Madison Cultural Plan Public Findings Presentation 0311

8/3/2019 Madison Cultural Plan Public Findings Presentation 0311

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MADISON CULTURAL PLAN PUBLIC FINDINGS PRESENTATION

I. Community Identity.

1. How can Madison create a community identity that embraces all its importantelements?

Table 1

Identify diverse, uniquely inclusive, authentic parts of Madison. Identify City Staff and Professional Assistance in Marketing, etc. Use organizations, Chamber, Thrive, etc. who have been involved in past

reports. Community Input.

2. Who should have a role in defining this identity and putting it to use?

Table 2

Include Art Community in process. Team Approach

a) Arts Communityb) Business Communityc) Universityd) Local governmente) Chamber, GMVCB, etc.f) Youth Organizations

Additional Comments

Identity: Creation and recreation Progressive and engaged democracy, organic and sustainable foodways

production/distribution (Urban Ag, Foodie, CSA, Progressive, Intellectuallyengaged)

Community Madison, the Austin alternative, just as weird with better biking Madisons Cultural Plan: a green belt around an art heart Lets name 3 values we agree on and build our identity on those develop

pride in our agreement on something and grow that as a cherished identity. City of the Perpetually Offended Ive heard us described this way. Make the CVB return to Lake. City. Lake Genius. Intelligence tempered by celebrations Madison the innerchild is really

sonart Idea Madison not FitzWalkerStan Madison: eat, sing, dance/Madison Loves You/I (heart) Madison Passion for local events, places and the rituals attached to them Farmers Markets (DCFM and Community Markets) Rhythm & Booms Beer on the Union Terrace


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Madison A Breath of Fresh Airo Rationale: Its healthy a place athletes like to go/liveo It implies environmental cleanlinesso Its intellectual implies creativity Universityo Its progressive moving forward Politicso Its Midwestern the Heartland/farm fields

Isthmus culture: Action, Passion, Bikepaths Support Isthmus culture: Keep Madison Vital Madison: the creative environment

II. Connectivity: Outcomes and Structure.

1. What are the key considerations for any structure/organizations?

Table 2

Accessible to all Visibility, awareness Aggressive marketing and branding Thoughtful filter Up-to-date Robust Quality Very Customer centric

Table 3

Arts sector sees need worry about competition Outside sector needs coherent case for this effort Funding infrastructure Representation of all City/Region Residents/Communities/Viewpoints

Table 4

Look at models of other places Madison is unique Few major private funding sources What is benefit to individual artists Also are underappreciated Organize conferences Facilitate creation of Live/Work places Needs assessments, suitability Physical assessments Awards Program (Rewarding efforts)

Additional Comments

Connectivity artists with private and public sector to:o Utilize empty buildings


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Uniting independent visual artists who earn a living (or part of it) byexhibiting and/or selling their work in retail wholesale venues

Other empty buildings owned by City, County, State could be utilized inthis manner

Create partnerships between artists and public sector entities to createbadly needed services and revenue for both.

Ex: currently a group of visual artists at Mendota Mental Healthexchanging art classes for patients for studio space

2. What does the optimum structure look like?

Table 2

Kaleidoscope (colorful, diverse, varied tools/media) On the lake, accessible by boat. Clearing house with strong identity Commerce components (ticketing, donating, etc.) Curatorial voice and open-sourced User-designed

Table 4

Requires a strong business model Not under government control independent Has a board (creates accountability) Issues: who appoints? How does money get raised? Simple event permitting Streamline Provide support (e.g. provide insurance)

Roller-coaster analogy One place, friendly face Acts as a liaison, bridge

III. Connectivity: Outcomes and Structure.



IV. Connectivity: Outcomes and Structure.



V. Virtual Connectivity: Outcomes and Structure.

1. If an electronic data management system is built for the creative sector, whatfunctions must it perform?


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2. What existing data projects should be folded into the work or seen as startingpoints?

