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Key issues for cultural development cultural planning projectAn Assessment Report: Key Issues for Cultural Development Northampton, Massachusetts Cultural Planning Project Phase I March 3, 1988 Prepared by: The Arts Extension Service Division of Continuing Education University of Massachusetts at Amherst Barbara Schaffer Bacon Karen F. Krieger Consultants Project Sponsors: The City of Northampton The Northampton Center for the Arts The Northampton Arts Council Support for.this• project is provided by: Massachusetts. Couneil on-the Arts and Humanities City-of Northampton Smith College Division of Continuing Education, University of Massachusetts at Amherst Page Purpose 1 Methodology 1 Summary of Key Findings 2 A Vision Defined 2 Key Issues 3 Community Profile Strengths and Challenges Key Issues Detailed Progress to Date An Assessment Report: Key Issues for Cultural Development Northampton, Massachusetts Cultural Planning Project Phase I Table of Contents Appendix A: List of Interviewees Appendix B: List of Public Meeting Attendees Appendix C: Consultant. Notes 4 5 8 14 Consultant Recommendations 16 PURPOSE An Assessment Report: Key Issues for Cultural Development Northampton, Massachusetts Cultural Planning Project Phase I The Northampton Cultural Planning Project represents the city's first effort to consider its arts and cultural assets in a comprehensive manner. In planning for cultural growth, Northampton prepares to take active steps toward protecting, preserving, and enhancing the noted liva- bility of the city. The purpose of Phase I, the Cultural Assessment, was to identify both the cultural needs of Northampton's artists, arts organizations and the community, and the resources to meet those needs. The assessment is intended for use by the Cultural Planning Steering Committee in estab- lishing priorities for planning and to provide information to city officials, citizens, and the cultural community on the opportunities and challenges for cultural development in Northampton. While the focus of the assessment was on the city of Northampton, the implications of these findings are regional. Staff of the Arts Extension Service, Division of Continuing Education, University of Massachusetts at Amherst, are serving as consultants to the City and the Northampton Center for the Arts on this project. This assessment report completes the project's first phase. It serves as the foundation for the planning phase -the development of concrete and feasible recommendations for action documented in a strategic plan. METHODOLOGY Northampton is committed to a cultural planning process in which the needs of both the community at large and the artistic community are identified and addressed. Therefore, the assessment process was designed to emphasize extensive contact with a broad array of artists and community leaders and a high degree of public participation. The assessment process centered around interviews and conversations with over 80 local leaders from the fields of education, business, media, social service, government, finance, as well as culture and the arts. Two public meetings were held to gather further information on the cultural needs of the community. Approximately 60 people attended these meetings. Additionally, the consultants reviewed secondary source material for further information about the demographic, economic, and physical characteristics of the city. SUMMARY OF KEY FINDINGS A Vision Defined One common vision emerged from the assessment process -the image of "a campus of the arts, the sixth college" in the region. Articulated at the first public meeting, this image best illustrates the attitudes and hope shared in many conversations with local leaders, artists, and residents. The concept of "the campus of the arts" encompasses several important themes: acknowledgement that no single agency, individual or organization could possibly respond to all cultural needs identified; understanding that the arts, though diverse, need to be viewed as a cohesive element in the city and region; appreciation for the wealth, both quantitative and qualitative, of,professional artists and organizations that exist; recognition of the regional nature of the arts, as an industry, in terms of image, appeal, economic and social benefit; belief that the arts in Northampton are in keeping with the academic tradition of the area in terms of excellence, experi- mentation /research, and the concept of "campus." This vision recognizes that the cultural assets of Northampton and its surrounding region are a collection of centers of strength that need to be developed independently as well as collectively. The foundation for "the campus of the arts" is strong. The challenge to the Steering Committee and the Task Forces is to provide the blueprint for expansion. Key Issues 3- Six major cultural development issues emerged from the concerns shared by artists, arts organization representatives, and community leaders. These issues create obstacles to realizing "the campus of the arts" vision and must be addressed in order to assure a healthy cultural future for Northampton. 1) Municipal Support for the Arts: The need to optimize available municipal support for the arts as a base and catalyst for local cultural development. 