Agenda - Parks and Recreation Commission - 01/09/2025

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Summary of Population Groups The structure of the plans reviewed was very similar, typically including the same components and little outside of those components. It does not appear that population size has an impact on the sophistication of the plan. However, one plan diverged from the others.The plan of Austin,TX focused very specifically on site identification. This plan is not for Austin in its entirety, but rather for just the downtown area. Drilling down even further, it segmented the downtown area into neighborhoods, or districts, and then looked at specific geographic locations within those districts.The plan also identified four types of sites for public art; natural environment systems, built environment systems, connectivity systems, and cultural systems (City of Austin, 2004). While all ten plans mentioned site identification, Austin focused almost exclusively on this topic, and was thus less comparable to the other plans. There were other specific anomalies amongst the plans. Hickory, North Carolina specified that no public funds would be used for public art, but rather an effort would be made to raise private funds. Along the same lines, Louisville proposed the creation of a private, nonprofit organization, in addition to its publicly funded program, which would seek to raise private funds. Most plans mentioned the idea of leveraging public money with private money, but these plans provided a specific strategy for doing so. Motivations for Public Art Master Planning Cities undertake public art master planning for a variety of reasons.These are usually expressed in the goals of the plan, but reasons for strategic planning at the municipal government in general can also be found in literature. Broadly, strategic planning can be defined "a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is,what it does, and why it does it" (Bryson, 1995). Planning for public art can serve to allocate resources for public art, or simply provide a plan should resources or opportunities become available. Based on a survey of cities which have undertaken strategic planning efforts, Poister and Streib (2005) conclude that "municipal managers tend to see numerous beneficial impacts of their strategic planning efforts, with very few of them citing 15