round rock visioning presentation

Vi i iVisioninggCommunity Forums 21‐23 February, 2011

Arts + Culture in Public Spaces Strategic Plan + Implementation Guide

WhatART Why

ObservationsProcess – Strategic Plan

ARTCULTURE

Process Strategic PlanPreliminary Findings

VisionE i Th Obj tiEmerging Themes ‐ Objectives

Prioritize with Evaluation CriteriaInput

http://roundrocktexas.gov/cc

Must come from within ‐


Not served on a tray

WHAT IS ART AND CULTURE must come from within


Animated presentation

PURPOSE objectives of study

Comprehensive ten year strategic planComprehensive ten-year strategic plan and implementation guide to define the role of the City in supporting arts and culture in public spacesculture in public spaces. 1. Filling the arts and culture gap

2. Leveraging town center development with

public investment in the arts

3. Making Round Rock a “destination of choice”

Retain and attract competiti e orkforceo Retain and attract competitive workforce

o Differentiate and create new demand

o Provide a communal environment and promote civic pride

o Outline initiatives to encourage social connections that result from diverse

ti ti d d ti l


artistic uses and educational programming

UNDERSTANDING enviable report card

City of Round Rock Seventh best American small city in Seventh-best American small city in

which to live Strong Economic Development

Program

Convenient Access to Transportation

Attractive Residential CommunitiesAttractive Residential Communities

Intact, Pedestrian Friendly Historic Core

Extraordinarily Safe and Secure

Strong Community Spirit

Desirable Proximity to Region

1 700 f P k d T il 1,700 acres of Parks and Trails

Quality School System

High Level of Municipal Services


g p

City of Round Rock Seventh best American small city in

UNDERSTANDING ready for another transformation

Seventh-best American small city in which to live Strong Economic Development

Program

Convenient Access to Transportation

Attractive Residential CommunitiesAttractive Residential Communities

Intact, Pedestrian Friendly Historic Core

Extraordinarily Safe and Secure

Strong Community Spirit

Desirable Proximity to Region

1 700 f P k d T il 1,700 acres of Parks and Trails

Quality School System

High Level of Municipal Services


g p

Arts and Culture

PURPOSE objectives of study

“To make a big splash in the global pond ofTo make a big splash in the global pond of spectacle culture today, you have to have a big rock to drop ”big rock to drop.Hal Foster, Art Critic


Every community’s “rock” is different. Middlesbrough, UKCommunity Gardens + Artisan Cooking

OBSERVATIONS place and people

T f B h b R d R k 1854 B i i Old T th B h C k C ttlTown of Brushy became Round Rock . 1854 Begins in Old Town near the Brushy Creek Cattle Crossing (Thomas Oatts Post Office 1851)

History of :Growth Big Ideas Change Quality of Place Stimulating Experienceg g Q y g p



R d R k M S th t i 1878 Willi C t D d R d Pl t 125Round Rock Moves Southeast in 1878, Williamson County Deed Records Plot – 125 acres

Big Moves



T i St ti Masonic TempleTrain Station

Some Constants

Masonic Temple

Olson House

202‐204 East Main


Sam Bass Theatre 118 East Main


1959 F t ti t M N il R d i R d R k1959, Freeway construction at McNeil Road in Round Rock

Uninhibited “Progress”



When a Round Rock gas station began closing early each afternoon during the oilg g g y gcrisis of 1973Community – 1973 Afternoon Dominoes



1996 D ll M H d t t R d R k th hi h t h i l t1996 Dell Moves Headquarters to Round Rock – other high tech companies relocate

Pivotal Decisions Take Form



Ch i h t l d d it f f b d it t d itChanges in character, scale, and density – f from bedroom community to edge city

Evolution



Nelson‐Carter House and Brushy Creek Crossing Preservation of Historic Assets + Open Spaces



RRISD PACRRISD PAC

Today – Range of Environments



St C it G t B d A ti itStrong Community, Grassroots Based Activity

Active Arts and Culture



Exceptional Community Rooted in Tradition and Propelled by Growth + Innovation

Why a study if Round Rock can accomplish anything?Strategic Planning Process

Analyzing Data and Projecting Needs Comes Before Accommodating Change


PROCESS strategic plan - key tasks


PROCESS strategic planning steps

(objectives)


