HomeMy WebLinkAbout1999 Cultural Arts Master Plan Janiiar,y 1999
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Cultural Arts Master Plan
City of Temecula, California
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JANUARY 1999
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AMS Planning & Research
7307 Princeton Avenue
' St. Louis, MO 63130
314.727.2880
http:Hams-online.com
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City Council
' Mayor
Steven J.Ford
Members
' Jeffrey E. Stone,Mayor Pro Tern
Karel Lindeman
Ron Roberts
Jeff Comerchero
City Staff
Acting City Manager
Shawn D.Nelson
Project Staff
Herman Parker,Director, Community Services Department
Phyllis Ruse, Deputy Director, Community Services Department
Gail Zigler,Administrative Staff, Community Services Department
Community Services
Commission
Tom Edwards, Chairman
Henry Miller,Vice Chairman
Jeffery Nimeshein
Jim Meyler
Jack Henz
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Planning Committee
Steve Art,Temecula Valley Chamber of Commerce
' Gregg Baker, Christian Youth Theater
Tony Bussen, City of Temecula Teen Council
Darrell Connerton
' Belinda Contopulos,Christian Youth Theater
Patty Drew,Temecula Valley Playhouse
Gabrielle Finley, Callaway Winery
Randy Holland,Arts Council of Temecula Valley
Ann Kelly, Christian Youth Theater
Allie Kuhns,City of Temecula
Grace Melman, Friends of the Temecula Library
John Meyer,City of Temecula
Martha Minkler,Arts Council of Temecula Valley
Herman Parker, City of Temecula
Julie Pelletier,City of Temecula
Donna Perry, Economic Development Corporation
Norman Pico,Pechanga Entertainment
Jerry Regier,Edge Marketing
Phyllis Ruse,City of Temecula
' Tab Salsman,Jr.,City of Temecula Teen Council
Beverly Stephenson, Fine Arts Network
Sunny Paulsoin Thomas,Temecula Valley Film Council
Debbie Ubnoske, City of Temecula
Gary Wilson, Temecula Valley Unified School District
Project Consultants
AMS Planning & Research
17307 Princeton Avenue, St. Louis, MO 63130 (314) 727-2880
World Wide Web: http://ams-online.com
Arthur Greenberg, Project Manager
Contents
INTRODUCTION...........................................................................................................I
BACKGROUND................... .................................................................................................I
GOALS&OBJECTIVES................................................................................................3
SYNMOLS.............................................................................................................................3
OVERVIEWOF GOALS..........................................................................................................4
GOALA:EDUCATION..........................................................................................................5
GOAL B: PUBLIC INVOLVEMENT.........................................................................................7
GOALC:PUBLIC ART............................................................................. ..........................14
GOAL D: COLLABORATION&SUPPORT SERVICES.............................................................16
GOALE:FAcrL=s...........................................................................................................18
GOALF:HERITAGE....................................7,11.11-11,11".."... ..................28
IMPLEMENTATION..............................................................................................................30
APPENDICES.................................................................................................................35
Introduction
Background
In September 1997,the City of Temecula issued a Request for Qualifications
(RFQ) for consulting services to develop a Cultural Arts Master Plan. The City's
intent was to undertake a community needs assessment, focus on issues of
historic preservation and facilities,and identify implementation methods and
resources. After a competitive selection process and review of proposal
submissions,AMS Planning&Research was selected to serve as professional
consultants for the cultural arts master planning process.
Planning Committee
After meetings with City staff and elected officials, a Planning Committee was
established consisting of representatives of City government,the non-profit Arts
Council of Temecula Valley and other cultural organizations, and community
1® leaders representing business, education,youth, and other sectors. An initial
meeting was held to finalize the scope of work for the planning process and elicit
expectations from the committee members.
Research Methodolog,
AMS's research for the Cultural Plan consisted of nearly forty interviews with
community leaders,elected officials, and key individuals representing
organizations and agencies whose missions were deemed to be relevant to the
' goals of the planning process.,
I' A patron and market analysis(involving demographic and lifestyle profiles)
was undertaken covering audience lists provided by three arts organizations in
the Temecula Valley. Written surveys were distributed to and collected from
j arts and cultural organizations and individual artists in the Valley from lists
l provided by regional arts groups. A public intercept survey involving 200
residents of the Temecula area was undertaken by City staff members to assist in
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Introduction 'Temecula Cultural Arts Master Plan
assessing community attitudes and opinions with respect to Temecula's existing
and future arts and culture resources.
A series of focused group discussions were then held with specific interest-area
groups including representatives of the region's performing arts, visual arts, and
historic preservation communities. A Town Meeting sponsored by the City of
Temecula was also held in August 1998 during which any and all topics relevant
to the Cultural Arts Master Plan were open for public comment. As a result of
input received from these meetings and the findings from consultant research,
the Cultural Arts Master Plan Planning Committee held two additional meetings
to develop the goats,objectives, funding and implementation recommendations
contained in this document.
Plan Format
The Plan begins with goals(broadly-worded statements of intent)and objectives
(strategies,tactics, and tasks by which to accomplish the goals). A subsequent
section is devoted to implementation and outlines funding needs and
organizational structures which will be required to implement the Plan. An
appendix provides a summary of research undertaken for the planning process.
Summary
The Cultural Plan is the result of input received from almost 400 people
during the duration of the planning process, and as such, represents the
collective direction of the City's arts, cultural, and heritage communities and key
leaders representing other sectors of the City.The City staff, City Council
members,Community Services commissioners, and volunteer Committee
members who crafted this document have intended to reflect and respond to
those needs and visions identified by the community. Augmented by the
assistance of professional staff and consultants,this final Plan document is
intended to serve as a vital blueprint for the future development of Temecula's
arts,cultural,and heritage assets.
The Cultural Plan is grounded in a belief that a true public/private partnership
will be an essential aspect of its implementation. The,participation of private
fenders,businesses and corporations,volunteers,non-profit arts and cultural
organizations, government departments and others,will be necessary for
implementation of this Plan. Its ultimate success will be overseen under the
auspices and guidance of the Temecula City Council, its professionally-staffed
departments, its appointed Commissions, and its non-profit partner, the Arts
' Council of Temecula Valley.
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Goals & Objectives
Symbols
Throughout this section of the Cultural Plan the following symbols are used to
' denote the various objectives:
• Denotes objectives,the individual activities and programs which have been
' identified by the community to accomplish the goals. Objectives are not in
priority order and should be pursued as opportunities become available.
Some will require little or no staff or funding for implementation while
others are longer-term and more resource dependent.
Denotes a specific implementation step or guideline to assist in defining the
objective under which it falls. These items are often advisory in nature, or
tactics and strategies related to accomplishing the objective.
Denotes a consultant recommendation.
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Goals&Objectives Temecula Cultural Arts Master Plan
Overview of Goals
The following table contains the text of each of the Plan's six goals(listed in no
particular order of priority) and its section devoted to implementation:
A�«Eduea o To provide opportunities for arts education in schools and the overall
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BW4Pub C To generate greater awareness and participation in arts and cultural
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CP,uhLc To enhance the community through art in public places.
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,; To assist,encourage,and foster cooperation among cultural organizations
u p S a and individual artists in Temecula Valley.
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E F,.act6tte� To develop facilities to accommodate performing and visual arts.
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F�$ertf � ; a� 'u To preserve the historic legacy of Temecula Valley.
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]mplemeuta to 3' 1 Provide funding and resources necessary to implement the Cultural Arts
q Master Plan.
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Goals&Objectives Temecula Cultural Arts Master Plan
Goal A: Education
' ':-. ,q:;r�vs x 3 parer 3.: rs ,} v-x'�''� �:. • . ,.... i:...
To:' rgy de opportuMties for.'I its edncafiou m schools and=the o�erall.community
P. ._
Rationale
The City of Temecula is recognized for its focus on providing quality of life for
the City's families and young people.A wide array of arts and cultural programs
sponsored by the City and non-profit organizations is available. Yet, during the
research conducted for this Cultural Arts Master Plan,the consultants discovered
a widely-held view that the City's young people should be an important focus of
the goals and objectives in this document. The strengthening and expansion of
existing cultural education programs, and the development of new initiatives,
represents an important priority of the Planning Committee.
Research conducted across the nation now provides conclusive evidence that
children who participate in comprehensive arts education curriculum perform
better in all aspects of school work: from math and science test scores to team-
building and social skill development. This goal is intended to increase
participation in arts,heritage and cultural activities by Temecula's young people,
to raise community expectations for the cultural enrichment its children will
enjoy, establish high standards for arts education and recreation programs, and
facilitate arts and cultural expression by the City's younger generation.
It is the vision of the Planning Committee that a mutually beneficial relationship
can be nurtured between the City's arts,cultural, and heritage organizations and
supporters and the public school districts in the region. Artists offering skills,
arts groups providing performance and exhibit resources, and community access
to school district-based programs and facilities represent one area of focus of this
goal.
