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HomeMy WebLinkAbout2005-09-01; Arts Commission; MinutesMINUTES Carlsbad Arts Commission September 1, 2005 City Manager's Conference Room Commissioners Present: Rita Francis, Barbara Iserloth, Gary Hill, Felicia Shaw, Sherman DeForest, Fran Carrillo, Ron Juncal Chair Hill called The Meeting to Order at 9:00 a.m. Minutes The August Minutes were tabled to the October meeting. Presentation by artist Ron Juncal Mr. Juncal gave the Arts Commission a presentation on what type of art he creates and his role as an artist in the community. Discussion of ideas for increasing attendance at Arts Commission meetings The Commission discussed various ideas on how to increase attendance at Arts Commission meetings including the possibility of holding meetings at different locations. Comments on the Arts Office's Three-Year-Plan Chair Hill stated he felt that some of the values related to arts education issues should be grouped together. Commissioners' Reports Felicia Shaw reported that she attended the Billie Awards presentations for San Diego's regional theater community and that New Village Arts won a number of awards and was recognized often for their excellence. She also attended their Shakespeare in the Park presentation that was partially funded by a Community Arts Grant and thought it was great. Fran Carrillo reported that the Arts-in-Education Advisory Committee meetings will begin soon. Barbara Iserloth attended this year's State of the City event and thought it was excellent. Ron Juncal commented that the TGIF Jazz concerts he attended and the Art At Jazz programs were both great. Gary Hill reported that he was proceeding to meet with various "art" people in the community to put together a coalition to work for a strong representation and presence of arts and culture in Carlsbad's future, especially with the new City Hall. He said that at this point, he was doing this work in his role as a community leader, not as the Chair or a representative of the Arts Commission. At some point, he expects the Arts Commission to be involved in these meetings and discussions. He suggested that Commissioners read the Michael Friedman presentation from the first CCPS meetings that are now on the City website. Arts Manager's Report Peter Gordon reported on the upcoming opening of the Jean Lowe show in the Cannon Art Gallery, the community arts grants workshops, the Boards and Commissions Appreciation Event, the TGIF Jazz concert season, and the Arts Office's Volunteer Appreciation Night event, scheduled for Friday, October 21, from 6 to 7:30pm. Meeting adjourned at 10:26 a.m. City of Carlsbad Cultural Arts Office Cultural Arts Office City of Carlsbad Three-Year Strategic Plan 2006 - 2009 July 5, 2005 Draft 1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 • (760) 434-2920 • FAX (760) 730-0329 TABLE OF CONTENTS Mission and Values 2 Situational Overview, 2002 - 2005 3 Strategic Plan Overview, 2006 - 2009 4 Goal #1 A. Visual Arts William D. Cannon Art Gallery 5 Sculpture Garden 5 Public Art 6 B. Performing Arts 6 C. Education 7 D. Service to the Field 8 E. Sister Cities Program 8 Goal #2 A. Finances/Development 10 B. Administration/Staffing 10 Goal # 3 A. Public Relations/Marketing 11 B. Audience Development 12 Goal #4 : 13 Addenda A. Cannon Art Gallery: Artistic Vision Statement 14 B. Guiding Principles from Cultural Arts Office "Town Meetings on the Arts," January 2005 16 C. Process and Resource/Bibliography (partial lists) 18 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 1 Mission The Carlsbad Cultural Arts Office is dedicated to fostering the awareness, appreciation, and expression of the cultural arts among the diverse audiences in the City of Carlsbad. Through a broad range of arts and arts education programs, public art projects, grants to local arts organizations and artists, information, services, and publications, all of which are designed to engage and enrich the individual and the community, the Arts Office strives to make the arts an accessible, integral, and lifelong part of peoples' lives. Values The Mission of the Cultural Arts Office is guided by a set of Values that shapes all of our endeavors. The Cultural Arts Office firmly believes in • The centrality of the arts to the vitality of our community and society • The accessibility of arts and arts education activities to all people • The arts as an integral part of life-long learning • The power of the arts to stimulate economic development and to build strong communities • The affirmation and support of diversity in all aspects of the arts • The commitment to excellence in the arts experience • The importance of arts education for every age and every skill level • The responsible stewardship of City resources in all its arts programs CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 2 Situational Overview, 2002 - 2005 For the past three years, the