HomeMy WebLinkAboutIV(b3) - GPAC Arts and Cultural Subcommittee Memo with EnclosuresAttachment No. 3
GPAC Arts and Cultural Subcommittee Memo with Enclosures
Community Development Department
CITY OF NEWPORT BEACH
COMMUNITY DEVELOPMENT DEPARTMENT
100 Civic Center Drive
Newport Beach, California 92660
949 644-3200
newportbeachca.gov/communitydevelopment
Memorandum
To: Co-Chairs Evans and Greer, and GPAC Members
From: Benjamin M. Zdeba, AICP, Principal Planner
Date: April 26, 2024
Re: GPAC Arts and Cultural/Historical Resources Subcommittee Efforts
________________________________________________________________
The GPAC Arts and Cultura/Historical Resources Subcommittee met on Tuesday,
April 23 to review the Arts and Cultural Existing Conditions and Background
Analysis Report. At this meeting, the Subcommittee expressed a desire to make
several changes to the report prior to forwarding on the GPAC with a
recommendation to receive and file. Subcommittee Chair Greer will provide an
overview of the Subcommittee’s discussion and any actions at your upcoming
meeting on April 30, 2024.
Dudek provided a revised version of the report on April 26, 2024. This version is
being provided to the GPAC as part of the packet and is concurrently being
circulated to the Subcommittee for consideration. Should the Subcommittee agree
the desired revisions have been captured, City staff will provide written
confirmation by way of additional materials ahead of the GPAC meeting.
Enclosed for your reference are the following materials:
1. Action Minutes from the Subcommittee Meeting on April 23, 2024;
2. PowerPoint Presentation from the Subcommittee Meeting on April 23, 2024;
and
3. Dudek’s revised draft of the Arts and Cultural Existing Conditions and
Background Analysis Report.
Assuming the revised version is acceptable, the GPAC Arts and Cultural/Historical
Resources Subcommittee will be seeking feedback on initial considerations for
outreach and visioning related to Arts and Cultural. The information contained in
the report and supplemented by the action minutes will be used as a tool to seek
community input through the outreach and engagement efforts.
Action Minutes: GPAC Arts and Cultural/ Historical Resources Subcommittee
Meeting Date: Tuesday, April 23, 2024 at 4:00p.m.
Location: Balboa Island Bay Meeting Room and Microsoft Teams
GPAC and GPUSC Members in Attendance: Arlene Greer, Dennis Baker, Charles Klobe, Paul Watkins, Susan
DeSantis, and Nancy Gardner
Public in Attendance: Don Webb
City Staff in Attendance: Liz Westmoreland, Laura Rodriguez, Laurie Grover (Consultant), and Elizabeth
Dickson (Consultant)
Brief Discussion Recap and Action Minutes
City staff initiated the meeting and provided the following basic objectives for the meeting: 1) to provide
feedback on outreach related to Arts and Culture element; 2) provide feedback on the Arts and Cultural
Resources Existing conditions and Background document and 3) to move the document forward for GPAC
consideration.
Discussing the Arts and Cultural/ Historic Resources Element
Elizabeth Dickson (Consultant) of Dudek provided a PowerPoint presentation reiterating a few key points
such as the background analysis. She noted how background analysis is important because it allows the
City to establish a baseline of understanding what is important, and to start a dialogue in an informed way
based on what the data shows. It is also intended to be used so the City can best inform our outreach (target
audience). Elizabeth moved onto the element’s overview and emphasized once again that Arts and Cultural/
Historic Resources Element is not a mandated element, but optional. The main objectives of the element
are to have an active, vital, cultural, and literary activities and programs that enrich the community. In
addition, promoting awareness as it relates to cultural arts.
Once Elizabeth Dickson paused her presentation, the Subcommittee discussed the following highlights:
General Input
• Subcommittee Chair Greer opened the discussion by observing that the City does not seem to have
a coherent arts/cultural/historical plan in terms of either growth or funding. While the report is a
good starting point, it does not appear to take the City into the future. She pointed to specific
examples of the community’s failure to take advantage of local resources, such as the Mark Hilbert
Collection, which went to Chapman and a struggling artists enclave on the Peninsula, as examples
of lost opportunities to incorporate local resources into a broader, more expansive plan. Facilities
are also limited in terms of capacities able to present more wide-ranging and diverse programming
to the community.
• GPAC Member Baker expressed agreement with Subcommittee Chair Greer, calling for the City to
encourage more public/private partnerships and a commitment from the City to provide more
support, both financial and political, for the incorporation of art and cultural elements into the
overall General Plan.
GPAC Arts and Cultural/Historical Resources Subcommittee
Action Minutes for April 23, 2024
• Subcommittee Chair Greer asked the consultants what other cities are doing to encourage arts and
culture and whether a comprehensive plan could be developed to facilitate a smooth and simple
process to accommodate arts and cultural programming in the City.
• All Subcommittee Members reiterated the desire to have a City staff employee focused on obtaining
grants and planning City events relative to Arts and Cultural/Historic Resources.
• GPAC Member Watkins Paul strongly supported keeping the Arts and Cultural Element as a
standalone element, and this was supported by the entire Subcommittee.
• GPUSC Chair Gardner suggested that a member of the City Council act as liaison between the City’s
Arts Commission to improve visibility and support for their activities.
• The Subcommittee discussed and agreed that the City should create and maintain a website
specifically designed to interact with the community regarding art and cultural events. Large scale
events, such as the Newport Beach Arts Exhibition, are not promoted properly or creatively by the
City.
• The Subcommittee discussed potentially doing an event with UCI to bring in an audience. One of the
members also noted involving regional art resources.
• GPAC Member Klobe discussed alternative funding opportunities such as bonds and grants and
pointed out that there is little in the City’s current operating plan for youth activities. He also pointed
out that the City seems to underutilize open spaces.
• Consultant Elizabeth provided feedback to the GPAC members and shared about a council policy
that is relative to art facilities.
• Subcommittee Chair Greer discussed Council Policies I-9 and I-11 and how they are outdated. She
indicated they need to be heavily revised, especially with regard to the acceptance and
maintenance of art.
• Consultant Elizabeth summarized the changes requested by the committee for the Arts and Cultural
Resources Existing conditions and Background document. They changes included: 1) removing the
recommendation to consolidate elements; 2) including discussion of tapping into resources from
the community through education and marketing; 3) providing regular updates to the Citywide Arts
Master Plan; 4) improving children’s arts programming; 5) better utilizing existing facilities and
planning new facilities; and 6) modification of the process and procedures for accepting and
maintaining art.
✓ Action: GPAC Arts and Culture/Historic Resources Subcommittee members requested revisions to the
Arts and Cultural Resources Existing conditions and Background document prior to moving the
document forward for GPAC consideration. After revisions are made and circulated to the group, a
follow up meeting may be scheduled in May with the sub-committee if deemed necessary.
GPAC ARTS & CULTURAL/HISTORIC RESOURCES SUBCOMMITTEE
APRIL 23, 2024
Purpose and Process for Background
Analyses
Understand the
issues and
opportunities,
according to data
and experts
Establish a
baseline
Understand
Inform interested
parties and City
staff of key
findings
Provide initial
recommendations
based on findings
Inform Guide discussions
with community
members during
outreach and
engagement
Inform future
policy
development
Guide
Why are Background Analyses Important?
Process for GPAC Feedback
•Acts as liaison to City staff
•Reports to larger GPAC
Subcommittee
Chairperson
•Shared with respective
GPAC subcommittee
•Optional meeting and
taskforce
•“Big picture” and
recommendations feedback
Draft Document
Review •Share draft documents
•Share subcommittee
feedback
o Actionable meeting
minutes
Full GPAC
Arts and Culture in Newport Beach
Element Overview
•Optional Element -Not a mandated General
Plan Element
•Arts and Cultural Element added to General
Plan in 2006
•Goals include:
•Active and vital arts, cultural, and literary
activities and programs that enrich the
community
•Adequate physical facilities and venues that
support cultural, art, and literary programs
•Establish a broad range of public and private
funding sources to support cultural art goals and
activities
Local Programs and Policies
•Council Policies
•Policies that support:
•Funding, acquisition and
placement of art in Public Spaces
•Sister City Association
•Community Recognition through
service awards, memorial of
employees, naming parks/public
facilities
•Newport Theater Arts Center
•Municipal Code
•Supports artists studios, live/work
units, and permitting for special
events
•2014 Master Arts and Culture Plan
•10 Key recommendations for
strengthening arts and culture
•Capital Improvements Program
•Library Lecture Hall
•Facilities Maintenance Master Plan
Program
•Balboa Peninsula Summer Trolley
Groups Involved in Arts
•City Departments
•Library Department
•Cultural Arts Division
•Recreation & Senior Services
Department
•City-Appointed Groups
•City Arts Commission
•Board of Library Trustees
•Public Arts Partners
•NB Arts Foundation
•NB Public Library Foundation
•Friends of the Library
•NB Sister City Association
•Visit Newport Beach
•Newport-Mesa Unified School
District
•Arts Orange County
Key Data Trends
•Millennials and Gen Z are more likely to spend discretionary funds on
arts and cultural experiences than older generations
•Population age 75+ is projected to double in NB (2020-2045)
•Potential increased demand in senior activities
•Total arts and culture population spending is higher in NB than national
average
•Events hosted by the Library are highly attended
•Nationally larger music events and festivals are more popular than pre -
pandemic, where smaller theaters and concert venues have struggled
to bounce back
Key Recommendations
•Defining Culture in Newport
Beach
•Distinguish from “cultural”
•Standalone vs Integrated
Element Considerations
•Overlap with Historic Resources
and Recreation
•Implement Recommendations
of the 2014 Master Arts and
Culture Plan
•Prioritize Access to
Programming
•Transportation
•Affordability
•Tailored to varying ages and
cultures
•Promote creative class job
growth
•Equipment and facility
sharing/leasing
•Education related to
opportunities
Next Steps
•GPAC ARTS & CULTURAL/HISTORIC RESOURCES SUBCOMMITTEE
INPUT
•Support this document for April 30th GPAC
•Other Outreach and Policy Considerations
•Key types of arts and culture facilities needed
•Arts programming needs
•Opportunity areas
Click to edit Master title style
Contact
NAME
TITLE
NAME
TITLE
P:
Email:
Website:
P:
Email:
Website:
Thank you!
