Kingman commissioners endorse pursuing arts master plan after ASU playbook review

At a Kingman City commission work session (date not specified in the transcript), members reviewed an Arizona State University 'Art in Public Places' playbook and directed staff to begin due diligence on an arts master plan and funding options.

Josh, a city staff member who led the presentation, said ASU Project Cities students conducted a walking tour of Kingman, held an open house and collected a large public survey. "We had over 400 responses," he said, and the students used that input alongside five case studies to form recommendations. Josh told commissioners that the playbook recommends embedding public art priorities into strategic plans, evaluating a public arts advisory board, researching a percent-for-art ordinance, and developing blended funding and maintenance strategies.

The playbook highlights practical, small-start approaches. "Start with what you have," Josh said, summarizing several case studies that show modest projects can build public trust and momentum. He also noted the city currently allocates about $60,000 annually from tourism funds to public-art programming.

Commissioners debated how best to proceed. Vice Chair Brian Zimmerman and project manager Jeremy voiced support for first developing an arts master plan to give a clear policy foundation and to strengthen future grant applications. Jeremy suggested an "arts overlay" as a zoning tool rather than wholesale zoning changes, so the city could target specific areas without rewriting large sections of the code.

Not all commissioners agreed on funding priorities. One commissioner said, "I respectfully disagree. I think fixing the potholes are probably a little more important than art on the sidewalk," voicing concern that limited city funds are already stretched for infrastructure. Other commissioners and public participants proposed modest, targeted funding mechanisms — small permit surcharges, fractional development fees or voluntary business-license add-ons — pointing to survey support for grants, sponsorships and tourism-fund use.

Commissioners also pressed on stewardship and long-term maintenance. Josh said murals funded on private buildings are generally maintained by property owners under mural grants, while city-commissioned works would be the city's responsibility; he noted some older works predate formal contracts and will require inventorying and stewardship plans.

Several commissioners favored community-led elements in governance and selection. Discussion covered whether a public arts advisory board should be a standalone body, a subcommittee, or a contracted nonprofit partner, with suggested membership mixing staff and community arts experts. Commissioners emphasized cultural sensitivity around Indigenous art and proposed involving knowledgeable representatives in those efforts.

On zoning, Josh cited Avondale's approach as an example: an ordinance that requires public art in larger developments (he cited an Avondale threshold of roughly 50,000 square feet). Commissioners discussed using incentives or permitting waivers rather than strict mandatory requirements in some cases.

The commission's clear next step was procedural: commissioners directed staff to scope an arts master plan, develop potential RFP costs and budgets, and research broader funding opportunities beyond the tourism allocation. Vice Chair Zimmerman summarized the takeaway as "a master plan — and look at funding options and stewardship; staff should RFP and come back with costs and recommendations for council consideration." Staff said they would perform due diligence, coordinate with city management and return recommendations that could later be taken to the city council for approval.

The meeting closed with commissioners agreeing to pursue those next steps; no formal vote on an ordinance or funding measure was taken during the session.

Ending: Staff will research an arts master plan scope, potential RFP costs, funding options (grants, sponsorships, small fees), stewardship protocols and governance models, then report back to city management and, if appropriate, to city council.