Arts and Cultural Master Plan Community Enactment StrategyCopyrighted
October 16, 2017
City of Dubuque Action Items # 1.
ITEM TITLE: Arts and Cultural Master Plan Community Enactment
Strategy
SUMMARY: Arts and Cultural Affairs Advisory Commission
recommending adoption of the Arts and Cultural Affairs
Master Plan Community Enactment Strategy.
SUGGESTED DISPOSITION: Suggested Disposition: Receive and File; Approve
ATTACHMENTS:
Description Type
Commission Letter Staff Memo
Arts and Cultural Affairs Master Plan CES Supporting Documentation
THE CITY OF ,
Dui
Masterpiece on the Mississippi
City of Dubuque
Arts & Cultural Affairs Commission
Date: October 10, 2017
The Honorable Mayor and City Council
City of Dubuque
50 W.13th Street
Dubuque, IA 52001
As we celebrate October as the National Arts & Humanities month, the Arts & Cultural
Affairs Advisory Commission feels it is only fitting that we use this occasion to adopt
the City of Dubuque's Arts & Cultural Master Plan Community Enactment Strategy.
The Art and Cultural Master plan was adopted last year on October 3rd and was the
culmination of extensive research and community engagement processes conducted by
Lord Cultural Resources, the Arts and Cultural Affairs Coordinator and the Arts and
Cultural Affairs Advisory Commission.
Since then, the commission worked to research, select and approve the organizational
frame work that would assist in the implementation of the plan. Assistant City
Managers Teri Goodmann, Cindy Steinhauser and Arts and Cultural Affairs
Coordinator Debra Alleyne offered their support and assistance through a three-part
facilitated session. This session served to help the commission to:
• identify the most strategic methods of implementing the master plan,
• define roles of the players involved
• and ensure that the plan would maximize community participation.
The adopted Arts and Cultural Master Plan is expected to be a guide for the City of
Dubuque and the Arts and Cultural Affairs Advisory Commission to aid in directing
resources and ensuring that arts and culture are made an integral part of our
community over the course of the next 10 years. The methodology used has reflected
the community's desire to utilize arts and culture to enhance our sense of community;
contribute to economic vitality, create and support an environment where arts and
culture thrive; and enrich the Dubuque Community culturally, aesthetically and
economically. The commission kept these emergent themes from the master planning
50 W. 13th Street, Dubuque, Iowa 52001 www.cityofdubuque.org/artsandculture
Masterpiece on the Mississippi
City of Dubuque
Arts & Cultural Affairs Commission
process at the forefront of all discussions and decisions. We worked together to build a
strong foundation for the tenets of the master plan to be achieved through systemwide
collaboration and interdependence. As such, we are confident in our recommendation
of the Arts and Cultural Affairs Master Plan Community Enactment Strategy to the City
Council.
Finally, we would like to sincerely thank the City Council and City Manager for the
early steps already taken to implement the recommendations of the Arts and Cultural
Master Plan as well as the recommendations of the commission. Expanding the position
of the Arts and Cultural Affairs Coordinator, from part- time to full-time, more
adequately equips the Office of Arts and Cultural Affairs to spearhead, with the
support of the commission, the tenets of the master plan. We would also like to thank
you for support of the arts community and your service to the City of Dubuque.
Respectfully submitted,
Ellen Henkles
Chair of Arts and Cultural Affairs Advisory Commission
Attachment
50 W. 13th Street, Dubuque, Iowa 52001 www.cityofdubuque.org/artsandculture
ICITY OF DUBUQUE
ARTS & CULTURAL AFFAIRS
MASTER PLAN COMMUNITY
ENACTMENT STRATEGY
THE CITY OF
DUB1JE
Masterpiece on the Mississippi
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Table of Contents
Arts & Cultural Affairs Master Plan Community Enactment Strategy 2
The Timeline 2
Implementation Guide 3
The Roadmap 3
Figure One 4
Working Groups 5
The Taskforce 6
Ongoing Achievements 7
Coming Up 7
Public Arts and Infrastructure 8
Short Term 1 1 - 3 years 8
Mid Term 1 4 - 6 years 8
Long Term l 6 - 10 years 9
Accessibility, Engagement & Inclusion 10
Short Term 1 1 - 3 years 10
Mid Term l4-6years 11
Long Term l 6 - 10 years 12
Creative Economy Artists & Entrepreneurship 13
Short Term 1 1 - 3 years 13
Mid Term 1 4 - 6 years 13
Creative Economy Artists & Entrepreneurship 15
Short Term 1 1 - 3 years 15
Mid Term 1 4 - 6 years 15
Creative Economy Artists & Entrepreneurship 16
Short Term 1 1 - 3 years 16
Mid Term 1 4 - 6 years 17
Long Term 1 6 — 10 years 17
1
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
ARTS & CULTURAL AFFAIRS MASTER PLAN COMMUNITY
ENACTMENT STRATEGY
The process, the players and the procedures.
