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CAC 03 27 1995t a� •cam 0 0 Aw z V S �4 C� OF TNti� r CULTURAL AFFAIRS COMMISSION AGENDA La Quinta Civic Center Study Session Room 78-495 Calle Tampico La Quinta, CA 92253 March 27, 1995 7:00 P.M. I. CALL TO ORDER A. Roll Call 11. PLEDGE OF ALLEGIANCE 111. CONFIRMATION OF AGENDA Corrections, additions, deletions or reorganization of the agenda IV. APPROVAL OF MINUTES Approval of Minutes of February 27, 1995. V. ANNOUNCEMENTS A. Easter Egg Hunt and Celebration - 9:00 AM, April 15, 1995 VI. PUBLIC COMMENT The Cultural Affairs Commission reserves the right to limit discussion on any topic to five minutes or less. VII. CORRESPONDENCE AND WRITTEN MATERIALS A. San Bernardino County Cultural Plan From Harris Goldman & Associates B. California Arts Council Executive Summary C. California Countryside Festival Information D. Art In Public Places Minutes for February 6, 1995 VIII. STAFF REPORTS A. Select Judges and Recruit Volunteers for Easter Mural Sidewalk Art Contest CACAGN.003 1 IX. COMMISSION BUSINESS A. Review Report and Select a Commissioner(s) to attend National Assembly of Local Arts Agencies (NALAA) Conference, June 10-13,1995 in San Jose, CA, to Recommend to Council. B. Review CAC Letter.to Be Mailed to Organizations - Atkins X. COMMISSION COMMENT XI. COMMISSIONER REPORTS & INFORMATIONAL ITEMS A. Committee or Professional Affiliation Reports Art In Public Places Community Concerts Association Encorel LQ Arts Foundation LQ Arts League LQ Chamber of Commerce LQ Friends of the Library LQ Historical Society Museum LO Little Theater Round Table West School Site Council Committee Other B. Subcommittee Reports 1. Cultural Affairs Commission Letter - Atkins 2. High School Journalism Competition - Lawrence 3. DEPA Program - Berliner 4. La Quinta Pageant - Francis XII. NEXT MEETING DATE, TIME AND TOPIC April 24, 1995 7:00 PM La Quinta Civic Center Study Session Room • Arts Advocacy Report - Hull/Langer • Latin Jazz/Salsa Day Feasibility Study - Berliner XII1. ADJOURNMENT CACAGN.003 2 a HARRIS GOLDMAN & ASSOCIATES 12535 SEMILLON B(,,, LEVW SAN DIEGO, CA 92131 USA VOICE:(619) 536-8202 FAX:.(619) 536-8224 VII. Item A. February 21,1995 Kathryn B. Hull, Cultural Affairs Commission City of La Quinta P.O Box 1504 78-495 Calle Tampico La Quinta, CA 92253 Dear Kathryn, I am pleased to enclose the San Bernardino County Cultural Plan document, per your request. The San Bernardino project was unusual because it needed to serve such a large and diverse geographical range. Each plan I've done is unique, and a community cultural plan for La Quinta would be structured somewhat differently than the San Bernardino plan: There would be greater opportunity to be much more specific and focused, due to the defined service area. Furthermore, what is far more important than the document of the plan is the vrocess. Has it involved the community, does the develop buy -in from the "stakeho dens", and does it build ty process commitment to results? , If you are considering engaging a consultant to assist you in the process, I would be pleased to meet with you to answer any questions about the San Bernardino plan, learn more about your goals for La Quinta, and discuss various approaches. - I look forward to hearing from you. , A CULTURAL PLAN FOR SAN BERNARDINO COUNTY Harris Goldman of Harris Goldman & Associates, Principal Consultant Sonia Baker, Project Coordinator This plan is sponsored by: The Arts Foundation of San Bernardino County with support from the National Endowment for the Arts. TABLE OF CONTENTS Introduction by David Raff, President, AFSBCo ............................ 1 Executive Summary .................................................3 Background..........................:............................7 Structure.........................................................8 Methodology.....................................................8 Mission and Values.................................................9 County Profile......................................................10 Geography & Climate...............................................10 Population........................................................10 Economy.........................................................11 Attractions & Tourism ............................................... 11 Public Education and the Arts ......................................... 12 Assessment Conclusions ............................................. 13 Cultural Plan Recommendations ....................................... 15 Arts and Cultural Organizations ....................................... 16 Goal 1 (Nurture) and Strategies ........................................ 17 Goal 2 (Audiences) and Strategies ...................................... 18 Goal 3 (Safety) and Strategies ......... ................. .......... 22 Arts and Cultural Facilities ............................................ 23 Goal 4 (inventory) and Strategies ...................................... 23 Youth and Arts Education ............................................ 24 Goal 5 (increase Arts Opportunities) and Strategies ......................... 26 Goal 6 (Reinstate Arts in Schools) and Strategies ........................... 28 Communications and Advocacy ........................................ 31 Goal 7 (Communications) and Strategies ................................. 31 Goal 8 (Advocacy) and Strategies ...................................... 33 Cultural Capital .................................................... 36 Goal 9 (Funding) and Strategies ......................................... 36 Goal 10 (Leadership) and Strategies ................................ . .. 40 Conclusions.......................................................42 NextSteps .............................................. ........43 Participants.......................... ............................44 Resource Information ................................................ 47 Organizational Survey ............................................... 50 THE DU N DAT I O N 5AN BERNARDINO county P.O. Box 1307 (Mail) 157 West 5th St., 3rd Floor San Bernardino, CA 92402 Phone 909 / 387-5997 Fax 909 / 387-5790 A 501(C) (3) Agency October 25, 1994 Since the Arts Foundation of San Bernardino County embarked on the development of a Community Cultural Plan, I have witnessed the enthusiasm with which county residents have expressed their support for arts and culture in their communities. Recently, I had the opportunity to read a letter from a high school student in San Bernardino County who participates in his school's performing arts department. In the letter, this student discusses the profound effect music has had in his life. He asks that school music programs be maintained for future generations, because "without musical programs, school is Just plain school." This letter is one example of the interest San Bernardino County residents have expressed in maintaining and improving the status and quality of arts and cultural activities. This interest has been demonstrated by the literally hundreds of business leaders, educators, government officials, media representatives, arts organization members, students and parents from all regions of the county who have volunteered countless hours in the development of this plan. Many studies have found that communities with active and diverse cultural activities have lower crime rates and higher student- achievement. Businesses are drawn to communities with an active cultural calendar. San Bernardino County can now realize the benefits from active support of the arts and cultural activities. The Arts Foundation of San Bernardino County is a nonprofit 501(c)(3) org$nization which provides support for arts organizations and artists throughout the county. Our board of directors and staff began the development of a county -wide Community Cultural Plan to provide a better support structure for our constituents. With the completion of the Community Cultural Plan, our next step is to begin implementation of the strategies described in the plan. Our board and staff, with the assistance of many volunteers, are ready for the challenges ahead. Too much time and energy has gone into the development of this plan to allow it to collect dust. On behalf of the Board of Directors and staff of the Arts Foundation of San Bernardino County, I would like to express our sincere gratitude to all who participated in the development of the San Bernardino County Community Cultural Plan. We offer our commitment to you, those who work and live in the County, that we will continue to do what we can as an organization to make sure that cultural activities will be available for future generations. David B. Raff President Arts Foundation of San Bernardino County A State -Local Partner of the California Arts Council, funded in part by major grants from the California Arts Council, San Bernardino County Board of Supervisors, TARGET Stores, corporations, and other foundations as well as public and private sponsors. SAN BERNAMINO COUNTY CULTURAL PLAN An investment in arts and culture is an investment in the health of our communities. The development of arts and culture in San Bernardino will have a positive impact on our economy, communities, families, and children. Hundreds of residents throughout San Bernardino County participated in focus groups, meetings, interviews, community forums, and surveys over a period of six months. As a result of this process, the following goals and strategies were developed by the Cultural Plan Steering Committee and its task forces: Coal 1: Nurture the arts, cultural organizations and artists of San Bernardino County. 1.1 Create a county -wide coalition of representatives of all arts and cultural organizations. The Arts Foundation convenes regularly to discuss mutual concerns, benefits of cooperation, advocacy. 1.2 Create a formalized technical assistance program coordinated by the Arts Foundation in partnership with other service providers for workshops, seminars, round tables, forums, mentor programs, and one-to-one training and consulting. 1.3 Create a county -wide information system providing a regularly updated inventory of arts and cultural activities, organizations, resources and facilities, libraries, museums and the Arts Foundation in partnership. 1.4 Piggy -back on an existing regional economic development "fair' with an "Arts Resources Fair' to expose businesses to arts resources. (The Arts Foundation in partnership with sponsors of the main event.) Coal 2: Increase audiences of county arts and cultural organizations. 2.1 Develop new, or revise existing arts and cultural programs to address the economic, social and political barriers to attendance. 2.2 Present arts and cultural programs closer to "home." 2.3 Develop and implement arts and cultural youth programs, and, where feasible, in ways that also involve their parents. 2.4 Develop family -oriented arts and cultural programs individually or in partnerships. 2.5 Create marketing programs to target specific groups. 2.6 Explore the feasibility and interest for an annual cultural Arts Fair. Coal 3: Address real and perceived safety concerns of attendees of arts aind cultural events. 3.1 Convene meeting of interested parties to brainstorm how community can create secure environments. 3.2 Arts and cultural organizations consider ways of implementing own safety plans, individually and in partnerships. Coal 4: Identify, develop and enhance facilities to be available to arts and cultural organizations and audiences, and to encourage accessible arts and cultural activities within local communities. 4.1 The Arts Foundation in partnership with existing municipal arts agencies create a comprehensive inventory of existing arts -related facilities 4.2 The Arts Foundation, as a catalyst, assists organizations wishing to explore building new facilities by maintaining a reference library and providing feasibility round tables. 4.3 Develop non-traditional spaces to increase exhibit and other program opportunities. 3 Goal 5: To increase arts and cultural educational opportunities for children. 5.1 Create a communications network to put programs, events and decision makers in touch with one another. 5.2 Establish opportunities to link arts and cultural events with programs for youth. Goal 6: Effectively reinstate arts education in the schools. 6.1 Educate administrators, teachers and parents about how the arts are essential to the educational process and success in school. 6.2 Provide arts education experience and training to teachers so they are more comfortable with the arts in their classrooms. 6.3 Develop grass -roots advocacy programs. 6.4 Advocate respect and reward for teachers. Goal 7: Communicate county -wide arts and cultural events and information to artists, arts and cultural organizations and to the general public. 7.1 Maintain an inventory of county -wide and community cultural events. 7.2 Develop and maintain an artist registry containing phone number, address, information about the artist, media, and examples of work. 7.3 Publicize artists and arts and cultural organizations available to schools. 7.4 Establish and maintain mailing lists to be, made available to all organizations who contribute per a unified agreement regarding usage. 7.5 Develop and maintain an arts and cultural organization directory and retain non -arts, non-profit, for -profit organization directories. 7.6 Increase use of media, including public access TV, radio, and other media. 0 7.7 Maintain an "opportunity" resource library for access by artists, organizations, members of the Arts Foundation, and the general public. 7.8 Develop a Speakers Bureau. 7.9 Develop marketing partnerships. 7.10 Develop an annual arts and culture newspaper supplement in partnership with arts and cultural organizations and newspaper publishers. 7.11 Create and publish an annual county arts and culture brochure which would include a map of festivals 7.12 Reinstate and expand the Arts Foundation newsletter to include a calendar of events, other advocacy and information opportunities. 7.13 Develop an online computer bulletin board in partnership with libraries and arts and cultural organizations. 