Louisville………………………………………5 Education……………………………………..8 Minerva………………………………………..11 Artists…………………………………………..14 Jackson…………………………………………16 Tourism………………………………………..19 Alliance…………………………………………21 Public Art………………………………………24 Massillon…………………………………..….26 Innovation…………………………………....29

Addendum Members of Our Task Forces…………..32

20/20 Vision Executive Summary

THE PLANS - A year ago we “blasted off” 20/20 Vision --- the ten year plan for arts and economic development. On March 20, 2012 we unveil the first ten plans. There are five community plans, and five county-wide plans. All are ten year plans, except for Innovation, which was meant to be a five year plan. The plans are, in the order they were presented at the unveiling: 1. Louisville 2. Education 3. Minerva 4. Artists 5. Jackson 6. Tourism 7. Alliance 8. Public Art 9. Massillon 10. Innovation

HIGHLIGHTS: When 20/20 Vision is completed we will have: • Three blocks of historic buildings in downtown Louisville fully-occupied with cultural spaces, offices, and specialty retail. • Arts and academics integrated in the majority of our school systems with test scores “going through the roof.” • More than 75,000 tourists coming to experience the “The Main Crossing” project in Alliance. • The historic “Market Street” project in downtown Minerva 95% filled with cultural spaces, offices, and shops. • “The Eleven” - a monumental series of public art works celebrating the eleven greatest moments in professional football. • A county wide Public Art Program with more than 350 new pieces of public art. • The “town center” in Jackson transformed into an ongoing celebration of Jackson history. • The “Do the Loop” marketing partnership between Hall of Fame, McKinley Museum, First Ladies, Classic Car, and the Cultural Center/Arts District attracting 150,000 visitors a year. • Stark County artists recognized for their public art commissions in cities across the nation. • More than 50,000 visitors experiencing the attractions of the “Focus Area” in downtown Massillon. • And, finally, a Stark County that is recognized nationally as one of the 10 most innovative places in America.

We invite you to read on and see how we’re going to do it.

THE PROCESS – Bob Timken chaired the 20/20 Vision planning process to create a 10 year plan for arts and economic development for Stark County. There are 12 Task Forces and a Steering Committee. (There is a chart on the following pages.) The 20/20 Vision planning process was funded by Stark Community Foundation and ArtsinStark. The Steering Committee, which reviewed the first ten plans coming from our Task Forces, was made up of the following people.

Name Notes 1 Belden, Tim Saxton Gallery 2 Bishop, Paul HP Products 3 Creighton, Janet County Commissioner 4 DeHoff, Linda DeHoff Realtors 5 Deuble,Max Deuble Foundation 6 Haines, Vicki Aultman 7 Halter, Joe Solmet 8 Hoover, Chuck Hoover Foundation 9 Lancaster, Judy Lawyer 10 Samolczyk, Mark Community Foundation 11 Schulman, Allen Community Leader 12 Swaldo, Ted Gervasi Vineyard 14 Timken, Bob Chair 13 Timken, Jane Community Leader

THE PLANS BEING RELEASED NOW - We have twelve 20/20 Vision Task Forces that started their work one year ago. Ten of their plans are in this document. Because of the complexity involved, we will be releasing the plans for two Task Forces next fall. They are: 20/20 Vision Cultural Center, and 20/20 Vision Operating Grantees (the seven largest arts organizations in Stark County).

Ten Plans

20/20 Vision Louisville

THE PROCESS - Tom Strouble chaired a task force of nine community members. They met for almost a year to help ArtsinStark create a 10-year plan of history, art, and commercial projects that would transform three blocks along Main Street downtown into a thriving art, history, and commercial area.

THE TASK FORCE - was made up of the following people.

Lname Fname City Notes 1 Biery Lynne Louisville Community leader 2 Bishop Candee Louisville Community leader 3 Guidone Kathy Louisville Art teacher 4 Guiley Rick Louisville Lawyer, city council 5 Marshall Don Louisville Community Theatre 6 Meadows Rod Louisville Architect

7 Mickley Laurie Louisville Community leader 8 Pugh Todd Louisville Enviroscapes 9 Strouble Tom Louisville Chair

YEAR ONE – For the first twelve months we want to: 1) Set the boundaries of this development project as being along Main Street from Chapel to Walnut. 2) Find a partner for ArtsinStark that is interested in economic revitalization. 3) Create a list of Louisville historical moments to be celebrated. 4) Invite the public schools to begin an arts and academic integration program (SmArts). 5) Open one new arts/retail space in the historical buildings on the west end, and host one new festival event on Main Street. 6) Begin a series of public art projects.

THE PROCESS – We are putting together a 20/20 Vision Louisville Implementation Committee. The planning Task Force’s job was to envision the future. The Implementation Committee’s job is to be the “mountain movers” that get things done.

FOCUS AREA – Our focus is the area on Main Street from Chapel to Walnut. At one end is the Juilliard Arts Center offering classes and creative community programming. At the other end are two blocks of beautiful historical buildings where creative spaces of all kinds

can be established. In between is a large piece of open property where the Louisville Middle School used to be. In our plan it is called “Festival Park.” We hope to use it as a site for special events and public art exhibitions that honor Louisville’s rich history.

STRATEGY - We need to bring new, creative energy and financing to Louisville’s Main Street. We need to re-locate new businesses to the downtown. We need to take empty spaces and fill them with activity, and then to invite locals as well as visitors to come experience these four blocks of exciting businesses, specialty retail, and cultural activities.

20/20 Vision Louisville is a ten year plan for arts, history, and economic development, but we’re hoping we can achieve our goals much faster than that. When completed, we want to see a downtown: 1) That hosts an ongoing series of activities along Main Street and has become a kind of “celebrations central” for Louisville. 2) That has a new Library expansion and Community Center --- with space left for “Festival Park” to be part of it. 3) That is connected to a fully-integrated arts and academic programs at Louisville schools (K through 8) with an expanded Juilliard Arts Center functioning as a SmArts training site. 4) That features public art projects from Chapel to Walnut celebrating Louisville history. 5) And that can proudly show off a Main Street fully-occupied with cultural spaces, offices, and specialty retail.

