Loading...
HomeMy WebLinkAbout121498 CSC AgendaAGENDA TEMECULA COMMUNITY SERVICES COMMISSION TO BE HELD AT TEMECULA CITY HALL MONDAY, DECEMBER 14, 1998 7:00 P.M. CALLTO ORDER: FLAG SALUTE: ROLL CALL: PRESENTATIONS: PUBLIC COMMENTS: Chairman Tom Edwerds Commissioner Hertz Henz, Meyler, Miller, Nimeshein, Edwards Carde Donehoe, City of Temecula Employee - Community Development Department Gera Thole, City of Temecula Volunteer A total of 15 minutes is provided so members of the public can address the Commissioners on items that are not listed on the Agenda~ Speakers are limited to three (3) minutes each. If you desire to speak to the Commissioners about an item nO1; listed on the Agenda, a green 'Request to Speak" form should be filled out and filed with the Commission Secretary. When you are called to speak, please come forward and state your name and address. For all other agenda items, a "Request to Speak' form must be filed with the Community Services Commission Secretary before the item is addressed by the Commission. There is a three (3) minute time limit for individual speakers. NOTICE TO THE PUBLIC All matters listed under Consent Calendar are considered to be routine and all will be enacted by one roll call vote. There will be no discussion of these items unless members of the Commission request specific items be removed from the Consent Calendar for separate action. R:\CSCAGEND\121498.doc COMMUN~Y SERVICES COMMISSION DECEMBER 14. 1998 DIVISION REPORTS COMMISSION BUSINESS Aoorovel of the Minutes RECOMMENDATION: 1.1 Approve the minute of the November 9, 1998 Community Service Commission meeting. 1.2 Approve the minutes of the November 23, 1998 Community Services Commission meeffing. Temecula's Cultural Arts Master Plan RECOMMENDATION: 2.1 That the Community Services Commission approve in its substantial form, the Cultural Am Master Ran prepared by AMS Planning and Research, Election of Chairperson and Vice Chairoerson - Community Services Commission RECOMMENDATION: 3.1 Elect a member from the Community Services Commission to serve as Chairperson from November 1, 1998 to October 31, 1999. 3.2 Elect a member from the Community Services Commission to serve as Vice Chairperson from November 1, 1998 to October 31, 1999. Museum ODerations RECOMMENDATION: 4.1 Receive and file this report regarding the operations of the museum. R:\CSCAGEND\I21498 .doc CO~I~v!UNITY ,~ER~ICES CO~IISSION DECEMBER 14. 1998 COMMUNITY SERVICES DIRECTOR'S REPORT COMMUNITY SERVICES COMMISSIONER REPORTS ADJOURNMENT The next regularly scheduled meeting of the Community Services Commission will be held on Monday, January 11, 1999, 7:00 P.M., at Temecula City Hall, 43200 Business Park Drive, Temecula, California. R:\CSCAGEND\121498.doc ITEM NO. I MINUTES OF A REGULAR MEETING OF THE CITY OF TEMECULA COMMUNITY SERVICES COMMISSION MONDAY, NOVEMBER 9, 1998 A regular meeting of the City of Temecula Community Services Commission was held on Monday, November 9, 1998, 7:00 P.M. at the Ternecula City Hall, 43200 Business Park Ddve, Temecula. Califomia. The meeting was called to order by Vice Chairman Jeff Nimeshein. Commissioner Miller led the flag salute. PRESENT: 3 COMMISSIONERS: Henz, Miller, Nimeshein, ABSENT: 2 COMMISSIONERS: Meyler, Edwards Also present were Director Herman Parker, Deputy Director Phyllis Ruse, Maintenance Superintendent Kevin Har~ngton, Recreation Superintendent Julie Pelletier and Administrative Secretary Gail Zigler. PRESENTATIONS The Community Services Commission presented a Certification of Appreciation to the following: Mario Munoz, TCSD Maintenance Employee PUBLIC COMMENT None DIVISION REPORTS Deputy Director Phyllis Ruse reported for the Development Services Division as follows: The construction contract for the Temecula Duck Pond has been awarded and a pre-construction meeting is scheduled for November 12, 1998. Staff anticipates construction will begin within 10 days of the pre-construction meeting. Construction is scheduled to be completed in 120 working days with a 90 day maintenance period to follow. A construction contract was awarded for the museum building construction to Pacitto Construction. Staff is currantiy waiting for the contractor to submit all the necessary paperwork. The construction should take approximately 12 weeks to complete. The Temecula Valley High School tennis court lighting plans are in for second plan check. I anticipate having all the oommente beck this week and will ratore those to the designer. Staff anticipates going out to bid on this project in late November or eady December. Winchester Creek Park is currently in the 90 days maintenance pedod. Staft antidpates dedicating this park to the City in mid January 1999. Margadta Community Park is naadng completion of construction. Staff will be conducting a lighting test. The contractor will be completing modifications to the irdgation and will hydroseod the park. Staff anticipates the park will enter the 90 day maintenance padod sometime in December. Recreation Supadntendent Julie Pelletmr reported the following: The annual Halloween Spooktacular Camival was held on Friday, October 30, 1998. There were approximate 1,500 in attendance, and the evening was complete with costume contest, screaming contest, colodng contest and a pumpkin carving contest. Fall swim lesson program is nearing conclusion. The Temecula Triathlon was held on November 1, 1998. The City of Temecula, the Rotary Club and numerous other sponsors, sponsored this event. There were approximately 200 athletes who paffidpated in this event. Staff is currently working on the 1998-1999 Winter/Spring issue of the Recreation Brochure. The brochure will be mailed to Temacula residents on Friday, January 8, 1999. Upcoming events for the holiday season are: Sante's Electric Light Parsde on Decamber 3, 1998. Holiday Lights and Festive Sights on December 9 and Decamber 10, 1998. Winter Wonderland and the awards presentation for both the parsde and Holiday Lights and Festive Sights Maintenance Superintendent Kevin Hardngton reported on the following Maintenance Division projects: Staff completed the following park maintenance projects: Butterfield Stage Park fencing Repair and maintenance of monument signs Assisted with preparations for Halloween festivities Assisted with preparations for "Make A Difference Day" activities Completed 75 Service Order Requests COMMISSION BUSINESS 1. ADDroYal of the Minutes It was moved by Commissioner Hertz, seconded by Commissioner Miller to approve the minutes of the October 12, 1998 Commission meeting. The motion was carded as follows: R:~IINUTES\l1998,~toc -2 - AYES: 3 COMMISSIONERS: Henz, Miller, Nimeshein, NOES: 0 COMMISSIONERS: None ABSENT: 2 COMMISSIONERS: Meyler, Edwards Election of Chairperson and Vice Chairperson This item is continued to the meeting of December 14, 1998. Cox PCS Assets. LLC Ground Lease Agreement at Paloma Del Sol Deputy Director Phyllis Ruse presented the staff report. Commissioner Miller expressed a concem about residual noise from the uniL Adon Maddd, representing Cox PCS Assets, advised the Commission the noise emitted from the unit would be minimal, comparable to the sound of air- conditioning. Commissioner Miller asked about disester control with regards to the batteries for the unit. Adon Maddd advised the Commission the unit is very safe. He said that these same projects have been approved for other dties throughout Los Angeles and Orange County and they have all passed through the Fire Authority of those counties. Director Parker advised that fenring and landscaping would screen the cabinetry of the unit. He said the unit would be placed in an area of the park site that will be out of the field of play. He added that no park access is required for maintenance of the unit. It was moved by Commissioner Henz, seconded by Commissioner Miller to approve the lease agreement between the Temecula Community Services District (TCSD) and Cox PCS Assets, LLC for the installation, operation and maintenance of a wireless Personal Communications Services (PCS) facility at Paloma del Sol Park. The motion was carried as follows: AYES: 3 COMMISSIONERS: Henz, Miller, Nimeshein, NOES: 0 COMMISSIONERS: None ABSENT: 2 COMMISSIONERS: Meyler, Edwards R:~IINLrI'ES\I1998.doc - 3 - 4. Temeku Hills Park Recommendations Director Herman Parker presented the staft report. Commissioner Henz asked if staff could approach the developer about providing the conduit for future lighting of the perk site. Director Parker said staff could discuss this with the developer. Commissioner Nimeshein asked if them ware any park sites staff is looking at lighting, Director Parker said staff is looking at lighting some additional fields at the Sports Park. Commissioner Henz asked if there are any other parks that can be installed with lights. Director Parker said the Northwest Sports Complex is an ideal location for sports fields, however the RDA owns it and the City would need to be purchased by the City. Director Parker said it is in the CIP, but it is many years out. Commissioner Miller said there are many fundmisers in the City to assist in lighting the ball fields at Chaparral High School. Director Parker said staff is not able to utilize high school ball fields because the schools themselves utilize the fields, however there is an opportunity to light the ball fields at the new Campos Verdes Middle School. This item is a receive and file, not action was taken. 5. Temecula Museum Project Exhibit Design Committee This item was continued to the meeting of Decamber 14, 1998. Communitv Services Director's RePort Director Parker thanked Recreation Superintendent Julie Pelletier and her staff for the Halloween Spooktacular event. Director Parker advised the Commission he would bdng forward an item on the museum and the Cultural Arts Master Plan at the December 14, 1998 meeting. Commissioner Nimeshein asked if the City is hiring staff for the museum or using a consultant. Director Parker explained that staff has done an extensive job of researching museum operations. He said most museums are either operatad by a non-profit organization or munidpalities. At this time the City plans to establish the museum operations and once P,:',MINUT~\11998,doc - 4 - a viable group steps forward, the City would like to see that group takeover the operations of the museum. Community Services Commissioner's Report Commissioner Miller thanked Julie Pelletier and the recreation staff for the Halloween festivities. Commissioner Henz thanked Julie Perletier for the Halloween festivities. Commissioner Henz asked staff to look at "No Parking' signs for roads along Sam Hicks Monument Park. Commissioner Hertz said that them am semi-trucks parked in front of the parksite, which blocks the view of the park. Director Nelson said this issue has come forward in the past. He said he would have staff look into the issue and report back to the Commission at a later date. Adjournment Vice Chairman Nimeshein declared the meeting adjourned at 8:09 p.m. Chairman Tom Edwards Secretary R:~IINUTES\I1998.doc - 5 - MINUTES OF A SPECIAL MEETING OF THE CITY OF TEMECULA COMMUNITY SERVICES COMMISSION MONDAY, NOVEMBER 23, 1998 A spedal meeting of the City of Temecula Community Services Commission was held on Monday, November 23, 1998, 7:00 P.M. at the Temecula City Hall, 43200 Business Park Ddve, Temecula, California. The meeting was called to order by Vice Chairman Jeff Nimeshein. Commissioner Nimeshein led the flag salute. PRESENT: 5 COMMISSIONERS: Henz, Meyler. Miller Nimeshein, Edwards ABSENT: 0 COMMISSIONERS: None Also present were Director Herman Parker and Administrative Secretary Gall Zigler. PUBLIC COMMENT None COMMISSION BUSINESS 1. Naming of City Park Director Herman Parker presented the