Cultural Connection was adopted by the San Jos City Council on February 1, 2011.

Mayor Chuck Reed Councilmember Pete Constant, District 1 Councilmember Pierluigi Oliverio, District 6 Councilmember Ash Kalra, District 2 Vice Mayor Madison Nguyen, District 7 Councilmember Sam Liccardo, District 3 Councilmember Rose Herrera, District 8 Councilmember Kansen Chu, District 4 Councilmember Don Rocha, District 9 Councilmember Xavier Campos, District 5 Councilmember Nancy Pyle, District 10 Developed by Office of the City Manager Office of Cultural Affairs, a division of the Office of Economic Development Debra Figone, City Manager Kim Walesh, Director of Economic Development and Chief Strategist Project Team Kerry Adams Hapner, Director of Cultural Affairs, Project Lead Barbara Goldstein, Director of Public Art Lynn Rogers, Senior Arts Program Coordinator Michael Brilliot, Senior Planner Expert Advisors David Plettner, Lead Consultant, Principal, The Cultural+Planning Group Victoria Saunders, Consultant Alan Brown, Principal, WolfBrown Ben Cameron, Program Director for the Arts, Doris Duke Charitable Foundation Robert L. Lynch, President and CEO, Americans for the Arts Maria Rosario Jackson, PhD, The Urban Institute Jerry Yoshitomi, Chief Knowledge Officer, Meaning Matters, Inc. City of San Jos Arts Commission Bobby Yount, Chair Chris Esparza Richard Holden, Vice Chair Richard James Nicholas Adams Michael Martin Kaela Bernal Patricia Borba McDonald Ben Miyaji Richard Robbins Walter Soellner Jessica Zenk

Show Your Stripes, public art by Jim Conti at The 88 on San Fernando at 1st Street. Interactive light element; public can change patterns/color by dialing a phone number and entering 3-digit numbers of their choosing to activate.

Local Plan Advancement Team Hector Armienta, Artistic Director, Opera Cultura; Andrew Bales, Executive Director, Symphony Silicon Valley; Emmett D. Carson, CEO and President, Silicon Valley Community Foundation; Carmen Castellano, President, The Castellano Family Foundation; Bruce Davis, Executive Director, Arts Council Silicon Valley; Dan Fenton, President and CEO, Team San Jos; Lisa Gonzales, Commissioner, San Jos Arts Commission; Anjee Helstrup-Alvarez, Executive Director, Movimiento Arte y Cultura Latino Americano; Roy Hirabayashi, Executive Director, San Jos Taiko; Michelle Mann, Executive Director, Adobe Systems Incorporated; Connie Martinez, Executive Director, 1stACT Silicon Valley; John McGuirk, Arts Program Director, The William and Flora Hewlett Foundation; Dave Mills, former Program Director, The John S. and James L. Knight Foundation; Michael Mulcahy, Managing Partner, SDS NexGen Partners Development Co.; Mike Nguyen, Congressional Aide, Office of Congressman Mike Honda; Nick Nichols, Managing Director, San Jos Repertory Theatre; Walter Soellner, Commissioner, San Jos Arts Commission; and Jessica Zenk, Commissioner, San Jos Arts Commission. Special thanks to the more than 3,000 people who contributed to Cultural Connection through interviews, focus groups, town hall meetings, and public surveys. Prepared by The Cultural+Planning Group David Plettner, Lead Consultant Victoria Saunders, Consultant
Cover: Christian Moellers Hands, an artwork commissioned by the San Jos Public Art Program at the Mineta San Jos International Airport, includes images of hands from 54 Silicon Valley residents.

TABLEOFCONTENTS
ExecutiveSummary .................................................................................................................. 2 SanJossCulturalIdentity....................................................................................................... 7 CultureasConnector .............................................................................................................. 10 CulturalVisionforSanJos .................................................................................................... 11 ThePlan .................................................................................................................................. 12
Goal1.SupportResidentsActive,PersonalParticipationinArtsandCulture. ....................................... 13 Goal2.SupporttheAvailabilityofDiverseCulturalSpacesandPlacesThroughouttheCommunity ...... 16 Goal3.StrengthenDowntownSanJosastheCreativeandCulturalCenteroftheSiliconValley. ........ 19 Goal4.IntegrateHighImpactPublicArtandUrbanDesignthroughouttheCommunity........................ 21 Goal5.ExpandResidentsAccesstoArtsandCulturalLearningOpportunities....................................... 23 Goal6.FosterDestinationQualityEventsinSanJos........................................................................... 25 Goal7.StrengthenCommunitywideMarketingandAudienceEngagement. .......................................... 28 Goal8.EnhanceSupportforCreativeEntrepreneursandtheCommercialCreativeSector.................... 30 Goal9.StrengthentheCulturalCommunitysInfrastructure................................................................... 34 Goal10.IncreaseFundingforCulturalDevelopment............................................................................... 37

GuidingPrinciples ................................................................................................................... 40
CulturalParticipation ................................................................................................................................ 41 Innovation................................................................................................................................................. 42 CulturalPluralism...................................................................................................................................... 43 ArtsandEconomicProsperity................................................................................................................... 45 PublicValueoftheArts ............................................................................................................................ 47

Implementation ...................................................................................................................... 48 PhotoCredits .......................................................................................................................... 49

ViaVeloeventdowntownSanJos

EXECUTIVE SUMMARY
A New Vision for a New Decade Cultural Connection is San Joss plan for cultural development in the coming decade. Its purpose is to help create a more vibrant San Jos through arts and culture. The result of a yearlong process involving more than 3,000 people, Cultural Connection presents a vision and shared goals for the City of San Jos and community partners. This vision is founded on San Joss distinct cultural identity and its abundant cultural resources. This plan will strengthen San Joss culture and community, while making San Jos better known and understood in the region, the nation and the world. The Importance of Arts and Culture in the Community Arts and culture are an essential partner in community development. As reflected in Envision San Jos 2040, the Citys general plan currently in development, arts and culture contribute to important community goals: a celebration of heritage and diversity, quality education, healthy neighborhoods, and an innovative economy. In this manner, San Joss cultural growth is increasingly integral to the Citys future. Going forward, cultural development is not the province of the arts community or the City Office of Cultural Affairs alone, but involves the coordinated effort of many other players, including other City departments, the educational sector, the business community, real estate developers, neighborhood leaders, and philanthropic interests. Why Cultural Planning and Why Now? Dramatically changed circumstances for the City, the economy and the culture at large require a realignment of the Citys cultural resources with clear priorities. Articulating a cultural vision allows the City and community partners to leverage their collective resources and perform more effectively. Cultural Connection can help galvanize leaders around shared cultural goals. It will enable the community to achieve its cultural vision for the next ten years and enhance the value of arts and culture to all segments of the community. What has changed? Money and the culture. San Jos, like other California cities, faces ongoing structural budget challenges in addition to the current economic recession. While tax revenues are down, other factors drive cost increases faster than revenues. This makes it more difficult for cities to fulfill residents expectations of local government, including providing cultural amenities. San Joss Office of Cultural Affairs, the Citys arts agency, has experienced substantial budget cuts in recent years, reflecting this downward pressure on City spending. In addition, the unique character and diversity of Silicon Valleys culture, and shifts in the overall culture, require new responses. The proliferation of informal or amateur cultural activity outside the nonprofit arts world, the growth in popular culture, the deepening use of technology, and the sheer diversity of cultural expressionall necessitate reevaluation of how to fulfill the communitys cultural needs.

Movimiento Csmico celebrates the Mayan Lunar Year at Circle of Palms, downtown San Jos

Cultural Connection was developed in the context of many related responses to this change. It was informed by Envision San Jos 2040 and is intended to become a key element of the general plan. In addition, the City and community cultural organizations have produced several recent plans and studies that will benefit from alignment in a cohesive ten-year plan. San Joss Cultural Identity and Vision A collective portrait of San Joss distinct and, in some ways, unique cultural identity emerged from the planning process. Diversity is the most frequently mentioned element of San Joss culture, both as a demographic fact and as a long-held civic commitment. Reflecting in part the attraction of Silicon Valley, the population is, on the average, relatively well-educated, affluent, international and transitional. In addition, San Jos has a highly diverse multicultural population not connected directly to high-tech, spanning both multigenerational families and recent immigrants. San Joss culture is highly participatory, and residents cultural activities are often personal, active, informal and off the radar of cultural institutions. San Jos has also made a long-term investment in its own cultural development, and has created a vital community of nonprofit arts and cultural organizations, artists and arts-related businesses. San Joss diversity has shaped its arts and cultural community. There has been an emphasis on culturally based as well as mainstream arts, and the community produces and participates in a broad array of cultural expressions, such as low-riders, ethnic dance, textiles, and hip hop culture. Not surprisingly, a consistent theme of planning was getting beyond comparisons with San Francisco and the Bay Area, and celebrating and promoting San Joss own culture. A cultural vision for San Jos was developed through the planning process, one that describes the vibrant arts and cultural life desired by the community: Arts and culture in San Jos connects people, provides rich opportunities for participation, and fosters creativity. Guiding Principles Cultural Connection is based on five guiding principles, which were identified as authentic traits inherent in San Joss cultural sector through Envision San Jos 2040, new research, and trends in the arts. Five national issue experts were selected to prepare white papers to frame each principle in a national context and draw implications for San Jos. Cultural Participation: Supporting residents personal, active participation in arts and culture.

01SJ Biennial

Vietnamese Spring Festival

Innovation: Fostering new responses to growing challenges in cultural development. Cultural Pluralism: Using culture as a connector and fostering a cultural commons through arts and culture. Arts and Economic Prosperity: Promoting economic development of the commercial creative sectorarts-related businesses. Public Value of the Arts: Using personally meaningful arts experiences to help achieve community goals and create a better San Jos. New Directions Based on Past Achievements Key ideas in Cultural Connection are based on San Joss existing cultural strengths and assets. They are opportunities arising from the starting point of past accomplishments in the communitys cultural development. For example:
Mariachi Festival

Emphasizing Personal Participation: San Jos has made a sustained investment in its arts and cultural infrastructure, with an emphasis on institutions and facilities for audiences to experience professional artists. Cultural Connection seeks to strengthen this infrastructure while providing more opportunities and places throughout the community where people can learn, practice, share, and celebrate their own personal cultural interests. Using Culture to Promote San Jos as a Destination: San Joss cultural community has reached the point where it can become a more effective draw for people in Silicon Valley, the Bay Area and beyond. The plan proposes ways to boost cultural tourism while reinforcing San Joss own distinct culture. Using Culture as a Connector: San Joss has a long-term commitment to celebrating diversity and fostering multiculturalism. This collection of artists, cultural organizations, and relationships now provides the opportunity for an even greater cultural commonsmany ways to bridge across ethnicity, generations and backgrounds. Using Culture to Enliven Many Places: San Jos has developed (and redeveloped) a collection of anchor cultural facilities, primarily in the downtown area. Cultural development downtown and in the neighborhoods can now focus on access to diverse, smaller-scale spaces, inside and outside, that support a broader range of cultural activities, more embedded in everyday life. Developing San Joss Commercial Creative Economy: San Jos has focused its cultural policy to date on developing the nonprofit arts and cultural sector. The next stage is to also value and nurture individual creatives and arts-rooted businesses.

Cinema San Pedro

The Plan: Ten Goals over Ten Years Cultural Connection has ten goals to achieve the communitys cultural vision over the next ten years. The goals are by their nature inter-related so that implementation of one often reinforces another. All goals are of equal priority over the long term but portions of each are more easily accomplished, or must precede tackling other portions.

Music in the Park

1. Support Residents Active, Personal Participation in Arts and Culture. 2. Support the Availability of Diverse Cultural Spaces and Places Throughout the Community. 3. Strengthen Downtown San Jos as the Creative and Cultural Center of the Silicon Valley. 4. Integrate High Impact Public Art and Urban Design throughout the Community. 5. Expand Residents Access to Arts and Cultural Learning Opportunities. 6. Foster Destination Quality Events in San Jos. 7. Strengthen Communitywide Marketing and Audience Engagement. 8. Enhance Support for Creative Entrepreneurs and the Commercial Creative Sector. 9. Increase Funding for Cultural Development. 10. Strengthen the Cultural Infrastructure.

Implementation Cultural Connection is a ten-year plan for the City and its community partners. Because cultural development is a collective enterprise, many agencies within and outside of City government, as well as organizations, businesses and people throughout the community participated in development of this plan and will play a role in its implementation. In recognition of the current economic challenges facing the City and the community, the plan balances the practical with the visionary by identifying short-term recommendations that can be accomplished or initiated in the coming two years, often using currently available resources. These short-term recommendations align with the Citys current priorities and internal work plans. There are also more ambitious, long-term recommendations that will require substantial preparation, new resources, and other changes before implementation begins.

Symphony Silicon Valley at the renovated California Theatre

Past Cultural Planning Successes Cultural planning, much like other community planning, builds on the past and points to the future. In this spirit, Cultural Connection, builds upon successes from San Joss two previous cultural plans. 20/21: A Cultural Plan for the New Millennium, adopted in 1997 as a 10 year vision for cultural development, was a major regional planning initiative in partnership with Arts Council Silicon Valley. Significant accomplishments that resulted from the 20/21 Cultural Plan include: Update of the public art ordinance leading to the development of Public Art Next!, the City of San Joss Public Art Master Plan Artsopolis, a model regional arts marketing initiative which has become a national network Cultural Initiatives Silicon Valley which developed and raised millions of dollars for a comprehensive K-12 arts education initiative that is now housed in the Santa Clara County Office of Education ZERO1s 01SJ: the Biennial Art and Technology Festival, emerging as one of the worlds most significant events of its kind Renovation of the historic California Theatre into a special downtown, mid-size venue A cross-sector regional leadership initiative now realized at 1stAct Silicon Valley The 20/21 Cultural Plan was preceded by the Citys first cultural plan, the 1988 San Jos Arts 2020, which served as the mandate for the Citys initial cultural policy including the establishment of the Office of Cultural Affairs; the development of the arts grants, public art and arts education programs; and program assistance that fostered the development of many small and mid-size arts organizations.