Benjamin Zdeba, AICP
Principal Planner
P: 949-644-3253
Email: bzdeba@newportbeachca.gov
Jaime Murillo, AICP
Planning Manager
P:949-644-3209
Email:jmurillo@newportbeachca.gov
Arts and Cultural Element Existing
Conditions and Background Analysis
General Plan Update
APRIL 2024
Prepared for:
CITY OF NEWPORT BEACH
100 Civic Center Drive
Newport Beach, California 92660
Prepared by:
27372 Calle Arroyo
San Juan Capistrano, California 92675
Printed on 30% post-consumer recycled material.
i APRIL 2024
Table of Contents
SECTION PAGE NO.
Acronyms and Abbreviations ............................................................................................................................................ iii
1 Executive Summary .............................................................................................................................................. 5
2 Introduction .......................................................................................................................................................... 6
3 General Plan Review ............................................................................................................................................ 7
3.1 Adopted Arts and Cultural Element ....................................................................................................... 7
3.2 Other Adopted Elements that Relate to Topics of Arts and Culture .................................................... 8
3.2.1 Adopted Land Use Element ...................................................................................................... 8
3.2.2 Adopted Historical Resources Element ................................................................................... 8
3.2.3 Adopted Recreation Element ................................................................................................... 9
3.2.4 Adopted Circulation Element ................................................................................................... 9
4 Regulatory Review ............................................................................................................................................. 11
4.1 State Regulations ................................................................................................................................ 11
4.2 Local Regulations ................................................................................................................................ 11
4.2.1 Newport Beach City Council Policy Manual .......................................................................... 11
4.2.2 City of Newport Beach’s Municipal Code ............................................................................. 12
4.2.3 2014 Master Arts and Culture Plan ...................................................................................... 13
4.2.4 City of Newport Beach Capital Improvement Program ........................................................ 14
5 Existing Conditions ............................................................................................................................................ 15
5.1 Regional Context ................................................................................................................................. 15
5.2 Local Context ....................................................................................................................................... 15
5.2.1 Cultural Arts Funding and Staffing ........................................................................................ 16
5.2.2 Partners .................................................................................................................................. 16
5.2.3 Educational Programs and Activities .................................................................................... 19
5.2.4 Events and Festivals .............................................................................................................. 19
5.2.5 Facilities ................................................................................................................................. 21
5.2.6 Libraries .................................................................................................................................. 22
5.2.7 Museums ................................................................................................................................ 23
6 Issues and Opportunities .................................................................................................................................. 24
7 Recommendations ............................................................................................................................................ 25
7.1 Consider an Integrated Arts and Culture Element ............................................................................. 25
7.2 Implement the 2014 Master Arts and Culture Plan .......................................................................... 26
7.2.1 Grow Public Investment in Arts and Culture......................................................................... 26
7.2.2 Establish an Appropriately Staffed Arts and Culture Division ............................................. 27
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7.2.3 Establish Arts-Friendly City Policies ...................................................................................... 28
7.2.4 Develop a 21st Century Arts and Culture Communication Plan .......................................... 28
7.2.5 Develop a Multi-Faceted Approach to Arts and Culture Programming ............................... 28
7.2.6 Refine the City’s Public Art Policy ......................................................................................... 29
7.2.7 Develop New Accessible Creative Spaces ............................................................................ 29
7.2.8 Animate Existing City Parks, Beaches, and Other Public Spaces ....................................... 30
7.2.9 Establish Key Partnerships that Support Arts Education .................................................... 30
7.2.10 Include Aesthetic Considerations in City Processes ............................................................ 31
7.3 Increase Access to Arts and Cultural Programming .......................................................................... 31
7.4 Reinforce the Role the Arts Play in Economic Development ............................................................ 31
Appendix A ....................................................................................................................................................................... 33
EXHIBIT
Exhibit 1. Example of Newport Beach's Public Art StoryMap and VirtualTour. ............... Error! Bookmark not defined.
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Acronyms and Abbreviations
Acronym/Abbreviation Expanded Form
CIP Capital Improvement Program
FY fiscal year
NBMC Newport Beach Municipal Code
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INTENTIONALLY LEFT BLANK
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1 Executive Summary
Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and
involvement of the City and the community has resulted in a wide range of arts and cultural organizations,
resources, attractions, and activities that create a sense of community pride and enrichment. This report provides
a comprehensive analysis of the current state of Newport Beach’s arts- and culture-related offerings and a detailed
context on existing and planned City facilities, educational programming and activities, and events and festivals
that shape Newport Beach into the unique, coastal community that it is today. The document outlines the role and
importance of art and culture within Newport Beach and the processes the City follows to support and promote art
and culture in the community through the Newport Beach City Council Policy Manual, the Newport Beach Municipal
Code, and the Capital Improvement Program. Based on this overview, the report concludes with several
recommendations to consider in the updated Arts and Culture Element so the City can continue its existing support
and further uphold Newport Beach as a local and regional destination for arts and culture. The comprehensive
General Plan Update is an opportunity to build upon past efforts and explore new and innovative strategies that will
further cement the legacy and impact of arts and culture in Newport Beach.
The City has long acknowledged the importance of arts and culture and supports efforts that seek to further
enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic
footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened
this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing
the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it.
The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its
residents, workers, and visitors. The City’s arts and culture also significantly contributes to its greater economy, as
detailed in Appendix A: Arts and Cultural Element Economic Analysis. Opportunities to strengthen this foundation
exist by enhancing access to arts and cultural experiences and exploring new dimensions of artistic and cultural
offerings. Based off a thorough review of the City’s adopted General Plan elements, the existing regulatory
framework, and the wealth of available community arts, cultural, and literary assets today, prospective issues and
opportunities that should be considered in the City’s General Plan Update include the following:
Securing sustainable funding to secure longevity for arts and cultural programming;
Expanding partnerships to create synergies in arts and culture;
Bridging the gap between arts and culture and economic development to attract and retain a talented
workforce; and
Increasing educational opportunities around arts and culture to build on the strong sense of
community.
Recommendations range from short-term actions (implementable within two years) to long-term commitments
(actions that may take five or more years to implement) that, if implemented, would provide the City with
opportunities to strengthen its ability to provide arts- and culture-related activities and experiences. Many of these
recommendations are inspired from the goals and policies included in the City’s 2014 Master Arts and Culture Plan,
a document with provisions that remain largely relevant and applicable today. Opportunities exist to further
establish and support cultural, arts, and literary services within Newport Beach. Together, these recommendations
will help bolster a vibrant, sustainable, and culturally enriched future within Newport Beach.
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2 Introduction
The City of Newport Beach (City) is currently undertaking a General Plan Update. One of the central functions of the
General Plan is to present a vision for the City’s future and a strategy to make that vision a reality. It is necessary
to periodically reassess issues, evaluate how effectively the City is addressing them, and update goals and policies
accordingly as part of the General Plan update process.
The Arts and Cultural Element is currently one of four optional elements included in the City’s 2006 comprehensive
General Plan. This Arts and Cultural Element Existing Conditions and Background Analysis provides a review of
current conditions and identifies key issues and opportunities. Based on these findings, this report offers
recommendations on enhancing the City’s efforts to integrate arts seamlessly into the community, recognizing its
vital role in fostering community pride, enhancing civic health, and bolstering economic vitality. This report serves
as a foundational analysis for the General Plan Update, providing relevant context, key findings, and
recommendations from which policies will be developed. Policies of the General Plan Update will help ensure the
community’s future arts and cultural needs can be met, while maintaining all the arts and cultural resources
available today.
Arts and cultural activities play an important role in the social fabric of Newport Beach. The dedication and
involvement of the community has resulted in a wide range of art and cultural organizations, resources, attractions,
and activities that create a sense of community pride and enrichment. Since the City’s incorporation in 1906,
Newport Beach has continued to grow its presence and support of the arts. Among the notable art-related moments
in its history are the City’s establishment of the Newport Beach Arts Commission (Arts Commission) in 1974 and
the Newport Beach Arts Foundation in 1998 and most recently, in 2006, the adoption of the City’s first Arts and
Cultural Element as part of the 2006 General Plan. In addition to the adopted Arts and Cultural Element, in 2014,
the Master Arts and Culture Plan was prepared for the City, which provides an informative and detailed roadmap
for how the City can build off the accomplishments in place at the time the report was written and work toward
creating nationally renowned arts, cultural, and literary programs (comprised of the City’s programming, events,
and festivals) and community.
While the inclusion of an Arts and Cultural Element is not legally required under state or federal law, the City has
included it as an optional element in the 2006 General Plan This implies that arts and culture are an important
fixture for Newport Beach’s sense of pride and unique identity. The Arts and Cultural Element provides the overall
policy direction for the City’s role in supporting and promoting arts and provides a foundation for how local policy is
developed and implemented through local policies and the Newport Beach Municipal Code (NBMC).
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3 General Plan Review
The following section includes an overview of how the City envisions, plans for, and promotes culture and arts within
the 2006 General Plan. While the adopted Arts and Cultural Element is the primary hub for consideration of the
arts, other 2006 General Plan elements either directly or indirectly reference how arts and culture events are
accommodated, whether through providing adequate arts-based classes and programming for people of all ages,
encouraging special events at park facilities, or ensuring access to special events.
3.1 Adopted Arts and Cultural Element
The currently adopted Arts and Cultural Element, adopted in 2006, contains an overview of all the organizations,
resources, attractions, activities, and facilities that support and make up the community’s cultural and arts
program, each of which are a source of community pride and enrichment for the residents and visitors alike. The
adopted Arts and Cultural Element includes the following sections: Culture and Arts Organizations and Programs,
City of Newport Beach Arts Commission, Performing and Visual Art Facilities, Museums, Events and Festivals,
Libraries, and Goals and Policies. The intent of the adopted Arts and Cultural Element is to ensure that the City
meets its future needs to improve and expand the arts, cultural, and literary offerings and facilities through
coordination with various community groups, businesses, agencies, citizens, and the City to create an active,
cohesive, and enriching cultural and arts program.
