Arts and Culture in the Metropolis: Strategies for Sustainability
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Arts and Culture in the Metropolis: Strategies for Sustainability - Presentation Transcript
- arts & culture in the metropolis strategies for sustainability Kevin F. McCarthy Elizabeth Heneghan Ondaatje
- Why did we do it?
- Examines how cultural sectors are organized and supported in 11 major U.S. metropolitan areas.
- Baltimore, Boston, Charlotte, Chicago, Cleveland, Denver, Detroit, Minneapolis-St. Paul, Philadelphia, Phoenix, and Pittsburgh
- Led by Kevin McCarthy , one of the country’s preeminent experts on audience development and cultural sustainability.
- Provides an evaluative framework for assessing the organizational infrastructure of support, the types of services provided and the level of service to the arts sector.
- Provides six recommendations for Philadelphia.
- cultural alliance action steps
- Government and Civic Leaders
- Establish a cabinet-level cultural affairs position in Philadelphia’s government structure.
- Establish a sustainable, substantial source of funding for cultural organizations.
- Understand the role that arts and culture play in addressing the city’s broader issues, and capitalize on that accordingly.
- The Cultural Sector
- Continue collaborations that maximize the value of public investment in cultural work.
- Set goals for the sector with specific benchmarks to measure success.
- Continue gathering evidence of arts and culture’s impact on broader issues facing the city and region.
- recommendations for philadelphia
- Use the evaluative framework as a strategic planning tool.
- Develop a clear vision of where the arts sector is headed and recruit an arts champion .
- Create a strong central office of cultural affairs .
- Leverage more resources through collaboration of arts organizations.
- Persuade civic leaders that supporting the arts advances the region’s broader goals.
- Support policies that stimulate demand to build future arts audiences.
- evaluative framework Copyright RAND Corporation. Used with permission. comparison of service levels by function Neighborhood development and cultural districts Art as a civic asset Active promotion of film and tourism Permits Information on area to outsiders Economic Development Advocacy/policy Package promotions Fun guide, discounts Special interest marketing, Interactive Web sites Information on schedules, events, organizations Promotion & Advocacy Own/operate Presentations, performances, festivals Public Art (statues/murals) Presentation Strategic planning for sector Workshops/seminar Access to experts Convening Information Technical Assistance > $4 million $500,000 - $4 million < $500,000 Grants Full Moderate Basic
- evaluative framework
- 1. Emergent (Charlotte, Phoenix)
- evaluative framework
- 1. Emergent (Charlotte, Phoenix)
- 2. Manufacturing (Baltimore, Cleveland, Detroit, Pittsburgh)
- evaluative framework
- 1. Emergent (Charlotte, Phoenix)
- 2. Manufacturing (Baltimore, Cleveland, Detroit, Pittsburgh)
- 3. Regional (Boston, Chicago, Denver, Minneapolis-St. Paul)
- Philadelphia – A Hybrid Definition
- Strengths
- Size & diversity of arts sector
- Collegiality of cultural community
- Strong admissions receipts
- Service sector
- Diversified foundation sector with strategic leaders
- Weaknesses
- Uneven distribution of resources
- Growth outstripping resources
- Historical sector facing major crisis
- Severe funding problems
- Deteriorating facilities
- Lack of public appeal
- Modest level of government and corporate funding
- Lack of Office of Cultural Affairs
- philadelphia region
- Strengths
- Attractive quality of life for artists
- Extensive higher education sector with strong arts component
- Overall “Philly Pride” for arts sector
- Thriving arts scene making it an attractive destination
- Weaknesses
- Public school system lacks arts education in primary education
- Low rate of college-educated adults
- Population loss in city center from 1990-2000
- recommendations for philadelphia
- Use the evaluative framework as a strategic planning tool.
- Develop a clear vision of where the arts sector is headed and recruit an arts champion .
- Create a strong central office of cultural affairs .
- Leverage more resources through collaboration of arts organizations.
- Persuade civic leaders that supporting the arts advances the region’s broader goals.
- Support policies that stimulate demand to build future arts audiences.
- cultural alliance action steps
- Government and Civic Leaders
- Establish a cabinet-level cultural affairs position in Philadelphia’s government structure.
- Establish a sustainable, substantial source of funding for cultural organizations.
- Understand the role that arts and culture play in addressing the city’s broader issues, and capitalize on that accordingly.
- The Cultural Sector
- Continue collaborations that maximize the value of public investment in cultural work.
- Set goals for the sector with specific benchmarks to measure success.
- Continue gathering evidence of arts and culture’s impact on broader issues facing the city and region.
- acknowledgements
- The Greater Philadelphia Cultural Alliance would like to thank and acknowledge the following people and organizations for their work on this report and the cultural policy activities of the Cultural Alliance.
- Kevin F. McCarthy
- Elizabeth H. Ondaatje
- Olive Mosier
- We would also like to thank the arts and civic leaders in the eleven metropolitan regions studied in this report for their invaluable assistance: Baltimore, Boston, Charlotte, Chicago, Cleveland, Denver, Detroit, Minneapolis, Philadelphia, Phoenix, and Pittsburgh.
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