PUBLIC PROGR AMMING
STR ATEGIC PL AN
TABLE OF CONTENTS
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4–5
Imagine the Future. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6–7
Seattle Center Productions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Guiding Principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Program Prioritization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Marketing and Communications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Program Assessment and Evaluation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Audience Research and Public Input. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Economic and Social Benefit Synopsis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14–15
Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15–16
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
APPENDIXES
I.
Program Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18–21
II. Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22–23
III. A. Fully-Realized Program Levels and Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
B. Budget Notes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
IV. Economic and Social Benefit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26–28
V. Audience Research and Public Input Findings. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
VI. SCP Advisory Committee & Strategic Plan Contact Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
AVAILABLE ATTACHMENTS
A. Fully-Realized vs. Current Program Levels and Budget
B. Program Facility Use
C. Staffing Plan
Cover Photos: Top-left, © Auston James. Bottom-center, © Joe Crecca; bottom-left, © Kyle Johnson.
“It should be recognized that Seattle Center programs are
as much of an asset as the buildings, fountains and gardens
that make up the campus and deserve the same level of
support and care.” — Christine Goodheart, Former Director of Program Development, Lincoln Center for the Arts, New York
INTRODUCTION
Where do the people of the Seattle area celebrate our community?
Where do we show off the best of ourselves—our diverse cultures, our local music, our many arts—and
connect with each other? Where do we go to relax, to be entertained and to renew our spirits?
© Vonnie Turner
© PunchList Design
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Public Programming Strategic Plan
© Rick Linger
© PunchList Design
© Aaron Brethorst
© Brittney Bush Bollay
It is a place for all. Twelve million people from all around Puget Sound and the world come to Seattle Center
each year to pursue their passions and interests, whether ice-skating or opera.
Seattle Center is a treasured community asset. As it approaches its 50th anniversary in 2012, and with the vision of
the Seattle Center Century 21 Master Plan, the region has an unprecedented opportunity to revitalize Seattle Center’s
core facilities and its programming.
Seattle Center programming is divided into three distinct areas. First, there are the commercial programs such
as Storm basketball games or rock concerts in KeyArena. Second, there is a vast array of artistic and educational
experiences from resident organizations such as Pacific Northwest Ballet, Northwest Folklife, Pacific Science Center,
Seattle Opera or Seattle Repertory Theatre. Finally, there are free and affordable programs that Seattle Center produces
and presents for the public to enjoy. The strategic plan focuses on this final area. It is in response to public feedback
received from focus groups, community meetings, surveys as well as a one-year development process by a citizen
advisory committee (named in the appendixes) and provides a high-level vision for future public programming that will
be created by Seattle Center Productions.
Several campus facilities will benefit from major redevelopment called for in the Seattle Center Century 21
Master Plan, including Center House which serves as a primary venue for public programs. In addition, open space
will be expanded to create more opportunities for outdoor activities. The Public Programming Strategic Plan takes full
advantage of these improvements to enhance opportunities for community engagement through productions and
events designed for social benefit.
© DJ Bradley Photography
© Alan Krell
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IMAGINE THE FUTURE
Imagine Seattle Center once the Belltown and South Lake Union
neighborhoods are developed, the Bill and Melinda Gates Foundation resides
across the street, the Lake to Bay Trail connects the waterfront to South Lake
Union, elements of the Seattle Center Century 21 Master Plan are complete and
public programming is expanded.
“The campus
should provide
programs,
services and
attractions for
people of every
age, every
background and
physical ability,
neighborhood
residents and
workers who
could visit every
day, and
those who
travel distance
to get there.”
The Seattle Center grounds feel like a premier urban park with added green
space, active open space and an enlivened Center House. In the midst of new
trees, flowers, open grass and water features, an amphitheatre beckons visitors
to relax and be entertained.
Now imagine visiting this Seattle Center on a weekend with your family,
friends or by yourself. What would you experience? What would be different?
As you enter Seattle Center, you are surprised to encounter free
performances by outdoor entertainers. The smooth sound of a saxophone
being played by a jazz artist floats near a Yoga group that has assembled
in the colorful gardens and open space on the former Fun Forest footprint.
Next to the International Fountain, a pair of European clowns delights the
children and families playing in the fountain water. Near KeyArena, the crowd
arriving for a sporting event admires a striking modern visual art exhibit
in the Poetry Garden. These seemingly accidental encounters of art and
entertainment enhance the atmosphere of the entire campus - making it alive,
charming and delightful.
Century 21 Committee
2007 Final Report
Alternative Plans for Seattle Center’s Future
Design Principle #5
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Public Programming Strategic Plan
© Auston James
Arriving at Center House, the rhythmic drum beat and singing of an ethnic cultural
arts group draws you onto the main floor, where the stage dramatically highlights the
performance of Japanese Taiko drumming. This performance is just one small part of a
weekend’s festival presented to celebrate and share Japanese culture, and the audience is
captivated by it. On other weekends, you might see ethnic celebrations ranging from French
to Korean, Turkish to Latin American. Quality cultural performances, ethnic food booths, and
intriguing visual art exhibits are an ongoing occurrence in Center House and the surrounding
buildings. These festivals demonstrate and celebrate the rich diversity of the region, preserving
culture and breaking down stereotypes in an engaging and accessible fashion.
© Dan Thornton
Other visitors to Center House are headed to the Conference Center to learn about
sustainable gardening in a variety of workshops presented in partnership with the City of
Seattle’s Urban Sustainability Forum. Bringing lunch along, you picnic outside on the Fisher
Pavilion rooftop overlooking the International Fountain. You are just in time to watch an informal
late afternoon Shakespeare performance of As You Like It, so you spread your blanket and enjoy.
It is also interesting to observe the growing number of residential neighbors descending upon
Seattle Center for its new eateries and vibrant entertainment.
Then crowds begin gathering outside for the evening’s large-scale entertainment
event. Designed to bring Seattle Center neighbors and the greater community together, these
performances take full advantage of the grand amphitheatre and expansive greens built
as a part of the Seattle Center Century 21 Master Plan. The events emulate the concerts in New
York’s Central Park by featuring nationally recognized performers and musicians to share their
talents with the whole region. Tonight over 10,000 people come to cheer on Willie Nelson, who
soon has the crowd on its feet dancing in the moonlight.
As you gather your friends and family and return home, everyone is smiling. Your experience
at Seattle Center was enriching and inspiring. And even better, all of it was fun - and all of it
was free.
Now, how do we make this future a reality?
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“Seattle Center is a vital component of our City’s life.
Its leadership, commitment
to service and gathering spaces provide our community with opportunities for lifelong learning
and discovery, cultural growth and enrichment, celebrations, rites of passage, building family
and community, and restoring mind-body-spirit. Seattle Center feeds the imagination and souls
of our citizens and our community!” — Mickey Fearn, Deputy Director, U.S. National Park Service
SEATTLE CENTER PRODUCTIONS
Who produces this free and affordable public programming at Seattle Center? Seattle Center Productions.
This group is one event producing division within Seattle Center.
Commonly referred to as public programs, Seattle Center Productions develops, manages and delivers programs that
are accessible to all members of the public.
A unique mix of creative and technical ability on the Seattle Center Productions staff provides the talents
and perspectives essential to produce these programs. Within the core group, the expertise includes cultural
communities, artistic programming, community outreach, technical production and event management. As a result,
Seattle Center Productions is able to serve as a producing company that creates the art in addition to being a portal
for presenting the community’s art.
VISION
Seattle Center Productions uses this vision statement to guide its endeavors:
We exist to delight and inspire the human spirit in each person and bring us together as a rich and
varied community.
In our increasingly complex and busy society, people strive for renewal—a means to escape from stress and
pressure, and replenish their spirits. In addition, people strive for authentic human connection—a chance to bond
with friends, family and their community in shared experiences that are safe and uniting.
The programs created by Seattle Center Productions are designed to help fulfill these needs by providing joy,
laughter, inspiration and enrichment in a way that mixes generations, classes and ethnicities.
MISSION
Seattle Center Productions presents
programs, events and environments
filled with art, entertainment,
culture and enrichment for all people.
