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Santa Ana Arts Future <br />Community Arts and Cultural Master Plan <br />primarily for land acquisition and pre -development costs. The nonprofit developer funded the <br />remainder of the project ($54.5 million) through grants, unit sales, and tax credits. <br />Vacant properties affect the activity and architecture at street level, diminishing the pedestrian <br />experience. Often, these buildings and storefronts are held for speculative purposes. San <br />Antonio, Texas developed a program of a vacant building/storefront month fee. This <br />encourages the owner to develop the property, sell it, or give the spaces to artists and cultural <br />organizations on a temporary basis until it is rented or sold. <br />A long-term recommendation is the development of an overall strategy for cultural facilities <br />plan. This requires a thoughtful planning effort, given the resources required for development <br />of new facilities. Cultural facilities development is certainly an area where a well -conceived plan <br />might yield significant non -City resources and partnerships. <br />These cultural venues need not, in every instance, require design and construction of new <br />structures. There are several existing buildings in Santa Ana with the potential for adaptive <br />reuse with feasibility determined as part of the cultural facilities planning effort. Additionally, <br />artist live -work spaces are another option with the opportunity to secure support and funding <br />from national nonprofit organizations. <br />Recommendation 6.1: Explore artist live -work space projects with a nonprofit developer of arts <br />facilities. <br />Initiative 6.1.1: Engage a nonprofit arts space developer to survey demand for live work facilities in Santa <br />Ana and to assess available properties. <br />Initiative 6.1.2: Should the demand and infrastructure assets be confirmed, consider a City bond issue <br />and private fundraising campaign to develop a live work facility. <br />Implementation Lead: Department of Planning and Building <br />Implementation Partners: ArtSpace or similar national nonprofits, local public and private developers <br />Timeline: Long Term (Years 8-10) <br />Resources: Initial investment for ArtSpace evaluation; subsequent capital funding to develop facility <br />Metrics: Number of artist live -work spaces in Santa Ana <br />Recommendation 6.2: In concert with the placemaking initiatives, develop creative maker spaces <br />and vacant storefront programming to activate spaces. Create an artisans market/incubator. <br />Initiative 6.2.1: Assess the availability of existing unused or vacant spaces and properties throughout the <br />city and create an inventory of potential spaces. <br />Initiative 6.2.2: Work with a placemaking firm such as ArtSpace to explore the use of vacant spaces for <br />creative placemaking through a Creative Spaces Consulting Visit. <br />Initiative 6.2.3: Create a public/private partnership to develop economically viable creative <br />maker/incubator and retail spaces in various locations throughout the city. <br />Implementation Lead: Department of Building and Planning; Chamber of Commerce <br />Implementation Partners: Local public and private developers, creative businesses, City Small Business <br />Division <br />Timeline: Mid -Term (Years 4-7) to Long Term (Years 8-10) <br />Resources: Funds for planning; staff time; potential future plan implementation costs <br />3I1 <br />MM <br />