Jackson County Community Cultural Plan Creating a Dynamic & Vibrant Place to Visit, Work, & Live

December 2006

The Greater Jackson Community Cultural Plan

developed by the Community Cultural Planning Advisory Committee of the

with the assistance of

and funding from

Participants in the Development of the Community Cultural Plan

Arts and Cultural Alliance of Jackson County
Community Cultural Plan Subcommittee Grant Bauman Lynn Fessel Community Cultural Plan Coordinator Kerry Alexander Travis Fojtasek

ArtServe Michigan Consultants

Alison Loveday Susan D. Wood

Advisory Committee
Brenda Bobon Pastor Jay Cumming Doug Cunningham Rick Davies Neeta Delaney Jim Dunn, Supervisor Amanda Emmet Dan Evans Martin Griffin Daria Grinenko Karen Hawley Theresa Horne Ronnie Johncox Tim Johnston Katelyn Maino, Bill Rayl Steve Shotwell Tom Spring Debi Weid Harold White

Focus Group and Taskforce Participants Chuck Ahronheim Nancy Angelo Gerry Blanchard Sean Campbell Steve Carmody Phil Chaban John Clary Jared Cole Rick Collett Louis Cubille Joan Cummings Michael Dake Steve Dake Marge Duane Dana Emerson Therese Fifelski Carol Fowler Andrew Frounkelker Linda Furgason Ann Green Ron Griffith Marijo Grogan Marilyn Guidinger Jon Hart Debra Haueisen Deborah Herbert Ann Holt Vicki Hill Kay Howard Susan Karl Kathryn Keersmaekers Carol Konieczki Gus Krudwig Kate Lambert Lee Phil Lancaster Autmn Lee Kim Lennox Tim Litzer Patti Lyons Steve Mather Diane McDonald Anita Mere Susan Murphy Janet Paul Don Perry Elaine Piper Reverend Michael Poole Courtney Powell Frances Reeves Nicole Rhodes Margaret Riggle Mark Riggle Will Riley Juanita Rinas Jane Robinson Elaine Robinson Ken Schluckbier Courtney Shepherd Bev Simmons Lisa Skalski Rhonda Smith Jodie Sparks Sandra Steele Christine Taylor Margie Teske Sheryl Tolonen Nora Utley Dolores Watson Kellie Wolcott Jeannette Woodard Ed Woods Ellen Yoakam Dott Znosko

Table of Contents

Chapters 1 Background & Overview ...................................................................................................................................... 1 2. Visions for the Future.......................................................................................................................................... 5 3. Goals & Objectives.............................................................................................................................................. 7 4. Bringing the Plan to Life .....................................................................................................................................11 Appendices A. 2006 Survey & Focus Groups ............................................................................................................................. A1 B. Opportunities, Barriers, & Community Resources ..................................................................................................B1 C. Initial Implementation Recommendations ........................................................................................................... C1

Jackson County Community Cultural Plan In 2005 the Arts and Cultural Alliance of Jackson County (Alliance) received funds from the Jackson County Community Foundation to support the creation of a countywide Community Cultural Plan. The intent of the planning process was for the Alliance to engage residents and stakeholders from all sectors of the community in the creation of a strategic and comprehensive plan to fully develop the potential for arts and culture in Jackson County (Jackson). It is important to note that this Community Cultural Plan grows out of two previous survey and reporting efforts, in which artists, business people, cultural entities and area residents were questioned about the strengths and weaknesses of the arts and cultural sector in Jackson. The first was a Cultural Assessment Report developed in 2003 which consisted of surveys to develop perception (hypothesis) statements in nine different areas including: business and industry, media, artists, cultural organizations, education, community activity, community self-perception, churches, and government. From that Assessment a Community Taskforce consisting of a diverse group of civic leaders from various organizations throughout Jackson was formed in 2004 to

Page 1 develop and implement a survey instrument to assess the arts and cultural interests of the communitys residents. The purpose of this second study, the Jackson County Arts and Cultural Interest Survey, was to determine the general populations perception

What is Community Cultural Planning?

Community cultural planning is: (1) a structured and inclusive community-wide fact-finding and consensus-building process; (2) the assessment and identification of cultural resources and community needs and opportunities; and (3) the planning of actions and eventual securing of resources in response to identified gaps and needs. ArtServe Michigan regarding various aspects of the arts and cultural resources available in Jackson. Those aspects included the cost of tickets to various events, the respondents favorite type of music, their perceptions of the need to expand choice in arts and cultural activities and exhibits, and the availability of favorite musical (and other onstage) events.

