1994 01 24 CCTww uE lwQ"
78-495 CALLS TAMPICO — LA QUINTA, CALIFORNIA 92253 - (619) 777-7000
FAX (619) 777-7101
NOTICE OF SPECIAL MEETING
OF THE CITY OF LA QUINTA
CITY COUNCIL/COMMUNITY SERVICES COMMISSION
MONDAY, JANUARY 249 1994
NOTICE IS HEREBY GIVEN that in accordance with Government Code Section 54956, 1,
JOHN J. PENA, Mayor of the City of La Quinta, California, do hereby call a Special Meeting
of the City Council/Community Services Commission for 6:00 P.M. on Monday, January 24,
1994. Said meeting will be held in the Civic Center Council Chamber, 78-495 Calle Tampico.
Purpose of said meeting is to meet in Joint Study Session the La Quinta Community Services
Commission.
6:00 P.M.
The City Council will be meeting in the Council Chamber and the Community Services
Commission will be meeting in the Study Session Room.
7:00 P.M.
The City Council and the Community Services Commission will be meeting jointly in the
Council Chamber.
8:00 P.M.
The City Council will be meeting in the Council Chamber and the Community Services
Commission will be meeting in the Study Session Room.
The following matters will be discussed at each of the three meetings:
1. Creation of a Cultural Affairs Commission.
2. Consideration of the Future Status of the Community Services Commission.
3. Community Services Commission Work Plan
000OQ1
MAILING ADDRESS - P.O. BOX 1504 - LA QUINTA, CALIFORNIA 92253
City Council/Community Services Commission
Agenda - January 24, 1994
Page 2
Dated: January 21, 1994
JOHN NA, MAYOR
City of La Quinta, California
DECLARATION OF POSTING
I, Saundra L. Juhola, City Clerk of the City of La Quinta, California, do hereby certify that the
agenda for the joint meeting of the La Quinta City Council/Community Services Commission
for January 24, 1994 was posted on the bulletin board at the Chamber of Commerce and both
the inside and outside bulletin boards at the Civic Center on Friday, January 21, 1994.
January 21, 1994.
BAUNDRA L. JUR-OLA, City Clerk
City of La Quinta, California
COUNCIL MEETING DATE: JANUARY 24, 1994
ITEM TITLE:
CITY COUNCIL AND COMMUNITY SERVICES
COMMISSION JOINT MEETING: Community
Services Commission Background and
Recommendations to Council on Selected Topics
SUMMARY:
AGENDA CATEGORY:
PUBLIC HEARING:
BUSINESS SESSION:
CONSENT CALENDAR:
STUDY SESSION:
The City Council and Community Services Commission agreed to meet for a joint meeting to
discuss three issues: the Commission's recommendation on the creation of a Cultural Affairs
Commission; the future status of the Community Services Commission; and the Work Plan as
created by the Commission for the Council's review and approval.
Staff has prepared a summary report addressing the issues to be discussed at tonight's meeting.
The staff reports for the Cultural Affairs Commission issue, and the Commission's Work Plan are
attached.
FISCAL IMPLICATIONS: None at this time.
RECOMMENDATION:
APPROVED BY: a&
Staff recommends that the Council review this report and provide direction to staff.
by:
PARKS & RE
TION DIRECTOR
Approved for submission to City Council:
kdr,o- L - PL6� i —
ROBERT L. HUNT, CITY MANAGER
000003
rr* n9i
City of La Quinta
Memorandum
To: The Honorable Mayor and City Council
From: Clint Bohlen, Parks and Recreation Manager
Date: January 24, 1994
Subject: Community Services Commission Background and Recommendations to
Council on Selected Topics
To review the foundation and purposes of the Community Services Commission, and to
provide Council with staff comment on Commission recommendations regarding the
Cultural Affairs Commission, and the Commission's proposed Work Plan.
SUMMARY:
The foundation for the Community Services Commission was established when the City
Council created the Human Relations Committee in June 1983 (Ordinance No. 33). The
mission and objectives of the Human Relations Committee were incorporated into the
first version of the Community Services Commission as established in February, 1985
(Ordinance No. 67). The 1985 code which created the Commission was revisited in
May, 1987 by the Council, and amendments were made to the code under Ordinance
No. 109 (Attachment 1).
The purpose of the Community Services Commission is to encourage the development
of a planned and orderly approach to the delivery of leisure services. The objectives of
the Commission are to serve as an advisory body to the Council in the areas of social
services; public recreation services, park maintenance and park development; and
cultural affairs.
The membership of the Commission consists of seven members who, insofar as
possible, are to reflect the racial, ethnic, economic, and gender composition of the
community. The Commission elects a chair and vice chair annually, and the chair is
charged with providing reports to the Council on all Commission recommendations.
The Commission is staffed by the Parks and Recreation Director and the secretary of the
Parks and Recreation Department.
The Commission is organized into three committees: the Parks and Recreation
Committee; the Human Services Committee; and the Culture and Fine Arts Committee.
The Commission meets twice per month, and is subject to the Brown Act with regards
to all meetings of the Commission.
000004
ANALYSISIFIRCAL IMP .i ATIONS:
The Community Services Commission has attempted to fulfill the purpose and tasks
assigned in Ordinance No. 109 as evidenced in the following projects:
Palm Royale Park. The Commission interviewed, screened and recommended to
Council the firm of T.I. Maloney, Inc. of Riverside. The consultant, in cooperation with
City staff and the Commission, proceeded to conduct public forums and assist in the
creation of a Master Plan for the 5.0 acre site. The consultant has produced draft
construction documents, and anticipates coming to Council for permission to Advertise
for Bids in March -April, 1994.
Fritz Burns Park Development. The Commission interviewed, screened and
recommended to Council the firm of T.I. Maloney, Inc. of Riverside. The consultant, in
cooperation with City staff and the Commission, proceeded to conduct public forums
and assist in the creation of a Master Plan for the site. The firm of BSI Consultants, Inc.
has since been selected to develop construction drawings for the site.
Community Park - North Development. The Commission played a similar role as they
did with Fritz Burns Park, as they conducted public forums and assisted the consultant,
Purkiss-Rose/RSI of Fullerton in developing the 18.3 acre master plan.
Parks and Recreation Master Plan. The Commission was involved in every aspect of
the development of the City of La Quinta's first ever Master Plan for the City. Using the
Parks and Recreation Element of the General Plan as a starting point, the Commission
assisted in the creation of a City wide survey, and conducted public forums throughout
the City to ascertain public opinion in regards to park development priorities and
recreation programming needs.
Selected Assignments. The Commission has regularly served as a forum for the judging
of the La Quinta Beautiful Awards, and has provided a like service for the New Leaf
Awards. The Commission has readily accepted assignments such as the Cable Advisory
Board and the Coachella Valley Child Care Council's Community Affairs Committee.
The three issues before the Council and Commission are as follows:
1. Creation olf a Cultural Affairs Commission. The Council assigned this issue to the
Commission for review and recommendation purposes. The Commission's reports for
its discussion purposes, and the foundation for its recommendation (Attachment 2). The
Commission is recommending that Council create a nine member Cultural Affairs
Commission.
Staff recommends that the Council create a Cultural Affairs Commission (mission,
responsibilities, composition as determined by the Council), and eliminate the Culture
and Fine Arts Committee of the Community Services Commission.
000005
2. Future Status of the Community Services Commission,. The Commission has no
opinion at this time. It is waiting to ascertain the Council's opinion on this subject.
Staff recommends that the Commission be reorganized into a more focused, speck
advisory body. After consulting with the City of Davis, City of Woodland, and the
City of West Sacramento who have Parks and Recreation Committees, staff
recommends that the duties of the existing Parks and Recreation Committee and the
Human Services Committee of the existing Community Services Commission be
reviewed, revised, and consolidated into one Commission. No standing committees
would be created, but the new body would have the ability to create committees as the
need arises. This recommendation reflects the norm for municipal Parks and Recreation
bodies.
3. Commission proposed Work Plan. This also was an assignment by the Council,
requested at the April, 1993 joint meeting of the Commission and Council. The
Commission recommends Council review and accept the Work Plan and provide the
Commission with Council direction. Staff is recommending that the Council review the
Work Plan, and accept, modify, or reject the Plan (Attachment 3).
Further, regardless of the Council action in regards to item #2, staff also recommends
that the Council retain the Plan (as presented or modified) for providing this
Commission or a reconstituted, more focused commission with direction.
In general, Council appointed advisory bodies which are successful in assisting the
Council are provided with regular assignments which are typically items of a parks and
recreation, community, or human service nature.
RECOMMENDATION:
Staff recommends that the Council review this report and provide direction to staff.
Attachments:
1. Ordinance No. 109 (5-10)
2. Staff Report on Cultural Affairs Commission to
Community Services Commission (11-53)
3. CSC Work Plan (54-70)
000006
4
DAGENDA ITEM M DATE AGENDA ITEM $I
ATE
(�PPRLVEU ( ) DENIED (g",kpr'EOVED () DENIED
( ) CONTINUED TO (q CONTINUED TO .,o 7
�-I��INANCE NO. 109 -(
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
LA QUINTA, CALIFORNIA, AMENDING THE LA QUINTA
MUNICIPAL CODE ESTAPLISHING A COMMUNITY SERVICES
COMMISSION.
The city council of the City of La Quinta does ordain as follows:
SECTION-J. Chapter 2.18, consisting of sections 2.18.010 through
2.18.040, is hereby amended to read as follows:
CHAPTER 2.18
COMMUNITY SERVICES -COMMISSION r
----------------------------
SECTIONS_. r_
2.18.010 Created ---Defined.
_iB .020 Purpose and objectives.
2.18.030 Members--Appointments--Terms. V
2.18.040 Officers --Selection. (�
2.SS.050 Committees. 4�
2.18.060 Meetings. Q
2.18.070 Removal from office.
2,18.080 Powers and duties.
2.1S.090 Staffing.
2.18.010 Created --Defined. The community services commission
is created and established. The term 'commission', as used in this
chapter, shall refer to the community services commission.
2.18.020_Pureose_And_objectives. The general purpose of the
commission is to encourage the development of a planned and orderly
approach to the delivery of leisure services in the city. Objectives of
the commission are as follows:
A. To serve in an advisory capacity to the city council to identif
community needs for social services, to plan for the coordinated delivery
of such services to citizens in need through both private and public
resources so as to avoid duplication and conflict of effort, and to
evaluate the effectiveness of services provided;
R. To serve in an advisory capacity to the city council on all
matters pertaining to public recreation, including the management,
conduct, care and development of the parks and playgrounds in the city,
and in general to study the needs'of the city and the means of meeting
such needs in connection with all matters pertaining to public recreation
and other entertainment; and
C. To serve in, an advisory capacity to the city council to
encourage a sense of appreciation and community pride for the citizens of
the city by making accessible cultural events and experiences which
celebrate the shared heritage of the community and its residents.
000007
c
Ordinance No. 109
Page Two.
2.18_030_Members_-Appointments--Terms_ A. The commission
shall consist of seven (7) members appointed by the city council.
8. The terms of office of members of the commission shall be
overlapping. Each member of the commission shall hold office for a term
of three years, or until such time as a successor is appointed.
C. All terms of office shall commence on July ist of the year of
appointment. Vacancies in the office of a member shall be filled for the
unexpired term in the same manner in which regular appointments are
otherwise made.
D. Insofar as possible, the membership shall reflect the racial,
ethnic, economic and sexual composition of the community. Every effort
will be made to insure that a wide cross-section of social, leisure and
artistic services, interests and viewpoints, including providers,
recipients and professionally related occupations are represented.
E. No commissioner shall serve more than two consecutive terms.
F. Commission members shall serve at the pleasure of the city
council, without compensation.
2.iB.040 Officers --Selection. A. The chairman of the
-- ---------------------------
commission shall be elected by a majority vote of commission members in
September of each year. A vice-chairman to serve in the absence of the
chairman shall likewise be elected.
B. The chairman shall preside at all meetings and provide for
periodic reports to the city council on all recommendations of the
commission.