i
The Timeline
The Arts and Cultural Master Plan was set in motion and was completed in three
phases:
• Phase 1: State of Arts and Culture report.
• Phase 2: Public Engagement
• Phase 3: Master plan delivery (draft, review, final document)
Upon completion of the final document, the Arts and Cultural Master Plan
implementation took the following direction:
i
Oct.
2016
I
Feb. 1st
2017
1
May 5th,
2017
July 1st,
2017
1
Master Plan Presentation
to City Council
Master Plan
Implementation materials
were uploaded to website
Creative Economy 1St
meeting
Commission Facilitated
Session 1: MP Review
and working group
function
Full time staff appointed
Dec. 13th
2016
Feb. 13th
2017
Apr. 12tH
2017
1
May 30th
2017
Arts Commission
approves recommended
organizational framework
Public Implementation
workshop at Five Flags
Reevaluation of approach
with Asst. City Managers
Cindy & Teri (ongoing)
Commission Facilitated
Sessions 2: Synthesis of
priorities into designated
groups
Commission Facilitated
Session 3: Identification of
relevant sectors,
individuals & timeframes
2
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Implementation Guide
The Master Plan includes a 5 -step recommendation on the implementation
process (pg. 29) and is as follows:
Step 3 Step 5
Step 1 Develop a Monitor
detailed progress
Appoint City implemtntation and adjust
Staffer plan course
• • •
Step 2 Step 4
Hold an Form a
implementation taskforce to
workshop spear head
implementation
The Roadmap
The Arts and Cultural Affairs Advisory Commission in conjunction with City staff
and leadership have synthesized the Arts and Cultural Master Plan priorities into
an implementation strategy called the Implementation Roadmap. This roadmap
derived from similar efforts in other cities.
We refer to this design as an eco -system where each of the components have a
specific and vital function while maintaining connection with a collaborative core.
This model was selected as opposed to a hierarchal one because it depicts the
spirit of the Arts and Cultural Master Plan that encourages the participation of the
many stakeholders active in our community: elected representatives, city staff,
citizen representatives, community groups and interested citizens.
Five main areas of focus (working groups) have emerged from review of the
Master Plan priorities and are as follows:
• Public Art and Infrastructure
• Accessibility, Engagement and Inclusion
• Creative Economy, Artists and Entrepreneurship
• Capacity and Investment
• Branding and Communications.
See Figure One, on page five, for the visual roadmap
3
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Figure One
Revised Arts & Culture Master Plan Implementation Roadmap
Arts & Cultural
Affairs Advisory
Commission
• Seven -member
body appointed to
three-year terms
• Advises City
Council
• Responsible for
advising on
implementation of
plan
• City Council
■ Private philanthropy and funders
■ Private businesses and developers
Ultimately, many proposals — endorsed by the
Steering Committee and Commission- will require
approval from elected officials and/or support from the
private sector to proceed.
4 ■ City of Dubuque
Arts & Cultural
Arts Master Plan Implementation Task Force Affairs Office
■ Represents a diverse cross-section of • City of Dubuque
community leaders and stake holders from Economic
41. the arts, local government, business, Development
higher education and non-profit sectors. Dept.
■ Meet quarterly to hear reports from and
provide valuable input to Task Responsible for:
- Communication
Public Art &
Infrastructure
a
Working Groups will study individual priorities in
the Master Plan. In-depth; seek community input;
and share their findings with the Steering
Committee and Advisory Commission.
