Agenda — Richmond City Council, December 16, 2025 (part 12 of 12)

RESOLUTION NO. ______

A RESOLUTION OF THE CITY COUNCIL OF CITY OF RICHMOND,

CALIFORNIA ACKNOWLEDGING THE RECEIPT OF THE

PRESENTATION FROM THE WEST CONTRA COSTA INTEGRATED

WASTE MANAGEMENT AUTHORITY (RECYCLEMORE) ON THE NEW

SOLID WASTE POST-COLLECTION AGREEMENT (PCA) AND RATES
STARTING JANUARY 1, 2026
WHEREAS, the City of Richmond is a member of the West Contra Costa Integrated Waste Management Authority (“Authority”), also known as RecycleMore, a joint powers agency that oversees post-collection processing and disposal of solid waste for member agencies including San Pablo, Richmond, El Cerrito, Pinole, Hercules, and parts of unincorporated Contra Costa County;
WHEREAS, the Authority’s current Post-Collection Agreement (“PCA”) with Republic Services, Inc. for the processing and disposal of solid waste, recycling, and organics expired on June 30, 2025, and has been temporarily extended through December 31, 2025; WHEREAS, on May 2, 2023, the Richmond City Council recommended RecycleMore proceed with an RFP process for the Post-Collection Solid Waste Franchise Agreement (PCA); WHEREAS, in October 2024, the Authority issued a Request for Proposals (RFP) for post-collection services, and one proposal was received from the incumbent provider, Republic Services - West County Resource Recycling (Republic Services); WHEREAS, beginning in March 2025, the Authority and Republic Services entered into negotiations for a new long-term PCA, with negotiations concluding in September 2025, resulting in a draft agreement proposed for approval by member agencies and the RecycleMore Board;
WHEREAS, the proposed new PCA would commence on January 1, 2026, and extend through June 30, 2040, with two optional five-year extensions, aligning with existing franchise agreements for collection services executed by member agencies, including the City of Richmond;
WHEREAS, the new PCA establishes a blended per-ton rate structure and incorporates material-specific processing, HHW program funding, mandated governmental fees, and the Authority’s operational budget, while simplifying cost components and eliminating outdated rebate and compliance mechanisms;
WHEREAS, the full list of rates for the proposed Post-Collection Agreement are set forth in the agreement;
WHEREAS, the new PCA also enhances services and support for compliance with SB 1383, including compost procurement, improved data sharing, and community education initiatives;
WHEREAS, the Authority, as lead agency, is in the process of completing a CEQA review of the project and determined it is likely Categorically Exempt in accordance with Section 15301, Existing Facilities, and Section 15308, Actions by a Regulatory Agency for the Protection of the Environment. Authority staff will complete additional analysis, as necessary, and file the appropriate CEQA documents, if any, pending approval of the agreement.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Richmond hereby acknowledges the receipt of the presentation from the West contra Costa Integrated Waste Management Authority (RecycleMore) on the new solid waste PostCollection Agreement (PCA) and rates starting January 1, 2026. 2244
Reso. No. _____

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******************
I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held on Mmmm dd, yyyy, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor
Approved as to form:

City Attorney
State of California }
County of Contra Costa : ss.

City of Richmond }
I certify that the foregoing is a true copy of Resolution No. _____, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on Mmmm dd, yyyy.
_______________________________________
Pamela Christian, Clerk of the City of Richmond
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December 16, 2025
Economic Development
DATE: December 16, 2025
TO: Mayor Martinez and Members of the City Council
FROM: Nannette J. Beacham, Economic Development Director Jordon Nesbitt, Administrative Assistant
Kyle Lam, Management Analyst
Subject: Biannual Arts and Culture Report for Fiscal Year 2024- 2025
FINANCIAL IMPACT: There is no fiscal impact for receiving this item.

PREVIOUS COUNCIL
ACTION:

April 1, 2025
May 27, 2025
June 3, 2025

STATEMENT OF THE
ISSUE:

In compliance with Richmond Municipal Code Chapter

6.50.100, the Arts and Culture Division is providing a
biannual report and presentation to the community and
City Council with valuable insight into the state of the Arts in Richmond. This report enhances transparency, keeps
stakeholders informed about ongoing and future projects, and creates a shared understanding of their progress and overall impact.

RECOMMENDED ACTION: RECEIVE and ACCEPT the biannual written report and presentation regarding art projects being developed in
the City from the Richmond Arts and Culture Division in collaboration with art stakeholders– Economic
Development Department/Arts & Culture Division
(Nannette J. Beacham 510-621-1306/Jordon Nesbitt 510-
620-6787).

AGENDA
REPORT
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December 16, 2025
DISCUSSION:

Background
On April 1, 2025, the City Council directed the City Attorney’s Office to prepare amendments to Richmond Municipal Code (RMC) Chapter 6.50 (Public Art Program) to strengthen reporting, transparency, and oversight of public art activities. On May 27, 2025, the City Attorney introduced a first reading of the amended ordinance, and on June 3, 2025, the City Council adopted Ordinance No. 11-25 N.S., which added Section

6.50.100. This new section requires the Arts and Culture Division Manager and staff to provide a written biannual report and deliver an in-person presentation to the City Council by June 30 and December 31 of each calendar year.

This staff report fulfills the December 2025 requirement and provides a high-level summary of the Fiscal Year 2024–2025 Biannual Arts & Culture Report (Attachment 1) The full report offers comprehensive detail on public art projects, maintenance, financial stewardship, Richmond Arts & Culture Commission (RACC) activities, and cultural planning initiatives.

Summary of Biannual Report
The Arts and Culture Division (Division), operating under RMC Chapters 3.59 and 6.50 and the City’s adopted Public Art Policies and Procedures, continues to administer a growing portfolio of public art projects and cultural programs City-wide. The Division manages more than 40 active projects, supports nonprofit arts partnerships, Neighborhood Public Art (NPA) Mini-Grants, coordinates developer and Capital Improvement Project (CIP) obligations, and advances long-range cultural planning aligned with city-wide economic development goals as outlined in the The biannual report covers the following major areas:
 Public Art Projects and Initiatives
The Division completed several significant installations—most notably the 88- panel Parchester Village Sound Wall—and continues to manage a wide range of ongoing and in-development projects. These include developer-funded installations at IMTT, Allen Brothers Meat & Seafood, and Nevin Plaza, as well as state-funded artworks at the Shields-Reid Community Center renovation project.  Public Art Maintenance and Conservation
Projects underway or completed include annual sculpture cleaning, mural tile restoration, signage replacement, graffiti removal, and citywide mural assessments. These efforts ensure the long-term care and safety of Richmond’s public art collection.
 Public Art Contributions and Financial Stewardship
Private development projects contributed approximately $802,734 in 2024 under the City’s 1 percent (%) Public Art Requirement. The Main Library Renovation 2247

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December 16, 2025
remains the only qualifying Capital Improvement Project (CIP) for the 1.5 percent (%) Public Art allocation, generating an estimated $318,928. The Division is coordinating with Planning and Finance to implement improved systems for tracking CIP contributions in future cycles.
 Richmond Arts & Culture Commission (RACC)
RACC continued to administer NPA Mini-Grants, serve on public art selection panels, engage the community at City-wide events, and advance new initiatives such as Art All Around Richmond, arts space activation, and the annual planning retreat.
 Division Activities and Cultural Planning
Major initiatives include development of the Public Art Master Plan, consultant procurement for the Citywide Cultural Plan, updates to Public Art Ordinance implementation procedures, and expanded artist onboarding and documentation.

The Division also developed new public-facing materials to enhance transparency and community access.
 Challenges and Barriers
Key challenges include rising insurance costs for artists, licensing restrictions under California Contractors State License Board classifications, early CIP fund collection and reporting, and the need for consistent cross-departmental coordination. These factors impact project timelines, artist participation, and administrative workload. Division staff are working collaboratively with other departments such as Risk Management and Public Works to address these challenges in an effort to improve development and installation of art in Richmond. In 2026, City staff members will continue to engage with art stakeholders to receive input on how to improve outreach and processes and are committed to a path of continuous improvement.

Conclusion
The Arts and Culture Division continues to advance public art, cultural programming, and long-term planning efforts that strengthen Richmond’s civic identity and community engagement. Continued investment in staffing, maintenance, artist support, and interdepartmental collaboration will be necessary to meet public expectations and ensure the sustainability of the City’s Public Art Program. The Biannual Report and presentation (Attachment 2) provide full details and visual documentation that illustrates the impact and reach of the City’s Public Art Program.

DOCUMENTS ATTACHED:

Attachment 1 – Biannual Public Art Report
Attachment 2 – Biannual Public Art Presentation
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Arts and Culture Division
Biannual Report
FY 2024 -2025
December 16, 2025
City of Richmond | Economic Development Department, Arts & Culture Division 2249
Table of Contents
About the Arts & Culture Division.................................................................................3 Introduction ................................................................................................................4 City of Richmond’s Public Art Guidelines.....................................................................4 Public Art Projects and Initiatives in the City................................................................5 Completed Public Art Projects and Initiatives in FY 24-25 .............................................5 Ongoing/In Development Public Art Projects and Initiatives ..........................................6 Development Projects Funded through the 1% and 1.5% Ordinances............................7 Current Public Art Maintenance Projects.....................................................................8 Public Art Contributions & Financial Stewardship........................................................9 Updates on Public Art Contributions and Utilization of Funds ....................................10 Capital Improvement Projects ..................................................................................10 Private Developer Funded Projects ...........................................................................11 State Funded Projects..............................................................................................14 Activities & Initiatives of the Arts and Culture Division...............................................17 Challenges & Barriers ................................................................................................19 Challenges..............................................................................................................19 Barriers...................................................................................................................19 Other Activities..........................................................................................................20 Conclusion & Next Steps ...........................................................................................20 Report Prepared By:
 Nannette Beacham, Director of Economic Development’
 Winifred Day, Arts & Culture Manager
 Jordon Nesbitt, Administrative Assistant
 Kyle Lam, Management Analyst
This report is dedicated to the memory of Winifred Day, whose service and leadership guided the Arts & Culture Division 2250
Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
3 About the Arts & Culture Division
The Arts and Culture Division is one of six divisions in the City of Richmond’s Economic Development Department. The Division is staffed by an Arts & Culture Manager and an Administrative Assistant, who oversee program administration, public art project management, artist coordination, public art maintenance, community engagement, and cultural planning. The Division reports to the Director of Economic Development, who provides oversight and alignment with citywide goals.

