HomeMy WebLinkAbout2018-06-26; City Council; ; Arts & Culture Master Planideas were transformed into specific action items. The six following themes resulted from this
community input effort:
1. Support Art as an Essential Component of Daily Life
2. Foster Arts & Culture Within the Physical Realm
3. Expand Arts & Culture Learning Opportunities
4. Establish Relationships that Support a Thriving Business Sector
5. Celebrate Carlsbad's Unique History and Distinct Identities
6. Build Capacity Within the Arts & Culture Sector
On May 22, 2018, staff presented a draft of the Arts & Culture Master Plan and received feedback
from the City Council. This final plan reflects that feedback along with additional input from the
community and the Arts Commission. The revised Plan includes new sections to assist in better
understanding the scope and structure of the plan.
In addition to the city's current role as a provider of quality programming, the Plan purports that
the greatest likelihood for success is based on the city also being a connector, partner and leader
and working with a multitude of collaborators.
The staff from the Cultural Arts Office, in collaboration with the Arts Commission, identified ten
priority action items. These items incorporate targeted efforts impacting numerous sectors and
reflecting community interests and are proposed to be implemented in the first five years of the
Plan. An incremental approach would result in annual presentation to the City Council, providing
an update on the Plan's progress and requesting funding for the next set of action items as
appropriate.
For FY2018-19, Cultural Arts Office will pursue the two top actions items:
• Research and develop a venue feasibility plan
Funding of $35,000 for a study was included in the original FY2015-16 budget for the Arts
& Culture Master Plan. Staff will coordinate this effort with the current planning process
for a new City Hall.
• Implement Mobile Outreach Strategy utilizing a newly programmed arts vehicle and the
TGIF Mobile Stage, i.e., Business Park After Dark
A line item in the FY 2018-19 budget for $90,000 provides funding for operational costs,
while staff is seeking a partnership with the Carlsbad Library & Arts Foundation and the
Carlsbad Friends of the Arts to acquire the vehicle.
With the approval of the Plan, the City of Carlsbad will be positioned to take a leading role in
North County as a vibrant arts savvy community where artists thrive and arts organizations
connect with residents by providing encounters that touch the heart and invigorate the mind.
The Plan acknowledges the city's current commitment to the arts and provides a distinctive
pathway to deepen the city's support as a home for dynamic arts and cultural experiences.
On June 13, 2018, the Arts Commission unanimously recommended approval of the Plan to the
City Council.
Staff is requesting City Council approval to launch the Plan in FY 2018-19 and solidify the future
of Arts & Culture in Carlsbad.
June 26, 2018 Item #19 Page 2 of 120
Fiscal Analysis
Funding for the Arts & Culture Master Plan was approved in the FY 2015-16 budget for $165,000.
This included funds for a venue feasibility study to be launched in FY 2018-19. The FY 2018-19
budget included $90,000 to partially fund the initial startup of a Mobile Outreach Strategy and
includes part-time staffing, maintenance and supplies. No additional city funding is being
requested at this time.
Next Steps
Staff will begin implementation and will return to the City Council on an annual basis to provide
a summary of activities and outcomes, launch new initiatives and request funding as appropriate
during the city's budget process.
Environmental Evaluation (CEQA)
The proposed action does not qualify as a "project" under the California Environmental Quality
Act (CEQA) per State CEQA guidelines 15378, as it does not result in a direct or reasonable
foreseeable indirect physical change in the environment.
Public Notification
This item was noticed in accordance with the Ralph M . Brown Act (California Government Code
Section 54950 et. Seq.), published and distributed at least 72 hours prior to the meeting date and
time. The planning process included seven months of surveying the community in various events
and locations, as well as outreach activities as cited on page one of this staff report. The revised
Arts & Culture Master Plan, as referenced in has been distributed to the City Council,
posted on the City of Carlsbad website, distributed to the libraries,_ City Hall, Faraday Office,
Senior Center and is on file in the Cultural Arts Office.
Exhibits
1. City Council Resolution
Attachment A
June 26, 2018 Item #19 Page 3 of 120
RESOLUTION NO. 2018-118
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE ARTS & CULTURE MASTER PLAN
Exhibit 1
WHEREAS, the City Council of the City of Carlsbad, California has shown its commitment to
fostering art and culture in the community as a core value of life in Carlsbad; and
WHEREAS, The City of Carlsbad recognizes that shared efforts, as defined in the Arts & Culture
Master Plan, are the most effective and meaningful way to foster collaboration and advance
communication between the City, its residents, the arts and culture sector and the overall community;
and,
WHEREAS, The City of Carlsbad finds that City resources dedicated to the arts and culture will
result in significant and important value to the community; and,
WHEREAS, The City of Carlsbad considers that such investments will contribute to the unique
character of the City, its economic vitality, foster lifelong learning, ability to attract tourists, and define
the distinctive image of Carlsbad as a vibrant community that supports artists and the creation of
dynamic arts and cultural experiences; and,
WHEREAS, The City of Carlsbad recognizes that an extensive outreach effort over the course of
more than sixteen months with significant community input resulted in the ten-year plan which will
guide new and expanded arts and cultural initiatives; and,
WHEREAS, staff recommends a phased approach where the City of Carlsbad Cultural Arts Office
will initially focus on the ten top priority items for implementation as detailed in the plan; and,
WHEREAS, funding has been appropriated to pursue the two top action items; and,
June 26, 2018 Item #19 Page 4 of 120
WHEREAS, the Cultural Arts Office will present annually to the City Council a progress report
which will also identify the next set of action items to enact and will request funding as appropriate
utilizing the City's budgeting process.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California as
follows:
1. That the above recitations are true and correct.
2. That the City of Carlsbad Arts & Culture Master Plan is hereby approved (Attachment A);
and,
3. That the Cultural Arts Office staff is authorized to proceed with the first two action items
in the Top Ten Priorities as listed in the Plan.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 26th day of June, 2018, by the following vote, to wit:
AYES:
NOES:
ABSENT:
M. Hall, K. Blackburn, M. Schumacher, C. Schumacher, M. Packard.
None.
None.
0:::i&z1cP1~ j;r>-1---BARBARA ENGLESON, City Clerk
(SEAL)
June 26, 2018 Item #19 Page 5 of 120
Lifelong
Learning
Capacity
Building
DistinctIdentities
Business
Sector
Art in
Daily Life
Arts & Culture Master Plan
June 2018
Physical
Realm
Attachment A
June 26, 2018 Item #19 Page 6 of 120
| Arts & Culture Master Plan: Introduction
2
TABLE OF CONTENTS
HOW TO READ THE PLAN 5
EXECUTIVE SUMMARY 6
THE ARTS AND CULTURE IN CARLSBAD 7
ARTS AND CULTURE AS A CORE VALUE 8
WHY AN ARTS AND CULTURE MASTER PLAN? 9
A NEW CHAPTER FOR ARTS AND CULTURE IN CARLSBAD 10
CITYWIDE VISION FOR ARTS AND CULTURE 11
A ROAD MAP 14
ARTS AND CULTURE FRAMEWORK 17
DEFINING ARTS AND CULTURE 18
CARLSBAD’S SUCCESS STORIES 22
COMMUNITY ENGAGEMENT 27
THE PLANNING PROCESS 28
KEY COMMUNITY FINDINGS 30
THE PLAN 37
NEW ROLES FOR THE CITY OF CARLSBAD 38
ROLE OF THE CARLSBAD ARTS COMMISSION 40
ROLE 1: PROVIDER 42
CONTINUE TO PROVIDE STRONG 43
ARTS AND CULTURE PROGRAMMING 43
ROLE 2: PARTNER 46
SUPPORT ART AS AN ESSENTIAL COMPONENT OF DAILY LIFE 47
FOSTER ARTS & CULTURE WITHIN THE PHYSICAL REALM 50
ROLE 3: CONNECTOR 54
EXPAND ARTS & CULTURE LEARNING OPPORTUNITIES 55
ESTABLISH RELATIONSHIPS THAT SUPPORT A THRIVING BUSINESS SECTOR 58
ROLE 4: LEADER 62
CELEBRATE CARLSBAD’S UNIQUE HISTORY AND DISTINCT IDENTITIES 63
BUILD CAPACITY WITHIN THE ARTS & CULTURE SECTOR 66
June 26, 2018 Item #19 Page 7 of 120
IMPLEMENTATION 71
NEXT STEPS 72
CONTINUOUS PLANNING 73
PRIMARY IMPLEMENTATION RECOMMENDATIONS 74
FUNDING SOURCES 77
FUNDING SOURCES FOR THE ARTS AND CULTURE SECTOR 78
ADDITIONAL FUNDING AND FINANCING OPPORTUNITIES 81
IMPLEMENTATION CHARTS 87
TEN PRIORITY ACTIONS 88
PROGRAM AND POLICY PRECEDENTS 99
PROGRAM AND POLICY PRECEDENTS 100
APPENDICES 105
ACKNOWLEDGEMENTS 106
KEY TERMS 107
LISTING OF CULTURAL ASSETS 108
INTERVIEW AND FOCUS GROUP PARTICIPANTS 112
GROUP PRESENTATIONS 114
CONSULTANT PROFILE 115
PLAN PREVIEW SUMMARIES AND FEEDBACK 116
COMMUNITY FEEDBACK REPORT 118
June 26, 2018 Item #19 Page 8 of 120
| Executive Summary 4
June 26, 2018 Item #19 Page 9 of 120
Arts & Culture Master Plan: Introduction | 5
HOW TO READ THE PLAN
This Arts & Culture Master Plan presents a vision of new roles for the City of
Carlsbad and the Cultural Arts Office, leading to the creation of vibrant Arts &
Culture experiences for everyone. The action items bring it to life. Planning for
arts and culture is a bit different than planning in other municipal departments.
While this plan pulls from multiple disciplines, from the arts and business
administration, to marketing and education, it arrives at a different type of plan.
This plan is not so much about physical things, like roads, parks or utility lines, as it
is about people, and how we experience culture in our community.
We still have visions to discern, ideas to discover, resources to be identified and
partnerships to establish for fostering collaboration. In other words, we are just at
the beginning; planting seeds that will one day grow into something bigger. With
that in mind, this plan presents many aspects that are essential in arts and culture
planning and you will find:
• What defines Carlsbad, where we are now and what is the current role of arts
and culture in our neighborhoods
• What arts and culture looks like in the nation and how it applies to our
community
• The many stages of input and feedback from the community that lead to
crafting this plan
• The Arts & Culture Master Plan includes outcomes prompted by listening to
you, leading to the following:
o Four roles for the city (PROVIDER, PARTNER, CONNECTOR and LEADER)
o Six themes with strategies organized into specific actions which are
necessary to realize the vision of the plan
• Based on community feedback, there are ten items that rose to the top; each
incorporates a variety of tactics representing input from numerous sectors
such as business, education and nonprofit.
• Finally, we outline an implementation strategy with recommendations for
resources that will be required to bring this vision to life
As you read the Arts & Culture Master Plan, you will learn about the many ideas
brought forward by the residents of Carlsbad on how the current state of arts and
culture could grow to its fullest potential. We invite you to find your own place in
this effort to build the larger system that will be benefit all.
June 26, 2018 Item #19 Page 10 of 120
| Arts & Culture Master Plan: Introduction
6
EXECUTIVE SUMMARY
June 26, 2018 Item #19 Page 11 of 120
Arts & Culture Master Plan: Introduction | 7
THE ARTS AND CULTURE IN CARLSBAD
Throughout its history the City of Carlsbad has been a meeting place of people,
cultures and ideas. From its origins as the home of the Native American Luiseño
people, to Spanish missionaries of the late 18th century, the early farmers who
cultivated fruits and flowers, olives and avocados, and on to the executives who
built the world-class business hub it is today, Carlsbad has had a rich story to
match its abundant natural resources and beauty.
Now a city of roughly 115,000, the city is still known as a “village by the sea” and
prides itself on its small town, coastal town feel. No longer reliant on agriculture as
a sole economic engine, Carlsbad is a popular tourist destination and home to a
number of commercial and industrial enterprises. Its enviable location between
San Diego and Los Angeles, striking coastline, fertile soil and temperate climate all
ensure Carlsbad’s attractiveness and growth into the 21st century.
The arts and culture have long been an essential component of Carlsbad life.
Founded in 1986, the city’s Cultural Arts Office provides cultural services
throughout the community and works with a host of partners to expand arts
programming and arts appreciation. One of its most popular programs has been
TGIF Concerts in the Parks, a free musical series offered each summer. The City of
Carlsbad’s Art in Public Places, the first public art program in the San Diego area,
has installed over 100 works of art. Other organizations in the city—the Museum
of Making Music, New Village Arts, the William D. Cannon Art Gallery and many
others—further enliven Carlsbad’s arts and culture scene.
Still, previous and current visioning efforts have determined that there is a wealth
of untapped potential for arts and culture in Carlsbad. There are opportunities that
could further enrich the lives of residents and visitors alike. A broadening of the
definition of “art,” a deeper and more layered integration of art within everyday
life and a more balanced offering of arts and culture experiences across the city
and across multiple age groups have emerged as priorities. With additional goals
and resources, Carlsbad is poised to become a more vibrant local arts community
and serve as the engine for arts and culture activities in the surrounding region.
June 26, 2018 Item #19 Page 12 of 120
| Arts & Culture Master Plan: Introduction 8
ARTS AND CULTURE AS A CORE VALUE
Strengths. Carlsbad sits within a regional landscape that is defined by its
geography, industries and cultures. Counting itself as part of the North County
group of local cities (along with Oceanside, Encinitas, Vista and others) the city is
tightly connected to its neighbors and San Diego to the south. Today, the city
recognizes the value of a strong arts and culture community as an integral part of
daily life, as well as the strong growth of the arts and cultural economies within
the region.
Several strengths led to Carlsbad’s commitment to this core value:
● High-quality programs. Among the year-round arts and culture programs
valued by residents of all ages are arts education opportunities, gallery
exhibits and special events such as the TGIF Concerts in the Parks.
● Dedicated resources. Carlsbad's investment in arts and culture is
significantly higher than neighboring cities and includes a Cultural Arts
Office staff to continually renew and maintain the excellence of the
programs.
● History of partnership. These programs are the result of decades of
commitment from community organizations and volunteers. They have
fostered a deep sense of local identity by helping create iconic locations
like the Flower Fields and signature events.
Challenges. These strengths will allow us to meet key challenges before us, such
as:
● Clearly defining the city’s role as a regional arts and cultural resource and
destination.
● Providing access to programming for a growing and increasingly diverse
population.
● Developing new forms of funding and new partnerships that will provide
more ways for artists and arts and cultural organizations to bring new work
to the public.
● Instilling arts and culture participation as a part of daily life.
● Coordinating with neighboring cities to jointly explore programming
opportunities that will attract regional audiences.
June 26, 2018 Item #19 Page 13 of 120
Arts & Culture Master Plan: Introduction | 9
WHY AN ARTS AND CULTURE MASTER PLAN?
By creating this Arts & Culture Master Plan, Carlsbad is taking its place among the
many U.S. cities that recognize the arts, culture and creative sectors as
fundamental to their city and integral for a strong quality of life and robust
economic development strategies. With the adoption of this plan, arts and culture
take on a new role within city government. The city can no longer serve merely as
a provider but must serve as a catalyst for new ideas and efforts from the creative
community. To support this change, the Arts & Culture Master Plan helps to
strategically align resources, goals and actions among city departments and
between the city, community partners, the creative community and the city’s
robust cadre of civic volunteers.
ARTS & CULTURE MASTER PLAN GOALS
Carlsbad has arts and culture written into its DNA. A place of natural beauty, the
city has become a popular meeting place for people and ideas as well as a fertile
environment for entrepreneurship. These and other qualities have made it a
national and international business hub with a creative civic spirit. Carlsbad takes
great pride in striving for a high quality of life.
The goal of the Arts & Culture Master Plan is to harness the ideas and energy of
local residents and combine them with national best-practices. The result will be a
roadmap that can help the city not only support its existing arts and culture
offerings but grow and develop into new roles and develop new arts and culture
experiences in partnership with local artists and arts and culture organizations.
Photo from Museum of Making Music
June 26, 2018 Item #19 Page 14 of 120
| Arts & Culture Master Plan: Introduction 10
A NEW CHAPTER FOR
ARTS AND CULTURE IN CARLSBAD
In 2017, the City of Carlsbad began working with
residents, artists, arts and culture organizations and
other stakeholders on developing a plan to deepen
and expand an arts and culture environment that is
already a model for cities across Southern
California. These efforts built upon vision and
policies for the arts and culture established by the
Carlsbad Community Vision and General Plan and
nurtured by a long-standing understanding about
the role the arts and culture play in the vitality of a community. The planning
process has been divided into three phases: Discover, Envision and Develop.
Through public outreach in the Discover and Envision phases the city gathered
input from the community about specific ideas and priorities for arts and culture.
These recommendations and ideas emerged as the framework of the draft Arts &
Culture Master Plan. In these conversations residents shared a strong desire to
nurture, grow and develop the arts and culture community.
During the final Develop phase of the planning process, the input gathered from
the community was sorted and analyzed in order to discover specific ideas the
community would like to see implemented to help the city’s arts and culture
sector continue to thrive. These ideas were transformed into specific Action Items
and developed and refined further through extensive discussions with staff and
city partners. These final Action Items became the heart of the plan.
While continuing on its current course there is the opportunity for Carlsbad to
develop new ways of offering residents and visitors the delightful, sometimes
surprising and ever-engaging arts and culture events and public art that are
associated with the city.
June 26, 2018 Item #19 Page 15 of 120
Arts & Culture Master Plan: Introduction | 11
CITYWIDE VISION FOR ARTS AND CULTURE
A vision has now emerged for an arts and culture sector in the City of Carlsbad. It
should be creative, innovative, inclusive and vital. These are the values that now
provide the framework for the Priorities and Action Items within the Arts & Culture
Master Plan and establish guideposts for implementing the plan
recommendations over the next ten years.
● Creative. Building on a history of civic engagement and volunteerism in
and around the arts and culture, the city will work to enhance its
reputation for vibrant, creative community expression and gathering.
● Innovative. Known as an incubator of business innovation, the city will
help the arts and culture participate in developing new solutions for
business, government, education and philanthropic sectors.
● Inclusive. From a coastal agricultural community known for its beauty and
diverse communities, the city will work towards access and inclusion to the
arts and culture for all Carlsbad residents.
● Vital. Known for its high quality of life and robust Village and Barrio
histories, the city’s arts and cultural communities will contribute to the
creation of dynamic neighborhoods, vibrant market areas and an
engaging city center.
OPPORTUNITIES ON THE HORIZON FOR ARTS AND
CULTURE IN CARLSBAD
While there are many strengths, there are also opportunities present that could
further the impact of arts and culture, such as:
● Defining the city’s role in the region and locally in arts and culture.
● Reaching additional resident populations with more arts savvy and
accessible arts and cultural programming.
● Growing demand for arts and culture participation as a part of daily life by
generating new forms of funding and fostering partnerships to create
additional ways for artists and arts and culture organizations to bring their
work to the public.
June 26, 2018 Item #19 Page 16 of 120
| Arts & Culture Master Plan: Introduction 12
IDENTIFYING NEW ROLES
During the Discover phase, the consensus was that to expand the city’s role in arts
and culture in Carlsbad, North County and Greater San Diego, the city should
expand its role from a Provider of programs and funding to be more a Connector,
Leader and Partner. We define these terms as follows:
● Provider… to ensure that the city’s role of providing arts and culture
programming and funding to the community remains strong.
● Partner … to form cross-sector collaborations that can increase the impact
of the arts and culture.
● Leader … to advocate for the arts and culture with innovative ideas and
stimulating conversations with arts and culture partners throughout the
North County area.
● Connector … to bring together diverse entities to pursue mutual goals.
