HomeMy WebLinkAbout1998-01-27 - AGENDA REPORTS - CULTURAL ART PLAN (2)AGENDA REPORT
City Manager
Item to be pre:
Rick Putnam
NEW BUSINESS
DATE: January 27, 1998
SUBJECT: CULTURAL ARTS PLAN - PHASE I, AND APPROVAL OF CULTURAL
ARTS PLAN - PHASE II
DEPARTMENT: Parks, Recreation, and Community Services
RECOMMENDED ACTION
Council receive and comment on the "Cultural Arts Plan - Phase P' report, approve funding for
Cultural Arts Plan - Phase II not to exceed $60,000 ($15,000 from current budget and $45,000
appropriated from contingency), approve budget transfer of $45,000 from City Council
Contingency account #1240-7401 to account #7491-8110, and direct staff to assume role as the
local arts agency to further develop the Community Arts Master Plan.
BACKGROUND
During the last year -and -a -half the Parks, Recreation, and Community Services Department
has been meeting with local art agencies, known as the Arts Alliance, to better understand and
assess arts needs in Santa Clarita. Organizations involved with this process are: SCV Ballet
Company, Canyon Theater Guild, Santa Clarita Repertory Theatre, the Symphony of the
Canyons, SCV Arts Council, Newhall School District and Theater Arts for Children.
The Arts Alliance focused on developing a community -wide cultural arts plan in several phases.
In June 1997, with the aid of a matching grant from the Los Angeles County Arts
Commission, Mr. David Plettner, an arts consultant, was hired to develop the "Cultural Arts
Plan - Phase I." Mr. Plettner worked closely with the Arts Alliance to produce a report that
focuses on the needs of the arts community and arts organizations. In addition, the report
concentrates on how arts organizations can better work in unison to make recommendations
for further arts planning.
Interviews were conducted with key community leaders, school officials, arts organizations,
elected officials, and City staff. Primary criteria for selecting interviewees was substantial
interest, involvement, and knowledge of the local arts community. Mr. Plettner reviewed
materials supplied by City staff and local arts organizations, relevant local plans, studies and
directories, City arts programming, completed grant applications, budget breakdowns, and
APPRO
sample marketing materials. Surveys were conducted to collect data on mission,
programs, finances, marketing, audience, facilities, and organizational needs of local arts
organizations. Widely -publicized community arts meetings were held in September 1997 and
January 1998, with more than a hundred community members attending to discuss a
community arts master plan.
An overview/inventory of the community's arts and cultural resources, known as "Cultural Arts
Plan - Phase I" was completed and presented to the arts community at a public meeting on
January 7, 1998. The Phase I report recommends the following actions for future arts and
cultural master planning for Santa Clarita:
1. That theCityassume the role as the lead Local Arts Agency.
2. That the City continue to involve the arts community in the further development of a
community arts and culture master plan.
3. That a strategic plan be developed, focusing on economic development, cultural tourism,
arts education, community development, diversity and tolerance issues, at -risk youth, youth
art programs, human services, special populations, and various other related topics.
4. Prepare a comprehensive facilities and marketing study that would inventory existing
facilities, identify whole -community cultural facilities needs, specific market research for
cultural arts programs (youth, adult and senior populations), public/private partnerships,
joint funding partners, identify short-term and long-term strategies for cultural facilities
development, address options for lack of facilities, and evaluate costs and financing.
ALTERNATE ACTIONS
1. Maintain status quo as to the City's support and role in cultural arts development.
2. Attempt to strengthen the current, or create a new, nonprofit umbrella to oversee arts
development in the community.
3. Other direction as determined by City Council.
FISCAL IMPACT
Strategic planning for the City as a Local Arts Agency and a comprehensive facilities and
marketing study to be approved by Council not to exceed $60,000. This amount includes
$15,000 from account #501-2337 and $45,000 from City Council Contingency account #1240-
7401.
ATTACHMENTS
Cultural Arts Plan - Phase I is available for review in the City Clerk Reading File.
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City of Santa- Clarita
CULTURAL ARTS
DEAN
Phase I
Prepared By:
David Plettner
December, 1997
City of Santa Clarita
CULTURAL ARTS PLAN, PHASE I
Prepared By David Plettner
December, 1997
I. EXECUTIVE SUMMARY 2
IL INTRODUCTION 6
111. ARTS COMMUNITY NEEDS ASSESSMENT 8
1. Purposes and Methodology 8
2. Arts Community Overview 9
3. Arts Organtmtlon Expressed Needs 13
4, Arts Community Needs 14
IV. RECOMMENDATIONS FOR CULTURAL ARTS DEVELOPMENT
16
1. Summary of Recommendations
16
2 Options for lead Agency to Serve as a Local Arts Agency
16
3. Appropriate Local Arts Agency Role
2D
V. RECOMMENDATIONS FOR FURTHER CULTURAL ARTS PLANNING 23
1. Strategic Planning for the City as a Local Arts Agency 23
2. Cultural Facilities 24
VI. ATTACHMENTS
25
1. Survey Questionnaire
25
2 Needs Assessment Survey intarvleweas
30
3. Arts Organizations Assessed
31
fits Plan was funded In part by a grant from the Los Angeles County Arts Commission.
City of Santa Clarita Cuftural Arts Plan, Phase 1
I. Executive Summary
Introduction and Purpose
In 1996, the City of Santa Clarita, in cooperation with a representative task force
of arts community leaders, called the Arts Alliance, began a new initiative to
Identify and address the community's cultural needs. An early conclusion was
the importance of cultural arts planning and this Plan was undertaken as the first
of a two-part process. The purpose of this Plan (Phase 1) was three -fold, to:
. Assess arts community needs
Determine how, and to what ends, arts organizations can work in unison
Recommend further cultural arts planning
Arts Community Needs Assessment
Arts Community Overview
Santa Clarita's nonprofit arts community includes a broad array of organizations
and artists, and a substantial amount of arts programs and activities. There is a
diverse spread of artistic disciplines, and a strong focus on programs for children
and youth. Taken as a whole, the community's institutional development is at
an early stage. The City has in recent years become the largest provider of arts
programs, as measured in terms of program diversity, budget, audience, and
staff. All private arts organizations are in the small -budget category, under
$100,000 per year. Many arts organizations are young, few have paid artistic or
administrative staff, there are relatively few paid artists, and a correspondingly
strong reliance on volunteers for staff and other assistance. Programs are
predominantly ' mainstream,' meaning not ethnically specific or overtly avant-
garde. The infrastructure for arts support is also at an early stage of
development: There are inadequate cultural facilities, few support services for
arts organizations and artists, few institutional funding sources, and relatively little
private institutional giving to the arts.
Arts Community Needs
Facilities for performing and visual arts: Virtually all interviewees cited the
need for cultural facilities, a clear need which flows from the relative lack of
cultural facilities in the community, the inadequacy of existing facilities for
many arts purposes, and the difficulty of obtaining access to existing venues.
