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HomeMy WebLinkAboutResolution No. 2012-084 CITY OF THE COLONY, TEXAS RESOLUTION NO. 2012- C, kj A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF THE COLONY, TEXAS, ADOPTING THE CULTURAL ARTS MASTER PLAN, MEETING THE CULTURAL NEEDS OF CITIZENS AND ENHANCE THE COMMUNITY'S IDENTITY AND IMAGE, ATTACHED AS EXHIBIT "A"; AND PROVIDING AN EFFECTIVE DATE WHEREAS, That the City Council of the City of The Colony, Texas, approves the Cultural Arts Master Plan to meet the cultural needs of citizens and enhance the community's identity and image ; and WHEREAS, The City Council finds it is in the best interest of the city to approve the Cultural Arts Master Plan. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF THE COLONY, TEXAS: Section 1. That the Cultural Arts Master Plan, which is attached as Exhibit "A", is hereby adopted for the purpose of meeting the cultural needs of citizens and enhance the community's identity and image. Section 2. That this resolution shall take effect immediately from and after its passage. PASSED AND APPROVED by the City Council of the City of The Colony, Texas, this 20th day of November, 2012. J e MCCOUIT~, Mayor ity of The Colony, Texas ATTrS ~ A(' Christie Wilson, TRMC, City Secretary - APPROVED AS TO FORM: Jeff Moore,' City Attorney ■ I r 1`~ i k pr#n1 r+ Public art at Austin Ranch (Photo: Thomas Mozden) I he Colony Cultural Arts Master Plan Revised Finor /November 2OJ2 Mayor Joe McCourry Kirk Mikulec, Place 1 Richard Boyer, Place 2 Jeff Connelly, Place 3 David Terre, Place 4 Perry Schrag, Place 5 Joel Marks, Place 6 Don Beckel Bob Bourbon Joye Grube Lisa Leary Joan Lux, Chairperson Martin Mussey Liz Ripperger Donna Arnold Bob Bourbon Kathy Costa, Chairperson Gail Kasek Casey Kidwell Joan Lux, Vice Chair Mayor Joe McCourry, Council Liaison Liz Ripperger Don Beckel Kathy Braby, Treasurer Allen Harris, Council Liaison TeRon Lawrence, President Lisa Leary, Secretary Susana Perez Steve Sohn, Vice-President -+r7 Allen Harris+ ir. Dan Mahle ~f I. y`\ IFS' I 1< '11111M r. n Brant E. Shallenburger, J.D., Director of Government Relations a Pam Nelson, Community Services Director The Cultural Planning Group rte: - - Jerry Allen, Partner DavidPlettner-Saunders, Partner WbibV CI1AlIII d1pl,11IIllnI; c off) Sculpture at Five Star (Photo: Thomas Mozden) 1 I P a g e The Colony G.dtmal Ails Maslen Plan Heviserl Fin~?I / PJavetnher 101.1 Executive Summary 3 Background 7 Community Description 8 Findings 12 Cultural Facilities Comparison Study 15 Vision and Mission Statements 18 Goals and Strategies 20 Goals 20 Strategies 22 Recommended Policies 36 Implementation 38 Funding and Other Resources 38 Starting Points for Implementation 39 Implementation Costs 40 Table of Recommended Strategies 41 Appendices 43 Planning Process 43 Community Survey 45 Cultural Facilities Comparison Study Data 58 Txr' 1 l ~£COG RivF~ t BRA Jammin' in the Park (Photo: Casey Kidwell) 2 P a g e The Colony C.01mal Arts Vaster Plan Revised Final / November 1012 This Cultural Arts Master Plan provides a powerful framework for the City of The Colony and its community partners to better meet the cultural needs of citizens, while enhancing the community's identity and image. Residents and stakeholders defined a rich and ambitious cultural vision for their community. They view arts, culture and creativity as an essential tool for community development and a way to address The Colony's opportunities and challenges. The Colony's cultural life is full of resources and potential but also faces specific impediments. An assessment yielded the following findings: Residents have far more cultural interest than opportunity in The Colony and most often have to travel elsewhere for cultural activities. Residents as well as arts providers note a communications gap in learning about, or marketing, cultural offerings. Local arts providers tend to be young, small organizations offering valuable programs, yet with limited capacity to serve the community. Related to this, there are inadequate cultural facilities and venues to meet community needs. There is a lack of consensus about the image and identity of The Colony, arising in part from urban design challenges that inhibit community connections as well as cultural development. The Colony has emphasized investment in sports and recreation over arts and culture, yet children engage in slightly more arts activities than sports outside of school. These arts activities include painting, drawing, music, dance, drama, creative writing, video/movie making and photography. To fulfill the community's cultural vision, the plan identifies five goals: t> par~'e residents and visitors with greater access ~ Residents want more arts and culture events and activities to be available in The Colony. In particular, they seek informal and community-oriented cultural activities, such as clubs and cafes with live arts events, w community festivals and celebrations, arts and cultural A festivals, and "cool places to hang out" in the , community. Closely related to this is the desire for better, easier-to-access information and news about what's going on in the community. Younger residents t emphasize more arts and cultural activities for kids and _ ' Jammin' in the Park (Photo: Casey Kidwell) l'ge the Colony CUIturaI Ails Masser Plan Revised Final / November 2012 more community festivals and celebrations. Interestingly, the call for art in public places is as popular as arts opportunities for kids. Meeting residents' cultural needs aligns closely with the City's goal for attracting visitors. The Colony Convention and Visitors Bureau identifies cultural activities as one strategy and would welcome additional draws. Providing greater cultural opportunity for residents and visitors will necessarily entail addressing the needs of The Colony's arts and cultural organizations and other providers in the community. While the ultimate goal focuses on The Colony's citizens, the two go hand-in-hand and strengthening the capacities of local cultural providers is essential. 2. Expand local arts programming by building on the existing offerings of the Cis u d lu ~ i vym i , the Parrs and Recreation Department, arts ornani7wtions, and schools. The Colony has built a strong base of arts programming through its Cultural Arts Board, Parks and Recreation Department, and its community of local arts organizations. Expanding this programming will help improve community access to the arts, promote awareness of arts available in The Colony, and support further development of the arts in the community. , ~,°;i?radkt~zfrt:S,",f.l;alrKati.j'r'rkrra.ia"s.`tffaa°€•;dPtr°serf€~369'IC'$lat:~..Frl4'tnpF. Resources are an important issue for The Colony's arts development, and the City can help expand financial and other resources for the arts from inside and outside the community. The City is eligible to apply for funding from government agencies such as the Texas Commission on the Arts and the National Endowment for the Arts. It can also pursue funding from local and regional foundations, and organizations such as the Mid-America Arts Alliance. To supplement the City's efforts and build a. local arts support, it is important to make a sustained effort to expand the local arts t~• audience and increase community, awareness of local arts programming. This t.r r will, over time, increase local donations and ri other resources. In addition, building the I 4 capacity of local arts organizations to raise their own funds and market their programs will also "increase the pie" of arts support in r s The Colony. r". . p The Colony Playhouse, "The Best Christmas Pageant Ever" P ~{PAY Ir.:~{'glj4.6r~r _ u.; t, rl-g aF dt°a~@® P°r>lbdA6'A5:( kl`bN r r~ir!P?r' .r.,.„rr.7 r .pr.,^. Residents express the desire for better community connections and a more aesthetic environment, reflecting some of the challenges posed by The Colony's suburban development patterns. These desires are closely related and can be addressed by encouraging development of cultural venues and activities, and by encouraging development of desirable gathering places throughout the 4 1Page The Colony Cultural Arts Master Plan Revised Finol/November 2017 community. The City can help meet the community's needs for cultural facilities by improving and encouraging re-use of existing buildings and spaces, incorporating venues and uses into developer agreements, building or enhancing park facilities, and in the long-term, developing a community cultural arts center. i~.'~' O xtLf~E€a k~f'~r ~Ft~esa`Ye~t~i+ etr h'14, 'a oion y's community identity and brand. Residents express a strong community pride mixed with the desire for a more positive ; r~• community image. They seek to both build a richer cultural experience in the community and greater recognition of that experience. Enhancing local arts programs, organizations and traditions y will over time help define The Colony's identity as having a more desirable cultural quality of life and as a destination for cultural experiences. j Recommended strategies provide the means for fulfilling the goals of the plan. Because this is a ten- Jarnmin' in the Park (Photo: Casey Kidwell) year plan, strategies are grouped according to priority. 1. Expand and clarify the role of the Cultural Arts Board. 2. Expand and enhance Cultural Arts Board programming. 3. Assist local arts organizations to build their organizational capacity. 4. Develop an inventory of underutilized spaces for arts uses. 5. Develop a program of coordinated marketing for local arts and cultural opportunities. 6. Develop a summer arts camp. 7. Develop a public art program and policy for The Colony. 8. Identify opportunities for arts venues and uses in new public and private development. 9. Provide sufficient professional staffing to support implementation of the plan. 10. Plan and implement a signature annual or biannual arts festival. 11. Enhance existing arts facilities. 12. Develop a flexible-use cultural venue, with theatre, gallery, classrooms and meeting spaces. 13. Develop a lakeside outdoor performance venue. 14. Develop/redevelop a park as a botanical garden with historical elements. 5 1Page The Colony Cultural Arts Master Plan Revised Finol /November 2012 Responsibility for implementation is shared among various City agencies, community partners, businesses and developers. It is anticipated that the Cultural Arts Board and staff will take the leadership role in implementation of this plan, setting annual goals and providing assistance to the lead agencies. The CAB can monitor and report to City Council and the community on overall progress in implementation, and make periodic assessments and adjustments. This will help ensure continued momentum and avoid undue disappointment or failure in implementation. The recommended strategies all identify lead and partner agencies, a start year, estimated costs and other resources needed, potential funding, initial steps, model programs, and information resources. It is understood that in an ambitious and long-term master plan, implementation must proceed flexibly, taking into account changed circumstances and available resources. While cultural development always involves some investment of resources, it is clear that the City's fiscal circumstances inhibit significant new spending on implementation of this plan in the short-term. To address this, starting points for implementation are identified, "low-hanging fruit" that can be undertaken with existing staff and financial resources. Potential funding sources for implementation include allocations of City general funds, new City revenues and/or fees, other public funding (state and national), private funding from individuals and philanthropic foundations, and inkind resources. The approximate cost of implementing most of the high- and medium-priority strategies in this plan is $95,000 in annual program and staff expenses, plus $100,000 in one-time start-up expenses for a signature festival. The expense of some strategies, especially capital projects, will require future planning and development to arrive at accurate budgets; however, order-of-magnitude cost ranges are provided in each of those strategies, where possible. 4: it 1 j Lakeside Community Theatre "Evil Dead: The Musical" 6 1 P a g e I-h(~ Colony Cultural Aits lvlaster Plan Revised Nnol / November 2012 „ What was the genesis of the Cultural Arts Master Plan? This planning process arose from a history of City efforts to understand and address cultural needs in the community. Reflecting increased community interest and activity in cultural development, The Colony's City Council established a Cultural Arts Board (CAB) in 2003 to advise the Council on matters pertaining to the arts. In 2009, the City's Community Development Corporation created a Community Development Master Plan that identified a cultural arts master plan as a priority need. To implement this recommendation, the CAB commissioned creation of this cultural arts master plan to establish a communitywide vision and goals for arts development in The Colony. With funding provided jointly by the City Council and Community Development Corporation, the City issued an RFP in October 2010 and, following an open, competitive selection process, issued a contract to begin work in July 2011. Kaleidoscapes at City Hall: Hope, Love, Peace P a g e The Colony Cultural Arts Master Plan Revised inoi/November 2012 What are the characteristics and assets of The Colony? This section provides an overall description of the community for which the Cultural Arts Master Plan was commissioned. Nicknamed "The City by the Lake," the City of The Colony is located northwest of Dallas in _ - -Aft Denton County, Texas, occupying about 14 square miles on the southeast shores of Lewisville Lake. The community is distinguished in part by its relationship to the lake, which is managed and maintained by the United States A' alview of The Colony andtewlsvllle I-ake Army Corps of Engineers and was formed by the completion of Lewisville Dam in 1955. Lewisville Lake provides many passive and active recreational opportunities, great aesthetic value, respite from the Texas summer heat, and a connection to nature and the outdoors. Archaeological evidence of human settlement in the nearby region dates to approximately 10,000 BC, considered among the earliest such settlements in the Southwestern United States. The community's modern history began in the early 1840's when The Colony area became part of Peters Colony, a land grant company authorized by the Republic of Texas to give free land to new settlers willing to move and live in Texas. Attracted by Peters Colony advertising, a small number of settlers homesteaded an area named Bridges Settlement in what is now The Colony. Shortly thereafter Peters Colony opened its company headquarters in Bridges Settlement, which remained open until the office was burned down during a dispute over land titles in the Hedgecoxe War in 1852. The area was the site of several early communities, the most successful of which was Carney. Carney was settled in the early 1900's when a railroad loading dock was built along the newly opened St Louis-San Francisco railroad line. Development of the current community began in 1972 with the purchase of 2500 acres of land by Fox and Jacobs, a Dallas based residential homebuilder. Due to a lack of public water infrastructure in the area Fox and Jacobs next formed a Municipal Utilities District to provide the service. Streets and houses were then constructed and the first residents moved into their new homes in the development named the Colony in October of 1974. Fox and Jacobs and its sub-contractors continued to build tract homes in the community, and the population grew quickly to about 5,000 residents. Residents in the original homeowners' association petitioned the City of Frisco in 1976 and the WIN TM City of The Colony was incorporated as an - _ w~• independent Home Rule municipality in 1977. 