Northampton Cultural Plan Five Years Later 4.22.1994ARTS EXTENSION SERVICE REPORT
ASSESSMENT OF THE
NORTHAMPTON CULTURAL PLAN --
FIVE YEARS LATER
A REPORT TO THE
CITY OF NORTHAMPTON, MASSACHUSETTS
April 22, 1994
ARTS EXTENSION SERVICE REPORT
ASSESSMENT OF NORTHAMPTON CULTURAL PLAN --
FIVE YEARS LATER
CONTENTS
EXECUTIVE SUMMARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
SCOPE OF SERVICES . . . , 4
FUNDING .4
METHODS. 4
SUM1MARY OF THE NORTHAMPTON CULTURAL PLAN . . . . . . . . . . . . . . . . 5
KEY FINDINGS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
CONSULTANT'S RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . .13
RESULTS OF SPECIFIC OBJECTIVES OF THE PLAN . . . . . . . . . . . . . . . . . . .15
1
ARTS EXTENSION SERVICE REPORT
ASSESSMENT OF NORTHAMPTON CULTURAL PLAN -- FIVE YEARS LATER
EXECUTIVE SUMMARY
The Arts Extension Service at the University of Massachusetts was commissioned to
monitor the progress and assess results of the 1989 Northampton Cultural Plan. From January
through March 1994, the consultant met with seventy arts and civic leaders, moderated a public
meeting, and investigated comparable cities nationally to prepare this report.
In the five years elapsed since the Northampton Cultural Plan was published, much of
what was intended by the plan has been accomplished. Good progress has been achieved on five
of the plan's seven goals. Leadership and communication among the arts and civic community
have been advanced, some municipal and local private funding has been provided, information has
been made available to artists, and some new space has been available for artists. Advancements
on behalf of arts education have been countered with setbacks.
Perhaps the greatest impact of cultural planning in Northampton is that arts community
and the larger civic community have taken serious notice of each other. Artists and arts
organizations have shown they care about their community and the community has responded
with support for its artists. Examples include the Northampton Arts Council working closely with
the City's elementary school P.T.0.s to enrich the students' education, and local businesses
contributing to First Night in recognition of that festival's impact on the local economy.
One of the most significant tangible impacts of the plan has been the growth of the
Northampton Arts Council from an all- volunteer organization wholly concerned with regranting
state lottery funds, to an established City agency with expanded leadership, professional staff, and
broader mission. Thanks to community awareness and support encouraged by the plan, the
Center for the Arts has remained open and accessible to the community in spite of repeated deep
cuts in funding. The amendment to the Northampton Zoning ordinance to allow permits for
certain artist and other home -based occupations was another specific result of cultural planning.
The Arts Council and the Center for the Arts leverage a significant community impact with
a small amount of local public funding. City funds are more than matched with local private
contributions, state grants and volunteer efforts. With a fifty cents per capita investment,
Northampton enjoys an enhanced quality of life and economic impacts of a vibrant arts and
cultural community. The city enjoys a superb return on its arts support funding.
The 1989 plan called for expanded roles for the Center for the Arts and the Arts Council.
While each has taken on larger community responsibilities, the economic recession forced them
both to refocus on what each does best. The Center for the Arts has focused on maintaining
public access to affordable exhibition, rehearsal, and performing space. The Arts Council primarily
provides funding to Northampton artists and nonprofit arts groups. They both collect and make
information available to the arts community -- directories of artists and arts facilities at the Center,
and grants and other technical assistance information at the Arts Council. Both are increasingly
2
engaged with the schools. Both are important to keep the arts affordable and accessible to a
broad cross - section of the Northampton community. Together they are the basic infrastructure,
research and development component of the city's cultural industry.
The Cultural Plan was developed in a time that encouraged growth. Now the issues facing
the city are not how to stimulate artistic growth, but how to sustain the basic arts and cultural
infrastructure. The Center for the Arts is challenged to keep its doors open and maintain public,
school, and artist access to the public performing, rehearsal, and exhibition space with which it
has been entrusted. Operating expenses and deferred maintenance on the facility are pressing
issues. The Arts Council is challenged to sustain funding for its small staff. The Academy of
Music has focused upon the expensive business of preserving its historic property and bringing the
stage up to minimum safety and performance standards to enable it to better host more live
performances.
The consultant made two sets of recommendations:
1. Funding The issue of note is to secure sustained funding for the city's basic arts services
provided by the Northampton Arts Council and Center for the Arts. A combination of public and
private, local, state, and federal strategies are described:
a) The Mayor and City Council are supportive of Northampton's Arts Community.
Collaborative advocacy and public relations must reinforce for voters the public benefits
and public costs of basic cultural facilities, funding, and services. Elected officials must
also be provided with that information to justify supporting the arts.
b) City funding must be an ongoing part of local funding for arts services - -in the short
term, general funds must be allocated and in the long -term, dedicated sources such as the
existing accommodation taxes or new sources such as a meal or commercial entertainment
tax should be developed (see the full report for specific suggestions).
c) Arts organizations must better tap individuals, foundations, and state and federal
agencies outside local government.
2. Community Service Northampton's arts organizations should be commended for their
work to make the arts more accessible to school children and to people of modest means.
Education is the community issue to which the arts can best contribute. In this, the city's arts
groups are recognizing their potential and their responsibility to contribute to their community.
Public school students are still denied access to sufficient arts instruction. With school reform, a
new national Goals 2000 mandate, and new school administrators, the time is good to mount
effective advocacy to policy makers and develop more arts in education collaborations. The
Cultural Plan's call for leadership in arts education is still good advice and the arts education
advocacy group recommended in 1989 is still a good plan.
3
ARTS EXTENSION SERVICE REPORT
ASSESSMENT OF NORTHAMPTON CULTURAL PLAN -- FIVE YEARS LATER
A REPORT TO THE
CITY OF NORTHAMPTON, MASSACHUSETTS
April 22, 1994
SCOPE OF SERVICES: The Arts Extension Service at the University of Massachusetts was
commissioned to monitor the progress, evaluate results, and suggest appropriate corrections to
further the intentions of the 1989 Northampton Cultural Plan. Attention focused on the cultural
institutions most directly associated with the City; the Northampton Center for the Arts, the
Northampton Arts Council, and the Academy of Music. The project addressed clarification of
roles among these agencies, their expectations for municipal support, and considered potential
sources of operating support.
FUNDING: Funding for this contract was provided through the City's Community
Development Block Grant Program of the U.S. Department of Housing and Development.
Approximately half of the consultant's professional fees were waived as a community service
contribution of the Division of Continuing Education at the University of Massachusetts.
METHODS: Craig Dreeszen, Director of the Arts Extension Service, conducted interviews and
meetings with key community cultural leaders from January through March 1994. He met with
the staff and board leaders of the Northampton Arts Council, Northampton Center for the Arts,
Academy of Music, the Mayor, and stair of the Planning Office. Dreeszen met with the full
boards of directors of the Academy of Music and the Center for the Arts and with selected key
constituents of the Center for the Arts. Dreeszen facilitated a planning retreat for the board of
directors for the Center for the Arts.
A survey was sent to former members of the Cultural Planning Steering Committee and
Task Forces asking for their perceptions of the plan's success. A Public meeting was held March
9 with members of the Cultural Plan Steering Committee and board members of the Arts Center,
Academy, and Arts Council specifically invited. The members of the original consulting team for
the plan were interviewed. A national database of local arts agencies was consulted for profiles of
local arts agencies in cities of comparable size to Northampton.
Approximately seventy people provided information and opinions on the effects and status
of the Northampton Cultural Plan. But unlike the original plan, where extensive community
meetings hammered out consensus, the conclusions in this report represent the consultant's view
based on analysis of information collected from interviews, meetings, surveys, and observations.
