Madison Cultural Plan 2011 - City of Madison, Wisconsin

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II.E. Defining Success in Cultural Work To further refine the planning process, the consultants asked Madison’s artists and creative workers to define success in creative work. They articulated a wide range of interlocking ideas, valuing cultural experiences that forge new connections to new audiences and the community, diversify participation, foster growth and development, build new individual and organizational partnerships, earn strong donor support, build skills, have a larger social purpose, and are characterized by productive creative exchanges. The following values should inform the evaluation of the outcomes of this plan. • CONNECTING TO AUDIENCES AND COMMUNITY IS CENTRAL. Enhanced connections to new audiences and community, whether in the form of reaching previously under-served populations, combining audiences across disciplines, making programs more interactive, or simply building new works that attract new interest, are deeply valued. • DIVERSITY in terms of audience and the artists and creative workers themselves is also deeply valued. Experiences that allow artists and creative workers to reach across discipline lines, to share different cultural contexts, and to experience diverse audiences are broadly viewed as enriching and exciting opportunities. • ORGANIZATIONAL GROWTH AND DEVELOPMENT KEEPS THE FIELDS FERTILE. Cultural organizations also value experiences that foster growth and development. They seek opportunities to develop new outlets or venues for work, step across or mix standard boundaries, enhance capacity through challenges, position for leadership, expand recognition of a genre or body of work, or provide renewed focus drive creative output higher. • INTENTIONAL PARTNERSHIPS ARE IMPORTANT. They provide an opportunity to include people and organizations with complimentary skills and diverse viewpoints. They open doors to new ideas and shared audiences. They can promote better town/gown relationships, create new communities, and make a place where new ideas can simmer into bold action. They can cause donors and investors to see participating partners in a whole new light. • DONOR PARTICIPATION MATTERS. When a cultural program or idea is able to secure donor approval and support, artists and cultural workers and their organizations are energized. They value the generosity and interest of their funders. Madison Cultural Plan Introduction and Overview 14
• PURPOSE IS AN IMPORTANT ELEMENT OF SUCCESS. Cultural experiences that support a creative process, not merely a product, those that bring people together, that are directed at both the head and the heart, that are interactive, that fill a need, or advance pro-social causes are valued. • BUILDING SKILLS RAISES THE BAR. Activities that build skills, for participating artists and cultural workers and audiences alike, are valued. Experiences that share traditions among diverse people, change the way participants view the world, give voice to passion, contribute to a sense of place, transmit knowledge or technical skills, or impart confidence are all skill-building in this sense. • ENERGY, VOICE, INSPIRATION, AND TRANSFORMATION CHARACTERIZE SUCCESSFUL WORK. Artists and creative workers must be respected and given voice in planning and execution. The work needs to be hard, sustained, fun, and unscripted. Participants must share a drive for transformational and surprising outcomes. The process must build, rather than consume, energy. And at a personal level, high value experiences can give artists and creative workers opportunities to work with honored persons, to work in beautiful settings, to be inspired, to struggle with controversy together, and to build their skills and resumes. An exploration of many examples of highly valued creative experiences yielded an understanding of what it takes to make these experiences a reality in Madison. Preconditions identified include cultivating the right attitude and approach, getting the right people involved, donor participation, solid planning, securing a fitting venue, good marketing and outreach, and effective partnerships. Artists and creative workers in the planning process amplified preconditions for success as follows: • PASSION, TENACITY, AND RISK ARE FUNDAMENTAL. Those undertaking successful creative activity embrace their work with passion, enthusiasm, ownership, and belief. They must work from an optimistic, courageous starting point and proceed with generosity of spirit and open minds. They must be hard-working and trust in the eventual success of their efforts. They must take both individual and organizational risks. • THE RIGHT MIX OF PEOPLE IS THE BACKBONE OF SUCCESS. While different creative experiences require different people and talents, some general rules apply. Successful projects have a skillful point person, high-level talent in the disciplines in question, and a network of key organizational players committed Madison Cultural Plan Introduction and Overview 15
Page 1 and 2: Madison Cultural Plan 2011 City of
Page 3 and 4: Madison Cultural Plan 2011 Findings
Page 5 and 6: Honorable Mayor Paul Soglin, Member
Page 7 and 8: I. Acknowledgements This cultural p
Page 9 and 10: II. Introduction and Overview II.A.
Page 11 and 12: Polar Bear Chair in Circle Park Fin
Page 13: • Is home to strong and connected
Page 17 and 18: II.F. Status of Madison’s Creativ
Page 19 and 20: This plan is focused around six bro
Page 21 and 22: opportunities, providing training a
Page 23 and 24: Madison Cultural Plan Introduction
Page 25 and 26: Madison’s creative sector lacks c
Page 27 and 28: Uniting Madison’s electronic data
Page 29 and 30: In Madison, the creative sector lac
Page 31 and 32: Madison is at risk for erosion of p
Page 33 and 34: Recognizing the city’s long held
Page 35 and 36: Residents could be encouraged to ta
Page 37 and 38: Success has brought the need for ch
Page 39 and 40: Madison must frame a brand around i
Page 41 and 42: Tobacco Lofts at Findorff Yards, Na
Page 43 and 44: A new community cultural center sho
Page 45 and 46: credits, historic preservation tax
Page 47 and 48: Madison Theatre Guild Costume Shop
Page 49 and 50: Madison needs a clearer picture of
Page 51 and 52: The Capitol Square, a frequent spec
Page 53 and 54: Activities that give people access
Page 55 and 56: The school district is also home to
Page 57 and 58: Networking and skill and market bui
Page 59 and 60: Madison needs more venture capital
Page 61 and 62: Madison Children’s Museum whole.
Page 63 and 64: University Research Park’s Metro
Page 65 and 66:
Currently there is no efficient way
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III.D.7.d.ii ARTS GRANTS The Madiso
Page 69 and 70:
Africa Fest: Senegal Dance Troupe J
Page 71 and 72:
Henry Vilas Zoo IV. Conclusion Thes
Page 73 and 74:
GOAL ACTIONS V. Recommendations: Go
Page 75 and 76:
10. The Madison Police Department s
Page 77 and 78:
ordinance, update and/or clarify th
Page 79 and 80:
GOAL ACTIONS V.E. STRENGTHEN POLICY
Page 81 and 82:
46. Once the city’s debt service
Page 83 and 84:
VI. Appendices Appendix A: Restruct
Page 85 and 86:
Appendix B: The Creative Initiative
Page 87 and 88:
Appendix C: Detailed Recommendation
Page 89 and 90:
epresenting the interests of artist
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Appendix D: Outline of Requirements
Page 93 and 94:
Appendix E: Detailed View of the El
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Appendix F: The Study Committee on
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• MADISON THEATRE GUILD COSTUME S
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Appendix H: Timeline Madison Cultur
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Appendix I About the Consultants MA
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Appendix J Electronic Appendices Ad
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Madison Cultural Plan 2011 - City of Madison, Wisconsin

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