HomeMy WebLinkAbout03/04/24 Fdn Jt Spec w/Lib Fdn JOINT SPECIAL MEETING OF r
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COMMUNITY FOUNDATIOT
and I
0
LIBRARY FOUNDATION
AGENDA
CITY OF RANCHO CUCAMONGA
April 24, 2003
6:00 P.M.
Civic Center
Tri-Communities Room
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
Community Foundation Members
Tony Mize, Chair to Dutton, Ph.D., Member
Harvey Cohen, M.D., Vice Chair Sandra Metel, Member
Ann D. Punter, Secretatwrreasurer David Parker, Member
Michael Arreguin, Member Stan Phelps, Member
Bruce Bowne, Member Timothy Younger, Member
Charles Buquet, Member
Library Foundation Members
Paul Williams, President Ruth Leal, Member
Rebecca Davies, Secretary Wanda Mitchell, Member
Teresa A. Akahoshi, Member Paula Pachon, Member
Stefani D. Carrasco, Member Anne L. Viricel, Member
Laurie Cotter, Member Ravenel Wimberly, Member
Gino L. Filippi, Member
City Offices: (909)477-2760
SPECIAL JOINT MEETING OF THE
COMMUNITY FOUNDATION AND
LIBRARY FOUNDATION
,�s+► April 24, 2003
A. CALL TO ORDER
1. Pledge of Allegiance
2. Roll Call:
Community Foundation
Michael Arreguin _ Tony Mize
Bruce Bowne David Parker
Chuck Buquet Stan Phelps
Harvey Cohen Ann Punter
Jo Dutton Timothy Younger
Sandra Metal
Library Foundation
Teresa Akahoshi Wanda Mitchell
Stefani CarrascO Paula Pachon
Laurie Cotter Anne Viricel
Rebecca Davies Paul Williams
Gino Filippi Ravenel Wimberly
Ruth Leal
B. COMMUNICATIONS FROM THE PUBLIC
This is the time and place for the general public to address the
Community and Library Foundations. State law prohibits the
Foundations from addressing any issue not previously included
on the Agenda. The Foundations may receive testimony and set
the matter for a subsequent meeting. Comments are to be
limited to five minutes per individual.
C. FOUNDATION BUSINESS
1. Board Development, Strategic Planning and Fundraising ;Page
Development Process.
D. ADJOURNMENT
I, Melissa Morales, Senior Administrative Secretary,hereby certify a
true, accurate copy of the foregoing Community Foundation and
Library Foundation agenda was posted on April 18, 2003, seventy-
two (72) hours prior to the meeting per A.B. 2674 at 10500 Civic
Center Drive, Rancho Cucamonga, California.
r
R A N C H O C U C A M O N G A
Cy0�MMMUUNNITY ,SERVICE6
Skill Repo {
DATE: April 24, 2003
TO: Rancho Cucamonga Community Foundation
Rancho Cucamonga Library Foundation
FROM: Kevin McArdle, Community Services Director
Deborah Kaye Clark, Library Director
BY: Paula Pachon, Management Analyst III
SUBJECT: BOARD DEVELOPMENT, STRATEGIC PLANNING AND
FUNDRAISING DEVELOPMENT PROCESS
RECOMMENDATION:
That the Community Foundation and Library Foundation review, discuss and modify,
as necessary, the Foundations consolidated fundraising plan for the Cultural Center.
BACKGROUND/ANALYSIS:
Over the course of the last several months Community Foundation and the Library
Foundation have met and worked towards the development of a consolidated
fundraising plan for the Cultural Center. The enclosed document is a compilation of
the work done by the Boards with assistance by our consultant and staff. The
Foundation Boards are encouraged to thoroughly review, discuss and modify, as
they feel necessary, this plan that will guide them through their fundraising efforts
over the next two years.
Respec ly s i ed,
i
Kevin cArdle Deboraha rk
Community Services Director Library Dire
Enclosure
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RANCHO CUCAMONGA COMMUNITY AND LIBRARY FOUNDATIONS
Joint Meeting
April 24, 2003
Meeting Facilitator—Gene L. House
1. Overview of draft consolidated fund development plan.
2. Review and discussion of pending items requiring group consensus
• Purpose of the Endowment
• Campaign Name and Logo
• Timing of Special Events
3. Review of plan appendix documents
• Proposed Campaign Budget
• Campaign Timeline
• Proposed Recognition Program
• Gift Chart
4. Approval of the draft consolidated fund development plan.
5. Next Steps
6. Adjournment
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RANCHO CUCAMONGA CULTURAL CENTER PROJECT
FUND DEVELOPMENT PLAN
FOR THE RANCHO CUCAMONGA COMMUNITY FOUNDATION AND THE
RANCHO CUCAMONGA LIBRARY FOUNDATION
BACKGROUND:
Nearly a year ago, the Community Foundation retained the services of a consultant to assist the
Foundation in achieving a state of"fund raising readiness" prior to launching an Endowment
Campaign for the performing arts theatre at the Cultural Center. At that time, the Foundation
had endorsed a $1.1 million campaign goal for the Endowment Fund. At the same time the
Library Foundation had adopted the goal of raising $500,000 for books for the new library at the
Cultural Center.
