6. CUANTIFICACIÓN DE HUELLA HÍDRICA PARA CELSIA CENTROAMÉRICA 2016
7.1 SOSTENIBILIDAD DE CELSIA CENTROAMÉRICA BASADA EN
7.1.2 AQUEDUCT WATER RISK ATLAS TOOL - AQUEDUCT
Highwaymen Exhibit - Spring 2006
Q6: On a scale of 1 to 10, please rate the EASE OF PARKING at the
History Center.
Answers Responses Percentage
10 (Excellent) 170 40.96% 9 48 11.5% 8 58 13.98% 7 29 6.99% 6 16 3.86% 5 28 11.57% 4 13 3.13% 3 16 3.86% 2 13 3.13% 1 (Poor) 24 5.78%
Valid Respondents: 415 Total Responses: 415 100.00%
Q7: On a scale of 1 to 10, please rate the ACCESS AND ENTRY to the
History Center.
Answers Responses Percentage
10 (Excellent) 237 57.11% 9 66 15.97% 8 44 10.60% 7 18 4.34% 6 8 1.93% 5 17 4.10% 4 8 1.93% 3 5 1.20% 2 4 .96% 1 (Poor) 8 1.93%
Orange County Regional History Center Web Survey Fall 2006
Excerpts related to parking and downtown from written comments made on Orange County Regional History Center Web Survey – Results report compiles 802 responses 9/26/06-10/28/06, 2006 by Market Soundings for the Orange County Regional History Center.
Question # 4. Please specify any other reasons for not visiting or revisiting the History Center. (Below are direct quotations from survey respondents.)
Do not go downtown a lot. Don’t know where to park.
Downtown parking is always a problem. Finding a parking place.
Hate to deal with downtown parking. Have to hunt a parking place or pay through the nose for one, which was financed with my tax dollars in the first place, more than likely. Being “downtown” means being closer to the ‘people’ who screw around with my life, and over which I have little control. It is not a good thing to do! AVOID DOWNTOWN WHENEVER POSSIBLE!!!!, is a good rule to follow.
I don’t get downtown very often, and I perceive it to be a difficult place to find parking. Never really sure where to park when I’m downtown.
Parking downtown is a pain…
Parking downtown is often a problem when I have to visit for business reasons such as tax inquiries or banking.
Parking is a big issue and the distracted drivers. I have a handicap so walking even a ¼ of a mile is tough.
Parking is sometimes challenging.
Parking issues and the ever present homeless. I did visit the Center when it was over by the Art Museum and the OSC. It was wonderful. I was so disappointed when it was moved.
Promotion has been lacking that would generate interest. A public perception that the availability of ancillary entertainment activities and offerings for dining in the immediate area is suspect. A feeling of potential visitors driving into Orlando that parking and
related accommodations are limited. Communication needed to assure prospective customers the location is secure and the downtown area around the History Center is properly maintained by city services.
# 6. Please specify anything else that would get you to visit or revisit the History Center. (Below are direct quotations from survey respondents.)
Since I do not live near downtown I have not heard where parking was available and how safe it is to walk in that area. Orlando is having such a high crime spree this year makes you think twice before venturing out to an area that you are not familiar with. Parking is not free and I would like to take my time to visit and take pictures.
Traffic is too hectic and parking is difficult.
As I have not visited the History Center I can not comment on content or displays but I can comment on downtown parking, which most of the time is nonexistent. Is free or metered parking available. The parking garages are much too expensive for this retired senior citizen.
Better parking facilities. Complimentary parking.
Convenient parking. Convenient, free parking.
Easy and free parking, handicapped very close to the door and a good restaurant next door.
Easy to access parking; I’ve had problems parking for visits before.
Frankly, when the Sentinel and City Hall recognizes the fact that neither me nor my neighbors rarely go downtown, it’s because of LACK OF PARKING!!!!!!! The city has closed several parking lots and sold them off. I am on a current city board and I was previously on a city board. I am a very active senior citizen. It is almost life threatening to try to park downtown. I know all but one city commissioner and can chat with almost any of them.
Free parking. Free parking!
Free Valet from car to museum and back.
