ATTACHMENT 2
City of Costa Mesa
Costa Mesa Arts & Culture Master Plan
City of the Arts
Approved by City Council
March 16, 2021
Prepared by
Arts
ORANGE COUNTY
alcome
CITY OF THE ASTS
INDEPENTENCE
"THE LOCAL COMMUNITY, THE REBEL SURF-SKATE CULTURE AND THE
IDEA OF PEACE AND OUR NEED TO TAKE CARE OF OUR ENVIRONMENT ALL INSPIRED ME FOR THIS PIECE... I WANTED PEOPLE DRIVING DOWN
THE FREEWAY TO BE ABLE TO CLEARLY PICK UP ITS MESSAGE AND MAYBE BE INSPIRED, TOO... THE MURAL REPRESENTS INCLUSION, WELCOMING, COMMUNITY, PEACE AND HARMONY.
WHAT I HOPE IS PEOPLE WHO ENJOY IT CONSIDER HOW ART ENRICHES
THE COMMUNITY AND THEN, MAYBE, THEY SUPPORT MORE PROJECTS LIKE THIS."
SHEPARD FAIREY
World-renowned artist who created the mural "Welcome Home" for Baker Block, 125 Baker Street East. At 136-feet long by 55-feet high, the mural covers more than 8,000 square-feet, and features the City of Costa Mesa motto, "City of the Arts." P 3
TABLE OF CONTENTS
Introduction. 4
City of Costa Mesa Leadership 5
Executive Summary, Vision, Mission.... 6-7
Research Methodology.. .. 8
-Sources of Community Input.. 9-10
-Key Stakeholder Interviews... . 11-13
-Community Forum Attendees... ...14
-Online Survey Overview...... .15-20
Timeline - Highlights of Costa Mesa's "City of the Arts" Evolution 21-22 Why the Arts are Important to a Healthy Community. 23-26 The Creative Economy in Costa Mesa.. 27-28
How Much do Cities Spend on Arts & Culture?... .29
How do Cities Fund the Arts?... .30
Orange County Cities Arts Governance.. ..31
Costa Mesa Cultural Arts Committee.. 32
Overview of City-Sponsored Arts & Cultural Activities 33 Policy Framework: Goals, Objectives, Action Steps 34-51 Recommendations: Suggested Action Plan Timetable.. ...52-55 Recommendations: Budget Forecast.. ..56-57
About the Consultant. ...58
Appendices... ..61
P 4
INTRODUCTION
The City of Costa Mesa is truly fortunate to have become home to world class performing arts producing companies and presenters, performance and exhibition venues, renowned works of public art, and soon a museum of art. Several of these organizations and their facilities have been created entirely through private initiative and paid for through generous private philanthropy, led by the extraordinary vision and meaningful involvement of the Segerstrom family.
These are assets of incalculable value, accessible to and benefiting all City residents. At the same time, and as a result, visitors are drawn to Costa Mesa, not only from the region but from all over the world. Thus, Costa Mesa's arts and culture contribute mightily to the community- its vibrant economy, the City's fiscal health, and the overall quality of life.
It was in recognition of the important value and impact of local arts and culture that the Costa Mesa City Council, in 1984, changed the official City motto to "City of the Arts" and created its Cultural Arts Committee.
Since then, the City has capitalized on these outstanding arts assets, particularly in attracting international travelers and business relocations. Yet the City's investment in its arts and culture is quite modest--well below most of the region's largest cities. One reason may be City leaders belief that the longstanding strength and quality of privately-funded venues and programs meant that those bases were well covered, enabling them to focus their resources elsewhere.
Much has changed, however, over the past thirty-five years, and the ability of Costa Mesa to continue affirming its role as a preeminent "City of the Arts" has warranted taking a fresh look.
Therefore, in 2017, the Costa Mesa City Council approved unanimously the development of the City's first Arts & Culture Master Plan. This initiative signaled the Council's belief that the time had come to appraise the value of the City's cultural resources, to identify what strengths and weaknesses those who live, work or visit here feel exist in the local cultural landscape, and to envision ways that the City can support and advance arts and culture in Costa Mesa.
Arts Orange County, the county's nonprofit arts agency, was privileged to be engaged as Costa Mesa's consultant for this project.
Arts Orange County
CITY OF
COSTA MESA
LEADERSHIP
(MARCH 16, 2021)
City Council
Katrina Foley - Mayor
Andrea Marr - Mayor Pro Tem, District 3
Don Harper - Council Member, District 1
Loren Gameros - Council Member, District 2
Manuel Chavez - Council Member, District 4
Arlis Reynolds - Council Member, District 5
Jeff Harlan - Council Member, District 6
Cultural Arts Committee
Charlene M. Ashendorf
Frank Gutierrez
Stephanie Wenning
Anthony S. Manrique
Salina Mendoza
Arelly Ocampo
Rocky Evans
Andrea Bravo-Campbell
Mark Cleveland
Gestina Yassa (Alternate)
Cassydy Berliner (Alternate)
City Staff
Jason Minter, Parks & Community
Services Director
Ashley Thomas, Recreation Supervisor
Pacific Symphony, Carl St.Clair,
Music Director, performing at the Renée
and Henry Segerstrom Concert Hall.
6 EXECUTIVE SUMMARY
The City of Costa Mesa Arts & Culture Master Plan results from the compilation and synthesis of significant community input collected during the course of over one year, and reflects the dreams and wishes of Costa Mesans expressed in the following Vision and Mission Statements and distilled into goals and action steps for the City to pursue.
VISION
The City of Costa Mesa rededicates itself to the distinction of being a "City of the Arts," a place where:
• creativity and creative people can flourish
• imagination, inspiration and innovation are held in high regard • the arts are agreed to be essential to everyone's education • arts and culture enrich lives and uplift the human spirit • arts and culture promote civic pride
Historic
Mural by Allyson Jones Wong at 1500 Adams Avenue.
MISSION
Building on the efforts, accomplishments and momentum of its proud history - recognizing the challenges and competitive pressures of today - and responsible to the expectations and vitality of the future, the City of Costa Mesa sets forth 4 core priorities:
• Increase opportunities for all to experience arts and culture throughout our community, with a commitment to equity, diversity and inclusion - Expand arts and cultural offerings for children and youth - Increase free arts experiences year-round throughout the City • Expand public art throughout the City, both indoor and outdoor, through donation, loan and purchase
• Professionalize and elevate the status of arts and culture in City government
- Boldly assert Costa Mesa's "City of the Arts" brand
- Hire professional arts and culture staff
- Establish a City Arts Commission and retain the City's Cultural Arts Committee in a new role
• Support Costa Mesa's thriving creative economy
- Promote greater creative sector collaboration
- Help keep Costa Mesa's "creatives" in the City
- Address the need for creative spaces
- Re-imagine the City's arts grants program for greater impact The fulfillment of these goals requires the City to invest appropriate levels of time, talent and financial resources.
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RESEARCH I METHODOLOGY
During the past twelve months, Arts Orange County has collected community input and data through a variety of tools.
• Conducting meetings with the Cultural Arts Committee's Arts and Culture Master Plan Subcommittee to review project goals and scope of work, to keep them informed of our progress, and to identify information still needed for the plan.
• Conducting 78 individual key stakeholder interviews to identify community arts and cultural needs. These individuals were identified in collaboration with the Arts and Culture Master Plan Subcommittee and included a representative sampling of various important constituencies within or serving the City of Costa Mesa.
• Conducting seven community conversations to identify arts and cultural needs, held in various locations around the City, including a bilingual community conversation held at a Latino neighborhood community center. • Conducting an online survey that was open to the public, and promoted widely, to collect input from Costa Mesa residents and visitors to the City. The survey was available in English and Spanish, and more than 1,000 responses were received.
P . 9
SOURCES OF
COMMUNITY INPUT
OC Fair & Event Center All-American Boys
Segerstrom Center for Chorus
the Arts and its Arts & Learning
Resident Organizations Conservatory
South Coast Repertory The Attic Theatre
Orange County Costa Mesa
Museum of Art Playhouse
PROFESSIONAL ARTS & COMMUNITY ARTS &
ENTERTAINMENT ARTS EDUCATION
South Coast Metro
South Coast Plaza / Alliance
C.J. Segerstrom & Sons Travel Costa Mesa
The LAB / CAMP / Steelwave
The LAB Holding (Hive & The Press OC)
Triangle Square Red Oak Investments
(Baker Block)
Sakioka Company
DESTINATION RETAIL MAJOR BUSINESS
OC Department of VANS
Education
RVCA
Newport-Mesa Unified
School District Urban Workshop
Orange Coast College Transparent
Productions
Vanguard University
EDUCATION CREATIVE
INDUSTRIES
- 10
Mesa Art & Framing
Neighborhood Costa Mesa Ceramics
Community Location 1980
Forum Graphic Decisions
Online Survey Leonardo Da Vinci
Institute
COSTA MESA SMALL BUSINESS
RESIDENTS
SOY (Save Our Youth)
"Dia del Niño" OC Community
Foundation
Festival attendees OneOC
Bilingual Community United Way of OC
Conversation
Individual Arts Patrons
Spanish-language
online survey
LATINO COMMUNITY SOCIAL SERVICES
& PHILANTHROPY
Mayor & City Council
Parks & Recreation
KOCE-TV / PBS SoCal Commission Cultural Arts
Local Arts Magazine Committee City Manager
Economic & Development
Services Department
MEDIA CITY GOVERNMENT
KEY STAKEHOLDER
INTERVIEWS
Consultant's scope of work was to interview 20 key stakeholders.
However, Arts Orange County interviewed 78 individuals.
All are Costa Mesa-based, unless otherwise noted.
community
programs
lestsidev Chuc
creativity
needs
CostaMesa
Minoo Ashabi Principal Planner, City of Costa Mesa
Charlene Ashendorf Cultural Arts Committee Member, City of Costa Mesa David Blaire Board Member, Costa Mesa Playhouse
Krissie Bogner Parks & Recreation Commissioner, City of Costa Mesa Gordon Bowley Costa Mesa United
Maria Hall Brown Executive Producer, Arts & Cultural
Programming, PBS SoCal (KOCE-TV)
Mike Brown Board Member, Costa Mesa Playhouse
Peter Buffa Director, Barclay's Bank, CM resident, former Mayor and Council Member, City of Costa Mesa
Mary Cappellini Board Member, Save Our Youth
Gregory Cox Vice President, Development, Pacific Symphony- resident orchestra Renée & Henry Segerstrom Concert Hall,
Segerstrom Center for the Arts
Barry Curtis Director of Economic & Development Services, City of Costa Mesa P • 1 2
Sandy Segerstrom Daniels Managing Partner, C. J. Segerstrom & Sons/South Coast Plaza Skeith De Wine Artist, Gallery Owner
Terry Dwyer Former President, Segerstrom Center for the Arts David Emmes Founding Artistic Director, South Coast Repertory Steve Endicott Board Member, Costa Mesa Playhouse
Kathy Endicott Board Member, Costa Mesa Playhouse
Kathleen Eric Cultural Arts Committee Member, City of Costa Mesa Leah Ersoylu Former Parks & Recreation Commissioner, City of Costa Mesa Rocky Evans Cultural Arts Committee Member, City of Costa Mesa Scott Fitzpatrick Arts Specialist, Newport- Mesa Unified School District Katrina Foley Mayor, City of Costa Mesa
John Forsyte President, Pacific Symphony - resident orchestra Renée & Henry Segerstrom Concert Hall, Segerstrom Center for the Arts Jesse Fortune Owner, Location 1980 (Artist studios and gallery) Sandra Genis Council Member and Former Mayor, City of Costa Mesa Frank Gutierrez Cultural Arts Committee Member, City of Costa Mesa Joan Hamill Director of Outreach, OC Fair & Event Center Todd Hanson Vice President, Orange County Community Foundation, Newport Beach
Tom Hatch Former City Manager, City of Costa Mesa
Mark Hilbert Arts Philanthropist, Founder of The Hilbert Museum at Chapman University, resident of Newport Beach
Seth Hiromura Steelwave, owners of Hive and The Press OC Jason Holland Vice President, Outreach, Segerstrom Center for the Arts Jim Huffman Founder of The Attic Theatre, Santa Ana and resident of Costa Mesa
Mark Kaufman Publisher, LOCAL ARTS Magazine
Jason Komala Cultural Arts Committee Member, City of Costa Mesa Kathy Kramer President & CEO, OC Fair & Event Center
Peter Kreder Board Member, Costa Mesa Playhouse
Elizabeth Kurila Former Vice President for Development, PBS SoCal (KOCE-TV) Jennifer Le Assistant Director of Development Services, City of Costa Mesa "Table of Dignity" at OC Fair & Event Center.
