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Attachment 4 - SVC White Paper Business of Arts and CultureTHE BUSINESSOF ARTS AND CULTURE PAID SUPPLEMENT | MAY 202121SVCREATES ATTACHMENT 4 “We are not in Kansas anymore, and never were.” _Connie Martinez, CEO, SVCreates New Ballet Company Alumus Dancer Kylie Toy 2 SVCreates Board of Directors: Tamara Alvarado, Program Officer of Local Grantmaking, The David and Lucile Packard Foundation Teresa Alvarado, Former Chief of Local Impact for SPUR Maryles Casto, Founder and Former CEO, Casto Travel Roy Hirabayashi, Co-Founder, San Jose Taiko Janice Fry, Former VP Executive Development, Sun Microsystems Marshall Jones, VP Regional Sales, Prestige Jennifer Hull, Nonprofit Management James LaCamp, VP Finance, Coupa Software Matt Ogawa, Human Resources, Facebook Barry Posner, Accolti Endowed Professor of Leadership, Leavey School of Business at SCU Joshua Russell, Director of Marketing and Public Relations, Evergreen Valley College Sheena Vaidyanathan, Public School Teacher, Los Altos School District Mark Waxman, Chief Marketing Officer, CBIZ Silicon Valley Braintrust: Kerry Adams Hapner, Director, Office of Cultural Affairs, City of San Jose Hector Armienta, Founder and Director, Opera Cultura Gina D. Dalma, EVP, Community Action, Policy and Strategy, Silicon Valley Community Foundation Khori Dastoor, General Director, Opera San Jose Erin Fogg, Founder and Principal, Spoke Consulting Daniel Garcia, SVCreates Cultivator and Founder of Content Magazine Karen Kienzle, Director, Palo Alto Art Center Chike Nwoffiah, Founding Director, Silicon Valley African Film Festival Mauricio Palma, Director Strategic Initiatives, Silicon Valley Community Foundation Joshua Russell, Director of Marketing and Public Relations, Evergreen Valley College Usha Srinivasan, CEO and Co-Founder, Mosaic America Research: Creative Community Builders (CCB) Americans for the Arts Joint Venture Silicon Valley Californians for the Arts Please visit svcreates.org for full list of resources and data. Thank you to the SVCreates Board, SVBrain- trust, Erin Fogg of Spoke Consulting, Daniel Garcia and Alexandra Urbanowski at SVCreates. All materials in “The Business of Arts and Culture” are protected by United States copyright law and may not be reproduced, distributed, transmitted, displayed, published, broadcast, or modified in any way without the prior written consent of SVCreates, or in the case of third party materials, the owner of that content. You may not alter or remove any trademark, copyright or other notice from copies of this content. For further information, or to participate in the production or distribution, please contact us at Admin@svcreastes.org. The essence of Silicon Valley informs our unique arts and cultural ecosystem. Setting the stage Silicon Valley is a relatively young and highly educated region that attracts people from around the world. Our entrepreneurial, risk tak- ing, startup culture fueled the emer- gence of a global center of technology and innovation at record speed — a feat for which we have become world renowned. And in doing so, we also created a broadly diverse “culture of churn” and unprecedented wealth that is, in many cases, only loosely tied to our local community. Silicon Valley wealth is largely “new money” and resides with our technol- ogy elite, not the social elite who his- torically funded the arts. Just like our companies, Silicon Valley philanthro- py leans global and is often driven by a desire to change the world. And, for many in our “valley of immigrants,” connection to this place remains a bit illusive. As a result, there is a deep chasm between the capacity and propen-sity to fund arts and culture. We believe engagement and invest- ment in our arts ecosystem requires a nuanced understanding of our region’s unique and beautiful com- plexity and the value of the arts in overcoming our civic challenges. This publication will help you understand who we are as a cultural sector and what we bring to this special commu- nity, it will shed light on the particu- lar challenges we face and how we are confronting them. Most importantly, it will help you understand your es- sential role in sustaining the business of the arts. It is worth noting that our research for this project was underway before COVID-19 hit the arts sector particu- larly hard. You will see that we have added pandemic texture and insights to each section, but, as is true for most other sectors, we have yet to fully realize the long-term impact of 2020’s concurrent crises on the arts. Before we invite you to dig in, let’s pause for a