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2018 05-10 Strategic Plan Committee Agenda MERIDIAN ARTS COMMITTEE AGENDA  MAY 10, 2018  PAGE 1 STRATEGIC PLAN COMMITTEE MEETING  AGENDA Thursday, May 10, 2018, 2:30 p.m. City Council Chambers – Meridian City Hall  33 East Broadway Ave., Meridian, Idaho 1. Roll Call Leslie Mauldin, Chair Jennifer Sullivan, DMA Gina Lyon, Vice Chair 2. Strategic Plan Review Sections III & IV 3. Strategic Plan Calendar for Assessment and Planning 2020-2025 4. Economic/Business Presentation for City Council 5. Multi-Media Performances 6. Outline Future Meetings 7. Adjourn Next Regular Meeting: Thursday, May 10, 2018, 3:30 p.m. City Council Chambers, Meridian City Hall, 33 E. Broadway, Meridian, Idaho To develop, advance and nurture all facets of the arts to enhance the quality of life for Meridian residents and its visitors MERIDIAN ARTS COMMISSION STRATEGIC PLAN 2014-2019 2 INTRODUCTION The mission of the Meridian Arts Commission (MAC) is to develop, advance and nurture all facets of the arts to enhance the qu ality of life for Meridian residents and its visitors. We envision a vibrant arts community that integrates the arts experience into our everyday life and enhances the spirit of our great city. To that end, MAC drafted this strategic plan, in order to articulate a vision of the arts in Meridian, and MAC’s role in that vision, between 2014 and 2019. This document focuses on eight core goals that reflect MAC’s priorities for this time period, and details MAC’s objectives, strategies, action items, and timeline for accomplishing these goals. The Mayor appoints members of the community to serve on MAC on a volunteer basis. As of September 2014, MAC’s appointed members include Stephanie Barnes, Michelle Glaze, Mary Jensen (chair), Leslie Mauldin (vice chair), Brian Schreiner, and Dwight Williams. A member of the Meridian City Council also sits on the commission as an ex-officio member; Genesis Milam is currently serving in this capacity. CHALLENGES AND OPPORTUNITIES As MAC embarks on this five-year period, the challenges facing the commission include the inherent nature of membership on MAC – each member is appointed to a four-year term. When a commissioner resigns, retires, or completes his or her term, it can be challenging to orient the new member to operations within the municipal structure. Turnover, however seldom, can impact productivity as new members gain a comfort level equivalent to veteran members. Another challenge facing MAC is a need for increased hours for dedicated, paid administrative staff. A quarter of a full-time Human Resources Department employee’s time is currently dedicated to providing administrative support to MAC; often, this is not enough time to provide clerical support for MAC’s many assignments and initiatives, in addition to preparation for MAC’s monthly meetings. Educating the public on the importance of art is a third challenge facing MAC today. Opportunities to experience and participate in visual and performing arts can strengthen cities, increase, livability, and contribute to a sense of place and community, yet it can sometimes be difficult to find funding for the arts, particularly for public arts agencies. MAC is fortunate to face more opportunities than challenges. The Mayor and City Council of the City of Meridian are supportive of the arts and of MAC. Our community benefits from the high value that our elected leaders have placed on the arts. This support is invaluable to MAC as we approach our objectives in the next five years. According to a May 22, 2014 Associated Press article, Meridian is one of the fastest-growing cities in the United States. Its population more than doubled between 2004 and 2014, and the increased number of residents and busi nesses will provide opportunities for growth in the arts, in the form of partnerships, patron support, and offering a larger audience for artists. Meridian’s location is also a plus – located right on Interstate 84, it is easily accessible, central to the urban corridor within the Treasure Valley, and offers a new focal point for urban arts opportunities. MAC’s greatest opportunity is in the community-minded spirit of our volunteers. MAC has a legacy of bringing together dedicated, hearty individuals who work tirelessly to see that those who come to Meridian to live, work, and play can take part in the arts! 3 I. PUBLIC ARTS Goal: Meridian’s residents and visitors will have an opportunity to experience art in public arts. Objective Strategy Action items Timeline 2018 review/notes A. Public arts will be integrated as a component of community development 1. Partner with MDC and private developers to create public arts in the redevelopment area a. Meet with MDC to assess opportunities in redevelopment