2_iB_050 Committees_ A. The commission shall organize
itself into Three committees composed of two or three members each. Each
committee shall be assigned one of the following areas of responsibility:
i. Human services;
2. parks and recreation;
3. Culture and fine arts.
B. The commission or committees may, from time to time, establish
subcommittees composed of citizens and/or interested people charged with
the responsibility of implementing certain designated projects subject to
commission and city council approval. At least one member of the
commission shall also be a member of each subcommittee.
2_18.060 Meetings_ A. The commission shall meet regularly
once each month on the date selected by the commission. Special meetings
of the commission may be called by the chairman or a majority of the
commission in accordance with state law.
H. A majority of appointed commissioners shall constitute a quorum
for the transaction of business.
C. All meetings.shall be open to the public.
2_i8_U70- Removal - from -office. Any of the commission members
may be removed at any time, by the city council. If a member of the
commission does not attend three regular consecutive meetings, unless
excused by a majority vote of the commission, his/her membership shall
automatically be terminated, and his/her successor shall be appointed by
the city council to serve the unexpired term.
000008 A
Ordinance No. 109
Page Three.
2.18.080 Powers and _duties. A. The powers and duties of the
human services committee shall be as follows:
1. Advise the commission as to the most effective means of
allocating available resources for human services, and establish standards
for the evaluation of proposals for funding;
2. Promote interagency and intergroup coordination in the
development and delivery of human services, to avoid duplication and
conflict of effort;
3. Cooperate with governmental and nongovernmental agencies and
organizations having like or kindred functions, to assure the most
effective and efficient delivery of such services;
4. Review and study problems and needs of social service
programs and develop effective support and delivery systems needed to
secure additional resources, either through private channels or through
the city or other instrumentalities of government.
5. Inform the commission of disparities and inequities which
exist in the social service delivery system of federal, state and county
government, to insure that citizens of the city receive equitable
treatment in the delivery of such service;
6. Hold hearings and take testimony of any person relating to
any matter under investigation or in question before the commission;
7. Make recommendations which will help to develop a sense of
community among those concerned with human -service efforts in the city,
and to create awareness and cooperation between the city and those groups
doing human -service work in the area;
8. Make and issue written or oral reports respecting studies,
research, investigations and other activities, and make information
available to other commissions and staff as required;
9. Recommend to the commission legislation or other remedial
steps which the committee finds to be necessary and desirable.
B. The powers and duties of the parks and recreation committee
shall be as follows:
1. To promote and stimulate public interest in a recreation
program, and to that end solicit to the fullest possible extent the
cooperation of special authorities and other public and private agencies
interested therein;
2. To study present and future needs of the city with regard to
recreation and park facilities, programs and events;
3. To recommend to the commission rules and regulations
concerning the use of recreational areas and facilities;
4. To encourage recreational programs, including, but not
limited to, intramural sports, lectures, concerts, community fairs,
exhibits, child care centers and others;
5. To investigate and provide written or oral reports to the
commission on various questions concerning recreational aspects of the
city.
000009
c
Ordinance No. 109
Page Four.
C. The powers and duties of the cultural and fine arts committee
shall be as follows:
i. To recommend ways to maintain and increase the artistic and
cultural resources of the city;
2. To propose methods to encourage private initiative in the
fields of art and culture;
3. To consult with public and private groups, schools, the
city, any state or federal, cultural and art commissions interested in, or
having knowledge or experience in the field of art and culture of the city
4. To develop methods by which to coordinate existing resources
and facilities, and to foster artistic and cultural endeavors, acid the use
of the arts both locally and outside of the city to promote the best
interests of the city;
5. To conduct studies and provide written or oral reports with
the view to formulating methods or ways by which creative activity and
high standards and increased opportunities in the arts and culture may be
encouraged and promoted in the best interests of the city's artistic and
cultural progress and the greater appreciation and enjoyment of the arts
and culture by the citizens of the city, and how such can be encouraged
and developed;
6. To recommend the allocation of funds donated by outide
organizations for cultural activities and advise upon the physical
development of projects;
7. To recommend on the use of various facilities as the city
council shall designate; and
B. To perform such other related duties and functions as the
commission may from time to time direct.
2.50_090 Staffing. A. All departments of the city,
through the office of the city manager, shall furnish appropriate existing
public information, data and records, and provide technical assistance and
advice as required, within _reasonl as an aid to the commission and its
committees in the performance of designated duties.
B. The city manager shall, within reason or budgetary constraints,
provide or cause to be provided adequate staff, clerical help and maintain
files and records for the commission.
C. The city council shall annually review the progress of the
commission.
SECTION 2_ EFFECTIVE DATE. This ordinance shall be in full
force and effect thirty (30) days after passage.
SECTION 3_ POSTING. The City Clerk shall within 15 days after
passage of this ordinance, cause it to be posted in at least the two
places designated by rdsolution of the city council; shall certify to the
adoption and posting of this ordinance ; and shall cause this ordinance
and its certification, together with proof of posting, to be entered in
the book of ordinances of this city.
The foregoing ordinance was approved and adopted at a meeting of the
City Council of the City of La Quinta, California, held this 19th day of
May, 1987, by the following roll call vote:
000010
8
Ordinance No. 109
Page Five.
AYES: Council Members Bohnenberger, Cox, Pena and Mayor Hoyle.
NOES: Council Member Sniff.
ABSENT: None.
ABSTAIN: None.
. 11ZL
--� -------------------
MAYOR
ATTEST: APPROVED AS.TQ. FORM:
CITY MANAGER CT-- ATTORNEY
000011
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss
CITY OF LA QUINTA )
I, RON KIEDROWSKI, City Clerk of the City of La Quinta, do
hereby certify the foregoing to be a full, true and correct
copy of Ordinance No. 109 which was introduced by the La
Quinta City Council at a regular meeting held on the
day of May 5, 1987 and was adopted at a regular
meeting held on the 19th day of May 1987, not
being less than five days following date of introduction.
I further certify that the foregoing ordinance was posted
in three (3) places within the City of La Quinta.
� 1. cam►
RON KIEDROW KI, City Clerk
City of La Quinta, California
000012 10
u
� 4
u�w
MEMORANDUM Attachment 2
TO: Community Services Commission
FROM: Clint Bohlen, Parks and Recreation Director
DATE: November 22, 1993
SUBJECT: Cultural Affairs Advisory Body
ISSUE:
To provide the Commission with options for consideration in addressing the Cultural
Affairs Advisory issue.
SUMMARY:
On July 6, 1993 the City Council directed staff to prepare a study session item which
addressed the possible creation of a La Quinta Cultural Affairs Commission. Staff
prepared a report (Attachment No. 1) for Council discussion at the August 3, 1993
Council meeting. Staff was directed to refer the issue to the Community Services
Commission for its consideration.
The Commission asked the Culture and Fine Arts Committee to develop concepts for
a cultural affairs advisory body which the Commission and the public might consider.
The four Options which were developed (Attachment No. 2) are similar in function, but
differ most significantly in three areas:
1. Number of members;
2. Membership;
3. Authority/Relationship to the City
Two of the four options presented are preferable: Option B (designated as Cultural
Affairs Commission) and Option D (designated as La Quinta Arts Alliance). Another
model is presented for the Commission's consideration: an expanded role for the
existing Art in Public Places Committee.
MEMOCB.009
000013
This is a viable, considerable option for the following reasons:
• A large part of the municipal art programs in Rancho Mirage, Dallas, and
Seattle are public art projects. The City of La Quinta will in all probability
not differ significantly.
• The Art in Public Places Committee has current, assigned projects, and
is familiar with priorities and workings of municipal art programs. The
members represent a broad spectrum of art and cultural interests.
• The creation of a new advisory body is not required by incorporating the
Culture and Fine Art Committee's task description from the Community
Services Commission Ordinance (2.18.080.C.) into the Art in Public
Places Ordinance (2.65) through an amendment to the ordinance.
• All three cultural organizations would be represented by adding two new
committee members to the Art in Public Places Committee who would
represent the Coachella Valley Community Concerts Association and the
Round Table West. Representation of all cultural organizations of La
Quinta was expressed to be a desirable element in the Council's
consideration of creating an arts advisory body.
Options B and D of Attachment No. 2, and an expanded Art in Public Places
Committee (redesignated as the Public Arts Committee) are the most credible options
in developing a recommendation for the City Council's consideration. The redefined
Art in Public Places Committee model is attached (Attachment No. 3).
FISCAL IMPLICATIONS:
None
RECOMMENDATION:
Staff recommends that the Commission review the attachments, and prepare a
recommendation for the City Council to be presented on Saturday, December 4, 1993.
Attachments:
1. August 3, 1993 Staff Report
2. Cultural Affairs Matrix
3. Redefined Art in Public Places model
MEMOCB.009
000014
12
�Am �.
COUNCIL MEETING DATE:
August 3, 1993
ITEM TITLE: Discussion of the Creation
of a Cultural Arts Commission
AGENDA CATEGORY:
PUBLIC HEARING:
BUSINESS SESSION:
CONSENT CALENDAR:
STUDY SESSION: cv,
SUMMARY: At the July 61 1993 City Council meeting, the Council directed
staff to prepare a study session item which addressed the possible creation
of a La Quinta Cultural Arts Commission. Specifically, staff was directed to
review the Rancho Mirage Commission and similar commissions in other cities.
The Council directed staff to specifically address the mission of a Cultural
Arts Commission.
FISCAL IMPLICATIONS: None at this time.
APPROVED BY:
RECOMMENDATION: Staff recommends that City Council provide direction
following Council's discussion of this item.
Submitted by:
Clint Bohlen,
Parks & Recreation Manager
CA
ture
Approved for submission to
City Council:
ROBERT L. HUNT, CITY MANAGER
000015
i4
City of La Quinta
Memorandum
To: The Honorable Mayor and City Council "
From: Clint Bohlen, Parks and Recreation Manageri�-
Date: July 26, 1993
Subj: Discussion of the Creation of a Cultural Arts Commis on
ISSUE:
The Council directed staff to prepare a Study Session item which addressed the
possible creation of a Cultural Affairs Commission. The Council is requested to
provide staff with direction.
SUMMARY:
At the July 6, 1993 Council meeting staff was directed to review the concept of a City
of La Quinta Cultural Affairs Commission. Staff contacted the cities of Rancho Mirage,
Dallas, and Seattle. The cities of Dallas and Seattle are known as premier art -oriented
municipalities. Specifically, staff requested a copy of each city's ordinance by which
their respective arts advisory or governing bodies were created.
This report presents the various organizational, authority, and task structures of each of
the three cities' commissions which were studied. The report also summarizes the
mission and tasks of the Arts in Public Places Committee. Finally, the report presents a
draft mission statement for a City of La Quinta Cultural Affairs Committee.
/. OTHER C/TIES PROGRAMS
Rancho Mirage
Name of Commission: Cultural Commission
Number of Members. Five (5)
Member's Terms. One year
Mission/Purpose: Advise the City Council on those matters pertaining to
establishing a cultural atmosphere in Rancho Mirage.
000016
IA
page 2 8/3/93
Cultural Affairs Commission
Rancho Mirage (con't.)
Tasks: Develop and present concepts to the Council; organize
and direct committees and subcommittees; dissolve
committees and subcommittees.
Dallas
Name of Commission:
Number of Members:
Member's Terms.
Cultural Affairs Commission
Seventeen 0 7)
Two years
Mission/Purpose: Develop and enhance the cultural environment in the
City of Dallas by encouraging public art programs,
purchases, and placement.
Tasks: Advisory body to the City Council and City Manager;
make recommendations concerning cultural policy
and procedures, including diversity; make
recommendations concerning the design, operation, and
use of City facilities devoted to the arts; encourage the
development of new and emerging cultural programs
and activities; make recommendations concerning
expenditures on cultural programs, facilities, and
organizations.
Seattle
Name of Commission.
Number of Members:
Member's Terms:
Arts Commission
Fifteen 0 5)
Two years
Mission/Purpose: The Seattle Arts Commission asserts a leadership role in
enriching the lives of the people of Seattle through
supporting arts experiences of the highest quality and by
advancing Seattle as an international center of artistic
exploration and exchange.
000017
page 3 8/3/93
Cultural Affairs Commission
Seattle (con't.)
