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Home My WebLink About8.1 Cultural Arts Needs Assessment �� ti �� i �'� STAFF REPORT iz`�` HERITAGE & CULTURAL ARTS COMMISSION DATE: Apri114,2016 T�: Honorable Chair and Commissioners -�-7 � ._.,.._, , -'' .--°'��__. FROM: Tegan McLane,Cultural Arts &Heritage Manager �i"`� � e --'' `, .- SUBJECT: Cultural Arts Needs Assessment By: Tegan McLane, Cultural Arls d�Heritage Manager IXECUTIVE SUMMARY: The City of Dublin has selected ArtsMarket, a specialized arts consulting firm, to conduct a Cultural Arts Needs Assessment this summer using stakeholder interviews, focus groups and a community-wide survey to gather updated communiry input regarding arts facilities and arts prograinming most needed and desired by residents of Dublin and the region. Results from this Cultural Arts Needs Assessment will inform the Ciry's decision on whether and how to repurpose the Police Wing at City Hall as a Cultural Arts Center. FINANCIAL IMPACT: The City has contracted with ArtsMarket to do a Cultural Arts Needs Assessment for a price not to exceed $40,000. Staff anticipates all or most of the funding for the Cultural Arts Needs Assessment to come from Public Facility Fees,as the project will inform decisions regarding a future cultural arts center. RECOMMENDATION: Receive the Report. DESCRIPTION: The City of Dublin Parks and Recreation Master Plan, updated in May 2015,identified a need for a dedicated cultural arts facility. The City is currendy exploring options, including repurposing an e�cisting City facility to serve as a cultural arts center. To inform decisions regarding any future cultural arts facilities, the Ciry Manager requested Staff conduct a Cultural Arts Needs Assessment. Dublin has conducted one previous Cultural Arts Needs Assessment,a series of five 90-minute focus group discussions and a random telephone survey with 400 interviews conducted in 1999. At that time,respondents' priorities for Ciry resources in descending ordex were: arts education programs in schools;youth arts education programs outside of schools;creation of a full-fledged museum at Heritage Park;concerts and live music; festivals and celebrations; historic programming;public art;and adult art education programs.This ITEM NO: 8.1 i _ formed the basis of Dublin's first Heritage and Cultural Arts Long-Range Plan, drafted in 2001,and prompted the City to hire its first professional arts administrator. The arts were also included in, but not the primary focus of, a more general needs assessment, conducted in 2008, for the Strategic Plan. This assessment also included 30 stakeholder interviews and three focus group sessions. Cultural festivals and events were ranked as the most essential program for the Department to offer. In January, the City issued a call for proposals from firms qualified to conduct public opinion research and make recommendations for arts programming based on their findings. Proposals were received from: AMS Planning and Research, ArtsMarket, BAE Urban Economics Inc., MIG, and WolfBrown. The three first, whose proposals seemed most closely aligned with Dublin's needs and budget,were invited to interview. Staff selected ArtsMarket of Bozeman,MT,to conduct the Cultural Arts Needs Assessment. ArtsMarket is an award-winning two-person firm with more than 30 years' experience specializing in cultural arts development strategies. ArtMarket's California clients have included The California Arts Council, San Francisco Opera, James Irvine Foundation, Hewlett Foundation, Los Angeles County Arts Corrunission, San Mateo County Arts Cominission, City of San Diego and City of Berkeley. Principal Louise Stevens, who will personally conduct the stakeholder interviews and focus groups in Dublin, is the author of two text books on conducting cultural arts needs assessments, coinmissioned by the National Endowment for the Arts. ArtsMarket has proposed a comprehensive study that includes: • One-on-one interviews with 10-20 individual stakeholders, including Staff, Council members and Heritage and Cultural Arts Commissioners; • Public meetings with artists, arts educators,arts organizations and local businesses; • Two open public meetings with the general public; • Roundtable discussions with specific demographic groups,i.e. preschool parents, seniors and teens; • An online survey promoted to the entire community; • Additional measures to reach any segments of the community under-represented in survey results. Staff received excellent references from recent ArtsMarket clients and was also favorably impressed with the research the firm had done on Dublin prior to submitting its proposal. ArtsMarket's fee, "not to exceed$40,000," also happened to be the lowest quote received. ArtsMarket will provide staff with summarized and raw data and its recommendations for future Dublin arts prograrruning and facilities by September 1. Staff will write and present a formal report on their findings to the Heritage and Cultural Arts Commission in September and to City Council in October. NOTICING REQUIREMENTS/PUBLIC OUTREACH: None. ATTACHMENTS: 1. Cultural Arts Needs Assessment proposal from ArtsMarket. 