HomeMy WebLinkAbout8735RESOLUTION NO. 8735
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDLANDS
APPROVING THE ADOPTION OF THE ARTS AND CULTURE MASTER
PLAN
WHEREAS, The City has not adopted an arts and culture master plan; and
WHEREAS, the City Council wishes to adopt a plan so that City has a guiding document for
arts and culture in the community; and
WHEREAS, the Cultural Arts Commission, at its August 11, 2025 special meeting,
recommended the City Council adopt the proposed Arts and Culture Master Plan; and
WHEREAS, the Cultural Arts Commission wholeheartedly support this resolution.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
REDLANDS AS FOLLOWS:
Section 1. The City Council hereby adopts the Arts and Culture Master Plan, attached
hereto as Exhibit "A" and incorporated herein by this reference.
ADOPTED, SIGNED AND APPROVED this 21"day of April, 2026.
Mario Saucedo, Mayor
ATTEST:
ALL
J419Ke Donaldson, City Clerk
1
IAResolutionslRes 8700-87991Resolution No. 8735.bm.04.06.2026.docx
I, Jeanne Donaldson, City Clerk of the City of Redlands, hereby certify that the foregoing resolution
was duly adopted by the City Council at a regular meeting thereof held on the 21" day of April,
2026, by the following vote:
AYES: Councilmembers Barich, Tejeda, Davis, Shaw; Mayor Saucedo
NOES: None
ABSENT: None
ABSTAIN: None
��� 4"-,
J e Donaldson, City Clerk
tlResolutionslRes 8700-87991Resolution No. 8735.bm.04.06.2026.docx
Exhibit A
Arts and Culture Master Plan
(Attached)
I:\Resolu[ions\Res 8700-8799\Resolution No. 8735.btu.04.06.2026.docx
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Acknowledgements.......................................................................................................................................................... 3
ExecutiveSummary......................................................................................................................................I...... .....4
Introduction....................................... ...................................................................................................................................................................................... 6
ExistingConditions................................................................................................................................................................................................................7
PedlandsCultural Context.I........................................................................................................................................................................................... 7
Artsand Cultural Assets ............. ............................................................................................................................................................. ............................ 7
Current Governance and Support Structures..........................................................................................................................................................15
Challengesand Opportunities........................................................................................................................................................................................15
PlanningProcess........ ........... ................................................................................................................................................................................................18
Findings..............................................................................................................................................................•--••--••-•--•••....._..••-•••...................................19
Vision........................................................................................................................................................................................................................................ 22
Goalsand Strategies.................................................................................................................................................................................23
Goal is Develop a Comprehensive Public Art Program.......................................................................................................................................24
Goal 2: Enhance Cultural Infrastructure and Creative Spaces.........................................................................................................................25
Goal 3: Strengthen Community Connections Through Arts and Culture....................................................................................................26
Goal 4: Strengthen Cultural Sector Capacity and Sustainability ......................
Goal 5: Integrate Arts and Culture into 1-conomic Development....................................................................................................................26
Goal 6: Expand Arts Education and Lifelong Learning Opportunities .....................
Goal 7: Preserve and Celebrate Pedlands' Cultural Heritage ...........................................................................................................................27
FundingOptions ..................................... ....................... ..................................................................................................................................................... 28
Implementation.............................................................................................................................................................. ..... ..2g
.............................. .................
ACKNOWLEDGEMENTS
City Council
Mario Saucedo, Mayor, District 3
Marc Shaw, Mayor Pro Tem, District 4
Denise Davis, District I
Eddie Tejeda, District 2
Paul Barich, District 5
Cultural Arts Commission
Daniel Gohman, Chair
Edie Punt
Dennis Christensen
Brian Ball
Rick Cummings
Dan Rodriguez
Staff / Facilities and Community Services
Tabitha Crocker, Director
Chandra Thomas, Senior Manager
Tricia Swope, Manager
Joe Bierma, Administrative Analyst
Salomon Abdel-Aziz, Management Analyst
Consultants
Cultural Planning Group
David Plettner-Saunders, Partner
Linda Flynn, Ph.D., Partner
Kearns & West
Taylor Funderburk, Senior Associate
Arts Connection / The Arts Council of San Bernardino County
Alejandro Gutierrez Chavez, Executive Director
U[ises Rodriguez, Associate Director
Willis Salomon, Programs Director
Redlands Arts and Culture Master Plan
i -
EXECUTIVE SUMMARY
Vision and Overview
The City of Redlands Arts and Culture Master Plan
presents a transformative ten-year vision for integrating
arts and culture more deeply into the fabric of the
community. Through extensive community engagement
involving nearly 1,000 people —including a survey of over
5oo residents, workshops with 350+ participants, and
stakeholder interviews —this plan reflects the collective
voice of Redlands residents who view arts and culture as
essential to community vitality, economic prosperity, and
quality of life.
Key Findings and Community Priorities
The planning process revealed strong community support
for arts and culture, with 85% of residents viewing creative
opportunities as essential to their families and 840io
believing arts and culture make Redlands more desirable.
However, significant challenges emerged:
Geographic Equity: Cultural assets are concentrated in
downtown and southern areas, with significantly fewer
organizations and public artworks in north Redlands,
creating disparity in access to cultural opportunities.
Representation and Inclusion: While Redlands has a
diverse population, only 459% of residents feel their culture
is well -represented in arts programming. This disparity
Community Vision:
The arts thrive in every corner of the Redlands community - bridging neighborhoods, generations,
and cultures. Our distinctive heritage is celebrated and reimagined through the arts and
creativity, enhancing our quality of life, strengthening our economy, and fostering a connected
community where everyone has opportunities to create and experience the arts in their own way.
Cultural{ Assets and Economic Impact
Redlands possesses remarkable cultural assets that form
the foundation for future growth. The iconic Redlands
Bowl, operating as the nation's oldest continuously running
free summer music festival since 1915, exemplifies the
community's long-standing commitment to accessible
arts programming. The city is home to approximately
32 nonprofit arts organizations and a diverse public art
collection of 69 works including murals, sculptures, and
installations.
The creative economy in Redlands generates substantial
economic impact, with approximately 2,379 creative jobs
producing $1o3 million in annual earnings. The nonprofit
arts and culture sector alone contributed $14.2 million to
the local economy in 2022, supporting 416 full-time jobs
and generating $609,000 in local government revenue —
demonstrating significant return on cultural investment.
is particularly pronounced among people of color, with
only ii% feeling well -represented compared to 64% of
Caucasian respondents.
Awareness Barriers: Despite an active arts scene, 620/0 of
residents cite lack of awareness as the primary barrier to
participation, indicating need for improved marketing and
communications.
