1 SUBMITTED:
September 18, 2025
PREPARED FOR:
Sally Unsworth
Cultural Affairs Manager
City of Culver City
9770 Culver Boulevard
Culver City, CA 90232
City of Culver City Community Cultural Equity
Plan with Public Art Master Plan Component
RESPONSE TO RFP #2640
IN PARTNERSHIP WITH:
2 TABLE OF
CONTENTS
Executive Summary 1
Questionnaire
A. Company and General Information 4
B. Qualifications and Experience of Firm 8
C. Qualifications and Experience of Proposed Project Team 16 D. Response to Scope of Services 28
E. Fees 38
F. References 44
G. Implementation Schedule 50
Attachments 53
Acknowledgement of Addendum 1
Acknowledgement of Addendum 2
AUTHORIZED CONTACT INFORMATION
CVL Economics Uday Ram
Federal EIN: 87-122827 Founding Partner
Principal Place of Business: Office Phone: (310) 547-7740 8306 Kirkwood Drive Mobile Phone: (646) 479-1497
Los Angeles, CA 90046 Email: [email protected]
This proposal is the property of CVL Economics LLC, founded in 2021, and must not be disclosed outside the Government or be d uplicated, used, or disclosed—in whole or in part—for any purpose other than to evaluate this proposal. If a contract is awarded to CVL Economics LLC as a result of, or in connection with, the submission of this proposal, the Government shall have the right to duplicate, use, or disclose the data to the extent provided in the resulting contract and subject to the limitations of the Fr eedom of Information Act. This proposal contains confidential and proprietary information that is exempt from disclosure under Section (b)(4) of the Freedom of Information Act, 5 U.S.C. § 552 et seq. Accordingly, no portion of this proposal should be released without consulting CVL Economics LLC. This proposal is contingent on the Parties reaching mutually agreeable terms and conditions and upon acceptance of any limitations described herein.
1 EXECUTIVE SUMMARY
CVL Economics, in partnership with MIG, brings a transformative approach to the Culver City Community Cultural Equity Plan with Public Art Master Plan Component engagement that combines economic rigor with authentic community engagement. Our partnership represents the next generation of cultural planning—one that centers equity and historical redress while building sustainable economic foundations for creative communities.
PROJECT UNDERSTANDING
Culver City faces a critical moment in its cultural evolution. As the "Heart of Screenland" adapts to become a more inclusive creative hub, the City must balance leveraging its entertainment industry legacy with addressing a past that often excluded communities of color and other underrepresented affinity groups from cultural and economic participation. The Community Cultural Equity Plan with Public Art Master Plan Component represents an opportunity to fundamentally reshape how cultural resources are distributed and who benefits from creative economy growth.
We understand this plan must serve three interconnected purposes: establish strategic frameworks for Cultural Trust Fund utilization that center community needs; enhance Culver City's regional cultural profile while ensuring deep local engagement; and develop an equitable public art strategy that addresses current geographic disparities. These goals require integration with the General Plan 2045 and Parks Plan while explicitly addressing SB 1000 Priority Neighborhoods and implementing participatory processes that build lasting community capacity for cultural advocacy. Success depends on creating implementation frameworks that enable community-controlled development rather than top- down cultural programming.
QUALIFICATIONS AND CAPABILITIES
CVL Economics is a Los Angeles-based economic consulting firm founded in 2021, specializing in creative economy analysis and equity-centered development strategies. We bring deep expertise in arts and cultural planning, economic analysis, and community engagement, with a particular strength in the Los Angeles creative economy landscape. Our approach integrates quantitative analysis with qualitative community engagement, ensuring recommendations are both data-driven and community-owned. We specialize in addressing the complex intersection between cultural development and economic opportunity.
MIG is a nationally recognized multidisciplinary planning and design firm with over 40 years of experience in cultural planning, public art strategy, and equity-centered community engagement. Their expertise includes curatorial framework development, artist selection processes, maintenance and conservation strategies, and creating implementation guidelines that translate vision into action.
2 Our integrated project team combines CVL Economics' economic analysis expertise with MIG's public art and engagement specialization:
§ ADAM J. FOWLER | Founding Partner, CVL Economics (Project Manager): Economist specializing in creative economy policy analysis and regulatory assessment, leading strategic planning and economic modeling.
§ UDAY RAM | Founding Partner, CVL Economics: Urban planner focused on spatial analysis and community engagement design, managing cultural asset mapping and stakeholder outreach.
§ ALISSA DUBETZ | Director, CVL Economics: Economist specializing in data analytics and economic modeling, leading research and assessment.
§ RYAN M. MARTINEZ | Manager, CVL Economics: Data scientist and urban economist with expertise in public finance and statistical analysis, supporting funding strategy development.
§ ANN BERCHTOLD | Principal and Director of Public Art & Placemaking, MIG: Public art specialist focused on equity-centered curation and policy development, leading public art master plan components.
§ NOÉ NOYOLA | Community Planner, MIG: Bilingual (Spanish) community planner specializing in participatory engagement with diverse demographics, managing community input processes.
§ DANYEL CISNEROS | Graphic Designer and Marketing Specialist, MIG: Visual communication specialist focused on accessible design and materials, supporting branding, engagement, and communications.
VALUE PROPOSITION
Unlike traditional consultants who treat public art and cultural equity as separate domains, we demonstrate how curatorial excellence and community wealth-building reinforce each other through evidence-based strategies. Our partnership delivers specialized expertise in anti-displacement policy, community-controlled development, and creative economy analysis directly relevant to Los Angeles County's competitive cultural landscape. We provide both strategic planning documents and community capacity-building that creates lasting change, ensuring residents become long-term stewards of cultural equity rather than passive beneficiaries of planning decisions.
PROJECT DELIVERY
We propose a 12-month engagement spanning six phases and 19 key deliverables including comprehensive cultural asset mapping, equity-centered stakeholder engagement, creative economy
3 analysis, policy framework development, and final Community Cultural Equity Plan with Public Art Master Plan Component. Presentations will be delivered to the Cultural Affairs Commission and City Council.
Our total not-to-exceed project cost is $173,660, demonstrating cost-effective delivery within the City's $175,000 budget while maintaining comprehensive scope and quality standards that address all three primary project goals.
NO EXCEPTIONS
CVL Economics accepts all terms and conditions set forth in RFP #2640 without exception and is fully prepared to execute the required professional services agreement and insurance requirements upon contract award.
4 COMPANY AND GENERAL INFORMATION
A
5 1. Company name and address.
CVL Economics LLC
8306 Kirkwood Drive
Los Angeles, CA 90046
6 2. Letter of transmittal signed by an individual authorized to bind the respondent, stating that the respondent has read and will comply with all terms and conditions of the RFP.
September 18, 2025
Sally Unsworth
Cultural Affairs Manager
City of Culver City
9770 Culver Boulevard
Culver City, CA 90232
Dear Sally:
On behalf of CVL Economics, I am pleased to submit our proposal to develop a Community Cultural Equity Plan with Public Art Master Plan Component for the City of Culver City. We have partnered with MIG, a nationally recognized cultural planning and public art consulting firm, to deliver a comprehensive approach that centers equity while building on Culver City's rich creative legacy.
Our team brings deep expertise in cultural equity planning, economic analysis, and community engagement, with particular strength in California's creative economy landscape. CVL Economics' current work on similar initiatives for Los Angeles County Metro, Ventura County, Destination Crenshaw, and other regional partners demonstrates our understanding of the complex intersection between cultural development, economic vitality, and community equity. MIG's proven track record in public art master planning and inclusive community engagement processes ensures we can deliver both components of this integrated plan effectively.
I hereby certify that CVL Economics has read and will comply with all terms and conditions set forth in RFP #2640. As a founding partner of CVL Economics, I am authorized to bind the firm to this proposal and the resulting contract, should it be awarded to our team. If you have any questions regarding our proposal, please do not hesitate to contact me via email ([email protected]) or by phone at (646) 479-1497. We are excited by the opportunity to support the City of Culver City in this important initiative and look forward to working together to strengthen the City's hospitality sector and advance its economic development goals.
Sincerely,
Uday Ram
Founding Partner
CVL Economics
7 3. General information about the primary contact who would be able to answer questions about the proposal. Include name, title, telephone number and email address of the individual.
Uday Ram
Founding Partner
Office: (310) 547-8840
Mobile: (646) 479-1497
Email: [email protected]
8 QUALIFICATIONS AND EXPERIENCE OF THE FIRM
B
9 1. Describe your firm’s history and organizational structure. Include the size of the firm, location of offices, years in business, organizational chart, name(s) of owner(s) and principal parties, and number and position titles of staff.
CVL Economics, an independently owned, Los Angeles-based limited liability company with five full-time staff, is an economic consulting firm that takes a data-driven, human-centric approach to equitable development and sustainable growth. Founded in 2021, we partner with communities, municipalities, organizations, and institutions to address today’s most complex challenges and to foster bold action that creates lasting impact.
Our team of economists, statisticians, data scientists, planners, and policy analysts draws on the latest methods in data and behavioral science to deliver insights that are both rigorous and practical.
This multidisciplinary approach ensures that decisionmakers are equipped with the tools to expand opportunity, strengthen resilience, and improve wellbeing across diverse communities. Framed through our creative economy lens, we focus on five interrelated practice areas that demonstrate how creativity, culture, and talent intersect with all parts of the economy. By emphasizing the capacities that drive innovation and growth, these areas provide a framework for advancing strategies that are both inclusive and future-oriented:
At CVL Economics, we approach each engagement with a comprehensive toolkit of quantitative and qualitative methods that can be adapted to the unique objectives of our clients. This toolkit includes advanced economic modeling, regional and industry analysis, workforce and demographic assessments, and policy evaluation, alongside qualitative approaches such as stakeholder engagement, behavioral
ARTS & CULTURE
Strengthening the creative backbone of
communities by supporting institutions
and cultural infrastructure that foster
identity, participation, and growth.
MEDIA & ENTERTAINMENT
Designing strategies and policies that
balance industry innovation, workforce
needs, and equitable community benefits
across film, television, music, gaming, and
related sectors.
TALENT INNOVATION
Helping partners develop, attract, and
retain diverse talent while creating
equitable pathways into high-quality jobs
and emerging industries.
NIGHTTIME ECONOMIES
Recognizing evening and late-night
activities as vital to urban vibrancy and
developing policies to leverage their full
economic potential.
TRANSFORMATIVE PLACES
Advancing place-based strategies that
leverage local assets, catalyze inclusive
growth, and build long-term resilience.
10 research, and community-based outreach. These tools are not applied as one-size-fits-all deliverables, but in bespoke combinations that respond to the specific scale, context, and ambitions of each project— whether at the neighborhood, city, or regional level. Our team has guided complex initiatives across urban and rural contexts, and we maintain strong ties with industry, academia, and the public sector to ensure our recommendations remain novel yet evidence-based.
CVL Economics is owned by founding partners Adam J. Fowler and Uday Ram. They collectively have over 25 years of experience in the economic development and planning fields and oversee a growing team of specialists from diverse backgrounds.
For this engagement, we are pleased to join forces with MIG, a nationally recognized multidisciplinary planning and design firm with more than 40 years of experience leading cultural planning, public art strategy, and community engagement processes. The firm partners with cities, cultural institutions, and community organizations to create inclusive and equitable plans that connect people, strengthen creative ecosystems, and integrate arts and culture into civic life.
At the heart of MIG’s approach is their commitment to equity and authentic engagement. They design processes that ensure a broad cross-section of voices are represented, with special attention to historically underserved communities. Their engagement frameworks balance in-person and virtual opportunities, integrate cultural capacity-building workshops, and emphasize co-creation so that residents and artists are collaborators rather than simply participants.
ADAM J. FOWLER
Founding Partner
UDAY RAM
Founding Partner
CODY RAPP
Fractional Chief of Staff
ALISSA DUBETZ
Director
RYAN M. MARTINEZ
Manager
GAURAV PALLOD
Analyst
11 MIG’s in-house creative studio develops compelling communications, branding, and outreach tools to support every stage of cultural planning. From bilingual collateral and surveys to event branding and digital platforms, they create materials that are visually engaging, accessible, and strategically aligned to build awareness, foster trust, and broaden participation. The following team members from MIG will work alongside CVL Economics over the course of this engagement:
What sets our combined team apart is our shared belief that cultural planning must be grounded in both rigorous analysis and authentic community partnership. While CVL Economics brings the economic lens that helps cities understand the development opportunities and fiscal realities of cultural investment, MIG contributes the artistic vision and engagement expertise that ensures plans reflect genuine community aspirations rather than top-down assumptions. More than just a consulting arrangement, this is a collaboration born from recognizing that Culver City's cultural future requires both the precision of economic modeling and the creativity of community-driven design. Our combined approach treats residents as co-creators of their city's cultural landscape, not just beneficiaries of planning decisions made elsewhere.
ANN BERCHTOLD
Principal and
Director of Public
Art & Placemaking
NOÉ NOYOLA
Community Planner &
Project Manager
DANYEL CISNEROS
Graphic Designer,
Creative Team
12 2. Which office(s) of your organization will have primary responsibility for managing this account? List the members of your team who will be responsible for providing the services and for ongoing support.
CVL Economics’ sole office, located in Los Angeles, CA, will have the responsibility for managing this account. The proposed project team for this engagement will include Adam J. Fowler (who will serve as Project Manager), Uday Ram, Alissa Dubetz, and Ryan M. Martinez from CVL Economics and Ann Berchtold, Noé Noyola, and Danyel Cisneros from MIG.
13 3. What is your organization’s experience conducting the services requested, specifically in cultural planning, public art planning, strategic planning, and equity-centered community engagement? Describe comparable projects performed by your consultancy in the last five years, including the number of projects, scope of service, and status of projects.
CVL Economics has extensive experience working with California jurisdictions and organizations at the state, county, city, and subregional levels. Our specialized expertise in arts and culture planning, economic development strategy, and municipal policy is evidenced by recent client engagements that have encompassed regulatory barrier assessment, land use constraint analysis, and development incentives, consistently delivering actionable strategies that support hospitality sector growth while advancing broader community economic development objectives. Select engagements are summarized in the table below.
PROJECT DESCRIPTION STATUS
County of Los Angeles Metropolitan Transit
Authority (Metro) Arts and Culture Planning
Services
Multifaceted engagement that features
countywide asset mapping, creative economy
analysis, and travel network analysis.
In Process (Expected
Completion: 9/2027)
County of Ventura: Arts, Culture, and
Creative Economy Strategic Plan (2025)
Roadmap that bolsters the creative economy
(in part) through tourism revenue attraction
and real estate development.
In Process (Expected
Completion: 10/2025)
Destination Crenshaw: Cultural Tourism
and Commercial Corridor Activation (2025)
Study positioning historic corridor as tourism
destination through hospitality development
and regulatory reforms.
Completed
City of West Hollywood: Economic Impact
Analysis of City Special Events (2025)
Analysis measuring tourism visitor spending,
hospitality sector benefits, and operational
effects across major events.
In Process (Expected
Completion: 12/2025)
City of Palm Springs: Economic
Development Strategic Plan (2025)
Strategy balancing tourism legacy with
technology/creative sectors through zoning
reforms and incentive packages.
In Process (Expected
Completion: 10/2025)
City of San Leandro: Economic
Development Strategy | Creative
Economy Component (2024)
Analysis focused on leveraging arts, culture,
and the creative economy to revitalize tourism
sector, diversify the economy, and attract new
industries and talent.
Completed
Japanese American Cultural & Community
Center: Downtown Los Angeles Creative
Ecosystem Landscape Analysis (2024)
Analysis exploring virtual production and
immersive theater opportunities to revitalize
DTLA economy and diversify organizational
revenue streams.
Completed
14 Otis College Report on the Creative
Economy (2022, 2023)
Annual study focused on understanding the
size, growth, structure, and character of the
creative economy in California, with an
emphasis on Los Angeles County.
Completed
Center Stage: The Role of Live Performing
Arts in Revitalizing California Communities
(2023)
Impact analysis that evaluated the performing
arts sector’s economic contributions;
identified social and community benefits; and
provided recommendations for the sector’s
long-term sustainability.
Completed
MIG provides clear curatorial frameworks, policy recommendations, and implementation strategies that align with citywide goals while remaining flexible and responsive to community priorities. With deep expertise in cultural equity planning and public art, MIG delivers processes and products that inspire, build capacity, and result in measurable, long-term impact. The following are just a few recent examples of their work from the past five years.
PROJECT DESCRIPTION STATUS
Howard County Public Art and Placemaking
Strategy (Howard County, MD)
Countywide strategy to guide the curation,
selection, and conservation of public art, with
equity and inclusion as central principles .
In Process
City of Redmond Public Art Master Plan
Update (Redmond, WA)
Update providing a roadmap for curatorial
vision, cultural asset mapping, and
implementation strategies.
In Process
Grand River Public Art Plan (Grand Rapids,
MI)
Large-scale public art and placemaking plan
for the Grand River corridor, an 80 -acre
stretch at the heart of the city .
Completed
City of Bakersfield Public Art & Placemaking
Strategy (Bakersfield, CA)
Comprehensive strategy for public art and
placemaking that emphasized activation of
underutilized public spaces .
In Process
Ontario Museum of History and Art (Ontario,
CA)
Comprehensive communications strategy
that elevated the museum’s visibility and
connection to the community .
Completed
IQHQ | RaDD Campus (San Diego, CA) and
Fenway Center (Boston, MA)
Public art plan, artist selection and
procurement framework, and management of
installation of 20 artworks across the campus .
Completed
15 4. Comment on other areas that may make your consultancy unique.
CVL Economics and MIG represent a new generation of cultural planning—one that combines economic rigor with artistic vision, data analysis with community co-creation, and policy development with authentic engagement. For Culver City's Community Cultural Equity Plan, this partnership ensures the City receives not just a planning document, but a strategic framework for transformative cultural development. We believe several core principles separate us from our competitors:
§ EQUITY-CENTERED ECONOMIC ANALYSIS: While most cultural planning firms approach equity as an add-on consideration, we center historical redress and community healing from the outset.
CVL Economics brings specialized expertise in analyzing how creative economies can either perpetuate or address systemic inequities, while MIG's engagement frameworks ensure historically marginalized voices drive planning decisions rather than simply being consulted.
§ INTEGRATED PUBLIC ART AND CULTURAL EQUITY METHODOLOGY: Unlike firms that segment public art from broader cultural planning, our partnership seamlessly integrates curatorial vision with community-driven cultural development. MIG's decades long track record in public art master planning combines with CVL Economics' creative economy analysis to ensure public art investments advance equity goals while supporting sustainable sector growth.
§ CREATIVE ECONOMY SPECIALIZATION WITH IMPLEMENTATION FOCUS: Our combined expertise spans the full spectrum from entertainment industry analysis to grassroots cultural organizing.
We understand how Culver City's "Heart of Screenland" legacy can be leveraged for inclusive economic development, while our implementation support ensures recommendations translate into measurable community impact rather than remaining on shelves.
§ COMMUNITY CO-CREATION THAT BUILDS LASTING CAPACITY: Rather than extractive consultation processes, we design engagement frameworks that leave communities stronger. MIG's participatory planning methodologies combined with CVL Economics' economic literacy approaches ensure residents become long-term advocates for cultural equity, not just participants in a planning process.
§ SYSTEMS-THINKING APPROACH TO CULTURAL INFRASTRUCTURE: We analyze how cultural investments intersect with housing, transportation, economic development, and public health rather than examining arts and culture in isolation. This comprehensive perspective reveals opportunities for cross-departmental collaboration and funding strategies that traditional cultural consultants might miss.
Ultimately, what distinguishes our partnership is our commitment to transformation over transaction.
We're not simply documenting existing conditions or producing policy recommendations—we're facilitating a fundamental shift in how Culver City approaches cultural development. This means Culver City receives both a roadmap for action and the community capacity to implement it successfully, creating lasting change that extends far beyond the planning period.
16 QUALIFICATIONS AND EXPERIENCE OF
THE PROPOSED PROJECT TEAM
C
17 1. Describe the qualifications of staff proposed for the assignment, position(s) in the consultancy, and types and amount of equivalent experience. This should include recent experience, diversity, equity, and/or inclusion training or education, familiarity with public art in or around Culver City and the Los Angeles area, examples of completing similar projects on time and within budget and demonstrated experience researching and overseeing sub-contractors. Be sure to include any municipal agencies they have worked with in the past three years and their level of involvement. A description of how overall supervision will be provided should be included.
At the heart of CVL Economics lies our team's dedication to asking big questions and promoting transformative action. Our team's diverse backgrounds — which span the private, public, and nonprofit sectors — inform the perspectives and solutions we bring to the table. Blending empirical rigor with empathetic outreach, we strive for outcomes are both data-driven and human-centric.
Founding Partner Adam J. Fowler will serve as the Project Manager and will be the primary point of contact with the City of Culver City. An economist with expertise in the creative economy, policy and regulatory analysis, and quantitative research methods, he will lead the CVL Economics project team in the production and delivery of all deliverables and will be joined by Uday Ram (Founding Partner), Alissa Dubetz (Director), and Ryan M. Martinez (Manager) from the CVL Economics team.
ADAM J. FOWLER
FOUNDING PARTNER
PROJECT ROLE:
Project Manager and
Policy Analysis
MUNCIPAL PROJECT
EXPERIENCE IN PAST 3 YEARS:
County of Ventura
(Project Manager)
City of West
Hollywood
(Project Manager)
City of Palm Springs
(Policy Analyst)
ALISSA DUBETZ
DIRECTOR
PROJECT ROLE:
Data Analytics and
Economic Modeling
MUNCIPAL PROJECT
EXPERIENCE IN PAST 3 YEARS:
City of Berkeley
(Project Manager)
Los Angeles County
Community College
District
(Project Manager)
County of Monterey
(Deputy Project
Manager/Analyst)
RYAN M. MARTINEZ
MANAGER
PROJECT ROLE:
Data and Public
Finance Analysis
MUNCIPAL PROJECT
EXPERIENCE IN PAST 3 YEARS:
City of Oakland
(Project Manager)
City of Redwood City
(Project Manager)
City of San Mateo
(Project Manager)
City of San Carlos
(Project Manager)
UDAY RAM
FOUNDING PARTNER
PROJECT ROLE:
Spatial Analysis and
Stakeholder Engagement
MUNCIPAL PROJECT
EXPERIENCE IN PAST 3 YEARS:
City of Palm Springs
(Project Manager)
City of San Leandro
(Project Manager)
County of Monterey
(Project Manager)
18 The team members from MIG will be fully integrated into the CVL Economics project team and will lead the development of the Public Art Master Plan component, the design and implementation of the community engagement infrastructure, and the creation of communications and branding materials.