8 P + e 6e C,olr~uy (mIimf ,I Ait, lvi<,sle; I'i,m Rwised i final / Novemhr°r i011 The Colony has continued to grow through annexation and other population increases since that time. In 2010, the population of The Colony numbered 36,328, following rapid growth of 37% in the previous decade (2012 population is estimated to be more than 40,000). The Colony's population has positive demographic characteristics, including higher-than-average levels of education, earnings and home ownership. Residents of The Colony are well-educated, with 93% being high school graduates and 35% college graduates, well above Texas and national averages. Average household income is also relatively high, $78,606 versus $48,199 in all of Texas. The poverty rate is correspondingly low, 5% versus the 17% average for Texas. In 2010, the community included 13,597 households, with 75% owning their own homes, higher than Texas and national averages. Residents are about 75% White, 8% Black, 6% Asian and 21% Hispanic, and 21% speak a language other than English in the home. In line with the suburban origins of the community, residents are often` commuters, with an average travel time 1 ' to work of nearly 30 minutes, which is 3 ( R higher than the Texas and national averages of 25 minutes.. n~- Along with Lewisville Lake, The Colony offers many recreational opportunities such as camping, fishing, swimming, - boating, hiking, picnicking and cycling. Public art at Five Star Complex (Photo; Thomas Mozden) The City has developed an extensive park system, including 28 parks with a total of more than 3,000 acres, one of the highest proportions of parks of any community in Texas. In addition, a full service marina recently opened at Hidden Cove Park and features slips, rentals and a ship store. Other sports facilities and opportunities abound in The Colony. There are major golf courses located within the city, The Tribute, Stewart Peninsula and The Old American. Additional sports facilities include The Colony Five Star, a state-of-the-art athletic complex, and Blue Sky Sports Center, an indoor soccer facility. Sports venues in The Colony host local athletic leagues and regional, state and national tournaments. Hawaiian Falls, a major water park, is a major commercial family attraction, located adjacent to Five Star. A Memorial to Veterans of the Armed Services was dedicated in 2005 through a partnership of the local post of the American Legion, the City and the Community Development Corporation. Located at Five Star, the memorial is dedicated to the men and women who have served or are serving in the United States Military. It is one of the few such memorials to include all five service branches. 9 I P a g e hr- roloIV Cultural Arts Ivl.Or! Plen Rrvisecl l inul j November 2012 The Colony is served by the well-respected school districts of Lewisville and Little Elm, and includes six elementary schools, two middle schools and one high school within the city limits. The Colony has received several recent awards and recognition for its quality of life as a small city. In 2011, CNN/Money Magazine included The Colony as one of its 100 Best Places to Live (Small Towns). The Old American Golf Club was named "Best of Golf 2010" by Links Magazine. The city was named #1 Sportstown for the State of Texas by Sports Illustrated Magazine and the National Parks and Recreation Association in 2003 and has been designated a Playful City USA in 2011 and 2012. In addition, The Colony o jA* e:. has been designated a Tree City USA for 5 years running. ~1 I The Colony is home to a small but growing community of nonprofit American Heroes Festival performing and visual arts organizations and individual artists and craftspeople. The community produces several festivals and celebrations each year that feature cultural programming, including Pirate Days of Texas, Liberty by the Lake and Salute to American Heroes. The City has collaborated in a growing collection of public art projects and is currently developing a series of art works to be incorporated into sound walls along FM 423. The City has partnered with local arts organizations to provide low-cost access to facilities and venues, and through the Cultural Arts Board, provides modest programming grants. The Cultural Arts Board also produces a series of outdoor summer concerts in the parks. The Colony Public Library is located prominently in the same building as City Hall and in addition to its collections, maintains a local history collection, including a video depicting The Colony history back to the 1800's, and offers a variety of arts and cultural programs for adults and young people. The Colony's Parks have become the site for a growing collection of historical items, such as the historic Denton County Bridge that was moved to, and installed in, Greenway Park. The community's history is further documented and preserved by the Bridges Cemetery and the Peters land grant office site. Lewisville School District schools located in The Colony have a strong commitment to arts education, and have developed comprehensive and high-achieving programs at all grade levels in the visual and performing arts. The performing arts center at The Colony High School is a well-equipped proscenium theatre. Fox and Jacobs developed The Colony as a primarily residential, suburban community, creating enclaves (a collection of housing developments conceived as "colonies") that provide a sense of sanctuary, quiet, enhanced property values, and status for homeowners. This approach inevitably led to certain urban design challenges. Lacking an historic downtown, The Colony was developed as a community with no recognizable center city or downtown, and few gathering places and mixed use destinations (Austin Ranch in the extreme southeastern corner of the city is an exception). This pattern has tended to 10IP~,~ The Colony Cultural Arts Master Plan Revised Final / November 2012 discourage the development or success of small-scale retail businesses and restaurants, and in its place has incentivized franchise development. The layout of The Colony provides a strong incentive for car travel, and there are few pedestrian-friendly places and little street life. FM 423 is the main north-south artery and bisects the community. It serves as a physical barrier as well as connector, encouraging strip rather than destination development. The Colony has invested substantially in an excellent system of parks, including two on lakefront property, and there are a number of private properties that take advantage of the lakefront. Still, connection to the lake, one of the community's most valued features, is under-developed. For example, commercial developments on FM 423 tend to front on highway, rather than orienting to the lake. A successful recent counter-example is the new, 3.5-mile Colony Shoreline Trail that encourages public use and enjoyment of the lakefront, and was developed through effective inter-agency cooperation with the U.S. Army Corps of Engineers. ell ~ of P"f; '~1 `r~~. vr'•' ' ,1 • y~.~..~1 ~ 1. y. Suburban land use in The Colony, a collection of housing developments 11 1 P a g e Tne Colony Cultural Arts Master Plan RPv(sed final / Novumber 2011 What are the cultural needs and characteristics of The Colony? The Cultural Arts Master Plan process yielded a number of findings that underlie the plan's goals and recommended strategies. Residents of The Colony have a strong interest in arts and culture, and nearly all participate in cultural activities on a regular basis. However, they often leave the city to attend cultural events and to pursue their own interests. This tension between supply and demand is a central feature of The Colony's cultural ecosystem. Residents' cultural interests are quite broad.'` Virtually all attend arts events in one form or + another. Their most frequent interests are in viewing movies, attending cultural and community festivals, using the library and going to live music events. Significant numbers of residents also attend historical or science museums, wine and food festivals, historic sites, live music at clubs, live theatre, art museums and galleries, comedy clubs, dance performances, and literary events. Cultural interests include "doing as well as watching," and Children's quilt displayed in City Hall honoring veterans and active duty nearly all citizens of The Colony pursue an active, military personal cultural activity, most often on an amateur basis. Residents list reading books, photography, exploring history, and crafts as their most frequent interests. Additional activities are playing a musical instrument, making movies or designs on the computer, drawing or painting, dancing, and singing in a choir or group. While residents pursue a great deal of cultural activity, they most often leave The Colony to do it. Only about 25% of all attendance occurs in the city, and residents are three to four times more likely to attend an event outside The Colony. This means that there is substantial "leakage" of attendance outside the community, with the accompanying loss of time and economic benefit. The reasons for this include the lack of available activities and facilities in The Colony, but to some extent people are simply taking advantage of the high quality cultural offerings found in the greater Dallas/Fort Worth area. i 121Page fhe ca,y Cultural At LS IVIoStr'r IIIori R vse.; %final~NovemberJOU The Colony's arts community is rich in talent, ambition and commitment. However, arts organizations generally face major challenges in fulfilling their missions. All groups are all small and volunteer-run, relatively young, and operating on very small budgets. It is not surprising that, despite individual achievements and ongoing development, they collectively have a limited capacity to serve the community. Part of the difficulty is the lack of suitable venues, but all are at a relatively early stage of organizational development, a challenge that exists independently of facilities issues. In addition to venue problems, residents running local arts organizations cite challenges such as connecting with audiences, cultivating donors, and low visibility. There is little infrastructure and few services available locally to assist them in building the capacity of their organizations to sustain themselves. The Colony's arts organizations, cultural events, artists, arts educators and others operating in the cultural arena often cite a frustration with communications. 1-♦ While agencies such as the City, the Library, and then ; Convention and Visitors Bureau make available their communications channels to the arts community, i communications as a whole are not yet effective in ' raising visibility of the arts in the community. In Y'+ r t addition, the arts tend to operate with some degree of The Colony Playhouse, 'Flow I Became a Pirate isolation, and there are no established means for ongoing communication within and among the local arts community. The need for cultural facilities is well-recognized and has been a long-standing topic in the community. There is a history of efforts by the City to address such needs but, to date, available facilities have fallen short of the needs of the arts organizations and, given the "leakage" of attendance discussed above, there is clearly unmet local audience demand among residents. While none of the arts organizations in The Colony have the capacity to self-finance facility development, nearly all participating in this plan cited facility or space needs. In addition, the amount of amateur activity among residents suggests the need for community arts spaces, such as studios, exhibit spaces and flexible performance venues. Arts educators cited the desire for more opportunities for students to perform and exhibit in the community, and history proponents envision a museum or exhibition space suitable for that purpose. The only significant performing arts venues in the community are a small city-owned theater venue, a small outdoor amphitheater in Bill Allen Park, and the performing arts center at the high school, which has limited availability for community use. Outdoor festivals held in Stewart Creek Park rely on temporary performance venues. These underscore the need for facilities, venues and places better suited to the range of the community's cultural interests and aspirations. I ho Colonv Cnllntal arts i/I )1 A(.f Plan vied I'ilurl / Novr,uh", 101,1 Residents and workers in The Colony describe the identity of the community in varied terms, suggesting a lack of consensus about, or at least a difference in the experience of, living in the community. Participants in this planning process often acknowledge that The Colony is less visible and less-well- regarded than its neighboring suburban communities. They also describe the image, and their experience of living in The Colony, as a place with "nothing to do." However, residents also express pride in their community, citing the small town values, the people, and the many resources listed in the Community Description (page 7). The City has clearly directed its efforts to community development and some interviewees describe a sense that the 'I community's image is in the process of improving, with the anticipated arrival of new businesses, restaurants, - retail, highway improvements, and other enhancements. l Counter-balancing the perception of The Colony as a bedroom community is its history and heritage. There is a desire to incorporate history into community development, and to raise awareness of the community's identity before the arrival of suburban housing The Colony Christmas Spectacular light show development. As discussed in "Community Description", The Colony lacks a physical center and has few pedestrian- oriented, gathering places with food, retail and entertainment. Moreover, the connection with the lake is under-developed. Taken as a whole, the current urban design provides few places that emphasize community connection and sharing. This affects cultural development by making it difficult to locate cultural activities, to be visible, and to communicate about cultural opportunities. Development of cultural facilities, for example, would have much greater community benefit if the overall urban design issues were also addressed. Cultural facilities, places and activities are an excellent tool in improving urban design, yet are now under-utilized in helping create greater community connection and pride. The Colony has made a significant investment in its sports and recreation facilities. These facilities are clearly well-used, an attraction for the community, an economic generator, and a source of community pride and identity. This investment has been based in part on the perception that sports are a priority community need and that The Colony is a "sports town," and especially a community that emphasizes youth sports. However, the number of children in The Colony participating in the arts is the same as those participating in sports. About one third of families with children arrange for them to participate in arts activities outside of school, slightly more than those whose children participate in sports (either in school or outside school). These arts activities include painting, drawing, music, dance, drama, creative writing, video/movie making and photography. Despite the image, the reality is that arts are as important as sports to local families and their children. This is made more significant by the fact that 1nIP~,~~ ice ("dony (arittnal Arts h/caster Tian 4,0,( d 1 finaI/ No ve, ri brr 70 Imo' there appear to be fewer opportunities for children to engage in arts activities outside of school in The Colony, compared to sports. Therefore, families must make a correspondingly greater effort to locate and drive their children to arts activities outside The Colony. What are the nearby cultural facilities like and what do they suggest for The Colony's facilities development? This section describes information from eight current and planned facilities closest to The Colony, compares them to the community's cultural needs, and explores a potential, future niche for The Colony. Cultural facilities were identified as a specific issue for this plan and, as described in the Findings chapter (page 11), those now available in The Colony fall far short of meeting the community's needs. The City has acknowledged this need and made attempts to fill it. It has provided free space in City-owned facilities for some arts organizations and, in 2005, it developed plans for an arts facility that included a theater, classrooms and a gallery space within the Five Star Complex. However, in 2006 City Council cancelled plans to build the facility based on a reassessment of its fiscal priorities. Given the City's current financial condition and, in particular, its debt services for past capital projects, cultural facility development is considered to be a desirable but long-term goal. Therefore, a comparison study of several nearby cultural facilities was included in this plan to identify a potential niche for The Colony's future efforts. This survey will need to be updated when the City begins planning for a specific new venue. This comparison assessed eight cultural facilities within easy traveling distance for the citizens of The Colony, approximately 15 to 45 minutes driving time. These included Addison Theatre Centre, the ' - Allen Civic Auditorium, the Uptown Theatre in Grand ; t•_ Prairie, the Palace Theatre in Grapevine, the Frisco I Discovery Center, Lewisville Performance Hall and ate:, ,a Black Box, McKinney Performing Arts Center, and the Hill Performance Hall and the Bank of America Lewisville Grand Theater Theater in Richardson. Several questions can be answered by looking at these nearby facilities. Do these facilities already meet some of The Colony's needs? Could they be competition for future facilities in The Colony? What do they suggest about a distinct role or niche for The Colony? Should The Colony network with the managers of these facilities to learn from their experiences? Is it possible to do joint programming or block booking with other performing art presenters using these venues? 