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HomeMy WebLinkAbout1993-07-01; Arts Commission; MinutesMINUTES MEETING OF: ARTS COMMISSION DATE OF MEETING: July 1, 1993 TIME OF MEETING: 4:00 p.m. PLACE OF MEETING: City Council Conference Room CALL TO ORDER: Chairperson Ladouceur called the Meeting to order at 4:00 p.m. ROLL CALL: Present: Commissioners Ladouceur, Batter, Plainer, Portera and Wood. Absent: Commissioners Spencer and Wrench. APPROVAL OF MINUTES: On motion by Commissioner Wood, the Minutes of the June 3, 1993, Meeting were approved as presented. AYES: Ladouceur, Batter, Plainer and Wood ABSTAIN: Portera COMMITTEE REPORTS: Chairperson's Report Chairperson Ladouceur reported thai ihe Gallery Visla opening on Salurday nighl was very well attended and exciling. Also, ihe jazz concert was well attended. Connie Beardsley stated that $230 was collected by passing the painted cans through the audience. Commissioner Bailer added that there needs to be some way to idenlify ihe people wilh the cans. A suggestion was made to have a sign at the desk lhal donalions are generously accepled. The drawing for ihe prizes will be held on Salurday, July 3, al 6:00 p.m. al ihe Gallery Visla. t Chairperson Ladouceur lhanked Connie Beardsley for ihe brochure on public art in Carlsbad. She announced lhat Make-A-Circus will be held Sunday, Stagecoach Park, from 12:30 to 3:30 p.m. Chairperson Ladouceur said she had been discussing the Commission's role with Commissioner Portera. The role has changed over the years she has been on the Commission. She would like to have the Commission discuss this. July 1, 1993 ARTS COMMISSION Page 2 Commissioner Portera stated that he had called Ms. Beardsley last week to resign from the Commission. He said he was not upset, but had understood that the Commission acted in an advisory role. He added that he was not prepared for fund raising activities and public appearances. Mr. Portera said he did not want to sell tickets and do some of the things the Commissioners are requested to do; therefore, he was prepared to resign from the Commission. The consensus of the Commission was to set time aside for a discussion of this topic, either at a workshop or a special meeting. Manager's Report Connie Beardsley reported that the next four pieces for the temporary art exhibition will be in place toward the end of July. The Arts Associates decided they would not have an opening at the beginning of the display, but may have one at the close. The next opening will be some time in October. Ms. Beardsley stated that the charging a fee has been discussed for the third group of artwork. This would be a nominal fee of $10 or $15. The funds could be used for a cash award. This would be an incentive for some artists. The thought was that this would encourage more qualified applicants. Ms. Beardsley stated that up to now the exhibition was not advertised in Art Week, and that will be done this time. Commissioner Portera stated that advertising in Art Week should help. Ms. Beardsley distributed applications for California Arts license plates. She had copies of an article telling the position of all County officials on the arts. She has the names and addresses, if you want to call or write a letter. The fee for admittance to the Pops Concert has been discussed, and Ms. Beardsley said the idea is not to create bad will. The concern has been with people walking in to the concert, and just how to charge. The consensus of the Commission was to use common sense with regard to the charge. One person should be charged $5, and if there is a group, then the $10 charge should apply. Arts Associates Connie Chartier gave the report, stating Diane Toomey's art that was damaged is being repaired. The Manager of the shopping center where the piece was displayed is in favor of having it back and is checking into sharing the cost of insurance. PUBLIC COMMENT: No one wished to address the Commission on a non-agenda item. July 1, 1993 ARTS COMMISSION Page 3 NEW BUSINESS: San Diego County Cultural District Tax Assessment - for discussion Connie Beardsley stated that if this Commission is interested in pursuing this idea as outlined in Danah Fayman's letter dated June 18, 1993, this could be brought to the attention of the City Council to determine whether they would be interested. Commissioner Wood stated he felt this item should not be pursued until the economy is better. Ms. Beardsley said that the City might not get any of the money, since this is to be for non-profit organizations. ACTION: By consensus, the