HomeMy WebLinkAboutagenda.council.worksession.20231204AGENDA
CITY COUNCIL WORK SESSION
December 4, 2023
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A Development of the Aspen Public Art Plan
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12.4.2023 Memo for Council Work Session on Development of the Aspen Public Art
Plan.docx
Attachment A - Summary of Community Engagment Key Findings Mission and
Guiding Principles.pdf
Attachment B- Recommendation for Aspen Public Art Plan Framework.pdf
Attachment C - Recommendation for a Phased Approach.pdf
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MEMORANDUM
TO: Mayor Torre and Aspen City Council
FROM:Sarah Roy, Executive Director of Red Brick Center for the Arts
THROUGH: Sara Ott, City Manager
Austin Weiss, Parks and Recreation Director
MEMO DATE:November 27, 2023
MEETING DATE:December 4, 2023
RE:Development of the Aspen Public Art Plan
REQUEST OF COUNCIL: Staff requests Council’s review of the public art community
engagement report and input on the key findings, mission statement, and guiding principles.
Additionally, staff request input and direction on the draft of a public art plan framework and
phased approach.
SUMMARY AND BACKGROUND: The arts have played a defining role in Aspen over the years,
and continue to be a pillar of our economy, character, and community essence. Public art
programs are a common way government can support the arts and use the arts for community
benefit. Public art is unique in that it is out in public spaces and is therefore made accessible to
all. Additionally, public art can be used for diverse cultural expression, place-making, and can
facilitate powerful experiences for human connection.
Through Resolution #032 Series 2023: Contract for Public Art Plan Development, City Council
approved a contract with ThereSquared LLC and Stilwell Cultural Consulting LLC to inform and
lead a community engagement process and to develop a public art plan that would represent the
community’s vision. The impetus for this effort arose out of growing interests expressed by
community members and organizations for more art and associated activities in our public spaces
and also out of a need to better manage the existing inventory of public art pieces in public spaces.
A formalized plan will create known processes and policies for realizing new works and art
experiences and can serve as an expression of the community.
From May through October of this year, the consulting team of Kendall Peterson and Jill Stilwell
along with City staff developed and led robust community engagement activities to gather
community input for the program. The strategy included engagement activities that ensured the
community’s voice was heard and directly influenced the plan. More than 820 people engaged
with the planning process through a variety of methods including interviews, focus groups, special
advisors, a visioning committee, presentations to local boards and civic groups, pop-up booth at
local events, and three artful engagements. Goals of the engagement effort were to reach a range
of community members, to get out in the community and meet people where they are, and to offer
educational opportunities for people to learn about public art.
DISCUSSION: The community engagement effort played a crucial role in shaping the draft of a
public art plan by providing valuable input and feedback. This includes the mission, guiding
principles, governance, and framework for project development, as detailed in the attachments to
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the memo. Staff is seeking input on the related information found in the attachments as outlined
below.
Attachment A – Summary of Community Engagement, Key Findings, Mission, and Guiding
Principles
Attachment B – Recommendation for Aspen Public Art Plan Framework
Presented in the attachment is a framework for a fully developed public art plan. Staff is seeking
input on the proposed framework and if this is the direction Council would like staff to continue to
work towards.
Attachment C – Recommendation for a Phased Approach to Implementing a Public Art
Plan
Staff is proposing a phased approach to fully develop and implement the plan. The establishing
phase is an opportunity to prototype the governance and processes. This approach allows the
time to craft the policies carefully and thoughtfully.
Request of Council:
1. Council feedback:
•Key Findings, Mission, and Guiding Principles
•Project selection and development process
2. Is Council supportive of a Phased Approach?
3. Is Council supportive of staff moving this forward to a formal budget request?
ALTERNATIVES:Council could direct staff to revise the proposed governance structure and
project selection and development process. Council could suggest an alternative to the phased
approach.