Initial consultant assisted discussions and trainings for the Community Foundation focused on
board duties and responsibilities and then on board development. A plan for Board expansion
was designed and implemented. Several new Boardmembers were added to the Community
Foundation Board of Directors. Lastly, the Foundation was provided training in how to fund-raise
most effectively at the level required.
Several months ago, a joint meeting of the two foundations, the Rancho Cucamonga
Community Foundation and the Rancho Cucamonga Library Foundation was held to explore the
possibility of working as a team in fundraising for the Cultural Center. The outcome of this
meeting was a mutually agreed upon collaboration between the two Foundations for the
purposes of fundraising for the Cultural Center. Library Foundation Boardmembers then went
through a similar series of discussions and trainings with the consultant.
An outcome of these activities is this fund development plan and supporting documents. This
plan has been adopted with the understanding that it is a framework to help guide the
Foundations through the next two years of the fundraising for the Cultural Center Campaign.
MAJOR CAMPAIGN STRATEGY:
Major campaigns are staged in two phases: Phase One, the silent phase and Phase Two, the
high profile phase. The silent phase is when the volunteers and campaign staff research and
solicit the major donor prospects. The goal of this phase of the Campaign is to obtain gifts
and/or firm pledges of at least one-third of the total campaign goal. This is so that when the
Campaign is announced publicly and the marketing gets into high gear (Phase Two), the
Campaign is kicked off with the announcement of major gifts already obtained, etc. Doing so
adds enormously to the ultimate success probability of the campaign. It is common practice to
focus on major donor prospects during Phase One, although planning for the smaller gift
solicitations typically goes on also.
The Community and Library Foundations have mutually agreed that the fundraising priority
during Phase One will be solicitation of major gifts, however, the Foundations agreed that
members may also during Phase One have the opportunity go forward without publicity to
gather smaller contributions from individual donors. Given the wide variety of fundraising
expertise on the Boards, this exception to the plan will allow all Boardmembers to be actively
fundraising during this initial phase of the Campaign.
CAMPAIGN DOLLAR GOAL:
The original goal of the Community Foundation was to raise $1.1 million for an Endowment
Fund for the performing arts theatre at the Cultural Center. The Library Foundation goal was to
raise $500,000 for books for the library at the Cultural Center. With the collaboration of the two
1
Foundations one campaign with two objectives was agreed upon. Ultimately, a Campaign goal
$2 million was established. This goal allows for the recoup of costs associated with fundraising
for the Campaign as well as Foundations' goals for the theatre, library and the Endowment
Fund.
PURPOSE OF THE ENDOWMENT:
Originally, the endowment was only for the theatre portion of the Cultural Center. As the
important shift was taken place toward merging the Library Foundation campaign goal and
volunteers and the Community Foundation campaign goal and volunteers into one Campaign
team with a common goal, it made sense for the Endowment Fund to support both the operation
of the theatre and the library. The purpose of the Endowment Fund is to provide a revenue
source that will enhance and augment library and arts programming.
FUND RAISING SPLIT BETWEEN LIBRARY AND THEATRE:
The Foundations decided that the first million dollars of undesignated funds raised would be
divided evenly between the Endowment Fund and the Library Book objectives. This, of course,
does not apply to gifts designated by the donor specifically for the Library or the theatre. After
each objective has achieved at least$500,000, the remainder of all undesignated funds raised
will go into the Endowment Fund.
CAMPAIGN NAME AND LOGO:
It is important that the campaign have its own identity. A unique name, logo, letterhead, etc. for
the Campaign is needed in order to achieve public identity. Various names for the Campaign
have been discussed but none accepted by both Foundations' as of yet.
CAMPAIGN VOLUNTEER LEADERSHIP STRUCTURE:
Honorary Committee
Non-Celebrity Members—What is needed from them.
- a financial contribution
- ideas and donor prospects
- public endorsement
Recommended members include: Randall Lewis, Cole Burr, Jim Previti, and Bob
Balzer.
Elected Officials Members—What is needed from them:
-endorsement
-ideas
-leads
-financial contribution
Recommended members include: State Senator Jim Brulte, Congressman David Dreier,
State Assemblyman Bob Dutton, County Supervisor Paul Biane, and regional Mayors.
Celebrity Members—What is needed from them.
- public endorsement
- photo op with campaign leaders
- publicity photos
- permission to attribute campaign quotes to them
- public appearances
Recommended members include Susan Anton, Shirley Jones, Mark Harmon, Rod
Gilfrey, etc. 4
2
Campaign Cabinet—What is needed from them.
- a stretch gift
- solicit donations
- provide prospective donor names
- actual management and coordination of the campaign, supported by staff.
Recommended members include: Co-Chairs of each of the Foundations, Tony Mize
and Paul Williams. Other members recommended are: Jo Dutton, Mike Arreguin,
Ruth Leal, Ray Wimberly, a leader from one of the local school districts.
Other members of the Honorary Committee and the Campaign Cabinet may be recommended
when advantageous to the Campaign.
Campaign Divisions
The two Foundations will serve as divisions of the Campaign. The divisions report to the
Campaign Cabinet. The division of the two Foundations is at the task level. While both will be
conducting personal solicitations of individuals and businesses, each will be responsible for a
different fund-raising event. The Library Foundation will produce the telethon and the
Community Foundation will produce the gala. All undesignated funds from both events will go
into the Endowment Fund.