The Arts and Culture Division carries out several core responsibilities that guide its daily operations and long-term program administration. These functions include:

Winifred Day, Division Manager Jordon Nesbitt, Administrative Assistant Support non-profit art organizations and local artists by collaborating with City departments, outside governmental entities, community-based organizations, foundations, and residents
Administer the 1% for Public Art amongst development and improvement projects
Implement additional arts and culture programs such as the Neighborhood Public Art Mini-Grants and activities of Richmond Poet Laureate Support the Richmond Arts and Culture Commission and Public Art Advisory Committee with staffing and administrative support
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
4 Introduction
The Arts and Culture Division plays an essential role in strengthening Richmond’s cultural identity, supporting
local artists, and integrating creativity into community development. This biannual report summarizes the
Division’s accomplishments, active projects, financial
stewardship, and strategic planning efforts for Fiscal Year 2024–2025.

This report also fulfills the reporting requirements of Richmond Municipal Code Chapter 6.50, which requires
a written update to the City Council twice each year on the status of public art and cultural programming.

City of Richmond’s Public Art Guidelines
Richmond’s Public Art Program is governed by a formal policy framework adopted by the City Council:

Richmond Municipal Code Chapter 3.59 – Richmond Arts & Culture Commission (RACC) Establishes RACC as the City’s advisory body for arts and culture, responsible for project review, artist selection, community engagement, and public input.

Richmond Municipal Code Chapter 6.50 – Public Art Program Defines the Public Art Program, the 1% and 1.5% public art contribution requirements, maintenance responsibilities, and biannual reporting.

Public Art Policies and Procedures
Provides administrative guidance for artist selection, contracting, project review, developer coordination, and maintenance standards.

Public Art Master Plan
Provides a set of recommendations that guide how the City commissions, funds, places, and maintains public art in Richmond.

Together, these documents form the legal and administrative foundation for Richmond’s public art program.
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
5 Public Art Projects and Initiatives in the City
The Arts and Culture Division continues to manage a wide range of permanent and temporary public art projects throughout Richmond. These projects reflect the City’s commitment to fostering creativity, investing in cultural infrastructure, and enhancing the visual and civic landscape. The following sections summarize completed projects, ongoing initiatives, and maintenance efforts that shape Richmond’s evolving public art environment.

Completed Public Art Projects and Initiatives in FY 24-25 Throughout the reporting period, the Division completed several major community-centered public art projects that contributed to Richmond’s cultural vibrancy. The Parchester Village 88-panel mural multiyear project involving deep community participation—serves as a cornerstone example of how public art can strengthen neighborhood identity. Additional installations, including the Osprey Bird sculpture and the artwork at the Family Justice Center, demonstrate the Division’s consistent delivery of high-quality public art in partnership with private developers and public agencies.

The Division also administered the FY 2024–25 NPA Mini-Grants and continued its Poet Laureate program, ensuring continued support for local artists, storytellers, and creative practitioners.

Collectively, these projects reinforce the importance of public-private collaboration and the powerful role the arts play in celebrating Richmond’s identity.

Project Description Funding Source /
Amount
Location
Parchester Village
Sound Wall
88-panel mural $350,000 – Private
Developer Funds
3900 Giant Hwy
Osprey Bird Sculpture Sculpture
installation
$75,000 – Private
Developer Funds
6045 Giant Hwy
Contra Costa County
Family Justice Center
Sculpture
Site-specific
sculpture
$10,000 – General
Fund
256 24th St
FY 2024–25 NPA MiniGrantsCommunitydriven arts grants$65,000 – General Fund
Citywide
2023–2025 Poet
Laureate
Literary arts
program
$2,000 – General
Fund
Citywide
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
6 Ongoing/In Development Public Art Projects and Initiatives The Division currently oversees more than 40 active public art projects. These projects span neighborhood activations, large-scale developer-funded installations, strategic planning initiatives, and City-wide cultural infrastructure efforts. The breadth of this portfolio reflects Richmond’s growing emphasis on embedding arts and culture into long-term economic development, public realm improvements, and community engagement strategies.

Key initiatives include annual organizational funding for Richmond Art Center (RAC), Nurturing Independence Through Artistic Development (NIAD) Art Center, and East Bay Center for Performing Arts (EBCPA); continued administration of the NPA Mini-Grants; development of the Citywide Cultural Plan; and the Arts Corridor Strategic Plan, which will guide future investments in cultural districts and public realm enhancements. The Division is also advancing long-term improvements in documentation, maintenance planning, and technical artist support—strengthening both program integrity and public access to Richmond’s rich cultural assets.

Project / Program Description Budget / Source Status
Annual Arts Organization
Funding
Multi-year support for arts
organizations
$600,000 –
General Fund
Ongoing
Neighborhood Public Art
(NPA) Mini-Grants
Annual community arts
awards
$110,000 –
General Fund
Ongoing
Cultural Plan Framework for Citywide arts
strategy
$100,000 In Development
Strategic Plan for
Richmond Arts Corridors
Planning for key cultural
corridors
$50,000 In Development
Public Art Maintenance
and Repair (IMR)
Contracted maintenance
services
TBD Next Fiscal
Year
In Development
Professional Photography
Service
Documentation of public art
inventory
$10,000 In Development
Public Art Storage
Solution
Dedicated facility for artwork
storage
TBD Next Fiscal
Year
In Development
Art Scholarship &
Nurturing Program
Academy of Art University
tuition scholarship
$100,000 value Ongoing
Poet Laureate Program Two-year literary arts
residency
$1,500/year Ongoing
Technical Assistance
Workshops
Training and orientation for
artists and grantees
N/A Ongoing
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
7 Development Projects Funded through the 1% and 1.5% Ordinances Several major projects are progressing under the public art requirements established by Ordinance Nos. 08-21 N.S. and 11-25 N.S. These upcoming installations—funded through a combination of private development contributions and the 1.5% Capital Improvement Project (CIP) allocation— represent significant investments in Richmond’s visual landscape.

Projects currently in design or development include artwork for the Shields Reid Community Center, Allen Brothers Meat & Seafood Facility, IMTT, Kennedy Park, Nevin Plaza, and the Main Library Renovation. Collectively, these efforts strengthen the City’s growing collection of public art while ensuring that cultural investment remains integrated into both public and private construction.

These projects illustrate the critical role of the Public Art Ordinance in generating dedicated arts funding, elevating the quality of public spaces, and supporting professional artists.

Project Funding
Source Budget Status / Target Completion Location
Shields Reid
Community Center
State Grant /
After-School
Program
$525,000 July 2026 1410 Kelsey St
Allen Brothers Meat &
Seafood Facility
Private
Developer
$250,000 July 2026 211 W. Cutting
Blvd
IMTT Private
Developer
$200,000 December 2026 100 Cutting Blvd
Kennedy Park
Sculpture (RACC)
Private
Developer
$100,000 In Development —
Nevin Plaza (24th St) Private
Developer
$287,824 In Development —
Port Terminal 3 Private
Developer
$247,232 Completed 1411 Harbour
Way
Main Library
Renovation
CIP 1.5%
Contribution
$318,928 Ongoing Civic Center
Area
2255
Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
8 Current Public Art Maintenance Projects
The Division continues to prioritize long-term stewardship of Richmond’s public art collection.

Maintenance activities completed or underway include sculpture cleaning, graffiti removal, tile restoration, signage replacement, and condition assessments.

These efforts ensure the City maintains safe, well-preserved public artworks and continue to enhance neighborhoods throughout Richmond.

Project / Location Activity Budget Status / Target
Completion
Annual Sculpture
Maintenance
(Citywide)
Routine cleaning
and repair
$15,000 Initiate before end of
CY 2026
Ferry Building Graffiti removal No cost Completed
Ookwe Park Repair artwork and
replace signage
$10,000 End of FY 2025–
2026
Richmond BART
Mural
Tile cleaning $5,000 End of FY 2025–
2026
Citywide Murals Condition
assessment and
restoration plan
$100,000 Initiate by end of CY
2026
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
9 Public Art Contributions & Financial Stewardship
The Division continues to manage both public and private art contributions responsibly and transparently:
• CIP 1.5% contributions generated approximately $318,928 for the Main Library renovation. • Private developers contributed approximately $802,734 in 2024, supporting a diverse array of public art installations.
• General Fund allocations continue to support NPA Mini-Grants, Poet Laureate programming, and operating support for Richmond’s core arts organizations.

Enhanced tracking systems—developed in collaboration with Planning and Finance—will be introduced in future reporting cycles to improve monitoring and communication of CIP-related contributions.

Private 1% Developers
CIP 1.5%
General Fund
RMC § 6.50.030 — requires private development
projects valued over $500,000 private developers
to provide 1% of Building Development Costs (via
on-site art, an in-lieu fee, or a designated public art space).

RMC § 6.50.020 — Public Art Appropriation for
City Capital Improvement Projects requires all
City Capital Improvement Projects valued over
$300,000 (including bond-measure and externally
funded capital projects) to allocate 1.5% of total
development costs for public art.
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
10 Updates on Public Art Contributions and Utilization of Funds
Capital Improvement Projects
Section 6.50.020 of the Municipal Code requires a 1.5 % public art contribution from qualifying Capital Improvement Projects valued over $300,000 (excluding grants, gas tax and Measure J funds).

