March 17, 2026
Economic Development
DATE: March 17, 2026
TO: Mayor Martinez and Members of the City Council
FROM:
Nannette J. Beacham, Director of Economic
Development
Subject:
Arts and Culture Division Update
FINANCIAL IMPACT: There is no fiscal impact associated with this item.
PREVIOUS COUNCIL
ACTION:
December 16, 2025
STATEMENT OF THE
ISSUE:
On December 16, 2025, the City Council directed the City Manager to develop a transparent community process on
hiring an Arts and Culture Manager, to report back to the arts community and City Council on the results of the
hiring process; and directed 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 and to develop a plan
on how to improve the whole grant process, including
contracts and requirements the City asks of artists
RECOMMENDED ACTION:
RECEIVE an Arts and Culture Division update on the
progress of hiring an Arts and Culture Manager and
ongoing status of the Mini Grants Program and other
public art – Economic Development (Nannette Beacham
510-621-1306).
AGENDA
REPORT
March 17, 2026
DISCUSSION:
Background
The City of Richmond recognizes the arts as an important contributor to community identity, cultural expression, and economic vitality. In response to community feedback and evolving program needs, the City is taking steps to strengthen its arts programs, processes, and partnerships. These efforts include the recruitment of a new Arts & Culture Manager to provide dedicated leadership and coordination of arts initiatives, as well as expanded engagement with artists, cultural organizations, and residents.
Through ongoing dialogue with the arts community and the Richmond Arts and Culture Commission, the City is committed to improving transparency, accessibility, and effectiveness in the delivery of arts programs and public art projects.
City Council Direction from December 16, 2025
On December 16, 2025, City Council received a presentation through Councilmember Jimenez from representatives from the Richmond Art Advocates and Visual Artists of Richmond stating the following: (1) reduced opportunities for public participation, (2) failure to follow the Arts Master Plan recommendations, and (3) excessive red tape and insurance requirements for the Neighborhood Public Art (NPA) mini-grant program (Attachment 1).
The Recommended Action from the agenda item was as follows:
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
After the presentation and discussion, the City Council also directed staff to return to the City Council with recommended actions by the mid-year budget discussion in 2026. This staff report provides an update on the Arts & Culture Manager recruitment and outlines a path forward to address the concerns raised by the Art stakeholders.
Update on the Arts & Culture Manager Recruitment
The City’s Human Resources Department hired a consultant, Bob Murray & Associates, to provide recruitment services to assist the City in hiring an Arts and Culture Manager.
The recruitment process is designed to identify qualified and diverse candidates through national outreach and the firm’s professional network, while incorporating input from City leadership, staff, and community stakeholders.
The City is working with an executive recruitment firm to ensure a comprehensive and inclusive hiring process for the Arts & Culture Manager position. As part of this effort, the recruiter has engaged with City Council members and representatives from Richmond’s arts community to gather input on the qualities, experience, and priorities
March 17, 2026
needed for the role, ensuring the position reflects both policy leadership and community perspectives. City staff is currently finalizing the recruitment brochure, which will outline the position, priorities, and desired qualifications. Once completed, it will inform the development of a detailed recruitment timeline and guide the remainder of the hiring process.
The major components of the recruitment process include the following:
Task Estimated
Timeframe
Key Activities
Interviews with
Elected Officials and
Key Stakeholders
December
2025 –
January 2026
March – early
April 2026
Individual meetings with the Mayor and
Councilmembers
Meeting with Recruiter and Arts Community
Development and
Release
Recruitment
Brochure
January –
early April
2026
City staff, in collaboration with the recruiter, are
finalizing the recruitment brochure with the plan to
release in late March 2026 (no later than early April
2026)
Candidate
Recruitment and
Outreach
4-6 weeks The position will be open for interested candidates to submit applications
Applicant Screening
Process
2-3 weeks Review and evaluation of resumes and application materials using criteria established in the candidate
profile.
Interviews 3-4 weeks The process will include interviews in which one diverse panel will include representatives from the
arts community, staff from the City of Richmond
and/or other local jurisdictions, as well as key
stakeholders knowledgeable about art and the
position. Following the panel interviews, the hiring
manager will conduct a final interview with one or
more eligible candidates prior to making a hiring
decision.
Reference and
Background Checks
1-2 weeks Comprehensive reference checks, background
screening, and verification of credentials for final
candidates.
Job Offer,
Negotiations, and
Candidate
Announcement
1-2 weeks City staff will announce the selection of the Arts & Culture Manager
Next Steps to Address Challenges Presented by the Arts Community To address the concerns identified in the presentation by members of the arts community City staff have initiated several actions and will continue implementing
March 17, 2026
additional measures to improve transparency, engagement, and program accessibility, and strengthen the City’s arts programs and processes (Attachment 1).
1. Strengthening Public Participation and Transparency in Arts Processes
To address concerns regarding reduced opportunities for public participation, the City has begun implementing and/or will implement the following:
Improving transparency in public art selection processes and establishing clearer timelines for calls for artists and cultural planning efforts. Continue check-ins with local arts organizations to maintain open communication and provide ongoing opportunities for feedback. Representatives from the arts community have met with City staff and the City Manager at least 5 times and future meetings will be scheduled to continue dialogue, address emerging concerns, and strengthen collaboration on arts initiatives, programs, and policy implementation.
Arts organizations and community representatives have been encouraged to present at Richmond Arts and Culture Commission (RACC) meetings to share perspectives and provide updates on community initiatives. Presentations were made by Richmond Art Advocates and Visual Artists of Richmond at the February 12, 2026, RACC meeting, and by Richmond Open Studios and Vibe Bistro at the January 8, 2026, meeting.
