HomeMy WebLinkAbout1984-10-23; City Council; N/A; Communities and the Artsx //
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OCTOBER 4, 1984
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TO: CITY MANAGER
FROM: Library Director
COMMUNITIES AND THE ARTS
You requested a report for the City Council on what
cities have done in the area of the "arts". I asked
Geoff Armour to research this subject. His report
accompanies this memo.
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Please let me know if you need additional information
or wish further work on this subject.
i
i CL F RD E. LANGE
CEL:pab
Attachment
fi COUNCIL
ACTION: 10-23- 84 Council determined to set up an advisory board to make recommendations
with Council Members Chick and Casler also serving on the board.
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OCT1984
-; City of
CARLSBAD
`r'Carlsbad,, _-CA
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September 1984
COMMUNITIES AND THE ARTS
INTRODUCTION
Traditionally, the arts have not been among the major priorities
of municipalities. But it is becoming increasingly clear
to public officials that the time has come for a change. Atlanta
Mayor Maynard Jackson has this to say on the subject:
"The arguments for city support of the arts are
strong ones. First, the arts are an industry in
themselves. They don't pollute. They employ people
and they generate taxes. Further, they involve
a support structure that reaches out into the wider
economic life of the community. In particular,
i they stimulate the entire leisure time economy.
Many cities concerned with the promotion of tourism
have begun to realize that the cultural environment
is an essential ingredient in attracting people.
The public itself is in no doubt concerning funding
for the arts. They support it wholeheartedly. Indeed
this may be an area where public awareness is well
in advance of official policy."
To support such contentions, a poll taken in 1975 by the National
Research Center, an affiliate of Louis Harris, showed the
following:
1. 93% of American adults felt that the arts were important
to the quality of life in their community.
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2. 58% of the adult public would be willing to pay an additional
$5 per year if this money went to support arts and cultural
activities.
3. 49% of the adult public go to see visual arts activities,
museums and historical sites.
4. 65% of adults feel their cultural needs cannot be satisfied
by TV, radio or other media at home.
According to the National Foundation of the Arts, there has
been a steadily increasing interest in culture and the arts.
During the past 20 years, the number of symphony orchestras
has more than doubled, museums of all types are being established
at the rate of one every three days and some 30 resident theater
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companies have been developed outside New York City. In 1950
there were eight local arts councils and very little state
activity. Today there are over 300 local councils as well
as arts agencies in every state. The basic problem is that
while demand for the arts has grown, the institutions tradi-
tionally responsible for satisfying the demand have been unable
to keep pace. Although the kind of assistance city government
gives to the arts varies widely and the overall contribution
is still relatively small, there is felt to be considerable
potential.
A two-year study by the Office of Community Arts Development
at the University of. Wisconsin found that:
1. There is capable leadership available for the arts in
smaller communities.
2. Parents want better opportunities for their children in
the cultural arts.
3. Smaller cities are easier to work with in the arts because
they have better lines of communication and more comprehensive
support from the news media.
4. Demand by citizens will strengthen regard for the arts
by local government.
5. Citizens can raise money for the arts - to remodel or
build theaters, galleries and craft centers.
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6. Members of communities have a sense of pride in local
history and local events which can be used as a base for
} cultural arts programs.
In presenting this overview of community arts activities,
there is a need to distinguish between what has been
accomplished in major cities and what is more realistic for
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smaller communities like Carlsbad. Despite this distinction,
there is considerable evidence from a number of examples and
studies that smaller cities can be and are being receptive
i to the arts. Carlsbad has taken significant steps in this
direction already by constructing a Cultural Arts Center and
! by establishing a private Arts Foundation. There is also
considerable community expertise and involvement in the arts.
in addition, Carlsbad has public access cable television and
an active Cablevision Foundation.
EXAMPLES FROM OTHER CITIES
In Palo Alto, a city not too much larger than Carlsbad, the
local government has a permanently established Arts Department.
The Arts Director is responsible to an assistant city manager.
Palo Alto's arts programs are geared to providing opportunities
for participation in community arts events. The city has
a cultural center with four galleries and rotating exhibitions;
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a small auditorium for concerts and recitals; and workshop
and studio space. Craft classes are offered at a nominal
cost. Over 100 volunteers staff the programs of the cultural
center. The Arts Department supports the facilities and all
theatrical productions; hires and supervises professional
artistic staff; works with a local arts council; organizes
a city arts festival; and supervises art in public places
projects.
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In Waterloo, Iowa, a city of 75,000, there is no arts commission
! or municipal arts office. Instead, a Recreation Commission
appointed by the mayor wit., city council confirmation, has
s made the arts part of the city's recreation program. A recreation
and arts center includes a 350-seat theater; a 150-seat recital
hall; a large room used for exhibitions and civic meetings;
workshops for arts and crafts; and two galleries. Theater,
dance, and music groups use the center for rehearsals and
performances. Instructional programs are put on in arts and
crafts. There is also close cooperation with the schools
in arts programming. In fiscal 1976, all of these programs
were operated on a budget of less than $400,000, of which
about 30% came from fees.
Closer to home, Del Mar has organized a privately supported
non-profit foundation, the Del Mar Foundation. Established
in 1980, the Foundation has the following major objectives:
1. To make available to the citizens of the Del Mar region
an expanding set of opportunities for social, cultural,
recreational, environmental and educational activities.
2. To establish an endowment fund to provide both short and
long term funding sources for projects targeted to enrich
the quality of life in the community.
3. To increase community involvement in civic affairs.
Some of the ways other cities have found to incorporate the
arts into their communities are:
1. Low-cost transportable displays which can be easily assembled
at key points in the city. These displays are used to
promote programs and services and make use of posters,
graphics and photographs from local artists and arts
organizations.
2. Citizen alliances with local college and high school groups
to bring cultural programs to the ccmmunity.
3. Community artists -in -residence, such as dance troops,
musicians, actors and artists. These artists put on
performances, teach in the schools, give public lectures
and workshops and set up displays.