moment of reflection. Imagine navigating a global pan-demic, a racial reckoning, home schooling, and the social and eco-nomic complexities of this world without access to music, film, po-etry, performances, visual arts, cultural events and festivals. Hard to imagine? We agree. And we rest our case. Warm regards, Connie Martinez, CEO, SVCREATES 2021 | THE BUSINESS OF ARTS AND CULTURE setting the stage 3 Hierarchical Leadership Prominent Structures Observing Art Centralized Power Highly Capitalized Social Elitism Status Excellence Entrepreneurial Leadership Decentralized Creative Spaces Creative Expression People Power Scrappy Great Inclusivity Cultural Identity Relevance From 20th Century Industrial Economy To 21st Century Creative Economy Silicon Valley Arts & Culture early adopter of the 21st Century Who we are 4 South Bay Hooper Caroline Kim WhoWEAre Silicon Valley’s cultural ecosystem is a vast, organic network of hundreds of small- to mid-sized multidisciplinary arts and cul- tural organizations and thousands of artists, creative entrepre- neurs, volunteers and individual participants. Much like the Web, Silicon Valley’s arts ecosystem is invisible unless you use it as an arts consumer or producer, or both — and your experience and understanding of the arts is contained almost entirely to the “sliver” of the ecosystem that you experience directly. This is not the case in most comparable US regions, where decades of cultural policies and investments have favored large “legacy” organizations, cultural facilities and donor events that are predominantly white and highly visible. Silicon Valley has never been a traditional marketplace for the arts and has little history of well-funded, euro-centric arts organizations. In fact, ours is the only compara- ble city-region whose community of arts organizations with budgets over $5M contracted between 2010 and 2020 (as San Jose Rep, American Musical Theater and San Jose Ballet closed). Just as these mid-sized euro-centric arts institu- tions were shuttered, 501c3 start-ups and culturally specific arts organizations grew by 60%, funded by “family and friends” and fueled by volunteers. During this same time, local public investment in the arts grew faster than inflation, population growth and national averages for public support, primarily driven by a surge in arts funding by the City of San Jose. Demographic shifts and technology innovations are the key disrupters to the sector as culturally specific demand grows and digital culture changes an individuals’ relationship with the arts. Silicon Valley felt the impact of these disruptors ahead of other US regions because our innovation economy attracted the global talent that created the technology platforms for digital culture and changing demograph- ics shifted priorities and the consumption of the arts. These disruptors were less about quality and more about relevance, as audiences began curating their own, and often culturally specific, experiences. As international immigration has propelled our population growth, our arts and culture sector has grown to align with our demographics and cultural identity. A decade of growth, coupled with our entrepreneurial and engineering culture, fueled culturally specific art start-ups. At the same time, growth in funding for “technology centric” cultur- al institutions outpaced our national peers by a factor of 5 and expenditures by organizations focused on western art forms contracted by 50%. San Jose Has Very Few Large Cultural Institutions Compared to Other Cities San Jose Austin San Diego San Francisco Miami Number of organizations over $5M 3 11 12 1512 Portland 31 Silicon Valley NonProfit Arts Lean Small Only 8% have budgets over $500k 67% 17% 3%5% 7% Under $50K $50K-$200K $200K-$500K $500K-$1.5M Over $1.5M Total number of organizations in 2019 = 1,063 52021 | THE BUSINESS OF ARTS AND CULTURE Who we Are Source: CCB 2019 Study Rate of New Arts Organizations Reflect Silicon Valley’s Start-Up Culture 2015-191975-79 1980-84 1985-89 1990-94 1995-99 2000-04 2005-09 2010-14 We are a Valley of diverse voices and many cultures KEY INsights Organizational budget growth does not always equal resilience Unlike other US city-regions, Silicon Valley’s cultural sector nearly matches the demo- graphics of the region The vibrancy of our cultural sector depends on relevance & diversity, not size of institutions Our cultural sector mirrors our start-up DNA and leans “market” NONProfit Arts Leader - Usha Srinivasan, Mosaic America Local Artist - Harumo Sato A recent immigrant from India, Usha Srinivasan arrived in Silicon Valley in 1995 to