3 Paulette Lombardi-Fries President, Travel Costa Mesa
Anthony Manrique Cultural Arts Committee Member, City of Costa Mesa Allan Mansoor Council Member and Former Mayor, City of Costa Mesa Andrea Marr Council Member, City of Costa Mesa
Kim Matsoukas Senior Manager, Sustainability and Social Responsibility, VANS Liz McNabb Parks & Recreation Commissioner, City of Costa Mesa Dan McQuaid President & CEO, One OC, Santa And
Susan Kotses Miller Vice President, Education, Pacific Symphony - resident orchestra Renée & Henry Segerstrom Concert Hall,
Segerstrom Center for the Arts
Austin Muckenthaler Program Director, Orange County Community Foundation, Newport Beach
Carl Neisser Arts Philanthropist, resident of Newport Beach Andrew Nelson Partner, Red Oak Investments (Owners, The Baker Block) Kathy Paladino Board Member, Costa Mesa Playhouse
Sue Parks CEO, Orange County United Way, Irvine
Elizabeth Pearson Former President & CEO, Pacific Chorale Kim Pederson Former Parks & Recreation Commissioner, City of Costa Mesa Lauren Petersen Owner, Costa Mesa Ceramics
Sheila Peterson Arts Philanthropist, resident of San Juan Capistrano Kirby Piazza Department Chair of Visual & Performing Arts, Costa Mesa High School
Diane Pritchett Executive Director, South Coast Metro Alliance Susanne Reid Chair, Music Department, Vanguard University Arlis Reynolds Council Member, City of Costa Mesa
Michele Richards Vice President, OC Fair & Event Center Jim Righeimer Former Mayor and Council Member, City of Costa Mesa Silvia Rosales Operations Manager, Save Our Youth
Shaheen Sadeghi Owner, The LAB Holding (owners, The LAB and Camp) Pam Schader Founder, Director, Art 4 Kids, Newport Beach Anton Segerstrom Partner, South Coast Plaza
Todd D. Smith CEO & Director, Orange County Museum of Art John Stephens Mayor Pro Tem, City of Costa Mesa
Tim Taber Transparent Productions
Tracy Taber Cultural Arts Committee Member, City of Costa Mesa Anais Tangie CEO, AT Connections (Triangle Square)
George Thompson Artists Network Program, RVCA
Paula Tomei Managing Director, South Coast Repertory
Christopher Trela President, ArtsPR
Steve Venz Visual & Performing Arts Coordinator, Orange County Department of Education
Nicole Wolfe Director of Talent Acquisition at VF Action Sports (VANS) Debora Wondercheck Executive Director, Arts & Learning Conservatory P. 14
COMMUNITY
FORUM
ATTENDEES
Ivan Alexander Sharon Hurd
Charlene Ashendorf Eddy Iniestra
Enrique E Becerra Sunny Kim
Marcie Brejtfus Judith Lamb
Allison Burch Giovanny Manzos
Cinzia Burini Andrea Marr
Mary Cappellini Monica McDade
Araceli Ceja Salina Mendoza
Manuel Chavez Charlene Metoyer
Cynthia Corley Luke Money
Jose E Corona Trina Moorlach
Dr. Cravagan, MD Maria Mota
Cynthia D'Agosta Cynthia Olna
Jason Delvera Mariola Paini
Irene Engard Emily Palmas
Kathleen Eric Anne Parker
Daniel Escobar Magali Pineda
Sara Fahy Diane Pritchett
Scott Fitzpatrick Bertha Rodriguez
Matt Fletcher Dianne Russell
Andrew Gallagher George Sakioka
Andy Garcia Karin Schnell
Edwin Garcia Kay Dalton
Michael Garcia simpkins
Gwen Ginocchio Barbara Steck
Art Goddard Karen Stretch
Tina Wilcox Gold Naynara deem dane
David Gold Tangeland
Frank Gutierrez Nguyet @ Quynh
Mitch Healy Thomas
Melanie Hihma Rebecca Trahan
Luke Hihma Kathie Warren
Jim Huffman Olga Zypita
Art by Jason Maloney is part of the City's
Utility Box Art Program.
P. 1 5
ONLINE SURVEY
OVERVIEW
SURVEY UNIVERSE
Costa Mesa residents
People who work in Costa Mesa
People who visit Costa Mesa
SURVEY PERIOD
February 1 - May 31, 2018
PROMOTION
Costa Mesa TV
City of Costa Mesa e-mail, publications, and social media Arts Orange County e-mail, publications, and social media Costa Mesa-based arts organizations e-mail and social media Various Costa Mesa-focused social media pages
Local Artists list provided by Costa Mesa Cultural Arts Committee
RESPONSES
1,011 - Total
English language version: 900
Spanish language version: 111
The following organizations graciously provided complimentary admission tickets for random drawings used as incentives to encourage public participation in the survey:
Costa Mesa Playhouse Pacific Symphony
Laguna Playhouse Philharmonic Society of Orange County
MUZEO Soka Performing Arts Center
Pacific Chorale South Coast Repertory
6 ONLINE SURVEY
OVERVIEW
Rate the overall Importance of
quality of life in art & culture in
Costa Mesa your life
3.78 66%
(Scale: 1=low to 5=high) Responding "Very"
How the arts How often do
benefit the you attend the
community arts yearly
52% 69%
Top answer: 6 times or more
Safe & healthy
activities for youth
What would Source of
motivate you to information about
attend more often
arts & culture
81% 65%
Discounts/Lower Top answer:
Prices Word of mouth
P • 17
OVERVIEW OF
SURVEY RESULTS
CostaMesa
community
culture ost
segerstrom DeOD e JUDIC schools
music
events
ATTITUDES
ENGLISH SPANISH
SURVEY SURVEY
People who live in, work in, and visit Costa Mesa have a very positive view of the community.
Rating on a 5-point scale:
3.78 3.83
Arts and culture are important to Costa Mesans.
Rating "Very Important" or
"Somewhat Important":
85% 97%
Respondents generally feel satisfied that the City's motto "City of the Arts" accurately describes what distinguishes Costa Mesa.
"Very satisfied" or
"Somewhat satisfied": 57% 73%
P • 18
ARTS ATTENDANCE
ENGLISH SPANISH
SURVEY SURVEY
Respondents are frequent attendees of arts experiences offered within Costa Mesa:
Attend 11+ times per year 45% 25%
Attend 6+ times per year 24% 20%
Frequent or occasional attendees at:
Segerstrom Center for the Arts 77% 64%
(includes Pacific Symphony, Pacific Chorale,
Philharmonic Society of Orange County
South Coast Repertory)
OC Fair & Event Center 74% 87%
Pacific Amphitheatre 63% 71%
City of Costa Mesa:
Summer Concerts in the Parks 50% 69%
ARTventure 26% 36%
Movies 75% 83%
Frequently traveled to cities for arts:
Los Angeles 20% 18%
Laguna Beach 20% 5%
Long Beach 6% 14%
Mural at VANS headquarters.
P. 19
VALUES
ENGLISH SPANISH
SURVEY SURVEY
Costa Mesans responded that the most important benefits to the community from arts and culture are, in this order:
Providing safe & healthy 52% 76%
Activities for youth
Engage youth in creative practices 50% 72%
Make Costa Mesa a more desirable place
To live and work 49% 75%
Help promote good citizenship and
Civic engagement 46% 70%
Foster vibrant neighborhoods 46% 64%
Stimulate new ideas and innovation 45% 69%
Honor and celebrate ethnic diversity 35% 71%
Sources of Information Relied on for Arts & Culture
Word of mouth 65% 29%
Social media 60% 69%
Online searches 56% 52%
E-mail 59% 29%
Direct mail flyers 52% 25%
Creative Space Needs
Based on needs expressed during key stakeholder interviews, five options for arts facilities needs were included in the online survey. All received high percentages overall of the combined "Very important," "Important," or "Somewhat important," responses in both the English and Spanish surveys:
Visual arts center 89% 96%
300-400 seat performance venue 86% 98%
Outdoor amphitheater 85% 94%
Showmobile 76% 94%
Sculpture garden 71% 94%
P. • 20
ABOUT THE RESPONDENTS
ENGLISH SPANISH
SURVEY SURVEY
Gender
Female 69% 90%
Male 31% 10%
Ethnic diversity of respondents:
White 65% 2%
Hispanic 13% 93%
Asian/Pacific Islander 8% 0%
Multiple races 6% 5%
Other or Declined 8% 0%
Age of respondents:
Under age 18 9% 0%
18 to 24 4% 5%
25 to 34 14% 20%
35 to 44 16% 36%
45 to 54 18% 24%
55 to 64 22% 10%
65 to 74 13% 5%
75 and over 5% 0%
Reside or Work in Costa Mesa: 73% 51%
Length of residence:
10+ years 41% 29%
6 to 10 years 8% 10%
2 to 5 years 10% 7%
Less than 2 years 4% 10%
Not applicable 37% 44%
Registered voters: 86% 41%
P. 21
HIGHLIGHTS OF COSTA
MESA'S EVOLUTION AS
"CITY OF THE ARTS"
Pre-1542 - The indigenous Tongva people lived in what is now Fairview Park for at least 3,000 years
1542-1821 - Spanish Colonial Era
1817 - Estancia Adobe built, the oldest structure in Costa Mesa and second oldest in Orange County
1821 - Mexican Era
1850 - California Statehood
1890 - OC Fair & Event Center founded, moved to present site in Costa Mesa in 1949 920 - Vanguard University founded (as Southern California Bible School), moved to Costa Mesa in 1950 (changed name to Southern California College), changec name to Vanguard University in 1999
1947 - Orange Coast College established
1953 - City of Costa Mesa incorporated
1962 - Newport Harbor Art Museum, later renamed Orange County Museum of Art, founded.
Plans move to Costa Mesa in 2021 to Segerstrom Center for the Arts campus. 1964 - Costa Mesa Art League founded (now Orange County Fine Arts, Inc.) 1964 - South Coast Repertory, professional resident theatre company, founded in Newport Beach (moved to Costa Mesa in 1978)
1965 - Costa Mesa Civic Playhouse community theatre founded (later renamed Costa Mesa Playhouse)
1966 - Vans founded, the first of several creative "surf and skate" industries to start or locate in Costa Mesa: Hurley (1979); Volcom (1999); RVCA (2001); Rip Curl (2005); Almond (2008).
1982 - "California Scenario" sculpture garden by Isamu Noguchi installed 1983 - Pacific Amphitheatre opens at OC Fair & Event Center 1984 - Costa Mesa City Council approves adopting "City of the Arts" as Costa Mesa's motto and establishing an "Arts Committee," which eventually is renamed "Cultural Arts Committee."
P • 2 2
1986 - Orange County Performing Arts Center opens, later renamed Segerstrom Center for the Arts. Artistic home of three resident companies: Pacific Symphony, Pacific Chorale, Philharmonic Society of Orange County 1993 - The LAB opens in Costa Mesa; becomes catalyst for creation of SoBeCa district (South Bristol Entertainment, Culture and Arts), housing galleries and creative businesses
1999- Costa Mesa City Council approves incorporating "City of the Arts" motto in the City's seal
1999 - Chuck Jones Center for Creativity, moves to Costa Mesa 2004 - Arts & Learning Conservatory founded
2006 - Renée & Henry Segerstrom Concert Hall, Samueli Theater and Lawrence and Kristina Dodge Education Center opens at Segerstrom Center for the Arts 2006 - "Connector" sculpture by Richard Serra installed at Segerstrom Center for the Arts
2006 - ARTery Gallery opens at The LAB
2010 - Location 1980 Gallery opens
2013 - Martin Lawrence Galleries open at South Coast Plaza 2015 - American Ballet Theatre William J. Gillespie School opens at Segerstrom Center for the Arts
2017 - Julianne and George Argyros Plaza opens at Segerstrom Center for the Arts 2017 - "Welcome Home" mural by Shepard Fairey at The Baker Block is completed 2018 - "The Artist's Vision" sculpture by James McDemas installed at City Hall Park 2018 - Orange County Museum of Art unveils plans for a new location at Segerstrom Center for the Arts, with a 2021 target date for opening. 2019 - Opening of the new Costa Mesa Library
2019 - City Council establishes Parks, Arts & Community Services Commission 2020 - Projected opening of the New Costa Mesa Community Center P . 2 3
WHY THE ARTS ARE
IMPORTANT TO A HEALTHY
COMMUNITY
The arts are fundamental to our humanity. They ennoble and inspire us-fostering creativity, goodness, and beauty. The arts bring us joy, help us express our values, and build bridges between cultures. The arts are also a fundamental component of a healthy community- strengthening them socially, educationally, and economically-benefits that persist even in difficult social and economic times.
IMPROVE THE
IMPROVE IMPROVE WELL-BEING OF
WELL-BEING HEALTHCARE MILITARY &
VETERANS
MAKE
UNIFY HAVE SOCIAL
IMPACT NEIGHBORHOODS
COMMUNITIES
SAFER
IMPROVE DRIVE THE
STRENGTHEN
ACADEMIC CREATIVE
THE ECONOMY
PERFORMANCE INDUSTRIES
SPARK DRIVE TOURISM &
CREATIVITY & REVENUE TO LOCAL
INNOVATION BUSINESS
P. 2 4
1. Arts improve individual well-being.
63 percent of the population believe the arts "lift me up beyond everyday experiences," 64 percent feel the arts give them "pure pleasure to experience and participate in," and 73 percent say the arts are a "positive experience in a troubled world."
2. Arts unify communities.
67 percent of Americans believe "the arts unify our communities regardless of age, race, and ethnicity" and 62 percent agree that the arts "helps me understand other cultures better"-a perspective observed across all demographic and economic categories.
3. Arts improve academic performance.
Students engaged in arts learning have higher GPAs, standardized test scores, and college- going rates as well as lower drop-out rates. These academic benefits are reaped by students regardless of socio-economic status. Yet, the Department of Education reports that access to arts education for students of color is significantly lower than for their white peers. 88 percent of Americans believe that arts are part of a well-rounded K-12 education.
4. Arts strengthen the economy.
The production of all arts and cultural goods in the U.s. (e.g., nonprofit, commercial, education) added $764 billion to the economy in 2015, including a $21 billion international trade surplus-a $166.3 billion in economic activity annually-spending by organizations and their audiences- which supports 4.6 million jobs and generates $27.5 billion in government revenue.
5. Arts drive tourism and revenue to local businesses.
Attendees at nonprofit arts events spend $31.47 per person, per event, beyond the cost of admission on items such as meals, parking, and babysitters-valuable commerce for local businesses. 34 percent of attendees live outside the county in which the arts event takes place; they average $47.57 in event-related spending. Arts travelers are ideal tourists, staying longer and spending more to seek out authentic cultural experiences.
6. Arts spark creativity and innovation.
Creativity is among the top 5 applied skills sought by business leaders, per the Conference Board's Ready to Innovate report-with 72 percent saying creativity is of high importance when hiring. Research on creativity shows that Nobel laureates in the sciences are 17 times more likely to be actively engaged in the arts than other scientists.