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4. Guided tours led by arts groups.
5. Programs sponsored by Parks and Recreation agencies.
Parks agencies can provide facilities to cultural organiza-
tions, set up art festivals, sponsor performing arts
groups and conduct classes.
6. City sponsorship of band, choral, chamber music concerts,
i and ballet recitals, as well as a wide range of visual
arts displays.
7. Providing a central arts information service. '
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8. Sponsoring an annual "State of the Arts" conference.
9. Producing a comprehensive arts newsletter and calendar
of events.
10. Making use of cable TV for arts programming.
11. Developing a city arts council.
12 Conducting periodic assessments of cultural needs.
13. Developing a cultural element to the general plan.
14. Taking arts exhibits and programs to the
g people at fairs,
shopping centers, schools, churches, parks and libraries.
15. Putting on local art festivals as tourist attractions.
16. Initiating a campaign to raise corporate contributions
to the arts.
17. Providing city funding for arts as seed money, challenge
grants,or as in -kind space, furniture or equipment.
See the following attachments for additional surveys of community
arts activities:
ATTACHMENT A: League of California Cities Arts Survey
ATTACHMENT B: City Position Papers on the Arts
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ECONOMIC BENEFITS OF THE ARTS
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Studies done recently in St. Louis, Philadelphia, Tidewater,
Virginia and Baltimore point to the positive economic impact
! of non-profit cultural institutions:
f 1. A symphony, botanical garden or theater that attracts
100 visitors a day brings in the same income to that town
as a new business with a payroll of $500,000.
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2. Visitors generate taxes, increase bank deposits, increase
retail sales and create new industry -related jobs.
3. Cultural organizations contribute to income and employment
in such support industries as printing, public relations,
advertising, graphic arts, food services, insurance,
security, construction, office supplies and others.
4. People who attend cultural events spend an additional
80% more than the cost of their ticket on such services
as restaurants and parking.
Overall, studies indicate that cultural resources act as
an economic stimulant and should be encouraged as a service
industry.
PERCENT FOR ART AND OTHER FUNDING PLANS
At least 24 cities have "percent for art" ordinances where
a percentage (usually 1%) of a project's construction budget
is set aside to purchase works of art for display in build-
ings, squares, plazas, lobbies and other public places.
Communities also ^ommission artists to create public murals,
sculptures and other works that are not placed in a
museum or gallery. These works become more directly
accessible and add vitality to public spaces.
The National Endowment for the Arts, through its Art in
Public Places Program, has spent about $4 million for several
hundred projects in nearly every state.
The City of Baltimore has one of the oldest and most effective
"percent for art" ordinances. It was passed in 1964 and
since then over 200 works of art have been commissioned by
the city and incorporated into the interior or exterior
design of schools, libraries, hospitals and recreation
facilities. The law established a civic design commission
of five members. Artwork in the ordinance is defined as
"sculpture, monuments, bas-relief, mosaics, frescoes,
stained glass, murals, fountains or other decorations both
exterior and interior."
Another highly regarded "percent for art" ordinance was
adopted by Seattle in 1973. It provides 1% for art in all
construction projects paid for by municipal funds. The
revenues generated are deposited into a municipal art fund.
In Baltimore, works of art are incorporated only into specific
construction projects from which "percent for art" funds
were generated. In Seattle, works of art are not necessarily
incorporated into each construction project, but the 1%
funds generated are put into the art fund. The Arts
Commission has the authority to disburse these funds to
commission works of art for the city.
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in addition to °percent for art", othcr-mcthods of public -
funding include hotel occupancy taxes, liquor taxes, property
taxes and bond issues.
ADDITIONAL SOURCES OF INFORMATION
1. American Council for the Arts, 570 Seventh Avenue, New
York, N.X. 10018.
2. Arts Task Force, National League of Cities
Arts Task Force, U.S. Conference of Mayors
1620 Eye Street, N.W., Washington, D.C. 20036
3. Claudia Chapline, Coordinator, Art in Public Places
Program, California Arts Council (916)323-4173.
4. For consulting in this field, Del Mar used and highly
recommends David Lewinson, a professional art critic
and organizer, who was hired to help develop the Del
Mar Foundation. ;
1. Reiss, Alvin. ARTS MANAGEMENT HANDBOOK, Law -Arts, 1974.
2. CITIES, COUN'iIES, AND THE ARTS, Associated Councils f
of the Arts, 1976. ;
3. LOCAL GOVERNMENT AND THE ARTS, American Council for the
Arts, 1979.
4. ARTS IN THE ECONOMIC LIFE OF THE CITY, American Council
for the Arts, 1979.
S. ARTS IN THE SMALL COMMUNITY, Office of Community Arts
Development, University of Wisconsin, n.d.
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Appendix II=2
Cities Responding
to our Question,n.--)jre 1 ho Indicated
• No Support to Nonprofit Art and Cultural
Activities
Adelanto'
Merced
Tehama
Anderson
Montague
Tiburon
• Baldwin Park
Monterey Park
Torrance
Belmont
Morgan Hill
Turlock
Beverly Hills
Mount'Shasta
Visalia
Biggs
Nevada City
Vista ,
Brawley
Newman
tsest Covina
Brisbane
Norwalk
Woodland
California City
Oakdale
Yuba City
Carlsbad
Ontario
Ceres
Orange
Claremont
Palm Desert
Clayton
Parlier
.
