HomeMy WebLinkAbout2021-10-26 - AGENDA REPORTS - ARTS MP UPDATEO
Agenda Item: 8
1. CITY OF SANTA CLARITA
AGENDA REPORT
CONSENT CALENDAR
CITY MANAGER APPROVAL: 1
DATE: October 26, 2021
SUBJECT: CITY OF SANTA CLARITA ARTS MASTER PLAN UPDATE
DEPARTMENT: Recreation and Community Services
PRESENTER: Phil Lantis
RECOMMENDED ACTION
City Council approve the City of Santa Clarita Arts Master Plan Update.
BACKGROUND
The updated City of Santa Clarita Arts Master Plan builds on the Arts Master Plan adopted by
the City Council in March 2016. The Santa Clarita 2025 Strategic Plan has identified the
implementation of the Arts Master Plan under the Building and Creating Community theme.
The Arts Master Plan addresses ten areas:
1. Public Art;
2. Old Town Newhall Arts and Entertainment District;
3. Arts Education;
4. Governance of the Arts;
5. Cultural Facilities, Venues, and Spaces;
6. Supporting Artists and Arts Organizations;
7. Arts Funding;
8. Creative Economy;
9. Marketing the Arts; and
10. Celebrating Diversity.
Each year since the adoption of the Arts Master Plan, the Arts Commission has prioritized 5 of
the 41 recommendations. Of the 30 Arts Master Plan recommendations that have been prioritized
in previous Arts Commission Work Plans, 16 recommendations have been addressed by the
Commission, with 14 recommendations currently in some stage of being addressed.
The Arts Master Plan update includes 20 new recommendations across all 10 sections, with
many of the newly identified recommendations being informed by the Diversity and Inclusion
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Statement that has been added to the document.
The Arts Master Plan update was presented to City Council and the Arts Commission at a Joint
Study Session on October 12, 2021. The presentation included the status of the existing
recommendations and a review of the new recommendations that were added through the update
process.
The Arts Commission will continue to work with staff and the community to address the Arts
Master Plan recommendations in the coming five years.
ALTERNATIVE ACTION
Other action as determined by City Council.
FISCAL IMPACT
There is no fiscal impact associated with this item.
ATTACHMENTS
Santa Clarita Arts Master Plan Update (available in the City Clerk's Reading File)
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Arts Master Plan
February 2oi6
Five Year Update
July 2021
Arts Master Plan
City Council
Bob Kellar, Mayor
Dante Acosta, Mayor Pro Tem
TimBen Boydston
Marsha McLean
Laurene Weste
Arts Commission
Patti Rasmussen, Chair
Dr. Michael Millar, Vice Chair
Gary Choppe
John Dow
Susan Shapiro
City Staff
Ken Striplin, City Manager
Frank Oviedo, Assistant City Manager
Tom Cole, Director of Community Development
Rick Gould, Director of Parks, Recreation, and Community Services
Darren Hernandez, Deputy City Manager and Director of Administrative Services
Robert Newman, Director of Public Works
Ingrid Hardy, Recreation and Community Services Manager
Phil Lantis, Arts and Events Administrator
Stakeholder Committee
Kelly Beh le, Santa Clarita Public Library
Sara Brown, Community Representative
Gary Choppe, Arts Commission
Jason Crawford, City of Santa Clarita, Economic Development Manager
Homayoun Daryani, Small Business Representative
Ted Dayton, Visual Arts Representative
Carmen Dominguez, College of the Canyons
Dr. Tyrone Howard, University of California, Los Angeles
Marlee Lauffer, Business Community Representative
Dr. Michael Millar, Arts Commission
Denise Nelson, California Institute of the Arts
Susan Shapiro, Arts Commission (Alternate)
Mikee Schwinn, Performing Arts Representative
Evelyn Serrano, Artist/Community Activist
Murray Siegel, Entertainment Industry Representative
Sue Solomon, K-12 Education Representative
Rosalind Wayman, Los Angeles County Fifth Supervisorial District
Planning Consultants
The Cultural Planning Group
Jerry Allen, Partner
David Plettner-Saunders, Partner
Linda Flynn, Research Director
www.culturalplanning.com
Arts Master Plan
City Council
Bill Miranda, Mayor
Laurene Weste, Mayor Pro Tem
Jason Gibbs
Marsha McLean
Cameron Smyth
Arts Commission
Dr. Michael Millar, Chair
Susan Shapiro, Vice Chair
Patti Rasmussen
April Scott -Goss
Vanessa Wilk
City Staff
Ken Striplin, City Manager
Frank Oviedo, Assistant City Manager
Tom Cole, Director of Community Development
Janine Prado, Directorof Recreation and Community Services
Jerrid McKenna, Interim Director of Neighborhood Services
Carmen Magana, Director of Administrative Services
Robert Newman, Director of Public Works
Phil Lantis, Arts and Events Manager
Jenni Thompson, Arts, Schools, and Volunteers Administrator
Katherine Nestved, Arts Coordinator
Stakeholder Committee
Homayoun Daryani, Small Business Representative
Ted Dayton, Santa Clarita Photographers Association
Stephanie English, Los Angeles County Fifth Supervisorial District, Field Deputy
Monica Fawcett, City of Santa Clarita, Economic Development Associate
Dr. Tyrone Howard, University of California, Los Angeles
Marlee Lauffer, Henry Mayo Hospital Foundation, President
Pamela Lewis, College of the Canyons, Art Gallery Director
Tom Lund, Newhall Family Theatre for the Performing Arts, Theatre Manager
Sara McDaniels, Arts for Santa Clarita
Dr. Michael Millar, Arts Commission
Denise Nelson, California Institute of the Arts, Senior Director, Office of
Communications
Evelyn Serrano, Artist/Community Activist
Susan Shapiro, Arts Commission
Murray Siegel, Entertainment Industry Representative
Jennifer Smolos, College of the Canyons, Dean of Fine and Performing Arts
Sue Solomon, K-12 Education Representative, Council PTA President
Shannon Vonnegut, Santa Clarita Public Library, City Librarian
Original Planning Consultants
The Cultural Planning Group (Jerry Allen, Partner; David Plettner-Saunders,
Partner; Linda Flynn, Research Director)
www.culturalplanning.com
Arts Master Plan
Arts Master Plan Update Table of Contents
Executive Summary.............................................................................
Community Description......................................................................
What Do We Mean by "Arts and Culture"? ...........................................
Community Engagement Findings......................................................
Arts Funding in California Cities...........................................................
The Community's Vision for Cultural Development .............................
Conclusions.........................................................................................
The Plan: Recommendations...............................................................
1. Public Art.............................................................................
Update.................................................................................
2. Old Town Newhall Arts and Entertainment District ..............
Update.................................................................................
3. Arts Education.....................................................................
Update.................................................................................
4. Governance of the Arts ........................................................
Update.................................................................................
5. Cultural Facilities, Venues and Spaces ..................................
Update.................................................................................
6. Supporting Artists and Arts Organizations ...........................
Update.................................................................................
7. Arts Funding.........................................................................
Update.................................................................................
8. Creative Economy................................................................
Update.................................................................................
9. Marketing the Arts...............................................................
Update.................................................................................
10. Celebrating Diversity............................................................
Update.................................................................................
Table of All Recommendations............................................................
Table of All Update Recommendations...............................................
Implementation..................................................................................
Planning Participants..........................................................................
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105
110
113
The Arts Master Plan document is accompanied by a Research Appendix, a
separate document which includes the community survey report, a summary of the
AMPED Arts Summit (town hall meeting), notes from visioning exercises and other
supporting information.
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Arts Master Plan
Executive Summary
Arts Master Plan
Executive Summary
Introduction and Overview
The City of Santa Clarita commissioned this Arts Master Plan in late 201.4 to create
a new, long-term roadmap for cultural development throughout the community.
This plan addresses several areas of specific interest: public art, arts funding, the
Newhall Arts District, arts facilities, and the creative economy. It also builds on a
two -phased Cultural Arts Master Plan adopted in 1.997 and 1.998, as well as other
documents created under the guidance of the City of Santa Clarita Arts
Commission.
The City of Santa Clarita has provided vital arts and cultural programming since its
early years as a municipality. The Cowboy Festival began in 1.994 and Concerts in
the Park before that time. A next phase of municipal cultural development took
place following adoption of the City's first cultural plan in 1.998. A central
recommendation of that plan was for the City to serve as the lead arts agency for
the community. In line with that recommendation, the City created the Arts and
Events Office in 2003 and formed the Arts Commission in 2009. The budget of the
Arts and Events Office has grown to $2.2 million and programs have expanded in
scope and scale to include new events, arts education, exhibitions, public art and
grants. The City has addressed the cultural facilities needs of the community by
contributing funding towards three facilities, all of which are owned and operated
by other organizations.
Community Engagement in Development of this Plan
The Santa Clarita Arts Master Plan is based on extensive community engagement
involving approximately 1,25o residents and workers. The community engagement
process included:
• Stakeholder Committee
• Key person interviews
• Focus groups
• AMPED Arts Summit (Town Hall Meeting)
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• Community survey
The plan's Stakeholder Committee (page i) included community leaders from both
the arts and non -arts sectors, seeking to identify ways the arts can partner with
other civic interests. Planning participants spanned a diverse range that included
longtime and new residents from all areas of the city, millennial -aged students and
workers, parents, educators, small business owners, artists, CalArts faculty and
staff, multicultural leaders, realtors, developers, social services, the faith
community, and seniors.
Key Findings of the Community Engagement
• Santa Clarita residents are personally very active in their arts and
cultural interests.
• Santa Clarita loses audience to other cities for most types of
cultural activities and has strong demand for additional offerings
provided in the city.
• Respondents want more arts festivals, live performances,
museums, informal performances, and independent film to be
available in Santa Clarita.
• The community expresses satisfaction with the quality, variety,
availability and affordability of current arts and cultural offerings,
while providing valuable messages regarding areas of
improvement.
• Santa Clarita residents express strong interest in celebrating
history and cultural heritage as well as more sophisticated,
contemporary experiences.
• There is consensus that Old Town Newhall is the cultural heart of
the city, but also a desire to have cultural activities available in
other areas.
• Children are very involved in arts activities both in and out of
school.
• There is strong desire for enhanced arts and cultural opportunities
for children and youth.
• There is demand for additional class offerings for both children
and adults.
Arts Master Plan
• Arts and culture are seen as an excellent way to promote diversity
and inclusion.
• It is important to acknowledge and support Santa Clarita's artists
and creatives (e.g., design professionals, film industry
professionals, owners of small businesses in the creative
industries) as a foundation for the community's cultural
development.
• There is very high support for the City taking the leadership role in
arts and cultural development.
• Citizens want to play an active role in the continued development
of Santa Clarita's cultural life.
• Community members seek better access to information about arts
events and activities.
Vision Statement
The following vision statement is the community's collective definition of
successful cultural development in Santa Clarita in the coming decade:
The City of Santa Clarita will be recognized as a "city of the arts," where
the lives of residents, artists, and visitors are enriched through artistic
and cultural experiences.
Conclusions
The community engagement and vision lead to several conclusions about Santa
Clarita's cultural identity and future.
First, Santa Clarita has articulated a vision of elevating its cultural life. As a
relatively young community, located adjacent to one of the world's cultural
capitals, Santa Clarita is coming of age in cultural terms. Its tastes and the scope of
its cultural interests have expanded. Its population has grown and diversified. The
community's vision is not merely for more, but rather an evolution in the way arts
and culture fit in the community: increasing the quality and sophistication of local
offerings, enabling community creativity, celebrating diverse cultures, and going
beyond children and families to meet the needs of young adults.
Arts Master Plan
Second, Santa Clarita is also in the process of becoming more than a suburb of Los
Angeles. It is transforming into an exurban, regional place proclaiming its own
distinct identity. In cultural terms, this is reflected in the community's desire to
have more available locally, but beyond this, to establish Santa Clarita as an arts
city and destination, and to build on its authentic identity as a Western frontier
settlement, longstanding film industry location, and an increasingly sophisticated
contemporary community.
Third, there is a voice in Santa Clarita favoring greater diversity and inclusion in its
cultural life. While still a predominately white population, the community has
become more diverse and, as is true throughout southern California, people of all
backgrounds embrace cultural diversity.
Fourth, the community provided a strong vote of confidence forthe City to
continue its leadership position in the arts, while sharing it with partners and
enabling creative activities of citizens and the creative community
Lastly, while this plan is for more than City action, one focus is to define an
appropriate role for the City in meeting the cultural needs of citizens. For the past
two decades, the City has focused its municipal resources on building a basic
cultural infrastructure for the community: the Arts Commission, a capable local arts
agency (the Arts and Events Office), a suite of programs and events, a nascent
public art program and carefully targeted investments in cultural facilities. The City
can most effectively focus in the coming decade on strategies that meet the
evolving cultural interests of citizens and that enable the community as a greater
partner in cultural development.
Arts Master Plan
The Plan
The Santa Clarita Arts Master Plan is organized according to three overarching
themes and accompanying focus areas.
Theme i. Enhancing Cultural Vitality in the Community
• Public Art
• Old Town Newhall Arts and Entertainment District
• Arts Education
Theme 2. Strengthening Cultural Support Systems
• Governance of the Arts
• Cultural Facilities, Venues and Spaces
• Supporting Artists and Arts Organizations
• Arts Funding
• Creative Economy
• Marketing the Arts
Theme 3. Fostering Greater Diversity and Inclusion
• Celebrating Diversity
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Arts Master Plan
Executive Summary Update
The City of Santa Clarita Arts Master Plan has served as the guiding document for
the development of arts and culture in our community for the last five years. The
ten focus areas and 0. recommendations have been reviewed annually by the Arts
Commission and staff during the development of the Arts Commission Work Plans
and have been the basis for what has been prioritized and focused on each year.
The goal of this five-year update is to do an analysis of each of the ten focus areas
and to provide additional recommendations to ensure that the plan remains a vital
document to continue to guide the growth of the arts forthe next five years.
This update was developed by a process that included multiple meetings of the
Arts Commission and its committees, a meeting of the arts community, a meeting
of the Stakeholder Committee that was formed during the original planning
process, and input from City staff. This update is focused on the Recommendations
section of the Arts Master Plan, so even though there have been changes to some
of the earlier sections, such as Community Description, those sections are not
being updated at this time.
There has been a lot of growth in arts and culture in Santa Clarita during the last
five years, and this can be attributed to the quality of this plan. This update is in no
way intended to replace the plan; it is simply an update to ensure that it continues
to be the guiding document it was intended to be for the next five years.
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Arts Master Plan
Community Description
Arts Master Plan
Community Description
Santa Clarita is a suburb of Los Angeles and now the third largest city in Los
Angeles County. Founded in 1.987, the City is comprised of four areas: Canyon
Country, Saugus, Newhall and Valencia. Santa Clarita is part of a geographic
region, the Santa Clarita Valley, which includes six additional and adjacent areas in
the unincorporated Los Angeles County —Acton, Agua Dulce, Castaic, Stevenson
Ranch, Val Verde and West Ranch. Santa Clarita has established a reputation for
being a family -friendly, quiet and safe community, with an outstanding collection
of quality of life amenities that include parks, recreation, community centers and
library facilities. The City is also home to signature events that include the annual
Cowboy Festival, the AMGEN Tour of California bicycle race, and several youth
sports events.
The Santa Clarita Valley has a rich and storied history that begins with its
indigenous Native Americans and continues through an extraordinary confluence
of early California ranching, mining, oil, railroads and movie making. The Tataviam
Tribe were the valley's first inhabitants, migrating into the Newhall area in the fifth
Century. In the nineteenth century, the valley was the site of cattle ranching, the
discovery of gold in 1.842 in Placerita Canyon, and California's first oil well, in 1.876
in Mentyrville. This tiny oil town was home to the longest running oil rig, which was
not capped until i99o.1.876 was also the year in which the Southern Pacific
Railroad completed the railway connection between San Francisco and Los
Angeles with the Golden Spike ceremony at Lang Station, located in the valley,
following a heroic engineering feat of digging the San Fernando Tunnel, still used
by Metrolink and Southern Pacific trains.
In the early twentieth century, Santa Clarita began its long and continuing history
with the film industry. William S. Hart, who lived in Newhall, was a film actor active
during the'teens and the 1.92os and, during his career, the world's most famous
actor. Known as "Hollywood's back lot," the valley provided desirable locations for
Westerns, including Hart's, and was the home of early movie studios that included
Melody Ranch and Disney's Golden Oak Ranch, both in Placerita Canyon. Many
production studios are located in the valley and Disney is currently building new
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sound stages for ABC Studios at the Golden Oak Ranch. Over the decades, the
valley has been the location for film and television productions spanning an
extraordinary range from Gene Autry Westerns to CBS' long -running television
series NCIS, currently the world's most -watched television drama.
Santa Clarita has been recognized by the Los Angeles Economic Development
Corporation as the most business -friendly city in Los Angeles County, citing a
desirable location along the Interstate 5, a well-educated workforce, favorable
taxation policies, affordable lease rates, and a high quality of life. Home to a
surprisingly diverse collection of business enterprises, the City identifies five
growth clusters among its companies: advanced manufacturing; medical devices
and biotech; digital media and entertainment; aerospace and defense; and
information technology. Unemployment is among the lowest in Los Angeles
County.
The Santa Clarita Valley is located in a beautiful natural environment of the high
desert, ringed by several mountain ranges and canyons. The Santa Clara River and
its watershed are the primary riparian system, flowing into the Pacific Ocean near
Ventura. Although dry during much of the year, the river is in a relatively natural
state, fed by seasonal rains. The City of Santa Clarita has made a major
commitment to preserving and celebrating its natural environment in part through
the creation by voter initiative in 2007 of the Open Space Preservation District. The
District is a visionary and comprehensive addition to the City's Open Space, Park
and Parkland Program and its goals are to preserve natural land from
development, create more parks for community usage, and protect rare biological
and geological regions. The special assessment paid by City property owners gives
the City a seat at the table to purchase land that could otherwise be developed and
put pressure on the City's natural resources. Additionally, the Open Space
Preservation District greatly assists the City in preserving natural lands, retaining
wildlife corridors, and completing the City's greenbelt.