4
SUMMARY OF THE NORTHAMPTON CULTURAL PLAN:
The Northampton Cultural Plan was the result of nine months of information gathering,
problem solving, and planning that ultimately involved 140 Northampton citizens, The Plan
identified five key issues and generated seven long -range goals.
Planning Issues The most important planning issues (paraphrased) were:
o The need for improved communication and coordination between the arts and civic
community,
o The need for municipal support for the arts,
o The need for private support for the arts,
o The need for arts in Northampton's schools, and
o The need for space for artists and cultural institutions.
Plan Goals Seven long -range goals were developed in response to these needs:
1) Community Cultural Leadership: The city's cultural community will be organized for
communication, advocacy, and action on behalf of artists, cultural organizations, and the
community.
2) Municipal Support for the Arts: City government will increase direct municipal support
for the arts as a base and catalyst for local cultural development.
3) Arts in the Northampton School System: Sequential arts instruction, arts enrichment of
other curricula, and interaction with artists will be an integral part of every child's education in the
Northampton public school system.
4) Artist Information and Services: An Alliance of artists will organize to act on their own
behalf,
5) Private Sector Support for Local Arts: An expanded base of businesses and individuals
will increase financial and in -kind support for Northampton's artists, cultural organizations, and
cultural resources.
b) Space for Artists and Cultural Organizations -- Living, Working, Office, and Presentation:
Affordable space for artists and cultural organizations in Northampton will be available.
7) Quality of the Built Environment: The cultural community will participate in city planning
to promote quality design and public art.
61
KEY FINDINGS
In the five years, which have elapsed since the Northampton Cultural Plan was published,
much of what was intended in the plan has been accomplished. Often the intentions of the plan's
objectives have been fulfilled even when the specific recommended actions have not been taken.
Given the recent economic turbulence, good progress to resolve most of the original planning
issues has been made.
The greatest impact of cultural planning in Northampton is that arts community and the
larger civic community took serious notice of each other. The independent arts organizations,
artists, and arts advocates recognized themselves as a community with some common interests
and complimentary programs and resources. Arts leaders made connections with each other and
recognized the advantages of sharing information and collaborating on programs. They
recognized as well the contributions arts and culture can and do make to their community, in
education, economic development, and aesthetics.
At the same time the larger community of civic and business leaders recognized the
importance of arts and culture to the city's vitality and quality of life. The city's artists, nonprofit
arts organizations, and arts - related businesses represent a cultural industry important to the city's
prosperity. This increased awareness has yielded significant support both from city government
and local businesses for arts and cultural programs and services.
Considerable progress has been made on five of the seven goals. Leadership and
communication between the arts and civic community have been advanced, municipal and local
private funding has been provided, information has been made available to artists, and some new
space has been available for artists. Advancements on behalf of arts education have been
countered with setbacks.
Northampton_ Arts Council Staffing and Expanded Role Perhaps the most significant tangible
impact of the plan has been the growth of the Northampton Arts Council from an all- volunteer
organization wholly concerned with regranting arts lottery funds, to an established city agency
with expanded leadership, professional staff, and broader mission. The Arts Council now has a
recognized and established place as a part of municipal government. Their future however, is not
yet secure, as the end of state /federal salary assistance approaches and the City faces persistent
financial limits.
Clarified Roles for Arts Council and Center for the Arts The 1989 plan acknowledged some
ambiguity about the respective roles of the Arts Council and Center for the Arts. At issue was
which agency would respond to the perceived need for community -wide leadership and
coordination. After considerable debate, it was resolved that the Center would focus on artist
services and the Council would attend to advocacy and community -wide coordination. The
planners assumed, but the plan did not explicitly state, that the Center would continue to make its
facility available to the community and the Council would continue its funding function. The plan
focused upon expansion of these agencies' services.
L
The cultural plan called for the Council to seek funds for professional staffing and to
expand its role into leadership and service. This has been done. The plan called for the Arts
Center to organize an Artists Alliance and to collect and make available information for artists.
This was done. The Center and Council were both called upon to exert leadership to implement
the plan. Each has made a good -faith effort to do this with too few staff and too little funds to do
all called for in the Plan.
The Cultural Plan was concluded at a time of economic growth. The planners assumed
that the Center for the Arts would offer its performing and exhibition facilities and had a base
level of public - sector support. The issue for planning was how the Center could expand into
community leadership, information and artist services. The funding provided by the Arts Council
was also assumed and the Council was asked in the plan to assume an expanded community
leadership and advocacy role.
The state plunged into economic recession just as the Cultural Plan was published.
Appropriations to the Massachusetts Cultural Council dropped from $28 million to $3 million and
city arts groups lost a proportionate 90% of their state funding. The growth of programs and
services urged by the Cultural Plan became difficult to sustain, Except for City and then
City /State/Federal funding for the Arts Coordinator position at the Arts Council, a small
allocation for First Night, and an emergency appropriation to the Center for the Arts in 1994, no
new public - sector resources were provided to Northampton cultural organizations. CDBG funds
previously applied to planning and administration for The Center for the Arts were reduced and
shifted to physical plant improvements.
The issues now facing the Northampton Cultural Community are not how to support
growth, but how to sustain the basic arts and cultural infrastructure. The Center for the Arts is
challenged to keep its doors open and maintain public, school, and artist access to the public
performing, rehearsal, and exhibition space with which it has been entrusted. Deferred
maintenance on the facility is a pressing issue as is the upgrading of seating, lights, and sound to
adequate minimum standards. The Arts Council is challenged to sustain public funding for its
small staff so that it can raise and regrant funds to local artists and cultural programming and so it
can provide valuable information, services, and advocacy. The Academy has focused upon the
expensive business of preserving its historic property and bringing the stage up to minimum safety
and performance standards to enable it to better host more live performances.
The Arts Center and Arts Council complement each other. The Center provides a facility
accessible to artists, arts presenters, community members, and the schools. The Council provides
funding, information, and services. Together they serve artists who do not yet enjoy commercial
success, arts presenters who have not built large audiences, community members who cannot
afford expensive concert tickets, and arts in education programs that are not well funded. The
Arts Council also funds more established groups. They both collect and make information
available to the arts community -- directories of artists and arts facilities at the Center, and grants
and other technical assistance information at the Arts Council. Both are increasingly engaged
with the schools. Both are important to keep the arts affordable and accessible to a broad cross-
7
section of the Northampton community. Together they are the basic infrastructure, research and
development component of the city's cultural industry.
The option of merging the two agencies was considered in the current assessment. The
argument advanced was cost effectiveness. While consolidation of two, closely- related arts
'service agencies may suggest increased efficiency, the evidence suggests otherwise. Now each
agency is operating with below the level of staffing needed to accomplish their missions. If the
two were merged there could not be further cuts and maintain both the facility and funding
services. It seems likely as well that two separate agencies, one public and the other private, not -
for- profit, can secure more contributions from non - municipal grants and private contributions
than could a single agency. The obvious conclusion is that a merger would yield no significant
savings in expenses and could result in fewer contributed revenues. As economic conditions
change, the merger question might be reopened.
Increased Communication and Cooperation The Cultural Plan brought together leaders from all
sectors of the community. The plan also put the arts into the news, not as reports on individual
concerts or exhibitions, but as a collective community resource. A lasting effect has been an
apparent increased awareness and respect of the city's arts and culture within the school system,
business community, and local government. Bob Cilman, Arts Council co- director observed,
"The plan has moved us past the point of entry with the school system. The schools understand
the community arts resource that is available to them. We're past the 'prove-me' stage." He saw a
similar effect upon elected officials, "I believe that city government here understands the
importance of the arts to its economy. What we need is to translate that awareness into more
support."
The plan called for a wide range of ongoing, formal collaborations. Artists were to
organize an Artists Alliance, cultural organization leaders were to regularly convene, an arts in
education planning and advocacy committee was to be organized, a standing committee on
private- sector support was to be created, and users of facilities were to organize to secure
additional space. While connections have been established and communications go on, none of
these community -wide alliances persisted as formalized collaborations. The Artist Alliance was
organized and lasted about one year. The arts leader coordinating meetings were sustained for
some months. The other cooperating groups were never organized.
