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R-11-06-09-10A1 - 6/9/2011RESOLUTION NO. R -11-06-09-10A1 WHEREAS, on November 9, 2010 the City Council adopted Resolution No. R -10-11-09-10C1 retaining the firm of H3 Hardy Collaboration Architecture, LLC for the creation of the Arts and Culture in Public Space Strategic Plan and Implementation Guide, and WHEREAS, H3 Hardy Collaboration Architecture, LLC has developed the Round Rock Arts and Culture in Public Places Strategic Plan and Implementation Guide, and WHEREAS, the City Council wishes to officially adopt and implement such Strategic Plan, Now Therefore BE IT RESOLVED BY THE COUNCIL OF THE CITY OF ROUND ROCK, TEXAS, That the Round Rock Arts and Culture in Public Places Strategic Plan and Implementation Guide, a copy of which is attached hereto as Exhibit "A" and incorporated herein for all purposes, is hereby approved and adopted. The City Council hereby finds and declares that written notice of the date, hour, place and subject of the meeting at which this Resolution was adopted was posted and that such meeting was open to the public as required by law at all times during which this Resolution and the subject matter hereof were discussed, considered and formally acted upon, all as required by the Open Meetings Act, Chapter 551, Texas Government Code, as amended. RESOLVED this 9th day of June, 2011. ALAN MCGRAW, Mayor City of Round Rock, Texas ATTEST: 'gO,viM.. SARA L. WHITE, City Secretary O:Awdox\SCCIntsV0112, 1104AMUNICIPALV00224191.DOC/rmc Round Rock Arts and Cult Strategic Plan and Impleme Memoranda of Findings at LC I `i eLt Management Sc;rvic':is Worpoiateci CD D- m.�,1,a;�ema,�t serv��eee. i.ncnr pnr9tc d R cortrmendatir Executive Summa Cath rustic 4. Exis C di Community r re h Needs Assessment.; , aFC' n itions Anclysis CD ar. management services Crincorporated memorandum to: The City of Round Rock from: Webb Management Services regarding: Governance & Funding date: June 1, 2011 cc: Steve Stainbrook, H3 Hardy Collaboration Architecture We have recommended a series of initiatives and strategies for Round Rock to undertake in order to develop its arts and cultural community in the coming years. Now, there is a need to focus on implementation, specifically addressing the following: # The organizational structure that will support the enactment of this plan # The definition of an initial funding requirement # Suggestions for funding mechanisms that have potential in Round Rock 1. Organizational Structure A strong public-private partnership is essential to the success of the Strategic Plan. The following entities are critical to the expansion and professionalization of arts and culture in Round Rock: # The City of Round Rock has supported the arts primarily as a funder (through the HOT tax) and a provider of cultural events (through recreation programs.) The City needs to clarify its role as a funder but—as leadership understands the potential benefits that an expanded arts and culture community can provide—it should continue support the cultural sector via advocacy, policy and funding mechanisms to whatever extent possible. # The Round Rock Area Arts Council ("the Arts Council") is a volunteer -driven nonprofit organization with great knowledge of and passion for the arts, but few human and financial resources and limited organizational capacity. Investment is needed to ensure that the Arts Council is able to develop the cultural sector and draw the 'creative class' to the extent desired by the City. # Although the community has an informal set of business owners and individuals that advocate for the arts, there is a need to cultivate leadership, awareness, financial support and other resources. building creativity Empire State Building 1 350 Fifth Avenue, Suite 4005 ! NY, NY 10118 1 t: 212.929.5040 1 f: 212.929.5954 1 webbmgmt.org CD 17. management services Crincorporated The first step is to define and formalize a partnership, ensuring the development of organizational infrastructure and resources to participate throughout the span of this ten-year cultural plan. In order to do so, we recommend that the City and Arts Council follow the Momentum model—the successful economic development partnership. Momentum attracts an infusion of funds to be invested into programs and services that support economic development. The cultural plan will also require an infusion of funds to be invested into programs and services that support cultural and economic development. New and established businesses have found great value in Round Rock's already high quality of life—but as many live models and studies have shown, businesses are even more attracted to communities that include cultural assets and creative talent. In this