Several arts organizations demonstrate a need for a larger proscenium
theater of approximately 600 to 1,000 seats, which could also be used for
presenting and arts education performances. Other arts organizations need
a small- or mid-sized theatre of approximately 200 to 500 seats. It is important
to note that the arts community's need for cultural facilities does not define
2
City of Santa Clarito Cultural Arts Plan, Phase I
the market for such facilities, further research is required in order to formulate
feasible options for meeting facilities needs.
Cooperation, coordination, and a local arts agency: Expressed in a variety
of ways, there was almost universal expression of the need for arts
organizations to work together cooperatively for the benefit of the arts
community as awhole.
Mission, leadership, and planning: There was strong expression of the desire
for achieving consensus on a mission for the whole arts community, the need
for stronger leadership, and an arts plan for the community.
Audience development and education: Interviewees often stated the need
for promoting public awareness of local arts activities, increasing arts
attendance and participation, and better ongoing marketing of specific
events and programs. In addition, interviewees often suggested providing
educational programs in the arts for children and adults as a strategy for
increasing awareness and attendance.
Increased support: Some interviewees cited the need for more support in
terms of funding and attendance.
Assistance in self -development: Many interviewees discussed the need for
arts organizations to have access to training and services which would assist
them to better manage their own organizations and develop their own
support.
Recommendations for Cultural Arts Development
The needs.assessment permitted a full evaluation of all options for a lead
agency in continued cultural arts development. The needs assessment leads to
recommended options regarding the choice of lead agency and its role as a
local arts agency, plus recommendations for cultural arts development:
To assure continued cultural arts development of the community, the City is
the recommended option for lead agency. It has already developed some
local arts agency programs, has the best capacity to develop additional
such programs, and enjoys wide community support in assuming this role.
The public/private partnership option offers the advantage of non-
governmental action, but faces substantial challenges in its own support and
development.
The objectives of the lead agency, in Its role as a local arts agency, should
include: Leadership in facilities research and development, an emphasis on
coordination, support, and promotion of local arts activities, and additional
producing of events, programs and performances only insofar as it does not
duplicate or unduly compete with existing local programs. The lead agency
3
Ctry of Santa Clarlta Cultural Arts Plan Phase I
should pursue its role with an emphasis on representative community
leadership and input and qualified, professional staff.
With substantial community input and participation, the lead agency should
refine its cultural arts mission, objectives, and structure through further cultural
arts planning.
Recommendations for Further Cultural Arts Planning (Phase II)
Continued, comprehensive cultural arts planning that builds on the conclusions
of this Plan is required for successful development and implementation of the
above Recommendations for Cultural Arts Development. If the City chooses to
become the local arts agency, the recommended options for a second phase
of cultural arts planning include:
Strategic Planning for the City as a Local Arts Agency
Building on the needs assessment and recommended objectives, the City
should develop a three- to five-year strategic plan that defines a mission, sets
objectives and priorities, develops specific programs, addresses staffing needs
and hierarchy, and evaluates costs and financing. This component of the plan
should investigate the potential for arts partnerships to address community
needs in non -arts sectors: Such as, economic development and cultural tourism;
education; community development, redevelopment, and historic preservation;
youth development; workforce readiness; health, human services, and special
populations and law enforcement.
Cultural Facilities
Addressing this issue requires looking beyond the needs of the arts community,
and assessing the needs of the community as a whole, by:
Identifying cultural facilities needs of other potential users; such as local
colleges, schools, and the private sector and the potential for partnerships
Researching the specific market for cultural arts programs, that is, what types
of performances the public will purchase tickets to attend; when, where,
and at what price and similar information.
Inventorying existing facilities, the specific terms of their availability, and the
limitations on their use
Once whole -community needs are clarified, Phase II will be able to develop
short- and long-term strategies for cultural facilities development and evaluate
costs and financing. Possible strategies to be investigated include:
Facilities development by the City alone, through a public/private
partnership, or City assistance to private arts groups to meet their own needs
4
City of Santa Clarito Cultural Arts Plan, Phase I
A centralized, large -or mid-sized performing arts center employing one or
more theaters, or multiple facilities in different locations for different uses
A variety of locations, including existing venues and City parks
New construction, renovation, and/or adaptive re -use
Specifics of shared use of cultural facilities
5
City of Santa Clarlta Cultural Arts Plan. Phase I
II. Introduction
In 1996, the City of Santa Clarita, in cooperation with the Arts Alliance, began a
new initiative to identify and address the cultural arts needs of the Santa Clarita
Valley area. The Arts Alliance is a task force composed of representative Santa
Clarita arts and cultural leaders, who were invited by City staff to work together
towards improving arts support and awareness in the community. One of the
early conclusions of this joint effort was the importance and role of cultural arts
planning. Researching needs and obtaining impartial, professional input was
deemed essential to further effective action. Staff obtained partial funding for
cultural arts planning from the Los Angeles County Arts Commission, which was
matched by the City of Santa Clarita, and the City then retained Arts
Consultant David Plettner to prepare Phase I of a Cultural Arts Plan.
As its name implies, this Cultural Arts Plan, Phase 1, was intended as the
beginning of a two-part process to assess community needs and formulate
strategic plans for meeting those needs: The purpose of Phase I was three -fold,
to:
• Assess arts community needs
• Determine how, and to what ends, arts organizations can work in
unison
. Recommend further cultural arts planning
Based on the outcome of Phase I, the City, with input from the Arts Alliance,
would determine a recommended course of action.
This Cultural Arts Plan, Phase I is organized according to its three purposes, with
three principal sections (plus an Executive Summary, Introduction, and
Attachments):
1. Arts Community Needs Assessment: Presents the purposes, methods,
and findings of the assessment. Provides an overview of the arts
community, with special reference to the City and the Santa Clarita
Valley Arts Council.
2. Recommendations for Cultural Arts Development: Identifies a specific
agency to undertake joint community action and appropriate
objectives.
3. Recommendations for Further Cultural Arts Planning: Additional
research and strategic planning to begin implementation of the
above recommendations.
6
Clty of Santa Clarlta Cultural Arts Plan, Phase I
For purposes of cultural arts planning, the term 'arts community" was defined
as: Local nonprofit arts and cultural organizations, the City of Santa Clarita itself,
arts and arts education programs conducted by local educational; and other
non -arts organizations (e.g. the Boys and Girls Club, and California Institute of
the Arts,) individual. artists of all disciplines, unincorporated arts groups, and with
some reference to arts organizations from outside the community whose
programs impact the local community. This concept of ' arts community" is
distinguished from the commercial or entertainment segment of the arts, such
as commercial movie theatres, entertainment -oriented theatre and music
shows, commercial crafts, and similar enterprises. This distinction of nonprofit and
commercial art is in some ways arbitrary and there is a gray area of semi-
commercial arts activity. In addition, dividing the arts in this manner in no way
implies a value judgment; rather it recognizes that the support systems for the
nonprofit and education arts are substantially different. Thus, planning to
improve arts support is a distinct challenge for arts occurring in the nonprofit
context, and separating the nonprofit and commercial arts is merely a useful
technique for accomplishing the goal of productive cultural arts planning.
