STRATEGIC LONG-RANGE PLAN February 2020 - Amazon S3
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STRATEGIC
LONG-RANGE
PLAN
February 2020
Prepared by
CONTENTS
TEAM
Acknowledgments 3
Letter from Mayor 4
VISION
Letter from Redevelopment Commission 5
NoCo is a vibrant hub for
OVERVIEW
Introduction 6 community-engaged activities,
Why a Plan? 6 cultural production and family-
magnetic entertainment.
National Context for Arts and Cultural Districts 7
A Vision for NoCo 8 As a colorful, welcoming
gathering place, NoCo inspires
Values 8
emerging and established
creatives, generates economic
ANALYSIS
Environmental Scan 9 vitality and helps extend the
Strengths 9 arts throughout the City.
Opportunities 10
Challenges 11
Maps & Idea Board 12–16
GOALS
Developmental Goals & Action Steps 17
Goal 1 — JPAC’s Role 18
Goal 2 — Funding 21
Goal 3 — Partnerships 22
Goal 4 — Programming 23 Prepared for the City of Jeffersonville, Indiana
by Forecast Public Art
Goal 5 — Business Investment 25 Jack Becker, Lead Principal Consultant
forecastpublicart.org
Goal 6 — Marketing & Communications 27
Conclusion 29
Appendix — Contents, Resources & Links 31
2 NoCo Arts & Cultural District | Strategic Long-Range Plan
ACKNOWLEDGMENTS
TEAM
Thanks to the following for their participation in the planning process.
Mayor – Mike Moore SoIN Tourism Jeffersonville Arts Alliance
Jim Epperson – Tourism Director Abigail Richmer
2019 Public Art Commission Luanne Mattson Katerina Guljas Beverly Belle-Isle
Ed Zastawny Susan Harrison Todd Read Clint Bryant Melanie Glover
John McCarthy Deb Henderson Russel Goodwin Nicole Kraemer Daniel Boone
Denise Freville Paul Northam Heather Rapp
Leslie Lewis Rosy Callahan Art Education Advocates
Kofi Darku Dawn Spyker Cathy Gruninger Carnegie Center for Art & History
Liz Taylor Eileen Yanoviak
2019 Redevelopment Commission Chris Davey Al Gorman
Rob Waiz – Redevelopment DIrector Dan Pfalzgraf
Scott Hawkins NoCo Entities
Monty Snelling John Riley – Maker 13 News and Tribune
DeLynn Rutherford Curt Peters – Vintage Fire Museum Jason Thomas
Theresa Treadway Pam Peters – Vintage Fire Museum
Jeanne Burke – Clark County Museum Developers
2019 Jeffersonville City Council Tom Densford – Heuser Hardware Brandon Denton
Nathan Samuel Andrew Preston – Preston Arts Center Alan Muncy
Ron Ellis
Lisa Gill Greater Clark County (GCC) Schools Jeffersonville Township Public Library
Matt Owen Mark Laughner – GCC Superintendent Libby Pollard – Director
Joe Paris Kim Hartlage Beth Gordon Cara Burton
Dustin White Karen Wesley Kirsten Larson Harriet Goldberg
Susan Stewart & Springhill Elementary Lori Morgan
Jeffersonville Planning & Zoning Department Mickey Magnuson students
Chad Reischl Downtown Merchants
Cheri Corley Adam Miller
Jay Ellis – Jeffersonville Main Street
Jeffersonville Engineering Department Community Development Jill & Warren Schimpff
Andy Crouch Crystal Gunther – Community Foundation Andrew Just
Doug Hayden Wendy Chesser – One Southern Indiana
Meg Rush – Marketing Consultant
Christen Boone – Fund for the Arts
Artists Bill Reedy – Indiana-American Water Co.
Michael Wimmer Greg Rush Jeffersonville City Pride Jerry Acy – River Ridge
Wilfred Sieg III Lacy Leonard Peggy Duffy Ned Pfau – Business leader
Joe Autry Aryeah Kolubah Vicki Conlin Roger Fisher – The Carriage House
Tammy Burke Alana Davey Josh Miller - IDEAS xLab
Fernando Moya Cooper Crouch Jeffersonville Parks Department Sarah Lindgren - Louisville Public Art
Jennie DiBeneditto Bill Burns – Parks Board Kent Lanum - Ogle Foundation
Sara Simpson Scott Martin - River Heritage Conservancy
3 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public Art
LETTER from MAYOR
TEAM
Dear Community,
As the Mayor of Jeffersonville, Indiana, it gives me great pleasure to present to you
the NoCo Arts and Cultural District Long-Range Strategic Plan. Jeffersonville as a
whole, and the downtown area specifically, has undergone a dramatic revitalization
in the last eight years, and the NoCo District has been an enormous and important
part of that renewed energy and spirit.
The area that is now NoCo has come a long way since the days of car lots and auto
body shops. It currently has an Arts Center with resident artists, a large variety of
programming, two museums, a Maker’s space, an art supply store, and much more.
But it has a long way to go. This Long-Range Plan provides the City of Jeffersonville
a blueprint for taking NoCo to the next level — truly making it a regional hub for art,
creativity, music, and fun!
Also, I’d like to thank the Jeffersonville Public Art Commission in championing
this endeavor, Jack Becker with Forecast Public Art for his time and dedication
in completing the plan, and the many residents, business owners, community
leaders, artists, and regional partners that provided constructive comments and
immeasurable input for this document. The guidance from all of these organizations
and people made this document what it is — an authoritative guide for moving
NoCo, Public Art, and regional culturalism forward in exciting fashion in the City
of Jeffersonville.
I hope that you enjoy reading through our plan, but just as important, I hope that
you get INVOLVED in what NoCo has to offer — in its current programming, events,
and activities. Also, I hope that you come alongside NoCo and help us in making this
a destination that is vibrant, engaging, spontaneous, and quirky. Let’s Grow NoCo!
Yours,
Mike Moore
Mayor
City of Jeffersonville
Aerial view of NoCo—in the foreground, with the Water Tank mural in progress—with the
city of Louisville in the background, across the Ohio River.
