Baker County Cultural Plan
Prepared under the Community Cultural Participation Grant Program of the Oregon Cultural Trust
In survey, respondents were asked to identify what they considered important cultural assets in Baker County, how they would describe culture in Baker County and, in another question, what they were most proud of in this county.
Topping the list was historic sites, historic architecture, and historic museums. Crossroads Center for the Creative and Performing Arts, the Baker County Public Library, and the Baker High School performing arts program were also highly regarded and consistently listed.
Descriptions of culture in the county were closely identified with heritage and included the Oregon Trail, ranching and agriculture (historically and currently), and mining. A sense of community was important to identity and was also a source of pride (could include samples of statements if there is room). A connection to nature and outdoor lifestyles, and pride in scenery and natural resources was also indicated.
Our vision, as the Baker County Cultural Planning Committee, is to coordinate local cultural resources by raising awareness of and cultivating those resources.
Eighty percent of residents over the age of 25 have a high school diploma and 16 percent, a bachelor's degree. Agriculture and retail give rise to most occupations, industries, and businesses. Many are also employed by local, state, or federal government agencies. Light industry, primarily in manufacturing, also contributes to the job market (Marvin Wood Products, Ash Grove Cement, and Behlen Manufacturing).
Over the past ten to twenty years, the local economy has been in a transition from a natural resource-base to one that includes small business, services, light industry, and tourism.
As was the situation statewide, 2003 was the third consecutive year of job loss in Baker County. Over the past two years, Baker County's public sector work force has been reduced by 8 percent. The county's private sector work force dropped by 2 percent. The unemployment rate in the county as of February 2004 was 12.4%, the 8th highest in the state.
Some social issues faced by the local community include: Lack of employment opportunities, lack of incentives for young people to stay in the community, problems with alcohol and other drugs (particularly methamphetamines), and problems adapting to social changes associated with transition away from resource-based economy.
The seven-member committee has accomplished significant work on a listing of cultural resources within the county, with an aim to eventually develop the listing into a directory of organizations and other resources.
Data about needs, values, ideas about the identification and current status of culture in Baker County, as well as dreams for our future, have been gathered primarily through local organizations, via a website, and at community events from June through September. A special event called "Culture Shock" held in August with music and art demonstrations also provided a great opportunity to gather input from residents, and distribute information about the Cultural Trust.
The committee assessed survey responses, and found we were lacking sufficient
representation from residents under the age of thirty, and from southern parts of the county. We attempted to gather additional survey information to fill those gaps but we were unsuccessful. Otherwise, a good range of ages, income brackets, and geographical areas was represented.
Our findings to date seem somewhat consistent in identifying that Baker County residents have a strong connection to the outdoors, a love of nature, and a strong sense of community which also respects independence. A majority of residents identified historic architecture and historic sites, mining heritage, and pioneer Oregon Trail heritage as cultural assets. Activities associated with the outdoors, sports, and community events were also listed as assets. Some barriers to accomplishing goals have been consistently named, including: apathy, and lack of awareness, communication, coordination, and funding.
Overall, the committee has been pleased by the concern for the growth and vitality of culture in Baker County. Some survey respondents have offered incredibly imaginative, detailed ideas which indicate a lot of dreaming has been going on behind closed doors. At our "Culture Shock" event we heard from many residents who obviously had been waiting
for an opportunity to share ideas about possibilities for our community. The excitement conveyed as they uncork their visions is very encouraging. We have great hopes for our
cultural plan and the potential of the Cultural Trust, but if nothing else is accomplished,
the experience of providing a forum for residents of this county to express and share their visions, values, and passion about their home has been well worth the effort of the cultural planning process.
An assessment from the Cultural Trust committee and results from the survey concluded some of the following general description of Baker County's cultural and social condition:
-Deeply rooted connections to nature and outdoor lifestyles
-Strong connection with history
-Challenged by population sparsity, distances, geography, and climatic conditions
-Challenged finding economic opportunities beyond traditional resource-based industries and agriculture
-Appreciative of community, family, and religious connections
-Supportive of educational system, but desirous of improvements in educational offerings for students of all ages
Cultural Assets:
Halfway County Fair
Places: Historic homes and architecture, Oregon Trail Interpretive Center, Crossroads Arts Center, historic downtown Baker City (especially the Geiser Grand Hotel), Oregon Trail Regional Museum, Baker County Library, Sumpter/Sumpter Railroad, Leo Adler Parkway, Baker Sports Complex, Powder River, downtown art galleries, St. Francis Cathedral, Sumpter Dredge, Anthony Lakes Ski Resort, Snake River parks, Eastern
Museum, Hells Canyon, Geiser Pollman Park, Chinese Cemetery, ghost towns, Betty's Books, Bella, Barley Brown's, Marilyn's Music, Eltrym Theater, antique shops, public schools.