attend Stanford. After earning her MBA she settled into a career in high tech. Becoming a mother forced her to reckon with issues of identity and belonging in her new homeland. She was struck by the lack of social integration between culturally distinct groups in Silicon Valley — a consequence of rapid demographic shifts as the valley transformed from an agricultural center to a glob- al high-tech hub. Raised in a highly multicultural en- vironment in India, she knew first hand the power of culturally-rooted arts to build bridges. She founded Sangam Arts (now Mosaic America) in 2013 — a presenting platform for multicul- tural arts. In 2016, she was joined by Priya Das and together they launched Mosaic — a unique and innovative grassroots movement for cultivating belonging through inter-cultur- al and co-created art. Mo- saic programming has featured artists from over 35 cultures, collaborated with over 40 partner organizations and reached more than 25,000 in six Bay Area cities. Harumo Sato’s art exudes joy, col- or, and wonder. The characters she draws could be your “spirit friend” and the magic of her life story is pres- ent in her work — a fantastic journey of spiritual crisis, impossible heal- ing, and happy discovery. Soon after Harumo moved to Mountain View, a friend brought her to South First Fridays Art Walk in downtown San Jose. She met local artists and creatives and was overjoyed to find like-minded think- ers and makers. Harumo gained local and national recognition by sell- ing art at fairs and festivals and in 2018, she landed a series of shows through Art Attack San Francisco and paint- ed a mural at Dac Phuc restaurant during POW! WOW! San Jose. In 2019, she produced murals for Facebook and Target and is now hoping to cre- ate art for hospitals, rehabilitation clinics, and hospice centers—to culti- vate joy for those most in need. “Art really changed my life. It saved me—really cured me. So I want to en- hance positivity and make people happy. I want to draw a peaceful world.” An Ecosystem of Many Voices and Talents There are thousands of stories like Usha’s, Harumo’s, Jimmy’s, and the Xochitl project that breathe life into our ecosystem. 30 37 28 49 70 102 128 212 307 THE BUSINESS OF ARTS AND CULTURE | 2021 Who we are 6 Source: CCB 2019 Study The number of 501c3 arts organizations grew from 659 in 2008 to 1063 in 2019. In Silicon Valley, about 60% of 501c3 arts and culture funding comes from consumers of culture, not funders. That’s higher than comparable regions in the US. While the financial value of the cultural sector remained relatively constant over the past decade, overall funding shifted from euro-centric arts organizations to technology-centric cultural institutions such as The Tech Interactive and the Computer History Museum. An Evolving Marketplace for Arts and Culture Creative Entrepreneur - Jimmy Fonseca Raised in East San Jose, Jimmy Fon- seca remembers experimenting with graffiti as his gateway into art. Today he is an artist and muralist on a mis- sion to spread his floral aesthetic, by creating blooming flowers with a mixture of spray paint and acryl- ics rendered in lush, expressionist tones. With a degree in graphic design, Jimmy works for a print shop and pursues his art business after hours. He currently does commissions, has several mu- rals he has paint- ed around town and hopes for international proj- ects. He has been a featured artist at SoFA Street Fair and has artist resi- dency at Local Color. “I get inspired by flowers that I see on walks in my neighborhood. It’s something I like to go back to and experiment with. It’s an organic thing, so it’s not very structured. Flowers have contour, shading, lines that can be played with no right or wrong way. The first time I tried spray painting a rose, it came out cool, so I wanted to do it again, to the point that it became kind of an obsession.” Off-the-Grid - Xóchitl - Folklorico Dance In the 1990s, former teacher Roslia Novotny established Xóchitl, a folk- lorico dance group that became very popular with students and their fami- lies at Lincoln High School in San Jose. Megan McAlister and Sam Cortez expanded this community gem and brought a cross-cultural perspective to Xóchitl that reflects the beautiful diversity of Silicon Valley. Me- gan was born and raised in San Jose and brings a lifelong love of ballet and tap to Xóchitl and Sam brings his folklorico talent and experience af- ter studying dance at University of Co- lima in Mexico and now directing Los Lupeños and Los Lupeños Juvenil in San Jose. These leaders are growing the community’s energy and passion