4 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public Art
LETTER from REDEVELOPMENT COMMISSION
TEAM
Dear Friends,
As Director of Economic Redevelopment for the City of Jeffersonville, I am very
pleased to endorse Jeffersonville’s Strategic Long-Term Plan for NoCo Arts and
Cultural District. This plan will provide a road map for the City of Jeffersonville and
our Arts and Cultural District to follow over the next ten years, as we work to grow
our arts and culture offerings in the City.
Arts and culture have always been important to the City of Jeffersonville but it
seems now it is even more so with quality of life being an integral part of growth
and improvements in the City. In the last seven years, the City has taken arts and
culture to another level. Redevelopment realized the need for an Arts and Cultural
area and took the opportunity to provide a location to make it happen.
This plan arose from the input and efforts of many in the community through
interviews, focus groups, surveys and community meetings. A team worked to
gather ideas and visions of the City’s residents and officials. The result is a plan
that gives direction to the City in setting policy and allotting resources needed to
advance municipal arts and culture. The plan also recognizes the need to create a
welcoming environment to all who live here and visit. Aerial view of the emerging NoCo Arts and Cultural District, looking north, with Court
Avenue in the foreground.
While there is still much work to be done and improvements to be made to the
NoCo District and community-based public art in general, we feel the strides made
in the last few years have helped shape our city into something even more special,
something that builds on our rich history and culture.
We encourage you to read the plan, get inspired, and get involved.
Rob Waiz
Director of Redevelopment
City of Jeffersonville
Schematic design for the Depot, with shade structures, tower, bar with balcony and
“cubes” for pop-up retail and activities. See additional schematic design on page 47.
5 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public Art
INTRODUCTION
OVERVIEW
NoCo is an arts and cultural district that was a maker space, an art supply store and more. and revealing possibilities, analyzing input, and
essentially built from scratch. Initiated in 2013 While great strides have been made—and a unique, generating a vision statement, along with goals,
by Jeffersonville’s Redevelopment Commission, vibrant place is taking shape—there’s more to priorities and strategies. Finally, the process
with subsequent involvement by the City’s Public come, and more work to be done. NoCo is still involved determining roles and responsibilities for
Art Commission (JPAC) and its staff, the district developing and will continue to evolve and change groups responsible for actualizing the plan, with
encompasses a 22-acre site north of Court every year. In an effort to guide this evolution, in short-, mid- and long-range recommendations.
Avenue, hence the name “NoCo.” It has sprouted 2019, the City of Jeffersonville hired consultant
numerous public art projects and community Jack Becker, of Forecast Public Art, a nationally The consultant was impressed with the amazing
engagement activities, hosted a wide variety recognized nonprofit consulting firm, to develop a amount of work that’s been done to establish
of cultural programs and inspired a number of strategic plan for NoCo’s long-term development—a NoCo, awed by the Big 4 Bridge, and inspired by
collaborative efforts involving civic groups, city roadmap to help guide the many public and private the incredible investments that have been made
departments and community volunteers. Aided by stakeholders who invest time, money and good will to date by hundreds of individuals and dozens
the success of the Big 4 Walking Bridge, robust to ensure NoCo’s long-term success. of organizations. Beyond their work on NoCo,
riverfront programming drawing cultural tourists JPAC has achieved a long list of stellar citywide
and visitors, and Redevelopment’s commitment Objectives for the plan included engaging achievements over the past few years. By several
to revitalizing downtown—north of Court Avenue— community stakeholders and gaining familiarity measures, NoCo is already a success, and some
NoCo is poised to address multiple community with the site and NoCo’s history, and listening might wonder why a plan is even necessary.
needs simultaneously. to the voices of hundreds of people—their
aspirations, concerns, ideas and interest in getting
Public Art Ideas
NoCo IDEAS
Today, NoCo features an art center with artist more involved. The process involved identifying
studios, a vintage fire museum, a history museum, challenges and opportunities, generating ideas Throughout the planning process, conversations
with more than 100 individuals generated dozens
of ideas. Many were brainstormed and noted. From
these, the consultant developed eleven ideas, which
you’ll find popping up throughout this plan. They’re
WHY A PLAN? meant to serve as a starting point—to inspire, whet
your appetite and spark conversations. As you’ll see,
the possibilities for NoCo are virtually limitless!
There are numerous reasons why the City of on key areas of need. It can clarify roles and
Jeffersonville—and many of NoCo’s stakeholders responsibilities for the City, Redevelopment, JPAC,
and partners—sought a plan for the district. As funders and other key partners—for now and in The planning process itself offers values as well. It
an official, accredited arts district in the State of the future. A plan can provide operational and can engage the broader community in meaningful
Indiana (as of 2019) NoCo is required to create procedural direction, leverage investment and dialogues, amplify voices that normally go unheard
a plan and annually measure its progress in build cooperation. It can generate a shared vision and it can open doors to new ideas and new
achieving goals set in the plan. A plan is needed to around Jeffersonville’s future, a future in which partnerships. The planning process helps identify
identify challenges and opportunities facing NoCo, everyone gets to participate, and it can guide the needs, forge consensus, raise awareness of the
and, given the long list of ideas and possibilities, development of a creative economic hub that possibilities and address issues that might thwart
a plan can establish priorities and focus energies serves the entire region. NoCo’s long-term success.
6 NoCo Arts & Cultural District | Strategic Long-Range Plan
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NATIONAL CONTEXT for ARTS and CULTURAL DISTRICTS
OVERVIEW
Several hundred arts and cultural districts have certification lends recognition and credibility, Anne Gadwa, “is a process through which cross
proliferated throughout the United States over the helping cities promote and market themselves as sector partners strategically shape a place’s social
past five decades. As catalysts in regenerating arts and culture destinations. State funding and or physical character around arts and cultural
or transforming underutilized or blighted urban technical assistance are among the incentives in assets.” Encouraging residents to help shape their
spaces, arts districts serve as magnets for Indiana, which can also help leverage significant own environment deepens civic engagement, one
tourism, industries and, of course, a wide variety of grant investments from regional and national of the key benefits of an arts and cultural district.
creative professionals, such as artists, designers, funding and philanthropic institutions.