area By FY18 Meet with MDC (either joint or have a discussion with them with MAC leadership at a regular MDC meeting) to reassess our partnerships. hb- scale back COB ask? b. Assist with coordination of public arts project By FY18 Does this still align with MDC’s wishes 2. Work with Meridian Parks & Recreation Department to incorporate public arts as part of the park system a. Meet with Meridian Parks & Recreation Department to assess opportunities By FY18 Ask Parks staff for their existing needs that may not be as easily addressed with the artist roster. b. Facilitate selection of professional artists and/or youth organizations for creation of artwork By FY18 How often do we re-do the public art roster? B. Pursue Percent-for- Arts ordinance with the City 1. Collaborate with City Legal Department to draft Percent-for-Arts ordinance a. Research Percent-for-Arts programs in other communities FY14 Great job, Stephanie, Emily and Robert b. Determine feasibility of Percent-for-Arts program FY14 c. Work with Meridian Development Corporation to establish program guidelines FY14 d. Meet with City attorneys to FY14 4 report findings 2. Advocate and educate elected leaders and public about benefits of Percent-for- Arts program a. Identify specific benefits of Percent-for-Arts programs FY15 b. Create presentation for civic, city organizations FY15 c. Identify/recruit volunteer advocates FY15 d. Identify opposing opinion and groups FY15 3. Present Percent-for- Arts ordinance for approval a. Complete and have in place for approval and present FY15 C. Invest funds available through the Meridian Art in Public Spaces (MAPS) ordinance Install visual art in public places in Meridian a. Install one (1) piece of artwork in public parks: Heroes Park FY17 Reassess how we are using MAPS funds with parks, evaluate Heroes Project b. Install one (1) major public art piece in downtown Meridian: Mural campaign with one iconic mural downtown. FY18 This is happening, but not with MAPS. Can/should we explore alternative 2D methods for downtown? c. Install twenty-five (25) traffic box vinyl wraps (five (5) per year) By FY19 As of January 2018 we have 41 completed wraps d. Install one (1) piece of artwork in public parks: Park Pathway Campaign FY19 5 II. ARTS EDUCATION FOR YOUTH Goal: The youth in Meridian will learn to perform, create, and experience the arts. Objective Strategy Action items Timeline A. Develop and offer extracurricular arts opportunities to youth 1. Participate in Meridian Symphony Orchestra young artist award program a. Provide funding and judges Annually Why do we only work with one organization? Why do we give them so little? How to we improve on this current plan? Should we give to more organizations, if so, how? Can our MAF partnership expand? Venues for young musicians? 2. Participate in West Ada School District art show a. Provide funding and judges Annually 3. Identify art programs a. Involve and inform artists and public As opportunities arise What is the best way to do this? Commissioners. Active FB sharing. Do we create a group, too? Boise groups already exist that reach a lot of Meridian residents. 6 4. Collaborate with arts activities providers to promote artistic activities a. Promote via newspaper/magazine advertising, social media, cross-promotion with other activities Annually, and as opportunities arise MAC historically hasn’t paid to promote outside activities in any media/form. The most we do is share posts on social media to help provide additional exposure 5. Hire youth theater provider a. Cultivate relationship with local youth theater provider(s) Annually Again, as more opportunities arise with more providers, how do we differentiate and/or define our needs? III. PERFORMING ARTS Goal: The residents and visitors of Meridian will have the opportunity to experience performing arts Objective Strategy Action items Timeline A. Provide musical arts opportunities in Meridian 1. Produce free “Concerts on Broadway” series at City Hall amphitheater a. Reserve City Hall plaza, obtain permits, book performers, rent chairs and sound system, advertise event, provide stage management at event. Four times per summer 7 B. MAC will sponsor performing arts in partnership with community organizations 1. Promote and endorse area performing arts opportunities a. Promote via City News, City website As opportunities arise 2. Connect local performing artists with community presenting organizations a. Create database of performing artists, presenting organizations and make available upon request FY18 Have not done this yet. City of Moscow has a wonderful example of an artist directory that we could mimic, but this hasn’t been discussed yet. http://www.ci.moscow.id.us/DocumentCenter/View/258 8 IV. ARTS AWARENESS Goal: Meridian