HomeMy WebLinkAboutReso 42-1981 RESOLUTION NO. 42-81
CITY COUNCIL, CITY OF SOUTH SAN FRANCISCO, STATE OF CALIFORNIA
A RESOLUTION TO APPROVE SAN MATEO COUNTY
ARTS COUNCIL'~S CULTURAL FUTURE PLAN
BE IT RESOLVED by the City Council of the City of South San Francisco
as follows:
WHEREAS, the San Mateo County Arts Council has been duly designated
to implement the State/Local Partnership Program of the California Arts
Council by the County Board of Supervisors; and
WHEREAS, the San Mateo County Arts Council has, through surveys,
questionnaires, interviews, and regional meetings, worked to ascertain the
cultural needs and strengths, and the wishes of a significant cross-section
of the residents of the County, including artists, educators, business people,
and all segments of the community interested in the planning process; and
WHEREAS, the San Mateo County Arts Council has utiliZed the knowledge
so gained to propose cultural programs for the benefit of all who live and
work in this County; and
WHEREAS, the City of South San Francisco currently has no representa-
tion on the San Mateo County Arts Council; but desires representation for
the purpose of having input to the implementation of this future plan;
NOW, THEREFORE, BE'IT RESOLVED that the City Council of the City of
South San Francisco does approve the "Cultural Future Plan" as submitted on
April 1, 1981, which is attached hereto as Exhibit "A" and is hereby incor-
porated by reference herein.
SAN MATEO COUNTY
ARTS
COUNCIL
CULTURAL FUTURE PLAN
Submitted to the Board of Supervisors and City Councils of
San Mateo County, and to the California Arts Council by the
San Hateo County Arts Council, in accordance with the State/
Loca! Partnership Program.
March, 1~81
EXHIBIT "A"
TO RES~)LU_TION NO. 42-81
April l' 1981
ADOPTED
Twin Pines Cultural Center. 1219 Ralston Avenue. Belmont, C~lifornia 94002- (415) 5%-~16
Introduction
The present report has been developed since October 1980, and is. the first
milestone in what the San Mateo County Arts Council believes should be an
on-going effort to plan for the-cultural future of. this region. To our
knowledge, no such comprehensive planning |n the cultural field has ever
been undertaken here.
This preliminary planning has been conducted under the. State/Local Partnership
Program of the California Arts Council. The long-range goa.1 of thls program
is to ensure greater local (ie. city and county) control over funding and de-
cision-making in arts programs. To begin the planning process, each county
in California was asked to choose a '~designated agency~ to do the job of
assessing loca! resources, identifying outstanding needs, and recommending
ways of enriching cultural opportunities.
In October 1980, the Board of Supervisors designated the San Hateo County Arts
Council to coordinate the planning process. While the tangible result of our
work is this report, outlining practical steps that can be taken over the
next months, we would like to stress the value of the planning process itself
for all involved. Through months of meetings and surveys, we have come to see
that planning is more than a neutral process leading up to the formulation of
guidelines. Rather it is a dynamic process which draws together diverse seg-
ments of the community, opening new avenues of communication, and directing
productive energy towards the fulfillment of common goals. As we understand
it, planning means not only soliciting outside funds for local programs, but
more significantly, it means tapping the imagination and committment of the
people who actually live, work, and do business here. In short, planning for
the arts means assuming responsibility for choosing our own collective future.
We also wish to stress that the Present document should be seen as the report
of a ~work in progress~. It is not intended as a fully mapped course for the
future~ rather it is a flexible chart, responsive to immediate needs, and
capable of being refined and modified through on-going community effort. In
this, we have adhered to the directives of the California Arts Council, which
is making every effort to assure the continuation of local planning through its
State/Local Program. This report, then, is a preliminary step~ yet it re-
flects a large stride in raising public consciousness of the need for planning
in the arts.
Why Cultural Planning?
Cultural planning is based on the simple concept that the arts are a common
good, important for the well-being of each of us. Communities, therefore,
have a responsibility to promote and encourage cultural.opportunities for all
citizens, and this is best done through planning for the arts, in much the
same way that cities plan for the needs of housing, water supply, and recrea-
tional opportunities.
Such planning for the arts can and should occur through many channels. At
the ]eve] of government, it can occur through the creation of an official city
arts commission (as has occurred in Redwood City, Daly City,
Millbrae, Belmont and elsewhere), It can also occur through
the involvement of other official agencies who regularly plan
the needs of the community. Parks and playgrounds, for instance,
can be planned with space for public sculpture. Municipal buildings
can be conceived with facilities for meetings and performances.