1s~~aK~ 1 11( Colo", Cultin -al At I, !Masiei flan t a In the coming years, these venues will provide nearby cultural programs and activities of interest to the citizens of The Colony, and presumably meet some of - their unmet attendance demand. However, these AM. nearby facilities will likely not address most residents'_ amateur interests or those of their children. It is also N' ■ t~ ■ unlikely that they will be of great value to existing e~ - moo aw 777- nonprofit arts groups in The Colony. It may be that local groups can use the Grand Theater in Lewisville, although it is unclear whether there would be sufficient City of Allen Library and Civic Auditorium open dates will be available. It would be more difficult to establish a cultural identity and local audience for The Colony by moving its arts organizations elsewhere. This suggests that future cultural facility development in The Colony might best be directed toward smaller (100 to 300 seat) venues with moderate technical capabilities. These spaces could also incorporate exhibition and classroom/meeting spaces. Smaller-scale venue development would better fit the needs of residents as well as the local arts community. This has the added advantage of allowing for integration of cultural spaces into mixed-use development, and addressing the city's overall urban design challenges. The managers of nearby facilities offered several useful ideas that should be considered when The Colony begins planning for a new cultural facility. • There is a great diversity in these facilities in their capacities and missions but all have emphasized developing facilities that prioritize serving their local community. • The facilities often serve the city's larger priorities and goals, e.g., Addison's focus on economic development and tourism. • All communities noted a strong demand from audiences and users. • Since the facilities primarily serve their local communities, there is little or no competition among them, and rather an interest in exploring collaboration. • New construction more readily meets broad community cultural needs, as opposed to historic renovation (or adaptive reuse). • Thorough facility planning is highly recommended, including talking again with facility managers in neighboring communities. • The Colony should explore the potential for networking and collaboration with other nearby facilities that would assist with planning, and once a facility is built in The Colony, possible joint programming and block booking of performances. In addition, festivals have already become a mainstay of cultural activity in The Colony. A larger, outdoor venue that would accommodate larger events and provide for their growth could help establish a distinct identity for The Colony. ib~l'agc I lie Colony Cultural Arts Master Plan Revised Finol / Novernber 2012 There was special interest in the 287-seat Allen Civic Auditorium, in large part because it is integrated into the City's library facility and could serve as a model for The Colony as it considers a new civic center. This facility is a successful venue that serves its community's audience and arts community well. The location in the library is viewed as a plus. However, its leaders comment that the facility only serves a limited portion of the community's cultural needs, since it has only a small proscenium theatre. Also, the Allen Civic Auditorium was originally part of a cultural facilities plan that included partnering in the proposed North Texas Performing Arts Center, which has since been abandoned. The lesson for The Colony is that if it considers developing a cultural facility shared with the library or city hall, it should consider the entire range of the community's cultural needs, as opposed to only building a small theater. Data for the Cultural Facilities Comparison Study is found on page 58. 17 1 P a e Ili CoIon~, Cultural Arts lv]-sAt:i Plan R6 v;<e(IFmoi; Novenibrr10:17 'Vision and What is the community's shared vision for cultural development in The Colony? The vision statement was developed through the community engagement conducted for the plan, including an online community survey, interviews, discussion groups, and a combined visioning session of the Cultural Arts Board and the Cultural Arts Master Plan Committee. Accompanying this is a statement of values that underlie the vision. The vision statement answers the question, "What would success look like?" The Colony's cultural identity has evolved to authentically reflect the high aspirations, creativity and heritage of its citizens. Its cultural life is a source of pride and is well- recognized and well-respected. The cultural life of The Colony is also a powerful connecting force for the community. Citizens have ready access to opportunities to engage in, and information about, their cultural interests. There are cultural facilities and venues for their interests that reflect the high value placed on arts, culture and creativity. Abundant cultural opportunities are available in the community, especially for children and families. Providers include thriving arts organizations of diverse disciplines, arts-related businesses, festivals and community celebrations featuring the arts. There is strong leadership and support from a balance of public and private, community and governmental sources. There are community gathering places incorporating cultural venues and activities, and urban design reflects beauty, creativity and innovation in the suburban context. Public art is woven throughout the fabric of the city and everyday life. Gardens and landscape architecture elevate the aesthetic value of the natural environment. The residents and city government of The Colony share a belief in the value of arts, culture and creativity in our community. We understand that cultural expression and participation create civic value. We view culture as a powerful tool for strengthening our community as well as expressing our values to the region and the world. Because these statements represent the community's overall and long-term expressions of vision and values, it may be useful for the Cultural Arts Board to draw from them to create a vision statement and updated mission statement for its own purposes. _SPage hr'. L~Innq C~ ;,1 If J (\i(~ n fr, 1-'an { t f,( - 7. i Jo it The Cultural Arts Board adopted a revised mission statement in March 2011: The Cultural Arts Board is charged with encouraging the development of, an appreciation for, and participation in the arts and humanities in the City of The Colony. This includes promoting the performing arts, visual arts, literature and local culture and heritage; and the nurturing of local artists, performers, historians, writer, artisans, or other similar activities. The Cultural Arts Board shall approve and distribute all applicable and appropriate funding designated for the arts by the City of The Colony, as directed by the City Council. This mission statement is well composed and appropriate to the community's cultural needs. To reflect the recommended goals and strategies in this plan, the CAB could add two elements to this mission: • Recognition of the CAB's leadership position and role in arts development in the community. • Acknowledgement of the CAB's role in producing programs, and in expanding the availability of diverse arts programs to the community. 1 4 -akeside Community Theatre: Haunted House 19 P a g e I t ulony Cull iit .+I Hits. ,n,a;te, Plan Revised final / P!ovember 2071 ¢q¢¢ g 8 What are the recommended goals and strategies to fulfill the community's vision? How can the City and the community together best approach cultural development? The ultimate purpose of the Cultural Arts Master Plan is to assist the City and its community partners in meeting the cultural needs of citizens. Based on the community engagement and research conducted for this plan, there are five, inter-related goals to accomplish that end. GOOIS k~r°KS~xa~> ~ ~',9lla'4'1~', rPtir3 ~ o<Aas,S;: d''Nr apt€rRN~Ea" orf6t.€:~ iF, a adlfirAa~l ~7r's`'l4_rlalF'.5 F:jIS.SN ~Ca ~ rsn9P~, Residents want more arts and culture events and activities to be available in The Colony. In particular, they seek informal and community-oriented cultural activities, such as clubs and cafes with live arts events, community festivals and celebrations, arts and cultural festivals, and "cool places to hang out" in the community. Closely related to this is the desire for better, easier-to-access information and news about what's going on in the community. Younger residents emphasize more arts and cultural activities for kids and more community festivals and celebrations. Interestingly, the call for art in public places is as popular as arts opportunities for kids. Meeting residents' cultural needs aligns closely with the City's goal for attracting visitors. The Colony Convention and Visitors Bureau identifies cultural activities as one strategy and would welcome additional draws. Providing greater cultural opportunity for residents and visitors will necessarily entail addressing the needs of The Colony's arts and cultural organizations and other providers in the community. While the ultimate goal focuses on The Colony's citizens, the two go hand-in-hand and strengthening the capacities of local cultural providers is essential. y, lo cot tra'QS grsep rfarrifisesfa. by r'rtadtaim, €m thc, d:xi iift(~, o'rin y ctL Ow (.ffifl.odIW S Pirn4kd, F'~ad f'F. e'lf` ~y73~'?°.~(P e r',ajd,betde d~fi?her a,;FS'rE?6FA~ N.¢r 8„a ddA'tl~sA~~d(;r Pa-I~af'd";. %d Uf ~l <o g'l@~'s(al`. The Colony has built a strong base of arts programming through its Cultural Arts Board, Parks and Recreation Department, and its community of local arts organizations. Expanding this programming will help improve community access to the arts, promote awareness of arts available in The Colony, and support further development of the arts in the community. Resources are an important issue for The Colony's arts development, and the City can help expand financial and other resources for the arts from inside and outside the community. The City is eligible to apply for funding from government agencies such as the Texas Commission on the Arts and the National Endowment for the Arts. It can also pursue funding from local and regional foundations, and organizations such as the Mid-America Arts Alliance. z0~P~,e III(' Colony Crliii ..I nI I:S I'q a,wi PI,m H~=vise[.a f wo, / f:'ovcmhu, )071 To supplement the City's efforts and build local arts support, it is important to make a sustained effort to expand the local arts audience and increase community awareness of local arts programming. This will, over time, increase local donations and other resources. In addition, building the capacity of local arts organizations to raise their own funds and market their programs will also "increase the pie" of arts support in The Colony. .I1„ s;fkji.Rnd ~`r- o8'w, dqa ~.w=:46a~tM~d.9R: °f~N6d~r 4~dd9:f d to~• d:d~~'g atb~~.`~ fibbsY6fY g"xa4e~s' ~:flasx~ ~'s:N~ta dhResidents express the desire for better community connections and a more aesthetic environment, reflecting some of the challenges posed by The Colony's suburban development patterns. These desires are closely related and can be addressed by encouraging development of cultural venues and activities, and by encouraging development of desirable gathering places throughout the community. The City can help meet the community's needs for cultural facilities by improving and encouraging re-use of existing buildings and spaces, incorporating venues and uses into developer agreements, building or enhancing park facilities, and in the long-term, developing a community cultural arts center. a.,: 0 c> h"d!~E89if f x}-sraq¢a3,gs„t>elha@; -sc ,"pr;(~z a.c paeaE:° ,dk t. ti:frSa;¢yur ,t:u'a6rana s€,Tgti!.If dN~r~i76:d _,s .gfiafiPi a Xuyr,a'b'.. Residents express a strong community pride mixed with the desire for a more positive community image. They seek to both build a richer cultural experience in the community and greater recognition of that experience. Enhancing local arts programs, organizations and traditions will over time help define The Colony's identity as having a more desirable cultural quality of life and as a destination for cultural experiences. 1 ► `r Lim The Colony Playhouse, "School House Rock Live!" 21 P a g e i lho Culom; t]iltii +I'~ vi L Plan Kr vr:er~ t n ~I P•o .;err Strategies The following recommended strategies provide the means for fulfilling the goals of the plan. Each strategy includes a summary rationale and detail on implementation, including the lead agency, partners, start year, resources needed, potential funding, model programs and additional information. Because this is a ten-year plan, strategies are grouped according to priority (high-, medium-, and low- priority). 1. Expand and clarify the role of the Cultural Arts Board. This plan calls for an expanded role of the Cultural Arts Board, including new programs and partnerships. This will require revisiting and updating its authorizing legislation, and the development of policies and procedures for new and changed programs. As part of this process, the CAB should continue to refine its mission and vision statement to achieve a clear and succinct statement of its organizational intentions. CAB should consider several new roles in alignment with recommended strategies in this plan, including a) program expansion as described in Strategy 2; b) research on potential new sources of funding, both public and private; c) researching and developing a program strategy for a public art policy for The Colony (see Strategy #7); d) cultivation of potential new nonprofit leadership in The Colony, including persons with the means to give and get private dollars to support the arts; e) creation of an inventory of available spaces that can be utilized for arts and cultural events and programs; and f) identifying capacity-building resources in the community in terms of persons with experience and skills to assist local nonprofits. Lead Agency: City Council Partners: CAB and City Manager Start Year: Year 1 Resources Needed: CAB and staff time Initial Steps: • Hold a CAB retreat to finalize/adopt agency mission, vision and programmatic priorities. • Form committees around priority strategies, such as Funding Development, Programming Expansion, and/or Cultural Spaces and Facilities. Each committee should be chaired by a CAB member who will recruit other community members to assist in the committee work. Further Information: • The Center for Non-Profit Management in Dallas (214-826-3460) provides training and technical assistance in support of regional non-profits, including cultural organizations. Model Approaches or Programs: • Americans for the Arts (202-371-2830/\,1-;-, is a national service organization that has a database of model policies and programs of interest to local arts agencies. The Colony should consider sending one or more members of the CAB to the annual meeting of AFTA, which is held in June each year. This will connect the agency to a national network of similar organizations and will provide a variety of organizational development opportunities. Potential Funding: • N/A zz P~1Ee I he colony Cnlti_n a! At i, iiia ust N,ji, Rc v/s-M final / NovcInhfr 707? 