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03 13 03 regional arts task force march 13, 2003
- 1. An Initiative of the Metro Atlanta Chamber of Commerce Regional Arts Task Force Recommendations
- 2. Page 2 TitleMetro Atlanta Chamber Formed The Regional Arts Taskforce To Address Key Challenges For The Arts Arts GroupsArts Groups GovernmentGovernment PhilanthropyPhilanthropy BusinessBusiness TourismTourism Regional Arts Task Force Mission: To make the Atlanta region a Premier Center for the Arts, and for it to be recognized as such Mission: To make the Atlanta region a Premier Center for the Arts, and for it to be recognized as such
- 3. Page 3 Title Arts impact economic development in metro Atlanta Arts impact the local economy โข Provide jobs โข Increase tax revenue Arts impact business development โข Improve reputation of region โข Attract & retain high quality talent โข Enhance education, improving home grown talent Arts impact tourism โข Cultural tourists stay an extra day & spend 50% more There Is a Strong Link Between the Arts and Economic Development for Our Region
- 4. Page 4 TitleThe Atlanta Region Isnโt Widely Recognized As An Arts City What Atlanta is known for:What Atlanta is known for: OlympicsOlympics 35%35% BravesBraves 24%24% Historical SitesHistorical Sites 11%11% Civil WarCivil War 8%8% Six FlagsSix Flags 5%5% Southern HospitalitySouthern Hospitality SportsSports 5%5% 5%5% Underground AtlantaUnderground Atlanta 4%4% BusinessBusiness 4%4% Museum/Theatre/ArtsMuseum/Theatre/Arts 4%4% Source: Individual Traveler Perceptions โ ACVB and Georgia State 0% 20% 40% 60% 80% 100% D C B A Task Force Gave Atlanta Regionโs Arts a โCโ Task Force Gave Atlanta Regionโs Arts a โCโ 59%
- 5. Page 5 Title - Lack of a shared vision - Lack of coordinated leadership - Lack of effective marketing - Insufficient infrastructure - Lack of appropriate levels of quantity, quality, and diversity of arts offerings - Flight of arts talent - Lack of appropriate funding - Lack of appropriate venues - Lack of a shared vision - Lack of coordinated leadership - Lack of effective marketing - Insufficient infrastructure - Lack of appropriate levels of quantity, quality, and diversity of arts offerings - Flight of arts talent - Lack of appropriate funding - Lack of appropriate venues Stakeholder Input Revealed Many Causes For Failure to Reach Potential, With No Solution Crisis No group addressing these issues for the region Input from over 450 stakeholders
- 6. Page 6 TitleMetro Atlanta Chamber Leveraged Top Leadership In Atlanta To Address Key Challenges Mission: Make Atlanta region a Premier Center for the Arts, and for it to be recognized as suchMission: Make Atlanta region a Premier Center for the Arts, and for it to be recognized as such Joseph R. Bankoff, Chairman King & Spalding Judy M. Anderson Georgia Power Foundation Kathy Ashe GA House of Representatives John Bacon MediaBin, Inc. Betsy Baker Georgia Council for the Arts Harold Bevis Delta Air Lines, Inc. Crandle Bray Clayton County Lynda Courts Courts & Co. Lisa Cremin Metropolitan Atlanta Arts Fund Sallie Daniel Bank of America Sean Daniels Dad's Garage Theatre Jere Drummond BellSouth Corp. Bob Edge Alston & Bird LLP Ron Francis Charter Bank Shirley Franklin City of Atlanta Nancy Gullickson Hudgens Center for the Arts Allen Hill United Parcel Service Wayne Hill Gwinnett County Stephanie Hughley National Black Arts Festival Vernon Jones DeKalb County Ingrid Saunders Jones The Coca-Cola Company Mike Kenn Fulton County Commission Raymond King SunTrust Banks Roger Kintzel Atlanta Journal-Constitution Steve Linowes Yahoo! Inc. Lewis Massey Scitrek Bill Nigut Overture / WSB-TV, Channel 2 Sam Olens Cobb County Commission Ed Paradine Atlanta Marriott Marquis Dan Reardon The North Highland Company Spurgeon Richardson ACVB Michael Rosenzweig McKenna Long & Aldridge LLP Phil Santora Georgia Shakespeare Festival Isaiah Tidwell Wachovia Pat Turner Children's Museum of Atlanta Joe Wilkinson GA House of Representatives Neil Williams AMVESCAP PLC Sam Williams Metro Atlanta Chamber of Commerce
