BEAD Strategic Plan

8/3/2019 BEAD Strategic Plan

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Strategic Plan for the Bloomington Entertainment and Arts District

Prepared by the Office of the Mayor, City of BloomingtonMa rk Kruzan, Mayor

Danise Alano, Economic Development Director

Miah Michaelsen, Assistant Economic Development Director for the Arts

March 2008


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Strategic Plan for the Bloomington Entertainment and Arts District

Contents

Ba ckg round 3

Vision: BEAD 5

BEAD Def ined 6The Planning Process 7

Executive Summary of Stra teg ic Priorities 8

Imp lementa tion 1 0

Keep Blooming ton Blooming ton 1 1

G et Peop le Here 1 8

Keep Peop le Here 2 6

Stra teg ic Pr iorities 2 92018: BEAD 3 8

BEAD Stra teg ic Planning Committee Members 4 5

G lossa ry 4 8

Character Areas: Def inition and Descrip tions 4 9

BEAD Partner O rganiza tions 5 2

BEAD Map 5 3


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Bloomingtons Arts and Cultural Landscape

Arts and entertainment is a multimillion dollar

industry in Bloomington. In 2003, Bloomington was

among 91 communities included in the landmark

national study, Arts & Economic Prosperity, produced

by Americans for the Arts, which provided

compelling data on the benefits of arts spending by

organizations and audiences to the local and

national economy. Twenty-seven Bloomington

nonprofit arts organizations provided detailed

financial information in 40 different expense

categories as well as their total attendance figures.

Data compiled from the study providedoverwhelming evidence that arts and entertainment

is a significant sector of the Bloomington economy

providing:

$ 44.5 million in economic activity

$ 1.1 million in local government revenue

$ 2.1 million in state government revenue,

a nd

1,250 full-time equivalent jobs

The Bloomington Area Arts Councilswww.bloomingtonArts.info, the arts information

Background

portal and online ticketing website, indicates more

than 150 arts and cultural organizations, galleries

and venues actively programming in the

community. Despite having one of the smaller

regions by population in the Indiana Arts

Commissions Regional Arts Partner program, artists

from Bloomington routinely make up a quarter or

more of the grants awarded statewide to artists in

all disciplines.

A significant contributor to Bloomingtons arts and

cultural landscape is Indiana Universitys world classoff erings, facilities, and audiences. More than

1,000 public performances are offered by the IU

Jacobs School of Music alone. In addition, IU

boasts more than 80 theatrical performances,

modern dance concerts, exhibitions at the School

of Fine Arts, five University museums and the IU

Auditorium, which sponsors Broadway touring

productions and other cultural events. The

thousands of students, faculty, staff and guestartists who participate in the creation of art on IUs

flagship campus are also part of Bloomingtons

cultural fiber, creating a porous arts environment

where world-renowned musicians may play one

night on campus and the next at one of the local

clubs or performance venues downtown.

Despite an enviable level of quality and quantity,

there remains capacity for growth within the local

creative and cultural sector:

The level of business and private philanthropy

has not kept pace with the growth in depth

and breadth of the arts and culturalcommunity, creating ongoing financial

challenges for local arts groups

The retail ga llery/ visual arts market is stag nant

with two for-profit galleries closing in 2006

Many artists and performing groups report

challenges in finding space to perform, exhibit

and work

Arts and entertainmentis a multimillion dollar industry in Bloomington.


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Downtown Bloomington

The downtown ar ea is currently being impa cted

by changes to its landscape. The residential

sector is ex per iencing significa nt gai ns with

severa l high-prof ile ap art ment a nd condominium

develop ments either underway or just completed,

increa sing the downtown pop ulation by more

than 2,000 residents. In 200 5, af ter several

yea rs of negotiations with CSX off icials, the City

of Bloomington leverag ed $3 .2 million in

Federa l Highway A dministra tion gra nt funds to

acquire a 3 .1 mile rail corridor running through

downtown Bloomington. Named B-Line, this

pedestrian and bicycle trail will provide a paved

and landscap ed linear pa rk including public ar t,

pla zas, seating a nd market a rea s through the

heart of downtown. The first phase of the B-Line

Trail w ill be a pp roximately .61 miles and is due

to b egin construction in 20 08 .

Although much of downtown is occupied by a

healthy mix of restaura nts, art s andenterta inment venues, reta il, commercia l and

off ice spa ce, some downtown area s remain

significantly underd eveloped .

The City of Bloomington and the Arts

City g overnment views the a rts as a high prior ity.

As such the City of Bloomingt on has be en

providing a mix of a rts progr amming a nd

funding for artists and a rts and cultural

orga nizations for decad es. Through its awar d-

winning Parks & Recreation Department, the City

of f ers art s classes, spo nsors fre e p erf orma nces at

a va riety of City and local venues, and in

December of 20 05 , assumed ow nership of the

Buskirk-Chumley Theater. A private non-profit

orga nization manag es and p rog rams the venue.The City o f Bloomingt ons Community A rts

Commission (BCAC), established in 1983, awards

grants semi-annually to individuals andorga nizations for ar ts prog ramming, sponsors a

biennial postcard competition f or a rtists and

commissions pub lic ar t throug h the City s

Percentag e f or the Ar ts progr am. The City a lso

pr esents exhibiti ons in its atr ium, spo nsors ar t

competitions and supports arts and cultural

projects designed to b road en public access to the

art s and p rovid e economic benefit to the

community.

City government views the arts as a high priority.


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In 20 04, M ay or Ma rk Kruzans first year in office

brought a vigorous commitment to the arts and

cultura l community, and wit h it, f resh thinking

ab out the role of the arts in the overa ll economic

livelihood of Bloomington. Plans for an economic

develop ment initiative combining a rts with the

downtown began to d evelop, draw ing in pa rt on

recommendations from the Citys 20 05

Downtown Vision and Infill Strat egy Plan a nd

aligning with the administrations strategic

initia tives: Community Commerce, CommunityCollabo rat ion, Community Condition a nd

Community Character.

Community Commerce addresses the needs

of the local economy - f rom small b usiness

interests, workf orce develop ment a nd ad vocacy

to economic development, jobs and industry. A

strong a nd d iverse economy, with an eye toward

sustainab ility a nd ba lance, are key to a healthycommunity.

Vision: BEAD

Community Collaboration encourages joining

fo rces with gr oups such as County g over nment,

local nonpr of its, businesses and ed ucat ional

institutions to allow the City a nd the pa rtnering

ag encies to max imize their innova tion, resources,

talents and even dolla rs.

Community Condition addresses a broad

range of issues often b est a dd ressed by municipal

go vernment. Issues that impa ct the human

condition a nd the community a t la rge include

public saf ety, healthcare, animal welf ar e, public

infrastructure, fitness, affordable housing, and

social justice. The City works hard to provide

pr og ra ms, amenities and services that re sult in a

saf e, healthy community w ith many op por tunities

for education and self- better ment.

Community Character identifies what sets

Bloomington apart from other communities.

Bloomington is quirky and crea tive, from its ar ts

and e nterta inment to its tra ils, events,

ar chitecture, restaura nts and shops. As a

community, we must make eff orts to safe guard ,

enhance and celebra te what is special a bout

Bloomington, and government must protect and

pr omote our uniqueness.

As a community, we must make efforts to safeguard,

enhance and celebrate what is special about

Bloomington, and government must protect and promote

our uniqueness.

The resulting initiative became BEAD the

Bloomington Entertainment and Arts District

an economic develop ment d istrict d esigned to

strengt hen the eff orts of a lrea dy successful

org aniza tions, businesses and ind ivid ual a rtists,

while provid ing opp ortunities for the nurturing,

marketing and development of new creative

enterp rises. In 200 7 a n Assistant Economic

Development Director f or the Ar ts position was

ad ded to the economic development staf f to

guide BEADs development and implementation.


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The Bloomington Enterta inment and Art s District

seeks to b ring the business and crea tive sectorstogether to advance commerce and culture, build

community and spur economic development.

BEAD is a g eogra phically d efined, mixed -use

cultural district cap italizing on local and r egional

assets that a re specif ic to the cultural, economic

and social issues of Bloomington. BEAD

emphasizes the high concentra tion of cre at ive

assets and related activities to strengthen and

enhance the over all economic environment of the

community.

W hen fully implemented, BEAD w ill have a distinct

identity and a package of economic and

prog ramming initiatives to benefit its major

sta keholder gr oups and users: the community,

visitors, the creative, cultura l and enterta inmentsectors and sma ll b usiness.

BEAD Defined

The Purpose of a Cultural District

O ther cultural districts researched in p repa ration

for BEAD strategic planning include the GlasstownAr ts District - Mil lville, NJ; the Pad ucah Ar ts District -

Pad ucah, KY; Cumber la nd Ar ts & Enterta inment

District - Cumberla nd, MD; the Short N orth Arts

District - Columbus, OH; and the Charlotte Historic

Arts District - Charlotte, NC.

Americans for the Arts and the National

Endowment for the Arts each have extensive

resources on cultural districts and their e conomic

impact on local communities available on their

respective web sites: www.artsusa.org and

www.nea.gov.

The creation of a cultural arts districtis simply good business. Cultural districtsare industrial parks for the creative sector.

Mission Statement

The creatio n of a cultura l ar ts district is simply

goo d business. Cultura l d istricts are industria l

pa rks for the creative sector a def ined area

generating crea tive good s and services that

pr omotes and enhances a community s identity

while strengt hening current economic

develop ment ef for ts. The crea tion of a district

ensures that Bloomington r emains the reg ions

epicenter of innovation and creativity p ay ing

substantial div ide nds across the economic and

social spectrum. Districts across the country have

proven their worth by creating job s, broad ening

the citys tax b ase and attra cting a nd retaining

peop le to live, work and pla y in their

communities. These d istricts a lso inf luence b usiness

development and expansion decisions, inspire

downtown revita lization and historic

pr eserva tion, build community id entity a nd

promote d iversity, and stimulate the growth ofcreative enterprise.