CHAPTER 1
BACKGROUND & OVERVIEW

Page 2 Taken together, those reports contain a wealth of anecdotal and statistical information gathered from artists, business people, cultural entities, and residents regarding

Background & Overview the Alliance then engaged ArtServe Michigan (formerly the Michigan Association of Community Arts Agencies, or MACAA) to take the work to the next level: the development of a formal, community-based strategic plan for arts and culture. Guided by the Alliances Community Cultural Planning Advisory Committee, ArtServe Michigan consultants developed and conducted a survey and convened seven focus groups to complement and update the previous research (please see Appendix A). The consultants also conducted analyses of the two previous reports to ensure alignment with those findings going forward. The following five themes emerged as clear focus areas based on the research over the past three years. These themes were organized into taskforces for the next phase of the workthe development of the Plan itself, including goals and objectives. Accessing & Participating in Arts & Culture Funding Arts & Culture Marketing & Communications

The Planning Process Summarized

Public meetings: cultural planning, visioning the future, and assessment techniques were discussed during public meetings Surveys: online and printed surveys were distributed and collected Data collection: demographics and inventories of arts and cultural organizations and facilities were developed Focus groups: six meetings were held to discuss arts and cultural opportunities Assessment report: ArtServe Michigan developed and presented an assessment report Taskforces: Taskforces were convened to aid in the development of the Community Cultural Plan The Plan: ArtServe Michigan and the Alliance subcommittee prepared the Community Cultural Plan the strengths and weaknesses of the arts and cultural sector. With this foundational work completed and the Jackson County Community Foundation funding received,

Chapter 1

Jackson County Community Cultural Plan The Role of Government in Arts & Culture Youth & the Arts

Page 3 county governments, private fund sources, volunteers, non-profit arts funding and cultural organizations, schools and businesses will also be vital for success. Alliance lead-

Over forty taskforce participants worked in four meetings over several weeks discussing how to meet the needs and wants of Jackson residents in each of those areas. Their recommendations are the foundation on which this Plan is based. Overall, this Community Cultural Plan is the result of information solicited from over 800 community members. The Plan represents the collective direction of the Advisory Committee and community and civic leadership, as well as Jacksons arts and cultural groups. After months of hard work, time and energy by a broad cross-section of community members, ArtServe consultants are confident this Plan can enhance residents opportunities for meaningful, lifelong participation in arts and cultural activities, as well as help drive the creative economy in Jackson and the surrounding region. Of course a plan is only as good as its implementation. Successful implementation is grounded in the belief that local governmental cooperation is essential. The engagement of township, village, city, and Chapter 1

ership is essential if the collaborations among these various stakeholders are to be nurtured and sustained. The Alliance will need to build its capacity with an engaged

Page 4 board, qualified staff and appropriate infrastructure. As a part of implementation it will be critical to amend and modify this plan regularly as new opportunities arise and

Background & Overview government leadership to strengthen arts and culture in the county over the next five years and beyond.

Jackson continues to develop. If it truly remains a living document, the Plan can serve as a map for the collaborative efforts of artists, arts entities, community residents and Chapter 1

Jackson County Community Cultural Plan Historically, Jackson County (Jackson) residents have recognized the power of the arts to enrich lives, strengthen communities, stimulate local economies, enrich education, and, in general, ensure their lives are productive, inspired and enjoyable. There is enthusiasm for the arts and a high level of participation in cultural activities. Jackson is home to numerous professional artists, strong cultural organizations, historical sites and a varied mixture of cultural heritages. In order to build on what is currently available in arts and culture and to ensure the strength and sustainability of the sector into the future, participants in this planning process took a hard look at both OPPORTUNITIES for growth and enhancement and BARRIERS to success as well as COMMUNITY RESOURCES (please see Appendix B). As a result of that effort, the various taskforces crafted strong Vision Statements about what arts and culture in Jackson can become and be known for in the next five years: Arts and culture is an integrated, diverse experience, a cooperation of organizations and individuals interested in en-

Page 5 hancing and expanding art, culture and learning. Access to arts and culture is assured so each person can choose to participate in all activities, regardless of race, ethnicity, disability, education or economic status.

What do we mean by Arts & Culture?

The creative expression of oneself, place and meaning through the conscious production or arrangement of sounds, colors, words, forms, movements and other elements. This could include such things as galleries, libraries, theatre, dance, music, public art, traditional and non-traditional museums and historical organizations. ArtServe Michigan Jackson has ambience, pizzazz and wham! Jackson is affordable, unique, diverse, friendly, convenient, inclusive and creative Michigan at the Crossroads in the 21st Century. Tourism is increased, and Jackson is a viable community, economically and socially, as well as a dynamic and handsome place to live and visit.

CHAPTER 2
VISIONS FOR THE FUTURE

Page 6 Jackson establishes a county-wide endowment fund which is supported by local governments, corporations, foundations, and individuals in order to support capacity building and self sufficiency so artists and arts and cultural organizations can create a dynamic and visible presence throughout the community helping citizens comprehend the difference art makes in their lives, to their families, and in their workplaces.

Visions for the Future Jackson is a community that offers youth so many nurturing programs, venues, and opportunities for creative expression that they dont have to seek them out, but rather, are challenged by deciding which activities to participate in. The flow of talented young people out of Jackson stops and young people are now attracted to the community. Jackson has effective and comprehensive means of communication about its arts and cultural activities, and everybody can map out their arts and cultural choices from a comprehensive menu which is readily available to all. Local governments create an environment where arts and culture are integral to planning, partnering with the arts community, while providing for maximum flexibility with minimal direct funding through intergovernmental cooperation.

Taskforce members at work Chapter 2

Jackson County Community Cultural Plan The goals included in this Plan also combine into the following Overarching Vision for Jackson County (Jackson): Fully develop the potential for arts and culture in Jackson in order to encourage life-long appreciation and broad participation, and to ensure the community is a vibrant and dynamic place to visit, work and live.

