The City of Marquetterequested support in developing a strategic Arts and CultureMaster Plan. This Master Plan is designed to define the City’s rolein supporting arts and culture and the role of arts and culture inaccomplishing the City’s broader goals, including its relationshipwith regional development. There were five project outcomesidentified:x x x x Identify cultural assets, needs and opportunities.Gather input from all major stakeholders.Develop initiatives, goals and strategies.Define roles for the City Department and AdvisoryCommittee.x Recommend a 10-year master arts and culture plan.The Steering Committee ofcommunity leaders, arts and culture leadership, CityCommissioners’ office, City Arts and Culture AdvisoryCommittee, City Arts and Culture Division and creative businessenterprises was formed to oversee and support the planningprocess. Tiina Harris, Community Services Manager, Arts andCulture, and Karl Zueger, Community Services Director,facilitated the process.The Steering Committee’s ExecutiveCommittee worked very closely with the consulting team of TomBorrup and Christine Harris on the various drafts of this plan.Tom BorrupChristine HarrisCreative Community Builders2929 Chicago Avenue, Suite 911Minneapolis, MN, lture.comChristine Harris Connections2460 N. 85th StMilwaukee, WI. t.comWalt Lindala (chair)Great Lakes RadioMichelle Butler (co-chair) Vango’s RestaurantSara CambensyCity CommissionMarquette Area Public SchoolsKarl ZuegerCity of MarquetteTiina HarrisCity of MarquetteGail AnthonyMarquette Co. Community FoundationDavid BashawMarquette Senior High SchoolCarrie Biolo *Pat BlackMarquette Co. Conv. & Visitors BureauCheryl Bollero-Oberstar Duke Life PointDaniel W. “Rusty” Bowers Jr.*Performance Artist, Rusty BowersEntertainment LLCPam ChristensenPeter White Public LibraryCarol FulsherIron Ore Heritage TrailKristine Granger *Rock Street Commuity Dark Room,Oasis GalleryMatt GougeonMarquette Food Co-opNheena IttnerUpper Peninsula Children’s MuseumBarb KellyMarquette Beautification andRestoration CommitteeKaterina KlawesAssociated Students of NMUEmily Lanctot *Visual / Performance ArtistMona LangDowntown Development AuthorityMatthew LudwigMarquette Senior High SchoolDiana Magnuson *Children’s Book Illustrator, Magical Realism ArtistMelissa MatuscakDeVos Art Museum at Northern Michigan Univ.Beth MillnerBeth Millner JewelryApril Nyquist *Andrea PernsteinerOre Dock Brewing CompanyBarry J. PolzinBarry J. Polzin Architects Inc.Martin ReinhardtNorthern Michigan UniversityCenter for Native American StudiesLinda Smith *Anne Stark *Marketing ConsultantTom VearDonckers* - Also on

