Strengthening the Arts Ecosystem by Michelle Geiss

Strengthening the Arts Ecosystem A Collaborative Visioning Process for Arts and Culture Final Report | Dec 2018

background purpose In June 2018, the T. Rowe Price Foundation partnered with Impact Hub Baltimore to explore and assess the resources available to individual artists and creatives living in Baltimore. The purpose of this process was to identify key areas of need for which T. Rowe Price Foundation could provide multi-year, focused monetary support. The exploration process was shaped by a steering committee comprised of stakeholders in the Baltimore arts community, including key members of arts service organizations, funding entities, arts organizations, etc. These stakeholders were brought together to help define the values and direction of the exploration process. The group embarked on a series of listening sessions and engaged with over 120 individual artists, arts leaders, arts administrators, funders, producers, arts patrons and others. The following report is a summary of the Key Findings that emerged from these conversations with the community. While the scope of the findings presents more opportunities for support than the T. Rowe Price Foundation can take on as an individual entity, we hope to use these findings going forward as a guiding tool for our conversations with other funders, government agencies, and other collaborators to address. Meanwhile, the Foundation has decided to move forward with support for the “Artist Navigators” idea presented under the header “Artist Supports” as our initial area of investment within the arts community. More details on those plans will follow in 2019.

steering committee T. Rowe Price Foundation Impact Hub Baltimore Deutsch Foundation Baltimore Creatives Acceleration Network (BCAN) Maryland College Institute of Art (MICA) Baltimore Office of Promotion & the Arts (BOPA) Artist U Maryland State Arts Council Greater Baltimore Cultural Alliance (GBCA) Pennsylvania Avenue Black Arts & Entertainment District

John Brothers, Sabrina Thornton Michelle Geiss, Michelle Antoinette Nelson, Alanah Nichole Davis Jane Brown, Jess Solomon, Khadija Adell Maggie Villegas, Sharayna Christmas, Jenne Matthews Sammy Hoi Donna Drew Sawyer, Krista Green Andrew Simonet Ken Skrzesz Jeannie Howe, Kibibi Ajanku Karim Amin

process Phase 1 | Landscape Assessment | July 2018 ● “First Listen” at Deutsch Foundation Artist Retreat ● Steering Committee Formation ● Meeting to review & discuss key questions, process, and stakeholders to engage Phase 2 | Deep Listening | Sept 2018 ● Individual Discussions with Key Stakeholders (10) ● Small Group Listening Sessions (8) with Funders; Artists, Community Organizations & Connectors; Events & Programs; Organizers & Residents, Arts Services Organizations; Spaces; and Institutions.

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Deliverable: Key Findings

Phase 3 | Visioning | Sept 2018 ● Review Key Findings ● Meeting to discuss findings & envision next steps ● Deliverable: Final Report w. Recommendations & Next Steps

guiding principles We value... Representation of many stages, disciplines & backgrounds Place-Based Approaches & Commitment to the City Equity-Driven, Anti-Racist Process Acknowledging History & Context Engaging Institutions as Listeners and Resources

We will... Welcome Many Perspectives Create Safe Space for Open Dialogue Trust Expertise in the Room Build Relationships Co-Create Solutions 3

findings & limitations Findings in this report represent 120+ distinct voices of people engaged in building the arts & culture ecosystem of Baltimore City today. We organized this process to intentionally recognize the myriad efforts required for arts & culture to thrive. Listening sessions centered sets of stakeholders who play a specific role to enable creatives and arts organizations to realize their visions of success--funders, artists, arts infrastructure, and institutions. Steering Committee members invited diverse voices from their own networks, and listening sessions were open to the public. We varied hosting organizations, locations, and times of day to encourage broad participation. We promoted the ongoing Artist U survey to anyone who wanted to share their perspective outside of the listening sessions. Our collective inquiry centered around one core question: What supports help arts & culture practitioners to grow and thrive? Discussions explored whatâ&#x20AC;&#x2122;s working, whatâ&#x20AC;&#x2122;s missing, and what types of support might emerge to fill the gaps. Findings presented here represent 30+ hours of listening, discussion, and qualitative analysis to distill key themes and insights. Impact Hub Baltimore and partners designed this collaborative visioning process to advance our collective awareness of how we might strengthen the arts & culture ecosystem together--each stakeholder bringing important perspective and resources. We have done our best to represent those many voices here; to make the findings brief and useful; and to stay true to what we heard. We acknowledge this presents a snapshot of the system at a single slice of time with a finite set of perspectives. We are grateful to each of you who contributed to these findings. And we encourage the conversation to continue well beyond this process.

