Cultural Blueprint

A public-private partnership for securing the future vitality of the arts and culture of Metro Louisville and Southern Indiana

September 20, 2004

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▪ Preamble 1

▪ Cultural Blueprint Goals

← Goal 1 6

← Goal 2 8

← Goal 3 10

← Goal 4 12

← Goal 5 14

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Imagine if you will:

• Walking in downtown Louisville and having every weekend evening feel like the First Friday Gallery Hop, with people popping in and out of galleries, retail stores and restaurants, getting on the trolley for a next stop and meeting and greeting neighbors and friends…

• Experiencing the excitement of going to your church, where four gospel groups have come together in celebration of vocal music…

• Attending a school theater performance where the audience is made up of your neighbors, other parents, and arts patrons who don’t have children in that production but have come to experience that night’s show…

• Our region will be considered a premier destination by cultural tourists…

• Attending an arts or cultural event, knowing that all of our arts and cultural institutions are financially healthy and will continue to grow and thrive…

• Being proud of the arts and cultural programs that you, your family and children attend together right in your neighborhood, produced by an arts group that has grown up and been supported by your community…

• Major, smaller, and emerging arts and cultural organizations will thrive in a healthy economic, legislative and community support environment…

• Having immediate access to arts and cultural groups’ schedules so you never have to wonder what to do or where to go, because there will always be more choices than you can possibly select…

• The community anticipation of the new summer or winter season of arts events with the same buzz surrounding Thunder or other Derby Festival events…

• Cultural issues are an integral part of government policy and partnerships throughout the region, their legitimacy and importance evidence of Metro Louisville’s community values

Arts and cultural attractions are a major source of pride. All the data collected about our arts and cultural institutions from public surveys, leadership interviews, and focused forums indicate the arts and culture are the cornerstone of Metro Louisville’s current development and are uniquely positioned to lead future development. Further, the ecology of success for Metro Louisville means that arts and culture must be at the center of the four or five “big wins” that our Metro region propels forward.

For our citizens, this Cultural Blueprint will result in involving more people, more often, with deeper and more meaningful engagements, with the Metro Louisville’s arts, cultural and historic assets.

This Cultural Blueprint is the result of input received from almost one thousand citizens who participated in meetings, surveys, interviews, and through on-line forums, lending their opinions about the future of arts and culture in Metro Louisville. The consensus is nearly unanimous - arts and cultural institutions and programs are a critical cornerstone of Metro Louisville’s current and future development. In the minds of countless citizens and leaders, the region’s future growth and success depends not only on job creation, quality schools, and affordable housing, but just as heavily on a healthy cultural ecology that supports major cultural institutions, smaller community-based grass-roots arts groups, and individual artists, working together and contributing to the region’s economic and community vitality.

The Arts and Cultural Ecosystem

Metro Louisville is a region where more than a few corporate leaders “brag” on the arts, describing how a visit to the Kentucky Center or the Speed Museum or the Science Center is often a first step in the recruiting process when luring young executives and their families to town. According to many interviewed for this Blueprint, those “selling” the city to businesses and prospective residents are likely to showcase its cultural resources prominently in the seduction.

Louisville is a city where, beginning almost a century ago, mayors and publishers and business titans placed their eggs in the arts and culture basket, building major cultural institutions with international reputations for cutting-edge programs (like the Humana Festival of New American Plays, for instance), and where in the last 30 years some very important artistic creations were born and celebrated, by the likes of visionary artistic directors and curators and maestros.

It’s an unusual place as far as American cities go, more like a European capital than most U.S. towns, where community “buzz” about region-wide coordinated cultural programs (such as the beloved Classics in Context, active in the 1980s) was palpable and overheard in theater lobbies, galleries, museums, restaurants, taverns, fancy parties, and in neighborhood parks and carpool lines.

