PUBLIC PROGR AMMING

STR ATEGIC PL AN

TABLE OF CONTENTS

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4–5 Imagine the Future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6–7 Seattle Center Productions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Guiding Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Program Prioritization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Marketing and Communications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Program Assessment and Evaluation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Audience Research and Public Input. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Economic and Social Benefit Synopsis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14–15 Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15–16 Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

APPENDIXES I.

Program Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18–21

II. Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22–23 III. A. Fully-Realized Program Levels and Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 B. Budget Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 IV. Economic and Social Benefit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26–28 V. Audience Research and Public Input Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 VI. SCP Advisory Committee & Strategic Plan Contact Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

AVAILABLE ATTACHMENTS A. Fully-Realized vs. Current Program Levels and Budget B. Program Facility Use C. Staffing Plan

Cover Photos: Top-left, © Auston James. Bottom-center, © Joe Crecca; bottom-left, © Kyle Johnson.

“It should be recognized that Seattle Center programs are as much of an asset as the buildings, fountains and gardens that make up the campus and deserve the same level of support and care.” — Christine Goodheart, Former Director of Program Development, Lincoln Center for the Arts, New York

INTRODUCTION

Where do the people of the Seattle area celebrate our community? Where do we show off the best of ourselves—our diverse cultures, our local music, our many arts—and connect with each other? Where do we go to relax, to be entertained and to renew our spirits?

© Vonnie Turner

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© Rick Linger

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© Aaron Brethorst

© Brittney Bush Bollay

It is a place for all. Twelve million people from all around Puget Sound and the world come to Seattle Center each year to pursue their passions and interests, whether ice-skating or opera. Seattle Center is a treasured community asset. As it approaches its 50th anniversary in 2012, and with the vision of the Seattle Center Century 21 Master Plan, the region has an unprecedented opportunity to revitalize Seattle Center’s core facilities and its programming. Seattle Center programming is divided into three distinct areas. First, there are the commercial programs such as Storm basketball games or rock concerts in KeyArena. Second, there is a vast array of artistic and educational experiences from resident organizations such as Pacific Northwest Ballet, Northwest Folklife, Pacific Science Center, Seattle Opera or Seattle Repertory Theatre. Finally, there are free and affordable programs that Seattle Center produces and presents for the public to enjoy. The strategic plan focuses on this final area. It is in response to public feedback received from focus groups, community meetings, surveys as well as a one-year development process by a citizen advisory committee (named in the appendixes) and provides a high-level vision for future public programming that will be created by Seattle Center Productions. Several campus facilities will benefit from major redevelopment called for in the Seattle Center Century 21 Master Plan, including Center House which serves as a primary venue for public programs. In addition, open space will be expanded to create more opportunities for outdoor activities. The Public Programming Strategic Plan takes full advantage of these improvements to enhance opportunities for community engagement through productions and events designed for social benefit.

© DJ Bradley Photography

© Alan Krell

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IMAGINE THE FUTURE Imagine Seattle Center once the Belltown and South Lake Union neighborhoods are developed, the Bill and Melinda Gates Foundation resides across the street, the Lake to Bay Trail connects the waterfront to South Lake Union, elements of the Seattle Center Century 21 Master Plan are complete and public programming is expanded.

“The campus should provide programs, services and attractions for people of every age, every background and physical ability, neighborhood residents and workers who could visit every day, and those who travel distance to get there.”

The Seattle Center grounds feel like a premier urban park with added green space, active open space and an enlivened Center House. In the midst of new trees, flowers, open grass and water features, an amphitheatre beckons visitors to relax and be entertained. Now imagine visiting this Seattle Center on a weekend with your family, friends or by yourself. What would you experience? What would be different? As you enter Seattle Center, you are surprised to encounter free performances by outdoor entertainers. The smooth sound of a saxophone being played by a jazz artist floats near a Yoga group that has assembled in the colorful gardens and open space on the former Fun Forest footprint. Next to the International Fountain, a pair of European clowns delights the children and families playing in the fountain water. Near KeyArena, the crowd arriving for a sporting event admires a striking modern visual art exhibit in the Poetry Garden. These seemingly accidental encounters of art and entertainment enhance the atmosphere of the entire campus - making it alive, charming and delightful.

Century 21 Committee 2007 Final Report Alternative Plans for Seattle Center’s Future Design Principle #5

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© Auston James

Arriving at Center House, the rhythmic drum beat and singing of an ethnic cultural arts group draws you onto the main floor, where the stage dramatically highlights the performance of Japanese Taiko drumming. This performance is just one small part of a weekend’s festival presented to celebrate and share Japanese culture, and the audience is captivated by it. On other weekends, you might see ethnic celebrations ranging from French to Korean, Turkish to Latin American. Quality cultural performances, ethnic food booths, and intriguing visual art exhibits are an ongoing occurrence in Center House and the surrounding buildings. These festivals demonstrate and celebrate the rich diversity of the region, preserving culture and breaking down stereotypes in an engaging and accessible fashion.

© Dan Thornton

Other visitors to Center House are headed to the Conference Center to learn about sustainable gardening in a variety of workshops presented in partnership with the City of Seattle’s Urban Sustainability Forum. Bringing lunch along, you picnic outside on the Fisher Pavilion rooftop overlooking the International Fountain. You are just in time to watch an informal late afternoon Shakespeare performance of As You Like It, so you spread your blanket and enjoy. It is also interesting to observe the growing number of residential neighbors descending upon Seattle Center for its new eateries and vibrant entertainment. Then crowds begin gathering outside for the evening’s large-scale entertainment event. Designed to bring Seattle Center neighbors and the greater community together, these performances take full advantage of the grand amphitheatre and expansive greens built as a part of the Seattle Center Century 21 Master Plan. The events emulate the concerts in New York’s Central Park by featuring nationally recognized performers and musicians to share their talents with the whole region. Tonight over 10,000 people come to cheer on Willie Nelson, who soon has the crowd on its feet dancing in the moonlight. As you gather your friends and family and return home, everyone is smiling. Your experience at Seattle Center was enriching and inspiring. And even better, all of it was fun - and all of it was free.

Now, how do we make this future a reality?

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“Seattle Center is a vital component of our City’s life.

Its leadership, commitment

to service and gathering spaces provide our community with opportunities for lifelong learning and discovery, cultural growth and enrichment, celebrations, rites of passage, building family and community, and restoring mind-body-spirit. Seattle Center feeds the imagination and souls of our citizens and our community!” — Mickey Fearn, Deputy Director, U.S. National Park Service

SEATTLE CENTER PRODUCTIONS Who produces this free and affordable public programming at Seattle Center? Seattle Center Productions. This group is one event producing division within Seattle Center. Commonly referred to as public programs, Seattle Center Productions develops, manages and delivers programs that are accessible to all members of the public. A unique mix of creative and technical ability on the Seattle Center Productions staff provides the talents and perspectives essential to produce these programs. Within the core group, the expertise includes cultural communities, artistic programming, community outreach, technical production and event management. As a result, Seattle Center Productions is able to serve as a producing company that creates the art in addition to being a portal for presenting the community’s art.

VISION Seattle Center Productions uses this vision statement to guide its endeavors: We exist to delight and inspire the human spirit in each person and bring us together as a rich and varied community. In our increasingly complex and busy society, people strive for renewal—a means to escape from stress and pressure, and replenish their spirits. In addition, people strive for authentic human connection—a chance to bond with friends, family and their community in shared experiences that are safe and uniting. The programs created by Seattle Center Productions are designed to help fulfill these needs by providing joy, laughter, inspiration and enrichment in a way that mixes generations, classes and ethnicities.

MISSION Seattle Center Productions presents programs, events and environments filled with art, entertainment, culture and enrichment for all people.