7.14 Provide a telephone "hot-line" for arts and cultural events. Goal 8: Enlarge the community base of support for advocacy for arts and culture. 8.1 Keep elected officials informed about arts and cultural programs in their jurisdictions. 8.2 Train supporters of arts and culture how to be advocates. 8.3 Provide artists, arts and cultural organizations and arts supporters with advocacy tools and current information 8.4 Hold arts forums for public office candidates. Goal 9: Develop Financial and Human Resources necessary to support arts & cultural activities throughout the county. 9.1 Reinstate county funding support for arts and culture. 9.2 In addition to reinstating county funds, identify and secure new sources of government funding for arts and culture. S 9.3 Conserve existing resources and generate new dollars through cooperative efforts between organizations. 9.4 Assist artists, arts & cultural organizations to access their own funding. 9.5 Expand and diversify funding sources to strengthen the Arts Foundation with an annual campaign which would include government, foundations, corporate and private funding. 9.6 Create a registry of local arts and cultural resources for hire. 9.7 Explore the possibilities of a united fund for the arts approach to business by region. 9.8 Explore the possibility of a county -wide Festival of the Arts. Goal 10: Recruit, nurture' and train new arts and cultural leadership. 10.1 Increase the visibility and strengthen the image of the Arts Foundation as the county arts and culture umbrella organization. 10.2 Utilize existing leaders to identify potential new arts leaders. 10.3 Develop a volunteer pool for arts and cultural organizations. 10.4 The Arts Foundation will organize and create regional "chapters" to recruit leadership. 10.5 Recruit TCAP (The California Arts Project) and RIMS CAP (Counties of Riverside, Inyo, Mono, and San Bernardino, California Arts Project) mentors to serve on boards of arts and cultural organizations. 10.6 Create a regional chapter of Business Volunteers in the Arts. The full report which follows this Executive Summary provides additional strategy detail along with background information and discussion of issues. on SAIV BERNARDINO COUNTY CULTURAL PLAN The need for a cultural plan to serve the county was identified by the Arts Foundation of San Bernardino County. In assessing its own role as a catalyst for arts and culture with the process funded, in part, by the National Endowment for the Arts, the Arts Foundation Board of Directors commissioned an assessment of arts and cultural needs. This assessment led to this strategic plan which addresses the needs identified in the assessment. This final plan serves as a road map for the Arts Foundation to best serve its constituent organizations and county citizens. It provides options and opportunities for county arts and cultural organizations and artists. Also, it provides information to aid arts advocates and lovers of the arts throughout the county about what is possible and how it may be accomplished. V The Arts Foundation of San Bernardino County is the sponsor of the cultural planning process. It is responsible for the fund raising accounting and communication to funding agencies and generally oversees the progress of the project.The Arts Foundation reviews and approves the final draft of the San Bernardino County Cultural Plan, as submitted by the steering committee, before it is distributed to the general public. The Cultural Plan Steering Committee provides community leadership and oversees the project direction with the consultants. Members develop the project goals, evaluate data, act as community advocates for the plan, and, in some cases, chair task forces. A listing of the members of the steering committee is appended to this report. The Project Consultants coordinate information gathering and task forces, facilitate teamwork, and synthesize and edit reports. The consultants report on and evaluate the progress of the project, and produce drafts of the community needs assessment and cultural plan for the steering committee's review and approval. The consultants also coordinate and facilitate community focus groups and forums, and report to the lead agency and steering committee. The Task Forces, developed around key issues, are responsible for research, fieldwork, brainstorming, and input into draft reports to the steering committee. This plan began with the formation of the Cultural Plan Steering Committee. The committee served as the policy making body to establish goals and objectives, chair task forces, draft the cultural plan with the consultants, and approve the plan's contents. The Arts Foundation's goal for the steering committee membership was to insure diversity, access to information, awareness of issues, and the enabling of communication rather than representation of specific interest groups. In laying the groundwork for the county cultural plan, in August of 1993, an initial assessment of the Arts Foundation was conducted by interviewing community leaders. In May 1994, research and data was accumulated through the participation of the steering committee facilitated by the project consultants. Data was supplied by various county and state agencies, and through interviews with local government planners and other key leaders, focus groups, and community forums. Following the assessment stage, members of San Bernardino County arts and cultural organizations, along with educators, planners, business leaders, community leaders and others, participated in various task forces. These task forces included: Arts and Cultural Organizations and Facilities, Youth and Arts Education, Communications and Advocacy, and Cultural Capital (developing human and financial resources). The task forces each met for several sessions to analyze the data of the assessment, to refine goals, and to develop strategies. The task forces' recommendations were brought to the steering committee for further refinement and adoption, and to the board of trustees of the Arts Foundation for ratification. It is intended that this plan will also be submitted to the County Board of Supervisors for endorsement in principle. The following statements of mission and values was ,adopted by the steering committee to guide this project: Mission The mission of the San Bernardino County Cultural Plan is to respond to cultural needs throughout the -county. Within the context of this plan, "culture" is meant to be totally inclusive of all forms of human expression in the visual, performing, applied and literary arts, whether classical or modern, formal or informal, embracing the diversity of all people within this county. Values Hundreds of San Bernardino County citizens from all walks of life have participated in the creation of this plan. We, the Board of Directors of the Arts Foundation of San Bernardino County, the members of the Cultural Plan Steering Committee, and all of the people participating on the various task forces believe arts and culture go far beyond what is commonly characterized as "enhancing the quality of life' in a community. For example: The development of arts and culture has a positive economic impact on a community by creating employment opportunities, attracting and retaining business, and providing new and increased expenditures to local businesses patronized by attendees of nearby arts and cultural events. Arts and culture play a vital role in successfully addressing societal problems by providing shared cultural experiences for families and communities; reducing school dropout rates; teaching respect and appreciation for cultural differences, building self-esteem, developing creative outlets to channel energy, helping to overcome learning disabilities, and building community pride and identity. • We believe the time to plan for arts and cultural development is now. To address economic challenges, we must be sure to explore solutions that will maximize the precious value of community resources. We must also plan for the time when resources will improve. • We believe in developing quality in arts and cultural programming by nurturing artists and arts organizations. • We believe in long-range goals achieved through a succession of short-range strategies. • We are committed to developing and promoting arts and culture in the county through networks, collaborations, and partnerships. Such linkages can exist among non-profit organizations, educational institutions, the humanities and sciences, government, the private sector, and the community at large. Arts and culture are not to be reserved for prosperous times, but rather are a continuous necessity. It is important to know and understand that arts and culture are the life -blood of every healthy community. 0 r ARTS AND CULTURAL ORGANIZATIONS Interviews and meetings with representatives of county arts and cultural organizations reveal several commonalities: • Most arts and cultural organizations have been hit hard by the sagging economy. Many relied on county funding that has since evaporated. Some organizations have also seen subscription attrition. • The graying of audiences. Most representatives of organizations reported the majority of the audiences are getting older. One organization's recent survey revealed 80% of their audience was over 45 year of age and 45% over 60 years of age. • Territorial Audiences. Representatives of some organizations report that it is often difficult to;attract audiences to venture into their "region" from another. Other organizations reported some audiences "will not look in their own back yard" for arts and culture. • Desire to explore opportunities and ties to tourism. • Perception that elected officials do not understand the positive impact of the arts to communities and there is a lack of appreciation by those in position of influence about the positive role of arts and culture in a community. • Many organizations have not fully developed a fund- raising program, nor have they incorporated a diversity of funding sources. • Need for technical assistance. Many of the arts organizations in San Bernardino county began as all -volunteer organizations formed .to bring cultural activities to a region. Some of these organizations have only one or two paid staff, who may need advice, guidance, training, or hands-on assistance with marketing, fund raising, or board development. • Interest in collaboration for mutual benefit programs, such as integrated qualified mailing lists of arts and culture patrons, library of resource materials (such as fund-raising and marketing research materials), comprehensive calendar of events, and joint marketing opportunities. U7 l For the following arts and cultural organization goals, some of the strategies require implementation by the Arts Foundation while other strategies will be implemented by arts organizations acting individually, collectively or in partnership with Arts Foundation. In such cases, these strategies are intended as a menu of options for each organization to shape to its own mission, plan, and goals. Nurture the artists and arts and cultural organizations of San Bernardino County. Strategies 1.1 Create a. county -wide coalition consisting of representatives of all arts and cultural organizations. It is recommended that this coalition have a direct connection with the Arts Foundation, and that it meet regularly to address mutual. concerns, explore areas of cooperation for mutual benefit, and conduct advocacy programs. 17 There is much that a strong Arts Foundation can do to assist arts and cultural organizations throughout the county, and there is much that the arts and cultural organizations can do to assist themselves and each other, with the Arts Foundation's help. 1.2 Create a formalized technical assistance program, coordinated by the Arts Foundation in partnership with other service providers, to identify technical needs and assist artists and arts and cultural organizations through workshops, seminars, round tables, forums, mentor programs, and one-to-one training and consulting. The planning process has revealed many specific needs for technical assistance, especially board development, resource development, and marketing. These programs should be designed to be ongoing, and other training organizations, such as support centers, should be sought as partners or service providers. In addition to the various workshops, it would be beneficial to arts and cultural organizations and artists for the Arts Foundation to develop a resource library. The Arts Foundation may wish to consider instituting special membership programs for organizations and artists, entitling members to attend programs at reduced or no cost and providing access to the resource library. 1.3 Create a county -wide information system providing a regularly updated inventory of arts and cultural activities, organizations, resources, and facilities. It is recommended that this be undertaken by a partnership consisting of the Arts Foundation and the county libraries. 1.4 Piggy -back on an existing regional economic development "fair" or business exposition with an "Arts Resources Fair" to expose businesses to arts resources, from performing artists and organizations available for corporate functions to visual artists with services to offer the business sector. This should be undertaken by the Arts Foundation in partnership with the sponsors of the main event, with potential financial support from the event sponsor, economic development agencies, and businesses. Increase the audiences for county arts and cultural organizations. Strategies 2.1 Develop new or revise existing arts and cultural programs to address the economic, social, and political barriers to attendance. Arts and cultural organizations may wish to involve representatives from these potential audience groups in planning the programs and devising the marketing strategies, in order that the targeted audience will feel ownership for these projects and activities. Sponsors of various ethnic festivals may wish to consider combining resources and developing regional "multi -ethnic" events. The Arts Foundation may also wish to convene representatives of arts and cultural organizations from naturally developed market areas (as opposed to using political boundaries) to develop strategic marketing programs. Arts and cultural organizations may wish to offer special "pay what you can" for specific performances or exhibits. Additionally, corporate and foundation funding is often available for scholarship programs, so that organizations can be paid the full cost for the program, while the participant pays a discounted fee, or nothing. 