The City of Santa Clarita is home to three institutions of higher education, each of
which offers arts programs: California Institute of the Arts (CalArts), an
internationally prominent art school; College of the Canyons, a vital campus of
California's community college network; and The Master's University, a
nondenominational conservative Christian liberal arts school.
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Arts Master Plan
Santa Clarita's Evolving Population
The City of Santa Clarita's population is distinguished by rapid and continuing
growth. Total population has risen by more than a third from approximately
1.50,000 in 2000 to 21.3,00o in 201-5. Population has been driven by infill
development as well as annexation. Growth was among the fastest in Los Angeles
County during the period 2000 to 201.0. Some estimates project growth of the
entire Santa Clarita Valley to about a half million people at build out, forming a true
exurban area.
The population of the City of Santa Clarita has also grown more diverse, with
Hispanics rising from 20% in 2000 to 30% in 201.0. The African American and Asian
American populations, while lower than Los Angeles County and California
averages, also increased during that time period.
The City's Arts and Cultural Development
The City of Santa Clarita has provided arts and cultural programming since its early
years as a municipality. The Cowboy Festival began in 1.994 and Concerts in the
Park before that time. A next phase of municipal cultural development took place
following adoption of the City's first cultural plan in 1.998. A central
recommendation of that plan was for the City to serve as the lead arts agency for
the community. In line with this plan, the City created the Arts and Events Office in
2003 and formed the Arts Commission in 2009. The budget of the Arts and Events
Office has grown to $2.2 million and programs have expanded in scope and scale to
include new events, arts education, and grants.
Also in line with the recommendations of the cultural plan, the City has addressed
the cultural facilities needs of the community by contributing funding towards
three facilities, all of which are owned and operated by other organizations. In
2001., the City committed $2.4 million towards the $i.8.3 million construction cost
of the Santa Clarita Performing Arts Center at College of the Canyons, which
opened in 2004 and has an 886-seat proscenium theater and a ioo—seat black box
space. Under the terms of the City's Memorandum of Understanding (MOU) with
the College, the Performing Arts Center makes the theaters available each year for
use by Santa Clarita arts organizations. The City also made two facility grants
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Arts Master Plan
to small-scale theaters in Old Newhall: the Canyon Theatre Guild with 28o seats
and the Repertory East Playhouse with 81. seats (formerly the Santa Clarita
Repertory Theatre)
The Arts and Events Office currently has a budget of approximately $2.2 million.
Just under half of this budget is spent on staff: there are 8 full-time and about 30
part-time staff, with emphasis on staffing for events. Also, the Arts and Events
Office handles non -arts functions, such as some sporting and community events.
The arts and culture portion of the budget of the Arts and Events Office is less than
two-thirds of the total, or about $1.4 million, including staff and programs. Within
the arts portion, the budget for Arts Grants is $60,00o and $45,000 is for Arts
Programs that include performances, arts education, the Arts Exhibits Program (for
shows in City Hall, the Library, community rooms and the Valencia Town Center)
and other activities. The City pays the College of the Canyons $75,00o per year
underthe terms of its MOU regarding the Performing Arts Center in exchange for a
specified amount of community use of the theater.
Arts events produced by the Arts and Events Office include the annual Cowboy
Festival, the Art SLAMS/JAM Sessions, Senses and Concerts in the Park. The public
art program is currently voluntary and, underthis approach, the City allocates
amounts from selected projects in its Capital Improvements Program for art
projects. The Arts and Events Office has overseen 1.6 projects since 2009. These
projects are relatively small scale and the largest budget for a completed project to
date has been $30,000.
Concerts in the Park is the City's longest -running program. Held at Central Park, it
has become a well -established and attended feature in the community's cultural
calendar. The location is prominent and provides an opportunity for community
gathering. However, the park also offers some drawbacks as a venue, since it was
not built for performances and requires construction of a portable stage. Also,
concerts restrict the park's availability for sports and recreation on Saturdays
throughout the summer.
The City has fostered arts leadership through the formation first of an Arts
Advisory Committee and then the Arts Commission. The five -member Commission
is an unusually active, "working" group. The Commission oversaw development of
an Arts Blueprint in 201.3, a substantive document that included analysis and policy
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Arts Master Plan
recommendations in several focus areas. Each of five commissioners worked with
staff on an area of interest. The Commission has begun work on a second phase of
the Arts Blueprint but suspended this effort pending development of this Arts
Master Plan.
Santa Clarita's Arts and Cultural Community
Despite its relatively short history as a City, Santa Clarita is home to a small but
vital community of arts and cultural organizations and many individual artists and
creative professionals. There are 48 nonprofit arts and cultural organizations
registered with the IRS and located in the City, ranging from CalArts to small,
community -based organizations. About a dozen report annual operating budgets
greaterthan $ioo,000. The City funded seven local arts organizations through its
Arts Grants program in 201-3/1-4. Total contributed revenues of the City's Arts Grant
recipients are modest, a collective amount of approximately $200,000, reflecting a
challenging local funding environment that possesses few institutional arts grant
makers. Perhaps reflecting this less institutional arts ecosystem, Santa Clarita's
arts community includes a number of long-standing and highly active community
based organizations, and they benefit from a substantial amount of volunteerism.
There is a collection of unincorporated or informal organizations in Santa Clarita
that celebrate and preserve culturally specific traditions and art forms. There are
also a number of non -arts nonprofit organizations, some of which provide arts
programs in community settings. The City funded fifteen organizations through its
Community Service Grants in 201-3/1-4 and, of these grants, two were arts -related.
While there is no census or comprehensive directory of individual artists in Santa
Clarita, there is clearly a strong presence of working artists of varied disciplines and
media. Ten percent of respondents to the community survey conducted for this
plan identified as professional artists. There is also a strong presence of creative
professionals working in the fields of design, the film industry, and other
commercial enterprises.
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Nonprofit Arts & Cultural Organizations in Santa Clarita
Source: National Center for Charitable Statistics (2013114)
AHIMSA FESTIVAL FOUNDATION
ALLIANCE OF GERMANIC SOCIETIES OF PITTSBURGH
ARTREE COMMUNITY ARTS CENTER
BIG POND PRODUCTIONS INC
BROADWAY BOUND PLAYERS
CALIFORNIA INSTITUTE OF THE ARTS
CANTORI DOMINO
CANYON THEATRE GUILD
CULTIVATING CREATIVE MINDS
DHM PRODUCTIONS INC
ESCAPE
ENDEAVOR COMMUNICATIONS INC
FLUID WORKS FOUNDATION
FOUNDATION FOR US HISTORICAL MONUMENTS
HANDSON SANTA CLARITA INC
HISTORICAL MINIATURE GAMERS SOCIETY PACIFIC SOUTHWEST
KIDS INTERNATIONAL COMMUNICATION FOUNDATION
LITHUANIAN HERITAGE SOCIETY
MELODY RANCH MOTION PICTURE MUSEUM
NATIONAL FLUTE ASSOCIATION INC
NATIONAL SOCIETY OF THE DAUGHTERS OF THE AMERICAN REVOLUTION
RAGDOLL RESTORATION FOUNDATION
REEL LIFE MEDIA INC
REPERTORY EAST PLAYHOUSE
SANTA CLARITA ARTISTS ASSOCIATION INC
SANTA CLARITA BALLET COMPANY INC
SANTA CLARITA MASTER CHORALE INC
SANTA CLARITA PHILHARMONIC
SANTA CLARITA SHAKESPEARE FESTIVAL
SANTA CLARITA VALLEY CONCERT BAND
SANTA CLARITA VALLEY HISTORICAL SOCIETY
SANTA CLARITA VALLEY QUILT GUILD
SANTA CLARITA VALLEY YOUTH ORCHESTRA
SAUGUS COMMUNITY TELEVISION INC
SAUGUS HISTORICAL SOCIETY INC
SENIOR THEATER INC
SHOWDOWN STAGE CORPORATION
SOCIETY FOR THE PRESERVATION & ENCOURAGEMENT OF BARBERSHOP QUARTET SINGING
AMERICA
SPOTLIGHTARTS
SPURGEON ARCHIVE
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SWADESHI
SWEET ADELINES INTERNATIONAL
THE SOCIETY FOR ANIMATION STUDIES
THEATRE COMPANY OF SAUGUS INC
VINTAGE WINGS WEST
YOUNGVILLE HIGHWAY HISTORY ASSOCIATION INC
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What Do We Mean by "Arts and Culture"?
There are different meanings for the terms "arts" and "culture" and their meanings
often change in different contexts. The Santa Clarita Arts Master Plan adopts an
expansive, inclusive definition of arts and culture. It includes a range of cultural
sectors: high or fine arts as well as popular, ethnic and commercial arts, and historic
preservation. A range of people: visual and performing artists, craftspeople,
designers, arts educators and cultural practitioners. And a range of cultural events:
performances, exhibitions, festivals and celebrations. In addition, in Santa Clarita,
it includes creativity found in the film industry and other elements of the creative
industries. Adopting a broad notion of creativity as part of Santa Clarita's culture
reflects a contemporary sensibility, in which people do not always distinguish
between creativity and "the arts."
"Arts" has traditionally meant the fine arts: visual arts, music, theater, dance and
literature. Choreographer Liz Lerman, winner of a 2002 MacArthur "Genius"
Award, describes the shift to a contemporary definition as a vertical hierarchy
becoming a level playing field. Using the dance field as an example, ballet used to
be on the top of a pyramid, with dance forms such as folk dance and hip hop on the
bottom. Now we see all art forms as having similar value but different focuses.
Likewise, we now include in our definition of "arts" such art forms as crafts, ethnic,
traditional, popular, design and electronic or digital arts.
"Culture" is most often defined in anthropological terms. A standard textbook
definition is:
The system of shared beliefs, values, customs,
behaviours, and artifacts that the members of
society use to cope with their world and with one
another, and that are transmitted from generation
to generation through learning.
(Bates and Plog, "Cultural Anthropology," McGraw Hill, 1990)
Arts Master Plan
This is not only a very broad definition, but also one that extends far beyond the
boundaries of even an expansive definition of the arts and creativity. The field of
arts and culture draws an indistinct circle around its central territory of the arts, and
acknowledges other cultural expressions on a case -by -case basis. Community
context is one useful key. For example, Charlotte, North Carolina, is the historic
and regional home of stock car racing and the NASCAR circuit. Charlotte views this
racing as a cultural form and offers tours and events celebrating the races, racing
history, and the community's "racing culture." San Jose, California is acknowledged
as the world's leading high-tech center, and this has created a special relationship
with arts and culture in Silicon Valley. This is explored and celebrated in many
ways, through such expressions as the ZEROi Biennial of digital creativity. In Santa
Clarita, culture certainly encompasses history and the community's Western
heritage.
20
Arts Master Plan
Community Engagement
Findings
21
Arts Master Plan
Community Engagement Findings
The Santa Clarita Arts Plan is based on extensive community engagement
involving approximately 1,25o residents and workers. The community engagement
process included:
• Stakeholder Committee
• Key person interviews
• Focus groups
• AMPED Arts Summit (Town Hall Meeting)
• Community survey
The plan's Stakeholder Committee (page i) included community leaders from both
the arts and non -arts sectors, seeking to identify ways the arts can partner with
other civic interests. Planning participants spanned a diverse range that included
longtime and new residents from all areas of the city, millennial -aged students and
workers, parents, educators, small business owners, artists, CalArts faculty and
staff, multicultural leaders, realtors, developers, social services, the faith
community, and seniors.
Key Findings of the Community Engagement
Santa Clarita residents are personally very active in their arts and cultural
interests.
Virtually everyone in Santa Clarita pursues a creative interest: nearly all residents
actively participate in arts and cultural activities as well as attend cultural events.
Personal participation includes reading novels, taking photographs, and cooking
creative dishes or meals. More than half pursue their interests as a hobby or a way
to share with friends and family. Residents attend arts and cultural activities most
often in community settings —community centers, libraries and places of worship.
They also frequently attend live performances at theaters, neighborhood festivals,
and informal venues such as a coffee shop, bar or park.
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Arts Master Plan
Santa Clarita loses audience to other cities for most types of cultural
activities and has strong demand for additional offerings provided in the
city.
Respondents most often leave to attend museums, live performances, art galleries,
independent films, arts festivals, and live performances at informal venues such as
a coffee shop, bar or park. In fact, they leave Santa Clarita more often than they
stay to attend cultural activities. The term for this is audience "leakage." Since
people prefer to attend close to home, this is a strong indication of demand in
Santa Clarita for nearly all types of cultural activities. It also demonstrates the need
for additional cultural facilities and venues in Santa Clarita.
Respondents want more arts festivals, live performances, museums,
informal performances, and independent films to be available in Santa
Clarita.
In line with the audience "leakage" described above, respondents express the
desire for more of these types of cultural activities in Santa Clarita. This desire has
a strong communal dimension, since these activities involve bringing people
together for a shared experience. Also noteworthy is the fact that the demand this
represents is for both traditional arts attendance —live performances at concert
halls or theaters —as well as informal arts attendance —coffee shops, bars, parks.
This mirrors a national trend in which citizens seek a richness of experience,
including arts and culture, found throughout daily life. While they enjoy ticketed
performances and other conventional arts experiences, such as visiting a museum,
they increasingly desire art that is spontaneous, participatory and readily available.
Events and activities mentioned in this category include a more culturally vibrant
Old Town Newhall, public art, art galleries and a local music scene.
The community expresses satisfaction with the quality, variety, availability
and affordability of current arts and cultural offerings, while providing
valuable messages regarding areas of improvement.
When asked to rate these four characteristics of arts and cultural offerings in Santa
Clarita, 27%to 46% rate them as excellent or good, and 26%to 3o% rate them as
adequate. There are 24%to 45% who rate current offerings as fair or poor. Coupled
with the many comments about the desire for higher quality and greater variety of
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Arts Master Plan
offerings, these opinions underscore the opportunity to serve more of the
community cultural interests with changes to the programs provided at the current
venues, as well the demand for new programs and venues.
Santa Clarita residents express strong interest in celebrating history and
cultural heritage as well as more sophisticated, contemporary experiences.
Santa Claritans equally value the past and the contemporary. More than three-
quarters of respondents agree with these statements, and nearly as many also
express the desire for more offerings that appeal to younger adults. This validates
the idea that Santa Clarita is aware of its history and Western heritage, as well as
having contemporary and next generation tastes. This may also reflect the
community's long involvement with the film industry, which is both historic and
contemporary.
There & consensus that Old Town Newhall & the cultural heart of the city
but also a desire to have cultural activities available in other areas.
Planning participants consistently identified Old Town Newhall as the area of the
city most associated with culture and the place that should be further developed
into a vibrant cultural district. At the same time, while Santa Clarita is a relatively
compact city, drive times have increased calls for arts and cultural programs closer
to other areas of the city, such as Canyon Country and Saugus. This is especially
true for children's activities, when parents must drive their children to a location
beyond about a ten-minute distance. The desire for activities close to home
reflects the general sentiment for informal activities in community settings
throughout the city. Moreover, it does not negate the universal perception that Old
Town Newhall is the cultural center of the city and that it is and should remain the
primary focus of cultural activity.
Children are very involved in arts activities both in and out of school.
Santa Clarita's children are as arts -involved as adults. Thirty-eight percent of
households have children and 43% of survey respondents have children
participating in the arts in school, at home or outside of school (e.g., at a
community center, library, a private arts provider, church, etc.).
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Arts Master Plan
There & strong desire for enhanced arts and cultural opportunities for
children and youth.
Along with high arts participation rates for children in Santa Clarita, there is a
strong community sentiment for providing them with more and deeper
opportunities. This reflects a shared value that arts are important to a child's
education and his/her development. It also reflects the strong value residents place
on the arts and seek to impart to young people. Community leaders, parents and
educators often articulated the desire to provide not merely more arts activities,
but richer, sequential and shared experiences that would develop young people's
skills, knowledge and connectedness.
There & demand for additional class offerings for both children and
adults.
There was strong demand for a broad range of class offerings. For children, the top
three were visual arts, music, and dance. There is also significant demand for
classes in theatre, digital arts, filmmaking, singing, creative writing and cultural
traditions. For adults, the top choices were visual arts, cultural traditions, music
and dance. There is also significant demand for classes in theatre, creative writing,
digital arts, singing, and filmmaking.
Arts and culture are seen as an excellent way to promote diversity and
inclusion.
Diversity and inclusion are core values for the City of Santa Clarita and its citizens.
Since 1.994, the City has had a Human Relations Forum that produces programs to
eliminate all forms of discrimination and promote understanding and appreciation
of human differences. Nonetheless, many acknowledge persistent divisions in the
community arising in part from differences in race and class. This is a common
issue in U.S. communities and often arises in cultural plans, since many view the
arts as an effective tool to bring together people and communities, and most local
arts agencies address cultural diversity in some way. Arts and culture are already
used by the City and Santa Clarita's cultural organizations to celebrate diversity,
bring together populations and foster increased cultural understanding. Planning
participants believe in this approach and called for continued and expanded efforts
to use arts and culture as a meeting ground for Santa Clarita's diversity.
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Arts Master Plan
It & important to acknowledge and support Santa Clarita's artists and
creatives as a foundation for the community's cultural development.
Many planning participants called out the central role of the artist in the cultural life
of the community and expressed the desire for enhanced support. Santa Clarita
already provides support for artists in myriad ways, from its public art program, to
its Arts and Community Service Grants, to its concerts and events. Planning
participants highlighted the opportunity to engage artists and creatives in multiple
roles, such as serving in leadership positions, projects in the community, enhancing
the arts scene, managing arts -related businesses, and providing arts education
programs.
There is very high support for the City taking the leadership role in arts
and cultural development.
87% of residents believe the City should fully support, ortake a major part in
supporting and expanding, arts and cultural opportunities in Santa Clarita. Their
priorities for City action are to:
• Provide higher quality arts and entertainment opportunities.
• Support nonprofit arts and cultural organizations (facilities,
funding).
• Support the development of artists in Santa Clarita (live/work
space, rehearsals/performance space).
• Support after -school and summer activities for children/youth and
families.
Citizens want to play an active role in the continued development of
Santa Clarita's cultural llfe.
