Cultural Affairs Master Plan - City of Frisco

CITY OF FRISCO CULTURAL AFFAIRS MASTER PLAN

2025

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Executive Summary

The Frisco Cultural Affairs Master Plan establishes a comprehensive strategy to integrate arts and culture into the city’s identity, fostering a vibrant, inclusive, and economically robust community. Recognizing Frisco’s rapid growth and diverse demographics, the plan emphasizes the transformative role of arts and culture in enhancing quality of life, driving economic development, and strengthening social bonds.

Planning Process Objectives. The planning process itself held three key objectives:

1. Develop shared goals and actionable strategies to leverage arts and culture for community well-being.

2. Collaborate with residents, stakeholders, and city staff to ensure inclusivity.

3. Align cultural initiatives with broader city planning efforts.

Vision and Core Values: The planning process yielded a vision for the work of the Cultural Affairs Division that could best support the City of Frisco. The vision points to a future for the city with a dynamic cultural ecosystem that celebrates diversity, fosters creativity, and inspires community connection. Core values—community, innovation, accessibility, sustainability, and collaboration—guide the plan’s priorities, aiming to position Frisco as a cultural and economic leader in the region.

Strategic Goals. There are four primary strategic goals to achieve this vision:

1. Place Competitiveness: Position Frisco as a cultural and economic hub through events, partnerships, and tourism initiatives.

2. Creative Placemaking: Use public art and urban design to create spaces reflecting community identity and fostering connection.

3. Creative Economy: Support arts-related businesses, cultural tourism, and mid-sized arts organizations to drive economic growth.

4. Cultural Belonging: Promote cultural inclusivity and local pride through diverse programming and community engagement.

The Frisco Cultural Affairs Master Plan highlights the significant economic contributions of the creative sector, which generated over $21 million in 2022. Residents express a strong appreciation for the role of arts and culture in fostering connection, creativity, and community pride. At the same time, they emphasize the need for greater support for local artists, mid-sized arts organizations, and diverse cultural events. These insights underscore the importance of strategic investments and initiatives to strengthen Frisco’s cultural infrastructure and fully realize its potential as a dynamic and inclusive cultural hub.

The Frisco Cultural Affairs Master Plan commits to embedding arts and culture into the city’s fabric. By embracing its cultural potential, Frisco is poised to become a beacon of creativity, inclusivity, innovation, and economic vitality for future generations.

Planning Context

Outlining Frisco’s historical growth, demographic diversity, and the importance of arts and culture in community development

Why Focus on Arts and Culture?

Frisco’s story began with deep roots in agriculture and a commitment to education, shaping a strong foundation for the thriving city it is today. Over recent decades, Frisco has experienced rapid growth, transforming from a small agricultural community to a dynamic urban center known for its forward-thinking development and communitycentered planning. This expansion has brought together a diverse population with varying cultural backgrounds, each contributing to Frisco’s evolving identity. As the city continues to grow, the focus on arts and culture has become increasingly important to fostering a sense of belonging and community pride.

Planning for arts and culture enables Frisco to create spaces and opportunities that honor its heritage while embracing the diversity of its future. It supports the city’s goal of promoting inclusivity and ensuring that people of all ages and abilities can find meaningful connections within the community. Integrating arts and cultural activities into the city’s infrastructure enriches residents’ lives, allowing them to interact, express creativity, and participate in shared experiences that enhance the community fabric.

Investment in arts and culture is also a powerful catalyst for economic development. Cultural events, public art installations, and performance

spaces not only attract visitors but also support local businesses and job creation. As Frisco aims to be a worldclass destination, fostering a vibrant cultural sector will allow the city to attract new residents and businesses while supporting the growth of local tourism. Strategic support for artsrelated businesses and partnerships between public and private entities can further elevate Frisco’s profile as a cultural and economic hub.

In addition to these economic benefits, arts and culture play a key role in quality of life by enhancing public spaces and supporting an active, engaged community. Frisco’s cultural vitality is already emerging, with growing interest in arts education and community engagement.

Through an intentional focus on arts and culture, Frisco can shape a distinctive cultural identity that honors its history, celebrates its present diversity, and, as the city evolves, positions the arts as a vital force in creating a thriving community prepared for a vibrant future. This Cultural Affairs Master Plan is a commitment to nurturing a community where arts and culture are integral to the city’s vision—a Frisco that is connected, inclusive, and resilient for generations to come. The following planning context provides an overview of Frisco’s unique cultural landscape and the impetus behind this master plan, setting the stage for a shared vision that will guide the city’s cultural growth.

PHOTO: Courtesy of Frisco Cultural Affairs Division-Springtime in Texas by Anat Ronen

Objectives of the Planning Process

The planning process was conducted with four main objectives in mind:

n Develop common goals, strategies, and action steps to grow the ways that arts and culture can contribute to a healthy and vibrant community and the social, cultural, and economic well-being of all community members.

n Develop the plan collaboratively with diverse residents, creative sector stakeholders, and staff.

n Clarify opportunities for collaborations across city departments and organizations.

n Integrate these goals within the broader context of City of Frisco planning efforts.

Values

This vision is also supported by the core values articulated by residents who feel that the City is, at its core, community-focused, inclusive, innovative, and entrepreneurial. These central values provide groundwork for

Vision

To cultivate a dynamic, inclusive, and resilient cultural landscape in Frisco that celebrates diversity, fosters community connections, and inspires creative expression. Through strategic support, public engagement, and a commitment to innovation and opportunity, Frisco aims to nurture arts and cultural experiences that connect residents, attract visitors, and drive sustainable economic growth.

The vision statement for the City’s arts and culture points the direction and intention for a flourishing creative community, with opportunities for both residents and visitors throughout different areas of the community. In the planning process, it was recognized that it was important to build on Play Frisco’s mission statement to, “create well-being through play.”

Working from this base, the vision statement for arts and culture in the City of Frisco developed in response to what we heard in many conversations with creative sector stakeholders, community advisors, cross-sector partners, community members, and staff.

the priorities and action items within the Cultural Affairs Master Plan and establish guideposts for implementing the Plan recommendations over the next ten years:

n Community and Connection

Strengthening connections among residents by fostering arts and cultural experiences that bring people together and build a shared sense of identity.

n Innovation and Opportunity

Encouraging creativity and economic growth through support for diverse cultural enterprises and arts-related businesses.

n Accessibility and Inclusion

Providing accessible arts programs, spaces, and resources for residents, regardless of background.

n Sustainability and Resilience

Committing to the ongoing management, revitalization, and adaptive use of cultural spaces to support long-term growth and adaptability.

n Collaboration and Partnership

Building strong partnerships across public, private, and civic sectors to amplify the impact of arts and culture in the community.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Freedom Fest

The Goals

Place Competitiveness

“Frisco: A City Where Culture Meets Opportunity.”

Place Competitiveness refers to the ability of a city or region to attract and retain residents, businesses, and tourists by offering a vibrant cultural and economic environment. It encompasses the development and promotion of arts and cultural

activities, events, tourism, and business opportunities, creating a dynamic and appealing place to live, work, and visit. Frisco’s commitment to blending arts, culture, and entertainment into the urban fabric helps position it as a key state and regional destination.

Indicators of A Healthy System:

n Increased attendee satisfaction at cultural events and venues.

n Growth in tourism-related revenues from arts and cultural events.

n A higher number of partnerships with cultural institutions and tourism agencies.

n Increased visibility of Frisco’s cultural assets in regional and national media.

The Goals

Creative Placemaking

“Building Community Through Art and Design.”

Creative placemaking is the practice of leveraging arts and culture to build vibrant public spaces that reflect the identity of the community. In Frisco, this means integrating artistic expression into urban design, public art, and community spaces, making culture a core part of daily life. Residents of Frisco have expressed a strong desire to foster social cohesion and a sense of belonging, while enhancing the aesthetic and functional value of its public spaces.

Indicators of A Healthy System:

n Increased public and private investment in public art and creative spaces.

n A geographically distributed range of public art installations across the city.

n Active community engagement in the planning and design of public spaces.

n Increased positive feedback from residents and visitors based on social media responses regarding the vibrancy of public spaces and programming that’s available.

Creative Economy

“Frisco: Where Creativity Fuels Prosperity.”

The Creative Economy highlights the economic contributions of cultural and

creative industries, encompassing arts and cultural education, businesses, events, and organizations. It focuses on leveraging cultural assets to drive economic growth, innovation, and sustainability, creating opportunities for creative professionals and enriching the community’s cultural fabric. Frisco’s cultural industries - from galleries and performance venues to innovative media companies and design studios - drive both cultural richness and economic growth.

Indicators of A Healthy System:

n Increased mechanisms for support for creative businesses and startups.

n Increased number of arts education programs available via the City and private sector.

n Greater investment in the creative sector by public and private entities, particularly in small to mid-sized arts organizations.

n A rise in employment opportunities within Frisco’s creative industries.

Cultural Belonging

“Creating an Inclusive Community Where Everyone Belongs.”

Cultural Belonging emphasizes the importance of inclusive and diverse cultural policies and practices that ensure all community members feel valued and connected. It focuses on fostering a sense of community and shared identity through education, network organizations, and community connections, promoting cultural vitality and inclusivity. Frisco is committed to fostering this belonging through culturally relevant programming, community engagement, and the creation of inclusive spaces. By embracing diversity and creating opportunities for connection, Frisco strengthens its social fabric and promotes a shared community identity.

Indicators of A Healthy System:

n Increased representation of diverse cultures in city-sponsored events and public art.

n Greater participation in cultural events from different demographic segments of residents and visitors.

n Increased number of programs that support the development of connections across the community.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Doodle in the Park by Etty Horowitz

The Way We Planned

Crafting an effective cultural master plan requires a deep understanding of community aspirations, challenges, and values. This section outlines our collaborative approach, capturing insights and feedback from a wide range of residents, cultural stakeholders, and city leaders to ensure that Frisco’s cultural vision reflects the voices of its community.

Interviews

The project team conducted 14 onehour-long interviews in the spring and summer of 2024 with stakeholders representing diverse perspectives on arts and culture in Frisco, including leadership from creative businesses, the school district, cultural leaders, and historic preservation. The interviews were analyzed through a formal coding process to identify key themes and takeaways.

Insights from Interviews:

n Support for Mid-Sized Arts Organizations: Develop more support and capacity-building programs for mid-sized arts organizations to fill the gap between grassroots efforts and large institutions.

n Connect Arts and Sports: Create more events and initiatives that blend Frisco’s sports culture with the arts, such as concerts at sporting events or art installations in sports venues.

n Create Incubator Spaces: Identify potential incubator spaces for creative organizations and to support the creation of additional cultural hubs across the city.

n Increase Arts Visibility in City Branding: Elevate the presence

of arts and culture in Frisco’s branding, ensuring that the arts are promoted alongside sports as part of the city’s identity.

n Cultural Tourism Development: Leverage cultural events, such as music festivals and art fairs, to attract tourists and visitors, building on Frisco’s reputation as a destination.

n Public-Private Partnerships for the Arts: Foster additional publicprivate partnerships to fund largescale arts projects, particularly focusing on cultural venues, public art, and collaborative events.

n Capacity Building for Small Arts Organizations: Provide technical and organizational support for small arts organizations to help them scale up and become sustainable contributors to the cultural ecosystem.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Engagement Session at Frisco Public Library

Meetings

The development of Frisco’s Cultural Affairs Master Plan has been a collaborative process, engaging residents at several key public meetings designed to gather input and foster a shared vision for the arts. The first public meeting was held as part of Play Frisco’s popular “Blended” event series, where community members of all ages joined to celebrate local culture and arts. This kick-off meeting introduced the goals of the Cultural Affairs Master Plan, encouraged residents to share their thoughts, and began building enthusiasm around Frisco’s commitment to cultural growth. Attendees voiced their interests, hopes, and initial ideas, setting a collaborative tone for the planning process.

Building on the momentum from the initial meeting, a second community engagement session took place at another Blended event. This gathering allowed participants to engage in early mapping exercises, which were introduced to visualize Frisco’s cultural assets and identify areas of potential growth and investment. Residents provided insights on the current state of the

cultural mapping being produced. The interactive approach invited dialogue on how best to integrate the arts across Frisco’s diverse neighborhoods and landscapes, ensuring a broad-based understanding of the city’s cultural aspirations.

To make the planning process accessible to families, a familyoriented day was hosted at the Frisco Public Library. This event was filled with creative activities that allowed residents of all ages, particularly young families, to explore their artistic interests and contribute their ideas for Frisco’s cultural future. The day’s activities provided a hands-on experience for children and families. Finally, an Open House at the Frisco Public Library offered residents a chance to review draft ideas and strategies developed from prior meetings. This session encouraged open feedback and welcomed residents’ comments, affirming Frisco’s commitment to inclusivity and transparency throughout the planning process.

These public meetings have laid a solid foundation for the Cultural Affairs Master Plan, highlighting the community’s shared vision for

an arts ecosystem that resonates with all Frisco residents.

Insight from Meetings

n Needed Support for New Families: While the City of Frisco supports a great diversity of residents, it also supports many newly arrived families who need additional social support for helping to connect with others

n Connecting Across Cultures: Members of both the arts community and the general public are eager for opportunities to connect with new neighbors and learn about the many cultures that are represented within the city.

n Need for Greater Artist Support: Many creatives within the city recognize the need for greater support systems that can help the arts sector grow to meet the needs of the quickly expanding resident population.

Survey

The survey aimed to understand residents’ and visitors’ engagement with arts and culture in Frisco, their satisfaction with available opportunities, and their vision for

PHOTO: Courtesy of Frisco Cultural Affairs Division - Calaboose Performance

enhancing the city’s cultural landscape. Participants provided information about their relationship with Frisco, the frequency of their participation in arts and cultural events, preferred types of activities, and feedback on the city’s cultural development. The survey gathered 312 responses.

Overall, many Frisco residents expressed a desire for a more vibrant and accessible arts and culture scene that reflects the city’s growing diversity. Common themes include the need for affordable artist spaces, more frequent arts and cultural events for adults, and broader support for local talent. Some envision Frisco as a city that could rival larger urban centers in Texas, suggesting the development of cultural districts, live theater venues, and interactive public art. There are also calls for inclusive and multicultural programming, with specific interest in supporting veterans, youth, and diverse ethnic communities.

Concerns include opposition to largescale taxpayer-funded projects, and

accessibility issues for seniors. Some respondents feel existing efforts are too focused on sports, while arts and culture receive insufficient attention. Others suggest improved communication about cultural events, especially for families and seniors.

Insights from the Survey

n Relationship with Frisco: Most survey respondents are Frisco residents, with some frequent visitors. This indicates a strong local interest in the city’s arts and cultural development among those who either live or regularly engage with the Frisco area.

n Engagement with Arts and Culture: Respondents show varied engagement, with some attending weekly and others only a few times per year. This diversity suggests opportunities to attract more regular attendance and offer a broader array of events.

n Satisfaction Levels: Satisfaction varies, with a mix of very satisfied

Survey

Frisco’s arts leaders are grounded in the community’s creative history and celebrated performance and cultural offerings.

Example Responses

n Positive: “I think Frisco is one of the surrounding cities in the DFW area with the highest potential for impact in arts and cultural events. There’s a lot of diverse culture that could influence innovation in arts, design, and technology here.”

and somewhat satisfied responses, along with neutral and dissatisfied perspectives. This range suggests that while some residents appreciate Frisco’s offerings, there is room for expansion to meet different expectations.

n Preferred Arts and Cultural Activities: The most popular activities include visual arts, performing arts, and cultural festivals, showing a demand for diverse and communitycentered arts. Interest also extends to activities that support public art and hands-on engagement for local residents.

n Demographic Insights: The survey includes a broad age range, predominantly between 30-64, with a local focus around central Frisco zip codes. This suggests a mature audience interested in arts and culture, likely looking for accessible options within the city.

n Neutral: “It would be nice to have more art/murals/photo op places around the city. An art ‘district’ would be good.”

n Negative: “Opportunities for local gatherings to learn from other artists don’t happen often.”

Mapping

The mapping work conducted for Frisco’s Cultural Affairs Master Plan was a comprehensive process, incorporating a review of existing city planning and policy documents, stakeholder identification, asset categorization, and spatial data analysis. This effort aimed to create a detailed cultural asset inventory and situational analysis, providing a clear picture of Frisco’s cultural landscape. This data was then organized into key categories, including Arts & Cultural Economy, Environment, Vitality, and Policy, each with specific subcategories, which enabled an in-depth look at Frisco’s cultural assets and policy landscape. Spatial mapping allowed for the visualization of asset distribution, highlighting activity clusters and areas with potential for growth.

Insights from the Mapping:

n Community Vision and Feedback: Respondents want increased opportunities for local artists, more visibility of cultural programs, and accessible arts events for various community groups, including youth and marginalized populations. They also emphasize the desire for shared workspaces and more public art integration into the built environment.

n Central Cultural and Economic Hubs: Frisco’s central area serves as a significant hub for cultural and economic activities. The concentration of sports, arts, and entertainment venues in these areas fosters a vibrant cultural environment, attracting both residents and visitors, and supporting economic growth.

n Opportunities for Equitable Asset Distribution: While the central and southern parts of Frisco have a dense array of cultural assets, northern Frisco has fewer resources. This reveals an opportunity to enhance cultural

access in underrepresented areas, ensuring a more balanced cultural landscape throughout the city.

n Family-Oriented and YouthFriendly Destinations: The presence of family-friendly attractions reflects Frisco’s commitment to engaging young audiences. These assets contribute to Frisco’s reputation as a welcoming, familyoriented community and add to the city’s cultural appeal.

n Cross-Sector and CrossDepartment Collaborations: The mapping revealed that many cultural assets, such as the Frisco Discovery Center, the Frisco Heritage Center, and public art installations, reflect successful collaborations between city departments, businesses, and community organizations. This collaborative approach supports Frisco’s cultural vibrancy and opens avenues for continued partnership growth.

Community Mapping

In addition to the more traditional cultural asset mapping that was done, an additional exploration of community identified points was done. Eight local artists were employed to reach out to community members. Artists asked the question, “What places in the city do you identify with your own opportunities for creativity and cultural expression?” What resulted was an additional set of over 100 data points. The points were analyzed to find common

PHOTO: Courtesy of Visit Frisco - Frisco Past and Present by Joshua Boulet

themes. The themes listed below show where it is in the city that art and creativity are happening outside of traditional venues or structures. Knowing this information can give the city a good understanding of the type of needs and opportunities that the cultural community is experiencing.

Summary of Results:

Community & Cultural Spaces:

n These spaces are dedicated to celebrating, preserving, and sharing cultural heritage. Activities often include festivals, language classes, and social or religious gatherings.

n Examples: Indian festivals (Holi, fall and spring festivals), Sanskrit language school, places of worship, and celebrations like Ganesha idol installations.

Creative Artistic Studios:

n These environments support individual and group artistic practices, providing dedicated spaces for art creation and learning.

n Examples: Maker’s spaces (such as 3D printer rooms), private art studios, watercolor studios, and private art studios for group teaching or learning.

Social & Collaboration Hubs:

n These hubs encourage creativity through social interaction, offering spaces for collaboration and community activities like filmmaking and creative work.

n Examples: Local coffee shops (for community building), filmmaking groups, theatre and visual arts events throughout the year, and spaces for yoga, meditation, and other healing practices that people identify as their own form of cultural expression.

Outdoor & Public Spaces:

n These public spaces invite people to engage in organized or spontaneous creative activities, often becoming popular for outdoor art and photography.

n Examples: Parks, public art displays, and locations with scenic views like sunsets that attract photographers.

Overall, what stood out in the data is that the residents of Frisco have a strong correlation between city owned facilities (such as the Discovery Center) and the places in the city where they feel most creative.

Observations

Evaluating Frisco’s current arts and cultural landscape, identifying strengths, weaknesses, and opportunities for future development.

PHOTO: Courtesy of Visit Frisco - iHeartFrisco design by Angeline Collier

Observations

Frisco’s Cultural Economy

The arts and cultural sector in Frisco, TX, is a powerful economic force, contributing significantly to the local economy through direct and indirect spending by organizations and audiences. Frisco’s creative economy generated over $21 million in economic activity in 2022, with spending from nonprofit arts and culture organizations, along with audience expenditures, driving revenue and supporting 374 local jobs. With a blend of local participation and cultural tourism, Frisco’s arts scene fuels business for restaurants, hotels, and retail outlets, underscoring the sector’s impact on the broader economy.

Beyond economic figures, the arts enhance Frisco’s appeal as a vibrant community destination, attracting

visitors and supporting a nighttime economy that strengthens local businesses. The nonprofit arts and culture sector not only offers employment but also fosters a sense of community pride and engagement. Investments in this sector enrich the community’s quality of life, establishing arts and culture as integral to the city’s identity and growth. Based on extensive research, community engagement, and analysis, key observations reveal both Frisco’s strengths and areas for growth in the cultural sector. This section provides a snapshot of Frisco’s current cultural landscape, offering a foundation from which to prioritize future initiatives and opportunities.

Economic Contributions:

n Local Spending Impacts: Arts and culture organizations in Frisco spent $4.5 million in 2022,

supporting 111 jobs and generating substantial tax revenue across city, state, and federal levels.

n Audience Expenditures: Event-related spending by audiences reached $16.8 million, averaging $40.23 per person per event. Nonlocal visitors, who accounted for 9.7% of attendees, spent significantly more, boosting local business.

Tourism and Visitor Economy

n Cultural Tourism Appeal: About 83.5% of nonlocal attendees visited Frtisco specifically for arts and culture events, with each spending an average of $69.28 per event, supporting tourism and local businesses.

n Return on Lodging: Among nonlocal attendees, 15.2% incurred lodging expenses, with an average spend of $184.10

PHOTO: Courtesy of Visit Frisco - Frisco StrEATS

for overnight stays, further underscoring the arts’ impact on the hospitality sector.

Community and Social Value

n Community Pride: Approximately 90.6% of attendees reported that arts activities in Frisco inspire a sense of pride, highlighting the sector’s role in building community identity.

n Resident Retention: If arts events weren’t available locally, 46.1% of residents would travel to another community, indicating the arts’ role in retaining local discretionary spending and engagement.

Economic Vitality and Growth

n Job Creation: The arts sector supports diverse roles, from ushers to creative directors, reflecting growing job opportunities in creative fields within Frisco. One category in particular, Ushers, Lobby Attendants, and Ticket Takers, saw a remarkable increase of 148 positions, rising from 154 in 2021 to 302 in 2022.

n Volunteer and In-Kind Contributions: Frisco’s arts nonprofits benefit from substantial community support, with 1,204 volunteers contributing an estimated $950,000 in value, underscoring community investment in the arts.

Frisco’s Cultural Landscape

The arts and cultural sector in Frisco is evolving rapidly as the city expands, becoming a vibrant contributor to

both the community’s identity and its economic vitality. Traditionally known for its strong sports focus, Frisco is now experiencing growth in arts and culture, driven by increasing demand from residents and visitors for diverse cultural experiences. As more events, installations, and arts spaces are developed, Frisco’s cultural scene is beginning to enrich the quality of life, foster community pride, and attract tourism, making arts and culture a valuable pillar of the city’s growth strategy.

This Cultural Affairs Master Plan acknowledges the sector’s strengths, weaknesses, and potential for impact. From economic contributions to the utilization of public spaces and the fostering of cultural networks, the arts have an essential role in shaping Frisco’s future.

The following section is organized around four key goals that contribute to Frisco’s vision of a thriving cultural landscape: Place Competitiveness, Creative Placemaking, Creative Economy, and Cultural Belonging. Each goal is followed by an analysis of the state of that goal along with indicators of a healthy system, providing mechanisms for evaluating success in these areas. These indicators offer benchmarks for cultural growth, community engagement, and economic development, ensuring Frisco continues to evolve as a cultural hub that is both inclusive and dynamic.

Arts and Cultural Economy:

Understanding of the Arts and Cultural Economy in Frisco

Frisco is known as both a sports and culturally focused city. Many stakeholders notice the rise of arts and cultural events that attract both residents and tourists, but they note that there are still many opportunities to foster even greater partnerships between the two economic sectors.

n Strengths:

n Public-Private Partnerships: Frisco excels in creating successful public-private partnerships, which has been crucial for large-scale events like the Academy of Country Music Awards.

n Diverse Offerings: Frisco offers a variety of arts and cultural experiences, including concerts and festivals which help drive local engagement.

n Growing Local Tourism: Stakeholders see an increase in tourists attending cultural events, supported by the increasing number of cultural venues.

n Weaknesses:

n Resource Allocation: Frisco lacks a robust middle-tier of arts organizations, which limits the development of sustained cultural programming.

n Limited Business Engagement: There is room for improvement in terms of engaging local businesses in the cultural sector, especially in supporting arts-related startups.

n Opportunities:

n Cultural Tourism Campaign: There is potential for a dedicated cultural tourism campaign to attract visitors to Frisco’s growing cultural offerings.

n Expand Festival and Events: There is an opportunity to expand the current roster of festivals,

art fairs, and performances to solidify Frisco’s reputation as a cultural destination.

n Business Partnerships: More support for arts-related businesses from private sector businesses could bolster Frisco’s arts economy and enhance cultural tourism.

n Threats:

n Resource Allocation: Limited funding and resources for the arts through HOT funds and grant opportunities could inhibit the growth of the cultural economy.

Most Important for the Cultural Plan

The cultural plan should prioritize increasing visibility for the arts, establishing a stronger cultural identity in Frisco, and expanding public-private partnerships for arts-based projects.

PHOTO: Courtesy of Visit Frisco - Frisco Uncorked

Arts and Cultural Environment:

Understanding of the Arts and Cultural Environment in Frisco

The arts and cultural environment in Frisco is considered strong, but underdeveloped relative to the scale of the city in its current size. There is widespread recognition that the city’s public spaces and venues are increasingly being used for cultural purposes, but these assets could be enhanced with greater programming support and a greater number of spaces.

n Strengths:

n Existing Infrastructure: Frisco boasts impressive cultural spaces such as the Discovery Center, the Frisco Public Library, the Frisco Heritage Center, and Kaleidoscope Park, which are seen as strong foundations for future cultural development.

n Public Spaces and Venues: There are numerous public spaces in Frisco, including parks and public areas, that offer opportunities for arts engagement.

n Weaknesses:

n Underutilized Venues: Despite some high-quality venues, stakeholders note that many of these spaces such as the Black Box Theater at the Discovery Center need reimagining.

n Distribution of Public Art: Public art in spaces across the city is seen as a potential growth area.

n Opportunities:

n Revitalize Existing Cultural Spaces: Stakeholders see the potential to revitalize venues like the Frisco Discovery Center and Frisco Heritage Center and integrate more art installations into public spaces.

n Public Art Expansion: There is enthusiasm for expanding public art initiatives, particularly interactive, temporary, and community-engaged projects.

n Competition for Space: As Frisco’s population grows, there is concern about the availability of public spaces for arts and cultural activities.

