HomeMy WebLinkAbout9-20-21 PCSC Regular MeetingSeptember 20, 2021 Dublin Parks and Community Services Commission Agenda 1
Zoom Communications
www.dublin.ca.gov
Regular Meeting of the
DUBLIN PARKS AND COMMUNITY
SERVICES COMMISSION
Monday, September 20, 2021 Location: Electronic Methods Regular Meeting 7:00 PM
Meeting Procedure During Coronavirus (COVID-19) Outbreak:
In keeping with the guidelines provided by the State of California and Alameda County
Department of Public Health regarding gatherings during the coronavirus (COVID-19) outbreak, and recommendations to follow social distancing procedures, the City of
Dublin will adopt the following practices during upcoming commission meetings:
• The Dublin Parks & Community Service Commission will hold the meetings remotely via
Zoom Video Communications.
• Please click the link below to join the webinar:
https://dublinca.zoom.us/j/89310698548?pwd=emEwQ0tFNlhzOHpHU29CeTR1UEtnUT9
Passcode: fPn3g45y
Or One tap mobile:
US: +16699009128,,89310698548#,,,,*40527013# or
+12532158782,,89310698548#,,,,*40527013#
Or Telephone:
Dial (for higher quality, dial a number based on your current location):
US: +1 669 900 9128 or +1 253 215 8782 or +1 346 248 7799 or +1 646 558 8656
or +1 301 715 8592 or +1 312 626 6799
Webinar ID: 893 1069 8548
Passcode: 40527013
International numbers available: https://dublinca.zoom.us/u/k1bOlU2g
• The meeting will begin at 7:00 p.m. • Online speaker slips will be available at www.dublin.ca.gov, and the public will be able to call
in using a computer/or smart phone via a link which will be provided following submission of
a speaker slip. A telephonic option will also be available.
• Once connected, the public speaker will be placed in an on-line waiting room. While in the
waiting room, the public speaker will hear the meeting while they are connected and waiting
to speak. • When the agenda item upon which the individual would like to comment is addressed, the
speaker will be announced in the meeting when it is his/her time to speak to the commission. The
speaker will then be moved to the meeting for comment.
1. CALL TO ORDER AND PLEDGE OF ALLEGIANCE
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September 20, 2021 Dublin Parks and Community Services Commission Agenda 2
2. ORAL COMMUNICATIONS
2.1 Public Comment At this time, the public is permitted to address the Parks and Community Services
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 Parks and Community Services
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 Parks & Community Services Commission with one single action.
Members of the audience, Staff or the Parks & Community Services 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 July 19, 2021 Parks and Community Services Commission
Meeting Minutes
The Commission will consider approval of the minutes of the July 19, 2021 Parks and
Community Services Commission Meeting.
STAFF RECOMMENDATION:
Approve the minutes of the July 19, 2021 Parks and Community Services Commission
Meeting.
Staff Report
Attachment 1 - July 19, 2021 Parks and Community Services Commission 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
3.3 Dublin Library Quarterly Report for April - June 2021 The Commission will receive the quarterly report for the Dublin Library for the period
of April through June 2021.
STAFF RECOMMENDATION:
Receive the report.
Staff Report
Attachment 1 - Dublin Library Quarterly Report: April - June 2021
4. WRITTEN COMMUNICATION
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September 20, 2021 Dublin Parks and Community Services Commission Agenda 3
5. PUBLIC HEARING
6. UNFINISHED BUSINESS
6.1 Review of Draft Cultural Arts Center Business Plan The Parks and Community Services 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
7. NEW BUSINESS
7.1 Committee Assignment Vacancy Commissioners from the Parks and Community Services Commission will review the Senior
Center Advisory Committee Liaison assignment and make appointments to fill an
unscheduled vacancy.
STAFF RECOMMENDATION:
Review the current unscheduled vacancy for the liaison to the Senior Center
Advisory Committee and make an appointment for a liaison and alternate liaison, as
necessary.
Staff Report
8. OTHER BUSINESS
Brief information only reports from the commission and/or Staff, including committee
reports and reports by the commission related to meetings attended at City expense
(AB1234).
9. 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. 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
Parks and Community Services Commission
Page 1 of 2
Agenda Item 3.1
DATE:August 16, 2021
TO:Honorable Chair and Commissioners
FROM:La Shawn Butler, Parks & Community Services Director
SUBJECT:Approval of the July 19, 2021 Parks and Community Services Commission Meeting MinutesPrepared by:Jennifer Li Marzi, Senior Office Assistant
EXECUTIVE SUMMARY:The Commission will consider approval of the minutes of the July 19, 2021 Parks and Community Services Commission Meeting.