Colton
Patterson
Colusa
Perris
Corning
•Pinole
Corona •
Port Hueneme
Coronado
Portola
Dixon
Portola Valley
Escondido
Rancho Mirage
Fairfax •••
Rancho Palos Verdes
Folsom
Redondo Beach
Gridley
Riverbank
Holtville
Riverside
'Nughson
Rocklin
Kerman
San Clemente
,
La Canada Flintridge
San Joaquin
'
Lafayette
Santa Maria
Lakeport
Santa Monica
Lemon Grove
Saratoga
Loma Linda
Scotts Valley
Los Banos
Simi valley
Marysville
Sonoma
•^
ATTACHMENT B
' CITY OF BREA
COMMUNITY SERVICES DEPARTMENT
CULTURAL ARTS DIVISION
POSITION PAPER
I Background
The Cultural Arts Division was officially formed in October
of 1979 to provide full-time staff assignments to focus efforts
on programing and operation of the Gallery and Theatre in the
new Brea Civic Cultural Center. The Center, a $15 million
building funded through Redevelopment`Agency funds, opened in
phases beginning September, 1980. The facilities available
for cultural activities include a 6,000 square foot Gallery,
a 199-seat Theatre with full back stage facilities, a television
studio, a community meeting room and a 106-seat City Council
Chambers with movable desks making it possible for lect
fiLais and recitalsres,
. The current ustaff includes a full-time
Cultural Arts Manager, a full-time Volunteer & Promotions
Supervisor and a part-time Gallery Curator. Volunteers are
used extensively whenever possible.
The City of Brea has a five -member Cultural Arts Commission
appointed by City Council. They hold monthly meetings and serve
to advise the Council on issues relevant to the arts,. The
establishing resolution, which was passed,in August, 1979,
states their purpose as "to stimulate and aid the practice and
exhibition of the arts in the Brea area and to increase and
broaden the opportunities to its citizens to enjoy and partici-
pate in cultural activities."
II Philoso h aiid Goals
The primary goal of the Cultural Arts Division is to plan,
coordinate and present a variety of high quality cultural
Programs, opportunities and events for the citizens of Brea
utilizing the Civic Cultural Center and other community re-
sources.
III Current Needs
A. Funds and resources to provide additional staff for the
operation of cultural facilities and programs in the Civic
Cultural Center.
B. Traveling, high quality art and other types of exhibits for
the Gallery.
C. Professional quality programs for the Theatre which would
be cost effective.
The needs have been determined by the Cultural Arts Division
professional staff with direction from the City Council.
Position Paper -2- February 25, 1981
IV Future Expectations
A. Gallery ;.
1. To develop and maintain firm calendar of exhibits for 4
at least one year into the future.
2. To plan, organize, install, supervise and take down
approximately six high quality exhibits for 1981-82.
3. To plan and conduct effective publicity for all Gallery
exhibitions.
4. To explore the possibilities of financial resources
for Gallery exhibits from governmental agencies,
private foundations, service groups and/or private
business.
B. Theatre
1. To develop and schedule a balanced program -of theatre
events for the citizens of Brea.
2. Continue to research possible theatre programs that have
the potential of presenting high quality theatre experi-
ences for the community without creating a financial
liability for the City. Also research feasible funding
sources for theatre programs.
3. As the theatre program develops, the Cultural Arts
Division will provide coordination between the various
groups and events and the City.
4. To plan and conduct effective publicity for theatre
events.
C. Volunteers
1. Continue to recruit, train, schedule, supervise and
recognize volunteer assistance for the operation of
the Gallery and Theatre. Maintain an active group of
at least 20 volunteers.
• 2. Work with current volunteers to develop and expand the
range of activities and services they can successfully
perform.
3. Present opportunities for volunteer involvement and
donations to groups and individuals on�a one-time
basis.
9
CITY OF GARDEN GROVE
Department of Human Services
CULTURAL ARTS PROGRAM
1. Cultural Arts Program History
Prior to 1975 the City of Garden Grove had minimal involvement with the
cultural arts. The City's primary emphasis in this area was limited to
cooperation with existing cultural arts organizations and to the provision
of various novice level cultural arts activities through the City's Parks
and Recreation Program.
In 1975 the Garden Grove City Council made a major commitment to the arts,
and the development of a broadly based cultural arts program became a high
priority. The City began to create what would become the Village Green
Cultural Arts Complex located on Main Street in the center of Garden
Grove.
The first step in the development of this Complex was the construction of
a City -owned Art Gallery, Mills House Visual Arts Complex, located at
12732 Main Street. In 1977, the City expanded its efforts and began the
construction of additional facilities at the Village Green. The City has
invested $2 million in the Village Green Cultural Arts Complex. The
Complex includes the Mills House Art Gallery, with its east and west
wings, the Gem Theatre and the soon -to -be -completed Strawber-y Bowl
Amphitheatre.
The Gem is a unique community theater which has gained renown as an
elaborately decorated and furnished theatre with outstanding facilities
for boi! performers and audiences. When completed the Amphitheatre will
seat 500 and will be completely equipped for major outdoor productions.
The construction of these facilities marks the beginning of a lasting
commitment to the cultural arts in Garden Grove.
2. Cultural Arts Philosophy
In the provision of cultural arts programs, as in the *provision of all
human services, Garden Grove has attempted to act as a catalyst for action
and involvement rather than as a direct service provider. The City of
Garden Grove believes that the cultural arts are an integral part of the
life of a community. It is the philosophy of the City to provide quality
cultural arts facilities to be programmed and enjoyed by the residents of
the community. The City also believes trat the arts and their programs
can best be administered outside of the traditional government structure
and that local art organizations and nonprofit groups should be encouraged
to develop and expand cultural arts programs and services within the
community.
)q
3. Assessment of Current Needs and How These Needs Were Determined
Garden Grove has a long and active history of citizen participation and
community involvement in the cultural arts. The City Council conducts
work sessions and meets with community residents and organizations on an
ongoing basis to determine the cultural needs of the city. The City
Council and the Cultural Arts Commission and representatives from various
cultural art organizations in the city are actively involved in the needs
assessment process.
The City has worked hard to develop a physical center and focus for
cultural arts programs. With the completion of the Village Green Cultural
Arts Complex this process will be complete. Now the City's major focus is
on the continued development and promotion of the arts within the
community. Garden Grove wishes to have all residents become aware of the
cultural resources and opportunities within the city. The City also
wishes to increase the scope of the cultural arts programs to broaden
their appeal and serve a wide range of interests.
