Seattle Comptroller/Clerk Files Index
Information modified on April 30, 2013; retrieved on March 28, 2024 2:52 PM
Clerk File 312946
Title | |
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Appointment and Oath of Office of Gregory Randall Engstrom as Director of the Office of Arts and Cultural Affairs. |
Description and Background | |
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Current Status: | Confirmed |
Legislative History | |
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Sponsor: | Licata | tr>
Date Introduced: | April 8, 2013 |
Committee Referral: | Housing, Human Services, Health, and Culture |
Committee Action Date: | April 24, 2013 |
Committee Recommendation: | Confirm |
Committee Vote: | 3 (Licata, Bagshaw, Harrell) - 0 |
City Council Action Date: | April 29, 2013 |
City Council Vote: | 9-0 |
Date Filed with Clerk: | March 25, 2013 |
PDF Copy: | Clerk File 312946 |
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1. Memo from Mayor McGinn
1. Memo from Mayor McGinn Mike McGinn, Mayor City of Seattle March 25, 2013 The Honorable Sally Clark President, Seattle City Council Seattle City Hall, 2 nd Floor Seattle, Washington 98104 Dear Council President Clark: I am pleased to transmit to the City Council the following confirmation packet for my appointment of Randy Engstrom as the Director of the Department of Arts & Cultural Affairs (OACA). The materials in this packet are divided into two sections: A. Gregory Randall (Randy) Engstrom Appointment and oath of office forms, resume, and press release B. Background Checks Background check report Mr. Engstrom has served as the Acting Director of OACA since October, 2012, and has worked effectively to stabilize operations and improve confidence in department leadership and staff morale. Mr. Engstrom has been a passionate advocate and organizer for cultural and community development for over 10 years. He served as the Chair of the Seattle Arts Commission after two years as ViceChair and was also the Chair of the Facilities & Economic Development Committee for many years. Randy was the Founding Director of the Youngstown Cultural Arts Center, a community space offering youth and community member's access to arts, technology and cultural resources, and also a founding member of Stronghold Arts Collective, an artist live/work project comprising neighboring houses, collectively owned by resident artists. In recognition of his achievements, Randy received the Emerging Leader Award from Americans for the Arts and was one of Puget Sound Business Journal's 40 under 40. Randy is a graduate of the Evergreen State College, Olympia, WA, and he received his Executive Masters in Public Administration at the University of Washington's Evans School of Public Affairs. Randy is a terrific asset to the City of Seattle, the City Council and the Mayor and I urge you to confirm him. If you have any questions about the attached materials or need additional information, please contact Jaline Quinto, Council Liaison to the Mayor at 684-4021. Sincerely, Mike McGinn Mayor of Seattle
2. Notice of Appointment City of Seattle Notice of Appointment
3. Oath of Office CITY OF SEATTLE STATE OF WASHINGTON OATH OF OFFICE STATE OF WASHINGTON COUNTY OF KING I, Gregory Randall Engstrom, confirm that I am the person appointed on March 25, 2013, and confirmed by the City Council on April 29, 2013, to the position of Director of the Office of Arts & Cultural Affairs, of the City of Seattle, in the State of Washington, and that I possess all the qualifications prescribed for said position by the Charter of the City of Seattle; that I will support the Constitution of the United States; and the Constitution of the State of Washington; and the Charter and Ordinances of the City of Seattle; and that I will faithfully conduct myself as Director of the Office of Arts & Cultural Affairs. _____________________________ Gregory Randall Engstrom Subscribed and sworn to before me (affix seal) this 29th day of April, 2013 __________________________________ Monica Martinez Simmons, City Clerk
4. Resume
5. Press Release April 2, 2013 Randy Engstrom, Interim Director Office of Arts and Cultural Affairs PO Box 94748 Seattle, WA 98124-4748 Re: City Council Expectations for Randy Engstrom, Director of the Office of Arts and Cultural Affairs Dear Mr. Engstrom: Congratulations on being nominated for appointment as Director of the Office of Arts and Cultural Affairs (OACA) by Mayor McGinn. To be successful, City Councilmembers believe department directors must work constructively with both the Executive and Legislative branches. A positive working relationship requires a director to be responsive to Council needs and priorities. To that end, as part of the Council's confirmation process, this letter is intended to communicate our expectations for your job performance following your confirmation as Director of OACA. Expectations provide a basis for Council evaluation of a director's performance during his or her confirmation process. The Council expectations listed below are intended to enhance your accountability to the Council. Council expectations are also intended to supplement the Mayor's expectations and your responsibilities established in Seattle Municipal Code. A copy of this letter will be placed in the Clerk File containing Mayor McGinn's request for your appointment as Director of OACA. I. City Council General Expectations for Randy Engstrom as Director of OACA A. Relationship with Council . You are expected to maintain a constructive working relationship with the Council, as demonstrated by: 1. Prompt and complete responses to Council information inquiries. 