Page 7 will highlight local organizations, upcoming events, and ways to get involved (participant or volunteer) Creation of an electronic newsletter for arts and cultural organizations to highlight professional development opportunities, news of note, etc.

Goal 1
Create effective and coordinated avenues of communication within the arts community and externally to the general public. Create, update, and maintain an inclusive directory of arts and cultural organizations in Jackson both printed and online Identify and partner with organizations that have created directories and websites of local events and organizations Creation of a website that includes documentation of arts and cultural venues, including contact information Creation of an electronic and printed newsletter to community members that

Jackson Arts & Culture

Creating a vibrant and dynamic place to visit, work and live Develop an online calendaring system that all cultural organizations can contribute to as well as tie into existing online calendaring systems Create a centralized database program to share mailing costs and management Enhance online calendaring system to include patron reviews, internet blogs, ticketing systems and incentives

Goal 2
Create a marketing plan with strategies that will support, strengthen and unite the arts in Jackson.

CHAPTER 3
GOALS & OBJECTIVES

Page 8 Coordinate with organizations and local governments to create and promote a new community identity as one that nurtures and supports creative talent Research current promotional efforts by arts and cultural organizations in Jackson Plan a comprehensive and concrete allmedia strategy to promote the new community identity and local events Promote and share with the community the benefits of arts and culture

Goals & Objectives Establish private/public partnerships to eliminate obstacles to arts and cultural initiatives Advocate and facilitate tax abatements, government sponsorships, or other sources of revenue to encourage arts and cultural activities Establish arts and culture as an integral part of the community not only for quality of life issues but also as part of planning and development

Goal 4
Nurture, expand, and encourage broad participation in a variety of inclusive arts and cultural activities. Eliminate barriers to participation such as cost, accessibility, transportation, and racial, ethnic and culture barriers to ensure that all people feel welcomed at events Encourage partnerships and collaborations among arts entities and between arts entities and other community and governmental groups to ensure inclusiveness, reduce programmatic overlap and promote effective use of limited resources Chapter 3

Goal 3:
Integrate the Community Cultural Plan in all local governmental planning processes Amend the Jackson County Community Comprehensive Plan, the City of Jackson Comprehensive Plan, and other local master plans to incorporate the Community Cultural Plan Conduct an economic impact study of arts and culture in Jackson Present, distribute, and promote economic impact studies to all local units of government

Jackson County Community Cultural Plan Establish Jackson as a place for nurturing and expanding local and regional talent Encourage interactive and participatory events that are multicultural and multiethnic

Page 9 Advocate for an increase in, and equity of, arts and cultural programming in schools

Goal 5
Ensure youth have access to quality arts and cultural experiences both in and out of schools Create a youth art programming committee within the Alliance and recruit youth to be part of it as well as serve on the board Identify and/or create venues that are open to, supportive of, and inviting to youth Establish relationships with schools, teachers, instructors, artists, churches, and community organizations that provide arts programming in and out of school Identify, support and promote existing after-school arts programs Artserve Facilitating a Taskforce Meeting Provide and encourage more arts in schools through existing organizations that offer such programming Collaborate with the Jackson County Intermediate School District to provide skill-building sessions for teachers to incorporate the arts in the classroom

Chapter 3

Page 10 Create broad community awareness of the needs of youth including K-8, 9-12 and college-age students, as well as post-college Develop community-wide themed art and cultural events that integrate and include youth Develop an arts mentor program which encourages professional artists to work in classrooms as well as after-school programs

Goals & Objectives Make presentations about the endowment and the ROI to governments, corporations and other potential donors and stakeholders Advocate for line item financial support from city, county, township, and school budgets

Appendix C contains recommendations on how to implement the goals of this Plan.

Goal 6
Establish a strong endowment fund to support and enhance arts and culture in Jackson Collect and publish data to support return on investments (ROI) for businesses and individuals who might contribute to the endowment Establish criteria and review the methods and fiscal responsibilities for distribution of funds Establish the potential for capacity building, self sufficiency and visibility for artists and arts organizations as part of the endowment

Chapter 3

Greater Jackson Community Cultural Plan In order to be successful, the Jackson County (Jackson) Community Cultural Plan needs a strong implementation component and process. The Process Open dialogues with other community planning and economic development efforts for the purpose of identifying common areas of interest, priorities, and resources Formation of a taskforce which will integrate the Alliances strategy with the strategies included in other planning efforts in Jackson which include arts and culture Integrate the implementation strategies in the Community Cultural Plan with the arts and cultural strategies included in other planning efforts in Jackson Integrate the Community Cultural Plan into local governmental comprehensive (master) plans Integrate other important considerations (included in this chapter) into the process

Page 11 Other Important Considerations Participants also need to heed the following considerations during the process: Never doubt that a small group of people [can] change the world. Indeed, its the only thing that ever has. Margaret Mead Building the Alliances Capacity Successful implementation of the Plan depends on strong leadership and coordination guided by an umbrella entity which is empowered to forge collaborations and monitor plan progress. If the Alliance is to be that entity, it must build its capacity in the areas of board development, staff leadership, support systems and infrastructure, and strategic planning. Hiring Professional Staff Building capacity and plan implementation requires a professional to lead and coordinate the efforts.

