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2009-09-22 SLAC PacketCITY OF SOUTHLAKE MEMORANDUM September 8, 2009 TO: Southlake Arts Council FROM: Kerry McGeath, Deputy Director of Community Services SUBJECT: Agenda Item Comments for the regular Southlake Arts Council Meeting — Tuesday, September 22, 2009 at 6:00 p.m. Please notify staff if you will not be able to attend the meeting September 22, 2009 at 817.748.8184 orlcarpenter(aD_ci.southlake.tx.us. Thank you! 1. Agenda Item No. 2. Administrative Comments: A. City -appointed Boards and Commissions Reception — An appreciation reception for all of the council -appointed boards and commissions will be held Tuesday, October 20, 5:00 p.m. in Southlake Town Hall. Invitations will be mailed but we wanted to give you an advance notice as well. Hope you can attend! 2. Aaenda Item No. 3A. Consent: Approval of the minutes from the Auaust 25. 2009 Southlake Arts Council meeting — If you have corrections to the meeting minutes, please let Administrative Secretary Nancy Roper know in advance or make it part of the motion for consideration. Nancy can be reached via e-mail at nroper(a)ci.south lake.tx.us or by calling her at (817) 748-8249. 3. Agenda Item No. 4. PUBLIC FORUM: This is the public's opportunity to address the Council about non -agenda items. During this proceeding it is important that the council not deliberate (discuss among yourselves) or take action on any item brought up at this time. The councils' options during this topic are 1) to listen; 2) ask questions and respond to the presenter only; 3) request staff to look into the issue and report back to the council; and/or 4) request that the chair put the item on a future agenda for the council to discuss or consider. 4. Agenda Item No. 5A. Consider: Approval of the Southlake Arts Master Plan first iteration — The first iteration of the arts Master Plan will be made available for review and the Arts Council will decide whether to approve this document as an initial Master Plan for the Arts in Southlake. 7. Agenda Item No. 6A. Discussion: Discuss scope and goals/objectives for Arts Master Plan work subgroup — The Arts council will discuss in order to further develop the scope and goals/objectives for the Master Plan work subgroup with the goal of approving the scope, goals/objectives at the next meeting. Southlake Arts Council Meeting Date — September 22, 2009 Page 2 of 2 8. Agenda Item No. 6B. Discussion: Discuss scope and goals/objectives for art and artist selection work subgroup — The Arts council will discuss in order to further develop the scope and goals/objectives for the art and artists selection work subgroup with the goal of approving the scope, goals/objectives at the next meeting. 9. Agenda Item No. 6C. Discussion: APEX Update — This item allows representatives from APEX to update the Arts Council on APEX's current situation and upcoming programs. We appreciate your commitment and service to the City. KM STAFF CONTACT INFORMATION: Telephone — (817) 748-8203 Facsimile — (817) 748-8027 400 North White Chapel Blvd., Southlake, Texas 76092-6242 Kerry McGeath, Deputy Director of Community Services, 817-748-8384, kmcaeath(cDci.south lake.tx.us Chris Tribble, Director of Community Services, 817-748-8021, ctribble .ci.southlake.tx.us Kari Happold, Deputy Director of Community Services, 817-748-8018, khappoldci.southlake.tx.us Nancy Roper, Administrative Secretary, 817-748-8249; nroper(c)-ci.south lake.tx.us Linda Carpenter -Elgin, Administrative Secretary, 817-748-8184; Icarpenter(a�ci.southlake.tx.us 9 CITY OF SOUTHLAKE SOUTHLAKE ARTS COUNCIL Tuesday, September 22, 2009 Location: Southlake Town Hall 1400 Main Street — Training Room 3B (3rd Floor) Southlake, Texas 76092 Time: 6:00 p.m. Agenda. 1. Call to Order 2. Administrative Comments: A. City -appointed Boards and Commissions Reception 3. Consent: A. Approval of the minutes from the August 25, 2009 Southlake Arts Council meeting 4. Public Forum 5. Consider: A. Approval of the Southlake Arts Master Plan first iteration 6. Discussion: A. Discuss scope and goals/objectives for Arts Master Plan work subgroup B. Discuss scope and goals/objectives for art and artist selection work subgroup C. APEX update 7. Adjournment CERTIFICATE I hereby certify that the above agenda was posted on the official bulletin boards at Town Hall, 1400 Main Street, Southlake, Texas, on Friday, September 18, 2009 by 5:00 p.m. pursuant to Chapter 51 of the Texas G vernment Code. SQUTI-6L,1�' Gtf� LEA _` Oar ` m Lori Payne, TRMC U m p e City Secretary x o If you plan to attend this pu&ic i ipeting andfiavA a disability that requires special needs, please advise the City Secretary 48 hours hadvNre.at1317,8.8016 reasonable accommodations will be made to assist you ..,0111 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 * *UNOFFICIAL MEETING MINUTES * * NOT APPROVED BY MEMBERS OF THE SOUTHLAKE ARTS COUNCIL SOUTHLAKE ARTS COUNCIL MEETING Southlake Town Hall — Executive Conference Room 1400 Main Street Southlake, Texas 76092 August 25, 2009 MINUTES Arts Council Members Present — Leslie Bartlett, Vice Chair; Jonathan Calvert; Karen Chidiac; Deborah Frazier; Merlene Ingraham; Carol Knox; Terri Messing; Jeff Walter, Chair. Arts Council Members Absent — Peggy Firestone; Karin Newell; Fariba Parmer. Staff Members Present — Kerry McGeath, Deputy Director of Community Service. Others Present — None REGULAR SESSION: Agenda Item No. 1 - Call to Order. Chair Jeff Walter called the meeting to order at 6:02 p.m. REPORT.q- Agenda Item No. 2 — Administrative Comments. Mr. McGeath has been developing a use policy for Town Hall and wants to expand it to include other buildings like the new DPS building. Some ideas will be presented to City Council at the Tuesday, September 1, 2009 meeting before an official policy is drafted. Mr. McGeath wanted input from the Southlake Arts Council, particularly as it relates to the display of art or presentation of other arts in Town Hall. Ideas brought from the City of Frisco include using the Town Hall as a gallery with displays scheduled ahead of time. The art would be displayed five months a year so that there is some flexibility in scheduling other displays or having the building empty for those that prefer not to have the building constantly in use. There was some lengthy discussion about the approval cycle. The consensus was that there needs to be accountability without tying the Council's hands. The idea of a subcommittee appointed for emergency review purposes was accepted. The subcommittee could endorse the proposed presentation and then notify the Council when there are short notice opportunities. Mr. McGeath is meeting with CMO staff to