HomeMy WebLinkAbout; ; STRATEGIC CULTURAL PLAN; 2001-06-20�r
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TABLE t�F CONTENTS
INTRODUCTION ............................................................... 1
GUIDINGPREMISES ....................................................................................................1
EXECUTIVE SUMMARY ................................................... 3
CARLSBAD'S CULTURAL IMAGE AND SENSE OF PLACE ..............................4
USING CULTURAL RESOURCES TO HELP BUILD COMMUNITY .................5
CULTURE AS AN ESSENTIAL ELEMENT IN ECONOMIC
DEVELOPMENT AND TOURISM ..............................................................................8
ARTS IN EDUCATION AND LIFELONG LEARNING .........................................9
CARLSBAD ARTS OFFICE'S NAME, STRUCTURE AND SERVICES ..............9
ARTS OFFICE PROPOSED STAFFING FOR STRATEGIC CULTURAL
PLAN IMPLEMENTATION ........................................................................................11
ART'S OFFICE ORGANIZATION CHART ..............,..............................................12
PROPOSED CULTURAL DEVELOPMENT COMMITTEE
COMP�SITION .............................................................................................................13
EXISTfNG CITY CULTURAL PROGRAMS:
ARTSOFFICE .....................................................................................................14
OTHER CITY DEPARTMENTS ARTS AND CULTURAL
�PROGRAMMING .............................................................................................15
CARLSBAD ARTS OFFICE FUNDING ....................................................................16
CARLSBAD ARTS OFFICE MISSION AND VISION ......... 17
THE GOALS FOR THE NEXT FIVE YEARS ..................... 18
CULTURAL PLAN DETAIL .............................................. 19
ADDENDUM A: LIST OF ALL PARTICIPANTS IN
THE ASSESSMENT PROCESS ....................................... 29
ADDENDUM B: SUMMARY OF FINDINGS
AND RECOMMENDAT(ONS FOR STRATEGIC
CULTl1RAL PLANNING ................................................. 32
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The Arts Element of the General Plan recognizes that an aesthetic environment is an essential
�characteristic of a communiry which values its quality of life and wishes to be seen by its citizens,
neighbors and visitors as an attractive and desirabie place, addressing the needs of the human
spirit. Factors which are important to the achievement of an aesthetic environment for the City
of Carlsbad include the ready availability with in the City of visual and performing arts and
esteem for aesthetics in all of the city's landforms, landscaping and architecture.
Arts Element, City of Carlsbad General Plan, September 6, 1994.
INTRODUCTION
In the fall of 2000 the Carlsbad Arts Office embarked on a planning process to update the 1996-
2001 Five Year Arts Office Strategic Plan and the 1991 Community Cultural Plan in order to
create a new vision for arts and cultural development in the City of Carlsbad. In February 2001
ArtsMarket, a national cansulting firtn, was contracted to assist the Arts Office. Guided by the
Arts Commissioners and staff, an assessment and analysis about the community's needs
included: three days of on-site interviews conducted on February 7, April 5 and April 6 with
over 100 individuals; a review of prior Arts Office assessment work conducted by other
consulting firms; analysis of 377 arts patron survey results conducted by The Social and
Behavioral Research Institute at California State University, San Marcos; a review of existing
city plans and a full day of task force meetings on May 9 involving the Arts Office
commissioners, staff inembers and citizens representing artists, the arts and cultural sectors,
business, education, neighborhood, human services, public safety, economic development and
tourism and city government to review assessment findings and hone plan priorities.
The Carlsbad Arts Office currently exists as one of four offices in the City's Community
Services Major Service Area (MSA) along with libraries, recreation and senior services. This
updated and revised plan to be presented to C�ty Council for approval by fall, 2001, builds on the
momentum of goals and objectives from previous planning efforts. More importantly, the plan
includes baseline measures and recommends projected measurable outcomes through 2007.
GUIDING PREMISES
The following premises have guided the development of the Arts Office Cultural Plan:
l. As home to 78,247 residents, Carlsbad merits an arts scene that is vibrant, accessible and
welcoming to every citizen and visitor.
2. Carlsbad's artists, its cultural traditions, its arts and cultural resources and its historic village
are assets that significantly contribute to the community's quality of life and image.`
3. This plan recognizes and builds upon the Arts Office's and other existing arts and cultural
offerings and will strengthen existing resources before creating new ones.