© John Lok/The Seattle Times

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GUIDING PRINCIPLES Guiding principles are the values inherent in all of Seattle Center’s public programming. In designing and presenting programs meant to create connection and inspire spirit, Seattle Center Productions seeks to provide:

Accessibility

by actively working to remove barriers to program participation.

Quality

by insisting on high standards in artistry, participant experience, and production.

Heart

by developing programs that are known for enriching content and uplifting values, and that reflect a deep and abiding respect for all people.

Relevancy

by listening to the public, conducting ongoing assessment, and responding with appropriate programming.

Diversity

by celebrating the varied ages, ethnicities, cultures, lifestyles and economic backgrounds within the community.

Broad Appeal

by ensuring that programming is designed to reach the widest possible audience.

“I see a vibrant Seattle Center as important to the City’s economic future as transportation and public safety. It is well documented that in our modern creative economy jobs follow people, and the people taking creative sector jobs are making choices on where to live based on culture, creativity and entertainment opportunities. This makes Seattle Center, with its combination of open space, performance venues, and public programs a critical component in attracting a young educated workforce and businesses.” — James Keblas, Director, Mayor’s Office of Film + Music

GOALS All of the following goals are reflected in Seattle Center Productions programming. Most programs embody multiple goals and occasionally a program is primarily dedicated to one goal. For example, Festál achieves all of the goals while Whirligig is primarily about surprising and delighting guests with art, entertainment and creativity.

CELEBRATE AND CONNECT DIVERSE CULTURES Be a leader and a partner in the presentation of diverse cultures by sharing and celebrating their art, dance, exhibits, food, music and other cultural aspects with the greater community.

CREATE LEARNING THROUGH JOYFUL ENGAGEMENT Develop opportunities for discovery through program content and interaction with others.

SURPRISE AND DELIGHT GUESTS WITH ART, ENTERTAINMENT AND CREATIVITY Provide joy and inspiration by programming dynamic and accessible art and entertainment that helps to nurture the human spirit.

SHOWCASE COMMUNITIES AS THEY SHARE THEIR TALENTS AND INTERESTS Partner with the community to give voice to individual and/or group passions, meeting a basic human need to be recognized.

PROVIDE A PLACE TO BE

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STRATEGIES Seattle Center Productions has designed programs as strategies for realizing its vision, mission, goals and values. This programming is multifaceted and difficult to singularly categorize, but for operational purposes has been organized around strategic functions. Each strategy is part of a plan that can adjust according to public needs, interests and available resources, but that intends to use measured growth to achieve a balanced, abundant and consistent mix of high-quality offerings.

1 SIGNATURE PROGRAMS a. Ethnic Celebrations span the calendar with Festál, a series of events celebrating heritages ranging from French to Korean, Turkish to Latin American, as well as other productions that focus on world cultures. b. Arts Programs include a wide variety of artistic performances, creative activities, engaging opportunities and entertainment events that are conceptualized and produced by Seattle Center Productions such as Winterfest, Teen Tix, Whirligig, Student Showcases, Movies and Concerts at the Mural. c. Community Created Events help the public to showcase their own passions in events sponsored by Seattle Center. The opportunity to honor and celebrate shared interests has fostered events such as Robothon, World Rhythm Festival, the Naturalization Ceremony, Day of the Accordion, and Seeds of Compassion featuring His Holiness, The Dalai Lama.

2 INCIDENTAL ENCOUNTERS a. Unadvertised Programming creates seemingly accidental moments of charm around the Seattle Center campus. These incidents are less formal than event entertainment and play to the crowds that are already on campus. Imagine encountering a string quartet as you line up for an event at KeyArena, or a dance company in the International Fountain as you take a morning jog. This programming enhances the environment to make the most of people’s time at Seattle Center and demonstrates that entertainment and joy are not just for large events. b. Interactive Places such as the International Fountain, the Poetry Garden, Skatepark or the Center House Playroom offer opportunities for the public to engage with Seattle Center in their own unique way at a time of their choosing. Splashing in the Fountain, taking a self-guided tour to discover artwork and other points of interest on campus, or relaxing on the lawn while eating lunch are just some of the ways people find to renew their spirit.

3 LARGE-SCALE ENTERTAINMENT Designed to be a gift to the community, these productions rival ticketed events in quality and allure. Largescale entertainment makes use of the redeveloped facilities proposed in the Century 21 Master Plan, matching scale of programming to scale of facilities. Concerts, dance performances, theatre productions and national acts that are well known and will attract big audiences are intended as feature points throughout the year.

4 COMMUNITY RESPONSE Seattle Center has historically been the place to showcase and embrace the community’s connection. Whether it is to commemorate and grieve after a tragedy like 9-11 or the Capitol Hill shooting, mark a momentous occasion, or focus on the pervasiveness of youth violence in the community, Seattle Center Productions responds by creating events and activities specific to a topic or need. This type of programming draws upon immediate public need. By keeping this at the forefront when responding to circumstances, and by weaving it into the fabric of ongoing programming, it helps to ensure that Seattle Center remains relevant and genuine.

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PROGRAM PRIORITIZATION

© David Walega

Upon satisfying the guiding principles, goals and strategies, an evaluation of four criteria helps Seattle Center Productions to determine what programs to adopt as well as when to activate them. A program might be independently produced by Seattle Center Productions or it may result from a partnership (see Appendix II). The criteria below are also used in combination with assessment data from programs currently in operation to determine if any modifications are required. Each year the scope and collection of public programs are adjusted to changing circumstances. Individual program descriptions are provided in Appendix I.

Public Interest

Is there a significant, demonstrated interest based on information from public meetings, focus groups, audience surveys etc.?

Resource

Is the appropriate level of funding, staff, facilities and partnership available?

Balance

Is this helping to balance the mix of program offerings and demographics served?

Underserved Population

Is this addressing an underserved population at Seattle Center and/or in the community at large?

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MARKETING AND COMMUNICATIONS Marketing and communications are integral to the success of Seattle Center Productions. As stated by a participant of a 2007 focus group on public programming, “if we don’t know about it we can’t come.” However, the history of public program advertising and promotion has been sporadic at best. To effectively showcase the range of offerings requires that marketing efforts be tailored to accurately represent individual programs. To meet the goal of reaching broad and diverse audiences a range of tactics must be used including traditional means such as press releases, posters, programs, brochures, advertising in print, radio and television as well as maintaining a comprehensive website. Communicating with people in ways that are relevant to them is also important, therefore, efforts to reach audiences through ethnic media and social networking must be added. Promotion of this caliber requires time and resource which has been scarce for Seattle Center marketing and communications. In an effort to address the repeated feedback about inadequate awareness of Seattle Center public programs and other events, in summer 2009 the Marketing Division initiated Live at Seattle Center, a seasonal campaign to promote the totality of campus-wide offerings, with a special emphasis on public programming. The campaign highlights fun, free and affordable entertainment, green aspects of Seattle’s urban park, the richness and diversity of campus offerings and it appeals to changing demographics and tastes. The objective is to broaden the reach to audiences and enhance public perceptions of Seattle Center. It is absolutely critical that efforts of this nature continue to grow and that the investment in public programming is maximized with an equally sufficient investment in marketing and communications to inform the public of the remarkable opportunities that are available to them.

“Seattle Center is the only place I have found that has fun, affordable activities to keep three children busy and entertain adults as well. Where else can you have so many options and this much fun for less than $10.00?” — Robin Goodman, Seattle Resident

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PROGRAM ASSESSMENT AND EVALUATION Seattle Center Productions conducts a yearly process of assessment and evaluation that is linked to ongoing program development and improvement. Part of the process includes review and advisement by the SCP Advisory Committee. This diverse group of citizens represents the broad audiences and interests served by Seattle Center Productions, and helps to interpret the information received through multiple evaluative mediums. A well-crafted assessment offers an opportunity for program participants to share their experiences and provides crucial information for program managers to improve design, operation and offerings. The qualitative (i.e. public feedback) and quantitative (i.e. attendance) data is compared to the goals and measurable objectives maintained for each individual program, as well as Seattle Center Productions’ overarching guiding principles and goals outlined in this document. The assessment process and metrics not only help to ensure programmatic quality and relevancy, but exhibit the success, impact and value of public programs for City and Department leaders, funders, and citizens.