2. Expand and enhance Cultural Arts Board programming. In line with its mission of supporting all artistic disciplines, the CAB has grown its programs to include the performing and visual arts and local history. It also recently began a new relationship with the library. The CAB should build on this by further expanding its programming and package it into a year-round series of events. By increasing the number of events and marketing them as a series, the CAB can cost-effectively increase the local arts audience and community awareness of arts in The Colony. Specific suggestions include: • Expand, package and market CAB events in a year-round schedule. • Integrate all artistic forms in the season: performing, visual, literary, media and historical. • Include arts education programs in schools as part of season (e.g., high school fine arts performances, children's art exhibits, and community-based student performances). • CAB events can include: y Expanded lammin' in the Park, including use of high school performing arts center theater. Expand ArtQuest to 2 to 4 exhibits per year. Continue and expand History Tour in collaboration with the Library. Add One Book/One City program in collaboration with the Library. Lead Agency: CAB Partners: Library, The Colony High School, arts organizations, schools Start Year: Years 1 Resources Needed: $25,000 plus staff support Initial Steps: • Expand CAB programming committee and develop multi-year plan for incremental expansion. • Create agreement with The Colony High School regarding use and schedule of its performing arts center. • Invite participation from school arts groups. • Coordinate expansion with community arts marketing (see Strategy 5) to leverage visibility and audience development. Further Information: • The Texas Commission on the Arts has a Touring Roster, a program that provides support for performance fees, workshops, master classes and master classes. Model Approaches or Programs: • One Book, One Community, a program of the American Library Association, provides support materials, some for free and some for a fee. • The City of Capitola Art and Cultural Commission presents three arts series: Twilight Concerts, Movies at the Beach, and Music and Art at the Beach. These events are underwritten by local businesses as well as being supported by the City (contact Nancy Lee Davis, 831-475-7300x297/i6 • Maryland Hall for the Creative Arts is a community arts organization with an ongoing relationship with its local school facilities for arts, music and drama programs (410-265- 5544/twvvv~.hi~;~ytan61i4,alLoij. This is a source of information on collaboration, use policies, and fees. 231 Page The Colony Cultural Arts Master Plan Revised Final/ November 2012 • National Clearinghouse for Education Facilities has resource lists of school auditoriums, theatres and performing arts facilities, and policy references for community use of these facilities i- r,~ ) Potential Funding: • The Texas Commission on the Arts (hi provides funding to local arts agencies to support their programs. • Mid-America Arts Alliance offers funding support for nonprofit presenters who hire artists listed on approved registries (including Texas Arts Commission), and for new audience development activities. • The National Endowment for the Arts Big Read program provides funding, support materials and marketing assistance for "one book/one community" programs 3. Assist local arts organizations to build their organizational capacity. Building the organizational capacity of local arts organization is critical to building greater local arts support in The Colony. Arts organizations in The Colony are all young, small-budget groups with volunteer staff. Helping them improve their ability to sustain themselves, through such improvements as more effective fundraising, marketing, and planning, is a proven way of stabilizing their operations. This "teach a man to fish" approach will assist arts organizations in the city to sustain themselves, make available more cultural offerings to the community, and help them increase the local arts audience. The City, through its CAB funding program, currently makes available small grants to local arts organizations to fund programs available to the community. The following changes would expand this approach to include capacity building for the nonprofit arts organizations in The Colony: I • Increase funding support: expanding the current grant program to include a larger total amount and a broader range of purposes, such as projects, operating support, capacity building, and one-time opportunities. This will require development of grant-making policies and procedures to ensure transparency in decision-making and accountability for the use of public funds. It would be valuable to expand eligibility beyond nonprofit arts organizations to include community organizations and other City departments that seek to provide cultural programs. • Provide technical assistance opportunities: providing information and referrals to available technical assistance in the region and elsewhere. This will require an inventory of the many resources and opportunities for capacity building and other nonprofit management assistance, making this information available to local organizations. Providing modest grants for fees and travel would also be useful. Lead Agency: CAB Partners: City Council, local arts organizations Start Year: Year 2 Resources Needed: $25,000 increase over current grants budget plus staff time and outside technical assistance services. 24~Page HIP Colony Cultural Arts 1V/ms1ei Plan Revised Final / November JO i Initial Steps: • Request augmented funding from the City Council as part of the next City budget process. • Meet with local arts groups to determine granting priorities and specific technical assistance needs. • Develop new grants program policies and procedures. • Research and engage technical assistance providers for individual or group training and consultations. Further Information: • The Center for Non-Profit Management in Dallas (214-826-3460) provides training and technical assistance in support of regional non-profits, including cultural organizations. • Grantmakers in the Arts (I provides information, a network, a conference and other resources for arts grant making programs. • BoardSource is the national service organization that assists nonprofit boards of directors in improving their capacity. The organization provides information, resources and training Model Approaches or Programs: • Executives in Action in Addison, Texas 971-931-5598) provides technical assistance and grants to regional non-profit organizations. • The Arts Work Fund, serving Chicago's six county region, reflects an effective approach to capacity building for smaller arts organizations i~,w >i timid ~ Potential Funding • North Texas area foundations, such as the Meadows Foundation. • The Texas Commission on the Arts (1h; i;I 512-463-5535) provides funding to local arts agencies to support their programs. It also provides funding for agencies like CAB to sub-grant to local arts groups (Arts Create Sub-granting Program). Under current guidelines, The Colony is eligible to apply for $3,000 -10,000 annually). 4. Develop an inventory of underutilized spaces for arts uses, including City, commercial and nonprofit spaces. Many local arts organizations identified facility and space needs but the City is not currently in a position to develop a new cultural facility. Also, artists' and arts groups' needs are varied and it is not likely that one facility would meet all or even most of their needs. At the same time, there are empty or under-utilized public and private spaces in the community. These can be spaces that are currently dedicated to community uses, but may also be underutilized spaces such as vacant storefronts. An inventory of such spaces would help identify opportunities for supplying space needs, short of a new municipal cultural facility. Lead Agency: CAB Partners: Commercial property owners Start Year: Year 1 Resources Needed: Staff time Initial Steps: • The CAB Cultural Spaces and Facilities Committee (see Rec. 1) should consult with local artists and arts groups to determine their specific needs. • Develop criteria for inclusion in the space inventory, including dimensions, available equipment, schedule, fee structure, contact person, etc. 251 Page The Colony Cultural Arti iVr ,Irr Pl;m .i li(,viu,rl 1 roar / ;"rv v )ht,r 10, • Work with City staff to post the space inventory on the City's website. Further Information: • Fractured Atlas, a national arts service organization, has developed Spaces, a searchable online service for connecting arts organizations and artists with needed spaces in a community (hi;, r ~ „i~,a ii ! uii:tilli_;' ii, 1/i. l~lii Model approaches or programs: • The City of Savannah, Georgia has developed a basic cultural facilities inventory available in PDF form online (http://www.savannahga.gov/cityweb/culturalaffairsweb.nsf/flc9700ba3bbe5ld85256af00 06fdd6d/74307d02a4911425852576ef0072e0a8?0 penDocument). • The Scottsdale Public Art Program (480-874-4610/---;r-, i,,) has a program, IN FLUX, to install artists and exhibitions in vacant storefronts in downtown. • Fractured Atlas' online Spaces program has been adopted by several cities, including Philadelphia Potential Funding • Funding is not needed for a basic inventory, but staff time is. 5. Develop a program of coordinated marketing for local rketing arts and cultural opportunities. The City of Santa Monica's Cultural Affairs n has Better access to information about available arts and cultural ' ' opportunities is a key need identified by residents as well as arts organizations. Arts organizations, the City, the Library, and the CVB publicize arts events, yet collectively, communications are not yet fully effective in generating attendance and raising visibility of the arts in the community. A well coordinated, communitywide marketing program would boost effectiveness by establishing a regular means of finding out about local arts and cultural events, activities and resources. This marketing program can start with r*~` development of a communitywide list, a regular e-newsletter, and - - a robust social media component, perhaps titled "The Colony Arts."- ~*y It would be efficient to integrate marketing to residents with J marketing to visitors. The CVB has the marketing capacity to r implement this recommendation, although it would be necessary j ~~+ar to expand its mission to attract visitors and to allocate additional,`` staff time. f1tl Ni7i ~ - The Palette Your weekly dose of art and culture in Santa Monica Lead Agency: CVB Partners: CAB, Community Services, Library, local arts i om enough of an artist to draw freely upon m organizations, schools imagination. Start Year: Year 1 - Albert Einstein Resources Needed: Staff time, which could be found in an Also this weekend... allocation of a portion of the CVB's proposed new marketing staff Step by Santa Monica Place between Friday and Sunday and check out a project temposari position. transforming Santa Monica Place into a portable park with mini-oardens an organic edible landscape and a series of art installations. Public Initial Steps: programs will also be offered. This Saturday art presents and their wonderful new show Marionette Magic! This she is appropriate for kids 2-7 years old and for anyone who is still young at heart. Continued... 26~Page he Colony C.ulfur<~I w rts Ib41,toI i'I'm Krvrse(l l'mol i Nnv, mhe )077 • Survey available current marketing entities and resources (City, arts and historical groups, service organizations, school district, chamber of commerce, etc.) • Convene representatives of various entities engaged in marketing, to identify opportunities for collaborative marketing. Further Information: • Contact Allison Markeling, Director of Arts Marketing and Audience Development at Americans for the Arts (202-371-2830[,,-.- She can direct CAB to publications and resources in the area of arts marketing. Model Approaches or Programs: • The Valley Forge CVB has integrated marketing to visitors with residents, and has actively marketed arts and cultural events and venues (hi 1 - k , ii:tj 4 • The Santa Monica Cultural Affairs Division distributes a weekly email blast, The Palette, which is a no-cost example of communitywide arts marketing • The Broward Cultural Division's (Broward County, Florida/954-357-7457/ ) Cooperative Marketing Program was launched in April 1991 in cooperation with ArtServe. This program was designed for not-for-profit cultural organizations to educate on the benefits and procedures of advertising programs and services, and assist in stretching advertising budgets. Since its inception more than 70 organizations have received benefits from this program. Potential Funding: • The primary resource needed is staff time, which can potentially be found in an allocation of the proposed new CVB marketing staff position. 6. Develop a summer arts camp. While residents express a strong interest in more arts opportunities for children, arts educators identified the opportunity to create a summer arts camp in The Colony. There are available art teachers and an existing structure through the Parks and Recreation Department. The summer camp could be largely self-financing through fees. Lead Agency: Community Services Department Partners: Lewisville School District and local artists/instructors Start Year: Year 1 Resources Needed: $5,000 plus staff time, partially reimbursed with fees. This cost is for a start-up program that can become larger and more cost-effective. Initial Steps: • Research successful arts education programs and summer camps. • Convene local arts teachers to explore their availability, skills and interests. • Identify needed facilities and supplies. • Develop initial, exploratory offering and pursue gradual expansion. Further Information: • The Arts Education Network is associated with Americans for the Arts and offers policy and program guidance, webinars, publications and technical assistance in the area of arts education. Model Approaches or Programs: I I i 1'he Colony Cu11U1a1 A[I, tvi~'Stei Plau Revised Final / November 2011 • Big Thought in Dallas (469-916-9841/www.big0_1 0(Aght.01€) offers a program of summer arts activities. Thriving Minds offers a variety of summer camp options in schools, cultural centers and other neighborhood facilities across the city. The camps combine hands-on activities in the arts with lessons in subjects like math and language arts to help kids brush up on the concepts and skills they learned during the previous school year. • The Carlsbad (California) Cultural Arts Office offers multidisciplinary summer arts camps both outdoors (nature and art) and indoors (theatre, art and music, collaboration with library).( ~lvil 1iY idii` Potential Funding: • City general funds, which like other Community Services programs, can be partially or fully reimbursed through fees. 7. Develop a Public Art Program and Policy for The Colony 'The Colony has a public art program and a growing collection of art works. The current program has developed largely in response to opportunities and lacks a formal policy and programmatic direction. Developing a public art policy and program would provide clarity on the goals, policies and procedures of the program, and would support development of a positive identity and brand for the City. It would also provide greater access to a broader range of high quality art works and a framework for more ambitious, larger-scale projects. In developing this policy, CAB should avail itself of a variety of resources. The cities of Dallas, Fort Worth and Plano all have well-established public art programs with professional staff, likely able provide technical assistance in this effort. Likewise, CAB should contact the Public Art Network, at Americans for the Arts (ArtsUSA.org) that can direct them to additional resources. Finally, CAB should obtain a copy of Going Public: A field guide to developments in art in public places, available from the Arts Extension Service of the University of Massachusetts at Amherst, MA. This resource provides a broad overview of the process of developing a public art policy. In the future, The City should consider developing a Public Art Master Plan. Lead Agency: CAB Partners: City Manager, City Council Start Year: Year 1 or 2 Resources Needed: CAB plus staff time Initial Steps: • Make contact with pubic art programs in the North Texas region, including Dallas, Plano and Fort Worth. These programs have professional staff that can be used as resources and advisors in developing The Colony's program. • Work with Mayor and City Council to develop a percent for art ordinance for The Colony. • Develop relevant policies and guidelines. Further Information: • The Public Art Network at Americans for the Arts is an association of public art professionals. Contact Liesel Fenner (202-371-2830[,,,v„rvr,, -11iSli, .;i oi± i) who can identify publications and other resources, such as model ordinances, policies, guidelines, etc. Model Approaches or Programs: • City of San Diego (Ioi-,// i;i , /IwI)li( tart/) has an excellent public art master plan that can be used as a template for putting together a public art program. 281P age The Colony COW! al Art; kfoa iEei i'lan ffevised Fir~af j nJover~~b~r 20I7 Potential Funding: • Public and/or private development fee requirement. 8. Identify opportunities for arts venues and uses in new public and private development. Fostering new arts venues and uses throughout the community is an effective way to support arts development as well as address urban design issues in The Colony. The arts provide opportunities for people to gather for activities and events that promote a stronger sense of community connection and pride. The City can identify opportunities for arts venues and uses that could be included in public and private development, and seek to provide incentives for their creation. Specific needs identified through planning include: • A multiplex movie theatre with a venue for art films. There is currently no movie theatre in The Colony and the community has a well-established desire to bring one into the community. The City can encourage development of a multiplex movie theatre for more conventional commercial films, while including a venue for art films, festivals and special events. It may require developer incentives to arrive at the desired deal. • Clubs, cafes and restaurants that offer live arts events/entertainment. The City is already encouraging the development of new restaurants and there are restaurants that now offer live music on some evenings in Austin Ranch. Looking for opportunities to bring in more establishments that offer live arts events or entertainment can help enliven the areas or mixed use developments where they are located, and provide more arts opportunities in the city. • Arts-related businesses, such as musical instrument store, crafts shop, dance studio, etc. As with clubs and cafes, small arts-related businesses can enliven the areas or mixed use developments where they are located, while helping build arts participation in the community. • Outdoor plazas and spaces suitable for small-scale performances and events. These are less costly than a cultural facility and can provide for informal arts programing that enlivens the areas or mixed-use developments where they are located. • Small theaters and galleries. Small-scale arts venues are appropriate to a suburban community and can help provide the arts offerings close to home that residents in The Colony seek. • Public art. The Colony already has an established practice of creating public art to beautify and enliven the public spaces of the community, and to help improve the community's image. Strategy 7, above, recommends the creation of a public art ordinance and program that can structure the development of this work throughout the community. It would also make consideration of public art a requirement for certain types of development. Lead Agency: City Council, City Manager, Economic Development Corporation Partners: Private developers Start Year: Years 4 and beyond Resources Needed: TBD I 29~Page the Colony (UIIIPA Arts Mrl iWI Plan Revised Final / Nove,ubc, )01 Initial steps: • Meet with The Colony's Economic Development staff to identify opportunities within city developments and in discussions with private developers. • Pursue development deals that include arts uses. • Pursue funding for project planning and development, as described below. Further information: • D.I.Y. Creative Placemaking (416-392-1038/ ~(liy ,>I has developed a toolkit to assist communities in exploring the practice of creative placemaking, offering numerous case studies and strategies. Model approaches or programs: • Camera Cinemas in San Jose, CA (408-395-6465/-;,- ~,In~;, n) provides first- run, classic and art films in a venue with 12 theaters ranging in size from 75 - 300. • The Tannery, in Santa Cruz, California, has become a community gathering place that has artist lofts, a digital media and creative arts center and performance venues. They offer an ongoing series of music, dance and theatrical performances, as well as an exhibition program (831-420-6226/r"/ ow.tanneryartscentei Potential Funding: • ArtPlace provides grants for "creative placemaking" projects that include cultural facilities planning and development (k, i ,,-1- . „•rl [ • The National Endowment for the Arts Our Town program provides grants for projects that include planning and development of cultural facilities (Friii,./wvww.nea.