20/20 Vision Louisville Planning Chart

Year One - first 12 months Notes Risk 1 Borders: Define 3 energy areas along Main Chapel to Walnut along Main Street Politics 2 History: Establish historic themes Ten interesting historical moments to celebrate None 3 Partner: Find ArtsinStark partner (s) City, Town, Rotary, Churches, Eagles Medium 4 Public Art: Begin public art series Goal: connecting Chapel St. to Walnut Small 5 Schools: Invite schools to integrate arts Create plan for arts integration Medium 6 Events: Support 1 new Main Street experience Build off of work Juilliard Arts Center doing Small 7 Subsidies: rent support new artist spaces Find good space. What artists are interested High 8 Publish Louisville cultural inventory Finish listing of orgs, and artists and craftsmen Small

Year Two - second 12 months Notes Risk 1 Planning: Develop Festival Park Plan Five Years of: events/public art installations Politics 2 Subsidies: rent support new cultural spaces Historic buildings, consider black box theatre High 3 Schools: start Smarts in one next grade Implement first year plan Medium 4 Events: Support new Main Street event Work on concept of music event Medium 5 Partners: Explore partnerships Schools, churches, clubs Politics 6 Public art: Sponsor photo projects Historic blow ups of Louisville history Low

Years Three thru Five - 36 months Notes Risk 1 Subsidies: rent support new artist spaces Artist apartments as well as shops (3 years) Medium 2 Events: Support new Main Street event Work on concept of family history fest Medium 3 Public Art: continue creative series On curbs, sidewalks, LED sculptures (3 years) Medium 4 Schools: Expand Smarts/host workshops Teacher workshops at Arts Center (3 years) High 5 PR: Devel0p "calendar"/marketing Plan Monthly view of A&E on Main (3 years) Medium 6 Relocation: Assemble list of A&E businesses Invite to move to "Main" (3 years) Politics 7 Housing: Design "downtown living" initiative Work with landlords to open spaces (3 years) Med

Years Six thru Nine - 48 months Notes Risk 1 Subsidies: rent support downtown living Apartments and lofts (4 years) High 2 Events: Support new Main Street event Musical tractor pull, Louisville moments, etc Medium 3 Schools: Expand Smarts to next 4 grades We are almost to high school (4 years) Medium 4 Public Art: host 8 more pieces Sculptures, Street Art, Lights (4 years) Low

Year Ten – 12 months Notes Risk 1 Install last 5 of 100 public art pieces on Main Festival Park has permanent installation Medium 2 Arts are integrated k-8 in Louisville schools Test scores are up High 3 Library expansion is done (Fest Park is part) Estimated community cost: $3.5 million High 3 Juilliard Expansion done Estimated community cost: $600,000 Medium 4 Main Street 95% occupied 1/3 cultural, 1/3 office, 1/3 spec retail High

20/20 Vision Education

THE CHALLENGE – Three years ago we started an experimental SmArts Program to prove we can supercharge learning in Stark County schools by integrating the arts and academics in the classrooms. To date the SmArts experiment has reached 15,000 students in 50 Stark County schools. In March 2012, we issued the final SmArts 3-year “Report Card” on this experiment based on the data collected from a 36-month reading experiment run in Massillon, Canton Local, and Jackson Local Schools. These were the results verified by the Stark Education Partnership:

1) Massillon City Schools: In year one, 4th grade SmArts writing scores jumped up 23%. In years two and three, Smarts students achieved a 100% passing rate in both reading and math.

2) Canton Local Schools: The number of SmArts students scoring at the highest levels in reading --- advanced or accelerated --- jumped from 25% to 48%.

3) Jackson Local Schools: For three years in a row, not only did SmArts students totally outperform control groups of their peers on reading tests but teachers now feel more empowered and students, more engaged.

THE PROCESS – We now have the local data and research to prove that arts integration will work in Stark County. So we asked Pamela Shaw to chair a task force of ten educators, art education specialists, and community leaders to figure out how ArtsinStark could design a 10- year plan for systematically integrating arts and academics in the 17 public schools systems --- and the private schools --- in Stark County.

THE TASK FORCE - was made up of the following people.

LastName Fname Notes 1 Boyer Lisa Education Director - Canton Symphony 2 Chaddock Joe Minerva Local Schools - Superintendent 3 Conley Vicki Building Healthy Communities 4 Craft Chris Massillon Museum 5 Haschak Cheryl Jackson Local Schools - former Superintendent. 6 Martino Gail Stark County Educational Service Center 7 Piccari Tom Principal, Arts Academy at Summit 8 Pieper John Retired Principal 9 Shaw Pamela Chair - Head of Canton Country Day School 10 Stegner Jamie Art Teacher - Lake Local Schools

YEAR ONE – For the first twelve months we want to: 1) Hire full-time Education Coordinator to run SmArts 2) Offer $750 Smarts mini-grants to any school and $2,500 up SmArts Partnership Grants to schools who are ready to start integrating arts and academics. 3) Turn the annual free family arts festival “ArtSplash” into a SmArts celebration. 4) Explore new teacher training models.

THE PHILOSOPHY – It’s time that music and math were taught together. It’s time that theatre and science were taught together. It’s even time to do the same for dance and reading. Arts integration is about changing attitudes and super charging the learning process. An added benefit is that arts integration prepares 21st century workers with all the skills employers are looking for today: great communication skills, problem-solving abilities, and people who can function as part of a team.

Most teachers do not have a lot of experience with the arts. Part of our job will be offering professional staff to work with teachers, to provide training workshops, and to convince university teaching programs to include arts integration classes in their curriculums.

STRATEGY - 20/20 Vision Education is a ten year plan. When completed, we will have: 1) Arts and academics integrated in at least five of our 17 public school systems, kindergarten through eighth grade. 2) Arts and academics partially integrated in another ten. 3) One of our universities will be training its teaching students how to integrate the arts into their future classrooms. 4) Arts integration will be happening at the pre-school level as well. 5) And, as a result, test scores will be “going through the roof.”

20/20 Vision Education Plan Chart

Year One - first 12 months Notes Risk 1 Staff: Hire full-time Education Coordinator Primary focus: SmArts and arts integration Small 2 Grants: Continue offering SmArts mini grants $750 grants to any school Small 3 Grants: Begin six SmArts partnership grants $2.5 - $5k grants to schools & Operating Grantees Medium 4 Events: "ArtSplash" is SmArts celebration Move to first weekend in March. Invite whole county Small 5 Early Childhood: explore partnership Work with: Artful Living and Early Childhood Center Small 6 Training: Explore teaching training models Prepare non-arts teachers for arts integration Small

Year Two - second 12 months Notes Risk 1 Staff: Teaching Artists: Develop core of 15 Visual, dance, theater, music, etc. Medium 2 Grants: Continue offering SmArts mini grants $750 grants to any school Small 3 Grants: Continue SmArts partnership grants $2.5 up grants - schools & Operating Grantees Small 4 Events: "ArtSplash" is SmArts celebration Offer take home SmArts learning kits for all visitors Small 5 Training: Current and future teachers Host sessions, explore University training program Medium 6 Awards: Honor innovative teachers Recognize best teachers of the year Medium

Years Three thru Five - 36 months Notes Risk 1 Grants: Continue offering SmArts mini grants $750 grants to any school (3 years) Small 2 Grants: Continue SmArts partnership grants $2.5 up grants - schools & Oper Grantees (3 years) Small 3 Events: "ArtSplash" is SmArts celebration Add high school competition element (3 years) Small 4 Events: Host workshops in downtown spaces Connect SmArts energy to downtown revitalization Medium 5 Training: Explore using Country Day School As lab for teacher workshops and SmArts initiatives Medium

Years Six thru Nine - 48 months Notes Risk 1 Grants: Continue offering SmArts mini grants $750 grants to any school (4 years) Small 2 Grants: Continue SmArts partnership grants $2.5 up grants - schools & Oper Grantees (4 years) Small 3 Events: "ArtSplash" is SmArts celebration Divide into regular and pre-school activities (4 years) Small 4 Products: Create SmArts kit for parents Materials, videos, tutorials, online help (4 years) High 5 Training: Expand teacher workshops Three a year: Offer training and credits Medium 6 Training: Explore univer teaching programs Offer arts integration as teaching tool High