The adopted Arts and Cultural Element goals include the following:
CA 1: Active and vital arts, cultural, and literary activities and programs that enrich the community.
CA 2: Adequate physical facilities and venues that support cultural, art, and literary programs.
CA 3: Establish a broad range of public and private funding sources to support cultural art goals and activities.
The 13 associated policies range from encouraging public art in both public and private developments to promoting
awareness of existing programs and activities related to art, exploring new and existing venues to support the arts
and literary programs, promoting cultural tourism, and seeking public and private funding sources to promote and
support the arts programs and events. The adopted Arts and Cultural Element does not include reference to the
preservation of cultural resources that have historical, archaeological, or cultural significance such as artifacts,
sites, buildings, and structures; these resources are currently discussed in the City’s Historical Resources Element
and Natural Resources Element primarily.
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3.2 Other Adopted Elements that Relate to Topics of
Arts and Culture
3.2.1 Adopted Land Use Element
The City’s adopted Land Use Element serves as the central organizing element for the 2006 General Plan and
includes goals and policies for the integration and coordination of all of the 2006 General Plan elements. The
adopted Land Use element provides guidance for the development pattern of Newport Beach; as it relates to the
arts, the element includes planning for parks and recreation, commercial and visitor serving uses, public facilities
(like public schools, libraries, and other community centers), and private institutions (like private schools, cultural
institutions, museums, and other comparable facilities), among other uses. The element provides a number of goals
and policies with varying focuses that generally touch upon support for accommodating uses that improve the
quality of life of residents, which could include new culture and arts facilities, and policies to accommodate
adequate community supporting uses, such as libraries, museums, and other community or recreation centers.
Relevant policies are listed below:
Policy LU 2.4: Economic Development: Accommodate uses that maintain or enhance Newport Beach’s
fiscal health and account for market demands, while maintaining and improving the quality of life for current
and future residents.
Policy LU 2.8: Adequate Infrastructure: Accommodate the types, densities, and mix of land uses that can
be adequately supported by transportation and utility infrastructure (water, sewer, storm drainage, energy,
and so on) and public services (schools, parks, libraries, seniors, youth, police, fire, and so on).
Policy LU 6.1.1: Adequate Community Supporting Uses: Accommodate schools, government administrative and
operational facilities, fire stations and police facilities, religious facilities, schools, cultural facilities, museums,
interpretative centers, and hospitals to serve the needs of Newport Beach’s residents and businesses.
Policy LU 6.1.2: Siting of New Development: Allow for the development of new public and institutional
facilities within the City provided that the use and development facilities are compatible with adjoining land
uses, environmentally suitable, and can be supported by transportation and utility infrastructure.
3.2.2 Adopted Historical Resources Element
First adopted in 2006 as part of the City’s comprehensive General Plan, the adopted Historical Resources Element
outlines the City’s commitment to recognizing, maintaining, and protecting Newport Beach’s historic, archeological,
and paleontological resources. The primary objective of the element is to preserve and maintain Newport Beach’s
resources in order to create an awareness and appreciation for its rich history. While the adopted Historical
Resources Element does not explicitly discuss arts, culture events and art present a unique opportunity to raise
awareness and appreciation of Newport Beach’s history. This connection between history and culture is reflected
in various ways, including the Newport Harbor Nautical Museum, which displays local photographs, artifacts, and
memorabilia related to the rich industrial and recreational history of Newport Beach.
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3.2.3 Adopted Recreation Element
The adopted Recreation Element ensures the provision of sufficient parks and recreation facilities for the residential
and business population of Newport Beach. The element includes descriptions of each park type and marine
recreation facility, existing issues and needs, and associated goals and policies. As it relates to the adopted Arts
and Cultural Element, the adopted Recreation Element provides planning for the City’s recreational and education
programming. The City currently offers a wide variety of arts-based programming through the Department of
Recreation & Senior Services. Additionally, the City’s many parks serve as integral outdoor assets for many existing
and future temporary events (either private or City-partnered/sponsored) such as film production, surfing contests,
volleyball tournaments, runs, races, concerts, boat shows, and other such competitions, and exhibitions. These
temporary events and the locations that support them help define Newport Beach’s unique coastal identity. Policies
also are included regarding the joint use of facilities, which could include space for art exhibits, performances, or
other arts and cultural events. The following goal and policies are related to the adopted Arts and Cultural Element.
Goal R 4: Provision of Recreation Programs: Provision of a variety of seasonal and year-round
recreational programs designed to meet the needs of all residents, including children, seniors, and
persons with special needs.
Policy R 4.3: Variety of Programs: Provide a variety of quality programs offered in safe and secure
environments for the community’s youth that enhance and extend the learning day, promote health and
wellness, encourage expansion of skills, and reinforce self-esteem, good character, and positive behavior.
Policy R 4.5: Variety of Adult Recreational Programs: Provide a variety of quality enrichment and recreational
programs for the adult population that promote health and wellness; development and/or enhancement of
skills and talents; extend learning opportunities; promote sportsmanship; and provide unique opportunities
to engage in new activities.
Policy R 4.7: Senior Programs: Provide quality services and programs which meet social, recreational and
health needs of the senior population.
Policy R 5.1: Non-City Facilities and Open Space: Utilize non-City recreational facilities and open space (e.g.,
Newport-Mesa Unified School District, county, and state facilities) to supplement the park and recreational
needs of the community. Maintain the use of existing shared facilities, and expand the use of non-city
facilities/amenities where desirable and feasible.
Policy R 5.2: School Districts: Expand and maintain existing joint use agreements with Newport-Mesa
Unified School District for use of facilities that will enhance the provision of parks and recreational facilities
for residents.
Policy R 5.3: New Joint-Use Agreements: Develop additional long-term, joint-use agreements with other
public and private agencies to assure recreation facilities for future generations.
Policy R 9.6: Special Events: Require that impacts to public access, recreation, and coastal resources be
minimized as a result from special events.
3.2.4 Adopted Circulation Element
The adopted Circulation Element, updated in 2022 (not included as part of the comprehensive General Plan Update
process), provides a holistic overview of the regional and local transportation facilities, transportation trends, and
associated goals and policies. Among other topics, the element discusses how events, such as those events
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sponsored by or in partnership with the City, may require additional coordination, preparation, and planning to head
off community traffic impacts.
Seeing as many of the arts and cultural events draw large crowds, policies that discuss alternative transportation
and parking practices may correlate to the City’s sponsored or partnered events. The following goal and policies
relate to arts and cultural facilities, events, and programs:
Goal CE 1.2: Reduced summertime visitor traffic impacts.
Policy CE 1.2.2: Shuttle Service: Encourage remote visitor parking and shuttle services.
Policy CE 4.1.3: Seasonal Public Transit: Coordinate with OCTA to provide seasonal, recreational, and
special events shuttles.
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4 Regulatory Review
While the inclusion of an Arts and Cultural Element is not required by any federal or state law, nor are arts and
culture required to be analyzed as part of the seven mandated elements of a general plan, California Government
Code Section 65303 provides jurisdictions the opportunity to include any other elements that relate to the physical
development of that jurisdiction. The following sections outline the applicable local and state regulations that guide
the planning and operational support for arts and culture within Newport Beach.
4.1 State Regulations
The existing Arts and Cultural Element includes public facilities, such as the City’s libraries and community centers,
as public assets that provide community-based arts, cultural, and literary enrichment opportunities. Under state
law, California Government Code Section 65302(a) requires a city to address a jurisdiction’s proposed general
distribution, location, and extent of uses for public buildings and grounds, which include community centers and
libraries. The City’s adopted Land Use Element addresses this requirement through adopted Land Use Goal 2 (Policy
LU 2.8: Adequate Infrastructure) and Land Use Goal 6.1 (Policy LU 6.1.1: Adequate Community Supporting Uses
and Policy 6.1.2: Siting of New Development).
4.2 Local Regulations
The City regulates arts and culture activities through the Newport Beach City Council Policy Manual and the NBMC.
The City’s local policies outline the role and importance of art and culture within Newport Beach and the process
the City follows to support and promote art and culture in the community. The NBMC provides a comprehensive
guide for how the City operates, regulates, and supports the cultural and arts industries and the City’s unique
cultural identity.
4.2.1 Newport Beach City Council Policy Manual
Art in Public Places (I-9)
Originally adopted in 1986 and amended in August 2017, Policy I-9 recognizes the positive impact art plays in
enhancing public spaces. The policy establishes the City’s intention to incorporate art and artists in the City planning
and design processes. The City’s Arts Commission is provided review authority for any future modifications,
relocation, repairs, and/or replacement associated with art in public places.1
Financial Support for Culture and Arts (I-10)
As amended in August 2017, Policy I-10 recognizes the importance of promoting culture and the arts within Newport
Beach and establishes a Reserve Fund to develop an arts and culture master plan, acquire land and/or construct
facilities to promote art, and institute other art promotion projects. As approved by the City Council, $55,000 each
1 City of Newport Beach. 2017a. “Art in Public Places (I-9).” In Newport Beach City Council Policy Manual. Last amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2445
/636385635248500000.
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year shall be provided with the assumption that the community will match the funds equally through contributions
or donations. The policy also provides guidance on financially sponsoring art and cultural events, stating that no
amount of support shall exceed 50% of the Arts Commissions’ annual budget, and provides a number of priority
considerations for granting support.2
Acquisition of Art by the City of Newport Beach (I-11)
As amended in May 2015, Policy I-11 supports art placed in public sites or in public buildings. The policy establishes
that each conveyance of art to the City, be it through donation, exhibition, loan, sale, or commission, be reviewed
by the Arts Commission for recommendation to the City Council.3
4.2.2 City of Newport Beach’s Municipal Code
The City supports arts and culture, directly and indirectly, within the NBMC. The following uses and activities relate
specifically to supporting culture and arts:
Handicraft Industry
Defined in Chapter 20.70 (Definitions), the handicraft industry includes establishments engaged in on-site
production of goods by hand involving the use of hand tools and small-scale equipment and the incidental direct
sale to consumers. Examples of these products include, but are not limited to, candles, ceramics, mosaics, sporting
and athletic goods, and wood carving. The handicraft industry is permitted by right in the Office-Airport (OA) zoning
district, all commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM, CN, CV, CV-
LV), all mixed use zoning district identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V,
MU-MM, MU-DW, MU-CV/15th St), and the industrial (IG) zoning district identified in Chapter 20.24 (Industrial
Zoning District). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking
requirement is 1 parking space per 1,000 square feet. As defined in Chapter 20.40.040 (Off-Street Parking Spaces
Required), the off-street parking requirement is 1 parking space per 500 square feet.