2of2 I'� � F,. ATTACHMENT 1 � � � � � . . .. . . � . . � ' • � ' � . • . � + � ' i � ART'SMARKET Named"2015 Best Cultural Analyst Consultant—USA"by Corporate Vision � January 22, 2016 Ms.Tegan McLane Heritage and Cultural Arts Manager Parks and Community Services 100 Civic Plaza Dublin,CA 94568 Dear Ms. McLane, Our thanks to the City of Dublin,CA for the opportunity to bid on the City's Cultural Arts Needs Assessment. Our proposal responds to the City's need for an updated assessment of community resident needs for cultural and arts programming, as well as needs of artists and cultural groups,within the larger context of the regional landscape. This needs assessment's primary purpose will be to inform planning for the City's proposed cultural arts center. The methodology we propose will be familiar to the City:our preferred needs assessment methods are similar to the methods used by the City in its 2008 Parks and Community Services Strategic Plan.We will bring to the City the enhanced context and knowledge offered by our team leader, Louise Stevens,who is co-founder and President of ArtsMarket. Since founding the company in 1982, Ms.Stevens has been a national leader in statistically solid market needs analysis related to arts and cultural facilities and programming. Municipalities and private sector funders alike have invested over$750 million in cultural arts facilities based on their trust in her analytics. Our goal for the City is to provide actionable,detailed information that will help City leaders make well- informed investment decisions concerning the building program for the proposed facility and develop enhanced or new community services tailored to meet the needs of residents. Our methodology will ensure a depth of community response across the demographic spectrum for the City to use as predictive modeling. We have designed our process for time-efficiency,ensuring that the project is completed in advance of the May 27, 2016 deadline so that the City has the time needed to review our draft and final findings and recommendations to move forward with complete confidence. The most successful studies are those that are deeply collaborative throughout,with close partnership between client and consultant. As such,we look forward to your questions as well as your ideas in response to our proposed methodology. Sincerely yours, Louise K. Stevens John F.Stevens President CEO �x�; Nc!tiMnRKKr Page � 1 Propasal to the City of Dublin, California ir QUALIFICATIONS Louise and John Stevens founded ArtsMarket, Inc., in 1982 with a focus on expert research to inform cultural development strategies that range from cultural feasibility studies and plans,to building participation and expanding donor bases for arts and cultural institutions. We are the only culturat analysts to be recognized for the rigor and expertise of our studies by entities outside the arts field, namely by the International Economic Development Council which has twice honored us with "Best Research" awards, and in 2015, by the international publication Corporate Vision,for our cultural sector analytics. Louise Stevens,who will serve as consultant and research analyst for this project, is the author of the cultural needs assessment processes used throughout the sector:she wrote the twin texts on Conductin�a Communitv Cultural Needs Assessment and Developin�a Strate�ic Cultural Plan on commission by the National Endowment for the Arts(1989/90),which has informed the sector's approaches to this day. As an independent analyst,she has contributed to scholarship and has continued to create break-through methodologies, including most recently her development of the first completely integrated attendance, membership, participation,and funding data tracking all interactions with multiple organizations over time as a predictive tool for building sector support,as presented at the 2014 International Conference on Social Theory, Politics and published in the Arts and in the Journal of