Year Ten - 12 months Notes Risk 1 5 of 17 pub schools systems arts integrated K- 8 and maybe beyond High 2 10 other public or private partially integrated SmArts mini-grants support this Medium 3 One of our universities has training program Future teachers being trained in arts integration High 4 Early childhood and regular connected Using arts integration at all levels Medium 5 Test scores will be up dramatically Because students are learning through all their senses Medium

20/20 Vision Minerva

THE PROCESS – Pat Miller chaired a task force of 13 community members. They met for a year to help ArtsinStark create a 10-year plan that would transform the three blocks along historic Market Street downtown into a commercial success and a tourist destination. This Task Force was so excited that they implemented four projects --- while they were planning them. They created Minerva’s first storefront art gallery (The Art Spot) and 800 people showed up for the opening. They hosted the first “Brick Street Jazz Festival.” They acquired the old Roxy Theatre and put a new marquee on it. The Minerva Schools agreed to become a SmArts Partnership School and start systematically integrating arts and academics. This small community has achieved so much so quickly in the 20/20 Vision process, that we refer to it regularly now as the “Minerva Miracle.”

THE TASK FORCE - was made up of the following people.

Lname Fname Notes 1 Arrasmith Jim Chamber President 2 Chapman Marty Local Artist/Lawyer 3 Clark Bob Lawyer 4 Clark Jan Minerva HS Art Teacher 5 Evans Diane Edward Jones 6 Freeland Denise Community leader 7 Gotschall Dave Community leader 8 Hetrick Sean Downtown landlord 9 McClellan Laurie Consumers Bank 10 Miller Pat Chair/Hart Mansion Restaurant 11 Mueller Sarah Minerva Dairy 12 Rowe Billie Minerva Council Member 13 Ruff Gary Minerva Council Member

YEAR ONE – For the first twelve months we want to: 1) Define our boundaries as from the Hart Mansion to West Line Street. 2) Pick ten interesting Minerva historic themes to celebrate. 3) Invite Minerva Village Hall to be our partner. 4) Start a small public art series. 5) Invite Minerva to become one of our SmArts Partnership Schools. 6) Help upgrade downtown event: Jazzfest. 7) Publish Minerva cultural inventory. 8) Create prototype of 90 minute Market street tour for tourists.

THE PROCESS – The 20/20 Vision Minerva Implementation Committee has already been formed and has met twice.

FOCUS AREA – Our focus is the area North Market Street from the Hart Mansion to West Line Street. There are already a number of strong businesses and shops along this street but there are still vacancies to be filled and much more energy that needs to be created.

STRATEGY - Lots of traffic comes through downtown Minerva every day. We want to get them to stop and experience the history of one of the most perfect small towns in America. We want to get tourists, coming by car and by bus, to take the 90-minute “Historic Market Street” Tour. We want community celebrations to take place year round on North Market Street. Finally we want to fix up all the facades of all the buildings inside our boundaries and fill all the empty spaces with history, arts, commercial, and specialty retail.

20/20 Vision Minerva is a ten year plan but, as we’ve said, Minerva has already taken off like a rocket. We definitely predict we’ll be done in less than a decade. When completed, Minerva will have: 1) 75 to 100 works of public art along Market Street celebrating its history. 2) Arts and academics integrated in grades Kindergarten through eighth. 3) A Market Street tourism experience that attracts 50,000 visitors a year. 4) A downtown history museum and community theatre that are flourishing. 5) And 95% of all its space in this downtown area occupied with cultural, office, and special retail.

20/20 Vision Plan: Minerva Plan Chart

Year One - first 12 months Notes Risk 1 Boundaries: Define "Historic Market St" Boundaries -Hart Mansion to West Line St. Politics 2 History: Establish historic themes Ten moments in history to celebrate None 3 Partner: Find ArtsinStark partner Invite Minerva Village Hall Done 4 Public Art: Streetscape Improvements Façade improvements/public art projects Small 5 Education: Invite schools to integrate arts Develop plan; start with just one grade Small 6 Events: Help upgrade Market Street events Second Brick Street Jazz Festival Small 7 Marketing: Install Roxy Marquee Assist Chamber in getting this done Medium 8 Marketing: Publish cultural inventory Cultural orgs, artists, and craftsmen Small 9 Tourism: Develop Market Street tour Create and run prototype tour Small

Year Two - second 12 months Notes Risk 1 Public Art: Continue Market Street projects One big, or a number of small murals None 2 Education: Expand SmArts to another grade Develop plan; start with just one grade Small 3 Events: Create new Market Street event Movies, dance, historyfest, chalk art, etc. Small 4 Spaces: Expand Market St art tenants Fill two - three more empty spaces Medium 5 Tourism: Host 10 Market Street tours Use volunteers. Fine tune Small

Years Three thru Five - 36 months Notes Risk 1 Public Art: next three projects Art at intersection (3 years) Medium 2 Education: expand to more grades We are in grades 1 - 4 (3 years) Medium 3 Events: create two more events Dance, history drama, theatre (3 years) Medium 4 Subsidy: Expand tenants of all kinds Arts, business, specialty retail (3 years) Medium 5 Tourism: expand tours to 45 Some paid guides (3 years) High 6 Spaces: Help Chamber open Roxy Theatre Solid business plan (3 years) Medium

Years Six thru Nine - 48 months Notes Risk 1 Public Art: next four projects Banners Medium 2 Education: expand. Open downtown center Open SmArts center: grades 1 - 6 (4 years) Medium 3 Events: create three more events SmArts festival, film, music, theatre (4 years) Medium 4 Subsidy: create plan for specialty retail Incentives and subsidies for tenants (4 years) High 5 Tourism: host 75 bus tours Perfect the tour experience (4 years) High

Year Ten - 12 months Notes Risk 1 Public Art: We install last 5 pieces on Market We have 75 - 100 works celebrating history Medium 2 Education: Arts are integrated k-8 Test scores continue to go up High 3 Tourism: Market St attracts 50,000 people Events, festivals, tours, shopping, etc. High 4 Spaces: full: 1/3 cult/1/3 office/1/3 spec retail We have 95% occupancy High

20/20 Vision Artists

THE CHALLENGE – We have over 500 artists and craftsmen in Stark County. Among them are some of the best in America. We need to provide them with more opportunities to do and to sell their work, both locally, and nationally --- and we need help them become even better small businessman.

THE PROCESS – Lynn Digby chaired a task force of nine artists and arts gallery owners. They met for a year to help ArtsinStark design a 10-year plan for helping artists sell more work and improve their business skills.

THE TASK FORCE - was made up of the following people.