review the Town Hall use policy so the Council can integrate their needs with the policy. Southlake Arts Council Meeting Minutes — August 25, 2009 Page 1 of 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 * *UNOFFICIAL MEETING MINUTES * * NOT APPROVED BY MEMBERS OF THE SOUTHLAKE ARTS COUNCIL CONSENT AGENDA: Agenda Item No. 3A — Consent. — Approval of minutes from the May 26, 2009 Southlake Arts Council meetina. The header needs to be corrected. Ms. Bartlett was not present at that meeting. A motion was made and seconded to approve the corrected minutes. The motion was unanimously approved. Agenda Item No. 3B — Consent. — Approval of minutes from the July 28, 2009 Southlake Arts Council meeting. The header needs to be corrected. The Agenda item 6Ad has a word missing from the last sentence. A motion was made and seconded to approve the corrected minutes. The motion was unanimously approved. REGULAR AGENDA: Agenda Item No. 4 — Public Forum. The Public Forum was opened at 6:25 pm. As there was no one to speak, it was closed at 6:26 pm. Agenda Item No. 5A — Consider - Election of Southlake Arts Council Officers for 2009- 10. There was discussion about the duties of the Secretary. It was decided not to elect a Secretary. Mr. Walter was nominated and unanimously approved as the Chair. Ms. Bartlett was nominated and unanimously approved as Vice Chair. enda Item No. 5B — Consider — Call to Artists for Roundabout. Mr. McGeath presented information on funding for the four roundabouts. The funding includes base and ground lighting plus the purchase of the actual art. Approximately $20,000 needs to be reserved for the base and ground lighting and any other basic needs. A maximum amount of $120,000 per roundabout is available leaving up to $100,000 for the actual art. The Council thought that less money per roundabout would be needed. The Council agreed that the artists would be allowed to create a concept within some predefined parameters. The funds have to be expended before September 2010. Mr. McGeath explained the process and timeline for the Call to Artists. There was some lengthy discussion of how the funds could be used and the amount to be advertised. A motion was made and seconded to form an artists subcommittee including Council members Ms. Messing, Ms. Chidiac, Ms. Knox and Mr. McGeath and to send a Call to Artists for the Roundabout art. The motion was unanimously approved. Southlake Arts Council Meeting Minutes — August 25, 2009 Page 2 of 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 * *UNOFFICIAL MEETING MINUTES * * NOT APPROVED BY MEMBERS OF THE SOUTHLAKE ARTS COUNCIL DISCUSSION: nda Item No. 6A— Discussion. — Public Arts Proiects. This item was tabled until the next meeting. Agenda Item No. 6B — Discussion. — Master Plan Work Group Review and Interaction Mr. Walter made a presentation giving some of the history of the Master Plan Work Group. Mr. Walter noted that the Master Plan progress was spotty and needed more time than was available during the meetings. He prepared a CD for each member to take home. There were three options to be considered in the plan. The first option would be to hire a consultant to facilitate faster action on devising a Master Plan. A second and more prudent option might be to choose a couple of goals to accomplish for the year and wait to formulate a more comprehensive plan until more information is available. It is unclear at this point how much Master Planning for art should be done for all of the City and to what degree the Plan is tied into other City offices and their strategic plans. It might be more prudent and less frustrating to accomplish just a few things. The third and most difficult option is to plan for the arts in the context of doing the arts while making that relationship a planning process. The Council would actively accomplish some goals and the goals would be imbedded in the planning process. Mr. Walter put a three-year cycle on this objective, but iteration plans would be formulated each year by the Council and go to City staff, and then City Council. The Plan would be constantly evolving. Mr. Walter discussed this option in more detail. A motion was made to start an iteration of option three. There was some discussion. It was unanimously approved. A Master Plan subcommittee was formed comprising Mr. Walter, Ms. Bartlett and Ms. Frazier. enda Item No. 6C — Discussion. — APEX update Ms. Messing gave an update. By next month APEX Presents will be available, which is a year long list of events. APEX is trying to increase the number of events with the talk between the City and Gateway. The City is interested in acquiring the Gateway property but not willing to expend a lot of resources for studies until there is a firm commitment from Gateway to be willing to sell. APEX is acting as a helpmate by doing some preliminary research on needs assessment, expenses and income potential. Agenda Item No. 7, Adjournment. Southlake Arts Council Meeting Minutes — August 25, 2009 Page 3 of 4 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 * *UNOFFICIAL MEETING MINUTES * * NOT APPROVED BY MEMBERS OF THE SOUTHLAKE ARTS COUNCIL The meeting was adjourned at 7:45 pm. Jeff Walter, Chair Attest: Kerry McGeath, Deputy Director of Community Services A RECORDING OF THE MEETING IS AVAILABLE FOR REVIEW IN THE OFFICE OF THE CITY SECRETARY. Southlake Arts Council Meeting Minutes — August 25, 2009 Page 4 of 4 TOWARD A PUBLIC ARTS MASTER PLAN FOR THE CITY OF SOUTHLAKE, TEXAS A FIRST ITERATION DOCUMENT The Initiation of a Planning Process and Recommended Options for Progress Developed and Proposed by the Southlake Arts Council September 2009 2 CONTENTS SECTION 1 INTRODUCTION PAGE 3 Challenges and Options for a Public Arts Master Plan SECTION 2 PLANNING PROCESS PAGE 5 A Tripartite Process for Volunteer or Professional Adaptation SECTION 3 SEVEN GOALS PAGE 8 Objectives, Measures & Timelines for 2009-2010 SECTION 4 CONCLUSION AND RECOMMENDATIONS PAGE 16 Primary Recommendation, Arts Activity Benchmarks, Planning Process Assessment, Optimal Next Steps MEMBERS OF THE SOUTHLAKE ARTS COUNCIL. 