SIX NEW STRATEGIC PRIORITIES
Six new strategic priorities that help define these new roles were identified during
the initial phases of community engagement. They have been tested and refined
throughout the development of the plan and final specific Action Items based on
discussions about them with City of Carlsbad staff, community residents and local
creative sector professionals are now at the foundation of our plan.
1. Support Art as an Essential Component of Daily Life
2. Foster Arts & Culture Within the Physical Realm
3. Expand Arts & Culture Learning Opportunities
4. Establish Relationships that Support a Thriving Business Sector
5. Celebrate Carlsbad’s Unique History and Distinct Identities
6. Build Capacity Within the Arts & Culture Sector
June 26, 2018 Item #19 Page 17 of 120
Arts & Culture Master Plan: Introduction | 13
ENVISIONED OUTCOMES
The arts and culture have always been essential to Carlsbad's uniqueness and
these strengths will remain at its core as the city moves forward. The challenge for
residents is to help the city encourage and support the emerging arts and culture
landscape that becomes part of every resident’s daily life. As the city begins
implementation of this community-inspired Arts & Culture Master Plan, it will
focus on four primary goals:
● Promote Carlsbad as a vital cultural destination.
● Encourage greater implementation of the arts in academic and social
programs including the advancement of STEAM.
● Support the ongoing integration of cultural arts into city policy and new
project discussions.
● Establish relationships that support a creative and thriving local arts and
culture ecosystem encouraging greater collaboration between the arts
and culture community and the business, education and nonprofit sectors.
Sage Creek High School Drama
photo from the Carlsbad Unified School District
June 26, 2018 Item #19 Page 18 of 120
| Arts & Culture Master Plan: Introduction 14
A ROAD MAP
Going forward, this Arts & Culture Master Plan will serve as a roadmap for the City
of Carlsbad, providing it with short-term, mid-term and long-term strategies. The
realization of goals and strategies will require the community’s leadership and the
support and combined efforts of City of Carlsbad leadership, department staff,
artists, partner organizations in the private and nonprofit sectors in order to
achieve the vision of creating a vital, vibrant and inviting city. As a roadmap, the
plan describes the ways in which arts and culture, cross-sector partnerships,
neighborhood initiatives and diverse community offerings come together to
support a dynamic quality of life for residents.
To do this, the plan provides guidance on strategically bringing together the
partnerships and resources needed to create opportunities within the city for the
arts and culture sector to thrive.
The plan came from the ideas of residents in the city and will further develop with
their continued input and entrepreneurial energy making the arts and culture not
only part of resident’s quality of life, but an essential component of the city’s
identity and prosperity. We hope that when you read this Arts & Culture Master
Plan you will be able to see yourself in the ideas and inspiration that are at its
foundation.
TEN PRIORITY ACTIONS
The staff from the Cultural Arts Office and the Arts Commission have identified the
following ten priority actions.
1. Research and develop a venue feasibility plan
2. Implement Mobile Outreach Strategy utilizing a newly programmed Arts
Vehicle and Mobile Stage, i.e., Business Park After Dark
3. Support the continuation and development of Carlsbad’s festival and
event culture
4. Leverage local partnerships to support creating an initial STEAM (science,
technology, engineering, art and mathematics) pilot program with
Carlsbad's Title I schools with an eventual goal of replication in schools
across the city.
5. Partner with Community and Economic Development to convene a series
of dialogues with local creative and artistic industry professionals to
June 26, 2018 Item #19 Page 19 of 120
Arts & Culture Master Plan: Introduction | 15
discover mutual goals and interests, i.e. supporting professional and
personal development of employees in the workplace
6. Increase community grant funding and support
7. Work with business networking organizations to develop trainings for
business professionals to serve on arts and culture nonprofit boards and
encourage mentorship opportunities
8. Create Trail Art Initiative
9. Create a Guest Artist residency program
10. Create a Cultural Tourism Marketing Plan
Buddy - The Buddy Holly Story , New Village Arts, 2017
Photo from: Daren Scott, New Village Arts
June 26, 2018 Item #19 Page 20 of 120
| Arts & Culture Master Plan: Introduction 16
Carlsbad Sculpture Garden
Landsailers,
Neal Bociek, 2014
June 26, 2018 Item #19 Page 21 of 120
17 | Art & Culture Master Plan: Arts and Culture Framework
ARTS AND CULTURE FRAMEWORK
June 26, 2018 Item #19 Page 22 of 120
18 | Art & Culture Master Plan: Arts and Culture Framework
DEFINING ARTS AND CULTURE
Planning for “arts” and ”culture” can be tricky as the terms have many meanings.
For that reason, we have used a broad understanding of these terms during the
formulation of the Arts & Culture Master Plan.
Traditionally, the arts have conjured images of companies and institutions – the
ballet, the opera, the symphony, theaters and museums. Today the arts mean
much more. With greater access to both new and traditional media, inspired
entrepreneurship and venture capital, downtown revitalization and the fusion of
culture and cuisine, the arts can be more immediate. They are as likely to be in the
form of crafts, community art, digital media or food as in painting, sculpture,
dance, theater and music. This plan takes a broad view of the arts and culture and
recognizes that the diversity of media and modes of expression is a strength of the
arts sector and deserving of support.
Like the term “art,” “culture” refers to the way in which a group of people express
their ideas, values and hopes. At its core “culture” embodies all the activities that
we do as a community and help to form our knowledge of and attachment to the
places in which we live. Captured in architecture, histories and the shared events
that bring people together, a community's culture is its unique stamp upon the
world. Art and culture are how we express ourselves as individuals and how we
engage each other as a community.
ARTS AND CULTURE ARE TAKING A NEW ROLE IN OUR CITIES
The arts and culture have always been an essential part of what it means to be
human. Through image, stories, dance and other forms of expression, we become
inspired, delighted and connected to each other as a community. Until recently
the arts were viewed as “enhancements” or “special extras” within our daily lives.
Over the past decade, however, our understanding has shifted. Scientific research
has shown the arts stimulate a child's brain development. We see new and
increased funding for “cross-sector partnerships” to develop vibrant urban areas.
There has been a fundamental shift in business for more creativity and innovation.
As a result, we see the arts and culture taking a critical role in guiding how we
develop as cities, communities and individuals.
Today, within the United States, we know that:
• Arts unify communities. 67 percent of Americans believe “the arts unify
our communities regardless of age, race and ethnicity.”
June 26, 2018 Item #19 Page 23 of 120
Art & Culture Master Plan: Arts and Culture Framework | 19
• Arts improve academic performance and lower dropout rates.
• Arts strengthen the economy. In the United States today, the arts and
culture sector is a $730 billion industry representing 4.2 percent of the
nation’s GDP—a larger share of the economy than transportation, tourism
and agriculture (U.S. Bureau of Economic Analysis).
• Arts are good for local businesses. Attendees at nonprofit arts events
spend $24.60 per person, per event, beyond the cost of admission on
items such as meals, parking and babysitters.
• Arts drive tourism. Arts travelers stay longer and spend more to seek out
authentic cultural experiences.
• Arts spark creativity and innovation. Creativity is among the top five
applied skills sought by business leaders—with 72 percent saying
creativity is of high importance when hiring.
• Arts improve healthcare. Nearly one-half of the nation’s healthcare
institutions provide arts programming for patients, families and even staff.
More than two-thirds believe these programs provide healing benefits to
patients—shorter hospital stays, better pain management and less
medication.
• Arts and healing in the military. The arts are part of the military
continuum—promoting readiness during pre-deployment as well as
aiding in the successful reintegration and adjustment of veterans and
military families into community life.1
During conversations with local stakeholders, many said this was the arts and
culture’s “time” in the City of Carlsbad. Given the opportunities, needs and political
will, aligning arts and culture-based strategies with other community priorities just
makes sense.
CREATIVE PLACEMAKING
The city’s planning efforts also take place within a national groundswell of interest
in the ways in which arts and culture can advance diverse community strategies.
For instance, since 2010, the National Endowment for the Arts, ArtPlace (a
1 Reference: Ten Reasons to Support the Arts. Randy Cohen, 2017. The Americans
for the Arts, https://www.americansforthearts.org/by-program/reports- and-
data/legislation- policy/naappd/ten-reasons- to- support-the- arts-2017
June 26, 2018 Item #19 Page 24 of 120
20 | Art & Culture Master Plan: Arts and Culture Framework
consortium of 12 philanthropic foundations and six major financial institutions,
with diverse federal agencies participating as strategic partners) and the Kresge
Foundation have invested over $80M in “Creative Placemaking” projects all across
the country. Creative Placemaking is an area of city planning that partners with the
arts and culture sector in order to develop the quality and vitality of a place. In
addition to national arts funders, both the US Department of Housing and Urban
Development (HUD) and the US Department of Education have revised funding
guidelines to encourage arts strategies as part of their programs.
BENEFITS OF THE CREATIVE ECONOMY
The success of new approaches such as Creative Placemaking prompts cities to
reassess the role and value of the arts and culture within their communities and to
examine the types of skills, connections and capacities needed to harness the
potential of their arts and culture assets. Even smaller towns and cities are
engaging the arts and culture community with economic development in order to
achieve the following:
● Support for the development of downtown assets and cultural renewal;
● Increase in business attraction and expansion of the tax base;
● Growth of a regional and community image; and
● Arts increasing the attractiveness of the area to highly desirable,
knowledge-based and creative-sector employees.
These national trends tie in closely with Carlsbad's goals to strengthen the city’s
strong and diverse economy and its position as an employment hub in North San
Diego County.
THE ARTS IN CALIFORNIA
Shifts in the arts and culture sector are happening throughout the state and the
nation. A recent report2 by the James Irvine Foundation looked at how people in
the State of California participate in arts and culture activities. The report
identified many of the same trends that are emerging in Carlsbad today.
People’s participation in arts and cultural activities, especially in ways that allow
them to develop or release their own artistic impulse, is extensive — and perhaps
2 Novak-Leonard, et.al. (2015) The Cultural Lives of Californians: Insights from the Cultural
Survey of Arts & Culture Participation. University of Chicago and The James Irvine
Foundation
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Art & Culture Master Plan: Arts and Culture Framework | 21
nowhere more so than in California. At the same time, California’s cultural
landscape is undergoing massive changes, affecting the ways people encounter,
experience and engage with art. These changes include California’s demographic
shift to be a so-called “majority-minority” state and rapid technological advances
that offer new opportunities for artistic expression and access. These changes pose
challenges and exciting new opportunities for how artists and organizations
create and share their expertise and work.
Key findings include:
• Californians want to engage in arts and culture, and demand is high.
• Art happens everywhere - new technology, expectations and cultural
norms mean Californians engage in art in new ways and places.
• There is disparity — Californians have varied arts interests, but there are
evident patterns of lower participation levels for some of California’s
largest and growing demographic groups.
Photo from the Carlsbad Music Festival
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CARLSBAD’S SUCCESS STORIES
Carlsbad has a rich history with several arts and culture organizations and
traditions that are embedded as a core component of that legacy. These
organizations bring diverse cultural experiences to the community. It is one of the
aspirations of the Arts & Culture Master Plan to continue to support these
organizations and to create programs that will assist them with capacity building
to strengthen their operations and help each to further its mission.
NEW VILLAGE ARTS THEATRE
The only live theater venue in the Village of Carlsbad, New Village Arts has brought
critically acclaimed productions to the city since 2001. Founded by graduates of
New York’s Actors Studio Drama School, the company first staged shows at the
Granary – a converted chicken coop in Carlsbad’s Magee Park. Thanks to the
support of the City of Carlsbad, New Village Arts is currently housed in one of the
Village’s oldest buildings – a 1922 former lumber yard – with a 99-seat theater and
artists incubator space known as The Foundry. With innovative classes and
outreach programming such as Teatro Pueblo Nuevo, NVA offers professional and
family educational opportunities that help to create a healthy and culturally
vibrant community.
MURALS
Today the Village of Carlsbad is known for a unique and eclectic set of murals
supported by local businesses and artists. Residents and visitors can find works
tucked along quiet streets and alleyways such as “The Robot,” by local artist Jason
Markow, at the corner of State St. and Carlsbad Village Dr. and Michael Summers’
“Cat Nap,” located on the exterior of Witch Creek Winery. A popular spot is the
New Village Arts Building
Photo from New Village Arts
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Carlsbad Art Wall created by local community artist Bryan Snyder. Bryan works
with a rotating set of local and regional artists, muralists, teens and community
members to create ever-changing artworks along the wall of Señor Grubby’s.
MUSEUM OF MAKING MUSIC
The Museum of Making Music is the official museum of NAMM - the National
Association of Music Merchants, the not-for-profit association that serves and
strengthens the global music products industry. Founded in 1998 and opened to
the public in March 2000, the Museum celebrates the rich history of the music
products industry from 1900 to today. Through unique exhibitions, live music
performances and educational programs, the Museum shares the
accomplishments and impact of the people who make, sell and use musical
instruments and other products.
Carlsbad Art Wall at Señor Grubby’s
Museum of Making Music Gallery Space
Photo from Museum of Making Music
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CARLSBAD MUSIC FESTIVAL
Now in its 15th season, the annual Carlsbad Music Festival has offered a three-day
summer celebration of “adventurous music by the beach.” The Festival features
over 60 performances and is curated by Founder and Artistic Director Matt
McBane, who is also a composer and violinist. Performers bring a mix of eclectic
and adventurous music including contemporary classical, indie rock, world music,
electronic, jazz and more. Each year, dozens of free outdoor concerts draw
thousands of visitors to the Village of Carlsbad where they can find a beer garden,
food trucks and an artisan market. In addition, the Carlsbad Music Festival is
supported by their partner organization St. Michael’s Episcopal Church.
TGIF CONCERTS IN THE PARKS
What started in 1985 as a series of intimate jazz concerts in parks has grown to a
major fixture of summer in Carlsbad. Nine concerts are presented in four city
parks. Each event features food vendors and hands-on art activities at the Family
Open Studios. Live music and a dance floor offer evening entertainment for over
30,000 residents and visitors annually. Musicians are featured from San Diego, as
well as across southern California and nationally. Support for the concert series
comes from the City of Carlsbad through the Cultural Arts Office as well as Parks &
Recreation, Public Works, Carlsbad Police, Carlsbad Explorers and Senior Volunteer
Patrol. In addition, the concert series receives strong annual support from the
Carlsbad Friends of the Arts.
LEO CARRILLO RANCH HISTORIC PARK
Opened in 2003, the Leo Carrillo Ranch Historic Park is Carlsbad’s 27-acre former
working ranch, once owned by actor Leo Carrillo. Today, this historic park is home
to handcrafted adobe buildings, antique windmills, a reflecting pool and many
other historic structures where visitors can explore California history. Known for
the natural beauty found in the agave, bougainvillea, Birds of Paradise, flowering
trees and dozens of peacocks, the City of Carlsbad supported the stabilization and
preservation of this unique historical asset. A unique entry gate was created
specifically for the park through the city's public art program. Leo Carrillo Ranch is
a designated Historic National Landmark and is connected to the citywide trails
system via the four-mile-long Ranch Carrillo Trail.
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TGIF Concert Series
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Arts & Culture Master Plan: Community Engagement | 27
COMMUNITY ENGAGEMENT
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THE PLANNING PROCESS
Direction and recommendations for the Arts & Culture Master Plan action items
came from community residents who desire the ongoing development of the arts
and culture within Carlsbad. Additional ideas and inspiration were taken from
national best practice models.
The public engagement component of the project is based on numerous outreach
methods.
• Stakeholder Interviews and Focus Groups
• Public Meetings
• In-person and Online Surveys
• Community Outreach in Focused Areas
• Plan Preview
• Meeting-in-a-Box for Arts Organizations
Each individual engagement component played a specific part in the
development of the Arts & Culture Master Plan. The initial stakeholder interviews
and focus groups helped the team to create the overall theme framework, while
public meetings provided a chance to update the larger public on the planning
process and test ideas that were emerging from those stakeholder discussions.
The in-person and online surveys helped to deepen the team’s understanding of
how the larger public viewed each of the themes and what specific ideas they
might like to see develop as part of the plan.
As the plan evolved, a Plan Preview document was created to give residents an
advance look at what ideas were emerging and get one final round of feedback
before the final draft. The Arts & Culture Master Plan now reflects the ideas and
visions created by and tested with community representatives. The national best
practices that helped inform this final draft involve cultural sector economic
development and creative placemaking.
The plan’s action items provide a clear roadmap for expanding the arts and culture
that is specific to Carlsbad, its history and its residents.
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KEY COMMUNITY FINDINGS
The community engagement process revealed just how strongly Carlsbad
residents want the arts and culture to be part of their daily lives. There is support
for seeing the arts beyond the traditional settings of galleries and concert halls
and placed along natural trails, in business parks and within different
neighborhoods to provide fuller engagement with works of expression and
creativity.
These ideas and others, gathered in interviews with individual residents, creative
professionals, focus groups and community meetings laid the foundation for the
two broad surveys distributed digitally and on paper throughout the city –
including surveys during TGIF concerts – from May through August, 2017.
Survey Results. Overall survey results showed that, broadly speaking, residents of
the City of Carlsbad believe the arts and culture are an essential part of the city
and their quality of life. The vast majority of all respondents (92%) expressed that
Arts & Culture is either important (32%) or extremely important (60%).
0%10%20%30%40%50%60%70%
Extremely important
Moderately important
Slightly important
Not at all important
Don't know
Overall, how important a role do arts and cultural
activities play in improving the quality of life of
Carlsbad area residents (English)
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Additionally, many Carlsbad residents are quite active in the arts, with a majority of
respondents saying they participate either monthly or two-to-five times per year
in an arts and/or cultural event.
0%10%20%30%40%50%60%70%
Extremadamente importante
Importante
Algo importante
Nada importante
No lo sé
Overall, how important a role do arts and cultural
activities play in improving the quality of life of
Carlsbad area residents (Spanish)
0%10%20%30%40%50%
Weekly
Monthly
Two to five times a year
Once a year
In a typical year I participate in arts and culture
events and programs in the Carlsbad area (English)
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In addition to this broad general support, the results show support for integrating
the arts and culture into non-traditional aspects of daily life. There was significant
interest in programming that bring interactions with the arts in new ways such as
the Mobile Outreach Strategy which offers arts experiences throughout Carlsbad.
By supporting different partnerships, finding new grant opportunities and helping
local creative businesses and non-profits grow, the city can leverage its efforts to
meet this desire for more interaction with the arts. Through the survey, Carlsbad
residents showed both an understanding of and support for this direction.
0%10%20%30%40%50%
Semanalmente
Mensualmente
Dos a cinco veces al año
Una vez al año
In a typical year I participate in arts and culture
events and programs in the Carlsbad area
(Spanish)
0 1 2 3 4 5
Health and wellness
Environmental activities
Business activities
Recreational activities
Education
Civic engagement
Please rate the following: I’d like to see closer
links between Carlsbad’s arts and cultural
offerings and…(English)
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Survey results showed a difference in how English-speaking and Spanish-speaking
residents visited cultural facilities. Given the smaller sample size, the survey results
are not fully reflective of the Spanish-speaking community. However, it is a
difference that should be noted for further planning to ensure all resident
communities feel they have access to expanding arts and culture.
The survey data and other community input suggests that, particularly in the
Barrio area with its rich traditions, the Village is a popular choice for an arts and
culture district.