P. 2 5
7. Arts drive the creative industries.
The Creative Industries are arts businesses that range from nonprofit museums, symphonies, and theaters to for-profit film, architecture, and design companies. A 2017 analysis of Dun & Bradstreet data counts 673,656 businesses in the U.S. involved in the creation or distribution of the arts-4.01 percent of all businesses and 2.04 percent of all employees.
8. Arts have social impact.
University of Pennsylvania researchers have demonstrated that a high concentration of the arts in a city leads to higher civic engagement, more social cohesion, higher child welfare, and lower poverty rates.
9. Arts improve healthcare.
Nearly one-half of the nation's healthcare institutions provide arts programming for patients, families, and even staff. 78 percent deliver these programs because of their healing benefits to patients-shorter hospital stays, better pain management, and less medication.
10. Arts for the health and well-being of our military.
The arts heal the mental, physical, and moral injuries of war for military servicemembers and Veterans, who rank the creative arts therapies in the top 4 (out of 40) interventions and treatments. Across the military continuum, the arts promote resilience during pre- deployment, deployment, and the reintegration of military servicemembers, Veterans, their families, and caregivers into communities.
Source: "Americans Speak Out About the Arts 2018," Americans for the Arts https://www. americansforthearts.org/news-room/press-releases/americans-speak-out-about-the- arts-in-new-public-opinion-poll
P • 2 G
ADDITIONAL HEALTHY
COMMUNITY BENEFIT
FROM THE ARTS:
MAKE NEIGHBORHOODS SAFER
According to a 2017 study by the Social Impact of the Arts Project (SIAP) at the University of Pennsylvania School of Social Policy & Practice, low- and moderate-income residents in New York City neighborhoods with many cultural resources are healthier, better educated, and safer overall than those in similar communities with fewer creative resources. The report documented:
• An 18% decrease in the serious crime rate
• A 14% decrease in cases of child abuse and neglect
• A 5% decrease in obesity
• An 18% increase in children scoring in the top stratum on English and math exams Source: University of Pennsylvania School of Social Policy & Practice https://www.sp2.upenn.edu/new-research-shows-arts-culture-improve-health-safety-well/ "Día del Niño" festival features hands-on workshops and performances, such as by Grupo Folklorico Relampago del Cielo.
P • 2 7
THE CREATIVE ECONOMY
IN COSTA MESA
The creative sector is one of the most important drivers of economic activity and tax revenue for the City of Costa Mesa. Located here are Orange County's largest nonprofit arts organizations & venues, the design headquarters of many fashion and apparel manufacturers, and office, retail and dining districts attractive to creative sector employees, residents and visitors.
Architect's rendering of plan for Orange County Museum of Art at its new Segerstrom Center for the Arts location.
Sources: US Bureau of Labor Statistics, California Employment Development Department, Internal Revenue Service. 1: A. Gary Andersen Center for Economic Research at Chapman University based on past research of the Orange County arts community 2: Americans for the Arts "Creative Industries in Costa Mesa." Because the data source is Dun & Bradstreet, this report understates data since many arts businesses are sole practitioners, do not employ people, or do not register with Dun & Bradstreet.
4. 2 8
COSTA MESA'S CREATIVE
ECONOMY: THE NUMBERS
$63.7M $1.7M+
Annual Wages Direct Tax Revenue
In Costa Mesa's To City of
Creative Sector Costa Mesa
From Creative Sector
Costa Mesa's
Nonprofit Arts orgs. $521M
generate TOTAL ECONOMIC
$110M IMPACT OF CM
In Revenue Nonprofit Arts
COSTA MESA
CREATIVE SECTOR $15.1M
6% of all firms State/Local Tax
from Costa Mesa
in the City
Creative Sector
4.1% of all jobs
in the City
Costa Mesa has
5.8% of all OC
Compared to creative sector jobs,
4% of Us firms BUT is only 3.5% of
2% of US jobs OC's overall
nationwide population
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"Pablo Universal" by David Flores at 2951 Randolph Street.
HOW MUCH DO CITIES
SPEND ON ARTS
& CULTURE?
Costa Mesa spends 91 cents per capita on arts and culture, which places it among the lowest among major U.S. and Orange County cities.
$64.68
$60.00
$40.00
$32.49
$20.00
$14.79
$7.92 $8.44 $8.76
$3.38 $4.32 $5.24
$0.00
Costa Mesa Newport Beach Santa Ana 60 Largest U.S. Cities Fullerton Laguna Beach Source: City budgets and staff
HOW DO CITIES FUND THE ARTS?
GENERAL FUND: OUTSIDE SOURCES OF ARTS
FUNDING AVAILABLE TO CITIES
Brea
Costa Mesa National Endowment for the Arts (a federal agency) Irvine California Arts Council (a state agency)
Mission Viejo Community Foundation
Newport Beach Private Foundations
Santa Ana Business Sponsorships
Tustin Local Citizens
Typically, these sources support one-time special initiatives or provide limited project funding through competitive grant processes-not ongoing operating expense support.
MULTIPLE SOURCES:
Fullerton - General Fund, supplemented by admission fees, memberships, donations Laguna Beach - General Fund for Arts Commission, staff, some programs and services; Business Improvement District (hotel fee above TOT) for some programs and services, grants to artists and arts organizations, and some public art; mandatory developer fee for public art HOW DO
ORANGE
COUNTY
CITIES GOVERN
THEIR ARTS
PROGRAMS?
In 2019, the City of Costa Mesa Council created an
Parks, Arts & Community Services Commission,
making it the 12th of Orange County's 34 cities
to have full-fledged Commissions, ie., reporting
directly to their city councils, that oversee their
arts programs and budgets:
Anaheim
Brea
Buena Park
Costa Mesa
Dana Point
Garden Grove
Huntington Beach
Laguna Beach
Los Alamitos
Newport Beach
Placentia
Santa Ana
4 have Committees without Commission status
and authority, including Costa Mesa's Cultural
Arts Committee.
Costa Mesa
Fullerton (Public Art only)
Mission Viejo
Tustin (Public Art only)
Mural on Taco Mesa, 647 West 19th Street.
COD
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CITY OF COSTA MESA
CULTURAL ARTS COMMITTEE
MISSION STATEMENT
The purpose of the Cultural Arts Committee is to enhance, promote and support our rich artistic community of Costa Mesa, the City of the Arts.
The Cultural Arts Committee works with City Council to support cultural arts programs and to bring art awareness to the residents of Costa Mesa, the City of the Arts. This committee works to establish programs, events and information that help residents access the arts in many different venues, and through multiple sources.
The Committee is comprised of 11 individual volunteers who reside in Costa Mesa, and meets monthly.
SECERETROM HALL
TYROs PLAZ
The campus of Segerstrom Center for the Arts. Photo: RMA Photography P • 3 3
CITY OF COSTA MESA
SPONSORED ARTS &
CULTURAL ACTIVITIES
PRESENTED BY CULTURAL ARTS COMMITTEE
Action Arts in the Park - One-day event fuses arts and action sports together Art on the Fifth Gallery - A quarterly exhibit that offers local artists the opportunity to display and sell their artwork located on the fifth floor of City Hall Arts Grants - Awards up to five grants annually of up to $500 to local artists and arts organizations for special projects, who may re-apply every two years
ARTventure - Launched in 2015, a two-day event featuring an exhibition (125+ artists) and performances by local artists, held at Renee & Henry Segerstrom Concert Hall The Exhibit - A quarterly exhibit that offers local artists the opportunity to display and sell their artwork, located at the Costa Mesa Senior Center, begun in 2015 Sponsorship Program - Opportunity for local businesses, organizations and individuals to support City of Costa Mesa arts programs through cash contributions Utility Box Art Program - Launched in 2015, currently 26 designs spotlighted city-wide Youth Art Gallery - This gallery gives Costa Mesa youth non-profit organizations or Costa Mesa schools the opportunity to display their artwork quarterly, located in the lobby of City Hall
PRESENTED BY DEPARTMENT OF PARKS
& COMMUNITY SERVICES
SMART (Summer Sports, Music & Art) Camps: A free 6-week summer camp that focuses on sports, music and art, for 4th-8th graders, operated jointly by the City of Costa Mesa and the Newport-Mesa Unified School District (NMUSD).
Art Classes for All Ages: Offered quarterly for youth, teens, adults, and seniors. Classes range from art, dance, drama, and music.
Summer Concerts in the Park: Four free concerts are held in July and are hosted in partnership with the Costa Mesa Foundation.
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POLICY FRAMEWORK
This section outlines the goals, objectives, and policy actions that back the vision of the Plan and serve to guide the development of the arts in Costa Mesa.
Goals are broad assertions that state general overall population needs. Goals are formed by balancing key issues and opportunities.
Objectives are more particular than goals. Execution of an objective aids the satisfaction of a broader goal.
Actions are recommended steps to guarantee the success of broader goals and objectives.
GOAL #1: INCREASE
OPPORTUNITIES FOR ALL
TO EXPERIENCE ARTS AND
CULTURE THROUGHOUT OUR
COMMUNITY, WITH A
COMMITMENT TO EQUITY,
DIVERSITY AND INCLUSION
OBJECTIVE 1.1: EXPAND ARTS AND CULTURAL OFFERINGS FOR CHILDREN AND YOUTH.
The top benefit of arts in the community cited by public survey respondents was "Safe and healthy activities for youth." Many key stakeholders also cited arts education as their top priority. Some people suggested expanding the presently limited after-hours access to school "THE ARTS CHANGE LIVES."
"IT ALL COMES DOWN TO THE KIDS-ARTS EDUCATION IS CRITICAL." -Key stakeholder comments
5 facilities to reach more of the neediest youth. The City has concurred with this goal, and contributes the full funding to SMART Camp, a program that successfully operates based on a partnership between the NMUSD and the City.
• Action 1.1.1: Increase the City's financial contribution to SMART Camp so more youth can participate.
• Action 1.1.2: Engage community organizations, such as Save Our Youth (soY), Girls, Inc., and Arts & Learning Conservatory, in exploring the expansion of their after-school arts activities and in identifying the resources needed to facilitate that. • Action 1.1.3: Create/support more music, dance, theater and literary public performance opportunities for youth via talent shows, open mics, competitions, and collaborations with youth and arts organizations, libraries, businesses. • Action 1.1.4: Explore how the City can help expand access to the youth arts programs in Costa Mesa already offered by organizations such as Segerstrom Center for the Arts, Pacific Symphony, Pacific Chorale, Philharmonic Society of Orange County and South Coast Repertory: in the process, examine the possibility of delivering those programs in alternative venues in different parts of the City.
• Action 1.1.5: Engage Orange Coast College, Vanguard University, Coastline College and University of California, Irvine in exploring how they can help support after- school youth arts activities and how they might pursue the requisite resources. • Action 1.1.6: Engage Newport-Mesa Unified School District in exploring new opportunities to strengthen standards-based arts education during the school day for Costa Mesa students, in addition to expanding their range of after-school arts options as a function of available resources.
City of Costa Mesa ARTventure
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OBJECTIVE 1.2: INCREASE FREE ARTS EXPERIENCES YEAR-ROUND THROUGHOUT THE CITY FOR ALL.
There was a strong desire by survey respondents and key stakeholders alike to increase the number of free arts experiences throughout the City, especially outdoors, in parks, and around the neighborhoods. Making services accessible to all residents is a key responsibility of a City, and that includes providing arts and culture engagement. "WE DON'T CHARGE TO USE PARKS."
-Key stakeholder comment
We recommend the following:
• Action 1.2.1: Invent a new art "crawl" experience similar to the "art walks" offered in other area cities. Laguna Beach and Santa Ana routinely draw thousands to their monthly "art walks," but Costa Mesa's visual arts landscape is not concentrated in a small walkable area. The City might, instead, consider establishing a pilot program with other organizations and creative businesses willing to participate, for example: OCC's Frank M. Doyle Arts Pavilion, Art on the Fifth at City Hall, Heroes Hall Veterans Museum at OC Fair & Event Center, ARTery Gallery at The LAB, Location 1980, Urban Workshop, Triangle Square (possible pop-up exhibit location), RVCA's headquarters, and even two arts sites barely outside the City boundaries--OCMAExpand (the temporary location of Orange County Museum of Art in South Coast Plaza Village before it moves to its permanent Costa Mesa site), and Coastline Art Gallery (Coastline College). Participants could drive independently to the locations and the City could offer a free van shuttle among the locations during the event. Restaurants adjacent to some of these sites might be encouraged to offer discounts or even engage in culinary arts demonstrations and tastings.
• Action 1.2.2: Make Costa Mesa's world-class arts offerings more accessible to those with the least ability to pay by creating a "Costa Mesa Resident" free admission program at Segerstrom Center, South Coast Repertory, Pacific Symphony, Pacific Chorale and Philharmonic Society of Orange County through a grant to each of $10,000. Each organization would be required to document at the end of the season usage statistics from the program. Details and procedures would be worked out in advance by the City in discussion with the organizations.
This would be a means of addressing survey responses stating great interest in these offerings but finding cost to be a barrier. When it opens, Orange County Museum of Art can be added to the program.
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• Action 1.2.3: Acquire a professional "showmobile." These are popular pieces of equipment at cities around the nation, and one leading manufacturer offers fully-equipped showmobiles at under $150,000 (See Appendix). They must be towed from location to location by a truck cab (not included). They are also quite durable with some cities still using them for decades. City of Santa Ana owns a showmobile that it transports to locations around the city for performances-and also makes it available for rental to local groups. • Action 1.2.4: Develop a regular ongoing schedule of free admission performances at locations throughout the City, utilizing all available venues including parks, neighborhood lots, schoolyards, business parking lots, etc. • Action 1.2.5: Manage an open call for local and regional performing artists to reserve slots in the schedule to appear in all available venues. • Action 1.2.6: Offer a sliding scale of fees to the artists, depending upon the type (i.e. professional, amateur, student) and technical requirements (i.e. sound, lighting) at all available venues.