4. Future Expectations
• Garden Grove expects to continue t
o
5: Proposed Procedures for Developing a Plan to Meet Future Needs
The City of Garden Grove plans to continue to work with the community, the
Cultural Arts Commission, and the Village Green Fine Arts Association to
continue an ongoing planning effort designed to meet community needs.
These groups are now involved in constantly evaluating and monitoring the.
City's present cultural arts efforts in order to be assured that our major
goals are being met in this area and they will continue to serve in this
capacity in the future.
OD11E/399A
2/11/81
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1�
MARCH 26, 1981
i
CULTURAL ARTS
PCSITICN PAPER FOR THE CITY OF IRVINE
i
E Cultural development in Irving began long before the Ci was inch
i December, 1971. In Spite of a lack of li rporties, the ated in
desire for cultural enrichment generated v ell reduced and well -attended even, is
on a regular basis.
There were early indications of interest and enthusiasm for the arts in this area.
The Workshop of Performing Arts, a volunteer program for children, began in 1968.
A comprehensive program, also volunteer -based, entitled "learning Unlimi.t:ed%
evolved to include music, theater, crafts and other visual, arts act; vities. As
each nor -profit group lost momentum, it gave way to newer groups with new ideas
and energy. By 1970, another group formed. "Irvine is" sponsored marts and
other cultural events and evolved into community art organizations such as: the
Irvine Harvest Festival, the Creative Arts Guild, the Irvine Syn#iony Orchestra,
the Fine Conservatory of Music and the Performing Arts Section of the City of
Irvine.
In 1974, a park bond issue passed which, with the help of much c=muuty input,
included too major cultural. facilities.. The 18,000 square foot Arts and Crafts
'Center, now in Operation, cost 1.3 million dollars. Another 1.5 million was
allocated to the Performing Arts Center, still in planning stages. With the
City s incorporation, the Performing Arts Section and the Fine Arts Section
were included in the Commmity Services Department. In the meantune, private
groups have continued to flourish.
Clearly, the heart of the City is in the arts. Throughout this period of rapid
growth, community members have continuously met and expanded their own expectations.
With the influence of a highly professional ecanunity, demands for the arts increased
resources are limited. Scare specific trends toward the future are as follows,
I. With the tightening of government spending, private arts agencies will grow
to meet demands.
2. Funding resources will be sought by arts organizations. Arts involvement
in the private sector will increase.
3. Community members will seek local entertainment and enrichment as a result
of the cost: of living and transportation inconveniences.
4. Ming cultural programs will. grow. New, additional programs will appear.
An indication of this trend is the emergence of new small museums and galleries.
Several needs of Irvine stand out. The Performing Arts Center is a longstanding
project that began 12 years ago. Additional
to s funding is required to co�lete it.
Other needs include funding support costs of existing programs, marketin of
existing programs and the support of artists as professionals. g
140
Cultural Arts
Position Paper for the City of Irvine
March 26, 1981
Page 2
TO implement a plan+ to meet these needs, it is suggezted that a volunteer Irvine
Coordinating Caunittee of the Arts he formed. Ulis =mlittee would have a direc-c voice to the C=�ty Services C=mission.
U= Paper reflects the input from the follow3.na arts representatives
and has not
been aPP=red by the Irvine city council.
SALLY* Am MAZER
GILBERT NEr*ZEN CcnT=ity Services Commission
HAL OINEAL COmmmity Services Commission
LENCRE STJM= South Coast Cultural Services League, Inc.
COLLEEN IAM Irvine Ccmmmity Theatre
Creative Arts Guild
PAULUM E. brMU
T
FRAM CARMANCARMAN. he Experience center
MARGARET GAFFEY Harborlites Chapter of Sweet Adelines
City of Irvine
SHAH Smrm
City Of Irvine
PEGGY DA3N MEARS
City Of Irvine
Report Prepared By:
SHARCN M. smIM
Fine Arts Supervisor
City of Irvine
Sms/ii
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LAGUNA BEACH: POSITION PAPER ON THE ARTS
Background of City Cultural History
The cultural history of Laguna Beach had its beginnings
in the late 1800's when a few local artists hung their paint-
ings in what was at first a youth center and later became
known as "The Art Gallery." In 1900 Norman St. Clair, a
nationally known watercolorist from San Francisco, journeyed
to Laguna Beach and returned to San Francisco -with a port-
folio of paintings of the picturesque little village. After f
exhibiting them,.he returned to settle in the village, r
followed by a host of artists, many of whom had seen his
paintings --Edgar Payne, Wm. Wendt, Karl Vens, Anna Hills,
Frank Cuprien: to name a few. By 1917 about forty artists
resided here. Later on people such as Earle Stanley Gardner,
Boris Karloff and Steve Chalmers gathered at the same round i
table those artists had before them. (Called the "Amen
Corner"). Pretty soon Laguna Beach was "discovered" by
Hollywood. Adventure and sea films were shot here and actors
like Mickey Rooney, Douglas Fairbanks, Bette Davis, Charlie
Chaplin, Helen Traubel and Victor Mature, built homes here and
lent their talents. This,too,is where John Steinbeck wrot'c
"Tortilla Flats."
Many more artists settled here and Laguna became known as
"the Art Colony." In February 1929 a new Art Gallery -was con-
structed, forerunner of the Laguna Beach Museum of Art.
One of the first outdoor art shows w"s held about 1933--
it was during the depression that the artists saw the need
to bring their art outside to the people. In 1935 the first
Art Festival was produced, masterminded by Roy Ropp, featuring
the re-creation of paintings of the Masters, using live models.
This evolved into the unique, and now world-famous "Pageant of
the Masters."