3.8 4 4.2 4.4 4.6 4.8 5
Salud y bienestar
Actividades ambientales
Actividades deportivas
Desarrollo de negocios
Actividades recreativas
Educación
Compromiso civil
Please rate the following: I’d like to see closer links
between Carlsbad’s arts and cultural offerings
and…. (Spanish)
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0%20%40%60%80%100%
William D. Cannon Art Gallery
Ruby G. Schulman Auditorium
Deedie’s House at Leo Carrillo Ranch
Sculpture Garden
Carlsbad Cultural Arts Office
Carlsbad Community Cultural Center
New Village Arts Theatre
Carlsbad Historical Society
Carlsbad Village Theater
Museum of Making Music
Carlsbad City Library
City of Carlsbad parks
Carlsbad Village
Where have you attended arts and culture events
in the community? (English)
Historic ArtSpash Event
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0%20%40%60%80%100%
Galería de Arte William D. Cannon
Auditorio Ruby G. Schulman
La Casa de Deedie en el Rancho Leo Carrillo
El Jardín de las Esculturas
Oficina de Artes Culturales de Carlsbad
Centro Cultural de la Comunidad de Carlsbad
Teatro New Village Arts
Sociedad Histórica de Carlsbad
Teatro Carlsbad Village
Museo de la Música (Museum of Making…
Biblioteca de la Ciudad de Carlsbad
Parques de la Ciudad de Carlsbad
Carlsbad Village
Where have you attended arts and culture events
in the community? (Spanish)
City of Carlsbad William D. Cannon Art Gallery
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THE PLAN
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NEW ROLES FOR THE CITY OF CARLSBAD
During the creation of the Arts & Culture Master Plan it became apparent that the
City of Carlsbad needed to take on new roles in order to create a more vibrant arts
and culture destination while maintaining its high quality of life. “No longer will
the city be building the ship," it was said. "Now it needs to be wind in the sails.”
PROVIDER, LEADER, CONNECTOR, PARTNER
The vision of a creative, innovative, inclusive and vital creative community lays the
foundation for understanding how the city can expand from a Provider of arts
programs and funding into broader new roles that allow the city to realize this
vision of the arts and culture in everyday lives while stimulating an expanding
creative sector economy.
Building on its ability to bring residents together, the city will become a leader in
bringing innovative ideas to the city, partnering with local groups to create
capacity within the creative sector and connecting across city departments and
among city partners.
The city will evolve from Provider of programs and funding, to performing the
broader function of Connector, Leader and Partner. These four roles factor into
each objective but come into play in different combinations. The Arts & Culture
Master Plan recommendations are organized to meet this new understanding.
Each of its four roles is defined by one of six major goals: Daily Life, Physical Realm,
Business, Learning, Civic Identities and Capacity Building.
PROVIDER (traditional role)
• Continue to Provide Strong Arts & Culture Programming
PARTNER (expanded role)
• Support Art as an Essential Component of Daily Life
• Foster Arts & Culture Within the Physical Realm
CONNECTOR (expanded role)
• Expand Arts & Culture Learning Opportunities
• Establish Relationships that Support a Thriving Business Sector
LEADER (expanded role)
• Celebrate Carlsbad’s Unique History and Distinct Identities
• Build Capacity Within the Arts & Culture Sector
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At the heart of the Arts & Culture Master Plan are the strategies and action item
recommendations themselves. Each recommendation that is listed grew from the
ideas and visions of community members and city staff and from inspiration found
in the work of other cities. Together, these ideas create a plan that guides the City
of Carlsbad to continue in its role as a regional leader for arts and culture.
Les Miserables, La Costa Canyon High School, 2018
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ROLE OF THE CARLSBAD ARTS COMMISSION
By identifying targeted activities that support the city's development of arts and
culture and connecting residents with those efforts, the Carlsbad Arts Commission
serves an important role. Now, with the city assuming a larger role, the Arts
Commission must reassess its goals and strategies.
As specified by city ordinance, the Carlsbad Arts Commission is an advisory body
that advocates on behalf of the community and strives to advance the fine arts
and the performing arts. Appointed by the Mayor and the City Council, the
Commissioners serve as ambassadors to the community, focused on its cultural
enrichment. Its members apply their diverse experience in culture and creative life
as a resource to assist with meeting Carlsbad’s objectives and goals related to
culture and the quality of life. The Commissioners are also asked to serve on
subcommittees that include reviewing and recommending funding on
Community Arts Grants applications and serving as an extension of the
community in discussions regarding public art and arts education.
Specific areas for the Arts Commission to explore include:
• How the Commission can help nurture younger artists to be
leaders within the arts and culture sector.
• How the make-up of the Arts Commission can work to represent a
balance of both the wide range of communities within the city and
the diversity of the creative sector.
• How retired Arts Commissioners may consider serving on other
boards and commissions to keep the arts 'at the table' in early
conversations about project and program developments across
the city’s different departments.
Arts & Culture Master Plan Guidance. The Arts Commission will serve as an
advisory body for implementation of the plan. It may assess progress annually and
request an update report on the status of implementation, including a discussion
about current arts and culture priorities. Through its own annual work plan, it can
communicate with the City Council about recommended next steps, budget
priorities and other interests related to arts and culture.
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Museum of Making Music
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ROLE 1: PROVIDER
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CONTINUE TO PROVIDE STRONG
ARTS AND CULTURE PROGRAMMING
The City of Carlsbad's historic support of arts and culture as a core value led to the
establishment of its Cultural Arts Office as part of the city’s investment in the visual
and performing arts. The Cultural Arts Office is supported by the city’s general
fund with an annual budget of over $1 million in fiscal year 2017-18. Its programs
include a robust series of concerts, exhibitions, special events, arts education
opportunities and public art installations. They include the following:
• Cannon Art Gallery
o Year-round world class exhibitions
o Resident art displays in city libraries
• Public Art
o Permanent collection - Art In Public Places
o Temporary works – new and exciting works designed to
inspire
o Carlsbad Sculpture Garden – an outdoor art encounter
• Foreign Film Fridays
o Bringing the best of world cinema to Carlsbad
• Performing Arts Series
o Starring Artists – an interview and performance experience
o This Is Jazz – showcases the region’s musical talent
o Opera Previews – an in-depth look at classical and modern
masterpieces
• TGIF Concerts in the Parks
o The city’s biggest musical happening, now in its 33rd year
• Community Arts Grants
o Annual funding cycle for arts organizations and schools
o Apecial opportunities
• Arts Education
o Three-Part Art – an educational outreach to local school
groups
o Deedie’s House at the Leo Carrillo Ranch Historic Park
o California history and art program at Leo Carrillo Ranch
Historic Park
o Family Open Studios – families enjoying art together
o Cummer camps
o Creative Arts – an interactive experience of creating art
and performing
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o Club Pelican – exploring nature and the visual arts at the
Batiquitos Lagoon
The professional staff recognizes that the arts and culture are integral to the core
values of the community. Encouraging self-expression and creativity are key
components in designing meaningful and quality experiences with the arts. Each
member of the team brings a passionate commitment to the arts and culture, a
unique set of skills and a distinctive perspective on what the arts and culture mean
to them. Collectively, the staff strives to bring the arts and culture world to
Carlsbad through innovative programming. Their work together is collaborative,
representing the best outcome when artists and administrators join forces to
create truly memorable encounters for audiences, promoting lifelong learning
that touches the heart and invigorates the mind.
PRIMARY GOAL
GOAL: Continue to Provide Strong Arts & Culture Programming
Through its continual role as a Provider the Cultural Arts Office will continue to
deliver the high level of innovative programming and events supported by the
community.
COMMUNITY VOICES
Some comments from the community survey:
“Carlsbad is a very unique community in the types of arts and culture events it
currently supports.”
“I love the foreign films at the Dove Library and would like to see Carlsbad support
bringing more of them, as well as the lesser known films that are never shown in
our local theaters.”
“I think Carlsbad is clearly the leader in North County when it comes to arts and
cultural events.”
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Carlsbad Sculpture Garden, Landsailers, Neal Bociek, 2014
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ROLE 2: PARTNER
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SUPPORT ART AS AN ESSENTIAL
COMPONENT OF DAILY LIFE
Just as our image of the artist has changed, so has our interaction with art.
Whether it's public art in corporate parks and along city trails, live performances by
international stars and local amateurs, or touring exhibitions and neighborhood
art projects, Carlsbad residents want greater access to an increasingly varied arts
and culture experience. Community residents responded with broad support (over
60%) to the idea of integrating the arts and culture into many different aspects of
daily life – from health and wellness, to education and environmental activities.
Making art and culture available for everyday experience will bind a community
together and foster a local identity and the City of Carlsbad can help drive this
effort through active partnerships with businesses, artists and cultural
organizations.
PRIMARY GOAL
GOAL: Support Art as an Essential Component of Daily Life
In its role as Partner, the city's Cultural Arts Office will bring together city
departments, local arts and culture organizations and local businesses to promote
a more diverse range of arts and culture opportunities that will bring art into all
aspects of daily life. Through these partnerships, the Cultural Arts Office can help
to incorporate the arts in unique and innovative ways within all dimensions of life:
business, health, education and the environment.
STRATEGIES AND ACTIONS
Ensuring that arts and culture are part of everyday life requires strategic
partnerships with organizations throughout the community. The Cultural Arts
Office can look to case studies within the City of Carlsbad and in other cities that
demonstrate how local government is partnering with community stakeholders to
raise the profile of the arts and culture as reoccurring elements throughout the
city with unique and innovative incorporation into all aspects of life: business,
health, safety, environment, education and transportation.
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Strategy 1:
Develop a Mobile Outreach Strategy for the Cultural Arts Office.
• DL 1.1 (Daily Life): Investigate the possibility of utilizing the city’s Mobile
Stage for performance opportunities outside of the TGIF concert series
including potential rentals as a revenue source.
• DL 1.2 (Daily Life): Procure an "Art Vehicle" for city staff to deliver arts
programming to locations throughout the city.
Strategy 2:
Support the continuation and development of a festival and events culture within
the city.
• DL 2.1 (Daily Life): Continue to support and foster relationships, while
partnering with large-scale events within Carlsbad, such as Art in the
Village, La Costa Film Festival, Carlsbad Music Festival, and other local
organizations that can help to create and promote a festival offering for
both residents and visitors.
• DL 2.2 (Daily Life): Streamline city regulations related to street festivals,
performances in the parks, and street performers for specific performance
appropriate places around the city. Create a FAQ sheet for potential
performers and artists.
• DL 2.3 (Daily Life): Encourage temporary artworks to be included in the
planning of community celebrations and special events.
• DL 2.4 (Daily Life): Support city-wide recognition of October as Arts and
Humanities Month.
Strategy 3:
Ensure that access to the arts is available for all community members.
• DL 3.1 (Daily Life): Work with local social service providers to explore
opportunities for collaborative partnership programming where people
with physical or other types of challenges can be supported by the arts to
explore their own creativity and connect with the greater community.
• DL 3.2 (Daily Life): Create an "Access to the Art" program and seek
opportunities to expand scholarships, subsidies, and passes for
populations identified as having financial barriers to arts and culture
access.
• DL 3.3 (Daily Life): Explore opportunities to advance artist relationships
with the local military community, including funding for specific project
development.
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Strategy 4:
Partner with local neighborhood groups to promote the creation and display of
art.
• DL 4.1 (Daily Life): Work with neighborhood-based cultural activities and
enable Cultural Arts Office staff to encourage and support neighborhoods
with the planning of installations or events.
• DL 4.2 (Daily Life): Create a neighborhoods arts grant program to provide
seed money and formalize a technical assistance program to help local
groups implement arts events and projects.
Strategy 5:
Identify opportunities for new and innovative coverage by local and regional
media around the arts.
• DL 5.1 (Daily Life): Create a city-wide and/or regional event listing with
current art offerings around Carlsbad.
POTENTIAL PARTNERS
• Businesses
• Developers
• Land use and planning organizations
• Local arts organizations
• Artists
• Parks & Recreation Department
• Public Works Department
• Community & Economic Development Department
• Neighborhood Groups
COMMUNITY VOICES
Here are some of the survey comments that show how important this is:
“Make random art installations throughout the city…. Not just in major traffic
areas throughout downtown, but maybe some in Holiday Park, Calavera Hills, to
Hosp Grove. It makes people get out to places that they may not have gone before
and adds so much character to underused areas of the city. I especially think that
an art walk through Hosp Grove would be amazing.”
“Art & cultural events should be hosted at various sites; such as in parks and trails,
at lagoons, outdoor venues spread throughout the City. Combine education,
nature, arts and culture whenever possible.”
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FOSTER ARTS & CULTURE
WITHIN THE PHYSICAL REALM
Today, peoples’ expectations about art, where they see it and what they
experience, are changing. Many want to see arts and culture as infused within the
very fabric of the city. Whether this means more artwork along city trails, new
murals downtown, or local neighborhood art projects, Carlsbad residents would
like to expand upon their traditional experiences of seeing art inside galleries and
performance spaces, to seeing art in new and surprising ways all around them.
PRIMARY GOAL
GOAL: Support Partnerships that Foster Arts & Culture within the Physical Realm
Serving as a Partner with both city departments and external businesses and
organizations, the Cultural Arts Office will bring together the people and resources
needed to create opportunities for a more diverse range of arts opportunities
within the city.
STRATEGIES AND ACTIONS
Strong partnerships are needed to use arts and culture to enhance the physical
realm. There are opportunities for the city’s Cultural Arts Office to achieve this goal
by building these partnerships with other city departments, the local design and
development community and local arts organizations. The Cultural Arts Office can
explore, identify, cultivate and ultimately support the partnerships needed to
attract outside funding for projects that would enhance existing and create new
spaces in the community.
Strategy 1:
Enhance existing venues and explore the potential for additional artistic and
performance venues within the city including various funding models such as
public-private partnerships.
• PR 1.1 (Physical Realm): Launch a feasibility study to explore the creation of
a City of Carlsbad cultural arts facility that responds to the regional interest
for a larger performance venue for professional theater and can provide
classrooms, rehearsal spaces and production studios.
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• PR 1.2 (Physical Realm): Work with Carlsbad Village business owners and
organizations to create a map of potential performance spaces within the
Downtown area for use by additional performance-based artists.
• PR 1.3 (Physical Realm): Work with the local faith-based community to
expand use of available congregational spaces for cultural activity.
Strategy 2:
Expand upon public art opportunities within the community to begin moving
towards more equal placement of the arts within the city.
• PR 2.1 (Physical Realm): Encourage and assist local businesses to support
the creation of privately-sponsored murals within Carlsbad Village and
new developments throughout the city.
• PR 2.2 (Physical Realm): As plans for the Coastal Corridor develop, work
with regional planning agencies and artists to identify opportunities for
displaying public art.
Strategy 3:
Work internally across city departments to identify opportunities to include art
within existing and future improvement projects.
• PR 3.1 (Physical Realm): Establish a practice of including a Cultural Arts
representative in preliminary concept development conversations about
upcoming Capital Improvement Projects (CIP).
• PR 3.2 (Physical Realm): Explore a Utility Box wrapping program.
• PR 3.3 (Physical Realm): Fund technology upgrades for the Cannon Art
Gallery to enable the space to function at industry standards for
presentation of art, audio programming and visitor support features.
Strategy 4:
Work with the development community to support the inclusion of the arts in
future projects.
• PR 4.1 (Physical Realm): Create an Arts Inclusion policy to help frame
conversations between the city and private developers who might be
looking to include artwork (both permanent and temporary) within their
own developments. Policy should address a strategy for creating public art
on private development sites, proposed contribution (typically .5-2%),
definition of appropriate art, artists selection criteria, and project selection
criteria.
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POTENTIAL PARTNERS
• Businesses
• Artists and Arts Organizations
• Parks & Recreation Department
• Carlsbad Village Association
• Carlsbad Chamber of Commerce
• Local Non-profits
• North County Arts Network (NCAN)
• Neighborhood Groups
• Local Media Outlets
• Property Owners
COMMUNITY VOICES
Here’s what we heard from the community in our outreach surveys.
“I absolutely love all the street art in Carlsbad! From the Carlsbad Art wall, to the
painted fire hydrants! I also love finding the doodles in the village! We live in such
a great community and art keeps us all connected!!!”
“We need a civic theatre that can be used by community organizations.”
Build a centrally located cultural arts center where many different music,
performing and visual artists and patrons can enjoy quality experiences. Make it
easy for all people to experience the arts.”
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City of Carlsbad William D. Cannon Art Gallery
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ROLE 3: CONNECTOR
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EXPAND ARTS & CULTURE LEARNING
OPPORTUNITIES
A community's vitality, like that of each individual, depends on continued learning
and engagement with new ideas. Community members have shared input about
the importance of arts and culture education and providing access for people of all
ages. Creative opportunities can be offered by the city to ensure that community
members of all ages have strong exposure to the arts.
PRIMARY GOAL
GOAL: Expand Arts & Culture Learning Opportunities
In its role as a Connector, the Cultural Arts Office will bring together schools, arts
organizations and businesses to network towards a supplemental system for arts
support and strategize new means of providing arts education for all ages.
STRATEGIES AND ACTIONS
The city’s Cultural Arts Office will convene local partners and seek creative
solutions to provide arts education opportunities for all ages.
Strategy 1:
Encourage innovative intergenerational arts programming such as sharing oral
histories that can serve as source material for performances and visual art that
foster creativity and collaboration.
• LL 1.1 (Lifelong Learning): Leverage local partnerships to support STEM to
STEAM learning initiatives with an initial pilot program with Carlsbad's
Title I schools with an eventual goal of replication in schools across the
city.
• LL 1.2 (Lifelong Learning): Explore potential partnerships and grant
resources to develop a City of Carlsbad “Arts and Health” initiative, with
the eventual goal of replication to all school districts within Carlsbad.
Strategy 2:
Adults & Community - Increase access to arts-based enrichment programs and
opportunities.
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• LL 2.1 (Lifelong Learning): Work with local colleges and universities, arts
educators, and arts providers, to develop partnerships that focus on the
creation of a Community Arts Learning Plan that promotes lifelong
learning in the arts.
• LL 2.2 (Lifelong Learning): Work in partnership with the Carlsbad City
Library Learning Center to create targeted Spanish-language arts and
music classes for the Barrio community.
• LL 2.3 (Lifelong Learning): Work with regional community college districts
and other higher education partners to identify applied learning
opportunities for art and design students to teach classes at City of
Carlsbad facilities.
• LL 2.4 (Lifelong Learning): Create opportunities for Guest Artist Residencies
for master classes or other engagement events.
Strategy 3:
Youth - Expand arts education provided by local school districts, the city and third-
party providers.
• LL 3.1 (Lifelong Learning): Develop annual “Careers in the Arts” event in
conjunction with local schools and local organizations to help facilitate
local artists and creative professionals to connect middle and high school
students about careers in the creative sector and create a Youth Arts
Council.
• LL 3.2 (Lifelong Learning): Work with Carlsbad, San Marcos, Encinitas and
San Deiguito school districts as well as higher education institutions to
create an internship program that provides career learning opportunities
in the municipal arts field.
Three Part Art - Carlsbad’s Three-Part-Art program introduces Carlsbad
third- and fourth-graders to original works of art in a museum setting.
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POTENTIAL PARTNERS
● Businesses
● Community college districts
● California State University San Marcos
● Chamber of Commerce Education Committee
● School districts and PTAs
● Private creative businesses
● Local arts organizations
● Local non-profits
● Carlsbad Historical Society
● Parks & Recreation Department
COMMUNITY VOICES
Here is what some of our respondents said about the question of education.
“[Create] community programs that enable and encourage mentorship and
growth of educational opportunities, so that art education and traditions can be
passed down to the next generations.”
“Have more art classes, more music venues which are affordable to all.”
“More advanced/sophisticated community classes, art studios open to the public,
woodworking workshops with all machinery open to the public.”
“Make more 'entry-level' arts education opportunities available (such as)
community theatre productions and introductory arts classes.”
Art Classes at the City of Carlsbad Leo Carillo Ranch
Photo from the California History Project
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ESTABLISH RELATIONSHIPS THAT SUPPORT
A THRIVING BUSINESS SECTOR
Successful business leaders depend on creativity and innovation to keep their
companies growing, their products and services relevant, their employees
engaged and their customers loyal.
