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Goals & Objectives Pleasanton Cultural Plan <br /> <br /> are accessible to all (e.g., free outdoor concerts in neighborhood parks). or <br /> c) demonstrate evidence of a collaboration or parmership with another non- <br /> profit, cultural, human service, business, neighborhood. or other entity,. <br /> <br /> Peer review panels should be composed of up to seven members <br /> representing arts, cultural, heritage, business, and/or neighborhood interests <br /> from throughout the region, and should include representation by no more <br /> than two members of the Civic Arts Commission. A rating system which ' <br /> takes into account response to program goals, evidence of ability to succeed. <br /> sound fiscal management practices, diversity of board, staff. and artists. <br /> accessibility of proposed programs, and measures of community benefit <br /> should be employed. Panelists representing applicant organizations should <br /> be precluded from service. <br /> <br /> Recommended funding amounts should be determined based on a final panel <br /> score from written materials and panel interviews. It may be desirable to <br /> fund a majority of"successful" applicants at some level (e.g., applications <br /> scoring 9 of 10 receive 90% of requested funds, those scoring 8 receive <br /> 80%, and so on) until funds are exhausted (as opposed to funding high- <br /> scoring applications at full amounts requested). Panel recommendations <br /> should be forwarded to the full Civic Arts Commission for approval and <br /> submission to City Council. <br /> <br /> Contracts for services with grantees should include measurable performance <br /> objectives and the requirement of a final report to the Civic Arts <br /> Commission (providing evidence of what funds were used for, how many <br /> Pleasanton residents were served, what the program impact was, etc.). <br /> Members of the Commission and support staff should collect model program <br /> guidelines, applications, and peer panel scoring outlines from local arts <br /> agencies in the region and from national arts agency support organizations. <br /> <br /> · Develop mechanisms for coordination and on-going information sharing <br /> among cultural organizations including the development of a centralized <br /> scheduling calendar, regular networking forums, and so on. <br /> <br /> AMS Planning &Research 19 <br /> May 1998 <br /> <br /> <br />