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The BEAD p la nning p rocess be ga n as inter nal

discussions in the winter of 2005 with anassessment of community needs and resources,

followed by project identification and def inition in

summer of 2006. Goal setting and plan

develop ment b ega n with the convening of the

stra tegic p lanning committee in August of 20 07 .

Four la rg e gr oup meeting s and numerous small

gr oup meetings were held through the fa ll of

20 07 culminating in this pla n in Ma rch 200 8.

Purpose and Goals

The purp ose of the BEAD Stra teg ic Planning

process was to develop a strateg ic plan that

clearly def ined the scope and strategie s of the

District and t he role of the City of Bloomington

and ot her pa rtners in support ing its development.

In ad dition, the Strateg ic Plan identified a vision

The Planning

Process

for the arts and cultural community over t he next

decade.

Planning goa ls included engag ing key

sta keholder s, a ssessing District p ar tner a nd

community expectations for the District, identifying

collabora tive opp ortunities, educating p artners

and stakeholders ab out the District, provid ing

opp ortunities for engag ement w ith resources and

programming, and tapping partners vision for

continued grow th of the arts and cultural

community throughout the next decade.

The Strategic Planning Committee

The committee wa s comprised of 50 individuals

repr esenting a variety of sectors of the District:

restaurant a nd reta il, the creative a nd cultural

community, visual artists, musicians, writers,

creative industry, higher education, marketingprofessionals, local neighborhoods, galleries,

deve lop ers, go vernment, the financial sector, the

community fo unda tion, dow ntown b usiness and

tourism. BEAD is truly a community crea tion.

BEAD is truly a community creation.


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The Stra teg ic Plan id entifi es three core va lues fo r

BEAD: Create a place that safeguards,

enhances and celebrates what is special

about Bloomington.

Create a place that encourages

enga gement by community, visitors, small

business and the crea tive, cultura l a nd

entertainment sectors.

Create a place that provides creative

and economic grow th opp ortunities for

the crea tive, cultura l a nd smal l b usiness

sectors and of fe rs intrinsic value to

community sta keholde rs.

The plan d efines the scope and strateg ic priorit ies

for these core values through three key action

areas: Keep Bloomington Bloomington!, Get

People Here and Keep People Here.

ExecutiveSummary ofStrategic

Priorities

Keep Bloomington Bloomington!

1. Identify and support key place-makinginitiatives for the District

2. Facilitate d evelopment of key Districtstructures and chara cter ar eas

3. Facilitate p lacement and a pp reciation ofpublic art

4. Streng then the connection withBloomingt ons limestone herit ag e

5. Strengthen capacity of the Districts currentsmall b usiness and creat ive a nd culturalsectors

6. Build synerg y among District pa rtners

7. Suppor t eff orts to build street energythrough events, prog ramming a nd pla ce-making

8. Implement a District advisory structure that

assists in communicatio n, collab ora tion a ndimplementation of strateg ic plan

Get People Here

1. Ensure a strong District b ra nd a ndrecog nition in the community, regi on andnation

2. Assist District pa rtners in eff ectively

communicating and marketing their events,attractions and services

3. Facilitate ar ts and technology initiatives inthe District

4. Ensure a ccess to a var iety of small businesseducation, grant and loan programs forpotential District p artners

Keep Bloomington Bloomington!


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5. Encourage new District development

projects

6. Supp ort a udience d evelopment andaccessibility initiatives

7. Supp ort a rt space pla nning anddev elop ment in the District

8. Facilitate opportunities for those in thecreat ive sector to live in the District

9. Esta bli sh a statew id e Cultural Districtp rogram

Keep People Here

1. Ensure a ccess to a va riet y of small businesseducation, grant and loan programs forcurrent District pa rtners

2. Supp ort t he creative a nd cultural sectors

eff orts toward s artistic, prof essional a ndeconomic growth

3. Energize community stakeholder supportfo r the District


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During the process of creating this pla n, caref ul attention was paid to making the strat egic pr iorities prag matic and achievab le. A fully r ealized District asoutlined in the pla n is beyond the scope of just one a gency. Under ea ch stra tegic p riority, key pa rtners have been id entified these p ar tners can assumea va riety of roles (including lea dership), which will b e f urther identified as priorities move into the implementation phase. A listing of identifiedorga nizational pa rtners (and t heir acronyms as ap prop ria te) can be f ound in the G lossary (Pag e 48 ) as can de finitions of key terms used throughout thispla n. Implicit in implementation is the exp ectation of a high level of involvement by individuals and org anizations rep resentated in the stra tegic pla nningprocess and any and all present a nd f uture BEAD p art ners - not just those specifically identified in the plan.

BEAD is an economic develop ment proje ct of the O f f ice of the Ma yor and as such, the Assistant Economic Develop ment Director f or the Ar ts (AEDDA) willlead all implementation ef for ts including convening the ad visory committee; pr ioritizing recommendations and develop ing implementation p lans;spea rheading City-led initiatives; a nd for ging a gre ements with key pa rtners to provid e services and a dminister p rogr ams. The AEDDA will a lso assist inidentifing and communicating metrics for specific initiatives and the District as a whole.

Nex t steps in implementing this pla n should be t o: Publicize the completed document through distribution to community leaders, through posting on the Citys web site and through

presentations as app ropr iate to cultura l, community a nd civic groups;

Translate the plan into alternative communication formats for key stakeholder groups and highlight the most pressing messages andrecommenda tions for each;

Create a new pa nel, the BEAD Ad visory Committee, charg ed with a n ad visory role in p lan implementation, communicating prog ress to thecommunity, and ser ving as an informa l bra instor ming group (See Keep Bloomingto n Bloomingt on! 8. Pag e 17 .)

Use this plan as a guideline with ongoing monitoring to ensure pr ogress and upda ted timelines

Implementation

BEAD is an economic development projectof the O ff ice of the Ma yor.


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Keep Bloomington Bloomington! as an actio n item for BEAD deve lop ment ref lects a d istinct community va lue: putti ng local resources and op po rtunities

fir st. That tra nslates into a core commitment ref lected throughout the strateg ic pla n to the p laces, peop le a nd p rogra mming a lrea dy in the community. Key

stra teg ies have b een identif ied that e nsure op po rt unities for t hese entities which will in turn streng then the Districts overal l at tra ctiveness to the community,

visitors, the b usiness and creat ive sectors and new i nvestments.

1. Identify and support key place-making initiatives for the District. Place-making as a priority in BEAD development ensures that the District remainsa visual ly rich, accessibl e a nd user-f riend ly de stinati on. The Districts eclectic char acter, which includes a unique b lend of ar chitectural styl es, businesses,creative and cultural attractions and residents, is key to its current and future vitality. As the District develops, successfully managing ongoing changesand challenges to that character w ill be impera tive. The physical chara cter of BEAD is best experienced at g round level a nd at a walka ble speed thus considera ble eff ort should be made to keep the District p edestrian-fr iendly. Place-making implementation should include a ctive monitoring andcommunicatio n with District d evelop ers as well a s those City dep ar tments, boa rd s and commissions responsibl e f or the Districts over all p hysicalchara cter. Place-making ef for ts will include communicating the Districts amenities through contex t-sensitive visual id entifi ers and va rious virtual a ndphysical locations where stakeholders and visitors can get more in-dep th information.

1.1 . Monitor current and pla nned p ublic and pr ivate infr astructure p rojects in the District1.1 .1. Ensure projects have a po sitive impact on District pla ce making1.1 .2. Encourag e the use of public art, artwork or other creative work of artists when feasible

1 .2 . Preserve current District infra structure1.2 .1. Ma intain and monitor asset inventory (structures, sidewa lks, physical accessibility, g reenspa ce, public a rt, lig hting)1.2 .2. Recommend remediation for problem areas

1.3 . Suppor t making District easy, saf e and a ttra ctive for stakeholders and visitors

1.3 .1. W ork to ensure District has app ropr iate vehicular traf fic speed s, traff ic light timing a nd other fa ctors to suppor t high volume of ped estria nsand cyclists

KeepBloomington

Bloomington!

KBB!

Create a place that safeguards, enhancesand celebrates what is specialabout Bloomington.


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1.3 .2. W ork to ensure District has ap prop ria te amount of b ike par king, lanes and other amenities for cyclists1.3 .3. W ork to ensure par king policies, procedures and inventory meet the needs of District pa rtners, stakeholders and visitors1.3 .4. W ork w ith Bloomington Transit and other tra nspor tation pa rtners to ensure adeq uate transpor tation for the Districts pa rtners,

stak eholder s and vi sitors1.3 .5. W ork to ensure District has app ropriate a mount of outdoor seating, public and p rivate1.3 .6. Identify alleyways that could be r einvigorated a s pedestrian throughways1 .3 .7 . Ensure sta keholder s and vi sitor s can access and na viga te the district through clea r a nd consistent signa ge, ba nners, br ochures, and kiosks

1.3 .8. Ensure stakeholders and visitors have a variet y of physical a nd virtual locations to access infor mation ab out the District

Par tners: City o f Bloomingt on Depa rt ments: Par ks and Recrea tion, Public W ork s, Planning; City of Bloomingt on Boar ds and Commissions:Sidewal k Committee, Council for Community Accessib ility, Bicycle a nd Pedestria n Saf ety Commission, Tra f f ic Commission; Bloomington Tra nsit;Vario us pa rki ng entitie s (Chamber Par king Study Committee, BTO P, IU Bus Service); CVB; DBI; Sunrise Box O f f ice/ Downtown Visitors Center

2. Facil itate development of key District structures and character areas. Pockets of the District as well as key structures are underutilized. Providevision for potential investments in the District by identifying opportunities, developing investment incentives and creating local and regional visibility forthese projects. Engage in ongoing communication and marketing of the District as an investment opportunity locally, regionally and nationally. Asinvestment op po rtunities emerge, ensure p roject impa ct is sensitive to District pio neers (current District small business owners or residents) throughpr oject d evelop ment input and small b usiness ser vices.