Key to Objective Symbols:
Other =z>-Implementation Step -Recommendation
' 'Objectives
• Work with the Temecula Valley Unified School District(TVUSD)and other
public and private schools in the Temecula Valley region to:
identify and provide qualified in-service arts education training
appoint contact persons for arts education program
identify funding sources for enhanced arts/cultural/heritage programs
determine specific arts education program gaps and opportunities
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Goals& Objectives Temecula Cultural Arts Master Plan
' • Establish an ad hoc Arts Education Committee (or identify and utilize an
existing committee or association,such as a joint City/TVUSD Task Force
or Committee)to provide on-going coordination for arts education service
providers(organizations and artists),volunteers, and school district faculty,
staff,and parents
• Work with Temecula Valley-based arts and cultural organizations to expand
and enhance existing arts/cultural/heritage education programs including:
=> Youth Arts Fair
=> Summer Arts Institute
=> Sunday in the Park
• Develop an Arts,Education Directory covering contact information for
regional school districts(e.g., faculty, staff,parents)and arts, cultural, and
heritage education resources
• Work with the City's Teen Council and other young people's organizations
to:
=> Develop new performance opportunities for existing youth arts programs
(e.g., High School bands, etc.)
=> Create audience development initiatives involving youth leadership and
peer networking sales efforts
Implementation Scenario
n sInitial Steps 1 Cit Y's De arhnentt of Community Services identify the appropriate ate
vehicle (e.g.,Ad Hoc Joint Task Force of Community Services Department
and TVUSD)to develop work plan for specific objectives.
2. Identification of contact people and production of low-cost directory of
existing programs and opportunities for artist/organizational involvement
should be top priority.
3. Following initial tasks,Ad Hoc Task Force should convene meeting with
representatives of TVUSD and community-based arts programs(e.g., Sunday
in the Park,Youth Arts Fair,etc.)to identify unmet needs and enhancement
opportunities.
Involvement • "Lead Agency"would be Department of Community Services in partnership
with TVUSD.
i, • Ad Hoc Task Force would have representation from Community Services
Department,TVUSD,arts/cultural/heritage organizations, artists, interested
citizens.
ie Timeline • Establishment of Task Force within 3 months; directory production and
community rogram meetin within 9 months.
' Costs • Convene meeting,develop work plan by City and TVUSD staff.
• Directory production allowance of$2,500 contractor,printing,dissemination
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' Goals& Objectives Temecula Cultural Arts Master Plan
Goal B:
Public Involvement
To generate greater awareness and panc�ipahon marts and cultural;prtgrams::
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Rationale
The City of Temecula is seen by many of those interviewed for this planning
process as offering a unique marketing challenge. The prevalence of two-income
households,young families,and long commutes makes leisure time a valuable
commodity.Arts,cultural,and heritage organizations involved in the planning
process were focused on how more citizens of and visitors to the region could be
recruited as audiences and participants in cultural programs.
Market Research
Research conducted for the Cultural Plan is summarized here to provide some
1 background and context for goals and objectives relating to public participation.
A total of 200 surveys were completed by Temecula residents in July 1998. The
following are highlights of the research:
performing Arts Attendances s No Trines t At Least Average Times
x O nee,
iu Past Yeas
In Temecula _ . 45% 55% 3.2
Elsewhere in Riverside Co. 61% 29% 4.2
Outside of Riverside County .60% 40% 3.4
V.isaal Arts AttendanceNo`Trmes AtS east Average Times-:
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In Temecula 66% 34% 2.5
Elsewhere in Riverside Co. _ 92% 8% 2
Outside of Riverside Coun 75% 25% 2
When asked where they would takevisitors for a cultural experience,most
residents noted the Temecula Valley Wineries(28%) followed by the City's
Old Town(25%)and Balloon and Wine Festival (7%).
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' Goals&Objectives -itTemecula Cultural Arts Master Plan
P'r"o X"�m/Facili ' 'Attended m`Pasti�l2 Montli§! _"/o'.Attendin'< :.
Temecula Lib 63%
Parades 51%
Balloon and Wine Festival 41%
Pechan a Casino 41%
Temecula Valley Wineries 41%
Rod Run 40%
Farmer's Market 37%
Concert on the Green 23%
Summer Nights in Old Town 23%
Christian Youth Theater 21%
Tractor Race 18%
Temecula Rodeo 14%
' Temecula Art Gallery 14%
Temecula Film Festival 14%
Temecula Valley Playhouse 13%
City of Temecula Community Service Classes 13%
Arts in the Country 12%
Taste of the Valle 10%
Temecul-Temecula 6%
6idd>< ke to'S&-,More of in Teme eula ON,Re orfin
Comedy 48%
Popular music 46%
Theatre 46%
Musical theatre 34%
Cbildren's theatre 32%
Children's museum 31%
Craft fairs 31%
Classical music 31%
® Jazz music 31%
Recreation classes 29%
An exhibitions 25%
Art in public places 21%
Modem dance 21%
Ballet 19%
Headline stars 19%
Walking tours 18%
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Goals& Objectives Temecula Cultural Arts Master Plan
' Lifestyle Segmentation
A "Patron Analysis"was conducted for the Cultural Arts Master Plan involving
' a demographic and lifestyle analysis of arts attender households.' The combined
lists of the three Temecula Valley-based cultural organizations revealed a
relatively proximate primary market with 40%of all addresses located in just
two ZIP codes,and 75%of all patrons residing in just seven ZIP codes. Almost
nine in ten audience members(86%) live within a 15-mile radius of Temecula.
Among the most interesting findings of the Patron Analysis was the indication of
a"dual"arts market consisting of traditional arts attender households(higher-
income, well-educated market segments most commonly identified as arts
attenders in urban areas)as well as larger, medium-income families(more
typically associated with arts attendance in rural areas). Three high-income
lifestyle segments,including"Mid-Life Success" (segment#4 of 50, composing
19%of arts attenders),"Prosperous Metro Mix"(segment#5, accounting for
4.8%of local arts attendance)and"Good Family Life"(segment#6 with 8.9%
of the total),total to one-third of all arts attender households analyzed. Another
three lifestyle segments account for 40%of all attenders;members of the
"Family Ties"(#11, 14.9%),"Country Home Families"(#16, 14.5%), and
"Home Sweet Home"(#10, 10%) segments represent a more rural/suburban
"middle-American" character.
® The lifestyle segmentation is,to a great extent, a function of which organizations
provided lists for analysis. However,the composition of patron lists is very close
to that of the overall market, meaning these cultural groups have developed
programs and been effective in recruiting a diverse local audience base. The
lifestyle analysis findings imply that the marketing challenge facing Temecula's
arts and cultural programs will be to communicate effectively with two distinct
lifestyle groups. The upper middle-income family segments(numbers 10, 11, and
16)will likely respond better to promotions which are more "Chrysler Mini-
Van" oriented while the other group(#4, 5, and 6)probably relates more to a
luxury car approach). (See Appendix for additional information).
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!' 'Audience lists for analysis were provided by the Temecula Valley Playhouse(1,741
records), Christian Youth Theatre(2,535 records), and the Arts Council of Temecula
1 Valley(1,844 records). A total of6,120 household addresses were appended with
demographic and lifestyle data for the analysis.
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Goals& Objectives Temecula Cultural Arts Master Plan
Summary
This goal responds to opportunities identified in the community and to the wish
of all artists and cultural organizations to involve a broader public in their
programs.It is hoped that by strengthening arts programs and public
involvement,the Temecula community and its surrounding population will be
informed, enriched, and proud of its unique cultural resources.
Key to Objective Symbols:
Other =>-Implementation Step -Recommendation
Objectives
• Work with the Arts Council of Temecula Valley to serve as a central
resource for arts, culture, and heritage in the region by providing:
=> Master planning calendar services
Information and referral services
1 Coordinated marketing and promotion(see below)
=> See also Collaboration &Support Services
• Develop a cultural identity and awareness campaign to promote arts and
culture in the Temecula Valley consisting of:
=> Expanded press coverage and regional dissemination of information
=:> Cable television coverage
=> Internet and World Wide Web presence
=> Coordinated advertising and promotion to target markets
=> Customer service conveniences(e.g.,credit card purchase options for
tickets and art purchases)
=> Target commuters through billboards,radio
Information kiosks, auto mall marquee,and other signage opportunities
• Explore additional promotional opportunities through local/regional civic,
membership,and business associations including:
e => City and school district publications
=:> Civic and service club newsletters and other publications
=> Other civic/social association newsletters
z* Audience development activities such as sponsorship ticket packages,
corporate group sales,etc.
• Work with members of the business community to incorporate arts/cultural
!, event information on area Web sites
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• Develop a brochure listing.opportunities and guidelines for public promotion
(e.g.,banners, signage, etc.)of arts and cultural events in the City of
Temecula
• Develop a cultural tourism promotion plan including:
=> Identification of target markets
=> Identification of promotional opportunities(e.g., in conjunction with
other visitor-serving industry agencies)
Development of destination events(e.g.,national juried art exhibits)
® Development of promotional packages(e.g.,lodging, dining, and arts
experiences)
♦ The development of a Cultural/Fleritage Tourism Marketing Plan should be
undertaken in conjunction with the City of Temecula and visitor industry
representatives. Two primary sets of considerations should guide the Plan's
development:
=> 1)identification of product segments, and
=* 2)identification of target visitor segments
Product segmentation should be envisioned according to three categories:
=> a)those arts, cultural, and heritage programs, exhibits, and assets which
have the potential to draw purpose-visitors(e.g., such as the Oregon
Shakespeare Festival in Ashland,the Seattle Opera's Ring Cycle, Santa
Fe Opera Summer Season,or the Spoleto Festival in Charleston, South
�. Carolina,which are primary reasons for visiting those locations for
national and international tourists);
=> b)those arts, cultural, and heritage programs,exhibits, and assets which
have the potential to encourage a visitor already in Temecula to stay an
extra day, draw a San Diego-based visitor for a cultural experience in
Temecula, cause a passer-by on 1-15 to spend an afternoon in town
visiting an historic site or art exhibit, stimulate the conference attender
or family/spouse accompanying him/her to spend some free time
partaking of cultural offerings; and
=> c)those arts, cultural, and heritage programs, exhibits, and assets which
are grass-roots, amateur, school- and/or community-based and have no
existing or potential appeal to the out-of-town visitor.