Artist’s Studio
Defined in Chapter 20.70 (Definitions), an artist’s studio is a workspace for artists and artisans, including
individuals practicing one of the fine arts or skilled in an applied arts or craft and producing custom-made works;
an artist’s studio does not include the handicraft industry. Artist’s studios are permitted by right in all mixed use
zoning districts identified in Chapter 20.22 (Mixed Use Zoning Districts) (MU-W1, MU-W2, MU-V, MU-MM, MU-DW,
MU-CV/15th St) and commercial retail zoning districts identified in Chapter 20.20 (OA, OG, OM, OR, CC, CG, CM,
CN, CV, CV-LV). As defined in Section 20.40.040 (Off-Street Parking Spaces Required), the off-street parking
requirement is 1 parking space per 1,000 square feet.
2 City of Newport Beach. 2017b. “Financial Support for Culture and Arts (I-10).” In Newport Beach City Council Policy Manual. Last
amended August 8, 2017. Accessed October 4, 2023. https://www.newportbeachca.gov/home/showpublisheddocument/2444
/636385636959430000.
3 City of Newport Beach. 2015. “Acquisition of Art by the City of Newport Beach (I-11). In Newport Beach City Council Policy Manual. Last Amended May 12, 2015. Accessed October 4, 2023. https://www.newportbeachca.gov/home
/showpublisheddocument/20998/635745358839670000.
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Section 5.04.100 (Exemption for Artists and Art Exhibits) also discusses how artists and art exhibits are exempt
from acquiring a business license if their exhibition or art display does not result in annual gross receipts in excess
of $3,800, as adjusted by the Consumer Price Index.
Live/Work Units
Chapter 21.70 (Definitions) defines live/work units as structures or spaces within structures that are used jointly
for commercial and residential purposes. Live/work units are permitted by right in the following zoning districts:
MU-V (Mixed-Use Vertical), MU-MM (Mixed-Use Mariners’ Mile), MU-DW (Mixed-Use Dover/Westcliff), and MU-
CV/15th St (Mixed-Use Cannery Village and 15th Street) with limitations. As defined in Section 20.40.040 (Off-
Street Parking Spaces Required), the off-street parking requirement is two parking spaces per unit in a garage, plus
two spaces for guest/customer parking. While live/work units are not specifically called out in the MU-W1 (Mixed-
Use Water) and MU-W2 (Mixed-Use Water) districts, residential units are allowed over commercial units, with the
handicraft industry as a permitted use in both zones.
Special Events
Seeing as the City hosts many large special events benefitting and supporting arts and culture within the community,
special events and how they are permitted directly impact the City’s arts and culture program. Chapter 11.03 (Special
Events) outlines the permitting process for special events, including the applicability, type of permit, standards and
requirements, and permit review procedures needed to host a special event. Section 11.03.060.E (Review Process)
outlines steps the City may take to review an application, which could include additional department review, public notice
of the proposed event to property owners, and/or additional conditions of approval prior to permit issuance. Among other
exempt activities, events held or conducted by or on behalf of the City, a public school, or the state conducted on property
owned or leased by such entity are exempt from the permitting provisions.
4.2.3 2014 Master Arts and Culture Plan
In 2014, the City partnered with Arts Orange County (also known as Arts OC) to prepare a Master Arts and Culture
Plan. The document serves as a valuable roadmap for future planning for the City’s arts and cultural programs, in
addition to the larger network of arts organizations and programs. The 2014 Master Arts and Culture Plan looks at
existing City policies related to the arts, inventories existing community assets, outlines the role arts play within the
City and regional economies, and includes 10 recommendations to strengthen the City’s commitment to a
comprehensive and robust arts and cultural landscape. Though the report was produced nearly 10 years ago, the
following recommendations are generally still applicable:
Grow public investment in arts and culture
Establish an appropriately-staffed division of arts and culture
Establish arts-friendly city policies
Develop a 21st century arts and culture communication plan
Develop a multi-faceted approach to arts and culture programming
Refine the City’s public art policy
Develop new accessible creative spaces
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Animate existing City parks, beaches, and other public spaces with unique programming, signature events,
and neighborhood festivals.
Establish key partnerships that support arts education
Include aesthetic considerations in City processes that review and approve public and private development of
the built environment
Additionally, the document includes valuable resources such as short- and mid-term action steps for consideration
and access to public survey and public forum/stakeholder interview data, among other information sources.
4.2.4 City of Newport Beach Capital Improvement Program
The City’s CIP serves as a living roadmap for the provision of public improvements, special projects, and ongoing
maintenance programs, as well as implementation of the City’s master plans.4 The fiscal years (FYs) 2023–2024
through 2028–2029 Capital Improvement Program (CIP) was adopted by the Newport Beach City Council on June
13, 2023. While the CIP addresses a number of capital improvement projects that will enhance the community’s
quality of life, the following projects were identified as being related to the City’s arts, cultural, and literary offerings:
Balboa Library/Fire Station No. 1 Replacement (Project No. 23F12): This project involves the design and
construction of a new facility to replace the Balboa Branch Library and Fire Station No. 1, both located at 110 East
Balboa Boulevard. The existing structures, which have been in service for nearly 60 years, have exceeded their
useful service lives. To maximize the available space and to take advantage of common public areas, the two
buildings will be replaced within a single new facility. In FY 2023–2024, an architect and other professionals will
provide preliminary concepts and final design for replacing the facilities at their current location. A total of $6.7
million is allocated for this project within the CIP period.
Central Library Lecture Hall (Project No. 19F11): This project provides funding for the design, construction, and
construction management of a new lecture hall at the Central Library. Based on the growing success of numerous
programs and community events, the Library Foundation and Library Services have collaborated on the
development of a separate lecture hall. Just over $11.6 million is allocated for this project within the CIP period for
a total project cost of $13 million (including prior year expenses).
Facilities Maintenance Master Plan Program (Project No. 24F02): This project prioritizes repairs and/or major
maintenance of City facilities based on factors that include current conditions and age of facilities. According to the
CIP, this FY’s project list includes planned work at community centers, libraries, and Marina Park, among other
facilities. A total of $17.475 million is allocated for this project within the CIP period.
Balboa Peninsula Summer Trolley (Project No. 19T13): This project continues operational funding for the Balboa
Peninsula Summer Trolley, a free shuttle service traveling from Newport Boulevard to Balboa Village and back.
The City contracts with a private operator to provide 20-passenger shuttles for this service. A total of $497,500 is
allocated for this project over the CIP period, for a total of $1.463 million (including prior year expenses).
4 City of Newport Beach. 2023a. Fiscal Year 2023-24 Through 2028-29 Capital Improvement Program. June 2023. Accessed on
October 24, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2913482&dbid=0&repo=CNB&cr=1.
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5 Existing Conditions
5.1 Regional Context
The public art offerings unique to Newport Beach are part of a much greater creative tapestry that extends across
the region. Located in nearby Costa Mesa, the Segerstrom Center for the Arts is Orange County’s largest non-profit
arts organization. This regional cultural institution is renowned for its world-class performing arts venues for dance,
music, and theater, including the Renée and Henry Segerstrom Concert Hall and the Judy Morr Theater. The center
bolstered its offerings in 2022, when the Orange County Museum of Art and South Coast Repertory moved into their
new campus.
Educational institutions are also significant contributors to the region’s arts and cultural scene. The Laguna College
of Art and Design in Laguna Beach offers a series of community education courses that include figure drawing
workshops and painting classes. Community members may also access the school’s Dennis and Leslie Power
Library during open hours. The University of California, Irvine, Claire Trevor School of the Arts hosts public
productions by students enrolled in one of the school’s four departments: art, dance, drama, and music. Other
cultural institutions located within 10 miles of Newport Beach include the Bowers Museum in Santa Ana, the Laguna
Art Museum in Laguna Beach, and the Irvine Barclay Theatre located on the University of California, Irvine, campus.
5.2 Local Context
Artistic and cultural endeavors and traditions have played an important role in shaping community life, values, and
the overall culture and economy of Newport Beach. A pioneer of arts and culture in the region, Newport Beach
served as the original site of the Orange County Museum of Art (then the Balboa Pavilion Gallery) and the South
Coast Repertory, before they moved to their new home at the Segerstrom Center for the Arts in Costa Mesa in 2022.
Although these facilities are no longer located in Newport Beach, Newport Beach residents continue to embrace
arts and culture through newly adopted traditions and facilities that are at the core of the community.
The City has long acknowledged the importance of arts and culture and supported efforts that seek to further
enhance the beauty and elegance of its communities. To demonstrate its commitment to expanding its artistic
footprint, the City included an Arts and Cultural Element in the 2006 General Plan. In 2014, the City strengthened
this commitment by releasing the Newport Beach Master Arts and Culture Plan, a structured framework detailing
the community’s vision for cultural and arts programs, including the goals and actions necessary to implement it.5
The comprehensive General Plan Update is an opportunity to build upon past efforts and explore new and innovative
strategies that will further cement the legacy and impact of arts and culture in Newport Beach.
5 City of Newport Beach. 2014a. Newport Beach Master Arts and Culture Plan. Prepared by Arts Orange County. November 25, 2014. Accessed September 25, 2023. https://artsoc.org/wp-content/uploads/2021/03/NB_Master_Arts
_and_Culture_Plan_2014.pdf.