PROCESS outreach, listen, and understand

55 STARTUP BACKGROUND MEETINGS

6565 STAKEHOLDER INTERVIEWS

54 REGISTERED COFFEE ATTENDEES54 REGISTERED COFFEE ATTENDEES

18 UNREGISTERED COFFEE ATTENDEES 3,18230 SITE VISITS + TOURS

3, 8+7 H3 + Webb Visits

3 STEERING COMMITTEE MEETINGS


3,000 BLOG HITS, TWEETING, + FACEBOOK

PROCESS research BEST PRATICES


PROCESS research PLACE


PROCESS research PEOPLE


PROCESS research DATA


PROCESS assessed DATA

Research and AnalysisResearch and Analysis Key trends in the arts and cultural industry Characteristics of Arts Participants and Trends in Participation Round Rock Audience and Market AnalysisMARKET CONCLUSIONS Cultural Inventory

o Visual Arts and Other Cultural Spaceso Performing Arts Spaceo Performing Arts Spaceo Educational and Participatory Program Spaceo Other Attractions and Events

INVENTORY CONCLUSIONS R d R k C lt l C it Round Rock Cultural Community CRITICAL NEEDS Benefits and Impacts

o Cultural Tourism – stay longer and spend more y g po Sense of Place and Quality of Life – people like to live and work in creative placeso Quality of Workforce and Corporate Recruitment o Teaching Innovation and Creativity o Community Development


o Community Developmento Artistic Activity is Decentralizing Towards Communities Like Round Rock

PRELIMINARY FINDINGS report – February 11, 2011

Small Pockets of ActivitySmall Pockets of Activity Large Events Programming Customized Experiences

Large Venues=

Key audience segments include: Families

h i ll ifi

Flexibility

Ethnically‐specific populations (Lat. / A‐A) Couples without children young and old Eds and meds VFRs and Visitors who could stay longery g

Gaps: Science, technology and mediaAd l i i Adult participatory programs Professional children’s programming (regional) Jazz (regional)


( g ) Gathering places and spaces

Cultural Community Needs:Market Conclusions: Inventory Conclusions:


“Space” – Space to create

and hibit/ f

Is Round Rock of the size and characteristics that suggest latent demand for

City is a key provider via Parks & Rec & Library exhibit/perform

– Opportunities to come out of schools, churches

suggest latent demand for cultural programming?

– There is an audience (education income

y Irregular live

performance except for StarCo and Junior’s schools, churches

and homes

Visibility, identity and support

(education, income, race) with more diversity than most realize

Grill and Icehouse Community, grassroots

activity pp One centralized

resource Funding resources

– Many are currently going to Austin or GeorgetownWhat if we better

y Lots of commercial

providers (program) Artists not represented Funding resources

and fundraising skills

Advocacy

– What if we better serve and cultivate what’s already here

– There is potential for

Artists not represented here

Events are key


AdvocacyThere is potential for demand to increase given coming changes


4.0

Facility Rating vs. Capacity

20-mile Radius Long Center

3.5

Round Rock

RRISD PAC

shows gaps in quality

qual

2 5

3.0

q yand

capacity of local spaces

capacity

lity

2.0

2.5 0 500 1,000 1,500 2,000 2,500 3,000

# of Types of programs in each facility:

p y

1.5

Greatest

Fewest


1.0

4.0

Facility Rating vs. Capacity

20-mile Radius

3.5

Round Rock

RRISD PAC

shows gaps in quality

qual

2 5

3.0

q yand

capacity of local spaces

capacity

lity

2.0

2.5 0 500 1,000 1,500 2,000 2,500 3,000

# of Types of programs in each facility:

p y

1.5

Greatest

Fewest


1.0

PRELIMINARY should we begin implementation to meet all of these needs?

YES iti l t Audience ProfilesYES, a critical part a b c d e

Audience Profiles

Unique Use Patterns + Needs

Overall Themes or Objectives

Prioritized by Established CriteriaAnd Refined

Strategies to Implement: Public Policy, Organizational Infrastructure, Programs, Events, and FacilitiesIn the experience economy, services are linked

h f bl l hNeeds to Do More

Create Community Make Each Resident or Visitor Feel

together to form memorable events or places that personally engage….. Like the “I” products:1. Use Value2. Sign or Identity Value


as Though They Belong g y

3. Experiential Value

PRELIMINARY can we get from “community choirs” to acclaimed organizations?