STAFF RECOMMENDATION:Approve the minutes of the July 19, 2021 Parks and Community Services Commission Meeting.
FINANCIAL IMPACT:None.
DESCRIPTION:The Commission will consider approval of the minutes of the July 19, 2021 Parks and Community Services Commission Meeting.
STRATEGIC PLAN INITIATIVE:None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:The Commission Agenda was posted.
ATTACHMENTS:
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Page 2 of 2
1) July 19, 2021 Regular Parks and Community Services Commission Meeting Minutes
5
MINUTES OF THE PARKS AND
COMMUNITY SERVICES COMMISSION
Regular Meeting: July 19, 2021
PARKS AND COMMUNITY SERVICES COMMISSION MINUTES 1
SPECIAL MEETING
JULY 19, 2021
Attachment 1
A Regular Meeting of the Dublin Parks and Community Services Commission was held
on Monday, July 19, 2021, remotely via Zoom Video Communications. The meeting was
called to order at 7:00 PM, by Commission Chair Matthew Giller.
1. Call to Order and Pledge of Allegiance
Attendee Name Title Status
Matthew Giller Commission Chair Present
Kristin Speck Vice-Chairperson Present
Joseph Washington Commissioner Present
Sameer Hakim Commissioner Present
Vimal Pannala Commissioner Present
Pratyush Rallapally Student Representative Present
Richard Thornbury Alternate Commissioner Present
Daniel Colley Alternate Commissioner Present
2. Oral Communications
2.1. Public Comment
None.
3. Consent Calendar
3.1. Minutes of the July 19, 2021 Regular Parks and Community Services Commission
Meeting
The Commission voted to approve the Consent Calendar.
RESULT: APPROVED [UNANIMOUS]
MOVED BY: Kristin Speck, Vice Chair
SECOND: Sameer Hakim, Commissioner
AYES: Giller, Washington, Speck, Pannala, Hakim, Rallapally
6
PARKS AND COMMUNITY SERVICES COMMISSION MINUTES 2
SPECIAL MEETING
JULY 19, 2021
4. Written Communication – None.
5. Public Hearing – None.
6. Unfinished Business
6.1 Wallis Ranch Community Park – Conceptual Design Presentation
La Shawn Butler, Parks and Community Services Director, presented the specifics of
the item as outlined in the Staff Report and then invited Commissioners’ questions.
The Commission voted to recommend Alternate A to the City Council, with changes
including a restroom on parcel 16 and lights at the basketball court.
RESULT: APPROVED [UNANIMOUS]
MOVED BY: Sameer Hakim, Commissioner
SECOND: Joseph Washington, Commissioner
AYES: Giller, Washington, Hakim, Speck, Pannala, Rallapally
7. New Business
7.1. Public Art Selection - Ad Hoc Committee Assignments
La Shawn Butler, Parks and Community Services Director, presented the specifics of
the item as outlined in the Staff Report and then invited Commissioners’ questions.
The Commission voted on the following appointments:
Committee Appointed Alternate
Monumental Art Project Sameer Hakim Matthew Giller
Parks Feature Art Project Joseph Washington Vimal Pannala
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PARKS AND COMMUNITY SERVICES COMMISSION MINUTES 3
SPECIAL MEETING
JULY 19, 2021
RESULT: APPROVED [UNANIMOUS]
MOVED BY: Matthew Giller, Chair
SECOND: Kristin Speck, Vice Chair
AYES: Giller, Washington, Hakim, Speck, Pannala, Rallapally
8. Other Business
The Commissioners provided brief informational reports about other events and meetings
attended.
Student Representative Pratyush Rallapally introduced himself to the Commission and
Staff.
9. Adjournment
The meeting was adjourned at 8:04 p.m.
____________________________________________
Parks & Community Services Commission Chairperson
ATTEST:
______________________________________
La Shawn Butler
Parks and Community Services Director
8
STAFF REPORT
PARKS AND COMMUNITY SERVICES COMMISSION
Page 1 of 6
Agenda Item 3.2
DATE: September 20, 2021
TO: Honorable Chair and Commissioners
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. For the Wallis Ranch Community
Park, the City Council is expected to provide
conceptual design direction this month. 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 – Heritage 97 0 0
Camp Sunrise - Shannon 146 153 0
Camp Shamrock 120 85 97
Totals 616 411 141
Two full day camps were offered, Camp Shannon, and Camp Splash. 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,
Shannon
Center
Shannon
Center
2 days/week,
Shannon
Center
3 days/week
Shannon
Center
3 days/week
Total
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Page 3 of 6
4 years old 2 days/week,
3 years old
4 years old 3 years old 4 years old
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 child 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 operate 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 consisting of 136 players in grades K through fifth. All
teams were coached by volunteers.