staff report It was moved by Commissioner Henz, seconded by Commissioner Meyler to approve the name VVinchester Creek Park for the 4.5 acre park site located on Margadta Road. Commissioner Miller suggested the name Eade Stanley Gardner as a possible name for the park. Commissioner Miller said that Eade Stanley Gardner was a historical figure in the community and the City Coundl has expressed a desire in the past to recognize histodcel individuals of the community. Commissioner Nimeshein said that staff, the Commission and Council has been calling this park Wincheater Creek Park for several years. Commissioner Nimeshein said he likes naming parks in reference to their location, which is easier for the community. Commissioner Nimeshein said with the adoption of the Cultural Ads Master Plan, there would be a lot of opportunity to use those names of historical significance. Commissioner Meyler said he would like to see a park named after the former Community Services Director Shawo Nelson. It was moved by Commissioner Henz, seconded by Commissioner Meyler to withdrawn the motion and the second. Wayne Hall, 42131 Agena Street, Temecula, said he would like to recognize and recommend former Council Member Patricia H. Birdsall. Mr. Hall said Patricia Birdsall has bean an outstanding community leader and supporter. Mr. Hall said he feels the City should recognize her contributions to fie community. Commissioner Nimeshein suggested the naming of a park after City Offidals or dignitaries, should be a choice made by the City Coundl. Chairman Edwards asked staff to add the name Patricia H. Birdsall and Shawn D. Nelson to the list of recommended park names. It was moved by Commissioner Henz. saconbed by Commissioner Meyler to approve the name Winchester Creak Park for the 4.5 acre park site located on Margadta Road. The motion was carded as follows: AYES: 5 COMMISSIONERS: Henz, Meyler, Miller, Nimeshein, Edwards NOES: 0 COMMISSIONERS: None ABSENT: 0 COMMISSIONERS: None Commissioner Henz said he likes the idea of naming parks in reference to their location in the community, and naming buildings or rooms, etc., after historical or important leaders in the community. Temecula Museum Project Exhibit Desion Committee Director Herman Parker presented the staff report It was moved by Commissioner Meyler, seconded by Commissioner Nimeshein to approve Chairman Edwards as the Community Services Commission representative to the Temecula Museum Project Exhibit Design Committee. The motion was carded as follows: AYES: 5 COMMISSIONERS: Henz, Meyler, Miller, Nimeshein, Edwards NOES: 0 COMMISSIONERS: None ABSENT: 0 COMMISSIONERS: None R:~fl'NLrI'ES\112398.doc - 2 - Adjournment Chairman Edwards declared the meeting adjoumed at 7:30 p.m. The next regular meeting of the City of Temecula Community Services Commission will be held on Monday, December 14, 1998, 7:00 P.M. at Temecula City Hall Coundl Chambers, 43200 Business Park Ddve, Ternecula, California. Chairman Tom Edwards Secretary R:~lINt~TE~\l12398.doc - 3 - ITEM NO. 2 CITY OF TEMECULA AGENDA REPORT TO: FROM: DATE: SUBJECT: Community Services Commission Herman D. Parker, Director of Community Services December 14, 1998 Temecula's Cultural Arts Master Plan PREPARED BY: Herman D. Parker, Deputy Director of Community Services RECOMMENDATION: That the Community Services Commission: Approve in it's substantial form, the Cultural Arts Master Plan prepared by AMS Planning and Research. BACKGROUND: In February of 1998 the City Council awarded a Consultant Services Agreement to AMS Planning and Research, to develop a Cultural Ads Master Plan for the City of Temecula. It was the City's vision to develop a Cultural Arts Master Plan that would assess the City's Cultural Ads, both past and present, and establish goals and objectives for the continued enhancement of cultural ads in Temecula. It was envisioned that the Cultural Arts Master Plan would contain elements that addressed community needs, historical preservation, arts and education; and, if there is a need for a performing ads center in the City. To ensure the consultant received community input into the development of the master plan a Cultural Arts Master Plan Steedng Committee was established. The committee consisted of City staff, Council Member Karel Lindemans, Coundl Member Jeff Comerchere; Community Services Commissioners Henry Miller and Jim Meyler, and representatives from vadous local art, education, theater and histodcel organizations. The committee met on several occasions to provide the consultant vital information on the arts and culture in Temecula. Through a sedes of steedng committee meetings, community wide workshops, key individual interviews, surveys and focus groups, several goals have been identified and presented in the final draft of the Cultural Arts Master Plan. The goals are as follows: A. Education B. Public Involvement C. Public Art D. Collaboration & Support Services E. Facilities F. Heritage Implementation To provide opportunities for arts education in schools and the overall community. To generate greater awareness and participation in arts and cultural programs. To enhance the community through art in public places. To assist, encourage, and foster cooperation among cultural organizations and individuals affists in Temecula Valley. To develop facilities to accommodate performing and visual ads. To preserve the histodc legacy of Temecula Valley. Provide funding and resources necessary to implement the Cultural Arts Master Plan. R:~ZIGLE~,G~,EPORT~Cult~ral Arts Master Plan.do; Each goal in the plan is followed by a list of objectives, suggested implementation scenarios, and is some cases a recommendation by the consultant. Keep in mind, the implementaUon scanados are only suggestions by the consultant. The City may adopt other implementation plans and set priorities based upon cun'ent needs and funding availability. A draft copy of the master plan is attached for your review. Our consultant, Mr. Arthur Greenberg, of AMS Planning & Research is in attendance to present the Cultural Arts Master Plan to the Commission, If approved tonight by the Community Services Commission, staff will present the document to the Board of Directors for approval in January. ATTACHMENT: Final Draft- Cultural Arts Master Plan Ads Council Letter R:~IGLERG~,EFORT~Cdtural Axt~ Master l~n,doc Cultural Arts Master Plan City of Temecula, California FINAL DRAFT NOVEMBER 1998 AMS Planning & Research 7307 Princeton Avenue St. Louis, MO 63130 314.727.2880 http://ams-online.com City Council Mayor Members city Staff City Manager Project Staff Community Services Commission Ron Roberrs Steve Ford, Mayor Pro Tem Karel Lindemans Jeff Stone Jeff Comerchero Ronald E. Bradley Herman Parker, Director, Community Services Department Phyllis Ruse, Deputy Director, Community Services Department Gaff Ziglcr, Administrative Staff, Community Services Department Tom Edwards, Chairman JeffNimeshein, Vice Chairman Henry Miller Jim Meyler Jack Henz Planning Committee Steve Art, Temecula Valley Chamber of Commerce Gregg Baker, Christian Youth Theater Tony Bussen, City of Temecula Teen Council Darrell Connerton Belinda Contopulos, Christian Youth Theater Patty Drew, Temecula Valley Playhouse Gabrielle Finley, Callaway Winery Gary Wilson, Temecula Valley Unified School District Randy Holland, Arts Council of Temecula Valley Ann Kelly, Christian Youth Theater Allie Kuhns, City of Temecula Grace Melman, Friends of the Temecula Library John Meyer, Planning Manager, City of Temecula Martha Minklet, Arts Council of Temecula Valley Herman Parker, City of Temecula Julie Pelletier, City of Temecula Donna Perry, Economic Development Corporation Norman Pico, Pechanga Entertainment JetTy Regier, Edge Marketing Phyllis Ruse, City of Temecula Tab Salsman, Jr., City of Temecula Teen Council Beverly Stephenson, Fine Arts Network Sunny Paulsoin Thomas, Temecula Valley Film Council Debbie Ubnoske, City of Temecula Project Consultants AiMS Planning & Research 17307 Princeton Avenue, St. Louis, MO 63130 (314) 727-2880 World Wide Web: http://ams-online.com Arthur Greenberg, Project Manager Contents INTRODUCTION ............................................................................................................1 BACKGROUND .....................................................................................................................1 GOALS & OBJECTIVES ................................................................................................3 SYMBOLS .............................................................................................................................3 OVERVIEW OF GOALS ..........................................................................................................4 GOAL A: EDUCATION ..........................................................................................................5 GOALB: PUBLICINVOLVEMENT .........................................................................................7 GOAL C: PUBLIC ART ........................................................................................................14 GOAL D: COLLABORATION & SUPPORT SERVICES ............................................................. 16 GOAL E: FACILITIES ...........................................................................................................18 GOAL F: HERITAGE ............................................................................................................28 IMPLEMENTATION ..............................................................................................................30 APPENDICES .................................................................................................................35 Introduction Background In September 1997, the City of Temecula issued a Request for Qualifications (RFQ) for consulting services to develop a Cultural Arts Master Plan. The city's intent was to undertake a community needs assessment, focus on issues of historic preservation and facilities, and identify implementation methods and resources. After a competitive selection process and review of proposal submissions, AMS Planning & Research was selected to serve as professional consultants for the cultural arts master planning process. Planning Committee After meetings with city staff and elected officials, a Planning Committee was established consisting of representatives of city government, the non-profit Arts Council of Temecula Valley and other cultural organizations, and community leaders representing business, education, youth, and other sectors. An initial meeting was held to ~nalize the scope of work for the planning process and elicit expectations from the committee members. Research Methodology AMS's research for the Cultural Plan consisted of nearly forty interviews with community leaders, elected officials, and key individuals representing organizations and agencies whose missions were deemed to be relevant to the goals of the planning process. A patron and market analysis (involving demographic and lifestyle profiles) was undertaken covering audience provided by three arts organizations in the Temecula Valley. Written surveys were distributed to and collected from arts and cultural organizations and individual artists in the Valley from lists provided by regional arts groups. A public intercept survey involving 200 residents of the Temecula area was undertaken by City staff members to assist in ~4MS Planning & ResecWch 1 November 1998 ~J~ Temecula Cultural Arts Master Plan FINAL DRAFT Introduction assessing community attitudes and opinions with respect to Temecula's existing and future arts and culture resources. A series of focused group discussions were then held with specific interest-area