HomeMy WebLinkAboutAG RPTS 2011 0816 AC REG w City of-Moo/park
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(REVISED)
•
ARTS COMMISSION MEETING AGENDA
August 16, 2011
6:00 p.m.
Moorpark Community Center 799 Moorpark Avenue
1. CALL TO ORDER:
•
• 2. PLEDGE OF ALLEGIANCE:
3. ROLL CALL:
•
4. SPECIAL AGENDA ITEMS:
5. PUBLIC COMMENTS:
6. REORDERING OF, AND ADDITIONS TO, THE AGENDA:
7. ANNOUNCEMENTS, FUTURE AGENDA ITEMS AND REPORTS ON
MEETINGS/CONFERENCES ATTENDED BY COMMISSIONERS:
8. PRESENTATIONS/ACTION/DISCUSSION:
A. Review Artist's Proposal and Budget for Public Art Piece at the Ruben Castro
Human Services Center.Staff Recommendation: Finalize recommendations
to the City Council for the Public Art Project at the Ruben Castro Human
Services Center(John Fisher will be in attendance).
B. Review and Discuss the Development of a Work Plan to Complete the Public
Art Inventory for Moorpark. Staff Recommendation: Discuss a work plan for
staff to complete the Public Art Inventory.
9. CONSENT CALENDAR:
A. Approval of Minutes for Arts Commission Regular Meeting of May 17, 2011.
Staff Recommendation: Approve as presented.
B. Approval of Minutes for Arts Commission Special Meeting of June 21, 2011.
Staff Recommendation: Approve as presented.
Arts Commission Agenda
August 16, 2011
Page 2
10. ADJOURNMENT:
All writings and documents provided to the majority of the Commission regarding all agenda items are available
for public inspection at the City Hall public counter located at 799 Moorpark Avenue during regular business
hours. The agenda packet for all regular Commission meetings is also available on the City's website at
www.cl.moorpark.ca.us.
Any member of the public may address the Commission during the Public Comments portion of the Agenda,
unless it is a Discussion item,Speakers who wish to address the Commission concerning a Discussion item
must do so during the Discussion portion of the Agenda for that item.Speaker cards must be received by the
Recording Secretary for Public Comment prior to the beginning of the Public Comments portion of the meeting;
and for a Discussion item, prior to the Chair's call for speaker cards for each Discussion agenda item. A
limitation of three minutes shall be imposed upon each Publid Comment and Discussion item speaker. Written
Statement Cards may be submitted in lieu of speaking orally for Discussion items. Any questions concerning
any agenda item may be directed to the Parks and Recreation Department at 5174227.
In compliance with the Americans with Disabilities Act,if you need special assistance to review an agenda or
participate in this meeting, including auxiliary aids or services, please contact the Parks and Recreation
Department at(805) 517-6227. Upon request,the agenda can be made available in appropriate alternative
formats to persons with a disability. Any request for disability-related modification oraccommodation should be
made at least 48 hours prior to the scheduled meeting to assist the City staff in assuring reasonable
arrangements can be made to provide accessibility to the meeting(28 CFR 35.102-35.104;ADA Title II).
F..
City of Moo/parI
Artisto
'.q eo "^ PARKS, RECREATION 8 COMMUNITY SERVICES DEPARTMENT
799 Moorpark Avenue,Moorpark, California 93021 (805) 517-6227 fax(805)532-2550
City of Moorpark )
County of Ventura ) ss.
State of California )
I, Patty Anderson, Administrative Assistant of the City of Moorpark, County of Ventura,
State of California, do hereby certify under penalty of perjury that I posted a copy of the
agenda for the regularly scheduled meeting of the Moorpark Arts Commission,
scheduled for August 16, 2011, to commence at 6:00 p.m., located at
Moorpark Community Center
799 Moorpark Avenue
Moorpark, CA, 93021
Executed this 10th day of August 2011, at Moorpark, California.
Patty Anderson
Administrative Assistant
Parks, Recreation & Community Services Department
JANICE S. PARVIN KEITH F. MILLHOUSE ROSEANN MIKOS,Ph.D. DAVID POLLOCK MARK VAN DAM
Mayor Mayor Pro Tern Councilmember Councilmember Councilmember
ITEM RI-,
CITY OF MOORPARK
MOORPARK ARTS COMMISSION
AGENDA REPORT
TO: Moorpark Arts Commission
FROM: Hugh R. Riley,Community Services Director
DATE: August 4,2011 (Meeting of August 16,2011)
SUBJECT: Review Artist's Proposal and Budget for Public Art Piece at the
Ruben Castro Human Services Center
BACKGROUND
The Moorpark Arts Commission has studied the plans for the new Ruben Castro
Human Services Center(RCHSC)as a location for public art as part of the City's
Art in Public Places Program.On March 2, 2011, the City Council approved the
Commission's Request for Qualifications (RFQ) and authorized a proposal
review process for the Commission to prepare its recommendation to the City
Council for the selection of an artist for the project.
As a result of the RFQ,the City received responses from 46 different artists from
across California. Staff review of the applications resulted in the elimination of six
that were considered non-responsive or incomplete. The 40 remaining
applications were examined by each Commissioner and by the Assistant City
Manager (the Committee). Each reviewer ranked their ten preferred applicants.
Those lists were compared and the ten artists receiving the most votes were
placed on a short list and presented to the entire group for further consideration.
At their regular meeting of May 17, 2011, the Committee developed a list of four
finalists that were invited for an interview. Interviews were arranged at Special
Commission Meetings on June 8 and June 16. John Fisher was selected to be
recommended to the City Council as the project artist.
On July 20, the City Council awarded the project to John Fisher and authorized
the City Manager to sign an Agreement for Artistic Design, Fabrication, and
Installation Services, with costs to include all expenses, not to exceed $138,000
and subject to final language approval by the City Manager and the City Attorney.
1
Arts Commission
August 16, 2011
Page 2
The artist selection was approved with the condition that staff provide the City
Council with additional details concerning the art work and the budget for the art
piece.
DISCUSSION
Staff has received the formal proposal and project from John Fisher(Attachment
1). Fisher is proposing a sculpture from a solid block of Texas Limestone
measuring 4 feet square, ten feet high, and weighing approximately ten tons.
The Commission is asked to review the proposal and consider the following
issues:
1. Location of the sculpture on the RCHSC site
2. Final design for the piece
3. Message or theme to be inscribed around the base, if any
4. Schedule for the work
Staff and Mr. Fisher have met with the RCHSC Project Design Team to discuss
siting options, footing design, delivery, installation procedures, and integrating
the timing of the art project with the overall RCHSC Project Schedule
(Attachment 2). Staff will present the Design Team's recommendations as part of
the Commission's discussion.
STAFF RECOMMENDATION
Finalize recommendations to the City Council for the Public Art Project at the
Ruben Castro Human Services Center.
ATTACHMENTS:
1. Proposal from John Fisher
2. RCSC Project Schedule
2
•
Attachment 1
Moorpark Sculpture Budget and Description of Proposal
the sculpture I propose to carve For the Ruben Castro Heath Human Service Center is a grouping of
individuals,all of whom might frequent the Center.They will be life size figures emerging from a block of
Texas Limestone 4'x 4'x 10'weighing approximately 10 tons at the beginning.Included along with the
sculpture would be 3 apricot pit benches.
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can come down soon to meet with you and answer all your questions.l plan on driving down on the 15th
of August and can be in Moorpark early on the 16'^.I will he available for several days if need be.Then I
must get back home.
I am scheduled to teach at the end of August and from the 12.17t of September In Washington State.After
that date I am free to run with this project right through to the end with the dedication for the building
and the sculpture by the end of January.
The acquisition of materials must start in the quarries(end of September). I need to see the blocks
available and choose the right stone for the job. The raw block from the quarry will need a bottom surface
cut to insure it will sit vertically.This is the time to purchase stone-for the benches as well Which may
need a few cuts. This trip I anticipate will take five days.I will coordinate transportation to Moorpark.
My next trip would be to come down to Moorpark to meet the truck to off load the block and any addition
stone at the site.During that next week we would install the block and try to do outreach to the schools
and the community to launch the project publicly.
We will return home to pack up and come down to Moorpark by the beginning of November with all haul
carrying all my tools and equipment ready to start the event We will work closely with you to publicize
the event We will provide schools with an information packet with ideas on how to work the project into
their curriculum.I will be available to speak at public forums and give presentations of my portfolio and
creative process.Sandy and I will need to find an apartment as closeRo the work site as possible.Perhaps
you have information you could forward to us about possible housing options.We will be working with
you and in the community for months.
spoke with you about installing the stone early on in the building project while access is still easy(mid
Oct). We will want to time the carving so as to not interfere with construction,but before everything is all
3
cleaned up and landscaped.I see a time when the outside is almost done and interior has still more work
to do,for beginning the carving.(Nov.Dec and Ian)
The initial part of the carving is messy.I do a nightly clean up so that NO stone is left on the ground at
night.To that end I need to have a place to dump the stone and a 4x8 foot storage area to keep my tools
and air compressor at night.I work from early in the morning 6:30 am to 6:30 pm.Working Limestone I
will be able to do much of the work by hand which will make very little noise in those early hours.By the
time people get up and start coming to the site I will have accomplished a good share of the day's work
and can take some lime off to interact with people and answer questions. Sandy will be them to help keep
people at a safe distance and talk to them aboutthe project I usually work 7 days a week for maximum
availability to the public who may only have one day of the weekend off.If you have events that you wish
us to attend and present the project just let us know.I will take out special liability insurance for the
months of the carving event
We will have to talk with your engineers,but in the Norwalk the city engineer approved the use of
Stainless Steel Anchor bolts placed horizontally coming out of the block at the base and encased in a collar
of reinforced concrete.
COLLAR f/B CI //
' STAINLESS ANCHOR. BOLTS
}REINFORCED CONCRETE FOUNDATION
BAR COMING FROM BELOW TYING IN ANCHOR BOLTS
LOCK
ANCHOR BOLTS
1 -fie ,T
HORIZONTAL BAR
ON TOP OF ANCHOR BOLTi
BAR COMING UP FROM FOUNDATION
4
Getting the children and elderly to the site is so important that busing and temporary seating will need to
"Ve arranged.I put busing in the budget because schools and senior centers do not have the funds
available.Publicity is key to having a successful event I speak with groups for a half hour,followed by a
question and answer period. Sandy will be helping to coordinate all this.
We will be documenting the entire project and produce a hardbound book for you to have.
In the final phases of work the mess becomes less and less and the public can come closer to the work. By
this time we have actually gotten to know many of you and as the sculpture comes into focus there is more
to see and talk about At the end it is time to clean up,pack up and say our good-bys.
Budget
Materials Costs:
Stone - $ 5,000.00
Cuts $ 1,000.00
Transport $ 4,000.00
Crane services unloading truck and installation of block $ 3000.00
Stainless Steel anchor bolts and other hardware $ 350.00
Rue - $ 100.00
Production Costs:
Up coming trip to discuss contract and site preparations:
Car rental/gas $ 550.00
Hotels $ 250.00
Meals $ 175.00
Trip to quarries/oversee cutting of stone:5 days/end of September
Flight $ 500.00
Car Rental/gas $ 500.00
Meals $ 350.00
Trip to install block/start publicity:One week/early to mid October
Night $ 500.00
Car Rental/gas $ 600.00
Hotel $ 800.00
Meals $ 400.00
5
Production in Moorpark:estimated 3 months/Nov.-Jan 2012
U-Haul to move all my tools including air compressor to Moorpark and home again $ 1,800.00
Apartment rental while in Moorpark est 3 months - $ ..6,000.00
Meals - $ 3,000.00
Liability Insurance $ 2,500.00
Car Rental/Gas $ 3,700.00
Publicity/Buses/Documentation $ 10,000.00
Review Design and construction team $ 1,500.00
Artist Fee/Sandy and I $ 80,000.00
Sales Tax $ 6,200.00
Miscellaneous $ 5,000.00
TOTAL $137,750.00
•
We would like a$50,000 deposit to cover all production costs,and the remaining $87,750.00 upon
Satisfactory completion of the project.
6
W 4v
RUBEN CASTRO HUMAN SERVICES CENTER
PROJECT TIMELINE&MILESTONES
^ Attachment 2
PT-002 ,MI 08SEP10A 08SEP10A - Real FE Review with City[Oesignl
•
PT-004 Final FE Coordinated by BBB a 13SEP10A 13$EP10A -PT-002 IFinal FE Coordinated by BBB]Oesten]
PT-006 Plans Approved for Permits(Design] 14SEP0A 14SEP10A _PT-004 =Plans Approved for Permits(Design]
City Approval to Advertise[Design] 1 15SEPIOA 15SEP10A PT-006 ZCBY*Proval 10 Advertise(Design!
