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Public Art Advisory Committee Direction7.1AGENDA ITEM __ _ MEETING DATE: November 26, 2019 TO: Honorable Mayor and Council Members FROM: Hilary Hobbs, Management Analyst SUBJECT: Public art advisory body :;p:::::c::_s __ \__,__.,_JP/f_-'---'--~-------'-)-Jeff Loux, Town Manager RECOMMENDATION: That Council provide staff direction regarding the roles and makeup of a public art commission, committee, or advisory group to guide the implementation of the Public Art Master Plan DISCUSSION: On July 9, 2019, following a significant community process, the Council adopt Truckee's first Public Art Master Plan (see Attachment 1 ). The Public Art Master Plan (PAMP) established a suite of robust goals and next steps for developing a public art program in Truckee. Among these steps, the plan called for the establishment of a public art commission, committee, or advisory group to provide leadership and input into the management of the program. The purpose of this discussion item is to seek council direction regarding the formation of this public art body. Previous staff reports and discussions with Council have included consideration regarding whether the future public art body would be a "committee," or "commission," and the possible distinction between these terms. Staff recommends that Council's discussion focus first on the roles Council envisions assigning to this body, then consider an appropriate name. For the purpose of this staff report, the public art body is referred to as the "Committee." Since the adoption of the PAMP, staff has undertaken research into the structure and roles of other communities' public art bodies. Staff also completed outreach with key arts stakeholders from Truckee Arts Alliance, Truckee Public Art Commission (which operated under Truckee Donner Recreation and Parks District), and the Truckee Cultural District advisory committee to solicit feedback regarding the possible makeup and roles of such a Committee. A summary of stakeholder input is provided as Attachment 2. What should be the role of the Committee? The Public Art Master Plan defines public art as: ~ Public Art: Artwork of any media1 for example sculpture, painting, mural, live performance or performing art (Le, musical or dance), drawings, photographs, and other similar forms of art, Whether temporary or permanent, that is either owned by a public agency and placed on public property, or owned by private entitles and placed In public spaces or owned by private entitles, placed on private property f>ut Viewable by the public. Given this broad definition, the public art Committee's scope of work could encompass a mix of permanently-installed and temporarily displayed visual art and performing art. Projects could also Page 1 of 9 Town Council Staff Report Page 2 of 3 include a mix of solicited projects (i.e. an identified opportunity site or performance opportunity solicited through an RFQ process), and unsolicited/ open proposals (i.e. providing a process for artists to propose their own project ideas and apply for funding). The Committee’s scope could also include overseeing a process for considering art donations, managing public art inventory, and leading program-related public outreach. An important component of the public art program implementation will be developing processes and prioritizing resources for this broad scope of work. Staff recommends that the guiding principles behind assigning responsibilities to the Committee should be (1) empowering the Committee to take the lead role in implementing the public art program to the greatest degree feasible, and (2) feasibility (i.e. considering the Town’s limited financial and staff resources available for administering this new program). Yet, the public art program will have important touchpoints with a number of other Town responsibilities and services, including contracting and procurement, budget formulation, project approvals, and maintenance operations, among others, necessitating some level of ongoing participation from staff, Planning Commission, and Town Council. Based on these considerations, staff has developed a draft Public Art Program Responsibility Matrix for Council consideration, including each party’s responsibilities for PAMP Goals and PAMP Implementation Program tasks (Attachment 3). As a component of this draft Responsibility Matrix and to provide a framework for Public Art Program prioritization and Council input into the program, staff recommends that the Committee develop an annual Public Art Program Work Plan for Council approval, identifying projects, tasks and budget allocations for the coming year. Staff is seeking Council concurrence with the draft Responsibility Matrix. Alternately, Council may wish to provide feedback regarding changes or additions to the proposed roles of