Target visitor segmentation should be envisioned according to three
categories:
=> i)individual travelers,such as family vacationers who may purposefully
plan a visit to the Temecula Valley area,who may plot their own historic
tour itineraries from guide books,or whose family vacation along I-15
ihas them spending a day in the vicinity, and so on. Reaching this travel
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Goals&Objectives Temecula Cultural Arts Master Plan
segment involves targeted advertising(in general interest travel
publications such as Sunset and AAA Traveler, and in targeted
publications such as Historic Preservation or Old House Journal),
information at visitor centers and hotels, and other directed methods.
Products in groups a)and b)(though especially the draws) are typically
of interest.
ii)group tours,such as church, social, senior, motorcoach,museum, and
other club-sponsored travel expeditions. This visitor segment tends to
plan itineraries well in advance and must be contacted through more
formal methods such as group tour operators, destination managers, and
so on. Products in groups a)and b)(especially those in group b) are
typically of interest.
iii)conference/convention attenders, spouses, families, and so on. This
segment is also reached through more formal contacts such as meeting
I planners, destination managers,and association directors. Flexibility in
program offerings(e.g., "yes,we can arrange for a string quartet for your
opening reception,"or, "we can open the gallery for a cocktail party,"or,
"your group can purchase the house for a special late-night
performance")is often the best approach with this segment.
Development of the Cultural/Heritage Tourism Marketing Plan should be
grounded in primary and secondary market research with an existing visitor
base(through intercept and self-administered survey research)and with
potential visitors(telephone surveys with heads of households in key
' weekend getaway markets). The Plan should be premised on the product and
visitor segments noted above, and should be based on input from multiple
interested parties. It should provide for other targeted visitor promotions
such as"Unique Meeting Facilities Guides"and"Low Frequency AM Radio
Historic Messages"as are utilized in other locations. It should take
advantage of countywide, state,and national tourism resources and funds.
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' Goals &Objectives Temecula Cultural Arts Master Plan
Implementation Scenario
lemeiitationscenariii„�;
Initial Steps 1. City's Community Services Department should establish contract with Arts
Council of Temecula Valley to oversee and implement Marketing objectives.
2. ACTV to hire contract staff and convene meeting of marketing stakeholders
including chamber of commerce, Old Town representatives, etc. to endorse
proposed work plan and identify cost-savings opportunities. Initial priorities
should focus on master calendar(for scheduling and public dissemination),
tactics for joint advertising and promotion, identification of free publicity
vehicles(e.g., association newsletters), and linkage with business and other
private sector entities.
3. City's Community Services Department(with Office of Public Works)should
clarify and produce flyer on City promotional opportunities (e.g., banners,
bulletin boards,kiosks, etc.).
4. Longer term, development of detailed Awareness and Cultural Tourism
1 campaigns should involve expertise from tourism and marketing specialists.
Identification of products,target markets, and campaign development should
be joint responsibilities of ACTV, City of Temecula, and related tourism
agencies such as the Chamber of Commerce).
Involvement • Arts Council of Temecula Valley as lead agency for arts promotion under
contract with City of Temecula.
q City's Community Services Department to monitor contract and produce flyer
on promotional opportunities.
• Campaign development
Timeline • ACTV contract to begin implementation of marketing objectives within 6
months
• City promotional flyer within 3 months
• Planning for Awareness and Cultural Tourism campaigns within one year,
implementation in second year.
Costs • Contract with ACTV in range of$15,000425,000.
• Planning and implementation of campaigns$20,000 to $30,000.
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' Goals&Objectives Temecula Cultural Arts Master Plan
GoalC: Public Art
by �°`a:.t��'- }• -i. i
,To enhance the community'througli�art Wpu§lk places.
Rationale
Participants in the planning process were anxious to identify opportunities for
beautification of the City through art in public places. The wide array of public
development projects being considered or currently underway(such as the Old
Town street improvement project or plans for new public facilities such as a
library) as well as the City's numerous parks and gateway areas provide options
for art in public places sites.
This goal is intended to provide the City of Temecula with the steps required to
develop a Public Art Ordinance and Plan.
' Key to Objective Symbols:
Other -Implementation Step -Recommendation
Objectives
• Develop a Public Art Ordinance and Plan including:
' => Discussion of an appropriate public percent-for-art ordinance covering
public capital improvement projects
=> Identification of public art sites throughout the City(including parks,
public works projects, etc.)
=> Raise community awareness and understanding of art in public places
through education and other community involvement methods
♦ The Community Services Department should engage professional
consultants to prepare a draft Art in Public Places Ordinance and Plan.
Typically, such a municipal ordinance can apply to public expenditures(e.g.,
City capital improvement project budgets)and/or private developer fees. It is
the consultants' opinion that a logical first step would entail the passage of a
public ordinance; the ordinance could include a resolution encouraging(but
not requiring)private developers to identify opportunities for the
incorporation of art in public places into their buildings,public plazas, and
so forth. The Department would establish a Committee to work with such
developers in providing lists of recommended artists(for involvement with
architect and design teams)or for discussions on art-in-public places
program priorities for installations of public art in private developments.
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Goals&Objectives Temecula Cultural Arts Master Plan
A public percent-for-art ordinance typically provides between I% and 2% of
capital improvement project budgets for the commissioning, fabrication, and
' maintenance of art in public places(such as murals, sculptures, and public
infrastructure). Administration of the program would be the domain of the
Community Services Department;the Department would establish peer
review panels to issue requests for proposals, sponsor competitions, and
select artists and artworks. Review panels should include representation
from Community Services Commissioners,arts and design professionals
(e.g., architects, artists,engineers,etc.), City staff(from related departments
such as public works),and at-large members representing the community. It
is also preferable that representatives of specific neighborhoods in which
artworks are to be located be involved in the selection process.
�. The Public Art Plan would consist of a comprehensive set of program
guidelines relating to selection policies and procedures,goals of the program
(e.g.,that Temecula's art in public places program prioritize artworks that
somehow relate thematically to the heritage of the Temecula Valley, etc.),
and other related City policies(e.g., such as relating to gifts of artworks,
purchase of copyrights,etc.)
Implementation Scenario
. r . ':Im lemeatation`Scenano
Initial Steps • City staff to work with Public Art consultant to draft ordinance and develop
Plan.
• Interested citizens to work with City staff in developing olicguidelines.
Involvement • City staff,citizens group(to be identified),public art consultant.
Timeline • Draft ordinance,Plan, and passage within 12-18 months.
Costs Y Public art consultant contract-$7,500-$10,000.
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' Goals&Objectives 4W Temecula Cultural Arts Master Plan
Goal D: Collaboration &
Support Services
-
To'ass>Ist, encourage„and fosterccooperatton;among cu ral organ>Izahons and'
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Y tdiv><dnal,arhsts m emecfil alley= .�1 u x
Rationale
Among the most important outcomes of a cultural planning process is the
establishment of networks and partnerships among diverse arts and cultural
' organizations and other non-profit,education,business, and government entities.
The goal related to"Collaboration and Support Services" is grounded in the
belief that providing technical assistance to arts and cultural groups represents a
critical priority for the continued development of Temecula Valley's cultural
community.
The objectives dealing with technical assistance respond to widely identified
needs to assist Temecula's largely community-based volunteer organizations
with the challenges of marketing,fund-raising, board development, and so on.
Traditionally the role of local arts agencies,these efforts can provide needed
support to those cultural organizations which form the backbone of the City's
arts and heritage communities.
Key to Objective Symbols:
-Other -Implementation Step -Recommendation
J1 Objectives
• Work with the Arts Council of Temecula Valley to serve as a central
resource for arts,culture, and,heritage in the region by providing:
Central office space(e.g., incubator services) for other arts, cultural, and
heritage organizations
=> On-going networking opportunities for artists and arts, cultural, and
heritage organizations and agencies.
=> See also Public Involvement
• Work with the Arts Council of Temecula Valley and regional technical
assistance providers to develop/make accessible a comprehensive technical
assistance program to aid arts and cultural organizations with a variety of
challenges including:
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' Goals&Objectives Temecula Cultural Arts Master Plan
Incorporation as non-profit organizations
Marketing,fundraising,grantwriting, audience development
Financial best practices
Membership development and member services
=> Volunteer recruitment and training
==:, Board development and training
• Explore opportunities for housing the Arts Council of Temecula Valley
offices along with the Temecula Valley Chamber of Commerce in an Old
Town location
e Develop methods for joint planning, coordination, and promotion of
Temecula's special events(e.g.,Balloon and Wine,Arts in the Country,
Taste of the Valley,Film Festival, Youth Art Fair, Rose Show,Tractor Race,
etc.)
• Work with local and regional businesses to develop sponsorship
opportunities and packages
Implementation Scenario
�- Initial Steps • Arts Council of Temecula Valley to develop Work Plan for provision of
technical assistance,networking activities,potential office relocation.
• ACTV to work with City's Community Services Department to fund and
implement the technical assistance plan.
Involvement e ACTV, City of Temecula.
Timeline • Develop work plan 6-9 months,begin implementation within 12 months.
