Strategic Plan — Creative Washington: Growing and Strengthening the Creative Economy (December 2023)
Summary
Creative Washington: Growing and Strengthening the Creative Economy, a strategic plan for Washington dated December 2023. The introduction states that in 2022 the Washington State Department of Commerce, inspired by legislative leadership in SB 5238, initiated a sector focus on the creative economy and launched a planning process. It states that a collaborative team from the Western States Arts Federation, Cultural Planning Group and Third Way Creative was selected to produce the plan. It states that the plan includes four priorities, ten strategies and nine state investment recommendations for the next biennium. The table of contents lists vision, values, conditions, strategic framework, implementation and methodology.
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Cite this document
“Strategic Plan — Creative Washington: Growing and Strengthening the Creative Economy (December 2023).”
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Creative
Washington
Growing and Strengthening the Creative Economy
A Strategic Plan for Washington, December 2023
Table of
Contents
Introduction. ........................................................................ 3
What is the creative economy and why does it matter?
Vision.................................................................................... 9
Our hopes and aspirations for the future of the creative economy.
Values. .................................................................................12
The key values we have identified to help inform the Creative
Economy Strategic Plan.
Conditions...........................................................................14
The factors we need to consider in context of Washington as a whole.
Strategic Framework. ........................................................16
Understanding the key priorities that make up the Creative Economy
Strategic Plan.
Implementation. .................................................................19
Understanding how to put the Strategic Framework into action
and make our future vision of the creative economy a reality.
Methodology.......................................................................31
The resources and data that helped craft and inform the Creative
Economy Strategic Plan.
Cover Photo Credits
Top Left: Photo provided courtesy of Northwest Native Development Fund, Supporting Native Artist Professional Development, 2023–Coulee Dam, WA
Top Right: Photo provided courtesy of ArtsWA, Emerald City Ballet, 2023–Bellevue, WA
Bottom Left: Photo by Nallayer Studios (Thompson, Reyallan) provided courtesy of Tacoma Arts Live, Accelerating Creative Enterprise, 2023–Tacoma, WA
Bottom Right: Photo provided courtesy of ArtsWA, Burien Creative District, 2023–Burien, WA
Introduction
What is the creative economy
and why does it matter?
Introduction
In 2022, the Washington State Department of Commerce leaders—from every corner of the state were engaged to
(Commerce), inspired by legislative leadership in SB 5238 inform and shape strategies for growing and strengthening
(2021–2022), initiated a sector focus on the creative Washington’s creative economy. More than 400 people
economy and launched a planning process to guide reflecting a wide range of communities, identities, and
the newly established key sector office at Commerce. affinities shared their knowledge, lived experience, and
The creative economy in Washington is a dynamic and aspirations for the creative economy, and their perspectives
multifaceted sector encompassing industries such as have shaped the themes, findings, and strategies presented
arts, culture, design, media, fashion, and a range of in this plan. With their input, the plan has been designed
creative products and services fueled by technology. to make a material difference for Washington’s creative
It has emerged as a significant element in economic economy, supporting new jobs and increased economic
growth in the state and is poised for continued growth contribution to the state.
and expansion. Washington’s creative economy leads the
The plan includes four priorities, ten strategies, and nine
nation in terms of its size and scope.
state investment recommendations for the next biennium
A collaborative team from the Western States Arts that will expand statewide support of the creative economy
Federation, Cultural Planning Group, and Third Way Creative ecosystem.
was selected to produce a strategic plan for Washington’s
The plan aims to contribute to job creation and small
creative industries, guided by a statewide working group of
business success reflecting the importance of the creative
creative economy practitioners. Over an 18-month process, a
workforce and creative entrepreneurship to the growth and
wide range of stakeholders—artists, creative entrepreneurs,
sustainability of the creative economy.
technology leaders, investors, educators, and other civic
Process at a Glance
• Contractor Selected, March 2022 • Sector Lead Appointed, June 2022
Section 129 107(e) of Chapter 297, Laws of 2022 Commerce appointed a Creative Economy Sector
(Supplemental Operating Budget) instructed Commerce Lead in June 2022.
to contract with a nonprofit organization with demonstrated
expertise in the creative arts to establish a Washington • Economic Data Analysis and Policy Research
creative economy work group, and to develop a strategic Completed, July–December 2022
plan to improve the creative economy.
• Virtual and In-Person Consultation Meetings
• Creative Economy Work Group Established, Conducted, Summer 2022–Spring 2023
March–April 2022
440+ people were engaged in crafting the plan through
SB 5238 (2021-22) co-sponsored by Senators Robert interviews, focus groups, and a statewide survey.
Hasegawa (District 11), Joe Nguyen (District 34), Rebecca
Saldaña (District 37), Lisa Wellman (District 41), and Claire • Strategic Plan Development and Comment Period,
Wilson (District 30), calls for a Creative Economy Strategic January–October 2023
Work Group to be established. Though SB 5238 did not
pass, the bill informed a nomination process for work group • Strategic Plan Launch, December 2023
composition. A 35-person work group representing all
regions of the state was established in 2022 and oversaw For more information about the process, visit the
the development of the strategic plan. Creative Economy Strategic Plan landing page on the
Washington State Department of Commerce website.
4
Guiding Questions
The strategic planning process was designed to address the following questions:
• What constitutes the framework of the state’s creative • What opportunities exist to grow the creative economy,
economy? particularly in rural and underserved communities?
• What is the current employment and demographic profile • What economic conditions foster or hinder growth of the
of the creative economy? creative sector and the creative economy at large?
• What specific occupations or industries are the most • What roadblocks exist that hinder the creative economy
growth-oriented? and what steps can be taken to support its growth in
terms of jobs creation and growth?