7
City of Santa Clarita Cultural Arts Plan, Phase I
III. Arts Community Needs Assessment
1. Purposes and Methodology
The purposes of the arts community needs assessment were to:
. Gain an overview of the community's arts and cultural resources
• Identify, document, and analyze specific needs of the arts community
• Measure the level of overall institutional development of the arts
community
In the larger context of cultural arts planning, the intent was to first look internally
at the arts community as a step towards understanding how best to both serve
its needs then, in a subsequent phase of cultural arts planning, investigate how
the arts can work together with non -arts elements of the community. This
approach is based on the premise that the arts community and the community
as a whole each benefit from identifying common needs and solutions. As an
example, many recent cultural arts plans in other communities incorporate
elaborate arts education components that connect local arts communities with
the schools. Likewise, the arts can have an important role to play in human
service agencies. Knowing the local arts community well is an imperative to
planning such inter -connections.
The needs assessment methodology combined quantitative and qualitative
approaches to data collection, including:
A document review
A survey
An open arts community meeting
Data analysis and comparison with relevant local, state, and national
benchmarks
The document review included materials supplied by City staff and local arts
organizations. Documents included relevant local plans, studies, and directories,
information on the City's own programs and local arts organizations, grant
applications, and sample marketing materials. The survey (see Survey
Questionnaire, page 25) was conducted by telephone interviews with leaders
of specific arts organizations and other arts community leaders, elected officials,
and City staff (see list of Needs Assessment Survey Interviewees, page 30). The
primary criteria for selecting interviewees was substantial interest and
involvement in (and knowledge of) the local arts community. Through the
survey, organizational data was collected on mission, programs, finances,
marketing, audience, cultural facilities, and organizational needs of 16 local arts
r.
City of Santa Ciarito Cultural Arts Plan, Phase I
organizations (see list of Arts Organizations Assessed, page 31). The survey also
solicited opinions on the needs of the arts community as a whole, as well as how
it could best work together to improve arts support. The open arts community
meeting, held on September 16, 1997, was widely publicized and attracted
approximately 50 participants, who provided opinions on individual and whole -
community needs, as well as potential solutions.
Because one of the major issues of this Plan is to determine how the arts
community can best work together, special attention was paid in the needs
assessment to the City of Santa Clarita, which plays a major role in the arts
community, and the Santa Clarita Valley Arts Council, which is the community's
designated local arts agency.
Comprehensive national or state data on the issues in the needs assessment are
virtually unavailable. There are few relevant national or statewide surveys of
attendance, funding, marketing, programs, staffing, and other such indicators
of arts communities. Useful interpretation of survey results is nonetheless possible
through logic, limited comparison with related circumstances, and professional
experience and observation. Helpful anecdotal information is also informally
available from service organizations and funders.
2 Arts Community Overview
Conclusions
Santa Clarita's nonprofit arts community includes a broad array of organizations
and artists and a substantial amount of arts programs and activities. There is a
diverse spread of artistic disciplines and a strong focus on programs for children
and youth. Taken as a whole, the community's institutional development is at
on early stage. In recent years the City has become the largest provider of arts
programs, as measured in terms of program diversity, budget, audience, and
staff (see City of Santa Clarita's Cultural Arts Programs, below in this section). In
contrast, all private arts organizations are in the small -budget category, under
$100,000 per year. The average annual budget for private arts organizations
(excluding the City) was very low: approximately $22,000. Many arts
organizations are young; approximately half were started since the City's
incorporation in 1987. Reflecting their limited financial resources, they have few
paid artistic or administrative staff, relatively few paid artists, and a
correspondingly strong reliance on volunteers for staff and other assistance.
Programs are predominantly ' mainstream," meaning not ethnically specific or
overfly avant-garde. The infrastructure for arts support is also at an early stage of
development: There are inadequate cultural facilities; few support services for
arts organizations and artists; few institutional funding sources, and relatively little
private institutional giving to the arts. The City fills some of the functions of a
local arts agency, but lacks a comprehensive cultural arts plan. The Santa
Clarita Valley Arts Council was created to serve as a local arts agency for the
9'
City of Santa Clarita Cultural Arts Plan, Phase I
community, but has faced substantial obstacles posed by the relative lack of an
arts support infrastructure in the community. Despite passionate and diligent
efforts by its board members and volunteers, the Arts Council currently fills a very
limited support role.
Composition of the Arts Community
Santa Clarita's nonprofit arts community contains eight private nonprofit arts
organizations, plus several additional unincorporated arts groups (two were
included in the needs assessment). Several other private nonprofit organizations
have active arts programs or assist private arts organizations, including the
Santa Clarita Valley Boys and Girls Club and the Santa Clarita Valley Historical
Society. Local colleges and schools all have arts programs as well; California
Institute of the Arts, College of the Canyons, Masters College, and the four
public school districts. The 25 local PTAs, in part coordinated by the Santa Clarita
Valley PTA Council, provide a substantial amount of arts education
programming in local schools, utilizing artists and programs from both inside and
outside the community. Total PTA spending on the arts is estimated to be at
least $75,000 per year, making it collectively one of the largest private arts
providers in the community. There also are numerous individual artists living in
Santa Clarita: Professional performing and visual artists, artists who are teachers,
college arts faculty, artists and designers working in the commercial media, and
many avocational artists.
Budget and Funding
Several conclusions of the needs assessment are based on the facts of the arts
community's budgets and the breakdown of its funding. The overall picture is
one of small budgets and scarce contributed dollars. The City's total arts
spending can be measured in a variety of ways, but totals more than $200,000
and is the largest in the community. The colleges, schools and private non -arts
organizations included in the needs assessment occupy a second tier of arts
spending, although exact figures are unavailable. Private arts organizations
have the smallest budgets, ranging from $1,500. to $78,000 during the most
recent fiscal year. Although there are exceptions, larger budget groups have a
greater ability to attract and rely more on, contributed income. Smaller groups
generally depend more on earned income. At present there are few
institutional funders— public or private— in the community, although several arts
organizations are successful in obtaining smaller grants from local businesses
and funders outside the community.