~;ov/bran(s/apply/OurTown/index.hilnl~ 9. Provide sufficient professional staffing to initiate implementation of the plan. The City already provides staffing support for the arts in the community. This includes staff for the CAB, for festivals and special events, and, through the CVB, for arts marketing. Continuation of and increases in these allocations of existing staff time are essential to implementation of the plan. Starting points include many of the short-term strategies: expansion of arts marketing, research and development of support systems for local arts organizations, space inventory, summer arts camp, public art ordinance, and small business development. It may be possible to augment staff efforts with interns from the arts management program at Southern Methodist University. In the mid-term, implementation will benefit from the addition of professional staff with appropriate arts administrative qualifications. This can be initiated through a staff position or contract staff. As the arts and cultural program grows and matures, it will be desirable to employ a full-time arts professional to provide leadership for the program. Lead Agency: City Council Partners: City Manager Start Year: Year 1 Resources Needed: Allocation of existing staff time. In the mid-term, addition of professional arts administration staff (or contract position) would be approximately 301Page [W Colony Cultural Afl1 M,IAer flan Revrmed fjmd/NovsIoh(1 )0U $40,000. An arts administration student intern could be arranged potentially for free, as part of coursework, and/or at approximately $8 to $10 per hour. Initial Steps: • Contact SMU School of Arts Management (Lynette Hilliard, Assistant Director 214/768- 3425/ Iri~l~ to explore getting a graduate student intern to provide part-time staff support for CAB. Further Information: • www.internship.com is a useful site for identifying interns and in publicizing internship opportunities. Model Approaches or Programs: • Springboard for the Arts (651-292-4381/ is a resource for those planning to offer internships, including many excellent publications. Potential Funding: • City general funds. 10. Plan and implement a signature annual arts festival. Given the community's established interest in festivals, The Colony has a unique opportunity to develop a signature festival, especially one that takes full advantage of the lakefront. Such a festival has a strong potential to positively shape the community's cultural identity, as well as provide economic benefits. Lead Agency: CAB Partners: Festival organizers, private sponsors Start Year: Planning year 3; implementation year 4 MODEL PROGRAM: Lakeside Arts Festival Resources Needed: $50,000+ to begin, staff support Initial Steps: The Bregenz Festival takes place on the shores of Lake Constance in a small village in Austria. • Conduct a community planning session to identify festival It must have been the wonderful location of themes and resources. the city by the lake and the beautiful • Identify festival organizers and convene start-up environment that made a couple of clever committee. minds set up a stage on two barges in 1946, calling the to life. The • City fund start-up festival costs with phased reduction and lake and the surrounding countryside were spin-off to private festival producer. thus to be a central part of all productions Further Information: from the start. 60 years later the Bregenzer • Festspiele is an integrated part of Austrian US Festivals and Events (229-246 culture, and the lakeside stage is the largest of 5745/\ , - is an excellent its kind. In 2011, more than 140,000 people resource for festival planning. It also provides a listing of attended performances during the summer hundreds of festivals occurring throughout the country. festival. • The International Festivals and Events Association (208- 433-0951 ext. 1/1 I~~ ) provides a ' variety of programs and technical resources relating to 4,1 .-Alt organizing and promoting festivals. - _ , • The Texas Commission on the Arts has a Touring Roster, a program that provides fee support for performances, workshops, master classes and master classes. This k. 311Page 'I he Colony (-ullural Aw' Mader Pldn Rvvla,vd I-final / Novrodwr 1012 program can be utilized to enhance the arts components of local festivals. Model Approaches or Programs: • The Bayou City Arts Festival (713-521-0133/1)~i Om), held each spring in the Montrose neighborhood of Houston, includes music and dance performances, 300+ artist exhibitors, wine and food and a children's creative zone. • The MAIN ST. Fort Worth Arts Festival (817-336-2787/1 is an annual event that showcases a nationally recognized fine art and fine craft juried art fair, live concerts, performance artists and street performers on the streets of downtown Fort Worth. It is the largest arts festival in the southwest. • WaterFire (401-723-1155/,%, i i ; ) is an annual riverfront festival in Providence, Rhode Island that attracts thousands of visitors annually and has significant local economic impact. • Scottsdale Public Art (480-874-4610/ ) annually presents public art and performances along the Arizona Canal, which runs through the city. This year's program is "Picnic with a Fish." Potential Funding: • City general funds • Private festival producer • Sponsorships 11. Enhance existing arts facilities. Current arts facilities in The Colony fall short of meeting the full needs of their users. Assisting local arts organizations to enhance their current facilities would support development of their organizational capacity, while meeting residents' needs for more local activities. Support might include improvements to an existing space, facilitation of a move to a new space, matching capital grants, and/or assistance in securing capital contributions from private donors. Specific facility improvement possibilities can be brought forward through the CAB, investigated/developed by staff, and then brought to City Council for consideration. One specific issue with current city facilities concerns the potential for greater use of the outdoor amphitheater venue in Bill Allen Park. Improving this venue is not a wise investment, simply because its drawbacks cannot be cost-effectively remediated. While its amenities and technical capacity can be enhanced, problems with its location and parking cannot be readily addressed. A better use of capital funds would be investing in an amphitheater in Stewart Creek Park, as called for in that park's master plan and in Recommendation 13. Lead Agency: CAB Partners: City Council, CDC, private donors Start Year: Years 3 and beyond Resources Needed: TBD plus staff time Initial Steps: • Consult with the arts groups to identify deferred maintenance and areas of needed expansion. Consult with The Colony's Parks and Recreation Department to develop plans and estimates for venue improvements. • Work with the Mayor and City Council to identify funding to implement improvements. Further Information: IP, ~e Q The Colony Cultural Arts Master Plan Revised Find / November 2012 • N/A Model Approaches or Programs: • N/A Potential Funding: • Request matching funds from local arts organizations, even if on a modest scale, to promote their fundraising capacity. • General funds/CDC funds 12. Develop a flexible-use cultural venue, with theatre, gallery, classrooms and meeting spaces. To fulfill its long-term goal of a cultural facility in The Colony, the City should focus its efforts on development of a flexible, multi-use facility (see Cultural Facilities Comparison Study, page 15). Rather than a large-scale regional performing arts center, the community's needs would be best served by a facility oriented towards smaller-scale use by arts and cultural organizations in the community. While needs should be reassessed during planning, this facility should include a small theatre (100 - 200 seats), gallery/exhibition space (1,000 - 2,000 SF), arts classrooms and meeting spaces (3 - 5 classrooms/spaces). It should also serve as a gathering place for the community, in line with the recommendations in this plan regarding enhanced urban design and community connections. Such a facility would share some similarities with the Lewisville Grand Theatre. This could be integrated into development of a new library/ civic center (see the Cultural Facilities Comparison Study for a discussion of this possibility, page 15.) Alternatively, a local nonprofit organization could be formed to partner with the City in development of this facility, or this facility could be included as part of a private development agreement. Lead Agency: City Council Partners: CAB, City staff, Library, Friends of the Library, local arts organizations and schools; private developer Start Year: Year 6 and later Resources Needed: Order-of-magnitude construction cost is $10 to $20 million, assuming new construction and donated land, and depending on scale of project. Initial Steps: • Develop a cultural facility plan that includes a market/audience and user analysis and development of a detailed architectural program for the facility. • Engage a project architect to develop preliminary plans. • Conduct a fund-raising feasibility study to determine the availability of private sector funding to support the development of the facility. Further Information: • Building for the Arts: A Guidebook for the Planning Design of Cultural Facilities, by Catherine Brown, William Fleissig and William Morrish, is published by the Western States Arts Federation and is an excellent primer on issues relating to development of arts venues. • The Nonprofit Finance Fund provides information, resources and consultations in planning cultural facilities (iluc,:/lirii1 iiii,iilr( i;li)(i :)i;). Model Approaches or Programs: Pie Colony Cultural Arts Master Plan Revised Final/ November 2032 • The Cultural Facilities Comparison Study (page 15) draws lessons from eight cultural facilities near The Colony. While there are lessons gleaned from each facility studied, two facilities are of particular interest as models for The Colony. The Grand Theatre complex in Lewisville serves a broad range of the community's cultural needs in a multidisciplinary art center. Also, the Allen Civic Auditorium serves a limited portion of the community's cultural needs through a small auditorium co-located with the library. • The Yerba Buena Center for the Arts (415/495-6360/~ijww ybc~i.orr;) is a multi-disciplinary contemporary arts center in San Francisco, comprised of 757-seat proscenium stage, a flexible black box theater, a 100-seat film screening room, three galleries and an a small outdoor performance space. • The Grand Theatre Center for the Arts in Tracy, California is a multi-disciplinary performing and visual arts center that includes a strong community and educational focus ( ).The Grand integrates renovation of an historic theatre with new construction, serving a suburban city. Potential Funding: • City general and/or bond funds, with private fundraising and potential private developer participation. • ArtPlace provides grants for "creative placemaking" projects that include cultural facilities planning and development (I ii ii, if 11 do, r (m ri( 1 ~)1 • The National Endowment for the Arts' Our Town program provides grants for projects that include planning and development of cultural facilities (hi.i p://www.nea.pov/grants/apply/OurTown/index.1iti°nl). 13. Develop a lakeside outdoor performance venue. The Colony has a unique opportunity to develop an outdoor performance venue on or near the lake. Such a venue could enhance festivals, provide a tourism draw, and be an architectural landmark. Development will require approval from the Army Corps of Engineers. The Stewart Creek Park Master Plan includes a proposed lakeside amphitheater, which could fulfill this recommendation. An outdoor performance venue could be developed in tandem with the signature festival recommended in Strategy 10. Lead Agency: City Council, City Manager Partners: Local arts organizations and/or private developer Start Year: Year 6 and later Resources Needed: $4 million to $10 million plus potential donation of land Initial Steps: • Develop a cultural facility plan that includes a market/audience and user analysis and development of a detailed architectural program for the facility. • Engage a project architect to develop preliminary plans. • Conduct a fund-raising feasibility study to determine the availability of private sector funding to support the development of the facility. Further Information: • Brad J. Goldberg (214-821-9692/1ii ili.//v /ww.br~idj goldberg_.colii resurli~_) is a Dallas artist and landscape architect who has designed an amphitheater for the Trinity River Park development. Model Approaches or Programs: 341Page The Colony Cultural Arts Master Plan Reviser! Filial/ November 2011 • Nashville, Tennessee (615-252-8443/kli~ has developed a comprehensive for the riverfront development that includes the creation of a waterside performance space. • The Festival in Bergenz, Austria (+43-5574-407-6/I1l_i~~_//~ is a 60+ year old festival of music, theater and opera that performs on a waterside amphitheater with a floating stage. Potential Funding: • ArtPlace provides grants for "creative placemaking" projects that include cultural facilities planning and development • The National Endowment for the Arts Our Town program provides grants for projects that include planning and development of cultural facilities 14. Develop/redevelop a park as a botanical garden with historical elements The community's cultural vision is expansive, including gardens, the history of the community, and the aesthetic quality of the environment. The City can include these elements in its park development or redevelopment, and has already included historical features in Greenway Park (the historic Denton County Bridge). Such development may be most effective if done in partnership with a nonprofit organization in the community formed for this purpose. During the community meetings, the development of parks with botanical and historical themes emerged as high priorities. Lead Agency: City Council, City Manager Partners: Possible nonprofit developer Start Year: Year 6 and later Resources Needed: Cost TBD plus making available new or existing park land. Initial steps: • Identify parkland suitable for the development of a botanical garden or arboretum. • Engage landscape architecture firm to develop initial design concepts. • Conduct feasibility study to ascertain potential support from private funding sources. Further information: • The Brooklyn Botanic Gardens has a variety of books and publications on the design of botanical gardens. Model approaches or programs: • The DeGolyer Estate (214-515-6500/ ('n n r;, r) is an excellent example of the creation of a public park that combines botanical and historical elements. Potential Funding: • Public/private partnership with community nonprofit. Alternatively, part of private development deal. • ArtPlace provides grants for "creative placemaking" projects that include cultural facilities planning and development I' • The National Endowment for the Arts Our Town program provides grants for projects that include planning and development of cultural facilities 351Page I'he Colony Ci lUmil Arts Ivl,i lwt ('Ian Revised Final / November 2012 ~eo- E't'sl'~ll~$e.`.Ill.