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5.2.1 Cultural Arts Funding and Staffing
The City allocates funding for the arts via the City’s Library Department in the annual budget. A significant portion
of library funding is reserved for administrative operations and management of each branch, including staffing
costs; arts and cultural programming receives a significantly smaller portion of budget. In the City’s adopted budget
for FY 2023–2024, the Library Department received $10,259,001 in total funding and allocated $254,388, or
roughly 2.5%, of that funding to the Cultural Arts division. The City’s adopted FY 2023–2024 budget includes
contracted professional services equal to $22,300. The budget also outlines $60,500 for arts-related
programming, which is operated through the Department of Recreation and Senior Services budget, and $135,000
for the Sculpture Garden.6
Additional funding for the promotion of arts and culture citywide is provided by the City Council through the Reserve
Fund for Culture and Arts. Funding is mandated by City Council Policy I-10, Financial Support for Culture and Arts,
which requires an annual contribution of $55,000 to the fund. Per Newport Beach policy, all expenditures from the
reserve fund should be matched by the community as individual contributions and donations. The Newport Beach
Arts Foundation, initially established to fundraise money in support of the City’s public art program, has contributed
to the City’s arts and cultural programs since 2012.
Eligible activities covered by the fund must be approved by the City Council and may include the development of a
Master Arts and Culture Plan, the acquisition of land and/or construction of artistic and cultural facilities, and the
promotion of arts and cultural projects. In FY 2022–2023, the Arts Commission provided $30,000 in funding to
several organizations providing cultural and arts grants to the community. Selected organizations include the
Balboa Island Improvement Association, which received $3,000 to support the Balboa Island Classical Concert
Series, and the Laguna Playhouse, which received $5,000 to support the Our Stories program, a series of theatrical
and fine art workshops for students and individuals in youth shelters in the Newport-Mesa Unified School District.
Additionally, as of 2022, the Arts Commission initiated a new youth program, the Student Art Exhibition, which
provided $525 in funding to students in grades pre-K through 12th.
Members of the General Plan Advisory Committee (GPAC) have conveyed a need for increased funding and access
to facilities to support the arts in Newport Beach. Potential revenue streams could include private contributions
from the community, which would require raised awareness of the arts in Newport Beach and increased funds
through City sources such as grant funding, which would require staff resources to track and pursue grants. Efforts
to reduce costs for the arts could involve fee waivers for the use of City facilities for art events and sharing of
equipment. Strategies to financially support the arts should be supported through policies of the updated General
Plan.
5.2.2 Partners
In addition to the Arts Commission and its supporting non-profit organization, Newport Beach Arts Foundation, the
City maintains a rich network of private non-profit arts organizations, artists, and other commercial businesses and
facilities that facilitate access to the arts. There is a need to further build upon and foster partnerships to enhance
arts in Newport Beach. Below is an overview of the City’s key partners related to arts and culture. A more
6 City of Newport Beach. 2023b. Annual Budget Fiscal Year 2023–2024. Last modified August 30, 2023. Accessed September
25, 2023. https://ecms.newportbeachca.gov/WEB/DocView.aspx?id=2912988&dbid=0&repo=CNB.
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comprehensive listing of all private businesses, galleries, artists, and other arts and cultural supportive institutions
is presented in the 2014 Master Arts and Culture Plan, however some of this information may be outdated.
City of Newport Beach Departments
Both the Library Services and Recreation and Senior Services Departments directly contribute to the success of the
arts, literary, and cultural offerings of the City. The Library Services Department provides the primary staffing for the
Library and Cultural Arts divisions, helps integrate public art at the various library branches, and hosts lectures,
workshops, cultural events, among other activities. The Recreation and Senior Services Department helps facilitate
the arts-related programming and coordinate the various events held at parks and community centers.
City of Newport Beach Arts Commission
The City supports initiatives that aim to expand the reach of arts and culture citywide, many of which are supported
by several arts-affiliated organizations. As an affiliate of the Newport Beach City Council, the Arts Commission
directly advises the City Council on all matter related to arts and culture and thus shapes much of the artistic
landscape of Newport Beach.
Established in 1974, the Arts Commission helps raise citywide awareness of the arts through advocacy of relevant
programs and acts as the City Council’s advisory body for all artistic matters. Commissioners are appointed by the
City Council and may serve up to two consecutive 4-year terms. The Arts Commission advises the City Council on
design elements, such as paintings, statues, and decorations, for City property and provides recommendations on
policy related to the artistic aspects of the community. The Arts Commission may also approve and initiate activities
in Newport Beach including but not limited to visual arts, music, theater and dance, and literary arts.
The Arts Commission also maintains a working relationship with the City’s Library Services Department, specifically
through support of the Newport Beach Public Library’s Cultural Arts Division. The Arts Commission staff liaison is
the library services director, in addition to a cultural arts assistant staff member.
Newport Beach Arts Foundation
Founded in 1998, the Newport Beach Arts Foundation is a non-profit organization and the fundraising arm of the
Arts Commission. Events like the Art in the Park show and the Juried Art Exhibition that are closely affiliated with
the Arts Commission are supported by the Newport Beach Arts Foundation. By partnering with local artists and
businesses, the Newport Beach Arts Foundation supports the City’s cultural and arts community and helps provide
support the conveyance of public art within the Newport Beach Sculpture Exhibit.
Board of Library Trustees
The Board of Library Trustees are appointed by the Newport Beach City Council to make policy and oversee the
administration of the Newport Beach Public Library system. The Board of Library Trustees considers the annual
budget for library services and provides recommendations to City Council and the City Manager, as needed.
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Newport Beach Public Library Foundation
Closely affiliated with the Newport Beach Public Library, the Newport Beach Public Library Foundation is a joint
public-private partnership with the City that provides additional funding and support to the library. The organization
was instrumental in the funding and development of a new Central Library that opened in July 1994 and has since
continued to provide sponsorship of literary and cultural programs citywide. Programs curated by the foundation
include book discussion groups, a creative writing contest for teens, and the Witte Lectures, a series of lectures
that invite authors of critically acclaimed books to discuss contemporary issues such as racial disparities and
climate change with the audience, among other programs.
Friends of the Library
The Friends of the Library was begun in 1957 by a dedicated group of volunteers. The mission of the Friends of the
Library is to donate all revenue to the library to fund various needs and projects. The group operates a used
bookstore out of the Central Library. The group also sells books of special value via Amazon or an auction house
where proceeds filter to the group. Additionally, the group has partnered with Ralphs, a chain grocery store, where
shoppers can link their Ralphs Rewards card to the Friends of the Library to participate in Ralphs Community
Contribution Program that provides funding to a participating organization. The Friends of the Library also hosts
triannual book sales.
Newport Beach Sister City Association
The Newport Beach Sister City Association is a non-profit, volunteer organization with the goal to promote
international communication, understanding, education, and friendship between the people of Newport Beach and
the people of foreign cities. These principles are put into action through facilitating cultural exchanges, fostering
business collaborations, encouraging student and teacher exchanges, providing student scholarships, hosting
families, and conducting fundraising initiatives. The City holds sister city affiliations with Okazaki, Japan; Antibes,
France; and Ensenada, BC, Mexico. However, there are few updates regarding recent efforts by the Sister City
Association, which presents opportunities to better foster this relationship through policies of the updated General
Plan.
Key Partner Organizations
In addition to the Arts Commission, the other two organizations listed as key partners in the 2014 Master Arts and
Culture Plan include the Newport Beach Public Library and Visit Newport Beach, the City’s tourism information
center. Other partners include the Newport-Mesa Unified School District, whose partnership with the City allows for
public use of the facilities at Corona Del Mar Middle and High School, including those housed within the school’s
performing arts center. Arts Orange County, the county’s official arts agency and a non-profit arts council, has
emerged as a major partner in recent years, serving as a primary collaborator on the 2014 Master Arts and Culture
Plan and curator of the selection of sculptures at the Newport Beach Civic Center Park. The 2014 Master Arts and
Culture Plan also identified potential regional partners such as the Claire Trevor School for the Arts at the University
of California, Irvine, and the Segerstrom Center for the Arts.
Other key partnership opportunities exist and should be pursued with organizations such as the University of
California Irvine and, the Costa Mesa Newport Mesa Unified School District. School districts in Newport Beach can
play an important role in the arts to help support youth programming through the use of facilities and can be
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recipients of essential arts funding. Efforts to support youth arts should consider neighborhoods across the City to
ensure that all children have access to arts programs. Additional partnership opportunities should be pursued and
this should be supported by policies in the updated General Plan.
5.2.3 Educational Programs and Activities
Throughout the year, the Cultural Arts division supports a variety of special lecture programs, discussion groups,
and workshops on varying topics (see Section 4.2.6, Libraries, for a more detailed account). Additionally, the City’s
Department of Recreation and Senior Services offers classes in all art disciplines year-round for all ages and
abilities. Fee-based class offerings range from drawing and painting to theatre, dancing, and creative writing.
Classes are outlined in the Newport Navigator, an online and in-print seasonal reference guide. Classes are offered
in-person and online. City-sponsored programming takes place at the Civic Center, OASIS Senior Center, and the
Newport Coast Community Center, among other facilities and locations.
In addition to the programming provided directly by the City, Newport Beach’s public and private schools host a
number of educational offerings such as at Newport Harbor High School and Corona Del Mar Middle and High
School, as well as Sage Hill School and Pacifica Christian High School. Schools typically offer classes in dance,
theatre, studio art, music, and more. The Performing Arts Academy at Newport Harbor High School is comprised of
several departments: theatre arts, vocal music, instrumental music, and dance. Students of these programs learn
and perform at the school’s Norman R. Loats Performing Arts Center, a state-of-the-art facility that contains a dance
studio, music room and studio, a piano lab, the Black Box Theater, and the Robert B. Wentz Theater.
The Performing and Multimedia Arts Academy at Corona Del Mar Middle and High School offers structured pathways
designed to help students specialize in multiple arts areas including dance, musical theatre, visual and media arts,
and vocal music. Students can hone their skills by participating in one of the school’s organizations like the
Backstage and Performing Artists Company or the Orchesis Dance Company. Productions and performances of
these groups typically take place at the Corona Del Mar High School Performing Arts Center, which may be rented
out to the community for public use.