Proposed staff from MIG include:
CVL Economics employs a structured supervision framework that ensures quality delivery, maintains accountability, and provides clear oversight throughout the project lifecycle. Our supervision approach prioritizes technical excellence, stakeholder coordination, and transparent project management to deliver actionable outcomes that meet City objectives.
Supervision Structure and Accountability
§ PROJECT LEADERSHIP OVERSIGHT: Adam will provide direct supervision of all project activities and maintain accountability for deliverable quality and timeline adherence. As Project Manager, he will conduct weekly team meetings, review all work products before client delivery, and ensure alignment with project objectives and City requirements. § CLIENT COORDINATION AND OVERSIGHT: The Project Manager will establish bi-weekly coordination meetings with City staff to provide project updates, present preliminary findings, and address emerging issues. This supervision framework ensures continuous City input throughout the project process and enables course corrections as needed to meet evolving project requirements.
Quality Assurance and Delivery Management
§ INTERNAL REVIEW PROTOCOLS: All deliverables undergo multi-tier internal review, including peer review by team members, technical validation by subject matter experts, and final approval by
ANN BERCHTOLD
PRINCIPAL AND
DIRECTOR OF PUBLIC
ART & PLACEMAKING
PROJECT ROLE:
Public Art Master
Plan Development
DANYEL CISNEROS
GRAPHIC DESIGNER
AND MARKETING
SPECIALIST
PROJECT ROLE:
Branding and
Creative Campaign
Development
NOÉ NOYOLA
SENIOR ASSOCIATE,
COMMUNITY PLANNER
AND PROJECT MANAGER
PROJECT ROLE:
Community
Engagement Lead
19 the Project Manager. This supervision structure ensures technical accuracy, clarity of presentation, and alignment with project objectives before City delivery. § MILESTONE TRACKING AND ACCOUNTABILITY: The Project Manager maintains detailed project tracking systems that monitor progress against established milestones, budget parameters, and quality standards. Regular supervision includes assessment of team performance, resource allocation, and timeline adherence to ensure successful project completion.
Adaptive Supervision and Continuous Improvement
§ RESPONSIVE PROJECT MANAGEMENT: Our supervision framework includes regular assessment of project methods and stakeholder feedback to ensure adaptive management that responds to evolving project needs. The Project Manager coordinates with City staff to adjust approaches as needed while maintaining project scope and quality standards. § TRANSPARENT COMMUNICATION PROTOCOLS: Supervision includes establishment of clear communication channels with City staff, including advance briefings on findings, structured feedback processes, and collaborative review of draft materials. This ensures City leadership maintains oversight of project direction and outcomes throughout the engagement.
20 2. Identify and provide the resume(s) of the personnel who will be assigned to this project.
Resumes for proposed project team members begin on the following page.
21 ADAM J. FOWLER
Founding Partner,
CVL Economics
M: (310) 739-4105
E: [email protected]
EXPERTISE
Labor Market Economics
Economic Development Strategy
Housing Policy
Creative and Nightlife Industries
Sectoral Partnerships
EDUCATION
ABD, Political Psychology |
University of California,
Los Angeles
MA, Political Science | University
of Arkansas, Fayetteville
BA, Political Science | University
of Arkansas, Fayetteville
AFFILIATIONS
California Association for
Local Economic Development
International Economic
Development Council
International Downtown
Association
Adam J. Fowler is a recognized thought leader in economic and workforce development with a focus on the creative economy. He is a trusted advisor to public sector leaders who are eager to advance regional economic vitality and, through his research and consulting work, helps communities unlock their economic potential by leveraging their unique strengths. His passion for unleashing the power of local talent pools is grounded in a deep understanding of the value of creativity, innovation, and human capital as key drivers of economic growth and prosperity.
EXPERIENCE
Ventura County Arts, Culture, and Creative Economy Strategic Plan | Ventura, CA | County of Ventura
Los Angeles County Metro Arts and Culture Planning Services | Los Angeles County, CA | LACMTA
City of Palm Spring Economic Strategic Development Plan | Palm Springs, CA | City of Palm Springs
Destination Crenshaw Report on Cultural Tourism | Los Angeles, CA | Destination Crenshaw
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
Washington State Music Industry: Economic Impact, Trends, and Opportunities | Seattle, WA | Washington Nightlife Music Association
Creativity in Demand: Report on the Creative Labor Market | Walnut, CA | Mt.
San Antonio Community College
Strong Workforce Program: Entertainment and LA Creative Economy 2.0 | Los Angeles County, CA | Los Angeles Regional Consortium
Film and Digital Media Industry Analysis | Los Angeles, CA | County of Los Angeles
Creative Jobs Collective Impact Initiative Analysis and Forecast for Creative Occupations | Los Angeles, CA | Arts for LA
State of Film, TV, VFX, and Post-Production | Los Angeles, CA | California Film Commission
Los Angeles Pride Economic Impact Analysis | West Hollywood, CA | Christopher Street West
22 UDAY RAM
Founding Partner,
CVL Economics
M: (646) 479-1497
E: [email protected]
EXPERTISE
Regional Economic Development
Industry Analysis
Urban Planning
Creative Economy
Strategy Development
Community Development
EDUCATION
Master of Urban and Regional
Planning | University of California,
Los Angeles
MA, Security Studies |
Georgetown University
BA, Economics and Government |
Cornell University
Uday specializes in resilient economic development, which is informed by over 15 years of domestic and international experience in the planning discipline. His areas of focus lie at the intersection of regional planning, the creative economy, and expanding opportunity to disinvested communities and underrepresented populations. Previously, Uday served as an advisor to City of Los Angeles Mayor Eric Garcetti’s Office of Resilience, the Lower Los Angeles River Working Group, and the Abu Dhabi Urban Planning Council.
EXPERIENCE
Destination Crenshaw Report on the Creative and Cultural Economy | Los Angeles, CA | Destination Crenshaw
The Role of T.R.U.S.T. South LA in Preserving Communities and Expanding Opportunity in South Los Angeles | Los Angeles, CA | T.R.U.S.T. South LA
Downtown Los Angeles Creative Ecosystem Landscape Analysis | Los Angeles County, CA | Japanese American Cultural & Community Center
City of Palm Spring Economic Strategic Development Plan | Palm Springs, CA | City of Palm Springs
County of Monterey Comprehensive Economic Development Strategy, Year 1 Update, Year 2 Update, and Year 3 Update | Monterey County, CA | Monterey County Economic Development
Economic Development Strategy: Creative Economy Component | San Leandro, CA | City of San Leandro
Hollywood Economic Analysis and COVID-19 Recovery Framework | Los Angeles, CA | Hollywood Chamber of Commerce
Economic Impact Analysis of Pandemic Recovery Investments on the Arts and Culture Sector | Berkeley, CA | City of Berkeley
Lower Los Angeles River Revitalization: An Inclusive Approach to Planning, Implementation, and Community Engagement | Los Angeles, CA | Urban Federal Waters Partnership
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
The Impact of Tech Accelerator Programs on Black and Brown Founders in Los Angeles | Los Angeles, CA | Plug In Ventures
23 ALISSA DUBETZ
Director,
CVL Economics
M: (330) 860-4737
E: [email protected]
EXPERTISE
Industry Analysis
Workforce Analysis
Impact Analysis
Data Analytics
Stakeholder Engagement
EDUCATION
MA, Economics | University
of Southern California
BA, Economics | Fordham
University
Alissa specializes in economic analysis and policy research, committed to driving impactful and inclusive change across communities through data- driven insights. With expertise in workforce development, business ecosystems, infrastructure, and the creative economy, her work centers on utilizing data analytics to inform decision-making in the public, private, and nonprofit sectors. She previously held positions at the Milken Institute and Beacon Economics, where she focused on economic impact assessments for various programs, organizations, and industries.
EXPERIENCE
Center Stage: The Role of Live Performing Arts in Revitalizing California Communities | Los Angeles, CA | Theatre Producers of Southern California, Arts for LA, Californians for the Arts, and Actors Equity Association
Economic Impact of the Arts Sector and Analysis of Pandemic Recovery Investments | Berkeley, CA | City of Berkeley
Economic and Fiscal Impact Analysis of West Hollywood’s Special Events | West Hollywood, CA | City of West Hollywood
Economic and Fiscal Impact Analysis of Pandemic Recovery Investments in the Arts and Culture Sector | Berkeley, CA | City of Berkeley
An Inclusive Economic Development Roadmap for California's Inland Empire | San Bernardino and Riverside Counties, CA | Western Riverside Council of Governments
Reclaiming California’s Role in Global Animation: The Case for Modernizing California’s Film and TV Tax Credit | Los Angeles, CA | BRIC Foundation, The Animation Guild, Titmouse
Future Unscripted: The Impact of Generative Artificial Intelligence on Entertainment Industry Jobs | Los Angeles, CA | Concept Art Association, The Animation Guild, The Human Artistry Campaign, The National Cartoonists Society
The Economic Impact of the Tech Sector on California’s Economy | Sacramento, CA | California Foundation for Commerce and Education
Otis College Report on the Creative Economy | Los Angeles, CA | Otis College of Art and Design
Economic Impact Analysis of the Los Angeles Zoo and Botanical Gardens | Los Angeles, CA | Los Angeles Zoo and Botanical Gardens
24 RYAN M. MARTINEZ
Manager,
CVL Economics
M: (408) 841-6201
E: [email protected]
EXPERTISE
Statistical Analysis
Economic Forecasting
Real Estate Economics
Public Finance
Urban Planning
EDUCATION
MS, Statistics | California
State University at Fullerton
BA, Economics | California
State University at East Bay
BS, Statistics | California
State University at East Bay
Ryan is a data scientist and urban economist who leverages computational methods and empirical analysis to tackle complex economic challenges. At CVL Economics, he applies innovative methodologies at the intersection of data science and economic theory to deliver actionable insights for clients. Before joining CVL, Ryan served as a Senior Associate at Economic & Planning Systems (EPS) in Oakland and previously led the Economic and Revenue Forecasting practice at Beacon Economics in Los Angeles.
EXPERIENCE
San Mateo General Plan Update Feasibility and Fiscal Impact Analysis of Land Use Alternatives and Preferred Land Use Plan | San Mateo, CA | City of San Mateo
Oakland General Update Existing Conditions Analysis and Industrial Lands Policy Study | Oakland, CA | City of Oakland
BART A-Line Jobs Attraction Strategy | Oakland, CA | Bay Area Rapid Transit (BART)
South Santa Rosa Specific Plan Market Demand Analysis | Santa Rosa, CA | City of Santa Rosa
Redwood City Greater Downtown Area Plan Market Context Analysis and Community Engagement | Redwood City, CA | City of Redwood City
San Francisco Downtown Fiscal Impact Analysis of Office-to-Residential Conversion Incentive Policies | San Francisco, CA | San Francisco Bay Area Planning and Urban Research Association (SPUR)
Fairfield Parks and Recreation Development Impact Fee Update | Fairfield, CA | City of Fairfield
Fiscal Impact Analysis for the Potrero Power Station Redevelopment Enhanced Infrastructure Financing District | San Francisco, CA | Associate Capital
Fiscal Impact Analysis for the Treasure Island Redevelopment Enhanced Infrastructure Financing District | San Francisco, CA | Treasure Island Development Group
Napa Economic Development Element Update Socioeconomic Analysis | Napa, CA | City of Napa
Watsonville Urban Limit Line Ballot Initiative Impact Assessment | Watsonville, CA | City of Watsonville
25 ANN BERCHTOLD
Principal and Director of
Public Art & Placemaking,
MIG
M: (858) 254-3031
E: [email protected]
EXPERTISE
Public Art Master Planning
Cultural Planning
Placemaking
Community Engagement
Marketing
EDUCATION
BS, Business Administration
(Marketing) with Minor in Fine
Art | San Diego State University
Ann is a nationally recognized leader in public art and cultural planning, with over 20 years of experience designing and managing inclusive processes that integrate arts and culture into civic systems. As Principal and Director of Public Art & Placemaking at MIG, Ann guides cultural equity planning, public art policy, and creative placemaking initiatives for cities across the country. She specializes in projects that center equity, amplify underrepresented voices, and create lasting impact.
RELEVANT EXPERIENCE
Cultural Equity & Community Plans | Leads cultural planning efforts that embed equity principles into city policies and practices. Experienced in building engagement frameworks that balance in-person and virtual access, prioritize underserved communities, and create capacity-building opportunities.
Public Art Master Plans | Directs the development of public art master plans that align with cultural equity goals, including curatorial frameworks, maintenance and conservation strategies, and funding/staffing recommendations. Known for clear implementation roadmaps that translate vision into action.
Creative Capacity-Building I Leads workshops that strengthen the artist ecosystem, including professional development, financial resilience, health equity in the arts, and placemaking strategies. Ensures planning processes leave behind skills and tools that support artists long-term.
In-House Creative Studio Leadership | Oversees MIG’s in-house creative studio, producing accessible and visually compelling communications, branding, and engagement tools tailored for cultural equity initiatives.
SELECTED PROJECTS
Howard County, MD | Public Art & Placemaking Strategy: Developed an equity- focused plan with robust hybrid engagement, emphasizing underserved communities and cross-departmental collaboration.
City of Redmond, WA | Public Art Master Plan Update: Directed public engagement and policy development for a fast-growing community, balancing cultural equity priorities with implementation-focused recommendations.
Grand Rapids, MI | Grand River Public Art & Placemaking Strategy: Led inclusive engagement to shape curatorial vision and strategies for equitable distribution of public art along an 80-acre river corridor.
Bakersfield, CA | Public Art Plan & Strategy: Delivered a comprehensive plan focused on activating underutilized public spaces and building cultural equity across the city.
26 NOÉ NOYOLA
Senior Associate, Community
Planner and Project Manager,
MIG
EXPERTISE
Community Engagement
Community Development
Communications Strategy
Workshop Facilitation
EDUCATION
Master of City Planning
(Housing, Community, and
Economic Development) |
University of California,
Berkeley
BA, Political Science and
Spanish | Sonoma State
University
Noé is a highly skilled and dedicated community planner and project manager with experience addressing the full spectrum of urban planning and design issues, including transportation, housing, economic development, and recreation. He is deeply aware of the emotional ties people hold to their communities and designs planning processes that respect and build on these connections. His cultural competency, fluency in Spanish, and mastery of facilitation enable him to effectively bridge technical content with the lived experience of impacted and often under- served communities. A creative communicator and facilitator, Noé ensures open and balanced exchanges of information that build trust, foster collaboration, and lead to equitable and positive outcomes.
SELECTED PROJECTS
Franklin Blvd. Complete Streets Visualization, Project Identity, and Bilingual Engagement | Sacramento, CA
Caltrans Statewide Equity Training | Statewide, CA
Caltrans Public Engagement Trainings for Districts | Statewide, CA
Cherryland Community Center Development and Workshop Facilitation, Hayward Area Recreation and Parks District | Hayward, CA
Decoto Neighborhood Outreach | Union City, CA
Sustainable Transportation Visualization and Community Guide, Santa Cruz County Regional Transportation Commission | Santa Cruz, CA
Valley Link Commuter Rail Outreach and Stakeholder Engagement | San Joaquin and Alameda Counties, CA
Visión Salinas, Project Identity, Website Development, and Bilingual Communications | Salinas, CA
Salinas Police Station Development Outreach and Bilingual Engagement | Salinas, CA
Farmworker Housing Summit, Bilingual Facilitation and Infographics | Salinas, CA
Caltrans Border Port of Entry, Bilingual Merchant Outreach | Calexico, CA
Downtown Specific Plan and Sustainable Grants Application | Watsonville, CA
Yurok Lands Act Multi-Tribal Facilitation | Eureka, CA
27 DANYEL CISNEROS
Graphic Designer and
Marketing Specialist,
MIG
EXPERTISE
Graphic Design
Branding
Marketing
Data Visualization
EDUCATION
BFA, Graphic Design | San
Diego State University
Danyel is an accomplished graphic designer specializing in brand identity, creative campaign development, and visual communications for public agencies and cultural organizations. At MIG, he develops brand identities, creative templates, original illustrations, and logos, collaborating with planners, public art consultants, and engagement specialists to create visually compelling, accessible materials. His work ensures that public-facing projects are supported by strong visual storytelling and cohesive communications strategies.
Prior to joining MIG, Danyel served as a graphic designer and marketing specialist at the San Diego International Airport, where he contributed to the airport’s rebranding efforts and created advertising and collateral for a wide range of marketing campaigns. His background in both design and marketing brings a dual focus on creativity and strategy to every project.
RELEVANT EXPERIENCE
Brand development and creative campaigns for cultural planning, public art, and public engagement initiatives.
Design of accessible, equity-centered collateral for diverse audiences.
Expertise in aligning visual identity with community values and project goals.
SELECTED PROJECTS
Grand River Public Art Master Plan | Grand Rapids, MI
City of Bakersfield Public Art Plan & Public Art Siting | Bakersfield, CA
Ontario Museum of History and Art | Ontario, CA
San Diego County Parks and Recreation Branding | San Diego, CA
Project Clean Water: Stormwater Brand Development | San Diego, CA
Orange County Stormwater Marketing Communications | Orange County, CA
Beach and Bay Water Quality Program Brand Development | County of San Diego, CA
First 5 San Diego Branding and Marketing | San Diego, CA
San Diego County Office of Education Branding and Marketing | San Diego, CA
28 RESPONSE TO SCOPE OF SERVICES
D
29 APPROACH
The following work plan outlines CVL Economics’ approach to fulfilling the project’s Scope of Services.
Our methodology addresses the City's three primary goals while centering equity and historical redress throughout the planning process.
Organized into six (6) phases and corresponding tasks spanning twelve (12) months, the plan outlines the analysis and methods CVL Economics will leverage to produce the findings and recommendations aimed at attracting new hospitality developments and redevelopments in Culver City.
PHASE 1: PROJECT INITIATION
Establishing a strong foundation is critical for successful project execution. We begin by confirming objectives, building collaborative relationships with City staff, and developing comprehensive frameworks for community engagement and communications. Our planning approach ensures all stakeholders align on project scope, methodology, and expectations while establishing the equity- centered foundation that will guide all subsequent work.
Task 1.1: Kickoff Meeting
CVL Economics will begin with a comprehensive project kickoff meeting with designated Culver City Cultural Affairs staff to confirm project objectives, review scope and timeline, identify key stakeholders, and establish project management protocols including bi-weekly check-ins and communication frameworks. We will document all agreements in a project charter that includes an updated work plan, timeline, and coordination protocols that account for the collaborative approach outlined in the Amendment, serving as the foundational governance document for the engagement and baseline for measuring project success.
Task 1.2: Public Engagement Framework
We will develop a comprehensive Public Engagement Plan that prioritizes historically marginalized voices and residents of SB 1000 Priority Neighborhoods through detailed outreach strategies for different demographics, accessibility accommodations, and multilingual capacity (Spanish with provisions for additional languages as community needs indicate). The framework will incorporate both in-person and virtual engagement options, include partnership protocols with community-based organizations, and establish clear documentation and feedback integration processes to ensure authentic community participation throughout all project phases.
Task 1.3: Communications Strategy and Branding
CVL Economics will collaborate with City staff to develop a basic graphic identity for the planning process and establish communication protocols that leverage the City's commitment to lead on citywide communications while providing strategic guidance on messaging that resonates across Culver City's diverse communities. Our approach will include development of multilingual materials, social media strategies, and stakeholder notification systems that support transparent and accessible communication throughout the planning process.
30 PHASE 1 DELIVERABLES:
1. Kickoff Meeting Agenda and Briefing Materials
2. Project Charter
3. Communications Roadmap and Basic Branding Elements
PHASE 2: ASSESSMENT AND ANALYSIS
Understanding Culver City's current cultural landscape requires thorough investigation of policy environments, community assets, and existing conditions. Through document review, data analysis, and asset mapping, we create a comprehensive baseline that informs all strategic recommendations and ensures the plan builds upon existing strengths while addressing identified gaps and inequities.
Task 2.1: Document Review
Our team will conduct a thorough review of the Culver City General Plan 2045 (particularly the Arts, Culture, and Creative Economy Element), Parks Plan, existing Art in Public Places Program policies, Creative Economy reports (2017 and 2020), and other relevant city documents including zoning code provisions and economic development strategies. This analysis will provide the foundation for understanding current policy frameworks, identifying areas for integration and enhancement, and assessing alignment between existing policies and community cultural equity goals, with particular attention to implementation gaps and resource allocation patterns.
Task 2.2: Cultural Asset Inventory and Mapping
CVL Economics, in collaboration with the City’s GIS team, will develop a comprehensive cultural asset inventory, in part leveraging our work with LA Metro on their countywide asset mapping project. We will inventory established cultural institutions using City business license data and existing arts and cultural asset databases, map creative businesses and entertainment venues using relevant NAICS codes, and identify informal cultural spaces, murals, and gathering places (through community outreach) not captured in traditional inventories. Each asset will be geocoded and analyzed for geographic distribution with deliverables including an interactive digital map and comprehensive asset database.
Task 2.3: Creative Economy Analysis
We will assess Culver City's creative economy using demographic data, employment data, business attraction data, and real estate analysis to understand current economic conditions affecting the arts and cultural sector. This will include benchmarking against comparable cities, regional analysis to understand Culver City's position within the broader Los Angeles cultural landscape, and assessment of affordability challenges facing artists and cultural workers. Our analysis will examine workforce patterns, business formation rates, real estate costs, and economic multiplier effects of cultural activities to establish baseline conditions for measuring plan implementation success.
31 Task 2.4: Needs Assessment
Our team will perform a comprehensive landscape analysis characterizing cultural assets, documenting development patterns and population shifts, and identifying barriers to participation in arts and culture programming with specific analysis of SB 1000 Priority Neighborhoods and their unique needs and assets. This analysis will examine demographic trends, transportation patterns, housing affordability impacts on cultural workers, and infrastructure conditions affecting cultural programming.
PHASE 2 DELIVERABLES:
4. Digital Cultural Asset Maps and Database
5. Summary Assessment and Analysis Slide Deck
PHASE 3: COMMUNITY ENGAGEMENT AND VISIONING
Meaningful community participation drives our equity-centered engagement approach, with particular emphasis on historically marginalized voices throughout Culver City's diverse neighborhoods. Multiple engagement methods ensure broad community participation in defining needs, priorities, and vision for the city's cultural future, creating authentic opportunities for residents to shape the plan's direction.