Costs • Projected annual technical assistance costs of$5,00047,500 for workshops,
bi-monthly networking meetings, etc.
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Goals&Objectives Temecula Cultural Arts Master Plan
Goal E: Facilities
� - t "� "�' =�:s �r 4J»'. .
�- '0 develop facil><ties toaccommodate per vfimng°and visnal arts: s
Rationale
Cultural facilities to accommodate performances,exhibitions,rehearsals, classes,
and the creation of artwork represent an important cornerstone in the culture of a
community. As other cities have recognized, it is often difficult for arts and
cultural organizations to grow and thrive without adequate venues which are
welcoming and comfortable for audiences and visitors, and technically suitable
for artists.As the City of Temecula strengthens its regional identity and
experiences population growth from the continued influx of new residents, many
involved in this planning process have noted the need to maintain, improve, and
develop new facilities to accommodate existing and future cultural programs.
While the community has recognized the important role facilities play through
its creation of the Community Recreation Center Amphitheater,the public input
received for this Cultural Plan has continued to identify outstanding cultural
facility needs as a top priority.Among priorities for cultural facilities are the
development of small theater spaces,a community art gallery, and the potential
development of a larger(mid-sized) Performing Arts Center.
Key to Objective Symbols:
Other -Implementation Step Recommendation
Objectives
• Explore ways to make the City's CRC amphitheater more accessible to
community users(e.g.,through the provision of"access grants"to subsidize
costs of using approved sound vendors). (The City of Temecula should
complete its user.fees analysis to aid in this determination).
i • Explore development of a teen club band rehearsal/concert space.
• Work with appropriate volunteers and organizations to further discuss
community interest in the development of a Temecula Children's museum.
• Work with City staff to better utilize(e.g.,make more accessible to a variety
of community organizations)existing exhibit space such as in Temecula City
Hall.
• Explore existing and future opportunities for the development of a 300-seat
performing arts center.
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Goals&Objectives Temecula Cultural Arts Master Plan
The section that follows provides a discussion of cultural facility needs and
opportunities as identified through the Cultural Arts Master Planning process.
This section is followed by a Consultant Recommendation dealing with
cultural facilities in Temecula.
User Needs Analysis
The consultants undertook a survey of arts and cultural organizations in the
Temecula area which included information on their existing performance
activities. The chart below summarizes the current performance schedule of
several Temecula area-based arts organizations(excluding outdoor events such
as the Arts Council's annual "Concert on the Green"):
brganization/Program Pro�uchons, Pecformances't Rehearsals Avg
' Temecula Valley Playhouse 7 68 182 90*
Christian Youth Theater 3 36 N/A 500
Temecula Teen Council 3 3 N/A 250
Sweet Adelines(projected,self-produced) 3 3 N/A 500
Fine Arts Ntwk.—Applause Theater 3 3 N/A 300
FAN-Inland Valley Youth Symphony 6 6 N/A N/A
Rancho Music Assoc.—Temeculi-Temecula 4 4 N/A 230
RMA-Library Christmas Show 1 1 N/A 90
RMA-Library Valentine Show 1 I N/A 95
Arts Council of T.V.—Valentine Concert 1 1 N/A 420
ACTV—HS Choirs Concert 1 1 N/A 500
ACTV—Youth Strings Competition 1 I N/A 100
ACTV—Piano Competition I 1 N/A 200
ACTV—Dance Show 1 1 N/A 150
ACTV—Valentine Concert I 1 NIA 150
ACTV—Sweet Adelines resented 1 1 N/A 150
ACTV—Vintage Singers I 1 N/A 125
ACTV—Big Band Dance I 1 N/A 125
ACTV—Talent Showcase 1 1 N/A 500
ACTV—Id llwild Youth Orchestra 1 1 N/A 300
ACTV—Inland Empire Chorale 1 I N/A 200
' Total 43 137
*Attendance at Temecula Valley Playhouse productions ranges from 90 to 160.
As the table indicates, approximately 137 performances are presented annually
by"area-resident"performing arts organizations. It is helpful to understand that
close to half of all performances are produced by the Temecula Valley Playhouse
with another 26%by the Christian Youth Theater at the Murieta Town Hall,
resulting in just two organizations accounting for more than three-quarters of all
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AMS Planning&Research 19
January 1999
Goals&Objectives Temecula Cultural Arts Master Plan "
indoor performance activity. A handful of other organizations(namely,the Fine
Arts Network, Rancho Music Association, and Arts Council of Temecula
' Valley)account for most of the remaining activities with each producing or
presenting up to twelve events a year.
The following table provides totals of the current uses at various seating
capacities as well as the various facilities currently utilized for these indoor
performances:
=' ;75 150`Seats 300 300.Seats_ ,'"500 700`Seats . . 1;200'Seats
Indicated Number of Uses 76 13 42 N/A
Current Facilities Used • T.V.Playhouse • Temeku Golf • Murieta H.S. None
• C.R.C. Club • C.R.C. Identified
• C.RC. • Murieta Town
Hall
As the table indicates, the majority of current uses(76)take place in a"small"
performance facility(75-150 seats),either the Temecula Valley Playhouse(68
performances by the Playhouse organization itself)with a few small capacity
uses at the larger Community Recreation Center. The second highest total of 42
uses are spread between the CRC, Murieta Valley High School Performing Arts.
Building, and the Murieta Town Hall (with most uses by the Christian Youth
Theater). Only 13 existing uses have been identified at a 200-300 seat facility
(the Temeku Golf Club)with no current indoor performances reported at a
facility of more than 500 seats.
It is important to note that in addition to Temecula ValleyPlayhouse's 68
performances an additional 182"use days"for rehearsals occupy a significant
percentage of"available event days" at the Playhouse's own theater. This usage
breakdown is typical for community theater where the lack of adequate rehearsal
facilities requires use of mainstage venues for long rehearsal periods.
Types and Uses of Performing Arts Facilities
During the Cultural Arts Master Planning process,participants in survey
research and town meetings indicated"needs"for performance facilities with the
following seating capacities: 75-150 seats,approximately 300 seats, 500-750
seats, and 1,000-2,000 seats. Participants in the planning process also strongly
emphasized the need for"purpose-built"performing arts facilities with adequate
public and performer support spaces, a fully-equipped stage,orchestra pit,good
acoustics for a range of performance types,rehearsal and storage space,
S, classrooms,and exhibit space.Adequate parking and good public access were
also cited as important considerations.
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Goals&Objectives Temecula Cultural Arts Master Plan
' The table below provides a summary of the typical uses associated with each of
the variously-sized theater spaces.
1 3 500"7QO.Seats ' `.; 120b Seats
Typical Usage • Resident Theater • Resident Theater • Regional and • Regional and
Co. Co. Touring Music, Touring Music,
• Lectures and • Local Theater Dance,Theater, Dance,Theater,
meetings • Small Concerts Opera Opera
• Recitals • Lectures and • Local Theater • Films
• Films meetings (musicals) • Lectures and
• Recitals • Concerts meetings
• Films • Films • Symphony concerts
a Lectures and
meetings
What is most important to note from the table above is the typical "residency"of
a theater company as a primary user in a"small" (in this case, either 75-150 or
200-300 seats)performance facility.At performing arts facilities in markets such
as Temecula, seating capacities of 500+seats would typically serve as"mid-
sized"community arts centers without a resident company,but with a variety of
users.
The nature of a"resident"(community or professional)theater company's
tenancy in a small facility ranges from sole user(i.e, the building is used
exclusively for the company's performances and rehearsals year-round)to
j� primary tenant(i.e. a majority of available dates)or to renter. For larger theaters
("mid-sized,"such as 600-800 seats, or"large"which is typically defined as
1,200 seats or more),producing theater companies typically offer limited runs of
one to three weeks(e.g.,musicals or holiday show). Mid-sized(and larger)
facilities are used mostly for music(i.e.,orchestras,bands,popular and folk
i� concerts, etc.), dance performances, film presentations,musical theater and
opera.
The Temecula Situation
The City of Temecula is not unlike many other California cities of similar size in
where"community-based"arts organizations present performances in a variety
of facilities. Cultural groups in Temecula make ample use of the Community
Recreation Center but desire a"real theater"with a stage, adequate audience and
performer support,better acoustics, and an overall more"formal"ambience.
Again,like many other southern California suburban communities, Temecula
residents have access to arts programs in nearby venues within an hour's drive
including many in Los Angeles, the Orange County Performing Arts Center, San
AMS Planning&Research 21
January 1999
I
Goals&Objectives } Temecula Cultural Arts Master Plan
' Diego, and,more recently,the California Center for the Arts in Escondido, only
30 miles down I-15.
' The prevalence and proximity of arts programs within an hour's drive of
Temecula contributes to the "community character" of the local arts
organizations. In gauging a community's"readiness"to develop performing arts
facilities,one must have a sense of"organizational capacity"to afford and
manage the demands of a larger or more technically-complex performance
facility. Only one of Temecula's cultural organizations has paid administrative
staff and few pay their artists,designers or directors. Most operate on
"shoestring"budgets(the largest annual operating budget being Christian Youth
Theater at$122,000).
At this time in Temecula,while there is"user demand" for cultural facilities at
several seating capacities,the existing demand does not appear to justify, at this
' time, a significant capital outlay,nor do the community's existing organizations
appear to have sufficient capacity to operate or even serve as"resident company"
in a new performance facility. That said, however, does not mean that the City of
Temecula should not pursue plans or opportunities for new cultural facilities.
