HomeMy WebLinkAbout2009-01-13 - AGENDA REPORTS - ARTS CMSN STUDY (2)Agenda Item: i
CITY OF SANTA CLARITA
AGENDA REPORT
UNFINISHED BUSINESS City Manager Approval:
Item to be presented by:
DATE: January 13, 2009
SUBJECT: ARTS COMMISSION STUDY
DEPARTMENT: Parks, Recreation, and Community Services
RECOMMENDED ACTION
City Council provide direction to staff regarding an Arts Commission.
BACKGROUND
At the October 14, 2008, City Council meeting, Council directed staff to further research the
advantages and disadvantages of creating an Arts Commission. The Council also requested that
a report to be brought back by the first Council meeting in January 2009. The attached Arts
Leadership Report is the document the Council requested.
The report addresses two distinct questions:
1. What is the best organizational structure to lead the arts in Santa Clarita?
2. What are the goals of arts leadership for the Santa Clarita community?
The report is comprised of four sections that all address the issue of future arts leadership in
Santa Clarita:
Section 1 - History of Arts Leadership in Santa Clarita quickly surveys the past 20 years of the
arts in Santa Clarita, with an emphasis on the role of the City in those efforts. This section also
briefly describes the role of the two phases of the Cultural Arts Master Plan as it relates to the
leadership issue.
A � othnM;ssio"h 4MA d-, (,Fp ram
Section 2 - Comparable California General Law and Benchmark Cities Analysis of Arts
Leadership Structures contains information about the arts in the 20 largest general law cities in
California, and 5 other charter cities that serve as benchmark communities that Santa Clarita
utilizes for comparison purposes. This analysis includes a matrix that shows each city's current
arts leadership structure.
Section 3 - Goals of Future ArtsLeadership was primarily drawn from input from the Arts
Advisory Committee, which met on November 24 and December 15, 2008, to discuss in detail
the issue of what should be the goals for arts leadership in Santa Clarita over the next five years.
Section 4 - Options for Santa Clarita summarizes the structures from Section 2 that could be
utilized in Santa Clarita. It also analyzes those structures from a financial and resource
perspective and describes the advantages and disadvantages of each option.
Also attached to the report are the information sheets from the 25 cities analyzed; a list of the
various arts programs, projects, and events that the City of Santa Clarita has implemented since
City formation; and a copy of the Executive Summary of the Cultural Arts Master Plan Phase II,
which was adopted by the City Council in 1998. The entire Cultural Arts Master, Plan Phase II
document is available as a reading file in the City Clerk's Office.
ALTERNATIVE ACTIONS
Other actions as determined by the City Council.
FISCAL IMPACT
Depending on the recommendation of the City Council, direct fiscal impact ranges from no new
funding to up to $75,000 per year.
ATTACHMENTS
Cultural Arts Master Plan Phase II available in the City Clerk's Reading File
Arts Leadership Report - Revised 1-6-08
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TABLE OF CONTENTS.
EXECUTIVESUMMARY....................................................................................................4
Introduction, Scope and Methodology..........................................................................4
CulturalFacilities..........................................................................................................4
LocalArts Agency......................................................................................................... 8
INTRODUCTION.................................................... 11
Summaryof the Phase I Plan.......................................................................................11
Scope of the Phase II Plan...........................................................................................11
Methodology.................................................................................................1.....-::...:.12
Consultants and Acknowledgments ............................. ................................................13
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CULTURAL FACILITIES..................................................................................................14
Introduction................................................................................................................14
Cities, Cultural Facilities and Community Benefits.......................................................14
Comparable Cultural Facilities in Southern California.................................................15
Community Need for Cultural Facilities.......................................................................18
Market Study: Measuring Potential Arts Attendance.................................................19
Local Arts Organizations and Current Arts Attendance in the Santa Clarita Valley ....
Additional Need: School, College and Rental Use...................................................23
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Current Plans for Local Cultural Facilities................................................................24
Competitive Cultural Facilities....................................................................................25
Recommended Options for Cultural Facilities Solutions..............................................26
Performing and Visual Arts Center...........................................................................27
Joint Development of Cultural Facility.....................................................................30
Expand Existing Capital Grants to Local Arts Organizations
Amphitheater..........................................................................................................33
SiteOptions................................................................................................................34
Preferred Performing and Visual Arts Center Sites
Preferred Amphitheater Sites....................................................................................36
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Management ...............................................................................................................
37
Programmingand Marketing.......................................................................................37
FundingOptions.........................................................................................................38
Facility Operating Budgets..........................................................................................41
LOCALARTS AGENCY..................................................................................................43
Introduction................................................................................................................43
Methodology...........................................................................:..................................43
Definition of Local Arts Agency and Example..............................................................44
LocalArts Agency Plan...............................................................................................46
Introduction............................................................................................................46
Missionand Vision..................................................................................................46
Programs.................................................................................................................
Managementand Operations..................................................................................53
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Governance...................................................................................................54
Costs, Funding and Operating Budgets....................................................................56
Recommended Option for Lead Agency......................................................................60
ATTACHMENTS.............................................................................................................62
Tableof Recommendations.........................................................................................62
MarketStudy...............................................................................................................64
Architectural Program 72
Opinion of Probable Cost/1,000-Seat Theater..............................................................75
Opinion of Probable Cost/600-Seat Theater.................................................................76
Opinion of Probable Cost/Gallery ...............................................................................77
Opinion of Probable Cost/1,000-Seat Amphitheater....................................................78
SiteEvaluation Matrix.................................................................................................79
Potential Cultural Facility Sites Map............................................................................80
Valley Center Area/City of Santa Clarita General Plan.................................................81
Listof Interviewees.....................................................................................................82
City of Santa Clarita / Cultural Arts Master Plan
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EXECUTIVE SUMMARY
Introduction, Scope and Methodology
,V This Cultural Arts Master Plan, Phase II, completes a two-phase planning process initiated
by the City of Santa Clarita in 1997 in cooperation with the Santa Clarita Arts Alliance, a
task force of community arts and cultural leaders. The Phase I plan focused on the local
arts community and identified its specific needs. This Phase II plan focuses on the cultural
needs of the whole community and formulates plans in two areas:
a Meeting the community's need for cultural facilities.
o Planning for a local arts agency to support, promote and develop arts and
culture in the community.
The planning process emphasized careful study of Santa Clarita's specific character and
circumstances. The methodology was to assess whole community needs, examine other
communities' approaches, and develop options for solutions in Santa Clarita. Research
tools included extensive community interviews; interviews with cultural facilities in other
communities; a local market study; review of other local cultural facility plans; assessment
of potential facility sites; and a comprehensive review of relevant City materials.
Cultural Facilities
Community Benefits (page 14)
Cities frequently undertake cultural facilities development to make important gains for the
whole community. The City of Santa Clarita is clearly at a point where its involvement in
cultural facilities development is appropriate, compared with other cities. Demand now
substantially exceeds supply and there is widespread support for City involvement. Also,
cultural facilities development offers significant benefits: substantial new educational
opportunities for children and youth; growth for local arts organizations; access to the
diverse cultural offerings of local, national and international artists; enrichment of the built
environment; support for Newhall redevelopment; enhanced community pride and image;
and increased economic activity. Cultural facilities development will help attract
desirable businesses and residents to the community. The City of Santa Clarita has already
recognized the need for cultural facilities and begun to address it through support of local
arts organizations' efforts to meet their own facility needs: $250,000 in Newhall Arts
District matching grants and $350,000 in State funds for auditorium renovation.
■ Comparable Cultural Facilities in Southern California (page 15)
To provide a basis for comparison, the consultants studied 11 comparable cultural
facilities in Southern California, including several in cities with demographics similar to
Santa Clarita. The study concluded that cities are commonly involved in cultural facilities
development, operation, and ownership. Municipal leadership was an essential element
City of Santa Clarita / Cultural Arts Master Plan
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of nearly all facilities in the study. Cultural facilities are also not moneymaking ventures
and require ongoing public and private subsidy. Shared use of cultural facilities is typical
and programming is diverse, including local and touring artists, educational groups and
commercial rentals. The cultural facilities studied do not fear competition from a cultural
facility in Santa Clarita; rather they are interested in collaborations and welcome the
addition of a new partner in the field.
Community Need (page 18)
The single most significant finding of this plan is the size and breadth of the community's
need for cultural facilities, and arts and culture programs generally: the constituency
encompasses a great majority of the residents of the Santa Clarita Valley, plus people from
outside the Valley. The largest portion of the community's need for cultural facilities is
shared by the general public and the school children that will attend events. The
community will clearly support and utilize a variety of new cultural facilities. Community
need was also clearly documented in the Phase I plan. Cultural facilities were the highest
priority need, supported by the relative absence of suitable facilities for almost all local
arts organizations.
Market Study: The consultants conducted a geodemographic market study,
concluding that Santa Clarita Valley is an exceedingly strong market for the arts, an
unusual build it and they will come market. The potential for arts attendance is
at least 70,000 annually, drawing from both the Santa Clarita Valley and northern
1' San Fernando Valley. The demographic trends indicate increases in this figure over
the next five years. Local residents view the arts as more desirable than most other
leisure activities and are likely now searching the larger geographic area to
participate in arts programs they cannot attend near to home. Families with
children dominate the market, so any cultural programming, services and facilities
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should be oriented to family activities.
I oral Arts Organizations and Current Arts Attendance in the Santa Clarita Valley:
The existing audience for arts and culture in the Santa Clarita Valley, even without
sufficient cultural facilities, serves to corroborate the potential identified in the
market study. On an annual basis, local arts organizations' current total attendance
is at least 63,000, involving more than 300 performances and events. Paid
attendance is more than 33,000.
Additional N - -d: School, College and Rental Ise: While the market study focused
on potential audience, an additional measurement of need is use by local schools,
colleges and renters. Local school districts and colleges all report a need for more
cultural performing and instructional facilities. While their need far exceeds the
capacity of even the most ambitious municipal cultural facilities development plan,
all expressed specific interest in using a new cultural facility for educational
performances and other events. Rentals by local businesses, community groups,
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and film and television production would fill an unused
. p y capacity in a cultural
facility.
Current Plans for Local Cu/tura/ Facilities (page 24)
Current plans for local cultural facilities development include: Hart School District,
College of the Canyons, Masters College, Newhall Elementary School/Theatre Arts for
Children, Canyon Theater Guild, and Santa Clarita Repertory Theater. All of these plans
are valuable for meeting some portion of the community's need for cultural facilities.
However, assuming the plans are implemented, the new facilities would not significantly
address the market for arts attendance as defined in the market study. In addition, these
plans reflect the magnitude of need for educational use of cultural facilities. BbW_the_ Hart
�. District and College of the Canyons have expressed interest in exploring the possibility of
joint development, funding and use of a cultural facility with the City.
Competitive Cultural Facilities (page 25)
The Santa Clarita Valley currently has no cultural facilities close enough geographically to
compete for the arts audience with the new cultural facilities contemplated by this plan.
All of the planned local cultural facilities would be valuable additions to the cultural and
educational assets of the community. However, none is likely to serve the needs of, or
capture, the potential audience for arts attendance described in the market study because
of challenges in location, scheduling, limited stage size and technical capacity, and
parking.
Recommended Options for Cultural Facilities Solutions (page 26)
The recommended options for facility solutions are based on several fundamental
observations. The first is that the total community need is sufficiently broad to justify
municipal involvement. Second, the public constituency for cultural facilities is large
enough to suggest strong support for municipal efforts beyond what the City is already
doing. The third is that, based on the study of comparable Southern California cultural
facilities, it is not only commonplace but necessary for cities to take a leadership role in
providing cultural facilities that meet whole -community need. If municipal government is
not involved, cultural facilities that address the needs of the community are rarely
developed.
The consultants recommend three options. To best address whole community needs the
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first two options should be implemented together, then the third at a later time. The three
options are:
To build a performing and visual arts center (see page 27): Such a facility would
meet a substantial portion of the community's overall need and provide many other
community benefits. Two size facilities are presented, with an estimated total
construction cost of between $10.1 and $13.3 million. Each size would include a
theater, visual arts gallery, rehearsal studios, and administrative space. Several
potential partners have expressed interest in exploring the possibility of joint
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Site Options (page 34)
The consultants identified, toured and evaluated 15 potential sites for the performing and
visual arts center and amphitheater (page 79). Based on the potential for meeting overall
community needs, there are three preferred sites for the performing and visual arts center:
City Center/Metrolink, Town Center, and a parcel at the northeast corner of the
intersection of McBean and the 5 Freeway, between the College of the Canyons and
California Institute of the Arts campuses. There are two preferred sites for amphitheater
' development: City Center/Metrolink and Towsley Canyon.
Management, Programming and Marketing (page 37)
A private nonprofit organization should be created to manage the operations and
programs of the performing and visual arts center, with highly experienced professional
staff. A nonprofit organization would have the greatest capacity to gain contributed
income and respond to the needs of its constituents. The nonprofit will require an
ongoing, annual subsidy of approximately $300,000; which can be shared among joint
use partners. The programming of the performing and visual arts center should include a
mixture of public performances by local arts organizations and touring groups;
educational use; and commercial rentals. Marketing the performances and other events in
the performing and visual arts center will be crucial to success, including a combination of
City of Santa Clarita /Cultural Arts Master Plan
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development, funding and use of a cultural facility with the City, including College
of the Canyons, Hart District, and Newhall Land and Farming. With a joint use
arrangement, the City's share of costs would be approximately $4.43 to $6.65
million, less some amount of income from private fundraising (page 30). The City
should consider forming a cultural facilities committee with the potential partners
to explore this possibility, also including community and arts leaders.
To expand exist ing capital grants to local arts organizations (see page 32): Many
local arts organizations will continue to need their own year-round or specialized
cultural facilities. There are currently four capital campaigns for cultural facilities
in the Newhall area. Additional funding for local arts organizations, beyond the
City's existing funding, would help them meet their own facility needs and better
serve the community. It would strengthen Newhall redevelopment, although it
should not be limited to that area. This funding would address a smaller portion of
the community's overall need than a performing and visual arts center. The
estimated cost is as much as -$750,000 over a three-year period.
To build an outdoor amphitheater a : This i (see page 33) s •pt •n would meet the
smallest portion of community need but is well suited to the character of the local
audience and certain types of popular performances and events. It would be best
created only as a supplemental facility approximately three to five years after a
performing and visual arts center is successfully built and operated. The total
estimated construction cost is $2.9 million.
Site Options (page 34)
The consultants identified, toured and evaluated 15 potential sites for the performing and
visual arts center and amphitheater (page 79). Based on the potential for meeting overall
community needs, there are three preferred sites for the performing and visual arts center:
City Center/Metrolink, Town Center, and a parcel at the northeast corner of the
intersection of McBean and the 5 Freeway, between the College of the Canyons and
California Institute of the Arts campuses. There are two preferred sites for amphitheater
' development: City Center/Metrolink and Towsley Canyon.
Management, Programming and Marketing (page 37)
A private nonprofit organization should be created to manage the operations and
programs of the performing and visual arts center, with highly experienced professional
staff. A nonprofit organization would have the greatest capacity to gain contributed
income and respond to the needs of its constituents. The nonprofit will require an
ongoing, annual subsidy of approximately $300,000; which can be shared among joint
use partners. The programming of the performing and visual arts center should include a
mixture of public performances by local arts organizations and touring groups;
educational use; and commercial rentals. Marketing the performances and other events in
the performing and visual arts center will be crucial to success, including a combination of
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direct mail and print advertising, and ongoing efforts to remain visible in the media. Also,
ticket purchasing must be convenient and flexible.
Funding Options (page 38)
To finance the capital and operating costs of cultural facilities, the City should determine
' the priority of cultural facilities within its overall capital improvement program and
consider some combination of revenues from the general fund, Transient Occupancy Tax,
and bond financing. While private funds may be available in the community for some
lesser portion of total costs, this must be investigated and quantified with a fundraising
feasibility study.
Local Arts Agency
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Introduction and Methodology (page 43)
The Phase I plan identified a need for a local arts agency serving the community of Santa
Clarita. The consultants first defined characteristics of local arts agencies then developed
a plan focusing on the needs identified in Phase I. The methodology involved a review of
existing City programs; interviews with arts organizations, City staff, and potential partner
non -arts agencies. Information was gathered from the California Arts Council, the
r National Endowment for the Arts, Americans for the Arts and the California Assembly of
Local Arts Agencies. The consultants also based observations on their experiences in
planning for local arts agencies.
Definition of Loca/Arts Agency and Example (page 44)
Local arts agencies are civic entities that are formally designated by municipal
government. The agency may be a freestanding nonprofit corporation or a part of
municipal government. According to Americans for the Arts, the national service
organization for locals, there are about 3,600 local arts agencies in America.
Local arts agencies have three fundamental capacities: producing and presenting arts for
the community, providing arts services to artists and arts organizations, and engaging in
community development partnerships that employ the arts to serve the constituencies of
non -arts agencies. Local arts agencies tend to adapt in a practical manner to local
circumstances, filling gaps, addressing community needs, and accessing local revenues
sources. An example of a California local arts agency, the San Luis Obispo County Arts
Council, illustrates designation by municipal government and successful adaptation of the
three fundamental capacities to local circumstances.
Local Arts Agency Plan (page 46)
The City of Santa Clarita has a vibrant arts community and strong existing arts and culture
programs administered through its Parks, Recreation and Community Services
Department. To facilitate further development, designating a formal local arts agency is
the next and appropriate step to take. The City might choose a City -housed option by
designating its current arts and cultural programs as the local arts agency or it might
City of Santa Clarita / Cultural Arts Master Plan
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choose to create a quasi -independent nonprofit corporation; regardless there are man
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opportunities to create new programs to enhance the arts in Santa Clarita.
Mission and Current Pro : The consultants recommend that the mission
of the local arts agency be to -promote, support and develop arts and culture for
benefit of the community of the Santa Clarita Valley. Program recommendations
are based on an assessment of the City's current programs, needs identified in the
Phase I plan, and new opportunities identified in the Phase II planning process.
The City currently has a highly developed producing and presenting capacity.
Most of its resources support this capacity. Several of its programs have achieved
notable success. It is developing its arts services capacity through grantmaking and
technical assistance scholarships as well as other programs. Staff of the
Department have a strong network of personal relationships with other community
and government entities, providing significant opportunities to further establish.
community development partnerships. The City should continue its arts
programming for which it has a demonstrated record of success as well as
expertise. Formal evaluation procedures that encompass individual program goals,
measurements of success, and constituent feedback need to be established.
New Programs: The City of Santa Clarita is well underwayin increasing and
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establishing grantmaking programs. The Community Services Grants budget was
increased dramatically in the current year from $20,000 to $50,000 and the
Newhall Arts District matching grants program was established with $250,000.
These programs play a valuable role in meeting community needs and should be
continued. A further increase in the Community Services Grants budget and
creation of a category for individual artists' fellowships should be considered. As
discussed in the cultural facilities chapter, the City should also consider the
feasibility of increasing existing capital grants to local arts organizations from
$250,000 to $1 million, to better meet their capital needs.
The arts community identifies arts services as its priority and the development of
such services should be a priority for a new local arts agency. Seven of the eight
needs identified in Phase I planning deal with arts services. To address these
needs, the local arts agency should convene arts organizations; establish a
newsletter, a master arts calendar, and an artist slide registry; create technical
assistance efforts that compliment the City's existing efforts; mount advocacy
efforts; and possibly create an audience development project.
The City has taken initial steps in the area of partnerships for community
development. Share the World, A Living History, Storytelling and Special Events
serve constituents generally outside the arts audience, and have educational and
social service goals. The local arts agency should expand this capacity by
developing partnerships with other, non -arts agencies. Partnerships will extend the
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reach and impact of arts and culture programs, broaden the arts constituency, and
provide new resources.
To explore the opportunities for partnerships, Phase II planning interviewees
' included representatives from school districts, the Parent Teacher Association, the
Boys and Girls Club, the City's Economic Development Department, arts
organizations and City staff involved in the Newhall Redevelopment District, and
law enforcement agencies. All interviewees would welcome a partnership with a
local arts agency. Initial efforts should focus on arts education, youth
development, economic development, cultural tourism, redevelopment, and_I_aw
t enforcement.
Management., Staff and Governance: For s6ccessful management, the local arts
agency must engage highly qualified staff and consolidate arts and culture staff in
one area. Effective governance for a City -housed agency requires creating an
Advisory Committee; for a quasi -independent nonprofit, a board of directors.
Costs and Funding: The City's increased annual costs for creating a local arts
agency and implementing the recommendations of the agency plan are similar for
both City -housed and quasi -independent options: $276,110 for the City option
and $243,750 for the quasi -independent option in the first year. Costs decrease
slightly in the second year. The City should consider dedicating part of existing or
increased Tourist Occupancy Tax revenues to fund this expense.
Recommended Option for Lead Agency (page 60)
r Two options for lead agency were considered for a local arts agency: a City -housed
agency and a quasi -independent nonprofit organization. The consultants were aware that
the City had reservations about assuming the role of lead agency and carefully reviewed
both options. The consultants chose the City -housed option as their current
recommendation because it is clearly the better choice for successful implementation of
the local arts agency recommendations; the City can consider transferring the programs to
an outside nonprofit once they are established. The City has significant community
support for assuming the role of local arts agency; it also already has strong local arts
agency programming and the best capacity for creating new programs. A new local arts
agency within the City's Parks, Recreation and Community Services Department would
not compete with its constituent arts organizations for contributions from individuals. It
would allow for the broadest possible community representation on advisory committees
and task forces, since volunteers will not generally be expected to contribute and raise
funds. Maintaining current programs and creating new ones would enhance the City's
image and reputation for responsiveness to the community. Creating a successful
nonprofit corporation outside the City is a lengthy process that would require replicating
the City's experience and expertise in arts programming. Leadership for a local arts
agency is not evident; on the contrary, the arts community wishes the City to assume the
role.
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INTRODUCTION
This Cultural Arts Master Plan, Phase II is the outgrowth of a planning process initiated by
the City of Santa Clarita in 1997 in cooperation with the Santa Clarita Arts Alliance, a task
force of community arts and cultural leaders. The planning process began with the
creation, in December 1997, of a Phase I plan that assessed arts community needs and
made recommendations for cultural arts development. The Phase I plan also
recommended further cultural arts planning, which comprises this Phase II Plan. The
Phase I and II plans should be taken together as a whole, with the issues and nQeds___
identified in the first informing the second.
Summary of the Phase I Plan
The Phase I plan included an overview of the local nonprofit arts community and
identified its specific needs:
Facilities for the performing and visual arts.
' a A local arts agency.
Local arts organizations to work cooperatively for the benefit of the arts
community as a whole.
1 o Consensus on mission, leadership and planning for the arts community as a
whole.
' U Audience development and education.
U Increased support.
o Assistance in self -development.
In the Phase I .plan, the consultants recommended that the City assume the role of the
local arts agency and create a plan for its operation. The Phase I plan also recommended
creating a cultural facilities plan based on an understanding of the needs of the whole
community, in addition to those of the arts community.
Scope of the Phase II Plan
The Phase II planning process was based squarely on the recommendations of Phase 1
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and focused on two areas:
Planning for a local arts agency: The local arts agency is to be the lead agency
for the support, development and promotion of arts and culture in the
community. There were two, alternative lead agency options evaluated: a City -
housed agency and a quasi -independent nonprofit organization.
City of Santa Clarita / Cultural Arts Master Plan
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Methodology
The essential approach was to create local arts agency and cultural facilities plans from a
thorough understanding of the community's needs and possibilities for meeting them.
Phase I provided some information; Phase II completed the picture. The consultants
employed a variety of related research and analytic methods in the Phase II planning
rprocess. In approximate order of sequence, the consultants:
o conducted planning sessions and interviews with City staff.
Evaluated from
o Meeting the community's need for cultural facilities: While the Phase I plan
documented the arts community's need for cultural facilities, this Phase II plan
encompasses the larger community's needs, including the audience and other
potential users, such as local school districts and colleges. Equipped with a
wider picture of the community's need and the market, the consultants
developed specific options and recommendations for cultural facilities.
Methodology
The essential approach was to create local arts agency and cultural facilities plans from a
thorough understanding of the community's needs and possibilities for meeting them.
Phase I provided some information; Phase II completed the picture. The consultants
employed a variety of related research and analytic methods in the Phase II planning
rprocess. In approximate order of sequence, the consultants:
City of Santa Clarita / Cultural Arts Master Plan
Page 12
o conducted planning sessions and interviews with City staff.
Evaluated from
0 written materials the City, including relevant municipal plans
and budgets.
o Identified and evaluated current cultural facilities.
o Identified and interviewed potential partners for facilities development.
o Engaged an architectural firm with expertise in planning and developing
cultural facilities to assist with formulating facility solutions and evaluating sites.
o Identified and toured 14 potential facility sites.
U Conducted a market study to assess the potential audience for arts and culture.
For this study, the consultants engaged one of most experienced and well-
respected arts marketing firms in the U.S., ArtsMarket Consulting, Inc. The
results of the market study provided critical guidance for choosing among
possible facilities and sites.
o Refined the understanding of cultural facilities needs through interviews with
additional potential facilities users, and analysis of Phase I data on local arts
organizations.
o Interviewed and assessed a cohort of 11 comparable cultural facilities in
Southern California.
o Consulted with local arts organizations,P with special emphasis on those with
facility needs, projects or plans.
Synthesized
o and analyzed all data to formulate options for cultural facilities
development.
City of Santa Clarita / Cultural Arts Master Plan
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0 Identified and interviewed non -arts agencies as potential partners for local arts
agency programs. This step sought to expand the use and impact of the arts in
the overall community.
o Developed a plan for a local arts agency.
As these methods illustrate the options and recommendations of this Ian are based on
p p an
understanding of the market for arts and culture in the Santa Clarita Valley, the needs of
local arts organizations , the needs of other potential users, comparisons with comparable
organizations, input from the community, extensive data from the community, and the
consultants' experience with other, similar projects.
Consultants and Acknowledgments
Phase I and Phase II planning was conducted with the assistance of The Cultural+Planning
Group, with lead consultant David Plettner. In Phase II, Plettner teamed with The
Cultural+Planning Group colleagues Mark Anderson and Arthur Rieman, plus M2A
Architects and ArtsMarket Consulting.
The consultants would like to acknowledge and thank the many participants in both
Phase I and II of this planning process. Individuals inside and outside the arts community
gave generously of their time, information and opinions to assist the consultants with their
1 tasks. Santa Clarita's arts community was especially generous and helpful. In addition,
City professional and support staff have provided exemplary assistance in this process,
demonstrating a commitment to quality local government that truly responds to
community needs.
