HomeMy WebLinkAbout11-10-2021 HCAC Regular MeetingNovember 10, 2021 Dublin Heritage and Cultural Arts Commission Special Meeting Agenda
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Special Meeting of the
DUBLIN HERITAGE AND CULTURAL ARTS
COMMISSION
Wednesday, November 10, 2021 Location: Council Chamber
Civic Center
100 Civic Plaza
Dublin, CA 94568
This meeting will be held in person for the public, and all members of the Heritage and
Cultural Arts Commission will be participating in person from the Council Chamber at the
Civic Center, 100 Civic Plaza, Dublin, California. Pursuant to Alameda County Health Officer
Order No. 21-03, members of the public attending the meeting must wear a face covering over the
nose and mouth at all times while indoors.
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
2. ORAL COMMUNICATIONS
2.1 Public Comment At this time, the public is permitted to address the Heritage & Cultural Arts Commission on non-
agendized items. Please step to the podium and clearly state your name for the record. COMMENTS
SHOULD NOT EXCEED THREE (3) MINUTES. In accordance with State Law, no action or discussion
may take place on any item not appearing on the posted agenda. The Commission may respond to
statements made or questions asked, or may request Staff to report back at a future meeting
concerning the matter. Any member of the public may contact the Recording Secretary’s Office
related to the proper procedure to place an item on a future Heritage & Cultural Arts Commission
agenda. The exceptions under which the Commission MAY discuss and/or take action on items not
appearing on the agenda are contained in Government Code Section 54954.2(b)(1)(2)(3).
3. CONSENT CALENDAR
Consent Calendar items are typically non-controversial in nature and are considered for approval
by the Heritage & Cultural Arts Commission with one single action. Members of the audience, Staff
or the Heritage & Cultural Arts Commission who would like an item removed from the Consent
Calendar for purposes of public input may request the Chair to remove the item.
3.1 Approval of the September 9, 2021 Heritage and Cultural Arts Commission
Regular Meeting Minutes
The Commission will consider approval of the minutes of the September 9, 2021
Heritage and Cultural Arts Commission Regular Meeting.
STAFF RECOMMENDATION:
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November 10, 2021 Dublin Heritage and Cultural Arts Commission Special Meeting Agenda
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Approve the minutes of the September 9, 2021 Heritage and Cultural Arts Regular Meeting.
Staff Report
Attachment 1 - September 9, 2021 Heritage and Cultural Arts Commission Regular Meeting
Minutes
3.2 Tri- Annual Parks and Community Services Department Report for May – August
2021
The Commission will receive the Department Tri-Annual Report on classes, activities, and
events conducted during the months of May through August 2021. STAFF RECOMMENDATION:
Receive the report.
Staff Report
4. UNFINISHED BUSINESS
4.1 Review of Draft Cultural Arts Center Business Plan
The Heritage and Cultural Arts Commission will receive a report on the Draft Cultural Arts
Center Business Plan.
STAFF RECOMMENDATION:
Receive the report and provide feedback
Staff Report
Attachment 1 - Draft Cultural Arts Center Business Plan
4.2 Temporary Public Art Program The Heritage and Cultural Arts Commission will receive a presentation on the City’s
upcoming temporary art program.
STAFF RECOMMENDATION:
Receive the presentation and provide feedback on the temporary art program
Staff Report
5. NEW BUSINESS
6. OTHER BUSINESS
Brief information only reports from Commissioners and/or Staff, including committee
reports and reports by Commissioners related to meetings attended at City expense
(AB1234).
7. ADJOURNMENT
This AGENDA is posted in accordance with Government Code Section 54954.2(a)
If requested, pursuant to Government Code Section 54953.2, this agenda shall be made available
in appropriate alternative formats to persons with a disability, as required by Section 202 of the
Americans with Disabilities Act of 1990 (42 U.S.C. Section 12132), and the federal rules and
regulations adopted in implementation thereof. To make a request for disability-related
modification or accommodation, please contact the City Clerk’s Office (925) 833-6650 at least
72 hours in advance of the meeting.
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November 10, 2021 Dublin Heritage and Cultural Arts Commission Special Meeting Agenda
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Mission
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure
environment, fosters new opportunities, provides equity across all programs, and champions a culture
of diversity and inclusion.
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STAFF REPORT
Heritage and Cultural Arts Commission
Page 1 of 1
Agenda Item 3.1
DATE:November 10, 2021
TO:Honorable Chair and Commission Members
FROM:La Shawn Butler, Parks & Community Services Director
SUBJECT:Approval of the September 9, 2021 Heritage and Cultural Arts Commission Regular Meeting MinutesPrepared by:Robert Stone, Senior Office Assistant
EXECUTIVE SUMMARY:The Commission will consider approval of the minutes of the September 9, 2021 Heritage and Cultural Arts Commission Regular Meeting.
STAFF RECOMMENDATION:Approve the minutes of the September 9, 2021 Heritage and Cultural Arts Regular Meeting.
FINANCIAL IMPACT:None.
DESCRIPTION:The Commission will consider approval of the minutes of the September 9, 2021 Heritage and Cultural Arts Commission Regular Meeting.
STRATEGIC PLAN INITIATIVE:None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:The Commission Agenda was posted.
ATTACHMENTS:1) September 9, 2021 Heritage and Cultural Arts Commission Regular Meeting Minutes
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Attachment 1
MINUTES SEPTEMBER 9, 2021 REGULAR
MEETING
Heritage and Cultural Arts Commission
Page 1 of 1
A Regular Meeting of the Heritage and Cultural Arts Commission was held on Thursday,
September 9, 2021, remotely via Zoom Video Communications. The meeting was called to
order at 7:02 PM, by Chairperson Gina Gabriell.
1. Call to Order and Pledge of Allegiance
Attendee Name Title Status
Gina Gabriell Commission Chair Present
Shweta Agrawal Commission Vice Chair Absent
Robert Bennett Commission Member Present
Steve Minniear Commission Member Present
Kathy Blackburn Commission Member Present
Margaret Liang Commission Member Present
Julia Tomtania Commission Member Present
2. Oral Communications – None.
3. Consent Calendar
3.1.Approval of the August 12, 2021 Heritage and Cultural Arts Commission
Regular Meeting Minutes
RESULTS:APPROVED
MOVED BY:Steve Minniear, Commission Member
SECOND:Kathy Blackburn, Commission Member
AYES:Bennett, Minniear, Tomtania, Gabriell, Blackburn, Liang
ABSENT:Agrawal
4. Unfinished Business
4.1 Temporary Public Art Display
Tyler Phillips, Heritage and Cultural Arts Supervisor presented the specifics of the item as
outlined in the Staff Report.
The Commission discussed the item.