Additional Comments

Technological Resource

Opensourced Events Directory Designed w. users in mind Commerce component, go-to ticketing Nonprofit/for profits represented equally Integrated marketing communications strategy Mobile device friendly app.? Paid support staff Curatorial (to a certain extent) Add value to existing resources Online curator/blogger to contextualize arts/cultural events Combine existing computer databases into a single site Organizations can update their own sections/new ones can sign up. Use

Dept. of Tourism as at least one entry portal. Choose a rep and stick with it. CVB, Isthmus, Portal WI Website: clearing house for venue rental. Rehearsal space rental, i.e. one

entity that rents rehearsal spaces around the city (extra rooms at a school, avacant warehouse space, etc. people who cant market their space ontheir own)

Consider school, university, MATC, Edgewood facilities in inventory ofspaces

VI. Virtual Connectivity: Outcomes and Structure.

1. If an electronic data management system is built for the creative sector, whatfunctions must it perform?

Table 5

Serve public artists that are interested in consuming art. Deep social media integration. Its own App separate from facebook but able to integrate with

facebook.

User-generated content, moderator controlled Way to monetize site, ability to pay moderator. Keep it local but build as a regional or national tourist portal. Unified ideas to bring musicians/artists/public together. Strategic push publication. Make it come to people. Make sure its a 2-way community involved conversation. Not just a

calendar.


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Table 6 Simplicity Users/Posters reduce duplication Seamless Interconnectivity Accessibility/Resources Collaboration/Co-opt existing sites

o Comprehensiveo Multi-disciplinary

2. What existing data projects should be folded into the work or seen as startingpoints?

Table 5

Use data from calendars from Isthmus, Portal Wisconsin, 77 Square etc Computer info kiosks around City and County with info. Use existing community centers as access points.

Table 6

New portal comprehensive and regional works with existing sites.VII. Voice: For the Cultural Sector.

1. What strategies would best support the development of voice?

Table 7

Commitment to creating conditions in which artist to thrive. Create unprecedented rapid consensus in values message. ID potential leadership voices

o Existing, emerging passionate articulate advocates.2. How can more effective messaging be developed for the creative sector?

Table 7

Generosity Collaboration Participation Trust in greater good

Additional Comments

Voice Resources work with brand consultant anthropologist Neil Archer Roan Zebra Dog, web designers iconography Foment For The Arts


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VIII. Voice: Art as Voice.

1. What are the best current opportunities for engaging the arts in building socialcohesion, building neighborhoods, planning for a sustainable community, andadvancing key civic agendas?

Table 8

Open Art Studios example of presence dictating awareness. Concern that a single voice will not represent all artists. Artist Chamber of Commerce encompassing many artists as a coalition. Example of Santa Fe as a community with a real voice and vision.

2. How should these opportunities be captured?

Additional Comments

Using the database of artists have the option to list willingness to talk togroups or give opinions on issues like library or lakes

What happens next with all this interest and energy? Can there be a list on MAC website of ideas or places that people can act

or connect with to do these things? On MAC website have a list of schools with what they need or would like

list of artists of all kinds and what theyd be willing to contribute orcreate

List of funders or businesses that would contribute for specifics food,space, money, etc, etc.

IX. Place: Public Art.

1. What are the best strategies for growing the public art program?

Table 9

Create unexpected, enjoyable pieces. Match piece to location. Match function with location and funds. Establish a dedicated percentage for arts funds. Draw upon neighborhood identity/diversity and history. Ensure that inclusive public processes result in a high quality (not

compromised) result. Orchestrate community involvement carefully and professionally. Emphasize community interaction with the final piece.

2. How can the private sector be encouraged to participate?

Table 9

Create public art fund that can accept private donations. Have private sector purchase art and donate it to public settings.


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Develop private/public funding collaborations. Create a foundation for public art grants. Create workforce development, education, and/or social programs that

result in public art creation. Create tax breaks and private funding/recognition opportunities for public

art. Encourage and recognize private entities that install major art in public

places.

Additional Comments

Work with galleries to host work they feature. Joint marketing betweengallery, space and artist

Focusing on local artists and students (school-aged and college) Parking/--Bike, Ped. (siting area) and car in areas that do not have it but

are very bikeable and walkable (Atwood Ave. for example). RFQ or RFP Fund of multiple services public/private List of locations Overlap uses Madison Cultural Plan Arts Path Bikes and Peds and Art! Union Corners arts spaces and facilities as temporary and future use How do we create Willy-Atwood Arts Corridor Great ideas Im already working on!

X. Place: Shoreline.

1. Where are the key opportunities for shoreline enhancement?

(Table 10)

Signage for Boat Storage Boat Rental Opportunities Water Quality get rid of weeds, get rid of geese County M Bike Bypass Protect Turville Conservation from Bike Path

Table 10

Wayfinding between and along shorelines. Landscaping Public Parks and add Public sculptures.