each body. What should be the makeup of the Committee? General feedback gathered from public art stakeholders suggested that the committee include a diversity of perspectives from the arts community (i.e. individual artists, arts organizations, both performing and visual art, and youth arts programming), as well as specific expertise in public art. In order to accomplish this, stakeholders suggested a committee with no fewer than seven members. Attachment 2 provides a summary of stakeholder feedback. Staff recommends that Council follow town precedent by establishing a committee of no more than seven members, with the recognition that the public art process will include meaningful opportunities for community input and participation from additional stakeholders who are not voting members. Background: What is the makeup of the Town’s existing committees, commissions and boards? Per Municipal Code section 2.06.020, unless otherwise specifically provided, each Town board or commission consists of five members. The majority of the Town’s committees, commissions and boards have either five or seven members. This size committee works well for a community of our size, providing a range of perspectives while allowing the committee to function efficiently and increasing the likelihood that the Town can consistently fill available seats. The few exceptions to the five-to-seven-member size tend to be limited term, project-specific committees such as the General Plan Advisory Committee (nineteen members), and the Revenue for Housing advisory committee (eighteen members). Some current Town bodies, such as the Building Appeals Board and GPAC, were established with specific categories and/or professional qualifications for membership. This model work well for bodies in which either highly technical knowledge and experience is necessary (e.g. Building Appeals Board), or broad community representation is critical (e.g. GPAC). Others bodies, such as Planning Commission and the Tax Measure Citizen’s Oversight Committee, are less prescriptive and open to all qualified voters. The Historic Preservation Advisory Commission is a hybrid, calling for a mix of professionals and lay members . Page 2 of 9 Town Council Staff Report Page 3 of 3 Similar to historic preservation and the role of HPAC, public art and art curation is a professional discipline that will benefit from experienced professionals in this fi eld, yet decisions made by the Committee will broadly impact the community as a whole. Therefore, Staff recommends a similar “hybrid” approach to committee makeup as the Town uses for HPAC, with a mix of professional and lay community members. Specific staff recommendations are provided below: Seat Description 1 1 arts advocate Arts advocate or representative of an arts advocacy organization 2 1 youth arts representative Youth art educator, youth arts advocate, or representative of youth arts advocacy organization 3 1 public art expert Experienced artist, curator, or installer of public art 4 1 performing arts representative Artist, staff, board member or owner of a performing arts-focused business or organization 5 1 Visual arts representative Artist, staff, board member or owner of a visual arts-focused business or organization 6 1 Technical expert Engineer, architect, or professional experienced in technical aspects of outdoor public art installation 7 1 Lay members Community member with an interest in public art who is not a professional artist, or staff, board member or owner of an arts business or organization Staff is seeking Council concurrence with the proposed Committee makeup. Alternately, Council may wish to provide feedback or changes , which could include consideration of whether to include a Councilmember of Planning Commissioner on the Committee. What should the public art body be called? Finally, staff recommends naming the new group the Truckee Public Art Committee. Alternatively, council may wish to provide staff direction regarding alternate names. Next Steps As a next step following Council input, staff anticipate bringing Council a resolution establishing the committee (anticipated January, 2020), soliciting applications for the available committee seats, (January-February 2020), and requesting council approval of committee member selection (anticipated March 2020), with a first committee meeting to be scheduled around March 2020. FISCAL IMPACT: The Town’s investment in this program to date has included a substantial amount of staff time. The complexity of the program will dictate staffing costs required for ongoing program administration and implementation. We currently do not have an assigned Town department or staff person solely devoted to public art management. This will be a discuss ion item during the budget allocation discussion this spring. The FY20 approved budget includes $25,000 