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CAC 09 18 1995SPECIAL MEETING CULTURAL AFFAIRS COMMISSION AGENDA La Quinta Civic Center Study Session Room 78-495 Calle Tampico La Quinta, CA 92253 September 18, 1995 7:00 P.M. I, CALL TO ORDER A. Roll Call II. PLEDGE OF ALLEGIANCE III. CONFIRMATION OF AGENDA Corr ections, additions, deletions or reorganization of the agenda IV. APPROVAL OF MINUTES - None V. ANNOUNCEMENTS VI. PUBLIC COMMENT The CAC reserves the right to limit discussion on any topic to five minutes or less. VII. CORRESPONDENCE AND WRITTEN MATERIALS VIII. STAFF REPORTS IX. COMMISSION BUSINESS A. Master Plan Discussion: Harris Goldman and Associates confirmation) B. Mas ter Plan Discussion: California Center for the Arts (pending CACAGN.010 1 X. COMMISSION COMMENT XI. NEXT MEETING DATE, TIME AND TOPIC September 25, 1995 7:00 PM La Quinta Civic Center Study Session Room • Election of Officers - Chair / Vice Chair • Update Work Plan • Update Handbook • Discuss Changing CAC Name to. Cultural Commission (Francis) • Proposed Artist Advisory Committee (Benay) • Subcommittee Reports XI1. ADJOURNMENT CACAGN.010 2 DRAFT A P R O G R A M O F T H E A R T S F O R S E A T T L E I N T R O D U C T I O N As Seattle moves into its second century it becomes apparent to many that a great effort in all the arts will be necess- ary to match the challenge of the predicted growth of western Washington. Fifty organizations and scores of individuals form .Allied Arts of Seattle. Its purpose is to unite the common inter- ests of existing organizations for greater strength and ef- fectiveness and to weld the broad objectives of each organ- ization into a comprehensive Program of the Arts. The Program is to create an environment in Seattle in which the arts can grow and produce a more beautiful and vital c ityT in Ii�l icri �o live, more enjoyment for the people., more order and simplicity out of some of the complexity and confusion irherited from the first century. The Prog:�=_ is to give the city of Seattle -- vhich alone of thle rma jor cities of the west coast has not yet created Art Oor idssion functions to encourage the arts and to aid the ci —,v to grow in beauty -- a position of leadership of t1ie --7est in the development of the arts. Ind fira l— the Program is to give to Seattle the distinct- ion of b -ing a. leader among the cities of An, erica in. posit- ive action in all the arts to demonstrate to the world that zr:eri^a understands that though her cul.uul e :�s young., is cap -able of infinite achievement by the cooperative action of her people. Since the beginning of Allied Arts of Seattle seven months ago, organizations grouped in fourteen categories of the arts: .Architecture, City Planning, Crafts, Education, Land- scape Architecture and Gardening, Literature, museums and Galleries, Musics Painting,. Sculpture, Theatre Arts and Dances Graphic Arts, Interior Design and Opera conducted a concentrated study of a Program of the Arts from fourteen points of view. From the fourteen drafts the rbcecutive Board prepared a comprehensive draft of a Program of the Arts for Seattle. Virtually all arts expressed eagerness to contribute in full measure to the enrichment of our environment and virtually all arts expressed the desire to be considered mature, professional and worthy of their hire. The Program that follows represents the corporate present thinking and vision of all,the arts. Some items are not new, but are restated for completeness and emphasis. Some will be readily accomplished; others will require discussion and development before they succeed. All items of the Program of the Arts are proposed in the spirit of a recent ruling of the Supreme Court of the United States given in the month of October, 1954s the month and year of the birth of Allied Arts of Seattle. tt ...The concept of the public welfare is broad and Liclusive. The values it represents are spiritual as well as physicals esthetic as well as monetary. It is within the power of the legislature to determine that the community should be beautiful as well as healthy, spacious as well as clean, well-balanced as well as carefully patrolled." (Berman v. Parker) . D R A F T A P R O G R A M O F T H E A R T S F O R S E A T T L E 1. Establish a Center of Art Information a. Keep records of all schedules of performances, exhibit- ions, meetings,, and other art events in Seattle for their coordination and elimination of conflicts. b. Publish a calendar of events listing this information for general use. 2. Present Awards of Merit for Outstanding Achievements_ in_ the Arts. a. Present Honorary Awards on behalf of the people of the city to artists who have brought distinction to Seattle through their work. b. Encourage the establishment of substantial prizes from public and private funds for achievement in the arts. c. Consider such awards on an annual basis. 3. Establish a :'nzniciral Art Commission for Seattle a. Put at the disposal of the city government the best ad- vice and judgement of people concerned with the arts for the purpose of insuring that the city trill grow more beautiful as it expands. b. Commissioners shall serve vi.thout rermaneration. 