Madison Cultural Plan 2011 - City of Madison, Wisconsin

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In Madison’s overall economic structure public sector employers are disproportionately represented among the largest employers. It should come as no surprise, then, that corporate giving is comparably low. In Madison, individuals and foundations are the primary sources of philanthropic funding. All is not grim, however. Locally, some arts and cultural institutions have done well despite general constraints in the fund raising climate, especially regarding capital projects. In 2011, a group of local philanthropists together with local financial institutions gave $15 million to retire the Overture Center’s debt. Also in 2011, the Madison Public Library foundation was gifted $3.4 million via a bequest from Helen Matheson Rupp. In October of 2010, the Chazen Museum of Art benefited from a bequest of 340 works of art valued at $30 million. At that same time, the Madison Children’s Museum announced its had reached and surpassed its $10 million capital campaign goal. Edgewood College advanced its plans for a new Visual and Fine Arts Center, the Public Library initiated its campaign for a new central library, and the University of Wisconsin moved ahead with expansion of the Chazen Museum, a new School of Human Ecology facility, and the upcoming renovation of the Memorial Union that will include the Union Theatre and Play Circle. As a part of this plan, sixteen nonprofit cultural organizations provided detailed operating budgets. In 2007-2008, the most frequent budgetary experience was upward growth. In 2008-2009, the most frequent budgetary experience was fairly evenly divided among organizations experiencing decline, growth, and holding flat compared to the benchmark year. By 2009-10, however, experience became more unified, with 15 of 16 organizations experiencing flat budgets compared with the previous year. Only one organization reported upward growth in every reported year. The August/September 2011 stock market decline threatens to exacerbate this problem. Madison’s arts and cultural institutions cannot be stabilized without increased sources of general operating support. Raising new dollars is already the greatest challenge reported by many nonprofits in the field; further economic turmoil will not help. Clearly, though capital campaigns have fared well, operating budgets are less stable. Since 2007, the Madison Repertory Theatre dissolved and Children’s Theatre of Madison (CTM) pulled in its belt substantially. Madison Ballet crafted a leaner program to survive financial woes. The Wisconsin Chamber Orchestra navigated a Madison Cultural Plan Findings 62
University Research Park’s Metro Innovation Center strike by its musicians. Beginning in 2011, the Overture Center must raise $2 million dollars annually to support its operations, a huge increase in obligation in a difficult philanthropic climate. Still, somehow a handful of new organizations have raised up on tentative feet. III.D.7.c. LOCAL PRIVATE DOLLARS Madison is a generous community, giving willingly and often of its time, talent and wealth. Donors support what they love; key tenets in Madison include egalitarianism, progressivism, and compassion for everyman. Children’s programs and services remain popular with donors. Still, in order to sustain a community in which creative ideas are nurtured, celebrated, and harnessed to advance civic wellness, methods of making investments in arts and cultural institutions must become more coherent, focused, and effective. The urgency of this issue today, in the face of the impending loss of over half a million dollars in state and federal support for Madison’s local arts institutions and devastating state funding blows to public and higher education, is profound. Madison has been lucky to have been better insulated against the current struggling economy than many other communities. Now, new state budget decisions are unraveling that insulation. Locally, the primary sources of private giving are individuals and private foundations; corporate giving is comparably low. The diffuse nature of funders to arts and culture is reflected in Madison Community Foundation’s structure where there are nearly 1,000 separate donor-advised funds. Madison Cultural Plan Findings 63
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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 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: Madison Children’s Museum whole.
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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