Rather,in the consultants' experience,communities such as Temecula(e.g.,
suburban,access to major arts markets,primarily community-based arts
organizations, growing populations,potential to become regional commercial
centers,etc.)are faced with two types of options for cultural facility
development:
L1. Commit to the development of a new(or renovated)small or mid-sized
Performing Arts Center based on the belief that a performance venue
contributes to the overall quality of life(much as a Community Recreation
Center),represents an important regional "positioning" statement, and that
the local arts community deserves a suitable venue. Communities such as
Rohnert Park in northern California have adopted this stance,raising
significant capital dollars for construction(approximately$8 Million)and
providing substantial operating subsidies($200,000 to $360,000 annually).
"Local"arts organization involvement with such a venue might include a
role as fundraising partner, as"resident company"or primary user group,or
as renters. Typically,venues of this type are built and operated by local
government. Occasionally operation of smaller theaters may be contracted to
a non-profit cultural group.
2. . Incorporate a cultural facility into a.planned municipal building project
such as a library or school. In Poway,a joint City-school district project led
to the development of a 750-seat theater at the High School. Construction
was funded largely with tax increment financing with a small($500,000)
I� contribution from the School District. With public libraries,a typical low-
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.'. Goals&Objectives Temecula Cultural Arts Master Plan
' tech auditorium space (generally provided for lectures,readings,meetings
and other community events)could be enhanced to accommodate a wider
variety of cultural uses by including,for instance, a fully-equipped stage,
performer support and front-of-house space.
What is important to note about both of these models, as they pertain to the
situation in Temecula, is that neither one requires the presence of a primary
tenant or user group. In reality,however, in order to be operationally efficient, a
certain number of annual uses should be projected by one or more cultural
organizations which has the capacity to pay"market rate"rents (typically in the
range of$1/seat per night, excluding technical staff and equipment costs).
Alternatively, a City government may commit to a significant annual operating
subsidy for either the venue, or a primary tenant,or both.
To accomplish either of these models in Temecula,local arts organizations will
need to increase their management,financial and technical capacity. Seed
funding,help with fundraising and marketing,and management support services
would better position local Temecula arts groups for a move to a larger, more
professional level of activity.
Specific Opportunities
In the consultants' opinion, a number of specific opportunities for cultural
facility development should be considered:
New'Lrbrary Adaphva Re-Use ott)ld Stand Alone SchoohDrstnct
• Planned for Temecula City investment in Old Incorporate PAC into As in Poway(and
• Opportunity to include Town redevelopment other municipal projects Chandler,Arizona),joint
"enhanced auditorium" would benefit from on- such as a new Civic school district/City
venue going cultural uses Center,(as in Escondido, development of
• Typically houses venues • Opportunity for re-use of Thousand Oaks,Bear recreational facilities is
of less than 300 seats Mercantile Building Valley) typical of Western
while still working for • Joint fundraising • Could be joint use with suburbs
library programs proposed by private non- City Council Chamber . • Unclear.if growing
e- • Would most likely not profit"resident (as in Thousand Oaks) population in the Valley
accommodate needs for company",but: • Would require will require new school
"mid-sized"(500+) a Proposed resident significant capital and construction,and if
facility company usage scenario operating outlays TVUSD(or others)have
does not appear to serve • Could be either small or plans for new
community needs mid-sized or larger auditorium(s)
facility
•Possibility for funding
through"developer
contribution"
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' Goals&Objectives Temecula Cultural Arts Master Plan
Two specific opportunities have been identified at this time to have the best
potential for providing performance facilities: either incorporating a performance
' space at a proposed new library and/or pursuing the adaptive re-use of an historic
building in Old Town. Both of these options have positive and negative factors
which can be summarized as follows:
1. While the Library option affords an opportunity to combine cultural uses in
a single building or campus, a library auditorium would not typically be
more than 250 seats. Given the City's 500-capacity multi-purpose room at its
' Community Recreation Center it is unlikely that another 500-seat multi-use
space would be built at a new library. In order to accommodate typical
library programs(lectures,readings,children's programs, etc.) seating
capacity would probably be in the 200-300 seat range.
2. The Mercantile Building,given the City's sizable investment in Old Town
redevelopment,would provide a complementary entertainment usage in the
district. However,current proposals by the Temecula Valley Playhouse to
provide capital funding in exchange for exclusive use of the venue would,
therefore, not accommodate other community user needs. (It is also unclear
' as of this publication the specific seating capacity potential of the Mercantile
building,but it is doubtful to provide more than 300 seats as well). While
there is nothing inherently"wrong"with the City's participation in providing
an exclusive performance home for a single arts organization, it does not
appear that the City's goal of utilizing tax dollars for the public good would
be best served by this option.
1 The consultants wish to stress that a solution should be pursued which may
involve provision of off-site rehearsal and production space to a primary
tenant or resident company. Given that the Playhouse's performances
currently only require 68 "performance days" and that rehearsals account for
an additional 182 dates, it may be possible to secure a warehouse, storefront,
' or light industrial type of space which would serve as a production shop and
rehearsal space. With that accommodation,a single user organization(such
as the Temecula Valley Playhouse)could utilize the theater for four to six
months annually for performances and have the venue available for other
community users while they rehearse elsewhere.
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January 1999
' Goals&Objectives Temecula Cultural Arts Master Plan
Other Cultural Facilities Needs
Before turning to a brief discussion of management scenarios and consultant
recommendations,it is important to note in this section the other indicated needs
for cultural facilities through the Master Plan research. Specifically, demand for
exhibition,classroom, and meeting/office space was expressed by a number of
Temecula-based organizations. The following chart provides an overview of the
ways in which these needs are typically accommodated:
• Community art gallery • In Community Centers(as in CRC • In non-profit Arts Incubators
• In lobby of Performance Facility classrooms) • Often included as administrative
' • In other municipal building lobbies • Often included as educational space in PACs
(e. .,City Hall,Library) wings of PACs(as in Escondido)
Most of the indicated demand in Temecula is for exhibit and classroom space.A
community art gallery might be operated by a single organization on contract
1 with City government,with provisions for making exhibit space available on an
annual calendar basis. For instance,the City might contract with the Temecula
Valley Art League(or another non-profit visual arts organization)to operate a
storefront community gallery. TVAL exhibits might be slated for 6 months out
' of each year with slots reserved for other community exhibitors(e.g., school
districts,watercolor associations,etc.)during the remaining(or interspersed) six
months.
Operation of a lobby gallery might also be pursued along a similar model;were
the City to construct a new Performing Arts facility, it could retain a part-time
1 curator to program a lobby gallery with an annual series of exhibitions(local and
touring)as is done in Chandler,Arizona. Or,it could contract with a local non-
profit to provide programming(exhibits)in the space with some provision for
community access.
Management Scenarios
Wlrile it is premature to discuss the capital and operating costs associated with
any of the above-mentioned cultural facility scenarios, the City has requested an
overview of how such a building might be managed. It is important to note that
' these scenarios typically change according to the type of facility.Nearly all
performing arts venues other than resident theater company homes are owned by
units of government. It is quite typical for small and mid-sized facilities to be
operated on contract by a non-profit organization, either the resident company
itself or anon-profit operating entity. Larger facilities such as mid-sized'
community arts centers of 800 seats, and certainly larger PACs of 1,200+ seats,
are more often operated by the government units themselves.
AMS Planning&Research 25
' January 1999.
1
' Goals&Objectives Temecula Cultural Arts Master Plan
1 The table below summarizes typical management scenarios associated with
cultural facilities:
' ki6iw g6filtro *000YNewNoiiPcoIItr; ",'' max . Go'vernmeiit ' H`tiitd
• Such as a resident theater • A newly-created • Public"deep pocket' • Often a non-profit
company operating entity resources fundraising arm(Friends
• Often includes a Y Independent of user • Access to maintenance Organization)for a
provision for community groups or resident and other operating municipal operation
access companies efficiencies • In some instances, a non-
' • Has advantage of being • Has advantage of being • Not typically profit operates
entrepreneurial entrepreneurial "entrepreneurial" stagehouse and/or lobby
Fundraising advantage • Fundraising advantage • More difficult to gallery components
over governments over governments fimdraise
Given the above discussion of the cultural facilities needs, issues, and
opportunities as discovered during the research and planning process,AMS
Planning&Research makes the following recommendations:
The City of Temecula should pursue the following cultural facility
developments:
=> Investigate the feasibility of a 200-300 seat performance venue at the
i1 proposed new Temecula Library(e.g.,building program,use projections,
capital costs and operating pro formas)
=> Investigate the feasibility of a small performance venue(200-300 seats)
in Old Town at the Mercantile Building(e.g., building program,use
projections,capital costs and operating pro formas)
i� Monitor opportunities for incorporation of exhibit and/or classroom
components in either of the above-mentioned options
Continue to work with the Temecula Valley Playhouse.to negotiate
terms for fundraising participation and tenancy at the Old Town
Mercantile building, including exploration for a suitable accommodation
for the organization's production and rehearsal needs
=> Monitor opportunities for development of a community art gallery in
storefronts or other commercial buildings
=> Work with developers and other municipal development opportunities
(e.g.,a new Civic Center)to secure funding and incorporate plans for a
500-700 seat mid-sized community arts center
=> Incorporate community-based uses into the Old Town History Museum
(which might include use for visual arts exhibitions and classrooms,
C� and/or meeting and office space for non-profit cultural groups)
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AMS Planning&Research 26
,' January 1999
' Goals&Objectives Temecula Cultural Arts Master Plan
' II => Monitor opportunities to develop a 200-300 seat performance venue at a
Convention Center should the opportunity arise.