Left: Photo provided courtesy of Northwest Native Development Fund, Supporting Native Artist Professional Development, 2023–Coulee Dam, WA
Top Right: Photo provided courtesy of Commerce, Creative Economy Strategic Plan Focus Group at Olympia Armory, 2023–Olympia, WA
Bottom Left: Photo provided courtesy of Commerce, Creative Economy Strategic Plan Work Group, s'gWi gWi ʔ altxW: House of Welcome at
The Evergreen State College, 2023–Olympia, WA
5
Defining Washington’s Creative Economy
Based on an extensive review of national and international allows the unique assets of each of Washington’s regions
best practices, and the perspectives of Washington and to shine through.
tribal citizens, the state’s creative economy has been
Creative technology, though the subject of much discussion,
defined to encompass the following economic sectors:
is a distinctive feature of Washington’s creative economy
• Architecture and Living that significantly contributes to the growth and strength
• Creative Technology of the creative economy as a key industry sector. The
( For example: Video games, Web design, Podcasts) proliferation of online content in the creative economy as
well as the continued growth of subsectors, like the video
• Culinary Arts and Beverage
game industry, also make this a vital part of the creative
• Cultural Institutions economy to support and to further define through research
• Design and Advertising and industry engagement.
• Fashion
The creative economy is characterized by a significant
• Film, Television, and Radio number of non-traditional workers who operate sole-
• Music, Performing Arts, and Visual Arts proprietorships and sole-owner LLCs and who are small
business owners, independent contractors, and freelancers.
• Publishing
This makes small business and workforce development
93 North American Industry Classification System (NAICS) strategies essential to the development of the state’s
Codes and 73 Standard Occupational Classification (SOC) creative economy.
Codes make up this definition and were used in research.
There is healthy debate about which industries should Additional information and research on developing a
and should not be part of a creative economy definition, definition of the creative economy is available in the
but this range of sectors is consistent with practice and full definition report.
Architecture Creative
& Living Technology
Publishing Culinary Arts
& Beverage
CREATIVE
Music, ECONOMY Cultural
Performing &
Visual Arts Institutions
Film,
Television, Design &
& Radio Advertising
Fashion
6
Washington’s Creative Economy Profile
Share of GRP 2022 Share of State Jobs 2022
% of Total Gross Regional Product (GRP) % of Total State Jobs
21.2% 8.03%
2.35% 3.38%
Including Not Including Including Not Including
Creative Technology Creative Technology Creative Technology Creative Technology
Creative Economy All Other Sectors Creative Economy All Other Sectors
Share of Total Exports 2022 Creative Economy Jobs by Region 2022
% of Total State Exports Map subdivided into economic development regions
18.97%
Northwest
30,831
North Central Northeast
Cascades to Coast 4,844 15,854
24,033
0.60% Mid Sound
272,218
South Sound
9,980 Southeast
South Central 8,076
4,401
Including Not Including Southwest
Creative Technology Creative Technology 14,443
Creative Economy All Other Sectors
7
Creative Economy Employment by Sector 2022
Including Creative Technology
Architecture
Publishing, 3.2% & Living, 7.8%
Music, Performing
& Visual Arts, 15.4%
Film, Television,
& Radio, 3.0%
Fashion, 3.2%
Design &
Advertising, 2.4%
Cultural
Institutions, 2.4%
Culinary Arts &
Beverage, 4.5%
Creative
Technology, 57.9%
Creative Economy Employment by Sector 2022
Not including Creative Technology
Publishing, 7.7%
Architecture
Music, Performing & Living, 18.5%
& Visual Arts, 36.7%
Culinary Arts &
Beverage, 10.7%
Cultural
Institutions, 5.8%
Design &
Advertising, 5.8%
Fashion, 7.7%
Film, Television,
& Radio, 7.2%
Extensive economic research was conducted as part of the process and can be found in the linked appendices to this plan.
The full economic model and ecosystem analysis is available here.
8
Vision
Our hopes and aspirations for the future
of the creative economy.
A Vision for Washington’s Creative Economy
We envision a vibrant state, where creativity thrives in every corner, where artists, innovators, and dreamers are
empowered to bring their visions to life. This is not just a dream; it is a vision rooted in strategic actions that build, grow
and enhance the success of the creative economy.
We envision the creative economy flourishing across all elements of the sector, and where entrepreneurs, innovators,
and visionaries are empowered to transform their ideas into thriving businesses. It is a vision grounded in strategic
initiatives that foster, expand, and elevate prosperity, the work and success of artists and creative entrepreneurs, and
provides open access to education, tools, and resources.
Plan Priorities
These are touchstones of an ambitious plan to propel Washington’s creative economy; retain our talent;
and develop goods and services that can be exported nationally and internationally:
Equitable access to resources Investments in a creative economy
within the creative economy that contributes to livability
(Equity and Access) (Infrastructure and Investment)
Creative entrepreneurship and
A robust creative talent pipeline
the creative workforce
(Learning and Skills)
(Sector and Workforce Development)
We envision a more inclusive, just, and equitable support becomes the bedrock upon which creativity
creative economy in Washington. Inclusivity becomes flourishes in every community in Washington. The
the heartbeat of a robust, thriving creative sector, nature of those investments range from direct grants,
contributing to the strength of the Washington support for intermediaries, expanded access to small
economy. Small business assistance becomes a lifeline business loans and venture funding, to investments in
for Black, Indigenous, and People of Color (BIPOC)-led infrastructure that support creative entrepreneurship
and women-led creative enterprises, ensuring that the and community development. Local communities fully
creative economy is a beacon of diversity and equality. participate in the Washington State Cultural Access
program to support and enhance their local creative
We envision increased state and local investment economy.
in the creative economy, providing resources to
artists, cultural nonprofits, and creative businesses, We envision young people having pathways to
creating a flourishing ecosystem. Through investments explore creative skills and career paths through
facilitated by Commerce and the Washington creative economy-focused skills centers fostering the
State Arts Commission (ArtsWA) with connnection imagination of young artists, designers, and creators.
to local and regional partners statewide, financial The transformative journey continues through K-12
10
Career and Technical Education (CTE) programs competitiveness program. These incentives are
tailored for the creative economy. Students are not just financial; they are a testament to the state’s
not merely prepared for careers; they are ignited commitment to fostering an environment where
with passion, equipped with skills that transcend creative endeavors thrive.
generations, and entrusted with the legacy of creativity.