Bid Coos Ready for Printing[Design] I 225EP10A 22SEP10A PT-008 IBM Does Ready for PNnting[Design]
BAlding and Award
PT-102 Advertisement el[Bid&Award] 3 2ISEPIDA 23SEP1OA PT-OW,PT-010' /Advertisement/ft[Bid&Alsard]
PT-104 Advertisement 52[Bid&Award] 1 28SEP10A 28SEP10A PT-102 IMvMlaement#2[Bid&Awatrp •
PT-106 Job Welk el [Bid 8 Award] 1 28SEP10A 28SEP10A PT-104 IJab Walk#1[Bid&levarill
PT-108 Job Walk#2-If Needed[Bid&Award] O50CT10A 0500T1OA PT-ICE %Job Walk N2-NNeeded]Bld&'
. PT-110 RF18 Substitution Request Cut O6[Bid 8 Award] I2OCT10A I20CT1 OA ,PT-106,PT-108 KIM&Substihdion Request Cut Oft :Id 8 Award]
—_ - u_. d&
PT-112 Addendum#1 IBM BAwardj 140CT10A 140CT10A PT-110 IAdd01dla1r#108M8AWerd7
PT-114 Bid Opening[Bid&Award] 21OCT10A 210CTIOA PT-112 laid Opening[Bid&
ed
' PT-118 Review/Evaluate Bids[Bid&Award} 220CT10A 260CT10A PT-114 /Review/Evaluate Bids[Bid& ]
' PT-118 County Board of Supervisors Mig[Bid 8.Award] IIJANIIA 11JAN11q PT-116 ICOUtdy BQettl Ol SUpp eery M1tg[Bltl&Awettl] •
PT-119 City Council Meeting[Bid&Award] 19JAN11A 19JAN11A PT-1t8 ICIty Couhcu Meeting :Id&kaard] _
_-___
PT-120 Issue Award Letters 8 Contracts[Bid 8 Awaml' me 20.1AN11A 20JAN11A PT-118,PT-118 *Issue Award Lager Contracts[Bid&AweM]
Contract Timeline
PT-202 Projected Notice To Proceed(Grading) 0 28FEB11A PT-120 *Projected N. ..lb Reseed[Oradea)
' PT-204 origin. • I.. • radon[ w •l. .a I, I 28FEBIIA 27FEB12 0PT-202' 0r101
Milestones•Phase l •
•
PT-300 Ground Breaking Ceremony[P1 Milestone] IIFEBIIA PT-202 •around Breaking ' .remony[PIBNstone1
P1302 Start Construction[P1 Milestone] 25FEB11A PT-202,PT-300 *Stall Cooskucti [P1 Milestone]
FT-304 Complete Early Site Development[P1 Mlhesstonel UI FEB12 -36 PI-166' Complete Early Si' Developmrd[P1 MINstone]+
PT-306 Complete Building A[P1 Milestone] 28FEB12 34A-812' C nrplate Buil4ing A[PI Milestone]* '
PT-308 Complete Building B[P1 Milestone] 06MAR12 -39 8-912' v Omplete Bul Intl B[P1 Milestone]* '
PT-310 Complete Stte Finishes[P1 Milestone] 15MAR12 -13 P1-274' C mplete Site Finishes[P1 Milestone*
Milestones-Phase 2
PT-402 Start Catholic Chanties Move[P2Milestonel 07MAR12 -39 P2-002',PT-306,PT-308' Start Cat olio Charities Move[P2 Milestone]!
PT-404 Start Phase 2[P2 Milestone] 09MAR12 -39 P2-002,102-004* Start Phase 2[P2 Milestone*
PT-406 Complete Phase 2[P2 Milestone] 24APR12 Al P2-022' Complete Phase 2[P2 Milestone]
PT-408 COMPLETION[P2 Milestone] 24APR12 -41 CO-002,CO-004,CO-006, • COMPLETION]P2 Milestone]
DELAY-IMPACT-COORDINATION ISSUES
Rai _. r.ft,,. '
R-001 Rahn/Mud Days 13118-329] MI 18MAR11A 29MARI1A PT-302 /Rain/Mud a vs[31t8-3128]
Start Date 05SEP10 IP07 Sheet 1 W19
Finish Date 24APR12 CASTRO HUMAN SERVICES CENTER barn I mart
Data i Deta o.fe ol,luul
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PROJECT: JULE[OB/30/11]
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ITEM S. E
CITY OF MOORPARK
MOORPARK ARTS COMMISSION
AGENDA REPORT
TO: Moorpark Arts Commission
FROM: Hugh R. Riley, Community Services Director
DATE: August 10, 2011 (Meeting of August 16, 2011)
SUBJECT: Review and Discuss the Development of a Work Plan to
Complete the Public Art Inventory for Moorpark.
DISCUSSION
The Arts Commission's Public Art Subcommittee (Amador-Puckett) completed
some preliminary work on a Public Art Inventory over the past year. The
inventory includes existing art sites and site opportunities for existing and new
City Public Facilities and sites on private commercial properties. In an effort to
properly plan the use of public art at these sites, Staff is recommending that a
work plan to complete the Inventory be developed.
Although staff has not been authorized to begin work on a Public Arts Master
Plan, the inventory would be a logical first step to help guide decisions for public
art at existing and proposed public facilities including the Police Services Center,
Arroyo Vista Community Center, Civic Center and Library and the High Street
Post Office.
Staff has provided summaries of three Art Plans from surrounding cities for your
Information. The plans are from the City of Burbank, City of Ventura, and City of
Thousand Oaks. The summaries provide some examples of public art inventories
and discussions of policies regarding art at public facilities.
STAFF RECOMMENDATION
Discuss work plan for staff to complete the Public Art Inventory.
a
Arts Commission
'tAugusj.16, 2011
Page 2`
ATTACHMENTS:
1. Burbank Cultural Arts Plan
2. Ventura Cultural Plan
3. Thousand Oaks Draft Cultural Arts Review
9
Received
'HAY 192010
tosistainatrivianagaisoince
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INCORPORATED 1911
Burbank Cultural Arts Plan
June 2009
City of Burbank
Park, Recreation and Community Services Department
275 East Olive Avenue
Burbank, CA 91510
818-238-5300
Facilitated&Prepared by:
Allison Sampson Management Consultants
Allison Sampson,Principal
With Karen Constine,Senior Partner
www.allisonsamoson.com
10
Burbank Cultural Arts Plan
TABLE OF CONTENTS
L ACKNOWLEDGMENTS 1
IL INTRODUCTION 2
M. VISION STATEMENT 4
IV. EXECUTIVE SUMMARY 5
V. THE PLAN&IMPLEMENTATION 8
VI. CONCLUSION 9
VIL APPENDIX 11
Appendix A:Participants,Stakeholders,Meetings
Appendix B:Cultural Arts Asset Inventory List
Appendix C:Draft Venue List
Appendix D:Goals and Strategies Work Plan
Appendix E:Draft Future Program/Initiative List
Appendix F:Data Collection
Appendix G:Burbank Cultural Arts Planning Initiative Process Calendar
The Table of Contents listed above is for the entire document. Only part of the
document is being presented with this report:
• Introduction
• Vision Statement
• Executive Summary
• The Plan and Implementation
• Conclusion
11
City of Burbank
Cultural Arts Plan—June 2009
II. INTRODUCTION
Burbank Cultural Arts Planning Initiative
In the spring of 2005,.the.Los.Angelus Arts cone ssion_(Arts Commission)selected_the
City of Burbank to participate in the County's Municipal Cultural Planning Initiative, funded by
the National Endowment of the Arts and the Los Angeles County Productivity Investment Fund.
The Arts Commission supports cultural planning for municipalities in order to build community
consensus, maximize cultural assets, and resolve cultural/neighborhood development issues. A
key priority for this initiative is to build upon work the Arts Commission has already undertaken
with select County municipalities and school districts through its Arts for All Blueprint for Arts
Education,which is restoring sequential K-12 arts education in all public schools.
Burbank was selected as it is a vibrant school district partner in Los Angeles County's"Arts for
All" program and is committed to providing quality art experiences for its residents. The Arts
Commission hired Allison Sampson Management Consultants to facilitate and support
Burbank's cultural planning process.
To begin, City of Burbank staff recruited and appointed a Cultural Arts Planning Committee
(Planning Committee) drawn from a wide-range of arts, civic, business, government and
educational stakeholders. This outreach resulted in the active involvement of many senior level
City representatives including the City Manager's Office, Park, Recreation and Community
Services and Community Development Departments, as well as stakeholders from the Burbank
Unified School District, property and business owners, arts nonprofits and philanthropic
community. Ultimately, a broad-based Planning Committee was appointed and included
representation by individual artists, performing arts and fine arts organizations, government,
entertainment entrepreneur, higher education, business owners and entertainment industry
corporations based in Burbank including Disney and Warner Bros.
From the stag the Planning Committee was very enthusiastic, creative and hands-on, with high
levels of attendance throughout the nine months of six,three-hour planning sessions hosted by
the City of Burbank at their new Community Services Building. Their early work together also
resulted in the preparation and creation of Burbank's first Cultural Arts Asset Inventory List[See
Appendix B]. Applicable parts of this asset inventory are already being incorporated into the
City's first searchable arts venue website [See Appendix C] that will be available for public use
sometime in 2009/2010.Another immediate benefit of the planning process was the introduction
of arts' advocates and community business members to one another and their nine-month
continuing dialogue about the importance of the arts in various facets,including that arts are vital
to Burbank and its residents' quality of life, and the importance of the arts to cultural tourism,
arts education,and economic development.
An important part of their frequent dialogue surrounded the economic importance of the arts.
The Planning Committee firmly believes that every dollar spent in the arts is highly effective for
providing family activities, business generation and tourism, and a general improvement in the
quality of life in Burbank. Once implemented, the Burbank Cultural Arts Plan will stimulate
both economic and social returns on this investment of time and resources. The Planning
Burbank Cultural Arts Plan Page 2
12
City of Burbank
Cultural Arts Plan-June 2009
Committee has already recommitted to continuing communications far beyond the planning
process.
In 1991, Burbank successfully led a cultural arts planning effort that resulted in the relocation of
the-Colony-"theatre-to-a-public perrn e-space in-Burbankthe-startof-Burbank's-Arts-in
Public Places program and the reopening of the Starlight Bowl.
Although City Manager, Mary .1. Alvord, retired during the planning process, Ms. Alvord's
vision that the arts are a priority in Burbank was instrumental in the success of the 1991 Cultural
Arts Plan and in this new three-year plan. Midway in the process, Michael Flad came aboard as
the new City Manager and continues the support of his predecessor. Additionally, the Burbank
City Council expressed support for the arts and the 2008-2009 cultural planning initiative
through a legislative action and also by appointing Councilmember Anja Reinke to the Planning
Committee.
Further, during the 2007 City Council Goal Setting process, the City Council requested staff to
research the potential of developing a Cultural Arts Commission.On February 5,2008,City staff
reported back to the City Council on the fifteen (15) Southern California cities surveyed
regarding art commissions. The City Council was in support of developing such a commission
and directed staff report on the establishment of a Cultural Arts Commission. Concurrently, the
opportunity was presented to the City of Burbank to participate with the Los Angeles County
Arts Commission Municipal Cultural Planning Initiative.
A public hearing was also held in March 2009 to share information about the Plan and obtain
feedback on the community's art priorities and needs.
As a result of this broad based participation and perspectives,the Planning Committee articulated
four goals of the Cultural Arts Plan:
• Cultural Arts Leadership
• Support of the Arts
• Arts Education and Access
• FacilitiesNenue Optimization
Current Context Considerations
As the nine-month planning process concluded, the Planning Committee noted that many
positive and challenging developments had occurred during their time together. A brief SWOT
(Strengths, Weaknesses, Opportunities and Threats) analysis facilitated by the consultants
revealed that there were many more strengths than weaknesses to the implementation of
Burbank's Cultural Arts Plan.For example,the partnership and team spirit between the City and
its Planning Committee is functioning well and gives the Cultural Arts Plan a high degree of
probability to achieve full implementation within three years.
Further,Burbank's planning process was launched with a strong foundation due to many factors.
As an "Arts for All" educational district partner, Burbank enjoyed a strong base for its arts
Burbank Cultural Arts Plan Page 3
13
City of Burbank
Cultural Arts Plan-June 2009
education leadership. Overall, Burbank's high level of interest in the arts and its desire to
positively impact youth and their families through the arts,as well as understanding the arts as an
attractor for business and tourists,are strengths within the planning context.
One;o€the challenges faced during-the plmming-process-was-the-rapid-economic-decline.-Taking
this challenge into consideration, the Planning Committee was very clear that preserving and
building the arts was more critical than ever to artists, local cultural institutions and area
residents.
At the same time, the Cultural Arts Plan is also one of realism and recognizes that during this
time, it is less likely that additional City staff will be dedicated to implementing the Cultural Arts
Plan. Rather, the Plan focuses on utilizing existing resources to gain support for the arts.
Acknowledging the competition for resources in the City,business and philanthropic sectors,the
overarching themes throughout the Cultural Arts Plan are:
• Identification of opportunities for collaboration and partnerships;
• Communications and outreach about the benefits of the arts;
• Enhancing the marketing of the arts in Burbank locally and regionally;
• Integration of the arts into all forms of civic planning;and
• Seizing all opportunities to recognize Burbank's potential as a major regional force
in the creative economy.
See Appendix A for Participants, Stakeholders and Meetings.
See Appendix B for Cultural Arts Asset Inventory List.
III. VISION STATEMENT
Burbank Cultural Arts Plan Page 4
14
City of Burbank
Cultural Arts Plan—June 2009
IV. EXECUTIVE SUMMARY
The following is an executive summary of major proceedings of the Planning Committee and its
resulting goals. In the Appendix section of the Cultural Arts Plan, detailed information is
provided including Cultural Inventory'Asset-Fist;data,o lleetiotw-as Faas-a6etailed
work plan for the goals, strategies, parties responsible and milestones for Burbank's Cultural
Arts Plan.
Survey Discussion
During the process, the facilitators led several discussions regarding surveys, assessment and
data collection as it relates to cultural planning in the field today. The Committee reviewed
several handouts about Burbank-specific data including:
• Demographics provided by the Chamber/City website
• Employers provided by Chamber website
• Industry clusters provided by Chamber and American for the Arts
• City services provided by the City of Burbank
During these discussions, it was agreed that data and assessments will help with an overall
understanding about what is happening in Burbank today,and for future goal-setting within the
new Burbank Cultural Arts Plan. In the cultural planning field today,there are many options to
surveying and assessment, which include: surveying grantees, determining resident usage
patterns of the arts,public forums,hiring pollsters,acquiring resident opinions regarding the arts,
stakeholder interviews, town hall meetings, organizational surveys and workshops, and
comparisons with other cities, etc. For this process, the Committee decided to utilize existing
data including gathering information from Burbank's Property Based Improvement Districts (P-
BIDs), audience surveys from the Starlight Bowl, information provided by the City's
Community Development Department, Burbank's arts grantees supplied by the Los Angeles
County Arts Commission and utilization of their own cultural arts asset and venue inventory lists
they have internally developed.
For clarification, the City of Burbank currently does not have a cultural arts grant program. A
Perform Arts Grant Program was implemented in 1993 to actively foster,develop and assist with
funding for performing arts in Burbank. The program encouraged arts participation and
experiences by and for all members of the public, and ultimately enhanced the quality of life
within the City of Burbank.The grant program was discontinued in 2003 due to budget cuts.
