Madison Cultural Plan 2011 - City of Madison, Wisconsin

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• Unmet technical assistance and organizational development needs; • Higher costs associated with absence of joint purchasing (including health insurance), joint marketing, fund development, audience development, and shared use of spaces and equipment; • Absence of leadership development specific to arts and cultural stewardship and concomitant absence of diversity and breadth within the boards of local arts and cultural institutions; and • Diminished private sector participation in nonprofit funding and stewardship. Madison lacks a heart that works to pump ideas and opportunities throughout the community of creative investors, producers, and consumers. The creative sector yearns for a convening entity where it can gather to sustain its work and craft its own future. This need has been present for over a decade and was formally articulated by those participating in the 2003 Call to Action Arts Summit. Individuals in Madison’s creative sector called with near unanimity for a creative commons, uniting creative sector participants, including its workers, funders, and consumers, in common cause. By establishing a public/private/creative sector partnership entity, Madison could catalyze exciting collaborations and events, bolster creative output, grow and equalize citizen access, strengthen volunteerism and stewardship, give the creative sector voice in civic affairs, increase fiscal efficiency, diversify earned and donated resources, and ignite broader citizen participation in Madison’s creative life. This need is not unique to Madison. Approximately 35 Wisconsin communities, both large and small, have local arts or cultural agencies that focus on connecting the field, representing its interests, and promoting public access to arts and cultural activities. Nationally, they are commonly present in communities with strong creative profiles. See Appendix C and Recommendations 6, 7, and 49. IIIA.1. ELECTRONIC INFORMATION SHARING A variety of local databases (both online and privately held) gather information about arts and cultural entities, artists, genres, and interests but none is comprehensive. Few have sufficient functionality, participation, or visibility to be useful to the public. There are very real options for enhancing, merging, and strengthening any number of them (Portal Wisconsin, Madstage.com, Madison Madison Cultural Plan Findings 26
Uniting Madison’s electronic databases could build audiences, energy, efficiencies, and ideas. Artists listserve, Isthmus’ Daily Page Guide, and the Madison Music Project, City Parks’ in-house list of special events, various blogs, Madison Festival’s volunteer management database, privately held lists compiled by individuals and organizations, the University of Wisconsin Events Calendar, etc.). Work to unite these many limited-audience, limited-functionality databases into a stronger whole could drive new audiences, new energy, new efficiencies, and new ideas within the creative sector. In this regard, Madison competes poorly with communities that have invested in building strong cultural information-sharing tools. Creative people have no efficient ways to locate one another. There is no master list of creative organizations; arts and cultural educators and outreach workers lack a clearinghouse to identify and share resources and build program partnerships. Managers of outreach programs, fairs, and festivals cannot easily identify the full array of performers, exhibitors, and vendors present in Madison. Disconnects exist between different disciplines, ethnicities, and age groups. Those employed in arts and cultural organizations are sometimes isolated from those who work independently. Arts educators often have difficulty in identifying artists for in-school residencies, demonstrations and activities, especially since quality in an artist’s interaction with students is an additional expectation. Businesses and consumers looking to commission or hire individual artists and creatives for specific work find their choices limited by lack of information. Finally, the general public too often has difficulty finding resources and offerings produced by the creative sector. This problem is particularly pressing for the hundreds of outreach programs that are produced in Madison both by educational institutions and by arts and cultural institutions. Those who are hungry to book such outreach activities for their schools, special events, and neighborhoods have enormous difficulty learning about available programs. Those who offer outreach services have a similar problem identifying potential outreach delivery partnership sites. This results in too many education and outreach programs serving the same audiences over and over again, rather than broadening their penetration into new places and populations. Calendaring and scheduling are cumbersome since no comprehensive community calendar of arts and cultural events exists. Unlike many similar cities, Madison Cultural Plan Findings 27
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 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: Madison’s creative sector lacks c
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
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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
Page 95 and 96:
Appendix F: The Study Committee on
Page 97 and 98:
• MADISON THEATRE GUILD COSTUME S
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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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