Most Important for the Cultural Plan

The plan should prioritize the ongoing management of existing cultural venues and expand potential venues to support the growing cultural sector.

PHOTO: Courtesy of Visit Frisco - Freedom Fest

Cultural Vitality:

Understanding of the Arts and Cultural Sector in Frisco

Cultural vitality in Frisco is emerging, with growing community engagement. Stakeholders believe continued investment in education and community connections is important for helping the city to fully realize its cultural potential.

n Strengths:

n Strong Community Engagement: Frisco residents are increasingly participating in arts events, and there is a strong interest in arts education and familyfriendly programming.

n Support for Youth Arts: Stakeholders highlight the strength of the FISD arts program and point to a growing interest in arts education for children, particularly in extracurricular activities.

n Weaknesses:

n Lack of Cultural Networks: There is a perceived gap in

the city’s cultural networks (structured or informal groups of people that help others to gather around a particular area of interest), with a need for more formalized structures to connect artists, organizations, and community members.

n Insufficient Opportunities for Cultural Education: Stakeholders note that while arts education is strongly offered through FISD, there is a desire for more cultural education opportunities from the private sector.

n Opportunities:

n Expand Arts Education: There is strong support for expanding arts education, particularly through partnerships with schools and local organizations.

n Create Cultural Networks: Greater support for getting the word out about events like Blended and Music Friendly Frisco could help cultural organizations

and community groups foster collaboration and resource sharing.

n Volunteer Programs: There is a need to help more people connect with city volunteer programs that help engage residents in supporting cultural activities.

n Threats:

n Lack of Long-Term Investments: Sustained support from both the public and private sectors is needed to support the growth within the cultural sector to meet the needs of the growing population.

Most Important for the Cultural Plan

The cultural plan should focus on expanding arts education, building community connections, and developing networks to strengthen cultural engagement.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Performance at Black Box Theater

Arts and Cultural Policies:

Understanding of the Arts and Cultural Sector in Frisco

Frisco’s arts and cultural sector is growing, but stakeholders feel that more strategic policy frameworks are needed to guide its development. There is a general understanding that the city’s cultural policies should be inclusive, supportive, and futureoriented.

n Strengths:

n Inclusive Community Attitudes: Stakeholders note that Frisco’s community is open to collaboration and eager to connect with different cultural and artistic groups.

n Existing Support Structures: The city’s capacity for public-private partnerships and cross-sector collaboration is seen as a strength that can be leveraged for the arts.

n Weaknesses:

n Inconsistent Cross-Departmental Collaboration: More collaboration across city departments is needed to ensure that arts and culture are integrated into all aspects of city planning.

n Opportunities:

n Strengthen Commission Structures: Developing a clear governance framework with diverse representation, including youth, on the arts and culture advisory board could improve the oversight and development of cultural projects.

n Cross-Departmental Collaborations: By fostering collaboration between parks, tourism, economic development, and other city departments, Frisco can ensure that arts and culture are integrated into all aspects of community life.

n Threats:

n Potential for Exclusion: Stakeholders note a desire to sustain efforts towards inclusivity and support for the growth of a sense of belonging.

Most Important for the Cultural Plan

The cultural plan should prioritize increasing visibility for the arts, establishing a stronger cultural identity in Frisco, and expanding public-private partnerships for arts-based projects.

PHOTO: Courtesy of Visit Frisco - Performance at Frisco StrEATS

Engagement Results

Summarizing community input gathered through interviews, surveys, meetings, and focus groups to inform the cultural plan

Strategy Insights

National Trends & Best Practices

Aligning local strategies with broader trends and national best practices is essential to effectively fostering cultural vibrancy. Strategy Insights offers an overview of these best practices, identifying opportunities for Frisco to build a dynamic, inclusive, and sustainable cultural ecosystem.

The “Missing Middle”

The “Missing Middle” in arts organizations highlights a critical gap in Frisco’s cultural landscape: the need for a robust presence of small and mid-sized nonprofit arts organizations. Borrowing from housing development, where the term “missing middle” refers to the absence of non-singlefamily housing, this concept in the arts points to the need for diverse, smaller-scale organizations that can foster a sustainable, communitycentered arts ecosystem. Just as middle housing options provide variety and accessibility, small and mid-

sized arts nonprofits bring richness, adaptability, and local relevance to the cultural sector, supporting larger institutions while responding flexibly to community needs.

In a healthy arts ecosystem, these smaller organizations play an essential role by offering entry points for emerging artists, nurturing innovative programming, and engaging specific communities with tailored cultural experiences. Without them, the arts landscape can have an unhealhly balance of larger institutions, which may lack the flexibility to serve diverse audiences and address hyper-local interests. These “missing middle” organizations are often the first to respond to new artistic trends, collaborate with community groups, and create spaces where artists and audiences can experiment, connect, and grow. By supporting this segment, Frisco can ensure a vibrant cultural sector that offers residents a wide

range of arts experiences beyond what major institutions alone can provide.

Creating a robust “middle” in the arts strengthens the entire ecosystem, providing stability and growth opportunities across the board. Small and mid-sized organizations often act as feeders for larger institutions, developing talent, diversifying programming, and helping audiences cultivate an appreciation for the arts from the ground up. These organizations also tend to have deep community ties and operate with a level of agility that enhances innovation and local engagement. Recognizing and supporting the “missing middle” in Frisco’s Cultural Affairs Master Plan will build a more resilient, inclusive, and diverse arts community, ensuring that Frisco’s cultural sector is both dynamic and sustainable for future generations.

Strategy Recommendations: Support Arts and Cultural Economy

n Micro-Grants for Small Arts Organizations: Explore a

PHOTO: Courtesy of Visit Frisco - Rough Riders Lazy River

micro-grant program to support small and mid-sized creative sector nonprofits and providers, helping them diversify Frisco’s cultural offerings. By fostering partnerships and growing locally produced events and businesses, Frisco can grow as a cultural destination. These micro-grants, along with incentives for creative entrepreneurship, will strengthen the city’s arts economy and attract both residents and tourists.

n Create Affordable Arts Spaces:

Support partnerships between local developers and creative sector organizations to designate affordable spaces for small arts organizations in high-foot-traffic areas, enhancing accessibility and visibility within the community.

Enhance Cultural Vitality

n Networking Program for Emerging Arts Groups: Develop a program connecting smaller arts organizations with established cultural institutions, enabling mentorship opportunities and resource-sharing for organizational growth.

n Incubator Program for MidSized Arts Organizations:

Launch an incubator program to support mid-sized organizations’ development in areas like marketing, grant writing, and financial management, ensuring their sustained contribution to the cultural ecosystem.

Education and Facilitation

n Workshops and Training:

Introduce quarterly workshops to educate small arts organizations on grant writing, financial management, and strategic planning.

n Facilitation Support: Provide mentorship opportunities by connecting emerging organizations with established arts leaders to foster collaboration and skill development.

n Capacity Development:

Develop a toolkit for small organizations with templates for event planning, budgeting, and marketing campaigns.

n Partnering Opportunities: Create a facilitative role for the city by partnering with statelevel arts organizations, such as the Texas Commission on the Arts, to host annual workshops or provide consulting for nonprofits to enhance their operational capacities.

The Arts as Social Infrastructure

In Frisco’s Cultural Affairs Master Plan, the concept of “Arts as Social Infrastructure” emphasizes the arts as an essential part of community life and well-being, much like roads, parks, or public transportation. Social infrastructure consists of the spaces, resources, and opportunities that enable people to connect, share experiences, and build a sense of belonging. The arts provide a unique

platform for this connectivity by fostering cultural exchange, sparking civic pride, and offering inclusive spaces where people from all backgrounds can gather and engage. By viewing arts as foundational to social infrastructure, Frisco can deepen its commitment to creating a thriving, connected community.

The arts bring people together in ways that promote empathy, understanding, and shared identity. Public art installations, cultural festivals, and performing arts spaces act as communal touchpoints where residents and visitors alike can celebrate Frisco’s diversity and heritage. This dynamic engagement helps bridge divides, creating a shared sense of purpose and identity across neighborhoods. By investing in arts infrastructure, Frisco can cultivate gathering places and experiences that are accessible, welcoming, and reflective of the city’s unique character, fostering stronger social bonds and enhancing residents’ quality of life.

As a form of social infrastructure, the arts also play a crucial role in supporting economic resilience and local pride. Cultural venues and arts programming drive foot traffic to local businesses, attract tourism, and increase civic engagement, thereby making arts investment a meaningful contributor to Frisco’s social and economic fabric. Integrating arts as social infrastructure within Frisco’s master plan encourages sustainable growth, where arts spaces and experiences are designed to

adapt alongside the community’s evolving needs, strengthening Frisco’s position as a vibrant, inclusive, and forward-looking city.

Strategy

Recommendations:

Strengthen Arts and Cultural Environment

n Develop Cultural Hubs: Designate specific areas, such as the Rail District/ Center City or Kaleidoscope Park, as cultural hubs where public art, performance spaces, and community arts programming are concentrated, encouraging community gathering and engagement.

n Expand Interactive and Temporary Public Art: Designate cultural hubs in parks or historic districts to create walkable, artsfocused spaces that connect the community and attract exploration. Interactive and temporary public art installations or special events in these hubs can make art experiences accessible, fostering engagement, social bonds, and civic pride while celebrating Frisco’s cultural diversity.

Build Cultural Vitality and Community Connections

n Cross-Neighborhood Cultural Events: Citywide initiatives such as annual community art days and multicultural festivals foster neighborhood-level connectivity and inclusivity, encouraging residents to participate in and celebrate the arts. These events offer accessible opportunities for community engagement and deepen Frisco’s cultural landscape by bringing residents together across neighborhoods.

n Partnerships for Inclusive Public Art: Partner with local artists and community groups to create public art that reflects diverse cultural narratives, helping bridge divides and cultivating a shared sense of place.

Arts and Health

The theme of “Arts and Health” within Frisco’s Cultural Affairs Master Plan highlights the powerful impact of arts on individual and community wellbeing. Art engages the mind and body in ways that go beyond traditional health practices, offering therapeutic experiences that reduce stress, foster

emotional expression, and promote social connection. By incorporating arts into health and wellness initiatives, Frisco can improve the quality of life for residents of all ages, creating pathways for mental, emotional, and physical healing through creative engagement.

Research increasingly shows the arts as a valuable complement to health services, with creative activities such as music, dance, visual arts, and theater improving mood, reducing anxiety, and fostering resilience. In healthcare environments, the arts create calming spaces, and community programs focused on creativity provide an outlet for managing trauma and enhancing self-awareness. By integrating art into Frisco’s parks, public spaces, and community centers, the city can offer accessible, artsbased health resources that contribute to residents’ holistic wellness, especially in spaces designed for reflection, relaxation, and rejuvenation.

Promoting “Arts and Health” as a core component of the Cultural Affairs Master Plan reflects Frisco’s commitment to building a resilient, compassionate community. Accessible arts initiatives—such as public art

PHOTO: Courtesy of Frisco Cultural Affairs Division - Free Flow by BJ Katz

installations, art workshops, and wellness-focused performances can help address mental health challenges and support underserved populations by creating inclusive, healing environments. This holistic approach to community health positions Frisco as a leader in recognizing the arts as essential to both individual well-being and the collective vitality of the city, ensuring that as Frisco grows, it remains a place where creativity nurtures the health and happiness of all residents.

Strategy

Recommendations:

Enhance the Arts and Cultural Environment

n Wellness and Arts Integration in Public Spaces: Include wellnessfocused art installations in parks, such as calming sculptures or reflection spaces, promoting relaxation and mental well-being in accessible, outdoor settings.

n Community Wellness and Belonging Programs: Collaborate with healthcare providers to offer accessible programs and workshops, providing creative outlets that improve residents’ quality of life and experience of belonging.

Strengthen Arts and Cultural Policies

n Public Health and Arts Partnerships: Work with the local health department to develop initiatives like artsbased wellness programs or educational workshops on the benefits of art in mental health, establishing the arts as a vital component of community health.

n Accessible Arts in Health Policies: Create policies prioritizing arts accessibility in wellness programs and public spaces, ensuring that health-focused arts initiatives are inclusive and reach underserved populations.

PHOTO: Courtesy of Visit Frisco - Historic Frisco

PHOTO: Courtesy of Frisco Cultural Affairs Division - Frisco’s First

by David Alan Clark

The Roadmap

The Roadmap section serves as a bridge between the overarching goals of Frisco’s Cultural Affairs Master Plan and the specific actions that will bring these goals to life. This chapter breaks down each goal into targeted strategies, translating broad aspirations into focused approaches that respond to Frisco’s unique cultural landscape. Through these strategies, the Roadmap sets a clear pathway to cultivate a vibrant arts and culture ecosystem, encouraging growth, accessibility, and community engagement across the city.

Each strategy provides a structured approach to achieving Frisco’s goals, drawing on best practices and local insights to ensure relevance and impact. From there, the chapter moves into specific action items— concrete, actionable steps designed to empower city staff, community leaders, and stakeholders to bring Frisco’s cultural vision to fruition. These action items outline tasks, timelines, and necessary resources, making it possible to track progress and adapt to emerging opportunities as Frisco’s cultural community evolves.

Together, the goals, strategies, and action items presented in this chapter create a dynamic, actionable roadmap that envisions and enables a thriving cultural future for Frisco. Bridging vision with action, the Roadmap outlines specific goals, strategies, and steps to transform Frisco’s cultural vision into reality. This actionable framework guides Frisco in cultivating a vibrant, accessible arts and culture environment for all residents and visitors.

Arts and Cultural Economy Summary

Frisco’s arts and cultural economy aims to foster a vibrant cultural sector that drives economic growth, supports community engagement, and enhances the city’s appeal as a cultural destination. By investing in small and mid-sized arts organizations, cultural heritage, and local festivals, Frisco seeks to cultivate a thriving arts ecosystem that attracts both residents and tourists. Strategic collaborations between cultural organizations, local businesses, and the tourism sector will position Frisco as a hub for creative industries and dynamic cultural experiences. Through a robust calendar of events and a focus on showcasing its unique identity, Frisco will strengthen its competitive edge while fostering a sense of community and cultural pride.

Key Strategies

n Develop a Cultural Heritage Tourism Strategy to promote museums, landmarks, and parks.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Poems by John Runnels

n Create an Annual Multicultural Arts Festival to celebrate diversity and attract tourists.

n Support Arts-Related Startups in partnership with the Economic Development Corporation through financial incentives and grants.

n Foster Public-Private Partnerships to fund cultural events and venues.

n Provide Capacity Building for Arts Organizations to help them grow and thrive.

n Develop Cultural Affairs Division Infrastructure to accomplish these strategies.

Specific Strategies

Tourism

n Cultural Heritage Tourism Strategy: Develop a comprehensive cultural tourism strategy that promotes Frisco’s museums, cultural landmarks, and parks as must-see attractions for regional visitors. Include

guided tours highlighting the city’s unique art installations and historic landmarks.

n Establish a marketing campaign to promote cultural tours, highlighting unique art installations and historic landmarks in the region.

n Organize and train a team of local guides to offer personalized tours, focusing on the cultural and historical significance of Frisco’s attractions

n Arts and Sports Collaboration: Create a program where tourists attending major sports events can also experience local arts through special packages that include visits to museums, art galleries, and public art walking tours.

n Create “Art & Sports” experience packages that combine event tickets with cultural activities, offering discounts to tourists.

n Promote these packages through Visit Frisco and other

tourism-focused channels to maximize outreach.

n Collaborate with sports teams to incorporate local and regional artists and musicians in gameday activities (e.g., halftime shows, pop-up art exhibits, special events activations)

Special Events

n Annual Multicultural Arts Festival: Establish a regular multicultural festival that celebrates Frisco’s diverse communities through music, dance, food, and visual arts, attracting both residents and tourists.

n Form a planning committee that includes representatives from diverse communities to ensure broad cultural representation.

n Support the development of the Multicultural Festival through music and dance performances, which supports the goal of promoting Frisco’s cultural diversity.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Heritage Center Walking Tours

n Partner with local businesses to sponsor and host events during the festival, providing opportunities for local artists and vendors.

n Implement a post-event evaluation to capture community feedback and improve future iterations.

n Marketing Seasonal Art and Music Series: Work with Visit Frisco to promote the yearround series of seasonal outdoor concerts, art exhibitions, and pop-up events that encourage community participation and draw tourists throughout the year.

n Partner with Visit Frisco to develop a printed and digital calendar of events, focusing on seasonal themes to draw consistent tourist interest.

n Establish collaboration with local artists and musicians to create unique, seasonally-themed performances and exhibitions.

n Arts and Sports Event Pairings: Develop arts events that coincide with major sports events, such as halftime performances by local and regional artists, live painting at sporting events, watch-parties, or arts fairs at sports venues.

n Develop a series of arts events around major sports competitions, including pre-game and halftime performances.

n Engage local and regional artists to create live art experiences, such as painting or sculpture demonstrations, that relate to the theme of the sporting event.

n Create pop-up art markets at sports venues to showcase local artisans.

Businesses

n Support for Arts-Related Startups: Encourage creative entrepreneurship with grants or tax incentives for artsrelated businesses, such as galleries and studios, using micro-grants to strengthen the local creative economy.

n Introduce a micro-grant program for arts-related startups and small businesses.

n Integrate performance metrics into the micro-grant program to ensure recipients demonstrate measurable impacts on cultural engagement or economic contribution.

n Work with Chamber of Commerce to find ways to support arts studios and downtown creative businesses.

n Offer mentorship programs in collaboration with local business leaders to support new arts entrepreneurs.

n Partnerships with Local Businesses: Establish partnerships between local businesses and artists to host performances, rotating art exhibitions, and other cultural opportunities in shops, cafes, and restaurants, providing exposure for local creatives and enhancing the city’s aesthetic appeal.

n Establish a partnership program encouraging local businesses to host rotating art installations and performances.

n Offer training to business owners on how to collaborate effectively with artists for mutually beneficial outcomes.

n Create a sponsorship program that can help facilitate connections between local businesses and growing arts organizations.

n Film and Media Sector Development: Foster the growth of a local film and media sector by providing financial incentives for studios and production companies to set up operations in Frisco.

n Develop standing as a Film Friendly Certified Community through the Texas Film Commission.

n Set up a fund to incentivize film and media production companies to establish operations in Frisco.

n Examine the potential for creating film festivals, in particular, establishing an annual student film festival, potentially in partnership with local schools or institutions, which could also include youth volunteer opportunities.

n Through a partnership with the EDC, create grant opportunities for independent filmmakers and digital media artists focused on local themes or subjects related to Frisco.

Organizations

n Capacity Building for Arts Organizations: Create a capacity-building program to support non-profit and for-profit arts organizations in grant writing, financial management, and marketing.

n Launch workshops on essential skills such as grant writing, marketing, and financial management for arts organizations.

n Offer one-on-one mentorship sessions with established non-profit leaders.

n Develop a toolkit of resources for new and growing arts organizations, including templates for budgeting, project planning, and fundraising.

n Network for Emerging Arts Groups: Establish a

mentorship program that connects established cultural organizations with emerging arts groups, facilitating knowledge transfer and collaboration.

n Implement a mentorship program that pairs experienced leaders with newer groups, facilitating skills transfer.

n Develop shared resource spaces, such as co-working areas, where smaller groups can access office supplies, meeting spaces, and administrative support.

n Cross-Disciplinary Cultural Partnerships: Model collaboration between arts organizations, educational institutions, and the business sector to foster a more integrated cultural community in Frisco.

n Establish a quarterly forum where representatives from the arts, education, and business sectors can brainstorm collaborative projects.

n Create support for crossdisciplinary projects that address community needs (e.g., educational programs that blend arts and business skills, or local mural projects that hire youth artists).

n Develop case studies of successful collaborations to serve as models for other organizations.

PHOTO: Courtesy of Visit Frisco - TrainTopia

Arts, Culture and Heritage Environment

Summary

Frisco’s arts, culture and heritage environment emphasizes the creation and maintenance of public spaces that reflect the city’s unique identity through urban design, public art, and dedicated cultural venues. By integrating natural and historic assets, Frisco aims to enhance its aesthetic and cultural appeal, offering residents and visitors immersive experiences that celebrate the city’s history and diversity. Strategically placed public art, community-based urban design, and innovative investments in the creation of the public realm will foster a vibrant and engaging environment where arts, nature, and heritage converge. This approach highlights Frisco’s commitment to promoting creativity, honoring history, and creating spaces that inspire and connect.

Key Strategies

n Implement Creative Placemaking to integrate public art and performance spaces into urban design.

n Develop Interactive and Temporary Public Art Projects that engage the community and reflect Frisco’s identity. These installations follow a trend toward accessible, participatory public art, enhancing Frisco’s unique cultural identity.

n Revitalize and build Multi-Use Cultural Venues to support performances and exhibitions.

n Incorporate Art Installations in Natural and Historic Spaces that can enhance public awareness of Frisco’s cultural assets and create social media friendly opportunities.

n Designate Cultural Corridors that concentrate arts activities and events in walkable districts.

Specific Strategies

Urban Design

n Work with the Public Works Department to explore the creation of unique installations for infrastructure elements.

n Designate an area where artists can create sanctioned urban art (“Permission Walls”), fostering creative expression and making art more accessible in public spaces.

n Cultural Corridors: Designate cultural corridors with concentrated arts and culture

n Artistic Enhancements to Infrastructure: Incorporate artistic design elements into public infrastructure, such as bridges, traffic signal boxes, storm drains, and sidewalks, to enhance the city’s cultural and aesthetic appeal.

PHOTO: Courtesy of Frisco Cultural Affairs Division - Searching for Plum Creek by Joe Barrington

activities, businesses, and events to foster a walkable, art-friendly environment. Establishing these hubs supports best practices by strengthening community connections and creating accessible spaces for arts engagement.

n Identify specific streets or districts as cultural corridors and develop signage, lighting, and street art to reflect this designation.

n Partner with local businesses along these corridors to promote arts-related events and host pop-up installations.

n Assist with developing regular art walks and events along these corridors to draw foot traffic and increase cultural visibility.

Public Art

n Updated Orientation for Board Members: Implement a more structured orientation program

for new board members to ensure they understand their advisory role.

n Develop an onboarding program that includes training on Cultural Affairs’ role in community identity and best practices in board governance.

n Temporary Art Installations: Expand the use of temporary public art installations and exhibitions in Frisco, including murals.

n Create a streamlined application process for artists and emerging artists interested in temporary public art projects.

n Identify places for temporary installations in high-traffic areas.

n Partner with local businesses to co-sponsor installations and incorporate art into their spaces.

n Pooling of Public Art Funds: Explore the possibility of pooling

public art funds, especially for capital improvement projects, to ensure that money is used efficiently and that larger, more impactful public art pieces can be created.

n Develop a fund for large-scale public art projects sourced from pooled resources, where legally allowable, across various city departments and private sponsors.

n Host a “Public Art Summit” where local government, artists, and community members can discuss funding and priorities.

n Guide for Developers on Public Art: Develop a guide for developers that outlines best practices for installing and maintaining public art in their developments. This would provide clarity and help developers contribute positively to Frisco’s public art landscape.

PHOTO: Courtesy of Visit Frisco - The Texas Special

n Develop a comprehensive guide detailing best practices for incorporating public art into private developments.

n Offer workshops for developers to learn about the value of public art and how it can enhance their properties.

n Develop a digital guide with QR codes placed at historic sites, offering visitors access to multimedia content (e.g., videos, audio tours).

Venues

n Upgrade Existing Cultural Venues: Invest in revitalizing underutilized cultural spaces, such as the Discovery Center and the Frisco Heritage Center, to make them more functional and attractive for performances, exhibitions, and community events.

n Conduct needs assessments for the Frisco Discovery Center and the Frisco Heritage Center to identify specific upgrades.

n Develop spaces that are welcoming and provide a sense of belonging to underserved populations or demographics within these venues.

n Develop a funding plan for renovations, including grants and community fundraising events.

n New Venue Development: Continue to evaluate space to support local arts organizations, especially as existing facilities

are renovated, and the Frisco Center for the Arts is developed.

n Continue to evaluate usage based on community needs.

n Create partnerships to fund and support new venue development.

n Incubator Artist Space: Create a multi-use facility that can help to develop small-scale local artists and creatives develop their businesses.

n Develop a smaller-scale, affordable, multi-use facility that can host various events, from exhibitions to performances, with flexible seating and staging options.

n Explore additional ways in which the Discovery Center and Heritage Center can function as small-scale incubator spaces for artists and creatives.

n Integrate space for local artists and creatives to sell their works.

n Create artist studio spaces to rent with a focus on providing shared office and event spaces equipped with essential resources like internet, audio-visual tools, and marketing support.

n Collaborate with local educational institutions to host arts classes and workshops in the facility.

n Continue fostering the Frisco Center for the Arts.

Parks

n Leveraging Parks for Cultural Programming: Create policies that support the use of parks like the upcoming Northwest Community Park and Grand Park venues for cultural activities, ensuring these spaces contribute to the city’s cultural vibrancy.

n Designate specific parks as cultural hubs and promote these spaces through city marketing.

n Ensure these outdoor spaces have accessible seating, sound systems, and lighting to support a variety of events.

n Develop more outdoor venues for performances and exhibitions, particularly in parks and public spaces like 4th St. Plaza and Phase 1 of Grand Park.

n Green Space Art Installations: Incorporate installations into natural spaces, such as land art and performances.

n Develop a public call for proposals from artists to create nature-themed installations in parks and green spaces.

n Establish criteria that emphasize sustainability and environmental themes for installations.

n Host guided walks to introduce the public to these green space installations and explain their themes.

n Integrate wellness-focused installations into natural

spaces, creating accessible environments for relaxation and mental well-being.

n Artistic Interpretation of Environmental Themes: Commission local and regional artists to create works that interpret environmental themes, fostering public awareness of Frisco’s natural assets.

n Commission local and regional artists to create installations or sculptures reflecting environmental themes, such as conservation or biodiversity.

n Partner with the Natural Resources Division to provide educational programming around these installations.

n Create interpretive signage or interactive elements that explain the installations’ environmental messages.