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Page 2 of 2
5. New Business – None.
6. Other Business
Commissioners gave updates on various projects.
7. Adjournment
Being no further business, the meeting was adjourned by Chairperson Gina Gabriell at 8:01
PM.
Minutes were prepared by Senior Office Assistant, Robert Stone.
_____________________________________
Chairperson
Heritage and Cultural Arts Commission
ATTEST:
_______________________________
La Shawn Butler
Parks and Community Services Director
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STAFF REPORT
HERITAGE AND CULTURAL ARTS COMMISSION
Page 1 of 6
Agenda Item 3.2
DATE:November 10, 2021
TO:Honorable Chair and Commission Members
FROM:La Shawn Butler, Parks & Community Services Director
SUBJECT:Tri-Annual Parks and Community Services Department Report for May –
August 2021
Prepared by: Robert Stone, Senior Office Assistant
EXECUTIVE SUMMARY:
The Commission will receive the Department Tri-Annual Report on classes, activities, and events
conducted during the months of May through August 2021.
STAFF RECOMMENDATION:
Receive the report.
FINANCIAL IMPACT:
None.
DESCRIPTION:
The following is a summary of the classes, activities, and events conducted during the months of May
through August 2021.
Parks
Staff met with representatives of the State of California Department of Parks and Recreation Office of
Grants and Local Services to close out the $1.3 million Specified Grant awarded in 2020 for the Dublin
Sports Grounds Imagine Playground project. Additionally, Diablo Magazine editors selected this project
as the “Best Playground for Everyone” in the East Bay.
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Page 2 of 6
Construction of Butterfly Knoll Park is 70%
complete,Fallon Sports Parks Phase 3 is 30%
complete,and the Heritage Park Cemetery project is
40% complete. Work on the Wallis Ranch
Community Park conceptual design continued, with
the City Council’s direction expected in September.
Lastly, installation of new mats inside the cricket
batting cages was completed.
Recreation Classes
Arora Tennis,Kidz Love Soccer, and Skyhawks hosted classes with a combined total of 228 participants.
From June through August sports camps consisted of both outdoor and virtual programs. Virtual classes
included Any Kid Can Code, Angel Houze Clay Art, Gurus Education,and Chess Wizards. Outdoor camps
included Arora Tennis, Skyhawks tennis and soccer, Skateboarding, Debate, Live Action Movie Flix, and
Hi-Five Summer Movement.Lastly,California Spirit Elite hosted indoor Cheerleading and Tumbling
camps at their facility.Total registration for these camp programs was just under 2,000 participants.
Family Services
TABLE 1: SUMMER CAMPS PARTICIPATION
Program June July August
Camp Shannon 108 42 0
Camp Splash 145 131 44
Camp Sunrise r Heritage 97 0 0
Camp Sunrise -Shannon 146 153 0
Camp Shamrock 120 85 97
Totals 616 411 141
Two full-day camps, Camp Shannon and Camp Splash,were offered during
the summer.Camp Splash proved to be the most popular averaging over 30
campers per week. Campers swam at The Wave every day in addition to
taking part in traditional camp activities. Camp Sunrise was a half-day
camp offered both Heritage and Shannon Parks.
Camp Shamrock for preschoolers was expanded to
nine weeks this summer.“Tasteful Tuesday”,a new
activity featuring an edible craft,was well received.
TABLE 2: FALL PRESCHOOL PARTICIPATION BY LOCATION, DAYS/WEEK, &
AGE GROUP
Dublin
Elementary
4 days/week,
4 years old
Shannon
Center
2 days/week,
3 years old
Shannon
Center
2 days/week,
4 years old
Shannon
Center
3 days/week
3 years old
Shannon
Center
3 days/week
4 years old
Total
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23 10 20 22 22 97
On August 23, fall preschool sessions resumed. A “Meet Your Teacher” event allowed parents to explore
classrooms with their children and meet the teachers.
On August 16, the Afterschool Recreation program (ASR) and
Student Union (SU) began operations with 173 students
registered in ASR and 27 in SU. The programs operated at nine
schools.
Youth and Adult Sports
Youth basketball returned with the Dublin Lightning Youth
Basketball League. Games began on July 24. The league had 14
teams and 136 players in grades K through fifth. All teams were
coached by volunteers.
There has been a recent uptick in basketball court rentals for
training and camps, reflecting a resurgence in indoor sports.
Table 3: MAY-AUGUST SPORTS FIELD & STAGER GYM RESERVATION HOURS
Facility Rental Location May June July August Total Hours Reserved
Dublin Sports Grounds 965 737 805 253 2,760
Fallon Sports Park 1,196 735 1,371 1,034 4,336
Ted Fairfield Park 40 22 22 8 92
Emerald Glen Park 228 358 420 264 1270
Cricket Batting Cages 226 270 220 188 904
Stager Gym 61 99 98 200 458
Total Hours 2,71
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2,221 2,93
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1,947 9,820
TABLE 4: PICNIC RENTALS
Program Month May June July August Total
Picnic Rentals 99 86 99 112 396
Private Rentals/Banquet Facilities
Private indoor events resumed on June 15.
TABLE 5: FACILITY RENTALS
Facility June 15 – August 31
Shannon Community Center 13
Heritage Park 14
Dublin Senior Center 5
The Wave 3
Dublin Library/Civic Center 12
Total 47
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The Wave
On Memorial Day weekend, The Wave re-opened for Recreational
Swim at 25% capacity. In total,987 people participated in
Recreational Swim for an average of 58 people per day.
On June 15, The Wave re-opened the entire Waterpark in two stages.
The Natatorium and Splash Zone initially operated five hours a day,
and the Slide Tower and the Sport Pool operated for two-and-a-half
hours each day.On July 17,all attractions were open for five hours
each day. Weekday operations concluded on August 15, and the
Waterpark opened for weekends only through September 6.On July
10, attendance hit a season high with 1,428 admissions. In August,
The Wave welcomed 35,501 total patrons for a daily average of 546.
The facility proved to be a popular day-trip destination for regional
guests as 73% of all patrons were non-residents.
The Wave also hosted 60 birthday parties over the course of summer.Cabanas and loungers remained
popular rental options, as cabanas were rented 98% of the time and loungers were rented 100% on
weekends, with an overall rental rate of 70%. There was a total of 743 rentals for the season.
Rebel Kitchen and Libations operated The Wave’s concessions this season. As of
September 6,they had sold $184,015 in food and drink products. Their most
popular item was French fries, ordered by one out of five customers.
On May 17, the Green Gators returned to action. Two dual meets were scheduled
against the Pleasanton Valley Club Dolphins and cross-town rivals Briarhill
Barracudas.
Summer swim lessons saw 1,406 participants in total,with 91% being Dublin residents.