Neighborhoods can be zoned to preserve architectural values. In
addition, effective linkages can be created between the cultural
planning activities of the city, county and regional governments.
Apart from such official actions, planning can occur, whene~er people
come together in a spirit of public acction to secUre support.'for
the arts. Arts organizations can exchange resources, from easels
and stage props to publicity mailing lists:' They can also bond
to~ether to advocate common interests. Is more publicity needed to
notify, the public of worthwhile events? Groups can speak together
to local newspaper publishers, urging more column-inches for the
arts. Is more substantial funding the issue? Then the answer may
lie in better collective relations with the business community,
or in approaching a foundation with a joint project for fundi.ng.
Cultural planning, then, seeks to locate needs, identify strengths,
and find methods to bridge the gap. Whether it occurs through private
or government action, or through some mixture of the two, cultural
planning means assuring the arts a place in everyone's life, through
a step-by-step process of community awareness, participation, and
commitment.
(Much of the above material was adapted from "An Introduction to
Cultural Planning" by Susan L. McBain, prepared under a grant from
the William and Flora Hewlett Foundation [June, 1980].)
How This RePort Evolved
With barely four months of working time to complete the initial
planning document, the San Mateo County Arts Council chose a course
of action that would take maximum advantage of the knowledge and
resources it had gained over its nine year history of community service.
Specifically, these are the methods employed to ascertain the strengths
of the count¥1s cultural resources, and the needs and wishes of a
wide and significant cross-section of the population.
An Ad-Hoc Planning Board was assembled of-leaders in the fields of
government, community service, education, the arts, media, and business.
Meeting regularly with the staff of the Arts Council since November,
its members, individually and collectively, have served:
- To advise the overall course of planning.
- To provide valuable contacts with other agencies in the County
(eg. Regional planning Committee, Recreation Departments) and with
professional colleagues, enabling the Council to gather and dis-
seminate information.
- To help interpret the information gathered.
- To make suggestions and recommendations based on their professional.
authority.
(Names and affiliations of Planning Board members can be found in appendix.)
·
Questionnaires were distributed through the branches of the Peninsula Library
System, through recreation centers, and through numerous government facilities,
asking the public to identify services and activities which they wished to
support in their own regions. A Spanish-language version ~as also distributed.
A separate questionnaire polled, artists on thelr needs. A total 11,000 in all
were distributed. (cOmputer tabulation of the results w[11 be ava[lab]e by the
end of March, thanks to the assistance of the Chancellor's office of the San
Mateo Community College District.)
An inventory of cultural resources and. facilities has been initiated through
Survey forms and have been mailed to seventy local arts groups, and to recrea-
tion centers| and others are being sent to major businesses, city managers,
and school supervisors.
Interviews have been conducted with artists, educatOrs, and representatives of
agencies serving the needs of the aged, disabled, and other groups with special
needs.
Town Meetings on the Arts, open forums on the cultural future, were he]d in
four cities during February, accessible to all County residents: Redwood City,
San Mateo, Daly City, and Half Moon Bay.
Requests for information and referrals made to the San Mateo County Arts CounCil
frOm November to March have been recorded. Since the Council regularly receives
numerous calls from the public on a variety of topics related to the arts, this
record is a valuable indicator of general needs.
Geographic and Demographic Data Affecting Cultural Needs
San Mateo County, with about 2~ of the state population, is comprised of 19
cities, plus unincorporated area, and includes wealthy suburban towns, rural
agricultural areas, industrialized centers, and middle-class residential com-
munities.
Yet, for the purpose of planning, the County can be seen as four regions, cor-
responding to the traditions, cultural preferences, and traveling patterns of
citizens, and marked by differing strengths and needs of cultural institutions.
These regions are South County (Menlo Park to Belmont); Mid-County (San Mateo,
Foster City, Hillsborough and Burlingame); North-County (Millbrae to Daly City
and Pacifica); and Coastside (Half Moon Bay and vicl,nity).
The location of the County, adjacent to San Francisco, the cultural magnet for
the entire Bay Area and Northern California, appears a mixed blessing. While
San Mateo County residents are able to enjoy the excellence of that city's
theatre, opera, symphony, ballet and museums, the County has historically lacked
a sense of its own cultural heritage and identity. .01d ideas, however, are
changing, especially as the increased cost of commuting leads people to look
closer to home for their cultural experiences.