Up until about 1976 Laguna's principle cultural attractions
geared towards the tourists, were The Festival of the Arts
and the Pageant of the Masters, many art galleries, pottery,
505 FOREST AVE. • LAGUNA BEACH, CA `,2651 • TEL. (714)-497-3311. 546-4856
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jewelry and antique shops, the Laguna Beach Museum of Art,
this Laguna Moulton Playhouse, the School of Art and Lila
Zali's Ballet School. Local residents kept busy with a
myriad of musical, theatrical, dance, art., and historical
groups. The need for local residents to,have one central
group to represent all the Arts groups and act as liaison
to them became apparent.- A Cultural Committee was formed
with meetings held at Lila Zali's Ballet Studio. Two years
later,. on April 26, 1928,' this committee convinced the city
fathers to officially ordinance an :arts Commission with nine
appointed members.
Over 300,000 tourists visit Laguna Beach yearly, and
according to Artweek"Magazine it is one of the top five Art
Colonies of the -United States (Rockport, Mass., Provincetown,
Mass., Woodstock, New York, Taos, New Mexico are the others).
Now,with the advent of an Arts Commission, for the first.time
the cultural needs of local residents are being addressed.
Primary Goal's and Philosophy of the City
The goals of the Arts Commission (the advisory board to
the city council on all matters pertaining to cultural arts
in the city) are mainly to enhance, enrich, and upgrade the
Arts in the city. The Commission presently provides liaison
between arts groups, residents, and city government, acts as
a clearing house, a viable communications media. It supports
Arts in Public Places projects, an Artist's Registry, a Kiosk
to post cultural events and supplements arts education in the
schools.
Current Needs and How These Were Determined
With open communication at meetings held twice monthly, the
Arts Commission receives continued input from residents con-
cerned about the direction of the arts in the community. A
recent "Town Hall Meeting on the Arts01 produced many suggestions,
needs, etc. Some suggestions: a large cultural center for the
community (a Beaux Arts Ball was held in Newport Beach, dis-
tressing many residents as they wanted it to stay in Laguna,
but there was no indoor facility large enough!), better communi-
cations, need for art in public places, a place for beginning
artists to show their work, etc. Another problem addressed was
505 FOREST AVE. LAGUNA BEACH, CA 92651 TEL. (714) 497-3311, 546.4856 11
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how to upgrade the quality. of art represented by the Art
Colony.
Future Expectationsend Mad or Trends --(including plans for
meeting future needs and un ing requirements)
Laguna Beach is looking forward to the possibility of a
' cultural center being built on land that is being sold to a
developer. If and when (and how?) this comes about, it will
certainly enhance the artistic and cultural environment of
those who reside here.
An Arts Commission Alliance is in formation. This will
be the fund-raising arm for -the Arts Commission that will
enable it to fund projects such as an Arts Awards Program in
i the schools, field trips and assemblies featuring artists,
sculptors, authors, musicians, etc., outdoor performances on
f the beach or in the parks (free to the public), sculptures
4 in parks, on beach, etc. This group will sponsor an annual
Beaux Arts Ball with silent auction such as the successful
one held in 1978. It is the opinion of the Arts Commission
that a city is only as great as its cultural assets. it is
$ true, Laguna is blessed with many but there is that big lack
of a cultural facility to house a few hundred people (with
a kitchen, etc.). Laguna Beach is dedicated to supporting
those assets that are already here, as well as encouraging
t individual artists, and new and exciting avenues available
in the field of the Arts today.
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505 FOREST AVE. • LAGUNA BEACH, CA 92651 • TEL. (714) 497.3311, 546.4856
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CITY OF LA HABRA
POSITION PAPER
CULTURAL HISTORY
i
Willets J. Hole is largely responsibly for developing the community of
La Habra. As an extremely successful businessman, he became heavily involved
in community affairs. Hole's elegantly furnished mansion became the center of
cultural activities. Encouraged by Hole, the Zachery Coys created the first
U.S. Post Office in the area, located in their general store. Thus, the town
of La Habra was established on November 22, 1895.
Two years later, the La Habra Methodist Episcopal Church was formed with
a helping hand from W.J. Hole and his wife, Mary. A source,of pleasure and
entertainment, the worship services were.held in the school house (established
by Hole), and enhanced by this family's musical abilities. In 1898, the Woman's
Club had its first monthly meeting at -the school house. Earlier meetings were
held at the Hole's splendid residence. One of the Club's founders was Mary B:
Hole. These ladies joined together for numerous cultural, social and community
centered activities. Hole has often been refered to as "Mayor" and "Father" of
La Habra.
For a number of years, most social activities evolved around the La Habra
school house. Various programs sponsored by community groups, as well as the
school children, were popular to the residents. The first "Founder's Day" or
"Settler's Picnic" met at the school in October of 1398. Supported by the
"Ladies Mutual Improvement Club" (Woman's Club), more than 50 citizens traveled
by buggy and wagon to picnic under the trees near San Jose Creek. This popular
-� event became an annual tradition, as well as other Fourth of July Celebrations.
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These included such activities as fireworks, patriotic addresses, and races.
Incorporated in 1920, the Woman's Club participated in many facets of community
life.
The Farmer's Club, formed in 1903, provided informative agricultural meet-
ings for the settlers, as well as social affairs. Women were also members of this
group, so many valley activities were jointly sponsored by both the Woman's and
Farmer's Clubs. The Farmer's Club later expanded into the Chamber of Commerce.
In 1922, the Kiwanis Club was organized with the goal of community improvement.
They combined their efforts with the Chamber of Commerce and the Business Men's
Club. At this time La Habra was the smallest town in California with a Kiwanis
Club, yet they had one of the most active memberships. In 1925,1a Habra was
incorporated as an official cityy
partially due to the efforts of these organ-
izations. In recent times the Kiwanis Club has been a strong force for com-
munity enrichment.
Numerous other clubs and organizations have been established in La Habra
during the formative years that have contributed to the intellectual and social
growth of the citizens. In 1896, a Literary Society. was formed and remained
active for many years, providing book exchanges and reviews and musical perfar-
mances. Bicycle and card clubs were extremely popular also. Without the dedi-
cation of the various club memberships in the early years, La Habra would not
i
have progressed as quickly as it did.
