Report Introduction

This report represents over a year of organizational assessments, individual interviews and conversations, and a Community Conversation regarding the cultural landscape of Duvall, Washington .

This Community Cultural Assessment is sponsored by the Duvall Arts Commission under the auspices of the City of Duvall . The Commission is committed to providing the leadership to help the City of Duvall move forward and maximize its cultural resources. Because of the potential for Duvall to become a model community for cultural development, the Front Porch Institute of Astoria, Oregon covered 60% of the costs of the project. It should also be noted that this cultural assessment was enhanced by the materials created this past year during the Community Visioning Process.

 The report consists of three major sections. The first is a general Duvall Community Profile.

This profile is the result of all the data gathered throughout the assessment process as well as some data provided by the City of Duvall that was collected during its Community Visioning Process conducted during the past year. The second section is a transcription of the outcomes of the Duvall Community Conversation # 1, held on Saturday, April 17, 2004 and follow-up Conversations in July and August. The final section includes facilitator observations and identification of key strategic planning issues for consideration in developing a Duvall Cultural Plan.

I. The Duvall Community Profile

Simply put, the community of Duvall is in transition. It is not in trouble as much as it is troubled because of changes and the challenges these changes have created. As a result of this, Duvall is clearly at a turning point. Decisions that Duvall makes now as a community will have long-reaching impact on the direction the community develops.

The changing demographics of Duvall are stunning. In the past twenty years, the community has increased population from approximately 750 people to close to 6,000. And there is no indication this trend will subside. In fact, once the new sanitation facilities are finished and the moratorium on new construction is lifted, the City is anticipating an increase over the next ten years that will come close to doubling its population.

 The area was first inhabited by the Snoqualmie Tribe. The first white settlers in the area were the Dutch Dairy Farmers and the Loggers, making Snoqualmie Valley one of the essential dairy and timber producing areas in Washington . The community stayed relatively small until a growth spurt in 1970's, following the influx of many individuals committed to sustainable living and values associated with the Hippie movement started in California . It was during this point in Duvall’s history when it began to attract a large number of creative and expressive individuals. Individual artists and other people committed to living a self-reliant, sustainable existence, created a strained but livable alliance between the founders of the community and the new inhabitants. In some ways, the values between these three cultural groups (loggers, farmers, hippies) seemed to be at odds. But, over time, the three groups realized they shared many core values with each other. One of the legacies of this culture clash created in the 1970's and subsequent growth of the community is the current “Old Town ” area also known as “Funky Duvall.”

A third cultural group has brought additional change and growth to Duvall. Over the past ten years, it has probably done more to bring Duvall to “The Turning Point” alluded to earlier in this profile than anything else. This group consists of the Seattle Area “Rurbanites.” It is a combination of two words and, in reality, two very different cultures - rural and urban. It is intended to capture the urban inclinations of these new citizens who are looking for the benefits of the “rural” existence. In other words, they want the small town experience while maintaining the urban amenities they enjoy while in Seattle.

 The rapid increase in this population literally “taxed” the infrastructure of Duvall to such a point that a moratorium had to be declared on new construction (limiting new construction to “random allocation” permits). These individuals represent the largest population of the “New Town” which is located on the east end of the entrance into town. The number of new residencies built on this hill in just a few years is staggering. This has pushed the infrastructure capacity of Duvall to the limit. During various interviews, several individuals indicated that the increased property values have challenged their ability to continue to afford property and live in Duvall.

 The infusion of the Seattle Rurbanites has brought about one additional change. Up to this point in its history, Duvall could comfortably call itself a rural community. It was geographically isolated, had a small population, and was, for the most part, self-sufficient. With the influx of the new, large population, the nature of the community began to change. This is reflected in the new developments located in Mid Town and New Town. In essence, it changed the Townscape and, to some degree, the “sense of place” that had previously defined Duvall. These changes have raised many questions and created an increasing amount of tension in the community.

Organizational assessments, community conversations and individual interviews conducted during this cultural assessment provide a very broad-stroked profile for the community. What is clear is that Duvall is an extraordinary community caught in the transition from rural to urban with little, if any, suburban sprawl development in between. It has experienced less of a gradual development and more of a rapid “plop” of urban culture into the community setting. This new development has been rapid and it has caught a lot of long-time residents of Duvall off guard. And, without question, it has challenged Duvall’s long-standing “sense of self.”

The City Council, anticipating many challenges over the next few decades, has wisely initiated a Community Visioning Process, which is resulting in the revision of Duvall’s Comprehensive Plan. This Cultural Assessment is being conducted to provide an important element to this planning process, augmenting the data already gathered.