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CULTURAL FACILITIES
Introduction
This chapter discusses the community's need for, and the benefits of, cultural facilities in
Santa Clarita, and presents options for meeting that need. Cultural facilities were the
highest priority identified in Phase I planning and the City of Santa Clarita has already
begun significant efforts to address this need. The issue of cultural facilities was initially
raised by local arts organizations, however this Phase II plan shows clearly that the whole
community has an enormous unmet need and will support the City's efforts in this area.
There is a potential annual audience of 70,000 for cultural facilities, plus a large amount
of additional need for use by local schools, colleges and arts organizations. Accordingly,
the plan defines and addresses the combined needs of the whole community.
This chapter also examines how other cities in Southern California have addressed their
needs for cultural facilities; the consultants conducted a comprehensive review of 11
comparable Southern California cultural facilities. To arrive at options for Santa Clarita,
the consultants commissioned a market study that assessed the local audience for arts and
culture. They also analyzed other elements of the community's overall need and the issue
of competitive facilities. This led to options for specific cultural facilities solutions with
estimated costs. Finally, the consultants evaluated potential sites and developed
management plans, programming, operating budgets and preliminary funding options.
Cities, Cultural Facilities and Community Benefits
Cities frequently undertake cultural facilities development to make important gains for the
community. These gains can often not be realized in other ways, and work in cooperation
with other municipal efforts. At a certain point in cities' development, they often
recognize the potential benefits of cultural facilities and seek to measure the specific needs
1 and benefits. Typically, before a city becomes involved in cultural facilities, a community
starts with the individual efforts of local arts organizations and educational institutions,
which provide community benefits through their own cultural facilities and programs.
Once the demand exceeds the supply, however, cities take a civic point of view on
cultural facilities: sufficient whole community benefits can be gained to justify municipal
involvement. The City of Santa Clarita is clearly at this juncture.
The City of Santa Clarita has already recognized the need for cultural facilities and begun
to address it. In 1998 the City created a special $250,000 fund for cultural facilities in
Newhall, the Newhall Arts District matching grants program, and, in addition, is
administering $350,000 in State funds for auditorium renovation. The City's General Plan
contains long-term plans for an amphitheater to be located in Central Park and has
designated a land parcel within City Center for a possible cultural facility. These are
City of Santa Clarita / Cultural Arts Master Plan
Page 14
1
valuable steps in meeting community need and assuring a variety of benefits to the whole
community.
Cultural facilities provide important benefits for education, youth development, economic
vitality, community redevelopment, civic image, and citizen participation. One of the
most common and compelling reasons for municipalities to become involved in cultural
facilities development is to attract desirable businesses to locate in the community.
' Municipal involvement in cultural facilities also makes a statement to potential businesses
and residents that municipal government has a strong and sophisticated commitment to its
community, and offers something above -and -beyond the ordinary. Throughout this_._.__ -.--
chapter are specifics of the potential community benefits of cultural facilities development
in Santa Clarita. Examples include substantial new educational opportunities for children
and youth; opportunity and growth for local arts organizations; access to the diverse
cultural offerings of local, national and international artists; enrichment of the built
environment; support for Newhall redevelopment; enhanced community pride and image;
and increased economic activity. Cultural facilities development also works in concert
with the City's other efforts, supplementing ongoing support of education, youth
development, economic development, recreation, implementation of the General Plan,
and Newhall redevelopment.
The idea of community benefits from cultural facilities is widely shared in Santa Clarita.
Interviewees in Phase I and Phase II spoke eloquently about the educational, artistic, and
civic benefits to be gained from addressing the cultural facilities needs. This was equally
true of members of the arts community, educators, business people, and community
leaders.
Comparable Cultural Facilities in Southern California
To provide a basis for comparison, the consultants studied 11 comparable cultural
P P � P
facilities in Southern California. This evaluation validates the role of municipal
governments in cultural facilities development and helps define the norms of that role.
' The cultural facilities included several located in cities with demographics similar to Santa
Clarita. Because of their different circumstances, commercial and university -owned
cultural facilities were not included in this study. Commercial cultural facilities are much
larger and require a correspondingly broad market; they also would not address many of
the specific community needs detailed later in this chapter. University -owned cultural
facilities can rely on substantial campus subsidies and often do not serve the needs of
local arts organizations and schools. To ensure a broad picture of comparable cultural
facilities, this study included proscenium theaters as well as outdoor amphitheaters;
facilities that included museum, gallery or other visual arts space and those that do not;
and facilities recently built, those built in the first half of the century, and renovated
spaces. The facilities studied were:
City of Santa Clarita / Cultural Arts Master Plan
Page 15
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f�
Alex Theatre (Glendale) Orange County Performing Arts Center
California Center for the Arts Palmdale Playhouse
(Escondido) Santa Barbara County Bowl
Cerritos Performing Arts Center Simi Valley Cultural Arts Center
John Anson Ford Theatre (Los Starlight Bowl (Burbank)
Angeles County) Thousand Oaks Civic Arts Plaza
Lancaster Performing Arts Center
The stud concludes that cities are common) involved in cultural facilities development
Y Y p
and operation, often retaining ownership of the facilities. Municipal leadership was an- -
essential element of nearly all facilities in the study. Although it is not currently an option
in Santa Clarita, construction of cultural facilities was often financed with redevelopment
funds. Cultural facilities are also not money -making ventures and require ongoing public
and private subsidy. Shared use of cultural facilities is typical and programming is diverse,
including local and touring artists, educational groups and commercial rentals. All
cultural facilities studied do not fear competition from a cultural facility in Santa Clarita;
rather they are interested in collaborations and welcome the addition of a new partner in
the field.
The detailed findings of the comparable cultural facilities study are as follows:
o Several communities present similar demographic profiles to Santa Clarita.
Escondido, Thousand Oaks and Simi Valley all developed as commuter
communities that have sought ways to increase their tax base and promote
economic development by keeping more of their residents' spending in town.
All have a middle-class demographic.
a All of the facilities studied are municipally owned, with one exception (Orange
County Performing Arts Center).
• The great majority of facilities are operated by agencies of the municipal
governments that own them. Others are owned by independent or quasi -
independent nonprofit agencies under contract to the government -owner. One
space, the Simi Valley Cultural Arts Center, was originally operated by a private
nonprofit organization, but its operations have since been assumed by and now
is an entity of that city's municipal government.
o With two important exceptions, all of the facilities built during the last two
decades have been almost entirely financed with redevelopment funds.
However, federal redevelopment money is no longer available, and at this time
the Newhall Redevelopment District has an insufficient tax increment to fund a
cultural facility in Santa Clarita. Of the two exceptions, the California Center
for the Arts was financed by the City of Escondido out of general funds as a part
of a new civic center complex. The City of Escondido is a newer community
not unlike Santa Clarita. The other exception, the Orange County Performing
City of Santa Clarita / Cultural Arts Master Plan
Page 16
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City of Santa Clarita / Cultural Arts Master Plan
' Page 17
Arts Center, was entire) privately funded and has never had an affiliate
y p y on with
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any government body.
o Given comparable seating capacities, most facilities would consider the
possibility of block booking performers with a Santa Clarita performing arts
facility.
o With the exceptions of the Palmdale Playhouse and Lancaster Performing Arts
Center, none of the facilities define their markets as including the Santa Clarita
Valley. Even in these cases, they do not fear competition (either in audience or
acts available for booking) and even welcome it.
o The facility and environment that probably is most comparable to Santa Clarita
is that of Lancaster, with its multi -use, diversely programmed facility designed
first to meet community arts needs but also enrich its residents with performing
artists of national or international stature.
o Generally, the entity that operates the facility also programs it. The only
exceptions are those facilities that contract with rock and pop music promoters
to program and manage such events. (Santa Barbara County Bowl and
Thousand Oaks Civic Arts Plaza.)
o No performing arts facility in the study is, or expects to be, financially self-
sufficient. They are not moneymaking ventures. Operating and presenting at
any performing arts center requires a substantial and perpetual financial and
'
political commitment from the owning municipal government's city council.
Even those facilities that rely heavily on theater rentals for income require
'
significant financial support from the local government.
o Most of the facilities researched attempt to schedule a variety of types of
performances: dance, classical music, holiday and children's fare, jazz, theater
'
and popular music. They may do this with a combination of local and touring
artists, or almost entirely with touring artists.
o Many of the facilities undertake most or all of the programming themselves.
About an equal number contract with local performing arts groups, giving them
blocks of time in the theater as part of a broad programming mix.
o With the exception of three of the larger facilities (California Center for the Arts
and the Cerritos and Orange County Performing Arts Centers), all operate with a
full-time staff of.eight or less, supplemented by additional staff, technical
personnel, and volunteers for performance days. Larger facilities have a full-
time staff of from 21 to 65 employees.
o The major outdoor amphitheaters are all very large (4,500 to 5,000 seats) and
can offer limited programming at best. An exception may be the John Anson
Ford Theatre, which programs only local artists, the great majority of which are
subsidized by the Los Angeles County Arts Commission, a local arts agency.
1
City of Santa Clarita / Cultural Arts Master Plan
' Page 17
ICommunity Need for Cultural Facilities
The single most significant finding of this plan is the size and breadth of the community's
need for cultural facilities, and arts and culture programs generally. The community will
clearly support and utilize a variety of new cultural facilities. Not only is there an
enormous need for facility use by educational groups and local arts organizations, but also
a strong market for public attendance. To reach this conclusion, the consultants
commissioned a market study that assessed the potential audience for arts attendance.
They then examined current arts attendance and calculated other potential use by local
arts and educational groups.
It is also important to note that the constituency for cultural facilities encompasses a great
' majority of the residents of the entire Santa Clarita Valley, plus people from outside the
Valley. The largest portion of the community's need for cultural facilities is shared by the
public and school children who will attend events and activities.
City of Santa Clarita /Cultural Arts Master Plan
Page 18
o Those performing arts facilities that follow the common model (a range of local
I•
and touring artists) receive municipal government subsidies of between 40 and
100 percent of ticket revenue. The average subsidy among such facilities is 59
percent of ticket revenue. However, it is specious to draw any conclusions
from these figures as: some theatres report rental income within their ticket sales
line item or budget account whereas others do not; some public subsidy figures
reported include in-kind services provided by local government (e.g.,
'
landscaping, building maintenance, janitorial, etc.) while others do not record,
allocate or report such figures; and some facilities receive significant amounts of
grant and other contributed income that others do not. --
The operators of the facilities in
o examined are universal recommending to the
City of Santa Clarita that, before it embarks on the design and construction of a
performing arts center, it clearly define the purpose(s) for which the facility will
be built and its mission.
o They also recommend hiring an executive director and technical director or
consultant with recent, relevant experience, early in or prior to commencement
of the design process.
o The most successful operations developed a base of private contributors and a
cadre of volunteers early in the process.
o Operating, maintenance and capital upkeep and improvement budgets are
often more than contemplated during the design and other preliminary stages.
Therefore, competent, experienced management is essential.
o Facility use and scheduling works best when the operating entity is responsible
for these decisions, with clearly defined policies and priorities. The best
arrangements are those in which the local educational and arts users provided
input during the facility's early stages.
ICommunity Need for Cultural Facilities
The single most significant finding of this plan is the size and breadth of the community's
need for cultural facilities, and arts and culture programs generally. The community will
clearly support and utilize a variety of new cultural facilities. Not only is there an
enormous need for facility use by educational groups and local arts organizations, but also
a strong market for public attendance. To reach this conclusion, the consultants
commissioned a market study that assessed the potential audience for arts attendance.
They then examined current arts attendance and calculated other potential use by local
arts and educational groups.
It is also important to note that the constituency for cultural facilities encompasses a great
' majority of the residents of the entire Santa Clarita Valley, plus people from outside the
Valley. The largest portion of the community's need for cultural facilities is shared by the
public and school children who will attend events and activities.
City of Santa Clarita /Cultural Arts Master Plan
Page 18
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' Community need was clearly documented in the Phase I plan. Cultural facilities were the
highest priority need, supported by the relative absence of suitable facilities for almost all
local arts organizations. The few existing cultural facilities, such as California Institute of
the Arts' theaters and the Valencia High School Auditorium, were used to capacity,
unavailable for community use, or inadequate. Arts organizations' specific needs varied,
including a larger and/or better -equipped theater, a better quality of theater, venues more
available, and an exhibition space. Individual artists described the lack of, and need for,
exhibition space. In Phase II, local school districts and colleges identified further needs for
performing and instructional spaces, and a way to connect with a wider public.
The need for cultural facilities in the Santa Clarita Valley includes four components:
' 0� The audience for arts attendance: approximately 70,000 as measured in the
market study and detailed in the next section.
o Local arts organizations
11 Educational use by schools and colleges
o Rental use by businesses, community groups, and film and television
production
' The total need is corroborated by the surprising extent of current arts attendance, which
exceeds 63,000 (page 22). It is further validated by other plans for local cultural facilities
development (page 24). In sum, the community's total need for cultural facilities is clearly
greater than a single cultural facility could meet. This suggests that one or more municipal
cultural facilities would be fully utilized and that there is a strong potential for joint use
(page 30).
MarketStudy. Measuring Potentia/
Arts Attendance
The market study provided strong evidence of community need and quantified the
potential for arts attendance as at least 70,000 annually. The geodemographic study was
conducted by ArtsMarket Consulting, Inc., one of the nation's most experienced and well-
respected arts marketing firms (page 64). ArtsMarket concluded that the Santa Clarita
Valley is an exceedingly strong market for the arts, terming it an unusual "build it and they
will come" market. Because the audience for cultural facilities is defined largely by
proximity to the facility, the study analyzed the eight zip code areas that comprise the
Santa Clarita Valley. The purposes of the study were to:
a Measure the level of interest in arts and culture.
• Determine the potential for attendance.
' o Describe relevant characteristics of the market.
• Assess related factors, such as location, programming, and ticket pricing.
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City of Santa Clarita / Cultural Arts Master Plan
Page 19
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Key findings of the market study are summarized as follows:
a When the market researchers compared interest in the arts to other types of
leisure activities, they found arts more desirable than most other activities
within the majority of the marketplace. Given the way that interest in arts
activities outpaces most other activities, the market researchers would consider
this to be an unusual, "build it and they will come" market.
o Families with children dominate this market, so any cultural programming,
' services and facilities should be oriented to family activities. While in most
strong arts communities, it is the older, semi -retired Empty Nester' market that
fills the halls of arts organizations, in Santa Clarita Empty Nesters are barely in
evidence, and retirees are a much smaller group than Boomers.
1
This is an upscale, sophisticated market, but also a very busy market, without a
great deal of leisure time such as would be assumed with a larger Empty Nester
population, or a larger young professional, singles market. This will predict the
types of affiliation the market will have with the arts. Family passes,
"Empty Nester" is a term used to describe affluent families with no children living at home. It is one of 43
terms, including "Boomer," utilized in the ACORN classification system assigned to different market
segments. ACORN (A Classification of Residential Neighborhoods) was developed and is utilized by CACI
Marketing Systems for its proprietary statistical market research data applications. For more detailed
description of the ACORN segments, please see the full ArtsMarket Consulting report, page 9 etseq,
available on request from City staff.
City of Santa Clarita /Cultural Arts Master Plan
• Page 20
o The Santa Clarita Valley shows excellent potential for the development of local
arts programming and cultural facilities.
o There is virtually no portion of the market that ranks below the national average
for arts participation. The market would appear to be ready and solidly
'
interested in arts products, and is likely now searching the larger geographic
area to participate in arts programs they cannot attend near to home.
o The market researchers estimate cultural facilities in the Santa Clarita Valley
could regularly serve nearly 30 percent of the Valley's population of 181,574 in
1997 as well as draw substantial audiences from the northern San Fernando
'
Valley.
o The total potential market is conservatively estimated to be more than 70,000
annually. The market researchers estimate new cultural programming and/or
facilities could capture nearly 44,000 individuals on a single ticket/single
admission basis, and nearly 11,000 subscribers/members. This is not a huge
1
audience, but given the strength of interest, repeat visitation would be high.
Assuming a 50 percent repeat visitation rate, the total attendance could be
conservatively assumed to be more than 66,000 from within the Santa Clarita
'
Valley alone. One can add to that at least 4,000 attendees from outside the
Santa Clarita Valley.
a When the market researchers compared interest in the arts to other types of
leisure activities, they found arts more desirable than most other activities
within the majority of the marketplace. Given the way that interest in arts
activities outpaces most other activities, the market researchers would consider
this to be an unusual, "build it and they will come" market.
o Families with children dominate this market, so any cultural programming,
' services and facilities should be oriented to family activities. While in most
strong arts communities, it is the older, semi -retired Empty Nester' market that
fills the halls of arts organizations, in Santa Clarita Empty Nesters are barely in
evidence, and retirees are a much smaller group than Boomers.
1
This is an upscale, sophisticated market, but also a very busy market, without a
great deal of leisure time such as would be assumed with a larger Empty Nester
population, or a larger young professional, singles market. This will predict the
types of affiliation the market will have with the arts. Family passes,
"Empty Nester" is a term used to describe affluent families with no children living at home. It is one of 43
terms, including "Boomer," utilized in the ACORN classification system assigned to different market
segments. ACORN (A Classification of Residential Neighborhoods) was developed and is utilized by CACI
Marketing Systems for its proprietary statistical market research data applications. For more detailed
description of the ACORN segments, please see the full ArtsMarket Consulting report, page 9 etseq,
available on request from City staff.
City of Santa Clarita /Cultural Arts Master Plan
• Page 20
' It is important to underscore that the market study measures potential audience. Realizing
the potential would require skillful handling of facility type and location, programming,
marketing, and audience development. These challenges are made considerably easier,
however, by the data provided by the study; continued marketing research and expertise
City of Santa Clarita / Cultural Arts Master Plan
Page 21
memberships and flexible su
p bscriptions will be critical. Ease in single ticket
purchase will be mandatory. Cost will be less of a barrier to regular
'
participation than convenience in venue location. Ease in finding parking will
be important., Direct mail prospecting together with a mix of print media will
'
be necessary to get the message in the hands of these busy prospects.
o The family market could support 15 to 20 events a year in a relatively large hall,
plus almost weekly children's theater in a smaller venue.
'
o The adult market could support a combination of outdoor amphitheater events
and a moderate number (30 to 40) of local, touring, and booked events in an
indoor hall each year. - -
o The facility design aesthetics should be warm and welcoming, aimed at a mid -
affluence suburban and exurban market, not at the highest end of the market
within Santa Clarita. This super affluent market segment is more likely to be
affiliated with the very prominent arts organizations in Los Angeles and look to
their local facility as less prestigious, by location and probably by programming.
o One of the many encouraging findings of this study is the trend analysis
concerning population demographics. Looking ahead from the 1997 baseline
to 2002, the population of the Santa Clarita Valley is likely to become even
more arts oriented, more of an arts stronghold. Market demand will be high.
The demand for youth/family programming will be higher than at present, with
'
a substantial growth in the population under age 18. Affluence will grow, as
well, making cultural participation more financially accessible. Households
earning under $50,000 will decrease in number, while households earning
more than $50,000 and $100,000 will increase significantly. There will be a
trend of continued and growing interest in amenities associated with cultural
programs or facilities, for example, access to good restaurants and interesting
'
shopping near to cultural destinations.
o All of the sites investigated for cultural facility development offer the
opportunity to attract a good to strong audience. Of all, the City Center site
appears to be most advantageous based on its proximity to the high arts -interest
households, as well as households with children. The market researchers
drive
'
studied times areas within 5 -minutes and 20 -minutes of each proposed
site. These drive times are based on results of dozens of focus groups the
market researchers have conducted each year with arts attendees around the
'
U.S. Travel time of more than 20 minutes is typically seen as a barrier to arts
attendance for all but special occasion events.
' It is important to underscore that the market study measures potential audience. Realizing
the potential would require skillful handling of facility type and location, programming,
marketing, and audience development. These challenges are made considerably easier,
however, by the data provided by the study; continued marketing research and expertise
City of Santa Clarita / Cultural Arts Master Plan
Page 21
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would help assure success. The balance of this chapter provides additional data about
' achieving this goal.
Given the variables of skillful planning and cultural facility management, the total
potential audience of at least 70,000 measured by the market study can be translated into
various estimates of annual use of a cultural facility. This use would include performances
by local and touring arts organizations, which are ticketed public events that draw on the
' potential pool of arts attendees. Dividing the 70,000 figure into varying average sizes of
attendance for events yields a range of between 88 and 175 public performances per year.
Use of Cultural Facility by Arts Audience T
1
Average Audience
Per Performance
Number of
Performances
800
88
700
100
600
117
500
140
400
175
Use of a cultural facility would include attendance at visual arts exhibits as well as
' performances. Additionally, total arts attendance in the Santa Clarita Valley in the future
would increase beyond 70,000 with successful programming and management of new
cultural facility. Arts attendance grows in communities that have appropriate cultural
' facilities, programs that suit the audience, and effective marketing that connects the
programs to the audience.
1
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Local Arts Organizations and Current Arts Attendance in the Santa Clarita Valley
The existing audience for arts and culture in the Santa Clarita Valley, even without
sufficient cultural facilities, serves to corroborate the potential identified in the market
study. On an annual basis, local arts organizations' current total attendance is at least
63,000, involving more than 300 performances and events. Paid attendance is more than
33,000. These figures are for public events of professional caliber, including the City's
own programs. These figures exclude college and school performances, other educational
performances, workshops, and outreach activities. Including this type of activity, the total
current audience for arts and cultural would be much greater.
The typical audience for local arts organizations is currently small, approximately 200 to
300 per performance or event. However, audience size may be artificially limited by the
small size and often inadequate character of existing venues. Supporting this notion is the
fact that the venue capacity of the City's programs is greater and the per -performance arts
audience is correspondingly larger. The summer Concerts in the Parks draw an average of
more than 2,000 per concert and a total of 20,000 annually. The parks in which the
concerts are held on temporary stages have a larger, flexible audience capacity. It is also
City of Santa Clarita / Cultural Arts Master Plan
Page 22
important to note that these programs are free. The Cowboy Poetry & Music Festival, held
' in a variety of venues with relatively large audience capacity, draws approximately 10,000
over a four-day period.
According to audience data collected in Phase I, some local arts organizations have
outgrown their facilities. Several intend to expand their programming, especially if they
' have access to a better cultural facility. The consultants analyzed the audience and
performance history of local arts organizations, as well as their stated desires for use of a
new cultural facility. Their collective annual use is estimated to be 76 days, involving 43
performances. This estimate is based in most cases on a lower number of daysand--- —
performances than requested by interviewees, both to be conservative in estimating need
and to reflect the relatively small audiences that many arts organizations now have. The
' consultants anticipate that use of a new cultural facility will serve as an opportunity for
increasing audiences and undertaking new artistic projects that are not possible in current
cultural facilities.
Additional Need School, College and Rental Use
While the market study focused on potential audience, an additional measurement of
' need is use by local schools, colleges and renters. This additional use is discussed in this
section and summarized in the section beginning on page 27.
' The consultants interviewed the four local school districts and three colleges to assess their
potential for use of a cultural facility.
' School Districts Colleges
Newhall California Institute of the Arts
' Saugus Union College of the Canyons
Sulphur Springs Masters College
William S. Hart
The assessment of school districts' need includedro rams funded b PTAs which
P g Y
provide at least $75,000 annually in arts education activities, mostly at school sites.
Local school districts and colleges all report a need for more cultural performing and
instructional facilities. While their need far exceeds the capacity of even the most
ambitious municipal cultural facilities development plan, all expressed specific interest in
using a new cultural facility for educational performances and other events.
The total need for educational use of a cultural facility in the City of Santa Clarita includes
two elements: one readily estimated at the present time and one that is dependent on the
facilities development plans of the Hart District and College of the Canyons. In the first
element, the other three school districts, California Institute of the Arts, Masters College
and the PTAs are conservatively estimated to use a minimum of 50 days per year in a
City of Santa Clarita /Cultural Arts Master Plan
Page 23
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theater. Use by these organizations would almost certainly increase after the cultural
facility became better known as a resource in the community.
The second element of educational use is much greater, but is not currently quantified.
Neither the Hart District nor the College of the Canyons has yet planned all of the
specifics of their usage, although each clearly understands the order of magnitude of need.
These two organizations would certainly use a City -sponsored cultural facility, absent one
of their own. They also would use a City -sponsored cultural facility in addition to one of
their own, to satisfy overflow demand.
A final component of need is rental of the cultural facility. In the study of comparable
Southern California cultural facilities, 10 of the 11 rely on rental of the facility for a portion
of their revenue and use. The number of rentals varies among the facilities and is related
to the mission and financial needs of the facility. The rental market exists in every
community, and is used by the facility to the extent needed to supplement other uses.
Rentals can include private use by businesses, community groups, and film and television
production. It can also include events open to the public produced by an outside entity
that assumes all the financial risks of the event, such as a commercial music or theatrical
producer. The current cultural facilities in the Santa Clarita Valley are often used for
rentals, and the Santa Clarita Valley Chamber of Commerce cites a demand among its
members for this type of use. It is likely that, as in the comparable communities, the rental
market can be used to fill unused capacity in a cultural facility in the City of Santa Clarita.
Current Plans for Local Cultural Facilities
Some of the school districts, arts organizations, and colleges have plans to meet their own
needs by developing cultural facilities. All of these plans are valuable for meeting some
portion of the community's need for cultural facilities. These plans also reflect the
magnitude of need for educational use of cultural facilities. However, assuming the plans
are implemented, the new facilities would not significantly address the market for arts
attendance as defined in the market study. Some facilities would be relatively unavailable
for community use, and others face challenges in location, technical capacity, and
parking. These facilities are discussed both in this section and the following section.
These plans also offer the potential for partnerships in cultural facilities development, as
discussed on page 30. Both the Hart District and College of the Canyons have expressed
interest in exploring the possibility of joint development, funding and use of a cultural
facility with the City.
The Hart District is investigating the possibility of creating a cultural facility that would
include both instructional spaces and a theater. It also plans to reopen the Hart High
School Auditorium in Spring 1999. The Hart District estimates that its total need is larger
than the capacities of both its own proposed new cultural facility and the Hart High
School Auditorium. The other three school districts have no plans for cultural facilities
development and are focusing on other capital needs.