CHAPTER 4
BRINGING THE PLAN TO LIFE

Page 12 Keeping People Engaged It is important that the people who participated in this planning process remain engaged, serving on committees, task forces or advisory groups. It will also be essential to involve community organizations, schools and universities, businesses, arts organizations, and local units of government.

Bringing the Plan to Life cesses and accomplishments of the Plan as it unfolds. Keeping the Big Picture in Mind People should be encouraged to let go of old alliances and turfs in order to form new partnerships and collaborations across boundaries and sectors. This is key to uniting the community behind the implementation of this Plan, and it will take time. Revisiting the Plan If the Community Cultural Plan is to be a living and dynamic document, it should be reviewed periodically so modifications and course corrections can be examined and formalized. Appendix C contains more detailed recommendations for implementing this Plan.

Exhibit at ART 634 Improving Communication Promote and publicize the efforts of those involved in the creation and implementation of the plan AND the sucChapter 4

Jackson County Community Cultural Plan

Page A1

2006 Survey
The online survey was developed by ArtServe Michigan with input and approval from the Arts and Cultural Alliance of Jackson Countys Community Cultural Planning Advisory Committee. Due to time and money constraints the survey was initially broadcast via e-mail and websites. Additional survey information was gathered from printed copies that were distributed throughout the county at local businesses, senior centers and places of learning. The results of the quantifiable questions are included in this Appendix. 3. How satisfied are you that Jackson County offers a good mix of arts, cultural and heritage programs (n=731)? Very Satisfied Satisfied Dissatisfied Very Dissatisfied 4. 62 231 55 383

How satisfied are you with the quality of Jackson County arts, cultural and heritage programs (n=610)? Very Satisfied Satisfied Dissatisfied Very Dissatisfied 46 169 44 351

APPENDIX A
2006 SURVEY & FOCUS GROUPS

Page A2 5. Very Satisfied Satisfied Dissatisfied Very Dissatisfied 7. 80

2006 Survey and Focus Groups

How satisfied are you that you have adequate information about cultural events and programs in Jackson County (n=743)? 45 316 302

How useful to you are each of the following sources of information to make decisions about what Jackson County cultural programs to attend (n=571)? Very useful Radio Television 23% 18% 35% 35% 27% 43% 11% 10% 29% Useful 36% 34% 41% 42% 45% 42% 20% 27% 39% Not very useful 20% 26% 14% 12% 18% 9% 24% 29% 14% Not at all useful 7% 9% 2% 2% 3% 2% 9% (48) 8% 4% I do not use this 14% 12% 8% 8% 6% 4% 37% 27% 15% Response Average 2.53 2.62 2.07 2.07 2.17 1.82 3.42 3.14 2.37

Daily newspaper listing Weekly newspaper listing Newspaper ad Direct mail from event County tourism website Other websites Email announcement

Appendix A

Jackson County Community Cultural Plan

Page A3

Poster or flier Word of mouth Newsletter 8.

18% 37% 23%

54% 46% 48%

22% 12% 18%

2% 3% 3%

4% 1% 7%

2.21 1.85 2.23

Where do you most often go for arts and cultural programs (n=565)? Very often City of Jackson Out county Ann Arbor Detroit Other Michigan location Outside Michigan 17% 14% 15% 9% 10% 4% Often 40% 37% 29% 21% 31% 23% Not very often 35% 36% 38% 39% 40% 41% Rarely or never 9% 13% 19% 31% 19% 32% Response Average 2.36 2.47 2.60 2.92 2.67 3.01

9.

Within the past year, how frequently have you attended each of the following kinds of Jackson County events (n=568)? 5 or more times Festival Live theater Live music 28 35 123 3 to 4 times 108 98 129 1 or 2 times 303 241 207 Not at all 120 192 111 Response Average 2.92 3.04 2.54

Appendix A

Page A4 Live dance Art and craft exhibits Art exhibit or gallery Historic site Library or book store Film Readings, lectures or poetry 20 49 75 41 298 191 21 36 124 109 72 142 135 31

2006 Survey and Focus Groups 130 251 221 244 88 139 143 365 140 152 200 40 98 365 3.52 2.85 2.81 3.08 1.77 2.26 3.52

10. Within the past year, how frequently have you attended each of the following kinds of events OUTSIDE of Jackson County (n=567)? 5 or more times Festival Live theatre Live music Live dance Art and craft exhibits Art exhibit or gallery Historic site 6% 8% 12% (69) 4% 9% 12% 10% 3 to 4 times 16% 19% 22% (123) 5% 19% 18% 23% 1 or 2 times 45% 42% 37% 20% 43% 42% 43% Not at all 33% 30% 28% 70% 30% 29% 24% Response Average 3.05 2.94 2.82 3.56 2.94 2.87 2.81

Appendix A

Jackson County Community Cultural Plan

Page A5

Library or book store Film Readings, lectures or poetry

28% 14% 4%

25% 13% 6%

23% 28% 19%

24% 45% 71%

2.44 3.04 3.57

13. What prevents you from participating in more arts, cultural and heritage programs within Jackson County (n=545)? Significant Not much Somewhat barrier to of a bara barrier participation rier Cost of tickets Family obligations Driving distance Parking Lack information about events, dates or times Prefer to spend leisure time other ways Hard to make time to get out Would rather go to Ann Arbor or Detroit Events do not appeal to me 10% 11% 4% 4% 38% 8% 11% 8% 11% 29% 33% 14% 13% 33% 28% 37% 15% 29% 34% 26% 33% 32% 17% 37% 32% 25% 24%