CAMPAIGN STAFFING:
The staffing pattern agreed upon by the Foundations for the initial Phase of the Campaign is as
follows:
a. Community Services and Library staff to provide administrative support and
coordination for the Campaign.
b. City staff to provide secretarial support for the Campaign.
c. Consultant to provide approximately twenty hours per month of technical
support in fund development for the Campaign.
d. The Campaign Cabinet would be responsible for major campaign decisions.
e. The Campaign Cabinet and the divisions would be primarily responsible for soliciting
donations.
CAMPAIGN BUDGET:
Given the above staffing pattern and the fact that the City is already funding a variety of
Campaign expenses from different sources, the only items left unaccounted in the Campaign
Budget are the consultant fee and a hospitality line item to allow Campaign volunteers to take
major donor prospects to lunch as part of the"Ask' when those meal expenses are more than
personal or company expense budgets can absorb.
CAMPAIGN TIMELINE:
A detailed timeline has been developed by the Foundations that sets forth a sequence of events
for the Campaign. In addition, the timeline also includes some notes on Campaign strategy. This
Campaign Timeline has been provided as an Appendix to this plan.
DONOR RECOGNITION PROGRAM:
The Foundations have developed a detailed Donor Recognition Program for the Campaign.
This information is provided as an Appendix to this plan.
5.
3
GIFT CHART:
The Foundations have developed a Gift Chart noting statistical averages for achieving major
gifts. This chart indicates gift levels, number of gifts required to achieve stated goal and the
number of prospects required. A copy of the Gift Chart is provided as an Appendix to this plan.
NEXT STEPS:
1. Campaign plan formatted by City staff for presentation to City Council.
2. Campaign Cabinet meetings to commence immediately.
3. Foundation Boardmembers complete their personal donor prospect lists and begin
solicitations in May 2003.
4. Campaign name and logo determined in April 2003.
5. Case Statement finalized by consultant in April 2003.
6. Marketing firm delivers Campaign brochure by end of May 2003.
7. Grant writer provides detailed information, (list of board of directors), for Foundations in the
Inland Empire.
S. Grant writer's research and proposal writing continues throughout the Campaign.
9. Monthly Campaign report meetings begin at the May 2003 Foundations meetings.
CAMPAIGN MATERIALS:
Consultant to provide the following items to the Foundation for their use:
-form letter of invitation to prospective honorary committee members (one for
celebrities and one for non-celebrities).
-form letter of invitation to prospective campaign cabinet members.
-form letter introducing the project to prospective donors (often used to precede
an in-person visit with the prospect).
- Campaign pledge card.
Marketing firm to provide Campaign brochure.
FUTURE ITEMS:
Additional Campaign materials yet to be addressed by the Foundations include: perks for
donors like listing in news releases, seats or tables at the gala, lapel pins with the Campaign
logo, etc.
APPENDIX:
• Campaign Budget
• Campaign Timeline
• Donor Recognition Program
• Gift Chart
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APPENDIX DOCUMENTS
PROPOSED CULTURAL CENTER CAMPAIGN BUDGET
May 2003-June 2004
Campaign Director $ 0 (City staff)
Office Manager $ 0 (City staff)
Grant Writer $ 0 (Funded in Cultural Center Project)
Consultants (if any) $20,930 (Proposed to be covered by Foundations -
Based on 15 hrs/month and 4 trips to
RC/month for 13 months)
Brochures $ 0 (Funded in Cultural Center Project)
Letterhead/Envelopes/
Labels $ 3,500 (Proposed to be covered through
Foundations)
Audio/visuals $ 0 (None projected)
Telephone $ 0 (Covered through City)
Supplies $ 0 (Covered through City)
Equipment $ 0 (Covered through City)
Postage $ 0 (Covered through City)
Duplicating $ 500 (Proposed to be covered by Foundations.
Oversize, color copies only; other copies
covered through City)
Travel* $ 500 (Proposed to be covered by Foundations -
In-state travel)
Hospitality* $ 6,500 (Proposed to be covered by Foundations—
based on $500/month)
Other $ 1,500 (Misc. marketing expenses)
TOTAL
Recommend that each Foundation provide $16,715 to cover expenses for the first 13-months of
the Campaign.
*Policy pending for approval and disbursement of funds.
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+ Rancho Cucamonga Community Foundation/Rancho Cucamonga Library Foundation
Campaign Timeline
April 24 -Joint Community/Library Foundation Workshop— 6:00-8/9 p.m.
• Foundations review/modify/approve a joint fund development master plan.
Staffing pattern for Phase One.
❖ Campaign budget for Phase One.
Initial list of desired members of Honorary Committee and Cabinet completed and
approved.
❖ Staff and consultants provide finalized case statement for use in developing marketing
materials, grant proposals, solicitation scripts, etc.
❖ Pledge cards distributed.
:• Donor recognition program finalized and approved.
❖ Approval of a customized gift chart as a guide.
April 25-April 28
• Consultant finalizes written plan based on decisions made at April 21/24 joint meeting.
April 28
• Consultant delivers approved joint fund development master plan to the City.
April 29/30
• City staff meets with Cultural Center Council Subcommittee.
May
• Invitations extended to honorary and cabinet level volunteer prospects.
• Grant research and proposal writing ongoing.
• Grant writer provides contact information for every foundation in the tri-communities.
• Committees and staff review foundation information for person-matches.
• Volunteers begin solicitation of prospects of$1,000 and up level.