Accessibility,
Engagement &
Inclusion
Capacity &
Investment
Plan
Facilitating
meetings and
implementation
Work shops
Creative
Economy Artists
Entrepreneurship
Branding &
Communication
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Working Groups
The title of each working group has been identified through a thorough review of
the Arts and Cultural Master Plan recommendations. To adequately work on
these recommendations, they were reviewed and classified with other related
recommendations. To maintain the integrity of the Arts and Cultural Master Plan
document, all the recommendations are verbatim from the priorities detailed in
the plan. They have simply been reorganized according to timeframe and area of
concern.
This categorization is intended to clarify the roles and responsibilities of each
group and to garner participation and support from relevant expertise and
interested individuals. It is essential that passionate community members and
community groups be the driving forces behind the implementation of these
recommendations. Although the recommendations are clear, the methods of
achieving them are open to interpretation and application. This is the reason why
community members across sectors (arts related and non -arts related) are called
upon to participate in these working groups. Residents can sign up to be a part of
a working group at www.citvofdubuque.orq/taskforcesignup.
All tasks have been derived directly from the Master Plan priorities and classified
by working group through consensus of the Commission. The Commission has
additionally mandated that all organizations receiving arts grant funds are
required to participate in the implementation process by providing a volunteer for
the working groups.
In this process, Commission responsibilities were identified as:
• Develop and follow bylaws and role descriptions that focus on the
Commission's role on advisory activities as opposed to implementation
• Establish and follow guidelines and procedures in accordance with best
practice, eliminating potential conflicts of interest
Some Responsibilities shared across all working groups include:
• Create and carry out a process for regular, periodic (quarterly, annual)
evaluation and adjustment
• Launch the plan and celebrate its successes in meaningful visible ways
involving the entire community
• Create a City department- and agency -wide approach to infuse arts and
culture throughout municipal activities as appropriate/possible
5
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Working Groups Cont.
Each of the working groups responsibilities have been divided into short term (1-
3 years); midterm (4-6 years) and long term (6-10 years) goals and have been
further classified into primary, secondary and supporting roles. Some also bear
symbols indicating entities that the working groups should be consultation with.
Such Symbols Include:
C = City Council
CM = City Manager
AC = Arts Coordinator
The Taskforce
The objective of the centralized taskforce is to ensure that community input is
taken into account early and often throughout Master Plan implementation
process. This group will assist in:
• Driving progress on the plan
• Connecting local resources that could advance recommendations from
working groups
• Identifying issues that might require City Council attention
• Maintaining momentum of the progress of the plan
• Keeping working groups accountable for the projects undertaken
As suggested in the Arts and Cultural Master Plan, the commission seeks
direction from the City Manager in forming a cross -sector task force of 15-20
community members and leaders, to develop and assess ideas and provide
feedback throughout implementation.
This method is expected to ensure diverse and equitable representation on the
task force.
6
City of Dubuque Arts & Cultural Affairs Master Plan C. Enactment Strategy 1 9/28/2017
Ongoing Achievements
Although the Master Plan Implementation has not yet been implemented, there
are still recommendations that have already been adopted.
• Priority B part a section i: Retain professional staff dedicated full time to
arts and cultural development.
The City Council voted to make the Arts and Cultural Affairs Coordinator
Position full time as of FY18.
• Priority B part b section ii: Establish and follow guidelines and procedures
in accordance with best practice, eliminating potential conflicts of interest.
The Arts and Cultural Affairs Advisory Commission has adopted the
recommendation to install a peer review juror panel for both Operating
Support and Special Projects Grants.
• Priority D part C: Integrate leadership of the arts and cultural sector with
leaders in other sectors in Dubuque by forging new relationships and
strengthening existing ones between the arts and cultural sector and the
business, public, non-profit and educational sectors.
The Arts and Business Luncheon is going into its second year of bring
together arts organizations, creative businesses and the business
community.
• Priority D part a and section iii: Ensure arts and culture in Dubuque is
inclusive and welcoming of people of all backgrounds and interests &
Train staff and volunteers in the provision of excellent service.