2009 Leslie Bartlett, Vice -Chairman Place 1 Peggy Firestone Place 2 John Clavert Place 3 Terri Messing Place 4 Karen Chidiac Place 5 Jeffrey Walter, Chairman Place 6 Deborah Frazier Place 7 Merlene Ingaham Alternate #1 Carol Knox Alternate #2 Fariba Parmer Alternate #3 Kerry McGeath Staff Liaison Deputy Director of Community Services SECTION 1 - INTRODUCTION WORKING TOWARD A PURPOSE: ATTAINING A COMPREHENSIVE PUBLIC ARTS MASTER PLAN Challenges for an Arts Planning Context The City of Southlake is experiencing a strong consensus amongst various arts constituencies and stakeholder groups who support the formation of a Public Arts Master Plan for our community. Throughout the course of the past two years the Southlake Arts Council (SAC) has maintained the composition of such a plan as a primary goal and has consistently attempted to formulate such a plan. City staff personnel working with the SAC have consistently recommended the formation of such a plan. Additionally, members of the Southlake city council and interested citizens have expressed interest in and suggested the development of such a plan. And, finally, City Ordinance 908 of May 2007 outlines responsibilities for the SAC which support the development of such a plan. Nevertheless, members of the SAC who have been involved in the development of arts master plans and other arts -related futures planning notice key challenges for the development of such a plan at this time given current conditions, most notably: Personnel limitations — City staff has only limited ability to support the work of the SAC. An arts master plan process constitutes a significant workload for an assigned individual or group — to reformat and re -present ideas in documented form, to form and improve those ideas with the collection of pertinent data, to add graphic materials representing data analysis, to maintain a schedule of work and continually direct the responsibilities of others working on the plan, to assure full community input and impact, and to accomplish and manage other planning activities. Financial limitations — In addition to the financial resources needed to provide time for assigned personnel to focus their work on arts planning, an arts master planning process requires other types of financial support. For example, professional planning consultants for the arts are needed to help city stakeholders consider all aspects of arts planning in our community, important data concerning the key elements of economic impact and development need to be incorporated, and citizen and stakeholder survey and data collection processes will require financial resources. Time limitations — It is evident that a complete and comprehensive plan will require significant, dedicated development time. Time resource limitations have halted previous attempts to move forward with the development of a plan. To support the immediate desire to have various arts activities, exhibitions, and events occur in our community, best practices indicate that such activities should take place within the context of an approved plan. Competing expectations (doing vs. planning) add stress to the current context and often stifle forward momentum. The situation is one where there is no current public arts master plan in place for the community, simultaneously accompanied by a strong desire to move forward as an active arts community working within the context of an accomplished, articulated plan; a plan which represents a shared vision amongst constituencies. For the SAC during the past two years, there has been a continual dichotomy between making arts happen for and in our city while simultaneously needing to have a plan in place to lead decisions for what is done. Il Arts Actions versus Arts Planning Making Public Arts Happen In Search of a Context What Art & Who Does It How & When Does It Happen Why Do It? [Justifications] Making a Public Arts Master Plan A Context of Limitations ■ Personnel to Work the Plan ■ Resources for Planning ■ Time t❑ Plan Given this challenge, the SAC has considered these options for action: 1. Recommending to the Southlake city council and staff the contracting of a professional arts planning consultant to lead, develop, compile, and present a public arts master plan during the 2009-10 year. 2. Embracing the dichotomy of the situation through an incremental and iterative planning process, compelling members of the Southlake Arts Council to accept full responsibility for the work of executing that planning process. 3. Selecting one or two goals from the master planning work which has been completed to date, working toward achieving those minimal goals for the current annual cycle (Oct. 2009 — Sept. 2010) and delaying comprehensive work on a master plan until more is known from city leadership and staff. At the August, 2009 regular meeting of the SAC, the group resolved to engage in a process of planning for the arts within the context of presenting the arts for our community, through the use of a progressive, step -wise, and cumulative planning process (option 2 above). This type of process would lead toward the completion of a public arts master plan infused with experiential and empirical data harvested from the presentation of arts in our city. The process would allow the SAC to engage in supporting arts activities in the midst of planning. This planning process is explained in Section 2 of this document. Simultaneously, the SAC unanimously rejected delaying work on a master plan and waiting for future directives (option 3 above). Accepting responsibility to provide leadership and guidance for the arts, members the SAC noted that such a course of action (or inaction) would amount to an abdication of the responsibilities given to a city commission. Most importantly, the SAC recognized the option to contract a professional consultant for arts master plan development (option 1 above) as ideal and optimal. As the master planning subcommittee of the SAC met to revise and edit this document, work that was based upon an invitation to receive input from all SAC members, the efficacy of contracting a consultant at this time was confirmed as the best course of action, and the most likely to succeed. Consequently, this First Iteration document outlines the processes of the second option as if the members of the SAC with city staff liaison support would be fully responsible for the development of the arts master plan, but with the noted conviction that success in achieving the desired result will be best attained through contracting a consultant who would use this document as a foundational context for the direction and timely completion of the public arts master plan. SECTION 2 - THE ITERATIVE PROCESS ONE PROCESS OF DEVELOPING A PUBLIC ARTS MASTER PLAN Directions toward Success Embracing The Dichotomy Planning FOR the Arts in the context of the Presentation OF the Arts Using a progressive, iterative, and cumulative process culminating in the completion of a Public Arts Master Plan Infused with experiential & empirical data from actions which present the arts during a 3 year cycle of planning for the arts. In order to address the current context of personnel, financial and time limitations, the SAC has designed a planning process which uses a tri-partite structure of