City of Santa Clarita / Cultural Arts Master Plan
Page 24
1
Three local arts organizations plan to renovate cultural facilities in Newhall. Theater Arts
for Children intends to renovate the Newhall Elementary School Auditorium. Canyon
' Theatre Guild and Santa Clarita Repertory Theatre plan to adapt existing buildings into
small theaters. All three arts organizations have initiated capital campaigns to finance the
cost of renovation.
College of the Canyons has planned a performing arts center that would include
instructional spaces and a theater. That plan has been approved by the Board of
' Governors. Like the Hart District, College of the Canyons projects that growth in.its_._
student population may eventually make its proposed performing arts center inadequate
for campus needs. The ability to implement the plans of both the Hart District and
College of the Canyons is largely dependent upon passage of a statewide bond measure
on the November 1998 ballot.
I Masters College is planning a new chapel that would also serve as a cultural facility for
some of its performing needs. California Institute of the Arts is currently conducting a
campaign to finance a small theater within the Disney Concert Hall in downtown Los
' Angeles.
Competitive Cultural Facilities
The Santa Clarita Valley currently has no cultural facilities that would compete for the arts
audience with the new cultural facilities contemplated by this plan. Also, none of the
planned local cultural facilities discussed in the previous section would be competition.
There are no comparable cultural facilities within the 20 -minute drive time defined as
critical by the market study. The study of comparable Southern California cultural
facilities included virtually all those within approximately a 45 -minute drive of the City of
Santa Clarita. None defined their market area to include the Santa Clarita Valley. The
' Lancaster Performing Arts Center and Palmdale Playhouse were the only ones that would
consider a cultural facility in the Santa Clarita Valley as potential competition. However,
neither opposes a cultural facility in the Santa Clarita Valley and both view it to be a
potential programming partner.
The Hart High School Auditorium, discussed in the preceding section, is scheduled to
reopen in spring 1999. It is not competition for a municipal cultural facility, but rather a
welcome addition to the cultural and educational assets of the community. Because the
Hart High School Auditorium will first serve the needs of the Hart District, it will be
' relatively unavailable for community use. Scheduling for the District's needs will be a
priority and there are other challenges of location, parking and technical capacity. As
' such, it would be impossible for this auditorium to serve the needs of, or capture, the
potential audience for arts attendance described in the market study. Although the market
study determined that the Newhall area is a desirable location in terms of drive time,
City of Santa Clarita / Cultural Arts Master Plan
Page 25
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Newhall would be less desirable than other sites for some portion of the 70,000 potential
arts attendees.
As discussed in the preceding section, the Newhall Elementary School Auditorium is the
site for a renovation plan created by Theater Arts for Children. Although there is no date
set for beginning renovation or opening that facility, Theater Arts for Children envisions a
small theater with between 349 and 599 seats, with an adjacent building for educational
' and technical use. This facility, too, would be a welcome addition to the community, but
not competition for a new municipal cultural facility. It has strong potential for helping
meeting vital community needs, but, like the Hart High School Auditorium, it would face
substantial obstacles in attempting to capture the potential audience for arts attendance'
described in the market study. Its location, limited stage size, technical capacity, and
small parking area will not meet the need of the broader community.
The renovated theaters planned by Canyon Theatre Guild and the Santa Clarita Repertory
Theatre would be used primarily by those organizations and would be valuable for their
growth and development. The theaters would be too small, however, to constitute
competition for a larger, municipal cultural facility.
Recommended Options for Cultural Facilities Solutions
' This section presents recommended options for solutions to meeting the community's
need for cultural facilities. The options are based on several fundamental observations.
The first is that the total community need is sufficiently broad to justify municipal
involvement. Second, the public constituency for cultural facilities is large enough to
suggest strong support for municipal efforts beyond what the City is already doing. The
third is that, based on the study of comparable Southern California cultural facilities, it is
' not only commonplace but necessary for cities to take a leadership role in providing
cultural facilities that meet whole -community need. If municipal government is not
involved, cultural facilities that address the needs of the community are rarely developed.
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Given these realities, the consultants have formulated three options for addressing whole
' community need that assume a leadership role on the part of the City and include a joint
use approach. To best address whole community need, the consultants recommend that
the first two options be implemented together, then the third at a later time. The three
' options are:
To build a performing and visual arts center (page 27): Such a facility would
' meet a substantial portion of the community's overall need and provide many
other community benefits. Two size facilities are presented, with an estimated
total construction cost of between $10.1 and $13.3 million. Several potential
' partners have expressed interest in exploring the possibility of joint
development, funding and use of a cultural facility with the City. With a joint
1
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use arrangement, the City's share would be approximately $4.43 to $6.65
' million, less some amount of income from private fundraising (page 30).
To expand existing capital grants to local arts organizations (page 32):
Additional funding for local arts organizations to meet their own facility needs
would address a smaller portion of the community's overall need. The
estimated cost is as much as $750,000 over a three-year period.
' To build an outdoor amphitheater (see page 33): This option would meet the
smallest portion of community need but is well suited to the audience and
certain types of popular performances and events. It would be best created as a
' supplemental facility only approximately three to five years after a perf6rming
and visual arts center is successfully built and operated. The total estimated
construction cost is $2.9 million.
Performing and Visual Arts Center
A performing and visual arts center is the most comprehensive option for meeting the
broadest community need. It would also provide many other community benefits. A
performing and visual arts center would substantially address all four components of
community need: the arts audience, local arts organizations, educational use and rental
use. It would also provide an important addition to the built environment, enhance the
community's image, generate economic activity, provide a civic meeting place, provide
new opportunities for youth development, and help attract desirable businesses and
residents.
The need for this cultural facility was calculated in terms of numbers of performances and
days of use. The need was then translated into specific facilities: a theater and a visual arts
gallery. Two size options are presented for the theater, with a rationale for recommended
' the larger option. The architectural program for the performing and visual art center is
attached on page 72.
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In translating need to actual facilities, the consultants considered that the number of some
types of performances is limited by the potential arts audience, or "what the market will
bear." Other types of use are more elastic. The first type of performance is that which
would serve the market for arts attendance, where the general public buys tickets to attend
an event in the theater. That type of performance was calculated separately, so as not to
exceed the total estimate of 70,000 arts attendees and the corresponding number of
performances. The educational and rental uses that would not be public, ticketed events
would not draw on this market for arts attendance; they were likewise calculated
separately. The cultural facility can more easily expand the educational and rental use to
fill unused days, serve educational needs, and earn rental income. Also, that need is
estimated to be much larger and more elastic than the audience for arts attendance.
City of Santa Clarita / Cultural Arts Master Plan
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Total Cultural Facility Use
Type of Use
Public
Performances
Use Days*
Performances for Arts Audience
Local Arts Organizations
43
76
Touring Groups (Presenting)
20
40
Rentals with Public Performances
25
38
Educational
172
Rentals without Public Performances
20
TOTALI
88
346
*Use Days includes estimated technical and rehearsal time.
The annual use by touring groups was estimated at 10 performances for adults and 10 for
families, acknowledging the strong family presence in the Santa Clarita Valley. This is a
reasonable starting figure from which the theater can begin building a larger audience.
The figures for the total use of the a cultural facility suggest a theater with a seating
capacity of between 600 and 1,000. Assuming a potential arts attendance of 70,000, the
figure of 88 public performances corresponds with an average audience of nearly 800
people. In reality, the audience size for a given performance depends on many factors,
such as the popularity of the event, the night of the week, season of the year, competing
events on the same night, ticket price, and the weather. Many performances are presented
for reasons other than popularity or audience size; they may be chosen to educate or
stimulate an audience. Such performances would not be expected to sell out; they will
reach smaller, more adventuresome audiences. Presenting a diverse range of
performances that meets a variety of needs and interests in the community is desirable.
This suggests that a theater should be both large and flexible to accommodate a variety of
audience sizes. While a theater with 1,800 to 2,000 seats is considered by many theaters
as the minimum size necessary to support the cost of events without subsidy, the potential
market in the Santa Clarita Valley does not support a theater of this size. Considering
these factors, and taking an average audience size of 800 as the middle of a range, the
consultants developed two options for theater size: 600 seats and 1,000 seats.
The construction cost for the entire performing and visual arts center with a 600 -seat
theater is estimated at $10.1 million, excluding land acquisition. The estimated cost for
the performing and visual arts center with a 1,000 -seat theater is $13.3 million, excluding
land acquisition. Detailed financial estimates based on standardized architectural and
construction data, derived from similar theater construction projects, are attached
beginning on page 75. Land costs will vary according to the site; some potential sites are
already owned by the City. Audience parking at the preferred sites already exists and
would be available through joint use agreements. Design and construction would require
approximately two -and -a -half to three years.
City of Santa Clarita / Cultural Arts Master Plan
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The performing and visual arts center would also include a 3,000 -square foot visual arts
gallery suitable for local exhibits, small touring exhibits, other visual arts programming and
' events such as receptions. While the general need for exhibition space was identified in
Phase 1 of the cultural planning process, it is difficult to measure the specific need. There
is little doubt, however, that a gallery space would be well -used. Local visual arts
organizations can provide exhibits of members' and other artists' work and literary groups
ican offer readings. The gallery could also serve as an educational space and a community
meeting room.
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The performing and visual arts center would have a large rehearsal studio convertible into
what is termed a small, black box performance space, suitable for informal performances,
experimental work, educational workshops and other events.
The cultural facility is not intended as a home for resident producing organizations. Its
rehearsal, shop and storage capacity would be best suited for groups that bring a
completed, or nearly completed, production ready for performance. Local performing
groups that develop and produce a season of plays or concerts would need to continue
relying on their own rehearsal and performance spaces for a portion of their producing
and performing needs.
The 1,000 -seat theater is the recommended option because its greater capacity and
flexibility outweigh h its extra cost. The smaller theater is less costly to build, and is easier
to fill for a given performance, but risks becoming too small to meet total and growing
need. The arts audience would account for a larger number of performances in the
smaller theater, but would reduce the availability of the theater for other uses.
The larger theater is more flexible in its use. The seating area would be scalable, that is,
reduced in seating capacity for smaller audiences and increased for larger audiences. The
larger theater is approximately 30 percent more expensive to build, but nearly identical in
net operating cost. An additional critical factor is educational use. Aside from the
performances that serve the arts audience, and a modest amount of rental use, the theater
would be available an estimated 172 days for daytime educational use. There is a
minimum expected educational need of 50 days from the four school districts and Masters
College, leaving 122 days. However, there is potentially enormous need from the Hart
District and College of the Canyons that would far exceed the remaining 122 days of use.
Larger size would help accommodate this need. Many types of educational use, such as
matinee performances for children during school hours, would benefit from a theater even
larger than 1,000 seats. Need for such arts educational activities almost always exceeds
availability. The same is true for many types of rental use. A larger theater, with a
scalable seating area, meets a broader range of customers' needs. Finally, a larger theater
offers more prestige, which is an important factor in building audiences.
City of Santa Clarita /Cultural Arts Master Plan
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It is important to note that the recommended option could be modified by a joint use
agreement with College of the Canyons and/or the Hart District that brings significantly
new needs and uses to the calculation of facility size and configuration. A larger, multi-
facility complex with additional education capacity might be a more appropriate overall
option. However, the data in this plan will remain relevant to future planning. It is
unlikely that a theater much larger than 1,000 seats would be feasible. The potential
market for arts attendance, and the requirements for realizing that potential, would not
change. Also, to be successful, any cultural facility solution must accommodate the needs
of touring groups and local arts organizations. Touring groups generally require an
excellent stage and technical capacity. The local arts organizations will need similar stage
and technical capacity, plus a theater that can be scaled to a size appropriate to audience
size.
In addition to the calculation of theater size, there are critical requirements of location,
access, parking, amenities, aesthetic character and image. The importance of these
characteristics to the success of the cultural facility cannot be overestimated. It must be in
a highly visible and readily accessible location, within a 20 -minute drive of the potential
arts audience, and with convenient parking. It must also be close to suitable restaurants
and inviting public spaces that enhance the overall experience of attendance. The
cultural facility must be prominent in aesthetic character, with a level of prestige that
communicates its value and importance to the community. As stated in the market study,
facility aesthetics should be warm and welcoming, but need not be formal.
FRRecommendation 1: The City should take a leadership role in building a performing and
al arts center. Two facility sizes are presented, with an estimated cost range of $10.1
13.3 million. The larger size is the recommended option.
joint Development of Cultural Facility
This recommendation is based on the premise that cultural facilities are best developed in
partnership with other parts of the community that have a need for, or interest in, cultural
facilities. A partnership is appropriate because the community need is diverse, and the
cost of cultural facilities may be prohibitive for any single entity. A partnership is more
likely to obtain diverse funding, including private sources. If a partnership does not prove
to be viable, the City can determine whether it will proceed on its own to implement some
or all of the recommended facility solutions in this plan.
The cultural facilities committee should include potential partners that expressed interest
during this planning process and would potentially provide funding or other resources for
a cultural facility. Those potential partners include:
College of the Canyons: As discussed above (page 24), the College plans to
build a performing arts center, contingent upon bond financing. A joint use
City of Santa Clarita / Cultural Arts Master Plan
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The City should also include civic leaders that represent the arts, business, City
government and the community as a whole. Civic leaders should be strategically chosen
for demonstrated leadership skills, and, when possible, access to financial and other
resources. Finally, potential major users of the cultural facility should provide input as
well: local arts organizations, California Institute of the Arts, Masters College, and the
school districts. It is possible that several members of the committee will comprise the
initial board of directors of the new facility.
Once formed, the cultural facilities committee should refine and assess their needs in light
of the findings and recommendations of this plan. They should then formulate a specific
facility solution and cost estimate. The committee will need to identify founding board
members and create a nonprofit organization to secure resources for the construction and
operation of the facility. The mission of the nonprofit will need to balance serving the
needs of several constituents:
o The audience for arts attendance
Facility joint use partners, including their educational uses
o Local arts organizations
Other educational groups
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Touring groups
To help balance these occasionally competing interests, the cultural facilities committee
should negotiate a joint use agreement that sets clear policies and priorities for use,
especially in the area of scheduling.
The cultural facilities committee should also conduct a professional fundraising feasibility
study to test fundraising goals for corporate, foundation and individual donors. It should
secure firm, initial financial commitments from the City as well as other funding partners.
City of Santa Clarita / Cultural Arts Master Plan
Page 31
facility would not necessarily need to be located on campus and would serve
not only the needs of the campus but the College's objective of increasing its
connection with the community.
Hart School District: Also discussed above (page 24), the District is interested
in building a cultural facility, in addition to the Hart Auditorium, to serve the
needs of other schools in the district. This plan is also contingent on bond
financing. The District views the possibility of joint use as a way of obtaining a
better facility for itself and the community, through partnership with other users
and funding sources.
Newhall Land Farming: The company views a cultural facility as a
o and
valuable addition to the community and is interested in participating in
planning discussions for a cultural facility. The company does not intend to be
a major funder, but may be in a position to provide other resources.
The City should also include civic leaders that represent the arts, business, City
government and the community as a whole. Civic leaders should be strategically chosen
for demonstrated leadership skills, and, when possible, access to financial and other
resources. Finally, potential major users of the cultural facility should provide input as
well: local arts organizations, California Institute of the Arts, Masters College, and the
school districts. It is possible that several members of the committee will comprise the
initial board of directors of the new facility.
Once formed, the cultural facilities committee should refine and assess their needs in light
of the findings and recommendations of this plan. They should then formulate a specific
facility solution and cost estimate. The committee will need to identify founding board
members and create a nonprofit organization to secure resources for the construction and
operation of the facility. The mission of the nonprofit will need to balance serving the
needs of several constituents:
o The audience for arts attendance
Facility joint use partners, including their educational uses
o Local arts organizations
Other educational groups
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Touring groups
To help balance these occasionally competing interests, the cultural facilities committee
should negotiate a joint use agreement that sets clear policies and priorities for use,
especially in the area of scheduling.
The cultural facilities committee should also conduct a professional fundraising feasibility
study to test fundraising goals for corporate, foundation and individual donors. It should
secure firm, initial financial commitments from the City as well as other funding partners.
City of Santa Clarita / Cultural Arts Master Plan
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These initial funding commitments will help demonstrate the viability of the cultural
facility to other donors, and will be essential to successful fundraising from private
sources.
Recommendation 2: The City should explore the potential of joint development, funding
and use of a performing and visual arts center by creating a cultural facilities committee
with the potential partners identified in the planning process.
Expand Existing Capita/ Grants to Loca/Arts Organizations I , ____
Even with a new performing and visual arts center, many local arts organizations will
continue to need their own year-round or specialized cultural facilities, although virtually
all intend to make limited use of a new performing and visual arts center. There are
currently several local arts organizations conducting capital campaigns for their own
cultural facilities in the Newhall area. The City has already created a $250,000 fund for
theater development in that area and is administering an additional $350,000 in State
funds for similar purposes. City support of these campaigns serves these organizations and
permits them to better serve the community. The consultants believe that cultural facilities
alone will not be a decisive element in achieving the goals of the City's Downtown
Newhall Revitalization Strategy. Successful redevelopment requires a broad-based effort.
Nonetheless, the addition of as many as four theaters in that area would certainly have a
positive impact on Newhall's economy and image.
The current $250,000 fund is now available on the basis of a grant application, Newhall
Arts District matching grants, that tests the feasibility of an applicant's facility plans. Based
in part on the consultants' recommendations during the Phase II planning process, staff
developed measurements of applicants' financial, fundraising and construction plans, as
well as applicants' ability to operate in their new cultural facilities. With these assurances,
the City improves the chances of success for applicants in completing their capital
campaigns and achieving the growth involved in a move to a more expensive cultural
facility. Additionally, the City avoids the risk of ownership. The City's risk and investment
is limited to its grant; the City assumes no obligation to operate a facility if a local arts
organization should fail.
To help meet the community's need for arts and culture will require more than the current
level of financial investment by the City. Given the lack of other institutional funding in
the Santa Clarita Valley, it is appropriate for the City to assume a lead role in assuring the
success of worthy, viable arts organizations involved in capital campaigns. The
consultants believe that an additional $750,000, made available over a three-year period,
would meet as much as 50 percent of the financial goals of the current campaigns. While
this increased funding would address a smaller portion of the community's overall need
than a performing and visual arts center, it would challenge local arts organizations to
secure other funding, demonstrating broad community support and a healthy mixture of
public and private monies.
City of Santa Clarita / Cultural Arts Master Plan
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In addition, the City should not restrict these capital grants to Newhall because there is no
compelling reason to limit cultural facilities development by local arts organizations to
that area. The Phase I needs assessment did not specifically identify Newhall as having
greater needs for cultural facilities, compared to other areas of the City. Assuming the
success of one or more of the current capital campaigns, Newhall may soon have an
abundance of cultural resources. Many locations outside Newhall were rated by the
market study as feasible for cultural facilities.
Recommendation 3: The City should expand existing capital grants to local arts -"
organizations to meet their own facility needs and to serve a broader area than Newhall.
Amphitheater
The consultants were asked to investigate the possibility of an amphitheater as a cultural
facility. The appeal of an amphitheater for the Santa Clarita Valley is widespread. Both
the City's General Plan and Parks, Recreation and Community Services Master Plan
envision an amphitheater. Because of the area's climate, natural beauty, and outdoor
character, an amphitheater would be especially suited to both the audience and certain
types of popular performances and events. There.is a tradition of outdoor performances in
Southern California.
An amphitheater would be well supported as a cultural facility, but would fill only a
limited portion of the community's need. An amphitheater is a niche venue that could
complement other more broadly based cultural facility solutions. As an, outdoor facility, it
would be unavailable during portions of the year, have less technical capability, and be
less suited to educational use during school hours. Thus, the recommendation is to build
an amphitheater during a second phase of cultural facilities development, three to five
years after the opening of a performing and visual arts center. The recommendation is
contingent upon the successful use of the first facility, as well as a measurement of
sufficient additional need, especially for arts attendance. The current estimated cost of an
amphitheater is $2.9 million, including site preparation but excluding land acquisition and
audience parking. The City owns the land at two of the three best sites.
The amphitheater would have a combination of fixed bench seating for approximately
1,000 people, plus a lawn to accommodate larger audiences and picnics. The stage
would include a removable shell. The architectural program for the amphitheater is on
page 72.
The location of the amphitheater is important for audience development. The geography
of the site is an additional factor, since the design assumes a natural bowl that can be
transformed into a performance facility without extensive site preparation.
1 City of Santa Clarita / Cultural Arts Master Plan
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The same nonprofit organization that manages the performing and visual arts center
should manage the amphitheater. It is impossible to provide an accurate estimate of
operating income and expenses at this time. There are significant variables of need,
competition, the touring market, and other factors that must be calculated when the
amphitheater is planned. Some aspects of the operating budget can be described,
however. The operating budget would change in size but not type. The extra costs would
be incremental, involving many of the same line items of income and expense as in the
operating budgets for the performing and visual arts' center. There would be significant
economies achieved by using the same management organization, such as a unified box
office, management and booking. Unlike the performing and visual arts center,, the_--.
amphitheater would operate only during a portion of the year. At current costs, the
amphitheater's operating expenses would presumably be substantially less than that of the
performing and visual arts center. The potential for box office income would be
somewhat comparable to the 1,000 -seat performing and visual arts center.
Newhall Land and Farming is considering developing a large amphitheater adjacent to Six
Flags Magic Mountain. Although there is no timetable for its construction, it is intended as
a major commercial venue with a seating capacity in the range of 12,000 to 15,000.
Competition for this cultural facility would be the Hollywood Bowl and the Anaheim
Pond. Assuming it is built, it will offer substantially different programming and draw on a
different attendance market than other local cultural facilities.
Recommendation 4: The City should take a leadership role in building an o:of
amphitheater in three to five years, contingent upon the successful utilizatio
performing and visual arts center. The estimated cost is $2.9 million.
Site Options
The consultants identified, toured and evaluated 15 potential sites for the performing and
visual arts center and amphitheater. Please refer to map on page 80.
For Performing and Visual Arts
Center
City Center/Metrolink
College of the Canyons
Hart High School Auditorium
McBean Parkway/5 Freeway
Newhall Elementary School
Newhall Redevelopment District
Sports Complex
Hart Mansion
Town Center
For Amphitheater
City Center/Metrolink
Central Park
Mule Farm
Panhandle
Hart Park
Towsley Canyon
City of Santa Clarita / Cultural Arts Master Plan
Page 34
The consultants applied the following criteria in selecting and rating the sites:
o Location within 20 -minute drive for arts audience
o Ease of access
Visibility
o Availability of amenities such as restaurants
Ease in parking
o Prestige and image
o For the amphitheater, suitability of site geography'
The site evaluation matrix on page 79 shows the overall ratings for the sites. Although the
choice was not a numeric one, the preferred sites were generally those that fared the best
in the ratings. Eight of the sites were specifically evaluated as part of the market study and
all eight were considered acceptable in terms of drive time. Seven additional sites were
evaluated after the market study and are all within the same approximate geographic area.
Each is presumed to be acceptably close to the arts audience. Because there is more than
one suitable site for each purpose, the evaluation of each of the preferred sites is discussed
below. If there are partners in cultural facilities development, as recommended below, it
is anticipated that specific site selection will be based on the needs and preferences of the
partners.
Preferred Performing and Visua/Arts Center Sites
There are three preferred sites for the performing and visual arts center: City Center/
Metrolink, Town Center, and a parcel at the northeast corner of the intersection of
McBean and the S Freeway, between the College of the Canyons and California Institute
of the Arts campuses. The consultants consider all three sites to be acceptable locations
for the performing and visual arts center.
1. City Center/Metro/ink. This large parcel of land is owned by the City and is
slated for future development of a new city hall. It would provide a natural link
between cultural and civic facilities. A portion of the City Center is adjacent to
the Metrolink Station, which has sufficient parking available at off -hours. City'
Center lies within the Valley Center area of the General Plan and would be
integrated into the entertainment development envisioned in that area (see map,
page 81). It is geographically central to all regions of the City. The planned
road development would assure good street access. Although there are
beautiful hilltop sites within the parcel, an ordinance prohibits hilltop
development. Probably the best sites would be on the land now occupied by
the Saugus Speedway, or across the Metrolink tracks against the hills. The
major drawback is that, other than the Metrolink Station, there is little
City of Santa Clarita / Cultural Arts Master Plan
Page 35
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development near the site. Also, the timetable for development of City Hall is
not finalized. There is risk of a cultural facility being isolated for a period of
time in this location.
2. Town Center. There are several parcels at the west end of Town Center, owned
by Newhall Land and Farming, that would provide excellent visibility, image,
amenities, and parking. Town Center is documented as a destination for 90
percent of the residents of the Santa Clarita Valley, ensuring immediate visibility
and access. Town Center also lies within the Valley Center area of the General
Plan (see map, page 81). Parking is readily available in current and planned
parking structures. Town Center has the best amenities of all sites evaluated -
and is an attractive pedestrian district with some night time use and activities.
However, a cultural facility would have to be carefully sited and designed in
relation to the overall development to be distinctive and assure sufficient
prestige. Some community residents might perceive that other locations in the
community have greater need for community services.
3. McBean Parkway/5 Freeway. This undeveloped parcel, owned by Newhall
Land and Farming, lies north of McBean Parkway and east of the 5 Freeway,
between the College of the Canyons and California Institute of the Arts
campuses. It has excellent street access. Parking is available at California
Institute of the Arts. The nearby Valencia Marketplace provides suitable
amenities. This site would facilitate some educational uses, but would also
associate the image of the cultural facility with the two campuses and perhaps
make it appear less independent and community -oriented.
Preferred Amphitheater Sites
There are two preferred sites for amphitheater development: City Center/Metro Station and
Towsley Canyon. Both sites have one or more natural bowls that would be suitable for
amphitheater development. Because of anticipated changes in the coming three to five
years, the choice between these sites should be made at such time as the City has decided
to proceed with this development.
1. City Center/Metro Station: This site has all the advantages and disadvantages
previously discussed for use as a performing and visual arts center. The
performing and visual arts center and an amphitheater could potentially both be
located on this site, although the amphitheater would need to be in one of
several natural bowls adjacent to the Metrolink tracks. Presumably, the issue of
isolation would be resolved if the performing and visual arts center were
already located at this site.
2. Tows/ey Canyon: A small portion of this site is now owned by the City, but the
land suitable for amphitheater use is owned by the Santa Monica Conservancy,
adjacent to and immediately west of the City's land. The natural bowls are on
the south side of the dirt access road. Use of this site would require negotiation
of an agreement with the Conservancy. Because it is the nearest site to the San
City of Santa Clarita / Cultural Arts Master Plan
Page 36
Fernando Valley, it would be more likely to draw additional audiences. An
undeveloped field exists that could serve as an unpaved parking area with
stacked parking. At the appropriate time, it would be necessary to check with
CEQA to determine whether, and what type of, environmental statement might
be req u i red.