The continued leadership and investment of the City ofMarquette in its arts, cultural and creative assets is critical tonearly every aspect of life in the community. This planrecommends a range of initiatives and ongoing activities that reposition the City’s role and bring it into a higher level ofpartnership with other players in the city and surrounding areas.The plan calls for ramping up the City’s role in building on itscreative economy. It also calls for new partnerships to maintainand build a robust creative and cultural scene—one that serves togrow and refresh local talent and to attract and retain importantcreative and business talent from other places.New demands on the City of Marquette’s small arts and culturestaff during the past several years, together with a 20-year-oldcultural plan, prompted the City to conduct a comprehensivecultural planning process in 2013. Under the supervision ofCommunity Services Director Karl Zueger and Arts and CultureManager Tiina Harris—and with guidance of a City Commissionappointed Arts and Culture Advisory Committee—a consultingteam was identified. Christine Harris of Milwaukee and TomBorrup of Minneapolis were engaged to facilitate planning andproduce a plan.Consultants began in October 2013 and conducted a robustprocess, starting with formation of a 25-member steeringcommittee representative of a wide spectrum of arts, business,education, heritage, philanthropy and professional sectors. Thecommittee was co-chaired by Walt Lindala, a radio news directorand practicing musician, and Michelle Butler, a leadingcommunity restaurateur and civic volunteer. Planning includednumerous focus groups, dozens of interviews and two very wellattended (despite extreme cold weather) public meetings. Theresearch also included an extensive public survey (with anoutstanding 617 responses), a broad-reaching artist survey (with168 respondents) and compilation of a creative communityinventory. In addition, consultants reviewed previous city andcounty planning documents, including the 1993 arts and culturalplan, and they researched other U.S. cities of similar size andattributes – including distance from larger cities, presence of ahigher education institution and active arts and culturalcommunities.Borrup and Harris brought to the process an expanded definitionof arts and culture that includes heritage, recreation, the naturalenvironment, cuisine and food production and for-profit creativeenterprises, as well as the many public celebrations andcommunity-wide activities practiced in Marquette. Additionally,the consulting team came with extensive experience in localcreative economic development, focusing on the value generateddirectly and indirectly by the creative sector (both nonprofit andfor-profit), heritage and quality of life. In addition to theeconomic activity these assets produce directly, they helpnurture, attract and retain people who seek to personally andprofessionally invest in Marquette.The plan drafted by Harris and Borrup was vetted with thecultural planning steering committee, city staff and keyleadership; it was presented for review and approval to theMarquette City Commission in June 2014.There are two major areas of focus in the plan. .

.that fosters an environment suppor ve of ar sts, organizedarts and cultural ac vity; partnerships across ins tu ons andsectors; and crea ve enterprises. Over the first few years,renaming and reposi oning an Office of Arts, Culture andCrea ve Economy includes placing greater emphasis oninforma on and facilita on and support services for capacitybuilding, rather than directly producing public programming.Cri cally, it also calls for acquiring and interpre ng data thatmeasures and tracks the contribu ons of arts, culture,heritage and crea ve enterprises to the local economy. Italso calls for the City to take a greater role in bringingtogether community leaders to form new partnerships andcollabora ve efforts that address arts in educa on;promo on and marke ng; and other services that be erenable cultural and heritage organiza ons, ar sts andcrea ve entrepreneurs.represen ng a wide spectrum of leaders (like the planningsteering commi ee) to build a common calendar, devise andul mately carry out joint marke ng and other services andprograms that serve cultural producers, audiences andpar cipants in the wider Marque e Micropolitan Area. Abroader private-sector/public sector alliance is required for asuccessful cultural, heritage and crea ve businesscommunity. Developing sustainable funding and long-terminfrastructure will be cri cal to a successful result.Within these broad initiatives, the plan includes detailed goals,strategies and action steps to guide an ongoing work plan forcity staff and policy makers and for the wider culturalcommunity. A successful community cannot rely solely on itsmunicipal structures to meet all its needs. Active leadership andparticipation from the voluntary, nonprofit and businesscommunities, working with local government, will be essential.The creative industries in Marquette deliver significanteconomic value to the area. The artist survey and the creativecommunity inventory estimated 7– 10 million in annualrevenues, which is very conservative based on voluntaryinformation. This revenue figure would be much higher with aformal measurement of creative enterprises that includedrevenues, wages and size of workforce. This information shouldpropel action that includes the creative community in allcommunity and economicdevelopment planning.Theeconomic impacts of the culturaland creative industries in Marquetteare likely far more than generallyknown—and they can be measured.Their impact on the educational and quality of life experiencesof residents and on the psyche and well being of the communityare vast and immeasurable.