© John Lok/The Seattle Times
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Public Programming Strategic Plan
GUIDING PRINCIPLES
Guiding principles are the values inherent in all of Seattle Center’s public programming. In designing and
presenting programs meant to create connection and inspire spirit, Seattle Center Productions seeks to provide:
Accessibility
by actively working to remove barriers to program participation.
Quality
by insisting on high standards in artistry, participant experience, and production.
Heart
by developing programs that are known for enriching content and uplifting values, and that reflect a deep and
abiding respect for all people.
Relevancy
by listening to the public, conducting ongoing assessment, and responding with appropriate programming.
Diversity
by celebrating the varied ages, ethnicities, cultures, lifestyles and economic backgrounds within the community.
Broad Appeal
by ensuring that programming is designed to reach the widest possible audience.
“I see a vibrant Seattle Center as important to the City’s economic future
as transportation and public safety. It is well documented that in our modern creative
economy jobs follow people, and the people taking creative sector jobs are making choices on
where to live based on culture, creativity and entertainment opportunities. This makes Seattle
Center, with its combination of open space, performance venues, and public programs a critical
component in attracting a young educated workforce and businesses.” — James Keblas, Director, Mayor’s Office of Film + Music
GOALS
All of the following goals are reflected in Seattle Center Productions programming. Most programs embody
multiple goals and occasionally a program is primarily dedicated to one goal. For example, Festál achieves all of the
goals while Whirligig is primarily about surprising and delighting guests with art, entertainment and creativity.
CELEBRATE AND CONNECT DIVERSE CULTURES
Be a leader and a partner in the presentation of diverse cultures by sharing and celebrating their art, dance, exhibits, food,
music and other cultural aspects with the greater community.
CREATE LEARNING THROUGH JOYFUL ENGAGEMENT
Develop opportunities for discovery through program content and interaction with others.
SURPRISE AND DELIGHT GUESTS WITH ART, ENTERTAINMENT AND
CREATIVITY
Provide joy and inspiration by programming dynamic and accessible art and entertainment that helps to nurture the human spirit.
SHOWCASE COMMUNITIES AS THEY SHARE THEIR TALENTS AND
INTERESTS
Partner with the community to give voice to individual and/or group passions, meeting a basic human need to be recognized.
PROVIDE A PLACE TO BE
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STRATEGIES
Seattle Center Productions has designed programs as strategies for realizing its vision, mission, goals and
values. This programming is multifaceted and difficult to singularly categorize, but for operational purposes has been
organized around strategic functions. Each strategy is part of a plan that can adjust according to public needs, interests
and available resources, but that intends to use measured growth to achieve a balanced, abundant and consistent mix of
high-quality offerings.
1 SIGNATURE PROGRAMS
a. Ethnic Celebrations span the calendar with Festál, a series of events celebrating heritages ranging from French to
Korean, Turkish to Latin American, as well as other productions that focus on world cultures.
b. Arts Programs include a wide variety of artistic performances, creative activities, engaging opportunities and
entertainment events that are conceptualized and produced by Seattle Center Productions such as Winterfest, Teen Tix,
Whirligig, Student Showcases, Movies and Concerts at the Mural.
c. Community Created Events help the public to showcase their own passions in events sponsored by Seattle Center. The
opportunity to honor and celebrate shared interests has fostered events such as Robothon, World Rhythm Festival, the
Naturalization Ceremony, Day of the Accordion, and Seeds of Compassion featuring His Holiness, The Dalai Lama.
2 INCIDENTAL ENCOUNTERS
a. Unadvertised Programming creates seemingly accidental moments of charm around the Seattle Center campus.
These incidents are less formal than event entertainment and play to the crowds that are already on campus. Imagine
encountering a string quartet as you line up for an event at KeyArena, or a dance company in the International Fountain
as you take a morning jog. This programming enhances the environment to make the most of people’s time at Seattle
Center and demonstrates that entertainment and joy are not just for large events.
b. Interactive Places such as the International Fountain, the Poetry Garden, Skatepark or the Center House Playroom offer
opportunities for the public to engage with Seattle Center in their own unique way at a time of their choosing. Splashing
in the Fountain, taking a self-guided tour to discover artwork and other points of interest on campus, or relaxing on the
lawn while eating lunch are just some of the ways people find to renew their spirit.
3 LARGE-SCALE ENTERTAINMENT
Designed to be a gift to the community, these productions rival ticketed events in quality and allure. Largescale entertainment makes use of the redeveloped facilities proposed in the Century 21 Master Plan, matching scale of
programming to scale of facilities. Concerts, dance performances, theatre productions and national acts that are well
known and will attract big audiences are intended as feature points throughout the year.
4 COMMUNITY RESPONSE
Seattle Center has historically been the place to showcase and embrace the community’s connection. Whether
it is to commemorate and grieve after a tragedy like 9-11 or the Capitol Hill shooting, mark a momentous occasion, or
focus on the pervasiveness of youth violence in the community, Seattle Center Productions responds by creating events
and activities specific to a topic or need. This type of programming draws upon immediate public need. By keeping
this at the forefront when responding to circumstances, and by weaving it into the fabric of ongoing programming, it
helps to ensure that Seattle Center remains relevant and genuine.
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Public Programming Strategic Plan
PROGRAM PRIORITIZATION
© David Walega
Upon satisfying the guiding principles, goals and strategies, an evaluation of four criteria helps Seattle Center
Productions to determine what programs to adopt as well as when to activate them. A program might be
independently produced by Seattle Center Productions or it may result from a partnership (see Appendix II). The criteria
below are also used in combination with assessment data from programs currently in operation to determine if any
modifications are required. Each year the scope and collection of public programs are adjusted to changing circumstances.
Individual program descriptions are provided in Appendix I.
Public Interest
Is there a significant, demonstrated interest based on information from public meetings, focus groups,
audience surveys etc.?
Resource
Is the appropriate level of funding, staff, facilities and partnership available?
Balance
Is this helping to balance the mix of program offerings and demographics served?
Underserved
Population
Is this addressing an underserved population at Seattle Center and/or in the community at large?
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MARKETING AND COMMUNICATIONS
Marketing and communications are integral to the success of Seattle Center Productions. As stated by a
participant of a 2007 focus group on public programming, “if we don’t know about it we can’t come.” However, the
history of public program advertising and promotion has been sporadic at best. To effectively showcase the range of
offerings requires that marketing efforts be tailored to accurately represent individual programs. To meet the goal of
reaching broad and diverse audiences a range of tactics must be used including traditional means such as press releases,
posters, programs, brochures, advertising in print, radio and television as well as maintaining a comprehensive website.
Communicating with people in ways that are relevant to them is also important, therefore, efforts to reach audiences
through ethnic media and social networking must be added. Promotion of this caliber requires time and resource which
has been scarce for Seattle Center marketing and communications.
In an effort to address the repeated feedback about inadequate awareness of Seattle Center public programs
and other events, in summer 2009 the Marketing Division initiated Live at Seattle Center, a seasonal campaign to
promote the totality of campus-wide offerings, with a special emphasis on public programming. The campaign
highlights fun, free and affordable entertainment, green aspects of Seattle’s urban park, the richness and diversity
of campus offerings and it appeals to changing demographics and tastes. The objective is to broaden the reach to
audiences and enhance public perceptions of Seattle Center.
It is absolutely critical that efforts of this nature continue to grow and that the investment in public programming
is maximized with an equally sufficient investment in marketing and communications to inform the public of the
remarkable opportunities that are available to them.
“Seattle Center is the only place I have found that has fun, affordable
activities to keep three children busy and entertain adults as well.
Where else can you have so many options and this much fun for less than $10.00?”
— Robin Goodman, Seattle Resident
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Public Programming Strategic Plan
PROGRAM ASSESSMENT AND EVALUATION
Seattle Center Productions conducts a yearly process of assessment and evaluation that is linked to ongoing
program development and improvement. Part of the process includes review and advisement by the SCP Advisory
Committee. This diverse group of citizens represents the broad audiences and interests served by Seattle Center
Productions, and helps to interpret the information received through multiple evaluative mediums.