planning phases/cycles. The three stages of the master plan development could be benchmarked by the submission of three, annual iterations; documents which will include goals, objectives, and measures for both arts planning and arts activities. The presentation of the third and final iteration of this process would result in a foundational, comprehensive draft of a Public Arts Master Plan. During the development of each iteration (that is, for each of next three years), the SAC would continue to address the objectives of goals defined in this First Iteration (arts projects, arts policy and practices issues, planning process items), simultaneously developing goals for the subsequent iterations of the master plan process. In short, the SAC would engage in a protocol of supporting arts activity within the context of continually developing the planning process, where annual activities and recommendations would be incorporated into the process documentation. Proposed goals for both planning and activities would be executed, reviewed and assessed throughout the iterative process. New goals and objectives would be added to each iterative phase/cycle, and requisite planning resources, data -gathering tools and techniques, and analysis results would be included as they are developed. An important benefit is that the iterative process provides for dynamic (rather than static or fixed) plan development. While the SAC would strive to provide tangible and documented iterations of this planning process, the nature of that process is fluid. It is expected that each iteration document would be met with regular comments and suggestions for revisions and changes, submitted by primary stakeholder groups who review those iterations (city staff, city council, citizen groups, etc). The process would help ensure that comments and new ideas are incorporated through each iterative phase, providing "re -iterations" of the initial documents as needed. Indeed, employing the iterative process requires such reactions. 6 The SAC developed this planning process under the assumption that its volunteer members, and city staff liaison assigned to the SAC, would be chiefly responsible for the completion of all phases. That assumption was based upon our environmental scan of the current context comingled with high expectations for volunteer work. However, the SAC also contends that it will be best, most effective, and most successful to engage a professional planning consultant to complete the master plan within a much shorter timeframe (6-8 months, rather than 3 years). In that case, this document can be employed by the consultant as a comprehensive foundation for the beginning of the process. The complete, three-phase structure and timeline for the process would be as follows: I" Iteration for 2009-2010 -1 Purpose & 7 Goals ■Introduces the iterative process and overall timeline. -Sets arts activity, funding, Policy and Practices, and Planning goalsfor the iteration. -Projects planning process items and issues important to future iterations. ■Outlines an activity review process for incorporation into the planning process. -Sets timeline benchmarks for the development of the 2n1 iteration. 2nd Iteration for 2010-2011— Steps Toward a Comprehensive Master Plan I Reviews the iterative process and progress related to the overarching timeline. Sets arts activity, funding, policy and practices, and planning goals for the iteration's time frame. Outlines results of the 111 iteration and incorporates those results into the planning process. Engages consultant services and survey tools to assure a representative master plan. Sets timeline benchmarks for the development of the final iteration. 13rd Iteration for 2011-2012 —Attaining a Public Arts Master Planfor Southlake Reports on the goals, obj ectives, & benchmarks included in 1 st & 216 iterations. Sets arts activity, ,handing, policy and practices, and planning goals, for the iteration's throe, frame. Performs analysis and forms conclusion related to consultant and survey activities in 21d iteration. Outlines an activity and planning revie w process, for incorporation into future planning process. Presents a cumulative review of the process and introduces a draft Public Arts Master Plan. This execution schedule for the First Iteration document would be as follows: July- September 2009 The Southlake Arts Council (SAC) drafts a First Iteration document. September 2009 The First Iteration is approved by SAC and presented to city staff for consideration. October 2009 The First Iteration presented to city council for consideration/action/endorsement. October 2009 — September 2010 Goals, Objectives, and Timeline Measures of the First Iteration are completed. This initial schedule would be followed for subsequent iterations of the planning process, matching the City's annual budgeting cycle (October through September). This First Iteration document is a pragmatic step in an effort to proactively move toward the achievement of a Public Arts Master Plan for Southlake. It is important to notice that, of the seven goals included in this iteration, two are completely focused on the continual work of plan development. This indicates the SAC's conviction that, should the planning process move forward with members of the Arts Council serving as the lead responsible parties charged with completing the work, a comprehensive arts master plan will require dedicated work from volunteers well into and through the future iterations of the planning process. The SAC intends to exhibit the dedication and commitment of its members by sharing this document and the requirements embedded within it. It is a document which reveals a process whereby volunteers could move forward in assuming all the responsibilities involved in developing the plan. It is a document which reveals the attentive work of a city commission (the SAC) which takes seriously the responsibilities outlined in the ordinance which created. It is a document which communicates a willingness to serve from of a group of arts supporters (the SAC) who appreciate the shared concerns for the arts from other civic leaders (city staff, council, community services, economic development, and others), and wants to communicate a desire to help assure that our city moves forward with creating a vibrant and enriching arts experience for our community. The SAC is willing to do all it can to help assure success. However, this First Iteration document also provides an initial planning map that is intended to be a valuable tool that a professional consultant would employ to provide timely and defined results. The ideal use of this document is aimed at motivating a decision which