residents will gain understanding of the arts. Objective Strategy Action items Timeline A. MAC will partner with other community organizations to support and encourage adult arts education programs 1. Develop arts education program within Parks & Recreation Department a. Identify arts educators and collaborate on curriculum development for arts education program As needed 2. MAC facilitates connection between teachers and activity program providers a. Create database of local arts educators and make available upon request FY18 The City of Moscow has an arts database that covers Idaho and the PNW. I’ve asked them about us sending artists their way so as to not duplicate work, and I also asked if they would mind if we had our own database. Both are fine with them. Committee should discuss. Maybe we petition the Idaho Commission on the Arts to facilitate and/or bring this to the regional arts/culture meeting in May. B. Raise awareness and promote existing arts offerings and artwork within the community 1. Inventory existing community artworks and arts organizations a. Establish an inventory committee FY15 b. Complete inventory FY16 c. Provide information on MAC webpage FY17 9 d. Develop print version of inventory FY17 e. Create print brochure FY16 C. Cultivate base of arts support and patrons in the community 1. Make presentations to civic organizations a. Prepare list of community civic groups with dates and times Annually Which commissioner can facilitate this? b. Chair appoints representative(s) to attend meetings Annually Once we have a list we can make assignments c. Prepare talking points and items of interest/importance about the arts and MAC Annually What does committee want to see? We can easily make a quick small video at little cost, a presentation, or que cards. d. Attend meetings and present Six times annually 2. Issue press release about MAC activities a. Work with City to complete press releases As needed 3. Maintain good relationship with local media by welcoming them to meetings a. Work with Communications Manager to compile list of local media Ongoing b. Work with Communications Manager to send agenda information to local media Ongoing 4. Represent MAC by attending area events a. Discuss and appoint commission representative to attend events and report to MAC As needed 5. Encourage public attendance at MAC meetings a. Post meetings on community calendars As needed 6. Publicize MAC goals/visions a. Share at community events and civic group meetings Quarterly 10 b. Prepare printed version of Strategic Plan to use for advertising and fund raising As needed c. Establish marketing budget of $500 Annually We have been exceeding this. $700+ in 2017. $2095 (with COB) in 2016. If marketing is to be specific to MAC’s vision/goals committee should discuss the best means. 7. Work with City’s communications director to maintain web presence by updating quarterly a. Assign commissioner to be responsible for by quarterly contact with City’s communication director Quarterly I meet with the communications manager monthly b. Review web site information to ensure updates are timely and correct Annually D. Pursue public input into MAC’s program and goals 1. Form public committees for selection of public artworks a. Identify committee members appropriate to project As needed 2. Conduct written and web surveys a. Prepare survey Annually b. Distribute survey at area civic meeting and at public events in the community Annually c. Use City website and Chamber website for web surveys Annually d. Tally results for Strategic planning use Annually 11 V. VISUAL ARTS EXHIBITIONS Goal: Meridian residents and visitors will have the opportunity to experience the visual arts. Objective Strategy Action items Timeline A. Present visual arts exhibits for the community to enjoy 1. Coordinate rotating exhibits in the Initial Point Gallery at City Hall a. Issue call to artists, vet applying artists, work with selected artists before, during and at the end of each exhibit. Annually b. Establish volunteer group to handle installation and removal responsibilities Annually B. Support visual arts opportunities presented by other community groups 1. Promote other exhibits by posting on MAC web page, City calendar, Chamber newsletter and calendar a. Prepare list of groups to be included As needed b. Notify groups of our interest in them As needed 12 VI. SUPPORTING LOCAL ARTISTS Goal: Local artists will have opportunities to showcase their work. Objective Strategy Action items Timeline A. Visual artists will be provided exhibition opportunities 1. Coordinate rotating exhibits in the Initial Point Gallery at City Hall every month a. Form committee to review/select featured artists Annually b. Assist artist with move-in, installation & take-down