People and institutions, which established contact during the Cultural Planning, did often
maintain contact and shared information and launched specific collaborations. But the general,
information - sharing and action collaborations envisioned by the plan did not continue. In the
absence of specific projects or a shared threat or opportunity, the groups and individuals did not
continue meeting once the cultural planning concluded.
Community Leadership Tapped The effect of infusion of new leadership into the Arts Council
and the Center for the Arts boards has persisted from the broad community participation in
cultural planning. The Center for the Arts and the Arts Council boards have been considerably
8
diversified with artists being joined by business people and other leaders from other community
sectors.
Zoning Amendments Allow Home -Based Occupations A coalition of artists, other professionals,
and City Councilors successfully advocated to amend the Northampton Zoning ordinance to allow
permits for certain home -based occupations. Artists, writers, and consultants have made this one
of the City's two most frequently requested special use permits. The option for artists to work
within their homes alleviates some of the pressure for separate studio spaces elsewhere in the city.
Other Arts Spaces While the Cultural Plan projected the state hospital grounds as the most likely
space to develop for artists, other developments have come first. Private developers have created
an Arts and Industry facility at the former Pro Brush factory. Many of the tenants are artists.
The conversion of the Florence Grammar School into the Florence Community Center has
opened additional space for arts instruction and rehearsal space. The Mayor and the
Northampton Arts Council participated in the planning. The City's Department of Recreation has
organized arts classes in that space. This initiative responds to another specific plan objective,
Some Temporary Effects of Planning Some effects of the Plan were temporary. Artists
convened for a time as an Artist Alliance. The Artist Alliance worked successfully with other
community sectors to amend the City's zoning ordinance to allow artists and other businesses to
operate within residential districts. The Alliance helped create the arts information resources at
the Center for the Arts. Artist slides, grants information, and a directory of potential studio,
rehearsal, exhibition, and performance spaces is maintained at the Center. After a state grant for
this work expired and the projects concluded, the Alliance disbanded.
Staff of the major arts organizations met periodically for a year and then stopped routine
meetings. General, as opposed to project- specific collaborations stopped within a year of the
publication of the cultural plan. However, connections once established between individuals
within different groups helped for subsequent cooperation on specific projects.
Mixed results for Arts in Education The progress of arts in education in Northampton is difficult
to neatly label. There has been significantly more cooperation between the schools and
Northampton cultural organizations yielding artist in residency programs and the presentation of
student art work at the Center for the Arts, Academy of Music, and City Hall. However, there
has been no community -wide coordination of arts education programming and advocacy as called
for by the Cultural Plan. Advancements have been the result of individual initiative and
collaboration of specific agencies. The Arts Council, the Center for the Arts, and Smith College
have successfully expanded their reach into the schools. But arts teachers and instruction
programs have suffered disproportionally from budget cuts, leaving more students without arts
education. Private visual and performing arts instruction opportunities have grown in the five
years since the plan. Families who can afford it can still get extracurricular arts instruction, but
for others the benefits of arts in education are out of reach.
'
J
Quality of the Built Environment The quality of the built environment issue has gotten attention
from the arts community, but it is difficult to observe the impact. Artists were part of a coalition
seeking to establish historic preservation districts to protect Northampton architecture. While
that issue got a vigorous public hearing (with arts advocates on both sides of the issue), that effort
failed to win City Council approval. Another effort for Elm Street is underway. The Northampton
'Arts Council has successfully worked with other City offices to develop a plan for Northampton's
public art and won the Mayor's approval of a voluntary percent for policy in the City's capital
improvement program statement. The Arts Council secured funds for public art projects on the
trestle bridge.
Municipal Support The Plan called for increased City support for arts and culture and the City
responded. The issue today is how to sustain an appropriate mix of public and private sector
funding in the current economic climate. Specifically, the Plan recommended City funding of an
Arts Coordinator to provide professional staffing for the Northampton Arts Council. City
Council agreed and in fiscal year 1990 allocated $12,000 for a part-time NAC salary and arranged
for city offices for the Northampton Arts Council. The City continued to provide planning funds
for the Center for the Arts out of its CDBG funding.
However, by 1993 the State and City were confronted with serious revenue shortfalls and
City funding for the Arts Coordinator position was dropped to just $1,000 and CDBG funding for
the Center reduced. Then the Arts Council applied for and received a National Endowment for
the Arts salary assistance grant via the Massachusetts Cultural Council. The three -year grant was
matched by an increased allocation of $10,000 in City funds. As with other public agencies the
City provides office space. City /State support for salaries and low overhead costs has meant that
a large proportion of the City's Arts Lottery funding and fundraising revenues are returned to
Northampton artists and arts organizations to support programming and local artists.
In fiscal year 1994, City salary support for the Council was sustained at $10,000. City
Council sustained a $3,300 budget line item to provide working capital for Northampton's First
Night celebrations. However, the CDBG funds that the Center had counted on for planning and
administration were reduced and applied to capital improvements. This contributed to a cash
crisis, which was resolved by a telephone appeal to citizens and a City Council allocation of
$8,000 to pay Center utility expenses. The expenditure of $10,000 of the City's CDBG funds,
earmarked for Center capital improvements is awaiting clarification that the intended use fits
HUD guidelines.
City budget allocations to the Arts Council and grants to the Center for the Arts have been
crucial to underwrite basic operating expenses of the city's arts infrastructure. Each agency has
used local public funding to leverage more support. The City's relatively small investment yields
significant results, important for both its leadership and working capital value. City funding
should always be a part of the funding package for the basic arts services provided by the Arts
Council and Center for the Arts.
10
The Academy of Music board and staff sustain the city's gem of an historic theater without
local public funding. It's financial needs are no less significant than the Arts Council and the
Center for the Arts. However, earned revenue from its film business keeps the Academy
operating and fundraising has been able to sustain facility repairs and improvements.
Private Support Northampton's cultural organizations report that private business and individual
contributions to arts and cultural programming have increased. The Cultural Plan proposed
coordinated private - sector fundraising. This proved not to be feasible. However, Northampton
businesses especially have understood the important role of Northampton's "cultural industry" in
creating a profitable environment for business. Restaurant owners can tell that a special event is
taking place at the Academy or the Center for the Arts by the wait list for their tables.
Events such as the Center for the Arts sponsored First Night or the Arts Council's
February performing arts series have helped to make Northampton a destination for cultural
tourists. Northampton's cultural and hospitality industries are proving to be complimentary and
Northampton businesses respond with arts program sponsorships and other contributions.
Northampton relies in the 1990s upon the export of intellectual services and creative products and
upon its reputation as a cultural tourism destination. Arts and culture are central to its quality of
life and its economy.
It would be a mistake to assume that increased private funding for the arts has made up
for the shortfall that resulted from drastic state arts council cuts. Many nonprofit arts groups
have failed to survive the recession. However, Northampton's private sector appreciates what
arts and culture does for the City and plays an important role in the nonprofit cultural funding
mix.
Comparison of Northampton Arts, Funding to Comparable Sized Cities The mix of funding
sources and patterns of expenses for the Arts Center and Arts Council can be compared to other
like -sized cities. The consultant queried a database from the 1992 survey of local arts agencies by
the National Assembly of Local Arts Agencies. A summary of that data search is rep .roduced in
the appendix of this report. This data represents both volunteer and professionally - staffed arts
councils. The data do not necessarily describe the patterns for arts centers with facilities.
The search for local arts agencies from cities with populations between 20,000 and 35,000
yielded twenty local arts agencies. In keeping with the national pattern for smaller communities,
six of these were public commissions and fourteen private, not -for -profit agencies. Seven had
full -time star and fourteen had part-time staff. Only one agency had more than one full -time staff
member (that agency had five) while four agencies had more than one part-time star (two to six).
