Madison Cultural Plan 2011 - City of Madison, Wisconsin

More documents

Recommendations

Info

For the last five years, local capital campaigns have been relatively strong, while raising operating dollars is more challenging. Local arts and cultural institutions are frustrated by the lack of giving for general operating purposes as opposed to specific, time-limited projects. Collaboration among private donors has usually centered around specific capital campaigns. The Great Performances Fund, which endows resident companies at the Overture Center, is the most aggressive attempt to create a collaborative arts funding mechanism in Madison to date. The recent capital campaign for the Madison Children’s Museum has set a new standard for engagement with a younger membership, donor base, and board. Madison has only four highly successful, tested examples of public/private funding structures in the arts and cultural arena: Olbrich Gardens, the Madison Public Library, Monona Terrace and the Alliant Energy Center. As commentators from all corners of the creative sector have indicated, the community needs to increase its understanding of how such partnerships can be effectively structured. The recent Overture Center structural deliberation is the obvious case in point, but other examples, including tensions between historical and development interests around the Edgewater Hotel project, certainly exist. There are very few examples of collaboration among funders around foundational needs in the arts and cultural community, and little understanding of the overall wellness of local institutions. No ongoing programs of donor education or deliberation focus on creative sector issues. See Appendix C and recommendations 6, 53 and 54. III.D.7.d. THE CITY OF MADISON The City of Madison is an important creative sector funder; its largest investment, at about $12 million annually, is the Public Library. Other significant investments include the Overture Center ($2 million annually); Olbrich Botanical Gardens (about $1.1 million annually); the Henry Vilas Zoo (about $324,00); and Neighborhood Planning, Preservation and Design, which includes the Madison Arts Commission (about $1.1 million annually). A variety of other municipal investments are made via the Parks Department, Police Department Senior Center, Monona Terrace, and the Mall Concourse. Madison Cultural Plan Findings 64
Currently there is no efficient way for the city to gather its arts expenditures to monitor their growth over time, or to align investment with cultural priorities. In addition, the city makes capital and/or maintenance investments in libraries, park facilities and grounds, the zoo, street amenities, public art works, the Overture Center, Monona Terrace, and certain neighborhood and community facilities. While the city has entirely sufficient accounting tools to monitor its cultural expenditures within the various departments and programs where those allocations reside, at present there is no efficient way to gather those expenditures together either to monitor their growth or compression over time or to help align levels of investment with current cultural priorities. This plan recommends providing an ongoing, efficient reporting capacity that aggregates cultural investments wherever they are made in both the operating and capital budgets as a part of strengthening the city’s overall creative sector support management. The annual cultural expenditures report should be evaluated by the Madison Arts Commission as it monitors progress under this plan. See Recommendation 5. III.D.7.d.i. LINE ITEM SUPPORT Historically, the City of Madison has transferred certain Room Tax revenues to the general fund for the support of a handful of special cultural events identified as line items and other Room Tax Revenues to fund competitive arts grants. In the 2011 operating budget, $107,275 in Room Tax funds were allocated via noncompetitive, line item support to arts and cultural activities. Additionally, the Madison Arts Commission receives certain other funds ($12,000 in 2011) earmarked for non-competitive distribution. The City also made direct, non-competitive, miscellaneous general fund appropriations of $28,000 to certain cultural activities and an award of $324,000 to the Henry Vilas Zoo (2011). It is not uncommon for communities to have historically evolved patterns of support for facilities, organizations, or activities seen as particularly important. Just as often, these patterns involve line item support tucked here and there in the budget. These historical patterns may or may not conform to contemporary community needs. A normal part of the process of maturation in municipal arts and cultural programming is the restructuring of these historical patterns of unexamined special support. Madison Cultural Plan Findings 65
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 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: University Research Park’s Metro
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
show all

Madison Cultural Plan 2011 - City of Madison, Wisconsin

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?