HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 10/23/2018 - FOCOCREATES ARTS AND CULTURE MASTER PLANDATE:
STAFF:
October 23, 2018
Wendy Williams, Assistant City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
FoCoCreates Arts and Culture Master Plan.
EXECUTIVE SUMMARY
The purpose of this work session is to provide an update on the FoCoCreates Arts & Master Plan process, and
goals identified in draft plan.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
• Does Council support the overall plan vision?
• What feedback does Council have on the goals?
BACKGROUND / DISCUSSION
The FoCocreates Arts & Master Plan update was launched in September 2017, to coincide with the City Plan
update process. Fort Collins has experienced numerous changes since the City’s first cultural plan. This plan is
designed to create a framework and vision for arts and cultural development over the next 10 years. It goes
beyond the previous plan components to address how the City and its partners will continue to further creative
enterprises that make Fort Collins unique. This plan addresses the breadth of culture in Fort Collins-from science
and horticulture to the community’s diverse history, heritage and traditions.
Louise Stevens, ArtsMarket, was selected as the consultant to lead the process. A Leadership Council consisting
of a broad spectrum of community leaders was formed to help guide the process. A series of focus groups,
interviews, meetings, and surveys were used to inform the research phase and then elicit feedback on the draft
plan.
The plan responds to public input, which has been extensive. The Cultural Resource Board, the Art in Public
Places Board, a Music Task Force, Equity and Access Task Force, Creative District Task Force and hundreds of
residents provided valuable input.
Five major themes, or goals, emerged. Each goal ties back to the City’s Strategic Plan, addresses relevant
current conditions and challenges, and identifies the City’s role and responsibilities.
1. Through the arts, foster an inclusive, accessible and affordable cultural and creative community that
welcomes audiences and builds equity within the civic and nonprofit arts; makes it possible for residents
to afford participation and for artists to create art for them; and distributes arts and cultural resources
throughout all geographic areas of Fort Collins.
2. Fill gaps in the accessibility and delivery of arts, culture, and creative learning opportunities for all
residents.
3. Further a public-private infrastructure of investments in arts, culture, and creativity that keeps pace with
Fort Collins growth and population needs while building strong and sustainable arts and cultural
resources.
4. Define the built aesthetic of Fort Collins through diverse creative districts, major public art, placemaking
and design.
October 23, 2018 Page 2
5. Build Fort Collins’ creative, arts, culture and heritage brand identity and communicate it effectively to
residents and beyond.
Implementation of the plan should result in six key outcomes:
1. Fort Collins residents experience and enjoy the arts around them every day in their neighborhoods, in
multiple cultural districts that are lively and arts-rich, in schools, parks and gardens, gathering places,
gateways, and civic buildings.
2. Arts and culture in Fort Collins is inclusive, diverse, and equitable for all.
3. The City of fort Collins provides an outstanding portfolio of arts, culture, and science discovery for its
residents and visitors, through venues, information, funding support for non-profit arts and entrepreneurial
creative enterprises, and education services, making the City a true creative hub for residents and
visitors.
4. Fort Collins residents do not need to leave town to enjoy the best of the arts and entertainment: it is right
here, accessible and affordable.
5. Fort Collins is known for the depth and breadth of its creative industries that grow and thrive in synergy
with the City’s tech industries.
6. The Fort Collins creative community is robust and growing thanks to affordable and accessible venues,
live-work space, and economic investment.
Next Steps
Council feedback will be incorporated into the draft plan and the plan will then be shared with Council and the
public. The new Cultural Services Director and staff team will review with stakeholders, update and finalize the
plan through April. Another work session will be scheduled in March 2019. Council adoption and launch of plan by
end of Q2, 2019 is anticipated
ATTACHMENTS
1. PowerPoint Presentation (PDF)
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FoCoCreates Briefing: Draft of Fort Collins 10-Year Master Plan
Arts, Culture and the Creative Sector
October 23, 2018
Cultural Services Department
Louise K. Stevens, Consultant
ATTACHMENT 1
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Co-Created Vision, Goals and Strategies
Responding to Fort Collins Residents
Building on Excellence
Exceptional Services
Aspirations Balanced with Pragmatism
Does Council support the
overall plan vision?
What feedback does the
Council have on the goals?
3
Briefing Purpose
FOCO-creates Timeline to Completion
Oct. 23
2018 Council
work session
Nov. 2018
– Feb. 2019
Additional
community
input
Mar.–Apr. 2019
New staff
director and
team finalize
Q2 2019
Adopt
& Launch Plan
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Responsive, Values-Based
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Culture, the arts,
and creativity
are long-standing,
valued elements
of Fort Collins.
This plan builds on exceptional
community assets and our
commitment to a culture of creativity.
• City Assets
• Partner Nonprofit Assets
• Music & Creative Economy
& Workforce Assets
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1. “Improve the Community’s sense of place with a high value on culture…place
priority on maintaining and repairing our cultural facilities…enhance and expand
infrastructure to support a growing population and demand for services.”
City Strategic Plan 2.1
2. “Develop a clear strategic description of the City’s role in culture and the arts while
leveraging partnerships with other community organizations.”
City Strategic Plan 2.6
3. “Support arts, culture, and creative enterprises with facilities, promotion, expanded
program opportunities, and funding.”
Downtown Plan
4. “Encourage programs that promote social engagement…promote and maintain a
welcoming, inclusive community where people feel connected.”