In '1955, an Arts Guild was created through the joint efforts of the Art
Association, Little Theatre Group and the Camera Club. The La Habra Junior
Woman's Club had previously sponsored the formation of the Art Association that
1
same year. Meetings were held in the basement of the Old Library and the exhibits
were displayed throughout the building. Contributions were being solicited by
the Guild to start a building'fund.
I
4 One year later, the Mill's home was purchased by the City of La Habra to
be used as a cultural center. This early businessman's house was made available
to the Arts Guild and in 1960 the building was formally opened as the La Habra
Art Association,Art Gallery. In 1962 the La Habra Art Association was reorgan-
ized as a nonprofit organization.
Cultural awareness needs have increased along with the population growth
of this city. In 1980, the population has expanded to 44,879. Surveys conducted
in La Habra show that residents perceive of cultural arts as an important as-
pect of education, and expressed interests in creative activities and historic
preservation. They believe that an awareness of culture and tradition are val-
uable to personal development.
The Children's Museum opened in December, 1977, following five years of
intensive preparation by both staff and volunteers. This facility was the
first hands on (participatory) musemn .established) in Southern California. It is
housed in a'former Union Pacific Railroad Depot, a building of historical sig-
nificance. The Museum was founded to provide: (1) cultural, scientific and his-
torical programs that encourage total sensory involvement; (2) the indexing and
preservation of objects in the above -fields; and (3) facilities and culturai
activities that enrich, expose and promote creative expression.
During the same year, the Community Theatre was.reestablished..The purpose
of the organization is to maintain quality entertainment using community members
and semi-professional actors to create productions for local audiences. The
staff, largely composed of volunteers from La Habra, assist in ticket and con-
cession sales, scenery and props, make-up, costuming and publicity. The first
production was Cinderella, which was presented in 1978. In the summer of 1981,
the Community Theatre will move into its new location, a restored Southern
Pacific Depot, situated next to the Children's Museum. Both of these cultural
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activities were established through the joint efforts of the Leisure and Cultural
Services Department and the Cultural Arts Council.
In an effort .1c meet the needs of the residents, the La Habra Cultural Arts
Council was established in 1977. The primary functions of this organization are
to encourage community support of and to develop the cultural arts in this com-
munity. This includes assessing the talents and interests of residents, to
coordinate arts programs in an effort to bring groups together for mutually sat-
isfying projects. Generally, the goal of the Council is to provide cultural en-
richment for families in the community. It is also the purpose of the CAC,to
act as an advisory board for the Museum and Community Theatre.
PHILOSOPHY OF GOALS
La Habra's Five Year Goals for the Cultural Arts are proposed to provide
the cultural impetus for the future. In support of such cultural programs and
plans, the City will strive to develop and effectively utilize all available
financial and nonfinancial resources and, where possible, continue its.role
as a base of support for Cultural Arts in the community.
The City recognizes that only through inquiry and research can it hope to
lay a positive foundation for any idea or program that involves its citizens.
It is the intention of the City to provide the reasons for continuing evaluation
of community cultural needs and wants so that programing will have a direct cor-
respondence to the desires of the people. This will be accomplished through
continuous citizen participation.
Satisfying audience participant and educatiot.il needs is central to the
development of a successful community Cultural Arts Program. To address these
ends the City of La Habra will seek to provide a varied calender of productions,
exhibitions and learning experiences for children and adults. In this way it
is hoped that art appreciation and individual artist's skills will be further
5.
j expanded.
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In order to implement its goals, the City will have to make several broad
policy decisions involving support of cultural arts activities in La Habra.
Based on the belief that the most effective community Cultural Arts Program
will involve the largest number of arts -producing individuals -and organizations,
the City will attempt to make its resources available to such persons and groups.
When possible, the City will 'provide professional cultural, artistic and tech-
nical staff assistance, equipment, and facilities. The cultural and artistic
control for these activities should remain with the cultural organizations and
artists.
Specific Community Theatre goals include sustaining a season of plays in
La Habra which will feature amateur actors, selected in open tryouts, augmenting
the program with touring performances, guest artists and by commissioning work-
shops and training programs in theatre arts and crafts, development of a
Theatre Workshop by encouraging*the presentation of original and experimental
works, and instituting a community -wide program of theatre appreciation and
.audience development.
The Children's Museum has established a full exhibition schedule to comple-
ment the community needs. The Museum aims to facilitate educational goals
through the strengthening of its programs: (1) broadening the Museum's ties
with the schools through the coordination of special programs and events, (2)
arranging for workshops and media experiences in conjunction with the tours,
(3) assuming responsibility for correct exhibit graphics and self -guided
tours, (4) initiating outreach programs to the schools and the community,
(5) guidance for content of exhibits and programs and, (6) developing train-
ing programs for staff and volunteers.
In addition to the Children's Museum and Community Theatre programs, and
6.
with a view towards the most effective utilization of the combined resources
of the City and independent arts organizations, the following programs are
projected goals:
-- an annual music festival
-- a community -wide program of music appreciation
-- continuation of the existing program of concerts featuring area mu-
icians, augmented when feasible by guest artist or touring companies
-- a community -wide program of dance appreciation
-- an exhibition program featuring thematic exhibitions, art competition,
purchase awards, "invitational" media presentation, cultural awareness
exhibits, and local artists
-- an exhibition program which will be coordinated with the La Habra "
Schools
-- sculpture, murals, and mosaics provided by the Art in Public Places
programs for various locations throughout the community.
-- coordination of the present community instructional program in the
arts (i.e., Adult Education, City classes, Fullerton College, and
CSU Fullerton) to provide the highest quality art/craft instructional
programs at the lowest cost in the most appropriate location within
the community
-- continuation of support for the Children's Museum staff, funding and
maintenance
-- establishment of a Literary Guild and publication of a periodic literary
Journal featuring works of area poets, authors, and critics
-- development of a neighborhood arts program to incorporate projects in-
volving all arts media in the community.