2.1 . Finalize character a rea names and d escriptors (See Ap pendix B. Chara cter Area Definition and Descriptions Page 49 )

2.2 . Inventory and ta rget key structures and character a rea s for d evelopment2.2 .1. Identify and d evelop specialized development tools and incentives as needed

2.3 . Promote locally, regionally and nationally the availa bility of all structures, chara cter area s and infra structure op por tunities for d evelopment/

redevelopment

2.4.Utilize current and new incentives and tools to encourage District investments

2 .5 . Ensure that o ngoing investment is sensitive t o District pi oneers (see G lossar y Page 4 8)

Par tners: DBI; BEDC; BUEA

KBB!


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3. Facil itate placement and appreciation of public art. It is the stated intent of the City to encourag e the placement of works of a rt in public pla ces inord er to stimulate the vitality and economy of the City a nd enhance Bloomingtons standing as an a rts lead er. The City a ccepts responsibility forexp anding the op port unities for its citizens to exper ience p ublic art a nd other pr ojects resulting f rom the crea tive ex pression of a rtists in public pla ces ofthe City. City of Bloomingtons Percentag e f or the Ar ts Ord inance.

Since the pa ssag e of Percentag e for the Arts, the City has funded three Percentag e for the Arts projects and a dd itional public ar t has been fundedthrough other means. Through BEAD, the City has the ideal opportunity in which to reinvigorate its commitment to public art and provide incentives for

ad ditional public a nd p rivate investment f or p ublic ar t initiatives. This commitment can be realized through strengthening the Percentage f or the A rtsord inance; p roviding seed money to encourag e public a rt p ar tnerships; and expa nding the communitys current d efinition of public ar t through projectsthat go b eyond the traditional mural a nd outdoor sculpture prog ra ms.

3.1. Identif y opp ortunities for t he City to strengthen its commitment to p ublic art3.1 .1 Supp ort r evisions in the Percentag e for the Arts ordinance (see G lossary ) that would encourag e the inclusion of a dd itional public and p rivateprojects3.1 .2 W ork with other City agencies to coordinate public ar t eff orts in their depa rtments (Par ks and Recreation, Housing and Neig hborhoodDevelopment)3.1 .3 W ork with par tners to fa cilitate a variety of p ublic ar t projects including those funded by Percentag e for the Arts; other sculpture projects(sculpture walk, sculpture street, musical sculpture garden); B-Line projects; Public Art Mural Program; Pocket Art; Neighborhood Art Programs;Bicycle Art; Alley Ar tscapes; Ga rag e Art (see G lossary Pag e 48 for project def initions) and prop ose new p rojects3.1.4 Develop guidelines that def ine goa ls and p rocedures for t he City of Bloomingtons public art p rogr ams

3.2 . Ensure that the District is a p riority location for p ublic art p rojects

3.3 . Provide p ublic art opp ortunities that encourage p art icipation from community stakeholders

3.4 . Raise prof ile of Districts public ar t through consistent signag e and local, regional and national promotion

3.5 . Identify a nd secure other sources of f unding f or public ar t3.5.1. Develop p ublic-priva te Ar tnership gra nts to encourag e the commission, creation and d onation of w orks of a rt b y t he private sector3.5.2. Identify sources of federal and state grant funding to utilize for public art efforts

Par tners: City of Bloomingt on Depa rt ments: Par ks and Recrea tion, Housing and Ne ighb orhood Develo pment (HAND), Publi c W ork s; City ofBloomingt on Community Ar ts Commission; BAAC; YAH; Rhinos Youth Med ia and All Ag es Club; DBI; CVB

KBB!


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4. Strengthen the connection w ith Bloomingtons limestone heritage. Bloomingtons limestone history is an opportunity to further brand the Districtthrough concerted ef for ts to p resent a nd promote limestones contribution to local a rt and a rchitecture. Eff orts should b e made to b ring tog ether thosepa rtners that provid e infor mation and p rog ramming rela ted to limestone in the area to develop prog ramming a nd market ing stra tegies to betterpr omote the Districts limestone assets and d evelop new ones as app rop riat e.

4 .1. W ork with District and community p ar tners to p romote the Districts current limestone off erings including public a rt, wa lking tours and ar chitecture

4 .2. W ork to ensure limestone is represented in p ublic ar t commissions and tempora ry and per manent installa tions

4 .3. Support the develop ment of other community limestone attra ctions

Par tners: City of Bloomingt on Boa rd s and Commissions: Community Ar ts Commission, Histor ic Preserva tion Commission; BAAC; Monroe CountyHistory Center; Bloomingt on Restorat ions Inc.; CVB; DBI

5. Strengthen capacity of the Districts current small business and creative and cultural sectors. To ensure tha t BEADs current p ar tners are well -

positioned to ta ke ad vantage of increa sing District activity, opp ortunities should be provid ed to a ssist them in meeting goa ls effectively and achievingsustainab ility over t he long ter m through peer-to-p eer lea rning, fa cilitated or ga nizational develop ment, training, research, and g rant making.Community p ar tners that currently p rovide ed ucation and infor mation tools and services can be tap ped for exp ertise and encouraged to developpr og ra mming r ef lective of the needs of the Districts small b usiness and crea tive a nd cultura l sectors. Both small b usiness and t he crea tive a nd cultura lsector should be encouraged to utilize the capa city-b uilding org anizations and tools availa ble to them. The role a nd f unction of volunteers in thecrea tive a nd cultura l sector should re ceive emphasis includi ng specia lized tra ining, recruitment assistance and t he identif ication of other needs thatcould req uire spe cialize d vo lunteer skills. Fed era l or state f undi ng should be sought to assist in de velop ing these initia tives.

5 .1. Ensure a broa d var iety of education, infor mation and too ls for the small business sector5.1 .1. W ork with small business and small business cap acity- building orga nizations (Chamber of Commerce, SBDC, SBA, SCORE) to develop

needed cap acity- building educational prog rams and tools as needed

5.2.Ensure specialized training for the creative and cultural sectors including:5.2.1. Fund development5.2 .2. Business training opp ortunities5.2.3. Volunteer & board development

5.3.Encourage partners to utilize capacity-building tools and organizations (Chamber of Commerce, SBDC, BAAC, bloomingtonarts.info, Sunrise BoxO ff ice) and sugg est new ones

5.3 .1. Encourage p ar tners to utilize volunteer services and r ecruitment resources5.3.1.1. Promote the use of the City s Volunteer Network program

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5.3 .1.2 . Promote the use of volunteer capa city-b uilding resources (SBDC, SCORE) for small business5.3 .1.3 . Assess the need for ad ditional volunteer capa city-b uilding oppor tunities for the creat ive and cultural sectors (e.g., Volunteer

Law yer s for the Arts)5.3 .2. W ork with cap acity- building orga nizations to ensure their off erings are p romoted and marketed in the District and community

5.4 .Identify sources of federa l and state gra nt funding to utilize for capacity-building ef forts

Par tners: SBDC; SEED; SBA; SCO RE; IUs Kelley School of Business; G rea ter Bloomingt on Chamber of Commerce; Community Foundat ion ofBloomingt on and Mo nroe County ; Non-Prof it Allia nce (NPA); United W ay ; BAAC; IAC; IHC; NEA

6. Build synergy among District partners. Through a concerted eff ort t o communicate a nd collabor ate more ef fectively, District pa rtners can createnew events and p rog ramming or strengthen existing ones. This stra tegy builds increa sed capa city f or pa rtnering g roups as audiences cross-po llinate;attr acts new stakeholders and visitors and encourages longer and overnight stays in the District a s visitors pa tronize restaurant, retail and otherattractions. The BEAD Advisory Committee (Keep Bloomington Bloomington! 8. Page 16) should provide an opportunity to facilitate communicationamong District p ar tners on a regular ba sis other collabora tive conversations can happ en through DBI, BAAC, ArtsWeek and the Chamber ofCommerce among other groups. Funding should be secured to encourage ongoing collaboration and cross-promotion among District and community

pa rtners. The connection with IU forged through the annual ArtsWeek should be strengthened to meet the mutually beneficial goa ls of r egional andnational visibility, including audience development designed to dr aw on both the District a nd campus creative and cultural a menities.

6.1 . Through the BEAD Ad visory Committee a nd other collabor ative groups and org anizations, fa cilitate reg ular a nd ad -hoc communication amongpartners

6.2 . Encourage pa rtners to utilize ex isting collab orat ive tools and orga nizations (BAAC, bloomingtonarts.info, Sunrise Box O f fice, DBI, Chamber ofCommerce) and suggest new ones

6.3 . Encourage the strengthening a nd ex pa nsion of existing synergistic events such as Ga llery W alk, First Friday s

6.4 . Provide funding opp ortunities that encourage pa rtners to collab orat e on events, cross-pr omote

6.5 . Build on the successful collab orati ve ef for ts of IUs ArtsW eek, encourage ongoing a ctive communication a nd p ar tnerships with IU and it s crea tiveand cultura l community

Par tners: BAAC; Sunrise Box O ff ice/ Downtown Visitors Center; DBI; CVB; IU Ar tsW eek; G rea ter Bloomington Chamber of Commerce; creativeand cultural sector

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7. Support efforts to build street energy through events, programming and place-making

To encourag e f urther engagement with the District by stakeholders and visitors, suppor t unique place-making ef for ts and p rovide opp ortunities for thecreative a nd cultural community to ga in economic benefit, street energy should be pa rt of the BEAD ex perience. Estab lished outdoor cultural eventshave p roven to b e successful in at tra cting new sta keholder s and visitors and p rovid ing p ositive economic benef it to the District business community.