The Arts Commission in support of the City Managers request that all
grant recipients engage in DEI training has included DEI elements into its
grants and agicutilei its to ensure that recipients are trained in cultural
competency in order to provide quality and equitable service.
Coming Up...
The next pages are the working groups (reference pg. 3, and Figure One on pg.
4). They consist of:
• The working group title
• A description on the focus of said working group
• The master plan recommendations sorted by timeframe, primary role,
secondary role, and supporting role
7
Continues on page 9
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
PUBLIC ARTS AND INFRASTRUCTURE
WORKING GROUP DESCRIPTION: This group focuses on policies that demystify the
process for application to and exhibition of Public Art. It assesses the elements and
environment needed to foster expanded public art activity and support mechanisms for
potential public art programs within the city and externally.
Short Term 11 - 3 years
Primary Role:
Establish a percent for art mechanism in support of public art and/or of grant
funding or other arts and culture initiatives.
Develop a public art policy and implement public art program funded by a
"percent for art" mechanism (See Appendix A: Draft Public Art Policy") C.
Clarify policies around existing City -managed or sponsored art activities and
collections.
Secondary Role:
Create and revise policies and procedures to encourage art activities and
collections.
Mid Term 14 - 6 years
Primary Role:
Establish Facilitate low-cost or subsidized use of existing, underutilized
facilities.
Match existing facilities with appropriate users to ensure arts and cultural
participants have adequate spaces to use.
Study potential repurposing of current spaces that are not meeting the needs of
their users or the community.
Make art more visible in all aspects of daily life in Dubuque, whether through
physical presence (public art or aesthetically pleasing functional structures) or
through highlighting arts and culture through promotional efforts or everyday
conversation (to long term).
Secondary Role:
Offer activities at various times of day, geographic locations, and price points
(including free).
Make arts and cultural resources and activities available in every neighborhood
in the city and county.
8
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Long Term 1 6 - 10 years
Secondary Role:
Facilitate the presence and participation of arts and culture at non -cultural
activities and venues (such as sporting events/venues, civic events, retail and
dining establishments, hospitality environments, public spaces, places of
worship, and City Hall).
9
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
ACCESSIBILITY, ENGAGEMENT & INCLUSION
WORKING GROUP DESCRIPTION: This group focuses on the inclusion of
neighborhoods in different areas in Dubuque, creating and maintaining awareness of the
other; improving access to existing programs, fostering a welcoming atmosphere, create
a model for engagement of marginalized groups and traditionally included groups.
Short Term 11 - 3 years
Primary Role:
• Offer free arts participation opportunities to large number of Dubuque residents
at easily accessible location and events.
• Invite people of all backgrounds to arts and cultural venues and activities.
• Staff venues and activities with diverse employees and staff who represent
Dubuque's subpopulations.
• Train staff and volunteers in the provision of excellent customer service.
Secondary Role:
• Ensure new development agreements are geared toward retaining arts, culture
and local character inherent in the neighborhood in which the new development
will occur (to midterm).
• Conduct a market study of perceptions of Dubuque's arts and culture scene.
• Create and manage a comprehensive, shared planning calendar.
• Create and manage a comprehensive calendar of arts and cultural offerings for
public use.
• Facilitate networking, communication and collaboration among artists, art
organizations and creative businesses.
• Design and implement a campaign to make Dubuque residents aware of the
value of arts and culture to quality of life.
• Provide accessible, relatable information and interpretation with arts and
cultural offerings to cultivate deeper understanding and connection to the work,
the artists, and the community.
Supporting Role:
• Establish equitable and transparent City funding mechanisms and processes to
support a range of arts and cultural activity.
• Create and revise policies and procedures to encourage arts and cultural
activity.
Continues on page 10
10
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Mid Term 1 4 - 6 years
Primary Role:
• Establish early childhood arts education offerings.
• Strengthen in -school arts education for K-12 students.
• Enhance out—of-school arts free and paid arts education opportunities for
students of all ages.
• Increase formal and informal learning opportunities for Dubuque residents of all
ages.
• Offer activities at various times of day, geographic locations, and price points
(including free).