programs of the Cultural Arts Office have remained relatively stable and consistent. With City budgets generally emphasizing no new positions and no new programs during this period, the goal, and sometimes challenge, for the Arts Office was to continue to offer the same level of service and the same quality of programs to an ever-increasing Carlsbad community. In 2002, Carlsbad's population was about 87,500; by 2005, about 95,000. In other areas though, the dominant, operative word for the Arts Office was "change," with the most impactful changes occurring in personnel, hi December 2001, the City's first Arts Manager retired after 16 years of service and a new Arts Manager began in July 2002. This change of leadership within the office went relatively smoothly, facilitated by the existing staffs tremendous flexibility and commitment to the overall program already in place and functioning so well. Much needed part-time administrative and receptionist staff was also added to the William D. Cannon Art Gallery by shifting other staffing assignments and priorities within the Arts Office. Finally, the Community Arts Coordinator for Arts Education was changed from part-time to full-time status, bringing a cohesive and coherent vision to that part of the program. These changes were all designed to reallocate existing resources in response to priorities identified by the City and requests made by the community. Major changes in personnel and leadership also took place in the Carlsbad Arts Commission and the Carlsbad Arts Associates (now known as the Carlsbad Friends of the Arts). While neither group supervises Arts Office staff nor directly dictates Arts Office programming, nevertheless, the activities of the two groups are closely aligned and inter- connected with those of the Arts Office. The challenge for the Arts Office during this period was to keep relations positive and productive while responding to the shifting directions and priorities that often come with such personnel and leadership changes. Another area of change, or perhaps a new "focus" for the Arts Office was the emphasis on improving communications with the community. All levels of City government became involved in this issue, with the highlight being the "Connecting Community, Place, and Spirit" conference and subsequent town meetings begun in 2003. City Council added "Citizen Partnership and Connection" to its list of goals and expanded another goal to specifically include the arts ("Learning, Culture, & Arts"). In the Arts Office, more staff attention and resources were focused on informing current, as well as potential audiences about the many programs that were being planned and presented by the Arts Office and its partners. CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 3 Strategic Plan Overview, 2006 - 2009 The past three years have shown the firm commitment of the City and the staff to sustain Cultural Arts Office programs and services for the community, even during a period full of personnel changes and flat budgets. The next three years look similar in many ways. First, there will again be major personnel changes that will affect the Arts Office with the hiring of a new Library Director (the person the Arts Office reports to) and the appointment of a new Director for Community Services (the person who directs the management service area that the Arts Office and Library fall under). And second, it seems reasonable to expect the City to continue a cautious budgetary approach, at least for the near future. Indeed, the theme of the 2005-06 fiscal year budget was "effectively managing today's resources for tomorrow" — a theme already well practiced by the Arts Office. Thus, while offering the same level of service to the community will continue to be an overarching priority for Arts Office, "analysis and planning" will be the key areas of expansion in this three-year strategic plan. In broad terms, that means evaluating current programs, resources, and staffing for their effectiveness; making sure priorities are appropriate and relevant; reviewing and revising current policies and procedures and writing new ones if needed; and doing research on future partnerships and facility issues. In practical terms, that translates into documents such as an updated Public Art Master Plan, a comprehensive fundraising plan, proposals for forming programming partnerships with other organizations or communities, a review and evaluation of the Sister Cities program, and a proposal for the creation of a facility dedicated to arts education. This type of analysis and planning not only creates an important foundation — a solid infrastructure -- for the long-term continuity of the Arts Office and its programs, but also sets the stage for the Arts Office to be ready and able to respond when a period of growth occurs. The Cultural Arts Office's priorities over the next three years are developed under the