Arts, Management, Law and Society. Louise and John Stevens have designed and conducted hundreds of large scale studies informing facility plans,cultural districts, municipal and state funding, and for private sector funders, including multilingual studies and very large scale samples such as the country's first large survey of Latino Arts Participation. Louise Stevens has conducted statewide needs assessment studies informing the strategic agency plans for 26 state arts agencies, including a number of studies for the California Arts Council. California foundations that have turned to her for analytics include the James Irvine Foundation,the Walter&Elise Haas Fund, and the Hewlett Foundation. The San Francisco Opera is one of ArtsMarket's many individual cultural institution clients for market research and assessment. Selected Sample, Large Needs Assessment Studies,Surveys Arts,Culture and the Latino Audience(Maricopa Arts Partnership) Charlotte Cultural Participation,2000 household survey,focus groups,and the CUME Montanans and the Arts, 1000 household survey Oregon Cultural Trust and Trust Ten Year Update, 1700 statewide respondent survey Great Lakes Bay Regional Cultural Participation Study(multi-county, Michigan) (K:. J\It I tiM11AltKli I' Page � 2 Proposal to the City af Dublin, California Selected Sample, California Cultural Needs Assessment Studies, Field Assessments and Plans(surveys, focus qroups, interviewsJ Los Angeles County Arts Commission,commissioned assessment study for the creation of a major African American archival facility(2015) Metro Orlando Economic Development Board of Governors Regional Analysis (2014) San Mateo County Cultural Needs Assessment and Plan (2013) Market for the Arts, Expansion and Evaluation of 10 year Capacity and Trends,James Irvine Foundation, San Diego Market analysis informing the creation of the Historic Naval Training Center cultural reuse plan,City of San Diego Berkeley Cultural Needs Assessment Selected Sample, Cultural Use and Market, Feasibility Studies and related Business Plans for Cultural Facility Development Louisville(Colorado) History Museum (2016) Museum of World War II, Boston (2015) New York State Department of Parks, Recreation,and Historic Preservation,Chautauqua Lake regional cultural needs assessment(2015) Hopkinton Center for the Arts feasibility needs assessment(2014-5)Awarded largest capital grant by Commonwealth of MA, 2015. Pueblo Cultural facility needs assessment. Based on the assessment,this I�4��li'p' " If�lil'il �I '�'i was the first project in Colorado to receive funds from the Creative �' � I District Community Loan Fund for financing of a capital project. (2015) City of San Antonio/Bexar County,for the creation of the Tobin Center for _ the Performing Arts Wilson Center for the Arts, Brookfield,WI (Photo, right, a multiuse suburban arts center) `"" Selected Sample,Arts Education Needs Assessment Studies State of Connecticut(2015-16) Rasmuson Foundation,statewide,Alaska Ford Family Foundation,statewide, Oregon Nebraska Arts Council Selected Sample, National Qualitative and Quantitative Studies Building First Time Opera Participation,for Opera America and the NEA Making the Arts Basic to Education,a National Partnership Needs Assessment Study, NEA The Cultural Universe Master database and Evaluation (CUME Analysis), pioneered for the Arts& Science Council of Charlotte and the Foundation for the Carolinas. <<� Aia tiM17nkKf.r Page � 3 Proposal to the City af Dublin, California r, Selected Sample, Published Papers, in: The Journal of Arts, Management, Law and Society Journal of the Independent Sector IEDC Economic Development Journal Books The Communitv Cultural Plannin�Work Kit Throu�h a Mirror,a Guide to Pro�ram Evaluation The Road Maq to Success•A Unique Development Guide for Small Arts Groups(co-author) Education and Other Experience Ms.Stevens received her undergraduate and graduate degrees from Northwestern University. She received additional fellowships from the National Endowment for the Humanities,The Ford Foundation, and the National Endowment for the Arts. She began her career as an arts journalist for major daily newspapers,and subsequently became executive director of performing arts organizations in the Midwest and Northeast prior to launching ArtsMarket. c'�;: AltltihLlKKh�I' Page � 4 Proposal to the City af Dublin, California I r. METHODS AND $COPE OF WORK Our approach responds to Dublin's need for highly reliable predictive information by using a combination of rigorous and proven civic needs assessment methods together with engaging, public- friendly