CITY MANAGER COMMENTS:
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Attachment A
Summary of Community Engagement, Key Findings, Draft of a Mission, Draft of Guiding Principles
Community Engagement Overview
For the Aspen Public Art Plan, ThereSquared consultants and City staff engaged in a series of community
engagement activities from May to October to ensure the community’s voice was heard and directly
influenced the plan. More than 820 people engaged with the process through a variety of methods,
including:
• Stakeholder interviews and meetings with various focus groups, City staff, boards, and Diversity
Equity and Inclusion advisors.
• Immersion tour of arts and culture facilities.
• Three artful engagements, including a Pavement Art demonstration project with pop-up booth,
Public Art Community Conversation @ Pitkin County Library, and Public Art Creative Conversation:
Building the Future of Public Art in Aspen @ Aspen Art Museum.
• Aspen Ideas Festival hosted a free panel discussion on the role of art in community building at the
Wheeler Opera House.
• Convened a community Visioning Committee formed early on which met regularly to help guide the
planning process and synthesize the findings.
• Hosted a pop-up booth at several community events to educate and gather input.
• Presented to several local civic groups to educate and gather input.
• Received over 2 dozen press coverages in the local media.
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Artful Engagements
Pavement Art Demonstration Project (6/25/23)
The City of Aspen and the Aspen Ideas Festival partnered to bring a vibrant pavement art project to
downtown Aspen. Designed by Roaring Fork Valley artist Chris Erickson, the mural served as a demonstration
project for public art and was dedicated to increasing pedestrian safety. More than 100 community members
participated in painting the mural while more than 80 observers and passersby engaged with the public art
pop-up booth and shared their thoughts and ideas about public art in Aspen.
Public Art Community Conversation @ Pitkin County Library (8/9/23)
Approximately 50 people attended this open-house style event and engaged in four stations: types of public
art, mapping, values/vision, and creative station. Plus root beer floats were served to guests and participants
filled out the survey.
Public Art Creative Conversation: Building the Future of Public Art in Aspen @ Aspen Art Museum
(9/20/23)
75 community members attended this world-café style event on the rooftop of the Aspen Art Museum. To
inspire creative thinking, the event kicked off with a handful of community members sharing information
about their favorite piece of public art alongside an image. The survey was made available in both English
and Spanish for participants to fill-out. Next, attendees launched into small group table discussions around
three questions:
• How can a public art program help “create more human connection” for the Aspen community?
• Where do you think public art can or should happen in Aspen?
• If this new public art program is wildly successful, what will the community be like/look like/feel like
in 20 years?
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Participants
Convened a Visioning Committee from the community to guide the process and synthesize the findings:
(14 members)
• Ajax Axe, Artist
• Lissa Ballinger, Resnick Center for Herbert Bayer Studies
• Sam Harvey, Artist, Art Educator and Curator
• Daniel Merritt, Aspen Art Museum
• Ann Mullins, Landscape Architect
• Tim Sack, Designer and Art Curator
• Andrew Travers, Writer and Resnick Center for Herbert Bayer Studies
• Brijetta Waller, Artist
• Lara Whitley, Artist
• Paul Woznicki, Art Handler, Curator, and Writer
City Staff:
• Sarah Roy, Red Brick Center for the Arts
• Austin Weiss, Parks and Recreation
• Matt Kuhn, Parks & Open Space
• Emmy Garrigus, Lodging & Commercial Core
Engaged Special Advisors around Diversity, Equity, and Inclusion (7 people)
Interviews (14 people)
City Staff Interviews (14 people)
Focus Groups (5 focus groups for a total of 24 people)
City Staff Pop-up Booth at Community Events:
• Aspen Public Radio Lawn Bash, 6/28/23, (30 people)
• Red Brick Center for the Arts Exhibition Opening Reception, 7/20/23, (40 people)
• Mid Summer Cultural Celebration, 8/3/23, (40 people)
• Aspen Community Picnic, 8/17/23, (50 people)
• Aspen Saturday Market, 9/9/23, (50 people)
City Staff Presentations to Local Groups:
• Commercial Core and Lodging Committee, 7/19/23, (8 people)
• Aspen Chamber and Resort Association Board, 7/25/23, (33 people)
• Rotary Club, 8/24/23, (50 people)
• Wheeler Opera House Board, 9/13/23, (9 people)
• Open Space and Trails Board, 9/28/23, (4 Board members and 12 members of the public)
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Interactive Dot Survey and Educational Tool
Throughout the community engagement phase, people were asked to share what types of art they felt would
be something they’d like to see in Aspen. Hundreds of people shared their preferences by placing sticky dots
on large boards displaying examples of public art. Green dots were placed next to types of public art they
would like to see, and red dots were placed next to types of public art they would not like to see in Aspen. All
ages from youth to adults participated. The board was also a tool used to talk with people and educate them
on public art and the various forms it can take.