SANJOSSCULTURALIDENTITY
SanJoshasadistinctand,insomeways,uniqueculture.Understandingthisculturehas beenapersistenttopicofgreatinteresttothoseintheculturalsector.SanJossculturehas beenresearchedanddescribedoveradecadeinstudiessuchastheCreativeCommunity Indexandmorerecentlyby1stACTSiliconValley.TheplanningprocessforCultural Connectionrepeatedlyaskedplanningparticipantsthequestion,WhatmakesSanJoss culturedistinctive?RelatedquestionsaskedaboutSanJossculturalstrengths,andwhat shouldbepreservedorbuiltupon.AcollectiveportraitofSanJossculturalidentity emergedfromthisinquiry. DiversityandGeography ThemostfrequentlymentionedelementofSanJosscultureisdiversity.SanJosisthe2nd mostdiversecityintheUS,afterMiami,andthereisalongstandingandactivemulticultural community.ThereisnomajorityethnicpopulationandarguablynomajoritycultureinSan Jos.Diversitycontinuestogrowandisincreasingly international,withmorethanonethirdofresidents bornoutsideoftheUS.TrendsidentifiedbyEnvision SanJos2040pointtoafuturepopulationwithalarger proportionofyoungpeople,includingsecondand thirdgenerationimmigrantfamilies,andolderpeople (55+,retired).ReflectingitsstatusastheCapitalof SiliconValley,SanJosisahighlyeducatedcommunity. Morethan35%oftheworkforcehasabachelors degreeorhigher,comparedtothenationalaverageof 27%.Inaddition,SanJoshasahighlydiverse multiculturalpopulationnotconnectedtoSilicon Valley,spanningarangeofmultigenerationalfamilies ArtCarFestatSanJosMuseumofArt andrecentimmigrants. Diversityismorethanademographicfact.SanJoshasacommitmenttocivicengagement withculturaldiversityandtheCityhasadoptedarangeofofficialpoliciessupportingand valuingdiversity.Whilemanyarguethatculturalequityremainsanelusivegoal,itappears tobeasharedvalueinthecommunity,andSanJossculturereflectsanawarenessofand levelofcomfortwithdiversity.Perhapsreflectingthisvalue,SanJosisoneofthesafest citiesintheUS. SanJosisbiginbothpopulation(over1million)andgeographicsize(175squaremiles).It isthe10thlargestcityintheUS.Aresultofitsgeographicsizeisthatitispredominantly suburban,withtheexceptionofitsdowntown,anddecentralized.Oneoftheoverarching goalsofEnvisionSanJos2040istocreateamorecohesivecontemporaryurban community,orasoneTaskForcememberdescribedit,retrofittingsuburbia. SanJoshaslongcompareditselfto,andbeenmeasuredagainst,nearbySanFranciscoand thelargerBayArea.SanFranciscohasawellestablishedartsandculturalcommunity,with accompanyingtraditionsofartsattendanceandsupport.As1stACTnowasserts,thetime forcomparisonispast.Thecitiesarehighlydissimilarandculturaldevelopmentshouldbe

 basedonthedistinctcharacterandassetsofaplace,ratherthanstrivingtoemulateanideal ofaculturalcapital.Manyplanningparticipantsechoedthissentiment,andwouldpreferto seeSanJosbecomeitselfinculturaltermsmoreauthentically,ratherthantrytorecreate aculturalcenterthatemulatesanothercommunity. ACultureofInnovationandHighTech SanJoshasacultureofinnovation,oftenrepresentedbythehightechsectorandthe predominanceofthespecialculturesurroundingit.Forexample,thecityleadsthenationin patentgeneration(morethanLosAngelesandSanDiegocombined).SanJosalsoleadsthe nationinventurecapitalinvestment;fullyonethirdofallventurecapitalinvestedinthe UnitedStatesisinvestedincompaniesintheSanJosarea.AndSanJosisthemost diversifiedofanyinnovationbasedcommunity;specializationsspanseventechnologyfields andfosterinnovationacrossdisciplines. WhatDoWeMeanbyArtsandCulture? WhatdoesthismeanforSanJossculture?Thehigh techinnovationcultureismeritbasedandnon Therearedifferentmeaningsforthetermsartsandcultureand hierarchical,emphasizingentrepreneurship.Itis theirmeaningsoftenchangeindifferentcontexts.CulturalConnection multiculturalandnerdy,andleanstoward adoptsanexpansive,inclusivedefinitionoftheartsandculturebut notonethatisunlimited.Itincludesarangeofculturalsectors:high participatoryratherthanpassivewatching orfineartsaswellaspopular,ethnicandcommercialarts,andhistoric experiences.Itisalsoahighlytransitionalculture, preservation.Arangeofpeople:visualandperformingartists, withpeoplewhooftencomefromsomewhereelse craftspeople,designersandculturalpractitioners.Andarangeof andretaintheirrootsinothercommunities.Thishas culturalevents:performances,exhibitions,festivals,celebrations. engenderedasometimesuneasyfitwithmore Artshastraditionallymeantthefinearts:visualarts,music,theater, conventionalartsandculturalactivities,andsupport danceandliterature.ChoreographerLizLerman,winnerofa2002 forlocalartsandculturalorganizations.Nonetheless, MacArthurGeniusAward,describestheshifttoacontemporary individualartistsandcreativesoftenreflectthe definitionasaverticalhierarchybecomingalevelplayingfield.Using SiliconValley,hightechculture,especiallyamong thedancefieldasanexample,balletusedtobeonthetopofa pyramid,withdanceformssuchasfolkdanceandhiphoponthe youngerartists.Thereisanattitudeoftheself bottom.Nowweseeallartformsashavingsimilarvaluebutdifferent startingdoityourself,garagebuiltcultureanda focuses.Likewise,wenowincludeinourdefinitionofartssuchart contemporaryapproachofmashupandremixto formsascrafts,ethnic,traditional,popular,designandelectronicor someartmaking. digitalarts. Cultureismostoftendefinedinanthropologicalterms.Astandard PersonalParticipationandtheInformalArts textbookdefinitionis: Phenomenon Asdescribedlaterinthisplan(SupportResidents Thesystemofsharedbeliefs,values,customs,behaviours, Active,PersonalParticipationinArtsandCulture, andartifactsthatthemembersofsocietyusetocopewith theirworldandwithoneanother,andthataretransmitted page13),SanJosscultureishighlyparticipatory. fromgenerationtogenerationthroughlearning.(Batesand Peoplepursueagreatrangeofpersonalartsand Plog,CulturalAnthropology,McGrawHill,1990) culturalactivitiesonanamateurbasis,manyofwhich reflecttheirdiverseculturalbackgrounds.As Thisisnotonlyaverybroaddefinition,butalsoonethatextendsfar describedinTheresNothingInformalAboutIt beyondtheboundariesofevenanexpansivedefinitionofthearts. Thefieldofartsandculturedrawsanindistinctcirclearoundits (CulturalInitiativesSiliconValley,Alvarez,2005), centralterritoryofthearts,andacknowledgesothercultural thereisalsoawealthofinformalartsactivitiesthat expressionsonacasebycasebasis.Communitycontextisoneuseful takeplaceoutsideofnonprofitartsorganizationsand key.Forexample,Charlotte,NorthCarolina,isthehistoricand offtheradarofmainstreamculturalinstitutions. regionalhomeofstockcarracingandtheNASCARcircuit.Charlotte
viewsthisracingasaculturalformandofferstoursandevents celebratingtheraces,racinghistory,andthecommunitysracing culture.SanJosisacknowledgedastheworldsleadinghightech center,andthishascreatedaspecialrelationshipbetweenartsand cultureinSiliconValley.Thisisexploredandcelebratedlocallyin manyways,throughsuchexpressionsastheZERO1Biennialfestival. 8

SanJossArtsandCulturalCommunity SanJossdiversityhasshapeditsartsandculturalcommunity.Therehasbeenanemphasis onculturallybasedaswellasmainstreamarts,andthecommunityproducesand participatesinabroadarrayofculturalexpressions,suchaslowriders,ethnicdance, textiles,andhiphopculture.ThewealthoffestivalsinSanJosalsoreflectsanorientation towardsmakingculturebroadlyaccessibletothecommunity,oftenforfree. Reflectingitsinvolvementwithdiversity,theCityhasmadelongterminvestmentsinits multiculturalartscommunity.Inaddition,theCity,throughtheRedevelopmentAgency,has madeamajor,sustainedinvestmentinculturalfacilitiesdowntown.Ithassupportedthe developmentofacollectionofmidsizedculturalinstitutions,aswellassmaller organizations.TheCityhasoneofthemostestablishedpublicartprogramsinthecountry, andoneofthenationslargestandmostdiversepublicartcollections(over200artworksin 85locations).Formanyyears,SanJossPublicArtProgramhasbeenregardedwithinits fieldasanationalleader.

AflyerforKing157,anofftheradargraffitiarthappening

CULTUREASCONNECTOR
Asdescribedpreviously,culturaldiversityisnotonlyadefiningcharacteristicofSanJos,it isalsoadeeplyheldbelief.TheCityhashadalongcommitmenttocelebratingdiversityand fosteringcrossculturalunderstanding,includingasustainedinvestmentindevelopmentof amulticulturalartscommunity.Whilenoonedeniesthepersistenceofdiscriminationand tensionarisingfromculturaldifferences,thereisalsoawidespreadopinionamongplanning participantsthatSanJosexhibitshighlevelsoftoleranceandacceptance,andashared prideinthedailyexperienceofdiversity. Whatdoesthismeanforculturalplanning?Artsand ...alargeportionofthepopulationislikelytoseekprogramming cultureisapowerfulinstrumentforpromotingcultural relevanttotheirculturalbackgrounds,andasthesepopulations equityinacommunity.IssueexpertMariaRosario maturethereisanadditionalopportunitytoattractthemtocultural Jacksonstatesthatartsandcultureactivityisinfacta programsoutsideoftheirownheritage. necessarypartofpromotingmorediverseand DemandAnalysisforNewSmallScaleCulturalFacilitiesinSanJos equitablecommunities.SanJossresidentssharethis (2008) belief.Itwasaconsistentthemeincommunity discussionsduringtheplanningprocess,andcommunitysurveyrespondentsexpressed strongagreementwiththebeliefthatavibrantartsandculturalenvironmentisawayto buildbridgesamongdiversepeopleandtolearnaboutothercultures. SanJosspast,andcurrent,culturallandscapereflectsanemphasisonculturallyspecific andmulticulturalexpressions.Thereareanumberofprominentculturallyspecificarts organizationsbasedinSanJos.Artsorganizations,festivalsandeventsoftenfeature culturallyspecificorculturallythemedworkand,tosomeextent,thisbringstogether diverseaudiencesforcrossculturalexperiences. Communitymembersengagedindiscussionsforthisplanidentifiedintercultural communicationasthenextstepinSanJossmulticulturaldevelopment.Connectingpeople acrossculturescanplayanevenmoreeffectiveroleindefiningSanJossdistinctculture whilepromotinggreaterequityanddiversity.MariaRosarioJacksonidentifiesthreeinter relatedstepsinpromotingdiversitythroughartsandculture.SanJoshasformanyyears engagedinthefirsttwosteps:1)affirmationandpreservationofa groupsownanduniqueculturalidentity,and2)criticalassessment ofagroupsidentitywhetheritisaselfproclaimedand/or imposedidentitytohelppeopleunderstandwhotheyareasa groupwithinthecontextofthebroadersociety.Thethirdstepisto beginbridgebuildingamongdistinctgroupswithcomplicated relationships. HowdoesSanJosseizethisopportunitytostrengthenits community?CulturalConnectionsgoalsprovideamechanismfor fosteringSanJossculturalcommons.Akeyelementispersonal involvementwithartsandculture:itisthefoundationofa communitysculture.Thismeansthatcelebratingandpromoting residentsactiveandpersonalparticipationintheirowncultural interestsregardlessofwhetherthatisamateurorprofessional,
AkiraHasegawa,DKSanJos

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fineartsorpopulararts,commercialornonprofitisimportant.Butitisalsoimportantto encouragetheinteractionofvariedculturalintereststocreateentirelynewartformsand experiences.

CULTURALVISIONFORSANJOS
TheculturalvisionforSanJos,developedthroughtheplanningprocess,describesthe vibrantartsandculturallifedesiredbythecommunity: ArtsandcultureinSanJosconnectspeople,providesrichopportunitiesfor participation,andfosterscreativity.

SpaceObserver,BjoernSchuelke,SanJosePublicArtCollection,Mineta SanJosInternationalAirport

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THEPLAN
CulturalConnectionidentifiestengoalstofulfillthecommunitysvisionforcultural development.ThesetenyeargoalsaddressSanJossneedsandopportunities,andthey areguidedbythefiveprinciplesinterwoventhroughouttheplan. Eachgoalincludesshortandlongtermrecommendationsandarationalethatsetsthe context.Thefollowingisanoverviewofthegoals. SanJosCulturalConnectionsTenGoals Goal1.SupportResidentsActive,PersonalParticipationinArtsandCulture. Goal2.SupporttheAvailabilityofDiverseCulturalSpacesandPlacesThroughoutthe Community. Goal3.StrengthenDowntownSanJosastheCreativeandCulturalCenterofthe SiliconValley. Goal4.IntegrateHighImpactPublicArtandUrbanDesignthroughoutthe Community. Goal5.ExpandResidentsAccesstoArtsandCulturalLearningOpportunities. Goal6.FosterDestinationQualityEventsinSanJos. Goal7.StrengthenCommunitywideMarketingandAudienceEngagement. Goal8.EnhanceSupportforCreativeEntrepreneursandtheCommercialCreative Sector. Goal9.IncreaseFundingforCulturalDevelopment. Goal10:StrengthentheCulturalInfrastructure.

ChildrensMusicTheatreSanJosattherenovatedMontgomeryTheatre

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 CulturalParticipationFostersDiverseCulturalExpressionandInter CulturalUnderstanding SanJossdiversecultureisoftenexpressedthroughpersonaland informalactivity.Whilethereisavitalcommunityofnonprofit multiculturalartsorganizations,manyculturaltraditionsareexpressed offtheradar.Culturalparticipationsupportsdiversity,andsince culturalexpressionisoftenmeanttobeshared,itpromotesinter culturalunderstandingaswell.AsMariaRosarioJacksonsresearch shows,assistingpeopletoaffirmandcriticallyassesstheiridentity, throughculturalexpressions,enablesthemtostepintoadiverseculturalcommonswith apointofviewandsomethingtocontribute. SanJoshasmanyopportunitiesforresidentstoengageintheirownculturalinterests. However,peoplearenotfullyawareofwhatsavailableandhowtoconnect,andthereis oftenadisconnectbetweentheinformalandtheprofessional.Thebestapproachto encouraginggreaterculturalparticipationinallitsformsistoincreaseaccesstoinformation about,andconnectionsamong,theseopportunities. ShortTermRecommendations:
1. Nurturethesuccessofsmallscale,liveperformingartsvenuesDowntownandin neighborhoodbusinessdistricts. Smallscaleperformingartsvenuesareakeyresourceinenliveningthecitywith ongoingculturalactivities,andtoprovidingresidentswithaccessibleperforming opportunities.Venuescouldincludeclubs,restaurants,galleries,theatres,andpublic gatheringplaces.Forexample,planningparticipantsoftencitedhavingavibrantlive musicscenedowntownandinotherareasofthecityasadesirablegoal.The developmentoftheLeftCoastLivefestivalrepresentsaneffortbythemusiccommunity toenhancethecitysmusicofferingsandmakeSanJosarecognizedcenterand destinationformusic.Thisrequiressupportfordevelopmentandsustainingof appropriatevenues,inareasthroughouttheCity,andremovalbarriersofbarriersto theiruse.

SanJosJazzFestival

2. Developacommunitywideculturalparticipationdirectory/portalofclasses,informal events,spaces,venues,etc.,buildingonexistingresourcessuchasArtsopolis,MeetUp.com, FaceBook,andothers. Sinceaprimarybarriertoincreasedparticipationisinformation,an enhancedsystemtoprovidelistingsandconnectionsisneeded. Thereareresourcesavailableonwhichtobuild.Forexample,the CitysDepartmentofParks,RecreationandNeighborhoodServices (PRNS)providesclasslistingsandisdevelopingamorerobustonline directoryofspacesavailableinCityfacilitiesandtheLibrary Departmenthasanewonlinecalendar.Artsopolis.comhaslistings ofworkshops,eventsandspaces.Facebook.comandMeetUp.comoffersocial networkingforpeoplewhoshareaculturalinterest.Connectingtheseandother resourceswiththegoalofensuringeasieraccesstoinformation,andgreateruseof

Significantopportunitiesareevidentinreapinggreater publicbenefitsfromarobusttierofamateurartspractice, andfulfillingtheregionsaspirationtoestablishan authenticculturalidentity. CreativeCommunityIndex(2005)

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3.

currentmeansofconnection,suchassocialnetworkingandmobileaccess,willincrease theircommunityimpact. 1stACTSiliconValley,inpartnershipwithArtsopolis/ArtsCouncilofSiliconValley,is currentlyplanningaregionalculturalengagementcampaignwhichwouldincludesucha system.Thisapproachshouldbesupported,andtheCityshouldparticipateinits developmentfinanciallyandbymakingitsinformationavailable. Demonstratehowpersonalparticipationinartsandculturebuildscommunity. WhileSanJossparticipatorycultureiswidelypracticed,itisnotoftenpublicly acknowledgedorcelebrated.Collectingandsharingexamplesofpersonalparticipation byresidentsandvisitorswillhelpdemonstratetheroleandvalueofthisformofcultural activityinthecommunity.Itwillalsoincreasecommunitywideawarenessof,and encourageinvolvementin,personalparticipation.Aneffectivemethodwouldbeto developasystemforgatheringandpublicizingpersonallymeaningfulexperiences,ones thatillustratethetransformativenatureofartsparticipationaswellastheresulting communitybenefits.Thesepersonalexperiencescanbecollectedbyartsandcultural organizations.Responsescaninformprogramming,marketingandarticulationofpublic value.