following four goals: 1. To generate a broad range of high quality arts and arts education programs for the community 2. To achieve a fiscal efficiency and operational effectiveness that will ensure the continued vitality of the Cultural Arts Office and its programs 3. To serve current audiences while developing new and diverse ones 4. To encourage a vital aesthetic environment for the community through the development of dedicated arts facilities CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 4 Goal #1: To generate a broad range of high quality arts and arts education programs for the community A. Visual Arts William D. Cannon Art Gallery Exhibitions Since its inception in 1999, the William D. Cannon Art Gallery has been very highly regarded by exhibiting artists, visitors, and critics alike. Indeed, the 2004 exhibition, "Beasts & Bones: The Cartoneria of the Linares Family," which was organized by the Gallery, attracted over 8,000 visitors (not including student groups) for a 10-week presentation — an extraordinarily impressive figure for a 2,000-square-foot exhibition space. The Gallery is especially noted for its broad range of exhibitions, a conscious planning strategy designed to reach out to an equally broad range of audiences. (See William D. Cannon Art Gallery Vision Statement: Addendum A) Over the next three years, the major challenge for the exhibition program will be to continue the museum- quality level of its exhibitions, while maintaining a balance of Gallery-organized exhibitions with rented, traveling exhibitions. Key Outcomes • Set exhibition schedule two years in advance, with third year being flexible • Rewrite a simplified exhibition loan agreement/contract by 2006 • Cannon Art Gallery Invitational institutionalized as a biennial exhibition, presented in alternate years from the Cannon Art Gallery Juried biennial • Publish catalogue with each Cannon Art Gallery Invitational; one additional catalogue published per year, funds permitting • Develop plan for publishing an ongoing series of posters related to Gallery exhibitions, including funding sources and purpose • One collaborative exhibition project initiated by 2008 Sculpture Garden Key Outcomes • Continue to install one new exhibition each year, with accompanying brochure CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 5 Public Art Over the next three years, a number of exciting, new public art projects related to City capital improvement projects should be coming to fruition, at sites including Pine Avenue Park, Hidden Canyon Community Park, Aviara Community Park, Fire Station #6, the Golf Course, and Alga Norte Community Park. Key Outcomes • Revise and update Public Art Master Plan by 2006 • Prepare and carry out plan for proposed re-installation of Benbo Bullock's "Marmalade Butterfly" and new installation of Italo Scanga's proposed donation by 2007 • Evaluate issues and prepare proposal for installation or other action on the informational kiosk currently in storage by 2007 • Compile comprehensive inventory of public art collection, with photographic documentation by 2007 • Develop and implement plan to make information about the public art collection more accessible to public by 2008 B. Performing Arts The TGIF Jazz in the Parks concerts celebrate their 20th anniversary in 2005. A benchmark for community programming in the county, these summer concerts have truly become a Carlsbad tradition — almost as much a symbol for the City as the Flower Fields. Meanwhile, the Opera Lecture series that has been presented in association with the San Diego Opera from January through May for the past five years consistently fills every seat in the Schulman Auditorium. The challenge for the Arts Office in the next three years will be to continue presenting its longstanding, popular programs like TGIF Jazz, the Opera Lectures, the Multicultural Arts Festival (13 years), and Festejando a las Madrecitas (15 years) while also finding the budget and staff time to introduce new programs to the community. Key Outcomes • Working closely with appropriate City departments, develop plan to reintroduce TGJJ7 concerts back into northwest quadrant, as soon as possible • Do feasibility plan, with recommendations, for collaborative projects with San Diego-based organizations such as Playwrights Project, Old Globe, La Jolla Playhouse, etc, during 2006, for possible implementation in 2007 or 2008 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 6 • Program schedule, with scope of work and timeline for each project, to be set at least 8 months ahead by 2006 and 12 months ahead by 2007 • Compile a comprehensive "playbook" on all administrative aspects related to TGIF concerts by 2007 • Do feasibility plan for a future summer Shakespeare "Festival" working with New Village Arts and other presenting groups by 2007 for possible implementation in 2008 or 2009 C. Education Commitment to educational