Survey Highlights
1991 Cultural Arts Plan
Under the direction of the City Council in 1990-91,a Cultural Arts Task Force was formed and
comprised of representatives from the City, Burbank Unified School District, Chamber of
Commerce and stakeholders. The goal of the Task Force was to "complete an integrated arts
master plan which addresses facility, programs and financing issues related to performing and
fine arts." Direct results of this plan included: the development of the Art in Public Places
Burbank Cultural Ms Plan Page 5
15
City of Burbank
Cultural Arts Plan—June 2009
Program, the reopening of the Starlight Bowl, and the relocation of the Colony Theatre to a
public performance space, the Burbank Center Stage. This 1991 plan was shared with the
Committee for information and to be utilized as an assessment tool.
Burbank!aP..BIDs,-Chamheranteitr-Information
As part of the survey process,the Committee looked closely at City demographics, top
employers and industry clusters, business and tourism data as well as conducted an extensive
group-generated cultural arts inventory and venue identification process. This information is
shared in later parts of the document.
New Survey Data
The.Committee agreed that they would wait until they further explore goals formation and
strategies setting before deciding what surveys,research or other information might be gathered
externally. Some of this work may be conducted during the implementation phase after the
Cultural Arts Plan is adopted.
The group also discussed other cities' cultural plans and their survey and assessment techniques
including work conducted in Santa Monica,Pasadena and Los Angeles.
Cultural Arts in Burbank
The Committee defined arts and culture in the City of Burbank to include the following:
o Animation
o Art in Public Places
o Art therapy
o Art walk
o Arts education
o Community arts
o Ethnic arts
o Film festival
o For-profit hybrids such as Wax Poetic(hair salon and gallery)
o Galleries
o Media Arts
o Media,Entertainment and Studios—Burbank is the Media Capital
o Performing arts—e.g.,dance,theater arts,music including inst u nental and vocal
o Philanthropic organizations such as The Burbank Arts Education Foundation
o Showcases
o Visual Arts
Burbank Cultural Arts Plan Page 6
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City of Burbank
Cultural Arts Plan-June 2009
Burbank's Creative Sector
Creative sector-centric business plays an important role in Burbank's economic vibrancy.
Businesses such as studios, production houses, animation facilities, new media, film and
television pre-and fort produet oiy advetrtiang;arts kboalwand s tvtces,-MtdtrUpasiwniffiwant
part of the business clusters in this City of more than 100,000.Burbank's workforce of 100,000
includes at least 60 percent that are media-related. Some of the leading employers in Burbank
include The Walt Disney Company,Warner Bros.Entertainment and NBC/Universal.
Today, creative industries are being sought after and encouraged by various cities and counties
for a variety of reasons including economic development and job creation, cultural tourism,
creating more vibrant and diverse communities. Specifically,urban areas that often prosper have
strong creative industries.The drivers of prosperity are often artists, musicians, writers,
filmmakers, producers, fashion designers, creative thinkers, etc. This environment, in turn,
attracts more creative people,as well as businesses and capital.
The importance of the creative industry to Burbank Planning Committee was frequently
acknowledged throughout its many meetings.
See Appendix Ffor other Data Collection and Top Employer Information.
Summary of Attractions
Burbank offers a diversity of entertainment, cultural arts, and historical sites and attractions
including:
Magnolia Park Area - Known for its small-town feel, tree-lined streets and Eisenhower-era
storefronts.Central to the community are its unique shops,boutiques,corner markets,occasional
chain stores and eateries.
Downtown Burbank-Attracting over 10 million visitors annually with over 80 different kinds
of restaurants and eateries; 30 movie screens,and over 200 shops.
The Media District - Much of Burbank's economy is based on the entertainment industry.
While Hollywood may be a symbol of the entertainment industry,much of the actual production
occurs in Burbank Many companies have headquarters or facilities in Burbank including:The
Walt Disney Company,ABC,NBC, Cartoon Network,Nickelodeon,New Wave Entertainment,
Warner Bros Music Group,and Warner Bros Studios.
Studio Tours-Burbank is best known for its film and television studios including NBC Studio
Tours, where "The Tonight Show with Jay Leno" originates. Also, the Warner Bros. Studios
V.I.P.Tour showcases the many facets of movie and television production.
A few prominent points of interest-The Bob's Big Boy in Burbank (est. 1949) is the oldest
remaining Bob's Big Boy restaurant in America; Starlight Bowl; and American Animated Film
Society Museum.
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City of Burbank
Cultural Arts Plan-June 2009
Nearby Attractions-The City of Burbank is located close to many of Los Angeles's regional
attractions including the.Hollywood Bowl, Universal Studios,the Annual Tournament of Roses
Parade,Max Theatre,Ford Theater,Norton Simon Museum,Pacific Asian Museum,Gene Autry
National-Center;-Dodger-Stadiums Griffith-Park including-the Los..-Angeles-Zoo,-{iriffith
Observatory, Greek Theater along with horse and hiking/mountain biking trails, and the Los
Angeles Equestrian Center.
Cultural Arts Inventory
As part.of the planning process,the Committee identified cultural arts resources within the City
of Burbank. This work has been organized into a comprehensive Cultural Arts Asset Inventory
List of the.City's public and private cultural arts assets,as well as its nonprofit organizations and
arts education programs and institutions. The preparation of this list was informative to the
overall planning process and has been incorporated into the implementation phase of the Plan:
Along with providing the Committee and public with its first comprehensive Cultural Arts Asset
Inventory List,the City has initiated the creation of a Burbank Cultural Arts Directory that will
be made available to the public. The directory will be created in calendar year 2009.
Additionally,-the list serves as a new information tool for marketing purposes,for the promotion
of the City's rich cultural arts assets and for cultural tourism.
Further,the Cultural Arts Asset Inventory List's preparation was constructive in verifying where
venues and programs were underdeveloped or may be encouraged in the future. For example,
visual arts venues were not identified to be plentiful in Burbank. Thus,the Committee produced
an initial draft of the venue list, focusing on the identification of potential private spaces that
might host cultural arts events in the future. Arts venues included bookstores, studio spaces,
restaurants,theatres,etc.The venue list will be completed in the implementation phase.
See Appendix B for Cultural Arts Asset Inventory List and Appendix C, Venue List[Draft]
V. THE PLAN&IMPLEMENTATION
The Planning Committee embarked on goal and strategy formation for the Cultural Arts Plan
after completing an assessment and survey phase, which also concluded with the creation of
Burbank's first comprehensive Cultural Arts Inventory Asset List. Through an interactive
process of large group formal meetings and small group working sessions, the Planning
Committee developed the following goals to reflect the values, vision and accountability for
implementation of the Cultural Arts Plan over the next three yeard.These goals include:
Goal#1
CULTURAL ARTS LEADERSHIP
To formalize cultural arts leadership for Burbank,to provide cultural arts stewardship for
Burbank,and to implement and monitor the four goals of the Burbank Cultural Arts Plan.
Burbank Cultural Arts Plan Page 8
18
City of Burbank
Cultural Arts Plan—June 2009
Leadership structure will be an advisory committee, with the primary function of plan
implementation oversight,ambassador and advocate for the arts, and connecting the arts
to resources.
,Goal#2
SUPPORT OF THE ARTS
To stimulate cultural arts support, awareness and arts participation by promoting arts
organizations, programs, and the broadest possible collaborations to better serve the
Burbank region.
For example,the strategies within this goal encourage using contemporary technology as
methods of communication(e.g.,e-newsletters,online databases,viral marketing,etc.)
Goal#3
ARTS EDUCATION AND ACCESS
To extend Burbank's commitment to provide access and equity of all arts disciplines to
every generation in the City and region.
This goal is focused on students of the arts, of all ages, differentiated from Goal #2
concerning audience participation or patrons of the arts.
Goal#4
FACILITIES/VENUE OPTIMIZATION
To improving the use of existing facilities, and create opportunities for all forms of arts
presentations in the existing spaces and facilities.
Specific implementation strategies, responsible parties, timelines and milestones that support
these four goals are found in a document called Goals and Strategies Work Plan. The Work
Plan is designed as an external document to be circulated among all stakeholders and to be for
utilized by the proposed Cultural Arts Advisory Committee,which will provide stewardship
tool the plan going forward. The Work Plan serves as tasks reminders,
tracking mechanism.The document also provides specific directions on future external milestone
reporting to the appropriate governmental bodies including the City Council and the Park,
Recreation and Community Services Board.
See Appendix D: Goals and Strategies Work Plan for complete goals, strategies and work plan.
VL CONCLUSION
Given funding restraints in this economic climate, the goals of the Plan are both ambitious and
realistic. To achieve a full integration into all sectors of Burbank, the champions of the Cultural
Arts Plan must be relentless about communicating the benefits of the arts. The challenge for
Burbank and a proposed Cultural Arts Advisory Committee is to follow through on its goals and
Page 9
Burbank Cultural Arts Plan
19
City of Burbank
Cultural Arts Plan—June 2009
enjoy the momentum of success,thereby maintaining the high level of participation experienced
throughout the planning process.
Ensuring that goals remain concrete,matched with timelines and accountability for achieving the
goals, will eventually help attract more..funding towards-the-arta in Burbank, resulting in a
greater launching platform for a long-term arts sustainability plan as the economy recovers.
Burbank Cultural Arts Plan Page 10
20
THE 2005 VENTURA CULTURAL PLAN:
Creating California's New Art City
Weaving culture into every aspect of life"
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TABLE OF CONTENTS
Executive Summary 5
Summary of Policies and Actions .....................................: 11
Planning Process 15
Defining the Vision: Authenticity and Collaboration 19
Policies,Actions and Initiatives 21
Policy One: Heritage and the Built Environment 23
Policy Two: Cultural Infrastructure 33
Policy Three: Public Awareness 45
Policy Four: Lifelong Learning 55
Police Five: Access and Involvement 63
Policy Six: Resources and Funding 71
Implementation 79
Planning Participants 85
The Table of Contents listed above is for the entire document. Only part of the
document is being presented with this report:
• Executive Summary
• Summary of Policies and Actions
• Planning Process
• Defining the Vision: Authenticity and Collaboration
• Implementation
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EXECUTIVE SUMMARY
Flash-forward-ten years:to--2015.Downtown-Ventura's.Cultural.:District is-home.to-a-lively
center for the arts. Artists are residing in an innovative live/work space that is sensitive to
their creative process and variable incomes. Arts education programs have been fully
integrated into the curriculum of our schools and all children can explore their innate artistic
talents. Ventura's unique cultural heritage is celebrated by the community in festivals that
reflect each neighborhood's character.
A fantasy? Not necessarily. All of these visions can become a reality when the goals of The
Ventura Cultural Plan 2005: Creating California's New Art City are realized over the course of
the next decades
Why Another Cultural Plan?
I the last cultural plan, adopted by City Council in
1992, helped shape Ventura's cultural landscape
g into what it is today. In the intervening twelve years,
t I:vv the community has changed significantly. Many of its
r ` m... , cultural needs have evolved, opening the door for
the Ventura Cultural Plan 2005.
0
Based on the success of the previous plan, arts
gleaders in the community are committed to the belief
to
- that the planning process can make a positive
tom` ' �"e:; change in our city's cultural landscape. The focus of
?. -- this plan is to build the arts infrastructure of Ventura
"R?"-' as the foundation of a healthy arts ecosystem. A
-` -- strong cultural infrastructure includes PLACES for
arts creation, sales, exhibition, performance, rehearsal, living; PEOPLE, including artists,
audiences, patrons; and ORGANIZATIONS to produce, support and present art.
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Nurturing Authenticity
The 21815 Cultural Plan includes six keypplicy areas, each with its.own_set,of action-items.
Because the plan is so closely tied to the community,a focus on authenticity and a desire to
nurture Ventura's own unique cultural identity emerged as core values as it began to take
shape. Focus group participants repeatedly expressed their desire to see the cultural
infrastructure grow while respecting and paying homage to existing assets and underlying
culture.
Part of this emphasis on authenticity included
taking a comprehensive approach to culture, one
that weaves together the broad fabric of the �,�,; - :g
community– artists, architecture, culture, history �"- m
and the environment. Ventura's surf culture,.e
natural beauty, agricultural roots, mission era
founding and eclectic mix of architecture.were
amongst the elements recognized as integral to
the community's identity.
The authenticity of our cultural community was such an important factor in all of the public
discussions that staying true to Ventura's identity was designated as policy number one in the
plan: build and preserve a city that is reflective of Ventura's heritage and aspirations.
The plan suggests doing this by not only enhancing the quality of the built environment but
also supporting initiatives that enhance, preserve and celebrate Ventura's cultural and
heritage resources. Strategies for doing this focus on historic preservation efforts as well as
encouraging festivals and events that allow Venturans to embrace the diverse cultures and
histories that have shaped.the City.
Also paying homage to Ventura's authentic character was the second policy area: support
Ventura's cultural infrastructure—people, places and organizations. The introduction to
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this policy area states, "The arts and humanities are now being seen as tools for civic
engagement and our cultural organizations as promoters of social capital;part of the glue that
holds.our.communities togetlleC_Sepausethe arts help to define and communicate Ventura's
culture it is important that those working in the creative sector are provided with both the
tangible and intangible resources they need to work and thrive.
Elevating Arts Awareness for All
During the planning .:process, steering committee members and workshop participants
repeatedly emphasized what they termed the "disconnect' between local audiences and
Ventura's now substantial cultural offerings. A result of this concern is policy number three:
create broad-based public awareness of local and regional cultural offerings and
amenities.:This policy expresses the desire to see increased participation in the arts and
culture across the entire spectrum of residents and visitors to the city. Planning participants
emphasized the need to pay particular attention to programs and initiatives that target
residents, citing"marketing to tourists is easy,marketing to locals is hard."The plan suggests
more collaborative marketing efforts between arts organizations, which could be facilitated
through a cultural marketing committee. - -
Further elevating the value of the arts in the community is policy number
,�` four: enhance opportunities for life-long learning in. the arts. Arts
.i. -. education is key to increasing participation in the arts and culture and
iiI building new audiences. According to the National Endowment for the Arts,
lie 13_"' early exposure to the arts is the strongest single predictor of arts
` participation. Arts education, whether integrated into the core curriculum,
1 through after-school programs or by introducing more opportunities for adult
education, can be a key contributor towards this community goal.