LongTermRecommendations:
4. Developacomprehensiveneighborhoodbasedinitiativetoidentify,connectandenhance localculturalresourcesonthegrassrootslevel. Informalculturalactivityoftentakesplaceontheneighborhoodlevel.Forpractical reasons,peoplehavetheclosestaccesstoactivitiesintheirneighborhoods,andfor many,includingethnicandimmigrantcommunities,culturalactivitiesareoftenby naturehomeandcommunitybased.Identifyingandconnectingneighborhoodcultural resourcesareasensiblewaytofostergreaterculturalparticipation,andtostrengthen communitiesintheprocess.OnemodelforthisisBigThoughtinDallas,whoseThriving Mindsprogram(http://www.bigthought.org/SubNavPages/ThrivingMinds)organizes neighborhoodstocoordinateandboostcreativeactivitiesforfamiliesoutsideofschool, duringevenings,weekendsandsummers.ThrivingMindsarosefromeffortstoenhance artseducationinschools;itsoonbecameselfevidentthatfosteringculturalactivitiesin neighborhoodswasavaluablecomplement,andconnectedchildrensactivitiestothose oftheirfamiliesandadultsintheircommunities.Italsopromotesethnicandheritage basedculturalexpressions,especiallythosethattakeplaceofftheradarofarts organizations.AninitiativesuchasThrivingMindsisanambitious undertakingandwillrequiresustainedsupport.
1stACTSiliconValley:acatalyticrole 1stACTSiliconValleyisanetworkofbusiness,civicandarts leadersworkingtofosterculturalengagementandhelp createanauthenticsenseofplaceandculturalidentityfor SiliconValley.Asaleadershipnetwork,1stACT'sfocusisto makecatalyticchangeduringalimitedtimeperiodacross threeareas:1)SiliconValleyArts&Culture,2)Cultural Engagement,and3)VibrantUrbanCore.1stACTsresearch hasdocumentedthegeekcultureoftheregion,whichis entrepreneurial,nonhierarchical,egalitarian,andmerit based.Geekcultureisa24/7workforcelesslikelyto engageintraditionalartsandculturalexperiences,and leanstowardtheparticipatory,multiculturalandnerdy.

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GOAL2.SUPPORTTHEAVAILABILITYOFDIVERSECULTURALSPACESANDPLACES THROUGHOUTTHECOMMUNITY
Encouragedevelopmentanduseoffacilitiesandspacesthatbringculturalactivitiesinto moreplacesinthecommunity,andbetterintegratecultureintothefabricofeverydaylife. onthewhole,performingartsspaceswillbecomesmaller, moreflexible,lesspermanentandlessformal.Equallyimportant SanJoshasmadeamultidecadeinvestmentincultural istheideaofdesigningfacilitiesthatsupportamateur facilities.Thefacilitiesofalmostallartsandcultural communityprogramsandattractyoungeraudienceswiththe organizationsinthedowntownareahavebeensupported possibilityofanenrichingsocialexperience. financiallybytheSanJosRedevelopmentAgencyandthe DemandAnalysisforNewSmallScaleCulturalFacilitiesinSan CityofSanJos,andTeamSanJosoperatesacollection Jos(2008) ofCityownedculturalandentertainmentfacilities.Inline withpastplans,theCityhassoughttocreateapathwayfordevelopmentofperformingarts organizationsthroughitsculturalfacilities,fromsmallscaleincubationtomajorvenues. Thisinvestmentalsoreflectsacommitmenttodiversity,withsupportofprojectssuchasthe MexicanHeritagePlaza. TheroleoffacilitiesandspacesinculturehasshiftedforSanJos.Arecentstudy,Demand AnalysisforNewSmallScaleCulturalFacilitiesinSanJos(2008),illustratesachangeinthe communitysculturalfacilitiesneeds.Ratherthanmajornewculturalfacilities,theprimary focusisonspacesthatreflectthediversepopulation,diverseculturalinterests,andan emphasisonculturalparticipation.Inaddition,itproposesfacilitiesthataremore sustainableandbettersuitedtocurrentandprojectedmarketrealities.Itrecommends, projectsorparcelsthatcanaccommodateflexible,multipurposespaceappropriatefor events,programs,rehearsalsandperformancesthatserveavarietyoforganizations. Planningparticipantsaffirmedthesefindings,articulatingtheneedforfacilitiesthatsupport smallerscale,lessformal,andmorediverseculturalactivities.Thesefacilitiesinclude venuesandspacesincommunitycenters,libraries,commercialbusinessesandclubs,and schools.Spacescanandshouldbesharedandmultiuse,whichcanbetterintegratecultural activityintothecommunity,andcomplementculturalactivitiesthattakeplacein recognizedartsbuildings.Culturalspacesandplacesshouldbelocatedthroughoutthe city,indowntownaswellasintheneighborhoods. Inaddition,SanJosplacesavalueoncultureasatoolin publicplacemaking.Themildclimatehaslong encouragedabroaderconceptoftheuseofspacefor culture,andSanJossfestivalsoftentakeplaceinpublic spaces,includingparks,streets,andplazas.Thereare additionalopportunitiestouseculturalactivityasaplace makerandcommunityassetinplacessuchasrestaurants, sidewalksandstreets,parks,offices,andvacantlots. SanJosnowhasawelldevelopedinfrastructureofmajor culturalfacilities.Anextstepistosustainwhathasbeen builtandtofocusonmeetingthecommunitysother needsforculturalspacesandplaces.Thismeans SoFADistrictGallery
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emphasizingbetteruseofcurrentfacilities,venues,andpublicspacesthroughoutthecity. Inaddition,itisimportanttofacilitateanddirectthedevelopmentofnewandrepurposed culturalspaces,bothpublicandprivate. ShortTermRecommendations:

5. Updatetheinventoryoffacilities,venuesandspaces,includingCityowned,nonprofit, church,commercialandschoolbasedthatcanbeusedforculturalactivities. Therearecurrentlyavarietyoffacility/spacelists,includingthosemaintainedby Artsopolis,OCA,andPRNS.Inaddition,1stACTSiliconValleyiscurrentlyplanningto expandtheselistingsaspartofitsDiscovertheUnexpectedcampaignandtechnology platform,andtheWilliamandFloraHewlettFoundationisintheprocessofdeveloping anelevencountyBayAreaCulturalAssetMap(BACAM)tobetterunderstandthe regionsculturalecology.Theselistsshouldbecoordinated,integratedandmademore accessibletothepublicthroughinclusionintheculturalparticipationportal/directory (Recommendation2).Inaddition,theinventorywillpermitananalysisofspecificfacility andspaceneedsandopportunities.

6. Enhanceconsiderationofculturalusesindevelopmentandoperationofparks,libraries, andcommunityandrecreationcenters. TheCityscurrentplanningprocessfordevelopmentofparks,libraries,andcommunity andrecreationcentersalreadyincludesconsiderationofculturaluses,andmany facilitieshavebeencreatedwithcharacterandamenitiesthataredistinctivetotheir areasandthatallowforculturaluses.Includingartsandculturalstaff,andartsand culturalleadersfromthecommunity,intheprocesswouldhelpidentifyadditional possibilities.Thesepossibilitiescouldincludepartnershipswithculturalorganizations fordevelopmentandoperationoffacilitiesandactivationofparksandpublicspaces. ThisisalsoarecommendationoftheDemandAnalysisofSmallScaleCulturalFacilities study. 7. Stewardthesustainabilityofcityownedculturalfacilities. TheCityownsacollectionofculturalfacilitiesthatserveasthehomesofSanJosarts andculturalorganizations,rentalspacesforcommunityevents,aseducationalspaces, andaspresentingvenues.Thesearevitalresourcesforthecommunity.Asmaintenance andoperatingcostsrise,sustainabilitycanbechallenging.Itisimportanttoensurethat thecityownedculturalfacilitiesremainongoingviablecommunityassets.Forexample, theMexicanHeritagePlazaseekstobecomeacommunityschoolforartsandculture, whichcanadvancethegoalofsupportingartseducationandactiveparticipationfor children,familiesandadults.ThePlazaisalsoanexcellentcommongroundforcultural expressionandexchange.Itisimportanttoassistitinensuringitsevolutionand sustainability.

AnotherWorldbyTomOtternessatHappy HollowPark&Zoo,SanJosPublicArtProgram

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 LongTermRecommendations:
8.

Encouragemultipurposespaceinprivateandpublicdevelopmentthatisappropriatefor events,programs,rehearsalsandperformancesservingavarietyoforganizations. TheDemandAnalysisofSmallScaleCulturalFacilitiesstudyidentifiestheneedforthis typeofspacedowntownandintheneighborhoods.Alongwithdemandforrehearsal andperformancespace,thereisalsoneedforspacetosupportclasses,workshops, meetings,storageandmore.Thestudyrecommendsseekingopportunitiestoinclude suchspacesincommercialandpublicdevelopments.Itwouldalsobebeneficialto removebarrierstosuchdevelopment.Planningparticipantsidentifiedbarriersthat includeaccesstocomplianceinformation,unfriendlyzoningandpermitting requirements,andonerousinsurancerequirements.

9.

Exploredevelopmentofspacesforculturalparticipationinneighborhoods. Thecreationofculturalspacesinneighborhoodswillreinforcethegoalsofthisplanby supportingculturalamenities,spacesandusesthatreflecttheuniquecharacterofeach area.OCAandthePlanningDepartmentcanexploreidentificationof,anddevelopment ofplansfor,suchdistricts.MarthaGardens/SpartaKeysandJapantownwerespecific areasarisinginthisplanningprocess.PreservingandCreatingSpaceforArts&Culture inSeattle(2009)presentsamodelapproachtotheuseofculturaloverlaydistrictsfor thispurpose.

ItalianFestival

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GOAL3.STRENGTHENDOWNTOWNSANJOSASTHECREATIVEANDCULTURALCENTER OFTHESILICONVALLEY.
ReinforcedowntownscurrentroleastheValleysculturalcenterthroughenhancementofits culturalamenities. OnegoaloftheCitysEconomicStrategy2010istocontinueto positiondowntownasSiliconValleysCityCenter.Downtown hasbecomerecognizedasaculturalcenterfortheValley,and hasgrowninthatrolewiththedevelopmentovertimeofa concentrationofculturalinstitutionsandtheatres,festivals, SanJossLiveMusicScene theSoFADistrict(SouthFirstArea),publicartworks, SanJoshasavibrantlivemusicsceneofmusicians, entertainmentvenues,alivelyclubscene,andmanyother bands,festivals,DJs,clubsandinformalhappenings. culturalamenities.Still,surveyrespondentshaveastrong Rootedinliveperformance,thismusicalecologyenlivens downtownaswellastheneighborhoods,andgenerates desireforabroaderrangeofculturalamenitiesindowntown. communitybenefitsrangingfromanincreaseinvisitors Theyagreeorstronglyagreethattheywouldlike andeconomicimpact,toinformalculturalparticipation enhancementssuchasrestaurantsandcafesnearcultural andeducation.CitiessuchasAustin,NewOrleansand facilities,placesforpeopletoexhibitandperformtheirwork, Seattlehavebenefittedfromsupportfortheirmusic communities,includingfavorablepolicies,promotionof andaculturalandentertainmentdistrict. thismusicalcommunity,andsupportfordevelopmentof musicbusinesses. TownHallparticipantsidentifiedmanyculturalstrengthsof downtownthatcanbeleveragedforgreatervitality,including itswalkability,anditsmanyartsorganizations,venues, activitiesandpublicart.Theyarticulatedissuesthatmustbe addressedtomoreeffectivelycontributetoavibrantartsscene thatinturnsupportseconomicdevelopmentandotherCity goals.Theseissuesincludemakingdowntownmoreinviting andlively,helpingpeoplefeelsafer,andstreamlining requirementsforculturalactivitiesandvenues. ShortTermRecommendations:

10. SupportandpromotedowntownSanJosasthecreativeurbancenterofSiliconValleywith subareasordistrictshavingaspecificfocus,suchasSoFAandtheHistoricDistrict. Downtownsexistingconcentrationofculturalinstitutions,festivals,publicartandother activitieshasalreadyestablisheditsroleasSiliconValleyscreativeurbancenter. Moreover,theseculturalassetsareconcentratedinseveralareas,suchasthe institutionsnearCesarChavezPlaza,theSoFADistrict,SanPedroSquare,creativeretail businesses,livemusicvenues,andtheConventionCenterarea.Enhancingpromotionof specificdowntowndistrictswillhelpdrawattentionto,andparticipationin,cultural activitiesinthoseareas.Promotioncanincludecoordinatedbranding,marketing, programmingandremovalofbarrierstoculturalactivities.Overtime,suchpromotion willreinforcetheobjectiveofenliveningdowntownwithenhancedculturalamenities, increasedpublicpresenceandpedestriantraffic.Exploringfundingmechanismscan providenewresourcesforthiseffort.

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Specialeffortscanbemadetocontinuerevitalizationand activationoftheSoFADistrictasdowntownschiefcreative artsdistrict.TheSoFADistrictispartofanurbandesign frameworkintendedtocreateamorevibrantcitycenter throughapartnershipof1stACTSiliconValley,the City/RedevelopmentAgency,theSanJosDowntown Association,andbusinesseslocatedinthedistrict.SoFAhas benefitedfromofarangeofphysicalimprovementsandcan becomeevenmoreeffectiveasanurbanartsplacethrough continuedeffortsthatsupportthegoalsofthisplan.
MariachiFestival

LongTermRecommendations:
11. Createafacilityusefundtoincreaseaccessbysmallandmidsizedorganizationsto existingculturalfacilities,suchastheMontgomeryTheatre. TheMontgomeryTheatre,andotherCityownedculturalandcommunityfacilities, presentcostbarrierstousebysmallandmidsizedorganizations.Thesefacilitieswere intendedinparttoservesuchorganizationsbutfacetheirownimperativetogenerate sufficientrevenuetosustaintheiroperations.Theresultingbalancebetweenaccessand revenuenowpreventsusethattheatermanagersconsidertobedesirable.Onesolution istocreateafacilityusefundthatwouldsubsidizerentalsbyartsandcultural organizationsthatlackthemeanstoaffordtheusefees.Thisapproachiswidelyused formunicipalculturalfacilitiesandevenamodestamountoffundingcanbetargetedto servespecificuses,groups,orschedules.

12. Explorecreationofadedicated,downtownfestivalsite. Adedicatedfestivalsiteinthedowntownareahasbeenconsideredforsomeyears.A dedicatedfestivalsitewouldreducethecostandlogisticalchallengesofproducing events,andwouldprovideenhancedtechnicalcapabilitiesandaudienceamenities.It wouldalso,forsomefestivals,betterfacilitateticketedevents(someofwhicharenow freeinpartbecauseaccesscannotbereadilycontrolled)andsupportthedevelopment ofculturaltourismproductsthatrequiretherevenuefromticketing.Thispossibility shouldbeevaluatedandplanned,includinginputfromtherecommendedCultural TourismTaskForce(Recommendation22).Atleasttwopotentialsiteshavebeen identified,GuadalupeRiverParkandArenaGreen.