The state pioneers creative apprenticeship programs,
We envision more communities across the state where aspiring creative workers can learn while
leveraging Public Development Authorities (PDAs) they earn. These programs, funded both federally and
and Associate Development Organizations (ADOs) at the state level, are a testament to the belief that
to spur local creative economies. PDAs can become creativity is not a solitary endeavor; it is a collective
beacons of opportunity and champion the cause of the journey.
creative economy, nurturing it into a formidable force
In this narrative of a state transformed, creativity is
that transcends borders, while ADOs understand that
not just a spark; it is a path to a brighter future. These
creativity knows no boundaries, and their investments
strategies, investments, and programs are not just
ensure that no corner of the state is left untouched by
policy decisions; they are the aspirations and needs
its transformative power.
of a state united by creativity and driven by boundless
The state goes a step further, expanding and retooling imagination.
incentives that expand opportunity and spur growth
into the creative economy, such as the motion picture
Photo by Nallayer Studios (Thompson, Reyallan) provided courtesy of Tacoma Arts Live, Accelerating Creative Enterprise, 2023–Tacoma, WA
11
Values
The key values we have identified
to help inform the Creative
Economy Strategic Plan.
12
Values
The values we seek to advance through the plan and that have defined its priorities, goals, and
recommended strategies are:
Prioritize Accessibility:
Ensure that state programs, services, and resources are accessible to individuals,
organizations, and communities throughout the state irrespective of identity or affinity.
Strengthen Vitality:
Support the creative economy as a key economic sector statewide and value its
contributions to community vitality in every region of the state.
Center Collaboration and Coordination:
Advance solutions that can only be achieved through collaboration across the
private and nonprofit sectors and coordination between state agencies.
Encourage Local Responsiveness:
Enable local communities to leverage and adapt a statewide plan to local needs.
From Top to Bottom:
- Photo by Nallayer Studios (Thompson, Reyallan) provided courtesy of Tacoma Arts Live, Accelerating Creative Enterprise, 2023–Tacoma, WA
- Photo provided courtesy of ArtsWA, Village Theatre, 2023–Issaquah, WA
- Photo by Nallayer Studios (Thompson, Reyallan) provided courtesy of Tacoma Arts Live, Accelerating Creative Enterprise, 2023–Tacoma, WA
- Photo by provided courtesy of Terrain Spokane, Creative Enterprise, 2023–Spokane, WA
13
Conditions
The factors we need to consider in
context of Washington as a whole.
14
Conditions
This plan cannot be viewed in isolation from the broader real income, employment in various sectors, and decreased
statewide context. A number of factors will present unemployment. However, recent tech industry layoffs raise
opportunities and challenges to the vision for the creative recessionary concerns. These economic conditions affect
economy that we seek: the creative economy differently, with various sectors
experiencing distinct growth trajectories. Low wages and
Political Factors: income variability exacerbate the cost-of-living challenges
As of 2023, the political environment in Washington State faced by individuals and families within the creative
appears conducive to the plan’s proposals. The state’s economy.
Economic and Revenue Forecast Council has projected
increased revenue for multiple bienniums. Recent legislative Social Factors:
and executive actions indicate a commitment to addressing National and statewide affordability trends, including
housing costs, population growth, and demographic concerns about housing, workspace, childcare, public
changes. This is relevant to the plan as it aligns with school enrollment, and educational/workforce changes
priorities and presents opportunities for policy solutions in due to the COVID-19 pandemic, impact all communities,
areas such as affordable housing, infrastructure investment, including creative workers and industries. Integrating
and workforce development for the creative economy. creative economy development with ongoing efforts in
Potential challenges lie in the cost of implementing these areas presents an opportunity for synergy and
proposed policy interventions. However, with the projected addressing these issues collectively.
state revenue and potential for public-private partnerships,
there are opportunities to secure funding. Successful Technological Factors:
implementation will require support from elected officials, Technological advancements and digital transformation
public agencies, the private sector, and diverse community will play a crucial role in the creative economy’s evolution,
stakeholders. influencing how creative work is produced, distributed, and
consumed. Adapting to and leveraging these technological
Economic Factors: changes will be essential for the creative economy’s
General economic conditions in the state seem favorable success.
for the next five years, with forecasts predicting increased
Roadblocks
The individuals that participated in the consultation • Lack of access to education and training. Many people
process identified the following as major roadblocks do not have access to the education and training they
for the growth of the state’s creative economy: need to participate in the creative economy.
• Competition. Creative businesses face competition
• Inequity. People from underrepresented groups often
from both domestic and international competitors. This
face discrimination in the creative economy. This can
competition can be intense, and it can be difficult for small
make it difficult for them to find jobs and opportunities.
businesses to compete.
• Lack of access to finance. Creative businesses often have
• In addition to these barriers, the COVID-19 pandemic
difficulty accessing finance, which can hinder their growth
has also had a significant impact on the creative
and development.
economy. Many creative businesses have been forced
• Lack of affordable housing and workspaces. The cost to close or reduce operations, and many creative workers
of housing and workspaces is often high in cities and have lost their jobs.
towns where creative workers live and work. This can
make it difficult for them to afford to live and work in
the same place.