LastName Full Name Notes 1 Aronhalt Jeremy Aronhalt A Studio Photograph 2 Dick Julia Dick MOLA Gallery 3 Digby Lynn Digby Artist 4 Lawson Ted Lawson Artist 5 Martino Joe Martino Artist 6 Matin Nancy Stewart Matin Artist 7 McDowell David McDowell Artist 8 Waalkes Michele Waalkes Artist 9 Walburn Todd Walburn 2nd April Galerie

YEAR ONE – For the first twelve months we want to: 1) Start hosting “ArtsBiz” classes on everything from budgeting to marketing. 2) Provide rent support for opening new artist spaces across the county. 3) Host quarterly meetings of artists and art gallery owners to improve communications. 4) Expand gallery hours in Canton Arts District and host more “arts lovers” events. 5) Complete the Stark County “Cultural Inventory” --- free listing for all artists. 6) Focus more at First Fridays on getting people into arts galleries/studios, and create a phone app for Canton Arts District to help locate galleries/studios. 7) Announce plans for new series of small, medium, and large public art projects.

THE PHILOSOPHY – Individual artists are the backbone of the “arts explosion” that is happening across Stark County. We need to do more to support them.

STRATEGY - 20/20 Vision Public Art is a ten year plan. When completed, we will have: 1) The Canton “Loop” bringing tourists to the Canton Arts District and on short trips to galleries and studios in Massillon, Louisville, Minerva, Alliance, etc.

2) A monumental series of public art works completed celebrating the eleven greatest moments in professional football called “The Eleven” created by both local and national artists. 3) More than 100 bus tours annually bringing tourists to our studios and galleries. 4) Special Project Grants for artists at the level of $2,500 each. 5) A full-scale county wide Public Art Program for which local artists have created more than 350 new pieces of public art.

20/20 Vision Artists Plan Chart

Year One - first 12 months Notes Risk 1 Arts Biz classes Business sessions taught by arts experts Medium 2 Arts Biz mentoring One on one consulting run by arts experts Medium 3 Arts Biz space subsidy Rent support for "new" arts spaces Medium 4 Groups: artists, gallery owners Quarterly or bi annual meetings to network Low 5 Art District with expanded hours Days, evening with interns or "gallery sitters" Medium 6 Run "ArtsWalk" experiment Special events for “art lovers” Medium 7 Complete Cultural Inventory Free, raw data, easily updated: BOOK, part 1 Low 8 A&E "App" up and running Features Canton Arts District galleries/studios Low 9 First Friday has gallery focus More people going inside galleries/studios Low

Year Two - second 12 months Risk 1 Release The BOOK, part two Juried process, glossy publication, fee Medium 2 ArtsBiz expands "How To" sessions, mentoring, space subsidies Medium 3 "ArtsWalk" type events For arts people, live demos, "artist work nites" High 4 Unveil "The Loop" 5 tourism stops: including CultCtr/ArtsDist Medium 5 More public art projects Small, medium, and large --- and “The Eleven” High 6 Artists grants are $750 Special Project Grants for artists Low

Years Three thru Five - 36 mos Notes Risk 1 Artists grants are $1,000 Special Project Grants for artists (3 years) Medium 2 Continue The BOOK and ArtsBiz Hard copy/online. Classes/mentoring (3 years) Low 3 More public art projects Small, medium, and large --- and “The Eleven” High 4 General public art projects Countywide (3 years) Medium 5 First 20 bus tours to galleries/studios Canton or Alliance or Minerva (3 years) Medium

Years Six thru Nine – 48 months Notes Risk 1 Artists grants are $1,500 Special Project Grants for artists (4 years) Medium 2 Continue The BOOK and ArtsBiz Hard copy/online. Classes/mentoring (4 years) Medium 3 More public art projects Small, medium, and large --- and “The Eleven” High 4 General public art projects Countywide (4 years) Medium 5 Next 20 bus tours to galleries/studios Canton or Alliance or Minerva (4 years) Medium

Year Ten - 12 months Notes Risk 1 The Canton "Loop" is done 5 tourism stops: including CultCtr/ArtsDist Medium 2 Full scale public art program in place Income: government, endowment, sponsors High 3 350 new public art works completed And “The Eleven” is done High 4 100 bus tours to galleries/studios Coming to Canton or Alliance or Minerva Medium 5 Artists grants are $2,500 Special Project Grants for artists Low

20/20 Vision Jackson Plan

THE PROCESS - It is said: 1) that Jackson Township became part of the United States Territory in 1785 when the Tuscarawas River was the western boundary of the United States; 2) that Jackson was named in honor of Andrew Jackson who won the final major battle of New Orleans in 1815; 3) that the Old High Mill along the stream used to produce a barrel of whiskey a day; 4) that the MudBrook Church built in 1824 was made with bricks from local clay, 5) that the first blacksmith was Michael Sprankel; 6) that in 1833 when some felt the Mormons were making too many converts the McDonaldsville Church was established; 7) that the business complex at Lake Cable was the first mall in Ohio, and 8) that the volunteers who began the Jackson Fire Department performed all the duties and were paid one dollar a year.

For 12 months, Linda DeHoff chaired a task force of nine community members. Its focus was to help ArtsinStark design a 10-year plan of family arts and history events connected to a series of public art projects that would transform "Jackson Center" (area around the intersection of Wales and Fulton) into a celebration of Jackson history.

THE TASK FORCE - was made up of the following people.

# Lname FName Notes 1 DeHoff Linda Chair 2 Helaney Joe Community leader 3 Leibensperger Donna Community leader 4 Mahoney Ed Community leader 5 Manns Marian Former school board 6 Meeks Steve CEO: Jackson Belden Chamber 7 Scheurer Judy Community leader 8 Sirak Linda Sirak Financial 9 Sirpilla Veronica Community leader

YEAR ONE - During year one, we want to: 1) Begin at the Fulton/Wales intersection and create a strategy. 2) Identify 10 -15 Jackson historical moments to celebrate. 16

3) Find ArtsinStark partner to bring credibility and modest resources. 4) Invite schools to begin integrating the arts and history activities. 5) Develop family activities calendar – and design prototype for new family celebration. 6) Create some new arts and history spaces in “Old Mall.”

THE PROCESS – We are putting together a 20/20 Vision Jackson Implementation Committee, and forming alliances with the schools, community organizations, and businesses.

FOCUS AREA – For now we are concentrating on the area called “Jackson Town Center.” There are many new developments there: The Marketplace, the David YMCA, the Mercy Medical Center expansion, The Safety Center, the Stark District Library Jackson Branch, the Parks, and the new High School. Amongst all this “newness” we want to create a celebration of the “old.” Jackson has a unique history that needs to be recognized and understood better. At this intersection there is also the old Foxboro Square that stands in sharp contrast to everything else. Local leaders are working to revitalize it, and perhaps 20/20 Vision Jackson can be a part of that effort.

We’ve given ourselves ten years to complete 20/20 Jackson, but our goal is to finish as quickly as possible. When we are done, we envision a town center that will have: 1) 50 new pieces of public art done by professional artists and Jackson students. 2) A space with rooms dedicated to Jackson historical exhibits. 3) An annual Jackson Heritage Days Festival that attracts 10,000 people. 4) A link to the arts and academic programs that are integrated in Jackson schools. 5) And the intersection of Fulton and Wales will have become a “town center” that is an ongoing celebration of Jackson history.