YES hYES, such asThere are ensembles which started with a local reach and have grown to hold a more ti l/i t ti l t ti E h t knational/international reputation. Each took a

unique path through performance, commissions, touring, and adventurous programming: Conspirare, Austinp Young People's Chorus of New York City Dessoff Choirs Vocal Essence, Minneapolis

o Founded in1969 as an arts outreach programo Founded in1969 as an arts outreach program of Plymouth Congregational Church

o VocalEssence has commissioned or premiered more than 130 works to date

o VocalEssence wins 2011Joyce Award - $50 000o VocalEssence wins 2011Joyce Award - $50,000

Source: Distinguished Concerts International‐presenter/producertalent incubator and presenter of broadly accessible


‐talent incubator and presenter of broadly accessible, world‐class musical entertainment

PRELIMINARY should we begin building a medium or large venue immediately?

NOT t b t lNOT yet but plan +100K pop municipalities need a strong

program partner for 200 booked nights / year to finance & operateyear to finance & operate

Potential 70M facility ‐ 125K SF at $500‐600/SF hard + soft costs (35M – smaller)

A institutional partner helps to amortize 2 River Theater, Red Bank, NJ

costs, i.e. RiverCenter, San Marcos etc. Larger places like Amarillo or Salt Lake

City have at least twenty separate entities providing programmingentities providing programming

Opportunity for public‐private partnership at Higher Ed CenterN t id l t i b t Nearer term provide low‐cost incubator to advance organizations, while a +/‐5 year funding plan is developed

Science museum / PAC might be a


/ gbetter opportunity for corporate giving Whitaker Center for Science and the Arts (IMAX, Science,

Stage)

PRELIMINARY partnerships are key – multiple project champions

Imaginon, The Joe and Joan Martin Center, Charlotte, North Carolina

Collaboration between unlikely partners at the time…..

Charlotte-Mecklenburg Public Library and Children’s Theatre (114,000sf $25m 2004)


VISION overarching common elements

ART AND CULTURE IN ROUND ROCKART AND CULTURE IN ROUND ROCK SHOULD BE CULTIVATED IN A WAY THAT STRENGTHENS COMMUNITY

AND CREATES GREATER ATTACHMENTAND CREATES GREATER ATTACHMENT TO PLACE.


TO PLACE.

1 E t bli hi R d R k l h ti t d arts

6 EMERGING THEMES objectives that lead to opportunities

1. Establishing Round Rock as a place where artists and arts organizations thrive.

2 S ti th d l t f R d R k l f2. Supporting the development of Round Rock as a place for 'making and doing' art.

3 f il d i i3. Positioning Round Rock as a family destination for the arts AND sports.

4 Celebrating the history and heritage of Round Rock4. Celebrating the history and heritage of Round Rock to create cultural experiences.

5 Bringing higher ed and health science and5. Bringing higher ed and health science and creative industries together to innovate.


6. Place making with arts and culture.


Establishing Round Rock as a place where artists and arts

Opportunities Centralized marketing portal

Establishing Round Rock as a place where artists and arts organizations thrive.

Centralized marketing portal Advocacy Events Professionalize Arts Council and organizations Organize advocacy activities that build awareness Communicate value and elicit support from volunteers, donors, andfrom volunteers, donors, and community leaders Fulltime City director of cultural affairs Develop an arts + culture incubator

Y id ? ArtSpace Main Street – Round Rock Arts Council Your ideas? ArtSpace Main Street Round Rock Arts Council



Establishing Round Rock as a place where artists and arts organizations thrive.

Why Levels of educational attainment vs. existing supply suggest latent demand for cultural

g p g

supply suggest latent demand for cultural programming. Existing arts organizations limited by lack of services, funding and other resources. Encourages the development of new activity, responding to a community desire to attract and serve the creative class. A continuing evolution toward a full‐serviceA continuing evolution toward a full service community.