CHARGERS
City of Costa Mesa Concerts in the Park
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GOAL #2: EXPAND PUBLIC ART
THROUGHOUT THE CITY
OBJECTIVE 2.1: ESTABLISH AND GROW A WORLD CLASS PUBLIC ART PROGRAM THAT SERVES ALL DISTRICTS AND NEIGHBORHOODS.
"BEAUTIFICATION OF THE CITY SHOULD BE A HIGH PRIORITY
AND PUBLIC ART CAN PLAY A MAJOR PART IN THAT."
-Key stakeholder comment
Since its 2006 installation in Chicago, Anish Kapoor's iconic sculpture "Cloud Gate," affectionately referred to as "the bean," has not only made it to the list of "Top Ten Landmarks in the United States," but has become an internationally-recognized symbol for that City.
The power of great works of public art to transform a place is one of the reasons that cities around the world are making it a priority investment.
In recent years, historic concepts of what constitutes public art have undergone significant re-thinking:
"The ultimate goal of public art is to create meaning, value, and relevance; public art can and should do more than provide an attractive backdrop....
Many cities, neighborhoods, and communities are at a crossroads in their long-term development strategies for public art. Programs are tasked with bringing new and exciting experiences to a community, while at the same time preserving investments in permanent public art collections and other cultural heritage landmarks. The growing need to balance the old and new, the aging and the contemporary, the permanent and the temporary have added another layer of complexity to the field. Some of the most successful examples of this approach...utilize a temporary public art and design platform to breathe new life into existing structures and prompt new dialogue. The approach offers ample opportunities to reach out to the community, providing a platform to reach outwards and ask the larger public that will effectively own the work what it wants in public space."
(WESTAF Symposium on the Future of Public Art, 2017)
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Many Orange County cities have seen the benefits of installing permanent public art and are making it a high priority: Brea boasts the first municipal public art program in the county and now owns nearly 200 works. Laguna Beach has nearly 100. Huntington Beach is about to conduct a public art master plan; it already has 42 works of permanent public art, nearly half of which were installed during the past decade due to the spurt in commercial development there, where developers are expected to incorporate public art into their projects.
The nationwide trend of displaying temporary public art-works on loan that are installed for a limited duration -is also taking hold in Orange County. Newport Beach recently approved a fourth phase of its Sculpture Exhibition in Civic Center Park--each phase is a two-year installation of 10 large scale sculptures on loan from the artists in its 14-acre park adjacent to City Hall. Santa Ana, with 53 works of permanent public art, recently presented a successful temporary public art exhibition and plans to step up its focus on more temporary installations.
As in the performing arts, much of Costa Mesa's most valuable examples of public art were gifts of and installed by the Segerstrom family. Nearly half of the 33 works of permanent public art in the City of Costa Mesa are situated in the vicinity of South Coast Plaza and Segerstrom Center for the Arts, mostly created by renowned international artists, and mostly installed in the 1970s and 1980s.
Although the City has no formal program for the acquisition and siting of permanent public art, it accepted a gift of sculpture in 2018 from the family of the late artist James McDemas and installed it in the park next to City Hall, which the artist had spoken of as being an ideal location for a sculpture garden. Some key stakeholders share the artist's desire to see the City Hall park space exhibit more works, some have suggested that the new Lions Park Campus would make a great location for sculptures-particularly along its walking paths, while others prefer to see works sited throughout the City, including at Civic Center Park. "Reclining Figure" by Henry Moore at Segerstrom Center for the Arts.
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The City also has a program of installing temporary art by local artists on utility boxes around the City (currently 26 in number). This is a popular program in many cities, inexpensive in cost, and affords greater access to some young and emerging artists than permanent public art programs that rely on established artists with the experience to conceive and execute the creation of large-scale work.
Many communities go beyond utility box art programs in the exhibition of temporary art, and considerable interest was expressed by the public for the City to pursue a more ambitious temporary art program.
We recommend the following:
• Action 2.1: Continue the City-operated program of temporary utility box art, which affords opportunities to local artists, established and emerging, to create images that offer the community beautification. Review additional sites that are suitable for such installations, including wayfinding signage. • Action 2.2: Develop a plan for more ambitious temporary and permanent public art, including the identification of potential locations around the City, creation of policies with respect to selection and acquisition of artworks, and determination of the funding sources to be used.
• Action 2.3: Temporary art programs are very popular with the public because they are constantly refreshed with new works, offering a variety of themes, styles, shapes, colors, and scale to the cityscape. Create a new program of temporary installations of large-scale sculptures. We recommend two-year loans, placed at sites inclusive of all the City's districts. This can be ramped up gradually by 2 (in the remaining districts), and then continuing to rotate the works on expiring loans annually.
• Action 2.4: City may consider adopting a policy mandating fees for public art from new development projects. See Appendix for an example from the City of Laguna Beach Municipal Code on Art in Public Places.
• Action 2.5: Create a new program of permanent public art and implement the process of selecting and installing a first work.
• Action 2.6: Incorporate imaginative design in all the City's functional elements and fixtures. There are artists and existing companies that specialize in the custom fabrication of creatively designed elements such as street lights, playground equipment, fitness stations, bus shelters, benches. After a period of research, the City should conduct a call for artists to submit designs, which would be selected by the City through a process involving the Cultural Arts Committee, Planning Commission, City staff and Council. Based on budget, the City can choose to transform the chosen elements over a short period of time or phase them in as replacement of older elements.
PUBLIC ART
IN COSTA MESA
(SEE APPENDIX FOR AN INVENTORY.)
33 works of permanent public art and 26 temporary works displayed on utility boxes can be viewed in Costa Mesa, which ranks third among Orange County cities. 200
160
120
60 1000-
Laguna Beach COSTA MESA Santa Ana San Clemente Huntington Beach Dana Point Anaheim Fullerton Newport Beach Permanent works of public art on display
Temporary/rotating works of public art on display
Reflects cities with 10 or more works of public art
Source: Arts Orange County Public Art Inventory
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GOAL #3: PROFESSIONALIZE
AND ELEVATE THE STATUS OF
ARTS AND CULTURE IN CITY
GOVERNMENT
OBJECTIVE 3.1: BOLDLY ASSERT COSTA MESA'S "CITY OF THE ARTS"
STATURE AND BRAND, PLACING ARTS & CULTURE FRONT AND CENTER IN ALL THAT THE CITY DOES.
"ARTS SHOULD HAVE A SEAT AT THE TABLE IN ALL CITY MATTERS." -Key stakeholder comment
Thirty-five years ago, the City of Costa Mesa adopted "City of the Arts" as its motto, and twenty years ago approved its incorporation into the City's official seal. Still, its use in City communications is inconsistent. We recommend that the City declare proudly its brand in every way possible. Here are a few suggestions:
• Action 3.1.1: Create an inspiring, new, world class logo • Action 3.1.2: Incorporate the logo in all communications (e.g. print, digital, signage, vehicles)
• Action 3.1.3: Agendize an artistic moment at the beginning of each City Council meeting showcasing the spectrum of Costa Mesa creativity. This can include:
recognizing accomplishments of artists or arts organizations; inviting a professional, community or student artist or ensemble to perform; inviting a current artist of the "Art on the Fifth" exhibition to share one of the works on display; hearing a writer recite a poem, etc.
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• Action 3.1.4: Appoint an Artist Laureate on an annual basis with an honorarium and public engagement responsibilities. Many cities across the nation appoint a Poet Laureate, including Laguna Beach and Anaheim. Portland, Oregon appoints a Creative Laureate, opening up the honor to artists from all disciplines, with the following responsibilities: serving as official ambassador for the broader creative community, participating in community education, advocacy, and public events including speaking engagements, workshops, and ceremonial functions. Such positions are appointed for one year or multiple years in various cities. We recommend that the Laureate position be open to artists of all disciplines, selected through an application or nomination process involving the Arts, Parks and Community Services Commission and approved by the City Council, and that each individual serve for one year, with a stipend of $2,500.
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OBJECTIVE 3.2: HIRE PROFESSIONAL ARTS AND CULTURE STAFF. "A CITY ARTS PLAN WILL BE TOTALLY WORTHLESS
IF THEY DON'T HIRE AN ARTS COORDINATOR."
-Key stakeholder comment
With increased responsibility to manage a City Arts Commission and increased investment in arts and culture, professional staffing with arts administration experience would enable smarter management.
We recommend:
• Action 3.2.1: Create a new full-time Arts Specialist position • Action 3.2.2: Develop a position description
• Action 3.2.3: Open a search
• Action 3.2.4: Invite outside arts leaders to be part of interview process • Action 3.2.5: Hire new Arts Specialist
See Appendix for a sample position description from City of Santa Ana Arts Specialist position.
CITY OF THE ARTS
Mural by Joshua Madrid at 900 Arlington Drive.
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OBJECTIVE 3.3: ESTABLISH A CITY ARTS COMMISSION AND RETAIN THE CITY'S CULTURAL ARTS COMMITTEE IN A NEW ROLE.
Costa Mesa has an 1l-member Cultural Arts Committee that functions with a dual purpose:
primarily, hands-on volunteer coordination in support of city sponsored events and, secondarily, if only periodically, consideration of arts related policies and practices. Few Committee members have professional arts experience or public policy expertise.
In California, Committees typically meet as needed and are advisory bodies, whereas Commissions meet more often and make decisions that are final, absent successful appeals to Council. City Commissions, because effectively they are delegated legislative authority, are broadly viewed as more prestigious, i.e., as compared with City Committees.
Effectively engaging the public ensures broad participation in both City sponsored programs and development of public policy. Bifurcating the twin functions of the Cultural Arts Committee would serve to better advance both functions. Each warrants a singular focus by the citizens best suited to the respective dynamics and challenges at hand.
Establishing an independent Commission would reflect the Council's desire for an ongoing policy focus, along with vigilant oversight of City investments in the arts. A new Commission would serve to attract those residents best qualified by virtue of knowledge and experience, which in turn would redound to the benefit of Council and the public at large. 11 cities in Orange County have Arts Commissions-none with a motto of "City of the Arts." This would be a statement to the world that Costa Mesa holds in highest regard the vital role of the arts in its community.
We recommend:
• Action 3.3.1: Establish an Arts Commission comprised of seven members appointed by Council who have some combination of deep knowledge of and/or professional experience in the cultural arts.
• Action 3.3.2: Retain a Committee with a new mission of building public awareness and providing volunteer coordination for City arts events. "SIMPLY PUT, IT DEMONSTRATES A HIGHER COMMITMENT
TO THE ARTS."
-Key stakeholder comment
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GOAL # 4: SUPPORT COSTA
MESA'S THRIVING CREATIVE
ECONOMY
OBJECTIVE 4.1: RE-IMAGINE THE CITY'S ARTS GRANTS PROGRAM FOR GREATER IMPACT.
"VIEW THE CITY AS A CANVAS, AS A STAGE"
"CREATE MORE ACCESS AND EXPOSURE FOR THE
PEOPLE WHO LIVE HERE."
-Key stakeholder comments
The current program is a kind of "micro-grant" that offers up to $500 to an individual or organization for an innovative project. Demand has been light for the program as it now operates. A more ambitious grants program with larger awards is likely to generate more interest and stimulate more imaginative projects. It would also encourage more established organizations based in Costa Mesa to increase the impact of arts programs and services they offer to residents, while non-Costa Mesa organizations could apply to deliver arts programs and services within the City, as other Orange County cities allow in their grants programs.
We recommend:
• Action 4.1.1: Re-think the mission of the grant program • Action 4.1.2: Increase the range of grant amounts
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OBJECTIVE 4.2: ADDRESS THE NEED FOR CREATIVE SPACES.
"I DON'T SEE THE ARTS AS A LUXURY BUT AS A SOLUTION-
OPENING RESIDENTS' MINDS, CELEBRATING DIVERSITY,
CREATING SAFER NEIGHBORHOODS."
-Key stakeholder comment
Key stakeholders and public survey respondents alike cited the need for creating new arts venues accessible for use by local artists and arts organizations in the community. It may seem that Costa Mesa is amply supplied with such spaces, but arts facilities at local schools and colleges are scheduled almost exclusively for curricular use, the stages at South Coast Repertory are in constant use for their own productions, and venues like Segerstrom Center for the Arts and OC Fair & Event Center are heavily scheduled and even when they have space available, the costs are often beyond the means of most community arts presenters and producers. We recommend the following:
VISUAL ARTS:
• Action 4.2.1: The popularity of the City's "Art on the Fifth," "ARTventure," and "The Exhibit" suggest there is growing demand for a permanent, purpose-designed space for the exhibition of work by local artists. The City should explore underutilized buildings in Costa Mesa, public or private, that might serve as a "fine arts center" to house revolving exhibitions, studios and classes in the visual arts.
• Action 4.2.2: The City should explore ways to create easier pathways for artists and property owners wishing to establish creative spaces, create murals on their property, and engage in the practice of art. • Action 4.2.3: The City should explore providing incentives to commercial and industrial property owners to make vacant space available free of charge for temporary exhibitions by local artists or curators coordinated by the City.
PERFORMING ARTS:
• Action 4.2.4: The City has opened new facilities at the Lions Park Campus: a small lecture hall space in the new Community Center and a 40' × 29' outdoor stage in Lions Park. In an effort to activate these spaces quickly and determine which performances uses will work best, the City should offer an initial period of free use by local performers.