20/20 Vision Plan: Jackson Plan Chart

Year One - first 12 months Notes Risk 1 Focus: Wales/Fulton intersection Working out from city center to parks Politics 2 History: Identify sample historic themes 10 -15 Jackson moments to celebrate None 3 Partner: Find ArtsinStark partner Chamber or Town: credibility/dollars High 4 Public Art: Begin public art series "The Faces of Jackson History" Small 5 Education: Invite schools to integrate arts Develop plan: start with just one project Medium 6 Marketing: Develop family calendar Arts and history activities Small 7 Subsidies: rent support new artist spaces Old Mall. New Mall. Somewhere else. High 8 Marketing: Publish cultural inventory Jackson orgs, and artists and craftsmen Small 9 Events: Create plan: family arts/history Celebration: history, music, visual arts Small

Year Two - second 12 months Notes Risk 1 Public Art: 2nd series "Windows of Jackson" Medium 2 Schools: Expand Smarts to next grade Part of integrating all elementary grades Medium 3 Events: Host family arts/history celebration Consider retooling current Art Festival Medium 4 Subsidies: Arts/History spaces Old Mall/neighborhood spaces High 5 Alliances: form links with other entities Schools, hist society, sports groups, the Y, etc. Low

Years Three thru Five - 36 months Notes Risk 1 Public Art: famous Jackson personalities Historical blow ups and sculptures (3 years) Medium 2 Schools: Expand Smarts, create storefront SmArts (3 years) Set up store front SmArts Medium 3 Events: "Jackson Jazz" Music or theatre event (3 years) Low 4 Subsidies: Arts/History spaces Old Mall or neighborhood spaces (3 years) Low 5 Event: Explore "Jackson Historical Tours" One day tour of Jackson history Medium

Years Six thru Nine - 48 months Notes Risk 1 Public Art: Jackson "Historical Moments" Concept: traveling works (4 yrs) Medium 2 Schools: Expand Smarts to next 4 grades Part of integrating elementary grades (4 years) Medium 3 Events: Host first "Heritage Days" fest Start as 1 day and expand (4 years) High 4 Subsidies: Arts/History spaces Old Mall or neighborhood spaces (4 years) Low 5 Schools: Jackson History Project Student projects showcase Jackson history Medium

Year Ten - 12 months Notes Risk 1 Install last 5 of 50 pieces of public art We have collection of 50 works Medium 2 Arts are integrated k-8 in Jackson Schools Test scores are up High 3 Historical House project is done Estimated community cost: $750,000 High 4 Jackson Heritage Days Fest attracts 10,000 Major celebration at "Town Center” and parks Medium 5 City Center - unique place celebrating history Wales/Fulton seen by all as one of a kind place High

20/20 Vision Tourism

THE CHALLENGE – In 2009 we hosted the blockbuster show KIMONO in Canton. More than 100,000 people came to experience the exhibit and related activities and generated $6 million of economic impact. In the process, we learned that cultural tourism could be a very big force here.

The challenge we put to the 20/20 Vision Tourism Task Force was to create a marketing partnership between the five major non profit tourism attractions in downtown Canton that would 1) dramatically increase visitorship, 2) increase overnight stays, and 3) create day trip opportunities for the rest of the county. Those attractions are: Hall of Fame, McKinley Museum, First Ladies, Classic Car, and Cultural Center/Arts District.

THE PROCESS – Steve Katz chaired a task force of nine people.

Lname FName Notes 1 Abbott Barbara Canton Food Tours 2 Gasser Lurene Owner: Gassers 3 Horrigan Joe Pro Football Hall of Fame 4 Katz Steve SVP: Canton Chamber 5 Kiste John CEO: Stark County CVB 6 Krider Pat CEO: First Ladies Library 7 Lautzenheiser Char CEO: Canton Classic Car Mus 8 Paxos Georgia CEO: Palace Theatre 9 Yut Joyce CEO: McKinley Pres Library

YEAR ONE – For the first twelve months we want to: 1) Reach agreement on “The Loop” --- a marketing partnership between Hall of Fame, McKinley Museum, First Ladies, Classic Car, and Cultural Center/Arts District. 2) Worked on concept of shared ticket. 3) Host “soft” opening of “The Loop” for locals in the spring, and a regular opening for visitors in the summer. 4) Invite CVB to be ArtsinStark’s partner. 5) Create prototype internet marketing campaign. 6) See how well we can all work together.

THE PHILOSOPHY – Many visitors come into Stark County to see one major attraction but don’t always realize the other great attractions we have here. Other communities have bundled their major attractions together. We wanted to try that here.

STRATEGY - 20/20 Vision Tourism is a ten year plan that we want to get done sooner. When “The Loop” is completed, we will have: 1) Five major attractions cross-marketing together. 2) Professional “Loop” guides helping people get around. 3) A “Loop” trolley system running continuously June through September. 4) A shared ticket of about $12 generating $1.8 million annually. 5) 150,000 new visitors --- 25% of which are staying overnight.

20/20 Vision Tourism Plan Chart

Year One - first 12 months Notes Risk 1 Reach agreement: "The Loop" 5 non prof attractions downtown Canton Politics 2 Find Loop partner Start with CVB Medium 3 Host first local Loop day celebration Tentative date: April 28 Medium 4 Launch internet marketing campaign Facebook, Youtube, Twitter Small 5 Work on shared ticket plan for year two With prices from $6 to $21 Medium 6 Run summer non-local promotion Formal broch, deals, Facebook marketing Medium 7 Learn how well we work together Host evaluation session High

Year Two - second 12 months Notes Risk 1 Reach agreement on shared ticket Test market first design High 2 Design Loop hospitality training program Training service people to push "Loop it" Medium 3 Begin formal mini-marketing program TV, radio, print, billboards Medium 4 Create Loop "app" For cell phones Small 5 Host 2nd Loop day celebration Rent trollies for one day Small

Years Three thru Five - 36 months Notes Risk 1 Host annual Loop day celebrations Bigger, better….longer? (3 years) Medium 2 Develop comp media campaign TV, radio, print, billboards (3 years) High 3 Develop travel writer campaign Get folks talking about the Loop (3 years) Small 4 Create Loop "family days" Offer specials: "family ticket" (3 years) Medium 5 Work with bus tours to tie in Loop Do one stop, and hear about others Small 6 Rent loop trolley for summers So we can try it out (3 years) Medium 7 Train first summer staff Arts District, Cultural Ctr, other (3 years) Medium 8 Explore shared staff position CVB and ArtsinStark Medium

Years Six thru Nine - 48 months Notes Risk 1 Establish shared staff position CVB and ArtsinStark (4 years) High 2 Expand annual Loop day celebrations Quarterly local celebrations (4 years) Medium 3 Expand comprehensive media campaign TV, radio, print, billboards (4 years) Medium 4 Acquire first trolley of our own Running May - September (4 years) High

Year Ten - 12 months Notes Risk 1 Loop attracting 150,000 people 25% are staying overnight High 2 Loop trollies run continuously June - Sept Two vehicles which we own and operate High 3 Shared ticket is working ($12 average) $1.8 million annually. Marketing budget High 4 Loop tour guides: professional/volunteer Staff of 10 part time High 5 Loop marketing seen everywhere TV, radio, Billboards, internet, print Medium

20/20 Vision Alliance Plan

THE PROCESS - For 12 months, Gerard Mastroianni chaired a task force of eleven community members. Its focus was to help ArtsinStark design a 10-year plan of history, art, and commercial projects that would transform three to four blocks downtown into a tourism destination that has a strong, ongoing connection to: 1) the University of Mount Union, 2) State Street, and 3) the Alliance public schools.

