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HomeMy WebLinkAboutSupplemental Materials - Futures Committee - 01/11/2016 -Future of Arts & Culture 1/11/2016 Current State City’s Cultural Services Department •Lincoln Center •Fort Collins Museum of Discovery •Gardens on Spring Creek •Art in Public Places •Community Creative Center at the Carnegie •Fort Fund granting program Initiatives 2 3 Current State Lincoln Center •Renovated in 2011 •Hosts 25+ local performing arts orgs •160,000 participants annually 4 Current State Fort Collins Museum of Discovery •Opened 2012 •Public/Private Partnership •130,000 participants annually 5 Current State Gardens on Spring Creek •Full-Build out of Gardens in 2016 •Building completion 2017-2018 •Butterfly House •70,000 visitors annually 6 Current State Art in Public Places •1% Program •Over 100 projects to date •Artists join the team •Keeps pace with City capital projects •Maintenance budget 7 Current Initiatives •Community Creative Center at the Carnegie •Downtown Fort Collins Creative District –Geographic, promotional district –Apply for certification summer 2016 •Scientific and Cultural Facilities District (SCFD) –County-wide, community driven –Voter approved tax –City facilities would benefit •Music Initiatives •Maker Spaces Vision and Mission To Lead in Cultural Experience, making it an essential value to the community 8 Vision from Cultural Plan Mission of Cultural Services Department “To identify Fort Collins as a uniquely creative community and a destination for arts, culture, and science that enriches the lives of our citizens and visitors, and serves as an economic engine.” 9 Strategic Planning •Cultural Plan, 2008 (update in 2018) •Cultural Facilities Plan, 2008 •Plan Fort Collins, 2010 •Economic Health Strategic Plan, 2015 •Downtown Strategic Plan Update (in progress) •Downtown Creative District (designation 2016) 10 Strategic Planning Cultural Plan, 2008 (update in 2018) 1.Develop the right mix of cultural facilities 2.Develop an Arts Council to promote and support the business of the arts 3.Build Fort Collins’ identity as a cultural center and destination 4.Develop sustainable funding, public and private 5.Employ arts & culture to improve Fort Collins’ quality of life, strengthen the local economy, and increase tourism 6.Ensure availability of arts education programming to our youth 11 Strategic Planning Cultural Facilities Plan, 2008 Highest Priority Facilities: •1800 seat new performing arts center downtown. –South half of block 31 was purchased for this facility through voter approved capital tax. •When 1800 seat hall is built, Lincoln Center’s performance hall would be downsized to create: –500-800 seat theater –Rehearsal, production, and admin space –Black box theater 12 Strategic Planning Cultural Facilities Plan, 2008 (continued) Additional Recommended facilities: 1.Club Tico Renovation 2.South-Side Community Arts and Recreation Centers 3.Studio and Exhibition Space 4.Science and History Satellite near the Lindenmeier Site within the Soapstone Natural Area 5.2,500 seat venue 6.Outdoor flexible event venue for festivals, farmers markets, performances, etc. 13 Strategic Planning Plan Fort Collins, 2010 CPR1.1: Promoting, encouraging and stimulating the growth of cultural development CPR2.1: Employing arts and culture as an economic driver, and increasing the visibility of arts and culture CPR2.2: Creating a hub of cultural activity, building the identify of Fort Collins and downtown as a world-class destination 14 Strategic Planning Economic Health Office Strategic Plan, 2015 B. Grow Our Own: 1.Increase Economic Activity through Innovation and Entrepreneurism 2. Continue to develop the … Creative Industry sector[s] in collaboration with the State’s Office of Economic Development and International Trade (OEDIT) 4. Convene partners that provide support services to entrepreneurs 5. Encourage innovation and collaboration through showcase events, speaker series, and networking opportunities 2. Increase the number of new start-ups and entrepreneurs 4. Leverage funding to target new business formation by underserved populations (e.g., veterans, individuals with disabilities, minorities and women) 15 Strategic Planning Economic Health Office Strategic Plan, 2015 (continued) B. Grow Our Own: 3. Invest in enhancements to entrepreneurism and innovation infrastructure. 4. Partner in the development of a Creative District, as defined by the State of Colorado, to support the promotion of arts and culture activities that attract entrepreneurs and an educated workforce 6. Sponsor and promote creative spaces (e.g., Carnegie Building, Southeast Creative Community Center, Downtown Artery, etc.) 16 Strategic Planning Downtown Creative District (2016) Strategic Themes (in progress): 1.Retain and attract artists and creative entrepreneurs 2.Attract visitors and support tourism industry, 3.Revitalize, beautify, and serve as a steward of the heart of the city, 4.Serve as a focal point for celebrating, showcasing, and enhancing the vitality of the community Future Trends Rise of the Creative or Knowledge Economy •Makers Movement: digital revolution applied to the real world of making things •“Creativity is a key driver to economic success.” ~ Richard Florida 17 Music, visual, performing arts Film, TV, video, radio and photography Publishing and writing Architecture and Landscape Architecture Crafts Advertising and marketing Design: product, interior, graphic and fashion IT, software and computer services Museums, galleries, and libraries Anthropology and Archeology Future Initiatives Support Growth of Creative Entrepreneurship •Convene partners that provide support services to entrepreneurs •Encourage innovation and collaboration through showcase events, speaker series, and networking opportunities •Facilitate these activities through the Carnegie building Develop Ecosystem in which Creatives Thrive •Affordable housing and live/work space •Support services •Robust and vital arts and culture scene Opportunities to Engage Creatives in City Planning •Creative City Making, Minneapolis 18 Future Facilities City-owned Cultural Facilities •Protecting Facilities -Earthquake/Flood proof •Parking infrastructure •New Venues -1800 Seat Performing Arts Center -Satellite Museum 19 Triple Bottom Line Is a four-pillar model more sustainable? 20 Source: New Zealand Ministry of Culture and Heritage, Cultural well-being and local government Report 1,2006 Cultural Dimensions: •Values •Aspirations •Relationships •Diversity •Creativity •Innovation •Vitality Outcomes Eight conditions for successful creative communities: 1. Provides meaningful activities 2. Adapts to changing conditions 3. Aesthetics/Beauty – people feel connected to place 4. Healthy and functional civic culture 5. Image and self-image rooted in history and is authentic 6. Invests in physical and social infrastructure 7. Openness, including new ideas and new people 8. Finds synergy across disciplines, sectors, and silos 21 The Creative Community Buildings Handbook ~ Tom Borrup Next Steps 22 •Downtown Strategic Plan •Update of Cultural and Cultural Facilities Plans - 2018 •Others? Smart Cities Smart Cities Why Invest? Efficient infrastructure = low cost Low costs drive Economic Development Economic Development drives city vitality Smart Cities The Services Smart Cities The Structure Smart Cities The Outcome HIGH PERFORMING GOV 89.0M SAFE COMMUNITY3 126.1M ENVIRONMENTAL HEALTH2 43.1M TRANSPORTATI ON 45.0M ECONOMIC HEALTH1 143.7M CULTURE & RECREATION 34.4M Total Allocation by Outcome: $536.4M* General Fund & Other Funds: 2016 NEIGHBORHOOD LIVABILITY 6.1M Smart Cities Fort Collins Capital Verses Operational Smart Cities The Focus Smart Cities The Challenge Smart Integration Smart Collaboration