15
Strategic
Framework
Understanding the key priorities
that make up the Creative
Economy Strategic Plan.
16
Strategic Framework
Four priorities and ten associated strategies define this Creative Economy Strategic Plan. These priorities and strategies
were created in consultation with over 400 individuals. Full consultation results can be found here, which informed the
following four priorities:
Priority 1: Equitable Access to Resources
Strategy 1.1 Accessible Business Services:
Expand small business services for creative economy businesses with a focus on BIPOC-led and
women-led enterprises.
Strategy 1.2 Digital Equity and Access:
Partner with arts and cultural organizations to increase broadband access focused on BIPOC/
ALAANA (African, Latinx, Asian, Arab, and Native American), rural, low income, and other populations.
Priority 2: Investments in Livability
Strategy 2.1 Strategic State Investment in the Creative Economy:
Increase state grant funding of artists, arts and cultural nonprofits, and creative businesses through state
grants programs (Commerce, ArtsWA, and other state departments), loan products, and venture funding.
Strategy 2.2 Creative Districts:
Increase support of statewide creative districts programs and enhance through use of incentives and
other economic development strategies.
Priority 3: Creative Talent Pipeline
Strategy 3.1 CTE and Career Connected Learning for the Creative Economy:
Enhance career and technical education (CTE) and career connected learning for the creative economy.
Strategy 3.2 High School Skills Centers for the Creative Economy:
Expand creative economy-focused course offerings in skills centers for high school juniors and
seniors throughout the state.
Priority 4: Creative Entrepreneurship and the Creative Workforce
Strategy 4.1 Creative Apprenticeships:
Establish state and federally funded creative apprenticeship programs and other “learn and earn”
opportunities to open up entry and progression routes in creative fields.
Strategy 4.2 Incentives for the Creative Economy:
Increase funding of and refocus current incentives to advance equity.
17
Methods
These strategies emerged from the consultation process with more than 250 participants and were validated by a
statewide survey of more than 200 respondents. These priorities and strategies also address the economic development
priorities established in the ecosystem analysis:
• Labor force • Education/workforce development • Governance (e.g., economic
development incentives and
• Housing • Finance (small business and
other development policies)
entrepreneurial funding)
• Infrastructure
• Quality of life
• Entrepreneurship
• Social capital
Photo provided courtesy of ArtsWA, Village Theatre, 2023–Issaquah, WA
18
Implementation
Understanding how to put the Strategic Framework
into action and make our future vision of the
creative economy a reality.
19
Implementation
The priorities and strategies presented in the Strategic Framework define a five-year work plan articulated in this strategic plan.
5-Year Implementation Pathway
This plan is phased over five years, and key stakeholders helped to set the sequence of activities.
Phase 1 Phase 2 Phase 3
Time Frame: 1 – 2 years Time Frame: 3 – 4 years Time Frame: 4 – 5 years
• Digital Equity and Access • Creative Apprenticeships • Artist Housing and Creative Space
Affordability
• Accessible Business Support • Incentives for the Creative
Economy • Focus on Local and Regional Assets:
• Strategic State Investment in
PDAs and ADOs
the Creative Economy • CTE and Career Connected
Learning for the Creative Economy • High School Skills Centers for the
• Creative Districts
Creative Economy
Tactics
The plan presents 30 potential tactics for implementing the plan, which act as a guide for the types of activities that
can ensure connection with businesses, communities, and individuals across the state. These tactics create or expand
existing programs; reform incentives; establish new partnerships; and more.
Prospective Partners
During the planning process, a number of prospective partners were engaged on the ways in which these strategies
support their objectives across state government and beyond:
• Department of Commerce: Workforce Development, Housing, Growth Management, Small Business Resources
• Department of Revenue
• Office of the Superintendent of Public Instruction (OSPI): Arts, Career and Technical Education, Educational
Technology
• Washington State Skill Center Association
• Washington State Microenterprise Association
• Washington State Arts Commission (ArtsWA)
• Washington Film Works
• Association of Washington Cities
These prospective partners and others are listed in the work plan presented below.
20
Investment Requests
Provisional investment requests that could inform future policy options and proposals are also outlined in the work
plan. Over $20 million in new investments, supporting a number of new programs and initiatives, are outlined in this
plan. Investment amounts are based on a review of similar programs in Washington and nationwide and informed
by stakeholder and prospective partner consultations. Over the first year of the plan’s implementation, stakeholders,
including elected officials, will determine the viability of these recommendations and consider them in the context of
budget decisions. Additional decisions to be made include whether to structure specific investments as pilot initiatives
or requests for ongoing funding in key areas.
Photo by provided courtesy of Terrain Spokane, Creative Enterprise, 2023–Spokane, WA
21
Creative Economy Strategic Plan
Priority 1: Equitable Access to Resources
Goal: Build a more inclusive, just, and equitable creative economy in Washington.
Strategy 1.1: Accessible Business Services
Expand small business services for creative economy businesses with a focus on Socially and Economically
Disadvantaged Individuals (SEDI).
Tactics Partners Biennium Investment
Recommendations
• Identify local and regional small business • Commerce • IR1: $5,000,000 to support
services programs for partnerships on statewide Inclusive Creative
• Office of Women and Minority
targeted business services for SEDI artists Business Network of small
Owned Enterprises
and creative businesses business services and technical
• WA State Micro-enterprise assistance providers focused on
• Promote existing small business services Association creative businesses
programs in Commerce, such as the Flex
Fund, to SEDI creative businesses
• Partner with the State Office of Minority
and Women’s Business Enterprises and
other agencies of state government on
providing technical assistance for artists
and creative businesses
• Produce an aggregated website of
resources with focus on promoting as
a resource in the creative economy
community
Strategy 1.2: Digital Equity and Access
Increase broadband access for creative businesses, workers, and entrepreneurs with a focus on BIPOC/ALAANA, rural,
low income, and other populations.