2) Space for Artists and Cultural Organizations Living, Working, Office and Presentation: The need to ensure the availability of affordable space for artists and cultural organizations in Northampton. 3) Communication and Coordination among Artists, Cultural Organizations, and Institutions: The need to develop effective communication and coordination among local artists and cultural organizations. 4) Arts in the Northampton School System: The need to ensure an integrated role for arts and culture in the Northampton school system. 5) Community Understanding and Involvement in Local Arts: The need to create broader community support and involve- ment with Northampton's artists and cultural resources. 6) Private Sector Support for Local Arts: The need to increase private sector financial support for Northampton's artists and cultural resources. COMMUNITY PROFILE 4 Northampton has built a reputation as a center of cultural and artistic activity in western Massachusetts. The beauty of the Pioneer Valley and the existence of five colleges and universities has attracted artists, cultural organizations and audiences to the region. The contribution of the arts to the commercial vitality of Northampton is recognized by the city and is evident in the number of commercial and nonprofit organizations and the high number of individual artists who make their homes and base their businesses in the community. In addition to the cluster of activity within the city, there have been spiralling impacts regionally. A number of arts related businesses have emerged, including studios for recording and printmaking, artist supply stores and printing, bookbinding, and framing shops. Many restau- rants and cafes have transformed wall space into usable display space for artists' work. Classes covering the spectrum of art disciplines are offered within the region. Nowhere within the state, outside of the Boston area, is there such an extensive and integrated blend of cultural and commercial activity. However, as is the case with many communities in Massachusetts, the quality of life in Northampton is threatened by increasing growth and unyielding development pressures. These pressures are affecting artists, and by extension, endangering the cultural life of the region. The base of support for the arts has not grown to keep pace with the increasing numbers of artists and cultural organizations. As a result, there is greater and greater demand for a limited amount of both public and private resources. While much of the community is affiliated with the colleges in the area, there is a growing proportion of residents who do not have this connection. The involvement and participation of these residents in cultural activities has never been addressed. Competing commercial activities are displacing space previously available to artists. Even established groups such as the Young at Heart Chorus and Project Opera have difficulty finding affordable rehearsal and presentation spaces. These pressures inhibit both the quality and quantity of work that artists and cultural organizations can produce and present. The following list of strengths and challenges highlight assets and concerns unique to Northampton. They, along with the detailed discussions of the six major issues, provide a framework for consider- ing specific strategies for action. Strengths 1) Community leaders from an array of fields (government, business, education, industry, etc.) recognize the importance of the arts and culture to the economy and the quality of life in Northampton. 2) The number and quality of individual artists, cultural organiza- tions, and institutions provide a strong resource on which to build. 3) Creative initiatives such as Thorne's Art Department, the annual Crafts Night Celebration held during the West Springfield craft fair, Sze's fundraising dinner for the Academy of Music, and the development of the Center for the Arts within a commercial space suggest a great potential for public /private collaborations in Northampton. 4) City -owned facilities including the Academy of Music, Look Park, the Center for the Arts, and Forbes Library are valuable assets with great potential for increased development. 5) Large numbers of successful arts related commercial and retail ventures strengthen the arts as an industry in the region. 6) The media, newspapers, radio, and cable, provide considerable coverage of arts activities on a consistent basis. Cultural activity is frequently covered under news, human interest and business in addition to sections on arts and entertainment. 7) The potential for community support and involvement is demon- strated in the support for Pioneer Valley Ballet, Project Opera, Young at Heart Chorus, and First Night. 8) The colleges, particularly Smith, provide a base of the resources, spaces, and professional personnel which both attract and support the arts community. Community -based artists and arts organiza- tions also provide resources for the college arts programs. The potential for exchange and collaboration is great. 9) The Creative Industries Council (CIC) voluntarily promotes the region as a nationally prominent center of craft production, innovation, technical expertise, and sales. Their efforts include Crafts Night in Northampton, an evening of display and celebration showcasing the talents of local artists and businesses, held during the West Springfield American Craft Council (ACC) Craft Fair. There is potential to build on and benefit from this national reputation as a center of fine crafts. 