- 7. Page 7 Title Regional Arts Task Force Utilized Pro Bono Consulting and Input From Over 500 Stakeholders Benchmark City Analysis Stakeholder Interviews Community Listening Sessions Task Force Recommendations May Jun 13 Jul 11 Aug 29 Sep 18 Apr Oct 24 Nov 19 Task Force Meetings
- 8. Page 8 TitleRegional Arts Task Force Voted to Cover Three Key Challenges Facing the Arts Shared Vision & Strategy Shared Vision & Strategy Regional Leadership Regional Leadership Sustained Regional Funding Sustained Regional Funding Vision โขMarketing โขEducation โขInfrastructure 7% 6% 4% 42% 17%25% Task Force Votes:
- 9. Page 9 Title Arts & Culture will be recognized as defining elements of the quality of life in the Atlanta region Arts & Culture will be recognized as defining elements of the quality of life in the Atlanta region Task Force Created a Vision Statement Based On Key Elements Promotes the Arts as a critical part of community Ease of access throughout the region Promotes excellence Brand Atlanta to Atlanta
- 10. Page 10 TitleTask Force Established Key Strategic Objectives MarketingMarketing Public Awareness Public Awareness InfrastructureInfrastructure Improve promotion of arts and culture events & expand audiences by increasing the coordination among arts organizations Increase public awareness about the benefits and impact of the arts across the region Provide easy access to comprehensive arts information & improve utilization of venues EducationEducation Expand and integrate the offering of arts and culture education programs for children and adults
- 11. Page 11 TitleRegional Arts Task Force Voted to Cover Three Key Challenges Facing the Arts Shared Vision & Strategy Shared Vision & Strategy Regional Leadership Regional Leadership Sustained Regional Funding Sustained Regional Funding
- 12. Page 12 Title Do we need a regional leadership structure? 100% 0% Yes No 0% Should initial scope be city plus 5 counties? Yes No 100% 0% Which leadership model? Small Board Open Committee 96% 4% Ownership of organization? Stand-alone Housed 100% Task Force In Solid Agreement On Leadership Structure
- 13. Page 13 TitleSelected Leadership Model: Initially Funded From Private Philanthropy Paid Permanent Staff Organization 2-3 people Public Awareness/ Audience Building Working Group Public Awareness/ Audience Building Working Group Marketing Working Group Marketing Working Group Infrastructure Working Group Infrastructure Working Group Funding Working Group Funding Working Group Education & Other Working Groups Education & Other Working Groups Existing Regional Arts and Culture Groups And OrganizationsExisting Regional Arts and Culture Groups And Organizations ARTS & CULTURE LEADERSHIP ALLIANCE, Inc. Six Arts and Culture Leaders Six Business Leaders Six Government Leaders Two โAt-Largeโ positions
- 14. Page 14 TitleCriteria for the Arts & Culture Board Members CriteriaCriteria Arts & Culture Arts & Culture โข Exec Dir of at least 1 org <1, 1-5, > $5 m budgetโข Exec Dir of at least 1 org <1, 1-5, > $5 m budget โข Regional viewpoint representedโข Regional viewpoint represented โข At least 1 professional artist (any discipline)โข At least 1 professional artist (any discipline) โข Rotating terms โ 2-3 yearsโข Rotating terms โ 2-3 years โข Variety & diversity of disciplinesโข Variety & diversity of disciplines โข Different perspectives/ cultures/ geographyโข Different perspectives/ cultures/ geography โข Woodruff Arts Center representationโข Woodruff Arts Center representation โข Cultural representation (History, Science, Zoo, etc.)โข Cultural representation (History, Science, Zoo, etc.)