• Library letter campaign to all library patrons implemented.
• Campaign Cabinet begins meeting monthly (or semi-monthly) depending on what it takes to
move rapidly forward. (Remember Phase One is going to be relatively brief and challenged by
lots of vacation absences in the summer.)
• Monthly Report Meetings begin— Using a portion of the Community Foundation's and Library
Foundation's regular monthly meetings, conduct one-hour campaign report meetings. At each
of these meetings the members report on solicitation results, determine updates on plans and
receive consultation on issues and next steps.
• Use the May report meetings as the deadline for obtaining pledges representing the required
100% gift participation by the Foundations Boardmembers and City Council.
• Finalize marketing and sales strategy for Gala sponsorships, table and individual ticket sales.
Consider offering tickets/tables as perks for major campaign gifts at certain levels.
Remember, the events are strategic aspects of, and are subordinate to the overall goal. They
are done primarily to achieve the overall goal, so don't worry about sorting out what the event
raised from individual solicitations. It's not usually good to ask someone for $10,000 or
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$50,000 and then turn around in 90-days and ask them to buy a table for the Gala (unless they
are close friends of the family).
• Marketing firm/City deliver campaign brochure/collateral materials/Gala materials.
May 7 - City Council Meeting—7pm
• Staff presents the approved joint fund development master plan to Council.
May 7 - October 31
• Implementation of Phase One of the joint fund development master plan.
• Staff handles all aspects of Gala production, contracts and advertising.
June
• Mall groundbreaking.
September—October
• Intensive Gala ticket sales period.
November 1 - Founder's Night Gala
• Implementation of Phase Two of the fund development master plan including announcement
of major donors from Phase One.
• Program Component Suggestions:
i• Provide complimentary tickets to the media—to get them at the event.
❖ Hire professional photographer and assign a PR person to direct the photographer during
the event to take best advantage of photo opportunities.
Conduct the kick off portion of the program toward the end of the "talking heads" portion of
• the evening, maybe around dessert time. Remember this is a party and the entire portion
of the evening where you're requiring everyone to pay attention to a speaker must be brief.
Error on the side of not saying everything! The Campaign Chair is introduced by the
Mayor. He/She makes the grand announcement and introduces two or three of the top
donors, each of which should talk no more than 1 minute on why they donated at this level.
January 2004
• Groundbreaking ceremonies/public campaign update.
April 2004
• Telethon/public campaign update.
November 2004
• Gala/public campaign update.
April 2005
• Telethon/Campaign Victory Celebration
April 2005
• Cultural Center opens.
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Building
Rancho Cucamonga Imagination
Cultural Center v
Donor Recognition Program
• Major Recognition Opportunities Minimum Gift
Donors in this category enjoy their name actually incorporated into the name of the
identified facility and a photograph with biography inside the facility noting their
generous presentation of the space. (e.g. The Jones Family Library)
o Playhouse Theater $1,000,000
o Library $1,000,000
o Celebration Hall $1,000,000
o Children's Story Room $ 500,000
o Imagination Courtyard $ 500,000
o Playhouse Lobby $ 500,000
o Imagination Tower $ 500,000
Donors in this category are recognized with a special plaque at the entrance to the
identified facility and a photograph with biography inside the facility noting their
generous presentation of the space. (e.g. The Imagination Tower...presented by the
Jones Company)
o Crossroads Rotunda $ 250,000
o Arbor Court $ 100,000
o Celebration Hall Lobby $ 100,000
o Library Technology Center $ 100,000
o Library Children's Center $ 100,000
o Library Young Adult Center $ 75,000
o Wishing Waters Fountain $ 75,000
o "Back to Basics" Learning Center $ 50,000
o Library Popular Materials Market. $ 50,000
o Library Reading Room $ 50,000
o Playhouse Grand Stairs $ 50,000
o Center Gift Shop $ 50,000
o Playhouse Rehearsal Room $ 30,000
o Playhouse Green Room $ 30,000
o Library Homework Center $ 25,000
o Playhouse Concession $ 25,000
o Playhouse Box Office $ 25,000
11
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®� Building
Rancho Cucamonga Im�,gin�,ti�n
Cultural Center
Donor Recognition Program
• Library Stack Dedication
A dedication plaque will decorate the end of each book stack in the Library. Donors may
select a stack based on their special interests. Stacks are available in health, medicine,
business, careers, history, theater arts, and many other topics to suit your individual or
business needs.
o Personalized Bronze Plate $ 1,500
• Family Wall of Art
A special wall within the Playhouse Lobby is reserved for the display of personalized
ceramic tiles created by children and families from the area. Sales and creation of these
tiles promotes the arts and provide families with the opportunity to publicly display their
support for the Cultural Center.
o 12 x 12 inch Personalized Family Tile $ 300
• Playhouse Seat Dedication
A great opportunity to display your name and your supportfor the arts on one (or more)
of the Playhouse Theatre seats.
o Theatre Seat Name Plaque $ 250
• Imagination Courtyard—Donor's Plaza
A highly visible and creative location within Imagination Courtyard is designed as the
donor's Plaza, allowing Center supporters the opportunity to provide a Plaza brick with
their engraved inscription.
o Engraved Brick $ 100
• Library Table & Chairs
Each table and every chair will display a dedication plate in shining bronze,perfect for a
business or family name.
o Table Dedication Plate $ 500
o Lounge Chair Dedication Plate $ 300
o Reading Chair Dedication Plate $ 250
• Adopt a Magazine - Library
Your company name will have impact on the cover of"Money Magazine", "Time"or any
other of over 200 popular choices.
o Magazine Shelf Dedication Plate $ 300
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• Adopt a Book- Library
Place your name, the name of a child or loved one, or your company name in a special
book 100,000 books need adopting!
o Book with Dedication Plate $ 25
• Cultural Center Spotlight Donors
Spotlight Donors are those who donate at a minimum level of$5,000. These Donors are
recognized with their names on a special Cultural Center Wall of Honor in the Playhouse
Lobby. Donation categories are currently being developed.