Artistic Disciplines Purpose and Programs
The arts community needs assessment included 20 arts and related
organizations. The breakdown by discipline is as foliows.(because some
organizations occupy more than one category, figures do not total 20):
10
City of Santa Clarita Cultural Arts Plan, Phase I
Having Youth Programs
11
Film 2
Youth Programs Only
7
Dance 1
Historical 1
Mulfi-Disciplinary
6
Literary 1
Music
3
Visual Arts 1
Theatre
2
As shown above, programs for children and youth are the largest discipline
category, and there is otherwise a diversity of artistic disciplines. Descriptions of
purposes and programs suggest that virtually all organizations are
mainstream," apparently focusing on relatively traditional art farms and styles,
and not on the overtly avant-garde. None of the arts organizations is ethnically
specific. There appears to be a greater amount of community-based arts
activity and training, and a lesser amount of professional arts activity. There also
appears to be a substantial total amount of arts activities and many groups
expressed a desire for growth.
Audience
Although there are no statistical norms for arts attendance by population,
overall community arts attendance appears to be moderate and organizations
with larger budgets have, on the average, correspondingly larger audiences.
Youth arts programs generally served larger audience numbers. The arts
audience for the City's own programs can be measured in several ways, but is
dearly the largest in the community. Few arts organizations collect data on their
audiences, employing informal observation and estimates to quantify their
attendance.
Marketing
Marketing of arts activities and programs is, in geographical terms, almost
exclusively targeted at local audiences and generally employs simple,
inexpensive methods. There is a normal reliance on word-of-mouth and local
press and relatively little use of direct mail or paid advertising. There is little
collaboration or coordination of marketing among organizations.
Stan and Volunteers
The City and colleges have virtually the only full-time paid arts staff positions.
Private arts organizations, with one recent exception, cannot afford paid full-
time staff, and instead generally rely on part-time, underpaid staff positions for
arts administration and artistic leadership. There is substantial use of volunteer
staff and other volunteer involvement, which is essential to the operations of
each organization. There appear to be relatively few paid artists, reflecting the,
small -average budget size and community-based emphasis of many arts
organizations.
City of Santa Clarita Cultural Arts Plan, Phase I
Cultural Facilifies'
This Plan does not include a comprehensive cultural facility inventory,
nonetheless the needs assessment clearly indicates the lack of adequate
cultural facilities in the community (see Overview of Existing Cultural Facilities,
page 32). Arts organizations frequently perform in inadequate spaces, or limit
their productions to accommodate available venues. There is no medium- or
large-sized proscenium theater and few visual arts facilities available to the arts
community. It is important to note that the arts community's need for cultural
facilities does not define the market for such facilities, further research is
required in order to formulate feasible options for meeting facilities needs (see
Recommendations for Further Cultural Arts Planning, Cultural Facilities, page 22).
The primary existing performing arts facilities are located at California Institute of
the Arts, Valencia High School, Canyon Theatre Guild, and temporary stages in
the City's parks. The facilities at California Institute of the Arts are almost entirely
utilized by campus activities, and the Valencia High School auditorium is small
and available for private use only on a very limited basis. Canyon Theatre Guild
uses its own small theatre space virtually year-round, and the City's temporary
stages are erected only for its own programs. The William S. Hart High School
Auditorium served as the community's primary performing arts venue until
earthquake damage forced its closing in 1994. There is a similar lack of
exhibition space for visual artists.
City of Santa Clarita's Cultural Arts Programs
The City's cultural arts programs have grown in recent years and the City is
currently the largest provider in the community, by all measurements and by a
substantial margin. Its programs are the most diverse, including the Cowboy
Poetry and Music Festival, Concerts in the Parks, Arts and Crafts Fairs, a grants
program, a scholarship program, several outreach programs, extensive classes,
and other programs. Total annual audience for the Festival, Concerts and Fairs
exceeds 35,000, plus substantial numbers for the classes and other programs.
Total arts spending is divided among several budgets, but total net expenses
exceed $200,000. All activities and staff are organized within the Parks,
Recreation and Community Services Department, but are decentralized within
that Department. There are three full-time staff for these programs, plus
supervisory staff, and additional part-time staff for classes and specific events.
The City is now clearly filling some of the functions of a local arts agency,
including convening the Arts Alliance and undertaking this Plan. However, it
lacks a comprehensive cultural arts plan that could serve to refine and increase
the effectiveness of its role. The programs and services typically associated with
local arts agencies, or service organizations, include (not in priority order):
Grants, information and referrals, technical assistance, cooperative programs
such as joint marketing, operating or supporting facilities, community
coordination and planning, data collection and analysis, presenting, education,
awards, community events, leadership convening, and development. The topic
12
City of Santa Clarlto Guttural Arts Plan. Phase I
of local arts agencies, and the City's role; is discussed at length in the
Recommendations for Cultural Arts Development, starting on page 16.
Santo Clorita Volley Arts Council
The Arts Council was founded in 1989 with the support of the City as the
community's local arts agency, or service organization, to promote, encourage,
and provide performing and visual arts in Santa Clarita. Current programs
include: An annual variety show at Valencia High School showcasing local
artists, several smaller performances in homes hosted by board members, and a
newsletter. The organization has a history of larger scale programming, including
presenting outside groups at the William S. Hart High School Auditorium. it also
initiated a plan and funding drive to build a major performing and visual arts
center, although that effort is apparently suspended. There are no paid staff;
the board president serves as the primary administrator, and there are
approximately 35 volunteers and 150 members. The Arts Council recently
opened new office space with a small exhibition capability in Canyon Country.
Its budget is approximately $7,000 per year, comprised entirely of earned
income from memberships and program revenues with no contributed income.
The Arts Council has clearly faced substantial obstacles posed by the relative
lack of an arts support infrastructure in the community. It arguably has also had
the most challenging mission of all private arts organizations, including both
providing for its own needs as well as those of the arts community. Although it
has been larger in the past, it is currently a small organization with limited
resources, even in the context of the local community. It is now focusing on a
very limited portion of its role as the community's local arts agency; its programs
do not include many of the services typically provided by local arts agencies, as
described above. While its programs do seek to provide performance .
opportunities and exposure for local artists, its collective audience for these
programs is small. Also; it does not have a strategic plan for development of
such programs.
3. Arts Organization Expressed Needs
Arts organizations surveyed expressed a remarkable consistency of needs for
their individual organizations. Also, the objective picture of thearts community
arising from the needs assessment corroborates these needs. These needs
should be distinguished from opinions about needs of the arts community taken
as a whole, which are discussed below. The expressed needs of individual arts
organizations are (n general order of collective magnitude):
Facilities: Almost all arts organizations articulated facilities needs,
although specific needs varied. These needs included a larger and/or
better -equipped theater, a better quality of theater, having venues
more available, and an exhibition space.
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City of Santa Clarita Cultural Arts Plan. Phase I
Staff: Most arts organizations view adding staff as a critical need,
which fits with the low number of paid staff positions in the arts
community generally.
Funding: The need for additional funding is universal and clear, given
the relatively low average budgets and levels of contributed income.
Marketing: Specific needs varied widely, but all illustrated a need to
increase local awareness of the arts and develop larger audiences
through expanded and/or better marketing efforts.