groups including representatives of the region's performing arts, visual arts, and historic preservation communities. A Town Meeting sponsored by the City of Temecula was also held in August 1998 during which any and all topics relevant to the Cultural Arts Master Plan were open for public comment. As a result of input received from these meetings and the findings from consultant research. the Cultural Arts Master Plan Planning Committee held two additional meetings to develop the goals, objectives, funding and implementation recommendations contained in this document. Plan Format The Plan begins with goals (broadly-worded statements of intent) and objectives (strategies, tactics, and tasks by which to accomplish the goals). A subsequent section is devoted to implementation and outlines funding needs and organizational structures which will be required to implement the Plan. An appendix provides a summary of research undertaken for the planning process. Summary The Cultural Plan is the result of input received from almost 400 people during the duration of the planning process, and as such, represents the collective direction of the city's arts, cultural, and heritage communities and key leaders representing other sectors of the City. The City staff, City Council members, Community Services commissioners, and volunteer Committee members who crafted this document have intended to reflect and respond to those needs and visions identified by the community. Augmented by the assistance of professional staff and consultants, this final Plan document is intended to serve as a vital blueprint for the future development of Temecula's arts, cultural, and heritage assets. The Cultural Plan is grounded in a belief that a true public/private partnership will be an essential aspect of its implementation. The participation of private funders, businesses and corporations, volunteers, non-profit arts and cultural organizations, government departments and others, will be necessary for implementation of this Plan. Its ultimate success will be overseen under the auspices and guidance of the Temecula City Council, its professionally-staffed departments, its appointed Commissions, and its non-profit partner, the Arts Council of Temecula Valley. ._ AMS Planning &Research 2 November 1998 Symbols Goals & Objectives Throughout this section of the Cultural Plan the following symbols are used to denote the various objectives: Denotes objectives, the individual activities and programs which have been identified by the community to accomplish the goals. Objectives are not in priority order and should be pursued as opportunities become available. Some will require little or no staff or funding for implementation while others are longer-term and more resource dependent. Denotes a specific implementation step or guideline to assist in defining the objective under which it falls. These items are often advisory in nature, or tactics and strategies related to accomplishing the objective. Denotes a consultant recommendation. .4MS Planning & Resedrch 3 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan FINAL DRAFT Overview of Goals The following table contains the text of each of the Plan' s six goals (listed in no particular order of priority) and its section devoted to implementation: A. Education B. Public Involvement C. Public Art D. Collaboration & Support Services E. Facilities F. Heritage Implementation To provide opportunities for arts education in schools and the overall community. To generate greater awareness and participation in arts and cultural programs. To enhance the community through art in public places. To assist, encourage, and foster cooperation among cultural organizations and individual artists in Temecula Valley. To develop facilities to accommodate performing and visual arts. To preserve the historic legacy of Temecula Valley. Provide funding and resources necessary to implement the Cultural Arts MEter Plan. AMS Planning & Resdarch 4 November 1998 Goals & Objectives Temecula Cultural ,4rts Master Plan FINAL DRAFT Goal A: Education I To provide opportunities for arts education in schools and the overall community. Rationale The city of Temecula is recognized for its focus on providing quality of life for the city's families and young people. A wide array of arts and cultural programs sponsored by the city and non-profit organizations is available. Yet, during the research conducted for this Cultural Arts Master Plan, the consultants discovered a widely-held view that the city's young people should be an important focus of the goals and objectives in this document. The strengthening and expansion of existing cultural education programs, and the development of new initiatives, represents an important priority of the Planning Committee. Research conducted across the nation now provides conclusive evidence that children who participate in comprehensive arts education curriculum perform better in all aspects of school work: from math and science test scores to team- building and social skill development. This goal is intended to increase participation in arts, heritage, cultural activities by Temeeula's young people, to raise community expectations for the cultural enrichment its children will enjoy, establish high standards for arts education and recreation programs, and facilitate arts and cultural expression by the city's young generation. It is the vision of the Planning Committee that a mutually beneficial relationship can be nurtured between the City's arts, cultural, and heritage organizations and supporters and the public school districts in the region. Artists offering skills, arts groups providing performance and exhibit resources, and community access to school district-based programs and facilities represent one area of focus of this goal. Key to Objective Symbols: · - Other ~ - Implementation Step 4. - Recommendation Objectives Work with the Temecula Valley Unified School District (TVUSD) and other public and private schools in the Temecula Valley region to: :=> identify and provide qualified in-service arts education training ~ appoint contact persons for arts education program =~ identify funding sources for enhanced arts/cultural/heritage programs ~ determine specific arts education program gaps and opportunities ,rIMS' Planning & Resedarch 5 November 1998 Goals & Objectives -- Temecula Cultural Arts Master Plan Implementation Scenario Initial Steps Involvement Timeline Costs · Establish an ad hoc Arts Education Committee (or identify and utilize an existing committee or association, such as a joint City/TVUSD Task Force or Committee) to provide on-going coordination for arts education service providers (organizations and artists), volunteers, and school district faculty, staff, and parents · Work with Temecula Valley-based arts and cultural organizations to expand and enhance existing arts/cultural/heritage education programs including: ~ Youth Arts Fair ~ Summer Arts Institute ~ Sunday in the Park Develop an Arts Education DimetoW covering contact information for regional school districts (e.g., faculty, staff, parents) and arts, cultural, and heritage education resources Work with the City's Youth Commission and other young people's organizations to: ~ Develop new performance opportunities for existing youth arts programs (e.g., High School hands, etc.) ~ Create audience development initiatives involving youth leadership and peer networking sales efforts Implemenhttion Scenario 1. City's Department ofCommunity Services should identify the appropriate vehicle (e.g., Ad Hoc Joint Task Force of Community Services Commission and TVUSD) to develop work plan for specific objectives. 2. Identification ofcontact people and production of low-cost directory of existing programs and opportunities for artist/organizational involvement should be top priority. 3. Following initial tasks, Ad Hoe Task Force should convene meeting with representatives of TVUSD and community-based arts programs (e.g., Sunday in the Park, Youth Arts Fair, etc.) to identify unmet needs and enhancement opportunities. · "Lead Agency" would be Department of Community Services in parmership with TVUSD. · Ad Hoc Task Force would have representation from Community Services Commission, TVUSD, arts/cultural/heritage organizations, artists, interested citizens. · Establishment of Task Force within 3 months; directory production and community program meeting within 9 months. · Convene meeting, develop work plan by City and TVUSD staff. · Directory production allowance of $2,500 (contractor, printing, dissemination) AMS Planning & Rese~'ch 6 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan FINAL DRAFT Goal B: Public Involvement I I To generate greater awareness and participation in arts and cultural programs. Rationale Market Research The City of Temecula is seen by many of those interviewed for this planning process as offering a unique marketing challenge. The prevalence of two-income households, young families, and long commutes makes leisure time a valuable commodity. Arts, cultural, and heritage organizations involved in the planning process were focused on how more citizens of and visitors to the region could be recruited as audiences and participants in cultural programs. Research conducted for the Cultural Plan is summarized here to provide some background and context for goals and objectives relating to public participation. A total of 200 surveys were completed by Temecula residents in July 1998. The following are highlights of the research: Performing Arts Attendance No Times In Temecula 45% Elsewhere in Riverside Co. 61% Outside of Riverside County 60% At Least Average Times Once in Past Year 55% 3.2 29% 4.2 40% 3.4 Visual Arts Attendance No Times At Least Average Times Once in Past Year In Temecula 66% 34% 2.5 Elsewhere in Riverside Co. 92% 8% 2 Outside of Riverside County 75% 25% 2 When asked where they would take visitors for a cultural experience, most residents noted the Temecula Valley Wineries (28%) followed by the city's Old Town (25%) and Balloon and Wine Festival (7%). /IMS Planning & ReseaPch 7 November 1998 Goals & Objectives ~ Temecula Cultural Arts Master Plan Program/FacilityAttended in Past 12 Months Temecula Library Parades Balloon and Wine Festival Pechanga Casino Tcmecula Valley Wineries Rod Run Farmer's Market Concert on the Green Summer Nights in Old Town Christian Youth Theater Tractor Race Temecula Rodeo Temecula Art Gallery Temecula Film Festival Temecula Valley Playhouse City of Temecula Community Service Classes Arts in the Country Taste of the Valley Temeculi-Temeeula % Attending 63% 51% 41% 41% 41% 40% 37% 23% 23% 21% 18% 14% 14% 14% 13% 13% 12% 10% 6% Would Like to See More of in Temecula Comedy Popular music Theatre Musical theatre Children's theatre Children's museum Craft fairs Classical music Jazz music Recreation classes Art exhibitions Art in public places Modern dance Ballet Headline stars Walking tours % Reporting 48% 46% 46% 34% 32% 31% 31% 31% 31% 29% 25% 21% 21% 19% 19% 18% ~4MS Planning &Research 8 November 1998 Goals&Objectives ~. Temecula Culntral Arts Master Plan FINAL DRAFT Lifes,tvle Segmentation A "Pawon Analysis" was conducted for the Cultural Arts Master Plan involving a demographic and lifestyle analysis of arts attender households. 