If I knew there was nearby parking, it would be a consideration. If the parking were not so close, then a validation for free parking (or parking included in the admission price) might induce my decision to visit with my 7-year-old grandson.
Improve the promotion of the History Center experience and offerings using various media-especially electronic. Address parking availability & perhaps reduce exposure to becoming a victim of parking enforcement and the related excessive fines. During the business week have civic group luncheon topics focusing on the history center. Info on how to get there and definitely, free parking!
Information and encouragement as to navigating downtown and parking (preferably free or metered) available in the area.
It would be great to get the teenager crowd involved with cool events. And separate events for adult. Orlando needs cool things to do in the evening. I’m tired of going to restaurants. And, NO more bars!
Last time I went it was for The Highwaymen art exhibit, and I really enjoyed it. More interesting exhibit like that would entice me to go again. Also, many people are intimidated by the parking situation downtown – signs that direct people to History Center Parking would be a good idea.
Map of where to park and hours.
Rick Walsh
Senior Vice President (retired) Darden Restaurants The Wellesley 2305 Edgewater Drive, #1615 Orlando, FL 32804 407-872-0075 [email protected] Date: November 27, 2006 Background
When interviewed for this study, Rick Walsh was completing his career at Darden
Restaurants, Inc. During his years there, he became known as one of the most effective and influential “go-to-guys” in Florida. In one of his roles with Darden, he positioned it to become a catalyst for positive change and enabler of crucial projects in the region and nationally. Walsh was and continues to be sought out for his insights in business strategy, as well as the best way to approach and fill community needs.
Comments
Upon being briefed on the Arts & Cultural Affairs Council’s Strategic Plan and the
concept of an Arts Education Center, Walsh made the following observations about how to advance the arts in the region, putting forward a discussion of structural change. 1) Walsh saw the need for an arts and cultural consortium or super-agency comprised
of UCF, Valencia and Seminole Community Colleges, Rollins, the Orange County Arts Education Center, Performing Arts Alliance, Orange County Public Schools, United Arts, Dr. P. Phillips Orlando Performing Arts Center, the Downtown Arts Corridor, etc., would be the hub through which services such as coordination, marketing promotion and information would flow.
He believes the platform for such a discussion should be built around the role of DPAC in the region and said that the sequencing (timing) of our study is unfortunate, leading to tactical decisions when a strategic opportunity is at hand and a strategic approach to the arts could be developed that would position them to enhance their effectiveness in the future.
Walsh suggested that the ACAAC might be the convener for such a discussion and thought we should try and delay the Report (perhaps until April to enable DPAC to move forward). He said he thought the consultants should propose several phases for the Center, beginning with a small start-up and moving through discussion of permanent location and services niche as the larger dialogue evolves.
2) Dialogue should also be entertained on consolidating back-office operations of several arts organizations, so that the United Arts recipients, as well as smaller arts organizations could buy those services. This could reduce their operating costs and overhead, and enable them to redeploy those freed resources into programming – including arts education. Establishing back offices services would move the arts organizations from a portfolio model to a shared service model. Walsh suggests recasting United Arts as a service provider to accomplish this transformation.
Chip Weston, Director
Cultural & Economic Development Division
Planning & Community Development Department City of Winter Park
401 Park Avenue South Winter Park, FL 32789-4386 407-599-3561
[email protected] Date: November 22, 2006 Background
To help stabilize and diversify the Winter Park economy, to give Winter Park residents the opportunity to experience the arts and participate in them, and to promote its cultural attractions, the City formed the Division of Cultural & Economic Development. Among its initiatives is the Winter Park Cultural Consortium comprised of: Winter Park
organizations and supporters, museums, the Winter Park Public Library, the Winter Park Chamber of Commerce, the Park Avenue Area Association, Rollins College and many others.
Recommendations
Chip Weston, Division Director, shared a number of thoughts based on his years of involvement with the arts. Weston is an artist and musician.