the SAC feels should be the choice of city leaders; namely, the choice to retain professional arts planning resources in the very near future, with the target of attaining a comprehensive plan within 6-8 months, no later than June of 2010. With the help of professional consultant services, the vitally important arts master plan can be attained well before the three-year timeline outlined in this document. The timeline used in this document focuses on reasonable expectations from volunteers and other limited resources currently available. But it is clear that Southlake and its constituencies deserve a well-defined and comprehensive master plan for the arts much sooner. Current opportunities to move forward with arts installations and activities in our city should be based on an inclusive, shared and cohesive plan. The longer the delay in achieving that plan, the more likely it is that arts decisions will continue to add frustration and bifurcation amongst volunteers and citizens in our community. More importantly, the near - term completion of a plan will help assure that Southlake's emerging arts identity matches the brand and reputation of our city's governance, its fiscal management, and its quality -of -life standards. SECTION 3 THE SEVEN GOALS OF THE FIRST ITERATION A Detailed Explanation of the Seven Goals for the 2009-2010 Planning Cycle Using a worksheet and template, members of the SAC master plan sub -committee began the First Iteration process by drafting goals, requisite objectives, measures, and target completion dates for the various art projects, policies and processes, financial and budget issues, and planning ideas that have been developed since the Southlake Arts Council was created by ordinance in 2007. Input and impact from the full membership of the SAC from August through September, 2009 constituted the final step in the goals development process for the First Iteration. Emphasis has been placed on providing a manageable list of initially limited goals and objectives, focused on providing a trajectory of accomplishment and progress for the coming year. All goals and objectives list target completion dates as benchmark measures, and each goal indicates the need to assign a member of the SAC or city staff as lead; an individual responsible for helping assure continual progress for the goal and its objectives. The completed goals templates, used to develop these ideas, forms the content of this section of the First Iteration. THE SEVEN GOALS 1. Offering Visual & Performing Arts in Southlake Town Hall 2. Pursuing a Home for the Performing and Visual Arts within a Multipurpose Community Center 3. Developing a Budget Understanding, Use and Impact Process for the Southlake Arts Council 4. Defining and Effectively Communicating the Mission and Operational/Functional Processes of the Southlake Arts Council 5. Developing and Initiating an Artist and Art Work Selection Process 6. Proposing a List of Public Arts Projects and Events for 2009-2010 7. Developing Protocols for the Ongoing Review of the Goals of the First Iteration Plan AND Composing the Goals and Objectives of the Second Iteration Plan Seven Goals Details for the First Iteration The following pages detail each of the seven goals, using the worksheet template developed by the SAC to provide descriptions, objectives, measures for those objectives, and target completion dates. GOAL 1 Type: E Art Project E Policy/Practice Issue ❑ Plan Process Item Offering Visual & Performing Arts in Southlake Town Hall This goal involves a number of separate elements/objectives: ■ Working with city staff to develop and understand policies for the display & performance of art in Town Hall ■ Developing and Initiating a process and protocol for the installation, monitoring and proctoring of any visual arts exhibits in Town Hall ■ Helping staff to make acquisition decisions regarding display and security materials Description: and equipment for displaying visual art • Developing exhibiting and performing partnerships with some of the arts groups in the community, including Apex Arts League, Carroll ISD arts programs, and others, whereby they take ownership and responsibility for some of the exhibits and/or events scheduled during the year. ■ Setting an annual schedule of visual art "shows" for display in Town Hall ■ Executing an Artist and Art Work Selection Process pilot for applicable Town Hall exhibitions and events. Lead Responsible: ???—Volunteer Lead(s) from SAC Membership, City Staff Liaison Group Responsible: SAC with City Staff OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE 1 Attain clear Policy and a) Review and adopt policy set by staff and council Sept -Nov 09 Process for art works and Further develop specifics of the policy related to Sept -Nov 09 b) events in Town Hall art works with city staff 2 Assure purchase of Display Assist city staff in researching display materials Sept -Oct 09 a) and Security Materials and purchase options. 3 Set Calendar for exhibitions Work with SAC, partnering arts groups, ISD, and Nov -Dec 09 a) and performances others to develop an events/exhibits calendar b) Initiate exhibition and performance schedule Jan 2010 4 Assure initiation of public a) Work with staff to develop online input tools Nov 09 — Jan 2010 input process (see b) Initiate test and pilot of the process Nov 09 relationship to Goal 5) c) Suggest changes to process for subsequent uses Jan -May 2010 5 Assure the execution and a) Develop brief review process for each exhibit Jan 2010 assessment of the first b) Attend and Review each exhibit, prepare review Jan -Dec 2010 exhibition and event series and submit for planning document incorporation c) Develop Calendar of Events for 2011 Aug -Nov 2010 10 GOAL 2 Type: E Art Project ❑ Policy/Practice Issue Ll Plan Process Item Pursuing a Home for the Performing and Visual Arts within a Multipurpose Community Center Description: The Arts Council supports the developing partnership between the City of Southlake and the Apex Arts League toward attaining and operating an active performing arts center in the city and in the context of a multipurpose community center facility. The current opportunity under consideration by the City involves a multipurpose community center, with services provided for seniors, youth, the arts, and possibly other areas or programs. The Arts Council endorses this solution, and wants to provide support activities, as appropriate and needed, to achieve success. Lead Responsible: Chair of the Apex Arts League, City Staff Liaison Group Responsible: Apex Arts League in consultation with SAC OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE 1 Maintain Apex's regular reports to and coordination Ongoing at all with the SAC concerning a) Continue regular reports at SAC meetings regular SAC issues related to the center meetings 2 Help assure community Coordinate opportunities for citizen input awareness and citizens' a) regarding the space, events and activities using Ongoing input for arts at the center the processes developed (see Goal 5) Work with Apex to provide assessments of the July 09 a) equipment and remodeling needs for the COMPLETED! Support the formation of successful operation of the performing arts space 3 operational processes for within the proposed center. Help compose and endorse suggestions to the Aug -Dec 09 the arts at the center. b) City for the successful operation of arts activities within the center. 