programs such as Three-Part-Art, Family Open Studios, and Art At Jazz will continue to be a top priority for the Arts Office over the next three years. However, listing "Education" as a separate category is almost misleading ~ because there is actually an educational intention and aspect to almost every program presented by the Arts Office. The Cannon Art Gallery's Three-Part-Art program for 3rd- and 4th graders continues to be the centerpiece of the Education program. Hugely popular and highly valued by teachers, Three-Part-Art was awarded an Institute for Museum and Library Services "Museums for America" grant in 2004. In the inaugural year of this federal program, only 14 grants were awarded in California, and the Cannon Art Gallery was the only institution to receive a grant in San Diego County. Objectively speaking, this was a tremendously impressive achievement for a program that is only six years old. Key Outcomes • Write a vision statement for the Education program by 2006 • Continue to present arts education programs at current locations such as Cole and Dove libraries, but develop a feasibility plan on presenting education programs at new locations within the community such as Carrillo Ranch by 2006 • Get appropriate arts education materials, such as the Three-Part-Art curriculum guides, onto the website by 2007 • Prepare a report on future direction of Summer Arts Camps, analyzing the current offerings in relation to other camp programs offered in the region, and considering different types of thematic offerings, new collaborative partnerships, etc by 2008, for possible implementation in 2009 • Do feasibility study on the possibility of providing arts education programs in Carlsbad in collaboration with San Diego-based organizations such as San Diego Opera, Old Globe, etc, in 2007, for possible implementation in 2008 or 2009 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 7 D. Service to the Field The Community Arts Grants program marked its 18th year of operation in 2004 and remains the centerpiece of the Arts Office's commitment to help strengthen local arts organizations and artists while providing cultural opportunities for Carlsbad residents. The challenge here is to encourage the submission of compelling new proposals from applicants while continuing to assist Carlsbad organizations and artists without creating expectations of, or reliance on, annual financial support. Key Outcomes • Develop a "yellow pages" style directory of arts and cultural resources available in the community by 2006; recommend implementation strategies for making the data accessible in 2007; carry out strategies hi 2008 • Develop a program — possibly a series of technical/informational workshops or art "conversations" — that carries on the interest and connection created by the Arts Office's Winter 2005 "town meetings for artists" for 2006 • Provide research and technical support to Carlsbad Village Business Association on art-related projects in Village • Work closely with Arts Commission to create a regional association of area arts commissions by 2008 E. Sister Cities Program One ongoing challenge for the Arts Office is to create more awareness of the Sister Cities program within the community. While there is no one perfect strategy, doing more public programs that impact a larger segment of the local Carlsbad community would certainly contribute to both residents' cultural opportunities and their awareness of Carlsbad's international partnerships. Key Outcomes • Propose shift of annual Futtsu homestay to biennial status, with Karlovy Vary visits taking place in the alternating year; start implementation as soon as possible • Get Sister Cities projects on same timetable as Performing Arts programs: scope of work and timeline for each project set at least 8 months ahead by 2006 and 12 months ahead by 2007 • Research possible collaborations with Encinitas and Oceanside on Sister Cities projects; for example, organize joint trip to Japan, visiting both Futtsu (Carlsbad's Sister City) and Hondo (Encinitas' Sister City) CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 8 Develop proposals to add a Sister Cities component to current local programs, such as Taste of Carlsbad, Multicultural Arts Festival, Library's Book Sale, and ArtSplashby2007 Review and evaluate purpose, goals, objectives, and structure of the Sister City program with written recommendations for future of program by 2007; if appropriate, write new vision statement for program by 2008 and produce new informational brochure by 2009 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 9 Goal #2: To achieve a fiscal efficiency and operational effectiveness that will ensure the continued vitality of the Cultural Arts Office and its programs A. Finances/Development Although the Arts Office has been successful at raising funds through a variety of means — individual giving, state and federal