By investing in an active arts environment, Carlsbad has attracted world-class
companies at the forefront of innovation in action sports, life sciences, hospitality,
tourism, information and communications technology and clean technology.
Many of these companies embody the arts-business link with inventive solutions
to office workspaces and bringing creative storytelling into marketing and
employee communications. There are numerous opportunities to further explore
the integration of arts and business to engage artists to enliven offices and
branding, acting techniques to invigorate corporate presentations and coach
public speaking and many more examples.
PRIMARY GOAL
GOAL: Establish Relationships that Support a Thriving Business Sector
To do this the city, which has strong ties with both local artists and businesses, will
actively serve as a Connector of the arts and business sector in organized
exchanges that lead to candid dialogue and collaborative projects.
STRATEGIES AND ACTIONS
The city is the common thread between both the local arts and business
communities in Carlsbad. The city has strong ties with both sectors and can utilize
these connections to pull together stakeholders to achieve this goal.
Strategy 1:
The Cultural Arts Office will partner with the Community & Economic
Development Department to encourage small, innovative business start-ups by
creative entrepreneurs.
• BS 1.1 (Business Sector): Convene a Cultural Arts Office and Community
Economic Development staff discussion to explore how cultural planning
goals intersect with economic development goals.
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• BS 1.2 (Business Sector): Partner with Community Economic Development
to convene a series of dialogues with local creative and artistic industry
professionals to discover mutual goals and interests, i.e. supporting
professional and personal development of employees in the workplace.
Strategy 2:
Strategize with arts allies in the business community to take a leadership role in
the development of the arts and culture sector.
• BS 2.1(Business Sector): Work with business networking organizations to
develop trainings for business professionals to serve on arts nonprofit
boards and encourage mentorship opportunities.
• BS 2.2 (Business Sector): Work with business networking groups to host
events, titled “Creative Carlsbad,” targeted to connecting artists, arts
organizations and creative businesses.
• BS 2.3 (Business Sector): Support the development of North County Arts
Network (NCAN) towards potential non-profit status and strengthen its
efforts to support the regional arts ecology.
• BS 2.4 (Business Sector): Create a roundtable to serve as a business and arts
leadership and advocacy board to explore topics such as increasing public
and private funding for arts and helping cultural entrepreneurs build
capacity.
Strategy 3:
Encourage artistic programming in the city’s underutilized spaces or areas.
• BS 3.1 (Business Sector): Establish Business Parks After Dark program to
present cultural events through Mobile Outreach Strategy.
POTENTIAL PARTNERS
● Businesses
● Carlsbad Chamber of Commerce
● Carlsbad Village Association
● City’s Community & Economic Development Department
● Facility owners or management companies
● Artists and arts organizations
● Local non-profits
● NCAN (North County Arts Network)
● Innovate 78
● North County Regional Economic Development Council
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Carlsbad Farmers Market
Carlsbad Farmers Market
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COMMUNITY VOICES
Here are just two survey comments relevant to this topic:
“Arts and culture enhance and improve the quality of a city. Improved quality of
life couples into a better economic environment because top companies and their
employees want to work and live in a culturally enhanced environment.”
“Bring in art galleries (all genres), build a small theatre for plays and, mostly, bring
in creative businesses. Carlsbad could be a hot art town, but quality art needs
venues and money so that professional artists have ways to get their work out
there and earn a living. The City benefits from businesses while keeping Carlsbad
unique and artsy.”
Carlsbad Village Association
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ROLE 4: LEADER
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CELEBRATE CARLSBAD’S UNIQUE HISTORY
AND DISTINCT IDENTITIES
Artists have unique tools and talents that can provide insights into a culture's
history. By taking a leadership role in promoting numerous cultural legacies, the
City of Carlsbad can help to share these historic treasures at outdoor concerts, on
weekend outings in the Village and during walks along our extensive trail network.
PRIMARY GOAL
GOAL: Celebrate Carlsbad’s Unique History and Distinct Identities Through Arts &
Culture
In this Leader role, the city would help develop and promote the diverse, creative
and cultural resources that define it. The Cultural Arts Office can foster
partnerships and collaborations between organizations that share the vision of
building a dynamic arts and culture sector that promotes the city’s identities and
gives voice to its stories.
STRATEGIES AND ACTIONS
The Cultural Arts Office can bring together organizations with a common vision to
support a dynamic arts and culture sector by promoting the city’s identities and
giving voice to its many stories.
Strategy 1:
Promote Carlsbad's distinctive identities by connecting the arts, the city’s heritage
and the natural and constructed environment.
● DL 1.1 (Distinct Identities): Create a Trail Art program through a
collaboration with city departments, local businesses and organizations
that encourages wellness and enhances the outdoor experience.
Strategy 2:
Enhance the Carlsbad Barrio neighborhood as a cultural destination.
● DL 2.1 (Distinct Identities): Celebrate Barrio heritage through city signage
in English and in Spanish to foster and support cultural heritage
connection.
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● DL 2.2 (Distinct Identities): Explore opportunities for the Cultural Arts
Office to support efforts in the Barrio neighborhood in identifying its
status as a cultural asset and destination for residents and visitors.
Strategy 3:
Promote Carlsbad as a vital cultural destination that celebrates the work of local
artists.
● DL 3.1 (Distinct Identities): Develop a "Working with Local Artists" program
to help the business community bring more artists' work (visual,
performing, etc.) into area hotels and businesses, leading to a directory.
● DL 3.2 (Distinct Identities): Create a cultural tourism marketing plan,
collaborating with Visit Carlsbad and other tourism-related organizations.
‘
Carlsbad Barrio Mural
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POTENTIAL PARTNERS
● Local artists and arts organizations
● Neighborhood associations
● City of Carlsbad Departments
● Businesses
● Carlsbad Chamber of Commerce
● Visit Carlsbad
● Carlsbad Village Association
● Carlsbad Historical Society
● Local preservation advocates
COMMUNITY VOICES
Here’s what members of the community said in our outreach surveys.
“We need something to connect us throughout the city, art and cultural activities
have the potential to do just that.”
“Environmental art sculpture and environmental art. More calls for sculpture in the
environment and more venues in which to exhibit.”
“I miss the Barrio Festival that used to be held. It offered a wide range of diverse
cultural art, food and entertainment close to our downtown.”
“Look for the diversity and history of our community. Be open to considering arts
and culture that serves to tell a lifelong story of our community.”
“I'd love to see a tour of the architecture of Carlsbad or the gardens.”
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BUILD CAPACITY
WITHIN THE ARTS & CULTURE SECTOR
Stereotypes of paint-splattered artists alone in cramped studios are giving way to
more realistic images of individuals engaged in local economies across a wide and
expanding array of performing and visual disciplines as well as digital work.
Today, artists are forming mutually beneficial partnerships with local businesses
that help entrepreneurs gain awareness within the community and grow the
economy.
Cities can help by stimulating capacity building that leverages resources and
assists artists and arts organizations. Capacity building, according to the National
Council of Nonprofits, is a way for a nonprofit to more effectively deliver its
mission by identifying a communications strategy, improving volunteer
recruitment, developing a leadership succession plan, updating technology and
securing financial and operational stability.
As a longstanding provider of arts and culture programs in our community, the
City of Carlsbad can support existing and attract new arts and culture providers
through capacity building.
PRIMARY GOAL
GOAL: Build Capacity Within the Arts & Culture Sector
In this additional role as a Leader the City of Carlsbad would connect and initiate
dialogue with partners able to help explore and expand the vision of arts and
culture in the area.
STRATEGIES AND ACTIONS
Opportunities exist for the Cultural Arts Office to provide insight and support to
build other local arts and culture organizations to strengthen their reach and
impact in the community. The city could then assume a greater leadership role at
the local and regional level and identify new strategic opportunities for
programming, venue development and education that might otherwise be
financially unfeasible.
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Strategy 1:
Foster arts and culture organizational capacity building such as through
alternative funding opportunities for the arts, like the city’s 2018 Capacity Building
Grants and increasing funding in the city’s Community Arts Grants budget.
● CB 1.1 (Capacity Building): Create a grants program focused on arts
organization start-ups within their first five years.
● CB 1.2 (Capacity Building): Create a Technical Assistance program in
partnership with local business, organizations and higher education
institutions targeted to support local artists and arts organizations with
needed skills such as business plans, accounting and marketing.
• CB 1.3 (Capacity Building): Explore the development of an Arts Incubator
program for new creative-sector start-ups.
Strategy 2:
Elevate awareness of and attention to the cultural arts as part of city policy
decisions.
• CB 2.1 (Capacity Building): Create a City of Carlsbad Orientation program
for local artists and creative entrepreneurs to help foster artist involvement
on different city boards and commissions.
• CB 2.2 (Capacity Building): Explore a “Relief Time” program for city staff to
volunteer with local arts programs.
Strategy 3:
Foster arts leadership integration through existing organizations like North County
Arts Network (NCAN) and others.
• CB 3.1 (Capacity Building): Explore the creation of an Annual State of the
Arts event in North County, to provide opportunities for community-
building and shared learning and to generate interest and create a
dialogue and ideas around the arts, culture, and creative industries within
North County.
• CB 3.2 (Capacity Building): Convene a Regional Arts Roundtable to look at
broad needs with specific working groups to address topics such as
programming, venues and other essential elements of the regional arts
ecosystem.
• CB 3.3 (Capacity Building): Work with regional partners to pursue creative
economy research can create a regional convening around the release of
the results.
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POTENTIAL PARTNERS
• North County cities
• North County Arts Network (NCAN)
• Local artists and arts organizations
• New local, regional, and national grant sources
• City of Carlsbad grantees
• Carlsbad Library & Arts Foundation
• Carlsbad Friends of the Arts
• San Diego Regional Arts & Culture Coalition
• Innovate 78
• San Diego North Economic Development Council
Carlsbad Community Arts Grant recipient New Village Arts
Photo from New Village Arts
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COMMUNITY VOICES
Here’s what members of the community said in our surveys during our outreach.
“More local artists displaying and being part of decision making (in various
citywide planning efforts) for Carlsbad.”
“Carlsbad could elevate the existing arts and culture offerings by enhancing the
efforts of local galleries, music venues and theatres, like New Village Arts, by
providing funding and increased marketing support.”
“[Provide] more opportunities for local artists to be involved in the planning of
events, such as through round table discussions, meetings, online groups and
discussions that focus on getting more people involved in working to implement
music and arts events around the city.”
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Community Mural Creation
Photo from Janell Cannon
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IMPLEMENTATION
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NEXT STEPS
The Carlsbad Arts & Culture Master Plan is based on the understanding that the
strongest long-term effects can be created through partnerships between the city
and the community. While the city will take the lead for most of the action items, it
cannot bring the community’s long-term vision to life without the involvement of
the business community, artists, arts and culture organizations, schools and
neighborhood residents. The actions that form the foundation of the plan came
from input by Carlsbad residents and it is with their energy, ideas and passion that
the city can achieve the role of a partner in seeing those visions come to life.
The planning process itself has already created substantial changes, including:
• Addition of more TGIF concert pre-show performances to create new
opportunities for local arts and culture groups
• Expansion of Community Arts Grants to include new categories of
Capacity Building and Special Opportunities
• Partnerships for programming such as the April Prom exhibit and student
film project with Carlsbad High School Film Academy
• Incorporating audience interests and feedback into new arts and culture
programming such as Starring Artists
Cannon Art Gallery: The World on a String, 2011
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CONTINUOUS PLANNING
Future initiatives will be determined and guided by the following steps:
• Implementation of a new program or activity
• Emphasis on evaluation
• Review and refinement leads to a program or activity becoming
operationalized
• Recommendation for annual update to the City Council
In this Arts & Culture Master Plan, there are numerous recommendations that will
take the city and the Cultural Arts Office in new directions. Building upon a
reputation of quality service to residents, the plan asks staff to create new
programs in collaboration with other city departments and community partners.
Yet, at this stage, it is recognized that not all of the pieces of the puzzle can be
known up front; specific details of the vision – the partners, the organizations,
funding options and potential outcomes – will emerge over time.
Many of the action items include a directive such as “explore, develop or launch.”
Over the next ten years, these action items will be crafted into an initial pilot
program designed to incorporate best practices from the arts and culture sector.
Executed by the city’s Cultural Arts Office staff, each pilot program will maximize
resources for the best impact in the community. Throughout planning and
implementation, results-oriented evaluation practices will be utilized to assess
outputs and ensure that the outcomes measure up against the original
programmatic goals. The next step is operationalization; that is, a successful
program becomes part of the ongoing offerings by the Cultural Arts Office.
Evaluation remains a constant with a results-oriented programming philosophy
and an emphasis on improvement, innovation and expanded collaboration.
Additionally, it’s recommended that the city’s Cultural Arts Office return to the City
Council annually to update the Arts & Culture Master Plan’s progress, launch new
action items and request financial support. This incremental approach assists City
Council members in staying current on recent developments and provide
feedback in supporting arts and culture as a core value in Carlsbad.
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PRIMARY IMPLEMENTATION
RECOMMENDATIONS
Given the new roles established within the plan for the Cultural Arts Office and the
city at large, many of the costs associated with these roles are for staff. Capacity
building and partnering efforts for the creative community will take additional
staff time. The staff will also be required to ensure that the city continues to
provide its high level of artistic programming. New staffing will be critical to
achieve the action Items that help grow the arts and culture sector while
maintaining the current high level of events and programming that the
community expects. It should be noted that the Cultural Arts Office has not seen a
staffing increase in over eighteen years. The growing understanding about the
role that arts and culture plays within the local economy will require reevaluating
and expanding the staff structure to proceed beyond the current status quo and
meet the demands for growing and supporting the local creative community.
BUDGET ENHANCEMENTS
As action items move forward, provide General Fund allotment for the following
items:
• Recommended annual increase
o Annual increase of 10-15 percent to be reviewed every
three years in support of ongoing Community Arts Grants.
• Recommended specific increases
o Implement Mobile Art outreach strategy including
exploring a collaboration with support organizations for
purchasing an Arts Vehicle
o Provide support of an Artists Residency program, including
annual increases to support expansion
o Consider a one-time grant to be given jointly to the
Carlsbad Library & Arts Foundation and the Carlsbad
Friends of the Arts to hire a grant strategist for both
organizations to develop their capacity to identify, procure
and administer grants that will eventually provide funding
support for the city’s Cultural Arts Office and arts
programming.
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RECOMMENDED OPERATIONAL STRATEGIES
• Schedule an annual review and presentation to the City Council recapping
progress on the Arts & Culture Master Plan in conjunction with the Arts
Commission’s annual workplan.
• Utilize an incremental approach to address the action items by requesting
funding annually for the next set of projects through the city’s budget
process.
• Recommend that the City Manager and staff review both the City of
Carlsbad Corporate Marketing Partnership policy and Naming of City
Assets policy to create specific policy recommendations and support the
development of a broad funding strategy that is tailored to the arts and
culture sector of the city.
• Have city staff investigate opportunities for more creative funding streams
and encourage the creation of partnerships across both the private and
non-profit sectors for the creation of arts and culture opportunities
throughout the city
• Recommend to the City Manager and staff to look at implementing a
graduated fee structure for arts and culture offerings within the city when
appropriate and the potential for fee for service offerings such as the
rental of the mobile stage.
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Photo from Hospice of the North Coast
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FUNDING SOURCES
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FUNDING SOURCES FOR
THE ARTS AND CULTURE SECTOR
With new ideas come new funding needs. The City of Carlsbad has traditionally
funded its arts and culture programs from its General Fund revenues. With the
implementation of the initiatives proposed within the Arts & Culture Master Plan,
additional funding will be needed from local, state and federal sources. And while
current arts and culture funding mechanisms are important to maintain, new
funding sources can be identified and pursued.
GENERAL FUND
Currently, the City of Carlsbad supports the Cultural Arts Office, its staff and
programming through the General Fund. Fiscal year funding levels of $1 million
annually result in spending of approximately $8.75 per capita.
DESIGNATED FUNDING STREAMS
Transient Occupancy Tax
Many cities across the United States choose to support the arts and culture sector
with a portion of the taxes gathered through hotel stays. Called Transient
Occupancy Tax (or Hotel Occupancy Tax elsewhere), these taxes help to support
those arts and culture events that create draws to the area for local visitors. Since
the arts and culture are often a core part of visitor marketing and development,
these funds can be critical for creating the type of environments that attract
people. Currently, the City of Carlsbad collects $1.00 per occupied room per night
that is designated for the Carlsbad Tourism Business Improvement District (CTBID),
and $2.00 per occupied room per night for the Carlsbad Golf Lodging Business
Improvement District (CGLBID). It is recommended that the city create a fund
specifically for the funding of arts and culture initiatives with an additional
increase in TOT tax levies and to integrate these efforts with the creation of the
Cultural Tourism Marketing Plan.
Fees for Service
Additional funding sources can come through a combination of city general funds,
local, state and federal grants, matching funds from partner organizations and
potential earned income through fees for services (such as art camps) and
admission to city events.
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Potential renting of the Mobile Stage or other such initiatives, as a number of U.S.
cities and non-profits have done, can use a graduated fee structure that addresses
a broader number of factors including:
• Whether the renter is an individual, non-profit organization, or for-profit
entity;
• The number of people attending the targeted event; and,
• Certain holidays and event timeframes that may allow the city to charge
more due to demand.
Longer-Term: Dedicated Revenue Source
As the city continues developing long-term sustainable funding streams for its
growing creative sector, it will most likely also seek to identify additional
dedicated funding streams. Other jurisdictions have been successful in creating
citizen ballot initiatives that allocate a particular percentage of property or sales
tax to fund arts and culture. Focused on the creation of special taxing districts or
specific sales tax levies, these taxes require state legislative authority. However,
one caution with tax levies: The use of these levies for arts and culture funding,
especially sales taxes, can have a regressive impact on low-income families unless
exemptions or other policies are adopted to minimize the impact on these
families.
One example of a voluntary tax done in collaboration with other sectors is Cedar
City, Utah’s RAP Tax. Taxpayers voted in the RAP Tax (Recreation, Arts and Parks) in
2004 for an additional one-tenth-of-one-percent sales tax levied on all purchases
within the city. Revenues are allocated equally between recreation, arts and parks.
Initially the tax levy was for a seven-year term but state law has expanded that
timeframe to ten-year renewable cycles. The most recent renewal was in 2014 and
was supported by more than 67% of voters.
● https://www.cedarcity.org/DocumentCenter/Home/View/267
Another example of an arts and culture tax is the county level cigarette tax in
Cuyahoga County, Ohio, which helps to support the arts and culture sector in
Cleveland. The county ordinance places a one-and-a-half percent tax of every
pack of cigarettes sold in the county. In 2015, a vote was taken to renew the
county’s ordinance and passed by 75.2 percent – a higher margin of support than
any other county issue in the decade since its inception, the tax has provided
between $15 million and $20 million, although that amount is decreasing given
the fact that the number of smokers is currently declining.
● https://tinyurl.com/y79e64gb
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A third example of cross sector arts and culture tax levies can be found in Denver,
which levies a sales tax of one cent per $10 (0.1%). The tax is focused specifically
on supporting the Scientific and Cultural Facilities District that was created in 1988
and voted for renewal in 1994 and 2004. The tax currently raises over $53 million
for arts, cultural and scientific groups and funds such organizations as The Denver
Zoo, Denver Museum of Nature & Science, Denver Art Museum and Denver
Botanic Gardens, as well as approximately 250 smaller arts organizations
throughout the seven-county metro area that the legislation supports.