case, we would recommend that the Arts Council become more tike Momentum. Given the current resources, perception and position of the Arts Council, we would suggest a number of steps to further develop organizational capacity and accountability. The City of Round Rock, Chamber of Commerce or Community Foundation should incubate the Arts Council for 3 years (2011 to 2014), providing financial resources to establish fundraising capacity, expand programs and services and hire a paid Executive Director who will report to City Management. The Executive Director must be an accomplished innovator in arts policy and programs with a track record of success in advocating, fundraising, programming and building collaborative partnerships to elevate and develop arts communities. This person must have forward -thinking, visionary leadership abilities, well-developed management and marketing skills, a strong knowledge and passion for all genres of arts, culture and creative industries and the ability to effectively reach, serve and communicate with residents, community leaders, artists, arts organizations and other community organizations and entities. Specific requirements for this position should include 5 to 7 years of arts policy, advocacy and administration, including proven experience in fundraising and fund development. Responsibilities should include the development and maintenance of an arts plan, budget development and oversight, policy development and oversight, fundraising and more. Like Momentum, the Arts Council will need support from the private sector as well. In order to formalize relationships and the responsibility of the private sector, the Arts Council should diversify and expand its board to include a cross-section of community leaders with varying types of expertise. The Board should be trained and educated from now until 2014, starting out in an advisory and advocacy capacity, eventually transitioning to govern, fundraise and advocate for the arts in Round Rock. Working closely with City leadership and the Executive Director of the Arts Council, existing board members should form a nominating committee and evaluate the current board's strengths, challenges, and needs. This information should be used to develop board member guidelines and responsibilities and to inform the selection process. By 2014, the Arts Council should be prepared to financially support expanding programs through a combination of earned and contributed income. From 2014 onward, we would expect that the Council is able to sustain its operations through a combination of funding from City, individuals and Page 2 CD management services incorporated government/corporate sources, with a goal of each group providing one-third of its annual funding requirement. This should include a dedicated funding stream for the City, as City government is in support of programs and activities that support the development of the creative class and inspire greater attachment to place. It will also be critically important for the Council to collaborate with the Economic Development Partnership and the Community Foundation. 2. Sample Budget + Funding Requirement To understand the additional level of investment, we have developed a sample budget, which assumes that the Arts Council continues to take the lead on developing and supporting the City's cultural sector and related activity. For the purpose of this exercise, we have assumed that the City incubates the Council beginning Later in 2011, significant organizational growth begins this year, and that the organization is operating independently by 2014. The chart develop over time. RRAAC Activity Current Programs* Arts Incubator "Hands On" Arts Programming at Festivals Grant Administration Additional Public Events RRAAC Human + Financial Resources City Funds + Incubates RRAACC Development Executive Director Adminstrative Assistant RRAACC Independent 1/3rd Funding Commitment RRAAC Leadership + Governance Set-up Nominating Committee Evaluate Board Needs Board Member Profile & Job Description Appoint New Board Members Board Member Trainindg & Education Transition to Governing/Fundraising Board 2011 2012 2013 2014 ✓ ✓ se se se ✓ ✓ ✓ be se ✓ ✓ ✓ ✓ ✓ se se se se above details the activities, resources and governance that could Additional programs, personnel and leadership initiatives follow recommendations outlined in the Strategy + Implementation Plan. In addition to existing programs, such as the Chalk Walk, Imagine Juried Arts Show and ArtSpace, the Arts Council should increase its level of programming with additional "hands-on" activities at public festival and events, additional public arts events and an arts incubator. Additionally, the Arts Council should formalize, develop