While there are a variety of educational programs and activities related to arts and culture, there is opportunity to
further build upon awareness of events in Newport Beach. Increased awareness of arts and culture in Newport
Beach can help to create a strong sense of community, connection, and understanding. Marketing in the form of
social media as well as more traditional methods can help reach a variety of demographic groups to bring the
community together for the arts and this can be supported through policies of the updated General Plan.
5.2.4 Events and Festivals
Arts and cultural activities are hosted throughout the year and include art exhibits at the Newport Beach Central
Library, Sunday Musicales, the annual Newport Beach Art Exhibition, and Summer Concerts on the Green, a summer
concert series presented by the City’s Arts Commission. These events are free and open to the public, facilitating
open access to arts and culture.
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Sunday Musicales, Summer Concerts on the Green, and Movies in the Park
The Sunday Musicale program is a free program presented by the Newport Beach Public Library that showcases
performers of classical and instrumental music. Events within the program take place at the Central Library for 1
hour on select Sundays throughout the year. A similar program, Summer Concerts on the Green, is presented by
the City’s Arts Commission and hosts non-classical musical performers and acts. Unlike the Sunday Musicale
program, this event takes place outdoors on the Newport Beach Civic Center Green and, on occasion, other venues
such as Marina Park. The Department of Recreation and Senior Services also holds Movies in the Park, a series of
free movie offerings located at different parks throughout the community.
Newport Beach Art Exhibition
The Newport Beach Civic Center also serves as the venue for the Newport Beach Art Exhibition, an annual event and
juried art exhibition that provides artists with an opportunity to showcase and sell original work to the public. Due to
the juried nature of the event, artists may also compete for awards in categories for paintings, drawings, three-
dimensional art, and photographs. The event also supports the Newport Beach Arts Foundation, with 20% of each
sale made at the event donated to the organization, which operates as the fundraising arm of the Arts Commission.
Student Art Exhibition
In 2022, the Arts Commission initiated a new youth program known as the Student Art Exhibition. Through this
program, students in grades pre-K through 12th are encouraged to submit their two-dimensional original artwork
in the following mediums: painting (acrylic, oil, watercolor), drawing (ink, pencil, charcoal, pastel, markers, crayons),
or collage. In 2022, a total of nine winners (and three honorable mentions) were awarded a total of $525 collectively
through three categories (Pre-K–3rd grade, 4th–7th grade, and 8th–12th grade).
Art in the Park
Similar to the Newport Beach Art Exhibition, Art in the Park, an annual public art exhibition sponsored by the Newport
Beach Arts Foundation, features paintings, ceramics, textiles, glass, wood, and jewelry works, among other
mediums, that can be purchased by attendees. The event typically takes place at the Civic Center and includes over
100 artists, art activities for children, food, and music.
Other Non-City-Sponsored Arts Events
Contributing to the larger arts scene, there are many other non-City-sponsored annual events. Such events can be
supported by the updated General Plan through policies that support advertising, education, and the use of City facilities,
where appropriate. These events include, but are not limited to, the following:
Annual Lighting of the Bay
Annual Newport Beach Sandcastle Contest
Balboa Island Artwalk
Balboa Island Parade
Baroque Music Festival
The Decorative Arts Society Lecture Series
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Fall Faire and Artisan Marketplace at the Environmental Nature Center
Fashon Island’s Holiday Tree Lighting
Hyatt Regency Newport Beach Jazz Festival
Hyatt Regency Summer Concert Series
Imagination Celebration
Lunar New Year Celebration at Fashion Island
Newport Beach Classical Car and Truck Festival
Newport Beach Film Festival
Newport Boat Parade
Newport Dunes Movies on the Beach and Tunes at the Dunes
Taste of Balboa
Watercolor West International Juried Exhibition at the Art Gallery at Coastline College
Wooden Boat Festival
5.2.5 Facilities
The City owns and operates an array of different facilities, both indoors and outdoors, to support the multitude of
arts and cultural offerings throughout Newport Beach. From the beaches, wharves, parks, and piers to the City’s
four libraries, conference rooms, and community centers (including the OASIS Senior Center), the City provides
opportunities for classes, events, and other arts- and culture-related programming. The City also features art at
some of its facilities, however, there is opportunity for the City to expand the locations of rotating art shows to
ensure that art is being showcased at a variety of facilities that are accessible to populations across the City. Once
owned by the City but sold in 2016, the Balboa Theater is currently being renovated as a performing arts and special
event theater that will seat around 325 people. Once complete, the new theater will provide a space for live musical
performances, theatrical and film presentations, and private corporate events, community events, and private
celebrations.
Approved by the City Council in 2013, the Sculpture Exhibition in the Newport Beach Civic Center Park is a free
public space that features a rotating selection of public art selected by the Arts Commission. The exhibition, also
referred to as a “museum without walls” is comprised of pieces from artists throughout the country; the pieces are
typically on display for 2 years before being returned to the artists and replaced by a new phase, or set, of sculptures.
Members of the GPAC have noted that in some instances artists have offered to donate their sculptures to the City,
however, the City has not been able to accept the art due to the lack of resources needed to maintain the art long-
term.
In recent years, Arts Orange County, the county’s official local arts agency, has assisted with the exhibit’s curation.
The Central Library and City Hall also include space for rotating art exhibitions. In addition to the Sculpture
Exhibition, public art can be found on display throughout Newport Beach in locations such as Castaways Park,
Balboa Island, and the Environmental Nature Center. The City created and hosts an interactive storymap online
with locations, pictures, and descriptions of the art pieces for users to navigate.
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Other Facilities
Arts and cultural institutions such as the Newport Theatre Arts Center, a local community theatre with a constant
rotation of shows and events, and the Balboa Island Museum, a facility dedicated to preserving the history and
culture of the island, provide individuals with access to information and resources that are unique to Newport Beach
and the region. As discussed in Section 4.2.3, Educational Programs and Activities, schools also serve as a valuable
resource for performing arts spaces and present opportunities for shared use of parks, theaters, and other facilities
that should be supported through the policies of the updated General Plan. Local businesses such as the Gong Art
Gallery and the Huse Skelly Gallery contribute to the local tapestry of arts and culture in Newport Beach. Both
facilities host exhibitions featuring pieces by local and guest artists, and the Huse Skelly Gallery offers fee-based
in-person and online workshops and classes for individuals to learn and refine their skills.
While there are existing facilities in the City, as further supported by Appendix A, smaller event venues have not
bounced back from the drop in post-pandemic sales in the same way that larger venues have. Further, members of
the GPAC have expressed a need for a large facility, seating approximately 1,200 people, to better support the arts.
There are plans to improve upon the existing Theater Arts Center, but GPAC members noted that a better use of
funds could be to invest in a larger event venue. The updated General Plan can incorporate policies to support the
community’s desire for a larger event venue to highlight the importance of the arts in Newport Beach and to attract
larger events that can be enjoyed by all.
5.2.6 Libraries
Libraries in Newport Beach offer much more to the community than books; they act as places where residents
gather, exchange ideas, socialize, and escape summer heat. The Newport Beach Central Library is considered by
many to be the heart of the community. Given its proximity to City Hall, the Newport Beach Central Library is
indicative of the community’s engaged role in City functions. The Central Library is bustling on any given day and
attracts residents for public events, offering opportunity for residents to feel connected to their local government.
The Newport Beach Public Library system is comprised of a Central Library and three additional branches including
the Balboa branch, the Corona del Mar branch, and the Crean Mariners branch. The Crean Mariners branch shares
the facility with the Mariners Elementary School, which has exclusive access to the children’s library during school
hours. As the host to a robust and extensive array of public offerings (including literacy services and tutoring; an
accredited high school diploma and career certificates programs [Career Online High School]; children, teens, and
adult services; events; lectures; and workshops), the library system plays a major role in shaping Newport Beach’s
cultural identity. As a social, educational, and cultural hub for Newport Beach, the library system provides
opportunities for community members to gather, while opening up new ways for people to explore new interests
and topics, further enriching their lives.
In addition to the branch locations listed above, drop off and pick up services are provided at three other locations:
the Newport Coast Community Center, the OASIS Senior Center, and the Marina Park Community and Sailing Center.
The system’s facility network serves many of Newport Beach’s residential and commercial areas, facilitating access
to library services. The four libraries provide access to both in-print and digital books and media. In addition to
accessing items like desktop and laptops, the City also provides access to check out “Tech Toys” such as GoPro
cameras, media converters, tablets, external hard drives, digital instruments and recording devices, and gaming
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devices. As of FY 2021–2022, the four libraries served 118,379 active borrowers and circulated 1,195,178
materials and 772,496 electronic materials.7
Civic Facilities
In addition to providing a wide range of services at four dedicated branch locations and limited services at three
community centers, the Newport Beach Public Library also operates as a major public arts and culture institution
to promote lifelong learning in Newport Beach. The Cultural Arts Division of the library promotes citywide arts and
cultural events and programming throughout the year. Many of the programs previously mentioned in this report
are hosted at library facilities such as the Newport Beach Central Library, where artists have the opportunity to
showcase their work in temporary exhibitions.
Sherman Library and Gardens
Though not City-owned and operated, the Sherman Library and Gardens is a historical research library containing
multiple collections of books, photographs, maps, and newspapers specializing in the history of the Pacific
Southwest. The library’s art collection features paintings by local artists and notable artists such as William Wendt.
The botanical garden includes over 100 species of palms, an orchid collection, sculptures, and a koi pond; it also
serves as the backdrop for performances, festivals, and other art displays.
5.2.7 Museums
Balboa Island Museum
Over the last decade, Newport Beach has experienced the closure and relocation of two museums, including the
closure of the Newport Sports Collection Museum in 2014 and the relocation of the Orange County Museum of Art
in 2022. However, Newport Beach is home to several other facilities including one active museum—the Balboa
Island Museum—which was established in 2018. Located on Balboa Island, the museum was founded to document,
preserve, and promote the history and culture of the island, Newport Beach, and Orange County. The museum is
located within a historic building on the island’s Main Street.
Sherman Library and Gardens
Additionally, as discussed earlier in Section 4.2.6, the Sherman Library and Gardens includes archival collections
covering a wide range of subject matter, generally relating to the 19th and 20th century history of the Pacific Southwest.