4. The market for the arts in Southern California is becoming increasingly competitive and,
therefore, in order to attract, keep and expand the base of participation, cultural offerings
must sustain high quality, be well-promoted and strategically marketed.
`Library services received the highest ranking (96.0%) in the January 16, 2001 Version: City of Carlsbad, 2000,
conducted by The Social and Behavioral Research Institute at California State University, San Marcos.
5. In addition to art for art's sake, Carlsbad's arts and cultural resaurces have the potential to
help address important non-arts sector agendas from public safety and neighborhood
development to economic development and the preservation of natural resources.
6. Partnership building between the arts and cultural sector and other community sectors could
provide momentum to suecessfully advance other important City goals such as education, the
preservation of open space, accommodating the needs of families and public safety.
7. Carlsbad's arts and cultural development can greatly benefit from increased information
sharing, communication and coordination between the Arts Office and other city
departments, especially those offices in the Community Services Department (libraries,
recreation and senior services).
8. The implementation of this cultural plan must be incremental. Plan success will be built on
�Arts Office history, reputation, community partnerships, relationships with other city
departments and the Arts Office's proven track record to guide and support cultural
development.
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EXECUTIVE SUMMARi'
This cultural pIan is action oriented. Forged and shaped over a six-month periad from November
2000 through May 2001, it recognizes the voices of Carlsbad's citizens across all sectors.
This plan accomplishes the fallowing:
♦ It recognizes, acknowledges and builds on the Arts Office track recard of providing high
quality arts and cultural programs and services.
♦ It identifies growing community needs and proposes strategic goals and actions for the Arts
Office and Arts Commissioners to address them.
♦ It addresses factors that have impeded or contributed to the development of arts and culture
in Carlsbad.
♦ It determines tasks that require attention now and over the next five years.
♦ It sharpens the direction for arts and cultural development and it maximizes both the City of
Carlsbad's and private sector resources to support that direction.
Themes that emerged in the assessment process (fully described in the Summary of Findings
Recommendations far Strategic Cultural Planning2) are as follows:
l. Carlsbad's image and sense of place.
2. Using the city's cultural resources to help build community. .
3. Cultural development as an essential element�in economic development and tourism.
4. Arts in education and lifelong learning.
5. Arts Office structure, services and funding.
2 Cultural Needs Assessment Overview: Summary of Findings for Strategic Cultural Planning, May 2001, served as
the basis for a full day of facilitated Task Force meetings on May 9, 2001 at National Association of Music
Merchants (NAMM) Headquarters in Carlsbad to determine plan priorities.
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CARLSBAD'S CULTURAL IMAGE AND SENSE OF PLACE
Incorporated in 1952, Carlsbad is a community with a median household income of $54,634
ranking it sixth among San Diego's 20 jurisdictions.3 Eighty-six percent of the community is
white. No other single race accounts for more than five percent of the population and, in terms
of ethnicity, Carlsbad is 11.7 percent Hispanic and 88.3 percent Non-Hispanic.4 Census data
shows that Carlsbad's median age is 38.2 years. The most significant population growth is
projected among Carlsbad's youth. Generation Y'ers (those 21 and under) show a projected 26
percent growth rate.5
Key issues raised about Carlsbad's image and sense of place included the following:
MANAGING GROWTH
Many expressed hope that Carlsbad will continue to positively manage growth. Beyond the
natural beauty of Carlsbad's ocean side proximity and warm climate, what can the cultural
community do to help sustain quality of life for all citizens? What role can the cultural sector
play to help Carlsbad keep its charm and quaintness? One business leader said, "I moved my
company here from Los Angeles because I believed this was a city that urbanized without
sacrificing quality of life." Preserving the overall sense of community spirit and cohesiveness
through future growth was frequently mentioned. A downtown merchant said, "As this city
approaches build out, I hope we don't become another urban mistake like sa many of our
neighboring California cities where development becomes more important than preserving a
quality environment for the people who live there." In addition to strong sentiments about
keeping the Village walkable, others expressed the hope that the cultural plan would identify
strategies ensuring cultural amenities remain a priority in the Barrio, Carrillo Ranch and in
Carlsbad neighborhoods.
