But my recent travels have brought me into contact with
two communities, in very different parts of the State, each of which are
remarkable in terms of what they offer from a cultural perspective (or don’t),
and more importantly, how they view the role of art and culture in their community’s
future.
The first community, which I shall call “A,” has for
years suffered from the manufacturing flight of the past couple of
generations. Hundreds of thousands of
square feet of former factory/mill real estate has lain empty for a long time,
and several attempts to “bootstrap” an economy have met largely with mediocre
(if that!) success. Community “A” has
not, however given up. In the past few
years they have converted some of the space into a community health center, and
looked at what other communities have done that have resulted in new
public/private investment.
It seems to be working.
Last week I attended a public opening at a new (re)development in the
heart of the downtown, and it was clear to me that the town and the developer
of the property had their priorities squarely in the right place. As Mayor Richard Riley of Charleston SC
famously said, “If you want to build public value in a community, give the best
parts of the community to the public!”
This community, this developer took the centerpiece of the property and
turned it into an open gallery/community use space, taking advantage of the
nearly perfect lighting that the clerestory windows drew from outside. They had invested time and energy into
selecting works of art that both captivated the viewer and reflected back the
town’s new-found energy and commitment to its future.
Community A still has a long way to go. But they now have a significant cultural
entity with which to draw visitors, to attract workers and their families, to
attract entrepreneurs, and to attract additional investment. The positive energy was palpable, and the
community’s sense of pride and achievement is well-deserved. [And I should also add, the next town over
also recently installed a new art center so now each community can build on the
strengths of the other as they look to bring people into Vermont!]
Contrast this with my encounter in community “B.” This town has a storied history, wonderful
cultural entities who have been serving as the primary draw for visitors and
residents for well over a century. Their
cultural assets include several buildings (museum, library, performing arts facility,
and theater), and a school with a strong national reputation for educating
well-rounded, culturally aware students.
There is a thriving population of artists and craftspeople whose work is
visible in many locations throughout the community and whose combined interests
support multiple arts and community festivals etc.
The difference between community A and B is the level of
engagement by their respective elected or appointed community leaders. Community A’s leaders, especially the
business leaders, are totally behind the new efforts to establish use this new
arts facility as a calling card, a beacon of light to attract new life-blood to
the community. Community B’s leaders
seem content to quietly ignore the considerable cultural assets in their
midst. On a recent trip there I stopped
by community B’s visitor center, having previously attended many meetings there
to discuss how to kick-start their “creative economy,” only to find that the
visitor’s center had been moved at least three miles out of town, past “the
strip” and its large contingency of car dealerships, fast food restaurants, and
mall shops.
What visitor to community B is going to want to find his/her way three miles out of town and then turn back again?
The point here is simply one of perception. Community A perceives this new art venue as a
draw, as a catalyst that will help turn their town around psychologically and,
eventually, economically. People in
community A have committed themselves to the arts, and placed one of the most
valuable new pieces of real estate in the hands of curators and artists to
carry their community spirit forward.
Community B perceives the arts as something very
different. Perhaps the community leaders
have grown up with these incredible assets and their stately familiarity is
simply not something they see much value in.
Lucky for community B, the people who manage, who perform in, who visit,
or otherwise attend these cultural entities are loyal and committed to the work
that is presented. They carry on despite
their local community’s leaders’ apparent neglect.
This is a pity.
Community B will have a much more difficult time, despite its
significant cultural advantages, in attracting new audiences, new visitors, new
investment, and new blood than community A.
It’s an interesting contrast.
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