Santa Clarita's residents and workers are a relatively engaged population. While
they support a lead role for City government in the community's cultural
development, they also want to take an active role in that development and in
implementing this plan. They mention providing arts programs to the community,
teaching, sharing cultural traditions, networks, committees and public/private
partnerships as examples of ways to participate. This is already seen in the
community through such efforts as the group formed to renovate the Newhall
26
Arts Master Plan
Elementary School Auditorium, private investors creating arts -related businesses
in Old Town Newhall and elsewhere, and culturally specific celebrations produced
by community groups. One interesting possibility is City facilitation of private
investment in arts -related businesses (e.g., City assistance in locating space,
permitting assistance, and connecting investors with similar interests).
Community members seek better access to information about arts events
and activities.
People have difficulty learning about opportunities that suit their interests. By a
large margin, the greatest barrier to their participation is not hearing about what is
offered (more than not being interested, traffic and parking, schedules, cost, etc.).
While citizens acknowledge that there is a great deal happening, current marketing
efforts are not sufficiently successful. Across-the-board, community members
describe frustration in identifying useful sources of information and learning about
activities in a timely manner. In fact, the most common way people learn about
events is word of mouth. This is a common problem among U.S. cities and it is a
challenge to overcome the "noise" of many competing marketing messages in
people's lives.
27
Arts Master Plan
Arts Funding in California Cities
Sustainable arts funding is an important issue in this plan, as it is in virtually all arts
master plans. Santa Clarita has thus far funded its arts programs primarily from its
general fund revenues. What are the available arts funding mechanisms for
California cities and where might the City of Santa Clarita look to increase and
sustain its arts investments? The following are conclusions of a scan of some
California cities.
Smaller California cities rely primarily on general funds and program
re venues.
Cities that Santa Clarita might consider as comparable all rely on general funds for
their arts programs. These cities include Ventura, Oxnard, Lancaster, Thousand
Oaks, Glendale and Rancho Cucamonga. They also generate program revenues
from admissions, class fees and other user fees.
Larger California cities rely more on a combination of tourism taxes,
general funds and program revenues.
Larger municipalities, such as San Diego, San Jose, San Francisco, and Los Angeles
County all receive a dedicated portion of their hotel taxes. Some continue to also
draw on general funds and generate program revenues.
Nonprofit 'Friends of" fundraising organizations in Southern California are
almost all associated with a cultural facility.
"Friends of" fundraising organizations are an important source of both capital and
operating funds for cultural facilities throughout California. For example, Glendale,
Rancho Cucamonga, Thousand Oaks, and Walnut Creek all have nonprofit
fundraising organizations that provided capital monies towards the construction
and/or endowment of their cultural facilities. They also provide annual operating
support, including grants to arts organizations for their use of the facility, that
ranges from less than $ioo,000 to approximately $i million. This reflects a
fundraising truth that donors are often motivated by a commitment to a cultural
facility and its role in the community.
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Arts Master Plan
There are no United Arts Funds in California —organizations that conduct
United Way -style fundraising from businesses, foundations, and
individuals, and re -grant this money to the arts community.
United Arts Funds represent the type of arts funding organization that the City of
Santa Clarita has been interested in forming. They utilize a communitywide appeal
to businesses, foundations, individuals, and sometimes employee giving to raise
funds forthe arts, and then re -grant those funds to arts organizations, sometimes
under a preset formula. These organizations have had great success in some
communities in the East, South, and Midwest, notably Charlotte, North Carolina
and Cincinnati, Ohio. They have not been successful in California, and there are
currently no United Arts Funds in the state. One can only speculate on the reasons
why United Arts Funds have not prospered in California, but it may reflect national
trends for cause -related marketing by corporations (contributions intended to
advance the business goals of the company, and not for primarily philanthropic
purposes) and "venture philanthropy" (contributions where the donor retains a
large share of control). Each trend is antithetical to the mission of a united fund,
where funds are often re -granted to arts organizations for general operations and
where the donor has little control over the use of their contribution.
There are a variety of additional municipal funding mechanisms in
California for special purposes.
Additional funding mechanisms are familiar to those in the field of municipal
finance and are sometimes adapted to arts purposes. These include general
obligation and revenue bonds for capital projects and percent for art programs.
Sponsorships are an important source of revenues for special events and
festivals.
Santa Clarita is already familiar with the use of sponsorships forthe Cowboy
Festival and other City events. They are a natural way to involve local businesses
because of the confluence of interests presented by an attractive and visible
cultural program.
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Arts Master Plan
Grants from the State and Federal Governments, and from private
foundations, are useful sources of one-time funding.
The California Arts Council, National Endowment for the Arts, other federal and
state agencies, and some private foundations make grants to cities. It is important
to note that these are not a reliable source of annual operating support. However,
they can be valuable in capital projects, seed funding, and placemaking projects.
Examples of potential grants for Santa Clarita include the National Endowment for
the Arts Our Town program (http://arts.gov/grants-organizations/our-
town/introduction) and Art Works program (http://arts._gov/grants-
organ izations/art-works/local-arts-agencies); grant awards in these programs
typically range from $20,000 to $200,000. ArtPlace, a collaboration of private
foundations and federal agencies, offers grants for creative placemaking
(http://www.artplaceamerica.org); ArtPlace grant awards range from $50,000 to
$500,000. The California Arts Council provides grants to local arts agencies through
its Creative California Communities program (www.cac.ca.gov/programs/ccc.php)-
grant awards in the most recent year ranged from $23,200 to $67,900. While all these
grant programs are competitive, a well -composed proposal that aligns with the
priorities of the program can be successful, and many Californian and exurban cities
receive grants each year.
Arts Master Plan
The Community's Vision
for Cultural Development
31
Arts Master Plan
The Community's Vision for Cultural
Development
Several visioning exercises were conducted as part of the planning process forth e
Santa Clarita Arts Master Plan. Visioning was done by the City Council and Arts
Commission during a joint workshop, and by the Stakeholder Committee. In each
of these sessions, participants were asked to identify elements of a vision for the
community's cultural future, answering the question, "What would success look
like?" Participants were asked to take a long view, perhaps ten years; to go beyond
a list of needs or wants to focus on larger aspirations; and to identify the desired
impact on the community resulting from successful cultural evolution. The
collective vision articulated by these processes was corroborated and validated by
the community survey and other community engagement.
The following vision statement represents the community's collective definition of
successful cultural development in Santa Clarita in the coming decade:
The City of Santa Clarita will be recognized as a
"city of the arts," where the lives of residents, artists,
and visitors are enriched through artistic and
cultural experiences
32
Arts Master Plan
0
Conclusions
33
Arts Master Plan
Conclusions
The community engagement and vision lead to several conclusions about Santa
Clarita's cultural identity and future
First, Santa Clarita has articulated a vision of elevating its cultural life. As a
relatively young community, located adjacent to one of the world's cultural
capitals, Santa Clarita is coming of age in cultural terms. Its tastes and the scope of
its cultural interests have expanded. Its population has grown and diversified. The
community's vision is not merely for more, but rather an evolution in the way arts
and culture fit in the community: increasing the quality and sophistication of local
offerings, enabling community creativity, celebrating diverse cultures, and going
beyond children and families to meet the needs of young adults.
Second, Santa Clarita is also in the process of becoming more than a suburb of Los
Angeles. It is transforming into an exurban, regional place proclaiming its own
distinct identity. In cultural terms, this is reflected in the community's desire to
have more available locally, but beyond this, to establish Santa Clarita as an arts
city and destination, and to build on its authentic identity as a Western frontier
settlement, longstanding film industry location, and an increasingly sophisticated
contemporary community.
Third, there is a voice in Santa Clarita favoring greater diversity and inclusion in its
cultural life. While still a predominately white population, the community has
become more diverse and, as is true throughout southern California, people of all
backgrounds embrace cultural diversity.
Fourth, the community provided a strong vote of confidence for the City to
continue its leadership position in the arts, while sharing it with partners and
enabling creative activities of citizens and the creative community.
Lastly, while this plan is for more than City action, one focus is to define an
appropriate role for the City in meeting the cultural needs of citizens. For the past
two decades, the City has focused its municipal resources on building a basic
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Arts Master Plan
cultural infrastructure for the community: the Arts Commission, a capable local arts
agency (the Arts and Events Office), a suite of programs and events, a nascent
public art program and carefully targeted investments in cultural facilities. In the
coming decade, the City can most effectively focus on strategies that meet the
evolving cultural interests of citizens and that enable the community as a greater
partner in cultural development.
These conclusions can guide decision -making about cultural policy as the plan is
implemented, as circumstances change, and as new opportunities or challenges
arise.
35
Arts Master Plan
The Plan: Recommendations
36
Arts Master Plan
The Plan: Recommendations
The Santa Clarita Arts Master Plan is organized according to three overarching
themes and accompanying focus areas.
Theme i. Enhancing Cultural Vitality in the Community
• Public Art
• Old Town Newhall Arts and Entertainment District
• Arts Education
Theme 2. Strengthening Cultural Support Systems
• Governance of the Arts
• Cultural Facilities, Venues and Spaces
• Supporting Artists and Arts Organizations
• Arts Funding
• Creative Economy
• Marketing the Arts
Theme 3. Fostering Greater Diversity and Inclusion
• Celebrating Diversity
37
Arts Master Plan
Theme 1. Enhancing Cultural Vitality in the
Community
1. Public Art
Public Art Overview
The City of Santa Clarita developed several public art projects in the late i99o's and
early 2000's, and a more evolved public art program was initiated in 2009, with the
formation of the Arts Commission. Since 2009, sixteen works have been
commissioned for locations throughout the city. These projects have been created
on a one-off basis, with varying budgets and funding sources. The City has not
adopted a systematic, percent -for -art program to provide a long-term mechanism
to fund public art, although two proposals to enact such a program were
researched by staff. It was determined that the community was not ready to
support the program at that time. The City has suspended its public art activities
pending the completion of the Arts Master Plan process.
During the planning process, several other issues relating to public art have
emerged:
• The desire to make Old Town Newhall a showcase for public art.
• The need to develop a systematic approach to funding,
commissioning, and approving public art, through the enactment
of a percent -for -art ordinance for public projects.
• The opportunity to integrate public art and aesthetics into the
City's infrastructure.
• The current approach to public art produces a series of "one-off"
projects that do not reflect an overall vision for the role that public
art can play in the artistic development of the city.
Since 1.959, when Philadelphia passed the first percent -for -art requirement, more
than 600 American cities and counties have established public art programs. These
programs require that one to two percent of a capital improvement project be
devoted to the commissioning or purchase of art to be included in new public
projects. Increasingly, this requirement is being extended to new private
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Arts Master Plan
commercial, industrial and residential development. These public art programs are
instituted for several reasons. At the most basic level, public art can make public
spaces more attractive and enjoyable. Public art can also reflect the history, values
and aspirations of a community. In some cases, public art is used to identify
neighborhoods or zones within a city, or to mark the entrances to the community.
Often public art is used to increase the utilization of public facilities. For instance,
dozens of transit agencies across the country have instituted public art programs
and have recognized that interesting and well -designed facilities boost ridership.
Santa Clarita has many sites and public spaces that would benefit from art
treatment, including the Old Town Newhall district, along major transportation
corridors and roundabouts, in the City's parks, and at the entrances and gateways
to the city and its neighborhoods. When Santa Clarita residents and workers were
asked in the community survey what the City should focus on to meet residents'
arts and entertainment needs, about one-third of respondents indicated a desire
for more public art projects to enliven the cityscape. The Arts Commission has
been interested in developing a public art program and has sponsored several
events to begin to introduce public art to the community.
Arts Master Plan
Ways to Improve Public Art
1.1. The City should implement a public art planning and
selection process that utilizes peer review and
community input during the process to ensure that
public art pieces meet the goals of providing
enjoyable and attractive public spaces that reflect the
character of the community.
On the face of it, implementing a public art program seems very straightforward:
identify a site, select an artist, commission the design, and install the art. However,
public art programs are actually procedurally complex and should be developed by
means of thoughtful planning. The planning process can be a vehicle to prepare the
community for new public art, with procedures to ensure meaningful community
engagement with the projects and avoid unintended controversy.
The artist selection process should be similarly modeled after the current approach
to projects that are reviewed by the Planning Commission. This model would allow
forthe Arts Commission to lead the artist selection process by selecting the artist
and artwork concept for each identified public art project in the annual work plan,
and provides an opportunity for the community or City Council to appeal the Arts
Commission's decision. If an appeal is filed, it would be placed on the City Council
agenda for consideration, and the City Council would make the final decision.
These procedures should be codified in the Percent for Art ordinance that is
proposed in Recommendation 1-.3.
The artist selection process should include the following steps:
• The Arts Commission will identify public art projects in their
annual work plan (Recommendation 4.2.). The work plan should
identify public art projects for the coming year, with details about
locations, themes, and the funding needed to successfully achieve
the completion of the artworks. The public art section of the
annual work plan would be created in conjunction with the Capital
Improvement Projects program.
• The annual work plan would be reviewed by the Arts
Subcommittee of the City Council (Recommendation 4.2.).
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Arts Master Plan
• The annual work plan would be reviewed and approved by the City
Council.
• The Arts Commission Chair will create an Ad Hoc Artist Selection
Committee (ASC) for each public art project. The Selection
Committee should include five members, an Arts Commissioner, a
professional public artist, a professional arts administrator, a local
professional artist, and a community member.
• The Ad Hoc Artist Selection Committee develops a Call for Artists
(Request for Qualifications) for the project.
• The Call for Artists is shared with the Arts Commission for review
and approval.
• The Call for Artists is released and publicized regionally and
nationally.
• The Ad Hoc Artist Selection Committee reviews the artist
submittals for the project and selects three to five artists to
develop their concepts for the project. The number of artists
selected should be based on the budget and scope of the project.
• The selected artists are paid a portion of the total cost to develop
their concepts for the project.
• The artists present their concepts to the Ad Hoc Artist Selection
Committee, who selects one artist/concept to create the art piece.
If the Selection Committee does not believe any of the concepts
are acceptable, then a new Call for Artists will be released and the
process will restart.
• The Ad Hoc Artist Selection Committee presents their selection to
the Arts Commission for review and approval. If the Arts
Commission does not approve the selected artist/concept, then a
new Call for Artists will be released and the process will restart.
• For thirty days after the Arts Commission approval, any member
of the community or City Council can file an appeal. If no appeal is
filed, then a contract is signed with the artist and they begin to
fabricate their art piece. If an appeal is filed, the project would go
to the City Council to review the process and selected
artist/concept. If the project is not approved by the City Council,
then a new Call for Artists will be released.
The committee make-up of the Ad Hoc Artist Selection Committees allows for
both peer review, through the representation of the professional public artist, the
41
Arts Master Plan
arts administrator, and the local professional artist, and provides a community
voice through the local artist, the community member, and the Arts Commissioner.
It is recommended that the professional public artist and the professional arts
administrator be offered a stipend to cover their travel costs, as ideally these
representatives would be from outside the Santa Clarita community.
1.2. The City should utilize existing neighborhoods to
create thematic areas for public art projects, which will
allow for a more consistent and cohesive inventory of
artworks.
In reviewing the existing public art projects in Santa Clarita, it appears as if there
has been an approach that has resulted in little cohesion in the themes of the
pieces. The "one-off' nature of the projects does not allow for the impact of the
artworks to reach their full potential in creating engaging public space. A potential
solution to this issue is to identify thematic approaches to the public art for various
communities within Santa Clarita, and to make sure that the annual public art plan,
and the resulting Call for Artists for each project, reflects the identified themes
appropriate for each area where the artworks will be installed.
During the community engagement for this plan, several priorities for the future
were identified, which can serve as themes for various areas of the community.
Applying these priorities to the development of future public art projects, it is
proposed that the following themes be utilized:
• The Newhall area will focus on public art pieces that celebrate
Santa Clarita's history and cultural heritage.
• The Valencia area will focus on pieces that offer contemporary and
abstract art pieces.
• The Saugus area will have pieces that celebrate youth and
families, and should include works that highlight the cultural
diversity of the community.
• The Canyon Country area will explore nature, the surrounding
open spaces, and the environment.
These themes should serve as a guide for future permanent and temporary art
pieces during the planning and selection process. It is important to note that these
42
Arts Master Plan
themes should not be restrictive in terms of medium or approach. To illustrate this
point, a piece developed for Newhall could celebrate the history of the community,
but be realized in a contemporary way through the piece's materials or artistic
approach. The goal of these themes is to provide a context for the artists to react
to, rather than to be a limitation on the creativity of the artists.
An exception to the above themes would be in the area of memorials or pieces that
recognize the contributions of individuals or groups that have served the
community. Projects that serve as memorials should not be restricted to any one
area of the community. Santa Clarita is a community that values the service of
others, be they veterans, police and firefighters, or community leaders, and it is
essential that artworks that celebrate this service should not be limited to one area,
but anywhere deemed appropriate. The themes should also not be applied to
communitywide or regional art pieces, except as deemed appropriate in the
planning process.
1.3. The City should enact a percent -for -art requirement
for all new public capital improvement projects.
The development of a public art program has been one of the highest priorities
expressed by the Arts Commission and key stakeholders. It is recommended that
the City enact a percent -for -art ordinance to implement this program. This
requirement should apply to all future City Capital Improvement Projects,
including, but not limited to, all buildings, structures, streets, bridges, and utilities.
It should apply to all new construction and any major renovations that create new
or expanded uses for a facility or structure. To the extent permitted, monies
generated under this ordinance should be able to be aggregated and/or transferred
to any public art project.
1.4. The City should explore extension of the percent -for -
art requirement to new private development
including commercial, industrial and multi -unit
residential projects.
The percent -for -art requirement could also be applied to all future private
commercial, industrial and multi -unit residential projects with a permit valuation in
excess of $i million. If the private project developer prefers not to place public art
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Arts Master Plan
within the project, the developer should have an option to deposit with the City an
amount equal to i.o%of the permit valuation as an in -lieu fee. Any such fees
should be deposited in a segregated public art account for public art elsewhere in
the city. Any proposals for public art projects in private development should have
prior review and approval of the City's Arts Commission.
1.5. The City should consider issuing a Request for
Qualifications for an "on -call" artist to work with
various City departments and the Arts Commission to
suggest aesthetic enhancement for small-scale public
improvements.