approaches. There are essential elements of any high quality needs assessment. We will work closely with the City of Dublin City staff to structure these,will design and test them, and will administer and analyze the results from these. Qualitv Desi�n In a multi-purpose assessment that includes needs for various types of facilities/spaces as well as public interest/need for programming and services that may take place in the facility or elsewhere, and that may be conducted by the City or by resident organizations,the design element of the assessment is crucial. Questions to be asked throughout the study—in interviews,focus groups,surveys,and in public meetings—must lead to the information output needed for all of these purposes. In considering design,we believe that methods posed in the RFP should be bolstered by additional elements, including: Competitive assessment of existing facilities,as well as programs offered by neighboring municipalities and cultural organizations in those municipalities. Competitive assessment of arts education offerings and opportunities in Dublin and in neighboring municipalities. Program and growth capacity assessment of nonprofit and for profit cultural arts groups serving Dublin and surrounding communities,assessing their future capacity to serve Dublin residents. We believe that Dublin is best served by a study design that prioritizes needs and interests for a cultural arts facility,followed by needs for cultural arts programming and services in general, and then by needs and services that would likely be indirectly facilitated by the City but would fall to other Partners to implement—i.e. school based arts education services provided by nonprofit arts groups. Finalizing the priorities and fully understanding all of the desired analytics outputs will be the consultant first step in working with City staff. �:�: (\ItItih1A1�KF.l' Page � 5 Proposal to the City of Dublin, Califarnia I Combination of Qualitative and Quantitative Methods: Cvclin�Between Approaches A high quality needs assessment begins with semi-structured interviews and group discussions to build a body of thought on common "needs." Needs should not be presumed by the consultant, but should emerge from a group of stakeholders with some knowledge of the subject:in this case awareness of arts and cultural programs and facilities in Dublin and surrounding communities,as well as awareness of the scope of services, programs, and plans from the City of Dublin. We generally like to hold a minimum of four group discussions plus 10-20 interviews or small group(2-3 person) interviews at this stage to gather preliminary information on perceived needs,opportunities, competition,and to gather information on the community characteristics, values,and goals. From this,we develop questions to ask through survey tools(close ended and open ended) and qualitative tools(group and individual discussions and related tools such as visual mind- mapping). We will follow up our first round of ineetings with the development of these tools. Competitive Analvsis At this early stage in the analysis,we will conduct competitive analysis of cultural programming and services and of cultural facilities. We will assess and present findings of all the programs, services,facilities,and provision methods(local nonprofit, municipal arts,school,and library) within the surrounding communities. To the extent possible,we will include enrollment information and financials, as well as information on faculty,events provided,and other information that will help Dublin identify its unique niche. r,;�, AKItih1/�KKkI' Page � 6 Proposal to the City of Dublin, California , �,��"1� "� }.. ,� I �''a� L,tt�"1 t KJ�5.�4��r t A �, � �� ` °�_ " INafn�tt Ct�ek `� �� ,��;�� ° , ' � aa �� ;'�t� .�. �s ;��"��r�� . +'' .,* '�'�. �. ` � ,fi �X' ' S�-� � S ,-,, �` y . .i :'�n. i r` �t l� �� '� � *` �,� b k�1 % � �° �.�ib�� {y�*.+,, f'� !� � �".� r� I � � �� L{�w'�". } > �`S.�'t K �b�J �� . . I �,y ♦�' e"-� 6. �}/��G F � - 5� . . �"r � � # �� :. �a �'�� • •. ... � � �,, �"' ��'- ��G'Ati�.# RN�'1 , '�� `�„��,��` '�':. ��it�!rnan: .�' 1,�_.-� ..�: . � � ��.�°1�w �.'s;�t.�`�' �� F R ''„� w�. . � p� �f 4`�..� � �/ �� .p,` �� . `�i* � ! .y j � � . '�. �'�� : 7 R� � f ,�. J� b . GI�� . � � ;.f.� �� '�1 u�ey�� t�� . � � 1�X .,�d� �� P.�gf�3tlon � � : 1t �,�,�4 �k ��:.� �� ' �I:�MEC�A`° � .�� '' '`# . , f � , � , � t , >,� � _, . . , � "�s ayward �.�. �m��pi��c4n E'r , , � a. �� .. , � , � �, , � . �"^.� . ° g .. , •• *- ° s r c;� �. '_` a. t = • ,. , 83 �," . �,. �y '" �:� � F.. ` - ..... .