AUDIENCE RESEARCH AND PUBLIC INPUT Soliciting information from the community regarding what they want from a public agency is vital when developing a strategic plan. Whether it is the type of performance they want to see onstage, how they utilize campus features or what prohibits their attendance, directly or indirectly it all impacts programming decisions. Seattle Center Productions finds great value in public feedback and made independent efforts to assess the quality of its current programming and gather input from stakeholders on its future direction. The findings, outlined in Appendix V and summarized below, informed and guided the development of the strategic plan Low and middle income families are desperate for enrichment experiences that are often difficult to afford. Seattle Center public programs provide such experiences and are thought of favorably, however public knowledge about these opportunities is limited. The public is seeking easy access to arts and cultural life, green refuge, public gathering and recreation spaces, entertainment, and social nightlife. The value and impact of Seattle Center public programming justify greater investment toward serving public need. Ongoing public involvement, including a citizen advisory committee, will continue to guide the development of Seattle Center public programming, helping to ensure the recommendations and direction for Seattle Center Productions can be embraced with confidence.

© Jal Schrof

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ECONOMIC AND SOCIAL BENEFIT SYNOPSIS Why should further investment be made in Seattle Center public programming? For centuries, the great cities of the world have recognized the value of presenting arts and culture in an accessible fashion for citizens. Providing more than just entertainment, arts and culture contribute important and lasting benefits to the community. National studies conducted by Americans for the Arts and the RAND Corporation confirm this philosophy and help Seattle Center Productions to quantify its economic and social impact. As detailed in Appendix IV and illustrated below, the results are significant. •

In 2009, the City realized an 8 to 1 return on investment from Seattle Center public programs.

•

A 60% increase in funding would yield 149% increase in programs.

•

A fully-realized plan would generate $26.9 million for the economy.

•

A fully-realized plan would save the public $15 million because of free and affordable admission rates.

Americans for the Arts determined that arts and culture uniquely leverage a significant amount of event-related spending. Using their calculator it was determined that in 2009 Seattle Center Productions patrons contributed $16 million to the economy, an eight to one return on investment for the City. This economic benefit extended to Seattle Center Productions patrons as well by saving them $5.6 million on admission because the programs and events were free or affordably priced. While the instrumental, or tangible, effects of Seattle Center public programs are impressive and necessary to justify investment, as the RAND Corporation discovered, “People are drawn to the arts not for their instrumental effects, but because the arts can provide them with meaning and with a distinctive type of pleasure and emotional stimulation…these intrinsic effects…can lead to the development of individual capacities and community cohesiveness that are a benefit to the public sphere.” The social benefits provided by arts and culture are not to be overlooked. They are the attributes that attract business, shape individuals and a creative workforce, sustain communities in both good and bad times, and that historically have defined great cities. Seattle Center Productions capitalizes on social benefit in a way few other programs can because it ensures all people have access to quality experiences that provide these personal and community advantages. Research demonstrates that arts and culture provide economic and social benefits. This information helps to validate the solid impact that the City makes through Seattle Center public programs, but current efforts only scratch the surface of what is possible. With a $1.3 million incremental budget increase, Seattle Center Productions has the potential to more than double the number of programs, generate $26.9 million for the economy, save the public $15 million on

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admission, and help people find inspiration, joy, meaning and strengthened social connections. This is how Seattle will become known as more than just a home for great arts and cultural organizations. It is time for Seattle to join the company of great cities that directly produce these extraordinary experiences for all people.

FUNDING From 1991 to 2004, $696 million in public/government (36%) and private (64%) funds was invested in the redevelopment of campus facilities that primarily serve commercial and campus resident events. With the implementation of the Seattle Center Century 21 Master Plan the public and open spaces on campus will have their renaissance. These spaces are an attractive and important skeleton for which public programming is the life-blood. The bulk of the prior investment also served organizations and operations with specific constituencies. Now it is time to invest in public programming which serves the largest constituency, all of the people of the Seattle region. In 2009, Seattle Center Productions’ budget was only 6% of the total organizational budget. This is considerably smaller than that of divisions with a similar mission in comparable metropolitan organizations such as Chicago’s Millennium Park (40.3%), Lincoln Center (15.6%) and The Kennedy Center (11.5%). In addition, the 2009 Marketing and Communications’ budget, to serve all of Seattle Center, was just over 2% of the total organizational budget. As this relates to public programs, the 2005 Seattle Center Programming and Sustainability Committee Report states that, “It is clear that the marketing and public relations for these programs is woefully inadequate and that the budget and staff time devoted to this effort must be increased for these programs to get the attention, funding and audience they deserve.” Seattle Center is fortunate to possess facilities that support a wide variety of programs, the staff talent to help them come to life, a vision to galvanize the community, and a plan to make it all come to fruition. Seattle Center public programming is an asset that brings vitality to all sectors of the campus and contributes social and economic benefit (see Appendix IV) to the region. All that is required is a minimal incremental investment in public programming to make a remarkable impact on the City. A 60% increase in funding to Seattle Center Productions would yield 149% increase in public programs. A total of $968,500 would provide the necessary marketing and operational support for a fully-realized plan. This investment is feasible by building upon existing support from public, private and corporate sources.

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PUBLIC FUNDING Seattle Center is supported in part by the City of Seattle’s general fund. It is reasonable that some of these taxpayer dollars are used for public programs that directly benefit the citizens. An increase in programs requires an increase in public funds as it is impossible to leverage private and corporate support without a stable and committed source of funding. PRIVATE FUNDING Established in 1977 to encourage support and raise awareness for Seattle Center, the Seattle Center Foundation is the community portal for financial donations, volunteer service and corporate support. Whether from individual contributors, philanthropic grants, or grassroots fundraising campaigns, Seattle Center Foundation has the ability to engage the public, build a community membership and ensure public programs can be supported indefinitely. CORPORATE FUNDING The quantity, quality and diversity of public programs make them ripe for sponsorship from the corporate world. The growing attendance and underlying values are also attractive for corporations that want to find tangible, meaningful ways to interact with the public.

SUMMARY Sustaining and building public programs is critical to the future of Seattle Center and the community. An investment in them must meet or exceed the commitment to redeveloping Seattle Center’s facilities and open space because while the Seattle Center Century 21 Master Plan provides an important skeleton, events and programming are its life-blood. An increased investment in Seattle Center Productions is an investment in the people of Seattle. With this support, Seattle Center will further develop a mix of programs that are accessible, diverse, relevant, of high quality and broad appeal, and that demonstrate heart with enriching content and uplifting values. Seattle Center’s public programs attract a broad range of people and have the potential to reach many more. An effective marketing plan can extend an invitation to the people of the Seattle region to come join Seattle Center Productions as it celebrates and connects diverse cultures; creates learning through joyful engagement; uses art, entertainment and creativity to surprise and delight the public; showcases communities as they share their talents and interests; and provides people with a welcoming place to be. Extensive research by Seattle Center over a period of years has informed and directed this strategic plan. A fully-realized plan would make Seattle Center one of the most significant producers of public programming in the nation and would be an investment in the future. The result would generate economic rewards for both the City and the public, but more importantly it would lead to social benefits that help people find kinship and meaning, be inspired and challenged, connect to the community and new ideas, become more civically engaged, and ultimately renew their spirit. Seattle Center Productions can help to define Seattle as an extraordinary city. It is a treasure that enriches all of our lives and deserves our full support.