TABLE 6: FITNESS SWIM PARTICIPATION
May June July August
1,007 1,013 910 1,057
Senior Center
New luxury vinyl flooring was installed in the Alamilla Springs Ballroom and new window shades were
installed throughout the facility. Replacement furniture including tables and chairs for all the classrooms
and the ballroom was received. This large capital purchase was budgeted to replace much of the
furniture that had been in the facility since it opened in 2005.
On June 15, the Senior Center doors re-opened following more than a year-long closure due to the COVID-
19 pandemic.In July, a limited number of activities resumed,such as ping pong, bridge, mahjong, tai chi,
karaoke, melody minstrels, trail trekkers, and bingo.
TABLE 7: DUBLIN SENIOR CENTER DAILY VISITORS AND VOLUNTEERS
Programs June July August
Visitors, Daily Average 35 265 270
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Volunteer hours 0 138 130
On July 22, the Senior Center hosted a drive-thru ice cream social sponsored by Health Net, Aetna,
WellNest, and the Indo American Sevak Foundation. This event was attended by 261 participants.
TABLE 8: OPEN HEART KITCHEN LUNCHES SERVED
OHK Lunch Program May June July August Total
Lunches Served 2903 3206 2903 3017 12029
In partnership with Open Heart Kitchen, the lunch program continued daily.The Senior Center was
serving a daily average of between 25 and 40 lunches before COVID-19,and now regularly serves more
than 150 lunches per day.
In July, Curative provided access for COVID-19-related testing
and vaccinations.On July 7, the first clinic administered 53
vaccine doses. On July 28, the second clinic administered 38
doses. On August 3, Curative offered free weekly COVID-19
testing in the parking lot.
On August 4, a $1,000 donation was received in honor of Dilgit
Budwal, who was an active participant at the Center. Her
daughter, who gave the donation,thanked the City for
providing a wonderful place for her mother to visit. She
complimented the facility on being a vibrant, social, and
inviting environment for seniors.
Heritage and Cultural Arts
The new memorial program for the Dublin Cemetery started
in May with the advertisement and sale of memorial
benches, boulders, tree plaques, and pavers.All benches and
three boulders have been sold. From June 7 through August
11, The Kolb House was opened by volunteers,and a self-
guided tour pamphlet was provided to 34 visitors. A small
unveiling was held on June 21 to celebrate the new public
artpiece that was installed at Sean Diamond Park titled
“Diamonds in the Wind.”
In May, 159 photographs were submitted for the third annual “Nature in Our Backyard” Photo Contest.A
panel of judges reviewed the entries and narrowed them to the top 10.Four hundred and twenty-five
members of the public voted in a public survey to select a grand prize and first through third places. The
winners received awards courtesy of Mike’s Camera.On June 15, winners were recognized at the City
Council meeting.
Special Events
On May 20, a groundbreaking took place for Fallon Sports Park Phase 3.This phase includes new baseball
fields, sand volleyball courts, batting cages,and a cricket field.
The Dublin Farmers Market began April 1 on Thursday evenings at Emerald Glen Park,reaching a high of
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2,079 people on June 10. The free summer concerts series commenced on June 17 and continued for eight
weeks. The concert series, featuring performances from seven bands, packed the outdoor amphitheater
with an estimated 1,500 attendees each night.
The Summer 2021 Picnic Flix series was increased to eight movies,
compared to three in previous years, bringing in between 300 and
700 attendees each night.
Family Campouts provided an opportunity for families to
experience outdoor camping in Dublin. The campouts were held at
Schaefer Ranch, Emerald Glen, and Alamo Creek parks. Each
location featured entertainment, a barbeque dinner cooked by the
Dublin Lions Club, and various activities. The combined attendance
at all three campouts was 516 campers.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Committee Agenda was posted.
ATTACHMENTS:
None.
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STAFF REPORT
Heritage and Cultural Arts Commission
Page 1 of 3
Agenda Item 4.1
DATE:November 10, 2021
TO:Honorable Chair and Commissioners
FROM:La Shawn Butler, Parks & Community Services Director
SUBJECT:Review of Draft Cultural Arts Center Business Plan
Prepared by: Bridget Amaya, Assistant Parks & Community Services Director
EXECUTIVE SUMMARY:
The Heritage and Cultural Arts Commission will receive a report on the Draft Cultural Arts Center
Business Plan.
STAFF RECOMMENDATION:
Receive the report and provide feedback.
FINANCIAL IMPACT:
There is no financial impact associated with this report. Policies and procedures regarding user
fees for facility rentals and program participation will be established in accordance with the City’s
practice of recovering the direct and indirect costs of operations.
DESCRIPTION:
Background
In October 2019, the City Council approved an agreement with Group 4 Architecture Research and
Planning, Inc. (Group 4) to develop the old Police Services wing of the Civic Center Complex,
encompassing roughly 13,500 square feet of the Civic Center into a Cultural Arts Center. The new
Cultural Arts Center would include several program spaces, including a dance and fitness studio,
an arts and crafts room, a music studio, an art yard, and various other program spaces. On May 19,
2020, the City Council approved the schematic design of the proposed Cultural Arts Center. Since
that time, City Staff and Group 4 have been working through the design development process.
On May 13, 2021, the Heritage and Cultural Arts Commission received a report on potential art
gallery and black box theater operations for the Cultural Arts Center and provided feedback to
Staff to assist in the development of a Cultural Arts Center Business Plan.
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Page 2 of 3
On September 20, 2021, the Parks and Community Services Commission received a report on the
Draft Cultural Arts Center Business Plan, made general inquiries, and provided feedback in
finalizing that plan.
Inquiries posed by the Parks and Community Services Commission included the ceiling height of
the Black Box Theater and the general infrastructure of the activity rooms. There are no ceilings in
the Black Box Theater in the current design but rather exposed structural infrastructure, including
ducts, conduits, and pipes, at a height of 10 feet from the floor to the exposed fixtures.
Additionally, the activity rooms are each equipped with a large monitor with audiovisual inputs,
speakers, and electrical receptacles throughout at a commercial standard. Each room also has a
wireless access point (Wi-Fi).
Requests from the Parks and Community Services Commission and suggestions heard during
public comment that have been incorporated into the Draft Cultural Arts Center Business Plan
(Attachment 1) are as follows:
Consider advertising opportunities for the facility that are viewable from the 580/680
interchange as well as via Bay Area Rapid Transit.
Create standards to determine prominent or professional arts versus amateur or
community-based arts when considering art gallery exhibits.
Research costs and information on traveling or touring exhibitions to attract audiences and
promote access to knowledge and materials that may not be available locally.
Ensure a “Call for Artists” occurs when considering submissions for art gallery exhibits.
Add rental fees for private reservations occurring in the art gallery.