Efforts should be made to build on these events and Bloomingtons unique sense of place to achieve additional economic benefit for the creative andcultura l sector a nd the District a s a w hole.

7.1 . Facilitate d evelopment of the Festival Streets character ar ea a nd identify o ther public or pr ivate ar eas that could be utilized for perf ormancesand special events

7.1 .1. Complete an inventory and needs assessment w ith those District Par tners that currently pr oduce outdoor events7.1 .2. Develop a priority list a nd process for the planning and d evelopment of new a nd the rehabb ing of current outdoor event spa ce that

involves event pr oducers and ad jacent District p art ners

7.2.Support opportunities for stakeholders and visitors to encounter artists working outdoors in the District7.2.1. Develop a City-permitted buskers program7.2 .2. Support op portunities for visual art ists to creat e work outside7.2 .3. Suppor t the develop ment of street theatr e, perf ormance ar t and other community ga therings (e.g., pa ra des)

7.3 . Continue to streamline pr ocess for District p art ners to stage outdoor events7.3 .1. Provide active mentoring d uring event pla nning7.3 .2. Provide one-stop, comprehensive interface f or City Departments7.3 .3. Serve as an advocate for events as ap propria te7 .3.4 . Develop communication tools and messag ing that encourage ea rly contact with City Economic Development staf f f or pot ential outdoor

event pa rtners

7.4 . Mod ify the existing Itinerant Mer chant ordinance to standa rd ize and encourag e the sale of food , art or other merchandise in certain BEAD area s

Par tners: City of Bloomingt on Depa rt ments: Publ ic W ork s, Planning, Engineeri ng, Par ks and Recrea tion, Lega l, BPD, BPD; BAAC; Lotus Educati onand Arts Foundation; 4 th Street Festival of the Arts and Fine Craf ts; crea tive a nd cultura l sector

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8. Implement a District advisory structure that assists in communication, collaboration and implementation of strategic plan. To f acilitateongoing communication and input from District partners and community stakeholders, a BEAD Advisory Committee should be formed and chargedwith provid ing oversight of stra tegic pla n implementation. Committee members will a lso pa rticipa te in specific BEAD-rela ted p rogr am develop mentand impl ementatio n. As the Distri ct moves through implementati on, the Committee should recommend other lead p ar tners as ap pr opr ia te. Thecommittee should a lso work w ith the Assistant Economic Development Dire ctor f or the Ar ts in identif yi ng metrics for District pr og ress in key ar ea s.

8.1 . Convene District Ad visory Committee

8.1 .1. Invite pa rticipation f rom Strategic Planning Committee members8.1 .2. Identify and remediate gap s in representation (gender, age, partners, stakeholders)8.1 .3. Keep membership fluid b ased on Committee, District or progr am needs

8.2 . Develop Committees responsibilities and authority

8.3 . Identify funding source(s) for District pla nning a nd implementation8.3 .1. Plan for resource development8 .3.2 . Define policies and p rocedures for fund distribution (if a pp licable) that emphasize transpa rency a nd inclusiveness

8.4 . Identify other potential lea d p artners for funding, administra tion and implementation of District8 .4.1 . Begin discussions with pote ntial p artners on various aspects of District management8 .4.2 . As ap prop riat e, recommend transition of va rious aspects of District management to community or District pa rtners

8.5 . Adop t and communicate metrics to g auge District pr ogr ess

Partners: Strategic Planning Committee members

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Get People Here is the second action area for BEAD development - attracting new stakeholders, partners and visitors to engage in the District asresidents, investors, creators and audience members through the development and effective communication of unique physical, programmatic, and fiscalresources and op po rtunities.

1. Ensure a strong District brand and recognition in the community, region and nation. Strong messaging and brand identity will build awarenessof BEAD, connect sta keholder s to the District ex pe rience, crea te a cal l to actio n and enhance the overal l visitor ex pe rience. High visibility and strongbr anding a nd marketing b rings stakeholder s, visitors and their spending p ower to the District; pr ovides an attra ctive recruitment tool f or other economicde velop ment agencies; and serves as an enticement to encoura ge re locat ion into the community by interested ind ivid uals. BEAD br and ing should befacilitated with multiple partners including District attractions, the local and regional tourism sector, IU, Ivy Tech, and other key community attractions andstakeholders. As pa rt of BEAD b randing, a Buy BEAD or Buy Local Art initiative should b e la unched to further educate a nd f ocus attention on thevalue of the District and its creative and cultural sectors in economic and community development. Funding opportunities should be developed to supportpa rtnership eff orts in br anding the District.

1.1 .Identify District b rand

1.1 .1. Communicate core values of District1.1.2. Create tag l ines and descriptors1.1 .3. Create d istinct messag ing platf orms for current and potential pa rtners, stakeholders and visitors1.1 .4. Create usag e standa rds and collatera l mater ials supporting the Districts identity1.1 .5. Develop and distribute visual identifiers e.g., banners, fla gs, signag e1.1 .6. Develop and d istribute printed material e.g., rack cards, brochures1.1 .7. Use technology to communicate brand identity

1 .1 .7 .1 . De ve lo p we b si te1.1.7.2. Identify other technology that can be uti l ized for branding p urposes

1.2.Ensure local District brand recognition1.2 .1. Create a nd implement media rela tions prog rams to raise awareness and generat e interest in the District for stakeholders

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1.2 .2. Launch educational eff orts focused on the value of the creative and cultural sectors in economic and community develop ment1.2 .3. Facilitate consistent and high volume use of District logo a nd messag ing by District and its par tners1.2 .4. Develop local-market media campa igns in Brown, Mor ga n, G reene, Law rence and O wen counties1.2 .5. Encourage cross promotion oppor tunities in cultura l tourism and promotion of art s corrid ors with Brown County & Columbus CVBs,

Chambers and other key a ttra ctions or stakeholders

1.3 . Ensure regional a nd national District br and r ecognition

1.3 .1. Develop regional and national media relations progr ams1.3 .2. Suppor t regional and national p romotional ef forts by District pa rtners1.3 .3. Partner with IU and Ivy Tech on regional and national p romotional ef forts1.3 .4. Par tner with statew ide CVBs, creative a nd cultural a gencies and tourism entities to encourag e cross-p romotion of cultural tourism and a rts

districts/ corridors in India na regionally and nationally

1.4 .Develop a Buy BEAD p rogra m for District partners1.4 .1. Identify b est pra ctices from other national buy local art/ district a nd buy downtown initiatives1.4.2. Develop branding identity1 .4.3 . Implement bra nd recognition work with District bra nding eff orts to ensure inclusion of Buy BEAD

Par tners: DBI; CVB; BAAC; IAC; IU; Ivy Tech; local and reg ional tourism sector; G all ery W alk ; Bloomingto n O rig inals; India naFoodways Alliance

2. Assist District partners in effectively communicating and marketing their events, attractions and services. In addition to effective brandrecognition for the District, eff orts must b e mad e to b ring higher visibility to its pa rtners. Par tners should be encouraged to use the f ree mar keting andinformation tools availa ble in the community a nd pa rticipat e actively in their improvement. In the spir it of mutual b enefit, eff orts should be mad e tobring together the community web site a dministra tors to discuss sharing informat ion with minimal exp ended ef for t by both web site a nd pa rtner staffmember s. Community collabor ative or ga nizations should b e encouraged to pr ovide a dd itional marketing tr aining and tools ba sed on their

constituents needs. To jumpstart partner marketing, the District should provide funding opportunities that support collaborative efforts.

2.1 . Encourage stakeholders to utilize existing collabora tive marketing tools

2.2 . Ma ximize the cap acity of community web sites that provid e District infor mation2 .2.1 . W ork to alig n infor mation and messag ing on all web sites in the community that p rovide cultural, tourism, downtown or b usiness information

2.2 .1.1 . Investiga te calenda r coordination amongst web sites to ensure complete arts, cultural and event information on all sites2.2 .1.2 . Ensure BEAD web site and other marketing develop ments interfa ce with other community web sites and calendar s

2.2 .2. Encourage cross-pr omotion of community web sites and more a ctive linkag e betw een District pa rtners sites

2.3.Support efforts of community collaborative organizations efforts to provide additional marketing training and tools

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2.4 . Estab lish and provid e funding for District-suppor ted mar keting pa rtnerships that encourage local a nd regional visibility and r each out to new a ndtrad itionally underserved audiences

Par tners: BAAC; CVB; DBI; IU; Ivy Tech; W FIU; Herald -Times O nline.com; Gr ea ter Bloomington Chamber o f Commerce; Bloomingto nonline.net;creative and cultural sector

3. Facil itate arts and technology initiatives in the District. W ith a Cer tif ied Technology Par k (CTP) at one edge of the Districts boundaries and

innovative technological a dva nces at IU a t a nother, the op por tunity exists to infuse the District with new a rt for ms and prog ra mming influenced bytechnology. IUs 35 ,000 -plus student body repr esents the next wa ve in the evolution of technology as an active pla yer in the d elivery of informationand crea tive and cultura l pr ogra mming. The District should cap italize on the opp ortunity to pr ovide r egional a nd national lead ership in ar ts andtechnology initiatives.

