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CULTURAL PLAN
ABOUT
THIS
PLAN
The Cultural Plan was initiated by the DC Council
through the Cultural Plan for the District Act of 2015,
which directed the DC Office of Planning to develop
the Plan in consultation with the DC Commission on
the Arts and Humanities and the DC Office of Cable
Television, Film, Music and Entertainment with support
from an interdisciplinary consulting team. Throughout
the planning process, more than 1,500 community
members and cultural stakeholders provided input that
informed the Plan’s strategies and recommendations.
The Cultural Plan establishes a framework to inclusively
grow the District’s cultural community informed by
the Office of Planning’s experience in community
development, land use, systems planning, public
facilities and infrastructure. This Plan’s implementation
will be guided by the multi-sector Implementation
Steering Committee required by the Cultural Plan
for the District Act of 2015. The Mayor will work in
collaboration with the Steering Committee to develop
partnerships and initiatives to realize the Plan’s vision
for building cultural equity.
DC Office of Planning 2
LETTER FROM
O U R M AY O R
Dear Washingtonians,
As Mayor of Washington DC, I am pleased to share with you our first-ever Cultural Plan,
highlighting our many investments with an acute focus on arts, heritage, and innovation.
Individually, these areas are all important to the overall health of our nation’s capital, but
collectively, they are critical to our work to create a fair shot for all Washingtonians.
Our cultural economy today supports more than 150,000 jobs across all eight wards generating
$12.4 billion in wages. And today, ranging from programs to facilities and infrastructure, DC
makes some of the nation’s largest per capita public sector cultural investments. This Plan’s
recommendations will take this further, by maximizing the impact from these investments
and forging stronger connections between artists and existing programs such as affordable
housing and small and local business development.
My Administration has worked to ensure that DC’s local economy remains one of the
strongest in the nation. Washington, DC has changed in many ways since I grew up in
North Michigan Park, but one thing that has not changed is the creativity of our residents!
From go-go and street art to murals and jazz, we know that DC has always been – and will
always be – a leader in the arts.
As part of our strategy surrounding arts and our cultural economy, we formed 202Creates,
a citywide effort showcasing Washington, DC’s diverse and vibrant creative community.
Through a month-long array of events each September, 202Creates promotes the artists,
tastemakers, and entrepreneurs who contribute to our thriving creative industries throughout
the year. 202Creates also features important conversations with innovators, residents, and
businesses with the goal of furthering engagement between government and the creative
community.
Shaped by conversations with more than fifteen-hundred residents, cultural creators and
consumers, our Cultural Plan lays out a vision and recommendations on how the government
and its partners can build upon, strengthen, and invest in the people, places, communities,
and ideas that define culture within DC. It also reinforces our position as a national cultural
policy leader among cities such as New York and Chicago.
Throughout the strategy development process of this Plan, we asked not only what the DC
government could do to advance culture here, but what we can do together – government,
artists and cultural entrepreneurs, residents, and community institutions to further that goal
as well. And we did this through an innovative engagement approach that emphasized
public dialogue between stakeholders and decision-makers.
I want to thank the many individuals, community leaders and organizations who shared their
expertise and ideas to help create this Cultural Plan. Together, we will strengthen DC culture
and the ongoing discussions in our communities to provide a path forward for inclusive
cultural innovation.
3 DC Cultural Plan
TA B L E O F C O N T E N T S
•
06 44 164
COLLECTIVE ACTION FOR SUSTAINABLE CULTURE .............. 102 APPENDIX OF RECOMMENDATIONS.................. 168
DC Office of Planning 4
EXECUTIVE
SUMMARY
E X E C U T I V E S U M M A R Y
CULTURE BRINGS
US TOGETHER
" [The Culture Plan] lays out a vision and recommendations
on how the government and its partners can build upon,
strengthen, and invest in the people, places, communities,
and ideas that define culture within DC."
- Mayor Muriel Bowser
The District’s culture is the city’s collective soul – it reflects individuality, heritage, interests
and aspirations. It is what makes us different and brings us together. The composition of
cultural practices from all residents and cultural organizations is Washington, DC culture.
DC's culture is go-go and the Smithsonian; thrive in a growing and increasingly high-value
marching bands and gospel choirs; visual city. It strengthens the cultural community by
arts and language arts; heritage and counter creating new resources and programs to help
culture. Over the past decade, the District has build cultural organizations that succeed with
experienced profound changes that have altered new funding models that reach more consumers.
the city’s cultural geography and practice. This It also supports and expands social, informal
Plan is a guide for culture to grow diversely, and formal cultural space across the city. The
inclusively and accessibly with firm foundations Plan lays out programmatic alignments that
in heritage. better connect and integrate support resources
for cultural organizations in the short-term,
The Cultural Plan strengthens arts, humanities,
while introducing innovative programs that will
culture and heritage in neighborhoods across
help cultural creators transition to new business
the city by increasing cultural participation,
models in the mid-term.
supporting artistic skill development, stimulating
cultural production and informing decision- Washington, DC has evolved from a low-value
making. It lays out a vision and recommendations to a high-value real estate market, altering
on how the government and its partners can cultural geography and cultural business
build upon, strengthen and invest in the people, models in the process. Cultural geography is the
places, communities and ideas that define distribution of cultural facilities serving cultural
culture within the nation’s capital. activities throughout the city. Business models
are the revenue and customer relationships
This Plan introduces innovative models built on
that define the shape and function of each
emerging best practices to empower creators
cultural organization. These changes have
and cultural organizations with approaches to
7 DC Cultural Plan
E X E C U T I V E S U M M A R Y
INVESTING IN
SOCIAL INNOVATION
"...my Administration remains focused on preserving our history and culture, ensuring
we remain diverse and inclusive, and giving more Washingtonians the opportunity to
participate in our city’s prosperity. "
-Mayor Muriel Bowser
increased the costs for cultural creators Although many stakeholders already
and organizations, including the need for contribute, this Plan helps focus and
higher wages that keep up with the cost grow cultural investments by building
of living and increased costs for space new partnerships and leveraging new
in the competitive real estate market. resources.
Cultural equity has been impacted as
many creators and organizations have The District government has invested
difficulty securing sufficient funding from billions of dollars in public facilities with
limited sources. cultural uses including schools, libraries
and recreation centers. Additionally,
This Plan builds on the District annual programmatic funding for technical
government’s experience catalyzing assistance, grants and promotion
innovation in fields, such as affordable supports a wide range of creators,
housing, environmental protection and spaces and consumers. Furthermore,
public facilities. The Plan has a three-part on a case by case basis, the District has
catalytic framework that includes: shared also provided seed funding that helped
stewardship, organizational innovation renovate and establish cultural spaces
and leveraged funding that will enable across the city including THEARC and
cultural organizations to evolve and thrive Lincoln Theatre. All of these investments
as the District continues growing. These are supported by equity building
approaches support sustainable cultural programs, including affordable housing,
practices that reflect the city’s diversity by healthcare and business development
transforming access to cultural financing; that empower all residents within the
increasing access to cultural production cultural sector and beyond.
and presentation spaces; and increasing
connections to cultural consumers. Nongovernmental cultural stakeholders
have provided free and low-cost
This is an aspirational plan that will inform space in addition to financial support.
agency work, partnership approaches Residents share their commitment to
and foundational legal documents, such creators through a wide range of events
as the Comprehensive Plan. including the Anacostia River Festival. By
expanding cultural stewardship, the city’s
Shared Stewardship—all residents and cultural practices will become increasingly
cultural stakeholders will collaboratively representative of all Washingtonians,
support the city’s culture with regular their heritage and traditions.
investments of time and resources.
DC Office of Planning 8
E X E C U T I V E S U M M A R Y
The private sector has also contributed to shared in the growing city.
stewardship of the city's culture through support
Leveraged Funding—helps all types of cultural
including space and financial assistance for cultural
organizations develop a base to thrive by making
institutions, such as the Woolly Mammoth Theatre.
more efficient use of existing funding to access new
There are numerous opportunities for the private sector
resources from foundations and impact investors.
to partner with other cultural stakeholders to achieve
Impact investing is an emerging practice that directs
win-win solutions.
large amounts of value and mission-oriented funding
Shared stewardship will elevate the city’s cultural from pensions, foundations, and private individuals to
traditions that celebrate who Washingtonians are and achieve publicly beneficial impacts. The District will be
who we have been while providing fertile ground to a leader in developing innovative approaches to cultural
develop who we will become. funding focused on partnership and impact. These
techniques will help the city and its partners to meet
Organizational Innovation—the city and its demand for increased financial support, cultural space
foundation partners will help cultural organizations and organizational development while freeing critical
refine their business models to be more sustainable resources to support increased cultural programming.
through strategic planning, partnership and stronger
connections to cultural consumers. These refined This catalytic framework supports cultural organizations
business models fill market segments with a high- and creators across the city with funding to thrive in a
opportunity for growth between traditional charitable changing environment. The framework is designed to
nonprofits and commercial for-profits. To maximize the equitably maintain, create and activate social, informal
opportunities of these segments, the District will help and formal cultural spaces that enable communities to
nonprofit and for-profit organizations adapt for success better reflect residents’ cultures.
DC Office of Planning 10
E X E C U T I V E S U M M A R Y
DC CULTURAL
PLAN PRINCIPLES
The Plan will be implemented by
a multi-sector, interdisciplinary
Steering Committee that will use the
following eight principles to shape the
investments, programs and initiatives
recommended in this Plan.
AFFIRM
that existing cultural practices, heritage
and organizations are important to the
District.
ALIGN
and expand programs that support
creators.
DEPLOY
grant funding strategically to incubate
creators.
CREATE brush
programs that support innovation in
cultural funding.
FORM
stronger linkages between real estate
development and cultural space
production.
PROMOTE unpackarchive
the District’s cultural opportunities to
local, regional, national and international
audiences through partnerships.
BUILD
partnerships with local and federal
cultural organizations that increase
cultural access for District residents.
INVEST speed
time and resources collectively through
shared stewardship with every resident
and stakeholder to support and lift-up
cultural expressions.
11 DC Cultural Plan
E X E C U T I V E S U M M A R Y
PLAN DEVELOPMENT
AND THEMES
•
The Office of Planning (OP) collaborated with the DC Commission on the Arts and Humanities
(CAH) and the Office of Cable Television, Film, Music and Entertainment (OCTFME) with
support from an interdisciplinary consulting team to develop this Plan.
Per the Cultural Plan for the District Act of It means that culture on the sidewalk is just as
2015, the DC Council directed OP to develop important as culture in the theater. It means that
a comprehensive Cultural Plan for the we all have the freedom to express ourselves
District to better understand the city's cultural and connect with others. Through this approach,
needs and guide cultural investments. The the Cultural Plan will help build a broader, more
Council’s legislation also calls for a multi- equitable base to support diverse and inclusive
sector implementation committee to develop culture that provides increased opportunities for
partnerships and initiatives that build on this District residents including professional creators
Plan’s recommendations to achieve lasting of all types.
results.
This Plan was grounded by a review and
The planning team analyzed the District’s analysis of economic and cultural organization
cultural resources, programs and economy. data. The planning team’s research shows
The team then hosted a series of community constrained cultural funding, increasing
conversations called INTERMISSION DC where costs, and changes to cultural practice in the
all District residents and cultural stakeholders District. An economic impact analysis found
were invited to take a break from cultural that the cultural economy is an important part
practice and share their experiences, concerns of the District’s economy employing more than
and perspectives. Based on the research 150,000 people, contributing more than $30
and input, the planning team developed three billion annually in spending and more than a $1.1
mutually reinforcing strategies for cultural billion in taxes. The cultural economy includes
creators, space and consumers that converge people and organizations that produce cultural
with a funding roadmap for both existing and works directly, businesses that provide goods
potential programs. and services to those organizations, and jobs
distributed throughout the broader economy
The team developed this Plan with the premise generated by spending from those individuals
that all infrastructure is a stage and every and businesses in the first two categories.
resident is a performer. This approach
recognizes that every resident has cultural This Plan has been shaped by a new engagement
practices that take place in social, informal and approach called ‘flat’ engagement designed to
formal spaces across the city. It is a broadly give each stakeholder unstructured open-ended
inclusive notion designed to push beyond opportunities to discuss their perspectives with
conventional ideas of culture by providing decision-makers. ‘Flat’ engagement infuses this
platforms that empower creators to express Plan with rich, cross-cutting input from 1,500
themselves. Linking infrastructure to cultural stakeholders that shaped its recommendations.
space is a core aspect of this Plan. It means
that culture is for everyone, and it is everywhere. During the engagement process, many creators
DC Office of Planning 12
E X E C U T I V E S U M M A R Y
DC Office of Planning 14
E X E C U T I V E S U M M A R Y
conveyed their constant struggle to find space for both These discussions highlighted that the District is home to
production and presentation, while others shared broader some of the world’s leading cultural organizations including
issues with higher costs of housing and transportation. the Smithsonian Institution, National Gallery of Art and
However, the concerns reached far beyond transactional Library of Congress. Each of these organizations engage
issues, with a palpable concern that the District’s culture, District residents; some, including the Kennedy Center,
particularly Black culture, is being lost to growth. are undertaking innovative new approaches that bring their
practices into communities while remixing traditional forms
Throughout these conversations, stakeholders shared a of culture with popular culture to increase connection points
wealth of perspectives on the strengths of District culture for cultural consumers.
and opportunities to build on. They identified the District’s
heritage as a national cultural epicenter, and particularly Balancing cultural and economic needs is one of the most
as a historic center of Black culture. Many suggested challenging issues of our time. Cities around the world are
emphasizing locally rooted practices such as jazz, go-go, food working to strengthen cultural systems as they experience
and fashion. The value of youth engagement and education intense growth pressures. To build on the experiences
were also emphasized, including opportunities for increased from peer cities, the District has joined the United Cities
programming and partnership with schools, libraries and and Local Governments Culture 21 initiative, a global
recreation centers. Other attendees highlighted the District’s network of cities working collaboratively to lift-up culture as
colleges and universities as critical cultural anchors that a core value. Culture 21 builds on Agenda 21 for Culture,
could facilitate partnerships with both cultural creators and a document that guides cultural development worldwide
consumers. with a commitment to human rights, cultural diversity,
sustainability, participatory democracy and peace. By
Stakeholders prioritized both public space and facilities joining Culture 21, the District is tapping into a wealth of
for many different types of cultural practices because they experience from cities around the world that have introduced
are affordable and accessible. Many people highlighted culture as a core pillar of sustainable development.
opportunities to streamline the application and permitting
processes for using these facilities. There was also broad Through Culture 21, the District has been inspired to
interest in building on innovative models, such as Monroe incorporate culture as its fourth sustainability pillar joining
Street Market and the Brookland Artspace Lofts, to create social, economic, and environmental sustainability. This
cross-subsidized cultural space in new real estate development approach means the District will develop strategies that
projects. Some participants encouraged the Plan to support harness opportunities that align all four pillars to maximize
more incubators and cooperatives that help cultural creators the benefits and sustainability of economic development.
develop and refine their cultural practices to become viable Actively maintaining and growing the District’s cultural
businesses. fabric will help the city grow inclusively by creating new
cultural opportunities while reinforcing connections to the
Throughout the planning process the team held dozens of city’s heritage. These solutions take a little more effort to
focus groups with stakeholders including cultural funders, develop, but they produce particularly durable results.
leading federal institutions, local institutions, individual artists,
youth and community leaders. These conversations provided This Plan marks a pivotal moment in District culture. For
deep insight that informed the Plan’s strategic approach. decades, culture has filled underutilized spaces and
anchored community reinvestment. Now it is time to evolve
toward a new model of “culture everywhere” facilitated by
shared stewardship, implemented through organizational
innovation, and driven by funding innovation. This
approach will help maximize the cultural opportunities the
District has by creating fluid relationships between cultural
infrastructure and the city’s growth.
15 DC Cultural Plan
VISION
•
GOALS
The Cultural Plan lays out a series of strategies and tools to achieve twelve goals. These aspirational
goals are the leverage points that the Plan will change to make DC culture more sustainable and
inclusive and equitable.
01 C U LT U R A L C R E AT O R S
• Cultural Creators will develop their practice with the support of aligned
educational and technical assistance resources.
• Cultural Creators will have increased access to affordable housing.
• Cultural Creators will have increased access to affordable production space.
• Cultural Creators will be empowered to build careers as creators.
02 C U LT U R A L S PA C E S
• Cultural Space in the public realm and in public facilities will be platforms for
expression.
• Cultural Space will be more accessible.
• Cultural Space will be increased and maintained as community anchors.
• Cultural Space creation will be linked to the city’s growth.
03 C U LT U R A L C O N S U M E R S
• Cultural Consumers will have more information about cultural events in the city.
• Cultural Consumers will have access to a broader and more diverse range of
cultural practices.
• Cultural Consumers will have inclusive access to cultural spaces and practices.
• Cultural Consumers will experience culture in every community.
17 DC Cultural Plan
A S P I R AT I O N F O R C H A N G E
INPUTS
THEORY OF CHANGE
People Programs
OUTCO M E S
DC Office of Planning 18
"Build Cultural Equity by Leveraging the City's Prosperity"
AC TIONS
AFFIRM
CULTURAL STREAMLINE
STRENGTHEN SPACE PROCESSES
WORKFORCE ENHANCE THE
DEVELOPMENT CULTURAL SUPPORT CULTURAL
CREATORS SYSTEM SPACES
PARTNER
TO CREATE
FACILITATE CULTURE
CULTURAL
EVERYWHERE
EXPAND YOUTH SPACE
PROGRAMMING
Cultural
Convergance
EXPAND
COMMUNITY
INCREASE
ORIENTED
PROGRAMMING CULTURAL
CULTURAL
CONSUMERS EXPOSURE
PROMOTE CULTURAL
OPPORTUNITIES
19 DC Cultural Plan
E X E C U T I V E S U M M A R Y
Kristina Noell
STRATEGIC
APPROACH
DC Office of Planning 20
E X E C U T I V E S U M M A R Y
The District will leverage new partnerships to create opportunities for more cultural space in communities across
the city. Over time, leveraging new funding sources will enable the District to dedicate more of its cultural funding
for programming, which will increase support for diverse cultural practices unique to the city. This Plan establishes
a framework for growing District culture to be equitable and sustainable by partnering and increasing the efficiency
of the District’s investments. The Cultural Plan achieves its goals with three interlocking strategies for cultural
creators, cultural spaces and cultural consumers that provide mutually reinforcing recommendations that are tied
together by convergence recommendations. This approach increases outlets for cultural producers, entrepreneurs
and organizations while creating more opportunities for cultural participation among residents and visitors.
21 DC Cultural Plan
E X E C U T I V E S U M M A R Y
CULTURAL CREATORS
Cultural creators are the people and organizations that produce cultural expressions. Creators are students in school,
hobbyists, artists, cultural entrepreneurs and anyone who creates. The Plan offers opportunities for creators ranging
from individuals to large organizations. The strategy aligns and expands opportunities for cultural expressions with
a series of pathways for creators to develop their practice. [See 'Appendix of Recommendations' for more information]
CULTURAL CREATORS
Recommendations
Launch a Center for Cultural Opportunities Support local cultural identity and traditions
• Align cultural creators with small business programs • Continue supporting culture through historic preservation
• Continue strengthening Pre-K-12 arts and culture incubators and collective production space
programs
• Leverage the Any Given Child and Turnaround Arts
Programs
• Increase out-of-school cultural programming for youth
DC Office of Planning 22
E X E C U T I V E S U M M A R Y
CULTURAL SPACES
Cultural spaces are the social, informal and formal places where creators engage consumers. Spaces include libraries,
recreation centers, school auditoriums, theaters, galleries, bars, coffee shops, parks, street festivals and block parties.
The Plan introduces strategies that leverage public and private sector resources to sustain cultural spaces and create
new ones. These tools form a continuum of cultural space by maximizing public space and facilities, while generating
private space through linkages to real estate development and creating opportunities for cultural organizations to
purchase spaces or secure long-term leases. [See 'Appendix of Recommendations' for more information]
CULTURAL SPACES
Recommendations
Affirm civic identity and community heritage Maximize Access to Public Facilities for Cultural
through space Presentation
Use innovative tools to daylight cultural heritage • Increase evening and weekend access to cultural spaces
• Continue incorporating culture into community planning • Create a standardized price schedule for public facilities
• Deploy experimental strategies for infusing culture in public and services
space • Reduce insurance and security costs for cultural events
• Increase options for cultural expression in public space Streamline permitting for cultural uses
• Conduct a review of the city’s noise ordinances Encourage affordable ground floor space for
• Conduct educational outreach to public space presenters cultural organizations
• Align Comprehensive Plan Policies • Support low-cost, long-term cultural space leases
• Leverage the Capital Budgeting Process through • Develop cultural space purchase assistance programs
partnerships • Encourage temporary cultural use in vacant commercial
Promote a range of cultural spaces throughout space
the city • Encourage cultural space in Planned Unit Developments
• Implement a Festival Streets program
• Leverage District assets to create affordable cultural Create a portfolio of cultural incubators and
collective production spaces
space
• Pursue public-private-partnership opportunities to create
• Develop partnerships for behind the scenes cultural
cultural space
spaces
• Establish a cultural space consortium
• Partner with banks to target Community Reinvestment
Act (CRA) investments
23 DC Cultural Plan
E X E C U T I V E S U M M A R Y
CULTURAL CONSUMERS
Cultural consumers are the District’s residents and visitors. The strategy offers new ways to promote the city’s cultural
assets and programming to local and regional residents as well as visitors. These promotions will increase support
for creators and cultural space in communities citywide while strengthening the District as a national and international
cultural destination. [See 'Appendix of Recommendations' for more information]
CULTURAL CONSUMERS
Recommendations
Promote cultural events to residents Increase cultural awareness through a permanent
• Utilize inclusive outreach strategies oral history program
• Work with community-facing partners to promote culture • Highlight community heritage
• Collect feedback from cultural consumers
DC Office of Planning 24
E X E C U T I V E S U M M A R Y
CONVERGENCE
The cultural creators, spaces and consumers strategies converge as a system that empowers individuals and
organizations. These strategies form synergies to grow the city’s cultural community by aligning, leveraging and
promoting District culture and creativity to increase equity, diversity and innovation. The convergence recommendations
establish links that connect the cultural creators, spaces and consumers strategies to form a cohesive cultural strategy
for the entire city. [See 'Appendix of Recommendations' for more information]
CONVERGENCE
Recommendations
Promote a comprehensive, inclusive and healthy Form bridges to new cultural models
cultural community • Advance a collective contribution-shared stewardship
• Strengthen the nexus between traditional culture and model
nontraditional culture • Transform capacity-building
• Strengthen culturally underserved communities • Develop a heritage business program
• Support residents’ ability to use public space for cultural • Leverage the District’s Public Space Stewardship Guide
activity
• Consolidate mural programs Nurture the link between culture and equitable
• Encourage shared parking agreements for cultural development
spaces • Partner with Culture 21
• Establish an arts & culture planning position • Customize Culture 21 to local context
• Strengthen Boards of Directors • Institutionalize culture across the city
25 DC Cultural Plan
E X E C U T I V E S U M M A R Y
CULTURAL INVESTMENT
FRAMEWORK
Currently, the city’s cultural organizations reflect its many communities creating a stronger
are constrained by funding availability. By sense of place in the process. Ultimately, these
implementing this Plan, the District is poised approaches will increase growth and exposure
to lead the way toward new organizational for cultural practices and cultural communities
and funding approaches that will significantly that have been historically under-resourced.
increase opportunities for cultural growth by
The Plan’s investment framework identifies
adapting innovative approaches from fields
catalytic opportunities where the District can use
such as housing, environmental protection and
its resources to create cultural opportunities that
public facilities. These approaches incorporate
extend beyond existing markets and programs.
emerging international best practices to develop
The investment framework maximizes unique
new cultural funding models that will enable
roles the public sector can take as a major
more cultural creators and organizations to thrive
property owner and multi-sector investor while
as the District continues to grow. These funding
establishing key alignments with other funders
models will help organizations secure spaces
and cultural stakeholders. This framework will
that better meet their needs and offer increased
help create cultural space, increase creator
revenue opportunities. Most importantly, they
capacity, support cultural programing and
move cultural space within reach for more cultural
facilitate cultural resilience.
creators, increasing the equity and diversity of
the District’s culture. These models will infuse
communities across the city with spaces that
The investment framework systematically expands cultural creation with four approaches:
DC Office of Planning 26
SOCIAL
I M PAC T
INVESTING
•
This Plan strengthens cultural uses of the city’s The Cultural Innovation and Entrepreneurship
community facilities with targeted investments Revolving Loan Fund will help cultural creators
and partnerships to increase their utilization grow by providing smaller short-term loans that
for cultural activities. The District’s networks of support innovation and growth opportunities.
libraries, recreation centers and schools reach For example, the fund can help a cooperative
every community across the city. These facilities grow its business by financing the purchase of
have dance studios, arts spaces, kitchens, new equipment. In other cases, the loans can
computer labs and presentation space. Some be used to finance merchandise that generates
facilities go even further by offering recording profit for touring musicians. The revolving fund
studios, woodworking, glass making, and will offer lines of credit that enable cultural
pottery facilities. The District will continue organizations to sustainably absorb costs
investing in these spaces and seek programming including payroll during slow periods. Providing
partnerships to support a greater breadth of affordable short-term financing will increase
cultural opportunities. Additionally, when new capacity and resilience for nonprofit and for-
facilities are constructed or existing facilities are profit cultural organizations in the District.
renovated, the city will work to ensure that the
The Cultural Facilities Fund will help sustain,
opportunities for cultural space are maximized.
modernize and increase the District’s cultural
A new series of capacity building grants will infrastructure as the city continues to grow.
help existing nonprofit and for-profit cultural For example, it can help establish a portfolio of
organizations build capacity to adopt new cultural incubators that provide bridges to cultural
funding models. These grants will help cultural innovation and growth. The Cultural Facilities
organizations adopt updated business models Fund will provide tools for organizations to secure
through strategic and financial planning long-term spaces through lease or purchase as
assistance. well as financing for modernizations.
This investment framework has the potential The investment framework removes many of
to increase cultural funding by using public the constraints that restrict cultural growth.
investments as leverage for larger private There are substantial resources available
investments to increase and improve cultural that can increase cultural equity and capacity
space. These models use the District’s funding by ensuring that viable organizations are
for cultural space and innovation more efficiently supported. The District government will work to
to achieve greater impact while enabling more better coordinate technical assistance, support
public cultural funding to eventually shift toward programs, grant programs and regulatory
programmatic investments that will benefit processes. These approaches will form stronger
creators and consumers. connections between creators and consumers
that will grow the cultural support base enabling
The District will build on its experience with more people and more communities to contribute
public-private-partnerships to create both a to the District’s culture.
Cultural Innovation and Entrepreneurship
Revolving Loan Fund and a Cultural Facilities
Fund. These funds will help cultural creators
unlock social impact funding.