1 The combined lists of the three Temecula Valley-based cultural organizations revealed a relatively proximate primary market with 40% of all addresses located in just two ZIP codes, and 75% of all patrons residing in just seven ZIP codes. Almost nine in ten audience members (86%) live within a 15-mile radius of Temecula. Among the most interesting findings of the Patron Analysis was the indication of a "dual" arts market consisting of traditional arts aRender households (higher- income, well-educated market segments most commonly identified as arts attenders in urban areas) as well as larger, medium-income families (more typically associated with arts attendance in rural areas). Three high-income lifestyle segments, including "Mid-Life Success" (segment #4 of 50, composing 19% of arts attenders), "Prosperous Metro Mix" (segment #5, accounting for 4.8% of local arts attendance) and "Good Family Life" (segment #6 with 8.9% of the total), total to one-third of all arts attender households analyzed. Another three lifestyle segments account for 40% of all attenders; members of the "Family Ties" (#11, 14.9%), "Country Home Families" (#16, 14.5%), and "Home Sweet Home" (# 10, 10%) segments represent a more rural/suburban "middle-American" character. The lifestyle segmentation is, to a great extent, a function of which organizations provided lists for analysis. However, the composition of patron lists is very close to that of the overall market, meaning these cultural groups have developed programs and been effective in recruiting a diverse local audience base. The lifestyle analysis findings imply that the marketing challenge facing Temeeula's arts and cultural programs will be to communicate effectively with two distinct lifestyle groups. The upper middle-income family segments (numbers 10, 11, and 16) will likely respond better to promotions which are more "Chrysler Mini- Van" oriented while the other group (#4, 5, and 6) probably relates more to a luxury car approach). (See Appendix for additional information). ~ Audience lists for analysis were provided by the Temecula Falley Playhouse (1, 741 records}, Christian Youth Theatre (2,535 records), and the Arts Council of Temecula Valley (1,844 records). A total of 6, 120 household addresses were appended with demographic and lifestyle data for the analysis. AMS Planning & ReseW'ch 9 November 1998 Goals& Objectives ~ TemeculaCulturalArtsMaxterPlan FINALDRAFT Objectives This goal responds to opportunities identified in the community and to the wish of all mists and cultural organizations to involve a broader public in their programs. It is hoped that by strengthening arts programs and public involvement, the Temecula community and its surrounding population will be informed, enriched, and proud of its unique cultural resources. Key to Objective Symbols: · - Other ~ - Implementation Step · - Recommendation · Work with the Am Council of Temecula Valley to serve as a central resource for arts, culture, and heritage in the region by providing: ~ Master planning calendar services ~ Information and referral services ::~ Coordinated marketing and promotion (see below) ~ See also Collaboration & Support Services · Develop a cultural identity and awareness campaign to promote arts and culture in the Temecula Valley consisting of: ~ Expanded press coverage and regional dissemination ~ Cable television coverage ~ Internet and World Wide Web presence ~ Coordinated advertising and promotion to target markets ~ Customer service conveniences (e.g., credit card purchase options for tickets and art purchases) ~ Better press coverage and regional dissemination ~ Target commuters through billboards, radio ~ Information kiosks, auto mall marquee, and other signage opportunities · Explore additional promotional opportunities through local/regional civic, membership, and business associations including: ~ City and school district publications ~ Civic and service club newsletters and other publications ~ Other civic/social association newsletters ~ Audience development activities such as sponsorship ticket packages, corporate group sales, etc. · Work with members of the business community to incorporate arts/cultural event information on area Web sites /IMS Planning & Resel, rch 10 November 1998 Goals & Objectives -- Temecula Cultural ,4ns Master Plan FINAL DRAFT Develop a brochure listing opportunities and guidelines for public promotion (e.g., banners, signage, etc.) of arts and cultural events in the City of Temecula Develop a cultural tourism promotion plan including: ~ Identification of target markets ~ Identification ofprnmotional opportunities (e.g., in conjunction with other visitor-serving industry agencies) ~ Development ofdestination events (e.g., nationaljuried art exhibits) ~ Development of promotional packages (e.g., lodging, dining, and arts experiences) The development of a Cultural/Heritage Tourism Marketing Plan should be undertaken in conjunction with the City of Temecula and visitor industry representatives. Two primary sets of considerations should guide the Plan's development: ~ 1) identification of product segments, and .3 2) identification of target visitor segments Product segmentation should be envisioned according to three categories: ~ a) those arts, cultural, and heritage programs, exhibits, and assets which have the potential to drawpurpose-visitors (e.g., such as the Oregon Shakespeare Festival in Ashland, the Seattle Opera's Ring Cycle, Santa Fe Opera Summer Season, or the Spoleto Festival in Charleston, South Carolina, which are primary reasons for visiting those locations for national and international tourists); ~ b) those arts, cultural, and heritage programs, exhibits, and assets which have the potential to encourage a visitor already in Temecula to stay an extra day, draw a San Diego-based visitor for a cultural experience in Temecula, cause a passer-by on I-15 to spend an afternoon in town visiting an historic site or art exhibit, stimulate the conference attender or family/spouse accompanying him/her to spend some free time partaking of cultural offerings; and ~ c) those arts, cultural, and heritage programs, exhibits, and assets which are grass-roots, amateur, school- and/or community-based and have no existing or potential appeal to the out~of-town visitor. Target visitor segmentation should be envisioned according to three categories: ~ i) individual travelers, such as family vacatione~:s who may purposefully plan a visit to the Temecula Valley area, who may plot their own historic tour itineraries from guide books, or whose family vacation along I- 15 has them spending a day in the vicinity, and so on. Reaching this travel ,4MS Planning & Reseaix:h 11 November 1998 Goals & Objectives -- Temecula Cultural Arts Master Plan FINAL DRAFT segment involves targeted advertising (in general interest travel publications such as Sunset and A,4A Traveler, and in targeted publications such as Historic Preservation or Old House Journal), information at visitor centers and hotels, and other directed methods. Products in groups a) and b) (though especially the draws) are typically of interest. :=:, ii) group tours, such as church, social, senior, motorcoach, museum, and other club-sponsored travel expeditions. This visitor segment tends to plan itineraries well in advance and must be contacted through more formal methods such as group tour operators, destination managers, and so on. Products in groups a) and b) (especially those in group b) are typically of interest. ~ iii) conference/convention attenders, spouses, families, and so on. This segment is also reached through more formal contacts such as meeting planners, destination managers, and association directors. Flexibility in program offerings (e.g., "yes, we can arrange for a string quartet for your opening reception," or, "we can open the gallery for a cocktail party," or, '"your group can purchase the house for a special late-night performance") is often the best approach with this segment. Development of the Cultural/Heritage Tourism Marketing Plan should be grounded in primary and secondary market research with an existing visitor base (through intercept and self-administered survey research) and with potential visitors (telephone surveys with heads of households in key weekend getaway markets). The Plan should be premised on the product and visitor segments noted above, and should be based on input from multiple interested parties. It should provide for other targeted visitor promotions such as "Unique Meeting Facilities Guides" and "Low Frequency AM Radio Historic Messages" as are utilized in other locations. It should take advantage of countywide, state, and national tourism resources and funds. ,4MS Planning & Resew;ch 12 November 1998 Goals & Objectives ~ Temecula Cultural Arts Master Plan FINAL DRAFT Implementation Scenario Initial Steps ~ 1. 2. Involvement · Timeline · Costs · Implementation Scenario City's Community Services Department should establish contract with Arts Council of Temecula Valley to oversee and implement Marketing objectives. ACTV to hire contract staff and convene meeting of marketing stakeholders including chamber of commerce, Old Town representatives, etc. to endorse proposed work plan and identify cost-savings opportunities. Initial priorities should focus on master calendar (for scheduling and public dissemination), tactics for joint advertising and promotion, identification of free publicity vehicles (e.g., association newsletters), and linkage with business and other private sector entities. City's Community Services Department (with Office of Public Works) should clarify and produce flyer on city promotional opportunities (e.g., banners, bulletin boards, kiosks, etc.). Longer term, development of detailed Awareness and Cultural Tourism campaigns should involve expertise from tourism and marketing specialists. Identification of products, target markets, and campaign development should be joint responsibilities of ACTV, City of Temecula, and related tourism agencies (such as the Chamber of Commerce). Arts Council of Temecula Valley as lead agency for arts promotion under contract with City of Temecula. City's Community Services Department to monitor contract and produce flyer on promotional opportunities. Campaign development ACTV contract to begin implementation of marketing objectives within 6 months City promotional flyer within 3 months Planning for Awareness and Cultural Tourism campaigns within one year, implementation in second year. Contract with ACTV in range of $15,000-$25,000. Planning and implementation of campaigns $20,000 to $30,000. /IMS Planning &Research 13 November 1998 Goals & Objeaives Teraecula Cultural .4rts Master Plan Goal C: Public Art To enhance the community through art in public places. Rationale Participants in the planning process were anxious to identify opportunities for beautification of the city through art in public places. The wide array of public development projects being considered or currently underway (such as the Old Town street improvement project or plans for new public facilities such as a library) as well as the city's numerous parks and gateway areas provide options for art in public places sites. This goal is intended to provide the City of Temecula with the steps required to develop a Public Art Ordinance and Plan. Key to Objective Symbols: * - Other ~ - Implementation Step ~, - Recommendation Objectives Develop a Public Art Ordinance and Plan including: ~ Discussion of an appropriate public percent-for-an ordinance covering public capital improvement projects ~ Identification of public art sites throughout the City (including parks, public works projects, etc.) ~ Raise community awareness and understanding of art in public places through education and other community involvement methods The Community Services Commission should engage professional consultants to prepare a draft Art in Public Places Ordinance and Plan. Typically, such a municipal ordinance can apply to public expenditures (e.g., city capital improvement project budgets) and/or private developer fees. It is the consultants' opinion that a logical first step would entail the