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HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/21/2019 - RESOLUTION 2019-066 ADOPTING OF FOCO CREATES ARTSAgenda Item 15 Item # 15 Page 1 AGENDA ITEM SUMMARY May 21, 2019 City Council STAFF Jim McDonald, Cultural Services Director Kelly DiMartino, Senior Assistant City Manager Jody Hurst, Legal SUBJECT Resolution 2019-066 Adopting of FoCo Creates Arts and Culture Master Plan. EXECUTIVE SUMMARY The purpose of this item is to request adoption of the FoCo Creates Arts and Culture Master Plan. FoCo Creates Arts and Culture Master Plan is a 10-year plan illustrating the community’s vision for the future of the arts, culture and creative sector and providing policy and implementation recommendations. STAFF RECOMMENDATION Staff recommends adoption of the Resolution. BACKGROUND / DISCUSSION The FoCo Creates Arts and Culture Master Plan development began in the fall 2017 with the engagement of consultant Louise Stevens of ArtsMarket, Inc. to facilitate the process with City staff. The FoCo Creates website was established and community input invited via an online survey. A Leadership Committee consisting of a broad spectrum of community leaders was formed to help guide the process. Additionally, two community- based groups formed to support specific plan development: the FoCo Creates Cultural Equity and Inclusion Group and the Fort Collins Music Task Force. The draft vision and concepts were presented to the Council at a work session on October 23, 2018. In November 2018, Jim McDonald was hired as the Director of Cultural Services. The management of the planning process and writing of the final plan transferred to him. In February and March, the draft of the vision statement and goals of the plan were shared with the community on the FoCo Creates website and in stakeholder and public meetings and presentations. The draft Vision Statement and Goals were shared with the Council on February 28 as part of the Council packet. The final draft of the Plan was presented to the Council at a work session on April 23, 2019. At the work session, the following direction was given: Update the definition of Creative Industries; include City Give as a partner in Goal 4; and edit Action Item 1.3d to be more inclusive and not specific. The Vision Statement for the FoCo Creates Arts and Culture Plan encompasses 10-year outcomes as articulated by community members and plan participants. 1. Arts and the creative culture in Fort Collins are inclusive and equitable for all residents and visitors. All members of the community, their cultures and art are recognized for contributing to the strength and unique character of the city. 2. Fort Collins is recognized as a destination arts, culture, and creative community with robust and diverse cultural offerings. The arts, and the values and vitality they provide, are recognized and Agenda Item 15 Item # 15 Page 2 supported attributes in building a healthy community. The creative sector is integral to drawing innovative and creative companies and people to live, work and play in Fort Collins. 3. The Fort Collins creative sector is regarded as a comprehensive network, including independent artists, nonprofit and for-profit organizations and businesses, government, educational institutions, philanthropic organizations, associations and other creative industries. Through collaborations and partnerships, the creative sector and industries are promoted and more visible, supporting an expanding creative economy. 4. Fort Collins residents experience and engage in art experiences throughout the city, including neighborhoods, schools, parks and gardens, gathering places and the City’s cultural venues. Residents value arts, culture, and creativity as essential to the health and well-being of the community and have access to life-long learning through the arts. The Plan has five goals. Each goal has been informed by research, community input and alignment with the City’s Strategic Plan. The goals address relevant current conditions and challenges and identifies the City’s role and responsibilities. 1. Inclusion and Equity - Through the arts, foster an inclusive and equitable cultural and creative community that represents all residents. 2. Creative Destination - Support and advocate for the creative industries in Fort Collins, emphasizing the importance of the creative economy and building the City’s reputation as a destination for innovative companies and people. 3. Community Engagement - Enhance the City’s cultural facilities and city-wide programs to address community growth and demand, supporting the community’s vibrancy and health. 4. Sustained and Thriving Sector - Explore and support the creation of new sustainable public and private funding sources to cultivate a vibrant and healthy cultural and creative sector. Evaluate current funding mechanisms for effectiveness and alignment to future goals and vision. 5. Dynamic Identity - Build Fort Collins creative, arts, and culture brand identity and visibility; communicate it effectively to the community, the region and beyond. CITY FINANCIAL IMPACTS The proposed FoCo Creates Arts and Culture Master Plan does not directly affect City financial sources in that the Plan provides general policy direction. There are recommendations for future expenditures subject to the Budgeting for Outcomes process. BOARD / COMMISSION RECOMMENDATION Three boards and commissions are providing recommendations to Council on adoption of the Plan. Copies of letters and memos of support and minutes from each Board and Commission may be found in Attachment 1. • Cultural Resources Board-at the March 28, 2019 Cultural Resources Board meeting, the Board passed a motion recommending City Council adopt the FoCo Creates Arts and Cultural Master Plan. • Economic Advisory Commission-at the April 17, 2019 Economic Advisory Commission meeting, the Commission passed a motion recommending City Council adopt the FoCo Creates Arts and Cultural Master Plan. • Art and Public Places Board-at the April 17, 2019 Art in Public Places Board meeting, the Board passed a motion recommending City Council adopt the FoCo Creates Arts and Cultural Master Plan. PUBLIC OUTREACH The community input received through multiple stakeholder and public meetings and online surveys and comments, directly informed and enhanced the FoCo Creates Arts and Culture Master Plan. In the fall 2017, Plan development began and a Leadership Committee consisting of a broad spectrum of community leaders Agenda Item 15 Item # 15 Page 3 was formed to help guide the process. Additionally, two community-based groups formed to support specific plan development: the FoCo Creates Cultural Equity and Inclusion Group and the Fort Collins Music Task Force. The FoCo Creates website was also established and community input invited via an online survey. Over 3,800 people visited the survey pages, 707 people completed the survey and over 1,250 individual comments were submitted. Multiple stakeholder and public meetings were held from Fall of 2017 through 2018 to inform the research phase and elicit feedback on the draft