29 DC Cultural Plan
E X E C U T I V E S U M M A R Y
RECOMMENDED
INVESTMENTS
•
LOOKING
AHEAD
Culture is important. It reflects who we are and where The Plan’s success will be measured by increased
we have come from. cultural production and participation by residents as
well as utilization of the city’s cultural infrastructure.
This Plan is a roadmap for sustainable and inclusive
This means more residents will be engaged in the
culture in the District that harnesses the forces
production of cultural works; more people of all ages will
changing the city. It is a new approach that recognizes
partake in arts and cultural learning. Theaters and other
cultural investments and organizations will need to
performance venues will only go dark for maintenance;
evolve through shared stewardship, organizational
libraries and recreation centers will be widely used as
innovation and leveraged funding. This Plan will help
community cultural centers; cultural expressions will be
the District to infuse the city with culture everywhere by
common in public and private spaces. Simply put, this
creating accessible opportunities for cultural creators,
Plan will be successful if culture is everywhere and it is
spaces and consumers.
representative of Washington, DC’s residents and the
city’s heritage.
31 DC Cultural Plan
E X E C U T I V E S U M M A R Y
GRAPHIC DESIGNER
An aspiring graphic designer learns design techniques designer’s income is less than 80% of the Area Median
and skills at the DC Public Library Studio Lab and Income and encourages the designer to apply to the
hones their techniques using library computers and Department of Housing and Community Development’s
software. Once they refine their skills, the designer (DHCD) Affordable Dwelling Unit programs. It takes
develops a logo for a friend who refers them to another. a few tries, but eventually the aspiring designer is
As the aspiring designer starts to earn money for selected for an affordable apartment with rent that will
their work, they seek options to grow their business remain affordable indefinitely. Securing this apartment
by visiting the Center for Cultural Opportunity. The ensures that the designer’s cost of living will remain
Center connects the designer with a mentor to help manageable.
develop a business plan. In addition to working with
a mentor, the designer enrolls in classes to learn With secure housing and some savings built up, the
about business finance and organization. After a few designer starts working full-time from home. As their
mentoring sessions, the designer has a business plan business grows, they join a coworking facility where
and forms a Limited Liability Company (LLC). The they have meeting space and office support facilities.
designer joins a networking group through the Center Eventually, the designer builds relationships with a
where they exchange techniques, experiences and few other designers from the coworking space and the
build professional relationships with other creative networking group, and together they form a graphic
professionals. design firm.
Initially, the designer has a day job while doing design They return to the Center for Cultural Opportunity
work in off-hours, but their business plan is designed where they develop a new business plan with guidance
to grow the graphic design business into a full-time from a mentor. They form a new LLC and acquire office
occupation that will serve as their primary income. space and grow their business. The business grows,
However, the designer is concerned that their income and they decide to expand by hiring additional staff.
will not be enough to cover their apartment’s increasing They take out a short-term low interest loan from the
rent. The Center for Cultural Opportunity notices that the Cultural Facilities Fund to support their expansion.
DC Office of Planning 32
E X E C U T I V E S U M M A R Y
A DESIGNER’S
JOURNEY
TO BUILDING
A BUSINESS
LEARN SKILLS VISION
Accesses computer software Takes freelance jobs to Visits the Center for
& training at the refine design skills and Cultural Opportunity,
DC Public Library Studio Lab. earns money for the work. which helps the designer
develop a business plan through
a mentorship program.
MOMENTUM
...
CO WORKING PARTNER EXPAND
Joins a co-working facility for access to Develops Expands by leveraging the firm’s
meeting and production facilities. a new joint business working capital to make strategic
At the co-working facility the designer plan with partners and investments for growth with a
builds a partnership with other designers. then they merge their businesses low-interest loan from the
to form a larger firm under a new LLC. Innovation & Entrepreneurship
Revolving Loan Fund.
33 DC Cultural Plan
E X E C U T I V E S U M M A R Y
I N DI V I DUA L A RT I ST
An individual artist starts creating pieces at home while Cultural Opportunity, where the artist learns business
working a day job. The artist begins selling their work in finance skills and forms a LLC. These tools and
gallery shows and art festivals. As the artist’s practice techniques enable the artist to better manage expenses
begins to grow, they seek dedicated studio space and reduce their tax burden.
where they can produce more ambitious work with
the aspiration of becoming a full-time artist. The artist However, a few years later, the cooperative’s
networks with other visual artists and finds an artist building owner seeks to sell the building, threatening
cooperative with an opening for a small studio space. the continued existence of the cooperative. The
The artist applies and is accepted for the studio space cooperative uses the online cultural space tool to
where they successfully grow their practice. identify an available cultural space. The space was set
aside by the developer of a mixed-use planned unit
Through the cooperative, the artist reduces costs by development. The cooperative applies for and receives
purchasing supplies in bulk and gains inspiration and a credit guarantee from the Cultural Facilities Fund
mentorship from other members. Established artists to secure a ten-year lease with two five-year options,
at the cooperative recommend visiting the Center for which provides the cooperative long-term stability.
MOMENTUM
AN ARTIST’S
JOURNEY
TO BUILDING
A BUSINESS ... While working full time job ...
and freelancing during off hours
CREATE SELL
Creates pieces Sells pieces at galleries
from home while and art festivals
working a day job
...
ONLINE TOOLS EXPAND
Uses the online cultural Invests in expansion with a low-interest, short-term loan
space tool to itentify from the Innovation and Entrepreneurship
suitable spaces Revolving Loan Fund to finance
the new equipment
DC Office of Planning 34
T H E AT E R
An established theater needs a major renovation. It business plan. Following a large gift, the development
relies on a base of philanthropic and donor support director is able to raise the remaining funds over the
to supplement a significant gap between ticket following year. With funding from the capital campaign,
sales and operating costs. Their donor base might the theater applies to the Cultural Facilities Fund for
be capable of fully funding the renovation, but the a long-term, low-interest loan to finance the remaining
development director received feedback that a larger costs that are paid for by the organization's increased
capital campaign would diminish regular fundraising for earned revenue over time.
operations support.
The theater undertakes the renovation and continues
To address this challenge, the theater updates its to bring higher levels of revenue. The theater repaid
business plan to generate more revenue with their the renovation loan in ten years while setting aside
facility by renting it to outside presenters and events. small surpluses in a reserve fund. After the loan is
Additionally, the theater increases programming before repaid, the theater continues to save half the loan
and after events to increase revenue from food and payment in a reserve fund and invests the other half in
beverage sales. Building on the increased revenue new programming. In ten more years when the theater
generated from the updated business plan, the needs new renovations, it has a strong reserve that
theater plans a capital campaign for the renovation. enables it to cover 80% of that renovation with capital
The campaign is designed to raise half of the funding contributions and reserves, reducing its loan payments
needed for the renovation upfront and finance the and increasing the portion of its resources that can be
remaining half with revenue produced by the revised invested into the facility.
A THEATRE’S
JOURNEY
THROUGH
RENOVATION
Repairs REVENUE CAMPAIGN
Needs a Increases operating revenue to prepare Launches
major renovation to modernize for the renovation by renting a capital campaign
and rehabilitate the facility. the theatre for to support
outside events as well as the renovation.
increasing emphasis on food
and beverage sales.
...
REINVEST
Uses the reserve fund to refresh
the facility 10 years after the initial renovation.
35 DC Cultural Plan
I N C U B AT O R
A cultural entrepreneur wants to develop an incubator for Given the nature of the entrepreneur’s business, the
artists specializing in metal work. The entrepreneur has Center for Cultural Opportunities recommends forming
$250,000 available for an initial investment. The Center a S Corporation, which has significant tax advantages
for Cultural Opportunity connects the entrepreneur with in addition to being attractive to investors. However,
an experienced advisor to help refine the incubator’s the Center advises that this type of business requires
business plan. The business plan is based on artists more complex accounting and business administration.
paying fees to access specialized tools, workspaces The entrepreneur forms a S Corporation and recruits
and a retail storefront. The entrepreneur will earn a investors to fund the incubator. The entrepreneur applies
share of the profits from each product sold through the for, and receives, a low-interest loan from the Cultural
storefront. The entrepreneur will also host workshops Facilities Fund to purchase and fit-out the incubator
for aspiring artisans for a small fee and offer a business facility. The low-interest loan enables the entrepreneur
accelerator opportunities for members. Through the to invest in more equipment and marketing. Ultimately,
business accelerator program, the entrepreneur will the incubator proves to be a successful venture
become a business partner with selected members launching numerous cultural enterprises.
to develop their businesses and secure investment
capital.
AN ENTREPRENEUR’S
JOURNEY TO
STARTING AN
INCUBATOR
DEVELOP CAPITAL PLAN
Develops a pitch for an arts incubator. Assembles $250,000 Develops a business plan with
for startup costs. advice from the
Center for Cultural Opportunities
LAUNCH FORM
Launches the Establishes a
incubator with a business model S Corporation and develop a plan
that charges artists a fee to access to recruit investors.
production facilities and a share
of profits earned throughthrough
the incubator’s retail storefront.
...
ACCELERATOR GROWTH
Expands the incubator to offer a Expands with financing from the
business accelerator program, Innovation and Entrepreneurship
where participants are selected Revolving Loan Fund.
on a competitive basis to earn
an equity investment and
business coaching from
the entrepreneur.
DC Office of Planning 36
10
INTERMISSION
70
FOCUS GROUPS AND
PUBLIC ENGAGEMENT PROCESS DC EVENTS PARTNER EVENTS
40
PEOPLE ATTENDED
OCTOBER 4, 2016
SE COMMUNITY CONVERSATION
ANACOSTIA
45
PEOPLE ATTENDED
OCTOBER 11, 2016
SW COMMUNITY CONVERSATION
SW WATERFRONT
R E S E A R C H & D ATA P H A S E
110 OCTOBER 18, 2016
NW COMMUNITY CONVERSATION
PEOPLE ATTENDED COLUMBIA HEIGHTS
90
PEOPLE ATTENDED
OCTOBER 25, 2016
NE COMMUNITY CONVERSATION
ANACOSTIA
245
PEOPLE ATTENDED
OCTOBER 2016 — JANUARY 2017
PRACTITIONER FOCUS GROUPS
100
DEVELOPMENT
DRAFT PLAN
PEOPLE
ATTENDED
REFINEMENT
FINAL PLAN
DC Office of Planning 38
Cultural
Plan Kickoff 500
PEOPLE ATTENDED
JULY 20, 2016
MLK CENTRAL LIBRARY
Community Conversations
150 90
MARCH 9, 2017
NOVEMBER 14, 2016 INDIVIDUAL ARTISTS &
ARTS ACTION ORGANIZATION CULTURAL PRODUCERS
PEOPLE ATTENDED ARENA STAGE PEOPLE ATTENDED HAMILTONIAN GALLERY
Focused Engagement
2800
PEOPLE ATTENDED IVY CITY SMOKEHOUSE
PEOPLE ATTENDED KENNEDY CENTER
DRAFT
D.C.
Cultural
Plan
COMMENTS
700
FEBRUARY 20, 2018
DRAFT PLAN OPEN HOUSE
441 4TH STREET NW
COMMENTS
FINAL
D.C.
Cultural
Plan
3,500
TOTAL CUMULATIVE
ENGAGEMENT
1,500
TOTAL CUMULATIVE
ENGAGEMENT
COMMENTS PARTICIPANTS
39 DC Cultural Plan
E X E C U T I V E S U M M A R Y
DC Office of Planning 40
E X E C U T I V E S U M M A R Y
41 DC Cultural Plan
CULTURAL PLAN
OVERVIEW
O V E R V I E W
The
District’s Cultural Plan
This is a plan to expand Washington, DC’s cultural sector by empowering creators while
introducing innovative approaches to cultural space and advancing equitable opportunities
for cultural consumers. The Plan strengthens arts, humanities, culture and heritage in all
communities across the city by increasing cultural participation, supporting creators, stimulating
cultural production and informing decision-making.
Most importantly, this Plan introduces new stakeholders shared their experiences and
approaches that link cultural development provided suggestions for the Plan.
with the District’s growth by aligning support
The planning team examined how the District
programs with new cultural funding models and
government invests in cultural infrastructure
increasing cultural promotion.
and programs including: grants, facilities, parks
The Plan is a framework for the District’s and public space. Then the team examined
cultural stakeholders to collectively invest privately-held cultural assets, such as galleries,
time and resources to increase the equity and night clubs, theaters and concert halls.
sustainability of the city’s culture. This Plan
The cultural investment analysis also found that
lays out a vision and recommendations for the
the District has invested billions of dollars in
government and its partners to build upon that
cultural programming and infrastructure since
strengthens culture by investing in the people,
2010. These investments include new libraries,
places and ideas that form culture in the District.
schools, and recreation centers, along with
The recommendations include an array of short-
programmatic funding for the DC Commission
term improvements to strengthen the cultural
on the Arts and Humanities and the Office of
community while setting the stage for innovative
Cable Television, Film, Music and Entertainment
funding models that will enable culture to thrive
(OCTFME). Additionally, the District provided
as the District continues to grow.
significant support to privately-owned cultural
This Plan was developed with an inclusive facilities with tax increment financing initiatives
approach to culture that encompasses arts, and Industrial Revenue Bonds.
humanities, heritage and beyond with the
These are major investments, but the full extent
notion that “all infrastructure is a stage and
of cultural sector investment extends far beyond
every resident is a performer.” One of the most
government investment. Some of the District’s
important components of the inclusive approach
best-known cultural spaces, including the 9:30
was a new engagement model called ‘flat’
Club and LongView Gallery, have been privately
engagement that emphasized all stakeholders’
financed, while foundations and other donors
ability to engage decision-makers directly.
support numerous leading organizations, such
Engagement was conducted through a variety
as the Kreeger Museum and Phillips Collection.
of channels including a dedicated engagement-
Though it was not possible to determine how
oriented project website, ten public meetings
much has been invested by private investors,
and dozens of focus groups. Throughout
foundations and other stakeholders, the scale
the engagement process, more than 1,500
43 DC Cultural Plan
O V E R V I E W
CULTURAL EXPRESSION
"Increasing opportunities that are accessible for all residents to experience art,
fashion, music and theaters will make the city more equitable and dynamic. "
of these investments is evidenced by their economic conditions because people who work in many
impact. The economic impact analysis for this Plan common cultural industries have significantly lower
found cultural activities support about $30 billion average incomes than employees in many of the
in annual spending and $1.1 billion in tax revenue city’s largest industries.
related to more than 150,000 jobs. The cultural
These patterns of urban economic and population
economy includes people and organizations that
growth are part of broader change reverberating
produce cultural works directly, businesses that
through the nation. This change is systemic, driven
provide goods and services to those organizations,
by the new technologies and economies reshaping
and jobs distributed throughout the broader economy
American life. The DC Cultural Plan offers a new
generated by spending from those individuals and
way to reinforce the city’s heritage while growing
businesses in the first two categories.
culture in the District by leveraging its strengths and
Still, throughout the engagement process, many successes. This Plan explicitly affirms the culture
creators shared challenges finding affordable space that is here today, which includes cultural nonprofits,
and sufficient funding. The research phase of the professional artists and the creative economy. It
Plan corroborated these accounts with findings that also recognizes that they city’s cultural funders are
showed the District’s cultural organizations typically not able to keep pace with increasing demands on
have high rates of spending on space exacerbated their resources. In response, the plan emphasizes
by limited opportunities for additional funding. growth opportunities for cultural nonprofit and for-
profit organizations based on new models that use a
These financial stressors are part of broad national three-part catalytic framework of shared stewardship,
trends that are particularly pronounced in the organizational innovation and funding innovation.
District, which has experienced high population, Through this approach, the Plan increases cultural
economic and real estate value growth rates over creation and consumption opportunities for all
the past twenty years that have enabled the city stakeholders including the youngest residents and
to recover from the financial crisis that led to the the oldest institutions.
Control Board. However, the consequences of the
rapid and sustained growth have included changes This Plan will strengthen cultural connections
in the location and types of cultural space as well between District residents, regional neighbors and
as changes to the practices themselves. Growth visitors. It supports incubators that invest in creators
has been focused on parts of the city that were and empowers them to thrive. It also outlines a
underutilized such as NoMa, Capitol Riverfront and robust financing system that fully leverages existing
Mount Vernon Triangle. resources to unlock new funding that will maintain
existing cultural space and create new space for
Unfortunately, many cultural organizations were diverse cultural expression. This approach includes
leasing low-cost space in these underutilized areas working with the Deputy Mayor for Planning and
and as their buildings were redeveloped, some Economic Development to focus District investments
organizations closed and others relocated. Analysis in communities with high levels of unemployment.
for this Plan also demonstrates that creators are Together, these strategies will increase residents’
particularly vulnerable to changing real estate expression of, and exposure to, culture.
DC Office of Planning 44
Vision for Cultural Equity
Culture in the District embodies the city’s heritage, diversity and opportunity. It is an inclusive reflection
of the District, celebrating and interweaving diverse subcultures and counterculture with symbols of
democracy. All stakeholders will help create spaces, tools and support for every resident to aspire, test
and scale their ideas. All residents will have opportunities to develop and share cultural practices by
using public spaces and facilities as platforms for creativity. The Plan increases social, informal and
formal cultural spaces, facilitating cycles of creation and consumption that inspire and empower every
resident to find their cultural voice and share it. Through this Plan, the District will build upon foundations
of heritage and diversity to foster thriving and equitable culture.
C U LT U R A L P L A N G OA L S
The Cultural Plan lays out a series of strategies and tools to achieve twelve goals.
These aspirational goals are the leverage points that the Plan will change to make
culture more sustainable and inclusive across the District.
•
Cultural Cultural
Creators Spaces
• Cultural Creators will • Cultural Space in the
develop their practice with public realm and in public
the support of aligned facilities will be platforms
educational and technical for expression.
assistance resources. • Cultural Space will be
• Cultural Creators will CONVERGENCE more accessible.
have increased access to of • Cultural Space will be
affordable housing. Cultural increased and maintained
• Cultural Creators will Strategies as community anchors.
have increased access to • Cultural Space creation
affordable production space. will be linked to the city’s
• Cultural Creators will be growth.
empowered to build careers
as creators.
Cultural
Consumers
• Cultural Consumers will have more
information about cultural events in the
city.
• Cultural Consumers will have access
to a broader and more diverse range of
cultural practices.
• Cultural Consumers will have inclusive
access to cultural spaces and
practices.
• Cultural Consumers will experience
culture in every community.
47 DC Cultural Plan
O V E R V I E W
LOOKING BACK
A HISTORICAL PERSPECTIVE ON DISTRICT CULTURE •
The District’s culture is its soul. The city’s history has the city experiences a new wave of population growth
formed a uniquely rich local culture shaped by its role driven by residents seeking opportunities in the city’s
as: the nation’s capital; one of the first places to abolish growing economy.
slavery; home to jazz, go-go and punk music; the civil
DC is a global city with more than two centuries of
rights movement; and the Lesbian, Gay, Bisexual,
experience hosting the international community. Today,
Transgender and Questioning (LGBTQ) movement.
170 nations are represented in the District, along with
The city’s culture reflects the stories and traditions
international institutions such as the World Bank. The
from generations of people who migrated from other
District has welcomed immigrants and refugees from
states and countries. After the Civil War, many former
many nations. Over time, the culture has been infused
slaves migrated north, viewing the District as a beacon
with cultural traditions from nations around the world.
of hope. The people who came brought traditions
These influences have helped the District become a
including food and music that have left indelible marks.
more diverse and inclusive international community.
Both World Wars brought huge population influxes that
transformed the District into a large city. Most recently
the District’s culture has undergone further evolution as
DC Office of Planning 48
O V E R V I E W
The District’s community identity is city with its ethic of inclusivity and
inextricable from its distinction as the diversity.
nation’s capital. Still, many District
Comparing the paths of the
residents feel friction with the federal
Smithsonian National Museum
government. They know hosting
of Natural History and the Tivoli
the nation’s capital is an honor. It
Theater illustrates the different paths
is fundamentally part of the city’s
federal and locally-oriented cultural
identity and its economy. However, at
organizations have taken. Both were
times District residents feel their lives
constructed as the District and the
and perspectives are overwhelmed by
nation grew in the early 20th Century.
federal symbolism.
The Natural History Museum is
Federal cultural organizations are centrally located along the National
among the most robust in the world, Mall while the Tivoli Theater is located
benefiting from nearly continuous at the heart of Columbia Heights. The
investment for more than a century. Natural History Museum was originally
The District’s locally-oriented cultural founded as the National Museum,
organizations reflect its complex housing the Smithsonian Institution’s
history as a city of power, opportunity art, culture, history and natural history
and oppression. The District grew as collections. The Tivoli Theatre was
a center of influence while serving one of the District’s most elegant
as a refuge for the oppressed. but segregated theaters celebrating
Historically, the city was affluent popular culture and a golden era of
and segregated; home to one of movies.
the nation’s preeminent historically
Change came in the turbulent
Black universities but oppressed
1960s when a vast expansion of the
by prejudiced congressional
federal government was contrasted
representatives.
by mounting social, economic and
Cultural organizations, like the racial tensions in the District. During
rest of the city, were profoundly this period, the Smithsonian National
impacted by decades of increased Museum subdivided its collections and
turmoil, population loss and deferred expanded along the National Mall. In
investments that started after World contrast, life in the District grew more
War II and intensified in the 1960s. difficult—streetcar service stopped
During this period, housing in many in 1962; Dr. King’s assassination in
parts of the District was inexpensive 1968 sparked uprisings across the
compared to the booming suburbs. city; the Tivoli was rocked by both
Despite the period’s challenges, jobs events. The uprisings devastated
remained plentiful in the District, which numerous communities including
provided a foundation for many low- Columbia Heights.
income and immigrant residents to
The Tivoli Theatre closed in 1976
build thriving communities. With time,
after a long decline of patronage and
these communities helped endow the
DC Office of Planning 50
O V E R V I E W
51 DC Cultural Plan
O V E R V I E W
DC Office of Planning 52
O V E R V I E W
National Cathedral and Basilica of and cultural epicenter by using storied just east of Capitol Hill at RFK stadium
the National Shrine of Immaculate venues such as Ford’s Theatre, the and the DC Armory. These large
Conception that serve as national Warner Theatre and National Theatre specialized venues host events that
common ground. These institutions as anchors. Cultural organizations attract thousands of people. Today,
have extensive cultural programs were able to build on the area’s central large events are predominately held at
and presentation spaces. Most are location, extensive transportation, the Capital One Arena, Nationals Park,
community-oriented while some reach large worker population and throngs Audi Field and the Entertainment and
regional and national audiences. Today, of visitors to build one of the nation’s Sports Arena at St Elizabeths.
there are new opportunities for houses leading theater and entertainment
areas. Downtown’s culturally anchored The District’s deeply layered and
of worship to serve as platforms to
revitalization provided a strong base continually evolving cultural geography
bring new residents and longstanding
and template for subsequent efforts needs all of these types of cultural
communities together.
across the city. space. The shared experiences and
Cultural space and identity have traditions that form in communities are
been fundamental parts of the city’s The most widely shared cultural important and will continue to guide
resurgence. Beginning in the 1980s, touchstones are large popular events the District’s cultural stakeholders as
cultural uses anchored revitalization of targeting regional audiences—including we move forward. This Plan values
the downtown central employment area. concerts, football, baseball, soccer, heritage as a vital element that must
The revitalization built on the area’s boxing and roller derby. For many be preserved and incorporated into
long history as the city’s economic years, these events have been held new expressions as the city evolves.
53 DC Cultural Plan
BLACK CULTURE
District culture and Black culture are deeply intertwined.
In the early 19th century, the District extended
progressive but limited liberties to Black people that set
the District apart as a leader in the abolition movement.
These liberties enabled people who were previously
counted as property and their descendants to
Almost since the District’s inception, Black residents
participate in local government, acquire land, establish
fought to gain freedoms and privilege through education
businesses, and form aid organizations.
and entrepreneurship. Prior to racial integration in
the mid-20th century, the District had numerous
As the District’s lands transformed from rural to urban
predominately Black thriving communities representing
communities, residents celebrated milestones including
both working and professional families. They enjoyed
the founding of Dunbar High School, the nation’s first
cultural playgrounds including Black Broadway
public high school for Black students. Dunbar became
on U Street NW, a home to musical innovation for
a national center of educational achievement, laying a
generations. Black Broadway was a center of jazz
foundation for generations of Black leaders.
and later it was premiere stop on the Chitlin’ Circuit.
The circuit was comprised of places predominately in
the south where it was safe for Black musicians and
entertainers to perform during the Jim Crow era. Many
Black artists gained voices and success from the
circuit’s live performances at venues predominantly
serving Black audiences. These performances and
surrounding cultural practices infused the District with
poetry, literature and music. The city’s leading role in
national Black culture is particularly evident through
its musical heritage including Duke Ellington, Marvin
Gaye, Chuck Brown and Wale.
DC Office of Planning 54
culture, government, space and life. For decades, most
communities beyond Capitol Hill, Georgetown and
Upper Northwest were primarily home to Black families.
Being part of a majority-minority community was and
still is important for many people of color who had
experienced rampant racism and discrimination. For
many people, Chocolate City meant freedom, power
and opportunity strengthened by increased political
autonomy from District Home Rule in 1976.
55 DC Cultural Plan
O V E R V I E W
RESPONDING
TO CHANGE
•
This is a pivotal time for culture in the District. The city has transitioned from a low-value real estate
market to a high-value real estate market. It is difficult to overstate the magnitude of this shift to
cultural creators and organizations.
For generations, most cultural organization As the District has become more affluent, the
business models relied on low-cost space and costs of living have increased, offsetting or
widely available, market rate affordable housing. even outpacing the income gains for many
During the mid-to late 20th century, growing lower income residents. Frequently, this means
suburbs, new highways and changing retail the cost of housing is becoming increasingly
models produced cities with surplus housing, burdensome. Most extremely low-income
retail space and industrial space but limited households spend more than 50% of their
demand to support reinvestment. income on housing, greatly exceeding the
national benchmark for housing affordability
Cultural creators leveraged these surplus where households that spend more than 30% of
spaces as opportunities for creative freedom. their income on housing costs are considered
Eventually, cities collaborated with creators to burdened. Housing affordability is a challenge
spark reinvestment. In DC, several reinvestment for many District residents; even those
plans sought to rekindle the rich cultural heritage approaching median income make increasingly
that resonated throughout the city. The city difficult budget decisions due to the rising cost
provided incentives, funding and support while of housing. The financial strain translates into
creators rehabilitated and adapted spaces. reduced capacity to invest in personal and
For a time, several areas throughout the city, professional growth.
such as Dupont, Gallery Place and U Street
formed dense cultural clusters; however most The District is a national leader in housing
have thinned as real estate values have risen. programs that help residents secure quality
Still, these efforts preserved the city’s cultural homes they can afford. For example, the
landscape by restoring historic cultural space as Affordable Housing Production Trust Fund is
new anchors for future cultural uses. the nation’s best funded affordable housing
gap financing program on a per capita basis.