Not a barrier 27% 30% 49% 52% 12% 26% 20% 52% 35%

Response Average 2.79 2.74 3.27 3.32 2.03 2.82 2.61 3.22 2.84

Appendix A

Page A6

2006 Survey and Focus Groups

14. How important are arts, cultural and heritage programs to the quality of life of your community and the County (n=554)? Very important Important Not very important Not at all important I do not know 2 9 19 238 286

15. How important are arts, culture and heritage to the economy of your community and the County (n=555)? Very important Important Not very important Not at all important I do not know 6 30 50 231 238

16. How important are arts and cultural programs to Jackson's attractiveness to visitors and business (n=551)? Very important Important 180 333

Appendix A

Jackson County Community Cultural Plan

Page A7

Not very important Not at all important I do not know 3

19

16

17. How important is the presence of artists, performers, designers, writers and other creative people to the County's economy (n=540)? Very important Important Not very important Not at all important I do not know 2 26 53 230 229

18. How important is an arts education and/or participation in arts, cultural or heritage activities in developing skills needed for the 21st century workforce (n=537)? Very important Important Not very important Not important at all I do not know 3 24 53 228 229

Appendix A

Page A8

2006 Survey and Focus Groups

19. It costs more to operate cultural programs than can be recovered from tickets and sales. How well do you believe each of the following sectors pays its share of the costs (n=532)? Very well Individual donors Local governments County government State government Federal government Small business Corporations Foundations 23% 2% 2% 2% 2% 9% 12% 23% Well 45% 13% 9% 11% 9% 42% 43% 48% Not very well 13% 35% 33% 36% 30% 21% 22% 9% Poor 2% 25% 29% 23% 31% 6% 5% 2% I do not know 17% 25% 27% 28% 29% 22% 19% 17% Response Average 2.45 3.57 3.70 3.64 3.76 2.91 2.77 2.42

20. How satisfied are you that school children (K-12) receive an education that includes adequate instruction in the arts (n=683)? Very satisfied Satisfied Dissatisfied Very dissatisfied 69 35 265 314

Appendix A

Jackson County Community Cultural Plan

Page A9

21. How satisfied are you that adults have access to arts instruction (n=689)? Very satisfied Satisfied Dissatisfied Very Dissatisfied 53 30 316 290

22. How satisfied are you that children and adults have opportunities to participate as amateurs in the arts (n=525)? Very satisfied Satisfied Dissatisfied Very dissatisfied 39 27 224 235

23. Is your legal residence within Jackson County (n=550)? 502 Yes No 48

24. I live in...(n=620) Blackman Twp. Columbia Twp. 27 50

Appendix A

Page A10 Concord Twp. Grass Lake Twp. Hanover Twp. 10 13 9

2006 Survey and Focus Groups

Henrietta Twp. 6 Leoni Twp. Liberty Twp. Napoleon Twp. Norvell Twp. 1 Parma Twp. 10 18 22 29

Pulaski Twp. 0 Rives Twp. Sandstone Twp. Spring Arbor Twp Springport Twp. 2 Summit Twp. Tompkins Twp. 2 Waterloo Twp. 6 City of Jackson 188 169 10 10 38

Appendix A

Jackson County Community Cultural Plan

Page A11

25. Do you work primarily within Jackson County (n=529)? Yes No Not applicable 66 76 387

26. Which of the following are true for you (n=531)? True I volunteer for an arts, culture or heritage organization I am employed by an arts, cultural or heritage organization I practice an arts, cultural or heritage form (hobby or pro) I earn 50% or more of my income as an artist I subscribe to a performing arts series I am a member of an arts, cultural or heritage organization I regularly contribute money to an arts, culture or heritage organization 27. What is your gender (n=553)? Female Male 195 358 45% 10% 60% 7% 22% 35% 46% False 55% 90% 40% 93% 78% 65% 54%

Appendix A

Page A12 28. How old are you (n=561)? Under 18 18 - 29 30 - 49 50 - 64 65 - 80 Over 80 7 50 192 3 59 250

2006 Survey and Focus Groups

29. What is your household's yearly income (pre-tax) (n=503)? $20,000 or less $20,001 - $40,000 $40,001 - $60,000 $60,001 - $80,000 $80,001 - $100,000 $100,001 - $150,000 Over $150,000 44 74 83 87 23 76 107

30. Which best describes your ethnicity (n=551)? 496 White, non-Hispanic

Appendix A

Jackson County Community Cultural Plan 3 Hispanic, Latino/Latina 31 Black, African American 2 Asian or Pacific Islander 7 Native American 12 Other 31. What is your martial status (n=542)? Single Married Divorced Widowed None 12 35 43 189 12 65 100

Page A13

365

32. How many children do you have living in your household (n=526)? 292

Appendix A

Page A14

2006 Survey and Focus Groups

6-8 More than 8

2 0 33. Which best describes your occupation (n=515)? Student Homemaker 13 22 25 7 25 21 46 20 1 60 14 54