3.1 . Form a steering committee w ith community lea der s in technology and the arts to id entify key op por tunities for a ctive enga gement with technologyto create and pr omote the arts

3.1 .1. Exp lore technology a s a tool in creating new f orms of art and culture3.1 .2. Exp lore oppor tunities for p otential p artners that integrate a rts and technology

3 .2. Encourage the utilization of technology b y District pa rtners in ongoing mar keting a nd prog ramming ef for ts

Par tners: City of Bloomington Information and Technology Services Depa rtment; IU: School of Fine Arts Digital Med ia Depa rtment;Telecommunicati ons G ame Design; Jacobs School of Music; BAAC

4. Ensure access to a variety of small business education, grant and loan programs for potential District partners. To encourage and support newbusiness de velop ment, the District should p rovi de ea sy access to inf orma tion on doi ng b usiness in the District, w ork w ith community pa rtners onpro viding education and tools for startups and of fer a var iety of t rad itional and District-specific gra nt and loa n pro gra ms for startup and relocatingbusinesses. This ap pr oa ch will encourage entrep reneurship, especially among t he crea tive a nd cultura l sector, who may be l ong on innova tion but short

on business ex pe rience. Attr acting new b usiness br ings f resh ide as and exp and s the sta kehold er a nd visitor customer b ase for a ll District p ar tners.Services provid ed and opp ortunities ava ilab le f or new business in the District should b e ex tensively promoted throughout the reg ion.

4 .1. Provide a ctive mentoring f or potential District part ners4.1 .1. Provide one-stop, compr ehensive information on availab le opp ortunities and d evelop communication tools and messag ing that encourage

contact with City Economic Develop ment sta f f4.1 .2. Serve as an advocate for pa rtners in grant and loan ap plication process as appropr iate4.1 .3. As pa rt of ar t spa ce needs assessment (See G et People Here 7. Page 2 3), investiga te the viability of estab lishing a n arts incubator to

directly support creative-b ased startup p artners

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4 .2. W ork w ith community pa rtners to provide education progr ams to meet the ongoing needs of District small b usiness pa rtners4.2 .1. Provide infor mation and tools to ad dr ess current and emerging local, regional a nd national challenges and trends4.2 .2. Provide informat ion and tools on specific downtown or arts/ cultural district challenges and trends

4.3 . Ensure a va riety of small business gra nt and loan p rog rams4.3 .1. Eff ectively utilize existing tra ditional loan programs

4.3.1.1. City faci l itated: BUEA, BIILF4.3 .1.2 . Community pa rtner fa cilitated: SBDC, SEED Corp ., Small Business Association4.3 .2. Develop a District-related small business gra nt and loan progra m

4.3.2.1. Cultural and creative-sector component4.3 .2.2. Business relocation component

4.4 . Encourage p otential pa rtners to utilize existing collabora tive org anizations and tools

4 .5 . Mee t wit h local lending institutions to seek ad vice on impr oving a ccess to cred it f or small b usiness sta rtups

4.6 . Communicate and mar ket op port unities for p otential District pa rtners throughout the reg ion

Par tners: SBDC; SEED Corp .; BUEA; SBA; G rea ter Bloomingt on Chamb er of Commerce; fi nancial institutions

5. Encourage new District development projects. To encourage new development projects within the District, specific incentives should be developed,more a ctive mentoring by Economic Development staf f should be provid ed and opp ortunities and incentives should be more extensively p romoted.New d evelopment projects will increase District energy, expa nding the stakeholder and visitor customer ba se for all p ar tners. New d evelopment canalso be leveraged to address underrepresented sectors such as mixed residential and art space and enrich the Districts visual landscape in exciting,new ways. Incentives should be explored that would encourage the development of arts space (e.g., artist studios, rehearsal space) by investors.

5.1 . Provide active mentoring of projects with investors5.1 .1. Provide one-stop, comprehensive informat ion on process, economic incentives and p olicies5.1 .2. Develop communication tools and messag ing that encourag e ear ly contact with City Economic Development staf f5.1 .3. Serve as an advocate for projects as ap propria te5.1 .4. W ork closely wit h community p ar tners and City p lanning staff to lear n about investments under considera tion

5 .2 . Ensure access to ex isting economic incentive p rog ra ms fo r District devel ope rs

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5.3 . Exp lore the develo pment of District-rela ted investment gr ants and incentives, e.g., for the crea tion of a rts spa ce (rehear sal, a rt studio, live/ work)as stand-a lone projects or within other projects; the creat ion of low and modera te income housing; f aad e renovations for non-historic p roper ties;ar chitectura l/ design assistance; build- out costs

5.4.Communicate and market investment opportunities and incentives throughout the region

Par tners: City of Bloomingt on: Planning Dep ar tment, HAN D; BUEA; BEDC; SBDC

6. Support audience development and accessibility initiatives. BEADs success as an economic development and capacity building tool and as adistinct destination will be d riven in pa rt by its ab ility to attr act specific stakeholders: audiences, patr ons and visitors. As a p roject of t he City ofBloomingt on, and a ref lection of its commitment to community condition, BEAD should strive to be i nclusive, accessib le a nd wel coming t o a ll. Audi encedevelop ment a nd accessibility for the District means working with pa rtners to d evelop new a udiences; removing ba rriers to pa rticipat ion andsupp orting the tourism sectors eff orts to gr ow vi sitor ship in the District a nd throughout Bloomingt on.

6.1 . G row new audiences for t he District6.1 .1. W ork w ith partners to identify audience development issues and oppor tunities

6.1 .1.1. Encourage creation of audience development strategies by par tners6.1.1.2. Identify f unding to support audience development init iat ives

6.1 .2. Encourage outrea ch activities into the community and region by District ar tists and the creative a nd cultural sector6.1 .3. W ork w ith par tners and the tourism sector to b ring ta rgeted audiences (youth, seniors, visitors) to District venues during the da y6.1 .4. Exp lore a mentoring prog ram matching M CCSC students with District art ists and crea tive and cultural orga nizations6.1 .5. Exp lore p ar tnerships with the Fair view campus that involve the crea tive and cultural community

6.2 . Ensure the District a nd its prog ra mming a re a ccessible to the b roa dest audience possible6.2 .1. Encourage the development of events and p rogr amming f or underserved a nd multicultural audiences6.2 .2. Encourag e pr ogramming from emerging groups and showcase new art forms6.2 .3. Actively add ress cost barr iers to the District

6.2.3.1. W ork with partners to off er free and low cost events6.2.3.2. W ork with partners to offer ongoing f ree or low cost access to events6.2 .3.3. Continue to offer free a nd low cost cultural p rogramming through the Citys Parks & Recreation Department6.2 .3.4. Exp lore the feasibility of of fering free or low cost transportation to and within the District

6.2 .4. Provide ongoing g uidance through City ag encies and p artners to add ress physical a ccessibility in the District6.2 .5. Ensure District and pa rtner messag ing and mar keting utilizes the app ropr iate tools to reach the broa dest audience as possible6.2 .6. Provide f unding to supp ort a ccessible p rogramming initiatives

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6.3 . G row visitor sector of District audience6.3 .1. W ork w ith tourism sector to ensure District is pa rt of ongoing local tourism strateg y6 .3 .2 . Assist tourism sector in streng thening p ar tnerships, events and a ttra ctions in District to f urther tourism goal s6.3 .3. Suppor t tourism sectors ongoing eff orts to collab orate w ith nearb y tourism entities to suppor t regional tourism effor ts6.3 .4. Par tner with tourism sector on regional a nd national mar keting f or District

Par tners: City o f Bloomingt on Par ks and Recrea tion Depa rtment, City of Bloomingt on Boa rd s and Commissions: Council for Community

Accessib ility, Community A rt s Commission; Bloomington Tra nsit; IU Bus Service; Rural Tra nsit; United W ay ; BAAC; M CCSC; CVB; crea tive a ndcultural sector

7. Support art space planning and development in the District. Partners have indicated a lack of suitable art spaces in the District e.g., art studios/collabora tive work spa ces; live/ work spa ces; arts incubator space; perf ormance/ rehearsal spa ce and off ice/ work spa ce for crea tive and culturalgro ups. Having a n ad equate inventory of art spa ce will ensure the District continues to attra ct and satisfy the needs of the creative a nd cultural sectorand a llow f or ad ditional a nd more varied opp ortunities for stakeholder s and visitors to exp erience ar ts and culture. These ad dtional op port unitiesincrea se the capa city of the crea tive and cultural sector a nd have a multiplier eff ect as arts audiences pa tronize local restaura nts and r etailestablishments as part of their cultural experiences.

Eff orts should be made to a ssess the needs and mar ket a nd d evise a variety of strateg ies that include encourag ing investment in ar t spaces by thedevelop ment sector; repurp osing current City -owned fa cilities; sharing spa ce in current City- owned fa cilities and provid ing tools in fa cilitiesde velop ment for the crea tive a nd cultura l sector. Tools should a lso be deve lop ed t o assist in matching currently ava ila bl e venues wit h users andencouraging other District pa rtners to develop or r epurpose spa ce for the use of the creative a nd cultural community. Maintaining and improvingcurrent a rt spaces to supp ort increased a nd increasingly sophisticated use w ill a lso b e a n ongoing need.