Now, the District’s population and economy More recently, the city has built on this model
are both growing rapidly. Twenty years ago, to establish the Housing Preservation Fund. The
the city’s population began growing for the first Fund helps the city ensure that new affordable
time since 1950 and it is on pace to return to housing adds capacity by preserving the existing
peak population in about a decade. Incomes base of affordable housing as federal subsidies
have grown faster than inflation for all income expire that were used to finance much of the
brackets—though wealthier households have city's existing affordable housing.
seen the greatest increases. As the city grows,
its neighborhoods will continue to undergo
dynamic changes as widespread reinvestment
introduces many new faces to long standing,
deeply rooted communities.
DC Office of Planning 58
O V E R V I E W
Additionally, the city also makes leading investments In the short-term, the District will work with partners to
in programs, such as the Local Rent Supplement strengthen and support existing cultural organizations
Program and the Home Purchase Assistance Program while building on best practices from leading fields
that increase housing choice and reduce cost burdens beyond the cultural sector and emerging international
for many residents. These programs and investments best practices to support new cultural models that
represent critical steps towards economic equity, but organizations can adopt to thrive in the growing city.
there is still more to be done. Over the next five years, the District will work with
foundations to build partnerships that leverage its
Despite numerous challenges, the city’s growth has unique funding position and facilitate more equitable
also created vast new opportunities. There is more growth of cultural practices in the city. Cultural
capacity to leverage higher real estate values to cross- organizations will work strategically to develop business
subsidize affordable housing and new cultural spaces. plans and strategic plans that increase cultural equity
The District’s real estate portfolio has more value that and resilience.
can be leveraged through public-private partnerships.
There are more people to attend cultural events, and The cultural sector is currently composed of two
more of those people will provide financial support to separate clusters of organizations, nonprofit and
cultural creators. Additionally, new funding models are for-profit. This structure is primed for evolution. The
emerging based on social impact investing that can modern nonprofit organizations emerged in the 1960s
provide dramatic expansions in financing for cultural to represent the broader array of public interest
space and organizations. organizations with operations extending beyond
traditional charities. Over the past fifty years, the
The District has already leveraged its real estate District has been a hub of innovation in the nonprofit
portfolio to increase affordable housing, jobs and the sector. Now it is time for the District to lead the way
tax base. In the future, it will help scale new cultural toward a new framework maximizing the middle ground
organization models that increase the equity and between nonprofit and for-profit by embracing two
diversity of cultural practice in the District. These models important emerging types of organizations, which are
use shared stewardship, organizational innovation and social impact organizations and social enterprises.
leveraged funding to enable cultural creators to dream, These emerging organizational categories will join
test and scale their ideas. charitable organizations and commercial enterprises
DC Office of Planning 60
O V E R V I E W
61 DC Cultural Plan
Building cultural capacity by undertaking structural education will take place in many different venues
adjustments to the cultural sector will facilitate many including schools, recreation centers and libraries
important outcomes. For example, individual artists will through District and partner programs. As a result,
have more access to cultural spaces, incubators and children will have more access and exposure to the
technical assistance. There will be increased support phenomenal cultural organizations that the District has
for artists who form cooperatives and collaboratives to to offer.
gain access to production and presentation space in
The District’s Cultural Plan is intentionally ambitious.
public space and private facilities.
It presents a structural approach to equitably connect
The District will form closer relationships with federal the opportunities from the thriving economy with the
organizations, such as the Smithsonian Institution. city’s heritage. Most importantly, this Plan presents
These organizations offer unparalleled opportunities an outline to guide collective action by the District’s
for cultural experiences. Several federal cultural cultural stakeholders.
organizations already partner with local creators to
The Plan’s success will be measured by increased
develop innovative programs that increase engagement
cultural production and participation by residents as
among District residents. Going forward, the District
well as use of the city’s cultural infrastructure. This
will forge stronger mutually reinforcing relationships
means more residents will be engaged in the production
with federal cultural organizations to increase resident
of cultural works; more people of all ages will partake
interaction while encouraging increased opportunities
in arts and cultural learning. Theaters and other
targeted to their host city.
performance venues will only go dark for maintenance;
Through this Plan, the District will partner with cultural libraries and recreation centers will be widely used as
organizations to create larger audiences for cultural community cultural centers; cultural expressions will be
practice in the District by increasing promotion. The common in public and private spaces. Simply put, this
city will also invest in diverse and varied cultural Plan will be successful if culture is everywhere and it is
programming for youth that increase youth exposure representative of Washington, DC’s residents and the
to cultural techniques and expressions. Youth cultural city’s heritage.
DC Office of Planning 62
63 DC Cultural Plan
Current Distribution of
Cultural Organizations
C O N T I N U U M O F C U LT U R A L
NONPROFIT
BUSINESS MODELS
FOR-PROFIT
growth capacity will reduce barriers for cultural growth and increase
DC Office of Planning 64
Anticipated Future Distribution
of Cultural Organizations
Charitable Organizations
65 DC Cultural Plan
THE DISTRICT’S
CULTURAL
ENVIRONMENT
DC Office of Planning 66
This chapter explores the District’s cultural assets, programs and economy. Together, these three components reflect
the structure and function of the city’s cultural community. Assets depict the city’s cultural geography, through the
concentration and distribution of cultural facilities. Programs indicate how the city’s initiatives connect with cultural
creators, spaces and consumers. Lastly, an assessment of the size and structure of the District’s cultural economy
describes the types of cultural organizations and economic impact culture generates in the District.
67 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
CULTURAL ASSETS
•
The District’s cultural assets range from national The Dupont Circle area still reflects its enduring but
museums to concert halls and recreation centers. The changing role as a center of gravity in the region’s
asset types and locations are shaped by the integration visual arts community. The H Street NE Corridor is
of the city’s land use pattern and transportation remerging as a cultural center emanating from the Atlas
infrastructure both historically and today. Over the Performing Arts Center and bolstered by the Rock and
past thirty years, the city has worked to both preserve Roll Hotel and Fringe Theatre. Anacostia also stands
historic cultural areas while seeding economic out as a unique kind of cultural cluster that combines
revitalization through cultural anchors. Today, the city grassroots and institutional investment with a fantastic
is economically thriving, and cultural practices are array of cultural anchors including the Anacostia Arts
more broadly distributed than ever. Going forward, Center, We Act Radio, the Anacostia Playhouse,
the planning team anticipates that cultural assets will the Smithsonian Anacostia Community Museum.
be increasingly distributed throughout the city, more Additionally, the Town Hall Education Arts Recreation
accurately reflecting the city’s cultural communities. Campus known as THEARC located nearby offers high-
quality presentation and practice facilities that incubate
One defining part of DC’s cultural geography is the creators. There are also communities where cultural
National Mall, which is lined by national museums hotspots that have emerged more recently including
and flanked by the Library of Congress and Kennedy Brookland and Ivy City where former industrial sites
Center. This area is an epicenter of national culture have been repurposed for new uses.
that has shaped the District’s cultural landscape.
District residents have a complex relationship with the To better understand how different types of cultural
institutions that present cultural expressions oriented assets were distributed across the city, the planning
to a national audience. The Smithsonian Institution has team grouped the city’s cultural assets into one of
set an unprecedented benchmark for accessible culture five categories: heritage, commercial revitalization,
with high-quality exhibitions from extensive collections education, production and presentation. The following
accessible to all, free of charge. However, there is section describes the function of each asset group.
additional demand for cultural spaces that support
cultural works focused on and reflecting the District.
DC Office of Planning 68
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
Heritage
Historic District, Landmarks and Heritage
Organizations
The physical artifacts of the city’s cultural heritage are Through a combination of District and Federal historic
the foundations of its culture today. Cultural assets preservation laws, the DC Historic Preservation Office
such as historic theaters and heritage sites provide runs two important programs, the DC Inventory of
both venues for ongoing creativity and touchstones for Historic Sites and DC Historic Districts. Together, these
intergenerational knowledge sharing. In the District, programs catalog and preserve cultural heritage by
there are many different layers of cultural heritage preserving landmarks and contextual settings as the
that extend back to the city’s founding with historic city changes.
sites, such as the Old Stone House and long-standing
anchors including the Howard Theatre. These spaces
provide windows into the city’s past while providing
venues to share new creations.
LEGEND
Historic District
Historic Landmark
DC Office of Planning 70
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
Education
Schools, Universities, Libraries and
Recreation Centers
up to age 14. Duke Ellington School of the Arts is a
The city’s education infrastructure provides a broad competitive high school with a curriculum including both
spectrum of cultural education and creative skill a professional arts and college preparatory classes.
development. Most importantly, the District Government These schools present unparalleled opportunities for
owns and operates networks of schools, libraries and District students to become cultural creators.
recreation centers that serve every community across
the city. DC Public Libraries (DCPL) and the Department of
Parks and Recreation (DPR) operate citywide networks
DC Public Schools (DCPS) and public charter schools of multi-generational cultural space accessible to all
provide platforms for learning that reach from Pre-K residents. The agencies offer combinations of facilities
through adult education. It is important to distinguish and programming that support both independent and
that all DCPS facilities are owned and operated by the collective learning for youth and adults. These facilities
city while charter schools are independently operated in are key components in the out-of-school educational
a combination of publicly and privately-owned facilities. system.
DCPS operates 112 facilities with an enrollment of The library system has a network of 25 neighborhood
over 48,000 students. Each facility includes cultural libraries anchored by a central library offering the
resources, such as theaters, multi-purpose rooms and highest level of programming and specialized facilities.
art studios. These spaces support cultural development Additionally, the city has a network of 76 recreation
for students. Many of these facilities have some capacity centers with facilities ranging in size and breadth of
to serve as venues for other community cultural uses. programming that offer a host of cultural facilities
However, DCPS's primary mission is providing preK-12 including recording studios, art studios, kitchens and
education services to students across the District; any performance space.
additional uses must not detract from the educational
mission. The District also hosts eight traditional universities that
serve as cultural anchors and provide a combination
DCPS has two dedicated arts facilities: the Filmore of institutionally-oriented education and community-
Arts Center and Duke Ellington School of the Arts. The serving events. Universities are particularly important to
Fillmore Arts Center offers arts classes to students the District’s cultural community because they incubate
across the city in grades K-5 and programs for children generations of cultural creators and institutional
leaders.
71 DC Cultural Plan
PUBLIC SCHOOLS
LEGEND
Neighborhoord Clusters
with Public Schools
LIBRARIES
LEGEND
Neighborhood Clusters
with DC Libraries
DC Office of Planning 72
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
CHARTER SCHOOLS
LEGEND
Neighborhood Clusters
with Charter Schools
RECREATION CENTERS
LEGEND
Neighborhoord Clusters
with Recreation Centers
73 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
Commercial Revitalization
The District has three major forms of place-based rooms serving visitors. DC’s BIDs produce year-round
economic development: Great Streets, Business arts and cultural events that shape life in the city. In 2016,
Improvement Districts and DC Main Streets. BIDs hosted 622 events attended by 786,000 people. Most
of these events were informal and social including film
Great Streets is the District's leading commercial screenings, concerts and public art installations.
revitalization initiative led by the Office of the Deputy
Mayor for Planning and Economic Development. The DC Main Street organizations support economic vitality,
program is designed to support existing small businesses, urban design, promotion and community organization in
attract new businesses, increase the District's tax base, emerging and neighborhood commercial areas. In 2018 the
create new job opportunities, and transform emerging District has sixteen official DC Main Streets representing
corridors into thriving neighborhood centers. all eight wards of the city. DC Main Street organizations
are leading community partners for cultural events and
Business Improvement Districts (BIDs) support installations. These organizations collaborate with creators
most commercial areas in or near downtown. These to build and daylight community identity through public art
organizations play a key role in maintaining the and cultural events.
commercial environment and public space in commercial
areas across the city. BIDs collect additional taxes Art All Night is a leading example of how the city partners
or fees within specified geographic boundaries to with DC Main Streets to elevate place-based cultural
support business improvement measures including presentation. In 2018, Art All Night was a free
marketing, tenanting, business support and overnight arts festival that took place in six DC Main
public space improvements. Streets highlighting visual and performing arts
including painting, photography, sculpture,
DC currently has ten BIDs that collectively crafts, fashion, music, dance, theater, film
spend approximately $27 million and poetry. These events are leading
per year to help manage and examples of how DC Main Streets
enhance communities across lead partnerships to connect
the city that are home to events in public space with
over 189,000 DC residents co-located events in
and nearly 16,000 hotel private space.
LEGEND
Business Improvement
Districts
DC Main Street
Corridors
DC Office of Planning 74
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
Presentation
Museums, Performance Theaters, Concert
Halls, Galleries, Movie Theaters and Sporting
Arenas
Presentation spaces are one of the most important In addition to traditional cultural spaces, large
parts of cultural infrastructure. They are the places sporting venues such as the Capital One Center,
where cultural expressions and ideas are exchanged Nationals Stadium, Audi Field and the St. Elizabeths
between cultural creators and consumers. Presentation Entertainment Sports Arena are multi-use facilities
spaces can be large facilities, such as the Smithsonian that host some of the largest cultural events in the
Institution’s museums that attract millions of visitors District. These events typically have popular appeal to
annually, or a small art gallery that attracts a few residents across the region.
dozen people a week. There is an enormous diversity
Smaller presentation venues such as galleries, night
of presentation spaces that support the cultural
clubs and black box theaters are spaces that support
community. These spaces span a use spectrum that
experimentation and curation. These facilities are
extends from the social to the informal through formal.
widely dispersed throughout the city’s commercial
The city has a large number of museums including areas.
national museums but also local institutions, such as
Culture is also practiced in public open spaces. These
the Phillips Collection. These spaces offer enormous
include the public rights of way, parks and plazas.
opportunities for cultural education and exchange.
Public space is inherently democratic cultural space
Additionally, many museums also house facilities
where all people have the right to express themselves.
such as lecture halls and theaters that can facilitate
Some public spaces, such as Yards Park, are designed
collaboration.
to host public events while others, such as H Street
Traditional presentation venues including performance NE, are converted into temporary festival spaces. In
theaters, concert halls and movie theaters are recent years, community festivals such as the H Street
prominent parts of the city’s cultural landscape. Festival, Funk Parade and Broccoli City Festival
Performance theaters are concentrated downtown have become increasingly popular. These events
and at the Kennedy Center with additional facilities are enhanced by public resources, such as the DPR
distributed across the city. Most theaters house at least mobile stage, that enables event organizers to more
one performance company, such as the Shakespeare easily host events in public cultural spaces.
Theatre Company or the National Symphony Orchestra
Lastly, some of the most accessible cultural spaces are
in addition to a host of traveling performances.
in places of worship, which are dispersed throughout
Concert halls form several clusters including along U neighborhoods across the city. Places of worship are
Street and 14th Street NW, H Street NE, Georgetown, often community-oriented and in the District, there is
Downtown and Ivy City. The size, audience configuration a rich legacy of these organizations hosting cultural
and primary genres vary across concert halls. presentation, ranging from music at the 6th and I
Synagogue to performances for the Capital Fringe
Movie theaters are more dispersed than other Festival. As the city continues growing, places of
traditional cultural venues. Most theaters are located in worship are likely to offer some of the most important
downtown and commercial areas in areas west of Rock common ground where changing communities can
Creek Park. There are a range of heaters that present experience culture and build trust.
different types of films ranging from independent to
mass-market.
75 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
Production
Collectives, Studios and Practice Spaces
Culture is produced in a wide-range of spaces in These spaces are fundamentally important to the city’s
preparation for public presentation. Typically, these cultural landscape because they host the creative
spaces offer facilities out of public view where creators process. The unseen experimentation and collaboration
can develop new types of cultural expression. Some feeds the city’s cultural evolution.
are simple studio spaces, others are collective
production spaces. Production spaces are needed by
all disciplines where some spaces are informal, such
as part of a home while others are dedicated facilities.
LEGEND
Census Block
Groups with Cultural
Presentation Facilities
Cultural Presentation
Buildings
DC Office of Planning 76
ENTERTAINMENT
ENTERTAINMENT LEGEND
Census Block Groups
with Entertainment
Facilities
Entertainment Buildings
or Night Clubs
77 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
PLACES OF WORSHIP
LEGEND
Census Block Groups
with Places of Worship
Places of Worship
DC Office of Planning 78
CULTURAL ASSETS & ACCESS MAP
The map below articulates how the nine preceding maps The city’s transportation system provides affordable
fit together to reflect the District’s cultural landscape. access to these areas, which presents all District
In this map, the city’s networks of schools, libraries, residents with access to cultural opportunities far
recreation centers, parks and places of worship provide beyond what most Americans experience. Additionally,
a cultural foundation that serves every community communities that are adjacent to and interconnected
across the city. Institutions and groups of cultural with these facilities have an added level of cultural
organizations form clusters of cultural production, access that presents unique cultural opportunities.
presentation and consumption opportunities. These
clusters include performance theaters downtown,
museums along the mall, universities, and large
entertainment venues.
16
40
10 17
LEGEND 41
19
11
18
Typical Cultural Access: 12
These are parts of the city with 20
typical cultural access for the
District of Columbia.
14 15
13 2 24
22
21
Institutionally Adjacent 42
1
Communities: 3
These are communities in
4 7 46 29
close proximity to major 6 23
cultural institutions such as
Universities. 5 8 30 31
25
79 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
DISTRICT CULTURAL
PROGRAMS
•
The cultural community is supported by more than a dozen District agencies that provide space and support
for cultural creators, organizations and consumers. These agencies offer a wide range of cultural programs and
resources. Agencies support the cultural community through facilities, capital investments and programs such as
affordable housing and transportation.
Many District agency programs provide a base of acquisition and maintenance. Additionally, CAH offers
support for all residents including cultural creators. dedicated grants for educational programming and
Additional provide programs such as DC Commission artwork in Wards 7 and 8.
on the Arts and Humanities (CAH) grant programs are
OCTFME leads the 202 Creates initiative while
directly targeted toward creators.
administering three broad groups of services, including
Each agency’s cultural programming represents its public television, cable television regulation and film
missions, facilities and resources. CAH and the Office industry support. 202 Creates promotes and amplifies
of Cable Television, Film, Music and Entertainment the District’s creative economy by connecting creators
(OCTFME) are the two leading cultural support with government support and resources to build a
organizations. CAH focuses on providing grants, stronger cultural community. OCTFME also offers
programs and educational activities that encourage workforce development, technical assistance in
diverse artistic expressions and learning opportunities. addition to financial support for film makers, musicians
OCTFME supports the creative economy though and media professionals.
technical assistance, economic development,
The Office of the Deputy Mayor for Planning and
workforce development and promotion.
Economic Development (DMPED) leads the District’s
On a per capita basis, CAH is one of the nation’s best economic development programs in partnerships with
resourced state arts agencies, granting an average the OCTFME, the Department of Small and Local
of more than $10 million dollars per year through two Business Development (DSLBD), the Department of
broad categories of grants, one for individuals, and a Housing and Community Development (DHCD), and
second for organizations. And, most grant programs the Office of Planning (OP). These agencies offer
are available to both individuals and organizations. three categories of programs: economic development,
community development and housing.
Grants for both individuals and District nonprofits
support public art, events, festivals, international DSLBD supports the development, growth and
cultural exchanges and acquisitions for the Art Bank retention of District based businesses. DSLBD’s Made
Washingtoniana Collection. in DC program supports and promotes businesses
that design, make, produce, and/or assemble products
The Commission also offers a fellowship to both in the District of Columbia. Made in DC is a citywide
established and emerging artists with practices such campaign and platform to increase opportunities for
as dance, design, folk and traditional arts, literature, maker businesses. The program brings businesses
media arts, music, theater, visual arts; as well as together for technical assistance and collaboration
multi-disciplinary media, emerging and experimental through initiatives that strengthen connections between
fields. CAH also provides funding to support facility creators and District Government. The program also
DC Office of Planning 80
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
offers capacity building workshops, networking and heritage through its preservation grant program.
promotion to members. In addition to Made in DC,
As discussed in the preceding assets section, several
DSLBD also offers a host of business development and
District agencies operate networks of facilities and
community revitalizations programs that can support
deliver programming. These agencies include the DC
creators.
Public Schools (DCPS), DC Public Libraries (DCPL)
DHCD produces and preserves affordable housing while and the Department of Parks and Recreation (DPR).
supporting revitalization in underserved communities to Their services enrich and empower residents while
increase economic opportunities for District residents. their facilities provide the principal community cultural
The Department has a cutting-edge suite of programs infrastructure.
that preserve the city’s existing base of affordable
The DCPS Arts curriculum—the Framework for Arts
housing while facilitating production of new units to
Learning—sets a vision for arts education in DCPS.
keep pace with demand from the growing city.
This vision includes creating a forum to discuss
In 2015, Mayor Bowser convened a Housing Production arts education across disciplines with space for
Strike Force led by DHCD. The Strike Force developed exploring and investigating universal human themes.
a plan to preserve more than 13,000 housing units The Framework for Arts Learning establishes clear
with subsidies set to expire by 2020. This plan and the expectations for the student experience in an art
resulting programs are currently being implemented, learning environment by defining the role of the teacher
solidifying the city’s base of affordable housing. as facilitator and the students as creators. Student
experiences in DCPS Arts include opportunities for
Additionally, DHCD administers the District’s Affordable critical thinking and building digital literacy at early
Housing Production Trust Fund that provides at ages that extends through a variety of arts instruction
least $100 million every year in gap funding that has across all grades. Throughout their education, students
helped produce thousands of affordable housing units have the opportunity to create, perform, respond and
through public-private partnerships. DHCD’s housing connect to works in a range of arts disciplines.
and community development programs provide
critical infrastructure and support the city’s inclusive
communities and economy including the cultural sector.
DC Office of Planning 82
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
DC Historic Preservation
Office Heritage Initiatives
100 Stories
The Office of Planning is harnessing
the products from more than 10 years
of grants to create a new resource that
highlights over 100 stories previously
recorded through the DC Community
Heritage Project (DCCHP). 100 Stories
has a dedicated website accompanied by
a series of public events where residents
can reconnect with these perspectives,
and specially target a few of the stories
from the past where the narrative
continues to unfold today. The stories
will touch on the heritage of Barry Farm,
Ivy City, Petworth and Congress Heights
among other communities.
83 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
DCPL hosts the Washingtoniana Collection, These agencies include the Office on African
one of the most robust resources for District Affairs; Office on African American Affairs;
culture and heritage. Recently, the libraries Office on Asian Pacific Islander Affairs; Office on
began innovating with new programs, including Latino Affairs; Office of Religious Affairs; and the
The Labs at DC Public Library that offer District Office of Lesbian, Gay, Bisexual, Transgender
residents training, tools and dedicated space and Questioning Affairs. These Offices provide
to learn and practice graphic design, audio support, outreach and grant programs that
recording, video production, publishing and support and uplift communities across the
fabrication using emerging and computer District.
assisted technologies coupled with maker tools.
The District government is dedicated to
The final group of agencies work with special supporting culture throughout the city through
communities to provide conduits to government partnership and collaboration among agencies
and celebrate unique facets of District culture. and with community partners.
HOUSING STRIKE
FORCE RECOMMENDATIONS
The trike force identified six recommendations to preserve the city’s existing assisted and
“naturally occurring” affordable housing.
Develop a small properties preservation and affordability program to assist with repairs and
renovations to properties with 5 to 50 units.
Implement the District Opportunity to Purchase Act that will allow the District to transfer
ownership of properties at risk of losing affordable apartments to pre-qualified developers
committed to preserving affordability.
Improve preservation under the Tenant Opportunity to Purchase Act by providing financial
incentives for preservation in TOPA transactions.
Establish programs that facilitate low-income seniors aging in place. Examples include tenant-
based vouchers or other rental assistance to seniors on fixed incomes or funds for renovation
of buildings and individual apartments and single family homes to create appropriate housing
options for seniors to age in place.
DC Office of Planning 84
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
ANY
GIVEN
CHILD
•
General Operating Support (Service Organization Supports in-school and out-of-school-time arts and
Cohort) humanities programs for children and youth in pre-
school through high school settings. The grant also
Offers general operating support to nonprofit arts, supports professional development opportunities in the
humanities, and arts education service organizations arts and humanities for classroom educators.
whose primary mission is to provide specialized
services which can include professional development, East of the River
technical assistance, networking opportunities,
The East of the River grant provides access to high-
shared operational services, printed materials, and/or
quality arts and humanities experiences for DC residents
research to Washington, DC-based arts and humanities
who live east of the Anacostia River. Activities may be
organizations.
programs or projects that include, but are not limited
Public Art Building Communities to, dance, design, folk and traditional arts, literature,
media arts, music, theater and visual arts. Funding
Supports the creation and installation of permanent may be used to support operational and programmatic
or temporary public artwork that enhances District costs directly related to the East of the River activities
neighborhoods. described in the application.
DC Office of Planning 86
Projects, Events or Festivals LiftOff
Supports projects, events and festivals to promote arts The LiftOff program is a capacity building program
and humanities activities to DC residents. for organizations with less than $250,000 in annual
expenses. The program provides funding for a capacity
Sister Cities Grant building project and peer coaching with a grantee
Supports arts and humanities projects that foster cohort.
cultural exchange and diplomacy between the District Field Trip Experiences
of Columbia and its Sister Cities.
Supports arts and humanities organizations to offer
UPSTART comprehensive field trip experiences for students in
The UPSTART Program is a capacity building program the District’s public schools. The scope of the grant
that assists established DC-based arts and humanities includes the cost of field trip tickets and associated
nonprofit organizations with significant programmatic transportation costs, professional development
functions that face operational and infrastructure opportunities for classroom educators and the provision
challenges and financial limitations that prevent of pre-and post-field trip workshops for students.
organizational and programmatic sustainability. This Facilities and Buildings
program is for organizations with annual expenses
above $250,000. Supports projects related to the improvement or
purchase of facilities operated by nonprofit arts and
humanities organizations.
Art Bank
Curatorial Grant
87 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
THE CULTURAL
ECONOMY
In addition to serving as vital connective fiber, culture generates significant benefits throughout the
District’s economy. To gain a better understanding of these benefits, the planning team examined economic
activity and economic impact associated with the cultural sector.
Cultural economic impact is assessed using measured with an economic impact analysis. This
traditional factors including employment, spending analysis measures direct impact by assessing
on cultural activity, local spending related to employment, employment income and tax revenue
cultural employment wages, local tax revenue from from businesses within the cultural economy.
employment and sales. The economic impact of Indirect impact is assessed by employment,
culture extends beyond traditional and quantifiable employment income and tax revenue from
factors. Culture reinforces community heritage and businesses that supply the industries within
the District’s brand, distinguishing communities as the cultural economy. Lastly, induced impact
unique parts of the national landscape. measures the employment, employment income
and tax revenues generated by the household
The District’s cultural economy supports a total of spending earned from businesses that are directly
156,000 jobs across the city. This figure indicates or indirectly part of the cultural economy.
that culture is an important part of the District’s
economy. The economic impact analysis found that in 2016,
112,390 people worked directly in the cultural
Culture is related to many high-employment economy in addition to 43,800 indirect and induced
sectors including the culinary arts, information and jobs related to the this sector. The analysis also
technology and professional services. However, found that the cultural economy generated $12.4
many cultural creators are primarily employed in billion in wages and $1.1 billion in tax revenue in
non-cultural occupations, which means they are 2016.
not well represented by these data.