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Appendixes

APPENDIX I — PROGRAM DESCRIPTIONS The programs described below satisfy Seattle Center Productions’ guiding principles and goals. The collection has been balanced to serve a broad range of people and interests. Some of the program descriptions include examples from recent years to help illustrate program scope. The examples do not necessarily represent existing or long-term commitments to the events or festivals as the composition of a program is reviewed and determined annually. Partnerships are integral to many of the programs and are addressed in Appendix II. Appendix III outlines more specific details about the fully-realized program levels and budget. An attachment is also available to compare fully-realized and current program levels and budget. All of the programs have been designed so that they can be scaled to fit current facilities, the proposed Seattle Center Century 21 Master Plan facilities, or a combination of the two. SIGNATURE PROGRAMS Art Exhibits – Designed to provide free, accessible and inviting viewing experiences for the general public, the yearly schedule of art exhibits includes those linked to Festál, as well as shows by Seattle Center resident organizations such as VSA Arts of Washington which features work by artists with disabilities. Exhibits are scheduled in one of three ways: by application, as part of another event such as Winterfest, or by invitation of Seattle Center. Venues:

Harrison Street Art Gallery

Fisher Roof Exhibits

Poetry Garden Gallery

Center House Urban Nightlife - A highlight of the new Center House is an evening series of performances on the Center House stage. Targeted toward the restaurant and event-going crowd, the series offers music, comedy, cabaret, and small theatre performances as frequently as once a week, with the goal of revitalizing the evening hours at Center House and providing a social experience for urban professionals. City Initiatives – As an event location with experienced production staff onsite, Seattle Center is in the unique position to serve as a host for select events related to City initiatives such as the Race and Social Justice Initiative, Youth Violence Prevention Initiative and Climate Action Now. Community Created Events – To serve broad and diverse public interests, as well as to fill any programmatic voids, Seattle Center Productions hosts events that represent the unique passions and talents within the community. Community Created Events provide an opportunity for the public to come together and celebrate shared interests, to offer a community service or to honor the right to free speech. Seattle Center sponsors community groups, non-profit organizations and government agencies that create these free and open to the public events. Applications are evaluated by a staff committee on a semi-annual basis. Events that are accepted may receive free rent, labor and/or production assistance. Examples:

• Art Spring Festival for Students with Disabilities • Country Pride • Day of the Accordion • March & Rally for Immigrant Rights

• Pacific Northwest Yo-Yo Championships • Red Cross CPR Demonstrations • Robothon • Seeds of Compassion

• USA Ballroom Dance Week • Washington Women in Trades • Weiner Dog Rally • World Rhythm Festival

Dance Series – In this series Seattle Center presents medium to large-size professional dance companies at the amphitheatre. The performances celebrate the best work happening in the dance world on a regional, national, and occasionally, international level. San Francisco Ballet, Spectrum Dance Theater or the Mark Morris Dance Company are the types of companies that are invited to participate. The series runs primarily during the warmer periods of spring, summer and fall and is appropriate for a diverse audience of all ages. Festál Cultural Celebrations– Festál is a collection of ethnic festivals that honors cultural traditions and builds community. Through a wide variety of events, installations and activities including music, dance, exhibits, ceremonies, crafts and food, Festál celebrates the region’s rich and diverse cultures, promoting understanding and cultural kinship in the Pacific Northwest. Each festival is produced by an ethnic, volunteer run, non-profit organization. As partners in the Festál series, festival producers meet monthly to share ideas, collaborate, grow their capacity and connect as a community. In addition to partnering with the organizations to produce the festivals, Seattle Center Productions provides skill building sessions for festival leadership in effective production strategies, organizational development and community organizing. Examples:

18

Appendixes

A Glimpse of China Arab Festival Asian-Pacific Islander Heritage Month Celebration Bastille Day (French) Brasil Fest CroatiaFest Dia de Muertos (Mexican) Festival Sundiata (African-American)

Hmong New Year Iranian Festival Irish Week Festival Italian Festival Korean Cultural Celebration Live Aloha Hawaiian Cultural Festival Native American Indian Honor Day Pagdiriwang Philippine Festival

Seattle Cherry Blossom & Japanese Cultural Festival Seattle Fiestas Patrias (Latin American) Spirit of West Africa Tet Festival (Vietnamese) Tibet Fest TurkFest Utsav South Asian Festival

Fitness Programs - People who live and work in the vicinity of Seattle Center can be attracted to its park features for recreational purposes, especially during the warmer summer months. A few classes such as Yoga, Tai Chi or Interval Training offered on the grounds in the morning before work or during lunch-time encourage the use of the campus, inspire healthy habits, and provide a community service. Dr. Martin Luther King Jr. Holiday Celebration – This annual celebration is comprised of a staged reading of a well known Martin Luther King, Jr. speech, along with music, song and the opportunity for the public to create personal expressions about the significance of Dr. King’s life. Another special component is the MLK Peace Award ceremony which recognizes youth who have done outstanding service in the community around Dr. King’s ideals of peace, unity and social justice. Farmers Market - Farmers markets are an important part of our neighborhoods. They offer fresh produce, support local farmers, sustainable practices and healthy living as well as provide a gathering place for the community. With the development of the neighborhoods and businesses around Seattle Center, public requests increased for a campus Farmers Market. A market that includes some entertainment contributes to the regular use of campus by residents. Green Events - In an era focused on environmental awareness and stewardship, Seattle Center offers a series of lectures, workshops, demonstrations, and special events centered on themes of sustainable living, eco-friendly behavior, and adapting how we live as individuals and together as a community. Seattle Center Productions partners with organizations like the Office of Sustainable Environment, the Urban Sustainability Forum or Seattle Public Utilities to generate a relevant and innovative discussion on the environment and how it impacts lives. Lecture Series - Designed to highlight and reflect current trends important to the Seattle community, this lecture series features talks by prominent professionals in literary, scientific, social, or artistic fields. Lectures address what is happening in the area, in the nation and around the world. An alliance with a local bookstore or public radio station helps draw leading authors, artists, social commentators, and public figures who engage with the community in an intellectual pursuit of themes relevant to the time. Naturalization Ceremony – Seattle Center partners with the Ethnic Heritage Council to host this emotionally moving July 4th ceremony. Annually, it can be anticipated that as many as 500 petitioners from more than 70 countries will be sworn in as new U.S. citizens. The program includes speeches, the swearing-in ceremony, Spirit of Liberty award presentation, music by a Navy band and choir, voter registration and passport processing. The event, designed to welcome all people, recognizes the privilege of U.S. citizenship and the struggles many undergo to become U.S. citizens. Outdoor Concerts – Beginning in 1990 and spanning more than 11 years, Seattle Center partnered with radio stations to produce the Mural Concert Series. The concerts offered an escape from the workweek with free shows that featured mostly rising local acts. At its height, five separate concert series of different musical genres operated each week and helped to launch groups such as Soundgarden, Pearl Jam, Nirvana and Presidents of the United States. The community energy and excitement for the series was palpable. A revitalization of this type of series began in 2008 when Seattle Center and KEXP 90.3 FM joined forces to present prominent bands to the community free-of-charge. Fully-realized outdoor concerts also include different genres such as jazz, country or chamber music. Outdoor Movies – In summer, free movies are shown under the stars on a 45-foot screen at the Mural Amphitheatre. Attendees sit on the gently sloped lawn with the Space Needle standing sentry above. Colorful lanterns fill the trees as families, friends and neighbors picnic or snack on movie treats from the concession stand. Seattle Center Resident Organization Showcases - Seattle Center partners with arts organizations on the Seattle Center campus to present free public performances. These showcases introduce the work of these organizations to a larger audience, create community and foster a greater appreciation for the arts. Performances take place in the late spring, summer, and early fall in the amphitheatre. Special Events - Capitalizing on opportunities that emerge throughout the year, Seattle Center utilizes available resources to present one-time events that are not proposed in sufficient time to fit into existing programs. Seattle Center also actively solicits events of interest to a regional audience. The schedule of offerings is not planned far in advance - but allows for the timely inclusion of performances, topical events, experiences, and happenings. Student Showcases – Annually, more than 8,000 students from around the region take center stage at Seattle Center in a series of performances that help to empower the students and develop their artistic skills. Schools can apply for available performance dates during four designated periods throughout the year. It is a cherished tradition that many young people and school personnel value as one of their premier performance opportunities of the year. Teen Tix – A revolutionary arts access program that partners with more than 30 of the region’s leading arts organizations such as Seattle Opera, Pacific Northwest Ballet, Seattle Repertory Theatre, Experience Music Project, ACT Theatre, Seattle Symphony, Seattle Art Museum and Central District Forum to make it possible for teenagers to purchase discounted tickets. Teens register to receive a free membership pass. On the day of a show members can purchase a $5 ticket or two tickets for $10 on Sundays and bring along a friend or family member of any age. The 25,000+ members receive a weekly e-newsletter to keep them informed about the wide range of offerings in theatre, dance, music, opera, film and museums. A sub-program of Teen Tix addresses underserved and at-risk youth by facilitating