Management
The consultants base their recommendation on the fact that a private nonprofit
organization will have the greatest capacity to manage the operations and programs of the
performing and visual arts center. As a private, community-based organization, a
nonprofit will have greater ability to gain contributed income and respond to the needs of
its constituents.
As shown by the operating budgets beginning on page 41, the nonprofit will require an
ongoing, annual subsidy from the facility partners of approximately $300,000. This
commitment should be in the form of a joint use and management agreement renewable
every two to three years. The parties to this agreement should be the City and other
partners that funded the capital cost of the cultural facility, including the nonprofit.
The founding board of directors of the nonprofit should include members of the cultural
facilities committee, representing the interests of both the facilities partners and the overall
community served by the facility. The nonprofit will be under the direct control of its
board of directors, and will require highly experienced professional staff under an
executive director with expertise in both cultural facilities management and performing
arts presentation. The operating budget allocates expenditures appropriate to attracting
qualified staff.
Recommendation S: The performing and visual arts center should be managed by a
private nonprofit organization created for this purpose by the cultural facilities committee
and with a permanent commitment of operating funds from partners.
Programming and Marketing
The programming of the performing and visual arts center will include a mixture of public
performances by local arts organizations and touring groups; educational use; and
commercial rentals. These uses will divide into several categories of financial relationship
with the nonprofit:
Presenting: The theater pays a performance fee to an arts organization, normally
a touring group, assumes all performance costs, and retains all box office
receipts. This is often the most expensive relationship for the theater, requiring
City of Santa Clarita / Cultural Arts Master Plan
Page 37
the highest level of subsidy. This allows the theater to provide the audience
with performances and events otherwise unavailable in the community.
Co -production: A shared -cost and shared -risk relationship. Local arts
organizations, for example, should bear some of the cost for performing in the
theater, while earning a portion of the box office receipts. The theater should
provide a negotiated amount of technical, box office, front -of -house and
marketing services for free, in exchange for a reduced rental fee and a share,
often SO percent, of the box office.
Rental: A fee is paid for use of the theater. Commercial rentals generate net
income for the facility, but nonprofit organizations and schools typically pay
lower fees to assure access to the facility. _
One programming challenge will be securing fair and sufficient access to the cultural
facility for each constituent group. The joint use agreement is the key factor in assuring
this result and establishing rules for access. An additional, specific challenge is
presenting, since it is a specialized area of programming and involves the highest level of
financial risk. To reduce the cost and risk of presenting, theaters in a region often "block
book," booking a touring group together in sequential dates. Touring groups that can
block book performance dates realize substantial cost savings for their tour and offer
discounted fees to each presenter. As previously mentioned, many of the comparable
facilities expressed interest in this possibility.
Marketing the performances and other events in the performing and visual arts center will
also be crucial to success. As the market study states, a combination of direct mail and
print advertising will be required. In addition, ticket purchasing must be very convenient
and flexible subscriptions or passes should be employed to suit the lifestyles and
preferences of the audience. The facility should strive to remain visible in the media
through a planned series of media -worthy performances and events.
Funding Options
Although there will probably be some private funds available, the City can expect to
finance a major portion of its share of cultural facilities cost within a joint use agreement.
The study of comparable cultural facilities in Southern California revealed that virtually all
were financed primarily or exclusively with municipal funding sources, often
redevelopment funds. Although federal redevelopment funds were used for some of these
facilities, these sources are no longer available. It appears that cities that make cultural
facilities a priority must find a way to allocate revenues for achieving that goal. While
private funds may be available in the community for some lesser portion of total costs, this
must be investigated and quantified with a fundraising feasibility study.
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To identify current funding options, the consultants evaluated the City's existing revenue
sources and current methods for capital financing, plus additional funding mechanisms.
The available options include:
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The estimated capital cost in 1998 dollars for the recommended 1,000 seat performing
and visual arts center is $13.3 million, plus land acquisition. Depending on the site
selected, land might be already owned by the City, donated, or purchased. Total actual
costs will need to be determined by the cultural facilities committee based on possible
joint use arrangements. Once a joint use arrangement has been defined and a site
selected, the capital cost to the City will be a negotiated amount, less than the total.
Assuming one or two additional facility partners, the cost to the City could be between
$4.43 and $6.65 million, plus land acquisition. The $4.43 to $6.65 million would
probably be offset by some amount of private fundraising. Expenses would be incurred
over at least a three-year period for design and construction.
The recommended expansion of capital grants to local arts organizations, from the current
level of $250,000 to $1 million, represents an additional $750,000 cost over three years.
The estimated $2.9 million capital cost of an amphitheater three to five years following the
opening of the performing and visual arts center would presumably increase with inflation.
This cost is subject to the same financing challenges and options as the first facility.
The annual operating subsidy for the nonprofit organization managing the performing and
visual art center would be approximately $300,000, divided among joint use partners.
With one or two additional partners, the City's share would be $100,000 to $150,000.
In total, the City's additional estimated annual expenditures for cultural facilities
development would include:
2 TOT revenues have also been recommended as an option for operating support for a local arts agency.
These revenues could be used for either or both purposes.
City of Santa Clarita / Cultural Arts Master Plan
Page 39
o Allocation of general fund revenues.
o Allocation of the existing 10 percent Transient Occupancy Tax: TOT revenues
in FY99 are budgeted at $570,000.'
o An increase in the Transient Occupancy Tax to 12 percent or 14 percent: This
increase would generate increased revenues of between approximately
$114,000 and $228,000 annually. - -
o General obligation bond: Although these bond measures are difficult to pass,
funds for a cultural facility could possibly be included in a bond measure that
had a strong chance of passage, such as for City Center development.
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The estimated capital cost in 1998 dollars for the recommended 1,000 seat performing
and visual arts center is $13.3 million, plus land acquisition. Depending on the site
selected, land might be already owned by the City, donated, or purchased. Total actual
costs will need to be determined by the cultural facilities committee based on possible
joint use arrangements. Once a joint use arrangement has been defined and a site
selected, the capital cost to the City will be a negotiated amount, less than the total.
Assuming one or two additional facility partners, the cost to the City could be between
$4.43 and $6.65 million, plus land acquisition. The $4.43 to $6.65 million would
probably be offset by some amount of private fundraising. Expenses would be incurred
over at least a three-year period for design and construction.
The recommended expansion of capital grants to local arts organizations, from the current
level of $250,000 to $1 million, represents an additional $750,000 cost over three years.
The estimated $2.9 million capital cost of an amphitheater three to five years following the
opening of the performing and visual arts center would presumably increase with inflation.
This cost is subject to the same financing challenges and options as the first facility.
The annual operating subsidy for the nonprofit organization managing the performing and
visual art center would be approximately $300,000, divided among joint use partners.
With one or two additional partners, the City's share would be $100,000 to $150,000.
In total, the City's additional estimated annual expenditures for cultural facilities
development would include:
2 TOT revenues have also been recommended as an option for operating support for a local arts agency.
These revenues could be used for either or both purposes.
City of Santa Clarita / Cultural Arts Master Plan
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Cultural facilities fund (annually for three years) $250,000
Cultural facilities management (ongoing) $100,000 to $150,000
The City's total capital costs for cultural facilities would include:
Performing and Visual Arts Center (not joint use) $13.3 million
Performing and Visual Arts Center (joint use) $$4.43 to $6.65 million
Plus land acquisition already owned, donated or purchased
Less private fundraising to be determined by feasibility study
Amphitheater $2.9 million
Recommendation 6: To finance the capital and operating costs of cultural facilities, the
City should determine the priority of cultural facilities within its overall capital
improvement program and consider some combination of revenues from the general fund,
Transient Occupancy Tax, and bond financing.
City of Santa Clarita /Cultural Arts Master Plan
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Facility Operating Budgets -
The estimated operating budget for the 1,000 -seat performing and visual arts center shows
total revenues of $791,750 and total expenses of $1,091,000. This will require a subsidy
of $299,250, shared among the facility partners. There is slightly more subsidy required
for the 600 -seat theater, $319,450, primarily because of lower box office income.
Performing and Visual Arts Center/1,000 Seats
Income
Amount Notes
Tickets
Presenting
$350,0002 0 perfs. ® 700 ® $25/avg.
Co -Productions
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$96,750 43 perfs. ® 300 ® $15 re? 50% box offices lit
Education Use Fees
$25,000 100 days ® $250
Rentals
$50,000 50 days ® $1,000/av .
Board of Directors
$50,000 annual contributions
Individual Contributions
$70,000 Includes donors at all levels; from 70,000 audience
Sponsorships
$75,000 Includes inkind
Government Grants
$50,000 California Arts Council, LA County Arts Commission
Concessions
$25,000 net of cost
Total Income
$791,750
Expenses
Staff
Executive Director
$80,000
Gallery Curator
$15,000 PT
Marketing & Development Director
$70,000 presentations, co -productions, rentals
Technical Director
$60,000
Operations/Box Office Manager
$50,000
Technical Crew
$90,000 63 performances ® 4 crew ® $20/hr. ® 16 hrs.
Front of House/Box Office
$15,000 box office staff and ushers, less volunteers
Support Staff
$60,000 2 FT
Benefits/Fringe
$110,000 @ 25%
Utilities
$80,000 $350/performance/1 50 erfs./ r.; $27,500 air cond.
Maintenance
$24,000 $2,000/month
Supplies
$12,000 $1,000/month, admin. & tech.
Insurance
$50,000 $20,000 liability & $30,000 building/contents
Marketing
$50,000 direct mail & advertising
Equipment
$10,000 repair & replacement
Professional Services
$15,000 audit & legal
Artists Fees
$300,000 20presentation's ® $15,000; adult & family series
Total Expenses
$1,091,000
Subsidy Requiredl.
$299,250
City of Santa Clarita / Cultural Arts Master Plan
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Performing and Visual Arts Center/600 Seats
Income
Amount Notes
Tickets
Presenting
$250,000 20 perfs. @ 500 @ $25/avg.
Co -Productions
$96,750 43 perfs. @ 300 @ $15 @ 50% box offices lit
Education Use Fees
$25,000 100 days @ $250
Rentals
$40,000 50 days @ $800/avg.
Board of Directors
$50,000 annual contributions
Individual Contributions
$70,000 Includes donors at all levels; from 70,000 audience
Sponsorships
$75,000Includes inkind
Government Grants
$50,000 California Arts Council, LA County Arts Commission
Concessions
$20,000 net of cost
Total Income
$676,750
Expenses
Staff
Executive Director
$75,000
Gallery Curator
$15,000 PT
Marketing & Development Director
$65,000 presentations, co -productions, rentals
Technical Director
$55,000
Operations/Box Office Manager
$45,000
Technical Crew
$90,000 63 performances @ 4 crew @ $20/hr. @ 16 hrs.
Front of House/Box Office
$15,000 box office staff and ushers, less volunteers
Support staff
$60,000 2 FT
Benefits/Fringe
$105,000 @ 25%
Utilities
$65,000 $300/perfJ150 rfs./ r.; plus $20,000 air conditioning
Maintenance
$21,600 $1,800/month
Supplies
$9,600 $800/month, admin. & tech.
Insurance
$40,000 $15,000 liability & $25,000 building/contents
Marketing
$50,000 direct mail & advertising
Equipment
$10,000 repair & replacement
Professional Services
$15,000 audit & legal
Artists Fees
$260,000 20 presentations @ $13,000; adult & family series
Total Expenses
$996,200
Subsidy R uired
$319,450
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LOCAL ARTS AGENCY
Introduction
The Phase I plan identified a need for a local arts agency serving the community of the
City of Santa Clarita. This chapter first defines the characteristics of local arts agencies and
provides an example of an agency in California. Then an agency plan is presented,
including recommendations for mission, programming, operations, funding, budgets, and
governance. The consultants also make a recommendation regarding lead agency_
Methodology
The local arts agency plan is based on the findings of the Phase I Plan, which identified
the following arts community needs:
o Facilities for performing and visual arts, including a theater and gallery space.
o Greater cooperation and coordination among arts organizations for the benefit
of the arts community as a whole.
Creation of a local arts agency, which the consultant recommended be housed
within the City government.
Development of a mission for the arts community, stronger leadership, and an
arts plan for the community.
Development of audiences through promotion of public awareness and
enhanced marketing of programs and events.
o Arts education programs.
o Increased support of arts programs through greater funding and increased
attendance.
Training and services that would assist arts managers in improving management
and development skills.
During Phase II, the consultants undertook a cultural planning process that led to the
1 formulation of this agency plan. The process involved several components in addition to a
review of the Phase I plan:
o A review of existing arts and cultural programs within the City's Parks,
Recreation and Community Services Department.
o Interviews with key representatives of the City, the arts community, the
educational community and community leaders.
Interviews with potential partner, non -arts agencies.
City of Santa Clarita / Cultural Arts Master Plan
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Integrating the local arts agency plan with the cultural facilities portion of this
plan.
Information on local arts agencies,was gathered from the California Arts Council, the
National Endowment for the Arts, Americans for the Arts and the California Assembly of
Local Arts Agencies. The consultants also based observations on their own experiences in
planning for local arts agencies.
Definition of Local Arts Agency and Example
Local arts agencies are civic entities designated by municipal government. The agency
may be a freestanding nonprofit corporation or a part of municipal government.
Traditionally local arts agencies have been geographically defined as countywide;
increasingly they are city -focused. Regardless of the legal status of a local arts agency or
its geographical definition, all have a formal relationship with the appropriate municipal
government.
According to Americans for the Arts, the national service organization for locals, there are
about 3,600 local arts agencies in America.
Local arts agencies have three fundamental capacities: producing and presenting arts, arts
services, and community development.
Producing and presenting focuses on providing an audience with arts
'. experiences.
Arts services focus directly on the arts community: artists and arts organizations.
' a Community development involves partnerships between the arts and other parts
of the community to achieve community goals, such as education, cultural
facilities development, cultural tourism, other forms of economic development,
housing, community redevelopment, transportation, and quality of life.
There is great variety in terms of mission, programs and specific revenue sources among
local arts agencies. Local arts agencies tend to adapt in a practical manner to local
circumstances, filling gaps, addressing community needs, and accessing local revenue
1 sources. Most locals are focused on arts service capacities; grantmaking is the most
common program. Locals make grants to arts organizations and frequently to individual
artists. it is common practice for grantmaking organizations to employ a peer review grant
decision-making model.
An example of local arts agency programming is that of the San Luis Obispo County Arts
Council. The San Luis Obispo County Arts Council's mission is to promote the arts
thereby enhancing the quality of life and economy of San Luis Obispo County.
City of Santa Clarita / Cultural Arts Master Plan
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In 1981, the San Luis Obispo County Board of Supervisors identified the San Luis Obispo
County Arts Council as a private, nonprofit organization to be the local arts agency. In
1983, the Arts Council established an office and became a membership organization. In
1991 a Cultural Plan was developed. A second Cultural Plan was completed in 1993.
Current programs include:
Arts Services
13 Beyond the Boundaries: a program for artists with physical disabilities.
Art in Public Places: an advocacy committee for public policy regarding -public
art.
13 Arts in Education: an advocacy committee for integrated arts in education.
SLOCAATS (San Louis Obispo County Arts Administrator Talk Sessions): a
network for arts administrators to share opportunities and challenges.
Arts Express: a quarterly newsletter, Resource Exchange, disseminates arts and
cultural news.
a Arts Directory: a countywide resource of artists and arts organizations.
13 Cultural Calendar: on-line information of arts and cultural events.
Artist's Slide Registry: a central registry of artist work in collaboration with
ARTeratives Gallery.
13 Subsidiary Program: provides fiscal agent services to arts organizations applying
for nonprofit tax exempt status.
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Community pt velopment Partnership--,
n Mental Health Arts Show — Opening Minds: a showcase for the artistic
expression of people with mental health challenges, in collaboration with
County Mental Health and the Mental Health Association.
Splash of Fine Arts: a visual arts showcase in a gallery setting in collaboration
with the Morro Bay Harbor Festival.
a Hospice Art Show: to showcase visual artists work with an audience of 2,000
through collaboration with Hospice at their annual fundraiser.
0 SMArts: a social mentoring program involving professional artists working with
non-violent juvenile offenders.
a EI Dia de los Muertos: explores the historical and cultural aspects of the heritage
of Mexico in collaboration with La Comision at Cal Poly.
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Producing and Presenting
Poetry & Pizza: school children write pizza poems that are disseminated by
pizzerias, celebrating National Poetry Month.
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Arts Day: an award celebration sponsored by EI Paso Energy Corporation to
recognize County high school students accepted to attend the California
Summer School for the Arts.
A The above example illustrates the designation of a local arts agency by municipal
government; the development of arts service, community development partnerships, and
producing and presenting capacities. It also reflects how a local adapts to meet the needs
of its constituents with available resources. If Santa Clarita creates a local arts agency, it
too would develop programming in an organic way to meet community needs with
available resources.
I Arts Agency Local g y Plan
Introduction
The City of Santa Clarita has a vibrant arts community. Like the City itself, the arts
community is young. The City also has strong arts and cultural programming through its
Parks, Recreation and Community Services Department. Establishing a formal local arts
agency is the next and appropriate step to take. Such an agency can directly assist with
' the further development of the arts community, serve individual artists, create partnerships
with other government and community entities, attract revenues that are currently not
available to Santa Clarita, and promote the arts of Santa Clarita.
' The City of Santa Clarita is well underway in increasing and establishing grantmakin
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programs, the most common programs of local arts agencies. The Community Services
Grants budget was increased dramatically in the current year from $20,000 to $50,000
and the Newhall Arts District matching grants program was established with $250,000.
The City might choose to designate its current arts and cultural programs as the local arts
agency or it might choose to create an outside nonprofit corporation; regardless there are
many opportunities to create new programs to enhance the arts in Santa Clarita.
Mission and Vision
The mission is the mechanism that provides the overall direction, inspiration, and energy
for the local arts agency. It is a key source of motivation for various stakeholders to
contribute to, or participate in, the agency. The mission will be useful in communicating
with agency stakeholders; it should be embraced by the leadership and it should be
valuable in communicating with constituents and donors. Having a clear mission was
identified as a need in Phase I.
The consultants recommend the following mission and vision statements.
The mission of the local arts agency is to promote, support and develop arts
and culture for benefit of the community of the Santa Clarita Valley.
City of Santa Clarita / Cultural Arts Master Plan
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The mission statement is broad enough to encompass all of the current and planned arts
' programming of the City, yet narrow enough to accurately reflect the purpose of the local
arts agency and the needs identified in the Phase I plan.
The vision of the local arts agency is to meaningfully address the needs of
artists, arts organizations and citizens of Santa Clarita through focused arts
services, presenting and producing, and partnerships.
The vision statement articulates the desired P
impact of the implementation of mission.
Programs -
This section contains program plans for a local arts agency, including existing City
programs and new or enhanced programs. Some programs may be initiated as soon as
funding permits. Others comprise a menu of longer-term possibilities that should be
considered in future years.
Background: Current City Programming and Arts Community Needs
Most program recommendations are in response to arts community needs identified in the
Phase I plan. Additional recommendations are reflective of opportunities identified in the
Phase II planning process.
' The City of Santa Clarita Parks, Recreation and Community Services Department has a
highly developed producing and presenting capacity. Its largest programs fall into this
category. Several of its programs have achieved notable success. It is developing its arts
services capacity through grantmaking and technical assistance scholarships. Although it
has a strong network of personal relationships with other community and government
entities, its focus on community development partnerships is mote modest.
The arts community identifies arts services as its priority and the development of such
services should be a priority for a new local arts agency. Partnerships for community
development are the subject of a separate recommendation discussed below in this
section.
The City's current arts and culture programs align well with the needs of the arts
community, serve a wide variety of constituents, and have earned the City a reputation for
effective program administration. The City should continue the operation of these
programs. Current programs are:
Producing and Presenting Arts Services
Concerts in the Parks Community Services Grants
Cowboy Poetry & Music Festival Cultural Facility Grants
Arts & Crafts Fairs The Arts Alliance
Technical Assistance Scholarships
Program Classes
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Share the World
A Living History
Special Events
Storytelling
Through these programs, the City has developed a particular expertise in producing and
presenting, considered a specialized competency in the arts field. Producing and
presenting programs serve the largest constituency, the audience for arts and culture,
primarily through the Concerts in the Parks and the Cowboy Poetry & Music Festival.
Formal evaluation procedures that encompass individual program goals, measurements of
success, and constituent feedback need to be established.
Recommendation 7: The City's current arts and culture programs are important for both
the arts community and the broader community, and should be retained. A formal
evaluation process needs to be established to make future decisions about the success of
individual programs.
Grans Programs Increases and Changes
The City currently has two grants programs: Community Services Grants and the Newhall
Arts District matching grants. The Community Services Grants budget was increased in the
current year from $20,000 to $50,000 and the Newhall Arts District matching grants
program was established with $250,000. These programs play a valuable role in meeting
community needs and should be continued. The following changes are recommended:
A continued increase in the ommunity Services Gran s budget and creation of
a cat gory for individual artists fellowships. Grants to arts organizations and
individual artists remains the fundamental method used by local arts agencies to
support arts communities. Grantmaking is the primary program of many local
arts agencies. The number and size of arts organizations and artists in the
community is likely to increase, and the current grants budget, although
growing rapidly, is still small in relation to the community's need. A separate
grants category funding art projects should be considered for individual artists.
Also, as discussed below in this section, a separate grant category might be
created for arts education, funding activities such as artist residencies and
teacher training. An appropriate goal for the Community Services Grants
program would be to eventually grow from the current $50,000 to at least $1
per capita, or approximately $150,000 for the current population of the City.
Peer review is the accepted method of grant decision-making and should be
instituted.
City of Santa Clarita / Cultural Arts Master Plan
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o If an independent agency is f,ormed, it might contract with the City to administer
the grants programs. This would allow City Council members to maintain policy
oversight but avoid the politics of grant administration. Arts organizations
should be kept informed of policies and procedures for the grants program.
o The City should consider the feasibility of increasing the Newhall Arts District
matching
Wants program from $250,000 to $1 million, to better meet the
capital needs of local arts organizations conducting facilities campaigns
throughout the community. This recommendation is discussed in detail on page
32.
Recommendation 8: The City should consider continuing to increase the budget for
Community Service Grants and creating individual artists' fellowships.
New Arts Services Programs
New programs should focus primarily on serving artists and arts organizations. By
providing arts services, the local arts agency can create an environment in which artists
and arts organizations can flourish. This will also increase their capacity to provide
programs and serve the community.
INew programs might include the following arts services:
Create an artist slide registry to promote local artists. Maintaining slides of local
artists' work is a significant service for individual visual artists. The slide library
should be accessible to individuals and businesses that wish to purchase
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o Convene arts organizations and artists quartedy to enhance a sense of
community, increase cooperation, and coordinate advocacy efforts. Assuming
the role of convenor is particularly appropriate for a local arts agency. As the
primary constituents of the agency, arts organizations should be consulted
frequently about programming. This will help to create ownership among
constituents and provide valuable feedback. It may also help to build
collegiality among organizations, creating opportunities for collaboration and
cooperation.
o Establish a quarterly newsletter to provide information and to enhance
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communication in the arts community. A newsletter can function as an effective
tool for communicating with the arts community. Providing timely information
and features about the arts will help to create a well informed arts constituency.
Fstablish a master arts calendar. Arts can inform the
p organizations arts
community about events and check dates to avoid competing with other
organizations. This is a simple but extremely valuable service for arts
organizations.
Create an artist slide registry to promote local artists. Maintaining slides of local
artists' work is a significant service for individual visual artists. The slide library
should be accessible to individuals and businesses that wish to purchase
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artwork. Creating a slide registry involves engaging an artist to catalog and
preserve the slides.
o Enhance the existing Technical ssistance Scholarship Program by providing an
expanded array of technical assistance for arts organizations in nonprofit
management areas such as facilities development, fundraising, marketing, and
board development. As arts organizations in Santa Clarita continue to grow and
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develop there will be an increased need for management expertise. Technical
assistance through skill building workshops and the use of consultants is an
excellent way to enhance expertise.
Technical Assistance on Cultural Facilities Development Several -- -
organizations are in different stages of cultural facilities development and
would benefit from gaining additional skills in planning for and examining
the feasibility of their campaigns.
Technical Assistance on Marketing and Fundraising.The level of business
support and individual philanthropy is relatively low in Santa Clarita. As a
young and fast growing community with a high commuter population and
few corporate headquarters, support and philanthropic efforts are nascent.
Developing business contributions and sponsorship and increasing
contributions from individuals is a long-term and ongoing process. All the
more reason to begin immediately to provide arts organizations with a
variety of annual fundraising workshops and with individual consultations.
Local community support can be increased by arts organizations that
present consistent and meaningful programs that benefit the community,
demonstrate community involvement, and demonstrate the relationship
between the arts and economic impact. With growth in the arts
community, competition for individual donors increases substantially. The
pool of donors must be increased to support this growth. Marketing and
fundraising workshops are essential to provide expertise to arts
organizations if the pool of donors is to expand. Workshops should be
offered to meet the differing needs of arts organizations. Topics might,
include: donor prospecting, cultivation, solicitation and communications;
donor recognition; membership; volunteerism; fundraising record keeping
and systems; direct mail solicitation; special events fundraising; and board
development and governance.
CreateiniudienceAieyebpment4xoiect to increase community awareness of
Santa Clarita arts organizations and to increase attendance. This type of project
may include: a consolidated direct mail marketing campaign; an aggressive
media campaign; an arts ticket coupon with discount admission to selected arts
events; and coordinated scheduling of performances and events to create
community -wide festivals or other themed events. As a larger -scale and more
expensive project, it should be pursued when funding is secured. The project
should provide an excellent opportunity for business sponsorship. The arts
City of Santa Clarita / Cultural Arts Master Plan
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iIn addition to arts services programs, the local arts agency should:
❑ LlldllllJI I d I UI 16. 1 CI 111 % llJdl UI l-1 Cdlll 16 dl l /ll I III r Ul/lll. r Idl.Cl r 11161A111.
Significant preliminary work has been done by the City's Planning Department
community should provide guidance for the project; it would be an excellent
discussion item for the recommended quarterly arts meetings.