Creating Cultural Access and Expanding Arts Funding Resources
Enhancing access to the arts emerged as an additional key goal of the planning process and
was seen as directly complementary to the desire to broaden audiences and develop new
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fi
cultural participants. The arts serve as an essential bridge across language and cultural
differences and build connections both within and between communities. Policy number five:
ensure comprehensive access to and involvement in cultural oppottunitles.for all
segments of the population provides the opportunity to address this critical issue.
The cultural equity task force, brought together to examine arts access issues,was another
of the very active and effective '. a
focus groups that developed from o
the planning process. The plan .&
recommends retaining such a
group to possibly serve under the
auspices..of the Cultural Affairs
Commission to help seek ongoing
participation from underserved
cultural groups in the
of the cultural plan.
The plan further recommends that arts organizations should create and produce culturally
relevant programs that involve traditionally underserved groups such as young adults, non-
English speaking audiences, and disabled populations.
Over the past decade, as portions of the 1992 Cultural Plan have been implemented,
Ventura's consistent policy of investing in the arts has paid off. The arts have become an
increasingly visible key partner in downtown revitalization. They have attracted businesses,
residents, and visitors. They are a component of Ventura's rising reputation. Because the arts
are part of what makes Ventura a great place to live, work,and visit,the cultural plan includes
policy number six: stabilize and expand funding and other resources that support
Ventura's cultural assets.
During creation of this portion of the plan, members of the steering committee and focus
groups continually pointed to both anecdotal and hard evidence of the positive impact of the
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arts on the local, state and national economies. As in the development of all industries, to
help nourish and encourage further growth of our cultural infrastructure a steady stream of
both public and private investmentneeds_to bemade.The_plan_recotnmends__explo ng,_public
funding sources such as an increased transient occupancy tax on local hotel stays. In
addition, the creation of a non-profit fundraising organization is needed to develop local
philanthropy to complement public resources.
Achieving the Vision
Once the plan is adopted the work of achieving its vision begins. Since the plan is a
community plan, and not just a municipal document, the entire community will be called on to
execute it. A huge challenge will be implementing the plan in this time of limited public
resources, making the concept of cross sector partnerships critical. Already the involvement
of arts organizations, artists, business leaders and educational institutions in the planning
process has produced fruitful partnerships that are working to address several of the policy
areas. Public/private collaborations have proved to be particularly successful in the initiatives
that require immense resources such as Artspace and the Downtown Cultural Arts Village.
The ambitions, hopes and dreams of the community are contained in this plan and it will take
the efforts of all to realize them. As Ventura moves forward over the next ten years with the
implementation of the policies and action items in the plan the community will be challenged
with remaining true to its authentic character while striving to become California's New Arts
City--a challenge Ventura is well poised to meet.
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SUMMARY OF POLICIES AND ACTIONS
Policy 1.Build and-preserve a city-that.isleflective of.Venturns.heritageand
aspirations.
Actions:
A. Enhance the quality of the built environment.
1. Promote high-quality, innovative design as a core component of all public and
private development.
2. Establish a private development fee for the arts.
3. Enhance awareness of Ventura's cultural vitality from the freeways.
B. Support initiatives that enhance, preserve, and celebrate Ventura's cultural and
heritage resources.
1. Foster events that promote pride and understanding of Ventura's heritage and
history.
2. Revise the Historic Preservation Ordinance.
3. Provide funding for support of City owned historic resources.
4. Promote incentives for private preservation efforts.
5. Engage residents in the active preservation of the integrity of Ventura's culturally
diverse neighborhoods.
Policy 2.Support Ventura's cultural infrastructure: people, places and organizations.
Actions:
A. Continue to address the community's cultural space needs.
1. Facilitate the development of a Downtown Cultural Facility.
2. Support artist retention through the creation of affordable artist live/work facilities.
B. Craft long-term strategies to develop regional arts leaders and patrons.
1. Create a method of recognizing and celebrating leadership in the arts.
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2. Support programs and initiatives that foster and active and diverse pool of arts
leaders and board members.
3. Develop a "Business Leaders for the Arts"program.
4. Increase the size of the Cultural Affairs Commission.
C. Support the creative sector through training and other professional development
opportunities.
1. Sponsor opportunities for local arts organizations and artists to convene and share
information.
2. Develop a comprehensive resource directory.
3. Develop mentoring programs for artists and organizations.
4. Develop international artists-in-residence program.
5. Support cultural educational facilities and programs.
Policy 3. Create broad-based public awareness of local and regional cultural offerings
and amenities.
Actions:
A. Conduct research on audiences for local cultural offerings.
B. Develop a Cultural Marketing Task Force.
C. Develop collective marketing opportunities.
1. Develop an inclusive monthly calendar of cultural events
2. Create a collective themed event
D. Broaden outreach and marketing delivery systems.
E. Promote Ventura as a cultural destination.
1. Develop a comprehensive cultural and heritage tourism initiative.
2. Enhance signage and other information delivery systems in tourist destinations.
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a. Banner Programs
b. Signage
c. Kiosks
3. Support the Downtown Cultural District
Policy 4. Enhance opportunities for lifelong learning In the arts.
Actions:
A. Establish an Arts Education Advocacy Group.
B. Integrate ads education into the core curriculum in local schools, grades kindergarten
through 12.
1. Complete an assessment of current arts education resources in Ventura.
2. Work with the Board of the Ventura Unified School District to adopt a resolution in
support of the State Standards for Visual and Performing Arts.
3. Develop an arts education plan for Ventura.
C. Enhance existing after-and extra-school arts education options.
1. Develop new sources of support.
2. Develop a comprehensive arts education resource directory.
3. Expand the City's arts education and youth facilities.
4. Maximize the use of new technology for distance-learning opportunities.
D. Develop mentorship and other professional development opportunities for teachers
and artists.
Policy 5. Ensure comprehensive access to and involvement in cultural opportunities
for all segments of the population.
Actions:
A. Set a high priority for cultural equity in the implementation process.
1. Create an access and cultural equity advocacy group.
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2. Seek ongoing input and participation of underserved cultural groups in the
implementation of the cultural plan.
B. Promote the cultural and artistic expressions of Ventura's under-represented cultural
group.
1. Establish diversity as criteria for certain grants through Cultural Funding Program,
2. Encourage the development of events that celebrate Ventura's cultural heritage.
C. Increase the participation of all segments of the population in the cultural life of the
community, from production to consumption.
1. Pursue the development of neighborhood-specific cultural plans.
2. Encourage cultural events at alternate venues and culturally specific gathering
places.
3. Establish ticket subsidy and distribution programs and facilitate transportation to
cultural offerings for all populations.
4. Encourage bi-lingual programming and advertising for cultural events.
5. Develop an internship/volunteer program targeting culturally diverse participants.
D. Develop new partnerships with culturally specific organizations.
Policy 6. Stabilize and expand funding and other resources that support Ventura's
cultural assets.
Actions:
A. Secure a dedicated public funding stream for the arts.
B. Establish a resource development entity.
C. Examine the relation between the Cultural Affairs Division and the Visitors and
Convention Bureau.
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PLANNING PROCESS
In February 2004, the City of Ventura embarked on an exciting new effort to enhance the arts
and culture in our community: the Ventura Cultural Plan. The last plan, adopted in 1992,
shaped the cultural landscape for the following decade. The 2005 plan will set priorities for
the next ten years. Key recommendations from this plan are included in the City's new
General Plan.
Background
In the early nineties, Ventura's cultural community was in its fledgling stage. Only a few
established organizations—like the Ventura County Symphony, the Ventura Master Chorale,
and the Ventura County Museum of History and Art —existed. A full and burgeoning visual
artist community had made the city its home, but was fairly invisible to all but a few of the
more intrepid arts supporters and collectors.
It was a time when the city's cultural identity could easily have been swallowed or steamrolled
by other interests-development, tourism initiatives, or simply indifference. Many towns and
cities across the nation have been at this stage::But only a few have had the insight,wisdom,
and bravery to actually address it when the moment came.
The City of Ventura took the opportunity to focus resources and attention on its artistic
amenities, and oversaw the development of Ventura's first cultural plan. Completed in 1992,
the plan has proved to be a resounding success as a blueprint for the action items to be
achieved. It called for a full complement of policies and actions in order to expand Ventura's
cultural amenities and offerings. It involved over 180 people in its formation — community
stakeholders who served on the Plan's Steering Committee, chaired task forces, and
attended public meetings.
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In the over 13 years since the plan was completed, the City of Ventura has either
implemented or initiated all of its recommendations. As a result, the growth of the cultural
community hasheen phenomenal.-Now Ventura is home-to-a-wealth of active,professional
arts organizations. While many previously existed, they have expanded immensely: in just
one decade, the budgets of the arts organizations in downtown Ventura alone increased
nine-fold, from a total of$499,000 in 1994 to 64,061,000 in.2004.
Ventura has a complement of major cultural institutions unusual for a city of its size. The
Ventura Music Festival, the Rubicon Theatre Company, the Ventura County Museum of
History and Art, and Focus on the Masters comprise the center of the major groups. The
individual artists who have resided and worked in the City for years continue to be a major
part of its cultural fabric, and are highlighted in beloved cultural events like the Downtown
ArtWalks.
The city is also home to many historical -- - -
o�
sites, including the Olives Adobe, the 4 0
Albinger Museum (the only
mm
archeological museum in Souther ix
< <
California), and the Ortega Adobe. Many
arts organizations host events in I
these facilities, like Music Under the
Stars, a weekly summer concert series
at the Olives Adobe. The community is
passionate about celebrating and restoring its architectural and historical treasures.
Approach -
Although the cultural plan has not been updated in its entirety since 1992, the City has
continued to undertake focused planning initiatives. In 1998 City Council adopted the
Downtown Cultural District Plan and in 2003 completed a Cultural Facilities Feasibility Study.
Also in 2003, the City's Cultural Affairs and Economic Development Divisions began working
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with Artspace to address the needs for affordable housing for the creative sector. And in the
spring of 2004,the City provided funding for a report on the economic impact of the arts.
Since funding was not available in 2004 to cover the cost of a comprehensive community
wide planning effort,the City decided to take a modular approach to the development of a
cultural plan, building upon these diverse planning initiatives and combining a staff driven
process with the targeted use of consultants to address key issues.
The eighteen-month planning process encompassed the following elements:
Steering Committee — In January 2004, a 38 member Steering Committee was
appointed. Chaired by Councilmember Christy Weir, Cultural. Affairs Chair Ed
Summers and Public Art Commission Chair Dawne Fowkes,the Committee was made
up of representatives of the business, educational, cultural, tourism, philanthropic and
social service arenas. The Steering Committee identified critical issues facing
Ventura's cultural community at its first meeting, solicited stakeholders to involve in the
process, assisted with focus groups and task forces and reviewed several iterations of
the plan. The Steering Committee met six times and actively participated in and
oversaw the planning process.
Critical Issues Examination — Four independent consultants with expertise in the
various critical issue areas identified by the Steering Committee were retained. In
March and April 2004, the consultants interviewed key stakeholders and held seven
issue-focused forums to gather community input on the following topics:
• Access and the Arts
• Built Environment and Historic Preservation
• Cultural Heritage/Diversity
'See Planning PaNtlpants° for a complete list of the members of the Steering Committee,interviews,and involved
members of the public
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• Education
• Funding and Economic Impact
• Marketing and Cultural Tourism
• Nurturing-Ou r Creative-Community
Community Input — The planning process was designed to include extensive
opportunities for public participation. The objective was to solicit broad participation in
defining the vision and creating a roadmap for the city's continued cultural
development over the next ten years. Ventura residents were invited to examine the
cultural "state of the city" through four town hall meetings and seven focus group
sessions.
A particularly successful outreach strategy was gathering input from the five Ventura
Community Councils that represent the different areas of the city. From October
through December 2004, staff visited the Council meetings to gain feedback on key
findings gleaned from earlier focus groups and invited each neighborhood to examine
the cultural "state of the city." These forums allowed residents to discuss cultural
priorities including arts education, a performing arts center, new arts programs in the
East End, and historic preservation. Staff also presented the initial policy
recommendations and solicited feedback to Ventura Rotary dubs at the Harbor and
Seaside Park.
Review and Approval —The draft plan was presented to the Steering Committee,
then to the Public Art and.Cultural Affairs Commissions for review in February 2005.
Comments and suggestions from all sources.were then incorporated into the final
draft. In June 2005, the final draft was approved by the Steering Committee, the
Public Art Commission and the Cultural Affairs Commission.
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DEFINING THE VISION: AUTHENTICITY AND COLLABORATION
The arts-connect us; 'helping-to celebrate both-the-things-we-hold in-common and,our.own
_, individuality. Cultural expression defines, inspires, and engages us, providing solace and
entertainment, insight and opportunity, commemoration and innovation. Participants in the
cultural planning process envisioned a new 'art city, like the one described below, where the
arts are woven into every aspect of life. A city whose citizens had harnessed the full power of
the arts to enhance and shape community. It is a vision we hope all Venturans will embrace
and help bring to fruition.
The Vision: 2015
Ventura is home to a vibrant cultural district as well as a thriving and diverse community of
creative individuals. The Avenue links the city's two primary creative zones, the downtown
cultural district and the medialndustrial design district near Canada-Larga. The creative
sector has participated in the development of a unique city, one where arts and cultural
offerings enhance the look and feel of the city's streets and public spaces. Civic dialogue is
facilitated through original theater productions that tackle and elucidate local issues. Creative
programs at the Downtown Cultural Arts Village and neighborhood facilities bring together
Ventura's under twenty population to explore issues of identity and culture. An innovative
facility re-invents the traditional community institution, blurting the established lines between
cultural, recreational and social service offerings. The city's pedestrian friendly downtown
core, historic architecture, and pristine natural setting delight residents and visitors, as do its
many festivals, galleries, performance venues and creative businesses.
From its quirky yet beguiling downtown to its vibrant and diverse neighborhoods, from the
flourishing creafive sector to the beauty of its natural setting, Ventura has distilled a unique
local culture that draws upon community heritage, the environment and creative expression.