It’s a city:

• that was recently named one of America’s most livable mid-sized cities by Partners for Livable Communities (alongside places like Richmond, Virginia; Grand Rapids, Michigan; and St. Paul, Minnesota), based on criteria such as its city center, housing, regionalism, neighborhoods, environment, among others…

• where in the 1980s national architectural selection competitions resulted in signature commissions (such as Michael Graves’ Humana headquarters building) that imprinted the skyline with dramatic, aesthetic statements…

• that was recently ranked in two Top 10 lists as a “culturally fascinating” tourism destination, alongside places like Charleston, Sarasota, Taos, Winnipeg, Minneapolis, Santa Fe, Cincinnati, St. Louis, and Seattle…

• where its United Arts Fund (the Fund for the Arts), raising some $7.5 million annually from dozens of corporations and 30,000 individual donors, is consistently ranked among the top five nationally in every category, ranging from total raised to per capita to workplace giving…

• that is one of only a handful in the nation that has professional, resident companies in the prime five categories: orchestra, opera, ballet, resident theater, and children’s theater…

The Louisville metro area is one that takes significant pride in its cultural offerings. The public survey conducted for the Cultural Blueprint process found that 49% agreed strongly, and another 42% somewhat agreed “cultural groups and programs are a source of pride for our community.” The same public survey sample soundly rejected the idea that “arts and cultural programs from outside the area are of better quality,” with only 12% strongly agreeing with that statement. It’s a sentiment shared by many, including those traditionally identified as “blue collar” workers who shared their thoughts in leadership interviews about why the arts are important for their families, the economy, and overall quality of life. These, mind you, are not commonly held views in many other communities. Arts and cultural groups in Metro Louisville have clearly done a lot of things right, and have touched many lives, to have engendered this depth of support.

A significant amount of discussion occurred throughout this process that focused on several questions and issues that must be considered: the financial health of the Louisville Orchestra; the allocation process of the Fund for the Arts; support for smaller, diverse and emerging arts and cultural organizations; public funding for arts and culture; and, the role of the Arts and Cultural Attractions Network. Each of these issues and many more that are of importance to our community are reflected in our goals and strategies.

Metro Louisville, through this blueprint, is a community whose corporate and civic and community and artistic leaders have recently come together, in an earnest and aggressive planning process, to figure out how it can stabilize its position, reclaim its mandate, and approach the next 25 years with a set of strategies to retain arts and culture at the forefront of its identify, and to utilize these resources as forces for change.

Cultural Blueprint Goals

The Cultural Blueprint has arrived at five overall goals that will go a long way to ensuring this gift of cultural institutions, from the last generation, and its innumerable permutations and additions since, will be sustained and healthy to serve future generations.

Goal 1 – Expand the Energy and Excitement

Rationale

We must do a better job of informing, inviting and welcoming the public, which means not only an Arts Awareness Campaign, but an Arts Action Campaign, where calendars of events lead to directly to special ticket offers and incentives and opportunities to plug in your group of friends with a fun, social cultural outing, utilizing state-of-the-art web-based e-mail offers and ticketing options. Besides programs to serve and attract residents of the metro area, this goal addresses the tremendous opportunity facing Metro Louisville to build on its growing reputation as a cultural tourism destination. Several years ago the White House Conference on Tourism focused on a growing segment of the US travel market, and it wasn’t long before the term “cultural tourism” was being dropped in big cities and small towns across the country as hospitality industry businesses sought longer-staying, freer-spending guests, and arts groups pondered a new source for audiences. Metro Louisville has recently been cited on two national lists of top cultural destinations, and seems poised to assume an even more prominent position in the Midwest region as downtown revitalization efforts come to fruition (e.g., continuing riverfront development, 4th Street Live, East Market Street renaissance, etc.), new cultural institutions come on line (e.g., the Frazier Arms Museum, Ali Center), and true “critical mass” is reached.

Findings

• 59% of the public survey sample (fully 70% of households with children) cited “not aware of programs that are offered” as a somewhat or very important reason for not attending the arts more often

• From the model case studies conducted for the Blueprint, we learned that arts communities in Indianapolis and Cincinnati are pursuing cooperative Arts Marketing projects

• Many participants in community forums voiced their disappointment with local media coverage of the arts, noting in particular that the region’s major daily newspaper (the Courier-Journal) has a long history in this area, and should be encouraged to improve its commitment to arts and culture

• From case studies we learn that Indianapolis is engaged in a $10 Million cultural tourism effort (a partnership involving the Mayor’s office, Arts Council, Convention & Visitors Authority and Downtown Association)

• We also learn that Cincinnati is developing an Office of Cultural Tourism at its Convention & Visitors Bureau, and that Memphis is at the forefront of cultural tourism marketing efforts

• Many comments from leadership interviews and community forums focused on a desire to better promote Metro Louisville as a cultural tourism destination

Objectives

• With the assistance of foundation and corporate partners and local governments, pursue an Arts Action Campaign featuring web-based attendance incentives, permission-based e-mail lists, special ticketing offers and options, advertising and public relations campaigns

• Engage cultural organization leadership to explore the potential for a cooperative marketing effort which might include a mailing list cooperative, collaborative prospecting, joint media purchases, shared advertising and cross-over marketing (e.g., bartered program advertisements), on-going joint market research

• Provide, through a unique partnership between the Arts and Cultural Attractions network, unique access to the arts through special internet pricing initiatives, targeted marketing and promotional efforts, and participation by the ACA in the Fund’s community arts program.