4* Use of Mural Painting, Sculpture, U ndscape Architecture_ and the other tiri:s in Civic _Irchitectulre Recognize that a reasonable percentage of the project cost as an allowea-ice for painting, sculpture, landscape architecture and the -.thee arts should be made i.n the bud;ets of all major �:,1.blic bui.lc?ing s 5. Dovelop the, City's opportunities as a Physical Environment a. Coordinate in a Cornprohensivc Plan a pattern of ordl;rly development of the city as a part of a Puget Soured Reg- ional Plan. b. Achieve the objoctivos of the city's Comprchensive Plan through a modern zoning ordinance) subdivision and plat- ting regulations, and official plans adopted by ordinance for Seattle. c. Encoura L establishmunt of a. Citizen's Planning Council of ropr :sentatives of Seattle t s communities, bringing to the Planning Commission their ideas and desires as they relate to a planned development of Soattlo. d. Conserve scenic vistas, plan .for new ones, and develop a positive pro,tram of beautification along Seattle's thoroughf ^res with appropriate landscape treatment, elimination of unsightly utility poles, establish street tree planting, distinctive design of signs, light stand- ards, bri.dgos, ti-ia.ducts, etc., and propor maintenance of these facilities. , e. Govern by ordinance; the display- of commercial si�;r�.s ad- jacent to certain design-ated public thoroughfares to preserve scenic views, to prevent the general unsi&Itly results of unrestrictcd co:mnc.,rci.al sign concentration, aid to minimizo driving hazards. f. Ericoura` u artistic quality of roadside advortising by suitable 2,,rards ai-id public recogri-i tion of merit. C. Establish a Puget Sound F. stival of the Arts - - - .....__..- ....-........ ..__... estival ::stG.blish the Puget Sound Region a. Through the F as nn inLtcxnatiotaal cxt center. b. Program nothing beat the finest so that qu§.lity need never be q� :_­stionc�d. c. Enrich the liv,::s and opportuniti, s of local citizens. d. Attract .l_^rgc: nuir,�)crs o:f visitors to the region. 7. Provide Housing for the Arts a. Centralize in a Civic Arts Center those art facilities which properly belong to the city as a whole. b. Give first consideration to those arts which are at present either ill -housed or not housed at all. c. Plan for the Expansion of existing facilities as well as development of new ones to meet the challenge of our continuing population growth. - (Note: Allied arts of Seattle is in general agreement with the Civic Center Committee's report of April, 1955 on housing Seattle's cultural activities on First Hill). 89 Expand the Allied ,I its Idea beyond Seattle a. Encourage the establishment of similar Allied Arts organ- izations in other cities. b. Cooperate with other agencies for the encouragement of the arts in a wider sphere at the state, region, and national levels. c. Coordinate with and give assistance to the programs of other municipal agencies such as Greater Seattle, the International Trade Fair and the proposed World's Fair - 9. Develop a Public Relations Program for the Arts a. Enlist the arts in decreasing juvenile delinquency by encouraging activities that provide creative outlets for our youth, thus channeling their energies toward' constructive goals. b. Stimulate greater public interest in and understanding of all the arts. c. Speak out on all matters which affect the arts to prevent their ill-advised restriction or use. d. Emphasize the increasing opportunities for active partic- ipation in the arts. e• Develop the public's sense of responsibility for the continued welfare of the arts which ultimately depends largely upon individual patronage. f. Develop increased reporting of Seattle's art news in both the local and national press as well as greater coverage of international and national art ne;•is in the 'Local press. 10. Expand E'Ahibition and Performance Possibilities A* Support the sending of work of local artists to national and international exhibitions and competitions as is done in sending local atheletes to national and international contests. b. Increase facilities and opportunities for the exhibition of work and performances by local artists.. including out- door sculpture exhibition facilities. c. Assemble or otherwise obtain exhibitions of national and international significances endeavoring to bring the best works of outstanding artists to Seattle. Thought should be given to the sponsorship of suitable publications to accompany these exhibitions. 11. Pursue Educational Objegtives a. As our artists become increasingly proficient in their chosen specialtyp encourage them to develop ever broad- ening viewpoints. b. Cultivate a greater understanding and appreciation of all Vie arts in our citizens, irrespective of their chosen occupations or professions. c. Encourage the development of a more extensive adult educa- tion program in both fields of practicing nmd understand- ing the arts. d. Impress upon all students their opportunities and respons- ibilities as patrons of the arts. In addition to the general objectives listed above, the following spocific objectives are adopted: 1. Develop Seattle as a world center in the horticulture of broad - leafed evergreens and other plants. 