grants, contributions from its Friends group — there is currently no one overall vision or plan in place to guide future fundraising efforts. The biggest challenge over the next three years will be to construct that overall fundraising plan. Key Outcomes • Do feasibility study and cost analysis on impact of charging for bi-monthly newsletter, "Arts News," by 2007 • Develop long range fundraising plan by 2008 B. Administration/Staffing During the past three years, a number of shifts have been made in staffing assignments to better reflect the priorities and work flow of the Arts Office — with education and publicity both areas that were strengthened. Over the next three years, the continued and expanded use of volunteers in a planned and organized manner will be an important element in the maintenance and possible growth of many Arts Office programs. Key Outcomes • Analyze overall graphic design needs and designate appropriate staff to complete products in a successful manner as soon as possible • Reorganize storage spaces at Arts Office for better access • Finish inputting data into new mailing list database; review and update old lists; develop plan for future uses and upkeep • Review and reorganize photo archives and public art files » Add Arts Office to the City's Performance Measurement Standards program by 2006 » Create phone tree system for the Cannon Art Gallery by 2006 • Review staffing needs to ensure same level of service and quality of programs is maintained, with recommendations if appropriate • Clarify roles and responsibilities of the Cultural Arts Office, the Carlsbad Arts Commission, and the Carlsbad Friends of the Arts in written form by 2008 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 10 Goal #3: To serve current audiences while developing new and diverse ones The Arts Office's public programs — such as TGIF Jazz, Cannon Art Gallery exhibitions, and Family Open Studios ~ are recognized for their high quality, and each has a loyal audience, hi addition, media attention for these and other Arts Office programs during the past three years has been especially strong, due in part to the quality of the programs and in part to the added staff energies put into public relations and marketing efforts. And yet, many local residents still do not know about the Arts Office and its various programs. The basic challenge over the next three years is to improve our lines of communication within our own community — so that people are aware of the quality and variety of Arts Office programs. People can't attend a program, or a presentation if they don't know about it. A. Public Relations/Marketing Key Outcomes • Website content updated as soon as possible; plan for keeping content up-to-date proposed and implemented by 2006 • Press contact list reviewed and updated in database by 2006 • New graphic identity completed by 2006 • Add wall-mounted "information center" at Carlsbad City Library (Dove Lane) for Arts Office collateral materials, similar to the one currently at Cole • Analyze current system of distribution of collateral materials and propose ways to improve impact and effectiveness as soon as possible • Plan for improved signage for Cannon Art Gallery by 2006; implementation by 2007 • Write, design, and print a new Arts Office "fact sheet" as a rack card or brochure by 2007 • Research and develop proposal for simplified method to notify audiences about programs via internet by 2007; begin implementation in 2008 • Develop plan for increasing visibility and publicity for the Sculpture Garden by 2008, for implementation in 2009 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 11 B. Audience Development Key Outcomes • Review, update, expand, and systematize mailing lists for artists and Gallery (related to Goal #2B) • Research and develop proposal for gathering new names of interested audience members in 2006, for implementation in 2007 or 2008 • Work with City/Cal State San Marcos yearly survey team to identify which audiences are not aware of Arts Office programs in 2007, develop strategies to reach out to those audiences in 2008, for implementation in 2009 CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 12 Goal #4: To encourage a vital aesthetic environment for the community through the development of dedicated arts facilities In January 2005, the Arts Office held a series of town meetings throughout the community. The meetings were based on the "Connecting Community, Place and Spirit" meetings held two years earlier by the City, but were designed to focus on issues related specifically to the arts. The entire set of "Guiding Principles" from those meetings are attached as Addendum B, but one issue and concern that continually came up in every meeting was the desire for more spaces devoted to the presentation of the performing arts, and specifically theater. The Arts Office is not in a position to create such spaces, but it can