* Multi-year pledge payments maybe arranged to accommodate major donors.
**Additional donor opportunities are available for discussion.
***All gifts and recognitions are acknowledged in perpetuity.
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Rancho Cucamonga
Building
Theatre and Library Center Bu8
ImGginstion
P roo Future Program Donor Recognition Opportunities
• Performing Arts Program Sponsorships
Program Sponsors are those who donate a specific arts program or series during a
specific year. These Donors receive name recognition associated with presentation of the
program in all marketing materials as well as an announcement from the stage on the
night of the performance. (e.g, World Dance Series...presented by ABC Attorneys-at-
Law)
o Celebrity Series $15,000 - $30,000 per show
o Guest Artist(s) Series $ 5,000 - $10,000 per show
o Community Theater Musical Series $ 4,000 - $ 8,000 per show
o Talent Showcase Spectacular $10,000 - $20,000
o Community Youth Choir $17,500 - $20,000
• Library Program Sponsorships —Needs description and dollar amounts
• Playhouse Membership Program To Be Announced
A Membership Program is offered to individuals, families and corporations who are
interested in participating in and supporting the Playhouse programs. Membership levels
will be divided into 2 donor giving categories.
Benefits at the Higher level include: best seats and advance ticket purchases for
performances, Meet the Actor receptions, Intermission Receptions in Celebration Hall,
Annual Dinner with the Mayor, complimentary tickets to the Gala, valet parking
privileges,free Celebration Hall rental for a family event, name listing in program or on
Member's Wall,free subscription to Playhouse Newsletter, etc.
Benefits at the Lower level include: All of the above, with the exception of
complimentary tickets to Gala and the free Celebration Hall rental for a family event.
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GIFT CHART
Goal - $2 million +
Statistics indicate that at the higher levels you will typically need to identify four qualified
prospects for each gift you hope to receive and at the lower levels three. The chart
below illustrates a gift chart for the Foundations' $2+ million goal for the Cultural Center
Campaign.
Gift Gifts Prospects Prospects Prospects
Level Required Required Identified Still Needed
$500,000 3 12
250,000 2 8
100,000 5 20
50,000 5 20
20,000 10 40
15,000 13 52
10,000 17 68
5,000 25 100
2,000 50 200
1,000 100 400
Under 1,000' Many Many
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DRAFT
i
THE CASE
For the Victoria Gardens Performing Arts Center
In an effort to better understand the present and future needs of its growing populace,the
City of Rancho Cucamonga commissioned an independent study in May 2001 that asked
community leaders to reflect on the quality of life for the City's residents.
For a City focused on community betterment,the results were at once gratifying and
troubling: leaders from the business,government,arts and education fields overwhelmingly said
the City had done an admirable job of enhancing the quality of life of its residents. Admirable,
but not complete.A majority of these same leaders said the opportunity for residents to
experience and participate in arts and cultural activities was a vital—and currently lacking—
component of a quality life in Rancho Cucamonga. In particular,these leaders pointed to:
■ A lack of top-quality,professional performing arts events.While many of those
interviewed said they were aware of community arts programs and organizations,
they said they felt the Rancho Cucamonga area is particularly underserved by
professional performing arts events of the highest quality
■ Few performing arts activities that occur in the City.Informants expressed
disappointment that very few performing arts activities occur within Rancho
Cucamonga and said the time had come for the City to focus efforts on developing
the `cultural arts"as a quality of life enhancement.
■ A need for a physical location that is identified as a focal point for performing
arts events.Interviewees often stated that there"isn't a place"that residents can
immediately identify as a focus for performing arts events in Rancho Cucamonga
■ Local arts groups that struggle with"growing pains"related to a lack of
resources,management skills,marketing,and inadequate facilities.Interviewees
pointed to a situation in which most art groups based in the city are in early stages of
development.The lack of appropriate facilities in the community,they felt,directly
contributes to the lack of programs offered within the city boundaries
■ A desire for more arts programs suitable for children and families.A majority
of leaders said they believe the market for expanded perforating arts in the city was
likely to be favorable,especially for performances and activities aimed at children
and families.
A broad scientific survey of Rancho Cucamonga residents confirmed these viewpoints
were shared by the general public as well. More than 30% of City residents told independent
surveyors they were very interested in arts and cultural activities, with nearly the same percentage
saying such activities played a major role in their lives,and 85% said there should be more
cultural events in the area geared toward family attendance.Most telling,Nearly 85%of total
respondents said they would attend more arts and cultural events if such events were available
locally.
In this respect,Rancho Cucamonga's residents have recognized a need that has been
growing and spurring cultural development across the country. Voicing the views of increasing
numbers of public and private figures, Oklahoma City's mayor, Ronald Norick,recognized this
need in 1997 when he called arts and culture vital to a healthy community. "Performing and
visual arts,"he said,"play a key role in making our city a wonderful place to live."
