No state development strategy can ignore the role of the cultural sector.
The 2006 Brookings Report
noted that: As the search for quality places grows in importance, Maine possesses a globally-known brand 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 on more national lists of vibrant communities; as Maines historic downtowns are being rediscovered and redeveloped; 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 work continues today to document and better explore the significant economic impact of cultural work in Maine. Findings showed that eight percent of Maines workforce are creative workers. It also showed that 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 (from museums 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 total number 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 Maine at a very conservative $313 million. That figure is itself an impressive one, but it fails to include the less-tangible indirect impact of livability, which is among the central factors that businesses and individuals consider when deciding on relocation. Just as schools, tax rates, workforce availability and municipal services play a role in site selection, the presence of cultural amenities and overall quality of life 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. 1 A CULTURAL VISION FOR MAINE INTRODUCTION THE MAINE CULTURAL AFFAIRS COUNCIL The Maine Cultural Affairs Council (CAC) is state governments cultural planning and coordination resource. It was created in 1991 when four state agencies The Maine Historic Preservation Commission, 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 a forum for interagency planning, and be a formal liaison for interactions with other state agencies. Over time, the Maine Humanities Council, Maine Historical Society, and Maine State Archives joined the CAC. Currently the Cultural Affairs Council meets on a quarterly basis, though it has neither staff nor a significant line in the state budget. Like its forests, rivers and other natural assets, Maines cultural resources are among the central elements 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, will benefit state efforts in economic, educational, and community development. EMBRACE Maine needs to fully embrace a strong and dynamic cultural vision for the 21st Century by leveraging our creative talent and cultural assets to spur economic growth and community development. 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 creates jobs, 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 is characterized by technology and creativity. In addition to other educational assets, we must maintain engines of innovation like strong public libraries and arts education in our schools. 2 A CULTURAL VISION FOR MAINE MOVING FORWARD VALUE Maines distinct sense of history and place is our value in the marketplace! Quality of place influences business development and expansion decisions, inspires downtown revitalization and historic preservation, builds community identity, promotes diversity and stimulates the growth of creative enterprise. Poor health makes it harder for children to learn and develop and for adults to work and be fully engaged in their families and communities. ACTIONS A. Provide framework and coordination that will assist communities in stewardship of their cultural infrastructure; 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 cultural organizations; 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. What better 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 can individually and collectively celebrate our past, examine our present, and set a strong course for our future. When we think about Maines economy and how to make it grow, the conversation must start with our people. People are the engines of the economy, whether theyre small business owners, innovators and entrepreneurs, or precision manufacturers. END NOTES: 1 Charting 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/maine 2 http://mainearts.maine.gov/Pages/General/Maines-Creative-Economy 3 http://aftadc.brinkster.net/Maine/Maine.pdf 3 1 Charting 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/maine 2 http://mainearts.maine.gov/Pages/General/Maines-Creative-Economy 3 http://aftadc.brinkster.net/Maine/Maine.pdf