Appendixes

19

group access and engagement experiences that introduce them to opportunities outside of their existing world in a safe, welcoming and understandable manner. Theatre Series – Seattle Center presents theatrical productions from regional and national theatre companies. Small-sized productions play on the new Center House Stage at various times throughout the year, while medium and large-sized companies perform in the amphitheatre in late spring, summer and/or early fall. The performances include classics, new plays and musicals that have wide appeal to a diverse, family-friendly audience. Whirligig – Seattle Center’s annual springtime carnival of fun for kids. For two-weeks super-size inflatable rides, stage entertainment, roving clowns, jugglers, face painters and balloon artists create a lively and colorful environment. Affordable tickets or day-passes are required for the inflatable rides; however Thursdays are free to the general public. In a new Center House the emphasis expands from inflatable rides to a festival that focuses on creativity and playfulness through entertainment and experiential activities such as craft project stations and drop-in music or movement workshops. Winterfest – Seattle Center’s annual winter tradition features five to six weeks of professional entertainment, special events, civic performances and activities for all ages and interests. The festival has become a Northwest holiday tradition for the entire community and is designed to be one of the most all-encompassing programs Seattle Center Productions offers. Winterfest runs from the day after Thanksgiving through New Year’s Eve. Examples:

• Bellevue Philharmonic Orchestra • Big Band Dance • Bonfire & Sing-Along • Circus Contraption and the Aerialistas • Ice Rink • Ice Sculpting • Klez Katz

• Magic Mystery Show • New Year’s Eve Celebration • Northwest Boychoir • Peace on Earth Interfaith Celebration • Seattle Men’s Chorus and Seattle Women’s Chorus • Seattle’s Best Jazz

• Senior Holiday Ball • Thistle (Puppet) Theatre • Unexpected Productions Comedy Improv • Winter Solstice Fire Festival • Winter Train & Village • Winter Worldfest

INCIDENTAL ENCOUNTERS Unadvertised Programming – This unique type of programming creates seemingly accidental moments of charm around the Seattle Center campus. These incidents are less formal than event entertainment and play to the crowds that are already on campus. Imagine encountering a string quartet as you line up for an event at KeyArena, or a dance company in the International Fountain as you take a morning jog. This programming enhances the environment to make the most of people’s time at Seattle Center and demonstrates that entertainment and joy are not just for large events. Interactive Places – Cultivated with great care, many places on campus offer opportunities for the public to engage with Seattle Center in their own unique way at a time of their choosing. Splashing in the Fountain or relaxing on the lawn while eating lunch are just some of the ways people find to renew their spirit. Examples • International Fountain Music – This program offers a variety of music specially mixed and regularly changed at the International Fountain, as well as in Center House and on the City-wide phone system. An ethnomusicologist selects and schedules music to represent the cultural diversity of the region as well as to coincide with Festál or other Seattle Center events. At the International Fountain, synchronized audio-water programming includes Beethoven’s Ode to Joy culminating in 120-foot blasts of water from the fountain’s four Super Shooters and, inevitably, a spontaneous burst of applause from onlookers. • Playroom – A place in Center House just for young children and their caregivers. This free, child-friendly space allows for retreat from the high-energy activity of the Seattle Center campus. • Poetry Garden - Seattle Center Productions worked with an artist to engrave the work of international poets into red-granite boulders and integrate them into a contemplative garden with winding pathways, seating, and serene landscape. • Points of Discovery Self-Guided Tours - Seattle Center is home to many remarkable features including gardens, art, and architecture. Its history, stories and evolution are also points of interest. Tours composed in written and downloadable electronic form let visitors, at any time of their choosing, stroll through the campus, take in the sights and learn more about the unique and fascinating attributes of Seattle Center. • Skatepark – In June 2000, Seattle Center opened the first skatepark in the City of Seattle. Seattle Center Productions programmed the space by scheduling live music and offering family skate days for children 12 and under that included skateboard instruction. The skatepark was redesigned and relocated in 2009. Seattle Center Productions continues its programmatic responsibility for the site, maintains the relationship with the Skateboard Park Advisory Committee and manages the group that contractually oversees the site.

20

Appendixes

LARGE-SCALE ENTERTAINMENT Designed as a gift to the community, Seattle Center presents prominent events at the amphitheatre. Major concerts and performance groups of all genres draw big audiences because of their national appeal. Thousands of patrons descend on the lawn of the amphitheatre to picnic and enjoy of the nation’s best and most popular artists. COMMUNITY RESPONSE Seattle Center responds to significant current events and assists people in marking the important moments in their lives by offering them ways to come together and share their feelings of joy, celebration or sadness. One memorable event of this nature was the gathering following the death of Kurt Cobain. This became a part of rock music history and still appears in documentaries and writings on Kurt Cobain. Other significant events were the WTO hearings and the flower vigil after 9-11.

Appendixes

21

APPENDIX II — PARTNERSHIPS Annually more than 150 partners collaborate with Seattle Center Productions in the creation, development, and/or implementation of public programs. Approximately 60% of Seattle Center public programs benefit from partnerships which provide additional expertise, perspective and outside resource for programming. Some partnerships exist without compensation from Seattle Center, while others receive in-kind and/or cash support in order to co-produce a program, festival or event with Seattle Center Productions. The amount of support varies in any given year dependent upon Seattle Center resources, budget and level of programming. The support provided to partners helps Seattle Center Productions to leverage resources which result in more public program offerings than it could produce on its own. The partner examples given are from 2008 and 2009. They do not necessarily represent existing or long-term commitments as partnerships are determined in relation to programs. 2009 Partner Support and Leverage In-Kind Facility & Equipment - $865,000

In-Kind Labor - $310,000

Cash Support - $130,000 (part reflected in SCP program costs, part from Seattle Center Foundation philanthropic pursuits) Resource Leveraged from Partners - $1,440,000 Partner Examples:

22

Appendixes

4Culture 5th Avenue Theatre 826 Seattle ACT Theatre All Nations Cup Foundation Alzheimer Foundation American Cancer Society American Red Cross Amy Denio Arab Center of Washington Arthur Murray Arts Corps Arts West Asian American Directors Coalition Blacks in Government Book-It Repertory Theatre Broadway Bound Center House Merchants Association Central District Forum for Arts and Ideas Cherry Blossom & Japanese Cultural Festival Committee Circus Contraption & the Aerialistas City Year Clarence Acox Clowns Unlimited Committee Pro-Amnistia Compassion Action Network Consular Agency of France Cornish College of the Arts CroatiaFest Committee Cystic Fibrosis Foundation DigiPen Institute of Technology Down Syndrome Society Earshot Jazz Emerald Downs Ethnic Heritage Council Ewajo Dance Workshop Experience Music Project Festa Italiana, Inc. Filipino American Civic Employees of Seattle Filipino Cultural Heritage Society of Washington Flying House Productions