Prompted by these community views,and working with professional advisors skilled in
the development of cultural facilities,the City of Rancho Cucamonga has developed a plan to
create a new cultural destination which will serve the growing needs of residents and arts groups
AMS Planning&Research Corp. Page 1
The Case For The Victoria Gardens Performing Arts Center DRAFT
i
alike by providing increased quantity,quality and diversity of cultural offerings(particularly
those for children and family audiences),improved resources for local arts organizations,and a
stimulus for economic and quality-of-life enhancement.The centerpiece of this ambitious and
unique plan is a new performing arts center for the City of Rancho Cucamonga.
Improved Offerings Need Improved Facilities
The intersection of community and the cultural arts takes place in cultural facilities,
where functional,safe and comfortable environments exhibit the arts to the benefit of both artist
and patron.For residents,quality performance facilities enable a true appreciation of a cultural
event, free from the distractions of our everyday living environment.For artists and arts groups,
such facilities offer the opportunity to optimally showcase artistic works while further refining
their craft and building thew audiences.
In our community survey,respondents expressed an overwhelming desire for greater
numbers of high quality cultural offerings in the City.When asked what programs a new cultural
facility should offer,for example,a vast majority of respondents agreed a new performing arts
center in Rancho Cucamonga should present professional touring performances, and 86.4%of
those questioned believe our City needs a large performing arts center that hosts world-class
performances.
An analysis of the other local and regional cultural facilities indicates that,while there are
opportunities for residents to attend and participate in the performing arts without driving great
distances,most of the larger venues able to host high-level arts performances lack most of the
attributes that performing arts patrons are seeking(easy access,nearby amenities,elegant
ambience)and are deficient with respect to technical capabilities(scenery handling,loading)for
accommodating first class shows.
This situation provides an exciting opportunity for our City to not only improve the
cultural offerings available to our residents,but also to create a cultural 'nexus' able to draw
audiences from across the region,spurring visitor and tourism contributions to our local
economy, an accomplishment no other local facility has been able to attain.
In its intended offerings,physical planning, and management,this exciting new facility
has been designed to meet the expressed community needs for increased cultural activities now
and into the future,and to allow our City to take advantage of this opportunity to become a
regional cultural destination.The centerpiece of the performing arts center is a 500-seat
proscenium theater space, with the technical capability to host a wide range of performing arts
events from local, regional and international sources.Based on similar development across the
state and country,our consultants have estimated such a facility will initially host as many as 40
performances by music,dance and theater ensembles and commercial presentations,drawing
some 12,000 attendees.As is often the case with new facilities,demand—and thus offerings—
will likely grow as the Center gains attention and builds a reputation as a quality cultural venue.
A Focus on Children &Families
Our survey of the Rancho Cucamonga public and discussions with community leaders
revealed an acute need and desire for quality programming aimed at children and family
audiences. For example,more than 40% of respondents who said they have children living at
home indicated that there are not enough events to enjoy with their children.And the desire for
increased 'family-friendly' programming appears to be shared by the larger Rancho Cucamonga
public as well: An overwhelming majority of those surveyed supported performances for children
and families(96.1%)at a new performing arts center,and when asked about their programming
preferences,residents tended to rank children's theater higher than most other cities surveyed by
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our consultants. Overall, our survey revealed, more than 95%of survey respondents are
extremely supportive of more opportunities for children to be exposed to the arts in the
community.
Here again a tremendous opportunity exists for our City to become a leader in cultural
offerings–for children and families. In our survey of existing local and regional cultural venues,
none of these facilities offer extensive programming for children and families.Some facilities
have successfully offered programs for young people,but none serve this audience on a regular
basis or have a primary mission to serve children and families.The opportunity for Rancho
Cucamonga to make a significant contribution in this area becomes even clearer when you
consider that according to market area demographic data,residents under 18 years of age make-
up over one third of our population.
It was only natural for us to examine this issue together with those most familiar with
opportunities for children in Rancho Cucamonga—our local schools. In the course of our study,
our consultants interviewed the superintendents of all five school districts serving Rancho
Cucamonga.Each of the superintendents said that additional opportunities for their students to
participate in and attend performing arts events as an extracurricular activity is sorely needed.
They had a strong desire to increase their students' exposure to professional arts and cultural
performances as well,most superintendents said,but such opportunities for students to attend
performing arts events on field trips were limited due to the time and distance between Rancho
Cucamonga and existing c_u_ltural venues_in the region(including the Inland Empire,L.A.and
Orange County),time and distance which requires additional busses and,therefore,additional
cost.
This situation is particularly acute at a time when our schools—like those in most
communities—are being crippled by budget cuts and have come to depend upon outside
community cultural resources to supplement and enhance their curricula through arts
programming.We studied this issue at length: how best can we assist our schools in providing
meaningful and high quality cultural experiences for our youth?
The answer came to us by talking with our community,and—with our consultants help—
studying how similar communities had addressed similar challenges.Following in the footsteps
of cities such as Seattle,Minneapolis and Honolulu—which have made significant commitments
to high quality children and family programming—our proposal calls for the Center to house as
its primary performing constituent a professional children's theater which will produce and
perform magical and engaging family entertainment year-round for both local and regional
audiences.Having performances for school children in Rancho Cucamonga eliminates the largest
barrier teachers have in exposing their students to the arts. If the busses are able to stay local for
field trips,and are available for their regularly scheduled routes,they are available at no
additional cost to the districts. Additionally, local opportunities increase the amount of time
students have for in-class learning about the performances they have seen(or are about to see).