7 64 18 872.47 4.26


7.64 18.87

1 EMERGING THEMES place for arts and culture to thrive

ArtPrize, Grand Rapids, MI (other locations)


Multi-purpose arts incubator, Detroit

1 EMERGING THEMES place for arts and culture to thrive

Arlington, VA Arts Center – Incubator

Signature Theater, 1st Incubator SuccessSignature Theater, 1st Incubator Success

Started in 1990 at cost of $80,000 Adaptive re use in County owned Adaptive re-use in County-owned

buildings, privately owned facilities Low cost space Grants, in form of funding, space, or


Signature Theater New Venue administrative and production services

3 EMERGING THEMES family destination for arts AND sports

Shared Use of Existing Facilities to High Tech Applications


Supporting the development of Round Rock as a place for

2 EMERGING THEMES focus areas

Supporting the development of Round Rock as a place for 'making and doing' art.Opportunities Hands—on programsHands on programs Non‐traditional and technology based art forms Combine science, technology, and art

il d d i k i h Film and TV production – work with Art Institute High‐tech and media rich cultural programmingp g g Gaming and digital media Your ideas?


Supporting the development of Round Rock as a place for 'making and doing' art.


pp g p p g g

Why Trends in cultural participation for 'hands‐on' and interactive participationand interactive participation 38 local facilities provide hands‐on cultural programming. 15 of those provide adult programs (on a limited basis) while 35 of 38 provide youth programs. 8% of American adults performed or created at least one type of music, theater or dance. (1st, ages 18 to 24 followed by baby‐dance. (1 , ages 18 to 24 followed by babyboomer/empty‐nesters ages 45 to 64) 33% of adults take music lessons at some point & 18% visual arts classes C l t A ti ’ t ti l Complements Austin’s reputation as a place to see live & visual arts. Supports community connectedness –"social capital."


p

2 EMERGING THEMES ‘making and doing’ art

Maker Faire

MAKE, create, learn, invent, CRAFT, recycle, think, play, celebrate, and be inspired by the arts



Planned E. Main St. – Three Doors Gallery and Main Street Sweets

InstructionalInstructional Studio, Kids Gallery Wall, Exhibit S dSpace, and Retail


Positioning Round Rock as a family destination for the sports +


Positioning Round Rock as a family destination for the sports + arts.Opportunities Arts in the parks eventsArts in the parks events “Age friendly” programs and events “Science Circus” Kid art Creative center for science and technology Science museum and theater Your ideas?Your ideas?


Positioning Round Rock as a family destination for the arts AND sports.


g y p

Why Builds on existing family sports reputation & large regional visitation of 10 million& large regional visitation of 10 million and growing.Thirty percent of adults say that a specific arts, cultural or heritage event or activity influenced their choice of destination. Cultural tourists spend more ($623 vs $457) & travel longer (5.2 nights vs 3.4 nights) than average visitors.average visitors. Texas is the second most‐visited state by cultural tourists. (Californian #1) Responds to demographics which indicate

30% f l ti d 18over 30% of population are under 18.



Arts in the Parks Family Entertainment Series (Fairfax, VA)


Visual Art in the Park


Exceptional Landscape Melding Disparate Uses: Sports + Arts


Celebrating the history and heritage of Round Rock to create


Celebrating the history and heritage of Round Rock to create cultural experiences.Opportunities Opportunity to explore the relationshipOpportunity to explore the relationship between nature, heritage, recreation, and the arts Include recent and past – from cattle drive to silicon chip Recognize rich diversity Enhance surroundings of existing assets Your ideas? Chisholm Trail and Brushy CreekYour ideas? Chisholm Trail and Brushy Creek


Nelson‐Carter House

Celebrating the history and heritage of Round Rock to create cultural experiences.


g y g p

Why Rooted ‐ 76% of community survey respondents having lived in Round Rock 56respondents having lived in Round Rock longer than 5 years. Builds on unique identity and offer an authentic “brand”.

Historic Sites 56m

Augments existing cultural assets such as Settlers Park and sculptures at ChisolmTrail. Attracts and serves the largest diversity ofAttracts and serves the largest diversity of populations. Historic sites and heritage destinations represent the most significant form of lt l ti i ticultural participation. (56M Americans

visited historic sites over the last 12 months.)