Heritage

and Historic Assets

n Heritage and Historic Preservation: Celebrate Frisco’s historic landmarks, incorporating storytelling elements that connect visitors with the city’s heritage.

n Work with historians to incorporate storytelling elements in installations that highlight Frisco’s cultural legacy.

n Establish a heritage tour that connects significant historic sites and includes interpretive art along the route.

n Heritage Programming and Partnerships: Support additional heritage-focused programming to city-wide events, emphasizing storytelling, traditional crafts, and local history.

n Collaborate with schools to introduce workshops and tours centered on Frisco’s heritage sites and traditions.

n Host an annual “Frisco Heritage Festival,” featuring music, dance, and food to celebrate local and regional heritage.

n Interactive History Tours: Develop interactive history tours that use digital tools (like QR codes or apps) to tell the stories of Frisco’s historic sites.

n Develop a digital guide with QR codes placed at historic sites, offering visitors access to multimedia content (e.g., videos, audio tours).

n Partner with local schools and historical societies to develop interactive educational content for the tours.

n Incorporate augmented reality (AR) elements to make the history tours engaging and informative.

Cultural Vitality

Summary

Cultural vitality in Frisco will be driven by strong educational programs, collaborative arts organizations, and a dedicated volunteer base, fostering an inclusive and dynamic cultural

PHOTO: Courtesy of Visit Frisco - Kelvin Thomas during Music on Main Street

landscape rooted in community engagement. Investments in cultural infrastructure and programming will nurture creativity and ensure the arts remain accessible and relevant to all residents. By encouraging volunteerism and building strong community connections, Frisco aims to empower residents to actively engage with the arts, while supporting collaboration and resource sharing among cultural organizations. This commitment to education, investment, and engagement will sustain the growth of the cultural sector, making Frisco a model of cultural inclusivity and vibrancy.

Key Strategies

n Create a Cultural Volunteer Network to support cultural activities and events.

n Establish a Citywide Arts Collaboration Platform to connect cultural practitioners and organizations.

n Strengthen Community

Connections through citywide arts events, volunteerism, and cross-cultural collaborations.

Specific Strategies Education

n Integrated Arts Education in Schools: Develop stronger partnerships between local arts organizations, schools and cultural organizations to enhance arts education programs and provide students with handson creative opportunities.

n Partner with local schools to offer in-classroom arts and culture programming, including artist residencies and interactive workshops.

n After-School Arts Programs: Help support the development of after-school arts programs that give students access to music, dance, visual arts, and theater education, fostering talent and creativity from a young age.

n Establish partnerships with

community centers and schools to offer after-school arts programming in music, dance, and visual arts.

n Provide scholarships or slidingscale fees to ensure access for students from all backgrounds.

n Educational Programs in Public Venues: Support continued educational workshops in public venues like the Discovery Center, the Heritage Center and the Grove at Frisco Commons

n Develop drop-in workshops designed to introduce residents to different art forms.

n Create youth apprenticeship programs to foster the next generation of the arts and culture workforce.

Investments

n Matching Grants for Cultural Programs: Offer matching grants to encourage private

PHOTO: Courtesy of Frisco Cultural Affairs Division - Frisco Water Park Opening

investment in cultural programming and arts infrastructure.

n Launch a matching grant program to incentivize private investment in local arts and culture initiatives.

n Set clear guidelines and matching ratios to encourage contributions from businesses and individuals.

n Publicize successful grant projects to highlight the benefits of investing in the

local cultural sector.

n Public-Private Investment Partnerships: Foster publicprivate partnerships for funding large-scale cultural projects, such as new venues, public art installations, or major festivals.

n Host annual cultural investment summits to showcase opportunities for collaboration and co-investment.

n Recognize contributing businesses and individuals publicly, reinforcing the value of their support.

Volunteer Base

n Cultural Volunteer Network: Create a centralized volunteer network for cultural organizations, providing residents with opportunities to contribute their time and skills to arts programs and events.

n Establish a centralized volunteer database for arts and cultural programs, matching volunteers with opportunities across the city.

n Explore existing City of Frisco volunteer programs and the potential to integrate department needs into existing structure.

n Develop a volunteer recognition program to highlight contributions and encourage continued involvement.

n Host an annual appreciation event for cultural volunteers to recognize their efforts and build community.

n Volunteer Training for Arts Organizations: Offer training programs for volunteers in areas like event management, marketing, and fundraising, helping arts organizations grow their volunteer base.

n Offer regular training sessions on event management, marketing, and fundraising for cultural volunteers.

n Create a toolkit of resources for arts organizations to develop

PHOTO: Courtesy of Visit Frisco - Arts in the Square

effective volunteer programs.

n Youth Arts Volunteer Program: Establish a youth volunteer program focused on arts and culture, encouraging young residents to engage with the arts through hands-on participation.

n Evaluate periodically adding youth to the artist selection committee.

n Further develop a volunteer program for youth, engaging them in arts projects and events.

n Collaborate with schools to offer service hours or credits for participation in the youth volunteer program.

n Provide leadership opportunities within the program to encourage skill development.

Community Connections

n Community Art Days: Host citywide community art days featuring public art projects, performances, and workshops that foster connection through creativity. These cultural events support cross-neighborhood connectivity and inclusivity, giving Frisco residents meaningful opportunities to experience the arts locally.

n Organize citywide art days where residents can participate in handson art projects and workshops.

n Work with local artists to lead projects that allow

community members to create art pieces together.

Support for Neighborhood Arts: Provide support to neighborhood associations and local groups to host their own arts events, such as block parties, art fairs, or local theater productions.

n Provide resources and guidance to help local groups plan and promote their events effectively.

n Encourage a “neighborhood showcase” day where multiple neighborhoods can showcase their events citywide.

Cultural Policies Summary

Frisco’s arts and cultural policies will establish an inclusive framework that fosters collaboration across city departments and external partners to ensure the accessibility and relevance of cultural programs for all community members. By integrating the arts into the broader civic fabric, these policies will create a supportive environment for sustainable cultural growth that reflects the city’s diversity and values. Transparent governance structures and commission oversight will guide cultural initiatives, ensuring they align with Frisco’s broader goals of inclusion, accessibility, and sustainability. This approach will cultivate a cohesive cultural ecosystem where all residents can engage with and benefit from the city’s artistic and cultural offerings.

PHOTO: Courtesy of Frisco Cultural Affairs

Division - The Way Home by Pascale Pryor

Key Strategies

n Develop Inclusive Cultural Policies to ensure all residents have access to cultural programs and events.

n Encourage Representation on Arts Commissions to reflect the community’s cultural diversity.

n Foster Cross-Department Collaborations between arts, education, and parks departments to integrate arts into city planning.

n Implement an Annual Review of Cultural Policies to ensure they remain relevant and inclusive in the fast-growing city.

Strategies

Inclusive Cultural Policies

n Culturally Inclusive Programming: Develop cultural programs that engage underrepresented groups in Frisco, ensuring offerings reflect the city’s strong sense of diversity and align

with national best practices on promoting arts accessibility and community engagement.

n Partner with local leaders from diverse cultural backgrounds, such as the Multicultural Committee, to ensure programming reflects the city’s demographics and meets the needs of different communities.

n Conduct regular community surveys to assess cultural interests and identify gaps in representation.

n Accessibility in the Arts: Ensure all arts venues and events are fully accessible to individuals with disabilities, with programming designed for inclusivity. This approach reflects best practices and highlights the arts’ role in public well-being and community inclusivity.

n Establish a fund for making arts and cultural venues and events accessible to individuals with disabilities (e.g.,

sign language interpreters, captioning, wheelchair access).

n Develop an online accessibility guide for all arts and cultural events in Frisco, detailing available accommodations.

n Language Inclusion in Cultural Events: To engage non-Englishspeaking communities in Frisco, offer multilingual programming and resources for cultural events.

n Partner with local language service providers or community volunteers to ensure interpretation and translation services for commonly spoken languages in Frisco.

Innovation and Governance

n Artist Residencies: Support artist residencies as part of the Cultural Affairs Division as part of a long-term public engagement strategy that fosters local and regional talent.

n Launch a pilot Artist-in-Residence

PHOTO: Courtesy of Visit Frisco - Nerdvana

program inviting both local and regional artists to work within Frisco’s schools, hospitals, and community centers.

n Integrate an artist residency component into planned festivals or public art projects, allowing artists to engage with the community.

n Diverse Representation in Arts Governance: Continue to ensure that the Arts and Culture Advisory Board reflects the diversity of Frisco’s population.

n Continue to ensure the Arts and Culture Advisory Board includes members from various cultural, socioeconomic, and professional backgrounds.

Cross-Department Opportunity

n Create Clarity of Roles: Evaluate staff position titles and job descriptions to align with industry standards in order to support departmental partnerships from a baseline of best practices.

n A Seat at the Policy Table: Explore opportunities to have members of the Arts and Culture Advisory Board liason with other city boards and commissions (or serve as ex officio) to ensure the continued

integration of arts programming into various aspects of city life.

n Develop a quarterly meeting series where representatives from arts, parks, and cultural divisions collaborate on joint initiatives.

n Create a shared calendar of events that include arts, recreation, and multicultural programming, promoting crossdepartmental participation.

n Health and Arts Initiatives: Collaborate with the healthcare industry to develop arts programs focused on public health, such as art therapy workshops, wellness programs, and mental health initiatives.

n Partner with the healthcare industry to pilot an arts-based wellness program, providing creative activities like dance, painting, and music therapy in healthcare settings. This initiative aligns Frisco with the national trend of using arts for mental health and wellness.

n Host community wellness days featuring arts therapy, mental health support, and wellness workshops.

n Veterans and Military Families: Explore ways to bring together partnerships that can support

a set of Arts and Health programming for veterans and military-related populations.

n Introduce a “Military Arts Showcase” as a component of existing local festivals, celebrating stories and contributions of military families through visual and performing arts.

n Develop permanent programs or residencies for veteran artists at local recreation centers.

n Collaborate with healthcare providers like VA hospitals to pilot creative arts therapy initiatives addressing PTSD or other challenges faced by veterans.

n Regional Opportunities: Connect with regional partners to grow both networks and offerings for residents and visitors.

n Create regional alliances for events to draw larger audiences, promote cultural exchange, and support local tourism.

Providing detailed supporting data, analyses, and resources, including cultural asset inventories, economic insights, and planning documents

Appendices

Situational Analysis

Focusing on Plan Goals

1. Place Competitiveness - Place Competitiveness refers to the ability of a city or region to attract and retain residents, businesses, and tourists by offering a vibrant cultural and economic environment. It encompasses the development and promotion of arts and cultural activities, events, tourism, and business opportunities, creating a dynamic and appealing place to live, work, and visit.

2. Creative Placemaking - Creative Placemaking involves the strategic use of arts and culture to revitalize and enhance public spaces, fostering community identity and social cohesion. It integrates arts and cultural policies with urban design, public art, and venue development, creating environments that reflect and celebrate the unique character and diversity of the community.

3. Cultural Belonging - Cultural Belonging emphasizes the importance of inclusive and diverse cultural policies and practices that ensure all community members feel valued and connected. It focuses on fostering a sense of community and shared identity through education, network organizations, and community connections, promoting cultural vitality and inclusivity.

4. Creative Economy - The Creative Economy highlights the economic contributions of cultural and creative industries, encompassing arts and cultural education, businesses, events, and organizations. It focuses on leveraging cultural assets to drive economic growth, innovation, and sustainability, creating opportunities for creative professionals and enriching the community's cultural fabric.

Analyzing Specific Categories of Information

1. Arts and Cultural Economy: The Arts and Cultural Economy category includes all economic activities related to the arts and culture sector. It encompasses tourism, events, businesses, and organizations that contribute to the economic vitality and cultural richness of the community. This category highlights the role of cultural assets in driving economic development and enhancing the city's competitive edge.

○ Tourism: Attractions and experiences that draw visitors to the city, such as museums, parks, tours, and cultural landmarks.

○ Events: Festivals, performances, and other cultural gatherings that engage the community and attract tourists.

○ Businesses: Enterprises that support and promote the arts and culture sector, including media, studios, galleries, and entertainment companies.

○ Organizations: Non-profit and for-profit entities that provide cultural services, programs, and advocacy, such as arts foundations, guilds, and educational institutions.

2. Arts and Cultural Environment: The Arts and Cultural Environment category focuses on the physical and aesthetic aspects of the cultural landscape. It includes urban design, public art, venues, and natural and historic assets that shape the cultural experience and environment of the city.

○ Urban Design: The planning and design of public spaces that enhance the cultural and aesthetic appeal of the city.

○ Public Art: Artistic installations and projects in public spaces that reflect the community's identity and values.

○ Venues: Facilities and spaces dedicated to cultural activities, performances, and exhibitions.

○ Parks and Open Spaces: Parks, recreational areas, and municipal resources that contribute to the community's cultural and environmental quality.

○ Historic Assets: Sites and structures of historical significance that preserve and celebrate the city's heritage.

3. Cultural Vitality: Cultural Vitality refers to the dynamic and sustainable engagement of the community in cultural activities and education. It includes initiatives that support cultural education, network organizations, investments, volunteerism, and community connections, fostering a vibrant and active cultural life.

○ Education: Programs and institutions that provide cultural and arts education, nurturing talent and creativity.

○ Network Organizations: Groups and associations that connect and support cultural practitioners and organizations.

○ Investments: Financial support and funding for cultural projects, programs, and infrastructure.

○ Volunteer Base: Community members who contribute their time and skills to support cultural activities and organizations.

○ Community Connections: Initiatives that build and strengthen community ties through cultural engagement and participation.

4. Arts and Cultural Policies: Arts and Cultural Policies encompass the strategic frameworks and regulations that guide the development and integration of arts and culture within the community. This category focuses on inclusive cultural policies, commission structures, and cross-department opportunities that ensure a cohesive and supportive environment for cultural growth.

○ Inclusive Cultural Policies: Strategies and actions that ensure cultural programs and services are accessible and relevant to all community members.

○ Cross-department Opportunities: Collaborative efforts between different city departments and external partners to integrate and promote cultural activities and policies.

During this foundational step in the planning process, we reviewed Frisco's past and current arts and cultural programs, offerings, and infrastructure, both public and private. Our analysis delved into other city strategic plans, policies, and related documents that intersect with Frisco’s arts and cultural services. We incorporated the valuable assets and opportunities of Frisco ISD and

examine the city’s regional context, uncovering how arts and culture amplify Frisco’s influence locally and beyond.

Arts & Cultural Economy

Cultural Tourism

● Diverse Cultural and Recreational Attractions: Frisco combines lifestyle, culture, and community engagement, offering a variety of arts and shopping experiences. Attractions like the Texas Sculpture Garden and over 9 million square feet of retail space make Frisco a destination for art enthusiasts and shoppers alike, adding depth to the city’s cultural tourism profile.

● Outdoor and Sports Destinations: Known as a hub for sports and recreation, Frisco boasts premier facilities such as Toyota Stadium (home to FC Dallas) and the Star. With over 70 miles of trails, numerous parks, and family-friendly spaces like splash pads and KidZania, Frisco provides inclusive outdoor and recreational options, making it a welcoming city for families, nature lovers, and sports fans alike.

Creative Businesses

● Dynamic Growth in Creative Industries: Frisco’s expanding business landscape includes substantial investments in sports, entertainment, and cultural assets, catering to its rapidly growing population and professional community. The North Platinum Corridor, known for its emphasis on innovation, reinforces Frisco’s standing as one of Texas’s fastest-growing cities and a regional hub for economic development.

● Major Developments Enhancing Cultural Appeal: Iconic projects like the Omni PGA Frisco Resort and Fields Frisco, as well as the $7 billion redevelopment of HALL Park with its planned art installations and performance spaces, underscore Frisco’s commitment to creating a vibrant community. These high-profile developments attract tourism, support the local economy, and position Frisco as a premier destination for leisure, business conferences, and sports tourism.

Cultural Organizations

● Foundational Support for Arts and Heritage: Organizations like the Frisco Arts Foundation and the Heritage Association of Frisco play key roles in nurturing the local arts and heritage landscape. The National Videogame Museum brings a unique cultural dimension, offering interactive experiences that draw both local residents and tourists, diversifying Frisco’s cultural offerings.

● Music and Cultural Enrichment: The Frisco Youth Symphony Orchestra contributes to the city’s cultural vitality by presenting a range of musical performances. Organizations like this help sustain Frisco’s reputation as a hub for cultural engagement, providing residents and visitors with diverse opportunities to experience art, music, and heritage.

Events

● Community and Arts-Focused Events: Visit Frisco promotes a dynamic mix of arts, culture, and sports events to encourage community involvement and draw tourists. Interactive arts events like the Frisco Arts Walk and Run and seasonal festivals such as Frisco Uncorked, Music in the Square, and Frisco StrEATS foster local talent and create festive, communitycentered experiences.

● Heritage and Sports Celebrations: Frisco’s heritage is celebrated through events like Shawnee Trail Cowboy Day and Juneteenth, which deepen the community’s understanding of its cultural history. High-profile sports events, including the NCAA Division I Football Championship and the Frisco College Baseball Classic, highlight Frisco’s identity as “Sports City USA,” bringing in fans and generating economic benefits through increased tourism and media coverage.

Arts & Cultural Environment

Urban Design

● Emerging Cultural Corridors: Frisco has begun to recognize certain areas, like the Rail District, as potential cultural corridors. These zones show promise for concentrating arts activities, with walkable districts that enhance community accessibility to cultural events.

● Public Art in Parks and Plazas: Existing public spaces in Frisco, such as Kaleidoscope Park and the Discovery Center area, incorporate some art installations and are increasingly used for cultural programming, though there is room to expand these into more dynamic cultural hubs.

Public Art

● Broad Range of Public Art Installations: Frisco’s public art collection enhances the city’s parks, libraries, and streetscapes with sculptures, murals, and other installations. These artworks are strategically placed to add aesthetic and cultural value to high-traffic areas, enriching Frisco’s visual landscape and making art accessible to the community.

● Commitment to Accessibility and Engagement: By promoting public engagement and easy access to art, Frisco’s public art program reflects the city’s dedication to integrating art into daily life. This approach fosters cultural dialogue, strengthens community identity, and supports Frisco’s reputation as a creative hub.

Venues

● Frisco Discovery Center and Black Box Theatre: Serving as a central location for exhibitions, performances, and arts programming, the Frisco Discovery Center includes the Community Gallery, Dance Studio and Black Box Theatre, both of which offer spaces for local artists and performers. These venues are instrumental in fostering community engagement through the arts.

● Diverse Range of Performance Spaces: The Nack Theater, Tostitio’s Plaza at the Star, and Kaleidoscope Park expand Frisco’s venue offerings to include sports, artistic performances, and music events. As a "Music Friendly Texas Certified Community," Frisco nurtures local music talent and provides varied cultural experiences for residents and visitors alike.

Parks and Open Space

● Extensive Parks and Green Spaces: Play Frisco manages a variety of parks and trails, including Freedom Meadow, Monarch View Park, and Frisco Commons Park. These spaces offer both recreational activities and serene natural environments, accommodating diverse community needs from organized sports to peaceful nature exploration.

● Commitment to Accessible Outdoor Recreation: Key areas like the Cottonwood Creek Greenbelt highlight Frisco’s dedication to creating inclusive, high-quality outdoor spaces that make nature accessible for all. This supports Frisco’s vision of being a regional destination for leisure, outdoor activities, and environmental appreciation.

Historic Assets

● Preservation of Local Heritage: The Frisco Heritage Center serve as focal points for understanding the city’s past, with historic landmarks like the preserving Frisco’s historical narrative. This site provides educational insights into Frisco’s development over time.

● Historical and Spiritual Sites: Frisco’s heritage includes significant sites like the First Baptist Church, Bethel Cemetery, and parks such as Hamilton Park and Bicentennial Park. These spaces blend recreation with historical education, allowing residents and visitors to engage with the city’s cultural and spiritual roots.

Cultural Vitality

Education

● Strong Fine Arts Programs in Schools: The Frisco Independent School District (FISD) offers a comprehensive Fine Arts program that nurtures young talent in visual and performing arts, while higher education institutions like the University of North Texas and Collin College add to the educational landscape by fostering innovation and community engagement.

● Accessible Arts Programs for All Ages: The Frisco Public Library, Play Frisco venues, and private local art studios provide workshops, classes, and creative development opportunities.

Network Organizations

● Growing Arts Network: Frisco’s arts sector includes a mix of local organizations, but these groups often operate independently. There is a developing awareness of the need for a more interconnected network to support collaboration across arts, business, and education sectors.

● Limited Cross-Sector Collaboration: While some partnerships exist between Frisco’s arts organizations and local businesses, a broader network to encourage consistent resourcesharing and joint projects across multiple disciplines is still in its early stages.

Public And Private Investments

● Public Funding for Major Venues: Frisco has invested in larger arts and community spaces, such as the Discovery Center. However, consistent funding for smaller and mid-sized arts groups remains limited, impacting the sector’s diversity.

● Private Sponsorship Opportunities: Some local businesses support arts events through sponsorships, yet there is potential for more structured public-private partnerships that would allow for matching grants and co-funded initiatives to enhance the arts’ economic stability.

Volunteer Base

● Community Interest in Volunteerism: Frisco residents show strong interest in supporting arts through volunteerism, as evidenced by turnout at city events and festivals. However, there is no centralized volunteer network to connect individuals with ongoing arts-focused opportunities.

● Lack of Formal Training Programs: Volunteers often assist at events but may lack formal training in areas like marketing and event management, which could enhance their impact and help arts organizations grow more sustainably.

Community Connections

● Support for Community Art Events: Frisco hosts various community-oriented arts events that bring residents together, including seasonal festivals and exhibitions. These events foster social cohesion but could be expanded to include more interactive, community-led arts initiatives.

● Opportunities for Cross-Cultural Engagement: Frisco’s diverse population offers potential for cross-cultural arts programming. Some events celebrate multiculturalism, yet further development of these initiatives could help bridge cultural divides and build stronger social fabric across the city.

Arts & Cultural Policy

Policy Support for Cross - Sector Partnerships

● Library Master Plan Partnerships: The 2015-2025 Library Master Plan reflects Frisco’s proactive approach to cross-sector collaboration, establishing relationships with sports teams like the Dallas Cowboys. By integrating library services into sporting events, this plan enhances library visibility and fosters connections across diverse community interests.

● Collaboration Across Plans and Sectors: Both the 2016 Parks and Recreation Master Plan and the 2018 Public Art Master Plan emphasize flexible programming and large-scale public art projects. These plans involve partnerships with private, public, and nonprofit sectors to enhance Frisco’s cultural and recreational spaces, making them appealing to a broad range of residents and visitors.

Inclusive Cultural Policies

● Library Master Plan’s Inclusive Approach: The 2015-2025 Library Master Plan is committed to community-centered programming and culturally responsive services, ensuring that library offerings are accessible and meaningful to Frisco’s diverse population.

● Cultural Affairs Roadmap for Broader Engagement: Frisco’s previous Cultural Affairs Roadmap works alongside the Mayor’s Inclusion Committee to identify and address the needs of diverse community voices.

● The Current Parks and Recreation Plan: This plan adapts to the evolving interests of its residents by transitioning from traditional recreation programs to more flexible programming and facilitation, acknowledging the growing individualization in interests.

Cross - Department Policy Connections

● Parks and Recreation Plan’s Flexible Programming: The 2016 Parks and Recreation Master Plan encourages partnerships across multiple sectors to create diverse recreational offerings that meet varied community interests. This approach allows for adaptable programming that can evolve with residents’ changing preferences.

● Collaborative Library and School District Initiatives: The 2015-2025 Library Master Plan includes collaboration with Frisco ISD’s athletic departments and the Parks and Recreation department to engage sports-oriented residents. Through targeted campaigns, this plan promotes library resources to broader audiences

Municipal Foundation Support

Based on best practices and insights from other cities, the following recommendations outline a structured approach for the City of Frisco to support the local arts foundation in distributing Hotel Occupancy Tax (HOT) revenues for local artists.

Define Roles and Responsibilities

● City of Frisco Staff:

○ Serve as the oversight authority for the contract with the Frisco Arts Foundation, ensuring compliance with municipal goals and regulations.

○ Designate a non-voting City staff member on the oversight committee to maintain alignment with city priorities without influencing grant award decisions.

● Frisco Arts Foundation:

○ Act as the primary manager of tourism grants, responsible for overseeing the application, distribution, and reporting processes.

○ Ensure all grant processes are transparent, equitable, and accessible to local artists, with regular updates to the City of Frisco on fund usage and community impact.

Establish an Oversight Committee

● Form an oversight committee similar to the City of Houston’s approach, comprising respected leaders from Frisco’s business, cultural, and philanthropic sectors.

● This committee will provide strategic guidance, review grant applications, and ensure funds are allocated to projects that align with Frisco’s cultural vision and goals.

● Members should be appointed based on experience, diversity, and a commitment to fostering Frisco’s arts community, with the City’s non-voting member providing additional accountability.

Encourage Heritage and Cultural Preservation Funding

● Dedicate a portion of the HOT revenues to projects that focus on preserving and promoting Frisco’s heritage and diverse cultural history.

● Prioritize grant applications that seek to highlight Frisco’s unique cultural identity, including heritage festivals, traditional art forms, and projects that celebrate the city’s historical narratives.

● Provide special grants for projects that aim to educate residents and visitors on the history and cultural heritage of Frisco, fostering a deeper sense of place and community pride.

Promote Equity-Based Arts Funding

● Adopt a grant framework that can ensure diverse representation in Frisco’s arts funding. (Seattle Foundation is a precedent example.)

● Offer capacity-building workshops to help artists develop grant writing and project management skills, improving their ability to compete for future funding.

● Track and publicly report on the diversity of funded projects to maintain transparency and demonstrate Frisco’s commitment to equity in the arts.

Expand Public Art and Community Engagement Initiatives

● Prioritize grants for public art installations and community events that invite resident participation and increase visibility for Frisco’s art initiatives.

● Encourage projects that integrate art into everyday life, such as murals, sculptures, and performance art in public spaces, fostering a vibrant cultural landscape.

● Create specific funding opportunities for interactive and community-driven art projects that engage local residents of all ages and backgrounds. (The San Francisco Arts Commission offers a good example.)

Implement Accountability and Reporting Standards

● Require the Frisco Arts Foundation to submit regular reports on the impact of distributed funds, including detailed information on grant recipients, project outcomes, and community feedback.

