HomeMy WebLinkAbout2000-01-11 - AGENDA REPORTS - LOCAL ARTS AGENCY (2)CITY OF SANTA CLARITA
AGENDA REPORT
City Manager
Item to be pre
DATE: January 11, 2000
SUBJECT: CITY OF SANTA CLARITA LOCAL ARTS AGENCY
DEPARTMENT: Parks, Recreation, and Community Services
RECOMMENDED ACTION
City Council to authorize staff to proceed with local arts agency implementation.
BACKGROUND
In January of 1999, City Council requested that the Parks and Recreation Commission
review and recommend action for the proposed local arts agency documented in the
Cultural Arts Master Plan.
The Parks and Recreation Commission received several staff reports, supported the concept
of a local arts agency, and requested that staff conduct additional research on local arts
agencies' organizational structures.
Staff conducted research on local arts agency staffing, planning, advisory capacities,
funding, programming, and leadership. Participating agencies included the cities of
Pasadena, Los Angeles, Glendale, Manhattan Beach, and state and national arts
organizations including Americans for the Arts and California Assembly of Local Arts
Agencies. The local arts agency proposal reflects the research results and outlines the need
for a local arts agency to develop and manage current and future arts needs of the Santa
Clarita Valley.
On November 4, 1999, the Parks and Recreation Commission unanimously supported the
concept, implementation, and budget of a City -housed local arts agency and requested that
staff forward the proposal to City Council.
ALTERNATIVE ACTIONS
Do not approve local arts agency proposal.
Other direction as determined by City Council.
City of Santa Clarita
Agenda Report
Page 2
FISCAL IMPACT
Implementation of this plan and appropriate expenditures will be considered as a part of
the Fiscal Year 2000-2001 budget consideration. This plan would increase operations
expenditures by $106,000 in Fiscal Year 2000-01 and by $111,250 in Fiscal Year 2001-02 (if
City adopts Public Art program). Arts agency staff would pursue grant opportunities.
ATTACHMENTS
1. Local Arts Agency Planning and Research Participants
2. Local Arts Agency Proposal
3. Local Arts Agency Research Survey
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Attachment 1
Local Arts Agency Planning and Research Participants
Survey information provided by:
City of Glendale
City of Los Angeles
City of Manhattan Beach
City of Pasadena
Pasadena Arts Council
City of San Luis Obispo
City of Whittier
City of Bellingham, WA
City of Richmond, VI
City of Savanna, GA
California Assembly of Local Arts Agencies
Americans for the Arts
Cultural Arts Master Plan Information provided by:
Americans for the Arts
California Arts Council
California Assembly of Local Arts Agencies
National Endowment of the Arts
Alex Theatre, Glendale
California Center for the Arts
Cerritos Performing Arts Center
John Anson Ford Theatre
Lancaster Performing Arts Center
Orange County Performing Arts Center
Palmdale Playhouse
City of San Luis Obispo
Santa Barbara County Bowl
Starlight Bowl, Burbank
Simi Valley Cultural Arts Center
Thousand Oaks Civic Arts Plaza
Community Leaders (25)
Arts Experts (5)
City Staff (15)
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Attachment 2
Page 1
CITY OF SANTA CLARITA
LOCAL ARTS AGENCY PROPOSAL
ROLES AND RESPONSIBILITES
The responsibilities of the City of Santa Clarita Local Arts Agency will include:
• Provide leadership and infrastructure
• Liaison to local arts organizations
• Develop arts policy and procedure
• Create strategic plan for community arts development
• Create partnerships with the arts and non -arts sectors
• Produce and present performing and visual arts events
• Advocate for federal, state, and local funding
• Administrate Art in Public Places program
• Provide opportunities in granting, board development, marketing, and fundraising
• Market local artists and agencies
• Coordinate City arts grant programs
• Create audience development project to increase community awareness
• Enhance art education opportunities in public schools
• Convene arts meetings (local and state)
N
ADVISORY BOARD
A three to five member implementation Steering Committee will be created. The Steering
Committee will eventually develop into a maximum of 11 -member Advisory Board.