2. Establish a policy for the improvement of all forms of the graphic arts used by the city of Seattle) including posters) directional signs) end printed matter. 3. Improve proo.;ra,m of r :fuse disposal including air and water pollu- tion control. 4. Plan to use our abun&.ncc of water in a well integrated system of fountains. 50 . The selection of architects for the design of important public buildings be accomplished by program competition under pro- cedures established by the American Institute of Architects. 6. The selection of Interior Designers and Decorators for the design of important interiors of important public buildings be accomplished by program competition under procedures estab- lished by the American Institute of Decorators. ?. Establish a book fair where local authors will be honored and books of local authors displayed. 8. Suitable monumental gateways be erected on the proposed Toll. Road at the city limits of Seattlep which will be designed through program competition involving the collaboration of sculptors.9 architects, painters and landscape architects. 9. Establish a professional theatre company in the city of Seattle based possibly in the Palomar or Moore theatre or elsewhere. If such a project could be coordinated with a tour of the company to neighboring cities, the project might be largely self-supporting. 10. Remove the city amusement tax on admissions to symphony concerts and other non-profit performances by organizations performing a public service. 11. Mnieipal and county grants to the Seattle Symphony Orchestra to enable it to give many more concerts at minimum or no charge to children. 12. Recommend expanded Family Concerts in each neighborhood making use of local talent whereever possible. 13. Enlarge the present program of guided museum tours for organ- ized groups and school children 14. Expand liaison between school administrations and Seattlefs museums and galleries in order that existing facilities may be bettor utilized. 15. Integrate the arts of painting.. sculpture.. landscape architecture, crafts, interior design and the other arts in the architecture of school buildings by permanont works of art. 16. Develop exhibition facilities in school buildings to show museum materials in classrooms and hallways. l7. Explore the possibility of establishing a United Cultural Fund modeled fDn the United Good Neighbor appeal from which would be allocated sustaining funds for major cultural activities. 18. Encourage the adoption and implementation of a unified street tree program for Seattle. A PROGRAM OF THE AR-TS' FO R THE GREATER CONEJO OCTO BER 1979 A PROGRAM OF THE ARTS FOR GREATER CONEJO INTRODUCTION As the Greater Conejo moves into its second phase of growth and maturity, it becomes increasingly apparent that a concerted dynamic effort will be required to insure its cultural future. This effort will involve the united strength of all the organizations, individuals and patrons of all the arts to weld the objectives of all into a comprehensive Program of the Arts. The purpose of•a Program of the Arts is to create an environment in which all the arts can grow to maturity and produce a more vital and beautiful area in which to live, more enjoyment for all the people and to give greater significance and purpose for all activities in the Greater Conejo area. The cultural area or region could be centered on the Conejo Valley, but it could well include all the areas from Newbury Park to Las Virgenes and from Moorpark to the Pacific Ocean. To enable an area to flourish culturally, the entire spec- trum of all the arts will be involved. These include: 1. The Planning and Construction Arts of: City and Regional Planning; Architecture and Urban Design; Landsc ape.Architecture and Gardening; Interior Design 2, The Performing Arts of: Music; Theatre Arts and Dance; Opera 3. The Exhibiting Arts of: Painting; Sculpture; Crafts; Graphic Arts; Museums and Galleries 4. The Communication Arts of: Radio; Television; Motion Pictures; Press 5. The Literary Arts 6. The Education in the Arts This Program of the Arts represents the corporate present thinking, vision and aspirations of all the arts. Some items, although not new, are restated for completeness and emphasis. Some will be readily accomplished; others will require constant vigilance and coordinated action by many elements in both private and public sectors of Greater Conejo and years of effort to bring to maturity. All items of the Program of the Arts are proposed in the spirit of the ruling of the Supreme Court of the United States. "...The concept of the public welfare is broad and in- clusive. The values it represents are spiritual as well as physical, esthetic as well as monetary. It is within the power of the legislature to determine that the com- munity should be beautiful as well as healthy, spacious as well as clean, well-balanced as well as carefully patrolled." (Berman v. Parker) A PROGRAM OF THE ARTS FOR THE GREATER CONEJO 1. Establish the Greater Conejo Congress of the Arts a. Convene an