Research and consider permanent or temporary naming rights for the black box theater or
other spaces, as well as possibilities for corporate sponsorship.
The Draft Cultural Arts Center Business Plan includes sections on the Planning Approach,
Strategies, Marketing Plan, Operations and Management Plan for facility rentals, program spaces,
staffing, and a Financial Model. The draft plan currently shows that the City will not completely
recover the direct and indirect operations costs. Staff requests feedback from the Commission on
strategies to increase expense recovery, and general feedback on the draft plan.
Following Heritage and Cultural Arts Commission review and feedback, Staff will incorporate the
information into the final Cultural Arts Center Business Plan.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Commission Agenda was posted.
ATTACHMENTS:
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Page 3 of 3
1) Draft Cultural Arts Center Business Plan
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CITY OF DUBLIN
PARKS AND COMMUNITY SERVICES DEPARTMENTCULTURAL ARTS CENTER BUSINESS PLAN
Attachment 1
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CITY OF DUBLIN
PARKS AND COMMUNITY SERVICES DEPARTMENT
CULTURAL ARTS CENTER BUSINESS PLAN
— JULY 2021 —
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3Table of Contents Cultural Arts Center Business Plan
TABLE OF CONTENTS
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
City Mission and Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Planning Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Marketing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Operations and Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Financial Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
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5Executive Summary Cultural Arts Center Business Plan
EXECUTIVE SUMMARY
The purpose of this document is to outline guiding principles, strategies and programming for the
Cultural Arts Center (CAC), and to assist staff in maximizing utilization of spaces, and to guide
the operations of an efficient facility that eliminates general fund subsidies . The Dublin Cultural
Arts Center will be operated by the City of Dublin’s Parks and Community Services Department
and will serve as the hub of Cultural Arts programming .
The CAC will focus attention on the arts and become a true cultural asset in Dublin . Ideally, it
will be a place where children, young people, adults, and seniors can meet to engage with people
of similar interests . In addition to exhibitions in the art gallery and small-scale performances in
the Black Box theater, the Center will offer classes for all ages including in photography, painting,
ceramics, creative writing, filmmaking, drama, music, sculpture/3D art, and crafts .
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6 Cultural Arts Center Business Plan City Mission and Vision
CITY MISSION AND VISION
MISSION
The City of Dublin promotes and supports a high quality of life, ensures a safe and secure
environment, fosters new opportunities, provides equity across all programs, and champions a
culture of diversity and inclusion .
VISION
Dublin is a great community to live, work, and raise a family . Dublin values:
Safety | We are dedicated to excellent public safety resources, including police and fire .
Finances | We will strive to be fiscally transparent and balance our budgets annually .
Inclusivity | We will advocate for programs and policies that support inclusive access to
housing and cultural opportunities .
Diversity | We will support a wide range of programs and events that reflect and cater to the
diversity of our residents .
Equity | We will deliver our services in a way that ensures equitable access to all .
Innovation | We will continue to innovate in every aspect of government and promote
innovation within the business community .
Customer Service | We will provide welcoming, excellent customer services to our residents
and businesses at all times .
Living an Active Lifestyle | We will continuously promote an active lifestyle through our
parks and facilities and encourage participation in local sports .
History | We will honor our history through places and programs that remind people of our
beginnings .
Business | We will provide a full spectrum of opportunity by supporting current and
prospective businesses through ongoing economic development efforts and helping them grow
and thrive locally .
Environmental Sustainability | We will continue to lead in building a well-planned
sustainable community and protecting our natural resources .
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7Planning Approach Cultural Arts Center Business Plan
PLANNING APPROACH
In considering the City’s mission and values; as well as the need, opportunity, and potential
viability of a Cultural Arts Center, extensive research and analysis was completed . In 2016, both
a feasibility study and needs assessment were completed . In 2019, the City of Dublin contracted
with GreenPlay, LLC to update its Parks and Recreation Master Plan . This process included a
community survey that solicited input on cultural arts programs and activities .
Input and feedback from the department’s Heritage and Cultural Arts Commission and Parks and
Community Services Commission was also gathered . The Commissions examined comparable
facilities, and considered organizational structure, annual revenue, and expenses; revenue sources;
and program types and sizes which were incorporated into the layout of the facility, programming
plans, and ultimately the final design of the Cultural Arts Center .
DOWNTOWN CONNECTION
After years of hearing from the community about the need to create a Downtown in the City of
Dublin, the City Council unanimously approved the Downtown Dublin Preferred Vision with its
main principles being the siting of a town square and enhancing the character of Downtown Dublin .
With the site of the Cultural Arts Center being less than a mile from the future “social center,” it will
certainly assist in the path forward to a main street experience in the following ways:
• Restaurants may open, expand, and prosper in service to audiences before and after performances .
• More retails businesses may open in response to street and pedestrian activity between the
Center and the downtown area .
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8 Cultural Arts Center Business Plan Strategies
STRATEGIES
The CAC is an approximately 13,000 square-foot facility that will feature a Black Box theater,
art gallery, two arts and crafts classrooms, an arts and ceramics yard, a dance/fitness studio, music
room, and a small catering kitchen .
Basic strategies for the Cultural Arts Center are as follows:
ART GALLERY
Exhibitions – the Center will become the site for the year-round program of exhibitions . The
gallery space will support an exhibition program for small to medium audience with exhibition
space leaking into the rest of the facility including hallways and other spaces deemed appropriate
to tie cultural arts into the entire facility .
BLACK BOX THEATER
Performances – The Black Box theater is expected to support a variety of productions, rehearsal,
and events for smaller scale performances . May also house small acting and theater classes .
CLASSROOM/MEETING SPACES
Designed for learners of all ages, with a strong emphasis on youth programs . A focus on topics from
creative writing to painting, sketching, photography, filmmaking, music, digital arts depending on
member interests . Additionally, these spaces will serve as meeting spaces for various affinity groups
within the arts to foster connections among creative Dublin residents .
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9Strategies Cultural Arts Center Business Plan
COMMUNICATIONS
The Center will function as a clearinghouse for arts information in Dublin, offering a comprehensive
web-based calendar of arts events . Establish a cultural arts information website that list programs,
classes, and events, and that becomes the central source of information for cultural arts programming
at the Center .