Roles and Responsibilities
• Liaison between community and agency staff
• Liaison to local arts organizations
• Development and implementation of strategic plan for arts in Santa Clarita
• Policy and procedure development
• Fundraising
Advisory Board Candidates
Advisory Board candidates will include the following:
Arts
• Arts Alliance
• Independent Artist
Community
• Planning Commissioner
• Community Leader
• Member at Large
Corporate
• Local Developer
• Film Industry
Educational
• K-12
• College
Steering Committee and Advisory Board Appointments
The following process will determine seats on the implementation Steering Committee and
Advisory Board:
• Open recruitment using application process
• Positions based on applicant categories
• Review of applicants based on criteria and arts experience
• Presentation to Parks and Recreation Commission
• Recommendation to City Council
• Approval by City Council
• Advisory Board will be recruited in the same manner (up to 11 members)
*The existing approved process will fill vacancies.
Criteria
Selection of Advisory Board members will be based on the following criteria:
• Knowledge of the broad aspect of cultural arts in Santa Clarita
• Knowledge of and conceptual agreement with the adopted Cultural Arts Master Plan
• Vision for the development and enhancement of cultural arts in Santa Clarita
• Background and expertise directly related to applicant category
4
IMPLEMENTATION AND BUDGET
The following implementation plan and budget is for additional staff and programming
required for Local Arts Agency development. The figures are taken from the City's Human
Resources Department and the Cultural Arts Master Plan. Staffing and programming will
be developed in three phases over a two-year period.
PHASE I FY 2000 — 2001 July 1, 2000 — April 1, 2001
Actions
• Recruit Cultural Arts Supervisor to develop and implement Local Arts Agency.
• Recruit five -member advisory Steering Committee.
• Research policy and procedure for Local Arts Agency.
• Begin strategic planning as it relates to Cultural Arts Master Plan.
Bud et
Staff $66,000 Cultural Arts Supervisor — oversee Local Arts Agency.
O & M $40,000 Programs, technical assistance, marketing, professional
services, newsletter, printing, etc.
Budget FY 2000 — 01 $106,000
PHASE II FY 2001- 2002 April 1, 2001— July 1, 2001
Actions
• Develop Local Arts Agency policy and procedures.
• Identify and recruit entire Local Arts Agency Advisory Board (11 -member maximum).
• Determine if Art in Public Places program will be established.
• Finalize Local Arts Agency strategic plan.
Budget
Staff $56,000 Public Art and Arts Education Coordinator
$34,500 Clerical
O & M $20,750 Additional programs, marketing, printing, arts
education, public art, etc.
Budget FY 2001— 02 $111,250
*Phase II budget coincides with the implementation of a Public Art program and clerical
support. Total amount will only be necessary if the City adopts Public Art program.
PHASE III FY 2001— 2002 July 1, 2001— July 1, 2002
Actions
• Recruit Art in Public Places coordinator.
• Implement strategic plan and Cultural Arts Master Plan programs.
• Identify additional funding sources.
• Re-evaluate cultural arts facilities development.
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Attachment 3
Local Arts Agency Planning and Research Survey
The City of Santa Clarita is researching local arts agencies. We are excited about the
prospect of increasing the cultural arts sector of our community and hope that you will
share your expertise and experiences with us.
We have recently completed a Cultural Arts Master Plan and received direction from the
City Council to research what an arts agency in Santa Clarita would "look like", including
funding sources, staffing patterns, operational models, etc.
Based on your expertise and your current arts organization, we would appreciate your
answers to the questions below as they relate to your organizational implementation,
current status, and lessons learned you would like to share with us.
LOCAL ARTS AGENCY CONTACTED
(1) N
Telephone () City.
PLANNING FOR LOCAL ARTS
(2) Did you have a Cultural Arts Master Plan or Strategic plan to start your local arts
programs?
(3)
If answered yes, please give a brief description of the steps taken to proceed with
this plan
(4) If answered no, what model did you use?
(5)
What were some challenges or lessons learned?.
ORGANIZATIONAL VISION/NIISSION
(6) At its inception, did your agency have a vision and/or mission in mind?