Furthermore, cultural activity produces a range
This Plan also recognizes that it is common for of other benefits that strengthen the District’s
people to participate in the cultural economy in economic opportunities. The presence of artists
less formal ways that are not well represented in and cultural activity gives the city a competitive
the data sources needed for economic analysis. edge in a wide-range of industries. Research
Interpretation of the data in this section is informed has consistently demonstrated the importance of
by the anecdotal insights on cultural practice quality of life in business location decision-making.
gathered during the engagement process. Of the fastest growing companies, twenty percent
The cultural economy generates benefits of leaders named quality of life factors, such as
throughout the District’s economy that are parks or local cultural attractions, as key criteria in
choosing where to launch their companies.
89 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
DC Office of Planning 90
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
202 CREATES
In 2016, the District launched 202Creates to amplify the creative culture in all eight Wards. Through,
and celebrate DC's creative culture. The initiative 2018, 202Creates supported roughly 8,600 events
started as a one-month celebration and rapidly grew and generated more than 150 million social media
into a movement fueled by the creative community’s impressions. Additionally, more than 845 creative
passions and enthusiasm from the District’s residents. entrepreneurs have participated in co-working events
that were hosted with support from 213 public and
202Creates does three important things: it promotes
private sector partners.
and amplifies the District's creative economy
through digital media marketing, original television This initiative is a multifaceted program that helps
programming, and paid performance opportunities build relationships between government, creators
for the city's creative residents; it connects District and consumers that provides support and technical
residents with government resources and space to assistance in conjunction with a brand and marketing
support their artistic work as well as their creative campaign that resonates with District residents. This
businesses; and it builds a cultural community by program is a template for future partnerships that
connecting creative District residents with each other support cultural practice in the District by connecting
through the 202Creates creative conversation series, creators with support and promotions while helping
networking events and roundtables. more District creators earn a living within their practice.
202 Creates is a Mayoral initiative led by OCTFME with
202Creates is a platform that showcases the District’s
support from DMPED and CAH and other agencies.
diversity of artists, makers and entrepreneurs by
engaging residents through activities and conversations
curated by the District’s innovators and building
91 DC Cultural Plan
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
CULTURAL ORGANIZATIONS
IN THE DISTRICT
Most cultural organizations are small, with budgets
under $250,000 and focus on a community, discipline,
or issue. Many of these small but focused organizations
represent specific cultural practices and heritage groups.
Small organizations play an important role in capturing
District heritage: almost 60 organizations celebrate
ethnic diversity, approximately 50 organizations are
historical societies, and 15 organizations are focused
on the humanities are dedicated to local sites or topics.
These include organizations, such as Archaeology in
the Community and the Washington Area Performing
Arts Video Archive.
DC Office of Planning 92
T H E D I S T R I C T ’ S C U L T U R A L P R O F I L E
for space can leave small to medium organizations periods of economic recession and recovery. For
with diminished budgets for staff, programming and example, from 2009 through 2012 government funding
reserves. For comparison, large organizations spend declined significantly in all comparable regions. While
between 42-52% of their total expenses on staff, while in metropolitan Washington, government funding
small organizations spend 24% on average. declined by nearly 30% and foundation funding was
down nearly 50%. This dramatic volatility presents a
Cultural nonprofits have historically had a lower systemic risk for the cultural sector where a significant
proportion of earned revenue relative to contributed portion of cultural organizations rely on annual grant
revenue when compared to the broader nonprofit funding to sustain their operations.
sector. A growing emphasis on impact from funders has
pressed many nonprofit organizations to adjust their One notable bright spot has been the growth of
business models to account for higher space costs individual giving, which can be a democratizing and
through increasing earned revenue generated from resilient source of funding that is often a source of
ticket sales, workshop fees and other rental fees. unrestricted funds. However, because the amount
of support provided by a typical individual donor
The economic analysis assessed cultural funding is significantly smaller than funding provided by
by source across select metropolitan regions to foundations, these funds cost more to raise and have
comparably measure cultural funding volume. The often have diminishing returns on investment for the
analysis found that the metropolitan Washington region organization to grow beyond a certain level.
had one of the highest levels of combined funding from
government, foundations, corporations, and individuals The District is home to several organizations that are
at $30 per capita in 2017. Metropolitan Washington’s demonstrating that new cultural models can and do
total is comparable to Metropolitan New York City, work in DC. A leading example is the Halcyon Stage
where cultural funding totaled $34 per capita in 2017. and Arts Lab, which has adapted a model established
Breaking the analysis down further, metropolitan by Halcyon’s preceding social enterprise incubator.
Washington had some of the greatest cultural funding Halcyon Stage partnered with Union Market to launch
growth nationally on a percentage basis between 2012 an innovative performance series at Dock 5. The series
and 2017 from government, foundations and individual leveraged Union Market’s event space to produce
donors. Overall, in 2017 metropolitan Washington has exposure for both the stage and market. Additionally,
one of the nation’s strongest cultural funding bases. organizations such as Dupont Underground are
utilizing innovative spaces, partnerships and funding
However, looking back to how cultural funding changed approaches that are indicators of new opportunities for
following the 2008 recession indicates that cultural cultural creators and organizations.
funding levels are susceptible to significant cuts during
1.9%
Washington, D.C. 0.1%
5.2%
-0.1%
Los Angeles -0.5% % Change Giving by Metro Area
9.9%
2.6% 2012 - 2017
Phoenix 0.2%
7.2%
-5.4%
Pittsburgh 1.0% Chart 2.0
0.5%
1.0% Change in Philanthropic Giving to Cultural
Philadelphia -0.7%
-4.8% Nonprofit Organizations (across the City,
-0.2%
New York -0.7% County, State, and Federal levels) for
1.0%
-4.2% Cultural Nonprofit Organizations by City,
Cleveland -0.3%
-3.3% between 2012 – 2017; Data Arts analysis of
3.2%
Chicago -1.5% data provided by participating members
1.4%
-6.4%
Boston -0.1%
1.6%
-3.3%
Bay Area -0.3%
-11.8%
93 DC Cultural Plan
ENGAGEMENT
E N G A G E M E N T
CULTURE IS
INTERSECTIONAL
The District’s culture is the collection of practices and traditions that are important to residents and
stakeholders. It builds on the city’s heritage with infusions from diverse cultural stakeholders, who
bring practices from all corners of the world while introducing their own innovations.
Culture is intersectional, meaning that each encouraging cultural creators and consumers
of us have our own composition of identities to take an intermission from cultural activity to
connecting us to cultural communities collaboratively discuss their cultural practice,
that produce unique cultural experiences, aspiration and needs. Throughout the planning
aspirations and needs. Cultural intersectionality process, more than 1,500 people provided input
is an affirmation that the city’s culture is complex at ten INTERMISSION DC events. At each event,
with interwoven and ever-changing relationships the planning team and directors from the OP,
between power and experience extending from CAH and OCTFME held thematic conversations
the individual to the collective. Despite individual with stakeholders that were recorded by
differences, shared cultural touchstones connect teams of notetakers. Together, stakeholders
residents from diverse backgrounds through provided more than 3,500 comments across
shared experiences. the INTERMISSION DC events. (A detailed
summary of each INTERMISSION DC event is
With intersectional culture in mind, the planning provided in the Engagement Appendix.)
team approached engagement differently to
ground the Cultural Plan in the diversity of the Across the INTERMISSION DC events,
city’s cultural practices. To meet this challenge, residents and stakeholders shared their
the team developed a new type of engagement interests, passions, frustrations and concerns.
called ‘flat’ engagement focused on unstructured The breadth and diversity of cultural practitioners
conversational input. This approach enabled who participated in the planning process was a
cultural stakeholders to frame conversations dramatic testament to the creative energy in the
based on their needs and experiences. It also District.
encouraged cross-cutting input that connected
Stakeholders shared concerns that rapid
ideas and experiences with rich detail.
growth is adversely impacting culture. Most
The team gathered input through a citywide acutely, stakeholders were troubled that the
series of community meetings called District’s Black culture is being diminished.
INTERMISSION DC and contextualized the Stakeholders also shared broad concerns that
input through partner events and more than cultural organizations, creators and consumers
70 focus groups. INTERMISSION DC brought are all struggling to maintain their footing as
diverse cultural stakeholders together by costs continue to increase for housing and
95 DC Cultural Plan
E N G A G E M E N T
space across the city. Beyond the thematic issues, open-ended event with the largest attendance
stakeholders highlighted many of the same stumbling representing the broadest cross-section of the city.
blocks, including the structures and processes for The conversations had different focuses across the
allocating public cultural funding, access to DCPS quadrant’s based on localized points of emphasis.
facilities, high costs of living, limited production and The targeted events were attended by geographically
presentation space, long and complex processes to diverse residents who shared common interests, which
use National Park Service (NPS) property, challenges ultimately fostered more focused conversations.
navigating the Mayor’s Special Events Task Group,
Throughout the planning process, input from the
and the need for better access to accurate information
INTERMISSION DC events along with the partner
about funding, partnership and space opportunities.
events and focus groups helped this Plan reflected the
The conversations were solution-focused with a wide- District's many different cultural facets. This diversity
range of ideas presented by participants. Among the of input will help align existing programs and create
proposed solutions, several participants offered similar new platforms to enable cultural creators, spaces and
suggestions, including: streamlined permitting, clear consumers to thrive.
procedures for using DCPS space, increased funding
OP also attended partner events to collect input
for cultural partnerships, one-stop facilities for cultural
from existing cultural gatherings to ensure the Plan’s
information and permitting, dedicated artist housing,
engagement was representative of broader discussions.
and a well maintained online resource to connect
At these events, members of the planning team
cultural creators with resources and opportunities.
provided an overview of the Cultural Plan and engaged
The first INTERMISSION DC event was a citywide attendees in discussions that helped illuminate more
kick-off held at MLK Central Library followed by four nuanced insight into the needs and opportunities in
community conversations, one in each quadrant. the cultural community. Several organizations such as
Based on input from those conversations, the planning Nerds in NoMa, Humanities DC, Listen Local First and
team held four additional INTERMISSIONS DC events Cultural DC featured panel conversations on culture that
targeting key segments of the cultural community, offered opportunities for dynamic exchanges between
including arts organizations, youth and educators, people and organizations with differing viewpoints and
individual artists/cultural creators and the Deaf experiences. These conversations helped the planning
community. team further refine the Plan’s concepts.
Each INTERMISSION DC had different points of To gain additional perspective from the INTERMISSION
emphasis influenced by the scope of the meeting, DC conversations, the planning team offered an open
location and participants. The kick-off was the most invitation for any cultural stakeholder to have a focus
DC Office of Planning 96
E N G A G E M E N T
97 DC Cultural Plan
DEAF AND HARD
OF HEARING
COMMUNITY
OP's engagement found a strong need to remove
The Deaf and hard of hearing community has been an
linguistic barriers, promote language diversity (i.e.,
integral part of the District of Columbia’s cultural identity
sign language) and normalize ASL citywide to reduce
for more than 150 years. Home to Gallaudet University,
barriers between the hearing and Deaf communities.
the leading U.S. institution for the Deaf and hard-of-
Accommodations and opportunities that promote
hearing, the District is one of the most Deaf-friendly cities
cultural inclusivity and language diversity coupled with
in the U.S.
increased access to Deaf cultural experiences citywide
Through small group interviews with Gallaudet University were frequent responses to the question – How can
personnel, interviews with deaf and hard-of-hearing the District better support cultural entrepreneurship?
individuals outside the university and community Another common desire shared by members of the Deaf
engagement conducted at a large-scale Deaf community and hard-of-hearing community was to create a support
social event, the OP began a process to better understand system for Deaf entrepreneurship including expansion
how the Deaf and hard-of-hearing community interact with of opportunities for Deaf-friendly offerings and events.
culture in the city and how the District government and its
To more fully embrace the opportunities identified through
partners can better support Deaf cultural entrepreneurship.
this outreach, the District government and its partners
The Deaf and hard-of-hearing community is a major are exploring new ways to connect the Deaf experience
influencer of the District’s cultural identity and the to the city at large. These include finding creative ways
community contributes to the city's diversity. Members of and spaces to increase chance encounters, which
the Deaf and hard-of-hearing community shared that the are encounters that provide opportunities for hearing
H Street NE corridor, NoMA, Union Market and Eastern individuals to witness, immerse and navigate their way
Market areas are the most common locations where they through Deaf experiences; establish a Deaf-friendly
engage cultural experiences in the District. These areas arts and cultural entrepreneurship support system to
are host to several popular Deaf and hard-of-hearing assist with small business development; and creating
social events and include some business establishments citywide policies that encourage Deaf-friendly design
with staff trained in ASL to assist patrons. Neighborhoods and physical space improvement of District-owned
including Adams Morgan, Columbia Heights, U Street and properties as well as public spaces.
Ivy City were also identified as places where members of
As the city continues to grow, there is an opportunity
the District’s Deaf and hard-of-hearing community go to
to facilitate communication solutions that bring together
enjoy cultural experiences in the city.
the Deaf, hard of hearing and hearing communities.
DC Office of Planning 98
E N G A G E M E N T
Arts Action DC
DC Public Charter School Board
Mayor’s Office of Community Affairs
Duke Ellington School of the Arts
The Kennedy Center
National Building Museum
Gallaudet University
DC Public Library
Alcoholic Beverage Control Board
Transformer DC
National Capital Planning Commission
Theatre Washington
Cultural DC
Hamiltonian Gallery
Listen Local First
Smithsonian Institution
Capital Fringe
S & R Foundation
DC Department of Small and Local Business
Howard University
Development
I.M.P.
Office of the Deputy Mayor for Planning and
Economic Development Reinvestment Fund
Turnaround Arts Consortium of Universities of the Washington
Metropolitan Area
DC Ideas Festival
Washington Metropolitan Area Transit
National Museum of Women in the Arts
Authority
U.S. Capitol Visitor Center
Union Arts
Sheldon For DC
DC Improv Theater
The Historical Society of Washington, DC
Tribe Fest DC
National Theatre
Anacostia Community Museum
Humanities DC
The Kresge Foundation
DC Education Collaborative
Crossing the Street Curators
The Greater Washington Community Foundation
Gehl Institute
Arabella Advisors
Van Alen Institute
Polinger Foundation
The Pink Line Project
The Morris & Gwendolyn Cafritz Foundation
Young Playwrights’ Theater
Prince Charitable Trust
Ciudad Emergente
National Endowment for Arts
Washington Area Bicyclist Association
Logan Family Foundation & Street Plans
Inter-American Development Bank Funk Parade
DC Business Improvement District Council Pleasant Plains Workshop
DC Main Streets Building Community Workshop
202 Arts Festival Guerilla Arts
Nerds in NoMA Step Afrika!
United Cities and Local Governments No Kings Collective
Washington Performing Arts Ward 8 Arts and Culture Council
Deputy Mayor for Education
DC Public Schools
99 DC Cultural Plan
COLLECTIVE
ACTION FOR
SUSTAINABLE
CULTURE
C O L L E C T I V E A C T I O N F O R S U S T A I N A B L E C U L T U R E
Each component is detailed in subsequent generating private space through linkages to real
chapters that discuss how existing resources estate development, and creating opportunities
and new recommendations will connect with for cultural organizations to purchase spaces.
strategic opportunities.
The third ‘strategy’ chapter is for consumers
The first ‘strategy’ chapter is for cultural creators, who are the District’s residents and visitors. The
the people and organizations that produce strategy offers new ways to promote the city’s
cultural expressions. Creators are students, cultural community to local, regional and visitor
artists, cultural entrepreneurs and anyone else audiences by forming stronger connections
who creates. The strategy aligns and expands between unique local cultures and national
opportunities for cultural expressions through a culture. These connections will increase support
series of pathways for creators to develop their for creators and cultural space, strengthening
practice and entrepreneurship skills. the District as a national and international
cultural destination by leveraging the federal
The second ‘strategy’ chapter is for cultural cultural organizations.
spaces, the social, informal and formal spaces
where cultural creators engage cultural These strategies converge as a system that
consumers. Spaces include libraries, recreation empowers cultural creators, supports space
centers, school auditoriums, theaters, galleries, for cultural production and presentation, and
bars, coffee shops, parks, street festivals and enriches cultural consumers with perspective
block parties. The Plan introduces strategies and experiences. These strategies form
that leverage public and private sector resources synergies to grow the cultural community by
to sustain cultural spaces and create new ones. aligning, leveraging and promoting culture and
These tools form a continuum of cultural space creativity to make the District more inclusive,
by maximizing public space and facilities, diverse, innovative and engaging.
CULTURAL
CREATORS
C O L L E C T I V E A C T I O N F O R S U S T A I N A B L E C U L T U R E
[CULTURAL CREATORS]
This chapter is a roadmap to empower the District’s creators. The roadmap starts with
cultural education—schools have enormous potential to inspire youth beginning in early
childhood and progressing through pre-professional programs. It goes on to support creators
seeking to develop cultural professions and those who create for pleasure. For those who are
or want to become cultural professionals, it provides pathways including technical assistance,
higher education, networking and mentorship. This chapter’s strategies align and expand the
resources and opportunities for all cultural creators.
EXISTING CONDITIONS
FOR PERFORMERS
For many people, the journey to become like to experience more arts and humanities
a cultural creator starts in school where in their schools, such as music, art, drama,
students are inspired by arts, culture and languages and debate. These findings were
heritage programs. Part of the learning echoed by participants in the youth and
process is inherently creative. Students sing, educators INTERMISSION DC. (See the
learn to play instruments, perform, create art Engagement Appendix for more information)
and write. As students progress through the
Throughout their time in DCPS, students
education system, there are opportunities for
have opportunities to not only build
more intensive cultural participation through
their skills across arts disciplines, but
bands, drama programs, elective humanities
to experience art as an essential part of
education and extracurricular activities.
individual and collective cultures. Students
Nearly all the District’s 96,000 students, learn to use the creative process to explain
(96%) receive arts and humanities education and engage with new ideas and experiences.
in schools that provides a lifelong cultural DCPS Arts benefits from the arts-rich
foundation. Over the past decade, cultural city. They embrace partnerships with arts
exposure for students has increased, but there organizations whose work intersects with
are still more opportunities for growth. The DC DCPS. DCPS partners with stakeholders
Public School (DCPS) user satisfaction survey who impact students’ creative growth and
indicates that 93% of students experience arts development as part of the Framework for
education in the form of one cultural field trip Arts Learning. The Framework was designed
per year. Among DCPS students, 47% would as a platform and a forum for building cultural
partnerships related to arts and creative education. to each charter school’s educational model. In addition to
DCPS Arts actively presents its work and progress to charter schools, the District has a growing home school
the arts education community while building strategic community where many parents emphasize minority
partnerships in classrooms, schools and across the cultural practices, including those from the African
District, moving DCPS toward increasingly integrated American and African diaspora communities. One
arts resources and services. common theme between DCPS, charter schools and the
home school community is that many use field trips to the
Recently, DCPS developed new academic courses city’s many cultural institutions as important elements of
that teach all elementary students art, music, physical cultural education.
education, health and world language with an invested
of $10 million to hire 100 new teachers. This investment Today, there are a wide range of out-of-school cultural
provides a stronger cultural education for thousands experiences available to students including Washington
of DCPS students, many of whom may be inspired to Performing Arts education programs, Humanities DC
become cultural creators. Soul for the City program, Kennedy Center Youth
Ambassadors, the DC Youth Orchestra, Young
DCPS has two dedicated arts schools providing high- Playwrights Theatre and DC Collaborative’s Arts and
quality educational programming. The Fillmore Arts Humanities for Every Student (AHFES) program.
Center offers dance, music, theater, visual arts and
digital arts instruction for approximately 1,600 students The District’s universities, including the University of the
across five schools in grades K-5. The Duke Ellington District of Columbia (UDC), offer arts, humanities and
School for the Arts is an award-winning high school that cultural programs that can inspire students’ creativity
combines a full college-preparatory curriculum with an while preparing them for a career as a cultural creator.
intensive pre-professional arts curriculum. Enrollment The Consortium of Universities connects these programs
is based on competitive auditions for a range of cultural by offering students a wide range of educational
disciplines including dance, instrumental music, theater, opportunities. Universities also offer opportunities for
literary media and communication, museum studies, community members to experience performances and
visual arts, technical design and production and vocal exhibitions.
music. These two schools offer unique and valuable
opportunities for the District’s students to develop and The District has rich community histories that are
thrive as creators. recorded by numerous groups and organizations
including the DC Historic Preservation Office, Humanities
The District's many public charter schools also utilize DC, DC Preservation League and the Historical Society
different approaches to cultural programming tailored of Washington DC. The DC Historic Preservation Office
300 PHOTOGRAPHERS
310 MUSICIANS
80 CRAFT ARTISTS
(HPO) housed within OP, identifies and designates 330 writers and authors, as well as 300 photographers.
historic districts and landmarks across the city. Through These figures only represent primary occupations—
its work, the HPO captures the city’s heritage with many more residents have secondary cultural
resources, such as the DC Historic Preservation Plan employment.
and Ward Heritage Guides. The HPO also provides
Individual artists and creators add vibrancy to
grant funding for others to develop projects such as
communities across the District. However, they are
DC Oral History Collaborative and the DC Community
also more likely to be vulnerable to the pressures of a
Heritage project.
growing city than other professionals due to irregular
Individual cultural creators are another important revenue streams and a higher sensitivity toward
dimension of cultural creation. The a cultural increasing costs for production, presentation and
employment analysis identified approximately 4,110 living space. Collective production spaces, such as O
individual cultural creators in the District. The analysis Street Studios and Hamiltonian Artists are important
specifically analyzed cultural self-employment. production facilities that are in short supply relative to
However, the data are likely incomplete due to limited demand.
self-employment reporting requirements. Despite this
Additionally, District fine artists are more likely to be
significant limitation, the analysis identified 160 fine
housing-burdened than many other residents, spending
artists, 80 craft artists, 70 art directors, 310 musicians,
on average 39% of their income on rent for housing.
Being housing burdened exacerbates challenges while the number of all cultural businesses including
finding production space that is affordable in addition nonprofits increased by 2% during the same period.
to investing in materials by cutting into a creator’s These figures indicate that the cultural economy
discretionary budget. is experiencing a major shift from nonprofit toward
cultural entrepreneurship.
The cultural employment analysis also revealed the
number of individual artists grew by 20% across the The District empowers creators with a range of
metropolitan region over the last decade, while the programs that form a support system. The District’s
District’s share of individual artists remained essentially creators have access to many different programs
flat. This trend is particularly notable because the and resources from numerous District Government
District’s total population grew rapidly relative to the agencies and private organizations to meet a wide
metropolitan region over this period. These trends range of personal and professional needs.
capture complex changes marked by creators seeking
lower cost housing and production space outside the In addition to the District Government, numerous
District, shown by declines in some cultural disciplines private organizations offer programs that support
with historic concentrations in the District. district residents. Some provide legal services while
others connect residents to cultural opportunities.
In 2016, establishments spanning a range of industries These organizations form valuable bridges among
in the cultural economy employed 112,000 people in organizations and sectors. Together, government
the District. Between 2009 and 2012, the number and its partners will align existing programs to create
of cultural nonprofit organizations declined by 32% a stronger support network for creators.
· Development
· Exposure
Business Improvement Districts. Business Improvement DC Public Libraries. DC Public Libraries are an
Districts (BIDs) are interested in supporting office and retail independent government agency. Neighborhood Libraries
uses within their boundaries. Partnership opportunities with typically have meeting rooms and other facilities that can
these organizations include initiatives pertaining to branding, host noncommercial activities. These facilities can be
placemaking and activation. BIDs are governed by boards booked through a centralized reservation system on a first-
of directors comprised of property owners from the district. come, first-served basis.
As a result, the organizations have close relationships with
DC Public Schools. Facility programming within each
major commercial property owners that can help catalyze
DC Public School is managed by each school’s principal.
partnerships.
Demands on these facilities from the school community
Universities. All of the District’s universities have community can be extensive, limiting opportunities for third party
affairs offices that present key points for engagement. It partnerships. Additionally, principals are very conscious
is often helpful to consider that Universities typically have about support staff capacity and the costs that can be
organizational structures focused on their academic programs incurred by security and janitorial staff supporting third-
and student population. Deeper partnerships can be built party events. These facilities have a unique ability to
with departments, such as theater and fine arts departments support larger community-based events, but it is most
when partnerships can deliver shared benefits that include the effective to partner with a school-based organization such
educational program and student population. Typically, these as a Parent Teacher Organization.
partnerships must be both financially and programmatically
beneficial to the department.
CULTURE 21
Culture 21 is an initiative by an international organization called United Cities and Local Governments (UCLG) to implement
Agenda 21 for culture. The Agenda 21 for culture is the first document with a worldwide mission that advocates for cities
and local governments to undertake coordinated cultural development. Culture 21 offers tools and resources for local
governments seeking to develop culture as a pillar of their sustainable development practices including guidance for
developing cultural strategies and impact assessments. Culture 21 advances five themes: culture as human rights; culture
and governance; culture, sustainability and territory; culture and social inclusion; and culture and economy.
The District joined Culture 21 to gain tools and insights from peer cities around the world who have developed programs and
policies to support cultural development. The District has completed an initial assessment and begun using the feedback
to sustain the city’s successes and target improvement in other areas. This partnership will help the District align and
strengthen its cultural tools and policies to create a stronger symbiotic relationship between growth and culture.
The goal is to ensure that your solution is The goal is to develop a deep
materialized and touches the lives of understanding of a partner to empathize
your end users. with their perspectives.
6 1
IMPLEMENT
Put the vision into effect.
EMPATHIZE
Ensure that your solution Conduct research to
is materialized and develop an understanding
touches the lives of your of your partners and their
end users. environments.
4 3
PROTOTYPE IDEATE
Build representations for Brainstorm a range of
a subset of your ideas. crazy, creative ideas that
Weigh the impact vs. address the unmet needs
feasibility of your ideas identified in the define
through feedback. phase.
The goal of this phase is to understand The goal is to develop many different
what components of your ideas work, ideas. Give your team total freedom; no
and which do not. idea is too farfetched and quantity
supersedes quality.