concepts. In February and March 2019, the draft of the vision statement and goals of the plan was shared with the community on the FoCo Creates website and in nine separate stakeholder and public meetings and presentations. In addition to the two public meetings, the following boards, committees and groups were engaged: FoCo Creates Leadership Committee, Cultural Resource Board, Art in Public Places Board, Economic Advisory Commission, Fort Collins Chamber of Commerce Local Legislative Affairs Committee, FoCo Creates Cultural Equity and Inclusion Group, and local arts and culture organizations. The FoCo Creates website also invited comments, announced the public meeting opportunities and gave the direct contact information of the Director of Cultural Services. ATTACHMENTS 1. Board and Commission Recommendations (PDF) 2. Downtown Fort Collins Creative District Letter of Support (PDF) 3. Work Session Summary, April 23, 2019 (PDF) 4. PowerPoint Presentation (PDF) ATTACHMENT 1 City of Fort Collins - City Council Re: FoCoCreates Arts and Culture Master Plan May 1, 2019 On behalf of the Downtown Fort Collins Creative District, we submit this letter of support for the proposed FoCo Creates Arts and Culture Master Plan 2019. We also wish to express our appreciation for ongoing involvement in this planning process for the Creative District and our community’s arts, music and culture leaders and professionals. The Downtown Fort Collins Creative District steering committee supports FoCo Creates Arts and Culture Master Plan, and is especially supportive of the visions outlined in the plan: Inclusivity and equity; fostering a robust destination arts, culture, and creative community; working within the concepts of partnerships and collaborations; and envisioning the arts and culture as essential for the health and well-being of our community. As outlined in the plan, we would particularly like to emphasize that the Downtown Fort Collins Creative District steering committee is excited to be a part of exploring opportunities to renovate the Carnegie Center for Creativity, developing the Center into an accessible hub for community cultural organizations, activity and events. We also support the goals of working towards a Fort Collins arts and cultural brand, as well as, systems that support creative industry in our community. We are eager to work with the City to research regional and national grant opportunities that support specific goals of the plan, i.e., lifelong learning, branding, creative placemaking and expansion of programs in the underserved communities. Finally, we fully support the goal to research, the feasibility, planning and establishment of a regional sales tax, or other sustainable funding mechanism or organizational structure to further the arts, culture, and creative industries in Fort Collins. We thank the City for its ongoing support of Downtown Fort Collins Creative District and look forward to having the City, through FoCo Creates Master Plan, remain our fiscal agent and support partner as we continue to serve as an essential link between the City and the arts, culture, and creative industries of our downtown community. Thank you, The Downtown Fort Collins Creative District Certified Colorado Creative District (2016) ATTACHMENT 2 ATTACHMENT 3 1 Arts and Culture Master Plan ATTACHMENT 4 Draft Plan Engagement Draft Plan Engagement (2018) • Website created. Over 3,800 people visited, 707 completed a survey, over 1,250 comments • Leadership Committee formed • Community-based groups formed: FoCo Creates Cultural Equity and Inclusion Group and the Fort Collins Music Task Force • Multiple stakeholder and public meetings held • Draft vision and concepts were presented to Council at a Work Session on October 23, 2018 2 Draft Plan Engagement Draft Plan Engagement (2019) • Website updated. Draft Vision Statement and Goals posted • 9 meetings and presentations held, including: - Art in Public Places Board - Cultural Equity and Inclusion Group - Cultural Resource Board - Cultural Organizations - Economic Advisory Commission - Leadership Committee - Fort Collins Chamber of Commerce, Local Legislative Affairs Committee - 2 Public Meetings • Draft Vision Statement and Goals shared with the Council on February 28th as part of the Council packet. • Draft Plan shared with Council at April 23rd Council Work Session 3 Vision Statement Arts and the creative culture in Fort Collins are inclusive and equitable for all residents and visitors. All members of the community, their cultures and art are recognized for contributing to the strength and unique character of the City. 4 1 Vision Statement Fort Collins is recognized as a destination arts, culture, and creative community with robust and diverse cultural offerings. The arts, and the values and vitality they provide, are recognized and supported attributes in building a healthy community. The creative sector is integral to drawing innovative and creative companies and people to live, work and play in Fort Collins. 5 2 Vision Statement The Fort Collins creative sector is regarded as a comprehensive network, including independent artists, nonprofit and for-profit organizations and businesses, government, educational institutions, philanthropic organizations, associations and other creative industries. Through collaborations and partnerships, the creative sector and industries are promoted and more visible, supporting an expanding creative economy. 6 3 Vision Statement Fort Collins residents experience and engage in art experiences throughout the city, including neighborhoods, schools, parks and gardens, gathering places, and the City’s cultural venues. Residents value arts, culture, and creativity as essential to the health and well-being of the community and have access to life-long learning through the arts 7 4 Goals 8 Goal 1 - Through the arts, foster an inclusive and equitable cultural and creative community that represents all residents. Goal 2 - Support and advocate for the creative industries in Fort Collins, emphasizing the importance of the creative economy and building the City’s reputation as a destination for innovative companies and people. Goal 3 - Enhance the City’s cultural facilities and city-wide programs to address community growth and demand, supporting the community’s vibrancy and health. Goals 9 Goal 4 - Explore and support the creation of new sustainable public and private funding sources to cultivate a vibrant and healthy cultural and creative sector. Evaluate current funding mechanisms for effectiveness and alignment to future goals and vision. Goal 5 - Build Fort Collins creative, arts, and culture brand identity and visibility; communicate it effectively to the community, the region and beyond. 