passage of a public ordinance; the ordinance could include a resolution encouraging (but not requiring) private developers to identi~/opportunities for the incorporation of art in public places into their buildings, public plazas, and so forth. The Commission would establish a Committee to work with such developers in providing lists of recommended artists (for involvement with architect and design teams) or for discussions on art-in-public places program priorities for installations of public art in private developments. AMS Planning &Research 14 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan A public percent-for-an ordinance typically provides between 1% and 2% of capital improvement project budgets for the commissioning, fabrication, and maintenance of art in public places {such as murals, sculptures, and public infrastructure). Administration of the program would be the domain of the Community Services Department; the Commission would establish peer review panels to issue requests for proposals, sponsor competitions, and select artists and artworks. Review panels should include representation from Community Services Commissioners, arts and design professionals (e.g., architects, artists, engineers, etc,), city staff (from related departments such as public works), and at-large members representing the community. It is also preferable that representatives of specific neighborhoods in which artworks are to be located be involved in the selection process. The Public An Plan would consist of a comprehensive set of program guidelines relating to selection policies and procedures, goals of the program (e,g., that Temecula's art in public places program prioritize artworks that somehow relate thematically to the heritage of the Temecula Valley, etc.), and other related city policies (e.g., such as relating to gifts ofartworks, purchase of copyrights, etc.) Implementation Scenario Initial Steps Involvement Timeline Costs Implementation Scenario · City staff to work with Public An consultant to draft ordinance and develop Plan. · Interested citizens to work with city staff in developing policy guidelines. · City staff, citizens group (to be identified), public an consultant. · Drai~ ordinance, Plan, and passage within 12-18 months. · Public art consultant contract - $7,500-$10,000. ~4MS Planning &Research 15 November 1998 Goals & Objecth, es -- Temecula Cultural Arts Master Plan FINAL DRAFT Goal D: Collaboration & Support Services To assist, encourage, and foster cooperation among cultural organizations and individual artists in Temecula Valley. Rationale Among the most important outcomes of a cultural planning process is the establishment of networks and partnerships among diverse arts and cultural organizations and other non-profit, education, business, and government entities. The goal related to "Collaboration and Support Services" is grounded in the belief that providing technical assistance to arts and cultural groups represents a critical priority for the continued development of Temeeula Valley's cultural community. The objectives dealing with technical assistance respond to widely identified needs to assist Temecula's largely community-based volunteer organizations with the challenges of marketing, fund-raising, board development, and so on. Traditionally the role of local arts agencies, these efforts can provide needed support to those cultural organizations which form the backbone of the C ity's arts and heritage communities. Key to Objective Symbols: · - Other => - Implementation Step · - Recommendation Objectives Work with the Arts Council of Temecula Valley to serve as a central resource for arts, culture, and heritage in the region by providing: ~ Central office space (e.g., incubator services) for other arts, cultural, and heritage organizations ~ On-going networking opportunities for artists and arts, cultural, and heritage organizations and agencies ~ See also Public Involvement Work with the Arts Council of Temecula Valley and regional technical assistance providers to develop/make accessible a comprehensive technical assistance program to aid arts and cultural organizations with a variety of challenges including: AMS Planning &Research 16 November 1998 Goals & Objectives Temecala Cultural Arts Master Plan Implementation Scenario Initial Steps Involvement Timeline Costs Incorporation as non-profit organizations Marketing, fundraising, grantwriting, audience development Financial best practices Membership development and member services Volunteer recruitment and training Board development and training Explore opportunities for housing the Arts Council of Temecula Valley offices along with the Temecula Valley Chamber of Commerce in an Old Town location · Develop methods for joint planning, coordination, and promotion of Temecula's special events (e.g., Balloon and Wine, Arts in the Country, Taste of the Valley, Film Festival, Youth Art Fair, Rose Show, Tractor Race, etc.) · Work with local and regional businesses to develop sponsorship opportunities and packages Implementation Scenario · Arts Council of Temecula Valley to develop Work Plan for provision of technical assistance, networking activities, potential office relocation. · ACTV to work with City's Community Services Department to fund and implement T.A. plan. · ACTV, City of Temecula. · Develop work plan 6-9 months, begin implementation within 12 months. · Projected annual technical assistance costs of $5,000-$7,500 for workshops, bi-monthly networking meetings, etc. ,4MS Planning &Research 17 November 1998 Goals & Objectives ~ Temecula Cultural Arts Master Plan Goal E: Facilities To develop facilities to accommodate performing and visual arts. Rationale Cultural facilities to accommodate performances, exhibitions, rehearsals, classes, and the creation of artwork represent an important cornerstone in the culture of a community. As other cities have recognized, it is often difficult for arts and cultural organizations to grow and thrive without adequate venues which are welcoming and comfortable for audiences and visitors, and technically suitable for artists. As the City of Temecula strengthens its regional identity and experiences population growth from the continued influx of new residents, many involved in this planning process have noted the need to maintain, improve, and develop new facilities to accommodate existing and future cultural programs. While the community has recognized the important role facilities play through its creation of the Community Recreation Center Amphitheater, the public input received for this Cultural Plan has continued to identify outstanding cultural facility needs as a top priority. Among priorities for cultural facilities are the development of small theater spaces, a community art gallery, and the potential development of a larger (mid-sized) Performing Arts Center. Key to Objective Symboh: · - Other ~ - Implementation Step ~ - Recommendation Objectives · Explore ways to make the city's CRC amphitheater more accessible to community users (e.g., through the provision of "access grants" to subsidize costs of using approved sound vendors). (The City of Temecula should complete its user fees analysis to aid in this determination). · Explore development of a teen club band rehearsal/concert space. · Work with appropriate volunteers and organizations to further discuss community interest in the development of a Temecula Children's museum. · Work with city staff to better utilize (e.g., make more accessible to a variety of community organizations) existing exhibit space such as in Temecula City Hall. -_ AMS Planning & Resear__ch 18 November 1998 Goals & Objectives Temecala Cultural Arts Master Plan FINAL DRAFT The section that follows provides a discussion of cultural facility needs and opportunities us identified through the Cultural Arts Master Planning process. ThB section is followed by a Consultant Recommendation dealing with cultural facilities in Temecul,,- User Needs Analysis The consultants undertook a survey of arts and cultural organizations in the Temecula area which included information on their existing performance activities. The chart below summarizes the current performance schedule of several Temecula area-based arts organizations (excluding outdoor events such as the Arts Council's annual "Concert on the Green"): Organization/Program Productions Performances Rehearsals Temecula Valley Playhouse Christian Youth Theater Temecula Teen Council Sweet Adelines (projected) Fine Arts Ntwk. - Applause Theater FAN - Inland Valley Youth Symphony Rancho Music Assoc. - Temeculi-Temecula RMA - Library Christmas Show RMA - Library Valentine Show Arts Council of T.V. - Valentine Concert ACTV - HS Choirs Concert ACTV - Youth Strings Competition ACTV - Piano Competition ACTV - Dance Show ACTV - Valentine Concert ACTV - Sweet Adelines ACTV - Vintage Singers ACTV - Big Band Dance ACTV - Talent Showcase ACTV - Idyllwild Youth Orchestra ACTV - Inland Empire Chorale Total 7 68 3 36 3 3 3 3 3 3 6 6 4 4 43 137 Avg. ARendance 182 90* N/A 500 N/A 250 N/A 500 N/A 300 N/A N/A N/A 230 N/A 90 N/A 95 N/A 420 N/A 500 N/A 100 N/A 200 N/A 150 N/A 150 N/A 150 N/A 125 N/A 125 N/A 500 N/A 300 N/A 200 *Attendance at Temecula Valley Playhouse productions ranges from 90 to 160. As the table indicates, approximately 137 performances are presented annually by "area-resident" performing arts organizations. It is helpful to understand that close to half of all performances are produced by the Temecula Val Icy Playhouse with another 26% by the Christian Youth Theater at the Murieta Town Hall, resulting in just two organizations accounting for more than three-quarters of all ~4MS Planning &Research 19 November 1998 Goals & Objectives ~ Temecula Cultural Arts Master Plan FINAL DRAFT Indicated Number of Uses Current Facilities Used indoor performance activity. A handful of other organizations (namely, the Fine Arts Network, Rancho Music Association, and Arts Council of Temecula Valley) account for most of the remaining activities with each producing or presenting between 6 and 12 events a year. The following table provides totals of the current uses at various seating capacities as well as the various facilities currently utilized for these indoor performances: 75-150 Seats 200-300 Seats 500-700 Seats 1,200 Seats 76 13 42 N/A · T.V. Playhouse * Temeku Golf · Muriem H.S. · None · C.R.C. Club · C.R.C. Identified · C.R.C. · Murieta Town Hall As the table indicates, the majority of current uses (76) take place in a "small" performance facility (75-150 seats), either the Temecula Valley Playhouse (68 performances by the Playhouse organization itself) with a few small capacity uses at the larger Community Recreation Center. The second highest total of 42 uses are spread between the CRC, Murieta Valley High School Performing Arts Building, and the Murieta Town Hall (with most uses by the Christian Youth Theater). Only 13 existing uses have been identified at a 200-300 seat facility (the Temeku Golf Club) with no current indoor performances reported at a facility of more than 500 seats. It is important to note that in addition to Temecula Valley Playhouse's 68 performances an additional 182 "use days" for rehearsals occupy a significant percentage of"available event days" at the Playhouse's own theater. This usage breakdown is typical for community theater where the lack of adequate rehearsal facilities requires use of mainstage venues for long rehearsal periods. Types and Uses of Performing Arts Facilities During the Cultural Arts Master Planning process, participants in survey research and town meetings indicated "needs" for performance facilities with the following seating capacities: 75-150 seats, approximately 300 seats, 500-750 seats, and 1,000-2,000 seats. Participants in the planning process also strongly emphasized the need for "purpose-built" performing arts facilities with adequate public and performer support spaces, a fully-equipped stage, orchestra pit, good acoustics for a range of performance types, rehearsal and storage space, classrooms, and exhibit space. Adequate parking and good public access were also cited as important considerations. .4MS Planning &Research 20 November 1998 Goals & Objectives -- Temecula Cultural Arts Master Plan Typical Usage The table below provides a summary of the typical uses associated with each of the variously-sized theater spaces. 