• Arts and cultural organizations, in cooperation with neighborhood and community centers, should initiate an on-going program that would make available to these centers, unused capacity on a relatively short notice. Facilitating this process must include either an individual or an electronic means needs to be established with specifically designated participant organization to ease access to these offerings.

• In an effort to build future audiences, pursue a specially targeted marketing initiative to reach Gen X and “Gen Next” (i.e., those in their 20s and 30s) through custom market research (such as focus groups), attendance incentives, special programs and social components of attending (receptions, parties, and so on).

• Engage media leadership (Courier-Journal and other newspapers, as well as broadcast media) to discuss approaches for improving and expanding media coverage of arts and culture

• Work with regional arts and cultural organizations and organizations that identify and place volunteers to develop an “involvement inventory” of ways in which individuals can become involved with cultural groups as administrative, production, outreach, and support volunteers

• Work closely with CVBs, governing bodies, and other partners to spearhead a cultural tourism initiative consisting of: - identifying relevant partners from the tourism, hotel/motel, restaurant, retail, and cultural sectors - identifying target visitor segments (e.g., conventioneers and spouses, group and individual travelers) and local attractions and events for promotion - recommended cultural “itineraries” including recreational opportunities and other activities -familiarity tours and programs for hotel and other hospitality industry staff - research the development of lodging/event packages and other promotional vehicles (e.g., advertising, brochures, direct mail campaigns, concierge training and “familiarity” tours, etc.)

Goal 2 – Promote and Nurture Partnerships and Intersections

Rationale

It is usually the case that planning processes to create documents like the Cultural Blueprint finds community members and arts administrators meeting each other for the first time, and not infrequently dreaming up ways to collaborate at some point in the future, or at least agreeing to “do lunch.” Partnerships so often are formed at this personal level, and there are numerous great examples in Metro Louisville of ways that arts and cultural groups work with human service, educational, and other agencies. We think this Blueprint can help nurture the germination process by formalizing some “intersections” that further opportunities for leadership and help to foster collaborations between and among arts groups and other entities.

A positive relationship needs to be established between our flagship cultural institutions and our smaller and emerging arts and cultural organizations. We propose an aggressive mentoring program be established and actively pursued by the Fund and the ACA which will assist in creating a flourishing and diverse cultural community for Metro Louisville.
Such successful partnerships would leverage resources more creatively. Examples could range from current efforts such as being pursued between Stage One and The Kentucky Center or a mentoring relationship in which the FFA would actively assist and advise groups in their fundraising initiatives to more comprehensive relationships. For example, could the Louisville Youth Choir and the Kentucky Opera join forces to enhance the training of talented young vocal musicians while providing greater outreach to families and children?

The Arts and Cultural Attractions Network stands at a crossroads. They can continue to forward the interests of the arts and cultural attractions to each other, functioning as a trade organization would, or the Arts and Cultural Attractions Network can evolve into a more meaningful position in the arts and cultural landscape. At the very least, a partnership must be forged between the ACA and the FFA to foster access to arts and culture by the broad community and continued positive development of the diverse cultural interests of Metro Louisville.

Findings

• Many of the nearly 100 community leaders interviewed for this Blueprint talked about potential roles for various networks and sectors, and how they might play parts in the further cultural development of the metro area. Getting specific mentions were ACA, the ad hoc Higher Education Roundtable, the Center for Nonprofit Excellence, Metro Government, the upstart Louisville Arts Council, the Regional Leadership Council, and the Fund for the Arts

• Leadership interviews and several community forums elicited concern about the depth and breadth of new volunteer leadership to help guide the region’s arts community into the next decade and beyond.