annual Congress of all categories of the Arts including representatives from Art Organizations, Individuals representing Specific Arts, Patrons and other representatives in the Private Sector to discuss, consider and evaluate the status of the various Arts and possibilities for the future. b. To modify and revise, if desirable, the Program of the Arts. 2. Include a Cultural Element in Cities and Counties Development Plans a. Encourage the proper jurisdictions to develop a Cultural Ele- ment for their Development Plans to include such items as: Urban Design, Sites for Cultural Facilties and Activities, City Beau- tification, Development of Views and Vistas, Landscape Design and the Use of Arts in Public Buildings including Schools, Im- provement in Street Furniture Design, Improved Municipal Graphics, etc. 3. Art in Public Buildings and Public Open Spaces a. In,various countries and cities throughout the world it is cul- tural practice to allocate a definite percentage of the estima- ted gross project cost for refinement by the use of the Arts. Jurisdictions within the Greater Conejo should be encouraged to allocate a minimum percentage of gross building cost for the arts. b. The use of the'Arts in public open spaces should be encouraged and fostered by both the public and private sectors to bring beauty, inspiration, significance and meaning to life within the Greater Conejo. c. To insure the highest artistic quality in public work two methods are recommended for jurisdictions engaging Architects, Designers, Artists and selection of Art objects for display: 1. Selection by Formal Programmed Competition conducted under procedures established by the American Institute of Architects. 2. A thorough Direct Selection Method involving examination of capabilities conducted by those authorized and qualified to judge, interviews with the applicants and their former clients, visit to executed work and with selection based upon capabil- ity, integrity and evidence of skill. 4. Enhance the Region's Opportunities as a Physical Environment a. Preserve the indigenous scenic and natural aspects of the area, including open spaces, ridge lines, native trees and mountains both within and surrounding the Greater Conejo. erm b. Identify specific areas in the centers of civic, commercial and cultural activity which require positive Urban Design Projects to prepare for future demands and to give identity and cohesive design to the urban hearts. c. Conserve scenic vistas, plan for new ones, -and develop a positive program of beautification along major streets and thoroughfares with such things as proper landscape treatment, street tree planting, distinctive designs of street signs, etc. d. Plan for fountains with recirculating water as a relief to the desert -like environment. e. Govern by ordinance the display of commercial signs adjacent to certain designated public thoroughfares to preserve scenic views, to prevent the generally unsightly results of unrestrict- ed commercial sign concentration, and to minimize driving hazards. S. Provide Housing for the Arts a. Living in the Greater Conejo are world renowned personalities in the performing arts. Yet in this area the performing arts of Music, Theatre Arts and Dance and Opera, including Pageants, are without proper facilities either indoor or outdoor. A sldped-floor, accoustically correct auditorium with full stage facilities and the necessary adjunct spaces and with areas for outdoor productions are needs of top priority. Initial exploratory efforts are currently underway to prepare general site evaluation, operational use program, specific facilities list; financing -management -ownership arrangements for an audi- torium project.' A continuous groundswell of enthusiastic pub- lic support is the next necessary ingredient to achieve this major goal. b. At present the housing and display of visual works of Art is accomplished by the Conejo Valley Art Museum, commercial Art galleries, outdoor Art Fairs, educational buildings, the Conejo Arts Council Cultural Center and by loan exhibitions in other public buildings. As the Greater Conejo matures culturally, additional facilities will be needed to provide permanent, safe storage and display of great works of Art and major exhibitions either in a separate museum structure or in a joint -use facil- ity planned and constructed to house the Exhibiting and Perform- ing Arts with perhaps other Arts and supporting activities. 6. Develop a Public Relations Program for the Arts a. Encourage the various arts organizations to speak out construc- tively on all matters which affect the Arts. b. Develop a public sense of responsibility for the continued wel- fare of the Arts which ultimately depends largely upon both individual support and patronage. -3- c. Develop increased reporting of the Greater Conejo's Art news in local, regional and national media. d. Establish a policy for the improvement of all forms of the graphic arts used by the governmental agencies in the Greater Conejo, including posters, directional and informational signs, and printed matter. e. Keep records of all schedules of performances, exhibitions, meetings, and other art events in the Greater Conejo for their coordination and elimination of conflicts, including publish- ing a Calendar of Art Information and Events. 