CenterforthePerformingArts

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GOAL4.INTEGRATEHIGHIMPACTPUBLICARTANDURBANDESIGNTHROUGHOUTTHE COMMUNITY.
TheNextStepforSanJossPublicArt Overthelast25years,theCityofSanJoshasdevelopedalargeanddiverse publicartcollection.In2006,recognizingthechangingfundingenvironmentand theneedtoupdateitsfocus,theOCAcommissionedanewpublicartmaster plan.The2007plan,entitledPublicArtNEXT!,seekstoalignpublicartwiththe nextgenerationofdesignanddevelopmentinSanJosbyrestructuringpublicart funding,itsengagementprocessanditsfocus.Theplanproposesnewpriorities thatwillenablethePublicArtProgramtoassumeamoreactiveroleinshaping SanJossvisualenvironment,buildmoremeaningfulstakeholderinvolvement, andemploymoreefficientplanningandfundingstrategies. PublicArtNEXT!isinitsthirdyearofimplementationandisactingonthe followingkeyrecommendations: ShortTermRecommendations:

HandinHandbyMichaelStutzatCamden CommunityCenter,SanJosPublicArtProgram

13. PrioritizeprojectsinkeyareasofCitydevelopment:Downtown,NorthSanJosandthe Airport. TheSanJosePublicArtProgram(SJPA)oftheOfficeofCulturalAffairs(OCA)continues todevelopprojectsthatenhanceDowntownSanJosasSiliconValleyscreativeurban center,MinetaSanJosInternationalAirportasthegatewaytoSiliconValley,andNorth SanJosasanincreasinglymixeduseenvironment.SJPAcanbuildpublicprivate partnershipstosupportpublicartineachofthesekeyareasincludingtheintegrationof publicartintotheDiridonStationmultimodalarea,theproposedSanJosMajor LeagueBaseballstadium,theEarthquakesStadiumandcontinuingrotatingexhibitsat theairport.

14. Incorporatepublicartinhightraffictransportationcorridorsandpedestrianareas. SJPAisdevelopingpublicartthatenhancespedestrianareasandtransportationhubs, whilealsosupportingtheCitysGreenVisionandexcellenceinurbandesign.SJPAcan buildpartnershipswithVTAtoincludepublicartinBusRapidTransitprojectsandwith theHighSpeedRailAuthoritytointegrateartintotheelevatedinfrastructureoftherail systemaswellasthestationandstationarea.PartnershipswiththeSantaClaraValley waterdistrictcanbedevelopedtointegrateinterpretiveartworkelementsintothetrail system.

15. Supportpublicartprojectsincommunitygatheringplaces. SJPAisemployingpublicarttopromotecommunityandbuildculturalunderstanding, andtosupportneighborhoodrevitalizationgoals.Reachouttocommunitypartners,the CitysStrongNeighborhoodInitiativeprogramandprivatefunderstoenhancethese projectsandbuildcommunityinvolvement.

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16. IntegratepublicartintotheCityslongtermplanninginitiatives. SJPAcontinuestoincludepublicartintransportationandenvironmentalprojectsarising fromlongtermplanningeffortsinthosedepartments,andsupportingtheCitysGreen Vision.Theprogramcancontinuetodevelopinterpretiveandlandscapebasedpublic artprojectsthatcommunicatetheCitysgreenvisionatSanJosesEnvironmental InnovationCenter,itssolardemonstrationcenter,andtheWaterPollutionControlPlant grounds,particularlyintheareasthatconnecttotheBayTrailandproviderecreational opportunities.

17. Encourageprivateparticipationinpublicart,startingwithdowntownandNorthSanJos. Acknowledgingthattheprivatesectorhasaroletoplayinbuildingtheurbanlandscape andsupportingarichculturalenvironment,SJPAisactivelyexploringopportunitiesto incorporateculturalamenitiesaspartoftheprivatedevelopmentprocess,includingon oroffsitepublicart,facilitiesandactivitiesthatsupportartsandculture.Thiscouldbe throughaprivatedevelopmentfundingcontribution.Itisrecommendedthat,through partnershipswiththedevelopmentcommunity,newdevelopmentbeenhanced throughtheinclusionofsiteintegratedpublicart,culturalspacesandprogramming.

EarlymorningviewofHandsbyChristianMoelleratMinetaSanJosInternationalAirport,San JosPublicArtProgram

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GOAL5.EXPANDRESIDENTSACCESSTOARTSANDCULTURALLEARNING OPPORTUNITIES.
Expandartsandculturallearningopportunitiesforresidentsofallagesinschools, communitysettings,andhighereducation. TheCityHasaLongstandingCommitmenttoK12ArtsEducation TheCityofSanJoshasprovidedartseducationprogramsforschoolchildrenformorethan 30years.Drawingontherecommendationofa2007programassessment,theCitybegan developmentofaStrategicPlanforArtsandCulturalLearningin2008todefinetheCitys rolemovingforwardinasubstantiallychangedenvironment.Duringthecourseofthe planningprocess,itbecameclearthatthetermarts Adramaticfindingisjusthowmanyresidentsoftheregion educationdidnotreflecttheentirescopeoftheCitys wanttolearnmoreaboutthearts,andwantchildrentoreceive interestsandopportunities.Formostinsideandoutside substantialartstrainingfrompreschoolthroughhighschool. thefield,artseducationconnotesartsinstructiontaking Nineof10adultssaidartseducationshouldberequiredinthe schools,andthemedianresponsewasthattheyshouldbe placeinschoolsandfocusingonfamiliarartsdisciplines. taughtartthreetofourhourseachschoolweek. Thefocusandthenameoftheplanwerechangedtoarts andculturallearningtodemonstrateaninclusive CreativeCommunityIndex(2005) definitionofartsandculture,servingadultsaswellas children,anexpansiveconceptoflearningthatincludedformalinstructionaswellasmore variedformsofparticipationandeducationalexperience.Thismonikerbestreflectsthe intentionoftheplantofulfillabroaderroleintheCityseffortstoservethecommunityand totakefulladvantageoftheCitysresources. ThedraftStrategicPlanforArtsandCulturalLearningwascompletedin2009andis currentlyinapilotimplementationphase.Itwillbefinalizedandadoptedinthe2010/11 fiscalyear.ThefollowingrecommendationswillguidetheCityseffortsinfulfillingitsvision andmissionforartsandculturallearning.Theyemphasizecoordinated interdepartmentaleffortsamongtheOCA,Parks,Recreationand NeighborhoodServices(PRNS),theLibrary,theOfficeofEconomic Development,theCityManagersOffice,andotherpotentialagencies. ArtsEducationisPartofCulturalParticipation Thereisaclearconnectionbetweenartseducationandcultural participation.Informaloramateurartsparticipationbyresidentsoften includesongoinglearning,suchasmusiclessons,danceclasses,and mentorshipsinatraditionalartform.Manyoftherecommendationsfor supportingresidentsculturalparticipation(Goal1)reinforcethose presentedhereforartsandculturallearning.

TechMuseumofInnovation

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 ShortTermRecommendations:
18. Provideartsandculturallearningopportunitiesincommunitysettings. Toenhancepublicaccessibilityandparticipation,theCitycanfacilitateartsandcultural learningopportunitiesforallagesandculturesincommunitysettings.Thiswould includeprovidingorsupportinginstructionandparticipationindiversecommunity venues.

19. ExploresustainablewaystosupportK12artseducation. Toenhanceeffectiveschoolbasedlearning,theCitycansupportK12artseducation andeffortstoimplementCaliforniasVisualandPerformingArtsCurriculumStandards, consistentwithitssupportingroleforeducation.TheCitywillcoordinateitseffortswith theimplementationofthecountywideArtsEducationMasterPlananditspartner agencies(theSantaClaraCountyOfficeofEducation,1stACTSiliconValley,andArts CouncilSiliconValley).

20. UtilizepartnershipsamongCitydepartmentsandprograms. Toensurebettercoordination,qualityandefficiencyofCityartsandculturallearning programs,Citydepartmentsandprogramswillseekwaystopartnerinfulfillingthe Citysmissionforthisarea.Theywillengageinongoingcommunicationandidentify waystoenhanceexisting,ordevelopnew,programsinareassuchasgangprevention, PRNSclasses,libraryprograms,andworkforcedevelopment.Inaddition,theywill engageinperiodicevaluationoftheeffectivenessoftheirprogramsandutilizethis knowledgetoidentifyimprovementsandotherchangestoadapttochanged circumstances.

LongTermRecommendations:
21. Continuetoleveragerelationshipswithlocalcollegesanduniversitiesinsupportofthe goalsofthisplan,includingtheSJSUCityCollaboration,andseekopportunitiestoattract toSanJosnewinstitutionsofhigherlearningthatincludeartsandcreativityaspartof theireducationalmission. SanJossinstitutionsofhigherlearningareaninvaluableartsand culturalresourceforthecommunity.TheCityhasstrengthenedsome relationships,suchaswithSanJosStateUniversity,thathave,among manyotherresults,identifiednewpartnershippossibilitiesforthe downtowncommunity.Therearemoreopportunitieswitheducational institutionstopartnerandleverageartsandculturalresourcesthatcan beidentifiedandpursuedasthisplanisimplemented.Inaddition, theremaybeopportunitiesfortheCitytoattractnewinstitutionsto SanJosthatincludeartsandcreativityaspartoftheirmissionand curriculum.Thiswouldgeneratenewartsandculturalresourcesforthe community,andwouldprovidenewpartnershipopportunities.

SousVeillanceGrid:StudentsfromProspectHighSchoolcirculatedthrough thecrowdwithRAZRcameraphonesdonatedbyMotoroladuringZERO1 Festival.

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GOAL6.FOSTERDESTINATIONQUALITYEVENTSINSANJOS.
Supportexistingevents,andattractnewevents,thatreinforceSanJossdistinctcultural identity,enhanceeconomicdevelopment,andincreasetourismrevenues. ThereisahistoryinSanJosofsupportfordestination qualityevents,highqualityeventsthatserveresidents whileattractingvisitors.Theseareoftenarts,cultural and/orentertainmentevents.Policyinsupportofthis interesthasgrowninrecentyears.SanJossEconomic Strategy2010includesthegoalofdevelopinga distinctivesetofarts,entertainmentandsports offeringsalignedwithSanJossdiverse,growing population.Inaddition,respondentstoEnvisionSan Jos2040sWikiplanningsurveyrankedattending worldclassartsandculturaleventsinSanJosastheir highestculturalpreference.Moreover,theyconsider culturalfacilities(museums,theaters,festivals,etc.)by farthemosteffectivewaytodrawvisitorstoSanJos. Withdestinationqualityevents,thereisastrongconnectionbetweenSanJosscultural policyandtourism.Providingarichculturalenvironmentthatattractsvisitorsispartofthe missionoftheOCA,whichisfundedinpartbyrevenuesfromtheTransientOccupancyTax. TheSanJosRedevelopmentAgencysstrategyfordowntownincludesenhancingcultural amenitiestoenliventhearea.SanJossmanyfestivals,itsartsandculturalorganizations, anditsculturalscenemanyofwhichreceiveCitysupportareconsideredtobeamenities fortheCitysvisitors.Nonetheless,SanJosiscurrentlynotviewedasamajorcultural destination,andprofessionalsinboththetourismandculturalindustrieshavediscussed waystobuildon,orcreate,localculturalattractionsthatwouldbringpeopletoSanJos.All agreethatattractingmorepeopletothecity,especiallydowntown,isdesirable economicallyandculturally.Theyalsoagreethattherawmaterialsareavailabletobegin makingSanJosaregionalandnationaldestination.ThenextstepinSanJosscultural destinationtourismistocreateawayforthesectorstocollaborateandforgeastrategythat servestheinterestsofboth. ShortTermRecommendations:
22. Cultivateexistingandattractnewsignatureeventsandculturalattractions. SanJoshasacollectionofwellestablished,signatureeventsthatincludefestivals,such as01SJBiennial,Cinequest,SanJosJazzFestival,andtheMariachiandMexican HeritageFestival.Inaddition,itproducesculturalattractionssuchasblockbuster exhibitsattheSanJosTechMuseum.Enhancingsupportforsuchevents,and identifyingopportunitiestoattractadditionaloronetimeevents,willaddtoSanJoss culturalcriticalmass.Forthesuccessofthisrecommendation,eventsshouldbe supportedonthebasisofcriteriathatincludehighstandardsofprogrammingand customerexperience,andtheabilitytogeneratevisitorspending.Itisalsoessentialto

SanJosJazzFestival

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focusoneventsthatreflectSanJossdistinctcultural characteristics,asdescribedintheCulturalIdentitysectionof thisplan(page2).Organizersofoutdooreventsfaceparticular challengesofrisingcostsandamorecompetitiveenvironment forsponsorshipsandgrants.TheCitycanimproveevent viabilitythroughstrategiestocontrolCityservicecostsand increaseeventrevenues.

SomeofSanJossfestivalsnowincludeinformaloramateur elementsthatreflectthecommunitysdistinctparticipatory culture.Theremaybespecialopportunitiestobuildonthisand attractdestinationeventsthatfeatureamateurparticipation. AnexampleofthiskindofeventistheVanCliburnInternational PianoCompetitionforOutstandingAmateursinFortWorth,Texaswhichdraws amateurpianistsfromaroundtheworldforasixdaycompetition(www.cliburn.org).

RocknRollHalfMarathon

LongTermRecommendations:
23. EstablishaCulturalDestinationTaskForce,includingrepresentativesofkeystakeholder groups,todevelopatourismstrategythatreinforcesSanJosasaculturaldestination,and todevelopprojectsthatserveinterestsofboththetourismandculturalsectors. CreatingaforumtoaddressopportunitiesofculturaldestinationtourisminSanJoswill bringtogetherthevantagesandresourcesoftheinterestedparties.TeamSanJos,the OCA,RedevelopmentAgency,artsandculturalorganizations,festivals,andcommercial entertainmentpresentersshouldberepresentedinthistaskforce.Developingacultural destinationtourismstrategywillrequireafacilitatedplanningandresearchprocessat thestart,althoughitcandrawontheCVBsresearchcapability.Akeyelementof successwillbetocommittocreatingastrategythatmeetstheinterestsofboththe tourismandculturalstakeholders.Thestrategyshouldaddressissuesthatinclude: developingculturaldestinationtourismproducts(i.e.,majorfestivalsandevents)as wellasenhancingyearroundculturalamenities;hotelbasedtravelaswellasvisitors fromwithintheregion;investinginproductdevelopmentaswellasmarketing;tapping thevisitormarketplace(impromptuspendingbyvisitorsongoods,servicesand experienceswhiletheyareinthecommunity);anddefiningappropriatesuccess measures.Implementationofaculturaltourismstrategywillrequireadedicatedstaff positionwiththeappropriateprofessionalqualifications.

Culturaltourismdollarsaremostoftenspentonmarketing.However,asuccessful culturaldestinationtourismstrategywillalsorequirefundingfordevelopmentof culturalproductsandservices.Thisneedcanbemetbycreatingafunddedicatedto investinginculturaldestinationtourismeffortsthatsupportareturnoninvestment, similartotourisminvestmentinothersectors.Fundingcancomefromreallocationof existingTOTrevenuesgoingtoGeneralFund,anincreaseinTOTdedicatedtocultural tourism,orothersources.Aninitialinvestmentofapproximately$1millionisa reasonabletarget.