10) Advocates for Children's Education (ACE), a volunteer group of concerned Northampton residents, have made the issue of arts and culture in education one of their main priorities. This group recently won a planning grant from the state arts council which should help in cultivating a substantial integration of arts with other curriculum. The major focus of early projects will be on multicultural activity. 11) Theater, in all its forms (children's community, contemporary, traditional), enjoys particularly broad support and interest. There is much enthusiasm and many ideas for building more oppor- tunities to participate in and attend a diverse range of theater activity. Challenges 1) The city is in the process of developing policies and a growth management plan to address increasing demands for housing, muni- cipal services and commercial space. As the city plans for the impacts of growth on these items, it is vital that parallel impacts of growth on the cultural life of the city be considered. The cultural community must be an organized, visible force in the debate and decision making on these issues. While the city has provided direct financial support to First Night and Hispanic Heritage Week, and contributed Community Development Block Grant funds to the Center for the Arts, it has not developed clear policies or procedures for providing support to cultural initiatives. Such policies should be con- sidered. Further, the potential for developing stable sources of cultural support within the city budget should be explored. 3) Plans and policies which maximize the access to and use of city cultural facilities, artists and cultural organizations should be established. 4) Redevelopment of the Northampton State Hospital, viewed as an answer for providing artist live /work, rehearsal space, and other community cultural components, cannot be viewed as the sole solu- tion to artist space issues. Its location, the uncertain timeline for development and competition for its use all limit its potential. While this option must be tracked with vigilence, other opportunities should be explored. 5) While the city is rich in the arts, its cultural resources are not all that visible to the general public. Artist studios are not publicly accessible. There is limited exhibition space. The city is not alive with events and celebrations where community comes into contact with artists. There is no program to encourage the display of art in public spaces. Such public activity is needed to develop audience and support for the arts. 6) Artists, organizations, and community residents continue to stress the need for a central coordinating organization to serve as a resource to the cultural community. 7) Most cultural organizations such as Project Opera, the Historical Society, theater and dance companies, etc. are appropriately concerned first with their artistic missions. The broad concepts of audience development and community service are central only to the missions of the Northampton Center for the Arts and the Northampton Arts Council. These organizations, therefore, should consider the development of new audiences a priority. It is important that they plan (in conjunction with discipline organ- izations) to provide experience and exposure to all the arts for all the citizens. 8) Demographic statistics about Northampton are generally non revealing. They raise questions about the community's ability to support the arts and suggest specific population groups which might be targeted for program and audience development. Implications of these demographics should be carefully considered in strategic planning by the city and individual arts organizations. 9) While there is enthusiasm for the arts and culture among some citizens, community leaders, and the media, it is felt that local artists and cultural resources are often undervalued and over- looked. There is a need to do more to promote local art resources. KEY ISSUES DETAILED Each of the six key issues which have emerged from the assessment process is an umbrella for a number of related concerns. Those concerns are detailed here. 1) Municipal Support for the Arts: The need to optimize available municipal support for the arts as a base and catalyst for local cultural development. A. Financial Support: The city has responded to initiatives from cultural organizations with funds and in -kind services. While this support has been valuable, it has been piecemeal and unreliable. (Example: The salary of the director at the Center for the Arts has been supplied with community block grant funds. At the beginning of the next fiscal year, these funds are no longer available.) Sources of support from the city and policies for granting should be examined so that the city can be proactive and maximize the impact of municipal dollars. B. Facilities: City- ownedfacilities (Center for the Arts, Look Park, Academy of Music, Forbes Library), primarily governed by independent, nonprofit boards are perceived to be underutilized because they are inaccessible, inadequate, or financially prohibitive to community organizations and artists. Policies regarding the use and cost of these facilities need to be examined. C. Arts and Artists in Public Spaces: The city has no policy or procedures with regard to the