~t~f~ ~A~~~l& fr9y One important realm where the City can support the arts development of The Colony is in the adoption of policies that promote the arts and culture. These are several areas where the City should consider new policies and guidelines: Policy to encourage integration of arts uses into new development (City Council). Most significant new private development will involve a negotiation between the City and the developer, with the City providing new support infrastructure and other incentives, and the developer providing certain public amenities. The City should identify its arts venue needs, as well as desired for-profit arts businesses, and negotiate for the inclusion of these elements in new private venues (see Strategy 8). Policy to encourage the creation of community gathering places within new public and private development (City Council). One aspect of the urban design character of The Colony that was mentioned often in the planning process was the lack of lively, vibrant community gathering places. The City should place a high priority in developing these spaces in both new City projects and in new private developments. Areas of emphasis should include (see Strategy 8): • A public gathering space as part of any new civic construction. • Recognizing the decentralized nature of The Colony, gathering places in multiple nodes throughout the community that include pedestrian-friendly districts with food, retail and entertainment. • New commercial development/redevelopment focused toward the lakefront Policy to encourage development of the local arts audience and provision of programming in The Colony (CAB, CVB). The community survey contained several important findings with regard to audience participation, most notably that residents attend arts events in The Colony less often and most attendance takes place in venues outside The Colony. Respondents expressed a desire for more local events, especially festival and family- oriented programs at reasonable cost, and better information about upcoming events. The CAB, working with CVB and local cultural institutions should develop policies and strategies to encourage more local programming and arts attendance. Such efforts will support the expansion of the local arts audience, arts support and community pride. Policy and ordinance providing for allocation of 1% of City capital improvement project budgets for public art (City Council). The City has already begun a public art program to a limited degree by funding several small projects. What is needed is a reliable, on-going funding mechanism for public art. Since 1960, more than 600 U.S. municipalities have adopted ordinances mandating from 1% to 2% for art in new public construction. If this policy is implemented, CAB should consider developing a public art master plan, which would articulate program guidelines and procedures and identify priority sites and projects. ifi111 ;c Hi Colony CuItu,a! /\[ts IVlaster Plan R.°vLed filial Nnvernb~'r >D?7 Policy and ordinance providing for a 1% for public art requirement in all new private commercial, industrial and multi-unit residential development in The Colony (City Council). A more recent development in the public art field has been the extension of the percent for art concept to new private development. This policy recognizes that most urban development is not done by the City but by private developers, and that in large planned development much of the public infrastructure is built by the private sector. Many of the 200 cities that have adopted this requirement allow the developer to pay a 0.5% to 0.75% in-lieu fee as an alternative to providing on-site public art. These in-lieu funds then can be used to place public art at priority sites throughout the city, i I ~I I It 4 r_~J ^yy. ,~4 The Colony Playhouse /~Paee The Colony Cultural Arts Master Plan Revised Final / November 2012 1 6( How can the City and its community partners best approach implementation of this plan over a ten-year period? Where do we start and how much will it cost? Responsibility for implementation is shared among various City agencies, community partners, businesses and developers. It is anticipated that the Cultural Arts Board and staff will take the leadership role in overseeing implementation of this plan. The CAB can be most effective by setting annual goals and providing assistance to the lead agencies. It can monitor and report to City Council and the community on overall progress in implementation, and make periodic assessments and adjustments. This will help ensure continued momentum and avoid undue disappointment or failure in implementation. The recommended strategies all identify lead and partner agencies, a start year, and estimated costs and other resources needed. The strategies are also grouped into three timeframes, to provide guidance on the sequence of implementation. Still, in an ambitious and long-term master plan, implementation must proceed flexibly, taking into account changed circumstances and available resources. Funding and Other Resources Implementation of this plan will require a variety of public and private funding and other resources. Potential funding sources are identified for each recommended strategy, beginning on page 22. The following is a summary of the potential funding sources and additional resources. Some of the recommended strategies in the plan will require allocations of City general funds or funds from other sources. It is understood that, given the City's current obligations, significant amounts of general funds will not be available for cultural development in the short term. To address this reality, low cost starting points are detailed in the next section. In the mid-term and beyond, the City can consider not only allocations of general funds, but also new revenues dedicated to the arts. For example, an augmentation of the Hotel Tax could be considered. New potential fees should be considered. The City of Scottsdale, Arizona is exploring the possibility of imposing a $1-2 per round fee on golf to support arts and culture. As discussed in Strategy 9, the City already provides staffing support for the arts in the community. This includes staff for the CAB, for festivals and special events, and, through the CVB, for arts marketing. Continuation of and increases in these allocations of existing staff time are essential to implementation of the plan. There are public funding sources outside of the City that provide funding for local arts agencies. The two most likely sources for The Colony are the Texas Commission on the Arts, which has funding programs that support local arts agencies in the state (grants for operating costs and for re-granting), and the 38IPage I ICE= (~Inriy C.n ,in<il Art< ivl~+rier Plan H~~is~d I'innl/ IJovernh~~ 1011 National Endowment for the Arts, which also supports local arts agencies (including the Our Town, One Book, and ArtPlace programs). Private funding from individual donors and philanthropic foundations is a potential funding source for implementation of the plan. The CAB should conduct wide-ranging research into possible arts funding beyond the City's general fund, given its constraints in the next few years. Local business and corporations can be tapped for both ongoing support as well as one-time sponsorships. Also, local and regional foundations should be researched. The Meadows Foundation in Dallas and the Bass Foundation in Fort Worth each have a long track record of supporting arts development. In addition to being a potential source of funding, their program staff will be helpful in identifying other local and regional funding possibilities. As part of its leadership development effort, the CAB should actively try to identify generous individuals who have the capacity to give and get funding. There are additional resources available that can assist with implementation of the recommended strategies related to supporting local arts organizations. For example, capacity building resources include Americans for the Arts professional development programs, the Nonprofit Finance Fund (for capital needs), and Board Source (technical assistance for nonprofit board leadership development). The arts administration program at Southern Methodist University is a potential source of volunteer consulting and/or interns. Several of the recommended strategies envision public/private partnerships as potential funding sources. These include the signature festival and long-term capital projects. These provide the best opportunities for identifying community leadership and generating private funding commitments, since they focus on specific projects with the potential of galvanizing community interest. Clearly, such partnerships must be developed on an individual basis, with strong leadership from the City, at the Council, City Manager and/or CAB level. Starting Points for Implementation While cultural development always involves some investment of resources, it is clear that the City's fiscal circumstances inhibit significant new spending on implementation of this plan in the short-term. The plan contains many starting points for implementation, "low-hanging fruit," that can be undertaken with existing staff and financial resources. Drawn from the recommended strategies, starting points include: Cultural Arts Board: during the first two years, the CAB can focus on several areas with minimal expenditures of funding, and relying on existing staff support. These include: revising its vision and mission statements (Strategy 1); developing or revising program policies and procedures (Strategies 1 & 2); researching public and private funding sources ; identifying and making available existing capacity building resources for local arts organizations (Strategy 2) ; developing the inventory of 391 Pa ge 1h, i nlnry Cultural Avis iVi r.k>r N,io Kuvised I'moi JWkwmhci ?01% underutilized spaces for arts uses (Strategy 4); developing a public art policy and program (Strategy 7). Community Services Department (Parks and Recreation): developing a summer arts camp (Strategy 6). Convention and Visitors Bureau (in partnership with CAB): enhancing community arts marketing (5). Economic Development Department (in partnership with CAB): identifying and making available small business assistance for arts-related businesses (Strategy 8). Implementation Casts The approximate cost of implementing most of the high- and medium-priority strategies in this plan is $95,000 in annual program and staff expenses, plus $50,000 in one-time start-up expenses for a signature festival. The expense of some strategies, especially capital projects, will require future planning and development to arrive at accurate budgets; however, order-of-magnitude cost ranges are provided in each of those strategies, where possible. The following table summarizes the recommended strategies and costs that currently can be readily estimated. ih~V~Ea r~xst As of 2012 High Priority Strategies $55,000 Recurring annual program costs Medium Term Strategies $90,000 One-time costs for development of a new signature festival plus new arts administration staff position Long Term Strategies TBD Primarily capital costs cannot be readily estimated at this time Total $145,000 Recurring and annual program and staff costs /10 Page Ile C010nV Cultural Arts Master Plan 4evlseo' Final ; November 2012 Table of Recommended Strategies Start Other Performance STRATEGIES Lead Agency Partners Year Funding Required Resources Measures/Milestones High Priority Strategies 1 Expand and clarify the role of the City Council CAB, City Manager Year 1 $0 Staff time Passage of revised authorizing Cultural Arts Board ordinance Development of new program policies and guidelines 2 Expand and enhance Cultural Arts CAB City Council Year 1 $25,000 Staff time Inclusion of all artistic forms in a Board programming. Local arts season of year-long events. organizations and Expansion of art audiences. schools Library New outside funding. The Colony High School 3 Assist local arts organizations to build CAB City Council Year 2 $25,000 increase Staff time Number of grants funded and their organizational capacity. Local arts over existing grants Outside technical assistance services • Increase funding support. organizations Technical provided • Provide technical assistance assistance program for TC organizations. services Center for nonprofit management 4 Develop an inventory of underutilized CAB Commercial Year 1 $0 Staff time Complete/publish inventory spaces for arts uses property owners 5 Develop a program of coordinated CAB Other City Year 1 $0 Allocation of Expanded communitywide opt-in marketing for local arts and cultural departments, CVB, new CVB e-mail list and social media opportunities arts and cultural marketing Increased awareness of local organizations staff time cultural offerings Increased community attendance 6 Develop a summer arts camp Community Services Local schools and Year 1 $5,000 (partially fee Staff time Number of students enrolled Dept. artists/instructors reimbursable) Parents 7 Develop a Public Art Program and CAB City Council, City Year 1 $0 Staff support Development and adoption of Policy for The Colony Manager, Outside or 2 of planning program policies and Consultant effort ordinance(s) 8 Identify opportunities for arts venues Economic CAB Year 2 $0 Staff time Number and sustainability of new and uses in new public and private Development Dept. City Council and arts venues and public gathering development, and develop relevant beyond places policies and guidelines. City Manager Private developers al IPage I _o,nnv Cuatura! Ars Ma,-'er P.f.,. Revised Final / November 2012 Lead Other STRATEGIES Agency Partners Start Year Funding Required Resources Performance Measures/Milestones Medium Priority Strategies 9 Provide sufficient City City Manager Year 3 $40,000 for professional arts Staff time In the short-term, utilization of existing professional staff to Council administrator staff and/or interns support implementation of the plan 10 Plan and implement a CAB City Council Planning $50,000+ to begin Staff support CAB to initiate festival, eventually signature annual arts Festival organizers Private year 3; spinning off to a separate nonprofit. festival sponsors implement. Arts organizations year 4 11 Enhance existing arts CAB City Council Years 3 & TBD Staff time TBD facilities Private donors beyond Local arts organizations Start Other STRATEGIES Lead Agency Partners Year Funding Required Resources Performance Measures/Milestones Low Priority Strategies 12 Develop a flexible-use City CAB, City staff and local arts Year 6 or $10-20 million, depending on Staff time City contribution may include providing cultural venue, with Council organizations and schools later scope of project (assuming site for facility Need to consider both theatre, gallery, Private developer possible new construction, and capital and operating costs classrooms, meeting donated land) spaces 13 Develop a lakeside City Local arts organizations Year 6 or $4-10 million, depending on Land May require agreement with Corps of outdoor performance Council, Possible private developer later scope of project Engineers venue City Mgr. 14 Develop/redevelop a City Possible private nonprofit Year 6 or TBD. New or City contribution may include providing park as a botanical Council, Local arts organizations later existing park site for facility garden with historic City Mgr. land Need to consider both capital and elements operating costs _ g = I' The Colony Cultural Arts iVlastet Plan Revised Final /November 20.22 Appendices Planning Process The purpose of the Cultural Arts Master Plan is to provide a guide for existing and future arts, cultural and historic development in The Colony. The plan was to be developed with input from the established performing and visual arts groups of The Colony, and the community as a whole, to determine the needs and priorities for establishing and expanding arts programs and facilities. The process was conducted by the consultants with extensive assistance and cooperation of staff, and oversight by the Cultural Arts Master Plan Committee and the Cultural Arts Board. The planning process was conducted in three phases, beginning in July 2011. Project initiation focused on a preparation for planning and development of a shared understanding of the project. Tasks and activities included: ■ A thorough document review, examining relevant City, community and organizational plans and studies, including the City's Comprehensive Plan, City financial statements and budgets, the 2009 Community Development Master Plan, descriptive information on the city and the community, and documentation of the Cultural Arts Board. ■ Development of a project work plan and schedule. ■ An online survey of CAMP committee members to identify positive characteristics of The Colony's culture, attendance at cultural events, key issues for planning, desired outcomes and potential barriers to planning. ■ An initial telephone meeting with the CAMP Committee, to introduce the project, review results of their online survey, and clarify understanding of planning issues and project goals. Goals of this phase were to identify the community's vision and priorities, assess needs and resources, and engage a broad cross-section of the community in the planning process. It included visits to The Colony as well as off-site research. Tasks and activities included: Site Visit #1 (August 3 - 4, 2011) ■ A tour of The Colony, conducted by staff, to visit some of the arts and cultural resources of the city and learn the basics of its geography and urban design. ■ A Town Hall Meeting at City Hall, attended by approximately 45 residents, to generate open community input. The Town Hall included an introduction to the planning process, 431Page TFx Colour", Culkuml Arts 'AI Ister III'm Revi"( 0 Filial/ November 107 identification of key issues in cultural development, small group discussion of those issues. Interviews with cultural stakeholders and public officials to explore and develop key issues. ■ A joint working session with the CAMP Committee and the CAB. Community Survey ■ An online community opinion survey, to document residents' participation in arts and cultural activities and to determine their cultural needs and preferences. This survey was distributed through available edicts, the city's website, and other methods between September and December 2011. For a complete survey report, please see page 45. Site Visit #2 (January 3 - 6, 2012) ■ Presentation to City Council at an open, public work session, of initial findings and preliminary recommendations. ■ Interviews and discussion groups with stakeholders from the business and educational communities. ■ Ajoint visioning workshop with the CAMP Committee and the CAB. ■ A public lecture on contemporary trends in the field of public art, held at City Hall, to increase community awareness of the potential in The Colony. Comparison Study of Regional Cultural Facilities ■ A comparison of eight, nearby regional cultural facilities to identify opportunities for future development of a cultural facility in The Colony. It was assumed that facilities development would be a long-term goal. A draft plan was developed in February 2012. It was reviewed and vetted by staff, the CAMP Committee, the CAB, CDC, Council and community stakeholders. Substantial feedback was provided and a revised plan completed in August 2012 reflecting the suggested changes. After further review and revision, this final draft was completed in November 2012. 