for dance and showcasing new dance routines from different regions. During COVID, the group stayed together through Xóchitl online cultural class. “My early journey with folklorico began at a young age by sneaking into my sister’s practices,” said Sam. “I hope Megan and I can help all of our kids carry the joy and creativity of dance into their community and their futures.” Dancer: Mariajose Garcia Morones, Xóchitl dancer class of 2020 0 125 50 25 75 100 Culturally specific organizations grew by 57%, dominated by Asian groups The arts and culture sector evolved between 2008 and 2019 bringing it closer to the relative percentage of those populations across the region, as demonstrated by number of organizations. 2008 (n=274) 2019 (n=431)Western EuropeanEast Asian + PacificSouth AsianLatin American + CaribbeanEastern European/RussianReligiousLGBTQ+Black or African AmericaSub-Saharan AfricanMIddle Eastern + Norht AfricanAsianSource: CCB 2019 Study 2021 | THE BUSINESS OF ARTS AND CULTURE 7 Who we Are Arts improve the health and well-being of our community and the individuals who live here. There is extensive scientific evidence that the arts improve our physical and mental health, increase civic engage- ment, nurture social cohesion, im- prove child welfare and lower poverty rates. Americans for the Arts recently reported that the arts result in a 66% improvement in individuals experi- encing depression, 50% improvement in anxiety symptoms, and an 83% decrease of stress. About 50% of US healthcare institutions use arts pro- gramming for patients, families, and staff to reduce hospital stays, manage pain and decrease dependency on medication. Arts contribute to our economy. Americans for the Arts found that nonprofit arts generate $166.3 billion in econom- ic activity, 4.6 million jobs and $27.5 billion in government revenue annu- ally. Locally, the arts generated about $250M in economic activity, created 4,000 jobs, and audiences of more than 4 million people. Music and artis- tic performances and exhibitions are important drivers of bar and restau- rant revenue and other small business services and are attractive to a cre- ative workforce as they choose where they want to live. Arts enhance creativity and academic perfor- mance. Research shows that students engaged in the arts perform better academically regardless of socio-eco- nomic status and that for every $1 spent on after-school programs a community saves $9 on other public expenditures. Nobel laureates in the sciences are 17 times more likely to be actively engaged in the arts than other scientists. Creativity is among the top five applied skills sought by business leaders and 91% of Americans believe that arts are part of a well-rounded K-12 education. Arts foster environmental stewardship. Two national studies conducted by the Knight Foundation found that the arts deepen a person’s attachment to the place. Stewardship of our local envi- ronment and its relationship to cli- mate change, environmental justice and sustainability is fueled by our knowledge of our environment and caring for the place we call home. Arts drive social change. Most major move- ments or societal shifts throughout history have been driven, advanced, revealed, or envisioned by artists. From murals of George Floyd to the spoken word of Youth Poet Laure-ate Amanda Gorman, the arts en-lighten, provoke and inspire. There is a reason dictators and authoritarian leaders fear the arts and its power to inspire a change of mind and spirit. As German Playwright Bertolt Brecht once said, “Art is not a mirror held up to society but a hammer with which to shape it.” Arts are the key to a more just, soulful, and livable Silicon Valley. They bring joy, beauty and healing to our lives. They drive economic and social activity. They attach people to place and to each other, fuel creativity and learning, and foster social justice and truth making. Why Art Matters Artist Francisco Ramirez THE BUSINESS OF ARTS AND CULTURE | 2021 Why Art Matters 8 Artists are influencers and raise the voices and images of social change KEY INsights The arts reveal a region’s character, its priorities and commitment to place Participation in arts programs is a game-changer for kids, families and communities The arts activate public spaces, fuel small businesses and help attract a creative workforce The arts are the enablers of community building, place making and cross-cultural understanding $27.5B Nationally, the nonprofit arts industry generated $27.5 bil-lion in government revenue. 