CULTURAL CREATORS
STRATEGY
Creators will be empowered by a progressive series For residents seeking to work primarily as cultural
of programs and resources that support lifelong creators, the District Government will partner with
personal and professional development. Stronger philanthropic foundations, universities and others
cultural foundations will be built by increasing in- to align and enhance existing programs to create a
school arts, music and humanities programs that Center for Cultural Opportunities that helps creators
inspire many people to become cultural creators and develop a business plan, learn business management,
cultural entrepreneurs. To build on these foundations, financial literacy, and launch their business. The Center
the Implementation Steering Committee will work for Cultural Opportunities will include an online platform
with schools and creative partners to implement pre- that provides creators with targeted toolkits along with
professional programs for youth interested in careers promotion, mentoring, and networking opportunities.
as cultural entrepreneurs. These programs will teach
Individual artists and creators are encouraged to
skills including creative practice development, business
form larger organizations such as partnerships and
planning, financial planning and marketing.
cooperatives that consolidate resources to reach new
For older residents, cultural expression is part of opportunities. The District will leverage public-private-
lifelong personal growth. The Implementation Steering partnerships by working with financing partners to
Committee will work with CAH, OCTFME among other support a network of incubators that will create vehicles
partners to create an online central clearinghouse for for cultural organizations to launch and mature.
networking, mentorship, professional development and
Taken together, these programs provide creators with
partnership opportunities. The District government will
opportunities for lifelong practice that is fulfilling and
align programs that help individual artists and cultural
sustainable. This approach is driven by the support of
creators access programs to launch, cultivate and grow
every resident, every business and every organization.
small businesses. The Steering Committee will also
The District’s cultural stakeholders will collaborate to
work with nonprofit partners to increase programming
create opportunities for creators to express themselves.
in public space and facilities that create accessible
opportunities for residents to create and connect with
consumers.
CULTURAL CREATORS
RECOMMENDATIONS
Timeframes include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years;
mid-term recommendations can be completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing
recommendations are for currently occurring activities that are encouraged to continue. Note: Recommendations include agency and
organization acronyms. The glossary of terms on page 171 includes a definition of each acronym used in this report.
Develop innovative operating models for cultural incubators and collective production
5.3 space
Develop innovative operating models for incubators and shared space that include public-private
partnerships. Consider seed/catalyst funding from the District as well as performance-based multi-
year operating support funding. Approaches should be inclusive and target all types of cultural
producers.
[Implementation Lead: DMPED; Timeframe: Mid-term]
CULTURAL
SPACES
C O L L E C T I V E A C T I O N F O R S U S T A I N A B L E C U L T U R E
[CULTURAL SPACES]
This chapter establishes a strategy to strengthen the continuum of cultural spaces. It reinforces
the connections between cultural communities supporting mutually beneficial growth. Expanding
cultural space will increase the range of career paths for creators while making cultural expression
more accessible for consumers.
Cultural spaces are social, informal and formal places where creators and consumers come together.
They provide the cultural economy’s structure through their location, size and design. Together these
spaces form a continuum that facilitates cultural growth and development with spaces to dream, test
and scale.
Culture is shared and exchanged by people; it is a living practice that manifests in spaces. Social
cultural spaces such as parks, coffee shops and bars are places to exchange cultural ideas that blend
practices. Informal cultural spaces including libraries, night clubs and festivals form common ground
for democratic cultural experience. Formal spaces such as museums, theaters and galleries are
dedicated spaces that elevate a practice.
The cultural space strategy harnesses opportunities for new kinds of partnerships to address these
challenges by systemically strengthening organizations. The strategy leverages public space and the
value of real estate to create and maintain accessible cultural spaces that grow with the city.
EXISTING CONDITIONS
FOR CULTURAL SPACES
The District has many different types of cultural From a land use perspective, the city has three
space including large national museums, music legacy redevelopment-oriented Arts Districts: 1)
venues, galleries and public spaces that provide downtown on 7th and E Streets, 2) the Uptown
backdrops for street festivals. Some spaces are Arts District along 14th and U Streets NW and
thriving while others struggle with adjusting to 3) H Street Northeast. These districts have been
changes in the economy. Over the past decade, supported with a combination of zoning and
the District experienced rapid population financing incentives that fueled redevelopment.
and economic growth. The growth revived In each area, cultural spaces were created or
diminished commercial areas particularly east of preserved including the Howard, Atlas and
16th street NW, put vacant property back to use Woolly Mammoth theatres. The Arts Districts
and supported broad economic growth. helped the city create new cultural space while
encouraging reinvestment in underutilized commercial has been higher real estate values across the city, which
corridors. However, more than a decade of experience have created a mix of pressures and opportunities.
has also shown the limitations of Arts Districts. Many people and organizations have experienced
Balancing cultural development with community financial stress as the city’s growing population and
aspirations, financing, and market demand is difficult to economy increase demand for all types of space. On
achieve. Today, the Arts Districts are nightlife-focused, the other hand, higher property values have been
which presents challenges for continued growth of leveraged to create more affordable housing, public
cultural spaces in the districts because there is high- benefits and public-private-partnerships that support
demand among bars and restaurants for most available culture.
spaces.
For many cultural organizations—particularly those
Building on these initiatives, the District developed an that do not own their space—the widespread increase
arts cluster approach in Brookland with a 2009 small in property values has been a major challenge. Most
area plan. The small area plan established community cultural uses cannot come close to matching rental rates
priorities that were implemented through cross- that traditional retail, restaurant and office tenants pay
subsidization and leveraging the value of development for space. Historically, many cultural organizations have
flexibility to produce a range of community oriented sought underutilized spaces that were not attractive to
cultural spaces. typical commercial tenants and as a result could be
leased at very low rates. This model was the bedrock
As the District has grown over the past decade, many for District cultural space for decades. Going forward
cultural businesses have had difficulty maintaining very low-cost market rate cultural space is not likely
their footing in the city’s rapidly changing real estate to remain a viable model as the city continues to grow.
markets and entertainment patterns. There is a lot of
anecdotal evidence that these shifts have contributed Industry research for this Plan showed that small to
to the closures or relocations of several high-profile mid-sized cultural organizations are experiencing
venues, such as Bohemian Caverns, HR-57 and the H stress tied to real estate prices. Higher space costs
Street Playhouse. are resulting in lower compensation for staff and lower
levels of programmatic investment. These trends
Additionally, art galleries have been one of the types indicate that the business models used by cultural
of cultural space most impacted by the city's economic organizations are becoming unsustainable. It is time to
growth. For example, more than 70 art galleries closed refine and scale new models for cultural space that will
since 2005 and though there have been some new remain financially viable as the city continues to grow.
galleries that have opened the growth has not kept
pace with the closures. A large portion of the District’s cultural activity occurs
in the public realm, which includes spaces such as
Following more than twenty years of growth, the District sidewalks, rights of way, and the transit system. The
is financially healthy and making leading investments significance of these spaces in the city’s changing
in schools, housing and transit that provide a base of cultural landscape is emphasized by a 30% increase in
support for culture. However, one effect of the growth District-issued special events licenses for events that
· Non-traditional · Partnership
· Licenses
CULTURAL
SPACES
took place in the city’s streets and parks between 2013 It is the applicant’s responsibility to coordinate across
and 2015. agencies, which can be cumbersome and confusing.
Applications, documentation and submission points are
However, temporary activations and special events scattered across multiple websites and physical offices.
require extensive lead times for permitting. Depending The basic process is well documented by DCRA; however,
on the location, size, activities and frequency of the subsequent agency policies often add unexpected
event, permits may need to be acquired through a requirements to the process. A more challenging
combination of approvals provided by the Department of circumstance is a “special event,” which is “a parade, walk,
Consumer and Regulatory Affairs, Department of Parks run, bike ride, procession, or festival requiring interagency
and Recreation, the Homeland Security and Emergency coordination for the temporary use of public roadways.”
Management Agency, Metropolitan Police Department, Special events require more than six months of planning
Fire and Emergency Medical Services Department, and coordination with over six different District agencies.
District Department of Transportation, Office of Tax There is growing demand for this type of event, but many
and Revenue, the Alcoholic Beverage Regulation stakeholders have reported being deterred by the lengthy
Administration and Department of Health. process and high costs. Furthermore, a growing threat of
terror attacks on these events is driving significant security
cost increases and constraining event locations.
CULTURAL SPACES
STRATEGY
Cultural space takes many different forms, often this Plan emphasizes strategies that maximizes their
serving a wide and fluid range of cultural practices. This impact. The city will develop programs that help reduce
Plan emphasizes three broad categories of cultural costs and permitting requirements for community
space: production, presentation and administrative. members using these spaces. Additionally, when
Production spaces are where cultural work is developed; facilities are constructed or renovated, the city will seek
presentation spaces are where cultural creators and opportunities to bolster the cultural amenities within
consumers come together; and administrative spaces them, such as theaters, art studios and fabrication
facilitate operations of individual cultural organizations facilities to increase the city’s capacity for cultural
and support organizations. The District already has a production and presentation.
wealth of cultural space, but there is a need to maintain
Public spaces including sidewalks, roads, plazas
existing spaces and further diversify the composition
and parks are some of the most important cultural
and location of cultural space.
spaces. The District will implement proven effective
This strategy will use tools that build on existing practices to reduce barriers and increase cultural uses
techniques to fully integrate cultural spaces into of public space. For example, the District will build
community and economic development practices. It will on the successful block party program to create new
create more prominent and accessible cultural spaces programs, such as Festival Streets. Festival Streets
that daylight and incubate an increased diversity of are designated areas served by a management
cultural practices affirming the District’s numerous organization, such as a Main Street, BID or community
communities and heritages. association that receive a certification that significantly
streamlines and expedites the planning process for
Public spaces and facilities are critical cultural individual events.
infrastructure that reaches every District resident.
They are schools, libraries, recreation centers, parks Creative placemaking uses art and culture to illuminate
and public spaces. Together, these networks of spaces physical, social and economic opportunities. Both
form the foundation of the cultural community, and public and privately owned outdoor spaces are ideal
canvases for these expressions. The District will Presentation spaces can be incorporated into larger
continue deploying creative placemaking programs, mixed-use buildings as a magnet to expand typical
such as OP’s Crossing the Street initiative, to showcase pedestrian travel patterns, increasing opportunities
new opportunities and techniques that use public space for complementary retail uses. Presentation spaces
as a venue to build stronger communities by bringing also benefit mixed-use office buildings by attracting
residents together in new ways that celebrate culture. evening patrons, who provide expanded opportunities
for adjoining retailers. These locations further benefit
To strengthen the bridge between cultural practice the cultural organizations because they offer increased
and forming cultural organizations, the District will visibility and access to cultural consumers.
work with partner organizations to create a network of
cultural incubators that will provide space and technical In addition to supporting long-term cultural spaces, this
assistance to help aspiring cultural leaders test and Plan also encourages retail and office buildings to offer
scale new ideas for a range of creative disciplines. vacant spaces as low cost, temporary cultural spaces.
These efforts increase opportunities for cultural creators
The District will prioritize cultural space in major real to connect with new consumers while also generating
estate development projects through discretionary positive benefits to surrounding retail by introducing
development processes to meet ongoing creative an attractor that brings more potential customers
space needs as the city grows. This approach will help strengthening the adjoining retail environment.
generate both production and presentation spaces
that meet different needs in the creative process. This strategy for cultural space will maximize the city’s
Production spaces should be out of public view so, cultural assets while creating new opportunities that
creators can feel comfortable developing new projects enable cultural space to grow with the city to create
and techniques that are not on display until or unless spaces that connect with creative consumers where
the creator is ready to share their work. Conversely, they live, work and gather. Partnership within the
presentation spaces should be public facing and cultural community will ensure that both public and
engaging. private cultural spaces are utilized to the greatest
extent possible. This type of collaboration will also
Incorporating presentation spaces in new or remodeled become increasingly important for individual artists and
facilities is an opportunity to establish a unique identity smaller cultural organizations who are encouraged to
for the building that can help create a stronger sense form collectives and cooperatives to pool resources to
of place and increase appeal to potential tenants in the secure space and materials.
competitive regional market. For example, production
spaces can be located in parts of buildings with low This strategy is specifically designed to help cultural
external visibility that are not well suited to other types organizations adapt to new business models that
of ground floor use. Additionally, many older office leverage the city’s strengths. These strategies will
buildings have large footprints designed for in-house create stronger networks of cultural space that will help
production and document storage facilities that are creators better reflect the District’s diversity. Ultimately,
not required by most contemporary tenants. In many this strategy will create the cultural infrastructure
cases, these spaces could be repurposed as cultural needed to elevate the District’s unique culture.
production facilities, creating efficiencies by utilizing
space with low demand to fill a need, while imparting a
dynamic image to older facilities.
CULTURAL SPACES
RECOMMENDATIONS
Timeframes include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years;
mid-term recommendations can be completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing
recommendations are for currently occurring activities that are encouraged to continue. Note: Recommendations include agency and
organization acronyms. The glossary of terms on page 171 includes a definition of each acronym used in this report.
2.5
Conduct Educational Outreach to Public Space Presenters
Develop educational outreach materials to inform cultural presenters who work in public space about
key regulations that pertain to them. The materials will also include guidance and resources for issue
resolution.
[Implementation Lead: CAH; Timeframe:Short-term]
The District government will use the master facility planning and Comprehensive Plan processes to
assess opportunities for public cultural infrastructure, including: physical buildings, such as libraries,
schools, museums, universities, recreation centers, fire and police stations, public athletic facilities and
government administration buildings; public open spaces, such as parks, athletic fields, and other man-
made and natural features of the District; and, horizontal infrastructure, such as roads, bridges, viaducts,
unused railway easements, subway platforms and entrances as well as water and energy easements
and structures.
[Implementation Lead: OP; Timeframe: Ongoing]
Recognize the critical role that access to shared equipment, facilities, technical assistance and
collaboration can play in enabling cultural producers to develop their practices into successful
enterprises. Develop models and approaches for incubators and shared space that include public-
private partnerships, catalytic and/or stewardship roles for local government, cooperative and equity-
building business models and phased development. Approaches should be inclusive (targeting all types
of cultural creators) and sustainable (providing for long-term operation).
[Implementation Lead: DMPED and DSLBD; Timeframe: Long-term]
CULTURAL
CONSUMERS
C O L L E C T I V E A C T I O N F O R S U S T A I N A B L E C U L T U R E
[CULTURAL CONSUMERS]
Culture must be inclusive, equitable and accessible to ensure the District’s culture reflects
its residents and communities. Each cultural consumer lifts up their own cultural interests
alongside fellow residents to form the District’s culture. By participating in cultural events,
consumers strengthen cultural creators. Experiencing culture is one of the ways that
community cohesion is built. These shared experiences are opportunities for residents to both
share their culture and gain a window into other people’s experiences. Funders, including
government, foundations and the private sector can help construct cultural spaces, but
consumers must fill them.
The District’s consumer base starts with the city’s 700,000 residents. Each resident engages
with the practices and traditions that they value. These practices represent the breadth of
society extending through places of worship, theater performances, concerts, festivals and
sporting events. When participation increases, opportunities increase for creators, forming a
virtuous cycle. However, it is important to emphasize that professional creators must be paid
for their work. Exposure alone is not enough.
The cultural community’s potential relies upon both maximizing District residents’ cultural
participation and increasing participation from visitors. The District is the hub of a metropolitan
region that is home to more than 9,600,000 people. These residents are potential consumers
who likely already attend cultural events in the District. Building stronger connections with
this regional population can fuel sustained cultural growth.
The District is also a national and international cultural destination for more than 25,000,000
visitors annually. Many people only visit federally supported institutions, such as the National
Air and Space Museum, National Museum of African American History and Culture and other
museums on the National Mall. This Plan builds on the District’s strengths to forge stronger
connections with cultural organizations that harness visitors to support more diverse cultural
opportunities.
This chapter presents a strategy that builds on shared stewardship by strengthening the
connections between cultural consumption, creation and space.
EXISTING CONDITIONS
FOR CULTURAL CONSUMERS
The District is one of the nation’s leading cultural indicates that the District is competitive with markets
destinations. DC, New York, Boston, Chicago and twice its size because it has a unique market position
Los Angeles are comparable markets for cultural as the nation’s capital.
consumption. The District has a population of 700,000,
and the city is part of a larger regional market of more On a per capita basis, District residents are three times
than 9,600,000 in the Washington-Baltimore Combined more likely to be professional artists than New Yorkers,
Metropolitan Statistical Area. Most metropolitan and six times more likely than Chicagoans. The District
residents are within sixty miles of the District and is also a leading cultural tourism market with one of the
they have the potential to become regular cultural highest cultural attendance rates in the country. The
consumers in the District. For comparison, metropolitan high levels of participation are drawn from both District
Chicago has a population just over 10,000,000 people, residents and visitors, giving the District’s cultural
while metropolitan Boston's population is less than community a base to thrive from.
5,000,000. However, the New York and Los Angeles As an added benefit, many of the District’s visitors
metropolitan areas are much larger, with 20 million and come for cultural tourism and are likely receptive
18 million people respectively. Still, this Plan’s analysis audiences for local cultural opportunities. Federal
Total revenue earned per capita $1,003 $730 $1,846 $536 $264
Theater,
Largest Disciplines by
Education and Theater, Music Music, History Theater, Music Music, Theater
Organization Count
Instruction
Cultural volunteers
44,000 89,000 66,000 57,000 48,000
Source: Analysis by HR&A Advisors with data from: EMSI on industries and occupation, and SMU DataArts on earned income, contributed
income and attendance.
cultural space, including the national museums and each year, with typical attendance ranging from 2,000
the National Cathedral, are some of the world’s most to over 60,000 participants, and a few events draw
prominent cultural spaces. On any given day, the more than a million people. These festivals represent
District hosts as many as 60,000 visitors, equivalent the diversity of District culture, and include the world-
to 11% of the city’s entire population. Many of these famous Cherry Blossom Festival, local favorites such
visitors only experience federal cultural institutions. For as the Funk Parade, Chinese New Year Parade,
example, 8 million visitors a year are brought directly Broccoli City Festival, and community festivities such
to and from the National Mall by tour buses. Cultural as Celebrate Petworth. In addition, smaller events are
organizations along the National Mall play such a large regularly held throughout the District, including block
role in the District’s cultural economy that half of all parties and farmers markets that build community and
cultural spending in the District is associated with the culture.
Smithsonian Institution, which famously offers free
Cultural stakeholders must participate in cultural
admission.
practices to sustain these events. There are indications
DC culture is a point of pride for residents. The that cultural preferences are shifting. Within the
success of the Made in DC and 202 Creates programs District, attendance is declining across the seven
demonstrates that District residents are eager to benchmark arts tracked by the National Endowment for
support creative people in their communities. Cultural the Arts including jazz, classical music, opera, musical
consumers can invest time, passion and resources theater, ballet, theater and visual art. The declines are
together to grow the cultural community, making it more particularly pronounced among the 18-24-year-old
diverse and inclusive. audience. Reversing the downward participation trend
with this demographic is important for building long-
Informal cultural activity reaches diverse audiences term support for these practices.
across the District. Over 55 major festivals take place
C R E AT I V E
02
PLACEMAKING
CULTURAL CONSUMERS
STRATEGY
Increasing consumers for cultural creation will fuel frequent cultural visits by reinforcing their identity as
expansion of the cultural community. To increase Washingtonians.
participation, the Implementation Steering Committee
Nationally, most people envision the District as a federal
will work with partners, such as DestinationDC and
cultural space. The promotional campaign will introduce
EventsDC to launch a multi-pronged promotional
fellow citizens to the District’s rich culinary, arts and
campaign that resonates with District residents while
entertainment culture. Introducing more Americans to
attracting more cultural visitors. The campaign will
DC beyond the Mall will broaden the perceptions of
share unique offerings, such as the Frederick Douglas
what the District has to offer and attract more visitors.
National Historic Site and GALA Hispanic Theatre.
Promotions for visitors will target four different Internationally, visitors are drawn to the American
audiences: local residents, regional residents, national culture, ideals and symbolism in the nation's capital.
visitors and international visitors. The District can build on this interest by promoting the
city as a leading place to experience the American story
The campaign for District residents will promote
through the National Mall, its monuments and national
local events through advertising and a compelling
museums. The campaign for international visitors
consolidated online resource. These promotions will
will also introduce them to the District’s local history
build on OP’s Crossing the Street creative placemaking
that presents a contrasting view on the American
initiative by forming intersectional opportunities for
experience through narratives of oppression, diversity
residents with different backgrounds to connect by
and innovation.
creating and engaging in shared cultural expression.
These promotions will leverage District residents’ deep Tailoring the city’s cultural promotion to resonate with
city pride by building on the success of the Made in DC District and regional residents along with national and
and 202 Creates brands. international visitors will strengthen the cultural base
to make increased cultural creation sustainable. More
Promotions for the regional market will remind the
participation will enable the cultural community to grow,
District’s 9 million neighbors that they are less than
creating more opportunities for District residents to
an hour away from one of the nation’s leading cultural
perform while supporting more cultural space to build
destinations. The promotions will be designed to
the District’s shared culture.
encourage those residing in the region to make
CULTURAL CONSUMERS
RECOMMENDATIONS
Timeframes include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years;
mid-term recommendations can be completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing
recommendations are for currently occurring activities that are encouraged to continue. Note: Recommendations include agency and
organization acronyms. The glossary of terms on page 171 includes a definition of each acronym used in this report.
1.0
Promote cultural events to residents
Build awareness among all residents about the District’s cultural events using multi-channel outreach
tools, including print, video, social media and online advertising. This effort should include a promotion
of free and low-cost programs such as ‘pay-what-you-can’ theater tickets and free admission days.
[Implementation Lead: OCTFME and Destination DC; Timeframe: Mid-term]
2.0 Market local cultural events to regional residents and national visitors
Expand promotion efforts to increase cultural visits from the 9 million residents who live in the surrounding
region. Efforts could include an advertising campaign, such as “DC like a local” that helps visitors
seeking federal attractions also enjoy locally ‘paired’ options, such as a concert at the Black Cat and a
Half Smoke at Ben’s Chili Bowl. Promotion partners include Destination DC and the network of BIDs and
Main Streets.
[Implementation Lead: Destination DC; Timeframe: Short-term]
3.0 Launch a targeted international campaign promoting the District’s local culture
Launch a targeted international tourism campaign to connect more visitors from international markets
to local cultural events by promoting the District as a leading cultural destination, emphasizing the city’s
local brand. This campaign will build on the District’s identity as the nation’s capital and strategically pair
cultural offerings with shopping and dining.
[Implementation Lead: Destination DC; Timeframe: Mid-term]
Share these stories through platforms such as the DC Digital Museum. This initiative builds off a current
pilot program by the DC Public Library, Humanities DC and the Historical Society of Washington, DC. The
recordings captured through this program will be linked to the heritage trail program via an interactive
website.
[Implementation Lead: HPO and CAH; Timeframe: Long-term]
6.0 Build stronger connections between local cultural creators and consumers in federal
cultural space
Increase District resident cultural presentation and consumption in federal cultural spaces including
the Smithsonian Institution, National Gallery and Kennedy Center. Explore opportunities for increased
evening presentations and District-oriented programing as well as partnerships for transportation, low-
cost tickets and locally-oriented promotion.
[Implementation Lead: OP, Smithsonian Institution and the Kennedy Center; Timeframe: Ongoing]
STRATEGIC
APPROACH
The first step is leveraging the community facilities facilitate transitions to social innovation or cultural
currently in place by improving the cultural amenities entrepreneurship business models. These tools will be
within them. These facilities serve each community designed as the entry point in a progressive system that
across the District with an array of cultural spaces will help cultural organizations build capacity, innovate
including dance studios, arts spaces, kitchens, and secure space.
computer labs, and presentation space. Additionally,
Cultural funding for innovation and facilities will grow
nongovernmental facilities, such as places of worship are
significantly by using public investments to leverage
also encouraged to expand their cultural programming.
larger private investments for increased and improved
Capacity to increase cultural programming within
cultural space. The District will use its funding for
these facilities can be unlocked through community
cultural space more efficiently, enabling a portion of the
leadership and public-private partnerships.
current public funding for cultural space to shift toward
Looking toward existing cultural organizations as the programmatic investments that will directly benefit
second step, the District and its funding partners will creators and consumers. This funding model uses public
work collaboratively to create tools and resources cultural funding as leverage to unlock an emerging
to help cultural organizations adapt to new business source of private funding called social impact investing
models. These tools and approaches include expanding to support cultural facilities in the District. Over time,
technical assistance programs that support business social impact investing will finance larger portions of
planning and implementing financial management facility construction and renovation, freeing substantial
best practices. Additionally, a new grant program public resources for increased programmatic funding.
will help cultural organizations reduce overhead to
SOCIAL IMPACT
INVESTING
Social impact investing is an umbrella term that applies Social impact investing has many different cultural
to an emerging segment of the investment market with applications that vary based on the funder. The highest
billions of dollars in resources that connects a variety opportunity impact investing funds have been created
of investors with social impact organizations and social through Community Development Financial Institutions
enterprises. Money for these funds comes from a range (CDFIs), foundations and public-private-partnerships.
of investors including foundations, pensions, banks, These funds may have below market rates of return
investment funds and private individuals. Impact funds and have risk tolerant underwriting standards.
are unified by goals to provide scalable financing to
The key to harnessing social impact investing both
social impact organizations and social entrepreneurs
in nonprofit and for-profit organizations is stronger
with proven and sustainable success filling public
business planning and financial management practices.
needs.
Many creators and organizations will benefit from
DISTRICT’S CULTURAL
INVESTMENT APPROACH
MAXIMIZING FOUNDATION
RESOURCES FOR CULTURE
Another layer of support can be provided by foundations. typically run by separate teams with different objectives
Traditionally, foundations provide grants to cultural than the charitable giving team.
organizations to support programs and facilities. Like
However, some foundations leverage one or both
governments, foundations are often willing and able to
funding pools to achieve greater impact than traditional
invest in higher risk or less proven concepts that can
grantmaking can achieve alone. Program Related
facilitate innovative cultural opportunities.
Investments (PRIs) are typically below market rate
Foundations typically have two sets of resources: 1) the loans made on a revolving basis from a foundation’s
endowment, which is invested to generate sustained charitable funds. These loans can be risk tolerant
high rates of return, and 2) charitable funds, which are therefore to potential losses. Frequently, grants and
distributed on an ongoing basis. Foundations have PRI loans are made together to help scale a concept.
a payout requirement of approximately five percent In some cases, foundations can also make Mission
of their endowment’s value annually; however, most Related Investments (MRIs) from the endowment side.
foundations are designed to perpetuate themselves Such investments are typically risk adverse and return-
indefinitely, which means that the endowment side oriented. MRIs can substantially amplify the impact
must grow its assets at a rate exceeding the five of a grant and/or PRI loan, but they require rigorous
percent charitable payout requirement. This growth underwriting and risk management, making them less
rate requires a well-planned and carefully managed common.
investment approach. Consequently, endowments are
MRIs and PRIs are currently less common types of foundation support, but there are indications that these
tools may become more common. Leading foundations, such
YOUR as Rockefeller and Kresge, are investing
NOTES
heavily in expanding the use of these tools in an effort to move beyond charitable giving and into impact-
based approaches. This shift is an important trend for both local foundations and organizations supported
by foundations. Large national foundations typically seek local foundation partners. Local foundations and
cultural organizations that build capacity for impact investing will be in better position to partner with highly
resourced foundations.