2.2 Present arts and cultural programs closer to "home." Each arts and cultural organization will need to assess what is possible or desirable. In addition to meeting the needs expressed by residents living outside the major cities, reaching into new communities through some form of touring programming and exhibits, rotating exhibitions, or neighborhood workshops may yield new audiences for arts and cultural organizations willing to make the effort. 2.3 Develop and implement arts and cultural youth programs and, where feasible, in ways that also involve parents. While parents may not feel they have the time or money for many arts and cultural activities as discovered in the assessment report, they DO make the extra effort to provide opportunities for their children if these activities are inviting and accessible. While many arts and.cultural organizations have offered some children's programming, most have been offered on a very limited basis or sporadically. When these events are offered, some are "drop-off" events where parents leave the children, or simply chaperoned events where parental involvement is passive. An inclusive activity exposes and interests the parent(s) with the children. Arts organizations may wish to examine how youth activities, such as scouting and sports leagues, have involved parents. The rewards of such activities can be multiple. Through the parent's shared experience with the child, the parent can identify the child's interests, which may be further encouraged. Simultaneously, the parent is exposed to the organization, and can be attracted to its other programs and volunteer opportunities. While all worthwhile arts and cultural programs developed for children are an imperative first step toward building future audiences, involving parents may yield the additional benefits of the parent's participation and support of children's activities. Arts and cultural organizations should be encouraged to establish their own programs. However, the Arts Foundation may wish to sponsor round tables for arts and cultural organizations to share what works and what doesn't (positive examples of such -current programs are Junior University San Bernardino and Imagination Celebration), and collect materials about successful models around the country that can be shared with arts and cultural organizations (resource library and/or workshops). To be successful, these programs will need to be of quality and thus will need to be adequately funded (see Cultural Capital GOAL 8), and successfully publicized. 19 2.4 Develop family oriented arts and cultural programs individually or in partnerships. Recognizing the constraints on leisure time, arts and cultural organizations would benefit by offering more programs that can provide a shared family experience. They could then cooperatively market these programs as such factoring in performance times, pricing plans, and appropriate publicity channels to attract families. A key ingredient to the long- term success, building interest and recognition of such programs will be a commitment to such programs on a regular basis. Many arts and cultural organizations' programs are already suitable to family audiences as is, and require only a modification of marketing or adding resource material for a parent to share with a child. In order to attract new audiences to sample their programs, arts organizations .may also wish to consider location of such programs. For instance, organizations may wish to identify locations where potential audience members shop or work and create on -site exposure to their programs or "samplers." Arts and cultural organizations may wish to explore partnerships with other arts organizations to develop and implement such programs. There may be additional opportunities to partner with non -arts organizations that already conduct family activities, such as family camps, scouting programs, churches and synagogues, YMCAs and YWCAs, parks and recreation departments and museums. Preliminary research indicates there are also potential corporate and foundation partners that could support such programs with dollars and/or promotional assistance. 2.5 Create marketing programs to target specific groups. Through an arts and cultural coalition and with the additional leadership (assistance) of the Arts Foundation, target market mailing lists may be developed and shared at great cost savings. Arts organizations may also wish to enter into joint -marketing direct mail programs with each other to keep costs low. VVZO] 2.6 Explore the feasibility and interest for an annual cultural arts fair. The Arts Foundation may wish to convene a steering committee, including representatives of arts and cultural organizations, to investigate an annual cultural fair. It is interesting to note that every task force of this plan recommended an arts fair. Potential benefits include: • Image building for residents to see San Bernardino County as a destination for arts and cultural activities and to recognize arts and cultural as valuable assets in the region; • Cross -over exposure to prospective audiences — audiences attracted to the fair for one performance or exhibit will likely see many others; • Building ties between arts and cultural organizations by participating in common benefit activities; • The possibility of using the fair as a tool for the the 21 Arts Foundation to raise funds to assist arts and cultural organizations; • Arts and cultural organizations utilizing the fair to sell their programs and services. Address real and perceived safety concerns of attendees of arts and cultural events. Background The county of San Bernardino and the city of San Bernardino have particularly suffered a declining image because -of concern for safety and security. The perceived and real concerns about crime have been conveyed in the various focus groups and forums conducted during the assessment stage of the cultural plan. While safety concerns may prevent some residents from attending cultural events at night, various national studies have concluded that an increase in audience gathering events causes a decrease in crime in that area. Strategies 3.1 Convene local meetings with representatives of arts and cultural organizations, law enforcement officials, local business owners, and elected officials to brainstorm how community resources can be brought together to create secure environments and alleviate safety fears. These meetings may be organized by the regional chapters of the Arts Foundation recommended elsewhere in this report. 3.2 Arts and cultural organizations can consider ways of addressing safety issues by implementing their own plans, such as altemate daytime programs that may appeal to seniors who may be reticent to attend in the evenings; well -lighted, secured, or patrolled parking areas, valet parking or escorting to/from parking areas,.off-duty police on premises; and partnering with other organizations to cluster simultaneous activities in one location. 22 ARTS AND CULTURAL FACILITIES The cultural needs assessment revealed that people who live some distance from the urban centers are desirous of developing (or converting existing) facilities for arts and culture activities that can be easily accessible (close) to their communities. Planners of such facilities may benefit by working together to avoid duplication and for shared benefits. Participants at the various community forums stated there were insufficient arts and cultural facilities near their homes. Those communities wishing to explore the development of such facilities will need to assess local community needs and interests for programming, audience potential, and fundability. Some communities may benefit by modest "storefront" operations, while others may seek programs that demand more sophisticated facilities. The city of San Bernardino has recognized a need for a regional facility to house a full symphony orchestra and the larger touring productions. The city commissioned a feasibility study which confirmed the need and feasibility. The project has not moved forward, possibly because there is no organization currently working with local government to act on the recommendations of the study, and there has been no leadership effort to enlist needed regional support beyond the city. Identify, develop, and enhance facilities to be available to arts and cultural organizations and audiences, and to encourage arts and cultural activities accessible within local communities. Strategies 4.1 The Arts Foundation, in partnership with existing municipal arts agencies and regional arts agencies and associations, create a comprehensive inventory of existing arts -related facilities, including types of space and dimensions, cost, availability, and contact information. 4.2 To assist those organizations wishing to explore the building of new facilities, the Arts Foundation should maintain a reference library related to arts facilities, capital campaigns, and related subjects. It may also wish to sponsor workshops that address facility development issues and round tables for those organizations that are considering facility development, and those that have already completed a facility. 4.3 Develop non-traditional exhibit and program spaces that can bring cultural activities to neighborhoods. While many cultural activities preclude consideration of non-traditional spaces, some programs and activities could be developed or expanded by use of non-traditional spaces, taking into consideration such logistic concerns as insurance, climate controls, accessibility, and building codes. 23 YOUTH ARTS EDUCATION Residents participating in community forums and representatives of county arts and cultural organizations who were interviewed, lamented the cutbacks in arts education programs in the public schools. They are concerned about how new audiences will be developed. According to participants in forums for educators, arts and cultural education opportunities are extremely limited in the public schools. Continuing funding for existing arts programs is a constant struggle, while securing funds for new arts education programs is almost impossible. The limited successes are the result of efforts by individual schools or teachers. Participants expressed concern that teachers lack training in the arts and are unfamiliar with the Visual and Performing Arts State Framework for California Public Scbools: Kindergarten Tbrougb- Twelve. In 1991, due to the combined efforts of arts 500 490 480 470 460 450 440 430 420 410 400 educators in the counties of Riverside, Inyo, Mono, and San Bernardino (RIMS), a regional site of The California Arts Project (CAP), RIMS CAP was established within the County of San Bernardino. RIMS CAP is located on the campus of California State University, San Bernardino, and serves, as mandated by SB 1882, as a state professional development center for the visual and performing arts in the RIMS region. RIMS CAP has held institutes in the visual and performing arts for educators of kindergarten through post secondary grades, and other professional development programs throughout the past three years, resulting in a growing network of arts educators working to strengthen arts education within the county of San Bernardino. The leadership of RIMS CAP recognizes the concern expressed by forum participants and is continually working to expand its membership of educators. Arts programs may not be equally accessible to all students. SAT Scores for Students Having Coursework/Exposure in Arts Education: 1989 Math Mean Scores Acting/Play Art History Dance Drama Music Music Photography/ Studion Art No Production Appreciation Appreciation Appreciation Performance film and Design Coursework Mean for all Students Source: Music Educators National Conference 24 For instance, the instrumental music program requires most students to provide their own instruments. According to arts education forum participants, only 2,000 of 12,000 students can afford musical instruments. Further, some of the arts curriculum is restricted to the Gifted and Talented Education Program (GATE). As one participant stated, "emphasis is on the academically gifted, not talented." According to county educators participating in forums, there are numerous benefits to arts education. There is evidence that children provided with arts education do better in other courses. Participants cited a study in Columbus, Ohio, in which arts magnet students did better in science, math, and language arts than students in the science, math, and language arts magnet schools. There are also many by- products, including self-esteem and social skills. Educators at the forums emphasized that most important was the ability for students to learn to problem solve in different ways 500 490 480 470 460 450 440 430 420 410 400 which will be useful beyond the arts programs. Despite many concerns, there were signs of opportunities: Educators have cited funding possibilities from the Eisenhower Act and from the States new arts license plate program (with some of the revenues to be allocated to arts education). There are a few examples of fully functioning arts education programs within the county schools, and teachers participating in round tables expressed interest in developing more opportunities for arts education. The colleges in the region offer some arts and cultural programming, but in most cases their audiences are derived almost exclusively from the campuses. It appears there is not sufficient funding available to advertise and promote these activities beyond the campuses. It also appears the colleges may possess some untapped resources of potential value to arts and cultural organizations as well as arts education for youth. SAT Scores for Students Having Coursework/Exposure in Arts .Education: 1989 Verbal Mean Scores Acting/Play Art History Dance Drama Music Music Photography/ Studion Art No Production Appreciation Appreciation Appreciation Performance film and Design Coursework Mean for all Source: Music Educators National Conference Students 25 Increase arts & cultural education opportunities for children. Strategies 5.1 Create a communications network to put programs, events and decision -makers in touch with one another. To increase educational opportunities there must be an increased awareness about who and what is available in arts and culture nationally, in -state, county -wide and in local communities. Presenters of arts and cultural programming directed towards youth (and families) must utilize existing resources to reach and serve their audiences. A communications network begins by knowing what resources exist: who creates programs, who has the facilities, and who are the prospective sponsors of those programs. The Arts Foundation, as the county arts and cultural umbrella organization, is the logical organization responsible to compile a resource directory, write a project grant to fund it, recruit a task force of volunteers (and perhaps staff) to generate the required information, and publish and disseminate the directory to libraries, museums, community centers and organizational members of the Arts Foundation. 