The only current CIP project with a 1.5 % contribution is the Main Library Renovation, which will generate approximately $318,928 for public art. Staff are working with Planning and Finance to implement reporting systems for future CIP projects and will provide project-specific updates in subsequent biannual reports.

The Richmond Main Library Renovation – Interior murals and possible suspended sculpture – approximately $318,928 (CIP 1.5 % contribution)
.
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
11 Private Developer Funded Projects
Private development projects valued over $500,000 must contribute 1 % toward public art. During calendar year 2024, 18 private development projects contributed a total of $802,734 in restricted funds. The list of developing projects in the previous sections identifies private developer funded projects and associated budgets
Port Terminal 3 (COMPLETED) – Mural and metal sculptures – approximately $247,232 Mural by: Brian Barneclo | Metal Sculptures by: Miriam Klein Stahl 2259
Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
12 IMTT Sculpture (In Development – Dec. 2026 Target Completion) Proposed Concept Design by Gordon Huether & Partners
Approximately - $200,000
Allen Brothers Meat & Seafood Facility (In Development – July 2026 Target Completion) Mural & Mosaic artwork–approximately $250,000
Proposed Mural Concept Design by Hungry Ghost Productions Proposed Mosaic Concept Design by Debbie Koppman
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
13 Parchester Village Sound Wall – 88-Panel Community Mural Project (COMPLETED) The Parchester Village Sound Wall is a large-scale community mural consisting of 88 painted panels led by muralist Richard Muro Salazar. The project was funded by a $350,000 public art contribution from Meritage Homes (Richmond Country Club development) and completed with extensive community involvement. Public Works supported the project with approximately $75,000 in wall preparation, including cleaning, whitewashing, and the encroachment permit. This multi-year effort represents one of Richmond’s most significant neighborhood mural projects. 2261
Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
14 State Funded Projects
Shields-Reid Park Art Sites (In Development – July 2026 Target Completion) The Shields-Reid Park Renovation Project includes approximately $525,000 in State-funded public art, supporting sculptures, mosaic work, photography, and mural.

Five artists, Edwin Marmanillo, Javier Rocabado, James Moore, and Alexandra Bowman—were selected to create site-specific artworks as part of the overall renovation effort. 2262
Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
15 Shields-Reid After-School Art Program (State-Funded) The same $525,000 State grant package also funds the Shields-Reid After-School Art Program, providing youth with structured creative learning and hands-on arts activities. This program ensures that arts education is embedded into the larger Shields-Reid neighborhood revitalization project.

Shields-Reid Photography Class,
Raymond Holbert & Lewis Watts
Shields-Reid Sculpture Class,
James Moore
Shields-Reid Mosaic Tile Class, Javier
Rocabado Rocabado
Shields-Reid Architecture Class
Edwin Marmanillo
Shields-Reid Mural Class,
Alexandra Bowman
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
16 Richmond Arts & Culture Commission (RACC)
The Richmond Arts & Culture Commission (RACC) is the City’s advisory body for arts and culture, supporting the implementation of the Public Art Program and community-based cultural initiatives.

Commissioners represent Richmond’s diversity and serve as advocates, reviewers, and liaisons for arts activities citywide.

RAAC meets 2nd Thursday of the month, 7-9PM, at City Hall.

Ongoing Responsibilities
• Administers the Neighborhood Public Art (NPA) Mini-Grants • Serves on public art selection panels and acts as project liaisons • Conducts community outreach at events such as Cinco de Mayo, Senior Health Fair, Park Rx, Literacy Fair, and Juneteenth
• Provides technical assistance workshops for artists
• Supports commissioner recruitment and public participation • Holds an annual planning retreat to set priorities
New and Developing Initiatives
• Acceptance of public art gifts and private developer artworks • Art All Around Richmond – an online portal for publicly visible art • RACC Reports and Annual Coloring Book
• RACC Biannual Mixer for artists and partners
• Art in the Parks and Civic Center Paint Parties
• Arts Space Activation projects
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
17 Activities & Initiatives of the Arts and Culture Division The Division manages Richmond’s public art program, cultural policy initiatives, and long-range planning efforts that shape the City’s cultural landscape. In addition to overseeing individual projects, the Division provides staffing support to the Richmond Arts & Culture Commission (RACC), collaborates with multiple City departments, and works directly with community partners, artists, and cultural nonprofits to strengthen arts access throughout Richmond.

Program Administration and Artist Support
The Division continued to operate its core programs during this period, focusing on artist access, nonprofit support, and public art management. Key activities included:
• Providing annual operating support to the Richmond Art Center, NIAD, and the East Bay Center for the Performing Arts.
• Administering the Neighborhood Public Art (NPA) Mini-Grant Program. • Coordinating the Richmond Poet Laureate selection and contracting process. • Hosting technical assistance workshops to help artists navigate City contracting and licensing requirements.
• Updating public art inventory records and managing artist onboarding and project documentation.

These ongoing efforts help maintain a strong local arts ecosystem and ensure that artists and community partners can participate in City-supported programs.

Major Planning and Policy Initiatives
The Division advanced several long-term planning efforts that will guide future public art and cultural investment:
• Updates to the Public Art Ordinance and related policies. • Development of the Public Art Master Plan.
• Consultant procurement for the Citywide Cultural Plan. • Creation of new public-facing outreach materials.
• Early implementation of the Arts Corridor concept.
• State-funded restoration work on Caltrans mural assets. • Improvements to asset management, including updated signage and professional documentation
These initiatives create clearer processes and strategic direction as the City’s cultural programs continue to expand.
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
18 Projects and Initiatives in Development
The Division is currently developing or managing a number of upcoming projects, including:
• RFQs for public art photography, Cultural Plan services, and an IMR contractor list. • Management of the IMTT Public Art Project and the Allen Brothers Mural and Mosaic Project.
• Citywide mural restoration work.
• A citywide Public Art Community Survey.

These projects deepen the Division’s planning capacity, strengthen documentation and conservation practices, and expand opportunities for artist and contractor participation.

Resource Needs
As project volume and community expectations grow, the Division has identified several resource needs:
• Expanded support for artists navigating insurance and licensing requirements. • Stronger coordination with Planning, Public Works, Finance, and Risk Management. • Additional resources for community engagement and volunteer support. • Stable funding, including sustained General Fund support and pursuit of competitive grants.

These resource needs reflect rising project complexity, increased demand for cultural programming, and the City’s long-term commitment to strengthening Richmond’s arts and cultural ecosystem.
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
19 Challenges & Barriers
The following challenges and barriers describe the key issues impacting the Arts and Culture Division’s ability to deliver public art projects and programs effectively.

Challenges
Insurance Requirements:

The City’s insurance requirements are often cost-prohibitive and difficult for small-scale artists and organizations to meet, creating barriers to participation in public art opportunities.

Contractor Licensing:

State licensing requirements (C-33, C-54, and general contractor classifications) limit artists’ eligibility and range of projects.

CIP Fund Tracking:

CIP public art contributions are collected early in the project and require ongoing quarterly reporting, increasing administrative workload.

Recognition of Art Efforts:

Staff and volunteer residents have expressed concerns about ensuring artistic work and community contributions are fully valued and respected.

Barriers
Adapting to New Regulations:

Many artists are still becoming familiar with long-standing state licensing requirements, as well as the City’s insurance requirements, which have remained consistent for nearly two decades.

Internal Department Awareness:

Some City departments lack familiarity with public art regulations.

Professional vs. Emerging Artists:

Newer project requirements can disadvantage emerging artists who may not have contractor licensing or formal credentials.

High insurance
costs &
requirements
CSLB licensing
requirements
Need for CIP
tracking system
Equity & diversity
in artist
selection
Departmental
coordination
challenges
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Economic Development Department | Arts & Culture Division Biannual Report | Fiscal Year 2024–2025
20 Other Activities
In addition to managing public art projects and cultural initiatives, the Arts and Culture Division participates in professional development activities and statewide collaborations that strengthen program administration, technical knowledge, and interagency coordination. These activities ensure staff remain informed about emerging best practices in public art management, funding trends, regulatory changes, and community engagement strategies.

During this reporting period, Division staff participated in the following activities:

Event / Training Location / Description
Americans for the Arts Conference Washington, D.C. (2022); Cincinnati (2025) Northern CA Public Art Administrators
Meetings
Quarterly
State of CA Public Art Administrators
Meetings
Quarterly
These activities support the Division’s ongoing commitment to maintaining professional standards, strengthening networks with other public art agencies, and ensuring Richmond remains aligned with best practices in public art administration.

Conclusion & Next Steps
The Arts and Culture Division continues to make significant strides in expanding public art, supporting local artists, and enriching Richmond’s cultural ecosystem. The progress made reflects strong collaboration between the Division, RACC, private developers, community partners, and City departments.

Over the next reporting period, the Division will:
• Deliver the next biannual report and presentation by the end of the fiscal year. • Finalize improved CIP tracking and financial reporting systems. • Advance the Public Art Master Plan and Cultural Plan by introducing new and strategic initiatives.
• Expand community engagement and outreach.
• Seek additional staffing and operational support to meet rising demand.