Four agencies had no staff. Northampton arts agency staffing fits the national pattern. The
Northampton Center for the Arts has two full -time star. The Northampton Arts Council has two
part-time staff.
The largest agency in the national sample, had a budget in 1992 of $248,500; the smallest
was $1,200. The average budget was $61,500. The Northampton Arts Council's annual budget
11
for FY94 is approximately $60,000 much of which is regranted to local artists and arts programs.
The Northampton Center for the Arts annual budget for FY94 is $90,000,
Nationally, local city funding varied from $85,500 to zero. The average municipal funding
to local arts agencies was $12,500. The Northampton Arts Council's City budget for FY94 was
$10,800. The Center for the Arts received $11,300 from City funds ($3,300 for First Night and
$8,000 in emergency funding) and another $2,400 in CDBG training money and a pending
$10,000 in capital improvement funds in FY94. Not counting federal funds, the City of
Northampton invested $22,100 in the Arts Council and Center for the Arts for fiscal year 1994,
None of the twenty cities received federal NEA grants for their local arts agencies. None
participated in united arts funding systems. County governments and private foundations were
the only grant sources tapped by some twenty comparable local arts agencies, which have not
been a part of Center for the Arts or Arts Council funding mix.
12
CONSULTANT'S RECOMMENDATIONS
1. Fu_ ndin- The issue of note is to secure sustained funding for the city's basic arts services
provided by the Northampton Arts Council and Center for the Arts, The Northampton Arts
Council and the Center for the Arts should collaborate in a coordinated information and
advocacy campaign.
Northampton's Mayor and City Council recognize the importance of the city's cultural
community. The issue is to inform voters and provide elected officials the information they need
to support the arts and be accountable to citizens. Arts leaders must explain what Northampton's
artists and arts and cultural organizations can and do contribute to their community and what it
costs to sustain that impact. It is necessary to understand and communicate what the power of
the arts can do to enhance Northampton's quality of life, to enrich children's education, contribute
to Northampton's attractiveness as a site for business location and residences, as a destination for
travelers, and as part of the city's economy, Understanding what are the benefits, steps must be
taken to develop sustainable sources of public and private funding to bridge the omnipresent gap
between what it costs to produce arts and cultural programming and what can be earned from
tickets and sales commissions. The Arts Council and the Center for the Arts should make
periodic presentations to City Council, not just at budget time.
Four funding strategies:
a. Collaborative advocacy and public relations must reinforce for voters and elected
officials the public benefits and public costs of basic facility, funding, and information;
b. City government funding must be an ongoing part of local funding for arts services - -in
the short term, general funds must be allocated and in the long -term, new dedicated
sources of public funding must be developed. Specific ideas include:
1) Apply funds from the existing accommodation taxes to cultural tourism
programs.
2) Seek state legislative approval to develop new municipal funding sources
such as meals or commercial entertainment taxes. Visitors to the city's
restaurants, commercial theaters, and entertainment presenters benefit from
and can help pay for the city's vital arts community.
3) A central business district assessment plan could raise funds to return to
cultural and other amenities and promotional programs to enhance the
city's downtown district.
C. Arts organizations must better tap individuals, foundations, and public agencies
outside local government. Four strategies are recommended;
13
1) The Arts Council should assemble a collaborative proposal to the National
Endowment for the Arts Local Arts Agency Program, Conceivably
improvements to the Academy stage, the Arts Center seating could be
linked to an overall increase - access -to -the -arts program that connects
Northampton students to arts education,
2) The Center for the Arts should build upon its successful appeal to citizens
for funding, The Center has just begun to tap the potential of individual
contributions through an annual membership appeal. A coordinated
development of contacts, direct -mail and telemarketing approach is a
proven fundraising system. The improving climate for business, the
increasing awareness of the contribution of arts to the local economy, and
the arrival of new businesses suggests business sponsorships could be
better developed. It may be possible to secure CDBG funds for projects
developed explicitly to apply the arts to community development.
3) The Massachusetts Cultural Council has small amounts of money and the
NEA Arts in Education program has larger, but more highly competitive
funds for good arts in education initiatives. The increasing interest in
Northampton around this issue suggests the potential for outside funding.
4) Western Massachusetts foundations, while not plentiful, have not yet been
well tapped by Northampton arts organizations.
2. Community Service The Cultural Plan's call for leadership in arts education is still
good advice and the arts education advocacy group recommended in 1989 is still a good
plan. Northampton's arts organizations should be commended for their work to make the arts
more accessible to school children and to people of modest means. In this, the city's arts groups
are recognizing their potential and their responsibility to contribute to their community. Public
school students are still denied access to sufficient arts instruction.
Cooperative arts education programs have developed, but only between two or a few
organizations at a time and always around specific projects. This produces good programs, but
does not provide a forum to discuss issues that transcend the interests of any one organization or
to provide a platform from which to launch coordinated advocacy and public relations campaigns.
Connecting school children with arts experiences and arts instruction is an issue that transcends
the interests of any one arts discipline or organization.
Arts in education was a high priority issue in 1988 as the Cultural Plan was developed. It
remains as pressing a concern in 1994. With educational reform, a new Superintendent, an
improving economy, and new political leadership, the time is right to renew calls to improve
education by integration of the arts into the curriculum and through enrichment of education
through artist in residency and cultural trips. The Arts Council, Center for the Arts, the Academy
of Music and Smith College have all taken steps to work more closely with the schools. Such
14
efforts are encouraging. What is still absent is a coordinated effort to work with the schools to
encourage an overall commitment to arts education,
RESULTS OF SPECIFIC OBJECTIVES OF THE PLAN
GOAL 1
Community Cultural Leadership: The city's cultural community will be organized for
communication, advocacy, and action on behalf of artists, cultural organizations, and the
community.
1.1 The Northampton Arts Council should reorganize and enlarge its board to provide
leadership to advocate for the interests of artists, arts organizations, and audiences, and to
provide a forum for communication and action within the cultural community.
This has been done is still ongoing. The Arts Council did enlarge its board and does
provide leadership. Others, notably the Center for the Arts, also provide important
community leadership,
1.2 The Northampton Arts Council and the Northampton Center for the Arts should lead the
cultural community to implement the Northampton Cultural Plan.
Each agency accomplished the specific tasks assigned to it by the Cultural Plan. Some
results have been sustained.: zoning changes, expanded Arts Council role, and increased
public awareness of the importance of the arts to the community, etc. Other results were
more temporary: the Artists Alliance, and regular coordination meetings among cultural
leaders.
1.3 Within the larger Northampton Arts Council, the Northampton Arts Lottery should
become an independent subcommittee, charged with the management of the Arts Lottery
grants,
This was done. Once the Arts Council secured professional staff, the advocacy and
information function became primarily a staff responsibility and the board reverted to
primarily grants - making.
1.4 The Steering Committee and the Northampton Arts Council should work to raise funds
from city, state, and private sources to create an Arts Coordinator position to implement
appropriate recommendations of this plan (see 2.3),
15
This was done. The professional staffing of the Arts Council was one of the most significant
and tangible results of the Cultural Plan. Arts Council staff have organized fundraising
events to return more money to artists and cultural organizations and have become an
important provider of information and services.
1.5 Northampton's cultural organizations should meet on a regular basis to facilitate
communication, education, and collaboration.
This was initially done. After a year of meetings, the cultural leaders found it more
efficient to connect with each other one -on -one on behalf of specific projects. The
connections established among arts and cultural leaders have enabled information- sharing
and collaborations, e.g., Smith College and Forbes Library have worked with Historic
Northampton; The Arts Council collaborates with the Academy of Music and Look Park;
The Center for the Arts and the Northampton Schools are part of a broad coalition that
mounts student exhibitions.