• Several of the peer cities studied for this effort are engaged in multi-party collaborations, such as Indianapolis’s $10 Million cultural tourism initiative (involving local government, the tourism and arts industries, and the business community)

Objectives

• The Arts and Cultural Attractions network must evolve to provide leadership in the arts and cultural community by carrying forward the banner of promoting and developing the emerging, vital and diverse arts and cultural community in Metro Louisville. Such development should include working with CNPE to develop its program offerings to provide services specific to emerging and small arts and cultural institutions to ensure a healthy organizational ecosystem.

• The Arts and Cultural Attractions network must serve the arts and cultural community by establishing itself as a local arts and cultural council. Through partnering with Metro government and the Fund for the Arts ACA would provide services to and advocacy for its members, establish and manage grant programs, receive and distribute government and other funding exclusive of the Fund for the Arts and encourage the development of additional partnerships.

• Because much of the community’s view of the arts and the health of the arts is tied to the perception of the financial health of the Louisville Orchestra, community leadership, as focused through the FFA, must remain engaged in guiding the orchestra to a successful outcome.

• Formalize a partnership between the Fund for the Arts and the Arts and Cultural Attractions network. Such a partnership would include a representative of the ACA serving on the FFA board, the president of the FFA serving on the ACA board, and a defined relationship among the two organizations in guiding the distribution of support and efforts in these areas.

• Create an initiative with Higher Education providers in the Metro Louisville area to bring to bear the resources of colleges and universities and create greater opportunities and synergies between the cultural and educational sectors (which might include internship and other instructional opportunities, provision of in-kind graphic arts and other services, joint faculty/artistic appointments, attendance incentive programs, and so on)

• Consider the creation of an Arts Economic Development Office with involvement of metro area CVBs, governing bodies, ACA, and private initiatives, to identify opportunities for integration of arts and culture in economic development efforts (partially modeled on the City of Tampa’s recent appointment of a Creative Industries Manager)

• Work with CNPE and other partners to expand leadership development opportunities for arts and cultural groups, to identify and nurture new board members to serve this segment of the non-profit sector

Goal 3 – Focus on Families and Children and Community

Rationale

The Metro Louisville region values its families; its recent high ranking as a livable community owes much to the high quality of life measures, such as schools, cultural opportunities and abundant parks, which make it an ideal place to raise children. One element of guaranteeing a quality education is ensuring that arts are fully integrated into school curriculum, and that arts and cultural enrichment opportunities are abundant for after-school and weekend pursuits.

One area the Blueprint seeks to focus on is the recognition and better support of Neighborhood and Community-Based arts and cultural programs, in ways that are somehow equivalent to patronage of downtown arts “palaces” and showcases. There has been a lot of public comment received for this Cultural Blueprint that calls out for recognition, support, and greater celebration of the region’s grass-roots arts programs. These would include the culture that regularly abounds in countless area churches and in non-traditional venues such as clubs, community centers, parks, makeshift storefront venues, and often without the imprimatur of major foundations and arts leaders

Efforts to fully serve Metro Louisville’s growing arts and culture needs demands thoughtful participation by the government, the Arts and Cultural Attractions network and the Fund for the Arts. Specifically, a focus on neighborhood development in arts and culture neighborhood development must be forwarded through Metro Louisville government’s grants program. A focus on organizational development in the arts will be forwarded through the ACA and a focus on school participation will be forwarded through the FFA.

Findings

• Widespread pride was expressed for community-based offerings in places such as Southern Indiana and in Southwest Jefferson County (public forums)

• In multiple leadership interviews and community forums, arts groups described innovative programs run on shoestring budgets as making significant changes in the lives of children and young people

• Support for arts education in the region’s schools attracts nearly across-the-board unanimous support, with 73% of the public survey sample strongly agreeing (plus 22% somewhat) that arts education should be included in school curriculum (the highest level of support of all attitudinal statements tested)

• Adult education opportunities represent another opportunity for regional cooperation, with 40% of heads of households with children indicating they’d be very or somewhat likely to take adult education classes

Objectives

• Work with the Louisville Arts Council, Metro Government (specifically Parks & Recreation, the Louisville Free Public Library, and various community centers) to specifically inventory and identify funding, program, and support needs of community-based arts and cultural groups

• Consider creating a “Neighborhood mini-grants” program to further support grass-roots efforts and programs (modeled after successful programs in Richmond, CA and elsewhere, making modest grants to neighborhood groups to purchase services and programs of regional arts groups)

• Work with school districts, insurance providers, and school bus transportation services to reach agreement on waived/reduced insurance fees when traveling inter-state (both directions) for arts and cultural field trips

• A Regional Arts Education Network should be formed from the existing Arts Educators Forum, to work in conjunction with other stakeholders, to organize a public advocacy campaign involving private sector leadership, arts and cultural organization board members, artists and concerned citizens with regional school districts, for consistent, high quality arts education programs (e.g., minimum contact hours, credentialed specialists, curriculum integration, etc.).