Task 3.1: Stakeholder Engagement Infrastructure
CVL Economics will work with relevant Cultural Affairs Commission Subcommittees and staff to liaison to identify and engage the broad stakeholder network outlined in the RFP including artists, cultural organizations, business owners, residents, and community leaders. We will facilitate regular working sessions with relevant Cultural Affairs Commission subcommittees and staff, preparing meeting agendas and summaries as specified, while maintaining detailed stakeholder databases and engagement tracking systems to ensure representative participation throughout the planning process.
Task 3.2: Community Input Sessions
CVL Economics will conduct three (3) strategically located in-person community input sessions with particular focus on SB 1000 Priority Neighborhoods, using participatory methodology including small group discussions, visual preference surveys, and asset mapping exercises. Sessions may, in coordination with the City, include Spanish language translation, ADA accessibility accommodations, and childcare support to ensure broad participation, with locations selected in partnership with community-based organizations and cultural institutions.
These meetings will also serve as visioning sessions that synthesize community input from all engagement activities to establish shared principles and frame the community vision for both the Community Cultural Equity Plan and Public Art Master Plan components. We will employ multiple engagement formats including facilitated discussions and interactive polling to accommodate diverse communication preferences and cultural backgrounds, with detailed documentation of input themes, demographic participation patterns, and specific policy recommendations emerging from community discussions.
32 Task 3.3: Focus Groups and Interviews
Our team will facilitate at least two in-person focus or advisory group meetings targeting specific demographics including artists, cultural workers, youth, seniors, and business owners, plus individual and small group interviews with City staff from partnering departments (Public Works, Parks Recreation & Community Services, Planning, Economic Development). In addition, we will conduct stakeholder interviews across the arts ecosystem using structured interview protocols to gather detailed input on regulatory barriers, funding needs, programming gaps, and partnership opportunities, with findings synthesized to inform policy recommendations and implementation strategies.
Task 3.4: Community Survey
CVL Economics will design and implement a comprehensive community survey— tailored for specific demographics and available in English and Spanish with additional language support as community needs indicate—using the Qualtrics XM platform to reach residents who may not attend in-person meetings. The survey will assess cultural participation patterns, funding priorities, accessibility barriers, and community vision elements, with demographic analysis to ensure representative responses and targeted outreach to underrepresented communities through community-based organization partnerships.
PHASE 3 DELIVERABLES:
6. Community Input Session Facilitation and Materials
7. Focus Group and Interview Facilitation and Agendas
8. Survey Instrument
9. Stakeholder Outreach Summary Slide Deck
PHASE 4: STRATEGY DEVELOPMENT
Translating community voice into actionable policy requires strategic frameworks that address Culver City's cultural equity goals while building on established community vision. We develop comprehensive approaches for utilizing the Cultural Trust Fund, enhancing the city's cultural profile, and creating equitable access to arts and cultural resources that reflect community priorities and address historical inequities.
Task 4.1: SWOT Analysis
Building on the preceding phases, CVL Economics will conduct a strategic SWOT assessment that evaluates Culver City's cultural strengths, weaknesses, opportunities, and threats. This assessment will integrate findings from the cultural asset inventory, creative economy analysis, and needs assessment with themes emerging from community engagement sessions, stakeholder interviews, and survey responses to identify strategic priorities for cultural equity advancement and sustainable sector growth.
We will validate findings with City Staff and select stakeholders to ensure the assessment reflects both technical analysis and lived community experience, providing the strategic foundation for all subsequent policy recommendations and implementation planning.
33 Task 4.2: Strategic Framework
The strategic framework will aim to enhance Culver City's regional, national, and international profile as a center for innovation and creativity. Recommendations for economic growth and development will focus on cultural tourism initiatives, festival and event programming, media relations strategies, and cross- departmental partnerships that amplify the role of arts and culture in achieving citywide goals. We will evaluate potential partnerships with regional cultural institutions, higher education, and tourism organizations to leverage Culver City's "Heart of Screenland" legacy and creative tech hub identity for economic development and cultural advancement.
In addition, we will develop specific strategies that address historical inequities and promote equitable outcomes through comprehensive analysis of current resource distribution patterns, community- identified barriers from the SWOT analysis, and national best practices in cultural equity advancement.
Strategies will include affordable working and living spaces for creatives, inclusive programming requirements, sustainable arts districts development, enhanced funding access for underrepresented communities, and community-driven cultural initiatives that leverage identified strengths while addressing documented weaknesses. Implementation recommendations will include partnership protocols with housing developers, zoning modification strategies, and anti-displacement measures that protect existing cultural communities while supporting growth and investment.
Task 4.3: Revenue Analysis and Funding Strategy
Our team will develop a comprehensive funding analysis exploring existing revenue sources, new or expanded revenue opportunities, external funding sources, and operating fees through examination of comparable city programs, grant landscape assessment, and revenue forecasting under different scenarios. This analysis will include specific recommendations for sustainable funding mechanisms that support both cultural programming and public art initiatives (such as the Cultural Trust Fund), including federal and state grant opportunities, corporate partnership structures, and innovative financing approaches such as social impact bonds and crowdfunding integration that align with community values and equity goals.
Task 4.4: Implementation Planning
We will create detailed implementation timelines with short-, medium-, and long-term priorities, including specific metrics and evaluation criteria for tracking progress through development of a comprehensive project management framework that organizes recommendations by substantive area and implementation timeline. The matrix will facilitate coordination with partner agencies and funding sources, include risk assessment and mitigation strategies, and establish evaluation benchmarks that enable adaptive management and continuous improvement. Implementation priorities will reflect community input, resource availability, and strategic sequencing that builds momentum and demonstrates early wins while advancing long-term equity goals.
PHASE 4 DELIVERABLES:
10. SWOT Analysis
11. Strategic Framework
34 12. Implementation Plan
PHASE 5: PUBLIC ART MASTER PLAN
In tandem with the development of the Community Cultural Equity Plan, we will produce a Public Art Master Plan that ensures alignment between citywide cultural goals and the policies, programs, and investments that shape Culver City’s public art program. Our approach emphasizes clarity, accessibility, and actionable strategies supported by strong visuals, data, and community input. The plan will provide a visionary framework for the next decade of public art while staying rooted in practical implementation steps and equity priorities.
Task 5.1: Public Art Collection Assessment
The project team will conduct a high-level assessment of the City’s existing Art in Public Places Program, evaluating the collection’s geographic distribution, cultural representation, and alignment with equity goals. Using GIS mapping, demographic overlays, and transit accessibility analysis, we will identify where public art is currently concentrated and where gaps exist. This analysis will highlight SB 1000 Priority Neighborhoods and other areas surfaced through community engagement as culturally significant but underserved by current programming.
In addition, we will conduct a policy-level condition and maintenance scan—not a detailed conservation assessment, but a review of existing policies, resources, and practices to identify systemic needs and opportunities for long-term stewardship. Findings will be visualized through maps, dashboards, and equity scorecards to clearly communicate where resources are strong, where gaps remain, and where future investment will have the greatest impact.
Task 5.2: Public Art Vision and Goals Development
Our team will facilitate visioning sessions with community members, artists, and Cultural Affairs Commission representatives to establish a comprehensive public art vision that centers on community- identified priorities for geographic distribution and artistic representation. We will develop specific goals addressing artistic excellence, community engagement, economic impact, and cultural representation, with measurable outcomes and evaluation criteria to guide implementation and assess program success over the next decade.
Task 5.3: Strategy Development
We will create a phased strategic framework for commissioning and siting public art across Culver City that prioritizes equity, cultural representation, and long-term sustainability. The strategy will build directly from community input, demographic analysis, GIS mapping, and transit accessibility overlays to identify where investments will have the most impact, with a focus on SB 1000 Priority Neighborhoods and other areas surfaced through engagement as culturally significant but historically underserved.
The framework will establish clear criteria for site selection, incorporating considerations such as community visibility, geographic balance, accessibility, cultural relevance, and opportunities to activate
35 public spaces. It will also define engagement requirements that ensure residents are collaborators in shaping projects, not just audiences.
To maximize resources and expand reach, the strategy will outline partnership pathways with private development, community organizations, and other City departments (such as Parks Recreation & Community Services and Planning), embedding public art into civic systems rather than treating it as an afterthought. Recommendations will be presented in phased priorities—short-, mid-, and long-term— allowing Culver City to build a sustainable pipeline of projects while ensuring equitable access to public art across all neighborhoods.
Task 5.4: Implementation Guidelines
Our team will prepare clear, policy-level guidelines that help Culver City prioritize public art investments based on available funding, resources, and capacity. Drawing on national best practices, we will establish a framework that aligns the City’s cultural equity vision with realistic implementation steps, ensuring the program is both ambitious and achievable. The guidelines will provide a tiered prioritization system to help the City determine which projects should move forward first—based on equity impact, community visibility, geographic distribution, and available resources. This approach will ensure that public art is advanced strategically, even under constrained budgets, while maintaining a clear long-term vision.
We will also recommend funding and resource strategies, including developer contributions, public– private partnerships, and leveraging City investments in parks, infrastructure, and economic development. Coordination protocols will be outlined to ensure staff across departments can effectively integrate public art into capital projects and planning initiatives. Finally, the guidelines will offer streamlined procedures and practical tools—such as process flowcharts, site selection checklists, and community engagement requirements—to help City staff and partners manage projects efficiently.
Together, these implementation guidelines will enable Culver City to make transparent, equitable, and sustainable decisions about how and where to invest in public art.
Task 5.5: Administrative Framework
We will develop a consolidated administrative framework to support the efficient and equitable operation of Culver City’s public art program. This framework will address the day-to-day systems and resources needed to manage projects, streamline processes, and ensure consistency across the program.
Key elements include:
§
PROGRAM STRUCTURE & STAFFING: Recommendations for staffing levels, roles, and administrative capacity to effectively manage the program.
§ STREAMLINED PROCEDURES: Clear, step-by-step processes for permitting, contracting, artist selection, and approvals, supported by template agreements and flowcharts to reduce barriers for artists and partners.
§ ARTIST SELECTION PROCESSES: Updated procedures that maintain transparency, expand opportunities for emerging artists and community-based organizations, and align with cultural equity goals.
36 § MAINTENANCE RESPONSIBILITIES: Policies for documenting artworks, assigning maintenance responsibilities, and ensuring long-term stewardship of the collection at a programmatic level. § EVALUATION & REPORTING: Development of metrics and tools to track program outcomes, measure equity impacts, and communicate progress to the community and City leadership. § IMPLEMENTATION TOOLS: Practical resources such as process checklists, template agreements, and administrative timelines to guide staff in daily program management.
This framework will provide Culver City with a clear, easy-to-use administrative toolkit that strengthens program efficiency, reduces barriers for participation, and ensures that public art projects are delivered consistently and equitably.
Task 5.6: Maintenance and Conservation Strategy
Finally, CVL Economics will prepare a policy-level strategy (to be integrated into the Community Cultural Equity Plan) to ensure the long-term care and sustainability of Culver City’s public art collection. This strategy will provide guidance on staffing, funding, and program resources, while clarifying responsibilities across City departments. Key elements include:
§
HIGH-LEVEL ASSESSMENT: Review current maintenance practices, staffing capacity, and funding streams to identify strengths and systemic gaps. (Detailed condition assessments of individual artworks are not included in this scope.)
§ SUSTAINABLE FUNDING APPROACHES: Recommend funding strategies such as dedicated maintenance reserves, developer contributions, public–private partnerships, and potential endowment or sponsorship models.
§ ROLES AND RESPONSIBILITIES: Clarify staff and department responsibilities for routine care, emergency response, and long-term conservation.
§ COMMUNITY & INSTITUTIONAL PARTNERSHIPS: Explore opportunities to engage community organizations, volunteers, and educational institutions in supporting stewardship, documentation, and conservation practices.
§
DEACCESSION & REPLACEMENT POLICIES: Establish clear policies for when and how artworks may be deaccessioned or replaced, ensuring decisions reflect community values, equity considerations, and artistic integrity.
§
INNOVATION & ENGAGEMENT: Incorporate best practices for conservation that balance preservation with community engagement and support ongoing artistic innovation.
The strategy will provide Culver City with a sustainable framework for maintaining collection quality while supporting transparency, accountability, and continued community trust in the public art program.
PHASE 5 DELIVERABLES:
13. Draft Public Art Master Plan Component (Word Format)
37 PHASE 6: REPORT PRODUCTION
Bringing together all research, analysis, and community input into a unified plan requires careful synthesis and community validation before formal adoption. Our approach ensures community ownership through iterative review and refinement, culminating in professional presentation to decision- making bodies for plan adoption and implementation authorization.
Task 6.1: Draft Plan Development
CVL Economics will produce a draft Community Cultural Equity Plan with integrated Public Art Master Plan component (in Word format), which will include images, text, maps, and supporting analyses. The plan will reflect the community's vision and provide actionable strategies for implementation, with clear connections between community input, policy recommendations, and implementation strategies. Our approach will ensure accessibility through accessible narratives, visual communication techniques, and summary materials that enable broad community understanding and engagement.
Task 6.2: Final Plan Production
CVL Economics will produce a professionally designed final plan document (in PDF format) that serves as both a policy guide and community resource, incorporating all feedback and revisions from City staff and an online community review process. The final plan will include executive summaries, detailed implementation guides, appendices with supporting research, and community engagement documentation that demonstrates the collaborative planning process and community ownership of recommendations.
Task 6.3: Presentations
Our team will prepare and deliver presentations to the Cultural Affairs Commission for recommendation and to City Council for adoption, with up to three (3) additional presentations to relevant City departments as requested. We will provide presentation materials suitable for public meetings and legislative bodies, including slide decks, executive summaries, and supporting documentation that clearly communicate plan recommendations, implementation requirements, and expected outcomes.
Presentation preparation will include coordination with City staff on timing, format, and key messaging to ensure successful plan adoption and implementation authorization.
PHASE 6 DELIVERABLES:
14. Draft Community Cultural Equity Plan (Word Format)
15. Online Community Review Platform
16. Final Community Cultural Equity Plan with Public Art Master Plan Component (PDF)
17. Presentation Slide Deck
18. In-Person Cultural Affairs Commission Presentation
19. In-Person City Council Presentation
38 FEES
E
39 1. Provide your fees for the proposed services. Fee quotes should be detailed by service and the breakdown of all fees itemized. Proposals should include a competitive bid for the anticipated scope of work and the hourly billable rates which will be applied to the project.
The table below provides pricing information for each of the six phases described in this proposal along with production costs. The total cost of this project—barring any changes to scope of work in the preceding pages—shall not exceed $173,660. This proposal price will be valid for a period of at least 180 days.
PROJECT TEAM
Consultant Fowler Ram Dubetz Martinez Berchtold Noyola Cisneros Title Partner Partner Director Manager Principal Manager Designer Hourly Rate $250 $250 $200 $175 $230 $175 $130
Total Project Hours: 744 110 91 77 93 271 81 21
PHASE 1: PROJECT INITIATION
Task 1.1: Kickoff Meeting 2 1 1 1 1 1 1
Task 1.2: Public Engagement Framework 2 2 - - 10 10 -
Task 1.3: Communications Strategy and Branding 2 - - - 10 - 20 Phase 1 Subtotal: $12,110 $1,500 $750 $200 $175 $4,830 $1,925 $2,730
PHASE 2: ASSESSMENT AND ANALYSIS
Task 2.1: Document Review 8 4 8 8 - - -
Task 2.2: Cultural Asset Inventory and Mapping 2 16 - 24 - - - Task 2.3: Creative Economy Analysis 8 4 16 - - - -
Task 2.4: Needs Assessment 8 4 - - - - -
Phase 2 Subtotal: $23,900 $6,500 $7,000 $4,800 $5,600 $0 $0 $0
40 PHASE 3: COMMUNITY ENGAGEMENT AND VISIONING
Task 3.1: Stakeholder Engagement Infrastructure 2 4 - - 10 20 - Task 3.2: Community Input Sessions 4 4 2 - - 30 -
Task 3.3: Focus Groups and Interviews 4 12 2 - 10 20 -
Task 3.4: Community Survey - 8 8 - - - -
Phase 3 Subtotal: $28,750 $2,500 $7,000 $2,400 $0 $4,600 $12,250 $0
PHASE 4: STRATEGY DEVELOPMENT
Task 4.1: SWOT Analysis 8 4 4 - - - -
Task 4.2: Strategic Framework 20 4 4 4 - - -
Task 4.3: Revenue Analysis and Funding Strategy 2 - - 16 - - - Task 4.4: Implementation Planning 2 - - 8 - - -
Phase 4 Subtotal: $16,500 $8,000 $2,000 $1,600 $4,900 $0 $0 $0
PHASE 5: PUBLIC ART MASTER PLAN
Task 5.1: Public Art Collection Assessment - - - - 64 - - Task 5.3: Public Art Vision and Goals Development - - - - 32 - - Task 5.3: Strategy Development 2 - - - 56 - -
Task 5.4: Implementation Guidelines - - - - 24 - -
Task 5.5: Administrative Framework 2 - - - 32 - -
Task 5.6: Maintenance and Conservation Strategy - - - - 14 - - Phase 5 Subtotal: $52,060 $1,000 $0 $0 $0 $51,060 $0 $0
41 PHASE 6: REPORT PRODUCTION
Task 6.1: Draft Plan Development 20 16 32 32 - - -
Task 6.2: Final Plan Production 8 8 - - 4 - -
Task 6.3: Presentations 4 - - - 4 - -
Phase 6 Subtotal: $27,840 $8,000 $6,000 $6,400 $5,600 $1,840 $0 $0
Consultant Fees Subtotal $27,500 $22,750 $15,400 $16,275 $62,330 $14,175 $2,730 Total Consulting Fees $161,160
PROJECT BUDGET
Total Consultant Fees $161,160
Report Design, Layout, and Production $10,000
Estimated Travel Costs $2,500
TOTAL PROJECT COST $173,660
42 2. Outline billing and payment expectations, including timing and method of payment.
CVL Economics will invoice the City of Culver City on a monthly basis for 12 equal payments of $14,471.67 starting after the first month of the engagement (tentatively January 1, 2026) through the final month (expected completion date: November 2026, with a final invoice date of December 1, 2026).
Payment will be expected within 30 days of invoice receipt and may be processed via paper check or ACH bank transfer.
43 3. Describe any remaining fees not previously detailed in the above.
All fees for this engagement are accounted for in the table on the preceding page.
44 REFERENCES
F
45 List the name, address, e-mail address and telephone number of references from at least three (3) recent similar projects. Include a brief description of the work provided for each reference. California municipal or county projects are preferred. You may not use the Culver City as a reference. You may offer more than three recent similar projects if desired. The references should include the start date of the project and the date of completion for each project.
CVL ECONOMICS
The following references represent CVL Economics' recent experience in California county, municipal, and local cultural planning projects that directly demonstrate our qualifications for Culver City's Community Cultural Equity Plan. Each engagement showcases our integrated approach combining rigorous economic analysis with authentic community engagement, policy expertise with implementation planning, and data-driven insights with equity-centered strategies.
PROJECT: County of Ventura Arts, Culture, and Creative Economy Plan CLIENT: Ventura County, CA
YEARS: August 2023 to October 2025 (Expected)
CVL Economics is developing Ventura County’s first comprehensive Arts, Culture, and Creative Economy Strategic Plan, demonstrating our expertise in regional cultural planning and equity-centered approaches. Our methodology included extensive cultural asset mapping across eleven jurisdictions, policy analysis of municipal barriers to creative development, and economic impact assessment of the county's over $3 billion creative economy. We designed and implemented countywide engagement prioritizing historically underrepresented communities through multilingual surveys, focus groups with artists and cultural workers, and collaborative workshops ensuring authentic community participation shaped all recommendations.
Our strategic framework addresses five core objectives from ecosystem sustainability to equitable placemaking, explicitly centering historical redress. We developed actionable strategies for municipal policy coordination, sustainable funding mechanisms, and anti-displacement measures protecting existing cultural communities. The plan established Ventura Creates as a public-private partnership model for coordinated investment and identified specific revenue strategies including percent-for-art policies and cultural district financing. Our deliverables included detailed implementation frameworks with clear metrics, phased timelines, and accountability structures ensuring community ownership of outcomes.
David Yoshitomi Email: [email protected]
Arts & Culture Manager Phone: (805) 662-6706
County of Ventura
800 South Victoria Avenue
Ventura, CA 93009
46 PROJECT: Cultural Tourism and Corridor Activation Study CLIENT: Destination Crenshaw (Los Angeles)
YEAR: February to May 2025
Destination Crenshaw engaged CVL Economics to conduct a comprehensive cultural and economic development study positioning the historic Crenshaw Corridor as a major cultural destination that centers Black cultural heritage while advancing community economic development goals. Our analysis identified significant opportunities to leverage cultural assets for community wealth-building while addressing historical disinvestment patterns. We evaluated how new Metro K Line transit access could support local cultural businesses and examined strategies for preventing cultural displacement as the area gains regional prominence.
The study included market analysis of cultural tourism potential, assessment of existing creative assets, and development of specific policy recommendations including Cultural District designation, Community Benefits Agreement frameworks, and local hiring requirements for cultural developments. Our recommendations provided actionable strategies for removing barriers to cultural business development while ensuring community members benefit from increased investment. This project demonstrates our expertise in community-controlled cultural development, anti-displacement policy design, and developing evidence-based recommendations that advance from analysis to implementable equity strategies.
Jason Foster Email: [email protected]
President and CEO Phone: (323) 678-4917
Destination Crenshaw
5444 Crenshaw Blvd, Suite #100
Los Angeles, CA 90043
PROJECT: Palm Springs Economic Development Strategic Plan CLIENT: City of Palm Springs, CA
YEARS: September 2024 to October 2025 (Expected)
We are currently finalizing a comprehensive economic development strategic plan that positions Palm Springs to balance its tourism legacy with emerging opportunities in creative and technology sectors— directly relevant to Culver City's evolution as both a creative hub and diverse community. Our approach integrates cultural asset analysis within a broader framework addressing year-round economic activity, workforce development, and business diversification while centering equity considerations throughout the planning process.
A critical component involves extensive collaboration with community stakeholders, including artists, cultural organizations, and historically underrepresented business owners, to understand barriers to participation in the creative economy. We conducted comprehensive analysis of existing zoning constraints and municipal policies affecting cultural spaces, evaluating affordability challenges, permitted
47 use designations, and development incentive structures. Recommendations include strategic modifications supporting creative sector growth while preventing displacement, including live-work zoning for artists, streamlined permitting for cultural venues, and anti-speculation measures protecting existing cultural communities.