Infrastructure Needs: Community members identified
significant needs for affordable artist studios, exhibition
spaces, performance venues, and a dedicated community
arts center.
Community priorities identified through engagement include
arts and cultural events and festivals, creative activities for
all ages, downtown arts district development, a vibrant music
scene, and expanded public art throughout the city.
ROOTED & RISING -
'edlan4 A- is and Culture Master Plan
Seven Strategic Goals
The plan establishes seven interconnected goals to achieve
the community vision:
Goal is
Develop a Comprehensive Public Art Program - Expand
and professionalize the public art program with sustainable
funding, equitable distribution, community engagement,
and integration into infrastructure projects.
Goal 2:
Enhance Cultural Infrastructure and Creative Spaces -
Address space needs through creative reuse of buildings,
support For new cultural facilities, development of
affordable artist spaces, and establishment of cultural
districts.
Goal 3:
Strengthen Community Connections Through Arts and
Culture - Use arts programming to bridge neighborhoods,
celebrate diversity, connect generations, and enhance
public safety.
Goal 4:
Strengthen Cultural Sector Capacity and Sustainability
- Build city government capacity for arts leadership,
establish grant programs for artists and organizations, and
create coordinated marketing strategies.
Goal 5:
Integrate Arts and Culture into Economic Development -
Embrace cultural tourism, support the nighttime economy
through live music venues, and use arts to enhance
business districts and downtown vitality.
Goal 6:
Expand Arts Education and Lifelong Learning
Opportunities - Partner with schools to strengthen arts
education, create youth programming, and develop cultural
enrichment for adults and seniors.
Goal 7:
Preserve and Celebrate Redlands' Cultural Heritage -
Document and share diverse community stories, honor
indigenous history and presence, support living cultural
traditions, and celebrate the city's citrus heritage and
architectural legacy.
Implementation and Funding
The plan acknowledges that full implementation will
require additional resources while recognizing that
some initiatives can begin with existing capacity. Current
funding mechanisms are insufficient for comprehensive
implementation, necessitating diversified revenue sources
including:
• Art requirements or incentives for private development
• Transient Occupancy Tax allocation
• Enhanced General Fund allocations
• Establishment of a Redlands Arts Foundation for
private fundraising
• Grant funding from state, federal, and private sources
The plan emphasizes that supporting arts with multiple
funding sources reduces reliance on any single revenue
stream and promotes sustainability when individual
revenues fluctuate.
Moving Forward
This Arts and Culture Master Plan serves as a flexible
guide and toolkit for pursuing an increasingly vibrant
cultural life in Redlands over the next decade. Success will
depend on continued community engagement, strategic
partnerships between public and private sectors, and
sustained commitment to equity and inclusion in all cultural
programming. The plan positions Pedlands to build upon
its rich cultural heritage while embracing new artistic
expressions that reflect the full diversity of its community.
By implementing these strategies, Redlands can strengthen
its position as a cultural destination within the Inland
Empire while ensuring that all residents —regardless of
neighborhood, background, or economic status —have
meaningful opportunities to participate in and benefit from
the city's thriving arts and culture ecosystem.
City of Redlands Arts + Culture plan
INTRODUCTION
The City of Redlands Arts and Culture Master Plan
presents a vision for integrating arts and culture
more deeply into the fabric of the city, building upon
Redlands' rich heritage while moving forward in the city's
development.
Redlands has long been distinguished by its historic
assets, from the iconic Redlands Bowl — the nation's
oldest continuously running summer music festival with
free admission —to the historic downtown, architectural
treasures, and creative community.
Created through extensive community engagement
involving nearly i,000 people — including interviews, focus
groups, public workshops, and surveys gathering over
Soo responses — this plan reflects the collective voice
and vision of Redlands residents. It recognizes that arts
and culture are not luxuries but essential components of
community vitality, economic prosperity, and quality of life.
The plan is designed to be flexible and adaptable,
acknowledging that implementation will occur
incrementally as resources become available and priorities
evolve. Some initiatives can be accomplished with existing
resources, while others will require new investments and
partnerships.
Lance Jost, Culmination in Singularity.
Cul-de-sac of Research Drive, Redlands, photo: Joe Bierma
N�
i Redlands Arts and Culture Master Plan
EXISTING CONDITIONS
Redlands Cultural Context
Redlands is a city with a distinctive identity rooted in
its rich history and ongoing commitment to cultural
vitality. Since its founding in 1881, Redlands has cultivated
a reputation as a community that values its heritage.
With a population of approximately 72,556 residents,
Redlands is characterized by its small-town feeling, historic
architecture, and strong community identity rooted in its
citrus industry heritage.
The city's physical landscape is characterized by historic
architecture, tree -lined streets, and the iconic citrus groves
that helped establish Redlands as an agricultural center.
These visual elements contribute to the city's sense of
place and provide an engaging backdrop for arts and
cultural activities. Spanning 36.43 square miles, Redlands'
built environment includes eight designated historic
districts, 14 properties on the National Register of Historic
Places, and numerous culturally significant sites that tell
the story of its development.
The demographic makeup of Redlands reflects California's
diversity and offers rich opportunities for cross-cultural
expression and exchange. The population is distributed
fairly evenly across generations, with Baby Boomers (239/0,
Generation X (229/o), Millennials (289Q, and Generation
Z (28%) all substantially represented. This generational
balance provides both challenges and opportunities for
arts programming that should meet diverse needs and
interests. More than half of residents (55%) identify as
People of Color, with Hispanic residents comprising 39% of
the population.
Redlands educational attainment is higher than the state
and national averages, with 48% of adults holding at least
a bachelor's degree and 221;/1. possessing graduate degrees.
This educated population forms a robust audience for arts
and cultural offerings while also contributing to the creative
workforce. It also reflects the city's economic character,
with a significant professional class (70.8%of workers) and
IN REDLANDS, CREATIVITY FLOWS
LIKE MORNING LIGHT THROUGH OLD
OLIVE TREE LEAVES ILLUMINATING
EVERY CORNER OF OUR COMMUNITY.
major employers including universities, hospitals, and the
GIS company Esri.
Arts and Cultural Assets
Redlands possesses a remarkable array of cultural assets
that span physical infrastructure, organizations, events,
people, and traditions that collectively contribute to the
city's cultural identity.
Cultural and Historical Venues
The iconic Redlands Bowl, opened in 1915 as the Redlands
City Amphitheater, stands as a testament to the
community's long-standing commitment to the performing
arts, As the nation's oldest continuously operating, free
summer music festival, the Redlands Bowl embodies
the ideal that the arts should be accessible to everyone
regardless of economic means —a value that continues to
resonate in Redlands today.
