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Maines Creative Economy Council Established by
Executive Order May 31, 2005 Purpose to
advise, support and assist in creation and
implementation of public and private creative
economy initiatives After one year of meetings
with creative leaders in private, public and
nonprofit sectors, and working groups focused on
targeted areas (i.e., education), the Council
will be issuing its first report within a month
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Maines Creative Economy Steering
Committee Established concurrent with the
Council, but comprised of state agencies and
quasi-state entities (i.e., Maine Arts
Commission, Maine State Housing
Authority) Purpose to conduct an audit of state
government resources to support the creative
economy to coordinate creative economy
initiatives within state government and, to
assist and support the Council in its work
After one year of assessment, focused on three
areas entrepreneurship, downtown revitalization
and affordable housing Steering Committee will
be disseminating a Community Toolkit to aid in
local/regional creative economy planning
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What is the Creative Economy? Refers to two
economic factors 1. Rising importance of
creative workers in creating new jobs and
companies, and in helping mature industries
retool for the future 2. Recognition of arts
and cultural assets as more than contributors to
quality of place, but as important economic
drivers in their own right
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Maines Creative Economy Council Emphasized each
of these elements in its work over the past
year In its first report, lays out a strategy
for strengthening the role and impact
of Maines Creative Workforce Maines Arts
and Cultural Sector
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Maines Creative Economy Council envisions a
Maine where There are thriving, sustainable
creative industries in all regions Maines
identity and brand are tied closely to the
creative abilities of its workforce and the
states arts and cultural assets Maines
cultural sector is recognized as a strong and
vibrant source of new jobs and companies for
Maine people Young people and transitioning
workers can find meaningful employment
opportunities that enable them to stay (or
return) All can pursue their creative dreams and
pursuits
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Part 1 Rising Importance of Creative Workers
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Maines Creative Workforce Includes all
occupations (with measurable employment in Maine)
that specialize to a greater degree than other
occupations in creating or designing new ideas,
products, services, artistic works, applications,
relationships or systems
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Creative Workers Comprise 8.3 of Maines total
workforce (including self employed), or 67,466
workers, who are employed across all industries
in Maine Earn, on average, an annual wage of
48,557, which is 33 higher than Maines overall
average annual wage of 32,661 Tend to have
college degrees (with 75 of them having obtained
at least a bachelors degree) Report that
thinking creatively and contact with others
are vital dimensions to their work As a segment
of Maines overall workforce are growing at a
faster rate (9 as compared to 7)
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High-Value Traditional Industries (i.e.,
value-added agriculture and fisheries, arts and
culture, boatbuilding and design, specialty foods)
Natural Resource Based Industries
Creative Economy
Commodity Economy
Degree to which Maine has preexisting advantages
Low-Price/ High-Volume Manufacturing And Services
New Economy Industries (i.e., graphic
design, computer software)
Degree to which the industrys principal
competitive advantage derives from embedding into
product or services new designs, artistic
contributions, uniqueness or authenticity
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• Increasing the Size and Impact
• of Maines Creative Workforce
• Overarching goal increase growth rate of
• Maines Creative Workforce from 9 to 15
• Five Core Strategies
• Cultivate a creative mindset
• Move from left to right. Support all
  industries efforts to develop and exploit higher
  value strategies
• Invest in research and the development of new
  technologies
• Attracting and retaining creative workers
• Strengthening the creative abilities of all Maine
  workerspresent and future

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Creative Worker Strategy 1 Cultivate a Creative
Mindset
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Creative Worker Strategy 2 Move from the left
to the right. Support all industries
efforts to develop and exploit higher value
strategies
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Creative Worker Strategy 3 Invest in research
and the development of new technologies
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Creative Worker Strategy 4 Attract and
retain creative workers
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Creative Worker Strategy 5 Strengthen the
creative abilities of all Maine workers - present
and future
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Part 2 Maines Arts Cultural Sector
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Over the last two decades there has been a
growing movement nationwide linking arts and
cultural assets with the economic development
goals of creating jobs and wealth. Within New
England, this view was sharpened by the New
England Councils groundbreaking series of
reports in the mid-1990s, which found that from
1997-2001 -arts-related businesses grew almost
twice as fast as the overall economy of the
region -cultural tourism dollars amounted to
over 6.6 billion
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Numerous states have spotlighted their arts and
cultural assets as economic drivers. - North
Carolinas HandMade unifies 23 counties and 4,000
artisans under one brand and economic development
effort - Impact 122 million annually to
states economy and as much as 15 increase for
individual artisans - in 2000, Kentuckys 3,200
craftspeople generated over 252.4 million,
almost 2/3 of which were out-of-state sales - in
Montana, over the last three decades, the number
of full-time artists has grown three times faster
than overall state economy - today, one in every
78 Montanans is a professional artist
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Maines Arts and Cultural Sector is on the
move. From 2001-2003 Employment in Maines
Arts and Cultural Sector grew twice as fast as
the states overall economy. - 4.44 compared
to 2.6 overall - fastest growing segment -
Individual Artists, Writers, and Musicians - who
grew by 10 From 2001-2005 Average wages in
Maines arts and cultural industries grew by 11,
versus a 6 increase in wages for Maines overall
economy - by 2010, the wage differential is
projected to be 18 In 2003 alone Total direct
output 1.5 billion Including multiplier
effects, Maines Arts and Cultural Sector
generated over 2.5 billion in revenues Total
wages 575 million. Including multiplier
effects, Maines Arts and Cultural Sector
supported 1 billion in total wagescontributing
more than 108 million to state tax coffers
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Spotlight on employment in Maines Arts and
Cultural Sector - 2.3 of Maines overall
economy - directly and indirectly supporting
30,680 jobs
2003 Employment in Maines Arts and Cultural
Sector
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Maines Arts and Cultural Sector lies at the
heart of our identity as a small business state.
Artistic and Cultural Establishments in Maine
(2003)
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Maines Arts and Cultural Sector - is place
based - contains a strong nonprofit
segment
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• Increasing the Size and Impact
• of Maines Arts and Cultural Sector
• Overarching Goal Double the size of Maines
  Arts and Cultural Sector in 10 years from 2.3 of
  Maines economy to 5.
• Four Core Strategies
• Assist artists and cultural entrepreneurs in
  expanding sales, revenues and markets
• Develop and strengthen higher value arts and
  cultural tourism destinations
• Preserve and promote our downtowns
• Increase the visibility of the Arts and Cultural
  Sector in economic development planning and
  implementation

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Arts and Cultural Strategy 1 Assist artists and
cultural entrepreneurs in expanding sales,
revenues and markets - accomplished through our
entire array of small business and
entrepreneurship services
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• and particularly through intermediaries, which
  specialize in four brokerage functions
• enabling two-way communications between artists
  and business
• assuring quality of artistic and economic
  development agency tasks
• helping artists gain access to markets
• establishing visibility and a political presence
  for arts and cultural economic development

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Arts and Cultural Strategy 2 Develop and
strengthen higher value arts and cultural tourism
destinations
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Arts and Cultural Strategy 3 Preserve and
promote our downtowns
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Arts and Cultural Strategy 4 Increase the
visibility of the Arts and Cultural Sector in
economic development planning and implementation
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