THE NEED FOR A SHARED IDENTITY
The assessment process revealed a perceived growing dichotorny between residents and
businesses located north and south of Palomar Road. "Many residents living in the southern part
of the city do not identify themselves with Carlsbad. Residents say they're from La Costa, and
some businesses whase names are known to markets around the world don't have Carlsbad in
3 City of Carlsbad Community Profile, 1998.
4 U.S. Bureau of the Census, 1990-2000 and City of Carlsbad Community Profile 1990 vs. 2000 Census Changes in
Ethnicity and Race.
5 City of Carlsbad Community Profile, 1998, Population Projections by Cohort Group.
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their names." There was unanimity in the image task force session on May 9 that city marketing efforts
should find proactive ways ta address the identity issue. Task force participants also asked that the plan
recommend ways the community of artists and arts organizatioris could contribute more substantively to
an o.verali effort of improving the visual environment of the City. "Carlshad has the potential to develop
an aesthetic image on par with Santa Barbara," said one businessperson, "provided we all work
together."
A REQUEST FOR CITY GOVERNMENT TO BECOME MORE INCLUSIVE
Interviews revealed a high level of confidence in City government to manage growth. However, the
assessrnent reveaied a perceptian among business leaders that there is a disconnect between the City and
citizens willing to offer assistance. One businessperson said, "This city has the heart for managing
future development, but I wish there were more opportunities for private sector involvement. More
could be accomplished if we were able to combine resources." The plan calls for the creation of a more
broadly representative Public/Private Cultural Development Committee to work with the Arts
Commission and Arts Office. Its purpose would be to extend the Arts Office's reach across the
community involving leadership from other sectors in cultural plan implementation.
THE NEED — ONCE AND FOR ALL — TO ?PUT TI3E PI.TBLIC ART CONTROVERSY
BEHIND
Another sentiment repeatedly heard in the assessment process was the community's need to move
beyond the 1992 public art controversy of the Split Pavilion. One citizen's comment captured the
broader sentiment: "The community has used the bars as a convenient excuse not to give the arts the
attention they deserve and so we're missing the chance to create a cultural mark — an identity here —
and that's unfortunate." The plan recommends a. stronger working relationship between the City's
Design Review Board and the Arts Office (Arts Cammissioners and PubliclPrivate Cultural
Development Committee) to develop voluntary guidelines for community-wide design.
USING CULTURAL RESOURCES TO HELP BUILD COMMUNITY
The Arts Office and Arts Commissioners currently serve in both formal and informal advisory roles with
many other non-profit organizations and other city departments enabling collaboration in program and
service delivery. With Carlsbad's increased growth — and with it, increased demands for services —
this assessment process calls for the Arts Office to take on a greater citywide stewardship and leadership
role.
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Additionally, the assessment process revealed scores of ideas as to how the arts could be used to
successfully achieve shared cross sector quality of life goals.6
THE ARTS AS A BRIDGE TO LINK CULTURES
More than half the individuals interviewed believe festivals and participation in arts activities are
effective ways to bring together people and increase citizen understanding and appreciation for different
cultures. From the San Dieguito Performing Arts programs and Arts Of�ce jazz concerts to festivals in
the Barrio and the Recreation Department and Arts Office's summer camps, a prominent assessment
finding was broad appreciation of the value of the arts to bring people together. "Carlsbad's cultural
resources are precious community attributes not measurable in monetary terms and I hope they are not
diminished with growth," said one business leader. The plan calls for improved marketing,
communication and networking among Carlsbad's cultural providers to increase arts awareness and
access citywide. It also calls for greater collaboration with San Diego arts organizations bringing their
programs and services north of I-5 to Carlsbad. �
PRESERVING CULTURAL LEGACY
Noteworthy among a number of citizens in the as�essment process was the level of pride in Carlsbad's
Hispanic cultural legacy and early settlement that many hoped this �lan would preserve. Descendants of
Latino families who settled in Carisbad more than a century ago are today an integral part of the city's
persona. One neighborhood leader said, "There is an entire population of citizens in the Barrio whose
ancestors settled these parts a long time ago and future growth and development should not forget
them.'" While many pointed to the positive Anglo/Hispanic crossover, the need to remain sensitive to
and "in front of it" was also expressed. A Hispanic business leader said, "Those who were born in
Carlsbad want to stay here and there is a fear among poorer Spanish families that in future years this
community will no longer be affordable." Whi1e there is an understanding about the cultural plan's
limitations to address inevitable growth challenges, the plan's call for preservation of cultural legacy
will keep an awareness of traditions visible arid hopefully engender appreciation of their value among all
residents and visitors. �
THE ROLE OF THE ARTS IN NEIGHBORHOODS
The consultant frequently heard about needs exceeding resources in the neighborhoods. Boys and Girls
Club leaders spoke about unmet demands for programming that the arts community could help fill. The
6 Arts Office staff currently staffs or participates on the Community Cablevision Foundation, Sister City Committee,
SchooUCommunity Arts Education Advisory Committee, and other community-based endeavors.