• Partner with Creative Districts and • State Broadband Office • IR2: $1,500,000 for Creative
arts and cultural organizations on the Sparks program to support
• Office of Digital Equity
provision of free broadband statewide digital equity
• ArtsWA engagement with arts and cultural
• Engage with libraries and other arts and
• Library Council of Washington organizations and creative
cultural institutions to expand Drive-In
districts
Wifi Hotspots
• Develop program to pair emerging
creative economy businesses with
normally inaccessible technology
platforms for business development
and management based on a needs
assessment
22
Priority 1: Equitable Access to Resources
Case Studies
In the context of a strategic plan for the creative economy, equity and access are vital components that ensure fairness,
inclusivity, and equal opportunities for all individuals or groups involved. This can be achieved through various strategies,
including inclusive community development, prioritization of traditionally marginalized communities, and providing
funds to communities who have traditionally struggled to access capital. Programs that serve as case studies across
Washington include:
Tacoma Arts Live Accelerating Creative Enterprise
Tacoma, WA
In 2023, Tacoma Arts Live launched its Accelerating Creative Enterprise (ACE) small business incubator program. The
ACE program incubates and supports emerging BIPOC and women entrepreneurs, and is administered in partnership
with the Economic Development Board for Tacoma-Pierce County with funding from the Washington State Department
of Commerce. The ACE program aims to transform the Tacoma Armory into a hub for arts, culture, and community while
elevating community-led micro enterprise by supporting working creative professionals, owners of small businesses,
and nonprofit visionaries. The program does this by offering rent-free office and conference space at the historic
Tacoma Armory, offering professional development workshops for small businesses, emerging nonprofits, and creative
professionals, and providing event sponsorship to help beneficiaries turn their vision into a major event at the Armory or
beyond.
Northwest Native Development Fund Supporting Native Artist Professional Development
Coulee Dam, WA
Based in Coulee Dam, Washington, the Northwest Native Development Fund (NNDF) seeks to foster economic and
financial independence for Native people by assisting in the development of personal assets through financial and
entrepreneurial education as well as providing access to capital through business, personal, employee loans, and
professional development courses.
While primarily focused on small business development, NNDF supports native artists both in educational programming
and exhibition opportunities. NNDF owns and operates an art gallery in Coulee Dam where it can exhibit 10 to 12 artists
at a time. NNDF also operates pop-up art exhibits and a winter art market. In addition to the gallery, NNDF partners with
the First People’s Fund to provide the two-day Native Artist Professional Development (NAPD) program. This program is
offered once or twice a year. Trainers for the NAPD are local, community-based, and certified by First People’s Fund. The
curriculum includes creative entrepreneurship topics such as pricing of goods and services, marketing, taxes, and more.
Artists who have participated in the NAPD often remain connected with NNDF and have the opportunity to have their
work presented at NNDF’s art gallery or arts events.
Terrain Spokane Creative Enterprise
Spokane, WA
Located in Spokane WA, Terrain is a groundbreaking nonprofit building community and economic opportunity for the artists,
makers, and culture creators of the Inland Northwest. In addition to a gallery and retail space, Terrain’s Creative Enterprise
program is an in-depth, cohort-based training program for artists, makers, and creative entrepreneurs living in, and around,
Spokane. This 14-week program includes weekly classes, one-on-one coaching, peer-to-peer learning, and a proven
curriculum that equips participants with the skills to transition their creative endeavors into living-wage small businesses.
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Priority 2: Investments in Livability
Goal: Build the capacity of the creative economy to be sustainable and contribute to livable communities.
Strategy 2.1: Increased Direct State Investment in the Creative Economy
Increase state funding of artists, arts and cultural nonprofits, and creative business through state investments
(Commerce, ArtsWA, and other state departments).
Tactics Partners Biennium Investment
Recommendations
• Support dedicated revenue models for • Commerce • IR3: $5,000,000 to establish
local arts and cultural funding across the Creative Economy Sustainability
• ArtsWA
state that are appropriate for different Fund/ Innovation Fund at
communities by amplifying Cultural • OSPI Commerce and ArtsWA to support
Access, potentially through a Cultural • Chambers of Commerce creative economy businesses and
Access Toolkit arts and cultural nonprofits with a
• Washington Association of
focus on SEDI
• Build out more assertive sector specific Cities
programs utilizing existing small business • IR4: $500,000 to conduct
• Washington Association of
development programs creative housing and space study
Counties
and define potential strategies
• Establish Creative Economy Sustainability
• Tourism Marketing Authority
Fund/Innovation Fund at Commerce and • IR5: $500,000 to build out
ArtsWA staffing of Creative Economy
Key Sector Office in Commerce
• Expand Creative Economy budget
(ongoing)
and team at Commerce with a focus
on strategic plan implementation/ new
initiatives
• Commission research and develop a
strategy for addressing creative housing
and space needs
24
Strategy 2.2: Stronger Creative Districts Program
Increase support of statewide creative districts program and enhance through use of incentives and other economic
development strategies.