7.1 . Provide a b ase of p rof essional exp ertise and analy sis relat ed to t he sectors need for spa ce and what the community can support.7.1 .1. Complete a mar ket study a nd needs assessment for the kind, number, and need for ar t spa ces including an ar ts incuba tor, rehear sal a nd

perf ormance spaces, artist studios, collabora tive wor k spa ce and other space needs7.1.1.1. Develop a list indicating pr iorities for the planning and develop ment of art spa ces7.1.1.2. Develop a list of funding sources, financing mechanisms and a dvocacy a nd coordination functions that a re a vaila ble to suppor t

the development of art spaces

7.2 . Develop incentives to encourage develop ers to integr ate a rt spaces into their p rojects

7.3 . Define the protocols for when and how the City becomes a p ar tner in the development of ar t spa ces7.3 .1. Identify City -owned prop erties within the District which might be suitable f or the develop ment of new spa ce7.3 .2. Review operating p olicies of other City-owned pr operties to investigate w hether a dedicated percentage of time or space could be used

for cultural and creative activities

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7 .4. W ork w ith par tners to provid e workshops and tra ining in fa cilities develop ment and ma intenance for the creative and cultural sector

7.5 . Ensure availa ble a rts spa ces/ venues are b eing fully utilized7.5 .1. Support the creation of a system to connect ava ilab le venues with the crea tive and cultural sector

7.6 . Encourage the develop ment or rep urposing of ar t spa ces by District pa rtners

7.7 . Exp lore op por tunities for IU and Ivy Tech to develop and ma intain public ar t spaces in BEAD

7.8 . Ensure the Districts art spa ces and cultura l and creative infr astructure are ad equate to supp ort higher levels of cultural a nd creative prod uction7.8 .1. Encourage short-term and long-ter m cap ital improvement pla nning by orga nizations that own or manage cultural and creative

spaces7.8 .2. Develop a list of f unding sources, financing mechanisms and a dvocacy a nd coordination functions that ar e ava ilab le to suppor t the

improvement of a rt spaces

Par tners: City o f Bloomingt on Depar tments: Publ ic Wo rks, Utiliti es, Pla nning; Bloomington Tra nsit; BAAC; IU; Ivy Tech; creat ive and cultural sector;

developers

8. Facilitate opportunities for those in the creative sector to live in the District. To position the District as the regions 24 hour epicenter of innovationand crea tivity, eff orts should b e made to increase residential d ensity a nd to diversify the mix to include a broa der range of incomes, fa mily makeup,ag es and pr ofessions. W ithin those b roa d-b ased d iversification ef for ts, specific op port unities should be created to encourag e and support therelocation of t he crea tive sector into the District. Research from Art spa ce, a lead ing orga nization dedicated to the development of a rt space of alltypes indicates that the addition of the creative sector in the residence mix increases pedestrian traffic, enlivens streetscapes, and allows the sector togrow prof essionally and achieve financial stability. Through the rep urposing of existing and creation of new home ownership initiatives, the District can

grow this sector and bring economic benefit through add itional cultural a nd creative activity and a g eneral increase in visitors in the District.

8.1.Work with developers to provide live/ work space in new p rojects

8.2 . Encourage a t lea st one new high-density develop ment in the District be gea red toward s students and/ or f aculty in the crea tive or cultura l sector

8 .3. W ork with City agencies to provid e better access for the crea tive sector to home buyer/ rehab pr ogra ms8 .3.1 . Eff ectively utilize existing home buying p rogra ms, ser vices, grants and loa ns8.3 .2. Develop new opportunities geared to the creative sector8 .3.3 . W ork w ith emerging City Housing Trust initiative to provid e gra nts for fir st-time or low-income home buyers in the District

8.3 .4. Promote progr am off erings locally and regionally

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8.4 . Exp lore the feasibility of other low/ modera te housing develop ment opp ortunities ad jacent to the District

Par tners: City of Bloomington Depa rtments: HAND, Planning; M onroe County Board of Realtor s

9. Establish a statewide Cultural District program. India na should f ollow the exa mple of other states (Iowa, Ma ry land, a mong others) that havesuccessfully implemented a statew ide Cultural District p rogr am. These p rogr ams offer benefits including historic tax credits for rehabilita tion of historic

structures or other incentives which crea te live/ wor k spa ce for cultura l worke rs, spa ce for cultura l and enter ta inment enterp rises and a ccess to fi nancialassistance prog rams from state ag encies and ot her funding pa rtners. At b est, a Cultura l District pr ogra m in Indiana can of fer some of the p owerf uleconomic development incentives available in other states, including sales-tax-free zones for the purchase of art, income tax credits for artists sellingwork in a certified district and sales tax reba te p rogra ms for district reinvestment. At minimum, it can serve to off icially d esignate d istricts off iciallythroughout the state, creating more eff ective pa rtnerships with regional a nd statewide cultural a nd tourism entities. Eff orts should be made to a dva nceand advocate for enabling legislation, the inclusion of significant economic incentives and the designation of BEAD as one of the first official culturaldistricts in the state.

9 .1. W ork w ith state a rts and legislative pa rtners to adva nce the estab lishment of a Cultural District prog ram in India na

9.1 .1. Provide best pra ctice models for legislative par tner review9.1 .2. W ork wit h IACs Advocacy a nd Awareness Committee in monitoring the legislations prog ress9.1 .3. Engage and partner in add itional lobbying efforts as needed

9.2 . Provide input on inclusion guidelines and incentives for prog ram wit h regulating b ody

9.3 . App ly f or inclusion in program when ap propr iate

Par tners: Local a nd reg ional leg islative d elega tion; IAC; INCA; BAAC; BCAC

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The third a ction ar ea for District develop ment f ocuses on pro viding ongoing opp ortunities for BEAD pa rtners to grow through physical, prog ra mmatic, andfi scal r esources and op po rt unities and ensures the District rema ins a dy namic cultura l a nd economic stimulus for the community.

1. Ensure access to a variety of small business education, grant and loan programs for current District partners. To encourage and support

ongoing business gr owt h, the District should p rovid e ongoi ng mentoring o f curr ent small b usiness pa rtners, including ea sy a ccess to inf orma tion onopp ortunities and w orking w ith community pa rtners to provid e ed ucation and tools to meet ongoing needs and respond to new challenges. A var ietyof tra ditional and District-specific g rant a nd loa n prog ra ms for current small b usinesses should be ava ilab le a nd p romoted t hrough communitypartners.

1.1 . Provide a ctive mentoring to current District pa rtners on availa ble ed ucation, gra nt and loan opp ortunities1.1 .1. Provide one-stop, comprehensive information a nd d evelop communication tools and messag ing that encourage contact w ith City Economic

Development staf f1.1 .2. Serve as an advocate for par tners in the grant and loan application as app ropriate1.1 .3. Market and communicate opportunities

1 .2. W ork w ith community pa rtners to provide education progr ams to meet the ongoing needs of District small b usiness pa rtners1.2 .1. Provide infor mation and tools to ad dr ess current and emerging local, regional a nd national challenges and trends1.2 .2. Provide informat ion and tools on specific downtown or arts/ cultural district challenges and trends

1.3 . Ensure a va riety of small business gra nt and loan p rog rams1.3 .1. Eff ectively utilize existing tra ditional loan programs

1.3.1.1. City faci l itated: BUEA, BIILF1.3 .1.2. Community pa rtner fa cilitated: SBDC, SEED Corp., SBA

1.3 .2. Develop District-related g rant and loan progra ms for current partners

KeepPeopleHere

KPH

Create a place that provides creativeand economic growth opportunitiesfor the creative, cultural and small business sectors andoffers intrinsic value to community stakeholders.


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3.1.Utilize the BEAD advisory committee to assist in developing metrics and timeline for measuring and communicating the Districts economicperformance

3.2 .Utilize special events or p romotions to thank stakeholders for their supp ort of the District

3.3 .Partner with tourism sector to d evelop p rogr ams or opp ortunities for community stakeholders to be District amba ssad ors

Par tners: BEAD Ad visory Co mmittee; CVB; BAAC; BCAC; DBI

KPH


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Facilitate placement and appreciation of public art (Keep Bloomington Bloomington 3.)

Identify opp ortunities for the City to strengthen its commitment to public a rt (KBB 3.1)

Ensure that the District is a priority location for public art projects (KBB 3.2)

W ork w ith par tners to f acilitate a va riety of public ar t p rojects including those f unded by Percentage f or the Ar ts; other sculpture projects (sculpturewalk, sculpture street, musical sculpture garden); B-Line projects; Mural program; Pocket Art; Neighborhood Art Programs; Bicycle Art; AlleyArtscap es; G ara ge Ar t and p rop ose new proje cts (KBB 3.1.3)

Suppor t revisions in the Percentag e f or the Ar ts ordinance that would encourag e the inclusion of ad ditional public a nd p rivate projects (3.1.1) Develop public-p rivate Art nership gra nt progr ams to encourage the commission, creation and d onation of w orks of a rt by the private sector

(KBB 3.5.1) Provide public a rt opp ortunities that encourage pa rticipa tion fro m community stakeholders (KBB 3.3) Raise prof ile of Districts public a rt through consistent signage and local reg ional a nd national promotion (KBB 3.4) Develop g uidelines that d efine g oals and p rocedures for the City of Bloomingtons public ar t pr ogra ms (KBB 3.1.4)

Implement a District advisory structure that assists in communication, collaboration and

StrategicPriorities

for Year One

First Quarter 2008

Year One

implementation of strategic plan (Keep Bloomington Bloomington 8.) Convene District A dvi sory Committee (KBB 8.1 )

Invite p ar ticipation f rom Strateg ic Planning Committee members (KBB 8.1.1) Identify and r emediate g ap s in representation (gender, age, pa rtners, stakeholders) (KBB 8.1.2) Keep membership fluid based on Committee, District or program needs (KBB 8.1.3)