During this 1994 assessment, several arts leaders expressed the continuing need for
occasional community-wide discussions in the interests of sustaining collaborations and
improving advocacy.
1.6 Annually, the Center for the Arts and the Northampton Arts Council should provide policy
makers within city government and the school system with an orientation to the
community's cultural resources to promote communication, education, and collaboration.
The Arts Council meets regularly with other City departments and with the Mayor and
presents its budget annually to City Council. The Arts Council meets with the PTOs of
elementary schools to plan its collaborative projects and makes periodic reports to the
School Committee. The Center for the Arts meets periodically with the Mayor, has made
presentations to City Council, and works with representatives of the schools around
projects.
It would be useful if the City Council, Mayor, and School Committee would hear progress
reports at times other than budget hearings.
GOAL 2
Municipal Support for the Arts: City eovernment will increase direct municipal support
for the arts as a base and catalyst for local cultural development.
2.1 The Northampton City Council and the School Committee should formally accept the
Northampton Cultural Plan from the Steering Committee as an expression of the collective
16
vision of the Northampton cultural community and as a guide to future city planning and
policy making.
City Council accepted the Cultural plan. The School Committee was presented with the
plan but did not act. The Cultural Plan has been adopted as part of the City's ten year
strategic plan. The School Committee did not accept the Cultural Plan as part of the
school's strategic plan.
2.2 The Northampton City Council and the School Committee should adopt a policy
statement proposed by the Northampton Arts Council which acknowledges the city's
commitment to cultural development.
This was proposed to the School Committee but no action was taken.
2.3 The City should provide leadership funding for an Arts Coordinator position to begin
implementation of the Northampton Cultural Plan.
This was done. In response to the Cultural Plan, the City allocated funds for a half -time
Arts Coordinator position. The next year the City, in a fiscal crisis, stopped funding the
position. The Arts Council's fundraising revenues were diverted from re- granting for a
year to support staff. The third year the Massachusetts Cultural Council granted a three -
year National Endowment for the Arts Locals Program salary assistance grant which was
matched by the City. The state's grant is being reduced each year according to the terms
of the original grant. The City was to have made a corresponding increase in the level of its
funding. The City has sustained funding, but at a lower level than anticipated. The City
has provided office space and some in -kind overhead expenses for the Arts Council.
Municipal salary support for staff of the City's Northampton Arts Council is a crucial
issue. The state's salary assistance grant will expire at the end of Fiscal year 1995 and
cannot be renewed.
2.4 The City Council should adopt policies and procedures for municipal funding of cultural
programs, such as First Night activities and Hispanic Heritage Week.
Municipal support for First Night has now been incorporated as a budget line item. In
Fiscal Year 1994 this amounts to $3,000, although just 3% of overall cost, this provides
important working capital to sustain the program before revenues from button sales are
secured. Hispanic Heritage Week no longer exists.
2.5 City Hall staff should worm with elected state official's staff to research ways to raise funds
for the arts through fees or levies such as cultural districting and a percent for art
program.
17
City staff write letters of support but do not actively research grant opportunities or seek
outside funding for Northampton arts groups.
2.6 City Hall staff should continue to provide assistance for cultural initiatives which will
benefit the broader community.
City Hall staff respond to specific requests for assistance as evidenced by the Office of
Planning and Development's participation in this five year analysis of the Cultural Plan.
The Mayor's Office however, no longer has the staff position. The Arts Council staff now
fulfill this role.
2.7 The Center for the Arts, the Northampton Arts Council, the Recreation Department, and
representatives of the Northampton school system should plan for municipal arts programs
such as professional arts instruction, cultural field trips, after school arts programs, and
summer /vacation camps dedicated to the arts and culture.
The conversion of the former Florence School to the Florence Community Center has
provided an opportunity for the Recreation Department to actively program visual and
performing arts classes for the community. This conversion was part of the Mayor's vision
that an arts space could be part of that facility. Private - sector initiatives such as the Guild
Art Center classes, private music instructors, and the Community Music School have
responded to the need for instruction and programming for those with the means to pay.
GOAL
Arts in the Northampton School System: Sequential arts instruction, arts enrichment of
other curricula, and interaction with artists will be an integral part of every child's
education in the Northampton public school system.
3.1 The cultural community should join with the School Committee, administrators, parents
and teachers to form an arts education planning committee to actively support and
participate in a comprehensive evaluation of the existing arts curriculum and programming
in the school system.
Individual cultural organizations have worked with separate schools on specific projects,
but no overall arts education advocacy or planning has been sustained. An Arts in
Education Planning Committee was organized, but its efforts have focused on specific
projects rather than advocacy. The Arts Council works with PTOs of elementary schools
to fund cultural enrichment programs within the schools. The Arts in Education Planning
Committee including the Arts Council, Center for the Arts, and Northampton Community
Music Center organized an exhibition of student work at the Center and performances at
the Academy.
18
Smith College hired a museum education outreach person who works with the community
and schools to organize workshops and museum visits. The Schools are starting to work
with the Community Music Center on collaborative programs for students.
3.2 Following the implementation of recommendation 3. 1, the arts education planning
committee should support, advocate and participate in a planning process to establish the
arts as a vital part of public school education in Northampton.
In the five difficult years since the cultural plan the Northampton Schools have cut arts
teachers and visual arts and music programs. Arts education is now more peripheral to the
education of Northampton's students than before. A new superintendent of Schools is
more supportive of arts education though little has of yet been asked of him regarding arts
education.
3.3 The Center for the Arts, the Northampton School Department, and the Northampton Arts
Council should gather and promote information on funding resources and arts and
education programs.
The Arts Council has developed a list of Northampton -area artists who may be called upon
for artist in schools programs. The Center for the Arts maintains a slide registry of artists
and some grants information. The Arts Council has just been funded by the Massachusetts
Cultural Council to create an expanded grants resource center.
GOAL 4
Artist Information and Services: An Alliance of artists will organize to act on their own
behalf.
4.1 Northampton artists should organize an Artist Alliance.
An Artist Alliance was organized. The group was active for about a year and participated
in the successful campaign to revise Northampton's zoning laws to allow artists to apply for
home -based occupation permits. The group has since disbanded, though connections made
during the planning have enabled artists to call upon each other for help on specific issues.
4.2 The Center for the Arts should seek funds to create a part-time position of Artist
Advocate to assist the Artist Alliance with advocacy, information, and communication.
This was done. The grant funds that paid for the Artist Advocate expired about the time
the Artist Alliance members decided not to continue and the position no longer exists. Staff
of the Center for the Arts and the Arts Council are called upon to fulfill the information
and referral functions intended for the Artist Advocate.
19
The staff of the Center for the Arts have been cut from five persons in 1989 to two in 1994.
The Arts Council has two people sharing one full -time position. An important issue for the
community is how many responsibilities can these small staffs sustain.
4.3 A basic grants resource center should be established at the Center for the Arts, overseen
by the Artist Advocate.
The Center for the Arts gathered and makes available some grants information. The Arts
Council is developing an expanded grants resource center.
GOAL 5
Private Sector Support for Local Arts: An expanded base of businesses and individuals
will increase financial and in -kind support for Northampton's artists, cultural
organizations, and cultural resources.
5.1 The Steering Committee and the Northampton Arts Council should secure business and
private patron leadership on a standing committee (Committee on Private Sector Arts
Support) to undertake projects which would expand the base of private sector arts support
in Greater Northampton.
Such a committee was not established.
However, Northampton's businesses and individuals have responded to the crisis provoked
by precipitous drops in state -level arts funding. While private- sector funding has increased
there remains a persistent gap between what arts presenters can earn from tickets and sales
and contributions and their escalating costs. Northampton has lost a number of small
community arts groups in the five years since the Cultural Plan was published.
5.2 The Committee on Private Sector Arts Support should mount a publicity campaign to
promote the purchase of art work and paid attendance at cultural events as the most
important and direct form of support for artists and cultural organizations.
