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evanstARTs Report to Evanston City Council
1. R EPORT TO
E VA N S T O N C I T Y C O U N C I L
March 18, 2013
2. Purpose of evanstARTs
Create a community
engagement
process to generate a
for the Evanston community
3. Key Questions
What do residents want from the arts and
how do they view participation in the arts in
Evanston today?
What are Evanston’s aspirations for making
the arts more vibrant, accessible, and integral
to the experiences of residents, visitors, and
people of the region?
What can the arts contribute to Evanston’s
future?
4. The Public
Engagement Process
Over 750 people
responded through :
public listening sessions
focus groups
stakeholder interviews
online survey
5. Where Respondents Live
Representation from every Ward in Evanston.
In what Ward do you currently live? 1st
2nd
1ST
6.5%
Don’t Know 2ND 3rd
16.1% 6.1%
4th
5th
9TH 3RD
10.8% 15.7%
6th
7th
8TH
6.3% 8th
4TH
10.5%
7TH 9th
11.4%
5TH Don't know
6TH
4.3%
12.3%
6. WHAT WE LEARNED
“The arts are already an important component of Evanston’s
economy… The pieces need to be organized and addressed, and
promoted comprehensively to benefit the entire city.”
7. Evanston has many strengths
in the arts
Evanston is home to: Evanston has a tradition of nurturing
arts development:
– More than 85 arts/cultural – Evanston parents and schools have
organizations supported YEA for more than 25 years
– 10 times more artists and residents – Selected by Arts Alliance Illinois as 1 of
employed in arts-related work than the 4 cities statewide to implement Arts at
national average the Core in elementary schools
– A sizeable visual arts community and
noteworthy array of theatres: – Rich craft traditions in
NEXT, Piven, Mudlark, Piccolo, Fleetwood jewelry, quilts, ceramics thrive in home
- Jourdain studios and garages, Praise dance
ensembles, gospel choirs, ethnic dance
troupes and other informal arts ensembles
– Museums: Block at NU, Evanston Art
Center, Evanston History Center, Mitchell
Museum – An incubator for small dance
companies along the Dempster/Dodge
commercial corridor, fostered by the
– Rich in musical genres: Evanston Dance Center
classical, choral, contemporary, jazz and
pop musicians, ;vanston Symphony and
Light Opera Works
– Training organizations flourish
8. Evanston’s Arts Contribute to
the City’s Economy
A sample of only 47 of Evanston's 85 arts
nonprofits in Evanston indicates the arts:
• Contribute nearly $20 million in household
income to residents
• Support 683 FTE jobs
• Deliver $2.64 million in state and local
government revenue
9.
10. Despite Economic Contributions
Evanston Arts organizations are
struggling to maintain operations:
• More than 14 of 85 have budgets under
$100,000
• Many artists and arts leaders work unpaid
• Funds to build capacity in key areas, such
as development, promotion and
marketing, are very limited
11. 0.0%
10.0%
20.0%
30.0%
40.0%
60.0%
50.0%
Facilities
(please specifiy)
55.4%
Funding
support/Grant…
44.6%
Promotion and
Marketing
49.2%
Networking
opportunities
Connections
with business…
38.0% 35.5%
Connections
with other…
Advocacy at the
City level
45.5% 47.5%
Advocacy at the
State level
33.5%
Patron
Development
38.4%
Fundraising
assistance
24.0%
Evanston Arts Also Have Many Needs
12. Evanston’s Art Needs
• Facilities • Zoning and Permitting
• Arts Education and Arts
• Funding Training
• Collaboration with • Artist Housing
Business
• Technical Support and
capacity building
• Branding, marketing assistance to artists &
and promotion arts groups
13. Facilities
Downtown Cultural District Space in Neighborhoods
Fervent calls for an Artist housing and
attractive, flexible cultural studios
facility in central
downtown Resources for
training, classes, producti
93% of survey on
respondents would
support through Neighborhood venues to
attendance draw audiences to
outlying business districts
Anchor for other arts
orgs, tourism, related
commercial activity
14. Funding
• Budgets are small • Larger than average
• Local donor funding % of artists– many
limited, lack working unpaid
cultivation • Lower than average
• ECF gives vital % of city funding—
capacity- building erosion of already
support, unable to minimal budgets
fund full volume of • Greater financial
requests stability essential to
• Evanston has limited growth
foundation/corporate
15. Vision into Action:
A Roadmap for Progress
“…IT’S TIME TO END THE TALK AND TAKE ACTION.”