selection and installation of art in public spaces, or public performances. When an artist or organization comes forward with a proposal, there is no clear set of procedures to follow, nor does any city department have the responsibility for ultimate approval. Responsibility falls to the Police Department if it is a case of public safety, the Department of Public Works, if it involves city property, the Design Review Board, if it is in the downtown district, etc. Artists and city administrators have expressed concern over the lack of policies and procedures for art in public spaces. Public art projects could enhance the current Greenway project and existing public spaces and visibly reinforce the strength of the city's cultural identity. D. Coordinating Services: Artists and arts organizations alike feel that many good initiatives are hindered by a lack of central coordination and facilitation. Such functions are occasionally provided by the Mayor's Executive Assistant and the Center for the Arts staff. In each case, these efforts are above and beyond their job descriptions. It is in the city's best interest to help develop and sustain such coordinating services whether within or outside city government. E. Economic Development and Tourism: While efforts to promote Northampton for economic development and tourism rely heavily on images of the community's cultural assets, there has been little communication with artists or cultural organizations to develop campaigns or strategies. This results in a feeling of exploitation on the part of artists and negates the potential of creative planning. Collaborative planning in this area should be explored. F. City Development Policies: When city departments and officials promote the city to developers, the arts are used as a selling point. Artists and arts organiza- tions seldom benefit and are often adversely affected by new development and rehabilitation programs. Municipal development policies could leverage cultural amenities for the community. Existing municipal policy needs to be examined to maximize the city's leveraging power. G. Neighborhood Outreach: Much of the municipal support for the arts that currently e >ists is perceived as supporting downtown interests. There is concern that this support ignores the city's neighborhoods and the needs of their residents, including those for whom downtown Northampton has become an alien place. There is a need to explore the issue of municipal programming and support of cultural activities with regard to neighborhood outreach. H. Northampton Arts Lottery Council: The Northampton Arts Lottery Council regrants approximately $22,000 each year for local arts activities. While the Northampton Arts Lottery Council has the same legal status as other municipal boards, such as the Planning Board and the Conservation Commission, it does not have the same degree of municipal support. Further, it suffers a lack of identity within the community and is often confused with the Center for the Arts, although the two are separate entities. The role of the Arts Lottery, as a municipal board, and the municipal support necessary for the Lottery Council to carry out its state mandate, need to be evaluated. Methods for continual identification and consideration of community priorities on which the Lottery Council can base its decisions also need to be developed. I. Recreational Programming: The Recreation Department in Northampton, while offering a range of athletic programs and activities, does not provide cultural opportunities for Northampton citizens. Many communities in Massachusetts provide some form of cultural programming for residents. Seniors have already indicated interest in such activities. The possibility of expanding the Recreation Depart- ment's offerings to include a cultural component needs to be investigated. 2) Space for Artists and Cultural Organizations (Living, Working, Office, Presentation): The need to ensure the availability of affordable space for artists and cultural organizations in Northampton. A. Central Clearinghouse for Available Live /Work /Presentation Spaces: In response to a need identified early in this project, the Center for the Arts began to compile a space resource notebook for the region. A strategy for maintaining, supporting, and promoting this resource needs to be developed. The need for a full facilities inventory may also be indicated. B. Zoning: Current zoning requires special permits for home -based occupations, including artists, within residential settings. There may be artists working in violation of this ordinance. The zoning code and related policies may inhibit artists' potential business development. This issue requires examination. C. Interfacing with Development Opportunities: There are a multitude of public and private development opportu- nities in the city or county which could include some provision for artist space. Potential opportunities include the State Hospital, the Hotel Northampton, the Calvin, Sullivan Square, the Parking Garage, Schools, the Post Office, etc. Strategies for interfacing with these opportunities, as well as all development opportunities in the future, need to be developed. There are several model projects in Massachusetts where artists and arts organizations have acquired permanent facilities for living, working, and presenting. In all of these cases, artists were