7. Pursue Educational Objectives a. Encourage practitioners in all the Arts to participate in all types of Arts Education Programs in the schools. b. Develop a greater understanding and appreciation of all the Arts as a cultural background for all students regardless of their chosen occupation or profession. c. Develop a more extensive adult education program in both fields of practicing and understanding the Arts. d. Impress upon all students their opportunities and responsibili- ties as supporters and patrons of the Arts. 8. The Establishment of Arts Commissions Since man's highest aspirations are expressed almost uniquely by the whole spectrum of the Arts, those in government at all levels must be responsive to man's higher aspirations. Those govern- mental units affecting the Greater Conejo, the cities and the two counties should call upon those in the Arts to advise them in all matters involving the Arts within their jurisdictions. To initiate this joint responsibility of the Public and Private Sectors it is proposed that Arts Commissions be established to advise the various city and county jurisdictions in all elements of the Cultural Development of the Greater Conejo that falls with- in their jurisdictions. 9. Establish Major Cultural Events for the Greater Conejo a. The Greater Conejo, lying as it does astride E1 Camino Real, has a rich background of two hundred years of history. Today its citizens are in the veryforefront of scientific voyages into space and the penetration of our solar system. Residing here also are creative writers, composers, dramatists and musicians. Some Art Form, perhaps a pageant or some new form combining many arts with entirely new technology could drama- tize in a significant and memorable way the contribution of the Greater Conejo to the Culture of the world. -4- b. Establish a Greater Conejo Writers Conference where prominent authors can instruct, advise and inspire those who are advanc- ing in the Literary Arts. 10. Present Awards of Merit for Outstanding Achievements in the Arts a. Present Honorary Awards on behalf of the people of the Greater Conejo to artists who have brought distinction to the area through their work. b. Encourage the establishment of substantial prizes for achieve- ment in the Arts. c. Consider such awards on an annual basis. In,addition to the general objectives listed above, a study should be initiated on Funding for the Arts and Cultural Projects. CONCLUSION This Program of the Arts is a guide for action to give direction to the Cultural development of Greater Conejo. It is a beginning of a Program of,the Arts and will be periodically modified as goals are accomplished, deleted or expanded and additional goals will be added to keep the Program current, responsive and flexible. Some goals are in the process of being accomplished, some can be achiev- ed immediately, some' will regv_ire months of concentrated effort, others will require years of time and still others will mature in the next gen- eration. All will require a sense of common interests, common direction, common will and dedication by all those concerned with the arts. To achieve the full cultural destiny of the Greater Conejo the second phase of development must progress from excellent first beginnings to a sensitive and thoroughgoing use of all cultural resources, creation of new movements in and facilities for the arts to enable the enthusiastic, exciting and significant flowering of the whole life of this region. Prepared under the sponsorship of Conejo Future Foundation 100 E. Thousand Oaks Blvd., Suite 113 Thousand Oaks, CA 91360 (805) 495-8711 HARRIS GOLDMAN & AaSOCIATES 8989 RIO•SAN DIEGO DRIVE, SUITE 155 SAN DIEGO, CA 92108 VOICE:(619) 299-7951 FAX: (619) 299-2315 Consultant background, principles, & methodology BACKGROUND HARRIS GOLDMAN is the principal of Harris Goldman & Associates. Since 1970, he has been an arts administrator in both the not —for —profit and commercial sectors. Since 1985, he has worked as a consultant to not —for —profit arts organizations nationally, specializing in strategic planning and organizational development. He spent four years in New York City as a general manager and company manager for Broadway plays and musicals; off—Broadway productions, and tours. He has also served as producer, executive director, and general manager of several performing arts organizations throughout the United States. Mr. Goldman is a trained mediator and in addition to utilizing mediation techniques in his consultancies, mediates disputes for Community Mediation of San Diego. He has also taught Financial Management and Operations in the Arts (at the Manhattan branch of Adelphi University). He is a member of the Association of Theatrical Press Agents and Managers. He served on the Board of Directors of the Support Center of San Diego, part of a national network providing comprehensive management assistance to not —for —profit organizations. Mr. Goldman facilitated