x Measure and communicate the economic value and economiccontribution of the creative industries throughout the Cityand the Region.x Focus efforts on providing access to resources and servicesthat help strengthen the role of the arts, culture and creativesector.x Establish a long-term strategic policy for all City-owned artsand culture facilities and City owned or developed art.x Develop an appropriate infrastructure to support the revisedmission and program delivery of the Office of Arts, Cultureand Creative Economyx Continued commitment to the young and old, people of allages, cradle-to-grave active learning.x Continue the strong nurturing of the high spirit ofvolunteerism and philanthropy.x Under the direction of the Steering Committee Chair and theCity Arts and Culture Advisory Committee, form a Culture andCreative Community Task Force. Its purpose would be todetermine a strategy for implementing and promoting aMarquette area arts, culture and creative activities calendar.This Task Force should determine if the current MarquetteCounty CVB calendar could serve as the template.x After the calendar activity is developed, review otheropportunities for area-wide collaboration and partnership forthe strengthening of the creative community, such ascollective marketing, ticketing services, coordinated backoffice support or coordinating and sharing facilities.x x Provide an appropriate environment for artists, culturalorganizations and other creative entrepreneurs to make asustainable living and to contribute to the social andeconomic wellbeing of the community.Determine a vision and mission statement for the Alliance,along with priority strategies and goals. Establish initial startup funding for paid managementx Manage the coordinated calendar, joint marketing and otheractivities described above.cont’d.x Review respective strategic plans of MACCA organizationsand look for opportunities where the creative community mayenhance their objectivesx Present a 'state of the arts, culture and creative community'

report annually to the foundations and other philanthropicdonors to arts, culture and heritage. Include activities,economic impact/value, financial picture, list of activities andhow they connect with each other, etc.x MACCA would also establish a coordinated communitycelebration strategy to maximize cost-effectiveness and civicengagement.x Work with the City to establish shared services, transparentprocedures and equitable subsidies.x Construct a feedback mechanism to evaluate communityactivities so that the public has input in all communityactivities.x Develop a creative enterprise intern program for currentcreative businesses to give NMU students experience in alocal business, as well as provide specific workshops designedto teach them how to run a business and the advantage oflocating in Marquette.x Work with City Office of Arts Culture and Creative Economyto launch a creative enterprise career fair for high schoolstudents, taking them around the creative community andarticulating various career options.x Establish a creative enterprise incubator with NUM,Accelerate UP, Duke LifePoint, mining companies and othersusing space in the former hospital building.x Initiate professional development opportunities for NMUartists to keep people in area and learn businessdevelopment.x x Analyze and publicize public survey, artist survey andeconomic information with the community's arts groups andother community agencies.x Survey the public every three years to understand whatresidents value, how they participate and what they wouldlike to see happen regarding arts and culture. This can alsomeasure satisfaction with progress.Ensure that leadership of the creative sector is represented atleadership tables.x Review current thinking on best practices in creativeplacemaking (i.e. ArtPlace America, Kresge Foundation, NEA)and make recommendations for incorporating these practicesinto area economic planning.x Ensure that the current City and County plans includes therole of arts and culture in economic development byrepresenting the creative sector at regional and local planningand development tables.x Seek out funding opportunities for supporting economicdevelopment and creative placemaking initiatives throughstate of Michigan, ArtPlace, NEA, Kresge and others.

In today’s climate, developing a strong,interconnected and sustainable regional economy with thecreative sector as a full partner is necessary to ensure a viable andvibrant future for Marquette residents, businesses and visitors.The goal of this Arts and Culture Master Plan is to provide aroadmap for the successful implementation of a new 10-yearstrategic direction for the City of Marquette and for its culturaland creative community to become a full partner in the social andeconomic life of the region. This plan also connects to thebroader goals of the City and the cultural community andincludes partnership opportunities across the region that willstrengthen the City’s arts, culture and creative community.An Identity Report was developed toreflect on what makes Marquette unique, how the communitydefines the character of Marquette and where the communitysees itself going. This formed an important core for theconsultants’ broader recommendations.The summary paragraph reads: Marquette’s future will be firmlyembedded in the strengths and assets that have brought it t