11 GOAL 3 Type: Ll Art Project 0 Policy/Practice Issue 0 Plan Process Item Developing a Budget Understanding, Use and Impact Process for the Southlake Arts Council Description: Since the definition and formation of the Southlake Arts Council through the May 2007 City Ordinance 908, the SAC has struggled to become aware of funding sources, balances, limits, options, and expected or allowable recommendations for arts expenditures by the SAC to the City Council. Without full understanding of these issues it has been difficult for the SAC to endorse proposed arts projects and activities, a difficulty which has somewhat limited the ability of SAC to propose arts activities and actions in its planning processes. This goal involves developing an understanding of the arts funding sources and requirements which have been identified by the City and its staff, suggesting process standards for requesting use of such funds, identifying unmet needs and potential funding streams to add to those sources, and attaining an understanding of the City's budgeting procedures for the arts in order to plan for future arts projects and activities based upon reliable and feasible expectations. Lead Responsible: ???—Volunteer Lead(s) from SAC Membership, City Staff Liaison Group Responsible: The Arts Council OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE Develop a process whereby staff may present Oct -Nov 09 a) approved and restricted funding sources for the Identify all funding sources arts available for the SAC to recommend 1 and budgets related to the acquisitions, exhibits, performances and events. Clarify other and unique budget and funding Oct -Dec 09 Arts Council's work b) sources for the arts in order for the SAC to understand unique processes and uses involved. Develop an understanding Clarify the SAC's responsibility to formulate and Dec 09 — Feb 2010 2 of the budget cycle related a) communicate, as appropriate, budget to the Arts Master Plan recommendations for the arts to city staff and council. Assist staff efforts to research grant and Jan -Feb 2010 a) foundation possibilities for general and specific Suggest internal and arts projects and activities Ordinance 908 b) Approve and develop grant and foundation Jan -Feb 2010 3 external opportunities for additional funding support recommendations made by staff As necessary and appropriate, assure that staff Mar -June 2010 (see ordinance 908) c) has the needed assistance and support to compose and submit grant/foundation proposals 12 GOAL 4 Type: Ll Art Project 0 Policy/Practice Issue 0 Plan Process Item Defining and Effectively Communicating the Mission and Operational/Functional Processes of the Southlake Arts Council Description: City Ordinance 908 of May 2007 redefined the scope and functional expectations for what had previously been the Public Arts Committee. The Arts Council seeks to define and/or clarify its mission in relation to that scope and those expectations. As a result, the Arts Council and its members need to become more fully aware of what actions and responsibilities each of its members should assume. In addition, the SAC will benefit from a review and consideration of other options for the operations and responsibilities of an municipal arts council. The attainment of this goal should include appropriate coordination with the city's efforts in this regard. Lead Responsible: Chair and Vice -Chair of SAC, City Staff Liaison Group Responsible: Southlake Arts Council in consultation with City Staff and Council OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE Review each item of the ordinance to inform the Oct -Nov 09 1 Review the responsibilities a) SAC members of expectations in relation to the of the Arts Council from responsibilities defined therein. Draft suggestions to city staff and council Dec 09 Ordinance 908. b) pertaining to the SAC's operational practices based on the review of ordinance items. In relation to above items and also to other goals Nov 09 2 Define current expectations and objectives of the planning process, compose pertaining to the a) a list of responsibilities for all members of SAC responsibilities of members and a list of specific volunteer/"lead" of the Southlake Arts responsibilities for individuals. List responsibilities assumed by members of Dec 09 Council. b) SAC for the coming year (2010). Survey responsibilities and operational practices a) Nov -Dec 09 3 Study and consider options of comparable arts councils and commissions. and alternatives related to Draft recommendations for any changes to the Jan 2010 the work of an arts council b) responsibilities and expected operational practices of the SAC. From the review of the ordinance and any Jan 2010 a) recommended changes, draft a mission Develop a mission statement for the Arts Council. b) Present the Mission statement draft to the full Feb 2010 4 statement for the Southlake Arts Council SAC for review and approval. Forward a suggested mission statement and March 2010 c) revised practices to city staff and council for review and consideration 13 GOAL 5 Type: LJ Art Project E Policy/Practice Issue ❑Plan Process Item Developing and Initiating an Artist and Art Work Selection Process Description: The SAC recommends the development of an open, transparent and effective artist and art work/event selection process for performances and performance series, exhibitions, public art installations, events and other arts activities which are developed and/or supported by the SAC for the citizens of Southlake. Key to this endeavor will be an online tool to provide citizen and constituency input into the artist (visual and performing) selection process, providing for full community impact on decisions made by SAC. This selection process might be used for some of the exhibits scheduled for Town Hall and for numerous types of arts activities sponsored and funded by the City. The method of offering community input and impact would be a component of the selection process, with the Arts Council remaining committed to its role in formulating and forwarding final recommendations to the City staff and council. Lead Responsible: ???