Monthly c. Provide display space for artist’s information Monthly d. Promote artist (Opening night event, website, etc.) Monthly B. MAC will partner with other community organizations to support and encourage performing/visual arts opportunities 1. Identify local performing and visual artists and opportunities a. Create database of performing and visual artists and opportunities and make available upon request FY18 13 VII. PERFORMING ARTS CENTER Goal: Meridian residents, visitors and artists will have a place to experience and participate in the arts. Objective Strategy Action items Timeline A. Convene partners to develop a design concept, implementation strategy 1. Work with partners to conduct feasibility study to assess size, location, elements and sustainability of a performing arts center a. Establish Performing Arts Center MAC subcommittee FY14 b. Research how other cities similar to Meridian implemented their performing arts centers FY15 c. Identify and convene community stakeholders FY15 14 VIII. SUSTAINABILITY Goal: MAC will build the human and financial resources needed to fulfill its vision. Objective Strategy Action items Timeline A. Establish paid City staff arts administrator 1. Work with the City to develop a permanent paid arts administrator position to provide professional support and expertise when needed a. Create job description for public arts administrator and contract work, grant writing, event planning, etc. FY15 b. Gain approval from City to add full-time employee FY15 c. Include professional services in City budget FY15 d. Educate elected officials on the importance of paid staff FY15 B. Develop Commission to its fullest capacity 1. Develop formal process for board orientation a. Research other boards and commissions FY15 2. Identify needed skills a. Write job descriptions for commissioners, committee members FY15 3. Provide professional development training at annual retreat a. Plan annual commission retreat FY15 C. Create and develop a core volunteer group 1. Identify MAC’s volunteer needs a. Create volunteer job descriptions FY15 b. Develop recruitment strategy FY15 c. Volunteer recognition program FY15 15 D. Seek and obtain public/private financial resources needed to fulfill MAC’s goals/objectives 1. Research grant opportunities a. Contact professional arts organizations As needed b. Research opportunities through internet sources As needed 2. Apply for grants as they fit program needs a. Appoint grant writing chair or recruit grant-writing volunteer As needed b. Seek professional services as project requires As needed 3. Continue to identify individual/business contributors a. Find, accept opportunities to promote arts Ongoing 16 4. Formalize donor recognition a. Send thank you letters Ongoing b. Establish levels of giving FY14 c. Public acknowledgement at MAC/City events Ongoing d. Invite donors to events Ongoing 5. Continue to foster positive relationships with elected officials a. Invite officials to MAC meetings Monthly b. Meet with city officials to discuss MAC vision Agenda setting meetings with Mayor Take Part in the Arts! 17 18 19 20 May June July August September October November December Gather information to share with MAC leadership Research local strategic plan consultants, obtain quotes Consult with MAF on their consultant needs/if they fit with our needs and potential partnership Determine strengths and weaknesses with internal staff calendar outline discussion Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Review and discuss Group 1 on adjacent worksheet Discuss and set expectations for commissioners Review and discuss Group 3 on adjacent worksheet Attend Regional Cultural meeting (Kuna, May 23) Review and discuss Group 2 on adjacent worksheet Assess current standing for the strategic plan FY18 Identify key issues to address Review and discuss priority setting, looking to a joint MAF meeting with a strat consultant Priority Setting w/ MAF and Regional in mind Meet with Meridian Arts Foundation to assess/compare existing Review and discuss Group 3 on adjacent worksheet Review and discuss Group 1 on adjacent worksheet Review and discuss Group 2 on adjacent worksheet Commissioner Survey Q3 Strategic Plan Review Q4 Strategic Plan Review Update on 2020-2025 progress Update on 2020-2025 progress Strategy Assessment Strategy Development Execution City Council 2018 Mayor Administrative MAC Leadership MAC Strat. Plan Committee Meridian Arts Commission City Council Mayor Administrative MAC Leadership MAC Strat. Plan Committee Meridian Arts Commission January February March April May June July August Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Review and discuss Group 5 on adjacent worksheet Review and discuss Group 5 on adjacent worksheet Q1 Strategic Plan Review