Survey
In addition to the engagements outlined above, a community survey was developed and made available
online, in print, and in Spanish to further our reach into the community. 208 surveys were completed.
Highlights from the survey include:
Those surveyed wholeheartedly believe that the arts are important to
experience in their community and they support a public art program.
95 % stated it was “very important” or “important” when asked, “How important is it to you and your
family to experience the arts?” Non-Residents (94%)
74 % of respondents reported that they “experience the arts in Aspen” at least once a month or more.
Non-Residents (33%)
82 % of respondents “think a public art program would be of value to the Aspen community.” Non-
Residents (78%)
Those surveyed cherish the environment and outdoors and cultural offerings.
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When asked what makes Aspen a unique and pleasant place to live?
Top four answers were:
1. Hiking, biking, recreating in the area and the great outdoors (61%), Non-Residents (67%)
2. Cultural offerings such as theatre productions, music performances, and art exhibitions (51%), Non-
Residents (61%)
3. Sense of community (32%), World-renowned cultural events Non-Residents (33%)
4. Cultural facilities like the Aspen Art Museum and Wheeler Opera House (31%)
Key Findings
Out of the community engagement and survey came key findings. The final public art plan will incorporate
the themes and concepts presented in the key findings.
★ The Public Art program should build community.
● After the pandemic, people in the community feel disconnected from each other. Additionally, the
high costs of restaurants, retail, and entertainment have become a barrier to participation, leaving
many feeling left out of enjoying activities in Aspen.
● Public art can create conversations, interactions, and discovery.
● Public art can connect people to local culture.
● Public art fosters dialogue that bridges gaps and brings awareness to important issues.
● Public art creates spaces for people to gather and have collectively shared experiences and
interactions, drawing community together.
● Public art should be free, open to the public, and accessible to everyone.
★ The art, program, and process should be inclusive.
● The public art program should be for the entire Aspen community, including full-time residents,
part-time residents, people who work in Aspen, people who come to Aspen to eat or engage in
activities, and visitors.
● The public art program should provide people with a sense of belonging, ownership, and pride in
the community.
● Community members want to be involved in public art, and the public art program should offer a
variety of ways for this to happen, like opportunities to serve on an advisory group, to engage in
programming, or to be part of the art creation process.
● The public art program should be transparent in how it operates and makes selections.
● The community is made up of a diverse range of people from different backgrounds and cultures.
Public art provides an opportunity to celebrate and learn about this diversity.
★ Arts and Culture are part of Aspen’s DNA.
● The public art program has the potential to collaborate with numerous partners, and several
organizations have shown keen interest and enthusiasm for it. The outreach efforts have been
well-received, as evidenced by the active participation of various organizations.
● The community highly values creativity and the arts.
● The community places value on artistic expression.
● Aspen has a rich history of arts and culture, and the community is committed to preserving and
expanding this legacy.
● Aspen is a place where creative expression, innovation, and interdisciplinary engagement between
art, music, design and writing is celebrated.
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● Arts and culture can contribute to residents' love of fun and joyful enthusiasm.
● The public art program can advance the Aspen Idea and support several of the goals outlined in
the Aspen Area Community Plan.
● People are surprised Aspen doesn’t already have a formalized public art program.
★ People want innovation, artistic excellence, and art that will be unlike art you see anywhere else.
● The community is open to almost any type of art; they are least interested in traditional static
statues or bronzes.
● The community is interested in temporary public art that changes constantly and carefully selected
permanent artwork.
● People shared expectations of artistic excellence for the selected artworks.