• Create targeted audience development initiatives to improve access to arts and cultural resources by school students: - cultural event information through electronic mail and posters at school site bulletin boards - develop complimentary “sponsored” ticket programs for students - create new (repeat) attendance incentives through existing educational programs (such as discount tickets for family and friends)

• An effort should be made to strengthen linkages between the region’s arts and cultural program providers and schools, including: - without duplicating resources, an arts education database and resource directory (for distribution to art, music, PE, English, and other teachers, the media, librarians, etc.) - an Arts Education resource fair to showcase assembly, residency, and other “enrichment” opportunities

• Work with appropriate partners to expand student/public interface opportunities: - Student art exhibits in public spaces (events center, libraries, etc) - Scholarships and awards programs - Concerts, appearance at festivals, etc.

• Work with higher education providers to increase the availability of adult and community arts and cultural education programs including inter-generational community-based arts classes and coordinated scheduling of arts and cultural classes to facilitate concurrent attendance by younger students and parents

• Work with the region’s clergy, lay religious leaders and faith-based institutions to create synergies (e.g., joint promotions, coordinated programming, etc.) among the region’s arts and cultural program providers and those who participate in churches-, synagogue-, and other religious venue cultural programs.

Goal 4 – Generate Investment in Arts and Cultural Organizations, Big and Small, throughout the Bi-State Region

Rationale

Another identified need is to expand sources of financial support for arts and cultural groups. The region has a rich history of a diverse patron community unlike communities like Indianapolis or Pittsburgh where one or two wealthy families have led the charge independently. The future agenda for giving must be built around more diverse funding sources than ever before, including the development of public investment and new private sources.

A major focus of discussion among the arts leaders involved in this Blueprint has been the lack of dedicated public dollars available for cultural organizations. In countless cities around the US, public funding mechanisms (often hotel taxes, special sales taxes, or other fees) are used to provide grant support to arts groups, to subsidize operating and program and marketing expenses. While the Louisville Metro government provides a sizable annual grant to the combined Fund for the Arts, makes modest grants to “outside agencies” on a competitive basis, and pays for cultural staff and programs in community centers (not to mention the costs to operate libraries and the Zoo), there is the hope that this Blueprint can lay the foundation for a new source of public dollars that can be made available to a broad selection of applicants. (Few of the local governments in Indiana provide direct support to their resident cultural groups either, as it has been noted by plan participants). Expanding the pool of available resources is also envisioned to involve corporate leaders encouraging their counterparts to follow leading corporate citizens by making sizable commitments to the region’s cultural future and development.

In assessing the overall expenditure by the major cultural institutions, relative to peer institutions in peer markets, we find spending levels to be within expectations. Careful analysis of the financial status of the arts and cultural organizations has revealed that, for the most part, the funding challenges they face are not a result of an expense deficit. These organizations are running lean, making increasingly intelligent decisions about their product, their market, and their operations.

It is no coincidence that the amount of the existing deficit within the major institutions and the lower level of public (government) support relative to peer markets are a similar number.

What does exist is an income deficit. While some of this may be addressed through an aggressive arts action campaign, the reality exists that new public and private sources of investment in arts and cultural organizations, big and small, must be identified and secured.

This goal also addresses the bigger regional picture in a bi-state “Kentuckiana” way. There are few examples nationally of truly regional cooperation among arts and cultural groups, and even fewer that span state boundaries and rivers. Throughout the planning process genuine efforts to embrace the southern Indiana portion of the metro area have been pursued: representatives from New Albany and Jeffersonville have served in leadership positions, public meetings have been held in Indiana locations, and residents of the Hoosier state were proportionately polled in market research tasks. The challenge is to extend what has begun, and to find new ways to work together in the true spirit of a metropolitan area.