Township, City or County Employee State Employee Artist Banking/Financial Services/Real Estate Clerical/Administrative Technology Construction/Craftsmen Education/Academic Research Entertainment/Media Executive/Management Hospitality/Travel Legal Services

Appendix A

Jackson County Community Cultural Plan

Page A15

Manufacturing/Distribution Medical/Health Services Sales/Marketing Technical/Science/Engineering Transportation Food Service Retail Other

17 7 39 25 0 2 7 97 on word-of-mouth. The arts community needs to do a better job of understanding the audiences they want to target, and marketing effectively to those people. Does what is being offered match with what people want? Jackson has a poor image both within and outside the community, in part related to the prison, and is thought by some to be unsafe There are gaps in arts offerings to ethnic minorities and young people There is an overload of events and the arts community needs to be more coor-

Focus Groups
The Advisory Committee also convened six focus groups concurrent with the survey and ArtServe Michigan facilitated them. The key themes gathered from each focus group are summarized below. Downtown Library Jackson County has a remarkable arts and cultural scene, but it isnt always recognized The newspaper, Jackson TV and the SCARAB website do a good job of promoting events, but most people still rely

Appendix A

Page A16 dinated and collaborative, as well as to address the quantity vs. quality issue Contemporary media puts live performance in jeopardy Arts education is the first thing cut in a funding crisis With the emphasis on math, science, reading and test scores, teachers have difficulty fitting arts into their curriculum. Teachers would benefit from professional development on arts integration Businesses want creative workers, so they have an obligation to support the arts Funding for arts entities is more difficult as more entities compete for the same money If government supports arts and culture, there is a risk of censorship Conflict between the city and the county includes the perception that when people can afford to, they move to the county. There is not a free flow of people going back and forth between city and county events. The Cultural Plan should be implemented by a coalition of entities under the leadership of a paid staff person

2006 Survey and Focus Groups People stay in Jackson because of easy living and accessibility Positive experiences include Armory Arts, Art 634, Shakespeare Festival, Ella Sharp Museum, Jackson Community College Potter Center If people are connected to mainstream media and are on mailing lists, they get information. Lots of people who arent connected miss out As budgets shrink, arts organizations cut marketing Barriers to participation include cost, disconnected youth, perception of exclusivity and racial and ethnic differences Arts organizations have their own agendas and are fearful of working together. Ella Sharp Museum and Symphony partnership around a fundraiser is a positive development Arts education is largely provided by arts organizations that bring programs into schools. However there are cost and capacity issues that hinder this. Teachers need to be more involved in designing these programs

Ella Sharp

Appendix A

Jackson County Community Cultural Plan City/county lines are somewhat blurred now but not completely. There is still some lack of crossover There is a tension between the belief that one can never have too many arts and cultural offerings and the fear the market is becoming saturated Arts and culture should be funded by corporations and individuals first, then foundations should step in Jackson arts community needs ties to states Community Economic Development The Cultural Plan should live at the Arts and Cultural Alliance of Jackson Countythis is why it was created. It needs to build its capacity, however. Other potential homes for the Cultural Plan include the Armory Project, the Enterprise Group and the Chamber of Commerce. It shouldnt be housed in government to avoid becoming political Residents stay in Jackson because of a sense of change, family ties and the location There is a very active arts and cultural scene in Jackson County: Michigan

Page A17 Theatre, Shakespeare Festival, Art 634, Armory Arts Project, Ella Sharp Museum and others There needs to be better coordination of events and offerings and more cooperation between artists and arts entities Promotion of arts and cultural events is inadequate; the media does a poor job of publicizing events and advertising is expensive The Jackson area suffers from a poor self image and negative perceptions on the outside Participation in arts and culture are affected by income and education levels as well as by old fashioned mentalities There is a need to ensure arts events are handicapped-accessible Arts education in K-12 education is spotty, and arts take a back seat to sports. Arts entities pick up the slack by providing in-school and out-of-school experiences for students. The arts community needs to better articulate the value of arts experiences There are more offerings in the city than in the county, and city/county residents arent always aware of what is happening in each others communities

Napoleon Township

Appendix A

Page A18 Arts funding needs to come from both public and private sources The Cultural Plan should be implemented by the Arts and Cultural Alliance of Jackson County People stay in the area because of the geographic proximity to lakes and other cities and because it is affordable and safe Strong arts entities include Art 364, Armory Arts Project, Jackson Symphony, Shakespeare Festival, Blues Festival, Thunderbird Coffee House, public art, StoryFest Jacksons positive self-image is growing, and people believe in possibilities, but initiatives need to be pulled together and coordinated Information about arts activities are communicated via a number of efforts including the Jackson Citizen Patriot and Independent Link newspapers, the SCARAB 49201 and Mlive.com websites, and word of mouth Other avenues for communication that need to be explored include billboards, a website such as MySpace.com, a

2006 Survey and Focus Groups monthly events newsletter and printed material in hotels targeting visitors. A central clearing house is also needed. Barriers to participation include disconnect of youth, time, money, and the perception by blue-collar workers and ethnic minorities that arts events are not for me Arts education in public schools could be enhanced by an advocacy campaign directed at superintendents and a millage request from the Intermediate School District Arts organizations should take responsibility for arts education and these services need to be better coordinated There needs to be a balance of offerings in the city and county. The major performance venue is outside the city at Jackson Community College, but many in the county dont want to drive into the city. Arts and culture should be funded by a combination of individuals, corporations, foundations and government, coordinated by a single, centralized entity. Jackson County could benefit from looking at models of how other communities fund arts and culture