● People take pride in the appearance of the town and the beauty of the surrounding mountain
environment and want art that complements or enhances the experience.
● Participants generated so many ideas about where art could happen, it seems like art could go
(almost) anywhere! From parks, trails and plazas, rooftops to alleys, corners to main street,
bridges to underpasses, bus stations to the mall.
Draft of the Mission
Throughout the community engagement process, participants were asked to share keywords and phrases
that they believe the public art program should reflect. The consultants and Visioning Committee worked
together to craft a draft mission that reflects the aspirations and intentions of the public art program.
Aspen Public Art creates community by connecting people to each other and to place through art
experiences that build upon Aspen’s legacy of innovation, creativity, and spirited independence.
Draft of the Guiding Principles
In addition to the mission, guiding principles were drafted from the key findings that will help define the
characteristics of the program and guide the program in its decision-making responsibilities.
Aspen Public Art Guiding Principles:
1. Create art experiences that engage and support community building and enhance human connection.
2. Foster discovery, learning, and dialogue, and promote inclusive engagement.
3. Celebrate creative expression and its contribution to enriching life experiences.
4. Complement and respect the natural environment.
5. Present artistic excellence and the most dynamic, innovative, unique projects possible.
6. Collaborate with arts and culture organizations and other local serving organizations to support and
amplify each other’s missions.
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Sampling of marketing collateral created for the community engagement.
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Attachment B
Recommendation for the Aspen Public Art Plan Framework
Overview
After several months of community outreach and research, the analysis revealed that the residents of
Aspen are interested in a flexible public art program with a selection process that accommodates
various types of art and art experiences. The program should prioritize community engagement
whenever possible, resulting in unique and meaningful public art throughout the community. To achieve
this goal, a governance framework, project selection and development process, and a few standard
practice policy recommendations have been outlined below.
Governance Framework
City Council
The Public Art program would work to advance applicable City Council goals through public art projects
and programming. During the annual budget development, City Council would approve budget authority
for the Public Art program. Additionally, City Council would be charged with appointing community
members to a Public Art Advisory Committee.
City Administration
It is proposed that the Aspen Public Art program be administered by the City of Aspen and fall under the
Red Brick Center for the Arts. Under the direction of the City Manager, the Director of the Red Brick
Center for the Arts will oversee the public art program and directly supervise public art staff.
Public Art Staff
It is recommended to hire a full-time employee who will act as staff liaison to City Council, the proposed
Public Art Advisory Committee, Public Art Work Groups, and to the community. This position will
manage all aspects of the public art program including budget, program administration, selection
process, project development and implementation, community programming related to specific
projects, and communication needs. A significant role of this position is project management and/or
project support for partner collaboration projects.
Public Art Advisory Committee (PAAC)
It is recommended to create a Public Art Advisory Committee that would be a recommending body for
the Public Art program. The Public Art Advisory Committee's role is to ensure the program’s mission and
guidelines in conjunction with City Council goals are being supported; processes are being implemented
in the most efficient, fair, and consistent manner possible; and make recommendations for projects to
be implemented. Guidelines and policies will be developed that outline committee appointment, term
length, member qualification, responsibilities, and rules of conduct. The City Council would appoint the
Committee through an open and transparent process.
Public Art Work Groups
The PAAC may at times elect to establish a Public Art Work Group for a specific project when there is
additional process, outreach, and/or vetting needed. For example, the PAAC may decide to move
forward with a “call for artists or curators” to submit project proposals for consideration, and the PAAC
could elect to establish a Work Group to act as the selection committee. Additionally, the PAAC may
decide more community input is needed or that experts in a certain topic are needed to provide added
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perspectives in developing a project concept. Public Art Work Groups would consist of volunteer
community members. Guidelines will be developed that outline the Work Group appointment,
responsibilities, and rules of conduct.
City Staff
City staff from various departments including Parks, Community Development, Engineering, and Events
will be instrumental in the success of the public art program. Their guidance and expertise will be relied
upon to ensure the program meets City standards and requirements. Depending on location and related
departmental oversight, select City staff may be asked to participate in an initial staff review, workshop,
and/or during the project vetting and installation phase. Additionally, City staff may serve as advisors to
the PAAC and may serve on a Work Group as needed.