❑ fundifig. Increasing
government support for the arts is a primary need for the Santa Clarita arts
community. Creating a long-term advocacy plan should be an agenda item for
expensive to administer and potentially divisive within communities. A
quarterly arts meetings. An advocacy plan should include developing
strategies, creating a consistent and convincing message, identifying appropriate
advocates by creating a task force, and communicating with appropriate
individuals and organizations. The local arts agency should join the existing
state and national arts advocacy organizations. It should also communicate
frequently with elected officials and government funders such as the National
Endowment for the Arts, the California Arts Council, and the Los Angeles Arts
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Commission. All are important prospects or sources of support for both the
agency and its constituents.
iIn addition to arts services programs, the local arts agency should:
Recommendation 9: The local arts agency should convene arts organizations; establish a
newsletter, a master arts calendar, and an artist slide registry; create technical assistance
efforts that compliment the City's existing efforts; mount advocacy efforts; and possibly
create an audience development project.
Program Partnerships for Community Development
The City has taken initial steps in the area of partnerships for community development.
Share the World, A Living History, Storytelling and Special Events serve constituents
generally outside the arts audience, and have educational and social service goals. The
local arts agency should expand this capacity by developing partnerships with other, non -
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❑ LlldllllJI I d I UI 16. 1 CI 111 % llJdl UI l-1 Cdlll 16 dl l /ll I III r Ul/lll. r Idl.Cl r 11161A111.
Significant preliminary work has been done by the City's Planning Department
to explore the nature of public art programs. However, the consultants do not
recommend that the City establish a public art program at this time. This
program was not identified as a priority need in the Phase I planning effort.
Moreover, public art programs involve significant risk since they are complex,
expensive to administer and potentially divisive within communities. A
successful public art program requires a dedicated staff member, extensive
professional consultations, and a specialized planning effort. Often the
audience may require extensive preparation to appreciate and enjoy the
artwork. Although enhancing the City's image and built environment are
commendable goals, creating a public art program should be postponed until
appropriate resources and expertise are in place to achieve the highest quality
art work that is meaningful to its audience.
Recommendation 9: The local arts agency should convene arts organizations; establish a
newsletter, a master arts calendar, and an artist slide registry; create technical assistance
efforts that compliment the City's existing efforts; mount advocacy efforts; and possibly
create an audience development project.
Program Partnerships for Community Development
The City has taken initial steps in the area of partnerships for community development.
Share the World, A Living History, Storytelling and Special Events serve constituents
generally outside the arts audience, and have educational and social service goals. The
local arts agency should expand this capacity by developing partnerships with other, non -
City of Santa Clarita / Cultural Arts Master Plan
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arts agencies. Partnerships will extend the reach and impact of arts and culture programs,
broaden the constituency for the arts, and provide new resources. The expense of
partnerships should normally be shared among all partners. Through interviews with
potential program partners in the community, as well as comparison with other local arts
' agencies, the consultants identified several partnership possibilities. Most will involve
connecting non -arts agencies with arts resources. Several involve the possibility of artist in
residence programs, for which specific funding is available from the California Arts
Council. What follows is a menu of partnership opportunities that should be explored and
established when the time is appropriate and resources are available.
o Arts Education: The local arts agency should assist school districts and Parent
Teacher Associations in enhancing arts education programming in public
schools. The local arts agency should create a standing committee composed of
educators, arts administrators, PTAs and artists to share information about arts
programs and develop specific program possibilities. Representatives of four
local school districts were interviewed to identify opportunities to develop
partnerships. All four were enthusiastic about partnering with a local arts
agency. There is significant need for additional arts education to introduce
young people to the arts and to provide them with basic skills training in the
arts. Ideas for partnerships involve improving and establishing a variety of arts
education programs. Consultants recommend creating a separate arts education
grants program category to support artist residencies and teacher training.
' School district representatives generated the following ideas and needs: creating
a roster of local artists and arts organizations that provide arts education
programs; creating performing groups for children; providing opportunities for
children to attend performances; enhancing existing arts education efforts
through teacher training and artist residencies; and providing opportunities for
performing and visual arts training.
Youth Development: The local arts agency should pursue the possibility of
' partnering with the Boys and Girls Club in youth development programs. Ideas
for partnering include connecting local artists and arts organizations with the
Boys and Girls Club for arts workshops; developing new arts classes and
performing groups; developing a youth mural program; and arts field trips.
Fronomic Development and Cultural Tourism: The local arts agency should
continue developing the Cowboy Poetry & Music Festival and explore the
creation of a second festival. Festivals are an excellent tool for both economic
impact and cultural tourism. A 1994 economic impact study of the arts,
' commissioned by the California Arts Council, documented that festivals
generate an average of $11 in economic activity for each $1 of cost. The City
has documented the economic impact of the Cowboy Poetry & Music Festival;
' in 1997 it generated $750,000 in spending by attendees with a net cost to the
City of less than $100,000. The Festival drew more than 70 percent of its
attendees from outside the City. The consultants agree with City staff's
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suggestion to explore the creation of a second festival, perhaps in partnership
with the Santa Clarita Marathon and/or the Santa Clarita International Film
Festival. Other potential partners include the City's tourism staff; local hotels,
motels and restaurants; the Chamber of Commerce; and the Los Angeles County
Arts Commission's statewide cultural tourism program.
Redevelopment: As discussed on page 32, the City should consider expanding
its cultural facilities fund, currently targeted at the Newhall Redevelopment
District. By providing capital grants to local arts organizations, the City can be a
partner in bringing significant new cultural resources to the redevelopment
district as well as other locations.
Law Fnforcement: Law enforcement agencies in Santa Clarita have many
programs focused on community safety and youth. Such programs as the Los
Angeles County Sheriff's Departments Zero Tolerance Graffiti and the Santa
Clarita Anti -Gang task force lend themselves particularly well to arts
partnerships: engaging youth to work with a graffiti artist or muralist could be a
strategy in reducing destructive graffiti and in reaching gang members in a
positive manner. Artists in residence frequently work with an incarcerated
population to teach writing, poetry as well as other artistic activities designed to
elicit self-examination and decrease recidivism. An artist could assist in
designing posters and pamphlets for law enforcement agencies to better reach
targeted audiences.
Recommendation 10: The local arts agency should develop partnerships with other, non -
arts agencies for community development programs. Initial efforts should focus on arts
education, youth development, economic development, cultural tourism, redevelopment,
and law enforcement.
Management and Operations
This section contains key steps necessary for successful management and operation of the
of a local arts agency within the City of Santa Clarita municipal government.
o Engage appropriaT to staff. In the near-term, two full-time positions need to be
created: a professional and clerical/support. Existing arts and culture staff
should be consolidated into one area. A highly qualified individual with
demonstrated leadership and substantial arts management experience should be
sought for the supervisor position. In the longer-term, depending upon
programming choices, it will be necessary to add staff for Arts Education, Art in
Public Places and Cultural Tourism programs.
a Develop procedures to implement the plan. The City should establish a task
force to review the plan, select priorities, examine financial constraints, develop
City of Santa Clarita / Cultural Arts Master Plan
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a specific implementation effort and make recommendations to the City
Council.
0 Cultural Facilities Development and Managemen . Neither the City nor the Kcal
arts agency should assume responsibility for cultural facilities development and
management. This area is sufficiently distinct and specialized to require a
separate entity with the specific expertise needed.
' 0 Engage volunteers. Creating a small and efficient volunteer pool will be
valuable in reducing operating costs. Volunteers could assist in maintaining the
slide registry, in producing the newsletter, and in maintaining the master arts
calendar. Volunteers will also be needed for peer review panels and other ---
advisory groups.
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Should the City choose to create an outside, quasi -independent nonprofit and designate it
as the local arts agency, it will need to consider the following:
0 Establish a board of directors and create a nonprofit corporation. Establishing a
productive board of directors is of critical importance in creating a successful
local arts agency. Starting with a small board and expanding the number of
board members over time is a good strategy for success. Identifying leadership
and individuals with access to resources must be balanced with appropriate
representation from the constituency. A nonprofit corporation should be
created with pro bono legal assistance if possible. See discussion of
governance, below in this section.
' o
Engage appropriate staff. Consultants recommend that the local arts agency be
created with a full-time executive director and a full-time assistant. A highly
qualified individual with demonstrated leadership and substantial arts
' management experience should be sought for the executive director position.
As additional programs are developed, additional staff will be necessary.
o Develop procedures to implement th -plan. The board of directors should
review the plan, select priorities, examine financial constraints, and develop a
specific implementation effort.
' o
Engage volunteers. Creating a small and efficient volunteer pool will be
valuable in reducing operating costs. Volunteers could assist in maintaining the
slide registry, in producing the newsletter, and in maintaining the master arts
calendar. Volunteers will also be needed for peer review panels and other
advisory groups.
IGovernance
If the City of Santa Clarita chooses to t:reate an internal local arts agency it should
consider creating an Advisory Committee of seven to eleven members to connect the local
arts agency with the broader community and to assist in evaluating programs. Before
convening this Advisory Committee it will be necessary to:
City of Santa Clarita / Cultural Arts Master Plan
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a Identify the appropriate composition of the Advisory Committee. Choices may
include arts, government, business, community leadership, educational
institutions, and arts patrons. It may be appropriate to ensure representation
' from each Council district.
o Determine the appropriate size of the Advisory Committee. It should be as
small as possible within the context of ensuring adequate constituent
representation and expertise.
o Identify leadership. Securing strong volunteer leadership will help ensure an
Advisory Committee that assumes responsibilities and works in unison.
Determine outside expertise needed. The local arts agency may need expertise
in such areas as advocacy, planning, arts education and cultural tourism and
other specific programs.
o Define roles and responsibilities. Expectations about meeting attendance and
terms of office should be in writing and communicated to Advisory Committee
candidates.
If the City chooses to establish an independent nonprofit organization, it must engage a
volunteer board of directors. Issues to be addressed in establishing a board include:
a Bylaws. Bylaws should be as simple and flexible as possible so governance is
not cumbersome. Members of the board should be self -electing.
a Board composition. Representation from various constituents is essential.
o Board size. The board should be as small as possible within the context of
' ensuring adequate constituent representation and expertise. A smaller board
will be easier to manage in the initial development of the corporation. In the
longer-term, board development strategies may include expanding the board to
gain additional fundraising relationships.
o Leadership. Securing volunteer leaders with demonstrated nonprofit leadership
' skills will help ensure a board that assumes responsibilities and works in unison.
Expertise. The agency will need legal, accounting, arts management,
fundraising, and program expertise.
o Board roles and responsibilities. Expectations about contributions, fundraising,
meeting attendance, committee participation, and terms of office should be in
' writing and communicated to board candidates.
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Costs, Funding and Operating Budgets
Costs
The City's annual costs for implementing the recommendations of this plan are detailed in
this section. These costs are for increases above current City spending on arts and culture.
As discussed in the next section, in the first year of implementation the net cost of
operating a local arts agency would be $176,110 for the City -housed option and
$143,750 for the quasi -independent option. These costs will decrease slightly in the
second year of implementation. An increase in the Community Services Grants budget to
a $1 per capita level would involve $100,000 in new spending.
Net operating cost of local arts agency $143,750 to $176,110
Increased granLs
ts-budgetper capita I) $ I ()n,Qnn
Total $243,750 to $276,110
Funding
Hotel/motel taxes are one of the most common forms of municipal arts support in the U.S.
Currently, the increasing gross hotel/motel sales in Santa Clarita are projected to be $5.7
million. With a tax rate of 10 percent, this will provide the City with revenues of
$570,000. Dedicating a portion of existing revenues or growth in revenues to a local arts
agency appears to be a viable scenario. An alternative would be to increase the tax rate
and dedicate the proceeds to the arts. Increasing the rate by two percent would create
$114,000 in the current year's budget. Increasing the rate by four percent would generate
$228,000 in proceeds. In future years both scenarios would also include growth in gross
hotel sales.
Recommendation 11: The City should consider dedicating part of existing or increased
Tourist Occupancy Tax (TOT) revenues to support a local arts agency and an increase in
the grants budget.
Operating Budgpts
Two budget scenarios follow, one for the independent local arts agency and one for the
local arts agency within the City.
There is relatively little difference between options in cost to the City. City -housed cost for
the first year represents an increase over current spending of $176,110, compared with
$143,750 for an independent agency, an 18 percent difference. In the second year, the
City -housed cost is $161,760, compared with $132,750 for an independent agency, also
an 18 percent difference. Costs for the second year are slightly less than the first year due
to increased contributed revenues in the second year.
The local arts agency will need to rely on tax -based revenues, particularly when it is in a
start-up mode, and the City will remain a permanent, primary funding source.
City of Santa Clarita / Cultural Arts Master Plan
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Throughout the nation, local arts agencies are funded almost exclusively from local
sources, with a heavy reliance on tax -based support. That support is justified by
demonstrable community benefit to both the arts community and the community at large.
' Transferrin theCity's bud
Transferring tys grants get to an independent agency for re -granting, does not
' increase cost to City. However, as the grant budget grows, a contract for services fee will
be appropriate to cover the agency's re -granting expenses.
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Budget for Local Arts Agency within City
' This budget contains operating costs that are increases above current City spending on arts and culture. it
does not include the cost of increasing the Community Services Grants budget.
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Expenses
FY2000
FY2001
FY2001 FY2002
Staff
Supervisor
$94,860
$94,860
Clerical/Support
$45,000
$45,000
Programs
Newsletter, Quarterly
$1,500
$2,000
Artist Slide Registry
$2,000
$500
Technical Assistance
$10,000
$20,000
Audience Development and
$40,000
Community Awareness Initiative*
Administration
Supplies and Equipment
$7,500
$1,000
Printing
$5,000
$4,000
Insurance
Professional Services
$3,500
$1,500
Postage
$750
$750
Travel
$2,000
$2,000
Dues and Memberships
$500
$500
MSI/City Overhead ® 11%
$19,000
$18,900
$4,400
Total Expenses
$191,610
$191,010
$44,400
Income
Earned
Technical Assistance Fees
$2,000
$2,500
Membership
$500
$1,000
Special Event/Auction
$6,500
$8,750
Contributed
Government Grants
City of Santa Clarita
$176,110
$161,760
California Arts Council
$7,500
Los Angeles Arts Commission
$10,000
National Endowment for the Arts
$10,000
Private Gifts and Sponsorship
Corporations and Foundations
$6,500
$9,500
$48,800
Total Income
$191,6101
$191,010
$48,800
`The Audience Development Initiative is contingent upon receiving private support.
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Independent Local Arts Agency Budget
This budget includes all expenses of the quasi -independent nonprofit option. The City's cost for this option
is the amount of the income line item termed "City of Santa Clarita. "
Expenses
FY 2000
FY2001
FY2001 FY2002
Staff
Executive Director, incl. Fringe
$75,000
$77,500
Part-time Assistant
$37,500
$38,250
Programs
Newsletter, Quarterly
$1,500
$2,000
Artist Slide Registry
$2,000
$500
Technical Assistance
$10,000
$20,000
Audience Development and
$40,000
Community Awareness Initiative`
Administration
Rent and Utilities
$12,000
$12,000
Supplies and Equipment
$7,500
$1,000
Printing
$5,000
$4,000
Insurance
$2,000
$2,000
Professional Services
$3,500
$1,500
Postage
$750
$750
Travel
$2,000
$2,000
Dues and Memberships
$500
$500
Total Expenses
$159,250
$162,000
$40,000
Income
Eamed
Technical Assistance Fees
$2,000
$2,500
Membership
$500
$1,000
Special Event/Auction
$6,500
$8,750
Contributed
Government Grants
City of Santa Clarita
$143,750
$132,750
California Arts Council
$7,500
Los Angeles Arts Commission
$10,000
National Endowment for the Arts
$10,000
Private Gifts and Sponsorship
Corporations and Foundations
$6,500
$9,500
$40,000
Total Income
$159,250
$162,000
$40,000
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*The Audience Development Initiative is contingent upon the receipt of private support.
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Recommended Option for Lead Agency
As discussed throughout this chapter, two options for lead agency were considered for a
local arts agency: a City -housed agency and a quasi -independent nonprofit organization.
' From the Phase I planning process, the consultants were aware that the City had
reservations about assuming the role of lead agency. For this reason, the consultants
carefully reviewed both options during Phase II. The consultants chose the City -housed
' option as their recommendation because of overwhelming reasons in its favor. As detailed
in this section, the City -housed option is clearly the better choice for successful
' implementation of the recommendations for a local arts agency.
The consultants current recommendation is to establish a local arts agency within the City
of Santa Clarita's Parks, Recreation and Community Services Department. To accomplish
this, the City Council may formally designate existing arts and cultural programming as a
local arts agency, perhaps, calling it the Cultural Affairs Division. The Council should
charge the local with developing new programs and a timeline for their development. If in
the future, after significant programs are developed, the City wishes to transfer the
programming to a freestanding nonprofit corporation; this scenario would give the local
agency time to create programs, identify leadership, and secure some outside resources
before becoming quasi -independent.
The rationale for establishing a local arts agency within the Parks, Recreation and
Community Services Department is:
n The City has significant community support for assuming the role of local arts
agency. This was well documented in the Phase I study.
o The City already has strong local arts agency programming and has the best
capacity for creating additional programs.
n A new local arts agency within the City's Parks, Recreation and Community
Services Department will not compete with'its constituent arts organizations for
contributions from individuals.
' c This configuration allows the City to maintain direct oversight of its grantmaking
activity.
A municipal local arts agency also allows for the broadest possible community
representation on advisory committees and task forces, since volunteers will not
generally be expected to contribute and raise funds.
o Maintaining existing programs and creating new ones will enhance the City's
image and reputation for responsiveness to the community.
o Creating a successful nonprofit corporation outside the City is a lengthy process
that would require replicating the City's experience and expertise in arts
programming. Leadership for a local arts agency is not evident; on the contrary,
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the arts community wishes the City to assume the role. Although it is the more
expensive choice due to the City's compensation scale and overhead expense,
the benefits outweigh the costs.
Recommendation 12: The City should establish a local arts agency within the Department
of Parks, Recreation and Community Services.
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ATTACHMENTS
Table of Recommendations
Cultural Facilities
Recommendation 1: The City should take a leadership role in building a performing and
visual arts center. Two facility sizes are presented, with an estimated cost range of $10.1
to $13.3 million. The larger size is the recommended option (page 30).
Recommendation 2: The City should explore the potential of joint development, funding
and use of a performing and visual arts center by creating a cultural facilities committee
with the potential partners identified in the planning process (page 32).
Recommendation 3: The City should expand existing capital grants to local arts
organizations to meet their own facility needs and to serve a broader area than Newhall
(page 33).
I Recommendation 4: The City should take a leadership role in building an outdoor
amphitheater in three to five years, contingent upon the successful utilization of a
performing and visual arts center. The estimated cost is $2.9 million (page 34).
Recommendation 5: The performing and visual arts center should be managed b a
P g g Y
private nonprofit organization created for this purpose by the cultural facilities committee
and with a permanent commitment of operating funds from partners (page 37).
' Recommendation 6: To finance the capital and operating costs of cultural facilities, the
City should determine the priority of cultural facilities within its overall capital
improvement program and consider some combination of revenues from the general fund,
Transient Occupancy Tax, and bond financing (page 40).
Local Arts Agency
Recommendation 7: The City's current arts and culture programs are important for both
the arts community and the broader community, and should be retained. A formal
evaluation process needs to be established to make future decisions about the success of
individual programs (page 48).
Recommendation 8: The City should consider continuing to increase the budget for
Community Service Grants and creating individual artists' fellowships (page 49).
Recommendation 9: The local arts agency should convene arts organizations; establish a
newsletter, a master arts calendar, and an artist slide registry; create technical assistance
efforts that compliment the City's existing efforts; mount advocacy efforts; and possibly
create an audience development project (page 51).
City of Santa Clarita / Cultural Arts Master Plan
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Recommendation 10: The local arts agency should develop partnerships with other, non -
arts agencies for community development programs. Initial efforts should focus on arts
education, youth development, economic development, cultural tourism, redevelopment,
and law enforcement (page 53).
Recommendation 11: The City should consider dedicating part of existing or increased
Tourist Occupancy Tax (TOT) revenues to support a local arts agency and an increase in
the grants budget (page 56).
Recommendation 12: The City should establish a local arts agency within the Department
of Parks, Recreation and Community Services (page 61).
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Market Study
The following is the summary of key findings quoted from ArtsMarket Consulting, Inc.'s
i' "Market Analysis for Arts And Cultural Development in Santa Clarita, California." The
entire report is available upon request from City staff.
1. INTRODUCTION
This report is the synthesis and analysis of research conducted by ArtsMarket Consulting,
Inc. of Bozeman, Montana to support the cultural planning efforts underway in.theCity of
Santa Clarita by David Plettner Arts Management Consulting. The intent of this research
was to:
Determine the interest of the Santa Clarita Valley population in the arts and, for
comparison, other leisure activities,
o Determine the potential for attendance at cultural programming in the area;
Describe the characteristics of the market for the arts in the Santa Clarita Valley,
including families and presence of children, and types of programming interests;
o Synthesize research findings to assess likely locations for cultural facilities; the
types of facilities or venues that would match the lifestyles of the local arts
consumer market, and inform other marketing decisions such as programming,
ticket pricing, and other issues.
To develop this report, ArtsMarket conducted a geodemographic analysis of the Santa
Clarita Valley. The region was defined to include an eight -zip code area, surrounding
eight potential site locations.
The Santa Clarita market was segmented by the researchers into four arts interest strata,
isolating regions of the Santa Clarita Valley (census tracts), by high interest, above average
interest, below average interest, and little interest.
A lifestyles analysis, using the ACORN system (A Classification of Residential
Neighborhoods) was conducted on the four interest strata, and supported by Purchase
Potential Indexes for several arts -related and comparison activities. In addition to the
ACORN geodemographic analysis, ArtsMarket conducted a demographic trend analysis of
the interest strata to provide further insight into this market and how it is likely to change
and grow.
The market segmentation study is followed by site location research conducted on 5 -
minute and 20 -minute drive time areas to/ from potential sites.
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2. SUMMARY OF KEY FINDINGS
The Santa Clarita Valle shows excellent potential for the development Y p of local arts
programming and cultural facilities. Of the 16 ACORN' lifestyle clusters residing in the
Santa Clarita Valley five have a very high index for arts participation, seven index well
above average, and only four index below average or show little interest. The vast majority
of the marketplace is defined by key arts attending clusters: 28.5% of the households in
the market show high interest, with indexes over 140. These 16,090 households are 40%
more likely than the national average to attend the arts. 68.5% of the households in the
market show above average interest in the arts. This represents another 38,599 households
with indexes between 120 and 140, making them 20% to 40% more likely than average
to participate. Only 3.0% of households in the Santa Clarita Valley index below average
or show little interest in arts participation.
Based on these market segments and current population projections, the researchers
estimate that cultural facilities in the Santa Clarita Valley could regularly serve 29.9% of
the population, as well as draw substantial audiences from the San Fernando Valley, as
many of the potential site locations are within a 20 -minute drive from areas south of Santa
Clarita, in the San Fernando Valley.
There are several tracts in zip codes including Granada Hills, Sylmar, Northridge, San
Fernando, and Mission Hills that are outside the study area but are within a 20 -minute
drive from most of the site locations. Population for this secondary area is approximately
131,137. Capturing 15% of this population, once a year, would provide Santa Clarita arts
' facilities and programming with an additional 19,670 participants.
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Overall, this is an exceedingly strong market for the arts. There is virtually no portion of
the market that indexes below average for arts participation. The market would appear to
be ready and solidly interested in arts products, and is likely now searching the larger
geographic area to participate in arts programs they can't get near to home.
When we compare interest in the arts to other types of leisure activities, we find arts
out -pulling most activities within the majority of the marketplace. Given the way that
interest in arts activities outpaces most other activities, we would consider this to be a
"build it and they will come" market, which is not something we say about many markets.
Families with children dominate this market, so any cultural programming, services, and
facilities should be oriented to family activities. While in most strong arts communities, it
is the older, semi -retired Empty Nester market that fill the halls of arts organizations, here
Empty Nesters are barely in evidence, and retirees in sum take a back seat to Boomers.
3Please see methodology section at the end of this report for a complete explanation of ACORN and PPI data
(The entire report is available upon request from City staffJ.
City of Santa Clarita / Cultural Arts Master Plan
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Using a formula consistent with market penetration rates we have studied in cities across
the U.S.', we conservatively estimate new cultural programming and/or facilities could
assume a capture rate of nearly 44,000 individuals on a single ticket/single admission
basis, and a capture rate of nearly 11,000 subscribers/members. This is not a huge
audience, but given the strength of interest, we can assume repeat visitation would be
fairly high. Cultural planners can calculate total seating or admissions required to support
the venues and programming being contemplated, and compare it to these numbers. If we
assume a 50% repeat visitation rate, the total pull could comfortably be assumed to be
over 66,000 from within the study area alone. Add to that attendees from outside the study
area, and the potential market should comfortably be assumed at over 70,000.
How does this model predict programming interest? The youth market would be large
enough to support a year-round youth arts school with enrollment of around 1,000. The
family market could support 15 to 20 events a year in a relatively large hall, plus almost
weekly "children's theater" in a small venue. The adult market could support a
combination of outdoor amphitheater events and, we believe, a moderate number (30-40)
of local, touring, and booked events in an indoor hall per year.
Our formula assumes family attendance, not only adult attendance, and we believe
reaching these numbers will require a balance of product and programming between adult
fare, children, and family fare.
Important to planning for cultural programming: this is an upscale, sophisticated market,
but also a very busy market, without a great deal of leisure time such as would be
tassumed with a larger Empty Nester population, or a larger young professional, singles
market. This will predict the types of affiliation the market will have with the arts. Family
passes, memberships and flexible subscriptions will be critical. Ease in single ticket
purchase will be mandatory. Cost will be less of a barrier to regular participation than
convenience in venue location. Ease in finding parking will be.important. Direct mail
prospecting together with a mix of print media will be necessary to get the message in the
hands of these busy prospects. The facility aesthetics in design should be warm and
welcoming, aimed at a mid -affluence suburban and exurban market, not at the highest
end of the market within Santa Clarita, as this super affluent market segment is more likely
to be affiliated with very high end arts organizations in Los Angeles, and look to their local
facility as, by location and probably by programming, less prestigious.
TRENDS
One of the many pieces of good news in this study is the trend analysis concerning
population demographics. As we look ahead to 2002 (update from the 1997 baseline), the
study area's population is likely to become even more arts oriented, more of an arts
stronghold. Market demand will be high. The demand for youth/family programming will
be higher than at present, with a substantial growth in the population under 18. Affluence
will grow, as well, making cultural participation more financially accessible: households
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earning under $50,000 will decrease in number, while households earning over $50,000,
and over $100,000 will increase significantly. There will be a trend of continued and
growing interest in amenities associated with cultural programs or facilities -- for example,
access to good restaurants and interesting shopping near to cultural destinations.