This was not done.
5.3 The Committee on Private Sector Arts Support should develop an educational program,
such as a forum to explore the economic benefits of the arts, to promote increased private
sector cash and in -kind contributions to the arts.
This was not done.
20
5.4 Following the implementation of recommendations 5.1, 5.2, and 5.3, the Committee on
Private Sector Arts Support should determine the feasibility of establishing a Greater
Northampton United Arts Fund.
The Private - Sector Funding Task Force explored the feasibility of centrally- organized
private sector funding and found it not to be feasible. They determined that the increased
visibility of the arts community as part of the cultural plan coupled with the deepening
recession in 1989 meant that individual initiative was the best way to secure private
patronage.
5.5 The Committee on Private Sector Arts Support and the Artist Alliance should promote
collaborations between artists, cultural organizations, and businesses for their mutual
benefit.
This has happened on a case -by -case basis.
5.6 The Center for the Arts (CFA) should establish registries of accountants, lawyers, doctors,
and other professionals who would be interested and willing to enter into creative business
relationships with artists.
This was done.
GOAL 6
Space for Artists and Cultural Organizations -- Living, Working, Office, and Presentation:
Affordable space for artists and cultural organizations in Northampton will be available.
6.1 The Northampton City Council should amend the zoning code in Northampton to support
and encourage work space for artists.
This was done. The amended zoning ordinance allows certain artists and other home -
based businesses to apply for a special home occupation permits. This is one of the two
most popular special use permits granted by the City. Interestingly, it has been writers and
consultants who have most taken advantage of the new law. An artists' initiative has
affected a larger group of small business people.
The initial success of this change encouraged the Office of Planning and Development to
allow "near invisible" home -based occupations, which met certain criteria, to take
advantage of a simplified permit application process without public hearings.
6.2 The Center for the Arts and the Artist Alliance should stay informed about city planning
issues which affect the affordability and availability of space for artists and cultural
organizations, and be positioned to act upon development opportunities as they arise.
21
Developers have become aware of the market potential for arts- related businesses, though
no community -wide planning and coordination has been done since the Cultural Plan.
Various private and public initiatives such as the Florence Community Center and the Arts
and Industry Building have responded to the need for space described in the Cultural Plan.
63 The Center for the Arts should work to ensure that existing arts spaces are used to
maximum capacity.
The Center for the Arts maintains a listing of studio, rehearsal, performance, and
exhibition spaces, which is consulted by artists and arts organizations.
6.4 Performing artists and organizations should organize and work with the Artist Advocate
and city representatives to secure stable rehearsal and performance space.
Individual initiative has responded to this issue, but no organized collaborative efforts have
been undertaken.
6.5 Artists interested in securing permanent space should work with the Artist Advocate to
organize and promote the development of live /work or studio space.
The zoning ordinance was amended to allow artists to work within their homes by special
permit.
6.6 The boards of "municipally owned" and privately managed institutions such as the
Academy of Music, Forbes Library, Look Park, and the Center for the Arts, should initiate
forums to open communication with potential users.
The Cultural Plan alerted the boards and staff of these public /private institutions to the
need for communication, accountability, and responsiveness to their community. This 1994
assessment notes much progress. The Academy of Music has done a good job of
communicating its financial position. In spite of high facility and operating costs and no
municipal funding, the Academy negotiated a reduced non - profit rate with its Union stage
crews and offer a reduced rent to non - profit users. The Arts Council is investing revenues
from its February fundraising events in light and sound equipment, which will reduce the
costs to community arts groups who would otherwise have to rent such equipment.
Forbes Library is described as extremely cooperative with community arts groups. Look
Park has become much more accessible to community performance presenters as evidenced
by the successful collaborations between the Arts Council and the Park during its summer
concerts.
GOAL 7
22
Quality, of the Built Environment: The cultural community will participate in city
planning to promote quality design and public art.
7.1 The Northampton Arts Council should appoint members to attend quarterly meetings of
the Strategic Planning Cabinet and function as liaisons with municipal boards,
commissions, and departments to stay abreast of relevant projects and to communicate the
need for action to the Arts Council.
This has not been done, though the intention has been fulfilled through regular and
informal communications.
7.2 The Northampton Arts Council should promote aesthetic considerations into deliberations
of municipal boards, commissions, and departments, that affect the quality of the built
environment in accordance with the language of the establishing ordinance.
This is being done with mixed success. A public arts plan has been created. The Arts
Council also participated in the unsuccessful effort to establish a number of Northampton
Historic Districts.
7.3 The Northampton Arts Council should work with municipal boards, departments,
commissions, and city officials to develop policies and procedures for art in public spaces
and a public art plan.
The Mayor has approved a voluntary percent for arts policy. A provision for half a percent
expenditure for art as part of municipal construction is now part of the City's capital
improvement plan. It is up to each project's building committee to decide if the policy is
implemented within any project. The Office of Planning and Development allocated
CDBG funds to develop a public art plan.
7.4 The City should establish policies for its municipal art collection.
The Arts Council has developed policies for the existing collection, though funds have
ceased to be allocated for the acquisition of new art works.
23
0
O
O
LD
M
0
Y
O
O
v
0
N
C
0
ro
C.
0
0_
(n
Q)
D]
7
m
6
U
O
U_
7
a
U_
7
a
_U
7
a
U
7
a
U_
7
a
U
7
a
aU+
ro
>
cL
ro
>
cL
C7
}'
m
>
a
J.+
ro
>
a
03
m
?
a
03
Y ro
>
a`
0)
N
ro
>
cL
03
Y
ro
>
a
03
Y
m
>
d
+m+
ro
>
a
Y
ro
>
a
Y
ro
>
cL
Y
m
>
a
ice+
ro
>
a
0
O
M
m
m
Ln
M
m
O
h
N
6
0
co
c0
m
O
N
m
0
Ln
N
N
0
—
r
00
00
M
O
M
N
M
Ln
M
N
Ln
l6
O
�
N
O
-t
M
M
(O
h
h
N
O
C7
m
h
m
Ln
h
m
h
c6
O
m
h
cn
O
LO
cD
4
CO
O
m
—
N
O
m
m
Ln
h
m
h
M
M
r
0
O
N
M
M
m
0
o6
M
E
y
m
CO
a
m
F'
r-
N
m
m
coo
O
cf)
co
O
0
Ln
LNn
r')
cN
x
N
ca
Ln
� Ln
m
It
(0
n
CN
LO
0
N
N
o
N
cQ)
L
�
>
}
a
F-
O
C
Z
Ln
0
O
O
m
+ 1
D
M
NL
N
w
�
Qy
a
Z
0
Q
N
a
CDC
it
0
LL
O
w
Q
Z
}
U
Ln
Z
IL7
N
g
U
�
C
y
Q
4+
0
C
o
U
C
0
c�
C
N
O
U
cn
00
c0
Q
Q)
N°
C
yr
E
0
U
Y
U
Y
a�
c
h
m
a+
~
M
N
N Ln
0
c
o
a
a
�^
2�
LL
�
w
o
«
a�
p
N
a
Co
°o
�+
0
E
c
U
v,
a
3
L
t0
N
O
m
>
a
C
ro
C
m
0
0
U
c
as
m
ca
L
2
r
h
ai
LO
M
0o
O
X
m
0
a—
0
U°
a>
�-
U
d
C
C
�
a
N
N
N
w
Lei
�
N
._0 .