Venturans value the many ways in which the arts touch their lives, contributing to the overall
quality of life.
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Americans, particularly Californians, have traditionally placed great emphasis on the process
of self-discovery. In this quest the arts offer almost limitless avenues of exploration. As
California's new art city, Ventura has invested in and nurtured array_ of_creative
alternatives reflective of the rich diversity of this remarkable community—come find yourself!
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IMPLEMENTATION
This is a community cuttural plan.Implementing the vision articulated in this plan,shaping the
vibrant reality of California's New Art City, will require the concerted efforts of the entire
community over a number of years. It is not the work of a single entity, but rather a shared
goal that many different players will play a major role in realizing. Implementation should be
approached flexibly, adapting to new opportunities and other changed circumstances.
The four task forces originally established by the Steering Committee to assist in the
development of the plan exemplify the importance of ongoing community participation. Each
has evolved in a different way to continue to explore its original charge. The Arts Education
Task Force has partnered with the Ventura Education Partnership to work more directly with
the Ventura Unified School District and is already tackling certain of the plan's
recommendations. The Cultural Affairs Commission is exploring the establishment of two
sub-committees; one for Marketing and Cultural Tourism and the other for Cultural Equity.
And there are discussions within the cultural community of how best to structure an
organization or partnership that can advocate for the value and importance of the arts in
Ventura.
1.1 a 79 it 92
38
CULTURAL PLAN IMPLEMENTATION: WHAT.WHO.AND WHEN
SHORT=TERM(CBrrsnt to 2 years]
Key Initiative . :Lead Associated Agencies
implementer
1A.1—Built Promote high-quality,innovative design Community CAD,City Commissions
Environment in public and private projects Development
1B.2—Built Revise the Historic Preservation HPC CAD
Environment ordinance
18.9—Built Provide funding for support of City CAD HPC;SBC
Environment owned historic resources
113.4—Built Promote incentives for private HPC CAD;SBC
Environment preservation of historic structures
1E6—Built Engage residents In preservation of Community HPC;CAD;Community
Environment Ventura's diverse neighborhoods Development councils
2A.1-Cultural Facllitate the development of a SBFA CAD
Infrastructure Downtown Cultural Facility
2&2—Cultural Support artist retention through creation CAD AAapace;'Economic
Infrastructure 0 affordable artist livelwork facilities Development Division
2B.1—Cultural Create a method of recognizing and CAD. Chamber of Commerce;
Infrastructure celebrating leadership in the arts. Community Councils
28.4—Cultural Increase the size of the Cultural Affairs City Council CAC
Infrastructure Commission
2C.1—Cultural Sponsor opportunities for arts CAD Local arts.organizations;
Infrastructure organizations and artists to convene business community
3B.—Public Develop a Cultural Marketing Task CAC VCB;Chamber;SBFA;
Awareness Force arts organizations;artists
3C.1 —Cultural Develop an inclusive monthly calendar CAD VCB;SBFA
Infrastructure of cultural events
3D.-Public Broaden outreach and marketing- VCB SBFA;arts organizations;
Awareness delivery systems artists;CAD
3E.3—Public _. Expand programming in the Downtown CAC Local Aarts.organizations;
Awareness Cultural District
4A.—Arts Establish an arts education advocacy CAC VUSDllocal arts
Education group organization;artists
48.1 —Arts Complete an assessment of current arts Arts Education VUSD
Education education resources in Ventura Task Force
5A.1 —Cultural Create an access and cultural equity CAC
Access advocacy.AOUP
58.1—Cultural Establish diversity as criteria for certain CAC
Access grants In Cultural Funding Program
5C.3—Cultural Encourage bi-lingual programming and Cultural Equity Local arts organizations
Access advertising for cultural events Group
6A.—Resources Secure a dedicated public funding Political Action Local arts leaders
stream for the arts Committee
Page 81 of 92
39
MEDIUM-TERM(2 to 5 years)
Key - Initiative Lead Associated Agencies
Implementer —
1A.2-Built. _._Establish a private.developmentfee for Community -,CAD;-:local-developers-
Environment the arts Development and builders
1B.1—Built Foster events that promote pride and CAD Community Councils;
Environment understanding of heritage and history VCB;organizations
2B.2—Cultural Foster an active and diverse pool of arts Local arts CAC;VCAC;Chamber;
Infrastructure leaders and board members organizations _VCCF
28.3—Cultural Develop a'Business Leaders for the CAD . Chamber;arts
Infrastructure Arts'program organizations;businesses_
2C.2—Cultural Develop a comprehensive resource CAD SBFA;arts organizations
Infrastructure directory
2C.3—Cultural Develop mentoring programs for artists CAD VCAC;SBFA;arts
Infrastructure and organizations organizations;artists
3A—Public Conduct research on audiences for VCB CAD
Awareness local-cultural offerings. _
3E.1 —Public Develop a comprehensive cultural and VCB CAD;Chamber,artists;
Awareness heritage tourism initiative arts organizations
-
3E.2—Public Enhance signage and other information CAD 'VCB;Harbor;Chamber of
Awareness delivery systems in tourist destinations Commerce
48.2—Arts Work to adopt a resolution in support of Ms Education VUSD;CAD
Education VAPA State Standards Task Force _
4B.3—Arts -Develop arts education plan for Ventura Ms Education VUSD;CAD;arts
Education Task Force organizations;artists
4C.1—Arts Develop new sources of support for arts Ms Education -VUSD;CAD
Education education Programs Task Force
4C.3—Arts 'Expand the City's arts education and CAC CAD;artists
Education youth facilities
5A.2—Cultural : Seek ongoing input and participation of Cultural Equity CAC;CAD;local arts
Access underserved cultural groups Group organizations
58.2—Cultural Encourage events that celebrate CAC Community Councils;
Access Ventura's cultural heritage HPC;arts organizations
5C.1 —Cultural Encouraga events at alternate venues CAC Community Councils;
Access and culturally specific gathering places artists;arts orgs
5C.2—Cultural Establish ticket subsidy and Cultural Equity CAC;arts organizations
Access transportation programs Group
5C.4—Cultural Develop an intemship/volunteer Cultural Equity CAC;CAD; Local arts
Access program for diverse participants Group organizations; artists
50—Cultural Develop new partnerships with Cultural Equity CAC;CAD;Local arts
Access culturally specific organizations Group organizations
BB—Resources Establish a resource development entity CAC VCCF;Local arts
organizations
Page 82 c 92
40
LONG-TERM (5 to 10 years) Lead Associated Agencies
Key initiative e Implementer
1A.3—Built -- -. Enharceawareness_of Venture's _ PAC___ Community
Environment cultural vitality from the freeways Business c local
2C.4—Cultural Establish international artists-in- CAC arts ness community;ommu
Infrastructure residence program Local arts Zatl nations
2C.5-Cultural Support cultural educational facilities CAC
Infrastructure and programs arts organizations;
3C.2—Public Create a collective themed event CAD Local cal
Awareness
4C.2-Ads Develop a comprehensive arts Ms Education VUSD;CAD
Education education resource directory Task Force
4C.4—Arts Maximize the use of new technology CAC
CAPS
Education for distance-learning
4D—Arts Education Develop mentorship opportunities for Arts Education � D local s arts
teachers/artists Task Force _ organization
Page 83 or 92
41
•
CITY OF THOUSAND OAKS
•
DRAFT CULTU TS REVIEW
JULY 2008
JERRY ALLEN,LEAD CONSULTANT
JERRY ALLEN AND ASSOCIATES
444 HOOVER ROAD
SOOIEL,CA 95079
WRH',
DAVID PLEVTNER
THE COL UPALn%NYNFNG GROUP
LOS ANGELES,CA
DAVID DIAL
DAVID DIAL ASSOCIATES
ALAMEDA,CA
42
DRAFT CULT.fw.Mm REVIEW
TABLE OF CONTENTS
I.Executive Summary 2
II.Overview 11
Purpose . ... . 11
Methodology . . ..... . .. . ....... ....... .... ...... . . 13
III.Community Context and History 14
Demographic 14
Economic Outlook 15
Cultural Environment 16
IV.Findings and Recommendations 19
Overall Emdings - 19
City/Alliance for the Arts Relationship 25
Organizational Structure of the Arts Community.............. . ... ... . 2
Theatres Management and Operations 53 53
City Ads Funding and Support .... .....
Theatres Comparison Study 74
V.Summary of Recommendations 83
City Budget Implications of Recommendations 103
VI.Appendices 104
Theatres Comparison Study Data 104
City Arts Funding Comparison Study Data 106
List of Participants 108
Acknowledgments 110
The Table of Contents listed above is for the entire document. Only part of the
document is being presented with this report:
• Executive Summary
• Overview
• Overall Recommendations
• Summary of Recommendations
43
DRAFT CAn.N9L AHrs REYIEW
I. EXECUTIVE SUMMARY
PURPOSE AND METHODOLOGY
The purpose of this study is to address arts Issues facing the City of Thousand Oaks and to
recommend improvements that would enhance the community's overall cultural arts programs and
services. There are two primary areas of concern:
1. An overly complicated organizational structure of governing bodies,commissions,
•
committees,and budgets that has made sound decision-making more challenging
and less transparent.
2. A desire to enhance the theatres that comprise the Thousand Oaks CMc Arts Plaza
(TOCAP)by improving programming and increasing positive cultural opportunities
throughout the community.
In addition,there are a variety of related specific issues that fall under these overall concerns.
The methodology in this study included extensive community process, review of relevant
documentation,and two comparison studies(theatres wilh similarities to the CMc Arts Plaza and
arts funding in California cities with similarities to Thousand Oaks).The consultants made six site
visits,totaling thirteen days,to Thousand Oaks to gather Information and to meet with individual and
group stakeholders.They conducted two community meetings,53 individual interviews,and 29
group meetings with arts organizations,governing bodies and artists.They also had discussions with
Councilmembers and City administrative staff.
COMMUNITY CONTEXT AND HISTORY
Thousand Oaks is a City and community with many natural advantages for its cultural development.
It is fortunate to have strong demographics,a sophisticated population of arts consumers,and a
healthy City financial condition.The theatres that comprise the Thousand Oaks Civic Arts Plaza are
excellent cultural facilities in a location that provides competitive advantages.For the past twenty
years or so,the City has productively focused primarily on the building and continued development
of TOCAP.Asa consequence,the City has focused less on broader community-wide cultural issues
and needs.This is reflected in the lack of a community-wide cultural vision and a local arts agency to
guide and implement cultural development.The original achievement of the theatres has
necessitated the next step of a City-wide cultural consensus.
2
44
I p
DaAFrCUtnwa Arcs RENEW
FINDINGS
Overall Findings
One overall finding about the City and community of Thousand Oaks emerged quickly in the
research and community process conducted for this study:the City has no overarching cultural
vision or policy to guide din decision making and investments in the arena of arts and culture. Not
having such a vision or policy is one reason for the complex organizational structure.This study
found significant agreement among those interviewed that it was time for the City to develop a
cultural plan to identify a community-wide consensus
and to provide a policy framework for cultural "TheCitynart to.saavisiaafa-
development. Gettwtiaiatnt f the City
A second overall finding is that there is a general a a7. C It s Y(Y'Jfb6
sense among participants in this study that the City's cry'lAtYttBGrt»WZ$fgtlz
tlaTns."
"no public subsidy'policy for TOCAP is not only a
Men*BoadtfGamns
defining feature of the theatres but may also be a
key to addressing their perceived shortcomings.In fact,the comparison study of similar theatres
(page 74)shows that all require annual General Fund subsidies ranging from$500,000 to$3.4
million.TOCAP is perhaps unique among municipally-owned theatres in now achieving(as of FY
2007-2008)non-reliance on General Funds.It Is time to re-evaluate this policy,which stems from the
1984 advisory vote of Measure B.The City,theatres,and community have all changed significantly
in the years since.Measure B was passed,and a subsidy may allow the City to address the much
broader concerns about TOCAP.
City/Alliance for the Arts Relationship
The relationship of the City and the Alliance for the Arts(Alliance),the fundraising organization for
TOCAP,emerged as an essential aspect of this project.The theatres comparison study reflects that
some of the fundraising accomplishments of the Alliance In creating its current endowment funds for
TOCAP are to be commended.Therefore,art effective strategy is needed to strengthen the
partnership as a means to enhance the partners'combined capacity to fulfill TOCAP's mission.
Issues in this relationship can be best addressed through:
• Joint planning involving Alliance and City staff,to develop shared goals
• Joint presenting of performing arts events at TOCAP,with matching financial
contributions from the City and Alliance
3
45
?, pY
SaW canna Mrs REVIEW
• Cooperation to increase Alliance's fundraising capacity,such as enhancing Box
Office software and making available patron Information to assist with membership
development
• The Alliance committing to multi-year capital and annual fundraising goals,and
increasing annual fundraising effectiveness to eliminate reliance on endowment
funds for general operations
• A comprehensive updated City/Alliance agreement reflecting these
recommendations
• City consider reducing or eliminating annual office space rental charge to Alliance.
Organizational Structure of the Arts Community
The City can better address community-wide
cultural arts development by reorganizing the The CitynE4[attatfailkd
current Community and Cultural Services agininion tin is kdeiigc$
Department into a new Cultural Affairs Department. t{.Pvixfe die
Marftr,Beard g`Gae sts
This will simplify the organizational structure and
increase effectiveness.The proposed Cultural Affairs Department would assume the responsibilities
normally associated with a local arts agency and reduce functions and activities that are not central
to its mission.In addition,the missions and the actual functions of the Board of Governors and the
Thousand Oaks Arts Commission are not in agreement.Replacing them with a unified,higher level,
more influential Cultural Affairs Commission,staffed by the new Cultural Affairs Department,would
strengthen community-wide arts leadership and effectiveness.