and assume coordination of the granting program currently administered through the CVB. The following chart shows expenses, income and the annual funding requirement increase as the arts council grows. Page 3 CD cri management services CTincorporated Operating Summary 2011 2012 2013 2014 Expenses Personnel $0 $28,750 $79,750 $101,875 Programs $30,000 $98,325 $106,756 $136,998 Administration $1,000 $750 $1,500 $11,545 Marketing $2,000 $10,000 $20,000 $30,000 Fundraising $0 $2,500 $5,000 $10,000 Total Expenses $33,000 $140,325 $213,006 $290,418 Total Earned Income $0 $15,000 $20,150 $27,805 Annual Funding Requirement $33,000 $125,325 $192,856 $262,614 By 2014, the sample budget includes a full-time Executive Director and Administrative Assistant. Administration, program, marketing and fundraising expenses increase as the organization grows and new programs come online. A dedicated funding stream should provide support for the Arts Council's development as well as the re -granting program. By 2014, we would imagine that the City, individuals and corporations/foundations, will each contribute approximately $80,000 to offset the annual operating cost of the Arts Council. By 2014, City funding should be contributed to a unique funding mechanism adopted by the City of Round Rock. Contributed Income Summary 2011 2012 2013 2014 City of Round Rock: Regrant Program $ 500 $ 25,000 $ 25,750 $ 26,523 City of Round Rock: RRAAC Support $ 5,000 $ 50,000 $ 77,500 $ 79,825 Individuals $ 15,000 $ 36,000 $ 54,000 $ 81,000 Corporate/Foundation $ 10,000 $ 20,000 $ 40,000 $ 80,000 Total $ 33,000 $131,000 $197,250 $ 267,348 3. Funding Mechanisms City -supported arts activities are most successful when the community has a funding mechanism in place. The plan recommends the development of a public and dedicated funding stream to support the arts in the City of Round Rock. There are a number of ways that a city can choose to fund the arts, including: * General fund appropriations * Line item appropriations * Hotel occupancy taxes (current Round Rock initative) * Cultural tax districts . * Local options taxes * Other taxes (Sin Tax, Video Rental Tax, Real Estate Transfer Tax) * Fees and surcharges * Some combination of the above Page 4 N amanagement services Crincorporated A thriving cultural community is an essential part of a municipality, driving economic development, increasing quality of life, and providing are an attractive amenity to residents, workers and visitors. An initial investment from the City of Round Rock will strengthen arts infrastructure and ongoing funding will ensure that the cultural sector continues to grow. We understand that as new sports facilities are developed, Round Rock's Hotel Occupancy Tax will likely be needed to support efforts more directly related to tourism. If that source of funding is to be discontinued, it should be phased out over time as a new dedicated funding mechanism is established. Having presented the above options to our Steering Committee, we believe that the most viable scenarios for a new dedicated funding mechanism are: # Development Fee: The City establishes a fee or surcharge on all new development projects not including most residential. Similar programs, commonly referred to as "percent for art", are administered by local, county or state governments and adopted via legislation or ordinaces. * Cable Franchise Fee: A cable franchise fee is assessed as a part of household cable and Internet subscriptions. * Sin Tax: A sin tax, potentially on the purchase of liquor or cigarettes. Of these options, a development fee would provide the most support and is a model that has proven successful in countless other communities in Texas and across the US. We might suggest that 1% of new development be contributed to a City fund which would then be allocated to the Arts Council for programs that support art in public places and incentives for the creative sector. 4. Recommended Modifications to Existing Grant Program The City's arts and cultural grant program, currently administered by the Convention and Visitors Bureau, is fundamentally important to the implementation of this plan. At present, arts and cultural organizations and programs can apply to receive small grants from the City, funded by the Hotel Occupancy Tax. The grant program requires arts organizations to fulfill a two-part test that Limits the use and manner of programs. It is difficult for non -tourism arts programs to qualify. The current granting program is causing some strain between arts groups and City leadership. There are two options for the future of this program. The City may enter into a partnership with either the Arts Council or the Community Foundation to administrate a new granting