CULTURAL FACILITY SITE
All of the sites proposed for cultural facility development offer the opportunity to attract a
good to strong audience. Of all, based on the proximity to the high arts interest
households, as well as households with children we believe City Center to be most___
advantageous. Based on our analysis, we would narrow the list to Hart High, School and
Newhall Elementary School (too close to each other to notice any difference in attracting
an audience),'City Center or Towsley Canyon.
MARKET SEGMENTS
The market participation projections developed by the researchers are based on the
following segmentation. These four tiers -- or strata -- of interest are color -coded [black
and white cross -hatching; see map legend] from high to low, and provide the basis for
benchmark analysis.
High Interest Strata
Above Average Interest Strata
Below Average Strata
Little Interest Strata
There are 56,345 ACORN households in the Santa Clarita Valley`, plus 2,5505 new
households estimated to come into the Santa Clarita Valley over the next several years
with new construction. To estimate participation, ArtsMarket created a model based on
how the current profile of the market breaks down by lifestyle/ demographic cluster.
Following this data are maps illustrating where, geographically, these interest strata are,
and which clusters dominate which areas. A narrative discussion of each cluster follows
the maps.
4As defined for this study.
sRobert Mayhew: Newhall Ranch and Farming.
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SANTA CLARITA ARTS INTEREST STRATA
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The 16,090 high interest ACORN households residing in the Santa Clarita Valley represent
five highly affluent, upscale clusters, generally households without children. The children
in this market segment are likely to be older elementary age, or teenagers. Most clusters in
this strata dominate discrete tracts in the Santa Clarita Valley, as can be seen on the map.
Santa Clarita.Clusters with
Arts Indexes over 140
Successful Suburbanites
Urban Professional Couples
Wealthy Seaboard Suburbs
Top One Percent
Business Districts
16,090 households
(Married, with children)
(Married couples)
(Married, no children)
(Married, few children)
(N/A)
28.5% of the market
The majority of the Santa Clarita arts market lies within this second arts interest strata.
Above average -interest households are more socioeconomically and demographically
diverse than high interest households, being singles and married couples. There is a large
presence of children of all ages. Many of these clusters also dominate tracts in the
Santa Clarita Valley.
Santa Clarita Clusters with
Arts Indexes 120-140 38,599 households 68.5% of the market
Prosperous Baby Boomers
Enterprising Young Singles
Semirural Lifestyles
Retirement Communities
Baby Boomers with Children
Thriving Immigrants
Settled Southwestern Hispanics
(Married, with children)
(Single person)
(Married, with children)
(Single person)
(Married, with children)
(Married couples)
(Families, with children)
I
City of Santa Clarita / Cultural Arts Master Plan
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BELOW AVERAGE INT R S
This very small segment of the market, 2.9% of households, is a mix of married
households with and without children. These clusters are not dominant in any one area
of the Santa Clarita Valley.
Santa Clarita Clusters with
Arts Indexes 100-120 1,656 households 2.9% of the market
West Coast Immigrants (Married with children)
Upper Income Empty Nesters (Married, no children)
Prairie Farmers (Married couples) - - -
Santa Clarita Clusters with
Arts Indexes Under 100 816 households 1.4 % of the market
Young Frequent Movers
Representing less than 2% of the market, this cluster is not considered to be a good market
for the arts.
6Although in comparison to a national average index of 100 these households are above average, for this
analysis we are considering this group 0 00-120) to be below average for this highly active market with its
proximity to Los Angeles.
City of Santa Clarita / Cultural Arts Master Plan
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HYPOTHESIS: MODEL OF POTENTIAL PARTICIPATION
This model is based on the number of ACORN households in each market segment, the
average number of persons per household, and estimated new construction within Santa
Clarita for two years. We have placed the new construction households into the above
average strata due to the location of the tracts, and their proximity to other above average
cluster households. This is a conservative model, as it only accounts for local
participation, and does not include projections for visitors from outside the study area.
Interest Strata/
ACORN Clusters
Number of
Households'
Average Number
Persons per
Household'
Single -Ticket/
Single Admission
Subscriber/
Member%Donor
@ 40% Capture
@10% Capture
High Interest
16,0901
2.8
18,020
4,505
@ 20% Capture
@5% Capture
Above Average
Interest
38,599
3.0
23,159
5,789
@ 7% Capture
@3% Capture
Below Average
1,656
3.0
347
149
New Construction
@ 15% Capture
@2% Capture
5,100
3.0
2,295
306
Totals
61,445
1 43,821
10,749
Estimates in this chart are based on how each market segment indexes for arts
participation. For example high interest households index over 140, making them 40% (or
higher) more likely than average to participate. Participation rates for single admissions are
estimated at a 40% capture plus, plus 10% for subscribers, members, or donors.
This model is consistent with our analysis of developed arts markets in which the high
interest cluster capture rate ranges, typically, between 40%-50%. Above average
capture rates, we've found, hover between 20%-30%.
Source: CACI Acorn Distribution files 1997.
BSCAN/US & Market Statistics
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Market Segments: Arts Interest Index
Dominant Cluster Locations
City of Santa Clarita / Cultural Arts Master Plan
IPage 71
IArchitectural Program
This architectural program was prepared by M2A Architects to describe the size, type,
capabilities, characteristics, use, purpose, and other elements of each facility.
Visual and Performing Arts Center Theater (Phase Il
While the measurement of audience demand shows a potential for a theater ranging in
size from 600 to 1,000 seats, the nature of the facility would remain substantially the same
at each size.
The size of stage facilities and audience will impact the nature g p e and scale of productions
that will be accommodated. The larger house, with 1,000 seats and a 50 -foot proscenium
stage, will more readily accommodate and support the expense of bringing in touring
musicals. The smaller 600 -seat house and 40 -foot proscenium would be appropriate to
smaller touring productions, local musical productions (as by the College of the Canyons),
and chamber orchestra presentations. Design of the hall may accommodate the flexibility
to scale the house from 1,000 to 600 seats through the closing of the balcony or back of
house. This will require careful attention to the acoustic design so as not to compromise
the quality of either configuration.
In either case, it is anticipated that the creation of a cultural arts performance facility will
be a focus of pride for the emerging arts community. As such, the location of the complex
and the character of the space surrounding it should reflect its prominence in the civic life
of Santa Clarita. Site development should include an outdoor plaza that continues the
character and uses of the lobby into the open air and moderate climate of Southern
California. Additional uses for small performances, exhibitions, and civic activities might
also be considered as part of the design. Depending upon the determination of the
location, this plaza may also tie into other public spaces or provide a link to nearby
commercial uses. In no case should it function as merely the path between the parking
and the front door of the theater.
The primary physical difference would be in size of the stage and capacity of the house
and the ancillary proportional differences generated from these. Neither facility is intended
to become a producing venue. Shop, storage, and production space programs are limited,
intended mainly for maintenance and production support. The primary production space,
in either facility, is the rehearsal hall. Sized to replicate the stage, the intent is that this
space be fitted with rigging, lighting and sound systems to not only approximate the stage,
but also to allow its conversion to a 100 -seat black box theater. If located so as to be
accessible to the lobby or plaza, it may provide not only much needed rehearsal space,
but also allow for presentation of small productions separate from the primary house. As
' such the hall could become a seed for local talent, and emerging artists.
City of Santa Clarita / Cultural Arts Master Plan
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A note of explanation on the program: the space allocations are net space requirements.
' Substantial additional space is required in the actual facility to accommodate circulation,
equipment, loading, support and storage spaces, and even the thickness of building walls.
The ratio of these spaces as a percentage of the net program area varies by facility type
from 25 percent to 50 percent. For purposes of establishing a preliminary program
estimate, a median percentage of 40 percent has been utilized in this study.
Visual and Performing Arts Center Visual Arts Galley ( se D
A cultural facility should incorporate not only the performing arts, but also provide
dedicated space for the exhibition of the visual arts. Similar to the theater, the size and
configuration of the visual arts presentation space and support facilities will determine -the
nature of exhibitions it can accommodate. Maximum incorporation of northern natural
light, ease of service and patron access, large volume space(s) that can be conveniently
scaled down, and provision of flexible display systems will all contribute to the ability to
attract touring exhibitions.
IProgrammed at 3,000 square feet, the gallery could accommodate small to mid-size
exhibits. The scale of individual sculptural pieces will be determined by convenience to
loading facilities, and character of the space. Exhibit types will determine the ability to
expand the display into lobby and plaza areas. Visibility of the gallery within the cultural
center will be critical to its operation and success.
Amphitheater (Phase II)
An outdoor amphitheater will capitalize on both the ongoing programming of the City of
Santa Clarita, and its proximity to the natural features in the southern California
environment. Intended to accommodate a core audience of between 500 and 1,000
patrons on fixed bench seating, its location in the landscape will allow it to expand by
lawn seating to an audience of approximately 2,500, depending on the site. Each of the
sites reviewed for this facility presents the opportunity to capitalize on the natural terrain,
ease of access from freeways or arterial streets, and convenience of adjacent available
parking.
The amphitheater would consist of an open-air stage with removable shell. Adjacent
structures would provide dressing room, greenroom, storage and wing space for the stage.
Concession and restroom facilities would be incorporated into an entry structure that
could also secure the facility during periods of nonuse.
Located midway up the structured seating area, and constructed beneath it, a control
room would provide a station ("booth") for set-up and monitoring of sound, light and
projection systems.
' Beyond the structured seating area, and depending on the configuration of the preferred
site, lawn or stepped contoured seating would increase the capacity of the venue for more
popular performances. Integrating the natural features of the landscape, this area may also
City of Santa Clarita / Cultural Arts Master Plan
' Page 73
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double as an informal picnic area where families may spread blankets and dine before or
during performances.
Landscaped screens may provide separation from public and performer areas, and provide
backstage crossover. This would also provide a natural backdrop against which
performances could occur.
The parking requirements for each of the proposed amphitheater IQcations would be
generated by the specific characteristics of the designated site. The City Center/Metrolink
site would afford the opportunity to develop a joint use agreement with Metrolink for the
up to 600 spaces. The peak use periods of the facilities are complementary. Safe, secured
access would be required across the tracks to the proposed amphitheater.
rTowsley Canyon affords the opportunity to utilize the natural landscape and adjacent
fields for parking. With minor re -grading the fields may be groomed to accommodate
upwards of 500 cars during the performance season, and be allowed to grow naturally the
rest of the year. A smaller paved lot may be provided for smaller scale, year round
presentations.
' The William S. Hart Park locations would require grade -separated access across the
Metrolink right of way from the east side of the park to a potential parking site across San
Fernando Road.
The Sports Center/Central Park site has several locations suitable for an amphitheater, but
each would require contiguous parking that may negatively impact the layout and
quantity of the proposed playing fields. Possible shuttle service to Saugus High School
may be possible, but would severely impact the convenience of use of the facility in an
otherwise suburban setting.
1
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Opinion of Probable Cost/1,000-Seat Theater.
Performing and Visual Arts Center
M2A Architects
Opinion excludes cost of land acquisition.
SPACE
SIZE
SF COST
ESTIM. COST REMARKS
Performance Space
Auditorium
10,000
$165
$1,650,000
Stage
4,000
$500
$2,000,000
Orchestra Pit
600
$295
$177,000
Quick Change Room
100
$85
$8,500 ---
Control Rooms
600
$155
$93,000
Projection Room
200
$240
$48,000
Dressing Rooms
750
$100
$75,000
Chorus Dressing Room
1,000
$100
$100,000
Green Room
450
$150
$67,500
Storage and Support
1,500
$85
$127,500
Design Station
n/a
Production Spaces
Shops
1,500
$115
$172,500
House Manager
120
$105
$12,600
Rehearsal Studio
4,000
$205
$820,000
Public Spaces
Lobby
5,000
$160
$800,000
Restrooms and Lounge
1,500
$150
$225,000
Box Office
120
130
$15,600
Check Room
200
$120
$24,000
Subtotal
31,640
$6,416,200
Net to Gross Conversion
12,600
$135
1,701,000
Total Hard Costs
44,240
$8,117,200
Contingency ® 15%
$1,217,580
Site Development
Allowance
$1,000,000 $1,000/seat
Parking
120 spaces
$2,800
$336,000 1/5 seats, surface parking
TOTAL HARD COSTS
$10,670,780
Soft Costs
Design Fee ® 9%
$960,370
Project Management Fees ® 3%
$320,123
Bonds and Permits ® 2%
$213,415
TOTAL PROJECT COST
$12,164,689
City of Santa Clarita / Cultural Arts Master Plan
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Opinion of Probable Cost/600-Seat Theater
Performing and Visual Arts Center
M2A Architects
Opinion excludes cost of land acquisition.
SPACE
SIZE
SF COST
ESTIM. COST REMARKS
Performance Spaces
Auditorium
6,000
$165
$990,000
Stage
3,200
$500
$1,600,000 Includes Equi m't, rigging, etc
Thrust Stage
300
$150
$45,000
Orchestra Pit
600
$295
$177,000 --- - ---
Quick Change Room
100
$85
$8,500
Control Rooms
600
$155
$93,000
Projection Room
200
$240
$48,000
Dressing Rooms
750
$100
$75,000
Chorus Dressing Room
750
$100
$75,000
Green Room
450
$150
$67,500
Storage and Support
Design Station
1,500
n/a
$85
$127,500
Production Spaces
Shops
1,500
$115
$172,500
House Manager
120
$105
$12,600
Rehearsal Studio
3,200
$205
$656,000
Public Spaces
Lobby
3,000
$160
$480,000
Restrooms and Lounge
1,000
$150
$150,000
Box Office
120
$130
$15,600
Check Room
120
$120
$14,400
Subtotal
23,510
Net to Gross Conversion
9,300
$135
$1,255,500
Sub Total Hard Costs
$ 32,810
$6,063,100
Contingency 015%
$909,465
Site Development
Allowance
$600,000 $1000/ seat
Parking
120 spaces_
$2,800
$336,000 1/5 seats, Surface arking
TOTAL HARD COSTS
$7,908,565
Soft Costs
Design Fee 0 9%
$711,771
Project Management Fees @ 3%
$237,257
Bonds and Permits 0 2%
$158,171
TOTAL PROJECT COST
1 9,015,764
City of Santa Clarita / Cultural Arts Master Plan
Page 76
I Opinion of Probable Cost/Gallery
P Y
' Performing and Visual Arts Center
M2A Architects
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SPACE
SIZE
SF COST
ESTIM. COST REMARKS
Main Gallery
3,000
$165
$495,000
Storage
500
$100
$50,000
Exhibition Preparation
600
$115
$69,000
Shipping and Receiving
600
$85
$51,000
Office/Rece tion
200
$100
$20,000
Subtotal
4,900
$685,000
Net to Gross Conversion
1,225
$135
$165,375
Total Hard Costs
6,125
$850,375
Contingency @ 15%
$127,556
Site Development
Allowance
Included in theater
Parking
Included in theater
TOTAL HARD COSTS
$977,931
Sok Costs
Design Fee @ 9%
$88,014
Project Management Fees @ 3%
$29,338
Bonds and Permits @ 2%
$19,559
TOTAL PROJECT COST
$1,114,842
City of Santa Clarita / Cultural Arts Master Plan
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Opinion of Probable Cost/1,000-Seat Amphitheater
M2A Architects
Ooinion excludes cost of land acquisition.
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SPACE
SIZE
SF COST
ESTIM. COST REMARKS
1,000 structured seats
10,450
$50
$ 522,500
Stage
1,800
$325
$585,000 Includes sound, light, rigging, etc.
Dressing Rooms
1,000
$100
$100,000
Green Room
300
$150
$45,000
Storage
1,200
$85
$102,000
Office/ Box Office
200
$120
$24,000
Restrooms/ Lounge
2,000
$150
$300,000
Concession
500
$200
$100,000
Sub total
17,450
$1,778,500
Site Development
$250,000 Allowance $250/seat
Net to Gross
4,363
$45
$196,313 1.25:1
Contingency ®15%
$333,722
Total Hard Costs
$2,558,534
Soft Costs
Design Fee ® 9%
$230,268
Project Management Fees 3%
$76,756
Bonds and Permits ® 2%
$51,171
Grand Total
I
$2,916,729 $106/sf
$2,900/seat
' Assumptions:
Parking on adjacent parcels or elsewhere on site.
Lawn seating NIC and would be a function of topography of proposed site.
1
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Site Evaluation Matrix
This site evaluation matrix was used to help evaluate 15 potential cultural facility sites.
The evaluation method was not a numeric one. Rather, each site was ranked generally as
positive, neutral or negative for each of six factors. This information was considered along
with other factors in selecting preferred sites for each type of facility.
SITE
Loca-
tion
Ac- visi- Adja- Park-
cess bility cen- ing
Image
Remarks
cies
KEY:
+ Positive attribute
0 Neutral attribute
"--- --
- Negative attribute
Performing and Visual Arts
Center Locations
City Center/Metrolink
+
+ + - +
+
Long-term location
pending development of
Ci Center
0
+ - - +
-
Shared operations with
CCC; campus location
College of the Canyons
0
- - - 0
-
Shared with school
functions; school site
Hart High School
-
- - - -
-
Limited use for special
occasions
Hart Mansion
McBean Parkway/5 Freeway
0
+ +-
+ New construction,
between CalArts & CCC
Newhall Elementa School
Redevelopment District
Sports Complex
-
0
0
- -
0 0
- - -
- Renovation, school site
0 Scattered site
- Limited to Black Box
conversion of existing
warehouse; sports use
Town Center
+
+ 0 + +
0 New construction
Am hitheater Locations
Central Park
City Center/Metrolink
0
+
0 -
+ 0
Shared use with s rts
Pending long-term plan for
development of City
Center
Hart Park
Mule Farm
Panhandle
0
0
-
0 0Coun
+ +Fronts
- +Located
9++
owned
5 freewa
in flood plain of
Santa Clarita River
Towsley Canyon
0
0 0
Specific sites considered
are owned by Santa
Monica Mountain
Conservancy.
City of Santa Clanta /Cultural Arts Master Plan
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Potential Cultural Facility Sites Map
City of Santa Clarita / Cultural Arts Master Plan
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Valley Center Area/City of Santa Clarita General Plan
The shaded area represents the Valley Center Area from the City of Santa Clarita C,enerai rim.
City of Santa Clarita / Cultural Arts Mas
Pagelan 81
'
'
List of Interviewees
'
Community
Cheryl Adams
Tim Ben Boydsten
'
Sue Bozeman
Louis E. Brathwaite
Thomas Dierckman
'
Gary Fuller
'
Corinne Glover
Dr. Anne L. Hazlett
Bob Hotten
'
Paul Kreutzer
Marlee Lauffer
Dr. Steven Lavine
'
Robert Lee
Robert Mayhew
'
John McElwain
Michael McGrath
Sue Neiberger
'
Dr. Paul Plew
Patti Rasmussen
Jack Shine
rDavid
Stears
Dr. Dianne G. Van Hook
'
Jim Ventress
Kimberle Wooten
Dr. Kathy Wright
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So ith rn California Cultural Facilites
Alex Theatre (Glendale)
California Center for the Arts — Escondido
Cerritos Performing Arts Center
John Anson Ford Theatre (Los Angeles
County)
Lancaster Performing Arts Center
Orange County Performing Arts Center
Palmdale Playhouse
Santa Barbara County Bowl
Simi Valley Cultural Arts Center
Starlight Bowl (Burbank)
Thousand Oaks Civic Arts Plaza
City Staff
Glenn Adamick
Dianna Boone
Chris Daste
Lisa Hardy
Mike Haviland
Jeffrey Lambert
Phil Lantis
Adele Macpherson
Michael Marks
Sean Morgan
Michael Murphy
Ken Pulskamp
Rick Putnam
Wayne Weber
Andree Walper
I City of Santa Clarita / Cultural Arts Master Plan
Page 82
Outsidelxpejis
Michael Alexander
Duane Ebata
'
Susie Farr
Jan Oetinger
'
Dan Rosenfeld
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So ith rn California Cultural Facilites
Alex Theatre (Glendale)
California Center for the Arts — Escondido
Cerritos Performing Arts Center
John Anson Ford Theatre (Los Angeles
County)
Lancaster Performing Arts Center
Orange County Performing Arts Center
Palmdale Playhouse
Santa Barbara County Bowl
Simi Valley Cultural Arts Center
Starlight Bowl (Burbank)
Thousand Oaks Civic Arts Plaza
City Staff
Glenn Adamick
Dianna Boone
Chris Daste
Lisa Hardy
Mike Haviland
Jeffrey Lambert
Phil Lantis
Adele Macpherson
Michael Marks
Sean Morgan
Michael Murphy
Ken Pulskamp
Rick Putnam
Wayne Weber
Andree Walper
I City of Santa Clarita / Cultural Arts Master Plan
Page 82
TABLE OF CONTENTS
INTRODUCTION..................................................................................2
SECTIONI..........................................................................................4
History of Arts Leadership in Santa Clarita
SECTIONII..........................................................................................6
Comparable California General Law and Benchmark Cities
Analysis of Arts Leadership Structures
SECTIONIII.......................................................................................10
Goals of Future Arts Leadership
SECTIONIV.......................................................................................14
Options for Santa Clarita
ATTACHMENTS
Arts Information Sheets................................................................17
City of Santa Clarita Arts Programs, Projects, and Events Overview.....42
Cultural Arts Master Plan, Phase Two.............................................45
Arts Leadership Report
INTRODUCTION
At the October 14, 2008 City Council meeting, Council directed staff to further
research the advantages and disadvantages of an Arts Commission with a report
to be brought back by the first Council meeting in January, 2009. This Arts
Leadership Report is the document the Council has requested.
The basic issue that this report addresses is comprised of two distinct questions:
What is the best organizational structure to lead the arts in Santa
Clarita?
What are the goals of arts leadership for the Santa Clarita community?
This report, is comprised of four sections that all address the issue of future arts
leadership in Santa Clarita:
1. History of Arts Leadership in Santa Clarita
2. Comparable California General Law and Benchmark Cities Analysis of
Arts Leadership Structures
3. Goals of Future Arts Leadership
4. Options for Santa Clarita
_,The first section quickly surveys the past twenty years of the arts in Santa Clarita,
with an emphasis on the role of the City in these efforts. This section also briefly
describes the role of the two phases of the Cultural Arts Master Plan as it relates
to the leadership issue.
The second section contains information about the arts in the twenty largest
general law cities in California, and five charter cities that serve as benchmark
communities that Santa Clarita utilizes for comparison purposes. This analysis
includes a matrix that shows each city's current arts leadership structure.
The third section was primarily drawn from input from the Arts Advisory
Committee, which met on November 24 and December 15, 2008 to discuss, in
detail, the issue of what should be the goals for arts leadership in Santa Clarita
over the next five years. This section is essential to making the best choice for
which structure will work for the Santa Clarita community, as generally form
and function should be aligned as much as possible.
The fourth section summarizes the structures from section two that could be
utilized in Santa Clarita. It also analyzes those structures from a financial and
resource perspective and describes the advantages and disadvantages of each
option.
SECTION I
History of Arts Leadership in Santa Clarita
With the founding of the City of Santa Clarita in 1987, the municipal government
became the primary provider of services to the Santa Clarita Valle}%. This
included taking an active role in the creation of arts events, programs, and a
significant role in arts leadership.
In the City's first ten years, a series of arts and cultural events were created
including Arts and Crafts Fairs, Concerts in the Parks, and the annual Cowboy
Festival. The City also created an arts grants program, a scholarship program for
arts organizations, arts classes, and an arts education program called Share the
World, which brings multi -cultural performers into Santa Clarita schools.
In 1996, several local arts organizations approached the City Council for financial
assistance. Council directed these groups to meet with Parks, Recreation, and
Community Services staff. This effort resulted in two outcomes. The first was
the formation of the Arts Alliance, which is a forum for local artists and arts
organization representatives, and has, met monthly since 1996. Earlier this year
the Alliance chose to rename themselves 661Arts. The second outcome was the
commissioning of a Cultural Arts Master Plan (CAMP).
The first phase of CAMP was adopted by the City Council in December 1997.
This phase focused on an assessment of the arts needs of the community, and
recommended that a second phase addressing arts leadership and facilities
should be produced. Phase Two of CAMP was commissioned and was adopted
by the City Council in December 1998. This phase recommended that the City of
Santa Clarita should serve as the local arts agency for the community, and that
facilities should be a priority for the advancement of the arts in the community.
Since the completion of the second phase of CAMP, the City has invested in four
arts facilities, the Canyon Theatre Guild, the Repertory East Playhouse (formerly
the Santa Clarita Repertory Theatre), the Newhall Auditorium restoration, and
the Santa Clarita Performing Arts Center at College of the Canyons. The total
investment i1 these four facilities is in excess of $3.25 million dollars.
CAMP Phase Two defines a local arts agency -as "civic entities that are formally
designated by municipal government. The agency may be a freestanding
nonprofit corporation or a part of municipal government." According to
Americans for the Arts there are about 3,600 local arts agencies in America.
4
Generally local arts agencies have three fundamental tasks: producing and
presenting arts for the community, providing arts services to artists and arts
organizations, and engaging in community development partnerships that
utilize the arts to serve the entire community, not just arts organizations.
At the request of the City Council during the adoption of CAMP Phase Two, City
staff developed a plan for the creation of a leadership committee. This process
included the involvement of five community members, who served as an adhoc
development committee. In the 2001-2002 budget process funds were approved
to finalize the development of the leadership group and for the staff to support
this effort. Throughout the fall and winter of that year, members representing a
cross-section of the community were selected by the adhoc committee, and in
spring 2002 the first Cultural Affairs Advisory Committee meeting was held.
This group, which has since been renamed the Arts Advisory Committee, is
comprised of twelve -members representing the arts, business, film, education,
and community leadership. The Advisory Committee has been instrumental in
the development of additional arts events and programs, including the Street Art
Festival, a public art program that includes the California Bears, Newhall Art
Cans, murals, and various other projects throughout the City, and the City of
Santa Clarita Presents grants, which support and subsidize arts organizations
that perform at the Santa Clarita Performing Arts Center at College of the
Canyons.
The City of Santa Clarita has also invested in various resources to assist the arts
community, including the funding of an arts grant writer in partnership with
College of the Canyons. In the past year the grant writer has applied for over 150
grants for the City, the College, and for local non-profit arts organizations, but
has yet to obtain any grant funding directly for the City.