Additional changes to increase the community-wide effectiveness of the City's cultural arts programs
should include:
• Encouraging the Friends of the Civic Arts Plaza to expand its role beyond TOCAP
• Consolidating and expanding several grants programs under the Cultural Affairs
Commission
• Establishing formal status and benefits for resident organizations and City events
4
46
Pn
oar cvauFniuTrs REVIEW
Theatres Management:and Operations
A review of TOCAP management and operations,and the theatres comparison study,illustrate that
the theatres fare well by many measures.TOCAP is an actively-used facility,its annual performance
schedule is higher than average and there is a very high user satisfaction among renters.However,
the"no public subsidy"policy has created substantial constraints and reevaluating it at this time will
allow a range of beneficial changes,including providing access to more local cultural arts groups.In
addition:
• Programming can be enhanced through a combination of more presenting and
providing greater incentives for promoters of popular entertainment events.
• Marketing can be improved through research and greater coordination.
• Reconsidering the newly-increased User Fee structure wig reduce fees to a level that
better balances the need for revenue with the Impact on local users'ability to
produce performances and serve the local community.
City Arts Funding and Support
The City currently supped;the arts in several ways:through annual General Fund expenditures,
capital projects and in-kind(non-cash)assistance. In FY 2006-2007,the City spent a total of
$476,808 in General Fund support of arts programs.Arts-related capital.improvement costs total
$12.8 million over several fiscal years.Thousand Oaks spends generously on leisure services in
general;however,its arts spending is much lower than average.A comparison with eight similar
California cities illustrates that Thousand Oaks provides about one-quarter of the average City
General Fund support for arts and culture and,on a per capita basis, less than one-sixth of the
average funding.
The City can augment its arts investment by:
• Defining cultural priorities through cultural planning
• Increasing its arts grants
• Re-Instituting its Public Art Program."
5
47
DRAFT a/mm.4AM,s Rewtw
City Budget Implications of Recommendations
The following table presents an estimate of the major cost items reflected in the recommendations.
Some recommendations have cost implications that are difficultto estimate,usually because they
depend onthe o tcorne of future developments.Two such items are included here,numbers 5 and
6,as examples of this type of cost.
Budget Impact of Recommendations
No. Recommendation Type ofESpense FY 200849 FY 2009-10
I. Cultural Master Plan One-time $120,000 $ -0-
2. Public Art Master Plan One-time -0- 75,000
3. Presenting Program Recurring at variable 100,000 100,000
4. Grants Program(matching) Recumng 6 variable 100,000 200,000
5. Alliance Office Space Subsidy Oepends on outcome of Unknown Unknown
negotiation
6. User Fee Subsidies Depends on outcome of UMcnown Unknown
m-evaluation
6
48
f '
DRAFT mNnyAn.s RMtw
F l- "1 T *[`"1 ik 1
r
The complete set of recommendations is listed in the Summary of Recommendations(page 83).
Recommendations are also presented and discussed in detail in their applicable sections of the
report.The following summary is an overview of key recommendations.
I.Overall Recommendations
• Develop a Cultural Arts Master Plan to identify a community-wide consensus and to
provide a policy framework for cultural development.
• Replace the City policy of not providing an annual General Fund subsidy to the
Theatres Enterprise Fund with a policy of targeted investment in goals to be
developed through joint planning,such as improving programming and marketing.
II.City/Alliance for the Arts Relationship
• Create a joint planning committee composed of staff from the Alliance,Cultural
Affairs Department,City Managers Office,and Finance Department and develop a
partnership plan based on shared goals.
• Alliance partner with new Cultural Affairs Department to develop an enhanced
presenting program at TOCAP.
• Alliance and City place matching amounts into presenting fund,beginning with
$100,000 each and an expectation that this amount will increase.
• Have City Manager and Cultural Affairs Director attend Alliance Board and Executive
Committee meetings as ex-officio,non-voting members.
• Have City Finance Director attend Alliance Finance Committee meetings.
• Alliance to assume operation of TOCAP gift shop and pay Friends of the Civic Arts
Plaza annually an amount equal to current net profit of shop(indexed annually by the
increase in the cost of living);Alliance also commit to increase profitability of gift
shop.
T
49
DRAFT CILIUM Airs REYEW
• Consider transferring all grants award programs,Including the allocation of grant
awards,to the proposed Cultural Arts Commission.
• Alliance to permanently restrict endowment funds created by sale of TOCAP naming
rights,in recognition of their status as a public asset with a potential phase-in period;
endowment Income to continue to be spent in furtherance of Alliance's mission in
accordance with agreement with City.
• Alliance to continue its annual contribution to Theatres Enterprise Fund and increase
it annually according to an index(include a permanent restriction that these funds
shall only be expended on theatre capital improvements and facility maintenance).
• City to maintain responsibility for all capital maintenance and improvements for
theatres.
• City and Alliance to negotiate an updated multi-year agreement with Alliance
reflecting these recommendations.
• City to create new Arts Grant Program administered by Cultural Affairs Department
staff under Cultural Affairs Commission,incorporating City and Alliance providing
matching grants to TOCAP users,in addition to the City's current Community Events
Endowment Fund(CEEF)grants.
• City to consider reducing or eliminating annual office space rental charge to Alliance.
Ill.Organizational Structure of Arts Community
• Reorganize the Community and Cultural Services Department into a Cultural Affairs
Department,having primary responsibility for the overall cultural development of the
City,inducing staffing of the proposed new Cultural Affairs Commission. Community
and Cultural Services Director will become known as.Cultural Affairs Director and will
be referenced as such throughout this report.
• Create a new Cultural Affairs Commission as the official arts advisory body to City
Council.Allow Alliance the authority to appoint one seat on the Cultural Affairs
Commission.
B
5E1
r l
DRAFT LL(TMU Mn REvEw
> Coordinate TOCAP branding and marketing under one
umbrella/marketing professional.
> Support the formation of a community-wide marketing collaborative.
> Revise the annual brochure to Increase customer usability,including
e chronological list of events.
> Create an event calendar program.
> In partnership with the Alliance,select and purchase a software
package with the capacity to track patron purchasing and donating
history.
• Establish a long-ten maintenance and replacement program for all capital areas
and major building systems(including theatrical,facilities,and building shell)that
includes priorities and a multi-year funding plan.
• Expand presenting in partnership with the Alliance.
• Explore alternative"promoter°relationships to expand opportunities for popular
concert programming.
• Re-evaluate staff size,qualifications,and configuration in the context of the joint
• planning recommended in the City/Alliance for the Arts Relationship section(page
25),as well as through development of a Cultural Arts Master Plan.
V.City Arts Funding and Support
• Augment current City arts funding by matching the level of annual arts grants
provided by the Alliance.Provide funding in the form of both operating and project
grants to local cultural organizations, not limited to groups performing or presenting
in the TOCAP theatres.
• Allocate City funding to support the development of a comprehensive community
Cultural Ms Master Plan.
• Reinstitute the City's Percent for the Arts Program by developing a Public Art Master
Plan.
10
51
1
DRAFT CULTURAL ARTS Re w
II. OVERVIEW
PURPOSE
The purpose of this study is to address arts issues facing the City of Thousand Oaks and to
recommend improvements that would enhance the community's overall cultural arts programs and
services. There are two primary areas of concern:
1. An overly complicated organizational structure of governing bodies,commissions,
committees,and budgets that has made sound decision-making more challenging
and less transparent.
2. A desire to enhance the theatres that comprise the Thousand Oaks Civic Arts Plaza
(TOCAP)f by improving programming and increasing positive cultural opportunities
throughout the community.
In addition,there are a variety of related specific issues that fall under these overall concerns.
The first issue is best conveyed by the City's arts services organizational chart(Exhibit A,next
page),which is certainly among,if not the most complex structure in the field of municipal ads.The
chart is comprehensive,containing perhaps a few extraneous or incomplete elements.Regardless,it
communicates'the problem"well and the effects of this Byzantine set of relationships which were
discussed in detail by community members,staff,and elected officials participating in this project.
One goal was simplification,for the purpose of improving the functioning of City and City-related arts
activities,and facilitating decision-making for the arts.
The second issue,enhancing TOCAP's ability to Improve cultural arts opportunities,arose from the
desire to take advantage of the opportunity of this study to Identify potential improvements to the
theatres'operations,management, programming,marketing,finances, and other systems.This
'TOCAP consists of Iwo theatres,the 1,800 seat Fred Kay!'Theatre and the 394-seat Janet and Ray Scharr Forum.The Theatres are
located adjacent to one another and fort the two primary elements In the 208000 square foot Civic AS Plaza oompex.TOCAP k Ileefi
connected to the 87,000 square fool City of Thousand Oaks eovemmaa Center Wnich Includes City Hall,meting rooms,outdoor spaces,a
parking structure,and seVBmt City offices.
11
52
DRAFT G MMI.Mrs RENEW
1 idl4
There are two recommendations addressing these two overall findings.
1.1 Develop a Cultural Ms Master Plan to identify a community-wide consensus and to provide
a policy framework for cultural development.The Cultural Arts Master Plan can address
issues such as:
a Community-wide cultural vision,goals and priorities
a Visual arts community
> Public ad and civic aesthetics
a Festivals and community celebrations
a Capacity building for local arts organizations
a Arts education.
a Arts leadership development
a Economic development and cultural tourism
a New cultural projects,such as the Discovery Science Center and.
American Rat Archives and Museum
1.2 Replace the City policy of not providing an annual General Fund subsidy to the Theatres
Enterprise Fund with a policy of targeted investment in goals to be developed through joint
planning,such as improving programming and marketing.
24
53
DRAFT Cuu/ALLMTS RENEW
V. SUMMARY OF RECOMMENDATIONS
TF I L x m -rh' 11'8 M m :
The following table assembles all of the recommendations contained In this report.In addition,
implementation steps are listed:lead parties are identified,the schedule(starting year)of
implementation and,where possible,the estimated cost of implementation.For greater detail on
recommendations, please refer back to theft sections in the report.
Please note that there are some intentional overlaps or duplications among the recommendations.
Recommendations are listed by organization to permit convenient reference;therefore,some are
repeated.
Overall Recommendations (Page 19)
1.1 Develop a Cultural Arts Master Plan to identify a community-wide consensus and to provide
a policy framework for cultural development.The Cultural Arts Master Plan can address
issues such as:
n Community-wide cultural vision,goals and priorities
n Visual arts community
> Public art and civic aesthetics
> Festivals and community celebrations
a Capacity building for local arts organizations
n Arts education
a Arts leadership development
a Economic development and cultural tourism
• New cultural projects,such as the Discovery Science Center and
American Ratio Archives and Museum
Lead Parties: City Manager's Office,Cultural Affairs Department,
Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: $120,000(one-time)
83
54
DRAFT Canna.ARs Blew
1.2 Replace the City policy of not providing an annual General Fund subsidy to the Theatres
Enterprise Fund with a policy of targeted investment in goals to be developed through joint
planning,such as improving programming and marketing.
Lead Party: City Manager's Office, Finance Department
Schedule: FY 2008-2009
Estimated Cost: Recurring cost may be several hundred thousand
dollars per year,Including amounts to match Alliance
grants and presenting funding.
City/Alliance for the Arts Relationship(Page 25)
City/Alliance for the Arts Partnership
2.1 Improve the City/Alliance partnership to create more effective community service through the
theatres.
Lead Parties: City Managers Office,Cultural Affairs Department,
Alliance
Schedule: FY 2007-2008
Estimated Cost: Indirect staff cost
2.2 Create a joint planning committee composed of the Alliance,theatres staff,City Manager(or
designee),and Finance Director(or designee),and develop a partnership plan based on
shared goals.Monitor and update the plan at least annually.
Lead Parties: City Manager's Office,Finance Department,Cultural
Affairs Department,Alliance
Schedule: FY 2007-2008
Estimated Cost: Indirect staff cost
2.3 All partners commit to a relationship based on cooperation and direct communication,with
no back-channel communication or unacknowledged interference with one anthers actions.
Lead Parties: City Managers Office,Cultural Affairs Department,
Alliance
Schedule: FY 2007-2008
Estimated Cost: Indirect staff cost
2.4 Negotiate a comprehensive,new City/Alliance agreement reflecting these recommendations.
84
55
DRAF7CILTURAL
Lead Parties: City Managers Office,City Attorney's Office,Alliance
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
Alliance for the Arts
2.5 Alliance undertake greater transparency in its goals,decisions,and finances through more
complete and public annual reporting,and distribution of its reports:
Lead Parties: Alliance
Schedule: FY 2007-2008
Estimated Cost: Indirect staff cost
2.6 Have City Manager(or designee)and CAD Director(or designee)attend Alliance Board
meetings and Executive Committee meetings as ex-officio,non-voting members.
Lead Parties: Alliance,City Managers Office,Cultural Affairs
Department.
Schedule: FY 2008-2009,following completion of new
City/Alliance for the Arts agreement
Estimated Cost: Indirect staff cost
2.7 Have City Finance Director(or designee)attend Alliance Finance Committee meetings.
Lead Parties: Alliance,Finance Department
Schedule: Pt 2008-2009
Estimated Cost: Indirect staff cost
2.8 Alliance be permitted to present performing arts events at TOCAP,and create a presenting
program it partnership with Theatres staff.
Lead Parties: City Managers Office,Cultural Affairs Department
Schedule: FY 2008-2009
Estimated Cost: See next recommendation
2.9 Alliance and City place matching amounts into presenting fund,beginning with$100,000
each,with an expectation that this amount will increase.
Lead Parties: Cultural Affairs Department,Finance Director
Schedule: FY 2008-2009
as
56
ORAFTLUawau ARTS REVS
Estimated Cost: $100,000 each from Alliance and City(recurring cost)
2.10 Alliance assume operation of the gift shop on a pilot basis for an initial period of three years.
Alliance commit its best efforts to increasing profitabiNty,crediting the Friends of the Civic
Arts Plaza annually an amount equivalent to the current net profit of the shop(adjusted
annually by the cost of living).This amount will continue as a grants fund,administered by
the new Cultural Affairs Commission and a representative of the Friends of the Civic Arts
Plaza will participate in the grants review process.
