Editor’s note: This commentary is by Steve May, a Progressive candidate for the state House of Representatives in the Chittenden-1/Richmond district. Steve also is a member of the town of Richmond’s elected Selectboard and has been appointed to the town’s Recreation Committee and convenes the Town’s Working Group on the Creative Economy, creative.RVT.
[M]ost countries have a department of culture. This entity is charged with promoting the cultural heritage of its people through government supports of one kind or another. There is a belief in many corners of the world that individual artists and institutions are worth supporting, because their work is integral to the sense of place in which they operate. In its most basic form, those governments and the entities they support argue that the cultural experiences and product(s) they provide for mass consumption are unique and without some measure of governmental support that product or experience would not be able to exist.
To date, there has not been a tradition of creating a single office dedicated to cultural affairs and leisure economy in the U.S, but there should be. The creative economy has been an economic driver nationally for some time. While the need for creating an agency dedicated to cultural concerns is evident on a national level, it is essential on the state level. A single state clearinghouse dedicated to addressing the many issues that fall under culture, heritage, arts, recreation and tourism would best serve elements of the business community forced to run a gauntlet of red tape which creates barriers to economic development and supporting small businesses across our state. The depth and breadth of an entity which would put all of these interrelated interests under one single roof could be liberating for the individuals and institutions affected.
More importantly though, creating a single advocate-cheerleader-coordinator for deeper integration across all elements of government ranging from the dairy council to the Vermont Film Council to Vermont State Parks will promote levels of collaboration and integration unheard of in state government. Removing barriers to deeper integration is in the interests of all parties involved. It would create a muscular champion for the Vermont brand, occupying a space in the economy which is badly fractured due to turf fights and a regulatory environment which reflects the best wisdom of the 19th century, not the 21st.
Placing the individuals responsible for tourism issues and the authorities responsible for our food culture together serves to promote greater conversation. Allowing cheese or sugar makers, for instance, to gain from promotion at local ski areas only deepens a commitment to the Vermont brand. One can easily imagine how this could be connected further to conversations among stakeholders by connecting natural and historical heritage sites to other iconic made-in-Vermont brands like: Lake Champlain Chocolates, Green Mountain Coffee, or Ben & Jerry’s ice cream. These collaborations presumably would go well beyond food.
It would create a muscular champion for the Vermont brand, occupying a space in the economy which is badly fractured due to turf fights and a regulatory environment which reflects the best wisdom of the 19th century, not the 21st.
Vermont’s business climate in the year 2016 is firmly rooted in the service economy. For every large-scale manufacturer there are dozens of artisanal providers of Vermont products. These businesses span from teddy bears to truffles and everything in between. The cornerstones of our commercial environment are the hospitality businesses that host travelers coming to Vermont and revel in the Vermont experience, and the experiential business operators who craft seasonal and Vermont specific encounters for the public at large. In light of this reality, measures should be taken to support these kinds of businesses, given their importance to the overall economy.
Uniting these interests under one umbrella would serve to streamline the regulatory process. It also would serve to better support the individuals and institutions invested in this unique commercial space. Moving to create a single regulatory entity committed to addressing the needs of the creative economy focused on: culture, heritage, arts, recreation and tourism is in the best interest of Vermont and all Vermonters.
No other state has done this, and our federal government has not taken a similar step, either. The fact that no one else has taken this step should not be seen as a deterrent. Rather this provides for an important opportunity Vermont to position itself as a national leader with regard to the creative economy. This step, uniting all of the different offices and entities across state government addressing the various concerns and interests we are discussing, culture, heritage, arts, recreation and tourism, has been largely done in much of the world outside the United States with much success.
Taking the proactive step of creating a proper, supportive infrastructure which supports streamlined, business-friendly encounters for individuals and institutions would put Vermont again on the map as a national leader for sustaining business development in the creative economy. This space is critically important to the Vermont economy. Consider the impact of last year’s mild winter on the snow economy — without skiers and snowmobilers. For some time, we all have known that weather dictates whether the mountains, resorts and operators are successful in bringing people to their establishments. Engagement is not just about what happens on the mountain or in the snow; rather, it requires diversity in après ski. That may include musicians and artists booked into venues up and down the Greens. It builds on the food culture we have developed here. It includes transforming Vermont into a year-round destination. Diversity in programming and venues has gone some distance in supporting this kind of economic development, but certainly more can be done. Acting in common gives Vermont a step up when it comes to this kind of planning.
These factors come together to accentuate a point which is critical. There is in fact a Vermont culture. And because there is a Vermont cultural heritage which is in fact different, it must be reflected in the way we operate as an economy. It should be reflected in the way businesses interact with state government, and business relates to other businesses. Institutions matter. Cultural institutions and heritage sites are job engines. Seasonal resorts, especially ones with deep Vermont connections, are critical and should be encouraged to grow. In general, a ski area cannot be outsourced to a banana republic with fewer labor laws and less regard for our neighbors. These entities aren’t just integral to Vermont, they are in fact Vermont. They form the very fabric which holds together our communities.
To this end, let our next generation of political leaders be advised that hospitality and the creative economy are an essential part of the Vermont economy. Creating the operating governmental infrastructure to sustain deeper collaboration with regard to the leisure and creative economy is required. Leaders in the Legislature can prioritize these kinds of institutions by creating legislative committees with clear mandates to act as the responsible entity for oversight of these kinds of organizations, and businesses. The governor’s office, whoever the next governor is, should table legislation to bring these agencies and offices all under one large umbrella, and make its passage a priority in this next legislative session. In doing so, these acts set a north star for our state, by which we all navigate; when it comes to job creation and economic development in the people’s interest.