-- completion of an audience development program to include school and com-
munity educational projects, development of more effective promo:t16 nal*
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7.
efforts, outreach projects to stimulate involvement from areas not now
participating in arts activities
-- development of a resource center consisting of a community box office,
informational switchboard, and scheduling calendars
-- continuation of support to the Cultural Arts Council, both in the use of
liaison staff to the council and supplies
-- expansion of the existing volunteer program to encompass all areas of the
arts in all arts facilities
ASSESSEMENT OF CURRENT NEEDS
Surveys conducted in La Habra during the past four ,Years show La Habra resi-
dents have definite concepts of what cultural arts are. Tile surveys were distrib-
uted to community organizations and schools polled a population which included
both sexes ranging in age from six to sixty-five, from a variety of ethnic her-
itages, occupations, and income levels (see -attached supportive information).
Indications are that residents of the La Habra area are actively interested in
cultural pursuits and desire additional cultural outlets in their own neighbor-
hoods. Music and theatre presentations are the most widely attended events and
generate the most interest for additional programing.
A substantial number of residents feel that La Habra needs a cultural idenL-
ity of its own. Significant steps in attaining this identity included the in-
ception of the Cultural Arts Council and the development of a Children's Museum,
and the Community Theatre.
With the establishment of the Leisure and Cultural Services Commission, the
residents of La Habra have a direct lin_ to the City Council. The Leisure and
Cultural Services Commission consists of interested citizens who make suggestions
to the City Council which will have a positive impact on the growth of cultural
activities within the City.
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It has become evident that community support and involvement with the cul-
tural arts exists and can be expanded in La Habra. Therefore, the City of La
Habra will support and advocate the development and expansion of the cultural
arts in La Habra through citizen participation. The City further recognizes
i
a responsibility for developing a cultural element to the General Plan to.
document and reinforce this support and advocacy.
FUTURE EXPECTATIONS
The trend of the economy has established the fact that cultural activities. 1
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cannot:depend on tax revenue indefinitely. Over the past few years tax revenue
has been reduced; It has become a reality that fund raising, solicitation of
�I
of donations and memberships, "
p ,grant proposals, and assistance from regional and
f national corporations and foundations must Pe expanded. Increased activities
within Community Involvement Committees will help to achieve these goals, hoar-
r
ever, the burden cannot be left to them alone,
i Long range planning with the establishment of five year,goals must -be nec-
essary for all culturally concern. ed organizations to meet this endeavor. With
i the assistance of the Leisure and Cultural Services Department and coordination
1
! with other cultural organizations, the grovith of cultural awareness can be de-
veloped without becoming a victim of the economy crunch.
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HISTORY OF CULTURAL PROGRAMS
IN THE
CITY OF NEWPORT BEACH
The history of cultural programs in the City of Newport Beach is an active
one. The community has been the home for many artists, performers and
f
crafts people. The Corona del Mar area is privately developing into an
art colony to rival that of Laguna Beach. For many years cultural programs
were coordinated by a variety of independent cultural groups and individuals.
Today many of these same groups and individuals are active in the City's
cultural programs coordinated by three major entities.
The Newport Beach City Arts Commission is the City's official cultural body
which reviews municipal arts programs, recommends policies and helps develop
arts programs. Working closely with the commission the City's Parks, Beaches
and Recreation Department provides childrens programs, cultural and art
classes and special events. The Arts Commission and PB & R Department have
developed an annual Arts Festival which will be presented for the 17th year.
The festival is held at Fashion Island, a commercial shopping center and'
features a juried art competition, performing arts, craft booths and community
arts groups which attract 50,000 - 70,000 people annually.
Another major cultural force in the community is the Newport Harbor Art Museum.
This privately funded and operated museum features contemporary artists and
exhibits and is extremely active in the v►sual arts.
The dramatic arts in Newport Beach are presented by the Friends of the Newport
Theatre Arts Center. This group is an active leader in community theatre,
providing year round theatre for local residents. Newport Beach also hosts the
.1 annual community theatre festival each summer which features exhibitions by
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community theatres from all over Orange County.
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These three groups are the leaders in our community arts efforts. Although
f a myriad of )ther gooups are active in the City the major cultural events
are coordinated by these three groups.
A
CULTURAL ARTS PHILOSOPHY
The cultural arts philosophy of the City of Newport Beach is as varied as
the groups which make their home in the City. All forms of art and culture
are encouraged to flourish although little financial assistance is provided.
The City is a firm believer that non-profit citizen groups are competent and
capable providers of cultural programs. Local cultural groups and private
businesses are encouraged to provide artistic and cultural programs. City
facilities are made available to non-profit groups and some staff assistance
is made available.
The City Arts Commission provides a forum for arts policies and often co-
ordinates major special events. The City philosophy of encouraging community
arts groups while providing coordination and staff assistance has facilitated
the development of widespread community cultural programs.
ASSESSMENT OF CURRENT NEEDS
As in most communities current needs can be boiled down to two areas, more
arts facilities and more money for staff assistance and operating costs. With
the exception of the Newport Harbor Art Museum and an excellent library system
the City of Newport Beach has no major cultural facilities available for public
34
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use. A converted church serves as a community theatre and a multi -purpose
room at the City's Senior Center provides limited availability for com-
munity events.
` The majority of arts programs in the City are staffed by volunteers and
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subsist on a combination of ticket revenues and donations. For further
development to occur there needs to be financial -support from local govern-
ment. businesses, individuals or a combination of all the above. In our
community there needs to be an effort to unify all arts groups to pursue
Joint sources of funding.
' FUTURE EXPECTATIONS
The outlook for the arts in Newport Beach continues to be optimistic. There
is a tremendous amount of talent and energy to be tapped in the community.