75-150 Seats · Residem Theater Co. · Lectures and meetings · Recitals · Films 200-300 Seats ~0-700 Seats 1,200 Seats · Resident Theater * Regional and · Regional and Co. Touring Music, Touring Music~ · Local Theater Dance, Theater, Dance, Theater, · Small Concerts Open Opera · Lectures and · Local Theater · Films meetings (musicals) · Lectures and · Recitals * Concerts meetings · Films · Films · Symphony concerts · Lectures and meetings What is most important to note from the table above is the typical "residency" of a theater company as a primary user in a "small" (in this case, either 75-150 or 200-300 seats) performance facility. At performing arts facilities in markets such as Temecula, seating capacities of 500+ seats would typically serve as "mid- sized" community arts centers without a resident company, but with a variety of users. The nature era "resident" (community or professional) theater company's tenancy in a small facility ranges from sole user (i.e., the building is used exclusively for the company's performances and rehearsals year-round) to primary tenant (i.e. a majority of available dates) or to renteL For larger theaters ("mid-sized," such as 600-800 seats, or "large" which is typically defined as 1,200 seats or more), producing theater companies typically offer limited runs of one to three weeks (e.g., musicals or holiday show). Mid-sized (and larger) facilities are used mostly for music (i.e., orchestras, bands, popular and folk concerts, etc.), dance performances, film presentations, musical theater and opera. The Temecula Situation The City of Temecula is not unlike many other California cities of similar size in where "community-based" arts organizations present performances in a variety of facilities. Cultoral groups in Temecula make ample use of the Community Recreation Center but desire a "real theater" with a stage, adequate audience and performer support, better acoustics, and an overall more "formal" ambience. Again, like many other southern California suburban communities, Temecula residents have access to arts programs in nearby venues within an hour' s drive including many in Los Angeles, the Orange County Performing Arts Center, San .4MS Planning & Resean:h 2 I November 1998 Goals&Objectives ~ff~ TemeculaCulturalArtsMasterPlan FINAL DRAFT Diego, and, more recently, the California Center for the Arts in Escondido, only 30 miles down 1-15. The prevalence and proximity of arts programs within an hour' s drive of Temecola contributes to the "community character" of the local arts organizations. In gauging a community's "readiness" to develop performing arts facilities, one must have a sense of "organizational capacity" to afford and manage the demands of a larger or more technically-complex performance facility. Only one of Temecula's cultural organizations has paid administrative staff and few pay their mists, designers or directors. Most operate on "shoestring" budgets (the largest annual operating budget being Christian Youth Theater at $122,000). At this time in Temecula, while there is "user demand" for cultural facilities at several seating capacities, the existing demand does not appear to justify, at this time, a significant capital outlay, nor do the community's existing organizations appear to have sufficient capacity to operate or even serve as "resident company" in a new performance facility. That said, however, does not mean that the City of Temecula shouM not pursue plans or opportunities for new cultural facilities. Rather, in the consultants' experience, communities such as Temecula (e.g., suburban, access to major arts markets, primarily community-based arts organizations, growing populations, potential to become regional commercial centers, etc.) are faced with two types of options for cultural facility development: 1. Commit to the development of a new (or renovated) small or mid-sized Performing Arts Center based on the belief that a performance venue contributes to the overall quality of life (much as a Community Recreation Center), represents an important regional "positioning' statement, and that the local arts community deserves a suitable venue. Communities such as Rohnert Park in northern California have adopted this stance, raising significant capital dollars for construction (approximately $8 Million) and providing substantial operating subsidies ($200,000 to $300,000 annually). "Local" arts organization involvement with such avenue might include a role as fundraising partner, as "resident company" or primary user group, or as rentera. Typically, venues of this type are built and operated by local government. Occasionally operation of smaller theaters may be contracted to a non-profit cultural group. Incorporate a cultural facility into a planned municipal building project such as a library or school to include a performance venue. In Poway, a joint City-school district project led to the development of a 750-seat theater at the High School. Construction was funded largely with redevelopment tax income with a small ($500,000) contribution from the School District. With AMS Planning &Research 22 November 1998 Goals & Objectives ~ Temecala Cultural Arts Master Plan FINAL DRAFT New Library · Planned for Temecula · Opportunity to include "enhanced auditorium" venue · Typically houses venues of less than 300 seats while still working for library programs · Would most likely not accommodate needs for "mid-sized" (500+) facility public libraries, a typical low-tech auditorium space (generally provided for lectures, readings, meetings and other community events) could be enhanced to accommodate a wider variety of cultural uses by including, for instance, a fully-~quipped stage, performer support and front-of-house space. What is important to note about both of these models, as they pertain to the situation in Temecula, is that neither one requires the presence of a primary tenant or user group. In reality, however, in order to be operationally efficient, a certain number of annual uses should be projected by one or more cultural organizations which has the capacity to pay "market rate" rents (typically in the range of $1/seat per night, excluding technical staff and equipment costs). Alternatively, a city government may commit to a significant annual operating subsidy for either the venue, or a primary tenant, or both. To accomplish either of these models in Temecula, local arts organizations will need to increase their management, financial and technical capacity. Seed funding, help with fundraising and marketing, and management support services would better position local Temecula arts groups for a move to a larger, more professional level of activity. Speci. ftc Opportunities In the consultants' opinion, a number of specific opportunities for cultural facility development should be considered: Adaptive Re-Use of Old Town Building · City investment in Old Town redevelopment would benefit fi'om on- going cultural uses · Opportunity for re-use Mercantile Building · Joint fundraising proposed by private non- profit "resident company", but: · Proposed resident company usage scenario does not appear to serve cornmunity needs Stand Alone · Incorporate PAC into other municipal projects such as a new Civic Center, (as in Escortdido, Thousand Oaks, Bear Valley) · Could be joint use facility with City Council Chamber (as in T.O.) · Would require significant capital and operating outlays · Could be either small or mid-sized or larger facility · Possibility for funding through "developer contribution" School District · As in Poway (and Chandler, Arizona), joint school districtJcity development of recreational facilities is typical of Western suburbs · Unclear if growing population in the Valley will require new school consmlction, and if TVUSD (or others) have plans for new auditoria .4MS Planning &Research 23 November 1998 Goals&Objectives ~ Temecula Cultural,4rts Master Plan Two specific opportunities have been identified at this time to have the best potential for providing performance facilities: either incorporating a performance space at a proposed new library and/or pursuing the adaptive re-use of an historic building in Old Town. Both of these options have positive and negative factors which can be summarized as follows: While the Library option affords an opportunity to combine cultural uses in a single building or earnpus, a library auditorium would not typically be more than 250 seats. Given the city's 500-capacity multi-purpose room at its Community Recreation Center it is unlikely that another 500-seat multi-use space would be built at a new library. In order to accommodate typical library programs (lectures, readings, children's programs, etc.) seating capacity would probably be in the 200-300 seat range. The Mercantile Building, given the city's sizable investment in Old Town redevelopment, would provide a complementary entertainment usage in the district. However, current proposals by the Temecula Valley Playhouse to provide capital funding in exchange for exclusive use of the venue would, therefore, not accommodate other community user needs. (It is also unclear as of this publication the specific seating capacity potential of the Mercantile building, but it is doubtful to provide more than 300 seats as well). While there is nothing inherently "wrong" with the city's participation in providing an exclusive performance home for a single arts organization, it does not appear that the city's goal of utilizing tax dollars for the public good would be best served by this option. The consultants wish to stress that a solution should be pursued which may involve provision of off-site rehearsal and production space to a primary tenant or resident company. Given that the Playhouse's performances currently only require 68 "performance days" and that rehearsals account for an additional 182 dates, it may be possible to secure a warehouse, storefront, or light industrial type of space which would serve as a production shop and rehearsal space. With that accommodation, a single user organization (such as the Temeeula Valley Playhouse) could utilize the theater for four to six months annually for performances and have the venue available for other community users while they rehearse elsewhere. AMS Planning &Research 24 November 1998 Goals & Objectives ~ Teraecula Cultural Arts Master Plan FINAL DRAFT Other Cultural Facilities Needs Before turning to a brief discussion of management scenarios and consultant recommendations, it is important to note in this section the other indicated needs for cultural facilities through the Master Plan research. Specifically, demand for exhibition, classroom, and meeting/office space was expressed by a number of Temecula-based organizations. The following chart provides an overview of the ways in which these needs are typically accommodated: Exhibition · Community art gallery · In lobby of performance Facility · In other municipal building lobbies (e.g., City Hall, Library) Classroom · In Community Centers (as in CRC classrooms) · Often included as educational wings