' Implementation Scenario
Initial Steps • City staff to convene Facilities Task Force involving arts community
stakeholders and relevant City departments.
' • Continue negotiations regarding Old Town properties and potential tenancy
terms with user organizations.
• Work with Library Design Committee to explore opportunities for
' incorporating performing arts venue in proposed new library.
• Undertake feasibility analysis(use, capital,operating cost projections)of
various facility opportunities e. ., Old Town Mercantile Building, Library).
Involvement • . City staff,arts community, consultants.
Timeline • Continue discussions and negotiations immediately;undertake feasibility
analysis as opportunities(e.g., availability of buildings, timing of Library
proposals)warrant.
Costs • Feasibility analysis by consultants in range of$25,000-$35,000.
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' AM3Planning&Research 27
January 1999
1 Goals&Objectives Temecula Cultural Arts Master Plan
Goal F: Heritage
t s'vi
To preserve theh>tstonciegacyof Temecula Valley:
' Rationale
Community pride in the heritage of the Temecula Valley is widespread and
prevalent. Throughout research conducted for this Cultural Arts Master Plan the
subjects of historical preservation and raising community awareness of local and
regional history were of great concern to community leaders. This goal seeks to
provide a foundation for further preserving, interpreting, and promoting the
region's historic resources. (Please note: many of the local historic sites are
identified in the Old Town Specific Plan).
Key to Objective Symbols:
-Other =>-Implementation Step -Recommendation
' Objectives
' • Identify,update existing inventories, and seek appropriate state and federal
registration for Temecula's historic sites and assets
• Determine preservation and maintenance needs of historic sites(including
' allowances for future annexation of existing county sites)
• Develop a comprehensive heritage/preservation outreach program to include:
' => a series of public/neighborhood workshops dealing with heritage and
preservation issues
' work sessions with public and elected officials regarding preservation
and promotion of Temecula Valley's heritage assets(e.g., historic sites,
buildings, and markers,resources,public art, etc.)
work sessions with banks and landlords
• Identify potential funding sources and preservation incentives
• Work with key partners in the Heritage community(e.g.,Women's Club,
Taylors,History Museum, Rancho Music Association, Community Services
Commission/Department, Temecula Town Association,Destination
' Temecula, Chamber of Commerce, Old Town Temecula Gunfighters
Association;and others)to develop a central listing of heritage resources
(e.g.,publications,videos, collections,tours,etc.)
' AMS Planning&Research 28
January 1999
Goals&Objectives Temecula Cultural Arts Master Plan
1 • Establish a central resource for information and programs dealing with
Temecula Valley heritage(organization to be determined)
• Promote availability of City"fast-track"permit process for historical
buildings
• Revive the Main Street program involving OTMA, businesses, TTA, City of
Temecula,and members of the community
Implementation Scenario
Im lementation°S& iia
' Initial Steps • City's Community Services Department and interested citizens(heritage
stakeholders)to meet with Arts Council of Temecula Valley and History
Museum operators to discuss provision of and roles/responsibilities for central
Heritage information and coordination services.
' • Identified implementation players to develop Work Plan to provide
recommended services and activities.
Involvement • City of Temecula,ACTV,Heritage community.
Timeline • Meet to determine roles and responsibilities within 6 months;begin
implementation within 12 months.
Costs • To be determined.
1
AMS Planning&Research 29
!' January 1999
Goals& Objectives Temecula Cultural Arts Master Plan
' Implementation
Provide fundingy# resour�ceess-ecessary=to�m lenient tANN
�pAhe Cultural Arts Master"
Rationale
All involved with this Plan's creation have recognized the need to establish the
appropriate infrastructure and secure required resources in order to further the
development of the City's cultural sector. This Cultural Arts Master Plan is
grounded in a belief that a true public/private partnership will be an essential
aspect of its implementation.
' Research conducted for the Cultural Arts Master Plan is summarized here to
Provide some background for implementation objectives. A total of 203 surveys
of Temecula residents were conducted in July 1998 by employees of the City.
' The following are highlights of the research: .
Do}y f>Qmk th? tyGovernment shonl8 provide, z %Reporhng
fiiiidin ,for arts&cultures �"" "� " :�;�.'
Yes 73%
No 10%
' -Don't Know 16%
Do yoy'thmk the Crty Government should be wvolved�n %Reporting
arts educa66ii ro ams?; _,, r.
Yes 69%
' No 14%
Don't Know 17%
W,hat area§;;Sdid d receive moreiC ;fundin`3 h Youth Programs 60%
' Festivals 55%
Art in Public Places 38%
New Theater Space- 35%
Arts Education 32%
AMS Planning&Research 30 .
January 1999
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1
1 Goals& Objectives Temecula Cultural Arts Master Plan
' The Plan's overall approach is one of believing that the City cannot "do it
alone";the participation of private fenders, businesses and corporations,
' volunteers,non-profit arts and cultural organizations, other government grants,
and others,will be directed toward the implementation of this Plan, under the
overall auspices and guidance of the Temecula City Council, its professionally-
staffed departments, and its appointed Community Services Commission.
1 Key to Objective Symbols:
Other -Implementation Step -Recommendation
1 Roles &Responsibilities
The council-appointed Temecula Community Services Commission and
professionally-staffed Community Services Department should be charged
with overall responsibility for:
=> Monitoring implementation of the Cultural Arts Master Plan
' => Working with City staff and elected officials to prioritize arts and
cultural uses and activities throughout the City's economic and
community development, tourism, and other related activities
1 => Working with City staff and private sectors partners for the development
and/or renovation of cultural facilities
1 => Developing and overseeing a City-sponsored cultural grants program
=> Developing and overseeing a City Public Art Program
1 The City of Temecula's Community Services Department should add a new
staff position of"Cultural Arts Administrator" to oversee implementation of
Cultural Plan objectives including:
_I = Coordination with Temecula Valley Unified School District for arts
education programs
Administering contacts-for-services with Arts Council of Temecula
Valley and History Museum operations
Working with City staff and elected officials to prioritize arts and
,1 cultural uses and activities throughout the City's economic and
community development,tourism,and other related activities
1 The non-profit Arts Council of Temecula Valley should be considered an
on-going.partner in the City's efforts to implement the Cultural Arts Master
Plan with primary responsibility for:
' Facilitating the development of technical assistance,networking and
support services for arts,cultural,and heritage organizations
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' AMS Planning&Research 31
January 1999
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Goals& Objectives Temecula Cultural Arts Master Plan
' Providing public information, referral, and promotional materials
=> Working closely with regional school boards, administrations, and
' parents/supporters groups for the enhancement of school-based arts
education programs
=> Continuing to be active in programming through presenting of visual and
' performing arts programs
The non-profit Arts Council of Temecula Valley should consider becoming
the Arts&Heritage Council of Temecula Valley through City(and private)
funding for provision of Heritage information services and programs
Funding
The City of Temecula should consider increasing the City's Transient
Occupancy Tax by 2%to serve as a dedicated arts funding source(which
could raise up to $250,000 annually for arts, culture,and heritage programs
and services).
1 The City of Temecula should develop Cultural Grants Program to separate
arts/cultural and heritage funding from other City funding of non-profits
(e.g., Social and Human Services). The following recommended grant
program guidelines are intended to serve as a basis for deliberation by the
Community Services Department and City Council. They are based on the
consultants' experience with model programs in other communities. Public
dollars utilized for cultural grants need to serve the public interest and
should also meet other goals and objectives of the City and Community
Services Department such as community and economic development, Old
Town revitalization, and so on.
' The City of Temecula should institute a cultural funding program which is
administered under the auspices of its Community Services Department..A
pool of City dollars should be made available for distribution to"qualified"
(e.g.,not-for-profit) organizations in two grant categories: Operating and
Project support. An annual call for proposals,peer review panel, and
recommendations to City Council (for authorization of Commission-
recommended funding amounts) should be instituted.
' Funding may be limited to organizations which are"residents"of the City
of Temecula(e.g.,maintain an office,performance or rehearsal studio,
majority of performances take place in the City, etc.)or may be made
available to non-profit organizations from throughout the region for the
presentation of performances, exhibitions,.workshops or classes in
Temecula or that are primarily intended to serve Temecula residents.
Funding for operating support should be limited to no more than 20% of an
AMS Planning&Research 32
' January 1999
Goals&Objectives it Temecula Cultural Arts Master Plan
' organization's annual operating budget; combined funding from both
operating and project support categories should account for no more than
30%of an organization's annual budget. Operating support funds should be
limited to those non-profits whose"primary purpose"(e.g., mission)is
related to arts,culture,or heritage. Funding in the Project support category
may be extended to any not-for-profit entity(e.g., human service providers)
involved in arts,cultural,or heritage programming.
Project grant funding may be targeted to those programs which a)relate
' directly to the City's broad goal statements,b)provide a public service and
are accessible to all (e.g., free outdoor concerts in neighborhood parks), or
c)demonstrate evidence of a collaboration or partnership with another non-
profit,cultural,human service,business,neighborhood, or other entity.
Peer review panels should be composed of up to seven members
' representing arts, cultural,heritage,business, and/or neighborhood interests
from throughout the region,and should include representation by no more
than two members of the Community Services Commission or City Council.