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• Action 4.2.5: Community theatre: two nonprofit community theatre organizations that are well-established and supported by existing audiences (the 54-year old Costa Mesa Playhouse and the 9-year old Attic Theatre, led by a Costa Mesan but located just over the city line in Santa Ana) face challenges with their current venues and seek to move into new spaces that will afford them the dedicated use required for regularly producing theatre organizations and provide them greater assurance of permanence. The City can be a catalyst in bringing the parties together to discuss their needs and determine if any collaboration is possible, such as shared spaces. Next steps might then involve helping identify properties within the City that might be suitable to fulfill these needs and what the role of the City should be in helping them to secure them.
• Action 4.2.6: Performing arts venues: there was strong interest expressed in two main possibilities - a 300-400 seat theatre for all kinds of community performances and a 3000-4000 seat indoor theatre designed primarily to accommodate touring popular music concerts that would be presented by local promoters. Before the City considers what role it should play in advancing the creation of new performance venues, we think it is essential to determine more accurately what kind of market exists of promoters that would wish to program active schedules in the desired venues as well as what kind of audience demand exists to fill seats in these venues. The City should begin by meeting with those stakeholders that advocate for these venues. Based on the results of the discussion, the City could consider engaging a firm that specializes in performing arts market research to validate the community's expressed need.
City of Costa Mesa Senior Center - Hawaiian Dance Class.
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OBJECTIVE 4.3: HELP KEEP COSTA MESA'S "CREATIVES" IN THE CITY.
The "creatives" of Costa Mesa are responsible for the city's "vibe," its passion for eclecticism, its entrepreneurial drive. It has become a center for "makers" in all mediums, for masters of culinary inventions, for writers, actors, dancers, artists and musicians. Every city in America is vying to steal them away, so Costa Mesa has a real challenge in holding on to them. That fear of losing them was expressed by key stakeholders employing creatives, and their advice to the City was to help keep them here.
Home purchase prices and rentals are a key factor in the loss of creatives to other communities, where they can find more affordable places to live and cheaper studio spaces. Costa Mesa's West Side, with its mixture of older commercial and industrial properties, has been a zone of creativity that attracts artists and makers, but the pressure of rising rents is generating attrition by the individuals living there and the creative business housed there.
Other cities have experienced similar issues and are taking proactive steps to address them.
One example is Santa Ana. Later this year, Santa Ana Artists Collective (SAAC), will open. SAAC is a 58-unit, 55-year tax credit-supported, affordable housing development for low-income working artist households. SAAC is a long-term housing solution, with local funding from the City of Santa Ana. Its developer, Meta Housing Corp's (Meta), has completed 83 affordable communities and 7300 total units. Meta has integrated arts into senior communities since 2003, but professional artists became a focus in 2016 with 49-unit Pac Arts in San Pedro, and 70-unit ACE/121 in Glendale. In addition to housing, Meta's Working Artist buildings have studios, woodshops, galleries, rehearsal rooms, and creative programs. Each Meta building is owned by a single-asset, California limited partnership (LP), whose managing general partner (MGP) is nonprofit Western Community Housing (WCH) from Costa Mesa. The LP receives a Welfare Exemption because its single asset is rental housing for low income households. While the Santa Ana building is owned and operated by an LP that is not itself a nonprofit, the property receives the welfare exemption because it's MGP is an eligible nonprofit with management authority.
Action 4.3.1: Explore opportunities to increase the supply of public-private affordable housing for artists as part of comprehensive planning for housing in the community.
"COSTA MESA SHOULD BE A CREATIVE SILICON VALLEY."
-Key stakeholder comment
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OBJECTIVE 4.4: PROMOTE GREATER CREATIVE SECTOR
COLLABORATION.
"DO WE WANT TO TALK ABOUT ARTS & CULTURE AS THEY
ARE DEFINED NOW OR HOW THEY WILL BE DEFINED BY A
FUTURE GENERATION?"
-Key stakeholder comment
Day-to-day pressures on most arts organizations and creative industries leave little time for collaborative efforts. Because there is likely considerable untapped potential that can only be realized with the benefit of communication, we recommend the following:
• Action 4.4.1: Convene representatives of Costa Mesa's arts & culture organizations to encourage the formation of a local arts alliance. Its purpose would be to foster regular communication and increased collaboration within the arts and arts education community, and with the City, and to thereby strengthen their collective bond with Costa Mesa residents. While the City would not have a formal role in operating or guiding such an endeavor, a local arts alliance would be a valuable resource for the City.
It could positively influence the evolution of City programs, and the City's general role with respect to the arts, in part by enabling robust public input concerning the arts in Costa Mesa. Similar alliances operate successfully in other Orange County communities, such as Laguna Beach and Santa Ana. • Action 4.4.2: Convene representatives of local creative industries to encourage them to help keep Costa Mesa's creative "vibe" going. People frequently speak of the uniquely eclectic and creative character of Costa Mesa that distinguishes it from other cities in the region; the "surf and skate" culture partly accounts for this. Costa Mesa is where many large and small creative industries have been founded or now call home.
As with the previous recommendation, the City's role would be as a convener of representatives who themselves would drive the agenda. The City's "Action Arts" event was conceived, in part, to reach out to this sector; however, it is a single day annual event rather than an ongoing conversation.
Mural at Floyd's 99 Barbershop, 124 East 17th Street.
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SUGGESTED ACTION PLAN
TIMETABLE
GOAL #1: INCREASE OPPORTUNITIES FOR ALL TO EXPERIENCE
ARTS AND CULTURE THROUGHOUT OUR COMMUNITY, WITH A
COMMITMENT TO EQUITY, DIVERSITY AND INCLUSION
X - Year in which action is initiated
PRIORITY/RECOMMENDATION FY21-22 FY22-23 FY23-24 FY24-25 FY25-26
1.1 EXPAND ARTS & CULTURAL OFFERINGS FOR CHILDREN AND YOUTH Increase the City's financial contribution to Summer
1.1.1- x
Camp for the Arts
Evaluate impact of City's contribution & determine
X
following year's contribution
1.1.2 - Engage community organizations in exploring new opportunities
Create/support more performance opportunities for
1.1.3 -
youth
Explore with SCFTA campus institutions off-site youth
1.1.4 -
arts programs
Engage OCC, Vanguard, Coastline & UCI in exploring
1.1.5 -
new opportunities
Engage Newport-Mesa Unified School District in
1.1.6 - x
exploring new opportunities
Evaluate effectiveness of outcomes from these
outreach efforts
1.2 INCREASE FREE ARTS EXPERIENCES YEAR-ROUND THROUGHOUT THE CITY FOR ALL
1.2.1- Create a one-time pilot art "crawl" experience with other organizations x
Evaluate the art crawl experience and if successful,
x x x
create ongoing schedule
"Costa Mesa Residents FREE" - SCFTA, resident groups,
1.2.2 - x
SCR
Acquire a "showmobile" for use as stage for outdoor
1.2.3- performances
1.2.4 - Develop schedule of performances throughout the city x on the showmobile
Open a call for performing artists, ensembles for the
1.2.5 - x
showmobile schedule
1.2.6 - On a limited basis, make showmobile available for rent to groups X
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GOAL #2: EXPAND PUBLIC ART THROUGHOUT THE CITY
X - Year in which action is initiated
PRIORITY/RECOMMENDATION FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 2 ESTABLISH A WORLD CLASS PUBLIC ART PROGRAM
2.1 - Continue the City-operated program of temporary utility box art X X x x Review additional sites that are suitable for such installations.
Develop a plan for an ambitious temporary and permanent
2.2 - x
public art program
Create a new program of temporary installations of large-scale
2.3 - x
sculptures.
Install one phase of large-scale temporary art (3 works) x x x
2.4 - Consider a policy of developer fees to support public art x
2.5 - Create a new program of permanent public art x
Install permanent public art x x
2.6 - Research imaginative public works elements x
Call for designs & selection process of public x
works elements
Fabricate and install new public works elements
GOAL #3: PROFESSIONALIZE AND ELEVATE THE STATUS OF ARTS
AND CULTURE IN CITY GOVERNMENT
3.1 BOLDLY ASSERT COSTA MESA'S "CITY OF THE ARTS" BRAND
3.1.1 - Create inspiring new logo x
3.1.2 - Incorporate new logo in all City communications x
3.1.3 - Agendize "artistic moment" at all Council meetings x
3.1.4 - Appoint an Artist Laureate
3.2 HIRE PROFESSIONAL ARTS AND CULTURE STAFF
3.2.1 - Create a full-time Arts Specialist position
3.2.2 - Develop a position description
3.2.3 - Open a search
3.2.4 - Invite outside arts leaders to be part of interview process
3.2.5 - Hire new Arts Specialist
3.3 ESTABLISH A CITY ARTS COMMISSION & RETAIN ARTS COMMITTEE
IN NEW ROLE
Establish an Arts Commission comprised of 7 members
3.3.1 -
appointed by Council
3.3.2 - Retain Cultural Arts Committee with a new mission P • 5 5
GOAL #4: SUPPORT COSTA MESA'S THRIVING CREATIVE ECONOMY X - Year in which action is initiated
PRIORITY/RECOMMENDATION FY21-22 FY22-23 FY23-24 FY24-25 FY25-26
4.1 RE-IMAGINE THE CITY'S ARTS GRANTS PROGRAM FOR GREATER IMPACT
4.1.1 - Re-think the mission of the grant program x
4.1.2 - Increase the range of grant amounts x
4.2 ADDRESS THE NEED FOR CREATIVE SPACES
Visual Arts
4.2.1- Explore underutilized City & private spaces for temporary x exhibitions or gallery
4.2.2- Explore easier paths for artists & property owners to establish x creative spaces
4.2.3 - Explore possible incentives for property owners to provide x visual arts space
Performing Arts
Test new Library/Lions Park spaces as performance venues by
4.2.4- x
offering free trial use
Convene CM Playhouse & Attic Theatre to learn more about x
4.2.5-
their needs
Based on conversation, determine role of the City in advancing x a plan
4.2.6 - Study further needs for 300-400 and 3000-4000 seat venues x Based on research, determine role of the City in advancing X
a plan
4.3 HELP KEEP COSTA MESA'S "CREATIVES" IN THE CITY
Explore opportunities for affordable housing and work space
4.3.1-
for artists
4.4 PROMOTE GREATER CREATIVE SECTOR COLLABORATION
4.4.1- Host initial meeting of CM arts organization representatives Send a City representative to attend future meetings x x x x
4.4.2- Host initial meeting of CM industry representatives Send a City representative to attend future meetings X
P 5 6
BUDGET FORECAST
X - Year in which action is initiated
PRIORITY/RECOMMENDATION FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 -------
1.1 - CHILDREN & YOUTH
Existing SMART Camp
EXPAND & POSSIBLE ADDITION OF
$60,000 $70,000 $80,000 $90,000 $100,000
OTHER ORGANIZATIONS/YOUTH PROGRAMS
1.2- FREE ARTS EXPERIENCES CITY-WIDE
Existing ArtVenture
CURRENT EXPENDITURE YEARLY $20,000$20,000 $20,000 $20,000 $20,000 Existing Galleries
CURRENT EXPENDITURE YEARLY $400 $400 $400 $400 $400
Existing Action Arts
CURRENT EXPENDITURE YEARLY $10,000 $10,000 $10,000 $10,000 $10,000 New Free Park Perfs. by local artists
ONCE PER DISTRICT FY19-20 (6), INCREASE ONE ANNUALLY
NOT INCLUDING SUMMER, WHEN CONCERTS ALREADY SCHEDULED $6,000 $12,000 $24,000 $36,000 $48,000 BUDGET $2,000 PER CONCERT FOR ARTISTS, STAFFING, PROMO
New Art "Crawl"
$250 AVAILABLE TO VENUES (4) FOR STAFFING, REFRESHMENTS RENTAL & STAFF OF 4 SHUTTLE VANS (ESTIMATED AT $500 EACH) $3,000 $3,000 $3,000 $3,000 New Costa Mesa Free at Segerstrom Center Campus
PILOT PROGRAM TO OFFER FREE TICKETS TO CM RESIDENTS AT
SELECTED PERFORMANCES; ADD OCMA WHEN IT OPENS $50,000 $60,000 $60,000 $60,000 New Showmobile
$150,000 ONE-TIME CAPITAL EXPENSE, USEFUL
LIFE AT LEAST 10 YEARS $150,000
2 - EXPAND PUBLIC ART
Existing Utility Box Art
12-14 per year $12,500
$12,500 $12,500 $12,500 $12,500
New Large-scale (6)
INSTALLATION OF LARGE-SCALE TEMPORARY ART THROUGHOUT THE CITY; ONE IN EACH OF THREE DISTRICTS PER YEAR, TWO-YEAR LOAN $60,000 $60,000 $60,000 $60,000
INSTALLATION AND SELECTION CONSULTANTS
P 5 7
X - Year in which action is initiated
PRIORITY/ RECOMMENDATION FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 New Re-design public amenities
TO BE DETERMINED; AS NEEDED FOR REPLACEMENT
New Permanent Public Art
DEVELOP PLAN; FUND THROUGH DEVELOPER FEES
3.1 - ASSERT "CITY OF THE ARTS" BRAND
New Graphic design
$15,000
BRANDING PROCESS
New Artist Laureate
HONORARIUM FOR INDIVIDUAL ARTIST SELECTED
$2,500 $2,500 $2,500 $2,500
FOR ONE YEAR TERM - RESPONSIBILITIES WILL INCLUDE
FREE PUBLIC PROGRAMS, APPEARANCES
3.2 - HIRE PROFESSIONAL ARTS STAFF
ARTS SPECIALIST (FTE) $120,000
SALARY AND BENEFITS $120,000 $120,000 $120,000
3.3 - ESTABLISH ARTS COMMISSION
New Commissioner stipends
$100/MONTH STIPEND PER COMMISSIONER $8,400 $8,400 $8,400
4.1 - RE-IMAGINE ARTS GRANTS
EXISTING ARTS GRANTS
SEE RECOMMENDATIONS SECTION FOR DETAILS $4,000 $5,000 $7,500 $10,000$12,500
4.2 - NEED FOR CREATIVE SPACES
TBA, STAFF TIME AND POSSIBLE OUTSIDE CONSULTANTS
4.3 - KEEP "CREATIVES" IN COSTA MESA
NEW AFFORDABLE ARTIST HOUSING
TO BE DETERMINED
4.4 - PROMOTE CREATIVE SECTOR
STAFF TIME
TOTAL
$103,400 CURRENT FY18-19 BUDGET
S12,900 $530,400 $408,300 $432,800 $457,300
PER CAPITA
(BASED ON 113,825 POPULATION)
$0.91 CURRENT PER CAPITA ARTS EXPENDITURE $0.99 $4.66 $3.59 $3.80 $4.02
ANNUAL TAX REVENUE GENERATED
BY COSTA MESA CREATIVE SECTOR
$1,700,000
P 5 8
ABOUT THE CONSULTANT
Arts Orange County (ArtsOC) is the leader in building appreciation of, participation in, and support for the arts and arts education in Orange County, California. A countywide nonprofit arts council, Arts Orange County is designated by the County's Board of Supervisors as its official Local Arts Agency and State-Local Partner. Founded in 1995, ArtsOC offers a broad range of traditional arts council programs and services that are augmented by an innovative portfolio of consulting and project management services for government, education and nonprofit organizations.