More and improved maps with GPS coordinates. There should be an App for that. Location for amphitheater, possibly Brittingham Park. Artistic articulation of stormwater control.

2. How can shorelines, bike paths, and public recreation facilities be linked to publicart and sustainability efforts?


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(Table 10)

Biking and _________ between and around lakes.Table 10Artistic Solution for Wind/Solar Collection

Art Follows Function One example: Romeo and Juliet, Windmill and Taliesen

Additional Comments

Bike/Walking Path linking Madison Park and Alumni Pier areaXI. Place: Greening Urban Landscape/Sustaining the Urban Forest.

1. What are the most significant steps Madison can take in advancing this work?

Table 11

Sustaining the Urban Forest Increase roll of landscape architecture Modernize management of Urban Forest Define Urban Forest Awareness Providing cohesive voice Identify needs Advocate solutions

2. Who should lead this effort?

Table 11

Coalition of Planning Need City Advocate to receive citizen input/expertise

XII. Place: New Venues and Facilities.

1. Which current opportunities exist that could be captured to help meet these needs?

Table 12

WI Institute For Discovery is open to hosting various arts groups Overture Center shouldnt be dark it should make itself more easily

utilized by arts groups Union Corners/E. Washington corridor development should include

arts/spaces/facilities

2. What other steps could help fill these facility gaps?


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Table 12

City should dedicate more money to existing art developments (i.e. GarverFeed Mill)

City could provide incentives to private space owners (such as vacantbuildings)

Survey or assess what performance spaces exist that could be used afterhours (such as Epic, Promega, schools)

Additional Comments

How can the Overture Center work with the other venues in town to makesure all can survive?

Really powerful what private facilities could be opened to public use(Epic, etc.)

Overture needs to find ways at divesting itself __ __ place only for theelite.

XIII. Sustainability: Optimizing Space and Facility Use.

1. How could public facilities including parks and buildings be made more availablefor creative sector uses?

Table 13

Capture/share arts-friendly business space Registry of spaces Remove barriers to use of public space (permission/permits) Make clear/easy paths to public use Brokers or one-stop directories Capture/share arts-friendly public spaces (schools in summer, warehouses,

etc.) Review city ordinances that block/inhibit creative use (i.e. mural art) Gather Community-City partnership to advance creative use

2. How could sharing among cultural facilities, private venues, and other relatedfacilities be facilitated?

XIV. Sustainability: Maintaining the Uniqueness of Place.

Natural:

Lakes/Access/Pl Views/____ Parks/Access Landscapes au Naturale

Built:


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Mounds Historical area Cultural landscapes

Cultural:

Market yr-roundHow to value, protect, preserve, restoreRecognize/share (PR)Grassroots-____ ID of places

1. What are the most important steps Madison could take in sustaining uniqueness ofplace?

2. What role should neighborhoods play in this work?

Additional Comments

I would love to see new fresh signs for the various neighborhoods,Schenk-Atwood for example. So many are weathered, tired and do notrepresent the vibrancy of the neighborhoods.

Public/Private Partnership adopt a tree.XV. Sustainability: Investing in Human Creative Capital.

1. What are the most important steps the community could take in advancing accessand participation in arts, sciences, and history education and outreach?

Table 15

Ask: what do you need? (Ask schools, centers, one shot v. long-term).2. How could Madison enhance leadership skills and diversify the leadership of

Madisons cultural institutions?

Table 15

Match needs with offerings through:o The interneto Any technology that will match people/organizations with specific

needs.

XVI. Sustainability: Cultural Investment.

1. What are the most important steps individual philanthropists and fundingorganizations can take to advance a coherent system of funding?

Coordinated deadlines and single application process for grantapplications.


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Corrective tool for finding collaboration opportunities and goals forwriting large grants from local to national scale.

Granters allow funding of operating budgets as well as projects.2. What are the most important changes cultural institutions can make in their

approaches to donors and philanthropists?

General Comments:

I didnt even KNOW Madison had a poet laureate and wow are weusing her to her full potential for this community?! She has so much tooffer.

Check out: Iowa Cultural Corridor Alliance. Be sure to include school art, music, theatre, dance, lit teaches as part of

the creative sector. Get more Babysitters! So 30-40 somethings can participate in the arts

buy tix, lead!

Madison Cultural Plan Public Findings Presentation 0311

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