Lead Parties: Alliance, Friends
Schedule: FY 2008-2009
Estimated Cost: Approximately$10,000 annually from Altance,,plus
cost of additional merchandise;Friends to continue
volunteer staffing
2.11 Alliance and the City develop partnership efforts fo assist Alliance in meeting its fundraising
goals,including enhanced Box Office software,access by the Alliance to Box Office mailing
lists,and enhanced recognition of the Alliance as the official non-profit fundraising
organization,
Lead Parties: City Manager's Office,Cultural Affairs Department,
Alliance
Schedule: FY 2007-2008
Estimated Cost: TBD,depending on outcomes of joint planning
2.12 Alliance and the City evaluate the feasibility of establishing a$1.00 ticket surcharge fee to
offset cost of marketing and related expenses on behalf of TOCAP.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Finance Department,Alliance
Schedule: FY 2007-2008
Estimated Cost: TBD,depending on outcomes of joint planning
2.13 Alliance commit to multi-year capital and annual fundraising goals, including Increasing
annual fundraising effectiveness to eliminate reliance on endowment funds and major donor
gifts for general operations.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Finance Department,Alliance
Schedule. FY 2008-2009,as pan of new City/Alliance for the
Arts agreement
86
57
DRAFT C,MARM ReviEw
Estimated Cost: TBD,depending on outcomes of joint planning
2.14 Alliance transfer its grants program to new Cultural Affairs Commission,to avoid potential
conflicts of interest with other theatre users(who are also grantees of the Alliance).Alliance.
to have the authority to appoint one seat on the Cultural Affairs Commission and to appoint a
representative to serve on the Commission funding review panel responsible for reviewing
and recommending grants to the Commission.
Lead Parties: City Manager's Office,Alliance,Cultural Affairs
Department Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: No new net cost to Alliance(currently$200,000
annually);City to match 50%($100,000)in FY 2008-
09 and 100%($200,000)thereafter(significant
recurring cost)
2.15 Alliance phase in permanent restriction of current and future endowment funds secured in
exchange for TOCAP naming rights,in consultation with the City and to the extent
permissible under preexisting donor agreements.
Lead Parties: City Attorneys Office,Alliance
Schedule: FY 2008-2009,as part of new City/Alliance for the
Arts agreement,implementation phased as per
agreement
Estimated Cost: Indirect staff cost;financial impact to Alliance TBD
2.18 Alliance continue its annual contribution to the Theatres Enterprise Fund and increase it
annually according to an index.
Lead Parties: - Alliance,City Manager's Office,Finance Department
Schedule: FY 2008-2009,as part of new City/Alliance for the
Arts agreement
Estimated Cost: Current annual contribution by Alliance is$300,000;
increases indexed to cost-of-living index
2.17 Alliance assume responsibility under these recommendations for three annual financial
goals,in addition to its own operating expenses: 1)Theatres Enterprise Fund contribution
(from its operating endowment housed at the Ventura County Community Foundation);2)
Grants fund(administered by Cultural Affairs Commission and matched by City);and 3)
Presenting fund(matched one-tonne by City).
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DRfFTC4qTS .
Lead Parties: Alliance,City Manager's Office,Finance Department,
Cultural Affairs Department
Schedule: FY 2008-2009,as part of new City/Alliance for the
Arts agreement
Estimated Cost: Recurring cost to City General Fund&Alliance
2.18 Alliance Board of Directors consider increasing its annual give/get requirement.
Lead Parties: Alliance
',. Schedule: FY 2008-2009 as part of new City/Alliance for the Arts
agreement
Estimated Cost: Indirect staff cost
2.19 Alliance consider developing a technical assistance program for local arts organizations.
Lead Parties: Alliance, local non-profit cultural organizations,City
Manager's Office,CulturatAffairs Department,
Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost and potential program expense to
Alliance
Thousand Oaks Civic Arts Plaza
2.20 Theatres staff partner with Alliance in shared presenting programs.
Lead Parties: Cultural Affairs Department,Alliance
Schedule: FY 2008-2009
Estimated Cost: $100,000 each from Alliance and City(recurring cost)
2.21 Theatres staff participate in joint planning with Alliance,as described above.
Lead Parties: City Manager's Office, Finance Department,Cultural
Affairs Department,Alliance
Schedule: FY 2007-2008
Estimated Cost: Indirect staff cost
2.22 City,Theatres staff,and Alliance staff jointly develop plans,priorities and budgets for
maintenance and equipment replacement,and long-term capital improvements.
Lead Parties: City Managers Office, Finance Department,Cultural
Affairs Department,Alliance
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DRAFT Cu miMrs REVIEW
Schedule: FY 2008-2009
Estimated Cost: TBD;presumably minimal additional cost to City
because City already funds majority of TOCAP capital
costs through the CIP
2.23 Theatres staff assume greater responsibility for training and supervising volunteer ushers,to
address customer service issues.
Lead Parties: Cultural Affairs Department,Friends,Alliance
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
City Administration
224 City Manager negotiate new multi-year agreement with Alliance reflecting these
recommendations;agreement to indude mum-year financial commitments by Alliance,
shared planning,definition of naming rights,City Manager(or designee),CAD Director(or
designee)attendance at Alliance Board and Executive Committee meetings as ex-officio,
non-voting members and City Finance Director(or designee)attendance at Alliance Finance
Committee meetings.
Lead Parties: City Manager's Office,City Attorney's Office,Cultural
Affairs Department,Finance Department,Alliance
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs&recurring costs
2.25 City create new Arts Grants Program administered by Cultural Affairs Commission,
incorporating and matching Alliance grants to TOCAP users.Alliance grants amounted to
$200,000 in FY 2008-207;it is proposed that the City provide a 50%match in FY 2009-
2010($100,000)and 100%thereafter,including any future increases by the Alliance.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Finance Department,Alliance,Cultural Affairs
Commission
Schedule: FY 2009-2010
Estimated Cost: No new net cost to Alliance(currently$20,00
and 100%1 ($200,000)therea($100,000)
er(recurring ring In FY Gen�9
Fund cost)
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DRAFT C,ntNMML Agrs RMe
2.26 City enhance funding for an increased presenting budget for theatres.
•
Lead Parties: Cultural Affairs Department,Frnance.Department,
Affiance,
Schedule: FY 2008-2009
Estimated Cost: $100,000 each from Alliance and City(recurring
General Fund cost)
227 City maintain its responsibility for all capital maintenance and improvements from the City's
Capital Improvement Program.
Lead Parties: City Manager's Office,Finance Department,Cultural
Affairs Department,Alliance
Schedule: FY 2008-2009
Estimated Cost: Recurring CIP costs to City
228 City revisit the question of TOCAP signage visible from the freeway.
Lead Parties: City Managers Office,Cultural Affairs Department,
•
City Attorney's Office,Finance Department,Alliance
Schedule: FY 2008-2009
Estimated Cost: Significant potential one-time cost
2.29 City review and approve all future naming opportunity grant agreements between Alliance
and donors to ensure compliance with applicable Federal,State,and local laws.
Lead Parties: City Manager's Office,Cultural Affairs Department
City Attorney, Finance Director,Alliance
Schedule: FY 2008-2009
Estimated Cost: TBD
2.30 City consider reducing or eliminating annual office space rental charges to Alliance.
Lead Parties: City Manager's Office, Finance Department,Alliance
Schedule: FY 2008-2009 as part of new City/Alliance for the Arts
agreement
Estimated Cost: TBD
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DRAFT anw ARM as nv
Organizational Structure of the Arts Community(Page 32)
3.1 Reorganize the Community and Cultural Services Department into a Cultural Affairs
Department(CAD), having primary responsibility forte overall cultural development of the
City,including staffing of the proposed new Cultural Affairs Commission.
Lead Parties: City Managers Office,City Attorney's Office,City
Departments.
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost&potential one-time and new
recurring costs
3.2 Transfer non-cultural functions to other agencies,including;
a Council on Aging and Youth Commission to Library
a Editorial and program Input for TOW to the Public Information Office
(technical operations of TOW to remain in CAD)
> Meeting room scheduling to applicable City departments(except for
rooms actually located within the theatres,such as the Founders'
Room)
Lead Parties: City Managers Office,and Executive Team
Schedule: FY 2008-2009
Estimated Cost: TBD
3.3 Transfer cultural activities in other departments to CAD,including:.
> Library staffing devoted to Arts for CEEF and Thousand.Oaks Arts
Festival
• CEEF grants program,with review by the proposed Cultural Affairs
Commission
Lead Patties: City Managers Office and Executive Team
Schedule: Pf 2008-2009
Estimated Cost: TBD
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CMFTCtL7V.LL ARTS RENEW
Creation of a New Cultural Affairs Commission(CAC)
3.4 Create a new Cultural Affairs Commission(CAC)as the official arts advisory body to the City
Council.
Lead Parties: City Manager's Office,Executive Team,City
Attorney's Office,City staff,Cultural Affairs
Commission;Board of Governors,Arts Commission
Schedule: FY 2008-2009
Estimated Cost: TBD
3.5 Place responsibility with CAC for developing a long-term vision for cultural development of
the arts in Thousand Oaks through the creation of a Cultural Arts Master Plan for the City.
This Commission will continue to advise the City Council on the programming of the theatres
but will also be concerned with h the development of all of the arts in Thousand Oaks,
including the literary and visual arts,arts education,cultural facilities planting,community
festivals and celebrations and the growth and sustainability of local arts and cultural
organizations.
Lead Parties: City Manager's Office,City Attorney's Office,Cultural
Affairs Department,Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: (One-time and recurring costs)
3.8 Structure the CAC with seven members,selected for their background and qualifications in
the arts and their demonstrated commitment to the cultural rife of the Ctty.Make
qualifications and expectations for service high and impose term limits and a rotation policy.
Allow Alliance the authority to appoint one seat on the Cultural Affairs Commission.
Lead Patties: City Managers Office,Cultural Affairs Department,
Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost (One-time and recurring costs)
3.7 Preclude representatives of other Focal cultural organizations from serving as members of
CAC,but establish liaison relationships between the Commission and key local cultural
organizations. Develop a Conflict of Interest Policy to govern activities of CAC members,and
make It subject to City Council review and approval.
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DRAFT CULTURAL AIM REVIEW
Lead Parties: City Manager's Office,City Attorney's Office,City
staff,Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
3.8 The proposed new Cultural Affairs Department will staff the CAC. _
Lead Parties: City Manager's Office,City Attorneys Office,Cultural
Affairs Department,Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: TBD
3.9 Place responsibility with CAC for reviewing all arts funding applications for operating and
project support from the City, including the arts portion of the CEEF grants,Alliance grants
and matching City cultural funding. Utilize a peer review panel system to review funding
applications and make grant recommendations to the CAC.Allow Alliance the authority to
appoint a representative to serve on the Commission funding review panel.
Lead Parties: City Manager's Office,City Attorney's Office,Cultural
Affairs Department,Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.10 Reactivate through the CAC the City's Percent for Public Art Program with the creation of a
Public Art Master Plan for the City.
Lead Parties: City Managers Office,City Attorney's Office,Finance
Department,Cultural Affairs Department,Cultural
Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: (Potential one-time and recurring General Fund costs)
Board of Governors(BOGI
3.11 Conclude the Board of Governors and incorporate its functions into the new Cultural Affairs
Commission.
Lead Parties: City Managers Office,City Attorneys Office,Cultural
Affairs Department,Cultural Affairs Commission,
Board of Governors
Schedule: FY 2008-2009
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UM EGLI-mu Anm rn,av •
Estimated Cost: Indirect staff costs
Thousand Oaks Arts Commission
3.12 Conclude the Thousand Oaks Arts Commission and incorporate its functions and programs
into the new Cultural Affairs Commission.
Lead Parties: City Manager's Office,City Attorney's Office,Cultural
Affairs Department,Cultural Affairs Commission,Arts
Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.13 Encourage current members of the Arts Commission to continue their valuable volunteer
staffing of the various arts activities for which they are currently providing support,with
oversight from the Cultural Affairs Commission.
Lead Parties: Arts Commission, City Managers Office,Cullum(
Affairs Department,Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
Thousand Oaks Civic Arts Plaza Foundation
3.14 Incorporate the programming advisory role of the Foundation into the new Cultural Affairs
Commission,with staff making theatre programming recommendations.
Lead Parties: Cultural Affairs Department, Foundation,Board of
Governors
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.15 As recommended in the City/Alliance for the Arts Relationship section(page 25),provide the
Foundation's presenting program with an annual subsidy from the City in the amount of at
least$100,000 to be matched by an equal amount from the Alliance for the Arts.This level of
funding should permit the presenting program to offer a more diverse range of performances
including programs that are more artistically challenging.
Lead Parties: Cultural Affairs Department,Finance Department
Schedule: FY 2008-2009
04
65
DRAFT GtMUAm"ReweW
Estimated Cost: $100,000 each from Alliance and City(recurring
General Fund cost)
Friends of the Civic Arts Plaza
•
3.16 Expand the volunteer opportunities of the Friends to include support for all City-related
cultural activities In Thousand Oaks,including providing volunteers for the City art gallery,
Alliance special evens,the Thousand Oaks Arts Festival and other arts programs.
Lead Parties: Friends,Cultural Affairs Commission,Alliance,
Cultural Affairs Department
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.17 Place oversight of the volunteer operations of the Friends with the Cultural Affairs
Commission,with CAD staff support.
Lead Parties: Friends,Cultural Affairs Commission,Cultural Affairs
Department
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.18 As recommended in the City/Alliance for the Arts Relationship section(page 25),transfer
operation of the gift shop to the Alliance for the Arts on a pilot basis for an initial period of
three years,provided that the Alliance contributes each year to the Friends an amount equal
to the average annual profit previously generated by the Friends shop to support children's
programs in the theatres.This amount should be adjusted annually to reflect cost of living
increases.
Lead Parties: Alliance, Friends,Cultural Affairs Department
Schedule: FY 2008-2009
Estimated Cost: Approximately$10000 annually from Alliance,plus
cost of additional merchandise;Friends to continue
volunteer staffing
3.19 Develop programs and activities to recognize and reward the significant contributions that
the Friends volunteers continue to provide on behalf of the City.
Lead Parties: Friends,Cultural Affairs Commission,Cultural Affairs
Department
Schedule: FY 2008-2009
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66
ORAFTCu wLAnis Review
Estimated Cost: Minimal,depending on cost of recognition activities
Conejo Recreation and Parks District(CRPDI
3.20 CRPD continue to support community-based cultural programming at the Hillcrest Center for
the Arts,in the public schools and In park settings.