Revolving Loan
YOUR NOTES
Cultural Fund
Fund
Capacity Building
Reduced Barriers
SOCIAL
I M PAC T
INVESTING •
RECOMMENDED FUNDING
TOOLS FOR THE DISTRICT
To realize the opportunity for impact investing in organizations to balance capital campaigns against
cultural uses, the District will build on its experience operational fundraising. Most nonprofits tap the same
working with impact investors in the affordable housing, funder base for both types of campaigns and there are
economic development and sustainable energy fields to risks that overly ambitious capital campaigns can stress
create two funds a Cultural Facilities Fund and Cultural donors and diminish annual contributions. Organizations
Innovation and Entrepreneurship Revolving Loan can use the Cultural Facilities Fund to finance a portion
Fund. The funds will help cultural organizations unlock of the capital facility or renovation costs instead of
social impact funding sources to support innovation raising all the needed funding at the beginning of the
and facilities. These partnerships will improve cultural project. This approach enables the organization to pay
equity by creating a merit-based funding system where for a portion of the facility or renovation over an extended
cultural organizations will be able to more easily access period as a portion of operating costs that can be
financing to sustain and scale cultural organizations. absorbed in smaller increments. For-profit organizations
with limited credit or assets might also benefit from this
The District’s investments are designed to build on the fund by gaining access to affordable capital.
concept of shared stewardship. This means that the
District will partner with creators, property owners and In addition to facility construction and renovation, the
residents to create additional and unique opportunities Fund can provide credit guarantees for both nonprofits
for culture by layering programs and strategies together. and for-profits to secure leased space in commercially
For example, a property owner should consider owned buildings that require commercially creditworthy
opportunities to cross-subsidize cultural space with tenants. The credit guarantee will enable cultural
higher revenue generating uses, such as housing or organizations to secure 10 and 20-year leases like other
commercial space to add value by offering a uniquely commercial tenants, which provides stable foundations
exciting environment to tenants. The Brookland Arts for them to grow. The credit guarantees are designed to
Walk and the Atlantic Plumbing building are successful layer with recommendations from the Cultural Spaces
examples of this approach in the District. chapter to create affordable cultural space in new and
renovated buildings.
The District will work to establish a Cultural Facilities
Fund modeled on the Department of Housing and The second fund is the Cultural Innovation and
Community Development’s (DHCD) Site Acquisition Entrepreneurship Revolving Loan Fund that will be
Fund. The DHCD program used District funding designed to provide affordable working capital for cultural
to provide first loss financing securing up to 25% organizations as a cost-effective alternative to credit
of any loss to a community development financial cards and unsecured business loans. This revolving fund
institution. By following this model and providing first will be smaller than the Cultural Facilities Fund but more
loss investments from the Cultural Facilities Fund, the risk tolerant. The Revolving Loan Fund will use a larger
District will enable socially motivated lenders to fund proportion of public funding relative to private funds to
cultural organizations that lack the assets or credit provide enough risk mitigation to attract private funding
to secure affordable conventional financing. This to serve cultural creators and organizations with limited
fund will be able to help both for-profit and nonprofit or no credit. Typically, these loans are less than $50,000
organizations. dollars with repayment terms of less than a year.They
can help finance merchandise that generates profit for
Nonprofit organizations will continue to raise funding touring musicians. In other cases, these loans can be
for facility development and expansions through used to purchase equipment for a growing ooperative.
capital campaigns. However, the Cultural Facilities
Fund will enable both charitable and impact nonprofit
CULTURAL INVESTMENT
RECOMMENDATIONS
Timeframes include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years;
mid-term recommendations can be completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing
recommendations are for currently occurring activities that are encouraged to continue. Note: Recommendations include agency and
organization acronyms. The glossary of terms on page 171 includes a definition of each acronym used in this report.
5.0 Create a Cultural Navigator Position at the Center for Cultural Opportunities
Create a cultural navigator position to assist creators with permitting processes and work with agency
partners to refine programs and processes to better meet the needs of the cultural community. The navigator
will also help connect creators to the full breadth of programs the District offers.
[Investment Level: $$; Timeframe: Short-term]
HOW
F O U N DAT I O N
FUNDING
F O R C U LT U R E
I S E V O LV I N G
•
INCLUSIVE
03
I N N O VA T I O N F U N D
[CONVERGENCE]
Culture requires inspiration from experience and genuine personal connection; it is not the
product of a formula. The strategies for cultural creators, spaces and consumers fit together
in a systemic approach that maximizes culture in the District through shared stewardship,
organizational innovation and leveraged funding.
To thrive, the cultural community needs business models for social impact and social
shared stewardship from cultural creators, enterprise. These business models use start-
consumers, government, funders, institutional up and grant funding to generate financially
partners and nonprofits. Ensuring that the sustainable organizations that are mission
cultural community is representative of the oriented. These business models are likely
city’s diverse population will provide the to be particularly effective because they
support for cultural spaces and practices to are well suited to utilize emerging funding
affirm the city’s cultural heritage and reflect sources, such as impact investing.
all residents’ cultural practice.
The strategies in the convergence chapter
Organizational innovation means that align existing resources and leverage
cultural organizations will continue refining new ones to link the strategies for cultural
their process, practices and business models creators, spaces and consumers to generate
to fulfill their missions. This approach will amplified benefits to the cultural community.
ensure that cultural programming, education The cultural creators strategy increases
and facilities are representative of the diversity of cultural expression. The cultural
District’s residents and accessible to them. space strategy provides tools that facilitate
sustainable cultural space in a growing city.
Leveraged funding is the last part of the The consumer strategy increases access and
equation. The cultural community must grow exposure to culture. This chapter’s strategy
to address two challenges simultaneously. connects each of these approaches to
First, it must continue creating space, systematically enable the cultural community
capacity and opportunities to ensure that to thrive.
historically marginalized communities
are equitably represented in the cultural Cultural convergence bolsters a virtuous
landscape. Second, the community must cycle where growing numbers of diverse
continue growing to reflect the expanding cultural consumers will support increased
cultural needs of the growing city. Based on inclusion of creators, which provides support
an assessment of the funding environment more cultural spaces. Increasing cultural
conducted for this Plan, it is clear that spaces will help cultural creators earn a living
the greatest opportunities for cultural while impacting more consumers. When
organization growth will be in emerging growing numbers of cultural consumers
connect with creators, more people will be techniques to bring new crowds into
inspired to find and share their creative their Penn Quarter museum by filling
voices. These relationships among creators, the atrium with vintage and independent
spaces and consumers form a cycle that this video games through partnerships
Plan amplifies to generate more equitable including American University’s Game
and accessible cultural opportunities. Lab. These models should be adopted by
other cultural creators and organizations
Organizational innovation will be driven by to form new and stronger connections to
increased creator revenue from cultural consumers.
consumers. Over time, participation in
traditional cultural expressions such as Leveraged funding will build on the exciting
symphony performances and ballet have work by cultural leaders across the city.
declined in part because Public sector and foundation funding has
fu n d e r s and creators a unique ability to build cultural capacity.
have diverged from When leveraged funding is combined with
consumers. The Kennedy shared stewardship and organizational
Center is leading the way innovation, it has enormous potential to
toward a new approach enable cultural organizations to grow and
where traditional thrive along with the city. This approach
practices are remixed is critical for building equity because it
with performances enables established funding streams to
outside the concert hall reach farther, enabling accessible and
and groundbreaki ng impactful support for both established
collaborations are and emerging creators.
hosted within the concert
Additionally, the District will refine its
hall. The Smithsonian
culture policies in part by partnering
American Art Museum
with international peers through Culture
has also adopted these
21, which connects the District with
a global network of city governments
striving to integrate culture as a pillar of sustainable Development; the Director of the Office of Planning;
economic development. The District will also draw on Executive Director of the Commission on the Arts and
the experiences of many other cities that have worked Humanities; Chair Person of the Commission on the
to comprehensively support diverse and inclusive Arts and Humanities; Director of the Office of Cable
culture and heritage. The District has already deployed Television, Film, Music and Entertainment; Chairman
a cultural audit tool developed by Culture 21. In the of the Council’s designee; Chairman of the Council’s
future, the District will participate in peer learning Committee on Finance and Revenue’s designee; and
exchanges with government leaders from cities around the DC BID Council Executive Director.
the world to learn about techniques to strengthen
The DC Cultural Plan is a framework for inclusive,
culture and preserve heritage while sustaining growth.
representative and sustainable culture in the District.
Most importantly, this Plan introduces strategies that Specifically, the framework is designed to help the city’s
strengthen the symbiotic relationship between cultural cultural organizations evolve to a shared stewardship
development and the city’s growth while preserving approach that affirms heritage and creates equitable
heritage. This means that not only will cultural opportunities for cultural expansion. This Plan is a
creators have access to programs that support their guide for DC culture to grow diversely, inclusively and
development, it also means that cultural creators will accessibly with firm foundations in the city’s heritage.
be empowered to adopt new business models that
offer more opportunities for exposure, growth and
funding. Cultural spaces are special spaces for cultural
exchange—they will also be vehicles for partnership,
ensuring they are never dark.
CONVERGENCE
RECOMMENDATIONS
Timeframes include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years;
mid-term recommendations can be completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing
recommendations are for currently occurring activities that are encouraged to continue. Note: Recommendations include agency and
organization acronyms. The glossary of terms on page 171 includes a definition of each acronym used in this report.
Consider opportunities through artist and program development that is aimed at audiences who would
typically visit the larger more established cultural institutions. Through these approaches, cultivate artistic
talent, evolve programing and grow audience interest in the range of cultural presentation available in
neighborhoods across the city.
[Implementation Lead: Shared Stewardship; Timeframe: Ongoing]
Transform capacity-building
2.2 Develop robust capacity-building programs aimed at strengthening cultural organizations with an
emphasis on smaller organizations. Approaches could include peer exchange, webinars and technical
assistance focusing on a range of topics such as fundraising, talent attraction and development,
partnership cultivation, and scaling / growing an organization. DC Agencies can help frame, package
and/or deliver the programs in collaboration with technical assistance partners including foundations
and CDFIs.
[Implementation Lead: DSLBD; Timeframe: Mid-term]
I. APPENDIX OF RECOMMENDATIONS
a. Table 1 – Summary of Acronyms
The following section is a compilation of the recommendations in this Plan. Each recommendation is categorized by its Impact, Implementation Lead and
Timeframe. Impacts include reduced barriers, new capacity and increased equity. Implementation Lead indicates the organization or organizations that are best
positioned to lead implementation of each recommendation in partnership with the Implementation Steering Committee and other stakeholders. Timeframes
include short-term, mid-term, long-term and ongoing. Short term recommendations can be completed within two years; mid-term recommendations can be
completed within 5 years; long-term recommendations can be completed within 10 years. Ongoing recommendations are for currently occurring activities that
are encouraged to continue.
Implementation
Number Recommendation Description Impact Timeframe
Lead
Implementation
Number Recommendation Description Impact Timeframe
Lead
Creator Leverage the Any Through the Any Given Child program, DCPS and the DC New DCPS Short-Term
3.2 Given Child and Collaborative will assess the DCPS Arts education programs for Capacity
Turnaround Arts students, Pre-K-12 to identify key gaps and implement targeted
Programs programs that improve arts education for all students. The Any
Given Child program will build on the targeted arts education
support provided to four DCPS schools through the Turnaround
Arts Program.
Creator Increase out-of- Build partnerships between District agencies that operate out-of- New DCPS, DPR and Ongoing
3.2 school cultural school educational facilities including DCPL, DPR and DCPS and Capacity DCPL
programming for community-based cultural organizations to increase out-of-school
youth cultural programming for youth.
Creator 4 Support Continue to invest in cultural and local history initiatives and Increased CAH, OCTFME Ongoing
local cultural expand access to resources that support the cultivation and Equity and HPO
identity and expression of cultural identity and locally significant traditions
traditions including music, food, fashion and art. Leverage existing programs
offered through CAH, OCTFME, HPO, Humanities DC and the
Historical Society of Washington DC.
Creator Continue HPO will continue supporting the Preservation Grants program New HPO Ongoing
4.1 supporting and seeking additional opportunities to support heritage and Capacity
culture through culture including Civil Rights heritage, oral history and LGBTQ
historic heritage. HPO’s Preservation Grants offer support for a wide
preservation range of programs including preservation planning, research,
outreach and education, and construction. New programs will use
a partnership approach to leverage the existing grants to increase
funding from additional stakeholders.
Creator 5 Support Support existing programs while developing new programs Reduced CAH and Mid-term
innovation in enabling innovation in local culture. These efforts should build on Barriers OCTFME
local culture existing programs, including 202 Creates, The Labs at DCPL and
CAH grants, while launching new platforms.
Creator Reinforce The Continue to support and reinforce The Labs at DC Public Library Reduced DCPL Mid-term
5.1 Labs at DC Public as a platform for residents to create and exchange cultural Barriers
Library expressions in shared space. Strengthen the links between
support provided at The Labs and entrepreneurship, enabling
residents to use The Labs as a pathway to cultural careers
and businesses. Consider expanding and tailoring The Labs to
neighborhood libraries to increase cultural production resources
in communities across the District.
Creator Continue to Continue to implement and refine CAH's complement of grant Increased CAH Ongoing
5.2 implement and programs that support both individual cultural creators and Equity
refine CAH grant nonprofit cultural organizations. Refinement should be focused
programs on increasing impact, programmatic alignment, grantee diversity
and geographic diversity.
Creator Develop innovative Develop innovative operating models for incubators and shared New DMPED Mid-term
5.3 operating models space that include public-private partnerships. Consider seed/ Capacity
for cultural catalyst funding from the District as well as performance-based
incubators multi-year operating support funding. Approaches should be
and collective inclusive and target all types of cultural producers.
production space
Implementation
Number Recommendation Description Impact Timeframe
Lead
Implementation
Number Recommendation Description Impact Timeframe
Lead
Space 3 Promote The District and its partners should continue to review New Capacity OP Ongoing
a range of opportunities for any type of space to serve as a temporary or
cultural spaces permanent platform for cultural production, expression and
throughout the consumption.
city
The District government will use the master facility planning
and Comprehensive Plan processes to assess opportunities for
public cultural infrastructure, including: physical buildings, such
as libraries, schools, museums, universities, recreation centers,
fire and police stations, public athletic facilities and government
administration buildings; public open spaces, such as parks,
athletic fields, and other man-made and natural features of the
District; and, horizontal infrastructure, such as roads, bridges,
viaducts, unused railway easements, subway platforms and
entrances as well as water and energy easements and structures.
Space Implement a Implement a Festival Streets program that creates a streamlined Reduced BIDs, Main Mid-term
3.1 Festival Streets process for public space events, such as a flexible permit for a Barriers Streets, DDOT,
Program commercial street that can be held by a BID, Main Street, Business and DCRA
Association or Community Association.
Space Leverage District Encourage provision of affordable cultural space when District New Capacity DMPED, DGS, Ongoing
3.2 assets to create property is redeveloped or disposed. Tools and approaches, such and DHCD
affordable as requests for proposals pertaining to site or facility reuse and
cultural space public-private partnerships will be aligned to produce new spaces
where feasible. New cultural spaces should be incorporated in
addition to all affordable housing deemed appropriate for the site.
Space Develop Develop partnerships among property owners and cultural New Capacity OP Ongoing
3.3 partnerships for organizations to create increased cultural space for fabrication
behind the scenes and storage for theatrical sets, costumes, artwork, artifacts and
cultural spaces offices.
Space 4 Maximize Maximize access to public assets (including public facilities, New Capacity DCPL, DCPS, Short-term
Access to infrastructure and physical spaces) to increase the ability of DPR, DGS and
Public Facilities entities, such as nonprofits to undertake/present/offer cultural ORM
for Cultural activities. Where appropriate, use of public assets for cultural
Presentation uses could include both highly visible and less visible space,
such as areas for public interaction, presentation, display and
exhibition. Public facilities should be offered at low or no cost
whenever possible.
Space Increase evening Work to increase access to public and privately owned cultural Reduced CAH, DPR, Mid-term
4.1 and weekend spaces including museums across the city. The District will also Barriers DCPL, and
access to cultural work to provide additional evening hours at facilities it controls DCPS
spaces while engaging partner organizations to increase evening hours
at museums and other cultural facilities.
Space Create a Create a standard price schedule for the District’s cultural Reduced Steering Short-term
4.2 standardized space and services to help creators better plan and anticipate Barriers Committee
price schedule costs. The price schedule will be created in collaboration with
for public agencies that provide services and space for cultural events
facilities and including the DGS, DCPS, DPR, MPD, FEMS, and DDOT.
services
Space Reduce Explore programs to make insurance and security costs more Reduced DISB and ORM Mid-term
4.3 insurance and predictable and less burdensome for community-based Barriers
security costs for creators and cultural organizations that use public space and
cultural events facilities. Potential agencies include DISB, ORM, MPD, FEMS,
DPW, and DDOT.
Space 5 Streamline Appoint a cultural permitting ambassador to help cultural Reduced DCRA and Mid-term
permitting for organizations navigate permitting, licensing and resources Barriers DDOT
cultural uses through coordination across permitting agencies including
DCRA, DDOT, DOH, ABRA, MPD and FEMS. Bring all applications
into a single online portal, with options for various elements
that can be selected (such as alcohol or food vending and
amplified sound).
Implementation
Number Recommendation Description Impact Timeframe
Lead
Space 6 Encourage Develop requirements and assess the need for incentives that New OP and Mid-term
affordable encourage private property owners to incorporate cultural Capacity DMPED
ground uses in their buildings, creating connections between the
floor space city’s continued growth, real estate development and cultural
for cultural space production. Through this process, OP and DMPED will
organizations develop benchmarks and metrics to guide future development
decisions.
Space Support low Create programs that support affordable production and New DMPED and Long-term
6.1 cost, long-term presentation space by creating a Cultural Facilities Fund that Capacity CAH
cultural space provides support for a wide range of cultural organizations,
leases including both performance and arts administration.
Space Develop cultural Work with District and foundation partners to create programs New DMPED and Mid-term
6.2 space purchase that use public and/or foundation grants to provide down Capacity CAH
assistance payment assistance that enables cultural organizations,
programs including collectivized creators, to purchase space at affordable
rates. Down payment assistance provides access to mortgage
financing while reducing the loan amount, and higher levels of
down payment assistance increase affordability.
Space Encourage Encourage property owners to host temporary cultural uses New OP, BIDs Main Ongoing
6.3 temporary in vacant commercial space, including vacant land. Explore Capacity Streets
cultural use opportunities for temporary certificates of occupancy that
in vacant include relaxed building code requirements, tax incentives to
commercial encourage property owners to utilize ground floor for creative
space uses between tenants, and benefit agreements to require
temporary uses of unleased ground floor retail space in new
construction of major redevelopment.
Space Encourage Encourage Planned Unit Development to include low-cost New OP Ongoing
6.4 Cultural Space space for cultural presentation, production and administration. Capacity
in Planned Unit Developing low-cost cultural spaces is a priority for the District
Developments and should be provided in addition to all affordable housing
deemed appropriate for the project. Presentation spaces should
have prominent street level visibility with ceiling heights of at least
twelve feet and open areas suitable for performance. Production
spaces should offer private work space that is not visible to the
general public with access to loading facilities. Administrative
space should be provided in comparable delivery condition
to market rate office space. These spaces are encouraged to
maximize non-prime ground floor, second floor and/or below
grade space within buildings.
Space 7 Create a Create a portfolio of incubators and shared production / New DMPED and Long-term
portfolio collective studio space that allows cultural producers to test, Capacity DSLBD
of cultural start-up and scale businesses.
incubators
and collective Recognize the critical role that access to shared equipment,
production facilities, technical assistance and collaboration can play in
spaces enabling cultural producers to develop their practices into
successful enterprises. Develop models and approaches
for incubators and shared space that include public-private
partnerships, catalytic and/or stewardship roles for local
government, cooperative and equity-building business models
and phased development. Approaches should be inclusive
(targeting all types of cultural creators) and sustainable
(providing for long-term operation).
Space Pursue Review the District’s facility portfolio for opportunities to create or New DMPED, DME, Short-term
7.1 public-private- enhance cultural space through public-private-partnerships. The Capacity DGS, and OP
partnership review should assess opportunities to create smaller community
opportunities to facilities, including instructional and studio space, as well as
create cultural centrally located facilities that could serve larger populations with
space more robust facilities. Partnerships can also be used to make
value added investments in public facilities such as high school
auditoriums, public libraries, as well as creating cultural facilities
within other District assets.
Implementation
Number Recommendation Description Impact Timeframe
Lead
Space Establish a Work with Community Development Financial Institutions Reduced DMPED Mid-term
7.2 cultural space (CDFIs) to create a cultural space consortium to purchase and Barriers
consortium preserve available cultural spaces and preserve their long-term
affordability.
Space Partner with Conduct a review of how banks do business in the District New OP Short-
7.3 banks to target to meet their CRA obligations to identify opportunities for Capacity term
Community alignment and partnership to increase impact from the funds
Reinvestment Act invested in the District. The Community Reinvestment Act (CRA)
investments is a federal law that requires financial institutions to invest in
low and moderate-income areas where they do business to
mitigate divestment in previous decades.
Implementation
Number Recommendation Description Impact Timeframe
Lead
Consumer Collect feedback Periodically collect feedback from cultural consumers to help Reduced Steering Short-
1.3 from cultural tailor outreach strategies and undertake pilot projects to test Barriers Committee term
consumers new programming.
Consumer 2 Market local Expand promotion efforts to increase cultural visits from the 9 New Destination DC Short-
cultural events million residents who live in the surrounding region. Efforts could Capacity term
to regional include an advertising campaign, such as “DC like a local” that
residents helps visitors seeking federal attractions also enjoy locally ‘paired’
and national options, such as a concert at the Black Cat and a Half Smoke at
visitors Ben’s Chili Bowl. Promotion partners include Destination DC and
the network of BIDs and Main Streets.
Consumer 3 Launch a Launch a targeted international tourism campaign to connect New Destination DC Mid-term
targeted more visitors from international markets to local cultural events Capacity
international by promoting the District as a leading cultural destination,
campaign emphasizing the city’s local brand. This campaign will build on
promoting the the District’s identity as the nation’s capital and strategically
District’s local pair cultural offerings with shopping and dining.
culture
Consumer Partner with Whenever possible, the District will partner with embassy Reduced CAH Short-
3.1 embassy public public diplomacy programs housed at more than 170 Barriers term
diplomacy diplomatic missions in the city to increase cultural exchanges
programs between residents and the international community.
Implementation
Number Recommendation Description Impact Timeframe
Lead
Consumer Expand Cultural programming in communities is one of the most Reduced Shared Long-
4 community- impactful ways to increase cultural participation and exploration Barriers Stewardship term
oriented for all District residents. The District government and cultural
cultural organizations, such as the DC Jazz Festival, will work to increase
programming and diversify community-oriented cultural programming for
residents of all ages. These programs will help increase cultural
participation among District residents, which will help increase the
local base of support for performers and stages.
Consumer Expand cultural Identify opportunities for public facilities to serve as hubs New DCPL, DPR, Mid-term
4.1 programming in for cultural programs that can attract and enrich a diverse Capacity DCPS and CAH
public facilities cross-section of the population. Public facilities include
to serve diverse libraries, schools, recreation centers, and stadiums. Example
consumers approaches include: collections and programs focused on
community heritage and cultural literacy (including book clubs),
presentations by local artists, and spaces that encourage
intergenerational cultural dialogue.
Consumer Leverage Leverage the many cultural activities that occur at universities, Reduced Steering Short-
4.2 universities as including theater, dance, music, and art, by having universities Barriers Committee term
cultural anchors identify new and innovative ways to promote their cultural
programming to District residents. Universities are encouraged
to foster cultural mentorship that pairs students with residents
and to open their spaces to community use, including joint use
cultural spaces.
Consumer Increase Launch a permanent program that documents oral histories New HPO and CAH Long-
5 cultural and community heritage, preserving residents’ stories for Capacity term
awareness current and future generations. The program will prioritize new
through a storytelling and recorded interviews with notable residents
permanent whose stories are in danger of being lost and will support the
oral history work of community historians interested in starting hyper-local
program oral history projects throughout the city.
Implementation
Number Recommendation Description Impact Timeframe
Lead
b. Graphs
i. Average Spending by Organization Size for District-Serving Organizations
ii. Average Shares of Income for District-Serving Cultural Organizations
iii. Individual Artists, DC Metro Area
Music Industry 60 60 - -
Religious Organizations 5,900 5,900 160 -
Culinary Arts 32,390 31,970 80 420
Building Arts 6,380 4,050 250 2,330
Media and Communications 15,750 15,680 470 70
Sports 3,400 3,340 300 60
Specialized Retail 710 710 30 -
SUBTOTAL 89,290 76,980 3,320 12,310
TOTAL EMPLOYMENT OF CULTURAL SELF-EMPLOYMENT IN CULTURAL
Employment in Cultural Economy Occupations OCCUPATIONS OUTSIDE OF OCCUPATIONS OUTSIDE CULTURAL
CULTURAL INDUSTRIES INDUSTRIES
SUBTOTAL 23,100 790
NAICS Industry
District of Columbia Employment by Industry, 2016; HR&A Analysis of EMSI 2015 North American Industry Classification System (NAICS) data.
SOC Occupations
District of Columbia Employment by Occupation, 2016; HR&A Analysis of EMSI 2015 Standard Occupational Classification (SOC) System data.
TOTAL SELF-
EMPLOYED SELF- SELF-
CULTURAL EMPLOYED EMPLOYED
IN NON EMPLOYED EMPLOYED
EMPLOYMENT IN CULTURAL IN NON
CULTURAL (INDIVIDUAL) IN CULTURAL
BY INDUSTRIES CULTURAL
INDUSTRIES TOTAL INDUSTRIES
OCCUPATION INDUSTRIES
a. Tables (ii)
SOURCE District of Columbia Employment by Occupation, 2016; HR&A Analysis of EMSI 2015 Standard Occupational Classification (SOC) System data.
TOTAL SELF-
EMPLOYED SELF- SELF-
CULTURAL EMPLOYED EMPLOYED
IN NON EMPLOYED EMPLOYED
EMPLOYMENT IN CULTURAL IN NON
CULTURAL (INDIVIDUAL) IN CULTURAL
BY INDUSTRIES CULTURAL
INDUSTRIES TOTAL INDUSTRIES
OCCUPATION INDUSTRIES
a. T
ables (iii)
SOURCE District of Columbia Employment by Industry, 2016; HR&A Analysis of EMSI 2015 North American Industry Classification System (NAICS) data.
