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 -
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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.
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VI
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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
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$1.31 $2.74
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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.