(7) If answered yes, what is it? Is the same vision and/ or mission currently in place or
has it changed?
LEADERSHIP MODEL AND COMPOSITION
(8) Do you have any Advisory Board, Commission Board, or other model, who oversee
the local arts urograms?
(9) If answered yes, has this representation been beneficial?
(10) If answered yes, did you get external help? (For example, a consultant)
(11) If answered yes, how many are on the board or commission?
(12) If answered yes, do they have direct staff to help?
(13) If answered yes, how are board members
(14) If answered yes, how are they compensated for serving on the board or commission?
(15)
If answered yes,
how long is their term?
(16)
If answered yes,
who is on the board?
(17)
If answered yes,
whom do they represent?
(18)
If answered yes,
what is the scope of their authority?
(19) If answered yes, do they report to the City Council?
(20) If answered yes, who controls the
(21) If answered yes, would you mind sharing the estimated cost to run this board or
(22) How many staff members are responsible for local arts programs? (other than the
Advisory Board or Commission members)
(23) How many are full-time? Are they all paid staff or volunteers?
(24) Who do they report to?.
(25) Can you give a general idea of the positions they hold and a brief description of their
job responsibilities
(26) What is the pay scale for full-time staff members?
(27) How many are part-time? Are they all paid staff or volunteers?
(28) Who do they report to?
(29) Can you give a general idea of the positions they hold and a brief description of their
job responsibilities
(30) How many are seasonal? Are they all paid staff or volunteers?
(31) Whom do they report to?
(32) Can you give a general idea of the positions they hold and a brief description of their
job responsibilities
(33) Do you have clerical support?
(34) Where are your staff members "housed"? (Example: City Hall)
(35) Where does most of your funding come from for staff? (Please check all that apply
and specify what percentage)
% Donations
% Fundraisers
% General Fund
% Memberships
(36) If checked "other", please list and
% Partnerships
% Sponsorships
% Taxes
% Other
(37) What issues or challenges have you faced in regards to the structuring of staff?_
(38) The City of Santa Clarita is considering forming the art agency "in house" using
existing cultural arts staff, what would be your advicelopinion of this model?
(39) Are the following "extended fundraising" vehicles available to you? (Please circle
your answer)
Percent for art program (Public and/or private development)
Hotel/motel/liquor taxes (portions dedicated to cultural tourism)
Special tax district (downtown improvement districts)
Entertainment taxes (movies, videos, and for-profit concerts)
Municipal bonds (financing of cultural facilities
COMMUNITY/AUDIENCE FOR ARTS
Yes No
Yes No
Yes No
Yes No
Yes No
(40) What is the main audience make up of the community your agency services?
(Example: children, families, singles, retired, etc.)
(41) What type of feedback have you received from your audience?
TYPES OF ARTS/SPECIAL EVENTS OFFERED
(42) What type of local arts does your agency provide?
Public Art (sculptures, murals)
Visual Art (Museums, public/private exhibition spaces)
Performing Arts
Literary Arts
(43) What type of special events do you offer?
Arts & Crafts Fair Easter Festival
Cinco de Mayo Halloween Festival
Christmas Festival July 4' Festival
Concerts in the Parks Other
(44) If you checked "other", please list and describe specific cultural arts and special
events offered in your city.
(45) Does your agency provide educational art programs? If yes, what type?
PUBLIC ART
(46) Who oversees the Public Art
(47) How many staff members administer the Public Arts program?
(48)
Do you have a percent for the arts ordinance set up?,
(49) If yes, what percentage of the revenue generated from the percent for the arts goes
to the following?
% Funding for administration (staff)
% Funding for artists' fees (creation of art)
% Funding for conservancy (keep up)
% Funding for other arts programs
(50) What was the amount of revenue brought by the percent for the arts ordinance for
the previous fiscal year?
(51) What types of challenges have you faced when initiating and administrating the
Public Arts program?
Thank you for assisting us with information regarding your arts agency. The information
you have provided will be very beneficial in evaluating the arts offered by local agencies
May you continue to have success with all your endeavors.
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