-._�-.,.. .. t �.,r. ..,`d. '�_ . '�� .. �� diY�a�..�.. ��"n , 4% _ ��t �� * I�,V1t� � + � s k�� . - t� ��"�� - � . . �6 � r� � k�� ` � . �s��,. Yf.tWt. .. �.. . ��,f'.. �}t�� % ~ ; ��jj . � {�4 � `.,.I_y� � 3��` '"t .. . '�r'�Int� -°i 0..,'�, � !'!" ��; � Geo�raphic area of comqetitive analvsis If Appropriate Walnut Creek will also be included. Survev Methodolo�v:Samplin�and Method We will use on-line surveying as the method to gain statistically valid information about resident needs for arts and culture. Dublin has previously identified four major resident population segments. Each of these is further defined by diversity in ethnicity and race, income,work/commute schedules,and other essential factors. o Families o Young Adults without Children (25-44) o Adults (45-64) o Older Adults (65+) In addition, Dublin uses ESRI's three segments applicable to the Dublin market: o Enterprising Professionals o Boomburbs r;k, o Enterprising Chic ,��<��.�AkKh.� Page � 7 Proposal to the City of Dublin, California I i Using a matrix of these demographic and ESRI lifestyle segments,we will draw random probability samples,creating an overall stratified random probability sampling method. We will mail a postcard about the study, urging residents to go to a specific on-line site to take the survey. Our cumulative sample will be a total of 7,500 households,or roughly 50%of all households in Dublin. All residents completing the survey will be entered into drawings for VISA gift cards:this ensures that the consultants can gather respondent email addresses to screen out multiple responses from a single respondent. This methodology will be bolstered, if needed, by over-sampling of older adults through an additiona�survey mode of paper surveys distributed at the Senior Center and at 55+senior living in Dublin. Why this method? Random Digit Dialing telephone surveys (RDD)are particularly expensive during presidential election years,when respondents are more likely than ever to refuse calls. Also,the complication of cell phones mean that cell phone respondents tend to answer as independent individuals while land line respondents answer as household members:this can absolutely muddy responses when the subject is one of perceived resident needs for their household. The methodology we propose has been used extensively across the country. Entities such as the Pew Research Center have noted its efficiency and effectiveness for this type of analysis. With a carefully pulled stratified sampling,we are confident that the overall responses will be significant, per strata,to provide high confidence and low margin of error. Sample Siz�a �nd 5ampling Error ,•., �,�_______ � _��._ _ �._ � �.� � .� _ _ _ � �o ---- -- � _ �+.� a .. � 2o:a � 24 17.3 lr,� tY #�IA 13A � � 12:1 �,� �� O, T. �� s o � ._;�- —�,� _ t� _-____.:. a J �.a �� ,� � �*'�,� ot _�_ � � �� < INe� � p -�--r----,T----_�—___.–_,--;-- ---,--_��: 14 �0 #4 4b 50 b0 7Y1 80 40 100 3U0 00 I�QQD 4.G�t?0 SIZE OF SAMPLE Circled area: likely response rate for each of the four key demographic strata. f� 11NitiMANKFI' Page � 8 Propasal to the City of Dublin, California � F. Public Meetinss, Interviews,Small Group Discussions The qualitative phase of our analysis will be the final step,during which we will use survey findings as the"what is being observed as needed"to facilitate input on"why, how,and priorities." This phase of discussion will include a minimum of two public open meetings (evenings), as well as round table discussions with artists,arts and cultural groups, parents with young children who now use community arts and cultural programs,adults using the programs, and older adults/seniors. We will work to hold a round table for teens, as well as a round table for educators. Finally,we anticipate a series of stakeholder interviews with City leaders as well as private sector civic leaders who may also be contributing funders. We like to use visual processes throughout these discussions to the extent possible,such as Mind Mapping to help sort through key points in discussions. For example we imagined a Mind Map that might emerge when teens,young families,adults without children,and seniors share specific elements of what they could want in an arts center:this helps shows key points that need strategies and solutions for the proposed center to be a success through the lens of each population cohort. Teens and seniors cohabiting the same cultural center may view needs very differently: adults who are dedicated arts users may come based on specific faculty. t,�;: I�I<;tiA1.1KKk 1' Page � 9 Proposal to the City of Dublin, California I � i Parenupre-schod+r..