● Establish metrics to measure success, such as public attendance at funded events, community satisfaction, and economic impact, helping to refine and improve the grant program over time.

Cultural Asset Inventory

The creation of the cultural asset inventory and situational analysis for the City of Frisco was conducted through a comprehensive and iterative process. This process integrated a review of existing city planning and policy documents, stakeholder identification, asset categorization, and spatial data analysis. The aim was to provide a detailed and accurate depiction of Frisco's cultural landscape to inform the cultural affairs master plan.

Document Review and Annotation

To ensure alignment with existing city policies and strategic directions, we reviewed and annotated several key documents:

● 2015 Comprehensive Plan

● 2015-25 Library Master Plan

● 2016 Frisco Parks Master Plan

● 2016 Parks and Recreation Master Plan

● 2018 Downtown Master Plan

● 2018 Public Art Master Plan

● 2022 Cultural Affairs Roadmap

These documents were coded and annotated to extract relevant policies, recommendations, and strategic directions and assets that pertain to the cultural sector.

Asset Identification and Documentation

These listed assets were then matched with additional data, identifying their addresses, websites, and brief descriptions. This information was then tracked through GIS.

Framework Development

The gathered information was organized into four main categories with corresponding subcategories, ensuring alignment with city policy documents:

1. Arts & Cultural Economy

○ Cultural Tourism

○ Creative Businesses

○ Cultural Organizations

○ Events

2. Arts & Cultural Environment

○ Urban Design

○ Public Art

○ Venues

○ Parks and Open Spaces

○ Historic Assets

3. Cultural Vitality

○ Education

○ Network Organizations

○ Public and Private Investments

○ Volunteer Base

○ Community Connections

4. Arts & Cultural Policy

○ Policy Support for Cross-Sector Partnerships

○ Inclusive Cultural Policies

○ Cross-Department Policy Connections

Spatial Data Analysis

For the first two categories, spatial data was utilized to map and analyze patterns of distribution and cultural activity throughout the city. Subcategories were mapped individually and then combined into a composite map to observe interactions between different asset categories. This spatial analysis provided insights into the cultural distribution and activity hotspots in Frisco.

Policy Data Integration

Information for the last two categories was derived from the coded policy documents. This involved identifying previous policy actions, recommendations, and priorities from other plans that intersect with cultural affairs. The combination of spatial and policy data enabled a comprehensive situational analysis describing the current cultural environment in Frisco.

Arts & Cultural Economy

Cultural Tourism

Overview:

The tourism assets in Frisco are distributed primarily in two main clusters, with a concentration in central and south Frisco. These areas includes significant attractions such as The Star District, Frisco Square, Tostitos Championship Plaza, and the Dallas Cowboys HQ, which collectively create a vibrant cultural and sports hub. Additionally, cultural and entertainment facilities like the National Soccer Hall of Fame, FC Dallas, Toyota Stadium, and Rider's Field further enhance this area's appeal. Western Frisco hosts notable sites like the Texas Sculpture Garden and Heritage Village Walking Tours, offering a mix of contemporary and historical cultural experiences. Familyfriendly attractions such as KidZania and Urban Air Adventure Park are also located in this area, catering to younger audiences and families. Other significant assets, including the Monument Realty PGA District and Frisco Lakes Golf Club, are situated towards the outskirts, attracting sports and leisure enthusiasts.

Description of Distribution

The tourism assets in Frisco are distributed primarily around two main clusters:

1. Central: This area includes a high concentration of attractions such as Frisco Square, Heritage Village Walking Tours, and the National Soccer Hall of Fame. This display a diverse concentration of tourism assets.

2. South: Notably, the Texas Sculpture Garden and KidZania provide a mix of contemporary and family-friendly cultural experiences. Additionally, cultural and entertainment facilities like The Star District and Rider's Field are located here, making it a vibrant cultural and sports hub.

Other significant assets such as the Monument Realty PGA District and the Frisco Lakes Golf Club are located towards the outskirts, serving as major attractions for sports and leisure enthusiasts.

Analysis of Distribution

1. Cultural and Economic Hub: The central cluster of tourism assets around The Star District and Frisco Square establishes this area as a key cultural and economic hub. The concentration of sports, entertainment, and dining options enhances Frisco’s cultural profile and attracts a diverse range of visitors. The synergy between these assets fosters a vibrant environment that supports local businesses and boosts economic growth through increased tourism.

2. Family and Youth Engagement: The presence of attractions like KidZania and Urban Air Adventure Park highlights Frisco’s commitment to providing family-oriented and youth-friendly activities. These facilities not only serve local residents but also attract visitors from surrounding areas, contributing to Frisco's reputation as a family-friendly destination.

3. Sports and Recreation: The numerous sports-related assets, including the Dallas Cowboys HQ, FC Dallas, Frisco RoughRiders, and the Monument Realty PGA District, underscore the importance of sports in Frisco’s cultural landscape. These venues not only host major sporting events but also engage the community through tours, events, and educational programs. This focus on sports enhances community pride and positions Frisco as a key player in the regional and national tourism destination locations.

4. Historical and Cultural Preservation: Assets like the Heritage Village Walking Tours and the Texas Sculpture Garden emphasize Frisco’s dedication to preserving and showcasing its cultural heritage. These attractions provide educational opportunities and foster a sense of historical awareness and appreciation among residents and visitors alike.

5. Regional Connectivity: The strategic distribution of these assets ensures that Frisco remains well-connected with its regional context. The presence of high-profile venues like the National Soccer Hall of Fame and the PGA District attracts visitors from beyond the local area, enhancing Frisco’s regional cultural influence and tourism appeal.

Implications for Cultural Affairs

1. Policy Support: The distribution of tourism assets aligns with the city’s policies to promote inclusive cultural activities, cross-sector partnerships, and flexible programming. For instance, the integration of cultural services into sporting events, as highlighted in the 2015-2025 Library Master Plan, is evident in the collaborations seen at The Star District and other sports venues. This approach enhances the visibility of cultural programs and engages diverse community interests.

2. Enhanced Community Engagement: The presence of diverse cultural and recreational assets in key areas of Frisco encourages greater community engagement. These attractions serve as focal points for community activities and events, strengthening social cohesion and cultural exchange among residents.

3. Strategic Growth and Development: The current distribution of tourism assets provides a strong foundation for strategic growth and development in Frisco’s cultural affairs. By leveraging existing assets and expanding cultural programming, Frisco can continue to build its reputation as a vibrant cultural destination.

Creative Businesses

Overview:

The distribution of creative businesses in Frisco reveals a strategically planned cultural and economic landscape. Central hubs like Frisco Square and the Main Street/Rail District are home to key cultural assets such as BlueMatrix Media, Frisco Television Network, Gearbox Entertainment, Gallery 8680, Eight 11 Place, and Frisco City Lifestyle. These areas serve as vibrant cultural centers that are accessible to residents and visitors, promoting community engagement and cultural participation. The Star District and Hall Park in the southern part of Frisco house prominent creative entities like Complexity Gaming, Symmetry Architects, and Park Hill, which benefit from the high-traffic, prestigious surroundings. Additionally, the Shopping District features Make Expression Art Studio, integrating cultural engagement with everyday activities. Peripheral areas, including the Frisco Craft Studio near Little Elm and Tumbleweed TexStyles in the far east, ensure a spread of cultural assets, preventing over-concentration and promoting equitable cultural development across the city. CUT! by Cinemark and BlueMatrix Media’s second location further enhances Frisco's cultural offerings.

Description of the Distribution

1. Frisco Square (Central):

○ BlueMatrix Media: Near central Frisco, providing a digital marketing presence.

○ Frisco Television Network (FTVN): Central location within George A. Purefoy Municipal Center, emphasizing accessibility for civic engagement.

○ Gearbox Entertainment: A prominent gaming company that is adding to the central cultural vibrancy.

2. Main Street/Rail District (Central):

○ Gallery 8680: Key art gallery contributing to the cultural richness of the area.

○ Eight 11 Place: Popular social venue enhancing the local cultural scene.

○ Frisco City Lifestyle: Local magazine offering community-focused content and engagement.

3. Slightly South of the Discovery Center:

○ BlueMatrix Media: Enhances digital and creative marketing in the area.

4. Star District (South):

○ Complexity Gaming: High-profile gaming company located in a popular sports and entertainment district.

○ Symmetry Architects: Architectural firm adding to the design and creative infrastructure.

5. Hall Park (South):

○ Park Hill: An engineering and architecture firm that contributes to the design and development sector.

6. Shopping District (South):

○ Make Expression Art Studio: Art studio near retail areas to attract a broad audience, including casual shoppers and art enthusiasts.

7. Near Major Highways and Frisco-Prosper Border (North):

○ CUT! by Cinemark: Entertainment venue strategically located to attract audiences from both Frisco and neighboring Prosper.

Analysis of the Distribution

1. Central Hubs:

○ Frisco Square and Main Street/Rail District: These areas serve as central cultural hubs with a concentration of galleries, social venues, and media outlets. This centralization supports a vibrant cultural scene accessible to residents and visitors, fostering community engagement and cultural participation.

2. Strategic Placement:

○ Star District and Hall Park: By placing creative businesses like Complexity Gaming and Symmetry Architects in these high-traffic, prestigious areas, Frisco capitalizes on the synergy between entertainment, sports, and creative industries. This enhances the city's profile as a dynamic cultural and economic center.

3. Retail and Entertainment Corridors:

○ Shopping District (South): The presence of Make Expression Art Studio near retail areas ensures that cultural engagement is integrated into everyday activities. This

strategy promotes cultural exposure and participation among a diverse population, including casual shoppers.

4. Peripheral Areas:

○ Frisco Craft Studio near Little Elm: Locating a craft studio near a retirement community indicates a targeted approach to cultural programming, catering to specific demographics and ensuring cultural accessibility across the city.

Implications for Cultural Affairs

● Enhanced Cultural Accessibility: The strategic distribution of creative businesses across central, peripheral, and high-traffic areas ensures that cultural resources are accessible to a wide range of residents and visitors, fostering inclusive cultural participation.

● Economic and Cultural Synergy: By integrating cultural businesses within key economic zones like the Star District and retail corridors, Frisco enhances the city's cultural profile while supporting economic growth, tourism, and community engagement.

● Community-Centric Cultural Development: The presence of creative businesses in residential and retirement areas indicates a commitment to community-centric cultural programming, ensuring that cultural services are responsive to the diverse needs and interests of the population.

Cultural Organizations

Overview:

The spatial distribution of cultural organizations in Frisco demonstrates a strategic approach to accessibility and engagement. Key cultural hubs, such as the Discovery Center area and Frisco Square, collaborate with multiple organizations including the Frisco Quilt Guild, Sci-Tech Discovery Center, Frisco Improv Players, Theatre Frisco, National Videogame Museum, and the Heritage Association of Frisco. These clusters offer a rich array of cultural experiences, attracting diverse audiences and fostering community engagement. Along North/South Preston Road, the presence of the Frisco Community Band, Frisco Chorale, and North Texas Performing Arts provides visibility and accessibility along a major thoroughfare, catering to various musical and performing arts interests. The Frisco Arts Foundation’s location in Hall Park integrates cultural activities within the economic and corporate environment, suggesting a focus on potential partnerships and sponsorships.

Description of Distribution

1. Discovery Center Area

○ Frisco Quilt Guild (Public Library)

○ Sci-Tech Discovery Center

○ Frisco Improv Players

○ Theatre Frisco

○ National Videogame Museum

○ These organizations are concentrated around the Discovery Center, which is a key cultural hub. This cluster provides a variety of cultural experiences, from quilting and science to performing arts and video games, indicating a rich, multifaceted cultural ecosystem within a single area.

2. Frisco Square:

○ Heritage Association of Frisco (Heritage Center)

○ The Heritage Association is strategically placed in Frisco Square, an area likely frequented by residents and visitors, making it accessible and central for those interested in local history and heritage.

3. Along North/South Preston Road:

○ Frisco Community Band (First Frisco Global Methodist Church)

○ Frisco Chorale

○ North Texas Performing Arts

○ These organizations are distributed along Preston Road, providing cultural touchpoints along a major thoroughfare. This distribution enhances visibility and accessibility for a broader audience, catering to different musical and performing arts interests.

4. Hall Park:

○ Frisco Arts Foundation

○ The Frisco Arts Foundation is located in Hall Park, a significant business and cultural district. This placement suggests a focus on integrating arts within the economic and corporate environment, potentially fostering partnerships and sponsorships.

Analysis of Distribution

The spatial distribution of cultural organizations in Frisco reveals several strategic patterns and implications:

1. Cultural Hubs and Accessibility:

○ The clustering of multiple organizations around the Discovery Center and Frisco Square creates cultural hubs that are easily accessible and offer a diverse range of activities. This centralization can attract a higher footfall and encourage community engagement.

2. Visibility and Integration:

○ Placing organizations along major roads like Preston Road increases visibility and accessibility for residents traveling through these corridors. This strategic placement can draw in a wider audience and integrate cultural activities into daily commutes.

3. Economic and Corporate Synergy:

○ The presence of the Frisco Arts Foundation in Hall Park indicates a deliberate effort to integrate cultural activities within the corporate and business community. This can lead to increased funding opportunities, corporate partnerships, and a higher profile for the arts in economic planning.

4. Flexibility and Outreach:

○ Organizations without fixed addresses, such as the Frisco Symphony Orchestra and Melody of Hope, might focus on outreach, bringing cultural programs to different parts of the community. This flexibility can enhance inclusivity and ensure that cultural offerings reach a broader and more diverse audience.

5. Historical and Educational Anchors:

○ The placement of the Heritage Association in a central, accessible location underscores the importance of historical and educational resources in the community. It ensures that cultural heritage is a visible and integral part of the city's cultural landscape.

Implications for Cultural Affairs

1. Enhance Cultural Hubs:

○ Invest in infrastructure and marketing for the Discovery Center and Frisco Square to further solidify these areas as cultural hubs. Ensure they have the resources needed to support a diverse range of programs and activities.

2. Strengthen Roadside Visibility:

○ Develop signage and promotional materials along Preston Road to highlight the cultural organizations located there. Consider collaborations for joint events or festivals to draw attention to this corridor.

3. Foster Corporate Partnerships:

○ Leverage the presence of the Frisco Arts Foundation in Hall Park to develop partnerships with businesses. Encourage corporate sponsorships and collaborations to support cultural initiatives.

4. Promote Flexibility and Outreach:

○ Support organizations that operate without fixed locations by providing resources for mobile programming and outreach initiatives. This can help bring cultural activities to underserved areas.

5. Preserve and Promote Heritage:

○ Ensure the Heritage Association has the support it needs to maintain and expand its programs. Consider partnerships with schools and community groups to increase engagement with local history.

Cultural Events

Overview:

The distribution of events in Frisco reveals cultural and community engagement across different areas of the city. In the north, the Omni PGA Resort hosts significant golf events like the PGA High School National Invitational, emphasizing sports tourism. The east is highlighted by the Frisco Festival of Colors, celebrating diverse cultural heritage. Central Frisco serves as a primary cultural and social hub with Toyota Stadium hosting major sports events such as the Frisco Bowl and NCAA Division I Football Championship, and Frisco Square being the focal point for community events like Frisco Freedom Fest and Merry Main Street. The Discovery Center promotes arts and culture through events like the Frisco Listening Room and Young @ Art. Additionally, Main Street's Frisco StrEATS Food Truck and Music Festival and Frisco Commons Park's Frisco Starfest highlight the utilization of public spaces for community engagement. In the south, Hall Park features the Frisco Arts Walk and Run, integrating art with physical activity. Riders Field and Comerica Center are versatile venues hosting events like the Frisco College Baseball Classic and Art in the Arena.

Description of Distribution

1. North:

○ Omni PGA Resort: Hosts several golf events such as the PGA High School National Invitational and KitchenAid Senior PGA Championship.

2. East:

○ Location for the Frisco Festival of Colors, indicating a celebration of diverse cultural heritage.

○ Frisco Athletic Center: Venue highlighting the community's interest in diverse fitness activities like Bellydancing Technique and Tai Chi/Qi Gong

3. Central:

○ Toyota Stadium: Central hub for major sports events like the Frisco Bowl, NCAA Division I Football Championship, and National Soccer Hall of Fame Induction Weekend.

○ Frisco Square: A key area for community events such as Frisco Freedom Fest and Merry Main Street, showcasing its role as a cultural and social gathering point.

○ Discovery Center: Hosts cultural events like the Frisco Listening Room and Young @ Art, emphasizing its role in promoting arts and culture.

○ Main Street: Known for the Frisco StrEATS Food Truck and Music Festival, indicating a vibrant and accessible public space for community engagement.

○ Frisco Commons Park: Site for the Frisco Starfest, highlighting the park's use for large outdoor community events.

4. South:

○ Star District: Location for sports-related events like the Dallas Cowboys Training Camp and Women's National Football Conference IX Cup 2024, showcasing the area's sports focus.

○ Hall Park: Venue for the Frisco Arts Walk and Run, integrating art with physical activity in a scenic setting.

○ Riders Field/Comerica Center: Hosts various events including Art in the Arena and Frisco College Baseball Classic, indicating its versatility and centrality in the event landscape.

Analysis of Distribution

1. Centralized Cultural Hubs: The concentration of events around Frisco Square and Toyota Stadium indicates these areas serve as primary cultural and social hubs. This centralization helps in building a strong community identity and makes these areas focal points for cultural engagement.

2. Diverse Geographic Spread: Events are spread across different parts of the city, from the north (Omni PGA Resort) to the south (Star District). This geographic diversity ensures that cultural activities are accessible to a wider population, promoting inclusivity.

3. Utilization of Public Spaces: Parks and public spaces like Frisco Commons Park and Main Street are utilized for events, indicating an effective use of public infrastructure to support community engagement and cultural activities.

4. Integration of Sports and Culture: The overlap of sports and cultural events, such as those at Toyota Stadium and the Star District, highlights Frisco's unique positioning in integrating sports with cultural affairs. This not only attracts diverse audiences but also fosters a sense of community pride and identity.

5. Support for Diverse Cultural Expressions: The variety of events, from the Frisco Festival of Colors in the East to the Frisco Arts Walk and Run in the South, demonstrates a commitment to celebrating diverse cultural expressions. This supports the city's inclusive cultural policies and enhances its cultural vibrancy.

6. Economic and Social Impact: The strategic placement of events in different parts of the city can stimulate local economies, increase tourism, and strengthen community ties. For example, events at Hall Park and the Discovery Center can drive foot traffic to nearby businesses and create a lively cultural atmosphere.

Arts & Cultural Environment

Public Art

Overview:

Public art in Frisco has high concentrations in places like the southern commercial areas but can be found throughout the entire city.Public art is also frequently found near municipal buildings and natural areas, enhancing the cultural and aesthetic value of these spaces. Examples include "Frisco's First" (6101 Frisco Square Boulevard) and "Morning Star Armadillo" (8300 McKinney Road).

The wide concentration of public art throughout different areas leverages Frisco’s cultural landscape to maximize exposure and engagement, aligning with cultural policies aimed at integrating art into everyday public life. This strategic placement not only beautifies these spaces but also supports local businesses by attracting visitors, exemplifying successful cross-sector partnerships. The lower density of public art in northern areas suggests opportunities for future

cultural investment to ensure more equitable access across the city, which could foster a stronger sense of community and cultural identity. The strategic placement of public art near municipal buildings and natural areas reflects the city's commitment to inclusive cultural policies, creating

Description of Distribution

1. Southern Concentration:

○ Public art assets are densely clustered in the southern part of Frisco, especially around areas like Hall Park and nearby commercial zones.

○ Notable artworks in this area include Frisco Light Wave and Cuerpos Celestiales.

2. Northern Sparse Distribution:

○ There is a noticeably lower density of public art assets in the northern part of Frisco.

○ Examples of northern public art include The Guardian (1710 Buena Park Drive) and We Are Here (11300 Research Road).

3. Parks and Open Spaces:

○ Public art is often found near municipal buildings and natural areas, enhancing these spaces' cultural and aesthetic value.

○ Examples include Frisco's First (6101 Frisco Square Boulevard) and Morning Star Armadillo (8300 McKinney Road).

Analysis of Distribution

1. Cultural Engagement and Accessibility:

● Southern Retail: The high concentration of public art in these areas aligns with cultural policies aiming to integrate art into everyday public life, making it accessible to a broader audience.

● Northern Areas: The lower density may indicate opportunities for future cultural investment to ensure more equitable access to public art across the entire city. Enhancing public art in these areas could foster a stronger sense of community and cultural identity.

2. Policy Alignment:

● Cross-Sector Partnerships: The placement of public art in commercial and retail areas exemplifies successful cross-sector partnerships, as seen in policies encouraging collaboration between public, private, and nonprofit sectors. Integrating art into these hightraffic areas not only beautifies the space but also supports local businesses by attracting visitors.

● Inclusive Cultural Policies: The strategic placement of public art near municipal buildings and natural areas reflects the city’s commitment to inclusive cultural policies. These installations create culturally rich environments accessible to all community members, enhancing public spaces' aesthetic and cultural value.

3. Community and Economic Impact:

● Economic Prosperity: The distribution of public art in commercially vibrant areas supports the city's tourism and economic development goals. By enhancing these spaces' cultural appeal, the city can attract more visitors and boost local businesses.

● Community Engagement: Public art in municipal and natural areas encourages community engagement and fosters a sense of pride and belonging among residents. These installations serve as cultural landmarks and gathering points, strengthening community ties.

Implications for Cultural Affairs

● Expanding Northern Coverage: Investing in public art installations in the northern part of Frisco can address the current imbalance in distribution. This effort would align with the city's goals of equitable cultural access and community enrichment.

● Enhancing Existing Assets: Leveraging existing public art assets by incorporating interactive elements or hosting community events around them can further increase engagement and cultural appreciation

Cultural Venues

Overview:

In Frisco, key cultural venues are strategically distributed to enhance accessibility and community engagement. The central hub, particularly the Rail District, features The Nack Theater, which serves as a primary cultural center accessible to a broad range of residents and visitors. The Discovery Center area, another significant cultural nucleus, houses the Frisco Discovery Center, the Black Box Theatre for intimate performances, and the Community Gallery showcasing local and regional artists. The Frisco Heritage Center houses historic buildings, a steam locomotive and other historic artifacts In the southern part of the city, Hall Park recently introduced Kaleidoscope Park, which offers outdoor cultural and recreational activities. The Star District hosts the Baylor Scott & White Sports Performance Center, blending sports and cultural events, and Pete’s Dueling Piano Bar, enhancing the area's nightlife with music and social gatherings.

Description of Distribution

1. Central Hub: Rail District

○ The Nack Theater: Located in the Rail District, this venue serves as a central cultural hub, potentially accessible to a broad range of residents and visitors.

2. Discovery Center Area

○ Frisco Discovery Center: This multifunctional venue is a significant cultural asset, providing diverse arts and educational opportunities.

○ Black Box Theater: Located within the Discovery Center, this venue supports smaller, more intimate performances and events.

○ Community and Grand Galleries: Also within the Discovery Center, these galleries showcases local and regional artists, enhancing community engagement with the arts.

3. South Hub

○ Hall Park:

■ Kaleidoscope Park: This newly opened park is expected to offer outdoor cultural and recreational activities, adding to the area's attractiveness for both residents and tourists.

○ Star District:

■ The Baylor Scott & White Sports Performance Center at the Star: While primarily a sports facility, it can host events that blend sports and cultural activities, appealing to a wide audience.

■ Pete’s Dueling Piano Bar: This entertainment venue adds a vibrant nightlife option, attracting diverse crowds for music and social gatherings.

Analysis of Distribution

1. Cultural Nucleus in Central Frisco:

○ The central cluster around the Rail District and Discovery Center highlights Frisco's commitment to fostering a vibrant cultural hub. This area benefits from high accessibility and visibility, likely attracting diverse demographics. The concentration of venues in this area can facilitate synergistic events and collaborations, enhancing the overall cultural vibrancy.

2. Strategic Spread to the South:

○ The presence of venues in the southern regions, such as Hall Park and the Star District, suggests a strategic approach to decentralize cultural offerings. This distribution ensures that cultural amenities are not confined to a single area, promoting inclusivity and wider community engagement.

3. Balanced Development:

○ Kaleidoscope Park in Hall Park indicates forward-thinking planning to balance cultural infrastructure across the city. This not only caters to current residents but also anticipates future growth and demographic shifts.

4. Cross-Sector Opportunities:

○ Venues like the Baylor Scott & White Sports Performance Center and Pete’s Dueling Piano Bar in the Star District highlight opportunities for cross-sector partnerships.

Integrating cultural events with sports and nightlife can attract diverse audiences and create unique cultural experiences.

5. Accessibility and Engagement:

○ The spatial distribution of these venues ensures that cultural assets are accessible to different parts of the city, promoting community engagement. However, continued efforts to enhance connectivity between these hubs will be crucial to maximizing their impact.

Parks and Open Spaces

Overview:

The central area of Frisco shows a high concentration of parks and community facilities, including Frisco Commons Park, Frisco Commons Spray Park, Frisco Veterans Memorial, Hope Park, and The Harvest Community Garden. Other nearby parks such as Beavers Bend Park, Bicentennial Park, and Bobwhite Park further enrich this area. Central Frisco also houses significant cultural venues like the Frisco Discovery Center, and The Nack Theater, which play key roles in arts and cultural events. In the east, the Frisco Athletic Center and Frisco Water Park provide major recreational opportunities, complemented by a network of parks such as Harold Bacchus Community Park and Limestone Quarry Park. The northern part of Frisco, particularly north of Hillcrest Highlands and south of Dominion at Panther Creek, has a noticeably lower density of municipal and natural assets, with key parks like B.F. Phillips Community Park and Northeast Community Park, but overall fewer facilities compared to the central area.

The high concentration of parks and cultural venues in central Frisco indicates a strategic focus on creating accessible community spaces that foster a vibrant cultural scene. This centralization supports a bustling environment that attracts both residents and visitors, promoting community engagement and cultural participation. The well-distributed network of parks and recreational facilities in the eastern area ensures inclusivity, providing residents with ample access to green spaces and cultural amenities, while emphasizing health and wellness through facilities like the Frisco Athletic Center. In contrast, the sparser distribution of municipal and natural assets in the northern area suggests opportunities for development. The presence of large undeveloped spaces indicates potential for future expansion of parks and cultural venues, which could help balance the distribution of amenities across the city.