sections Artist Supports Resources and supports needed to develop and sustain creatives Arts & Culture Narrative Insights and recommendations for elevating importance of arts & culture Arts Spaces Community assets needed to sustain artists and cultural landscape Principles & Practices Cross-cutting principles & practices to encourage intentional action Assets Strengths and resources of current arts ecosystem Next Steps Short term plans & draft concept for artist navigator program Participants List of sessions and participants

key findings artist supports How might arts service organizations, public agencies, funders, venues, and artists themselves better support the growth and success of Baltimore creatives? Creatives at any stage of their career need support to develop and sustain their practice. This takes many forms and comes from a range of sources. Multiple players in the city can and do play a role--public agencies, funders, arts service organizations, arts districts, venues, community organizations, and artists themselves. Distributing responsibilities assures that many needs are covered from short-term technical support to long-term career development. One challenge of a distributed system is that resources are spread out and people rely on word of mouth to navigate to the right support at the right time. Increased investment in individual artists to provide peer support through trusted networks could help to bridge gaps and build capacity of the arts and culture ecosystem from the ground up. Trusted relationships sustain creative communities across the city. Individuals organizing artists, creating platforms, and building supportive networks serve as a tremendous asset and remain chronically under-resourced to sustain their work. “Artist Navigators” | Artists Guiding Artists ● Train “artist navigators” in career development, arts management, and the resource landscape of Baltimore. Create infrastructure to regularly share information & opportunities via artists themselves. ● Identify navigators who represent a range of arts practices, networks, and neighborhoods. Prioritize people who are already trusted and working in community. Prioritize artists of color and long-term residents. ● Develop a clear scope of work for a 12-month period. Check-in regularly to monitor progress and adapt content to meet specific needs. ● Embed navigators in advisory boards, review panels, arts service organizations, public agencies, and community organizations building capacity. Create virtuous feedback loops and spheres of influence.f ● Pay for their time. “Feed the Underground”

Arts Service Organizations | Structured Services ● Coordinate across ASOs to build understanding of offerings, reduce duplication, and increase referrals. Each should know their own lane and value add to the system. ● Staff ASOs robustly to meet demand. Many need 3+ staff with clear roles. ● Offer content for many stages and practices--workshops, trainings, toolkits, service packages, peer learning, networking, consulting, and events. Consider emerging and established artists of all backgrounds. ● Invest in capacity of under-supported legacy organizations ● Consider artists as advisors. Create governance and feedback structures--advisory boards, review panels, program committees, surveys, and public reviews (like Yelp). Give real power and influence. Reflect demographics of the city. ● Lighten the admin burden on artists. Consider creating a Baltimore Arts Management organization for fiscal sponsorship, technical assistance, and admin support. Admin services must be free or low cost. Public Agencies | Resource Coordinators ● Serve as a coordinating body across arts and culture players in the city and state. Leverage convening power to build collaboration and coordination. Surface shared vision, strategy, and roles. ● Aggregate and share resources from other partners. Curate a simple list of tools, reports, opportunities, deadlines, and services on agency website (with links). Regular maintenance to keep current. ● Provide professional development trainings for funders, boards, ASOs, arts districts, community organizations, and artists ● Create toolkits and welcome kits for creatives to navigate opportunities and resources. Share with partners to use widely. Develop with artist input. ● Advocate for greater support and resource allocation for individual artists. Share best practices with partners on removing barriers and creating opportunities for access to resources. 5

artist supports (cont.) Arts Districts | Neighborhood Investments ● Develop strategic priorities for all A&E Districts to organize resources for neighborhood artists and cultural assets. Identify district-specific priorities. ● Curate a simple resource list of housing, services, venues, workspaces, galleries, storefronts, training, opportunities, jobs, and events available in the district. Share on website. ● Consider districts as a place-based service provider and trusted convener. ● Staff and resource districts to deliver on priorities. ● Coordinate across A&E Districts Community Organizations | Trusted Organizers ● Value role of creatives and arts organizations in community development & community building ● Invite artists and creatives to contribute to neighborhood planning & community design processes ● Invest in opportunities for young people & emerging artists ● Build mentorship opportunities between established orgs & younger orgs ● Embed career development & arts admin capacity into arts orgs