• Based on his own experience mentoring youth, Weston suggested the Center begin with a very tight focus on mentoring. There would be a substantial return on investment, and it would be a way to establish the Center and build a record of success. It would be noncompetitive with existing arts organizations; it would be non-threatening. Because it would not be costly, he believed it would be a more sustainable approach to establishing the Center. He also advised from a political perspective that it not get into raising funds for arts education at the beginning, at least while money was being raised for the Dr. P. Phillips Orlando Performing Arts Center. He did see the two entities potentially conjoined at a later time.
o Weston said the Center could recruit and train art mentors and create a data base to pair with students.
o The Center could provide monthly opportunities for grassroots networking of mentors, to answer questions and develop the right pairings.
o The Center might be able to create a safe environment for mentors to come together with students – where “people passionate about an art form” could stimulate children and youth and even adults and seniors to try new things. He said a well-designed community space would support building the arts community and bringing people together to share ideas.
o Art mentors could also go into the classroom as teacher’s aides to work with a few children and encourage them.
o Weston saw the use of sophisticated marketing to promote the program. • The Center should have its own Website and a showcase site with easy access
and safe and plentiful parking.
• In the second phases of its development, he said the Center’s programming could include such things a “music in the womb” and preparation of lists demonstrating best practices – finding the best artist/teachers and getting Full Sail students to document their teaching techniques to develop a portfolio of digital documentaries that children and youth could view on the Internet. He also envisioned a documentary film festival showcasing them.
• By the third phase, Weston hoped that the Center would have built a roster of affiliate members, both individuals and organizations that support and are actively involved in the Center.
The Research Team was asked to address the issue of the type of facilities and optimal location for the operations of the Orange County Arts Education Center. To effectively manage and implement the programming envisioned by the Education & Community Resource Committee (ECRC), the researchers and members of the ECRC agreed that the Center will require both an arts education coordinator and support staff.
Subsequently, the amount and configuration of the space was explored and it was concluded that the Center would need office space to accommodate the staff positions, Internet access, phone, fax and copying capability, and a work space. Also desirable would be a conference room for meetings and small training program.
The Office of Arts & Cultural Affairs did not have sufficient office space available to house the Center leading the Research Team to discuss opportunities for shared space with area nonprofits. The co-location of the Center in the facility of a local arts
organization that had expressed interest was explored and found to be unfeasible. Because of potential synergies between the Center and University of Central Florida College of Education in the area of Arts Integration, the University expressed its
willingness to collaborate with the Center and provide facilities for its use. These would include office space and access to a room for meetings and infrastructure in its
Teaching Academy. The Center would have access to College facilities for programs and meetings, and could hire and utilize graduate assistants to support its work, including its professional development programs in the schools and community and its arts education programs and events.
The Research Team, chair of the Education & Community Resources Committee and Terry Olson met with Dr. Tom Owens, Center for Research in Education and Sponsored Programs, UCF College of Education, to discuss how best to structure the relationship. The result was a proposal that the relationship be institutionalized in a contractual agreement between Orange County and the UCF College of Education. Under that agreement Orange County would provide a grant to the College of Education to support Orange County’s Arts Integration Initiative and UCF would collaborate with the Center on that initiative. The Center’s grant to the College to support the Arts Integration
program would become the formal basis for a far broader relationship. Below are details of the UFC College of Education proposal.
Background on UCF Arts Integration Initiatives
The University of Central Florida College of Education is deeply committed to the importance of arts education as a significant component of a complete education. The College offers degrees in Music Education and in Visual Art Education. Initial
discussions of adding a teacher certification program in theatre at the Master’s level are taking place with the Department of Theatre. The College of Education hosted the offices of Arts for a Complete Education/Florida Alliance for Arts Education from its inception in 1989 until its move to our state Capitol in 2004.
Recently, the Elementary Education bachelor’s degree program has incorporated an arts integration focus throughout its curriculum. All elementary education courses,
including reading, language arts, mathematics, science, and social studies, will integrate the arts with their content. Under the guidance of Dr. Mary Palmer, the faculty is
undergoing professional development in meaningful arts integration in order to
effectively make this program transition. Education faculty will be joined by arts faculty from across the campus to engage in reciprocal professional development. A group of 10 elementary education faculty members, led by Dr. Palmer, will participate in the 2007 Faculty Center Summer Development program at UCF. Their purpose will be to further their knowledge and skill in arts integration and to develop specific course objectives and assignments for their respective courses. Further, the UCF College of Education will participate in the Through the ARTS 2007 Summer Institute.