Social Sustainability Plan
City Plans Reference
Importance of the Sector
FOCOcreates Outcomes
1. Through their unique ability to include and gather, the FOCO’s arts, culture & creativity
has created a community where residents feel connected and welcomed.
2. Fort Collins has enhanced and expanded its arts, culture, and creative infrastructure to
support a growing population and demand for services.
3. The City has a freshly defined role in culture and the arts and has successfully
leveraged partnerships with other community organizations.
4. The community of Fort Collins solidly supports arts, culture, and creative enterprises
with facilities, promotion, expanded program opportunities, and funding.
5. There is a strong, unique sense of place through the community’s arts, culture, and
creativity.
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“The arts knits a community closer
together. The arts and the
humanities are some of the most
important contributors to our
understanding of community. To our
understanding of identity.”
– Daniel Pink
FOCOcreates Process To Date
• Leadership Council
• City Council and City staff
interviews
• Topics and Issues roundtables
• City Plan public Input
• Input and surveying of the arts
& culture nonprofit community
• On-line survey to residents:
707 completed surveys
• Creative community
involvement: artists,
entrepreneurs, makers
• Three task forces: Music,
Equity & Access, Creative
District(s)
• PSD and CSU
• Alignment with other City
plans: City Strategic Plan,
Downtown, Social
Sustainability, Parks &
Recreation
• Input from Economic Health,
Historic Preservation,
Recreation, Parks,
Neighborhood Services
• CRB, APP, Museum Board,
Friends
• Library District
• Community forums and
creative café
• Best practices analysis
• Comparisons to cities of
150,000 – 200,000 population
• Trends analysis
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Community Involvement
in FOCO Arts = Proven, Tremendous
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FoCo & Beyond
Households who
have attended the
Lincoln Center
But There are Challenges
• Splintered sector not positioned to meet increased demand
• Fragmented image, awareness, knowledge limits community access
• Shortage of sector-wide leadership hinders important new ventures
• Facility-centric, siloed cultural services operational model, uneven
service delivery
• Programming gaps not keeping up with community interests
• Uneven “arts in my neighborhood” community identity
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The Creative Economy Ecosystem
ARTS
CULTURE CREATIVITY
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Ecosystem-wide
leadership and
coalition has been
missing.
Acknowledgement
and coalescing of
all three are vital
to Fort Collins
identity, way of
life, economy.
Co-Expansion Areas
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• Neighborhoods
• Arts & Creative learning
• Affordability live and work space
• Home for FOCO Perf. Arts
• Creative districts
•Music
• Creative business/tech development
• New diverse arts nonprofits
• Nighttime Economy
• Public art
• Visual & literary
• Museums Strategy
• New Venues
Five Goals Support the Five Outcomes
Access,
Equity,
Affordable
Fill the Gaps
Invest in the
Sector
Art & the
Built
Environment
Image
Communicate
Engage
Brand
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CO-
Goal 1: Access, Equity, Affordable
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• Affordable Arts and Creatives Live
and Work Space
• Additional (different) creative districts:
zoned industrial
• Creative entrepreneurial development
support system: “Creatosphere”
• Changes to Fort Fund Grants: Equity,
Inclusion + Access for New Applicants
• Arts in neighborhoods
Goal 2: Fill Gaps
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• Broaden Department & Advisory Scope Beyond
Facility Silos: Arts, Culture and Creative Sector
Services
• Strengthen Partnerships and Co-Plan to Advance
Ecosystem: PreK-12 Arts Education; Business
Development
• Fort Fund Grants:
Incentivize Expanded Services to the Community,
Sustainability
• Home for Resident Arts Groups to Serve Community:
Additional Larger and Smaller Venues and Spaces
• Festivals Grounds; Convention Capacity
Goal 3: Co-Invest
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• I.D. sources for Co-Granting to Further Sector Capacity
• Expanded University and PSD, Library District Joint
Ventures
• Wise use of Resources: Remove Department Silos,
Expand Inter-department Joint Ventures
• Wise use of Resources: Music Strategy, Museums
Strategy
• Cultivate sources, build resources for major capital
investment
• Public & Private (Commercial Development): Increase
to 2% Percent for Art
Goal 4: Art and the Built Environment
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• Major and Iconic Public Art,
Temporary and Permanent
• Neighborhood-Based Placemaking
• Arts Role in Design Review:
Excellence in Architecture
• Signage and Wayfinding
• Historic Districts Preservation
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• Brand Identity
• Destination-Driver
• Diversify Engagement
• Unified Portal
Goal 4: Art and the Built Environment
Early Outcomes without New Expenditures
• Increased community access, inclusion, welcome at community arts and culture: new
policies, partnerships, dialogue.
• New support services to the creative, cultural and arts community: Cultural Services
reorganized to fill gaps and respond to community needs.
• Easy access: New image and info portal planned and designed.
• Organic creativity: New support structure for current and additional creative districts,
including zoning, opportunities for artist work and live spaces.
• Healthier nonprofits and opportunities for emerging new nonprofits: New funding
partnerships for diversified Fort Fund grants identified.
• Arts “in my neighborhood:” joint venture Cultural Services and Neighborhood Services.
• More entrepreneurial businesses: Support for creative entrepreneurial development
through joint venture Cultural Services and Economic Health.
• More placemaking, community arts experiences: APP private sector funds.
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Does Council support the
overall plan vision?
What feedback does the
Council have on the goals?
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