Lead Parties: CRPD,Arts Council of Conejo Valley(ACCV)
Schedule: FY 2008-2009
Estimated Cost: -0-
Arts Council of Conejo Valley fA CVI
•
321 ACCV continue and develop its role as a member-based arts service and arts advocacy
organization serving the Conejo Valley region.
Lead Parties: ACCV,CRPD,Cultural Affairs Commission,Cultural
-Affairs Department
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.22 ACCV consider the development of a strategic plan that will articulate an expanded vision for
the organization and address organizational capacity issues.This strategic plan might
include consideration of developing a broader financial base and the engagement of a paid
Executive Director that would be responsible for implementing the Arts Council's vision and
programs.
Lead Parties: ACCV,CRPD,Cultural Affairs Commission,Cultural
Affairs Department
Schedule: FY 2008-2009
Estimated Cost: Potential recurring cost to Citys General Fund
Resident Arts Organizations
3.23 Formalize the process for designating resident arts organizations, using an application
process based on objective criteria including non-profit status,community support and
demonstrated artistic excellence.CAC develop these guidelines and criteria for City Council
review and approval.
Lead Parties: City Attorney's Office , Cultural Affairs Commission,
City staff, resident arts organizations
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DRAFT C:vu4LARTS REVIEW
Schedule: FY 2008-2009
Estimated Cost TBD. Indirect staff cost
3.24 Expand eligdrility for status as a Resident Arts Organization to include literary and visual arts
organizations,as well as performing arts.Make community festivals and celebrations eligible
for designation as an'Official City Event"
Lead Parties: City Attorneys Office,Cultural Affairs Department,
Cultural Affairs Commission,City staff,resident arts
organizations,Thousand Oaks Arts Festival
Schedule: FY 2008-2009
Estimated Cost: TBD. Indirect staff costs
3.25 Consider benefits for Resident Arts Organizations,including:
> Priority in scheduling and rental rates in City cultural facilities.
> Opportunities for donor recognition in City cultural facilities.
> Potential annual operating support from the CAC.
Lead Parties: -City Attorney's Office,Cultural Affairs Department,
Finance Department,Cultural Affairs Commission,
resident arts organizations,Thousand Oaks Arts
Festival
Schedule: FY 2008-2009
Estimated Cost: TBD,depending on the expansion of the consolidated
grants program under the Cultural Affairs
Commission.Potential recurring costs to City's
General fund
Thousand Oaks Arts Festival
3.26 Transfer oversight of the Thousand Oaks Arts Festival to the Cultural Affairs Commission,
with staff support from the Cultural Affairs Department.
Lead Parties: Cultural Affairs Commission,Cultural Affairs
Department,Thousand Oaks Arts Festival
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
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DMFTC ssAnn Rerhw.
3.27 CAC develop guidelines and criteria for"Official City Events"to be reviewed and approved
by City Council.Criteria should Include non-profit status,demonstrated community support
and contribution to the City's cultural life.
Lead Parties: City Attorneys Office,Cultural Affairs Department,
Cultural Affairs Commission,Thousand Oaks Arts
Festival
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.28 Once the CAC has developed criteria for Official City Events, encourage the Thousand Oaks
Arts Festival to apply for this designation.
Lead Parties: Cultural Affairs Commission,Cultural Affairs
Department,Thousand Oaks Arts Festival
Schedule: FY 2008
Estimated Cost: Indirect staff costs.Potential recurring City General
Fund costs.
Community Events Endowment Fund(CEEF2
3.29 Transfer responsibility for review of applications for the cultural portion of the CEEF grants to
the Cultural Affairs Commission.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Finance Department,Library Services Department,
Cultural Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
3.30 Transfer responsibility for review of applications for the sports portion of the CEEF grants to
another City department.
Lead Parties: City Manager's Office, Executive Team,Cultural
Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Indirect staff costs
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DMFTCnrv+x Mrs FRV7EW
Theatres Management and Operations(Page 53)
4.1 Re-evaluate"no public subsidy"policy of the Theatres Enterprise Fund,as described in City
Subsidy of the Theatres(page 20).
Lead Parties: City Manager's Office,City Attorneys Office,Finance
Department,Guttural Affairs Department,Cultural
Affairs Commission
Schedule: FY 2008-2009
Estimated Cost: Potential recurring cost to City's General Fund
4.2 Re-consider User Fee structure,with the goal of maintaining fees at a level that will better
balance the need for revenue with the impact on users'ability to produce performances and
serve the community.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Finance Department,Cultural Affairs Commission,in
consultation with theatre user groups
Schedule: FY 2008-2009
Estimated Cost: Potential recurring cost to City's General Fund
4.9 Conduct comprehensive market research to determine the interest in current programming,
community desires,and program opportunities. Research could be efficiently done as part of
the proposed Cultural Arts Master Plan.
Lead Parties: Cultural Affairs Department,Alliance,resident arts
organizations,other theatre user groups
Schedule: i FY 2008-2009
Estimated Cost: TBD—can be part of cultural plan allocation.Indirect
staff cost.
4.4 Coordinate the branding and marketing of Thousand Oaks Civic Arts Plaza,including printed
publications and online communications,under one umbrella/marketing professional.Include
marketing in the City/Alliance partnership planning.
Lead Parties: Cultural Affairs Department,Alliance,Public
Information,Cultural Affairs Commission,resident arts
organizations,theatre user groups
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
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OMFTCLVLRIL ARM flENay
4.5 Support the formation of a community-wide marketing collaborative to share resources and
explore other marketing opportunities.
Lead Parties: Cultural Affairs Department,Alliance, Public
Information,Cultural Maim Commission,resident arts
organizations,theatre user groups
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
4.6 Revise the annual brochure to increase customer usability,including a chronological list of
events.
Lead Parties: Cultural Affairs Department,Alliance, Public
Information,Cultural Affairs Commission,resident arts
organizations,theatre user groups
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
4.7 Create an event calendar program to facilitate the sharing of event information and details
among TOCAP staff.
Lead Parties: Cultural Affairs Department,Alliance,Public
Information,Cultural Affairs Commission,resident arts
organizations,theatre user groups
Schedule: FY 2008-2009
Estimated Cost: Indirect staff cost
4.8 In partnership with the Alliance,select and purchase a software package with the capacity to
track patron purchasing and donating history.
Lead Parties: Cultural Affairs Department,Alliance,Cultural Affairs
Commission
Schedule: FY 2008-2009
Estimated Cost: Potential significant City one-time cost and recurring
cost
4.9 Establish a long-term maintenance and replacement program for all capital improvement
areas and major building systems(including theatrical,facilities,and building shell)that
includes priorities and a funding plan.
Lead Parties: City Managers Office,Finance Department,Cultural
Affairs Department,Alliance
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•I DRAFTLMILRILPA3 RENEW
Schedule: FY 2008-2009
Estimated Cost: Potential significant one-time and recurring cost to
City
410 Expand presenting by TOCAP and the Alliance,as described in the City/Alliance for the Arts
Relationship section(page 25),to enhance programming quality.
Lead Parties: Cultural Affairs Department Alliance
Schedule: FY 2008-2009
Estimated Cost: $100,000 each from Alliance and City(recurring
General Fund cost)
opportunities for popular concert
4.11 Explore altemative'promotat'relationships to expand PoP
programming.Change the risk structure for events through incentives for promoters with the
ability to meet desired programming objectives,and through co-promoted events.
Lead Parties: Cultural Affairs Department,Alliance
Schedule: FY 2008-2009
Estimated Cost: Potential recurring cost to City
4.12 Reevaluate staff size,qualifications and configuration in the context of the joint planning
recommended In the City/Alliance for the Arts Relationship section(page 25),as well as
through cultural planning.
Lead Parties: City ACultural
Managers Alliance,Cultural Affairs
Commission
Schedule: FY 2008-2009
Estimated Cost: Potential one-time and recurring cost.
City Ads Funding and Support(Page 69)
5.1 Augment current City arts funding by matching the level of annual arts grants provided by the
Alliance(which is recommended to be reviewed and distributed by the proposed Cultural
Affairs Commission.)Provide funding in the form of both operating and project grants to local
cultural organizations,not limited to groups performing or presenting in the theatres.
Lead Parties: Managers Affairs
Cultural
Affairs Department, e
Commission
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DRAFTCULTURAL ARTS REVEVI
Schedule: FY 2009-2010
Estimated Cost: No new net cost to.Alliance(currently$200,000
annually);City to match 50%($100,000)In FY 2009
and 100%($200,000)thereafter(recurring cost to.
City's General Fund)
5.2 Allocate City funding to support the development of a comprehensive community Cultural
Arts Master Plan.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Cultural Affairs Commission
Schedule: FY 2009-2009
Estimated Cost: $120,000(one-time)
5.3 Reinstitute the City's Percent for Public Art Program by developing a Public Art Master Plan.
Lead Parties: City Manager's Office,Cultural Affairs Department,
Cultural Affairs Commission, local artists and
community leaders
Schedule: FY 2008-2009
Estimated Cost: $75,000(one-time)and potentially
significant recurring General Fund cost
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73
Minutes of Moorpark Arts Commission Meeting
May 17,2011
Page 2
B. Arts Commission Booth Application —3rd of July Event. (Oral Report)
The annual 3'd of July event will be held on Sunday this year. An
application will be submitted for an Arts Commission booth. Riley asked
for ideas for the booth. Hamous suggested videography, a bigger screen,
and giveaways such as magnets or stickers. Booth should be a fun
outreach to the community and a way to obtain volunteers. Chair Amador
would like to see the Arts Festival video played. Commissioners will
check schedules for availability and let Riley know.
C. Consider Applications for Public Artwork at the Ruben Castro Human
Services Center.
Upon reviewing the Commissioners' tally sheet votes, and reviewing the
artists' submissions, a "short list" of four (4) artists was chosen. Riley will
contact them to obtain their availability for interviews. A brief discussion
ensued regarding the format that will be used for the interviews. Hamous
recommended send thank you letters to all applicants.
8. CONSENT CALENDAR:
A, Approval of Minutes for the Arts Commission Meeting of February 15,
2011. Staff Recommendation: Approve as presented.
CONCENSUS: Approved as presented. (Schwabauer moved to approve.
Hamous seconded the motion.)
9. FUTURE AGENDA ITEMS AND REPORTS ON CONFERENCES/MEETINGS
ATTENDED BY COMMISSIONERS:
Amador attended an architectural class through GSA. She will share the
information Through a power-point presentation at a later date.
10. ADJOURNMENT:
8:07 p.m.
Jean Amador, Chair
Hugh R. Riley,Assistant City Manager
74
ITEM 9. 6
MINUTES OF THE ARTS COMMISSION SPECIAL MEETING
i
Moorpark, California June 21, 2011
A Special Meeting of the Arts Commission of the City of Moorpark was held on June 21,
2011, at Moorpark City Hall, located at 799 Moorpark Avenue, Moorpark, California.
1. CALL TO ORDER:
The meeting was called to order at 6:10 p.m.
2. ROLL CALL:
Present: Commissioners Charles Blaugrund, Tina Hamous, Wendy
Molloy, and Mary Schawbauer. Chair Jean Amador was absent.
Staff Present: Assistant City Manager Hugh Riley.
3. PUBLIC COMMENTS:
None.
4. PRESENTATIONS/ACTION/DISCUSSION:
A. Consider Final Selection of Artist for the Ruben Castro Human Services
Center. Staff Recommendation: Review final four artists' conceptual
designs and make a recommendation for City Council consideration.
Before discussion began on the final selection of an artist, Commissioner
Hamous inquired if any of the Commissioners present were acquainted
with any of the three finalists. Commissioner Blaugrund stated that one of
the artists had been commissioned by a former client of his, so he was
familiar with that artist's work.
Each Commissioner relayed their thoughts about each artist. The
consideration centered on the probable acceptance and understanding of
each piece of art by the community of people that would be visiting the
building. The characteristics of that community were discussed in detail.
A lengthy and in-depth discussion ensued. Many varying opinions and
impressions were expressed.
Discussion was followed with a simple ballot for the Commissioners to
prioritize their choices for recommendation to the City Council. The
resulting preferential order was: 1s` choice, John Fisher; 2nd choice,
Stephen Rieman; and 3rd choice, Carol Gold. The ballots shall be filed with
these minutes.
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Minutes of the Arts Commission
June 21, 2011, Special Meeting
Page 2
CONSENSUS: It was the consensus of the Commission to recommend John
Fisher to the City Council for consideration.
Discussion continued about the placement of the artwork. The
Commission generally supported the idea of offsetting the piece within the
court and deleting the inner circle feature. This would solve the problem of
the lattice work in the courtyard overshadowing the sculpture.
The Commission will revisit this issue with the artist and the building
architect.
MOTION: Commissioner Hamous moved and Commissioner Molloy seconded a
motion to add an additional agenda item, in order to discuss the event booth at
the upcoming July 3rd City event, to be manned by the Arts Commission and the
Arts Foundation. The motion was carried by unanimous voice vote.
Commissioner Hamous stated that if at least four of the five Commissioners
could not attend the event to assist with manning the booth, then the Arts
Commission should not have a booth.
Commissioners Blaugwnd, Hamous, Molloy, and Schwabauer all agreed to work
at the booth during the event.
5. CONSENT CALENDAR:
MOTION: Commissioner Schawbauer moved and Commissioner Hamous seconded
a motion to approve the Consent Calendar as presented. The motion was carried by
unanimous voice vote.
A. Approval of Minutes for the Joint Meeting of the City Council and Arts
Commission of March 29, 2011: Staff Recommendation: Approve as
presented.
B. Approval of Minutes for the Special Meeting of the Arts Commission of
June 8, 2011. Staff Recommendation:Approve as presented.
C. Approval of Minutes for the Special Meeting of the Arts Commission of
June 16, 2011. Staff Recommendation:Approve as presented.
6. ADJOURNMENT:
The meeting was adjourned at 8:30 p.m.
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Minutes of the Arts Commission
June 21, 2011, Special Meeting
Page 3
APPROVED:
Jean Amador, Chair
Respectfully submitted:
Patty Anderson, Administrative Assistant
77