There has been a recent uptick in basketball court rentals for
basketball training and camps.
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 2760 Hours
Fallon Sports Park 1196 735 1371 1034 4336 Hours
Ted Fairfield Park 40 22 22 8 92 Hours
Emerald Glen Park 228 358 420 264 1270 Hours
Cricket Batting Cages 226 270 220 188 904 Hours
Stager Gym 61 99 98 200 458 Hours
Total Hours 2716 2221 2936 1947 9820 Hours
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 BY FACILITY
Facility June 15 – August 31
Shannon Community Center 13
Heritage Park 14
Dublin Senior Center 5
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Page 4 of 6
The Wave 3
Dublin Library/Civic Center 12
Total 47
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 Waterpark in two stages, first
the Natatorium and Splash Zone initially operated five hours a day.
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
patrons per day. The Wave appears to be a popular day trip for those
in the region 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. Cabanas were rented 98% of the time. Loungers were rented 100% on weekends,
with an overall rental rate of 70%. There was a total of 743 rentals.
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 every five customers.
On May 17, 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
1007 1013 910 1057
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 Alamilla Springs 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, Mah Jong, tai chi,
karaoke, melody minstrels, trail trekkers, and Bingo.
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Page 5 of 6
TABLE 7: DUBLIN SENIOR CENTER DAILY VISITORS AND VOLUNTEERS
Programs June July August
Visitors, Daily Average 35 265 270
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 IASF. 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 25-40 lunches before COVID-19 and now regularly serves more than a 150
lunches per day.
In July, Curative provided access for COVID 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 the honor of
Dilgit Budwal. Dilgit was an active participant at the Center.
Her daughter, who provided the donation, thanked the City
for providing a wonderful place for her mother to visit. She
complimented the facility on providing 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 sales for memorial
benches, boulders, tree plaques, and pavers. All benches and
three boulders have been sold. Beginning June 7 through
August 11, The Kolb House was opened by volunteers and a
self-guided tour pamphlet was provided to 34 visitors. On
June 21, a small unveiling was held to celebrate the new
public piece of art 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 III. This phase includes new
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Page 6 of 6
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
2,079 people on June 10. On June 17, the free summer concerts series commenced and continued for
eight weeks. The concert series featured performances from seven bands. The concerts packed the
outdoor amphitheater each night averaging an estimated 1,500 attendees.
The Summer 2021 Picnic Flix was increased to eight movies,
compared to just three in previous years, bringing in between 300-
700 attendees each night.
Family Campouts provided an opportunity for families to experience
outdoor camping right here 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 Commission Agenda was posted.
ATTACHMENTS:
None.
14
STAFF REPORT
Parks and Community Services Commission
Page 1 of 2
Agenda Item 3.3
DATE: September 20, 2021
TO: Honorable Chair and Commissioners
FROM: La Shawn Butler, Parks & Community Services Director
SUBJECT:
Dublin Library Quarterly Report for April - June 2021
Prepared by: Jennifer Mendez, Management Analyst I
EXECUTIVE SUMMARY:
The Commission will receive the quarterly report for the Dublin Library for the period of April
through June 2021.
STAFF RECOMMENDATION:
Receive the report.
FINANCIAL IMPACT:
None.
DESCRIPTION:
Since opening in April 2003, funding for the Dublin Public Library has been provided via a
partnership between Alameda County Library and the City of Dublin. On March 17, 2020 the
Library closed to the public due to the Alameda County shelter-in-place orders as a result of the
COVID-19 pandemic. During this reporting period the Library continued the “No Contact Pickup
Service” and the expansion of online resources and services. In accordance with Alameda County
Department of Public Health guidelines, the Dublin Library opened its doors for visiting hours to
limited occupancy on March 23, 2021.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Commission Agenda was posted.