Nomad Bookstore

Appendix A

Jackson County Community Cultural Plan Once completed, the Cultural Plan will be adopted into the master plans of the city and county. Both city and county governments need to allocate funds annually to support the implementation The Arts and Cultural Alliance of Jackson County needs capacity building in order to implement the plan, which should include hiring a staff person Armory Arts Project will form a nonprofit organization to move it forward, and Cultural Planning could conceivably live there People stay in Jackson because of the size, location, growth, challenge and family-oriented activities Jackson County has great arts and cultural opportunities for families There are gaps in services for young adults, elementary children and ethnic minorities and low-income families. These groups need to be consulted about what arts and cultural offerings they need and want There needs to be a way to get services to prisoners, both to inmates and to

Page A19 families once ex-prisoners and their families re-enter the community The newspaper, television and the SCARAB 49201 do a good job of promoting activities, but there needs to be more coordination of information to ensure information is getting out and avoid information overload. There also needs to be a way to cross-promote activities at events Barriers to participation include transportation, economic issues and geography Schools do what they can with limited funds. Field trips and after-school experiences are ways for students to get arts exposure. Arts and cultural groups need to take experiences into the schools. The Armory Arts project will require artists to work with schools. There is a disconnect between the city of Jackson and the county, and between the various townships within the county. There is a perception that parking in the city is a problem, which may not be accurate There is a quantity vs. quality issue relative to arts and cultural offerings.

Summit Township

Appendix A

Page A20 All sectors have an obligation to financially support arts and culture. Corporations now understand that arts and culture play a role in economic development and the advancement of creativity, but we need to continue to make the case and use language that the business sector can understand The Cultural Plan will be embedded in the city and county master plans. The city may need to consider creating a cultural coordinator position The Arts and Cultural Alliance of Jackson County should be the driving force for implementation of the plan. It should be managed by a full-time staff person who would work with city and county government. Residents stay in Jackson County because of jobs and families, but they also value the slower pace, geographic proximity to other cities and the quality of life

2006 Survey and Focus Groups

Appendix A

Jackson County Community Cultural Plan

Page B1 Utilize existing communication networks and methods The grass roots organization in the community Retailers, Chambers of Commerce, CVB

Opportunities
The various taskforces identified the following Arts and Cultural opportunities: Access to and Participation in Arts and Culture Big name acts should be used to draw for a new event to get the word out Having big name personalities to give lectures/presentations The K-12 schools and universities/colleges in the area Jackson is seen as an affordable, unique, diverse, friendly, convenient, inclusive and creative community we are at the point to really build on it Funding and the Arts Jackson is ripe for the birth of arts/culture Many community resources Jacksons geographic location Marketing & Communications The successful techniques, methods, mediums, materials that existing organizations have used The opportunity to piggy back on popular attractions

Role of Government Incorporation of the Community Cultural Plan into the Community Comprehensive Plan Government utilizing private arts/culture organizations as resources Broaden perspective of Public Arts Committee to all local governments Government act as grant facilitator Cross discipline participation Youth and the Arts Critical mass is interested The timing is NOW to increase awareness and make positive efforts

Barriers
The taskforces also identified the following barriers to Arts and Cultural: Access to and Participation in Arts and Culture Different religious groups are able/unwilling to work together

un-

APPENDIX B
OPPORTUNITIES, BARRIERS, & COMMUNITY RESOURCES

Page B2

Opportunities, Barriers, & Community Resources Marketing and Communications Lack of agreed upon definition of arts and culture Arts Organizations disconnect in working together Poor self image of Jackson Lack of infrastructure/paid staff Role of Government Community Comprehensive Plan does not currently have an arts and culture component Limited public funding Clear understanding of the needs vs. the wants of the community The need for a variety of public venues Political priorities do not include arts and culture Obsolete ordinances hinder development of arts and culture Lack of information, understanding and data to support the arts as an economic driver Youth and the Arts Lack of understanding of importance of arts and culture Not enough art programs in K-8 school system

People with disabilities have difficulty participating Jacksons poor image Lack of communication/publicizing of event information Websites are out of date or not current Lack of public transportation Cost of events Too much to do Lack of coordination between arts entities, between arts entities and other community activities

Funding and the Arts Numerous entities competing for the same dollars Government is reluctant to support arts and culture financially Arts entities arent committed to being financially self-sufficient Lack of corporate support for arts and culture Current economic status of city and state Missing infrastructure/paid staff Lack of visibility of arts and culture Lack of visibility of our cultural diversity Perception of Jacksons image

Appendix B

Jackson County Community Cultural Plan Youth need to be engaged in the programming aspects Need for a wider range of venues, programs and opportunities for students in middle school thru college Educating parents on the importance of the arts Lack of communication between teachers, and teachers and the arts community Limited funding Lack of coordination of events Lack of public transportation Lack of clear marketing, communication and clearing house of information about arts and culture Need a safe environment where people can engage in creative self expression and learning Races are separated Lack of interest Lack of leadership