Venues & Institutions | Gigs & Platforms ● Establish ethical hiring practices for events & projects. Leverage W.A.G.E. guidelines for economic sustainability of artists. ● Build artist capacity through events, gigs & commissions. Recognize engagements as opportunity to build skills of featured artists. ● Create platform for artists to program your space. Transform underutilized space into flexible practice & performance space. Keep it affordable. Art Making | Time & Space to Make Art ● Artists need access to more residencies, travel grants, touring grants, stipends & scholarships. Dedicated time to focus on art in and out of city. ● Artists are distracted by administrative demands & pressures to formalize. Reduce demands to enable more focus on making art. ● Support art that is risky, experimental, DIY, performative, and challenging. Reduce pressure for commercial viability or mass appeal.

Funders | Strategic Investors ● Train staff & boards of arts funders to evaluate range of arts and culture grantees. Leverage Aesthetic Perspectives framework, trainings & tools. ● Invite artists to join advisory boards & grant review panels ● Coordinate regularly across funders. Host an arts funders retreat. ● Funders to communicate focus and practices with public and grantees. Share on website what you fund & why. ● Encourage development of community-driven theory of change to drive funding priorities and strategies. Articulate clear roles for different funders. ● Create an aspirational budget. Identify funding priorities citywide, who funds what, and resources needed to fill gaps. Use for advocacy. 6

arts & culture narrative

How might city leadership, institutions, and arts supporters better acknowledge the civic importance and economic impact of arts and culture? Baltimore has a vibrant arts and culture scene, full of talented artists who share resources, beautify neighborhoods, and create art that heals, inspires, and incites change. They challenge systems, create businesses, and apply their creativity to make the city stronger. The economic impact of the arts in Maryland is $1.16 billion each year. Our arts festivals draw enormous crowds, our venues host tremendous talent, and our institutions continually strive to stay relevant, accessible, and reflective of the city. In the region, Baltimore is one of the only affordable cities for artists to live and work. Art schools attract students and faculty to Baltimore from all over the world. Despite being so rich with arts and culture assets, the city often fails to own this narrative or make investments in the arts that match the value it creates. Funding levels fall, policies constrain, arts journalism fails, artists leave, legends fade, and inequities persist. Now is the time for arts and culture leaders to rally around our artistic assets, value their contributions, and invest in the creative talents of our city. Public Agencies | Sector Advocate ● Articulate the intrinsic & extrinsic values of art. Acknowledge its power to transform and inspire people, and to catalyze economic growth. ● Advocate for greater public support from Baltimore City gov’t--funding, policy, and messaging. Elevate successes of past support (Mayor Schaefer, Creative Baltimore Fund), and other cities (Detroit, Chicago). ● Increase funding for arts and culture. Reduce barriers for individual artists. ● Improve policies that impact arts and culture (zoning, code enforcement, permitting, funding). Leverage platforms of Citizen Artist Baltimore and MD Citizens for the Arts for advocacy. ● Create space for artists in city agencies to shape decision-making. ● Invest in developing creative industries--film, music, fashion, design, makers. Train creative workforce with industry-specific skills.