' Secrets of the Spring, a book about Carlsbad's history was suggested by one interviewee as required reading for all civic
leaders responsible for future growth and development.
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City's recreation staff inembers told the consultant that the waiting list for their summer camp programs
far exceeded the available slots and that perhaps the Arts Office and Recreation Department might
explore collaboratians to expand offerings. Human service providers, educators and public safety
officials interviewed view the arts as a posi.tive influence and outlet for Carlsbad's youth. Though
Carlsbad's median household income ranks it sixth among San Diego's 20 jurisdictions, the City's
northwest quadrant is home to many underprivileged families.8
Interview comments revealed information about the extent of needs: "Many kids lack essential adult
influence," said one human service organization director. This problem is exacerbated by new Spanish
speaking migration. "Many parents lack tools to help their chiidren," the organizer continued, "and their
pride makes them reluctant to ask." Another youth services provider said, "Raising their children in two
cultures is a challenge for many Hispanic families, and though lots of resources and lats of efforts have
been expended, we are continually challenged to provide effective assistance." The plan will build upon
the existing network and collaborations between cultural and community service providers to increase
opportunities for Carlsbad's youth.
INCREASING ARTS ACCESS AND ARTS OFFERINGS
Public performance space and artists studio space recommendations sited in the 1991 cultural plan —.
and again in The Social and Behavioral Research Institute at California State University, San Marcos
2000 study — continue to be valid needs9. A Cultural Plan for Carlsbad presented in June 1990 by the
Wolf Organization called for the construction of a cultural center, the renovation of the Carlsbad Theatre
and closer collaboration with the Parks and Recreation and Planning Departments to incorporate cultural
components into planned and prospective facilities development. To date, these recommendations have
not been acted upon.
Access was a second critical issue raised in ArtsMarket's assessment interviews and in The Social and
Behavioral Research Institute at California State University, San Marcos study. As Carlsbad has grown,
so has the city's appetite for a broader palate of cultural offerings.10 Traffic on I-5 is a deterrent to
attending San Diego events. Residents want events closer to hame. The Arts Office has already
initiated collaborations with San Diego arts arganizations ta bring their programs to Carlsbad but more
needs to be done.l'
$ City of Carlsbad Community Profile, 1998.
9 In The Sociai and Behavioral Research Institute at California State University, San Marcos 2000 study, the need for
entertainment venues was ranked highest at 66.3 percent, page 46.
'° Ibid. the importance of arts and cultural programs was ranked fifth of 15 city programs and families in average importance,
pages 17-18.
" Efforts are currently underway with the San Diego Opera and Mostly Mozart.
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Adaptive reuse or expansion of existing facilities is recommended in the plan. One Hispanic community
leader urged the cultural plan to promote parlcs as venues to bring the arts to the people. When an arts
provider explained that some parks were ili suited for performances because sound quality for the
audience was poor, the Hispanic leader replied, "Better to have less than perfect programming in the
neighborhoods than no programming at all." That leader continued, "For many families arts close to
home are the only opportunities they will ever have." The plan recommends increased use of city parks
and existing neighborhood venues as a way to bring more cultural activity to residents. Having world-
class arts programming available 20 miles south of CarIsbad in the City of San Diego begs the question
for more collaboration. It is unrealistic to believe that Carlsbad should — or could — cultivate new
organizations. With San Diego organizations in quest of market expansion, expanded services to
Carlsbad should be maximized.
CULTURE AS AN ESSENTIAL ELEMENT IN ECONOMIC DEVELOPMENT
AND TOURISM
Increased collaboration between the tourism, economic development and arts and cultural sectors was
reiterated throughout the assessment. Efforts to improve the quality of offerings in Carlsbad's Village
could benefit by including artists, crafts persons and arts programming in new development. Business
representatives spoke to existing fees on commercial development and the strategic use of those funds
for parks, public space and amenities. The plan recommends that the Public/Private Cultural
Development Committee, Arts Commissioners and Arts Office work more closely with Economic
Development, the City and developers to maximize these and other opportunities to finance initiatives to
improve the built environment and increase arts access to all citizens.