Folk Dancing Association France Education Northwest Frye Art Museum Garfield High School Music Program Guiding Lights Foundation Henry Art Gallery High Five New York Highland Skate Club Hispanic Seafair Organization Hmong Association of Washington Ignition Northwest IMAX Theatre Indigenous Studies Foundation International Ballet Theatre Intiman Theatre Iranian American Community Alliance Irish Heritage Club Kamehameha Schools Alumni Association Kennedy Center Imagination Celebration KEXP 90.3FM Kirlin Foundation Korean-American Art & Cultural Association Langston Hughes Performing Arts Center Loren Miller Bar Association Make-a-Wish Foundation Mayor’s Youth Council Middle East Peace Camp Municipal League of King County National Day of Prayer of King County National Yoyo League Nature Consortium Network of Strength Next Stage Dance Theatre Northwest Accordion Society Northwest Film Forum Pacific Northwest Ballet Parents for Skate Parks Pfffttt! Dance Theatre Company Pottery Northwest Pratt Fine Arts Center PTSA of Washington

Puget Sound Blood Center Puget Sound Council of Square Dance Puget Sound Off Ragamala Rain Country Dance Association Richard Hugo House Roots of Empathy Science Fiction Museum Seafair Foundation Sea-Mar Community Health Center Seaspot Media Group Seattle Art Museum Seattle Arts & Lectures Seattle Bicycle Music Festival Seattle Center Foundation Seattle Center Productions Advisory Committee Seattle Children’s Theatre Seattle Girls’ School Seattle Indian Health Board Seattle International Film Festival Seattle Laser Dome Seattle League of Artists Seattle Management Association Seattle Musical Theatre Seattle Office of Arts & Culture Seattle Opera Seattle Parks Department Seattle Public Schools Seattle Repertory Theatre Seattle Robotics Society Seattle Shakespeare Company Seattle Symphony Seattle Theatre Group Seattle University Seattle Works Seattle World Percussion Society Seattle Zombie Walk Seeds of Compassion Organization Show Brazil Productions SiS Productions Skagit County Museum

Skate Like a Girl Skate Park Advisory Committee Snowboard Connection Space Needle Corporation Spectrum Dance Theater Sundiata African-American Cultural Association Taller Mexicano para la Cultura y las Artes Taproot Theatre Company Teen Tix Steering Committee TET in Seattle The Center School The Driftwood Players The Production Network The Service Board The VERA Project The Workshop Theatre Puget Sound Thione Diop Tibetan Association of Washington Treehouse for Kids Troupe Hipnotica Tribal Belly Dance Turkish American Cultural Association of Washington Unexpected Productions United Indians of All Tribes University of Washington Urban League of Metropolitan Seattle USA Ballroom Dance VSA Arts of Washington / Creative Activities Wallingford School of Oom Yung Doe Washington Chinese Art & Culture Committee Washington Ensemble Theatre Washington State Arts Commission Washington State Democrats Western Allied Robotics Whidbey Island Center for the Arts Women in Trades Association Wooden O Shakespeare Company Worthy’s Music Ministries Young Americans’ Theatre Company Young Shakespeare Workshop Youth in Focus

This rich public program content and connection to the community, in turn, helps Seattle Center to further leverage resources from corporate and philanthropic partnerships. Support from these partners goes directly to the programs, to marketing and promotional initiatives and to Seattle Center operations. The diversity of partnerships is valuable to Seattle Center Productions and provides resources which sustain and broaden public program offerings and awareness. 2009 Corporate and Philanthropic Support Leveraged Cash Support - $260,000+ 2008 & 2009 Examples:

In-Kind Support - $230,000+

Boeing Clear Channel Outdoor Colors Northwest Comcast The Bill and Melinda Gates Foundation KEXP 90.3 FM KJR-FM KUOW 94.9 FM Office of Arts and Cultural Affairs Paul G. Allen Family Foundation Radio Disney

Safeco Insurance Seattle Channel Seattle Weekly Seattle’s Child Starbucks Target Verizon Wireless Washington Festivals and Events Guide Wells Fargo Western Washington Toyota Dealers

Appendixes

23

APPENDIX IIIA — FULLY-REALIZED PROGRAM LEVELS AND BUDGET A. FULLY-REALIZED LEVELS

SCP

OTHER DIVISIONS

TOTAL COST

NOTES

SIGNATURE PROGRAMS Art Exhibits

35+ exhibits, as apply

$56,000

$26,500

$82,500

3 venues, commissioned & curated

Center House Urban Nightlife

52 shows

$150,000

$40,500

$190,500

Once weekly

City Initiatives

2+ events, as needed

$41,000

$11,000

$52,000

Community Created Events

40+ events, as apply

$144,000

$50,000

$194,000

Dance Series

4 performances

$80,000

$22,000

$102,000

Farmers Market

52 markets

$45,000

$23,000

$68,000

Once weekly

Festál Cultural Celebrations

24 festivals & 4 events

$480,000

$173,000

$653,000

Annual festivals and one-time events

Fitness Programs

36 classes

$16,000

$4,000

$20,000

3 class types, 12 weeks each

Green Events

2 events

$25,000

$7,500

$32,500

Lecture Series

6 events

$38,000

$10,000

$48,000

MLK Celebration

1 event

$32,000

$8,000

$40,000

Naturalization Ceremony

1 event

$26,000

$9,000

$35,000

Outdoor Concerts

15 concerts

$142,000

$44,500

$186,500

Outdoor Movies

5 shows

$36,000

$11,000

$47,000

Seattle Ctr Resident Showcases

4 performances

$77,000

$21,000

$98,000

Special Events

4 events

$30,000

$8,000

$38,000

Student Showcases

175+ groups, as apply

$70,000

$21,000

$91,000

Teen Tix

year-long

$75,000

$19,000

$94,000

Theatre Series

4 performances

$80,000

$22,000

$102,000

Whirligig

1 festival

$110,000

$30,000

$140,000

Winterfest

40 events/activities

$680,000

$247,000

$927,000

Unadvertised Programming

365 incidents

$118,000

$29,500

$147,500

Int’l Fountain Music etc.

3 locations

$14,000

$3,000

$17,000

Playroom

year-long

$6,000

$3,000

$9,000

Self-guided Tours

5 tours

$5,000

$1,000

$6,000

Different themes, each in multiple mediums

Skatepark

40+ activities

$52,000

$14,000

$66,000

Includes programs & annual contracted management

LARGE-SCALE ENTERTAINMENT

4 performances

$385,000

$105,000

$490,000

COMMUNITY RESPONSE

1+ event, as needed

$20,000

$5,000

$25,000

PERSONNEL

22 FTE & intermittents

$500,000

SEATTLE CENTER TOTAL

927 programs

$3,533,000

Opportunities outside of other series

Improve quality, make pay competitive

INCIDENTAL ENCOUNTERS

$968,500

Year-long programming each location

$500,000

Amount reflects administrative cost equaling 15% of total SCP budget. All other personnel costs are included in SCP program costs.