Funders | Resourced Champion ● Invest in arts education & youth development. Acknowledge young people as creative leaders of the future. ● Attract national funders for arts & culture. Guide investments to fill gaps. ● Create a Legacy Award to honor established Baltimore artists. Include funding, exhibitions, estate management press coverage, and intergenerational mentoring. ● Acknowledge inequities in grant making and un-design them. ● Build transparency of arts and culture funding levels, sources, and gaps. Institutions | Powerful Platform ● Celebrate Baltimore-based artists. Leverage your platform to elevate local work--commissions, collections, events, collaborations. ● Connect Baltimore artists to national opportunities and platforms. ● Advocate for broader institutional engagement in the arts. Encourage public-private partnerships. Shame institutions and corporations who do not support the arts. ● Source locally. Support creative businesses, local makers & local manufacturers. Leverage spending to stimulate creative economy. ● Develop a strategy to fill the gap in arts journalism & critique. Loss of City Paper left a substantial gap. Baltimore Sun arts reporting extremely weak. Artists | Engaged Creatives ● Organize for supportive policy. Leverage existing advocacy platforms. City Councilmember Ryan Dorsey has expressed interest in supporting an artist-led coalition for policy change. Reach out to his office. ● Honor history and legacy in your work. Take time to understand context and build relationships w. established leaders in arts & culture community. ● Keep creating art, events, and opportunities to elevate Baltimore artists. ● Pay it forward through intergenerational mentorship. Bring up next artists. ● Explore entrepreneurship models for sustainable revenue. Create jobs. 7

arts spaces

How might public, private and civic sectors support community assets that sustain creatives and advance a vibrant and equitable arts & culture landscape? Baltimore offers space and affordability that many neighboring cities lost decades ago. Artists have transformed warehouses, rowhomes, and public lots into studios, live-work spaces, galleries, and venues. Developers have built artist housing. Arts districts have attracted new residents, retail, restaurants, theaters, and businesses. While arts spaces contribute to neighborhood growth, those economic shifts raise concerns about displacement among long-term residents and businesses. Similarly, artists experience rising costs for studios, practice space, and performance space, and feel the same concerns. Art spaces need protection from problematic landlords and rigid code enforcement. Arts assets need more equitable investment to protect spaces outside of the “white L”. Pathways for artist ownership and leadership will make arts spaces less vulnerable to market forces. Creative solutions to provide affordable space for artists to make work, show work, and live are vital to maintaining a healthy arts and culture community in Baltimore. “The City” | Policy Leader ● Follow through on findings & recommendations of the Safe Artist Housing Task Force. Report progress to task force members & public. Take action. ● Create policies & incentives for developers to create arts spaces in buildings. Engage neighborhood artists in community development. ● Convert unused school buildings into arts studios, galleries, & performance space. Create RFP for leasing and management.

Civil Sector | Thought Leader ● Support artist-led and artist-owned spaces and building development. “Give the Artists the Real Estate” ● Provide technical assistance to artists to stabilize DIY and artist-led spaces--crisis management & building development. Continue BARCO technical support to arts spaces, plus training to other networks. ● Utilize empty land to create assets. Create modular, flexible spaces. ● Build relationships with community leaders, organizers & artists. Ask to be invited in before investing in communities. When engaging community, understand values and needs first with no agenda. ● Train artists to work with community and community to work with artists. ● Encourage investment in arts assets outside of the “White L”. Intentionally re-invest in neighborhoods which have historically been overlooked for arts investment. Consider racial and spatial equity of arts assets. ● Support the Pennsylvania Avenue Arts & Entertainment District. Back the coalition. Write letters of support. Sign petitions. Collaborate. Share info. ● Highlight legacy, history, and assets of Arts Districts. Create tours. ● Advocate for basic needs of artists to be met--housing, healthcare, living wages. Attend to artists’ stability, sustainability, and quality of life.

Private Sector | Market Leader ● Develop affordable artist housing in a range of styles and costs. ● Protect existing DIY arts spaces and housing (ex: The Copycat). ● Develop more robust private gallery landscape & art buyers market. 8

principles & practices

How might we operate with shared practices to collectively create a more equitable and vibrant arts and culture landscape for all? Listening sessions provide a snapshot of an ecosystem at a given moment in time. Findings and recommendations will be most relevant in the months and years that follow, only to be replaced by new assets and gaps as the system shifts. Beyond specific and time-bound needs, session participants shared timeless recommendations about principles and practices to employ as we collectively create a more equitable and vibrant landscape for arts and culture. Transformative change requires intentional action from all of us. Processes | How we listen & share ● Co-create processes alongside stakeholders. Be transparent about who will be involved, why & how. ● Develop shared principles and purpose among process organizers. ● Invite intentionally to encourage diverse participation. People, place, and time will shape who joins the conversation. ● Meet people where they are. Ask to be invited in. ● Pay participants for their time. Especially individual artists, grassroots leaders, entrepreneurs, and community organizations. Time has a cost. ● Report back on findings, results & next steps. Information is power.