Wayne Olson Email: [email protected]
Chief Economic Development Officer Phone: (760) 322-8358 City of Palm Springs
3200 E Tahquitz Canyon Way
Palm Springs, CA 92262
MIG
MIG's recent project portfolio demonstrates deep expertise in public art master planning, cultural equity strategies, and community-centered engagement processes across diverse municipal contexts. These projects showcase MIG's ability to develop comprehensive curatorial frameworks, navigate complex stakeholder environments, and create implementation strategies that balance artistic excellence with community priorities. Each engagement reflects MIG's commitment to inclusive planning processes that ensure investments advance equity goals while building lasting community ownership of cultural assets.
PROJECT: Public Art & Placemaking Strategy
CLIENT: Howard County, MD
YEARS: 2024 to 2026
MIG developed a countywide strategy to guide the curation, selection, and conservation of public art, with equity and inclusion as central principles. The plan balanced input from advisory committees, community members, and County staff to define curatorial frameworks, identify siting opportunities, and recommend funding and staffing approaches. Engagement was designed to reach underrepresented communities and ensure a broad spectrum of voices shaped the final recommendations.
Coleen West Email: [email protected]
Executive Director Phone: (410) 313-2787
Howard County Arts Council
PROJECT: Public Art Master Plan Update
CLIENT: City of Redmond, WA
YEARS: 2025 to 2026
MIG is leading the update of Redmond’s Public Art Master Plan, providing a roadmap for curatorial vision, cultural asset mapping, and implementation strategies. The process combined in-person
48 workshops, virtual meetings, and a citywide survey to capture input from diverse audiences. The plan will offer actionable policy recommendations, maintenance and conservation strategies, and phased priorities to align public art with Redmond’s rapid growth and changing demographics.
Chris Weber Email: [email protected]
Cultural Arts Supervisor Phone: (425) 556-2316
City of Redmond
PROJECT: Grand River Public Art Plan
CLIENT: City of Grand Rapids, MI
YEARS: 2024 to 2025
MIG guided a large-scale public art and placemaking plan for the Grand River corridor, an 80-acre stretch at the heart of the city. The process involved extensive community engagement, participatory cultural asset mapping, and close collaboration with artists and cultural organizations. The plan established a curatorial framework, recommended strategies for integrating art into civic systems, and outlined approaches for equitable distribution of public art across neighborhoods.
Kimberly Van Driel Email: [email protected]
Director of Public Space Management Phone: (616) 915-9500 Downtown Grand Rapids, Inc.
PROJECT: Public Art & Placemaking Strategy
CLIENT: City of Bakersfield, CA
YEARS: 2024 to Present
MIG worked with the City of Bakersfield to create a comprehensive strategy for public art and placemaking that emphasized activation of underutilized public spaces. The plan combined policy-level recommendations with siting opportunities and curatorial strategies designed to reflect community identity. Public engagement was central to the process, incorporating input from residents, artists, and civic leaders to build consensus around priorities and future investments.
Walter Michael Villa Email: [email protected] Administrative Analyst III Phone: 661.326.3620
City Manager’s Office
City of Bakersfield
49 PROJECT: Comprehensive Communications Strategy
CLIENT: Ontario Museum of History and Art
YEARS: 2023 to 2024
MIG partnered with the Ontario Museum of History and Art to deliver a comprehensive communications strategy that elevated the museum’s visibility and connection to the community. The work included branding, marketing, social media, and public relations designed to broaden participation in cultural programming and strengthen the museum’s role as a community anchor. MIG developed a cohesive brand identity and produced creative materials and campaigns that reflected local identity while engaging diverse audiences across multiple platforms.
Marissa Kucheck Email: [email protected]
Chief Curator Phone: (909) 395-2523
Ontario Museum of History & Art
PROJECT: RaDD Campus (San Diego, CA) and Fenway Center (Boston, MA) CLIENT: IQHQ
YEARS: 2021 to 2024
MIG served as public art advisor for the IQHQ RaDD Campus, a large mixed-use life science development on the San Diego waterfront. The scope included developing a comprehensive site plan for art, overseeing artist selection and procurement, and managing the installation of 20 artworks across the campus. MIG guided curatorial strategy and artist engagement, ensuring opportunities for local and emerging artists while aligning installations with the project’s identity and long-term stewardship goals.
Ashley Simpson Email: [email protected]
Senior Vice President of Design Phone: (858) 366-2700 IQHQ
50 IMPLEMENTATION SCHEDULE
G
51 Include a detailed implementation schedule with an estimated project start date in December 2025 and note key project milestones and timelines for deliverables. Identify any assumptions used in developing the schedule.
DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
PHASE 1: PROJECT INITIATION
Task 1.1: Kickoff Meeting 1
Task 1.2: Public Engagement Framework • 2
Task 1.3: Communications Strategy and Branding • 3
PHASE 2: ASSESSMENT AND ANALYSIS
Task 2.1: Document Review • •
Task 2.2: Cultural Asset Inventory and Mapping • • • 4
Task 2.3: Creative Economy Analysis • • • •
Task 2.4: Needs Assessment • • 5
PHASE 3: COMMUNITY ENGAGEMENT AND VISIONING
Task 3.1: Stakeholder Engagement Infrastructure • •
Task 3.2: Community Input Sessions 6 • •
Task 3.3: Focus Groups and Interviews 7 • •
Task 3.4: Community Survey 8 • • 9
PHASE 4: STRATEGY DEVELOPMENT
Task 4.1: SWOT Analysis • 10
Task 4.2: Strategic Framework • • 11
Task 4.3: Revenue Analysis and Funding Strategy • • Task 4.4: Implementation Planning • • 12
PHASE 5: PUBLIC ART MASTER PLAN
Task 5.1: Public Art Collection Assessment • • •
Task 5.3: Public Art Vision and Goals Development • • Task 5.3: Strategy Development • • •
Task 5.4: Implementation Guidelines • •
Task 5.5: Administrative Framework • •
Task 5.6: Maintenance and Conservation Strategy • 13
52 SUMMARY OF DELIVERABLES
1. Kickoff Meeting Agenda and Briefing Materials
2. Project Charter
3. Communications Roadmap and Basic Branding Elements
4. Digital Cultural Asset Maps and Database
5. Summary Assessment and Analysis Slide Deck
6. Community Input Session Facilitation and Materials
7. Focus Group and Interview Facilitation and Agendas
8. Survey Instrument
9. Stakeholder Outreach Summary Slide Deck
10. SWOT Analysis
11. Strategic Framework
12. Implementation Plan
13. Draft Public Art Master Plan Component (Word Format)
14. Draft Community Cultural Equity Plan (Word Format)
15. Online Community Review Platform
16. Final Community Cultural Equity Plan with Public Art Master Plan Component (PDF)
17. Presentation Slide Deck
18. In-Person Cultural Affairs Commission Presentation
19. In-Person City Council Presentation
DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
PHASE 6: REPORT PRODUCTION
Task 6.1: Draft Plan Development • 14 15
Task 6.2: Final Plan Production • 16
Task 6.3: Presentations • •
Presentation Slide Deck 17
Cultural Affairs Commission Presentation 18
City Council Presentation 19
53 ATTACHMENTS
Additional requested documentation pertaining to this RFP response begin on the following pages:
§ Acknowledgement of Addendum #1
§ Acknowledgement of Addendum #2
Proposal: Lord Cultural Resources
Specification No. 2640:
Community Cultural
Equity Plan
September 18, 2025
Culver City
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
2 TABLE OF CONTENTS
A.
Company and General Information
................................
................................
................................
..................
7 B.
Qualifications
a
nd Experience
o
f
t
he Consultancy
................................
................................
...................
9 C.
Qualifications
a
nd Experience
o
f Proposed Project Team
................................
................................
....
22 D.
Fees
................................
................................
................................
................................
................................
..........
43 E.
References
................................
................................
................................
................................
.............................
46 F.
Implemetation Schedule
................................
................................
................................
................................
...
49 CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
3 Executive Summary
Lord Cultural Resources is honored to submit this proposal for Culver City’s Community Cultural Equity Plan, inclusive of a comprehensive Public Art Master Plan. With nearly 45 years of global leadership in cultural planning and a proud local presence in C ulver City, we offer unmatched
experience in cultural strategy, public art planning, and equity -
centered community engagement. Our
practice has helped shape arts and cultural futures in more than 460 cities and 57 countries, and our mission is clear: to co
llaborate with communities to create places, programs, and resources that make the world a better place through culture.
QUALIFICATIONS AND EXPERIENCE
Lord brings deep expertise in municipal cultural planning and public art strategy. Our recent projects illustrate our capacity to guide complex cultural initiatives toward adoption and impact:
•
In
Tucson, AZ
, we developed
¡Somos Uno! A Cultural Heritage Strategy
, the city’s first cultural plan,
which was unanimously adopted in 2025. This plan directly led to the creation of the City’s first Cultural Affairs Officer and elevated culture as a driver of belonging, economic growth, and equity. •
In
Charlotte, NC
, we led the
Charlotte Arts and Culture Plan
, engaging over 3,200 residents. The
plan resulted in historic public investments of $21 million to sustain the city’s arts and culture sector.
•
In
Columbus, OH
, we created
Greater Art. Greater Columbus.
, the city’s first public art strategy,
which established a new Art in Public Places program and broadened representation by amplifying underrepresented voices and embedding public art in transportation, housing, and sustainability initiatives.
•
In
Los Angeles
, we are developing the
Warner Center Cultural Amenities Master Plan
, ensuring new
development integrates arts and culture into the fabric of a rapidly growing district.
Each of these projects demonstrates our ability to design inclusive processes, secure political and financial buy
-
in, and deliver actionable cultural strategies that result in measurable change.
METHODOLOGY AND APPROACH
Our approach to Culver City’s plan is guided by four principles: centering equity, co -
creation with
artists, an ecosystem mindset, and actionable implementation. We will deliver the plan over a 12 -
month timeline
through four integrated phases:
1. Discovery & Research
–
Conduct cultural asset mapping, policy review, and benchmarking against peer cities. Assess current cultural conditions, identify gaps, and highlight opportunities for equity and access.
2. Community Engagement
–
Lead a robust, inclusive engagement process including interviews, workshops, surveys, focus groups, and creative pop
-
up events. Center historically marginalized
voices and embed artists as co
-
designers of the process.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
4 3.
Visioning & Strategy Development
–
Synthesize insights into a shared cultural vision and
actionable strategies, aligning with Culver City’s General Plan 2045 and Parks Plan. Develop goals for affordability, sustainability, and integration of public art.
4. Plan Development & Implementation Roadmap
–
Deliver a comprehensive Community Cultural
Equity Plan and Public Art Master Plan, including measurable actions, phased implementation, funding strategies, and evaluation tools to ensure long -
term impact.
THE TEAM
Our proposed team combines
national
expertise
and local connection:
•
Joy Bailey
-
Bryant, President & Managing Partner (Project Advisor)
–
a sector leader
and expert
in municipal cultural engagement with experience guiding major projects such as the National Museum of African American History and Culture.
•
Holly Shen, Senior Director (Project Lead & Public Art Specialist) –
a
cultural strategy
leader
based
in the Culver City office
with over 20 years of experience in cultural strategy and public art planning, including recent
municipal
work in Tucson, Columbus, and Warner Center.
•
Erica Rawles, Senior Consultant (Community
and Creative
Engagement Lead)
–
a
Los Angeles
native with deep expertise in creative engagement and cultural strategy, and
a
local connection
to
Culver City
.
•
Valerie Guevara, Senior Manager
, Projects and Operations
(Project Manager)
–
experienced in
complex municipal cultural projects including Rockford, Long Beach, and Charlotte. •
Magdiel Espinal (Research Lead)
–
experienced in
provid
ing
expertise in
thorough and equitable
research.
Lord Cultural Resources
is honored t
o have the opportunity to support
Culver City
in developing
not
just a plan, but a process that will energize its creative sector, strengthen community trust, and embed equity in cultural policy. Building on the City’s strong foundation, we will deliver a Community Cultural Equity Plan that:
•
Aligns with existing plans and priorities
•
Integrates public art into the cultural fabric of the city •
Addresses affordability and space challenges
•
Elevates Culver City’s profile as a center for cultural innovation
Delivered with cultural respect, inclusivity, and actionable vision, this plan will serve as a blueprint for the next decade
—
ensuring that all residents see themselves reflected in Culver City’s creative future.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
5 Section One:
Questionnaire/Response
to Scope of Services
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
6 Section
A
:
Company and General
Information
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
7 A.
COMPANY AND GENERAL
INFORMATION
A1.
Company name and address. Also, include A/P remit address, contact names, emails and phone numbers.
Company Name and Address:
Lord Cultural Resources
3520 Schaefer St.
Culver City,
CA 90232
A/P Remit Address:
125 Park Avenue
Suite 2553
New York, NY 10017
Contacts:
Holly Shen
Senior Director
917
-
364
-
1073
[email protected]
Andrea
Kezdi
Director of Business Development
[email protected]
416
-
457
-
8173
A2. Letter of Transmittal
Lord Cultural Resources
affirms that it has thoroughly reviewed the
RFP
and agrees to comply with all
terms and conditions set forth therein.
Johnson Paul
Chief Financial Officer
Lord Cultural Resources
A3. Primary Contact
Holly Shen
(she/her)
Senior Director, Lord Cultural Resources
917
-
364
-
1073
[email protected]
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
8 Section Two:
Qualifications and Experience
of the Consultancy
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
9 B.
QUALIFICATIONS
AND EXPERIENCE
OF THE CONSULTANCY
B1.
Describe your consultancy’s history and organizational structure.
Lord Cultural Resources is the global practice
leader in cultural sector planning.
Founded in 1981 by
Gail and Barry Lord
, the company
will celebrate 45 years of operation in 2026.
W
e have helped to
create, plan, and operate cultural spaces and places in more than 460 cities, 57 countries, and six continents.
Our global
network of offices
are located
in Toronto, New York, Madrid, Mumbai
,
and
we
proudly
base our
West Coast operations
in Culver City
, on Tongva land
.
We are
driven by our
vision
“
Making the wor
ld a better place through culture
.”
We plan and develop implementable solutions, help
create new visitor experiences, and craft visionary strategies for museums , heritage sites, cultural
centres, parks, universities, festivals, theatres, archives, libraries, gardens, conservatories, and arboreta around the world.
Our
work advances our
mission
to “
collaborate with our clients on planning and
managing places, programs, and resources to create enriching and meaningful experiences. ”
In April 2025,
Chargeurs Museum Studio
(CMS)
acquired a stake
in Lord Cultural Resources
,
strengthening
our
capacity to support
planning, development
,
and implementation
for
cultural places
and spaces
globally.
The company
is owned and managed by the following
principal leaders
:
Joy Bailey Bryant
President and Managing
Partner
Dov Goldstein
Managing Partner
Javier
Jimenez
Managing Partner
Gail Lord
Founding Partner
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
10 SIZE AND STAFF COMPOSITION
We are a 35 ‑
person consultancy comprising partners and senior leadership; practice and project directors; senior consultants and consultants; community engagement sp ecialists;
researchers/analysts; project managers and coordinators; and operations, finance, and administrative professionals.
The organizational chart
below
details the structure of the company.
N
UMBER AND
P
OSITION
T
ITLES OF
S
TAFF
The
following number of people hold the listed staff titles. •
Founding Partner:
one
(
1 )
•
Managing Partner:
three (
3 )
•
Vice President/Senior Principal:
three (
3 )
•
Senior Director: three (3)
•
Director:
f
ive
(
5 )
•
Senior Consultant:
six (6)
•
Consultant:
five
(
5 )
•
Central Support Functions:
nine
(
9 )
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
11 O
UR COMMITMENT TO
DIVERSITY,
EQUITY, AND INCLUSION
Embedding the values of belonging, equity, and inclusion is central to our mission of making the world a
better place through culture
. Lord Cultural Resources is guided by an equity framework that informs every aspect of our practice, from project design to implementation. We are experienced in delivering culturally competent and equitable services within diverse communities, and we pri oritize engagement
methods that are inclusive, responsive, and accessible
.
We view
engagement
as
central to the success
of
our work
and
approach it with the understanding that community members are true experts, possessing the knowledge and lived experience to identify the best solutions to their most pressing challenges.
We craft intentional and equitable
approaches
to
engage
populations
that are
historically
excluded from
planning
processes
—
critical
to
build
ing
trust, creat
ing
a stronger sense of belonging,
and produc
ing outcomes
that reflect the full diversity of community perspectives —
ultimately leading
to more just, effect
ive, and sustainable cultural strategies
.
Our global team
—
based in Toronto, Los Angeles, New York, Mumbai, China, and Europe —
embodies
this commitment, communicating in more than 15 languages and reflecting the diversity of the communities we serve. We live equity, diversity, and inclusion through our organizational culture and
strengthen belonging by learning from and with the many communities of culture, race, and ethnicity that we engage.
Lord Staff and Thought Leaders
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
12 B2.
Which office(s) of your organization will have primary responsibility for managing this account?
Our
Culver City
office will have primary responsibility for managing this account. The members of the team who will be responsible for providing the services and ongoing support are:
•
Project Advisor:
Joy Bailey
-
Bryant
,
President & Managing Partner
•
Project Lead:
Holly Shen, Senior Director
•
Community Engagement Lead:
Erica Rawles, Senior Consultant
•
Project Manager:
Valerie Guevara, Senior Manager, Projects & Operations
•
Research Lead and Administrative Support
:
Magdiel Espinal, Consultant
B3. What is your organization’s experience conducting the services requested, specifically in cultural planning, public art planning, strategic planning, and equity
-
centered community engagement?
EXPERIENCE
CONDUCTING SERVICES REQUESTED
Lord Cultural Resources brings an unparalleled depth of experience in cultural planning, municipal arts policy, public engagement, and implementation. Our recent and relevant work in cities such as Tucson, AZ; Charlotte, NC; Gwinnett County, GA; and Dallas
, TX demonstrates our ability to guide public
agencies through complex
strategies
that
support arts and culture sectors to improve quality of life.
In our work, culture is the fourth pillar of sustainability —
equal to the economic, environmental and
social realms of a city’s vitality. We assist municipalities, foundations, developers and public -
private
partnerships. Results are realized across more than one organization, facility or building. Beneficiaries are
community stakeholders, residents and tourists.
We help communit
ies m
anage and strengthen the cultural assets that shape its sense of place, foster creativity
and expand economic opportunity
.
All of our planning work is
grounded in deep engagement
with stakeholders, clear alignment with mission and values, and a commitment to measurable outcomes.
Not only have we conducted
many
strategic plans
around the world over the last five years,
but our consultancy also
authored multiple publications on strategic planning.
Across multiple nationally significant initiatives
—
from commemorating civil rights history to uplifting
underrecognized stories
—
Lord has consistently served as a trusted steward of place -
based identity,
helping communities share, honor, and preserve their
stories through a robust and thoughtful planning
process in which community members are considered experts and planning moves at the speed of trust.
Our engagement process embodies the
philosophy “meet people where they are
.
”
COMPARABLE PROJECTS
IN THE LAST FIVE YEARS
:
OVERVIEW
Our
work
in the U
.
S
.
over the past five years
has included
the following.
•
C
ultural planning
:
5 completed
; 4 ongoing
•
P
ublic art planning
:
1 completed; 2 ongoing
•
S
trategic planning
:
5 ongoing
;
12 completed
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
13 COMPARABLE PROJECTS:
SELECTED PROJECT DESCRIPTIONS
WARNER CENTER CULTURAL AMENITIES MASTER PLAN
Los Angeles
,
CA
(
March
2023
–
October
2 025)
Lord Cultural Resources was engaged by the Los Angeles Department of City Planning (DCP) and the Los Angeles Department of Cultural Affairs (DCA) in 2023 to develop the first Cultural Amenities Master Plan (CAMP) for Warner Center. Building on the 2013 War ner Center 2035 Plan,
the
CAMP
establishes a clear strategy for leveraging the area’s cultural amenities fee, ensuring that new
development contributes to the creation of vibrant, inclusive, and accessible cultural infrastructure .
The planning process included a comprehensive review of existing cultural amenities
, an
environmental scan of national best practices, a five
-
month public engagement process, and
a detailed
site survey mapping cultural amenity typologies and opportunities . The final plan provides a long
-
term
vision for Warner Center as a regional cultural destination —
integrating arts and culture into future
development, strengthening community identity, and
guiding the allocation of dedicated cultural trust
funds
.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
14 CULTURAL AFFAIRS DEVELOPMENT PLAN
Long Beach, CA
(December
2024
-
March
2025
)
In December 2024, Lord Cultural Resources was engaged by the City of Long Beach to create a Cultural Affairs Development Plan
supporting the expansion of the former Library Services to include arts and culture as the new Library, Arts & Culture Department . The Plan provides a roadmap for
strategically advancing Long Beach’s cultural infrastructure into a centralized, efficient and innovative system
—
a critical step to ensuring long
-
term growth and sustainability for arts and culture in Long Beach.
To ensure the plan was responsive to stakeholder needs and concerns, the consultant team conducted a robust
stakeholder engagement process, including 20 interviews, a series of six workshops, and drop -
in
office hours
. The process also included robust research and analysis on the current conditions of the City’s arts and culture infrastructure and funding, and the study of past precedents from eight peer cities that have also merged arts and culture and library service s into holistic services under one
umbre
lla. The final plan ultimately resulted in a series of recommendations and a five -
year
implementation plan that outlined steps to increase cohesion, build out needed staff, streamline roles, responsibilities and functions, and standardize operations and ma nagement procedures.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
15 GREATER ART. GREATER
COLUMBUS
.
PUBLIC ART
STRATEGY
Columbus,
OH (
April 2023
-
Sept
202
5 )
L
ord Cultural Resources was engaged by the Greater Columbus Arts Council (GCAC), in partnership with the City of Columbus and Franklin County, to develop Greater Art. Greater Columbus
,
the region’s
first
-
ever public art strategy. Published in 2024, this landmark initiative established a comprehensive framework for commissioning, managing, and advocating for public art across Central Ohio. The strategy charts a path toward elevating the
role of public art in advancing civic pride, social cohesion, equity,
and regional identity through a unified vision for the future of public art. Central to this vision is the creation of a new Art in Public Places (AiPP) program housed at GCAC, supported by sustainable funding, governance, and staffing models to ensure lo
ng
-
term impact.