2. Pro-active updates on policy development, operational concerns and financial matters of significance, so that the Council is informed of significant changes or controversies before the information reaches the media and/or before the Executive submits a request for Council action. 3. Dependable implementation of policy direction provided by the Council. 4. Assistance in the research and development of Council policy initiatives. B. Management Skills . In addition to the duties outlined for the Director of OACA in Seattle Municipal Code 3.14.815, you are expected to demonstrate strong commitment to the following Council priorities: 1. Public communication a. Conduct inclusive outreach to relevant stakeholders. b. Implement a strong ethic of customer service. c. Make information available so that the public can track the department's performance in delivering services. 2. Organizational management a. Coordinate productively with other City departments. b. Maintain strong working relationships with other governmental entities. c. Operate within budget constraints and pro-actively manage expenditures. d. Provide a fair and equitable approach to the award of City contracts. e. Continue to improve and enhance the role of the Seattle Arts Commission in achieving their duties outlined in Seattle Municipal Code 3.14.830. Particular attention should be paid to involving the Seattle Arts Commission in budgetary duties, as outlined in SMC 3.14.815 and 830. 3. Personnel management a. Develop and maintain strong morale among employees. b. Provide an inclusive work environment that offers equitable opportunities for all. c. Address issues of succession planning and the professional development of existing staff. 4. Service delivery, including both routine operations and emergent situations a. Ensure that on-going, day-to-day services are provided effectively and efficiently, and that the department tracks its performance in delivering such services. b. Make certain the department is able to deal with localized emergencies or service disruptions and has thoroughly planned how to manage its operations in case of a City-wide emergency. II. Specific Expectations for Randy Engstrom as Director of OACA for 2013 -2017 During the term from 2013 to 2017, Mr. Engstrom is expected to implement (and provide regular progress reports on) the following Council expectations: A. Cultural Overlay District Advisory Committee (CODAC) Recommendations. Work with the Seattle Arts Commission to develop an implementation plan for the CODAC recommendations accepted by the City Council in August, 2009, and described in Council Resolution 31155. B. Arts and Cultural Space Development. Work with the Seattle Arts Commission, City departments, other governmental offices, artists, arts and cultural organizations, and property developers and owners to advance the retention of existing and the development of new long-term affordable space for arts and cultural uses. C. Public Engagement. Actively engage and collaborate with Seattle residents, businesses, nonprofits, and other groups with an interest in arts and culture, including heritage and preservation groups. Provide clear communication to the public and create opportunities for open dialogue about OACA projects and programs. D. Race and Social Justice. Advance the City's Race and Social Justice Initiative. Advance arts and culture projects and programs that appeal and are accessible to individuals with diverse racial, ethnic, and socioeconomic backgrounds. The City Council looks forward to working cooperatively with you to ensure that OACA continues to stimulate a diverse and lively arts and cultural environment in Seattle. Sincerely,
cc: Michael McGinn, Mayor, City of Seattle 8. Questions and Answers by Mr. Engstrom Seattle City Council Confirmation Questions & Answers Gregory Randall Engstrom, Director Seattle Office of Arts and Cultural Affairs Monday, April 22 th , 2013 1) What are some of your most notable accomplishments during your brief tenure as Acting Director of the Office of Arts & Cultural Affairs? What are some of your disappointments? I am really excited about the progress that we have made with the Arts Education plan. Despite some unforeseen challenges, I think the plan and our partnership with the school district is the strongest it's been. I'm also proud of the fact that we are building a program around Creative Placemaking, and are moving forward with strong plans for addressing issues of affordable space for arts and culture. I'm disappointed that we won't be able to work with Seattle Youth Violence Prevention Initiative to the degree that we would have liked this year, but am glad we are building stronger relationships with both SYVPI and the Office for Education. I'm disappointed that we did not receive implementation funding from the Wallace Foundation and that our local fundraising partner, PONCHO, wasn't able to continue their work. That said, I am very pleased with how we adapted and remain confident we will be successful. 