While the growth in numbers in San Mateo County has been modest (from 557,661
in 1970 to the present 582,614, a surge of only 5 percentl) the demographic
1 Source: ~.S. Census Bureau
(4)
mix within the County now shows more older people, fewer children and more
non-Caucasians than ever before. In the coming years, it will be increasingly
important to assure adequate cultural opportunities for children, whose access
to arts education is hindered by declining school enrollments. Senior adults
also need'to be seen as a growing sector for arts services.
Needs and Obstacles Affecting Cultural Planning
The pattern which emerges from the surveys and regional meetings paints the
picture of a county with both the need and desire to develop its local cultural
resources, which are considerable. The chief obstacles are a lack of awareness
and coordination among various sectors of the community.
·
Need: Public Awareness. Arts organizations .in san Mateo County frequently
feel that they face an uph|11 battle to gain visibility and a hold on the
public consciousness. There is more at stake than simply the position of
a few groups; at issue is making people realize that the arts are not a
frill, but a necessary balance in each of our lives.
The public is frequently unaware of the variety of cultural opportunities
offered. They believe it is necessary to travel to San Francisco to find
high quality visual and performing arts.2 These traditional attitudes have
persisted for several reasons. While many local newspapers have expanded
their coverage of arts activities, the most widely subscribed newspapers
and media still focus primarily on the San Francisco area, to the loss of
San Mateo County.
.
Need= Arts Education at the Base. The cutback in commitment to arts
education in county schools has dealt a. serious blow to the ability of
the arts to thrive. The causes lie in decreasing student enrollment, a
diminishing tax base, and rising costs, all of which have forced schools
to reduce or eliminate instruction in music, visual arts, creative writing'
and drama.3
This scarcity of arts education deprives youngsters of an important component
of their educational development. Psychologists and teachers point out
that children need to develop their feeling and intuitive sides, a.long
with rational.skills, in order to become well-rounded people. Moreover,
representatives of loca~ arts groups have rightly identified these cut-
backs with their own difficulty in inspiring community interest. Meager
exposure to the arts in school strikes at the development of tomorrow's
appreciative audience and talented artists.
2When it is tabulated, our questionnaire will give a clearer picture of the public's
arts-going habits, and specifically, will~help us locate those, who can be weaned
from commuting to the City in favor of arts experiences at home.
3The San Mateo City High School district previously employed three music teachers;
it now employs only one band .instructor. To cit& one more relevant statistic,
the ratio of music instructors to pupils in elementary schools in the county is
now 1:1500.
.
.
Need: Better Relations with Business. There is the overall need on the
part of arts groups for reprieve From the constant struggle to raise funds
now exacerbated by the economy, and the general swing away from official
funding for the arts.
Although the benefits of the arts to the general economic welfare, have
been documented over and over, with a. Few. praiseworthy exceptions, busi-
nesses in San Mateo County do not make the arts a primary commitment. In
part, this situation reflects the fact that many firms doing business here
are based in San Francisco or elsewhere. But interviews with local busi-
nessmen disclose their Feeling that arts groups often solicit Funds in
a badly coordinated and sporadic Fashion.
Arts groups, then need to find ways to cooperate rather, than compete
for scarce Funding. They can best do this when they speak in a unified
voice. Business leaders, for their part,, need to be made more aware of
the practical value of the arts as an investment in the community.
Need: Coordination Among Arts Groups and Artists. There is an almost
total lack of communication among groups involved in the same art Form
within the County -- in other words, a lack of "horizontal" coordination.
To a great extent, many groups could be exchanging exhibits and shows,
sharing audiences, Facilities and expertise, and working together For
stronger arts advocacy. In times of economic belt-tightening, such
coordination should be counted as valuable a resource as monetary fundi.ng.
Need: Coordination with Official Agencies. There is a general lack of
coordination among the County government, city cultural commissions (or
councils) if they exist at a11, local arts groups, and indivldual artists.
(Exceptions exist in 'Redwood City, San Mateo, Belmont and Daly City~
Better"vertical" coordination would assure that gaps in services are
filled, and needless duplication is eliminated. It would also give arts
groups a positive voice and a better chance of being heard and heeded
when cultural interests are affected in local planning issues.
Need: Coordination with groups having special needs. Senior adults,
who make up an increasing proportion of this County's population, fre-
quently look to the arts as a source of enrichment.q Yet., many do not
participate fully in the community's cultural life because Factlities
are Far From their homes, or events take place at night when they are
reluctant to go out.
Not only seniors, but also the d.isab]ed, people confined in institutions,
and people on Fixed incomes, often remain isolated. Although
programs have brought the arts to people with limited access -- the Arts
Council, for example, has regularly sent musicians to play in convalescent
homes and senior centers -- there is a need For closer general ccoperation
among arts groups and the agencies serving these constituencies.