of PACs (as in Escondido) Meeting/Office · tn non-profit Arts Incubators · Often included as administrative space in PACs Most of the indicated demand in Temecula is for exhibit and classroom space. A community art gallery might be operated by a single organization on contract with city government, with provisions for making exhibit space available on an annual calendar basis. For instance, the City might contract with the Temecula Valley Art League (or another non-profit visual arts organization) to operate a storefront community gallery. TVAL exhibits might be slated for 6 months out of each year with slots reserved for other community exhibitors (e.g., school districts, watercolor associations, etc.) during the remaining (or interspersed) six months. Operation of a lobby gallery might also be pursued along a similar model; were the city to construct a new Performing Arts facility, it could retain a pan-time curator to program a lobby gallery with an annual series of exhibitions (local and touring) as is done in Chandler, Arizona. Or, it could contract with a local non- profit to provide programming (exhibits) in the space with some provision for community access. Management Scenarios While it is premature to discuss the capital and operating costs associated with any of the above-mentioned cultural facility scenarios, the city has requested an overview of how such a building might be managed. It is important to note that these scenarios typically change according to the type of facility. Nearly all performing arts venues other than resident theater company homes are owned by units of government. It is quite typical for small and mid-sized facilities to be operated on contract by a non-profit organization, either the resident company itself or a non-profit operating entity. Larger facilities such as mid-sized community arts centers of 800 seats, and certainly larger PACs of 1,200+ seats, are more often operated by the government units themselves. ~4MS Planning & Resear~:h 25 November 1998 Goals&Objectives ~ff~ TemeculaCulturalArtsMasterPlan The table below summarizes typical management scenarios associated with cultural facilities: Existing Non-Profit · Such as a resident theater company · Ofien includes a provision for community access · Has advantage of being entrepreneurial · Fundraising advantage over governments New Non-Profit , A newly-created operating entity · Independent of user groups or residem companies · Has advantage of being entrepreneurial · Fundraising advantage over governments Government · Public "deep pocket" resources · Access to maintenance and other operating efficiencies · Not typically "entrepreneurial" · More difficult to ~mdnfxse Hybrid · Often a non-profit fundraising arm (Friends Organization) for a municipal operation profit operates stagehouse and/or lobby gallery components Given the above discussion of the cultural facilities needs, issues, and opportunities as discovered during the research and planning process, AMS Planning & Research makes the following recommendations: · The City ofTemecula should pursue the following eultural facility developments: ~ Investigate the feasibility of a 200-300 seat performance venue at the proposed new Temecula Library (e.g., building program, use projections, capital costs and operating pro formas) ~ Investigate the feasibility of a small performance venue (200-300 seats) in Old Town at the Mercantile Building (e.g., building program, use projections, capital costs and operating pro formas) :=> Monitor opportunities for incorporation of exhibit and/or classroom components in either of the above-mentioned options ~ Continue to work with the Temecula Valley Playhouse to negotiate terms for fundraising participation and tenancy at the Old Town Mercantile building, including exploration for a suitable accommodation for the organization's production and rehearsal needs ~ Monitor opportunities for development ofa community art gallery in storefronts or other commercial buildings ~ Work with developers and other municipal development opportunities (e.g., a new Civic Center) to secure funding and incorporate plans for a 500-700 seat mid-sized community arts center ~ Incorporate community~based uses into the Old Town History Museum (which might include use for visual arts exhibitions and classrooms, and/or meeting and office space for non-profit cultural groups) dMS Planning & Researd:h 26 November 1998 Gods &Objectives ~ff~ Temecula Cultural Arts Master Plan FINAL DRAFT Implementation Scenario Initial Steps Involvement Timeline Costs Implementation Scenario · City staff to convene Facilities Task Force involving arts community stakeholders and relevant city departments. · Continue negotiations regarding Old Town properties and potential tenancy terms with user organizations. · Work with Library Design Committee to explore opportunities for incorporating performing arts venue in proposed new library. · Undertake feasibility analysis (use, capital, operating cost projections) of various facility opportunities (e.g., Old Town Mercantile Building, Library). · City staff, arts community, consultants. · Continue discussions and negotiations immediately; undertake feasibility analysis as opportunities (e.g., availability of buildings, timing of Library proposals) warrant. · Feasibility analysis by consultants in range of $25,000-$35,000. AMS Planning &Research 27 November 1998 Goals & Objectives Temecula Cultural ,4rts Maxter Plan FINAL DRAFT Goal F: Heritage To preserve the historic legacy of Temeeula Valley. I Rationale Community pride in the heritage of the Temecula Valley is widespread and prevalent. Throughout research conducted for this Cultural Arts Master Plan the subjects of historical preservation and raising community awareness of local and regional history were of great concern to community leaders. This goal seeks to provide a foundation for further preserving, interpreting, and promoting the region's historic resources. Key to Objective Symbols: · - Other ~ - Implementation Step · - Recommendation Objectives Identify, update existing inventories, and seek appropriate state and federal registration for Temecula's historic sites and assets Determine preservation and maintenance needs of historic sites (including allowances for future annexation of existing county sites) Develop a comprehensive heritage/preservation outreach program to include: ~ a series ofpublic/neighborhood workshops dealing with heritage and preservation issues ~ work sessions with public and elected officials regarding preservation and promotion of Temecula Valley' s heritage assets (e.g., historic sites, buildings, and markers, resources, public art, etc.) ~ work sessions with banks and landlords · Identify potential funding sources and preservation incentives · Work with key parmers in the Heritage community (e.g., Women's Club, Taylors, History Museum, Rancho Music Association, Community Services Commission/Department, Temecula Town Association, Destination Temecula, Chamber of Commerce, Old Town Temecula Gunfighters Association, and others) to develop a central listing of heritage resources (e.g., publications, videos, collections, tours, etc.) - · Establish a central resource for information and programs dealing with Temecula Valley heritage (organization to be determined) AMS Planning &Research 28 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan Implementation Scenario Initial Steps Involvement Timeline Costs · Promote availability of city "fast-track" permit process for historical buildings (e.g., city waives permit fees) · Revive the Main Street program involving OTMA, businesses, TTA, City of Temecula, and members of the community (approximately $120,000/year) Implementation Scenario · City's Community Services Department and interested citizens (heritage stakeholders) to meet with Arts Council of Temecula Valley and History Museum operators to discuss provision of and roles/responsibilities for central Heritage information and coordination services. · Identified implementation players to develop Work Plan to provide recommended services and activities. · City ofTemecula, ACTV, Heritage community. · Meet to determine roles and responsibilities within 6 months; begin implementation within 12 months. · To be determined. AMS Planning &Research 29 November 1998 Goals &Objectives Temecula Culno-al Arts Master Plan FINAL DRAFT Implementation Provide funding and resources necessary to implement the Cultural Arts Master Plan. Rationale All involved with this Plan's creation have recognized the need to establish the appropriate infrastructure and secure required resources in order to further the development of the City's cultural sector. This CulturalArts Master Plan is grounded in a belief that a true public/private partnership will be an essential aspect of its implementation. Research conducted for the Cultural Arts Master Plan is summarized here to provide some background for implementation objectives. A total of 203 surveys of Temecula residents were conducted in July 1998 by employees of the City. The following are highlights of the research: Do you think the City Government should provide funding for arts & culture? Yes No Don't Know % Reporting 73% 10% 16% Do you think the City Government should be involved in arts education programs? Yes No Don't Know % Reporting 69% 14% 17% What areas should receive more City funding? % Reporting Youth Programs 60% Festivals 55% Art in Public Places 38% New Theater Space 35% Arts Education 32% AMS Planning &Research 30 November 1998 Goals&Objectives ~ Temecula Cultural Arts Master Plan FINAL DRAFT The Plan's overall approach is one of believing that the City cannot "do it alone "; the participation of private funden, businesses and corporations, volunteers, non-profit arts and cultural organizations, other government grants, and others, will be directed toward the implementation of this Plan, under the overall auspices and guidance of the Temacula City Council, its professionally- staffed departments, and its appointed Community Services Commission. Key to Objective Symbols: · - Other ~ - Implementation Step · - Recommendation Roles & Responsibilities The council-appointed Temecula Community Services Commission and professionally-staffed Community Services Department should be charged with overall responsibility for: ~ Monitoring implementation of the Cultural Arts Master Plan ~ Working with City staffand elacted officials to prioritize arts and cultural uses and activities throughout the city's economic and community development, tourism, and other related activities ~ Working with City staff and private sectors partners for the development and/or renovation of cultural facilities ~ Developing and overseeing a City-sponsored cultural grants program ~ Developing and overseeing a City Public Art Program · The City of Temecula's Community Services Department should add a new staff position of "Cultural Arts Administrator" to oversee implementation of Cultural Plan objectives including: ~ Coordination with Temeeula Valley Unified School District for arts education programs ~ Administering contacts-for-services with Arts Council ofTemecula Valley and History Museum operations ~ Working with City staff and elected officials to prioritize arts and cultural uses and activities throughout the eity's economic and community development, tourism, and other related activities · The non-profit Arts Council of Temecula Valley should be considered an on-going partner in the City's efforts to implement the Cultural Arts Master Plan with primary responsibility for: ~ Facilitating the development ofteehnical assistance, networking and support services for arts, cultural, and heritage organizations AMS Planning &Research 31 