THE TASK FORCE - The planning task force was made up of the following people.

Lname Fname City Notes 1 Anderson Elaine Alliance Associate Professor of Music at Mount Union 2 Andreani Alan Alliance Alliance City Council (now Mayor) 3 Boehm Patty Alliance Music Education Director Mount Union 4 Collins Joel Alliance Professor of Art: Mount Union 5 Gardner Melissa Alliance Public Affairs at Mount Union 6 Hunt Ann Alliance ArtsinStark Board Member 7 Mastroianni Gerard Alliance Alliance Ventures / Chair 8 Paidas Harry Alliance Marketing Dir: Mount Union 9 Rittner Bonnie Alliance Historic Preservation leader 10 Schwarz Doug Alliance Alliance Ventures 11 Swope Carole Alliance Retired Arts Education Director

YEAR ONE - You will see on the “planning chart” at the end projects broken across ten years. During year one, we want to: 1) Rebrand downtown with new tourism name. (Working title - “The Main Crossing.”) 2) Set boundaries small so can fill with energy (can always expand in the future). 3) Put in place a 20/20 Vision Alliance Implementation Committee. 4) Find a partner for ArtsinStark to bring added credibility and resources. (We have invited the University of Mount Union to be this partner.) 5) Create a list of Alliance historical moments to celebrate and begin our first public art piece(s) as a joint project between professional artists and university students. 6) Invite the public schools to partner with us on an arts and academic integration program which we call SmArts. 7) Publish an inventory of the cultural organizations, artists, and craftsmen of Alliance.

THE PROCESS – We are putting together an Implementation Committee. There is still room for additional ideas. The 20/20 Vision Alliance’s Task Force job was to come up with the outline of a plan. We invite your input and help. We will need many partners to accomplish our dreams.

FOCUS AREA – For now we are concentrating on the area on Main Street from Mechanic Ave to Linden Ave. Two years ago Jupiter Studios opened there. Last summer the “Cat Museum” began operations. The Art Emporium on Main is scheduled to open shortly, and a number of other projects are envisioned. This stretch of Main features many antique shops and is connected to the Farmer’s Market. We want to get as much as possible going in this area before we start expanding.

We’ve given ourselves ten years to complete 20/20 Vision Alliance, but our goal is to finish as quickly as possible. When we are done, we envision a downtown where: 1) All buildings are fully-occupied with cultural spaces, offices, specialty retail, and downtown living. There are 100 public art projects celebrating Alliance’s unique history. 2) We are hosting an ongoing series of activities and shuttle buses connecting it to Mount Union University and State Street. 3) We have a Visitors Center that welcomes out-of-towners and serves as a place for teachers and students to work together on integrated arts, history, and academic projects. 4) More than 75,000 tourists a year are coming to experience the “The Main Crossing” in Alliance.

20/20 Vision Alliance Planning Chart

Year One - first 12 months Notes Risk 1 Marketing: Rebrand historic downtown Find unique name with tourism appeal Politics 2 Boundaries: Keep historic district small Main Street: Mechanic Ave to Linden Ave Politics 3 Partner: Find partner to help implement Univ of Mount Union: credibility, modest dollars Done 4 History: Research history moments Ten interesting moments to celebrate Small 5 Public Art: Begin series with small project Themes: 1) history, 2) tourism attractions Small 6 Education: Invite schools to integrate arts Develop plan; starting with just one grade High 7 Events: Add 1st event to celebrations Friday concerts, Farmer's Market….and now? Small 8 Marketing: Publish cultural inventory Listing of all cultural orgs, artists, craftsmen Small 9 Partners: Host prototype Joint project with Univ students and downtown Small

Year Two - second 12 months Notes Risk 1 Public Art: Begin downtown murals project One big, or a number of small murals None 2 Education:Expand SmArts to another grade Part of process of integrating all elementary grades Small

3 Add 2nd event to celebrations list A fest: blues, movies, kids, history, dance Small 4 Training: Explore Univ teaching program Univ as "arts integration" teacher training center High 5 Tourism: Help host first Bus tour(s) Work with CVB and tour operators Medium 6 Explore Univ Art Space in downtown ArtCtr, theatre, art gallery, urban space High

Years Three thru Five - 36 months Notes Risk 1 Education: Expand SmArts another grade By end have three grades fully integrated (3 yrs) Medium 2 Public Art: three more projects Street lights, windows, totems, benches (3 yrs) Medium 3 Tourism: Expand bus tours By year five --- 10 bus tours (3 yrs) Medium 4 Events: add events 3,4, and 5 A fest: blues, movie, kids, history, dance (3yrs) Medium 5 Marketing: Produce downtown "calendar" Create monthly view of A&E activities (3 yrs) Small 6 Help set up Univ teacher training program Arts and academic integration (3 yrs) High

Years Six thru Nine - 48 months Notes Risk 1 Education: Expand SmArts Establish SmArts coordinator position (4 yrs) High 2 Public Art: four more projects Streetscapes, recycled sculpture (4 yrs) Medium 3 Events: add events 6, 7 and 8 A fest: blues, history, dance, cats, trolls (4 yrs) Medium 4 Tourism: Expand bus tours By year nine --- 40 to 50 bus tours (4 yrs) High 5 Create empty space strategy for downtown University, offices, specialty retail (4 yrs) Small

Year Ten - 12 months Notes Risk 1 Public Art: install last 5 pieces of public art 100 pieces of public art in or leading to Downtown Medium 2 Education: arts and academics integrated Elementary schools High 3 Partner: Campus connection works Free shuttles: State Street, Campus, downtown High 4 Facilities: "Arts for Alz" Center is done Estimated cost is $700,000 High 5 Tourism: Open downtown " visitor Center Locate in existing space. Tourists/SmArts Medium 6 Tourism: Downtown attracts 75,000 visitors Marketing campaign and events and bus tours High 7 Business: Downtown " is fully occupied 25% cul, 25% office, 25% spec retail, 25% housing High

20/20 Vision Public Art

THE CHALLENGE – Over the past five years we have installed 43 new pieces of Public Art in the Canton Arts District. Each was done one at a time through funding provided primarily by the private sector. We now want to find a way to have the annual funding in place from a variety of sources to support ongoing Public Art projects, big and small, all across the county.

THE PROCESS - Rob Roland chaired a task force of eleven community members. They met for a year to help ArtsinStark design a 10-year plan for establishing a county-wide public art program with the funding, strategies, and staffing necessary to succeed. Our long term goal is to have funding from: 1) private sector sponsorships, 2) local government support, and 3) a Public Art Endowment.

THE TASK FORCE - was made up of the following people.