The plan recommends increased information sharing about cultural offerings among the providers of
visitor amenities. Website linkages and marketing collaboration with the Convention and Visitors
Bureau, the Flower Fields, the Downtown Business Association, Economic Development and cultural
providers was recommended. When the City next updates its Villa�e Area Information Guide,
information about cultural websites and offerings should be more prominently listed. The Arts
Commission, the Public/Private Cultural Development Committee and Arts Office will be encouraged to
pursue strategies wherein the marketing agendas of local industry are linked with cultural providers
creating a critical mass of synergy to boost Carlsbad as an outstanding place to live, work, retire and
v2sit.
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ARTS IN EDUCATION AND LIFELONG LEARNING
Arts patrons surveyed in The Social and Behavioral Research Institute study strongly agreed that
children's exposure to the arts was important.12 The Arts Office has a long and impressive track record
in arts in education and has been awarded numerous California Arts Council grants to support its
programs. This plan builds on that track record with the goal to increase both the depth and breadth of
arts experiences for all Carlsbad students. This plan recommends the expansion of the Arts �ffice's arts
in education assessment project urging three-year updates to measure progress. It aiso recommends
creation of a Web site that will serve as a"Yellow Pages" for arts in education offerings. The plan will
implement strategies enabling the cultural sector to reach more under served populations. It will also
advocate partnership building with area colleges to share resources and build stronger, more successfui,
programs for youth.
CARLSBAD ARTS OFFICE'S NAME, STRUCTURE AND SERVICES
Carlsbad's Arts Office's track record for providing high quality programs and services over the past two
decades is known locally, regionally and nationally. California Arts Council Director Barry Hessennius
told ArtsMarket, "Under Connie Beardsley's exemplary leadership, Carlsbad continues to serve as a
model for cultural development in municipalities across our state." This fact was validated in
assessment interviews and in research findings from The Social and Behavioral Research Institute at
California State University.13
Given both the growth experienced and growth projected, ArtsMarket recommends an expanded Arts
Office role. Over the years, the Arts Office has served more as a cultural producer and provider of an
extensive roster of events and programs. At this juncture in time, current community needs demand
even more. To accommodate the growing need for greater coordination in the arts sector and increased
offerings, the Arts Office needs to determine what existing programs and services must be sustained,
which ones might be devolved to other organizations, and how the Arts Office could be repositioned
enabling it to better coordinate, support and promote Carlsbad's overall cultural development.
The following Arts Office recommendations are, therefore, proposed:
♦ Immediately rename the Arts office to become the Cultural Arts Office.
lz When asked to state the level of agreement or disagreement to certain posted statements about the arts and the community
of Carlsbad, 82.9 percent strongly agreed that it is important for children to attend arts events.
13 The preliminary findings of The Social and Behavioral Research Institute at CaIifornia State University, San Marcos Arts
Office Survey rated staff professionalism at 98.6 percent, staff knowledge of exhibition and program at 93 percent and staff
friendliness at 98 percent. Approximately the same number of respondents reported good or excellent marks for quality of
exhibition. Programs were rated at 98 :9 percent and quality of visual and performing artists at 98.5 percent.
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s Assess existing Arts Office staff complement and expertise to determine which skilis and knowledge
are important to future service delivery and make necessary additions.
♦ Building on the existing structure of Carlsbad Arts Associates, expand and strengthen its
membership and purpose: �
♦ Create new protocols between the Arts Office, its Commissioners, The Community �ervice
departments and offices of City Government and other city departments to ensure that all City of
Carlsbad's culturally related resources, programs and services are well coordinated, promoted and
share the same s'tandards of excellence.
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THE GOALS FOR THE NEXT FIVB YEARS
GOAL 1: MAKE ART AND CULTURE ESSENTIAL TO EDUCATION AND
LIFELONG LEARNING.
GOAL 2: PROMOTE THE VALUE OF THE ARTS AS INTEGRAL TO
ENHANCING CARLSBAD'S QUALITY OF LIFE AND ITS FUTURE
GR�WTH.
GOAL 3: INCREASE AWARENESS OF ARTS AND CULTURA.L RESOURCES
AND ENCOURAGE PARTICIPATION OF ALL CARLSBAD'S
RESIDENTS AND VISITORS.
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