organized enough to take advantage of a development oppor- tunity. There is not enough information on the space needs or the financial status of Northampton's artists or arts organiza- tions to take advantage of the opportunities that do arise. Strategies for both organization and information gathering are needed. D. Policies and Coordination of City Cultural Facilities: See Municipal Support for the Arts. 3) Communication and Coordination among Artists, Cultural Organizations and Institutions: The need to develop effective communication and coordination among local artists and cultural organizations. A. Advocacy: The success with which the Northampton Theatre Alliance and Advocates for Children's Education have brought their issues public attention indicates how powerful an organized advocacy effort can be. Artists and community leaders alike expressed concern over the lack of organization among the arts community and the resultant difficulty of effective lobbying. There is a need for a comprehensive organizing effort to identify artists, arts organizations, and arts apreciators and to develop a structure for effective advocacy in order for the arts community to have a voice in any decisions that may affect them. B. Access to Business Services: Artists recognize the importance of strong business and management skills, and their contribution to an artist's business. Often they know what is needed but lack resources or time to implement marketing and management plans. This contradicts the commonly held image of artists having inadequate business skills. It supports the need not for training of artists, but for the provision of services and resources that artists can use. Particular services needed include bookkeeping, marketing, fundraising, and legal services. The possibility of incubator space and /or shared staff for the arts industry was one strategy put forth for addressing these needs. This and others need to be explored. C. Information Clearinghouse: Cultural organizations and artists expressed the need for a central clearinghouse for information. The ideal entity would provide in- formation on events, dates, times, places, grant resources, artist referral, possibly direct services for artists (bookkeeping, marketing, grantwriting), information on space availability, etc. D. Joint Marketing and Programming Ventures: Several artists and arts organizations felt that joing marketing and programming ventures would enable them to draw on greater resources than would be possible as individuals. Many felt that the desirability and the impact of their "product" would be maximized when combined with others. Possible strategies include shared advertising, themed events, performance showcases, joint ticket discounts, etc. Strategies for determining both the demand and the implementation of such ventures need to be developed. E. Networking /Support: Artists indicated a feeling of isolation from other artists of disciplines different than their own. Many felt that there is not currently an opportunity to meet and exchange information with peers. Strategies for developing formal networks for professional exchange and informal systems of support need to be developed. 4. Arts in the Northampton School System: The need to ensure an integrated role for arts and culture in the Northampton School System. In the Northampton school system, the arts compete with a range of other activities, including athletics and mandated state programs 12 for resources. Many people expressed interest in examining how the arts could become a vital and integrated part of the school system, and how local resources, particularly artists, could be used to create an environment within the schools that would expose children to the richness of the arts and the wealth of the city's cultural resources. Some specific ideas for programs which would enhance the curriculum include: Sequential arts education where students are trained in art disciplines progressively from K to 12. Integrating the arts in all curriculum areas and using the arts as teaching techniques in non -arts disciplines. Enrichment programs including arts presentations, performances, and residency programs in which artists "set up shop" within a school and work at their discipline. There are several sources of public funding for enrichment programs within Massachusetts. Other strategies recommended for integrating the arts into the school system include 1) providing high school juniors and seniors with information on arts education and careers in the arts, 2) creating a "magnet" school centered around the arts, and 3) providing space for art activities in all Northampton schools. Efforts to address these issues must be integrated with the work of Advocates for Children's Education and the Fine Arts Coordinator of the school system. Sources of funding, both public and private, and structures for implementation must also be developed. 