Culver City Parks Task 8.1 Final Plan - Flipbook - Page 243
3. STRENGTHEN RECREATIONAL, ARTS, AND CULTURAL PROGRAMMING FOR ALL AGES.
Action/Methods
3.a
Estimated Timeline
General Plan
Implementation Actions
Continue to provide a range of programming throughout Culver City’s parks and expand opportunities.
City Lead
PRCS
3.b
3.c
3.a.i
Continue engagement with community, park users, staff, and partners to ascertain additional programming
wants and desires, as well as potential operating partners for individual programs.
Short Term (0-5 years)
3.a.ii
Identify additional community and commercial programming partners through existing programs, adjacent
and nearby businesses, and programs proposed by potential operating partners.
Short Term (0-5 years)
Initiate amenities, arts, and programming hubs.
City Lead
Potential Partners
PRCS
Culver City Arts Commission, Culver City Arts Foundation,
Culver City Cultural Affairs
3.b.i
Explore signature play features in suitable parks, such as Lindberg Park.
Short-to-Mid Term (0-10
years)
3.b.ii
Identify theme-based hubs, e.g. board games, comic books, entertainment, that complement existing
neighborhoods and other cultural amenities.
Short Term (0-5 years)
3.b.iii
Support a new and expanded outdoor parks art collection that would contribute to an expanded cultural
network in Culver City.
Short Term (0-5 years)
3.b.iv
Construct additional performance spaces throughout the parks system, with a focus on Veterans Memorial
Park, Culver City Park, El Marino Park, Tellefson Park, Culver West Alexander Park, and Coombs Parkette.
Short-to-Mid Term
(0-10 years)
3.b.v
Add more arts programing and maker spaces to support ceramics, painting, drawing, textiles, photography
and other art forms.
Short Term (0-5 years)
Explore alternative governance structures for management of programming to help ensure cost effective and responsive programming
and activation appropriate to individual parks.
City Lead
PRCS
3.d
City Council, City Attorney, Private Partners
3.c.i
Explore public management under an expanded and/or re-organized staffing structure to maximize intrastaff collaboration and avoid overburdening any one organizational unit.
Short Term (0-5 years)
3.c.ii
Explore public management with friends group support to complement existing programs and provide for
alternative fund-raising mechanisms focused on park programming and amenities.
Short Term (0-5 years)
3.c.iii
Explore joint operation between public management and private entities to maintain public supervision of
more wide-ranging revenue development opportunities.
Short Term (0-5 years)
3.c.iv
Explore beginning a non-profit that expands both management and revenue development options within a
mission-based purview that maintains public parks as free and open to the public.
Short Term (0-5 years)
Assess market for expansion of food and beverage offerings.
City Lead
PRCS
3.e
Potential Partners
Potential Partners
Local Food and Beverage Community, Economic Development
3.d.i
Partner with local and regional chefs/restaurants for incubator concepts to provide a broad range of
offerings to the public.
Short-to-Mid Term
(0-10 years)
3.d.ii
Generate additional revenue possibilities to provide increased operating funds to the parks system while
growing local businesses. Examples include: Destination dining and beer gardens, event concessions, and
private event and catering opportunities.
Mid Term (5-10 years)
Assess market gaps for events and special opportunities.
City Lead
PRCS
3.e.i
Deliver new experiences and opportunities for public and private events that may include fully free and
accessible, ticket-based, and fully private events.
Short-to-Mid Term
(0-10 years)
3.e.ii
Explore opportunities for market-based fee structures that remain sensitive to local affordability and drive
revenue where appropriate.
Short-to-Mid Term
(0-10 years)
CULVER CITY PARKS PLAN 243