Tasks: Hold regular meetings and keep written records; to
make expenditures in accordance with the annual budget
and develop an annual budget for the Commission's
activities and programs; annually review the financial
needs of the public fine and performing arts programs;
initiate, sponsor, and/or conduct (alone or in cooperation
with other public or private agencies) public programs
to further the development and public awareness of and
interest in the fine and performing arts; to encourage
donations and grants to a civic arts account; and to advise
and coordinate with the City Council and staff in the
acquisition and placement of public art.
In reviewing the three cities' materials, it appears that the City of Seattle has the most
detailed, comprehensive ordinance. In addition, the City of Seattle Arts Commission
provided a copy of: 1) the Municipal Art Plan, 2) Planning Policy statement regarding
cultural services, 3) a directory of Seattle's Public Art, 4) an educational and
information brochure entitled "Seattle Arts Commission", and 5) various class and
program registration guides.
//. C/TY OF LA QU/NTA PROGRAM
The City of La Quinta created the Art in Public Places Committee in 1990 to address
the need for coordination and advancement of public art projects based on the
assumption that public art displayed in public venues is a benefit to the citizens and
visitors, and that the acquisition and display of public art enhances the public's health,
safety, and welfare.
Name of Committee: Art in Public Places Committee
Number ofMembers. Seven (7)
Member's Terms: Two years
000018
16
page 4 8/3/93
Cultural Arts Commission
La Quinta (con't)
lVfission%Purpose: To express the character and history of our community
and contribute to our civic pride; to promote
understanding and awareness of visual arts in a public
environment and to expand the public's experience with
the visual arts; to create a more visually pleasing and
humane environment; to enhance the environment and
unique character of La Quinta, and to add to the
economic viability of the community; to make artwork of
the highest quality available to La Quinta residents and to
address an audience both broad and heterogeneous that
will in turn enhance the quality of life in La Quinta; to
create a dialogue and collaboration between artists,
architects, city planners, and citizens, which builds
bridges of tolerance, appreciation, and understanding
(from the draft Master Art Plan, June 1993, APP
Committee).
Tasks: Prepare an Art in Public Places Plan, identify art sites,
identify and select art work for placement, seek funding
for the purchase of artwork other than the City fee system
(endowments, donations, loan programs, trusts), make
recommendations to the City Council regarding issues
related to the commissioning and purchase or leasing
of art work.
The focus of the La Quinta. Art in Public Places Committee is primarily on public
placement of pieces of art work. It is funds -imarily through the fees collected by
the City for purposes discussed. Performing.. A other art forms are not within the
scope of authority of the Committee as described in the existing ordinance which
created and defined the duties of the Art in Public Places Committee.
000019
17
page 5 8/3/93
Cultural Affairs Commission
Option (con't.)
///. OPT/ON FOR CONS/DERAT/ON
The City of La Quinta has developed a reputation as an arts -oriented community, both
regionally and, in some circles, on a national level. This occurred in large part as a
result of the success of the La Quinta Arts Festival, which is directed and coordinated
by the La Quinta Arts Foundation. The City of La Quinta has also recently become the
home of two other cultural organizations: the Coachella Valley Community Concerts
Association and the Round Table West.
The Coachella Valley Community Concerts Association produces four concerts a year,
which are performed at the La Quinta Hotel, and the Association has developed a
youth music appreciation program for La Quinta's elementary and middle schools.
The Round Table West is a literary appreciation program which brings renown authors
to La Quinta to discuss their accomplishments with residents.
A Cultural Affairs Commission could conceivably bring together the three existing art
and cultural entities, as well as serve as a point of coordination for all public and, to a
lessor extent, private visual and performing arts programs, activities, and displays.
The following is a suggested mission statement. Further elaboration and greater detail
needs to be applied to define the concept. If the Council wishes to proceed it is
suggested that local art concerns and interested parties be contacted for their input
and ideas.
Mission/Purpose: The City of La Quinta Cultural Affairs Commission asserts
a leadership role in enriching the lives of the people of La
Quinta through supporting arts experiences of the highest
quality and by advancing La Quinta as a national
center of artistic exploration and exchange.
RECOMMENDATION:
It is recommended the City Council provide staff with direction following Council's
discussion of this item.
Attachments:
1. City of Rancho Mirage Ordinance
2. City of Dallas Ordinance
3. City of Seattle Ordinance
4. City of Seattle Multi -Year Plan 92-94 000020
40
L-__-•c_ - � � .,d i;;:CU�iuRAL r+�F,�,iRS �L �iu:�14-67E�-1434
Sections -I�9 through 2-160, and new Article )=I ,
JUL lO
1220LUTIO31 No, 91•65
A R$SOLUTION OF T88 CITY COUNCIL OF T12 CITY 07*MCNO MIRAGE
VACATrNG RLBOLUTYOX MO. 89-72 AND EBTASLIBHING TRZ CULTURAL
COMMIBBION.
WHEREAS, on November 16, 1989, the City Council of the
City of Rancho Mirage passed and adopted Resolution No. 89-72
establishing the Arts Advisory Commission; and
WHEREAS, it is the desire of the City of Council of the
City of Rancho Mirage to vacate the aforementioned Resolution
effective June 30, 1991, and, by way of this Resolution, to
establish the Cultural Commission; and
WHEREAS, the Cultural Commission is desired for the
Purpose of advising the City Council on those matters
Pertaining to establishing a cultural atmosphere in Rancho
Mirage; and
WHEREAS, the establishment of a cultural atmosphere will
include the showing of artworks by Rancho Mirage artists, and
promoting performing arts programs.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the
City of Rancho Mirage that Resolution No. 89-72 is hereby
vacated, and the Cultural Commission is hereby established and
shall be created as follows:
rcOMPOSITION. The Cultural Commission shall consist of
five (5) members. The members of the Commission shall be
appointed by the City Council. The mayor shall appoint a City
Councilmember to attend Cultural Commission meetings as a
liaison. This council representative shall not have voting
privileges on the Cultural Commission. The Commission shall
elect a chairperson and vice chairman from its membership at
least once a year. The Commission shall adopt a schedule of
meetings and rules governing its own procedures. Each member
of the Commission shall serve for a term of one (1) year from
the date of his appointment and until his successor is
appointed.
TASKS. The Commission may develop and present concept(s)
to the City Council and is authorized to organize and direct
subcommittees) for the purpose of using the special talents
and experience cf individuals within the community. The
Cultural Commission will assign projects to the
subcommittee(s). Responsibilities and objectives of the
subcommittee(s) shall be specified at the time of the creation
of the subcommittee(s). Upon completion of their
responsibilities and objectives, or upon request of the
chairman of the Cultural Commission, the subcommittees) shall
be dissolved.
ti It
_ q T iE 12:40 1D:CULTURAL WFRtM5 +tL w:e14-eeV-14d4 aViv Md
20266
�.. SEC. 2-160. DUTIES OF THE DIRECTOR OF CULTURAL AFFAIRS.
The director of cultural affairs shall perform the
following duties:
(1) Supervise and administer the office of cultural
affairs.
(2) Manage cultural facilities of the city as
designated by the city manager or the city council.
(3) Perform such other duties as may be required by
the city manager or by ordinance of the city council."
SECTION 2. That CHAPTER 2, "ADMINISTRATION," of the Dallas
City Code, as amended, is amended by adding a new Article XXVI,
entitled "Cultural Affairs Commission," to be composed of
Sections 2-161 through 2-162, to read as follows:
"ARTICLE XXVI. CULTURAL AFFAIRS COMMISSION.
SEC. 2-161. CULTURAL AFFAIRS COMMISSION - CREATED; TERMS;
MEMBERSHIP; MEETINGS.
(a) There is hereby created the cultural affairs
commission of the city, which shall be an advisory body of 19
members appointed by the city council, Eleven of the members
shall be nominated respectively by each city council member,
and six of the members shall be nominated by the city council
as a whole. The chair of the commission shall be selected by
the mayor from the commission members appointed by the city
council.
(b) All members shall be appointed for an initial term to
expire on August 31, 1989. Subsequent appointments shall be in
August of odd -numbered years for a two-year term beginning
September 1. All members shall serve until their successors
are appointed and qualified.
(e) Members of the commission should be persons who are
concerned about cultural affairs in the city of Dallas and may
be persons who have professional expertise or substantial
volunteer involvement in the following areas:
(1) architecture, design, or urban planning;
000023 23
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r+0:_14-570-1aa: 491E Poll
20266
(2) visual, performing, or literary arts;
(3) history;
(4) science;
(5) cultural institutions management; or
(6) volunteer cultural board experience.
(d) The membership of the cult,.;ral affairs commission may
include at least one of each of the following persons:
(1) a member of the American Institute of Architects
or the American Society of Landscape Architects;
(2) a professional visual artist;
(3) a professional performing artist;
(4) a professional scientist;
(5) a professional historian; and
(6) an interested citizen who does not represent any
specific cultural organization or interest group.
(e) The chairman of the city council arts committee and
` one member of the park and recreation board of the city shall
serve as ex-officic, nonvoting members of the cultural affairs
commission.
(f) The commission shall meet at least once each month and
may hold additional meetings at the call of the chairman.
SEC. 2-162. CULTURAL AFFAIRS COMMISSION - DUTIES AND
RESPONSIBILITIES.
(a) The cultural affairs commission shall act as an
advisory body to the city manager and the city council and
shall:
(1) make recommendations concerning the establishment
and implementation of cultural polices and procedures,
including cultural diversity;
(2) make recommendations concerning the design,
operation, and use of city facilities devoted to the arts and
other cultural activities;
LqM
000024
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20266
(3) make recommendations to encourage the development
of new and emerging cultural programs and activities;
(4) make recommendations concerning the expenditure
of city funds on cultural programs, facilities, and
organizations; and
(5) perform other duties assigned by the city council
or requested by the city manager.
(b) The city manager shall provide staff to assist the
commission in performing its duties and responsibilities.'
SECTION 3. That CHAPTER 2 of the Dallas City Code, as
amended, shall remain in full force and effect, save and except
as amended by this ordinance.
SECTION 4. That the terms and provisions of this ordinance
are severable and are governed by Section 1-4 of CHAPTER 1 of
the Dallas City Code, as amended.
Dallas City Code, as amended.
SECTION 5. That this ordinance shall take effect
immediately from and after its passage and publication in
accordance with the provisions of the Charter of the City of
Dallas, and it is accordingly so ordained.
APPROVED AS TO FORM:
ANALESLIE MUNCY, City Attorney
4
BY_ A 3 4
Assistant City Attorney
Passed AN 12 190
9183J
000025
25
�JL d :C,' 5_r1TTLL I^rK i5 —�f'19.
Subtitle IV Commissions
Chapter 352
SEATTLE-KING COUNTY COMMISSION
ON ALCOHOLISM
Sections:
352.010
Commission created —
Purpose.
352.020
Membership.
352.030
Authority to accept funds,
hire employees and award
grants.
352.040
Financial and program
report.
352.010 Commission created —
Purpose.
There is created a joint City -county agency
to be known as "Seattle -King County Commis-
sion on Alcoholism" to serve in an advisory
capacity to the City and King County on all
matters concerning the care, treatracnt, rehabili-
tation and education of alcoholics: to cooperate
with and advise public and private agencies and
organizations concerned with combating the
problems of alcoholism for the purpose of
achieving coordination of the activities of such
agencies. to develop an educational program to
make the public aware of treatment available to
users of alcohol: and to develop a comprehen-
sive plan for Seattle and King County to create
public concern for. and governmental and pri-
vate response to the problems of alcoholism.
(Ord. 98304 § 1, 1969.)
352.020 Membership.
Such commission shall consist of eighteen
(18) members, nine (9) of whom shall be ap-
pointed by the Mayor subject to confirmation
by the City Council and nine (9) of whom shall
be appointed by the County Executive subject
to confirmation by the County Council, to serve
terms of three (3) years. Members of the Com-
mission shall be appointed from among persons
who shall have demonstrated past and present
interest in and knowledge about the problems
of alcoholism, and shall, serve without compen-
sation.
(Ord. 98304 § 2, 1969.)
SEATTLE ARTS COMMISSION 3.56.010
352.030 Authority to accept funds,
hire employees and award
grants.