- 15. Page 15 Title Leadership Alliance Will Oversee โEcosystemโ Initiatives Rather Than Individual Grant Making 1 โ Grant- Giving Model Available $ Funds 1 โ Grant- Giving Model Available $ Funds Org DOrg D Org GOrg GOrg FOrg F Org BOrg B Org HOrg H Org EOrg E Org COrg COrg AOrg A 2 โ Ecosystem Funding Model Available $ Funds 2 โ Ecosystem Funding Model Available $ Funds Organizations A-ZOrganizations A-Z Ecosystem Initiatives 1.) Advance more than one Strategic Objective 2.) Impact throughout region 3.) Collaboration among several groups Ecosystem Initiatives 1.) Advance more than one Strategic Objective 2.) Impact throughout region 3.) Collaboration among several groups
- 16. Page 16 TitleThree Key Criteria Will Be Used to Evaluate the Relative Strength of Different Initiatives 3. Collaboration Among Several Groups 2. Impact throughout the Region 1. Advance more than one Strategic Objective? Strong Initiative Fair Initiative Weak Initiative
- 17. Page 17 Title Shared Vision & Strategy Shared Vision & Strategy Sustained Regional Funding Sustained Regional Funding Regional Leadership Regional Leadership Regional Arts Task Force Voted to Cover Three Key Challenges Facing the Arts
- 18. Page 18 TitleThere Are Three Areas That Must Be Funded Leadership Organization Operating Costs Near-term Initiatives Long-term Initiatives 2 yrs. Funding Need Funding Source Private Philanthropy Combination Corporate, Government, Philanthropy Sustained Regional Funding 1.) 2.) 3.)
- 19. Page 19 TitleOther Cites Have Pursued Public Funding Devices CityCity Funding DeviceFunding Device OutcomeOutcome DenverDenver Sales taxSales tax โข$38m annually to 300+ organizations โข$38m annually to 300+ organizations Salt LakeSalt Lake ZAP tax (Zoo, Arts & Parks) ZAP tax (Zoo, Arts & Parks) โข2001 funded 113 orgs and 12 bond projects with $15.5 million โข2001 funded 113 orgs and 12 bond projects with $15.5 million St. LouisSt. Louis Property taxProperty tax โข$2.50 per $1,000 of assessed value generates $40 million annually โข$2.50 per $1,000 of assessed value generates $40 million annually Broward County, FL Broward County, FL Music purchase, video rental tax Music purchase, video rental tax โขGenerates $2 million a yearโขGenerates $2 million a year Kansas City Kansas City โBistate 2โ taxโBistate 2โ tax โข$50 million annually expected, up for vote โข$50 million annually expected, up for vote
- 20. Page 20 TitleA Number of Conditions Need to Be in Place Prior to Proposing Additional Public Support โข SunTrust is sponsoring additional Public Funding research in conjunction with Research Atlanta, Georgia Stateโs Michael Rushton and the Alliance for Cultural Excellence โข The Funding Working Group within the Arts & Culture Leadership Alliance structure will address the need for additional funding
- 21. Page 21 Title The Task Force Voted Top Metrics To Gauge Progress & Success Ticket sales & earned income % Of new attendees to events by group Contributed income from individuals Number of media references Economic impact to the region Number of patrons attending 3+ orgs Number of collaborative events $ Amount of grants (local & national) Number of programs in schools 18% 14% 14% 10% 10% 9% #1 #2 (tie) #4 (tie) #6 (tie) #8 #9 7% 8% 9% #2 (tie) #4 (tie) #6 (tie)
- 22. Page 22 TitleNext Steps For the Task Force Appoint Board Chair and other Board members Select Executive Director Fill out Working Groups Launch Near-Term Initiatives Establish Baselines for Measuring Progress Reconvene Task Force in 1 Year to Gauge ProgressReconvene Task Force in 1 Year to Gauge Progress
Editor's Notes
- Local Economy: Total economic impact for metro Atlanta estimated at $700M Arts & cultural is the regionโs 7th largest non-governmental employer Business: 71% of people with graduate degrees & 66% of people with bachelor degrees made a trip to a museum in 1998, compared to national avg. of 37% Arts education can be directly attributed to 100 point increase in SAT scores Tourism: Cultural tourists stay an extra day and spend 50% more than other tourists