4.6M The cultural sector creates 4.6M jobs across the nation. $166B Nonprofit arts and culture is a $166B driver of our national economy. $102B The cultural sector generated $102B in local spending across the U.S. 7.4% Arts and culture represent 7.4% of California’s GDP. The Arts Mean Business more likely to be recognized for academic achievement 4X3X more likely to win an award for school attendance MOre LIKELY TO GRADUATE COLLEGE 2X Students who participate in arts are: more likely to participate in a math and science fair 4X Source: Americans for the Arts Sources: Americans for the Arts and Californians for the Arts San Jose Jazz High School All Stars LESS LIKELY TO DROP OUT 5X 2021 | THE BUSINESS OF ARTS AND CULTURE Why Art Matters 9 Silicon Valley’s success is also its weak- ness when it comes to sustaining its arts ecosystem KEY INsights COVID-19 exposed the sector’s vulnerability and the need to increase economic security, equity and dignity for all workers The pandemic made access to the arts less equitable Government investment is critical to the arts role in placemaking, community- building and access to programs The lack of local philanthropy highlights the importance of government investment in the arts COVID Hit the Sector Hard Rina Chang, San Jose Taiko Pianist/composer Kris Bowers National unemployment rate for arts workers soared to 21.7% in July 2020. The cultural sector lost 60% of its revenue in March 2020 as gatherings halted and people sheltered-in-place. National economic loss of nearly $16B in the cultural sector as of March 2021 due to COVID-19. California creative workers made up 59% of unemployed population through July 2020. THE BUSINESS OF ARTS AND CULTURE | 2021 An Uphill Climb 10 16% Top 16% of households hold 81% of regional wealth. $50k Average annual income for a culture sector worker in Silicon Valley is less than $50k. 90% 90% of Silicon Valley philanthropy leaves the region. $1.2M The median price of a home in Silicon Valley is $1.2M. 2x Silicon Valley’s income divide grew twice as fast as California and the nation. FEELING THE SQUEEZEAnUphillClimb Rising real estate costs make finding and keeping spaces difficult and often out of reach for housing culture workers, recruiting and retaining artistic talent, and sustaining the busi- ness of the arts. Many of these challenges are the same challenges facing others, but talent is the cornerstone of the industry and space is the “delivery” mecha- nism. The sector cannot operate without both of them. These economic pressures also drive up the cost of business services for artists and small- to mid-sized organizations as they struggle to make their art in a high-cost region. The ecosystem’s capacity to run their “community serving” small businesses depends on access to affordable business support and expertise outside of their “creative” skill sets. Despite our tremendous wealth, raising money for the arts is very difficult because Silicon Valley immigrants, engineers, and entrepreneurs “lean into” DIY activities and use their philanthropic strength to support global causes, disaster relief, and science and technology. And as Silicon Valley became more broadly diverse, philanthropic investment in the arts became more dispersed and in alignment with a wide range of cultural priorities. If audiences can’t come together, arts organizations lose the opportunity to engage them as patrons and donors. Silicon Valley’s suburban development pattern and transportation challenges also dilute energy and make bringing audiences and donors together difficult. COVID-19 eliminated the art sector’s ability to bring people together, further undermining its small business model of serving “paying customers” and bridging the gap with donations. The sector quickly pivoted to online content and experiences, which helped them stay connected with audiences, donors and students, but did not pay the bills and at a time that philanthropy rallied around emergency funding for “basic needs.” Silicon Valley is a challenging place to live and work if your livelihood is not connected to our extraordinarily successful technology industries, success that has driven up housing costs, strained transportation systems, and widened the income gap. Higher Fire Artist Chelsea Stewart Sources: Joint Venture Silicon Valley, The Giving Code and Americans for the Arts 2021 | THE BUSINESS OF ARTS AND CULTURE 11 An Uphill Climb Facing Our Challenges SVCreates is committed to a series of regional initiatives to build a better community through the arts. These initiatives respond to the financial realities of Silicon Valley and address the challenges of funding, spaces, and business services. They embrace its