By investing in creativity, fostering community pride, and strengthening civic identity, the Arts and Culture Division remains committed to building a vibrant and inclusive future for all Richmond residents.
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Arts & Culture
Biannual Report
FY 2024-2025
City of Richmond | Arts & Culture Division
Presented by:

Nannette Beacham
December 16, 2025
1 2269
Arts and Culture Division Guidelines
The following Arts and Culture Ordinances, Policies and Procedures documents were adopted on May 4th and May 18, 2021
• RMC 3.59 Arts and Culture Commission (Amended 5/18/2021) • RMC 6.50 Public Art Program (Adopted 5/18/2021)
• Public Art Policies and Procedures_v2 (Adopted 5/4/2021) • Public Art Master Plan
• Exhibit A: Public Art in Private Development Application Form • Exhibit B: Waiver and Release of VARA, CAPA, and other Artists’ Rights • Exhibit C: Public Art in Private Development Process Chart • Exhibit D: Public Art in Private Development Payment Chart 2 2270
Arts and Culture
Division
3 Support non-profit art organizations and local artists by collaborating with City departments, outside governmental entities, communitybased organizations, foundations, and residents Administer the 1% for Public Art amongst development and improvement projects
Implement additional arts and culture programs such as the Neighborhood Public Art Mini-Grants and activities of Richmond Poet Laureate
Support the Richmond Arts and Culture Commission and Public Art Advisory Committee with staffing and administrative support Winifred Day,
Division Manager
Jordon Nesbitt,
Administrative
Assistant
2271
Arts and Culture Division
Division Accomplishments FY 24 - 25
• Completed Community Art, Parchester Village 88
Mural Panels along Giant Road
• Selected 5 Neighborhood Public Art (NPA) Mini
Grant Recipients
• Completed 2 Year Term Richmond Poet Laureate
contract
• Conducted Technical Assistance Workshop to help
artists work with City of Richmond.
4 2272

RECENTLY COMPLETED
Parchester Village
– 88-panel mural
($350k)
Osprey Bird
Sculpture ($75k)
NPA Mini-Grants
FY24-25
($65k)
Contra Costa
Family Justice
Center Sculpture
($10k)
2023-2025 Poet
Laureate

PUBLIC ART

PROJECTS AND INITIATIVES
5 2273

CURRENT & DEVELOPING
Annual Arts
Organization Funding
- ongoing
($600k)
NPA Mini-Grants
FY2425- ongoing
($110k)
Cultural Plan
(100k)
Strategic Plan for Arts
Corridor
($50k)
Registry for Installation,
Maintenance, and
Repair General
Contractor Services
Professional
Photography Service for
Public Art inventory
($10K)
Public Art Storage 2023-2025 Poet
Laureate
Technical Assistance
and Professional
Development
Workshops – e.g.,
May 14 2025 workshop
Art Scholarships &
Recognition programs –
Academy of Art
University scholarship
($100,000 tuition value)

PUBLIC ART

PROJECTS AND INITIATIVES
6 2274
Main Library
Renovation
murals &
sculpture ($319k)
Shields Reid C.C.
– five large-scale
projects ($525k)
Nevin Plaza
Artwork ($288k
Allen Brothers
mural & mosaics
($250k)
Harbour Way
Murals & Art
($247k)
IMTT sculpture
project ($200k)
These developing projects are funded through a combination of the 1% private development contribution, grants, and the 1.5 % Capital Improvement Project (CIP) contribution described in Ordinance No. 08-21 N.S

PUBLIC ART

PROJECTS AND INITIATIVES
DEVELOPING (Contribution Funds)
7 2275
Current Public Art
Maintenance Projects
Annual sculpture
maintenance (Civic Center
& Ferry Building): $15k
Ferry Building graffiti
removal: no cost
Ookwe Park maintenance:
$10k BART tile cleaning: $5k
Mural Restoration Projects
8 2276
Public Art Contributions & Funds
Private 1% Developers
CIP 1.5%
General Fund
RMC § 6.50.030 — requires private development projects valued over $500,000 private developers to provide 1% of Building Development Costs (via on-site art, an in-lieu fee, or a designated public art space).

1.5 % public art contribution from qualifying Capital
Improvement Projects valued over $300,000. • The Richmond Main Library Renovation– Interior murals and
possible suspended sculpture –
approximately $318,928
(CIP 1.5 % contribution)
10 2278
1% Private
Developer Fund:

Port Terminal 3
Mural by:

Brian Barneclo
Metal Sculptures By:

Miriam Klein Stahl
2279
1% Private
Developer Fund:

IMTT Sculpture
• Proposed Concept
Design By Gordon Huether
& Partners
2280
1% Private Developer Fund:

Allen Brothers Meat & Seafood Facility
Mural & Mosaic artwork
13 Proposed Mural Concept Design by Hungry Ghost Productions Proposed Mosaic Concept Design by Debbie Koppman
2281
1% Private
Developer Fund:

Parchester Village
88 Panel Mural
Large Scale Community Art Project,
88 Soundwall Panels Painted, heavy
community evolvement, support by
multiple departments, and lead by
Muralist Richard Muro Salazar
• E.G. - Art $350,000 Meritage Homes
Richmond Country Club
• Community Engagement
• Multiple years to complete
• Public Works contribution $75,000 to prep
wall: clean and whitewash, and
encroachment permit
2282
15 Shields-Reid Park
Art Sites
5 artist selected for
Sculptures, Mosaic,
Photography and
Mural Artwork
($345K)
State Grant: Shields Reid Community Center
2283
Artwork and Concept Designs by
Shields-Reid Park Renovation Project
Artists: Edwin Marmanillo, Javier Rocabado,
James Moore, and Alexandra Bowman
16 2284
17 Shields-Reid Mosaic Tile Class, Javier
Rocabado Rocabado
Shields-Reid Sculpture Class,
James Moore
Shields-Reid Photography
Class, Raymond Holbert &
Lewis Watts
Shields-Reid Mural Class,
Alexandra Bowman
Shields-Reid Architecture Class
Shield-Reid After School
Program Art
2285
Activities & Initiatives
RACC: • Administers NPA Mini
-Grants
• Outreach at events: Cinco de Mayo,
Senior Health Fair, Park Rx, Literacy Fair,
• Technical Assistance Workshop
for Artists
• Serve as Panelists on Public Art
Selection Panels
Serve as Project liaisons
• Commissioner Recruitment
In Development: • Approval and Acceptance of
Public Art Gifts
• Approval and Acceptance of
Private Developer Public Artwork.
• Art All Around Richmond
(Evaluation portal for publicly visible Art in
Richmond)
• RACC Reports • RACC Annual Coloring Book • RACC Biannual Mixer • Art in the Parks • Civic Center Paint Parties • RACC Arts Space Activation 18 2286
Arts and Culture Division
Activities & Initiatives
Activities and Initiatives
• Provided Annual Arts and cultural program funding for Richmond’s largest Art organizations (NIAD, RAC, and EBCPA)
• Provide administrative support for RACC
• Administer the RACC Neighborhood Public Art (NPA) Mini Grant program
• Support Arts Corridor Strategic Planning
• Select Richmond Poet Laureate for 2yr term
• Manage Main Library Renovation Public Art Project
• Manage Public Art Inventory
• Resolve Artist professional challenges (CSLB, high Insurance requirements
• Conduct Annual Arts Vendor Technical Assistance Workshop to help artists work with City of Richmond.

In Development:
• RFQ/P Professional Photography service for Public Art Inventory • RFQ consulting services for Cultural Plan
RFQ to build Artwork IMR General Contractor database
• Manage IMTT Public Art Project
• Manage Allen Bros. Warehouse Mural and Mosaic Public Art Project
• Mural restoration
• Public Art Community Survey
• Public Art Projects
19 2287
Arts and Culture Division
Activities & Initiatives
20 2288
Requests:
• Additional staff capacity for marketing
• Financial Support for artists struggling with insurance costs • Better interdepartmental coordination
Needs:
• Community engagement
• Sustained General Fund & grants
Arts and Culture Division
Requests & Needs
21 2289
Arts and Culture Division
Challenges & Barriers
High insurance
costs &
requirements
CSLB licensing
requirements
Need for CIP
tracking system
Equity & diversity in
artist selection
Departmental
coordination
challenges
Challenges:
• City Insurance Requirements for art small and large projects – cost prohibitive • Contractors State License Board requirements for Muralist C33, Tile C54, and General Contractors • CIP Fund Calculations paid at beginning of projects with quarterly reports • Respect for art efforts from staff and volunteer residents Barriers:
• Hard for many artists to adjust to new regulations – no longer waiving insurance • Internal Departments should learn art regulations for basic information • Professional vs Street artists – new regulations for larger projects 22 2290
This presentation is respectfully dedicated to Winifred Day in recognition of her leadership and service to the Arts & Culture Division and the City of Richmond
23 2291
Thank You
24 2292

Page 1 of 2 ends

December 16, 2025
City Council
DATE: December 16, 2025
TO: Mayor Martinez and Members of the City Council
FROM: Councilmember Claudia Jimenez
Subject: Richmond Arts and Culture Manager and Commission FINANCIAL IMPACT: There is no fiscal impact associated with this item.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

Richmond's vibrant and diverse arts community enriches
our City by creating spaces that make people feel
represented by fostering creativity and giving people a sense of belonging in their neighborhoods.

However, Richmond artists and arts organizations have
been encountering issues with the way City's contracting and grant processes work and have had difficulty
receiving the funds that the City has allocated for their purposes.

The Richmond arts community wants to collaborate with
the City to come up with equitable solutions that will
support their important work and allow them to thrive.

AGENDA
REPORT
2293

Page 2 of 2 ends

December 16, 2025
RECOMMENDED ACTION: DIRECT the city manager to develop a transparent community process on hiring an Arts and Culture
Manager and to report back to the arts community and
City Council on the results of the hiring process; and
DIRECT the city manager to meet and work with the
Richmond artist community, Richmond Arts and Culture
Commission, and City Council liaison to address the
challenges presented tonight and to develop a plan on
how to improve the whole grant process, including
contracts and requirements that the City asks of artists – Councilmember Claudia Jimenez (510-620-6565).

DISCUSSION:

Richmond has a vibrant and diverse arts community that improves the quality of life of the people of the City. However, artists and arts organizations are facing challenges accessing funds that the city council has allocated because of the complicated processes and requirements the city has put in place. The arts community believes that by working with the City, they can solve these issues in an equitable way by creating a transparent community process on hiring an Arts and Culture Manager and by collaborating with the Richmond Arts and Culture Commission, Richmond Staff and Council Liaison to address the challenges presented tonight with the public art contracting process.