LName FName Notes 1 Albacete Al Dir: Canton Museum of Art 2 Becker Ron CEO: Hilscher-Clarke 3 Belden Tim Owner: Saxton Gallery 4 Boatright Vicki Artist 5 Buckohr Patrick Artist 6 Butterworth Mark Hoover Fndn/Canton City Council 7 Creighton Janet County Commissioner 8 Day Jeff Sol Harris Day Architect 9 Gill Mike Director: SID 10 Roland Rob Attorney: Day Ketterer 11 Strauss John Furniture artist

YEAR ONE – For the first twelve months we want to: 1) Start developing alternative models of legislation for funding public art. 2) Continue doing small to medium size public art projects across the county. 3) Put in place a plan for hosting a series of major works of public art. 4) Set up a Public Art Working Committee to develop a prototype plan for just one community. 5) Go after regional and federal grants, and creative partnerships of all kinds: sponsorships, rentals, donations, etc.

THE PHILOSOPHY – We want public art to celebrate what is unique about Stark County. We want our public art to be of the highest possible quality. We want our public art to attract tourists. We want professional staff to oversee the selection, creation, and installation of public art here. Finally, we want to be able to maintain and repair our public art collection.

STRATEGY - 20/20 Vision Public Art is a ten year plan. When completed, we will have: 1) A public art budget in Stark County of at least $200,000 annually. 2) 300 new small-to-medium size pieces installed across the county --- and at least six major works of public art as well. 3) Art funding legislation passed by county government and at least two community governments that supports public art. 4) Stark County artists being recognized for the outstanding public art commissions they are doing in other cities all across America.

20/20 Vision Public Art Plan Chart

Year One - first 12 months Notes Risk 1 Advocacy: Plan Develop alternative legislation strategies Low 2 Public Art: Explore small and large projs All across Stark County Low 3 Partner: Find political partner(s) (County. Cities. Towns) open to art legislation High 4 Consider creative partnerships Donations, temporary rentals Medium 5 Explore Public Art working committee To create models for one community Medium 6 Grants: explore regional and fed grants Go on public art funding fishing expedition High

Year Two - second 12 months Notes Risk 1 Training: Artists Host workshops on getting national commissions Low 2 Public Art: Countywide small Continue projects to keep momentum going Medium 3 Grants: Obtain one reg/fed grant Find local match for public art project High 4 Advocacy: Plan Decide on primary test case for legislation High 5 Plan: Create public art plan Make focus celebrating history of Stark County Low 6 Public Art: Countywide big Install one big work ($150,000) High

Years Three thru Five - 36 months Notes Risk 1 Training: Artists Help 3 artists get national commissions (3 yrs) Low 2 Public Art: Countywide Continue projects to keep momentum going (3 yrs) Medium 3 Endowment: Kick off Begin building $1 million pub art endow (3 yrs) High 4 Grants: Obtain 2 more reg/fed grants Find local match for each of these (3 yrs) High 5 Advocacy: Plan Begin marketing strategy for legislation(s) (3 yrs) High 7 Public Art: Countywide big Install two big works ($150,000 each) (3 yrs) Low

Years Six thru Nine - 48 months Notes Risk 1 Training: Artists Help 4 artists get national commissions (4 yrs) Low 2 Public Art: Countywide Continue projects (4 yrs) Medium 3 Staffing: hire part time coordinator To run small/large projs & apply for funding (4 yrs) Medium 4 Grants: Obtain 2 more reg/fed grants Find local match for each of these (4 yrs) High 5 Advocacy: Plan Take one local levy or issue to vote (4 yrs) High 6 Marketing: County wide "brochure" Paper/online -- build case for a legislation (4 yrs) Low 7 Public Art: Countywide big Install three big works ($150,000 each) (4 yrs) High

Year Ten - 12 months Notes Risk 1 Funding: $200,000 annual budget 1/3 Sponsors, 1/3 Endow, 1/3 legislation(s) High 2 Public Art: small to medium projects At least 300 new pieces spread across the county Medium 3 Advocacy: Legislations passed County and two other cities at least High 4 Public Art: big projects At least five major pieces are done High

20/20 Vision Massillon (revised March 2013)

THE PROCESS – Bob Gessner chaired a task force of 13 community members. They met for a year to help ArtsinStark create a 10-year plan that would transform roughly five blocks in and around the Massillon Museum into an arts and retail area. (Originally this area was just called “The QuARTer” but in subsequent drafts we refer to it as the “focus area” for now.)

THE TASK FORCE - was made up of the following people.

Lname FName Notes 1 Aaby Aane Former city Econ Dev Dir 2 Brown Sherie Director: Library 3 Dingwell David Attorney 4 Elum Eddie Massillon judge 5 Gessner Bob CEO: Massillon Cable 6 Herncane Mel Boys & Girls Club 7 Kelewae Sue Community leader 8 Lundquist Dave CPA 9 Muhlbach John Hammersmith Insurance 10 Nicholis Coon Alex CEP: Massillon Museum 11 Sanderson Bob CEO: Massillon Chamber 12 Shearer Melissa Pub Relations: Shearer's 13 Shultz John VP: First National

YEAR ONE – For the first twelve months we want to: 1) Define rough borders of the “Focus Area”. 2) Help get one space to start working on. 3) Provide rent support for new artist spaces. 4) Support one new “Focus Area” festival-type experience. 5) Begin new public art series. 6) Invite schools to start integrating the arts. 7) Find ArtsinStark partner like City of Massillon or the Chamber of Commerce.

THE PROCESS – Most of the property inside the rough boundaries of the original “Focus Area” is privately owned. For year one, we need to secure some space to start working on, either through partnerships with friendly landlords, or by purchasing a building of our own. The old Salvation Army Building is up for sale and would be a great site to begin creating indoor artists studios and performance space but would be a major undertaking.

FOCUS AREA – Our focus is ten blocks in and around the Massillon Museum with the intersection of Lincoln Way and 1st Street being the energy center. Mass Mu has plans for expanding to surrounding buildings. Duncan Plaza is on First Street SE. There are hopes to make it more of an ongoing performance space. Some think that First Street SE itself should be the primary street in downtown that is closed in the future for special events. It is important that the “Focus Area” be seen as the downtown celebrations area. In order to succeed, the “Focus Area” needs to become the place to go for locals --- and for tourists --- to have a good time.

STRATEGY - Massillon is rich in talented, local artists. If we are to succeed we need to get them involved. We need people living in apartments and lofts in downtown. We need even more public art celebrating Massillon’s unique history. Downtown is rich in murals right now so future public art projects should be expanded to include sculpture and digital art. Finally we need to tie the arts energy in the schools to downtown. With the Massillon Museum already there, and the possibility of integrating the arts in the schools through the SmArts Program, this should all be doable.

20/20 Vision Massillon is a ten year plan but we want to be done sooner. When completed, Massillon will have: 1) 50 new pieces of public art across downtown. 2) Massillon Museum expansion project done. 3) Arts and academics integrated into many grades in Massillon City Schools. 4) 50,000 visitors experiencing the attractions in the “Focus Area.” 5) 80% occupancy of the buildings in the “Focus Area”: 20% arts/history, 20% office, 20% specialty retail, and 20% downtown living.