Using these existing studies and strategies, further goals have been established to guide the
operations of the Cultural Arts Center .
i . Accommodate a broad array of high-quality arts programming that responds to demand
from Dublin residents and the surrounding Tri-Valley, as well as trends in art programming .
ii . Provide accessible and affordable performance, rehearsal, and education spaces to support
community and youth development .
iii . Maintain a facility that is high quality, multi-purpose, and includes amenities that have the
highest degree of functionality .
iv . Operate in a manner that is friendly to the environment and in partnership with existing
programs offered in the community .
v . Operate on a sound financial basis to ensure a sustainable funding requirement that
eliminates a general fund subsidy .
vi . Establish and maintain a close relationship with Visit Tri-Valley and the Dublin Chamber
of Commerce, who tend to have a pulse on the local community and can assist in building
a large audience for the CAC, including customers and other possible partners . Building a
relationship with destination marketing organizations such as these will assist in the CAC’s
inclusion on their website, Inspiration Guide, social media campaigns, digital marketing
campaigns, TV commercials, magazines, and billboards may put the Center on the map
in the region .
vii . Proactively recruit instructors and class offerings that represent the diverse culture and
ethnicities in Dublin .
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10 Cultural Arts Center Business Plan Marketing Plan
MARKETING PLAN
A detailed marketing plan will be created as audience development and customer databases are crucial
to the success of the Cultural Arts Center . The frequency and diversity of the Centers programs are
key to development of clientele and should appeal to the community . Staff will strive to create a
constant presence in the minds of this clientele and respond to needs and interests . The development
of a community of clientele and supporters through email lists and social media is important .
i . The branding and positioning of the facility and its programs should stress the following
attributes:
a . The Center is a unique cultural venue in terms of its programs and character .
b . The Center supports a wide variety of programs for all local and regional residents .
c . The Center is easy to find, close to the future Downtown Dublin, located in a safe
area, has ample parking and is professionally staffed .
ii . A website specific to the Cultural Arts Center will be the hub of all communication and
clearly demonstrate the brand and roster of offerings . It will be the Center’s most important
communication tool and will assist in the City’s strategic Plan effort in becoming a 24/7
City hall, allowing residents and art lovers access to the Center’s registration system,
information on the gallery, Black Box theater, facility rentals, and center offerings . The
website will be up to date and clear .
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11Marketing Plan Cultural Arts Center Business Plan
iii . Along with a website, existing activity guide, and use of social media, print advertising and
collaboration with partner organizations should be considered . Efforts should be made to
begin partnerships with media outlets focused on outreach to prominent cultures in the
City of Dublin and the region . Radio advertising, bus shelters and bus tails, street banners,
etc . should also be considered . The type and frequency will be adjusted depending on the
type of offering . Given the proximity of the Cultural Arts Center to the 580/680 freeway
interchange, as well as BART, advertising should be considered utilizing those avenues as well .
iv . Leading up to the opening of the Cultural Arts Center, an effort will be made to have
programs, events, and other offerings ready for that season . These will help build community
excitement and pride and lead to audience development and customer databases .
v . Once the Center is established, broad season announcements will be developed and will
complement the Parks and Community Services Department existing activity guide . These
seasonal announcements could be posters and flyers that communicate gallery exhibits,
performances, and other offerings . Marketing for small, individual programs, or one-off
programs, should take place but may only be in the form of digital marketing .
vi . Staff will develop sponsorship packages and utilize sponsors to support and offer exciting
creative arts programming which will help to defray costs .
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12 Cultural Arts Center Business Plan Operations and Management Plan
OPERATIONS AND MANAGEMENT PLAN
The Center’s programs will be developed and managed by the Parks and Community Services
Department .
HOURS OF OPERATION
The Cultural Arts Center will typically be open from 8:00 a .m . to 8:00 p .m ., Monday through
Saturday, and Sundays from 8:00 a .m . to 5:00 p .m . to accommodate classes, workshops,
performances, exhibits, and facility rentals . The facility will generally be operated by full-time staff
during traditional office hours and will transition to part-time staff to tend to general facility needs
on weeknights and weekends . These hours could be expanded pending facility rentals or class
schedules, with additional staff costs covered in facility rental or class revenue .
Morning hours will focus on preschool and senior classes, while evening facility hours will focus
on adult and youth classes . Weekends will include all-day arts workshops, activities, gallery time,
and theater performances or rehearsals . The arts and ceramics yard spaces may include open studio
times during down time when classes are not as prominent .
FACILITY RENTALS
The Cultural Arts Center should be available for rental to the community at large, including
arts groups for rehearsal and performance as well as residents, civic organizations, businesses,
and individuals who may need the space for meetings or events . City programs will be planned
and booked 12-18 months in advance, with remaining available spaces open to the public on a
first-come, first-served basis . Explicit policies for facility rentals are already in place within the
departments existing facilities and will be utilized in the new center . Further policies will be
established to guide the operation of the gallery and theater spaces as the Department does not
have existing facilities similar to this .
Fees for CAC rentable spaces will be determined using the department’s amenity-based fee schedule
which formulates the square footage of each space with the amenities available . Additionally, staff
will review costs charged for similar spaces in the region to ensure the CAC’s fees coincide with like
spaces in other cities . Ultimately, rental rates will cover both direct costs, that can be tied to the
space such as staff and equipment, and indirect costs such as building maintenance and utilities .
Rates may be discounted for non-profit organizations but will cover the direct costs of the facility
rental .
Per existing facility rentals procedures, Staff will develop guidelines for CAC rentals that will include
vendor requirements, insurance requirements, user manuals for equipment, necessary permits,
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13Operations and Management Plan Cultural Arts Center Business Plan
contracts/agreements, equipment inventory, maintenance schedules, replacements schedules, room
layouts, fee schedules, rental maximums/minimums, alcohol use, outside permitting requirements,
room capacities for all styles of seating, facility staff manuals, cancellation policy, and general
facility rules to be established six months prior to opening .
BLACK BOX THEATER
The Cultural Arts Center will be home to a theater space of approximately 2,000 square feet with
a maximum capacity of 150 . A Black Box theater is defined as a simple indoor performance space,
with level floors and plain walls, purposely designed to provide flexibility in configuration .
i . The Black Box theater will feature a variety of programs including City-sponsored
performances, private performances, contract programming, and private rentals or indoor
film festivals . Booking for the venue will typically take place a year or more in advance .
Rental rates will be established based on use type . These uses include City-sponsored
ticketed events and co-sponsored events with outside organizations .
a . Private use for performing arts that includes performance and rehearsal time . Rates
could vary and be dependent on time/type of use and if open to the public or invite
only .
b . Private use for social events such as birthdays and other celebrations .
ii . Rental rates for the Black Box could include hourly rental rates, revenue sharing, and
equipment rental/use fees .
iii . The theater will be outfitted with lighting, sound, and other theatrical equipment to best
serve the needs of user groups . Use of this equipment will be by an approved audio/visual
professional with staffing costs passed onto the facility user .
iv . Consideration will be given to users/groups booking a series or multiple theatrical
performances requiring reservations to be booked more than a year in advance .
v . The City will use existing registration
platforms to manage ticketed
performances in the theater space
for City and City-sponsored events .