It is essential to remember that with the commissioning of CAMP, the formation
of the Arts Advisory Committee, the restructuring of the Parks, Recreation, and
Community Services Department to create the Arts and Events Office, major
funding for the construction of cultural facilities, the.funding of an arts grant
writer, and the addition of numerous new arts events, programs, and projects,
that the City has made major strides in addressing the community needs for the
arts. In the attachments section of this report there is a listing of the arts
programs, projects, and events the City of Santa Clarita has implemented since
City formation.
5
SECTION II
Comparable California General Law -and Benchmark Cities
Analysis of Arts Leadership Structures
This section is intended to offer best practice models, so Santa Clarita can choose
a leadership structure that will be successful into the next decades. As each city
is unique in terms of location, economics, age of cultural organizations, role of
the County in relationship to the municipality, and various other factors it is
impossible to make a direct correlation to Santa Clarita. It is, however, possible
to utilize this information to summarize some of the choices in terms of
structures and focus areas for those leadership entities.
The following general lav California cities were analyzed:
■ Concord
■
Lancaster
■ Corona
■
Moreno Valley
■ Costa Mesa
■
Oceanside
■ Elk Grove
■
Ontario
El Monte
■
Orange
Escondido
■
Oxnard
■ Fontana
■
Palmdale
■ Fremont
■
Simi Valley
■ Fullerton
■
Thousand Oaks
■ Garden Grove
e
West Covina
Additionally the following charter cities were analyzed, as they serve as
benchmark communities for Santa Clarita:
■ Burbank
■ Glendale
■ Irvine
■ Pasadena
■ Ventura
Each of the above are communities with a population of over 100,000 people, and
represent a variety of approaches to the arts leadership issue. Below is a matrix
of the information for all of these communities. An Arts Leadership Information
6
Form was compiled for each of the above cities. These forms are located in the
attachments section of this report.
CITY
POPULATION
FOUNDED
COUNTY
MEDIAN
ARTS LEADERSHIP
INCOME
Concord
121,780
1905
Contra
55,597
No unified leadership
Costa
Corona
124,966
1886
Riverside
59,615
Arts & Culture
i
Advisory
Subcommittee
Costa Mesa
108,724
1953
Orange
50,732
Cultural Arts
Committee
Elk Grove
136,318
2000
Sacramento
77,064
Committee for the Arts
El Monte
115,965
1912
LA
32,439
Arts in Public Places
Commission
Escondido
128,819
1888
San Diego
42,567
Public Art Commission
Fontana
188,498
1913
San
45,782
City Council
Bernardino
Fremont
211,662
1956
Alameda
88,335
Art Review Board /
Cultural Arts Council
Fullerton
126,003
1887
Orange
50,269
City Council
Garden
170,00
1956
Orange
47,754
Parks, Recreation, and
Grove
Arts Commission
Lancaster
145,243
1977
LA
41,127
City Council
Moreno
180,466
1984
Riverside
47,387
Arts Commission /
Valley
Diamond Valley Arts
Council
Oceanside
173,303
1888
San Diego
46,301
Arts Commission /
Oceanside Community
Arts Council
Ontario
173,690
1891
San
42,452
City Council
Bernardino
Orange
128,821
1888
Orange
58,994
Arts Orange County
Oxnard
192,997
1903
Ventura
48,603
Art in Public Places
Committee / Ventura
Countv Arts
Commission
Palmdale
147,897
1888
LA
46,941
City Council
Simi Valle),
126,035
1969
Ventura
88,406
City Council
Thousand
126,081
1964
Ventura
102,950
Arts Commission /
Oaks
Alliance for the Arts /
Arts Council of the
Conejo Valle y
West Covina
112,666
1923
LA
53,002
Public Arts
Commission
Burbank *
100,316
1911
LA
62,347
City Council
Glendale *
207,007
1906
LA
41,805
Arts & Culture
**
Commission
Irvine *
209,806
1971
Orange
98,923
City Council / Arts
Orange County
Pasadena *
133,936
1886
LA
86,23
Arts & Culture
Commission / Pasadena
Arts Council
Ventura *
106,744
1866
Ventura
52,298
Cultural Affairs
Commission / Public
Art Commission/
Ventura County Arts
Council
Santa Clarita
t177,045
1987
LA
75,917
Arts Advisory
Committee
* = Charter City
The City of Glendale is currently exploring arts organization options that could include changing the
Arts Connnission to a nonprofit organization.
Some of the vital information that needs to be taken into account when
comparing Santa Clarita xvith the above communities is the following:
1) Population of the city. A very large community has to support the arts in
a region by region approach, and often operates more like a county in how
they support the organizations in their area. For this reason, and because
they are all charter cities, the top fourteen most populous cities in
California were not included in this analysis.
2) Year founded (meaning incorporated), as newer communities tend to
have younger artistic and cultural organizations, which have not been
developed to the point where they have adequate staffing or financial
resources.
3) The County in which the municipality is located, as the influence of
counties varies significantly from area to area.
4) Median Income (total for household), as the approach to the arts in a
community with a very low income will be drastically different from one
that has an extremely high income level. This is not to say that
communities with low incomes have less arts and culture happening in
their cities, but rather that the way the arts are produced is quite different.
0
There are many possible arts leadership structures, as demonstrated in the above
matrix. Generally these can be summarized in six different models:
■ City Council
■ Committee
■ Commission
■ Community Arts Non -Profit (Arts Council, Foundation, etc.)
■ County Level Leadership
■ No Unified Leadership
For Santa Clarita, of the above models, having the City Council serve as the
primary oversight for the arts would be a challenge, as the amount of time spent
on arts related matters by the Council could be distracting for other important
community issues. The County option is also not realistic for Santa Clarita, as
the size of Los Angeles County does not allow it to focus on the needs of each
individual community. The Los Angeles County Arts Commission is very
successful and has often partnered with the city, including partially funding the
first phase of CAMP, but they are not in the position to successfully address the
arts issues raised in our Valley. Having no unified leadership is also not a viable
option. Staff believes this would be a major step backwards from the current
approach, and would guarantee that the arts would diminish in importance in
the community. That leaves the committee, commission, community arts non-'
profit, or a combination of these models, which is described in Section IV as the
hybrid approach, as possible options.
9
SFCTION ITT
Goals of Future Arts Leadership
Staff engaged the Arts Advisory Committee at their November and December
meetings to discuss -the vital issue of what should be the goals of arts leadership.
This discussion was not based on what form or structure the leadership would
take into the future, but rather on what are the important areas that continue to
need to be addressed in the community in regards to arts and culture. It is
essential that whatever structure is determined to be the ideal for Santa Clarita,
that it should be able to address these goals in a strategic and ongoing approach.
The current mission statement of the Arts Advisory Committee is to promote,
support, and develop arts and culture for the benefit of the citizens, arts
organizations, artists, and businesses of the Santa Clarita Valley and to facilitate
economic development of the City. This mission statement is based on the
recommendation of CAMP Phase Two, but it has been revised since the founding
of the Advisory Committee. The revisions have been based on the greater
understanding of the role of the Committee over the last six years. This mission
statement should serve as the basis for whatever entity serves as the local arts
agency into the future.
The following goals were drawn from various sources, including CAMP and
from research by Advisory Committee members into the focus of local arts
agencies in other communities:
1) Expand arts opportunities and programming to increase economic
development.
This goal deals primarily with the financial value that can be added to a
community by the arts, and includes cultural tourism, creative industries
and jobs, community redevelopment, and making a community a more
desirable place to live and work.
2) Support local arts organizations and artists.
This includes assisting the Santa Clarita arts community through
comprehensive programs to assist in management training, audience
development, funding identification, facility construction, new program
development, marketing, creative partnerships, and community
engagement.
10
3) Facilitate partnerships between schools and the community.
The focus of this goal is to create opportunities to build bridges between
the arts community and the schools, through arts projects, teacher/artist
training, artist residencies, researching and applying for grants for school
and community programs, student award programs, expanding
understanding of the California Visual and Performing Arts Standards,
and addressing the unique needs of private, charter, and home school
students.
J
4) Communication and marketing to raise awareness of the arts in the
community.
This can be achieved through the creation of new promotional events,
expanding the information on the City of Santa Clarita website, promoting
the 661Arts website, building relationships with local media outlets like
KHTS, The Signal, local magazines, etc., an expansion and revision of the
bi-annual arts calendar, and by utilizing neighborhood groups to promote
events and programs.
5) Create arts and culture events to involve participation of all the schools.
Through partnerships with local schools this goal would focus on offering
student exhibits and performances at various city and community events,
and could include utilizing the current Suburbia teen band nights as a
model to offer opportunities for other types of artistic expression,
including poetry readings, art and photography exhibits, and other forms
as requested by local students.
6) Utilizing arts education for the benefit of the community.
This goal would focus on creating partnerships with arts organizations
and the local colleges to offer arts programs to non -arts entities such as the
Boys and Girls Club, the Sheriffs Department, the Senior Center, etc.
Additionally, this could be focused on special needs youth and adults and
at -risk youth.
7) Needs assessment.
This goal involves surveying the residents of Santa Clarita to determine
current levels of interest and desire for various arts forms, as well as
identifying the best options for outreach to the community. This goal
could also include convening a symposium for artists, educators, business
leaders, and the public to solicit information and feedback.
8) Liaison with other agencies (Local, County, State, National).
By building relationships with entities such as the Los Angeles County
Arts Commission, the California Arts Council, and the National
Endowment for the Arts the result will be a greater understanding of
potential new programs and funding sources. Also by communicating
with other local arts agencies in the region, the ability to be responsive to
the needs of the Santa Clarita community will be enhanced.
9) Creative partnerships with local businesses.
Working with artists and arts organizations and local businesses to
develop art sponsorships and expand opportunities for cross -promotional
activities. By promoting partnerships this will lead to further
development of professional caliber arts groups and assist in community
outreach.
10) Public art program expansion.
Development of standards, policies, and procedures for public art will
result in more successful art work being created and displayed
throughout the community. Additional areas of discussion would focus
on potential sites, maintenance issues, creation of peer panels for artist
selection, and the development of a percent for arts program.
11) Arts facilities inventory and development.
Identification of existing local venues, including information about size,
costs, rental requirements, contacts, and amenities. This information can
then be presented u1 a publication and on-line. Encouraging businesses to
identify art opportunities in commercial construction projects, as well as
in municipal public capital improvement projects. Finally, the
development of large scale arts facilities including an amphitheatre and a
cultural arts center, as recommended in the second phase of CAMP.
12) Funding and resources.
This goal has several facets, including identifying grant opportunities,
assisting in building partnerships for collaborative projects that would be
more likely to be funded by granting organizations, capacity -building for
local non-profit arts groups, and development of an arts foundation to
focus on fundraising for the large-scale facilities in goal eleven.
12
13) Expansion of multi -cultural awareness and community connectivity
through the arts.
Encourage development of community-based groups that focus on
various populations including ethnic groups and seniors. Create events
that showcase the diversity of the Santa Clarita community and expand
understanding of various indigenous and immigrant cultures.
14) Strategic planning.
Through the discussion of the Arts Advisory Committee for this report, it
became clear that there is a need to develop a three -to -five year strategic
plan, to set objectives and priorities, to continue to develop events and
programs, to seek opportunities to involve and engage the public in arts
related issues, and to investigate the potential for the creation of a non-
profit foundation to address specific funding priorities, particularly in
relation to major arts facilities.
The above fourteen goals represent the breadth of the issues facing the Santa
Clarita Valley in regards to arts and culture. This list is not complete, but instead
represents the collective thoughts of the current Arts Advisory Committee. It is
apparent by analyzing these goals that they cannot be achieved in one year or
two, but instead will require a concentrated focus for many years to come.
Whatever arts leadership model is approved by the City Council, it will have to
address these goals very wisely and with patience, as each of these issues involve
various aspects that could take decades to resolve. It should also be noted that
there is no reason that these goals could not be achieved with the existing arts
leadership structure.
13
SECTION IV
Options for Santa Clarita
For the purposes of Santa Clarita there are four options from the second section
that could be utilized to address the arts leadership needs into the future:
1. Community Arts Non -Profit
2. Working with Existing Arts Advisory Committee Structure
3. Hybrid Approach
4. Formation of an Arts Commission
Santa Clarita could choose to create a non-profit entity, such as a foundation or
an arts council that would be charged with the leadership of arts related matters.
This approach would most likely need to involve other community agencies,
such as the colleges and the school districts, in the formation of the group to be
successful. This approach would require a financial commitment from the City
and any other partners for a few years, until the non-profit was able to build its
resources to the level to be self-sufficient. The advantage of this model is that it
frees it from the inherent restrictions that come with being a subsidiary of a
municipality, and with the right members of the community serving on the
board, -it would have the respect and attention of the entire community. This
option also creates a more collective effort amongst agencies to take leadership
for the arts in Santa Clarita. The disadvantages are two -fold. First, the timing
could not be worse, as the global economic turmoil would make the already
difficult task of raising the necessary funding to operate the non-profit even
more difficult. Second, the creation of a successful non-profit corporation is a
lengthy process and could potentially compete with other local non -profits for
funding and resources.
[COST = $ 50,000 to $ 75,000 per year for up to five years]
By working with the existing Arts Advisory Committee structure and making
several improvements to address the concerns raised through this process, most
of the issues could be addressed in the next year or two. Immediately there
could be an analysis of how the communication between the Arts Advisory
Committee and the City Council could be improved, with a potential solution
being a bi-annual report directly from the Committee to the City Council.
Another step to address the needs of the existing Committee would be to remove
the sword "advisory" from their name. While this may seem like a trivial matter,
the use of the word in the name of the group does concern several Committee
14
members. Perhaps most beneficial to the long-term leadership ability of the Arts
Advisory Committee would be to have them participate in a comprehensive
strategic planning process. The only impact in terms of funding or resources
would be the financial commitment of identifying someone to lead the Advisory
Committee through the planning process. This could be achieved in two ways,
by creating a one-time budget item to hire an outside consultant or by
designating an employee or group of employees to lead the process. As the list
of goals indicates, the strategic planning process could be rather detailed and
lengthy. The major disadvantage of the strategic planning approach is that it
might not adequately address the concern of raising the importance of the arts in
the community. This was one of the issues raised by the Arts Advisory
Committee at the City Council meeting in October, 2008. This disadvantage
might be purely a perception issue, but in the goal setting discussions with the
Advisory Committee it became clear that increasing the gravitas of the arts
leadership body is the ultimate goal of most of the Committee members.
[COST = $ 75,000 for outside consultant / $ 0 for staff led planning process]
Another solution might be to offer a hybrid approach, where there is both a city
committee or commission and a non-profit group that addresses leadership
issues in the arts. This model has the advantage of offering the positive aspects
of both approaches, with the city committee or commission serving as an
advisory body regarding municipal arts issues and the non-profit able to address
community wide fund-raising and advocacy. The hybrid approach also allows
for funding from various agencies, which encourages a collective approach to
arts leadership in the community. The major disadvantage of this model is that it
would require double investment, as there would still be the staff resources
required to manage the city group and approximately the same amount of
funding to start the non-profit and allow it to build to self-sufficiency. Another
potential disadvantage is the issue of delineation of responsibilities. With two
groups charged with similar roles, the probability that toes could be stepped on,
or for power struggles to develop would be much higher than in any other of the
leadership options described in this report.
[COST = $ 50,000 to $ 75,000 per year for up to five years, as well as existing
budget and staff resources.]
The last option would be forming an Arts Commission for the City of Santa
Clarita, which could demonstrate an expanded commitment to the arts, but it
could also result in little or no change to the status of the arts in the community.
The advantage of this model is that it would be a tangible change, that might
address the core issue of gravitas. The disadvantage is that the staff resources
15
and funding requirements will increase without any guarantees that the desired
result will be achieved. There have been several claims that a Commission will
result in everything from more grant opportunities to a sudden rise in the
importance of the arts in community. The grants issue was raised several times
at the City Council meeting in October, 2008, and, as noted before, the City of
Santa Clarita is currently funding an arts grant writer who has had a very
difficult time identifying grants that the City can apply for. This is due to the
restrictions that most foundations will only fund 501(c)3 non-profit
organizations, and the few funding sources that do support municipalities, such
as the California Arts Council and the National Endowment for the Arts, have
very limited funding and allow cities to apply only once a year. As to the
importance of the arts in the community, this would not be guaranteed with any
of the arts leadership options, but within the current city structure a Commission
would carry more weight than the existing Arts Advisory Committee. Whether
the arts leadership is a Committee or a Commission, the resources will still come
primarily from the City, and based on a review of arts leadership structures in
other communities, either structure will not necessarily enable or disable the
leadership from achieving the goals described in Section I1I. The Commission
could be structured various ways, but most likely it would follow the model
established by the Parks, Recreation, and Community Services Commission, with
five members appointed by City Council.
[COST = $ 5,000 per year per Commissioner for stipends, as well as $ 50,000 to
$100,000 per year for additional staff resources for Commission administration
and clerical duties.]
There are no clear curt structural approaches to guarantee a successful
advancement of the arts in Santa Clarita, as there are so many factors that will
impact whichever form the City Council recommends. Most of the options
described above have direct costs associated with them, and all of them have
future funding needs that are not described, as they are tied to the development
of new programs and projects, and it is impossible to determine what those will
be at this time. The ultimate question is which option will have the best return
on the investment of resources and funding, and which will be most likely to
achieve the goals described in section three of this report. No matter what choice
is made, arts and culture will continue to be an essential part of the daily life of
Santa Clarita, and staff and the arts leadership team will strive to help it thrive
and gro-vv.
16
City of Santa Clarita
Cultural Arts Master Plan----
Phase
II
December 1998
Prepared by David Plettner and Mark Anderson
A plan for serving the community through development of arts and culture
facilities and programs in the Santa Clanta Halley.
EXECUTIVE SUMMARY
Introduction, Scope and Methodology
This Cultural Arts Master Plan, Phase II, completes a two-phase planning process initiated
by the City of Santa Clarita in 1997 in cooperation with the Santa Clawa Arts Alliance, a
task force of community arts and cultural leaders' The Phase I plan focused on the local
arts community and identified its specific needs This Phase II plan focuses on the cultural
needs of the whole community and formulates plans in two areas:
Meeting tine community's need for cultural facilities
Planning for a local arts agency to support, promote and develop arts and
culture in the community
The planning process emphasized careful study of Santa Clartta's specific character and
circumstances. The methodology was to assess whole community needs, examine other
communities' approaches, and develop options for solutions to Santa Clarita. Research
tools included extensive community interviews; interviews with cultural facilities in other
communities; a local market study, review of other local cultural facility plans; assessment
of potential facility sites; and a comprehensive review of relevant City materials.
Cultural Facilities
Community Benefits (page 14)
Cities frequently undertake cultural facilities development to make important gains for the
whole community. The City of Santa Clarita is clearly at a point where its involvement in
cultural facilities development is appropriate, compared with other cities. Demand now
substantially exceeds supply and there is widespread support for City involvement. Also,
cultural facilities development offers significant benefits: substantial new educational
opportunities for children and youth; growth for local arts organizations; access to the
diverse cultural offerings of local, national and international artists; enrichment of the built
environment; support for Newhall redevelopment; enhanced community pride and image,
and increased economic activity. Cultural facilities development will help attract
desirable businesses and residents to the community. The City of Santa Clarita has already
recognized the need for cultural facilities and begun to address it through support of local
arts organizations' efforts to meet their own facility needs: $250,000 in Newhall Arts
District matching grants and $350,000 in State funds for auditorium renovation
Comparable Cultural Facilites in Southern California (page 1S)
To provide a basis for comparison, the consultants studied 11 comparable cultural
facilities in Southern California, including several in cities with demographics similar to
Santa Clarita. The study concluded that cities are commonly involved ;n cultural facilities
development, operation, and ownership Municipal leadership was an essential element
City of Santa Clarita / Cultural Arts Master Plan
Page •t
of nearly all facilities in the study Cultural facilities are also not moneymaking ventures
and require ongoing public and private subsidy. Shared use of culturai facilities is typical
and programming is diverse, including local and touring artists, educational groups and
commercial rentals. The cultural facilities studied do not fear competition from a cultural
facility in Santa Clarita; rather they are interested in collaborations and v,,elcome the
addition of a new partner in the field.
Community Need (page 18)
The single most significant finding of this plan is the size and breadth of the community's
need for cultural facilities, and arts and culture programs generally. the constituency
encompasses a great majority of the residents of the Santa Clarita Valley, plus people from
outside the Valley. The largest portion of the community's need for cultural facilities is
shared by the general public and the school children that will attend events The
community will clearly support and utilize a variety of new cultural facilities Community
need was also clearly documented in the Phase I plan. Cultural facilities were the highest
priority need, supported by the relative absence of suitable facilities for almost all local
arts organizations.
Market Study: The consultants conducted a geodemographic market study,
concluding that Santa Clarita Valley is an exceedingly strong market for the arts, an
unusual "build it and they will come" market. The potential for arts attendance is
at least 70,000 annually, drawing from both the Santa Clarita Valley and northern
San Fernando Valley. The demographic trends indicate increases in this figure over
the next five years. Local residents view the arts as more desirable than most other
leisure activities and are likely now searching the larger geographic area to
participate in arts programs they cannot attend near to home. Families with
children dominate the market, so any cultural programming, services and facilities
should be oriented to family activities.
I ocal Arts Organizations and Current Arts Attendance in the Santa Clanta-LalLey.:
The existing audience for arts and culture in the Santa Clarita Valley, even without
sufficient cultural facilities, serves to corroborate the potential identified in the
market study. On an annual basis, local arts organizations' current total attendance
is at least 63,000, involving more than 300 performances and events Pard
attendance is more than 33,000.
Additional Need:School College -and Rental L1se: While the market study focused
on potential audience, an additional measurement of need is use by local schools,
colleges and renters Local school districts and colleges all report a need for more
cultural performing and instructional facilities. While their need far exceeds the
capacity of even the most ambitious municipal cultural facilities development plan,
all expressed specific interest in using a new cultural facility for educational
performances and other events. Rentals by local businesses, community groups,
City of Santa Clarita / Cultural Arts Master Plan
Page 5
and film and television production „•ould fill any unused capacity in a cultural
facilit%,
Current Plans for Local Cultural facilities (page 24)
Current plans for local cultural facilities development include. Hart School District,
College of the Canyons, Masters College, Newhall Elementary School/Theatre Arts for
Children, Canyon Theater Guild, and Santa Clarita Repertory Theater. All of these plans
are valuable for meeting some por`tron of the community's need for cultural facilities.
However, assuming the plans are implemented, the new facilities would not significantly
address the market for arts attendance as defined in the market study. In addition, these
plans reflect the magnitude of need for educational use of cultural facilities. Both-t]he Hart
District and College of the Canyons have expressed interest in exploring the possibility of
joint development, funding and use of a cultural facility with the City.
Competitive Cultural Facilities (page 25)
The Santa Clarita Valley currently has no cultural facilities close enough geographically to
compete for the arts audience with the new cultural facilities contemplated by this plan.
All of the planned local cultural facilities would be valuable additions to the cultural and
educational assets of the community. However, none is likely to serve the needs of, or
capture, the potential audience for arts attendance described in the market study because
of challenges in location, scheduling, limited stage size and technical capacity, and
parking.
Recommended Options for Cultural Facilities Solutions (page 26)
The recommended options for facility solutions are based on several fundamental
observations. The first is that the total community need is sufficiently broad to justify
municipal involvement. Second, the public constituency for cultural facilities is large
enough to suggest strong support for municipal efforts beyond what the City is already
doing. The third is that, based on the study of comparable Southern California cultural
facilities, it is not only commonplace but necessary for cities to take a leadership role in
providing cultural facilities that meet whole -community need. If municipal government is
not involved, cultural facilities that address the needs of the community are rarely
developed.
The consultants recommend three options. To best address whole community needs, the
first two options should be implemented together, then the third at a later time. The three
options are:
ID-bLL1 -a41edQrm►ng_and Visual all center (see page 27): Such a facility would
meet a substantial portion of the community's overall need and provide many other
community benefits. Two size facilities are presented, with an estimated total
construction cost of between $10.1 and $13.3 million. Each size would include a
theater, visual arts gallery, rehearsal studios, and administrative space. Several
potential partners have expressed interest in exploring the possibility of joint
City of Santa Clarita / Cultural Arts Master Plan
Page 6
development, funding and use of a cultural facility with the City, including College
of the Canyons, Hart District, and Newhall Land and Faiming. With a joint use
arrangement, the City's share of costs would be approximately $4 43 to $6 65
million, less some amount of income from private fundraising (page 30) The City
should consider forming a cultural facilities committee %vith the potential partners
to explore this possibility, also including community and arts leaders
TQi!xpnd-extsting_c-api-gEwitsAaJLLcalatls-arganlzatis)iis (see page 32). Many
local arts organizations will continue to need their own year-round of specialized
cultural facilities. There are currently four capital campaigns for cultural fact _Itties
in the Newhall area. Additional funding for local arts organizations, beyond the
City's existing funding, would help them meet their own facility needs and better
serve the community. It would strengthen Newhall redevelopment, although it
should not be limited to that area. This funding would address a smaller portion of
the community's overall need than a performing and visual arts center. The
estimated cost is as much as $750,000 over a three-year period.
Tsihulld_ansos.ttdoQr amphitheater (see page 33): This option would meet the
smallest potion of community need but is well suited to the character of the local
audience and certain types of popular performances and events. It would be best
created only as a supplemental facility approximately three to five years after a
performing and visual arts center is successfully built and operated The total
estimated construction cost is $2.9 million
Site Options (page 34)
The consultants identified, toured and evaluated 15 potential sites for the performing and
visual arts center and amphitheater (page 79). Based on the potential for meeting overall
community needs, there are three preferred sites for the performing and visual arts center:
City Center/Metrolink, Town Center, and a parcel at the northeast corner of the
intersection of McBean and the 5 Freeway, between the College of the Canyons and
California Institute of the Arts campuses. There are two preferred sites for amphitheater
development: City Center/Metrolink and Towsley Canyon.