10 Arts and Culture Master Plan -1- RESOLUTION 2019-066 OF THE COUNCIL OF THE CITY OF FORT COLLINS ADOPTING THE 2019 FOCO CREATES ARTS AND CULTURE MASTER PLAN WHEREAS, the City of Fort Collins 2019 FoCo Creates Arts and Culture Master Plan (the “Plan”) was developed after extensive public outreach, a community input survey, discussion with the public, and consideration of community needs and priorities; and WHEREAS, the vision statement for the Plan encompasses 10-year outcomes as articulated by community members and plan participants; and WHEREAS, the Plan articulates five community-centered goals, each informed by research, community input and alignment with the City’s Strategic Plan; and WHEREAS, at its work session on April 23, 2019, City Council reviewed the Plan and provided input, which staff incorporated; and WHEREAS, the Plan has been reviewed by various boards and commissions, community groups, and local arts and culture organizations and it has received broad support; and WHEREAS, the City Council has determined that it is in the best interests of the citizens of the City of Fort Collins and to formally adopt the Plan. NOW, THEREFORE, BE IT RESOLVED BY THE COUNCIL OF THE CITY OF FORT COLLINS: Section 1. That the City Council hereby makes any and all determinations and findings contained in the recitals set forth above. Section 2. That the City Council hereby approves and adopts the Fort Collins 2019 FoCo Creates Arts and Culture Master Plan attached hereto as Exhibit “A” and incorporated herein by this reference. Passed and adopted at a regular meeting of the Council of the City of Fort Collins this 21st day of May, A.D. 2019. _________________________________ Mayor ATTEST: _____________________________ Chief Deputy City Clerk A Ten Year Vision EXHIBIT A CONTENTS Introduction History & Today Plan Development Process Vision Statement GOAL 1 - Inclusion and Equity GOAL 2 - Creative Destination GOAL 3 - Community Engagement GOAL 4 - Sustained and Thriving Sector GOAL 5 - Dynamic Identity Implementation Acknowledgments 3 4 6 8 10 12 14 16 18 22 27 City of Fort Collins 3 Fort Collins is consistently and broadly recognized as a destination community to live, work, play and visit. Integral to the City’s reputation and established quality of life are the values and vitality that the arts, culture and creative sector bring to the community. FoCo Creates is the City of Fort Collins’ updated Arts and Culture Master Plan for 2019 – 2029. It builds upon the goals of the first 10-year Cultural Plan developed in 2008, while integrating the vision and aspirations of the growing community. Several themes were articulated by community members through the planning process. People want the arts and creative sector to be inclusive and equitable for all residents and visitors; residents desire cultural experiences and activities throughout their entire community; recognition that the greater creative sector, including for-profit and nonprofit organizations are an essential industry and economy; and, Fort Collins is a destination arts, culture and creative community and should be recognized, marketed and promoted as such. Fort Collins residents cherish and actively engage in the arts and cultural offerings in the community. As the community continues to grow and become more diverse, they want the creative opportunities to continue to grow and thrive, including and reflecting the community’s diversity. The FoCo Creates Arts and Culture Plan challenges the City and community to keep pace with this growth through continued investment in cultural programming, facilities and resources. The vision of Fort Collins being a vibrant creative hub and cultural destination is explicitly joined with a sense of community and shared values. Art, culture and creativity bring people together and reflect a community’s spirit and commitment to mutual and diverse cultures and history. INTRODUCTION 4 FOCO Creates — Arts & Culture Master Plan he mountains and plains of the greater Fort Collins region have been home to American Indian cultural groups for thousands of years. An established and enduring source of creativity in the region, the tribes’ rich arts, language, and traditions were and are deeply embedded in their culture and way of life. Following the establishment of the first fort in the area, and less than a decade after the City of Fort Collins was incorporated in 1873, the first cultural facility, the Opera House Block, was completed in 1881. The building hosted traveling performances and was an important community gathering place. Over the proceeding century plus, the growth of the sector has thrived with the establishment of a wide range of cultural organizations. Early and milestone developments include: the Colorado Agricultural College (Colorado State University today) starting its first Conservatory of Music in 1905; the establishment of the Fort Collins Symphony in 1949; the Fort Collins Children’s Theatre presenting its first production in 1958 and OpenStage Theatre opening in 1973. Today, arts and culture in Fort Collins represent a wide breadth of institutions, activities and establishments, important to the significant growth of the greater creative community and industries. Reflecting this, Fort Collins was recognized in 2011 by the State of Colorado Office of Economic Development and International Trade and Colorado Creative Industries with the Governor’s Arts Award, an award given to a “Colorado town or city for their collective efforts to enhance the vitality of their community through the arts.” Also of note, Downtown Fort Collins was certified as a Creative District in the Colorado Creative Industries Creative District Program in 2016. Over the years, city residents have shown significant support to build and sustain publicly funded arts and culture infrastructure through multiple tax initiatives. In 1971, the Designing Tomorrow Today initiative seeded the money to fund construction of The Lincoln Center, the new main library, and an expansion of the Fort Collins Museum into the Carnegie Library building. In 1997, voters approved the Building Community Choices capital tax to create a new Community Horticulture Center, now known as The Gardens on Spring Creek. The Building on Basics (BOB) capital tax was approved by voters in 2005 and supported the newly formed Fort Collins Museum of Discovery and renovations to The Lincoln Center. In 2015, voters supported renewal of the BOB tax to fund The Gardens on Spring Creek Visitor’s T HISTORY & TODAY City of Fort Collins 5 Child enjoying an installation at Fort Collins Museum of Discovery ¹Begley Bloom, Laura. 