CCMIN102114 - Laserfiche WebLink

Goal 4 — Evolve the public arts programs to better serve the needs of the entire community, match the aesthetic standard of the city and enhance its artistic reach and scope The Plan recommends evolving the public art program by developing a community-wide public art master plan and considering the enactment of a percent-for art ordinance. Compared to best practices in the field of public art, there is an opportunity to expand the diversity, scope and location of public art projects throughout the city through "call for artists" and commission pieces. Goal 5 — Improve marketing and visibility of the arts and make information about arts offerings more readily available to residents, workers and visitors Since information about leisure activities is often dispersed among a broad range of sources, the Plan recommends expanding marketing efforts to include community-wide and regional events as well as exploring cross promoting with nearby cities. Sub-goal 5.2 suggests an expansion of participation in the regional Tri-Valley marketing effort. In an effort to address this sub-goal, the Civic Arts division is currently participating in the Romancing the Tri-Valley event to be held in February 2015. Goal 6 — Develop the organizational capacity of local arts and cultural organizations and artists in the community This goal recommends providing technical assistance, expanding the grant program and providing information and referrals in order to aid in the development of the regions smaller art organizations. Goal 7—Address cultural facilities needs of current facilities and provide for future needs The facility assessment conducted for this Plan identified needs that should be addressed to preserve the value of the existing facilities. Sub-goal 7.2 suggests creating a comprehensive strategic and organizational plan for the Alviso Adobe. A task force has been formalized and the project is expected to conclude in the spring of 2015. Goal 8 — Leverage the economic impact of the arts to increase downtown vitality, reinforce tourism promotion, and promote development of small creative businesses There is a well documented economic benefit from the arts in the form of direct spending, increased visitation downtown, spending in local businesses, revenues from arts related businesses, and employment. Sub-goal 8.2 recommends leveraging events and marketing efforts to attract downtown visitation at key times. Civic Arts staff and the Pleasanton Downtown Association (PDA) have created a work plan in an effort to expand their partnership. Goal 9 — Consider reconstituting the Civic Arts Commission as the Arts and Culture Commission to reflect the enhanced duties embodied in this plan and make appropriate revisions to the Municipal Code The Municipal Code sections that relate to this Commission were adopted at a time when the primary duties of the Commission related to oversight and implementation of the City's Public Art Program. Subsequent program development has expanded the scope of the Commission's responsibility and will further be expanded as the Plan is implemented. Ms. Crose stated that once approved, the Civic Arts Commission would review, discuss and prioritize the state goals and set a course of consideration for the Council's review, consideration and possible inclusion in a future Work Plan. Mayor Thorne asked if staff is anticipating 1% of the Operating Budget for the percent-for art ordinance, which would total approximately $950,000. City Council Minutes Page 9 of 11 October 21,2014