Practices | How we operate & act ● Look to yourself as a powerful source of change. Leverage your own privilege, power, and networks. Take personal accountability for what you can control. ● Spend local. Hire local artists, buy local goods, stock local products, shop local businesses, support local organizations and institutions. Our dollars circulate. 67% of local spending stays in the community. ● Support established partners and infrastructure alongside emerging initiatives. Encourage collaboration, coordination, and intergenerational mentorship. Connect the “shiny new thing” to existing entities. ● Consider spatial equity and distribution of resources across neighborhoods. Map assets within Arts Districts. Invest in arts assets and communities outside the “white L”. ● Advocate to grow arts resources. Current funding cannot meet demand. ● Demonstrate progress as you go

Principles | How we guide our work & inform decisions ● Welcome many perspectives, stages, disciplines & backgrounds ● Be clear & purposeful. “This is who we are. This is what we are here to do.” ● Articulate your values. Consider process, relationships, trust & respect. ● Understand root causes. Acknowledge history & context. Be mindful of unintended consequences. Be mindful of power & structure. Create agency & ownership. ● “Trust the genius of the people who do the work” 9

assets What’s working?

Baltimore has vibrant communities, accessible infrastructure, and supportive institutions which sustain arts and culture every day. These assets serve as a foundation to build an even more robust ecosystem. Many assets serve a specific field, neighborhood, niche, audience, or network. It would be impossible to list each individual, organization, or institution that actively plays a role. Despite being inevitably incomplete, we want to acknowledge many of the players who were listed as key assets during our visioning process. These committed individuals, initiatives, and insights come to mind when you ask creatives, “what’s working”. Artists, Communities & Flow of Information ● Supportive communities & trusted networks ● Vibrant DIY, experimental, artist-led scenes & spaces ● Information flows via trusted networks. More than via online resources & programs. Examples: Invisible Majority, Youth Resiliency Institute, The Fray, Sankofa, Wombworks, Transmodern Festival, LabBodies, The Crown, open mics, event organizers, venues ● Artists as entrepreneurs. Self-sustaining creative practices. ● Artists add value to creative processes--co-design, community development, city policies, planning ● Many artists embedded in systems--schools, prisons, social work, institutions. Part of the civic fabric of the city. ● Art can serve as a tool for healing, inspiration, change Platforms, Audiences & Narrative ● Events as platforms, gigs, community assets, network building, and professional development & skills ● Social media enables visibility of artists & scenes ● Mash-ups of culture and disciplines build new networks ● National platforms featuring local work. Examples: Vice, HBO ● Audiences & patrons for many scenes & scales. Need for pipeline development and diversity. Examples: Creative Alliance, Motor House, Arch Social Club, theaters, The Crown (clubs & bars). ● “Artists make the city cool”

Services & Professional Development ● Arts services orgs sharing opportunities, information, networks, services, platforms, and opportunities. Examples: GBCA, BCAN, MD Citizens for the Arts, MD Volunteer Lawyers for the Arts, MD Nonprofits, Artist U, Urban Arts Leadership Fellowship, Deutsch Foundation Artist Retreat, Impact Hub, BARCO, Brioxy, OSI Fellowship. ● Inspiring models outside of Baltimore. Examples: Oakland Black Arts District, Chicago arts administration, Creative Capital (NYC), Memphis young collectors network, Austin school buildings, Minneapolis corporate engagement. ● Pipeline to develop young & upcoming artists, rooted in lineage & history ● Culturally appropriate youth programs. Examples: Muse 360, Jubilee Arts, Freedom School ● Arts Education programs. Examples: Arts Everyday, MD Dept of Ed art teacher prof dev Institutions, Industries & Policy ● Arts Institutions elevating Baltimore-based artists & creating opportunities ● Institutional initiatives to build relationships & honor value of Baltimore-based and community-centered artists. Examples: BMA Mobile Museum, BMA Open Hours program, MICA strategic initiatives, Lyric educational program, BSO OrchKids ● MICA as a strong anchor willing to engage and share resources ● Film industry getting stronger. Examples: MD Film Fest, Parkway, Six Point Pictures, JHU/MICA Film Center. ● Past City Leadership backing arts with funding, opportunity & narrative. Especially Mayor Schaefer.