Description of Distribution

Central Area

● Frisco Commons Park and Surrounding Parks: This area shows a high concentration of parks and community facilities, including Frisco Commons Park, Frisco Commons Spray Park, Frisco Veterans Memorial, Hope Park, and The Harvest Community Garden. Other parks in this vicinity include Beavers Bend Park, Bicentennial Park, and Bobwhite Park.

● Frisco Discovery Center and Nearby Venues: Central Frisco also includes notable cultural assets like the Frisco Discovery Center, Pete’s Dueling Piano Bar, and The Nack Theater. These venues are important for arts and cultural events.

East Area

● Frisco Athletic Center and Water Park: The east area, particularly around Nancy Jane Lane, is marked by the Frisco Athletic Center and Frisco Water Park. This area provides significant recreational opportunities.

● Community Parks and Trails: Additional parks such as Harold Bacchus Community Park, Limestone Quarry Park, and various smaller parks (e.g., Hummingbird Park, Mourning Dove Park) create a well-distributed green space network.

North Area

● Lower Density of Assets: The northern part of Frisco, particularly land north of Hillcrest Highlands and south of Dominion at Panther Creek, has a noticeably lower density of municipal and natural assets. This area includes some key parks like B.F. Phillips Community Park and Northeast Community Park but is generally less dense compared to the central area.

Analysis of Distribution

Central Concentration

The high concentration of parks and cultural venues in the central area of Frisco indicates a strong focus on creating accessible community spaces. This concentration suggests that the city prioritizes having a vibrant central hub where residents can easily access various cultural, recreational, and communal activities. This can lead to a bustling cultural scene that attracts both residents and visitors, fostering a sense of community and engagement.

Well-Distributed Eastern Area

The eastern part of Frisco benefits from a well-distributed network of parks and recreational facilities. This distribution supports the inclusivity of recreational opportunities for residents living in this part of the city, ensuring that they have access to green spaces and cultural amenities. The presence of larger facilities like the Frisco Athletic Center also highlights a focus on promoting health and wellness in the community.

Sparse Northern Area

The lower density of municipal and natural assets in the northern area could indicate potential opportunities for development. The presence of large, undeveloped spaces (like the ranch land) suggests that this area could be targeted for future expansion of parks and cultural venues. Increasing the density of such assets in the north could help balance the distribution of cultural and recreational amenities across the city, making them more accessible to all residents.

Implications for Cultural Affairs

1. Central Hub for Cultural Activities: The central area can be leveraged as a primary hub for cultural events and activities, maximizing the impact of existing assets and creating a vibrant cultural core.

2. Expansion in the North: Future planning should consider developing more parks, trails, and cultural venues in the northern part of Frisco to ensure equitable access to cultural and recreational amenities.

3. Maintaining Balance: The well-distributed nature of assets in the eastern area serves as a good model for maintaining balance across the city. Ensuring that future developments follow this pattern can help in creating a cohesive cultural ecosystem.

4. Community Engagement: The strategic placement of parks and cultural venues encourages community engagement and participation, which is crucial for the success of cultural programs and initiatives.

Historic Assets

Overview:

The historic assets in Frisco are predominantly concentrated in the central area around the Rail District and historic downtown, with a significant cluster along Oak Street, Main Street, and Maple Street. This distribution creates a dense historic core showcasing Frisco's architectural and cultural heritage. Key sites include several historic homes on Oak Street such as the Dr. J. M. Ogle Home, The Fletcher House, The Dow Baccus House, The Biggerstaff House, and The Jim W. Gordon House. Main Street hosts a mix of historic homes, businesses, and community landmarks like the Carpenter Brothers Ford Dealership, T. J. Campbell Home, The Picture Show, McIntire-Montgomery Building, Frisco Guaranty State Bank, First Baptist Church, and the Grain Elevators. Maple Street features the Frisco ISD Maple Street Complex and Dr. I.S. Rogers Home, further enriching the historical context. Additionally, the Old Water Tower and Calaboose, as well as cemeteries like Bethel Cemetery and Zion Cemetery, provide historical landmarks spread across the broader area.

The concentration of historic assets in the central area, particularly around the Rail District and historic downtown, establishes a robust historical core that can be leveraged for cultural tourism and community identity. The density of historic homes and commercial buildings along Oak, Main, and Maple Streets highlights these areas as key heritage zones, making them prime candidates for preservation and cultural programming. This central concentration facilitates easy access for residents and visitors, enhancing engagement with Frisco's history and supporting the development of heritage trails, walking tours, and historical reenactments. These activities can drive economic benefits through increased foot traffic and tourism-related spending.

Description of Distribution

The historic assets in Frisco are predominantly concentrated in the central area around the Rail District and the historic downtown, with a noticeable cluster of assets situated along Oak Street, Main Street, and Maple Street. The distribution is predominantly north and south within this central area, with no significant historic assets located to the east.

Frisco Heritage Center

● Crozier-Sickles House: Built in 1895 by Nannie Crozier in Lebanon, Texas, this two-story home was constructed using lumber transported from Jefferson, Texas. It remained in the Crozier family until 1972 and was later donated to the City of Frisco for inclusion in the Heritage Center.

● Smith-Muse House: Originally built in 1906 by the Smith family near present-day Frisco Lakes, this farmhouse was relocated to the Heritage Center. The relocation was made possible through donations from Pulte Homes of Texas and Betty Muse, the Smiths' granddaughter.

● Calaboose (Replica): A replica of Frisco's original jail, known as the Calaboose, illustrating the town's law enforcement history and early community structure.

● First Baptist Church: One of the oldest churches in Frisco, representing the religious history and community involvement of the town's early residents.

● Log Cabin: This structure represents the type of dwellings early settlers in the Frisco area would have constructed, providing insight into the living conditions of the time.

Central

Cluster

● Oak Street: This street hosts several historic homes, including the Dr. J. M. Ogle Home, The Fletcher House, The Dow Baccus House, The Biggerstaff House, and The Jim W. Gordon House. This creates a dense historic residential area showcasing Frisco's architectural heritage.

● Main Street: Main Street features a mix of historic homes, businesses, and community landmarks such as the Carpenter Brothers Ford Dealership, T. J. Campbell Home, The Picture Show, McIntire-Montgomery Building, Frisco Guaranty State Bank, First Baptist Church, and the Grain Elevators. This street appears to be the primary commercial and social hub of historic Frisco.

● Maple Street: The Frisco ISD Maple Street Complex and Dr. I.S. Rogers Home are located here, further enriching the historical context of this area.

Additional Locations

● Historic Landmarks: The Old Water Tower and Calaboose are also located centrally, providing historical context and public interest points within the core area.

● Cemeteries: Bethel Cemetery and Methodist Brush Arbor, Dunaway Cemetery, Zion Cemetery, and Little Elm Cemetery are more spread out but add to the historical narrative of the broader area.

● Parks and Natural Landmarks: Youth Center Park and the Grove of "Spanish Oaks" are situated centrally, integrating natural and historical elements.

Analysis of Distribution

Cultural Concentration

The concentration of historic assets in the central area, particularly around the Rail District and historic downtown, suggests a robust historical core that can be leveraged for cultural tourism and community identity. The density of historic homes and commercial buildings along Oak, Main, and Maple Streets highlights these areas as key heritage zones, making them prime candidates for preservation and cultural programming.

Economic and Social Impact

The central concentration facilitates easy access for residents and visitors, which can enhance engagement with Frisco's history. This clustering supports the development of heritage trails, walking tours, and historical reenactments, which can drive economic benefits through increased foot traffic and tourism-related spending.

Gaps and Opportunities

The lack of historic assets to the east suggests potential areas for targeted cultural development or exploration for uncovering and promoting lesser-known historical narratives. This geographic gap also indicates where future preservation efforts or historical research might be focused to create a more balanced representation of Frisco's heritage.

Policy and Cross-Sector Partnerships

The historical concentration aligns well with the city's policies promoting cross-sector partnerships. Integrating these historic assets into broader cultural and recreational programming can enhance community engagement and visibility. For example, partnerships with local businesses, schools (such as Frisco ISD), and cultural organizations can create educational programs, heritage events, and preservation initiatives that reinforce the city's cultural narrative.

Inclusivity and Accessibility

Ensuring that these historic sites are accessible to diverse community groups is vital. Inclusive cultural policies can be supported by creating multilingual materials, guided tours that cater to different demographics, and events that celebrate the multicultural aspects of Frisco's history.

Implications for Cultural Affairs

1. Heritage Trails and Tours: Develop and promote heritage trails that connect the historic assets with detailed information and interactive elements to engage visitors.

2. Cultural Events: Host regular cultural events and festivals in the historic downtown area to draw attention to these assets and encourage community participation.

3. Educational Programs: Collaborate with schools and educational institutions to integrate the history of these sites into local curricula and extracurricular activities.

4. Preservation Efforts: Focus preservation and restoration efforts on maintaining the historical integrity of the central cluster while exploring the potential for uncovering and promoting historic assets in underrepresented areas.

5. Marketing and Outreach: Utilize digital marketing and partnerships with tourism boards to increase visibility and attract visitors to Frisco's historic sites.

Education

Overview:

The distribution of educational and cultural assets in Frisco is primarily concentrated in the central and southern regions, with notable institutions such as the Frisco Public Library, Frisco

School of Rock, Dallas Conservatory, and Collin College Frisco Campus located centrally. This central cluster enhances accessibility and engagement for a broad population, supporting the city's inclusive cultural policies. Southern Frisco hosts additional key assets including the Art Studio with Cosmic Container, Make Expression Art Studio, and Frisco School of Music and Performing Arts, creating a vibrant cultural corridor along major thoroughfares like Main Street and Preston Road. The northern and western parts of Frisco also feature significant educational venues such as the UNT Frisco Campus and One River School of Art + Design Frisco, ensuring a wider geographic distribution of cultural resources.

The centralization of many educational and cultural assets in downtown and central Frisco promotes accessibility and engagement, making it easier for a larger portion of the population to participate in cultural activities. This strategic placement supports the city's goal of inclusive cultural policies by making these assets readily available to diverse community members. The proximity of these assets to each other facilitates potential cross-sector partnerships, such as collaborative programming between the Frisco Public Library, Dallas Conservatory, and Frisco School of Rock, which could enhance the cultural experience for residents.

Additionally, concentrating cultural assets in central Frisco positions this area as an economic and cultural hub, attracting increased foot traffic and cultural tourism that can boost local businesses and promote economic prosperity. This aligns with the city's economic impact strategies. The distribution of cultural assets to the northern and western regions, particularly near UNT Frisco and One River School of Art + Design Frisco, ensures that cultural resources are not limited to one area, supporting equitable access across the city. Areas with fewer cultural assets, such as northern Frisco beyond the UNT campus and some eastern regions, present opportunities for future development. Expanding cultural infrastructure in these areas can help balance the distribution and ensure all residents have access to cultural amenities. The integration of educational institutions within the cultural asset map highlights the synergy between academic and cultural development, enriching Frisco's educational landscape.

Description of Distribution

1. Central Frisco:

○ Frisco Public Library

○ Frisco School of Rock

○ Frisco Dance Force

○ Dallas Conservatory

○ Neighborhood Art and Music School

○ Collin College Frisco Campus

2. Southern Frisco:

○ Art Studio with Cosmic Container

○ Art Camp by Robert Garden Art Enterprises, Inc.

○ Make Expression Art Studio

○ Frisco Creative Arts Preschool

○ Frisco School of Music and Performing Arts

3. Northern Frisco:

○ UNT Frisco Campus

4. Western Frisco:

○ One River School of Art + Design

○ Renaissance Fine Arts Classes

5. Scattered/Multiple Locations:

○ FISD Fine Arts

○ Rockstars of Tomorrow

Analysis of Distribution

The distribution of these historic and cultural assets shows a clear concentration in the central part of Frisco, which is consistent with the city's developmental planning to make cultural and educational resources accessible to a broad population. Central and southern Frisco host the majority of these assets, creating a vibrant cultural corridor along key thoroughfares like Main Street and Preston Road.

Implications for Cultural Affairs:

1. Accessibility and Engagement:

○ The centralization of many assets in downtown and central Frisco enhances accessibility for residents, making it easier for a larger portion of the population to engage with cultural and educational activities. This centralization supports the city's goal of inclusive cultural policies by making cultural assets readily available to diverse community members.

2. Strategic Partnerships:

○ The proximity of these assets to each other facilitates potential cross-sector partnerships. For example, the Frisco Public Library's vicinity to the Dallas Conservatory and the Frisco School of Rock could encourage collaborative programming and joint events, enhancing the cultural experience for residents.

3. Economic and Cultural Hub:

○ Concentrating cultural assets in central Frisco can also position this area as an economic and cultural hub. Increased foot traffic and cultural tourism can boost local businesses and promote economic prosperity, aligning with the city's economic impact strategies.

4. Equity in Cultural Distribution:

○ The northern and western regions, particularly near UNT Frisco and One River School of Art + Design Frisco, indicate that cultural assets are also spread out to cover other parts of the city. This distribution ensures that cultural resources are not limited to one area, supporting equitable access across Frisco.

5. Development Opportunities:

○ Areas with fewer cultural assets, such as northern Frisco beyond the UNT campus and some eastern regions, may present opportunities for future development. Expanding cultural infrastructure in these areas can help balance the distribution and ensure all residents have access to cultural amenities.

6. Educational Integration:

○ The inclusion of educational institutions like Collin College and UNT Frisco within the cultural asset map highlights the integration of educational and cultural development. This integration can foster a strong connection between academic and cultural pursuits, enriching the educational landscape of Frisco.

Community Mapping

In addition to the more traditional cultural asset mapping that was done, an additional exploration of community identified points was done. Eight local artists were employed to reach out to community members. Artists asked the question, “What places in the city do you identify with your own opportunities for creativity and cultural expression?” What resulted was an additional set of over 100 data points. The points were analyzed to find common themes.

Many identified points were private studios and thus did not have a formal name. Others are existing places and businesses where people gather, take classes or find opportunities for personal expression. A final category identified points that were previously identified in the more traditional asset mapping exercise. The strong showing in this category points to the importance of city-supported places for the residents of Frisco.

Summary of Results

Community & Cultural Spaces:

● These spaces are dedicated to celebrating, preserving, and sharing cultural heritage. Activities often include festivals, language classes, and social or religious gatherings.

● Examples: Indian festivals (Holi, fall and spring festivals), Sanskrit language school, places of worship, and celebrations like Ganesha idol installations.

Creative Artistic Studios:

● These environments support individual and group artistic practices, providing dedicated spaces for art creation and learning.

● Examples: Maker's spaces (such as 3D printer rooms), private art studios, watercolor studios, and private art studios for group teaching or learning.

Social & Collaborative Hubs:

● These hubs encourage creativity through social interaction, offering spaces for collaboration and community activities like filmmaking and creative work.

● Examples: Local coffee shops (for community building), filmmaking groups, theatre and visual arts events throughout the year, and spaces for yoga, meditation, and other healing practices that people identify as their own form of cultural expression.

Outdoor & Public Spaces:

● These public spaces invite people to engage in organized or spontaneous creative activities, often becoming popular for outdoor art and photography.

● Examples: Parks, public art displays, and locations with scenic views like sunsets that attract photographers.

Overall, what stood out in the data is that the residents of Frisco have a strong correlation between city owned facilities (such as the Discovery Center) and the places in the city were they feel most creative.

Municipal Policy Analysis

Overview of Policy Intersections

● 2015-2025 Library Master Plan - Section 4: Marketing Awareness - Create Partnerships with Key City and Regional Agencies

● Cultivate partnerships with the Dallas Cowboys and other sports teams to promote library services at sporting events, in sports venues, and at in-library programs and

● Develop and promote (in the same way as a readers’ advisory would) specialized travel collections, travel eResources, and blogs, and cross-promote hosted gatherings centered on travel experiences.

● 2024 Frisco Tourism Public Improvement District Sales and Marketing Plan

● FY2023 TPID Strategies

● Brand Expansion: Employ digital marketing, event activations, and influencer partnerships.

● TPID Service Plan

● Convention, Sports Sales & Destination Services

● Expand participation in existing tourism industry partnership programs and establish new partnerships for increased exposure in the meetings & sports markets, in order to increase bookings.

Highlight of Municipal Policies Focused on Inclusion and Belonging

● 2015-2025 Library Master Plan

● Strategies: Integrated cultural services, community-centric programming, strategic partnerships, responsive and inclusive services

● 2016 Parks and Recreation Plan

● Program Focus. Programming becomes more difficult as people are becoming more individualized in their interests and preferences and the programming area should begin to transition into some different approaches.

● Move from Recreation Programs to Programming and Facilitation as it becomes increasing difficult to provide ‘something for everyone’. Play Frisco should retain popular programs but include opportunities for residents to become exposed to differing interests.

Cross - Department Connections

● Library Master Plan

● Section 4: Marketing Awareness - Create Partnerships with Key City and Regional Agencies

● Collaborate with athletic departments of the Frisco ISD to create a campaign of student athletes using and promoting the value of the Library.

● Co-market programs and services with the Parks and Recreation department to attract active, sports-minded segments of the population.

● Strategies: Integrated cultural services, community-centric programming, strategic partnerships, responsive and inclusive services.

● Visit Frisco FY24 Marketing Plan

● Partnerships for Cultural Growth: Emphasizes collaboration with city departments and community partners to increase the visibility and success of cultural programs.

● Fiscal Year 2024 Target: Collaborate with Frisco Economic Development Corporation to develop combined workplace culture.

Economic Analysis

The following economic analysis was pulled from two primary data sources. AEP6 and CVSuite.

Data Sources and Methodology

● What Makes AEP6’s Data Sources Unique: AEP6 collects primary data through detailed surveys from arts organizations and audiences, combined with IMPLAN economic modeling to measure direct, indirect, and induced impacts. This approach provides deep insights into economic activity, job creation, and audience spending specific to the arts and culture sector.

● What Makes CVSuite’s Data Sources Unique: CVSuite relies on secondary data from IRS Form 990/990-EZ filings and NCCS, focusing on nonprofit financial metrics and workforce data. It includes broader creative economy industries through NAICS and SOC codes, updated annually for consistent financial and employment trend analysis.

● Where They Overlap: Both use NTEE codes and IRS data for nonprofit classification and financial reporting, ensuring consistency in identifying arts organizations. This shared foundation provides a reliable baseline for analyzing the nonprofit arts sector.

Why Are AEP6 and CVSuite Data Different?

● AEP6 captures audience spending and broader economic impacts; CVSuite focuses on nonprofit revenues and lacks direct audience data.

● CVSuite filters organizations with $50,000+ in revenue, excluding smaller groups often included in AEP6.

● AEP6 provides arts-specific, community-focused insights, while CVSuite covers a broader nonprofit landscape

How Do the Numbers Compare?

● AEP6 reports $21.3M in economic activity, including $16.8M from audience spending; CVSuite shows $4.4M in nonprofit revenue.

● AEP6 includes job creation (374 jobs) and tax revenue impacts ($3.7M); CVSuite does not measure these factors.

● CVSuite highlights nonprofit revenue streams, while AEP6 captures broader economic and social impacts.

Why Both Are Valid

● AEP6 offers a comprehensive arts sector analysis, ideal for understanding economic and social impacts.

● CVSuite provides a financial snapshot of nonprofits, helping identify funding trends and opportunities.

● Together, they offer a detailed and complementary perspective on Frisco’s arts and culture landscape.

Introduction to the Economic Analysis

1.1 Objective

This report aims to provide an in-depth analysis of the economic impact and potential of Frisco's creative economy. The findings and insights presented herein will contribute to the development of the City's Cultural Affairs Master Plan, offering a comprehensive understanding of the cultural and creative sectors' roles within the local economy.

1.2 Scope

Focusing on the zip codes 75033, 75034, 75035, and 75036, this report encompasses data from 2021 to 2022, offering a recent snapshot of Frisco's creative landscape. It includes detailed analyses of demographics, creative occupations, the nonprofit sector, industry contributions, and growth trends.

Demographic Context

2.1

Population Overview

Frisco’s population, totaling over 190,000 residents, showcases a rich tapestry of cultural diversity. The largest racial group is White, comprising approximately 49% of the total population, followed closely by a substantial Asian community, which constitutes about 28%. The Black or African American population, representing around 11%, and Hispanic or Latino residents, making up 13%, contribute further to Frisco’s diverse cultural mosaic. Smaller groups include American Indian or Alaska Native and Hawaiian or Other Pacific Islander, along with those identifying as Two or More Races. This diversity is a driving force behind the vibrancy of Frisco’s creative sector, providing a broad and varied audience for cultural events and enterprises. The wide range of backgrounds adds depth to the community’s cultural offerings, establishing Frisco as a vibrant hub for arts and culture.

2.2 Age and Gender Distribution

The age distribution in Frisco reflects a youthful and dynamic community, with the largest segment of the population, approximately 37%, under 24 years old. This youthful demographic provides fertile ground for educational and developmental initiatives in the arts, making it an ideal audience for programming in creative fields. Additionally, the population includes a significant working-age demographic, particularly among those aged 35-44, who make up around 20% of the population. Frisco’s gender distribution is almost evenly split, ensuring a well-rounded audience and a balanced workforce potential for the creative and cultural industries. This balance supports a diverse, inclusive environment, contributing to Frisco’s strength as a growing arts and culture hub.

Creative Occupations and Workforce

3.1 Overview of Creative Jobs

Frisco's creative sector has shown consistent growth, with total employment reaching 2,155 jobs in 2022. This growth spans a variety of roles, demonstrating the city’s commitment to fostering a vibrant cultural and creative economy. Among these, Ushers, Lobby Attendants, and Ticket Takers saw a remarkable increase of 148 positions, rising from 154 in 2021 to 302 in 2022. This 96.1% growth for the usher role underscores Frisco’s expanding entertainment and event sector, driven by a growing demand for support roles in live performances, theaters, and community events.

Art Directors also experienced notable growth, increasing by 21 positions from 53 in 2021 to 74 in 2022, representing a 39.6% rise. With median hourly earnings of $33.30, Art Directors play a pivotal role in advancing creative leadership and innovation across digital media, branding, and design.

Further reflecting Frisco's cultural vitality, Musicians and Singers saw a 6.9% increase in positions, rising from 58 in 2021 to 62 in 2022. With average hourly earnings of $41.28, these skilled performers are vital contributors to Frisco’s growing array of events and entertainment offerings. Roles like Archivists and Museum Technicians also experienced growth, with Archivists seeing a 50% increase (from 2 to 3 positions) and average hourly earnings of $27.10, while Museum Technicians saw similar percentage growth (from 2 to 3 positions) with earnings around $22.16 per hour

Additionally, Fashion Designers experienced a 27.3% increase in positions, reflecting the growing demand for creative self-expression and branding within Frisco’s economy. These trends highlight the city's dedication to developing its creative workforce and supporting cultural industries.

3.2 Earnings Analysis

Frisco’s creative professionals earn competitive wages, with an average hourly earning across the sector reflecting the high demand for specialized talent. Musicians and Singers lead with an average hourly wage of $41.28, emphasizing the value placed on skilled performers in the city’s entertainment and cultural events. Art Directors earn a median hourly wage of $33.30, showcasing the importance of creative leadership across industries like branding and digital media. Similarly, Archivists earn $27.10 per hour, while Museum Technicians earn $22.16 per hour, reflecting Frisco’s commitment to cultural preservation and heritage.

Graphic Designers, integral to Frisco's creative economy, earn a median hourly wage of $22.95, underscoring the sustained demand for visual communication and branding expertise. This strong earning potential across a variety of roles highlights Frisco’s recognition of the importance of creative skills in driving cultural and economic growth.

3.3 Employment Growth Trends

Employment growth trends in Frisco highlight increasing demand across various areas of the city’s creative sector. The 96.1% growth in support roles for events, such as Ushers and Ticket Takers, reflects a significant expansion in Frisco’s entertainment industry, as the city hosts more performances, community events, and gatherings. Similarly, Art Directors experienced a 39.6% increase, emphasizing Frisco’s focus on fostering creative leadership in advertising, media, and branding industries.

The 50% growth in positions for Archivists and Museum Technicians further underscores Frisco’s dedication to heritage preservation, reflecting the city’s efforts to maintain and share cultural assets for public engagement and education. Additionally, the steady growth in roles like Fashion Designers, with a 27.3% increase, illustrates support for niche creative industries, while positions like Musicians and Singers continue to grow, showcasing Frisco’s dedication to its broader creative economy.

Nonprofit Sector Analysis

4.1 Revenue Breakdown

The total revenue generated across Frisco’s nonprofit sector is $4,435,809. When adjusted for the city's population of 318,702, this translates to approximately $13.91 per capita, providing insight into the relative scale of nonprofit revenue per resident in the area.

Frisco’s nonprofit sector revenue is predominantly driven by contributions and gifts, which amount to $2,845,413 or approximately 64% of total revenue. This substantial reliance on donations from individuals, corporations, and grants highlights the critical role of community support and donor relationships within the sector. Program revenues contribute the second-largest portion, totaling $1,525,895 or around 34% of total income. This indicates that many nonprofits in Frisco are actively engaging the community through

services and activities related to their missions, such as admission fees, service charges, or memberships, which provide a meaningful revenue stream.

Investment income, at only $16,034 or less than 1% of total revenue, suggests that most nonprofits in Frisco may lack substantial endowments or financial reserves, often a key source of stable, long-term funding for many organizations. Special events account for $48,467, also representing less than 1% of total income, indicating that Frisco nonprofits might host fewer revenue-driven events or place less emphasis on fundraising gatherings. Lastly, no revenue was recorded from dues, which could imply either a limited reliance on membership fees or an absence of this revenue stream altogether in Frisco’s nonprofit landscape.

Overall, Frisco’s nonprofit revenue is heavily concentrated in contributions and program revenues, with relatively low contributions from investments and special events. This concentration could reveal opportunities for growth, especially if nonprofits aim to diversify their income streams, reduce dependency on donations, and foster financial resilience.

4.2 Types of Organizations

Frisco’s nonprofit sector displays a diverse range of organization types, each contributing uniquely in terms of number and revenue. In the Arts & Culture category, there are three organizations, but they report no revenue, which may indicate smaller, communityoriented groups that function with limited financial support. Ballet, Children’s Museums, Cultural & Ethnic Awareness, and Historical Societies & Historic Preservation represent individual organizations with varying revenue levels. Ballet brings in $43,448, while Children’s Museums earn $127,418 and Cultural & Ethnic Awareness groups $53,961, showing moderate financial support. Historical Societies lead with $421,438, reflecting strong backing, likely for cultural preservation efforts.