We've seized on this opportunity to create a truly unique and promising response to
children's' arts education and exposure by partnering with all five school districts in the region,
as well as with Chaffey College,to enhance the arts curriculum of Rancho Cucamonga students
of all ages by providing joint opportunities for culturally-enhanced field trips,extra-curricular
activities, work-study,and other curriculum connections which teachers tell us will dramatically
improve our children's overall educational experience.
And we are optimistic that such a partnership will not only lead to better learning in arts
and cultural subjects,but across the spectrum of other academic subjects as well.We feel we have
good reason for our optimism: a flurry of studies in the last 10 years have shown significant and
direct connections between a child's exposure to, and involvement in arts activities and that
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child's interest and achievement levels in other school curriculum In one of many examples,a
Milwaukee,Wisconsin school found that increased exposure to the arts resulted in an increase of
50%in the number of students meeting standard reading and math competency levels,and
contributed to higher daily attendance and lower rates of academic failure and behavioral
problems.But the arts have also been proven to affect a child's life outside school by helping to
shape strong and positive character traits. 'The arts really play an intervention role,"former
Seattle Mayor Norm Rice once commented on the effect of arts in his city. 'They really play a
self-esteem role. And when kids feel good about themselves,they can combat some of the
negative elements they are exposed to."
Our research tells us the predominance of a number of young families in our community
points to high potential for children's and family-oriented events to be both strongly supported
and well-attended, and we've designed the new performing arts center to take full advantage of
what we foresee as a very active children's theater company as well as our new role as a
significant cultural resource for our youth and families.Our theater has been designed in such a
way as to be adaptable to a variety of performance disciplines,offering excellent sound for
chamber and symphonic music and clear sightlines for dance and other visual events,while still
providing an intimate and optimally enriching experience for audiences,particularly children and
families.Current estimates anticipate more than 180 public theater performances for children in
our new facility,and another 100 performances and educational activities exclusively for school
audiences. Altogether,nearly 110,000 children and family members are expected to attend and
benefit from our children's theater performances in the initial years of operation.
Needed Library Services
The City has also been concerned with the need for improved library resources for our
residents.Currently,Rancho Cucamonga's only public library is one of the most well-used
libraries in the State,with more than 1,200 visitors daily.With new schools being planned for our
community,access to library books and resources will soon be stretched thin.
Working with representatives from our local business,education and cultural
organizations, we've turned this distressing challenge into an exciting opportunity.We saw how
the prospect of partnering with our educational institutions around children and family arts
programming greatly increased the impact our new center will have in our community,and we
followed that path to create a new and expanded home for Rancho Cucamonga library services by
locating a branch library within the arts center complex. It seems only natural: What better place
to locate a public library than adjacent to a new regional cultural gathering spot for children and
families?
Such a concept provided enticing prospects to support and augment the activities at the
performing arts center by offering a range of arts and cultural resources and events,making the
new facility a lively,thriving center of activity and exposing its programs to library patrons who
might not normally frequent such cultural events.The planned branch library will include a
collection which will double the City's library resources, and will include a collection of books,
magazines and other media celebrating the cultural and performing arts. Reading rooms,
performance spaces and interactive learning stations will offer additional opportunities to extend
and embellish arts center programs with library events and performances.We're certain the
combined and integrated presence of our arts center and branch library will create a stimulating
and engaging cultural hub of activity,bringing together community members from all ages and
walks of life.
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Support for Local Arts Organizations
Local arts organizations provide more than jobs and arts events for our Rancho
Cucamonga—they influence our community spirit and provide vital meeting places where
residents can experience and share different viewpoints,ideas and perspectives. In our
community survey,more than 90%of respondents said they believe Rancho Cucamonga needs a
well-equipped and inviting place for local artists to perform.Interviews with arts group leaders
revealed that arts organizations based in Rancho Cucamonga are often forced to perform outside
of the City due to lack of appropriate facilities.They encounter difficulty finding space
availability at local school facilities,and describe an adequate facility as vital to the continued
development and increased professionalism of their activities.
Asked about their use of a potential performing arts center in Rancho Cucamonga,local
arts establishments were positive in their assessment,estimating more than 100 performances and
related uses(technical preparation,rehearsal,etc.)of such a facility in its first years of operation.
Their potential use was a strong factor in the design of the arts center--the size of the space is
designed specifically to meet the needs of local,growing arts organizations.Additional ancillary
areas have been programmed into the Center as well to provide support space for these growing
arts organizations,as well as for other civic and individual community uses.Together with its
main use areas,a multipurpose and multiple rehearsal rooms will further expand both the
available program space and operating revenue potential from meeting and private function use.
All together,the programmed space for the proposed arts center would meet the diverse
and growing needs of our arts organizations and cultural audiences and result in an active and
vital community assembly space which according to our consultants will provide more than 377
performances to some 200,000 community members annually.