2018 “Where To Go Next: 14 Best Places To Travel In The US In 2019.” Forbes, December 6, 2018. https://www.forbes.com/sites/laurabegleybloom/2018/12/06/where-to-go-next-best-places-us-travel-2019/#150821769287. Center expansion and renovation of the historic 1904 Carnegie Building to enhance its use as a cultural community center. The Gardens on Spring Creek, The Lincoln Center and the Fort Collins Museum of Discovery have become successful and valued cultural institutions and resources, with great community support and attendance. In the recent 2018 Annual Community Survey, over 85 percent of residents rated the quality of programs and facilities for the three as good or very good. The three facilities also experience significant attendance, with over 350,000 collective annual visitors. The community and the City Council also supported the creation of the popular Arts in Public Places Program in 1995 and the opening of the Carnegie Center for Creativity in the historic Carnegie Library in 2013. The City continues to consistently invest in the nonprofit arts and cultural community via the Fort Fund grants program, begun in 1989, and funded by a share of lodging tax revenues. The City and residents of Fort Collins have a long and dedicated history of cultivating arts and culture in the community. All of the offerings the greater creative sector provides are valued for the authentic experience and diversity they bring and are also proven to be an economic multiplier, drawing significant economic value. This 2019 - 2029 Arts and Culture Master Plan builds upon this strong foundation and continues to advance Fort Collins as a signature creative community. “[Fort Collins is] also a hip place that continues to grow as a hub for artists and creatives, who value the significance of community as much as the solace of the natural environment.” ~ Olivia Balsinger1 { 6 FOCO Creates — Arts & Culture Master Plan Responses to FoCo Creates Survey by City Council District (N = 707) District 1 District 2 District 3 District 4 District 5 District 6 Outside City Limits None of the above PLAN DEVELOPMENT PROCESS The FoCo Creates Arts and Culture Master Plan development began in the Fall of 2017 with the engagement of a consultant to facilitate the process with City staff. The FoCo Creates website was established and community input invited via an online survey. Over 3,800 people visited the website, 707 people completed the survey and over 1,250 individual comments were submitted. The graph to the right depicts the community’s response by City Council District. Multiple stakeholder meetings were held throughout 2018 to elicit current strengths and weaknesses and opportunities for the future. Additionally, two community-based groups formed to support specific plan development: the Cultural Equity and Inclusion Group and the Fort Collins Music Task Force. A Leadership Committee, made up of community and city arts and culture leaders, guided the development of the Plan to completion. The final draft of the plan was shared with the community in early 2019 on the FoCo Creates website and in stakeholder and public meetings, culminating with approval by City Council on May 21, 2019. 4% 14% 16% 9% 14% 11% 13% 19% 1 2 4 3 5 6 City of Fort Collins 7 “FoCo is a community of creators. The artisans in brewing, baking, chocolate, wood, metal and stone work, and home décor as well as the creators in visual and performing arts have together formed a magical place of excellence in every discipline. FoCo is a work of art!” ~ FoCo Creates Online Community Survey Respondent { Sketch Note from Community Public Forum (Fall 2018) by Ellen O’Neill 8 FOCO Creates — Arts & Culture Master Plan V1 V2 V3 V4 The Vision Statement for the FoCo Creates Arts and Culture Master Plan encompasses 10-year outcomes as articulated by community members and plan participants, including the community- wide leadership committee, subject-specific task forces, participant input from community meetings, and survey results and online comments. Arts and the creative culture in Fort Collins are inclusive and equitable for all residents and visitors. All members of the community, their cultures and art are recognized for contributing to the strength and unique character of the city. Fort Collins is recognized as a destination arts, culture, and creative community with robust and diverse cultural offerings. The arts, and the values and vitality they provide, are recognized and supported attributes in building a healthy community. The creative sector is integral to drawing innovative and creative companies and people to live, work and play in Fort Collins. The Fort Collins creative sector is regarded as a comprehensive network, including independent artists, nonprofit and for-profit organizations and businesses, government, educational institutions, philanthropic organizations, associations and other creative industries. Through collaborations and partnerships, the creative sector and industries are promoted and more visible, supporting an expanding creative economy. Fort Collins residents experience and engage in art experiences throughout the city, including neighborhoods, schools, parks and gardens, gathering places and the City’s cultural venues. Residents value arts, culture, and creativity as essential to the health and well-being of the community and have access to lifelong learning through the arts. } } } } VISION City of Fort Collins 9 “Regional Growth, and success in regional growth, is really based on the competition for talent. You need the educated, highly skilled workforce in today’s economy to push your region ahead. One way to [do this is] attracting and retaining talent through creative amenities.” { ~ Michael Seman2 For this plan, the definition of creative industries is drawn from the Colorado Office of Economic Development and International Trade. The creative industries include nonprofit, for-profit and independent self- employed creatives. Specifically, the industries typically include design, film and media, heritage, literary and publishing, performing arts, and visual arts and crafts. Best practice also includes local definitions and for this plan we include culinary arts and brewing. “Artist,” “creatives,” and “cultural provider” are utilized throughout the plan to represent all people working in the creative industries and creative economy. Defining Creative Industries 2Ro, Christine. 2019. “Planning for Music can Transform American Cities.” Planning Magazine, February 2019. https://www.planning.org/planning/2019/feb/planningformusic/ Conversation with Myself by Lorri Acott, Collection of the Fort Collins Museum of Discovery 10 FOCO Creates — Arts & Culture Master Plan GOAL 1 — Inclusion and Equity Through the arts, foster an inclusive and equitable cultural and creative community that represents all residents. STRATEGIES ACTIONS Ensure inclusion and equity within the City’s Cultural Services Department programs, projects and facilities. Promote and increase the visibility and support of the diverse cultural artists and organizations in Fort Collins. 1.1 1.2 Develop guidelines for the Cultural Services Department that take into consideration equity and cultural representation, including artist and program selection and program development. Enhance program offerings and projects throughout the city, including those of underserved populations, neighborhoods and communities. Increase access to free and reduced-fee opportunities to City cultural programs. Assess the location of public art installations; research opportunities to place public art in underserved locations. Collaborate with diverse cultural artists and organizations to raise awareness of their work through City communication channels and working with community partners like Visit Fort Collins. Proactively outreach to, and convene regular meetings of cultural providers, including the academic community, to understand their work, share resources and collaborate. Through direct outreach, engagement, and support, encourage cultural organizations to apply for financial support through grants and other opportunities. a. b. c. d. a. b. c. The Owl and The Pussy Cat by Mary Harnett, City of Fort Collins Art Collection The Owl and The Pussy Cat by Mary Harnett, City of Fort Collins Art Collection City of Fort Collins 11 STRATEGIES ACTIONS Foster inclusion and equity within the City’s Fort Fund grant program and within the Cultural Resources Board and Art in Public Places Board. 