Approve Plan for Mayor's Review Q2 Strategic Plan Review Report on Mayor's revisions/approval Update on 2020-2025 progress Update on 2020-2025 progress Mayor's revisions/ approval for recommended plan Update on current standing and process forward for new Strategic Plan 2019 City Council Mayor Administrative MAC Leadership MAC Strat. Plan Committee Meridian Arts Commission September October November December Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Check in - Update highest needs (Status and Goals) Forward Recommendation to City Council for Approval Q3 Strategic Plan Review Q4 Strategic Plan Review Approval of Strategic Plan 2020-2025 2019 D = Not shown to avoid disclosure of confidential information, but the estimates for this item are included in the totals. ¹BEA's ACPSA statistics are supported by funding from the National Endowment for the Arts (NEA). *Total value added, employment, and compensation statistics are based on the Bureau of Economic Analysis' (BEA) national income and product accounts (NIPAs) definition of U.S. residence. Trends in Arts and Cultural Production: 2014-2015 In 2015, Idaho ranked 41st among all states in ACPSA value added, and 2nd among all states in ACPSA value added growth. Since 2014, ACPSA value added has grown 12.49 percent in Idaho, compared with an increase of 4.65 percent for the U.S. In 2015, Idaho ranked 40th among all states in ACPSA employment, and 9th among all states in ACPSA employment growth. Since 2014, ACPSA employment has grown 3.47 percent in Idaho, compared with an increase of 2.13 percent for the U.S. Photography and Photofinishing Services $23,244 D D Graphic Design Services $20,265 253 $11,260 $35,162 D D Performing Arts Companies $23,323 404 $12,071 Top 5 Core Arts and Cultural Industries Architectural Services $40,743 406 $31,356 Advertising $107,097 D D Core Arts and Cultural Industries (ID)$227,041 2,923 $124,165 Retail Industries $228,587 5,319 $146,587 Wholesale and Transportation Industries $112,462 836 $56,764 Publishing Broadcasting $520,596 1,649 $84,185 Government $457,690 6,019 $379,600 Arts and Cultural Industries (ID)$1,911,204 20,977 $983,243 Top 5 ACPSA Industries by Value Added Value Added (000s)Employment Compensation(000s) Idaho (ID) Industries*$65,920,567 732,723 $35,679,579 $1.9 Billion 2.9%20,977 2.9%$1.0 Billion 2.8% 2015 - Idaho Arts and Cultural Production Satellite Account (ACPSA)¹ ACPSA Value Added Percent of State Value Added ACPSA Employment Percent of State Employment ACPSA Compensation Percent of State Compensation ¹BEA's ACPSA statistics are supported by funding from the National Endowment for the Arts (NEA). -10% -5% 0% 5% 2002 2004 2006 2008 2010 2012 2014% G r o w t h ACPSA Employment ID US -10% 0% 10% 20% 2002 2004 2006 2008 2010 2012 2014 % G r o w t h ACPSA Value Added ID US In 2015, Idaho ranked 42nd among all states in ACPSA compensation, and 19th among all states in ACPSA compensation growth. Since 2014, ACPSA compensation has grown 4.14 percent in Idaho, compared with an increase of 4.85 percent for the U.S. In 2015, Idaho ranked 42nd among all states in ACPSA compensation, and 19th among all states in ACPSA compensation growth. Since 2014, ACPSA compensation has grown 4.14 percent in Idaho, compared with an increase of 4.85 percent for the U.S. Location Quotients • In 2015, ACPSA value added was 32 percent below the national average. By comparison, the LQ for arts-and-cultural production value added in all states belonging to the U.S. regional arts organization WESTAF (of which Idaho is a member) was 1.39 or 39 percent above the national average. • As for employment, in 2015 Idaho and WESTAF had an LQ of 0.86 and 1.14 respectively. • And for compensation, in 2015 Idaho and WESTAF had an LQ of 0.72 and 1.34 respectively. Western States Arts Federation (WESTAF) contains the states (AK, AZ, CA, CO, HI, ID, MT, NM, NV, OR, UT, WA, WY). In 2015, Idaho ranked 42nd among all states in ACPSA compensation, and 19th among all states in ACPSA compensation growth. Since 2014, ACPSA compensation has grown 4.14 percent in Idaho, compared with an increase of 4.85 percent for the U.S. Average compensation per wage-and-salary job in Idaho's ACPSA industries was $46,872 in 2015, compared with $48,694 for all salaried jobs in the state. -5% 0% 5% 10% 2002 2004 2006 2008 2010 2012 2014 % G r o w t h ACPSA Compensation ID US Definitions ACPSA Value Added consists of the gross output of an industry less its intermediate inputs; the contribution of an industry to gross domestic product (GDP). ACPSA employment c onsists of all wage-and-salary j obs where the workers are engaged in the production of ACPSA goods and services. ACPSA compensation c onsists of the remuneration (including wages and salaries, as well as benefits such as employer