Until the City adopts a percent -for -arts program, there are some opportunities to
begin developing public art pieces in a modest way. Transportation projects
present especially rich opportunities for art to enhance the built environment. They
are highly visible. Everyone uses them. Without design embellishment, they are
usually boring and banal. Potential projects include the entryways to the city,
bridges, roundabouts, bus shelters, sidewalks, and sound walls.
It is proposed that City departments work with the Arts and Events Office staff to
utilize artists to serve as "on -call" advisors on major City projects. This artist would
not necessarily or likely produce any artworks. Rather, the artist would work with
department staff to develop strategies to incorporate art or aesthetic elements
into the projects in the early stages of design. Often this will result in fully
integrated design elements. If a concrete wall is included in the project, the artist
might suggest embedding a design into the concrete formwork. This approach
involves minimal costs, with high aesthetic impact. Using an on -call artist for City
projects might entail a budget of $io,000 - $1.5,000 annually, paying the artist
$ioo/hour for their services on an as -needed basis. This is a process that the City
has used on several earlier projects.
1.6. The City should create a program of temporary public
a rt.
One very successful strategy that has been used in communities beginning a public
art program is to install temporary public art projects. Programs such as this have
Arts Master Plan
been implemented along the waterfront in San Diego, in downtown Salt Lake City
and along the Arizona Canal in Scottsdale. The advantages of this approach are
several: the community is introduced to public art in a context where there is no
expectation of permanence. A wide variety of art in various media, themes, and
styles can be presented at relatively modest cost. It provides an opportunity for
local and regional artists to display their work in a public setting when that
opportunity might not otherwise be available. Typically, the City provides the site
and a base or plinth to receive the works. Artists submit designs that are reviewed
by a jury of art professionals. Selected artists are paid a small honorarium to cover
their materials and costs. The artists install the work that is displayed for a fixed
period —six months to a year. At the end of the display period, the artist removes
the artwork and a new round of projects begin. This would be an interesting
approach to art in Old Town Newhall, along major thoroughfares, or in any of the
City parks. This program would involve an initial investment to install the sculpture
bases, and would require an annual budget of approximately $30,000 to $40,000 to
manage the program and to install io to 1.5 temporary works. It may be possible to
find a local sponsor to defray all or part of the cost of such a program.
Public Art Recommendations
1.1. The City should implement a public art planning and
selection process that utilizes peer review and
community input to ensure that public art pieces
meet the goals of providing enjoyable and attractive
public spaces that reflect the character of the
community.
1.2. The City should utilize existing neighborhoods to
create thematic areas for public art projects, which
will allow for a more consistent and cohesive
inventory of artworks.
1.3. The City should enact a percent -for -art requirement
for all new public capital improvement projects.
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Arts Master Plan
1.4. The City should explore extension of the percent -for -
art requirement to new private development
including commercial, industrial and multi -unit
residential projects.
1.5. The City should consider issuing a Request for
Qualifications for an "on -call" artist to work with
various City departments and the Arts Commission to
suggest aesthetic enhancement for small-scale public
improvements (estimated cost $1.0,000 - $3.5,000
annually).
1.6. The City should create a program of temporary public
art (estimated cost $40,000 - $50,000 annually).
Arts Master Plan
Public Art Update
One very successful strategy that has been used in communities beginning a public
art program is to install temporary public art projects. Programs such as this have
been implemented along the waterfront in San Diego, in each of Pasadena's seven
Council Districts, around City Hall in the City of Culver City, and on medians and
parks within the City of West Hollywood. Developing a public art program with a
clear planning and selection process was one of the key motivations forthe
development of the Arts Master Plan. Both the City Council and the Arts
Commission expressed the need for a clear process to ensure that art projects were
able to be created for the community and to allow for the public art program to
grow in the future.
As recommended in the Arts Master Plan, the City Council approved the Public Art
Planning and Selection Process (Recommendation i.i) in fall 2oi6, which has
offered a systematic approach for thoughtful planning to ensure meaningful
community engagement. In March 2020, the Arts Commission Public Art
Committee updated the Public Art Planning and Selection Process to incorporate
refinements that had been through the process during the first three years of the
public art program after the adoption of the Arts Master Plan.
In fall 201.7, the City Council approved the Civic Art Policy (Recommendation 1.3),
which enacts a percent -for -art requirement for new City Capital Improvement
Projects that qualify underthe policy. Forthe 2020-21. fiscal year, three projects
qualified to allocate i% of the eligible project costs for public art: the Canyon
Country Community Center, the Santa Clarita Valley Sheriff's Station, and the
Vista Canyon Multi Modal Center.
In spring 2oi8, the City of Santa Clarita hired two public art consultants
(Recommendation 1.5) to assist with the development of the public art projects for
new capital improvement projects. In summer 2021., the City resolicited for a public
art consultant for a one-year contract with three additional annual renewals.
In the Arts Commission 2oi8 Work Plan, received by City Council in September
2017, the Commission prioritized the creation of a program of temporary public art
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Arts Master Plan
(Recommendation 1..6). The Arts Commission developed a Temporary Public Art
Proposal and in summer 201.9, the City Council approved funding for a temporary
public art program.
Public art enhances our local community by making public spaces more inviting,
promoting discussion of arts, and reflecting the history of Santa Clarita.
Public Art Recommendations
i.B.i The City should expand the temporary public art program to include a
broader range of art forms, including assistance for temporary
performance art.
i.B.2 The City should update the language in the documents that are part of the
public art planning and selection process to ensure that artists of all
backgrounds are encouraged to participate in the program. This
recommendation aligns with the Diversity and Inclusion Committee
Statement.
W.
Arts Master Plan
2. Old Town Newhall Arts and Entertainment District
Description of the Current District
Old Town Newhall is Santa Clarita's arts and entertainment district, home to the
Repertory East Playhouse, Canyon Theatre Guild, the William S. Hart Museum and
the distinctive Old Town Newhall branch of the Santa Clarita Public Library
Newhall was the earliest permanent settlement in the Santa Clarita Valley,
established in 1.876 in conjunction with the construction of the Southern Pacific
Railroad. This area was a Western town founded on oil, mining and railroad
workers. The community was a stop on the historic Butterfield -Overland Stage
route through what is now the Newhall Pass. Newhall is also the site of the original
ridge route, portions of which remain north of the City in the community of
Castaic.
Old Town Newhall consists of 271. acres and is comprised of several parts: two
flanking neighborhoods which are separated from one another by the railroad and
Downtown; a 1.5-block Downtown and three existing commercial arterial corridors
that each connects back to greater Santa Clarita. Within one mile of Old Town,
there is the The Master's University and historic William S. Hart Park. Newhall was
originally platted in 1.889 into approximately 5o blocks with much of that pattern
intact.
The Newhall District has been the subject of an area specific plan which was
adopted in December 2005 and revised in May 201-4. The Specific Plan area
consists of a 20-block downtown served by Metrolink commuter rail, a commercial
corridor in downtown, two flanking neighborhoods, and an industrial district. Upon
build -out, the Specific Plan envisions up to 1,092 new residential units and nearly i-
million square feet of new commercial space. A portion of this growth will be
attributed to new development, while some will also include revitalization of
existing buildings.
There are several goals of the Specific Plan that are relevant to the development of
Old Town Newhall as a vibrant arts district:
0 Making great public places
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Arts Master Plan
• Making great streets
• Increasing downtown residents
A number of projects were envisioned in the Plan, several of which were completed
before the demise of the redevelopment authority. The loss of the financing
through the Redevelopment Agency has limited progress toward completing these
projects.
• Mercado and Plaza: This proposed commercial building and civic
space will appeal to the community at large in that no such feature
exists elsewhere in the City. This building and civic space represent
the collection of numerous merchants offering products such as
fresh produce and specialty items ranging from food and produce
to clothing and cafes.
• Museum: This component of civic infrastructure is probably the
most exciting and the most challenging to realize because it is
regional in scope. However, this museum will serve to broaden the
appeal of Old Town Newhall among the greater community of
Santa Clarita. Possible types include a Children's or Science -
oriented Museum.
• Hart Park Gateway and Entrance: The physical relationship
between Old Town and Hart Park is weak and proposed for
enhancement by the Plan. This project will visually and mentally
extend each place into the other.
• Main Street Retail and Independent Cinema: The presence of a
three to six screen cinema and associated retail will enliven the
north end of Main Street while announcing to the regional traffic
passing by that something exciting is offered in Old Town
Newhall.
• Transit -Oriented Housing: There are a few sites, east
of the Metrolink Station, in the East Newhall neighborhood, and
on Main Street that will provide much needed transit -oriented
housing with great proximity to the overall downtown area. This
neighborhood is one of several areas in the Plan expected to
receive development of the type that appeals to those wanting to
live neartransit.
• William S. Hart Park: This facility, immediately adjacent to Old
Town Newhall, contains 265 acres of which i6o are deeded to the
County as'wilderness.' The Park is the former ranch of Mr. Hart
and was previously named "Horseshoe Ranch." The Park consists
Arts Master Plan
of the wilderness acreage, a picnic and camping area with an
equestrian trail, a barnyard animal area including a 20-acre bison
preserve, a i9io ranch house, a collection of i9th century buildings
known as Heritage Junction, and Mr. Hart's personal residence "La
Loma de Los Vientos" (The Hill of The Winds). The Specific Plan
seeks to pay further tribute to this legacy and does so in two major
ways: a) by addressing the Park's Newhall Avenue frontage and, b)
by relocating a historic building to provide a visitor's center to Old
Town and Hart Park.
Pardee House: The Pardee House (c. i89o) is proposed to be
relocated from Heritage Junction, to the northwest corner of
Newhall Avenue and Pine Street. Priorto being moved to Heritage
Junction, the building was initially used as a'Good Templars Hall'
in i890 in Newhall.
• Creative Industry District: Production in the arts, culture and
entertainment industry is one of the most dynamic segments of
the Los Angeles County economy. Frequently, artists and
craftspersons in these industries are seeking large-scale industrial
live -work space that can serve flexibly as workshops, exhibition
space, and as a primary residence. The residential component in
this area is purely in service to the business and/or operation on a
particular property. Creative industries are compatible with
existing industrial activities but suitable locations that recognize
this as a compatible land use are increasingly scarce. It is proposed
that the existing industrial tracts (blocks 49a and 49b) east of Pine
Street and south of the railroad tracks be dedicated to such
activity, in a manner that would attract tenants from throughout
the region.
All of these projects have the potential to contribute to a lively and vibrant Main
Street and several of them will help establish the arts and entertainment district as
a destination for residents and visitors alike. A number of projects have been
completed to date, these include:
Old Town Newhall Library: 30,000 square foot, state -of -the art
LEED certified facility which opened September 29, 201.2.
• Veteran's Historical Plaza: Public plaza hosts annual special
events.
• Streetscape Improvements: Landscaping and hardscape
improvement and pedestrian -friendly amenities provide great
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Arts Master Plan
opportunities for sidewalk dining, on -street parking for shoppers
and a great backdrop for hosting special events.
• Old Town Newhall Roundabout: Completed January 201.4 to allow
for smoother travel to and from Old Town Newhall, while
lessening traffic and emissions.
• Pedestrian Improvements: Sidewalks feature landscaped
parkways and trees for a charming, pedestrian -friendly aesthetic
that buffers the sidewalk from traffic lanes.
• Creekview Park: Five -acre community park with great amenities
and play areas.
• Newhall Community Center: This facility hosts over 30,000
community members annually who are enriched through a wide
array of leisure, educational, and arts and cultural programming
and events.
• Newhall Metrolink Station: The transit station serves 250 train
riders and 530 public transit riders each weekday and provides
parking for Old Town Newhall.
• Small Business Incubator: A collaboration of the City, College of
the Canyons and the Small Business Development Center to
support creative and technology focused start-up companies.
• Hart Park frontage/facade project.
The Old Town Newhall district is already an important site for arts and
entertainment programming. Recent events sponsored by the Old Town Newhall
Association include the Old Town Newhall Car Show, Street Chalk Art, Vintage
Christmas, OTN Antique Appraisal, and an Octoberfest celebration. Increasing the
level of programming will serve to make Old Town Newhall a more desirable and
"sticky" destination for a day or an evening out.
The Specific Plan has several recommendations that will be especially important in
establishing the Arts and Entertainment District: the proposed museum, the
creative industry center and the inclusion of public art.
Ways to Improve the District
The City has designated Old Town Newhall as its Arts and Entertainment District
and has invested in its development in a variety of ways over a sustained period of
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Arts Master Plan
time. It has provided funding for two of the small theaters on Main Street, built the
new library, done streetscaping, and provided arts programming. An independent
movie theater is planned for Main Street. Nonetheless, the consensus of planning
participants and City staff is that the District is not yet fulfilling its potential as the
cultural heart of the city.
There are several things that must happen if Old Town Newhall is to become a
more fully realized arts and entertainment district. It needs one or two additional
"anchor" cultural organizations, such as a museum and the elementary school
auditorium. It needs the presence of working artists. It needs strong public art to
establish its arts character. And it needs enhanced arts and entertainment
programming. This programming should be eclectic, catering to a wide variety of
interests —everything from food truck rodeos to ethnic festivals to crafts fairs to
pop-up galleries to live music events. The City should actively facilitate and
promote these activities, ensuring that permitting and regulations do not impose
barriers.
2.1. The City should explore taking management of the
renovated Old Town Newhall Elementary School
auditorium and actively program it.
This WPA-era auditorium has been the subject of community planning for more
than twenty years and the charming proposed 583-seat auditorium has great
potential to become one of the needed anchor cultural institutions in Old Town
Newhall. It is owned by the Newhall Elementary School District, which has secured
bond funding to partially fund its renovation. A community group has commenced
a $600,000 campaign to complete the needed renovation budget. The school
district prefers to not operate the theater although it does want to use it for
instructional purposes and is contemplating converting the school into an arts
magnet.
There are compelling reasons why the City is an excellent choice to manage the
Newhall Elementary School Auditorium. The City can be a neutral broker
representing the whole community's interests in scheduling its use by community
organizations. It also affords the City a relatively inexpensive way to obtain a
cultural facility that is historically significant, reinforces the community's unique
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Arts Master Plan
character, supports the revitalization of Old Town Newhall, and provides much -
needed programming for children and families.
The theater can be a venue for presenting by the City arts staff as well as a facility
used by local arts organizations. It could also be the site for part of the film festival
that is recommended later in this section of the plan.
2.2. Explore planning for a museum in Old Town Newhall.
Part of the challenge in creating a successful arts district is achieving the critical
mass of activities and venues to ensure that the visitor can have a variety of cultural
experiences. A museum would be a second anchor cultural institution. This
museum has been recommended in the Old Town Newhall specific plan, which
suggests that it could take one of several forms: a center of innovation and
creativity, an art museum, a history museum, or a children's discovery museum. A
children's museum would guarantee that there are family -oriented activities in the
district. Depending on the nature and size of museum planned, capital costs could
range from $zo million to more than $ioo million, and annual operating costs could
range from approximately $i million to $4 million.
2.3. Develop an ongoing program of public art placement
in Old Town Newhall.
The Old Town Newhall specific plan identifies several goals for such a program, "In
order to create a clearer image for Newhall, public art is to focus on the historic,
cultural, and natural character of this community and/or its region." Whatever
program is developed, it must provide a balance of traditional and contemporary
art styles. Public art projects will have many beneficial effects in Old Town
Newhall. It will:
• Unify the community
• Create useable and desirable public spaces
• Improve streetscapes and other public corridors aesthetically
• Provide interest to the open space corridors
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Arts Master Plan
The specific plan also suggests that the City initiate a program for encouraging
public art in both public and private development in the district. It suggests
requiring public art for projects that meet certain thresholds (e.g., 1.5,000 square
feet). An option would be to establish a fee (e.g., i% of the project's value) that is
due at certificate of occupancy and collected by the City for deposit into an Old
Town Newhall Public Art Fund. This fund would collect fees from all development
over 5,000 square feet with the objective of producing public art in various
locations throughout Old Town. The recommended citywide percent -for -art
program would fulfill this strategy in the Old Town Newhall specific plan.
One useful approach would be to implement a program of temporary public art
along Main Street. This approach would allow the presentation of a concentration
of public art relatively quickly and at modest expense. This strategy is explained
more fully in the Public Art section of this plan.
2.4. Begin development of a creative live/work facility in
Old Town Newhall.
The visible presence of artists and art -making are essential to the success of the
arts district, Experience in many cities has demonstrated the power of artist
concentrations to revitalize neighborhoods. This facility can become a hub and
gathering place for creative professionals in Santa Clarita. As noted above in an
excerpt from the Old Town Newhall specific plan, the district is singled out as a
desirable location for businesses in the creative industries including specific
industrial tracts for live/work spaces. Live/work projects are typically financed
through a variety of sources: municipal and other governmental sources,
foundations, tax credits and other incentives, as well as financing amortized by the
rental or sale of the spaces.
There are nonprofit developers that specialize in arts facilities, such as Artspace
(http://www.artspace.org) and PLACE (http://welcometoplace.com). Such a
developer would be an effective choice to explore the feasibility of a specific
project and to potentially serve as the lead developer. An excellent local example
of their work is Working Artists Ventura (WAV, http://www.wavartists.com).
Opened in 201.0, this mixed -use development in downtown Ventura's cultural
district includes 69 units of affordable live/work space for artists, a small
55
Arts Master Plan
performance/exhibition space and retail businesses. The total cost was $57 million,
of which the City of Ventura provided $2.5 million, primarily in the form of land and
planning costs.
2.5. Provide incentives for art galleries in Old Town
Newhall.
The Old Town Newhall Art and Entertainment District should be a place of "art
commerce," where residents and visitors can purchase the art of local and regional
artists. At the same time, running an art gallery is a tough business; it takes time to
establish a reputation and a regular clientele. A gallery owner must find the right
roster of artists to appeal to potential customers. A critical mass is crucial: a single
gallery may struggle, while a group of galleries will prosper. The City should
identify strategies to provide incentives to gallery owners to locate in Old Town
Newhall. One way this effort might bejump-startedwould be to provide space for
an artist co-op gallery, where the gallery would be operated and managed by the
artists themselves. Another strategy might be to work with CalArts to establish a
gallery highlighting work of their students.
