growing impetus. There is a trend to be more eco-friendly with trends embracing public transportation leading this lifestyle focus. Weaknesses: ArtStops is coming at a time when budgets are tight due to the recessionary economy. The Grand Rapids area is vulnerable as residents seek employment elsewhere, in turn decreasing support and potential riders for the bus system. There is also a suburban portion of the area that contradicts this eco-focused spirit of riding the bus. Opportunities: ArtStops intends to leverage these weaknesses into opportunities. Many of the greatest solutions have come from challenging tight budgets. It is during such times that creativity is needed the most. If this spirit is opportunistically leveraged, ArtStops will flourish in this environment. There are also an opportunities to challenge the suburban culture and increase ridership on The Rapid through the introduction of art to bus stops, i.e. the greater community inviting suburbanites to enjoy the creative atmosphere and take the bus. Threats: The biggest threat facing ArtStops is the correct allocation of funding and support from the artist community. These threats have been addressed and solutions have been outlined in the plan. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 29 of 40
  30. 30. Funding Plan Appendix C Assumptions and sources of funds Integration with The Rapid to provide the basic cement pad for each stop as well as services contracted out for ArtStops, i.e. accounting and finance for a total of about 100 hours in services, totaling $2,500 in services. ✦ Investors and corporations would close the revenue gap between The Rapid and tuition sources. ✦ Universities would structure art classes in such a way that students could participate in ArtStops as well as sponsoring an ArtStop within and/or alongside their campuses. ✦ Corporate Sponsors would fully fund their own ArtStop(s) aside from those included in ArtStopsʼ initial intention. ✦ Businesses with an adjacent ArtStop would contribute a portion of its funding in return for a symbol or plaque attached identifying their contributions. ✦ All estimates are based on projections from similar concepts and on estimates from Grand Rapidsʼ development websites, subject to change. ✦ The $16,000 estimated per stop is an estimate can change based on the individual site as some designs will require more or less resources than estimated. The design and budget will be approved by a board of directors. Salaries and outsourcing rates are calculated based on one employee using a 3.2% inflation rate per year. ✦ Lighting costs are based on city estimates of $8 per month per stop and increase as stops increases. ✦ Miscellaneous expenses are factored in for unknowns. They are factored at 10% of the cost for each year. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 30 of 40
  31. 31. ArtStops Development and Assembly Plan Phase 1 ArtStops Requirements: For ArtStops to succeed collaborative input from the following resources is vital: ★! Student Artists from Kendall, GVSU, Calvin, Cornerstone, GRCC ★! Capital ★! City Supporters: Grand Rapids, Kentwood, Grandville, East GR ★! A well-connected individual to connect community leaders with Artstops ★! Corporate donations of materials 1. ArtStops Design, Blueprint, and Materials Due to the nature of ArtStops and the desire to produce original and unique designs, a typical blueprint cannot be obtained. ArtStops could consist of anything from a single sculpture to an art shelter or something in between. Appendix B highlights a few of these designs made by University of Utah students who are seeking to create designs for bus stops for the next generation. Because of the variable nature of the project, each stop will be composed of different materials at varying amounts. Artists will make a list of materials needed and quantities when designing their stop which will give ArtStops a better idea of what businesses to partner with to obtain the supplies. Typical materials that would be needed are the cement, steel/metal, glass, or wood. 2. Artist and Student Rules, Regulations, & Expectations Artists approach the design process knowing they will be paid for their work. Students enter into the design process knowing their participation is unpaid, however it is a required part of a particular class. They are expected to conform to the requirements set out by their instructor and ArtStops. They also are expected to adhere to set deadlines and cost limits. ArtStops will finalize a budget for each project which artists are expected to adhere to. 3. Considerations to be taken when designing stops are as follows: " Adapted: Expectations by Ryan Smith, University of Utah ✓ Weather: high angled summer sun, cold winters, rain, snow, natural- and traffic-generated wind. ✓ Location: proximity to the street, location in relation to sidewalk (in front, or behind primary pedestrian traffic), height limitations, views from and around the shelter. ✓ Lighting: safety of riders, maintenance, renewable energy source, visibility of signage, bus route information, identification from afar. ✓ Surfaces: ground surface friction, pedestrian surface durability, ease of snow removal and cleaning, water drainage, variety in surface treatment, vegetation. ✓ Human needs: places to sit/ stand/ lean, proximity to other riders, enclosure/refuge prospect, visibility of surroundings. ✓ Amenities: trash receptacle, phone/internet access ✓ Ticketing ✓ Micro Environmental Issues: vehicle splash, exhaust, noise. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 31 of 40