contributions to pension and health funds) payable to employees in return for their ACPSA work during a given year. Core ACPSA industries are originators of ideas and content associated with the creation of arts and culture. “Supporting” industries produce and disseminate arts and cultural commodities. Location quotients (LQ) measure an industry’s regional concentration of employment or compensation relative to the U.S. industry’s share. For example, an employment LQ of 1.2 indicates that the state’s employment in the industry is 2 0 percent greater than the industry’s national employment share. An employment LQ of 0.8 indicates that the state’s employment in the industry is 20 percent below the industry’s national employment share. Arts Regions, for the purpose of this brief, are defined by the geography groupings for the nation’s six Regional Arts Organizations (RAOs). RAOs are nonprofit organizations that partner with their constituent State Arts Agencies and with the National Endowment for the Arts on planning and program delivery . 1.14 1.14 0.86 0.56 All ACPSA Core ACPSA Employment Location Quotients 1.39 1.28 0.68 0.41 All ACPSA Core ACPSA Value Added 1.34 1.16 0.72 0.44 All ACPSA Core ACPSA Compensation WESTAF IDU.S. = 1.0 ARTS AND CULTURAL PRODUCTION 46k- Production 6k-Production of arts and cu IturaI goods Government - 0.1% Arts and cultural goods makeup 8.3% of your selected industry's total production s-aaxERFEF ARTS ECONOMIES & EMPLOYMENT (2015) Click on a state Idaho - xnraran.rro,a.rw�N Vmskucrm�ar�'wMmxroaoa�arrwe www.AmericansForTheArts.org 10 Reasons to Support the Arts in 2018  The arts are fundamental to our humanity. They ennoble and inspire us—fostering creativity, goodness, and  beauty. The arts bring us joy, help us express our values, and build bridges between cultures. The arts are also a  fundamental component of a healthy community—strengthening them socially, educationally, and  economically—benefits that persist even in difficult social and economic times.  1. Arts improve individual well‐being. 63 percent of the population believe the arts “lift me up beyond everyday  experiences,” and 73 percent say the arts are a “positive experience in a troubled world.”  2. Arts unify communities. 67 percent of Americans believe “the arts unify our communities regardless of age, race,  and ethnicity” and 62 percent agree that the arts “helps me understand other cultures better”—a perspective  observed across all demographic and economic categories.   3. Arts improve academic performance. Students engaged in arts learning have higher GPAs, standardized test scores,  and lower drop‐out rates. These academic benefits are reaped by students regardless of socio‐economic status. Yet,  the Department of Education reports that access to arts education for students of color is significantly lower than for  their white peers. 88 percent of Americans believe that arts are part of a well‐rounded K‐12 education.  4. Arts strengthen the economy. Arts and cultural goods in the U.S. added $764 billion to the economy in 2015, and  included a $21 billion international trade surplus. The arts represented a larger share of the nation’s economy (4.2  percent of GDP) than transportation, tourism, and agriculture (source: U.S. Bureau of Economic Analysis). The  nonprofit arts industry alone generates $166.3 billion in economic activity annually (spending by organizations and  their audiences), which supports 4.6 million jobs and generates $27.5 billion in government revenue.  5. Arts drive tourism and revenue to local businesses. Attendees at nonprofit arts events spend $31.47 per person,  per event, beyond the cost of admission on items such as meals, parking, and babysitters—valuable commerce for  local businesses. 34 percent of attendees live outside the county in which the arts event takes place; they average  $47.57 in event‐related spending. Arts travelers are ideal tourists, staying longer and spending more to seek out  authentic cultural experiences.  6. Arts spark creativity and innovation. Creativity is among the top 5 applied skills sought by business leaders, per the  Conference Board’s Ready to Innovate report—with 72 percent saying creativity is of high importance when hiring.  Research on creativity shows that Nobel laureates in the sciences are 17 times more likely to be actively engaged in  the arts than other scientists.  7. Arts drive the creative industries. The Creative Industries are arts businesses that range from nonprofit museums,  symphonies, and theaters to for‐profit film, architecture, and design companies. A 2017 analysis of Dun & Bradstreet  data counts 673,656 businesses in the U.S. involved in the creation or distribution of the arts—4.0 percent of all  businesses and 2.0 percent of all employees. (Get a free local Creative Industry report for your community here.)   8. Arts have social impact. University of Pennsylvania researchers have demonstrated that a high concentration of the  arts in a city leads to higher civic engagement, more social cohesion, higher child welfare, and lower poverty rates.  