Artstops bizdraftsedits

Executive Director: TʼAlyne" 616-304-6821" studiotalyne@gmail.com
Program Director:
”Inspiring bus stops for an aspiring city.”
Artstops Business Plan CONFIDENTIAL" page 1 of 40

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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

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.

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. (www.rapidyes.org)
• 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

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

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.

• Source: www.ridetherapid.org
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: http://www.rapidtmp.org
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.

! Proposed construction in Year One
! Proposed construction in Year Two
Proposed construction in Year Three
Future Phases
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.

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.

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.

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.

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.

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.

Source: www.ridetherapid.org
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
Route 44 44th Street
38 stops
Operates 6 days a week, hourly.

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.

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.

Examples of three established projects-
See Appendix A for more examples in other Countries
Athens Georgia"" " " Lexington, Kentucky
Phoenix, Arizona

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.

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%

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.

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

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

❖! 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.

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.

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.)

! 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.

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.

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.

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.

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:

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

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.

- 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

Appendix A
Other sources:
1- http://first.nextstopdesign.com

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.
http://www.artsusa.org/information_services/research/services/economic_impact/default.asp
4- http://www.artsusa.org/ American for the Arts website. Americans for the Arts is focused on four primary goals:

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.

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

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

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