26 Once the resource directory is compiled, the Arts Foundation will act as a catalyst to convene periodic gatherings of those individuals and organizations which offer arts and cultural education programs (sellers) and prospective sponsors such as schools, museums, libraries and parks (buyers) developing an Arts Network for arts education opportunities. 5.2 Establish partnership opportunities to expand arts and cultural events and programs for youth. By convening periodic gatherings of an Arts Education Network referred to above, the Arts Foundation will assist in the development of partnerships among arts and cultural organizations, artists, libraries, preschools, elementary schools, high schools, and colleges tapping student intern, facility, and program resources. The Arts Foundation can have a role by developing and maintaining a time and talent bank for these collaborative partnerships. Further, the Arts Foundation can act as a 'broker" to put the institution and the artist together. The following are some examples of programs suggested by the Youth and Arts Education Task Force of the cultural plan: • Schools and other exhibit sites can take advantage of existing opportunities for arts and cultural programming. Texas Humanities and New York Humanities as well as national presenters provide exhibits at minimal cost that are multi -cultural and come with all the necessary support materials 27 r including educational materials and press releases. The Arts Foundation could partner with museums and schools to arrange for these exhibits. • Partnerships among arts and cultural organizations, artists, teachers and students might provide changing art exhibits for government or, institutions. • Local museums and arts organizations need to keep schools informed of competitions and opportunities in the arts. Principals have an important role in information dissemination and must be encouraged to distribute arts and culture related information and opportunities to teachers in a timely manner. • At risk incarcerated youth present unique inter -agency partnership opportunities. The arts are a way to assist these youth to return to society's mainstream. College student interns, artists and youth detention professionals can collaborate on appropriate programming. • School district offices now often exhibit works of art on a rotating basis from various schools and these exhibits could be exchanged with schools and other school district offices. • Linkages between local businesses and bus ness organizations and schools could provides ace to feature students' artwork. • Rotary, Kiwanis and other service clubs co Id be encouraged to include youth art performances at their functions. • Classrooms could "adopt a space" in the Empty storefront windows could be pain inside by students to beautify empty stor Effectively reinstate arts education i the schools. Strategies 6.1 Educate administrators, teachers and how the arts are essential to an educational process and success in school. The Arts Foundation, in partnership with educators, parents, and artists who are committed to reinstating the arts into the school curriculum, can organize a coalition responsible for defining the appropriate steps to be taken that will help to convince administrators, teachers and parents about the necessity of arts education. Research supports arguments for arts education and its long-term benefits. Influential speakers must address school decision makers' need for information. This information needs to be shared further with a broad base of school related individuals. With professional development and coordination, this effort can develop into an effective component of arts advocacy to advance arts education. Another important role for this partnership is to connect with arts curriculum decision makers in the California Department of Education to influence local outcomes. Arts education is one of the tools schools can use to address the many needs of students. Studies have proven that the arts provide a way for students to engage in creative problem solving, develop critical thinking, and develop self-discipline and improve their test scores in other subjects. Arts education is a channel for positive creativity rather than negative expression. Arts education in schools is important. It provides an experience in process and in creative self-expression; it fosters the development of audience appreciation and instills -value for the arts in the individual student. munity. Recognizing that effectively reinstating arts education in the from the schools is a long-term strategy, the Arts Education Network, nts. working with school district leaders, school boards and parents, will seek to develop specific arts requirements for _ those seeking education degrees. 6.2. Provide arts education experience and staff development to teachers so they are more comfortable with the arts in their classrooms. is about The arts integrate well with all subjects. Educators at the Youth and Arts Education Task Force sessions reported that M a majority of teachers are very unfamiliar with this. Another barrier to implementing these classroom strategies is the limit of the classroom teacher's personal experience with the arts. These can be effectively addressed through professional development opportunities. • The Arts Education Network will work with identified arts education leaders and resources to provide mentors, models and strategies for arts education in their classroom. • The Arts Education Network can be an advocate for more school district support of RIMS CAP Institutes. RIMS CAP is California Department of Education State Subject Matter Project in the visual and performing arts. In order to attend, teachers involved in RIMS CAP Institutes must have district commitment to arts education for all students. Through advocacy efforts described above, continued teacher professional development in the arts will motivate and provide confidence to educators to pursue more arts mentoring inservices. Through their initial success, more teachers will be encouraged to become members in RIMS CAP professional development, kindergarten through post -secondary grades. RIMS CAP follows a TCAP (The California Arts Project, a state-wide program) model grounded in the philosophy that it is a program for long-term staff development. RIMS CAP funding is based upon proposals that meet the model. 6.3 Develop grass -roots advocacy programs. Parenting education is a tool for the arts: it can demonstrate to parents why arts education opportunities can help. their children develop and blossom. To address the information needs of parents, the Arts Education Network will enlist strong PTA support for arts education in the schools. District, PTA sponsored speakers, and others need to present the successful activities and documented favorable outcomes of model arts programs to parents. These presentations will give parents better understanding of the rationale for arts education. 29 Volunteers of arts and cultural organizations are already committee advocates for the arts. They are a valuable resource from which to build a larger coalition responsible for sponsoring a menu of additional possibilities to further arts education awareness. An activity example might be an Arts Career Day that brings artists and other arts -related professionals to present career options to youth and their parents. To get more arts education in the schools, it is necessary to generate a wide base of public support. This, too, is an advocacy effort to educate the public, to marry the cause of the arts with community goals and desired outcomes, and to develop strategies that mirror other successfully funded programs at state and county levels. To continue to keep the arts before the public, the Arts Foundation can encourage teachers to write and publish articles related to arts education and student performance. 6.4 Advocate respect and reward for teachers. Advocacy for arts in education should be tied to advocacy for our educators as our valued professionals. Noted American poet Maya Angelou calls teachers "today's real heroes!" 30 COMMUNICATIONS AND ADVOCACY Dissemination of information and publicity about arts and cultural events is particularly challenging in San Bernardino County. Factors include space constraints of the major newspapers; which newspapers cover which "local" news; a public that is relying more heavily on television and radio for news and information. Communicate county -wide arts and cultural events and information to artists, arts and cultural organizations and to the general public. Strategies 7.1 Maintain an inventory of county -wide and community cultural events in order to produce a master calendar of events. Regional parks, local communities, museums, libraries, chambers of commerce, schools, convention and visitors bureaus, tourism agencies, and community development agencies are all resources to determine where and when events will be taking place. Organizations wanting coverage will be encouraged to plan ahead and to inform the Arts Foundation about their future plans. This information will assist in partnership programs, linking events and joint marketing. 7.2 Develop and maintain an artist registry containing phone, address, information about the artist, artist's media, examples of work. There are a multitude of artists in San Bernardino County. The Arts Foundation will solicit artist information through the media, direct mailings, and partnerships with regional organizations. This resource would serve schools, galleries, the business community and the general public. It would also provide artists with a way to be recognized in the wider community. The Arts Foundation will be responsible for maintaining this registry as well as helping to alert others to its availability through local press, public service announcements, and arts -related programs. 7.3 Publicize names of artists and arts and cultural organizations available to schools. An Arts Foundation publication on a regular basis, targeted at specific known supporters of arts and cultural opportunities in the schools, would help to link them with artists and schools. This form of encouragement for the Artist -in -Residency programs would expand both the appreciation of the arts in schools and growth in these programs. 7.4 Establish and maintain mailing lists to be made available to all organizations who contributed per a unified agreement regarding their use. The Arts Foundation serves as coordinator. Various organizations provide the lists and agree to provide corrections and updates on a predetermined regular basis. The mailing list will be established as a data base so that selection may be made by zip code, affiliation, and/or other variables. 7.5 Develop and maintain an Arts & Culture Resource Directory and retain Non -Arts, Non -Profit, For -Profit Organizations directories. A regional approach may be required to gather the relevant information to be included in these directories. Local chambers of commerce, city council members and city managers, and local libraries can assist in gathering this information. 7.6 Increase use of the media, including public access TV, radio, and other media. Organizations need to learn how to make the most of these available resources. Arts and Entertainment Channel has public service "tags" on existing commercials; radio stations KVCR and KLIOR regularly have speakers or recognize a calendar of events. Channel 3 Public Access TV will air prefilmed shows that qualify technically and in content, and will also help "bicycle" programs out into the county to other public access stations. A coalition of cable companies 31 T in partnership with arts and cultural organizations and colleges and schools with program training capabilities could develop a large forum for disseminating arts and cultural news and programs, acknowledging that community access is available where that channel is funded. These programs need to be publicized in other media to alert people to their availability. Workshops and technical assistance programs provided by the Arts Foundation can develop skills and identify other sources for disseminating important information about arts and culture in our county. Publications such as Tempo , and shopper news like Tlx Penny Saver and The Greensbert should not be overlooked as a resource for distributing information at a lower cost. Arts and cultural organizations must also recognize that the media depends on revenues. (see Arts and Cultural Organizations, Goal 1.2) 7.7 Maintain an "opportunity" resource library for access by artists, organizations, members of the Arts Foundation and the general public. This resource could include job bank information, state and national publications with exhibit and performance opportunities, organizational information, art hazards, and other information of benefit. 