15
Page 2 of 2
ATTACHMENTS:
1) Dublin Library Quarterly Report: April – June 2021
16
Cindy Chadwick, County
Librarian
Albany
Castro Valley
Centerville
Dublin
Fremont Main
Irvington
Newark
Niles
San Lorenzo
Union City
Learning Group
Library Quarterly Report
(April - June 2021 )
Dublin Library opened its doors for visiting hours on March 23, 2021 with limited occupancy and hours. The visiting hours
were increased effective May 10, 2021 and No Contact Holds Pick hours were reduced to accommodate new pattern of
library usage.
Program and Service Highlights
Our 2021 Summer Adventure, A World of Stories, is running from June 15 to August 15! Everyone, regardless of
age or ability is invited to come along and explore new and creative ways to share stories, while also learning
about others’ stories through listening, watching, and of course —reading! The Adventure Guide is available at all
libraries in English, Spanish and Chinese languages.
In celebration of Earth Day, we held a virtual gardening workshop called Eat What You Grow, on April 22, 2021
featuring Alameda County Master Composter and edible gardener Lori Caldwell. Twenty-seven people attended
the online program to learn about transplanting seeds, soil fertility, mulching, and the best crops for starting
gardeners. Our blog post with the event handouts and a copy of the slideshow was visited 72 times in the week
following the program.
Alameda County held virtual events to celebrate Día. El Día de los Niño’s/El Día de los Libros, commonly known
as Día (Diversity in Action), to highlight the importance of literacy for children of all linguistic and cultural
backgrounds.
We continued to co-host What’s Cooking with the Library, an online cooking program that regularly attracts 10 –
15 adults. We’ve shared new recipes and demonstrated ways to use the Instant Pot for daily cooking.
Children’s librarians prepared theme based book bundles in fourteen different popular categories. Some of the
themes were: Bed times, Families, Farm Animals, and Seasons. Grade level book bags are still popular and on
an average 8-9 bags are checked out daily.
We are noticing increased foot traffic inside the library and recorded 14,317 visits this quarter. There were 282
average daily visits in the month of June. The customers are excited to pick up their holds in person and browse
various collections. Even though the number of appointments to pick up holds declined, our circulation numbers
went up 34% compared to the last quarter.
As all libraries in Alameda County opened their doors for visiting hours, the usage of Live chat declined
significantly and that service ended on May 29th, 2021.
Children’s staff designed and handed out one hundred Dragon Craft Kits in celebration of Asian Pacific Heritage
Month in May. Adult services librarians created a book display with Asian American biographies & memoirs.
ATTACHMENT 1
17
Collaboration, Partnerships, and Community Outreach
In June, The Friends of the Dublin Library funded the purchase of new metal sign holders and sign boards so that
Children’s staff could continue the Nature Story Path we put out in the garden path behind the library building.
The Story Path started in March as a collaboration with the City of Dublin for a St. Patrick’s Day event. Due to
positive feedback from our customers, librarians looked at options to make it a more permanent installation. The
title of the book for June was Like a Lizard, by April Pulley Sayre
In conjunction with the launch of the Nature Story Path, children’s staff created and handed out 200 nature
explorer kits, which included a binocular craft, a pencil, an activity booklet, and a button (both created by staff).
Children’s librarians had 5 Zoom class visits in April and May 2021, with a 3rd grade class from Frederiksen
Elementary School here in Dublin. Librarians read a story, shared a few short book talks, and prepared a booklist
for the students each week.
Statistical Report
Services offered This Quarter Last Quarter
No Contact Holds Pickup Service (hours) 207 556
Total Appointments 1,867 6,820
Number of account holders served 2,156 7,663
Number of Book bundles checked out 760 2,436
Onsite Telephone Hours 699 556
New Cards in 94568 zip code 497 573
Live Chat Offered (hours/week) 42 42
Online Service/Chat Hours* 342 511
Number of physical items Borrowed 87,817 65,617
eResources Use This Quarter Last Quarter
OverDrive -eBooks checked out (Dublin residents) 32,297 35,735
All eMedia Usage 252,592 272,197
Public WIFI Use 1,791 1,876
Online Library Programs This Quarter Last Quarter
Total Programs 259 325
Total Program Attendance 5,792 9,416
Coming Up Next Quarter
Dublin Library is planning to collaborate with Axis Community Health to provide COVID vaccinations in July &
August.
Children’s Staff are hoping to resume class visits with our 3rd graders starting in August 2021 (either virtual or in-
person visits).
We are also starting talks with a teacher from DUSD to plan a One City, One Book program in the new school
year.