Significantly, nearly 50~ of new members who joined the Arts Council over
the last six months have registered as "senior citizens".
(6)
Goa 1 s
The main goals of a comprehensive plan for San Mateo County should be'.
·
To raise public awareness of the arts locally, encourage participation
at all social and economic levels, drawing from and contributing to the
richness of all ethnic and age groups.
e
To restore arts education to schools, drawing largely on the talents
of local artists and arts organizations.
To improve cooperation and coordination among artists, arts groups, and
the Arts Council, through a program of information and exchange of cultural
resources.
·
To strengthen the arts through a clear and effective "vertical'l networking
with official agencies on the local, county, state and national levels.
5.
To encourage economic support of the arts through local programs that
meet the needs of the local business community and focus their desire
to contribute to the well-being of the county.
Principles for Programs
These are the principles which should guide practical programming decisions:
1. Cultural needs are interrelated and require concerted effort. Th'erefore,
planning should, include programs which can serve as a focal point, drawing
together various groups who are in a position to help one another. Such
cohesive ties, around well chosen goals, are the best magnet for attracting
.levels of local and outside funding.
2. Planning should be continued, using the base of information and communi-
cation now established, but with a greater degree of community effort than
the Arts Council has thus far solicited.
3. To deal with challenges facing a particular region, local arts groups should
be assisted to work within their communities and with official agencies.
4. As much as possible, programs to address cultural needs should rely on
existing agencies and programs, modified or expanded as necessary.
Programs and Timeline
The following are projects which have emerged from our preliminary p)anning process
As other needs emerge, programs would be developed to meet them.
A three-year program is proposed, under the general supervision of the desig-
nated agency. A committee including representatives from r~gional arts organi-
zations from north, central, south and coastside areas--literally a "council of the
arts" -- should work with the designated agency to administer programs, and
evaluate progress through the designated agency. It should make recommendations
for continued planning to the County Board of Supervisors and the California
Arts Council.
(7)
Yea r One
1. Complete facilities inventory with assistance of regional arts groups
and publish by end of year. Develop an "information and referral" source
list, including teaching and consulting services in various arts fields.
2. Establish regional "roundtables" with government, business, education
and arts groups meeting quarterly to exchange ideas on cooperation, funding,
problem solving. Regional arts organizations would thus. have on-going
liason with business and corporations, and could exchange visual and per-
forming services for publicity, support, in-kind help, etc. Represen-
tatives of other agencies should be invited to these roundtables on a
regular or ad-hoc basis, including Peninsula Library System, and organi-
zations for the disabled and senior adults.
3. Serve the informational needs of a wider section of the public and arts
groups through expanded printing and distribution, of a County-wide news-
letter and cultural calendar, such as the San Mateo County'Arts Council's
"Arts Talk". Information services should lead to greater arts advocacy
reg iona 11 y.
4. Initiate meetings with County Office Of Education and with private school
educators to explore models of a program to involve local artists and
arts groups in school curriculum. Specifically, determine needs and locate
artistic and financial resources.
Year Two
1. Make regional directory of artists with indications as to their availability
to work with schools, business, or other community groups in any capacity.
Publish by end of year.
.
Improve accessibility of this directory, facilities inventory, and events
calendar through county-wide computer system with decentralized outlets.
(The Peninsula Library System's Information File can serve as a model.)
3. Working with individual artists, arts groups, teachers and education admin-
istrators, begin Arts in the Schools Program (outlined above). Inspi. re
community commitment to this program through a festival or other event with
strong impact and visibility.
Work to have a cultural element written into each city charger, leading
to the establishment of a city arts commission. Each such body would be
responsible for networking local arts groups, and working through existing
agencies such as the League of California Cities, the. Regional Planning
Commission, the library system, Park and Recreation Departments, to assure
cultural opportunities as part of the community planning process.
(8)
5. Basedon town roundtable meetings, set goals and initiate special projects
to raise pub1 lc and corporate awareness and support. Examples:
a. To raise public awareness, regional arts groups could organize l~alks
for the Arts, following the political precinct model, saturating
neighborhoods with promotional and Informative material on local arts
even t s.
b. To build corporate commitment, large businesses could be asked to
appoint a contributions officer, to match their employees' contri-
butions to arts organizations, etc.
Year Three
1. Expanding on model of Arts in the Schools, coordinate a program involving
local artists and arts groups throughout the community, especially in
libraries, and in institutions serving people who are confined or who
normally have limited access to cultural opportunities.