44 ge he Colon; ('[dtinal W, 1\4,1,,er Pian wisedl'innl; Movr,m)y 1031 Community Survey THE COLONY COMMUNITY SURVEY Preliminary Summary of Findings January 2012 llf~ilfl d~ Cam, rr~ ;LJ~~'" Introduction • The Colony Community Survey is designed to measure residents' arts and cultural activities and preferences for their community. • The objectives for the survey include: • Exploring the nature of residents' arts and cultural activities. • Determining the frequency of child involvement in arts and cultural activities. • Identifying preferences for residents' cultural needs. 4s~Page TIw Colony CGili,I i'l ( 'Pi PI'm k^vi<edfinal 20c, ,;r-Lrr?J KEY FINDINGS i The Colony Community Survey ill 46~Page The Colony Cultural Arts Masier Plan Revised Finch November 2012 Highlights What do residents want? • They want more high quality arts and culture events and activities to be available in the city. • They want better, easier-to-access information and news about what's going on in the Colony. • They want more festivals and better urban design providing interesting places that incorporate cultural venues and activities. • The younger respondents want more arts and cultural activities for kids and more community festivals and celebrations. • And - the call for art in public places is as popular as arts for kids! Where do residents go? • Residents of The Colony are active in attending cultural events but they mostly go elsewhere. Majority attend events much more frequently outside of The Colony: 56% attend events 4-15 times/year and 47% attend 7 -24+ times/year outside of The Colony. Majority attend infrequently in The Colony: 59% attend only 1 - 6 times/year Highlights What do residents attend most? • Movies (85%) • Libraries (67%) • Cultural or community festivals (66%) • Live music/concerts (65%) • Museums (57%) • Wine/food festivals, historic sites, live music at clubs, and live theatre performances (all 44%- 51%) How do residents express their own creativity? • Read books (75%) • Take photographs (57%) • Explore historical events or places (39%) • Do crafts such as ceramics, woodworking, sewing, or quilting (31%) • About the same proportion of respondents have children who participate in arts and sports outside of school (36% arts/33% sports) gilP~,t;e hh Colony Cultural Aril IVlastel flan kcvi,vr' f inul N m/unjher )07:) Attendance at arts and cultural events Which of the following do you attend once a year or more? Movies 85% Libraries 167% Cul-urai or community festivals 66% Live music concerts 65% Museums (h srorical, science) 57% wine or food festivals 51% Historic sites 497o Live music at clubs ERNMEMOR 45% Live theatre performances 44% Art galleries or art museums 37% Comedy club performances 25% Dance performances 1870 'N_ruleple Selections Literary events 12% allowed. Other ^R 77. Participation in arts activities Which of the following do you do on a regular basis? Read a book 75% Take photographs 577. Explore historical events 39% Do a craft © 31% Play a musical instrument © 19% Make movies designs on computer © 18% Draw or paint pictures © 17% Dance socially © 167. Sing in a choir/group © 10% Write or perform songs 0 77. Perform in plays or musicals IT 77. Write stories or poems 194% Take dance lessons IT 47. 7Jultiple selections Other FOR 87. allowed. 4S Paf;e ThF l.olony Cul mal A~iIvi,i,i, Ilion Rc!~ised Final i Mnvrnib~ r 1017 i Frequency and location of activity How many times did you do the above activities in the past year? In The Colony? Anywhere other than The Colony? 1-3 times 41% 1-3 times 17. 4-6 times MINIMMININMR23% 4-6 times 157. 7-9 times 1967. 7-9 times 177. 10-12 times a 8% 10-12 times 23% 13-15 times 117. 13-15times 16-24 times !M 37o 16-24 times ® 8% more than 24 times 11110111111 6% More than 24 times © 177o None 12% None 0% Child participation in arts and sports activities Participate in arts activities? Participate in sporting activities? Yes 367. Yes ~ 357o No 18% No 18% No children in No children in - households 46% household 477. 'Does any child in your household participate in an arts activity (it) a class or just for fun), such as painting, drawing, music, dance, drama creative writing, video/movie making, photography, etc., other than what may be offered at school? `Does any child in your household participate in sporting activities (organized orjusr for fun) such as softball, baseball. gymnastics, etc.-eitheras an extrocurric ular school activityor outside of school? 0 P a p e The Colony Cultural Arts Master Plan (tevuec~; inal% November ?017 Child participation in arts and sports activities How often do you take children (yours and/or someone else's) with you to arts and cultural activities? 35% 23% 24% 19% Frequently Occasionally Rarely Never Sharing thoughts about strengthening arts and culture in The Colony... Yc 1+r~v/'115 2to) In' d'<( nl icC1(~I„ 4o(li .ak~ll uGYf i.-=Y-y(lYS r E~~t t~ lt,C111tiH erM~)~~lkG~t~~V~ 1,~~1;; i ~ d~~} $a`Ad~lt: "IIEG? If ~ !'flYci cAUI I~ ~ yt~ - f12~PPq ex ~„icr~,i~l J iii r41InfIIro09ft ~'c~ 4AS-. olC'~~ xv,<<~~~ i~nl °FC,~w,r u1 h,rGi!illol~ ~l oN:^ii'MC c)'r`9fil '~kl ,IAf«~(k~,i) (GBIiiLi ~~iG~('fitlC'lilU)Il➢III tid v tu' I llr :kc it f1f7Y li ; l`CX i~ if Y ~I SO)~+v,qq~~ . ac lh`~c `"~k_l11(116 ;fC 11 (ir0~li 1"9(rl 1, lY'.7~h1 Ilivl 1~ r 14111\ti~Yc,~~`~tt~xcl`Yavfi lri :(oMiihrfli+dU~iiUl)"S~ IV/~pilM z. +i, (Ofri6 olrocdll(cARwic" bi -w'r 50~Page the Colony QiPfural /v[ts Ma~t~r Pian Krviserl : final / Nov<vnbYr 7027 What they want in the community... 1 would like to see more of the following in The Colony. Clubs and cafes with live arts events '59% Community festivals and celebrations 56% Arts and culture festivals 537. Cool places to hang out in my community 53% A cultural and entertainment district 50% Attractive architecture and urban design 497o A cultural facility to attend performances 487. Information about area history 43% Classes - music, art, dance 42% Art in public places 40% Arts/cultural activities for young/teens 39% Support to start and develop creative businesses 30% Arts-oriented stores and galleries 287. Other S 1% ` u tinla selections allowed. Sharing thoughts about strengthening arts and culture in The Colony... I ip;~i alt`i ~~!let3<u~i (otiU1~k~Yca.cvr Iri'11Uki,k~ s . Viii` 161k` )i(,r?r.))~ Iw? _Into'Yilrc fir` ~a1 rhI IAfII"~flfl NMIl ii 1 ul ~oxUhgolr i oml ii A~~hcl )481i" l x cz aril Koa cs 1 (C (C) n1'! 1" "C>.1 oil rr '0 ulit.. iTY.}.slNv~.oA~', ,r I~ Clikie~ J~iihti/+otc ari r aYF~~. uG~c' ilru II > hray'Co.dk, .i~r i ~Lk/11(1Fj`;f165o'1~'a~lio~rk~Gs.lrfiiu~l ~c'sinrll'n au~atlnr~/_osln~<?I n~~ToBb linl,il .°,iiGn~(i tom!\vc Yf1~i1~>;':`.vf(vALJ~Yc~I(UbllopYn~llUfiiil~;:7~iillYok(ilioNrlIXZ~ iOlliBRQKC;i I(lk n°f cc.]lill~t I(t~ 51 P a g e I he Colony CUltu,el Arts rvi Ir,r Ilan Rovised iron/ / Noveroh.°r >0iZ What they want in the community... I would be more likely to allend and do cultural activities in The Colony if.... There were more of the types of things I like to do 68% It were easier To find out what was going on 48% Activities and evenTswere higher quality "41% Events and activities I like were lower priced 27% Events and activities were scheduled on more 21% convenient days and times None of the above IM 8% Other M 4% `r✓,ultinle selections all o wed. 52~Page the Colony Cultural Arts Master Plan Revised Final / Novernber 2012 Sharing thoughts about strengthening arts and culture in The Colony... '~",Aw,~~O~~®l~~®~+~rt~~?~~ Y~lo~~® `~~yr ~ ~~~1'olu~kol ICXo7il ~cY NnY.ol bwd~o~Brl~ t ur A~R'o -j, 'f i'Iro~~~G f~Jt IrIrrY~2iK~rv <I~1<ol i ~ku~}(1 ~'+e+ac3t!n1, i ~ wf~ tc I fIo_ a r~s! ~ i,f~ it ~4f < CPS ~M(CC pCh C Cfp jfV9 l1 ~=--~t( ~C,IiIY.~~iC1k~~~~l ryiF. i~t d, r~~fNNr~K'~j r~i Tit.;??e~%C~tUQ~110.~Mi r~ ~OYI>Z~I~cip~(1FU~ iI =S IilU9i~i^Y~11 u!iilB$t~~; CoXGRi wro~rl dr~llnr~l rctulfii tr ill i~oKc7~81uIVS'~; Ir r ~Z'` (h~nkq~>,~i iI`s; Cp@ Xo~.ulii ~)uinf_~Yr koll t +ml~JiiiCc;B!Iruc"uk<liilii Choice by age... Yes! -1 would like to see more of the following in The Colony.... 63% 64% ■34 and a under 56% •35-54 51% 47% w 48% 44% 43% 1954 and over f42/ 40"0 32'6 27% Commun'rfy A cu-ura! facility Classes, music, dance, Ac'Majes for festivals/Celebrations art young/teens Only categories with significant difference for age are shown. Percentages demonstrate respondents within age group that selected the option so percentages do not add to 100%. S3~PaI 11,( C~11or y Cultural Arts IvAasior Flan r'vise(l Final /Noveoder 701 Sharing examples of what makes cultural life in The Colony special... 51 u011I Io~GUX ; ii~i(<i)IK~; oho xomgw"- o"mm ~-IRXX ~ W"w I!FiTl~~.llf(UY ✓K>'R'lX: G`1111~~....,, a r~.i 9rl!; (U➢n'rY ~Uf L' hi fl u2"~Jbl~nY ll( - _ _ ~kUr I I ill In ~ Gi Y( i I ~4i:~{ oG~,x~f II'I'J' InK( I(>! y x yr rcrc7 4i iihR ~ irfygYC~U+t~;..,,; icAU>;I'Nav~ Ir ,,=~Xoi F Illr•Yo~i(c t iiil llflil{,9~UJi`v']EkC ~Ir -G9 IVr r L Ni UIII,~] 'The • Town Community Spirit'... Sharing examples of how residents express themselves creatively.... WO- c~nYol orjc~o~n~Y/o~nYo~ (ldo~ ~9 its n~~rrr~ ]rrr__Jit. ~J !r IUwilri)~jl~ - 160 40 ~ i51&r ~Sv ,Gk I , it - r dra n ivF r. 1g1:I' GA<~P i 1CU f a~ 'YAV/`,A ( Gi re Iillhi r:<~r"rcar`~it _ %."rtlp~Y~acir,(~Ir1Rd111(nPtli76~"~!/ 1 fc-1, 4,c i11fS~~: itliilroal,Ko~n? ~Vui ^'J(<, ii Ali ~lKCrfl(X uy" r it i r!! +nlrf~~;~.-;: . foNl.Fii'3tc P c?liilii°j JnfGllku) IYIII hfiK~` Qlt®R~~ol~~~k~~~~_~`~~~~ r~~asd ® rl~nY~rc'rci'niiYnnlUAn7~l~~~~1(r~1rI~~JYo~~ oT+ ~ i (oa loC fI&A o71RVjCo'r(rjn~u ~ X©~f linl 7 54i11 age The Colony G11U1181 Arts. McisIr r Plan kevised 1 i»ul / Novemuei 701; RESPONDENT PROFILE The Colony Community Survey Respondent Profile Are you an arts professional? (Did you I am•.• make all or any income from an arts- related activity? A resident of The Colony _ 977. Yes 18% Work in The Colony 1 13% 817. Own a business in the Colony 77c Do not know/not sure 11 "f✓alfiple seleOians all. Need. 55~PaPe the "r~lnny ~_Ld,nral Ares IVI~Sft3T Plan ! ist d Final / Novr"Idwp AW Respondent Profile Gender Age Under 21 0% Male 39% 21 to 34 years OM1101010" 18% 35 to 44 years OMMMMMMMMMM% 317. Female 59% 45 to 54 years 25% 55 to ba years ~ 15% 65 to 74 years 7% Prefer not to answer I 2% 75 years and over 1°70 Prefer not to answer M 3% Respondent Profile Education Income Less titan $1 0000 07. Less than 9th grade 0% $10,000 to $14,999 91°70 Some high school 11% $15,000 to $24,999 01 Some college no.. 1077. $25,000 to $34,999 !n 3% High school graduate © 17% $35,000 to $49,999 ©1017o Associates degree © 14% $50,000 to $74,999 177. Bachelors degree 41% $75,000 to $99,999 MUM 21% Graduate or.. 187. $100,000 to $149,999 21% Prefer not to answer a 27. More than $150,000 8% Prefer not to answer 18% 5611Page l iie Colony CuiiuraI Arts l, , 2r Tien H, vised I inol /Pluv: rnbazr ZOV Respondent Profile I identify myself as.... American Indian or Alaska Natve 117, Asian !1% Black/African American 117. Caucasian/write MMMMW 78% Hispanic/Latino e 5% Native Hawaiian/Pacific Islander 07. Multi-racial , 1% Prefer not to answer MM19 13% 57 Pape The Colony Cultural Arts Master Plan Revised Fincl /November 2012 Cultural Facilities Comparison Study Data This table presents the data collected on each of the ten cultural facilities in the study. Please refer to page 15 for the findings of this study. First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center Frisco Discovery Name of facility Addison Theatre Centre McKinney Performing Art Center Uptown Theatre Palace Theatre Arts Center Center 8004 North Dallas Address 15650 Addison Road 111 N. Tennessee 120 East Main Street 300 South Main Street Parkway Addison, TX 75001 McKinney, TX 75069 Grand Prairie, TX 75050 Grapevine, TX 76051 Frisco, TX 75034 Facility owner City of Addison City of McKinney City of Grand Prairie City of Grapevine City of Frisco WaterTower Theatre rents theatre and office space - Grand Prairie Arts Council/Libby Grapevine Conv & Visitors Frisco Association for Facility operator City manages the facility City of McKinney Clawson, GPAC Bureau the Arts Contact information Staff Director Robert Boureston Ty Lake Doug Voet Rusty Hernandez Sharon Roland Director of Title Manager MPAC Director Downtown Arts Supervisor Manager of Facilities & Events Development Telephone 972-450-6200 972-547-2662 469-285-4243 cell 817-410-3422 972-668-5180 _ ,nC;~oo„ _-exasU e-mail ~~i . o[ addison;_x.goe a car nn~y s.~ ; Dvoe[@G° T Xora -_cla~ c lister 's.org Year opened 1992 2006 2008 2001 2010 Renovated historic Collin County Renovated former movie Theater Main Stage/Studio Theatre Courthouse Renovated movie theater theater Black box 120 seats/141 402 seats; can accommodate occupancy 2300 Number of seats 250/75 427 175 guests for dinner events 435 square feet Lobby yes yes yes yes Green room(s) yes yes yes yes yes Dressing rooms 7 yes yes, 4 yes yes, 583 sq ft 2 theatres - main stage and Stage black box Configuration (traditional, thrust, in-the- black box mock round, etc.) proscenium/black box modified proscenium proscenium - main stage Dimensions 40'wx16' deep 26ft deep and 36ft wide 1217 sq ft - 26'x31' no - although curtains positioned Wing space no on each side to create "wings" 6 ft on each side (limited) no but the Main Stage has a trap to allow actors to move Orchestra pit around space and it can be no yes no 581 Page =oc Mati~c.