0)
❑
m
1O
,r,
U
a
m
O�
h
�n
m
N
a
C
u
o
H
a
�
C
o
Y
}
o
0
M
M
N
Ln
�D
0
0
o
o
cn
O
4
0
yr
o
co
C
.LD
LL
m
G
0
m°
h
M
o
m
m
a
F
N
Z
w
M"=
a
U
>
c
t+
a
O
h
N
M
co
a
r
0
C
a
o
a0
w
07
0
tD
U
C
O
U
N
°
r
U
'�
_°
00
C)
,U
C
1O
2
M-a
«
Q
0
A
C
LO
ca
m
LO
m
N
o
m
d
U
a
O
U_
`°
Q
U
Y
r i
O
�
—
co
M
N
0
c
a
3
D
U
cm
a
0
o
C
4
l
ns
0
_
m
co
LO
O
Lo
F=
L
(D
3
�'
u
a
T
L
a
`
can
C
c
'
ao
M
Co
m
4
Q
m
p
m
c
a
C
c
d
V)
03
a
ro
o
M
m
O
N
Q
C
c`°
Ln
M
c
0
U
�,
t�
0
m
G
l�6
a
Rt
Ln
(0
O
°°
d
U
H
c
❑
y
C
C
(O
O
Lo
H
N
qt
N
LO
a
m
e
Y
0
m
Y
ro
rn
o
U
❑
J
❑
U
a
U
a
U
a
Cn
0
?
LL
U
O
—
❑ -
o
J
N
6
U
O
O
O
O
L17
M
O
O
O
O
N
c
O
as
7
CL
O
a
N
O
L
7
m
a
a
J
C `
O
`�
O
O
O
Q
O
+h
O
O
O
O
O
*h
o
r-
rl
0
M
'
r`
r-
cli
Q
O
LLB
N
O
O
m
O
O
r`
O
yr
N
N
r
Q
tri
Q
O
(M
m
O
r
W G
m
0
0
0
0
0
0
0
to
0
0
0
N
0
0
0
0
0
0
O
O
O
Q
O
ar
a� v
y
W c
O
N
f`
Ln
U
(1) y
C
M N
w
O
v�
O
tis
O
yr
O
yr
O
tri
O
to
O
O
+-
O
0.
O
to
O
00
r
M
N
M
0
4*
0
yr
0
yr
0
v�
0
yr
0
yr
0
0
M
ca
N
0
trr
Ll)
N
ar
0
0
0
0
0
0
0
0
Lln
O
LA
0
0
0
0
0
0
0
0
0
� C
W O
r
N
n
r
cy
W (-
O.
y
O
0
yr
0
a+
0
a+
0
++>
0
+++
0
+++
0
O
co
M
Ln
N
N
m
t`
cn
0
O
O
N
0
+4
0
N
O A
m
til
0
+rt
0
O
O
cl
tI}
0
O
O
CO
tIy
0
m
N
c0
r
0
w
w
r
tIY
O
O
m
Ln
N
0
o
r-
m
41
m
r
N
cp C
:A
4*
W OO
C
O
0
0
0
0
La
0
0
O
0
M
0
O
0
D
Ln
m
N
0
Q
O
O
O
m
m
0
m
n
M
0
M
0
0
N 'y
N
N
<*
N
t
m
Vl
O
Ly
4
ay
v}
O
r
N
r
M
ay
r
N
c7
N
um E
<*
<*
VIN
.0
a
Q
r
t
Q
r
r
r
r
r
LD
r
Q
N
r
r
o
O
D
;�
m
O
O
O
O
O
r
O
O
r
Ln
r
p
0
0
0
r
r
O
D
4C
e
0
O
0
0
O
0
0
r�
0
O
Q
0
O
o
0
O
O
0
O
D
0
O
O
0
O
O
0
0
D
0
0
o
et
r`
a
O
O
O
O
O
D
o
O
o
O
O
0
o
O
0
o
D
0
O
O
0
o
O
0
4°
CL
O
c7
O
C7
O
M
N
M
C6
M
Lf
M
O
N
O
N
O
N
N
N
M
N
M
N
4
N
Lit
N
L6
N
Ln
N
L17
N
O
M
Q
t*}
O
(ry
O
CL
N
vi
U
w
g
Q
U
O
r
0
y
H
U
C
m
Oi
Q
N
a
E
m
H
Q
�9
C
O
ro
z
O
O
0
Lf
CV)
O
0
C
0
N
C
0
.44
S
CL
0
a
H
G7
tm
0
O
I
J
W
0
0
0
o
0
°o
0
.0
0
<&
0
-U).
0
-LIP
0
0
0
0
0
0
0
o
o
0
0
m
>
0
0
0
0
0
0
0
0
w
O
O
0
0
0
O
O
O
O
O
O
cr
sh
<*
4*
tlk
vk
a
4*
<*
0
vk
tls
0
vk
4*
tlk
4*
4*
+!k
4*
0
CL
O
�
O
o
0
0
io
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
C L
N
ilk
>
a C
0
0
0
0
0
0
0
0
f`
0
qt
0
u]
0
0
o
N
0
0
0
d
> j
O
yr
O
tlk
O
sh
O
vs
O
++s
O
O
Le
N
O
O
r
to
O
N
.
O
O
n
CD
th
O
0
to
N
O
p
N
yr
O
to
O
yr
O
ar
O
ar
O
yr
O
at
O
ar
O
vt
4 �
c
c0D
r
w
M
o
�
O
n
M M
>
�
0
trk
0
vs
0
+Ik
0
•�
0
+�
0
00
us
0
o
4
0
O
0
t"
0
00
o
0
�
ao
0
0
r:
0
00
Lf
0
4*
0
vs
0
ar
0
to
0
0
ui
0
p
4ti
0
C
r
iJk
r
tIk
<*
r
r
r
CL
N
tlk
N
t/i
tlk
yr
0
> 0
0
0
0
++r
0
+++
0
0
O
L
r
+�
0
O
(O
LO
Vk
0
0
Ln
m
tIk
0
*n
0
O
O
ci
+!�
m
r`
0
O
N
0
O
O
N
tIk
0
N
M
N
tlk
0
O
O
cl
flk
0
O
q*
"}
0
4*
0
m
co
n
N
0
O
N
ui
flk
0
ns
0
4*
0
W
+�
+�
vk
O
eD
cV
+✓y
ai
O
O
CV
�Ik
c0
M
l"f
N
N
N
�
00
uk
cri
t0
cp
�
t?
M�
c0
eY3
et
tlk
f•
n
M
{Ik
efl
�
o0
r
�}
Lo
ob
N
�
vk
p
O
OQ
cV
N
-01}
ap
M
LL�
Gi
r
t/k
O
�
�
O
N
ilk
O
O
(D
cD
M
to
O
N
r
O
O
vk
O
p
rA
N
m
w
cp
�
ctf
N
+Ik
0
0
0
0
0
0
0
0
w
O
O
0
0
0
O
O
O
O
O
O
sh
<*
4*
tlk
vk
a
4*
<*
0
vk
tls
0
vk
4*
tlk
4*
4*
+!k
4*
0
O
�
C L
N
ilk
C)
W
0
0
0
0
0
0
0
0
f`
0
qt
0
u]
0
0
o
N
0
0
0
vs
<*
+Ik
to
to
to
ar
O
U)
f"
"}
0
c0D
r
w
M
o
�
O
n
G7
c
C m
r
N
t/i
ilk
<*
r
r
r
l�C �
N
tlk
N
t/i
tlk
yr
W
m
t
Q
m
0
0
m
ti
N
N
m
'u
m
a
a
T
m
w
N
Q
Q
O
0
L;
M
O
O
0
0
N
C
O
CL
0
CL
y
i
rn
m
J
U >
::3 a
U
0
0
0
0
0
0
0
°
o
LL?
0
4-P
0
n
0
4f)-
0
°
o
(p
0
0
G!
*�
w
m
O
0
�
0
�
0
4-0
0
0
0
0
Ln
cv
N
t
m
0
O
O
0
O
N
m
0
O-
0
0
0
0
Ln
0
O
0
Q
0
O
0
410
0
vs
0
v>
0
410
0
0
0
r
0
0
0
0
0
0
• U
� U
Q
v,.