5. Community Understanding and Support for Local Arts: The need to create broader community support for Northampton's artists and cultural resources. A relatively small percentage of Northampton's population actively participates in and supports the arts. While civic leaders value Northampton's cultural resources, some citizens fail to find the arts relevant or important in their lives. These residents, looking for entertainment, are disinterested in much of the locally produced work. They are unlikely to support the arts and are often intolerant of local artists. Some go so far as to blame'the gentrification of the city on artists. For some citizens, awareness of opportunities would stimulate involvement and participation. For them, a, central clearinghouse for information on activities offered and artist and cultural organization referral would be an important service. Seeing the city benefit from the cultural image they provide, artists feel that there should be more direct financial and promotional support for their work. Given proposition 21 and the limitations it imposes, their expectation for public support 13 may be unrealistic. As they compete for resources, the artists' cause is perceived to be a self- serving one. Artists recognize that community education will have to precede community support and that audience development is a key component in creating a stable environment for the arts. Many would value meaningful ways of sharing their work with the public. Private Sector Support for Local Arts: The need to increase private sector financial support for Northampton's artists and cultural resources. A. Business Support for the Arts: Since the city will never have full resources to support the arts, evaluating the potential for private sector support is critical. Several factors illustrate the issues: The city of Northampton has a relatively small business and industrial base to support all of the non profit organizations who seek funding. Additionally, not all of this small base participates in giving. Even business leaders spoke of lack of responsiveness on the part of some of their colleagues. There is a steady stream of requests to the business community from arts organizations for financial support. Fundraising efforts occur with little coordination among the arts community. Artists and arts organizations are in direct competition with each other and with many local social service agencies for the limited amount of private sector dollars. Local business and industry lack staff, policies, and infor- mation to set priorities for giving and to evaluate the impact of their contributions. Both business and the arts suffer. Arts groups find the process of fundraising demanding and frustrating. Business people tire of being "hit -up." This results in a "we- they" dichotomy and clouds the real intent of both parties to contribute to the good of the community. Strategies for maximizing private sector support need to be developed. B. Public /Private Partnerships: Both business and artists recognize the value of partnerships. While the arts depend on the generosity of private sector support, business often experiences a greater benefit. C. Private Patronage: Organizers of local cultural membership and donor campaigns are frequently disappointed by both the numbers of people responding PROGRESS TO DATE and the size of donations. In a community such as Northampton, where there is a small business base, private citizens must be engaged as both consumers and supporters of the arts. Strategies for encouraging private patronage should be explored. The cultural assessment process began in September, 1987. Since that time, there has been an abundance of activity directly related to the work of the assessment. 1) Anne Hawley, executive director of the Massachusetts Council on the Arts and Humanities, came to Northampton to formally announce the $15,000 cultural planning grant. She was accom- panied by Marc Futter, a council member and resident of Northampton. The day included a press conference at City Hall and meetings with several arts organizations including members of Northampton's Theatre Alliance and concluded with a reception for over 50 people at Pinch Pottery. 2) In response to the critical need for inexpensive rehearsal space, the Center for the Arts, with assistance from the Mayor's Office,- has compiled a resource notebook of spaces that are available on a temporary basis. To date, over a dozen underutilized spaces suitable for the rehearsal needs of Northampton's performing artists have been identified. A full inventory of artist space is planned. 3) The larger cultural organizations in the city, including the Northampton Historical Society, the Smith Museum of Art, the Forbes Library, the Academy of Music, and the Center for the Arts are discussing the possibility of forming an alliance for improved communication and coordination of services. Boards of the Center and the Academy have already held a joint meeting. 4) Rebecca Lee, a development consultant to Massachusetts Council on the Arts and Humanities, is currently investigating the need for studio, rehearsal, and live /work space in the region. The purpose of her preliminary work is to determine whether there is sufficient potential to undertake financing for artists and arts organization spaces. 5) Artists concerned with space issues were notified about the Boston Space Chase Conference. A representative of the Northampton Theatre Alliance (NTA) was able to attend and report back to NTA members. The conference focused on finding, financing, and developing administrative, rehearsal, exhibition, live /work, and performance space. The NTA is in the process of surveying its members to determine specific space needs and ability to pay. 15 6) Leadership of the Northampton Center for the Arts (CFA) has stabilized with the hiring of a new director in November. The CFA is taking a broader view of their role in the community and had made the planning project one of their programming priorities for the year. Results from the plan will enable CFA to redefine their mission in relation to the community.needs. In addition, CFA'.s Board of Directors has expanded to include representation of 'artists.' 