2) What are your major goals for the Office of Arts and Cultural Affairs (OACA) over the next four years? I would like to see us implement the K-12 Arts plan, and deepen our support for arts education and youth development. I would like to see OACA meet the community need around access to affordable space for arts and culture. I would like to see our office be involved with a cultural plan for the region, in partnership with local agencies, funders, and cultural organizations. I would like to help Langston Hughes Performing Arts Institute implement a plan for long-term sustainability. I would like to see arts and culture integrated into more facets of civic development, in particular the waterfront redevelopment, neighborhood activation, and economic development. 3) What do you see as the primary challenges facing OACA over the next four years? I think we need to better connect with the broader community, and with other city departments. I think we need to improve our ability to tell our story. As our city continues to grow and thrive, we must ensure that we can provide affordable space for arts and culture. 4) How will you ensure that Councilmembers and Legislative staff receive timely information needed from your department for Council to make sound policy and budgetary decisions? I would be happy to provide updates whenever they were useful. I also have sent our work plan to the council, and have met several times with Councilmember Licata and others. I work collaboratively, and would like to have a strong partnership with the Council. 5) What opportunities do you see for improving collaboration between your department and other City departments? Office of Economic Development: I'd like to help develop an economic development and regional tourism strategy based on our local creative economy. I'd also like to see Arts more involved with neighborhood based placemaking, which we could do with 'Only in Seattle'. Office for Education: We'd like to create a much stronger relationship with OFE and be a bridge between Arts Education and the Families and Education levy. Additionally, we'd like to grow our partnership with SYVPI, as we believe that arts can be a powerful strategy for youth development. Department of Planning and Development: We will be working closely with DPD on the development of our cultural space program, helping organizations better understand code compliance issues and where there may be opportunities. We will also work closely on the waterfront redevelopment, and would like to further explore how we might develop cultural districts. Department of Neighborhoods: Continue to partner with DON on granting programs, and work more with P-Patch and urban agriculture and their intersection with the Arts. Seattle Department of Transportation: We work closely with SDOT on the waterfront, much of our public art program, and share 2 positions currently. I sit on the Public Space Activation task force, and want to help the arts be an engine of space activation throughout the City. Office of Immigrant and Refugee Affairs: Seattle has a rich cultural wealth, and we'd like to work with OIRA to better reach and support our immigrant and refugee communities with their various forms of cultural expression. Office for Civil Rights: Work to develop and offer trainings around RSJI to be offered to the broader arts community. This will help with both Community accessibility as well as future audience development. Department of Parks and Recreation: Continue to work on the transition of LHPAI into OACA, and think about innovative ways that arts programs can be offered throughout our parks and facilities. Continue to partner on ArtSparks and the Public Art program. Seattle City Light and Seattle Public Utilities:Continue to partner on our % for art program, and think about the concept of 'The art of a sustainable city'. 6) How do you intend to promote artistic and cultural intergovernmental relations? How will you foster partnerships with local, state, and federal governments to develop effective arts and culture policies? How will you work to ensure that Seattle's goals and priorities are reflected in regional arts and culture projects? We have a close working relationship with both 4Culture and the Washington State Arts Commission. We'd like to partner on cultural planning efforts for our region, and find more ways to collaborate. We are also part of the national American's for the Arts network, where we have the ability to network and learn from our peer organizations across the country. 