A well-crafted assessment offers an opportunity for program participants to share their experiences and provides crucial
information for program managers to improve design, operation and offerings. The qualitative (i.e. public feedback) and
quantitative (i.e. attendance) data is compared to the goals and measurable objectives maintained for each individual
program, as well as Seattle Center Productions’ overarching guiding principles and goals outlined in this document. The
assessment process and metrics not only help to ensure programmatic quality and relevancy, but exhibit the success,
impact and value of public programs for City and Department leaders, funders, and citizens.
AUDIENCE RESEARCH AND PUBLIC INPUT
Soliciting information from the community regarding what they want from a public agency is vital when
developing a strategic plan. Whether it is the type of performance they want to see onstage, how they utilize campus
features or what prohibits their attendance, directly or indirectly it all impacts programming decisions. Seattle Center
Productions finds great value in public feedback and made independent efforts to assess the quality of its current
programming and gather input from stakeholders on its future direction. The findings, outlined in Appendix V and
summarized below, informed and guided the development of the strategic plan
Low and middle income families are desperate for enrichment experiences that are often difficult to afford. Seattle
Center public programs provide such experiences and are thought of favorably, however public knowledge about these
opportunities is limited.
The public is seeking easy access to arts and cultural life, green refuge, public gathering and recreation spaces,
entertainment, and social nightlife.
The value and impact of Seattle Center public programming justify greater investment toward serving
public need.
Ongoing public involvement, including a citizen advisory committee, will continue to guide the development
of Seattle Center public programming, helping to ensure the recommendations and direction for Seattle Center
Productions can be embraced with confidence.
© Jal Schrof
© PunchList Design
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ECONOMIC AND SOCIAL BENEFIT SYNOPSIS
Why should further investment be made in Seattle Center public programming? For centuries, the great cities
of the world have recognized the value of presenting arts and culture in an accessible fashion for citizens. Providing
more than just entertainment, arts and culture contribute important and lasting benefits to the community. National
studies conducted by Americans for the Arts and the RAND Corporation confirm this philosophy and help Seattle Center
Productions to quantify its economic and social impact. As detailed in Appendix IV and illustrated below, the results are
significant.
•
In 2009, the City realized an 8 to 1 return on investment from Seattle Center public programs.
•
A 60% increase in funding would yield 149% increase in programs.
•
A fully-realized plan would generate $26.9 million for the economy.
•
A fully-realized plan would save the public $15 million because of free and affordable admission rates.
Americans for the Arts determined that arts and culture uniquely leverage a significant amount of event-related
spending. Using their calculator it was determined that in 2009 Seattle Center Productions patrons contributed
$16 million to the economy, an eight to one return on investment for the City. This economic benefit extended to
Seattle Center Productions patrons as well by saving them $5.6 million on admission because the programs and events
were free or affordably priced.
While the instrumental, or tangible, effects of Seattle Center public programs are impressive and necessary to justify
investment, as the RAND Corporation discovered, “People are drawn to the arts not for their instrumental effects,
but because the arts can provide them with meaning and with a distinctive type of pleasure and emotional
stimulation…these intrinsic effects…can lead to the development of individual capacities and community
cohesiveness that are a benefit to the public sphere.” The social benefits provided by arts and culture are not
to be overlooked. They are the attributes that attract business, shape individuals and a creative workforce, sustain
communities in both good and bad times, and that historically have defined great cities. Seattle Center Productions
capitalizes on social benefit in a way few other programs can because it ensures all people have access to quality
experiences that provide these personal and community advantages.
Research demonstrates that arts and culture provide economic and social benefits. This information helps to
validate the solid impact that the City makes through Seattle Center public programs, but current efforts only scratch the
surface of what is possible. With a $1.3 million incremental budget increase, Seattle Center Productions has the potential
to more than double the number of programs, generate $26.9 million for the economy, save the public $15 million on
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Public Programming Strategic Plan
admission, and help people find inspiration, joy, meaning and strengthened social connections. This is how Seattle
will become known as more than just a home for great arts and cultural organizations. It is time for Seattle to join the
company of great cities that directly produce these extraordinary experiences for all people.
FUNDING
From 1991 to 2004, $696 million in public/government (36%) and private (64%) funds was invested in the redevelopment
of campus facilities that primarily serve commercial and campus resident events. With the implementation of the
Seattle Center Century 21 Master Plan the public and open spaces on campus will have their renaissance. These
spaces are an attractive and important skeleton for which public programming is the life-blood.
The bulk of the prior investment also served organizations and operations with specific constituencies. Now it is time to
invest in public programming which serves the largest constituency, all of the people of the Seattle region.
In 2009, Seattle Center Productions’ budget was only 6% of the total organizational budget. This is considerably
smaller than that of divisions with a similar mission in comparable metropolitan organizations such as Chicago’s
Millennium Park (40.3%), Lincoln Center (15.6%) and The Kennedy Center (11.5%).
In addition, the 2009 Marketing and Communications’ budget, to serve all of Seattle Center, was just over 2%
of the total organizational budget. As this relates to public programs, the 2005 Seattle Center Programming and
Sustainability Committee Report states that, “It is clear that the marketing and public relations for these programs is
woefully inadequate and that the budget and staff time devoted to this effort must be increased for these programs to
get the attention, funding and audience they deserve.”
Seattle Center is fortunate to possess facilities that support a wide variety of programs, the staff talent to help
them come to life, a vision to galvanize the community, and a plan to make it all come to fruition. Seattle Center
public programming is an asset that brings vitality to all sectors of the campus and contributes social and economic
benefit (see Appendix IV) to the region. All that is required is a minimal incremental investment in public programming
to make a remarkable impact on the City.
A 60% increase in funding to Seattle Center Productions would yield 149% increase in public programs. A total
of $968,500 would provide the necessary marketing and operational support for a fully-realized plan. This investment is
feasible by building upon existing support from public, private and corporate sources.
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PUBLIC FUNDING
Seattle Center is supported in part by the City of Seattle’s general fund. It is reasonable that some of these taxpayer
dollars are used for public programs that directly benefit the citizens. An increase in programs requires an increase in
public funds as it is impossible to leverage private and corporate support without a stable and committed source of
funding.
PRIVATE FUNDING
Established in 1977 to encourage support and raise awareness for Seattle Center, the Seattle Center Foundation is
the community portal for financial donations, volunteer service and corporate support. Whether from individual
contributors, philanthropic grants, or grassroots fundraising campaigns, Seattle Center Foundation has the ability to
engage the public, build a community membership and ensure public programs can be supported indefinitely.
CORPORATE FUNDING
The quantity, quality and diversity of public programs make them ripe for sponsorship from the corporate world. The
growing attendance and underlying values are also attractive for corporations that want to find tangible, meaningful
ways to interact with the public.
SUMMARY
Sustaining and building public programs is critical to the future of Seattle Center and the community. An investment in
them must meet or exceed the commitment to redeveloping Seattle Center’s facilities and open space because while
the Seattle Center Century 21 Master Plan provides an important skeleton, events and programming are its life-blood.
An increased investment in Seattle Center Productions is an investment in the people of Seattle. With this support,
Seattle Center will further develop a mix of programs that are accessible, diverse, relevant, of high quality and broad
appeal, and that demonstrate heart with enriching content and uplifting values. Seattle Center’s public programs
attract a broad range of people and have the potential to reach many more. An effective marketing plan can extend
an invitation to the people of the Seattle region to come join Seattle Center Productions as it celebrates and connects
diverse cultures; creates learning through joyful engagement; uses art, entertainment and creativity to surprise and
delight the public; showcases communities as they share their talents and interests; and provides people with a
welcoming place to be.
Extensive research by Seattle Center over a period of years has informed and directed this strategic plan. A fully-realized
plan would make Seattle Center one of the most significant producers of public programming in the nation and would
be an investment in the future. The result would generate economic rewards for both the City and the public, but more
importantly it would lead to social benefits that help people find kinship and meaning, be inspired and challenged,
connect to the community and new ideas, become more civically engaged, and ultimately renew their spirit.
Seattle Center Productions can help to define Seattle as an extraordinary city. It is a treasure that enriches all of our lives
and deserves our full support.