� Pazent gets ro take dass while chfid is in daycazela wtrr �Saturday AM wini!�"W`°`� Music,rcavemem.visua! Youngtamiiies� a�n cniaren we need messy space.Don't want to have to clean up after every session. shavs ror young tamilies:puppets,plays Creallve piay No.Make ii prntessional. � OUR SPACE. � een cantenyoe � � Teei � f �� Aduits Aite=w�k � - , : -�-�i.. " ,z v , Adv�naed '� � IIi5lNt7O�1 .�„__ � G8(1't i�VE �:°'� ._ � have this P�a�w Ies ons��a, � ' � P.her ReaIP aW¢ieachers : . z Sih6a?�il1 %�t t11P '' �. � Yilga � � - �Ct 8S S2(t10f � . ��'� ��"�� Genter? Semors�� BS St,hGW- . '�H39t6 bB CJI1Yv'piE'I1t hase�i - Stunula?ing a!�d f;m actitihtes Beyantl the 5eniar Center� �.S4G43l..tdEf'1�3 �W2eken�75? Trfps.mo V�iu�naer exoerie�e gaH�ry au�r�is Potter es � ,� Van trom Senbr ha;sS€;g? Tech�noivgp:equtpm?nt�rM uaiNng not usuaihy Recruit Sue 5mith who teacries p�ttery in avaiiable tiaennara,please! .....� .,, L�k d�.a�ine6 for our rt�orK � �� . n�s wan't�com�i se�,�s are here��N°t an�-e�a�a�ce��wart kftls ruiinlr��arouru� Don't thdnk�ran be in tn&same:.�ace ��^�.How car�rrn�� . This type of visual tool(often drawn on a flip chart during a meeting and then redrawn by the consultant as part of the supporting documentation, helps the City see key factors as more than isolated comments in a pages-long list of input. Analvsis and Summarv,Consultant Ms. Stevens will analyze the findings, provide charts and graphs to illustrate key findings,and will also provide recommendations concerning the arts programs and facilities. A final on-site will be included to present the findings in depth to City staff. c;�; . AltltihlnKKNI' I Page � 10 Proposal to the City of Dublin, California i i TIMELINE Mid-February Launch. Initial on-site,first round of group discussions and interviews First Week of March Survey tool draft and review with City staff,finalization. Post card printed and mailed. March Weeks 2-3 Competitive analysis, review of e-survey results as they come in. Address any need for additional paper(over)sampling. March Week 4,April Week 1 On-site qualitative data collection. April Week 2 Analysis and findings,draft report and documentation completion. April Week 3-May Week 3 Staff review of findings and documentation. City provides any feedback to consultant. By May 27 or TBD with City. Completion of work,final presentation. DOCUMENTATION The consultant will provide the City with all raw and complete data including csv files for future use, as well as any audio recordings,video, Mind Map drawings, or other visual tools. Documents will be provided in written and PowerPoint format. t?k, nic��:htAUKkr Page � 11 Proposal to the City of Dublin, California i,_ BUDGET Consultant/analyst Louise Stevens, 8 on-site days,7 days off site. $30,000 Postcard printing and mailing, list pull $5,000 Air and ground,4 trips, including hotel,car, meals. Not to exceed: $5,000 TOTAL $40,000 r;y>: � nic!sMnKKh r Page � 12 Propasal to the City of Dublin, California f REFERENCES Ms. Susan Gary Senior VP/COO Arts&Science Council,Charlotte http://www.artsandscience.or�/staff 704-335-3031 susan.�arv@artsandscience.or� Ms. Stevens has provided extensive research and analysis for the Arts and Science Council dating back to a 2,000 household survey and focus groups in 2007;and annually since 2011 in the annual CUME analysis, including presentations to guide policy and decisions on funding and investment. Mr. Rich Sorich Program Manager,Special Projects http://www.iowawestfou ndation.or�/a bout-us/iwf-staff/ (712) 309-3006 rsorich@ iowawestfoundation.or� Ms.Stevens was engaged by the lowa West Foundation (Council Bluffs/Omaha area)to provide needs assessment qualitative analysis,competitive and niche analysis and modeling, leading to a multi-step cultural facilities development strategy that the lowa West Foundation is implementing in total based on the study. Ms. Kris Waldman Co-Director Hopkinton Center for the Arts (MA) https://hopa rtscenter.or�/about/staff/ 508-435-9222 kriswaldman@comcast.net Ms. Stevens provided needs assessment market analysis, competitive and niche analysis, and recommendations to guide the building program and operating business model for the Hopkinton Center for the Arts, leading to its receipt of one of the Commonwealth's largest capital/facilities grants awarded for construction and the successful opening of the Center—offering a mix of community- centric arts and cultural programs in suburban Boston. r�; hir;HhV,uK H:r Page � 13 Praposal to the City of Dublin, California