Arts Commission agreed to have staff send a memorandum to the City Council stating they are interested in pursuing this idea of a Cultural District Tax Assessment, and asking whether Council would be willing to pursue the matter. Slide Show - for discussion This item was continued to the August meeting. Bench Donation - for discussion Connie Beardsley stated that Paul Weber, an Oceanside artist, is interested in donating a large bench to the City of Carlsbad. She showed slides of the bench and asked for Commission direction for accepting or refusing this donation. The suggestion was made to have the school district or the Boys and Girls Club consider accepting this bench. Ms. Beardsley showed slides of another neon piece of art that has been offered to the City, and stated that this would have to be placed inside a building. ACTION: On motion by Commissioner Wood, the Arts Commission directed staff to notify the two people offering donations of art pieces to the City that the City is not interested at this time. AYES: Ladouceur, Batter, Platner, Portera and Wood Election of Chairperson This item was tabled to the end of the meeting. July 1, 1993 ARTS COMMISSION Page 4 Carlsbad Theatre - information Gary Nessim presented a proposal for a foundation to purchase the Carlsbad Theatre. He stated the present owners are in foreclosure at this time, and the purchase price is excellent at $320,000. Mr. Nessim distributed copies of their proposal and explained in detail how the foundation would operate. He stated that he was asking for the approval of the Arts Commission and would be taking this proposal to the City Council to ask for money for the down payment, either in the form of a grant or a loan. Chairperson Ladouceur stated that she was in favor of seeing the theatre developed, but was concerned that if the City of Carlsbad gave the foundation $1 00,000, they would need assurance that they would not lose that investment. Applying for grants does take a lot of time. The Commissioners stated that they are not experts in fund raising, and Mr. Nessim stated funds would come from Redevelopment funds. Mr. Nessim stated he would like to have this Commission concur with his proposal and state the Commission would like to see the Carlsbad Theatre in operation. ACTION: On motion by Commissioner Batter, the Arts Commission expressed their support of having the Carlsbad Theatre in operation. AYES: Ladouceur, Batter, Plainer and Portera NOES: Wood Election of Chairperson ACTION: On motion by Commissioner Wood, this item was continued to the August meeting. AYES: Ladouceur, Batter, Plainer, Portera and Wood ADJOURNMENT: By proper motion, the Regular Meeting of July 1, 1993, was adjourned al 5:37 p.m. Respectfully submitted, CONNIE BEARDSLEY Arts Manager Harriett Babbitt Minutes Clerk Donah H. Fayman JUT June 18, 1993 Sue Ladoceur^- Carlsbad Arts Ccmnission 1200 Carlsbad Village Dr. Carlsbad, CA 92008 Dear Ms. Ladoceur, iFifaile doing research on Pbrtune Magazine's "ten best cities in which to do business", I came across a sales tax Denver passed in 1988 to support scientific and cultural facilities and organizations. Ihe tax is extremely modest - 1/10 of 1% - which certainly helped account for .its passage in Denver with a 75% yes vote. Fresno, with advice and consultation from Denver, passed a J similar tax in flfcrch this year with a 57% yes vote. if Jn May I found that the principal Denver consultant would be^ in this area, and hastily convened a few arts and museum board members to learn more about this idea. A special district must be formed by the California legislature to create this tax, and to legalize passage of the tax by a 50% plus one vote. Ihe district cannot be formed by a governmental body, but must be of grassroots origin. Before a measure can be placed on the ballot, every detail of how the tax district will operate needs to be worked out. Ihe details include who will constitute the governing board, how the money will be divided (this takes some time for all the players and beneficiaries to-agree on), definitions of all the terms in the legisl&tMlon, administration costs allowed, etc. •s$S«S£j*v'i'>*>.'Stme^gl^ngr. is essential at the outset to assess the chance of rnssin^ffifc a measure and what features should be included to increase tt^chance of passage. Ihe amount which could be raised if the special district included San Diego County and all the cities within it would be $18 - 20 million annually. TO implement this tax will take money - for polling, for an attorney to write the legislation, for a campaign to pass the measure (including an educational campaign). 