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan FINAL DRAFT ~ Providing public information, refen'al, and promotional materials :~ Working closely with regional school boards, administrations, and parents/supporters groups for the enhancement of school-based arts education programs =~ Continuing to be active in programming through presenting of visual and performing arts programs The non-profit Arts Council of Temecula Valley should consider becoming the Arts & Heritage Council of Temeeula Valley through city (and private) funding for provision of Heritage information services and programs Funding The City of Temecula should consider increasing the city's Transient Occupancy Tax by 2% to serve as a dedicated arts funding source (which could raise up to $250,000 annually for arts, culture, and heritage programs and services). The City of Temecula should develop Cultural Grants Program to separate arts/cultural and heritage funding from other city funding of non-profits (e.g., Social and Human Services). The following recommended grant program guidelines are intended to serve as a basis for deliberation by the Community Services Commission, City staff and City Council. They are based on the consultants' experience with model programs in other communities. Public dollars utilized for cultural grants need to serve the public interest and should also meet other goals and objectives of the City and Community Services Commission such as community and economic development, Old Town revitalization, and so on. The City of Temecula should institute a cultural funding program which is administered under the auspices of its Community Services Commission. A pool of city dollars should be made available for distribution to "qualified" (e.g., not-for-profit) organizations in two grant categories: Operating and Project support. An annual call for proposals, peer review panel, and recommendations to City Council (for authorization of Commission- recommended funding amounts) should be instituted. Funding may be limited to organizations which are "residents" of the City of Temecula (e.g., maintain an office, performance or rehearsal studio, majority of performances take place in the city, etc.) or may be made available to non-profit organizations from throughout the region for the presentation of performances, exhibitions, workshops or classes in Temeeula or that are primarily intended to serve Temecula residents. Funding for operating support should be limited to no more than 20% of an AMS Planning &Research 32 November 1998 Goals &Objectives ~ Temecula Cultural Arts Master Plan FINAL DRAFT organization's annual operating budget; combined funding from both operating and project support categories should account for no more than 30% of an organization's annul budget. Operating support funds should be limited to those non-profits whose "primary purpose" (e.g., mission) is related to arts, culture, or heritage. Funding in the Project support category may be extended to any not-for-profit entity (e.g., human service providers) involved in arts, cultural, or heritage programming. Project grant funding may be targeted to those programs which a) relate directly to the City's broad goal statements, b) provide a public service and are accessible to all (e.g., free outdoor concerts in neighborhood parks), or c) demonstrate evidence of a collaboration or partnership with another non- profit, cultural, human service, business, neighborhood, or other entity. Peer review panels should be composed of up to seven members representing arts, cultural, heritage, business, and/or neighborhood interests from throughout the region, and should include representation by no more than two members of the Community Services Commission. A rating system which takes into account response to program goals, evidence of ability to succeed, sound fiscal management practices, diversity of board, staff, and artists, accessibility of proposed programs, and measures of community benefit should be employed. Panelists representing applicant organizations should be precluded from service. Recommended funding amounts should be determined based on a final panel score from written materials and panel interviews. It may be desirable to fund a majority of"successful" applicants at some level (e.g., applications scoring 9 of 10 receive 90% of requested funds, those scoring 8 receive 80%, and so on) until funds are exhausted (as opposed to funding high-scoring applications at full mounts requested). Panel recommendations should be forwarded to the full Community Services Commission for approval and submission to City Council. Contracts for services with grantees should include measurable performance objectives and the requirement of a final report to the Community Services Commission (providing evidence of what funds were used for, how many Temecula residents were served, what the program impact was, etc,). Members of the Commission and support staff should collect model program guidelines, applications, and peer panel scoring outlines from local arts agencies in the region and from national arts agency support organizations. AMS Planning &Research 33 November 1998 Goals & Objectives Temecula Cultural Arts Master Plan Implementation Scenario Initial Steps Involvement Timeline Costs Implementation Scenario · Arts Council of Temecula Valley board to discuss additional of Heritage to range of programs and services · City's Community Services Department to add Cultural Arts Administrator staff position · ACTV to meet with City's Community Services Department to determine contract services and funding requirements · City, ACTV, new staff. · To be determined. · To be determined - see specific goal areas above. AMS Planning &Research 34 November 1998 Appendices AMS Planning &Research 35 November 1998 C.1 r~ (.) n 0 ~ c~ ~' 0 0 0 0 t... t... t~ t~ t~ e~ :~ ,,- nn n = n n = nn ~ 0 ~' ,,~C Nr' 'o ~ .> E o ._o m >c o~ 0 U.~ ~c o','~o .o> Ecm o=c~.~ 0 a-~.[.e,_'uo:~ o u E c~ ~- oc~ = "~ ~'' ~.~.-,o c c ~o,.. o (/) oF. at .~ .e.~ oo. c~ ~ c me n, -a,-.c ~Cf/) C~,~ ,_ Q)'0 CD o ~ c._me~ .a>~ '~m .~ -~ o o ~,~.E o ~ ~ 0 OFTHE TEMECULA V.AI,I.gy POST OFFICE BOX2337 ? TEMECULA, CA92593 ? 909.695.2787 ? FAX 909.695.9438 ? enaail: temarU~pe.net November 24, 1998 BOARD OF TRUSTEES Albert and Grace Ball Eve Craig FIlm DiedeAch Maryann and Tom Edwants Don & Bet~e Endtesta Jo Anne Rowera Palndy Holland Carol done Barbara Keen don and Jill Lieberg Teresa Lubranl Barbara McLean James and Dorothy Meyler Helen ~er An~ela MottO-Myers Dor~ and C~. ~oyer ~r~ce Singer Janet Tosches Alan Wtnl~lstein Alicen Wong Mr. Herman D. Parker Director, Community Services Department City of Temecula 43 174 Business Park Drive Temecula, California 92590 RE: ROLE OF ARTS COUNCIL IN IMPLEMENTATION OF CITY OF TEMECULA'S CULTURAL PLAN Dear Herram-x, On behalf of the Board of Trustees of the Arts Council of the Temecula Valley, I would like to infouxz you that the Arts Council is very interested in assuming the lead role in assisting the City of Temecula with the implementation of the proposed Cultural Plan. Board members are very excited, as am I, at the prospect of bringing a greater awareness to the Temecula Valley of the cultural opportunities available. We are interested also in working to create a broader base for arts education in valley schools. Many Board members look forward to attending the Community Parks and Recreation Commissioner's meeting on Monday, December 12 to hear your recommendations. The Arts Council is looking forward to working with the City of Temecula on the implementation of the Cultural Plan. It is a very exciting prospect for all of us. BOARD CONSULTANTS Bob and Jo Bird Zev and Vtlma Buffman- Jerrold Novomey Karen Parroft, Have a wonderful holiday, season. --~ W meat re ~ 'Martha N. Minklet Executive Director EXECtrrV~ Om~CrOR CC: Mr. Tom Edwards, President, Board of Trustees Martha Mlnlder ITEM NO. 3 CITY OF TEMECULA AGENDA REPORT TO: FROM: DATE: SUBJECT: Community Services Commission --~erman D. Parker, Director of Community Services December 14, 1998 ELECTION OF CHAIRPERSON AND VICE CHAIRPERSON - COMMUNITY SERVICES COMMISSION PREPARED BY: RECOMMENDATION: Gall Ziglet, Administrative Secretary O~ That the Community Services Commission: Elect a member from the Community Services Commission to serve as Chairperson from November 1, 1998 to October 31, 1999. Elect a member from the Community Services Commission to serve as Vice Chairperson from November 1, 1998 to October 31, 1999. DISCUSSION: The term of Chairperson and Vice Chairperson for the Community Services Commission is for one (1) year beginning November I and ending October 31 of any given year. Therefore, it is necessary for the Commission to select two members to serve as Chairperson and Vice Chairperson for the upcoming new term. ITEM NO. 4 CITY OF TEMECULA AGENDA REPORT TO: FROM: DATE: SUBJECT: Community Services Commission ,~Herman D. Parker, Director of Community Services December 14, 1998 MUSEUM OPERATIONS RECOMMENDATION: That the Community Services Commission: Receive and file this report regarding the operations of the museum. BACKGROUND: The museum building, currently under construction at Sam Hicks Monument Park is estimated to be ninety percent (90%) complete. It is a two-story building, with two offices, several work and storage rooms, shipping and receiving bay, gift shop, and upstairs and downstairs exhibition areas. The first floor consists of 4,236 square feet and the second floor is 2,964 square feet, for a total of 7,200 square feet. Pacitto Construction Company has been awarded a construction contract to complete the museum. This will include, the installation of air conditioning, an elevator, flooring, cabinetry, track lighting, security system and landscape. City staff will complete the irrigation and landscaping installation for the facility. Construction should be complete in late February of 1999. Once construction is complete, the Community Services Department will operate, manage and maintain the historical museum as a City facility. The City will hire a professional staff to manage the day-to-day operations of the facility, work closely with volunteer support services, and assume all operations costs for a period of 24 months, or until a viable non-profit organization could operate and maintain the facility. Annual operations and maintenance costs for the museum and chapel are estimated at $160,000. Through a Request for Qualifications and interview process, which included members of the City Council and the Community Services Commission, the firm Think Jacobson and Roth was selected as the most qualified firm to design, fabricate and install exhibits in'~the new museum. This firm has extensive experience in museum exhibit design. As a result, Think Jacobson and Both has been awarded a Professional Services Agreement for the design, fabrication and installation of exhibits. R:lzi~letg/c~cegend/Mugum Operltlon~ If operated and managed properly, the Temecule Museum and Chapel can be a popular attraction in the Old Town Temecula area. With interesting historical exhibits, rotating exhibits, interactive areas of youth, tours, storytelling, local art exhibits, annual special events, and an aggressive marketing campaign, staff envisions the facility attracting visitors from not only the community, but from the region as well. It would be staff's intent to continue to work with the Temecula Valley Museum, Inc. (TVMI), to coordinate events, provide volunteer support and docent services. TVMI will play a vital role in operating the gift shop, fundraising for new exhibits and services. Their support staff and involvement with the facility operations is crucial. R:/zigl~rglcscaggnd/Mus~um Operations