performers, makers, writers, producers and others. Americans for the Arts, a national advocacy and
They typically feature artists’ work spaces and As those involved in getting NoCo off the ground service organization, has studied the impacts of
venues, and seek synergies between the arts and are aware, arts districts are complex, require time arts districts over the past decade. According to a
other businesses in the region. Sometimes, arts and money and need people with expertise that report they issued in 2018, “a successful district
districts occur naturally, surrounding an anchor may not exist locally. Hence, the accreditation only evolves if a network of creative workers,
arts institution that attracts audiences to an area program offered by the state’s Arts Council, art and cultural and economic organizations,
featuring buildings readily converted into venues, accompanied by professional networking and developers and architects and others come
markets, cafes, coffeehouses and brewpubs. training is critical to NoCo’s long-term success. Of together to explore their joint interests and
Other districts are more intentional, designed course NoCo, like other vibrant arts districts, needs develop a vision and a strategy for reinventing
to attract and retain artists and other creative to look like an arts district. As is evident, NoCo has their community for the creative age. With a
businesses for economic, community and cultural benefitted from skills the City has developed in the critical mass of galleries, cinemas, coffee shops,
development purposes. field of public art, especially work that connects restaurants, retail shops, music venues, public art
artists with community members in meaningful and even office and residential housing, districts
The state of Indiana is home to ten accredited arts ways, not to mention efforts to visually enhance have the potential of attracting and nurturing the
and cultural districts, including newcomer NoCo the built environment. creative workforce cities need to succeed in the
in Jeffersonville. The Arts Council of Indiana, like new economy. The new global knowledge economy
twelve other state arts agencies in the US, pursue Cultural districts, according to the National State depends upon a workforce with new thinking skills
place-based creative economic development Arts Agency, “are highly relevant to the concept capable of meeting the challenge of the evolving
strategies in the form of cultural district policies of creative placemaking: arts and culture can creative and innovative workplace.”
and offer an accreditation program to support the play a central role in shaping the character of
successful development and longevity of districts a neighborhood.” Creative placemaking, as
throughout the state. Among other things, state described by nationally renowned consultant
Artist-designed street furniture
NoCo IDEAS
For additional information and resources, please visit:
nasaa-arts.org/nasaa_research/culturaldistrictsstrategysampler
Instead of ordering benches, light fixtures, trash cans, shade structures, etc.
out of a catalog, why not commission local artists to design and build them?
For this concept, NoCo offers materials and fabrication space, perhaps in
partnership with Maker 13, to allow a variety of functional amenities to
be created and installed around the city. Just as the painted utility boxes
have become creative punctuations in the Jeffersonville landscape, these
clever—and often whimsical—elements can lift the spirits of passers-by.
7 NoCo Arts & Cultural District | Strategic Long-Range Plan Seating elements designed by artists can replace catalogue variety benches.
Forecast Public Art
A VISION for NoCo
OVERVIEW
Vision Statement
NoCo is a vibrant hub for community-engaged activities, cultural production and family-magnetic
Imagine a lovely warm summer night in 2023: A entertainment. As a colorful, welcoming gathering place, NoCo inspires emerging and established
group of friends stroll across the Big 4 Bridge to creatives, generates economic vitality and helps extend the arts throughout the City.
take in a River Stage concert. One of them wonders
aloud: “What else is there to do here?” “I dunno,”
says her friend, “but there’s always something cool Values
going on in NoCo!” In order to create a shared vision for NoCo’s i) Professional management, mindful
success, it’s critical to identify motivational factors governance and accurate financial reporting
By 2023 NoCo will become a vibrant, year-round that inspire and guide the work going forward. The are essential to successful operations.
gathering place for arts and entertainment. following list was developed within input from a
j) Artists should be paid for their time.
NoCo’s a fun, family-friendly destination with a broad and diverse group of community partners
colorful plaza, a grassy amphitheater with live and stakeholders. (See Guiding Principles, k) Education and lifelong learning are essential
performances, impressive murals, whimsical informed by these Values, on page 17.) to a healthy society.
sculptures and a mix of places to explore: studios
for making art, a unique retail market, food made a) Building community is good for business and l) Public art should be a forethought, not an
from scratch, locally-brewed beer and a vibe that downtown Jeffersonville. afterthought.
suggests there’s still more to discover.
b) NoCo serves downtown as well as all of the m) Honor best practices, but take risks and
City’s neighborhoods. pursue promising practices.
Of course NoCo is already revitalizing downtown
and improving the quality of life for locals. You c) A welcoming arts district, with comfort and n) Uphold values of diversity, equity, inclusion
can visit the district today, learn stories of the safety, brings friends together and builds and sustainability.
region’s past and help co-create the stories of its new friendships; it should be inclusive and
future. As you’ll see in this plan, NoCo is poised to o) The wellbeing of leaders, staff and
ADA accessible.
become a creative economic engine, a district that volunteers is critical to long-term
rewards repeated visits. With strategic investments d) Youth development is critical to sustainability.
of time, energy and funding, NoCo will become Jeffersonville’s future, and the arts play a
p) Practicing truthful communications leads to
a richly textured destination engaging residents, critical role.
trust and loyalty.
businesses and visitors for many years to come.
e) History of place is important and should help
q) Being consistent yet unpredictable will keep
inform what NoCo becomes.
NoCo lively.
f) Honoring those who came before—
r) Community wellbeing and creative business
indigenous peoples—contributes to authentic
development leads to economic vitality.
place development.
s) The success of NoCo depends on a dense
g) Creativity, innovation and collaboration are
mix of nearby residential dwellings.
essential to thriving, resilient communities.
t) A well-managed and maintained arts
h) Environmental stewardship contributes to
district inspires participation and attracts
The Big 4 Bridge connects Louisville, KY with Jeffersonville, IN. long-term sustainability.
investment.