The planning process spanned 18 months and included an
in
-
depth analysis of 23 peer cities’ public art
programs and funding models
, a comprehensive review of Columbus’s existing cultural ecosystem, and robust
community and stakeholder engagement that reached more than 2,000 residents, artists, and civic leaders
through surveys, interviews, workshops, and pop
-
up events. The process also produced a
Public Art Toolkit, offering practical guidance, templates, and resources for artists, developers, and municipal
ities throughout the county.
The
newly formed
AiPP program
fills a long
-
standing gap by centralizing public art leadership for the City and County.
The strategy also laid the foundation for new public art funding mechanisms through
pooled city, county, and private investment;
provided recommendations for
broaden
ing
representation
by amplifying underrepresented voices
, building artist capacity, and expanding the geographic distribution
artworks across the region; and created pathways
for
embedding
public art into
transportation, housing
, parks, and environmental sustainability initiatives
, making public art a more
visible driver of civic identity and quality of life.
Greater Art. Greater Columbus
.
positions Columbus and Franklin County as national leaders in innovative, equitable, and community
-
driven public art. Its implementation will not only enrich the cultural landscape but also strengthen civic trust, economic vitality, and quality of life fo r decades to
come.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
16 ¡SOMOS UNO! A CULTURAL HERITAGE STRATEGY
FOR TUCSON
Tucson,
AZ
(
May
2023
–
January
2 02
5 )
Lord Cultural Resources was engaged in 2023 by the City of Tucson to develop the City’s first comprehensive cultural plan. ¡Somos Uno! A Cultural Heritage Strategy for Tucson was published in October 2024 and unanimously adopted by Tucson Mayor and City Co uncil in January 2025. This
strategy charts a path toward sustaining the city’s cultural heritage while promoting economic growth, social cohesion, and creative innovation through a unified vision for the city’s cultural future. The plan focuses on four ke
y priorities
—
Governance and Policy, Creative Placekeeping, Belonging and Cultural Equity, and Cross
-
Sector Collaboration
—
and provides targeted strategies to achieve meaningful
progress toward actionable goals.
The
first major milestone
following the plan’s adoption was the
appointment of the
City’s
first Cultural Affairs Officer,
an action that
directly stemmed from the plan’s
recommendations
and one that creates the
leadership capacity needed to sustain momentum, advance cultural
equity, and translate the
strategy’s vision into lasting impact.
The planning process included extensive background research, an analysis of peer cities and Tucson’s existing arts and culture ecosystem; six months of
robust public engagement that reached over 2,000
people
; and an economic and fiscal impact analysis of the creative economy and arts and cultural industry, which resulted in the important finding that Tucson’s overall arts and cultural economy contributes $8.4 billion in business revenue in Tucson and cultural tourism generates approximately
$431 million in
annual visitor spending.
“The Cultural Heritage Strategy for Tucson is the result of hundreds of hours of in -
depth
conversations with artists, performers, culture bearers, craftspersons, cultural workers, and others who have maintained our local heritage for generations. It genuin ely reflects
the dire needs, hopes, challenges, and potential of Tucson's arts, heritage, and culture sector. Its recommendations are critical to the health of our city's cultural assets.”
-
Marc Pinate
,
¡Somos Uno!
Steering Committee Member and
Producing Director,
Borderlands Theater
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
17 ROCKFORD
REGION CULTURAL PLAN
Rockford, Illinois
(
2023
–
24 )
In early 2023, The Rockford Area Arts Council (RAAC) hired Lord Cultural Resources to facilitate a cultural plan for the Rockford Region (Winnebago and Boone Counties). The Lord team worked closely with the Arts Council, Project Advisory Committee (PAC) an d Community Ambassadors, to ensure
inclusive and representative public engagement to complement extensive research. The resulting plan includes four high
-
level “gears,” or interconnected priorities, (in recognition of Rockford’s proud manufacturing history
) surrounding an overall vision for arts and culture to thrive in Rockford.
The Rockford Region Cultural Plan quickly produced multiple positive impacts for the region. During the cultural planning process, Rockford’s City Council voted to allocate $200K towards public art, after community input surfaced that a monument to Rockfor
d multi
-
racial founders was in need of
refurbishment after long
-
term storage. Since the unveiling of the plan, each priority of the plan has yielded specific results. For Advocacy & Policy, the newly arrived Hard Rock Café agreed to provide $250K annually
towards arts and culture. For Youth & Arts Education, RAAC’s signature SPARK! summer arts program expanded to include a mental health agency as a partner. For Inclusivity/Intersectional Collaboration, RAAC began a Business of Art program to collaborate wit h
the business community and expand access to the arts. And for Neighborhood & Space Development, in 2024, RAAC purchased the defunct Illinois National Guard Armory to convert the facility to a cultural center. In May 2024, RAAC was awarded $1.5 million fr om the USEPA, to clean up the facility
in preparation for cultural use
.
The Cultural Plan
result
ed
in a total of over $2
million
to Rockford’s arts
and culture ecosystem
.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
18 CHARLOTTE ARTS AND CULTURE PLAN
City of Charlotte, North Carolina
Charlotte
-
Mecklenburg is one of the fastest growing communities in the nation. Home to the country’s 16th largest city, the area hosts major headquarters for banking, fintech and other industry giants as well as multiple higher education institutions. It i
s an increasingly diverse community with growing
Asian, multiracial and Hispanic populations throughout the area. Charlotte -
Mecklenburg's creative
ecosystem includes many layers, each of which rely on and support each other. As it has done with its succes
sful business and community development planning, Charlotte -
Mecklenburg seeks to harness
its strengths in the arts and culture sector to grapple with its challenges.
The City of Charlotte engaged Lord Cultural Resources in 2022 to create the Charlotte Arts and Culture Plan, at a moment of significant transition for the Charlotte -
Mecklenburg region. The model
that funded the Charlotte
-
Mecklenburg arts and culture sector
for many years, which included robust
workplace giving, no longer provides sufficient funding, in line with broader national funding trends.
The 2008 economic downturn exacerbated funding challenges for the sector, as did the COVID -
19 pandemic; in the wak
e of these events, new funding models are needed.
The Charlotte Arts and Culture Plan created a roadmap for a path forward to ensure a vibrant, equitable, and inclusive arts and culture landscape for all in the area.
Over 3,240 community members
throughout Charlotte
-
Mecklenburg engaged in the planning process.
The final plan is built around eight
priorities, all in service of a vision where all people in the community are valued and supported through arts and culture.
Following Charlotte City Council’s adoption of the plan, the Council approved a budget of $11 million to fund arts & culture
–
more than any previous amount. In addition, Mecklenburg County approved $10 million, for
a total of $21 million. These historic allocations
–
a testament to the recognition of the value
of arts and culture for Charlotte
-
Mecklenburg
–
are
a direct result from the Charlotte Arts and Culture
Plan.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
19 B4.
Comment on other areas that may make your consultancy unique.
A RESPONSIVE AND INTEGRATED APPROACH TO CULTURAL PLANNING Lord Cultural Resources differs from other
consultancies
in that our entire approach is built on
collaboration, co
-
creation, cultural respect
, and an
arts
-
integrated
approach
. Outlined below are six
unique qualities of our consultancy.
FULL
-
SERVICE CULTURAL PLANNING
Lord Cultural Resources is a ful
l
-
service and fully
-
staffed
cultural
planning firm
:
any engagement
with
our firm
inherently
includes
:
rigorous project management protocol
, graphic design and production of
reports and public communications, and access to a deep bench of subject matter experts .
Fundamental to any successful planning effort is the adherence to project management practices. To
ensure the highest quality of service,
we staff a dedicated project manager on every cultural planning effort
, whose ro
le is to steer the course of our work, provide administrative support, and spot
bottlenecks or challenges before they occur.
Our graphic designers are incredibly skilled at developing public communication campaigns to promote surveys, drive engagement, and creatively elicit the input
of community members. For example, in Columbus and Franklin County, our team in 2024 (led by Senior Director,
Holly
Shen
) conducted over 1,800 surveys for a comprehensive engagement initiative around public art planning.
Moreov
er, our
network of thought leaders and experts
—
even if not staff
ed
specifically on this project
—
are widely
accessible
to the project team
throughout the course of
the
engagement,
and are
essentially “on
-
call” to
help
navigate
thorny situations,
provide additional
insights or considerations,
or make
valuable introductions to
cultural
leaders
, artists,
and
changemakers
whe
n
necessary or appropriate.
An added bonus is the multilingual nature of many of
our diverse staff
, who can provide ad
-
hoc assistance on tr
anslation needs.
A
N “
E
COSYSTEM
”
M
INDSET
We
recogniz
e
the city’s arts and culture as part of an interconnected ecosystem. Each artist, organization, and community space is both distinct and part of a larger cultural fabric that together
expresses Culver City’s unique identity. By treating cultural assets not as isolated entities but as interdependent and mutually reinforcing, we aim to strengthen connections across disciplines, neighborhoods, and generations. This approach allows
the plan to serve not only as a strategic
roadmap
,
but also as a pro
cess that builds community ownership, fosters collaboration, and ensures that equity is embedded throughout.
CENTERING ARTISTS & EMBEDDING CREATIVE ENGAGEMENT
Lord’s approach to cultural planning
centers
artists not only as participants in the planning process but as co
-
designers of it
. We will embed creative practitioners throughout the engagement, transforming workshops, surveys, and community meetings into spaces of cultural expression and collective authorship.
By treating artists as civic partners
,
we ensure that equity is not just a lens for analysis but a lived practice in the process itself. This creative integration sets our methodology apart: rather tha n
producing another static policy document, we will generate a plan rooted in shared imagination, cultural vitality, and the lived creativity of Culver City’s communities. In this way, the Community Cultural Equity Plan becomes both a strategic roadmap and a civic
e
xpression of creativity
, reflecting
the diversity and dynamism of Culver City.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
20 INCLUSIVITY AND BELONGING
We follow the principle of “nothing about us, without us,” and tailor every planning process to the people and place at its core.
We do
not
bring a pre
-
packaged
list of tasks to execute, rather
we build a plan with you, based on who
you are, where you’
r
e com
ing
from, and where your community
wants to go
.
Most importantly, our
staff are cultural
ly
competent
planners who
share an ethos of centering community needs and
empowering diverse and historically marginalized voices from the area.
Early in our planning process
we will work with you to strategize a public engagement and communications plan to democratize access to the planning pro
cess itself
.
SKILLED
COMMUNITY FACILITATORS
Our team
—
and in particular
community engagement
lead
Erica Rawles
—
is highly trained and
experienced in facilitating productive dialogue, bridging differing viewpoints to achieve consensus.
W
hen working
with a variety of stakeholders with different viewpoints and opinions ,
w
e know how
important it
is
to foster an environment of authentic collaboration and equity —
both within the final
cultural
plan, but also within the
cultural
planning process itself. We focus on achieving consensus by creating intentional s
pace for input, feedback, and ideas. Often, we start from and return to a place of agreement
—
the organization’s values are guiding pillars of the process. Our team also carefully considers the various power dynamics to promote an iterative process that inc orporates different
avenues for input and that responds in real
-
time to meet the needs of the group. As experienced
facilitators, we name points of disagreement and emphasize transparency to ensure that stakeholders with differing opinions still feel heard
, so that even where there is disagreement, there can be understanding.
BIG PICTURE THINKING
In our cultural planning, we think big picture about planning culturally; that is, using a broad definition of arts and culture to help connect
the arts to the many adjacent sectors that benefit from a cultural plan
–
for example, by connecting a public art strategy to broader goals of corridor plans, neighborhood development, connectivity, improved walkable/bikeable routes, activities and improv ements to park
and green space, and economic development opportunities. This, we inherently understand the desire expressed in the RFP for Culver City to embed a public art master plan within the larger community cultural equity initiative.
HARNESSING ENERGY AND VITALIT
Y
THROUGH PLANNING PROCESS
We
prioritize
energiz
ing
the arts, cultural and creative sectors, residents, and leaders through
the
Culver City Community Cultural Equity Planning
process
—
ultimately strengthening partnerships,
community participation, and civic engagement. This
momentum
will build upon the excitement and
ideas already seeded in
the Parks Plan
and Element 3 of the
General Plan
, both of which explicitly
identify cultural activities as key needs and opportunit ies.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
21 Section
C
:
Qualifications and Experience
of Proposed Project Team
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
22 C.
QUALIFICATIONS AND
EXPERIENCE OF PROPOSED
PROJECT TEAM
C1.
Describe the qualifications of staff proposed for the assignment, position(s) in the consultancy, and types and amount of equivalent experience.
We are pleased to present a dedicated team of cultural sector professionals who bring a wealth of experience and expertise to this planning process. Each team member has been carefully selected for their proven track record in cultural planning, public art , and equity
-
centered engagement. Their
individual qualifications, experience, and roles for this project are outlined below. This core team will be responsible for delivering all aspects of the work throughout the duration of the contract, ensuring contin
uity, accountability, and a collaborative approach at every stage.
The organizational chart
below
outlines
reporting structure, and
the roles and responsibilities of each
team member.
JOY BAILEY
-
BRYANT
President & Managing
Partner
Project
Advisor
HOLLY SHEN
Senior Director
Project Lead
ERICA RAWLES
Senior Consultant
Community Engagement Lead
VALERIE GUEVARA
Senior
Manager
Project Manager
MAGDIEL ESPINAL
Consultant
Research Lead & Administrative
Support
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
23 Profiles of the consultant team are included below, highlighting their experience and qualifications.
JOY BAILEY
-
BRYANT (she/her)
President & Managing Partner
Project Advisor
Joy Bailey
-
Bryant is the president and managing partner of Lord Cultural Resources.
She
is a specialist
and sector
-
leader
in municipal engagement around
culture, working with city officials, institutional leaders, and developers in global municipalities to creatively plan cities and bring people to public institutions.
Joy has been an integral part of the development of hundreds of cultural spaces —
museums, parks,
gardens, libraries and the like
—
where people are doing the searching work to define themselves through discovery, storytelling, and objects.
As projcet advisor for this planning process, Joy
will
provide high
-
level strategic guidance,
drawing upon
her years of expertise in cultural planning and
municipal engagement. Her presence and input will be especially valuable in navigating complex or sensitive issues, ensu
ring that challenges are addressed with
intentionality
and
perspective
.
PROJECT EXPERIENCE
Joy led the teams for planning on
major
projects like the Lucas Museum of Narrative Art and the National Museum of African American History and Culture in Washington, D.C., reaching more than 1,000 stakeholders across the country to learn their expectations for the new museum. She has directed
citywide engagement in locations as large as Dallas and Chicago and as small as Decatur, Georgia, speaking with thousands of individuals in meetings and on social media to assess, project, and plan for their cultural
needs. For the expansion of the Albany Civil Rights Institute in Albany, Georgia, Joy led the team unearthing thousands of untold stories of the Southwest Georgia Civil Rights Movement.
Other projects of note include:
•
Charlotte Arts and Culture Plan (Charlotte, NC)
•
Brooklyn Botanical Garden, Strategic Plan (New York, NY)
•
Memorial Park Conservancy, Master Plan and Interpretive Plan (Houston, TX) •
The Laundromat Project, Strategic Plan (New York, NY)
•
Lucas Museum of Narrative Art, Strategic and Business Plan, Los Angeles •
The New York Public Library, Schomburg Center for Research in Black Culture, Visionary Strategic Plan, (New York)
•
National September 11 Memorial and Museum at the World Trade Center, Institutional Plan (New York)
DIVERSITY, EQUITY, AND INCLUSION EXPERIENCE
Joy is a specialist in equity
-
driven community engagement.
Driven by the philosophy of “meet people
where they are,” Joy has authored several articles on community engagement, including “Planning for Community Needs” in the third edition of the
Manual of Museum Planning
. Following her mantra, Joy is
known for holding community conversations at festivals, conferences, on social media, houses of worship, centers of community, schools, and even bars.
QUALIFICATIONS
Before joining Lord, Joy was on the transition team at the Institute of Museum and Library Services (IMLS) evolving the General Operating Support (GOS) grant to the Museums for American grant, the
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
24 agency’s leading award for museums.
A member of the advisory board of the Girl Scouts of Heart of the Hudson and the National Heritage and Archives committee for Delta Sigma Theta Sorority, Inc., Joy has spoken on numerous international and national professional panels.
Joy
holds an
M.A. in Arts Management from American University in Washington, D.C. and a B.S. in Public Relations from Florida A&M University in Tallahassee, Florida.
HOLLY SHEN
(she/her)
Senior Director
Project
Lead
& Public Art
S
ubject Matter Expert
Holly Shen
serves as
Senior Director
in
our
Los Angeles office
and works
remotely
from
San Jose, California.
In this leadership role
, Holly
oversees major
cultural planning and strategy projects, providing
guidance and strategy
in
project design, team management, and client relations. She brings over
twenty
y
ears of
experience in arts administration, cultural strategy,
public art planning, and
organizational
leadership, which she leverages to guide projects from inception through implementation.
As the
pr
oject
l
ead for this planning process, Holly
is responsible for overall quality control, ensuring
that all deliverables meet the highest professional standards. She provides strategic oversight and direction
for
the project
team, guides alignment with the client’s goals and expectations, and ensures the integration of research, analysis, and community input into a cohesive and actionable plan. Holly also serves as the primary point of accountability, maintaining focus on the project’s vision while
s
upporting the team in delivering work that is both rigorous and responsive to community needs.
PROJECT EXPERIENCE
Since joining Lord, Holly has shown exceptional leadership and creativity, making significant contributions to various high
-
profile projects and taking on lead, co
-
lead, and consultant roles. Given
her depth of experience in public art, she has played a ke y role in the development of a new service
area of public art planning for the firm, and is currentl y wrapping up a 2
-
year effort to develop a
comprehensive public art strategy for
Columbus & Franklin Count
y,
OH,
forethcoming
at the end of
September,
as we
ll as the Cultural Amenities Master Plan for Warner Center in LA , which will be
published at the end of October
.
Her other recent local projects include developing a strateigc plan for the Academy Museum of Motion Picture Arts.
Most notably, Holly le
d
an 18
-
month process, on
budget, to deve
lo
p Somos Uno, the City of Tucson’s first
-
ever cultural heritage strategy.
Holly
presented
the
plan
to
Mayor Regina Romero
and
Tucson City Council in January of 2025
, which
unanimously
voted to
adopt
the plan. Since then,
the City of Tucson has hired its first Cultural Affairs Officer.
In addition to her public art planning experience, she has extensive experience working with municipalities, including in recently completed projects, such as the Arts & Creative Economy Master Plan in Gwinnett County, GA
beyond those listed above.
Her dedication and expertise have been
invaluable assets to the Lord team, elevating the success of our projects to new heights.
In many of
these projects, Holly has had experience overseeing subcontractors.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
25 DIVERSITY, EQUITY, AND INCLUSION EXPERIENCE
Holly
is a passionate supporter of equity and access initiatives in museums and arts organizations, and advocates for Anti
-
Asian
-
American
-
Hate platforms as well as other activist causes. Recognized for co -
founding an experimental platform that connected artists and activists following the 2016 presidential
election, she was named a Women in Power Fellow with 92Y’s Belfer Center for Social Innovation in New York in 2018 and was subsequently tapped to head the digital strategy and public program initiatives a
t San Jose Museum of Art
(SJMA)
, where she served as deputy director from 2018
-
2020.
At SJMA she led the design and implementation of the inaugural diversity, equity, inclusion (DEI) initiative a the museum and launched Facebook First Fridays, the first -
of
-
its
-
kind, six
-
figure tech
sponsorship with Facebook Open Arts, which enabled free ad mission to the museum once monthly on
Fridays, expanding access and reaching new audiences. As a proponent of authentic community exchange, she also expanded outreach to the underserved and dominant Vietnamese population in San Jose, authoring the organiza
tion’s largest award from the California Arts Council for a creative -
placemaking project that combined art workshops and an exhibition at City Hall to celebrate the often -
overlooked history of Vietnamese immigrants in helping to develop downtown San Jose.
QUALIFICATIONS
& PUBLIC ART EXPERIENCE
A thought leader in creative
-
placemaking, public art, and digital strategy, Holly has diverse experience conceiving of and shepherding innovative program models in the cultural sector that drive audience outreach and foster value
-
aligned community engageme
nt.
Prior to Lord,
Holly executed the launch of
a new digital strategy
at the San Jose Museum of Art (SJMA)
, directing the roll
-
out of the Museum’s
first
-
ever digital publication, 50X50: Stories from the Collection, produced using Getty Research Institute
’s free publishing platform for museums.
Prior to joining SJMA, Holly cut her teeth running the visual arts program at BAM (Brooklyn Academy of Music) in Fort Greene, Brooklyn, from 2013
-
2018, where she developed and directed a $3.5M public
art initiative that commissioned four major public art i nstallations across BAM’s campus, and
produced numerous exhibitions and programs. Holly also holds an extensive knowledge base of best practices in museum registration and collection management through her experience as a registrar for San Francisco Museum
of Modern Art from 2007
-
2013, where she both oversaw permanent collection
as a full
-
time staff registrar and project managed high
-
value and government indemnified loans as an
on
-
call exhibitions registrar. She holds a BA and MA in art history from Georget own University and
Institute of Fine Arts, New York University, respectively.
ERICA RAWLES
(she/her)
Senior Consultant
Community
& Creative
Engagement
Lead
Erica Rawles
serves as
a Senior Consultant at
our
Los Angeles
office
. With a
strong interdisciplinary background in community engagement, creative placemaking, facilitation, and arts and cultural strategy, Erica brings a thoughtful and strategic approach to cultural planning.
As senior consultant,
Erica leads and
supports projects across the country, guiding research, stakeholder engagement, and the development of actionable cultural strategies. She is skilled at designing participatory processes that cente r
community voices, building consensus among diverse stakeholders, and translating input into clear recommendations and implementation frameworks.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
26 In addition to project management, Erica
will coordinate and facilitate community workshops, focus groups, and pop
-
up engagements
(
in collaboration with the client
),
designing engagements that gather
nuanced insight and informative input to ensure the final plan is responsive to community needs.
PROJECT EXPERIENCE
At Lord, Erica has led and contributed to several high
-
impact
, municipal cultural planning
projects,
including the Cultural Heritage Strategy for Tucson, which was unanimously adopted by Tucson Mayor and Council in January 2025
.
Erica also played a key role in
the cultural affairs development
strategy for the City of Long Beach, which supported the initiative to expand the library services division into the Department of Library, Arts & Culture .
An outcome of both projects in Tucson and
Long Beach was the
h
iring (ongoing in Long Beach) of the cities’ first ever cultural affairs officer.
In addition, Erica
is currently
working on the development of
the Cultural Amenities Master Plan for
Warner Center in Los Angeles
, scheduled to be published in October
.