7.8 Develop a Speakers Bureau Volunteers and supporters of arts and cultural organizations are available resources to tap as recruits for a centralized Speakers Bureau that would serve as a program resource to community organizations, schools and libraries. In addition, this could be the core of the Arts Advocacy coalition. The belief and passion is already in place. It requires training and coordination by a volunteer or staff member of the Arts Foundation. 7.9 Develop joint marketing partnerships. The Arts and Culture Coalition needs to explore various strategies for joint marketing, with the Arts Foundation acting as a catalyst to assist the process. The marketing strategies and the targeted audience for this marketing need to be identified, the ensuing costs determined, and possible funding sources located. Printers, paper companies, and corporations that do their own printing could possibly assist in covering the costs of advertising. Other forms of advertising need to be explored by the coalition to identify non-traditional forms of putting arts and culture in front of the people of this county on a regular basis. For example: piggy -backing to existing events with flyers or information about another upcoming event can be done through partnerships. Another example would be the inclusion of arts and cultural organizations and artists in the Inland Empire Business Journal's annual "Book of Lists" (by city). 32 7.10 Develop an annual arts and culture newspaper supplement in partnership with arts and cultural organizations and newspaper publisher (s). It is important to develop a good relationship with the media in order to help put a positive spin on the publicity that gets generated from the arts and cultural community. By providing newspapers with a trusted source of information, it is logical that it would benefit everyone for an arts and culture supplement to be published locally. 7.11 Create and publish an annual county arts and culture brochure which would include a map of festivals. In partnership with tourism councils, regional parks, community and county agencies and annual festivals, the Arts Foundation would be responsible to provide the information. 7.12 Reinstate and expand the Arts Foundation newsletter to include calendar of events, arts and culture information and advocacy opportunities. Support for the Arts Foundation and the services it provides are interrelated. Membership in the Arts Foundation provides the resources to create and distribute a regular newsletter that would include information, calendar of events by city and by month, and opportunities for advocacy involvement. One newsletter with regional pages of information will serve each region by enlarging the recognition of what is happening to a broader readership. Examples of support this type of publication include: • Individual arts and cultural organizations which are already publishing a newsletter might wish to funnel those resources into a larger mailing. • October is Arts and Humanities Month. For an October publication, an annual partner might be the National Cultural Alliance and the National Ad Council that sponsor information and events for this month. • A calendar of events as a separate publication will be of interest to the hotel and tourism industries as well as to the county's Department of Economic Development. 7.13 Develop an arts and culture on-line computer bulletin board. The Arts Foundation in partnership with arts and cultural organizations and libraries may explore accessing existing computer 'bulletin boards" in the county and establishing an arts and culture bulletin board. Information is fed into the bulletin board and distributed by modem. California Museum of Photography in Riverside already has the capability and is providing access to one of its photography exhibits. Other possibilities might include showing exhibits via CD-ROM (Compact Disc -Read Only Memory) to home television. 7.14 Provide a telephone "hot-line' for arts and cultural events. An example of such a service exists in the city of Redlands. Enlarge the community base of support for advocacy for arts and culture. Strategies 8.1 Increase awareness of elected officials about arts and cultural programs in heir jurisdictions. Each arts and cultural organization can keep elected officials informed of events, the organization's growth, its economic impact on the community and county, audience size, etc. This information can be produced regularly, perhaps through Arts Foundation publications. Information can be consistently funneled back to the county board such as how much more money is generated by the arts than by sports. Organizations may wish to use creativity, imagination, a personal touch to invite officials to their events so that those officials will experience and appreciate these programs in person. The Arts and Culture Coalition, with the Arts Foundation acting as a catalyst, can design an annual 33 Proclamation throughout the county to be adopted by different levels of government. 8.2 Train supporters of arts and culture to be advocates. Technical assistance and workshops in arts advocacy will help train people to lobby, give public testimony and make meaningful contacts with city, county and state officials. Arts advocacy translates support for arts and culture into successful lobbying for program and operations funding. Training provides confidence to advocates as they speak one-to-one to officials, generate public support for a particular issue (with scripted voices and representation by artists and arts and cultural organizations), meet with planning and redevelopment commissions, attend city council and county board meetings, school boards and school administration meetings. Training prepares the arts advocate for becoming publicly known and recognized as a representative of the arts. 34 8.3 Provide artists, arts and cultural organizations, arts supporters with advocacy tools and current information. Advocacy to be effective needs up-to-the-minute information. Acting as a catalyst, the Arts Foundation will provide information in a variety of ways: community and county "watchdogs" report issues as they surface, tabs are kept at the state level through the California Foundation for the Arts, action alerts (who, what, when, where, how) are publicized if there is enough lead-time; a telephone tree is used when time is limited. Other information to be disseminated includes information that upholds arguments in favor of support for arts and cultural programs, such as statistical information about the long-term positive results of arts education, the economic impact of the arts (published by the California Arts Council in California in October 1994) and local tracking information done by individual organizations. Communities that offer special events know that those events generate income for the city, and they usually want them to continue. In order to do that with continued success, many communities have found that they need to establish a public policy for arts and culture. Communities that have established an arts and culture element in their general plans, or have other community policies, could share what they have learned in a county -wide public forum. 8.4 Hold arts forums for public office candidates. The arts forum provides candidates during an election year a means to express where they stand on arts and cultural issues. It also provides the candidate with an idea about how important arts and culture in the county are to his or her constituents. 35 CULTURAL. CAPITAL Many arts and cultural organizations have suffered reductions in budget as a result of cutbacks in county and state funding. Representatives of arts organizations and community leaders expressed concerns that arts development money has "dried up." Participants in the various forums, focus groups, and interviews report there are very few corporate headquarters in San Bernardino County, thus there are limited opportunities to secure major underwriting from the corporate sector. A report issued by the United Way'states that many corporations have relocated to San Bernardino County in the late 1980s, although the size and relative giving potential of these corporations has not been analyzed. In reviewing California Arts Council Organizational Support Program grants awarded to San Bernardino County arts and cultural organizations in 1993, four organizations received grants. In comparison, approximately 35 organizations in San Diego County'were awarded funds. In addition to money, leadership will be required to develop and encourage implementation of the cultural plan. For instance, coordinated input into community planning at the government level can encourage arts and cultural growth to keep pace with population growth. Strategies will need to be developed to encourage greater coordination and exchange of information among the various arts and cultural organizations and artists in the community. As part of this planning process the Arts Foundation has assessed the roles it will play in providing this leadership, and how it plans to adapt itself and strengthen its own resources to meet current and future needs. According to the National Assembly of Local Arts Agencies (NALAA), local, arts agencies with a cultural plan experience a significant increase in their budgets in comparison to agencies without a cultural plan. NALAA concluded that funders at the state, local and national levels are more inclined to fund local arts agencies that have planned their activities inconsideration of the needs and interests of key stakeholders (educators, public officials and business interests) in their communities. Without leadership this plan cannot be implemented. Nor can the Arts Foundation be expected to provide one hundred percent of the needed leadership. Arts organizations, artists, non -arts organizations, political leaders, and community supporters all need to play leadership roles to achieve the goals of this plan. Develop financial resources necessary to support arts and cultural activities throughout the county. 9.1 Reinstate county funding support for arts and culture. An Arts and Culture Coalition organized under the recognized and respected umbrella of the Arts Foundation would provide a unified voice of significant numbers to the county board. With coordination by the coalition and support from the Arts Foundation, arts and cultural organizations can begin immediately to maintain an ongoing communication link with each county supervisor under an Adopt -a -Supervisor program, building recognition, appreciation and understanding, and inviting supervisors to all events. An ever-present reminder of the importance of arts and culture to the county board will be presented by trained arts advocates (see Communication and Advocacy, Goal 8) in a more sophisticated approach than has historically occurred. 9.2 In addition to reinstating county funds, identify and secure new sources of government funding for arts and culture. Arts and cultural organizations must have a knowledge about the government process that could secure funding. Technical assistance would train art advocates to be more sophisticated but also to recognize political realities and resources for gaining access to existing funding sources. A coalition of organizations can achieve new funding from 36 city, county and state governments if they collectively advocate for funding for arts and culture. Research is key to locating possible funds from sources such as city and county redevelopment funds, Community Development Block Grant (CDBG) funds, Department of Motor Vehicles (DMV) registration surcharges, Real Estate Transfer Taxes, the Percent for the Arts program at city and county levels and additional bed taxes allocated to the arts. Alternative federal funding sources must be explored. Two bills passed recently by Congress are a federal crime bill which includes prevention programs, the arts can play a role in providing programs that tap this new city and county money; a college support bill provides college age students with work opportunities providing talented, committed human resources to local projects that benefit the community. There are also CDBG funds available through economic development at city and county levels. 9.3 Conserve existing resources and generate new dollars through cooperative efforts between organizations. There is duplication of effort and expenditure when arts and cultural organizations operate alone. The Arts Foundation has been asked to bring arts and cultural organization representatives together on a regular basis to identify ways to conserve existing resources by joint marketing, generating new programs, building audiences fund-raising and more. This Arts and Culture Coalition would work together to create a master event and fund-raising calendar. It would provide a forum for dialogue about fund-raising partnerships to generate new dollars for arts and culture. The Coalition can identify workshops that will benefit the majority of organizations, and begin the process for building trust between. organizations. 9.4 Assist artists, arts and cultural organizations to access their own funding. Everyone needs funding. Arts and cultural organizations need more help than ever in making a strong approach to funding sources.'Fhe Arts Foundation, wishing to see 37 organizations funded and strong, will organize workshop training for writing general grant proposals and for the California Arts Council (CAC) grants, will provide a list of funding organizations and will offer grant application reviews. Workshops will focus on various other approaches to resource development including entrepreneurial strategies to increase earned revenues. The Arts Foundation can act as a catalyst in the organizing of coalitions and partnerships for programs that have a greater likelihood of being looked on favorably by today's foundation boards. 