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24. Developacollaborativemarketingumbrellaforaseasonofeventssharingacompelling theme. SanJosseventscanbeenhancedbydevelopingavoluntarycollaborationamong culturalinstitutions,festivals,artists,schools,businessesandotherpartners.The purposeofthecollaborationistoincreasepublicparticipationthroughjointmarketing ofprogrammingaroundasharedatheme.ThisisalreadydoneinSanJostosome extentanddevelopingtheseeffortsfurtherwouldleverageevengreatercommunity benefits.Suchcollaborationsareconducivetonontraditionalpartnershipsand attractivetofundersseekinggreaterleveragefortheirphilanthropicinvestment.With sufficientplanning,athemecanbeidentifiedthatisbothcompellingand accommodatesthediverseinterestsandcapacitiesofthepartners.Programmingcan includeeventsthatoccuroveraseasonofseveralmonths,aswellassingle,highly publiceventsthatfocusattentiononthecollaboration.Partnersindividualmarketing effortscanbecoordinatedandaugmentedwithjointmarketing.Anexcellentmodelis 01SJBiennialsBuildYourOwnWorld,whichemploysanintegratingtheme.Another excellentexampleisArts&Ideas,theperiodiccitywideculturalfestivalinPasadena, whichbeganin1999(http://www.artideasfestival.org/).Artsorganizationscollaborate withuniversities,localbusinessesandartiststoproduceseasonlong,ideasbased programming.ThemeshaveincludedtheRadicalPast(Pasadenasrelationshipwith radicalthoughtindiversefields),theUniverse(artandscience),theTenderLand (ecology),SKIN(culturalidentity),andOrigins(celebratingtheDarwincentennial).

TheLABatRockwellGroup,PluginPlay,partof01SJBiennialsBuildYourOwnWorld

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GOAL7.STRENGTHENCOMMUNITYWIDEMARKETINGANDAUDIENCEENGAGEMENT.
Providebettercommunitywideaccesstoinformationabout,andmoreeffective opportunitiestoengagein,artsandculturalactivities. SanJoshasastrongdesiretotellitsstoryandpromoteitselftothebroaderregion,the nationandtheworld.WhileitisrecognizedinternationallyasthecapitalofSiliconValley, andwidelyassociatedwithtechnologyandinnovation,itsculturalassetsarenotaswell known,eventolocals.Therearenewopportunitiesandmethods,basedonSanJoss strengths,fortellingthisstoryandincreasingculturalengagementamongresidents, employeeswholiveoutsidetheCity,andvisitors.Knowingwhatisavailableandhowto participateisaconsistentneedinSanJos.Onlyhalfofsurveyrespondentsconsiderthat theycaneasilylearnaboutculturalactivitiesthat researchaddressingculturallyspecificpopulationssuggests demandforevents,particularlyinthedowntownareawhere interestthem. thereareconcentrationsofHispanic/LatinoandVietnameseand otherAsianresidentswhosenumbersaregrowing. SanJosisaninnovatorinartsmarketing.Forexample, DemandAnalysisforNewSmallScaleCulturalFacilitiesinSan developmentofArtsopolis.combytheSiliconValleyArts Jos(2008) Councilin2003representsaconceptualand technologicaladvancethathasbeenadoptedin24 communitiesthroughoutthenation.Changesinthefieldnowrequirenewapproaches, basedonthissophisticatedmarketingcapacity,tofostergreaterpublicengagementin culturalactivities.Peopleincreasinglyseekmorethanapassiveexperienceofwatchinga culturalevent.Thisrequiresnextgenerationmethodsofconnectingpeoplewithcultural activitiestheyareinterestedin,andwitheachother.Marketingattendanceatevents (watchingperformances,exhibits)isoftenbestwhenintermingledwithpersonal participationandsocialexperiences(opportunitiestomeetotherpeople,practiceones ownart,anddiscusstheexperience). ShortTermRecommendations:
25. Developacommunitywidemarketing/audienceengagementcollaborative,includingarts andculturalorganizationsandcreativebusinesses,toidentifyandpursuecooperative initiatives. SanJoshashadcollaborativemarketingeffortsinthepastandnowreliesonArtsopolis asitscommunitywidevoice,alongwithothermoretargetedmarketingefforts.Given theneedforbettercommunicationswithandamongtheaudience,morecanbedone bothcommunitywideandinspecificareas(downtown)ordisciplines(music,festivals). Conveningartsandculturalorganizationsandcreativebusinessesisanimmediateand efficientwaytoexplorepotentialcollaborations.Conveningsshouldincludeabroad rangeofstakeholders,includingartsandculturalorganizations,1stACT,OCA,TeamSan Jos,festivalproducers,entertainmentcompaniessuchasBroadwaySanJosandHP Pavilion,andrestaurantsandclubs.Possiblecollaborationstobeexploredincludee marketingofopportunitiesbyinterest,themedprogramming,incentives,contests, crossmarketing,samplerpackaging,etc.Oncethecollaborativeestablishesitself,itmay bepossibletoexplorecrosssectorcollaborationsthatincludeheritage,sports,the

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environment,andotherinterests.

Inaddition,OCAcanbuildonitscurrentcommunications,suchasitsonlinenewsletter PublicArteNews,toenhancecommunitywideawarenessofartsandculturalactivities, organizationsandpeople.

26. Supporttechnologyprojectsthatengageandconnectpeoplearoundculturalinterests. Providesupportfortechnologyprojects(whetherproducedbyanunincorporated group,individual,nonprofit,orcollaboration)thatreflectthespiritofcultural connection,suchaselectronicculturemapsofthecommunity,socialnetworksfor sharedinterests,andculturalactivitiesandpublicartworksthatincludeastrong technologicalcomponent(e.g.,UnsilentNight,orShowYourStripesDesignitYourself HolidayLightSculptureContest).

27. Expandaccesstotraininginartsmarketingforartsandculturalorganizations,including NationalArtsMarketingProjectworkshops. QualityartsmarketingtrainingservicesarecurrentlyavailabletoSanJossartsand culturalorganizations.Forexample,theArtsCouncilofSiliconValleyprovidestrainingin artsmarketingtoartsmanagersintheregionandOCAsCreativeEntrepreneurProject hasprovidedtrainingforindividualartiststhatincludesmarketing.However,demand exceedssupplyandthereisaneedforadditionalservices,especiallytrainingthat emphasizesadaptingtochangingmarketrealities.TheNationalArtsMarketingProject, aprogramofAmericansfortheArts,isanexcellentresourceforinformationand workshops,andlocalprovidersintheSiliconValleyarepotentialsourcesofthistypeof training.

LongTermRecommendations:
28. Developanelectronic,communitywideculturalaudiencelist,buildingontheBigListand otherexistinglists,andconductamarketanalysisofthelist. Inconnectionwiththeaboverecommendations,developmentofa comprehensiveaudiencelistwouldbeapowerfultool.Currently, organizationsmaintaintheirownlistsand,althoughsomearelarge, thereisnocomprehensivelist.Moreover,awholecommunitylist wouldmakepossibletheuseofpowerfulelectronictoolsfor marketingandaudienceengagement.Forexample,acommunitywide listcanbeanalyzedtolearnthecompositionandinterestsofthe audience,andidentifyopportunitiesforengagingpeopleinnewways. Also,emaillistsrequirepermissionfortheiruse.Acommunitywidelist allowspeopleidentifytheirowninterests,whichfacilitatessocial networking,improvestargetingofmessagesandreducesuser frustration(lessspamintheinbox).Finally,acommunitywidelistis thebasisforrevenuegeneratingprograms,suchaslowcostbox officeandotherservices,andadvertising.AmodelprogramistheL.A. StageAlliancesArtsandCultureCensus,whichiscombiningthe audiencelistsofhundredsofLosAngelesartsorganizationsand businesses,anddevelopingaplatformforboxoffice,fundraising, advertisingandotherfeebasedservices. (http://lastagealliance.com/artsandculturecensus.asp)

AkiraHasegawa,DKSanJos

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GOAL8.ENHANCESUPPORTFORCREATIVEENTREPRENEURSANDTHECOMMERCIAL CREATIVESECTOR.
Buildthecapacityofartistentrepreneursandartsrelatedbusinesseswithenhancedtools, information,connectionsandsupport. Theimportanceofthecreativeeconomyinacommunityiswellestablished.Twodecadesof nationalandlocalstudieshavedocumentedtheeconomicimpactofartsandculture: generatingjobs,localspending,andgovernmentrevenues.Inaddition,creativeenterprises andthejobstheycreateareconsideredbymany Governmentalonecannotitselfforgethecreativeimpulse.Whatit economiststobeacompetitiveadvantage.AsRobert candoistrytonurtureit,encourageit,aiditsexpression,helpit Lynch,anissueexpertforthisplan,argues,thearts achievemaximumimpact,andassistsocietyatlargeinthe areaboutgrowth,economicgrowth.Intoday's understandingandappreciationofwhatiscreated. economy,artscentricjobsarecoretobuildinganew ChrisSmith,SecretaryofStateforCulture,MediaandSportforthe kindofworkforcetocompeteinthe21stcenturyglobal UnitedKingdom economy,onethatisskilledininnovation,design,and communications.SanJosscreativeeconomyisnotoneoftheregionslargestsectors. However,itplaysanimportantsupportingroleintheCityseconomicstrategy,andSanJos hasformanyyearsinvestedinitscreativeeconomyinavarietyofways,includingthrough theOfficeofCulturalAffairsandthroughsmallbusinesssupport. SanJossCreativeEconomyIncludesDiverseCulturalActivitiesandBusinesses SanJosscultureencompassesabroadrangeofeconomyactivity.Itsnonprofitartsand culturalorganizationsfunctionintheeconomyassmallbusinessesandtheirimpacthas beenmeasuredovertime.ThegreatmajorityofSanJossindividualartistsparticipatein theeconomyassoleproprietorsandemployees,andin2009,theCityadoptedaplan,the CreativeEntrepreneurProject,tosupporttheirbusinessactivity.Therearealsomanyfor profit,artsrelatedbusinessesinsuchfieldsasdesign,themusicindustry, digitalarts,commercialperformingarts,andothers.Theentirescopeof SanJosscreativeeconomyhasnotyetbeenmappedoritsimpact calculated.Still,supportingthefullrangeofthisactivityisclearlya necessaryelementofculturalpolicy. SupportingthefullspectrumofSanJosscreativeeconomyrepresentsa nextstepinculturaldevelopment.Sincethe1970stheCitysinvestments havefocusedprimarilyonbuildingthenonprofitartsinfrastructureandthis remainsanessentialpolicy.Acknowledgingtheimportanceofartist entrepreneursandforprofit,artsrelatedbusinesseswillyieldnew economicandculturaldividends.Moreover,treatingthecreativeeconomy asanintegratedculturalecosystembetterreflectstherealityofSanJoss culturalidentity. CityEconomicStrategyIncludestheCreativeEconomy SanJosscurrenteconomicstrategy(CityofSanJosEconomicStrategy 2010)callsforstrengtheningthecreativeeconomythroughgoalsthat include:
SoFADistrictGallery

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DevelopaDistinctiveSetofSports,Arts,andEntertainment,OfferingsAlignedWith SanJossDiverse,GrowingPopulation ContinuetoPositionDowntownasSiliconValleysCityCenter NurturetheSuccessofLocalSmallBusinesses CreateMoreWalkable,Vibrant,MixedUseEnvironmentstoSpurInteractionand AttractTalent PrepareAllResidentstoParticipateintheRegionsEconomicOpportunity

Theseeconomicdevelopmentgoalsalignwithgoalsin thisplaninavarietyofways.Thethrustofmany recommendationsistostrengthenanddiversify culturalactivitiesdowntownandthroughoutthe neighborhoods.Creativebusinessesareprimarilysole proprietorshipsandsmallbusinesses,soCitysupport RobertLynch,President&CEO forsmallbusinesscanbeadaptedtotheirspecific AmericansfortheArts needs.Andtherearemanyopportunitiestoconnect residentswithdesirablejobopportunitiesinthecreativeeconomy. SuccessfulArtistsandArtsbasedBusinessesRequireSpecificAssistance TheneedsofSanJosscreativesectorcanbestbemetwitharangeofsmallbusiness assistance,buildingontheCityscurrentsupportforsmallbusinessdevelopment,suchas BusinessOwnerSpace.com.Assistancecanincludeconvening,information,andaccessto resources,training,andfunding. ShortTermRecommendations:
duringthesetroubledtimes,theartsareactuallypartofthe solutionnotpartoftheproblem.Theartsarenotaspecialinterest; theyareanessentialcomponentoftheeconomyandanespecially crucialoneasournation'sfuturedependsincreasinglyonitscreative economy.

29. ConveneaCreativeEconomicForum,includingaresourcefairforcreativebusinesses. OCA,incoordinationwithWork2FutureandBusinessOwnerSpace.com,canconvenea periodicforumforcreativebusinessesthatbuildsonsimilarpastevents,suchasthe townhallsfortheCreativeEntrepreneurProject.Thepurposeistoprovideaccessto availableresourcesinthecommunity,fosterasenseofcreativecommunity,promote communicationandconnections,andpromoteavailablesmallbusinessservices. Participantscanincludeindividualcreativeentrepreneurs,artsrelatedforprofit businesses,andnonprofitartsandculturalorganizations.OCAcanlaythegroundwork forthisbydevelopingalistoflocalartsrelatedbusinesses;Work2Futurecanassistin thiseffortbyprovidingGeomapping,atooltolocateexistingbusinessesbyNAICScode.

30. InitiateaCreativeBusinessCommitteeattheSanJosSiliconValleyChamberof Commerce. Creativebusinessescurrentlylackaforumfortheirsector.Conveningbusinessand artisticleadersfromthecreativeeconomyisanimmediateandefficientwaytoidentify needsandopportunitiesforthissector.TheChamberhasexpressedinterestin conveningagroupofthiskind,includingartsandbusinessleaders,especiallytofocus onopportunitiesindowntownSanJos.Thisgroupcandefineitsownagenda.There areopportunitiestoserveasaforumforinformationexchangeandnetworking,provide

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supportforartisticinitiatives,advocateinsupportofcreativebusinessneeds,andassist withprojectssuchasenliveningthedowntownmusicscene.

31. CreateawebbasedresourceforSanJosartistsandcreativeentrepreneurs. Tobestsupporttheirbusinessdevelopment,artistshaveaneedforacentralsourceof informationexchangeandresourceopportunities.Oneofthebestexamplesofsucha siteisChicagoArtistsResource/CAR(www.chicagoartistsresource.org),aprojectofthe ChicagoDepartmentofCulturalAffairs.ContentforasimilarSanJosartistswebsite wouldideallyinclude:a)artisttoartistinformationsharingandsocialnetworking(see Facebookexampleatwww.facebook.com);b)resourcesforbusinessdevelopment; andc)listingsofactivities/eventstoconnecttoartiststoaudiences.

32. ContinuetooffertrainingtoartiststhroughartsserviceorganizationsortheCitysPublic ArtorWorkforceDevelopmentprograms. Basedonresearchfindings,communityfeedbackandtheresultsofthepilotBusinessof Arttrainingprogram,continuedtrainingandprofessionaldevelopmentisneededbySan Josartiststoensuretheireconomicviabilityandsustainability.Suchprogramming couldbeprovidedthroughexistingorganizationsand/orCityagencyeffortsaimedat artiststhroughthePublicArtprogramorasworkforcedevelopmenttrainingsponsored byWork2Future.

33. Provideajobsdevelopmentprogramfocusingonemploymentincreativebusinesses. Work2Futureiscurrentlyprovidingtworelatedinternshipprograms,oneforatrisk youth(ages1524)andoneforcollegestudents.OCAcanassistwiththedevelopment ofthisprogramtoprovideinternshipsincreativebusinesses,bothforprofitand nonprofit,byprovidingaccesstopotentialemployers.

LongTermRecommendations:
34. Provideaccesstosmallbusinessservicestailoredtocreativebusinesses. OCA,inpartnershipwithWork2FutureandBOS(BusinessOwnerSpace.com),canprovide accesstosmallbusinessservicessuchasinformation&referrals,technicalassistance, businessskillstraining,mentorshipsandnetworking.Manyoftheseservicesare currentlyavailablethroughBOSatlowornocostbutarenotnecessarilyfocusedon theneedsofcreativebusinesses.OCAcanhelptoidentifythesespecificneedsand createapoolofprovidersavailabletoworkwithcreativebusinesses.