2.6. Develop a film festival drawing on Santa Clarita's
heritage and ongoing relationship with the film
industry, and utilizing the collection of small venues
in and near Old Town Newhall.
The idea of a film festival has been widely discussed among cultural stakeholders
and city planners in Santa Clarita. It is a natural fit with the valley's long and
continuing history with filmmaking. It also draws inspiration from the success of
the City's first cultural festival, the Cowboy Festival, which has become a staple of
the national cowboy and Western heritage event calendar. A film festival, centered
in Old Town Newhall, could also tie together the significant collection of small
venues located in and near Old Town Newhall. These include:
• Exploration of an independent cinema at the corner of Main Street
and Lyons Avenue.
• Canyon Theatre Guild (28o seats), located on Main Street.
• Repertory East Theatre (81. seats), located on Main Street.
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Arts Master Plan
• Newhall Elementary School Auditorium (not renovated yet, 583
seats), located on Walnut Street, between iit" and 1.2t" Streets.
• Hart Hall, a restored historic barn building in William S. Hart Park
adjacent to Old Town Newhall (200 seats).
• Heritage Park, adjacent to Hart Hall, a small Western town that
includes the Old Train Station (Old Depot) and several other old
buildings.
• Near Newhall: the Walt Disney Company is in the process of
building new sound stages for ABC Studios at the Golden Oak
Ranch a few miles away.
• Not in Newhall: the UCLA Film Archives, which has two screening
rooms, is a $250 million facility nearing completion in a location
near CalArts.
The City should contract with a qualified programmerto create the concept and
plan for a film festival. This type of festival could meet a broad range of Santa
Clarita's audience interests —Western heritage, film history, sophisticated
contemporary, families and children —and overtime it could become a regional or
national attraction. One idea is to not limit the festival to a brief time period but
continue themed programming based on the specific venues throughout a longer
season of events, which would also serve to activate the Old Town Newhall Arts
and Entertainment District. The film festival also has strong potential appeal for
sponsorships.
2.7. Explore development of Santa Clarita Valley historic
assets as a collection of attractions, including Old
Town Newhall, William S. Hart Park, and further
development of Mentryville and other sites (Newhall
Pass, St. Francis Dam site, Golden Spike Railroad site,
old filming locations).
As described in the Community Description chapter, Santa Clarita has a compelling
history of Native American settlement, early California and Western history, and a
century -long relationship with the film industry. There are many historic assets in
the city that celebrate this heritage and tell the stories of the valley's history.
Examples are located in and near Old Town Newhall —the William S. Hart Park,
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Arts Master Plan
Melody Ranch Studio, Cowboy Festival, Santa Clarita Valley Historical Society, and
history-themed businesses —with additional places located throughout the valley.
Community engagement for this plan illustrated that residents and workers are
well aware of this history and believe it should form a part of the community's
cultural development, along with providing more sophisticated and contemporary
fare and offerings that appeal to younger adults. Developing these historic
properties and programs could advance these interests and bring broader attention
to Santa Clarita. This is a visionary and authentic direction for Santa Clarita, one
that fits the community's aspirations and is worthy of pursuit. It is also a far-
reaching and potentially large investment that will necessitate additional research
and planning to fulfill. The potential benefits of investing in ways to leverage the
valley's historic assets include promoting Santa Clarita as a cultural destination,
increasing tourism, and greater support forthe City's cultural programs.
Old Town Newhall Arts and Entertainment District Recommendations
2.1. The City should explore taking management of the
renovated Newhall Elementary School auditorium
and actively programming it.
2.2. Begin exploration of a museum in Old Town Newhall.
2.3. Explore an ongoing program of public art placement
in Old Town Newhall.
2.4. Begin development of a creative live/work facility in
Old Town Newhall in partnership with private and/or
nonprofit developers.
2.5. Explore providing incentives to create a concentration
of art galleries in Old Town Newhall.
2.6. Explore development of a film festival drawing on
Santa Clarita's heritage and ongoing relationship with
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Arts Master Plan
the film industry, and utilizing the collection of small
venues in and near Old Town Newhall.
2.7. Explore development of Santa Clarita Valley historic
assets as a collection of attractions, including Old
Town Newhall, William S. Hart Park, and further
development of Mentryville and other sites (Newhall
Pass, St. Francis Dam site, Golden Spike Railroad site,
old filming locations).
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Arts Master Plan
Old Town Newhall Arts and Entertainment
District Update
The City of Santa Clarita has continued to invest in Old Town Newhall, including
taking over the management and operations of a small arts venue on Main Street,
The MAIN, as an arts center in early 201-7. This was not foreseen during the
development of the Arts Master Plan, as the venue was being managed by the
Repertory East Playhouse at the time.
The Newhall Elementary School auditorium was reopened in 201.7 as the Newhall
Family Theatre for the Performing Arts, after more than 40 years of being closed to
the public. The refurbished 54o-seat venue is being managed by the Newhall
School District for the benefit of the community. The City has entered into a
multiple -year agreement to financially support the operations of the facility and to
ensure that there is time for community groups to utilize the venue
(Recommendation 2.1.).
The City launched a new film festival, the Newhallywood Silent Film Festival, in
201.9 to celebrate Newhall's rich silent film heritage (Recommendation 2.6). The
festival was produced in partnership with the Natural History Museum of Los
Angeles County and the Los Angeles County Department of Parks.
The Arts Commission is currently working on several of the other
recommendations in this focus area, including exploring museums, placing public
art in Newhall, and developing a creative live/work facility.
Old Town Newhall Arts and Entertainment District Recommendations
2B.i. Explore the development of a program that offers pop-up and mobile
museum experiences in Old Town Newhall. This recommendation aligns
with the Diversity and Inclusion Committee Statement.
213.2 Create outside spaces that can serve as a hub for various arts and cultural
opportunies for the community.
role]
Arts Master Plan
3. Arts Education
Arts education for children is a priority for Santa Claritans. Parents and other
residents share a strong belief in the value of the arts as part of a child's whole
education. The positive outcomes for students studying the arts are well -
documented as is their essential value in promoting twenty-first century workforce
skills. The five school districts serving Santa Clarita all offer some level of arts
education in partial fulfillment of the California Visual and Performing Arts
curriculum standards, and four of the school districts participate in Arts for All, the
countywide agency promoting K-1.2 arts education and widely regarded as a
national model. In addition the College of the Canyons sponsors a K-i2 Consortium
to foster arts education in the public schools and the Santa Clarita Valley Education
Foundation provides some support for arts education programs. Many local arts
organizations and other nonprofits in the community provide arts education
programs. All three institutions of higher education in the city—CalArts, College of
the Canyons and The Master's University —offer arts programs.
Education and arts education are a value that is broadly shared in the community.
Residents and workers, and their children, personally participate in, and approve
of, arts learning at high levels. They express a strong demand for arts classes of a
very broad range of disciplines. Arts education emerged as a theme in this plan,
including as a priority for City action. Survey respondents indicate a high demand
for arts classes of a broad range of disciplines. Stakeholders engaged in this
planning effort all acknowledge that, while valued, more arts education is needed
and that the Arts Master Plan should address this topic. The public schools have
not yet achieved implementation of the state -mandated curriculum standards and
some arts educators reported personal challenges in providing their classes within
the current educational environment.
The City's Arts and Events Office provides a variety of arts education programs,
including artist residencies in schools, performances to expose students to the arts,
and youth competitions. While these programs each serve a purpose, they are not
based on a needs assessment or organized around a strategic goal. Yet there is
every reason for the City to participate in arts education. Arts education is perhaps
the only curriculum area that requires a connection between the schools and the
arts community. Fulfilling California's Visual and Performing Arts Standards
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Arts Master Plan
arguably require the participation of professional artists and arts organizations that
demonstrate, model and instruct arts processes and understanding for students.
Communities throughout the U.S. that have made systemic improvements in
public school arts education have generally adopted a collective impact model,
such as the one advocated by Arts for All. The City of Santa Clarita can best
leverage its efforts in support of the community's desire to improve arts education
by participating in a cooperative effort, building on COC's current K-1.2 Consortium.
The City's presence and leadership are an essential ingredient for success.
It is likely that a citywide arts education collaborative would identify specific needs
and strategies the City could best fulfill. In other communities, this role is often to
facilitate connections between the schools and arts resources in the community,
building on the many arts community relationships held by the Arts and Events
Office and its networks.
Arts Education Recommendations
3.1. Convene a citywide arts education collaborative to
assess arts education needs in the schools and
identify joint strategies, building on the College of the
Canyon's K-12 Consortium. Participants can include
the City, school districts, College of the Canyons,
COC's K-12 Consortium, CalArts, The Master's
University, arts educators, arts organizations and the
SCV Education Foundation.
3.2. Align the City's arts education programming with
needs identified by the collaborative.
3.3• Expand the curriculum of arts classes offered for
children, youth, and adults through the City Parks,
Recreation, and Community Services Department,
and consider developing more sequential classes that
build advanced skills and communities of interest.
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Arts Master Plan
Arts Education Update
An arts education collaborative was created in summer 201.9, which includes
representatives from the City of Santa Clarita, the Los Angeles Department of Arts
and Culture, the California Institute of the Arts, and the College of the Canyons
(Recommendation 3.1.). The collaborative began to identify the needs for arts
education across the community and realized that a strategic planning process that
included representatives from all five local school districts, artists and arts
organizations, and the business community would be an opportunity to enhance
creative education in Santa Clarita.
The strategic planning process was delayed due to the COVID-1.9 pandemic, but
was able to launch at the end of the 2020-21. school year. The resulting strategic
plan will contain recommendations and an implementation plan for the
community.
City staff had also started to discuss ways to expand the curriculum of arts classes
offered through the Contract Classes program, which is shared in the quarterly
Seasons magazine (Recommendation 3.3). This effort was also delayed due to the
pandemic, but is anticipated to begin to be implemented in the coming year.
Arts Education Recommendations
3B.i Begin implementing the Santa Clarita Arts Education Strategic Plan, once
it has been developed in summer 2021.
313.2 Explore programs to offer arts education to all ages, particularly targeting
seniors and underserved communities. This recommendation aligns with
the Diversity and Inclusion Committee Statement.
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Arts Master Plan
Theme 2. Strengthening Cultural Support Systems
4. Governance of the Arts
The City of Santa Clarita's Arts and Events Office is located within the Community
Services Division of the Parks, Recreation, and Community Services Department.
This Office has responsibility for arts programming, grants, and public art, as well
as coordinating special events (both arts related and non -arts related). The
program is supported by approximately 38 full- and part-time staff members and
has an annual budget of $2.2 million.
In December 2009, the City of Santa Clarita created the City's first Arts
Commission to provide leadership, vision, and commitment to cultural arts
development in the City. This five -member commission is comprised of art -minded
individuals and is responsible for advising the City Council, City Manager, and City
staff on arts matters including public art and art programs and events throughout
the community. The authorizing legislation for the Arts Commission enumerates
certain specific duties:
A. Advise the City Council and the Director of Parks, Recreation, and
Community Services, or City Manager, in all matters pertaining to arts
programming and public art, and to cooperate with other
governmental agencies and civic groups in the advancement of sound
arts development and arts planning and programming.
B. Formulate general policies on the arts for approval by the City
Council.
C. Advise the City Council, with the Director of Parks, Recreation, and
Community Services, or City Manager, on development of arts
events, facilities, programs, and improvement of arts services.
D. Make periodic inventories of arts services that exist or may be
needed; interpret and convey the needs of the public to the City
Council, and to the Director of Parks, Recreation, and Community
Services, or City Manager.
E. Aid in coordinating arts services with programs and revenue
enhancement of other governmental agencies and voluntary
organizations.
F. Interpret the policies and functions of the Parks, Recreation, and
Community Services Department for the public.
Arts Master Plan
G. Advise the Director of Parks, Recreation, and Community Services, or
the City Manager, in the preparation of the annual budget of the
Department and the preparation of a long-range arts program plan.
(Ord. 09-1.3 41, 8/25/09)
The roles and responsibilities of the Arts Commission have been the subject of
considerable discussion and some frustration, particularly on the part of the Arts
Commission members. It should be noted at the outset that ALL City policy and
budget authority rests with the City Council. Any Commission created by the City
Council is advisory in nature and has no independent policy, program or budget
authority. Having noted that, best practices in the field suggest that it should be an
unusual circumstance forthe City Council to override the recommendations of its
advisory Commission. It should also be noted that best practices in the field dictate
the utilization of expert peer panels to recommend grants funding and to select
public art.
The following represents the best and standard practices in the arts and cultural
field in defining the respective roles:
City Council
• Appoints Arts Commission members
• Authorizes budgets for arts and cultural programs
• Approves arts policies and arts program guidelines
• Authorizes contracts for grants and arts services
• Responds to citizen input and concerns
Qualifications:
• City residency
• Overall vision for the City
• Election by the citizens
Arts Commission
• Articulates vision for arts and cultural development
• Recommends policy and program guidelines
• Recommends grant allocations, public art selections, etc.
• Ensures appropriate citizen participation in arts programs
Qualifications:
• City residency
• Civically engaged
• Passionate about the arts
• General knowledge of the arts
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Arts Master Plan
Peer Panels
• Reviews grant applications, public art proposals, etc.
• Conducts aesthetic and quality review
• Recommends artists/arts groups for grants, or public art projects
Qualifications:
• Appointment by the Arts Commission
• City residency not required
• Professional level expertise in one or more arts disciplines
These practices have proven to be successful in many communities due to clarity in
the respective roles and reliance on the authority and expertise of each entity in
fulfilling their duties. In the recent joint workshop for the City Council and Arts
Commission, there appeared to be broad agreement between the two bodies
concerning their vision for arts and cultural development in Santa Clarita.
There have been suggestions that the Arts Commission create a Foundation to do
private fundraising to support the arts. An earlier feasibility assessment suggested
that such an effort would not be successful in Santa Clarita. While this approach
has been successful in other communities, that success has been the result of a
strong philanthropic culture and strong private sector arts leadership in the city.
Those conditions do not exist in Santa Clarita.
Governance of the Arts Recommendations
4.1. Adopt a three-tier process of developing arts grants
and public art projects, utilizing outside peer panels.
4.2. The Arts Commission should develop an annual arts
work plan as a part of the annual goal -setting process,
and submit that plan to the City Council for review.
4.3• Conduct an annual joint workshop session with the
City Council and the Arts Commission to define
priorities and issues, in advance of creating an annual
arts program work plan.
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Arts Master Plan
4-4. Create a standing City Council subcommittee forth e
arts, comprised of two council members, whose role
is to provide an ongoing link between the City Counci
and Arts Commission, and to reinforce
implementation of the plan.
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Arts Master Plan
Governance of the Arts Update
The recommendations in this focus area were priortized by the Arts Commission
during the early years of the implementation of the Arts Master Plan. In 2oi6,
shortly after the adoption of plan, the Arts Commission developed their first Arts
Commission Work Plan (Recommendation 4.2), which identified five
recommendations that would be prioritized that year. A Work Plan has been
developed annually every year since.
The Arts Commission held a joint study session with the City Council to share the
first Arts Commission Work Plan (Recommendation 4.3). This meeting has been
held most years since then and has become an annual tradition in September of
each year.
Three-tier approval processes have been implemented as part of the Public Art
Planning and Selection Process and the annual Arts Grants program
(Recommendation 4.1.). These processes include peer review panels that have
representatives from the Santa Clarita community and arts experts.
Governance of the Arts Recommendations
4B.i The City should develop a new Arts Master Plan for presentation to the
City Council in 2026, as this plan's contents must be updated and
enhanced to fit the changing needs of the community.
413.2 The Stakeholder Committee that was developed during the development
of the original Arts Master Plan and was reformulated for this update
should be consulted at a minimum of once yearly to be a voice of the
community as the plan continues to be implemented. The membership of
the committee should be representive of the diverse perspectives of the
community. This recommendation aligns with the Diversity and Inclusion
Committee Statement.
.:
Arts Master Plan
5. Cultural Facilities, Venues and Spaces
The community identified a variety of needs for cultural facilities, venues and
spaces during this planning effort. Cultural facilities have also been the subject of
other City plans, including the 1.998 Cultural Arts Master Plan and the 201.4 Old
Town Newhall Specific Plan. As discussed in the Community Description section,
the City has invested in a range of cultural facilities and places over the past twenty
years or so, including the Santa Clarita Performing Arts Center at College of the
Canyons, two theaters in Old Town Newhall, the Old Town Newhall Arts and
Entertainment District, historic park assets, and others. The City has also used its
existing facilities, such as City Hall, the public libraries and the Activities Center as
venues for art exhibits. Cultural facilities are major investments and, as noted in
that section, the City has to date primarily chosen to contribute towards cultural
facilities owned and operated by others, as an efficient partnership strategy that
leverages greater use of scarce public dollars. This strategy has served the public
well, generating a collection of vital venues for cultural programming. The City's
Thursdays@ Newhall series is one such example.
In line with the community engagement forthis plan, cultural facilities are defined
here in a broad mannerto include not onlytheaters but also other traditional
performing and visual arts buildings (community arts centers, museums, galleries,
etc.). For Santa Clarita, this definition must also include informal venues, such as
coffee shops, music clubs and parks. Of course, the Old Town Newhall Arts and
Entertainment District includes a range of cultural facilities, formal and informal,
and is discussed in its own section. Finally, it should also be noted that public
spaces, such as streets and sidewalks, parkland, shopping centers and parking lots
have all been programmed to be vital temporary cultural facilities. Santa Clarita's
chalk art festival is one such example.
The fundamental finding of this plan in relation to cultural facilities is that the
public demand for cultural programming will require additional cultural facilities.
The desire for higher quality programming with a regional draw, informal art
experiences throughout everyday living, further development of the Old Town
Newhall Arts and Entertainment District, programming for younger adults —all
have implications for cultural facilities, in its broadest definition.