Other significant venues include Prospect Park and its
Carriage House (home to the Redlands Theater Festival),
the A.K. Smiley Public Library (dating from 1898), and the
new Museum of Redlands. These institutions preserve the
city's heritage while providing spaces for contemporary
cultural expression and community gathering. The San
Bernardino County Museum is the largest cultural and
natural history museum in the region, with a vision to build
a home for local and regional artists to showcase their work
and the long-term goal of establishing a residency program.
ROOTED : dlands Arts and Culture Master Plan
The University of Redlands further enriches the cultural
landscape, offering performances, exhibitions, and
educational opportunities that connect the campus with the
broader community. Historic downtown Redlands serves as a
cultural and commercial hub, with its distinctive architecture
creating an attractive setting for cultural activities.
Arts Organizations and Creative Industries
Approximately 32 nonprofit arts and cultural organizations
call Redlands home, offering programming in theater, music,
visual arts, youth arts, dance, and crafts. While about one-
third of these organizations operate with budgets exceeding
$1oo,000, many smaller groups rely on dedicated volunteers
to sustain their activities. Organizations span a broad range
of artistic disciplines, including performing arts, visual arts,
history, cultural heritage, museums, film, literary, craft and
design. The great majority are located in and near downtown,
with few organizations in the north areas of the city.
The creative economy in Redlands extends beyond
nonprofit organizations to include a substantial creative
workforce. According to Creative West Creative Vitality
Suite, in 2023 the Creative Vitality Index of Redlands is
1.24, significantly higher than the national average of 1.o.
The city supports approximately 2,379 creative jobs, with
photographers, software developers, and graphic designers
being the most prevalent creative occupations.
The economic impact of this creative activity is substantial.
Creative industries in Redlands generate approximately
$103 million in earnings annually, with architectural services,
mobile food services, and artists/writers/performers
contributing the highest earnings. According to Americans
for the Arts "Arts and Economic Prosperity 5" (2022), the
nonprofit arts and culture sector alone contributed an
estimated $14.2 million to the local economy, supporting 416
full-time jobs and generating $609,000 in local government
revenue —a significant return on the city's investment in
cultural infrastructure.
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Creative Vitality Index
is 1.24
CVI Value
United States CVi = 1.0
This regional snapshot report gives the big
picture of a region's creative landscape. It
provides an overview of creative jobs, industry
earnings, FDR grants, and Nonprofit revenues.
Fast 5 years of CVI Performance
1.24
1.11 1.01
0.90 0.87
2019 2020 2021 2022 2023
2023 Creative jobs Occupations with greatest number of jobs
141 136 108
since 2022 It
2,379 4D 0
Total Creative Jobs 4D 46
There are 4 more Photographers Software Graphic Chefs and head Marketing
creative jogs in the Developers Designers cooks managers
region since 2022
2■0..23 Creative Industries
A 2%
since 2022
$103.OM
Total Industry Farnings
There is a gain of $2.1 M
in creative industry
earnings in the region
since 2022
Industries with greatest earnings
Industry type Industry Earnings
Architectural Services
$21.OM
Mobile food services
$12.3M ,.z.
Artists, Writers, & Performers
$6.4M
Industrial Design Services
$6.2M
Graphic Design Services
$S_9M
redlancls Arts and Culture Master Plan
OUR HERITAGE ISN'T JUST
PRESERVED IN MUSEUMS - IT LIVES,
BREATHES, AND EVOLVES THROUGH
EVERY ARTIST'S HANDS.
Public Art Colledion
Redlands has developed a diverse collection of public
art that enhances public spaces and reflects community
identity. The collection includes 69 works of public art:
34 murals, 19 sculptures, io bus benches, the Umbrella
Alley, and additional works. These works represent historic
Redlands scenes, abstracts, wildlife and nature, agriculture/
citrus, historical figures, and other subject matter. About
one-third are city -owned and others privately owned or
owned by an outside agency. Almost half of the artworks
are located downtown, about one -quarter in parks and
public spaces and one -quarter in commercial settings. As
with the nonprofit arts and cultural organizations, relatively
few public artworks are located in the north areas of the city.
Many of the works are also documented with photographs,
found in the Appendix.
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ROOTED & RISING
PUBLIC ART IN
No Artwork
REDLaNas
Artist
1
The Casa Loma Hotel
Original artist unknown, restored in 1996 by Vernon Dornbach
2
California Condor
Artist unknown
3
Culmination in Singularity
Lance Jost
4
Fruitful Pause
Gerry Berg, sculptor. Roger L. Grulke, designer
5
Grace Stewart Mullen Memorial
Artist unknown
6
George S. Hinckley Memorial
Artist unknown
7
Interiorem Pulchritudinem
John Gilbert Luebtow
8
Isis
Poslyn Mazzilli
9
Ishi Dohroh
Artist unknown
10
President William McKinley Memorial
Artist unknown
11
Mother and Child
Joseph L. Castle III
12
Deflections
Saim Caglayan
13
The Peloton Takes the Classic Curve
Kathleen King
14
Semi -Quaver
Paul Lindhard
15
Pedlands 9-11 Memorial
Lawrence Noble
16
Smiley Brothers Memorial
Artist unknown
17
Watchorn Memorial
Linda Pew
18
Widows and Orphans Memorial
Linda Hundevadt Pew
19
Spaceman Mural
Christopher Robert Becktel and Alfredo Perez Salmeron
20
Geometric Mural
Christopher Robert Becktel and Alfredo Perez Salmeron
21
Unity Mural
Christopher Robert Becktel and Alfredo Perez Salmeron
22
Sunfair
Benjamin Allanoff
23
Citrus Parking Structure Mural
Christine Curry
24
Western Star Soap Advert
Artist unknown, restored by Larry Dierdorff in 1985 and 2015
25
Mermaid Queen German Family Soap Advert
Artist unknown, restored by Larry Dierdorff in 1985 and 2015
26
Orange Trees Mural
Larry Dierdorff
27
Grapevines Mural
Larry Dierdorff
28
Inland Empire Area Map
Original artist unknown, restored by Larry Dierdorff
29
Citrus Groves
Jeff Owens
3o
Love Mural
Artist unknown
31
Child with Umbrella, Dog, and Orange Mural
Larry Dierdorff
32
July 4th in Redlands
Larry Dierdorff
33
Hate Burger Mural
Christine Coates
ROOTED & RISING
34
Redlands Orange Mural
Geoff Gouveia
35
Stag Skull Mural
Artist unknown
36
Werewolf Mural
Artist unknown
37
Mural on Pacific Premier Bank
Christine Coates
38
Chapel Pespective and LaFourcade Community Garden Rudy Estanque
39
Redlands Jewelers Murals
Christine Coates
40
Redlands Theatre Festival Mural
Artist unknown
41
A Run Thru Redlands Mural
Karen Wilmot, restored by Larry Dierdorff
42
V Shaped Sculpture
Christos Hardt, designer
43