8 NoCo Arts & Cultural District | Strategic Long-Range Plan
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ENVIRONMENTAL SCAN
ANALYSIS
In order to create this plan and make meaningful g) In 2017, City’s Engineering Department and m) There are currently an estimated 3,000-4,000
recommendations, the consultant researched Public Art program staff proposed housing people who live within a ten-minute walk from
existing plans and documents, interviewed more program in Engineering and renaming the NoCo—NoCo’s “walkshed”—plus more than
than 100 individuals and groups and collected department Public Works. 1.5 million visitors per year.
information about a wide variety of contextual
factors, including challenges and opportunities h) Public Works and Public Art staff have worked n) Over the next 5-10 years, the number of
facing the future of NoCo. The following factors together with enthusiastic support from the residents living within NoCo’s walkshed will
and considerations will impact NoCo’s ability Parks Department, other interdepartmental increase by an estimated 750 people; if the
to achieve long-term success as a community- City agencies and the Redevelopment Colgate redevelopment in nearby Clarksville
engaged cultural hub that generates pride and Commission to develop public art citywide succeeds, it may increase the number of
economic sustainability. and within NoCo. nearby residents by another 750, which—
combined with the projected resident base—
i) Over the past few years, the partnership has would create a total of 5,500 residents in
Strengths resulted in a mix of arts and cultural entities,
a) JPAC has served as the City’s oversight and NoCo’s walkshed within ten years.
amenities, events and public art installations
governance entity since 2013. (see map of NoCo). o) Big 4 Bridge crossings have increased from
b) NoCo has grown over past three years as 1,097,000 (2016) to 1,506,750 (2018) and
j) Major funding has been generated to date are likely to increase over the next 10 years.
an effort of JPAC and Redevelopment, with from a variety of sources, including:
support from the Jeffersonville Arts Alliance. p) An ambitious new regional park is planned in
• SoIN, via Clark-Floyd Counties Convention
c) JPAC’s time and resources devoted to NoCo Tourism Bureau (capital support), nearby Clarksville—a long-term, $100 million
have grown from 10% to 50% over the past initiative led by the Ogle Foundation that is
• Office of Community and Rural Affairs (to expected to attract approximately three million
three years, and an increase is anticipated support Picasso Pointe),
in the future. annual visitors to the region within the next
• Indiana Arts Commission, ten years.
d) City has supported NoCo since 2016; in 2016, • State Tourism (capital support for Depot), q) Since the Big 4 Bridge opened, 14 new
the City recognized NoCo as its Arts and
Cultural District, the first in the SoIN region. • Other cash and in-kind sources. restaurants and 12 new businesses have
opened in downtown Jeffersonville. Financial
e) Redevelopment Commission has supported k) Public art is expanding from passive to assistance from Redevelopment played an
NoCo since 2016 (approximately $2.2 participatory; more people want to engage in instrumental role in securing many of the new
million invested to date, not including land art, not just look at it. restaurants, and more are anticipated.
acquisition).
l) Support for arts and cultural initiatives is on r) NoCo has helped surface conversations
f) The NoCo Arts & Cultural District received the rise, including efforts that address com- around shared goals challenges, opportunities
district designation from State of Indiana in munity, cultural and economic development, and what the future holds for Jeffersonville.
2019 (through the Indiana Arts Commission). equity and inclusion, as well as health and It’s helped break down silos of various city
wellbeing objectives (see Appendix page 31 departments and stakeholder groups.
for Resources & Links to recent studies).
9 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public Art
ENVIRONMENTAL SCAN — cont’d.
ANALYSIS
Opportunities
Windows to the Past mural project
NoCo IDEAS
a) Over the next 2 to 3 years, several efforts are
underway, including: The Jeffersonville Colored School, built in 1891 (later known as Taylor High
School), at 821 Wall Street, operated as a segregated school through 1952.
• The Depot — made of repurposed shipping The long-vacant structure’s future is uncertain, but its boarded windows
containers — featuring dining, artisan retail offer opportunities to tell stories of Jeffersonville. If owner permission can be
spaces, and an outdoor amphitheater, will obtained, muralists could create temporary works of art—portraits, quotations
or large photographs—in each window. Seek input from community and
launch in 2020;
involve regional African American artists. Consider hosting a reunion event,
• The former Water Tank, which features social media sharing, or creating a lesson plan for area teachers.
an iconic mural, will undergo a study to
transform it into a unique indoor venue The school, with boarded up windows, and an example of murals inserted in windows.
adjacent to the Art Center, accompanied
by a “black box” utility shed;
hotel room stays—and nearby residents; cross g) Maker 13’s mobile workshop could inspire
• The Art Center, undergoing renovations,
promote with other city social sites. expanded NoCo-generated arts and cultural
will feature studio and work spaces for
programming to residents throughout the City.
artists, as well as improved gallery and c) Growth of the County Museum and the Vin-
event space; tage Fire Museum—physically and program- h) Allowing and supporting temporary street
• Additional programming and public art matically—would increase traffic to NoCo. closings—beyond the typical 4-hour event—
projects, including murals, lighting projects can expand audience capacity. Consider
d) Improving wayfinding, trail connections, and eventually closing Michigan Avenue to cars
and public events that will likely attract Court Avenue crossings will greatly enhance
new and more diverse audiences to NoCo, every Sunday, for example.
accessibility of NoCo, as well as other
as well as attract potential sponsors [See downtown businesses; a NoCo Trolley could i) Updating policies, ordinances and zoning
NoCo IDEAS throughout this plan]; serve to connect more people to the district. pertaining to the NoCo district and its
• A potential partnership with the new immediate surroundings will contribute to
STEAM-focused Franklin Square e) Broadening and strengthening efforts to long-term success (for example, prohibiting
Elementary School, located nearby; and secure funding and sponsorship for NoCo- national chains and offering incentives to
related events and improvements can local businesses and start-ups).
• The Vintage Fire Museum plans to expand increase marketing, attendance and
its footprint by acquiring and developing investment; there could be a support group j) Improving efforts to reach and provide
a second building nearby, focused on fire established, such as “Friends of NoCo” activities for underserved communities,
and home safety. dedicated to raising funds and cultivating improve ADA accessibility, and adopt Inclusion/
relationships. Diversity/Equity policies and strategies.
b) Transforming Jeffersonville’s image into a
culturally rich urban hub utilizing aggressive f) Creating public art for each of Jeffersonville’s k) Adding artist live/work space in NoCo will
social marketing strategies that take neighborhood by engaging groups of residents increase activities and attract amenities,
advantage of projected growth in visitors—via in NoCo-based art-making workshops will such as coffee shops, cafes and drinking
Big 4 Bridge crossings, restaurant visits and increase the perception of value for NoCo establishments.
among residents citywide.
10 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtENVIRONMENTAL SCAN — cont’d.
ANALYSIS
Opportunities (cont’d.)