a community cultural plans for Imperial County and San Bernardino County, California. HARRIS GOLDMAN & ASSOCIATES Background, Principles, and Methodology page 2 PRINCIPLES We believe in taking responsibility to achieve results for our clients, maintaining high professional standards (including confidentiality), and working with our clients as a team. The cultural infrastructure of our nation has changed dramatically over the past decade. An ever—increasing number of arts and cultural organizations are, competing for a dwindling pool of contributions. An alarming number of established institutions have collapsed or are currently in a precarious position, and the National Endowment for the Arts continues to be threatened. We believe that due to the significant changes in this last decade that affect arts and cultural organizations, old ways of doing things need to be re—examined. We enjoy working creatively to go beyond generic answers and exploring all alternatives in seeking the best solutions. We acknowledge the precious value of community resources --- people, tangible assets, and money --- and endeavor to explore solutions that will maximize the benefits, encouraging collaborations between organizations which will preserve and enhance these resources. Planning is not a product that a consultant can deliver to an organization. Successful plans, actions, and results are dependent on participation of those that will be affected by those plans. As consultant, we expect our clients will fully participate in the planning process. We also see it as our responsibility to attract the greatest possible interest, participation and trust in the process by all "stakeholders". We believe in being fully honest and forthright in our communications with our clients, while at the same time demonstrating understanding, support, and empathy. HARRIS GOLDMAN & ASSOCIATES Background, Principles, and Methodology page 3 METHODOLOGY While the methodology of each consultancy varies, we attempt to design the consulting process so that representation from those who may be affected and those who may be called on to help implement recommendations, actively participate throughout the consultancy. In effect, we aspire to achieve "buy —in" continually throughout the process. Our methodology attempts to empower the participants, recognizing the consultant participation will only be temporary. A variety of planning techniques can be employed to accomplish desired outcomes. In the preliminary planning process schedule outlined below, some specific techniques are suggested, but other methods that might be more appropriate can be incorporated. Planning techniques which may be considered include organizational self -assessments with arts organizations to determine areas of strength and weakness; individual in —person or phone interviews with key community leaders representing all segments of the community; focus group meetings with individuals of like interests; open public hearings throughout the community; written survey(s) to arts organizations, artists and other distinct community segments; working meetings with steering committee and task forces; facilitated retreats; review and analysis of existing documentation; research on programs and policies in other communities of relevance; written reports; best practices session(s) with field experts; and use of experts in specific issue areas. Mr. Goldman is a trained mediator, and will use many mediation techniques in his consultancies. Unlike arbitration, mediation is a process in which parties to a dispute meet voluntarily with a neutral third party who helps them to reach their own agreement. The procedures practiced in mediation ---including non —judgmental listening, redefinition of "win —lose" to "all -gain", and open—ended un—biased questioning techniques ---are all applicable to community planning. C&,Y/ 4 4Q" MEMORANDUM TO: Cultural Affairs Commission Marty FROM. Ma Nicholson, Parks & Recreationi� DATE: September 18, 1995 SUBJECT: Cultural Affairs Master Plan Sent out a questionnaire to twelve different cities requesting information regarding Master Plans that have been done for Cultural Arts. Only two were returned from the City of El Cajon and City of Escondido. Escondido sent out a packet of information regarding their efforts and gave a referral: Maureen from the California Center for the Arts. Spoke to Maureen from the CA Center for the Arts and she requested an information sheet be faxed to her because she knew of several people who did consulting for the arts. Faxed Maureen the information, have not had a response as yet. Escondido called back to give another referral: Donalyn Julyhn (619) 489-7612. Escondido will be sponsoring a workshop in October regarding how to formulate a city master plan for the arts. We are on her mailing list and will be sent a flyer. Tentative date is October 19, 1995. In addition, she gave another referral: Kristin Madson, California Assembly of Local Art Agencies, (415-362-0224), 870 Market St. #714, San Francisco, CA 94102. CALAA has a Community Cultural Affairs Kit that helps in the area of planning for the future.