1.3 Assess and edit the Fort Fund guidelines, applications, and reporting documents for clear, inclusive and welcoming language. Provide direct outreach to cultural organizations on funding opportunities, host Fort Fund informational workshops and provide multilingual information. Support Fort Fund grantees in creating inclusion and equity policies for their organizations and working to have their boards reflective of the community. Promote the opportunity to serve on the Cultural Resources Board and the Art in Public Places Board with the goal of having the Boards reflect the broad community. a. b. c. d. 12 FOCO Creates — Arts & Culture Master Plan GOAL 2 — Creative Destination Support and advocate for the creative industries in Fort Collins, emphasizing the importance of the creative economy and building the City’s reputation as a destination for innovative companies and people. STRATEGIES ACTIONS Support the creative industries through engagement, educational opportunities and business support. 2.1 Working with partners such as the City’s Economic Health Office and Social Sustainability Department, initiate and organize meetings with representatives of the creative industries to understand barriers, needs and opportunities. Promote educational opportunities and the creative industry through partners such as Colorado State University (University Center for the Arts), Front Range Community College, Poudre School District and other local districts, The Music District and the Small Business Development Center. Support and recognize the needs of the informal and do-it-yourself creative community, including youth. Work with City departments, including Planning, Development and Transportation and Sustainability Services to identify policies, land use codes, or other barriers that may limit innovative programs or businesses. Include the breadth of the cultural industries in the marketing of Fort Collins as a cultural center and destination. Explore the creation of a City Music Commission to support the continued development of a vital creative industry in the community. Hire a Manager of Creative Industries to work with the community to implement goals, be a liaison to all City departments including the Economic Health Office, Planning and Neighborhood Services, and coordinate all activity related to the City’s support of the creative industries sector. a. b. c. d. e. f. g. City of Fort Collins 13 Further a public-private built environment that supports the growth of the creative economy. 2.2 Working with community partners, further examine the recently explored opportunity for housing and work spaces for creatives in Fort Collins. Also explore other potential housing partners and opportunities. Inventory existing spaces and buildings for use as affordable housing and/ or work space; explore funding opportunities to support developing new creative spaces. Support and promote existing creative spaces, both public and private, so they remain within the creative economy. Support the continued success of the Downtown Creative District through continuing to be a fiscal agent and liaison to City departments and by providing access to City facilities. Identify, by working with the City and community, the potential for additional creative districts throughout the city to be developed. Work with the Recreation Department to further research and complete a feasibility study for the Community Center for Innovation and Creativity. Identify opportunities to incentivize private development to incorporate creative use in building projects. a. b. c. d. e. f. g. STRATEGIES ACTIONS 14 FOCO Creates — Arts & Culture Master Plan GOAL 3 — Community Engagement Enhance the City’s cultural facilities and city-wide programs to address community growth and demand, supporting the community’s vibrancy and health. STRATEGIES ACTIONS Provide and operate a variety of cultural facilities that support current and future needs of the community. 3.1 Conduct a feasibility study and market analysis to determine the potential of a capital campaign, and the ongoing sustainability of a major new performing arts center (2000 – 2200 seats). Explore opportunities to capitalize on the renovation of the Carnegie Center for Creativity in 2024, developing the facility into a hub for community cultural organizations and creative industries. With community partners, evaluate and further examine existing facilities, as well as the development of additional performing and visual arts facilities throughout the community. Create a long-term plan for the Fort Collins Museum of Discovery expansion, including funding options and location research. Complete phase two of The Gardens on Spring Creek expansion. Develop additional storage capacity in support of expanded cultural facilities and programs. a. b. c. d. e. f. City of Fort Collins 15 Provide cultural programming and projects at city facilities and throughout the city that engage residents and visitors. 3.2 Expand and fund art opportunities and experiences throughout the city with informal performances, pop-up temporary art exhibits, etc. in parks, neighborhoods, and civic facilities such as City Hall and The Gardens on Spring Creek. Promote collaborative programming within the Department of Cultural Services, and with other City departments such as Recreation and with community partners. Work with diverse community partners to inform and expand programmatic offerings in City facilities and throughout the community in a range of arts including literary, visual, design, digital, film and video. Hire a Community Programs Manager to implement and oversee expanded community-based programming throughout the community. Evaluate the Art in Public Places Program, assessing expanded opportunities including temporary art installations, neighborhood partnerships and the creation of major gateway artworks. Research opportunities to increase funding for Public Art including a percent for art increase, public-private partnerships and private development incentives. a. b. c. d. e. f. STRATEGIES ACTIONS Margarita Dream by Amelia Caruso, City of Fort Collins Art Collection Up.cy.clone by Tim Upham, City of Fort Collins Art Collection 16 FOCO Creates — Arts & Culture Master Plan GOAL 4 — Sustained and Thriving Sector GOAL 3 — Community Engagement Continued Explore and support the creation of new sustainable public and private funding sources to cultivate a vibrant and healthy cultural and creative sector. Evaluate current funding mechanisms for effectiveness and alignment to future goals and vision. STRATEGIES STRATEGIES ACTIONS ACTIONS Research new public funding mechanisms for dedicated and sustainable revenue sources. Promote and provide lifelong learning in the arts and culture. 