To effectuate its purposes, the Commission
shall have authority to accept such funds: hire
such employees. and award such research and
program grants, as provided by the legislative
authority of King County. The Commission
shall be subject to program budget procedures
defined in the King County Charter and audit
by the King County Auditor as provided by the
King County Charter.
(Ord. 98304 § 3, 1969.)
3.52.040 • Financial and program
report
The commission shall on or before August
15th of each year publish and submit a finan-
cial and program report to the Mayor, County
Executive, and members of the City Council
and County Council.
(Ord. 98304 § 4, 1969.)
Chapter 356
SEATTLE ARTS COMMISSION'
Sections:
356.010
Commission established —
Membership.
356.020
Organization ---Chairman.
356.030
Powers and duties.
356.040
Executive Director —
appointment and duties.
356.060
Deaccessioning and
disposition of surplus .
artworks.
356.070
Application of proceeds of
sale of artwork.
1. Crm-refeream: For provisiom mudiag the seaak Am
Commisaioa's ,wpodiaJay for an is public warts COMM-
don. see Chapter 20.32 of this Cade.
356.010 Commissiun established —
Membership.
There is hereby established a Seattle Arts
Commission to promote and encourage public
programs to further the development and public
awareness of and interest in the fine and per-
forming arts and to act in an advisory capacity
to the City in connection with the artistic and
3-611
0 0 0 0 2 6 `$.cease w-)
27
JLL. ld '73 02•17f ZO.n1 IL.L rw%oV �:A 01.
3.56.010 ADMINISTRATION
cultural development of the City. Such Com-
mission shall consist of fifteen (15) members
to be appointed by the Mayor subject to confir-
mation by a majority of all members of the
City Council. Each member shall serve for a
term of two (2) years except that the terms of
the seven (7) members whose terms are pres-
ently scheduled to expire on June 1. 1979. shall
be extended through December 31. 1979, and
the terms of the eight (8) members whose
terms are presently scheduled to expire on Jame
1. 1980. shall be extended through December
31, 1980. Notwithstanding any other provision
herein. a member whose term has expired shall
continue to serve until a successor is appointed
and qualified. Vacancies shall be filled for the
unexpired term in the saro: manner as original
appointments.
(Ord. 108149 § 1. 1979: Ord. 99982 § 1,
1971.)
356.020 Organization —Chairman.
The Commission shall organize, adopt admin-
istrative rules and procedures necessary to ac-
complish its purposeso and elect from its mem-
bers such officers as it shall deem necessary:
provided. that the Chairman of the Commission
shall be appointed by the Mayor for a one (1)
.year term subject to confirmation by the City
Council.
(Ord. 99982 § 2, 1971.)
3.56.030 Powers and duties.
The Commission shall have the following
duties and powers:
A. To hold regular public taeetiags and keep
a written record of its proceedings which shall
be a public record;
B. To snake expenditures in accordance with
the annual budget adopted by the City, and
upon organization to prepare and submit .esti-
mates of necessary expenditures for the remain-
der of 1971, and thereafter to annually review
the financial needs of public progtatas for de-
velopment of the fine and performing arts and
submit a proposed budget therefor,
C. To utilize the services of its Executive
Director and such other staff as may be made
available to the Commission:
D. To initiate, sponsor or conduct, alone or
in cooperation with other public or private
agencies, public programs to further the devel-
opment and public awareness of, and interest in
the fine and performing arts:
E. To encourage donations and grants to the
Civic Arts Account of the General Donation
and Gift F1ind and to advise the City regarding
the receipt and expenditure of such funds;
F. To advise the City concerning the receipt
of or purchase of works of art to be placed on
municipal property, except for museums or an
galleries or works of an placed or to be placed
in connection with projects reviewed by the
Seattle Design Commission;
G. To advise and assist the City in conaee-
don with such other artistic activities as may
be referred to it by the City.
(Ord. 113747 § 2. 1987; Ord. 99982 § 3.
1971.)
3.56.040 Executive Director —
Appointment and duties.
A. AppointmenL There shall be an Executive
Director for the Commission who shall be ap-
pointed by the Mayor, upon consultation with
the Chairman of the Commission, subject to
confirmation by a majority Of all members of
the City Council The Executive Dire=
whose position sball be not included in the
classified civil service, may be removed by the
Mayor upon filing a statement of his reasons
therefor with the City Council. The Special
Assistant for the Arts appointed and serving as
such immediately prior to the effective dare of
the ordinance codified in this section' shall
serve as the first Executive Director.
B. Duties. The Executive Director shall be
the head of and responsible for the administra-
tion of the Seattle Arts Commission. and in that
connection, among other duties and responsibili-
ties, shall: "
F. Appoint, supervise, control and re-
move all staff for the Comrission consistent
with the Personnel Ordinance and Rules,
2. Provide staff support for, the Com-
mission; "
3. Coordinate and provide staff support
in the representation of the Commission. the
City, and their interests and policies in iarerae-
tions with private individuals and entities as
weU as other public arts organizations;
4. Administer all ordinances pertaining
to the Commission and its functions;
c.
(stmk 342�
3-62.2
000027
28
"UL :3 *03 OS:08 S=NTTLE .GETS COMM.
S. Consult with and report regularly to
the Commission on the woricings of the Com-
mission office, and attend, either in person or
by designated representative, all regular meet-
ings of
SEATTLE ARTS COIN ISSION 3.56.040
3-62.2a 000028 i$awc 9'
RL 13 193 09 t 08 SEATTLE 4P T S I --"-
P."
the Commission;
6. Under the direction of the Commis-
sion, manage the preparation ofthe annual bud-
get for the Commission and supervise the
maintenance of an adequate accounting system
and procedures for expenditures;
7. Make periodic reports to the Mayor
and City Council concerning the activities of the
Commission and programs for the arts, gener-
ally;
8. Exercise such other and further
powers and duties as shall be prescribed by ordi-
nance.
(Ord.113747 § Is 1987: Ord. 99982 § 4,1971.)
1. E.ditoes Note Ordinance 113747 was passed by the City Cwn-
cil on November 30. 1987.
2. Editor's Note: The Personnel Ordinance is codified at Chapter
4.04 of this Code.
3S6" Deaccessioning and disposition of
surplus artworks.
A. When the Seattle Arts Commission deter-
mines that an artwork is surplus to the the City's
collection of artworks, the Commission may
deaccession the same and arrange for its disposi-
tion through an exchange of the artwork for one
(1) or more other artwork(s) of comparable
aggregate value for the City's collection, with the
City being responsible for the payment or receipt
of any monetary difference between the value of
the City's artwork and the aggregate value ofsuch
exchanged artwork(s); through a sale by an art
gallery or dealer, through a public auction or
process inviting bids or proposals from the public
and the acceptance of the best response; through
the Purchasing Agent in the same manner as
other surplus property; through an indefinite
loan to another governmental entity on condi-
tion that the receiving entity will maintain the
artwork and provide an accompanying notice of
the City's retained ownership; or through
redonation, sale or other arrangement agreed
upon with the donor or artist at the time of the
City's acquisition of such artwork; and, in the
event the artwork has been destroyed or
damaged beyond repair at a reasonable cost, or
has no or only a negligible value, it may be dis-
posed of as scrap.
B. If an artwork was donated to the City on
condition that the artwork be returned or tmus-
ferred to another person or entity when it is no
longer displayed or ceases to be a part of the
SEATTLE ARTS COMB
City's collection, upon the occurrence of dreum-
stances making such condition applicable. the
Commission shall request directions from the
donor or the donoes represcntative(s), as appro-
priate, and return the artwork to the donor or
transfer the artwork consistent with the terms of
such condition, if suchcondition applies, and the
directions of the donor or the doves represen-
tative.
C. In the event the artist has reserved a right
to repurchase the artwork when the City's art-
work is to be disposed of; the Commission shall
allow the artist a reasonable opportunity to buy it
back at its fair market value, as determined by
appraiseL Alternatively, the Commission may
accept the exchange of the artwork for one (1) or
more other artwork(s) that the Commission is
willing to include in the City's collection and that
has/have an aggregate appraised value equal to
the fair market value of the City's artwork.
D. The Commission may implement, in con-
nection with the deaecessioning of any artwork
in the City's collection, a written commitment
made to the creator or donor of any artwork at
the time such artwork is commissioned, pur-
chased, donated, or otherwise procured for the
City's collection, to share with such creator or
donor portion ofthe proceeds ofthesale ofsuch
artwork upon its deaocessioning and removal
from the City's collection if such sale proceeds,
after the deduction therefrom of all of the
expenses related to such sale, exceed the amount
paid by the City for such artwork by at least Two
Hundred Dollars (S200.00) and the portion of
such proceeds that is provided to the creator or
donor under such committment does not exceed
fifteen percent (15%) of such proceeds.
E. No artwork shall be deemed surplus to the
City's collection of artworks if the City adminis-
trative unit responsible for administration of the
fund used to acquire the same requests its reten-
tion and the City's legislative authority provides
for the continued maintenance of such artwork
(Ord.115337 § 1,1990.)
3S6.070 Application of proceeds of sale of
artwork.
A. The proceeds from the sale of a purchased
artwork, after deducting the expenses of the sale
and any percentage share due to the artist, as
authorized by subsection D of this section, shall
be deposited to the credit of the fund from which
3-62.3 000029 (Scault 1=.90)
30
3.56.070 ADMINISTRATION
the expenditure was originally made to acquire
the artwork.
13. Any work of art that is an asset of a reve-
nue bond or voter -approved general obligation
bond fund may be replaced by exchange for one
(1) or more other works of art or an aggregate
equivalent value, and may not be disposed of as
surplus or deaccessioned property without being
so replaced until after the redemption date for all
bonds of the particular bond issue that served as
the revenue source for the acquisition of such
work of art.
C. The proceeds from the sale of an artwork
that had been donated to the City shall be depos-
ited and expended in accord with the donor's
direction accompanying the gift, and in the
absence of such instructions, to the Municipal
Arts Fund for use in acquiring other artworks.
D_ The Commission is authorized to enter
into contractual agreements committing the City
to provide the creator of an artwork to be
acquired for the City's collection, upon such art-
work's subsequent deaccessioning and offering
for sale, (1) a first right to purchase such artwork,
and (2) up to fifteen percent (15%) of the net
proceeds of such sale if, following the deduction
and payment of all sale -related expenses, such
net proceeds equal or exceed Two Hundred Dol.
lars (5200.00).
(Ord. 115337 § 2, 1990.)
Chapter 3.58
SEATTLE DESIGN COMMISSION
Sections:
358.010
Commission established.
358.020
Capital improvement project
defined.
358-030
Membership.
358.040
Term of office.
358.050
Compensation --Calling in of
caasultants.
358.060
Organization--Quorum—
Support staff.
3.58.070
Purpose of Commission.
358.080
Advisory duties.
358.090
Fees and charges for Design
Commission review.
3.58.010 Commission established.
There is established, as of October 1, 1968, a
Seattle Design Commission tz, act in a consulting
capacity advisory to the City in connection with
environmental and design aspects of City capital
improvement projects. The Seattle Design Com-
mission shall serve functions and carry out duties
as provided in this chapter.
(Ord. 96977 § 1, 1968: Ord. 96897 § 1, 1968.)
358.020 Capital improvement project
defined.
"Capital .improvement project" shall mean
any on. or above -grade structure including
buildings and additions to buildings, bridges, via-
ducts, streets, arterial and highway improves
ments, park developments, landscaping, fencing
gates, lamp standards, signs, street furniture, and
all similar installations including below -grade
structures which are regularly visible to the pub-
lic including tunnels, arcades and underground
passageways, to be erected on land belonging to
the City, financed in whole or in part with City
funds, or subject to the approval of the City.
(Ord. 96897 § 2, 1968.)
3.58.030 Membership.
Subject to the provisions of this chapter, the
Commission shall act in a consulting capacity,
advisory to Mayor, City Council, and appropri-
ate City officials in connection with environ-
mental and design aspects of capital
improvement projects of the City. The Commis-
sion shall consist of eight (8) members appointed
by the Mayor, subject to confirmation of a
majority of the City Council and may be
removed by the Mayor, subject to such confir-
mation. Membership shall include two (2)
tioensed architects, one (1) professional urban
planner, one (1) landscape architect, two (2)
licensed professional engineers, one (I) profes-
sional fine artist, and one (1) lay member The
Mayor shall solicit recommendations for mem-
bership from the American Institute of Archi-
tects. Washington State Council; the American
Institum of Planaers, Pacific Northwest Chapter
the American Society of Landscape Archite=
the Consulting Engineers Council of Wash-
ington; the American Society of Civil Engineers;
the Seattle Arts Commission; and other profes-
sional organizations for the nonlaY members.