A. The Center of the Community - The Townscape of Old Town Duvall

There is no question where the “center” of Duvall is located - it is area some people call “Funky Duvall.” While it is not the geographical center of the town it is clearly the cultural center. It is the four-five block area that comprises most of what is known as “ Old Town .” But, unlike some other Old Town blocks in other communities, this isn’t necessarily marked just by old buildings that have been or ought to be preserved. In Duvall, Old Town is the gathering place, the “front porch” of the community. And this is probably for numerous reasons, one of the most important gathering places between all of the various cultural groups locating and settling in Duvall. It was here, in Old Town , a convergence of cultures occurred, manifesting the emergence of creative and cultural diversity that would become a hallmark for the community as a whole.

Because of the historical prominence of this section of town, and its proximity of McCormick Park and the Snoqualmie River, this geographical section of Duvall represents not only the center of the community but also its “heart.” This is where people come to experience the “sense of place” of rural, small town Washington. It is also where they come to find the unusual and unexpected, where they want to walk the streets and the park, where they want to slow down and enjoy just being together. This is where people are invited to experience the genuine, authentic “community of Duvall.”

 It should be noted at this point that most reports of this nature would immediately launch into a strong argument for why this area needs to be designated historical and “preserved and restored.” Some cultural planners would lay claim to Old Town as a logical spot for downtown revitalization efforts, touting all the benefits of historic preservation and revitalization efforts to restore the “Old Town .” But this would ignore the reality that this is what makes Funky Duvall well. . Funky Duvall; the fact that it has changed over the years, accommodating the change in demographics and population shifts and cultural efforts. In essence, Old Town is the creative pallet from which the overall “Townscape” has been painted over the years and this canvas has not been static. Focusing on the historic restoration and preservation of this part of town alone would, in essence, deny part of the ever-changing creative energy that has been the primary and essential catalyst for making Duvall what it is today.

 Old Town Duvall not only represents the best of who Duvall was, it also represents the efforts to change and grow into the best of who Duvall can be. As such, it seems logical that Old Town Duvall should be a primary focus of any community cultural development efforts being considered or planned for Duvall.

 B. From Townscape to Peoplescape

It is not unusual for small communities to have a personality that is greatly influenced by one or two or, perhaps, more personalities. Usually, these personalities are the “founding fathers/mothers” who set a stamp on the community, which carries it through the years - a kind of “community branding.” But, in Duvall, there aren’t just one or two personalities - there is a whole history of individuals who were strong-willed, independent, creative, and forceful. And, what makes Duvall even more unique is the fact there is such a large number of diverse personalities throughout the entire history of the community, including the present. In fact, no community this planner has ever worked with, seems to have more “cultural creatives” present in and actively engaged in the community than does Duvall. While this has some obvious advantages to it, it presents a higher than usual set of challenges. The key is to find the way to keep all of the diversity that makes Duvall unique while, at the same time, providing a point of convergence where all of this energy can join toward a common goal. This has been the case with the cultural assessment process and could well continue through the next phase of cultural planning.

 One of the major challenges facing the Duvall cultural community is moving beyond the split between the Duvall Arts Commission and the Duvall Foundation for the Arts. At one time these two organizations were viewed by many as being one and the same. While most people in the community are unaware anything has occurred, the tension between the two groups going separate ways has created a discomfort within the cultural community. One of the outcomes of this, especially since these organizations were so closely aligned for so long and many of the same people were involved in both organizations, is for the general citizen in Duvall to have difficulty in maintaining the distinction between the two groups.

 The cultural assessment process has been successful in helping to move things in a positive direction. Several meetings have been held with representatives from all of the arts and cultural organizations together and have resulted in the beginning process of developing a shared strategy to move the cultural community toward a more unified approach to the work they do in the community.

Summary Community Profile Observations

Duvall is a powerful place. It has a long and cherished history. It has a strong geographical “Sense of Place” that is recognized and cherished by its citizens. It has citizens who are strong personalities, gifted, creative, expressive, deeply committed to causes, and clearly concerned about the future of their community. And, most important of all, Duvall has a “Poetry of Place” that is influenced by all of these different elements converging into one place at one time. Duvall is a community in transition. And, while the infrastructure issues facing it are enormous, so are the issues related to the cultural landscape and the peoplescape of the community. These go hand in hand and the City leadership (the Mayor, City Council, and Staff) understands this.