Findings

• 67% of the public survey sample though a portion of local tax dollars should be dedicated to arts and cultural programs (76% among households with children)

• 47% strongly agree arts and culture are important to the region’s economy, with another 44% agreeing somewhat

• Three of the peer metro areas studied spend between $1.50 and $2.50 per capita (Indianapolis, Nashville, Charlotte) from public sources on direct arts funding (not including support of libraries, zoos, and other typically municipally-owned and/or operated institutions)

• The public survey found no difference in attendance levels by place of residence – in other words, the region’s audiences pay no attention to municipal and county boundaries

• The file analysis task reveals several Indiana ZIP codes (at least five with significant numbers) account for sizable portions of audiences at cultural events and attractions in the region

Objectives

• Development of public support for arts and culture is an important Metro Louisville agenda for the next decade. We propose that a partnership be formed between FFA, ACA, and The Kentucky Center through GLI to fund a professional advocate to actively lobby for increased public support for the arts.

• Undertake a study of opportunities for a dedicated public funding mechanism based on national precedent for use of special fees and levies, sales and use taxes, surcharges, special districts, and so on, to result in a proposal for

• Corporate leaders involved with the Cultural Blueprint should identify and target new corporate funders in the region, and present a “case for support” based on research, goals and objectives of the Cultural Blueprint and previous studies (e.g., economic impact studies, etc.)

• Explore funding options for neighborhood and community-based cultural programs and organizations, such as possibly expansion of the FFA’s community grants category and/or a portion of Metro government outside agency funding set-aside for this category of applicant, as well as through CDBG funds and other community development sources

• Work closely with Indiana leaders and arts community leadership to improve communication and expand opportunities for networking and joint programming and promotion, including assistance to Indiana-based umbrella arts organizations (e.g. Arts Council of Southern Indiana)

Goal 5 – Create an environment in which artists thrive

Rationale

Too often in our discussions about arts and culture we lose sight of the true foundation of it all – the Artists – performing, literary, and visual, a few of whom make their livings from their crafts, but so many of whom make innumerable sacrifices to create or sell their work while keeping a day job for insurance, or rent and food money. Where artists go neighborhoods tend to get revitalized; as it is sometimes noted, the real first step in Louisville’s stunning downtown revival was the move of Actors Theater to an historic Main Street building in 1972. Metro Louisville has such amazing artist resources – a one-of-a-kind world-class destination called Glassworks, a stunning new Art and Design Museum in an historic building, and a hopping First Friday Gallery Hop where visual arts are the rallying point for a movable feast… So, we have to help artists by making Metro Louisville a better, easier, and more supportive place for them to do business and live.

Findings

• Individual artists articulated a number of crucial issues in a series of public forums, including feeling “disenfranchised” by a lack of funding opportunities, the need for affordable live/work space and health insurance coverage, and opportunities for a “business incubator” model serving artists and offering, training in marketing and beyond. The nationally-recognized Paducah model was also cited (artists recruited for affordable housing)

• Several community leaders cited the successful First Fridays Gallery Hop as one of the most exciting cultural events that both attracts young people and celebrates downtown revitalization, and its expansion into the East Market area

• From case studies we learned that arts councils in Cincinnati, Charlotte, and Indianapolis offers individual artists grant program

Objectives

• Document specific code, zoning, development, and other factors that currently serve to inhibit and/or encourage artist live/work space development in downtown Louisville and elsewhere in the region

• Build on the success of the First Fridays Gallery Hop by developing components to stimulate the purchase of original art work, and by providing marketing and technical support to volunteer leadership

• Conduct market research on the visual arts sector, including ancillary impact of First Fridays program (i.e., increased sales taxes from food and beverage sales, etc.)

• Identify an organization (possibly the Louisville Free Public Library) and work with other visual arts organizations (e.g., Speed Museum, Museum of Art + Design, Glassworks) to create a database and slide/talent registry of individual artists, and promote its usage for social and business events, etc.

• Develop a range of technical assistance and marketing programs to help meet the needs of individual artists in the metro area: - Identify and secure space for on-going and temporary exhibitions, artist studios, and sales galleries - Work with GLI and individual corporations to facilitate businesses showcasing local artists and to institute an art rental (loan) program - Work with real estate industry professionals (e.g., realtors, developers, decorators, etc.) to promote sales by local artists - Offer “buy direct” seminars about art purchase opportunities at area fairs, exhibits, and forums - Host meet-the-artist receptions, lectures, openings, and other public programs at libraries and other public and private spaces - Integrate artist-in-residence program at farmers markets and other non-traditional public event settings
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