7 Newport Beach Public Library. 2023. “Facts & Figures.” Accessed October 24, 2023. https://www.newportbeachlibrary.org /about/news-and-press/facts-and-stats#:~:text=Current%20Library%20Budget%3A%20%249%2C898%2C816
%20Service,Population%3A%2083%2C727%20Active%20Borrowers%3A%20118%2C379.
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6 Issues and Opportunities
The City maintains a vibrant arts and cultural environment that holds a central position in the daily lives of its
residents, workers, and visitors. Opportunities to strengthen this foundation exist by enhancing access to arts and
cultural experiences and exploring new dimensions of artistic and cultural offerings. Based off a thorough review of
the City’s adopted General Plan elements, the existing regulatory framework, and the wealth of available community
arts, cultural, and literary assets today, prospective issues and opportunities that should be considered in the City’s
General Plan Update include the following:
Securing sustainable funding to secure longevity of art and cultural programming
Expanding partnerships to create synergies in arts and culture
Bridging the gap between arts and culture and economic development to attract and retain a talented workforce
Increasing educational opportunities around arts and culture to build on the strong sense of community
Chapter 6, Recommendations, identifies both the issues and opportunities and recommended policies and
strategies to address each topic.
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7 Recommendations
Propelling the Arts and Cultural Element forward necessitates a comprehensive approach and a commitment to
sustained growth. The recommendations discussed within this report build off the strong foundation set forth in the
adopted Arts and Cultural Element and the already established structure of the City’s cultural and arts program,
which is supported by City staff, dedicated Arts Commissioners, and numerous other arts, cultural, and literary
partners. Recommended solutions range from short-term actions (implementable within two years) to longer-term
commitments (actions that may take five or more years to implement) by the City. To secure the longevity of a
growing cultural and arts program, the City is asked to consider a thorough evaluation of sustainable funding options
to ensure a stable financial foundation for additional arts- and culture-related initiatives and programs. Moreover,
investing in dedicated cultural and arts staff is essential to guide and steer these endeavors effectively. Expanding
partnerships with various stakeholders would cultivate a synergistic environment. By analyzing and integrating art
and culture within the larger economic development landscape, the City has the opportunity to attract and grow a
vibrant creative class, attract additional visitors, and support local talent. Increasing public awareness about the
cultural significance of arts is pivotal, as well as expanding access to broader audiences. Opportunities exist on a
number of levels to further establish and support cultural, arts, and literary services within Newport Beach.
Together, these recommendations will help bolster a vibrant, sustainable, and culturally enriched future within
Newport Beach.
7.1 Consider an IntegratedMaintain a standalone Arts
and Culture Element
As discussed in Chapter 2, General Plan Review, Newport Beach currently has a standalone Arts and Cultural
Element. While a number of cities maintain standalone arts and culture elements, other cities weave support for
the arts and culture into the Land Use/Community Design Element, Recreation/Civic Facilities Element, and
Economic Development Element, among other options.
Arts and culture are closely related to other General Plan elements and the Arts and Cultural Element could be
removed as a standalone element and instead integrated across the various General Plan elements. The integration
of the Arts and Cultural Element throughout the General Plan could better define arts and culture in Newport Beach,
helping the City distinguish the relationship between other aspects of city planning and arts and culture.
For example, culture in Newport Beach is loosely defined and can mean many things to the community. Recreational
facilities and open spaces play a key role in the culture of Newport Beach, offering opportunities for events,
gathering, connecting with nature, and building a sense of community; all of which could be addressed through the
Recreation Element. Libraries also contribute to Newport Beach’s culture through hosting of speaking
engagements, providing a location for community gathering, and offering literary and programmatic opportunities;
all of which can be addressed through the Land Use Element, among other elements. Interpretive signage in open
spaces can be combined with artistic design to provide educational opportunities, helping visitors feel a sense of
connection to nature; which could be addressed through the Natural Resources Element. The arts in Newport Beach
can also be interpreted in many ways including a concert in the park or an installation. Given the broad definition
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of arts and culture in Newport Beach, there is ample opportunity to integrate arts and culture through various
elements of the General Plan, while removing the Arts and Cultural Element as a standalone element.
While iIntegrating related components of the Arts and Cultural Element into other elements of the General Plan has
benefits that promote cross-sector collaboration and facilitate the seamless incorporation of arts and culture into
other aspects of city planning, maintaining a standalone Arts and Culture Element signifies the prominence and
legacy role that arts plays within the City. In order to build upon the City’s existing foundation and help promote arts
as an integral fixture within the community and the region, it is recommended to maintain a standalone Arts and
Culture Element. Arts is perceived by many in the community as the language that brings people together to develop
understanding, connection, and a sense of community and this can be fostered through a standalone Arts and
Culture Element. By doing so, the City may take advantage of natural synergies to the Recreation Element, the
Historical Resources Element, and the Land Use Element, among other elements.
Should the City decide to maintain a standalone element,Additionally, it is recommended to update the title of the
element to change “Cultural” to “Culture” in the title so as not to confuse the reader with the identification,
preservation, or protection of any cultural or archaeological resources. Working with the community to identify and
define culture in Newport Beach will also be of importance to assist in the development of goals and policies that
will meet the long-term needs of the community.
7.2 Implement and Update the 2014 Master Arts and
Culture Plan
Nearly a decade after the 2014 Master Arts and Culture Plan was prepared by Arts Orange County, the findings and
recommendations are largely still relevant and applicable today. The 2014 Master Arts and Culture Plan was
carefully crafted with input from a number of different arts- and culture-focused stakeholders, partners, and
practitioners. While progress has been made, new technologies and arts advancements have arisen, and changes
within the City landscape have occurred since the report was developed, the recommendations could be further
implemented and integrated with slight modifications and updates in accordance with the following below sections.
In order to capture today’s issues and opportunities, it is recommended to update the 2014 Master Arts and Culture
Plan on a regular basis (every five to ten years) in order to remain current with the evolving arts and culture scene
and capitalize on new technologies and advancements in the field. A regularly updated master plan can address
the short-term and long-term needs of all the districts across Newport Beach and can develop strategies for building
upon partnerships, identifying opportunities for needed facilities, connecting the community to the arts, and
increasing funding opportunities.
7.2.1 Grow Public and Private Investment in Arts and Culture
At the time the 2014 Master Arts and Culture Plan was written, the City’s cultural and arts program was funded by
the General Fund, the Reserve Fund for Cultural Arts, and the Public Arts and Cultural Facilities Fund (previously
referred to as Council Policy I-13, adopted in 2013). The Public Arts and Cultural Facilities Fund set aside 2 percent
of the unallocated public benefits fees (also considered a Percent-for-the-art program) for the acquisition and
maintenance of permanent art structures and installations in public places. Gifts and other monetary contributions
also factored into the City budget. In 2014 the City was also interested in allocating $150,000 from the City’s
Tourism Business Improvement District (TBID) to support the arts. Since then, the Public Arts and Cultural Facilities
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Fund is no longer active, reducing the available funding for the cultural and arts program. Adding to this equation,
the City also receives support from the Newport Beach Arts Foundation. An opportunity remains to encourage more
support for the Arts Foundation through increased marketing and outreach, donation of in-kind resources, reduced
City-imposed fees, and increased access to needed facilities.
The 2014 Master Arts and Culture Plan recommended forming a task force to look at the City’s current arts funding
formulas and policies and providing recommendations for the use of existing and potential funding sources,
streamlining the annual budgeting process, establishing a clear working relationship with the Newport Beach Arts
Foundation, and garnering private donations through prominent art philanthropists.
Building upon these next steps, the City has the opportunity to expand funding opportunities to expand access to
programming, provide quality signature events, expand partnerships, and generally increase public awareness of
the arts and culture related offerings.
Funding mechanisms could include revenues from developer fees (also known as Percent-for-the-Art) and other
public-private partnerships, endowments, and grants. The Percent-for-the-Art program could be developed
separately for public projects, where a certain percentage of the construction value (typically 1 to 2 percentage
points) of a capital improvement project is set aside for public art at the site or placed in an arts fund, and for
private projects, where new development would require public art or an in-lieu fee.
Additionally, while public funding opportunities can demonstrate a sustained commitment to the arts, the updated
General Plan can incorporate policies for the pursuit of private funding mechanisms, such as donations or
endowments, while finding creative ways to honor and celebrate such contributions. Funds should consider not only
the pursuit of and support for the arts but also, the long-term maintenance of art.
7.2.2 Establish an Appropriately Staffed Arts and Culture
Division
Aligned with the recommendation to appropriately staff the Cultural Arts division, the City could consider adding a
full-time or part-time culture and arts position (either through consultant/contracted services or directly through the
City) to allow the City to expand its offerings and partnerships, leverage state and federal grantmaking opportunities,
provide more structured support to the Arts Commission, and coordinate enhanced communication on events.
Currently, the City does not have a dedicated full-time cultural arts position, where City programs of similar size and
budget are staffed from anywhere between 1 and 3 full time employees. Such a staff person should be well-versed
in grant writing, event planning, and should have a pulse on local happenings in the arts. This role could also include
regular updates such as a “Monthly Art Watch” to report out to the City Council and increase awareness of the arts
across the community.
Without a dedicated staff member, many of the recommendations within this report would fall upon the combined
efforts of other department staff and/or volunteer efforts. Based off the City’s existing organizational framework
and the organization of other similar cities, the position could be placed under the Recreation and Senior Services
Department and would provide cross-departmental support with the Library Services and Community Development
department (in close collaboration with the City Manager’s Office which provides economic development support).
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7.2.3 Establish Arts-Friendly City Policies
This recommendation largely focuses on establishing a task force to address policies that further support artists,
non-profits, and other regional partners. Suggested policy considerations include reduced costs for public facility
use by artists, encouraging additional live/workspaces for artists, addressing parking and transportation issues
related to events, and promotion of non-City sponsored arts and culture events. Building upon this recommendation
in the context of supporting the larger creative economy, additional policy recommendations are included in
Recommendation 76.3, Reinforce the Role the Arts Play in Economic Development.