● http://scfd.org/graphics/uploads/Files/2016%20SCFD%20Statute.pdf
The cultural sector can also look to ideas from other sectors such as parks and the
environment that historically have received additional funding from specific (often
voluntary) fees added onto city utility bills. Recently these types of fees have also
been targeted towards the arts and culture as well. One specific program is in
Belle Plaine, Minnesota where the Belle Plaine Parks Board and City Council have
sought additional ways to support youth recreational and community
programming. To help bolster general funds that go towards grants assisting in
registration costs for youth activities, they have created the Round-Up Program. It
gives utility billing customers the option of “rounding up” their utility bill to the
nearest dollar. The funds gathered from the program go directly towards the
Youth Activity Grant Program.
● http://www.belleplainemn.com/utility-bill-round-program
In another example from Cedar Park, Texas the local Parks, Arts and Community
Enrichment (PACE) Advisory Board is funded in part by a voluntary monthly
donation on city water utility bills. Residents set the amount and all funds are
directed towards the public art program.
● http://www.cedarparktexas.gov/Home/ShowDocument?id=3891
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ADDITIONAL FUNDING AND
FINANCING OPPORTUNITIES
The potential partnerships outlined within this plan are at the heart of what many
current state and national funders – such as the National Endowment for the Arts
and the California Arts Council – are currently seeking to support. Looking to
identify projects that function inside and outside traditional spheres of artistic
production, national, state and local funders often support communities that can
leverage the arts and culture to help achieve goals in areas such as the
environment, health and transportation.
Carlsbad is fortunate to have both the Carlsbad Library & Arts Foundation and the
Carlsbad Friends of the Arts to serve critical roles in supporting the high level of
programming and services offered by the city. One of the primary implementation
recommendations is to provide a grant that would be given jointly to both
nonprofit organizations in order to hire a grant strategist for two years. This grant
strategist would develop an overall strategy for arts and culture grants and create
the initial round of applications. The goal for the initial grant cycle would be to
fund specific programs and help the two support organizations develop the
administrative tools needed to identify, write and administer grant projects in the
future.
As the grants specialist surveys the local, state and national funding landscape, it is
important to note that specific grants will most often not cover annual operating
costs. They will however be able to help with the funding of capital projects, seed
funding and cross-sector placemaking projects that can bring many local partners
to the table in order to create arts-based community improvements. One source
of creative placemaking funding is the National Endowment for the Arts Our Town
program3 and the Art Works program4, both of which have funded numerous
Californian cities. For a comprehensive set of Our Town program examples see the
Exploring Our Town website5.
3 National Endowment for the Arts Our Town program: https://www.arts.gov/grants-
organizations/our-town/introduction
4 National Endowment for the Arts Art Works program: https://www.arts.gov/grants-
organizations/art-works/grant-program-description
5 National Endowment for the Arts Exploring Our Town website:
http://arts.gov/exploring-our-town
June 26, 2018 Item #19 Page 86 of 120
82 | Arts & Culture Master Plan: Funding Sources
The California Arts Council also provides grants to local arts agencies with their
Creative California Community program6, which, like the NEA Our Town program,
specifically seeks to create opportunities for creative placemaking-type projects.
Another California Arts Council program that can help the City of Carlsbad achieve
its Priority Action for creating artist residencies is the Artists in Communities
program7. This program seeks to support artistic residencies in community
settings and help demonstrate that “artists are integral to healthy communities
and that the arts … brings people together, builds community and fosters social
progress.”
It is important to note that, as the city and its supporting organizations embark
upon the development of a larger arts funding strategy, opportunities can be
sought outside of the arts world and traditional arts-based funders. Just as the
National Endowment for the Arts and the California Arts Council seek to fund
communities that are looking to achieve cross-sector partnerships that bring
artists into community development contexts, many funding agencies that
traditionally support other disciplines and other sectors can also be tapped for arts
support. One such example can be found in the area of transportation where
funders are now realizing the important role that the arts can play in creating
visual enhancements, community outreach and project ideation. The Americans
for the Arts offers a guide on federal funding for arts-based Transportation
Enhancements8. More recently, Transportation for the Arts, a transportation
advocacy group, has written a Creative Placemaking Field Scan9 and started State
of the Art Transportation Trainings10. in which communities receive tailored
technical assistance to equip themselves to utilize arts, culture and other creative
approaches for solving specific transportation problems.
6 California Arts Council Creative California Community program:
http://www.cac.ca.gov/programs/ccc.php
7 California Arts Council Artist in Communities program:
http://www.cac.ca.gov/programs/ac.php
8 The Americans for the Arts Transportation Enhancements:
https://www.americansforthearts.org/sites/default/files/pdf/get_involved/advocacy/Tra
nsportationGuide07.pdf
9 Transportation for the Arts Creative Placemaking Field Scan:
http://t4america.org/maps-tools/creative-placemaking-field-scan/
10 Transportation for the Arts State of the Art Transportation Trainings:
http://t4america.org/creative-placemaking-workshops/
June 26, 2018 Item #19 Page 87 of 120
Arts & Culture Master Plan: Funding Sources | 83
PARTNERSHIP CONTRIBUTIONS
The collaborative relationships created within the context of partnerships that can
help to garner philanthropic donations can also help to bring additional resources
to city efforts such as volunteers, sponsorships, in-kind donations and additional
staff support. As the Arts & Culture Master Plan continues to be implemented it
will be important to foster strong ties with the private sector, which has
traditionally served in a major support role for cultural organizations. Carlsbad is
fortunate to have a robust business sector that understands the critical
importance of the arts and culture for creating the vital and dynamic sense of
place that creative talent demand. This existing support should be further
cultivated through the creation of strong ties between the Cultural Arts Office and
the Community & Economic Development Department along with fostering
support and recognition for the critical role that the arts and culture play within
private sector networks.
PRIVATE DEVELOPMENT INCENTIVES AND FEES
Given the dynamic and interconnected nature of the arts and culture sector to the
larger economy, general support for the creative economy sector is critical for the
growth and sustainability of arts and culture within Carlsbad. The city can help to
foster relationships between the creative economy sector and private sector
industries. These relationships can take many forms including philanthropic
support, partnerships, in-kind donations and project staff support. Additionally,
the city can implement specific policies that will help to steer private investment
in the city towards the support of the creative economy sector.
● Create an Arts Inclusion policy: The policy would outline parameters for
private developers when they incorporate artwork into new large-scale
residential, commercial and institutional projects. The policy can help to
frame conversations between the city and private developers looking to
place artwork or sponsor on-going arts and culture events within their
own developments. The policy should address a strategy for creating art
on private development sites, proposed contribution (typically .5-2%),
definition of appropriate public art, artist selection criteria and project
selection criteria.
o Example of City of Suwanee:
http://www.suwanee.com/pdfs/public%20art%20developer%20gui
de.pdf
● Offer development incentives: Encourage the identification of specific
arts and culture contributions (such as public art or ongoing support for
temporary displays or performances) as part of Community Benefit
June 26, 2018 Item #19 Page 88 of 120
84 | Arts & Culture Master Plan: Funding Sources
Agreement (CBA) conversations for future in-fill projects. CBAs require
new developments to be in conversations with neighborhood
organizations and identify tangible benefits for residents who live near a
project, before the city offers tax incentives or other development
supportive services.
o National CBA examples:
http://somervillecdc.org/sites/default/files/scc-
minimal/files/national_examples_of_community_benefits_agree
ments_cbas.pdf
● Sponsorship of events and programs: In 2014, the City of Carlsbad
adopted a corporate marketing partnership policy (resolution #2014-025)
that enables corporate entities to support city programs, events and
services while generating exposure for their brands among city audiences.
These specific policies can be reviewed as part of a larger effort to identify
new and creative funding streams for the programs and initiatives directed
by the Cultural Arts Office. To tailor the policy to the needs of the Carlsbad
creative community, the policy can be reviewed and compared to best
practices of larger scale arts and culture organizations for the sponsorship
and underwriting of artistic productions.
o Carlsbad Corporate Marketing Partnership Policy:
http://edocs.carlsbadca.gov/HPRMWebDrawer/RecordHTML/3
92427
● Naming Opportunities: The naming of specific venues can be another
way that the City of Carlsbad can enter into supportive relationships with
private individuals or organizations. Traditionally naming policies review
geographic, historical, and other culturally significant criteria to ensure
that discussions on the naming of civic assets reflects the desires and
norms of the community. The city’s Naming Rights Policy can be
examined to ensure that it is tailored to meet the opportunities that may
present themselves within the development of the city’s creative sector.
o Carlsbad Naming Rights Policy:
http://edocs.carlsbadca.gov/HPRMWebDrawer/RecordHTML/3922
99
June 26, 2018 Item #19 Page 89 of 120
Arts & Culture Master Plan: Funding Sources | 85
WORKING WITH OUTSIDE DEVELOPERS
FOR LIVE/WORK SPACES
As cited earlier, the Cultural Arts Office, with advisement from the Arts
Commission, has identified that city residents wish to encourage arts and culture
and enhance community character and historic resources within the Village at
large. The Arts & Culture Master Plan specifically calls for fostering art in the
Village and the Barrio areas in ways that are connected in place and spirit yet
retain the unique personalities of each. Arts and culture can be a key component
in developing this strategy, particularly with the development of affordable
live/work housing for local artists. Often unable to afford both residential and
studio space, artists may need to live outside of the areas that would benefit most
from their presence. The development of affordable live/work artist housing can
thus help to support both the creative community and the local community in
having access to rich traditions of cultural and expression within their
neighborhood. However, the development of affordable spaces for artists is
complicated and it is recommended that the City of Carlsbad reach out to
experienced and respected national organizations such as ArtSpace, to learn how
to best create workable strategies.
June 26, 2018 Item #19 Page 90 of 120
86 | Arts & Culture Master Plan: Funding Sources
Cannon Art Gallery: Illusions in Wood, John Cederquist, 2014 June 26, 2018 Item #19 Page 91 of 120
87 | Art & Culture Master Plan: Arts and Culture Framework
IMPLEMENTATION CHARTS
June 26, 2018 Item #19 Page 92 of 120
88 | Arts & Culture Master Plan: Implementation Charts
TEN PRIORITY ACTIONS
As cited earlier, the Cultural Arts Office, with advisement from the Arts
Commission, has identified ten strategic priorities they will be pursing over the
next five years.
1. Research and development of venue feasibility plan. [PR 1.1 (Physical
Realm) – Partner]
2. Implement Mobile Outreach Strategy utilizing a newly programmed Arts
Vehicle and Mobile Stage, i.e. Business Park After Dark. [DL 2.1 and DL 2.2
(Daily Life)– Partner & BS 3.1 (Business Sector) – Connector]
3. Support the continuation and development of Carlsbad’s festival and
event culture. [DL 2.1 (Daily Life) – Partner]
4. Leverage local partnerships to support creating an initial STEAM (science,
technology, engineering, art and mathematics) pilot program with
Carlsbad's Title I schools with an eventual goal of replication in schools
across the city. [LL 1.1 (Lifelong Learning) – Connector]
5. Partner with Community and Economic Development to convene a series
of dialogues with local creative and artistic industry professionals to
discover mutual goals and interests, i.e. supporting professional and
personal development of employees in the workplace. [BS1.2 (Business
Sector)– Connector]
6. Increase community grant funding and support. [CB1.1 (Capacity Building)
- Leader & DL 4.2 (Daily Life) – Partner]
7. Work with business networking organizations to develop trainings for
business professionals to serve on arts and culture nonprofit boards and
encourage mentorship opportunities. [BS 2.1 (Business Sector) –
Connector]
8. Create Trail Art Initiative. [DI 1.1 (Distinct Identities)– Leader]
9. Create a Guest Artist residency program. [LL 2.4 (Lifelong Learning) –
Connector]
10. Create a Cultural Tourism Marketing Plan. [DI 3.2 (Distinct Identities) –
Leader]
June 26, 2018 Item #19 Page 93 of 120
Arts & Culture Master Plan: Implementation Charts | 89
In addition to these priorities, the other Action Items within the plan have been
ranked according to the timeframes in which they will be addressed for
implementation. Within the plan the following categories were used:
• Short-Term: 1-3 years
• Mid-Term: 4-6 years
• Long-Term: 7-10 years
CARLSBAD ARTS & CULTURE PLAN
TOP TEN ACTION ITEMS CHART
TOP TEN THEME ACTION ITEM STAFFING SOURCE OF FUNDING TIMEFRAME
1. Research and development of venue
feasibility plan
Physical Realm 1.1 Existing staff $35,000
(Originally funded in FY15/16)
Year One
2. Implement Mobile Outreach Strategy
utilizing a newly programmed Arts Vehicle
and Mobile Stage, i.e. Business Park After Dark
Daily Life 1.1, 1.2 Expand staff Increase in general funding
allocation $90,000 (FY 18-19)
Year One
Business Sector 3.1
3. Support the continuation and
development of Carlsbad’s festival and event
culture
Daily Life 2.1 Expand staff Utilize a percentage of the
Transient Occupancy Tax
Year Five
4. Leverage local partnerships to support
creating an initial STEAM (science,
technology, engineering, art and
mathematics) pilot program with Carlsbad's
Title I schools, with an eventual goal of
replication in schools across the city.
Lifelong Learning 1.1 Expand staff Increase in general funding
allocation and pursue cross-sector
grant opportunities with local
school districts
Year Two
5. Partner with Community Economic
Development to convene a series of
dialogues with local creative and artistic
industry professionals to discover mutual
goals and interests, i.e. supporting
professional and personal development of
employees in the workplace.
Business Sector 1.2 Expand staff Increase in general funding
allocation and pursue sponsorships
or grant funds
Year Three
6. Increase community arts grant funding and
support
Capacity Building 1.1 Existing staff 10%-15% annual increase in grant
funding allocation
Year Two
Daily Life 4.2
7. Work with business networking
organizations to develop trainings for
business professionals to serve on arts
nonprofit boards and encourage mentorship
opportunities.
Business Sector 2.1 Expand staff Increase in general funding
allocation
Years Three
8. Create Trail Art Initiative Identities 1.1 Expand staff Utilize a percentage of the
Transient Occupancy Tax
Year Five
9. Create a Guest Artist residency program Lifelong Learning 2.4 Expand staff In addition to general fund
allocation, pursue new funding
sources such as sponsorships and
underwriting opportunities
Year One
10. Create a Cultural Tourism Marketing Plan Identities 3.2 Expand staff Utilize a percentage of the
Transient Occupancy Tax
Year Four
June 26, 2018 Item #19 Page 94 of 120
90 | Arts & Culture Master Plan: Implementation Charts
To outline all Arts & Culture Master Plan recommendations, the charts in the next section outline
the full list of Action Items and identify the partners, timeframe and resources needed to
accomplish plan goals.
CARLSBAD ARTS & CULTURE PLAN
TOP TEN ACTION ITEMS TIMELINE
Year One Year Two Year Three Year Four Year Five
Venue Feasibility Plan x
Mobile Outreach Strategy x
Guest Artist Residency Program x
STEAM Pilot Program x
Arts grant funding support x
Business partner dialogues x
Business professionals arts board training x
Cultural Tourism Marketing Plan x
Festival and event support x
Trail Art Initiative x
June 26, 2018 Item #19 Page 95 of 120
Arts & Culture Master Plan: Implementation Charts | 91
Carlsbad Flower Fields June 26, 2018 Item #19 Page 96 of 120
92 | Arts & Culture Master Plan: Implementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - DAILY LIFE
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
DL 1.1 (Daily Life): Investigate the possibility of utilizing the city’s
Mobile Stage for performance opportunities outside of the TGIF
concert series including potential rentals as a revenue source.
local and regional entities 1 to 3 years Expand staff to incorporate
this new effort.
DL 1.2 (Daily Life): Procure an "Arts Vehicle" for city staff to deliver
arts programming to locations throughout the city.
Carlsbad Library and Arts
Foundation, Carlsbad Friends
of the Arts, City of Carlsbad
Departments
1 to 3 years Explore alternative funding
partnerships for vehicle
procurement with potential
expenditure $150,000 -
$200,000. Additional
programming with expanded DL 2.1 (Daily Life): Continue to support and foster relationships,
while partnering with large-scale events within Carlsbad, such as
Art in the Village, La Costa Film Festival, Carlsbad Music Festival,
and other local organizations that can help to create and promote
a festival offering for both residents and visitors.
local event producers,
presenting organizations and
nonprofit organizations
4 to 6 years Utilize existing staffing with
potential impact on current
programming. Staff time for
continued oversight.
DL 2.2 (Daily Life): Streamline city regulations related to street
festivals, performances in the parks, and street performers for
specific performance appropriate places around the city. Create a
FAQ sheet for potential performers and artists.
local music and event
professionals, presenting
organizations, City of
Carlsbad Community &
Economic Development
Department
1 to 3 years Utilize existing staffing with
potential impact on current
programming. Staff time for
development and continued
oversight.
DL 2.3 (Daily Life): Encourage temporary artworks to be included
in the planning of community celebrations and special events.
local event producers, artists 4 to 6 years Utilize existing staffing with
potential impact on current
programming. Staff time for
development and continued DL 2.4 (Daily Life): Support city-wide recognition of October as Arts
and Humanities Month
City of Carlsbad departments,
NCAN, local nonprofit arts
organizations
1 to 3 years Utilize existing staffing with
potential impact on current
programming. Staff time for
development and continued
oversight and delivery.
DL 3.1 (Daily Life): Work with local social service providers to
explore opportunities for collaborative partnership programming
where people with physical or other types of challenges can be
supported by the arts to explore their own creativity and connect
with the greater community.
local disability advocates,
public health officials, mental
health advocates
4 to 6 years Expand staff to incorporate
this new effort as well as
recruit volunteers to support
proposed activity
DL 3.2 (Daily Life): Create an "Access to the Art" program and
seek opportunities to expand scholarships, subsidies, and passes
for populations identified as having financial barriers to arts and
culture access.
local advocacy and social
service agencies, City of
Carlsbad Departments
1 to 3 years Utilize existing staffing with
potential impact on current
programming. Explore
funding with Utility Bill
donation strategy.
DL 3.3 (Daily Life): Explore opportunities to advance artist
relationships with the local military community, including funding for
specific project development.
representatives from local
military community
4 to 6 years Expand staff to incorporate
this new effort as well as
recruit volunteers to support
proposed activity
DL 4.1 (Daily Life): Work with neighborhood-based cultural
activities and enable Cultural Arts Office staff to encourage and
support neighborhoods with the planning of installations or events.
neighborhood leaders, artists 4 to 6 years Expand staff to incorporate
this new effort as well as
recruit volunteers to support
proposed activity.
DL 4.2 (Daily Life): Create a neighborhoods arts grant program to
provide seed money and formalize a technical assistance program
to help local groups implement arts events and projects.
neighborhood leaders 4 to 6 years Expand staff to incorporate
this new effort with added
10% annual increase in
general fund grant support.
DL 5.1 (Daily Life): Create a city-wide and/or regional event listing
with current art offerings around Carlsbad.
Local tourism bureaus,
regional nonprofits, arts
organizations, artists, creative
economy businesses, schools
1 to 3 years Expand staff to incorporate
this new effort depending on
partnership arrangements.
June 26, 2018 Item #19 Page 97 of 120
Arts & Culture Master Plan: Implementation Charts | 93
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - PHYSICAL REALM
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
PR 1.1 (Physical Realm): Launch a feasibility study to explore the
creation of a City of Carlsbad cultural arts facility that responds to
the regional interest for a larger performance venue for
professional theater and can provide classrooms, rehearsal
spaces and production studios.
Outside consultant 1 to 3 years Previously budgeted
expenditure of $35,000.
PR 1.2 (Physical Realm): Work with Carlsbad Village business
owners and organizations to create a map of potential
performance spaces within the Downtown area for use by
additional performance-based artists.
Carlsbad Village Association,
Economic Development
Department and local music
and event professionals
1 to 3 years Recruit volunteers to support
proposed activity, as well as
utilize existing staffing with
potential impact on current
programming.