 Far too often, communities focus on issues that relate more to the development of adequate human services and infrastructure to sustain the community and fail to address one of the essential aspects of why they are doing this - the people who make the community what it is. This Duvall Cultural Assessment provides this additional aspect to the City’s Comprehensive Plan. And, in commissioning this cultural assessment, the City leaders are clearly stating their recognition that the arts and culture of the Community represent much more than just performances and places to visit. They are making a strong statement that as the City grows so does its cultural landscape and this needs to be part of the strategic planning process for the community. There are challenges facing Duvall that need to be addressed, but nothing that can’t be resolved by people continuing to work together for the common good of the community.

 This community profile describes a strong community with a rich history. It portrays Duvall with strong-willed individuals willing to work together to provide strong leadership. And it conveys many of the challenges that come with a community in transition. Most of these challenges to the cultural community of Duvall can best be described by relationships. This report addresses three of these primary cultural community relationship categories in the final section of this report by identifying three Key Strategic Planning Issues that could be used as a framework for conducting an intensive community cultural planning project should the City of Duvall decide to undertake it.

 The first relationship is defined by geography: the relationship between Old Town , Mid-Town, and New Town. The second is defined by organizations: the relationship between the Duvall Arts Commission, Duvall Foundation for the Arts, Cascade Performing Arts Council, and the Duvall Historical Society. And the third is defined by the very nature of the cultural diversity that makes Duvall such an interesting and fascinating place. These will be addressed in the section on preliminary recommendations.

II. Duvall Community Conversation Transcription

On April 17, 2004, 18 individuals from Duvall and the surrounding area gathered at the Community Center to engage in a Community Conversation. Patrick Overton, Cultural Assessment Facilitator, led this conversation. The morning session focused on each individual answering the following questions: 1. Describe Our Community; 2. What are the Cultural Assets of Our Community; 3. What are the Major Challenges/Opportunities Facing Duvall.

While one of the major goals of the Community Conversation exercise is to collect data to create the community profile, it is also designed to get people engaged in conversation with each other on a one-to-one and in small groups. This gets people from different parts of the community together in one place. Quite often, the major important outcomes from the Community Conversation is getting people in the same room to start talking about their community. This was clearly the case during this Community Conversation. The people were engaged, involved, interested, and willing to be open and honest with each other.

Following the work on each of these questions, the participants met in small groups to share what each individual had written. A recorder took notes during these conversations and reported back to the larger plenary session with the outcomes. The following lists are a combination of both the individual and small group answers to the questions.

I. Describe Our Community

Table # 1

Farm-based to merchants of commerce

Small

Expensive/Large New Homes

Friendly/Folksy

Growing

Diverse/All Ages

Businesses - New/Old Disconnect

Active/Energy

Stirred up by Growth

Arts-Centric/Creative

Passionate about community

Dwindling farms

Old-New Dichotomy - Organizations & Businesses disconnected with Residents

Natural Beauty - Environmental consciousness

Expensive new homes

Downtown - Historic Old-Town (Center/Heart of Town Being)

Diluted by separation from new commercial center(s)

Connectivity

Apathy/At a Crossroads

Amalgamation/Layering

Juxtaposition of old and new/all layers here at once

Income Disparity

Engaged in community vs. disengaged in community

Searching for an identity

Historic Old-town

New Businesses

Transition/Complexity

Table # 2

Contrasts of Values: economies, hippie/arts, loggers, residential/suburbs

Agricultural vs. suburbanites

Apathetic/Disengagement

Small town feeling

History/cultural interests are strong

River front beauty

Old-town vs. newcomers

Desire for convenience/suburban services vs. strong connection with history, Old Town

Ability, or value of ability to affect the community direction

A small community/charming, historic

Culturally active

A town where everybody knows everybody

Wonderful River Front Park where people gather

Old-time farmers, hippy/artist types

Bedroom community types living in suburbs with little contact with town

A mix of other folks who love the small town feel but come with diverse backgrounds

A rich mixture of old-timers, hippies, and suburbanites

A history of farmers, loggers and visitors

Exploring new alternatives

A funky old town with lots of new developments around it

A community of contrasts:

bubbas vs. liberals/old-timers vs. big boxers/hippies vs. high tech

evolution vs. revolution/involved vs. disengaged/informed vs. disgruntled

Concerned vs. angry

Table # 3

Small but growing

Changing rural to urban

More diverse

Searching for Identity/at a crossroads

Rural changing to suburban

People coming from all over US

More education and spendable income

More traffic problems

Congestion

Need committed people

Relatively small but growing

Small rural town with charming, eclectic character

Bucolic, pastoral setting with mountains in background (picturesque)

Development encroaching on town/causing changes in population mix and town structure

Vibrant artists/underserved artists/disinterested artists

Creative foundation/history/potential

Committed people/business/government

Traditionally rural community with many long time

residents that has undergone rapid growth in the

last decade that has created a substantial suburban

bedroom component

II. What Are Duvall’s Cultural Assets?

Table 1

Many talents/many local musicians, writers, artists

Strong artistic sense

A population that appreciates the arts

Local history as cultural asset

Street scape/Big Rock

Pioneer cemetery

Duvall Arts Commission

Thayer Barn project

Teen Center/Sr. Center

We are rich with cultural!