SYNERGISTIC POLICIES:

Richmond Public Art Master Plan
Public Art Program
Public Art Policies and Procedures
Arts and Culture Commission
DOCUMENTS ATTACHED:

Attachment 1 – A Seat At The Table: Improving Opportunities for Richmond Artists Attachment 2 – Presentation Map
Attachment 3 – NPA History by Michele Seville
Attachment 4 – Public Art Master Plan Recommendations
Attachment 5 – Excerpt from Letter of RACC Resignation
Attachment 6 – Richmond Artist Testimonials
2294
A Seat At The Table:

Improving Opportunities for
Richmond Artists
Richmond Art Advocates and Visual Artists of Richmond
Presentation to the Richmond City Council on Dec 16, 2025 2295
Introductions
2296
Who We Are
2297
Richmond is losing its artists, art
commissioners, and the trust of its
residents as it neglects issues that can
be addressed by working together.

Why We’re
Here
2298
The Problems
2299

1. Fewer opportunities for public
participation

2. Failure to follow Master Plan
recommendations

3. NPA Mini-Grant program’s
excessive red tape
Areas of
Concern
2300
The Public Art Advisory
Committee has been dismantled.

Richmond Arts and Culture
Commission members were
made powerless
First
Concern:

PAAC and
RACC
2301
Failure to follow the Public Art
Master Plan’s Recommendations:
Adequate Staffing
Maintain existing public art
Create an artist registry
Second
Concern:

PAMP
2302
Less than 10% of the almost 2 million
Percent for Art Fund has been used
2303
Artist John
Wehrle
2304
Artist
Registries in
Other Cities
2305
The Neighborhood Public Art
mini-grant program’s
requirements, contracting and
payment protocols need an
overhaul
Third
Concern:

NPA
2306
Grant requirements that go
beyond anything other cities
are requiring
2307
Tiny Village
NPA Grant
Award: $9,000
Cost of pollution
insurance: $3,600
2308
Contracts treating individual
artists, non-profits and big
business vendors the
same way
2309
2310
The expectation that artists spend
thousands of dollars before they are
reimbursed
No consequences for payment
delays
2311
2312
What We Envision For Success
2313
Include members of RAA in the
Interim and permanent Arts &
Culture Manager selection panel.
Staff to report back with a plan on
how they will select a new manager
Include members of the RAA in the
NPA mini grant renewal efforts
Transparency
2314
•Reform the most onerous
requirements to increase the
applicant pool
•Revise the current reimbursement
model, and issue payments
promptly to ensure artists can
complete public art projects
Address The
Challenges
2315
•Pay small grants up front- most of
these grants go to cover expenses
anyway
•Let artists negotiate advances to
cover the expenses of larger grants
•Compensate the artists who lost
money covering such expenses
before signing a contract.

Equity
2316
Time for Questions
Contact RAA at
[email protected]
Contact VAR at
[email protected]
2317
2318
the power of art to open minds, transform our
environments and bring people together.However, many of us have encountered issues withthe way City's contracting and grant processes workand have had difficulty receiving the funds that theCity has allocated for the arts.The Richmond arts community wants to collaboratewith the City to come up with equitable solutions thatwill support their important work and allow them tothrive in the beautiful city we all call home.We’ll begin this presentation by introducing the threeareas we feel are in most need of a timelyintervention. After that, we will describe what wesuggest could be done to remedy the situation. 5 The Problems What are the problems we’d like to address?6 Areas of Concern ● Fewer opportunities for
public participation
● Failure to follow Public Art
Master Planrecommendations
There are three Areas of Concern:Changes made to the Richmond Arts and CultureCommission decision-making processes have madeit harder for the public to engage in art fundingprocessesWe have failed to follow at least some of the PublicArt Master Plan recommendations Erin McCluskey Wheelertestimonial
2319
● NPA Mini-Grant program’s
excessive red tape
The NPA program’s requirements, contractingprocess and reimbursement policy are driving artiststo other cities and discouraging them from working inRichmond 7 First Concern: PAAC and RACCPublic Art Advisory Committeewas dismantled.Richmond Arts and CultureCommission was disempowered The Public Art Advisory Committee gave members ofthe public the opportunity to participate in theprocess of advising on art in their communities but in2021 it was dismantled.This left the Richmond Arts and Culture Commissionas the only body making arts funding decisions about Public Art, but the Commission had lost most of theinstitutional knowledge of their role.So the RACC was effectively disempowered, andhas become a revolving door of commissioners.

PAMP Recommendation 7Kaelen Van Cura letterexcerpt
8 Second Concern: PAMPFailure to follow the Public ArtMaster Plan’s Recommendations:
● Adequate Staffing● Maintain existing Public Art● Create an Artist Registry We actually have a great Public Art Master Plan thatCity Council approved for implementation in 2023,but years later - and despite ample funds available –We have yet to follow the Plan’s recommendationssuch as hiring the staff the Arts and Culture Divisionrequires.As a result, work has accumulated and we haveseen very, very few RFPs.

PAMP Recommendation 72025 FY Percent for ArtBudget
2320
Public art already in place (primarily murals) in the
City has been neglected and some are in seriousneed of repair.Richmond still does not have a public, searchableartist registry or an artist-in-residence program. 9 Less than 10% of the almost $2million Percent for Art Fund hasbeen used In the past five years, less than 10% of the budgetedPercent for Art Funds were spent in the 2024-2025Fiscal Year.This is not because of a lack of need, but becausethere is no path for artists to access the funds.

PAMP Recommendation 8
10 Artist John Wehrle
Public artists should not be paying out of pocket tomaintain their own work, yet this is what John Wehrleand other public artists have had to do.

PAMP Recommendation 1
11 Artist registries in other cities We are the only Bay Area city where visual artists have to fundraise to pay for their own artist directory,and our artists go to other cities to participate in theirartist in residence programs VAR Directory
12 Third Concern: NPAThe Neighborhood Public Artmini-grant program’srequirements, contracting andpayment protocols need an Our third concern is the NPA Mini-Grant Program.This program was created to support and mentorcommunity artists.

Michele Seville’s shortHistory of the NPA program
2321
overhaul There are three main areas in need of reform:

Requirements, contracting and payment timingLet’s take a closer look 13 The NPA HasGrant requirements that gobeyond anything other cities arerequiring Artists have observed that no other Bay Area cityhas such onerous requirements.Artists are given more extensive requirements for theNPA Mini-Grants, expenses which must be paid upfront, than the City requires of nonprofits receivingCommunityService Grants for youth sports teams.Artists are doing 80% of the work before even gettinga contract.The cost of these requirements sometimessurpasses the cost of the NPA award.

PAMP Recommendation 6
14 Tiny Village NPA Grant Award:$9,000Cost of pollution insurance:$3,600 The Tiny Village Spirit project is run by a tiny
non-profit with a volunteer staff. They were awarded$9,000 to pay for small murals on plywood panels.Richmond high school students presented theirmural designs to the Commission six months ago butthey have yet to paint them.Risk Management did not waive a pollutioninsurance requirement that would cost almost half asmuch as the grant award itself.

Tiny Village testimony
15 The NPA Mini-Grant Has Let’s look at NPA Program Contracting 2322
Contracts treating individual
artists, nonprofits and bigbusiness vendors thesame way Artists have to pay for a full year of several types of insurance before they can sign a contract. We’retalking at least 3 thousand dollars.There isn’t enough staff to assist with the contractingprocess. As a result, contracts can be tied up in thelegal division for months at a time.Artists have had to hire lawyers to review thecontracts crafted by the City, which are based on atemplate for construction contractors. 16 Contracting Process This is the slide that the Arts and Culture staff used to talk about the NPA’s contracting process duringthis year’s NPA orientation. 17 The NPA HasThe expectation that artists spendthousands of dollars before theyare reimbursedNo consequences for paymentdelays Payment schedules have generated the mostfriction.Artists were paid up front until 2021.Now they have to go into credit card debt to affordthe application process.Because of City delays, projects take more than ayear for artists to complete, so artists pay twice forinsurance and licenses.Only firms, non-profits and wealthy artists can affordto apply.

Tiffany Conway testimonyRegina Gilligan testimony
2323
And there are no consequences when the City is late
with their reimbursements
18 Photos of 4 artists Richard Muro Salazar paid his crew’s wages and supplies, then went broke waiting for his secondpayment. Regina Gilligan was awarded a mini grantthat she had to rescind when she realized that thecost of meeting requirements would have her payingthe city in order to paint a mural. TiffanyConway-Cornelius spent $7,000 dollars only to seeher contract rescinded without explanation. RebecaGarcia-Gonzalez paid $6,000 in lawyers’ fees beforesigning a contract. 19 What We Envision for Success In the past, the City has passed a lot of good policies to support artists. We have some recommendations.
20 TransparencyInclude members of RAA in theinterim and permanent A&CManager selection panel.We also want staff to report backwith a plan on how they will selecta new manager.Include members of RAA in theNPA Mini-Grant renewal efforts We recommend more transparency.We would like the City Council to direct the CityManager to have a transparent community processon hiring an Arts and Culture Manager and to reportback to the arts community and City Council on theresults of the hiring process.We’d also like the rankings for A&C Manager to bepresented to the City Council in a closed session.

Richmond PAMP p.14Tiny Village testimony
21 Address The Challenges The staff has already begun the overhauling process, but much more needs to be done.
2324
Reform the most onerous
requirements to increase theapplicant poolRevise the current reimbursementmodel, and issue paymentspromptly to ensure artists cancomplete public art projects Right now, only businesses or individuals who canafford these expenses up front can complete theprocess leading to a contract.SF lets artists request an advance of up to 50% forlarge grants. 20 Address the ChallengesPay small grants up front- most ofthese grants go to coverexpenses anyway.Let artists negotiate advances tocover the expenses of largegrants.Compensate the artists who lostmoney covering such expensesbefore signing a contract.