700 Front Street, Number 2403, San Diego, California 92101 (619) 233-4766 Fax (619) 233-551 1 1/10 fjj§/l% is one penny on every $10. If Fresno could do it, surely SanJJiego County can. However, it cannot be accomplished by one person or a small group. It will take a broad spectrum of cultural organizations -working together to get the kind of results that can benefit us all. Enclosed is some information on the cultural tax plan in Denver, Fresno, and Salt Lake City. I would like to invite you and your organization to join us in creating a Cultural Tax District in San Diego County. I believe your organization can benefit from this tax. We need your help to make it happen. Time is of the essence. We are hoping to place this measure on the ballot in 1994. Please fill cut the form at the end of this letter and return it by June 25. ; If you have any questions please call my office at 233-4766. .-«Pw7?-/.Yours truly, '? Danah Fayman Please return to: Danah Fayman, 700 Front Street, #2403, San Diego, Ca 92101 Yes, our organization would be interested in pursuing the cultural tax idea further. i No, our organization would not be interested in pursuing the cultural tax idea further. Contact ^ . *raim*.^ *Organization ••-•- Address Phone CIRULI Models Key legislative policy options compared for Denver, Fresno, Salt Lake City and Kansas City Currently, four cultural district models,are in existence or being forged. Denver's district has been operating since 1988 and is presently distributing $18 million annually. The new Fresno district was just created by voters in March of this year and is expected to produce $5 million during the first year of operation. Salt Lake City is planning an election in June 1993 and should produce $8 million annually for cultural organizations. Kansas City is still in the planning stages, although authorizing legislation has passed in both Kansas and Missouri. Each area has adapted features of the special district design to local cultural and governmental terrain. But each district has the same engine. All have small sales tax and similar basic components, such as a distribution pattern that segments cultural organizations into tiers—usually based on size. Sales taxes are popular because they are judged more attractive than income and property taxes. Proponents are keeping the amount modest (. 10 cents) to avoid taxpayer apprehension. One exception, Kansas City, in need of major capital projects, is debating a sales tax up to one-quarter of a cent. Administrative budget limits are frugal (except Kansas which includes a substantial amount for planning and technical assistance), and all ars considering or have sunset provisions in place. Attempts to unify regions into one authority includes Denver and Kansas City which are multi-county districts encompassing population and cultural facility users. Fresno and Salt Lake incorporated their cities and counties into a single unit. All districts are comprehensive in their approach to culture. However, most limit funds to cultural nonprofits or local government and exclude education, state agencies and the media. In a limited special fund, Kansas includes schools, state and social service agencies for a very broad definition of cultural amenities, while limiting the larger operational funding to more traditional cultural organizations. 1330 LAWRENCE STREET • SUITE 650 • PO 3OX 8915, DENVER. COLORADO 80201 • 303/595-0748 The central and the most difficult decision for each district is how to distribute funds to institutions in a manner reflecting the primary goals the community wants to achieve. Each community must weigh and balance critical choices, such as investing in major assets while encouraging new initiatives, providing some dependable funding while allowing flexibility to meet new circumstances and rewarding excellence while not creating a cultural czar or bureaucracy. Most distribution systems provide the bulk of funds to the largest, most popular cultural organizations representing the largest cultural investments. But they all also allow a wide variety of small and emerging organizations access to funding. Capital projects are part of most districts' formula. Fresno has the most detailed rules for use of funding to build new cultural facilities. In contrasts, Denver and Salt Lake do not have the authority to issue bonds. Kansas City would like to add the capacity after the district is operational. All areas allow funds to be spent on capital projects except Salt Lake, but the districts also encourage investments in programs and operations and promote a pay- as-you-go financial approach. The following chart compares the main feature of the districts including: / type of tax / amount of revenue S governance /" distribution formula S administrative overhead The chart provides a useful checklist of the types of decisions that must be made when developing a district. j/2"3T3 Cultural District Moi« S.uX -2« 2a § ""> !. r| " c: t jf£ os ^ s 3 i>. sg 2 ,« "s a ;a & o« 3.3.1 a-f v,3S2 j|| - ~ 8-a 1 ° £> JS-t 1||s* M =8 r* Ooo 3- 3 o a u ( >f>o s s <=> >^w> x^ ^_ ^^ •« ON ON B .