Richard Stein, President & CEO
Karen Ahola, Advancement Officer
Elizabeth Miller, Program Manager
Nicholas Thurkettle, Program Coordinator
Ashley Bowman, Public Art Researcher Aris
Costa Mesa Arts & Culture Master Plan
Consulting Team:
Richard Stein, Lead Consultant
ORANGE COUNTY
Matt Lehrman, Audience Avenue LLC
Paul Freeman, Shibumi Strategies
Victor Payan, Payan Consulting
Priscilla Reinholtz, Green Pea Design - Graphic Design
Arts Orange County
17620 Fitch, Suite 255
Irvine CA 92614
714.556.5160
ArtsOC.org
"Connector" by Richard Serra at Segerstrom Center for the Arts City of Costa Mesa "Art on the Fifth" - work by Thomas Tom P 6 1
APPENDICES
Costa Mesa City Council Minutes, 8/20/84: City Motto & Arts Committee 62 Costa Mesa City Council Minutes, 8/16/99: Motto on City Seal . 64 Costa Mesa Public Art Inventory ... 65
Sample Art in Public Places Code From City of Laguna Beach 69 Santa Ana Arts Collective Housing.. 74
Costa Mesa Cultural Assets........ .76
Sample Arts Specialist Position Description from City of Santa Ana 78 Showmobile Brochure... ..80
New Costa Mesa Library and Lions Park (rendering).
P
REGULAR MESTING OF THE CITY COUNCIL
CITY OF COSTA MESA
AUGUST 20, 1984
The City Council of the City of Costa Mesa, met in
gular session on August 20, 1984, at 6:30 p.m.. 1
he Council Chambers of City Hall, 77 Fair Drive, Cost
Mesa, California.
John the Baptist Catholic Church.
ROLL CALL Council Members Present: tall, Johnson, Hertzog IcParland, Schafe
Council Manbers Absent: None
Officials Present: City Manager, City Attorney,
Development Services Director,
Director of Public Services,
Deputy City Clerk
MINUTES On motion by Councilwoman Schafer, seconded by Vice August 6, 1984 Mayor Johnson, and carried 5-0, the minutes of the regular meeting of August 6, 1984, were approved as
distributed and posted.
ORDINANCES A motion was made by Vice Mayor Johnson, seconded by Councilwaman Hertzog, and carried 5-0, to read all
ordinances by title only.
CONSENT CALENDAR On motion by Vice Mayor Johnson, seconded by Council- woman Hertzog, all Consent Calendar itens were approved in one motion by the following roll call vote:
COUNCIL MEMBERS: Hall, Johnson, Bertzog,
MaFarland, Schafer
COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS;
WRITTEN
CONMUNICATIONS On motion by Vice Mayor Johnson, seconded by Council- waman Bertzog, Resolution 84-105, being A RESOLUTION
SCR's 20th OF THE CITY COUNCIL OF THE CITY OF COSTA MESA, CALI- Anniversary FORNIA, RECOGNIZING AND COMMENDING THE STAFF OF SOUIH COAST REPERTORY ON THEIR 20TH ANVIVERSARY, was adopted
MOTION by the following roll call vote:
Resolution 84-105 AVES: COUNCIL MEMBERS: Hal1, Johnson, Hertzog, Adopted McFarland, Schafer
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
Chamber of Cannerce The Deputy City Clerk presented the request fran the Arts Committee Chamber of Carmerce Arts Caumittee to adopt the siogan "City of the Arts."
ACt 14, 198%, recent the coin gated
Adopt only the motto "City of the Arts" an
ot alter the City Seal
2) Authorize payment of the deficit for displayin
f "Arts Month" banners (estimated to be approxi
mately $5,000.00).
(3) Arpoint purpose gil be to make recamendations
to the city Council on the establisiment of a
P • 6 3
goal statement as it concerns all aspects of
cultural arts in Costa Mesa; the coordination
say and tails rent of a real by conta
acts organizations in Costa Mesa may apply for
special tunds set aside annually and recarnend
to the City Council those local arts organi-
zations which should be considered for funding.
Ine City Manager also recamended that the
camittee be camprised of at least one City
Council Member and one staff member, with the
other menbers being fran the camunity.
(4) Authorize the City Manager's office to proceed
with the third annual grant of $10,000.00 to
South Coast Repertory Theatre and withhold any
other funding pending review by the proposed
arts committee.
Nate Reade, Executive Director, Costa Mesa Chamber Of
Comerce, stated that they were not requesting
the City Seal, but asking the City to adopt the motto,
"City of the Arts."
Mayor Hall proclaimed the month of September to be
"Arts Month in Costa Mesa."
MOTION A motion was made by Councilman McFarland, seconded by Slogan Councilwanan Schafer, and carried 5-0, to adopt the Adopted notto "City of the Arts", and to use the motto where appropriate.
Lany Granger, South Coast Symphony, supported the
formation of an arts carnittee.
MOTION A motion was made by Councilwanan Hertzog, seconded by Camnittee Vice Mayor Joinson, and carried 5-0, to initiate a nine- Authorized inember arts carmittee.
MOTION A motion was made by Councilman Mcfarland, seconded by Punding Councilwaman Schafer, and cacried 5-0, to donate Authorized $10,000.00 to South Coast Reperbory and to direct the arts canmittee to make recamendations for other funding by December: 1, 1984.
more, Friends g B
husband AND
score for DO Cappiness with al
Wet nose NewTh wagging
Tail
Community-created mural by Friends of Brentwood Park
P - 6 4
REGULAR MEETING OF THE CITY COUNCIL
CITY OF COSTA MESA
AUGUST 16, 1999
ROLL CALL Council Members Present: ayor Gary Monah
ayor Pro Tem Libby Cow
Council Members Absent: None
Officials Present: i City Manager Allan Roeder
City Attorney Jerry Scheer
Development Services Director
Donald Lamm
Public Services Director William
Morris
Senior Planner Willa Bouwens-
Killeen
Management Analyst Carol
Proctor
Deputy City Clerk Mary Elliott
NEW BUSINESS The Deputy City Clerk presented a resolution adopting City Seal Modifi- modifications to the City Seal of the City of Costa Mesa, cations Community Objective 00-D2. The Management Analyst Pulle Services Director responded to due on om count the 321 Avocado Street, No. P, Costa
proposed contacting the art community for possible redesign of he entire seal or to organize a fund-raiser to aid with the cos of the change
Fred Bockmiller, 1872 Monrovia Avenue, No. B4, Costa Mesa, identified the object in the bottom of the seal as an orange tree.
He reported that the motto "Hub of the Harbor" referred to the fact that Costa Mesa in the 1950's was the backyard and boat work area for Newport Beach. He noted that the west side of the City was the business hub of the harbor area when Newport Beach had a thriving commercial harbor.
Robert Graham, 3260 Dakota Avenue, Costa Mesa, supported a total redesign of the artwork within the lettering.
Council Member Dixon stated that her intention had not been to redesign the entire seal but only to replace the motto.
MOTION/Adopted A motion was made by Council Member Dixon, seconded by Resolution 99-54 Mayor Monahan, and carried 5-0, to adopt Resolution 99-54, A
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COSTA
CALIFORNIA, ADOPTING MODIFICATIONS TO THE
the Harbor Area" with "City of the Arts" in the same location on he City Seal, and consider a separate emblem incorporatin "The City of the Arts'
P 5
COSTA MESA PUBLIC ART
INVENTORY
SOURCE: ARTS ORANGE COUNTY PUBLIC ART INVENTORY
More details and map locations may be found at https://www.sparkoc.com/public-art/ Listed are dates of creation or installation based on available information.
ARTIST DATE TITLE MEDIUM
Permanent Works of Art
Carl Milles 1918 Jonah and the Whale bronze sculpture in pool Carl Milles 1932 Sun Glitter bronze sculpture
George Rickey 1973 Four Lines Oblique kinetic steel sculpture Gyratory-Square IV
Tony Smith 1975 Fermi marble modular sculpture
Betty Davenport Ford 1975 Neptune Water Spouts ceramic fountain heads and fountain Charles O. Perry 1979 The Ram painted steel sculpture
Claire Falkenstein 1980 Sun Ribbon glass and metal windscreen sculpture Jean Dubuffet 1973-1980 Tour Aux Jambes polystyrene, polyester, and epoxy sculpture
Joan Miro 1981 Oiseau bronze sculpture
Henry Moore 1981 Reclining Figure bronze sculpture
Isamu Noguchi 1980-1982 California Scenario stone, water, metal, plantings Jim Huntington 1982 Night Shift Sierra white granite and stainless steel sculpture
Richard Lippold 1986 Fire Bird gold, silver, and red stainless steel and aluminum
Aiko Miyawaki 1991 Utsurohi 91 - Costa Mesa chromium-plated steel and ceramic tiles Vladimir Cora 2001 Hombre and Mujer 2 Sculptures
James McDemas 2004 The Artist's Vision metal sculpture
Richard Serra 2006 Connector weatherproofed steel
Jason Meadows 2006 The Storyteller, Upstage/ 3 painted steel sculptures Downstage, The Herald
(Spatio Virtuo Teatro)
El Mac and Retna 2009 Untitled acrylic spray paint mural Allyson Jones Wong 2012 Historic Costa Mesa painted on building David Flores 2013 Pablo Universal mural painted on building Becky Feltman 2017 Friends of Brentwood Park painted on wall P. 6 6
ARTIST DATE TITLE MEDIUM
Permanent Works of Art Continued...
Costa Mesa High 2017 Mustang Legacy Wall Project brick wall mural School Foundation
Unknown 2017 Floyd's 99 Barbershop Mural mural painted on building Ricardo Mendoza, Josh 2017 Table of Dignity installation and murals Sarantitis, and Emigdio
Vasquez Jr.
Shepard Fairey 2017 Welcome Home acrylic spray paint mural Joshua Madrid 2018 Untitled exterior color primer paint mural on building
Joshua Madrid 2018 Untitled painted on canvas and wall-mounted Barry McGee Unknown Untitled spray paint mural
Save Our Youth Unknown Untitled mural
Unknown Unknown Untitled Mural painted on exterior wall Unknown Unknown Untitled spary paint mural
Unknown Unknown Taco Mesa Mural mural on exterior wall
"Fire Bird" by Richard Lippold at Segerstrom Center for the Arts P 6 7
ARTIST DATE TITLE MEDIUM
Temporary Works of Art
Al Mc Coy 2015 Utility Box 1 sticker wrapped utility box Michael Ward 2015 Utility Box 2 sticker wrapped utility box Scott Kennedy 2015 Utility Box 3 sticker wrapped utility box Gina Clark 2015 Utility Box 4 sticker wrapped utility box Abby Garcia 2015 Utility Box 6 sticker wrapped utility box Estancia High School Artists 2015 Utility Box 7 painted utility box Segerstrom Center for the Arts 2015 Utility Box 8 sticker wrapped utility box Graphic
Design Team
Thomas Griddithe 2016 Utility Box 9 sticker wrapped utility box Marie Lavallee 2016 Utility Box 11 sticker wrapped utility box Papa Murphy's Grapic Design 2017 Utility Box 12 sticker wrapped utility box Team
David Levy 2017 Utility Box 13 sticker wrapped utility box Senior Center Artists 2017 Utility Box 14 painted utility box Ben Brough 2017 Utility Box 15 sticker wrapped utility box Marie Lavallee 2017 Utility Box 16 sticker wrapped utility box Craig Barker 2017 Utility Box 17 sticker wrapped utility box Bill Anderson 2017 Utility Box 18 sticker wrapped utility box Segerstrom Center for the Arts 2017 Utility Box 19 sticker wrapped utility box Sharon Hurd 2017 Utility Box 22 sticker wrapped utility box The Costa Mesa Historical 2018 Utility Box 20 sticker wrapped utility box Society
The Costa Mesa Historical 2018 Utility Box 21 sticker wrapped utility box Society
Jason Carrougher 2018 Utility Box 23 sticker wrapped utility box Orange Coast College 2018 Utility Box 24 sticker wrapped utility box Orange Coast College 2018 Utility Box 25 sticker wrapped utility box Orange Coast College 2018 Utility Box 26 sticker wrapped utility box "California Scenario" by Isamu Noguchi at Pacific Arts Plaza P - 6 9
SAMPLE ART IN PUBLIC
PLACES CODE FROM CITY OF
LAGUNA BEACH
Laguna Beach Municipal Code
Up Previous Collapse No Frames
Title 1 GENERAL PROVISIONS
Chapter 1.09 ART IN PUBLIC PLACES
1.09.010 Intent and purpose.
This chapter may be known and cited as the "Laguna Beach art in public places program." Laguna Beach has developed historically as an art colony and haven for artists, and attracts millions of visitors every year to view and purchase arts and crafts in the city. The public health, morals, safety and welfare, as well as the popularity and prosperity of the community, are dependent upon and enhanced by visually pleasing and high quality public art.