Orange Blossom Trail Mural - Redlands History
Fkaterina Orlovie
44
Redlands' Sister Cities Murals
Artist unknown
45
Orange Street Alley Park Umbrellas
No artist
46
Sister Cities Clock Tower
Dan Romero
47
LGBTQ Mural
Pulp Press, Jillian Sander, Bridget Bilbo, Sofia Diaz
48
Omnitrans Bus Bench Murals
Multiple artists
49
Omnitrans Bus Bench Murals
Multiple artists
50
Omnitrans Bus Bench Murals
Multiple artists
51
Omnitrans Bus Bench Murals
Multiple artists
52
Omnitrans Bus Bench Murals
Multiple artists
53
Omnitrans Bus Bench Murals
Multiple artists
54
Omnitrans Bus Bench Murals
Multiple artists
55
Redlands Bowl Mural
Larry Dierdorff
56
Redlands Bicycle Classic Mural
Larry Dierdorff
57
University of Redlands Memorial Chapel Mural
Larry Dierdorff
58
Orange Growers Mural
Larry Dierdorff
59
Kimberly Crest Mural
Larry Dierdorff
60
Sylvan Park Bandstand Mural
Larry Dierdorff
61
Redlands Heritage
Millard Sheets, Denis O'Connor, and Sheets Studio artists
62
Welcome to Redlands Mural
Artist unknown
63
A.K_ Smiley Library Mural
Artist unknown
64
Memorial Chapel Mural
Artist unknown
65
Asistencia Bell Tower Mural
Artist unknown
66
Limestone Columns
Artist unknown
67
Omnitrans Bus Bench Murals
Multiple artists
68
Ornnitrans Bus Bench Murals
Multiple artists
69
Omnitrans Bus Bench Murals
Multiple artists
15 Redlands Arts and Culture Master Plan
Community Arts Participation
Redlands residents demonstrate strong appreciation for
arts and cultural activities, with 850% of survey respondents
viewing arts and creative opportunities as essential to
their families. A significant majority (840%) believe arts
and culture make Redlands a more desirable place to live,
affirming the value of cultural investments for community
wellbeing and quality of life.
Participation patterns reveal an engaged community, with
600% of residents participating in arts and cultural activities
either frequently or occasionally. The most popular personal
creative activities include visual arts (59%), literary arts
(56-Q, music (49%), and crafts (45%). For attendance at
events, performing arts (480Q, visual arts fairs/festivals (41%),
and music/arts events at small or non-traditional venues
(36%) attract the highest participation (note that amounts do
not total 100% because respondents could select more than
one option - "check all that apply").
Current Governance and Support Structures
The City of Redlands has established formal structures
to support arts and cultural development. reflecting an
institutional commitment to arts and culture.
Culfural Arts Commission
Established in the Redlands Municipal Code, the Cultural
Arts Commission consists of seven volunteer members
FROM NORTH TO SOUTH, MOUNTAIN
VIEW TO CITRUS GROVE, ART WILL FLOW
THROUGH EVERY NEIGHBORHOOD LIKE
ROOTS GROWING IN RICH SOIL.
appointed by the Mayor with City Council approval. These
commissioners serve four-year terms and are tasked with
promoting public interest in the arts, recommending new
arts programs and funding sources, advising on policies
for arts development, and administering the City's "Art in
Public Places" program.
Public Art Program
In 2009, the Redlands City Council established a formal
Public Art Program through a resolution that outlined the
program's structure, funding mechanisms, and procedural
guidelines. The program includes an 'Art in Public Places"
initiative overseen by the Cultural Arts Commission, which
makes recommendations to the City Council regarding the
acquisition, installation, and maintenance of public artworks.
Alignment with City Plans
The importance of arts and culture is recognized in the
City's broader planning documents. The General Plan
2o35, adopted in 2017, includes arts and culture as key
elements of Redlands' distinctive identity. The plan
articulates specific policies to promote arts organizations,
arts -related programming in festivals and events, and arts -
related educational outreach. It also recognizes the role
of arts and culture in economic development, particularly
through tourism.
Similarly, the Strategic Plan FY22-28 identifies arts
and culture as essential components of quality of life
in Redlands. Strategic objectives include enhancing
community events to better reflect Redlands' residents,
creating a strategic vision for the arts within the
community, ensuring the Redlands Bowl remains a vibrant
cultural centerpiece, and enhancing the Art in Public
Places Program. The plan also addresses equity and
inclusion, emphasizing the importance of ensuring all
residents have access to city services and facilities.
Challenges and Opportunities
Despite its cultural assets and supportive structures,
Redlands faces several challenges in fully realizing its potential
as a cultural hub. These challenges, however, present
opportunities for strategic intervention and development.
lands Arts and Culture Master Plan
Geographic Equity in the Arts
A challenge identified through community engagement is
the geographic disparity in cultural assets in different areas
of Redlands. As noted above in Arts and Cultural Assets,
there are significantly fewer nonprofit arts and cultural
organizations and public artworks in north areas of the
city: 6 of 32 nonprofits are located north of the freeway and
11 of 69 public artworks. Survey data and stakeholder input
indicate that the northside of Redlands is ready for more
arts investment and arts programming. Community members
have expressed a desire for stronger linkages between
neighborhoods to ensure all parts of the community are
connected and have access to arts and cultural opportunities.
This challenge presents an opportunity to use arts and
culture as vehicles for community connection, developing
programming that intentionally bridges different areas of
the city and brings residents together across geographic
boundaries. Strategic placement of public art, development
of cultural venues in underserved areas, and creation of
citywide cultural events that engage all neighborhoods
could help address this division.
Resource Limitations
Like many cities, Redlands faces limitations in dedicated
funding, staffing, and space for arts organizations
and artists. Because most nonprofit arts and cultural
organizations have small budgets, many cultural initiatives
rely heavily on volunteer efforts and minimal resources.
Limitations on current city arts staff positions further
constrain the capacity for program development and
implementation.
These resource limitations present opportunities for
creative partnerships, diversified funding streams, and
alternative space utilization. Potential strategies include
developing public -private partnerships for arts funding,
establishing a percent -for -art program for private
development, repurposing vacant or underutilized spaces
for creative use, and leveraging the economic impact of the
arts to justify increased public investment.