4.1 3.3 Research and evaluate the establishment of a regional sales tax, or other sustainable funding mechanism. Research and evaluate the establishment of dedicated tax options (examples include admission tax, sin tax, etc.). Inventory and assess current lifelong creative learning opportunities offered by the City, Poudre School District, Colorado State University (Osher Lifelong Learning Institute), Front Range Community College, health providers, community partners and businesses. Determine gaps and work with partners to address the needs. Support community nonprofits work through providing convening and learning opportunities. Work with community stakeholders to create a lifelong learning web portal as part of a larger creative marketing and branding initiative. Explore designated funding opportunities, including Fort Fund. a. b. a. b. c. d. City of Fort Collins 17 Engage the private and philanthropic sectors to support a growing and vibrant cultural and creative community. Evaluate the Fort Fund grant program as it relates to Cultural Plan goals and strategies. 4.2 4.3 Work with private industry and philanthropic organizations to understand and identify areas of shared interest with the nonprofit and for-profit creative sectors. Work with City Give. Explore opportunities to increase funding for Public Art including public- private partnerships and private development incentives. Research regional and national grant opportunities that would support the specific goals of the plan, for example lifelong learning, renovation of the Carnegie Center for Creativity, shared creative space, expansion of programs in underserved communities, etc. Evaluate current Fort Fund funding categories for alignment to the vision of Fort Collins being a creative center and destination, engaging the entire community and visitors. Identify opportunities within Fort Fund to support a broad spectrum of creative activities, ranging from those produced by previously supported and established nonprofits to new funding opportunities in areas such as lifelong learning in the arts, artists-entrepreneurs and capacity building. a. b. c. a. b. STRATEGIES ACTIONS 18 FOCO Creates — Arts & Culture Master Plan GOAL 5 — Dynamic Identity Build Fort Collins creative, arts, and culture brand identity and visibility; communicate it effectively to the community, the region and beyond. STRATEGIES ACTIONS Support the development of partnerships to develop a brand for the creative sector of Fort Collins that reflects the entirety of the cultural and creative community. 5.1 Convene a comprehensive cross-section of the for-profit and nonprofit creative sector to support and partner on creating a unified creative brand identity for Fort Collins. Support the establishment of an ongoing creative sector branding and marketing committee to guide brand identity and development of marketing strategy. Partners would be inclusive of the entire creative sector and community. a. b. Promote and market the creative sector of Fort Collins, increasing visibility and driving community engagement, tourism, business and the recognition of Fort Collins as a cultural and creative destination. 5.2 Work with the creative sector marketing committee to develop a marketing strategy and implementation plan. A key partner would be Visit Fort Collins, with other partners including a variety of people and organizations from throughout the growth management area. Explore creating, or enhancing, a robust online resource that list events, programs, projects and links to organizations, businesses, events, etc. Work with Visit Fort Collins and others. Work with community partners to seek funds to support the branding and marketing initiative. a. b. c. City of Fort Collins 19 Flight by Kirsten Kokkin, City of Fort Collins Art Collection Fort Collins Love by Chris Bates, City of Fort Collins Art Collection 22 FOCO Creates — Arts & Culture Master Plan IMPLEMENTATION IMMEDIATE ACTIONS IE 1.1a: Develop guidelines for the Cultural Services Department that take into consideration equity and cultural representation, including artist and program development. CSD Staff Staff Time IE 1.3a: Assess and edit the Fort Fund guidelines, applications, and reporting documents for clear, inclusive and welcoming language. CSD Staff, Cultural Resources Board, Cultural Organizations Staff Time CD 2.2a: Working with community partners, further examine the recently explored opportunity for live and work space for creatives in Fort Collins. Also explore other potential housing partners and opportunities. CSD Staff, Economic Health Office, Philanthropic Community Staff Time CE 3.1e: Complete phase two of The Gardens on Spring Creek expansion. CSD Staff, Friends of the Gardens Funded CE 3.2a: Expand and fund art opportunities and experiences throughout the city with informal performances, pop-up temporary art exhibits, etc. in parks, neighborhoods, and civic facilities such as City Hall and The Gardens on Spring Creek. CSD Staff, City Departments, Community Stakeholders Contingent on Funding of Community Programs Manager position and related programmatic support (Estimated annual cost of programming $75,000) CE 3.2d: Hire a Community Programs Manager to implement and oversee expanded community-based programming throughout the community. CSD Staff Contingent on Funding (Estimated Annual Expense $80,000 - $100,000) CE 3.2e: Evaluate the Art in Public Places Program, assessing expanded opportunities including temporary art installations, neighborhood partnerships, and the creation of major gateway artworks. CSD Staff, Finance (Program Evaluation) Staff Time CE 3.3c: Work with community stakeholders to create a lifelong learning web portal as part of a larger creative marketing and branding initiative. CSD Staff, City Departments, Community Stakeholders City of Fort Collins 23 SHORT-TERM ACTIONS IE 1.1d: Assess the location of public art installations; research opportunities to place public art in underserved locations. CSD Staff, Art in Public Places Board, Community Stakeholders Staff Time, Art in Public Places CD 2.1a: Working with partners such as the City’s Economic Health Office and Social Sustainability Department, initiate and organize meetings with representatives of the creative industries to understand barriers, needs, and opportunities. CSD Staff, Economic Health Office, Social Sustainability, Creative Industry Staff Time (Contingent on Funding of Creative Industries Position) CD 2.1f: Explore the creation of a City Music Commission to support the continued development of a vital creative industry in the community. CSD Staff, Community Stakeholders Staff Time (Contingent on Funding of Creative Industries Position) CD 2.1g: Hire a Manager of Creative Industries to work with the community to implement goals, be a liaison to all City departments including the Economic Health Office, Planning and Neighborhood Services and coordinate all activity related to the City’s support of the creative industries sector. CSD Staff Contingent on Funding (Estimated Annual Expense $80,000 - $100,000) CD 2.2b: Inventory existing spaces and buildings for use as affordable live and/or work space; explore funding opportunities to support developing new creatives spaces. CSD Staff, Community Stakeholders Staff Time (Contingent on Funding of Creative Industries Position) CD 2.2f: Work with the Recreation Department to further research and complete a feasibility study for the Community Center for Innovation and Creativity. CSD Staff, Recreation Department Staff Time, Recreation Budget CE 3.1b: Explore opportunities to capitalize on the renovation of the Carnegie Center for Creativity in 2024, developing the facility into a hub for community cultural organizations and creative industries. CSD Staff, Community 24 FOCO Creates — Arts & Culture Master Plan SHORT-TERM ACTIONS CONTINUED 2021-2022 MID-TERM ACTIONS 2023-2027 ONGOING ACTIONS DI 5.1a: Convene a comprehensive cross-section of the for-profit and nonprofit creative sector to support and partner on creating a unified creative brand identity for Fort Collins. CSD Staff, Communication and Public Involvement Office, Visit Fort Collins, Community Stakeholders Staff Time, Community Stakeholders DI 5.1b: Support the establishment of an ongoing creative sector branding and marketing committee to guide brand identity and development of marketing strategy. Partners would be inclusive of the entire creative sector and community. CSD Staff, Communication and Public Involvement Office, Visit Fort Collins, Community Stakeholders Staff Time, Community Stakeholders DI 5.2a: Work with the creative sector marketing committee to develop a marketing strategy and implementation plan. A key partner would be Visit Fort Collins, with other partners including a variety of people and organizations from throughout the growth management area. CSD Staff, City's Communication and Public Involvement Office, Visit Fort Collins, Community Stakeholders Staff Time, Community Stakeholders DI 5.2b: Explore creating, or enhancing, a robust online resource that lists events, programs, projects and links to organizations, businesses, events, etc. Work with Visit Fort Collins and others. CSD Staff, Visit Fort Collins, Community Stakeholders Staff Time, General Fund, Community Stakeholders DI 5.2c: Work with community partners to seek funds to support the branding and marketing initiative. CSD Staff, Community Partners, Philanthropic Partners Staff Time, Grant Procurement, Community Stakeholders IE 1.1b: Enhance program offerings and projects throughout the City, including those of underserved populations, neighborhoods and communities. CSD Staff, Neighborhood Services, Recreation, Community Stakeholders City of Fort Collins 25 ONGOING ACTIONS CONTINUED IE 1.2b: Proactively outreach to, and convene regular meetings of cultural providers, including the academic community, to understand their work, share resources and collaborate. CSD Staff, Community Partners, Cultural Organizations Staff Time IE 1.2c: Through direct outreach, engagement, and support, encourage cultural organizations to apply for financial support through grants and other opportunities. CSD Staff, Philanthropic Community Staff Time IE 1.3b: Provide direct outreach to cultural organizations on funding opportunities, host Fort Fund informational workshops and provide multilingual information. CSD Staff, Philanthropic Community Staff Time IE 1.3c: Support Fort Fund grantees in creating inclusion and equity policies for their organizations and working to have their boards reflective of the diverse community. CSD Staff, Nonprofit Art Organizations, Philanthropic Community Staff Time IE 1.3d: Promote the opportunity to serve on the Cultural Resources Board and the Art in Public Places Board with the goal of having the Boards reflect the broad community. CSD Staff, City Council, City Clerk's Office Staff Time CD 2.1b: Promote educational opportunities and the creative industry through partners such as Colorado State University (University Center for the Arts), Front Range Community College, Poudre School District and other local districts, The Music District and the Small Business Development Center. CSD Staff, Academic Community, Music District Staff Time (Contingent on Funding of Creative Industries Position) CD 2.1c: Support and recognize the needs of the informal and do-it-yourself creative community, including youth. CSD Staff, City Departments, Community Stakeholders Staff Time (Contingent on Funding of Creative Industries Position) CD 2.1d: Work with City Departments, including 26 FOCO Creates — Arts & Culture Master Plan ONGOING ACTIONS CONTINUED CD 2.2g: Identify opportunities to incentivize private development to incorporate creative use in building projects. CSD Staff, Planning Department, Economic Health Office, Planning Department Staff Time (Contingent on Funding of Creative Industries Position) CE 3.1c: With community partners, evaluate and further examine existing facilities, as well as the development of additional performing and visual arts facilities throughout the community. CSD Staff, Cultural Providers, Community Stakeholders Staff Time CE 3.2b: Promote collaborative programming within the Department of Cultural Services, and with other City Departments such as Recreation and with community partners. CSD Staff, City Departments, Community Stakeholders Staff Time (Contingent on Funding of Community Programs Manager position) CE 3.2c: Work with diverse community partners to inform and expand programmatic offerings in City facilities and throughout the community in a range of arts including literary, visual, design, digital, film and video. CSD Staff Arts and Community Stakeholders Staff Time (Contingent on Funding of Community Programs Manager position) CE 3.3a: Inventory and assess current lifelong creative learning opportunities offered by the City, Poudre School District, CSU (Osher Lifelong Learning Institute), Front Range Community College, health providers, community partners and businesses. Determine gaps and work with partners to address the needs. CSD Staff, Academic Community, Community Stakeholders Staff Time (Contingent on Funding of Community Programs Manager position), Grant Procurement CE 3.3b: Support community nonprofits work through providing convening and learning opportunities. CSD Staff, Community Stakeholders, Creative Industries Staff Time (Contingent on ACKNOWLEDGMENTS CITY COUNCIL Wade Troxell, Mayor Kristin Stephens, Mayor Pro Tem, District 4 Susan Gutowsky, District 1 Julie Pignataro, District 2 Ken Summers, District 3 Ross Cunniff, District 5 Emily Gorgol, District 6 CITY OF FORT COLLINS ADMINISTRATION Darin Atteberry, City Manager Jeff Mihelich, Deputy City Manager Kelly DiMartino, Senior Assistant City Manager Wendy Williams, Assistant City Manager FOCO CREATES LEADERSHIP COMMITTEE Kit Baker Robert Beauchamp Kelly DiMartino Cynthia Eichler Will Flowers Bruce Freestone Bill Kneeland Mary Kopco Peggy Lyle Ray Martinez Bryce Merrill Yvonne Myers Gary Ozzello Matt Robenalt Tom Scharf Andrew Schneider Ashley Stiles Ken Summers Wade Troxell Wendy Williams Ben Withers Cheryl Zimlich