1% 31%
District of Columbia Cultural Nonprofit
Small 24% 16% 31%
Organizations by Budget Size and
Expenditures, 2014; analysis of
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2014 data reported to Data Arts by
participating District of Columbia
Staff salaries & benefits Non-staff salaries & benefits Occupancy Depreciation Other Expenses cultural nonprofit organizations
Nonprofit Cultural Organizations Serving A District Audience (Versus National) a. Tables (vi)
TOTAL
60 100% 29 100% 8 100%
ORGANIZATIONS
b. Graphs (ii)
Largest 42% 21% 27% 2% 4% 2%2%
University Programs a. T
ables (vii)
Institution Students Programs offered Partnerships
Enrolled Business Improvement District
Programming - Universities
University of the 5,667 Art: Studio Art; Hosts a series of public
District Photography; Graphic events, including the (2016)
of Columbia Design JazzAlive series in
conjunction with the Felix
E. Grant Archives
American 13,061 Arts Management; Fellowships with the
University Audio Production; Kennedy
Performing Arts; Center, Strathmore
Dance; Fine Arts;
Graphic Design
Gallaudet 1,011 Art and Media Design; Provides accessible
University Theater Arts education for the hearing
impaired community; home
to a Dance troupe and the
Motion Light Lab, which
explores the intersection
of creative litera-ture and
digital technology
Howard 10,002 Fine Arts, Music, Film incubator;
University Theater Arts, Graphic Internships with the
Design; Fashion Arlington Arts Center;
Design; Digital Media Smithsonian
Arts
Corcoran 400 Digital Media Design; Through the Design
Institute at Fine Art; Music; Corps, opportu-nities to
George Theater & Dance; Fine mount design projects in
Washington Arts & Art History a number of public and
University private spaces across the
District
George 25,613 Fine Art; Art History; Film Studies Graduate
Washington Film Studies program part-ners with K
University – 12 schools
Catholic 6,699 Architecture, School Host performances at the
University of Music, School of school of Music
Arts and Sciences
Trinity University 2,164 Journalism and Media Associate of Arts at The
Studies, Art history, ARC
Fine Arts, Language
and Cultural Studies
Georgetown 4,793 Musical Culture; Art Hosts public
University History; Fine Art; performances originat-ing
Performing Arts from student and outside
work; has partnered
with local organiza-tions
to host conferences
including Building the
Music Capital
Choreographers - -
b. Graphs (iii)
12,000
Individual Artists, DC Metro
10,000
Area (2006 - 2016)
8,000
6,000
4,000
2,000
28% 26% 26% 26%
25% 26% 24% 24% 24% 24% 23%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
• O ffice space for artists and • Traditional office space for non-culturally
other cultural entrepreneurs for related small businesses and start-ups
business-related tasks, digital • Example: Small start-up offices, offices for
production, and other artistic or one to two employees on larger floorplates
cultural activities suited to an • 300 – 5,000 SF
office • Real estate typology: office
• 300 – 3,000 SF • Preferred Deal Structure: 5 year lease with
• 1 – 15 office users or employees tenant improvements
• Real estate typology: office
• Physical attributes: Wi-Fi,
climate control, water, electricity,
desk space, flexible furniture,
brainstorming space or
conference rooms, flex studio or
production space
• Location attributes: Proximity to
transit, proximity to production or
performance space
b. Community Conversations
i. 10/4 – SE Community Conversation
ii. 10/11 – SW Community Conversation
iii. 10/18 – NW Community Conversation
iv. 10/25 – NE Community Conversation
c. Targeted Engagement
i. Arts Organizations
ii. Youth and Educators
iii. Individual Artists and Cultural Producers
(A) KICKOFF
Held at MLK Central Library. Attended by 500 people
The Kick-off celebrated District culture by highlighting resident At the ‘Collaboration Lounge’: participants suggested that simplified
performers from diverse backgrounds and disciplines at the Martin permits would increase live music opportunities across the city.
Luther King Jr. Memorial Central Library. The planning team selected Other participants expressed desires for increased networking
the central library for this event because its status as a cultural opportunities to help form potential partnerships. Several participants
common ground for all Washingtonians. During the event, the team shared that their cultural practices would be strengthened by
gathered wide-ranging input through seven interactive stations that increased access to cultural space. Above all else, participants
encouraged creativity and open discussion. The interactive stations sought stronger relationships with the District’s cultural agencies.
framed discussions about where, how and why people engage in Specifically, participants requested more community outreach to
culture. increase awareness of the available opportunities for events and
support.
‘All the city is a stage’ used a conceptual community-building
exercise that brought participants from different backgrounds An artistic exercise called “What’s in a space?”: used a graphic
together to explore perspectives on space, community and recorder to capture rich dialogue, along with space for participants
culture. Through the exercise, participants recommended creating to sketch their own ideas. At this station, participants emphasized
space in mixed-use buildings for nonprofit and for-profit cultural the need for affordable and accessible cultural space. Participants
organizations, affordable housing including live/work space and highlighted a wide range of spaces, including black box theaters,
incorporation of arts in green spaces. They also introduced systemic textiles and fashion arts, digital media and literary art. Participants
recommendations to integrate cultural planning with transportation also emphasized preferences for co-located facilities using public
planning so that cultural space would be accessible to creators and space that is flexible, collaborative and affordable.
consumers.
The planning team synthesized volumes of input from the kick-off
The ‘Equity Atlas’ offered both digital and analog interactive mapping and four key themes emerged; cultural identity, space, partnership,
that captured and displayed the locations where participants and entrepreneurship. These themes framed the next four
engaged culture. These maps produced powerful depictions INTERMISSION DC events that were community conversations.
showing the geography of cultural activity across the District.
Participants highlighted the need for more cultural space in Wards
7 and 8. Additionally, participants emphasized that transportation,
green space and cultural networks are all interconnected. The maps
showed that people who live in the District have different cultural
needs than those who live in surrounding communities.
The partnerships conversation emphasized that informal cultural This conversation reflected the many divisions that run through the
creators need to be strengthened while formal partnerships with District’s culture, including insiders/outsiders, residents/tourists and
corporations, federal institutions, and schools should be expanded. haves/have nots. One participant put a fine point on the sentiments
Participants suggested forming partnerships that increase cultural expressed at the meeting, stating that “Gentrification is cultural
marketing, school programming and corporate giving. The genocide.” Participants said that go-go, crabs, punk, jazz, Black
Broadway, churches, roller-skating, basketball, and high school Stakeholders in the Northwest Community Conversation shared
sports are all part of District culture. Many people called for greater that DC Culture is diverse and accessible, with more going on than
connections to cultural heritage and affordable housing. many people think. Participants emphasized music as a key part
of District culture, citing jazz, go-go, reggae, street performers and
Participants were enthusiastic about opportunities for cultural
drum circles among others. There were also deep frustrations that
entrepreneurship; however, they identified several barriers, including
Black culture in the District has changed as the city has grown. One
lack of affordable production and presentation space compounded
participant said, “the definition of DC as Chocolate City is erasure
by diminished trust in the District government. Participants also
of the Black experience.” Another person shared that the District
advanced solutions to improve cultural entrepreneurship, which one
should actively work to “preserve current business and tenants
person describes as “maintaining cultural fabric.” These solutions
to help preserve traditional Black culture.” Several participants
included “support for culture that reflects communities”, cultural
referenced concerns about displacement, high housing costs, and
incubators, exporting our culture, creating pathways for cultural
costly cultural space.
entrepreneurs, and leveraging development with offsets. Participants
encouraged more recognition of artists as small businesses and The discussion of cultural entrepreneurship drew a wide range
increased busking (street performance) opportunities. of ideas. Some were low-hanging fruit such as how-to guides,
a one-stop information and permit facility, a database for local
The entrepreneurship discussion dovetailed with the space
creators, and a space finder app targeting cultural needs. Others
conversation. Participants shared that many of the cultural spaces
introduced more complex but potentially high impact solutions,
the District helped catalyze in the early 2000s are experiencing
such as an arts tax district, a low-profit Limited Liability Corporation
significant financial hardships threatening the cultural community.
designation, and credit enhancements for cultural organizations.
There was also a recognition that there are untapped partnership
Others suggested recommendations aimed at improving innovation
opportunities between organizations seeking space and those
including entrepreneurship education, increased co-working space,
with space seeking access to funding for maintenance. Other
increased incubators and increased “areas of experimentation and
participants suggested that a capital facilities grant funding would
participation such as hackathons.” Several stakeholders expressed
be more impactful if it were offered on an ongoing basis because
that the District’s strict noise ordinance is a challenge, particularly for
needs do not always align with the annual grant cycle. Others
musicians and music venues. Others focused on helping creators
shared concerns about long-term affordability of spaces, such as
work through city processes, including permitting assistance, and
Mather Studios, that have term-limited affordability.
creating a night mayor based on models from Amsterdam, London
Some participants expressed interest in the District diversifying and Paris.
cultural expression beyond performing arts. Many other participants
The discussion around space emphasized how regulatory and cost
expressed interest in “arts as community space.” Several
barriers have created challenges for cultural creators. There was a
participants noted the need for intermediary organizations to help
concern that “Unaffordability leads to the loss of talent.” Affordability
form partnerships. While others shared that Metro accessible
was a major concern that extended to a range of cultural production
production facilities were also important. There was broad support
and presentation spaces as well as housing. Others noted that it
for using DCPS and DPR facilities for cultural use. However,
can be difficult to secure specialized cultural spaces with tools and
participants noted that DCPS has a very difficult process to navigate.
facilities needed for disciplines, such as dance or theatrical set
Additionally, participants shared that they had difficulty with the
production.
timeline and process related to the Special Events Taskforce.
There were additional concerns about access to park space for
The southwest conversation balanced the perspectives of larger
cultural use particularly National Park Service property. Participants
organizations and smaller creators, indicating that while the cultural
also introduced several ideas to address the challenges with space,
community’s needs span a wide range, the opportunities also span
including community oriented RFPs such as the OUR RFP program,
that range. This conversation introduced some particularly insightful
as well as community partnerships with the development industry.
perspectives on opportunities to increase cultural partnership.
Participants also encouraged an “information clearinghouse
for grants, space and government resources.” Several people
celebrated The Labs at MLK Library as a leading example that
should be expanded. Others suggested new funding mechanisms
such as an increased restaurant tax, a liability fund and tax breaks
for cultural space. Another participant suggested building on the
(iii) 10/18/2016 NW Community Conversation simplified street use permitting systemin Portland, Oregon.
Held in Columbia Heights. Attended by 110 people.
Participants shared that partnerships needed to be value-added participants proposed solutions including ensuring more geographic
and innovative while based on realistic expectations. Ultimately, equity in public grant funding, dedicating underutilized public facilities
these partnerships need to bring culture to consumers. Participants in Ward 7 for cultural use. Participants highlighted the vacant Strand
experienced division between local and national serving cultural and Senator Theatres as potential opportunity sites. Participants
organizations. Several people found these divisions create emphasized that high quality, and in some cases low cost, transportation
misunderstandings and poor communications between cultural would reduce barriers for northeast residents to access more of the
organizations. One of the most interesting ideas was to structure District’s culture.
grants for large cultural organizations to encourage partnership with
“Human rights are a concern in this city, people getting pushed
smaller organizations.
out, silenced, made invisible. Therefore, arts and culture
Several other people highlighted libraries, recreation centers and organizations need to be empowered to express the local
houses of worship as widely accessible community-based cultural flavor, history, traditions, political concerns, and needs of this
facilities that could be better utilized. Some encouraged outreach place so that these communal encounters are productive for
to houses of worship while others shared that they would be more those voices. Aka not just focusing on positive, superficial
interested in using recreation centers if they could charge a fee to expressions of culture to attract ‘creative class’ of newcomers.”
profit from work at the facilities. Some participants recommended
The need for affordable housing was a top concern for many
a partnership facilitator that could be an honest broker between
participants. Some recommended dedicated, affordable artist
organizations that would support innovative partnerships. Several
housing distributed throughout the city while others expressed a
participants recommended increased cultural funding to better
broader view. “We need more affordable housing for EVERYONE,
support cultural organizations and partnerships particularly for those
not just artists. Culture belongs to and should arise from everyone.”
that breakdown “socio-economic and cultural barriers.” Participants
also encouraged the District to increase both direct partnership Many of the commenters noted that cultural programming needs
funding in addition to government financing or loans. Overall, there to focus more effort on connecting with hard to reach populations
was a sense that partnerships should be vehicles to do “something with limited English and internet access. Specifically, they noted that
new, different or unusual including the partnership itself.” many announcements are made through social media channels and
do not reach some interested residents.
The Northwest Conversation had a particularly robust emphasis
on partnership and entrepreneurship that was juxtaposed by deep Participants identified music as a key part of the city’s culture,
concerns about the impact of growth on the city. and one participant recommended “go-go incubator space, to
cultivate local musicians for indigenous jazz and blues.” They also
characterized DC Culture as rich, Blackness, independent and
survival. They shared perspectives that food is an important aspect
of their culture. “Respect the culture that is here.”
partnerships conversation. One participant encouraged the Plan organization representing a diverse array of cultural organizations
to support “cooperatively owned resources including supplies and across the District. The partnership leveraged Arts Action’s membership
housing.” which includes many of the District’s leading cultural organizations.
Indoor and outdoor creative space was highlighted by Ward 7 Participants shared that cultural entrepreneurs need more tools,
stakeholders seeking more access to a wide range of spaces. There including “doing business guides”, marketing assistance and access
was also an emphasis on inexpensive spaces, such as Busboys to public facilities such as schools. In addition to these themes,
and Poets, that empower creators to experiment and take risks. For access to cultural space and improved permitting emerged as leading
outdoor spaces, the costs and complexity of permits was a significant opportunities to improve cultural entrepreneurship. Some participants
concern for many. Participants who had organized outdoor events suggested creating linkages with real estate development that produce
shared that DDOT’s requirement to pay meter revenue for all new cultural space. Others suggested building on national and
affected meters had proven prohibitively expensive. Others shared international models of cultural finance, such as the Inter-American
that the NPS process was difficult and time consuming to navigate. Cultural Bank or the Baltimore Arts Reality Corporation. Another theme
throughout this conversation was a need for capacity building, such
Participants shared that entrepreneurship would benefit from easier
as incubator space to help small creators scale up. Throughout the
access to space and increased technical assistance. Increased
conversation there was a discussion on how cultural entrepreneurs
access to grants, startup funding and cultural business development
should relate to the District’s economy. Some suggested the value of
funds were identified as opportunities. Many participants
culture needed to be connected with costs of living and doing business
emphasized that cultural entrepreneurship should be introduced
in the District by partnering with the development industry, pooling
in school by teaching techniques, such as grant writing, in high
resources and using an economic development model focusing on
schools. The conversation was marked by a pervasive concern that
returns. Others emphasized that cultural entrepreneurship requires
something needs to be done and it needs to be done now. “The
different approaches for nonprofit and for-profit organizations.
city needs to change the cultural space paradigm—there will be
a mass exodus of artists soon.” One participant shared a concern The Cultural Space conversation centered on issues and opportunities
that “nonprofit and for-profit cultural organizations are getting away related to divisions in the District’s culture, including race, age, tenure
from audience desires.” “Create an arts ambassador that makes it in the District, geographic, arts and heritage, and federal/local. The
easier to navigate space.” Participants encouraged the city to “make federal/local division was prominent theme throughout the conversation,
it easier for incubators and co-ops to purchase space.” where one commentator shared that “Local culture is overshadowed
by federal culture and that is part of our culture.” Discussion of race and
The Northeast conversation was passionate and wide ranging
cultural change were also key themes characterized by a participant
with emphasis on the desire for more facilities in Ward 7 and more
who shared that “artswashing is being used by developers to profit
broadly the opportunities for the District government to support
from the image of artists while pricing them out of the space.” “As an
culture.
artist, the most painful thing is having a voice.” These sentiments align
with another comment that the “things and people that define DC’s
identity are closing or moving to the suburbs.”
join forces to realize opportunities available to larger organizations. themselves. “If your school doesn’t have a program, you get stuck.”
Several participants thought partnership workshops would help While another student suggested a “science fair for the arts” could help
different types of organizations develop common language and establish connections between interests and professions.
expectations, particularly regarding planning time and funding models.
Several students expressed desires for forums to discuss
Many participants envisioned a more robust cultural organization
uncomfortable and difficult issues associated with adolescence such
database that provides model partnership agreements that would help
as sexual identity, race and inequity among other issues. They felt that
cultural organizations align programming to reduce duplicated efforts.
art and cultural opportunities would provide critical venues for these
One stakeholder recommended the Boston Choral Consortium as a
discussions. The students suggested innovative ideas, including arts
potential model to replicate in the District.
hackathons, opportunities for shared programming across schools and
Throughout the conversation participants shared that one of their low-cost out-of-schoolopportunities to increase the range of programs
greatest challenges is local culture being overshadowed by federal available to students. They also suggested programs that offer low or
culture. They encouraged the planning team to seek strategies no cost extra-curricular opportunities for students to take introductory
that elevate neighborhood culture and promote District culture classes, including instrument lessons and art to help students explore
as a collection of community cultures. Arts Action members also a greater range of practices.
encouraged the District government to seek more opportunities to
Students expressed that District culture is defined by go-go, slang,
increase cultural exposure for youth in and out of school. Members
fashion and the Black Lives Matter movement. There were desires
emphasized that access to affordable space was a key challenge,
for increased dance, music and visual art opportunities, as well as
and they recommended lowering cost and permitting barriers for
better advertising for theater events and programs that reach students
using public space and facilities. Arts Action thought that partnerships
without personal computer access. “Art is part of culture but also food
were under-utilized and that more networking opportunities and better
and fashion.”
information sharing would make a big difference.
The educators focused their discussions on two primary themes
connecting students to cultural career paths and increasing cultural
exposure for students. Educators noted that barriers created during
segregation still impact District youth of color. “Segregation has a lasting
(ii) 12/15/2016 Youth and Educators impact on how welcome some people feel in museums and other
Held at the Kennedy Center attended by 55 people. cultural spaces.” They shared experiences where parents did not feel
comfortable accompanying their children on field trips to Smithsonian
At the Youth and Educators, INTERMISSION DC students and
museums because the parents did not feel like they had the required
educators from DCPS and charter schools came together at the
wardrobe and/or education. The educators went on to share that these
Kennedy Center for a conversation about what holds them back and
experiences highlight larger barriers tied to the District’s long standing
what would help them succeed. Students and educators had separate
racial and wealth inequities.
facilitated conversations, capturing their unique points of view.
The educators were classroom teachers and representatives from Many educators shared that the costs associated with a cultural visit
arts organizations who work in schools. They focused on systemic were prohibitive for many of their students. Even visits to museums
opportunities such as increased funding, transportation and career with free entry can be difficult for many families considering the costs of
readiness. Students expressed desires for increased opportunities for metro fare and lunch at the museum. This was a particularly significant
cultural career paths and cultural programs. concern for field trips where students from lower-income households
can feel left out. To address these challenges, the educators suggested
The students felt that arts and culture were not priorities, noting that
increasing low-cost and free transportation for families, bringing more
many peers had unmet desires for more access to cultural programs,
cultural programming to schools and communities, and forming bridges
and that many of the offerings for students were not aligned with their
between popular culture and traditional culture. “Make cultural space
interests. One participant poignantly stated “Our voices matter.” The
less bougie!” “Larger institutions need to provide programming that is
students offered some exciting solutions, including more community
culturally relevant to a wide variety of groups.”
based cultural programing at the places they already visit, such
as Boys and Girls Clubs. They also suggested that more access to Partnerships were another theme in the educator discussions where
pre-professional programs that teach skills such as modeling and interest in increased cultural resources both in school and out-of-school
graphic design would help them convert their interests into careers. were a priority. They highlighted ideas such as artists in residence
The students also sought more mentorship opportunities along with and partnerships with innovative organizations such as FAB LAB.
access to space to perform to help them develop capacity to express Educators also suggested that a centrally located youth arts facility
would be exceptionally helpful for achieving stronger outcomes. Many participants shared that most outdoor spaces are either
controlled by the National Park Service or Business Improvement
This INTERMISSION DC was particularly powerful because the
Districts (BIDs) and that each presents major challenges. Many
students who participated represented a broad cross-section of cultural
participants found the National Park Service processes to be slow,
experience in the city and introduced challenging but tangible insights.
cumbersome and uncertain. Others found BID controlled space to be
The educators’ systemic view highlighted the private struggles from
prohibitively expensive to use costing $5,000 to $10,000 to rent for
many different families while also emphasizing the impact that more
an event. Participants were enthusiastic about increased access to
affluent parents offer through volunteer grant writing and financial
DCPL and DPR facilities for cultural uses but many noted that current
contributions.
processes such as requiring a cashier’s check three days in advance
create barriers for some organizations.
% of Total Applications Awarded 75 69% 72% 57% 62% 71% 53% 57%
(ii) Office of Cable Television, Film, Music Public Access Television: OCTFME provides 24-hour informative,
open government and public interest programming on three channels:
and Entertainment (OCTFME)
the District Council Channel (DCC), District of Columbia Network
The DC Office of Cable Television, Film, Music and Entertainment (DCN), and the District Knowledge Network (DKN). Programming
(OCTFME) is one of the most important sources of District Cultural includes coverage of the activities of Executive Offices of the Mayor
Investment. OCTFME implemented Mayor Bowser’s 202Creates and the executive branch; the District of Columbia City Council, the
Initiative by crafting a unifying brand that has been embraced by the Office of the Attorney General, and the State Board of Education.
creative community. 202Creates promotes and celebrates the work OCTFME provides transparent public access to the governmental
of local creatives and adds needed marketing support to the creative process and insights into life in the District. OCTFME is dedicated to
economy. Through a robust marketing and promotional campaign, providing quality, diverse programming and services that educate,
202Creates amplifies creative residents and organizations whose enlighten, and empower the residents of the District of Columbia.
day-to-day investment in the DC community energizes restaurants,
202 Creative Co-working Days: OCTFME welcomes creatives to
music venues, galleries and pop up shops. To date, 202Creates
their office to work, collaborate, network and meet with government
has worked with 233 local partner organizations and 10 partner
representatives. This is an opportunity for creatives to connect
agencies and those numbers are growing.
with Government services and other creative service organizations
Creative Economy Career Access Program (CECAP) program: eager to support DC Creatives. OCTFME has hosted four co-
An on-the-job training program offering underserved District of working days, welcoming roughly 80 creatives to date.
Columbia residents an opportunity to receive the training, experience
Film Incentive Fund: This fund supported 12 projects with budgets
and job placement support required to establish sustainable careers
of $250,000 and above in FY16. This fund has been a strong asset
in the creative economy. Local employer partners that work in the
to the portfolio of funding opportunities for the local film and media
media, creative, or technology segment of the economy agree to
organizations.
take on District residents from an underserved community as a
trainee/apprentice for 12-months. The 12-month period includes a OCTFME Sponsorship Fund: supports a diverse range of
combination of on-site work experience with the employer partner a projects from festivals to small film projects, photography exhibits
training curriculum funded by the District government. The training and creative tech activities, supported over 43 organizations and
program that teaches entry-level media and creative technology skill activities working within the creative economy in FY16.
sets designed to supplement the on-the-job experience trainees
gain through the program.
DC Radio: OCTFME operates DC Radio 96.3 HD4, the District of (iii) DC Public Schools (DCPS)
Columbia’s first and official government radio station, in partnership The DCPS Arts curriculum—the Framework for Arts Learning—
with Howard University’s WHUR. The station’s programming sets out a vision for arts education in DCPS. This vision includes
enhances the quality of life for District residents by broadcasting creating a forum to discuss arts education across disciplines as a
vital information, sharing programming on emergency and non- space for exploring and investigating universal human themes. The
emergency services and alerts, and providing community and curriculum provides flexibility in execution to account for the range
government affairs programming. In addition, DC Radio 96.3 HD4 of environments in which students are educated, the Framework for
provides a media literacy training platform for DC residents and Arts Learning makes clear expectations for the student experience
students. in an arts learning environment, defining the role of the teacher as a
facilitator and the student as a creator. media arts labs and seven schools with digital cameras to begin
photography programs. In the 2014-15 school year, DCPS Arts
Students’ experiences in DCPS Arts include opportunities for critical
developed a digital imaging project-based curricular resource and
thinking and building digital literacy at early ages. Students are
partnered with the Hirshhorn Museum to provide a professional
offered a variety of arts instruction across all grades. In each grade
development series to 20 teachers focused on project-based
and across the District, students have the opportunity to create,
learning in digital imaging and manipulation. DCPS Arts will continue
perform, respond and connect to works in a range of arts disciplines.
to support the growth of media integration. In the 2016-17 school
Elementary school: Students receive a minimum of 45 minutes of year, DCPS Arts created digital media labs in two high schools to
music and visual arts instruction each week and, through partners support the generative development of digital integration in music
and local schools, have opportunities to experience museums and and visual arts programs.
performances throughout the city.
Partnerships: At both the district and school level, DCPS Arts
DC Keys - a collaboration with Washington Performing Arts and partners with a broad range of organizations to bring exceptional
launched in 2017, DC Keys is the elementary instructional model arts experiences to students both in and out of the classroom.
that places the keyboard as the central instrument of instruction in Partners include: Washington Performing Arts, the Kennedy Center,
DCPS music classrooms. the Washington Ballet, Young Playwright’s Theater, the Smithsonian
institution, Capitol Hill Arts Workshop, Yamaha.
Middle school: Students receive a minimum of one semester of
instruction in both music and visual art each year.
EverydayDC - a collaboration with the Pulitzer Center on Crisis (iv) DC Public Library (DCPL)
reporting, EverydayDC is a digital visual literacy program in middle
grades program that provides students with experience as a Digital Commons: The Digital Commons is located on the first
photojournalist and asks them to take control of their own narrative. floor of the Martin Luther King Jr. Memorial Library. It houses more
The program culminates in a student-curated citywide exhibition. than 70 public access computers, the Digital Commons is not just
a computer lab: It offers four computers loaded with software like
High school: Students are required to take a minimum of a half the Adobe Creative Suite; access to tools like an Espresso Book
credit in both music and visual art. To fulfill that requirement, Machine; and enhanced meeting rooms and gathering spaces
students are able to choose from the following (based on local aimed at encouraging creation and innovation.
school availability):
Dream Lab: The Dream Lab is a collaborative, shared space for
Music – General Music, From Bach to Rap, Concert Band I, Concert small organizations, groups and individuals using technologies to
Choir I develop and sustain new ventures.
Visual Art – Art, Imaging, Ceramics, Sculpture, Drawing & Painting, Fab Lab: The Fabrication Lab or "Fab Lab" offers programs for all
Cinematic Arts ages. It includes fabrication tools such as a Laser Cutter, 3-D Printer,
Afterschool Programs: DCPS afterschool programs allow Computer Numerically Controlled (CNC) machines, and DIWire.
students to participate in academic and extracurricular enrichment Studio Lab: The Studio Lab offers spaces and programs for District
activities and to develop new hobbies and skills. DCPS teachers, residents of all ages. The Studio Lab has three rooms: Digital
paraprofessionals, and community-based organizations provide a Production Lab, Main Production Studio, Video and Photo Editing
variety of unique programming options to students. Suite. These spaces enable residents to produce and share original
Turnaround Arts: DC: In 2015, DCPS was selected by the content.
President’s Committee on the Arts and Humanities to become a Memory Lab: The Memory Lab provides equipment for digitizing
Turnaround Arts site. Turnaround Arts is a model that uses the arts home movies and scanning photographs and slides. You can also
as a key lever in turning around struggling schools. Beginning in take classes and find resources for your personal archiving needs.