program for arts and culture. Either entity should establish a Grants Review Board to solidify the new program and review and award grants as a group. The Board should include representatives from the local and regional Page 5 cmanagement services Incorporated arts and cultural sector, the Chamber of Commerce/Economic Development Partnership and City officials. The application policy and selection criteria should be redefined to parallel the goals set out in this plan to maximize return on investment. More specifically: * Grants should continue to be awarded on an annual basis. # Past grantees should not be restricted in the amount that they receive based awards they have received in previous years. # Groups should be required to participate in a pre-grant workshop, where the process is explained and questions are answered. # Groups should be required to submit reports that detail how the grant was used and the results of the program that was supported. # Awards should not be limited by the HOT two-part test (assumes that non-tourism restricted funds are available( * Awards should be available for programs that: o Develop organizational capacity o Support public programming that includes activities that are "hands on", free or affordable to the public and/or take place in a public setting. o Support cross -sector partnerships. o Include matching grants for specific programs and special events. Note that all of these programs do not necessarily need to be offered on a continuous basis or in the same year. Page 6 V-- ) ))) M.040440:00.000.40 '4'004 0.0 151 00000, • Aim`, 0000 „mm.,,,,4010X tives Executive Surnm b we:) b 0 •t',5;; _ • - tion personnel 0 FOUNDATION General Plan "(acEs and Spaces Setcr4-113: Art;and Cultural Facilities, ai es and c ci ure ,re bictcwrrg a cmcial component of the City s cirralit of Nfe � f - *Gorge On 2060 Strategic Plan: Part 3;Therne as Aqe 13 Art and Culture 1,tr 4 trarnc r r>r,t Goals is 31 and 35,page 19 'Expand and strt.-- rn pthen;Arts and C ultoral activities:' D(7L?VntC7wn Plan: ldentift_s arts and culture components rents in 5 of The 6 Do ntown"Activity renters, Parre 35,` dr1 105,000 5t-of civic and cu(turral staa<`e sr>trth of Brushy Creek,' Phil nthropy for Arts and uItural Activities: °The ity of rtrannd Roc should tart;on r7wHitag it, ,art,t I_istr ctir re A 501 !ri i:a}non-f-profit should be€sisiblished" Round Pock Area Arts Councll farmed 009: 'Tht,rtcml of enc ,s;ar^izaci«n is to r=r;ccat¢racr_ strra;aart and errl:anta art,,and c±,rCttxraE activities in the Round Rork area u to tramfcsrm the city into a thriving arts and culcur=scene" Arts+Culture in Public Spaces Strategic Plan 2011 VISION The arts and culture are important to Round Rock's a lit f life,strengthening our community,inspiring more investment,and creating a greater sense of place. --- - -- - ----- - ISIS GOALS A. Support the economic t of our community,by adding value to development in the downtown r t � ttf t planned growth areas. llrtfoln�e Further establish Round Rack as ; t scurcesM1etfsdestinationfor all e f visitors. rrTO ov trri6ht: HOW WHAT tgr ft rr t ra3ttt t a+t s €t i� €mac s <'` ; Eventss a ,: -., Funding Venues C. Inspire innovation and unique " rtsfsfa ft ts ': collaboration across public,private,and ft � �� rr �l non-profit sectors. wrrtrde €t . rsai 5 yy , xR't A b k 8 di ,Q t�1 A r�+t3 a` tJ: "`5 ,- rrr % r r rr e4sFt - D. Contribute to Round Rock's position -�Pffii, � � � , tr �t � �r r ��r#t , . l c with high'; �� styte quality of life, � crea�� e�ttta�i> € a �zz ��f fs fps 6 H 3 �a (D .. ( (a eb ca) wb E mt..r N, g 76 0 E tg—t) 473 0 o webb onarts incu 4." 0 0 0 0 > C E C. 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U) ebb outcomes 0 cd o c.) 0 E •,-;; E (V 0 CI 0 Le5 -0 0 ebb E x W we bb 0) o 0 > c 0 no E ,AL 0 c0 ci E ebb r . . M - n h m " N s >, y i � f } Y a a u w " c zh r a -� .,. `" .:F. �c:� �w; �'-"r��,_r �, ,,tea�'w-.,:✓ .:. � ,s y r -� :: �-� v„z:wr�. ...3 �r .: `"•mow fi� - a,�.�-� a � � ,�,; i -0 c co CI) t co p c co 0 a 0 D (/) >, 1• and comm webb ROUND ROCK, TEXAS PURPOSE. PASSION. PROSPERITY City Council Agenda Summary Sheet Agenda Item No. 10A1. Agenda Caption: Consider a resolution adopting the Round Rock Arts and Culture Strategic Plan. Meeting Date: June 9, 2011 Department: Convention and Visitors Bureau Staff Person making presentation: Nancy Yawn Convention and Visitors Bureau Director Item Summary: This item will adopt the Round Rock Arts and Culture Strategic Plan as presented at the May 26, 2011 meeting. Strategic Plan Relevance: 8.0 - Maintain and enhance public confidence, satisfaction and trust in City government. Cost: N/A Source of Funds: N/A Date of Public Hearing (if required): N/A Recommended Action: Approval