Pop-up Street Fair
NoCo IDEAS
l) Ensuring continued growth and support by
building upon partnerships and regional For Jeffersonville’s version of the “UnFair,” NoCo hosts a pop-up Street Fair
collaborations, including Redevelopment to showcase local talent, provide sales opportunities for artists, cultivate
Commission, Jeffersonville Arts Alliance, audiences and offer the community a place of joy. This concept could
start simply, with a one-day street closing on a Sunday. Michigan Avenue
SoIN, Spring Street businesses, NoCo
(between the Depot and the Art Center) would feature fun and games on
property owners, school district, and others. Picasso Pointe, booths offering a variety one-of-a-kind items, open house
events at surrounding venues, group art-making and craft demonstrations.
m) Growing NoCo’s volunteer base to become a The list of possible offerings is endless: street musicians, magicians, jugglers,
sustainable resource, with involvement from street-painters, and of course a beer garden and a variety of locally-sourced
retirees, business teams, scouts, and others. food options. A NoCo Information Tent offers NoCo-branded gift items, such
Many streets can be
as caps, mugs, t-shirts, snow cones, etc. A “Creative Toolshed” located at
turned into a street fair
Picasso Pointe can be stocked with delight-inducing items, from costumes
for a day.
and sunglasses to Frisbees and building blocks for people to check out by
the hour. Based on its success, this street fair eventually becomes a weekly
NoCo highlight.
Challenges more than half JPAC’s funding has been
a) NoCo is still in its infancy; success of allocated to support NoCo-related projects.
district will take time, money and dedicated NoCo Area Mapping
f) Perception of Jeffersonville as a “sleepy” town.
partners. The incubation of NoCo as an emerging arts
g) County Museum and Vintage Fire Museum and cultural district is well underway. Many
b) NoCo lacks a regional needs assessment accomplishments have been achieved over
are currently undercapitalized, with limited
that would inform the types of spaces artists the past few years, however, as the above lists
ability to draw large audiences.
and arts organizations in the region need. of opportunities, strengths and challenges
h) Success of NoCo and its “staying power” point out, it’s complex and there are many
c) Court Avenue is a psychological barrier;
is at risk when elected officials and things to consider. As part of the planning
physical improvements are only part of the
administration change. process, the consultant conducted an analysis
solution.
of the district and surrounding area. A series
i) Momentum of NoCo has been led by public
d) Lack of nearby residents and amenities, of maps and an “Idea Board” were created,
art program staff; there is currently no
such as cafes, shops and entertainment. and are presented on the following pages.
succession plan if Administrator leaves,
Here we ask, “What does NoCo look like now,
e) The Public Art Program has limited which could create a loss of momentum.
and how might it evolve over the next five to
resources; traditionally, funds were used to ten years?”
j) Potential of Urban Enterprise Zone
commission art, but in the past four years,
supporting NoCo is uncertain.
11 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtANALYSIS
Local Assets Map
11
Legend
Exit 1 NoCo Boundary
ry
TENTH STREET
(See NoCo Assets Map for more info)
Gateway
a
9 Parks
nd
Redevelopment
ou
10
Future Historic District
yB
Park
Cit
Current developments
Clarksville
Landing Existing Public Art
Redev. Illuminated Walking Trail
I-65 Warder Park
Big 4 Pedestrian Bridge
Jeffersonville Tree Walk
Flood wall
Lodging/Future Lodging
Walcott
Apartments
8 7
Key Notes
Exit 0 1 RiverStage
6
2 Fishermans Wharf Marina
3 Ohio River Greenway (to Clarksville,
New Albany & River Heritage Parks)
5
4 Falls of the Ohio
Big 4
Colston Park 5 Preservation Station
Station
6 Glossbrunner Park
7 Steamboat Museum
8 Schimpff’s Candy
2
9 Franklin Square Elementary School
(under construction)
Multiple Murals 10 Clark County Courthouse
3
11 Clark Memorial Hosptial
1
3
River Front Park
4
To Louisville via Big Four Bridge
This map shows where NoCo is situated within placed and illustrates the boundaries of the district
downtown Jeffersonville, and its proximity to the and its relation to parks, the historic district, the
river and the Big 4 Bridge. It identifies nearby library, Franklin Square school and developments
assets, current locations where public art has been currently underway.
12 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtANALYSIS
NoCo Current Assets Map
Legend
NoCo Boundary
TENTH STREET
Parks
Gateway Redevelopment Historic District
Current developments
14 13
12 Existing Public Art
Illuminated Walking Trail
5 P Big 4 Pedestrian Bridge
4
Jeffersonville Tree Walk
6
3 4 11
P Public Parking Lot
2 Future Loc.
Key Notes
7
C
1 Warder Park
B
8 1 Water Tank / Mural
10
9 2 NoCo Art Center
P
3 Picasso Pointe Art Plaza
4 Vintage Fire Museum
5 Clark Co. History Museum
A
6 Future Depot Site (in development)
7 Maker 13
8 “Black Box” & Open Lawn
Walcott
Apartments 9 Preston Arts Center & Retail Shop
10 Historic Masonic Lodge (Under redev.)
11 Jeffersonville Public Library
12 M. Fine Senior Housing
13 Future Park Site (in development)
14 Future Hotel (in development)
Big Four
Station
Contributing Businesses
A Adrienne’s Bakery Cafe
B Heuser Hardware
C Sweets by Morgan
To Louisville via Big Four Bridge
This map provides more detail about what’s currently underway, such as the Depot, the historic
currently in the NoCo district, including public Masonic Lodge restoration and development of the
art, museums, art centers, maker space, and the Water Tank, among others.
colorful Picasso Pointe plaza, as well as projects
13 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtANALYSIS
NoCo Opportunities Map
Legend
NoCo Boundary
Parks
Gateway Redevelopment Historic District
3
Current developments
2 1
10 P Public parking lot
Potential redevelopment site (city-owned)
5 P
Privately owned sites with redev. potential
The
Depot Opportunity for public art
9 Essential wayfinding location
7
5 Warder Park
8 4
6 Key Notes
P
1 Future Storm Detention and Green Space
2 Future Hotel (In development)
3 Historic African American High School (Vacant)
4 Historic Masonic Lodge
(Under redevelopment)
5 Art opportunity at Duke utility site
Walcott Art Alley
6
Apartments
7 Water Tank (transferred to City)
8 “Black Box” and Open Lawn
9 Restaurant (under development)
10 M. Fine Senior Housing
Big Four Station
To Louisville via Big Four Bridge
This map locates publicly- and privately-owned no formal study has been conducted, during the youth-oriented entertainment (featuring games,
properties within NoCo and on blocks adjacent planning process a variety of venues, services and bowling, ping-pong, etc.), brew pub, fresh food
to NoCo, including buildings and areas that offer amenities were identified as lacking in the region, market, community garden, artist live/work space,
potential for adding value to the arts district. While including a theater, movie house (or micro cinema), housing, etc.