•=•*-•?•,, 2 S 3 1 1 •§ 3 S*; J? £ «o — (QCO * m o =>.0 i- ?N 2 i1 _; c ^ ON . g .-3 i/> _, V «j 3 a £ 1 S | § "»U. | S ^ - ~ 0. 1; § ^ S ON ONON oo S « g 2 • ^= "2« P. ON -t §^ .a _ 1 1 s 1 . ?! i1 Q 3 2 « *° 1 B^a, — >» oo «•c £**•.2, B <— ' 3e •«. 5S §^ "C ,, o «S S £ S 5i>. co t^ -«; •< uu> . 0 £>£. .§ '** di ^-2U °* S3 cfl ,g 3 1 « a^-§« w -g a^ 4) a u cfl «^S "Oill! 1.1 u 0«r 2 c .-r« 808 W53-"5.v> S II 1«s1^ g1 ! §9. B^3 S w -£"%C 0 <.§.i j8 >1 nlD .1 3 13, supervisor, council, PTA,retired judge, chamber, seniorstaxpayer association, labor, MeAmerican, foundation, MinisteiAlliance, retired teachers, farmbureau, plus advisoryHiS « 3 I|S « ^Hi** 8vo -n „ " 1 ^^ 5Jc:i S «5to I « 1 t .«olu — : -"a vo vo*oP-ge-i-: » I -o^-t^ 8^us.-SSts-t-: ..,25a <* g H «^ _• S go" .22o^3'2S ^^« X •— <•» « ^ 3 ^«s.w»u-.£,vo J - ** 18 St ?-lS en o « ^^^ »«o v» • s j- _ _ q <•>.- 2H.2 3-1£ s |-r ^l 1 {2pO BcocSs: uu "? ° 60 *T "n" •«•o <o a Q Si <-^iilf. ij g ^~;S>§^ "t «8« g .2 g s 2 5? vn Q 153^2 OX ':^Bo-SS60 g'2' **C c 5 > ^ O » c O.sl-^lJs.li ^•^ CJQ ^ In ^^ •• ^^ QO »wo fc 2 it KO O vo >*1*' O* o5 S^Jo^^ioo S £.•£ >n ts o *• CNinSOOtnwy — \n<«^ § 1 1ill 1" Q C*- s t; e — •J> a -Is a So'§ 3 || * g f.'l S S '&.§ 1 - >o"^ialsll •£;^ 1 SZfai3^*03 s-^,**. §'|.a i^li ^•o&^S*^^gilxs**vo 00 J3 C4 — >« vr> a3 -3O C• c ca 1 II "2 •el ^ "a &*. i | i .s q fc" ' cT if TJ QNO edOVj « >*2-3-.1 1 u 1 a ^ S5 8-•2 13 S 2? « a c--^§ - 1 8 -1 S 1 °2Ssa^slis **v2 2 S eo-6 o a ^^^•23=^:da"8 fl. » '1 SOSM rl ^^ O Cd N C «3 § 0 53 7S OS 60^-'3'2>^U4S 08^—- >* S S hP °° °*'3 hP»s 236R-O-O a^vn 2 o ir> 3 3 S.O\O B JS C4 A JS M — eQ 1 1 1 3•5 5•a -§Q *< .§consideratfc •§ §r-i 1>. oo» S•3 en 2s sCS H 'oo o" *—» Ijj> *»•ta SON 3B: eo S J2 *N § 3 ."3 "3 ^ 3" •li> §, Ig « ^•^ ly. C>--•g ^ a a^l & >• ^i; S « ~cu"<x •^-^ 3 t- T3 « *Ii.2! £ ^ 5 3en -3 S8«l Jj"o o o o5522 "S! S1 W °» .**•rt ^S For-profit, individuals, localgovernment, newspaper, cable,schools, state agenciesYesYesQ$ 1-a a -"'S 3 M 0 ^•o « 2 >-•> £^ 3a M •aT3 S 9 2^2 £•8 11 ^^u i•g- } "2 bo *••S t ~» 1 1 5v> C ej.H 0 <3bj cq <O Principles Basic principles to guide establishment of a district One of the most critical activities in establishing a district is to develop the basic principles that will guide its design, development and operation. These principles must be incorporated into the legislation. They may be written down or simply be understood among the parties, but they cannot be avoided. Developing the principles that will guide a district is a multi-faceted process involving the basic decisions and issues faced in establishment of any similar government entity. Added to the mix are the special issues related to cultural organizations and cultural granting agencies. Most importantly, a process of negotiation and consensus building must be conducted which fits the principles to the institutional and power relationships within a specific cultural community. The following are a few general issues that must be reviewed and upon which a consensus must be developed: / What is the "primary purpose" of the funds? All legislative enactments must consider what is "in" the funding and what is "out." / How high should the tax be and how much should be raised? What factors should be considered in the decision? / Will all cultural organizations qualify or only some? How much should be reserved for larger organizations and how much for smaller? / How should regional versus core city interests be balanced? How are cities and counties involved? How can the district be made accountable without becoming political? / What is the role of outreach programs and how will diversity be encouraged? / How are nonprofits held accountable for their use of the funds? / How much administrative and planning overhead should there be? / How can the need for dependable funds year after year and the need to be flexible in meeting changed circumstances be