PR 1.3 (Physical Realm): Work with the local faith-based
community to expand use of available congregational spaces for
cultural activity.
local congregational leaders 4 to 6 years Expand staff to incorporate
this new effort. Option to
outsource (Partners for
Sacred Places).
PR 2.1 (Physical Realm): Encourage and assist local businesses
to support the creation of privately-sponsored murals within
Carlsbad Village and new developments throughout the city.
Carlsbad Village Association,
local businesses and
organizations
1 to 3 years Expand staff to incorporate
this new effort. Staff time
needed to work with local
businesses on an ongoing
basis and provide technical
assistance as needed.
PR 2.2 (Physical Realm): As plans for the Coastal Corridor
develop, work with regional artists to identify opportunities for
displaying public art.
regional artists and state
coastal authorities
7 to 10 years Expand staff to incorporate
this new effort.
PR 3.1 (Physical Realm): Establish a practice of including a
Cultural Arts representative in preliminary concept development
conversations about upcoming Capital Improvement Projects
(CIP).
City of Carlsbad Departments 1 to 3 years Expand staff to incorporate
this new effort.
PR 3.2 (Physical Realm): Explore a Utility Box wrapping program.City of Carlsbad Departments 1 to 3 years Expand staff to incorporate
this new effort.
PR 3.3 (Physical Realm): Fund technology upgrades for the
Cannon Art Gallery to enable the space to function at industry
standards for presentation of art, audio programming and visitor
support features.
Cultural Arts Office 1 to 3 years Potential expenditure
$50,000-$75,000.
PR 4.1 (Physical Realm): Create an Arts Inclusion policy to help
frame conversations between the city and private developers who
might be looking to include artwork (both permanent and
temporary) within their own developments. Policy should address:
Strategy for creating public art on private development sites,
proposed contribution (typically .5-2%), definition of appropriate
art, artists selection criteria, and project selection criteria.
local business and
development leaders
4 to 6 years Expand staff to incorporate
this new effort. Staff time
needed to develop the
creation of the policy.
June 26, 2018 Item #19 Page 98 of 120
94 | Arts & Culture Master Plan: Implementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - LIFELONG LEARNING
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
LL 1.1 (Lifelong Learning): Leverage local partnerships to support
STEM to STEAM learning initiatives with an initial pilot program
with Carlsbad's Title I schools.
local business leaders, local
arts leaders, local school
districts, and local PTAs
1 to 3 years Expand staff to incorporate
this new effort. General fund
increase o f $100,000 in
year one.
LL 1.2 (Lifelong Learning): Explore potential partnerships and
grant resources to develop a City of Carlsbad “Arts and Health”
initiative, with the eventual goal of replication to all school districts
within Carlsbad.
non-profit and public service
agencies and local health-
based organizations
4 to 6 years Expand staff to incorporate
this new effort.
LL 2.1 (Lifelong Learning): Work with local colleges, arts
educators, and arts providers, to develop partnerships that focus
on the creation of a Community Arts Learning Plan that promotes
lifelong learning in the arts.
local colleges, arts educators,
and arts education providers
1 to 3 years Expand staff to incorporate
this new effort. Staff time for
development and continued
oversight.
LL 2.2 (Lifelong Learning): Work in partnership with the Carlsbad
City Library Learning Center to create targeted Spanish-language
arts and music classes for the Barrio community.
Carlsbad Library Learning
Center, local Barrio leaders
interested in arts education
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
LL 2.3 (Lifelong Learning): Work with regional community college
districts and other higher education partners to identify applied
learning opportunities for art and design students to teach classes
at City of Carlsbad facilities.
Local community college
districts
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
LL 2.4 (Lifelong Learning): Create opportunities for Guest Artist
Residencies for master classes or other engagement events.
Artists 1 to 3 years General fund increase of
$50,000 in year one. Also
work with arts funders for
grants, i.e. California Arts
Council.
LL 3.1 (Lifelong Learning): Develop annual “Careers in the Arts”
event in conjunction with the local schools and the local
organizations to help facilitate local artists and creative
professionals to connect middle and high school students about
careers in the creative sector and create a Youth Arts Council.
local school districts, arts
organizations, artists, support
organizations, creative
professionals
1 to 3 years Expand staff to incorporate
this new effort. Staff time for
development and continued
oversight and delivery.
LL 3.2 (Lifelong Learning): Work with Carlsbad, San Marcos,
Encinitas and San Deiguito school districts as well as higher
education institutions to create an internship program that
provides career learning opportunities in the municipal arts field.
Local school disctricts and
higher education institutions
1 to 3 years Expand staff to incorporate
this new effort.
June 26, 2018 Item #19 Page 99 of 120
Arts & Culture Master Plan: Implementation Charts | 95
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - BUSINESS SECTOR
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
BS 1.1 (Business Sector): Convene a Cultural Arts Office and
Community Economic Development staff discussion to explore how
cultural planning goals intersect with economic development goals.
Community and Economic
Development
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
BS 1.2 (Business Sector): Partner with Community Economic
Development to convene a series of dialogues with local creative
and artistic industry professionals to discover mutual goals and
interests, i.e. supporting professional and personal development
of employees in the workplace.
Community and Economic
Development, creative and
artistic industry professionals
1 to 3 years Utilize existing staffing with
potential impact on current
programming. General fund
increase of $35,000 in year
one.
BS 2.1 (Business Sector): Work with business networking
organizations to develop trainings for business professionals to
serve on arts nonprofit boards and encourage mentorship
opportunities.
Chamber of Commerce,
Carlsbad Village Association,
Rotary Clubs, business-sector
representatives
4 to 6 years Expand staff to incorporate
this new effort, or ~$15,000-
$20,000 for outside provider.
BS 2.2 (Business Sector): Work with business networking groups
to host events, titled “Creative Carlsbad,” targeted to connecting
artists, arts organizations and creative businesses.
Chamber of Commerce,
Carlsbad Village Association,
Rotary Clubs, creative-sector
representatives
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
BS 2.3 (Business Sector): Support the development of North
County Arts Network (NCAN) towards potential non-profit status
and strengthen its efforts to support the regional arts ecology.
North County Arts Network
(NCAN) and other regional
arts partners
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
BS 2.4 (Business Sector): Create a roundtable to serve as a
business and arts leadership and advocacy board to explore
topics such as increasing public and private funding for arts and
helping cultural entrepreneurs build capacity.
Community and Economic
Development, Chamber of
Commerce, Carlsbad Village
Association, Rotary Clubs
1 to 3 years Expand staff to incorporate
this new effort.
BS 3.1 (Business Sector): Establish Business Parks After Dark
program to present cultural events through Mobile Outreach
Strategy.
Facility owner or management
companies, art organizations
1 to 3 years Expand staff to incorporate
this new effort.
June 26, 2018 Item #19 Page 100 of 120
96 | Arts & Culture Master Plan: Implementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - IDENTITIES
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
DI 1.1 (Distinct Identities): Create a Trail Art program through a
collaboration with city departments, local businesses and
organizations that encourages wellness and enhances the
outdoor experience.
City departments, local
businesses and
organizations, regional artists
4 to 6 years Expand staff to incorporate
this new effort. - plus - 25K
for initial match between
Cultural Arts Office, Parks
Department, and outside
businesses.
DI 2.1 (Distinct Identities): Celebrate Barrio heritage through city
signage in English and in Spanish to foster and support cultural
heritage connection.
Public Works, Village Barrio
leaders
4 to 6 years Expand staff to incorporate
this new effort. - plus
$25,000 for added signage.
DI 2.2 (Distinct Identities): Explore opportunities for the Cultural
Arts Office to support efforts in the Barrio neighborhood in
identifying its status as a cultural asset and destination for
residents and visitors.
Barrio neighborhood
advocates and leaders, city
departments, local business
and organizations
4 to 6 years Expand staff to incorporate
this new effort.
DI 3.1 (Distinct Identities): Develop a "Working with Local Artists"
program to help the business community bring more artists' work
(visual, performing, etc.) into area hotels and businesses, leading
to a directory.
Businesses and
organizations, artist and
cultural organizations
1 to 3 years Expand staff to incorporate
this new effort.
DI 3.2 (Distinct Identities): Create a cultural tourism marketing plan,
collaborating with Visit Carlsbad and other tourism-related
organizations.
Economic Development
Department, Communications
Department, Carlbad Tourism
business Improvement District
and Visit Carlsbad
4 to 6 years Outsource activity with
potential expenditure
$75,000 - $100,000.
June 26, 2018 Item #19 Page 101 of 120
Arts & Culture Master Plan: Implementation Charts | 97
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX - CAPACITY BUILDING
WHO WHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
CB 1.1 (Capacity Building): Create a grants program focused on
arts organization start-ups within their first five years.internal staff discussion, input
from local organizations on
exact nature of start-up needs
1 to 3 years Utilize existing staffing with
potential impact on current
programming. Fund via
annual 10% increase in CAO
grant funds.CB 1.2 (Capacity Building): Create a Technical Assistance program
in partnership with local business, organizations and higher
education institutions targeted to support local artists and arts
organizations with needed skills such as business plans, accounting
and marketing.
local businesses,
organizations, regional higher
education institutions, artists
and arts organizations
1 to 3 years Expand staff to incorporate
this new effort.
CB 1.3 (Capacity Building): Explore the development of an Arts
Incubator program for new creative-sector start-ups
internal staff discussion plus
input from local artists and
arts organizations
4 to 6 years Expand staff to incorporate
this new effort.
CB 2.1 (Capacity Building): Create a City of Carlsbad Orientation
program for local artists and creative entrepreneurs to help foster
artist involvement on different city boards and commissions.
City of Carlsbad staff and
board/commission members
4 to 6 years Utilize existing staffing with
potential impact on current
programming and recruit
volunteers to support
proposed activity.
CB 2.2 (Capacity Building): Explore a “Relief Time” program for city
staff to volunteer with local arts programs.City departments, arts
organizations
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
CB 3.1 (Capacity Building): Explore the creation of an Annual State
of the Arts event in North County, to provide opportunities for
community-building and shared learning and to generate interest
and create a dialogue and ideas around the arts, culture, and
creative industries within North County.
North County Arts Network
plus other regional arts
organizations and arts
advocates
1 to 3 years Utilize existing staffing with
potential impact on current
programming.
CB 3.2 (Capacity Building): Convene a Regional Arts Roundtable to
look at broad needs with specific working groups to address topics
such as programming, venues and other essential elements of the
regional arts ecosystem.
North County Arts Network
plus other regional arts
organizations and arts
advocates
4 to 6 years Utilize existing staffing with
potential impact on current
programming.
CB 3.3 (Capacity Building): Work with regional partners to pursue
creative economy research can create a regional convening
around the release of the results.
North County Arts Network
plus other regional arts
organizations and arts
advocates
7 to 10 years In partnership with other
regional arts organizations,
fund consultancy for regional
economic analysis $50,000-
$75,000.
June 26, 2018 Item #19 Page 102 of 120
98 | Arts & Culture Master Plan: Implementation Charts
Carlsbad Music Festival June 26, 2018 Item #19 Page 103 of 120
Arts & Culture Master Plan: Implementation Charts | 99
PROGRAM AND POLICY PRECEDENTS
June 26, 2018 Item #19 Page 104 of 120
100 | Arts & Culture Master Plan: Precedents
PROGRAM AND POLICY PRECEDENTS
The arts, culture and creative sectors across the United States are seeing a
renaissance of successful, innovative projects and ideas. Fortunately, it is also a
time when the field is looking to capture a tremendous amount of case study
information where others can find inspiration for their own work. The following
selection of case studies is offered as “food for thought” for the work of Carlsbad’s
city staff, artists and their supporters.
Identifying Innovative Ways to Provide Arts Programming
The Art Bus Project: Dedicated to public access to the arts, this “exhibit on
wheels” is housed in a repurposed school bus. It is a traveling showcase of eight
American artists who span a range of disciplines, ages and races. Traveling across
the US the artists invite the public on board to experience art, meet artists and get
inspired. At each stop, they host hands-on creative workshops designed to foster
imaginative thought and action.
https://www.theartbusproject.com/the-project.html
Local Arts and Culture Initiative
Whittier Neighborhood Mural Project, Sioux Falls, SD: In the Whittier
neighborhood of Sioux Falls, SD, a barren wall in the public park that served the
city’s most diverse neighborhood had become a site for graffiti. A class of intrepid
8th graders imagined an alternative for this problem: a mural that would reflect
the identity of the community while filling in the blank space that had become a
target for vandalism.
https://www.arts.gov/exploring-our-town/whittier-neighborhood-mural-project
Role 1: PROVIDER
Continue to Provide Strong Arts & Culture Programming
Role 2: PARTNER
Support Art as an Essential Component of Daily Life
June 26, 2018 Item #19 Page 105 of 120
Arts & Culture Master Plan: Precedents | 101
Public-Private Partnerships to Enhance the Public Realm
Co-Sign, Covington, KY: The City of Covington partnered with the American Sign
Museum to create CoSign, an initiative to provide local artist-designed storefront
signage to area businesses in a neighborhood targeted for economic
redevelopment and revitalization. With a focus on education for both small
business owners and artists, the initiative provided employment and training
opportunities for artists while creating new signage for small businesses to attract
visitors to an area known for commerce and creativity.
https://www.arts.gov/exploring-our-town/co-sign
Arts
Education – Community Initiatives
Writing Lives, Missoula, MT: Missoula has a rich literary tradition, with many
writers living amidst its inspiring beauty. In its public schools, though, creative
writing instruction has tended to be piecemeal, with some schools able to afford it
and others not providing it. The Missoula Writing Collaborative set out to fill those
holes by developing Writing Lives, a program that would place professional
writers in 4th grade classes across the city. Like the many writers in Missoula’s
history, the students would treat the local context itself—the city and its natural
surroundings—as the subject of their work.
https://www.arts.gov/exploring-our-town/writing-lives
Role 2: PARTNER
Foster Arts & Culture Within the Physical Realm
Role 3: CONNECTOR
Expand Arts & Culture Learning Opportunities
June 26, 2018 Item #19 Page 106 of 120
102 | Arts & Culture Master Plan: Precedents
Resources and Ideas for Arts and Business Partnerships
pARTnership Movement: Americans for the Arts is the nation's leading nonprofit
organization for advancing the arts in America. Its pARTnership Movement is an
initiative to show business leaders that partnering with the arts can build their
competitive advantage. Online resources provide case studies for how specific
businesses were able to partner with their local arts community.
http://www.partnershipmovement.org
Connecting Art and the Environment
FLOW: Can You See the River?, Indianapolis, IN: Conceived by visual artist Mary
Miss, “FLOW: Can You See the River?” is a citywide public art project in Indianapolis
that reveals how the ordinary activities of citizens affect the health and future of
the White River water system. As a collaboration of artists, community
organizations, scientists and city planners, “FLOW” engaged the citizens of
Indianapolis through physical installations along the river, an exhibition and an
online interactive mapping tool (trackaraindrop.org) in order to enhance
Indianapolis residents’ awareness of the waterway and many of the river-related
issues that affect their lives.
https://www.arts.gov/exploring-our-town/flow-can-you-see-river
Role 4: LEADER
Celebrate Carlsbad’s Unique History & Distinct Identities
Role: 3: CONNECTOR
Establish Relationships that Support a Creative and
Thriving Economy
June 26, 2018 Item #19 Page 107 of 120
Arts & Culture Master Plan: Precedents | 103
Partnerships that Support Capacity Building
Arts Incubator of the Rockies: When the Fort Collins Museum moved out of the
city’s historic Carnegie Library Building in 2011, it left the City of Fort Collins with a
vacant property in one of its most impressive buildings. Reaching out to the
community through a series of public dialogues, the city asked residents how they
would envision using the building. What they heard was a strong desire to turn
the space into a community arts center–the Arts Incubator of the Rockies (AIR).
Today the Arts Institute is partnering with Berea College to provide more robust
programming and training in the arts.
https://www.arts.gov/exploring-our-town/arts-incubator-rockies
Role 4: LEADER
Build Capacity Within the Arts & Culture Sector
June 26, 2018 Item #19 Page 108 of 120
104 | Arts & Culture Master Plan: Precedents
Sage Creek High School Drama, 2018
June 26, 2018 Item #19 Page 109 of 120
105 | Arts & Culture Master Plan: Precedents
APPENDICES
June 26, 2018 Item #19 Page 110 of 120
| Arts & Culture Master Plan: Appendices 106
ACKNOWLEDGEMENTS
Thank you to the more than 1100 residents of the City of Carlsbad who gave of
their time, energy and ideas through individual interviews, community
conversations, focus groups and surveys. This plan is by you and for you.
City of Carlsbad
Mayor Matt Hall
Mayor Pro Tem Keith Blackburn
Council Member Mark Packard
Council Member Michael Schumacher
Council Member Cori Schumacher
City of Carlsbad Arts Commission
Cathy Breslaw, Chair
Laurenn Barker, Vice Chair
Emma Jadhav
Joan Markovits
Tina Schmidt
Bryan Snyder
Scott White
Aaron Alter, Former Chair
City of Carlsbad Cultural Arts Office
Heather Pizzuto, Library & Cultural Arts Director
Richard L. Schultz, Cultural Arts Manager
Karen McGuire, Curator of Exhibitions
Tonya Rodzach, Arts Education Coordinator
Megan Gilby, Community Arts Coordinator
Chase Dougherty, Gallery Assistant
Lisa Naugler, Arts Education Assistant
Sandra Riggins, Senior Office Specialist
Mimi Kim, Administrative Assistant
Consultant
GO collaborative
Lynn Osgood
Supported by: Arlene Ellwood
June 26, 2018 Item #19 Page 111 of 120
Arts & Culture Master Plan: Appendices | 107
KEY TERMS
Arts – Within the Arts & Culture Master Plan, the term “the Arts” is broadly defined
and includes an understanding of personal and creative expression through many
forms such as music, dance, drama, fine arts, folk art, literary arts, design and
architecture, film, radio and television, cuisine, digital media and many others.
These different forms of expression can be undertaken professionally or solely for
individual reasons.
Arts Ecology - The general system of individual artists and arts organizations
found within a city that has an impact on the social and economic systems of the
area. The goal of a healthy arts ecology is to create strong arts organizations with
stable and increasing audiences that can in turn help to strengthen local business
economies, local hiring potential and job retention.
Creative Placemaking – A cross-sector practice found within city planning and
community development that intentionally creates partnerships between the arts
and culture sector in order to develop the quality and vitality of a place. Often
working with partners from public, private, nonprofit and community sectors,
these efforts look to strategically shape the physical and social dimensions of a
place through arts and cultural activities.
Culture – Broadly speaking, culture is both the expression and celebration of the
values of a particular community through its traditions, geography, cuisine, oral
traditions, fashion, literature, music and religious expression. Recognized through
the sharing of history, language and place, the arts are often a fundamental
component in the development and expression of a local sense of place.
Innovation - The process of iterative change that occurs for the development of
ideas, goods or services. Often with the intention of solving a problem, innovation
a major topic in fields of business, economic development and policy creation.