Facility Needs
Community engagement has identified significant needs for
affordable artist studios, exhibition spaces, performance
ROOTED : edlands Arts and Culture Master Alan
venues, and a dedicated community arts center. Some
existing city -owned cultural facilities require updating
and upgrading to meet contemporary needs for technical
capacity and audience amenities. The City recently
completed improvements to the Redlands Bowl, which is a
positive step. Additionally, the lack of indoor performance
spaces limits year-round programming and constrains the
development of a robust music scene.
These facility needs present opportunities for adaptive
reuse of existing buildings, integration of arts spaces into
new developments, and strategic facility planning. One
specific opportunity is to adaptively reuse a city -owned
property as a community arts center. Also, partners such as
the University of Redlands would like greater community
use of their performing arts spaces.
Coordination and Promotion
Lack of awareness has been identified as the primary
barrier to arts participation, with 620% of survey
respondents citing it as a factor that prevents them from
attending cultural activities. This suggests a need for better
promotion, marketing, and centralized information about
arts and cultural activities in Redlands.
This challenge presents opportunities for developing
coordinated marketing strategies, leveraging digital
platforms for information sharing, and creating centralized
resources for arts information. Strengthening networks
among arts organizations, businesses, and city departments
could facilitate more effective promotion and increase
awareness of cultural offerings.
Diversity and Inclusion
While Redlands has a diverse population, only 45%
of survey respondents feel that their culture is well
represented in the arts and cultural events in the city. This
perception is particularly pronounced among respondents
identifying with races or ethnicities other than European/
White, with only 11% feeling well represented compared to
64% of European/White respondents.
This challenge presents opportunities for more inclusive
programming, diverse artist selection, and cultural
celebrations that reflect the full spectrum of Redlands'
communities. Engaging underrepresented communities in
cultural planning and program development could ensure
that arts and cultural offerings resonate with all residents.
1 Redlands Arts and Culture Master Plan
PLANNING PROCESS
The City of Redlands undertook a comprehensive planning
process to develop the Arts and Culture Master Plan,
spanning from September 2024 to early 2025. The cultural
planning process utilized a mixed -methods approach
that combined rigorous data collection with extensive
community engagement. This methodology ensured that
the plan was informed by both quantitative evidence
and the experiences, aspirations, and creative visions of
Pedland's residents.
The research design was built on three complementary
pillars:
6
• Qualitative Community Engagement - In-depth
conversations and interactive sessions with residents,
artists, cultural organizations, and community leaders
• Quantitative Research - Data collection and analysis to
understand the cultural landscape, creative economy, and
community needs
- Supplementary Research - Review of existing plans,
best practices, and case studies to inform strategy
development.
Through this triangulated approach, consistent themes
emerged across multiple sources, strengthening the validity
of the findings and ensuring that recommendations address
community needs and aspirations.
Community and Stakeholder Engagement
• Interviews with city leadership including the Mayor, City
Council members, and department heads
• Discussion groups with arts organizations, businesses, and
individual artists
• Community listening sessions
• Community Workshop engaging over 325 participants alone
- Meetings with the Cultural Arts Commission
• Consultations with other stakeholders including the
Chamber of Commerce
Community Survey
A comprehensive survey that gathered 507 responses
between October 2024 and February 2025, available in
both English and Spanish.
Background Research and Document Review
Analysis of existing city plans including the General Plan
2035, Strategic Plan FY22-28, Downtown Mall Area Plan,
and other relevant documents to ensure alignment with
the city's overall vision.
Analysis and Synthesis
All input and data were analyzed to identify patterns, priorities,
and areas of opportunity to inform the plan's development.
ROOTEO : edlands Arts and Culture Master Plan
FINDINGS
The planning process for Redlands' Arts and Culture
Master Plan revealed a community with a deep
appreciation for arts and culture, a strong creative
foundation, and a desire for growth and enhanced
coordination of cultural assets. Through the engagement
insights a picture emerged of a city with rich cultural
traditions seeking to preserve its heritage while embracing
the future and new artistic expressions.
LIKE THE REDLANDS BOWUS CENTURY
OF FREE CONCERTS, TRUE CULTURE
BELONGS TO EVERYONE:'
A Community That Values Arts and Culture
Redlands residents demonstrated strong support for arts
and cultural activities, with 85% of survey respondents
viewing creative opportunities as essential to their families.
This appreciation crosses demographic boundaries, though
engagement levels vary across the community. The city's
historic commitment to the arts is evident in beloved
institutions like the Redlands Bowl, which has provided
free concerts since 1924, and the community's support
for numerous arts organizations and events. Nearly 70%
support increased local government funding for arts and
cultural growth, indicating a willingness to invest in these
community assets.
The results from the cultural plan survey align with the parks
and recreation survey, with most residents (78%) rating the
provision of high -quality parks and cultural programs as
11ery important" to the community's quality of life.
Economic and Community Development Potential
Stakeholders widely recognized the potential for arts and
culture to drive economic development in Redlands. The
Arts and Economic Prosperity Study estimated that the
nonprofit arts and culture sector generated approximately
$14.2 million in economic impact in 2022, supporting 416
full-time equivalentjobs and contributing significantly to
the local tax base.
Beyond direct economic impacts, stakeholders
identified cultural tourism, downtown revitalization,
and enhancement of the night-time economy as key
opportunities. The Chamber of Commerce specifically
noted the potential for arts and cultural activities to attract
visitors and increase spending at local businesses.
City leadership expressed interest in developing cultural
districts, particularly in downtown and along Colton
Avenue, as catalysts for economic development and
community vitality. These districts could serve as anchors
for creative activity, tourism, and business development.
20 Redlands Arts and Culture Master Plan
Public Art Aspirations
Survey respondents and engagement participants
expressed strong interest in expanding Redlands' public art
program. When asked what public art should accomplish,
respondents prioritized:
• Enlivening and beautifying public spaces (73%)
• Improving quality of life and well-being for residents (56%)
• Representing diverse perspectives and experiences (530Q
Community members expressed desire for public art that
reflects Redlands' diversity, history, natural environment,
and creative spirit. They envisioned murals, sculptures,
functional art (like benches and bike racks), and interactive
installations throughout the city, with attention to equitable
distribution across all neighborhoods.
The success of recent projects like the Umbrella Alley was
frequently cited as evidence of public art's potential to
transform spaces and create community gathering places.
As one stakeholder noted, "These colorful installations
have become spots that draw people downtown and
create a sense of place."
Addressing Geographic Disparities
A theme emerging from the engagement process was
the perception of geographic and cultural disparity
involving north Redlands. This difference manifests in
the distribution of cultural amenities, programming,
and investment. Stakeholders and Council members
emphasized the need to bridge this gap through strategic
placement of public art, cultural facilities, and programming
that intentionally connects these areas of the city. This
sentiment was echoed in focus groups with artists who
noted that cultural programming needs to be more
accessible to residents in all neighborhoods, particularly
those historically underserved.