Stores that support art shows and local performing artists

Arts on stage summer program

Performance stage at Cedar Crest

Ethnic minority: Tribe/Hispanic

Dougherty Farmstead

Depot

McCormick Park and River

Funky downtown “Old-Town” and related streetscape

Big Rock Park

School arts programs

The people

Civic Clubs/Libraries

Historic Society

Chamber of Commerce

Public and private schools (drama and music programs/art classes)

Individual artists who live in Duvall and display/perform locally

Accessible venues for local artists

Programs that bring performances into the area

Long–time residents from the town’s logging, farming, dairy, hippie days

Table # 2

DAC Programs/DFA – Summer Stage/Arts Onstage

Dougherty House/Historical Society

Local Artists/Musicians - something attracts them/draws it out in people

Proximity to Seattle

Thayer Barn

McCormick Park

Duvall Daze

Sandblast

# of artists/musicians in community

Community Organizations

Nature

Creative Thinkers

High School arts programs

Quilt Shop

Parks

P&G Speakeasy - Paula

Gardens & sunspaces - Sunny

People involved in community

Nelson Farm

Historic Downtown and antique shops

Land-based heritage

Odd-itorium

Vital, animated pedestrian-friendly Old Town that fosters creative connections among people

Creative, nurturing atmosphere

Library

Tera Nova Studies

Wednesday nights in the park/ Carolyn Butler

Table # 3

People with commitment and involvement to arts and history

Organization and institutions supporting the arts

businesses

city-government

DAC, DFA, CPAC

Historical society

Physical beauty of the area

City openness to citizen participation

That’s easy - “its people”

Dedicated, individuals, hardworking, intelligent, creative

People defining Duvall as it is today and will be in the future

People committed to the arts and to Duvall’s history

An appreciation of the natural beauty of the region where we live

Propensity of citizens to build bridges between their history, the beauty of the Snoqualmie

Valley, and their artistic expression

The complexity of people

Lushness of spirit

Willingness to contribute effort for community

Appreciation of and tolerance of differences

Sense of humor

Tenacity

III. What are the Challenges/Opportunities Facing Duvall At This Time

General Group Discussion

I. Challenges

Lack of Community support/attendance

Elitism of old (closed to new)

New people trying to fit/have a different attitude

The economy - the haves and have-nots

Keeping historical connection

Addressing what the old/new citizens want/need

People thinking there are no rules

Duvall used to be very sophisticated (anti-ruralism attitude)

Threat to old town

Too few doing too much for too many

Lack of opportunities for parents to help children

Nonprofit volunteer burnout - young people may be changing this

How to bring new people into “old” community

Need for genuine/authentic communication

There is too little time - for everyone

We need to educate/nurture/training volunteers

We need to nurture philanthropy

Need to do a better job of advocacy - who we are, what we do, why we do it

People must be asked and they aren’t being asked

Disconnect with home - losing “funky Duvall”

There is a serious conflict between the various Duvall cultural groups that absolutely has to be addressed: it is an unhealthy competition between small groups in a small community

People are terribly confused about the differences between DAC/DFA/CPA (Cascade

Performing Arts)

Opportunities to Address Challenges

Develop Heritage Park

Identify Arts/Performing Arts/Cultural Center/Community Center

We can do better advocacy for the arts/culture/heritage in our community

Address unhealthy competition between existing cultural/arts organizations in Duvall

We need to develop a cultural alliance

We need to address confusion in general public about groups

Need to address/clarify City Responsibility/Responsiveness

Create a synergy between City and nonprofit/cultural groups

We are on the brink of having a new opportunity to have diverse groups integrating into our

community (Hmong)

City does respond, need to identify that

Need to celebrate

Owning up to the “Troubles”

Every community has conflict. But Duvall has an abnormally large percentage of strong-willed, independent, and creative thinkers/doers.

Summary of Duvall Community Conversation # 1

What makes a community what it is? Its history? Its resources? Its people? Yes. It is the relationship between all three of these elements that make a community what it is today. The Duvall Community Conversation was intense, engaged, and constructive. It was a good sample of people representing many of Duvall’s major cultural organizations actively participated in the exercise. They wrote their thoughts down and shared these with others. And they engaged in a larger “group conversation” about each and every one of the questions presented to them during the Conversation.