quirky, entrepreneurial, and start-up culture. And they address the needs of a broadly diverse arts ecosystem that leans small and culturally specific. A Web of Support ArtsWeb is a network of shared services and peer-to-peer support for artists, arts leaders, and arts organizations. A software platform helps connect individual art-ists and arts organizations with customized busi-ness services and offers the support of an Arts Busi-ness Navigator and a cohort of peers. ArtsWeb is designed to make the “business of the arts’’ more affordable and accessible for artists and smaller culturally specific arts organizations. It is being de-signed and prototyped in Santa Clara and Alameda counties in partnership with Community Vision and with funding from Kenneth Rainin Foundation. A Network of Shared Spaces Creative Spaces Collaborative is a network of or-ganizations that are creating affordable and col-laborative social purpose real estate options for our creative community. As part of this initiative, SVCreates is partnering with Urban Community to provide shared spaces for seven arts organizations and creative entrepre-neurs in San Jose’s SoFA district, and with the City of San Jose and Shea Properties to build a creative cen-ter in Japantown for San Jose Taiko and 3-4 smaller arts organizations. Like-minded organization Local Color provides shared spaces for artists in San Jose’s SoFA and Di-ridon districts. School of Arts and Culture at Mex-ican Heritage Plaza provides performance space for over 30 culturally specific arts organizations. And CreaTV San Jose is leading the development of a multi-use, technology enabled space on Sec- ond Street in downtown San Jose with a focus on collaboration, creativity, and civic engagement that will house six to eight arts organizations and be available for community use. As the Val- ley begins to reopen post-pandemic, the Creative Spaces Collaborative will learn from each other and continue to steward shared space solutions. A Marketplace for Arts Education ArtsEdConnect is a scalable technology platform that connects teachers and school districts to arts education offered by local artists and arts orga-nizations and provides funding to support their work together. ArtsEdConnect is designed to bridge the arts and creativity gap in Silicon Valley schools and bring joy, learning and skill building to children without equitable access to the arts. In partnership with Santa Clara County Office of Education and with funding from Charmaine Warmenhoven and the County of Santa Clara, nearly 10,000 children are benefitting from having access to arts and creativ- ity each year through ArtsEdConnect, and that number can grow with more resources for unmet demand, especially in Title I schools serving high- need children and families. A StoryTelling Platform Under the artistic direction of founder Daniel Garcia, Content Magazine is the voice of our cre-ative culture heard through its hyper local maga-zine, podcasts and social media. The Content platform works with local artists in its production and embraces beauty, story, and the soul of Silicon Valley’s creative culture. It inspires our region with local artist profiles, insights, and advocacy for the arts. The platform is designed to rise above the churn of Silicon Valley, give voice and access to artists and sector leadership and fos- ter community engagement, pride and understand- ing of the sector. A Coalition of Advocates Advocacy for good public policy and funding for the arts is getting stronger as leaders are forming coalitions to address issues ranging from a devel-opment’s % for a public art to affordable housing to public and private funding of the arts and ev-erything in between. The challenges of a global pandemic have fueled a sense of urgency, accelerated efforts already under- way, and brought kindred spirits together. Change takes time, but it begins by working together on ac- tionable strategies that lift up the sector. Arts advo- cates from SVCreates, Americans for the Arts, Cali- fornians for the Arts, American Leadership Forum Silicon Valley, San Jose Arts Advocates, Arts Com- missions, and San Jose’s Office of Cultural Affairs are actively working together to face the challenges of the sector. SVCreates’ SVCultural Fund and SVCreative Corps are local campaigns to increase institutional fund- ing of nonprofit arts operations, leverage local, state and federal recovery funding, unleash local giving and put artists to work on creative projects and programs of benefit to the community. THE BUSINESS OF ARTS AND CULTURE | 2021 Facing our Challenges 12 Polaroid