Madison Cultural Plan 2011 - City of Madison, Wisconsin

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City policy impacts fairs, festivals, and special events. The city is too often regarded as a hindrance to arts and cultural uses of streets and parks spaces. Currently, costs for local police, including after-hours officers working private security, EMT services, and related park and street permitting can be prohibitive. Madison compares unfavorably to Fitchburg in terms of permitting simplicity, cost and hours of operation for festival uses. Fiesta Hispana moved to Fitchburg for just those reasons. Recent difficult experiences with both Freakfest and the Mifflin Street Block Party suggest the city needs a proactive approach not just to special events on a caseby-case basis, but via a well-crafted, balanced, comprehensive policy approach. The opportunity exists for the city to become a more intentional partner in the creation of sustainable fairs, festivals, and special events. Grounding current regulations and practices in a specific policy, addressing the hard issues of competing uses for different stakeholders, assuring the community’s competitive position in relationship to surrounding communities and venues, and identifying mutually beneficial ways of conducting partnerships with event organizers will yield benefits community-wide. Many of Madison’s most treasured fairs, festivals, and special events are produced by all-volunteer groups. They frequently lack dedicated office space. Volunteer recruitment is burdensome and they have limited means to acknowledge volunteers. Many festivals have only their own experiences to rely on in finding artists and creative workers to participate, vendors to provide needed services, effective strategies for festival management, or assistance with the permitting process. The Partnership can take a role in supporting these events by providing opportunities for event organizers to share information, services, and resources. See Appendix F: The Study Committee on Fairs, Festivals, and Special Events and Recommendation 11. III.D.5. TRANSPORTATION Creativity often requires people to come together. Sustainable systems of public transportation are vital to filling live performance venues, advancing creative commerce, and improving access for a diverse population. While the majority of consumers surveyed did not consider transportation a barrier to arts and cultural participation, about a third faced transportation barriers often or sometimes. Madison Cultural Plan Findings 52
Activities that give people access to arts and cultural participation throughout their lives are critical. Public transportation is essential to safe nightclub attendance since at present, alcohol and live music are frequently a mutually dependent market. Nightclubs and similar live music venues would be well served by extended hours of bus service or similar transportation options that give patrons an affordable way to enjoy an evening of music and drinking and still reach home safely. Public transportation is also a part of sustaining large public events and making them accessible to broad ranges of citizens. See Recommendations 36 and 37. III.D.6. HUMAN CREATIVE CAPITAL The collective knowledge, wisdom, traditions, skills, experience, motivation, and values of a community can be gathered under the concept of human capital. Human creative capital, a subset of this broader idea, can be defined as the collective ability to make and transmit meaning and values, to formulate new ideas, and to engage the imagination as a tool for shaping society. In the context of the creative sector, those activities which give people access to arts and cultural learning and participation throughout their lives are critical. Despite Madison’s many arts, science, and history education resources, penetration of those resources into the full community is unnecessarily limited. Too often, programs reach the same mainstream audience. In too many cases, opportunities to participate are consumed by the same populations over and over again. III.D.6.a. COMMUNITY ENGAGEMENT, OUTREACH, AND EDUCATION Madison can increase access to cultural outreach programs, reaching historically underserved children, adults and neighborhoods. It can build community capacity to engage in deep partnerships between outreach programs and outreach sites. It can engage in programs of exchange among creative sector individuals, institutions, and neighborhoods so that outreach becomes a two way street. It can rebuild arts education in the schools and strengthen science and history offerings, linking PK-12 schools to outreach programs from creative sector organizations and individuals. A great deal of the local responsibility for arts education falls to the public schools, which meet that responsibility both via classroom instruction and through certain programs of the Madison School Community Recreation Department. Madison Cultural Plan Findings 53
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 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: The Capitol Square, a frequent spec
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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