Improve project tracking and transparency for public art initiatives. Support the recruitment of new Richmond Arts & Culture Commission members.
2. Improve Alignment with the Richmond Arts & Culture Master Plan
To strengthen alignment with the Richmond Arts & Culture Master Plan, staff will do or have done the following:
Uploaded the Master Plan to the City’s website so community members and interested parties could review it.
Review existing processes and update procedures to ensure greater consistency with the Plan’s goals and policies.
Conduct an internal review of current practices and procedures to ensure greater consistency with the Plan’s adopted goals and policies. Based on the findings, staff will identify areas where existing processes diverge from the Plan and implement adjustments to better incorporate its recommendations into City decision-making.
Update Arts & Culture Standard Operating Procedures in the second and third quarter of 2026 and continue aligning internal processes to support the timely and consistent delivery of public art projects.
Continue investing in key cultural organizations that support the Master Plan’s goals of strengthening Richmond’s arts ecosystem. In the current fiscal year, annual contracts were increased by $50,000 each for the East Bay Performing Arts Center (EBCPA), NIAD Art Center (NIAD), and the Richmond Art Center (RAC). These investments are intended to expand community arts programming and support local artists and cultural institutions.
March 17, 2026
City staff will continue to monitor the implementation of Master Plan priorities and maintain regular engagement with arts stakeholders through RACC meetings, community outreach, and program updates.
2. Reduce Administrative Barriers in the NPA Mini-Grant Program
The City has taken several steps to expand access to the Neighborhood Public Art (NPA) Mini-Grant Program while maintaining appropriate oversight and risk management, including:
Issued a Request for Proposals for the NPA Mini-Grant program in September 2025, increasing the total grant pool from $65,000 to $110,000; received 22 proposals, and facilitated review by the Richmond Arts and Culture Commission, which recommended awards to 13 applicants totaling $160,000. Hosted two NPA mini-grant informational workshops with more than 70 participants.
Reevaluated insurance and compliance requirements and are exploring options to simplify program access on a case-by-case basis. City of Richmond Risk Management staff have met individually with Mini-Grant recipients—and in some cases their insurance carriers—to assist applicants in navigating insurance requirements.
Leveraged California SB 456’s licensing exemption to reduce regulatory requirements for mural and public art projects
Increased NPA grant awards to allow grantees to use programmatic budgets to help offset insurance costs for public art projects
Continue to allow the 50 percent advance for NPA mini-grants to help ease the financial burden some artists might experience with implementing the art grant. Continued collaboration with the City’s Risk Manager to permit contract processing while insurance coverage is being secured, contingent upon the grantee providing a broker-issued insurance quote. This will allow City staff to process the contract so grantees can access the advance payment, which will help pay for the required insurance.
Review insurance requirements and explore options for reducing or scaling thresholds for small community-based projects.
Streamlined program approval processes where feasible while maintaining appropriate risk management and oversight.
Developed clearer application guidance and support materials to assist artists and community groups in navigating program requirements.
Moving forward, staff will continue exploring strategies to reduce barriers for artists working on public art projects, increase programmatic budgets to help offset insurance costs, and conduct an annual Arts Vendor Technical Assistance Workshop to help artists better navigate City processes.
Additional Activities and Next Steps
In addition to the actions outlined above, Arts & Culture staff continue to support a range of ongoing programs and initiatives that strengthen Richmond’s arts ecosystem.
March 17, 2026
These include, but are not limited to:
Expand marketing and communications efforts following the hiring of the Arts & Culture Manager.
Continued administrative support to the Richmond Arts and Culture Commission. Managing large public art initiatives such as the Main Library renovation project Overseeing the selection of Richmond’s next Poet Laureate for a two-year term. Continuous staff participation in the development of the Strategic Plan for the Richmond Arts Corridor with Independent Arts and Media Consultant and Richmond Renaissance by conducting targeted community outreach. Expand marketing and communications efforts following the hiring of the Arts & Culture Manager.
City staff will also continue to expand community engagement efforts, support the delivery of public art projects across City programs, and strengthen partnerships with local artists and arts organizations to ensure Richmond’s cultural programs remain accessible, transparent, and reflective of the community.
The actions outlined in this report reflect the City’s commitment to continuous improvement and collaboration with Richmond’s arts community. By strengthening engagement, aligning programs with the Richmond Arts & Culture Master Plan, and reducing barriers to participation, the City aims to support a vibrant and inclusive arts ecosystem. Economic Development staff will continue working with the Richmond Arts and Culture Commission, local artists, and community organizations to refine processes, implement improvements, and ensure that Richmond’s arts programs remain responsive to community needs, as well as providing training and coordinating with the Finance Department on procurement and City Attorney’s Office to ensure there aren’t any conflicts of interest.
SYNERGISTIC POLICIES:
Public Art Ordinance (Municipal Code Chapter 6.50) – Establishes the City’s Public Art Program and framework for acquiring, commissioning, and maintaining public art.
Percent-for-Art Policy – Allocates 1.5% of eligible City Capital Improvement Project budgets to fund public art.
Public Art Policies and Procedures (2021) – Provides implementation guidelines for public art projects, artist selection, and program administration. Richmond Arts and Culture Commission Ordinance – Establishes the Commission to advise City Council on arts policy, programs, and cultural development.
Private Development Public Art Requirements – Encourages or integrates public art within certain development and planning review processes. Public Art Master Plan – Provides long-term strategic guidance for public art investment, cultural programming, and community engagement in Richmond