Board development: Several arts organizations view improving their
boards as a key to further development, and would like assistance in
board training and recruitment.
Desire for growth: Many arts organizations have specific goals for
growth, such as expanding programs, obtaining a facility, or
incremental improvements in operations.
Desire for joint development and coordination of local arts community:
Most organizations mentioned joint action as a need for their own
organization, viewing collective effort as both a need and a partial
solution to their individual challenges.
A Arts Community Needs
Interviewees were comprehensive and articulate in their views about needs of
the whole arts community. As with the expressed needs of individual arts
organizations, these opinions about whole -community needs are largely
corroborated by the objective facts of the needs assessment. Arts community
needs include:
. Facilities for Performing and Visual Arts
Virtually all interviewees cited the need for cultural facilities, a clear
need that flows from the relative lack of cultural facilities in the
community, the inadequacy of existing facilities for many arts
purposes, and the difficulty of obtaining access to existing venues,
Several arts organizations demonstrate a need for a larger proscenium
theater of approximately 600 to 1,000 seats, which could also be used
for presenting and arts education performances. Other arts
organizations need a small- or mid-sized theatre of approximately 200
to 500 seats. The City is considering building a large outdoor
amphitheater and has a need for better parking at its current facilities.
Other facilities needs include visual arts exhibition space and for
workshop or other educational spaces in local neighborhoods
throughout the community. As noted above, the arts community's
facilities needs may be different.from the market for use of such
14
City of Santa Clarita Cultural Arts Pian, Phase I
facilities, further research is required in order to develop feasible
options for meeting facilities needs.
Cooperation, Coordination, and a Local Arts Agency
Expressed in a variety of ways, there was almost universal expression of
the need for arts organizations to work together cooperatively for the
benefit of the arts community as a whole. There was discussion of the
desire to avoid unproductive competition and conflict, and to foster
collective action, as a critical component of whole -community
advancement. For almost all interviewees, this need included a local
arts agency, or service organization of some type, as a facilitator.
Mission, Leadership, and Planning
There was strong expression of the desire for achieving consensus on a
mission for the whole arts community, the need for stronger leadership,
and an arts plan for the community.
. Audience Development and Education
Interviewees often stated the need for promoting public awareness of
local arts activities and increasing arts attendance and participation
through better ongoing marketing of specific events and programs. In
addition, interviewees often suggested providing educational
programs in the arts for children and adults as a strategy for increasing
awareness and attendance.
. Increased Support
Some interviewees cited the need for more support in terms of funding
and attendance, it is noteworthy that the majority of interviewees did
not cite funding, per se, as one of the highest priority needs.
Interviewees tended to see better financial support as the result of self-
improvement, rather than the first -and -only means to achieve
progress. This attitude reflects the actual practice in other
communities, where increased financial support is combined with a
variety of other strategies for cultural development.
Assistance in Self -Development
Many interviewees discussed the need for arts organizations to have
access to training and services which would assist them to better
manage their own organizations and develop their own support.
15
Clty of Santa Clarita Cultural Arts Plan, Phase I
IV. Recommendations for Cultural Arts Development
1. Summary of Recommendations
One of the purposes of this Plan is to determine how the arts community can
best work together and towards what ends. The mechanism for working
together was broadly defined by consensus at the start of this planning process
as a lead agency that would fill a local arts agency role. The potential options
for the lead agency were identified as the City, the Santa Clarito Valley Arts
Council, the Arts Alliance, or some other private nonprofit organization. The
needs assessment permitted a full evaluation of. all options for a lead agency.
The three non -City options all would be public/private partnerships, so the
possibilities were analyzed first as a choice between governmental or
public/private action, then the specific options were evaluated individually. The
ends' were to be objectives for the local arts agency. The needs assessment
leads to recommended options regarding the choice of lead agency and its
role, plus recommendations for cultural arts development:
To assure continued cultural arts development of the community, the
City is the recommended .option for lead agency. The City is the. most
feasible choice because it has already developed some local arts
agency programs, has the best capacity to develop additional such
programs, and enjoys wide community support in assuming this role.
The public/private partnership option offers the advantage of non-
governmental action, but faces substantial challenges in its own
support and development.
The objectives of the lead agency, in its role as a local arts agency,
should include: Leadership in facilities research and development, an
emphasis on coordination, support, and promotion of local arts
activities, and additional producing of events, programs, and
performances only insofar as it does not duplicate or unduly compete
with existing local programs. The lead agency should pursue its role
with an emphasis on representative community leadership, input, and
qualified, professional staff.
With substantial community input and participation, the lead agency
should refine its cultural arts mission, objectives, and structure through
further cultural arts planning.
Z Opfions for Lead Agency to Serve as a Local Arts Agency
Recommended Option: City
The City is the recommended option to assume the role of a local arts agency,
based on convincing evidence that the City is the most feasible of the potential
16
City of Santa Clarita Cultural Arts Plan, Phase I
lead agencies for facilitating continued cu_ Rural arts development. The
fundamental question is: What is the most effective and sustainable mechanism
for meeting the community's cultural arts needs? The best choice for a given
community depends on a variety of factors, including:
Specific community cultural arts needs
The amount of existing local cultural arts programs
Other existing arts infrastructure, including local arts agencies
The availability of private support
Community attitudes toward arts leadership
Government cultural arts capacity
Virtually all these factors indicate that the City is in the best position to fill the role
of a local arts agency. First, the need for a local arts agency is overwhelmingly
demonstrated by the specific needs emerging from the needs assessment. The
assessment reveals a substantial amount of cultural arts programs in the
community, with a strong need for leadership, coordination, and support. The
existing arts support infrastructure is insufficient to meet those needs. For
example, there is little private support available to finance a private,
independent local arts agency, and the Santa Clarita Valley Arts Council has
indeed encountered substantial difficulty in this area.
Community attitudes towards arts leadership favor City action. The City has a
demonstrated commitment to, and capacity for, effective cultural arts
programming and leadership. Interviewees in the assessment expressed a clear
mandate for City action in this area, citing the City's capability and current role.
In addition, although some interviewees expressed general skepticism about the
influence of government tatting too powerful a role in arts, this was tempered
with the observation that in Santa Clarita the City has the best leadership
capacity. Assuming the City defines an appropriate role as a local arts agency,
it emerges as the strongest alternative for effective action.
Option #2: Public/Private Partnership
The City could choose to fund an Independent nonprofit organization— a
public/private partnership— to serve as a local arts agency, such as the Santa
Clarita Valley Arts Council, the Arts Alliance, or a new entity. The primary
advantage to be gained by such an approach is greater reliance on non-
governmental action. A lead agency constituted as a public/private
partnership would release the City from a portion of responsibility for cultural arts
development and, arguably, provide the arts community with greater freedom
in implementing programs, and in making funding and other decisions. This fits
with interviewees' offen-expressed desire to avoid undue government influence
17
City of Santa Clarita Cultural Arts Plan, Phase I
and action in the arts. It also recognizes that governments are better at
meeting some, but not all, community needs and that the arts may be best left
in the private sphere.