20/20 Vision Massillon Plan Chart

Year One - first 12 months Notes Risk 1 Borders: Define rough borders of “Focus Area” Borders need to be flexible Medium 2 Buildings: Get a building to start working on Salvation Army or some other building High 3 Subsidies: rent support new artist spaces Salvation Army or other sites Medium 4 Events: Support new “Focus Area” experience Use 1st Street and Duncan Plaza as focus Medium 5 Public Art: Sponsor public art project Celebrate history of “Focus Area” buildings Small 6 Partner: Find ArtsinStark partner Invite City or Chamber Medium 7 Schools: Invite schools to integrate arts Massillon was part of SmArts experiment Medium

Year Two - second 12 months Notes Risk 1 History: Print “Focus Area” building history Work with Massillon Ghost Hunters Society Medium 2 Relocation: Assemble list of A&E businesses ArtsinStark/Chamber invite to “Focus Area” Medium 3 Schools: Begin Smarts project Invite Massillon to be SmArts Partner Medium 4 Public art: Sponsor photo projects Historic blow ups of “Focus Area” history Medium 5 Events: Create independent "Artists Squad" Unofficial group doing special projects Low 6 Subsidies: rent support new artist spaces Salvation Army or other sites Medium 7 Plan: Help strategize MassMu expansion To occupy most of buildings on current block Medium 8 Partners: Explore partnerships StumpHill Farm, Lions Lincoln, Library, etc Medium

Years Three thru Five - 36 months Notes Risk 1 Public Art: Sponsor "Artist Squad" projects Sidewalk art, LED sculptures, events (3 years) Medium 2 PR: Design "Living in Focus Area" campaign Host parties, create buzz, etc (3 years) Medium 3 Schools: Expand Smarts and create storefront SmArts storefront in “Focus Area” (3 years) Medium 4 Events: Host bike and walking fests Produce “Focus Area” walking map (3 years) Medium 5 Subsidies: rent support new artist spaces Artist apartments as well as shops (3 years) Medium 6 Housing: Design "downtown living" initiative Work with landlords (3 years) High

Years Six thru Nine - 48 months Notes Risk 1 Public Art: host 8 more pieces Sculptures, Street Art, Lights (4 years) Medium 2 Subsidies: rent support “Focus Area” living Apartments and lofts (4 years) Medium 3 Schools: Expand Smarts to more grades Part of integrating elementary grades (4 years) Medium 4 Events: Host Jazz Event New Orleans style High

Year Ten - 12 months Notes Risk 1 Public Art: We install last 5 pieces We have 50 pieces in the “Focus Area” Medium 2 Massillon Museum expansion is done Estimated cost: $800,000 High 3 Schools: Arts are integrated k-8 at least And tied to early childhood (Artful Living) Medium 4 Visitors: “Focus Area” attracts 50,000 Events, festivals, tours, shopping, business Medium 5 Occupancy: “Focus Area” is 80% full 20% each cultural, office, spec retail, and living Medium

20/20 Vision Innovation

THE CHALLENGE – Northeast Ohio and Stark County has always been a place of inventors, and of innovation. We are still that today. We believe that arts and innovation are connected. Since 20/20 Vision is a plan for arts and economic development, how would you go about increasing the level of innovation in Stark County?

THE PROCESS – For a year Jim Charmley chaired a task force of ten business, education, and community leaders to answer this question.

Lname FName Notes 1 Boyd Ted Entrepreneur 2 Charmley James Timken. Dir of Product Technology 3 Diab Dorey Provost Chief Academic Officer 4 Fleiner Mark Rolls-Royce Fuel Cell Systems 5 Karcher Geoff Karcher Group 6 Minard Mike Delta Media 7 Paquette Steve Stark Development Board 8 Quigley Bill Malone University 9 Sirak Gary Sirak Financial 10 Vitale Bob Entrepreneur

THE PHILOSOPHY – We had to come up with a way to measure the level of creativity in Stark County, and to set a baseline from which to begin. Here are our metrics:

1) Number of patents applied for and/or approved annually from Stark County. 2) Number of new businesses started in Stark County. 3) Number of young professionals working in Stark County. 4) Number of creative industries in Stark County as measured by Dunn & Bradstreet. 5) Number of community innovation initiatives started annually in Stark County. 6) Number of “innovation” success stories reported on line and in media on Stark County.

YEAR ONE – For the first twelve months we want to: 1) Select educational or business organizations to lead 20/20 Vision Innovation. 2) Set up process for releasing “first county innovation index in America.” 3) Find sponsor for first “Genius Awards.” 4) Assemble 20/20 Vision Implementation Committee. 5) Begin marketing by putting together “A Short History of Innovation in Stark County.” 29

STRATEGY - 20/20 Vision Innovation is not a ten year plan --- it’s a five year one. This is because the Task Force members felt things are changing too quickly. But when we are done, we plan to: 1) Have hosted more than 100 corporate and community workshops on innovation. 2) Have a full-time “Innovation Coordinator” in place. 3) Have raised, collectively, the level of innovation in Stark County by 20%. 4) Have established Stark County as one of the 10 most creative counties in America.

20/20 Vision Innovation Plan Chart

Year One - first 12 months Notes Risk 1 Find organization to lead process StarkState, KentState, StarkDevBoard, etc Medium 2 Recruit company to host 1st corporate workshop Timken Company: patents, innovation models Medium 3 Recruit partner to measure # of new businesses Stark Development Board Medium 4 Recruit partner to host 1st community workshop Kent State University. Invent Now. Kids/adults Medium 5 Recruit Ystark to measure # of young professionals Do sampling based on major and med employers Medium 6 Find sponsor for first annual "Genius Awards" International speaker. Unique format. Medium 7 Assemble 20/20 Innovation oversight group Implementation committee meeting quarterly Medium 8 Unveil “Innovation Index” (II) and other materials Release “Short History of Stark Cty Innovation” High

Year Two - 12 months Notes Risk 1 Host 10 innovation workshops and events Corporate, community, schools, on line Medium 2 Hire part time "Innovation Coordinator" Running all workshops and activities Medium 3 Refine innovation index measurement tools Take what we've learned, and improve it Medium 4 Second "Genius Awards" and "II": Goal 5% growth Release Innovation Index #2 High 5 Continue marketing strategy with themes Theme: citizens as inventors High

Years Three - 12 months Notes Risk 1 Host 20 innovation workshops and events Corporate, community, schools, on line Medium 2 Expand "Innovation Coordinator" duties Running all workshops and activities Medium 3 Third "Genius Awards" and "II": Goal 10% growth Release Innovation Index #3 Medium 4 Continue marketing strategy with themes Theme: corporate innovation High

Years Four - 12 months Notes Risk 1 Host 35 innovation workshops and events Corporate, community, schools, on line Medium 2 "Innovation Coordinator" is full time Producing events, workshops, publications Medium 3 Fourth "Genius Awards" and "II": Goal 15% growth Release Innovation Index #4 Medium 4 Continue marketing strategy with themes Theme: community innovation High

Year Five - 12 months Notes Risk 1 Host 50 innovation workshops and events Corporate, community, schools, on line Medium 2 Fifth "Genius Awards" and "II": Goal 20% growth Release Innovation Index #5 Medium 3 Continue marketing strategy with themes Theme: 1 of 10 most creative counties in America High

Addendum

6/07/13 update 32

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