9. Arts improve healthcare. Nearly one‐half of the nation’s healthcare institutions provide arts programming for  patients, families, and even staff. 78 percent deliver these programs because of their healing benefits to patients— shorter hospital stays, better pain management, and less medication.   10. Arts for the health and well‐being of our military.  The arts heal the mental, physical, and moral injuries of war for  military servicemembers and Veterans, who rank the creative arts therapies in the top 4 (out of 40) interventions  and treatments.  Across the military continuum, the arts promote resilience during pre‐deployment, deployment,  and the reintegration of military servicemembers, Veterans, their families, and caregivers into communities.  The American public is more broadly engaged in the arts than previously understood—believing that the arts not only play a vital role in personal well- being and healthier communities, but that the arts are also core to a well- rounded education. Americans Speak Out About The Arts: An In-Depth Look at Perceptions and Attitudes About the Arts in America For (37%)No Impact (34%) Agaist (16%)Don't Know (13%) The arts transform people and communities every day. To learn more about how the arts impact all of our lives every day, browse more findings from the Americans for the Arts’ Public Opinion Poll. Learn More at www.AmericansForTheArts.org/PublicOpinion Despite the individual and community benefits, just 45 percent believe that "everyone in their community has equal access to the arts." The personal benefits of the arts extend beyond the individual and to the community. 67 percent of Americans believe "the arts unify our communities regardless of age, race, and ethnicity" and 62 percent agree that the arts "helps me understand other cultures better." 63 percent of the population believe the arts “lift me up beyond everyday experiences,” 64 percent feel the arts give them “pure pleasure to experience and participate in,” and 73 percent say the arts are a “positive experience in a troubled world.” Seven in 10 American adults (68 percent) attended an arts event in the past year, like going to the theater, museum, zoo, or a musical performance. An even greater proportion of Americans (77 percent) say they experienced the arts in a "non-arts" venue such as a park, hospital, shopping mall, or airport. People of color were more likely to attend an arts event than their white counterparts (71 percent vs. 66 percent). Higher rates of attendance for people of color were noted for multiple art forms, including dance, museums, and theater. Regardless of whether people engage with the arts or not, 87 percent believe they are important to quality of life, and 82 percent believe they are important to local businesses and the economy. 27 percent of the population (more than 1 in 4 Americans) made a donation to an arts, culture, or public broadcasting organization within the past year. Donors were typically younger and had higher incomes and education. Americans are more than twice as likely to vote in favor of a candidate who increases arts spending from 45 cents to $1 per person than to vote against them (37 percent in favor, 16 percent against). Nine in ten American adults (88 percent) agree that the arts are part of a well-rounded K-12 education. 90 percent believe students should receive an education in the arts in elementary school, middle school, and high school. 82 percent say the arts should also be taught outside of the classroom in the community. Half of all Americans are personally involved in artistic activ ities (49 percent) such as painting, singing in a choir, making crafts, writing poetry, or playing music. Among those who are personally involved in making art or displaying art in their home, 60 percent say that "arts and music outside of the home" makes them feel more creative-a rate that jumps to 70 percent for Millennials. 53 percent of social media users say that they are more exposed to the arts thanks to connecting online. 