While it may be philosophically satisfying, a public/private partnership faces
daunting challenges in its own support and development, especially in an arts
environment lacking strong infrastructure. Although there is relatively little
private arts funding available in Santa Clarita, a public/private partnership
would compete with local arts organizations and other programs for such
support. A public/private partnership could theoretically undertake to create
new arts funding through a unified fundraising campaign, but such campaigns,
when housed in a local arts agency, are rarely effective and there are no
successful models in Southern California. In contrast, arts organizations fare
much better when they can fundraise directly to meet their own needs.
The public/private partnership is essentially the approach, which has been tried
in Santa Clarita for the past eight years, with very limited success. As discussed
below, many of the difficulties are environmental, built into the system in which
the arts now function.
The real issues are more practical than philosophical. California communities
have crafted individualized means of meeting cultural arts needs; depending
on each community's unique circumstances. Building consensus and
leadership, having sufficient administrative infrastructure, and generating
funding are all practical problems to be solved. The sum total of the needs
assessment clearly Indicates that the City has reached a critical mass of success
factors which best equip it to meet these practical challenges. Conversely,
although a public/private partnership would certainly require a substantial
annual public subsidy, funding alone does not solve all these problems. Finally,
the City has already taken an interest in cultural arts development. If it chooses
to become the lead agency, the City retains the direct ability to define and
pursue the community's interests, as opposed to attempting to fulfill them at
arm's length through a private intermediary.
Option #3: Santa Clarity Valley Arts Council
The needs assessment does not indicate that the Santa Clarita Valley Arts
Council should assume a greater role in cultural leadership. The community's
current cultural needs have surpassed the organization's capacities, despite
passionate and diligent efforts on the part of its board members and volunteers.
Its programs now are not focused on the areas identified as of greatest whole -
community need, its resources and fundraising abilities are modest, and the
organization does not have the mandate of the arts community to assume
greater leadership. There have been many substantial environmental obstacles
to success, including the lack of local cultural infrastructure and funding; paid
18
City of Santa Clarita Cultural Arts Plan, Phase I
professional administrative leadership, and research and planning information
that would allow the organization to focus its energies.
Option #4: Arts Alliance or Other Private Nonprofit
The Arts Alliance has been welcomed by the arts community as a means to
begin collective action for cultural arts development, but it is not widely viewed
by interviewees as potentially capable of filling the local arts agency role itself.
Its purpose and current capacities do not indicate that it could be effective in
this role, and most of its members prefer that the City assume leadership.
Creating a new private, nonprofit organization to serve as lead agency is an
option that was also considered. Given the general analysis of the
public/private option above, it does not appear to be a feasible approach
since it does not address the fundamental question of solving the practical
problems in sustaining an effective local arts agency. .
Additional Factors Affecting the Recommendation
Comparison with other Southern California communities shows that the
governmental local arts agency is by far the most widely used and effective
solution to cultural arts development. Private arts councils are fewer in number,
weaker, generally older, and have arisen in communities with stronger, private
arts support. Santa Ciarita's relatively undeveloped infrastructure for arts support
is common in the region. Possible explanations are: The relative newness and
rapid development of Southern California cifies, geographic decentralization,
and extreme diversity. Southern California communities generally do not have
strong, unified historical infrastructure, cultural traditions, or even geographic
connection. These factors appear to help explain why there are few private
mechanisms for arts philanthropy and development and why government
action so often fills this role.
The City has already undertaken part of the role of a local arts agency through
its existing programs. Its 1995 Parks, Recreation, and Community Services Master
Plan recommended the development of additional cultural arts programs. The
needs assessment of the Master Plan documented a strong; unmet need for
cultural arts programs, including facilities. It also measured the general
magnitude of the market for attendance at special events, festival and
concerts as 17% of the population. The 1995 service area population was
estimated at 189,000, yielding a figure of 32,130 potential attendees. This figure
Wil increase due to several factors: Projected population increases (slated to
grow to a maximum of 250,000 during the decade of 2010) repeat attendance
during a given year, and the impact of marketing and education. These figures
suggest strong public demand for further cultural arts development, including a
market to support facilities development. The Master Plan also specifically
IVAI
City of Santa Clarita Cultural Arts Plan, Phase I
addressed public attitudes towards government action, public/private
partnerships, and privatization. The public clearly supported a balanced
approach to government action, with the City assuming at least a partial role in
leadership of areas such as cultural arts.
This local attitude is confirmed at the national level. ' Americans and the Arts
VII," the seventh Louis Harris national poll of Americans' arts attitudes,
documented in 1996, as it has in each of its six previous polls, overwhelming
public support for government arts funding. Seventy-five percent favor such
support on the local, state and federal levels. This study also documents a
strong, shared national belief in the value of the arts in local communities and
schools. A majority of Americans consider exposure to, and training in, the arts
to be as important as the ' three R's,' and favor shifting school funds from sports
and recreation activities to arts programs.
If the City chooses to become the local arts agency, further fiscal analysis is
required to define the costs of, and potential funding for, implementation.
However, given the clear needs and mandate for City leadership, the City has
a remarkable opportunity to take productive action. It has indications of broad,
public demand, the near -unanimous support of the arts community,
participation of a broad and representative cross-section of current arts leaders,
and a healthy skepticism about the role of government in the arts— what
government can and cannot accomplish and the unintended consequences
of concentrating further arts influence in municipal hands. The City already has
a mandate for increasing cultural arts programs and has developed a
leadership role. This does not conflict with the desire for strong, self-supporting
arts organizations, and the contributions of individual artists within the
community. The reality of arts support in the United States is that private
nonprofit arts organizations must be market -worthy to a substantial extent in
order to survive, even with government support. The City can readily focus its
activities to foster success of the most vital, market -worthy arts activities, and
giving all arts organizations an equal opportunity to develop.
3. Appropriate Local Arts Agency Role
The ' ends' of cultural arts development that the lead agency should pursue in
its role as local arts agency emerge clearly from the needs assessment. The
local arts agency's objectives should include:
Facilities research and development: The needs assessment identifies
general facilities needs of local arts organizations. The local arts
agency should identify other cultural facilities needs in the community
and develop strategies for facilities development. Possibilities include a
multi -phase approach where existing facilities are used or re -adapted
for the short-term, while a more comprehensive solution is pursued.
20
City of Santa Clarita Cultural Arts Plan, Phase I
Partnerships with schools, colleges, and private entities could also be
pursued.