C9%]
Arts Master Plan
Perhaps the longest -standing and commonly expressed desire with respect to
cultural facilities is an amphitheater. An amphitheater, capitalizing on Santa
Clarita's beautiful natural surroundings, favorable weather and the Southern
California tradition of outdoor performances, was a recommendation of the 1.998
Cultural Arts Master Plan. An amphitheater could also serve as a venue for the
City's Concerts in the Park series, replacing its Central Park location, and support
the continued evolution of that well -loved program. An amphitheater was
sometimes mentioned as a venue that could serve as a regional attraction and not
only one focused on the local community. The best focus, size and location of an
amphitheater are still open questions and a specific facility plan is needed to make
sound decisions about what would probably be a large investment.
An intriguing possibility is for the City to facilitate private investors that seek to
create arts venues in the community. Examples would be the arts -related
businesses currently located in Old Town Newhall. Business owners participating in
this plan discussed the challenges they faced in starting what they consider to be
"passion projects" and not merely profit -driven business enterprises. The
assistance requested includes help identifying available properties, with
permitting, and other compliance issues. Adopting a City policy and attitude of
welcoming and facilitating creative businesses in Santa Clarita would be an
excellent signal to those in the business community with an arts purpose to locate
and thrive in the City. It would also help establish Santa Clarita as an arts
destination and allow the City to direct arts uses in a targeted manner. Old Town
Newhall is obviously an excellent location for such businesses but they belong
throughout the city. There is a specific desire in the community for more music
venues —clubs, bars and non-alcoholic coffee shops —to support a thriving local
music scene.
Another facility need arising in the planning process was a community arts center,
with a performance venue, gallery space and classrooms. This type of facility is
common throughout the U.S. and often becomes a well -used center for
community arts. These facilities are focused first and foremost on the needs of
local artists and arts organizations, and community -based arts activities. They are
designed less around the tastes and requirements of the general audience.
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Arts Master Plan
In line with the desire for higher quality programing with a regional draw, there was
some interest expressed in a larger performing arts venue, with a size that is larger
than the current 868-seat Santa Clarita Performing Arts Center at College of the
Canyons. Indeed, theaters that present Broadway entertainment, commercial
music acts, and other higher profile artists generally require capacities or 2,500
seats or much larger. While there may be a market for such a facility, it would be
the most expensive option forthe City to undertake both in terms of capital and
ongoing operating costs. It is not the highest priority use of public resources, given
the other priorities identified in this plan.
The overall cultural facilities question in this plan is how the City can best address
the community's needs. The challenge of a community arts center is that it serves a
small number of organizations and is not in line with the community's expressed
interest in higher quality professional events that would serve as a regional draw.
The challenge with a large performing arts center is primarily its cost. The
community's desires can probably most efficiently be filled through a combination
of other facilities, e.g., the Newhall Elementary School Auditorium, the current
Performing Arts Center, an outdoor amphitheater, development of more small-
scale and informal venues, and other facilities that may become available in the
community.
In addition, the City is currently planning a new library in Saugus and intends to
include an arts classroom or other space for cultural uses in that facility. This is an
excellent and cost efficient way to provide needed cultural programming in that
area of the city. A study is underway to explore the best range of uses for this
space.
Other important cultural facility possibilities are discussed elsewhere in this plan
and are cross-referenced here. They include the Newhall Elementary School
Auditorium, and art galleries and a museum in Old Town Newhall.
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Arts Master Plan
Cultural Facilities Recommendations
5.1. Develop a plan for an outdoor amphitheater in a park,
addressing its optimal focus, location, size and
operating structure.
5.2. Facilitate private investors to create arts -related
businesses, e.g., music clubs, ceramics studio, art
galleries, small performance venues, film festival,
etc., by providing assistance such as communicating
the City's interest in arts -related businesses,
identifying available properties, and helping with
permitting, and other compliance issues.
5.3. Explore future development of a community arts
center, oriented to the needs of community -based
arts organizations and lifelong learning in the arts.
5.4. Explore future development of a larger regional
performing arts center.
5.5. Include one or more cultural spaces and uses in the
planned Saugus Library.
2.1. Cross-reference: Newhall Elementary School
Auditorium.
2.2. Cross-reference: Museum in Old Town Newhall.
2.4. Cross-reference: Artists live/work in Old Town
Newhall.
2.5. Cross-reference: Art galleries in Old Town Newhall.
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Arts Master Plan
Cultural Facilities, Venues and Spaces Update
The need for a community arts center was identified as one of the highest priorities
by the Arts Commission in the first Arts Commission Work Plan (Recommendation
53). The effort to develop a center has been worked on since that time. In June
2021., the Cultural Planning Group, the consultants who developed the Arts Master
Plan, were contracted to develop a needs asessment for an Arts, Culture, and
Veterans Center at the site of the former SCV Senior Center in Old Town Newhall.
This effort is a partnership between the City of Santa Clarita and the Los Angeles
County Fifth District.
The City also commissioned an amphitheater feasibility study, which was
presented to the City Council in 2oi8 (Recommendation 5.1.). The study identified
five potential sites at three locations. Two of the sites were determined to be
suitable for an amphitheater with an approximately 6,00o attendee capacity. Both
of the sites are not currently available for development, but could be reassessed
when either site is able to move forward.
The meeting held with the arts community for this update identifed facility needs
that are reflected in the recommendations below.
Cultural Facilities, Venues and Spaces Recommendations
5B.z Explore development of an outdoor theater venue with a 500 to 750
attendee capacity modeled on the concept in the Rivendale Park and
Open Space Master Plan.
513.2 Identify a shared space to support the various needs of the arts
community (e.g. rehearsal, storage of props, costumes, and
administrative space).
513.3 Identify a location for performance teachers to present recitals and
instruction.
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Arts Master Plan
6. Supporting Artists and Arts Organizations
Santa Clarita is home to a small but vital community of arts and cultural
organizations and many individual artists and creative professionals. The
community of nonprofit arts and cultural organizations operates on mostly small
budgets and with a high reliance on earned income and a strong showing of
volunteerism. The pathways to organizational growth and development for these
organizations are made more difficult by the environment in which they operate.
Contributed dollars are relatively difficult to raise in a younger community with
less -well -established traditions and institutions for arts philanthropy. Few have
paid professional arts administrators on staff.
One of the important functions a local arts agency, like the Santa Clarita Arts and
Events Office and its Arts Commission, can fill is to help build the capacity of local
arts and cultural organizations. Capacity building simply refers to any
improvements that allow an organization to better fulfill its mission. This can be as
simple as a new computer system or as complex as creating a more effective board
of directors. The challenges and solutions for each organization are highly
individualized; one size does not fit all, at all, in this context. The City already
provides capacity building assistance in the form of its funding program, which
provides a modest but renewable form of annual financial support. The City also
provides marketing assistance through the newly created online communitywide
arts calendar (http://santaclaritaarts.com). And the City pays an annual amount to
the Santa Clarita Performing Arts Center at College of the Canyons to make
available a certain amount of dates for use by local arts groups. The issue for this
plan is to define what is the next phase of support that will most effectively enable
local nonprofits to make organizational progress.
An important next step for the Arts and Events Office is to provide individualized
technical assistance in areas that are of particular relevance for a given
organization. For example, an organization needing better online marketing could
benefit from a grant made available for this purpose. There are also shared needs
that could be addressed through a citywide program, such as leadership training
and placement for business people on the boards of directors of local arts
organizations. The partnership of the Riordan Leadership Institute and the
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Arts Master Plan
Executive Service Corps (http://www.escsc.org) in Los Angeles are an example of
this type of program.
Individual artists also benefit from professional development and there is an
increasing number of communities that provide business and career training to
artists, often treating them as entrepreneurs. There are many resources available
in Southern California and online to assist artists with business and career
development. Local examples are the Center for Cultural Innovation
(http://www.cciarts.org), Arts for LA's Artists Opportunities listings
(http://www.artsforla.org/forum/i.), and Side Street Projects (http://sidestreet.org).
In addition to training and information resources, arts organizations in Santa
Clarita would benefit from a City arts grants program with greater financial muscle.
While funding is not the whole solution to organizational development, strategic
funding is certainly an important component. The current Arts Grants budget of
$6o,000 with grants averaging $7,500, focused on providing programs, is
inadequate to the task of building the capacity of its community of nonprofits.
There are two reasons for this. First, the total grants budget is low in comparison
with national averages. The national average for government support is 9% of an
individual arts organization's total revenues (Source: Americans forthe Arts 201.4).
In Santa Clarita, total revenues of current grantees is approximately $i..6 million,
and the total revenues of the nonprofit arts community in the valley is much
greater. Nine percent of $i..6 million is $1.44,000. Second, capacity building
projects, as distinguished from program support, often involve expenses above -
and -beyond the operating budget of the organization, money used to support
improvements to the organizational infrastructure (better fundraising, marketing,
information systems, etc.). Capacity building also often necessitates a sustained,
multi -year effort. This suggests that the City create a separate grants category for
this type of project.
Supporting Artists and Arts Organizations Recommendations
6.1. Increase the total Arts Grants budget (incremental
increases to a benchmark of $144,000 or
75
Arts Master Plan
approximately g% of total annual arts organization
revenues).
6.2. Create a new capacity building category of grants for
arts and cultural organizations, including assistance
for unincorporated and culturally specific groups
(estimated cost sso,000 annually).
6.3. Make available business and career training for
individual artists, drawing on the resources available
in the region and online (estimated cost sso,000
annually).
6.4. Explore development of a leadership training and
placement program for business people and other
community leaders to serve on boards of directors of
arts and cultural organizations; this can perhaps be
best accomplished through a partnership with an
existing leadership organization in the County
(estimated cost sso,000 annually).
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Arts Master Plan
Supporting Artists and Arts Organizations
U pdate
The City Council increased the funding for the Arts Grants program from s6o,000
to s9o,000 in the first grant cycle after the adoption of the Arts Master Plan in 2o16
(Recommendation 6.1) and a new capacity building category was added to the
program (Recommendation 6.2). Both of these actions have positively impacted
the development of the arts in the community.
The City offers business trainings for artists in the community through two
different programs (Recommendation 6.3). The first, the New Heights Artist
Development Series, is generally offered once a month and provides professional
development for musicians, visual artists, and filmmakers. This program was
moved to being offered virtually during the pandemic, which has resulted in more
artists viewing the sessions than when they were being offered in -person. The
second program is the annual Arts Symposium, which is presented in October of
each year as part of the City's ARTober initiative. The Arts Symposium is a one -day
gathering for artists where various professional development sessions are offered.
This program was held virtually in 202o, but will return to in -person in 2021.
The CREATIVE Connection program was produced in FY 2019-2o and again in FY
2020-21 to develop board members and match them with local nonprofit arts
organizations (Recommendation 6.4). The program will be offered again in FY
2021-22.
Supporting Artists and Arts Organizations Recommendations
6B.1 Explore an increase to the Arts Grants program (and the Community
Services Grants program) of $1o,000 each, and expand the Arts Grants to
be an Arts and Culture Grants program, which encourages community
nonprofits that celebrate Santa Clarita's diversity to apply. This
recommedation is aligned with the Diversity and Inclusion Committee
Statement.
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Arts Master Plan
613.2 Evolve the Arts Symposium program into a multiple -day arts conference
that serves Southern California and encourages attendees to stay in local
hotels.
613.3 Expand the CREATIVE Connection program to target participants that
represent Santa Clarita's diverse population. This should result in
expanded diversity of representation on local nonprofit arts organizations
boards of directors. This recommendation is aligned with the Diversity and
Inclusion Committee Statement.
ff:3
Arts Master Plan
7. Arts Funding
Currently, the City provides a budget of approximately $2.2 million for the Arts and
Events Office. This budget supports both arts and non -arts programming. Staff
estimates that 6o to 65%of the budget including staffing can be attributed to arts
and culture related activities. This amounts to about $1.4 million annually. This
includes significant support for the Cowboy Festival, which is considered a cultural
event.
Sports comprise about 20%of the budget. Events supported with this funding
include:
• AMGEN Tour of California bike race
• Wings for Life World Run (Red Bull nonprofit for back injuries)
• Santa Clarita Century bike ride
• Santa Clarita Marathon (largest City -produced sports event)
There are also other, non -arts community events that are part of the Arts and
Events Office budget. A partial list includes:
• Day for Kids
• Haunted House
• Fourth of July Parade
• Fourth of July Fireworks
• Revved Up car shows
Much of the City's Arts and Events Office budget is devoted to staffing for the
production of large events, such as the Cowboy Festival, Santa Clarita Marathon,
Thursdays@a Newhall, Concerts in the Park and Fourth of July. The Arts and Events
Office handles about Zoo events a year in total. Events staff also does permitting
and coordination for non -City produced events. This accounts for the relatively
large size of staff. Two staff positions could be fully considered to be arts staff.
as]
Arts Master Plan
At the present time, the Arts and Events Office is primarily a programming and
event coordination agency. In addition to its full schedule of events, the agency
administers a modest grants program, provides some arts education, manages the
voluntary public art program, staffs the Arts Commission and other activities. It
does not engage in some functions that are often found in the portfolio of other
local arts agencies, such as technical assistance support for local arts nonprofits,
professional development for artists, creative economy programs, leadership
development, cultural facilities management, etc. This reflects the City's priority
placed over the past two decades on building a fundamental city arts infrastructure
and a focus on visible community events. As discussed in the Conclusions section, it
is clearly time to expand the scope of the agency in line with the vision articulated
by the community.
Implementation of even some of the recommendations in this plan will require an
increased budget for both programming and staff
When the Arts Commission was formed in December 2009, the City Council asked
that one of the first tasks to be undertaken was the formation of an arts foundation
for Santa Clarita, which would serve to increase funding opportunities for the
community. The Arts Commission formed a committee to study this issue,
including researching nonprofit arts support organizations in other cities, testing
the feasibility among potential donors and calculating the likely cost of launching
such an endeavor.
In its report on this subject, the Commission suggested that an "Arts Foundation
could be a vital part of developing the arts and culture environment in Santa
Clarita. It could serve a valuable role in building the capacity of our local arts
groups. However, the development of the Arts Foundation will need to be
approached with realistic expectations, and will probably require some level of
support from the City of Santa Clarita for several years. It will also require getting
the right board members to lead the group and will need the buy -in and support of
other groups, including the education and business communities and other
government agencies." It concluded that the minimum investment during the
initial years would be $200,000, supporting 2-3 staff positions.
There are several challenges. While Santa Clarita has a large number of nonprofits
(both arts and non -arts), there does not seem to be a strong culture of institutional
EI11
Arts Master Plan
philanthropy (philanthropic foundations) in Santa Clarita. This pattern is common
in suburban communities, especially those in the shadow of a major cultural city,
such as Los Angeles. There are many generous individuals but there is inevitably
significant "leakage" of philanthropic giving to the institutions in the larger city. At
the same time, arts and cultural organizations in suburban cities cannot compete
with the range and quality of programs that would attract major gifts. Finally, the
development of major new private donors requires cultivation over a period of
time. Few, if any, results could be expected in the early years.
As was noted in the Commission's Foundation report: "A quick review of non-
governmental contributions for the seven arts organizations that applied for the
201.1/1.2 Arts Grants program shows the total of individual, corporate, and
foundation giving was $1.52,573, or less than the projected annual operational costs
of the Arts Foundation. This is the biggest challenge for the Arts Foundation
concept. It has often been said that once the Arts Foundation is formed, there will
be funding available. Under the current conditions in Santa Clarita, and with the
reality that most funders will not support an organization in its first three years, it is
hard to see how to build the Arts Foundation in a way that leads to success. It
should be noted that even beyond the first three years, funders are looking to
support organizations that have demonstrated community support at a level that is
at least as big as the funding requested, and this could be difficult to achieve."
The authors of this cultural plan agree with this assessment. Perhaps a better
approach might be to begin by creating an Arts and Business Leadership Council.
This organization could develop leadership for the nonprofit arts groups in the city,
identify potential funding and sponsorships, and potentially be a leadership group
for one or more of the major initiatives proposed in this plan, such as the
artist/creative live/work space or the museum in Old Town Newhall. Private
funders are much more inclined to support specific projects, rather than the arts
generally.
7.1. The City should assist in the formation of an Arts and
Business Leadership Council, with the Santa Clarita
Economic Development Corporation, the SCV
Chamber of Commerce, and the Valley Industrial
Association.
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Arts Master Plan
Despite the fact that significant new private sector funding support is not likely in
the short term, additional funding will be required if this plan is to be implemented.
Modest amounts will be needed for program enhancements and augmented
staffing. Significant dollars will be needed for some of the proposed capital
building and renovation projects, as well as seed funding for the recommended film
festival.
As is noted in the Arts Funding in California Cities section of this plan, smaller cities
tend to support the arts through general fund allocations. In mid -sized and larger
cities, some form of dedicated revenue stream tends to be the source. In many
California cities, that source is often the Transit Occupancy Tax (TOT). This could
be an alternative to general funds in Santa Clarita.
In 201.2, the room tax translated roughly to an additional $25 million generated
from local hotel -room sales. And the tax on occupied hotel rooms produced io
percent —or nearly $2.5 million —in tax revenue for Santa Clarita's general fund. In
201.2, there was a 2.7 percent increase in hotel occupancy, and a 3.1. percent
increase in the average daily rate.
One approach would be to phase in a contribution from the revenues of the TOT.
Suppose the City dedicated one-half of the growth in TOT revenues to the arts
until some predetermined threshold has been reached, perhaps io%of the total
TOT stream. In today's dollars, that would translate into $250,000 in new arts
funding. Given the strength of the current economy and the growth in hotel
occupancy, it is conceivable that this threshold could be reached within several
years.
7.2. The City should consider allocating to the arts a
portion of the proceeds from the Transit Occupancy
Tax, to supplement other sources of funding, such as
the general fund and the recommended percent -for -
art program.
Arts Funding Recommendations
Arts Master Plan
7.1. The City should assist in the formation of an Arts and
Business Leadership Council.
7.2. The City should consider allocating to the arts a
portion of the proceeds from the Transit Occupancy
Tax, to supplement other sources of funding, such as
the general fund and the recommended percent -for -
art program.