We believe time is of the essence.We are here because we want to bring these challenges to light so that we can work together onsolutions that work for everyone.We would like to ask the City Council to direct theCity Manager to meet and work with the Richmondarts community, the Richmond Arts and CultureCommission, and its Council Liaison to address thechallenges presented tonight and to develop a planon how to improve the whole grant process,including contracts, and requirements, and paymentschedules that the City asks of artists.Richmond has a great history of supporting and“growing” the arts through its various public artprograms.Let’s find a collaborative way to help the cityrevitalize these programs and the role they play in Richard Muro SalazartestimonyRebeca Garcia-Gonzaleztestimony Tiffany Conway-Cornelius
Testimony
2325
making our city a welcoming place for all who live,
work, and visit here.
21 Time For QuestionsContact RAA [email protected] VAR [email protected]

ANY ADDITIONAL POINTS TO BE MADE IN THEOPEN COMMENT SECTION 2326
HISTORY OF RICHMOND’S NEIGHBORHOOD PUBLIC ART PROGRAM
The Neighborhood Public Art (NPA) Program in Richmond began in 1998 and has continued to the present except for one year when it was defunded due to budget cuts, and then during the pandemic as well. The initial funding came from a California Arts Grant, which was matched by the City of Richmond. Grants ranged from 16 to 10 grants per year.

The purpose of NPA was to provide mini grants enabling artists to create projects such as murals, musical programs, poetry, theater, and other arts and cultural media. The focus was on emerging artists and was designed to provide them with support and training. It was also a way to contribute to the next generation of artists.

The Richmond Arts & Culture Commission (RACC) provided two educational sessions outlining the specifics of the NPA program. These included application samples, budget summaries, tips on how to make a grant presentation, and examples of previous grants awarded. At these sessions, art commissioners worked directly with the applicants to answer questions and provide guidance.

Once applications were submitted, applicants were assigned a date and time for their presentation. Each one was scored using a scoring rubric. After all presentations were made, the RACC voted. Applicants were listed numerically according to their score. The top scoring projects received grants.

At a separate RACC meeting the annual NPA budget was divided between the highest scoring applicants. One art commissioner was assigned to each project, an arrangement that would continue throughout the duration of the grant cycle. They would meet regularly to go over budget, questions, logistical issues, and progress.

The Arts & Culture Manager drafted contracts for each grantee. These were reviewed by the Legal Department, and then sent out to each recipient for signatures.

NPA grant recipients were paid up front, which provided the necessary start-up funds for each project. This was essential, as artists typically do not have the funds available to make the initial outlay of funds for art supplies, and the amount of the grant was $9,000 or less.

Art commissioners would report on the progress of the NPA grants at each RACC meeting so that everyone was kept current and any issues were addressed in a timely fashion.

Once the grant cycle was over, each recipient would schedule a time to come and present their completed project. This was an exciting grand finale, and a source of pride and satisfaction for both the grantees and the art commissioners alike.

Photographs of completed NPA projects were displayed in the City Hall lobby so that the greater Richmond community could enjoy the fruits of the NPA program. 2327
PG | 14

RECOMMENDATIONS
The following recommendations embody the guiding principles developed during the community engagement process. They are firmly based on the community pride and activism that characterizes Richmond.

Community members, Arts and Culture Commissioners, and key stakeholders shared a common message: RACC does its best work when empowering community members to create and participate in the arts. As such, RACC can build on its existing programs and create new ones that place greater resources directly into the hands of artists and community organizations. RACC can support programs that enhance Richmond’s visual landscape, and engage community members in decision-making about the City’s arts investments, employing public art funds to support artist-initiated work that meets City standards and durability requirements, and stimulating creative placemaking at a grassroots level. This strategy defines the role of City staff and the RACC as facilitating public art rather than acting as gatekeepers.

The following recommendations place an emphasis on community engagement and leadership.

Recommendation 1:

Employ the arts to illuminate Richmond’s many cultures and histories.

Richmond is home to many cultural groups, each with its own story of triumph and trauma. From the time of the Ohlone, Richmond grew around its industries, infrastructure, railroads, and port, attracting waves of newcomers from other parts of the United States and other countries. Their stories add to Richmond’s identity, its arts, and its culture. RACC has sponsored or supported several institutions and projects that explore cultural heritage, and these projects have amplified communities and shared food, art, craft, and traditions among its residents. These programs have ranged from Blossoms and Thorns, an exhibit that explored both the Japanese incarceration and rosegrowing tradition, to Water is Life, at Ookwe Park, which engaged the Ohlone community in its design, and Elm Playlot and the future Harbor 8 Pogo Park projects, artist-initiated parks that provide opportunities and services in the Iron Triangle community. These projects highlight the dignity and achievements of Richmond’s different communities, reinforcing the importance of their histories. RACC can build on these projects by launching a program that places artists “in residence” in communities, whether geographically or affinity based, to create artwork that stimulates civic engagement, and shares their stories with others.

September 22, 2023 City of Richmond Public Art Master Plan 2328
PG | 15
The RACC has sought to build upon this with its recent large project grants. These grants sought participation by neighborhood councils that wanted to place art in their communities. The first project, Living Room at Kennedy Park, by artists Tiffany Conway and Ari Takata-Vasquez, was awarded in June 2023. Two other communities, Hilltop and Hilltop Green, are potential candidates for future projects. A suite of new public art at Shields Reid Park will also reflect community stories.
• Create an annual Artist-in-Community Residency program. o Develop and launch a Request for Qualifications to create a pre-qualified pool of Richmond-based community-engaged artists working in any media. o Invite communities to apply to host an artist in residence by demonstrating their leadership structure, project goals, and commitment to working with an artist in an open-ended way to develop a project.
o Assist community leaders to select an experienced, Richmond-based artist from a pre-qualified pool, or a qualified artist of their own choosing. o Award selected artists $7,500 for a 3-month’s residency period to learn about the community and develop a project proposal.
o Award up to $150,000 to realize a permanent or temporary project for that community.
• Require private developers to engage surrounding communities for public art input. o Assist developers and their art consultants to connect with community leaders and research community history when developing a plan for on-site artwork.
o Encourage the developer to reach out to community leaders and organizations, artists, and neighborhood councilmembers. o Promote art that enhances public space, providing value to each development and its surrounding neighborhood.
o Encourage developers to include spaces where art can be created and/or presented.
• Expand support for public art projects that include special populations such as senior citizens, youth, and formerly incarcerated individuals through the Safe Return program.
o Encourage artists to apply for NPA grants in partnership with organizations supporting underserved populations.

September 22, 2023 City of Richmond Public Art Master Plan 2329
PG | 16
Recommendation 2:

Commission art that activates and connects business districts in Downtown and other neighborhoods.

Richmond sprawls in many directions and has several downtown business districts, large and small. These include business districts in North Richmond, Pt. Richmond, Richmond Annex, Hilltop, Parchester, Shields-Reid, and Marina Bay. Some of these neighborhoods have employed the arts to actively attract pedestrians to their shops, restaurants, and services; other areas would benefit from greater arts investments. Because all downtown districts were impacted by the Covid-19 pandemic, an increase in arts investments could be transformational.

There is one specific business district cluster that will benefit from increased investment in arts activities and amenities in particular: the Downtown arts and business district on Macdonald Avenue, beginning with RYSE at one end to the East Bay Center for the Performing Arts and Richmond Museum of History at the other, and intersected by 23rd Street, home to NIAD (Nurturing Independence through Artistic Development). This district is immediately adjacent to the Civic Center Campus, housing the Richmond Art Center, and close by the Greenway, which acts as the area’s lungs. These intersecting districts will grow to be the heart of Richmond’s cultural life with the help of continued City investment and partnerships with businesses and foundations. • Create a matching grant program for nonprofit organizations to produce programming, and decorative and functional art in partnership with local businesses, artists, and arts organizations to attract people and enhance the public realm.
o Provide grants to nonprofit organizations to commission artist-designed, temporary, permanent, and functional place-based artworks in neighborhood business corridors.
o Launch four to six annual grants to support organizations that develop and maintain art in business corridors.
o Encourage projects that populate empty storefronts and vacant lots. o Commission art that invites interaction (Instagram moments). o Commission artwork gateways at entrances to business districts. • Build partnerships with the City Manager’s Office, Public Works Department, and Recreation and Parks Department to support projects that improve pedestrian safety, create temporary and permanent art parks, and support bike and pedestrian safety.
o Encourage streetscape projects such as banners, artist-designed crosswalks, and seating areas that enliven the pedestrian experience. o Create space for impromptu performances.

September 22, 2023 City of Richmond Public Art Master Plan 2330
PG | 17
Recommendation 3:

Support art that connects people with nature.

Richmond has a wealth of open spaces ranging from small neighborhood parks to regional parks, the Bay Trail, and the Greenway. In fact, the City has 32 miles of continuous waterfront. While not all open spaces are City property, those that are managed by other entities present significant partnership opportunities. The inclusion of artworks whether historical, freestanding, wayfinding, temporary, or functional, will draw people outdoors and enhance their experiences of nature. • Place art in settings where people enjoy nature, including the Greenway, neighborhood parks, and City trails.
o Continue supporting grants for changing artworks by Richmond and other East Bay artists on the Greenway.
o Create a grant program that includes artist-designed mile markers, crosswalks, and artist-designed seating areas to encourage walking on the Hilltop Loop.
o Strengthen partnership with the City’s parks department to identify key locations, and include art in neighborhood parks.
o Integrate art into the renovation of Boorman Park.
o Partner with regional entities such as the Metropolitan Transit Commission, which manages the Bay Trail, to support projects in open spaces within Richmond, but belong to other governments.