The one thing that seemed the most striking of all that was revealed during the morning event was the fact that people not only deeply love Duvall, they want to help Duvall have a constructively creative future. They accept the fact that they are part of the community leadership that will make this happen. And they clearly realize that there are many challenges in front of Duvall. Living in Duvall has not always been easy. And there is no questions that this period of transition has its share of challenges for City leaders and Duvall citizens alike. But, what doesn’t exist is the option of shrinking from these challenges with the expectation they will solve themselves. The only way to address the future of Duvall is to become a group of individuals working together and creating community intersections.

III. Duvall Cultural Assessment Preliminary Recommendations

Planning Issue # 1 The Relationship between “Old Town/Mid-Town/New Town”

A recurring issue throughout the community conversation and the many interviews conducted is the reality that there are many “personalities” of Duvall as evidenced by various developments from north of town to the southern boundary.

 The most striking of these images is the concept of a town divided into three major sections.

Of these three, Old Town seems to be at the most risk. While small in size (only five blocks), it represents not only the core of Duvall’s original downtown area; it is also the area that makes Duvall stand out as a unique, rural community.

 Currently, the Old Town area is at risk because of the difficulty of businesses surviving.

Old Town is a destination site. The City of Duvall has targeted this area for possible renewal, including expanding the sidewalk area and other amenities to encourage pedestrian traffic.

The following recommendations are intended to supplement current City plans for the area.

Recommendation # 1 Create a Cultural District for the five blocks of Old Town (Including McCormick Park )

Establishing this area as a special “Cultural District” will provide the kind of focus necessary to help this area address its current challenges. A Cultural District can make the area businesses eligible for special incentive tax breaks and possibly some community development funds to promote the Old Town Revitalization. It will centralize cultural amenities (including the possibility of some performance space and the proximity of McCormick Park ), encourage the preservation and possible restoration of Old Town buildings, and provide a “front porch” for Duvall citizens to gather together.

Recommendation # 2 Create a Cultural District Old Town Association to Promote

Cultural Tourism and Economic Development

Creating a Duvall Old Town Cultural District Association consisting of for-profit businesses and nonprofit organizations focusing on the Cultural District area will maximize resources to promote cultural tourism in Duvall, which will translate into economic development for the entire community. This will also assist Mayor Becky Nixon and the City Council/Staff implement the vision they have created for the comprehensive plan for Old Town.

Recommendation # 3 Create A Duvall Farmers/Art Market

With the proximity of McCormick Park (only one - two blocks away); a Saturday or Sunday Farmers’ Market, expanded to include arts and crafts, could encourage pedestrian traffic and promote local area artists. These markets have become popular the past few years so there may be something like this already in existence in the area. But, combined with the new Duvall Cultural District, this area could have a special interest, drawing people to Duvall and encouraging cultural tourism.

Recommendation # 4 Consider Possibilities of Converting one of the Old Town Buildings into a Temporary Performing Arts/Community Cultural Center

Duvall needs a community art center. While the City and DFA have created a public/private partnership to renovate the Thayer Barn into such a center, that project is currently on hold and there is an advantage to addressing short-term needs and integrating such a facility in to the new Duvall Cultural District. When (if) Thayer Barn is completed, this Old Town facility can continue to serve as a necessary community gathering place.

Recommendation # 5 Establish a Duvall Public Arts Program

If Duvall creates a Cultural District, it is logical to support this with establishing a “Public Art Program.” There are numerous ways in which public art can be integrated into the community of Duvall Streetscape, especially Old Town. A program like this can further economic development by creating a “Sense of Place” that promotes Duvall as a community that celebrates art and the role art plays in the day-to-day lives of its citizens.

Recommendation # 6 Create A Duvall Old Town Visitor’ Center

This is an excellent opportunity for the cultural organizations and businesses in Old Town Cultural District to work together to promote not only Old Town but also the entire Duvall community. A Visitor’s Center could promote all organizations, businesses, cultural programs, and historic sites, providing an essential service to the City of Duvall.

Recommendation # 7 Address Issues of Traffic Going Through Old Town Area

While this recommendation addresses more of the overall “infra-structure” of Duvall and the comprehensive plan, it is important to recognize that if plans move forward to developing a cultural district in Old Town, the amount of traffic that exists now (along with what is expected as an increase) will create a serious impediment to creating a public art/cultural district/pedestrian friendly Old Town.