assets (cont.) Infrastructure & Space ● Economic impact of arts--$1.16B/yr. (MSAC report) ● Art districts as centers of excellence with resources, venues, events. Examples: Penn Ave Black A&E District (It’s happening! Strong coalition) ● Access to shared equipment. Examples: Open Works, Baltimore Print Studio, The Compound. ● BOPA art spaces. Examples: Bromo, School 33, Cloisters ● Churches: underutilized space for rehearsals & meetings ● Affordable space & low cost of living Funding ● Deutsch Foundation--long-term presence, investment starts small, spread wide. Artists feel, “Somebody does care about us.” ● Funding options: Ruby, Baker, Sondheim ● MSAC & BOPA--strategy, leadership, coordinating role ● Funding outside of arts for expanded resources--community development, capital improvement, fire safety ● Unofficial fiscal sponsors for arts initiatives. Examples: MAP, BOPA, BARCO ● Commissions for artwork. Examples: Light City, BMA, ArtScape, Book Fest ● Travel grants, touring grants, residencies, retreats. Need more!

next steps next steps

artist navigator program

The T. Rowe Price Foundation, Impact Hub Baltimore, and other Steering Committee members will continue to implement key findings from this collective visioning process over the coming months and years. While the full scope of recommendations would demand a seismic shift in arts and culture investment, specific ideas have already found traction, and will continue to shape the future of Baltimore’s creative landscape.

Many Listening Sessions raised the need to connect artists to existing resources for career development and support. Inspired by a care navigator model in the healthcare industry, T. Rowe Price Foundation will make a strategic investment in 2019 to develop and pilot the city’s first Arts Navigator Program.

Key Findings & Steering Committee next steps: ● ● ● ● ● ● ●

Impact Hub to share Final Report with all participants and any interested partners or stakeholders T. Rowe Price Foundation to approve long-term arts investment strategy based on findings. Design and pilot “Artist Navigator” program. State and City arts agencies, MSAC and BOPA to leverage key findings for strategy and coordination Pennsylvania Avenue Black Arts & Entertainment District to submit application with Letters of Support from Steering Committee & partners Artist U to conclude survey and disseminate results Arts service organizations (ASOs) to develop coordination strategy Principles & practices to inform future decision-making & program design

Artist Navigator Program next steps: ● ● ● ● ● ●

Define program goals, objectives, budget, evaluation, and time frame Formulate role description Develop tools including artist strategic planning and/or business planning resources, tracking tools and promotional materials Identify host organizations and training partners Formulate communication and educational strategies Promote and publicize program

Artist Navigation will provide: ● ● ● ● ●

Case management for creative career development One-on-one assistance for artists to develop strategies and reach goals Training for artist navigators on infrastructure, financing, and services to guide artists to network of existing resources Improved awareness of arts service organizations. Reduced barriers. Feedback loop on resource quality and adequacy. Salary & benefits directly to artists

Arts Navigator responsibilities: ● Connect: Maintain personal contact with artists and creatives ● Guide: Identify artist goals and trajectory towards advancing their practice. Provide strategic support to identify direction, barriers, and next steps ● Catalyze: Maintain regular communication with ecosystem partners. Create feedback loop about availability and effectiveness of resources. ● Advise: Increase access to appropriate and supportive coaching ● Facilitate: Link artists and resource providers with appropriate follow-up Program design will continue throughout 2019 with input from members of the Steering Committee at key decision points. Impact Hub Baltimore and partners will share the opportunity when ready. Stay tuned for updates.