Tactics Partners Biennium Investment
Recommendations
• Explore state or local sales tax abatement • ArtsWA • IR6: $5,000,000 to support
for sale of creative goods and services Economic Development Fund for
• WA Main Street Program
within creative districts, an artist housing Creative Districts
incentive, and other incentives • Commerce
• Pilot an innovation fund to support • Washington State Department
partnerships with ADOs statewide on of Revenue
small business development
• Expand capital and administrative funding
for Districts to make the development of
creative use spaces as part of the Districts
program more viable
• Pilot regrant funding program to District
administrative organizations to use
as small business development and
incentive pool to attract/invest in creative
entrepreneurs and to partner with ADOs
on wider economic development efforts
• Engage Chambers of Commerce, local
tourism authorities, Association of
Washington Cities, and Association of
Washington Counties as key partners in
developing local strategies
25
Priority 2: Investments in Livability
Case Studies
Infrastructure and investment provide the necessary foundation and resources to support a strong creative sector.
Without places and spaces to work and live, the creative workers who make up the creative economy will not be able
to contribute to the vitality of their communities. By incorporating infrastructure and investment considerations into a
strategic plan, stakeholders can effectively allocate resources, enhance operational efficiency, and facilitate long-term
growth for the creative economy. Examples of how governments and organizations have come up with ideas on how to
secure affordable spaces for creative workers include:
TwispWorks
Twisp, WA
TwispWorks is a 6.4 acre campus in the Methow Valley that serves as an economic and community hub. In 2009, the
Twisp Public Development Authority (PDA), a branch of municipal government, was chartered by the Town of Twisp to
purchase the TwispWorks site. In 2014, the Twisp PDA transferred most of the site to the TwispWorks Foundation, a 501(c)
(3) nonprofit organization. The Twisp PDA owns two buildings on the TwispWorks campus that are part of the Community
Solar Project. When that program sunsets, these two buildings will also become the property of the TwispWorks
Foundation. Today, TwispWorks welcomes businesses, nonprofit organizations, artists, craftspeople and the community
at-large to its campus to share, collaborate and celebrate the vibrant culture that makes the Methow Valley a special
place to live, work and visit.
Cultural Space Agency
Seattle, WA
The Cultural Space Agency is a mission-driven, values-based cultural real estate development company chartered by
the City of Seattle as a PDA. It is designed to secure long-term affordable commercial cultural space with community
partners; to build community wealth through direct investment in real property; to create opportunities for ownership of
commercial cultural space; and to partner with communities of color, with a particular focus on the needs of Black and
Indigenous communities. Strategies of the Cultural Space Agency include: purchase properties, develop new properties,
master-lease and sublease property, and manage and curate sites for owners who maintain site control themselves.
Watershed Community Development
Seattle, WA
The Georgetown Live/Work District managed by Watershed Community Development is an example of how equity
and access can be prioritized in the development of the creative economy. Living and working in Seattle is increasingly
expensive. The project aims to lock in long-term affordability and preserve the spirit of Georgetown by developing an
arts community centered around workforce housing and community services for neighborhood workers and artists. The
project is a collaboration of community members, affordable housing developers, and artists with support from private
and public funders.
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Priority 3: Creative Talent Pipeline
Goal: Activate long-term growth of Washington’s creative economy by investing in the future workforce.
Strategy 3.1: K-12 Career and Technical Education for the Creative Economy
Enhance career and technical education (CTE) for the creative economy.
Tactics Partners Biennium Investment
Recommendations
• Map statewide creative economy CTE • OSPI • To be determined based on
provision further engagement with OSPI
• Washington State Skills Center
• Partner with Office of Superintendent of Association
Public Instruction (OSPI) to develop a new • Washington State Workforce
CTE curriculum for the creative economy Training and Education
that builds upon Arts, A-V Technology, & Coordinating Board
Communication Career Cluster/Pathways
with potential links to Information
Technology, Hospitality and Tourism, and
Architecture and Construction Career
Clusters/Pathways
• Engage OSPI on establishing a school
districts working group on media arts CTE
implementation including resources, best
practices, etc.
• Partner with OSPI to provide professional
development opportunities for teachers
to expand creative economy CTE
offerings statewide
• Explore connections between creative
economy and computer science course
offerings that can strengthen CTE
programs
Strategy 3.2: High School Skills Centers for the Creative Economy
Expand creative economy-focused skills centers for high school juniors and seniors throughout the state, leveraging
partnerships with the nonprofit and private sector.
• Partner with OSPI on an integrated • OSPI • To be determined based on
Creative Economy CTE curriculum further engagement with OSPI
• Washington State Skills Center
deployed through Skills Centers Association
statewide
• Washington State Workforce
• Explore connections between Skills Training and Education
Centers and community colleges for Coordinating Board
further specialization/ credentialing and
dual enrollment graduation pathways tied
to careers in the creative economy
27
Priority 3: Creative Talent Pipeline
Case Studies
Career and technical education (CTE) for K-12 exists in the state of Washington. Currently there are 16 skills centers across
the state of Washington that teach young people practical skills to prepare them for jobs. Of the 16 skills centers in the state
of Washington, 15 of them have coursework in creative sector industries generally and 7 have coursework in digital creative
industries such as video game design and animation. Of the 16 skills centers, the Washington Network for Innovative Careers
(WANIC) has the most sophisticated and developed course offerings in creative industries. WANIC’s creative industries
curriculum can serve as a case study for strategic development of coursework in other skills centers across the state.
