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HomeMy WebLinkAboutMinutes_ARTAB_04.09.2008Minutes of the Meeting of the Public Art Panel of the Arts and Culture Board City of Georgetown, Texas Wednesday, April 9, 2008 Members Present: Georgene Richaud, Addie Busfield, Jane Paden, Chris Damon, Tom Nichols, Linda Scarbrough, Cheri Thanos Also Present: Ruth Roberts, Chair, Arts and Culture Board The meeting to select a sculpture for the southeast corner of Courthouse was brought to order by Ruth Roberts, Chairman of the Arts and Culture Board. She made a brief statement about the sculpture to be selected: Sculpture must be permanent, not more than 10 feet tall, and must not need water or electricity. Ruth then excused herself. Members introduced themselves and gave a short background of their expertise. A discussion about whether the sculpture should reflect old Georgetown or be a contemporary sculpture took place. Georgene said that there were no restrictions. The sculptures of interest were projected on the screen. Discussions of each sculpture • took place. Georgene called for a vote. Watering the Mules by Bob Coffee was selected. The meeting was adjourned. Jane Paden, Secretary City of G"etown 2050 Comp enslve Plan • 2030 VISION STATEMENT The following Vision Statement is written from a perspective of some twenty years into the future. It expresses what we envision and desire our community to be in the year 2030, and it reflects on all that we have accomplished since we launched the revision of our Comprehensive Plan in 2006. In 2030, Georgetown is a growing city, recognized throughout the region and the nation as a premier community of choice by virtue of its exceptional livability, proud historic heritage; welcoming, engaging people; safe neighborhoods, variety of well -paying jobs, excellent public schools; vibrant arts and cultural offerings: and well planned infrastructure, transportation, and public facilities. We have taken advantage of our strategic location in embracing sound, managed growth, harnessing and guiding it to deliberately shape Georgetown as we choose it to be. In embracing sound growth and encouraging a variety of densities and architectural styles, we have promoted sustainable development patterns that are compatible with our natural resources and historic character. We have encouraged innovation in development practices, raising quality standards for new development, re -investing in downtown and historic neighborhoods, and revitalizing areas in transition. We have achieved greater economic autonomy by attracting quality employment and an array of local retail and commercial services to grow our tax base, safeguard our fiscal health and retain our talented youth. All of our neighborhoods are safe and thriving, and offer quality, affordable housing to households of all ages, lifestyles and economic means. • We have achieved our Vision by exercising leadershiR by mobilizing citizens civic and neighborhood oroanizations, local businesses and institutions to j.,.,& together in partnership with the Cily of Georgetown, its elected and aq inted _ leaders and staff, We have crafted our Vision to articulate community values and aspirations, structured into the following four major themes: • Quality of Life • Sustainable Development • Balanced Transportation / Efficient Mobility • Effective Governance 0 2-10 ,.�..-.rim �,..�,.-�..,.,�.. �.-,....,.�•,.,...�.,..,....,..,..,R....m �, �,,...�.., �. Cft of Georgetown !0 Con�eosive Pin Qu.r�P,'-�y � � �� `Sulfa � �►� 6 � .�e,,��,,.u�� which are framed by safe, attractive streets. • • f�J In downtown Georgetown and our in -town older neighborhoods we have... • Supported home-grown businesses and planned for an optimal mix of businesses, services, retail and entertainment suited to the scale and historic charm of down- town; • Attracted or created an array of civic arts and other cultural activities and events to expand the level of downtown activity; and Promoted downtown and in -town s the level of activity.... an wide array ation of apartments and lofts over retail. Along our major highway corridors we have... • Promoted development compatible with safe, efficient traffic circulation through sound standards for access management, limited installation of curb cuts and parking facility connectivity; • Selectively determined appropriate locations and applied design standards for large commercial developments and other high traffic generating uses; including infill, mixed use and the cre- { to Along major highway corridors, we have promoted development compatible with safe, efficienty traffic circulation... • Set high design standards for all commercial development and signage; and • Encouraged mixed -use, clustered and `village center" development types as alternatives to conventional strip center and stand-alone "pad" sites. 2-15 �oc� �� r� ✓Lc. � ties /1114- • 2D.1 Maintain a proactive program of City initiatives to promote downtown development through: ■ Capital investments to streets, streetscapes, infrastructure and parking ■ Establishment of site -specific downtown redevelopment and reinvestment areas. ■ Use of existing City powers (eminent domain, land assembly, bonding, etc.) to execute designated redevelopment projects. ■ Additional cultural, civic and entertainment initiatives. 2D.2 Actively support private initiatives consistent with the City's policies to promote downtown investment by: ■ Creating density bonuses and other incentives for mixed -use, downtown housing, and the creation of new centers of activity in downtown (employment, specialty retail, entertainment, dining, etc.). ■ Adjusting capital improvement programs to target streets, infrastructure, and parking as necessary to promote and support desired private investment. 2D.3 Ensure that public and private initiatives preserve and enhance historic downtown resources. • Goal 3 Provide a development framework for the fringe that guides sound, sustainable patterns of land use, limits sprawl, protects community character, demonstrates sound stewardship of the environment, and provides for efficient provision of public services and facilities as the City expands. POLICIES/ACTIONS 3A. Initiate a fringe area growth management framework comprising the following elements. 