9.5 Expand and diversify funding sources to strengthen the Arts Foundation with an annual campaign which would include government, foundations, corporate and private funding. The Arts Foundation needs to insure its operational base in order to provide research, publications, technical assistance and the catalytic presence demanded of it in its expanded role as envisioned in this plan. Business is interested in the success of arts and culture in the county. Cities know that the arts are an economic development tool for revitalizing urban centers. Cities like Ontario and Chino are partners with the Arts Foundation. Other cities need to be approached for similar funding for programs that will directly serve those communities. The Arts Foundation can establish strong business relationships now, not only with the large and frequently called upon corporations in the county, but small and mid -sized companies that are beginning to grow. The Arts Foundation can partner with chambers of commerce to be an arts and cultural presence at chamber functions. Chambers can help in identifying businesses that will be approached not only for support, but for potential leaders to serve on the boards of directors of arts and cultural organizations. An annual Arts Foundation membership drive will help fund the work of The Arts Foundation. Timing for memberships is critical. The Arts Foundation may wish to launch its drive on the heels -of a highly visible Arts Foundation event (like its annual Silent Arts Auction fund raiser in November). There should be several categories of membership from "bartists" (artists with little income, but willing to barter with donated volunteer hours and services) to "arts angels" who are the highest donors. Benefits of organizational memberships must be clearly identified. In -kind partnerships with businesses help to provide materials and necessary services for the basic operation of programs and projects coordinated by the Arts Foundation. These may include business in-house printing employees donating their time, piggyback mailings, and others. 9.6 Create a registry of local arts and cultural resources for hire. (See Arts and Cultural Organizations and Artists, Goal 1.3) 9.7 Explore the possibilities for a united fund for the arts approach to business by region. There are benefits and disadvantages to this approach to funding from the business sector. It may be attractive to many arts and cultural organizations in San Bernardino County that do not have professional development personnel. Researched successes and failures will provide the Arts and Culture Coalition convened by the Arts Foundation with information about whether such a program would work here. A once a year, month -long campaign approach to business by community or by region might be considered, with the Arts Foundation taking responsibility for volunteer training and seeking partnerships to find funding to underwrite the cost of the campaign. 39 9.8 Explore the possibility of a county -wide Festival of the Arts. With Blockbuster Pavilion and the Renaissance Pleasure Faire as examples, there are now regional population numbers to support a festival as a "money-maker." Such an event would take at least one year to prepare. October, which is Arts and Humanities Month, might be an appropriate target, time. Planning includes research of other fairs, acquiring sponsors and identifying the most appropriate site for such an event. Planning determines the means of generating funds that benefit the participants: entry tickets, performance sales, sale of art work, sale of food and beverage. A partnership with the Arts Foundation and County Regional Parks could assume leadership in designing this event. Arts and cultural organizations must understand the benefits they would receive from this event in order to make a commitment to participate. A Festival of the Arts will establish a positive image for arts and culture in the county, will showcase county artists and organizations that are working together, and will generate new audiences, and therefore, new revenues for those organizations. Recruit, train and nurture new arts and cultural leadership. Background Every non-profit organization is able to exist primarily because of the importance of its corps of committed volunteers. With more people employed there are fewer people available to spend volunteer hours than in the past. People will make time for what they have a passion about and for what they believe in. Strategies 10.1 Strengthen the Arts Foundation as the county arts and culture umbrella organization. The role of the Arts Foundation is to encourage and enhance the arts and culture in the county. It therefore needs to be a careful, consistent communicator, a provider of information and of technical assistance, and a resource to call upon for linking and supporting arts and culture. The Arts Foundation can produce a calendar of events by region to be used county -wide. It can produce a regular newsletter, quarterly at first, growing into a monthly newsletter. The Arts Foundation can alert targeted audiences to special programs and projects, and inform its members and the public about state and local implications of changes in arts policies. It can convene an Arts and Cultural Coalition and be a catalyst for partnerships between organizations. It can support the individual artist by providing opportunities for that artist to be known more widely, to become a resource for schools, to be told of opportunities for exhibiting and learning. It can hold an annual meeting for its membership. The Art Foundation's success in these endeavors will not only increase arts and culture visibility, but will give credence to its own role as an umbrella organization. 10.2 Utilize existing leaders to identify new potential arts and cultural leaders. A search for leadership begins with those leaders who may already be stretched to their limit to ask them for recommendations for people they know who get things done with energy and enthusiasm and who has political clout and access to revenues and who are willing to make a commitment to arts and culture. Baby Boomers are going to be the best source of leadership in the next couple of decades. They need to be encouraged to become involved and they need to encourage others as well. 10.3 Recruit and expand a youth and senior citizen leadership pool for arts and cultural organizations. Youth and student interns must be tapped for volunteer services to introduce them to their passion at this early stage. Senior citizens have time and skills and a particular need to so something meaningful. 10.4 The Arts Foundation will organize and create regional "chapters" to recruit leadership. The size of the county and the perceived and real . differences within the county and the demands on people's time require a regional approach for leadership. Four regions suggested are: the high desert beginning at Apple Valley- Victorville heading east to Needles; the eastern valley, to include San Bernardino, Cajon Pass and the mountain areas; the western part of the county, extending from Colton and Rialto to Montclair; and the lower desert beginning at Yucaipa heading east through the high desert of Morongo Basin. Within each suggested region a recruiting meeting of potential leaders will be convened to respond to local arts and cultural demands. 10.5 Recruit TCAP graduates to serve on boards of arts and cultural organizations. The University of California and State of California provide leadership development for teachers, kindergarten through post -secondary grades through The California Arts Project (TCAP) program. TCAP also offers a leadership academy, and with more encouragement and support, local educators can also attend to develop leadership skills. Regional RIMS CAP (see Youth and Arts Education background) graduates are future leaders who are under utilized and should be put on boards of organizations. Arts leaders could provide mentoring programs in schools, designing ways that pass along leadership skills and interest from graduates to college students to high school students to elementary students. These younger leaders are also resources to be tapped as volunteers and as possible board members. 10.6 Create regional chapters of Business Volunteers for the Arts. Regional chapters in San Bernardino County of Business Volunteers for the Arts will identify and recruit potential leaders from the business community, introducing them to information, artists, leadership training for non-profit organizations and facilities. This would be the basis from which to choose an organization that provides interest and challenge to the individual volunteer. 41 CONCLUSION The strategies contained in this plan vary in difficulty of implementation and will depend upon the commitment of organizations and people and the availability of resources. Not all strategies need be implemented for this plan to be a success. As this plan encourages the implementation of partnerships and collaborations, the partners and collaborators will choose which strategies will be most effective and appropriate for them and when. The fact that hundreds of residents county -wide participated in identifying the challenges and brainstorming the solutions strengthens the belief that the goals contained in this plan can be attained. As recommended in this plan, the Arts Foundation of San Bernardine County will be responsible for developing many of the proposed initiatives of this plan. Recognizing the approaching challenges, the Arts Foundation will need support, cooperation, and encouragement from all of the citizens and organizations in the county which hope to benefit from this plan. With this support, and the new focus which this plan brings to the Arts Foundation, it can be successful in its role as catalyst, nurturer, and advocate for arts and culture. As the Arts Foundation develops the strategies contained in this report into its own action plan, it will be in a stronger position to attract the necessary human and fiscal resources to carry out the plan. The implementation of the many strategies outlined in this plan will create numerous dividends. The plan will contribute to the enhancement of San Bernardino County's image as a destination for arts and cultural programs. It will help educate our children to be better thinkers and better citizens, and strengthen our arts and cultural organizations so that the quality and quantity of offerings available will continue to grow. It will have a positive impact on the county's economy, and enhance community pride and appreciation of the diverse cultures within the county. A commitment to the continuing development of arts and culture within the county is an essential ingredient to create a safe and healthy environment for everyone. IK VII. Item Be O � 4 w _ � O IFO�N1� CALIFORNIA ARTS COUNCIL Dear Colleague: Attached you will find a copy of the California Arts Council's recently published economic impact study of the arts entitled, The Arts: A Competutive Advantage for California. This report documents the findings of a year long study of the economic impact of the nonprofit arts sector on the state's economy. It was performed by the prestigious accounting firm of KPMG Peat Marwick LLP with the assistance of several advisory and steering committees representing the business and arts leadership of the state and with a great deal of financial support from the private sector. Surveys upon which the analysis was based were administered by Facts Consolidated of Los Angeles. We hope that this holiday season and the new year will provide you with many opportunities to enjoy and benefit from the arts in your community and that you will make good use of the information contained in this study. The study clearly shows that the arts are of benefit to the millions of Californians who create and enjoy them and to our sense of community. They further define and enhance the creative genius and character of the state. California's creative resources maintain a cutting -edge quality and establish a basis for our economic strength. The arts are a competitive advantage for California. Sincerely, Barbara Pieper Director Enclosure 2411 ALHAMBRA BOULEVARD. SACRAMENTO. CALIFORNIA 95817 PHONE (916) 22/-2550 FAX (916) 227-2628 Nom 1 KPMG Peat Marwick LLP employed California -specific method- ology, customized for an arts sector that is highly seasonal, employs many part-time workers and utilizes volunteer labor. The result was a multiplier of 2.4, slightly lower than the standard economic multiplier of 2.5. 2 See list of Steering Committee Members, forward. For the purpose of this report, multicultural is defined as any artist or arts organization deeply rooted in or reflective of a specific culture or a number of cultures, such as African -American, Alaskan -American, Asian, Latino, Native -American, Pacific Islander, or other ethnic communities. These concepts embrace both "culturally specific organizations" and "cross-cultural organi- zations." A group dedicated to the Japanese Taiko Dan, a Japanese drum ensemble, would be an example of the former; an Asian Pacific museum with Japanese, Chinese, Filipino, Korean art, etc., would be an example of the latter. Unemployment insurance (UI) employment figures indicate that motion picture and television industry employment reached 60,000 in 1990, dropping to 46,000 in 1992. Recent upward trends in motion picture and television employment indicate that direct employment in the film industry is nearing the 1990 level. It is important to note that the UI employment data greatly understate the full impact of the motion picture and television industry on employment in California. Motion picture and televi- sion producers are known to rely heavily on temporary employees provided on contract with firms not necessarily classified in SIC 7812. The recent study by the Alliance of Motion Picture and Television Producers estimates current employment in "motion picture, tele- vision and commercial production" to be comprised of 52,000 staff, 95,000 freelance, and 17,000 specialized suppliers, for a total of 164,000. The 1992 established employment figure of some 46,000 is roughly comparable to the 52,000 staff figure. "The eyes of the ad world were focused on the West Coast over the weekend, as the 35th Annual Clio Awards ceremony snub- bed New York City for the first time and held the `Oscars of Advertising' ceremony in San Francisco... `This is the country's creative hotbed,' said Jim Smyth, executive director and owner of the Clio Awards, who noted that the ceremony will return to San Francisco next year." The Los Angeles Times, June 13, 1994. The surveys on which the analysis was based was performed from September, 1993, through March, 1994. The winter is not a peak season for arts events, so these findings are in them- selves conservative. r � c' Apri129. LIVING HISTORY DAY - a step back May 14. Spring Fever Dance & BBQ; Sierra City. 916/993-1341. into gold rush times; Angels Camp. 800/225-3764. May 12-May 14. Mountain Man/Pioneer Traders and Crafts April 29-April 30. OL' HANGTOWN ARTS & PICTURE Faire - featuring quality crafts, gunsmithing, costumes and SHOWS - a festival of design arts, film, music and comedy on music of the early 1800s; Sutter's Fort State Historic Park, Main Street; Placerville. 