provide valuable research and expertise to help guide the decision-making for future development of such spaces here in Carlsbad. Key Outcomes • Research and propose options for improving acoustics in Cannon Art Gallery by 2008 • Be prepared to offer well-researched input related to the development of appropriate cultural spaces for Carlsbad's performing arts groups • Develop a plan for a facility or space that is dedicated to arts education, considering sites such as the former library space next to the La Costa Roasting company • Take a pro-active role in discussions related to the new Civic Center to ensure the arts are a significant component of the new complex CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 13 ADDENDUM A WILLIAM D. CANNON ART GALLERY EXHIBITIONS The 2000-square foot William D. Cannon Art Gallery opened September 25,1999 and is located in the new Carlsbad City Library complex at Dove Lane and El Camino Real in the south of Carlsbad. The main entrance to the gallery is accessible from the complex's central courtyard. Over 2,000 people per day visit the complex, which in addition to the library and gallery includes a 220-seat auditorium, a multipurpose workshop room, and a children's sculpture garden. The Gallery presents between five and six exhibitions per year. ARTISTIC VISION The William D. Cannon Art Gallery (CAG) is a focal point for art and culture in the City of Carlsbad and in San Diego's North County. Through changing exhibitions, school outreach programs, docent-led gallery tours, hands-on family activities, lectures, and publications, all of which are designed to engage and enrich the individual and the community, the Cannon Art Gallery strives to encourage lifelong learning in the arts and to make the visual arts an accessible and integral part of peoples' lives. In its artistic program, which also includes presentations in the Sculpture Garden located behind the Arts Office at 2955 Elmwood, the Gallery strives to carry out this mission by presenting exhibitions that emphasize the following criteria. National Quality/Regional Focus: It is an overarching principle that CAG exhibitions will be of regional and national significance and quality, setting a standard that visitors can look to and trust. Taking advantage of its geographic location, the CAG focuses on the presentation of work by artists from the southern California region, realizing that some of the nation's finest artists—recognized and appreciated by curators, museums, and collectors across the country—reside and work here. The CAG will take a leadership role in becoming advocates for these artists by originating exhibitions of their work, publishing related catalogues, and generating widespread press coverage. Variety and Balance: The CAG will be known for its audience-centered approach to its exhibition schedule—that is, the CAG will consciously and actively reach out to the diverse audiences of the region through the choice of its exhibitions. To do this effectively, the program strives for variety and balance in its exhibition schedule. Variety in the Gallery's exhibition schedule (when looking at 2- to 3-year spans) comes in all forms—media (photography, crafts, installation, and folk art as well as painting and sculpture), art historical movements, period (historical as well as contemporary), demographic representation, and audiences targeted. Balance in the schedule comes from a careful and conscious mix of thematic, group shows with one-person shows; popular, audience-building shows with more focused shows; regional shows versus national shows; touring shows versus those organized by the Gallery — understanding that there are important and valid audiences for each category and type of exhibition. CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 14 Introduction of New Work to this Region: In the context of the exhibition schedule, "new work" is broadly defined to mean the work of young, emerging regional artists; a new body of work by mid-career or established artists seen in a fresh way because of its recontextualization in a thematic group show; or a retrospective look at the work of under- recognized veteran artists. The Gallery's Biennial and Invitational exhibitions are especially designed to offer emerging and mid-career San Diego County artists the opportunity to present their work to the public. Arts Education Opportunities: Encouraging audiences to make the arts an integral part of their lives is a basic goal of the Gallery and the Arts Office programs. There is no better place to start this process than with our youth. The CAG already has a strong connection to its area elementary schools through its "Three-Part-Art" program (which includes the curriculum guides written for the teachers to use in class, then a gallery tour of the exhibition for the kids, followed by a hands-on art activity related to the exhibition). The Gallery will