• Make arts and cultural resources and activities available in every neighborhood
in the city and county.
• Diversify genres, artistic disciplines, activities (experiences, classes, events) to
better match the interest of Dubuque residents.
• Ensure safety and security for families, single people, and all ages of patrons;
consider context for audiences of various racial and ethnic backgrounds.
Secondary Role:
• Hire a professional branding and communications specialist to develop and
implement a campaign.
• Match existing facilities with appropriate users to ensure arts and cultural
participants have adequate spaces to use.
• Study potential repurposing of current spaces that are not meeting the needs of
their users or the community.
• Provide and coordinate technical training to organizations and artists.
• Connect organizations and artists to professionals, advisors, volunteers or
resources who have the expertise they seek.
• Offer passes or tickets to encourage repeat visitation or visitation to multiple
events and organizations.
• Establish professional development and training opportunities for artists to
develop their skills.
• Establish artist exchange or visiting artist programs to bring leading
professional artists to Dubuque from elsewhere, to promote creative exchange
and dialogue with local artists.
Continues on page 12
11
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Supporting Role:
Make art more visible in all aspects of daily life in Dubuque, whether through
physical presence (public art or aesthetically pleasing functional structures) or
through highlighting arts and culture through promotional efforts or everyday
conversation (to long term).
Long Term 1 6 - 10 years
Secondary Role:
Evaluate the results of the campaign following implementation (ongoing).
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
CREATIVE ECONOMY ARTISTS & ENTREPRENEURSHIP
WORKING GROUP DESCRIPTION: This group generates policy support for artists and
entrepreneurs and recommends activities that create the environment to support the
sector. The assist in the review of regulations, ordinances and incentives that affect the
emerging local arts industry that will improve recruitment and retention of creative
industries in the city.
Short Term 1 1 - 3 years
Primary Role:
Develop regulations and incentives friendly to free lancers and creative
businesses C.
Ensure new development agreements are geared toward retaining arts, culture
and local character inherent in the neighborhood in which the new development
will occur C.
Create and revise policies and procedures to encourage arts and cultural
activity.
Facilitate networking, communication and collaboration among artists, art
organizations and creative businesses.
Facilitate monthly or quarterly presentations by arts and cultural organizations,
creative businesses, or artists in large, mid- and small businesses throughout
Dubuque.
Create exchange programs teaming artists and creatives with company
employees to solve problems creatively together (to midterm).
Secondary Role:
Provide information and guidance on how to develop competitive applications
for funding.
Mid Term 1 4 - 6 years
Primary Role:
Create forums for artists to show and sell their work.
Provide, facilitate or support professional development for artists and creative
professions.
Foster community building among the creative community that strengthens the
local support network for artists and creatives.
Recruit creative leaders from other communities to settle in Dubuque.
Incentivize artists and create professionals to settle in Dubuque and Start their
businesses or careers here.
Continues on page 14
13
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Provide and coordinate technical training to organizations and artists.
Connect organizations and artists to professionals, advisors, volunteers or
resources who have the expertise they seek.
Establish professional development and training opportunities for artists to
develop their skills.
Create artists' in -residence programs to promote local artists' creative
development.
Establish artist exchange or visiting artist programs to bring leading
professional artists to Dubuque from elsewhere, to promote creative exchange
and dialogue with local artists.
Secondary Role:
Diversify genres, artistic disciplines, activities (experiences, classes, events) to
better match the interest of Dubuque residents.
14
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
CAPASITY AND INVESTMENT
WORKING GROUP DESCRIPTION: This group focuses on partnerships that lead to
investment in the arts, percent for art initiatives, discovery of new funding streams and
resources, cultivation of resources of individuals, businesses and community.
Short Term 1 1 - 3 years
Primary Role:
Provide information and guidance on how to develop competitive applications
for funding.
Retain professional staff dedicated full time to arts and cultural development C.
Allocate a budget for this department/art and cultural activity C.
Establish equitable and transparent City funding mechanisms and processes to
support a range of arts and cultural activity.
Create channels for volunteerism, advisory and board roles for company
employees in arts and cultural organizations and at events AC.
