As the largest metropolitan planning organization (MPO) in the nation, serving a region of over 19 million residents, the Southern California Association of Governments (SCAG) covers an enormous area. That scale could make arts and culture integration feel daunting, but SCAG has found a way to start small: through temporary safety demonstration projects, creative partnerships, and the Go Human program. These efforts have revealed that art is much more than decoration in the service of regional planning and community building: arts and culture can save lives, shift policy, and strengthen communities.

While SCAG has been a national leader in testing creative placemaking strategies, staff saw the need to move from isolated projects to more systemic integration. Joining Smart Growth America’s Culture and Community Network has helped SCAG take that next step. Through peer learning SCAG has been able to compare notes with other MPOs, spend time exploring and connecting with others on issues such as artist procurement and intellectual property, and bring back new approaches to their own agency. These exchanges have also given SCAG staff confidence to push innovative ideas through bureaucratic barriers.

From tactical experiments to systemic change

SCAG didn’t launch arts and culture work through a dedicated program or personnel. Instead, their efforts emerged organically through tactical demonstrations that made safety improvements visible and tangible, such as painted bulb-outs, sculptures, and artistic crosswalks.

One early milestone was a Go Human artistic crosswalk in Redlands. On paper, it was a simple asphalt project. In practice, it sparked debates about engineering standards, pushed conversations with elected officials, and invited the public into the planning process in new ways. Something that began with skepticism soon won champions on the city council, paving the way for more artistic crosswalks across the region.

These projects showed that creative engagement could open doors. Engineers and planners began to see improvements in safety data, and they also heard community stories as data too, stories that made the case for art as both a tool for civic dialogue and more-informed planning decisions.

Building partnerships beyond planning

A key factor in SCAG’s success has been who they work with. Go Human projects aren’t only built with transportation advocates. They’ve involved museums, parent groups, mental health organizations, LGBTQ+ artists, and cultural institutions. By expanding the table, SCAG has reached people who might never attend a conventional planning meeting but who care deeply about how the built environment and streets as public space shape their daily lives.
The Redlands Pride-inspired crosswalk is one example. Designed by queer and trans artists, it functioned as both a traffic-calming measure and a public affirmation of belonging. As one community member told SCAG: “This art is saving my kid’s life.” That moment underscores how design decisions carry cultural and emotional weight far beyond the physical project.

Challenges along the way

Integrating arts and culture hasn’t been without challenges. SCAG staff navigate a governance structure with dozens of elected officials, not all of whom see the value of artistic interventions. Contracting artists as consultants often runs into procurement hurdles, while questions of intellectual property and long-term maintenance can slow momentum.

But participation in the CCN has reinforced that these challenges are common and surmountable. By leaning on peer examples, SCAG is gradually shifting its own internal policies and carving out structural support.

Embedding arts and culture in SCAG’s DNA

A recent reorganization created a Capacity Building and Placemaking Unit, giving arts and culture work a more permanent home inside the agency. This unit is charged with exploring partnerships, embedding creative engagement practices, and identifying process improvements to make it easier for SCAG to work with artists and communities.

With the 2028 Olympics approaching, SCAG sees an opportunity to expand this work at scale—showing the world how arts and culture can shape transportation, safety, and belonging in a region as complex and diverse as Southern California.

Lessons for other MPOs

SCAG’s journey offers practical takeaways for peers:

• Start with pilots, aim for permanence. Temporary installations can build political will and lead to lasting change.

• Expand partnerships. Artists, cultural organizations, and unexpected allies can help MPOs reach communities outside their usual networks.

• Gather both data and stories. Safety metrics and personal testimonies together make a compelling case.

• Address bureaucracy head-on. Clear procurement and IP policies are essential for sustaining artist partnerships.

• Think of art as infrastructure. Creative projects improve safety, foster belonging, and, in some cases, save lives.

Looking ahead

SCAG’s work shows that integrating arts and culture into planning is not an “extra.” Arts and culture are a powerful way to meet core goals of safety, equity, and engagement. With Smart Growth America’s support through the CCN, SCAG is building on lessons from tactical experiments to embed creativity into the agency’s DNA.

For other MPOs, the message is clear: you don’t need to start big. But with the right partnerships, support, and imagination, arts and culture can become central to how regions plan, connect, and thrive.