14 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtANALYSIS
Local Opportunities & Connections
5
Legend
NoCo Boundary
Exit 1 (See NoCo Assets Map for more info)
5
3 Parks
4
Gateway 6 4
6 Historic District
Redevelopment 8
Current developments
ry
3
da
Clarksville 8 Illuminated Walking Trail
un
7
Depot
Bo
Landing Big 4 Pedestrian Bridge
y
Redev.
Cit
I-65 Jeffersonville Tree Walk
1 Warder Park
6 Flood wall
2 TARC Bus Route
Key Traffic Nodes
Key Notes
Waallco
cott
Walcott tt 7
1 RiverStage
9
partments
arttm
tmen
mentss
Apartments 2 Ohio River Greenway (to Clarksville,
1
Exit 0 New Albany & River Heritage Parks)
6
3 Franklin Square Elementary School
To Downtown (under construction)
Louisville 4 Clark County Courthouse
5 Clark Memorial Hospital
Big 4 6 Tree Walk Extension (in development)
Colston Park Station
7 Steamboat Museum
1 8 Future Park Site (in development)
9 Schimpff’s Candy
Connections
Court Avenue Crossings
2
1 NoCo to River Stage / Greenway
1 2 NoCo to Clarksville Landing via 6th
2
3 NoCo to Gateway Dev. & Future hotel
River Front Park 4 NoCo to Clarksville 9th Ave.
5 NoCo to Hospital / Tenth St. / Claysburg
Neighborhood via Spring St.
6 NoCo to Local Neighborhood via 8th
7 Library to NoCo Arts Center
8 NoCo to School/Courthouse
To Louisville via Big Four Bridge
This map identifies a variety of achievable, Pointe), wayfinding markers and informational
ground level projects designed to increase kiosks, Court Avenue improvements, expanding the
traffic, safety and accessibility to NoCo from the City’s Tree Walk route, gateway artworks and other
surrounding area. This includes colorful waking supportive infrastructure improvements.
paths (building on the iconic treatment on Picasso
15 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtANALYSIS
Idea board
This page features a variety of inspirational images illustrating
ways in which the district can use public art to enliven walls
and alleyways, enhance sidewalk connections and broaden the
range of amenities that add vibrancy to the district.
16 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtDEVELOPMENTAL GOALS & ACTION STEPS
GOALS
Establishing NoCo as a thriving, self-sufficient, The following six GOALS have been identified: Guiding Principles
sustainable arts and cultural district will It is critical that these Goals are activated through
require a sustained effort over many years. It
will also require interdepartmental and inter-
1 JPAC’s Role
Grow JPAC’s leadership role in
the lens of the following guiding principles, distilled
from the list of community-identified values on
agency collaboration as well as private sector NoCo’s programs, operations and page 8:
partnerships. Currently, and for the near term, the governance.
incubation of NoCo is overseen by the City, through 1. Welcoming, Safe and Accessible
its Redevelopment Commission and Jeffersonville
Public Arts Commission (JPAC). As the district 2 Funding
Identify and secure sustainable fund-
2. Youth, Family and Community Engagement
grows and evolves over the next decade, however,
3. Downtown, Citywide and Regional
an independent NoCo-focused organization may be ing for NoCo-related improvements,
Mindfulness
needed, with input and involvement from NoCo- programming and operations.
based businesses and landowners. 4. History of Place and Those Who Came Before
3 Partnerships
Cultivate partnerships—citywide and
5. High-Caliber Creativity, Innovation
and Collaboration
regionally—to help fuel the growth
of NoCo. 6. Diversity, Equity, Inclusion, and Sustainability
7. Education and Lifelong Learning
4 Programming
Maintain programming with a high
8. Health and Wellbeing
level of artistic excellence and foster 9. Adequate Resources and Realistic
diversity, equity and inclusion. Expectations
10. Professional Management, Programming,
5 Business Investment
Attract and retain creative businesses
and Communications
to NoCo by providing appropriate
Action Steps
infrastructure, resources, expertise
Implementation of many of the Action Steps
and services to further their
listed on the following pages are contingent upon
investment in NoCo.
having access to adequate financial and human
resources. These recommendations are based on
6 Marketing & Communications
Maintain a robust marketing and
findings from the planning process and are subject
to periodic review and revision. (See Appendix page
communications effort, including 50 for Action Steps organized by year.)
Exhibition opening at the NoCo Art Center, 2018. social media and cross-marketing
strategies.
17 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtGOAL 1
GOALS
Grow JPAC’s leadership role in NoCo’s
programs, operations and governance.
FOCUS AREA ASSUMPTIONS Action Steps: 2020 – 2021
Identify tasks needed to nurture the growth of 1. In order to implement goals identified in
NoCo and increase the capacity of JPAC and City A. JPAC + Public Works + Administrator
this plan—programming, management,
staff to meet NoCo’s growing and evolving needs. communications, fundraising, etc.—increased Update job description and performance
support is required from public and private review process for Public Art Administrator,
WHO’S RESPONSIBLE sources. (See Appendix page 45 for NoCo incorporating NoCo-related work in addition to
• JPAC Three-Year Budget projection, including both citywide work.
• Redevelopment Commission capital and programmatic line items.) a. Consider change in job title to reflect
• plus various partners
range of work described (such as Arts
2. In order to maintain its effectiveness and consis-
Development and Public Art Manager).
PROJECT RANKING — HIGH tency, the City’s public art program—and oversight
b. Consider incorporating professional devel-
of NoCo programming—will remain housed in the
opment support as part of scope (such as
VALUES Public Works Department. (See Appendix page
workshops, conference, traveling to study
• Downtown, Citywide and Regional 33 for “Transition” document with rationale.)
other arts districts, etc.).