16. “Get the right people, right positions and
structure to advance the arts.”
Inspired CENTRAL
Leadership PLAN Public Private
Coherent Arts Education
Partnership,
& Linked to Brand, activel Opportunities
Matched by
y promoted for all ages
Coordinated CITY PLAN Resources
Infrastructure
17. A V I S I O N F O R E VA N S TO N A RT S
Evanston is invested in fostering a dynamic,
accessible and culturally-rich arts
community. Creativity flourishes in a
welcoming, collaborative environment that
encourages lifelong participation in the arts
by residents and visitors alike
18. Visual Arts
Volunteers Theater
Patrons and
Business
Donors
Dance
The Arts Ecosystem Media Arts
Music Funders
State and
District
Local
65/ETHS
government
Notthwestern
Civil Socity
University
19. Priority # 1: City Action
Create a NEW cabinet level position to focus on arts
sector and economic development
Community sentiment favors City in supportive role, helping to
convene community leaders and stakeholders, and
collaborating with them in forging civic leadership that
advances next phases of planning and development
Role calls for a skilled, knowledgeable and charismatic
leader, capable of galvanizing public and private sectors into
an effective coalition to advance arts development
Position must build relationships and internal alignment to
effectively coordinate pro-arts efforts with other City
departments
20. Priority # 2: Community Action
Work in partnership with community organizations and
stakeholders to drive research, planning and
implementation of the cultural vision
In consultation with arts, business and civic leaders, appoint a
committee of high-level public/private representatives to drive the
next phase of research and planning
Seek initial funding from multiple sources to create first 2-3 years of
budgets for planning and new initiatives
Ensure appropriate levels of services and facilities to support arts
development, in consultation with the new City position
Spearhead planning, ecosystem development, advancing new arts
economic initiatives with City
21. Priority # 3: Joint Action
Create a comprehensive plan for cultural
development that is aligned with and integrated
into Evanston’s goals
Conduct more extensive research on national models of civic
arts management, arts district structures and related funding
mechanisms for the scale and size of Evanston, a precursor to
planning
Conduct a gap analysis on regional arts activity to identify a
potential niche or unique services Evanston can provide
Determine first steps to connect arts ecosystem to the new
comprehensive plan and its implementation
22. Top-Line Recommendations
1. Explore Creative Use of Space
2. Accelerate Efforts to Identify and Grow Financial Resources & Support
3. Build a Coherent Identity as an Arts City
4. Nurture Artists’ Practice
5. Strengthen Partnership with a Key Collaborator: Northwestern University
6. Reposition Arts as Integral to K-12 Education
7. Establish a Seamless Arc of Arts Experiences Over a Lifetime
* Note: Specific initiatives linked to each recommendation are detailed in the full
report.
23. Indicators of Progress
• Move forward with capital planning
• Review existing permitting, parking and zoning
policies
• Update data on cultural assets
– map the locations of arts organizations and
performance/exhibition sites.
– conduct a voluntary artist ―census‖ to create a
more reliable data base and profile of working
artists
• Establish a centralized ―awareness generator‖ for
24. Immediate Next Steps
Adopt the vision and incorporate into the City’s central
plan
Allocate funding to support next phase development
including:
– Convening of follow-up meetings of leaders of the five arts
initiatives: Cultural Facility-- Noyes, Art Center, Evanston Arts
Education Coalition and evanstARTs-- to find alignment on top
priorities for a unified planning process, and
– Appointment of public/private committee (new or existing group)
to move research, planning and action on recommendations
forward
– Research on funding mechanisms and models for cultural
management infrastructure, cultural district
25. Residents Advocate for
Action
“The most important ingredient is
a conviction, passed on from
generation to generation and
seriously encouraged by school
and public example, that the
arts are as important as more
easily quantifiable aspects of
life.”