seed funding for the public art program. Staff anticipate that funding options for FY21 and beyond will be presented to Council at a later date once the Public Art Program has been established. It is likely that the public art committee will be seeking more funding for projects. PUBLIC COMMUNICATIONS: Agenda Posting; Stakeholder discussions with Truckee Arts Alliance, Truckee Public Art Commission, and T ruckee Cultural District advisory committee ATTACHMENTS: Attachment 1: Truckee Public Art Master Plan: https://www.townoftruckee.com/Home/ShowDocument?id=18542 Attachment 2: Stakeholder Recommendations Summary Attachment 3: Draft Public Art Program Responsibility Matrix Page 3 of 9 Attachment 1: Truckee Public Art Master Plan: https://www.townoftruckee.com/Home/ShowDocument?id=18542 Page 4 of 9 Attachment 2: Stakeholder recommendations Summary Truckee Public Art Commission (TPAC) and Truckee Arts Alliance (TAA) joint meeting, 8/21/19 What would you like to see as the role of the Town public art advisory body?  Develop process and procedures for public art program (e.g. solicitation and selection process; fielding unsolicited proposals for permanent or pop-up art; art donation acceptance criteria)  Execute process and procedures (e.g. solicitation, selection, project implementation)  Serve as experts to advise the Town on all things public art, including both aesthetic/ creative aspects and project feasibility aspects (e.g. material durability, maintenance, etc)  Serve as “clearinghouse” resource for interested parties (artists, developers, property owners, or art event organizers) to guide through Truckee process  Facilitate opportunities for public input; hold public workshops; the advisory body should serve as the experts and screen proposals for established criteria, but public should have opportunities to weigh in  Recommend prioritization/ allocation of funds within public art program’s annual budget  Explore possible funding sources (town, grant, or fundraising opportunities)  Collection management (maintain art; inventory and mapping existing public art) Page 5 of 9 What would you like to see as the makeup of a Town public art advisory body?  The majority of advisory body members (minimum of 5) should be qualified by knowledge, training or professional experience in performing or visual arts; history of involvement in the local arts community; or experience as an arts educator, advocate, curator, or practicing artist. The committee should strive to include a range of different such arts-related backgrounds and expertise.  A minimum of one member should have substantial experience executing public art projects  The advisory body should include a diverse representation, reflective of the Truckee community, including diversity in age, ethnicity, and length of time in the Truckee area.  Because diversity of perspectives is important, council should consider an advisory body of no fewer than 5, and up to 9 representatives (7-9 preferred).  Specific types or representation to consider include: o Technical expertise: Engineer/ Architect o Performing artist or performing arts organization o Visual artist o Curator o General public- at large member o Youth art educator/ advocate o Latinx o Visitor representation/ tourism perspective o Home owners/ HOA members o Civic group (e.g. Rotary; Soroptimist) o Business community o TTUSD o Arts advocate o Arts advocacy organization representation (e.g. TPAC, TAA, TTUSD, Nevada County Arts Council; Arts for the Schools; Trails and Vistas)     Page 6 of 9 Table 1: Public Art Master Plan Goals‐ Implementation Responsibilities  Implementation Strategy‐ Goals and Timeline Implementation Responsibilities   Short Term (0‐1 years) Mid Term (2‐4 years) Long Term (5+ years) Public Art Committee Town Staff1 Planning Commission Council role2 Goal 1 Develop and maintain a Public Art Master Plan 1.1 (a) Establish a PAMP    COMPLETE  1.1 (b) Utilize Community Engagement    COMPLETE 1.1 (c) Integrate Public Art Master Plan in General Plan Update     Advisory  Recommendation to Council Adoption Dedicate appropriate levels and types of funding 1.2 (a) Establish dedicated funding    Advisory   Approval  Include in annual budget process  Approve any new funding policies  1.2 (b) Explore external funding sources    Advisory   Seek funding opportunities  Lead/ support grant applications  Lead/ support grant applications  Approval  Approve grant applications 1.2 (c) Explore private development incentives    Advisory Draft any proposed changes to Dev. Code Recommendation to Council for changes to Dev. Code Approve changes to Development Code  Identify and map opportunity locations Goal 2 2.1 (a) Develop a visual inventory of existing public artwork     Lead  Develop and maintain inventory    2.1 (b) Develop a visual inventory of opportunity sites     Lead  Develop and maintain