3A.1 Establish a tiered growth framework, as follows: TIER 1 (Short Tenn Growth Area —10 Years): ■ Tier 1A Area within the current City limits, where infrastructure systems are in place, can be economically provided and/or will be proactively extended and where consolidation of the City's development pattern is encouraged over the next ten years. ■ Tier 1B: Area within the present City limits which were recently annexed or subject to development agreements and which are presently underserved by 0 2-23 Master Plan for Arts & Culture • Community Development Georgetown has a number of civic groups and City Boards working separately on matters that are very much related. The groups are currently at various stages of development and have no effective means of interacting with one another. The following list was generated from my personal knowledge and is probably incomplete. The Georgetown Performing Arts Alliance The Symphony Society Georgetown Art Works* The Palace Theatre* Hands on Children's Museum The Georgetown Project The Williamson County Art Guild The Georgetown Heritage Society* The Transportation Museum The City Arts and Culture Board* The Main Street Board* The Convention and Visitors Bureau* The common thread that ties all of these organizations together is a desire for community development. Those in the list above followed by an asterisk are further related in having an interest in increasing the vitality of the downtown while preserving its historic • character. Even though each of these organizations is related by playing a role in community development they operate in an essentially autonomous mode. To understand the common ground shared by these organizations it is appropriate to define the term "community development". Community development, as used in this note, means those programs and facilities within our community that add substantially to the quality of life and make it a more pleasant place to reside. Community development forms the foundation for economic development at the same time it rewards existing residents. For example, the library and our park system (City owned and operated) classify as good examples of community development. In fact, these two facilities are about the only examples where the City rises above the level of providing essential services (it might be argued that the library is an essential service). While there is recognition of the need to provide community development beyond the level of essential services (witness the City Boards) serious commitment, as represented by allocation of financial resources is presently inadequate to realize the goals of the organizations involved in community development. What seems to be required is to raise the priority of community development in the minds of City fathers and the general public. Acting alone, it seems unlikely that individual organizations will be successful in convincing the City and the public that our community needs a deeper commitment to community development than now exists. I propose that a master plan for arts and • culture be developed that takes into consideration the goals of all the organizations that is available to be identified with the plan. Following development of the plan, it would be made available to the public and a series of meetings would be held to work with the City to find a means for implementation. It is my contention that much more can be accomplished by unity of purpose than will ever be possible by working in isolation. It is my contention that an overarching plan that advances the goals of all the participating organizations is the best way to increase awareness of the deep need for community development. To see how united efforts might succeed where individual efforts might fail I describe a not so hypothetical situation. I have chosen to use the Palace Theater because it is a reasonably mature example of an organization that has had considerable success regards improving the quality of life within our City and I know something of its history. Suppose the Palace had as a goal the improvement of production quality and construction of facilities that would allow for a practice stage. Suppose that their income from productions would be adequate to allow for the required improvements except for the fact that their debt load consumes a very large portion of their resources. The latter situation is not hypothetical. They do shoulder a heavy debt load. Here is an organization that has performed courageously over the years to improve the quality of life in our community, in spite of nearly going bankrupt twice. My admiration for their accomplishments and chutzpah is unlimited. In spite of heroic efforts the Palace has received limited financial support from the City. This is true even though I have repeatedly listened to City Councilman express a need for a "plan" that will increase the vitality of our downtown. • There is a tax increment finance district that includes the Palace Theater. These funds are currently earmarked for what I would call deep infrastructure projects and are controlled by a five person City Board. Revisions of the spending plans for TIF funds are easily accomplished. If the Palace Theatre alone requests that some of the TIF funds be used for debt relief or building modifications the City will almost certainly reply; "if we do it for you we must provide the same benefits for the other nonprofits". If requested as one element of a master plan accepted by the organizations and City Boards most concerned with community development the request will carry real weight. It is much more likely to succeed because of the coordinated effort. I would argue that the master plan and those that support it need to become a political force in our community to advance the development of arts and culture. In addition, the master plan will help to support grant applications and fund raising efforts. I think the founders of our country got it right when they said, "united we stand, divided we fall". Larry McCormick Board Member, Georgetown Art Works 0 Georgetown Arts Organizations Georgetown Art Works janeis@mac.com Georgetown Festival of the Arts P.O. Box 846 Georgetown, TX 78627 512-864-9591 admin@gtownfestival.org www.gtownfestival.org Georgetown Heritage Society 811. S. Main St. Georgetown, TX 78626 512-869-8597 www. eorgetownheritagesociety.com Georgetown ISD Fine Arts 2211 N. Austin Avenue Georgetown, TX 78626 • 512-943-5110 aguillonc@georgetownisd.org www.georgetownisd.org Georgetown Palace Theater 810 S. Austin Avenue P.O. Box 1516 Georgetown, TX 78627 512-869-7469 georgetownpalace@verizon. net www.thegeorgetownpalace. org Georgetown Symphony Society P.O. Box 2476 Georgetown, TX 78627 512-864-9591 admin@gtownsym.org www.georgetowntexassymphony. org CJ Performing Arts Alliance of Georgetown • 2211 N. Austin Avenue Georgetown, TX 78626 512-943-5110 aguillonc@georgetownisd.org www.gtpaa.org San Gabriel Chorale 512-863-1366 cainb@southwestern.edu www.sangabrielchorale.com Sarofim School of Fine Arts, Southwestern University 1001 East University Georgetown, TX 78626 512-863-1379 www.southwestern.edu Williamson County Art Guild P.O. Box 1158 Georgetown, TX 78627 512-863-2214 iswcartguild@yahoo.com www.wcartguild.org Williamson County Chorus gbcdave@verizon.net Williamson County Historical Museum 716 S. Austin Ave. Georgetown, TX 78626 512-943-1670 www.wchm-tx.orq 40