She
also led
the creation of an
impact agenda for the Black Trustee Alliance for Art
Museums and
designed and co
-
facilitated a
session for the organization’s members at their annual convening hosted by the Getty Museum .
DIVERSITY, EQUITY AND INCLUSION EXPERIENCE
Erica’s commitment to diversity, equity, and inclusion is deeply woven throughout her extensive professional experience at nonprofits that serve communities of color.
Her passion for community
engagement was first ignited
through her community engagement role at a
fair housing organization
in
New Orleans, where she
developed
a young adult curriculum on fair housing history and rights, and
later
adapted
it into a participatory arts project for incarcerated youth at a local
juvenile detention
center. She went
on to design and launch a hyperlocal community arts micro -
grant program in
Bedford
-
Stuyvesant, Brooklyn
that addressed cultural displacement by s
upport
ing
the creative ideas,
civic actions, and cultural practices of long
-
term residents and deeply invested community members.
The micro
-
grant program was the
result of
a series of
community conversations and qualitative
research, underscoring her capacity for translating insights into action.
QUALIFICATIONS
A skilled strategist
,
facilitator,
and
bringing over
eight years of experience,
Erica excels at building
consensus
,
leading collaborative visioning processes and participatory workshops with a wide range of stakeholders across public and nonprofit sectors. She brings a unique strength in fostering cross -
sector partnerships
—
particularly between community
-
engaged artists
and non
-
arts organizations
—
to
drive innovation, deepen community impact, and catalyze transformative cultural initiatives.
P
rior
to
joining
Lord Cultural Resources, Erica brought her
interdisciplinary
cultural strategy
approach to non
-
arts organizations, embedding arts and culture strategies into institutions such as the US Water Alliance
(
a water
-
related organization aiming to increase equity and access to clean and affordable water)
and the Othering and Belonging Institute at UC Berkeley (an interdisciplinary research institute
working
to
transform structural marginalization and
inequality
and build a world in which we all
belong)
.
As the first Creative Strategist at Little Tokyo Service Center in Los Angeles, Erica developed an innovative framework for integrating arts and culture into a community development corporation —
shaping both the organization’s internal practices and
reshaping
its
approach to
community
engagement. In one especially successful initiative, she led an interdepartmental staff team in
addressing the collaboratively identified goal of increasing the sense of belonging among culturally and
linguistically diverse res
idents of a low
-
income apartment building
. The process
culminat
ed
in a
multicultural barbecue that brought together more than 200 residents
.
Erica
holds a dual BA in art and philosophy from Claremont McKenna College.
In addition to
consulting
work, she is a freelance writer, visual artist, and arts educator. Her writing on contemporary artists of
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
27 color and cultural news
has been featured in Artforum, New York Times Style Magazine, Hyperallergic, and Art in America, among other publications.
CONNECTION TO CULVER CITY
Born and raised in Los Angeles,
Erica spent her childhood in Culver City
—
where she attended
elementary school
—
and
in the surrounding Los Angeles neighborhoods
of Ladera Heights and
Baldwin Hills
, where she still lives now.
Erica has a deep understanding of and appreciation for the LA
region’s
rich history and diverse cultural landscape
.
With our local office based in Culver City and Erica
residing within walking and biking distance of the
area
, she brings both professional expertise
and
a
personal conne
ction to this work. Erica frequently attends cultural programs, arts events ,
and
community gatherings
in Culver City
, giving her first
-
hand knowledge of the city’s
strong
creative
history, diverse
cultural assets and evolving creative landscape. This proximity and engagement enable her to stay attuned to community dynamics, emerging opportunities, and the everyday ways residents
and visitors
experience arts and culture in
Culver City.
VALERIE GUEVARA
Senior Manager
,
Projects and Operations
Project Manager
Valerie is a
S
enior
M
anager of
Pr
ojects and
O
perations
at Lord
, based in the New
York City office
.
As a seasoned senior manager,
Valerie has vast experience
managing complex
cultural p
rojects
of all sizes.
With a keen eye for detail and a
commitment to excellence, Valerie
is skilled at managing the
streamlined
progression of projects,
oversee
ing
them
from inception to fruition, collaborating seamlessly with diverse teams.
As
p
roject
m
anager for this planning process,
Valerie
will provide
overall coordinatio
n
to ensure the project stays on schedule and on scope. She facilitates clear and transparent communication between the consultant
and
client team
s,
ensuring alignment at every stage.
Valerie
also designs and manages meeting processes to be efficient, inclusive, and productive, creating space for meaningful input while driving toward actionable outcomes. Her attention to detail, responsiveness, and collaborative approach help keep the project moving forward smoothly and
successfully.
PROJECT EXPERIENCE
Valerie
excels in fostering meaningful connections with communities, placing a strong emphasis on outreach and engagement initiatives. Valerie firmly believes that the key to project success lies in prioritizing people, a principle she has consistently upheld whi le working alongside diverse
communities across the globe.
Past municipal planning projects include the Rockford Area Cultural Plan,
City of Long Beach Latino Cultural Center,
the North Carolina Department of Natural and Cultural
R
e
sources
,
the City
of Charlotte Cultural Plan, and the Gwinnett County Cultural Plan.
In addition, other recent projects include s
trategic Plans for the Weeksville Heritage Center, The
University of Florida Museum of Natural History, The Detroit Cultural Plan, MAC Panama, Project Row Houses, Trans Canada Trail, the American Jazz Museum The South Street Seaport Museum, The Historic Ne
w Orleans Collection, The Frist Art Museum, Mystic Seaport Museum, Cheekwood, New York Botanical Garden, The Lucas Museum of Narrative Art, The Poetry Foundation, Aperture Foundation, Gwinnett County, National Ce
nter for Civil and Human rights, Brooklyn Botanic Garden, The Laundromat Project
,
and
El Museo del Barrio.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
28 DIVERSITY, EQUITY, AND INCLUSION EXPERIENCE
Valerie’s commitment to diversity, equity, and inclusion plays out throughout her projects at Lord,
where she works wi
th diverse communities and populations across the country. In a recent project, Valerie
provided facilitation services for the National Park Service Emmett Till
and Mamie
Till
-
Mobley
National Monument
. Valerie conducted
in
-
depth conversations with individual family members
of
Emmett
Till
and Mamie
Till
-
Mobley
and served as
an external moderator as family members were
introduced to the N
atio
nal Park Service
representatives who would be leading the monument’s
foundation document development.
Such a sensitive and historically significant project
working to
uplift
under
-
recognized
history
required
a deep understanding of equity and inclusion
that Valerie
applied throughout her work
.
Ultimately, the consultant team
develop
ed
preliminary
interpretive
documentation to guide memorial interpretation
,
which included core themes and key points of
contention and cohesion within the family regarding the t elling of
Emmett
and Mamie's story
.
QUALIFICATIONS
Valeries
has
had many speaking engagements, including
Why comm(you)nity Matters at the 2023
Museum Association of the Caribbean Conference and
Art as Activism at the 2024 Association of
African American Museum Conference.
Valerie received a Master of International Relations degree from the Université Panthéon -
Assas Paris
II where she focused on human rights, and a Bachelor’s degree in Political Science with a focus International Studies with a minor in Latin American Studie s from the University of Central Florida. She
also studied at the Université Sorbonne Paris IV where she majored in French Language and Civilization. She has worked in the United States, France and her native Colombia.
Valerie leverages her international background, cultivated through her work experiences in Colombia and France.
She is fluent in Spanish and French and has a working knowledge of Portuguese.
MAGDIEL ESPINAL (she/her)
Consultant
Research Lead &
Administrative
Support
Magdiel Espinal is a
c
onsultant
at
Lord Cultural Resources
based in Toronto
.
As
the research lead and
administrative
support for this planning process, Magdiel
will
spearhead
the background research, environmental scan and industry trends, and
comparable city’s research to provide a high
-
level overview as well as in
-
depth understanding of the c
ontext needed for a successful Cultural Community Equity Plan.
She will
also support administrative needs, such as scheduling, email communications and meeting agenda s
and minutes.
Fluent in Spanish, Magdiel will provide written translation support for planning documents and engagement materials
to ensure accessibility
.
PROJECT EXPERIENCE
At Lord, Magdiel has contributed research and analysis to several cultural planning initiatives, including the Columbus & Franklin County Public Art Plan in Ohio, the History, Heritage, Arts & Culture Strategy in Tucson, AZ, and the Ulster County Arts & Cu lture Plan in New York. In each of
these projects, she supported the development of recommendations by gathering and analyzing data, conducting comparable research, and integrating community perspectives.
She has also worked with
Los Angeles
-
based
clients, such as
in the development of
the
Warner Center
Cultural Amenities Master Plan for
the City of
Los Angeles
, the cultural affairs development strategy
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
29 for the City of Long Beach, and
the Academy Museum of Motion Pictures, where she supported strategic planning and operational alignment.
DIVERSITY, EQUITY, INCLUSION EXPERIENCE
Magdiel’s work is informed by a commitment to inclusive research and engagement , ensuring that
research and engagement practices are intentional and transparent . She has supported projects
through contextual research, stakeholder interviews, data analysis, and comparable studies, with a focus on understanding how communities value and interact with the arts. Her background in placemaking also contributes to proje
cts where cultural identity and community use of space are central considerations.
QUALIFICATIONS
Prior to Lord Cultural Resources, Magdiel worked at Arts Etobicoke, Toronto, on community engagement, creative data collection, analysis and information sharing as part of their Digital Strategies team. She additionally led all marketing and design initiat ives at Cinco C, SRL, in the
Dominican Republic.
Magdiel holds
an M.A.
in Strategic Branding and Stakeholders Communications from Middlesex University London, UK, and a
p
ost
-
graduate
c
ertificate in Arts Administration and Cultural
Management from Humber College in Toronto, CA. She
has a B
.A. in
m
arketing at the Pontificia
Universidad Católica Madre y Maestra (PUCMM) in Santo Domingo, DR.
C2.
Identify and provide the resume(s) of the personnel who will be assigned to this project (4
-
page maximum per principal).
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
30 JOY BAILEY
-
BRYANT
PRESIDENT & MANAGING PARTNER
Office Location
•
New York, NY
Education
•
Master of Arts, Arts Management, American University, 2004 •
B. Sc., Public Relations, Minor in Theatre and Visual Arts, Florida A&M University, 1995
–
99 Certifications
•
Executive Leadership, Cornell University, 2015
•
Certified Interpretive Planner, National Association for Interpretation, 2011
Experience
•
President & Managing Partner, US, Lord Cultural Resources, 2023 -
Present
•
President, US, Lord Cultural Resources, 2021
-
2023
•
Vice President, Lord Cultural Resources, June 2018
-
2020
•
Managing Director, U.S. Lord Cultural Resources, New York City, 2014 -
2018
•
Principal Consultant, Lord Cultural Resources, New York City, 2012 -
13 •
Senior Consultant, Lord Cultural Resources, New York City, 2007 -
2011
•
Project Director, Albany Civil Rights Experience, Albany, Georgia, 2007 -
2008
•
Research Consultant, Lord Cultural Resources Planning & Management Inc., Washington, DC, 2002
•
Program Assistant, Institute of Museum and Library Services, 2000 -
01 •
Public Relations and Exhibitions Manager, APEX (African American Panoramic Experience) Museum, Atlanta, 1999
•
Public Relations Intern, Foster
-
Tanner Fine Arts Gallery, Tallahassee, 1997
-
99 •
Museum Education Intern, Museum of Florida History, Tallahassee, 1998 •
Museum Interpreter, Ivan Allen, Jr.
Braves Museum at Turner Field, Atlanta,
1997
-
99 •
“Joy in the Morning,” Gospel Show Disc Jockey, WAMF Radio Announcer, Florida A&M University, 1995
-
98 •
Researcher, Seven Network Australia, 1996 Atlanta Olympic Games
Publications ▪
“We’re Not that Hard to Find: Hiring Diverse Museum Staff,” in Museum
(January/February), 2017.
▪
“A Tale of Two Civil and Human Rights Cities.” Co
-
authored with Gail Dexter
Lord in
Cities, Museums, and Soft Power,
2015. Edited by Gail Dexter Lord and
Ngaire Blankenberg. Distributed for American Alliance of Museums Press ▪
Who are Our Visitors,
in The Manual of Museum Planning 3
rd
Edition, Altamira
Press, 2012
Associations &
Memberships
•
Board Member, Association of African American Museums, 2010 -
2012;
2006
-
09 •
Program Chair, Committee for Audience Research and Evaluation (CARE), American Association of Museums (AAM)
•
New York Chapter, National Urban League
•
North Manhattan Alumnae Chapter, Delta Sigma Theta Sorority, Inc.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
31 •
FAMU National Alumni Association
•
Gold Award Alliance, Girl Scouts of America
Selected
Project
Experience
2025
-
Current
•
Wittington Cultural Centre, Concept and Business Plan, Toronto, Ontario •
National Slavery Museum, Feasibility Study, Richmond, Virginia •
Prince George’s County Arts & Humanities Council, Feasibility Study, Hyattsville, Maryland
•
The New York Public Library, Research Libraries Exhibit and Program Roadmap, New York
2024
•
National Arts Education Association, Strategic vision update, Washington, DC •
African American Museum in Philadelphia, Institutional Plan, Pennsylvania •
Piedmont Park Conservancy, Strategic Planning, Atlanta, Georgia •
Brooklyn Botanic Garden, Strategic Planning, New York, NY •
Laundromat Project, Strategic Plan, New York, NY
•
Virginia Key Beach, Institutional Plan, Miami, FL
•
Memorial Park, Interpretive Planning, Houston, TX
•
Queens Museum, Strategic Business Plan, New York, NY
•
Weeksville Heritage Center, Strategic Plan, Brooklyn, New York
2023
•
Urban Civil Rights Museum, National Urban League, Operations Plans and Projections, Harlem, NY
•
The Clara Luper Civil Rights and Freedom Center, Institutional Plan, Oklahoma City, Oklahoma
•
City of Charlotte, Arts and Cultural Planning, North Carolina •
Cummer Museum of Art & Gardens, Placemaking Strategy, Jacksonville, FL •
Lucas Museum of Narrative Art, Strategic and Business Plan, Los Angeles
2022
•
Aperture Foundation, Strategic Plan, New York, NY
•
Museum Trustee Association, Strategic Plan, Baltimore, MD •
Artworks Gwinnett, Master Plan for Gwinnett County Arts and Creative Economy, Georgia
•
Association of Children's Museums, Strategic Plan, Washington, DC •
North Carolina Department of Natural and Cultural Resources, Visitor Experience Study
2021
•
Apex Museum, Feasibility Study, Atlanta, Georgia
•
Connecticut Historical Society, Strategic Plan, Hartford, Connecticut •
Hinchliffe Stadium, Exhibition Design, Paterson, New Jersey •
The Historic New Orleans Collections, Strategic Plan, Louisiana •
Kingston Cultural Master Plan, New York
•
National Art Educators Association, Strategic Action Plan, Reston, Virginia •
Newburgh Arts & Culture Plan, New York
2020
•
Prince George’s County Cultural Arts Plan, Maryland
•
South Street Seaport Museum, Visioning and Business Plan, New York •
Frist Art Museum, IDEA Plan, Nashville, Tennessee
•
Turning Point Discovery Center, Institutional Plan, Trenton, New Jersey •
Smithsonian Institution, Castle / Arts & Industries Building, Revisioning
2019
•
Macon
-
Bibb Cultural Plan, Macon, Georgia
•
Weeksville Heritage Center, Strategic Plan, New York
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
32 •
Brooklyn Children’s Museum, Strategic Planning, New York •
New Jersey State Museum, Strategic Planning, Trenton
•
Hillsborough County African American Art Museum and Cultural Center, Opportunity Assessment, Tampa, Florida
•
City of Detroit Cultural Planning and Engagement Services, Michigan •
Heidelberg Project, Master Plan, Detroit, Michigan
•
Forest Park Forever, Client Representation, Saint Louis, Missouri •
University of Florida Museum of Natural History, Strategic Planning, Gainesville
2018
•
Universal Hip Hop Museum, Feasibility Study, Bronx, New York •
East Jersey Old Town Village, Interpretive Planning, Piscataway, New Jersey •
NASA Tracking Station, Strategic Visioning, Bermuda
2017
•
City of Dallas Cultural Plan
•
International African American Museum, Charleston, South Carolina •
Jackie Robinson Museum, Manhattan, New York
•
Harlem African Burial Ground Memorial and Education Center •
Houston Museum of African American Culture, Houston
•
Bermuda Arts & Culture Assets Audit and Tourism Action Plan, Bermuda •
Motown Museum, Detroit, Michigan
2016
•
Bronx Museum of the Arts, New York
•
The Franklin Institute, Strategic Plan, Philadelphia, Pennsylvania •
Forest Park Forever, Strategic Plan, St. Louis, Missouri •
Sing Sing Prison Museum, Museum Program Plan, Ossining, New York •
Greater Louisville Arts Master Plan, Kentucky
•
Historic Virginia Key Beach Park Business Plan Update, Miami, Florida
2015
•
Arts and Culture Master Plan for Downtown Lake Worth, Florida •
Four Freedoms Park Conservancy, Strategic Plan, New York, New York •
In Pursuit of Freedom, Interpretive Plan, Brooklyn Historical Society
2014
•
Iowa Department of Cultural Affairs, Statewide Community Engagement, Des Moines
•
Studio Museum in Harlem, Institutional Planning, New York •
Rosa Parks Museum, Business Plan, Montgomery, Alabama
•
DuSable Museum of African American History, Cohesive Campus Strategy, Chicago
•
Schomburg Center for Research in Black Culture, State of Black Collections Conference, New York
2013
•
Houston Parks Department, Memorial Park, Public Education and Engagement and Market Analysis, Texas
•
Tennessee State Museum, Master Plan, Nashville, Tennessee •
Chattanooga Public Library, Eastgate Branch Public Engagement, Tennessee •
City of Sugar Land, Cultural Plan, Texas
•
Old South Baton Rouge Cultural Placemaking and Planning, Baton Rouge, Louisiana
2012
•
City of Chicago, 2012 Cultural Plan, Public Engagement
•
National Urban League, Project Home, Concept Development and Preliminary Business Plan
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
33 •
Studio Museum in Harlem, Program Assessment
•
Fort Monroe, Virginia Interpretive and Program Plan
•
Concept Development, National Urban League
•
National Museum of African American History and Culture, Resource Center •
Liberation War Museum, Dhaka, Bangladesh, Interpretive Plan •
National Civil Rights Museum, Communications Plan
2011
•
National Museum of African American History and Culture, Explore More Children’s Learning Space, Program Development, Washington, DC •
City of Richardson, Cultural Arts Master Plan, Texas
•
Mississippi Civil Rights Museum, Program Facility Verification, Jackson •
Emily E. Clyburn Archives, South Carolina State University, Research Program Archives Master Plan
•
Save Ellis Island, Ellis Island Institute Market Study, New York •
U.S. National Slavery Museum, Richmond, Institutional Visioning •
Brooklyn Historical Society/ Weeksville Heritage Center/ Irondale Ensemble, Interpretive Plan for In Pursuit of Freedom
•
Smithsonian National Museum of African American History and Culture, Learning Center, Master Plan, Interpretive Plan
2010
•
Erie Canal Harbor Development, Buffalo Canalside Development, Public Engagement, New York
•
Prince George’s African American Museum and Cultural Center, Maryland, Program Development, Concept Refinement and Business Planning Study •
City of Decatur, Georgia, Master Plan for the Beacon School City of Decatur, Georgia, Cultural Arts Master Plan
•
Longwood Gardens, Interpretive and Heritage Master Plan, Kennett Square, Pennsylvania
2009
•
King Abdul
-
Aziz Center for Knowledge and Culture, Dharan, Saudi Arabia, Program Plan
•
Malcolm X & Dr. Betty Shabazz Memorial and Educational Center, Strategic Plan, New York
•
Schomburg Center for Research in Black Culture, New York, Strategic Vision and Charrette
2008
•
National Museum of African American History and Culture, Washington, DC. In Association with The Freelon Group Architects; Davis, Brody, Bond, Aedas; and Amaze Design. Pre
-
Design Master Facilities Program
•
National Museum of the U.S. Army, Program Seminar
•
National Civil Rights Museum, Memphis, Exhibition/Architectural Design Team Selection Advisor
•
United States Library of Congress, Feasibility Study and Business Plan for a Center of Education, Washington, DC
2007
•
Albany Civil Rights Movement Museum, Project Director, Albany, Georgia
2006
•
Reginald F. Lewis Museum of Maryland African American History and Culture, Strategic Plan, Baltimore
•
National Civil Rights Museum, Memphis, Campus Facility Needs Assessment •
City of Natchez, Mississippi, Cultural Needs Assessment and Concept Development, Natchez
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
34 HOLLY SHEN
Senior Director
Education
•
BA,
cum laude
, Georgetown University, 2006
•
MA, Art History, Institute of Fine Arts, New York University, 2012
Employment
Experience
•
Senior Director, Lord Cultural Resources, 2025
-
Present
•
Director, US, Lord Cultural Resources, 2022
-
2025
•
Public Art Consultant, Google, Mountain View, CA, 2022
-
Present
•
Managing Consultant, San Jose Institute of Contemporary Art, San Jose, CA 2021
-
2022
•
Deputy Director, San Jose Museum of Art, CA, 2018
-
2020
•
Director & Curator of Visual Arts, Brooklyn Academy of Music, NYC, 2013 -
2018
•
Lecturer, Marketing for Arts Organizations, MA Art Market Program at Fashion Institute of Technology, NYC, 2017
-
2019
•