Editor's Notes
JUDY SLIDE:THANKS FOR THE OPPORTUNITY TO PRESENTEXCITING PROCESS OVER LAST 6.5 MONTHSBROAD PARTICIPATION, GREAT ENERGY AND INTEREST
HOW DID THIS PROCESS BEGIN?Several trends converged in early 2012NEA Award -- explore the potential for a downtown arts districtparents in D.65 were leading efforts to strengthen the arts in Evanston schools. What were the possibilities for arts organizations in City-owned structures to expand into new spaces? City reached out to the Community Foundation and engaged leaders of the Evanston Arts Council to explore residents’ perspectives on the arts outreach project now known as evanstARTs, creating our cultural vision, funded by the partnership of the City and the Community Foundation. Arts consultant Amina Dickerson, assisted by cultural geographer and Evanston resident, Amanda Carlson, engaged to conduct the community engagement process,The charge to the Working Group was to develop a vision for the arts in Evanston and a roadmap to attain it—a “plan to plan” that was based on current opportunities and perceptions in Evanston in 2012. We are grateful to all for sharing their insights, hopes, and concerns. REPORT TODAY PRECEDES THE SUBMISSION OF THE FINAL REPORT– A MUCH MORE SUBSTANTIVE DOCUMENT WITH AMPLE APPENDICES OF OUR RESEARCH, SURVEY SUMMARY, ADDITIONAL DETAIL ON THE RECOMMENDATIONS YOU’LL HEAR THIS EVENING AND MORE. THIS WILL BE POSTED, AFTER FINAL EDITING, ON THE CITY WEBSITE.
The City named the arts one of its six target business sectors that could drive economic development in Evanston. How to move forward? What do residents want from the arts and how do they respond to the arts in Evanston today? Could the arts be well served by creating venues in downtown Evanston that would draw larger audiences to performances and generate additional business for downtown establishments? Engagement process guided by a small working group.
In addition--- scan of 8 communities with parallel demographics/features -- Asheville SC, North Adams, MA, Arlington, VA, Ann Arbor, MI, Oakland/Berkely/North Richmond, CA to understand approaches to ploanning, cultural districts, promotion and marketing, funding…. Interesting information, helpful, but requires more indepth look. Sectors: Artists Business Parents Teens African Americans Latinos Seniors PastorsStakeholder Interviews Wally Bobkiewicz, City Manager Vernon Clark, Chairman, Arts Program, ETHSLisa Corrin - Block MuseumMark Dennis, Pastor, MusicianNorah Deidrich, Evanston Art CenterCarolyn Dellutri, Downtown EvanstonJane Grover, AldermanChris Jones, theater critic, Evanston resident/parentDan Kelch, Restaurateur /Business OwnerLucile Krasnow, Community Relations, Northwestern UniversityJay Lytle, Banker, former MayorHardy Murphy, Superintendent, District 65Bea Rashid, Choreographer, Dance EducatorStuart Rosenberg, Producer, BusinessmanSara Schastock, Philanthropy ExecutiveElizabeth Tisdahl, Mayor Sites: Music Institute, Ecology Center, Fleetwood Jordain, Oakton SchoolBlock Museum
Happy to report participation from every ward.Note: 16% of folks don’t know what ward they live in– an opportunity for civic education!Many peoplo to thank for their ongoing interest, support and counsel:Mayor and City ManagerAlderman Jane Grover and …..Downtown Evanston and Carolyn DeluttriBusiness leaders like Dan Kelch, Hecky XXX and City STAFF--- notably Jeff Cory and Angela Allyn, Petra Belcher, Bob Dorneker, Doug Gaynor, Martha Logan, Johanna Nyden, Eric Palmer, Jill Silverman, Erika Storlie, Luke Stowe, Matt Swentkofske, Kate Todd, Maria VillegasResidents and Artists of Evanston– lent their voices, perspectives, time and enthusiasm. Hope this report honors their views and spurs the city/community to continue forward and COLLECTIVE action to advance the arts!\\Now turning it over to Amina---
Abundant information, hard to winnow down– especially online survey– rich comments and observations.
Evanston has ASSETS to work with!