Youth librarians are planning to resume 7th/8th grade book discussion group in the fall. If staff can’t present in
person due to restrictions, we plan to offer virtual book discussions
We are cautiously optimistic to be able to enter Phase 5 and fully re -open to pre pandemic hours in the new
Fiscal year.
18
Nature Story Path
_________________________________________ _____________
Cindy Chadwick Ph.D., County Librarian Date
Adventure Guide and Sample Submission
7/15/2021
19
STAFF REPORT
Parks and Community Services Commission
Page 1 of 2
Agenda Item 6.1
DATE: September 20, 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 Parks and Community Services 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,
which encompasses roughly 13,500 square feet, into a Cultural Arts Center that includes a
number of program spaces including a dance and fitness studio, an arts and crafts room, a music
studio, an arts yard, and a variety of 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
along with Group 4 have been working through the design development process.
On June 7, 2021 the Parks and Community Services Commission received a report on potential
operations for the future center and provided feedback for the development of a Cultural Arts
Business Plan.
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Page 2 of 2
Requests from the Commission that are included in the Draft Cultural Arts Center Business Plan
(Attachment 1) are as follows:
• Include multi-art media and a 3D printing class in the list of possible class offerings.
• Research open art studio time for ceramics and other medias.
• Review the department’s current rental cancellation policy to ensure it is applicable to
the operation of the Black Box Theater.
• Research providing indoor film festivals.
• Research revenue sharing opportunities for the Black Box Theater.
Inquiries made by the Commission included the ceiling height of the Black Box Theater and the
general infrastructure of the activity rooms. In the current design, there are no ceilings in the
Black Box Theater; rather there are exposed structural members including ducts, conduits, and
pipes at a height of 10 feet from the floor to the exposed fixtures. Additionally, the activity rooms
are equipped with a large monitor with Audio Visual inputs and speakers, as well as electrical
receptacles throughout the rooms at a commercial standard. Each room also has a wireless access
point (Wi-Fi).
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 plan currently shows that the City will not completely recover
the direct and indirect costs of operations. Staff are requesting feedback from the Commission on
strategies that may be utilized to completely recover costs.
Following Commission review and feedback, this information will be incorporated into the final
Cultural Arts Center Business Plan.
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Commission Agenda was posted.
ATTACHMENTS:
1) Draft Cultural Arts Center Business Plan
21
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 a destination marketing organization 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 .
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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 .
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 generally 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 . Opening receptions/events for
exhibition openings should be planned .
iii . Artists submissions to be considered for the gallery space will be accepted on an ongoing
basis . 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 like
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 a 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 $716,874 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 Programs 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 three 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
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 .
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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
Gallery Artist Submission Fees $ 1,050
Art & Merchandise Sales/Revenue Sharing $ 1,000
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 $ 924,466
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
Parks and Community Services Commission
Page 1 of 2
Agenda Item 7.1
DATE: September 20, 2021
TO: Honorable Chair and Commissioners
FROM: La Shawn Butler, Parks & Community Services Director
SUBJECT:
Committee Assignment Vacancy
Prepared by: Shaun Chilkotowsky, Heritage & Cultural Arts Manager
EXECUTIVE SUMMARY:
Commissioners from the Parks and Community Services Commission will review the Senior
Center Advisory Committee Liaison assignment and make appointments to fill an unscheduled
vacancy.
STAFF RECOMMENDATION:
Review the current unscheduled vacancy for the liaison to the Senior Center Advisory Committee
and make an appointment for a liaison and alternate liaison, as necessary.
FINANCIAL IMPACT:
None.
DESCRIPTION:
The Senior Center Advisory Committee requires the representation from a member of the Parks
and Community Services Commission. As per the Bylaws and Rules of Procedure for the
Commission, the Commission or the Chairperson, upon direction of the Commission, may appoint
several of its members, but less than a quorum, to serve on a Committee. A summary of the
Senior Center Advisory Committee is included below.
Senior Center Advisory Committee
An ongoing committee which advises the Commission, the City Council, and Staff on matters
pertaining to the operation of the Dublin Senior Center. The Commission representative will
serve as a liaison between the Advisory Committee and the Commission. The Senior Center
Advisory Committee meets the first Thursday of the month at 9:30 AM.
As of September 2021, the current liaison is no longer able serve due to scheduling conflicts,
leaving an unscheduled vacancy as shown below.
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Page 2 of 2
• Liaison: Vacant
• Alternate: Cm. Washington
STRATEGIC PLAN INITIATIVE:
None.
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
The Commission Agenda was posted.
ATTACHMENTS:
None.
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