Curatorial & Program Consultant, Ambulatory Care Division, Memorial Sloan
-
Kettering Cancer Center, NYC, 2012
-
2013
•
Art Historian & Curatorial Consultant, Artsy, NYC, 2011 -
2012
•
Research Assistant, Whitney Museum of American Art, NYC, 2011 •
On
-
Call Exhibition Registrar, San Francisco Museum of Modern Art, CA, 2010
-
2013
•
Assistant Registrar, San Francisco Museum of Modern Art, CA, 2007 -
2010
•
Administrative Assistant, Farallon Capital Management, CA, 2006 -
2007
•
Internships: Registration & Collection Management, Guggenheim Museum 2006), Exhibitions, Hirschhorn Museum & Sculpture Garden (2005)
Professional
Affiliations
•
92Y Women
-
in Power Fellow, Belfer Center for Social Impact at 92Y, New York, 2018
•
Cofounder, Forward Union, LLC, 2016
-
2020
•
Development volunteer, GYOPO, Los Angeles, 2022
-
present
Publications
•
“Dear H” in
Best! Letters from Asian Americans in the Arts
, ed. Daisy Wong and
Christopher Ho. New York, N+1, Paper Monument Press, 2021 •
“Hyperakt Portraits of Leadership: The San Jose Museum of Art confronts COVID19,”
Medium
, 2020
•
“The Museum Leader: Holly Shen,”
The Path Forward Interview Series,
Arts
Funders Forum, 2020
•
“Anthony McCall & Performance Art,” in
Wanderlust: Actions, Traces, Journeys
1976
-
2017
, ed. Rachel Adams. MIT Press, 2017
•
“On Mel Bochner,” in
Art=Text=Art:
Drawings, Prints, and Artist’s Books from
the Wynn and Sally Kramarsky Collection
, digital catalogue for exhibition at UB
Anderson Gallery, University of Buffalo, SUNY, New York, 9/20/14 -
1/11/2015
•
“On Ellsworth Kelly,” in
Drawn/Taped/Burned: Abstraction on Paper
, digital
catalogue for exhibition at Katonah Museum, New York, 1/23 -
5/11/2011
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
35 Public Speaking &
Engagement
•
Art Omi, 2022 Artist Residency, selection juror
•
“RepresentAsian In the Arts: Celebrating our Stories through Art,” moderator, Facebook, May 2020
•
“Preparing to Reopen: Strategy, Planning & Process on the Road to Reopening Museums,” virtual panelist, Cuseum, 2020
•
“Virtual Charrette #1: Technology,” panelist,
Arts Funders Forum Virtual
Charrette Series
, 2020
•
Guest Lecturer, Bing Overseas Study Program, Art & Art History Department, Stanford University, Palo Alto, CA, September, 2019
•
“Kickstarter Panel on Art & Activism,”
NADA New York Presents
, New York,
March 2018
•
“Is It a Glass Box?” panelist, National Arts Club, New York, May 2017 •
Visiting MFA Critic and Lecturer, Rhode Island School of Design, Providence, RI, May 2017
Project
Experience
•
Forecast Public Art
, Strategic Plan,
St. Paul, Mn
,
2025
•
City of Tempe Art and
C
ulture Plan
, Arizona, 2025
-
ongoing
•
Assembly for the Arts
,
Research on Public
Funding
of the Arts
, 2025
•
City of Long Beach Cultural Affairs Development
Plan,
Long Beach, CA
,
2024
–
25 •
Joyce Foundation
,
Re
-
design of the Joyce Awards program
,
2024
-
25 •
Academy Museum of Motion Pictures
, Los Angeles, CA, Strategic Operations
Plan,
2023
-
24 •
Cummer
Museum,
Creative Placemaking Strategy
,
Jacksonville, FL
, 2022
-
23 •
Independent curator,
No Fixed Horizon: Mimi Chen Ting
, Sonoma State
University Art Gallery & Marin Museum of Contemporary Art, forthcoming in 2023
-
2024
•
Finalist, grant author, and producer, Hewlett50 Arts Commission for New Media Art, $150K award for
Naming Names
, an interactive performance work
by Eve Sussman & sponsored by Long Now Foundation, San Francisco, CA, 2022
-
ongoing
•
Consultant, Public Art Master Plan for Google and Lendlease’s East Whisman/Middlefield Park VTA Station Community Development Project, Mountain View, CA, 2022
-
ongoing
•
Consulting project manager, Conrad Egyir, Ebony G. Patterson exhibitions at San Jose Institute of Contemporary Art, 2021
•
Project manager,
Karma
,
Do Ho Suh
, privately funded public art installation at
San Jose Museum of Art, CA, 2019
•
Sponsorship and project manager, public art initiative with Westfield Valley Fair, San Jose Museum of Art, 2019
•
Grant author and project manager,
Hidden Heritages
, a multi
-
year $135K
“California Creative Communities” creative
-
placemaking grant administered
by California Arts Council, San Jose Museum of Art, 2019 •
Project manager, Arts & Technology in Museums 2019 Cohort, $150K Award, Knight Foundation, San Jose Museum of Art, 2019
•
Project manager, completion and launch of
50X50: Stories from the Collection
,
San Jose Museum of Art’s first digital publication using Quire, Getty Research Institute’s open
-
source publishing platform for museums, CA, 2019
•
Project design and manager,
Facebook First Fridays
, six
-
figure sponsorship
with Facebook Open Arts at San Jose Museum of Art, 2019 -
2020
•
Founder and alternative fair producer,
Forward Union X REDBULL Arts FU Fair
,
New York, NY, September 2018
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
36 •
Curator and project designer and manager, BAM Robert W. Wilson Public Art Initiative, $3.5M fund to commission new public artworks by Teresita Fernandez, Hank Willis Thomas, and Leo Villareal, Brooklyn Academy of Music, NY, 2015
-
2018
•
Curator,
In Terms of Performance
, an exhibition and interactive digital
installation, Pew Center for Arts and Heritage & Brooklyn Academy of Music, NY, 2017
•
Curator and producer,
Buffer
by Xavier Cha, PERFORMA17 & Brooklyn
Academy of Music, NY, 2017
•
Curator and producer,
More Up A Tree
by Eve Sussman, PERFORMA15 &
Brooklyn Academy of Music, NY, 2015
•
Independent Curator,
Surface Matters
, Knockdown Center, Flushing, Queens,
NY, 2015
•
Independent Curator,
Circumstances: Selections from the Kentler Flatfiles
,
Kentler International Drawing Space, Red Hook, Brooklyn, NY, 2014 •
Curator and project manager, rotating exhibition program, Brooklyn Infusion Center, Atlantic Terminal, NY, Memorial Sloan
-
Kettering Cancer Center
•
Research associate,
Jay DeFeo: A Retrospective
, curated by Dana Miller,
Whitney Museum of American Art, NY, 2/28
-
6/2/2013
•
Consulting art historian and curatorial advisor for the Art Genome Project, Artsy, 2011
-
2012
•
Exhibition registrar and courier,
Jasper Johns: Seeing With the Mind’s Eye
,
SFMOMA, CA 2012
-
2013
•
Exhibition registrar and courier,
Steins Collect
, co
-
organized by MET/ RMN
Paris and SFMOMA, CA, 2011
-
2012
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
37 ERICA RAWLES
Senior Consultant
Education
•
BA,
cum laude
, Dual Art and Philosophy, Claremont McKenna College, 2017
Professional
Experience
•
Senior Consultant, Lord Cultural Resources, 2024
-
present
•
Freelance Arts and Culture Writer, Various, 2018
–
present
•
Arts and Culture Program Manager, US Water Alliance, remote, 2023 -
2024
•
Arts and Culture and Summer Fellowship Project Coordinator, Othering & Belonging Institute, UC Berkeley, remote, 2022
-
2023
•
Community Engagement Coordinator, The Laundromat Project, Brooklyn, NY 2022
•
Programs Associate, The Laundromat Project, Brooklyn, NY, 2021 -
2022
•
Programs Fellow, The Laundromat Project, Brooklyn, NY, 2020 •
Art Table Fellow, New York, NY 2020
•
ThirdSpace@ Facilitator, Barnard College, New York, NY, 2020 -
2021
•
Creative Strategist, Little Tokyo Service Center, Los Angeles, CA, 2019 -
2020
•
Educator, Museum of Contemporary Art, Los Angeles, CA, 2018 -
2019
•
Community Engagement Coordinator, Louisiana Fair Housing Action Center, New Orleans, LA, 2018
-
2019
Professional
Affiliations
•
Periplus Collective
Selected
Publications
•
Artist Humanizes Google Street Views of Southeast L.A., PBS Artbound
, 2022
•
Nina Chanel Abney Imagines a Queer Black Utopia,
New York Times Style
Magazine
, 2020
•
Echo Park Pottery Studio POT Centers POCs,
PBS Southland Sessions
, 2020
•
Frieze Los Angeles Excavates the City's Multilayered Stories, PBS Artbound
,
2020
•
Critic’s Pick: Li Shun,
Artforum
, 2019
•
Lost Time: Isabelle Armand’s Portraits of the Exonerated, Art in America
, 2018
•
Critic’s Pick: Paul Anthony Smith,
Artforum
, 2018
•
Critic’s Pick: Sheree Hovsepian,
Artforum
, 2018
•
Between What Is and What Could Be,
The Nation
, 2018
Workshops &
Speaking
Engagements
•
Creative Collaboration and Activism, Athena Skill Building for Change Makers Workshop, Barnard College, virtual, 2021
•
Collective Recipes for Creative Placemaking, ArtPlace Summit, virtual, 2020 •
Fostering Creativity in Facilitation, Big Problems Forum, Barnard College, virtual, 2020
Project
Experience
•
City of Tempe
,
Art and Culture Plan, Arizona, 2025
-
ongoing
•
Seattle Office of Arts and Culture
,
Design and Implementation
of
Arts
Organizational Transformation
Program
, 2025
-
ongoing
•
Warner Center, Cultural Amenities Master Plan, 2024
-
ongoing
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
38 •
City of Long Beach Cultural Affairs Development Plan, Long Beach, CA, 2024 –
25 •
Black Trustee Alliance
, Impact Agenda Development, Los Angeles, CA, 2025
•
City of Tucson, Cultural Heritage Strategy, Tucson, AZ, 2024 -
2025
Media Mentions
•
Creative Placemaking in Transition, Part 1 and 2, Johanna K. Taylor and Andrew Zitcer, 2023
•
Remaining Connected, Urban Omnibus, 2020
•
A Creative Impetus for Cultural Pride in Little Tokyo, Shelterforce, 2020
Additional
Languages
•
Italian, professional working proficiency
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
39 VALERIE GUEVARA
Senior Manager, Projects & Operations
Languages
•
Fluent in Spanish and French, working knowledge of Portuguese
Education
•
Masters of Art, Political Science
-
International Relations, Université
Panthéon
-
Assas Paris II, 2012
•
Certificate French Language and Civilization, Sorbonne Université, 2012 •
Bachelor’s Degree, Political Science
-
International Studies, Minor in Latin
American Studies, University of Central Florida 2008
Employment
Experience
•
Senior Manager, Operations and Projects, 2022
-
Present
•
Consultant, Lord Cultural Resources, 2021
-
2022
•
Research Consultant, Lord Cultural Resources, 2019
-
2021
•
Co
-
Founder, Drim Films, 2018
-
Present
•
Co
-
Founder, Fundación RET, 2014
-
2019
•
Research Associate, Bressand Advisory, 2011
-
2012
•
Research Assistant, Columbia University, 2009
-
2010
Project
Experience
•
P
auli Murray Center for History and Social Justice, Organizational Alignment and Implementation Framework, 2024
-
2025
•
National Park Service
-
Emmett Till and Mamie Till
-
Mobley National
Monument, Family Engagement Facilitation, 2024
-
2025
•
Rockford Area Arts Council, Cultural Planning, 2023
-
2024
•
Queens Museum, Business Planning and Community Engagement, 2023 -
2024
•
El Museo del Barrio, Strategic Planning, 2022
-
2025
•
The Laundromat Project, Strategic Planning, 2023
•
Brooklyn Botanic Garden, Strategic Planning, 2022
-
2024
•
City of Charlotte & Mecklenburg County, Cultural Plan, 2022 -
2024
•
Gwinnett County, Arts and Creative Economy Master Plan, 2022 -
2023
•
Aperture Foundation, Strategic Planning, 2022
-
2023
•
North Carolina Department of Natural and Cultural Affairs, DEIA and Visitor Experience Assessment, 2021
-
2023
•
Lucas Museum of Narrative Art, Strategic and Business Planning, 2021 -
2023
•
The Poetry Foundation, Strategic Planning, 2021
-
2022
•
Mystic Seaport Museum, DEIA Planning, 2021
-
2022
•
Cheekwood Estate and Garden, Strategic Planning, 2021
-
2022
•
City of Long Beach Latino Cultural Center, Business Planning, 2020 -
2021
•
New York Botanical Garden, DEIA planning, 2020
-
2021
•
Weeksville Heritage Center, Strategic Plan,
Crown Heights, 2019
-
2022
•
Frist Art Museum, IDEA Plan, Nashville, Tennessee, 2020 -
2021
•
South Street Seaport Museum, Visioning and Business Plan, New York, 2020
-
2021
•
The Historic New Orleans Collection, Strategic Plan, New Orleans, Louisiana 2020
-
2021
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
40 •
MAC Panama, Strategic Planning, Operations and Business Plan, Facility Planning, Panama City, Panama, 2019
-
2020
•
Third Ward Cultural District, Project Row Houses, Cultural Planning, Cultural District Application, Houston, Texas, 2020
•
City of Detroit Community Engagement and Cultural Action Plan, Michigan, 2019
•
Hillsborough County African American Art Museum and Cultural Center, Opportunity Assessment, Tampa, Florida, 2019
Public Speaking
•
Why Comm(you)nity Matters, Museum Association of the Caribbean Conference, 2023
•
Art as Activism, Association of African American Museums Conference, 2024
•
Amplifying Legacies: Evers, Murray, and the Power of Community Advocacy, Association of African American Museums Conference, 2025
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
41 Magdiel Espinal
Consultant
Languages
•
Spanish (Native)
•
English (Bilingual)
•
Portuguese (fluent)
•
French (working knowledge)
Education
•
Graduate Certificate, Arts Administration & Cultural Management, Humber College, CA, 2020
•
Master of Arts, Strategic Branding & Stakeholder Communication, Middlesex University London, UK, 2018.
•
Bachelor in Marketing, Pontificia Universidad Católica Madre y Maestra (PUCMM), DR, 2015
Employment
Experience
•
Consultant, Lord Cultural Resources, CA
-
US, 2024
-
Present
•
Research Consultant, Lord Cultural Resources, CA
-
US, 2022
-
2024
•
Community Research Coordinator, Arts Etobicoke, CA, 2019 -
2021
•
Marketing Coordinator, Cinco C SRL, DR, 2016
-
2017
•
Consumer Product Analyst, Farmacia Carol, DR, 2015
-
2016
Project
Experience
•
•
Columbus & Franklin County Public Art Plan, OH, 2023
-
ongoing
•
Knight Foundation Arts Framework, 2025
-
ongoing
•
Forecast Public Art Strategic Plan, 2025
-
ongoing
•
El Salvador Branded Destination Concept, 2025
-
ongoing
•
City of Asheville Arts Recovery Plan, 2024
-
ongoing
•
Joyce Foundation
,
Joyce Awards Re
-
design Strategy
, 2024
-
ongoing
•
Cultural Amenities Master Plan for Warner Center in Los Angeles, CA, 2023
-
ongoing
•
Ulster County Arts & Culture Plan, NY, 2024
-
2025
•
Piedmont Park Conservancy
Strategic Plan, GA,
2024
-
2025
•
New York Public Library
Exhibit and Program Roadmap
, NY,
2024
-
2025
•
City of
Long Beach
Cultural Affairs Development
Strategy,
2024
-
2025
•
Academy Museum of Motion Pictures Strategic Plan & Operational Alignment, CA, 2023
-
2024
•
History Heritage Arts & Culture Strategy for Tucson, AZ, 2023 -
2024
•
Visitor Research Initiative for Google in Mountain View, CA, 2022 -
2023
•
Creative Placemaking and DEAI Strategy for Cummer Museum, FL, 2022 -
2023
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
42 Section D:
Fees
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
43 D.
FEES
D1.
Provide your fees for the proposed services.
The following pr
icing proposal details all professional fees, which are inclusive of administrative, graphic design, and production costs. Artist fees, material and travel expenses are estimated and may
be billed at cost or included in the total contract value.
The team included within this proposal will
collaboratively work on all elements of the workplan.
This pricing proposal is valid for 180 days from
the date of submission. We are happy to discuss and/or negotiate cost
based on your needs.
Professional Fees
Ongoing project mangement
$19,500
Background review
$3,250
Kickoff and initial key sites tour
$6,940
Landscape scan, comparable research, existing conditions analysis $13,000
Community engagement plan
$3,840
$27,030
Engagement launch event (survey/asset inventory kickoff) $11,990
Stakeholder Interviews (8)
$7,090
Workshops/Community Input Sessions (5)
$16,260
Community Needs Assessmemt Survey admin and analysis
$9,460
Group stakeholder meetings (2)
$3,840
Community pop-ups (3) and office hours (1-2)
$9,830
Cultural asset inventory
$11,280
State of Culture Report
$14,570
$84,320
Task
Project Management Overall
Phase 1 Subtotal
Phase 2 Subtotal
Phase 1: Research & Discovery (Planning to Plan)
Phase 2: Community Engagement & Needs Assessment
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
44 D2.
Outline billing and payment expectations, including timing and method of payment.
We recommend a twelve
-
month project schedule, with monthly billing commencing in December 2025 and continuing through November 2026.
Our standard policy is to issue invoices at the end of
each month, with payments distributed in equal installments throughout
the
duration of the contract.
Additionally, we request a 20% start
-
up payment at the commencement of the project.
Payment may
be made by wire transfer, cheque, or credit card.
D3.
Describe any remaining fees not previously detailed in the above.
Per the above, artist fees, material and travel expenses are estimated within the budget provided and
may be billed at cost
(with a do not exceed)
or included as
fixed amounts
in the total contract value
.
D5.
Provide an explanation of any assumptions made in calculating the project costs. The proposal must stipulate that the proposal price will be valid for a period of at least 180 days.
Per item D4 in the RFP,
our pricing proposal is comprehensive and all
-
inclusive to preclude
amendments or change
-
orders.
While all material and artist expenses for public engagement are included in the expense estimate, we have not included the cost of renting space , as our assumption is
that the City will help facilitate access to City
-
owned locations and/or help the team conduct outreach
to businesses or partners who may be able to provide spa ce at no cost.
However, major requests for
significant addition
al or
complimentary services
(e.g. economic and fiscal impact analysis) may
necessitate a separate cost proposal.
Priority & goal setting
$5,390
Action planning workshop
$11,890
$17,280
Draft Community Cultural Equity Plan
$7,980
Final Community Cultural Equity Plan & Leadership Presentation $5,180
$13,160
$161,290
Estimated Artist Fees
$3,000
Estimated Travel & Material Expenses
$8,000
Total Professional Fees with Expenses
$172,290
Total Professional Fees
Phase 3 Subtotal
Phase 4 Subtotal
Phase 3: Strategy development and action planning
Phae 4: Draft & Final Plan
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
45 Section
E
:
References
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
46 E.
REFERENCES
E1.
List the company, contact name, address, e
-
mail address and telephone
number of references from at least three (3) recent similar projects.
R
EFERENCE
1 Company
City of Tucson
Contact
N
ame
Kelly Wiehe
, Cultural Affairs Officer
Address
255 W. Alameda Tucson, AZ 85701
Email
[email protected]
Phone
(520) 975
-
3295
Project
D
ates
May
2023
-
January 2025
Description
Lord C
ultural Resources was engaged in 2023 by the City of Tucson to develop the City’s first comprehensive cultural plan
. ¡Somos Uno! A Cultural
Heritage Strategy for Tucson
was published in October 2024 and
unanimously adopted by Tucson Mayor and City Council in January 2025.
The planning process included extensive background research, an analysis of peer cities and Tucson’s existing arts and culture ecosystem; six months of robust public engagement that reached over 2,000 people; and an economic and fiscal imp
act analysis of the creative economy and arts and
cultural industry
.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
47 REFERENCE 2
Company
Library, Arts, & Culture, City of Long Beach
Contact
N
ame
Cathy De Leon
, Director of Library, Arts & Culture
Address
411 W Ocean Blvd, Long Beach, CA 90802
Email
[email protected]
Phone
562.570.6291
Project
D
ates
December 2024
-
March 2025
Description
Lord Cultural Resources was engaged by the City of Long Beach to create a Cultural Affairs Development Plan supporting the expansion of the former Library Services to include arts and culture as the new Library, Arts & Culture Department. The Plan provides
a roadmap for strategically
advancing Long Beach’s cultural infrastructure into a centralized, efficient and innovative system
—
a critical step to ensuring long
-
term growth and
sustainability for arts and culture in Long Beach.
REFERENCE 3
Company
Greater Columbus Arts Council
Contact Name
Jami Goldstein
,
Chief Creative Officer
Address
182 E. Long St.
,
Columbus, OH 43215
Email
[email protected]
Phone
O
ffice
:
614
-
221
-
8492
mobile
:
614
-
460
-
9369
Project Dates
April 2023
-
September 2025
Description
Lord Cultural Resources developed
Greater Art. Greater Columbus.,
the first
public art strategy for the City of Columbus and Franklin County. The 18 -
month process combined peer city research, broad community engagement with more than 2,000 residents, and policy design to create a new Art in Public Places program
.
The strategy sets a bold vision for public art that
reflects community stories, fosters civic pride, and strengthens regional collaboration.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
48 Section
F
:
Implementation Schedule
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
49 F.
IMPLEMETATION SCHEDULE
F1.
Include a detailed implementation schedule with an estimated project start date in December 2025 and note key project milestones and timelines for deliverables.
METHODOLOGY
Lord Cultural Resources is honored
and excited
to support the
Culver City
in shaping a strategic and
forward
-
thinking Arts and Culture Plan.
We propose a comprehensive
four
-
phase approach
that
responds directly to the City’s Scope of Work and builds on Culver City’s
ongoing commitments to
equity
, community engagement, and
innovation
:
PROJECT SCHEDULE
Given the scope of
work
outlined
in the RFP, we recommend a minimum
12 -
month
p
lanning
process
.
Based on our experience conducting many similar efforts over the last several years, w e
know that
cultural planning moves
at the speed of trust
. A
dequate
time
—
to round back with stakeholders, to test
ideas
and refine strategies
—
is crucial to providing quality service.
However, we are flexible and
amenable to discussing a shorter timeline
should there be a firm target deadline for this project.
Upon project initiation and kickoff, our team will create a comprehensive timeline, with each task and
deliverable mapped out in a Gannt
-
style chart
, and confirm this with you
.
The
following is intended to
provide a general sense of how we will
structure the timing of the project schedule
:
PHASE 4:
Draft & Final
Plan
PHASE 3:
Goal
-
Setting
& Action
Planning
PHASE 2:
Community
Engagement
& Needs
Assessment
PHASE 1:
Research &
Discovery
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
50 Phase 1: Research & Discovery
Dec 2025
-
Mar 2026
Phase 2: Engagement & Needs Assessment
Mar
–
Aug 2026
Phase 3: Strategy & Goal Development
Aug
–
Oct
2026
Phase 4: Draft & Final Plan
Oct
–
Nov 2026
PROJECT MANAGEMENT
A cornerstone of our
cultural
planning process is clear, transparent communication and careful and consistent project management. Senior
Manager
of Projects
,
Valerie Guevara
, will serve as project
manager and primary point of contact for all scheduling, communication, and administrative tasks for this engagement.