16
Public Programming Strategic Plan
Appendixes
APPENDIX I — PROGRAM DESCRIPTIONS
The programs described below satisfy Seattle Center Productions’ guiding principles and goals. The collection has been balanced to serve
a broad range of people and interests. Some of the program descriptions include examples from recent years to help illustrate program
scope. The examples do not necessarily represent existing or long-term commitments to the events or festivals as the composition of
a program is reviewed and determined annually. Partnerships are integral to many of the programs and are addressed in Appendix II.
Appendix III outlines more specific details about the fully-realized program levels and budget. An attachment is also available to compare
fully-realized and current program levels and budget. All of the programs have been designed so that they can be scaled to fit current
facilities, the proposed Seattle Center Century 21 Master Plan facilities, or a combination of the two.
SIGNATURE PROGRAMS
Art Exhibits – Designed to provide free, accessible and inviting viewing experiences for the general public, the yearly schedule of art
exhibits includes those linked to Festál, as well as shows by Seattle Center resident organizations such as VSA Arts of Washington which
features work by artists with disabilities. Exhibits are scheduled in one of three ways: by application, as part of another event such as
Winterfest, or by invitation of Seattle Center.
Venues:
Harrison Street Art Gallery
Fisher Roof Exhibits Poetry Garden Gallery
Center House Urban Nightlife - A highlight of the new Center House is an evening series of performances on the Center House stage.
Targeted toward the restaurant and event-going crowd, the series offers music, comedy, cabaret, and small theatre performances as
frequently as once a week, with the goal of revitalizing the evening hours at Center House and providing a social experience for urban
professionals.
City Initiatives – As an event location with experienced production staff onsite, Seattle Center is in the unique position to serve as a host
for select events related to City initiatives such as the Race and Social Justice Initiative, Youth Violence Prevention Initiative and Climate
Action Now.
Community Created Events – To serve broad and diverse public interests, as well as to fill any programmatic voids, Seattle Center
Productions hosts events that represent the unique passions and talents within the community. Community Created Events provide an
opportunity for the public to come together and celebrate shared interests, to offer a community service or to honor the right to free
speech. Seattle Center sponsors community groups, non-profit organizations and government agencies that create these free and open
to the public events. Applications are evaluated by a staff committee on a semi-annual basis. Events that are accepted may receive free
rent, labor and/or production assistance.
Examples:
• Art Spring Festival for Students with Disabilities
• Country Pride
• Day of the Accordion
• March & Rally for Immigrant Rights
• Pacific Northwest Yo-Yo Championships
• Red Cross CPR Demonstrations
• Robothon
• Seeds of Compassion
• USA Ballroom Dance Week
• Washington Women in Trades
• Weiner Dog Rally
• World Rhythm Festival
Dance Series – In this series Seattle Center presents medium to large-size professional dance companies at the amphitheatre. The
performances celebrate the best work happening in the dance world on a regional, national, and occasionally, international level. San
Francisco Ballet, Spectrum Dance Theater or the Mark Morris Dance Company are the types of companies that are invited to participate.
The series runs primarily during the warmer periods of spring, summer and fall and is appropriate for a diverse audience of all ages.
Festál Cultural Celebrations– Festál is a collection of ethnic festivals that honors cultural traditions and builds community. Through
a wide variety of events, installations and activities including music, dance, exhibits, ceremonies, crafts and food, Festál celebrates the
region’s rich and diverse cultures, promoting understanding and cultural kinship in the Pacific Northwest. Each festival is produced by an
ethnic, volunteer run, non-profit organization. As partners in the Festál series, festival producers meet monthly to share ideas, collaborate,
grow their capacity and connect as a community. In addition to partnering with the organizations to produce the festivals, Seattle Center
Productions provides skill building sessions for festival leadership in effective production strategies, organizational development and
community organizing.
Examples:
18
Appendixes
A Glimpse of China
Arab Festival
Asian-Pacific Islander Heritage Month Celebration
Bastille Day (French)
Brasil Fest
CroatiaFest
Dia de Muertos (Mexican)
Festival Sundiata (African-American)
Hmong New Year
Iranian Festival
Irish Week Festival
Italian Festival
Korean Cultural Celebration
Live Aloha Hawaiian Cultural Festival
Native American Indian Honor Day
Pagdiriwang Philippine Festival
Seattle Cherry Blossom & Japanese Cultural Festival
Seattle Fiestas Patrias (Latin American)
Spirit of West Africa
Tet Festival (Vietnamese)
Tibet Fest
TurkFest
Utsav South Asian Festival
Fitness Programs - People who live and work in the vicinity of Seattle Center can be attracted to its park features for recreational
purposes, especially during the warmer summer months. A few classes such as Yoga, Tai Chi or Interval Training offered on the grounds in
the morning before work or during lunch-time encourage the use of the campus, inspire healthy habits, and provide a community service.
Dr. Martin Luther King Jr. Holiday Celebration – This annual celebration is comprised of a staged reading of a well known Martin Luther
King, Jr. speech, along with music, song and the opportunity for the public to create personal expressions about the significance of Dr.
King’s life. Another special component is the MLK Peace Award ceremony which recognizes youth who have done outstanding service in
the community around Dr. King’s ideals of peace, unity and social justice.
Farmers Market - Farmers markets are an important part of our neighborhoods. They offer fresh produce, support local farmers,
sustainable practices and healthy living as well as provide a gathering place for the community. With the development of the
neighborhoods and businesses around Seattle Center, public requests increased for a campus Farmers Market. A market that includes
some entertainment contributes to the regular use of campus by residents.
Green Events - In an era focused on environmental awareness and stewardship, Seattle Center offers a series of lectures, workshops,
demonstrations, and special events centered on themes of sustainable living, eco-friendly behavior, and adapting how we live as
individuals and together as a community. Seattle Center Productions partners with organizations like the Office of Sustainable
Environment, the Urban Sustainability Forum or Seattle Public Utilities to generate a relevant and innovative discussion on the
environment and how it impacts lives.
Lecture Series - Designed to highlight and reflect current trends important to the Seattle community, this lecture series features talks
by prominent professionals in literary, scientific, social, or artistic fields. Lectures address what is happening in the area, in the nation and
around the world. An alliance with a local bookstore or public radio station helps draw leading authors, artists, social commentators, and
public figures who engage with the community in an intellectual pursuit of themes relevant to the time.
Naturalization Ceremony – Seattle Center partners with the Ethnic Heritage Council to host this emotionally moving July 4th ceremony.
Annually, it can be anticipated that as many as 500 petitioners from more than 70 countries will be sworn in as new U.S. citizens. The
program includes speeches, the swearing-in ceremony, Spirit of Liberty award presentation, music by a Navy band and choir, voter
registration and passport processing. The event, designed to welcome all people, recognizes the privilege of U.S. citizenship and the
struggles many undergo to become U.S. citizens.
Outdoor Concerts – Beginning in 1990 and spanning more than 11 years, Seattle Center partnered with radio stations to produce the
Mural Concert Series. The concerts offered an escape from the workweek with free shows that featured mostly rising local acts. At its
height, five separate concert series of different musical genres operated each week and helped to launch groups such as Soundgarden,
Pearl Jam, Nirvana and Presidents of the United States. The community energy and excitement for the series was palpable. A revitalization
of this type of series began in 2008 when Seattle Center and KEXP 90.3 FM joined forces to present prominent bands to the community
free-of-charge. Fully-realized outdoor concerts also include different genres such as jazz, country or chamber music.
Outdoor Movies – In summer, free movies are shown under the stars on a 45-foot screen at the Mural Amphitheatre. Attendees sit on the
gently sloped lawn with the Space Needle standing sentry above. Colorful lanterns fill the trees as families, friends and neighbors picnic or
snack on movie treats from the concession stand.
Seattle Center Resident Organization Showcases - Seattle Center partners with arts organizations on the Seattle Center campus to
present free public performances. These showcases introduce the work of these organizations to a larger audience, create community and
foster a greater appreciation for the arts. Performances take place in the late spring, summer, and early fall in the amphitheatre.