800/457-6279. Sacramento. 916/445-4422. April 24-May 29. Wildflowers art show, Anne Saunders Gallery; Jamestown. 209/984-4421. April 30. SIERRA HERITAGE RAILROAD FESTIVAL - enjoy the music, theater, visual arts and railway as the gold rush days come to life; Jamestown. 800/446-1333. May 3-May 7. Cinco De Mayo; Sacramento. 916/264-7777. May 5-May 7. WESTERN WEEKEND IN OAKHURST - country music, western art, gold panning, pioneer crafts, professional rodeo; Fresno Flats Settlers Park, Oakhurst/Coarsegold. 209/683-4636. May 5-May 7. Snyder's Valley Springs Powwow; Valley Springs. 209/736-0049. May 6-May 7. Amador County Bed & Breakfast Art in the Gar- den Tour; County -wide. 209/223-0350. May 6-May 7. Springtime in the Pines Quilt Show XI - featuring quilting demonstrations and over 150 quilts; Grass Valley. 916 / 273-4667. May 11. 3rd Annual Nevada County Wine & Culinary Festival - chefs create "masterpiece" dishes to compliment the wines for an evening of tasting; Historic Holbrooke Hotel, Grass Valley. 916/272-8315. May 11-14., Sacramento County Fair; Fairgrounds, Sacramento. 916/263-3000. May 13. Music on the Green; Auburn. 916/887-2111. May 13. Pacific Rim Street Fest - celebrating the cultures of the Asian countries; Old Sacramento. 916/558-3912. May 13-May 14. THE SIERRA/NEVADA ArtsLOOP - arts and performances uniquely staged along miles of the Yuba - Donner Scenic Byway. 800/200-4949. May 13-May 14. The Foothill Theatre Company's "Diary of Anne Frank," Nevada City. 916/273-4667. May 14. SIERRA FESTIVAL OF THE ARTS - A colorful visual and performance -art bazaar in Victorian Downtown; Grass Valley. 916/274-7867. May 18-21. Calaveras County Fair & Jumping Frog Jubilee - world famous frog jumping contest plus music, art and fun; Fairgrounds, Angels Camp. 209/736-2561. {��� May 19-May 20. GOLD RUSH DAYS - relive the Igold rush days of the 1850s with fiddle and banjo contest, miner's dance, homesteading arts, historic reenact- ments; Mariposa. 209/966-3155. May 20. FRINGEARTS - A Pre -Millennium Arts Festival - the Spoken Word, Computer Art, "high-energy" Music, Dance, Film, Murals, Performance Art, International Food, and more! K Street Mall, Sacramento. 916/264-7777. May 26-May 29. Sacramento Jazz Jubilee - the largest jazz festi- val in the world; city-wide, Sacramento. 916/372-5277. May 19-May 21. Pine Cone Singers Concert; Groveland. 916/533-4420. May 20. By the Light of the Silv'ry Moon - an evening of nos- talgia and dancing to the NOB Hill Salon Orchestra; St. Joseph Cultural Center, Nevada City. 916 / 265-0707. May 20. MUSIC AT THE WINERIES - exuberant jazz & award winning wine in a day -long progressive event that moves from one winery to another; Plymouth. 209/267-0211 May 20-May 21. FEATS OF CLAY VIII - national ceramics competition and exhibition inside enormous 120 year old terra cotta kilns; Historic Gladding McBean Factory, Lincoln. 916/645-9713. =1 May 27-May 28. Pacific Western Traders Spring Market; Folsom. 916 / 264-5291. May 27-May 28. The Mountain Peddler's Show; Oakhurst. 209/683-7766. May 27-May 28. Bonanza Gold Show; Mother Lode Fairgrounds, Sonora. 209 / 533-4420. May 27-May 29. Gold 'N Fiddle Festival - fiddle championship and cowboy poetry gathering with chili cookoff and Indian powwow; Auburn. 916/888-8682. • Kentucky Mine SIERRA CITY NORDOµ1'IEVILLE 0 CO UMBIA 49 O Jlalakoff Digg►ns SHP ToTRUCKEE,RENO, O NEVADA N. LAKE TAHOE GRASS VALLEY 0 f � Empire Mine SHP v O COLFAX � 49 AUBURN 0 f Marshall 11 Discovery El Dorado National SHP Forest L[NCOLN O4-65 Hill O MIS oa N To S. L� TAHOE ROSE%TLLED �JOLSOM O PLACERVILLE Old Townwj , �i State SACRAlViE1'fOl C.4NERON PARK Butter's Fort SHP Stan Railroad State Indian Museum Museum PLYMOUTH0 VOLCANO 88 Indian To SAN FRANCISCO DRY[Oµ'N 0O NIADOR *0- Grinding Rock S 0 O PINE GROVE 1, rER IONE O CREEK 4 JACKSON California •BEAR VALLEY Cavernr • O Calaveras Big Trees SP s _Q_ \'ALLEY Mercer ARNOLD SPRINGSO 12IL SAN S Caves MLRPHYB �T .�►oaning Caverns 1 �I ANGELS CAMP O Col bia SHP To BRIDGEPORT COLUMBW�, O4 (YSONORA ' To STOCKTON N� OJrL�tEST0WN log •Railtown 1897 SHP 1 Stajq' To MODESTO GRONELi\I) Camp Mather O To310DEST0 ® 0 COULTERITLLE • To O® YOSEMITE Yosemite 49 California State Mining National and Mineral Exhibit Park ® O �. 0%asarnaRoundhouse MARIPOSA 49 SHP To MERCED O NORTH OAKHURST O FORK COARSEGOLDO �� 41 i(Od CIO YX TI\.S ID FRESNO 1 ITM Fe sT.iVaL The California Arts Council 2411 Alhambra Boulevard Sacramento, CA 95817 The California Division of Tourism Trade and Commerce Agency 801 K Street - Suite 1600 Sacramento, CA 95814 FOR MORE INFORMATION ON CALIFORNIA TRAVEL CALL: CALIFORNIA DIVISION OF TOURISM (800) 462-2543 1) The California Division of Tourism Trade and Commerce Azencv VIi. Item D. ART IN PUBLIC PLACES MEETING MINUTES LA QUINTA CITY HALL - NORTH CONFERENCE ROOM FEBRUARY 6, 1995 The regular meeting of the Art in Public Places Committee was called to order by Chairman Walling at 3:15 P.M. ROLL CALL: Committee Members Hull, Lair, Nard, Shamis, Wolff, Chairman Walling. Committee Member Smith -Schooley arrived late STAFF PRESENT: Community Development Director Jerry Herman, Department Secretary Betty Sawyer Chairman Walling asked that the agenda be reorganized to move the Business Session before the Consent Calendar. Unanimously approved. I. BUSINESS SESSION A. Presentation of proposed artwork for the La Quinta Villages ShoppingCenter; enter; Mr. Mike Horton representing The Koenig Companies presented the information. He stated the plan would add mosaic tile work to the fountain for color. Mr. Horton introduced Mr. Bill Ware, a local artist who had worked with the City of Palm Desert, as the artist that would be working with the developer to design the artwork. Mr. Ware gave a detailed explanation of the project. Mr. Ware stated the outside of the lower portion (overflow area) of the pool would be in glass tiles in blue shades. The purpose of the colored tiles was to have a cool feeling at the center leading out to the orange/yellow shades representing a sun burst or feeling of heat. From there it would blend in with the stucco. 1. Committee Member Shamis asked if Mr. Ware had any artwork locally where they could see a sample of his work. Mr. Ware explained a project that was located at Trader Joes in Palm Desert. He further stated he was primarily doing relief work in homes. 2. Committee Member Lair asked if the project in the Trader Joe complex was his first public art. Mr. Ware stated it was and he would send samples of his work for the APP files. 3. Committee Member Lair asked if the object of the artwork was the concentration on the water and coolness. Mr. Ware stated it was, something fairly simple. APP2-6 Art in Public Places Minutes February 6, 1995 4. Committee Member Wolff inquired if there was to be seating in the area. Mr. Horton stated the rim would accommodate the only seating as it would be 14- 16-inches in width.. 5. Committee Member Nard asked if there were plans to incorporate the design on the seating. Mr. Horton stated they had not planned on it. Mr. John Koenig, The Koenig Companies stated it would be constructed of the same material that was to be used on the building. Mr. Horton reiterated that the project was somewhat limited with the funds. 6. Committee Member Nard asked if Mr. Reegan had designed the fountain itself. Mr. Horton stated that he and Mr. Reegan had collaborated together to work on the idea. The idea of the ball suspended by water was Mr. Horton's. When the artwork no long included stone work, Mr. Reegan no longer worked on the project. 7. Mr. Horton explained the ball would be metallic looking,. There would be no mosaic on the ball itself, but would hopefully tie in with mosaic. 8. Committee Member Lair explained that she understood this was to be a stone ball that appeared to be a trick with the water holding up the ball. Mr. Horton stated the difficulty of using a real stone ball and that the engineering would be impossible. Mr. Horton went on to explain how the ball would be suspended. He further stated that the materials to be used had not been determined as of yet. They would submit the final design for the APP review. Mr. Horton went on to describe the proportion of the fountain to the pool. 9. Committee Member Hull stated she like the concept of the ball being held up by water, but what would it look like when the water was off. Mr. Koenig stated they hadn't really addressed the issue of the fountain being off. They did proposed the water to be off only during the night. At night the artwork would have lights and these would be turned off as well. Mr. Horton stated their desire was to have the artwork as simplistic mechanically as possible which should keep the fountain running most of the time. 10. Committee Member Lair asked who was responsible for maintaining the pool. Mr. Koenig stated they were. Chairman Walling asked who would maintain the tile work in the water. Mr. Horton stated it would be maintained in the same manner as a swimming pool. He went on to explain the procedure to be used. Mr. Koenig stated their business was to maintain the project. APP2-6 Art in Public Places Minutes February 6, 1995 11. Chairman Walling asked the applicant when they would want to bring the final design back to the APP. Mr. Horton stated they should be ready for the APP March meeting. What they would like is a general approval of the concept of the design. Mr. Koenig stated he was planning to start construction on the restaurant and would like to start the fountain at the same time. 12. Committee Member Shamis asked about the location of the seating. Discussion followed as to where the seating would be located. 13. Chairman Walling asked if members were satisfied with the drawings as submitted. Committee Member Wolff asked what artists' name would be attributed to the artwork. Mr. Horton stated Mr. Ware was the artist designing the project. Discussion followed regarding what involvement Mr. Reegan had had with the project. 14. Mr. Horton explained the budget for the project was only $13,000 and they were limited to what they could do. Mr Ware stated the fountain was the base for his mural. 15. Committee Member Nard asked what was planned for the bottom of the retention basin where the pipe that sticks out. Mr. Horton stated their intention was to move the pipe and have it hidden by boulders and shrubs so it would not be seen. 16. Community Development Director Jerry Herman reminded the applicant that whatever recommendation the APP gives, it would still have to go to the City Council for their approval. 17. Committee Member Wolff asked if the mural would have a name. Mr. Ware stated it would. 18. Committee Member Wolff asked if the part that suspends the ball will also be lit as well as at the base. Mr. Horton stated it would be lit and no hardware would be visible. 19. Committee Member Lair stated her concern that the seating was not pedestrian oriented and was more visually driven. Mr. Horton stated that was true. 20. Committee Member Wolff stated it would be nice if there could be seating at the base and the public could hear the water. Discussion followed regarding the fountain. APP2-6 Art in Public Places Minutes February 6, 1995 21. Committee Member Hull stated her concern that there was no pedestrian movement around the front of the fountain. Mr. Koenig stated the only walkway was at the north end of the restaurant where the sidewalk surrounds the restaurant and the pedestrian walkway that goes around the center. 22. Committee Member Lair stated her concern that the art work did not meet the goals of what the APP was looking for in regards to public art. She realized the problem in starting the artwork so late in the project but, it could have been integrated more into the project and even utilized the retention basin. 23. Committee Member Hull stated it did not meet the philosophy of what APP was trying to achieve. She questioned whether the artwork was a piece of art or just a fountain. Yet it was understood that when a budget is limited it is difficult to meet the objective. 24. Chairman Walling asked what the difference was between this and the water towers at the Fritz Burns Park. Committee Member Lair stated she felt it was because it was not driven by an artist. Mr. Ware explained it was a contemporary piece because of the limitations. He felt this location called for a contemporary piece. The fountain is one thing and the artwork is done to or added on to a fountain. It is after the effect but, with the budget it would still be the same feature. 25. Mr. Koenig stated he did not want to give up a parking stall just to place a piece of artwork. He wanted the artwork integrated into the project and still be a distinctive statement of itself. Committee Member Nard stated she liked the abstract idea but, it did need to be integrated with the rest of the shopping center. She suggested that mosaic work be added into the seating area or allow the mosaic work to spill over onto the concrete area in the northwest portion of the fountain so it appears to be integrated with the parking area. This would give an appearance of being a piece of artwork. Mr. Horton stated it could be as little as fourteen inches or as much as 16-18 inches for the seating. Committee Member Nard stated the mosaic needed to be dropped into the cement walkway and not just on the face of the fountain. Mr. Ware stated he did not know how the tiles would hold up to the pedestrian traffic. Discussion followed as to the location of the tile work. 26. Chairman Walling asked Mr. Ware if the tile work could be added to the front area. Mr. Ware stated the color would be lost as the area was so small. Chairman Walling asked if some other type of tile could be used to integrate the work. Committee Member Nard asked if some type of abstract artwork could be applied that would tie the two together. Discussion followed as to possible ideas. APP2-6 Art in Public Places Minutes February 6, 1995 27. Mr. Horton asked if they could get a basic approval for the design concept so they could get started. Chairman Walling asked if the Committee had any objections. There being no further comment, the Committee approved the idea in concept. Mr. Ware asked if the Committee had a brochure to hand out on what the Committee was doing. Staff stated it was in the process of being developed. 