7) Media recognized the importance of the project and reinforced this to the public with consistent coverage. To date, there have been two editorials, several front page articles, and coverage in both the news and the arts sections of the Gazette and Advocate, local coverage of the press conference, and contact with Northampton cable. In addition to the local media attention, Northampton has been receiving regional and statewide exposure as the Massachusetts Council on the Arts and Humanities promotes its initiative. 8) The assessment has provided an opportunity for communication with voices seldom associated with the arts and culture. New voices, including the head of a local union, a representa- tive of the police department, and a public works official, have shown interest and concern in addressing issues of the arts. In addition, other signs of progress are evident and will have an impact of the work on the Steering Committee and the Task Forces. 1) The city of Northampton has submitted a joint application from the Center for the Arts and the Academy of Music to the state seeking funds for physical renovation and improve- ment of both facilities. Funding is dependent on the passage of the Civic and Convention Center Bills now pending before the Legislature. 2) The Northampton Arts Council, the regranting agency for local Arts Lottery funds in Northampton, has hired a part time staff person to improve its administrative operations. 3) The Northampton Theatre Alliance continues to attract new members and to gain strength. In addition to efforts related to space development, the NTA provides a vehicle for commu- nication among the theater community in the area. 4) The Northampton Community Music School has found a home in the Jackson Street School Library and is offering a range of classes to the community. 5) The first Hispanic Heritage Week was successful and an organizing committee is planning a second festival. 6) Cooley Dickinson Hospital mounted a successful fundraising campaign focused on arts activities. The most popular activity was a day of local artists' studio tours. CONSULTANT RECOMMENDATIONS 16 7) Candidates for director of planning in Northampton's recent search were questioned as to their view of the role of culture in planning and development. 8) Advocates for Children's Education (ACE) received a grant from the State Arts Council to initiate planning for better integration of the arts into school curriculum. Based on an evaluation of these assessment findings,. AES believes that attention to the following considerations will strengthen the final cultural action plan. 1) It is vital to have a central vision. "A Campus of the Arts, the sixth College" provides a strong image and direction for cultural planning in Northampton. 2) The arts and culture should be planned for as one of the region's vital industries, not merely as a desirable element in Northampton's quality of life. 3) The need to establish, designate or endorse a single entity to provide ongoing, central coordination for the cultural community is critical and must be addressed. 4) Increased involvement of Northampton citizens as arts participants and supporters is critical to the long -term stability of the city's cultural resources. Strategies for audience development must be a priority in planning. 5) While city government support is critical to cultural devel- opment, it is not the sole key to stability. Strategies that engage the broadest base of community organizations, institutions, people and resources are needed. 6) The cultural plan can only be successfully implemented if it has been developed with sensitivity to all segments of Northampton's community. In addition to the mainstream, Black, Hispanic and Asian Americans and lower income residents should be heard. Task Forces should be developed with Northampton's cultural and economic diversity in mind. 7) While this assessment has focused on the city of Northampton, culture must be viewed from a regional perspective. Some strategies will require or benefit from regional action. 8) While the focus of cultural planning is on creating strategies for long -term stability, it is important to take advantage of short -term opportunities and quick "wins" as opportunities evolve during the planning process. 