Special Events - Capitalizing on opportunities that emerge throughout the year, Seattle Center utilizes available resources to present
one-time events that are not proposed in sufficient time to fit into existing programs. Seattle Center also actively solicits events of interest
to a regional audience. The schedule of offerings is not planned far in advance - but allows for the timely inclusion of performances,
topical events, experiences, and happenings.
Student Showcases – Annually, more than 8,000 students from around the region take center stage at Seattle Center in a series of
performances that help to empower the students and develop their artistic skills. Schools can apply for available performance dates
during four designated periods throughout the year. It is a cherished tradition that many young people and school personnel value as one
of their premier performance opportunities of the year.
Teen Tix – A revolutionary arts access program that partners with more than 30 of the region’s leading arts organizations such as
Seattle Opera, Pacific Northwest Ballet, Seattle Repertory Theatre, Experience Music Project, ACT Theatre, Seattle Symphony, Seattle Art
Museum and Central District Forum to make it possible for teenagers to purchase discounted tickets. Teens register to receive a free
membership pass. On the day of a show members can purchase a $5 ticket or two tickets for $10 on Sundays and bring along a friend or
family member of any age. The 25,000+ members receive a weekly e-newsletter to keep them informed about the wide range of offerings
in theatre, dance, music, opera, film and museums. A sub-program of Teen Tix addresses underserved and at-risk youth by facilitating
Appendixes
19
group access and engagement experiences that introduce them to opportunities outside of their existing world in a safe, welcoming and
understandable manner.
Theatre Series – Seattle Center presents theatrical productions from regional and national theatre companies. Small-sized productions
play on the new Center House Stage at various times throughout the year, while medium and large-sized companies perform in the
amphitheatre in late spring, summer and/or early fall. The performances include classics, new plays and musicals that have wide appeal to
a diverse, family-friendly audience.
Whirligig – Seattle Center’s annual springtime carnival of fun for kids. For two-weeks super-size inflatable rides, stage entertainment,
roving clowns, jugglers, face painters and balloon artists create a lively and colorful environment. Affordable tickets or day-passes are
required for the inflatable rides; however Thursdays are free to the general public. In a new Center House the emphasis expands from
inflatable rides to a festival that focuses on creativity and playfulness through entertainment and experiential activities such as craft
project stations and drop-in music or movement workshops.
Winterfest – Seattle Center’s annual winter tradition features five to six weeks of professional entertainment, special events, civic
performances and activities for all ages and interests. The festival has become a Northwest holiday tradition for the entire community
and is designed to be one of the most all-encompassing programs Seattle Center Productions offers. Winterfest runs from the day after
Thanksgiving through New Year’s Eve.
Examples:
• Bellevue Philharmonic Orchestra
• Big Band Dance
• Bonfire & Sing-Along
• Circus Contraption and the Aerialistas
• Ice Rink
• Ice Sculpting
• Klez Katz
• Magic Mystery Show
• New Year’s Eve Celebration
• Northwest Boychoir
• Peace on Earth Interfaith Celebration
• Seattle Men’s Chorus and
Seattle Women’s Chorus
• Seattle’s Best Jazz
• Senior Holiday Ball
• Thistle (Puppet) Theatre
• Unexpected Productions Comedy Improv
• Winter Solstice Fire Festival
• Winter Train & Village
• Winter Worldfest
INCIDENTAL ENCOUNTERS
Unadvertised Programming – This unique type of programming creates seemingly accidental moments of charm around the Seattle
Center campus. These incidents are less formal than event entertainment and play to the crowds that are already on campus. Imagine
encountering a string quartet as you line up for an event at KeyArena, or a dance company in the International Fountain as you take a
morning jog. This programming enhances the environment to make the most of people’s time at Seattle Center and demonstrates that
entertainment and joy are not just for large events.
Interactive Places – Cultivated with great care, many places on campus offer opportunities for the public to engage with Seattle Center in
their own unique way at a time of their choosing. Splashing in the Fountain or relaxing on the lawn while eating lunch are just some of the
ways people find to renew their spirit.
Examples
• International Fountain Music – This program offers a variety of music specially mixed and regularly changed at the International
Fountain, as well as in Center House and on the City-wide phone system. An ethnomusicologist selects and schedules music to
represent the cultural diversity of the region as well as to coincide with Festál or other Seattle Center events. At the International
Fountain, synchronized audio-water programming includes Beethoven’s Ode to Joy culminating in 120-foot blasts of water from the
fountain’s four Super Shooters and, inevitably, a spontaneous burst of applause from onlookers.
• Playroom – A place in Center House just for young children and their caregivers. This free, child-friendly space allows for retreat from
the high-energy activity of the Seattle Center campus.
• Poetry Garden - Seattle Center Productions worked with an artist to engrave the work of international poets into red-granite boulders
and integrate them into a contemplative garden with winding pathways, seating, and serene landscape.
• Points of Discovery Self-Guided Tours - Seattle Center is home to many remarkable features including gardens, art, and architecture. Its
history, stories and evolution are also points of interest. Tours composed in written and downloadable electronic form let visitors, at
any time of their choosing, stroll through the campus, take in the sights and learn more about the unique and fascinating attributes of
Seattle Center.
• Skatepark – In June 2000, Seattle Center opened the first skatepark in the City of Seattle. Seattle Center Productions programmed
the space by scheduling live music and offering family skate days for children 12 and under that included skateboard instruction. The
skatepark was redesigned and relocated in 2009. Seattle Center Productions continues its programmatic responsibility for the site,
maintains the relationship with the Skateboard Park Advisory Committee and manages the group that contractually oversees the site.
20
Appendixes
LARGE-SCALE ENTERTAINMENT
Designed as a gift to the community, Seattle Center presents prominent events at the amphitheatre. Major concerts and performance groups
of all genres draw big audiences because of their national appeal. Thousands of patrons descend on the lawn of the amphitheatre to picnic
and enjoy of the nation’s best and most popular artists.
COMMUNITY RESPONSE
Seattle Center responds to significant current events and assists people in marking the important moments in their lives by offering them
ways to come together and share their feelings of joy, celebration or sadness. One memorable event of this nature was the gathering
following the death of Kurt Cobain. This became a part of rock music history and still appears in documentaries and writings on Kurt Cobain.
Other significant events were the WTO hearings and the flower vigil after 9-11.
Appendixes
21
APPENDIX II — PARTNERSHIPS
Annually more than 150 partners collaborate with Seattle Center Productions in the creation, development, and/or implementation of
public programs. Approximately 60% of Seattle Center public programs benefit from partnerships which provide additional expertise,
perspective and outside resource for programming. Some partnerships exist without compensation from Seattle Center, while others
receive in-kind and/or cash support in order to co-produce a program, festival or event with Seattle Center Productions. The amount of
support varies in any given year dependent upon Seattle Center resources, budget and level of programming. The support provided to
partners helps Seattle Center Productions to leverage resources which result in more public program offerings than it could produce on
its own.
The partner examples given are from 2008 and 2009. They do not necessarily represent existing or long-term commitments as
partnerships are determined in relation to programs.
2009 Partner Support and Leverage
In-Kind Facility & Equipment - $865,000
In-Kind Labor - $310,000
Cash Support - $130,000 (part reflected in SCP program costs, part from Seattle Center Foundation philanthropic pursuits)
Resource Leveraged from Partners - $1,440,000
Partner
Examples:
22
Appendixes
4Culture
5th Avenue Theatre
826 Seattle
ACT Theatre
All Nations Cup Foundation
Alzheimer Foundation
American Cancer Society
American Red Cross
Amy Denio
Arab Center of Washington
Arthur Murray
Arts Corps
Arts West
Asian American Directors Coalition
Blacks in Government
Book-It Repertory Theatre
Broadway Bound
Center House Merchants Association
Central District Forum for Arts and Ideas
Cherry Blossom & Japanese Cultural Festival Committee
Circus Contraption & the Aerialistas
City Year
Clarence Acox
Clowns Unlimited
Committee Pro-Amnistia
Compassion Action Network
Consular Agency of France
Cornish College of the Arts
CroatiaFest Committee
Cystic Fibrosis Foundation
DigiPen Institute of Technology
Down Syndrome Society
Earshot Jazz
Emerald Downs
Ethnic Heritage Council
Ewajo Dance Workshop
Experience Music Project
Festa Italiana, Inc.