7) What have you accomplished in your past employment, and what improvements are you working on in your leadership role at OACA, in the area of neighborhood outreach to audiences and potential applicants, especially to those who may be considered underrepresented in the arts? Most of my professional life had been spent working with underrepresented communities and the arts. I remain extremely proud of what we accomplished at the Youngstown Cultural Arts Center, turning a vacant school into a thriving creative community. I've also felt proud of my contributions to 12th Ave Arts, Washington Hall, and Central District Forum for Arts & Ideas. RSJI is very important to me personally, as I believe it is for the city. OACA has been a leader in this area and I plan to support our work in this area, and grow it to reach more communities. 8) What are your thoughts on increasing the City's 40 year old 1% percent allocation of eligible City construction projects for the purchase of public art? I fully support any increased capacity for our programs. I would want to work with our partners in other departments and on the Arts Commission to determine how to best leverage the impact of additional resources. I hope our office continues to be a leader in the field of public art, and more resources would help us accomplish that. 9) How will OACA address the City's evolving workforce, such as filling positions vacated by aging City workers, welcoming more people of color, and embracing people with disabilities workers who traditionally may not have been represented in the arts in large numbers? OACA has one of the most diverse staffing profiles in the City, and I hope to continue and support that. I also believe strongly in developing a pipeline of leadership through internships, mentoring, and increased professional development opportunities. 10) How will you review internal operations at OACA to determine if they warrant improvement? What are your goals for continuing to improve the internal operations of OACA? I'd like to organize a staff retreat later in the year or in early 2014 so together we can look at how we do our work and see if there are ways that the office can be more effective and have greater impact. I think we have a great team, and I'm excited to be working with the department. 11) How do you approach making decisions on improving the City's arts and culture climate? Do you have a strategy for OACA being able to respond to arts funding emergencies that may threaten organizations or respond to public controversies involving the arts? I think we need to continuously be engaged with the broader city. We have to be able to measure and speak to our impact. I think creativity is in the DNA of this city, and we should harness and leverage what it does for our neighborhoods, our economy, and our youth. I also don't think we should always fear controversy; the arts are one of the ways that we can have a conversation with our city, and that dialogue can be a good thing, even if at times there is disagreement. 12) How do you intend for OACA to approach its awarding decisions so as to give ample opportunity for women, minority, and disabled artists? OACA has long sought to find ways to support underinvested communities. From technical assistance to the development of new funding programs, OACA has seen the need to create more opportunities for different communities. I hope to be able to explore how our funding programs can ensure both quality and equity across the city. 13) How do you anticipate working with and supporting the Seattle Arts Commission, keeping in mind its recommendations may at times challenge the Executive or the Council? Having spent 6 years on the Seattle Arts Commission, I greatly value their role in advising the Office and acting as representatives of the broader community. The work of OACA around Arts Education and Cultural Space have been shaped to a large degree by the Commission, and it's my job to listen to and support their efforts to strengthen the cultural community of Seattle. 14) What are your thoughts on how the City of Seattle organizes separately from its arts and culture activities its music and film businesses in its Office of Economic Development? I have enjoyed working with our partners at the Office of Film and Music and OED. I think they do critical work for the City, and we should grow our relationship with them significantly. My understanding is that OACA's focus is on supporting mainly non-profit cultural organizations, while OFM works more with for profit, entertainment oriented businesses. We do a lot of direct funding, while their programs are more focused on incentives. I think both are important ways to support a thriving creative sector. 15) What are your thoughts on the Cultural Overlay Districts Advisory Committee's recommendations for cultural development in Seattle, which were endorsed by the City Council in 2009 by Resolution 31155? Having served as a co-chair for the CODAC Committee, I believe that many of the recommendations of the committee would still be very valuable to implement. We are hiring a Cultural Space Liaison, and working on how to establish a cultural space program that would be able to successfully implement the CODAC recommendations. -END -- Page 1 of 7 |
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