Community Participation
Community participation is a key component of the Aspen Public Art program. Community participation
can occur at different points along the path from project conception, selection, and implementation,
and take on various forms. Listed below is an initial draft of opportunities for community participation:
• Community members serve on the Public Art Advisory Committee and/or a Public Art Work
Group. These volunteer groups should include a diverse range of perspectives and be served by
individuals passionate about the community.
• Community partners and collaborators will be an important part of Aspen's Public Art program.
This is a non-traditional approach and makes this program special and unique. Community
organizations are invited to present project concepts to staff for an initial review to be eligible to
submit a Project Brief to be considered by the PAAC.
• There are opportunities for projects to incorporate community input at different points along
the project development. See Project Selection and Development below for more details.
• Projects with strong community engagement such as participation in the creation of an artwork,
engaging local artists, and/or projects with event or program offerings are encouraged.
• The Public Art program will look to develop talks, events, and other activities to further
education, entertain, and engage the community.
Project Selection and Development Process
The public art program in Aspen has the potential to stand out as a one-of-a-kind program. In order to
create a program that is unique, dynamic, and adaptable, the process of developing an idea into an art
experience should allow for maximum flexibility and recognize that no two projects will be identical.
Sources for Project Opportunities
A unique aspect of the proposed process is that concepts for public art projects can be inspired from
several different sources including:
• Mission and Guiding Principles: These are core tenets to the types of projects the Public Art
program will produce.
• City Council Goal of Creating Human Connection: This is an important driver to the conception
of projects.
• Partners and Collaborators: Aspen is so fortunate to have many well-established arts and
cultural organizations as well as other community-serving organizations that may wish to
partner with the Public Art program to launch a public art project/event/happening.
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• Public Art Advisory Committee: PAAC will explore and propose projects that support the
program mission and goals.
• City Improvement or Development Projects: The program will look for opportunities to
incorporate art into City capital projects.
• Community: The program may select to engage the community directly in project ideation.
Initial Staff Review with Workshop Options
Staff will initially review project concepts and decide based on criteria if the project should move to a
Workshop option or be created into a Project Brief. Staff can convene one of the following Workshop
options to determine the viability of a project. Note, that during the initial phase (as outlined in
Attachment C) of establishing the Public Art program, this step will be tested and refined so that it
serves the intent of the program and process. Examples of Workshops that could be convened:
• Feasibility Workshop with City staff, such as Parks, Community Development, Engineering,
Events, and/or Legal Departments.
• Public Art Advisory Committee Workshop
• Community Partner Workshop
• Community Engagement Workshop
Project Brief
Once projects move to this phase, staff will write a Project Brief. For Partner projects, the partnering
organization will complete the Brief and staff will confirm the Brief is complete before moving to the
next step. The Project Brief outlines the project scope including but not limited to:
• Project theme/outcomes
• Alignment with the Public Art program mission and guiding principles
• If proposing a curator or artist, then include biography and examples of work
• Project expected cost, and for Partner projects, include the amount requested from the Public
Art program
• Potential location
• Project installation requirements
• Outline of community engagement or involvement
Project Vetting
Project Briefs will be reviewed for project feasibility, which includes approvals by related City
departments such as Parks, Community Development, Engineering, and Events to approve the location,
impacts, right-of-way, and/or maintenance issues. The Project Brief can be approved as is, disapproved
for any stated reason per policies, or returned with a request for additional information or changes to be
reconsidered for approval.
Public Art Advisory Committee (PAAC)
As the recommending body for the Public Art program, the Public Art Advisory Committee will review
Project Briefs that have been approved through the vetting stage. The Public Art Advisory Committee's
role is to ensure the program’s mission and guidelines are being supported; processes are being
implemented in the most efficient, fair, and consistent manner possible; and to make recommendations
for projects to be funded.