A rating system which takes into account response to program goals,
evidence of ability to succeed, sound fiscal management practices, diversity
of board, staff,and artists, accessibility of proposed programs, and
' measures of community benefit should be employed. Panelists representing
applicant organizations should be precluded from service.
Recommended funding amounts should be determined based on a final
panel score from written materials and/or panel interviews. It may be
desirable to fund a majority of"successful"applicants at some level (e.g.,
' applications scoring 9 of 10 receive 90%of requested funds,those scoring 8
receive 80%, and so on)until funds are exhausted(as opposed to funding
high-scoring applications at full amounts requested). Panel
recommendations should be forwarded to the full Community Services
' . Commission for approval and submission to City Council.
1 Contracts for services with grantees should include measurable performance
objectives and the requirement of a final report to the Community Services
Commission(providing evidence of what funds were used for,how many
Temecula residents were served,what the program impact was,etc.).
Members of the Commission and support staff should collect model
program guidelines, applications, and peer panel scoring outlines from local
arts agencies in the region and from national arts agency support
organizations.
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' AMS Planning&"Research 33
January 1999
1
' Goals&Objectives Temecula Cultural Arts Master Plan
' Implementation Scenario
x P, ` ;Ini`lemel.i"6 ;Scenarios=
' Initial Steps • Arts Council of Temecula Valley board to discuss addition of Heritage to
range of programs and services
• City's Community Services Department to add Cultural Arts Administrator
' staff position .
• ACTV to meet with City's Community Services Department to determine
contract services and funding requirements
' Involvement • City,ACTV,new staff.
Timeline • To be determined.
Costs • To be determined—seespecific goal areas above.
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' AMS Planning&Research 34
January 1999
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Appendices
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AMS Planning&Research 35
January 1999
Contents
1 . Key Informant Interviews
2. Organizational Surveys
3. Artist Surveys
4. Patron Analysis
5. Intercept Survey
60 Focused Group Discussions/Town Meeting
Key Informant Interviews
City Issues
�k Homeowners Associations (HOAs) are neighborhood
touchstones
�k Old Town Redevelopment
(streetscape improvements, History Museum)
�k Incoming Promenade Mall (17 movie screens, ice rinks)
�k Tourism built on wineries, golf (attracting SD market)
�k City's Marketing Committee meets bi-monthly with
opportunity for arts representation (involves Chamber,
Vintners, Old Town, Economic Development, Film
Council)
�k Parks, Recreation, & Community Services Tax approved
by 77% of voters - $2.7 Million to Dept. budget
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-1
KEY INFORMANT INTERVIEWS (Cont'd.)
Events
�k Rod Run, July 4th Parade, Farmer's Market, Tractor Race,
Summer Nights, Taste of the Valley, Arts Festival,
Rodeo, Concerts on the Green
Facilities
�k Opportunity for Mercantile Building renovation in Old
Town
�k CYT in Murieta Town Hall looking for home
�k Have 500 seats CRC, Library Community Room 100
�k Planning for new Library — opportunity for auditorium
component?
. Want 500-1 ,200 seats PAC
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-2
M M M — -M
KEY INFORMANT INTERVIEWS (Cont'd.)
* Interest in Children's Museum
* Opportunity for Live/Work loft spaces in Old Town
Cultural Plan Expectations
�k Desire for Art in Public Places ordinance
�k Want one unified "game plan"
�k Public gathering places
�k Central information services
�k Performing arts center and visual arts facilities
�k Involve Pechanga Indians
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-3
_� _� _� _� _�■ -GIs _� _� �� _® -III s -s � � � 11. a �
Organizational Surveys
Vital Statistics (6 surveys received)
Name Annual Activities Annual Att'ce
Budget
Fine Arts Network N/A Workshops, artists in residence 6,000
in schools
Christian Youth $122,000 Three annual productions, 36 N/A
Theater performances
Teen Council $375 Talent Show, Band Competition, 700
Teen Fest Concert
Temecula Valley $4,500 Monthly meetings, Art Shows 400
Art League 45,000 (Balloon &
Wine
Temecula Valley $55,000 Seven annual productions, 68 7,000
Playhouse performances
Arts Council of $53,000 Concerts, Festival, Exhibits, 13,000
Temecula Valley Fundraisers, Summer Art
Institute
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-4
-r -r -� -a� -sr ® .■r -.� +�. -� ss a -� am -�
ORGANIZATIONAL SURVEYS (Cont'd.)
Technical Assistance Needs
Marketing and Public Relations (6)
�k Fundraising and Grantwriting (3)
�k Financial resource development
�k Computer equipment
Board development
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-5
ORGANIZATIONAL SURVEYS (Cont'd.)
Cultural Plan Expectations
�k Community awareness and appreciation (2)
* Performance, meeting, education facilities
�k Exhibit/artist -in residence facilities
Funding sources
�k Volunteers
�k Arts job fair
�k Assistance with increasing membership
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page 4-6
Artist Surveys (10 received)
Cultural Plan Expectations
�k Theater facilities (6)
�k Better marketing and press coverage (4)
�k Networking and collaboration opportunities (2)
�k More funding sources (2)
�k Live/work, art studio and exhibit space (2)
* Art in Public Places
�k More classical music in free concerts
Develop business funding and sponsorship
Better arts education programs
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-7
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Patron Analysis
�k Total list of 6,120 records
* Temecula Valley Playhouse (1 ,741 records)
* Christian Youth Theatre (2,535 records)
* Arts Council of Temecula Valley (1 ,844 records)
Distribution
�k 23% of all addresses are located in 1 ZIP Code
�r 40% of all addresses are located in 2 ZIP Codes
�t 75% of all addresses are located in 7 ZIP Codes
�r 90% of all addresses are located in 17 ZIP Codes
�k 15-mile radius encompasses 86% of patrons
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-8
PATRON ANALYSIS (Cont'd.)
Penetration
ZIP Code Geography # Patron 1997 Penetration_
Households Households Index
92590 Temecula 279 1 ,104 347
92592 Temecula 1 ,383 8,404 226
92591 Temecula 1,031 7,234 196
92562 Murietta 1 ,068 7,746 189
Lifestyle Segmentation
MicroS'►s o Analys sl I ex Temecula "/o Com os�tion iii #.of Hholds 215 Qfiqfit jkdex
. .
a t b - . a s: s.. .. ,�,r , ' s t .,
Are Se entg Temecula Eirea fine . Mile Tradb,Area>. 10�=A�
#4: Mid-Life Success 19.0% 9,944 135
#11: Family Ties 14.9% 7,174 147
#16: Country Home Families 14.5% 10,318 99
#10: Home Sweet Home 10.0% 6,504 108
#6: Good Family Life 8.9% 5,557 113
#5: Pros erous Metro Mix 4.8% 3,079 111
% OF TOTAL 72.10% 60.40%
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-9
PATRONANALVSIS (Cont'd.)
�r #4 Mid-Life Success: Predominantly white, well-educated; heads
of household between ages 35-44, often with teenaged children at
home; own newer homes (built after 1974), enjoy rock music,
theatre, video games and live on the outskirts of major cities along
both coasts; tennis and aerobics are popular recreational pursuits.
�k #11 Family Vies: Characterized by large, young families (in their
20's .and 30's) on the edge of urban areas; predominantly white, with
medium education levels, and medium-high incomes; majority of
occupations in technical, sales, and administrative support areas;
both .spouses typically work outside the home; second highest
segment in terms of home ownership (85% owning); very likely to
listen to news/talk radio and read Sports Illustrated; bowling and golf
are popular pursuits; half as likely as average to attend arts
programs (many have young children at home)
Temecula Cultural Arts Master Plan AMS Planning& Research
Appendices Page A-10
PATRON ANALYSIS (Cont'd.)
�k #16 Country Home Families: Characterized by parents in their
late 30s and 40s with mostly pre-teen and teenaged children; own
their own homes, are predominantly white, have average education
levels, and tend to work in precision production, crafts and repair
occupations; enjoy country music and fishing; likely to read USA
Today and Reader's Digest; In rural markets households in this
segment are often the highest-propensity arts attenders.
�k #10 Home Sweet Home: Generally white with teenaged
children; academic backgrounds; employed in the technical or sales
fields; head-of-household age range of 35 to 64; majority are
homeowners earning a medium-high combined income (two
workers); readers of The Wall Street Journal and viewers of CBS
Evening News; listen to news/talk radio, play video games and work
out at health clubs; average propensity to attend live classical music
and theatre programs.
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-11
PATRON ANALYSIS (Cont'd.)
�c #6 Good Family Life: Typically high income, married couples
with children; heads of household between ages 35 and 49; children
ranging from 5 to 17; primarily live in rural areas (property values
70% higher than the national average); well-educated, executive
and managerial occupations; above average commute times;
recreational pursuits include racquetball and downhill skiing.
�k #5 Prosperous Metro Mix: Typically two breadwinners in
technical/sales, managerial/professional fields; average age of 40;
contains the highest percentages of non-White households; majority
own their own homes and have large families; less likely than other
top segments to.be arts attenders.
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-12
PATRON ANALYSIS (Cont'd.)