  32. 32. Timeline and Project Plan During Phase 1 ArtStops will be encouraging student involvement. Therefore, scheduling the design and building of stops will accommodate the academic calendar. The following time-line for design submission is suggested: ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 32 of 40
  33. 33. Organizational Plan Description of Operation Day to day operations for ArtStops would be under the umbrella of The Rapid and would consist of one paid employee coordinating the promotion of Artstops, contacts with artists, and funding. Professors and students will work with local businesses and city councils to get appropriate approvals. Personnel Needed and Descriptions of Day-to-Day Tasks Including: One paid employee to carry out daily tasks associated with implementing ArtStops and connecting the artists with funding, architects, engineers, and construction to ultimately implement the ArtStop vision. Relationship building with community members to ensure funding Contact with professors and students to aid in development on design concepts Update Website, Facebook, and Twitter to reflect the stops going up and status. Setting up meetings with advisory board working through approval process with designs. Ensuring stops are built in a timely manner Maintaining legal documents to ensure non-profit status remains continuous. Outside accounting and auditing would be done by existing Rapid personnel. These function sis best managed under The Rapid umbrella using their existing staff. ArtStops would contract these individuals for taxes, financial documents, and accounting as needed. Relationship with The Rapid ArtStops is to exist a separate 501(c)(3) non-profit organization. This enables ArtStops to receive donations and provide tax deductions under US Federal Law. ArtStops personnel would maintain offices within Rapid facilities to ease communication and conserve resources. Therefore general office supplies and resources would be shared between the two organizations. Board of Advisors The Board of Advisors would serve as an independent and important aspect to the success of ArtStops. Including knowledgeable members of the community would ensure compliance with necessary government documentation and confirm charitable donations and operational fairness for all involved. The following members would be approached and asked to serve on the Board of Advisors: Peter Varga, CEO of The Rapid Cindy Bartman, Mayor of The City of East Grand Rapids Mark Murray, president of Meijer Inc. David Doyle, president of Friends of Transit Rosalynn Bliss - Brandon Dillon- Kent County Commissioner Thomas Hilliker, Director of Trust Investment at Macatawa Bank (2) informed community members (2) city planners ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 33 of 40
  34. 34. Hiring Plan and Timeline The ArtStops employee contract will begin on _________1, 2010. By executing functions to secure resources by ________________ for artists to get assignments. The employee will be hired and supervised by the council of The Rapid and ArtStopsʼ Board of Advisors. Form  of  ownership   Non-­‐profit  501(c)(3)   Interweave, 501(c)(3) established 2006 Interweave must be re-opened. Organizational Chart Risk Assessment Potential risks associated with implementing ArtStops are: 1. Student artists were not interested or did not have the appropriate talent. If the local student base for artists is not sufficient ArtStops would seek to interest artists via other means. A competition for artists would be one option to decrease costs associated with hiring an artist. If artists were available but the talent did not meet the standards of ArtStops, additional artists would be sought through a competition or by working with an existing organization like ArtPrize or Urban Institute for Contemporary Arts. 2. ArtStops are vandalized. Although this is very unlikely to occur due to the nature of art, if vandalism did occur cameras and other security measures would be installed. Return on Investment - Increase in traffic for local business near stops. (stats from other projects) - Tourism increases and tours of the ArtStops circuit will result in increased business for The Rapid and local businesses. - Iconic uses for logo and ArtStops images. For example, the Calder sculpture in downtown Grand Rapids is used as a symbol for the city. - State license plates can be used to fund and promote Artstops. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 34 of 40