The College of Education Elementary Education program will work with selected public schools in their school’s change through arts integration. These schools will become sites for internships for elementary education students. Since the internship is a critical, and potentially transformational, element in teacher preparation, it is imperative that UCF students have the opportunity to experience arts integration being practiced effectively during their internships.
The development of “model” schools for arts integration is the specific point at which the agendas of the Center and of the UCF College of Education Elementary Education program intersect. UCF has committed to providing professional development to support school transformation in arts integration in selected schools; this UCF/school- based professional development program will be guided by Dr. Mary Palmer. It is anticipated that participating schools will become sites for UCF Elementary Education intern placement. It is further anticipated that the involvement of UCF interns will expand the schools’ potential for effective arts integration across the curriculum. The Center will not only support this effort, but also work with UCF to track and document over time the impact of arts integration on student achievement, student engagement, development of self-esteem, etc.
UCF/Arts Education Relationship
A partnership between the Orange County Arts Education Center and the UCF College of Education would provide a mutually supportive basis upon which the existing
foundation for arts education established by both of these entities could be developed. The College is able to provide:
• Two “cubical” office spaces within a space shared by other grants within the College;
• Wireless Internet (no charge); • Technical support (no charge);
• Telephone (pay for services, “state-rate” for long distance); • Copy machines as well as a copy center (pay for services); • FAX machine (no charge; pay for long-distance calls);
• Multiple conference rooms are available for use without charge;
• Classroom space is available for weekend use; some classroom space may be available for use during weekdays;
• Some assistance in locating potential grants and other sources of program funding;
• Strong relationships with schools throughout Central Florida; • Access to scholars and researchers;
• Opportunity to secure graduate student assistance with the work of the Center (pay for services.) While the Center would pay stipends for each graduate
assistant hired (at approximately $6,500 per semester), the College of Education would provide tuition support for each (at up to $6,000 per semester. The amount paid in tuition assistance is a percentage of overall funds available and varies according to in-state or out-of-state tuition rates.), and
• Budget reporting.
Typically, the College of Education’s overhead costs are figured at 42 percent of the total budget. However, for this project, the Research division of the College has agreed to charge an overhead of 10 percent of the budget allocated to it. The monies allocated to the UCF College of Education would be that portion of the Center’s budget related to the Arts Integration program. It would be written into the agreement, however, that the total program of the Center would be housed in the space provided by the UCF College of Education.
Building Location Contact Space Available and Costs Arts & Cultural Alliance
of Central Florida
398 W. Amelia Street - City Garage
Jim Morris, formerly the Central Florida Performing Arts Alliance
407-872-2382
The Alliance and Fringe Festival must move from their current location because of lack of space.
Bank Of America 390 N. Orange Ave Edmund Timberlake
edmund.timberlake@bankofamerica. com No space available. Boyle Engineering Building 320 E. South Street - Ground Floor
Bill Bywater, CCIM The Bywater Company 407-206-5736
1442 RSF at $22/sq.ft. No build-out required. Free parking. Full service lease (utilities included). Large enough space for OCAEC and Arts Alliance staff. $1321.83/mo. (negotiable) per tenant. One block from Office of ACA.
Capital Plaza I & II 300 block of E. Pine Street
Catherine Reeves Highwoods Properties 407-849-2604
$27-30/sq. ft. plus build-out, five year lease and parking. No subsidy because the buildings are REIT- owned and the company is publicly- traded.
CityArts Factory 29 S. Orange Ave Cassy Turiczek Downtown Arts District [email protected]
No office space available for lease in CityArts.
City of Orlando - Amelia Street Garage
Centroplex Laurie Botts-Wright City of Orlando
Real Estate Dept. 407-246-2653 [email protected] No space available. City of Orlando - Downtown Recreation Center
Centroplex Peter Effaldana, Manager Parks & Cultural Arts 407-246-3818
There is no space in the building at