Recommendation # 8 Create a Comprehensive Duvall Cultural Plan

In the beginning of this project, preliminary consideration was given to creating a Snoqualmie Valley Cultural Plan. While the larger regional issues are important to address, it is clear that Duvall has enough challenge in front of it to focus on creating a Duvall Cultural Plan. To accomplish this project, DAC should serve as the lead agency with the newly formed Duvall Cultural Alliance serving as the core Cultural Planning Steering Committee. While the primary focus of developing this cultural plan will be Duvall, consideration should be given to including Snoqualmie Valley communities as they relate to the programs and services created by Duvall.

Planning Issue # 2 The Relationship Between The Duvall Arts Commission, The Duvall Foundation for the Arts, the Cascade Performing Arts Council

And the Duvall Historical Society

Duvall is a small community. Having four major cultural organizations working independently of each other and, at times, competitively, creates challenges for limited resources (both human and financial). In addition, the lines of responsibility and relationship between these organizations is unclear, and has been repeatedly identified as a overarching issue in individual interviews as well as the two Community Conversations held during the assessment period.

The cultural assessment project has provided opportunities for representatives from these various groups to meet together, discuss shared concerns and issues, and come up with some strategies to address them. Significant progress was made in opening up communication between these four groups. And, while each group has its own governance structure and purpose for existence, the conversations convened during this cultural assessment project have invited the groups to work together to find the best way to maximize the resources each group has to serve the community of Duvall.

Representatives from some of the various cultural groups involved in the Community Conversations and individual interviews expressed concern that they are not as much “in the City loop” as they wanted and were eager to create some mechanism to provide more direct communication between all of the groups and the City. As a result of this concern, the preliminary cultural assessment recommendations included a proposal to reconfigure the Duvall Arts Commission into a Duvall Cultural Commission (consisting of representatives of each of the major cultural organizations in the community).

Following extensive and in-depth conversations between the various cultural organizations in Duvall, the decision was made not to pursue forming a Duvall Cultural Commission at this time but rather to recommend the formation of an informal “Duvall Cultural Alliance” as a positive “first next step.” It is hoped that this informal cultural alliance setting will invite individuals within the various cultural groups to continue to engage each other in this important community conversation.

Recommendation # 1 Create Public/Private Partnerships to Support Arts and Culture in Duvall

The Duvall Arts Commission is not equipped nor funded by the City to present all the various arts disciplines in the community. One way to address its commitment to support all community-based art is to create various “public/private partnerships” between DAC and existing cultural institutions including DFA, CPAC, the Duvall Historical Society, as well as various public and private educational institutions. What DAC can do is serve as a cultural catalyst, speaking on behalf of all of the cultural community, helping the City understand why arts and culture are so important.

Recommendation # 2 Continue to Find Effective Promotion Strategies to Communicate the Extent and Variety of the DAC Programming

Because of the success and public nature of the Summer Stage and the Arts Onstage program, some people in the community think of DAC as primarily a performing arts presenting organization. The fact is, DAC oversees a variety of programming and it is important the Arts Commission continue to find effective ways to communicate the extent and variety of these programs to the general public.

Recommendation # 3 Create an Informal Duvall Cultural Alliance

It is essential that communication between the various Duvall cultural organizations that was begun during this cultural assessment process continue. Creating an informal Duvall Cultural Alliance, consisting of the four major cultural organizations in Duvall (including DAC, DFA, CPAC, and the Historical Society) provides a good “first next step” in establishing essential communication links between these organizations. This Alliance will encourage continued conversations toward formalizing the relationships, promoting the growth and development of Duvall’s cultural community. This Alliance should be expanded to other Duvall cultural organizations as they are identified by the group (i.e., the various educational institutions within the community).

Recommendation # 4 Use the Historic Train Depot as a Duvall Visitor’s Center

And/or Cultural Tourism Center

The train depot, having just been moved to a new, permanent location at the entrance to McCormick Park, is a logical place to be considered as a location for a Community Visitor’s Center, promoting Duvall and inviting people to take advantage of all of the various cultural tourism opportunities that exist. As the Cultural Alliance grows and, perhaps, develops into a more formal cultural organization structure , the Depot could be considered as a possible location for these organizations to meet and work together toward the common good of Duvall’s cultural community.

Recommendation # 5 Establish a Heritage Park

While promoting Old Town Duvall is important, it is also important for people to realize there are other cultural amenities in Duvall. The Dougherty Farm House is one example. Adding a Heritage Park in the same general vicinity as the Dougherty House would give reason for people to include the North end of town, especially if consideration were given to creating an outdoor amphitheater, as was discussed during the cultural assessment project. The House and the Heritage Park would be an additional cultural tourism draw for people passing through the area.