—Volunteer Lead(s) from SAC Membership, City Staff Liaison Group Responsible: The Arts Council in partnership with other City departments and staff OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE a) Collaborate with appropriate city staff to develop Nov 09 online survey mechanisms. Develop the online survey b) Compose generic and specific survey and Nov 09 1 and community input tools questionnaires for the process. Develop a pilot for use in relation to the first Dec 09 c) appropriate event(s) scheduled for Town Hall and for the selection of roundabout public art. Develop a written protocol Compose a step -wise process for SAC to follow Oct -Nov 09 for SAC to follow when a) in making artist and art work selection using community input to recommendations to city staff and/or council. b) Develop criteria and assessment tools for Nov 09 2 form recommendations to city council for artists and quantification of survey data. c) Prepare to pilot selection process for the Town Nov 09 - Jan 2010 art works. Hall and Roundabout projects Clarify the need for SAC Help assure SAC endorsements and other recommendations and/or appropriate actions pertaining to all performing Ongoing 3 endorsements regarding a) arts activities in the city for which SAC has arts events and responsibility and/or interest by working with city performances provided by staff to assure such projects and agreements are partner organizations. brought before SAC in full detail for action. 14 GOAL 6 Type: N Art Project Policy/Practice Issue ❑ Plan Process Item Proposing a List of Public Arts Projects and Events for 2009-2010 Description: SAC seeks to engage in arts activities, both visual and performing arts related, within the context of its continuing efforts to develop a comprehensive Public Arts Master Plan for the City. Accordingly, this goal is focused on the development of distinct arts projects and events which will occur during the Vt Iteration's year -long timeframe (commencing Oct 2009). Through this goal, SAC seeks to respond to community and leadership interest in the successful engagement and placement of arts within our city and for our community. The objectives focus on specific projects and events, steps for achieving those items, and measures which will assure effective assessments of the success of the projects and events. Lead Responsible: ???—Volunteer Lead(s) from SAC Membership, City Staff Liaison Group Responsible: The Arts Council in partnership with community arts providers. OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE 2 Document, work with, approve, Assure that organizational representatives a) Oct 09 and schedule as objectives of present review of and projection for events In addition to recommending approval of this goal; 1. ArtsNet MasterWorks, b) agreements, SAC reviews & recommends Nov 09 2. Apex Presents events, specifics from partnering organizations Incorporate each major event or series from 3. Art in the Square event, 4. Other community these and other arts partners into a list of c) Nov 09 presenters arts activities to be achieved during the timeframe of the 1st Iteration. Use SAC subcommittee to help develop a) Nov —Dec 09 Attain the first installation of RFQs and RFPs for artist submissions 2 Roundabout public art in Complete and submit detailed Jan 2010 consultation with city staff b) recommendation for initial installation Contact CISD, Apex, ARtsNet and other 3 Engage targeted organizations a) defined exhibit partners to schedule Town Nov —Dec 09 for the Town Hall display project Hall exhibitions during 2010 Complete and submit detailed schedule of Jan 2010 b) 2010 Town Hall exhibitions for approval Work with Staff to coordinate with DPS and Dec 09 — Feb 2010 Initiate the concept for a a) Hilton facilities to plan the sculpture garden McPherson Park Sculpture b) Develop Call to Artist and release Feb -March 2010 4 Garden and attain the Assist with selection process using pilot April -May 2010 successful installation of the first art work. c) work in Goal 5 (above) and lead first sculpture selection and installation 15 GOAL 7 Type: Art Project ❑Policy/Practice Issue NPlan Process Item Developing Protocols for the Ongoing Review of the Goals of the 1st Iteration Plan AND Composing the Goals and Objectives of the 2nd Iteration Plan Description: It is important to have someone committed to moving the iterative planning process forward throughout the year and cycle. One objective of this goal is the development of a progress review process whereby SAC can incorporate a constant review of goals into its regular and official proceedings, and use that review to assist in the composition of the next iteration of the plan. Individual Members of SAC who volunteer for Lead responsibilities for each goal will report to the SAC at each of its regularly scheduled meetings. The chair will be responsible for working with staff to continually develop narratives and reports of plan progress. In addition, the chair, with the SAC master plan sub -committee, will work to develop and draft the 2"d Iteration of the plan process. Lead Responsible: Chair of SAC, City Staff Liaison Group Responsible: Southlake Arts Council in consultation with City Staff and Council OBJECTIVE(s) MEASURE(s) COMPLETION TARGET DATE Perform regular reviews of Remind all constituents and Leads of timeline a) Ongoing 1 the measures and targets as appropriate Track, report and document successes and b) completions of each goal in the 1st iteration failures regarding goals and objectives Ongoing 2 Compose a Goals & a) Develop and present protocol to staff and SAC Nov -Dec 09 b) Review initial protocol and test use for revisions Jan -Feb 2010 Objectives Review Process for use w/ 1st Iteration and Compose overview and specifics of process for c) Mar -May 2010 inclusion in 2 iteration inclusion in 2nd Iteration 3 Draft goals and objectives a) Develop Initial Draft Jan 2010 for the 2nd iteration b) Present to SAC for review and revision Mar 2010 c) Draft 2n Iteration May -June 2010 4 Consider, amend and Consult with city staff concerning additional ideas a) revise additional elements and desires for inclusion in the planning process Jan -Mar 2010 proposed for a final Public Address the issue of master planning consultants Jan -Mar 2010 Arts Master Plan into b) & surveys to occur during 2n Iteration timeframe documented formats 16 SECTION 4 CONCLUSION AND RECOMMENDATIONS Primary Recommendation The chief benefit and most important result of the