Museums, represented by two organizations, collectively generate $617,162, demonstrating significant community or donor interest in cultural education and preservation. Music Organizations encompass four entities, with a total revenue of $235,177, suggesting a fair degree of financial support across the category, although slightly lower than that seen in Museums or Historical Societies.

In contrast, Professional Societies & Associations, Symphony Orchestras, Theater, and Visual Arts have either low or no reported revenue. For instance, Professional Societies show $16,273 in revenue, and Theater organizations, with two groups, report just $11,018. Symphony Orchestras and Visual Arts groups have no recorded revenue despite active organizations, which may indicate limited funding in these areas, potentially hindering growth or outreach.

Overall, the revenue distribution highlights certain categories like Museums and Historical Societies as well-supported, whereas others, such as Visual Arts and Symphony Orchestras, appear to operate with little to no financial resources. This variability points to

areas where funding could be bolstered to enhance organizational capacity and community impact.

Creative Industries and Economic Contributions

5.1 Industry Sales and Economic Impact

Frisco’s creative sector generated approximately $722.39 million in sales across a variety of industries in 2022, reflecting the city’s diverse economic foundation. Leading industries include Software Publishers, which topped the list with $283.6 million in sales, reinforcing Frisco’s position as a hub for tech innovation and creative digital solutions. This sector also holds one of the highest national location quotients (LQ) at 1.92, indicating its significant concentration relative to the national average.

Advertising Agencies contributed $110.2 million in sales, showcasing Frisco’s robust market for strategic communication and branding expertise. Jewelry Retailers followed with $38.9 million in sales, underscoring the city’s strong consumer market for luxury goods and creative craftsmanship.

Other industries, such as Graphic Design Services, generated $5 million in sales, supporting 44 jobs, and demonstrated a steady demand for branding and visual design to enhance local businesses and marketing initiatives. Agents and Managers for Artists, Athletes, and Entertainers contributed $15.8 million in revenue across 29 jobs, reflecting Frisco’s support for the arts and entertainment industries.

Smaller cultural industries, such as Theater Companies and Dinner Theaters and Zoos and Botanical Gardens, contribute valuable cultural experiences to Frisco’s entertainment landscape, enriching the city’s cultural depth and community engagement.

5.2 Earnings per Job

Frisco’s creative sector offers competitive earnings, with several industries reflecting high pay scales. Software Publishers lead the way, with average earnings per job reaching $152,095, underscoring the demand for specialized skills and the value placed on innovation in Frisco’s software industry. Agents and Managers for Artists, Athletes, and Entertainers remain a well-compensated sector despite a decrease in average earnings, which dropped from $109,176 in 2021 to $89,689 in 2022. This sector highlights Frisco’s continued commitment to supporting cultural and entertainment roles.

Advertising Agencies demonstrate strong pay scales as well, offering high average earnings, further underscoring the city’s investment in strategic communication and media relations. Graphic Design Services offer stable earnings at $43,287 per job, reflecting steady demand for creative talent in branding and visual communication. Similarly, Motion Picture and Video Distribution supports niche creative roles with average earnings of $51,258 per job, emphasizing Frisco’s support for diverse creative industries.

These earnings patterns reflect Frisco’s commitment to offering competitive pay across its creative sector, reinforcing its appeal as a vibrant hub for professionals in the arts, media, and technology industries.

Trends and Opportunities

6.1

Growth Areas

Frisco’s diverse population and rapid demographic growth set a strong foundation for a vibrant creative sector. The city’s young, multicultural population drives demand for arts, culture, and innovative services, reflected in the growth of creative occupations, such as software publishing, public relations, and event-related roles. The software publishing industry, in particular, plays a critical role in Frisco’s economic landscape, supported by a highly skilled workforce that attracts talent and generates substantial revenue. Similarly, growth in public relations and digital services speaks to the city’s adaptability to new media and technology trends. These roles are essential in shaping Frisco’s brand identity, meeting the needs of a connected, digitally engaged community, and fostering stronger businessconsumer relationships.

In addition to commercial industries, Frisco’s nonprofit sector also shows promising areas of growth, particularly in museums, historical preservation, and arts organizations. The steady support for nonprofit organizations focused on cultural heritage and community engagement highlights the value Frisco places on both economic advancement and cultural preservation. Nonprofits contribute to the city’s cultural richness, creating an inclusive environment where diverse groups can engage with the arts and local history. This dual focus on economic and cultural impact positions Frisco as a city that values both innovation and its cultural roots, providing residents with a dynamic and well-rounded community.

6.2 Challenges

While Frisco’s creative economy has made impressive strides, certain challenges may require targeted support. In the nonprofit sector, comparatively smaller revenue can indicate potential challenges in securing consistent funding or broad community support. These organizations are crucial to Frisco’s creative fabric, yet they may need financial backing and visibility to achieve long-term stability.

In the occupational landscape, media production and certain library-related roles experienced slower growth or decline, possibly due to shifts in digital consumption and library service demands. Similarly, earnings in specialized fields such as talent management and traditional performance arts have faced some fluctuations, reflecting market volatility

and limited resources. Smaller creative industries, such as theater companies, generate lower revenue and may struggle to sustain operations without increased community or city support. These areas face unique challenges as they work to find their footing in a competitive landscape dominated by digital and tech-driven roles.

6.3 Policy Recommendations

To address these trends and foster sustainable growth, the following policy recommendations aim to support Frisco’s diverse creative economy while enhancing community engagement and resilience across sectors:

● Provide Financial Support and Resources for Nonprofits and Niche Arts: Certain arts organizations and nonprofit fields show limited revenue, which may restrict their ability to reach a wider audience. Offering grants, matching funds, or technical assistance can help sustain these organizations, ensuring that Frisco’s nonprofit sector remains a vibrant and accessible resource for the community. This support would be especially beneficial for visual arts, historical preservation, and smaller cultural venues, which play a vital role in community engagement and heritage preservation.

● Strengthen Digital Media and Innovation Hubs: Frisco’s growth in software publishing, digital services, and media presents an opportunity to establish creative hubs that encourage collaboration between tech and creative industries. A dedicated coworking space or innovation center for digital media, design, and tech professionals could promote networking, attract clients, and support local business growth. Such a space would underscore Frisco’s commitment to fostering digital innovation while creating a supportive environment for both established and emerging creatives.

● Enhance Funding for Event and Cultural Venues: Frisco’s event and entertainment sectors are expanding, driving demand for support roles and performance spaces. The city could benefit from additional multipurpose venues that accommodate performances, exhibitions, and community gatherings. These spaces would not only provide platforms for local talent but also increase job opportunities and bring diverse cultural experiences to residents. Supporting infrastructure for live events could stimulate economic activity across related industries, including hospitality, transportation, and retail.

● Foster Career Development in Specialized and Emerging Fields: To address fluctuations in earnings and demand within certain roles, Frisco could establish mentorship and training programs tailored to specialized creative fields. This approach would help professionals in fields such as talent management, media production, and traditional arts develop sustainable career paths. Partnering with educational institutions to offer hands-on learning experiences could also prepare new talent for these roles, ensuring that Frisco’s creative workforce continues to grow alongside industry demands.

Comparative Analysis - Industries and Occupations

Demographics 2022 Data

● Frisco has a smaller White population compared to McKinney but a significantly higher Asian population than other cities.

● Galveston has a substantial Hispanic or Latino population, with nearly equal Hispanic and White populations.

● Denton and Corpus Christi both have smaller total populations compared to Frisco and McKinney, with Denton showing a larger Black or African American population percentage-wise.

Industry Sales

Frisco stands out with the highest total sales and job count among the cities, generating $722.39 million in sales with 2,155 jobs in 2022. Corpus Christi follows with total sales of $370.48 million, supporting 1,998 jobs. McKinney and Denton also demonstrate substantial sales figures, with McKinney generating $345.44 million and 1,479 jobs, and Denton contributing $274.83 million in sales with 1,565 jobs. Galveston has the smallest industry footprint, with $131.63 million in sales and 909 jobs.

Earnings per Job

Frisco’s average earnings per job in 2022 were $70,983, slightly below McKinney’s $71,937 but significantly higher than Corpus Christi’s $44,005 and Galveston’s $48,504. Denton reported competitive average earnings of $56,635, but Frisco remains a leader in terms of overall workforce earnings capacity within the creative economy.

Earnings Growth

Frisco saw a 5.9% increase in average earnings per job, aligning with other cities’ positive growth trends. However, Galveston experienced the most significant earnings growth at 15.3%, followed by McKinney at 8.9%, indicating broader gains in certain areas of the creative economy.

Industry Presence

Frisco's high sales and job count highlight its robust and diversified creative industry presence, driven by sectors such as Software Publishing and Advertising Agencies. In contrast, cities like Galveston, with smaller sales and job counts, reflect more specialized but narrower industry bases.

Occupations:

Frisco demonstrates a robust job growth rate of 16.4%, adding 304 jobs, surpassing McKinney's growth rate of 15.5% and slightly higher than Corpus Christi's 14.4%, though McKinney added the most total jobs at 512. Both Frisco and McKinney show concentrated growth in entertainment-related fields, with high location quotients (LQ)* for occupations such as Ushers, Lobby Attendants, and Ticket Takers. Frisco’s competitive median hourly earnings of $24.43 are comparable to Corpus Christi’s $24.40 and McKinney’s $24.75. However, McKinney leads in overall earnings, with the highest median ($24.75) and average ($31.12) hourly wages.

When examining top-earning roles, Frisco’s Marketing Managers have a median hourly wage of $55.18, while McKinney surpasses this at $59.82. Frisco’s lowest earners, Sewers, Hand, make $9.26 hourly, which is higher than Corpus Christi’s and Denton’s lowest-paid occupations, such as Craft Artists, which fall below $8 per hour. In occupational concentration, Galveston stands out with an LQ of 6.12 for Museum Technicians and Conservators, signaling a strong local demand relative to national averages. Frisco, while more diverse, maintains slightly below-average concentration in technical fields, such as Furnace, Kiln, Oven, Drier, and Kettle Operators, with an LQ of 0.13.

In summary, Frisco is positioned well for growth, offering a balanced blend of job opportunities and competitive earnings, especially in entertainment and managerial roles. This positions it among the strongest cities for job growth and earnings within its creative economy.

*Location quotients (LQs) are valuable for understanding cultural economies because they reveal the concentration and specialization of cultural activities in a region relative to a broader area, such as the national average. High LQs highlight local strengths in specific cultural sectors, guiding resource allocation, policy-making, and strategic investments that support growth and resilience in those industries. Additionally, LQs enable regions to benchmark their cultural sectors, compare economic contributions, and understand the impact on local identity and tourism, ultimately helping regions to foster and promote vibrant cultural communities effectively.

Metric Frisco

Galvest on McKinn ey Denton Corpus Christi

Comparative Analysis - Non - profit Revenue

Non Profit Revenues

Overall Non-Profit Revenue

Frisco: $4,435,809

Galveston: Much higher at $26,433,416 – shows significantly greater financial support for nonprofits.

Corpus Christi: Also higher, with $13,788,734 – indicates more robust nonprofit revenue.

Denton: Higher at $6,465,206 – more nonprofit funding, possibly indicating greater community or governmental support.

McKinney: Lower at $3,823,719 – slightly less, suggesting Frisco has a stronger nonprofit funding base.

Compared to other cities, Frisco’s overall nonprofit revenue is lower than cities like Galveston and Corpus Christi, which have significantly higher revenues. This indicates that Frisco may have fewer resources or funding going into its nonprofit sector relative to these cities, despite having a comparable or larger population.

Non-Profit Revenue per Capita

Frisco: Approximately $13.91 per capita

Galveston: Much higher per capita due to a smaller population and high revenue, making it a leader in financial impact per resident.

$232.44 per capita

Corpus Christi: Higher, demonstrating greater financial impact from nonprofits on a per-person basis.

$29.03 per capita

Denton: Higher per capita impact with greater total nonprofit revenue.

$35.21 per capita

McKinney: Higher than Frisco, indicating a larger nonprofit presence relative to the population.

$17.04 per capita

Frisco’s nonprofit revenue per capita is moderate, but it falls short of cities with smaller populations, like Galveston, which achieve higher per capita values due to larger revenues relative to their population size. This could suggest that Frisco’s nonprofits are less financially impactful on a per-resident basis, highlighting a potential area for growth if the city aims to increase nonprofit reach or impact per capita.

Total Number of Non-Profits

Corpus Christi leads with the highest count of 27 nonprofits, generating a substantial program revenue of $4,626,182. This suggests a well-developed nonprofit sector that provides a broad range of community services and likely addresses diverse local needs.

Denton has 24 nonprofits, with a program revenue of $3,424,172. This revenue indicates solid financial support across a significant nonprofit network, possibly focusing on arts and culture as key revenue-generating areas.

Galveston has 16 nonprofits, which collectively bring in the highest program revenue per organization, totaling $7,089,991. Despite a lower count, Galveston’s nonprofits appear to be large or well-funded, especially in sectors like historical preservation, which aligns with Galveston’s cultural heritage focus.

Frisco has 21 nonprofits, with a total program revenue of $1,525,895. Although Frisco has a respectable count of organizations, its lower revenue relative to other cities suggests more limited financial support per organization, possibly indicating smaller or emerging nonprofits with room to grow in terms of funding diversity and impact.

McKinney has the fewest nonprofits (14) and a program revenue of $2,187,061. Despite having fewer nonprofits, McKinney’s revenue per organization is relatively balanced, pointing to moderate funding levels that support a focused range of services.

Summary:

While Frisco’s nonprofit count is comparable to cities like Denton and Corpus Christi, its total program revenue is lower, which might limit the overall impact and diversity of services.

By comparison, Galveston’s nonprofits enjoy substantial financial backing, suggesting wellestablished organizations, while Corpus Christi and Denton demonstrate strong sector growth with balanced numbers and revenue. Expanding funding sources in Frisco could help its nonprofits deliver a wider variety of services and enhance their community reach.

Revenue by Type

Galveston:

Total Revenue: $7,089,991

Highest revenue types:

Historical Organizations: $3,147,394

Museums: $2,511,584

Observations: Galveston’s nonprofit revenue is highly concentrated in historical and cultural preservation, showing strong financial support for heritagerelated organizations. This reflects a focus on maintaining Galveston’s historical and cultural legacy.

McKinney:

Total Revenue: $2,187,061

Highest revenue types:

Historical Organizations: $892,143

Natural History & Science Museums: $612,015

Theater: $235,393

Observations: McKinney has a well-rounded spread in revenue but with a notable emphasis on historical and natural science organizations. This distribution supports a diverse nonprofit network, with balanced revenue across different cultural and educational sectors.

Denton:

Total Revenue: $3,424,172

Highest revenue types:

Fairs: $2,812,114

Theater: $235,393

Symphony Orchestras: $76,062

Observations: Denton’s nonprofit sector has a unique focus, with significant investment in community-oriented events (fairs) and performing arts. This indicates a strong cultural and community engagement focus, supporting local arts and entertainment.

Corpus Christi:

Total Revenue: $4,626,182

Highest revenue types:

Museums: $2,825,717

Theater: $378,566

Media & Communications: $262,956

Observations: Corpus Christi has substantial revenue concentrated in museums and theater, with a broader representation across media and communications. This suggests a balanced approach, with strong support for both traditional and media-oriented nonprofits, likely enhancing community access to diverse cultural experiences.

Frisco:

Total Revenue: $1,525,895

Highest revenue types:

Museums: $617,162

Music: $235,177

Children Museums: $127,418

Observations: Frisco’s nonprofit revenue is more limited and focused, with notable support for museums and music-related organizations. However, revenue is concentrated in fewer types, indicating less variety compared to other cities, which may restrict community access to diverse nonprofit services.

Summary

Frisco’s nonprofit sector is developing, with a strong emphasis on museums and music but with lower overall revenue and diversity. Expanding support across a wider range of nonprofit types could strengthen Frisco’s ability to meet varied community needs.

Galveston and Corpus Christi show the highest total revenues, each with a strong focus on cultural preservation, museums, and theater, highlighting robust financial backing across multiple nonprofit types.

Denton and McKinney demonstrate balanced distributions, supporting various fields such as natural science, community events, and the arts, fostering a wide range of community services.

Overall Insight: Frisco could benefit from diversifying its nonprofit revenue to include fields with lower representation, such as visual arts or arts education, aligning more closely with peer cities and enhancing its community’s access to specialized services.

Number of Nonprofits by Type

Here’s a descriptive breakdown of the nonprofit sector across these cities, focusing on the number of organizations by type and their diversity:

Galveston:

Total Nonprofits: 16

Highest representation:

Historical Organizations (2), Museums (2), and Performing Arts (2)

Observations: Galveston’s nonprofit sector emphasizes cultural and historical preservation, with multiple organizations in areas like historical

societies, museums, and performing arts. This distribution aligns with Galveston’s heritage focus, offering significant support for cultural and historical activities.

McKinney:

Total Nonprofits: 14

Highest representation:

Visual Arts (2), Cultural & Ethnic Awareness (2), and History Museums (1)

Observations: McKinney has a balanced nonprofit landscape, with representation across a mix of arts, cultural, and historical organizations. Despite fewer organizations overall, McKinney’s focus on areas like Cultural Awareness and Visual Arts suggests a commitment to diverse cultural engagement.

Denton:

Total Nonprofits: 24

Highest representation:

Fairs (3), Theater (2), Symphony Orchestras (2), and Arts, Culture & Humanities N.E.C. (2)

Observations: Denton’s nonprofit sector is robust and diverse, especially within performing arts and community event spaces. Multiple organizations in areas like theater, fairs, and arts councils indicate a community-oriented nonprofit sector that likely fosters local engagement and entertainment.

Corpus Christi:

Total Nonprofits: 27

Highest representation:

Cultural & Ethnic Awareness (3), Museums (2), and Music (3)

Observations: Corpus Christi has the highest count among the cities, with a broad range of organizations supporting various cultural and educational areas.

The emphasis on Cultural & Ethnic Awareness, music, and museums highlights a well-rounded nonprofit sector that caters to diverse community interests.

Frisco:

Total Nonprofits: 21

Highest representation:

Music (4), Museums (2), and Theater (2)

Observations: Frisco’s nonprofit sector, though smaller than some peer cities, has a notable focus on music and museums. While Frisco offers strong representation in cultural areas, it lacks diversity in fields such as Visual Arts and Arts Education, which are better represented in other cities.

Summary

Frisco’s nonprofit sector is more concentrated, with strengths in music and museums but limited diversity. Increasing support in areas like Visual Arts, Arts Education, and community services could broaden Frisco’s impact and align it more closely with the diverse offerings seen in peer cities.

Corpus Christi and Denton stand out for their diversity and high number of nonprofits, particularly in areas that support community events, cultural awareness, and the performing arts. These cities likely benefit from enhanced community engagement and varied programming due to this broad range.

Galveston and McKinney focus on specific cultural and historical sectors. Galveston emphasizes historical and cultural preservation, while McKinney balances visual arts and cultural awareness, serving unique community needs in their respective regions.

Overall Insight: Frisco’s nonprofit landscape could benefit from an expansion in service variety, particularly in cultural and educational services, to strengthen its nonprofit sector and provide a wider array of community services.

Industries and Occupations Used in the Analysis

SOC Codes - Occupations

These Occupations were included in the above analysis.

SOC Code Occupation

11-2011 Advertising and promotions managers

11-2021 Marketing managers

13-1011 Agents and business managers of artists, performers, and athletes

17-1011 Architects, except landscape and naval

17-1012 Landscape architects

17-1021 Cartographers and photogrammetrists

17-3011 Architectural and civil drafters

25-4011 Archivists

25-4012 Curators

25-4013 Museum technicians and conservators

25-4022 Librarians and Media Collections Specialists

25-4031 Library technicians

27-1011 Art directors

27-1012 Craft artists

27-1013 Fine artists, including painters, sculptors, and illustrators

27-1014 Special Effects Artists and Animators

27-1019 Artists and related workers, all other

27-1022 Fashion designers

27-1023 Floral designers

27-1024 Graphic designers

27-1025 Interior designers

27-1026 Merchandise displayers and window trimmers

27-1027 Set and exhibit designers

27-1029 Designers, all other

27-2011 Actors

27-2012 Producers and directors

27-2031 Dancers

27-2032 Choreographers

27-2041 Music directors and composers

27-2042 Musicians and singers

27-2099 Entertainers and Performers, Sports and Related Workers, All Other

27-3011 Broadcast Announcers and Radio Disc Jockeys

27-3041 Editors

27-3042 Technical writers

27-3043 Writers and authors

27-3091 Interpreters and translators

27-3099 Media and Communication Workers, All Other

27-4011 Audio and Video Technicians

27-4012 Broadcast technicians

27-4014 Sound engineering technicians

27-4015 Lighting Technicians

27-4021 Photographers

27-4031 Camera Operators, Television, Video, and Film

27-4032 Film and video editors

39-3031 Ushers, lobby attendants, and ticket takers

39-3092 Costume attendants

39-3099 Entertainment attendants and related workers, all other

39-5091 Makeup artists, theatrical and performance

41-3011 Advertising sales agents

49-9063 Musical instrument repairers and tuners

51-6051 Sewers, hand

51-6052 Tailors, dressmakers, and custom sewers

51-7021 Furniture finishers

51-9071 Jewelers and precious stone and metal workers

These Occupations were not included in the above analysis.

SOC

Code Term

19-3091 Anthropologists and archeologists

51-7011 Cabinetmakers and bench carpenters

27-1021 Commercial and industrial designers

43-2099 Communications Equipment Operators, All Other

21-2021 Directors, religious activities and education

27-2091 Disc Jockeys, Except Radio

51-9194 Etchers and engravers

11-2033 Fundraising Managers

51-9051 Furnace, kiln, oven, drier, and kettle operators and tenders

19-3093 Historians

43-4121 Library assistants, clerical

27-4099 Media and Communications Equipment Workers, All Other

51-7031 Model makers, wood

51-9195 Molders, shapers, and casters (except metal and plastic)

27-3023 News Analysts, Reporters, and Journalists

51-9151 Photographic process workers and processing machine operators

47-2161 Plasterers and stucco masons

11-2032 Public Relations Managers

27-3031 Public relations specialists

51-6041 Shoe and leather workers and repairers

47-2044 Tile and Stone Setters

NAICS - Industry

These Industries were included in the above analysis.

NAICS

Code

323117 Books printing

Industry Name

327110 Pottery, ceramics, and plumbing fixture manufacturing

327212 Other pressed and blown glass and glassware manufacturing

332323 Ornamental and architectural metal work manufacturing

337212 Custom architectural woodwork and millwork manufacturing

339910 Jewelry and silverware manufacturing

339992 Musical instrument manufacturing

423940 Jewelry, watch, precious stone, and precious metal merchant wholesalers

458310 Jewelry Retailers

459130 Sewing, Needlework, and Piece Goods Retailers

459140 Musical Instrument and Supplies Retailers

459310 Florists

459920 Art dealers

512110 Motion picture and video production

512120 Motion picture and video distribution

512131 Motion picture theaters (except drive-Ins)

512191 Teleproduction and other postproduction services

512199 Other motion picture and video industries

512230 Music publishers

512240 Sound recording studios

512290 Other sound recording industries

513130 Book publishers

513199 All other publishers

513210 Software publishers

516110 Radio Broadcasting Stations

516120 Television Broadcasting Stations

516210 Media Streaming Distribution Services, Social Networks, and Other Media Networks

519210 Libraries and archives

541310 Architectural services

541320 Landscape architectural services

541340 Drafting services

541410 Interior design services

541420 Industrial design services

541430 Graphic design services

541490 Other specialized design services

541810 Advertising agencies

541840 Media representatives

541850 Display advertising

541921 Photography studios, portrait

541922 Commercial photography

611610 Fine arts schools (private)

711110 Theater companies and dinner theaters

711120 Dance companies

711130 Musical groups and artists

711190 Other performing arts companies

711310 Promoters of performing arts, sports, and similar events with facilities

711320 Promoters of performing arts, sports, and similar events without facilities

711410 Agents and managers for artists, athletes, entertainers, and other public figures

711510 Independent artists, writers, and performers

712110 Museums

712120 Historical sites

712130 Zoos and botanical gardens

712190 Nature parks and other similar institutions

811420 Reupholstery and furniture repair

These Industries were not included in the above analysis.

NAICS Code

238150

238340

238390

323111

323113

323120

424920

Industry Name

Glass and glazing contractors

Tile and terrazzo contractors

Other building finishing contractors

Commercial printing (except screen and books)

Commercial screen printing

Support activities for printing

Book, periodical, and newspaper merchant wholesalers

459210 Book Retailers and News Dealers

459510 Used Merchandise Retailers

512132 Drive-in motion picture theaters

512250 Record Production and Distribution

513110 Newspaper publishers

513120 Periodical publishers

513140

513191

517111

Directory and Mailing List Publishers

Greeting card publishers

Wired telecommunications carriers

519290

Web Search Portals and All Other Information Services

541820 Public relations agencies

541830 Media buying agencies

541860

541870

541890

812921

812922

813410

Direct mail advertising

Advertising Material Distribution Services

Other services related to advertising

Photofinishing laboratories (except one-hour)

One-hour photofinishing

Civic and social organizations

CulturalHeritageTourismStrategy:

Developacomprehensive culturaltourismstrategythatpromotesFrisco’smuseums,cultural landmarks,andparks,featuringguidedtoursofuniqueart installationsandhistoricsites.

Philadelphia'sMuralArtsProgram:TheMural ArtsPrograminPhiladelphiaoffersguidedtours showcasingitsextensivecollectionofpublic murals,highlightingcommunitystoriesandthe transformativepowerofart.Theprogram emphasizescollaborationandculturalexpression throughlarge-scalepublicart.

ChicagoGreeter:ChicagoGreeterconnects visitorswithlocalvolunteersforfree, personalizedcitytours,offeringinsightsinto neighborhoods,culture,andpublicart.The programfosterscommunityprideandcultural exchange.

andSportsCollaborations:

Createaprogramwhere touristsattendingmajorsportseventscanalsoexperiencelocal artsthroughspecialpackagesthatincludevisitstomuseums,art galleries,andpublicartwalkingtours.

AnnualMulticulturalArtsFestival:

Establishanannual multiculturalfestivalthatcelebratesFrisco’sdiversecommunities throughmusic,dance,food,andvisualarts,attractingboth residentsandtourists.

Vancouver:Vancouver’sRacialand Ethno-CulturalEquityAdvisoryCommittee promotesinclusivityandequitablerepresentation incitypoliciesandculturalprogramming.The committeeworkstoamplifydiversevoicesinthe artsandcommunityinitiatives.