Therefore, the city council declares that in the interest of the public health, morals safety and welfare, it is the policy of the city to require the acquisition and installation of public art works as provided in this chapter. (Ord. 1119 $ 1,
1.09.020 Definitions.
As used in this chapter:
"Art work" means original creations of art including, but not limited to, the following media and materials:
(1) Freestanding, wall supported or suspended, kinetic, electronic, or other type sculpture, in any material or combination of materials:
Murals or portable paintings in any material or combination of materials, with or without collage or the addition of nontraditional materials or means:
(3) Earthworks, fiberworks, neon, glass, mosaics, photographs, prints, calligraphy, any combination of forms of media including sound, film, holographic and video systems. hybrids of any media and new genres. "Project valuation" means the total value of the development project as determined by the community development department and indicated by the building official on the building application submitted to the department in order to obtain a building permit. or permits. for the development project. Where a project involves the subdivision of land for which no improvements are planned by the project applicant, "project valuation" shall be determined on the basis of the fair market value of the subdivided lots. "Public place" means any exterior area on public or private property which is easily accessible and clearly visible to the general public. If located on private property, the area must be open to the general public and clearly visible from adjacent public property such as a street or other public thoroughfare, sidewalk, or public beach. (Ord. 1210 § 1, 1991: Ord. 1119 $ 1. 1986).
P . 7 0
1.09.030 Requirement to provide art work or pay in lieu contribution.
When a project is subject to the requirement of this chapter, the applicant shall comply with provisions of either subsection (a) or (b).
(a) The project applicant shall acquire and install an art work in a public place on or in the vicinity of the project site as approved by the city council pursuant to this chapter. As a guide, the cost or value of such work should be equal at least to one percent of the total project valuation.
In Lieu Contribution. In lieu of acquiring and installing an art work, project applicants may ontribute funds to the art in public places fund established pursuant to Section 1.09.070 equal to one and one quarte ercent of the total project valuation. The in lieu fee shall be paid by the project applicant at the time of fina subdivision map approval or issuance of a certificate of occupancy, as may be applicable. unless otherwise provided by the city council. Project applicants shall indicate on their art in public places application that they wish to make an in lieu contribution. (Ord. 1210 § 2, 1991; Ord. 1119 § 1, 1986).
1.09.040 Projects subject to art in public places requirement. (a) The requirements of this chapter shall apply to the following activities:
(1) New commercial or industrial developments:
(2) Remodeling, repair or reconstruction of existing commercial or industrial property which exceeds two hundred twenty-five thousand dollars in expenditures; Residential subdivision or development of more than fours lots or units, whether by detached ingle tamily residential structures, condominiums, apartments, townhouses or other dwelling units, including the epair, remodeling or renovation of same. if such expenditures are to exceed two hundred twenty-five thousand dollars: (4) City parks and public works projects such as bridges, viaducts, elevated ways, gates, or other structures upon or over land owned by the city of Laguna Beach within the city if such expenditures are to exceed two hundred twenty-five thousand dollars.
(b) Exceptions, The requirements of this chapter shall not apply to the following activities:
(1) Underground public works projects:
(2) Street or sidewalk repairs:
(3) Tree planting:
(4) Remodeling, repair or reconstruction of structures which have been damaged by fire, flood, wind, earthquake or other calamity:
(5) Low income housing construction. remodel, repair, or reconstruction projects:
Construction, remodel, repair, or reconstructing of structures to be occupied by a nonprofit, social service agency or institution. (Ord. 1210 § 3. 1991; Ord. 1119 § 1, 1986). 71 1.09.050 Processing.
The requirements and procedures for the processing of an art in public places application shall be as follows:
Upon submission of' a project application subject to the requirement of this chapter, the department of community development shall provide to the applicant a copy of this chapter and an art in public places application form.
(b) The project applicant shall submit to the department of community development a completed art in public places application form.
(c) The community development department shall forward a copy of the building permit and the art in public places application form. including the valuation of the project used by the community development department to determine building permit fees, to the staff liaison to the arts commission.
An initial presentation shall be made to the arts commission within sixty days of the city's acceptance of the art in public places application form as complete. To the maximum extent possible, processing of the art in public places application shall be concurrent and coordinated with the design review application. if any, for the development project. The purpose of this initial presentation shall be to introduce the development project to the arts commission and to propose concepts and plans for a public art project.
Once the project applicant receives conceptual approval from the arts commission, a final application form shall be submitted by the applicant, including specific plans for the public art project, and such final application shall be presented to the arts commission for review and decision. The arts commission is empowered to modify the plans presented by recommending conditions of approval to the city council.
Formal approval or conditional approval of'a final application shall be granted by the arts commission before the department of community development accepts drawings for structural plan check of the development project. A permit compliance form will serve as evidence of formal approval and shall be submitted as part of the plan check process. In the discretion of the arts commission, and upon a showing of good cause by the project applicant, drawings for structural plan check may be accepted and processed prior to formal approval or conditional approval of a final application.
The final art in public places application shall then be submitted to the city council for action. The city council shall approve, conditionally approve or deny the application based upon the guidelines set forth in Section (h) When the project applicant has elected to acquire and install an art work, the building permit for the development project shall not be issued until the city council has approved the art in public places application, and the certificate of occupancy shall not be issued until the approved work of art has been installed.
When the project applicunt has elected to make an in lieu contribution to the art in public places fund, the certificate of occupancy shall not be issued until such contribution has been paid. (Ord. 1210 $ 4. 1991: Ord. 1119 $ 1, 1986).
P. 12
1.09.060 Guidelines for art works.
(a) Guidelines. Guidelines for the approval and maintenance of art works shall include, but are not limited to, the following criteria:
(0) The art works shall be clearly visible and easily accessible to the public. (2) The art in public places application shall include a site plan showing the location of the art work. complete with landscaping, lighting and other appropriate accessories to complement and protect the art work.
The composition of the art work shall be of permanent-type of materials in order to be durable against vandalism, theft and weather, and in order to require a low level of maintenance.
The art work shall be related in terms of scale, material, form and content to immediate and adjacent buildings and landscaping so that it complements the site and surrounding environment.
The art work shall be designed and constructed by persons experienced in the production of such art work and recognized by crities and by his or her peers as one who produces works of art. (6) The art work shall be a permanent. fixed asset to the property. (7) The art work shall be maintained by the property owner in a neat and orderly manner acceptable to the city.
(b) The following items are not to be considered as art works:
(1) Art objects which are mass produced from a standard design. (2) Reproductions of original art works.
(3) Decorative, ornamental or functional elements which are designed by the building architect as opposed to an artist commissioned for the purpose of creating the art work. (4) Landscape architecture and landscape gardening except where these elements are designed or approved by the artist and are an integral part of the art work by the artist. (5) Services or utilities necessary to operate or maintain the art work. (Ord. 1210 $ 5. 1991; Ord. 1119 § 1, 1986).
1.09.070 Art in public places fund.
Accounting. Any moneys collected in accordance with the in lieu contribution provisions of this chapter shall be deposited in a separate account denominated as the art in public places fund." The city manager or his/her designee shall establish accounting records sufficient to identify and control these funds. The account containing these funds shall earn interest and the earned interest shall be used for and be subject to the same restrictions established in subsection (b).
P . 7 3
Use of Fund. The art in public places fund shall be used to provide sites for, and works of art in. public places in order to further the intent and purpose of this chapter as set forth in Section 1.09.010. (c) Permissible Expenditures. Expenditures of funds may include, but are not limited to, the following uses:
(1) The cost of art work and its installation.
(2) Water works, landscaping, lighting and other objects which are an integral part of the art work. (3) Frames, mats. pedestals. and other objects necessary for the proper presentation of the art work.
Walls, pools, landscaping or other architectural or landscape architectural elements necessary for the proper aesthetic and structural placement of the art work. (5) Maintenance and repair of art works funded through the art in public places fund. (d) Administration.
(1) The art in public places fund shall be administered by the city council.
The arts commission shall make recommendations to the city council concerning the purchase or commissioning of art works, including (A) places which should be considered for art works: (B) the medium of the proposed art work; and (C) the artist whose work should be considered for placement in the recommended location. (3) Selection of artists and art works shall be based on the guidelines set forth in Section 1.09.060. (4) The city will contract with the artist and with consultants as necessary for the purchase or commissioning as well as the execution and installation of the art work.
On-site activity in connection with the art work installation shall be coordinated by the city manager or his/her designee.
(6) Maintenance and repair of art works funded through the art in public places fund shall be financed from that account.
So far as is practical. in the event repair of the art work is required. the city shall first give the artist the opportunity to do that work for a reasonable fee. In the event the artist is unable or refuses to make the repair for such a fee, the city may proceed to contract for such repair with another qualified artist.
Endowments. The art in public places fund shall also be used as a depository for endowments, bequests, grants or donations, Such sums may be expended as set forth in subsection (c) above and for performing art exhibitions or displays as approved by the city council. (Ord. 1119 § 1, 1986).
P • 7 4
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ARTIST HOUSING 1666 N. Main Street, Santa Ana
Professionally managed by:
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or call today to be
Santa Ana Arts Collective will offer the following arts amenities: a ground floor art gallery with a resident gallery committee supported by an onsite arts staff-person, woodshop, added to the music practice rooms, and several individual studio spaces.
Santa Ana Arts Collective aims not only to provide a long-term interest list affordable housing solution in the city center for artists, but also to link with arts partners who can provide a network of advocacy, professional connections, services and resources to 714.294.0000 the resident artists.
solitay
Mural by Mac & Retna at RVCA headquarters, 960 West 16th Street.
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COSTA MESA
CULTURAL ASSETS
NAME DISCIPLINE TYPE
336 Productions Film/Video Arts Serving Business
ABACAB Multimedia Inc. Film/Video Organization
Action Arts in the Park Event Organization
Adaptive Designs Printing Arts Serving Business
Antique Music Box Restoration Antiques Arts Serving Business Arts & Crafts Studio in Costa Mesa Multidisciplinary Studio Arts & Learning Conservatory Theatre Organization
Avail Talent Film/ Video Arts Serving Business
Avanti Dance Company Dance Studio
Avenue of the Arts Costa Mesa Hotel Hotel Arts Serving Business Bella Ballroom Dance Studio Dance Studio
Bellissima Custom Art&Framing Visual Art Arts Serving Business Blind Squirrel Games Gaming Organization
Bookoff USA Literary Arts Serving Business
Braver Players Studio Theatre Organization
Canon Live Learning Orange County Photography Organization CDC Designs Interior Design Arts Serving Business
Chuck Jones Center for Creativity Visual Art Cultural Center Color Digit Printing Printing Arts Serving Business
Color Me Mine Metro Pointe! Ceramics Organization
Costa Mesa Conceptual Art Center Visual Art Organization Costa Mesa Photography Photography Artist
Costa Mesa Playhouse Theatre Organization
Costa Mesa Recording Studios Music Arts Serving Business Da Capo Players Music Artist
Dark Lady Poetry Literary Organization
Design Resource Center Interior Design Arts Serving Business Design Within Reach Interior Design Arts Serving Business Electric Screen Printing Printing Arts Serving Business EmbroidMe Fashion Arts Serving Business
Endeavor School of the Arts Dance Organization
Estrada Surfboards Manufacturing Organization
Fallani & Son Antiques Restoration Antiques Arts Serving Business Frank M Doyle Arts Pavilion OCC Multidisciplinary Organization Freedom of Press Clothing Fashion Arts Serving Business Goat Hill Public Arts & Literary Society Literary Organization Gorman Framing Visual Art Arts Serving Business
Grey Matter Museum of Art Performance Studio
Hawk Ridge Systems Manufacturing Arts Serving Business
Hoover Printing Printing Arts Serving Business
I Heart Costa Mesa Arts Serving Business Organization
Inspired Art Wine Visual Art Organization
Integrity Media Film/Video Arts Serving Business
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Lin & Jirsa Photography Photography Artist
Lisa Albert Art Studio and Clay House Ceramics Organization Majestix Comics Literary Arts Serving Business
Mariachi Juvenil Herencia Michoacana Music Organization Martin Lawrence Galleries Visual Art Arts Serving Business Master Computer and Video / Film,
Video & Audio Mastering Film/Video Arts Serving Business Michael Anthony Photography Photography Artist
Michaels Arts Serving Business Arts Serving Business
Mouse Graphics Printing Arts Serving Business
MumboJumbo Gaming Organization
Music Factory - School of Music Music Studio
Newport Dance Theater Dance Organization
Noguchi Museum Museum Organization
OC Children's Book Festival Festival Organization
Orange Coast College Visual and Performing Arts Organization Orange County Aerial Arts Dance Organization
Orange County DimeStories Literary Organization
Orange County Fair & Event Center Multidisciplinary Organization Orange County Fine Arts, Inc. Visual Arts Organization
Orange County Museum of Art Visual Art Organization
Pacific Chorale Music Organization
Pacific Symphony Music Organization
Paul Mitchell The School Costa Mesa Fashion Organization Peter's Custom Framing & Gallery Visual Art Arts Serving Business Philharmonic Society of Orange County Music Organization Printers Litho, Inc. Printing Arts Serving Business
Quilter Laboratories - Amplifiers Music Studio
Randy Higbee Gallery Visual Art Organization
Segerstrom Center for the Arts Performance Organization South Coast Repertory Theater Theatre Organization
Speedpro Imaging Printing Arts Serving Business
Square Blue Gallery Gallery Organization
Steve Anderson Photography & Gallery Photography Artist Stonemill Design Center Interior Design Arts Serving Business SuperVillain Studios Gaming Organization
The Boathouse Collective Multidisciplinary Venue
The Dance Academy at Costa Mesa Dance Studio
The Improv Collective Theatre Organization
The Lab AntiMall Multidisciplinary Venue
The Law Offices of Eric Norton Literary Arts Serving Business The Press Multidisciplinary Arts Serving Business
Ultimate Image Printing Printing Arts Serving Business
Vallejo Gallery Gallery Arts Serving Business
Vanguard University Theatre Arts Dept Theatre Organization Vulcanic Studioz Music Arts Serving Business
Weisshaar M and R & Son Violin Shop Music Arts Serving Business West Coast School of the
Arts / Costa Mesa Dance Studio Dance Organization
Western Lithographics Printing Arts Serving Business
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SAMPLE ARTS SPECIALIST
POSITION DESCRIPTION
FROM CITY OF SANTA ANA
SANTA ANA, CITY OF (CA)
Invites applications for the position of:
Arts & Culture Specialist
SALARY: $28.86 - $38.67 Hourly OPENING DATE: 07/27/17
$1,154.31 - $1,546.62 Weekly CLOSING DATE: 08/24/17 05:30 PM $5,002.00 - $6,702.00 Monthly TYPE OF RECRUITMENT: Open-Competitive $60,024.00 - $80,424.00 Annually
DESCRIPTION:
The City of Santa Ana is looking for individuals who are results-oriented, possess great attitudes, demonstrate creativity and innovation, work efficiently, show a record of success and have a PASSION for public service. Having the best employees provides the best service to the community.