We provide a dedicated project manager for cultural planning engagements to ensure
the project
is delivered successfully
on time and within budget.
She will be supported with
administrative needs b
y Consultant, Magdiel Espinal. Our project management practice includes
recurring virtual project management meetings to maintain transparent, open, and accessible communication between Lord’s consultant team and the core working g roup from Culver City
. The
cadence and frequency of these meetings will be confirmed upon project initiation;
however, we
typically recommend bi
-
weekly check
-
ins.
We will also work with you upon kickoff to confirm file -
sharing protocol, City style guides
and
preferences, and all o
ther supporting and administrative project
needs.
All reports and/or deliverables will be professionally designed. Any final documents created for public circulation will be professionally proofed.
PHASE 1: RESEARCH & DISCOVERY
DECEMBER 2025
–
MARCH
2026
The goal of this phase is to conduct a 360°
assessment
of
Culver City’s
arts and culture ecosystem
,
while
at the same time working with you to develop
a plan
for robust
community and stakeholder
e
ngagement
.
This phase will include an analysis of current conditions; a review of other planning efforts in the City and opportunities to connect these efforts with arts and culture; a cultural asset inventory; research on comparable communities for insights into tre nds and lessons for
Culver City
for
both cultural
planning and public art planning
; and a clear strategy for public engagement and
communications throughout the
overarching
effort. This phase will develop insights and produce data that will be foundational for
the duration of the project
.
1.1 Background Research & Review
At the start of the process, the
consultant
team will conduct a
thorough
review of key
background materials and data provided by the Culver City team. This will include
:
•
The Culver City General Plan 2045
•
Parks Plan
•
Public Art policies and procedures, including the Art in Public Places Program •
Public Art inventories and any relevant metadata associated with specific artworks •
Culver City’s Racial History Acknowledgment and Commitment to Racial Equity •
Creative Economy Report (2017
)
•
Creative Economy Connect (2020)
•
Prior survey data
•
Existing cultural asset inventories
•
Additional reports or plans related to cultural facilities and community demographics
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
51 We will also examine how other City departments
—
such as economic development,
sustainability, tourism, transportation, and planning
—
intersect with and support arts and
culture. This enables us to identify natural alignment points and cross -
sector opportunities.
1.2 Virtual Startup Meeting
Upon completion of the background review, t
he consultant team will
facilitate an initial virtual
startup meeting
with the core Cultural Affairs Division staff
to re
-
examine the overall project
timeline, deliverables, and approach, and make any necessary adjustments, as well as discuss the official project kick
-
off meeting and site tour.
1.3 Project Kick
-
off & Site Visit
We
recommend convening a
collaborative,
in
-
person project kick
-
off meeting with the Cultural
Affairs Division staff and the Cultural Affairs Commission Community Cultural
Equity Plan
and
Public Art Plan
Sub
-
Committee
s
. At this meeting, we will discuss overall project goals and hopes, schedule key milestones, and begin exchanging ideas and considerations for the planning process, including the approach to
community
engagement as well as preliminary
visioning for the future.
We can also discuss whether this e
ndeavor necessitates a community
stakeholder advisory committee to advise the process alongside the Commission Sub -
Committee
s
.
In conjunction with this meeting, select members of the consultant team can participate in a site
-
visit of key cultural institutions and assets. To maximize efficiency and contingent upon client input, this initial site visit is also an opportunity to begi n conducting stakeholder
interviews (detailed further below) with key patrons or staff .
1.4 Landscape Scan and Comparable Research
Our team will
research
c
ultural planning trends and best practices
and conduct a
contextual
analysis of
C
ulver
C
ity’s arts and culture ecosystem
, including
an overview
and
qualitative
discussion of the economic impact
and funding,
its public art program,
and
an analysis of
comparable cities
to support benchmarking and serve as inspiration for future endeavors.
This
research and preliminary
assessment will help
the consultant team
begin developing a
deeper understanding of
Culver City’s
existing
arts and culture
conditions
and the City’s
Art in
Public Places
program,
enabling us to
benchmark
these findings
against relevant peer cities.
Working with the Cultural Affairs Commission Sub
-
Committee
s
and Division staff, the
consultant team will develop a long list of potential
peer cities
based on
population size,
demographics, budget, programming, staffing, funding, an d
government
structure
.
From this
list,
together we
will identify a short list of
3 -
4 cities for more in
-
depth analysis
.
Understanding the values and goals of embedding equity in the strategic plan, this research will also place an emphasis on identifying peer cities that are leaders in foregrounding
equit
able strategies
within their
arts and culture and
public art programs
, and/or that have
been successful in implementing equity strategies in their work.
This research may be presented in a deck or report format (determined in consultation with you prior to commencing) and
will help to establish common ground
and shared knowledge
for
the Cultural Affairs Commission and Division staff to
meaningfully participate in the planning
process
.
It will also plant the seeds for further assessment of the strengths, weaknesses,
challenges and opportunities related to arts and culture and public art throughout the city.
Th
e
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
52 comparable cities research
will highlight key trends and insights,
and best and promising
practices
—
offering ideas for new programs, policies, activities, or entities , ultimately
inform
ing
Phase 2.
1.5 Stakeholder and Community Engagement Strategy
The purpose of the engagement strategy is to create a clear roadmap for participation that fosters transparency, ensures diverse voices are heard, and generates insights to inform the planning process.
The consultant team will work closely with
Cultural Affairs Division staff and
the Cultural Affairs Commission Community
Cultural
Equity Plan
and Public Art Plan
Sub
-
Committee
s
to co
-
de
sign
a comprehensive community engagement strategy that is tailored to Culver City’s unique context
and
that will
guide
the w
ork in
Phase 2
. This strategy will outline
the goals, methods, and
schedule
for engaging residents, artists,
arts and cultural
organizations, and other key stakeholders in meaningful and accessible ways.
Careful and
intentional planning
will
ensure that the approach reflects shared priorities, aligns with City protocols, and
reaches
diverse communities
.
Graphic Identity & Design
At this time, our team
will
develop
2 -
3 options for
the graphic identity
of
the plan
and
receive feedback
from Cultural Affairs
before landing on the final graphic identity
that will
be carried forward throughout
the project.
PHASE 1 DELIVERABLES:
•
Landscape Scan & Comparable
Cities Research Report
•
Community Engagement
and Communications Plan
PHASE 2: COMMUNITY ENGAGEMENT & NEEDS
ASSESSMENT
MARCH
–
AUGUST
2026
Artist
& Creative
Engagement
We value partnering with artists
throughout
the cultural planning
process
,
recognizing them as co
-
creators who bring unique insights, creativity, and
perspectives to this work
.
Artistic and
cultural
strategies
not only help reach
new and diverse audiences,
but
they can
also create more inclusive and
resonant ways for community members to participate. By integrating artists into the process, we foster deeper and lasting impact
while infusing the work with
joy, creativity, and play
. Artists also serve as
brid
ge
-
builders between institutions and communities, helping translate complex ideas into accessible, engaging, and inspiring forms that strengthen both
the
process and its outcomes.
Outcomes of the engagement process include:
•
A community
-
informed definition of cultural equity
•
Cultural equity needs articulated by community and stakeholders •
A cultural asset map co
-
created with community and stakeholders
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
53 As an artist herself with extensive experience leading, commissioning, and partnering with artists in participatory arts engagement projects, Erica’s role on our team will be dedicated to leading the community engagement process and seamlessly integrating creativity and artist collaborations so that
it is both intentional and impactful.
This type of collaborative idea
-
and
-
perspective generation is
foundational for future collaboration, innovation, and partnerships, while creating connections that will be in
valuable during the implementation of the final plan. More details around specific ideas and design prompts are provided further below.
We have intentionally set aside a substantial portion of the budget towards professional artist fees and materials for creative workshops that may involve drawing, ceramics, or writing (in addition to hospitality/food).
Throughout
the methodology below, we outline several ways in which artist and
creative engagements might take shape.
2.1 Community
Engagement and Cultural Asset
Mapping
Launch
The
co
mmunity
l
aunch will
publicly
kick
-
off the
planning process through an engaging and
arts
-
filled event. This launch is
designed to generate excitement, awareness, and early input for the cultural asset inventory.
We will collaborate with
local artists
to host a welcoming,
accessible event that combines information
-
sharing about the project with creative,
participatory engagement activities led by local artists. Interactive stations, performances, and hands
-
on activities will invite residents of all age
s
to share their hopes, ideas, and priorities in
playful and creative ways. This approach ensures that community members not only contribute valuable insights from the outset but also experience the process as inclusive, joyful, and rooted in the
Culver City’s
cultural vibrancy.
Artist
-
Commissioned
P
oster
D
esign
An artist
-
commissioned poster
that reflects Culver City’s diverse cultural heritage and ecosystem offers both a creative and practical way to generate excitement about the plan. Th is
poster will serve as a vibrant piece of art on one side and provide clear information about the planning process on the other
—
including a QR code that links to the digital survey
—
ensuring it
is both engaging
,
informative
, and participatory
. Over time, the design could evolve into or
inspire a broader visual identity and wayfind
ing theme for the city, extending the impact of the
project beyond the planning process itself.
Note:
If desired by the Cultural Affairs Division, a select
number of the Culver City: Colorful Communities Poster Program posters, which are scheduled to go into production in June 2026, could be leveraged for this planning effort instead of commissioning a sep
arate poster design.
In addition to live music by a local musician or band and the distribution of the artist commissioned poster, be
low are
other
types
of
activities
this event
might
include:
Cultural Asset Mapping Station
•
Participants
mark l
arge
, graphic
maps
of Culver City and
place
color
-
coded
pins to identify
cultural assets, gathering spaces, or areas they feel need more cultural activity.
Postcards from Culver City
•
Participants fill out postcards addressed to “Future Culver City,” describing a cultural experience they hope will exist in 10 years
, or
“Present Culver City,” describing a tangible
or intangible cultural asset they value most.
•
Collected postcards can be displayed at the event and referenced in planning.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
54 Phone Booth
•
Participants pick up
an analog,
rotary
phone and respond to a prompt, such as
“What’s your
favorite cultural place or tradition in Culver City?”
or
“What’s your vision for arts and culture
here in 10 years?”
•
Their voice messages are recorded and saved, creating an audio archive of community perspectives that can be revisited
, shared, or
compiled into/provide inspiration for a future
art piece.
Kids
Engagement Corner
•
Build your dream cultural center with blocks, Legos, and/or collage materials for younger children and families.
2.2 Community
Survey: Needs Assessment
An online
/digital
and
paper
/in
-
person
citywide survey will be developed and distributed to
gather broad input from residents, artists, and community members , and visitors in Culver
City
, helping to tease our needs
as well as opportunities.
Distributing the survey both digitally
and in analog form
allows for
greater accessibility and inclusivity, ensuring participation from individuals across age groups, language backgrounds, and levels of digital access. This approach expands reach, reduces barriers, and pr
ovides a more representative snapshot of
community perspectives.
T
he survey will explore how people currently participate in arts and culture, what they value most, and what they believe is needed to strengthen Culver City’s
public art and
cultural landscape.
Responses will be analyzed and synthesized to surface
patterns, identify community priorities, and inform future phases of the planning process.
The
survey will
be
available in both English and Spanish
, and
the consultant team will assess with
the City
team whether there are additional languages needed for translation.
2.3 Stakeholder
Interviews
(
8 )
Lord will conduct
up to
eight
confidential
one
-
on
-
one
interviews
, including Cultural Affairs
Division staff, Cultural Affairs Commission members, and key arts and cultural leaders , such as
Culver City’s past or current Artist Laureate
and Culver City Arts Foundation
leaders
,
to gather
in
-
depth and nuanced feedback. The list of interviewees will be confirmed in dialogue with the core working group, and the
interviews
will follow a specific, customized inquiry protocol
—
also
developed collaboratively with you.
2.4 Focus or Advisory Group Meetings (2
-
3 )
The input of broader
partnering departments in the cultural planning
process is critical
in
ensuring that arts and culture is integrated throughout the many facets of the City’s work in a way that strengthens and enhances the work and impact of other departments . To gather their
perspectives, our team will conduct
two
to three
90 -
minute workshop
s
with
key staff from
partnering departments, including Public Works, Parks, Recreation & Community Services, Planning, and Economic Development.
U
nderstand
ing
the
c
hallenges and operations for
further collaboration with the Cultural Affairs Division is key to the success of the Community Cultural Equity Plan.
In addition to the partnering departments, our team will also frequently engage
Cultural Affairs
Division staff and the Cultural Affairs Commission Community Cultural Equity Plan and Public Art Plan Sub
-
Committees
for focused discussions around specific topics or issues (either
separately or together as appropriate and determined in conversation with you) .
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
55 2.5
Workshops
(
5 )
Our team is prepared to
organize and implement
a variety of different styles
of
workshops,
intended to provide a
dynamic
platform for structured discussion
and
exchange of ideas
. While
the specifics
of
each session will be developed in dialogue with you at the outset, the planning team
anticipates
the following
general approach:
S
ector
-
or
S
takeholder
-
S
pecific
W
orkshops
(2)
These
discussions
are designed to identify
needs, issues or opportunities relevant to a specific
stakeholder group.
We will work with you at the outset to determine which potential groups necessitate a dedicated forum; however, we
propose the following:
•
Artists and Arts Workers
•
Arts and Culture Organizations
C
ommunity
I
nput
Workshops
(3)
These broad
-
based
community input workshop
s,
held in
-
person and
open to
all
constituent
groups
,
will
each feature a
thoughtfully designed activity that allows participants to reflect upon the key issues
and provide their input through
creative activities and prompts.
Workshops will last approximately 90
-
120 minutes
. Locations and specific activities will be
confirmed within the Community Engagement Plan developed in Phase 1.
Each workshop will
focus on a distinct topic
and at least
two
will be held at a loc
ation within
the
SB 100 Priority
Neighborhood
s
. Below we have provided a
brief description of the key topics or areas of
discussion for each workshop and a
sample of the types of activities
or
prompts that will be
considered for these events
:
•
Public
A
rt
–
focus on the strengths, weaknesses, and challeng
es of potential public art
locations and typologies.
Listen to what types of themes or genres resonate deeply with community members.
Provide examples and educate the community on potential opportunities to elicit feedback and input.
•
Cultural Assets
–
focus on
harnessing the knowledge of the community to help surface, identify, and document diverse cultural assets, including lesser -
known
sites or places.
Idea for consideration:
W
alking tours provide an on
-
the
-
ground way to identify cultural assets and hear directly from residents in the places that matter most to them. This approach elevates community knowledge, surfaces assets not captured in official records, and fosters informa l dialogue
among participants. The tours serve both as a data
-
gathering tool and as a community
-
building activity that builds pride, connection, and shared understanding.
Residents guide
the tour and share personal stories, positioning them as experts of their own
neighborhood.
create a richer, more democratic, and embodied understanding of a community’s cultural landscape
. This is also a
dynamic
way to engage community
members who may not participate in normal planning meetings
Idea for consideration:
Our Community and Creative Engagement Lead, Erica Rawles, might lead a participatory
ceramics
workshop
where participants
are invited to create a ceramic t
ile that represents
a local cultural treasure
.
As a practicing and teaching artist, Erica will guide participants on how the sgraffito and carving techniques for their piece of clay and how to paint it with underglaze.
After the workshop, each
individual tile will
then
be fired and glazed
and
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
56 collectively assembled together
to create
a ceramic “quilt” or mural
—
resulting in one final,
co
-
created community art piece
.
•
Cultural Heritage & History
–
focus on
inviting community members to share important
histories and cultural heritage traditions and stories through diverse mediums , with a
focus on historically marginalized or underserved constituents.
Idea for consideration
:
Through a potential partnership with the Black Image Center (a nonprofit community art
space
that formerly resided in Culver City before their recent closure) our team can host a
“digitization and storytelling station” where residents can bring old photographs, flyers, or memorabilia from cultural events
, venues, or art spaces
in Culver City. With the support of
facilitators, these items are scanned or photographed on -
site and added to a growing
digital community archive. Participants
could also be
invited
to share a short story or
memory connected to the item, which is recorded and catalogued alongside the image.
This activity not only preserves community history but also surfaces assets, traditions, and experiences
that reveal community values
and priorities. This workshop or activity
builds
an intergenerational archive that
can inform
the plan and
can
also
be shared as a
lasting community resource.
2.6 Pop
-
Up Engagements at Community Events
(
3 )
The consultant team will conduct pop
-
up engagements at existing community events to
connect with residents where they already gather and to ensure broad, diverse participation.
These activations will be designed to be welcoming, interactive, and fun —
offeri
ng quick,
creative opportunities for people to share ideas and feedback without requiring formal meeting attendance. By embedding engagement into community festivals, markets, and public gatherings, we will reach wider audiences, capture spontaneous input, and raise awareness of
the planning process in an accessible and inclusive way.
Some of the suggested activities for
the community launch event, such as the phone booth, cultural asset mapping, and postcard
activity,
could
also
be
facilitated
during these pop
-
up engagements.
Potential community
events to host a pop
-
up engagement include:
•
Summer Concert Series
•
S
ummer Sa
lsa Nights
at Ivy Station
•
Fiesta La Ballona
•
Culver City Juneteenth Celebration
•
Culver City Farmers Market
•
Movies in the P
a
rk
2.7 Office Hours (
1 -
2)
If
it is determined by the project team that
additional engagement is needed, our team can also
host virtual or in
-
person drop
-
in office hours for community members and stakeholders
who
were not able to otherwise participate in another engagement method or those that
might
have additional
feedback they would like to share in an informal setting.
This is a useful option
to supplement other forms of engagement and inform community members about the ongoing process.
2.8 Cultural Asset Inventory
Our team will create a comprehensive cultural asset inventory, informed by the community and stakeholder engagement process and participatory cultural asset mapping activities.
This
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
57 includes not only formal institutions such as museums, theaters, galleries, and libraries, but also informal and community
-
based assets such as festivals, murals, gathering places, creative businesses, heritage sites, and cultural traditions. By combining data collection, community
input, and participatory methods, the inventory highlights both established and overlooked assets, revealing strengths, gaps, and opportunities
. This inventory will include a descriptive
list and statistics and will also be paire
d with a map rendering that graphically illustrates where assets are distributed and where gaps might be.
2.9 State of Public Art & Culture Report
The first major milestone of the
Community Cultural Equity Plan will be
the Culver City
State
of Public Art and
Culture report, which provides a comprehensive overview of the current conditions of the cultural ecosystem in
Culver City
—
including
all data and insights gathered
across phases 1 and 2 of the planning process
—
findings from the
engagement process,
the
cultural asset
inventory,
the
high
-
level assessment of funding
and economic impact
.
This will
also feature a comprehensive section on findings from
the public art assessment, including an
assessment of the distribution of public art and an overview of maintenance and conservation.
Th
is report will be shared with community stakeholders through a presentation
designed to
build alignment by
establish
ing
a shared understanding of the current arts and culture
landscape in
Culver City. This presentation
event
may
be conducted
in
-
person or
virtually
.
PHASE 2 DELIVERABLES
:
•
Public Engagement Results
•
Cultural Asset Inventory
•
State of Culture Report
PHASE 3: STRATEGY DEVELOPMENT
AUGUST
-
SEPTEMBER
2026
3.1 Vision,
Priorities & Goal
-
Setting
In dialogue with
the
Cultural Affairs
Division staff, Cultural Affairs
Commission
Community
Cultural Equity Plan and Public Art Plan S
ub
-
Committee
s
, our team will evolve
t
he State of
Public Art & Culture
emerging insights
into
a forward
-
looking vision
and priorities
for cultural
development in Culver City,
anchored by
long
-
term goals and
strategies
for the
next decade
.
3.2 Action Planning
W
e
will
form
implementation taskforces
made up of key stakeholders
and leaders, including
City representatives
and those
best positioned to lead or support
the
implementation
of the
final plan. One task force group will focus
exclusively
on public art.
The goal is to ensure broad
-
based ownership of the plan and to support the transition from a consultant -
led process to a
community
-
and City
-
led phase of action.
In
a structured
workshop
,
our team will facilitate the
development
of
specific actions and tactic
s that need to be taken to achieve
the goals
and
support the
strategies
for each of the plan’s
priority areas.
We will help each task force
identify
lead actors, partners, resource needs, potential funding sources, timelines, and success metrics for each recommended strategy.
Input from the
se
implementation t
askforces
will directly
inform the implementation section incorporated into
the draft plan
.
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
58 PHASE
3 D
ELIVERABLES
•
Vision,
Priorities, Goals,
Strategies for Community Cultural Equity Plan
•
Supporting
Tactics and Actions for Community Cultural Equity Plan
PHASE 4: DEVELOPMENT OF DRAFT
AND FINAL PLAN
OCTOBER
–
NOVEMBER
2026
4.1 Draft Plan
Building upon research, staff engagement, community consultation, Cultural Affairs
Commission
input, and the State of Culture presentation and public feedback, the Lord team will develop a draft
Community Cultural Equity
Plan
and
Public Art Master
Plan
to guide the
growth and sustainability of
Culver City’s
arts and culture sector over the next five
to 10
years.
The draft will include a proposed vision, overarching goals and priorities, recommended strategies, and initial frameworks to support implementatio n. This working draft will be shared
with the
core project
team and
Commission
for review and discussion.
4.2 Final Plan
Incorporating all feedback from the
Cultural Affairs Division
and
Commission, as well as the
task forces
, the Lord team will produce the final
Community Cultural
Equity
Plan. The final plan
will include an inspiring long
-
term vision, strategic goals with measurable objectives, and detailed implementation
plan with concrete strategies, action steps, timelines, and budgets ,
including each of those elements for a Public Art Master Plan . We will work with the
Cultural
Affairs Division
and
Commission
to ensure t
he final document reflects
Culver City’s
identity,
featuring imagery and stories that highlight the city’s vibrant cultural assets , and provides a
shared vision
and roadmap for
the
sustainable and equitable
future of arts and culture in
Culver City.
PHASE 4 DELIVERABLES
•
Draft Community Cultural
Equity
Plan
and Public Art Master Plan
•
Final Community Cultural
Equity P
lan
and Public Art Master Plan
•
Presentation to Cultural
Affairs Division and Commission and/
or City Council
CULVER CITY
No. 2640
Community Cultural Equity Plan
©
Lord Cultural Resources
59 www.lord.ca