9) Many people expressed concern over the direction and implementation of the plan following its completion. The final document must include means of overseeing its imple- mentation and evaluation. Summary The opportunities and challenges for cultural development in Northampton are both exciting and overwhelming. The assessment process has stimulated some concepts and concerns that had previously been dormant and elicited many bold new dreams as people found both a frame- work for their ideas and a vehicle for action in the cultural planning process. It is the job of the Steering Committee and its Task Force to set priorities and develop concrete and feasible recommendations for action. AES25 /A APPENDIX A: LIST OF INTERVIEWEES 18 Ahern, Jr. Ahlfeld Arnold Bleiman Bou Brandt Brooks Bunnell Burick Carnes Chetham Cilman Clark Covell Crocker DeJesus DeRose DeRose Doty Dunn Dunphy Ellerbrook Elliot Etheredge Farley Ferrin Fiscella Ford Foudy Gallant Gare Gezork Goggins Gordon Griggs Grinnell Hairston Harrington Helweg Herold Kim Koncas Langley Lee Lefko Lennon Martula Morrison Muller Musante Nagle, Jr. Norris Noseworthy Nugent Prior Pritchard Michael J. Jane Bill Rita Jose William James G. Gene Marcia Richard Charles Bob Kerrie Jone Richard Stu Domingo Charles Peter Robin Mary Maples Ann Ray Brian Ed Shawn Leslie John Mary James Robert John Janet Pat Bart Al Fred Andrea Barbara John Jordy Penny Joseph Cindy Dennis Claudia Helen Tanyss Rhea John Bill David William Susan Gordon Conn Scott Marietta City Councilor Chairman Artist School Committee (Past Member) Business Manager City Councilor Planning Dept. (Past Director) Dir. of Development Principal Director s Director President (Past Director) Publisher Publisher Artist President Public Relations Director Director Director 1st Assistant D.A. (Past Director) Artist City Councilor Editor Director County Commissioner Attorney President Artist Artist Chairman Director Captain Director School Committee Member Legislative Aide Artist Mayor State Representative Fine Arts Coordinator Principal Director Artist Arts Editor Arts Lottery Council Smith College 19 Cooley Dickinson Hospital JFK Smith Museum of Art Young at Heart Chorus Hampshire Community Action Com Heritage -NIS Casa Latina, Inc. Daily Hampshire Gazette Daily Hampshire Gazette Cultural Images Group Smith College Cooley Dickinson Hospital Department of Recreation Look Park Northampton Center for the Art Pinch Pottery Daily Hampshire Gazette Highland Valley Elder Services E.J. Gare Son The Montague Group Goggins and Whalen Bulkley, Richardson Gelinas Coca Cola Woodward Grinnell Chrysalis Present Stage Co. Theatre Department, Smith Iron Horse Cafe Northampton Planning Department Northampton Police Department Council on Aging WHMP Senator John Olver Pleasant Street Theatre Video Guild Art Centre City of Northampton Northampton Public Schools Northampton High School Five Colleges, Inc. Daily Hampshire Gazette Rescia Richards Rogers Rostoff Rostoff Sackrey Sanderson Sheehan Smith Stone Thorne Thornley Walker Walker Whalen Wilbur Young Youngblood Richard John Chairman Harriet David Stephen Pat Katherine Kay Larry Suzanne Gordon Christopher Director Bob Paul Director Peter Ruth Sandy John County Commissioner Artist Principal Associate Director President 20 Project Opera Board of Public Works Skera Hotel Northampton Hotel Northampton Hampshire County Dance Gallery Leeds School Planning Department Northampton Historical Society Project Opera Chamber of Commerce Goggins and Whalen Northampton Historical Society Smith Museum of Art Kollmorgen Corporation APPENDIX B: LIST OF PUBLIC MEETING ATTENDEES 21 Rita Bleiman David Bourbeau Margaret Irwin Brandon Judson Brown Mark Brumberg David Chmura Michael Cooper Sylvia Cuomo Robin Doty James Emery Stephan Fenton Barbara Gittleman Patricia Gorman Andrea Hairston Richard Hardie Barbara Harrington Gregory Hayes Matthew Herschler Libby Hubbard Claudia Lefko James MacRostie Karen Mailler Tanyss Rhea Martula Dan Milberg John Morrison R. Leroy Moser Susan Norris Carlene Riccelli Harriet Rogers Glenn Ruga Carolyn Sadeh Dana Salisbury Katherine Sanderson Katherine Spiratos Sally Stevens Steven Stoia Sheryl Stoodley Paul Stramese Barry Summers Julie Waggoner Steven Weiner Pam Wellard Peter Whalen Joan Wiener Mary Lou Wittig Meg Kelsey Wright NORTHAMPTON CULTURAL PLANNING PROJECT PUBLIC MEETING PARTICIPANTS OCTOBER, 1987 NOTE: This list is based on those participants who responded to a questionnaire at the end of each public meeting. We do not have a record of participants who did not respond. 22 APPENDIX C: CONSULTANT NOTES 23 The assessment process was slowed by several factors which occurred over the course of the fall: Changes in the management of the Center of the Arts, both the fiscal agent and staff to the project hindered a quicker and more extensive assessment process; The city's intent to plan for culture raised a number of important issues about appropriate representation and artist involvement. Consultants discovered skepticism and mistrust in the performing artist community. Many performing artists came forward in the public meetings and through their association with the Northampton Theatre Alliance. However, artists from visual, literary, and other disciplines less formally organized were more difficult to identify. A five member artist advisory committee was established and additional artists and community-leaders were interviewed before selecting the Steering Committee; Community response to the development of the downtown parking garage and the proposed Hotel Northampton expansion plan made visible a growing factionalism in the city. Two separate factions have emerged: "no growth, old Hamp" versus "progrowth, new Noho." While artists and cultural organizations generally help create conditions for growth, they are often negatively affected by it. Because of the perception that artists and arts audiences are aligned to the progrowth faction, project staff felt it was necessary to obtain greater insight to these issues through increased numbers of local leader interviews.