Secondary Role:
Develop a public art policy and implement public art program funded by a
"percent for art" mechanism (See Appendix A: Draft Public Art Policy") C AC.
Develop regulations and incentives friendly to free lancers and creative
businesses C.
Ensure new development agreements are geared toward retaining arts, culture
and local character inherent in the neighborhood in which the new development
will occur (to midterm).
Mid Term 1 4 - 6 years
Primary Role:
Establish donation drives benefiting an arts and cultural organization or artist
each month.
Secondary Role:
Recruit creative leaders from other communities to settle in Dubuque.
Incentivize artists and create professionals to settle in Dubuque and Start their
businesses or careers here.
Facilitate low-cost or subsidized use of existing, underutilized facilities
Create artists' in -residence programs to promote local artists' creative
development.
15
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
BRANDING AND COMMUNICATION
WORKING GROUP DESCRIPTION: This group will recommend and execute
communication concepts consistent with the established identity of Dubuque. They will
focus on creating a uniting identity, focusing on and established brand concepts,
promotion of the implementation process and the success of the Master Plan and
improving the internal messaging about the arts with in the Dubuque community.
Short Term 11 - 3 years
Primary Role:
Conduct a market study of perceptions of Dubuque's arts and culture scene.
Establish a mechanism for real-time, self -reporting by Dubuque residents,
organizations and businesses on progress against elements of the plan.
Create and carry out a process for regular, periodic (quarterly, annual)
evaluation and adjustment (ongoing).
Create regular touchpoints between this individual or entity with City
departments, agencies, leaders to avoid siloization and encourage coordination
(ongoing) CM C AC.
Create and manage a comprehensive, shared planning calendar.
Create and manage a comprehensive calendar of arts and cultural offerings for
public use.
Design and implement a campaign to make Dubuque residents aware of the
value of arts and culture to quality of life.
Provide accessible, relatable information and interpretation with arts and
cultural offerings to cultivate deeper understanding and connection to the work,
the artists, and the community.
Secondary Role:
Invite people of all backgrounds to arts and cultural venues and activities.
Staff venues and activities with diverse employees and staff who represent
Dubuque's subpopulations.
Train staff and volunteers in the provision of excellent customer service.
Ensure safety and security for families, single people, and all ages of patrons;
consider context for audiences of various racial and ethnic backgrounds.
Facilitate monthly or quarterly presentations by arts and cultural organizations,
creative businesses, or artists in large, mid- and small businesses throughout
Dubuque.
Continues on page 17
16
City of Dubuque Arts & Cultural Affairs Master Plan Community Enactment Strategy 1 9/28/2017
Supporting Role:
Facilitate networking, communication and collaboration among artists, art
organizations and creative businesses.
Offer free arts participation opportunities to large number of Dubuque residents
at easily accessible location and events.
Mid Term 1 4 - 6 years
Primary Role:
Hire a professional branding and communications specialist to develop and
implement a campaign C.
Offer passes or tickets to encourage repeat visitation or visitation to multiple
events and organizations.
Make art more visible in all aspects of daily life in Dubuque, whether through
physical presence (public art or aesthetically pleasing functional structures) or
through highlighting arts and culture through promotional efforts or everyday
conversation (to long term).
Secondary Role:
Foster community building among the creative community that strengthens the
local support network for artists and creatives.
Establish early childhood arts education offerings.
Strengthen in -school arts education for K-12 students.
Establish donation drives benefiting an arts and cultural organization or artist
each month.
Supporting Role:
Recruit creative leaders from other communities to settle in Dubuque SR.
Long Term 1 6 —10 years
Primary Role:
Evaluate the results of the campaign following implementation.
Facilitate the presence and participation of arts and culture at non -cultural
activities and venues (such as sporting events/venues, civic events, retail and
dining establishments, hospitality environments, public spaces, places of
worship, and City Hall).