Survey data revealed significant disparities in how different
communities feel represented in Redlands' cultural life.
While 459% of overall respondents felt their culture was
well -represented in arts and cultural events, the figures
varied dramatically by demographic group. Among
respondents identifying as European/White only, 64% felt
well -represented, compared to just 11% of respondents
identifying with other groups.
These findings underscore the need for more culturally
relevant programming. Community members expressed
desire for celebrations that honor the contributions of
Hispanic, Black, Asian, and indigenous communities to
Redlands' history and contemporary culture. As one listening
session participant stated, "Our city's cultural offerings
should reflect the beautiful diversity of our community."
Awareness Barriers
Despite Redlands' active arts scene, many residents remain
unaware of available opportunities. Sixty-two percent
(629i6) of survey respondents cited lack of awareness as the
primary barrier to participation in cultural activities. This
finding suggests that current communication channels are
not effectively reaching all segments of the population.
One focus group participant noted, "There are lots of
activities and many are interesting, but it ...... is hard to find
out about them." This sentiment was echoed across various
engagement forums, with participants suggesting more
coordinated marketing efforts, centralized information
sources, and targeted outreach to underrepresented
communities.
Physical and economic accessibility also emerged as
concerns. Some residents mentioned that program timing,
location, and cost created barriers to participation, with
31% citing inconvenient schedules or locations and 220%
mentioning cost as prohibitive factors.
Space Needs for Creation and Presentation
The engagement process revealed significant need for
additional cultural spaces in Redlands. Artists consistently
expressed the need for affordable studio space, exhibition
venues, and performance facilities. Organizations similarly
noted challenges in finding appropriate, affordable spaces
for programs and events.
The community identified several potential opportunities
for addressing these needs, including:
• Repurposing a city -owned property as a community arts
center
• Developing a makers or artists co -working space
• Better utilizing the Redlands Bowl and other city -owned
theaters during off-seasons
• Incorporating arts spaces into the redevelopment of the
Redlands Mall site
These opportunities align with the city's broader goals
for downtown revitalization, adaptive reuse of historic
properties, and creating vibrant community gathering
places.
Organizational Capacity and Coordination Needs
The engagement process revealed both strengths and
challenges in Redlands' cultural organizational ecosystem
While the community boasts numerous passionate arts
organizations and advocates, many operate with limited
resources and capacity. Stakeholders noted the need for
better coordination, resource sharing, and collaborative
marketing efforts.
The Cultural Arts Commission identified several priorities
for strengthening the city's role in supporting arts and
culture:
• Establishing dedicated staff position(s) for arts and
cultural programming
Developing sustainable funding sources
• Creating grant programs for artists and organizations
• Improving the public art program
• Enhancing coordination among cultural organizations
These findings point to a need far thoughtful infrastructure
development to support the growth and sustainability of
Residents' Overall Priorities
When asked about priorities for a cultural plan,
respondents emphasized arts and cultural city events and
festivals, creative activities for all ages, downtown arts and
cultural district development, a vibrant music scene, and
public art throughout the city as top priorities.
Community Workshop Findings
Participants were asked to share what they loved about
arts and culture in Redlands, what they wanted to see in
the future, and what they wanted to change. The following
themes highlight responses in conversations:
• Maintain and add public art installations, such as
Umbrella Alley
• Maintain and add more murals to beautify the city
• Create a dedicated Arts Center with classes and open
studios to offer creative breaks and safe space for the
community
• Create an all -ages venue to make art accessible to all
• Support and invest in additional arts events, festivals, and
ways to connect the community
• Maintain and improve the Redlands Bowl, local music
venues, and performing arts venues
• Invest in opportunities to support local musicians and
artists
• Consider offering artistic grant opportunities to fund local
Redlands artists
Coin Jar Polling Activity: What are your
Arts & Culture priorities?
Each participant was given four coins to select from seven
arts and culture categories. The coin jar polling activity
involved a total of 1,140 coins, which represents the funding
priorities indicated by the 285 participants in this activity.
The following four categories received the highest number
of coins (priority designation) across all available options:
Redlands' cultural sector.
1. Vibrant live music scene
2. Arts events and festivals to connect the community
3. More arts and creative activities in the city for all ages
4. Public art and murals throughout the City
22 Redlands Arts and Culture Master Plan
VISION
THE ARTS THRIVE IN EVERY CORNER OF THE REDLANDS COMMUNITY - BRIDGING
NEIGHBORHOODS, GENERATIONS, AND CULTURES. OUR DISTINCTIVE HERITAGE IS
CELEBRATED AND REIMAGINED THROUGH THE ARTS AND CREATIVITY,
ENHANCING OUR QUALITY OF LIFE, STRENGTHENING OUR ECONOMY, AND FOSTERING
A CONNECTED COMMUNITY WHERE EVERYONE HAS OPPORTUNITIES TO CREATE AND
EXPERIENCE THE ARTS IN THEIR OWN WAY.
� II
GOALS AND STRATEGIES
The Redlands Arts and Culture Master Plan is a ten-year
framework to achieve the community's vision for arts and
culture. It is a cultural plan for all forms of arts and culture,
as well as a plan to build on the city's long involvement
with public art. While it is a plan for city action, it is also
a community plan that anticipates partnerships and
coordination with the creative community, developers,
businesses, schools, and many more.
The plan has seven goals reflecting the community's
desires, needs, and priorities. Each goal is accompanied
by strategies and actions that provide detail on how to
fulfill the objective. As with any master plan, there will
be changed circumstances during implementation. New
opportunities and challenges will arise. So, this plan is best
seen as a flexible guide and toolkit to pursue the ultimate
vision of an ever -increasingly vibrant and shared cultural
life in Redlands.
L24 Redlands Arts and Culture Master Plan
GOAL 1: DEVELOP A COMPREHENSIVE
PUBLIC ART PROGRAM.
Strategies:
u Develop and evolve the current public art program
based on best practices
1.2
1.1.1 Create curatorial frameworks for public art.
• Develop cohesive themes that reflect Redlands'
identity (citrus heritage, cultural diversity, natural
environment).
• Balance historical/heritage themes with
contemporary artistic expressions.
- Create opportunities for art that involves the
community.
1.1.2 Establish a diverse portfolio approach to public art.
• Balance permanent installations with temporary
art, interactive art, and rotating exhibits to create
dynamic experiences.
• Include various media including sculpture, murals,
digital art, lighting installations, performance art,
and sound installations.
1.1.3 Ensure equitable distribution of public art.
• Create a geographic equity plan to identify arts
deserts and distributes public art throughout the
City of Redlands.