Albuquerque:¡Globalquerque!isaworldmusic andculturefestivalinAlbuquerque,celebrating globaltraditionsthroughperformances, workshops,andcommunityengagement.The eventhighlightsculturaldiversityandfosters cross-culturalunderstanding.

Baltimore:ArtscapeisBaltimore’spremierfree artsfestival,featuringlarge-scaleartinstallations, performances,andcreativeactivities.Theevent connectsartistsandthepublicinavibrant culturalcelebration.

NovaScotia:NovaScotia’sEventGuideprovides resourcesfororganizingcommunityevents, emphasizingculturalprogrammingandpublic engagement.Theguidepromotescreative expressionandeventsustainability.

Philadelphia's Mural Arts Program

https://www.muralarts.or g/tours/

-Establishamarketingcampaigntopromote culturaltours,highlightinguniqueartinstallations andhistoriclandmarksintheregion. City,localnon-profits

MarketingSeasonalArtandMusicSeries:

WorkwithVisit Friscotopromotetheyear-roundseriesofseasonaloutdoor concerts,artexhibitions,andpop-upeventsthatencourage communityparticipationanddrawtouriststhroughouttheyear.

ArtsandSportsEventPairings:

Developartseventsthat coincidewithmajorsportsevents,suchashalftimeperformances bylocalartists,livepaintingatsportingevents,watch-parties,or artsfairsatsportsvenues.

SanAntonio:CampanasdeAméricaisaSan Antonio-basedmariachigroupblendingtraditional andcontemporaryinfluences,oftencollaborating withsportsteamsliketheSpurs.Their performancescelebrateculturalheritageand communityspirit.

https://www.chicagogre eter.com/

ChicagoGreeter-Organizeandtrainateamoflocalguidestooffer personalizedtours,focusingontheculturaland historicalsignificanceofFrisco'sattractions.City

Create"Art&Sports"experiencepackagesthat combineeventticketswithculturalactivities, offeringdiscountstotourists.

https://www.printmag.co m/design-culture/art-but -make-it-sports/

SomeIdeas:

https://www.forbes.com/ sites/chaddscott/2024/1 1/11/sports-and-art-com ing-together-across-am erica/

Vancouver-

https://vancouver.ca/you r-government/racial-and -ethno-cultural-equity-a dvisory-committee.aspx

Albuquerque-

https://www.globalquerq ue.org/

PromotethesepackagesthroughVisitFriscoand othertourism-focusedchannelstomaximize outreach.

Collaboratewithsportsteamstoincorporatelocal andregionalartistsandmusiciansingame-day activities(e.g.,halftimeshows,pop-upart exhibits,specialeventsactivations).

Formaplanningcommitteethatincludes representativesfromdiversecommunitiesto ensurebroadculturalrepresentation.

SupportthedevelopmentoftheMulticultural Festivalthroughmusicanddance performances,whichsupportsthegoalof promotingFrisco’sculturaldiversity.

SportsTeams,

SportsOrganizations, Non-ProfitOrganizations,ArtistsMedium-Term

Non-ProfitCulturaland ReligiousOrganizations,City Boards/Committees

https://www.artscape.or g/

Baltimore- Partnerwithlocalbusinessestosponsorandhost eventsduringthefestival,providingopportunities forlocalartistsandvendors.

Artists,Businesses, Venues,

NovaScotia-

https://events.novascoti a.ca/sites/default/files/2 021-05/EventGuide_Ch apter12.pdf

Implementapost-eventevaluationtocapture communityfeedbackandimprovefuture iterations.

PartnerwithVisitFriscotodevelopaprintedand onlinecalendarofevents,focusingonseasonal themestodrawconsistenttouristinterest.City Medium-TermSeasonalEventsGuide$$

Establishcollaborationwithlocalartistsand musicianstocreateunique,seasonally-themed performancesandexhibitions. City,Artists,Musicians,Arts Organizations

SanAntonio-

https://sanantonioreport. org/campanas-de-ameri ca-mariachi-video-spurs -victor-wembanyama/

Developaseriesofartseventsaroundmajor sportscompetitions,includingpre-gameand halftimeperformances. City,SportsOrganizationsMedium-TermAWinfortheCultureSeries$-$$

Businesses

SupportforArts-RelatedStartups:Encouragecreative entrepreneurshipwithgrantsortaxincentivesfor arts-relatedbusinesses,suchasgalleriesandstudios,using micro-grantstostrengthenthelocalcreativeeconomy.

CaseStudyOverview

Milwaukee,WI:Milwaukee’sartinitiatives integratecreativityintourbanlife,includingpublic artprojectsandculturalfestivals.Theseefforts enhancethecity’sidentityandcommunitypride.

FutureofSportsDistricts:Multiusesports districts,asdiscussedbyGensler,integratearts, culture,andrecreationtocreatevibrant communityhubs.Thesedistrictssupport economicdevelopmentandenhanceurban connectivity.

Huntington:TheHuntingtonArtsCounciloffers bi-monthlycommunityimpactmicro-grants, supportingsmall-scaleartsprojectsthatbenefit localresidents.Thesegrantsempowerartiststo engagecommunitiesthroughcreativeinitiatives.

PartnershipswithLocalBusinesses:

Establishpartnerships betweenlocalbusinessesandartiststohostperformances, rotatingartexhibitions,andotherculturalopportunitiesinshops, cafes,andrestaurants,providingexposureforlocalcreativesand enhancingthecity’saestheticappeal.

Annapolis:TheAnnapolisArtsDistrictprovides opportunitiesforartiststhroughgrants, exhibitions,andcollaborativeevents.Thedistrict fostersathrivingcreativecommunityandcultural vibrancy.

FilmandMediaSectorDevelopment:

Fosterthegrowthofa localfilmandmediasectorbyprovidingfinancialincentivesfor studiosandproductioncompaniestosetupoperationsinFrisco

GrandRapids,MI:ArtPrizeisapublicart competitioninGrandRapids,transformingthe cityintoanopen-airgallery.Theeventfosters artisticinnovationandcommunitydialogue throughlarge-scaleinstallations.

BusinessandArtsPartnerships:ThePartnership Movementhighlightscollaborationsbetween businessesandartiststoupliftcommunities throughcreativeinitiatives.Thesepartnerships driveculturalinnovationandeconomicresilience.

https://www.youtube.co m/watch?v=JrUEHu_-J 8g

Milwaukee,WI-Engagelocalartiststocreateliveart experiences,suchaspaintingorsculpture demonstrations,thatrelatetothethemeofthe sportingevent.

ArtsOrganizations,Artists, SportsOrganizations Medium-TermLiveArtatSportingevents$

https://www.gensler.com /blog/future-of-sports-vi brant-multiuse-districts

Createpop-upartmarketsatsportsvenuesto showcaselocalartisans.

ArtsOrganizations,Sports Organizations Medium-TermGameDayMakersMarket$

Huntington-

https://www.huntingtona rts.org/programs/grantsfor-the-arts/bi-monthly-c ommunity-impact-microgrant/

Exploreamicro-grantprogramforarts-related startupsandsmallbusinesses.

Integrateperformancemetricsintothe micro-grantprogramtoensurerecipients demonstratemeasurableimpactsoncultural engagementoreconomiccontribution.

Annapolis-

Nashville,TN:ABCNashvilleconnectsarts organizationswithbusinessestocreatemutually beneficialpartnerships,promotingcultural innovationandeconomicgrowth.Theprogram supportscreativecollaborationandcommunity engagement. Nashville,TN-

https://www.annapolisar tsdistrict.org/opportuniti es https://abcnashville.org/

WorkwithChamberofCommercetofindwaysto supportartsstudiosanddowntowncreative businesses.

FriscoChamberof Commerce,ArtsOrganizationsShort-Term

Boerne:Boerne,TX,isrecognizedasa film-friendlycommunity,offeringresourcesand locationsforfilmprojects.Thisdesignation promoteslocaleconomicdevelopmentand culturalvisibility.

Savannah,GA:FilmSavannahsupports filmmakerswithresourcesandlocations, fosteringathrivingcreativeindustryinthecity. TheprogramhighlightsSavannah’sunique culturalandhistoricalsettings.

Offermentorshipprogramsincollaborationwith localbusinessleaderstosupportnewarts entrepreneurs.

ArtsOrganizations, Businesses,Artists

GrandRapids,MI-Establishapartnershipprogramencouraging localbusinessestohostrotatingartinstallations andperformances.

https://www.artprize.org/ about

https://www.partnership movement.org/partners hip-inspiration/news/bus inesses-team-artists-upl ift-communities

Offertrainingtobusinessownersonhowto collaborateeffectivelywithartistsformutually beneficialoutcomes.

Createasponsorshipprogramthatcanhelp facilitateconnectionsbetweenlocalbusinesses andgrowingartsorganizations.

City,ArtsOrganizations, Businesses,Artists Medium-TermArtinBusinessesInitiative$

City,BusinessCouncilforthe Arts,HigherEducation,Frisco ChamberofCommerceShort-Term ArtsandBusinessCollaboration Workshop $

-

https://www.chron.com/ culture/tv/article/Boerne -named-film-friendly-co mmunity-Texas-163562 78.php

DevelopstandingasaFilmFriendlyCertified CommunitythroughtheTexasFilmCommission.City,FilmOrganizationsShort-TermFilmParnershipProgram$

Savannah,GA-Setupafundtoincentivizefilmandmedia productioncompaniestoestablishoperationsin Frisco.

https://www.filmsavanna h.org/

Tempe,AZ:TheArizonaStudentFilmFestival showcasesworksbyyoungfilmmakers,fostering creativetalentandindustryengagement.The eventprovideseducationalopportunitiesand celebratesstudentcreativity. Tempe,AZ-

https://www.azstudentfil mfestival.org/

Examinethepotentialforcreatingfilmfestivals,in particular,establishinganannualstudentfilm festival,potentiallyinpartnershipwithlocal schoolsorinstitutions,whichcouldalsoinclude youthvolunteeropportunities.

City,TexasFilmCommission, FilmOrganizations

City,TexasFilmCommission, FilmOrganizations,AreaISDsMedium-TermStudentFilmFestival $

Boerne

Createa capacity-buildingprogramtosupportnon-profitandfor-profitarts organizationsingrantwriting,financialmanagement,and marketing.

NewOrleans,LA:TheIntersectionoffersarts financeprogramstoequipcreativeswithfinancial skillsandresources.Theseinitiativessupport sustainablecreativecareersandcultural innovation.

NewOrleans,LA-

ThroughapartnershipwiththeEDC,creategrant opportunitiesforindependentfilmmakersand digitalmediaartistsfocusedonlocalthemesor subjectsrelatedtoFrisco. City,TexasFilmCommission, FilmOrganizations Medium-TermFilmandDigitalArtsGrant$-$$

NetworkforEmergingArtsGroups:

Establishamentorship programthatconnectsestablishedculturalorganizationswith emergingartsgroups,facilitatingknowledgetransferand collaboration.

Boulder,CO:BoulderCountyArtsAlliance providesresourcesandopportunitiesforartists andorganizations,promotingavibrantcreative community.Thealliancesupportscultural programmingandprofessionaldevelopment.

NeighborhoodArtsNetwork:TheNeighborhood ArtsNetworkequipscommunitieswithtoolsfor equitableartsprogramming,emphasizing inclusivityandculturalempowerment.The initiativefosterscreativecollaborationand accessibility.

Durham,NC:DurhamChamber’smentorship programsconnectbusinesseswithcreative entrepreneurs,fosteringcollaborationand communityimpact.Theinitiativesupports innovationandculturaldevelopment.

Chattanooga,TN:TheChatteryinChattanooga offersworkshopsandclassesfocusedonarts, personalgrowth,andcommunityengagement. Theorganizationfosterscreativityandlifelong learning.

Cross-DisciplinaryCulturalPartnerships:

Modelcollaboration betweenartsorganizations,educationalinstitutions,andthe businesssectortofosteramoreintegratedculturalcommunityin Frisco.

Boulder,CO:Boulder’spublicartinitiatives includeacitywideguidetoinstallations, encouragingexplorationandappreciationoflocal creativity.Theseeffortsenhancecommunity identityandculturaltourism.

Maybe- Launchworkshopsonessentialskillssuchas grantwriting,marketing,andfinancial managementforartsorganizations.

https://theintersection.or g/get-skills/arts-finance/

Boulder,CO-

https://www.bouldercou ntyarts.org/

NeighborhoudArts Network-

https://chapmancultural center.org/site/user/files /1/ArtsEquityToolkit.pdf

Durham,NC-

https://durhamchamber. org/news/a-little-help-pl ease-finding-the-right-b usiness-mentor

Chattanooga,TN-

Pittsburgh:ArtsEdCollabinPittsburghsupports artseducationinitiatives,providingresourcesfor teachersandartiststoengagestudentsin creativelearning.Theprogrampromotesarts accessibilityandequity. Pittsburg-

https://thechattery.org/a bout https://artsedcollab.org/

Boulder,CO-

https://bouldercolorado. gov/guide/public-art

Asheville,NC-

https://theleaf.org/leaf-h ealing-arts/. https://www.ashevillenc. gov/department/plannin g-urban-design/strategic -development/river-artsdistrict/ Organizations

Asheville,NC:TheLEAFHealingArtsprogram integratesartsintowellnessinitiatives,fostering personalandcommunitygrowth.Asheville’sRiver ArtsDistricttransformsindustrialspacesinto vibranthubsforcreativityandculturalconnection.

Offerone-on-onementorshipsessionswith establishednon-profitleaders.

Developatoolkitofresourcesfornewand growingartsorganizations,includingtemplates forbudgeting,projectplanning,andfundraising.

Implementamentorshipprogramthatpairs experiencedleaderswithnewergroups, facilitatingskillstransfer.

Developsharedresourcespaces,suchas co-workingareas,wheresmallergroupscan accessofficesupplies,meetingspaces,and administrativesupport.

Establishaquarterlyforumwhererepresentatives fromthearts,education,andbusinesssectors canbrainstormcollaborativeprojects.

Createsupportforcross-disciplinaryprojectsthat addresscommunityneeds(e.g.,educational programsthatblendartsandbusinessskills,or localmuralprojectsthathireyouthartists).

City,BusinessCouncilforthe Arts,TexansfortheArts,Texas CommissionontheArtsShort-TermEssentialSkillsWorkshops$

City,ArtsOrganizations' Leadership,BusinessCouncil fortheArts,Artists Short-TermCreativeMentorshipProgram$

City,FriscoChamberof Commerce,BusinessCouncil fortheArts

Businesses,Arts Organizations,FoundationsLong-TermCo-Working

City,FriscoChamberof Commerce,ArtsOrganizations, AreaISDs,HigherEducation, Artists Medium-TermForum

City,ArtsandCulture Organizations,AreaISDs, FriscoChamberofCommerceMedium-TermCommunityProjectsProgram$

Developcasestudiesofsuccessfulcollaborations toserveasmodelsforotherorganizations.City Medium-TermCreativeImpactReport$ link

CapacityBuildingforArtsOrganizations:

Incorporateartistic designelementsintopublicinfrastructure,suchasbridges,traffic signalboxes,stormdrains,andsidewalks,toenhancethecity's culturalandaestheticappeal.

OklahomaCity,OK:TheSkydanceBridgeisa strikingpublicartinstallationandpedestrian pathway,symbolizingOklahoma’sspiritwhile fosteringconnectionsbetweenurbanspaces. Theprojectintegratesartandinfrastructureto createalandmarkforthecity.

Dallas,TX:DallasLegalWallsoffersdesignated spacesforgraffitiartists,promotingcreative expressionandpublicartwhileminimizing unauthorizedstreetart.Thisinitiativesupports thelocalartscommunityandurbanbeautification.

Designateculturalcorridorswithconcentrated artsandcultureactivities,businesses,andeventstofostera walkable,art-friendlyenvironment.Establishingthesehubs supportsbestpracticesbystrengtheningcommunityconnections andcreatingaccessiblespacesforartsengagement.

SanFrancisco,CA:TheLandingatLeidesdorff activatespublicspacesindowntownSan Franciscowithpop-upeventsandcultural programming,blendinghistoricpreservationwith communityengagement.Theprojectencourages residentsandvisitorstoexperiencethecity’s culturalvibrancy.

Minneapolis,MN:TheHennepinAvenueCultural Corridorconnectsneighborhoodsthrough creativeplacemaking,integratingpublicartand culturalprogrammingtofosterasenseof community.Thisprojectemphasizesaccessibility andculturalequityinurbandevelopment.

OklahomaCity,OK-

https://www.okc.gov/dep artments/public-works/r esident-community-reso urces/skydance-bridge

WorkwiththePublicWorksDepartmentto explorethecreationofuniqueinstallationsfor infrastructureelements.

Dallas,TX-

https://www.legal-walls. net/wall/1419

Designateanareawhereartistscancreate temporarysanctionedurbanart(“Permission Walls”),fosteringcreativeexpressionandmaking artmoreaccessibleinpublicspaces.

Identifyspecificstreetsordistrictsascultural corridorsanddevelopsignage,lighting,and streetarttoreflectthisdesignation.

SanFrancisco,CA-

https://downtownsf.org/t hings-to-do/landing-at-le idesdorff

Minneapolis,MN-

https://www.arts.gov/im pact/creative-placemaki ng/exploring-our-town/m inneapolis-mn-hennepin -avenue-cultural-corrido r

Partnerwithlocalbusinessesalongthese corridorstopromotearts-relatedeventsandhost pop-upinstallations.

Artists,Area

Implementamore structuredorientationprogramfornewboardmemberstoensure theyunderstandtheiradvisoryrole.

Expandtheuseoftemporarypublic artinstallationsandexhibitionsinFrisco,includingmurals.

SaltLake,UT:SaltLakeCity’stemporarypublic artguidelinesprovideaframeworkforartistsand cityofficialstocollaborateonshort-termart installations.Theseguidelinesencourage innovationandcommunityinteractionwithartin publicspaces.

Madison,WI:TheMadisonBubblerprogram promotescreativityandcommunityconnection throughhands-onartworkshopsandpublicart initiatives.Itprovidesaccessibleopportunitiesfor residentstoengageincreativeexpression.

Stillwater,MN:UnionArtAlleytransformsan unusedalleywayintoavibrantcommunityart spacefeaturingmuralsandinteractive installations.Theprojectfosterslocalprideand creativecollaboration.

Explorethepossibilityofpooling publicartfunds,especiallyforcapitalimprovementprojects,to ensurethatmoneyisusedefficientlyandthatlarger,more impactfulpublicartpiecescanbecreated.

NewYorkCity,NY:TheMadisonSquarePark PublicArtSymposiumbringstogetherartistsand communityleaderstodiscusstheimpactofpublic artonurbanspaces.Ithighlightstheroleofartin fosteringculturaldialogueandcivicengagement.

Assistwithdevelopingregularartwalksand eventsalongthesecorridorstodrawfoottraffic andincreaseculturalvisibility.

City,Businesses,Artsand CultureOrganizations, DowntownDevelopers Medium-TermFriscoArtWalk $

Developanonboardingprogramthatincludes onboardingonCulturalAffairs’ roleincommunity identityandbestpracticesinboardgovernance.City Short-TermCultural

SaltLake,UT-Createastreamlinedapplicationprocessfor artistsandemergingartistsinterestedin temporarypublicartprojects.

Guidelinesfor TemporaryPublicArt

Madison,WI-

https://www.madisonbu bbler.org/

Identifyplacesfortemporaryinstallationsin high-trafficareas.

Stillwater,MN-

https://www.unionartalle y.com/

Partnerwithlocalbusinessestoco-sponsor installationsandincorporateartintotheirspaces.

ChamberofCommerce, ArtsOrganizations

Developafundforlarge-scalepublicartprojects sourcedfrompooledresources,wherelegally allowable,acrossvariouscitydepartmentsand privatesponsors.

NewYorkCity,NY-

https://madisonsquarep ark.org/community/cale ndar/event/public-art-sy mposium/

HostaPublicArtSummitwherelocaland regionalgovernment,artists,andcommunity memberscandiscussfundingandpriorities.

City,OtherCitiesintheRegion, Artists,ArtsOrganizations, CommunityMembers,Arts EducationExperts

GuideforDevelopersandVisitorsonPublicArt:

Developa guidefordevelopersthatoutlinesbestpracticesforinstallingand maintainingpublicartintheirdevelopments.Thiswouldprovide clarityandhelpdeveloperscontributepositivelytoFrisco’spublic artlandscape.

Arlington,VA:Arlington’sPublicArtandPrivate DevelopmentResourceGuideoutlinesstrategies forintegratingartintoprivatedevelopments.The guidepromotescollaborationbetween developersandartiststoenhanceurban aestheticsandculturalexperiences.

WakeForest,NC:TheWakeForestPublicArt ResourceGuideforDevelopersencouragesthe inclusionofpublicartinnewdevelopments, offeringbestpracticesandfundingstrategies. Thisinitiativeenhancescommunityidentity throughcreativeplacemaking.

GrandRapids,MI:GrandRapids’HeritageWalks highlightthecity’shistoryandculturallandmarks throughguidedtoursandpublicart.Theprogram fostersappreciationforlocalheritageand creativeexpression.

Arlington,VA-

https://www.arlingtonva. us/files/sharedassets/pu blic/v/2/public-art/docum ents/public-art-and-priva te-development-resourc e-guide.pdf

Developacomprehensiveguidedetailingbest practicesforincorporatingpublicartintoprivate developments.

WakeForest,NC-

https://www.wakeforestn c.gov/advisory-boards/p ublic-art-commission/pu blic-art-resource-guidedevelopers-builders

Offerworkshopsfordeveloperstolearnaboutthe valueofpublicartandhowitcanenhancetheir properties.

UpgradeExistingCulturalVenues:

Investinrevitalizing underutilizedculturalspaces,suchastheDiscoveryCenterand theFriscoHeritageCenter,tomakethemmorefunctionaland attractiveforperformances,exhibitions,andcommunityevents.

Seattle,WA:TheVeraProjectisayouth-led musicandartsvenueinSeattle,providing opportunitiesforskill-buildingandcreative expression.Theprojectemphasizesinclusivity andcommunityengagementthroughits programming.

Detroit,MI:TheDetroitParksImprovementPlan integratespublicartandgreenspacesto enhanceurbanqualityoflife.Theinitiative promoteshealth,communityconnection,and culturalvibrancythroughcreativeplacemaking.

NewVenueDevelopment:

Continuetoevaluatespacetosupport localartsorganizations,especiallyasexistingfacilitiesare renovated,andtheFriscoCenterfortheArtsisdeveloped.

Herriman,UT:Herriman’sproposedartsvenue supportslocalartistsandcommunityengagement throughperformances,workshops,andcultural events.Thevenueaimstobecomeahubfor creativityandeconomicdevelopment.

Charlotte,NC:TheBrooklynVillage redevelopmentprojectcombineshistoric preservationwithcontemporaryurbandesign, integratingpublicartandculturalspacestofoster communityidentity.Theinitiativepromotes economicandculturalrevitalization.

IncubatorArtistSpace:

Createamulti-usefacilitythatcanhelp todevelopsmall-scalelocalartistsandcreativesdeveloptheir businesses.

Millvale,PA:Mr.SmallsCreativeCenterprovides studioandperformancespacesforartists, fosteringathrivinglocalartsscene.Thefacility supportscollaborationandcreativedevelopment intheMillvalecommunity.

http://m.grtagtour.org/in dex

GrandRapids,MI-DevelopadigitalguidewithQRcodesplacedat historicsites,offeringvisitorsaccessto multimediacontent(e.g.,videos,audiotours).City

ConductneedsassessmentsfortheFrisco DiscoveryCenterandtheFriscoHeritageCenter toidentifyspecificupgrades.

Seattle,WA- Developspacesthatarewelcomingandprovide asenseofbelongingtounderservedpopulations ordemographicswithinthesevenues.

https://theveraproject.or g/

Detroit,MI-

https://cityparksalliance. org/resource/detroit-par ks-rec-improvement-pla n/

Developafundingplanforrenovations,including grantsandcommunityfundraisingevents.City

Heriman,UTContinuetoevaluateusagebasedoncommunity needs.

https://www.herriman.or g/uploads/files/3778/Vic tusAdvisorsHerrimanArt sVenue05.17.22DraftV2 .pdf

Charlotte,NC-

https://brooklynvillage-cl t.com/

Createpartnershipstofundandsupportnew venuedevelopment.

Millvale,PA-

https://mrsmalls.com/fac ilities/

Developadditionalsmaller-scale,affordable, multi-usespacesthatcanhostvariousevents, fromexhibitionstoperformances,withflexible seatingandstagingoptions.

ExploreadditionalwaysinwhichtheDiscovery CenterandHeritageCentercanfunctionas small-scaleincubatorspacesforartistsand creatives.

Supportpartnershipsbetweenlocaldevelopers andcreativesectororganizationstodesignate affordablespacesforsmallartsorganizationsin high-foot-trafficareas,enhancingaccessibility andvisibilitywithinthecommunity.

Creative

Createpolicies thatsupporttheuseofparksliketheupcomingNorthwest CommunityParkandGrandParkasvenuesforculturalactivities, ensuringthesespacescontributetothecity’sculturalvibrancy

St.Louis,MO:TheKranzbergArtsFoundation investsinlocalartsinfrastructure,providing affordablespacesandresourcesforartists.The foundationfosterscommunityengagementand culturalgrowththroughitsdiverseprogramming.

SanFrancisco,CA:TheFirstStreetStudiooffers affordablestudiorentalsforartists,supporting creativedevelopmentandcollaboration.The spacefostersartisticinnovationandprovides resourcesforcommunityengagement.

SantaFe,NM:ArtsmartNMconnectsartistswith schoolsandcommunityprograms,fosteringarts educationandengagement.Theinitiative promotescreativegrowthandaccessibility throughworkshopsandevents.

SanDiego,CA:BalboaParkintegratespublicart, gardens,andculturalinstitutionstocreatea vibrantcommunityspace.Theparkservesasa hubforrecreation,education,andcreative expression.

St.Louis,MS-

https://kranzbergartsfou ndation.org/

Integratespaceforlocalartistsandcreativesto selltheirworks.

GreenSpaceArtInstallations:Incorporateinstallations intonaturalspaces,suchaslandartandperformances.