Preliminary studies are being conducted fora new community theatre and an
outdoor concert area. The fiscal outlook of the City continues to suggest.
that limited financial support for the arts will be available. 'If local
businesses and individuals can be recruited to support the arts in Newport
Beach the quality and quantity of cultural programs will continue to grow.
i EXISTING OR PENDING CULTURAL FACILITIES
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Historical and Miscellaneous
Balboa Pavilion, 400 Main Street, Balboa
Sherman Gardens S Library Foundation
2647 E. Coast Hwy, Corona del Mar
Rogers Gardens
i 2301 San Joaquin Hills Rd., Corona del Mar
Newport Harbor Art Museum
850 San Clemente Dr., Newport Beach
McFaddens Wharf
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PLACENTIA CULTURAL ARTS
POSITION PAPER
The cultural history of Placentia began with citrus ranchers who
dominated the landscape in the late nineteenth century. Up until
twenty years ago little change was seen in the community.
Since 1960 Placentia has seen many changes. Very few orchards
remain. In their place stand shopping centers, housing tracts and
schools. What has transpired in Placentia has been seen over and
over again in most Orange County Communities. The City's population
is currently 33,000.
The City of Placentia officially recognized the need for a Cultural
Arts Commission in October 1978. The Commission since that time has
worked on numerous projects both directly and indirectly dealing
with the Arts.
At present, the Placentia City Council has taken a positive attitude
towards the Commission's work. Seed monies have been supplied for
1 several projects.
Although much of the Commission's work thus far has been very short
range projects, it is hoped more of a long range, master plan type
of planning can take place in the near future. Regularly scheduled
cultural excursions, concert series, and other types of cultural
exposure for the community are examples.
Due to the relative infancy of the Cultural Arts Commission,
community needs have thus far been defined by the City Council.
The Commission is currently discussing a community meeting to allow
citizens direct communication with the Commission. This meeting may
also include representatives from the local school board, organiz-
ations and private interests.
At .this time there is no real way to determine community trends..
However, a generalization would be that the future might hold more
visibility for all art forms. This might be accomplished by better
coordinating current programs and creating others. Current programs
generally are those supplies through the local schools.
It would be fair to say that Placentia has laid the governmental
framework for furthering Cultural Arts within the community. It
is now up to the Commission to be a driving force in implementation
and direction.
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PROPOSSD CULTURAL PHILOSOPHY FOR THE. CITY OF SAN CL111MTTE
THE CITY OF SALT CL=NTE IiAS A3 IT'S CULTURAL
OF THE 0[TALITY OF LIFE OF ALL IT'S CIT ZENS BY lL THE IydCREASIr1 IMPRCULTUl�AL
AIIAFMIESS AND ACTIVITIP,S SO THAT •THE ARTS BECOME A NATURAL PART OP
EMYDAY LIFE.
WE HOPE TO 1MpLM=T THIS PHILOSOPHY BY 1i , PRIMARY GO= ;{ H
NEXT SIX. MONTHS. IT II! T1Tr:;
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1. Through becoming aware of the existing cultural activities of our
communit
y, such as, the Cabrillo Theatre i and the dra+;,atic and musical
r production; df the local school district, to expand conununi.cationc, co- #
operation, and cohesion among the existing groups in this comet
4 We will print a monthly newsletter listing San Clemente,s cultury• al
activities$ to be circulated around town. .
2. By the utilization of existing city facilities, such as, the parks and Recreation Department and the Girl— c and Bo-r , s Club, to of.Vor a
more varied selection of classe-s and workshops that relrato to tlzo
00(am;•unitios interoctc.
3. By finding the audience for the arts, then we will have a direction
to proceed in our cultural growth. One method wo could use to Vind
our a.udicnce is to ofi er a type of "car-pooling" to local San Clu1iL+nte
events and other activities in our area, such au the Saddlobuck Company
Theatre* Laguna Beach Art Museum, etc. throu;;h the citicc Roaroati011
Department.
3
February 11, 1981
0
CULTURAL ARTS
POSITION PAPER FOR THE CITY OF SANTA ANA
The on going actions of the City of Santa Ana reflect a strong
and willing philosophy of support for the arts. The city has
t
since the early 1930's supported a public museum, library and
community college. A comprehensive cultural arts plan is proposed
for development, commencing activities in 1981.
I
! The director of the Bowers Museum, Reilly Rhodes, has been appointed
by the city as the Cultural Arts Coordinator to form an Arts
Advisory Committee. This committee will identify and establish the
i
cultural organizations and the persons with expertise and experience
who will be appointed to sit on a Cultural Arts Commission. Mr. Rhodes
and the Arts Advisory Committee will assist the Cultural Arts Commission
in:
H Developing an arts philosophy which reflects the primary
goals of the city
Assessing the current cultural needs of the city in
regard to its present status
Establishing a workshop or conference date, time and place
to involve participation by all possible cultural organizations
in forming a city cultural arts position.
The newly organized Cultural Arts Commission, responsible for the
conference, will plan an agenda which will address key issues and
1 aspects of the city's cultural needs for early, comprehensive, and
cost-effective cultural program planning.
3q
page two
The tasks to be accomplished during the workshop are:
' Establishment of a statement of purpose for developing
a cultural arts plan for the city including goals and
objectives.
Determine major trends and special needs of all organiza-
tions and facilities within the city.
i
Define future community cultural expectations for the city.
•
Address city items budgeted for cultural arts and project
future spending potentials.
I . Identify cultural discipline audiences and patrons of the arts.
Develop a plan for meeting future need of the city's
cultural organizations and facilities.
Final presentation of a cultural arts plan to the City for .
adoption.
CONCLUSION:
The director, the Arts Advisory Committee and the newly developed
Arts Commission will establish communications between existing and
future cultural arts groups to correct, refine and up -date the
cultural plan for the city of Santa Ana. The Bowers Museum, the
largest and'most diversified museum in Orange County, will be the
city's central resource and conference center reaching the greatest
number of artists and consumers.