$4,501,500

FUNDING GOAL = TOTAL COST

This chart shows the number of distinct events/programs only, it does not reflect the scope of the events/programs. SCP = direct program costs (labor and non-labor). Other Divisions = estimated Marketing labor and non-labor & Technical Facilities Management labor. B. SEATTLE CENTER PRODUCTIONS BUDGET HISTORY 2010

$2,050,000

2009

$2,200,000

2008

$1,950,000

2007

$1,900,000

2006

$1,700,000

Budget = Labor and non-labor

24

Appendixes

APPENDIX IIIB — BUDGET NOTES This strategic plan aims to use measured growth to achieve an expansion in public programming by the 50th anniversary of Seattle Center, in relation to the Seattle Center Century 21 Master Plan and to continue development until the balance of the plan is accomplished. Philosophy The philosophy of Seattle Center Productions (SCP) is to develop the highest quality programs to serve the interests and needs of the public within available resources. The emphasis is to focus on quality before quantity and to maintain a balanced suite of programs to satisfy a diverse public audience. SCP views its budget as an agreement with the City to produce the best quality and most programs possible with the amount that is provided by the City, generated from sponsorships, and supplemented by private fund-raising. As needs arise, the division may choose to shift funds within its allocated budget and the Budget Control Level (BCL) to support one program over another. This document outlines projected expenditures based on the implementation of the fully-realized strategic plan. An attachment is available to compare fully-realized and the current program levels and budget. Measured increases in the types and numbers of events will be evaluated by Seattle Center and the Department of Finance as part of the budget development process. Costs The information in the “SCP” column of Appendix IIIA reflects direct program labor and non-labor costs. The column titled “Other Divisions” includes estimated Technical Facilities Management (TFM) labor, as well as Marketing labor and non-labor expenses. TFM includes both laborers for set up, operations and clean up of events, as well as trade labor, such as painters or engineers, for specific program related projects. TFM costs are based upon program coded hours. Marketing costs are not coded by program and represent 25% of the total SCP program costs, which is on the low end of the industry standard. All costs were determined using 2009 staffing rates and production costs and are not adjusted for inflation. Personnel Estimated SCP staffing levels would need to be increased depending on the level of new and/or expanded programs added to the current offerings. The management and implementation of each SCP program is a collective effort, requiring the involvement of multiple people and work units at various stages. Therefore, a single specific program does not trigger additional staff needs, rather it is the combined needs of the entire mix of programs that impacts the staff resources. To determine the staffing needs of the strategic plan, the available workload of a full-time employee was analyzed on both the management and operational sides. The amount of work required to manage and implement the fully-realized plan was also estimated. Then the employee capability was extrapolated for the estimate. To manage the fully-realized programming, staffing levels would need to increase to an equivalent of 22 full-time employees plus intermittent Stage, Sound and Admissions employees. Revenue Seattle Center Productions is not intended to be a revenue generating division. It produces a small amount of direct revenue through low-cost program fees, reimbursed labor and concessionaire commission. The division also contributes to the overall revenue stream of Seattle Center by drawing audiences that add to parking, merchant sales and sponsorship opportunities. The true value derived from Seattle Center Productions is one of community stewardship and social benefit.

Appendixes

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APPENDIX IV — ECONOMIC AND SOCIAL BENEFIT Recently, Seattle participated in a national study conducted by Americans for the Arts that sought to quantify the value of arts and culture. The Arts & Economic Prosperity III1 report, released in May 2007, noted that arts and culture “provide inspiration and enjoyment to residents, beautify shared public places, and strengthen the social fabric.” In addition to these intrinsic benefits, striking economic impacts were revealed. The key lesson from Arts & Economic Prosperity III is that communities that invest in the arts reap the additional benefit of jobs, economic growth, and a quality of life that positions those communities to compete in our 21st century creative economy. Business and government leaders often talk about the challenges of funding the arts and other community needs amid shrinking resources. They worry about jobs and the economic performance of their community. How well are they competing in the high-stakes race to attract new business? Is their region a magnet for a skilled and creative workforce? What is best for their constituents and to improving quality of life for all? The findings from Arts & Economic Prosperity III send a clear and welcome message: leaders who care about community and economic development can feel good about choosing to invest in the arts. - Robert L. Lynch, President and CEO, Americans for the Arts Economic Benefits Besides placing Seattle in a national comparative context, the Americans for the Arts study provides insight into the benefit of Seattle Center public programs. It measured the impact of expenditures by arts and culture organizations and their audiences in 156 communities using input/output analysis, a highly regarded model that was the basis of two Nobel Prizes in economics. The rigorous methodology and broad scope allowed analysts to make reliable extrapolations that can be used by cities and organizations to determine their individual economic impacts. The arts and culture industry is unique as it leverages a significant amount of event-related spending from audiences on commerce such as parking, dinner, merchandise, and child-care. The study determined, in a city the size of Seattle, event-related spending amounts to $29.65 per person, per event, separate from the cost of admission. This model not only confirms that Seattle Center public programs provide viable economic benefit, but help to identify to what degree.

Cost to Seattle Center Productions

373

540,000

$2,200,000

$16,000,000

$5,600,000

927

902,000

$3,500,000

$26,900,000

$15,000,000

% Increase

149%

67%

60%

59%

168%

Public Savings on Admission

Estimated Attendance*

2009 Fully-Realized

Table 1

Economic Revenue Generated by the Public**

Number of Programs

In 2009, approximately 540,000 people attended Seattle Center public programs. Based on the Arts & Economic Prosperity Calculator this audience directly contributed $16 million to the economy, supporting more than 400 full-time jobs, $7 million in household income, and $1.7 million in local and state government revenue. Compared to Seattle Center Productions’ $2.2 million budget to produce the programs, that was an eight to one return on investment. A summary is provided in Table 1.

*Does not include art exhibits or incidental encounters, programs that are available to the public at almost any time and/or are not designed in a way to accurately track attendance. **Determined by the Arts and Economic Prosperity Calculator using a formula that accounts for event related spending according to city size ($29.65), organizational expenses (SCP costs), and attendance figures.

With a budget increase of $1.3 million, Seattle Center Productions would grow public programs by 149% and serve more than 900,000 people. Audiences would infuse $26.9 million into the economy, equaling more than 700 full-time jobs, $11.7 million in household income, and $2.8 million in government revenue. Plus, as a part of a labor-intensive industry, more than half of the budget for public programs goes to support artists, production and administrative personnel. The study found, “dollars spent on human resources typically stay within a community longer, thereby having a greater economic impact.” Vibrant public programs and spaces at Seattle Center also attract tourism which further harnesses economic rewards. Arts & Economic Prosperity III reported that non-local audiences spend twice as much as area residents. Whether serving the local community or out-oftown visitors, Seattle Center’s public programs enhance the City’s vitality and help the economy to thrive.

Americans for the Arts, Arts & Economic Prosperity III: The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences, 2007.

1

26

Appendixes

Public Savings on

Per Person Savings

Cost with Comparable

$0

$35

$35

1,500

$52,500

Festál Cultural Festival

Town Hall

$0

$10

$10

4,000

$40,000

Teen Tix (Annual)

Seattle Opera

$5

$25

$20

4,500

$90,000

Large-Scale Entertainment

KeyArena Concert

$0

$100

$100

7,500

$750,000

Admission

Concert at Marymoor

Attendance

Concert at the Mural

Avg. Event

Comparable Program

Program

Seattle Center Program

Cost with

Table 2: Calculating Public Savings on Admission - Examples

Seattle Center

In addition to calculating the economic revenue generated by public programs, Seattle Center evaluated what people would have paid for admission to comparable events around the region to understand the savings that the City provides to the public. Examples of the calculations are shown in Table 2.

Programs such as the Art Gallery, Naturalization Ceremony, Martin Luther King Celebration, Incidental Encounters or Skatepark would not provide savings as activities and events of that nature are generally free to the public. The complete compilation of the savings per program, person, and attendance, illustrates a significant overall public benefit, as indicated in Table 1.