continue to search out and present exhibitions that lend themselves to expanding the success of the Three-Part-Art education program. In addition, the Cannon Art Gallery's exhibition and education programs are committed to: Accessibility: The CAG's commitment to the education of, and outreach to, new audiences is embedded in every phase of its exhibition program. The Gallery believes that to present exhibitions without effectively involving the viewer in the looking and learning process only continues the mystification and exclusion surrounding art, especially contemporary art. Therefore, the Gallery is committed to breaking down those barriers—to demystifying the art, in effect—by being responsive to the diverse learning styles and needs of its visitors, whether novice or experienced. The CAG strives to make sure that the exhibitions are both physically and intellectually accessible so that visitors feel welcomed, comfortable, and competent in the Gallery. Cultural Equity: The need for cross-cultural understanding and respect in our society requires that the CAG's exhibitions be culturally diverse. These exhibitions must acknowledge the voice and authority of the cultural participant and scholar, and should be designed to attract multiple and diverse audiences. These exhibitions ask visitors to consider the rich diversity of the human experience and to learn from cultures different from their own. CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 15 ADDENDUM B: Guiding Principles, synthesized and reported from the Cultural Arts Office's "Town Meetings on the Arts" held throughout the community in January 2005 Programs Carlsbad is a community that wants to make arts programming available and easily accessible to its residents by: • Encouraging the Arts Office to expand its Community Arts Grants program • Collaborating with other cities (especially San Diego and Escondido) to create joint ventures for shared programming opportunities that are more cost-effective and more geographically accessible • Helping regional artists and arts groups learn new technical skills and marketing techniques • Encouraging more cultural programming (festivals, public art, performances and exhibitions) whenever and wherever possible Education Carlsbad is a community that wants to expand the education of all its residents by: • Encouraging arts and culture be brought back into public school curriculum, including recommending a tax/bond issue to fund the initiative • Arts-oriented classes being offered for all age and skill levels • Encouraging the Arts Office to do more arts education-oriented events and to expand its Community Arts Grants to schools Communication Carlsbad citizens want to have the best communication possible in their community by " Expanding the availability of information about arts programming in the community and making sure the information may be accessed in multiple ways (internet, cable television, print) • Continuing the dialogue begun by these Town Meetings • Encouraging the centralization of arts information and ticket purchasing • Helping Carlsbad develop a cultural identity CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 16 Physical Spaces Carlsbad citizens want to strengthen the role of the arts in its community by: • Developing more spaces for presentation of the performing arts • Providing more cultural opportunities in its neighborhoods • Making sure the arts are a part of the new Civic Center • Helping the Village become an arts destination • Finding a permanent home for the New Village Arts Theatre company so the City does not lose them CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 17 ADDENDUM C Process and Resources/Bibliography (Partial List) Process (partial) Series of five "Town Meetings on the Arts," January 2005, with average of about 20 people at each meeting. Brainstorm and prioritizing activities conducted at each meeting. Brainstorm, and later prioritizing sessions conducted with various Cultural Arts Office groups, including Carlsbad Arts Commission, Sister Cities Committee, Carlsbad Friends of the Arts, Arts-in-Education Advisory Committee, Gallery Advisory Committee, Mailing Volunteers. First draft read and commented on by 16 community readers. Resources/Bibliography (partial list) A Cultural Plan for Carlsbad, June 1990 Researched and written by The Wolf Organization, Cambridge, MA Strategic Cultural Plan 2001-2006 for The Carlsbad City Library and The Cultural Arts Office, June 2001, developed and written by ArtsMarket, Bozeman, MT City of Carlsbad/Strategic Communications Plan, 2005-2007 City of Carlsbad/Recreation Department Strategic Plan, 2001-2004 City of Carlsbad/Community Development Strategic Plan, 2003-2004 Americans for the Arts Strategic Plan, 2004-2008 "Strategic Planning Workbook for Nonprofit Organizations" Bryan W. Barry, Amherst H. Wilder Foundation CAO: 3-Y-P 2006-2009 07/05/2005 Draft Page 18