merged? How can quality be encouraged with yearly formula funding? S How can cultural district funds encourage supplemental funding and not replace other funding sources? While the basic principles do not define specific percentages and definitions for qualification and distribution of funds or operation of the district, they describe the values that guide the legislative enactment and district operation. The following are some of the principles developed by Kansas City's Mid-America Regional Council's Regional Amenities Task Force from material based on the Kansas City Regional Cultural Needs Assessment and special reports on creating a district produced by Ciruli Associates. General principles: Primary purpose Comprehensive Tax level Bureaucracy Diversity Responsive organization Formula and criteria The community should define a clear "primary purpose" for the funds. The bi-state cultural district should not create a discretionary revenue stream that could be used for vague "tourist" or "economic development" projects or facilities which do not have an ongoing public cultural purpose. Public funds should be used to support a demonstrated community need. A comprehensive approach should be developed to serve a full range of community needs and to allow small to large, urban, suburban and rural organizations, both emerging and established, to secure public funds. The community should carefully consider current and future cultural needs in determining the bi-state cultural district's sales tax rate. This need should be balanced with other tax initiatives, public policy goals and taxpayer tolerance. The tax rate selected should not raise revenues above a level that both established and emerging cultural organizations can prudently use to address their operating, program and capital needs. The district's implementation should minimize any potential for a cultural bureaucracy or costly administrative overhead. The funding strategy should respect and encourage the cultural diversity mat exists in the metropolitan community. Cultural organizations should clearly identify objectives, justify needs for programming, as well as define audience development and community outreach strategies, prior to receiving bi-state cultural district funds. The level of regular district funding to cultural organizations should have a direct relationship to financial need as well as to the level of the organization's community support as measured by such factors as public use, financial support, volunteer support and benefit to the metropolitan area. Percentage of budget New and existing institutions Capital projects Local government/ regional commission Institutional discretion Cultural organizations should not rely on district resources as the sole source of funding. Funding from the district for ongoing operating expenses, including programming, administration and facility maintenance and upkeep should not represent more than a specific percentage of an organization's total operating budget. The primary focus of district funding should be to stabilize and enhance existing cultural organizations. However, some funding should be made available to assist new initiatives. New programs should be directed at recognized community needs, such as programs aimed at underserved audiences in urban, suburban and rural areas, multicultural programming, technical assistance to cultural organizations and creating an environment that is supportive of individual artists.c1 The bi-state cultural district funds should be made available for capital projects in recognition of the significant facility needs throughout the region. Capital funds could support both new facilities and improvements to existing facilities. New facilities should be carefully evaluated to avoid underutilization or unwarranted duplication of existing facilities. A major consideration in funding capital projects should be the availability of continued resources to maintain programs and facilities in a quality fashion. Local governments should have discretion in the allocation of some level of funds. The funding level would be established in direct proportion to their tax contributions. The dispersal of these funds by local governments must be governed by the same general district principles as the bi-state commission to support cultural programs and projects. Cultural organizations receiving a regular allocation of funds on a formula basis should have the discretion to use those funds for any eligible activity, including program, administrative or capital need.