Mindfulness 3. Redevelopment leads the real estate develop- c. Consider emergency succession and
• Creativity, Innovation and Collaboration ment and maintenance of City-owned properties long-term succession plans as part of HR
in and adjacent to NoCo, and JPAC leads the oversight of position by Public Works.
• Professional Management, Programming
and Communications City’s arts and culture efforts, including over-
sight of NoCo’s Art Center and Picasso Pointe. B. Administrator
• Diversity, Equity, Inclusion, and Sustainability (See Appendix page 44 for Event Schedule and Hire part-time support staff (as funding
• Welcoming, Safe and Accessible page 46 for Program Management Duties.) permits) and recruit volunteers to assist with
programs, such as Art Center and Picasso
RATIONALE Investment in NoCo by JPAC
$50,000
Pointe coordination, maintenance, PR,
As a City initiative, NoCo has consumed a marketing, grant writing, etc.
steadily increasing amount of JPAC’s attention $40,000
and City staff capacity since it started in 2016
(approximately 50% in 2019). NoCo-related C. JPAC
$30,000
workload is expected to increase over the next Establish a NoCo-focused Committee
few years once Art Center improvements are $20,000 to address needs, opportunities and
completed, the Depot and the Water Tank come issues pertaining to the district, including
$10,000
on line, as amenities are added and additional programming, operations, communications,
tenants become established. marketing, maintenance, policies, etc.
2016 2017 2018 2019
18 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtGOAL 1
GOALS
Grow JPAC’s leadership role — cont’d.
Consider a quarterly meeting schedule, with e. Consider ethical place development best C. JPAC + Administrator
a JPAC member serving as chair. Recruit practices.
Continue development of Picasso Pointe.
representatives of key NoCo stakeholders, such
Determine potential of site to increase its
as business owners, tenants, Redevelopment E. Redevelopment
impact on community, taking into account
commissioners, and individuals with specific
Complete development of Depot Entertain- potential role of Vintage Fire Museum. Consider
expertise relevant to NoCo development.
ment Space. Finalize financing, secure con- ways to improve site safety, including more
working relationship amongst staff, consultants
tractors, complete construction and secure shade structures, more plantings, and annual
and vendors hired to perform NoCo-related
tenants. Draft a Depot operations plan, includ- programming, such as Street Fair, festivals, etc.
tasks. Consider developing an Advisor Group
ing management, maintenance and communi-
consisting of subject-matter experts to help the
cations. Work with NoCo Committee to consider D. Vintage Fire Museum + Clark County Museum
NoCo Committee make informed decisions and
potential role for Administrator regarding Depot
recommendations. Conduct needs assessment and consider
programming, addressing short- and long-term
needs. (See Appendix page 47 for The Depot updating strategic plans. (Note: Fire Museum
D. JPAC + NoCo Committee Schematic Design concept rendering.) has begun a campaign to develop a second
facility in NoCo and may have completed items
Establish policies and guidelines for NoCo, as
on this list.)
needed. Refer to Values and Guiding Principles Action Steps: 2020 – 2022
for initial topics and issues to address. Consider a. Consider ways facility improvements
the following: A. Administrator + Jeffersonville Arts Alliance and visual enhancements could attract
more and different audiences as well as
a. Allow NoCo-related projects/program Determine potential for partnering or
secure new sources of support. Consider
to seek private sector sponsorship providing contract services to support NoCo
decorative lighting, murals, performance
support. (NOTE: This should address any programming, based on plans developed
events, community meals, garden, etc.
potential conflicts or coordination efforts by the Jeffersonville Arts Alliance. Consider
b. Consider engaging guest curators to
pertaining to sponsor-seeking efforts implementing modest, short-term projects
showcase collections with young audienc-
overseen by Parks.) to gauge feasibility of long-term relationship,
es in mind, perhaps incorporating interac-
b. Establish a clear and easily accessible incorporating evaluation and sharing
tive technology and interactive gaming.
permitting process for artists and the of feedback.
c. Consider partnering and cross marketing
private sector to utilize certain spaces in
with Schimpff’s Confectionary,
NoCo for public art events, installations
B. JPAC + Administrator + Redevelopment Steamboat Museum and other history-
and other activities. (See Appendix for
oriented entities in area.
draft document.) Complete Art Center renovations and
c. Adopt diversity, equity and inclusion improvements. Prepare affordable, long-term
policies, with guidance from Indiana Arts studio and facilities lease agreements. Consider
Commission. work required to maintain and program the Art
d. Promote environmental stewardship, Center as well as the costs of annual overhead,
climate resiliency and use of renewable improvements, repairs and maintenance.
energy. Address all legal and financial issues.
19 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtGOAL 1
GOALS
Grow JPAC’s leadership role — cont’d.
Action Steps: 2021 – 2023 As the designated governance entity for the f. Periodic polling and surveying of NoCo
City’s investments in arts and culture, JPAC stakeholders and visitors
JPAC + Administrator should consider developing a citywide arts and g. Develop methods for remaining flexible,
culture plan—beyond public art and NoCo—to adaptable, resilient, and responsive to
Develop Water Tank interior and adjacent “Black
inform future citywide investments in programs change, taking into account the continu-
Box” as additions to NoCo’s facilities, once City’s
and activities, such as cultural facilities, arts in ally evolving community, changing envi-
acquisition of properties is completed.
education, artists’ live/work space and creative ronmental factors, and national trends.
a. Develop scenarios for reuse of Tank economy development. The Commission should h. Remain entrepreneurial, and respond to
interior and conduct modest feasibility consider revising the language in its charter, opportunities as they arise.
to confirm viability of concept. Engage one that takes into account a broader mission. i. Continue to pursue grants, sponsorships
outside design consultant and arts venue Consider renaming JPAC in conformance with and in-kind support.
development expertise. the Commission’s expanded scope, role and j. Maintain consistent cultural program-
b. Based on selected direction and design, responsibilities. ming to help build identity as a cultural
determine capital and operational hub and visitor destination.
budgets, as well as long term
maintenance, signage, lighting, etc. Action Steps: 2023 and Ongoing
Action Steps: Ongoing
c. Identify funders and secure support. JPAC/NoCo Cte. + Redevelopment + Administrator
d. Once sufficient funds are secured, JPAC + Administrator
implement build-out, landscaping and Strengthen district management and tenant
other physical improvements. support services. Retain arts and cultural district accreditation
e. Note: Since this effort may require sub- with State of Indiana.
a. Consider restructuring JPAC’s NoCo
stantial time and expense to complete, Committee as a City-authorized “NoCo a. Attend annual statewide convening (one
consider practical and strategic interim District Authority.” in person, one online).
uses of Tank—inside and out—to help b. Provide professional development oppor- b. Prepare annual report (reference plan).
generate support for long-term effort. tunities for staff and commissioners. c. Maintain local designation, including
c. Further develop tenant support sevices, periodic review by City Council.
