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HomeMy WebLinkAbout1999 Cultural Arts Master Plan Janiiar,y 1999 jL v. 4 � Ci f Temecula, California 1 Cultural Arts Master Plan City of Temecula, California 1 1 1 , JANUARY 1999 , AMS Planning & Research 7307 Princeton Avenue ' St. Louis, MO 63130 314.727.2880 http:Hams-online.com 1 i 1 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 I� I l� i' i 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 i IS AMS Planning&Research 1 January 1999 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. AMS Planning&Research 2 January 1999 1 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. i I, i� 1' AMS Planning&Research 3 January 1999 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 x r community. BW4Pub C To generate greater awareness and participation in arts and cultural # �AX k programs. CP,uhLc To enhance the community through art in public places. st �va } t ffil ,; To assist,encourage,and foster cooperation among cultural organizations u p S a and individual artists in Temecula Valley. � W E F,.act6tte� To develop facilities to accommodate performing and visual arts. 4 �«��� ���� , F�$ertf � ; a� 'u To preserve the historic legacy of Temecula Valley. T ]mplemeuta to 3' 1 Provide funding and resources necessary to implement the Cultural Arts q Master Plan. gR � Y: *its'. •, u •. I I� AMS Planning&Research 4 rJanuary 1999 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 AMS Planning&Research 5 January 1999 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 AMS Planning&Research 6 January 1999 i , ' Goals& Objectives Temecula Cultural Arts Master Plan Goal B: Public Involvement To generate greater awareness and panc�ipahon marts and cultural;prtgrams:: T , i 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-: t F 4 Yeac' � 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%). 1 AMS Planning&Research 7 January 1999 ' 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% AMS Planning&Research 8 ' January 1999 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). I, !' '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. I, AMS Planning&Research 9 January 1999 i 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 I AMS Planning&Research 10 January 1999 ' Goals&Objectives Temecula Cultural Arts Master Plan _ • 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 AMS Planning&Research 11 January 1999 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. AMS Planning&Research 12 ,' January 1999 ' 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. AMS Planning&Research 13 January 1999 ' 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. ' AMS Planning&Research 14 January 1999 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. ,I l� 1 AMS Planning&Research 15 j January 1999 t t ' 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' ' _. i 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: AMS Planning&Research 16 January 1999 ' 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. i AMS Planning&Research 17 January 1999 I 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. r AMS Planning&Research 18 January 1999 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 i 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. I� I� ' AMS Planning&Research 20 January 1999 1 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- 1�i AMS Planning&Research 22 j� January 1999 I 1 .'. 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" AMS Planning&Research 23 January 1999 ' 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. I� AMS Planning&Research _ - 24 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) I 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. I 1.1. I' 11 I 11 ' 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 r 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 i ' AMS Planning&Research 31 January 1999 1 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. 1 ' 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. 1 1 1 ' AMS Planning&Research 34 January 1999 1 1 i 1 1 Appendices 1 1 i 1 1 1 1 1 1 1 1 i 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 -� -rr --� -� -w■ -� -tee :� ® _� we � . � -® r� -w� w -�s � 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 �e `-� `-�irn �� -� -�! `�. -� -ai -!/. -�%► _� � _ens w � ,.� Aga 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 Aw An _s> `ems -am 4" ON, w a -00 -40 up, soso � 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