Washington State WA Creative Economy Related Programs
Skill Center Association Location Offered in 2023
Yakima Valley Technical Skills Center, Yakima Cosmetology, Culinary Arts, Entertainment Media Production
West Sound Technical Skills Center, Bremerton 3D Animation & Gaming, Cosmetology, Culinary Arts, Welding
Wenatchee Valley Technical Skills Center, Digital Media Arts, Cosmetology, Culinary Arts, Video Game Design & Programming
Wenatchee
Washington Network for Innovative Careers DigiPen Art & Animation Yr 1, DigiPen Art & Animation Yr 2 (AP), DigiPen Data Analytics
(WANIC), Kirkland & Visualization, DigiPen Game Design Yr 1, DigiPen Music & Sound Design Yr 1,
DigiPen Music & Sound Design Yr 2, DigiPen Video Game Programming Yr 1 (AP),
DigiPen Video Game Programming Yr 2, Baking & Pastry, Culinary Arts
Twin Harbors Skills Center, Aberdeen Cosmetology
Tri-Tech Skills Center, Kennewick Cosmetology, Culinary Arts, Digital Arts & Filmmaking, Radio Broadcasting & Audio
Engineering, Video Game Design, Welding Technology
Spokane Valley Tech, Spokane Valley
Southeast Area Technical Skills Center, Careers in Media and Entertainment
Walla Walla
Sno-Isle Tech, Everett Cosmetology, Culinary Arts Baking & Pastry, Culinary Arts Service & Production,
Fashion & Merchandising, Animation Program, Video Game Design, Welding & Metal
Fabrication
Seattle Skills Center, Seattle Video Game Animation
Puget Sound Skills Center, Burien Culinary Arts & Sciences, DigiPen Video Game Design (AP), Digital Art and Video,
Digital Sound Recording, Design & Marketing
Pierce County Skills Center, Puyallup Culinary Arts, Video Game Development
Northwest Career & Technical Academy, Animation & Graphic Design, Culinary Arts, Video Game Development, Welding
Mount Vernon
New Market Skills Center, Tumwater Art and Animation, Cosmetology, Culinary Arts, Video Game Programming (AP)
Columbia Basin Technical Skills Center, Welding, Cosmetology, Video Game Programming
Moses Lake
Cascadia Tech Academy, Vancouver Cosmetology, Culinary Baking & Pastry Arts, Fashion Design
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Priority 4: Creative Entrepreneurship and the Creative Workforce
Goal: Strengthen Washington’s creative economy by investing in its most critical resource - the creativity and talent of its people.
Strategy 4.1: Creative Apprenticeships
Establish state and federally funded creative apprenticeship programs and other “learn and earn” opportunities.
Tactics Partners Biennium Investment
Recommendations
• Promote existing state apprenticeship • Washington State Department • IR9: $2,000,000 to establish
programs to artists and creative workers of Labor and Industries Creative Apprenticeships program
in collaboration with Washington
• Partner with community colleges to • Commerce
State Labor and Industries
establish credentialing in creative/media • ArtsWA
trades tied to apprenticeships with
creative firms
• Seek opportunities for placement through
partnerships with business networks and
individual creative businesses
• Establish Statewide mentorship
program to pair creative business
leaders with aspiring/emerging creative
entrepreneurs
Strategy 4.2: Incentives for the Creative Economy
Increase funding and focus of incentives (such as the motion picture incentive).
• Explore sales tax abatement for sale • Washington State Department • IR7: $1,000,000 to support Video
of creative goods and services within of Revenue Game Development Program at
creative districts, an artist housing the Department of Commerce
• Commerce
incentive, and other incentives • IR8: Biannual adjustment to the
• ArtsWA
• Continue to fund the Motion Picture Motion Picture Competitiveness
Competitiveness Program at the current • Washington Filmworks Program to equal to inflation and /
level and ensure that the program or cost of living
remains competitive and supports
increased wages for local cast and crew
and stimulates economic growth. To
achieve this goal, a biannual adjustment
equal to inflation and / or cost of living is
recommended.
29
Priority 4: Creative Entrepreneurship and the Creative Workforce
Case Studies
Sector and workforce development play crucial roles in the success of a strategic plan by addressing the specific
needs, challenges, and opportunities within the creative economy. Creative workers tend not to see themselves as
entrepreneurs or small business owners. People working in the creative economy need support when it comes to
developing and enhancing relevant skills. Existing programs in sector and workforce development in Washington include:
Spaceworks Tacoma
Tacoma, WA
Spaceworks Tacoma’s mission is to make Tacoma culturally vibrant and economically strong through training and support
for artists and creative entrepreneurs. It does this by offering programs that train and develop the creative workforce.
Since 2010, the Spaceworks Incubator has provided relevant and meaningful business training for first-time business
owners, ambitious creative professionals, and folks passionate about making Tacoma a great place to live and work.
They serve as a training ground to test new ideas, products, and services with a safety net of technical assistance and
mentorship. Additional programs include a gallery and affordable coworking space.
Department of Commerce Creatives Academy
Statewide
Washington State’s Department of Commerce developed a series of online courses called Creatives Academy to help
creatives learn the skills needed to be taken seriously in the business world, to increase their earning potential and
destigmatize creative work as low earning. Courses in this series cover a wide range of business skills, from protecting
your intellectual property to reading a balance sheet.
Photo provided courtesy of ArtsWA, ArtsWA Art in Public Places Conservation Lead Jonathan Hickerson reinstalls hand-built Porcelain Tile Mural (1984)
by Rudy Autio, 2023–Walla Walla, WA
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Methodology
The resources and data that helped craft
and inform the Creative Economy
Strategic Plan.
31
Methodology
The Creative Economy Strategic Plan has been developed through a comprehensive research and consultation process
launched in June 2022. Economic research establishes a baseline understanding of the creative economy in the State
of Washington, and consultation with hundreds of individuals across the state informs the strategies presented in this
plan. The plan has four cross-cutting and interrelated priorities and eight strategies that aim to support equity and access,
learning and skills, sector and workforce development, and infrastructure and investment in the creative economy.