Develop Committees responsibilities and authority (KBB 8.2) Identify funding source(s) for District planning and implementation (KBB 8.3)

Plan for resource development (KBB 8.3.1) Define p olicies and pr ocedures for fund d istribution (if ap plicab le) that emphasize tr anspa rency and inclusiveness (KBB 8.3.2)

Adopt and communicate metrics to gauge District progress (KBB 8.5)


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Support art space planning and development in the District (Get People Here 7.) Provide a b ase of p rof essional exp ertise and analy sis related to the sectors need and what the community can suppor t (G PH 7.1)

Complete a market study and needs assessment for the kind, number, and need for art spaces including an arts incubator, rehearsal andper for mance spaces, artist studios, collabora tive w ork space a nd other space needs (GPH 7.1.1)

Define the protocols for when and how the City becomes a p ar tner in the develop ment of art spa ces (GPH 7.3) Identify City-ow ned prop erties within the District which might be suitable f or the develop ment of new spa ce (GPH 7.3.1)

Exp lore op por tunities for IU and Ivy Tech to develop and maintain public ar t spaces in BEAD (G PH 7.7)

Second Quarter 2008

Build synergy among District partners (Keep Bloomington Bloomington 6.) Through the BEAD Ad visory Committee a nd other collab ora tive g roups and org anizations, fa cilitate reg ular a nd a d-hoc communication a mong

partners (KBB 6.1) Encourage partners to utilize existing collaborative tools (BAAC, bloomingtonarts.info, Sunrise Box Office, DBI, Chamber of Commerce) and

org aniza tions and sugg est new o nes (KBB 6.2) Encourag e the stre ngthening and ex pa nsion of existing synerg istic events such as Ga llery W al k, First Frid ay s (KBB 6.3 ) Provid e f unding opor tunities that encourage pa rtners to collab ora te on events, cross-p romote (KBB 6.4)

Year One


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Assist District partners in effectively communicating and marketing their events, attractions andservices (Get People Here 2.) Encourage stakeholders to utilize existing collabora tive mar keting tools (GPH 2.1)

Ma ximize the cap acity of community web sites that pr ovide District information (GPH 2.2) Work to align information and messaging on all web sites in the community that provide cultural, tourism, downtown or business information

(GPH 2.2.1) Investiga te calenda r coord ination amongst w eb sites to ensure complete a rts, cultura l a nd event infor mation on all sites (GPH 2.2.1.1) Ensure BEAD we b site a nd other mar keting d evelopments interfa ce with other community web sites and calenda rs early in develop ment

(GPH 2.2.1.2) Estab lish and p rovide funding for District-support ed mar keting pa rtnerships that encourage local and r egional visibility and r each out to new a nd

tra ditionally underserved a udiences (GPH 2.4)

Ensure a strong District brand and recognition in the community (Get People Here 1.) Identify District bra nd (GPH 1.1)

Communicate core values of District (GPH 1.1.1) Create tag lines, descripto rs and slogans (GPH 1.1.2) Create distinct messag ing p latf orms for current a nd p otential p ar tners, stakeholder s and others (G PH 1.1.3 ) Create usag e standa rd s and collater al ma teria ls support ing the Districts identity (GPH 1.1.4) Develop a nd distribute visual identif iers e.g., ba nners, fla gs, signag e (G PH 1.1.5) Develop and d istrib ute printed materia l e.g., rack card s, brochures (GPH 1.1.6) Use technology to communicate bra nd id entity (G PH 1.1.7)

Develop web site (GPH 1.1.7.1) Ensure local District br and r ecognition (G PH 1.2 )

Year One


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Create and implement media relations progr ams to raise awar eness and generate interest in the District for stakeholders (GPH 1.2.1) Launch educational efforts focused on the value of the creative and cultural sectors in economic and community development (GPH 1.2.2) Facilitate consistent and high volume use of District logo and messaging by District and its partners (GPH 1.2.3) Develop local-mar ket media campaig ns in Brown, Morga n, Greene, Lawr ence a nd O wen Counties (GPH 1.2.4)

Develop a Buy BEAD p rogr am for District pa rtners (GPH 1.4) Identify b est pra ctices fr om other national buy local art/ district and b uy downtown initiatives (GPH 1.4.1) Develop b randing identity (GPH 1.4.2) Implement bra nd recognition w ork w ith District b randing eff orts to ensure inclusion of Buy BEAD (GPH 1.4.3)

Third Quarter 2008

Identify and support key place-making initiatives for the District (Keep Bloomington Bloomington 1.) Monitor current and p lanned p ublic and p rivat e intrastructure pr ojects in the District (KBB 1.1)

Ensure projects have a positive impact on District place-making (KBB 1.1.1) Encourage the use of public ar t, artw ork or other creative wo rk of art ists whenever fea ible (KBB 1.1.2)

Preserve curre nt District infra structure (KBB 1.2) Ma intain a nd monitor a sset inventory (structures, sid ewal ks, physical a ccessibi lity, gr eenspa ce, pub lic ar t, lighting (KBB 1.2 .1) Recommend remedia tion for pr oblem a reas (KBB 1.2.2)

Suppor t making District easy, saf e a nd a ttra ctive for stakeholders (KBB 1.3) W ork t o ensure District has ap prop ria te vehicular tra ff ic speed s, traf fic lig ht timing and o ther fa ctors to supp ort high volume of ped estria ns and

cyclists (KBB 1.3.1) W ork to ensure District has app ropr iate amount of bike p ar king, lanes and other amenities for cyclists (KBB 1.3.2)

W ork to ensure pa rking policies, procedures and inventory to meet t he needs of District p ar tners, stakeholder s and visitors (KBB 1.3.3)Year One


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Fourth Quarter 2008

Year One

W ork with Bloomington Transit a nd other tr anspor tation p ar tners to ensure ad equate tra nspor tation f or the Districts pa rtners, stakeholders andvisitors (KBB 1.3 .4)

W ork to e nsure District has ap prop ria te amount of outdoor seating, public and priva te (KBB 1.3.5) Identify alleywa ys that could be r einvigorated as pedestrian throughway s (KBB 1.3.6)

Ensure stakehold ers can access and nav iga te t he district t hrough clear and consistent signa ge, b anners, brochures, and kiosks (KBB 1.3.7 ) Ensure stakeholders have a variety of physical and virtual locations to access information about the District (KBB 1.3.8)

Establish a statewide Cultural District program (Get People Here 9.) Provid e input on inclusion guidelines and incentives for p rogr am with reg ulating bod y (G PH 9.2) Apply for inclusion in program when appropriate (GPH 9.3)

Facilitate opportunities for those in the creative sector to live in the District (Get People Here 8.) W ork wit h developers to provid e live/ work space in new projects (GPH 8.1) W ork w ith City a gencies to provid e better access to home buyer/ rehab p rogra ms (GPH 8.3)

Effectively utilize existing home buying programs, services, grants and loans (GPH 8.3.1.) Develop new op port unities gea red to the crea tive sector (GPH 8.3.2) W ork with energing City Housing Trust initiative to provid e g rants for f irst-time or low-income home buyers in the District (G PH 8.3.3 ) Promote p rogra m off erings locally and reg ionally (GPH 8.3.4)


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Facilitate development of key District structures and character areas (Keep BloomingtonBloomington 2.) Finalize chara cter a rea names and descripto rs (KBB 2.1) Inventory and targ et key structures and chara cter ar eas for development (KBB 2.2)

Identify and d evelop specialized develop ment tools and incentives as needed (KBB 2.2.1) Promote locally, regionally and nationally a vailab ility of all structures, chara cter area s and other opp ortunities for d evelopment/ rede velopment

(KBB 2.3)

Encourage new District development projects (Get People Here 5.) Provide active mentoring of infrastructure projects with investors (GPH 5.1)

Provide one-stop, comprehensive info rma tion on pr ocess, economic incentives and p olicies (GPH 5.1 .1) Develop communication tools and messaging that encourage early contact with City Economic Development staff (GPH 5.1.2) Serve as an advocate for projects as appropriate (GPH 5.1.3) W ork closely with community pa rtners and City pla nning staff to lea rn ab out investments under consider ation (G PH 5.1.4)

Ensure access to existing economic incentives for District infrastructure investors (GPH 5.2)

Communicate and market investment opportunities and incentives throughout the region (GPH 5.4)

Year One


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Strengthen capacity of the Districts current small business and creative and cultural sectors(Keep Bloomington Bloomington 5.)

Ensure a broad variety of education, information and tools for the small business sector (KBB 5.1) W or k w ith small business and small b usiness cap acity -b uilding org aniza tions (Chamber of Commerce, SBDC, SBA, SCORE) to a ssess need and

develop needed cap acity- building educational pr ogra ms and tools as needed (KBB 5.1.1) Encourage partners to utilize capacity-building tools and organizations (Chamber of Commerce, SBDC, BAAC, bloomingtonarts.info, Sunrise Box

Office) and suggest new ones (KBB 5.3) W ork w ith cap acity- building or ganizations to ensure their off erings are promoted and mar keted in the District and community (KBB 5.3.2)

Identify sources of f eder al a nd state g ra nt funding to utilize for cap acity- building ef for ts (KBB 5.4)

Support audience development and accessibility initiatives (Get People Here 6.)