4 EMERGING THEMES history and heritage

Riverfront Heritage Trail (Kansas City, MO)


3 EMERGING THEMES family destination for arts AND sports Old Settlers Association

Heritage Trail on Brushy Creek: Past, Present, and Future (Parks and Rec. Plan)


Bringing higher ed and health science and creative industries


Bringing higher ed and health science and creative industries together to innovate.Opportunities Art therapyArt therapy STEM to STEAMScience, Technology, Engineering, MathIntegral with Art

bli i hi d h d Public‐private partnerships and shared facilities Northwest’s high growth potential Availability of large land parcels y g p Your ideas?


Bringing higher ed and health science and creative industries together to innovate.


g g g g

Why Builds on tech‐reputation and current developments to positioncurrent developments to position Round Rock as a place for innovation. Attracts a unique population (edsand meds) that represent important components of the creative class. Responds to Round Rocks entrepreneurial spirit.entrepreneurial spirit. In line with national trends that suggests that more value is being placed on right brain creativethi kithinking.


5 EMERGING THEMES higher ed + health + creative industries

Art Therapy Studio, partnership b/t non‐profit and MetroHealth Medical Center (Cleveland, OH)



The Future: Economy, Population, Public-Private Partnerships


Place making with arts and culture


Place making with arts and culture.

Opportunities Informal arts presenting / producingInformal arts presenting / producing Public art Art “everywhere” approach encouraging integration intoeveryday life Coalesce, expand, and connect the network of activities Transform with buildings,Transform with buildings, infrastructure, or open spacesMultiple activities or clustered hubs linked together to form memorable

t levents or places Arts Incubator – new or reuse Your ideas?


Place making with arts and culture.


g

Why Responds to community desire for informal gathering placesinformal gathering places. Provides a vehicle to accommodate existing and new cultural assets and activity. Accommodates three leading drivers (social offerings, openness and beauty) for community attachment, which maybeattachment, which maybe be a leading indicator for economic growth. source: Gallup Study, Nov. 15 2010


6 EMERGING THEMES place making with arts and culture

Columbus, Ohio Arts and Education District



Downtown Near term Proof of Concept Opportunities

Mays and East Main Becomes a Gateway – “Arts Station”

Downtown Near-term Proof of Concept Opportunities


Place Making with Dispersed Arts and Culture


Place Making with Dispersed Arts and Culturey

Poin

ts

Venu

es

Nod

es

ectio

ns

etw

orks

Act

ivity

V

Clu

ster

s -

ntia

l Con

ne

oten

tial N

e

Pote

ntia

l

Pote

n Po


Place Making with Dispersed Arts and Culturey

Poin

ts

Venu

es

ectio

ns

etw

orks

Nod

es

Act

ivity

V

ntia

l Con

ne

oten

tial N

e

Clu

ster

s -

Pote

n Po

Pote

ntia

l


PRIORITIZE CRITERIA

S h i d l f i ifi ll_____ Support the economic development of our community, specifically to drive further development in the downtown or planned growth areas.

_____ Support local artists and arts organizations in their ability to create,

?perform and exhibit art.

_____ Create new opportunities for citizens of Round Rock to personally develop and actively express themselves through the arts.

?_____ Build Round Rock’s regional reputation and recognition within the greater Austin area.

_____ Further establish Round Rock as a destination, drawing tourists and visitors to spend time and money here.

_____ Help make Round Rock a full service community, contributing to a high quality of life for local residents.

_____ Inspire residents to feel more emotionally connected to Round Rock by encouraging social interaction & providing a sense of place.

_____ Inspire innovation & unique collaboration across community sectors.


_____ p q y

NEXT STEPS strategies to achieve select themes

Explore Opportunities for Each Theme

Prioritize Evaluation CriteriaPrioritize Evaluation Criteria

Align Themes Based on Priorities

Refine Opportunities

Develop Strategies to ImplementDevelop Strategies to Implement

Critical Paths – Roadmap

o Cost

o Funding Strategies


NEXT STEPS your input

Thank youFor more information or to provide input:For more information or to provide input:

Read The Arts and Culture Strategic Plan Blog:http //ro ndrockte as go /cchttp://roundrocktexas.gov/cc

Email us at:[email protected]

Follow us on Twitter:Follow us on Twitter:@ArtRocksRR


round rock visioning presentation

Education

implementation guide

artsmaking round rock

diverse artistic uses

destination of choice

social connections

educational programming

communal environment

civic pride