Coordination, support, and promotion of local arts activities: The local
arts agency should develop programs and services that address the
non -facilities needs of the arts community, as,identified in the needs
assessment. They include: The development of a clear mission and a
strong leadership structure, promoting cooperation and coordination,
audience development and education, Increased support, and
assistance for self -development. Although specific program
development requires further cultural arts planning, some programs
and services should very likely be pursued: Joint marketing and
audience development efforts; grant -making; coordinating activities,
such as, master calendars; technical assistance; leadership forums and
development; and partnerships with educational and other non -arts
organizations.
Don't compete: The local arts agency should clearly avoid additional
producing of events, programs, and performances that duplicate or
unduly compete with existing local programs. Its role should be
supportive and complementary. Presenting and producing is unwise if
it does not serve the local arts agency's or community's needs. For
example, creating a second youth orchestra would be needlessly
competitive with the existing youth orchestra, unless it was unable to
meet a pressing future demand. On the other hand, the Cowboy
Poetry and Music Festival does not duplicate, or unduly compete with,
local arts events and must draw on outside artists to produce the
desired attendance and economic multiplier effect.
Community leadership: Strong, representative community leadership
and input is required to assure that the local arts agency understands
and responds to the priority needs of the arts community and that that
community is invested in the agency's efforts. While further study is
required into the fiscal and other impact if the City chooses to
become the lead agency, it is possible that an appointed cultural arts
commission with appropriate selection criteria is the best means to this
end. Commission selection criteria would include broad representation
of each component of the arts and arts support communities, as well
as an ability to put whole community interests ahead of one's own
affiliations.
Qualified professional staff: The experience of other communities
would generally indicate that staff with specific, relevant expertise in
arts administration, properly compensated, and (in the case of
municipal agencies) with the full support of the City's administration
are essential to effective action. As with community leadership,
specific choices about staffing will require further study.
21
City of Santa Clarlto Cultural Arts Plan, Phase I
Cultural arts planning: A comprehensive cultural arts plan that
addresses the specific local issues of cultural development and
Identifies clear community interests and goals, is required to serve as a
blueprint for implementation. If the City decides to become the lead
agency, cultural arts planning must also address the issue of structure
and hierarchy within City government.
If the City chooses to become the local arts agency, it is also essential to
recognize that the City and arts community must take responsibility together for
cultural arts development. The arts community must actively participate in the
City's efforts to more effectively fill a local arts agency role. The needs
assessment indicated a strong need for cooperation and great desire to see
cooperative action. For the City to lead effectively, local arts organizations and
other arts leaders must willingly assume their roles as appointed commissioners,
participants in City programs, and advocates for whole community action. It is
also natural that arts organizations and artists will continue to promote their own
interests. For its part, the City must always assure that there is 'something in it,
for the arts community. In short, the programs and services must be of sufficient
value to assure continued cooperation. As some interviewees mentioned,
neutrality, objectivity, and a sense of 'community -mindedness' are also
essential attitudes for both the City and its appointed commission.
22
City of Santa clarita Cultural Arts Plan, Phase I
V. Recommendations for Further Cultural Arts Planning
Continued, comprehensive cultural arts planning that builds on the conclusions
of this Plan is required for successful development and implementation of the
above Recommendations for Cultural Arts Development. If the City adopts the
recommended option, a second phase of cultural arts planning will refine the
City's role as a local arts agency and produce specific strategies in the areas of
mission and goals, programs and structure, financing, and cultural facilities. The
planning process will also seek to develop ways the arts can work together with
other community needs and interests: The business community, local colleges,
the school districts, human services, law enforcement, other non -arts agencies,
and community redevelopment.
Phase II of cultural arts planning should include the following components.
1. Strategic Planning for the City as a Local Arts Agency
Building on the needs assessment and recommended objectives, the City
should develop a three- to five-year strategic plan that defines a mission, sets
objectives and priorities, develops specific programs, addresses staffing needs
and hierarchy, and evaluates costs and financing. In addition to planning for
cultural arts needs identified by the needs assessment, this component of the
plan should also Investigate the potential for arts partnerships in non -arts sectors.
Arts partnerships could be developed to address community needs such as:
Economic development: Involving such potential partners as the City's
economic development office, the Chamber of Commerce, and
major employers
Cultural tourism: Same as above
Education: Involving the three local colleges and four school districts
Community development, redevelopment, and historic preservation:
Involving the City, community redevelopment agency, and Historical
Society
Youth development, including diversity and tolerance issues: Involving
the Boys and Girls Club and other similar agencies
Workforce readiness: Same as above
Law enforcement (for example, arts programs for youth -at -risk):
Involving the police department
Health, human services, and special populations: Involving agencies
that serve seniors and the disabled, low-income citizens and other
special populations
23
City of Santa Clarita Cultural Arts Plan, Phase I
2. Cultural Facilities
The lack of cultural facilities is documented by the needs assessment and is
viewed by virtually all interviewees as a high-priority issue. Addressing this issue
requires looking beyond the.needs of the arts community and assessing the
needs of the community as a whole with respect to cultural facilities. To do this,
and develop options for solutions, it is necessary to measure the market for
public use of cultural facilities and combine this knowledge with an
understanding of other potential users' needs.
The cultural facilities component of Phase 11 should identify whole -community
cultural facilities needs by adding two new areas to the existing assessment of
arts community needs:
Identifying facilities needs of other potential users such as local
colleges, schools, and the private sector and the potential for
partnerships, and
Researching the specific market for cultural arts programs, that is, what
types of performances the public will buy tickets to attend, when,
where, at what price, and similar information.
Phase II should also inventory existing. facilities, the specific terms of their
availability, and the limitations on their use. Once whole -community needs are
clarified, Phase II will be able to develop short- and long-term strategies for
cultural.facilities development and evaluate costs and financing.
Phase II will document a range of cultural facilities needs, encompassing
performing and visual arts venues of different sizes and configurations. Possible
strategies for cultural facilities development to be investigated include:
Facilities development by the City alone, through a public/private
partnership, or City assistance to private arts groups to meet their own
needs
A. centralized, large- or mid-sized performing arts center, employing
one or more theaters, or multiple facilities in different locations, for
different uses
A variety of locations, including existing venues and City parks
New.construction, renovation, and/or adaptive re -use
Specifics of shared use of cultural facilities
Phase II will include the use of architects with specific expertise in cultural
facilities development, as well as market researchers.
24
City of Santa Clarita Cultural Arts Plan, Phase I
A. ATTACHMENTS
1. Survey Questionnaire
Note: The entire questionnaire was administered to representatives of orfs
organizations. Arts community leaders not leading a specific arts organization
were asked questions only in Section B, Arts Community Needs and Solutions.
A. ORGANIZATIONAL OVERVIEW
Mission
Proaram Overview
When was organization
founded?