7.2.4 Develop a 21st Century Arts and Culture Communication
Plan
To further increase accessibility to the arts for all ages, abilities, and economic backgrounds, the City could benefit
from a comprehensive and coordinated outreach campaign and framework as outlined in the 2014 Master Arts
and Culture Plan. Building off the existing Policy CA 1.3 Promotion of Cultural Arts -- Build public awareness and
encourage participation in the City’s arts, cultural, and literary activities, it is recommended to enhance and further
define this policy to promote greater awareness of the arts of all cultures through the development of a
comprehensive and coordinated outreach campaign and framework. The goal of the Communication Plan should
be to better connect the community to the arts by providing access and visibility to programming, events, and
opportunities to contribute to the larger arts community. As the recommendation suggests, an effective outreach
campaign and framework should be coordinated across operations of all public facilities (including parks,
community and recreation centers, and libraries) and should utilize the City’s existing relationships with the media
(both print and digital), social media channels, and other local and regional partners to expand the marketing reach.
Another recommendation would be to coordinate with City staff on increasing signage of upcoming events and
programming throughout all seven of the city’s districts to promote awareness and grow the reach of cultural arts
within the city.
7.2.5 Develop a Multi-Faceted Approach to Arts and Culture
Programming
In an effort to maintain existing respected and popular programs and establish new unique programming
opportunities, the City should continue to support programs like Art in the Park, Newport Film Festival, and library
lectures, for example, while also remaining open to prospective new signature events and programs. Additionally,
a new large event venue in Newport Beach could help attract new events and programs. The City could further
invest in the Cultural Arts grants, which has recently grown from $25,000 annually to $30,000 annually. Should
additional funding for the cultural and arts program be made available through recommendation #1 of the Master
Arts and Culture Plan, individual grant awards could increase in addition to the fund itself.
The City can also establish “purposeful strategic partnerships” to play a role, not just in potential venue sharing,
but incorporating feedback for the larger arts and cultural planning and programming within the City. The task of
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evaluating and exploring partnerships and other initiatives will likely require a substantial commitment from a full-
time staff person with experience managing relationships, which could build off of Section 76.2.2.
7.2.6 Refine the City’s Public Art Policy
Adopted Council Manual Policies I-9 and I-11 address the responsibilities of the Arts Commission in advising City
Council in both public art selection and placement. While both policies have been updated since 2003 and 2013
respectively, the City Council is considering policy additions to the policy I-9 that address suitability criteria.
Currently, site selection is left to the Arts Commission to determine suitability without formal principles or standards
to guide the process. With the adoption of suitability criteria, this could create a more objective process that
considers Citywide needs across various opportunity sites with a variety of types of art, rather than siloed
consideration on a project-by-project basis.
If the City wanted to further refine the public art policy, the City could consider the development of a Master Plan
for Art in Public Places to identify future locations for public art in all seven of the City’s districts. This could be
developed through a coordinated and thoughtful approach with input from all relevant city departments, the Arts
Commission, Arts Orange County, and the arts community.
Additionally, Council Manual Policies I-9 and I-11 could be updated to include criteria and guidelines for the
commissioning and conveyance of public art within the City. Updated policies should include provisions for how
public art is maintained over long periods of time, as maintenance of certain types of public art can be cost
prohibitive to growing the City’s current collection.
7.2.7 Develop New Accessible Creative Spaces
The 2014 Arts and Culture Master Plan identified several expressed needs within the City in terms of facility space
to be used for art exhibits, venues, events, and performances. Of particular mention was the need for a large, 350-
seat flexible performance space and a teen center. Since the 2014 Master Arts and Culture Plan was released,
progress has been made on the newly renovated Balboa Theater and the new Central Library Lecture Hall. The City
could revisit facility needs to understand how to accommodate the growing needs of the arts community (e.g. via
venue sharing agreements) and compare findings against an updated market analysis. Through this analysis, the
City could identify any new facilities or existing facilities to be retrofitted to include spaces that can accommodate
arts and culture activities. Other examples of potential new facilities could include a youth-focused facility or a
larger, more regional performing arts facility of around 1,200 seats. This could help highlight the regional presence
of the arts in Newport Beach and can attract new events, programs, and increase access to the arts for many in
and outside of Newport Beach. Additional consideration should be given to the existing Newport Theater Arts Center
and how to better leverage or improve it.
As a short-term option for additional temporary artist space, the City could consider amending the NBMC or
developing policies allowing temporary use of vacant ground floor commercial or lobby space for art exhibits, display
space, and “pop up” culture activities. This option would provide artists with a low impact solution for temporary,
tactical spaces to support their craft, while making use of available and underutilized commercial spaces
throughout the City.
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7.2.8 Animate Existing City Parks, Beaches, and Other Public
Spaces
Outreach from the 2014 Master Arts and Culture Plan suggested that residents wanted to see expanded
programming, signature events, and neighborhood festivals throughout the City’s parks, beaches, and other public
spaces. Opportunities remain to further activate park spaces with cultural arts-related, interactive offerings such
as puppet theaters, pop-up art installations, and other more youth focused activities.
Public art is primarily used as a mechanism to activate public spaces, yet most pieces are stationary and take the
form of conventional pieces such as statues or sculptures. In recent years, many cities have commissioned
interactive art installations that encourage the community to have fun and experience joy through physically playing
with the art. Interactive art is at the heart of the playful city concept, which acknowledges the physical and mental
benefits of playing and addresses the lack of these opportunities, especially for adults, by embedding them
throughout the city throughout each of the seven districts– outside of designated playful spaces such as parks and
playgrounds – in the form of art. Many interactive art pieces are set up to provide quick, yet enjoyable, experiences
that can be found in everyday settings. The 2014 Master Arts and Culture Plan noted that community members are
interested in seeing arts in surprising locations.
In addition to facilitating human connection, public art may also be used to raise public awareness, educate
individuals, and stimulate thought and conversation on contemporary issues. Educational arts installations could
be erected on walking and nature trails to help connect the viewer to their surroundings, and could even serve to
connect the viewer to historic buildings, properties, or other landmarks.
Public spaces could be further animated through digital experiences and technologies. Cities around the world have
embraced hybrid and digital art experiences that combine technology, and sometimes music, with traditional forms
of art to create innovative and interactive installations. The City’s library system offers access to enhanced software
systems, recording and music production services, along with other services. To further enhance the City’s public
art programming, the City could consider ways to incorporate digital experiences and technologies to augment the
City’s educational offerings. Opportunities include providing virtual reality access at libraries (e.g. within the City’s
existing Media Lab) or mobile audio tours of existing City landmarks and public art exhibits accessible via QR codes
and mobile phone applications. By expanding digital access to arts and culture, the City can enhance comfortability
around new technologies and increase participation in culture and arts.
7.2.9 Establish Key Partnerships that Support Arts Education
To increase opportunities to engage youth in the arts, the City is encouraged to proactively seek opportunities to
encourage venue-sharing for arts facilities and continued collaboration with educational institutions, such as the
Newport-Mesa Unified School District, University of California, Irvine, and the Costa Mesa School District. This could
include an appointed City staff liaison, such as an appointed staff person as described in Section 67.2.2, to
coordinate with the Newport-Mesa Unified School District on implementation of their strategic arts plan for public
schools.
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7.2.10 Include Aesthetic Considerations in City Processes
It is important to incorporate input by arts and culture experts early in the development review process. The 2014
Master Arts and Culture Plan details that input should be sought from “everything from buildings to playground
equipment, from way-finding and interpretive signage to bus shelters and park benches.”
Artists can play a significant role in the planning process, contributing to the vibrant, inclusive, and aesthetically
pleasing urban environments. Through collaborative efforts with urban planners and residents, artists can help
shape public spaces that mirror the City’s distinct character while fostering a sense of identity and belonging.
7.3 Increase Access to Arts and Cultural Programming
Increased access to culture and arts can provide a number of benefits including encouraging diverse cultural
expression, increasing community and social cohesion, youth development and empowerment, among other
benefits. The City could build upon existing efforts such as the Student Art Exhibition, events that are free to the
public, and could strategically plan public events in locations that are accessible by various modes of transportation.
Further, the City should consider varying demographics through the advertising for arts and cultural programming
such as an increased social media presence for younger generations and mailers or other considerations for seniors
that may not be on social media. As of 2022, the City’s demographics largely reflect the following: 81.6% as White,
9.7% Hispanic or Latino, and 8.1% as Asian8 9. Twenty percent of residents are under the age of 18 years old, and
23.6% of residents are 65 years of age and over. Events could consider those that may not be able to or wish to
drive, those that need access to free events, and events that are tailored to a variety of ages, cultures, and other
characteristics.
7.4 Reinforce the Role the Arts Play in Economic
Development
Arts and culture are a major contributing factor in Newport Beach’s growing local economy, providing employment
opportunities and generating revenue from tourism and sales. According to the 2014 Master Arts and Culture Plan,
the creative economy (defined as the business, individuals, creative professions, and organizations and
manufacturing industries that support the cultural and artistic production of goods and services) contributes nearly
$57 million to the larger local economy annually. Support for the creative economy can attract and maintain
Newport Beach’s creative class while further developing the City’s reputation as an arts and culture supportive
environment. In order to support and expand the creative economy, the City can consider policies and
implementation measures that promote job growth and help attract the creative class such as the following:
Facilitate access to resources, services, and technical assistance for creative industries and,
entrepreneurs.
8 The remaining racial and ethnic makeup includes 0.8% Black or African American alone, 0.3% American Indian and Alaska Nativev alone, and 0.1% Native Hawaiian and Other Pacific Islander alone.
9 “City of Newport Beach, California – Quickfacts.” U.S. Census Bureau. Accessed October 9, 2023.
https://www.census.gov/quickfacts/fact/table/newportbeachcitycalifornia/PST045222.
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Study available options to provide in-kind resources and services to the arts, including
equipment/decorations, security, space, and the reduction of City-imposed fees.
Support a regular analysis of the economic benefits of arts and culture.
Support new and existing signature events that enhance the image of Newport Beach and help stimulate
the economy.
Support the development of live/work spaces and other flexible creative spaces.
Support cultural tourism opportunities by reviving the Arts Commission’s Museum Tours and supporting
other guided, self-guided, or fee-based touring efforts).
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Appendix A
Arts and Cultural Economic Analysis