2. Continue the best of programs outlined above, modifying them to respond
to local needs, and planni.ng new programs as new needs emerge.
Budget
Because of the uncertainty of funding, it is possible at this time to project
only the first year of the program t[mel|ne.
A "Local Priorities Grant", expected from the California Arts Council pursuant
to approval of this plan, can implement the year of programs; depending on an
"effort factor~' reflecting present arts monies spent tn San Mateo County, we
project that this formula-based grant will net between $7,000 and $10,000.
Suggested budgeting of this grant Is as follows:
Completion of Inventory
Regional roundtables
Information services (including
expanded cultural calendar)
Developing "Arts in the Schools"
Committee of regional representatives:
Meeting and administrative costs
25:~ of L.P.G.
25~; of L.P.G.
20:~ of L.P.G.
20:~ of L.P.G.
10~; of L.P.G.
(9)
Conclusion
No doubt in the coming months, our picture of the needs and assets of San
Mateo County's cultural life will gain in precision. A portion of our data
still remains to be interpreted, and additional surveys are under way.
Yet, we are confident that the programs outlined can evoke wide enthusiasm
and support, for we believe it Is possible to appeal to the best interests
and instincts of diverse groups, able to benefit one another as they work
towards common goal s.
Inherent in the structure of this proposed plan is the increased, opportunity
for funding of the arts at every level. The expanded contacts between arts
groups and the corporate community, the accent on liason between different
levels of government, and the opportunities for |ndividual programs, capable
of attracting foundation support, ail provide a healthy funding structure.
The plan outlined provides for a sound base of support, practical goals, and
flexible, responsible programming, We believe it can help make the arts
a major advantage for all who live and work in San Hateo County,
SAN MATEO COUNTY
ARTS
COUNCIL
.,
APPENDIX TO CULTUP~L FUTURE PLAN
PLANNIr. IG COUNCIL FOR THE STATE/LOCAL PARTNERSHIP
PROGRAM
JOHN ALi.tEll, Ampex Corporation
LEO BARDES, College of San ~.lateo
ANNE BEHA, Director, Peninsula Ballet Tlleatre
JOSE AHTOr-IIO BURCIAGA, Artist, Huralist
ROY CASSTEVE~.IS, Director, San Hateo Community Theatre
STUART CHEIFET, General Hanager, KCS~4 radio and television
#RENE CONP~D, President, Dynalock Corp.
PAUL COREY, San Mateo City Parks and Recreation
AYLETT B. COTTO~i, Attorney
JULIAH CROC:<ER, Superintendant, San ~!ateo City School District
HERB ~RCIA, Executive Director, San r.'lateo County Historical ~-]useum
~iIRIAH GHOLIKELY, Staff Supervisor, Daly City Community Service Center
SUPERVISOR ARLEH GREGORIO, San Hateo County
MARY GRIFFI~.I, ~,.la.ve~, City of Hillbrae
.~, SYLVESTER HODGES, Department Supervisor, City of San ~lateo Parks & Recreation Dist.
RICHARD LOVELA~;D, Headmaster, Crystal Springs & Uplands Sci]ool.
BIRGITTE HOYER, Chairman, ~lusic Department, College of Notre Dame, Belmont
*JOE PRICE, Artist, faculty r,~ember College of San Hateo.
GEORGE RILEY, Community Service Director, County G6vernment Center, Redwood City
GLEHH SHITH, Chancellor, San Hateo Community College District
DICK SPERISEtl, County Office of Education, Redwood City, Arts Coordinator
Twin Pines Cultural Center. 1219 Ralston Avenue- Belmont, Colifornia 94002. (415) 593-1816
Planning Council State/Local Partnership
p.2
JOHN STEE~t, Executive Director, Convention & Visitors Bureau
Cf ~SUSAN S~',~OPE, Chairman, Redwood City Cultural Commission
MARGARET TAYLOR, Management Analyst, Office of the County ~,lanager
ALBERT TEGLIA, Mayor Pro Tempore, DalY City; Cilair~an of Regional Plannin§ Committee
,BARBARA BLADEN, Drama Critic, San ilateo Times
* Resigned for personal reasons.
# Member, Board of Directors, San l,lateo County Arts Council
PARTICIPATING STAFF OF THE SA;'.I ~IATEO COU?.ITY ARTS COUNCIL
i'.IAI-lCY LEE JALOr,IEN, Executive Director
ELLIOT KLEIN, Information Director and Coordinator of State/Local Planning
~ATHLEEH SI;..1AS YOUHG, Administrative Assistant
SHERYL APPLETO~t, Clerical Assistance