Recommendation 4:

Prioritize support of the arts in City buildings and public spaces. • Promote partnerships to support arts activities and programming on the grounds of the Civic Center Complex. The Civic Center, built in the 1940s and renovated in 2000, is situated around a courtyard and surrounded by lawn areas. Because of its proximity to the Downtown arts district, and its home to the Richmond Art Center, it is the perfect venue for changing art, whether temporary displays, arts fairs, or performing arts. These will both enliven the Civic Center and bring people closer to City government.

Management of the Civic Center Complex open spaces is the responsibility of the Recreation and Parks Division, and arts activities will therefore require sponsorship to implement. Provide matching grants that require nonprofit organizations to seek sponsorship for noontime concerts and performances in the Civic Center Complex courtyard.
o Encourage City Council to begin monthly meetings with a poem curated by Richmond’s poet laureate.

September 22, 2023 City of Richmond Public Art Master Plan 2331
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• Integrate art into City capital construction that welcomes the public – libraries, parks, community centers, etc. Artists can make significant contributions to the City’s capital construction and infrastructure, and can also help promote priorities, including sustainability, public safety, and Vision Zero. Integrating art to communicate city priorities – whether creating streetscape amenities or embedding an environmental message in an artwork, artists can be part of Richmond’s work. The Yellow Brick Road project in the Iron Triangle neighborhood is an excellent example of how art can promote pedestrian safety.

The City requires 1.5% for art to be set aside in its Capital Improvement Project budget. At present, the Arts and Culture Manager is working with the Building and Planning Divisions to review potential funding opportunities in the existing CIP budget. Identifying projects and fully implementing the program speaks to the need for the Arts and Culture Division to have a seat at the table during the early development of the CIP. This will ensure that funding for art enhancement projects can be identified, written into grant applications, and funds can be accumulated to support art in City facilities.

Short Term:
• Continue to review the City’s Fiscal Year 23/24 Capital Improvement budget to identify and request the transfer of 1.5% for art to the Public Art Fund from all eligible projects.
• Identify liaisons in each department with CIP projects, and identify projects to be included in a bi-annual Public Art Work Plan.
• Include visual art in City construction projects, and reinforce City priorities such as traffic calming and environmental stewardship.
• Integrate art into the City’s transportation infrastructure to promote pedestrian and bicycle safety.
• Provide public art funding to significant projects that are funded by an ineligible source.
o Allocate Public Art Funds to include an artist teaching residency that results in a permanent artwork in the Main Library renovations. o Collaborate with the Library Department to commission temporary art on the construction fence during the renovation.

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Recommendation 5:

Increase grants to arts and cultural programs.

The Neighborhood Public Art (NPA) Mini-Grant program provides an opportunity for emerging artists and arts organizations to experiment with new ideas, enhance their communities, and build toward larger projects. It is a model program that enables RACC Commissioners to provide mentorship to artists and learn about their communities.

While the program has produced significant artworks, the grant amounts ranging from $2500 To $9000 are small, and the effort involved in administering them can be challenging for grantees. While the City provides $65,000 in General Fund dollars, the program can be redesigned to provide greater value to communities and a more satisfactory experience for artists.
• Expand the NPA Mini-Grant program to increase grant funding for Mini-Grants and introduce NPA Enhancement Grants that support arts and cultural programming in community settings. Increase the smallest dollar amount for NPA Mini-Grants to $4,999, and focus these grants on support for emerging artists and innovative projects.
• Match the amount of NPA Mini-Grant funding provided by the General Fund with similar dollars from the Public Art Fund.
• Use the Public Art Fund to create a new Public NPA Enhancement Grant category with grants of up to $25,000 for experienced artists or those with a portfolio who can demonstrate that they have successfully completed projects in the past.
o Encourage artists who have received NPA Mini-Grants in the past to apply for larger grants created through this master plan.
• Provide contractor and staff-led in-person and online technical assistance and support to artists developing and applying for projects. o Create brief online video workshops that explain the grant application process and that include frequently-asked questions and answers. o Make video presentations available for viewing on the City’s website. o Create in-person workshops that employ online video and include question and answer periods.
o Offer scheduled appointments with NPA Mini-Grant and Enhancement Grant applicants to review their applications with staff before submission.

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Recommendation 6:

Support artists of all ages and backgrounds.

One of the biggest challenges for artists living in the Bay Area is a lack of affordable places to work and present their work. Equally frustrating is the limited funding to commission new works. The City can mitigate both of these challenges by building partnerships with developers, and devoting resources to employing artists.

In addition to supporting professional artists, Richmond must continue to support its youth artists. Young people are a significant portion of Richmond’s population and an underappreciated resource. Engaging young people in arts activities assists with their academic achievement, mental health, and career paths. Youthful artistic expression also makes places more vibrant. Richmond’s public art program can support these efforts in a variety of ways.
• Encourage new development that includes affordable places for artists to work, perform, or display their work.
o Work with the City Manager’s Office and business associations to incentivize the use of empty retail spaces by artists and arts institutions. o Advocate for the inclusion of artist live/workspace, studios, galleries, and rehearsal space in private development as a means of fulfilling the One Percent for Art in private development requirement.
o Investigate the use of City surplus properties for cultural uses. • Simplify the grant application process.
o Develop online workshops that provide consistently accessible information about applying for grants, responding to RFPs (Request for Proposals),and working with developers.
o Include links in all RFPs and grant material to City forms, such as business licenses, that applicants will need if awarded contracts. o Continue investigating ways to make City contracting and permitting processes more user friendly for artists.
• Invest in the next generation of Richmond artists by supporting arts programs for youth.
o Support local arts organizations to offer free classes and job opportunities to underserved youth.
o Encourage grantees and contractors to build partnerships with schools to support youth-led public art projects.
o Encourage mentorship opportunities in public art projects that provide opportunities for young people to practice and learn artistic skills.

September 22, 2023 City of Richmond Public Art Master Plan 2334
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o Specifically include more interactions with youth in the duties and responsibilities of the Poet Laureate.
o Support a youth poet laureate program that parallels and is mentored by the City Poet Laureate.
o Explore partnerships between local arts organizations and businesses to create and manage designated legal, changing, graffiti art walls. o Continue support for Academy of Art University four-year Presidential Scholarship and summer program.

Recommendation 7:

Strengthen the Arts and Culture Division and Richmond Arts and Culture Commission.
• Add project management and administrative staffto create a fully-functional Arts and Culture Division.

Although Richmond’s public art program began as one element of a full cultural support plan, its Arts and Cultural Division has been under-staffed and under-funded throughout its entire existence. The RACC, a group of motivated and communityoriented volunteers, has been deeply engaged as community experts to recommend and steward arts programs. However, fiscal management of the Arts and Culture Division is not the RACC’s role, and Arts and Culture has not been proactive in growing its financial resources. Tasks such as applying for grants, building partnerships, and monitoring CIP funding would increase arts resources and should be staff driven.

The City’s public art procedures allow a percentage of the fund to be employed to manage the program, and the addition of full-time or contract staff will help grow public art and cultural programming that fully takes advantage of the Public Art Fund, CIP projects, and partnerships.
• Create a new position of Arts and Culture Division Director position that:
o Coordinates with RACC and PAAC to steward the public art program. o Ensures all eligible CIP projects contribute to the fund and/or include art in their designs when appropriate.
o Builds relationships with developers, the business community, and community nonprofit organizations to advance RACC’s mission. o Leads efforts to market public art and the arts in general. o Supervises project management staff.

September 22, 2023 City of Richmond Public Art Master Plan 2335
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• Create a new position of Public Art Project Manager with the following duties:
o Present public art projects to RACC and PAAC for review and approval. o Meet with developers to explain opportunities for on-site art possibilities and expectations.
o Lead online training for developers who wish to integrate art or art spaces into their buildings.
o Manage City-led public art projects, including community engagement, artist selection, and project oversight.
o Support grant application process for artists and arts organizations. o Oversee public art inventory and maintenance program. • Conduct outreach to Richmond artists.
• Provide administrative support for Support Division and Public Art Project managers including:
o Grant application processing.
o Contract management.
o Commission support.
o Purchasing and grant solicitation.

RACC Commissioners are city leaders, building a bridge between communities, the Arts and Culture Division, City Council, and the Mayor. RACC has historically supported arts community-centric projects through their grants program and public art initiatives. It is also a working commission, where members have taken active roles in writing policy, leading projects, joining panels to review proposals and projects, and mentoring artists.

While Commissioners and Arts and Culture Manager were not able to meet community members and artists in person during the Covid-19 pandemic, they continued to work, administering $50,000 in Covid Relief Mini-Grants, as well as NPA Mini-Grants, initiating new public art projects, and providing support for arts organizations and programming. However, the RACC’s meetings were held online and there were occasional technical challenges during the meetings. As a result, its work did not receive much public attention.

No new Commissioners were appointed under the previous administration, and because of the Commission’s reduced size, the PAAC, a subcommittee which normally reviewed physical artwork designs, was folded into the RACC. While this is a departure from RACC’s procedures, it allowed the Commission to continue its functions.

With the return to in-person meetings and the creation of a public art plan, RACC can prioritize its work over the coming years. It is essential that the Commission carefully considers its budget and upcoming projects, and that it expands to meet the challenge of reviewing grants and public art, and advocating for the arts. In rebuilding RACC, the September 22, 2023 City of Richmond Public Art Master Plan 2336
PG | 23
City can embrace the recommendations of the Public Art Master Plan, and ensure the wise expenditure of its funds.
• Rebuild the RACC, reactivate its Public Art Advisory Committee, and provide training and support for new Commission members.
o Support the Mayor in recruiting and training a full complement of Commissioners with different skillsets and backgrounds, including those with the skills to participate as Public Art Advisory Committee members. o Provide commissioner training, and annual project planning and budget retreats.
o Create a Commission-building subcommittee to define the characteristics needed in RACC and seek out applicants with those talents. • Convene periodic meetings between Commissioners, staff, and artists to discuss opportunities and issues that have an impact on Richmond’s public art.