0
yr
n
yr
qt
tir
yr
Q
ar
�
tI}
o
tir
cc
Lc;
40.
�
+r}
ci
�
m
U y
O
o
0
0
0
O
0
0
0
0
o
Q
Cd
0
0
0
0
0
ip
i0
7 y
rz
O
r
vt
Cq
r
N
It1
N
O
U
Q
0
0
+�
0
0
as
N
+�
0
0
0
0
m
Ln
0
v}
0
0
�n
N
vt
0
0
�n
In
eJy
qt
N
V).
m
oo
0
w
rh
r�
co
C4
n
O
01
Q
et
rn
In
eh
0
O
O
O
N
0
0
ao
C7
yr
ao
CO
0
QO
Lf
+n
0
00
[i
Op
0
m
N
yr
CL N
O
to
O
O
O
4*
O
+►r
O
eh
Q
�
o
+n
0
vs
0
4*
o
V).
Q
yr
Q
Q
tir
0
yr
81
N
M
Q
4&
Q
th
O
Q
U f6
c
�
t►r
Ln
yr
� a
CL m
o
0
0:0
Op
o
�
o
4*
o
�
o
q*
o
q*
o
V.V.
o
�
o
�
o
�
o
o
Vk
o
�
o
�
O
V)�
Q
q).
rn
n
o�
7 �
CL m
z
O
O
O
O
Q
Q
us
O
e/Y
o
4*
0
q&
0
A&
0
t/i
0
N
0
f?
0
f?
0
W).
Q
t/i
Q
O
:Ji
0
N
0;0
V}
t/►
W
CL Z
H
.v
u
v
a
Q
m
U
O
0
n
a,
of
w
N
m
U
C
m
m
a
N
t
a
0
0
a
a
E
d)
N
N
a
C
O
z
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
o
G
0
rz
O
O
vt
Cq
r
N
It1
N
H
.v
u
v
a
Q
m
U
O
0
n
a,
of
w
N
m
U
C
m
m
a
N
t
a
0
0
a
a
E
d)
N
N
a
C
O
z
0
O
O
LO
C`7
O
O
O
O
N
c
m
a
0
a
m
rn
C13
Q
Q
J
a,
�+ c
�
CL
0
to
rn
vs
0
40>
0
0
O
r
4j>
0
M
n
4j>
0
vs
0
ers
0
0
to
4j>
0
+h
0
yr
0
yr
0
+h
0
O
M
<1>
0
0
to
40>
0
yr
0
VJI
0
+rr
0
+h
0
us
0
+h
M
W
Cp
r
c
r
at
O
O
W
O
0
N
Rr
CO
n
n
m
O
m
N
N
n
O
n
h
N
t71
00
C3
W
O
M
n
N
Rt
qt
w
m
W
0
M
0
0
0
0
a
X
r
C]
00
r
1�
IA
CV
1�
CV
O
GO
Ch
. GO
W
OI
r
r
O
00
w
U
(ACT)
0
4j>
0
O
O
Ch
0
t!9
N
O
0
O
M
(D
i!}
0
00
U9
c
:?
0
+rn
0
0
O
O
N
VY
to
N
Rt
O
O
O
r
0
O
m
N
N
m
N
V)-
0
O
O
N
N
0
+h
0
tq
N'
N
VY
0
vs
M
M
m
O
v>
O
0
r
tIY
co
ci
VY
c +r
(D C
LO
N
O
O
Ch
0
0
ol
le
M
co
n
co
0
0
W
N
O
O
W
CL to
T-
V
0
0
M
O
O
O
W
W
M
O
N
O
CD
n
0
0
0
N
01
CD
n
W
t[!
0
W
w
O
w
N
Lq
P%
O
W
w C7
r
O
W
ao
�
u7
n
1e9
in
�i
iri
t+1
W
O
�
n
O
W
CV
y
v
(n
U
C �
0
0
0
0
0
Ca
r
N
0
41>
0
O
P7
t!i
0
o
CV
to
Rt
r
0)
0
o
O
tri
t4
co
co
n
n
0
O
�
"r
0
0
u,
cNi
ili
0
0
0
0
0
r
co
n
00
O
ca
y
m
co
r�
�
X W
w
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
w
O
40
O
4*
O
O
m
O
O
r
O
O
t[]
O
O
O
O
O
0
O
O
O
n
M
O
O
O
0
n
r
06
0
N
O
O
O
O
O
O
00
N
M
r
n
M
i!7
r
N
0
n
N
to
O
O
0
r
0
0
+_+ ay+
N
N
06
{?
Cn
-a
to
n
W
at
16
m
C
r
LS
n
Q6
O
1
-
p)
v7
O
40
4
r
n
N
C`7
M
n
N
N
*+t
6
yr
c y
m
Q w
41>
40
r
41>
4).
t4
4*
VY
4*
x
w
LO
K
,v
U
a
z
Q
u
0
0
v
5
m
c
co
a
d
T
B
E
m
Ul
N
Q
R
C
a
R
z
u�
N
O
O
m
O
O
0
m
0
n
0
M
O
W
M
N
O
O
r
r
at
O
O
W
O
0
N
Rr
CO
n
n
m
O
m
N
N
n
O
n
h
N
t71
00
C3
W
O
M
n
N
Rt
qt
w
m
W
0
M
0
0
0
0
7
r
C]
00
r
1�
IA
CV
1�
CV
O
GO
Ch
. GO
W
OI
r
r
O
00
W
LO
N
O
O
Ch
0
0
ol
le
M
co
n
co
0
0
W
N
O
O
W
T-
V
0
0
M
O
O
O
W
W
M
O
N
O
CD
n
0
0
0
N
01
CD
n
W
t[!
0
W
w
O
w
N
Lq
P%
O
W
� m
r
O
W
ao
�
u7
n
1e9
in
�i
iri
t+1
W
O
�
n
O
W
CV
o
�
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
O
trt
yr
yr
yr
+n
trt
to
yr
O
*+�
*+r
yr
to
trt
to
0
yr
v>
N
V G7
r
i
if
a 0
LO
K
,v
U
a
z
Q
u
0
0
v
5
m
c
co
a
d
T
B
E
m
Ul
N
Q
R
C
a
R
z
E.
ui
U
0
Lb
N
O
O
M
O
O
Q
O_
CT1
01
r
Ch
O
N
O1
A
CD
O
CO
Ch
O
00
O
n
CIO
O
CIO
N
w
O
M
w
n
fh
Q
4)
d
O
r
N
O
CA
N
(*J
O
CTJ
N
Ch
C*1
n
t[J
ai
O
i4,
tq
h
n
LL7
t�
C►1
N
N
N
n
N
r
M
Q
w
M
.-
N
L0
N
Q
r
r
La
N
a�
yr
vt
vt
in
4*
Q
+h
+h
yr
vt
yr
� H
CL
W
0
0
0
CIO
0
O
O
M
p
p
0
m
0
0
C7
vt
yr
ers
yr
yr
to
00
i
0
O
0
0
O
as
m
O
N
O
ayi
La
O
I�
Lc
CTJ
n
r
.C.
N
th
th
ar
vnr
O
COL.
x
w
O
O
O
O
O
O
O
O
r
0
CA
N
O
O
O
N
N
O
O
N
O
c
O
N
O
0
N
0
-�d-
O
N
W
C
r
N
r
r
06
Ch
N
CV
Crl
L7
4
H
V>
C
C C
[1 �
x w
w
0
N
O
O
m
O
O
O
M
O
r
u7
0
0
0
0
0
0
0
0
qt-
O
OD
O
O
O
O
O
N
N
M
O
O
as
r
vs
to
M
y o
jm
CIS
o
O
O
LCi
r
fh
O
C4
O
N
n
CO
*
r
M
C7
r
r
N
Lo
V
M
r
O
Vk
N
C C_
C{7 -
tl E
X -0
w Q
E.
ui
U
0