The lay member shall be selected because of
particular qualifications in matters related to the
purpose of the Commission.
(Ord. 102107 § 1, 1973: Ord. 96897 § 3, 1968.)
(slut 1a40)
3-62.4
0000.E 31
tM Implementation of its responsibilities hereunder.
MM
Section 4. That Section 6 of Ordinance 102210 is amended to read as follows:
Section S. Municipal Arts Fund. There is established in the City Treasury a
special fund designated 'Municipal Arts Fund' into which shall be Qeposited funds
appropriated as contemplated by Section 3 hereof$ together with such other funds as
the City Council shall appropriate for works of art, and from which expenditures
may be made for specific works of art or for works of art in accordance with the
plan specified in Section 4(a) hereof. Separate accounts shall be established with-
in the Municipal Arts Fund to segregate receipts by source or, when so directed by
the City Council, for specific works of art. Disbursements from such fund shall be
made in connection with projects approved by the Commission on vouchers approved by
the Executive Secretary of the Arts Commission or such other person as may be direc-
ted by ordinance for specific projectso and the City Comptroller shall draw and the
City Treasurer shall pay the necessary warrants and make the necessary transfers.
Section S. That Section 6 of Ordinance.102210 is hereby repealed.
000031
32
r SEATTLE ARTS COMMISSION
SEATTLB ARTS COMMISSION
MULTI - YEAR PLAN
1992 -- 1994
CONTENTS
305 Harrison
Seattle. WA W09
206.694.7171
1. Mission Statement and Background
2. Statement of Philosophy and Goals
3. Summary of Proposed Changes in SAC Programs and Organization
4. Objectives and Strategies 000032
5. Glossary of Principal SAC Programs, 1992-1994
6. Preamble to Seattle Arts Commission Authorizing Ordinance, 1973
33
STATEMENT OF PHILOSOPHY:
The Seattle Arts Commission believes that the arts are an
essential ingredient of a dynamic community. The arts include
art of all disciplines, the people who make it, as well as all of
the people whose lives are touched by it. Enhancing the vitality
of each aspect of the arts is fundamental to the mission of the
city arts agency.
Art is a powerful presence in the lives of the people of Seattle,
connecting us with our heritage, our community and each other.
Art must be accessible to everyone and integrated into our
everyday experience. We must celebrate our community's diverse
cultures and aesthetics. To these ends, the Seattle Arts Com-
mission undertakes artistic initiatives and programs designed to
maximize diverse artistic resources in the community while
integrating accessible arts experiences into peoples' daily
lives. The Commission steadfastly supports intellectual and
artistic freedom and the ability to make artistic statements
without prior constraint.
The Commission believes it will be most effective if its own
programs are interrelated and if the Commission takes advantage
of its position within the structure of city government as an
advocate for the arts in both public and private sectors. The
Commission believes that maximum effectiveness also depends upon
strong working relationships with community groups and other arts
support agencies, public and private, both locally and
nationally.
The Seattle Arts Commission has achieved a national reputation as
a leader in its field. As the Commission enters its third
decade, the invention that marked its early years can be built
upon and expanded by supporting arts projects that increase
Seattle's national and international reputation as a cosmopolitan
city.
GOALS:
I. To further the development of a dynamic arts community
through encouraging artistic innovation, collaboration and
organizational stability.
II. To increase understanding of, participation in and access to
the arts as a community -wide resource.
III. To promote multi -cultural expression and participation in
the arts through support of diverse ethnic cultures and
artistic aesthetics.
IV. To create and advocate for opportunities for Seattle artists
and arts organizations to work and participate successfully
in their communities.
V. To act as an advocate on behalf of the arts in the public
and private sectors.
VI. To foster a creative cultural climate in the community.
000034
35
sumMARY OF PROPOSED CHANGES IN SAC PROGRAMS AND ORGIMIZATION
To effectively accomplish its goals, objectives and strategies
the Seattle Arts Commission divides its areas of activity into
four program areas: Arts Support; Public Art; Public Awareness/
Leadership and Administration.
While separate program divisions (such as Public Art and Arts
Support) exist, projects are undertaken jointly whenever
appropriate and feasible. Wherever possible, overall agency
objectives are met by incorporating the objectives into the work
of each program, rather than by isolating them as independent
efforts. For example, instead of assigning outreach to one
program area, outreach efforts are undertaken on an agency -wide
basis. Following is a summary of the Commission's programs:
Arts Support
The Arts Support Program works to advance the development of arts
organizations, individual artists and community arts projects.
The program is designed to provide a more comprehensive funding
system.
The Commission proposes to continue Season Support for both
Resident Producing Institutions (RPI) and Professional Arts
Organizations (PAO). New funds will be needed to accommodate an
eventual expansion to four percent of the organizations' budgets.
Diverse Works, a new program funded through an NEA grant and
designed to promote artistic innovation, will be fully implemented in early 1992. This will make project support funds
available to both categories and provide an additional funding
opportunity.
In this revised plan, the current Community Arts Program would,
by 1994, operate under a new name, "Neighborhood Arts," and
would be focused on community -based activities. A new Projects
category is proposed for 1994, for professional arts projects
with city-wide impact produced by non -arts organizations, arts
service organizations, or arts groups operating through the
sponsorship of a fiscal agent ("umbrella"). The Traditional Arts
Program is proposed to continue as it is currently designed,
although new funds will be needed to respond to the increasing
demand.
A new technical assistance program area is proposed to include
the existing Advancement Program, the existing NASF Stabilization
Program and a new program (to be implemented after SAC has
fulfilled its commitment to NASF in 1992) focusing on fiscal
stability for Resident Producing Institutions and Professional
Arts Organizations. This latter program is to be developed in
direct response to the Commission's concern for fiscal stability
among mid and large -sized arts organizations.
000035 36
J
A new program, "Arts in the Community," is proposed for 1994 to
include the existing Arts -In -Education program and a new
"Alternative Settings" program. The new"program would support
educational and other arts experiences in community settings.
The Seattle Artists Program, co -managed by the Public Art and
Arts Support Program areas, will continue with the three -tiered
funding structure. Some refinements to the overall program
structure and process are probable in 1992, following the first
year of this new program's implementation.
Public Art
In 1991, a new Public Art Education and Outreach Program was
initiated which included the publication of a 240-page access
guide to Seattle's public art and the creation of an interactive
computer prototype that provides detailed information about
Seattle's public art collection. The Public Art Program proposes
developing an Education and Outreach Plan for 1992-94, which will
include the development of a distribution plan for the collection
guide and interactive computer in Seattle and nationwide,
project -specific education for individual public art projects.
The Public Art Program proposes developing new partnerships with
the public and private sectors to provide artist opportunities
and residency programs. It also proposes expanding its planning
efforts with artists and Seattle neighborhoods to identify issues
and ideas for new projects beginning in 1992,
Public Awareness
The Public Awareness Program serves as a responsive link to the
community and as an initiator in increasing public understanding
of the arts. The SAC's chief information vehicle, Seattle Arts,
expanded editorial coverage in 1990-91 and increased
opportunities for diverse voices through a pilot Guest Editor
Program. Due to budget cuts, Seattle Arts will be reduced to
eight issues in 1992. The Guest Editor Program will be
reconfigured as "Diverse Views" and will be implemented through
NEA grant support. We hope to reinstate the newsletter on a
monthly basis in 1993.
Leadership Initiatives
Leadership initiatives enable the Commission to set an annual
agenda for advocacy on behalf of the arts in the public and
private sectors and to act as a "quick response" group on items
of immediate concern. During 1990-91 the Leadership Committee of
the Commission worked on behalf of retaining Hotel/Motel Tax
funds for the arts, changing zoning ordinances to favor artist
studio dwellings in industrial areas, conducted an inventory of
arts facilities and advocated on behalf of the arts on the local,
000036
37
state and federal levels. Through its leadership initiatives the
Commission is better able to meet the charge stated in the
preamble to its authorizing ordinance.
Administration
The plan proposes that Administration be limited to functions of
the agency that relate to its internal operations, such as
accounting, budget, finance, personnel, planning, etc.
000037
38
WAW
GOALS, OBJECTIVES. AND STRATEGIES
GOAL I: To further the development of a dynamic arts ccm mu:ity
through encouraging artistic innovation, collaboration and
organizational stability.
OBJECTIVES
1. Establish program definition and eligibility criteria
that are responsive to the needs of the arts and to the
priorities of the Commission by January 1, 1992.
STRATEGY
- Review and further modify guidelines and application
review process in Arts Organizations category, as begun
in 1990-91, with 1992 as a transition year.
2. Provide ongoing and predictable season support to
Seattle's largest cultural institutions meeting qualitative
and quantitative review criteria.
STRATEGIES
Resident Producing Institutions
- Continue Resident Producing Institutions category in
1992.
- In 1992, investigate issues relating to Resident
Producing Institutions to better identify and implement
effective funding strategies.
- Beginning in 1994, support these institutions in an
amount equal to approximately 4% of their annual
operating budgets.
3. Provide annual season support to professional arts
organizations that meet qualitative and quantitative review
criteria and that have budgets less than f3000000, beginning
in 1991.
STRATEGIES
Professional Arts Organizations: Season Support
- Continue Professional Arts Organization category with
annual review deadline.
- Refine panel process and application guidelines to
reflect issues of PAO review.
- Achieve an average award of 4% of annual operating
budget, beginning in 1994.
4. Strengthen the management of Seattle's resident producing
institutions meeting National Arts Stabilization Fund
criteria and to assist them in establishing working capital
reserves.
STRATEGIES
Resident Producing Institutions
- Complete SAC financial commitment to Seattle Arts
Fund/NASF Project and participate in operations of Arts
Fund Committee by 1992.
000038
39
- Resident Producing Institutions/Professional Arts
Organizations
- Create a program which addresses issues of fiscal
stability for Seattle's large and mid -size arts
organizations by 1993.
5. Strengthen the management resources available to artists
and arts organizations so they can be more effective in
delivering the arts to the conanu Uty.
STRATEGY
Advancement
- Continue the Advancement Program, designed to advance
the artistic and organizational activity of
Professional Arts Organizations to a new and sustained
level of accomplishment through enhanced management,
organizational and artistic development, 1992-94.
6. Stimulate and support the creation of new aesthetically
diverse works by Seattle artists and also to support the
production, presentation and promotion of these works by
Seattle's professional arts organizations and institutions,
1992-94.
STRATEGY
Diverse works
- In 1992, establish a new support category, Diverse
Works, for awards to arts organizations to commission,
present, produce and promote new works by Seattle
artists.
7. Promote research, creativity and innovative public
projects by individual artists, on a competitive basis and
in all disciplines, through annual award programs.
STRATEGIES
Seattle Artists (a collaboration between Public Art
and Arts Support Programs).
- Up to 50 awards at $1,000 for Research and
Development Projects.
- A total of 10 awards at $7,500 and $20,000 for
Creative Opportunities Projects.
- In 1992, review the first year of implementation of
Seattle Artists to refine program structure and process
and develop a more effective program.
8. Provide, on a semi-annual basis, support for innovative
city-wide arts projects that respond to SAC priorities.
STRATEGY
Projects
- By 1994, establish a Projects category for
innovative, one-time arts projects with a maximum award
of $7,500 undertaken by professional arts groups, arts
service organizations or professional arts groups
operating through the sponsorship of a fiscal agent
000030 40
WAW
GOALS, OBJECTIVES. AND STRATEGIES
GOAL I: To further the development of a dynamic arts community
through encouraging artistic innovation, collaboration and
organizational stability.
OBJECTIVES
1. Establish program definition and eligibility criteria
that are responsive to the needs of the arts and to the
priorities of the Commission by January 1, 1992.
