Madison Cultural Plan 2011 - City of Madison, Wisconsin

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II.I. Madison’s Structural Deficit Madison’s creative sector lacks formal structures to advance its work. While the City of Madison invests about sixteen million dollars in arts and cultural The primary activities annually over a wide variety of functions, it has no management structure or budgetary system where these related activities and recommendations in investments are brought together for planning, management, or this plan are structural. evaluation. The University of Wisconsin has no single coordinated outreach function that unites its community programs. The Dane County Cultural Affairs Commission is a stable public/private grantor with other modest programs but has not historically taken a broader role in creative sector affairs. The Madison Community Foundation includes important resources for investing in the arts, but many are held in independently advised funds. Artists and creative workers have no on-going, interdisciplinary gathering place where collaborative ideas and invention are free to grow. Similarly, there is no mechanism for cultural institutions to come together for common purposes such as marketing, special event scheduling, equipment and space sharing, or development of community-wide programs. The business and philanthropic sectors have no ongoing, structured opportunities for education, recruitment, or joint planning around specific matters of creative sector investment. The sector lacks a comprehensive information sharing system. No entity concerns itself with broad issues such as promoting access, disseminating best practices, cultivating a broadening donor/investor base, increasing earned income Madison Cultural Plan Introduction and Overview 20
opportunities, providing training and technical assistance or sector-specific leadership development. In short, Madison has no local arts and cultural agency focused on uniting and developing the overall creative sector and broadening public participation in its activities. Hence, the primary recommendations in this plan are structural and relate to 1) creating a local cultural public/private nexus and 2) reshaping municipal structures to strengthen and clarify participation in creative sector affairs. Most of the plan’s other recommendations rely on these structural changes for implementation. II.J. Recommended Structural Changes: A Thumbnail Sketch First, the Madison Arts Commission’s scope, purpose, and membership are reshaped. Recommended changes position the Arts Commission to take a lead role in coordinating municipal policy and investment in creative sector affairs. For example, the redefined Arts Commission is charged with coordinating and evaluating all municipal cultural investments. It is also charged with undertaking a review of the city’s fair, festival, and special event policies and practices and making recommendations to strengthen the city’s role as a partner in sustaining those activities. Madison Cultural Plan Introduction and Overview 21
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 and 14: • Is home to strong and connected
Page 15 and 16: • PURPOSE IS AN IMPORTANT ELEMENT
Page 17 and 18: II.F. Status of Madison’s Creativ
Page 19: This plan is focused around six bro
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
Page 67 and 68: 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
Page 91 and 92:
Appendix D: Outline of Requirements
Page 93 and 94:
Appendix E: Detailed View of the El
Page 95 and 96:
Appendix F: The Study Committee on
Page 97 and 98:
• MADISON THEATRE GUILD COSTUME S
Page 99 and 100:
Appendix H: Timeline Madison Cultur
Page 101 and 102:
Appendix I About the Consultants MA
Page 103 and 104:
Appendix J Electronic Appendices Ad
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Madison Cultural Plan 2011 - City of Madison, Wisconsin

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