Page B3 The Arts and Cultural Alliance of Jackson County and its committees: Public Art Education and Outreach Marketing and Membership Fund Development Board Development The City of Jacksons Ella Sharp Museum of Art and History The Jackson Symphony Orchestra The Carnegie Branch of the Jackson District Library and its other local branches ART 634 and its artists and shops The Jackson County Fair (jcf) and other fairs and festivals The Armory Arts Project The Jackson Non-Profit Support Center COJAX The Musicians Coop (John Hart) The National Art Honor Society The Cottage Retreat Center

Community Resources
The taskforces also identified the following organizations which may function as Arts and Cultural resources: Arts and Cultural (Support) Organizations, such as:

Clearinghouses for local arts and cultural events and personalities, such as the website Scarab 49201 (http://www. scarab49201.com/)

Appendix B

Page B4

Opportunities, Barriers, & Community Resources Philanthropic/service organizations Service clubs (e.g., Lions, Rotary, Kiwanis, Optimists, etc.) Youth organizations (e.g., the Great Sauk Trail Council of the Boy Scouts of America, the Irish Hills Council of the Girl Scouts, and 4-H through Jackson County MSU Extension) The Federated Garden Clubs of Michigan and its member clubs in Jackson County, such as the Mens Garden Club of Jackson Foundations (e.g., Jackson County Community Foundation, Weatherwax Foundation, etc.) Lifeways: paths for personal growth Disability Connections Essential Energies other grass-roots organizations and networks

Educational institutions which can serve as venues, partner in cultural programs, and provide interns: Regional universities and colleges: UofM, MSU, EMU, SAU, etc. Jackson County Community College, including The Potter Center The Jackson County Intermediate School District (JCISD) Local school districts and charter schools, such as the Jackson Arts and Technology Academy The Jackson School for the Arts The Jackson County Chamber of Commerce and other member agencies of The Enterprise Group Local eateries Local governments, their associations, and the public spaces they provide (e.g., parks, non-motorized trails, plazas, etc.) The County of Jackson, the City of Jackson, and the villages and townships comprising Jackson County The Region 2 Planning Commission The Jackson County Chapter of the Michigan Township Association Media outlets serving Jackson County

Appendix B

Jackson County Community Cultural Plan This Appendix provides initial recommendations for implementing the Jackson County Community Cultural Plan. The suggestions are intended to foster further discussion within the Arts and Cultural Alliance of Jackson County (Jackson) and among its partners; they are not official recommendations of this Plan.

Page C1 the image/brand is ideal and can be promoted. Goal 3 (page 8) To make this goal a reality the Alliance will need to establish relationships with local units of government so that arts and culture is not simply an agenda item but an integral part of decision-making. This will assist in building coalitions with local governments and assessing priorities. Goal 4 (pages 8 & 9) To make this goal a reality the Alliance needs to establish strong relationships with providers of public facilities and human services to ensure inclusiveness and communication with audiences and organizations that provide programming for the community. Goal 5 (pages 9 & 10) To make this goal a reality the Alliance needs to lead by example. Including the youth in the decision making process at the Alliance is the only way to develop a community where the youth have a voice in determining the future of their county. Building programs and strengthening existing

Implementing Goals
The following listing contains recommendations for Plan goals: Goal 1 (page 7) To make this goal a reality the Alliance needs to convene meetings with representatives of arts organizations, artists, and other groups to explore partnerships and collaborations. The Alliance will need to also research calendaring systems, ticketing systems and cooperative database programs. Goal 2 (pages 7 & 8) To make this goal a reality the Alliance will need to establish relationships with groups in the community which are already working on branding and image-building. The Alliance will need to work closely with the arts community and media to ensure that

APPENDIX C
INITIAL IMPLEMENTATION RECOMMENDATIONS

Page C2 programs will be the key to full implementation of arts education. Goal 6 (page 10) To make this goal a reality the Alliance of Jackson County needs to collaborate with local foundations to ensure the endowment is handled appropriately. The Alliance also needs to provide quality presentations with accurate numbers so that philanthropic investors believe in the program.

Initial Implementation Recommendations Follow the State process to amend local plans

Hiring Professional Staff (page 11)

ArtServe Michigan recommends that an ideal candidate would be a dynamic and visionary leader with strategic planning and implementation experience; have a minimum of three years of non-profit administration experience, preferably in arts administration; have the ability to work with diverse groups of people; and be experienced in marketing, program management, fundraising and communication. ArtServe also suggests that if the Alliance is to hire this person, a complete job description including list of core competencies needs to be developed.

Integrating the Community Cultural Plan into local governmental Plans (page 11)
The State of Michigan mandates an official adoption process for comprehensive (master) plans which local governments are obliged to follow. The following suggestions will help facilitate that adoption process. Presentations before local governments on the Community Cultural Plan Secure commitment to amend local plans Prepare text to amend local plans, including the adoption of the Community Cultural Plan by reference

Keeping the Big Picture in Mind

(page 12) Artserve Michigan provided the following examples as food for thought: Could the Alliances professional staff be housed at the Armory Arts Project? Can established mainstream arts organizations facilitate grass roots efforts? Can higher education partner with K-12?

Appendix C