STRATEGY
- Review and further modify guidelines and application
review process in Arts Organizations category, as begun
in 1990-91, with 1992 as a transition year.
2. Provide ongoing and predictable season support to
Seattle's largest cultural institutions meeting qualitative
and quantitative review criteria.
STRATEGIES
Resident Producing Institutions
- Continue Resident Producing Institutions category in
1992.
- In 1992, investigate issues relating to Resident
Producing Institutions to better identify and implement
effective funding strategies.
- Beginning in 1994, support these institutions in an
amount equal to approximately 4% of their annual
operating budgets.
3. Provide annual season support to professional arts
organizations that meet qualitative and quantitative review
criteria and that have budgets less than $300,000, beginning
in 1991.
STRATEGIES
Professional Arts Organizations: Season Support
- Continue Professional Arts Organization category with
annual review deadline.
- Refine panel process and application guidelines to
reflect issues of PAO review.
- Achieve an average award of 4% of annual operating
budget, beginning in 1994.
4. Strengthen the management of Seattle's resident producing
institutions meeting National Arts Stabilization Fund
criteria and to assist them in establishing working capital
reserves.
STRATEGIES
Resident Producing Institutions
- Complete SAC financial commitment to Seattle Arts
Fund/NASF Project and participate in operations of Arts
Fund Committee by 1992.
000033
39
- Resident Producing Institutions/Professional Arts
Organizations
- Create a program which addresses issues of fiscal
stability for Seattle's large and mid -size arts
organizations by 1993.
5. Strengthen the management resources available to artists
and arts organizations so they can be more effective in
delivering the arts to the community.
STRATEGY
Advancement
- Continue the Advancement Program, designed to advance
the artistic and organizational activity of
Professional Arts Organizations to a new and sustained
level of accomplishment through enhanced management,
organizational and artistic development, 1992-94.
6. Stimulate and support the creation of new aesthetically
diverse works by Seattle artists and also to support the
production, presentation and promotion of these works by
Seattle's professional arts organizations and institutions,
1992-94.
STRATEGY
Diverse Works
- In 1992, establish a new support category, Diverse
Works, for awards to arts organizations to commission,
present, produce and promote new works by Seattle
artists.
7. Promote research, creativity and innovative public
projects by individual artists, on a competitive basis and
in all disciplines, through annual award programs.
STRATEGIES
Seattle Artists (a collaboration between Public Art
and Arts Support Programs).
- Up to 50 awards at $1,000 for Research and
Development Projects.
- A total of 10 awards at $7,500 and $20,000 for
Creative Opportunities Projects.
- In 1992, review the first year of implementation of
Seattle Artists to refine program structure and process
and develop a more effective program.
S. Provide, on a semi-annual basis, support for innovative
city-wide arts projects that respond to SAC priorities.
STRATEGY
Projects
- By 1994, establish a Projects category for
innovative, one-time arts projects with a maximum award
of $7,500 undertaken by professional arts groups, arts
service organizations or professional arts groups
operating through the sponsorship of a fiscal agent
000030 40
•
("umbrella").
9. Recognize and disseminate works by Seattle artists
through an annual publication and related activities.
STRATEGY
("Image:" Program deleted by 1992 City Council budget
cuts.)
10. Review existing Public Art programs with an eye toward
strengthening artistic innovation, collaboration, and
international exchange, by 1993.
STRATEGY
- Evaluate and modify existing Public Art programs.
- By January 1993, initiate partnerships with
international organizations to provide opportunities
for Seattle artists to create new works around the
world and to sponsor new works for Seattle by their
counterparts through Seattle's Public Art Program,
GOAL II: To increase awareness of, participation in and access
to the arts as a commmmity-wide resource.
OBJECTIVES
1. Support school, neighborhood and community -initiated
projects that provide innovative opportunities for artists
to work in community and educational settings and to support
projects that promote citizen participation in the arts and
appreciation of Seattle's aesthetic diversity, 1992-94.
STRATEGIES
Through Arts in the Community Programs, expand and
compliment existing educational programs with
innovative opportunities for arts learning:
Neighborhood Arts
- Develop a Neighborhood Arts Category to support
community -initiated projects, by 1994.
Alternative Settings
- Create a new program to include projects in
alternative educational settings, by 1994.
Arts in Education
- Reformat existing Arts in Education Program, within
current budget guidelines, to accept applications from
arts organizations and artist/teacher teams, by 1992.
- Restore program support in existing Arts in Education
Program to previous funding levels, by 1993.
- Create project -specific education programs for
Seattle's public art using "In Public: Seattle 1991"
workshops and community meetings as a model, 1992-94.
2. Enrich Seattle residents' understanding of their
communities, to expand public experience with the arts, and
to encourage artistic innovation and collaboration in all
disciplines through the annual implementation of the
000040 41
161.
Municipal Art Plan by the Public Art Program.
STRATEGIES
- Review and modify Northwest Major Works, Design Team
Projects and Artist -Initiated Programs, 1992-94.
- In 1992 continue to collaborate with Arts Support in
awards to individual artists through the Seattle
Artists Program.
3. To ensure that the SAC is effectively reaching its
publics through its Public Awareness Program.
STRATEGIES
- Publish Seattle Arts newsletter in eight monthly
issues in 1992. In 1993-94 restore to twelve issues
with expanded editorial content and continue to improve
distribution.
- Continue in 1992 to revise format of Diverse views
Section of the newsletter and evaluate its
effectiveness.
- Develop and implement annual public relations and
media plans when Public Awareness function is staffed
in 1992.
- Move SAC offices to increase accessibility and
responsiveness, 1992.
- Establish Arts Information Resource Center in new SAC
offices, 1993.
- Investigate new mechanisms for reaching the public.
- Periodically organize special exhibitions about
Seattle's public art collection in public and private
locations, e.g. Seattle Center Pavilion, Security
Pacific Bank.
- Distribute "A Field Guide to Seattle's Public Art"
and locate interactive computer kiosks throughout
Seattle.
4. Broaden participation by ethnic and culturally diverse
artists in SAC programs, 1992-94,
STRATEGIES
- Schedule SAC committee meetings in diverse
communities.
- work with Office of Neighborhoods to schedule
informational talks about SAC programs in neighborhoods
across the city.
- Invite ethnic and culturally diverse artists to SAC
planning sessions.
- Evaluate current press outreach to assure inclusion
of community publications and other appropriate
vehicles.
- Increase direct mail of prospects using an expanded
mailing list.
- Feature special articles in Seattle Arts on
categories of support, application procedures, etc.
000041
42
- Utilize the "Diverse Views" section of Seattle Arts
to promote aesthetic diversity.
- work with diverse Seattle communities in the
implementation of the Public Art Program's new
education and outreach programs.
5. Review and modify application and review procedures,
1992-94.
STRATEGIES
Continue to review and modify project announcements
to communicr.te more effectively with diverse
applicants.
- Biennially, review and modify as appropriate program
criteria for Arts Support.
- Annually review and modify as appropriate panel
procedures.
- Continue to implement a system of review for panel
composition and rotation.
- Review, refine, and improve the peer panel process.
(Ongoing)
- Diversify peer panel makeup. (Ongoing)
6. Review and modify the Public Art project plannihq process
to include a broader base of ccmmunity participants, 1992-
94.
STRATEGIES
- Review and modify Public Art procedures for
identifying and involving community representatives,
by 1992.
Diversify community representation on Joint Arts
committees, Advisory committees, and selection panels.
- Change format of public meetings to increase breadth
of participation.
- Continue to schedule Public Art Committee meetings in
Spring 1992 to discuss policies and procedures for
project planning.
7. Initiate Public Art technical assistance activities.
(only possible if half-time Education Project Manager is
restored to budget in 1993.)
STRATEGIES
- Produce outreach publications (to be specified on an
annual basis), 1992-93,
- Conduct technical assistance workshops, 1992-94.
8. Initiate a Public Art educational program to increase the
public's understanding of the role of public art in our
communities.
STRATEGIES
- Create educational materials and mechanisms,
1992-93.
- Expand existing public forums for artists
00004� 43
WAV
participating in Public Art Program.
9. Develop new methods for increasing public
understanding of the arts, 1992.
STRATEGIES
- Investigate feasibility and develop methodology(s)
for utilizing new technologies (e.g. video, audio,
computers) to increase public awareness/understanding
of the arts, 1992-94.
- To implement strategies, 1992-94.
GOAL III: To promote multicultural
in the arts through the support of
artistic aesthetics*
OBJECTIVES
expression and participation
diverse ethnic cultures and
1. Undertake special initiatives to integrate diverse
aesthetic and cultural viewpoints and participation in the
formulation and execution of SAC policies, programs, and
procedures.
STRATEGIES
- Continue implementation and annual revision of the
agency Outreach Plan through 1994.
- Review and modify public information systems to
actively disseminate information to the broadest
possible public about SAC programs and opportunities.
(Ongoing)
- "Diverse Views" (See Goal II, Objective 4).
2. Stimulate and support contemporary multicultural artistic
expressions.
STRATEGIES
Stimulate and support contemporary artistic
expressions grounded in and emanating from
multicultural experiences through the following
categories:
- Diverse Works (see Goal I, Objective 6), 1992-94.
- Projects (see Goal I, Objective 8). 1992-94.
- Seattle Artists (see Goal I. Objective 7), 1992-94.
3. Preserve and promote traditional art forms and folk arts
activities through support for exemplary projects.
STRATEGY
Traditional Arts
- Support ethnic and traditional arts in the City of
Seattle through the Traditional Arts project support
category, 1992-94.
GOAL IV: To create and advocate for opportunities for Seattle
artists and arts organizations to work and participate
successfully in their communities.
000043
AA
ftr
OBJECTIVES
1. Increase artists' involvement in City boards,
commissions, task forces and advisory ccmmittees.
STRATEGY
. Continue to target appropriate City boards and
commissions and make recommendations for artists'
participation. Continue through 1993 and increase
artists' participation by 100%.
2. Review and create new public art programs to strengthen
artists' roles in Seattle communities on an ongoing basis.
STRATEGIES
- Review and modify Seattle Artists and Northwest Major
Works programs to encourage artists to develop
community -specific projects. (Ongoing)
- work with the Office of Neighborhoods in diverse
communities to identify issues and programs ideas for
Public Art on an ongoing basis.
- Work with City departments to create
artist -in -residence opportunities in diverse City
facilities, by January 1993.
GOAL V: To act as an advocate for the arts in the public and
private sectors.
OBJECTIVES
1. Identify new and expanded revenue sources for the arts.
STRATEGIES
- Determine the most effective means of investigating
new sources and/or alternative sources of public
funding for the arts, by December 1992.
- Make application to other relevant NEA and WSAC
programs on a regular basis.
2. Expand SAC's role as an advocate for the arts within City
government and integrate the arts in City planning through
SAC participation in city-wide long-range planning, by
January 1993.
STRATEGIES
- Promote involvement of SAC Commissioners, staff, and
artists in the City's master planning process.
CONCLUSION
The goals of the Seattle Arts Commission Multi -Year Plan are
interrelated and equally important. Achievement of each
individual goal is dependent on the plan as a whole.
000044
45
GLOSSARY OF PRINCIPAL SAC PROGRAMS PROPOSED FOR 1992-94
Following is a description of each Seattle Arts Commission
program as it is being proposed through the strategies in this
Multi -Year Plan. This glossary includes project categories that
would make funds available to artists and arts organizations and
it also includes the Commission's new leadership initiatives and
its major planning and administrative efforts.
ARTS SUPPORT PROGRAM
Season Support: Resident Institutions and Professional Arts
Organizations
As proposed, the two Season Support funding categories
respond to the need for predictable season support by
Seattle's largest arts institutions and established arts
organizations. Using a "fixed formula" tied to annual
budgets, these funds would provide support for an entire
season of activity. The Multi -Year Plan for 1992-94
proposes that by 1994 the funds available in this category
would equal 4% of the total operating budgets of the
Resident Institutions and Professional Arts Organizations.
Organizations currently qualifying as Resident Producing
Institutions or as Professional Arts Organizations would be
eligible.