35. Facilitateaccesstogroupservices,suchashealth,liabilityandotherinsurance. Manycreativeworkers,especiallythosewhoareselfemployed,havedifficulties securingappropriateinsuranceandotherprofessionalservices(e.g.,legal,accounting), andinformationaboutthoseservices.OCAcanhelpidentifyandpromoteparticipation inexistinggroupservices,includingBenefitOpportunitiesforArtists (http://benefitsforartists.com/).OCAcanalsopromotethedevelopmentofother services,andtheiravailabilityanduseinSanJos.

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36. Facilitateaccesstofundingforstartupandexpansionofcreativebusinesses. Microfinancebusinessloansforstartupandoperationisessentialyetrelatively unavailableformanycreativebusinesses.OCAcanprovideaccesstosuchlending throughdevelopmentofapartnershipwithanexistingmicrolender,suchas OpportunityFund(http://www.opportunityfund.org/smallbusinessloans/loansand services),thataddressesthespecificneedsofcreativebusinesses.Agoodmodelis InnovationPhiladelphiasCreativeEconomyInvestmentFund,providingloansbetween $25,000and$150,000(http://www.innovationphiladelphia.com/initiatives/creative economyfund.aspx)

37. Encourageopportunitiesforexchangebetweenbusinessexecutives,governmentand nonprofitleaders,andexperiencedentrepreneurstohelpcatalyzecreativityandinnovation inSanJos. TheCreativeEntrepreneurProjectreportemphasizestherelationshipbetweenSilicon Valleyinnovation,businesses,workforcedevelopment,andartistscreativeand employmentneeds.Onewaythisnexuscanbestrengthenedisthroughthecreationof aformalizedInnovationInstituteinSanJos.ApromisingmodelexistsattheMcColl CenterforVisualArtinCharlotte,NorthCarolina,whoseInnovationInstituteprovides 12weeksofhandson,experientialtrainingtaughtbyrenownedprofessional artists/innovators,supportedbyaprofessionaldevelopmentcoachandorganizational developmentconsultant.ParticipantsintheMcCollprogramincludeamixofcorporate executives,governmentandnonprofitleaders,andentrepreneurswith10ormore yearsofexperience.

DanceclubintheSoFADistrict

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GOAL9.STRENGTHENTHECULTURALCOMMUNITYSINFRASTRUCTURE.
AdapttheinfrastructureofsupportforartsandcultureinSanJostoaddressenvironmental challenges,reflectchangesintheculture,andprovideaneffectiveplatformfor implementationofthisplan. SanJoshasmanyculturalstrengthsyetitalsofacesavarietyofenvironmentalchallenges toculturaldevelopment.Somechallengesarefinancial.Therelativelackofarts philanthropyanddecliningpublicsupporthasposedmajorobstaclestosustainabilityfor manynonprofitartsandculturalorganizations.TheGreatRecessionpresentsadditional problemsincompetingforresidentsdiscretionaryspending. Thereisanongoingneedforpubliceducation ChallengesforSiliconValleysNonprofitArtsandCultural regardingtheroleandvalueofartsandcultureinthe Organizations community,messagesthatreframethetraditional SeventypercentofallSiliconValleyculturalorganizationsareless argumentsandgroundartssupportinresidents than20yearsoldandmorethan30%ofthemareethnicallyspecific. directpersonalculturalinterestsandinvolvement.As Thishasimplicationsfortheinstitutionalizationoflocalphilanthropy issueexpertBobLynchnotesinhispaper,TheArtsand andoverallorganizationalstability.Unlikemoreestablishedcities EconomicProsperity(seesummary,page45),the suchasLosAngelesandSanFrancisco,andothersnationwide,Silicon problemsarestructuralandlocalartsagencies,suchas Valleyartsgroupsreceiveasmallerportionoftheirbudgets(40%) throughindividualdonations,corporategiving,foundationsand OCA,havearesponsibilitytomakethecaseforarts governmentgrantsthantheaverage(50%).Moreremarkableisthe andcultureintheircommunities. percentageofSiliconValleyartsbudgetsthataresupportedthrough individuals(14%)comparedtothenationalaverage(31%).Atelling Effectiveleadership,andthevoiceofleadership,ofthe anecdoteinvolvesamajorartsinstitutioninSanFrancisco:asingle familyhasheldaseatontheboardofdirectorsforfourgenerations. artsandculturesectorisacriticalcomponentof (Source:1stACT2009) culturaldevelopment.Supportingthepeoplewholead, andassistingtheirdevelopmentwithtrainingandnew tools,willpromoteleadershipneededtoimplementthisplan. Addressingstructuralissuesrequiresstructuralremedies.ChangestoSanJosscultural infrastructureareneededtoadapttochangesintheculture,andtoprovideamore effectiveplatformforimplementationofthisplan. ShortTermRecommendations:
38. Developanongoing,communitybasedadvocacynetwork. Theneedsforpubliceducationaboutartsandculture,aswellasforeffectiveadvocacy, inthelocalcommunitystronglysuggestthecreationofacomprehensivenewnetwork. Theadvocacynetworkshouldincorporatebothalongtermfocusoneducation regardingthepublicvalueofartsandculture,andashorttermfocusonimmediate issues.Membershipshouldextendbeyondtheprofessionalartsandculturecommunity toencompassdiversecommunityparticipants,parents,students,teachers,andother supporters.ArtsforLAisausefulmodel(http://www.artsforla.org/),emphasizingthe useofonlinetoolsforongoingcommunicationsandpoliticalactioninalocal community.Thatorganizationhasalsoeffectivelyusedcommunitywideprocessto defineitsagendaandpriorities.ArtsforLAisthefirstadaptationbyalocalcommunity

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ofAmericansfortheArtspowerfulonlineadvocacysoftware,Capwiz (http://capitoladvantage.com/capwiz).

39. Continuetofosteravibrant,sustainableecosystemofhealthynonprofitartsandcultural organizations. Therecession,coupledwithotherenvironmentalchallenges,hascreatedstressfor manyofSanJossnonprofitartsandculturalorganizations.Asaresult,some organizationscannotsustainoperationsintheircurrentformandneedtoadoptnew approachesinordertofulfilltheirmissions.Itisimportanttoofferassistancetothese organizationsandtofacilitateatransitionprocessthathelpsassurethecontinuityof theirculturalservicestothecommunity.

40. Providetrainingforboardsofdirectorsofnonprofitartsandculturalorganizations,and theirseniorexecutives,thatencompassesthespecificneedsofthesector. Theboardsofdirectorsofartsandculturalorganizations,andtheirseniorexecutives, facechallengesarisingfromtheenvironment,therecession,andthedifficulties inherentinleadinganonprofitorganization.Thereisanongoingneed forqualitytrainingaswellasnewneedsarisingfromthechangesinthe culturedescribedthroughoutthisplan.Alimitedfundingenvironment, changingaudienceinterests,andnewpossibilitiesforaudience engagementareexamplesoffactorsthatinfluencethejobof stewardshipofanonprofitartsorganization.TheDemandAnalysisfor SmallScaleCulturalFacilitiesstudyrecommendedsuchtrainingas necessarytoassistingorganizationsinmeetingtheiroperationsaswell astheirfacilityneeds.Trainingthatacknowledgesandaddressesthese realitieswillassistorganizationswithnavigatingthechallengesof changeandinnovation.Themosteffectiveartsleadershiptraining involvesbothboardmembersandCEOsorasmallgroupofsenior executivesinbothparallelandjointlearningexperiences.Thereare qualityprovidersofnonprofitboardtrainingintheregion,including CompassPoint(http://www.compasspoint.org/),andnationalresourcesavailable throughBoardSource(http://www.boardsource.org/).Itwouldbebeneficialtoexplore partnershipswithprovidersthatcouldtailortrainingforSanJossspecificneeds.

BalletSanJos

41. Supportenhancedleadershipdevelopment,includingmulticultural,emergingandbusiness leaders. Planningparticipantsspokeeloquentlyabouttheroleofleadershipdevelopmentinarts andculture.1stACTsMulticulturalArtsLeadershipInitiative(MALI),forexample, focusesonfutureandemergingmulticulturalartsleaders,providingtrainingand mentoringtoagroupofpeoplefromthenonprofitaswellascommercialartssector. MALIandotherinitiativestodevelopyoungleaderswillhelpprovideanecessary generationalperspective,andnewenergyanddiversitytothesector.

42. StreamlinetheOCAgrantsprocesstocreateefficienciesforbothapplicantsandCitystaff. BecauseOCAsgrantmakingprogramhasundergonesubstantialchangeinrecentyears, itisvaluabletoreviewtheprocessandidentifywaystosimplifyitforapplicantsand economizeonstaffresourcesinitsadministration.

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 LongTermRecommendations:
43. Developaninnovationinartsmanagementinitiative. AsissueexpertBenCameronstatesinhiswhitepaperoninnovationforthisplan,the magnitudeandrapidpaceofchangeintheculturemakesinnovationessential, particularlyfornonprofitartsandculturalorganizations.Innovationinthiscontext meanschangesinmanagementpracticethatarediscontinuousfrompastpractice, reflectanunderlyingshiftinassumptions,andreflectanorientationofanticipatingthe future.Suchchangerequiresaprocessofcreativethinkingandanalysis,riskand experimentation.Thisisbestapproachedthroughafacilitatedprocessthatguidesand supportschange.OCAcandevelop,orfacilitatethecreationof,aninnovationprogram thatfocusesonartsmanagementpracticeinSanJossnonprofitorganizations.This programshouldbehighlyselectiveanddemanding,withacorrespondinghighlevelof assistanceandengagement.Becauseorganizationalchangerequiresasustainedeffort, theprogramshouldalsobeofsufficientdurationtomeettherequirementsofan innovationcurriculum,probablyamultiyeareffort.Therearemodelsforprogramsthat facilitateinnovation,suchastheDorisDukeCharitableFoundationsInnovationLabfor thePerformingArts(http://www.ddcf.org/page.asp?pageId=772),andtheRockefeller FoundationsNewYorkCityCulturalInnovationFundCompetition.Theseprograms combinetechnicalassistance,groupprocessandfunding.

44. Providesupporttoartsandculturalorganizationstoincreaseartisticcapacitythrough experimentationandotherprofessionaldevelopment. Experimentationandcreativityareanintrinsicpartoftheartisticprocess.Whilethereis fundingavailablefornonprofitstoproduceandcreateart,italmostalwaysrequiresan artisticproductthatcanbepresentedtothepublic.Fundingdoesnotoftensupport experimentationandartisticprofessionaldevelopmentforitsownsake.Similarly, effortstobuildcapacityinnonprofitartsandculturalorganizationsalmostalwaysfocus onnonartisticcapacities.However,asissueexpertBenCameronassertsinhispaper, InnovationandtheArts(seesummary,page42),changingtimesrequirereevaluating notonlyhowwedeliverthearts,butwhatartswedeliver.Evenmodestamountsof supportforindividualartisticprofessionaldevelopment,orgroup/companyartistic experimentation,canbevaluableinassuringthatartistsandartisticdirectors,ofall disciplines,canreinvigoratetheircreativity,anddiscovernewwaysofadvancingtheir artformsandservinganaudience.Supportcanbeprovidedforsuchactivitiesas personalartisticresearch,artistresidencies,mentorships,peercritiques,and experimentalartisticprocesses(includingcollaborations).

Sempahore,BenRubin,SanJosPublicArtProgram

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GOAL10.INCREASEFUNDINGFORCULTURALDEVELOPMENT.
AddressthefundingchallengeforartsandcultureinSanJosbycreatingnewrevenue sourcesandtargetexistingresourcestoidentifiedgoalsforculturaldevelopment. ThelevelofavailablefundingforculturaldevelopmentisandhasbeenanissueinSanJos formanyyears.StructuralproblemsintheCitysbudget,impactsoftherecession,andthe relativelackofartsphilanthropyhavecreatedtheneedforadditional,ongoingrevenuesfor artsandculture.Inrecentyears,thedebatehasbeenabout howtodivideashrinkingpie.Meetingthecommunitys culturalneedsrequiresalargerpie.Whilefundingisnotthe wholesolution,itisanessentialelementofmovingforward withculturaldevelopment.Creatingnewrevenuesources anddirectingexistingresourcestopriorityneeds,suchas thoseidentifiedinthisplan,willbetterensurecultural SanJosArtsCommission:AdvocatesfortheArts developmentwithbroadandlastingcommunitybenefits. AppointedbytheCityCouncil,the13memberArts CommissionassessesculturalneedsofSanJoseand CulturalConnectionisalsoshapedinnosmallmeasurebythe developsartspolicy,programandbudget Citysfiscalissues.TheCityhasastructuralbudgetdeficitand recommendationsforapprovalbytheCityCouncil, includingannualculturalgrantsandpublicart.The hasexperiencedshortfallsineachofthepastsevenyears. CommissiontakesanactiveroleinadvocatingwithCouncil Thisispartially,butnotentirely,duetotheimpactofthe andthecommunityformeetingtheculturalneedsofthe GreatRecession.Gainingcontrolofthebudgetandrestoring community.AdministrativesupportfortheArts fiscalhealthisunderstandablyaprimarygoalandtheCityis CommissionisprovidedbytheOfficeofCulturalAffairs. refocusingitseffortsonitscorefunctions.TheCitysfiscal circumstancesreinforcetheprobabilitythatCityresourcesforartsandculturearenotlikely togrowinthenearfuture.SharingintheCitysfiscalcutsinrecentyears,theOCAsbudget shrankby46%betweenFY2008andFY2010fromapproximately$8.3millionto$4.5million. Thisemphasizestheneedfornewrevenuesourcesandfortargetingandleveragingof existingresources. ShortTermRecommendations:
45. Exploreafiscalstructuretofacilitatedevelopment(fundraisingandsponsorships)that supportscommunitywideculturaldevelopment,includingimplementationofthisplan. Manylocalartsagencieshaveopportunitiestogarnerprivatecontributionsinthe community,especiallyforimplementationofacommunitywideplansuchasthisone. CreatingaCityfundthatisseparatefromtheGeneralFund,anddedicatedto supportingtheCityseffortsinfulfillingcommunitywideculturalgoals,canprovidethe necessaryfundraisingstructureandvehicle.Ananalogyisafoundationcreatedto supportparksorafriendsoforganizationforalibrary.

46. ExplorenewpublicrevenuesourcesdedicatedtoSanJossartsandculture. Californiacitiesfaceongoingstructuralchallengestotheirbudgets.Whilethecurrent recessionhasreducedtheirrevenues,otherfactorsareincreasingcostsfasterthan revenues.Thismakesitmoredifficultforcitiestofulfillresidentsexpectationsfrom localgovernment,includingprovidingculturalamenities.OCAhasexperienced substantialbudgetcutsinrecentyears,reflectingthisdownwardpressureonCity

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spending.Theculturalcommunityisinterestedinnew publicrevenuesources,especiallythosethatcanbe dedicatedtoartsandculturaluses.Theseincludea potentialtaxorsurchargeonadmissions(tickets)in theCitythatcouldbelimitedtocommercialand sportingeventsonly.