More than 400 individuals across the state participated in shaping the values, vision and priorities of this plan. Their
input—through interviews, discussion groups and a state-wide survey—was essential to understanding the character of
the creative economy in each region of the state; understanding the strengths and barriers for creative businesses and
entrepreneurs; and in developing strategies that will foster an environment for strengthening and growing all elements of
the creative economy.
The overall research process was structured around foundational elements of economic development, recognizing and
incorporating the many factors that affect the development of an economy, many of which are beyond the typical focus of
economic development efforts (i.e., incentives, business tax structure, early-stage finance, and workforce development).
The process resulted in the following outcomes defined at its beginning:
• Consent/consensus achieved for a Washington Creative Economy Strategic Plan
• Concrete recommendations developed to enhance public and private investment in Washington’s creative economy
• Increased connectivity of organizations leading creative economy efforts across the state
• Increased or strengthened engagement of rural and underserved communities in creative economy agenda setting
• Emergence of a statewide creative economy taskforce that can lead the implementation of the Creative Economy
Strategic Plan
Note on Data Sources
Creative Vitality Suite:
The statistics presented in the final plan are taken from CVSuite. The consulting team used data versions 2022.3 for
its NAICS employment jobs. Jobs represent all worker types including Quarterly Census of Employment and Wages
(QCEW) Employees, Non-QCEW Employees, Self-Employed, and Gig Economy Workers. These data are provided by
Lightcast (previously known as EMSI Burning Glass). Lightcast’s industry data have various sources depending on the
class of worker. (1) For QCEW Employees, EMSI primarily uses the QCEW, with supplemental estimates from County
Business Patterns and Current Employment Statistics. (2) Non-QCEW employees data are based on a number of sources
including QCEW, Current Employment Statistics, County Business Patterns, Bureau of Economic Analysis (BEA) State and
Local Personal Income reports, the National Industry-Occupation Employment Matrix (NIOEM), the American Community
Survey, and Railroad Retirement Board statistics. (3) Self-Employed and Gig Economy Worker types are primarily based
on the American Community Survey, Nonemployer Statistics, and BEA State and Local Personal Income Reports.
Projections for QCEW and Non-QCEW Employees are informed by NIOEM and long-term industry projections published
by individual states. Lightcast’s occupation employment data are based on industry sources and staffing patterns. Wage
estimates are based on Occupational Employment Statistics (QCEW and Non-QCEW Employees classes of worker) and
the American Community Survey (Self-Employed and Extended Proprietors).
32
IMPLAN:
The economic analysis conducted in the process, particularly the ecosystem model, also used IMPLAN data. More on
the use of IMPLAN and the differences between it and standard approaches is detailed in the Appendix to the Economic
Data Analysis and Ecosystem Model.
For more information on methods and research findings, please review the following deliverables submitted to
Commerce in advance of the plan.
• Working Definition of WA Creative Economy
• Economic Data Analysis and Ecosystem Model
• Updated Initial Consultation Findings and Policy Research
• Revised Strategic Framework and Key Consultation Findings
Photo by Drummond, Dave, provided courtesy of Washington Filmworks, 2023–Coulee, WA
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Creative Economy Strategic Work Group
royal alley-barnes, Acting Director David Holland, Deputy Director
Seattle Office of Arts & Culture, Seattle WESTAF (Co-Chair)
Jonathan Baker, Founder Amber Knox, Executive Director
eqpd, Twisp Tieton Arts & Humanities, Selah
Mary Big Bull-Lewis, Indigenous Entrepreneur Amy Lillard, Executive Director
Wenatchi Wear, Wenatchee Washington Filmworks / Whipsmart, Seattle
Squire Broel, Founder Jiemei Lin, Illustrator
Broel Studio, Inc., Walla Walla Pullman
Sarah Brown, Executive Director, Mariella Luz, Working Artist
TwispWorks, Twisp Studio Potter, and Instructor, Board president,
Artist Trust, Olympia
Manuel Cawaling, Executive Director
Inspire Washington, Seattle Jennica Machado, Economic Development Manager
Thurston County/WSAC, Olympia
Matt Chan, President
Chanster LLC, Seattle Ed Marquand, Founding Director
Mighty Tieton, Tieton
Martin Cohen, Partner
Cultural Planning Group (Co-Chair) Monica Miller, Executive Director
Gallery One Visual Arts Center, Ellensburg
Daryll Crews, CEO
The January Group, Tacoma Katie Oman, Chief Operating Officer
Northwest Maritime Center, Nordland
Davin Diaz, President
DrewBoy Creative, West Richland Betania Ridenour, Maker
Bristle and Stick, Twisp
Colleen Echohawk, CEO
Eighth Generation, Seattle Lisa Smith, Executive Director
Washington Microenterprise Association, Olympia
Jacob Ewing, Special Projects Coordinator
Association of Washington Cities, Tumwater Gina Stark, Economic Development Project Manager
Port of Bellingham, Sedro Woolley
Horace Francis, CPA
Francis & Company PLLC, Seattle Joseph Todd, Commissioner
Commission on African American Affairs, Renton
Shannon Halberstadt, Creative Economy Sector Lead
Washington Department of Commerce, Seattle Laura VerMeulen, Director
Longhouse Education & Cultural Center,
Karen Hanan, Executive Director The Evergreen State College, Lacey
ArtsWA (Washington State Arts Commission), Olympia
Umi Wagoner, Co-Owner
Virl Hill, Head of Worldwide Business Development eTcTacoma, Tacoma
Media & Entertainment, Microsoft, Mercer Island
Emily Washines Scholar, Native Friends
Angie Hinojos, Executive Director Toppenish
Centro Cultural Mexicano, Woodinville
Roni Holder-Diefenbach, Executive Director
The Economic Alliance, Okanogan
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Presented by:
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