• Develop a specific North Redlands public art
initiative.
1.1.4Integrate art into infrastructure projects.
• Identify upcoming capital improvement projects
suitable for artistic enhancement and ensure
public art is planned at the onset of the project.
• Involve relevant city departments early in planning
processes for public art projects.
• Create artistic wayfinding systems that help
navigation while enhancing the streetscape.
1.1.5 Enhance artistic quality through improved
selection processes.
• Develop robust artist selection guidelines with
clear criteria for artistic excellence.
• Establish selection panels including arts
professionals, community representatives, and
subject matter experts.
• Create mentorship opportunities pairing
established artists with emerging local talent.
Develop sustainable funding for public art.
1.2.1 Consider optional funding mechanisms for City
public art projects.
• Allocate voluntary amounts for public artworks
within capital improvement projects. Consider the
national best practice amount of 19/,-2% of capital
budgets as a reference point.
• In the long-term, consider adopting a percent -for -
art ordinance.
1.2.2 Develop a private development art program.
• Create incentives for developers to include
public art in projects (density bonuses, expedited
permitting).
• Establish a requirement that new developments
over a certain size include public art or contribute
to a public art fund.
• Develop clear guidelines for developers regarding
selection, placement, and maintenance.
• Provide technical assistance to developers
implementing public art projects.
1.2.3 Create a dedicated public art maintenance fund.
• Allocate lo% of all public art funding for future
maintenance and conservation.
• Develop a maintenance schedule and inspection
protocol for all works in the collection.
• Create detailed documentation for each artwork
including artist's intentions and maintenance
requirements and house on a public art program
platform.
1.2.4 Diversify funding sources.
• Pursue grants from state and national arts
organizations.
• Establish a public art donation program with clear
acceptance criteria (cross reference: Funding
Options, Redlands Arts Foundation).
25 Redlands Arts and Culture Master plan
• Create public -private partnerships with local
businesses, universities and foundations.
1.3 Build community engagement and education around
public art
1.3.1 Create robust community engagement processes
. Develop protocols for meaningful community
input on public art projects.
• Establish community advisory committees for
major installations in neighborhoods.
- Ensure multilingual and culturally appropriate
engagement methods.
1.3.2 Document and promote the public art collection.
• Develop interpretive materials including plaques,
brochures, and digital content.
• Create a public art map and mobile app for self -
guided exploration.
• Establish a regular program of public art events.
1.4 Strengthen administration and oversight of the
public art program.
1.4.1 Clarify roles and responsibilities.
• Define the role of the Cultural Arts Commission in
the public art program.
• Create comprehensive public art program policies
and guidelines.
1.4.2 Improve documentation and policies.
• Create a comprehensive public art policy manual.
• Develop standardized contracts for artists.
• Establish clear guidelines for copyright and
reproduction rights.
• Create protocols for responding to controversy or
community concerns.
1.4.3 Enhance staff capacity.
• Provide professional development for staff
managing the public art program.
• Supplement staff resources by outsourcing public
art tasks to a contracted expert or organization.
• If resources become available, consider creation
of a dedicated arts administrator position.
Consider [outsourcing] public art contract
position to supplement staff's management of the
program.
GOAL 2: ENHANCE CULTURAL
INFRASTRUCTURE AND CREATIVE SPACES.
Strategies:
2.1 Develop, support, and incentivize the availability of
cultural facilities and creative spaces to meet identified
community needs.
2.1.1 Identify opportunities for creative reuse of vacant/
underutilized spaces for arts activities.
2.1.2 Integrate arts spaces into community centers and
parks.
2.1.3 Support, facilitate, and incentivize development of
new and renovated/reused cultural facilities.
2.1.4 Support, facilitate, and incentivize development
of affordable studio, rehearsal, performance, and
exhibition spaces for artists.
2.1.3 Support, facilitate, and incentivize maker spaces
and collaborative work environments for creative
entrepreneurs.
2.1.6 Evaluate the feasibility of establishing a community
arts center.
2.1.7 Enhance existing cultural venues like the Redlands
Bowl.
2.1.8 Improve accessibility of cultural facilities for
people of all abilities.
2.2 Support development of one or more cultural
districts in Redlands.
2.2.1 Explore development of a cultural district in
downtown Redlands
2.2.2 Explore development of a cultural district along
Colton Avenue.
26 Redlands Arts and Culture Master Plan
GOAL3: STRENGTHEN COMMUNITY
CONNECTIONS THROUGH ARTS AND CULTURE.
Strategies:
3.1 Use arts and culture to build community connections
and celebrate local communities.
3.1.1 Integrate arts into community -wide events and
festivals.
3.1.2 Establish neighborhood -based arts programming
in underserved areas.
3.1.3 Develop arts events and programs that specifically
connect different communities in Redlands.
3.1.4 Support culturally diverse programming that
reflects the city's demographic makeup.
3.1.5 Create opportunities for intergenerational arts
participation.
3.1.6 Develop participatory arts projects that encourage
community interaction.
3.2 Use arts programming to enhance public safety.
3,2.1 Support arts and heritage programs within the Fire
and Police Departments.
3.2.2 Integrate public art into fire and police buildings
to beautify and enhance public safety.
3.2.3 Identify opportunities to deploy public art as a
public safety enhancement in public spaces.
GOAL 4: STRENGTHEN CULTURAL SECTOR
CAPACITY AND SUSTAINAUILITY.
Strategies:
4.1 Build the capacity of city government to lead
Redlands' arts and cultural development.
4.1.1 Establish sustainable funding mechanisms for arts
and culture (see Funding Options).
4.1.2 Supplement staff resources by outsourcing; arts
administration tasks to a contracted expert or
organization. If resources become available,
consider creation of a dedicated arts administrator
position. Provide professional development (see
also 1.4.3).
4.1.3 Review and update the role, qualifications, and
other elements of the Cultural Arts Commission
to best support implementation of this plan.
4.2 Build the capacity of the Redlands' arts and culture
sector.
4.2.1 Establish a grant program for artists and arts
organizations
4.2.2 Create professional development programs for
artists and arts organizations.
4.2.3 Foster collaboration among arts organizations,
businesses, and city departments.
4.2.4 Support volunteer engagement in the arts.
Develop a coordinated marketing and
promotional strategy for arts and culture.
GOAL 5: INTEGRATE ARTS AND CULTURE
INTO ECONOMIC DEVELOPMENT.
Strategies:
5.1 Embrace cultural tourism as an economic
development strategy.
5.1.1 Market Redlands as a cultural destination within
the Inland Empire region.
5.1.2 Develop and package arts and cultural
experiences as part of the city's tourism marketing.