59 percent agree that art created on social media is a legitimate form of art. 27 percent of Americans boast a tattoo (12 percent have more than one). Three- quarters believe that tattoos are a form of art (73 percent). Click learn more about the The Lexington Tattoo Project featured to the left. v o� pop -.dA 0-1\ 0 O N P4 E-4 r� z M W P4 0 E-4 u cz W E-+ 1E-1 w °a P4 z z W E-4 FL, O V H 0 z 0 w `1 N IS C V1 � � 3 7 O �N � •� � c v GJ +o+ NpCp O v ° 0 c C u p C O C N L •N ` C O_ N O C _ C 2 .N-0 E =O m �p • W C Cl 4- n an ° > C 0_ m C v �+ •� o_ x pp v O_ ° i m 'e u m o o'u e v u + o Q1 E :b ^ oo U 'r 4- m m m v; m E v p ai , y p w` oou 40 - L o 3 o W + 8-0 +� ro C f O O p C Y ++ v C C C O N C 'I C W p ° p ° N m -0 N _je N`o — C O_ V1 N p C 00 o E O m �' 3 u `o ° m m MJMIILL�tl3V y i �% "I f��f�Sa3 NINE: :L = ad aalndWoD AalS]a01 ONV 'ONIHSIA 'ONIWM f� rSa37tl,NdlN�ltlI�NVNI�� W U N /!'$NOlI4CIV'ig;51N.tl1Nf10��t1 3 I ME SNOIlVZINt16a0;/, lni nD,/?9 SlaV llJONdNON F u a,/�fj,f`�"�ff/�,ff��//�SN3'H�,V3J:;lO0H�5 AaV1N3W313 lh V1 c v p v O VA (` i -j V1 O QU Qu. W m � �i� U -I'' V1 Q1 QJ '�'' H O VA �jj VA �► ( �> 1 � 1 O Qj z oi - o W til O a > v Q� O p1 w t � v O L 4-1 (o I <<�' � o� -Q, u u �1 O � 4-1aJ N v � Q z x 0 �'' Q� o v° -� O i'•' vQu (i ./) (h 'TZQ) O ^z ( in QJ Ln-ki L Qi Ln P4 rq 1 (1 ) (> ( , i �� � QJ L.J �l �4 w r 0� L') O � 4-1 Ln � 4 aJ c VI ENT INDUSTRY -(ORGANIZATIONS In 201o, nonprofit arts and culture organizations pumped an estimated $61.1 billion into the economy. Nonprofit arts and culture organizations are employers, producers, consumers, and key promoters of their cities and regions. Most of all,they are valuable contributors to the business community. [ AUDIENCES Dinner and a show go hand-in-hand. Attendance at arts events generates income for local businesses—restaurants, parking garages, hotels, retail stores. An average arts attendee spends $24.6o per event in addition to the cost of admission. On the national level, these audiences provided $74.1 billion of valuable revenue for local merchants and their communities. In addition, data shows nonlocal attendees spend twice as much as local attendees ($39.96 vs. $17.42), demonstrating that when a community attracts cultural tourists, it harnesses significant economic rewards. AVERAGE PER PERSON AUDIENCE EXPENDITURES: $24.60 $0.89 $0.36 OTHER CHILD CARE $1.31 $2.74 CLOTHING &.. ACCESSORIGIFT/SOUVENIRS ES �S $3.51 OVERNIGHT-� LODGING $2.65 ,.. LOCAL GROUND TRANSPORTATION $13.14 MEALS, SNACKS, & REFRESHMENTS N Z12 40 5 I �LQ Q � W a � w f o o � m y � o c � a g�g o a o 3 c w ri a. zEu w z ° Q O ¢w §g§ U w s O O ra LL Q g O of N o < > N 7 C Z F a <U u N= 2< ++ 0 O N o + O+ 4 O c ° o u w e Z N O m m o o o '^ 3 a ms ate O f0 NN iF N d a C c a w 4 � � oa a c L i Q wV/ �R m c ALq c W a cc 01 a 0 0 ` a 1 . U Gi O Ov GJ F w N 'd p L O v v N OV ~ 4 F M � GJ •F+ ai w F N 4J t+ N 2 Ql n QJ oogory on wouna mo u wno yuso ,off lwo Ol �1 'N VA 09 Ileyf jo A, rd � •1.. GJ O CU tov w � ted � F O rn CJ F 4-+ ° N N � td S rt ¢ ILOCON F kA Id a .o .O O O WACJ .� F `� u F td td 5 N � Op,OO t P- n `� c nt u 7, - 1 . U Gi O Ov GJ F w N 'd p L O v v N OV ~ 4 F M � GJ •F+ ai w F 0 O LI1 tA O N rt Ol aj ¢ t Ln41 ;j E t+ N 2 Ql n &. rl 0 'O v O 01 u 41 O N V1 O•� Q aj cn 40- rl � ° tA td 3 u L O 41 Ln+ N u R 2i o � a ro v 3:u O ¢ � _ 2 tilor— :p v �o uoq�m� hue ote. fi oogory on wouna mo wno yuso ,off lwo Ol �1 'N VA 09 Ileyf jo A, rd apnlid le'w,ad O 1 d •1.. CU tov 4J (d CJ v ()e � S ¢ ILOCON F kA Id a .o r- F `� u vU td td 5 n `� c nt u W - About This Study 1 = Arts & Economic Prosperity IV is the most comprehensive study of the nonprofit arts and culture industry ever conducted. It documents the r'" = economic impact of the nonprofit arts and culture industry in 182 study regions representing all v , = 50 states and the District of Columbia. The diverse r`r - communities range in population 1,600 to 4 million and type from small rural to large urban. This study uses four economic measures to define economic impact: full-time equivalent jobs, resident household income, and revenue to local and state governments. To collect the most comprehensive data possible, we measured the spending Of 9,721 nonprofit arts and culture organizations and 151,802 of their attendees to determine total industry spending. Project economists from the Georgia Institute of Technology customized input-output analysis models for each study region. To derive the national estimates, the study regions were stratified into six population groups, and an economic impact average was calculated for each group. Then, the nation's 13,366 largest cities were assigned the economic impact averages for their population. Several outlier regions were removed when calculating the national estimates due to their comparably high levels of economic activity in their population categories. For more information on Arts & Economic Prosperity IV, including information on downloading and purchasing all study reports, please visit www.AmericansFoTTheArts.org/ Economiclmpact. Americans for the Arts staff are available for speaking engagements. If interested, please contact the Research Department at 202.371.283o or at research@artsusa.org.