Upon request, City will use existing
registration platforms to help manage
ticketed performances for outside
organizations with administrative and
payment processing costs passed on to
outside groups and/or revenue sharing
in these instances .
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14 Cultural Arts Center Business Plan Operations and Management Plan
GALLERY
The Cultural Arts Center will be home to a
dedicated gallery space of approximately 600
square feet . The gallery will traditionally be
open during regular operating hours .
i . Additional staffing for the gallery space
is generally not required . Staff working
the front desk, along with a video
security system, will provide adequate
supervision . It is recommended
that a volunteer/docent program be
established to supplement supervision
and enhance the experience for gallery
visitors . This could be done in partnership with arts organizations as well as individual
volunteers . The gallery may also be opened while performances are taking place in the
theater space of the Cultural Arts Center, but its recommended that a volunteer/docent be
present during these times . In the absence of a volunteer, the part-time staff assigned to the
rental can oversee the area, along with the remainder of the facility .
ii . Staff should plan on curating approximately six exhibits per year, with at least one being
youth based and one being a juried exhibition . This will allow each exhibit to be on display
for 6-8 weeks and allow for preparation time in-between exhibits . Exhibitions by more
prominent artists may last longer than 6-8 weeks while exhibitions by local community
groups comprised of amateur artists may be shorter . Staff will create standards to determine
prominent or professional artists versus amateur or community based artists . Opening
receptions/events for exhibition openings should be planned . Staff could also research
costs and information on traveling or touring exhibitions to attract audiences and promote
access to knowledge and materials that may not be available locally .
iii . Artists submissions to be considered for the gallery space will be accepted on an ongoing
basis, with a "Call for Artists" conducted annually if necessary . Generally, the gallery will
be scheduled out a year in advance . Artists, to ensure commitment, will be required to pay
a nominal fee with their submission . This fee will be similar to those of like venues and will
be listed in the City’s Master Fee Schedule . The establishment of an ad-hoc gallery selection
committee should be established . This committee, with staff oversight, shall have the ability
to accept and deny submissions . Gallery submissions will be accepted on a regular basis and
scheduling will be coordinated with artists once submissions are confirmed . The ad-hoc
committee shall include representation from the Heritage and Cultural Arts Commission,
community at large, and members of other local arts-based organizations .
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15Operations and Management Plan Cultural Arts Center Business Plan
iv . Sales of exhibition pieces in the gallery space are encouraged . The City will retain a
percentage of all sales . The percentage will be listed in the City’s Master Fee Schedule
(generally The City would retain around 30%) . While artwork can be sold, it will not be
removed from the display until the exhibition concludes . A sold tag would be placed on
items that have been purchased and reconciliation will take place with purchasers and artist
at the end of the exhibition period .
v . Adequate display equipment shall be invested in . This includes systems to display different
mediums of artwork and includes fully adjustable pedestals, wall mounting systems, and
lighting . City staff along with artists will work collaboratively to identify needs with no
guarantees the City will make equipment available . More capability will allow for a wider
range of exhibits .
CLASSROOM/PROGRAM SPACES
Classroom spaces may be utilized for City-sponsored classes via independent contract instructors
to offer a variety of year-round cultural arts programs for all ages from pre-school, thru seniors . The
City will manage and collect program registrations on behalf of independent contractors .
The Department will solicit instructors to maximize use of the program-specific rooms . Experienced
and knowledgeable contract instructors will be compensated 60% of the resident rate of revenue
generated, while the City retains 40% of the resident rate . Programming will primarily be scheduled
during the Cultural Arts Center’s business hours with occasional evening and weekend classes
taking place where one Part-time temporary Recreation Aide will be needed to monitor the facility
and manage room set-ups for multiple program spaces .
1. Dance and Fitness Studio (1,174 square feet)
Instructors specializing in dance and dance fitness classes will be prioritized for this class space
including but not limited to: Ballet, contemporary,
jazz, modem, tap, tot tumbling, hip-hop, balance
and agility, parent and me, Bollywood, Irish dance,
belly dancing, Zumba, aerobics, Pilates, and tai chi .
For successful reoccurring instructors, tiered classes
will be offered each season .
2. Black Box Theater (1,980 square feet)
Classes will include musical theater, drama and
acting, improv, public speaking and debate, Ted
Talk, performing arts, and spoken word and
presentation . Single day final performances for
sessions of performing arts, dance, and theater
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16 Cultural Arts Center Business Plan Operations and Management Plan
classes may also be occasionally performed if scheduling allows to give the Black Box theater more
exposure . Classes and programs will need to be coordinated around live performances offered by
the City and partnering organizations .
3. Arts and Crafts Rooms (ROOM A – 579 square feet; ROOM B – 918 square feet)
These classrooms allow for various art categories such as origami, poetry, calligraphy, comic book
creations, floral, basketry, crochet, jewelry making, drawing, mixed media, TV and Film, color
pencil, printmaking, portrait, painting, bookmaking, creative arts, graphite drawing, architecture
and design, iPad and iPhone artistry, coding and computer science, visual arts, digital art and
photography, creative writing, science and educational classes, and arts and music history .
4. Music Studio (219 square feet)
Private or small group lessons in vocals, guitar, bass, violin, keyboard, drums, percussions, folk
instruments, and other orchestral instruments .
5. Arts Yard (1,232 square feet) and Ceramics Yard (455 square feet)
This arts yard is a garage-like space with a large access door leading to the ceramics yard, which
is a completely outdoor space . Classes below could occur in either space pending weather and air
conditions, class materials, and class sizes . Acrylics, clay, watercolors, oils, ink wash, machining,
pottery, electronic art, woodworking and tinting, robotics, 3D printing, 3D modeling, multimedia,
sculpture, tapestry, mosaic, stained class, and pop/street art are examples of classes staff would
recruit instructors for .
Other single day events such as Paint Night, Workshops, and Still Life painting, etc . will be offered
each season to attract new patrons . Either space could also feature a Ceramics Open Studio for
teens and adults to utilize City owned electric kilns, wheels, and slab rollers for a fee . Additional
research should be completed on open jewelry, photography, and print making studios .
6. Catering Kitchen (224 square feet)
The Cultural Arts Center includes a small
kitchen that should be available for a variety
of uses . This is a catering kitchen, intended
to centralize food delivery during events
taking place in the gallery and theater
spaces . Additional uses could include
small group cooking demonstrations,
but the kitchen is not adequate for more
traditional cooking classes . Rental rates
adjacent to a gallery or Black Box rental
may be established for this space .
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17Operations and Management Plan Cultural Arts Center Business Plan
STAFFING AND VOLUNTEERS
The CAC will be home to the administrative offices of the Parks and Community Services
Department . Existing staff will be utilized in the operation of the Cultural Arts Center, including
management by the Assistant Parks and Community Services Director . The following are short
job descriptions for key positions that will have percentages of their salary associated with the
operations of the CAC .
i. Existing Staff
a . Recreation Aide: Tend to spaces during hours when full-time staff are not available
mostly including nights and weekends when activities and performances may occur .