28. Mr. Horton asked what the City Council would want to see in way of their presentation. Staff stated they would need to see a cost breakdown to see that funds are expended for artwork. 29. Committee Member Lair informed the members what the City of Palm Desert requires of their developers. La Quinta should be sending a formal letter to the developers as soon as they submit an application. Discussion followed regarding when the letter should be sent. Staff stated it should be at the time of contact not when the application is submitted. B. Progress report from the Engineering Deartn City Engineer Dave Cosper updated the Committee on the projects in City. 1. The Fritz Burns Park was scheduled for three public meetings to educate the public on the costs and operation of the project and allow the public a time for questions and answers. The intent following the public meetings was to turn the comments over to the Parks and Recreation Commission. They would then get a prospective from the public and make a recommendation to the City Council as to what the public wants. Council should then act on those recommendations. Nothing has changed on the project, it was the same Phase I of the Master Plan. Staff was able to reduce the cost by $1 million dollars from the original costs. Two bids were received under the engineers estimates. Council had awarded the contract but, question arose regarding the legality of the vote. Then due to the controversy, Council decided to have staff get public input. 2. Committee Member Lair asked for the cost breakdown on the construction and maintenance. City Engineer Cosper went over the costs and the bids submitted. Discussion followed regarding the pool size and what was desirable. He further stated they had eliminated the slide. 3. Committee Member Wolff asked if the misconception was in the annual maintenance costs. City Engineer Cosper explained the original costs of operating the pool, what programs were expected to be running, and the structure of the pool program. APP2-6 Art in Public Places Minutes February 6, 1995 4. Community Development Director Jerry Herman asked if the pool was not built, would the park still go forward. City Engineer Cosper stated it was up to the City Council. He went on to state that if the Park was left as it was designed, construction could start by summer. If any changes were made to the design it would add a month or more to the time. 5. Committee Member Smith -Schooley asked if the pool were used in summer months only and drained the remainder of the year, would that cut the maintenance costs. City Engineer Cosper explained that since the water table was so high, draining the pool could cause it to float. In addition, the pool surface would be affected by the sun. It wasn't practical to drain the pool. 6. Committee Member Wolff asked if solar heating had been considered. City Engineer Cosper explained there was not enough roof space. Discussion followed as to options that were available. City Engineer Cosper explained that since gas was so cheap it didn't make sense to use solar. Committee Member Lair asked if the two could be combined. City Engineer Cosper stated this may cut operating but would not cut construction costs. 7. Committee Member Smith -Schooley asked if staff had considered maintaining the pool without chemicals. City Engineer Cosper explained that the technology was not sufficient for large pools. He went on to explain that the design of the pool was for the most cost effective maintenance possible. 8. Committee Member Wolff asked about the heating costs. City Engineer Cosper went over the costs with the Committee. Discussion followed regarding the maintenance costs of the pool. 9. City Engineer Cosper discussed projects that the Engineering Department was working on. In addition, he explained the construction of the Adams Street crossing. Committee Member Lair asked why all public projects were exempt from the Art in Public Places program. She stated this was the opposite of what most other cities required. She felt the City needed to reconsider the purpose of public art and have Council understand that public art refers to City public projects as well. C. Discussion rglative to relocating the Civic Center Artwork - Louis DeMartino. Community Development Director Jerry Herman explained to the Committee that the Louis DeMartino sculpture needed to be installed and the City had two choices: 1) construct a pad in the dirt to the west of City Hall and locate the sculpture; or 2) find an alternative location. He stated that staff had been looking at the grass area to the south of City Hall but, after speaking with Mr. DeMartino and the process of installing and relocating the sculpture due to the amount of engineering in the APP2-6 Art in Public Places Minutes February 6, 1995 footings, the cost of relocating would be prohibitive. He stated that if the Committee wants the sculpture installed permanently., then bids would need to be taken for the planting and irrigation installation for the water and grass. 1. Community Development Jerry Herman stated that staff would take the initiate and get the cost estimates to install the artwork at the original location. Discussion followed regarding what was to be designed to go around the sculpture. 2. Mr. Herman further stated that Mr. DeMartino had the contract for the One Eleven La Quinta Center artwork. Community Development Director Jerry Herman explained the site work that needed to be done and that they planned construction to begin in March. Committee members stated that when a contract is issued, a date specific for completion of the artwork should be determined. D. Discussion regarding_aioint meeting with the Art in Public Places Commissions/Committees in the Valley 1. Following discussion regarding possible dates for the meeting, the Committee appointed Committee Member Nard to meet with other cities and determine a date and time for the joint meeting. Dates suggested were April 5, 6, 7 or April 19, 20, 21. Members suggested that some topics to be discussed at the meeting might include the percentages dedicated to art, staff appointed to work exclusively with art, and the inclusion of Civic projects in the program. 2. Committee Member Lair Suggested that the Committee should make a recommendation to the City Council about including Civic projects in the art program and the possibility of increasing the percentage charged. Members felt that the.joint meeting might offer suggestions as to how the Committee would approach Council regarding these issues. E. Discussion re ring promotional material. Members discussed ideas regarding the brochure for developers. 1. Committee Member Lair shared what the City of Palm Desert had done for a brochure. She suggested that staff draft up a sample for the Committee. Discussion followed regarding the comparison of the City of Palm Desert's philosophy and La Quinta. APP2-6 Art in Public Places Minutes February 6, 1995 2. Committee Member Wolff explained the proposal she had received regarding having a video made for a presentation to developers. Discussion followed regarding the length of time for the video and what the Committee would provide in the way of slides. It was decided that a 12-minute tape was the average length of time.. 3. Committee Member Lair asked if Committee Member Wolff could obtain a copy of his work to compare the quality. Members suggested that one other bid be obtained and have Mr. Scott rebid the same proposal but for 15 minutes and compare them. Committee Member Wolff was appointed to obtain a bid from two additional companies (Thane Productions and Oliphant Productions). Two hundred slides would be provided for the final tape. F. - Continued discussion rearding the Master Art Plan. 1. Members discussed changes with staff. 2. Committee Member Lair to elaborate on Section 5.0 for the next meeting. II. CONSENT CALENDAR: A. Committee Members asked that the Minutes of January 6, 1995 be amended as follows: Page 1, Item C, reword the sentence to state that "Committee Member Lair informed the Committee about a recent conference and asked if the Committee...." Page 2, Item 3, complete the sentence ending with but. Page 2, Item 4, delete the first sentence. Page 3 Item 7, delete "or three dimension shape" from the first sentence. Page 3, Item 10, change the word "stating" to "starting". Page 4, Item 11, reword "Committee Member Wolff stated of same problems" to "some of the same problems". Page 6, Item 10, Committee Member Wolff stated she would be on call. Page 7 D, delete "to discuss". B. There being no further corrections to the minutes, it was moved and seconded by Committee Members Wolff/Shamis to approve the minutes as corrected. Unanimously approved. C. There being no corrections to the financial statement, Committee Members Nard/Hull moved to approve the statement as submitted. Unanimously approved. APP2-6 Art in Public Places Minutes February 6, 1995 III. FUTURE AGENDA ITEMS 1. Conference attendance. 2. La Quinta Village Shopping Center artwork. IV. ADJOURNMENT There being no further business, it was moved and seconded by Committee Members Nard/Lair to adjourn to a regular meeting of the Art in Public Places Committee on March 6, 1995, at 3:00 P.M. in the North Conference Room. This meeting of the Art in Public Places Committee was adjourned at 5:41 P.M., February 6, 1995. APP2-6 el-` IX. Item A. <� D MEMORANDUM TO: CULTURAL AFFAIRS COMMISSION FROM: TOM HARTUNG, INTERIM PARKS AND RECREATION DIRECTOR DATE: MARCH 27, 1995 SUBJECT: NATIONAL ASSEMBLY OF LOCAL ARTS AGENCIES (NALAA) ANNUAL CONVENTION, JUNE 10-13TH IN SAN JOSE, CALIFORNIA At the Cultural Affairs Commission (CAC) meeting February 27, 1995 the Commission expressed interest in attending the NALAA Annual Convention in San Jose, June 10-13th. A copy of the packet is attached for your review. Staff has determined the expenses as follows: Conference Attendance Expenses FIRST COMMISSIONER SECOND COMMISSIONER EXPENSE Registration Fee $ 350.00 $ 300.00 Hotel Accommodations * 3 Nights x $90 (Fairmont Hotel) 270.00 270.00 Airfare - Ontario To San Jose (21 Day Advance - RT) 84.00 84.00 Mileage - La Quinta to Ontario .32 x 180 Miles 58.00 58.00 Meals - 4 Days x $75 300.00 300.00 Closing Party - June 12th ** 30.00 30.00 CONFERENCE ONLY $ 19092.00 $ 19042.00 * - Hotel accommodations shared by 2 Commissioners would result in a savings of $270.00 ** - Attendance is Optional MEMOCAC.001 Additional Pre -Conference Attendance Expenses FIRST SECOND EXPENSE COMMISSIONER COMMISSIONER Pre -Conference Fee $ 160.00 $ 150.00 Discovery Museum Reception ** 25.00 25.00 Tech Museum Reception ** 25.00 25.00 Hotel Accommodations * 180.00 180.00 2 Nights x $90 (Fairmont Hotel) Meals - 2 Days x $75 150.00 150.00 PRE -CONFERENCE ONLY $ '130m K $ 530.00 CONFERENCE ONLY $1,092.00 $ "1,042.00 GRAND TOTAL $ 1,622.00 $ 19572.00 * - Hotel accommodations shared by 2 Commissioners would result in a savings of $180.00 ** - Attendance is Optional The CAC has $2,100 budgeted for Travel and Meetings for FY 1994/95. The following are options available for consideration by the Commission for conference attendance: Two Commissioners Pre -Conference & Conference $ 31194 (Sharing Hotel Accomodations) $ 29744 One Commissioner Pre -Conference & Conference $ 2,664 One Commissioner Conference Only (Sharing Hotel Accomodations) 2,394 Two Commissioners Conference Only $ 21134 (Sharing Hotel Accomodations) $ 1,864 One Commissioner Pre -Conference & Conference $ 1,622 One Commissioner Conference Only $ 10092 M EMOCAC.001 March 27, 1995 FIELD(NAME) FIELD(ADDRESS) FIELD(CITY) SUBJECT: CITY OF LA QUINTA CULTURAL AFFAIRS COMMISSION Dear FIELD(SALUTATION): The City of La Quinta Cultural Affairs Commission was established in July, 1994. The general purpose of the Commission is to encourage the development of primarily literary, performing and visual art events and activities. Objectives of the Commission are as follows: A. To advise the City Council on all matters affecting the culture of the City and to advise and assist other City Boards, Committees, and Commissions in the field of the arts, and to cooperate and work with all cultural and leisure organizations, locally and regionally to address arts in La Quinta; B. To encourage and facilitate programs in the arts and to promote the cultural enrichment of the community; C. To undertake and cant' out all functions reasonably necessary to accomplish the objectives and to discharge the functions of the Commission; and to exercise such other functions as may be prescribed by the City Council. These functions may involve arts -related disciplines and activities, including, but not limited to, the following: 1. Performing arts, such as drama, music and dance; 2. Visual arts, such as painting, sculpture, photography, graphics, video art and applied art; 3. Literary arts, such as literature, poetry and journalism; 4. Communications arts involving film, television and radio; 5. Arts education, such as schools, libraries and community education; and 6. Funding, such as fund raisers, representatives of public and private funding agencies and art patrons. LTRCAC.002 In order to achieve our objectives we want to know the requirements and concerns of the existing La Quinta Cultural organizations. We would be pleased to have members of your group attend our meeting so that we can get your input. We meet at 7:00 p.m. on the fourth Monday of the month. Please call Cristal Spidell, Secretary to the Commission at .777-7090 if advise if and when it would be convenient for you to join our meeting. Sincerely, Susan Francis Chairperson Cultural Affairs Commission SF:cs LTRCAC.002