Photographer Jay Aguilar2021 | THE BUSINESS OF ARTS AND CULTURE Facing Our Challenges 13 Looking Forward Above: Sculptor Oleg LobykinPhotography by Sannie Celeridad As with most of the world, Silicon Valley’s arts and culture sector did not plan for a global pandemic. But the sector can plan for this moment of reopening and recovery by strengthening its relationship to community and leveraging emerging trends. THE QUEST FOR SOCIAL JUSTICE HAS MOMENTUM.The arts have a voice and a following. A voice to challenge our thinking and spotlight inequi-ty, and a following that listens and engages. The arts are a strong community partner for sustain-ing positive momentum and creating a paradigm shift worthy of all our support. HEALTH IS TOP OF MIND. The pandemic exposed our mental and phys-ical fragility, fueled community trauma, shed light on environmental insecurity, and sur-faced every other health risk hidden between the cracks of society. The arts are poised to play an essential role in our communi-ty’s healing, deliver trusted health messag-es, and help navigate our future informed by these vulnerabilities and the healing power of the arts. “ROARING TWENTIES” MAY LIE AHEAD. As our federal, state and local governments in-vest heavily in a safe reopening and as pent-up demand for gatherings and economic activity soars, arts and culture can activate small busi-ness, create a sense of belonging, and safely meet the demand for human interaction. VIRTUAL ENGAGEMENT IS HERE TO STAY. The sector learned a lot about digital content and technology platforms during COVID. As we reopen safely and reconnect with each other in person, we will also use our new knowledge to engage others virtually to augment our offerings, deepen our relationships, and expand our reach. COALITIONS MATTER. The sector is stronger together and has the pow-er to demonstrate unprecedented cooperation by crossing the boundaries of possibility for funding, policy, and justice, and centering cul-tural and racial equity in our collective efforts. Looking Forward 14 Steve WOZniak Apple Inc., Cofounder “Every child in Silicon Valley deserves the joy, learning and discovery that comes from participating in arts and culture.” “The arts is a driving force behind healing in our communities. Artists challenge our thinking, speak truth to power and change hearts and minds. We need to invest in artists and organizations that champion the arts as they can be powerful agents of social change and racial justice.” Nicole Taylor President & CEO, Silicon Valley Community Foundation CIndy Chavez Santa Clara County Supervisor, District 2 “The arts are essential to the health and well-being of our entire community. The arts nurture our souls, unleash our creativity, and deepen our attachment to our community and to each other.” A Call To Action GOVERNMENT leaders can adopt public policies that strengthen a more equitable and accessible cultur- al sector, champion arts funding equal to the economic, social and community benefit of arts, and use their public platform to deepen community understanding of the val- ue of cultural workers and the cultural sector. BUSINESS AND INDUSTRY leaders can invest money, technology and know-how in the cultural sector, engage artists in their work and the creation of spaces, and encourage other corporate investment in the arts through peer-to-peer recruitment, articulating the busi- ness case for the arts and modeling engagement. FOUNDATION leaders can invest in the cultural sec- tor, inspire and influence others to invest, and use their philanthropic platform to increase donor understanding of the sector while amplifying its value and visibility. GRASSROOTS leaders can advocate for good public policy, engage in community coalitions and strategies that lift up the arts, and be knowledgeable ambassadors for the arts. ARTS AND CULTURE leaders can band together to advocate for good public policy and fair treatment of artists and cultural workers, build bridges across sectors by engaging in our community outside of the arts, and nurture and grow donor relationships. INDIVIDUALS can donate, engage, lead, participate and enjoy the arts! svcreates.org 2021 | THE BUSINESS OF ARTS AND CULTURE A Call to Action 15 THE BUSINESS OF ARTS AND CULTURE | 2021 SVCREATES | 310 S. First St. | San Jose, CA 95113 www.svcreates.org Cover Image, “HERE & THERE” Mural by Sam Rodriguez Location Eighth St. and Empire, Kiem Service Laundromat San Jose. A big thank you to the David & Lucile Packard Foundation, San Jose Office of Cultural Affairs and the Silicon Valley Community Foundation for funding our research work.