effort that went into developing this document is the ensuing conviction shared by all members of the Southlake Arts Council, which forms our principal recommendation: Southlake's leadership should retain the services of a professional arts planning consultant to produce a public arts master plan for our city and community. The attentive work of the SAC on the goals, objectives, and planning process requirements included in this document helped our group come to a full appreciation of the expertise, skills, and time commitment required to produce the best plan possible, and to produce that plan in the near -term future. Attaining such a plan quickly will ensure that future arts actions best serve the vision and aspirations of all stakeholders and constituencies in our community. Arts Activity Benchmarks A secondary and equally beneficial result of this work is the active focus it provides for the progressive work of the SAC during the coming year. This is evident in the list of 2009-2010 arts activities, events, and installation projects which will help us pace and benchmark our work throughout the coming months: • Successfully install Roundabout Artworks via processes which ensure public input: o Develop processes for Call to Artists for this type of opportunity o Develop mechanisms for full -community input and impact on artwork decisions o Develop protocols for the SAC to formulate recommendations o Complete the installation of at least one Roundabout artwork • Engage the prospect and opportunity for a McPherson Park Sculpture Garden: o Pursue concept and feasibility discussions with stakeholders and leadership o Develop art concepts for the sculpture garden o Develop expense projections and timelines • Pilot and Develop Town Hall Concerts & Exhibits o Help complete comprehensive policies for arts uses of Town Hall o Employ community input and impact mechanisms for event/exhibit decisions o Pilot at least one performance and at least one visual arts event o Confirm a 2010 activity calendar involving various community arts groups • Actively support the Apex Presents 2009-2010 series of performances and events: o Sponsored by the Apex Arts League and its partners • Actively support the ArtsNet Masterworks Series: o Provided under agreement with Southlake's community services department • Endorse and support the continually successful Art in the Square project Iterative Planning Process Assessment The development, composition and discussion of this First Iteration document have produced many beneficial results for the Southlake Arts Council. Through the initial stages of the process, the master planning subcommittee effectively addressed a plurality of concerns regarding the master plan collected over the course of the previous two years. Addressing those concerns with written documentation motivated serious conversations which produced 17 motivational results. Additionally, the composition and consideration of detailed goals and objectives has helped the SAC compose agenda items for the immediate future. The production of this wide-ranging, albeit introductory, document also serves to communicate the dedication and seriousness of the volunteers who have offered service as members of the SAC. This document — the processes which led to its formulation, its outline of continuingly significant volunteer workload over the next three years — these results convey the willingness of SAC members to offer their commitment to the important purpose of attaining a public arts master plan for our city. The Southlake Arts Council members are citizens who want to serve the city, willing to address the resource limitations of the current context through offering their best efforts to achieve the urgently needed results, and willing to take on a huge commitment of personal and professional time to do so. However, the process of articulating required details, timelines, roles, assignments and volunteer workloads necessary for achieving a plan through a three-year cycle has effectively highlighted serious weaknesses and threats embedded in this potential undertaking. These problems have already surfaced in the planning process. Though everyone involved clearly intends to offer best efforts, early indications of serious threats to success include: • The cycle of appointing SAC members will potentially lead to a future turnover of the individuals most involved in the process, and, coupled with the limited amount of attention which can reasonably be expected from volunteers, this will lead to delays. There is a high likelihood of failure if the process timeline is not maintained. • Members of the SAC possess limited expertise in planning for the arts, lack a professional perspective for the details involved in discrete disciplines of the arts (music, dance, theatre, painting, sculpture, etc), don't fully appreciate the requirements entailed in coordinating planning efforts with the city's governance agendas, and are thereby challenged to initiate pragmatic objectives for master planning effectiveness. • The master plan subcommittee experienced waning follow-through pertaining to input and contributions to this process, even in the very early stages of the process. The majority of the work to date results from the efforts of a single member of the SAC. • Under the current conditions there can only be limited expectations to achieve the collection, analysis and presentation of information, the quantification of qualitative data, the development of other inputs, and the leadership to build consensus, all of which are needed as the foundation of a worthwhile plan for the arts. • There was extremely limited staff and operational support directly applied to the process which led to this document and it seems unreasonable to expect demonstrable changes to those limitations. Successful completion of the three-year process will not be achieved if this remains to be the case. Optimal Next Steps Given the lessons learned through developing and composing this document, and mindful of the benefits and detriments outlined in this conclusion, the SAC strongly encourages acceptance of the primary recommendation. Additionally, the SAC hopes the city council and staff will act as quickly as possible to retain professional consultant and initiate the work. Members of the SAC remain extremely committed to the purposes and responsibilities expected as outlined by the ordinance which created the council, and also confirm their genuine desire to help assure a creative, artful and culturally rich environment in our city. We feel that a completed, comprehensive, professionally -directed public arts master plan is an essential first step toward that end.