Planning Issue # 3 The Relationship Between the Loggers and Dutch Dairy Farmers, the 1970's Hippies, the new “Seattle Rurbanites” and other Culturally Diverse Groups

If there is one single aspect of Duvall that makes it a distinctive community, it is the diverse nature of the people who live there. The town celebrates a history of being settled by different groups at different times. Each new settlement group not only increases the population but also broadens the cultural diversity of the community. The struggle between the loggers and the farmers; the arrival of the Hippies in the 1970's presented the farmers and loggers with a real challenge, one that was eventually overcome. Now the community is faced with a huge population increase due to arrival of the “Seattle Rurbanites,” during the past ten years. Many of these new Duvall citizens work in the Seattle area and spend very little time in Duvall except in the evenings and on the weekends. They are not terribly involved in the civic discourse of Duvall and quite frequently are described as being “apathetic” toward issues facing Duvall.

Beyond these basic core cultural groups, we also have an increase of more traditional culturally diverse groups including an expanding Hispanic population, a small but distinctive “Hmong” population, and some other groups including Koreans. For some reason, Duvall seems to be a natural gathering place for people who think differently yet work to find ways to work together. Duvall is facing one of its greatest challenges now as it develops a comprehensive plan to address needs of the community over the next ten years. The Historical Society has a contribution to make in preserving the varied and diverse history of the community. Now, more than ever, Duvall needs to focus on preserving the “Sense of Place” that has made it unique. In addition, it needs to pay attention to the fact that decisions being made now, especially in the comprehensive planning process, will create the “New History” of Duvall.

It is also important to recognize the special contribution the Arts can make in addressing this challenge, perhaps one of the most creative and constructive contributions the arts make to the overall community cultural development of Duvall. The arts invite people to tell their stories and listen to the stories of others. They help people identify, preserve, and celebrate what is unique about them and their families, as well as what is unique about the larger community as well.

The arts don’t create diversity, but they do invite people to learn about cultural diversity in such a way as to be a positive, constructive experience. Duvall has a fascinating cultural mix of people, representing a long and valued history of unique, independent, and creative people gathering together, making the community what it is today.

Recommendation # 1 Create a Duvall Multi-Cultural Festival

The arts provide one of the most effective ways possible to promote, identify,

celebrate, and transmit cultural diversity values. A Multi-Cultural Festival is an excellent way to bring the various cultural components of Duvall together and create a common “gathering place.” This would be an excellent project for the proposed “Duvall Cultural Alliance” to take on once it has established itself and develops the necessary resource capacity to do something of this magnitude. It is an excellent way to promote all of the arts and culture and the important role they have in communicating core cultural values and helping Duvall identify and celebrate its rich cultural heritage.

Recommendation # 2 Consider Presenting the Multi-Cultural Festival in

Conjunction with Duvall Daze

Duvall Daze has undergone some transition over the past few years. While the future of Duvall Daze is uncertain, consideration should be given to introducing the Duvall Multi-Cultural Festival as a component of Duvall Daze.

Recommendation # 3 Use Arts Education To Promote Cultural Diversity

Arts Education is an excellent way to help people reach their full potential. Arts education opportunities in the Duvall school system provide an excellent opportunity for students to learn about themselves, their community, and the diverse cultures that make Duvall so unique. This is also an excellent opportunity to promote and nurture the public/private partnership with the public school system.

Recommendation # 4 Work with Non-Profit Organizations and Private Businesses

To Promote Arts Education Opportunities in Duvall

The Duvall Arts Commission doesn’t have the necessary resources to provide all of the arts education opportunities necessary for Duvall. There may be other organizations in Duvall that can assist in this process by working with DAC in developing a public/private partnership. There are also several visual arts teachers in Duvall that provide private lessons and they may be a good source for public/private partnership as well.

Planning Issue # 4 Use Organizational And Cultural Assessment Information to Assist DAC in Creating an Effective Strategic Plan

The following recommendations were contained in the organizational assessment document completed in the spring of this year for the Duvall Arts Commission and are intended to serve as a blueprint for DAC continuing the process of strengthening its internal structure so it can maximize its capacity to serve the community of Duvall. These recommendations are intended to serve as a starting point for DAC to create an effective strategic plan that identifies specific goals, objectives, action steps, leadership identification, resource allocation, time line, and evaluation procedures to help the Commission accomplish its goals and fulfilling its purpose.

Recommendation # 1 Determine Your Audience

There is the audience you serve, the audience you are expected to serve, and the audience you want to serve. They may be the same, but chances are they are different. The Commission needs to spend the time that is necessary to explore these issues. This will enable you to determine the audience you want to serve and then determine what you have to do to serve that audience.