Filipino American Civic Employees of Seattle
Filipino Cultural Heritage Society of Washington
Flying House Productions
Folk Dancing Association
France Education Northwest
Frye Art Museum
Garfield High School Music Program
Guiding Lights Foundation
Henry Art Gallery
High Five New York
Highland Skate Club
Hispanic Seafair Organization
Hmong Association of Washington
Ignition Northwest
IMAX Theatre
Indigenous Studies Foundation
International Ballet Theatre
Intiman Theatre
Iranian American Community Alliance
Irish Heritage Club
Kamehameha Schools Alumni Association
Kennedy Center Imagination Celebration
KEXP 90.3FM
Kirlin Foundation
Korean-American Art & Cultural Association
Langston Hughes Performing Arts Center
Loren Miller Bar Association
Make-a-Wish Foundation
Mayor’s Youth Council
Middle East Peace Camp
Municipal League of King County
National Day of Prayer of King County
National Yoyo League
Nature Consortium
Network of Strength
Next Stage Dance Theatre
Northwest Accordion Society
Northwest Film Forum
Pacific Northwest Ballet
Parents for Skate Parks
Pfffttt! Dance Theatre Company
Pottery Northwest
Pratt Fine Arts Center
PTSA of Washington
Puget Sound Blood Center
Puget Sound Council of Square Dance
Puget Sound Off
Ragamala
Rain Country Dance Association
Richard Hugo House
Roots of Empathy
Science Fiction Museum
Seafair Foundation
Sea-Mar Community Health Center
Seaspot Media Group
Seattle Art Museum
Seattle Arts & Lectures
Seattle Bicycle Music Festival
Seattle Center Foundation
Seattle Center Productions Advisory Committee
Seattle Children’s Theatre
Seattle Girls’ School
Seattle Indian Health Board
Seattle International Film Festival
Seattle Laser Dome
Seattle League of Artists
Seattle Management Association
Seattle Musical Theatre
Seattle Office of Arts & Culture
Seattle Opera
Seattle Parks Department
Seattle Public Schools
Seattle Repertory Theatre
Seattle Robotics Society
Seattle Shakespeare Company
Seattle Symphony
Seattle Theatre Group
Seattle University
Seattle Works
Seattle World Percussion Society
Seattle Zombie Walk
Seeds of Compassion Organization
Show Brazil Productions
SiS Productions
Skagit County Museum
Skate Like a Girl
Skate Park Advisory Committee
Snowboard Connection
Space Needle Corporation
Spectrum Dance Theater
Sundiata African-American Cultural Association
Taller Mexicano para la Cultura y las Artes
Taproot Theatre Company
Teen Tix Steering Committee
TET in Seattle
The Center School
The Driftwood Players
The Production Network
The Service Board
The VERA Project
The Workshop
Theatre Puget Sound
Thione Diop
Tibetan Association of Washington
Treehouse for Kids
Troupe Hipnotica Tribal Belly Dance
Turkish American Cultural Association of Washington
Unexpected Productions
United Indians of All Tribes
University of Washington
Urban League of Metropolitan Seattle
USA Ballroom Dance
VSA Arts of Washington / Creative Activities
Wallingford School of Oom Yung Doe
Washington Chinese Art & Culture Committee
Washington Ensemble Theatre
Washington State Arts Commission
Washington State Democrats
Western Allied Robotics
Whidbey Island Center for the Arts
Women in Trades Association
Wooden O Shakespeare Company
Worthy’s Music Ministries
Young Americans’ Theatre Company
Young Shakespeare Workshop
Youth in Focus
This rich public program content and connection to the community, in turn, helps Seattle Center to further leverage resources from
corporate and philanthropic partnerships. Support from these partners goes directly to the programs, to marketing and promotional
initiatives and to Seattle Center operations. The diversity of partnerships is valuable to Seattle Center Productions and provides resources
which sustain and broaden public program offerings and awareness.
2009 Corporate and Philanthropic Support Leveraged
Cash Support - $260,000+
2008 & 2009
Examples:
In-Kind Support - $230,000+
Boeing
Clear Channel Outdoor
Colors Northwest
Comcast
The Bill and Melinda Gates Foundation
KEXP 90.3 FM
KJR-FM
KUOW 94.9 FM
Office of Arts and Cultural Affairs
Paul G. Allen Family Foundation
Radio Disney
Safeco Insurance
Seattle Channel
Seattle Weekly
Seattle’s Child
Starbucks
Target
Verizon Wireless
Washington Festivals and Events Guide
Wells Fargo
Western Washington Toyota Dealers
Appendixes
23
APPENDIX IIIA — FULLY-REALIZED PROGRAM LEVELS AND BUDGET
A. FULLY-REALIZED
LEVELS
SCP
OTHER DIVISIONS
TOTAL COST
NOTES
SIGNATURE PROGRAMS
Art Exhibits
35+ exhibits, as apply
$56,000
$26,500
$82,500
3 venues, commissioned & curated
Center House Urban Nightlife
52 shows
$150,000
$40,500
$190,500
Once weekly
City Initiatives
2+ events, as needed
$41,000
$11,000
$52,000
Community Created Events
40+ events, as apply
$144,000
$50,000
$194,000
Dance Series
4 performances
$80,000
$22,000
$102,000
Farmers Market
52 markets
$45,000
$23,000
$68,000
Once weekly
Festál Cultural Celebrations
24 festivals & 4 events
$480,000
$173,000
$653,000
Annual festivals and one-time events
Fitness Programs
36 classes
$16,000
$4,000
$20,000
3 class types, 12 weeks each
Green Events
2 events
$25,000
$7,500
$32,500
Lecture Series
6 events
$38,000
$10,000
$48,000
MLK Celebration
1 event
$32,000
$8,000
$40,000
Naturalization Ceremony
1 event
$26,000
$9,000
$35,000
Outdoor Concerts
15 concerts
$142,000
$44,500
$186,500
Outdoor Movies
5 shows
$36,000
$11,000
$47,000
Seattle Ctr Resident Showcases
4 performances
$77,000
$21,000
$98,000
Special Events
4 events
$30,000
$8,000
$38,000
Student Showcases
175+ groups, as apply
$70,000
$21,000
$91,000
Teen Tix
year-long
$75,000
$19,000
$94,000
Theatre Series
4 performances
$80,000
$22,000
$102,000
Whirligig
1 festival
$110,000
$30,000
$140,000
Winterfest
40 events/activities
$680,000
$247,000
$927,000
Unadvertised Programming
365 incidents
$118,000
$29,500
$147,500
Int’l Fountain Music etc.
3 locations
$14,000
$3,000
$17,000
Playroom
year-long
$6,000
$3,000
$9,000
Self-guided Tours
5 tours
$5,000
$1,000
$6,000
Different themes, each in multiple mediums
Skatepark
40+ activities
$52,000
$14,000
$66,000
Includes programs & annual contracted management
LARGE-SCALE ENTERTAINMENT
4 performances
$385,000
$105,000
$490,000
COMMUNITY RESPONSE
1+ event, as needed
$20,000
$5,000
$25,000
PERSONNEL
22 FTE & intermittents
$500,000
SEATTLE CENTER TOTAL
927 programs
$3,533,000
Opportunities outside of other series
Improve quality, make pay competitive
INCIDENTAL ENCOUNTERS
$968,500
Year-long programming each location
$500,000
Amount reflects administrative cost equaling 15% of total SCP
budget. All other personnel costs are included in SCP program costs.
$4,501,500
FUNDING GOAL = TOTAL COST
This chart shows the number of distinct events/programs only, it does not reflect the scope of the events/programs.
SCP = direct program costs (labor and non-labor). Other Divisions = estimated Marketing labor and non-labor & Technical Facilities Management labor.
B. SEATTLE CENTER PRODUCTIONS BUDGET HISTORY
2010
$2,050,000
2009
$2,200,000
2008
$1,950,000
2007
$1,900,000
2006
$1,700,000
Budget = Labor and non-labor
24
Appendixes
APPENDIX IIIB — BUDGET NOTES
This strategic plan aims to use measured growth to achieve an expansion in public programming by the 50th anniversary of Seattle Center,
in relation to the Seattle Center Century 21 Master Plan and to continue development until the balance of the plan is accomplished.