Activities: Ranching, mining, farming, fishing, skiing, hiking, biking, school sports, little league
People: Community spirit, Elks' Drum & Bugle Corps, Trail Tenders, weaver's guild, local artists, musicians, authors, and other creative individuals.
Conclusions: In this area, there are many people with good ideas but only a few who know how to get an idea off of the launching pad. Those few "shakers and movers" are used over and over again to the point of exhaustion. Perhaps some outside help could be sought to teach people how to organize, develop, and fund projects. Existing efforts to help connect local people to maximize resources for accomplishing projects/ideas could be enhanced.
-Lack of awareness, coordination, and advertising of opportunities
-Apathy and lack of leadership
The committee discussed barriers, and developed ways to incorporate these concerns into the priorities, and also addressed how these identified barriers might be more of an issue of perceptions. Although lack of funding was identified as the biggest issue, there is significant evidence of great success in community funding of projects such as the Oregon Trail Interpretive Center, the Leo Adler Memorial Parkway, the Baker Sports Complex, the Sumpter Valley Railway and many other civic, charitable, and educational projects both large and small.
Analysis indicated the problem may not be lack of funding, but a large number of ambitious, large-scale projects envisioned by the community, and only a limited amount of available funds to achieve all the desired projects. Lack of focus to complete targeted
projects may be more of a problem than a lack of funding.
Perception of apathy may be closely linked to ideas of lack of awareness and lack of leadership. Considerable evidence shows residents of the county have the capability to accomplish big projects, but again, the large number of projects, ideas, and ambitions means not all projects get accomplished quickly, and a lack of awareness may indicate that
not all residents realize or are informed on how to become involved in projects, resulting in a perception of disinterest or lack of leadership. It is possible that lack of awareness contributes to misperceptions in that, if residents don't hear about progress, accomplishments, and efforts of neighbors in the county, they assume someone else is taking care of projects and do not become involved, thereby contributing to the idea that apathy is a barrier. Also, mildly interested people may not be aware of how to become involved, and may need those connections with people and information about projects to help them become passionate and involved about cultural projects.
Based on these perceptions of barriers, the committee determined that all priorities must include a component of publicizing accomplishments. Project successes and participation of volunteers need to be showcased. There needs to be more networking to connect groups and individuals to the projects they most care about. There needs to be more effort to show results. Groups and individuals need to coordinate efforts to finish current projects, and carefully pick the huge new projects so individuals and funding do not get spread too thin.
The prevalence of historic resources topping the list of cultural assets and cultural identity in Baker County is evidence of tremendous success in past projects and successful promotion in heritage tourism and heritage related projects. Although there is desire to continue those successes, the committee felt there needs to be extra effort toward raising awareness of art and humanities projects in Baker County, and that premise is reflected in this plan.
In addition to some component that will include publicizing efforts and successes of all projects in the cultural plan, it is suggested that all strategies in the plan include some element related to economic development, and some element/benefit toward education and cultivation in arts, humanities, and heritage for county residents of all ages.
PRIORITY 1: Develop more public spaces for performance and cultural activities and improve existing spaces.
Strategy 1 - Develop outdoor performance space.
Quantitative Benchmark: Accomplish plans already in place. Create timelines for theater, performance, and rehearsal spaces at Crossroads Art Center and Eastern Oregon Regional Theater, for classrooms at Crossroads Art Center and Baker City Community Center, and for continued improvement of Eastern Oregon Regional Museum and Sumpter Museum.
Qualitative Benchmark: See a 50% increase in current offerings of concerts, performances, cultural events, and exhibits by 2007.
Strategy 2 - Develop small, versatile indoor theater(s)
Quantitative Benchmark: Develop a new city park and square in Baker City by 2007. Approve construction plans and fundraising plan in place for amphitheater or bandshell by 2006.
Qualitative Benchmark: Expansion of outdoor events, plays, concerts, and art markets.
Strategy 3 - Encourage development of public squares or pocket parks in all county communities.
Strategy 1 - Marquee on Campbell Street in Baker City.
Quantitative Benchmark: A strategy for maintenance of information in place by 2006.
Qualitative Benchmark: Increased attendance at cultural activities by local residents and tourists.
Strategy 2 - Place information kiosks near grocery stores or other high-pedestrian traffic areas.
Quantitative Benchmark: Four kiosks in place by late 2005.
Qualitative Benchmark: Increased attendance at cultural activities.
Strategy 3 - Encourage an existing cultural group with an appropriate mission to take on maintenance of marquee, kiosks, website, and calendar coordination.