Action Steps: 2022 – 2023 including small business training, d. Establish evaluative procedures.
employee professional development, Consider methods for collecting input
JPAC from partners and key stakeholders. Seek
joint marketing, NoCo newsletter profiling
tenant achievements, etc. input on plan evaluation best practices
Broaden scope and update policies. Currently,
d. Partner with developers and building from the Indiana Arts Commission.
the City’s policy states:
owners willing to provide affordable e. Consider methods for staff, JPAC
“…the City has designated and certified the commissioners, and NoCo volunteers
space for creatives.
Jeffersonville Arts and Cultural District, and to track time and collect data, including
e. Explore potential of community-driven
the Jeffersonville Public Arts Commission will number of event attendees, periodic
development efforts by involving
oversee public art projects within the Arts and surveying of visitors, etc.
business owners in NoCo serving on
Cultural District and throughout the city.” f. Consider ways data can help inform re-
NoCo committees or task forces.
ports to funders and future budgeting, etc.
20 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtGOAL 2
GOALS
Identify and secure sustainable funding for NoCo-related
improvements, programming and operations.
FOCUS AREA ASSUMPTIONS Action Steps: 2020 and Ongoing
Maintain the momentum developed to date 1. The City of Jeffersonville has limited financial
to incrementally grow the number of tenants, A. JPAC + Administrator
capacity to support NoCo during this early
offerings and impactful community engagement incubation phase. Securing private sector Develop increased support for NoCo
activities that make NoCo a valued district in support for programming, capital investments development and programming. Expand
the region. and administrative overhead will continue JPAC’s fundraising efforts, pursue sponsorship
to be the responsibility of JPAC and the opportunities, expand volunteer program
WHO’S RESPONSIBLE Redevelopment Commission. and pursue in-kind donations of goods
• JPAC and services. Consider offering naming
• Redevelopment Commission 2. Rules that currently restrict agencies other rights to Depot stage, Water Tank venue,
• others than Parks to seek business sponsorships—for and Picasso Pointe, assuming there are no
its annual River Stage series—need revision, policies preventing this type of sponsorship
PROJECT RANKING — HIGH without unfairly jeopardizing River Stage arrangement.
underwriting.
VALUES
B. Administrator
• Downtown, Citywide and Regional
Mindfulness Conduct field scan to identify support systems
utilized by arts districts—statewide and
• High-Caliber Creativity, Innovation and nationally—and apply knowledge gained to
Collaboration develop strategies to increase support for NoCo.
• Adequate Resources and Realistic Consider obtaining research support from
Expectations Americans for the Arts.
• Professional Management, Programming,
and Communications
Neighborhood Mural Workshops
NoCo IDEAS
RATIONALE NoCo serves as an art-making resource to all of Jeffersonville’s
neighborhoods. This annual program encourages residents desiring murals
The long-term success of NoCo depends on the
in their neighborhoods to apply to JPAC to receive funding and help with
cultivation of investment from both public and planning and finding the right artist. Painting workshops at the Art Center
private sources of income. lead to completed wall art, followed by a community celebration. A mobile
art workshop could also be used for art making on site throughout the city,
with expertise, materials and tools on board.
Some artists are also skilled facilitators of community workshops.
21 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtGOAL 3
GOALS
Cultivate partnerships—citywide and
regionally—to help fuel the growth of NoCo.
FOCUS AREA RATIONALE Action Steps: 2020 and Ongoing
Build on the relationships that have proven The long-term success of NoCo depends on the
effective to date, and seek new relationships that cultivation of partnerships and collaborations, JPAC + Administrator
are mutually beneficial. and increasing the number of entities that value + Partners (current and future)
NoCo as a place where they can fulfill one or more
Explore potential partnership opportunities that
WHO’S RESPONSIBLE of their own goals and objectives. This includes
offer mutual benefits and raise profile of NoCo.
• JPAC neighborhoods and businesses throughout the city.
• others a. Based on exploratory discussions with
representatives of the new Franklin
ASSUMPTIONS
PROJECT RANKING — MEDIUM Square Elementary School, opening
1. NoCo is more than a destination and a focal in fall 2020, develop initial series of
VALUES area for downtown; it’s a resource that serves school activities involving NoCo-based
the entire community in meaningful ways. spaces and NoCo tenants—activities that
• Welcoming, Safe and Accessible
serve needs of teachers and students.
• Youth, Family and Community Engagement 2. Based on interest expressed during the
Simultaneously, develop pilot activities
planning phase, there are many potential
• Downtown, Citywide and Regional that bring NoCo talent into Franklin
partners—representing many different sectors—
Mindfulness Square School.
that are interested in being part of the NoCo/
b. Engage Greater Clark County Schools
• History of Place and Those Who Came community equation; they simply need to be
in conversations to identify interest,
Before offered an introduction, orientation and a bit of
and develop strategies to engage and
• High-Caliber Creativity, Innovation and encouragement.
benefit other schools in the region, based
Collaboration in part on efforts accomplished with
• Diversity, Equity, Inclusion, and Sustainability Franklin Square.
c. Develop ongoing process to explore
• Education and Lifelong Learning
additional partnership efforts with
• Health and Wellbeing Jeffersonville Public Library, Envison
• Adequate Resources and Realistic Center, Scouts, local businesses,
Expectations developers, SoIN, Chamber of Commerce
(SI), community foundation and others.
• Professional Management, Programming, d. Based on previous experiences,
and Communications establish standardized partnership
Detail of Picasso Pointe, with one of several student-made agreement form.
wayfinding markers on a light pole.
22 NoCo Arts & Cultural District | Strategic Long-Range Plan
Forecast Public ArtYou can also read