June 26, 2018 Item #19 Page 112 of 120
108 | Arts & Culture Master Plan: Appendices
LISTING OF CULTURAL ASSETS
Asset Type
Arts Commission City department, commission, or entity
Carlsbad Historical Society City department, commission, or entity
City of Carlsbad McGee House City department, commission, or entity
Cole Library City department, commission, or entity
Carlsbad City Library Learning Center / La
Biblioteca de Carlsbad Centro de
Aprendizaje
City department, commission, or entity
Parks & Recreation Department City department, commission, or entity
Library Department and Cultural Arts Office City department, commission, or entity
Library Board of Trustees City department, commission, or entity
Dove Library (including Cannon Gallery,
Schulman Auditorium)
City department, commission, or entity;
Museum or gallery; Venue
Carlsbad Sculpture Garden City department, commission, or entity;
Public art; Park/outdoor space
Carlsbad Friends of the Arts Community organization
Senior Center Community organization
Boys & Girls Clubs of Carlsbad Village
Clubhouse
Community organization
Carlsbad Village Association Community organization
Boys & Girls Club Carlsbad Bressi Clubhouse Community organization
Carlsbad Library & Arts Foundation Community organization
Carlsbad Friends of the Library Community organization
Carlsbad Community Church Community organization; Venue
Agua Hedionda Lagoon Discovery Center Cultural experience
Carlsbad Music Festival: St Michael's by the
Sea Venue
Cultural experience
Carlsbad Music Festival: Army Navy
Academy Chapel Venue
Cultural experience
Carlsbad Music Festival: Magee Park Venue Cultural experience
Carlsbad Music Festival: Carlsbad by the Sea
Venue
Cultural experience
Lego Land Cultural experience
June 26, 2018 Item #19 Page 113 of 120
Arts & Culture Master Plan: Appendices | 109
Carlsbad High School Education
Valley Middle School Education
Buena Vista Elementary School Education
Jefferson Elementary School Education
Kelly Elementary School Education
Magnolia Elementary School Education
Carlsbad Village Academy Education
Carlsbad Seaside Academy Education
Gemological Institute of America Education
St Patrick Catholic School Education
LePort School - Carlsbad Village Education
Carlsbad Montessori Center Education
Beautiful Saviour Lutheran School Education
Army and Navy Academy Education
Poinsettia Elementary School Education
Pacific Ridge School Education
Kuyper Preparatory School Education
Sage Creek High School Education
Calavera Hills Middle School Education
Calavera Hills Elementary School Education
Hope Elementary School Education
Carlsbad Art Farm Education
Pacific Rim Elementary School Education
Carlsbad Unified School District Education
Aviara Oaks Middle School Education
Aviara Oaks Elementary School Education
National University Education
Halstrom Academy Education
Giocolleti Music Center Education; Business
Carlsbad Oceanside Art League (COAL)
Gallery
Museum or gallery
Front Porch Gallery Museum or gallery
The Foundry Museum or gallery
Barrio Museum (aka Barrio Carlos) Museum or gallery
June 26, 2018 Item #19 Page 114 of 120
110 | Arts & Culture Master Plan: Appendices
Green Dragon Tavern and Museum Museum or gallery
Museum of Making Music (MoMM) Museum or gallery; Music venue
The Flower Fields at Carlsbad Ranch Park/outdoor space
Strawberry Fields (Carlsbad Strawberry
Company)
Park/outdoor space
Batiquitos Lagoon Park/outdoor space
Ocean/beach Park/outdoor space
Leo Carrillo Historic Ranch Park/outdoor space; Museum or gallery
Alga Norte Community Park (TGIF concerts) Park/outdoor space; Music venue
Stagecoach Park (TGIF concerts) Park/outdoor space; Music venue
Calavera Hills Community Park (TGIF
concerts)
Park/outdoor space; Music venue
Poinsettia Park (TGIF concerts) Park/outdoor space; Music venue
National Association of Music Makers
(NAMM)
Professional organization
Bird of Paradise Medallion Public art
Caballeros Gates Public art
Carlsbad Golfers Public art
Carlsbad Shore Protection Sea Wall Public art
Carlsbad Village Entrance Public art
Coastal Helix Public art
Contemplation Public art
Father and Child Public art
Historical Flowers of Carlsbad Public art
Marmalade Dragonflies Public art
Mother Earth and Father Sky Public art
Northwest Entrance Sculpture Public art
Photo Mural Public art
Tree for Elijah Public art
Untitled Public art
Young Singer Public art
10,000 Year Trail Public art
Coastal Rail Trail Public art
Crown Lair Public art
June 26, 2018 Item #19 Page 115 of 120
Arts & Culture Master Plan: Appendices | 111
Flowers and Flames Public art
Leo Carrillo Entry Gate Public art
Swim and Dive Entry Panels and Mosaic
Pool Towels
Public art
Portrait Heads Public art
Skateboarder Public art
Spires Public art
Firefighter Heritage Installation Boxes Public art
Flying Shadows Public art
Photo Collages on Metal in Rock Shapes Public art
Sculptures in the Carlsbad City Children's
Library
Public art
Six Paintings Public art
Sports Cut-outs Public art
Theresa and Kristi Public art
New Village Arts Theater org; Venue
Carlsbad Theater Venue; Business
Omni La Costa Resort & Spa (home of
LaCosta Film Festival)
Venue; Business
Cinépolis (home of LaCosta Film Festival) Venue; Business
Carlsbad Crawl.com Virtual
June 26, 2018 Item #19 Page 116 of 120
112 | Arts & Culture Master Plan: Appendices
INTERVIEW AND FOCUS GROUP
PARTICIPANTS
Organization / Affiliation Name
Artist Anne Mudge
Artist Bryan Snyder
Artist Paul Henry
Artist Kenneth Capps
Artist Janell Cannon
Assistant City Manager Gary Barberio
Assistant to the City Manager Jason Haber
Attorney Hap L'Heureux
Barrio Museum Ofie Escobedo
Batiquitos Lagoon Fred Sandiquist
City of Carlsbad Arts Commission Tina Schmidt
City of Carlsbad Arts Commission Laurenn Prater Barker
City of Carlsbad Arts Commission Cathy Breslaw
City of Carlsbad Arts Commission Aaron Alter
City of Carlsbad Arts Commission Emma Jadhav
Carlsbad Library & Arts Foundation Jim Selover, President
Carlsbad Village Association Marty Volla
City Council Michael Schumacher
City of Carlsbad’s Community & Economic
Development Department
Glen Van Peski
City of Carlsbad’s Community & Economic
Development Department
Christie Marcella
Carlsbad City Library Learning Center Glynn Birdwell
City Public Artist (Fire Station 3) Betsy Schulz
City Public Artist (Safety Training Center) Michael Stutz
City Public Artist (Golf Course) TJ Dixon
Comet Design Nanette Newbry
Cruzan Jim Mandler
Cruzan Tom Wood
June 26, 2018 Item #19 Page 117 of 120
Arts & Culture Master Plan: Appendices | 113
CUSD, Calavera Hills Middle School Judi Stapleton
CUSD, Valley Middle School Sue DeWulf
DD Studio Tracy Manning
City of Carlsbad Parks & Recreation Department Mick Calarco
City of Carlsbad Parks & Recreation Department Chris Hazeltine
Dragmaster - architect/developer Brett Farrow
Dragmaster - architect/developer Damian DeRobbio
Elevator Frank Cowell
Environmental Issues Advocate Mary Anne Viney
Flower Fields Joni Miringoff
Friends of the Arts Jackie Stone
Historic Preservation Commission Linda Geldner
Historic Preservation Commission Laurie Boone
Historic Preservation Commission Chris Garcia
La Costa Canyon High School Ron Lenc
La Jolla Historical Society Heath Fox
Legoland Lynn Crockett
LegoLand Jake Gonzales
City of Carlsbad Library & Cultural Arts Department Heather Pizzuto
City of Carlsbad Library & Cultural Arts Department Richard Schultz
Museum of Making Music Carolyn Grant
Musician and Carlsbad Residents Bonnie and Gunnar
Biggs
New Village Arts Kristianne Kurner
North County Symphony Orchestra Bill Gilmer, President
Parks and Recreation Commission Ron Withall
Senor Grubby’s Justin Jachura
SMUSD, San Marcos Middle School Michelle Breyer
Special Projects Consultant Peder Norby
Viz Art Ink Gallery Gregg Visintainer
June 26, 2018 Item #19 Page 118 of 120
114 | Arts & Culture Master Plan: Appendices
GROUP PRESENTATIONS
6/19/17 Oceanside Museum of Art
7/4/17 Art Walk
7/12/17 North County Arts Network (NCAN)
7/18/17 San Diego Shakespeare Society
8/3/17 La Costa Film Festival
8/4/17 Museum of Making Music
10/26/17 Carlsbad Citizens Academy
11/17/17 Mira Costa College Board of Trustees
1/2/18 Village Voices
2/5/18 LEAP - Carlsbad Unified School District
2/5/18 Museum of Making Music
2/15/18 Youth Enrichment Services (YES)
2/21/18 Chamber of Commerce Education Committee
2/26/18 Carlsbad Unified PTA
2/26/18 Student/Superintendent Advisory- CUSD
2/28/18 New Village Arts Board Meeting
3/19/18 Carlsbad Historical Society
3/19/18 Friends of the Arts
3/19/18 North Coast Calvary Chapel Arts Group
3/20/18 Carlsbad Library & Arts Foundation (CLAF)
3/21/18 City of Carlsbad Library Board
3/28/18 Carlsbad Unified School District
4/5/18 Barrio Neighborhood Group
4/10/18 Kiwanis Club
4/11/18 Carlsbad Public Works Department
4/12/18 Carlsbad Citizens Academy
5/2/18 Chamber of Commerce Government Committee
5/15/18 Batiquitos Lagoon Foundation
5/17/18 Carlsbad Friends of the Library
June 26, 2018 Item #19 Page 119 of 120
Arts & Culture Master Plan: Appendices | 115
CONSULTANT PROFILE
GO collaborative is a design and planning firm focused on creative, community
design and development. Their services include arts and culture master planning,
arts evaluation, creative placemaking design and development services. Founded
by Sarah Gamble, architect and Lynn Osgood, urban planner and researcher, the
firm combines their complementary backgrounds and passion for the public
realm. GO collaborative embodies the strengths of their diverse professional
training with experience providing creative and innovative services to connect
people in meaningful ways with the places they care about. The firm led the NEA’s
efforts to create Exploring Our Town, an online resource that highlights their Our
Town grant program and provides insights into how creative placemaking
projects come together across the nation.
June 26, 2018 Item #19 Page 120 of 120
• • qendaftt!M#~t
· .1formation of the:
iTY COUNCIL
.......-CA~,-V~
"f~s}1i:_~ CM .;,c~
(city of
Carlsbad
Library & Cultural Arts
Memorandum
June 22, 2018
To: Mayor and City Council
From: Richard Schultz, Cultural Arts Manager
Via: Heather Pizzuto, Library & Cultural Arts Director
Re: Arts & Culture Master Plan -Supplemental Information
This memorandum is to provide supplemental information related to the June 26, 2018, staff report and
Resolution Approving the Arts & Culture Master Plan (Agenda Item 19).
Please find attached a revised section of the Arts & Culture Master Plan titled "Implementation Charts"
(pages 87-97). It is staff's intention that the final version of the Plan not include specific funding amounts
beyond current fiscal year commitments as staff will return to the City Council with fully developed
funding requests when reporting plan progress on an annual basis.
Two of the following examples from the Top Ten Action Items Chart (on page 89) detail how the text was
updated:
1. For item #9 (Create a Guest Artist residency program):
Original text: In addition to general fund allocation, pursue new funding sources such
as sponsorships and underwriting opportunities
Revised text: In addition to general fund allocation, pursue new funding sources such
as sponsorships and underwriting opportunities in subsequent fiscal
years
2. For items #8, #9 and #10:
Original text: Utilize a percentage of the Transient Occupancy Tax
Revised text: Explore the utilization of a percentage of the Transient Occupancy Tax
Here is a list of the additional changes in the matrix:
PAGE EDIT
89 Delete "-15%"; matrix reads 10% (in Capacity Building & Daily life}
89 Item #9: in source of funding, after underwriting opportunities add: "in subsequent fiscal
years"
92 DL 2.3 -In estimated resources, last line is cut off. Should say: Additional staff time for
development and continued oversight and delivery 1:3l1cJs $10K ann1cJal f1:mel. Please delete as
noted here.
93 PR 3.3 -Delete $50,000-$75,000
94 LL 1.1-Delete: General Fund increase of $100,000 in year one.
94 LL 2.4 -Delete: General Fund increase of $50,000 in year one.
Cultural Arts Office
1775 Dove Lane, Carlsbad CA 92011-4048 I 760-602-2090 www.carlsbadca.gov
PAGE EDIT
95 BS 1.2 -Delete: General fund increase of $35,000 in year one.
95 BS 2.1-Delete: For BS 2.1, delete $15,000-$20,000 and revise to "or contract with an
outside provider.'1
96 DI 1.1-Delete "-plus -25K for initial match between Cultural Arts Office, Park Department
and outside businesses" and change to "new effort to include potential matching
opportunities"
96 DI 2.1-Delete: effort. -plus $25,000 for added signage. Change to: effort and plan request
for future signage.
96 DI 3.2 -Delete $75,000-$100,000. Add after expenditure: funded with future budget request
97 BC 3.3 -Delete $50,000-$75,000.
We apologize for an inconvenience and welcome any questions to help clarify these edits. Thank you.
Attachment-Arts & Culture Master Plan Implementation Charts
cc: Kevin Crawford, City Manager
Scott Chadwick, Chief Operations Officer
Gary Barberio, Assistant City Manager
Celia Brewer, City Attorney
Cultural Arts Office
1775 Dove Lane, Carlsbad CA 92011-4048 I 760-602-2090 www.carlsbadca.gov
2
TEN PRIORITY ACTIONS
As cited earlier, the Cultural Arts Office, with advisement from the Arts
Commission, has identified ten strategic priorities they will be pursuing over
the next five years.
1. Research and development of venue feasibility plan. [PR 1. 1 (Physical
Realm) -Partner]
2. Implement Mobile Outreach Strategy utilizing a newly programmed Arts
Vehicle and Mobile Stage, i.e. Business Park After Dark. [DL 2.1 and DL 2.2
(Daily Life)-Partner & BS 3.1 (Business Sector) -Connector]
3. Support the continuation and development of Carlsbad's festiyal and
event culture. [DL 2. 1 (Daily Life) -Partner]
4. Leverage local partnerships to support creating an initial STEAM (science,
technology, engineering, art and mathematics) pilot program with
Carlsbad's Title I schools with an eventual goal of replication in schools
across the city. [LL 1.1 (Lifelong Learning) -Connector]
5. Partner with Community and Economic Development to convene a series
of dialogues with local creative and artistic industry professionals to
discover mutual goals and interests, i.e. supporting professional and
personal development of employees in the workplace. [BS1 .2 (Business
Sector)-Connector]
6. Increase community grant funding and support. [CBl .1 (Capacity Building)
-Leader & DL 4.2 (Daily Life) -Partner]
7. Work with business networking organizations to develop trainings for
business professionals to serve on arts and culture nonprofit boards and
encourage mentorship opportunities. [BS 2.1 {Business Sector) -
Connector]
8. Create Trail Art Initiative. [DI 1.1 (Distinct Identities)-Leader]
9. Create a Guest Artist residency program. [LL 2.4 (Lifelong Learning) -
Connector]
10. Create a Cultural Tourism Marketing Plan. [DI 3.2 {Distinct Identities) -
Leader]
BB I Arts & Culture Master P/an.·lmplementation Charts
In addition to these priorities, the other Action Items within the plan have been
ranked according to the timeframes in which they will be addressed for
implementation. Within the plan the following categories were used:
• Short-Term: 1-3 years
• Mid-Term: 4-6 years
• Long-Term:7-l0years
CARLSBAD ARTS & CULTURE PLAN
TOP TEN ACTION ITEMS CHART
TOPTB>I lHEME ACTION ITEM STAFFING SOURCE OF FUNDING llMEFRAME
1. Research and development of venue Physical Realm 1.1 Existing staff $35,000 Year One
feasibility plan (Originallyfunded in FYl 5/16)
2.lmplement Mobile Outreach Strategy Daily life 1.1, 1.2 Expand staff Increase in general funding Year One
utilizing a newly programmed Arts Vehicle allocation $90,000 (FY 18-19)
and Mobile Stage, i.e.BusinessPark After Dark
Business Sector 3.1
3.Supportthe continuation and Daily Ufe 2.1 Expand staff Explore the utilization of a Year Five
development of Carlsbad's festival and event percentage of the Transient
culture Occupancy Tax
4.Leverage local partnerships to support Lifelong Learning 1.1 Expand staff Increase in general funding Year Two
creating an initial STEAM (science, allocation and pursue cross-sector
technology, engineering, art and grant opportunities with local
mathematics) pilot program with Carlsbad's school districts
TI tie I schools, with an eventual goal of
replication in schools across the city.
5.Partner with Community Economic Business Sector 1.2 Expand staff Increase in general funding Year Three
Developmentto convene a series of allocation and pursue sponsorships
dialogues with local creative and artistic or grant funds
industry professionals to discover mutual
goals and interests, i.e. supporting
professional and personal development of
employees in the workplace.
6. Increase community arts grant funding and Capacity Building 1.1 Existing staff 10% annual increase'in grant Year Two
support funding allocation
Daily life 4.2
7. Work with business networking Business Sector 2.1 Expand staff Increase in general funding Year Three
organizations to develop trainings for allocation
business professionals to serve on arts
nonprofit boards and encourage mentorship
opportunities.
8. Create Trail Art Initiative Identities 1.1 Expand staff Explore the utilization of a Year Five
percentage of the Transient
Occupancy Tax
9. Create a Guest Artist residency program Lifelong Learning 2.4 Expand staff In addition to general fund Year One
allocation.pursue new funding
sources such as sponsorships and
underwriting opportunities in
subsequent fiscal years
1 0. Create a Cultural Tourism Marketing Plan Identities 3.2 Expand staff Explore the utilization of a Year Four
percentage of the Transient
Occupancy Tax
Arts & Culture Master Plan: Implementation Charts j 89
CARLSBAD ARTS & CULTURE PLAN
TOP TEN ACTION ITEMS TIMELINE
Venue Feasibility Pion
Mobile Outreach Strategy
Guest Artist Residency Program
STEAM Pilot Program
Arts grant funding support
Business partner dialogues
Business professionals arts board training
Cultural Tourism Marketing Pion
Festival and event support
Trail Art Initiative
Year On~ Year Two YPar Tiuee Year Four !'ear Five
To outline all Arts & Culture Master Plan recommendations, the charts in the next section outline
the full list of Action Items and identify the partners, timeframe and resources needed to
accomplish plan goals.
90 I Arts & Culture Master Plan: Implementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -DAILY LIFE
VIIHO VIIHEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
DL 1.1 (Daily Life): lnvesligate the possibinty of utilizing the city's local and regional entities 1 to 3 years Expand staff lo incorporate
Mobile Stage for performance opportunities outside of the TGIF this new effort.
concert series including potential rentals as a revenue source.
,
DL 1.2 (Daily Life): Procure an "Arts Vehicle" for city staff lo deliver Carlsbad Library and Arts 1 to 3 years Explore alternative funding
arts programming to locations throughout the city. Foundation, Carlsbad Friends partnerships for vehicle
of the Arts, City of Carlsbad procurement. Additional
Departments programming with expanded
staff.
Ct. 2.1 (Daily Life); Continue lo support and foster relationships, local event producers, 4 to 6 years Utilize existing staffing with
whDe partnering with large-scale events within Carlsbad, such as presenting organizations and potential impact on current
Art in the· Village, La Costa Film Festival, Carlsbad Music Festival, nonprofit organizations programming. Staff time for
and other local organizations that can help to create and promote continued oversight.
a festival offering for both residents and visitors.
DL 2.2 (Daily Life): Streamline city regulations related to street local music and event 1 to 3 years Utilize existing staffing with
festivals, performances in the parks, and street performers for professionals, presenting potential irl"j'.lad on current
specific performance appropriate places around the city. Create a organizations, City of programming. Staff time for
FAQ sheet for potential performers and artists. Carlsbad Community & development and continued
Economic Development oversight.
De0artment
DL 2.3 (Daily Life): Encourage terl"j'.lorary artworks to be included local event producers, artists 4 to 6 years Ulllize existing staffing with
in the planning of community celebrations ahd special events. potential impact on current
programrring. Additional staff
time for development and
continued oversight and
! delivery.