Under general supervision, plans, implements and maintains the City's Cultural Arts Programs as part of the Santa And Arts and Culture Master Plan, and acts as staff liaison to the Arts and Culture Commission.
ESSENTIAL FUNCTIONS INCLUDE BUT ARE NOT LIMITED TO:
Serves as City liaison to the Arts and Culture Commission to assist the Commissionn in developing and implementing artistic and cultural projects and programs consistent with the short, mid and long-term goals of the City's Arts and Culture Master Plan; provides staff assistance to the Arts and Culture Commission by developing and posting meeting agendas, facilitates meetings and maintains Commission records; works with the arts community, non-profit agencies and other community-based organizations to develop opportunities to promote arts, culture and a variety of quality-of-life activities in the city; serves as a liaison between representatives in the arts, youth and education fields and the City to develop a vision and action plan for arts awareness and the promotion of youth and educational programming; establishes and promotes public art programs. Makes oral presentations to arts organizations and other public and private organizations. Evaluates programs and ongoing projects for effectiveness and efficiency. Identifies, seeks, submits applications for and manages local, state, and federal grants and other funding sources for arts activities; monitors and reports on expenditures, oversees the budget designated for the City's Arts and Culture Master Plan and coordinates communication with funding sources and recipient arts organizations. Performs other related functions as assigned. 7 9
MINIMUM QUALIFICATIONS:
Bachelor's degree in art, design, arts administration, business administration or a closely related field. Two years of experience in the administration of arts or art-related programs or any combination of education and experience that provides the desirable knowledge, skills and abilities.
DESIRABLE KNOWLEDGE, SKILLS AND ABILITIES
KNOWLEDGE OF:
principles and practices of arts programming and management; grant writing; public information principles and techniques; public administration including public policy; local, state and national arts programs, organizations and funding sources; principles and techniques of contract monitoring and evaluation; budget process and controls.
ABILITY TO:
develop, implement, administer and evaluate arts programs; keep abreast of current developments in the arts, including arts programs, organizations and funding sources; prepare and secure funding; prepare and present oral and written reports; design and carry out an effective public relations program; supervise, direct and train volunteers; establish and maintain effective working relationships with City officials, artists, art-related organizations and the general public; effectively represent and promote the arts in the City of Santa Ana.
SPECIAL REQUIREMENTS:
Must possess and retain a valid California Class C Driver's License as a condition of employment.
SPECIAL WORKING CONDITIONS:
Willingness and ability to work irregular hours, including evenings and weekends as needed.
Bilingual fluency in English and one of the following languages is desirable: Spanish, Vietnamese, Cambodian, Hmong, Korean, or Samoan.
SHOWMOBILE® Wenger
Your Performance Partner
LEST
Any Event, Anyplace, Anytime. Showmobile
Wronger
The idea came from an american icon, the community band shell. We wired it for high-tech light and sound equipment, gave it a retractable stage, positionable roof and overhead canopy. Then we put it all on wheels so you could take it anywhere. It's called the Showmobile, and who better to bring it to you than the people at Wenger Corporation - the originators of the first mobile performance center in 1959.
The feature-packed Showmobile is so versatile, so easy to transport, so fast to set up, you can use it to put on any event anywhere. And because of its mobility, Showmobile won't permanently alter the natural beauty of your parks. Showmobile brings built-in excitement to concerts, political rallies, speeches, dances, parades, sporting events, fairs, graduations and festivals- big or small, any event will be a better event. With a great base price and flexible purchase plans, the Showmobile is well within reach.
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AT SET-UP TIME, SHOWMOBILE DOES ALL THE HARD WORK FOR YOU.
TOW THE SHOW COME ON IN GRAB THE CONTROL RAISE THE ROOF Showmobile's lightweight design The entire panel on each end Deploy the hydraulic roof/canopy Hydraulics raise the roof and canopy allows access to more locations. opens for easy access into the and stage via wired remote control. fast and smoothly - it only takes about When you reach the event Showmobile and then becomes Outside power isn't needed. You 60 seconds. The high pivot point location, it's easy to unhitch an adjustable side-stage sound can lock the control for security or provides greater on-stage volume for and drive the truck away. reflector. The stainless steel door remove it altogether. improved sound reflection and better handles have integral locks so you acoustics. The system is protected by don't have to worry about loose counterbalance and velocity- check padlocks. components for added safety.
SET THE STAGE THE BIG FINISH SLEEP TIGHT
The stage is also deployed via the Two workers can attach optional light- The roof and canopy can be lowered into the closed remote control. Dual hydraulic weight Versalite® Stage extension units in position, and the side doors can be shut and locked cylinders lower it quickly. You can the front and sides of the main stage in even with the stage deck fully deployed. You won't then adjust the five stage legs to minutes. The adjustable, all-terrain stair need to take down stage extensions or stairs. Equip- accommodate uneven or sloping can be positioned anywhere around the ment on stage is protected from weather or vandals ground to maintain a level stage. stage perimeter. and is ready for another performance and another day.
SHOWMOBILE FEATURES
SOUNDS GOOD, LOOKS GOOD GET OUT OF THE RAIN STORE MORE A POWER HOUSE Wall surfaces are constructed Extruded aluminum channels on The storage compartments The control compartment contains with acoustically reflective the roof and canopy edges form provide space for auxiliary the load center which provides panels. This attractive fiberglass a continuous gutter system that equipment like power cords 110-volt service for fluorescent composite material is weather drains moisture from the unit. staging accessories, skirting. lights and four onstage outlets. resistant and provides superior These integral channels provide sound equipment and other The optional power upgrade adds sound reflection. The deck is a watertight, dust-tight seal necessities. Access is easy 220-volt service, two duplex surfaced with weather-resistant, during transport to keep your and the compartments are outlets in the roof and four quad skid-free stage deck compo- Showmobile looking great for lockable. outlets on the canopy edge for nents. years. theatrical lighting.
www.wengercorp.com | 800.4WENGER (493-6437)
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SHOWMOBILE OPTIONS
PLUG IN AND POWER UP EQUAL ACCESS FOR EVERYONE A LEVEL-HEADED IDEA Fluorescent overhead lighting is standard The optional hydraulic lift provides easy Leveling is simple with the optional and is built into the roof and canopy. stage access for people and equipment. hydraulic leveling system. Hydraulic You can add optional roof and canopy The entrance door is flush to the curb- leveling makes set-up even quicker and lighting packages that include light bars side wall at the back of the stage. The easier — especially on uneven terrain. with theatrical lights. Canopy light bars 12-volt hydraulic system has a load Electronic leveling allows the operator pivot, store under the canopy and travel limit of 600 Ibs (272.2kg) with remote to make quick, accurate leveling ad- without having to disassemble. control operation and manual backup. justments with the remote control. This system is also supplied with a wired
backup control unit.
SHOWMOBILE BY WENGER IS EASIER TO PURCHASE.
We designed Showmobile to fit the needs of any community or business — large or small. We also designed the basic model to fit your budgets. If you've wanted a Showmobile but couldn't justify it because of the cost, we've put together a few programs that will help.
GENERATE REVENUE
Because Showmobile is so easy to move and use, it's ideal to rent out for all kinds of events. Corporations, theatrical groups, bands, community organizations and neighboring communities are just some of the groups that could rent your Showmobile. A Showmobile rental program can offset a great deal of your purchase costs. Use it when you need it and generate income on the days when you don't. Your Wenger Representative can tell you how other communities have set up successful rental programs.
SO EASY TO USE YOU'LL USE IT FOR MORE.
Showmobile will make every event more professional, more exciting and more convenient.
There are Wenger Showmobiles all over the country, and we're constantly hearing of new and different ways they are being used Because it's so simple to transport and set up, it makes sense to spec Showmobile into the plans for any event - large or small. • Community band and orchestra concerts • Choral concerts • Plays • Children's theater • Awards ceremonies • Outdoor graduation ceremonies • Tournament sign-up headquarters for sports events • Political speeches and functions • Groundbreaking ceremonies • Seminar stage • Contest platform • Judges/parade headquarters • Park programs • Interpretation and information center • Shakespeare in the park • Festivals and fairs
Wenger:
Your Performance Partner
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SHOWMOBILE®
THE WENGER SHOWMOBILE® OPTIONAL UPGRADES
The Showmobile features a full-scale, thrust-style stage with a canti- These upgrades can only be installed at time of purchase. levered canopy and a state-of-the-art acoustical shell that's finished • Custom graphics with your logo or other designs can be applied inside and out. With Showmobile there are no unsightly edges, seams with a 3M vinyl adesive process - 70 color options. or fasteners. Setup and operation are simple and fast. Numerous • Electrical upgrade includes 220-volt power cable, four quadplex. upgrades and accessories are available, enabling the user to equip electrical outlets on the canopy, two duplex outlets on the back the Showmobile exactly as needed wall, and an additional load center, • Hydraulic leveling reduces set-up time with four hydraulic leveling STANDARD EQUIPMENT jacks. Includes wireless remote with auto-level system. • Full 28' (8.5m) main stage section with no lose stage deck platforms. • Disability lift on curb side of the Showmobile. Low profile with • Deck surfaces available in black or sand colored polyglass. access door, manual backup and remote. • Manual leveling jacks with two removable cranks.
• End doors open for easy access and become adjustable side-stage ACCESSORIES sound reflectors. These acessories can be added to your Showmobile at any time. • Hydraulic canopy and stage deployment with wired remote control • Stage extensions. Versalite® Platform packages are available to extend your stage from the sides or front. Stage sizes of 16' × 40', 24" x 40" or 20' x 40" module.
(4.9m x 12.2m. 7.3m x 12.2m or 6.1m x 12.2m) can be created, as well as • Built-in overhead fluorescent lighting.
other configurations you may specify. Includes platforms, adjustable legs • Power center with lockable door containing 110-volt load center. and all connectors. • 12-volt battery and charger for the hydraulic system. • Stage railings can be added to Versalite stage extensions. • Two storage compartments built into the curb side below stage level. • Stage skirting will dress up your Showmobile. Available in 25 colors. • Duplex electrical outlets, four on-stage and one located near the • Stairways. Additional stairways can be set up anywhere on the stage battery for charging. perimeter
• 110-volt power cable, 50 feet long (15.2m). • Audio Systems. Three systems are available for professional-quality sound - • Eight on-stage tie-downs with four tie-down straps. Basic, Premier and Deluxe options. • One adjustable all-terrain stairway with handrails. • Incandescent show lights. Packages feature light bars, fixtures, lamps, gel frames and gels. Packages require an electrical upgrade. • Pintle hitch coupler.
• Portable generator. For 110-volt power where electrical service is not • G-rated tubeless radial tires. available.
GENERAL SPECIFICATIONS
Travel Dimensions
Overall length (includes hitch) .. 33'8" (10.3m)
Body length.... . 28' (8.5m)
Overall width. 8'5" (2.6m)
Overall height.... 13'3" (4m)
Performance Dimensions
Main stage floor. 28' x 6'6" (8.5m x 2m)
Hydraulic stage.. 28'x 8' (8.5mx 2.4m)
Stage height from ground ...3'6" (1.1m)
Canopy height from stage (max.). 17'4" (5.3m)
Upstage canopy height from floor.. ...9'3" (2.8m)
© 2010 Weiger Corporation
Wenger GEARBOSS
URCLANCY
WENGER CORPORATION Phone 800.4WENGER (493-6437) Worldsde 1.507.455.4100 | Fax 507.455.4258 Woolonde 1.507.774.8576 Parts & Service 800.887.7145 | Carada Office 800.268.0148 | Web wengercorp.com | 555 Park Drive PO Box 448/ Ovatorna MN 55060-0448 GEARBOSS Flove 800.493.6437 | em [email protected] | Wen gearboss.com | 555 Park Drive PQ Box 448 Ovatonra MN 55060-0448 JR CLANCY PRove 800-836-1885 Worldwele 315.451.3440 | Fax 877.836.1885 Worldwide 315.451.1766 | Web jrclancy.com 7041 Iverstale Islacd Road Syracusa MY 13209-0718
"Spatio Virtuo Teatro" by Jason Meadows at South Coast Repertory Prepared by
City of Costa Mesa Arts
Costa Mesa
Cily of the Arts Arts & Culture Master Plan
ORANGE COUNTY