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Public Art Work Groups
The PAAC may elect to appoint a Public Art Work Group. This group could be convened for any purpose,
but most likely to act as a selection committee for a “call for entries from artists or curators”, or, if the
project is large in scope, a Public Art Work Group could be convened to help develop a Project Plan.
Scope of Work/Project Plan
Project Scope of Work/Project Plan is written by staff in conjunction with the artist or curator, and for
partnership projects, in conjunction with the partnering organization. The Scope of Work/Project Plan
outlines all aspects of the project, including milestones, timeline, rights of the artists, payment schedule,
engineering requirements, community engagement goals, roles and responsibilities, and other pertinent
information. This information will be included in a contract to be reviewed and approved by legal.
Project Implementation
Depending on whether the project is initiated by the City or a partner/collaborator, different leads will
manage the project.
Standard Practice Policies
A public art plan often includes the below-listed standard practice policies. With Council's direction,
these policies will be further developed with the consultants.
Donation Policy
The public art plan will outline policies to consider and manage donations of artworks. Every year, the
PAAC may review proposals for proposed donations. Donations are evaluated based on the program's
mission, guiding principles, as well as defined criteria such as maintenance needs and space availability.
Deaccession Policy
A public art program must consider the eventuality that an artwork may need to be removed from the
collection for a variety of reasons. The policies for deaccession will follow accepted national practices for
determining the circumstances under which Aspen may consider deaccessioning art from its collection,
for example, safety, maintenance costs, and relevance. The policy will outline best practices for the
removal, relocation and/or disposal of a piece of artwork.
Maintenance Policy
When developing a public art plan, maintenance must be considered for the longevity and preservation
of the artwork assets that are collected. Best practices include assessing the collection for any repair or
maintenance needs through condition reports at regular intervals. From the condition reports, a
maintenance plan can be developed which includes anticipated expenses, prioritization, and a schedule
for repair and maintenance. Engaging professionals in this area is recommended.
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Attachment C
Recommendation for a Phased Approach to Implementing the Aspen Public Art Plan
Overview
Building a new public art program that is unique, resilient, and ensures governance and processes with the
best possible outcomes for the community will take work. Therefore, a phased approach is proposed to
establish the Public Art program. The community has expressed strong support and high expectations for this
new program during the community engagement effort, and it would be advantageous to build on the
momentum generated. This phased approach would consist of an establishing phase that includes elements
found in the long-term framework and serves as a stepping stone to move towards a fully developed plan and
program. Below is a proposed structure for this phase starting in 2024 with a proposed initial budget and
termed advising body.
Public Art Task Group
It is recommended to set up a Public Art Task Group that would serve a 12 to 18 month term. Being able to
quickly set-up a task group would allow project selection and development to begin while concurrently
establishing policy for a long-term Public Art Advisory Committee.
This Task Group would be comprised of volunteer community members selected by the existing Public Art Plan
Visioning Committee from an application process. It is suggested the Task Group have 9 members total and be
comprised of 1 to 2 members from the Visioning Committee, 2 artists, 3 to 4 community members, and 2
professionals working in the arts and culture sector. A diverse range of perspectives, backgrounds, and
expertise will be a strong consideration in the selection of the task group members, along with an ability to
successfully collaborate and contribute to the group's objectives.
Year 1 Funding (2024)
The most likely funding source for the program is the Arts and Culture Real Estate Transfer Tax as it is already
dedicated to arts and culture programming. The proposed year 1 budget includes allocation for a new full-time
employee, program administration and operational expenses, project development, and project
implementation.
New Budget Request Amount
1 FTE $148,000
General Administration $187,000
Total $335,000
Establishing Phase Priorities
As shared, taking the time to be thoughtful and thorough in establishing governance and processes for a new
program will take time and resources. Simultaneously building on community enthusiasm for the program is
important as well. Below are the priorities for the establishing phase.
• Hire a new full-time employee.
• Select a Public Art Task Group through an application process.
• Public Art Task Group begins work on project(s).
• Use the establishing phase as a proof of concept and a chance to learn.
• Continue to develop and refine the Aspen Public Art Plan which includes the policies, procedures,
bylaws, guiding principles, and goals.
• Establish the program through branding and website presence.
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