Project Support would provide funding opportunities for
innovative, one-time arts activities by Seattle arts
organizations and individuals and would be divided as follows:
Diverse Works: This proposed category would be
project -driven and is designed to stimulate and support the
development of new and aesthetically diverse works. Its
specific focus would vary according to commission
priorities. Its first priority is encouraging local
professional, arts organizations to commission, present,
produce, and promote new works by Seattle artists. Arts
organizations must apply under their own non-profit status.
Traditional Arts: This is another project -driven program
designed to support ethnic and traditional folk art.
Priority is given to projects presented or produced by
members of the tradition represented, but application will
be accepted for any project as long as it maintains the
integrity of the art form. Organizations may apply under
their own non-profit status or use a fiscal umbrella.
Projects: This is a proposed project -driven category
designed to encourage and support innovative and
aesthetically diverse arts or arts service projects in
Seattle that have a city-wide significance or impact.
Organizations may apply under their own non-profit status or
.1 000045
46
use a fiscal umbrella.
Arts in the Community groups together a number of programs (some
newly proposed, some existing) that focus on arts activities in
Seattle neighborhoods, communities, and classrooms.
Neighborhood Arts: This project -driven category is designed
to encourage and support aesthetically diverse arts events
or activities that have neighborhood- or community -wide
significance. Organizations may apply under their own
non-profit status or use a fiscal umbrella:
Education in the Arts: This project -driven category is
designed to partner artists and teachers in the development
and implementation of ideas that integrate art and artists
into the curriculum and classroom. overall emphasis is on
encouraging aesthetic diversity and maintaining artistic
integrity. Any artist or non-profit arts organization, in
collaboration with a R-12 teacher, may apply.
Alternative Settings: This proposed project -driven category
is designed to encourage and support activities that
integrate the arts into alternative educational settings
such as neighborhood or community centers. The overall
emphasis is on encouraging aesthetic diversity and
maintaining artistic integrity. Projects may be initiated
by artists or by organizations, and organizations may apply
under their own non-profit status or use a fiscal umbrella.
Seattle Artists
As proposed in the 1990-93 Multi -Year Plan, and maintained
in the 1992-94 plan, Seattle Artists is designed to
encourage the development and creation of new and
innovative artworks by individual Seattle artists and is
modeled on the structure and concept of fellowship programs.
Seattle Artists'is a three -tiered program providing support
for Research & Development (i1,000), Creative Opportunity
Projects ($7,500), and Public Projects ($20,000). Artists
in all disciplines are eligible to apply.
PUBLIC ART PROGRAM
Northwest Major Works: Five Northwest artists are
commissioned every two years to create significant artworks
for the City of Seattle. This category will be evaluated
and modified during the period of this Multi -Year Plan.
Design Team Projects: Design Team Projects place artists
and design professionals on collaborative teams to integrate
art into architectural and design planning. Examples are
found in police precinct stations, fire stations, community
centers, and other locations across Seattle. This category
000046 47
"W
will be evaluated and modified during the period of this
Plan.
International Exchange: The Multi -Year Plan proposes that
the current pilot program, "International Purchase," be
expanded. The new International Exchange program would work
to foster the creative exchange of art and artists between
Seattle and other international communities.
Artist -Initiated Projects: This proposed program would
provide support for the development of new concepts and
interdisciplinary works initiated by artists.
Seattle Artists: This proposed program would provide a new
and expanded source of support for Seattle artists and would
be jointly administered by the Public Art and Arts Support
programs. (See description above under Arts Support.)
PUBLIC AWARENWS PROGRAM
The Commission's Multi -Year Plan proposes that the Public
Awareness Program include:
Seattle Arts, expand editorial content and.improve
distribution
Seattle Arts, Diverse Views Program
Arts information Resource Center
Development and implementation of an annual public relations
and media plan
oversight of SAC public accessibility and responsiveness in
its new offices
LEADERSHIP INITIATIVES
The nature of the advocacy function requires immediate
response to critical arts issues as they emerge.
Continuing to build strong relationships with Arts
Commission constituency is a high priority.
The Leadership Committee will periodically invite attendance
from other Arts Commission communities to discuss advocacy
issues.
000047
48
w.
ADMINISTRATION
The 1992-94 Multi -Year Plan proposes that the SAC undertake the
following planning and administrative efforts:
Move SAC offices in 1992.
Continue to modify guidelines; create guidelines for new and
revised programs.
Standardize payment for panelists and establish a site visit
system to review applicants and grantees.
Improve communications, develop public relations and media
plans.
Seek opportunities to involve SAC staff and commissioners
with other City departments.
0.00048 49
pREAMBLE TO CITY OF sEATTLE ORDINANCE 99982
Authorizing the Seattle Arts Commission, 1973
PREAMBLE %P
ORDINANCE 99982 of the City of Seattle creates a Seattle Arts Commission
and outlines its duties in general terms as follows:
SEC 3: To initiate, sponsor or conduct, alone or in cooperation
with other public or private agencies, public programs to further
the development and public awareness of, and interest in the fine
and performing arts; to advise and assist the City in connection
with such other artistic activities as may be referred to it by
the City.
A major responsibility for the Commission is to promote cooperation,
coordination and efficient operating in and between private, non-profit
arts organizations as well as governmental agencies and departments which,
in whole or in part, affect the arts within the city, to meet with civic
and community groups to ascertain citizen viewpoints and to keep the
citizenry advised of programs and activities where the arts are concerned.
In effectively carrying out its assigend duties of furthering the
development of the arts in Seattle, the Commission considers itself
responsible for gathering information on the role of each public and
private agency in the City with links to the arts, thus enabling the
Commission to prepare a yearly budget that is an accurate instrument
forecasting needs of the arts.
The Commission believes that it is responsible for providing an
informational resource for artists, arts organizations and the public,
relating both to present trends in the arts and to possible sources for
supporting arts -related activities.
The Commission believes that it should be an advocate for the arts and
should support both financially and otherwise programs and activities
independently devised and operated, and should do so with a conscious
awareness of the particular needs of the several communities in Seattle.
The Commission accepts grant applications from Seattle arts organizations
and individuals, and will review such applications approving or
disapproving such requests. Through limiter support of this nature, the
Commission intends to help make possible generative activities of the arts.
The Commission sees its role as providing continuing financial and
coordinating support for the performir.:. and visual arts and other
components involved in the Seattle Summer Festival, initiating programs
which utilize other governmental as well as private funding sources, and
influencing arts education in public and private schools in Seattle through
sponsorship of specific programs as well as advocacy of other activities.
Furthermore, the Commission has responsibility for encouraging donations
and grants to the Civic Arts Account of the General Donation and Gift Fund,
and to advise the City regarding the receipt and expenditure of such funds,
and also for advising the City concerning the need for the receipt of or
purchase of works of art to be placed on municipal property, except for
municipal art museums or galleries.
000049
50
STUDY SESSIONs 02.
30 July 1993
TO : Mayor & CouncilMembers
FROM : Ron Perkins (J( �v`
SUBJECT: Proposed "Cultural Commission"
Presently the City of La Quinta is the home of three major
cultural organizations ..... Art Foundation, Community Concert
Association and the Round Table West, the largest book/author
organization in the United States. This gives us a firm
cultural base as a start to further enhance the positive
image of La Quinta.
My proposal is to establish a new Commission to be called
"Community Cultural Commission" or "Cultural Affairs Commission"
or something similar.
Its purpose would be to create and co-ordinate cultural activities
as well as acting as a clearing house for grants, ideas and/or
suggestions and to make recommendations to the City Council
on all types of cultural programs for year round enjoyment by
the community including music, fine arts, drama, dance,literature,
youth activities etc., reflecting on the ethnic diversity of
the community.
It would not interfem with the existing cultural organizations
but would rather work with them at their request as well as
providing new ideas to the City Council. It would function as
a co-ordinating catlyst among the existing organizations.
I would recommend a membership to include one member of the
Arts Foundation, the Concert Association, the Round Table Best,
the Planning Commission and five members at large from the
residents of La Quinta.
I would further recommend that the Commission meet at least every
other month or perhaps monthly until everything is running
smoothly.
We are not alone in establishing such a commission as most cities
have such a commission and we could draw on their expertise in
setting up such a program.
I strongly urge my colleagues to approve such a program in the best
interests of La Quinta and to become a leader in the Coachella
Valley in the area of cultural events and programs.
0005O 51
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Redefined
Art in Public Places Committee
Model
Tentative Name: Public Arts Committee
,# ofMembers: Nine (9)
Membership: Three members of the La Quinta Arts Foundation, one member of
the Community Services Commission, one member from the
Coachella Valley Community Concerts, on member from Round
Table West, and three at large members.
Authoti"clationship
to the City Committee under the City Council
Sources ofFunding: Development fees for public art projects; grant funds and private
donations for all other projects which the Committee desires to
undertake
Goals: To fulfill the duties and tasks set forth in Municipal Code 2.65 and
2.18.080.C.
Suggested Tasks: As defined in 2.65 and 2.18.080.C. of the La Quinta Municipal
Code
000052
53
Attachment 3
City of La Quinta
Community Services Commission
An Immediate and Multi -year
Work Plan
1993-94
Produced by:
Community Services Commission
Parks and Recreation Staff
October, 1993
n 5 54
City of La Quinta
Memorandum
To: The Honorable Mayor and City Council
From: Community Services Commission
Date: November 22, 1993
Subj: The Community Services Commission Work Plan of 1993-94
The first Work Plan of the Community Services Commission represents three months
of development, review, and revision. It is the hope of the Commission and staff that
the Work Plan will serve as a tool for setting priorities and providing direction.
The Commission divided the Assignments according to whether the item was an
existing or potential assignments, and prioritized the Assignments as follows:.
Existing
Assignment Priority Comment
Liaison to the Community A
Advisory to Council A
Improve Communications with Council A
Community Service Grants A
Park Development A
Annual Work Plan B
New Leaf Awards B
Child Care Council/Community Affairs B
Art in Public Places B
Cable Advisory Committee C
La Quinta Beautiful Not prioritized
Potential
Bear Creek Bikepath Maintenance B
Community Health Issues B
Training Opportunities B
BMX Track C
Trails Master Plan C
La Quinta Pageant C
Risk Management Issues C
Community Christmas Celebration C
Network with Other CV Commissions C
Reinclude CSC
in selection process
Pending cultural
affairs issue
Reevaluate utility
Very low priority
Important, role of CSC
uncertain, pending
cultural arts issue
Important as parks
develop
000054
55
Community Services Commission
1993-94 Work Plan
Existing Assignments
Category:
Assignment Item:
Methods) for Fulfillment:
Suggestions for Improvement.
Expansion of Assignment.
Commissioner Availability:
Commitment Required. -
Existing
Liaison to the Community
Commissioners attend the Mayor's Breakfast;
conduct public forums on behalf of the Council
and citizens; talk with residents to ascertain their
opinions; accept assignments to: Arts in Public
Places Committee, Community Affairs Committee
of the CV Child Care Council, and Cable Advisory
Commission; attend Senior Center functions.
Commissioners can do the following to enhance
their role as Liaison to the Community: attend
Chamber Mixers; interact with School District
administration in La Quinta and Indio; develop
public relations (publicize hearings, use
City/Chamber newsletter to relate information on
Commission business, publicize Parks and
Recreation Month and Community Services
Month, use the cable Community Access channel,
send brief newsletter home with students twice a
year, attend local school staff meetings to
determine needs); conduct annual needs
assessments for schools and health; use forums
such as the New Leaf Awards and Main Street
Market Place to interact with the public.
As addressed above. Suggest goal date for
addressing the above items by March 31, 1994.
Review progress at first meeting in April, 1994.
To be determined.
Current assignments require 3-4 hours/month.
New assignments could require additional 3-4
hours/month of one or more Commissioners.
000055
56
Staff Role: Assist with implementing public relations issues
noted above.
Council Role: Provide Commission with specific methods by
which the Commission could fulfill this assignment
Category. Existing
Assignment Item: Advisory Body to the City Council
Method(s) for fulRllment: Attend City Council meetings; relay public opinion
on various topics; accept assignments to
committees, boards, and commissions, and inform
Council of actions taken.
Suggestions for Improvement: Greater involvement in human service,
community issues, and in turn provide Council
with information, suggestions, and
recommendations; Culture and Fine Arts, and
Human Services Committees need to become
more active and involved in City issues and
concerns.