inventory    2.1 (c) Identify linkage between opportunities and funding    Advisory‐  Annual work plan to prioritize available funding and external funding opportunities   Approval  Approve annual work plan Explore a variety of options to diversify public art offerings 2.2 (a) Research and collaborate on diversified public art    Lead    2.2 (b) Identify expansion of public art offerings    Advisory  Annual work plan to prioritize resources for range of opportunities and programs   Approval   Approve annual work plan Page 7 of 9    Short Term (0‐1 years) Mid Term  (2‐4 years) Long Term  (5+ years) Public Art Committee Town Staff1 Planning Commission Council role2 Goal 3 Continue to support GP Goal CC‐21 “support arts and cultural activities and amenities in Truckee” 3.1 (a) Continue to promote art education in the classroom    Lead    Encourage opportunities for equitable public involvement and community engagement 3.2 (a) Develop bilingual materials    Advisory Provide support developing outreach materials, coordinated with Town policies, branding, and communication platforms (e.g. web, social media, e‐notifications) Approval  Coordination w/ Town policies, branding, and communication platforms  Coordination with translation services   3.2 (b) Provide broad notification and social and print media distribution    Advisory Provide support developing outreach materials, coordinated with Town policies, branding, and communication platforms (e.g. web, social media, e‐notifications) Approval  Coordination w/ Town policies, branding, and communication platforms   3.2 (c) Explore coordination of community arts programming    Lead    Goal 4 Identify an efficient and transparent procedure for selecting and installing public art 4.1 (a) Establish a public art commission or advisory group      Advisory  Recommend structure and roles   Solicit applicants and recommend appointments  Approval‐   Approve structure and roles of advisory group   Approve committee appointments 4.1 (b) Develop a Public Art Master Plan implementation program    See Table 2 4.1 (c) Explore site‐integrated artwork    Advisory‐  Annual work plan to prioritize efforts and resources toward all types of opportunities, including prioritization of opportunity sites for site‐integrated artwork   Approval   Approve any sites prioritized for site‐integrated art within  annual work plan 1‐ In addition to Staff roles outlined above, Staff act in advisory capacity for all Public Art Committee, Planning Commission, and Town Council actions 2‐ In addition to Council roles outlined above, Council acts as appeal authority for decisions by  Public Art Committee or Planning Commission Page 8 of 9  Table 2: Public Art Master Plan‐ Implementation Program Responsibilities    Public Art Committee Town Staff1 Planning Commission Town Council2 PROGRAM DEVELOPMENT A. Develop processes and criteria for:  solicited projects   art proposed for permanent or temporary donation  unsolicited/ open proposals (if applicable)  “community use” venue space allocation  Advisory  Legal Review  Approval   B. Develop process/criteria for decommissioning installed art  Advisory  Legal Review   PROGRAM IMPLEMENTATION C. Develop annual work plan, including priority activities and spending plan for (1) program development activities, (2) opportunity sites for solicited projects, (3) funding for any unsolicited/ open proposals, (4)  Public art maintenance   Advisory    Approval D. Manage application and selection process for “community use” venue space   Approval    E. Develop RFPs/ RFQs and selection criteria for specific projects identified in annual work plan  Advisory  Legal Review & Approval  Maintenance/ engineering technical advisory role    F. Art/ Artist selection  on Town property  Advisory‐ Act as selection committee  Selection committee technical advisory role  Town Manager approve contracts <$50,000  Approval for art that is installed as part of a development project  Approve contracts >$50,000 G. Administer contracts for public art projects   Legal Review/ Approval   H. Maintenance of installed public art  Recommend any specialized/ non‐routine maintenance; to be funded out of Public Art budget  Lead routine maintenance   I. Art on private development sites  Advisory, if (1) project is proposed as development incentive; or (2) requests Public Art Program funding.    Approval, if (1) art component is proposed as a development incentive; or (2) Development project before PC includes art component   requesting Public Art Program funding. Otherwise, no role  1‐ In addition to Staff roles outlined above, Staff act in advisory capacity for all Public Art Committee, Planning Commission, and Town Council actions 2‐ In addition to Council roles outlined above, Council acts as appeal authority for decisions by  Public Art Committee or Planning Commission Page 9 of 9