participants sessions Listening Sessions July 14 | “First Listen” @ Deutsch Foundation Artist Retreat (15-20p) Sept 5 | Arts Funders @ Maryland State Arts Council (7p) Sept 8 | Penn Ave A&E District @ Jubilee Arts (20-25p) Sept 11 | Artists & Community Orgs @ Impact Hub (17p) Sept 13 | Artists & Community Orgs @ BCAN office (13p) Sept 14 | Arts Events & Programs @ Impact Hub (10p) Sept 17 | Arts Service Organizations @ GBCA (15p) Sept 18 | Arts Spaces @ Bromo Tower (7p) Sept 20 | Arts Institutions @ GBCA (10p)

Participating Organizations & Institutions Deutsch Fdn, T. Rowe Price Fdn, France Merrick Fdn, Awesome Fdn, ABAG, Bloomberg Fdn, Maryland State Arts Council, BOPA, Baltimore City Council, Maryland Dept Ed, UMBC, Towson, Franklin & Marshall, Peabody, MICA, UB, The Lyric, BMA, GBCA, Artist U, MD Volunteer Lawyers for the Arts, MD Citizens for Arts, BCAN, Impact Hub Baltimore, Open Works, BARCO, Jubilee Baltimore, Creative Alliance, Motor House, Dovecote, Center Stage, Everyman, Port Discovery, City Lit, Black Genius Art Show, LabBodies, BrwnTek, North Star Needle Co, Institute for Expanded Research, Gallery Myrtis, Formstone Castle, Youth Resiliency Institute, Bmore Creatives, Sankofa, I Henry Photo Project, Penn Ave Black A&E District, Asian Arts & Culture Center, Ziger Snead, The Contemporary, Baltimore Jewelry Center, Baltimore Rock Opera Society, Afrohouse, Arts Everyday, Transmodern, Dewmore, Chinatown Collective, Coven Projects, Collective Minds, Greenspan Music, No Food Desserts, Six Point Pictures, Invisible Majority, Maryland Film Fest, Muse 360, Bromo A&E District, Fusion, Maryland Art Place, Made in Baltimore, Baltigurls, BNIA, Dance & Bmore, The Compound, LeMondo, EMP Collective, Make Studio.

participants* First Listen Mequitta Ahuja Jeffrey Kent Suzy Delvalle Carla DuPree Brian Robinson Whitney Frazier Gianna Rodriguez Kei Ito Jerrell Gibbs Andrew Simonet Jane Brown Ada Pinkston Arts Funders Sabrina Thornton Ken Skrzesz Kristen McGuire Celeste Amato Kevin Griffin Moreno Kira Wisniewski Tracey Knuckles Artist Session 1 Cadeatra Harvey Nicholas Hawkins Carla DuPree Erin Fostel Mequitta Ahuja Lu Zhang Myrtis Bedolla Mike Bowman Navasha Daya Alexa Gains Becky Stavely Tim Noe Ryan Dorsey *registrations and/or sign-ins

Artist Session 1 (cont.) Kibibi Ajanku Elissa Blount-Moorhead Webster Phillips Shawn Peters Artist Session 2 Julia DiBussolo Alisha Patterson Kibibi Ajanku Shane Prada Douglas Bothner Aubree Weiley Magnolia Laurie James Magruder Aran Keating Carrie Fucile Kathleen Shiota Yoshinobu Shiota Kevin Lavey Hosey Corona Events & Programs Laure Drogul Olu Butterfly Wood Stephanie Hsu Ashley Molese Alysia Lee Thommy Davis Brian Dawkins Mia Loving Jed Dietz Sharayna Christmas

Arts Service Orgs Maggie Villegas Rebekah Highfield Steve Yasko Sharayna Christmas Allison Duggan Alanah Nichole Amy Cavanaugh Kibibi Ajanku Jeannie Howe Andy Cook Jenne Matthews Adam Holofcener Seema Iyer CJay Phillips Arts Spaces Brooks Long Charlie Duff Marian Glebes Carly Bales Merrell Hambleton April Lewis Arts Institutions Sherri Parks Ron Williams Gamynne Guillotte Michael Ross Sammy Hoi Nicholas Cohen Vinny Lancini Dawn Sachs Greg May Carolyn Shake

Photo by: Andy Cook

thank you Please share your questions, comments or appreciations with: michelle@baltimore.impacthub.net