Assist customers and visitors as needed in program set-up/tear down and general
support .
b . Office Assistant II: Perform general clerical duties as it related to the department
and the Cultural Arts Center .
c . Senior Office Assistant: Perform general clerical duties to support the Recreation
Coordinator with facility rentals .
d . Recreation Coordinator: Manage the Black Box theater including rentals and
equipment .
e . Graphic Design and Communications Coordinator: Creation of graphics for the
Center and various marketing tasks .
f . Management Analyst I: Solicit independent contract instructors and manage
contract program .
g . Heritage and Cultural Arts Supervisor: Manage art gallery including the selection
process and all exhibits .
h . Assistant Parks and Community Services Director: General oversight of programs,
maintenance, budget including cost recovery, revenue and program goals, as well as
marketing campaigns .
ii. Contracted Staff
a . Sound and Light Technician: Staff will solicit sound and light technicians to be
compensated by the user .
b . Class Instructors: Staff will solicit Instructors for classes on a contract basis and be
compensated through program fees .
iii. Volunteers are critical to the operation of a successful Cultural Arts Center . Though the
Center must have professional staff, the development of a volunteer program, with volunteer
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18 Cultural Arts Center Business Plan Operations and Management Plan
advocates, is important . It should also be noted that volunteers should have adequate training
and be adequately supervised to ensure the operational goals of the Center are maintained .
iv. Youth Volunteers particularly those who are in high school, must be partners and advocates
for the Cultural Arts Center, including members of the Youth Advisory Committee who
will play a large role in the review of submissions for the annual youth exhibit . Additionally,
participants of the Dublin LEAD program (fosters leadership skills assists in job experience
and aides in personal development) who have interests in cultural arts, may volunteer in a
multitude of ways .
PARTNERSHIPS
Working collaboratively with existing cultural arts organizations, and other public and private
agencies is important to ensure a broad array of programming, for all demographics and abilities, is
offered . Staff should develop a list of partners and how they can contribute to the Center . Examples
of types of programming partners could provide are: teaching free classes, workshops, seminars
or lectures on music, visual arts, dance, film, design, youth programming or provide educational
and public arts programs that are unique to Dublin, and that over time establish the nucleus of
community-based cultural groups and artists .
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19Financial Model Cultural Arts Center Business Plan
FINANCIAL MODEL
Tables and data below projects activity and financial performance, with the intention of completely
recovering both direct and indirect costs and regaining the costs of any expenses related to the
Center .
REVENUE
The Center’s revenue will come from program fees, exhibitions, facility rentals, and sponsorships .
This plan establishes a revenue goal of approximately $925,500 in the first full year to offset
expenses and reserves it is anticipated that the Arts Center will offer a full range of programming
that will generate revenue to support the facilities cost . The first year’s operating budget is based
on the following assumptions .
REVENUE GENERATION BREAKDOWN BY PROGRAM
A. Art Gallery
Six to eight exhibitions per year .
i . Estimated five artists submissions per exhibit x $30 application fee = $150 per exhibit x an
average of seven exhibitions at $1,050 for the first year .
ii . Cost sharing of art and merchandise sales . Artists set fees and City retains 30% of any sales .
First year is estimated at $1,000 .
B. Black Box Theater
Private performance rentals which utilize the venue as a performance space, will generate an
estimated $223,200 annually . This is estimated at $300/hour for an average of 12 hours, or $3,600
per rental for weekends and six-hour rentals for rehearsal time on weekdays . This revenue could
increase until maximum utilization of the facility is achieved .
i . Weekend Performance Rentals: 50 rentals x $3600 = $180,000
ii . Rehearsal Time: 24 rentals x $1800 = $43,200
City co-sponsored performances may occur where revenue from ticket sales is shared with a partner
organization . This would equate to four shows per month (weekdays and weekends), generating
$500 in revenue per show, totaling an estimated $24,000 per year . Revenue could fluctuate based
on performance type, as some shows might be community-based and have lower ticket prices,
while others might be more specialized and carry a higher ticket price . Additional City expenses,
including theater staff, would take into consideration before a net-revenue was determined and
cost share was finalized .
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20 Cultural Arts Center Business Plan Financial Model
Private rentals for social gatherings, which
differ from performance rentals as these are
social events that don’t utilize the space and
its performance capabilities, would also be
available . These rentals would fill dates
not booked with performances and could
generate an estimated $10,800 annually,
or $1,800 per rental ($300/hour for six
hours) . This revenue could increase until
max utilization of the facility is achieved .
i . Private social gatherings: 6 rentals
x $1800 = $10,800
C. Additional Spaces – Activities and
Facility Rentals
Additional space revenues for activities
are based on monthly projections using
the average number of participants and
class pricing averages that have trended
in the Parks and Community Services
Department over the past few years . The
hours allocated to programming are based
on how many classes per week can be
programmed into each space and designated room occupancies . To account for holidays and other
major events, 11 months is used to determine the projected revenue for the first full year, with the
arts and ceramics yard averaged at 9 months per year in case of inclement weather . The table below
outlines the expected revenue for classes/activities with the City receiving 40% totaling $232,080 .
Table: Additional Program Space Annual Program Revenue Projection
CLASSROOM DAYS PER WEEK HOURS PER DAY HOURS PER WEEK MONTHS PER YEAR PARTICIPANTS (average)CLASS PRICE (average)TOTAL REVENUE
Dance & Fitness Studio 5 5 25 11 8 $ 90 $198,000
Arts & Crafts Room A 5 3 15 11 6 $ 80 $ 79,200
Arts & Crafts Room A 5 3 15 11 6 $ 80 $ 79,200
Music Studio 4 3 12 11 3 $150 $ 59,400
Arts Yard 5 3 15 9 8 $ 70 $ 75,600
Ceramics Yard 5 3 15 9 8 $ 70 $ 75,600
Black Box Theater Classes 2 1 2 11 6 $100 $ 13,200
TOTAL $580,200
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21Financial Model Cultural Arts Center Business Plan
Facility rental revenues were estimated with a base rate of ten cents per square foot, with an
additional cent added for amenities present in each room, and the estimated number of rentals per
year . Prior to final projections staff will also research the market rate for like spaces .