Management, Programming and Marketing (page 37)
A private nonprofit organization should be created to manage the operations and
programs of the performing and visual arts center, with highly experienced professional
staff. A nonprofit organization would have the greatest capacity to gain contributed
income and respond to the needs of its constituents. The nonprofit will require an
ongoing, annual subsidy of approximately $300,000, which can be shared among joint
use partners The programming of the performing and visual arts center should include a
mixture of public performances by local arts organizations and touring groups,
educational use; and commercial rentals. Marketing the performances and other events in
the performing and visual arts center will be crucial to success, including a combination of
City of Santa Clarila / Cultural Arts hAaster Plan
Page 7
direct mail and print advertising, and ongoing efforts to remain visible in the media Also,
ticket purchasing must be convenient and flexible
Funding Optrons (page 36)
To finance the capital and operating costs of cultural facilities, the City should determine
the priority of cultural facilities within its overall capital improvement program and
consider some combination of revenues from the general fund, Transient Occupancy Tax,
and bond financing. While private funds may be available in the community for some
lesser portion of total costs, this must be investigated and quantified with a fundraising
feasibility study.
Local Arts Agency
Introduction and Methodology (page 43)
The Phase I plan identified a need for a local arts agency serving the community of Santa
Clarita. The consultants first defined characteristics of local arts agencies then developed
a plan focusing on the needs identified in Phase I. The methodology involved a review of
existing City programs; interviews with arts organizations, City staff, and potential partner
non -arts agencies. Information was gathered from the California Arts Council, the
National Endowment for the Arts, Americans for the Arts and the California Assembly of
Local Arts Agencies. The consultants also based observations on their experiences in
planning for local arts agencies
Definition of Local Arts Agency and Example (page 44)
Local arts agencies are civic entities that are formally designated by municipal
government. The agency may be a freestanding nonprofit corporation or a part of
municipal government. According to Americans for the Arts, the national service
organization for locals, there are about 3,600 local arts agencies in America
Local arts agencies have three fundamental capacities: producing and presenting arts for
the community, providing arts services to artists and arts organizations, and engaging in
community development partnerships that employ the arts to'serve the constituencies of
non -arts agencies. Local arts agencies tend to adapt in a practical manner to local
circumstances, filling gaps, addressing community needs, and accessing local revenues
sources. An example of a California local arts agency, the San Luis Obispo County Arts
Council, illustrates designation by municipal government and successful adaptation of the
three fundamental capacities to local circumstances.
Local Arts Agency Plan (page 46)
The City of Santa Clarita has a vibrant arts community and strong existing arts and culture
programs administered through its Parks, Recreation and Community Services
Department. To facilitate further development, designating a formal local arts agency is
the next and appropriate step to take. The City might choose a City -housed option by
designating its current arts and cultural programs as the local arts agency or it might
City of Santa Clarita I Cultural Arts Master Plan
Page 8
choose to create a quasi -independent nonprofit corporation; regardless there are many
opportunities to Create new progtams to enhance the ;!its in Santa Clarlta.
Mssmn-and-CiirejiL ityr Programs. The consultants recommend that the mission
of the local arts agency be to promote, support and develop arts and culture for
benefit of the community of the Santa Clarita Valley Program recommendations
are based on an assessment of the City's current programs, needs identified in the
Phase I plan, and new opportunities identified in the Phase II planning process
The City currently has a highly developed producing and presenting capacity.
Most of its resources support this capacity. Several of its programs have acliieved
notable success. It is developing its arts services capacity through grantmaking and
technical assistance scholarships as well as other programs. Staff of the
Department have a strong network of personal relationships with other community
and government entities, providing significant opportunities to further establish
community development partnerships The City should continue its arts
programming for which it has a demonstrated record of success as well as
expertise. Formal evaluation procedures that encompass individual prograrn goals,
measurements of success, and constituent feedback need to be established.
New Programs: The City of Santa Clanta is well underway in increasing and
establishing grantmaking programs. The Community Services Grants budget was
increased dramatically in the current year from $20,000 to $50,000 and the
Newhall Arts District matching grants program was established with $250,000.
These programs play a valuable role in meeting community needs and should be
continued. A further increase in the Community Services Grants budget and
creation of a category for individual artists' fellowships should be considered. As
discussed in the cultural facilities chapter, the City should also consider the
feasibility of increasing existing capital grants to local arts organizations from
$250,000 to $1 million, to better meet their capital needs.
The arts community identifies arts services as its priority and the development of
such services should be a priority for a new local arts agency. Seven of the eight
needs identified in Phase I planning deal with arts services. To address these
needs, the local arts agency should convene arts organizations; establish a
newsletter, a master arts calendar, and an artist slide registry; create technical
assistance efforts that compliment the City's existing efforts; mount advocacy
efforts; and possibly create an audience development project.
The City has taken initial steps in the area of partnerships for community
development. Share the World, A Living History, Storytelling and Special Events
serve constituents generally outside the arts audience, and have educational and
social service goals. The local arts agency should expand this capacity by
developing partnerships with other, non -arts agencies. Partnerships will extend the
City of Santa Clanta /Cultural Arts Master Plan
Page 9
reach and impact of arts and culture programs, broaden the arts constituency, and
provide new resources
To explore the opportunities for partnerships, Phase II planning rnten iewees
included representatives from school districts, the Parent Teacher Association, the
Boys and Girls Club, the City's Economic Development Department, arts
organizations and City staff involved in the Newhall Redevelopment District, and
law enforcement agencies. All interviewees would welcome a partnership 4vith a
local arts agency. Initial efforts should focus on arts education, youth
development, economic development, cultural tourism, redevelopment, and law
enforcement.
Management,_51aft-and Governance: For successful management, the local arts
agency must engage highly qualified staff and consolidate arts and culture staff in
one area. Effective governance for a City -housed agency requires creating an
Advisory Committee; for a quasi -independent nonprofit, a board of directors
Costs and Funding: The City's increased annual costs for creating a local arts
agency and implementing the recommendations of the agency plan are similar for
both City -housed and quasi -independent options: $276,110 for the City option
and $243,750 for the quasi -independent option in the first year. Costs decrease
slightly in the second year. The City should consider dedicating part of existing or
increased Tourist Occupancy Tax revenues to fund this expense.
Recommended Option for Lead Agency (page 60)
Two options for lead agency were considered for a local arts agency: a City -housed
agency and a quasi -independent nonprofit organization. The consultants were aware that
the City had reservations about assuming the role of lead agency and carefully reviewed
both options. The consultants chose the City -housed option as their current
recommendation because it is clearly the better choice for successful implementation of
the local arts agency recommendations; the City can consider transferring the programs to
an outside nonprofit once they are established. The City has significant community
support for assuming the role of local arts agency; it also already has strong local arts
agency programming and the best capacity for creating new programs. A new local ans
agency within the City's Parks, Recreation and Community Services Department would
not compete with its constituent arts organizations for contributions from individuals. It
would allow for the broadest possible community representation on advisory committees
and task forces, since volunteers will not generally be expected'to contribute and raise
funds. Maintaining current programs and creating new ones would enhance the City's
image and reputation for responsiveness to the community. Creating a successful
nonprofit corporation outside the City is a lengthy process that would require replicating
the City's experience and expertise in arts programming. Leadership for a local arts
agency is not evident, on the contrary, the arts community wishes the City to assume the
role
City of Santa Clarita /Cultural Arts Master Plan
Page 10
CITY OF SANTA CLARITA
INTEROFFICE MEMORANDUM
TO: YAavof FraAVFerry and Councilmembers
FROM:
DATE: January 13, 2
SUBJECT: ARTS COMMISSION STUDY ADDITIONAL ATTACHMENTS
The Arts Commission Study, Agenda Item 8 on the January 13, 2009, City Council Agenda,
contains an attachment titled "Arts Leadership Report." Staff has learned that some important
pages of the report are missing. There are two other changes in the Table of Contents as noted
below.
• The Arts Information Sheets listed as the first attachment, beginning with page 17 of the Arts
Leadership Report, were not included with your agenda packet and are attached to this memo
for your review. These fact sheets are the baseline data used to develop the matrix of the
City arts organizations in Section II of the report. s
• Under Attachments in the Table of Contents "City of Santa Clarita Arts Programs, Projects,
and Events Overview" should be deleted and is not included as part of the report.
• The Table of Contents attachment notation for the last item should read, "Cultural Arts
Master Plan, Phase II, Executive Summary." This item is numbered separately from the
other items in the attachment as it is an excerpt from the full Master Plan.
Please feel free to contact me if you have any questions.
KP:RG:ada
admmlcouncdlarts commission study addl rpt attach memo 1-12-09 doc
Attachments
cc: Sharon Dawson, City Clerk
ARTS INFORMATION SHEETS
17
CALIFORNIA
GENERAL LAW CITIES
ff:]
1OWWOM 91
Population:
121,780
Size:
31.13 sq. miles
Founded:
1905
County / Area:
Contra Costa
Median Income:
55,597
Industries:
Navy, banking, retail
Type of City:
General Law
City Dept:
Parks and Recreation
City Arts
Leadership:
No unified leadership
City Programs:
Events and recreation classes
Community Arts
Leadership:
No unified leadership
19
CORONA
Population:
124,966
Size:
35.2 sq. miles
Founded:
1886
County / Area:
Riverside
Median Income:
59,615
Industries:
Manufacturing
Type of City:
General Law
City Dept:
Parks and Community Services
City Arts
Arts & Culture Advisory Subcommittee — Adhoc committee
Leadership:
with Mayor and another Councilmember on the committee.
City Programs:
Events, arts services, and the beginnings of a public art
program. In the process of developing an Arts Plan, which
went out to bid for a consultant in August 2008.
Community Arts
Leadership: No unified leadership
COSTA MESA
Population: 108,724
Size: 15.7 sq. miles
Founded: 1953
County / Area: Orange
Median Income: 50,732
Industries: Retail, services
Type of City: General Law
City Dept: City Managers
City Arts
Leadership: Cultural Arts Committee - A nine -member group of
Council -appointed residents and business leaders, all
volunteering to help support and promote the cultural arts,
from individual artists and small grassroots organizations to
Costa Mesa's larger professional institutions.
City Programs: A youth art display in the lobby of City Hall, maintaining a
database of Costa Mesa artists, recognizing local artists,,
promoting them whenever possible, with the long-range
goal of establishing an art gallery for local artists to display
their work. Artist showcases, youth art programs, arts
resources, and developing arts district.
Community Arts
Leadership: Orange County Performing Arts Center, South Coast
Repertory Theatre. City plays minor role, compared to these
large institutions.
21
ELK GROVE
Population:
136,318
Size:
15.2 sq. miles
Founded:
2000
County / Area:
Sacramento
Median Income:
77,064
Industries:
Retail / services
Type of City:
General Law
City Dept:
Economic Development
City Arts
Leadership: Committee for the Arts - their
City Programs:
Community Arts
Leadership:
scope is locating and
recommending specific
pieces of art to be installed
City of Elk Grove -owned
facilities, to be purchased
with $5,000 annual
appropriation (minus the operating expenses of the
Committee). Provide recommendations to the City Council
for arts and entertainment within the City of Elk Grove.
Dialogue with regional and local entities interested in arts
and entertainment.
J
Some events, festivals, and arts services
No unified leadership
22
Population:
Size:
Founded:
County / Area:
Median Income
Industries:
Type of City:
City Dept:
City Arts
Leadership:
City Programs:
Community Arts
Leadership:
I
EL MONTE
115,965
9.7 sq. miles
1912
Los Angeles
32,439
Retail and services
General Law
Community Development
Arts in Public Places Commission — Newly formed to advise
on creation of public art program. No percent for arts at this
time.
Public art and some recreation classes
No unified leadership
23
ESCONDIDO
Population:
128,819
Size:
36.5 sq. miles
Founded:
1888
County / Area:
San Diego
Median Income:
42,567
Industries:
Agriculture, tourism, retail, services
Type of City:
General Law
City Dept:
Community Development
City Arts
Leadership: Public Art Commission - The Public Art Program exists to
enrich the community by seeking, promoting, and providing
publicly accessible art that reflects community goals and
desires. A Public Art Commission has been established to
assist and give direction to the placement of public art.
City Programs: Public art - some events and recreation classes
Community Arts
Leadership: California Center for the Arts plays strong role in leadership
of local artists.
24
FONTANA
Population:
181,640
Size:
42.4 sq. miles
Founded:
1952
County / Area:
San Bernardino / Inland Empire
Median Income:
56,380
Industries:
Distribution Centers for major retailers
Type of City:
General Law
City Dept:
Community Services
City Arts
Leadership:
Parks and Recreation Commission / City Council (similar in
structure to Santa Clarita before the formation of the Arts
Advisory Committee).
City Programs: Artist showcases, Center Stage Theater - Newly restored
theater (opened July 2008)
Community Arts
Leadership: No unified leadership other than city
25
FREMONT
Population: 211,662
Size: 92 square miles
Founded: 1956
County / Area: Alameda / San Francisco Bay Area
Median Income: 124,600
Industries: Biotech / Life sciences / Green Technologies
Type of City: General Law
City Dept: Parks and Recreation
City Arts
Leadership: Art Review Board — Five -member board that advises the city
in matters related to art in public places. Its members are
knowledgeable in contemporary visual art and particularly
art in public places. They advise in the selection of artists
and review the installation and maintenance of approved
artwork.
City Programs: Public Art (Civic Arts) - Projects funded by the City of
Fremont allocate on percent of the costs of each public
building and park constructed by the City of Fremont
towards artwork. Arts education, gallery, children's art
classes through recreation.
Community Arts
Leadership: Fremont Cultural Arts Council - Their mission is to
support the practice and enjoyment of the fine arts in the
Fremont Community. In addition to active sponsorship of
activities such as art in the schools, the Council provides a
"clearinghouse" for the Arts and other charitable and
nonprofit activities in the area.
26
Population:
Size:
Founded:
County / Area:
Median Income
Industries:
Type of City:
City Dept:
City Arts
Leadership:
City Programs:
Community Arts
Leadership:
FULLERTON
126,003
22.2 sq. miles
1887
Orange
50,269
Agriculture, manufacturing
General Law
Parks and Recreation
City Council
Events and recreation classes. The city provides staff for the
Fullerton Museum, which is under the leadership of a
nonprofit with a board that oversees the city staff.
No unified leadership for the community. Cal State
Fullerton plays an active role in the arts community.
27
GARDEN GROVE
Population: 170,000
Size: 18.0 sq. miles
Founded: 1956
County / Area: Orange
Median Income: 47,754
Industries: Agriculture, retail, services
Type of City: General Law
City Dept: Community Services
City Arts 11
Leadership: Parks, Recreation, and Arts Commission - A seven -member
commission reviews and makes recommendations as to the
status of parks and recreation programs offered by the city;
reviews and considers existing and potential city arts
programs and funding: reviews and makes recommendations
on capital improvement plans for park facilities; reviews and
makes recommendations on proposed amendments to the
General Plan Parks and Recreation Element; reviews and
makes recommendations as to other planning and zoning
activities having relationship to parks, recreation, and arts
programs.
City Programs: Events and recreation classes
Community Arts
Leadership: Three major theatres, but no unified community leadership
W
LANCASTER
Population:
145,243
Size:
94.2 sq. miles
Founded:
1977
County / Area:
Los Angeles
Median Income:
41,127
Industries:
Distribution Centers / Aerospace
Type of City:
General Law
City Dept:
Parks, Recreation, and Arts
City Arts
Leadership:
City Council
City Programs:
Various programs offered at two city -owned and operated
facilities, the Lancaster Performing Arts Center and the
Lancaster Museum / Art Gallery, and various community
events and art classes.
Community Arts
Leadership: No unified leadership
Qi
29
I
MORENO VALLEY
Population: 180,466
Size: 51.6 sq. miles
Founded: 1984
County / Area: Riverside
Median Income: 47,387
Industries: Retail and service / some manufacturing
Type of City: General Law
City Dept: Parks and Community Services
City Arts
Leadership: Arts Commission — Advises on matters pertaining to the
planning for the arts in the city; facilitating interaction
among artists; promoting arts activities and education;
recognizing achievement in arts; providing a mechanism for
public participation in the arts; advising the City Council on
the involvement of arts in economic development;
supporting and assisting existing organizations involved in
arts and/or culture in the city; reinforcing the city's identity
and civic pride through arts and culture; recognizing the
importance of arts to the city's quality of life; researching
grants for arts and culture and making recommendations for
the City Council; encouraging service organizations and/or
other governmental agencies to propose, finance, and give
public arts projects to the city; reviewing and considering
proposed gifts as to their artistic quality, authenticity,
appropriate site, and maintenance and installation costs;
research and provide reports and recommendations of
possible sources of funding, in addition to public funds for
potential city public art projects.
MORENO VALLEY (continued)
City Programs: As described above focus on arts services, public art
program, and fund identification.
Community Arts
Leadership: Diamond Valley Arts Council - Promotes arts -related activities,
events, and programs along with the opportunities for
enjoyment and participation that they offer. We do this
through a network of visual and performing artists,
individuals, and businesses committed to nurturing a
thriving arts community, and independent groups and
organizations each devoted to a particular segment arts and
culture.
31
OCEANSIDE
Population:
173,303
Size:
41.6 sq. miles
Founded:
1888
County / Area:
San Diego
Median Income:
46,301
Industries:
Military / Tourism
Type of City:
General Law
City Dept:
Parks and Recreation
City Arts
Leadership: Arts Commission - The Commission considers and makes
recommendations to the City Council on development and
promotion of performing and fine arts programs, and arts
facilities and policies pertaining to cultural enhancement.
City Programs: Events, art classes, and some arts services
Community Arts
Leadership: Oceanside Community Arts Council — Seems to be an
organization with minor leadership or oversight of the
community artists, instead operating more like an artists'
association.
32
ONTARIO
Population:.
173,690
Size:
49.9 sq. miles
Founded:
1891
County / Area:
San Bernardino
Median Income:
42,452
Industries:
Manufacturing / Service / Warehousing / Some agricultural
Type of City:
General Law
City Dept:
Museum of History & Art
City Arts
Leadership:
City Council
City Programs:
Operates a Museum of History & Art, where many exhibits,
performances, and classes are held.
Community Arts
Leadership: No unified community leadership
33
ORANGE
Population: 128,821
Size: 23.6 sq. miles
Founded: 1888
County / Area: Orange
Median Income: 58,994
Industries: Agriculture / Services / Manufacturing
Type of City: General Law
City Dept: Arts programs are left to the County to implement and
oversee.
City Arts
Leadership: No unified city leadership
City Programs: No programs, other than some events and classes.
Community Arts
Leadership: Arts Orange County — Builds appreciation, participation,
and support for arts and arts education throughout Orange
County. Established in 1995 as the nonprofit, countywide
arts council of Orange County, California, the Council's
dedicated staff and Board of Directors support a vision to
establish the county as one of the top ten creative
communities in the nation. To that end, Arts Orange County
serves as a resource and advocate for the arts community, as
a catalyst for leadership on arts issues, and as a sponsor of
programs and services which enhance public awareness of
arts activities and promote the development of the arts and
arts education.
34
Population:
Size:
Founded:
County / Area:
OXNARD
192,997
36.6 sq. miles
1903
Ventura / Oxnard -Thousand Oaks -Ventura Metropolitan
Area
Median Income: 48,603
Industries: Agriculture / Port / Military
Type of City: General Law
City Dept: Development Services — Planning Division
City Arts
Leadership: Art in Public Places Committee — A five -member committee,
appointed to review applications for public art installations.
City Programs: Very limited Public Art Program. Events including a
Multicultural Festival, Holiday Parade, Earth Day, and other
community events. Performances, lectures, and visual art
displays at Carnegie Art Museum, formerly the Oxnard
Library. Owned and operated by the city. Children's art
classes through recreation.
Community Arts
Leadership: Ventura County Arts Council, which was created in 1996
primarily to administer the State/Local Partnership program
of the California Arts Council and provide art services
support.
35
Population:
Size:
Founded:
County / Area:
Median Income
Industries:
Type of City:
City Dept:
City Arts
Leadership:
City Programs
Community Arts
Leadership:
PALMDALE
147,897
105.1 sq. miles
1888
Los Angeles
46,941
Aerospace / Manufacturing / Retail
General Law
Palmdale Playhouse / Parks & Recreation
City Council
Primary focus is on productions and programs offered at the
Playhouse. Also offers events and classes through the
Recreation program.
No unified community leadership
3M
SIMI VALLEY
Population:
126,035
Size:
39.5 sq. miles
Founded:
1969
County / Area:
Ventura
Median Income:
88,406
Industries:
Machinery / Metals / Manufacturing
Type of City:
General Law
City Dept:
Community Services
City Arts
Leadership:
City Council
City Programs:
Operates a Cultural Arts Center that offers performances
and some limited programming. Supported by an Arts
Foundation, that serves primarily as a fundraising arm of the
Center, with little oversight or input. More like a "Friends
Of" group.
Community Arts
Leadership: No unified community leadership
37
THOUSAND OAKS
Population: 126,081
Size: 55.0 sq. miles
J
Founded: 1964
County / Area: Ventura
Median Income:
102,950
Industries:
Biotechnology / Electronics / Automotive / Aerospace /
Telecommunications
Type of City:
General Law
City Dept:
Theatre Department
City Arts
Leadership:
Arts Commission - An advisory body to the City Council
relative to the measures and methods utilized to promote the
general cultural development of the City. The duties of the.
Commission include exploring methods of obtaining funds
to promote the arts; rendering assistance regarding artistic,
aesthetic, and other cultural aspects of community life; and '
advising the City Council. Eleven Commissioners
(one Commissioner with broad cultural interest and ten
Commissioners representing various arts and professions)
serve two years, rotating terms. City residency is required of
all Commissioners.
City Programs:
Operates the Thousand Oaks Civic Arts Plaza where various
performances and programs are held.
Community Arts
Leadership: Alliance for the Arts - The Alliance's mission statement is: To
provide "leadership" in developing the Thousand Oaks Civic
Arts Plaza as the principal cultural center of our community
for the performing and visual arts. "Leadership" is defined
by fundraising, advocacy, grants and allocations, performing
and visual arts education, arts awards and recognition, and
THOUSAND OAKS (continued)
marketing and promotions. The Alliance for the Arts is the
official nonprofit fundraising arm of the Thousand Oaks
Civic Arts Plaza.
Arts Council of the Conejo Valley — Grassroots support
group for local artists, little impact on the policies and
procedures of the entire community.
39
WEST COVINA
Population:
112,666
Size:
16.1 sq. miles
Founded:
1923
County / Area:
Los Angeles
Median Income:
53,002
Industries:
Retail / Auto Sales / Service
Type of City:
General Law
City Dept:
Community Development
City Arts
Leadership:
Public Arts Commission — The commission focuses
specifically on the oversight of the Art in Public Places
Program. The Commission is comprised of seven members,
five of which are appointed by the City Council, with the
other two members being Planning Commissioners (who
would serve concurrently on both commissions).
City Programs:
Primarily focused on public art.
Community Arts
Leadership:
No unified art leadership
.M
CHARTER CITIES
WHICH SERVE AS BENCHMARK
COMMUNITIES FOR
SANTA CLARITA
41
BURBANK
Population:
100,316
Size:
17.4 sq. miles
Founded:
1911
County / Area:
Los Angeles
Median Income:
62,347
Industries:
Entertainment / Retail / Tourism
Type of City:
Charter
City Dept:
Parks and Recreation
City Arts
Leadership:
City Council
City Programs:
Public art, events, classes, arts education, and some arts
services.
Community Arts
Leadership: No unified leadership
42
GLENDALE
Population:
207,007
Size:
30.7 sq. miles
Founded:
1906
County / Area:
Los Angeles
Median Income:
41,805
Industries:
Retail / Finance / Entertainment / Services
Type of City:
Charter
City Dept:
Parks, Recreation, and Community Services
City Arts
Leadership:
Arts & Culture Commission - The Commission plans and
provides regular reports to the Council for the arts in
Glendale; facilitates interaction among artists; promotes art
activities and education; recognizes achievement in the arts;
serves as an advisory group on the arts to the Council and
city boards and commissions, and advises the Council on the
need for inclusion of, and the role of arts in economic
development. City is looking at eliminating Commission.
City Programs: Events, arts services, public art, arts education.
Community Arts
Leadership: No unified leadership
43
IRVINE
Population: 209,806
Size: 69.7 sq. miles
Founded: 1971
County / Area: Orange
Median Income: 98,923
Industries: Pharmaceutical / Service / Retail
Type of City: Charter
City Dept: Community Services
City Arts
Leadership: City Council
City Programs: Operates a fine art center, events, classes, and limited arts
services.
Community Arts
Leadership: Arts Orange County - Builds appreciation, participation, and
support for arts and arts education throughout Orange
County. Established in 1995 as the nonprofit, countywide
arts council of Orange County, California, the Council's
dedicated staff and Board of Directors support a vision to
establish the county as one of the top ten creative
communities in the nation. To that end, Arts Orange County
serves as a resource and advocate for the arts community, as
a catalyst for leadership on arts issues, and as a sponsor of
programs and services which enhance public awareness of
arts activities and promote the development of the arts and
arts education.
44
Population:
Size:
Founded:
County / Area:
Median Income
Industries:
Type of City:
City Dept:
City Arts
Leadership:
City Programs:
Community Arts
Leadership:
PASADENA
133,936
23.2 sq. miles
1886
Los Angeles
86,523
Tourism / Retail / Technology
Charter
City Manager — Arts & Cultural Affairs Division
Arts and Culture Commission - The primary advisory body,
of the City Council established to act as a catalyst bringing
government, the arts and culture, and public sectors together
for the cultural benefit of all. The Commission consists of
nine members, one nominated by each of the seven City
Council members, and the other two nominated by the
Mayor upon recommendation from the other six
Councilmembers.
Various, including public art, arts education, art services,
funding, events, and classes.
Pasadena Arts Council — A nonprofit that supports the local
arts groups through resources and advocacy.
ELI
VENTURA
Population: 106,744
Size: 32.7 sq. miles
Founded: 1866
County / Area: Ventura
Median Income: 52,298
Industries: Tourism / Retail / Agriculture / Service
Type of City: Charter
City Dept: Community Services
City Arts
Leadership: Cultural Affairs Commission — Five members. Provide
planning, financial support, services for and promoting
development of arts organizations, artists, and cultural
activity and tourism in the City. Advise on matters
pertaining to the arts, culture, and cultural tourism.
Public Art Commission — Seven members. Advise and
recommend on the quality, quantity, scope, and style of art
in public places, projects, and the development and
implementation of the Art in Public Places Program policies
and guidelines.
City Programs: Public art, events, art services, and funding.
Community Arts
Leadership: Ventura County Arts Council — Its mission is to support and
strengthen the Arts throughout Ventura County, while
continuing to serve Ventura County artists, arts
organizations, schools, and the general public.
46