Expansion of Assignment: As noted above.
Commissioner A vailability.- To be determined.
Commitment Required: New assignments for Human Services and Culture
and Fine Arts Committee members will require an
additional 1-3 hours per month. Current
assignments require 10 hours per month of
Commission member's time.
Staff Role:
To be determined.
Council Role. Provide Commission with specific direction as to
how the Commission could better assist the
Council.
000056
57
Category: Existing
AssignmentItem: Improve Communication with the City Council
Goal(s): Improve the CSC performance as advisory body
to Council; understand what the Council desires
from the Commission, and receive specific
direction from the Council.
Completion Date: By the end of the 1993 calendar year
Required City Resources: Time of the City Council to meet with the
Commission.
Req'd. CSCResources: Time; Work Plan; cooperation and openness.
The Commission currently relies on its' minutes
to convey Commission work progress and issues of
importance to the Commission. The Commission
(staff) could provide an update through the Items
of Interest, or through a separate, brief monthly
or quarterly update.
Relationship to function: Foundational to mission of the CSC per the
Ordinance
Committee Authority. N/A
Council Role: Provide the Commission with more opportunities
to meet and/or interact with Council/Commission,
through joint meetings, if necessary.
Category.
Assignment Item:
Existing
Community Services Grants
000057
Methods) for fulfillment:
Establish criteria; develop complete application
packet; release applications and solicit applicants;
conduct forums for applicants; screen applicants;
score applicants; provide Council with
recommendations for funding; follow up process.
Suggestions for Improvement: Attend functions and observe services provided by
grant applicants; interact with grant applicants
throughout the funding cycle.
Expansion of Assignment: N/A
Commissioner Availability: To be determined.
Commitment Required: Current assignment requires 10-12 hours annually
of each Commissioner. New assignments would
require additional 8-20 hours/year of each
Commissioner.
Staff Role: Provide administrative support.
Council Role: Provide the Commission with suggestions or
comments
Category: Existing
Assignment Item: Park Development
Method(s) for Fulfillment: Respond to community input and requests;
development and conducted survey for Master
Plan; conduct public hearings; conducted
selection process for park design firms for Fritz
Bums Community Park and Palm Royale Park;
assisted in the development of the City of La
Quinta Parks and Recreation Master Plan.
Suggestions for Improvement. The Commission believes that this Assignment has
been performed very well. Commissioners could
become better educated and informed regarding
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parks and recreation programs, and facilities
development and construction processes
Expansion of Assignment: Address ramifications of Professional Services
selection process, and its effect on the
Commission's role in park development.
Commissioner A vailability: To be determined.
Commitment Required: Commitment falls under regular meetings, except
for interviewing and scoring RFQ's/RFP's, which
require 5-7 hours per incident.
Staff Role: Administrative support.
Council Role: Reinclude the Commission in the park design and
development process, specifically in the screening
and selection of professional firms. The
Commission feels that it performed well
in selecting park design firms, and in conducting
public forums for park development purposes.
Category: Existing
Assignment Item: Annual Work Plan
Method(s) for fulfillment: Review existing assignments; suggest potential
assignments; seek inputtsuggestions from the City
Council; review programs and projects being
undertaken by other cities and districts.
Suggestions for Improvement: Start revision of Work Plan in May; review
progress mid year for progress; add, subtract,
defer projects based on review.
Expansion ofAssignment:
Commissioner A vailability.
N/A
Performed at regular meetings.
0000515
Commitment Required.- Revision of Work Plan will require at least two (2)
meetings plus outside reading.
Staff Role: Administrative support. Act as facilitator for
development and review of Work Plan.
Council Role: Provide the Commission with specific direction
and assign tasks as issues come before the Council
which fit under the Commission's responsibilities.
Category: Existing
Assignment Item: New Leaf Awards
Methods) for Fulfillment: Chairperson signs Certificates; provide forum for
distribution of Certificates.
Suggestions for Improvement: Attend meetings earlier to interact with parents in
attendance. Have Chairperson involved in the
presentation ceremony. Publicize event more
Award for most improved.
Expansion of Assignment. N/A
Commissioner A vailability.- To be determined.
Commitment Required. • During regular meeting.
Staff Role: Staff performs set up; budget issues; administrative
support.
Council Role: Present awards to students
Category:
Assignment Item.
Existing
La Quinta Beautiful Award
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61
Methods) for fulfillment. Suggests sites for consideration; score and
recommends finalists to Council.
Suggestions for Improvement. Become more active in site selection with each
Commissioner suggesting at least one site per
month; omit monthly selection, and develop a
special event/holiday format (Christmas, 4th of
July, Easter, Halloween, Thanksgiving, special
events).
Expansion of Assignment: No expansion. Contract and change. Agendize to
eliminate monthly event.
Commissioner Availability: To be determined.
Commitment Required. • Two hours per event for site review and
recommendation.
Staff Role. Administrative Services Department support.
Council Role. Determine if this is a viable, valuable program.
If not, discontinue or modify as suggested as
above.
Category: Existing
Assignment Item: Art in Public Places Committee
Method(s) for Fulfillment: Assigned Commissioner attends meetings;
provides the Commission with monthly reports;
provides recommendations for placement of
public art.
Suggestions for Improvement: Attend public art functions and interact with
attendees.
Expansion of Assignment: Bring arts -related issues under consideration by
City to the Commission prior to approval.
000061
62
Commissioner A vailability: To be determined.
Commitment Required- 2-4 hours per month.
Staff Role. Support staff from Planning Department.
Council Role: Determine whether to develop Cultural Affairs
Commission, to expand Culture and Fine Arts, etc.
Category: Existing
Assignment Item: Colony Cablevision Cable Advisory Committee
Method(s) for Fulfillment. Attend meetings; forward minutes to City Council
and Community Services Commission.
Suggestions for Improvement: Need clearer direction from Council as to what
the Council envisions the role of the assigned
Commissioner to be on the Cable Committee.
Perhaps more appropriate that City staff member
attend.
Expansion of Assignment: Citizens call CSC Voice mail with complaints and
suggestions.
Commissioner Availability: To be determined.
Commitment Required. • 8-10 hours annually.
Staff Role: None at this time.
Council Role. Provide Commission direction as to what the
Council wants the Commission to accomplish at
the meetings, and what is the purpose of the
of the City's participation on the committee.
Category:
Existing
000062
63
Assignment Item: CV Child Care Council Community Affairs
Committee
Method(s) for fulfillment: Attend meetings; provide suggestions; report to
CSC.
Suggestions for Improvement: N/A
Expansion of Assignment: N/A
Commissioner A vailahility. To be determined.
Commitment Required. • Two hours per month.
Staff Role. Administrative support.
Council Role: Provide the Commission with direction/comment
Potential Assignments
Category: Potential
Assignment Item: BMX Track in Upper Cove.
Goal(s): To investigate the feasibility of building a BMX
track in the upper Cove area; address the needs of
the youth of La Quinta
Completion Date. FY 1993-94 and beyond
Required City Resources: Staff time; budget development and City
expenditures; grant writing; insurance; legal
advice
Req'd. CSCResources: Time of Commissioners for public hearings and
developing a feasibility study; perseverance.
Relationship to function: Commission believes this issue, having been
brought to the Commission by youth residents of
La Quinta, is a youth diversion, parks, and
000063
64
recreation facility issue, which makes it an
appropriate task under the Ordinance.
Committee Authority: Parks and Recreation
Council Role: Provide Commission with direction/comment
Category: Potential
Assignment Item. Trails Master Plan
Goal(s): To comply with the spirit of the General Plan
Completion Date: FY 1993-94 and beyond
Required City Resources: Staff labor cost and City expenditures of $12-
16,000. $22-25,000 for outside consultant.
Req'd. CSC Resources: Time of Commissioners for public hearings and
developing Master Plan; extra meetings of
Committee.
Relationship to Function: The City's General Plan includes this issue in the
Parks and Recreation Element. The General Plan
calls for a Trails Master Plan to be developed. The
Commission believes that it is the advisory
body under which this assignment should rest,
because of the recreation nature of trails.
Committee Authority. Parks and Recreation
Council Role. Provide the Commission with direction/comment
Category: Potential
Assignment Item: Improved Maintenance and Development of
Bear Creek Channel Bikepath Facility
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65
Goal(s): Improve the maintenance of the pathway and
area around the pathway, and to develop better
signage.
Completion Date. Present the need for better maintenance
immediately with suggestions on how to address
better maintenance; signage may be completed in
FY 1993-94.
Required City Resources: Regular maintenance staff time or City
expenditures for contract maintenance.
Req'd. CSC Resources: Convey ideas, follow-up, communicate with
maintenance staff through City Manager
Relationship to function: Commission believes this issue is an
'appropriate task under the Ordinance.
Committee Authority: Parks and Recreation
Council Role: Provide the Commission with direction/comment
Category: Potential
Assignment Item: La Quinta Pageant
Goal(s): To enhance the cultural environment of the City
of La Quinta.
Completion Date. FY 1993-94 and beyond
Required City Resources: Staff time; budget development and City
expenditures; grant writing; insurance; legal
advice. First time event cost would be $100,000.
Every year after the cost would be closer to $40-
50,000.
Req'd. CSC Resources: Time of Commissioners for research, developing a
feasibility study; fundraising, grant writing.
000061
Relationship to Function: Commission believes this issue fulfills the role it
has been given under the Ordinance with regard
to Culture and Fine Arts.
Committee Authority: Culture and Fine Arts
Council Role: Provide the Commission with direction/comment
Category: Potential
Assignment Item: Community Health -related Issues
Goal(s): Facilitate community health education and service
availability (hot line, referral service, resource list)
Completion Date: Long term; five year effort
Required City Resources: Staff time, printing, publicity, special events
Req'd CSC Resources: Time, participation in the planning and organizing
of events or programs; additional meetings;
conduct health needs survey.
Relationship to Function: Human Services
Committee Authoiity: Human Services
Council Role: Provide the Commission with direction/comment
Category: Potential
Assignment Item: Risk Management Issues
Goal(s): Diminish risk at public parks and recreation
facilities; insure that facilities are safe for users;
ADA compliance.
Completion Date. FY 93-94 for existing facilities; concurrent with
development of new facilities. Establish quarterly
000066 67
or bi annual inspection review of facilities.
Required City Resources: Staff time, City funds for maintenance/repair;
retrofit for ADA if necessary.
Req'd. CSC Resources: Review of risk management standards and ADA
information; time for review of facilities (4-6 hrs
annually)
Relationship to function: Parks and Recreation
Committee Authority: Parks and Recreation
Council Role: Provide the Commission with direction/comment
Category: Potential
Assignment Item: Community Christmas Celebration
Goal(s): Celebration and develop increased
community interaction; foster sense of community
Completion Date: Christmas 94-95; begin work this fiscal year
Required City Resources: Christmas tree and lights; park decorations
Req'd. CSC Resources. Additional meetings; planning, coordinating,
and implementing the event; contacting schools,
organizations, and businesses for support
Relationship to Function: Culture and Fine Arts and community services
Committee Authority: Commission
Council Role: Provide the Commission with direction/comment
Category:
Potential
w067
m
Assignment Item: Network with Other Valley Commissions
Coal(s): Improve performance through awareness; address
regional issues on behalf of Council by presenting
ideas to other Valley Commissions.
Completion Date. Begin networking in calendar year 1994
Required City Resources: Minimal staff time
Req'd. CSC Resources: Time attending other Commission meetings and
attending joint cities meetings; coordinate
sponsored meetings
Relationship to function: Evaluation of methods to improve performance
as an advisory body to the City Council; assist the
Council in regional issues.
Committee Authority: Commission
Council Role. Provide the Commission with direction/comment
Category: Potential
Assignment Item: Training Opportunities
Goal(s): Improve Commission performance and develop
better educated advisory body
Completion Date: Annual attendance of training workshops, schools,
and conferences
Required City Resources: City funding for educational opportunities;
reinstate funding level for conference/training
Req'd. CSC Resources: Time to attend workshops and conferences
Relationship to function: Better informed and educated advisory body
Committee Authority: Commission
Council Role: Reinstate funds for educational opportunities
to FY 92-93 level
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