Arts Master Plan
Arts Funding Update
The City of Santa Clarita has increased arts funding every year since the adoption
of the Arts Master Plan, with the exception of the FY 2020-21. budget cycle, when
the impact of the COVID-ig pandemic was not yet clear and no budget increases
were authorized, except for those that were required by law or contract. The City
Council has been extremely supportive of the arts by allocating funding for various
arts programs, hiring consultants to develop plans, supporting the operations and
management of The MAIN and the Newhall Family Theatre for the Performing
Arts, and by allocating funding for a new position to focus on events that celebrate
Santa Clarita's diversity in the FY 2021-22 budget.
The Arts Commission has been working with Dr. Ravi Rajan, the President of the
California Institute of the Arts, to form the Arts and Business Leadership Council
(Council) (Recommendation 7.1.). This effort was somewhat delayed due to the
pandemic, but the first meeting of the Council is anticipated to held before the end
Of 2021.
Arts Funding Recommendations
7B.i Research arts funding models and develop a report on potential
mechanisms to expand financial support for the arts community in Santa
Clarita. This effort should focus on ways to encourage arts and cultural
organizations that celebrate the community's diversity. This
recommendation aligns with the Diversity and Inclusion Committee
Statement.
Arts Master Plan
8. Creative Economy
Santa Clarita is home to a vital collection of businesses in the creative industries as
well as the creative professionals who work in this field. This is most readily
apparent in the strong presence of the film industry. However, Santa Clarita's
creative industries encompass a broad array of people and businesses. There is no
single definition of the creative economy. Nonetheless, it is useful to considerthis
portion of the economy as having creative enterprises (e.g., design firms and film
studios) and creative occupations (e.g., musicians and landscape architects). These
two categories encompass non -creative elements: creative enterprises include
workers in non -creative jobs (e.g., a museum guard or clerical staff at an
architectural firm) and creative occupations include workers in non -creative
enterprises (e.g., a graphic designer at a construction firm or an arts instructor at a
university). But creative enterprises and occupations combine to form the creative
economy in any given region.
Santa Clarita has not yet studied its creative industries to assess their scope,
characteristics or impact. A graduate student at the Center for Management in the
Creative Industries at the Claremont Graduate University prepared a report on
Santa Clarita's creative economy in 201.3 for the Arts Commission. The report
observes that there are strong indications that the creative industries comprise a
significant segment of the Santa Clarita Valley's economy and its growth sectors.
The Santa Clarita Valley Economic Development Corporation identifies six
targeted industries, each of which intersect with the creative economy:
• Digital Media and Entertainment
• Aerospace & Defense (Research & Design)
• Medical Devices (Device Design, Testing and Research)
• Advanced Manufacturing (Product Design)
• Information Technology (Software Development)
• Tourism (Cultural and Recreational Events)
The report also observes that there are three agencies devoted to economic
development of the City and valley: City of Santa Clarita Economic Development
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Arts Master Plan
Division, Santa Clarita Valley Economic Development Corporation, and College of
the Canyons Economic Development Division. They collaborate effectively in
economic development efforts and, as an example, the first two agencies have
successfully positioned the valley for film industry enterprises. There are seven
movie ranches, two film studios and more than 20 sound stages located in the
Santa Clarita Valley. The Walt Disney Company, which has been filming on the
Golden Oak Ranch in the valley since the 1.950s, is in the process of building new
sound stages for ABC Studios at the Ranch. Again, there are no studies
documenting how many City residents are employed in the media industries but it
is widely observed that industry professionals are a presence in the City.
Despite the presence of major creative corporations, such as the Walt Disney
Company, it is axiomatic that "creative businesses are mostly small businesses."
This underscores the importance of economic development in this field that
addresses basic small business development needs.
Given the apparent presence and impact of the creative industries in Santa Clarita
and the lack of information and planning in this area, the City should undertake
targeted research and planning forthis element of its economy. In addition, there
are several steps the City can take that are often considered to be essential in
promoting growth of these industries. The first is convening the creative
professionals in the community. Creative economy organizations throughout the
nation have started and continued networking events, conferences and other
activities that bring together "creatives" (artists and design professionals, film
industry professionals, owners of small businesses in the creative industries) to
facilitate connections and identify shared needs.
In addition, small business services adapted to the needs of small creative
businesses are widely regarded as valuable. These services can include business or
career training for individual artists, assistance for investors seeking to start a small
creative enterprise (e.g., art store, design firm, music venue or recording studio), or
access to capital for start-up businesses in creative fields. Many of these services
are already available to people in the valley, yet they are either not suited to the
specific needs of creatives or their availability is simply not well known.
The City should convene creatives and identify common needs and interests.
Potential services could include networking, access to small business supports,
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Arts Master Plan
facilitation for investors interested in creative businesses, online directory and an
opportunities list.
Creative Economy Recommendations
8.1. Create periodic convenings for Santa Clarita's
creative industries based on shared needs, beginning
with a high profile conference or event.
8.2. Adapt and provide small business development
services for the formation and growth of small
creative businesses.
8.3. Develop a creative industries directory for Santa
Clarita that identifies businesses and people in the
creative economy, and lists resources and
opportunities (estimated cost $15,000).
8.4. Consider development of an economic development
plan for Santa Clarita's creative economy.
8.5. Participate in regional efforts to develop the creative
economy.
2.4. Cross-reference: Artists live/work facility in Old Town
Newhall.
5.2. Cross-reference: facilitate private investors to create
arts -related businesses.
6.3. Cross-reference: business and career training for
individual artists.
Arts Master Plan
Creative Economy Update
Many of the recommendations in this area have been prioritized in the 2021 Arts
Commission Work Plan, and are intended to be developed in a strategic approach.
This includes the development of a creative industries directory (Recommendation
8.3), which is being developed by a Los Angeles County Arts Intern, during summer
2021.
The development of the creative industries directory is anticipated to be followed
by a convening in fall 2021 to share the directory with Santa Clartia business and
arts leaders (Recommendation 8.1). In addition, current business development
services programs are being assessed to determine how they can be more
attractive to and beneficial for creative businesses (Recommendation 8.2).
Creative Economy Recommendations
8B.1 Explore ways to expand business development services programs to
ensure that participants represent Santa Clarita's diverse community. This
recommendation aligns with the Diversity and Inclusion Committee
Statement.
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Arts Master Plan
9. Marketing the Arts
Citizens express the desire for better access to information about arts and cultural
offerings in the community. Despite the multitude of events and activities, people
have difficulty in consistently locating things that interest them and miss
opportunities that have passed because they were not aware of them. As discussed
above, this is a common problem among U.S. cities and it is a challenge to
overcome the "noise" of many competing marketing messages in people's lives.
The Arts Commission has recognized this need and recently developed an online
communitywide arts calendar (http://santaclaritaarts.com). Other arts calendars
for the valley include:
Visit Santa Clarita (http://visitsantaclarita.com/things/arts-culture/)
Arts and Events Office Events Calendar (http://arts.santa-clarita.com/events/)
Santa Clarita Guide (http://santaclaritaguide.com/CalendarOfEvents.php)
The challenges persist despite the availability of these resources and the
community clearly needs a comprehensive marketing program to connect its
residents, workers and visitors with their cultural interests. This would have the
added benefit of strengthening the organizations and businesses providing events
and activities. Many other cities have addressed this challenge. The most
successful programs include several essential elements:
A comprehensive arts and event marketing website, such as the
Artsopolis platform (http://www.artsopolisnetwork.com), the
"Philly Fun Guide" (www.phillyfunguide.com), and the CNY Arts
Calendar (http://_ oq tocnyarts.org). A key feature is that people and
organizations providing arts events only enter their event
information in one database, which is then made available to all
sites. Partnerships are formed with the existing arts calendars; in
Santa Clarita this might include the existing websites mentioned
above. A comprehensive website becomes the primary
"backbone" of information in their regions. Some serve as the
event database for local/regional newspapers for instance as well
as tourism and visitors bureaus. Also, these platforms extend far
beyond advertising ticketed arts events. They take a broad view of
"arts and culture," extending to commercial, community,
educational, amateur and even sports activities. They can also
provide listings for space rentals.
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Arts Master Plan
• A mobile application and robust social media to accompany the
online listings.
• Themed programming. Convening interested organizations,
venues and agencies can identify a shared theme for a month or a
year. Participants —arts organizations, creative businesses,
restaurants, venues, artists —are encouraged to align their
programming and co -market it under thethemed banner.
• Cross -promotions, such as restaurant tie-ins, ticket samplers,
discounts and contests.
• Earned revenue services, such as a box office service, advertising
program, and other fee -based services to help fund the marketing
program overtime.
Santa Clarita's existing arts marketing resources provide an excellent platform on
which to build a stronger, more comprehensive marketing program for the arts, in
line with the model elements described above. This will require staff resources, a
consistent promotional effort to increase visibility and use of the online resources,
and collaborative efforts with providers (e.g., themed programing, cross -
promotions, etc.). In Philadelphia, the PhillyFunGuide sends a highly successful
weekly e-blast/online discount promotion for arts events to more than 250,000
subscribers. In Santa Clarita, an arts marketing program could become the go -to
resource for youth arts, for example, by developing a communitywide listing of arts
classes, events and other activities for youth and their families. There are many
other opportunities to more effectively market the arts with strategic
communications, for the purpose of better connecting residents with their cultural
interests.
Marketing the Arts Recommendation
9.1. Develop a comprehensive, community -wide arts and
cultural marketing program, in consultation with and
building on the existing arts marketing resources in
the community ($25,000 annual marketing costs plus
potential half-time staff or contract program).
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Arts Master Plan
Marketing the Arts Update
In October 2oi6, the City of Santa Clarita launched the SantaClaritaArts.com
website with the goal to serve as the hub for arts and cultural information for the
community. The City hired Lundmark Advertising + Design in 201.9 to develop a
marketing plan tailored to the community to increase engagement, expand
audience, and increase visibility (Recommendation 9.1.).
The marketing plan includes the following sections:
• Phase is Audience Analysis —analysis of community
demographics, target audience, and socio-economic data, which is
utilized in the development of the comprehensive marketing plan.
• Phase 2: Media and Marketing Audit— review of current marketing
efforts, exploration of additional local/regional marketing
opportunities, and the review of SantaClaritaArts.com as well as
other similar organizations' websites.
Phase 3: Marketing Strategy — development of a comprehensive,
strategic marketing plan that provides recommendations on new
media outlet opportunities to expand visibility, identifies potential
marketing partnerships, outlines recommended budget
expenditures, and includes marketing milestones and
measurement metrics.
In March 2021., the City hired Lundmark Adverting + Design to focus on improving
SantaClaritaArts.com. An audit was conducted on site speed and search engine
optimization and a more comprehensive search engine optimization (SEO) audit
was recommended to be conducted. The website has established a secure sockets
layer (SSL) certificate, updated meta description to key pages, and improved page
load time.
Arts Marketing Recommendations
9B.i Increase the arts marketing budget and expand the regional marketing
strategies (incremental increases, leading to the Arts Marketing Plan
recommendation of $62,000).
913.2 Create an initiative that highlights events and programs that celebrate
Santa Clarita's diversity on SantaClaritaArts.com. This recommendation
aligns with the Diversity and Inclusion Committee Statement.
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Arts Master Plan
Theme 3. Fostering Greater Diversity and Inclusion
10. Celebrating Diversity
Diversity and inclusion are core values for the City of Santa Clarita and its citizens.
Since 1.994, the City has had a Human Relations Forum that produces programs to
eliminate all forms of discrimination and promote understanding and appreciation
of human differences. Nonetheless, many planning participants believe that there
are persistent divisions in the community arising in part from differences in race
and class. In addition, Santa Clarita's population is changing, with an increasing
presence of diverse cultures and forms of artistic expression. This is a common
issue in communities throughout the U.S. and often arises in cultural plans, such as
the Santa Clarita Arts Plan. In fact, addressing cultural diversity is one of the most
common functions of a local arts agency. The arts are often viewed as one of the
most effective ways to bring people and communities together. Diversity programs
in other cities range from multicultural festivals, to training efforts designed to help
nonprofit arts organizations diversify their boards of directors, to arts education
focused on multicultural arts.
Arts and culture are already used by the City and by Santa Clarita's cultural
organizations to celebrate diversity, bring together populations and foster
increased cultural understanding. Planning participants support this approach and
called for continued and expanded efforts to use arts and culture as a meeting
ground for Santa Clarita's diversity.
Diversity is defined here as encompassing acceptance and respect. It means
understanding that each individual is unique, and recognizing our individual
differences. These can be along the dimensions of race, ethnicity, gender, sexual
orientation, socio-economic status, age, physical abilities, religious beliefs, political
beliefs, or other ideologies. Arts and culture are especially suited to promoting this
understanding, given their relationships with individual expression and cultural
identity. Also, cultural events and activities are well -established tools for bringing
people together across differences and in finding common ground.
Inclusion in this context refers to efforts to welcome and embrace diverse
participants into a cultural activity. This can require changes to programming,
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Arts Master Plan
marketing, venues, the social dimension of events, and other characteristics.
Changes are designed to meet the cultural interests of new participants and to
reduce barriers to crossing perceived boundaries. Familiar examples of ways to
encourage inclusion are seeing "people who look like me" on the stage, allowing
audience members to use social media during performances ("posting while
watching"), making events more social (especially important for millennials), and
marketing designed for social media. Such efforts make it easier for new audience
members to participate. Inclusion can also mean events intended to celebrate and
share cultural identity, such as multicultural festivals and exhibits of culturally
diverse artists.
During this planning process, participants came forward to be involved in this topic
and tojoin efforts to foster diversity and inclusion as part of implementation of the
plan.
It is best to view this topic as not only a set of recommendations, but also a theme
or value to be reflected throughout all recommendations in the plan.
Celebrating Diversity Recommendations
lo.1. Create a Diversity and Inclusion Subcommittee of the
Arts Commission to promote relevant programming,
awareness and opportunities.
10.2. Explore projects that address diversity and inclusion
through the City's Arts Grants and Community
Services Grants.
3.0.3. Increase culturally diverse programming produced or
supported bythe City, such as community festivals
celebrating cultural diversity and/or a citywide
multicultural festival.
10.4. Make available technical assistance services to
culturally specific organizations and support their
organizational development.
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Arts Master Plan
Celebrating Diversity Update
The first action taken by the Arts Commission after the adoption of the Arts Master
Plan by the City Council in March 2oi.6 was to form a Diversity and Inclusion
Subcommittee (Recommendation io.i). The subcommittee, now called a
committee, focused on participating in regional efforts, such as hosting a meeting
for the Los Angeles County Department of Arts and Culture as they developed their
Cultural Equity and Inclusion Initiative, and assessing the resources, programs,
events, and organizations that address diversity in Santa Clarita. The result was the
creation of a statement by the committee to guide the Arts Commission in
continuing to address this area:
Diversity and Inclusion Committee Statement
It is the Diversity and Inclusion Committee's belief that diversity,
equity, accessibility and inclusion are integral to enriching our
community through arts and culture. That the arts should play a
significant role in supporting cultural representation and opening
pathways to meaningful community engagement and understanding.
The Committee would like to make a recommendation to the Arts
Commission that as we address and follow up on each of the Arts
Master Plan initiatives and recommendations, and in our committees
and processes, we seek out opportunities, of all sorts, to support
cultural equity and diverse participation. From the grants programs to
public art, to the development of our non profits and the Old Town
Newhall Arts and Entertainment District, in each area that we engage
or advise, we would like to.•
• Consistently strive to serve all the varied communities that make
up the City of Santa Clarita
• Invite the creation of artwork and events that are inclusive and
that amplify our community's full and diverse range of cultural
assets
• Prioritize engagement and strive to widen our outreach to
include groups and individuals who are not currently
participating
Arts Master Plan
A crucial part of this process will be to identify community resources,
leaders® and organizations to help us to widen our reach in all of our
initiatives and by suggesting ways to make our arts communications
and programs inviting and inclusive.
This statement has been intregrated into all of the discussions by the Arts
Commission committees as this update was being developed. The result is
reflected in recommendations in all of the focus areas of the Arts Master Plan
Update, as noted in the individual recommendations.
Celebrating Diversity Recommendations
i.oB.i Utilize the Diversity and Inclusion Committee Statement in developing
future recommendations and when implementing the existing
recommendations.
ioB.2 Utilize the Diversity and Inclusion Committee Statement when developing
future events or programs, or evolving existing events or programs,
produced or supported by the City of Santa Clarita.
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Arts Master Plan
Table of All Recommendations
Theme i. Enhancing Cultural Vitality in the Community
1. Public Art Recommendations
1.1. The City should implement a public art planning and
selection process that utilizes peer review and
community input to ensure that public art pieces
meet the goals of providing enjoyable and attractive
public spaces that reflect the character of the
community.
1.2. The City should utilize existing neighborhoods to
create thematic areas for public art projects, which
will allow for a more consistent and cohesive
inventory of artworks.
1.3. The City should enact a percent -for -art requirement
for all new public capital improvement projects.
1.4. The City should explore extension of the percent -for -
art requirement to new private development
including commercial, industrial and multi -unit
residential projects.
1.5. The City should consider issuing a Request for
Qualifications for an "on -call" artist to work with
various City departments and the Arts Commission to
suggest aesthetic enhancement for small-scale public
improvements
1.6. The City should create a program of temporary public
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Arts Master Plan
2. Old Town Newhall Arts & Entertainment District Recommendations
2.1. The City should explore taking management of the
renovated Newhall Elementary School auditorium
and actively programming it.
2.2. Begin exploration of a museum in Old Town Newhall.
2.3. Explore an ongoing program of public art placement
in Old Town Newhall.
2.4. Begin development of a creative live/work facility in
Old Town Newhall in partnership with private and/or
nonprofit developers.
2.5. Explore providing incentives to create a concentration
of art galleries in Old Town Newhall.
2.6. Explore development of a film festival drawing on
Santa Clarita's heritage and ongoing relationship with
the film industry, and utilizing the collection of small
venues in and near Old Town Newhall.
2.7. Explore development of Santa Clarita Valley historic
assets as a collection of attractions, including Old
Town Newhall, William S. Hart Park, and further
development of Mentryville and other sites (Newhall
Pass, St. Francis Dam site, Golden Spike Railroad site,
old filming locations).