Anadditionalapproachisaqualityoflife tax,whichdedicatesaportionofpropertyorsalestaxestoartsandcultural programsandfacilities.Thisapproachhasbeensuccessfulincommunitiesthroughout theUS,includingDenver,SaltLake,St.Paul,AlleghenyCounty(Pittsburgh),Broward County(Ft.Lauderdale,Florida),andMontgomeryCounty(Dayton,Ohio).Generally, enactingthesetaxesinvolvesacoalitionofqualityoflifeinterestssuchasarts, libraries,parksandsports.Becausesuchaneffortinvolvescomplexcoordinationanda votereducationcampaign,itrepresentsalargerandlongertermeffort,althoughitcan andshouldbeexploredimmediately.Italsorepresentssubstantialpotentialrevenues forartsandculture.Itwouldrequiresubstantialleadership,financialinvestment, preparationandadvocacytogarnerthesupportofvotersandpoliticalleadership.

Californiaposesahighstandardofvoterapprovalforsuchtaxesandtheproposed initiativewouldrequireatwothirdsmajority.Thismeansthatanymeasurethatpasses hasstrongpublicsupport,whichwouldnegateargumentsthatthepublicdoesnot prioritizesupportforartsandculture.SanJoshasahistoryofpassingtaxinitiatives dedicatedtomeetingqualityoflifeneeds,suchasthelibraryandparksbondsmeasure in2000.Thepublichasalsosupportedcountywideinitiatives,includingasalestax increaseforpublictransitandameasuresupportingtheCountyspublichospital.A qualityoflifetaxcouldbeeithercitywideorcountywide;bothoptionsshouldbe explored.Ataxcouldtaketheformofaparceltax,salestaxaugmentationorother mechanism.

47. Encourageprivatefundingforcommunitywideinitiatives,suchasmarketingandaudience engagement,culturalparticipation,andadvocacy. Thisplanidentifiesanumberofcommunitywideinitiativesthathavethepotentialfor substantialcommunitybenefit,andwouldpresumablyrequirephilanthropic investment.Demonstratingunifiedcommunitysupportfortheseinitiativeswillhelp foundation,corporateandindividualfundersacknowledgetheneedandmakethecase fortheirparticipation.

48. Preservethelevelofand,asfundingbecomesavailable,increasegrantsupportfor nonprofitartsandculturalorganizations. TheOCAsgrantfundingprogramhasbeenreducedinrecentyears,reflectingdecreases inTransientOccupancyTaxrevenuesandtheCitysGeneralFund.Granteeshave experienceddramaticandsuccessivedropsintheirfunding,placingonthemadouble burdenoflessmoneyandlesspredictabilityintheirfinancialplanning.Especiallyatthe currentreducedfundinglevels,itisimportanttopreservegrantfunding,totheextent possible,tohelpsustaingranteesduringtherecession.Moreover,theneedforand efficacyofthisfundingprogramhasnotdiminished.Itisimportanttorestoreand increasefundinglevelsasrevenuesbecomeavailable.

SaltLakeCountysZAPProgram,adedicatedrevenuestreamfortheartsandotherqualityoflife interests

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LongTermRecommendations:
49. Enactaprivatedevelopmentcontributionrequirementtoprovideonoroffsiteartsand culturalfunding. PublicArtNEXT!recommendedinstitutingprivatefinancialparticipationinpublicart.At present,publicartfundinginSanJoscurrentlyappliesonlytoCityandRedevelopment Agencyfundedconstruction,andtoprivatedevelopmentassistedbythe RedevelopmentAgency.PrivatedeveloperswhoreceiveAgencyassistanceare encouragedtoexpend1%ofprojectcostsforonsitepublicartorcontribute.6%of projectcoststoapublicartpool.PublicArtNEXT!recommendedthatthisprivate developmentcontributionbecomeacitywiderequirement,asitisinmanyother Californiacities.

SincetheapprovalofPublicArtNEXT!theOfficeofCulturalAffairshasevaluatedthe privateartsdevelopmentcontributionrecommendation.Workingwiththefirmof KeyserMarston,OCAisstudyingtheviabilityofrequiringprivatedeveloperstoexpenda percentageofconstructioncostsforonsitepublicartortocontributealesser percentagetoafundthatcouldbeusedmorebroadlyforartsandculturalamenities, spacesoractivitiesthatemergefromthisplan,CulturalConnection.

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GUIDINGPRINCIPLES
Asetoffivethemesorguidingprinciplesunderlietheculturalvisionplansgoalsand recommendations:1)CulturalParticipation;2)Innovation;3)CulturalPluralism;4)Artsand EconomicProsperity;and5)PublicValueofArtsandCulture.Thesefiveprincipleswere identifiedasauthentictraitsinherentinSanJossculturalsectorthroughEnvisionSanJos 2040,recentresearch,trendsinthefield,andideaswhichemergedfromthecommunity process. Inadditiontoidentifyingtheprinciples,fiveissueexpertswereselectedtopreparewhite paperswhichmorefullydescribeeachthemeandhowSanJoscanstrengthenthecultural visionplanthroughitsinclusion.Thefulltextofeachwhitepaperisincludedinthe SupportingDocumentationappendixofthisreport;abriefsummaryofeachwhitepaper andinformationabouttheissueexpertfollowshere. Thefiveissueexpertsselectedare: CulturalParticipation AlanBrown Innovation BenCameron CulturalPluralism MariaRosarioJackson ArtsandEconomicProsperity RobertLynch PublicValueofArtsandCulture JerryYoshitomi InnovationandtheArtsaParable
BenCameron,ProgramDirectorfortheArts DorisDukeCharitableFoundation InGenesis(oralternatelyinAndrewLloydWeberforthosesoinclined),Pharaohdreamsofsevenfatcattle,grazingbytheNile,whoare devouredbysevenlean,skeletalcattlewhosuddenlyappearwithoutwarning.Josephissummonedtointerpretthedreamanddescribes thesevenfatcattleassevenyearsofplenty,andthesevenleanassevenyearsoffamine.Recognizingthedreamasanomen,Joseph helpsinstituteanewpolicyofstoringgraininanticipationofthatfamineastrategythathelpsthenationsurvive. Forthoseofusintheartsincludingmanywhomaybelievetheyneverreallysawthesevenyearsofplentythesevenyears(orlonger)of faminearehere.Wefindourselvesgoingtothosesiloswherethegrainhaspresumablybeenstoredtofindthefirstsilohasbeeninvaded withworms,perhaps,andthegrainunusable;thesecond,werealize,hashadaleakyroof,andthegrainisrottedwithmildew;thethird, managedbyBernieMadoff,isaltogetherempty,andsoforthuntilwecometoafinalsilo,findingitatbesthalffull.Feedus,wecry, Wearesohungry.Yetifweyieldtoourcurrenthungerandfailtoexercisethedisciplinetoputasidegraintoreplantforfutureharvests, wewillstarvenextyear. Thisisthechallengethatartsgroupsface:managingthequestforshorttermsurvival,whilehavingthediscipline,thefocusandthe dedicationtofreeupresourcestopromotethequestforlongtermtransformation.Weonbothsidesofthefundingtablemust togetherlookbeyondthefinancialandaddressthecrisesofurgencyandrelevance.Wemustbeabsolutelyclearaboutourvaluesandour missions.Wemustprotectandbolsterthosepartsofourworkwhichformtheheartofoursuccesses,evenwhilewemustberuthlessin discardingthosethingswhichdonotandwillnotserveuswell.Wemustidentifyanddedicateresourcestoourreinvention.Wemust embracethepathsofinnovationtogether.

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CULTURALPARTICIPATION
AlanBrown,aleadingresearcherandmanagementconsultantinthenonprofitarts industry,focusesonunderstandingconsumerdemandforculturalexperiencesand examiningtheintrinsicimpactofartsexperiencesonconsumers.Hisstudieshave introducednewvocabularytothelexiconofculturalparticipationandpropelledthefield towardsaclearerviewoftherapidlychangingculturallandscape.Inhisbriefingpaper, BrownusesthisnewapproachtoassistSanJoscommunitymembersandpolicymakers withdevelopingaculturalvisionplanthatisrelevantandmeaningfultoitsusersand beneficiaries.Hecallsforaplanthatallows CulturalParticipation policymakersandfunderstobecomearchitectsof onemustlooknotonlyatthesupplyofprofessionalquality impact,notjustsupportersofdeliverymechanisms. programs,butalsoatparticipatoryactivitiessuchassinginginachoir Hefocusesonkeythemesthatcanguidetheplanning orwritingpoetry.Participatoryengagementorartspracticeis processincluding:thedefinitionofculture,inclusivity widespread,butgenerallyofftheradarofculturalpolicy,partly withtheformsofculturalactivitythatdefinition becauseitlacksanorganizedpowerstructureandlacksachampion atthepolicytable.Inthepast,argumentshavebeenmadeagainst includes,SanJossculturalecology,andhowimpact supportingparticipatoryculturebecauseitcansupportitselfand ismeasured. becausethelevelofartistryisnotprofessional.However,Ichallenge policymakersinSanJostothinkhardabouthowtoweighthepublic BrownbeginsbysuggestingthatSanJosscultural valueofartspracticeversusartsconsumption. visionplanadoptabroadandinclusivedefinitionof Incraftingaculturalvisionplan,theOfficeofCulturalAffairsmust culturethat:1)recognizesthemanyformsofcultural reachforabroadandinclusivedefinitionofcultureonethat expressionthataremeaningfultoSanJosresidents; embracesthevariedsettingsinwhichmeaningfulcultural engagementoccurs,includingthehome,placesofworship,schools 2)valuesdifferentmodesofengagement;3) andcommunitycenters,aswellaspurposebuiltculturalfacilitiesand recognizesmultiplelevelsofartisticskill;and4) theinternet. embracesthevarioussettingsinwhichcultural AlanBrown expressionandparticipationoccurs.Furtherhe recommendslookingatculturalactivity,andtheforcesthatshapeitinSanJos,inanew anddifferentwaythatbetterreflectsnotonlytheethnic,generationalandsocioeconomic differences,butalsotakesintoaccounttheroleofadvancedtechnologyandfunding concernsthatarespecifictoSanJos.Brownsuggeststhattheplanbeguidedbyamodel forculturalecologythatisbasedonconceptualframeworkfoundintheCreativeCommunity Index(seesummaryintheRelevantPlansandStudiessectionoftheSupporting Documentationappendix)whichacknowledgesboththeimportantplacethatparticipatory culturalpracticeplaysinthelocalenvironmentandthefactthatthiskindofcultural engagementismostoftenofftheradarandofftheculturalpolicytable.Toparaphrase Brown,culturallifeinSanJoscannotflourishwithoutsupportforbothparticipatoryaswell asconsumptionorientedculturalactivities. Finally,BrownaskshowwillyouknowthatSanJoshasahealthyandvitalcultural system?Whilehestopsshortofrecommendingameansforassessingoutcomes,Brown identifiesseveralbulletpointsthatcouldbeincludedinanoutcomerubricthatmore holisticallymeasuresthecreativehealthofacommunity,includingcreativeworkforce opportunities,localsupportforartistsandotherculturalrolemodels,andvisiblesignsof creativityinthecommunity.

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INNOVATION
BenCameron,isoneofthecountrysmostinfluentialartsadvocatesandahighlysought afterspeakerontopicsincludingtheimportanceofculturalcitizenship,thedevelopmentof newleadersinthearts,andthefutureoftheartsandartsaudiences.Heiscurrently ProgramDirectorfortheArtsattheDorisDukeCharitableFoundationinNewYorkwhere hesupervisesa$17milliongrantsprogramfocusingonorganizationsandartistsinthe theatre,contemporarydance,jazzandpresentingfields.Previously,heservedformore thaneightyearsastheExecutiveDirectorofTheatreCommunicationsGroup,thenational serviceorganizationfortheAmericannonprofit InnovationandtheArts professionaltheater,significantlyexpandingits theultimatecrisisfacingusintheartsisnotreallyfinancial:the programs,membershipbaseandgrantmaking ultimatecrisisisacrisisofurgencyandrelevance.thechallenge activities. thatartsgroupsfaceismanagingthequestforshorttermsurvival, whilehavingthediscipline,thefocusandthededicationtofreeup resourcestopromotethequestforlongtermtransformation.We Cameronbringstohiswhitepaperoninnovationa mustidentifyanddedicateresourcestoourreinvention.Wemust clearconnectionbetweenthefutureoftheartsand embracethepathsofinnovationtogether. theroleofinnovationandinnovativethinking.He BenCameron connectsthetopicofinnovationtothisculturalvision planasamatterofsurvival,seeingtheneedtobe awareofnewdevelopmentsandchanges,anddeeplyattunedtoimpulses,patternsand trendsintheartsandhowthenextgenerationischoosingtoproduceandconsumearts andculture.HefurtherquotesPopTechcuratorAndrewZollistatinginnovationisabout creatingnewformsofvalueinanticipationoffuturedemand. Cameronadvocatesthataculturalvisionplanwhichispartofathirtyyear,citywidegeneral planrequiresacertainformofforwardlooking,innovativethinking,whilerecommending thecreationofinnovationteamsandbetatestingofpotentialstrategies.Hefurther remindsusoftheimportanceofmakingalongtermcommitmenttoinnovationratherthan merelytryingtotakeoninnovativeprojects.Whilemanyoftenfeelthatideasfornew initiativesneedtobefullyformedandproveninordertobeviable,CameroncitesRobert SuttonsWeirdIdeasthatWorkinwhichheremindsusofThomasEdisonsadagethat innovationoftenrequiresagoodimaginationandapileofjunk.Creatingnewand transformativeprogramsandideasoftennecessitatesshiftingfromaproducingperspective toaninquirybasedone.Toparaphrase,hesuggeststhatthecommunitychallengeits thinkingwithdeepprobingquestionsaboutthenatureoftheagencyororganizationswork, whatitcandobetterthananyoneelse,howthecommunitywouldbedamagedbyitsloss, andfinallyhowtheagencycanadapt,behaveandbestructuredtobetheoptimalconduit foritsmission. Cameronrecognizesthedichotomyartsandcultureorganizationsandagenciesfacetoday: boththeneedforshorttermsurvivalandthequestforlongtermtransformation.Onecan takeawayfromhisworkthatsomeofthebasictenetsofplanningcreatingmission centeredgoals,developingshortandlongterminitiatives,andbeingreadytorespondto changingoutcomesandconditionswhileprovidingclearindicatorsforsuccessarejustas criticalinthisneweconomicenvironmentasever.

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CULTURALPLURALISM
Dr.MariaRosarioJackson,isSeniorResearchAssociateintheMetropolitanHousingand CommunitiesPolicyCenteroftheUrbanInstitute,andDirectoroftheUrbanInstitutes Culture,CreativityandCommunitiesProgram.Dr.Jacksonsresearchfocusesonurban policy,urbanpoverty,communityplanning,theroleofartsandcultureincommunity buildingprocessesandthepoliticsofrace,ethnicity TowardDiversityThatWorks andgenderinurbansettings.Sheappliesthisresearch tohelpingusunderstandtheroleofculturalpluralism Artsandculturalactivityareanessentialcomponentofahealthy diversecommunity.Thereisaneedforcommonspaceswhere andthechallengesitpresentstoculturalplanningfor diversegroupscancometogetheronanequalfooting.Thereisalso SanJos. needforcommunalspacethatisperiodicallymadeavailableby invitationoftheethnicallyspecificgrouphostingothers.Sometimes, Jacksonbelievesthatmuchoftheworkofdiversifying itisonlyinsuchacontextthatdeeperexchangecantakeplacelike exchangethathappenswhenpeoplemeetatthehostshomeas communitiesdoesnotfocusenoughontheimportance opposedtosomegenericrestaurant. ofartsandculturalparticipationandtheroleitplaysin theactualprocessesbywhichpeopleexpressand/or Dr.MariaRosarioJackson worktochangetheracial,ethnicandotherdynamics withinandamonggroups.Shefurtherpositsthat,ingeneral,wellmeaningeffortstobring diversegroupsofpeopletogetherrarelyprovidesufficienttimeforplanning,bridgebuilding andimplementationtoreallysucceed.Inherpaper,sheprovidesuswiththreedistinctand interrelatedstepsthatarenecessaryforrealandlastingdiversitytobeachieved.These threestepsare1)Affirmation;2)CriticalAssessment;and3)TheCulturalCommonsand BuildingBridges. Affirmationistheabilityofculturallyspecificgroupstoaffirmandpreservetheirown, uniqueculturalidentity.CriticalAssessmentfollowsanditistheprocessthathelpspeople understandwhotheyareasagroupwithinthecontextofthebroadersociety.Itincludes theopportunitytodebateandchallengesometimesdeeplyheldassumptionsaboutwho theyareandhowtheyidentifythemselvesasagroup.Thefinalprocesshastwoparts; steppingintotheculturalcommonswithanunderstandingoftheirsocialstandingand historywithinbroadercontextsandthenbridgebuildingwithotherculturallydistinct groups. Sheprovidesuswithfivekeyideasforplacingthisworkwithinthecontextofcultural planningandpolicymakingthatisconcerned,asSanJosis,withencouragingand sustainingdiversityandculturalpluralism. 1. Artsandculturalactivityareanessentialcomponentofahealthy,diverse community. 2. Forgroupsthatarenotofthedominantculture,ethnicspecificactivitiesare essentialtonurturingdiversity. 3. Thereisaneed,inadditiontoethnicspecificspacesandactivities,forcommon spacesinwhichdiversegroupscancometogetherwithequalfootingaswellasto hostoneanother.Thislastspaceshedescribesassimilartohostingsomeonein yourhomeinsteadoftakingthemtoagenericrestaurant.Itchangestheintimacyof therelationshipandenablesbetterbridgebuilding.