Philosophy
The philosophy of Seattle Center Productions (SCP) is to develop the highest quality programs to serve the interests and needs of the
public within available resources. The emphasis is to focus on quality before quantity and to maintain a balanced suite of programs to
satisfy a diverse public audience. SCP views its budget as an agreement with the City to produce the best quality and most programs
possible with the amount that is provided by the City, generated from sponsorships, and supplemented by private fund-raising. As needs
arise, the division may choose to shift funds within its allocated budget and the Budget Control Level (BCL) to support one program over
another. This document outlines projected expenditures based on the implementation of the fully-realized strategic plan. An attachment
is available to compare fully-realized and the current program levels and budget. Measured increases in the types and numbers of events
will be evaluated by Seattle Center and the Department of Finance as part of the budget development process.
Costs
The information in the “SCP” column of Appendix IIIA reflects direct program labor and non-labor costs. The column titled “Other
Divisions” includes estimated Technical Facilities Management (TFM) labor, as well as Marketing labor and non-labor expenses.
TFM includes both laborers for set up, operations and clean up of events, as well as trade labor, such as painters or engineers, for specific
program related projects. TFM costs are based upon program coded hours. Marketing costs are not coded by program and represent
25% of the total SCP program costs, which is on the low end of the industry standard. All costs were determined using 2009 staffing rates
and production costs and are not adjusted for inflation.
Personnel
Estimated SCP staffing levels would need to be increased depending on the level of new and/or expanded programs added to the current
offerings. The management and implementation of each SCP program is a collective effort, requiring the involvement of multiple people
and work units at various stages. Therefore, a single specific program does not trigger additional staff needs, rather it is the combined
needs of the entire mix of programs that impacts the staff resources. To determine the staffing needs of the strategic plan, the available
workload of a full-time employee was analyzed on both the management and operational sides. The amount of work required to manage
and implement the fully-realized plan was also estimated. Then the employee capability was extrapolated for the estimate. To manage
the fully-realized programming, staffing levels would need to increase to an equivalent of 22 full-time employees plus intermittent Stage,
Sound and Admissions employees.
Revenue
Seattle Center Productions is not intended to be a revenue generating division. It produces a small amount of direct revenue through
low-cost program fees, reimbursed labor and concessionaire commission. The division also contributes to the overall revenue stream of
Seattle Center by drawing audiences that add to parking, merchant sales and sponsorship opportunities. The true value derived from
Seattle Center Productions is one of community stewardship and social benefit.
Appendixes
25
APPENDIX IV — ECONOMIC AND SOCIAL BENEFIT
Recently, Seattle participated in a national study conducted by Americans for the Arts that sought to quantify the value of arts and
culture. The Arts & Economic Prosperity III1 report, released in May 2007, noted that arts and culture “provide inspiration and enjoyment to
residents, beautify shared public places, and strengthen the social fabric.” In addition to these intrinsic benefits, striking economic impacts
were revealed.
The key lesson from Arts & Economic Prosperity III is that communities that invest in the arts reap the additional benefit of jobs, economic
growth, and a quality of life that positions those communities to compete in our 21st century creative economy. Business and government
leaders often talk about the challenges of funding the arts and other community needs amid shrinking resources. They worry about jobs and the
economic performance of their community. How well are they competing in the high-stakes race to attract new business? Is their region a magnet
for a skilled and creative workforce? What is best for their constituents and to improving quality of life for all? The findings from Arts & Economic
Prosperity III send a clear and welcome message: leaders who care about community and economic development can feel good about choosing
to invest in the arts. - Robert L. Lynch, President and CEO, Americans for the Arts
Economic Benefits
Besides placing Seattle in a national comparative context, the Americans for the Arts study provides insight into the benefit of Seattle
Center public programs. It measured the impact of expenditures by arts and culture organizations and their audiences in 156 communities
using input/output analysis, a highly regarded model that was the basis of two Nobel Prizes in economics. The rigorous methodology and
broad scope allowed analysts to make reliable extrapolations that can be used by cities and organizations to determine their individual
economic impacts. The arts and culture industry is unique as it leverages a significant amount of event-related spending from audiences
on commerce such as parking, dinner, merchandise, and child-care. The study determined, in a city the size of Seattle, event-related
spending amounts to $29.65 per person, per event, separate from the cost of admission. This model not only confirms that Seattle Center
public programs provide viable economic benefit, but help to identify to what degree.
Cost to Seattle
Center Productions
373
540,000
$2,200,000
$16,000,000
$5,600,000
927
902,000
$3,500,000
$26,900,000
$15,000,000
% Increase
149%
67%
60%
59%
168%
Public Savings
on Admission
Estimated
Attendance*
2009
Fully-Realized
Table 1
Economic Revenue
Generated by the
Public**
Number of
Programs
In 2009, approximately 540,000 people attended Seattle Center public programs. Based on the Arts & Economic Prosperity Calculator this
audience directly contributed $16 million to the economy, supporting more than 400 full-time jobs, $7 million in household income, and
$1.7 million in local and state government revenue. Compared to Seattle Center Productions’ $2.2 million budget to produce the programs,
that was an eight to one return on investment. A summary is provided in Table 1.
*Does not include art exhibits or incidental encounters, programs that are available to the public at almost any time and/or are not designed in a way to accurately track attendance.
**Determined by the Arts and Economic Prosperity Calculator using a formula that accounts for event related spending according to city size ($29.65), organizational expenses (SCP costs),
and attendance figures.
With a budget increase of $1.3 million, Seattle Center Productions would grow public programs by 149% and serve more than 900,000
people. Audiences would infuse $26.9 million into the economy, equaling more than 700 full-time jobs, $11.7 million in household income,
and $2.8 million in government revenue. Plus, as a part of a labor-intensive industry, more than half of the budget for public programs goes
to support artists, production and administrative personnel. The study found, “dollars spent on human resources typically stay within a
community longer, thereby having a greater economic impact.”
Vibrant public programs and spaces at Seattle Center also attract tourism which further harnesses economic rewards. Arts & Economic
Prosperity III reported that non-local audiences spend twice as much as area residents. Whether serving the local community or out-oftown visitors, Seattle Center’s public programs enhance the City’s vitality and help the economy to thrive.
Americans for the Arts, Arts & Economic Prosperity III: The Economic Impact of Nonprofit Arts and Culture
Organizations and Their Audiences, 2007.
1
26
Appendixes
Public Savings on
Per Person Savings
Cost with Comparable
$0
$35
$35
1,500
$52,500
Festál Cultural Festival
Town Hall
$0
$10
$10
4,000
$40,000
Teen Tix (Annual)
Seattle Opera
$5
$25
$20
4,500
$90,000
Large-Scale Entertainment
KeyArena Concert
$0
$100
$100
7,500
$750,000
Admission
Concert at Marymoor
Attendance
Concert at the Mural
Avg. Event
Comparable Program
Program
Seattle Center
Program
Cost with
Table 2:
Calculating Public Savings
on Admission - Examples
Seattle Center
In addition to calculating the economic revenue generated by public programs, Seattle Center evaluated what people would have paid
for admission to comparable events around the region to understand the savings that the City provides to the public. Examples of the
calculations are shown in Table 2.
Programs such as the Art Gallery, Naturalization Ceremony, Martin Luther King Celebration, Incidental Encounters or Skatepark would not provide savings as activities and events of that nature are generally
free to the public. The complete compilation of the savings per program, person, and attendance, illustrates a significant overall public benefit, as indicated in Table 1.
Social Benefits
Public savings on admission has both economic and social advantages. Not paying for admission makes it all the more likely that
participants will spend $29.65 per person, per event on related goods and services that generate economic revenue. But people are
acutely aware of the direct cost of attending a featured event. Taking a family of four to a concert or festival can cost upward of $140.