CULTURAL RESOURCES BOARD Will Flowers, Chair Tedi Cox Jane Folsom Lili Francuz Vicki Fogel Mykles Jesse Solomon Jennifer Zidon ART IN PUBLIC PLACES BOARD Kirsten Savage, Chair Miriam Chase Sabrina Davies Gwen Hatchette Carol Ann Hixon Renee Sherman Michael Short WORKING GROUPS Fort Collins Music Task Force Tom Milligan, Chair Danielle Anderson Jephta Bernstein Cory Clarke Jimmy Conway Greta Cornett Celeste DiIorio Sara Durnil Jahna Eichel Jesse Elliott Melissa Flail Bryce Merrill Aquiles Quiroga Jack Rogers Jan Sawyer Tom Scharf Caitlin Solsky Andrew Williams Rita Wilson-Besser James Yearling FoCo Creates Cultural Equity and Inclusion Group Godwin Abotsi Gayle Adams Doni Ambrosine Kit Baker Debora Bernagozzi Jason Bernagozzi Annie Bierbower Floyd Bundrant Lizbeth Cedillo Carisa Clinton Todd Cornell Maria Delahoya Prodan Dimov Svetoslava Dimov Phil Donaldson Sohalia Hussain Jan Iron Morteza Karami Mary Elizabeth Lenahan Peggy Lyle Katherine Martinez Anthony McGlaun Joaquin Rivalcoba-Jimenez Jack Rogers Andrew Schneider Caridad Souza Tom Stermitz Michael Anthony Tatmon Ranjani Vedanthan Analia Alegre-Femenias Weber Karen Wilken Kevin Yu CORE STAFF TEAM Cultural Services Department Jim McDonald, Project Manager Liz Irvine Jaime Jones Ellen Martin Cheryl Donaldson Moses Michelle Provaznik Jack Rogers Annie Bierbower CONSULTANT Louise K. Stevens, ArtsMarket, Inc. PUBLICATION DESIGN Grant Smith PUBLICATION EDIT Amy Resseguie Thank you to all of the individual contributors and representatives of organizations and businesses who shared their vision, observations and skills in the planning process of the FoCo Creates Arts and Culture Master Plan. The input received from the community, through multiple stakeholder and public meetings and online surveys and comments, directly informed and enhanced the Plan. Funding of Community Programs Manager position) CE 3.3d: Explore designated funding opportunities, including Fort Fund. CSD Staff, Philanthropic Community Fort Fund, Grant Procurement STS 4.2a: Work with private industry and philanthropic organizations to understand and identify areas of shared interest with the nonprofit and for-profit creative sectors. Work with City Give. CSD Staff, City Give, Community Stakeholders, Philanthropic Community Staff Time STS 4.2c: Research regional and national grant opportunities that would support the specific goals of the plan, for example lifelong learning, renovation of the Carnegie Center for Creativity, shared creative space, expansion of programs in underserved communities, etc. CSD Staff, City Give, Community Stakeholders, Philanthropic Community Staff Time, Grant Procurement ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING Comedy and Tragedy by Bets Holland Lundeen, City of Fort Collins Art Collection Planning, Development and Transportation and Sustainability Services to identify policies, land use codes, or other barriers that limit innovative programs or businesses. CSD Staff, Planning, Department, Sustainability Services Staff Time (Contingent on Funding of Creative Industries Position) CD 2.1e: Include the breadth of the cultural industries in the marketing of Fort Collins as a cultural center and destination. CSD Staff, Community Stakeholders General Fund, Grant Procurement, Community Stakeholders CD 2.2c: Support and promote existing creative spaces, both public and private, so they remain within the creative economy. CSD Staff, Community Stakeholders Staff Time (Contingent on Funding of Creative Industries Position) CD 2.2d: Support the continued success of the Downtown Creative District through continuing to be a fiscal agent, liaison to City departments and providing access to City facilities. CSD Staff, Downtown Creative District Staff Time CD 2.2e: Identify, by working with the City and community, the potential for additional creative districts throughout the city to be developed. CSD Staff, Economic Health Office, Colorado Creative Council, Community Stakeholders Staff Time (Contingent on Funding of Creative Industries Position) ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING Contingent on Funding of Community Programs Manager position and related programmatic support IE 1.1c: Increase access to free and reduced-fee opportunities to City cultural programs. CSD Staff General fund, Budgeting for Outcomes 2021-2022 IE 1.2a: Collaborate with diverse cultural artists and organizations to raise awareness of their work through City communication channels and working with community partners like Visit Fort Collins. CSD Staff, Community Partners, Cultural Organizations, University Center for the Arts Staff Time CE 3.1a: Conduct a feasibility study and market analysis to determine the potential of a capital campaign, and the ongoing sustainability of a major new performing arts center (2000 – 2200 seats). CSD Staff, Consultant, Philanthropic Community, Community Stakeholders General Fund, (feasibility studies estimate $250,000) CE 3.1f: Develop additional storage capacity in support of expanded cultural facilities and programs. CSD Staff Capital Project Fund RESPONSIBILITY ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING Stakeholders, Creative Industries Building on Basics, Grant Procurement, Community Stakeholders CE 3.1d: Create a long-term plan for the Fort Collins Museum of Discovery expansion, including funding options and location research. CSD Staff, Friends of the Museum Staff Time, Friends of the Museum CE 3.2f: Research opportunities to increase funding for Public Art including a percent for art increase, public-private partnerships, and private development incentives. CSD Staff, Art in Public Places Board, Community Stakeholders Staff Time STS 4.1a: Research and evaluate the establishment of a regional sales tax, or other sustainable funding mechanism. CSD Staff, Community Stakeholders Staff Time, Community Stakeholders STS 4.1b: Research and evaluate the establishment of dedicated tax options (examples include admission tax, sin tax, etc.). CSD Staff, Community Stakeholders Staff Time, Community Stakeholders STS 4.2b: Explore opportunities to increase funding for Public Art including public-private partnerships and private development incentives. CSD Staff, City Departments Staff Time ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING 2021-2022 General Fund, Grant Procurement, Community Stakeholders STS 4.3a: Evaluate current Fort Fund funding categories for alignment to the vision of Fort Collins being a creative center and destination, engaging the entire community and visitors. CSD Staff, Cultural Resources Board, Community Stakeholders Staff Time STS 4.3b: Identify opportunities within Fort Fund to support a broad spectrum of creative activities, ranging from those produced by previously supported and established nonprofits to new funding opportunities in areas such as lifelong learning in the arts, artists-entrepreneurs and capacity building. CSD Staff, Cultural Resources Board, Community Stakeholders Staff Time ACTION ITEMS RESPONSIBILITY POTENTIAL FUNDING 2019-2020 The Opera House under construction on the 100 block of North College Avenue in 1880.