~a.". First Five Facilities Frisco Discovery 111 this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center filled with water. No - but there is a large door to outside that cars can drive Fly loft through in Main Stage no no Number of line sets Sprung floor? Marley - MDF no yes Concert shell no no no no no - are planning for capital improvement to include this Rehearsal space in future yes no yes yes 572 sq ft Set construction space/workshop yes no no yes Entertainment Technology Lighting system yes Intelligent Power Systems dinners yes yes yes Variable acoustic with Sound yes, digital projection & Sound system yes Reinforcement System surround yes yes - it has a roll up door to Loading dock provide access to outside no two big doors off the alley A sound studio in the Studio Other Theatre Wurlitzer Theatre Organ; Movie Screen video screen/projector The Main Stage is designed multi-use configurations of stage for multiple configurations. possible. The Main Stage is designed for multiple configurations. The Lobby is used for events Main Art gallery 3,588 and receptions but it is not lobby walls are used for gallery sq ft Reception Exhibition space(s) conducive for exhibits. Gallery space Art gallery - lobby space Gallery 855 sq ft Arakawa Rail and Cable System with 186 Dimensions/square linear feet of space to footage n/a 493 hang artwork. Ceiling height 7' Prep/storage space no no no Conference Center 6600 Sq ft 8 classroom/multipurpose spaces Meeting Adjacent exhibition hall available for rehearsals, meetings, rooms/classrooms/other Board room private functions, classes etc. All spaces Garden space are available for rent. No Dimensions lobby of theatre can hold 100 use the lobby and theatres Capacity: reception for a reception 150/160 Capacity: classroom not in theatre largest - 60 no Capacity: banquet not in theatre - largest - 120 max 300 160 Capacity: Theatre not in theatre 300 The Colony Cultural Arts Master Plan Revised Finol / November 2012 First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center not in the theatre - there is a Catering kitchen? staff kitchen in the theatre no yes yes Artist Studio 760 sq ft conference room Noble recital hall 858 sq ft 15'x27" ; Special Encore Conference Room 551 sq ft Events Center 20,000 Ruschhaupt meeting hall 1189 sq ft Studio Theatre - black box sq ft/ 1,000 NW & SW Multi-purpose rooms seating 150; can be configured occupancy; Sci-Tech 493 sq ft each, mirrored wall, to seat 100 for dinner; has ballet Lancaster Theatre meeting & Discovery Center - sprung floor barre for dance recitals and banquet facility with black box operated separately Other facilities (describe) Nonprofit office space sq ft varies performances seating 180 but in the same space Black box is also used as a cabaret lounge two community groups have primary access to space but Resident organization(s) WaterTower Theatre MPAC presents they are not resident theatres The Frisco Arts presents exhibits and Focus performances by (presenter/producer/exhibit limited presenting/facility community artists and or) theatrical production management/rental facility. presenter arts groups Grand Prairie Arts Council and Texas Musical Family Theatre Number of usage days use it for about 1/2 the year available annually year round - year round between them 263 days year round Number of performances/activities per MPAC presents about 10 events year 5 productions per season peryear 180-190 380 events in 2011 there were 190 There are about 200 events per performances by year that are presented by local WaterTower Theatre in Main arts groups as well. Stage and 38 performances in Studio Theatre by a second company. A holiday performance is also produced outside of Watertower Theatre on the Main Stage. Theatre spaces are not well insulated for sound and care is taken when scheduling performances so that they do not intrude on one another. This often makes renting space to outside groups difficult since the 60 n The Colony Cultural Arts Master Plan Revised Final l November 2012 First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center WaterTower Theatre has it most of the year. There is some but little use by others in these two spaces because of the nature of the relationships with resident companies who have it most of the year and the fact that Other users (City outside users must use City Council meetings, City departments, community Centre's crew and it can be departmental meetings, public community groups, middle and groups, etc.) expensive. hearings, community meetings high schools yes - they also rent Availability for rent? yes yes yes yes their equipment. Varies based on type of use and space rented. The primary renter is the Water Tower Theatre who must pay for usage based on needs. They rent office space in Theatre for $701 per month. Other rental fees range from $25 per hour for education programs in Main Theatre to the art exhibit space $275 per 8-hour block for rents monthly for Rental rates performances in Main Space. $450-$500 varies by days of week and the space rented with discount for Non-profit/community Courtroom Th. $332/day/$195/3hr nonprofits varies by days of week and the space rented rates higher for Commercial Courtroom Th. $551/day/$324/3hr commercial users Water Tower Theatre is primary renter. Couldn't provide with other information as this is Number of annual rental gathered as part of users conference center data. approx. 50 Community arts groups use space; Primarily community community band,; children's choir; based arts groups. Full productions of major children's theatre; performances Concert series, Movie series, They don't present Programming profile theatre pieces. by groups from surrounding areas; Community uses touring groups or - g The Colony Cultural Arts Master Plan Revised Fina! / November 2012 First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center McKinney Repertory Theatre others. They also provide weekly dance socials and summer programming for youth. unavailable - within the Parks and Rec budget. Operated at not available/would Annual budget Theatre Company Budget Facility budget $780,000 revenue neutral annually. not disclose Revenues ($$/%-age of budget) $1.3 M $403,000 The City provided the Water Tower Theatre with $390K in 2011 and discounted rent. $65,000 to off set costs of City subsidy ($$/%-age of The subsidies make up 6% of Grand Prairie Arts Council use of budget) their budget. $377,000 from MCDC space $3 million from City of Frisco (CDC) to With conference center in renovate a former Construction cost 1992 - total $4M. unknown $6,000,000 Bond warehouse - 100-year agreement with the City owned land for all but the County, which makes the City the land the Studio Theatre is on - owner, and MPAC pays $1.00 per this is leased from a private Donated Land unknown year for 100 years. owner no Debt service paid off none no Responsibility for capital upkeep/renovations/upgrad es City City City City Theatre Centre is managed by the City and the WaterTower Theatre rents it. The Water Tower Theatre is a Park and Recreation 501c(3) organization - nonprofit org with a board of department oversees the designated City arts Governance structure directors. City staff facility. Convis/City agency Private support group? (Friends of, etc.) no yes no Membership program Volunteer opportunities yes yes yes yes yes WaterTower Theatre provides outreach programs and ticket subsidies. The Acting, music & dance classes; Conference Center does not summer camps, art exhibits. It is produce community also used by the McKinney Main festivals by Convis to promote yes. Summer camps, programs but rents space to Street as a focal point of many of Grapevine - Mainstreet and dance socials and Community programs others to produce events for its community festivals. provided by outside groups wine festivals movie nights. 62 '-oiorv CU:;urai arts ~Aasiar Plan n, it i"November 20-_ First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center the community. 21.875/200 performances for WaterTower Theatre/Second Thought Theatre 1500 patrons/38 performances in Studio Theatre. The Water Audience attendance Tower Theatre had 5,118 free (paid/free) or subsidized tickets in 2011. 3420 in first quarter of 2012 Percent of capacity 50% with income under $43,000 and other 50% with income Theatre profile: ages 40-65; from $80,000 to $300,000; 99% avg. income about $100k; Caucasian although community Audience profile 95% Caucasian. Ages 40-55 is predominately Hispanic The conference center draws from a 20-mile radius for meetings and other bookings. Some of the attendees from Dallas Metroplex area. MPAC those bookings are regional presented shows are usually or national as well. The national touring shows primarily Theatre draws from the country music that have a broader "metroplex" - Frisco, audience draw from the McKinney, Plano Dallas metropolitan area. While local proper, Oak Cliff, Richardson, community groups that use the Carrollton, Flower Mound space such as the repertory Geographic draw and Farmers Branch. theatre have local draws. Metro area Staffing Water Tower Theatre 1 - Facility Manager is also director of the McKinney Main Street Association. This makes partnerships possible with festivals Administrative 1 and other community events. 2 3 1 Marketing and Development 2 1 2 Event Services 1 3 2 Box Office 3 2 Technical and Operation 3 1 1 3 Other 2 1 In 2011 there was a small resident company called Second Voet suggested that any city The Frisco Discovery Thought Theatre, which moved to a different location in The theatre is a renovated interested in developing an arts Center is still very new 2012. This small nonprofit theatre company used the Studio courtroom converted into an arts center should consider and they were not able Theatre for 4 days per month. They were not significantly center for use by the community at maintaining complete control to give me some included in this report because of they were not a major user large. over operations to ensure information as a result. 631 Page The Colony Cultural Arts Master Plan Revised Final / November 2012 First Five Facilities Frisco Discovery in this Study... Addison Theatre Centre McKinney Performing Art Center Grand Prairie - Uptown Theatre Grapevine - Palace Theatre Center as is WaterTower Theatre. quality and that it fits with the They don't have The Conference Center also has an outdoor garden that is While there is a positive City's plan. Be careful about the audience information used for large-scale events (1800 attendees) by outside relationship with the McKinney balance of having a resident because they don't do groups. The Conference Center does not self-produce in this Arts Commission, there is no group and having space the ticketing - or do space but it does provide community gathering for various business relationship. available for outside users and the presenting. They events throughout the year. the opportunity to raise make it available to revenues through rentals. Do others to do this. Addison is a town of 4.5 square miles with 14,000 residents community work and build what and 100k workforce. It considers tourism as a key economic the community wants to ensure engine and has 4,000 hotel rooms. The Conference Center's Town population is 138,000 success. mission is to bring people to the hotels. The TOT is 17% part although they are projecting a of which goes to the state and the rest supports the build out in the next decade to be Performing Arts Department, Conference Center and other 400,000. Plans in future for a related tourism draws. convention center. Last Three Facilities Richardson in this Study... Lewisville - Performance Hall Lewisville Black Box Theatre Allen Civic Auditorium Richardson Hill Perf. Hall BofA Th. Medical Center of Lewisville MCL Name of facility Grand Theatre Civic Auditorium Eisemann Center Address 100 North Charles Street 300 North Allen Drive 2351 Performance Drive Lewisville, TX Allen, TX 75013 Richardson, TX 75082 Facility owner City of Allen City of Richardson Facility operator City of Allen Cultural Arts Division City of Richardson Contact information Staff Director Jim Wear Tom Keener Bruce C. MacPherson Title Art Center Manager Cultural Arts Manager Managing Director Telephone 972-219-8446 214-509-4911 972.744.4600 e-mail nezr@c yo?.eni. 2.co - - --.mac h ;ov Year opened 2011 2005 2002 Bank of America Theater Hill Performance Hall Theatre 75 - 150 depending on Number of seats 296 configuration 287 1563 395 Small lobby with window display cases Lobby yes yes featuring local artists and groups yes yes he Colonv Cultural Arts Master Pian c. Used -Itmf I November 2012 Last Three Facilities Richardson in this Study... Lewisville - Performance Hall Lewisville Black Box Theatre Allen Civic Auditorium Richardson Hill Perf. Hall BofA Th. Green room(s) 2 yes 1 1 Dressing rooms 2 2 Yes 6 4 Stage Configuration (traditional, Proscenium (adjustable Proscenium: thrust, in-the-round, etc.) black box - 3000 square feet Traditional proscenium width: 50' to 70') 36' opening Dimensions 2200 square feet 42 x 25 feet 56" x 28" Wing space 10 feet on each side Left: 12' Right: 18" limited Orchestra pit No yes (49' x 11') no Fly loft 50' loft No 80' with metal grid yes Number of line sets 45 27 Sprung floor? yes, in dance recital hall No yes Concert shell Yes yes yes Rehearsal space yes, limited No yes yes Set construction space/workshop scene prep area No no no Lighting system Yes* yes, complete yes, complete Sound system Yes* yes, complete yes, complete Loading dock Yes yes yes Other Movie screen No, although there are display cases in Exhibition space(s) lobby Mezzanine Gallery Wall none 182.5 linear feet+ 6 bays Dimensions/square footage 2,400 square feet 2,111 sq feet wall space Ceiling height 10'10" Prep/storage space none Meeting 3,000 sq ft dance recital hall 2,800 BofA Hall rooms/classrooms/other spaces sq ft of classrooms Two meeting rooms within library (banquet/meeting) Dimensions Capacity: reception 300 Capacity: classroom 180 Capacity: banquet 200 Capacity: Theatre 300 Yes but it closed recently because it Catering kitchen? no was not making money Yes, prep only Auditorium is integrated into the Other facilities (describe) library building Lake Cities Ballet Friends of the Allen Public Library, Eisenman Center Presents Resident organization(s) Lewisville Lake symphony Orch. which raises programming funds for Family Theater Series c5 - -,e Co'onv Cj.iitur~l Art, Vaseer Plan e,,,,ed F; r! / Nove.m~)er 20'2 Last Three Facilities Richardson in this Study... Lewisville - Performance Hall Lewisville Black Box Theatre Allen Civic Auditorium Richardson Hill Perf. Hall BofA Th. Flower Mound Perf. Arts Theatre the city's cultural programs Lewisville Civic Chorale Visual Arts League Focus ECP = presenter (presenter/producer/exhibitor) all FTS = producer Number of usage days available annually Number of ECP = 26 shows/66 perfs. performances/activities per year 1st year = 400 separate events FTS = 4 shows/ Allen Civic Ballet, Indian Fine Considerable use by City depts., Arts/Classical Music Circle, and a yes, Other users (City departments, Lewisville independent School number of other local arts city/communit community groups, etc.) District, Lewisville Medical Center organizations yes, city/community y Availability for rent? yes Yes yes yes Rental rates $1,500-1,650 performance Local = $350/day Non- Local = $175/day $120 - $150/hour, two-hour $350-385 performance $50/hr. Non-profit/community local = $425/day Non-local = $212/day minimum; includes three technicians $150/hr. Rehearsal Rehearsal $575 performance $75/hr. Local = $400/day Non- Local = $200/day $140 - $180/hour, two-hour $2,650 performance rehearsal Commercial local = $500/day Non-local = $250/day minimum; includes three technicians $275/hr. rehearsal Number of annual rental users Approximately 60/year 40 for all venues Primarily community-based arts nonprofit groups with some presentations sponsored by the City's Friends of the Library. Library programs include performing arts Primarily community-based arts groups, authors, academicians, and Programming profile nonprofit groups others. Not disclosed; however, all programming funds are raised by the Friends of the Library and other Annual budget $241,000 fundraising. $3,657,789 Revenues ($$/%-age of $50000/21% $30,000 in rental revenues 1,952,350 53% 66 P=g Tne Coionv Cultural Arts Maste- Plan Revised Final l November 2012 Last Three Facilities Richardson in this .Study... Lewisville - Performance Hall Lewisville Black Box Theatre Allen Civic Auditorium Richardson Hill Perf. Hall BofA Th. budget) City subsidy ($$/%-age of Not disclosed; however, the City pays 47% budget) 191000/79% for capital costs of auditorium. 1,705,439 $55 million for performance arts center building. Additional funding for an associated parking structure that also serves an adjacent hotel and a plaza $10 million primarily City funds that connects Medical Center donating $750k to the light rail Construction cost over 10 years for naming rights. 7 station. Donated Land N/A City purchased the land for the library Approx. $1 mil annually Debt service from Hotel Tax Fund Responsibility for capital upkeep/renovations/upgrades City pays for capital costs City of Richardson City Council/administration Theatre is part of the Community Governance structure Relations & Tourism department Library Department City Council/administration Greater Lewisville Arts Alliance is Private support group? (Friends an advisory body - no governance of, etc.) or fundraising role. Friends of the Library Friends of Eisemann Center Volunteer opportunities yes yes, primarily ushering Yes, through rentals and City Eisemann Educates serves programs involving local arts 4,000 school children Community programs organizations. annually. About 4,000 adults/year adults plus Audience attendance (paid/free) about 3,000 children/year - all free Percent of capacity Auditorium and Library generally are viewed as a community meeting ground. Don't track this formally but Audience profile Hispanic programs bring in Hispanics, The Colony Cultural Arts Master Plan Revised Final l November 2012 Last Three Facilities Richardson in this Study... Lewisville - Performance Hall Lewisville Black Box Theatre Allen Civic Auditorium Richardson Hill Perf. Hall BofA Th. Russian bring in Russians, Black history month brings in African Americans. Also, there is a lot of cross- over in audiences. Primarily from Allen (about 75%) but Geographic draw some from other cities in the County. Staffing 3 6 25 Administrative 1 1 2 Marketing and Development 1 2 Event Services 6 Box Office 6 Technical and Operation 1 1 7 Other 4 PT 2 *Allen Civic Auditorium: staff expressed the wish that a theatre consultant with sound and lighting design experience had been involved in design. The contractors and builders handled this and they "met specs" but didn't provide for the best acoustics and lighting capacity. Some of this was to save money but better planning would have produced better technical capacity. 58',nag,~