While the entertainment may give two hours of respite away from the worries of work, school and personal issues, the nagging financial
burden can make it impossible to fully appreciate that experience. By producing free and affordable public programs the City lifts this
combined financial, mental and emotional strain, a relief anyone would recognize as a benefit. During difficult economic times the saved
resources ($15 million under the fully-realized strategic plan) can help people pay for fundamental needs such as shelter, food, clothing
and transportation. In more secure moments they allow for added comforts or experiences that contribute to quality of life.
Seattle Center public programming capitalizes on social benefit in a way few other programs can, because it is free it ensures all people
have access to quality experiences that provide these personal and community advantages. The social benefits derived from arts and
culture programs are detailed in Gifts of the Muse2, a project commissioned by the Wallace Foundation from the RAND Corporation. The
goal of the study was to “improve the current understanding of the arts’ full range of effects in order to inform public debate and policy.”
The study conducted an extensive review of reputable publications ranging from conceptual and empirical studies, to aesthetics,
philosophy and criticism, as well as public access and participation research. The report synthesized the findings into two primary
categories, instrumental and intrinsic benefits, and distinguished the ways they affect public welfare. Table 3 shows the framework used
to examine these benefits.
Table 3: Understanding
the Benefits of the Arts
Private Benefits
Private & Public
Public Benefits
Instrumental Benefits
Improved test scores
Improved self-efficacy
Learning skills
Health
Development of social capital
Economic growth
Intrinsic Benefits
Captivation
Pleasure
Expanded capacity for empathy
Cognitive growth
Creation of social bonds
Expression of communal meaning
RAND MG218-S.1
McCarthy, Kevin F., et al., Gifts of the Muse: Reframing the Debate About the Benefits of the Arts, Santa Monica, CA: RAND
Corporation, 2004.
2
Appendixes
27
Instrumental Benefits
Instrumental benefits, listed at the top, are those most frequently cited as reasons for supporting arts and culture because they are
observable and measurable. Academic, attitudinal and behavioral benefits are often associated with youth. Those with poor mental and
physical health experience noticeable improvement with arts therapy. Social capital qualifies as: providing for social interaction among
the community; building community identity; and developing organizational capacity through skills, infrastructure and leadership. On the
economic side: direct benefits come from audience and organization spending; indirect benefits attract people and businesses to places
where arts and culture are available; and benefits for the public-good come from the arts’ contribution to quality of life.
Intrinsic Benefits
Instrumental benefits are significant outcomes of arts and culture experiences, but the RAND study emphasizes that, while more difficult
to evaluate, intrinsic benefits are equally valuable and should not be overlooked. “People are drawn to the arts not for their instrumental
effects, but because the arts can provide them with meaning and with a distinctive type of pleasure and emotional stimulation. We
contend not only that these intrinsic effects are satisfying in themselves, but that many of them can lead to the development of individual
capacities and community cohesiveness that are of benefit to the public sphere.”
At their core, people know these intrinsic values to be true. Most everyone has experienced a moment of captivation where they become
so focused that they let go of stress and worries. Arts and culture provide imaginative experiences that are intense and revealing and allow
for this type of absorption and pleasure. And because arts and cultural meanings are not explicitly stated, people must work to interpret
them. This stretches their cognitive abilities and helps them to gain new perspective on the world. Engaging the public in vastly different
experiences expands their capacity for empathy making them more receptive to unfamiliar people, attitudes and cultures. Seattle Center
public programs let people share all of these experiences with others and express what is important to them, leading to the establishment
of social bonds that connect them to their community, region and the world.
Conclusion
Research has clearly demonstrated that arts and culture provide economic and social benefits. This information helps to validate the
substantial impact that the City makes through Seattle Center public programs. Whether it is generating $26.9 million to support
jobs, business and government revenue, saving people $15 million to use for personal needs, or finding inspiration, joy, meaning and
strengthened social connections, the current and proposed public programs are designed to ensure that economic and social benefits can
be fully realized by the public and the community.
28
Appendixes
APPENDIX V — AUDIENCE RESEARCH AND PUBLIC INPUT FINDINGS
Seattle Center Productions finds great value in public feedback and made independent efforts to assess the quality of its current
programming and gather input from stakeholders on its future direction. The findings informed and guided the development of this
strategic plan.
PUBLIC ENGAGEMENT
From 2000-2007, The Connections Group conducted twenty different surveys and focus groups involving over 5,000 people to gather
input about Seattle Center’s campus and programs.
In May 2005, the Seattle Center Programming Sustainability Committee, under the leadership of Christine Goodheart (Former Director
of Program Development, Lincoln Center), completed a report following extensive community engagement, individual interviews and
constituent focus groups to garner their thoughts on program development.
As part of the Master Plan development process, the Seattle Center Century 21 Committee conducted city-wide public meetings in 2007 to
solicit feedback on the Center’s public facilities, open space and programs.
In 2007, Seattle Center Productions assembled focus groups to discuss current and future public programming at Seattle Center.
In 2008, an advisory committee of community leaders, artists and constituents was formed to guide and finalize the creation of this
strategic plan, and will be an ongoing body to advise Seattle Center Productions as it moves forward.
FINDINGS
Seattle Center is iconic, strongly supported and its mission is sound.
Seattle Center lags behind the rest of the region’s modernization efforts.
Surrounding neighborhoods and businesses are projected to add 17,000 housing units and 30,000 employees before 2024. This signals an
opportunity to expand Seattle Center from an occasional destination for special events to an attractive destination for daily use.
Neighboring residents and employees are seeking easy access to arts and cultural life, green refuge, public gathering and recreation
spaces, entertainment, and social nightlife.
Center House serves a global, intergenerational audience with a dynamic mix of interests, cultures and economic levels. In order to regain
its appeal and usefulness it requires significant improvement.
Low and middle income families are desperate for enrichment experiences that are often difficult to afford.
Seattle Center has insufficient marketing where people “often stumble into something brilliant” instead of hearing about it beforehand.
The programming desired by the public is reflected in the current and proposed offerings of Seattle Center Productions.
People are highly-satisfied with current public programs when they know about them and if they aren’t deterred by the facilities or
environment.
The public consistently asks for an expansion of public programming especially in the areas of outdoor concerts and farmers markets.
Seattle Center Productions needs to adopt clearly defined goals and implement related program assessment and evaluation to ensure
continued relevancy.
The value and impact of Seattle Center public programming justify greater investment toward serving public need.
Appendixes
29
APPENDIX VI — SCP ADVISORY COMMITTEE &
STRATEGIC PLAN CONTACT INFORMATION
The following Seattle Center Productions Advisory Committee members were responsible for guiding and
finalizing the creation of the strategic plan.
Tom Bartlett, Chair – Community Volunteer, Global Corporate Citizenship Site Leader, The Boeing Co.
Angela Robar, Vice-Chair – Marketing Consultant, Extra Mile Marketing
Hanna Benn – Music Student, Cornish College of the Arts
Kari Cassidy-Diercks – COO, Spacecraft Clothing
Ron Chew – Community Volunteer & Former Executive Director, Wing Luke Asian Museum
Lisa Escobar – Principal, The Center School
Mickey Fearn – Deputy Director, U.S. National Park Service
Anil Singh-Molares – CEO, EchoMundi, LLC
Lois Rathvon – Community Volunteer & Former Chair, Cornish College of the Arts Dance Department
Lisa Verhovek – Community Relations Manager, Bill & Melinda Gates Foundation
Arielle Washington – High School Student, Mayor’s Youth Council
Mary Wideman-Williams – Chief Operating Officer, Seattle Center
John Merner – Director, Seattle Center Productions
JulieAnn Clifton – Production Manager, Seattle Center Productions
Julia Colson – Arts & Community Programs Manager, Seattle Center Productions
Steve Sneed – Cultural Programs Manager, Seattle Center Productions
Lori Melendy – Administrative Staff Assistant, Seattle Center Productions
For more information regarding Seattle Center Productions or the strategic plan please contact:
Robert Nellams
Director - Seattle Center
(206) 684-7330
[email protected]
www.seattlecenter.com
30
Appendixes
John Merner
Director - Seattle Center Productions
(206) 684-7124
[email protected]
Seattle Center Productions
(206) 684-7124
www.seattlecenter.com