3. Arts Education Recommendations
3.1. Convene a citywide arts education collaborative to
assess arts education needs in the schools and
identifyjoint strategies, building on the College of the
Canyon's K-12 Consortium. Participants can include
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Arts Master Plan
the City, school districts, College of the Canyons,
COC's K-12 Consortium, CalArts, The Master's
University, arts educators, arts organizations and the
SCV Education Foundation.
3.2. Align the City's arts education programming with
needs identified by the collaborative.
3.3. Expand the curriculum of arts classes offered for
children, youth and adults through the City Parks,
Recreation and Community Services Department,
and consider developing more sequential classes that
build advanced skills and communities of interest
(potential cost of $5,000 - s10,00o as "seed capital" to
experiment with new classes).
Theme 2. Strengthening Cultural Support Systems
4. Governance of the Arts Recommendations
4.1. Adopt a three-tier process of developing arts grants
and public art projects, utilizing outside peer panels.
4.2. The Arts Commission should develop an annual arts
work plan as a part of the annual goal -setting process,
and submit that plan to the City Council for approval.
4-3: Conduct an annual joint workshop session with the
City Council and the Arts Commission to define
priorities and issues, in advance of creating an annua
arts program work plan.
4.4. Create a standing City Council subcommittee for the
arts, comprised of two council members, whose role
is to provide an ongoing link between the City Council
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Arts Master Plan
and Arts Commission, and to reinforce
implementation
5. Cultural Facilities Recommendations
5.1. Develop a plan for an outdoor amphitheater in a park,
addressing its optimal focus, location, size and
operating structure.
5.2. Facilitate private investors to create arts -related
businesses, e.g., music clubs, ceramics studio, art
galleries, small performance venues, film festival, etc.
5.3. Explore future development of a community arts
center, oriented to the needs of community -based
arts organizations and lifelong learning in the arts.
5.4. Explore future development of a larger regiona
performing arts center.
5.5. Include one or more cultural spaces and uses in the
planned Saugus Library.
2.1. Cross-reference: Newhall Elementary School
Auditorium.
2.2. Cross-reference: Museum in Old Town Newhall.
2.4. Cross-reference: Artists live/work in Old Town
Newhall.
2.5. Cross-reference: Art galleries in Old Town Newhall.
6. Supporting Artists and Arts Organizations Recommendations
6.1. Increase the total Arts Grants budget (incremental
increases to a benchmark of $3.44,000 or
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Arts Master Plan
approximately g% of total annual arts organization
revenues).
6.2. Create anew capacity building category of grants for
arts and cultural organizations, including assistance
for unincorporated and culturally specific groups
(estimated cost sso,000 annually).
6.3. Make available business and career training for
individual artists, drawing on the resources available
in the region and online (estimated cost sso,000
annually).
6.4. Explore development of a leadership training and
placement program for business people and other
community leaders to serve on boards of directors of
arts and cultural organizations; this can perhaps be
best accomplished through a partnership with an
existing leadership organization in the County
(estimated cost sso,000 annually).
7. Arts Funding Recommendations
7.1. The City should assist in the formation of an Arts and
Business Leadership Council.
7.2. The City should consider allocating to the arts a
portion of the proceeds from the Transit Occupancy
Tax, to supplement other sources of funding, such as
the general fund and the recommended percent -for -
art program.
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Arts Master Plan
8. Creative Economy Recommendations
8.1. Create periodic convenings for Santa Clarita's
creative industries based on shared needs, beginning
with a high profile conference or event.
8.2. Adapt and provide small business development
services for the formation and growth of small
creative businesses
8.3. Develop a creative industries directory for Santa
Clarita that identifies businesses and people in the
creative economy, and lists resources and
opportunities (estimated cost $15,000).
8.4. Consider development of an economic development
plan for Santa Clarita's creative economy.
8.5. Participate in regional efforts to develop the creative
economy.
2.4. Cross-reference: Artists live/work facility in Old Town
Newhall.
5.2. Cross-reference: facilitate private investors to create
arts -related businesses
6.3. Cross-reference: business and career training for
individual artists.
9. Marketing the Arts Recommendation
9.1. Develop a comprehensive, communitywide arts and
cultural marketing program, in consultation with and
building on the existing arts marketing resources in
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Arts Master Plan
the community ($25,000 annual marketing costs plus
potential half-time staff or contract program).
Theme 3. Fostering Greater Diversity and Inclusion
10. Celebrating Diversity Recommendations
so.s. Create a Diversity and Inclusion Subcommittee of the
Arts Commission to promote relevant programming,
awareness and opportunities.
3.0.2. Explore projects that address diversity and inclusion
through the City's Arts Grants and Community
Services Grants.
3.0.3. Increase culturally diverse programming produced or
supported by the City, such as community festivals
celebrating cultural diversity and/or a citywide
multicultural festival.
3.0.4. Make available technical assistance services to
culturally specific organizations and support their
organizational development.
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Arts Master Plan
Table of Arts Master Plan Update Recommendations
Theme i. Enhancing Cultural Vitality in the Community
1. Public Art Recommendations
113.1 The City should expand the temporary public art
program to include a broader range of art forms,
including assistance for temporary performance art.
113.2 The City should update the language in the
documents that are part of the public art planning
and selection process to ensure that artists of all
backgrounds are encouraged to participate in the
program. This recommendation aligns with the
Diversity and Inclusion Committee Statement.
2. Old Town Newhall Arts & Entertainment District Recommendations
2B.1 Explore the development of a program that offers
pop-up and mobile museum experiences in Old
Town Newhall. This recommendation aligns with the
Diversity and Inclusion Committee Statement.
2B.2 Create outside spaces that can serve as a hub for
various arts and cultural opportunities for the
community.
3. Arts Education Recommendations
3B.1 Begin implementing the Santa Clarita Arts Education
Strategic Plan, once it has been developed in the
summer of 2021.
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Arts Master Plan
313.2 Explore programs to offer arts education to all ages,
particularly targeting seniors and underserved
communities. This recommendation aligns with the
Diversity and Inclusion Committee Statement.
Theme 2. Strengthening Cultural Support Systems
4. Governance of the Arts Recommendations
4B.1 The City should develop anew Arts Master Plan for
presentation to the City Council in 2026, as this
plan's recommendations must be enhanced to fit the
changing needs of the community.
413.2 The Stakeholder Committee that was developed
during the development of the original Arts Master
Plan and was reformulated for this update should be
consulted at a minimum of once yearly to be a voice
of the community as the plan continues to be
implemented. The membership of the committee
should be representative of the diverse perspectives
of the community. This recommendation aligns with
the Diversity and Inclusion Committee Statement.
5. Cultural Facilities, Venues and Spaces Recommendations
513.1 Explore development of an outdoor theater venue
with 500 to 75o attendee capacity modeled on the
concept in the Rivendale Park and Open Space
Master Plan.
513.2 Identify a shared space to support the various needs
of the arts community (e.g., rehearsal, storage of
props, costumes, and administrative space).
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Arts Master Plan
513.3 Identify a location for performance teachers to
present recitals and instruction.
6. Supporting Artists and Arts Organizations Recommendations
6B.1 Explore an increase to the Arts Grants program (and
the Community Services Grants program) of sso,000
each, and expand the Arts Grants to be an Arts and
Culture Grants program, which encourages
community nonprofits that celebrate Santa Clarita's
diversity to apply. This recommendation is aligned
with the Diversity and Inclusion Committee
Statement.
613.2 Evolve the Arts Symposium program into a multiple -
day arts conference that serves Southern California
and encourages attendees to stay in local hotels.
613.3 Expand the CREATIVE Connection program to target
participants that represent Santa Clarita's diverse
population. This should result in expanded diversity
of representation on local nonprofit arts
organizations boards of directors. This
recommendation is aligned with the Diversity and
Inclusion Committee Statement.
7. Arts Funding Recommendations
7B.1 Research arts funding models and develop a report
on potential mechanisms to expand financial support
for the arts community in Santa Clarita. This effort
should focus on ways to encourage arts and cultural
organizations that celebrate the community's
diversity. This recommendation aligns with the
Diversity and Inclusion Committee Statement.
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Arts Master Plan
8. Creative Economy Recommendations
8B.1 Explore ways to expand business development
services programs to ensure that participants
represent Santa Clarita's diverse community. This
recommendation aligns with the Diversity and
Inclusion Committee Statement.
Theme 3. Fostering Greater Diversity and Inclusion
9. Arts Marketing Recommendations
913.1 Increase the arts marketing budget and expand the
regional marketing strategies (incremental
increases, leading to the Arts Marketing Plan
recommendation of s62,000)
913.2 Create an initiative that highlights events and
programs that celebrate Santa Clarita's diversity on
SantaClaritaArts.com. This recommendation aligns
with the Diversity and Inclusion Committee
Statement.
10. Celebrating Diversity Recommendations
soB.s Utilize the Diversity and Inclusion Committee
Statement in developing future recommendations
and when implementing the existing
recommendations.
3.oB.2 Utilize the Diversity and Inclusion Committee
Statement when developing future events or
programs, or evolving existing events or programs,
produced or supported by the City of Santa Clarita.
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Arts Master Plan
tion
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Arts Master Plan
Implementation
The Santa Clarita Arts Master Plan is a plan for the City as well as partners in the
community. While the City will be the lead agency for most recommendations, it
cannot fulfill the community's vision for cultural development without
collaborative efforts from such others as the school districts, the three institutions
of higher education, the business community, artists, arts organizations, and other
groups. Indeed, these people and organizations were all involved in the creation of
this plan and have already contributed to its content.
As the Arts Funding section of the plan describes, funding for much of the plan will
be provided by a combination of City funds. Additional resources will be provided
by partner organizations, matched by grants, and earned through fees for services
and admissions. It is anticipated that some recommendations will attract private
funding from area businesses, regional and national foundations, and federal
government programs. Potential arts grant sources include the National
Endowment forthe Arts (in particular, the Art Place and Our Town programs), the
California Arts Council, and private foundations. In fact, the development of this
plan provides an excellent basis for grant proposals, since it is grounded in the
assessment of community needs and demonstrates increased public commitment
to fulfilling those needs. Several of the recommendations (e.g., artists live/work,
Old Town Newhall cultural district, marketing program, etc.) will generate
revenues. For example, the recommended arts marketing program can include an
online box office, advertising, and other fees for services that can offset the cost of
the program. As another example, an artists' live/work development would include
rental or sales revenues as part of its business model. Moreover, many of the
recommendations involve partnerships and collaborations, which can bring non -
City resources to shared initiatives, such as sponsorships, staff support, in -kind
resources, and volunteers.
It is anticipated that the Arts Commission will serve as an oversight body for
implementation of the plan. It should assess progress towards fulfillment of the
recommendations each year and convene an open community town hall meeting
to report the status of implementation, facilitate discussion about current arts
priorities, and provide opportunities for community members to participate in
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Arts Master Plan
implementation efforts. It should also provide assistance, advocacy and
encouragement for implementation during the year. Through its recommended
Council subcommittee and annual work plan, it can communicate with Council
about recommended next steps, budget priorities and other advice.
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Arts Master Plan
Planning Participants
Interviewees and Discussion Group Participants
SITE VISIT #1 (January 2015)
CITY COUNCIL
Mayor Marsha McLean
Mayor Pro-Tem Bob Kellar
Councilmember Dante Acosta
CouncilmemberTimBen Boydston
Councilmember Laurene Weste
ARTS COMMISSIONERS
Chair Gary Choppe
Vice Chair Patti Rasmussen
Commissioner John Dow
Commissioner Dr. Michael Millar
Commissioner Susan Shapiro
CITY EXECUTIVE TEAM
City Manager Ken Striplin
Assistant City Manager Frank Oviedo
Director of Community Development Tom Cole
Director of Parks, Recreation, and Community Services Rick Gould
Deputy City Manager/Director of Administrative Services Darren Hernandez
Director of Public Works Robert Newman
STAFF VISIONING
Recreation and Community Services Manager Ingrid Hardy
Arts and Events Administrator Phil Lantis
Arts and Events Supervisor Jeff Barber
Arts and Events Supervisor Mike Fleming
Arts and Events Coordinator Donna Avila
Arts and Events Coordinator Dave Knutson
Arts and Events Coordinator Kyle Schnurr
Arts and Events Coordinator Jenni Shadle
Communications Manager Gail Morgan
Communications Specialist Evan Thomason
Communications Graphic Artist Andy Scott
Economic Development Associate Denise Covert
Public Works Management Analyst Alex Hernandez
Human Services Administrator Hope Horner
Website Coordinator Kathleen McGrath
Recreation Graphic Artist Pablo Cevallos
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Arts Master Plan
STAKEHOLDER COMMITTEE
(See roster, Page i)
SITE VISIT #2 (April 2015)
REALTORS and DEVELOPERS
Rebecca Mendoza (Keller Williams Reality)
Steve Arklin (Owner Rancho Deluxe Movie Ranch)
Norris Whitmore (Owner Norris Construction)
Jim Bizzelle (Vice President Newhall Land)
PROFESSIONAL ARTISTS
Idelle Tyzbir
Martha Wilcox
Cecily Willis
Sandy Fisher (Past Arts Commissioner)
Pablo Cevallos (City staff, works as Graphic Artist for Recreation Division)
Jaylene Armstrong
ARTS NONPROFITS
Sherry Klahs (Santa Clarita Master Chorale)
Mark Elfont (Santa Clarita Philharmonic)
David Stears (Santa Clarita Shakespeare Festival)
Bob Hernandez (ARTree Community Arts Center)
Glenna Avila (CalArts Community Arts Partnership)
Elizabeth Burson (ESCAPE Theatre)
Don Pittman (ESCAPE Theatre)
Christy Smith (Newhall Family Theatre - formerly the Newhall Elementary
Auditorium)
Norma Wardon (Santa Clarita Artists Association)
Jeanne Iler (Santa Clarita Artists Association)
FUNDERS and BUSINESS OWNERS
Erin Hopkins (White Fig Design)
Sue Bird (Old Town Newhall Association)
Bobbi Jean Bell (OutWest)
Rima Raulinaitas (CAST Ceramic Artist Studio)
SOCIAL SERVICES NONPROFITS
Bryan Lake (Boys and Girls Club)
Laura Mayo (Special Olympics)
Tim Davis (Bridge to Home)
Denise Tomey (Carousel Ranch)
Sharlene Duzick (YMCA)
Cheryl Jones (Child and Family Center)
Leon Worden (SCV Historical Society)
Arts Master Plan
ARTS EDUCATORS
John Vincent (Photography teacher at Hart High School)
Bret Lieberman (Special needs teacher at Canyon High School)
Brent Christensen (Theatre teacher at Hart High School)
Christine Hamlin (Assistant Superintendent, Saugus Union School District)
Priscilla Nielsen (Visual Art teacher at Arroyo Seco Junior High School)
Drew Jorgensen (CalArts Community Arts Partnership)
Ann Unger (Executive Director SCV Education Foundation)
Linda Candib (College of the Canyons K-1.2 Outreach Program)
Kathy Harris (Assistant Superintendent, Sulphur Springs School District)
Lisa Bloom (Director of Instruction & Special Programs, Castaic Union School
District)
RELIGIOUS LEADERS
Kim Patrick (Real Life Church)
Rev. Garrett Craw (Christ Church Santa Clarita)
Julius Harper (Santa Clarita Christian Fellowship)
Gary Lindberg (Jesus Christ Church of Latter Day Saints)
CULTURAL LEADERS
Gloria Locke (SCVTV and many other community projects)
Amber Martinez (Santa Clarita Ballet Folklorico)
Ron White (Owner Entertainment Services)
Claudia Acosta (Santa Clarita International Program (Sister Cities) & COC
Professor)
Jack Shine (Habitat for Humanity)
CREATIVE ECONOMY
Stephanie O'Connor
PHONE INTERVIEWS
Denise Grande (Los Angeles County Arts Commission)
Rachel Mendoza (Los Angeles County Arts Commission)
Jeannene Przyblyski (Provost at California Institute of the Arts)
Dr. Dianne Van Hook (Chancellor of College of the Canyons)
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Arts Master Plan
Arts Summit (Town Hall) Participants
April 6, 2015
103 Total
John Alexopoulos
Phil Alhouse
Li Ang
Wallis Annenberg
Yoonhee Aprahamian
Mark Archuleta
Glenna Avila
Lisa Barr
Noel Bermudoz
Sue Bird
Lisa Bloom
TimBen Boydston
Cheryl Cameron
Margaret Cockerell
Curtis Colver
Rod Cusic
Eileen Daniels
Paul Daniels
Hilary Darling
Jeremiah Dockray
Erik Dunton
Karla Edwards
Mark Elfont
Laurie Finkelstein
Sandy Fisher
Dianne Foderaro
John Fortman
Hadassah Foster
Lena France's
Maureen Furniss
Teresa Garcia
Meryl Goudey
Raymond Guiterrez
Justin Hogan
Douglas Holiday
Dawn Hovhannisyan
Jeanne Iler
Alyssa Janney
Joseph Jasik
William Kelman
Chandra Khan
Janet Kubler
Raymond Kutylo
Erica Larsen
Michele Lecrivain
Michelle Lecrlvain
Moire Lendering
Sister of Moire Lendering
Gloria Locke
Bob Locke
Tom Lund
Sal Mannino
Patrick Mannion
Darryl Manzer
Howard Marcovitch
Cheri Marcovitch
Caroline Martin
Marilyn McDonale
Bruce McFarland
George Mcguinness
Patte McKee
Michael Millar
Rosemary Moffat
Aaron Morquecho
Selena Narayanasamy
Sarah Nelson
Stephanie O'Connor
Sara Owinwo
Scott Parker
Leighton Pierce
Don Pittman
Elizabeth Power Robison
Jeannene Przyblyski
Shirley Pundt
Nadine Rambeau
Rima Raulinaitis
James Robinson
Carol Rock
Frank Rock
CJ Sarachene
Karen Schnurr
Phillys Scorza
Kristy Shadle
Diana Shaw
Chris Shoemaker
Jacqueline Sofen
David Stears
Leslie Tamaribuchi
Idelle Tyzbir
Andrew Tyzbir
Ann Unger
Melissa Valencia
Mr. Valencia
David Veal
Robert Wannamaker
Norma Warden
Rosalind Wayman
Marlowe Weisman
Brittney Westover
Martha Wilcox
Leon Worden
Eileen Zeidner
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