Recommendation 8:

Maintain the City’s public art.

Richmond’s public art collection and the arts events that take place in the City contribute to its vibrancy and economic health. The City’s public art collection exceeds 300 individual artworks inside public buildings and outdoors. Public art procedures establish protocols for the artwork inventory which is continually being updated (Appendix I, section on records and files). Public art in the collection demands routine maintenance and occasional conservation. The following recommendations outline steps that can be taken to ensure that Richmond’s art collection is maintained in good condition. • Hire a professional conservator to review all the art in the City’s public art collection, recommend routine maintenance procedures and conservation needs.
• Hire a photographer to complete documentation of permanently-sited artwork in the City’s collection for use on the City’s website. • Hire a registrar to research artwork in the City’s collection, and create a searchable database that includes complete information on each artwork.

September 22, 2023 City of Richmond Public Art Master Plan 2337
PG | 24
Recommendation 9:

Market Richmond’s public art and arts programming.

Although the RACC continued to award NPA grants and public art commissions in the last three years, there is little that tells that story on the City’s website. While government websites are graphically limited, the stories of Arts and Culture grantees, and the public art collection, can be displayed on the City’s website. Furthermore, the Arts and Culture Division can employ social media to build interest in the art programs supported by the City.
• Hire a contract employee to develop content for the Arts and Culture website to integrate onto the City’s website.
• Update the public art map on the Arts and Culture website to include only public art projects funded by the City and provide consistent accurate information about the artworks.
• Hire a photographer to create professional photographs of all the outdoor artworks in the City collection.
• Add an Arts and Culture calendar that highlights City-funded arts activities taking place each month.

Recommendation 10:

Build partnerships with local businesses and regional entities.

While the RACC and the City’s support for the arts can make a significant contribution to Richmond’s beauty, health, and economic development, partnerships can multiply the impact. When developing ideas for new projects, RACC and Arts and Culture staff can build upon other Richmond assets. These include partnership with new and legacy businesses, nonprofit organizations, Metropolitan Transportation Commission, BART (Bay Area Rapid Transit), and Contra Costa County.
• Work with the Mayor and City Council to identify companies, such as Sims Metals, that can partner with the City to support arts programs and amenities. • Include local nonprofit organizations and businesses in community advisory committees for public art projects to build on their leverage and support. • Reach out to regional entities to learn about projects they are creating in Richmond.

September 22, 2023 City of Richmond Public Art Master Plan 2338
[Excerpt from an email sent by Kaelen Van Cura on her resignation from Richmond Arts and Culture Commission on August 1, 2024 to Richmond City Clerk Pamela Christian, Economic Development Director Nannette Beacham, City Councilmember Claudia Jimenez, Mayor Eduardo Martinez and Mayor’s Chief of Staff Tony Tamayo] …
Agendas
Because of the Brown Act regulations, RACC may only discuss topics at its public meetings that have been listed on the meeting agenda, which is posted 72 hours in advance of the meeting.

Throughout my time on the RACC, only Chair Beaulieu and Arts and Culture Manager Day have been able to have their topics consistently added to the meeting agendas. This practice of preventing relevant agenda items from appearing on the agenda either by omission or outright denial, and thus discussion and/or decision-making on those items, is undemocratic.

Most frequently, requests were simply ignored and the requester would find out about the omission when the final agenda was distributed, but other times agenda topics were denied via email by Chair Beaulieu.

1. Council Liaison Soheila Bana requested that a voting item be added to the October 12, 2023 agenda on October 6, 2023. The item was missing from the agenda.

2. My relevant, timely topic was denied by the Chair on at least one occasion (two weeks before the January 11, 2024 meeting.)

3. Commissioner Mehas had his requested agenda item denied (which had been submitted three weeks before the March 14, 2024 meeting.)

4. Commissioner Santos told me that she had her written agenda topics ignored and not added to the agenda.
2339
Prepared by the Richmond Art Advocates ©2025 Please ask for permission before quo>ng this material Tes$monials From Richmond’s Ar$sts (and one small non-profit) Tiffany Conway-Cornelius
In 2023 Public Art Advisory Commi7ee and the Richmond Arts and Culture Commission awarded ar=sts Tiffany Conway -Cornelius and Ari Takata-Vazquez $100,000 for their sculpture =tled Living Room, to be located at Kennedy Park. The ar=sts spent months mee=ng the project’s requirements without a contract. Upon learning that the first payment would be made at least 45 days aTer submission of their invoice, they unsuccessfully tried to nego=ate a shorter payment turnaround. They were advised to either get a fiscal sponsor or take out a personal loan. Tiffany maxed out her credit card in order to pay for the up-front costs ($7,000), but the award was rescinded aTer a year without explana=on. Tiffany took a second job to pay for the credit card debt their project generated.

Rebeca García-González
Rebeca was the lead ar=st of the large restora=on project of two of John Wehrle’s murals under the highway 80 underpass. In 2023 and prior to the contract being signed, she had to convince the project’s team of nine ar=sts to individually purchase general liability insurance at $800. The crew waited for more than a year and never got to begin work because of city-generated delays. The Arts and Culture manager promised she’d find the money to get them reimbursed, but then she said that the City didn't have the money to do so, and that the crew would have to wait un=l they got paid from the contract.

ATer six months of this, Rebeca was forced to use her own money to reimburse three of those ar=sts for fear they would leave the project. She later resigned from her lead ar=st posi=on once she ran out of funds. She was finally was reimbursed in 2025.

Regina Gilligan
In 2024 Regina was awarded $5,000 through an NPA grant. Her California na=ves mural was going to be completed in Mendocino Park, in the Richmond Annex neighborhood. Early on she no=ced a “lack of transparency regarding expecta=ons” from the Arts and Culture Manager. Finding that the requirements greatly exceeded the risk generated by the project, she sought help from a City official in Parks and Recrea=on who came up with a workaround, but this solu=on was rejected. She was later informed that she could only paint the small mural under a general contractor’s contract, who would keep at least 10% of the contract. The nail in the coffin was that the expenses generated by the requirements ate her fee ($2,000). The manager told Regina that the funds “couldn't be released before paying the fees because the Risk Management Office wouldn’t allow it.” These unsurmountable obstacles forced Regina to withdraw her project.

Erin McCluskey Wheeler

Erin is a Richmond na=ve and a working ar=st who has had mul=ple residencies and who has received funding for several Bay Area ci=es. Twice she pitched two different projects in front of panels composed of members of the Richmond Art and Culture Commission during the interview por=on of grant applica=ons. She was laughed at for placing a number in the wrong place in the project’s budget.

A panelist shouted that her mail art project was “poorly thought-out” and “not funding-worthy” because it had “no outcome” and “no deliverables.” The panelists objected to her Point Molate project because the work would be made solely by her. Unlike other East Bay ci=es, Richmond does not fund 2340
Prepared by the Richmond Art Advocates ©2025 Please ask for permission before quo>ng this material individual ar=st projects. Erin walked away feeling the panelists were missing “connec=on with applicants and a sense of empathy and humanity.”
Richard Muro Salazar
Richard was the lead ar=st for the $451,000, 2,800 square foot mural spanning 88 soundwall panels at the entrance of Parchester Village. It was a Love Your Block and Arts and Culture Division project. As the lead ar=st, he used the first payment from the project to pay his crew, supplies and equipment, reasoning that he would pay himself out of the second payment. But even though he “met all his benchmarks,” Richard experienced delays with each of his seven payments It took them almost 10 months to pay the 5th payment where. They said the mural wasn’t 100% finished, so they finished the mural. Then the reason was that their insurance didn’t meet the contract requirements. So Richard updated his insurance. ATer involving the city manager, he only received half the payment aTer 5 months. Richard was forced to pay $3,000 for hazmat coverage in order to receive the 2nd half. The sixth payment went smoother once Richard began working with the city manager directly. The Arts and Culture Manager would not release the last payment un=l Richard provided a financial report which I was not required.

Jennifer Riggs
Her 2024 project was a collabora=on with two non-profits and a business. They were going to create a mobile mural with youth and families from one of the non-profits. The theme was Richmond and the environment, and it was going to be displayed at three Richmond locales. There were checklists but “the deadlines changed as they went along.” Jennifer turned in all of the required paperwork plus proof of insurance on =me, but the contract was never approved and she never recouped the money she spent on insurance fees. There were con=nual delays and Jennifer’s rela=onship with her community partner was severely impacted by the delays. Because she was the contact and had to keep delaying the project implementa=on, the partnerships soured. “Non-profit partners can't work this way.” Her contract was never approved.

John Wehrle
ATer years of paying out of pocket for the graffik abatement of his public work in the city, John became the original lead ar=st of the large project that began in 2022, the restora=on of two of his murals painted during the 1990’s under the highway 80 underpass. Risk Management had told him that the pollu=on insurance requirement had been waived. But then a new department head came on board and she reinstated it. We protested this, to no avail. His team researched the cost and found out was going to be $22,500 for our 9 ar=st team. The lead ar=st was then asked to write a pollu=on plan which was turned in. Risk Management finally waived this requirement aTer the project director intervened, because it would have been too costly.

Tiny Village Spirit
Tiny Village project is a very small non-profit with a volunteer staff, organizing a large project provides 12 units of dedicated housing suppor=ng unsheltered young people. Tiny Village Spirit was awarded $9,000 specifically to pay for the small mural part of this much larger project. TVS’s total budget for the panel project was $15,000. Richmond high school students presented their mural designs to the RAC six months ago, but they have yet to paint them because Risk Management did not waive a pollu=on insurance requirement that would cost almost half as much as the grant award itself. 2341

Richmond City CouncilDecember 16, 2025

Richmond City Council
December 16, 2025