Quantitative Benchmark: Kiosks and marquee to be operational by 2006 as well as additional coordination and communication through visitor center calendars, website,
newspaper listings, regional and state listings.
Qualitative Benchmark: Improved scheduling, implementation, and attendance for culture activities throughout the county (with Baker County Visitor & Convention Bureau/Baker County Unlimited serving as a hub).
Strategy 1 - Cultivate performing arts groups and events related to fine arts and humanities with financial support.
Quantitative Benchmark:
Qualitative Benchmark: More performing groups and events. More evidence of tourism drawn to cultural events. Improvement indicated in economic reports.
Strategy 2 - Develop and fund an artisans' directory listing for local artists, crafters, galleries, and suppliers relevant to arts and heritage.
Quantitative Benchmark: Directory completed and available by 2006. In addition, a 10 percent increase in business contacts for listed artists/crafters/businesses.
Qualitative Benchmark: Growing awareness of availability of artists, supplies, and services will attract more artists, writers, craftspeople, etc. to the area.
Strategy 3 - Develop driving tours and maps of historic locations, ghost towns, galleries, and other cultural features in Baker County.
Quantitative Benchmark: At least one product available by 2005 (map or driving CD/tape tour). Plans in place for at least one additional or updated product each year by various county groups.
Qualitative Benchmark: Increase in visitation to heritage sites by cultural tourists, increased awareness amongst county residents of landmarks. Evidence of increased cultural tourism in economic reports.
Strategy 4 - Financial support for individuals developing local heritage related publications.
*This is a new committee under Economic Development that will identify potential for public art.
Strategy 1 - Identify projects for creations of public gardens and public art and find appropriate funding to accomplish.*
Quantitative Benchmark: By 2005, put in place a list of identified projects, potential locations, and proposed projects. Compile a list of available funding sources through county, state, regional, and nonprofit funding programs. Find successful matches of projects to funding. Compile a list of local organizations or individual artists available to create and/or maintain public gardens and public art pieces.
Qualitative Benchmark: Begin to see ripple effect in sprucing up of local buildings and gardens, increased awareness and appreciation for art, architecture and landscaping, additional public art or landscaping funded as part of commercial construction projects, additional inquiries or proposals for public art and landscaping projects.
Strategy 2 - Provide technical support and funding for creation of heritage markers.
Quantitative Benchmark: Completion of marker projects already proposed. Plans in place for new markers, or updated/rehabilitated existing markers.
Qualitative Benchmark: Additional locations for local residents and tourists to visit to learn about local history. Increased awareness and appreciation of historic sites and significance in neighborhoods and towns as well as in outlying areas. Retain and increase local pride and identification with historic roots.
Strategy 1 - Create and support classes and workshops for lifelong learning in the arts, historic preservation, and humanities.
Quantitative Benchmark: A 20% increase in arts classes available in all areas of the county. Classes held in new and unconventional locations. More diverse sponsorship of workshops
and classes. More lectures/ workshops/classes related to writing, poetry, preservation of historic architecture, historic research/oral history.
Qualitative Benchmark: Increased number of artists, writers, musicians, skilled crafters in communities. Greater involvement and energy in projects related to the arts and elevated level of skill evident in planning processes and results.
Strategy 2 - Support development of opportunities for developing and showcasing local
individuals and groups with more art shows, performance events, historic/heritage events.
Quantitative Benchmark: Additional two to three performances or art shows throughout the county each month. At least one new art or performance-based festival in the county
annually. At least one new heritage-based event, performance, or exhibit annually in the county.
*Again, a committee is currently working on this through Economic Development.
Structural Makeup of the Baker County
Cultural Trust Commission
-At least seven and no more than nine members.
-Representatives from major arts, humanities, and heritage organizations in Baker County.
-At least one representative from the education field.
-At least two of the members shall be from communities or areas outside of Baker City.
-Members to serve three-year terms, staggered to ensure continuity.
-Members nominated from cultural groups, appointed by County Commissioners.
-Members to meet quarterly.
Bob Evans, Secretary, Cultural Planning Committee; Program Director, Community Literacy Coalition, Inc.
Aletha Bonebrake, Director, Baker County Library
Jeff Sizer, Instructor, Baker Middle School & High School Band; Musician
Lynne Burroughs, Instructor, Baker High School English & Theater Arts; Director & Co-Founder, Eastern Oregon Regional Theater
Allison Mickens -Valerio, Publisher
Chary Mires, Coordinator, Oregon Trail Regional Museum; Representative, Baker County Museum Commission
1995 Third Street
Baker City, OR 97814
Phone: 541-523-8200
Fax: 541-523-8201