  35. 35. - Published coffee table book about Artstops, also used to promote the city of Grand Rapids, Grand Valley State University, and other organizations and businesses that participate. - Tax write off. - Philanthropic endeavor for the community. - Advertising benefits for Corporate sponsors. Communities typically frequent donorsʼ businesses out of interest in and recognition of their community support. Tangibles: - More public transportations means less cars and less pollution. - Increases in community involvement. - Supplementing and supporting local colleges. - Cleanup of the neighborhoods. - Educating more people about the importance of art and artists. - Community pride increases. - Embracing community makes for a better city. For example, the positive results of ArtPrize and the Inner City Christian Federation. Intagibles: - Improving bad neighborhoods. - People start to care about their surroundings when they believe their city cares. - Students care about their city when they see how the community is interested in investing in their concepts. Public Art fund-raising opportunity ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 35 of 40
  36. 36. Appendix A Other sources: 1- This website is part of a research project called “Crowd-sourcing Public Participation in Transit Planning.” Traditionally, government agencies ask for public input on planning projects by holding open meetings and workshops. The purpose of this project is to get this public input online. 2- This project is a collaboration between the Department of City & Metropolitan Planning and Department of Communication at the University of Utah and the Utah Transit Authority. It is supported by U.S. Federal Transit Administration grant 2008-DOT-FTA-PTPP: Innovative Small Research Projects to Advance Public Participation Related to Public Transportation Planning. 3- Arts & Economic Prosperity III: The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences documents the key role played by the nonprofit arts and culture industry in strengthening our nation’s economy. This study demonstrates that the nonprofit arts and culture industry is an economic driver in communities —a growth industry that supports jobs, generates government revenue, and is the cornerstone of tourism. 4- American for the Arts website. Americans for the Arts is focused on four primary goals: ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 36 of 40
  37. 37. a. Lead and serve individuals and organizations to help build environments in which the arts and arts education thrive and contribute to more vibrant and creative communities. b. Generate meaningful public and private sector policies and more leaders and resources for the arts and arts education. c. Build individual awareness and appreciation of the value of the arts and arts education. d. Ensure the operational stability of the organization and its ability to creatively respond to opportunities and challenges. Our goals are achieved in partnership with local, state, and national arts organizations; government agencies; business leaders; individual philanthropists; educators; and funders throughout the country. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 37 of 40
  38. 38. Appendix B: Artstop Phase 1 7 23 2008 © 2009 T’Alyne All rights reservedversion one digital print in laminated glass digital print in laminated glass or integral photovoltaic laminated glass tempered and/or laminated glass ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 38 of 40
  39. 39. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 39 of 40
  40. 40. ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 40 of 40
  41. 41. Appendix C Proforma Budget Phase 1 Artist Fee $ 5,000.00 Materials $ 2,000.00 Digital print $ 2,000.00 Insurance $ 2,000.00 TransportationTransportation $ 1,000.00 Power Source- SolarPower Source- Solar $ 5,000.00 Demo fee - concreteDemo fee - concrete $ 2,000.00 Demo fee - fencingDemo fee - fencing $ 2,000.00 Demo fee - shelterDemo fee - shelter $ 2,000.00 New constructionNew construction $ 2,000.00 New Work - aluminum structureNew Work - aluminum structure $ 20,000.00 New Work - installationNew Work - installation $ 2,000.00 New Work - glassNew Work - glass $ 5,000.00 New Work - concreteNew Work - concrete $ 2,000.00 New Work - permitsNew Work - permits $ 2,000.00 Contingency fee 15%Contingency fee 15% $ 5,000.00 General Conditions - Fee 3%General Conditions - Fee 3% $ 2,000.00 General Conditions - A&E feeGeneral Conditions - A&E fee $ 2,000.00 $ 65,000.00 ”Inspiring bus stops for an aspiring city.” Artstops Business Plan CONFIDENTIAL" page 41 of 40