Dance and Fitness Studio
12 rentals x $130 per hour x 6-hour rental = $9,360
Catering Kitchen
24 rentals x $35 per hour x 6-hour rental = $5,040
Arts and Crafts Rooms
Room A – 12 rentals x $70 per hour x 6-hour rental = $5,040
Room B – 12 rentals x $110 per hour x 6-hour rental = $7,920
Music Studio (rent for private lessons)
24 rentals x $26 per hour x 4-hour rental = $2,496
Arts Yard
12 rentals x $135 per hour x 4-hour rental = $6,480
Ceramics Yard
12 rentals x $60 per hour x 4-hour rentals = $2,880
Art Gallery
4 rentals x $65 per 4-hour rental = $1040
D. Additional Income
In order to assist in cost recovery of the facility, additional income will be solicited for both an annual
sponsorship campaign with a goal of $25,000 and an annual sponsorship gala/event to potentially
raise $20,000 to $25,000 annually . Additionally, staff will research and consider permanent or
temporary naming rights for the black box theater or other spaces, as well as possibilities for
corporate sponsorship .
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22 Cultural Arts Center Business Plan Financial Model
Table: Annual Revenue Projection
SPACE REVENUE SOURCE PROJECTED REVENUE JULY 1 - JUNE 30
Black Box Theater Rentals $ 10,800
Co-Sponsored Revenue Sharing $ 24,000
City/Private Performances $ 223,200
Classes/Activities $ 13,200
Art Gallery Artist Submission Fees $ 1,050
Art & Merchandise Sales/Revenue Sharing $ 1,000
Rentals $ 1,040
Dance & Fitness Studio Rentals $ 9,360
Classes/Activities $ 198,000
Arts and Crafts Room A Rentals $ 5,040
Classes/Activities $ 79,200
Arts and Crafts Room B Rentals $ 7,920
Classes/Activities $ 79,200
Music Studio Rentals $ 2,496
Classes/Activities $ 59,400
Arts Yard Rentals $ 6,480
Classes/Activities $ 75,600
Ceramics Yard Rentals $ 2,880
Classes/Activities $ 75,600
Catering Kitchen Rentals $ 5,040
Additional Income Sponsorship Campaign $ 25,000
Sponsorship Event (annual)$ 20,000
TOTAL $ 925,506
OPERATING EXPENSES
Staffing
The Parks and Community services main offices and staff will transition from City Hall to the
second floor of the Cultural Arts Center . This will minimize the addition of some startup costs as
the department will conduct day to day business out of the new location utilizing existing staff .
The existing department’s position allocation will change to reflect the percentage of time that
existing staff will spend in the operations of the CAC .
The Cultural Arts Center will typically be open from 8:00 a .m . to 8:00 p .m . Monday through
Saturday, and Sundays from 8:00 a .m . to 5:00 p .m . Part-time staff will be utilized Monday through
Friday from 5:00 p .m . to 8:00 p .m ., Saturdays from 8:00 a .m . to 8:00 p .m ., and Sundays from
8:00 a .m . to 5:00 p .m .
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23Financial Model Cultural Arts Center Business Plan
Maintenance and Utility Costs
Maintenance and utility costs were projected based on the square footage of the current footprint
of the Cultural Arts Center, utilizing past expenditures while the facility was home to Dublin
Police Services . It is anticipated that costs will be similar .
Table: Annual Expenditure Projection
EXPENSE – BASED ON CIVIC SQUARE FOOTAGE REVENUE SOURCE PROJECTED EXPENDITURE JULY 1 - JUNE 30
Utilities $ 56,216
Full-time Staff Costs $ 222,500
Part-time Staff Costs $ 30,000
Independent Contractor Costs $ 348,120
Building Maintenance Costs $ 42,304
Maintenance Contract (MCE)$ 235,018
TOTAL $ 934,158
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24 Cultural Arts Center Business Plan Conclusion
CONCLUSION
Much must be accomplished in the year leading up to the opening of the facility . Staff will focus on
facility programming, marketing, staffing, facility operations and fundraising as the best predicator
of success with new facilities is the level of preparation made before the doors open .
Figure: City of Dublin Cultural Arts Center Draft Floor Plan as of April 19, 2021
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STAFF REPORT
Heritage & Cultural Arts Commission
Page 1 of 2
Agenda Item 4.2
DATE:November 10, 2021
TO:Honorable Chair and Commissioners
FROM:La Shawn Butler, Parks & Community Services Director
SUBJECT:Temporary Public Art Program
Prepared by: Tyler Phillips, Heritage and Cultural Arts Supervisor
EXECUTIVE SUMMARY:
The Heritage and Cultural Arts Commission will receive a presentation on the City’s upcoming
temporary art program.
STAFF RECOMMENDATION:
Receive the presentation and provide feedback on the temporary art program.
FINANCIAL IMPACT:
The temporary art program is funded by the Public Art Fund.
DESCRIPTION:
On October 15, 2019 the City Council approved an annual temporary art display program. Each
year, Staff works with the Heritage and Cultural Arts Commission to identify the program
elements to be incorporated that year, and those items are presented to the City Council for final
approval.
In the first year of the temporary art program, wood Adirondack chairs were selected to be
painted and put on public display. Eighteen artists were contracted to paint 20 chairs. The chairs
were placed throughout the community for public viewing then sold at an online auction.
At its July 8, 2021 meeting, the Commission received a presentation and began discussion on
program elements that could be utilized for a new temporary art program. The discussion focused
on the following items:
Manufactured paintable monuments/sculptures
Street banners
Tree trunk wraps
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Page 2 of 2
Mural garden, fence garden or art walk
Chalk art
Utilization of existing street infrastructure
At its September 9, 2021 meeting, the Commission received a presentation on the previously listed
program elements and provided feedback to narrow down the list of possible ideas. At the
meeting, the Commission agreed that a temporary lawn display was the preferred option.
Based on this input, Staff began developing a program including a theme, potential costs,
timelines, and locations. The theme of “Dublin’s 40th Anniversary” is proposed as it coincides with
the City celebrating its 40
th anniversary in February 2022 and could be a part of several other
events and programs occurring throughout the City in 2022. Below is a list of additional elements
that could be considered for the program.
Theme – Dublin 40
th Anniversary
Budget – $20,000. Max stipend of $5,000 per artist.
Locations – Highly visible lawn areas such as the Civic Center lawn.
Community Engagement – Art display should be interactive and allow for engagement.
Community Involvement – Not required but preference would be given to artists that can
involve the community in the creation of the art display.
Process Timeline –
o RFP to be launched Dec 15, 2021 and close Jan 31, 2022.
o Commission Review – February 2022.
o Council Approval – March 2022.
o Displays – Summer 2022.
Display Timeline – Displays would rotate for a period no longer than six weeks. Artists
could be approved for multiple displays. The same display could also move to different
locations throughout the City.
The Commission is being asked to provide additional feedback to assist Staff with finalizing the
program and guiding the development of the Call-to-Artists.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Commission Agenda was posted.
ATTACHMENTS:
None.
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