Brief description of programs
& activities
Avg. # artists
participating/year
Y.�: %,��%. .T.L•t—��"�.. er., ..rvl�i�Chn4�`.. '.Tyl i`�ihtwhr ...A,.�.^.4.i.r �3
Avg. # activities/year
Avg. paid attendance/year
Avg. paid attendance/event
Avg. total attendance (pd. &
free
Avg. ticket price
VPrn lP/Fncility
Where is your office?
Rent or inkind?r
:—.k2 aa.,, .y__.. ... ...:. � _��
Y.�: %,��%. .T.L•t—��"�.. er., ..rvl�i�Chn4�`.. '.Tyl i`�ihtwhr ...A,.�.^.4.i.r �3
Name of facility(les)
# seats
Rental?
Free use?
25
City of Santa Clarita Cuttural Arts Plan, Phase I
Staff/Volunteers
# full-time artistic staff
# paid artists
# paid full-time administrative
staff
Admissions
# part-time administrative
staff
Performance fees
# volunteer staff
Memberships
# other volunteers
Contracts for services
Finance
Total income last completed
fiscal year
Total expenses last
completedfiscal year
Admissions
Performance fees
Memberships
Contracts for services
Other earned income
Government grants
Corporate/foundation
Individual contributions
(including board
contribuflons
FR event income (net)
Fund balance (net assets) at
end of last completed fiscal
year
Was last year a typical year
financially?
How/why was it different?
Will it change significantly this
ear?
26
City of Santa Clarita Cultural Arts Plan, Phase I
Mnrlra+inn
{$QYi.iflyt4�r�,'i '`i,}- 2:itvr�rK rte n �y •"'S�rK�'4'�ui� nix ��,�
E-
•v„Q �h^lo-� ..i L M"
,.-.x Cc a3 ":,�.^.'e _ rY..�
Audience for
performances/exhibitions/ev
j
encs
t�igh+spr�an#y needs tr# arty ati f7e beton
Students/young artists
Other (describe)
f%uCl4 yt cCmEYunit]$B W133yctl4tu
e TkS±Y�`r , �' ' spp x r Y
..Y. ay,-iSr., ..• .^�•'ym'- - S.o
n.f }vSn4nv. r,W ...: h, . .<a✓A. .3x l4.uCA.�ENTt,..arJ..
Subscription brochure
Other mailers
Advertisements (newspaper,
radio
What role does word of
mouth play in your
marketing?
What other marketing tools
do you use to reach your
audiences?
Develo ment
Who is responsible for grant
writing?
Who is responsible for other
j
fundraising? _
t�igh+spr�an#y needs tr# arty ati f7e beton
(,nvernnnna
Does board meet regularly?
# active board members
How does the board assist
with fundraising?
How successful is the board in
fundraisin ?
t�igh+spr�an#y needs tr# arty ati f7e beton
Vnrrr nrnnn17nt1nn'c Naaric
What does your organization
need to better fulfill its
mission?
Prease descnbe y�rc+orgcnizanorr's
t�igh+spr�an#y needs tr# arty ati f7e beton
.al -G
Programs
27
City of Santa Clarlto Cultural Arts Pian, Phase I
Facilities/venues
Staff
Finance
Marketing
Development
Governance
Other needs
its sipf6j"—qwnt 3 S d f.. '
B. ARTS COMMUNITY NEEDS AND POTENTIAL SOLUTIONS
What does the arts
community need as a
whole?
What should the arts
community work together to
accom lish?
rfth
its sipf6j"—qwnt 3 S d f.. '
d e es h fd ifs cct
sf ? P s bltr#i x
Giving grants (grants for what
purpose?)
Facilitating joint audience
development efforts
Providing use of facilities
Producing and/or presenting
performances
Technical assistance:
consultations, workshops &
other training
Directly providing more
children's arts programs
Directly providing more adult
arts oroarams
Oi7F�Vt�ing c��fferetit eterar5ts
of
thearCnunrr # str rtg#ht'
the
Leadership forums
Partnerships with the schools
Partnerships with other non -
arts agencies
M
City of Santa Clarlta Cultural Arts Plan, Phase I
What mechanism(s) should
the arts community use to
best work together? Why?
What role can the City of
Santa Cladta play in
improving arts support?
What role can the SCV Arts
Council play in improving arts
support?
Do you have other
suggestions for how the arts,
community can work
together?
29
City of Santa Clarita Guttural Arts Plan, Phase I
2. Needs Assessment Survey Interviewees
Total Interviewees: 30
Name Affiliation
Glenna Avila
Jim Bortos*
Tim Ben Boydston*
Sue Bozman
Rick Byrum
George Caravalho
Russ Cochran
Patti Cook
Corrine Glover
Dr. Anne Hazlett
Janice H. Heidt
Marlee Lauffer
Robert Lawson
Bill Lively *
Michael Marks
Mike Millar
Sean Morgan
Sue Neiberger
Rick Putnam '
Carol Rock *
Carmen Sarro
Chris Shoemaker
Murray Siegel *
Hamilton C. Smyth
David Stears '
Larry Stein
Jim Ventres
Richard Weekiey
Dr, Mark Winger
Kmberie Wooten*
*Arts Alliance Member
California Institute of the Arts Community Partnership
SCV Concert Band
Canyon Theatre Guild
College of the Canyons
Clarita Awards
City Manager, City of Santa Clarita
SCV Arts Council
SCV Artists' Association
Santa Clarita Ballet Company
Newhall School District
Counciimember Pro Tem, City of Santa Clarita
Newhall Land and Farming
Symphony of the Canyons, SCV Youth Orchestra
SCV Arts Council
City of Santa Clarita, Cowboy Music and Poetry Festival
Musician
City of Santa Clarita
PTA Council
City of Santa Clarita
The Signal, SCV Historical Society
Canyon Theatre Guild & SCV Arts Council
SCV International Film Festival
Sound Designer
Mayor, City of Santa Clarita
Santa Clarita Repertory Theatre
Young Audiences
SCV Boys and Girls Club
SCV Poets
Newhall School District
Theatre Arts For Children
30
City of Santa Clartta Cuttural Arts Plan, Phase I
3. Arts Organizafions Assessed
Total Organizations: 20
Organization
California Institute of the Arts Community Partnership
Canyon Theatre Guild
City of Santa Clarita, Department of Parks, Recreation and Community Services
Clarita Awards
College of the Canyons*
Newhall School District*
Santa Clarita Ballet Company
Santa Clarita International Film Festival
Santa Clarito PTA Council*
Santa Clarita Repertory Theatre
Santa Clarita Valley Artists' Association
Santa Clarita Valley Arts Council
Santa Clarita Valley Boys & Girls Club
Santa Clarita Valley Concert Band
Santa Clarita Valley Historical Society
Santa Cladta Valley Poets
Santa Clarita Valley Youth Orchestra
Symphony of the Canyons
Theatre Arts for Children
Young Audiences*
*Full organizational data was not collected from these organizations because it
was not relevant to the purposes of the needs assessment.
31