ArtisticInterpretationofEnvironmentalThemes:

Commission localartiststocreateworksthatinterpretenvironmentalthemes, fosteringpublicawarenessofFrisco’snaturalassets.

https://www.firststreetst udioatx.com/studio-rent als

SanFrancisco-Createartiststudiospacestorentwithafocuson providingsharedofficeandeventspaces equippedwithessentialresourceslikeinternet, audio-visualtools,andmarketingsupport.City

SantaFe,NM-

https://www.artsmartnm. org/

Collaboratewithlocaleducationalinstitutionsto hostartsclassesandworkshopsinthefacility.

ContinuefosteringtheFriscoCenterfortheArts.City

Higher

SanDiego,CA-Designatespecificparksasculturalhubsand promotethesespacesthroughcitymarketing.City

https://balboapark.org/

ParkDays $ Morrison,CO:TheRedRocksAmphitheater blendsnaturalbeautywithculturalprogramming, hostingperformancesandpubliceventsina uniqueoutdoorsetting.Thevenuehighlightsthe integrationofartandnature.

Morrison,CO-Ensuretheseoutdoorspaceshaveaccessible seating,soundsystems,andlightingtosupporta varietyofevents.

https://www.theredrocks amphitheater.com/

Sarasota,FL:TheBaySarasotafeaturespublic artandenvironmentalrestoration,transforming waterfrontspacesintovibrantculturalhubs.The projectemphasizessustainabilityandcommunity interaction. Sarasota,FL-

SaranacLake,NY:SaranacLake’spublic sculptureinitiativeinvitesartiststocreate site-specificinstallationsthatenrichthecultural landscape.Theprojectpromotespublic engagementwithartinurbanspaces.

Minneapolis,MN:TheMinneapolisSculpture Gardenintegratescontemporaryartandnatural spaces,fosteringcommunityengagementand culturaldialogue.Ithighlightstheroleofpublicart inurbanplacemaking.

Boulder,CO:Boulder’sPublicArtWalkingTour featuresadiversecollectionofartinstallations throughoutthecity,encouragingresidentsand visitorstoexplorelocalcreativity.Theinitiative promotesculturaltourismandcommunitypride.

TrustforPublicLand:TheTrustforPublicLand emphasizestheroleofparksinpromotinghealth andwell-being,integratingpublicartandgreen spacesintocommunityplanning.The organizationfostersconnectionsbetween residentsandtheirenvironments.

Austin,TX:WaterlooGreenwaytransformsurban spacesintogreencorridorsfeaturingpublicart, recreationalareas,andculturalprogramming. Theprojectfostersenvironmentalsustainability andcommunityconnection.

Philadelphia,PA:MyPhillyPark’sprograms integratepublicartandculturaleventsintogreen spaces,enhancingurbanlivingandcommunity engagement.Theinitiativepromotesaccessibility andinclusivityinpublicspaces.

https://www.thebaysara sota.org/park-features/

SaranacLane,NY-

https://artcall.org/calls/c 2839-international-call-f or-artists-public-sculptur e-or-installation

Developmoreoutdoorvenuesforperformances andexhibitions,particularlyinparksandpublic spaceslike4thSt.PlazaandPhase1ofGrand Park.

Developapubliccallforproposalsfromartiststo createnature-themedinstallationsinparksand greenspaces.

City,Artists,Civic Organizations

Minneapolis,MN-

https://walkerart.org/visit /garden/

Boulder,CO-

https://www.bouldercolo radousa.com/things-to-d o/arts-and-culture/public -art-walking-tour/

Establishcriteriathatemphasizesustainability andenvironmentalthemesforinstallations.City

Hostguidedwalkstointroducethepublictothese greenspaceinstallationsandexplaintheir themes.

TrustforPublicLand

https://www.tpl.org/park s-promote-health-report

-Integratewellness-focusedinstallationsinto naturalspaces,creatingaccessibleenvironments forrelaxationandmentalwell-being.

LocalArtists,Health Organizations

Austin,TX-

https://waterloogreenwa y.org/overview/

Commissionlocalartiststocreateinstallationsor sculpturesreflectingenvironmentalthemes,such asconservationorbiodiversity.

FriscoEnvironmentalServices, NaturalResourcesDivisionMedium-TermFriscoEnvironmental

Philadelphia,PA-PartnerwiththeNaturalResourcesDivisionto provideeducationalprogrammingaroundthese installations. NaturalResourcesDivisionMedium-TermEco-ArtDays

https://myphillypark.org/ what-we-do/programs/

LeveragingParksforCulturalProgramming:

CaseStudyOverview

EnvironmentalGraphics:EnvironmentalGraphics integratesdesign,wayfinding,andpublicartto enhanceurbanexperiences.Theapproach blendsfunctionalitywithcreativitytotransform spacesintovisuallyengagingenvironments.

CelebrateFrisco’shistoric landmarks,incorporatingstorytellingelementsthatconnectvisitors withthecity’sheritage.

Galveston,TX:TheJuneteenthLegacyProject preservesAfricanAmericanhistorythrough publicartandculturalprogramming.Theinitiative celebratesheritageandfosterscommunitypride.

EnvironmentalGraphics -

https://hga.com/services /environmental-graphics

Createinterpretivesignageorinteractive elementsthatexplaintheinstallations' environmentalmessages.

Frisco,NaturalResources Division Short-TermInteractiveLearningPanels

Supportadditional heritage-focusedprogrammingtocity-wideevents,emphasizing storytelling,traditionalcrafts,andlocalhistory.

InteractiveHistoryTours:

Developinteractivehistorytoursthat usedigitaltools(likeQRcodesorapps)totellthestoriesof Frisco’shistoricsites.

GrandRapids,MI:GrandRapids’HeritageWalks highlightthecity’shistoryandculturallandmarks throughguidedtoursandpublicart.Theprogram fostersappreciationforlocalheritageand creativeexpression.

https://www.juneteenthl egacyproject.com/

Galveston,TX-Workwithlocalhistorianstoincorporate storytellingelementsininstallationsthathighlight Frisco’sculturallegacy.

City,HistoricalOrganizations andHistorians,Community Members Short-TermStoriesofFriscoSeries$

http://m.grtagtour.org/in dex

Atlanta,GA-

Establishaheritagetourthatconnectssignificant historicsitesandincludesinterpretiveartalong theroute.

Collaboratewithschoolstointroduceworkshops andtourscenteredonFrisco'sheritagesitesand traditions.

Hostanannual“FriscoHeritageFestival,” featuringmusic,dance,andfoodtocelebrate localandregionalheritage.

GrandRapids,MI-DevelopadigitalguidewithQRcodesplacedat historicsites,offeringvisitorsaccessto multimediacontent(e.g.,videos,audiotours).City Medium-TermFriscoDigitalHistoryTourApp$ Atlanta,GA:TheAtlantaHistoryCenter’sschool toursintegrateinteractiveexhibitsandpublicart toeducatestudentsaboutlocalhistoryand culture.Theprogrampromotescreativelearning andcivicpride.

https://www.atlantahisto rycenter.com/learning-re search/for-educators/sc hool-tours/

Philadelphia,PA:MonumentLabexploresthe roleofpublicartinreshapingnarrativesaround monumentsandhistory.Theprojectfosters communitydialogueandcriticalengagementwith urbanspaces.

Philadelphia,PA-

https://monumentlab.co m/projects/overtime

Partnerwithlocalschoolsandhistoricalsocieties todevelopinteractiveeducationalcontentforthe tours.

Short-TermHistoryinActionProgram$

Incorporateaugmentedreality(AR)elementsto makethehistorytoursengagingandinformative.City Long-TermFriscoARHeritageExperience$-$$

Developstronger partnershipsbetweenlocalartsorganizations,schoolsandcultural organizationstoenhanceartseducationprogramsandprovide studentswithhands-oncreativeopportunities.

ArtsPrograms:

Helpsupportthedevelopmentof after-schoolartsprogramsthatgivestudentsaccesstomusic, dance,visualarts,andtheatereducation,fosteringtalentand creativityfromayoungage.

ArtsMidwest:ArtsMidwestprovidesguidanceon creatingsustainablepartnershipsbetweenarts organizationsandschoolsorschooldistricts, focusingonmutualbenefitsandlong-term collaboration.

ArtsMidWest-

https://artsmidwest.org/r esources/ideas/creating -partnerships-with-scho ols-and-school-districts/

Asheville,NC(ACSF):AshevilleCitySchools Foundationsupportsequityineducationthrough artsprogramming,teachergrants,and communityengagement,bridginggapsinaccess toqualityeducationandartsexperiences. Asheville,NC-

https://www.acsf.org/

Partnerwithlocalschoolstoofferin-classroom artsandcultureprogramming,includingartist residenciesandinteractiveworkshops.

ArtsandCultural Organizations,AreaISDsMid-Term

Establishpartnershipswithcommunitycenters andschoolstoofferafter-schoolarts programminginmusic,dance,andvisualarts.City,AreaISDs

EducationalProgramsinPublicVenues:Support continuededucationalworkshopsinpublicvenueslikethe DiscoveryCenter,theHeritageCenterandtheGroveat FriscoCommons.

MatchingGrantsforCulturalPrograms:

Offermatchinggrants toencourageprivateinvestmentinculturalprogrammingandarts infrastructure.

Fosterpublic-private partnershipsforfundinglarge-scaleculturalprojects,suchasnew venues,publicartinstallations,ormajorfestivals.

Createacentralizedvolunteer networkforculturalorganizations,providingresidentswith opportunitiestocontributetheirtimeandskillstoartsprograms andevents.

QuadCity,IL:QuadCityArts'MetroArtsprogram providespaidartsapprenticeshipsforyouth, combiningskilldevelopmentwiththecreationof publicarttoempoweryoungpeopleandenhance communities.

WestchesterCounty,NY:ArtsWestchester’s ArtsWChallengeprogramoffersmatchinggrants toartsorganizations,promotingfinancial sustainabilityandincreasingcommunity involvementinculturalprogramming.

Garland,TX:Garland'sNeighborhoodVitality MatchingGrantProgramsupports community-drivenprojects,fosteringcollaboration andneighborhoodcohesionthroughartsand beautificationinitiatives.

LosAngeles,CA:TheCURRENTPublicArt Triennialactivatespublicspaceswithlarge-scale publicartprojectsaddressingcontemporary socialissues,fosteringcommunitydialogueand engagement.

Colorado:TheColoradoCreativeIndustries Summitbringstogetherartists,policymakers,and culturalleadersforworkshops,networking,and resource-sharingtodriveinnovationinthe creativesector.

Asheville,NC-Providescholarshipsorsliding-scalefeesto ensureaccessforstudentsfromallbackgrounds.City

https://www.acsf.org/

PaloAlto,CA:ThePaloAltoArtCenteroffers drop-inartprogramsforadults,fosteringcreative explorationandcommunityconnectionthrough accessibleopportunitiestoengageinartistic mediums. PaloAlto,CA-

https://www.cityofpaloalt o.org/Departments/Com munity-Services/Arts-Sc iences/Palo-Alto-Art-Ce nter/Make-Art/Adults/Dr op-In-Programs

Developdrop-inworkshopsdesignedtointroduce residentstodifferentartforms.

QuadCity,IL-Createyouthapprenticeshipprogramstofoster thenextgenerationoftheartsandculture workforce.

https://www.quadcityarts .com/metro-arts.html

WestchesterCounty, NewYork-

https://artswestchester.o rg/grants/artswchalleng e/

Launchamatchinggrantprogramtoincentivize privateinvestmentinlocalartsandculture initiatives.

City,AreaISDs,Higher Education,ArtsandCultural Organizations,CreativesMedium-Term

Garland,TX-

https://www.garlandtx.g ov/DocumentCenter/Vie w/14150/NeighborhoodVitality-Matching-GrantGuidelines-PDF

LosAngeles,CA-

https://culture.lacity.gov/ programs-and-initiatives /currentla-public-art-trie nnial/

Colorado-

https://oedit.colorado.go v/colorado-creative-indu stries-summit

Setclearguidelinesandmatchingratiosto encouragecontributionsfrombusinessesand individuals.

Publicizesuccessfulgrantprojectstohighlight thebenefitsofinvestinginthelocalcultural sector.

Hostannualculturalinvestmentsummitsto showcaseopportunitiesforcollaborationand co-investment.

SanAntonio,TX:SADigitalConnectspromotes equitabletechnologyaccessanddigitalinclusion whileintegratingartsandculturetostrengthen communityengagement. SanAntonio,TX-Recognizecontributingbusinessesand individualspublicly,reinforcingthevalueoftheir support.

https://www.sadigitalcon nects.com/partners

LasVegas,NV-

LasVegas,NV:TheOfficeofCulturalAffairsVolun

https://www.lasvegasne vada.gov/Residents/Art s-Culture/The-Office-OfCultural-Affairs-Volunte er-Program

Establishacentralizedvolunteerdatabasefor artsandculturalprograms,matchingvolunteers withopportunitiesacrossthecity.

ExploreexistingCityofFriscovolunteer programsandthepotentialtointegrate departmentneedsintoexistingstructure.

ArtsandCultural

Toronto,ON:VisualArtsatACTfosterscreativity andengagementthroughartseducation, workshops,andvolunteeropportunities, promotingaccessibilityandpersonal development. Toronto,ON-

https://www.vaact.org/

Developavolunteerrecognitionprogramto highlightcontributionsandencouragecontinued involvement.

ArtsandCultural

Offertraining programsforvolunteersinareaslikeeventmanagement, marketing,andfundraising,helpingartsorganizationsgrowtheir volunteerbase.

Arlington,TX:Arlington'sVolunteerAppreciation Programhighlightsandcelebratescommunity volunteerswhocontributetoartsandculture, showcasingtheimpactofcivicengagement.

Chicago,IL:ChicagoCarescombinesartsand serviceinitiatives,mobilizingvolunteersto addresscommunitychallengesandfostering connectionsthroughcreativecivicparticipation

CreativeLives:TheVolunteeringintheArts Toolkitequipsorganizationstoengageand managevolunteerseffectively,emphasizing recruitment,retention,andmeaningful experiences.

Establishayouthvolunteer programfocusedonartsandculture,encouragingyoungresidents toengagewiththeartsthroughhands-onparticipation.

NewYorkCity,NY:TheNYCYouthBoard empowersyoungpeopletoshapeculturaland communityinitiativesthroughleadershiproles andcitywideplanningparticipation.

Minneapolis–SaintPaul,MN:FreeArts Minnesotausesarttosupportyouthwhohave experiencedtrauma,buildingresilienceand confidencethroughmentorshipandcreative expression.

SilverSpring,MD:CREATEArtsCenterengages volunteersincommunityartsprogramsthat promotecreativityandinclusion,particularlyfor underservedgroups.

TeenTix:TeenTixconnectsyouthwithartsand culturethroughaffordableticketsandleadership opportunities,fosteringlifelongartsparticipation andengagement.

Hostcitywidecommunityartdaysfeaturing publicartprojects,performances,andworkshopsthatfoster connectionthroughcreativity.Theseculturaleventssupport cross-neighborhoodconnectivityandinclusivity,givingFrisco residentsmeaningfulopportunitiestoexperiencetheartslocally.

Denver,CO:ArtDropDayDenverengagesthe publicinacitywidearttreasurehunt,promoting accessibilityandspontaneousinteractionwithart inpublicspaces.

FortCollins,CO:FortCollins'PianosAboutTown programplacesartist-decoratedpianosinpublic spaces,encouragingcommunityinteraction throughmusicandart.

Arlington,TX-

https://www.arlingtontx. gov/news/my_arlington_ t_x/news_stories/2019_ volunteer_appreciation

Chicago,IL-

https://chicagocares.org /s/power-of-service

CreativeLives-

https://www.creative-live s.org/volunteering-in-the -arts-toolkit

NewYorkCity,NY-

https://www.nyc.gov/site /dycd/involved/boards-a nd-councils/yb-member s.page

Minneapolis--SaintPail, MN-

https://www.bigstwincitie s.org/free-arts/

SilverSpring,MD-

https://createartscenter. org/community-impact/v olunteer/

TeenTix-

https://www.teentix.org/ about/

Denver,CO-

https://www.artsandven uesdenver.com/program s/art-drop-day

Hostanannualappreciationeventforcultural volunteerstorecognizetheireffortsandbuild community.

Offerregulartrainingsessionsonevent management,marketing,andfundraisingfor culturalvolunteers.

Createatoolkitofresourcesforarts organizationstodevelopeffectivevolunteer programs.

Evaluateperiodicallyaddingyouthtotheartist selectioncommittee.

Furtherdevelopavolunteerprogramforyouth, engagingtheminartsprojectsandeventsCity

Collaboratewithschoolstoofferservicehoursor creditsforparticipationintheyouthvolunteer program.

AreaISDs

Provideleadershipopportunitieswithinthe programtoencourageskilldevelopment.City,Area

Organizecitywideartdayswhereresidentscan participateinhands-onartprojectsand workshops.

Providesupportto neighborhoodassociationsandlocalgroupstohosttheirownarts events,suchasblockparties,artfairs,orlocaltheater productions.

Knoxville,TN:Knoxvilleintegratesartsintopublic spacesthroughinstallationsandevents,fostering creativityandcivicengagementwhileenhancing qualityoflife.

SanFrancisco,CA:SundayStreetsSF transformsstreetsintocar-freezonesforcultural, recreational,andcommunityactivities, encouragingactivelivingandurbanengagement.

https://www.fcgov.com/a rtspublic/pianos

FortCollins,CO-Workwithlocalartiststoleadprojectsthatallow communitymemberstocreateartpieces together.

Knoxville,TN-

https://www.knoxvilletn. gov/cms/One.aspx?port alId=109562&pageId=1 90021

Artist

Provideresourcesandguidancetohelplocal groupsplanandpromotetheireventseffectively.City,HOAs

SanFrancisco,CA-Encouragea"neighborhoodshowcase"day wheremultipleneighborhoodscanshowcase theireventscitywide. City,HOAs

https://sundaystreetssf.c om/

Developculturalprograms thatengagethedifferentdemographicgroupsinFrisco,ensuring offeringsreflectthecity’sstrongsenseofdiversityandalignwith nationalbestpracticesonpromotingartsaccessibilityand communityengagement.

Huntington,WV:TheHuntingtonOpentoAll initiativefostersdiversityandinclusionthrough community-drivenprogramsthatcelebrate culturaldifferences.Itencourageslocal partnershipstopromoteequitableopportunities, includingpathwaysforartseducationand workforcedevelopment.

KansasCity,KS:TheDotteArtsinitiativein KansasCityusessurveysandpublic engagementtoidentifyopportunitiesforcreative workforcedevelopmentandcommunityarts programming.Theeffortseekstoenhancearts accessibilitywhilefosteringskill-buildingandlocal culturalinvestment.

Huntington,WV-

https://www.facebook.co m/HuntingtonOpentoAll/

https://www.nlc.org/articl e/2018/03/26/how-six-ci ties-promote-diversity-a nd-inclusion-for-resident s/

Partnerwithlocalleadersfromdiversecultural backgrounds,suchastheMulticultural Committee,toensureprogrammingreflectsthe city'sdemographicsandmeetstheneedsof differentcommunities.

KansasCity,KS-

https://www.wycokck.or g/Engage-With-Us/New s-articles/DotteArts-Sur vey-2024

Conductregularcommunitysurveystoassess culturalinterestsandidentifygapsin representation.

Ensureallartsvenuesandeventsare fullyaccessibletoindividualswithdisabilities,withprogramming designedforinclusivity.Thisapproachreflectsbestpracticesand highlightsthearts’roleinpublicwell-beingandcommunity inclusivity.

AccessibleFestivals:AccessibleFestivals ensurespeoplewithdisabilitieshave opportunitiestoengagewithculturaleventsby providingaccess,training,andvolunteer opportunities.Theorganizationpromotes inclusionthroughworkshops,advocacy,and workforcepreparationinthearts.

RhodeIsland,NY:TheSherlockCenter’sAccess forAllAbilitiesmini-grantssupportorganizations increatinginclusiveartsprograms.Thesegrants fosterapprenticeshipopportunitiesandhands-on trainingforindividualswithdisabilities,promoting equitableengagementinthearts.

Toengage non-English-speakingcommunitiesinFrisco,offermultilingual programmingandresourcesforculturalevents.

ArtistResidencies:Supportartistresidenciesaspartofthe CulturalAffairsDivisionaspartofalong-termpublic engagementstrategythatfosterslocalandregionaltalent.

Baltimore,MD:Baltimore’sISpeakinitiative connectscommunitypartnersandservice providerstocreatemultilingualandinclusive publicprograms.Thesepartnershipsfocuson workforcedevelopmentandtraining,including pathwaysintheculturalsector.

Providence,RI:ProvidencePublicLibrary’s CreativeFellowshipoffersartistsapprenticeships andcollaborativeopportunitiestoexploretheir craftusingthelibrary’sextensiveresources.The programfosterscreativegrowthwhileengaging thecommunitythroughinnovativeprojects.

Continueto ensurethattheArtsandCultureAdvisoryBoardreflectsthe diversityofFrisco’spopulation.

Evaluatestaffpositiontitlesandjob descriptionstoalignwithindustrystandardsinordertosupport departmentalpartnershipsfromabaselineofbestpractices.

ASeatatthePolicyTable:

Exploreopportunitiestohave membersoftheArtsandCultureAdvisoryBoardliasonwithother cityboardsandcommissions(orserveasexofficio)toensurethe continuedintegrationofartsprogrammingintovariousaspectsof citylife.

Dallas,TX:Dallas’ArtsandCultureAdvisory Commissionsupportsworkforcedevelopmentin thecreativesectorthroughgrantsandadvocacy. TheirRulesofProcedureemphasizeequitable representationandopportunitiesfor apprenticeshipsandprofessionalgrowth.

Killeen,TX:Killeen’sArtsCommissionengages residentsinculturalprogramsandpromotes workforcepathways,includingapprenticeships,to buildskillsineventmanagement,curation,and creativepractices.Theinitiativestrengthens communityinvolvementinthearts.

Bellevue,WA:Bellevue’sCross-CulturalCenter WithoutWallsenhancesculturalcompetencyand providestrainingfordiversecommunityleaders. Thisinitiativealsopromotesapprenticeshipsand workforcedevelopmentincreativefieldsto supportculturalinclusion.

AccesibleFestivalsEstablishafundformakingartsandcultural venuesandeventsaccessibletoindividualswith disabilities(e.g.,signlanguageinterpreters, captioning,wheelchairaccess).

https://accessiblefestival s.org/

RhodeIsland,NYDevelopanonlineaccessibilityguideforallarts andculturaleventsinFrisco,detailingavailable accommodations.

https://sherlockcenter.ric .edu/resources/accessall-abilities-mini-grants

Baltimore,MDPartnerwithlocallanguageserviceprovidersor communityvolunteerstoensureinterpretation andtranslationservicesforcommonlyspoken languagesinFrisco.

https://ispeak.baltimorec ity.gov/working-commun ity-partners-and-service -providers-area

Providence,RI-

https://www.provlib.org/r esearch-collections/artis ts-at-ppl/creative-fellows hip/

LaunchapilotArtist-in-Residenceprogram invitingbothlocalandregionalartiststowork withinFrisco'sschools,hospitals,andcommunity centers.

Integrateanartistresidencycomponentinto plannedfestivalsorpublicartprojects,allowing artiststoengagewiththecommunity.

Dallas,TX-

https://oca-media.s3.useast-2.amazonaws.com /wp-content/uploads/20 19/08/ACAC-Rules-of-P rocedure-Adopted-2019 -04-19.pdf

ContinuetoensuretheArtsandCultureAdvisory Boardincludesmembersfromvariouscultural, socioeconomic,andprofessionalbackgrounds.City

Killeen,TX-

https://killeen.granicus.c om/boards/w/64dca800 e28a0e2f/boards/47761

Bellevue,WA-

https://bellevuewa.gov/c ity-government/departm ents/city-managers-offic e/diversity-advantage-in itiative/cross-cultural-ce nter-without-walls

Developaquarterlymeetingserieswhere representativesfromarts,parks,andmulticultural departmentscollaborateonjointinitiatives.City

HealthandArtsInitiatives:Collaboratewiththehealthcare industrytodevelopartsprogramsfocusedonpublichealth, suchasarttherapyworkshops,wellnessprograms,and mentalhealthinitiatives.

OneNationProject:TheOneNationProject integratesartsandcultureintocommunity-driven initiatives,providingapprenticeshipsand professionaldevelopmentopportunities.The programfostersunityandculturalunderstanding throughcollaborative,place-basedprojects.

Farmington,CT:TheArtofWellbeingprogramin Farmingtonpromotesmentalhealthandcreativity throughartsworkshopsandtraining opportunities.Itincludesapprenticeshipsin creativefieldstoenhancepersonaldevelopment andcommunityconnection.

OneNationProject-

https://www.onenationo neproject.com/

Partnerwiththehealthcareindustrytopilotan arts-basedwellnessprogram,providingcreative activitieslikedance,painting,andmusictherapy inhealthcaresettings.ThisinitiativealignsFrisco withthenationaltrendofusingartsformental healthandwellness.

:Explorewaystobringtogether partnershipsthatcansupportasetofArtsandHealth programmingforveteransandmilitary-relatedpopulations

RegionalOpportunities:

Connectwithregionalpartnerstogrow bothnetworksandofferingsforresidentsandvisitors.

Mid-AmericaArtsAlliance:TheMid-AmericaArts Alliancesupportscreativeworkforcedevelopment throughapprenticeships,grants,andartist residencies.Theirprogramsstrengthenthearts sectorbyfosteringskill-buildingandinnovationin theregion.

https://www.mhconn.org /our-services/the-art-ofwellbeing/

Farmington,CTHostcommunitywellnessdaysfeaturingarts therapy,mentalhealthsupport,andwellness workshops.

Introducea"MilitaryArtsShowcase"asa componentofexistinglocalfestivals,celebrating storiesandcontributionsofmilitaryfamilies throughvisualandperformingarts.

City,HealthOrganizations,ArtsandCultural Organizations,VeteransGroups

Developpermanentprogramsorresidenciesfor veteranartistsatlocalrecreationcenters. City,VeteransGroups,ArtsandCultural Organizations

CollaboratewithhealthcareproviderslikeVA hospitalstopilotcreativeartstherapyinitiatives addressingPTSDorotherchallengesfacedby veterans.

City,VeteransGroups,ArtsandCultural Organizations,VAHospital

Mid-AmericaArts AllianceCreateregionalalliancesforeventstodraw largeraudiences,promoteculturalexchange,and supportlocaltourism.

https://www.maaa.org/

OtherMunicipalities

VeteransandMilitaryFamilies