Calculation of Arts Alliance Illinois, based on methodology of the national Cultural Data Project information.Indicates that Evanston’s Potential for growth is significant– especially if it can grow the capacity and stability of many of its smaller organizations.Analyze the niche that Evanston can occupy– gateway to Chicago and/or HUB in the NorthshoreFrom discipline perspective: Another Example: Youth and Arts—PivenMudlarkActor’s GymnasiumMusic InstituteFleetwood JordainYEAPerhaps attrract Chicago Children’s Theater
Consider: with $1.19 BILLION-- Shouldn’t Evanston GET A BIGGER PIECE OF THE PIE? CAN’T IT GENERATE LARGER REVENUES TO BOOST ARTS ORGANIZATIONS AND CONTRIBUTE MORE TO EVANSTON’S ECONOMIC DEVELOPMENT?Looking particularly at Evanston’s highly regarded restaurant industry and the popularity of the annual crafts show– there are sectors that can certainly foster growth in partnership with the Arts Note economic benefits that are being “captured” by other states and cities. Investment in this area promises returns in spending, tax revenues and attraction of new industries and businesses. Evanston is less expensive and well positioned geographically to Chicago. It has the Lake, it has strong research facilities and it has a technology and business development Work of Evanston InvestureShould be striving to generate and/or captureLarger share of the 7,007 FT and 15, 427 PT workforce, as well as the $2.3Billion in household spending, and $324 million in state/local govt. revenuesWork of Landry and Florida with The Creative City: A Tool Kit for Urban Indicators and the Art of City Making, while Florida has offered us The Rise of the Creative Class, Cities and the Creative Class, The Flight of the Creative Class, and Who’s Your City. Florida defines members of the creative class as “people in science and engineering, architecture and design, arts, music and entertainment”. According to both Landry and Florida, the successful urban centers in the last years of the twentieth century and the beginning of the twenty-first century are places that celebrated its imaginative and artistic citizens. (Cheryl Hughes)eVanston has tools to attract and retain members of the “creative class” to their cities.
Young Evanston Artists YEA North Shore Choral Society Bach Week Festival Piccolo Theatre (not Inc) Canzonetta Youth String Chamber OrchestraStriding Lion Performance group Escola de Samba Evanston Children's ChoirEvanston Concert BandEvanston Concert BalletEvanston Dance Ensemble EISMA (Evanston In School Music Association)North Shore Choral Society Studio Clay
Facilities: TOP CONCERN 55.4Promotion and Marketing @ 49%Advocacy at the City levelFunding
Not surprising—particularly in view of the economy. But there are efforts that can be made that would help to bolster support– better marketing and promotion, beneficial housing policies, efforts to elevate technical resources and management skills…
Noted in our research on other comparable cities that have successfully elevated the role and impact of the arts– a powerful coalition of the public/private sector is often in place, as well as an independent, multi-sector organization or resource that advocates on behalf of the arts, helps develop various disciplines, raises funding and awareness and serves as a vocal, active partner with government to build the environment for the arts.At present, this eco-system is nascent, under-developed. There is no one body that speaks for and works on behalf of the arts in Evanston. One of our recommendations looks at this as a opportunity– propelled forward by the many convergent efforts already moving forward in the city– having to do with space, with training for youth in schools, with developing a stronger profile and participation in the arts, and with city efforts to further develop the potential of the arts to contribute economically with the city.
“arts programming” remains with Parks, Recreation and Community Services, new post to focus on POLICYdevelopment, resource generation, integration of arts into overall city budget, planning and economic
City rep would work closely with a privately-driven high level, integrated infrastructure of staff, services and facilities to continue the research and develop the plan to move the city forward.In this design, for immediate future, festivals, arts camps continue to reside in PRCincluding senior representation from the City's Economic Development Committee, related arts committees including the Arts/Business Committee, Public Art Committee and representatives of other arts groups.
Creates the economic engine that the arts can be to drive economic development in EvanstonUnless promoted, advanced, no action
.
1) Revisit and ratify arts district/arts center Decision to better reflect public sentiment. Sentiment indicated desire for “multi-arts” so to include more prominent space for visual arts, desire for a large space capable of hosting large-scale events, capable of multiple events simultaneously, visually striking – a real focal point in downtown2) In collaboration with the Arts Council and other groups, continue the initiative evanstARTs to 3) recommend to appropriate committees changes to advance housing and/or aid independent artist activity in the downtown district and other Evanston communities4) This can be accomplished in partnership with Downtown Evanston, the Chamber of Commerce, the Arts Council and other groups.
thereby signaling to artists and community that arts are an integral part of Evanston’s future and economic growth
My thanks for your attention.Happy to respond to questions…