17
Masi -et -piece 011 the 1vlississippi
IT
Arts and Cultural Affairs Master Plan
Community Enactment Strategy
Economic Development Department
Office of Arts & Cultural Affairs
Arts & Cultural Affairs Advisory ommission
t -
M
Master Plan timeline
Community enactment Roadmap — Genesis , function
Working groups description
Master Plan Timeline
Activity of the Arts Commission and the
Arts coordinator since the unveiling of
the Masterplan document
Master Plan Commission Implementation
presented to approves org materials
Council framework uploaded online
Public
information 1st working Reevaluation
workshop @ group meeting of approach
Five Flags
Commission Facilitated
Session 1:
MP Review and
working group function
Commission Facilitated
Sessions 2:
Synthesis ofpriorities
into designated groups
Commission Facilitated
Session 3:
Identscation of
relevant sectors,
individuals &
timeframes
The Arts and Cultural Affairs Advisory
Commission supported by the Office of Arts and
Cultural Affairs, sought out the most
appropriate model for implementing the Arts
and Cultural Affairs Master Plan in Dubuque.
We wanted to ensure that the model was:
➢ Acessable
➢ Collaboritive
➢ Inclusive
➢ Representative
Arts & Cultural Affairs
Advisory Commission
• Seven -member body
appointed to three-year
terms
Advises City Council
Responsible for advising on
implementation of plan
Public Art &
Infrastructure
Working Group
Arts & Culture Master Plan Implementation Roadmap DRAFT
• City Council
• Private philanthropy and funders
• Private businesses and developers
Ultimately, many proposals — endorsed by the
Task Force and Commission —will require
approval from elected officials and/or support
from the pnvate sector to proceed.
Arts Master Plan Implementation
Task Force
Represents a diverse cross-section of
community leaders and stakeholders
e.g the arts, local government,
business, higher education and non-
profit sectors
Meet quarterly to hear activities from
and provide input to Working Groups
Working Groups will review individual prionties
in the Master Plan, in-depth, seek relevant
expertise and community input, and share their
findings with the Task Force and Advisory
Commission.
Accessibility,
Engagement and
Inclusion
Working Group
Creative Economy
Artists &
Entrepreneurship
Working Group
Capacity &
Investment
Working Group
City of Dubuque Arts &
Cultural Affairs Office
City of Dubuque Economic
Development Dept.
Responsible for
- Communication
- Facilitating meetings and
implementation workshops
Branding &
Communication
Working Group
The master plan priorities approved by the
City Council have been preserved and
reordered within the working groups. These
groups were named after the emerging
themes derived from review of the original
master plan document.
Working groups are expected to be:
❑ comprised of interested community
members & subject matter experts
❑ active and consistent in their participation
❑ responsible for bringing forward viable
ideas to the commission and task force to
be operationalized
Acessibility, Engagement &
Inclusion
This group focuses on the inclusion of neighborhoods in different areas in
Dubuque, creating and maintaining awareness ofthe other; improving access
to existing programs, fostering a welcoming atmosphere, create a model for
engagement ofmarginalized groups and traditionally included groups.
Branding &Commurncation
.�e"no �
This group will recommend and execute communication concepts consistent'
with the established identity of Dubuque. They will focus on creating a uniting
identity, focusing on and established brand concepts, promotion ofthe
implementation process and the success ofthe MasterPlan and improving the
int, mal messaging about the arts with in the Dubuque community
000111td.
„„ie
Capacity Sic Investments
t
This group focuses on partnerships that lead to investment in the arts,
percent for art initiatives, discovery of new funding streams and resources,
cultivation of re sources of individuals, businesses and community.
bh•
•
•
Creative Economy Artists &
Entrepreneurship
This group generates policy support for artists and entrepreneurs and
recommends activities that create the environment to support the sector. The
assist in the review ofregulations, ordinances and incentives that affect the
emerging local arts industry that will improve recruitment and retention of creative
industries in the city.
Public Art & Infrastructure
This group focuses on policies that demystify the process for application to and
exhibition of Public Art. It assesses the elements and environment needed to foster
expanded public art activity and support mechanisms for potential public art
programs within the city and externally.
Many hands make
light work!
Sign up
cityofd ubuque.org/taskforcesignup
re
$47 Million
is the amount of economic impact Dubuque recieves from
an annual $250k investment in arts and culture
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THANKS!
Any questions?
Contact us @
www.citvofdubuque.orq/ ArtsandCulture
563-690-6059
dalleyne@ityofdubuque.org