Activity Correlations
Own or lease ,a Honda or Nissan
�k Participate in an HMO/PPO or have dental
insurance coverage
�k Watch Showtime or rent videos approximately 4-
5 times a month
�k Visited Disneyland or another theme park within
the past year
�k Read Car & Driver or News weekly magazines
�k Listen to contemporary hits or golden oldies on
the radio
�k Watch Newsradio or Married with Children
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-13
Intercept Survey
203 Total Responses
�k Length of residence:
Average 6.5 years
Range from < 1 year to 26 years
�r Performing arts attendance
In Temecula: 55% at least once, average 3.2 times
=> Riverside County: 29% at least once, average 4.2 times
=> Outside of County: 40% at least once, average 3.4 times
=> Approximately 8% each at CRC, California Center, Orange Co.
�c Visual arts attendance
In Temecula: 34% at least once, average 2.5 times
Riverside County: 8% at least once, average 2 times
Outside of County: 25% at'least once, average 2 times
=> Approximately 8% each at CRC, California Center, Orange Co.
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-14
INTERCEPT SURVEY (Cont'd.)
�k Attendance History
Program Percent Attending
.Temecula Library. 63%
Parades 51%
Balloon and Wine Festival 41%
Pechan a Casino 41%
Temecula Valley Wineries 41%
Rod Run 40%
Farmer's Market 37%
Concert on the Green 23%
Summer Nights in Old Town 23%
Christian Youth Theater 21%
Tractor Race 18%
Temecula Rodeo 14%
Temecula Art Gallery 14%
Temecula Film Festival 14%
Temecula Valley Playhouse 13%
City of Temecula Community_Service Classes 13%
Arts in the Count 12%
Taste of the Valle 10%
Temeculi-Temecula 6%
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-15
INTERCEPT SURVEY (Cont'd.)
4k Where Take Visitors for Cultural Experience:
Program Percent Attending
Wineries 28%
Old Town 25%
Balloon and Wine Festival 7%
Rod Run, CRC, Casino, Temecula Art Gallery 3% each
�k Free time competition:
Activity Percent Reporting
Movies 74%
Time with family 68%
-Shopping 56%
Reading 50%
Television/ videos 47%
Exercise 43%
Outdoor activities 40%
Home improvement 38%
Travel 36%
Participating insports 31%
Arts/ crafts 31%
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-16
INTERCEPT SURVEY (Cont'd.)
�k Want to see more of in Temecula:
Program Percent Reporting
Comedy 48%
Popular music 46%
Theatre 46%
Musical theatre 34%
Children's theatre 32%.
Children's museum 31%
Craft fairs 31%
Classical music 31%
Jazz music 31%
Recreation classes 29%
Art exhibitions 25%
Art in public places 21%
Modern dance 21%
Ballet 19%
Headline stars 19%
-Walking tours 18%
Historical programs 17%
Ethnic music 17%
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-17
INTERCEPT SURVEY (Cont'd.)
�k Should City Government fund arts and culture?
73% Yes, 10% No, 16% Don't Know
�c Should City Government be involved in arts education?
=> 69% Yes, 14% No, 17% Don't Know
�k City support should focus on:
Program Percent Reporting
Youth programs 60%
Festivals 55%
Art.in public places 38%
New theatres ace 35%
Arts education 32%
Multicultural arts 28%
New exhibitions ace 13%
Lectures/ seminars 7%
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-18
Focused Group Discussions
Performing Arts
�k Facilities Needs:
=> Seating Capacities: 75-150, 3009 500-7509 1,000-2,000 seats
Multi-use, stagehouse, pit, support spaces, acoustics, rehearsal
and storage space, classrooms, affordable, parking, access,
provide for visual arts, technical training
=> Locate centrally (Old Town?) near thoroughfare
�k Funding Issues:
=> Grants, capital building costs, new business sources, for
arts/cultural organizations and individuals
=> Avoid politics, need fairness and objectivity
* Information Needs:
=> Master calendar information, clearinghouse, networking
Better.press coverage and regional dissemination
Temecula.Cultural Arts.Master Plan AMS Planning & Research
Appendices Page A-19
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FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Public Involvement:
Need for overall community awareness, education
=> Widespread availability of free events is disincentive
=:> Involve service clubs
=> Target commuters through billboards, radio
�k Arts Education Needs:
=> Qualified trainers
=> Coordination and management
=> Funding
=::> Access to schools (especially Middle School and up)
Other:
Need to clarify/define signage/banner policy and access
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-20
FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Solutions:
=> Develop central resource (e.g., Arts Council) to provide networking,
planning calendar, information services, central office space,
unified voice, incubator, technical assistance, and a unified voice
=> Conduct awareness and promotion campaign involving press
coverage, cable television, VW11W
=> Develop Arts Education resource directory covering five school
districts, use of facilities, and funding
Develop flyer covering city venues for publicity, costs, design
guidelines
=> Establish city liaison for arts to staff, commission, council
Develop coordinated cultural tourism promotion (with grants
policies)
=> Consider Arts Council presence in/near Chamber of Commerce
offices (in Old Town?)
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-21
FOCUSED GROUP DISCUSSIONS (Cont'd.)
Visual Arts
�k Facilities Needs:
Teaching, exhibition, meeting, storage space
=> Potential re-use of empty warehouse facilities
�k Programming:
=> Expand youth arts fair with more funding and participation
Expand summer arts institute through District advocacy, private
fundraising
=> Bring in national juried exhibits as destination events
Resources:
Access Riverside County arts resources
=> Consider Transient Occupancy Tax of 2% as dedicated arts funding
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-22
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FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Solutions:
Incorporate arts sales area into Paseo Plan for Old Town
=> Planned and coordinated promotion of events (Balloon and Wine,
Arts in the Country, Taste of the Valley, Film Festival, Youth Art Fair,
Rose Show, Tractor Race, etc.)
=> Coordinated advertising and promotion to target markets
Better training for press relations
Cooperative advertising
=> Arts resource directory (listing contacts for school districts
including teachers, PTAs, site councils, foundations)
=> Consider hotel tax (2%?) as funding source
=> On-going networking opportunities for arts organizations and
artists (revise structure of TVAC to serve as convener)
=> Art rental gallery at new library
=> Credit card purchase options
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-23
FOCUSED GROUP DISCUSSIONS (Cont'd.)
Historic Preservation
�k Historic Sites/Assets:
=> Need to define, register (state and federal), preserve and maintain
historic sites (allowing for future annexation)
Old Town granite curbstones
�k Resources:
Identify funding sources (incentives?)
=> Source material not collated and difficult to locate (Library,
museum)
=> Need to get information on resources (video, museum, tours) to
schools
Key players: Women's Club, Taylors, Museum, Rancho Music
Association, Community Services Commission/Department,
Temecula Town Association, OTMA (?), Destination Temecula,
Chamber of Commerce, Kids Voice (curriculum), OTTGA
Temecula Cultural Arts Master Plan . AMS Planning & Research
Appendices Page A-24
-.�
FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Public Information:
=> Consolidate and correct pamphlets and menus
Need for preservation group (connect to National Trust and other
resources)
=> Growth of community means lots of residents did not have local
history education in 3 'd grade
�k Public Information:
=> Existing Resources: Walking tours (not regular), printed materials,
Fairs, Temculi/la, Heritage Days, Mormon Temple re-enactments,
Museum, Pow-wows
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-25
FOCUSED GROUP DISCUSSIONS (Cont'd .)
�k Solutions:
Establish Temecula History Museum as central resource
(information and programs)
=> Re-establish Historical Society (connected with Museum?) with city
funding
Need coordination office (city or non-profit) to include schools,
business, government
=> Develop $200,000 restoration fund (incentives), fagade improvement
program, other redevelopment programs
=> Establish "fast-track" for historical buildings
=> Establish partnerships with financial players (banks) and education
for landlords
=> Update inventory of historic sites and determine what is feasible to
save
Preserve Indian campsites and artifacts
City should play role of facilitator not owner
=> Revive Main Street program (requiring —$120,000/year) involving
OTMA, businesses, TTA, City, community
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-26
FOCUSED GROUP DISCUSSIONS (Cont'd.)
Town Meeting
�k Facilities Issues:
= Need for Performing Arts Center and rehearsal space
=> Cost of using CRC Amphitheater is prohibitive (approved sound
vendors) — need for technical staff
= Need for art exhibit space (multi-generational), teaching, office, and
storage space
=> Need space for band concerts (club-like)
=> Interest in developing children's museum
�k Public Involvement:
=> Need activities for teens and high school students
Need for better press relations
=> Want clearinghouse for arts/cultural information, publication, WWW
and cable presence
=> Need for on-going education in local history
=> Develop a cultural identity and awareness campaign
Temecula Cultural Arts Master. Plan AMS Planning & Research
Appendices Page A-27
FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Coordination:
=> Need for networking/encouragement of related cultural
organizations (e.g., Rose Society)
Want opportunities for arts organizations to connect (informal
group discussions)
�k Other Issues:
Need for city staff arts specialist
=> City needs to complete user fees analysis
=> Gunfighters want city support, venue
=> Need to educate businesses to raise sponsorship funds
=> Develop art in public places ordinance (Duck Pond as site)
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-28
FOCUSED GROUP DISCUSSIONS (Cont'd.)
�k Solutions:
Establish City (?) office of Historic Preservation and public
information to coordinate and market
Expand Sunday in the Park involving teens and visual arts exhibits
=> Use new Museum building for art exhibits
=> Encourage better utilization of existing space (e.g., City Hall exhibit
space)
Utilize local radio stations, newspapers, cable television, speakers
bureau, newsletters, TVCUG, information kiosks, and other vehicles
(Entertainment Roundup, auto mall marquee, signage and
billboards)
Temecula Cultural Arts Master Plan AMS Planning & Research
Appendices Page A-29