G row new audiences for the District (G PH 6.1) W ork w ith par tners to id entify audience development issues and op por tunities (G PH 6.1.1)

Encourage crea tion of audience development strat egies by p ar tners (GPH 6.1.1.1) Identify funding to supp ort a udience develop ment initiatives (G PH 6.1.1.2)

Ensure the District and its programming are accessible to the broadest audience possible (GPH 6.2) Encourage the development of events and prog ramming for underserved and multicultural a udiences (G PH 6.2 .1) Encourage p rog ramming f rom emerging gr oups and new ar t fo rms (GPH 6.2.2) Actively a dd ress cost b arr iers to the District (GPH 6.2.3)

W ork wit h part ners to off er fr ee and low cost events (GPH 6.2.3.1) W ork w ith par tners to of fer ongoing fr ee or low cost access to events (GPH 6.2.3.2)

Continue to of fe r f ree a nd low cost cultural prog ra mming through the Citys Par ks & Recreation Depar tment (G PH 6.2.3 .3)

First Quarter 2009

StrategicPriorities

for Year Two

Year Two


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Provid e ongoing g uidance through City a gencies and pa rtners to add ress physical accessibility in the District (G PH 6.2.4 ) Provid e f unding to supp ort a ccessible pr ogra mming initiatives (GPH 6.2.6)

G row visitor sector o f District audience (GPH 6.3) W ork with tourism sector to ensure District is par t of ongoing local tourism strateg y (GPH 6.3.1)

Assist tourism sector in strengthening p ar tnership s, events and a ttra ctions in District t o f urther tourism goa ls (G PH 6.3.2)

Second Quarter 2009

Year Two

Ensure access to a variety of small business education, grant and loan programs for potentialDistrict partners (Get People Here 4.) Provid e active mentoring to p otential District pa rtners on availa ble ed ucation, gra nt and loan opp ortunities (GPH 4.1)

Provide one- stop, compr ehensive infor matio n and d evelop communication tools and messag ing that encoura ge contact w ith City Economic

Development staf f (G PH 4.1.1) Serve as an advocate for partners in the grant and loan application as appropriate (GPH 4.1.2)

W ork with community pa rtners to provid e ed ucation p rogra ms to meet the ongoing needs of District small business par tners (GPH 4.2) Provide information and tools to add ress current and emerging local, reg ional and national challenges and tr ends (GPH 4.2.1) Provide information and t ools on specific d owntown or ar ts/ cultural d istrict challenges and tr ends (GPH 4.2.2)

Ensure a var iety of small b usiness grant a nd loa n prog ra ms (GPH 4.3) Eff ectively utilize existing trad itional loan prog rams (GPH 4.3.1)

City f acilit at ed: BUEA, BIILF (G PH 4.3 .1.1 ) Community p ar tner fa cilita ted : SBDC, SEED Corp., SBA (G PH 4.3 .1.2)

Develop a District-rela ted small business gr ant and loan pr ogr am (GPH 4.3.2)


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Me et wi th local lend ing institutions to seek ad vice on improving access to cred it f or smal l business (G PH 4.5 ) Communicate a nd market opp ortunities for potential District pa rtners throughout the reg ion (GPH 4.6)

Support efforts to build street energy through events, programming and place-making (KeepBloomington Bloomington 7.) Facilitate d evelopment of the Festival Streets a nd identify other public or priva te ar eas that could be utilized f or per for mances and special events

(KBB 7.1) Complet e a n inventory and needs assessment with those District Par tners that curr ently p rod uce outd oor e vents (KBB 7.1.1)

Supp ort op po rtunities f or stakehold ers and visitors to encounter ar tists wor king outd oors in the District (KBB 7.2 ) Develop a City -per mitted buskers pr ogra m (KBB 7.2.1)

Continue to streamline p rocess f or District pa rtners sta gi ng outdoo r events (KBB 7.3 ) Provid e a ctive mentoring during event p lanning (KBB 7.3.1)

Provide one-stop, comprehensive interface for City Departments (KBB 7.3.2) Serve a s an ad vocate for events as app ropria te (KBB 7.3.3) Develop communication tools and messag ing that e ncourage early contact w ith City Economic Development staff for potential outdoor event

partners (KBB 7.3.4) Mod ify the existing Itinerant Merchant ordinance to standa rdize a nd encourage the sale of food , art or other merchandise in certain are as of the

District (KBB 7.4)

Year Two


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The final component of the BEAD stra tegic p lanning process was to id entify how BEAD becomes pa rt of a larg er vision for continued gr owth of the creativeand cultural community ten yea rs af ter its implementation.

Stra tegic p lanning committee members envisioned dow ntown and the Bloomington creative and cultura l community in 20 18 af ter a decad e of BEAD

initia tives. It beca me clea r d uring the bra instor ming session that as the most fa r-r eac hing creati ve and cultural initia tive in memory, BEAD will ha ve asignificant rip ple ef fect b eyond its geogr ap hic bord ers and its stated initiatives.

W hat follow s is a vision of BEAD in the yea r 20 18 .

2018: Infrastructure

BEAD is par t of a vibra nt downtown with heavy ped estria n and b icycle use - including bicycle r ickshaw shuttles provid ing tours of the District f or visitorswhich star t a t the recently ex pa nded Convention Center.

Downtown has expanded its borders south to Hillside, north to 17 th - the max imum speed limit from Hillside t o 17 th is now 25 mph. The southern corr id orfrom Hillside to 1 st is marked b y a streetscap e with a media n and tree and f lower pla ntings.

Bloomingt on Tra nsit has comple ted tra nsitioning it s f leet t o smal ler b uses tha t run exclusively on renewab le f uel sources and runs consistently at 90 %capacity. Outlying communities are now linked to Bloomington through an extensive transit program. Thursday and Fridays, all mass transit into and out ofthe District is free with a BEAD card (provid ed by District p ar tners and funded by the state Cultural District initiative) a nd the Bloomington Transit mainterminal f eatures public ar t a nd other a rtist designed f eatures. Current p arking structures have turned into community canvases, fea turing art inside andout. They remain well-utilized, a nd unused surf ace p ar king lots in the District have been reclaimed for gr een spa ce and p ocket par ks which are manag edby the Citys Parks and Recreation Department.

2018: BEAD

Ten Years After

Ten Years After


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The B-line trail is finished and linked to surrounding trails residents commute to the District from outlying areas, and new shops along the trail servecommuters and visitors B-Line tr ansporta tion need s.

The residential mix of the District has broad ened, with af for da ble housing initiatives bringing in lar ger numbers of the creative and cultura l sector a nd f irst-time homebuyers. Other housing developments in the District have resulted in significant growth in the numbers of families with young children and empty

nesters.

Regular users and visitors negotia te the District easily using the br ightly colored b anner identifier s and signag e a nd the exp anded dow ntown visitorscenter hosts regula r motor coach tours and guid ed BEAD wa lking t ours.

2018: Creative and Cultural Sector

The creati ve and cultura l sector is thriving more t han 50 ar tists now have studi o spa ce in the District a t the Fountain Squa re Ar tist Ma ll which include s threead ditional a rtist coopera tives, and the galler y count is now at 2 5. W ith so many ga lleries in opera tion, the Ga llery W alk is now a monthly eventhighlighted by busker p erfor mances and impromptu street theatre. First Frid ay has evolved into Every Frida y and fea tures standing discounts at District

pa rtners and f ree concerts at Plaza O ne A on the B-Line Trail.

The Tibetan Mongolian Buddhist Cultural Center now produces an annual cultural festival in BEAD, drawing visitors from around the globe.

Funky p ara des have b ecome a hallmark of the District including an ar tyf ied Fourth of July pa rad e courtesy of Lotus and the childrens bicycle pa rad ealo ng the B-Line Tra il.

2018: Small Business Sector

Ef f orts to gr ow entr ep reneurship in the District have b een successful, wit h the ad di tion of numerous locall y ow ned ret ail a nd restaura nts. The Buy BEADinitiative has grown to include marketing of Bloomington craf t and food prod ucts at reg ional attr actions, visitor centers and state p ar k gif t shopsTen Years After


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throughout the sta te. A ta sting ro om and wine b outique f ea turing local w ineries in the Distri ct has prov en to be very successf ul with the community andvisitors alike regularly scoring in the top five District attractions.

2018: Cultural Facili ties

The Limestone Museum is a r ecent ad dit ion to Bloomington. Although locat ed outsid e the District, the Museum off ers round tri p shuttle serv ice f rom theConvention Center d ai ly. Visitors can enjoy the museums exhib its and a ttr actio ns then return to the district f or self- guid ed t ours of the Districts numerouslimestone public art installations and architectural features.

Through the extra ord inary generosity of an anonymous donor, two add itional theatres (100 and 3 00 seats) have b een add ed to the downtown venueinventory, and at the Buskirk-Chumley Theater the Downtown Visitors Center has been expanded, as well as the lobby which now features a full-servicerestaurant and bar.

Through creat ive rep urposing of existing spa ce in the District, Bloomingtons creat ive a nd cultural org anizations now have a home d owntown with of fice

spa ce for a dozen gro ups along w ith shared meeting, wor k and re hearsal space.

2018: Public Art

A renewed commitment to public a rt has pa id off in the District which now b oasts a sculpture walk, a musical sculpture ga rden, and a mural prog ramencompassing every thing fr om traf fic b oxes to manhole covers to public ga rag es. Visitors can dow nload map s of the Districts public ar t f rom the Citysweb site or utilize the Districts wireless infrastructure to have information on art or any District amenity transmitted directly to their handheld computer.

2018: Funding

The campaig n to establish a f ield of interest f und for the arts at the Community Foundation has been successful re sulting in an ad ditional $1 00 ,000Ten Years After


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ava ilab le for crea tive and cultural groups. A smaller f und to p rovide g rants directly to ar tists has also been estab lished. Strong ad vocacy by the India naArts Commission has resulted in a doubling of funds availab le f or its Regional Arts Par tnership a nd Individual Ar tist

BEAD Strategic Plan

Documents

Transcript of BEAD Strategic Plan