5.1.3 Develop an arts and cultural events calendar and
attractions/venues list integrated into tourism
marketing.
5.1.4 Deploy the arts and culture calendar and list as
a marketing tool for residents and the immediate
region.
27 Redlands Arts and Culture Master Plan
5.2 Utilize arts and culture as an economic development
tool.
5.2.1 Include creative sector development in economic
planning efforts.
5.2.2 Support live music venues and performances to
enhance the nighttime economy.
5.2.3 Use arts and design to enhance business districts
and improve downtown vitality, building on the
success of Umbrella Alley and other downtown
art projects.
5.2.4 Connect artists to business development
resources and entrepreneurship training.
5.2.5 Develop partnerships with local businesses to
support arts and culture.
GOAL 6: EXPAND ARTS EDUCATION AND
LIFELONG LEARNING OPPORTUNITIES.
Strategies:
6a Support arts education for children and youth.
6.1.1 Partner with schools to strengthen arts education
programs.
6.1.2 Create after -school and summer arts programs for
youth.
6.1.3 Support programs for at -risk youth that engage
them in creative activities.
6.1.4 Create mobile arts education programming to
reach all neighborhoods.
6.1.5 Develop intergenerational arts learning programs.
6.1.6 Establish mentorship programs connecting
established and emerging artists.
6.2 Support lifelong learning in arts and culture.
6.2.1 Develop cultural enrichment programs for adults
and seniors.
6.2.2 Partner with University of Redlands and other
educational institutions.
GOAL 7: PRESERVE AND CELEBRATE
REDLANDS' CULTURAL HERITAGE.
Strategies:
7a Support interpretation and celebration of local
history through the arts.
7.1.1 Develop programs highlighting Redlands' citrus
heritage and architectural legacy.
7.1.2 Support programs that share Pedlands' history and
heritage, such as the Museum of Redlands, A.K.
Smiley Library Heritage Poom, and others.
7.1.3 Use digital media to make local history accessible
to broader audiences.
7.2 Share and celebrate Redlands' cultures through
the arts.
7.2.1 Document and share stories of diverse community
members through creative media.
7.2.2 Create opportunities to honor indigenous history
and culture.
7.2.3 Support living cultural traditions through festivals,
demonstrations, and workshops.
28
Redlands Arts and Culture Master Plan
FUNDING OPTIONS
Cultural plans naturally raise community expectations
of new resources and questions of how to pay for
implementation. In fact, fully implementing the
Redlands Arts and Culture Master Plan will require
additional resources of funding and staff. However, some
recommendations can be accomplished with current
resources, and it is anticipated that new resources can be
allocated as they become available and needed.
Redlands currently lacks dedicated sustainable funding
for arts and culture. While the city has some mechanisms
in place (such as a Public Art Fund and in -kind support for
cultural events), these are insufficient to fully implement
a comprehensive ten-year cultural plan, The economic
impact of nonprofit arts and culture in Redlands - $14.2
million in earnings and 416 jobs, generating $609,0oo in
local government revenues (see Arts Organizations and
Creative Industries, page 6) - demonstrates the sector's
return on investment and potential for growth with
increased investment.
The funding objective is not merely new resources for the
arts, it is also diversified revenues to engender greater
sustainability and community impact. Supporting the arts
with more than one or two sources reduces reliance on a
single source and promotes continuity when revenues in
one category decline.
The following are funding options for the City and
potential partners.
Potential Revenue Sources for
Redlands Arts and Culture
Art in Private Development: The city can enact an art
requirement for private real estate development, with
certain thresholds and exclusions. Art can be required
on site, integrated into the project, or the value of the
art requirement can be paid into an in -lieu fund for use
elsewhere and/or more flexibly for other arts purposes
LIKE TENDING AN ORCHARD, BUILDING
CULTURAL COMMUNITY REQUIRES
PATIENCE, INVESTMENT, AND SHARED
COMMITMENT TO GROWTH,
The requirement could be in the form of a Development
Impact Fee (DIF), building on Redlands' current DIP
schedule, or a percent -for -art obligation based on the
permit value of the project, a common approach in
California. As an alternative to an art requirement, the
city can adopt developer incentives to include art in
projects, such as a density or height bonus, flexible parking
requirements, or other benefit, The city can also encourage
and facilitate developers to include arts spaces within their
projects to satisfy requirements or incentives.
Transient Occupancy Tax Allocation: The city can allocate
a portion of TOT revenues to arts uses.
General Fund Allocation: The city already allocates
general funds to arts uses on an ad hoc basis. These
allocations can be increased to fund specific priorities of
this plan. For example, the city can voluntarily allocate a
portion of selected capital improvement project budgets
for public art (see 1.2 Develop Sustainable Funding for
Public Art). If city funding becomes available, it can
consider adopting a percent for art ordinance.
Redlands Arts Foundation: The city can form or encourage
the formation of a nonprofit "friends of" organization
whose mission is to raise private funds from the community
to support arts and cultural priorities identified in this plan.
The foundation can also be a platform for corporate and
business sponsorships of arts projects and events.
Grants: The city can seek grant funding from the California
Arts Council, National endowment for the Arts, and other
state and federal sources. In addition, the recommended
Redlands Arts Foundation can be a vehicle for grant
funding from private foundations and individuals.
11-
ROOTED ; RISINedlands Arts and Culture Master Plan
IMPLEMENTATION
Implementation will be guided by staff working together
with the Cultural Arts Commission to identify annual
priorities and workplans. This allows for the Commission,
as the voice of the community, and staff, grounded in the
realities and opportunities of city priorities and budgets,
to form the most ambitious and achievable objectives for a
given year.
The following are potential starting points for the first two
years, representing a melding of Commission, staff and
consultants' ideas. They are achievable and can generate
visible success across many of the community's priorities.
Starting Points for Years I & 2
- Conduct an assessment across public parks, city facilities
and other public places to identify opportunities in
Redlands for arts and cultural programs, events, public
artworks, and activities in alignment with the cultural
plan. Through an RFP process, engage an organization or
consultant with strong local knowledge to conduct the
assessment and to provide a framework for selection.
- Working through the Cultural Arts Commission, conduct
an annual call to arts and cultural nonprofits and artists
for project concepts in Redlands consistent with the
assessment. Select and fund priority project proposals.
- Create a private development art fee, whether through a
percent for art requirement, a development impact fee,
or voluntary incentives, to provide resources to enhance
artworks, arts programs, installations, and other arts
initiatives throughout the city.
- Allocate staff time to research and apply for grants,
donations, sponsorships and other support for
implementation of this plan.
Charles Benjamin Russell at Aroi Mak Mak Restaurant.
Photo courtesy The Artlands.