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 4. Artsandculturalactivitiesareimportantbecausetheyrevealtherealdifferences inherentinaworldviewthattakesanumberofhumandifferences(race,citizenship status,classetc.)intoaccount,whichinturnhighlightstheinadequacyofthe binaryblack/whitemodel,whichisstillprevalentonmanysocioeconomicanalyses ofcommunity. 5. Itisimperativetorecognizethattrueracialandethnicdiversitytakestime,will, focusedintentionandresources.Thequestfordiversityandthestateofbeingina diversesocietyarenotalwayscomfortable,butworthstrivingfor. CreatingaculturalvisionplanforSanJos,acommunityforwhomdiversityisadistinctand highlyvaluedaspectofitscollectiveidentity,requiresmorecarefullydevelopedthinking aboutitsspacesandplacesandthewaysinwhichitdevelopspoliciesandinitiativesto fosterthegrowthandmaturationofitsculturallyspecificartsgroupsandthecommunities theyserve.Inaddition,itmustlookatthewaysinwhichitcanbegintoencouragebridge buildingbetweenandamonggroupssothatthecommunitycanbecomebetterconnected andfullyexperiencetherichnessthatcomesfromthediversitythatithasinherited.Lastly, itmustconsidertheoutcomesoftheseeffortstobelongtermgoalsratherthanshortterm projects.

SanJosJazzFestival

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ARTSANDECONOMICPROSPERITY
RobertL.LynchisthePresidentandCEOofAmericansfortheArts,thenational organizationdedicatedtoadvancingtheartsandartseducationinpeople'slives,schools, andcommunities.WithalargeportionofAmericansfortheArtsconstituencyrepresenting stateandlocalartsagencies,Lynchhasakeenunderstandingoftherolethatgovernment canplayintheartsandculturalexperiencesofallAmericans.Hehasparticularexpertisein understandingtheimportanceoftheartstolocal,state andnationaleconomies.Lynchprovidesuswithinsight TheArts=Growth=Jobs intoboththechangingroleofthelocalartsagency,of Theartsareaboutgrowth,economicgrowth.Intoday'seconomy, whichtheCityofSanJossOfficeofCulturalAffairsis artscentricjobsarecoretobuildinganewkindofworkforceto st competeinthe21 centuryglobaleconomy,onethatisskilledin one,anditsintersectionwithcreatingahealthy innovation,design,andcommunications.Itiscriticaltoremember economyandahealthycitizenship. thatmusicians,dancers,painters,actorsandartsadministratorspay taxes,rent,anddoctor'sbillslikeanyotherworkers.Theartsarenot Lynchdescribesthetraditionalrolesofthelocalarts aspecialinterest;theyareanessentialcomponentoftheeconomy agency:serviceorganization;gapprogrammer;grant andanespeciallycrucialoneasournation'sfuturedepends increasinglyonitscreativeeconomy.Infact,datafromtheArtsand maker;communitywideculturalplanner;leadership EconomicProsperitystudyconductedbyAmericansfortheArts cultivator;changeagentforatriskyouth;andarts indicatesthatthetotalcombinedeffectofevery$1billioninspending advocate.Thecharacterofeachlocalartsagencyisthe bynonprofitartsandcultureorganizationsandtheiraudiencesis resultoftheenvironmentinwhichitresides, creationofalmost70,000fulltimeequivalentjobs. addressingtheneedsandprioritiesofthecommunityit RobertLynch serves.Butgenerallyspeaking,theworkofthelocal artsagencyhasbecomemorecomplexovertimeevenwhileeconomicchallengeshave requiredthemtodownsize,workingharderwithless. Hedescribesseveralcurrenttrendsfacingtheartsthataretheresultofa2007 environmentalscanconductedbyAmericansfortheArts.Theyinclude: Sustainingthecapacityofartsorganizationshasbecomeagreaterchallengeinthe last10years,withartsproductionexceedingdemand.Oneineverythree organizationsfailedtoachieveabalancedbudgetduringthestrongesteconomic yearsofthisdecade.

Keyartsleadershiphassuggestedthattheartsenvironmentisoverbuiltandthat theremightbeaprocessofwinnowingout.Whileonewouldexpectthe marketplacetodeterminewhichorganizationsshouldstay,itappearsthatthis hasntbeenthecase.Lynchsuggeststhatlocalartsagenciescanbehelpfulhereby assistingorganizationswithtechnicalassistanceinthebusinessdevelopmentand audiencedevelopmentarenas. Consumerdemandfortheartsischanging,asisthewaythatpeoplechooseto participateinthearts.AnincreaseinthemodesofAmericansculturalparticipation (theseincludeincreasedamateurartscreationandproduction,decreased attendanceatmainstreamnonprofitartsorganizations,andchangesinour relationshipwithtechnology)requiresthatwelookathowtobuildonanatural loveoftheartsasapathwaytonewvehiclesforartsdeliveryandtohelprenew interestinprofessionalartsofferingsaswell. Theartsandculturalorganizationscontinuetoloseamarketshareinphilanthropy toothercharitableareas.Thetraditionalmodelofsubsidizingearnedrevenueswith

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 contributedincomeisbecomingmoredifficulttosustainandorganizationsare struggling. Lynchsuggeststhatthereareanumberofstrategiesthatshouldbeemployedtoaddress thesechallengesincludingdoingabetterjobofcommunicatingthevalueoftheartstothe economy,andmakingthecasethattheartsalsohaveaninherentvaluetosocietyincluding beauty,ideas,creativityandnewwaysofseeing.Inaddition,hesuggestsmoreandbetter technicalassistanceandprofessionaldevelopmentforartsorganizationsandhelpwith marketingandadvocacy.Heseesrecruitingofnewleadershipcommunitywideasan opportunityforthecreationofnewnecessarymarketableservicesinachangingbusiness landscape. FinallyLynchprovidesstrongevidenceabouttheimportanceoftheartsandcreative industriestoalllevelsoftheeconomystatingthattheUSBureauofLaborStatistics estimatesthatthereare2.2millionworkingartistsinAmericantoday.Theeconomicimpact oftheartsreachesintoeverycommunitywithemploymentforartistsandarts administratorsaswellasallthoseindustrieswhichsupportartsproductionincluding plumbers,accountants,printersandthelike.DatafromtheArtsandEconomicProsperity studyconductedbyAmericansfortheArtsindicatesthatthetotalcombinedeffectofevery $1billioninspendingbynonprofitartsandcultureorganizationsandtheiraudiencesresult sinalmost70,000fulltimeequivalentjobs.Heconcludesthattheartsneedtocontinueto makethecasethattheyarenotafrillandthattheyprovidebothculturalandeconomic benefitsalongwithrealjobsforrealpeople. TheimplicationsofLynchsremarksfortheculturalvisionplanclearlyalignbehindthe importanceofstrengtheningtheartscommunitysabilitytocommunicatethevalueofthe artstoSanJosresidentsandvisitors,thelocaleconomyandthewellbeingofthecity.In addition,hepointstotheneedfortechnicalassistanceandprofessionaldevelopment opportunitiesforartsorganizationsinatimewhenfinancialsubsidiesaremorescarceor nonexistent.Redefiningtheroleofthelocalartsagencycouldbeanimportantmeansfor ensuringitsroleinmakingthelocalartscommunitymoreviableandsustainableinthenext decade.

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PUBLICVALUEOFTHEARTS
JerryYoshitomi,ChiefKnowledgeOfficerwithMeaningMatters,isanindependentcultural facilitator/consultantwhofocusesonnewpracticesforincreasingpublicparticipationinthe artsbyaudiences,patrons,communities,institutionsandbusiness.Hehascontributed internationallytoartsleadership,increasingopportunitiesforculturalexchange,andin creatingmulticulturalcollaborations.Yoshitomisgoalistoreframewhatsoftenconsidered atransactionbetweenconsumersandartsmakersasatransformativeparticipant experience,onethattransformsthewholeofsociety,whileengagingcommunitiesandtheir advocates,businesses,artistsandartmanagersandpolicymakersintheprocess. Yoshitomi,andcoauthorsFarnbauchandLakinHayes,examinetransactionalframeworks forartsparticipationthathavehistoricallydrivenartsandculturalinstitutions,andthey presentneweroneswhichtheybelievetobemoreeffectiveinthecurrentenvironment. Thegoalwiththisanalysisistohelpcommunities WhatisthePublicValueoftheArts? betterunderstandandrevealthepublicvalueofthe artsandhowSanJosartsorganizationsandartistscan Publicvalueoftheartsreferstohowpersonallymeaningfularts experiencescontributetotheachievementofcommunitygoalsand makestrongercasesfortheirroleincreating creatingabetterSanJos. meaningfulandtransformativeartsandcultural experiencesforresidentsandvisitors.Byusingthese newerframeworks,theOfficeofCulturalAffairscanmoresuccessfullyrevealthepersonal benefitandpublicvalueoftheseexperiencesandbettercommunicatetheeffectson people,theirlivesandtheircommunitiestostakeholdersandauthorizingagents. ThecurrentTransactionalFrameworkassumesastraightforwardtransactioninwhichthe artsreceivedollarsfromticketpurchasersandcontributorsinexchangeforartsrelated services(exhibitions,performancesetc.),publicrecognition,taxdeductionsetc.The limitationwiththismodelisthatalthoughtherearevaluableexperiencesandservicesbeing exchanged,theyarenotfullyrecognizedorarticulatedbytheparticipant,theartist/arts organizationorthepublic/privatefunder. YoshitomibelievesthatamoreaccurateandinformativeframeworkistheTransformational Framework.Itisonethatacknowledgesthatartsexperiencestransformpeople,their relationshipswithothersandtheircommunitieseconomicandsociallives.Thisnewwayof identifyingthemeaningofartsparticipationisseenforexampleinparticipationsurveysin whichpeopledescribepersonallymeaningfulandmemorableexperiencestheyvehadasa resultoftheirparticipationwithartsandculturalactivities.Unfortunately,Yoshitomistates, manystandardreportingformatsusedtoassessthevalueoftheartsonlyrecordthe numberoftransactionsthatoccur(howmanyattendedaperformance)nottheexperiences thateachofthosetransactionsrepresents.Usinganewmetriccanhelpusbetter understandandthusadvocatefortheartsaslifechangingandtransformationalexperiences worthyinandofthemselves. Yoshitomiemphasizestheimportanceofunderstandingthevalueswhichvarious stakeholdersintheculturallandscapehold.Whatvaluesdrivepoliticians,fundersand educationdecisionmakersforexampleandhowcanweconnectthesewiththerolethat theartscanplayinsupportingthosevalues?Andmostimportantlyhowcanwebest communicatetheseconnectionstothoseinourauthorizingenvironments?

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IMPLEMENTATION
CulturalConnectionisatenyearplanfortheCityanditscommunitypartners.Ithasten strategicgoalsandrecommendedactionstosupportthem.Theplanbalancesthepractical withthevisionarybyidentifyingshorttermrecommendationsthatcanbeaccomplishedor initiatedinthecomingtwoyears,oftenusingcurrentlyavailableresources.Therearealso moreambitious,longtermrecommendationsthatwillrequiresubstantialpreparation,new resources,andotherchangesbeforeimplementationbegins. ImplementationofCulturalConnectionwillrequirecoordinationofeffortsamongtheCity anditspartneragenciesoveramultiyearperiod.Aneffectivewayofaccomplishingthisis toconveneaCulturalConnectionimplementationteam,includingrepresentativesofpartner agenciesandotherinterestedleaders.OnepossibilityistoengagemembersofthePlan AdvancementTeamthatassistedwithdevelopmentoftheplan(seeroster,page1).The implementationteamcanmonitorprogresstowardsachievementofthegoalsand recommendations,troubleshootdifficultiesthatarise,adapttochangedcircumstancesand opportunities,andorganizeassistancewhereneeded.Theteamcanconveneannualpublic meetingstoreportonprogressmadetowardsimplementingtheplan,andmaintain awarenessofandcommitmenttofulfillingthegoals. Foradditionaldetails,pleaserefertotheseparateSupportingDocumentationappendix containinganimplementationframeworkwiththreetables: Table1.Shorttermrecommendations(initiatedinthefirsttwoyears):identifiesalead agencyforeachrecommendation,pluspartners,resourcesneededandinitialsteps. Table2.Longtermrecommendations:OCAwilltaketheleadindeveloping implementationplansforlongtermrecommendations. Table3.Allrecommendations:asummarylistofallrecommendations.

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PHOTOCREDITS
Page2:E.PaulBaca,MovimientoCsmico Page5:GregoryCase,ShowYourStripes Page7:JillianNorthrup,ArtCarFestattheSanJosMuseumofArt Pages10&29:JamesLin,DKSanJos Page13:NhatV.Meyer,MercuryNewsPhotographs,lowridercarenthusiasts Page22:DavidMathesMeir,Hands PhotosprovidedbytheSanJosConventionandVisitorsBureau:
ImageLibrary: Imagesareavailableforyouruseinanystory,article,orpublication,whichhasthepurposeof informing,educatingorpromotingtheCityofSanJos. Notforcommercialuse. Excludedfromusearepromotionalmaterialswhereusageoftheseimagesisforresalesuch aspostcards,posters,etc. Allphotographyandillustrationsarecopyrightprotectedandmaynotbeusedwithoutprior writtenpermissionfromSJCVB.Someflashbannerphotosandimageheaderarecreditedto photographerBobHolmesandarecopyrightprotected

Page3:01SJBiennialandVietnameseSpringFestival Page4:MariachiFestivalandCinemaSanPedro Page5:MusicinthePark Page6:CaliforniaTheatre Page12:ChildrensMusicalTheatreSanJosattheMontgomeryTheatre Pages16&30:SoFADistrictGalley Page18:ItalianFestival Page20:MariachiFestivalandCenterforthePerformingArts Page23:TechMuseumofInnovation Pages25&44:SanJosJazzFestival Page26:RocknRollHalfMarathon Page35:BalletSanJos

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please direct inquiries or comments to:

Office of Cultural Affairs 200 East Santa Clara Street, 4th Floor San Jos, CA 95113 www.sanjoseculture.org 408.793.4344

Art + Design by Carlos Prez ArtOrigin@comcast.net