Social Benefits Public savings on admission has both economic and social advantages. Not paying for admission makes it all the more likely that participants will spend $29.65 per person, per event on related goods and services that generate economic revenue. But people are acutely aware of the direct cost of attending a featured event. Taking a family of four to a concert or festival can cost upward of $140. While the entertainment may give two hours of respite away from the worries of work, school and personal issues, the nagging financial burden can make it impossible to fully appreciate that experience. By producing free and affordable public programs the City lifts this combined financial, mental and emotional strain, a relief anyone would recognize as a benefit. During difficult economic times the saved resources ($15 million under the fully-realized strategic plan) can help people pay for fundamental needs such as shelter, food, clothing and transportation. In more secure moments they allow for added comforts or experiences that contribute to quality of life. Seattle Center public programming capitalizes on social benefit in a way few other programs can, because it is free it ensures all people have access to quality experiences that provide these personal and community advantages. The social benefits derived from arts and culture programs are detailed in Gifts of the Muse2, a project commissioned by the Wallace Foundation from the RAND Corporation. The goal of the study was to “improve the current understanding of the arts’ full range of effects in order to inform public debate and policy.” The study conducted an extensive review of reputable publications ranging from conceptual and empirical studies, to aesthetics, philosophy and criticism, as well as public access and participation research. The report synthesized the findings into two primary categories, instrumental and intrinsic benefits, and distinguished the ways they affect public welfare. Table 3 shows the framework used to examine these benefits. Table 3: Understanding the Benefits of the Arts

Private Benefits

Private & Public

Public Benefits

Instrumental Benefits

Improved test scores

Improved self-efficacy Learning skills Health

Development of social capital Economic growth

Intrinsic Benefits

Captivation Pleasure

Expanded capacity for empathy Cognitive growth

Creation of social bonds Expression of communal meaning

RAND MG218-S.1

McCarthy, Kevin F., et al., Gifts of the Muse: Reframing the Debate About the Benefits of the Arts, Santa Monica, CA: RAND Corporation, 2004.

2

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Instrumental Benefits Instrumental benefits, listed at the top, are those most frequently cited as reasons for supporting arts and culture because they are observable and measurable. Academic, attitudinal and behavioral benefits are often associated with youth. Those with poor mental and physical health experience noticeable improvement with arts therapy. Social capital qualifies as: providing for social interaction among the community; building community identity; and developing organizational capacity through skills, infrastructure and leadership. On the economic side: direct benefits come from audience and organization spending; indirect benefits attract people and businesses to places where arts and culture are available; and benefits for the public-good come from the arts’ contribution to quality of life. Intrinsic Benefits Instrumental benefits are significant outcomes of arts and culture experiences, but the RAND study emphasizes that, while more difficult to evaluate, intrinsic benefits are equally valuable and should not be overlooked. “People are drawn to the arts not for their instrumental effects, but because the arts can provide them with meaning and with a distinctive type of pleasure and emotional stimulation. We contend not only that these intrinsic effects are satisfying in themselves, but that many of them can lead to the development of individual capacities and community cohesiveness that are of benefit to the public sphere.” At their core, people know these intrinsic values to be true. Most everyone has experienced a moment of captivation where they become so focused that they let go of stress and worries. Arts and culture provide imaginative experiences that are intense and revealing and allow for this type of absorption and pleasure. And because arts and cultural meanings are not explicitly stated, people must work to interpret them. This stretches their cognitive abilities and helps them to gain new perspective on the world. Engaging the public in vastly different experiences expands their capacity for empathy making them more receptive to unfamiliar people, attitudes and cultures. Seattle Center public programs let people share all of these experiences with others and express what is important to them, leading to the establishment of social bonds that connect them to their community, region and the world. Conclusion Research has clearly demonstrated that arts and culture provide economic and social benefits. This information helps to validate the substantial impact that the City makes through Seattle Center public programs. Whether it is generating $26.9 million to support jobs, business and government revenue, saving people $15 million to use for personal needs, or finding inspiration, joy, meaning and strengthened social connections, the current and proposed public programs are designed to ensure that economic and social benefits can be fully realized by the public and the community.

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APPENDIX V — AUDIENCE RESEARCH AND PUBLIC INPUT FINDINGS Seattle Center Productions finds great value in public feedback and made independent efforts to assess the quality of its current programming and gather input from stakeholders on its future direction. The findings informed and guided the development of this strategic plan. PUBLIC ENGAGEMENT From 2000-2007, The Connections Group conducted twenty different surveys and focus groups involving over 5,000 people to gather input about Seattle Center’s campus and programs. In May 2005, the Seattle Center Programming Sustainability Committee, under the leadership of Christine Goodheart (Former Director of Program Development, Lincoln Center), completed a report following extensive community engagement, individual interviews and constituent focus groups to garner their thoughts on program development. As part of the Master Plan development process, the Seattle Center Century 21 Committee conducted city-wide public meetings in 2007 to solicit feedback on the Center’s public facilities, open space and programs. In 2007, Seattle Center Productions assembled focus groups to discuss current and future public programming at Seattle Center. In 2008, an advisory committee of community leaders, artists and constituents was formed to guide and finalize the creation of this strategic plan, and will be an ongoing body to advise Seattle Center Productions as it moves forward. FINDINGS Seattle Center is iconic, strongly supported and its mission is sound. Seattle Center lags behind the rest of the region’s modernization efforts. Surrounding neighborhoods and businesses are projected to add 17,000 housing units and 30,000 employees before 2024. This signals an opportunity to expand Seattle Center from an occasional destination for special events to an attractive destination for daily use. Neighboring residents and employees are seeking easy access to arts and cultural life, green refuge, public gathering and recreation spaces, entertainment, and social nightlife. Center House serves a global, intergenerational audience with a dynamic mix of interests, cultures and economic levels. In order to regain its appeal and usefulness it requires significant improvement. Low and middle income families are desperate for enrichment experiences that are often difficult to afford. Seattle Center has insufficient marketing where people “often stumble into something brilliant” instead of hearing about it beforehand. The programming desired by the public is reflected in the current and proposed offerings of Seattle Center Productions. People are highly-satisfied with current public programs when they know about them and if they aren’t deterred by the facilities or environment. The public consistently asks for an expansion of public programming especially in the areas of outdoor concerts and farmers markets. Seattle Center Productions needs to adopt clearly defined goals and implement related program assessment and evaluation to ensure continued relevancy. The value and impact of Seattle Center public programming justify greater investment toward serving public need.

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APPENDIX VI — SCP ADVISORY COMMITTEE & STRATEGIC PLAN CONTACT INFORMATION The following Seattle Center Productions Advisory Committee members were responsible for guiding and finalizing the creation of the strategic plan. Tom Bartlett, Chair – Community Volunteer, Global Corporate Citizenship Site Leader, The Boeing Co. Angela Robar, Vice-Chair – Marketing Consultant, Extra Mile Marketing Hanna Benn – Music Student, Cornish College of the Arts Kari Cassidy-Diercks – COO, Spacecraft Clothing Ron Chew – Community Volunteer & Former Executive Director, Wing Luke Asian Museum Lisa Escobar – Principal, The Center School Mickey Fearn – Deputy Director, U.S. National Park Service Anil Singh-Molares – CEO, EchoMundi, LLC Lois Rathvon – Community Volunteer & Former Chair, Cornish College of the Arts Dance Department Lisa Verhovek – Community Relations Manager, Bill & Melinda Gates Foundation Arielle Washington – High School Student, Mayor’s Youth Council

Mary Wideman-Williams – Chief Operating Officer, Seattle Center John Merner – Director, Seattle Center Productions JulieAnn Clifton – Production Manager, Seattle Center Productions Julia Colson – Arts & Community Programs Manager, Seattle Center Productions Steve Sneed – Cultural Programs Manager, Seattle Center Productions Lori Melendy – Administrative Staff Assistant, Seattle Center Productions

For more information regarding Seattle Center Productions or the strategic plan please contact:

Robert Nellams Director - Seattle Center (206) 684-7330 [email protected]

www.seattlecenter.com

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John Merner Director - Seattle Center Productions (206) 684-7124 [email protected]

Seattle Center Productions (206) 684-7124 www.seattlecenter.com