Recommendation # 2 Create a DAC Values/Vision/Mission Statement

The Duvall Arts Commission exists for a reason. That reason or reasons needs to be better communicated. Creating a clear statement discussing your “values/vision/mission” can give the Commission a much more clear idea of who you are, what you do, and why you do it. It can also give you a valuable tool for doing the kind of community advocacy that is necessary to help people understand why the Commission is vital to Duvall.

Recommendation # 3 Share this Values/Vision/Mission Statement

Once you have created this one-page statement, you need to find ways to share it with your audience as well. Perhaps portions of it should be printed in your programs, advertising, etc. Some “tag lines” from the statement could become ways to identify the Commission with a larger purpose than just “presenting arts programs.”

Recommendation # 4 Involve City Staff and City Council in this Process to Promote Their Buy-In

The buy-in from the City is essential. City staff, especially those staff directly related to the work of the Commission, have to have a clear understanding of the Commission and your purpose. Without this, you won’t be able to accomplish what it is you want to do. This takes time, it takes effort, but it may be the most important thing you do.

Recommendation # 5 Determine Whether The Commission is a Producer, a

Presenter, or Both

Right now, the Commission is focusing primarily on its role as a presenter. But, there is also clear evidence that Commission members view your role as being much larger than this. What it is you understand your role to be and what it is the City wants your role to be may end up being two different things.

Recommendation # 6 Clarify DAC Governance Structure

There seems to be a real need to establish a more clear organizational “governance” structure. This refers to how the Commission functions (with what authority). And once this is done, there needs to be the beginning process of establishing a Policies and Procedures manual that includes job descriptions so the work of the Commission can be continued by other people who are not currently involved in the organization.

Recommendation # 7 Advocacy/Fundraising - Advocacy/Fundraising, etc.

The issue isn’t lack of funding - the issue is why the lack of funding exists. You need to create an effective advocacy campaign that celebrates who you are, what you do, and why you do it and then you need to find new avenues to help raise the necessary funds to help you do what you want to do. It isn’t about funding. It isn’t about money. It is about values! People put their money where their values are!!

Recommendation # 8 Clarify The City’s View of the Commission’s Role in Duvall

This seems simple enough - you wouldn’t exist unless the City wanted you there. But, the fact is, it doesn’t appear that the City really understands the Commission and what it is you really do. There is advocacy work that needs to be done here. Keeping them informed of the Cultural Assessment and Cultural Planning work will help.

Recommendation # 9 Consider Creating a Non-paid, Part-Time Administrative

Director Position to Assist with Human Capital Need

Your current Commission Chair is functioning with the same commitment, energy, and exhaustion as does a full-time paid arts administrator staff position. Without her enormous contribution, the Commission work wouldn’t get done. You don’t have money for a paid position now but you could consider creating a “non-paid” position that would elevate the work beyond that of just being a “volunteer.”

Recommendation # 10 Move Toward Strategic Planning and Helping

The Commission To Become A Creating Organization

More simply put, you need to move the Commission from being dependent on just a few people to being “policy/procedures” driven. One way to do this is to begin the process of making decisions about what you need to do to develop the Commission into a more formal, valid part of the City Government. There is a unique role that a city-based Arts Commission can do. There are also some limitations. It is time to identify them, address them, and move on to what works best in Duvall.

Recommendation # 11 Incorporate Any Changes/Additions Into the

City Ordinance Describing the Commissions Purpose

Whatever major structural/program changes/additions the Commission makes during the strategic planning process must be incorporated into the City Ordinance that brought the Commission into existence and gives the Commission the authority it needs to function.

Cultural Assessment Report Summary

The Duvall Arts Commission, the Duvall cultural community, and the larger community of Duvall have a lot on your plate. This cultural assessment report is intended to provide a brief community profile as well as some preliminary recommendations to assist DAC in completing some preliminary organizational strategic planning.

This report identifies the key planning issues facing the Duvall Arts Commission and the community as a whole. The key to success for DAC, in whatever it comes up with as a preliminary strategic plan, is to address issues related to public accountability. DAC is a City Commission and has a clearly defined public mandate. But there are other cultural organizations in Duvall that make up the remainder of the Duvall cultural community. The key to success for all of these organizations is to find a way to work together to maximize the resources and build the capacity of each individual organization to fulfill its mandate and mission in service to the wider community.

It is clear, after over 1 year of working with these various organizations and the individuals in them, that City of Duvall is once again at a turning point. It is also clear that you have many committed individuals who are willing to do the hard work necessary to help bring about a positive outcome for everyone involved. No community can ask for more than this - that its citizens care enough to invest their time and energy to making it a better, safer, and more enjoyable place to live.