Culver City Parks Task 8.1 Final Plan - Flipbook - Page 82
STRENGTHEN RECREATIONAL, ARTS, AND
CULTURAL PROGRAMMING FOR ALL AGES.
ACTIONS
1. Continue to provide a range of
programming throughout Culver City’s
parks and expand opportunities.
1.1. 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.
1.2. Identify additional community and commercial
programming partners through existing
programs, adjacent and nearby businesses,
and programs proposed by potential operating
partners.
2. Initiate amenities, arts, and
programming hubs.
2.1. Explore signature play features in suitable
parks, such as Lindberg Park.
2.2. Identify theme-based hubs, e.g. board games,
comic books, entertainment, that complement
existing neighborhoods and other cultural
amenities.
2.3. Support a new and expanded outdoor parks
art collection that would contribute to an
expanded cultural network in Culver City.
2.4. 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.
2.5. Add more arts programing and maker spaces
to support ceramics, painting, drawing, textiles,
photography and other art forms.
3. Explore alternative governance
structures for management of
programming to help ensure cost
effective and responsive programming
and activation appropriate to
individual parks.
3.1. Explore public management under an
expanded and/or re-organized staffing
structure to maximize intra-staff collaboration
and avoid overburdening any one
organizational unit.
3.2. Explore public management with friends
group support to complement existing
programs and provide for alternative
fund-raising mechanisms focused on park
programming and amenities.
3.3. Explore joint operation between public
management and private entities to maintain
public supervision of more wide-ranging
revenue development opportunities.
3.4. 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.
4. Assess market for expansion of food
and beverage offerings.
4.1. Partner with local and regional chefs/
restaurants for incubator concepts to provide a
broad range of offerings to the public.
4.2. 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.
5. Assess market gaps for events and
special opportunities
5.1. Deliver new experiences and opportunities for
public and private events that may include fully
free and accessible, ticket-based, and
fully private events.
5.2. Explore opportunities for market-based
fee structures that remain sensitive to
local affordability and drive revenue
where appropriate.
82 THE PLAN // GOALS, ACTIONS, METHODS