2012, Savoy Elementary School participated as a pilot school in the
program. In 2015, four new schools began the three-year program.
The participating schools include: Bunker Hill, Moten, Noyes and (v) Department of Small And Local Business
Turner Elementary Schools.
Development (DSLBD)
Digital Media Arts: In 2013, DCPS Arts began the development
DSLBD supports the development, economic growth and retention
and integration of a media arts curriculum within the broader arts
of District-based businesses and promotes economic development
curriculum. In the first year, DCPS provided four schools with
throughout the District's commercial corridors. Many performers,
particularly cultural entrepreneurs are also small and local (DHCD) works to produce and preserve opportunities for affordable
businesses. The District Department of Small and Local Business housing and economic development in communities across the
Development (DSLBD) has several programs that provide support District; while revitalizing underserved communities. DHCD does
and technical assistance designed to help cultural entrepreneurs this by preserving and producing the supply of quality affordable
succeed. housing, increasing home ownership and revitalizing neighborhoods
promoting community development and providing economic
Simple Steps to Business for the Creative Entrepreneur: DSLBD
opportunities.
has partnered with the Service Core of Retired Executives (SCORE)
to offer a 5-week training course for creative entrepreneurs, targeting Housing Production Trust Fund: The HPTF is a permanent,
creative economy industries. revolving fund organized and administered to facilitate the creation
of affordable housing and related activities for District residents,
Center for Entrepreneurial Education and Development:
through the provision of financial assistance to eligible nonprofit and
Serves entrepreneurs and organizations seeking to grow, providing
for-profit developers.
information about how to access capital, develop marketing tools
including websites, free legal advice and classes to refine proposal Housing Resource Center: This is the District of Columbia's free
or grant writing skills. The Center also offers one on one technical affordable housing listing and search engine, where you can find
training for up and coming organization or business leaders. everything from accessible homes to affordable rental and for-sale
homes. Users can also find helpful resources such as renter's rights
Made in DC Program: Made in DC supports businesses who
information, assistance programs and an affordability calculator.
produce and make their products completely in DC. The program
offers a community of support (networking events, workshops, etc.) Housing Counseling Services: DHCD’s partner network of
for local producers, as well as access to DSLBD resources. Made Community Based Organizations (CBOs) provides counseling
in DC businesses also benefit from marketing and promotion efforts services and training to tenants, potential homeowners and current
to build awareness for their products. Over 150 local businesses homeowners. Specific topics include foreclosure prevention
receive financial and business support through the Made in DC or mitigation, credit counseling, home/budget management,
program. Registration is a simplified process requiring that a homebuyers clubs and relocation, applying for program assistance,
business be located in the District, have a business license and managing the home purchase process, homeowner training,
employ a majority of employees must be District residents. apartment locating and other services that assist residents with
housing needs.
Development Finance: DHCD's Development Finance (x) DC Historic Preservation Office (HPO)
Division (DFD) provides funding for the development of rental,
homeownership and community facility developments that serve The HPO housed within the Office of Planning has a preservation
District of Columbia neighborhoods. As both the creation and planning program that produces the State Historic Preservation
preservation of affordable housing units are important to DHCD, Plan that that guides HPO programs and community preservation
DFD plays a prominent role in helping the agency achieve its annual activities. HPO also produces Ward Heritage Guides that highlight
multifamily housing production goals. unique local cultural environments across District. HPO partners
with community cultural organizations including Humanities DC, the
Tenant Opportunity to Purchase: DHCD provides financial and
Preservation League, Archeology in the Community, the Historical
technical assistance to tenant groups that are threatened with
Society of Washington DC and many other community heritage
displacement due to the sale of their apartment building. DHCD
organizations.
provides seed money, earnest money deposits and acquisition
assistance to tenant groups that are threatened with displacement DC Community Heritage Project: Local voices are emerging
due to the sale of their apartment building. With DHCD’s assistance, through the DC Community Heritage Project, a ten-year partnership
the tenant groups are able to purchase the building and convert between HPO and Humanities DC. Each year, participating
the units into cooperatives or condominiums. More than 1,000 units professionals present two educational symposia on topics of interest
have been preserved as affordable housing since FY 2002. This to preservation newcomers. The program also awards grants of up
program not only helps residents avoid displacement, but it also to $2,500 to local groups for projects that build familiarity with DC’s
helps them become homeowners. community heritage. Grant recipients showcase their projects at an
open community forum each December.
Property Acquisition and Disposition Division: The
Property Acquisition and Disposition Division (PADD) stabilizes The heritage project emphasizes grass-roots organizing and
neighborhoods by decreasing the number of vacant and abandoned youth participation in recording local history. Innovative ideas are
residential properties in the District and transforming vacant and/or welcomed to push the envelope of traditional historic preservation
abandoned residential properties into homeownership opportunities concerns. The neighborhood brochures, oral histories, videos and
or District of Columbia residents at all income levels. other project products are available on the Humanities DC website.
techniques, make technical expertise accessible, and encourage Washington Metropolitan Area Transit Authority (WMATA):
partnerships. WMATA’s MetroPerforms, recruits musicians to be placed in various
Metrorail stations.
(xii) Cross-Cutting Organizations
Washington DC Economic Partnership: The Washington DC
DC Collaborative: The Collaborative provides professional Economic Partnership supports local entrepreneurs through
development opportunities for educators and other collaborative mentorship, conferences, and partnership development.
members. These opportunities are open to all teachers and members
creating collaborative, high-quality, effective pathways for teaching
DC students through DC's arts and humanities organizations—
(xiii) Federal Organizations and Institutions
providing additional knowledge and tools for resilient, lifelong-
learners through the arts and humanities. Kennedy Center: The Kennedy Center offers a range of programs
for performers including their youth ambassadors program and the
Humanities DC: The Soul of the City youth leadership program
Institute for Arts Management. These programs along with masters
uses the city of Washington and its unique neighborhoods and
classes offer District residents unique opportunities to gain invaluable
culture as a classroom. Each year, in partnership with the Summer
experience at one of the Nation’s leading Arts Centers.
Youth Employment Program, Humanities DC takes students on
neighborhood tours where they meet with scholars, interview Hirshorn: ARTLAB+ at the Hirshhorn is a radically inclusive, free
residents, take photographs, and create a final media project after-school digital arts program for teenagers between 13 and 19. In
documenting the entire experience. addition to providing access to professional technology equipment,
art-making tools, and art materials, ARTLAB+ connects teens to
Humanities DC sponsors Humanities a monthly humanities
artist mentors who support them in their creative pursuits. Through
conversation held in bars and restaurants across the city. They also
collaboration and a range of special programs, participants strengthen
host CulturalCapital.com a marketing and communications outlet for
their critical thinking skills and learn to express themselves creatively.
Greater Washington’s arts and culture sector. The HumanitiesDC
The mission of ARTLAB+ is to give teens the opportunity to develop the
Job Bank, a job posting database for Greater Washington’s arts and
marketable technological skills they need to lead the next generation of
culture sector.
innovators. Participants explore, tinker, and experiment with a variety
Washington Performing Arts: Washington Performing Arts helps of media and are given the chance to use professional video and
youth and adults develop their practice with an emphasis on music. photo gear, music and recording equipment, and other resources to
They provide masters classes, in school education, and youth produce video games, graphic designs, and 3D designs, as well as
summer programs. other creative projects.
Washington Project for the Arts: Washington Project for the Arts Folklife Festival: The Folklife Festival features an average of 350
(WPA) is an artist-centered catalyst for the creation and presentation cultural producers annually and provides important talent development
of contemporary art supporting visual artists at all stages of their in the form of over 100 internships each year to support the Festival’s
careers. production.
(DDOT) Community Gardens: There are 244 District Parks and Recreation
areas across the city, including 71 recreation center grounds and
Block Parties: The District Department of Transportation offers a
89 triangle or pocket parks. Between fiscal years 2017 and 2021
simplified and expedited permitting process for neighborhood block
$263 million has been allocated for capital projects in District parks
parties where a simple majority of adjoining property owners need
in the current Capital Improvement Plan. Department of Parks and
to approve the event.
Recreation, DC’s recreation facilities offer programming including
seasonal and regular activities for youths and teens, as well as
workshops on urban gardening and nutrition.
(iii) DC Commission on the Arts and
Humanities (CAH)
Cultural Facilities Projects Grant Program: The Cultural (vii) DC Public Schools (DCPS)
Facilities Projects (CFP) grant will be awarded to arts and
DCPS Facilities: DCPS facilities can be rented by outside
humanities organizations within the District of Columbia that own
organizations for reasonable rates. However, organizations that rent
or rent facilities designed to present performances, exhibitions or
DCPS space must provide liability and property damage insurance
professional training so that all District of Columbia residents and
in addition to supplemental security staff, that is assessed on a
visitors can experience the city’s rich culture.
case-by-case basis. School-related organizations can use facilities
at reduced rates during normal building hours.
(ix) DC Office of Planning (OP) are intended to provide general operating support to organizations
whose primary mission is performing, exhibiting and/or presenting
Comprehensive Plan: OP develops and manages the District’s the arts operating principally in Washington, DC. Recipients of past
Comprehensive Plan which is a 20-year framework that guides NCACA grants include such institutions as the Arena Stage, the
future growth and development. It addresses a wide range of topics National Building Museum, the Washington Performing Arts Society
that support performers including housing, urban design, economic and the Phillips Collection. The program is not intended to support
development, and arts and culture. organizations that receive substantial federal support.
Community Planning: The Office of Planning deploys community
(xi) Cross-Cutting Organizations
planning tools including studies, vision frameworks and small area
plans in partnership with communities. These tools can assess Events DC manages seven venues across the District including
cultural priorities and advance opportunities for cultural space. the Walter E. Washington Convention Center, Carnegie Library at
Mount Vernon Square, RFK Stadium, Festival Grounds at RFK
Historic Homeowner Grants: The grants are available to low- and
Stadium, Gateway DC, DC Armory and Nationals Park.
moderate-income households living in specific historic districts.
Grants may be up to a maximum of $25,000, except the Anacostia “Art at the Center,” free curator-led public art tours. The diverse $4
Historic District where the maximum is $35,000. million art collection is the largest in any convention center and the
largest public art collection in the District outside of a museum with
more than 130 works of art. With works of art by both local and
international artists, the collection of site-specific sculpture, painting
(x) Federal Organizations
and photography brings a sense of human scale to the Convention
National Park Service: The National Park Service operates 59 Center.
properties across the District. The National Park Service has
CulturalDC Space Finder: Culture DC helps cultural organizations
pledged to provide educational opportunities to at least 25% of the
locate spaces that meet their needs in the District with their Space
national K-12 population annually. Included in these community
Finder tool.
activities are artist-in-residency programs, Girl and Boy Scout
programs and youth nature science classes. Both District- and Washington DC Economic Partnership: The Partnership supports
NPS-owned open spaces are also home to hundreds of special small business and entrepreneurship through its site location and
events that occur annually, providing an important “informal” venue assistance program.
for consuming culture.
Events DC: Events DC is the face of conventions, sports, Arena Stage Theatre: Arena Stage Offers Pay Your Age tickets for
entertainment and cultural events within our nation’s capital. As the people under 30 where your age determines the price. Arena Stage
official convention and sports authority for the District of Columbia, also offers discounts for students and military service members.
Events DC leverages the beauty, history and diversity of the most Phillips Collection: Visitors under 18 are admitted for free.
powerful city in the world to attract and promote an extensive variety
of events, resulting in amazing experiences for residents and visitors
alike and generating economic and community benefits for the city. (iii) Federal Organizations
Washington Performing Arts: Provide educational opportunities Kennedy Center: MyTix makes the arts more accessible with
in the performing arts for youth, adults and seniors that enrich discounted and free tickets to people 18‒30 years old and active
and engage the community in a spectrum of activities designed to duty member of the armed services.
encourage participation in and appreciation of the performing arts.
BravO, Washington National Opera's program that offers discounts
Washington Metropolitan Transit Authority (WMATA): The for students and young professionals between the ages of 18 and
WMATA Art in display art in 24 Metro stations. Permanent art 40.
installations could emphasize neighborhood heritage, providing
residents and visitors alike with a “first impression” at their
destination that celebrates DC’s diverse history and communities.
Japanese Stone Lantern Lighting Ceremony DC 2018 Singer Entertainer at Eastern Market
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/26VfwmJ Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 61 | Cover Image
2018.11.09 The Main Squeeze w Hamish Anderson at Pearl Violinist Entertainer at Eastern Market
Street Warehouse, Washington, DC USA 07834 Photo Rights: Office of Planning | Photographer: Doug Sanford
Photo Rights: Ted Eytan | URL: https://flic.kr/p/2cHKL2W | | Cover Image
Cover Design
Woman with Tattoo
Go-Go Symphony & Capitol City Symphony – Atlas Performing Photo Rights: Office of Planning | Photographer: Doug Sanford
Arts Center | Cover Image
Photo Rights: Go-Go Symphony | Photographer: Joshua
Cruse | Page 4, 6, Cover Design Chuck Brown performing at the 30th Year celebration of
WPGC Radio host Donnie Simpson on Washington DC radio
7th Annual Armistice Day Commemoration & Peace Vigil Washington DC, USA
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/odty1P | Photo Rights: WENN Rights Ltd | Page 14; Cover Image
Page 155
202 Arts and Music Festival 2017
Anacostia River Festival – Boy playing violin Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/23ZqdFU
Photo Rights: Jeff Salmore | Page 85; Cover Design | Cover Image
The National Cathedral is Lit up in Colorful Lights | Washington Star and Bars Street Artwork – Eastern Market
DC Photo Rights: Office of Planning | Photographer: Doug Sanford
Photo Rights: Brendan Kownacki of Kownacki Media | URL: | Page 14; Cover Image
https://flic.kr/p/2c4mLuJ | Page 69
DCCAH2017.008.2 Cogan Joshua - Malcolm X Dancer Man with I Could Do That Poster – Eastern Market
Photo Rights: DC Commission on the Arts and Humanities | Photo Rights: Office of Planning | Photographer: Doug Sanford
Page 54; Cover Image | Cover Image
Smithsonian’s Portales Exhibit Mural by Rosalia Torres Weiner A Perch for the Parade
Photo Rights: Smithsonian’s Anacostia Community Museum | A tall perch for a small victory parade go-er in Washington,
Page 16; Cover Image DC.
Photo Rights: John Terp | URL: https://flic.kr/p/Lhnq6y | Page
All of Us Journey Pilot – Washington DC 4, 42; Cover Image
Photo Rights: Office of Planning | Page 10; Cover Image
Salute of the Triumphant
Young Girl with Pink Background Portrait from victory parade in Washington DC
Photo Rights: Office of Planning | Cover Image Photo Rights: John Terp | https://flic.kr/p/27pccfC | Page
45; Cover Image
Hand Dancing Under The Stars 2 – Freedom Plaza A huge cherry blossom balloon is pulled down Constitution
Photo Rights: Office of Planning | Photographer: Doug Sanford Avenue during the Parade of the National Cherry Blossom
| Page 57; Cover Image Festival, Saturday, April 11, 2015, in Washington. In the
background at right is the Washington Monument.
IA&A at Hillyer Photo Rights: AP Photo/Carolyn Kaster | Page 8
Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 30 – 31; Cover Image IVY City Placemaking Street Art
Photo Rights: Office of Planning | Page 9
Dance Place in Washington, DC
Photo Rights: Office of Planning | Photographer: Doug Sanford All of Us Journey Pilot – Washington DC
| Page 119; Cover Image Photo Rights: Office of Planning | Page 10
“Kennedy Center Nordic Cool 2013 Festival” Young Girl with Purple Teddy Bear – Hillsdale
Photo Rights: Tom Finzel | URL: https://flic.kr/p/e4fygi | Photo Rights: Office of Planning | Page 11
Page 14; Cover Image
Big Ben Painting
Mundy @ Dupont Underground (6/15/2018) Photo Rights: DC Commission on the Arts and Humanities |
Photo Rights: Daniel Kelly | URL: https://flic.kr/p/JL8JCZ | Page 11
Page 104; Cover Image
202 Creates Event
H Street Festival 2018 – LOVE CITEES Photo Rights: Office of Planning | Page 11
Photo Rights: Office of Planning | Photographer: Ayannah
Buford | Page 56; Cover Image Eastern Market – Painter
Photo Rights: Office of Planning | Photographer: Doug Sanford
Art of the 8th Creative Placemaking | Page 11
Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 135; Cover Image Girl in front of Hustle Sign
Photo Rights: Office of Planning | Page 11
Craftsman with Shades - Eastern Market
Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 90; Cover Image Fire Show – Crowd View
Photo Rights: Office of Planning | Page 13
A huge cherry blossom balloon is pulled down Constitution
Avenue during the Parade of the National Cherry Blossom Chuck Brown performing at the 30th Year celebration of
Festival, Saturday, April 11, 2015, in Washington. In the WPGC Radio host Donnie Simpson on Washington DC radio
background at right is the Washington Monument. Washington DC, USA
Photo Rights: AP Photo/Carolyn Kaster | Page 8; Cover Image Photo Rights: WENN Rights Ltd | Page 14
Dance to the Music – DC Funk Parade 2015 National Museum of American History - Smithsonian Institution
Photo Rights: Miki Jourdan | URL: https://flic.kr/p/spYxWU | Photo Rights: Amy Meredith | URL: https://flic.kr/p/Uvzjen |
Page 62; Cover Image Page 14, 63
H Street Festival 2018 – Jamaica, Trinidad, and DC Flag Step Afrika! at kingman Island
Photo Rights: Office of Planning | Photographer: Ayannah Photo Rights: Office of Planning | Page 14
Buford | Page 56; Cover Image
H Street Festival 2018 – High School Drummer Boy USA Washington DC youth concert at the Tidal Basin with the
Photo Rights: Office of Planning | Photographer: Ayannah Washington Monument in the distance
Buford | Page 56; Cover Image Photo Rights: Vittorio Sciosia | Page 14
Whitman-Walker: Block Is Hot
Photo Rights: Office of Planning | Page 2
Star and Bars Street Artwork – Eastern Market
Go-Go Symphony & Capitol City Symphony – Atlas Performing Photo Rights: Office of Planning | Photographer: Doug Sanford
Arts Center | Page 14
Photo Rights: Go-Go Symphony | Photographer: Joshua
Cruse | Page 4, 6 Disco Jockey – Anacostia Festival – Washington DC
Photo Rights: Office of Planning | Page 14
A Perch for the Parade
A tall perch for a small victory parade go-er in Washington, “Kennedy Center Nordic Cool 2013 Festival”
DC. Photo Rights: Tom Finzel | URL: https://flic.kr/p/e4fygi |
Photo Rights: John Terp | URL: https://flic.kr/p/Lhnq6y | Page 14
Page 4, 44
Smithsonian’s Portales Exhibit Mural by Rosalia Torres Weiner
Hip Hop Tap Dancer – Kennedy Center – National Dance Day Photo Rights: Smithsonian’s Anacostia Community Museum
2018 DC | Page 16
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/27ew2rY
| Page 4, 168, 169
Whitman-Walker Health Benjamin Isaiah Kamau Frank - Jammin at the Howard Theater
Photo Rights: Office of Planning | Page 23, 120 Photo Rights: DC Commission on the Arts and Humanities |
Page 53
Eastern Market – Washington, DC
Photo Rights: Office of Planning | Photographer: Doug Sanford Cogan Joshua - Malcolm X Dancer
| Page 24, 140 Photo Rights: DC Commission on the Arts and Humanities |
Page 54
DC Funk Parade 2016: Batala Band - Washington, DC
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/G5LEXb Burning Man Art: Hybycozo | Renwick Gallery, Washington,
| Page 25 DC Yelena Filipchuk & Serge Beaulieu
Photo Rights: Eric Schweikert | URL: https://flic.kr/p/25um4Bf
DC Funk Parade 2016: Artists Creating Public Art Mural - | Page 54 - 55
Washington, DC
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/G5TE3v National Museum of African American History and Culture
| Page 27 Photo Rights: National Museum of African American History
and Culture | Photographer: Alan Karchmer | Page 54
Time is Fire
DC's own Time is Fire playing the first night of the 50th season Queer Youth Block Party
of the summer concert series at Fort Reno Park, Washington, Photo Rights: Office of Planning | Page 55
DC.
Photo Rights: Mike Maguire | URL: https://flic.kr/p/K7ku5X Martin Luther King Jr Memorial
| Page 28 Photo Rights: Victor Dvorak | URL: https://flic.kr/p/24ANsZc
| Page 55
IA&A at Hillyer
Photo Rights: Office of Planning | Photographer: Doug Sanford H Street Festival 2018 – LOVE CITEES
| Page 30 – 31 Photo Rights: Office of Planning | Photographer: Ayannah
Buford | Page 56
Eastern Market – Local Performers
Photo Rights: Office of Planning | Photographer: Doug Sanford Rita from Adinkra Expo – H Street Festival
| Page 37 Photo Rights: Miki Jourdan | URL: https://flic.kr/p/2aCuoMR
| Page 56
Cultural Plan- Kick Off Event Graphic Recording
Photo Rights: Office of Planning | Page 40
H Street Festival 2018 – High School Drummer Boy
Cultural Plan – Kick Off Event & Community Conversations Photo Rights: Office of Planning | Photographer: Ayannah
Photos Buford | Page 56
Photo Rights: Office of Planning | Page 40 - 41
H Street Festival 2018 – Jamaica, Trinidad, and DC Flag
From Edgewood to the Edge of the World Mural by Joshua Photo Rights: Office of Planning | Photographer: Ayannah
Mays Buford | Page 14, 56
Photo Rights: Art Around | URL: https://flic.kr/p/bGQhzK |
Page 44 H Street Festival 2018 – She From DC
Photo Rights: Office of Planning | Photographer: Ayannah
Salute of the Triumphant Buford | Page 56
Portrait from victory parade in Washington DC
Photo Rights: John Terp | https://flic.kr/p/27pccfC | Page 45 202Creates Event – Makeup Artist
Photo Rights: Office of Planning | Page 56
CHAW Capitol Hill Arts Workshop
Photo Rights: Office of Planning | Photographer: Doug Sanford Pineapple Drinks – H Street Festival
| Page 46 Photo Rights: Miki Jourdan | URL: https://flic.kr/p/Nh4fui |
Page 57
| URL: https://flic.kr/p/23Zq9ho | Page 49
H Street Festival 2018 – Family Photo
DC Commission on the Arts and Humanities – Art Bank Photo Rights: Office of Planning | Photographer: Ayannah
Collection Buford | Page 57
Harris David Allen - Malcolm X Park 1 2007
Muniak Susan - Three Generations Finley's Gym H Street Festival 2018 – 60th Anniversary Ben’s Chili Bowl
Fenster Adam - Block Party R Johnson Photo Rights: Office of Planning | Photographer: Ayannah
Winterbottom Colin - Capitol Catwalk Buford | Page 57
Farmer Sharon - Hula Hoop - Side Waist
Photo Rights: Matt Garrity | URL: https://flic.kr/p/2bJLAt7 | H Street Festival – Black Rock Star Super Hero
Page 60 Photo Rights: Office of Planning | Photographer: Ayannah
Buford | Page 90
Japanese Stone Lantern Lighting Ceremony DC 2018
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/26VfwmJ Capitol Hill Flea Market
| Page 61 Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 90
Angry Dragon
Photo Rights: Ben Stephenson | URL: https://flic.kr/p/B7H5J 202 Arts & Music Festival 2017: Brazilian Dancing Group
| Page 61 Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/23ZqcqY
| Page 90
Dance to the Music – DC Funk Parade 2015
Photo Rights: Miki Jourdan | URL: https://flic.kr/p/spYxWU | 202Creates – Two Ladies Chatting
Page 62 Photo Rights: Office of Planning | Page 91
202 Arts & Music Festival 2017: Dancing Group Cultural Plan Meeting – SE Community Conversation
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/23Zrg4Y Photo Rights: Office of Planning | Page 96
| Page 82
Cultural Plan Meeting – SW Community Conversation
Fiesta de las Madres 2016 Photo Rights: Office of Planning | Page 97
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/Giijm7 |
Page 83 Cultural Plan Meeting – NE Community Conversation
Photo Rights: Office of Planning | Page 97
Ricks Eric B
Photo Rights: DC Commission on the Arts and Humanities | Gallaudet Chapel Hall
Page 83 Photo Rights: Mr.TinDC | URL: https://flic.kr/p/6txCYG | Page
98
Circulator Bus on Game Day
Photo Rights: Office of Planning | Page 83 Deaf and Hard of Hearing Conversation
Photo Rights: Office of Planning | Page 98
2016.06.11 LGBTQ Pride in Washington, DC USA 05650
Photo Rights: Ted Eytan | URL: https://flic.kr/p/HEqPTm |
Page 83 2017.06.26 Ben's Chili Bowl Mural, Washington, DC USA
6859 by Aniekan Udofia
Anacostia River Festival Photo Rights: Ted Eytan | URL: https://flic.kr/p/VyVAvS |
Photo Rights: Jeff Salmore | Page 85 Page 100 - 101
Brookland ArtSpace Lofts in Washington, DC Colorful historic buildings in Adams Morgan neighborhood on
Photo Rights: Office of Planning | Photographer: Doug Sanford May 9, 2015 in Washington DC.
| Page 123 Photo Rights: Amedved | Page 158
Anacostia Arts Center Façade – Washington, DC
Brookland Arts Walk DC Photo Rights: Anacostia Arts Center | Page 156
Photo Rights: The Washington Post/Getty Images |
Page 123 Leguina Alberto – Clerencia Kindred Mural
Photo Rights: DC Commission on the Arts and Humanities |
Work It Graffiti Page 157
Photo Rights: Office of Planning | Page 124, 126
Hustle Art Instiallation
2017.09.17 H Street Festival, Washington, DC USA 8720 Photo Rights: DC Office of Planning | Page 159
Photo Rights: Ted Eytan | URL: https://flic.kr/p/YwXuiC |
Page 132 Asia Fiesta 2018
Photo Rights: Sagar Pakhrin | URL: https://flic.kr/p/29Pv4ad
Eastern Market – Shopper | Page 160
Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 136 West End Library Exterior
Photo Rights: Office of Planning | Photographer: Doug Sanford
| Page 162
Circus Bella performs "The Big Juggle": Smithsonian Folklife Foundry Gallery Exterior
Festival in Wash. DC [Video Screenshot] Photo Rights: Office of Planning | Photographer: Doug Sanford
Photo Rights: Jeff Malet Photography | Page 137 | Page 162
Angie Gates, Director, Office of Cable Television, Film, Music and Entertainment
PLANNING TEAM
Josh Silver, Lead Planner for Strategic Initiatives and Partnerships; DC Office of Planning
Maryann Lombardi, Chief Creative Economy Officer; Office of Cable Television, Film, Music and Entertainment
Rogelio Flores, Lead Capital Facilities and Infrastructure Planner; DC Office of Planning
* Thank you, former Directors Eric Shaw and Arthur Espinoza, for your contributions to this Plan.