DL 2.4 (Daily Life): Support city-wide recognition of October as Arts City of Carlsbad departments, 1 to 3 years Utilize existing staffing with
and Humanities Month NCAN, local nonprofit arts potential impact on current
organizations programming. Staff time for
development and continued
oversight and delivery.
DL 3.1 (Daily Life): Vlbrk with local social service providers lo local disability advocates, 4 to 6 years Expand staff to incorporate
explore opportunities for collaborative partnership programming public health officials, mental this new effort as wel as
where people with physical or other types of chaUenges can be health advocates reautt volunteers to support
supported by the arts lo explore their own creativity and connect proposed activity
v.ith the greater community.
DL 3.2 (Daily Life): Create an "Access to Art" program and seek local advocacy and social 1 to 3 years Utilize existing staffing with
opportunities to expand scholarships, subsidies, and passes for service agencies, City of potential impact on current
populations identified as having financial barriers to arts and Carlsbad Departments programming. Explore
culture access. funding with Utility Bill
donation strategy.
DL 3.3 (Daily Life): Explore opportunities to advance artist representatives from local 4 to 6 years Expand staff to incorporate
relationships with the local mmtary community, Including funding for military community this new effort as weft as
specific project development. recruit volunteers to support
proposed activl1y
DL 4.1 (Daily Life): Vlbrk with neighborhood-based cultural neighborhood leaders, artists 4 to 6 years Expand staff to incorporate
activities and enable Cultural Arts Office staff to encourage and this new effort as well as
support neighborhoods with the planning of installations or events. recruit volunteers to support
proposed activity.
DL 4.2 (Daily Life): Create a neighborhood arts grant program to neighborhood leaders 4 to 6 years Expand staff to incorporate
provide seed money and formalize a technical assistance program this new effort with added
to help local groups implement arts events and projects. 10% annual increase in
general fund grant support.
DL 5.1 (Daily Life): Create a city-wide and/or regional event listing Local tourism bureaus, 1 to 3 years Expand staff to incorporate
with current art offerings around Ca~sbad. regional nonprofits, arts this new effort depending on
organizations, artists, creative partnership arrangements.
economy businesses, schools
92 I Arts & Culture Master P/an:lmplementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -PHYSICAL REALM
V\n-10
ACTIONS . POTENTIAL PARTNERS
PR 1.1 (Physical Realm): Launch a feasibility study to explore the Outside consultant
creation of a City of Carlsbad cultural arts facility that responds to
the regional interest for a larger performance venue for
professional theater and can provide classrooms, rehearsal
spaces and production studios.
PR 1.2 (Physical Realm): Work with Carlsbad ViOage business Carlsbad Village Association,
owners and organizations to create a map of potential Economic Development
performance spaces within the Downtown area for use by Department and local music
additional performance-based artists. and event professionals
PR 1.3 (Physical Realm): Work with the local faith-based local congregational leaders
community to expand use of available congregational spaces for
cultural activity.
PR 2.1 (Physical Realm): Encourage and assist local businesses Carlsbad Village Association,
to support the creation of privately-sponsored murals within local businesses and
Carlsbad Village and new developments throughout the city. organizations
PR 2.2 (Physical Realm): As plans for the Coastal Corridor regional artists and state
develop, work with regional artists to identify opportunities for coastal authorities
disolavina oublic art.
PR 3.1 (Physical Realm): Establish a practice of including a City of Carlsbad Departments
Cultural Arts representative in preliminary concept development
conversations about upcoming Capital Improvement Projects
(CIP).
PR 3.2 (Physical Realm): Explore a Utility Box wrapping program. City of Carlsbad Departments
PR 3.3 (Physical Realm): Fund technology upgrades for the Cultural Arts Office
Cannon Art Gallery to enable the space to function at industry
standards for presentation of art, audio programming and visitor
support features.
PR 4.1 (Physical Realm): Create an Arts Inclusion policy to help local business and
frame conversations between the city and private developers who development leaders
might be looking to include artwork (both permanent and
temporary) within their own developments. Policy should address:
Strategy for creating public art on private development sites,
proposed contribution (typically .5-2%), definition of appropriate
art, artists selection criteria, and project selection criteria.
Vln-lEN
TIMEFRAME
1 to 3 years
1 to 3 years
4 to 6 years
1 to 3 years
7 to 10 years
1 to 3 years
1 to 3 years
1 to 3 years
4 to 6 years
HOWMUCH
ESTIMATED RESOURCES
Previously budgeted
expenditure of $35,000.
Recruit volunteers to support
proposed activity, as well as
utilize existing staffing with
potential impact on current
programming.
Expand staff to incorporate
this new effort. Option to
outsource (Partners for
Sacred Places).
Expand staff to incorporate
this new effort. Staff time
needed to work with local
businesses on an ongoing
basis and provide technical
assistance as needed.
Expand staff to incorporate
this new effort.
Expand staff to incorporate
this new effort.
Expand staff to inoorporate
this new effort.
To be administrated by
current staff.
Expand staff to incorporate
this new effort. Staff time
needed to develop the
creation of the policy.
Alts & Culture Master Plan: Implementation Charts I 93
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -LIFELONG LEARNING
\M-10 IM-tEN HOWMUCH
ACTIONS POTENTIAL PARTNERS TIME FRAME ESTIMATED RESOURCES
LL 1.1 (Lifelong Leaming): Leverage local partnerships to support local business leaders, local 1 to 3 years Expand staff to incorporate
STEM to STEAM learning initiatives with an initial pilot program arts leaders, local school this new effort.
with Cal1sbad's TIiie I schools. districts, and local PTAs
LL 1.2 (Lifelong Leaming): Explore potential partnerships and non-profit and public service 4 to 6 years Expand staff to incorporate
grant resources to develop a City of Carlsbad 'Arts and Health" agencies and local health-this new effort.
initiative, with the eventual goal of replication to all school districts based organizations
within Carlsbad.
LL 2.1 (Lifelong Leaming): \MJrk with local colleges, arts local colleges, arts educators, 1 to 3 years Expand staff to incorporate
educators, and arts providers, to develop partnerships that focus and arts education providers this new effort. Staff time for
on the creation of a Community Arts Leaming Plan that promotes development and continued
lifelono leamino in the arts. oversioht.
LL 2.2 (Lifelong Leaming): IMlrk in partnership with the Carlsbad Carlsbad Library Leaming 1 to 3 years Utilize existing staffing with
City Library Leaming Center to create targeted Spanish-language Center, local Barrio leaders potential impact on current
arts and music classes for the Bania communitv. interested in arts education I orooramming.
LL 2.3 (Lifelong Leaming): \MJrk with regional community college Local community college 1 to 3 years Utmze existing staffing with
districts and other higher education partners to identify applied districts potential impact on current
learning opportunities for art and design students to teach classes programming.
at Citv of Carlsbad facilities.
LL 2.4 (Lifelong Leaming): Create opportunities for Guest Artist Artists 1 to 3 years \MJrl< with arts funders for
Residencies for master classes or other engagement events. grants, i.e. California Arts
Council.
LL 3.1 (Lifelong Leaming): Develop annual "Careers in the Arts' local school districts, arts 1 to 3 years Expand staff to incorporate
event in conjunction with the local schools and local organizations, artists, support this new effort. Staff time for
organizations to help facilitate local artists and creative organizations, creative development and continued
professionals to connect middle and high school students about professionals_ oversight and delivery.
careers in the creative sector and create a Youth Arts Council.
LL 3.2 (Lifelong Leaming): IMlrkwith Carlsbad, San Marcos, Local school districts and 1 to 3 years Expand staff to incorporate
Encinitas and ~an Dieguito school districts as well as higher higher education institutions this new effort.
education institutions to create an internship program that
orovides career leamino oooortunities in the municioal arts field.
94 I Arts & Culture Master Plan: Implementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -BUSINESS SECTOR
\M-i0 \M-iEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
BS 1.1 (Business Sector): Convene a Cultural Arts Office and Community and Economic 1 to 3 years Utilize existing staffing with
Community Economic Development staff discussion to explore how Development potential impact on current
cultural planning goals intersect with economic development goals. programming.
BS 1.2 (Business Sector): Partner with Community Economic Community and Economic 1 to 3 years Utilize existing staffing with
Development to convene a series of dialogues with local creative Development, creative and potential impact on current
and artistic industry professionals to discover mutual goals and artistic industry professionals programming.
interests, i.e. supporting professional and personal development
of emplovees in the workplace.
BS 2.1 (Business Sector): Work with busin7ss networking Chamber of Commerce, 4 to 6 years Expand staff to incorporate
organizations to develop trainings for business professionals to Carlsbad Village Association, this new effort or contract
serve on arts nonprofit boards and encourage mentorship Rotary Clubs, business-sector With an outside provider.
opportunities. representatives
BS 2.2 (Business Sector): WorK with business networKing groups Chamber of Commerce, 1 to 3 years Utilize existing staffing with
to host events, titled "Creative Carlsbad," targeted to connecting Carlsbad Village Association, potential impact on current
artists, arts organizations and creative businesses. Rotary Clubs, creative-sector programming.
representatives
BS 2.3 (Business Sector): Support the development of North North County Arts Network 1 to 3 years Utilize existing staffing With
County Arts Network (NCAN) towards potential non-profit status (NCAN) and other regional potential impact on current
and strenQthen its efforts to support the reaional arts ecoloav. arts oartners oroarammina.
BS 2.4 (Business Sector): Create a roundtable to serve as a Community and Economic 1 to 3 years Expand staff to incorporate
business and arts leadership and advocacy board to explore Development, Chamber of this new effort.
topics such as increasing public and private funding for arts and Commerce, Carlsbad Village
helping cultural entrepreneurs build capacity. Association, Rotary Clubs
BS a.1 (Business Sector): Establish Business Parks After Dark Facility owner or management 1 to 3 years Expand staff to incorporate
program to present cultural events through Mobile Outreach companies, art organizations this new effort
Strateav.
Arts & Culture Master Plan: Implementation Charts j 95
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -DISTINCT IDENTITIES
VIA-10 IM-IEN HOW MUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
DI 1.1 (Distinct Identities): Create a Trail Art program through a City departments, local 4 to6 years Expand staff to incorporat~
collaboration with city departments, local businesses and businesses and this new effort to include
mganizalions lhal encourages welln~ and enhances the organizations. regional artists potential matching
outdoor experience. opportunities.
DI 2. 1 (Distinct Identities): Celebrate Barrio heritage through city Public W:lrl<s, Village Barrio 4 to 6 years Expand staff to incorporate
signage in English and in Spanish to foster and support cultural leaders this new effort and plan
heritage connection. reouest for future sionaoe.
DI 2.2 (Distinct Identities): Explore opl)ortunlties for the CµJtural Banio neighborhood 4 to 6 years Expand staff to inci11j,orate
Arts Office to support efforts. in the Bania neighborhood in advocates and leaders, city this new effo~
identifying its status as a cultural asset and destination for departments, local business
residents and visitors. and oroanizalions
DI 3.1 (Distinct Identities): Develop a "W:lrking with Local Artists" Businesses and 1 to 3 years Expand staff to incorporate
program to help the business community bring more artists' work organizations, artist and this new effort.
(visual, performing, etc.) into area hotels and businesses, leading cultural organizations
to a directorv.
DI 3.2 (Distinct Identities): Create a rultural tourism marketing plan, Economic Development . ~ .. to. 6 years outsource actlvily 1A.ith
collaborating wllll Visit Gadsbad and other tourismrelated Oep.ent. Commun1,~ r; polenti_al exp~dilure funded organizations. . . . . • . . . Department. cadsbad, T<, ,, ~ future. builgetreque1:1L
b~sil~ Improvement ~1 • .ind Visit Cadsbad :ii \· .... ~ \
96 I Arts & Culture Master Plan.·lmplementation Charts
CARLSBAD ARTS & CULTURE PLAN
ACTION MATRIX -CAPACITY BUILDING
WHO WHEN HOWMUCH
ACTIONS POTENTIAL PARTNERS TIMEFRAME ESTIMATED RESOURCES
BC 1.1 {Capacity Building): Create a grants program focused on internal staff discussion, input J to 3 years Utilize existing Sl!3flir19 with
af1s org~nizalion start-(lps within their first five years. from local organiiatiQn~ on potential impact on alrrent
exaci n.;iture of slart-(lp needs progfllrqming. f:~nd via .
annual 10% increase in CAO
larant fundS;
BC 1.2 {Capacity Building): Create a Technical Assistance program local businesses, 1 to 3 years Expand staff to incorporate
in partnership with local business, organizations and higher organizations, regional higher this new effort.
education institutions targeted to support local artists and arts education institutions, artists
organizations with needed skills such as business plans, and arts organizations
accountino and marketino. ec ·1 ~3 (Capaaly Building}: Explore the development of an Arts internal staff discussion plus -4 to 6 yeara Expand staff to incol}Jorate
Incubator program for new creatille-seqor slart-(lpS input from IQcaJ artists and this new eitbrt.
. arts organizations
BC 2.1 {Capacity Building): Create a City of Carlsbad Orientation City of Carlsbad staff and 4 to 6 years Utilize existing staffing with
program for local artists and creative entrepreneurs to help foster board/commission members potential impact on current
artist involvement on different city boards and commissions. programming and recruit
volunteers to support
lorooosed activitv.
BC 2.2 (Capacity Buikling):.Explore a ·Relief Tlllle" program for city City depaJlments, arts 1 lo 3 yeara 4lili2:e ~g staffingVJifll ·
staff to volunJeer with local arts progra.-.,s. ol!ia11izaligns p<!l~~~13.e{oit_~~-· .
ln.nnrammino: . . · ._·
BC 3.1 {Capacity Building): Explore the creation of an Annual North County Arts Network 1 to 3 years Utilize existing staffing with
State of the Arts event in North County, to provide opportunities plus other regional arts potential impact on current
for community-building and shared learning and to generate organizations and arts programming.
interest and create a dialogue and ideas around the arts, culture, advocates
and creative industries within North Countv.
BC 3.2 {Gapacily Building): Convene a ~egional.Arts Roundtable North County Arts Netwolk -4 to 6 yeara ~JZe e~gstaffing wilh ·
lo f!Klk al broad need!\ with specific \Wlking" groups lo address plusolher~gional a!ls p_o~tia\iril_~!id #in 91nent
toP.,ii:s such"is progq('!l!'ni!ig~ venues and othei essential elements oiganizations and a!ls rrogranmimg~ .
of ilia ....,ional arts emsvstem. . advocates: .
BC 3.3 {Capacity Building): Wark with regional partners to pursue North County Arts Network 7to10years In partnership with other
creative economy research and create a regional convening plus other regional arts regional arts organizations,
around the release of the results. organizations and arts fund consultancy for regional
advocates economic analvsis.
Arts & Culture Master Plan: Implementation Charts I 97
Carlsbad Arts & CultureMaster Plan
Richard Schultz
Cultural Arts Manager
June 26, 2018
Recap to Date
•Initial City Council presentation May 22
•Overview of the process and outcomes
•Discussed emerging themes and new roles
•Returning to request approval of the plan
Arts & Culture Plan Goals
Community Outreach
•Extensive outreach began March, 2017
•Over six months of surveying
•Stakeholder interviews & focus groups
•Community presentations
Outreach Highlights
•Over 1100 participants
•Plan preview and survey released
•Targeted outreach to multi-cultural communities
•Public engagement included social, print and electronic
media
Significant Takeaways
•Data reveals significant support for arts and culture
•Desire to heighten the arts’ role within the community
•Increase Carlsbad’s regional presence
•Focus on collaboration
•Incremental approach to achieve plan goals
Plan Updates
•Reduced 54 action items to 49
•How to Read the Plan
•Continuous Planning
•Top Ten Action Items Charts
o List with resource information
o Timeline
Plan Updates
Top Ten Action Items
•Created by Cultural Arts staff and Arts Commission
•#1 -Previously approved funding for venue feasibility study
•#2 -Funding approved for Mobile Outreach Strategy
What’s Ahead?
•Strengthen local arts organizations with capacity building
•Expand the arts’ reach and impact with new initiatives
•Identify new funding resources
o Grants
o Sponsorships
o New sources
The Role of the Arts Commission
•Top Ten created with staff and the Arts Commission
•Monitoring progress as part of Commission’s work plan
•June 13 Special Meeting: Unanimously voted to
recommend the Plan for approval by the City Council
Staff Recommendation
•Staff recommends that the City of Carlsbad Arts & Culture
Master Plan be approved; and,
•That the Cultural Arts Office staff be authorized to proceed
with the first two action items in the Top Ten Priorities as
listed in the Plan.
Questions?
Top Ten Actions
1.Research and development of venue feasibility plan
2.Implement Mobile Outreach Strategy utilizing a newly
programmed Art Bus and Mobile Stage
3.Support the continuation and development of Carlsbad’s festival and
event culture
Top Ten Actions
4.Launch a pilot program to integrate arts into the curriculum of
Carlsbad’s three Title 1 schools through a focus on STEAM
(Science, Technology, Engineering, Arts and Mathematics)
5.Explore programs for businesses to support professional and
personal development of employees including Business Park After
Dark programming’
6.Increase community grant funding and support
Top Ten Actions
7.Support board development training for potential new board
members for local arts organizations
8.Create a Trail Art program
9.Create a Guest Artist residency program
10. Create a Cultural Tourism Marketing Plan
Emerging Themes
1.Enhance Carlsbad’s distinct identities through arts
and culture
2.Support art as an essential component of daily life
3.Expand arts and culture learning opportunities
Emerging Themes
4.Enable art to enhance the physical realm
5.Enrich a strong and thriving business sector
6.Encourage greater capacity building in the arts
Multi-Cultural Outreach
•Engaged Local Specialist
•Face-to-Face Interactions
•Schools, Parks, and Churches
•Affordable Housing
Complexes, After-School
Programs and Restaurants
Participants
•Leaders from arts, culture & historical organizations
•Business community members
•Educators
•Community supporters and activists
•Artists & residents from different neighborhoods
•City of Carlsbad personnel
Roles for the City of Carlsbad
•Currently, a provider of quality programming
•New Roles
o Partner
o Leader
o Connector
The City of Carlsbad’s Role
The current role of the Cultural Arts Office is focused on being a
provider of arts programs and events. Looking ahead…
•Leader: As a leader in the region recognizing the potential to
advocate in support of the arts
The City of Carlsbad’s Role
•Connector: As a connector bringing together different entities
to support and pursue mutual goals
•Partner: As a partner dedicated to collaboration as a key
strategy to increase the impact of the arts
Public Engagement
•Social Media Campaign
•Electronic Media
•Print Media
Several years ago, the City of Carlsbad worl<ed with the community to
develop a vision for the Mure of our city. Arts, culture and our local hist
are key elements of this vision. Based on the community vision, the City
Council has created goals and policies to support arts, culture and local
history. The new Arts & Culture Plan will help us reach these goals .No
time to fill in the details, and we need your help. Join us at a community
worl<shop on May 18 or 20, or attend the Art In Today's Cities Discussio
May 19. Can1 make It? An online survey will be available May 19. Leam
more today. http://www.carlsbadca.gov/servlces/depts/arts/planning.asp
Activity Timeline
2017
•March to May: Focus Groups, Interviews and Survey 1
•June to August: Survey 2 with Expanded Outreach
•September & October: Developed Support Documents
•November to December: Staff Review of Early Drafts
Support for Arts & Culture
How important a role do Arts & Culture activities play in improving the quality of
life in Carlsbad?
92% Arts & Culture is either
important (32%) or
extremely important (60%)
Modorru:ely
lmpo,1.am
Slightly
lll"lportllnt
Not"t .-LI
important
50'11. 60%
Arts & Culture Participation
(82%) participate either
monthly (36%) or two to five times per year (46%) in an arts and/or cultural event
W01t1.lY
Monthly
Two to fue
tlrn~a yra,r