A Cultural Vision for Maine

8/11/2019 A Cultural Vision for Maine

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No state development strategy can ignore the role of the cultural sector. The 2006 Brookings Reportnoted that:

As the search for quality places grows in importance, Maine possesses a globally-knownbrand built on livable communities, stunning scenery and great recreational opportunities.1

Eight years later, this concept has never been more true, as cities like Portland and Bangor appear onmore national lists of vibrant communities; as Maines historic downtowns are being rediscovered andredeveloped; and as individual Maine cultural organizations and events grow in national stature.

ECONOMIC IMPACT:

New Englands creative economy has been widely studied over the past decade, and this workcontinues today to document and better explore the significant economic impact of cultural work inMaine. Findings showed that eight percent of Maines workforce are creative workers. It also showedthat 75 percent of these workers had earned at least a bachelors degree and on average earned$49,000 annually.2

Tax-return-based research has confirmed that Maine is home to 3,262 arts-related businesses (frommuseums and performance organizations to advertising, photography film, design and similar

businesses) that employ 10,667 people. The Creative Industries account for 3.9 percent of the totalnumber of businesses located in Maine and 1.6 percent of the people they employ.3

The Maine Arts Commission has calculated the overall economic impact of arts and culture in Maineat a very conservative $313 million. That figure is itself an impressive one, but it fails to include theless-tangible indirect impact of livability, which is among the central factors that businesses andindividuals consider when deciding on relocation. Just as schools, tax rates, workforce availability andmunicipal services play a role in site selection, the presence of cultural amenities and overall quality oflife considerations for employees are equally essential.

Aside from the funding challenges, Maine is fortunate to have a structure in place to facilitate

coordination of cultural services.

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A CULTURAL VISION FOR MAINEINTRODUCTION


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THE MAINE CULTURAL AFFAIRS COUNCIL

The Maine Cultural Affairs Council (CAC) is state governments cultural planning and coordinationresource. It was created in 1991 when four state agencies The Maine Historic PreservationCommission, Maine State Library, Maine Arts Commission, and Maine State Museum, were separated

from the Maine Department of Education. Its mandate was to coordinate budget requests, provide aforum for interagency planning, and be a formal liaison for interactions with other state agencies. Overtime, the Maine Humanities Council, Maine Historical Society, and Maine State Archives joined theCAC.

Currently the Cultural Affairs Council meets on a quarterly basis, though it has neither staff nor asignificant line in the state budget.

Like its forests, rivers and other natural assets, Maines cultural resources are among the centralelements that define our state. Our art, architecture, museums, public libraries and historical collections

uniquely identify Maine, not just within the United States, but in the world.

State government policy, while one of many factors in the health of our cultural and heritage assets,can play an important role in fostering and promoting these resources. Cultural resources, in turn, willbenefit state efforts in economic, educational, and community development.

EMBRACE Maine needs to fully embrace a strong and dynamic cultural vision for the 21st Centuryby leveraging our creative talent and cultural assets to spur economic growth and communitydevelopment.

INTEGRATE Maine needs to integrate our cultural economy into economic and community

development efforts. The cultural sector is a critical contributor to Maines economy because it createsjobs, strengthens the tax base, and makes our communities better places in which to live and work.

INNOVATION The cultural sector has an increasingly important role in a new economy that ischaracterized by technology and creativity. In addition to other educational assets, we must maintainengines of innovation like strong public libraries and arts education in our schools.

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A CULTURAL VISION FOR MAINEMOVING FORWARD


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VALUE Maines distinct sense of history and place is our value in the marketplace! Quality of placeinfluences business development and expansion decisions, inspires downtown revitalization andhistoric preservation, builds community identity, promotes diversity and stimulates the growth of creativeenterprise. Poor health makes it harder for children to learn and develop and for adults to work and befully engaged in their families and communities.

ACTIONS

A. Provide framework and coordination that will assist communities in stewardship of their culturalinfrastructure;

B. Support funding for arts in education;C. Create an inclusive environment that inspires dialogue between government and the cultural

community drawing on both the Cultural Affairs Council and leaders of Maines culturalorganizations;

D. Rebuild and support Maines state cultural agencies;E. Integrate my Cultural Vision plan with my MAINE MADE business and investment plan particularly

sections on tourism and the Maine Brand;F. Leverage public and private funding to support Maines cultural sector.

LOOKING TOWARD 2020

In 2020, just six short years from today, Maine will celebrate its bicentennial of statehood. Whatbetter way to mark that important anniversary than to launch a renewed focus on our cultural resources those things that make Maine different from every other state. Through the Bicentennial, we canindividually and collectively celebrate our past, examine our present, and set a strong course for ourfuture. When we think about Maines economy and how to make it grow, the conversation must startwith our people. People are the engines of the economy, whether theyre small business owners,

innovators and entrepreneurs, or precision manufacturers.

END NOTES:1Charting Maines Future, An Action Plan for promoting sustainable prosperity and Quality Places Washington, Brookings

Institution, 2006. P.6, http://www.brookings.edu/~/media/research/files/reports/2006/10/cities/maine2http://mainearts.maine.gov/Pages/General/Maines-Creative-Economy3http://aftadc.brinkster.net/Maine/Maine.pdf

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1Charting Maines Future, An Action Plan for promoting sustainable prosperity and Quality Places Washington, BrookingsInstitution, 2006. P.6, http://www.brookings.edu/~/media/research/files/reports/2006/10/cities/maine

2http://mainearts.maine.gov/Pages/General/Maines-Creative-Economy

3http://aftadc.brinkster.net/Maine/Maine.pdf
http://aftadc.brinkster.net/Maine/Maine.pdfhttp://www.brookings.edu/~/media/research/files/reports/2006/10/cities/mainehttp://mainearts.maine.gov/Pages/General/Maines-Creative-Economyhttp://aftadc.brinkster.net/Maine/Maine.pdfhttp://aftadc.brinkster.net/Maine/Maine.pdfhttp://www.brookings.edu/~/media/research/files/reports/2006/10/cities/mainehttp://www.brookings.edu/~/media/research/files/reports/2006/10/cities/mainehttp://aftadc.brinkster.net/Maine/Maine.pdfhttp://aftadc.brinkster.net/Maine/Maine.pdfhttp://mainearts.maine.gov/Pages/General/Maines-Creative-Economyhttp://mainearts.maine.gov/Pages/General/Maines-Creative-Economyhttp://www.brookings.edu/~/media/research/files/reports/2006/10/cities/mainehttp://www.brookings.edu/~/media/research/files/reports/2006/10/cities/maine

Documents

A Cultural Vision for Maine