Economic Benefits
While we're gratified with the substantial support voiced by City residents for such a
facility,we're confident this Center will provide wide-ranging benefits,and we expect and will
seek the broad support of all segments of our community.National studies have confirmed the
effect of such performing arts centers on arts performers and attendees,but they've also shown
that the development of such cultural facilities drive an engine prompting economic development
which benefits the community at large.According to one national study,the arts contribute nearly
$37 billion annually to our economy(to households and local government),and provide for some
1.3 million jobs annually—more than either the legal services or building construction industries.
Using examples of similar developments across California and throughout the country,our
consultants say point to how arts centers can:
• Beautify and animate city environments and populations
• Provide long-term employment
• Attract residents, tourists and well-educated employees
• Complement adjacent businesses
• Enhance property values
• Expand the local tax base
• Contribute to a creative,innovative environment
In today's information economy,when the ability to continually learn new skills is a
prerequisite to both well-paying and stable employment,the ability to draw creative,educated
and skilled talent to a City is vital. Richard Florida, a professor at Carnegie Mellon University
and the author of The Rise of the Creative Class,addresses the relationship between talented
employees and the businesses they work for. "...Talent has become the single most critical factor
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of production,"he writes. "In the knowledge economy,those places that have talent thrive,while
those that do not decline."Florida also clearly draws a connection between talented and creative
employees and their communities as a whole. "Simply put,"he writes in his report, Competing in
the Age of Talent. Quality of Place in the New Economy, "regional advantage accrues to places
that offer the lifestyle advantages required to attract talent,as well as the economic and career
opportunity and the ability to attract firms and industry."
The Chairman of Hallmark Cards referred to this very connection as a prerequisite for
optimal performance in his industry."At Hallmark Cards we believe that our employees and our
communities are enriched by an exposure to and understanding of both the visual and performing
arts,"said Donald J.Hall. "As a company which relies upon excellence in design,we have found
that the arts provide creative stimulus and a sense of quality.In our communities we have found
the arts provide a source of pride and a sense of place."
And the recruitment benefits of prosperous arts and cultural environments is not limited
to employees—businesses,too,tend to gravitate to communities that are rich in cultural
resources.This point was cited by the Chairman and CEO of NationsBank Corporation,who
credited a stimulating and active local arts environment as crucial recruitment factor in his city.
"When we're out recruiting businesses,"Hugh McColl said in 1997,"they look at the whole city.
They do,in fact, want to know if we've got a symphony,an opera,a ballet. It's just good business
for the city to have altematives-tosportt"
The performing arts center's proposed location within walking distance of the City's new
Main Street in the Victoria Gardens development is designed to maximize the facility's economic
benefits and popular appeal. Our consultants have determined that the development of a
performing arts center in Rancho Cucamonga would result in$8.4 million of additional economic
benefits through increased spending by the facility itself,its users,employees,and those who visit
the Center and its surrounding businesses from our community and throughout the Inland Empire.
The ability of arts centers to drive such benefits is well documented. Cultural facilities tend to
stimulate foot traffic and street activity that further promotes consumer presence.Research by our
consultants in other cities has repeatedly shown that many people attend arts events to create an
overall experience for the evening,and visits to surrounding businesses and restaurant are part of
that experience.
In Philadelphia,for example,the City's new performing arts center and other new and
renovated theater venues along the downtown's Broad Street have helped to revitalize the City.
The office vacancy rate along Broad Street has dropped from 40 percent to 7 percent.More than
2,500 residential units were added to the area. National retailers have moved in,and the city has
experienced 167 percent growth in restaurant business.
And the economic benefits of cultural activity are not limited to those who live in the
City: regional tourism can be an important and significant source of economic benefit as well,as
visiting friends,family and sightseers purchase tickets to arts events and related consumables,
such as hotels,restaurants,parking,souvenirs and refreshments.The arts have been shown to not
only draw visitors to cities,but to keep them there longer as well. A 2001 study by the Travel
Industry Association of America showed that two-thirds of American adult travelers say they
included a cultural,arts,heritage,or historic activity or event while on a trip of 50 miles or more,
one-way, in the past year,and of the 92.7 million adult travelers who included a cultural event on
their trip,32 percent added extra time to their trip because of a cultural, arts,heritage,or historic
activity or event.
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Community Support
Our survey shows the Rancho Cucamonga community will enthusiastically support this
exciting proposal.More than 90%of respondents said they believed that the Rancho Cucamonga
area needs a physical location for local artists to perform,and more than 86% favored such a
facility if it brought first-class performances to our community.Our research also attempted to
gauge the support of community members who were most likely to actually attend events at a
new performing arts center.By asking certain questions during a survey,researchers were able to
segment specific respondents who attended more than 10 arts or cultural events in the previous 12
months.Among these respondents, 100%said they were in favor of a new performing arts center.
The survey techniques were also able to define group of respondents who held a significant
interest in the arts,but didn't attend as often for a variety of reasons.Among these respondents,
nearly 93%favored a new arts center in Rancho Cucamonga, and when those with children were
further segmented,that figure increased to nearly 96%.
Additional market research has shown that if this facility is built,audiences will indeed
come: Rancho Cucamonga household incomes and educational levels--both traditional predictors
of arts attendance—are higher than average,and demographic profiles point to high potential
attendance at family and youth-oriented events.
And residents appear willing to support such a development with their pocketbooks as
well as their viewpoints: nearly 40%of respondents said they would be willing to make a tax
deductible contribution to a performing arts center in our City.
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