Arts and Culture details revenue steps, modest cuts and rebranding investments to absorb budget reduction

Acting Arts and Culture Director Ilya Riske and senior fiscal analyst Kelly Farrow presented the department’s operating picture, current programs and a plan to meet a required general‑fund reduction of about $204,000.

Riske said the department oversees three institutions — Mesa Arts Center, the IDEA Museum and the Arizona Museum of Natural History — and that participation is a key performance indicator. Attendance at the IDEA Museum rebounded strongly after a short renovation closure; the Natural History Museum opened a new exhibit called Thrive in February and the Mesa Arts Center added a new Art, Light & Technology festival and a Broadway touring series this season.

Why it matters: the department produces cultural events and museum programs that bring visitors to downtown Mesa and other parts of the city; earned revenues for admissions, classes and rentals cover a significant portion of the department’s operating costs. Changes in pricing and programming affect local cultural access and also the city’s budget outlook.

Revenue adjustments and operating items Farrow described the department’s funding mix: staff said about 47% of arts and culture expenses are supported by general governmental contributions and 47% by earned revenue, with the remainder from grants and contributed funds. To meet the 2% reduction target the department plans a mix of small price increases and expense adjustments:

- Increase the Museums for All discounted admission from $2 to $4 (the program offers reduced admissions to SNAP/EBT cardholders); staff said $4 remains below comparable area museums. - Increase Mesa Arts Center studio class prices by 25¢ per hour (a 50¢ total increase was described elsewhere in the presentation as the department’s class pricing change). - Increase ticket handling fees at Mesa Arts Center by $1 and raise theater rental rates by 5%.

Farrow said those steps, combined with a small reduction in equipment replacement at MAC and other adjustments, achieve the department’s target without cutting the core exhibits and most public programs.

Program investments and one‑time needs Riske described a list of one‑time and ongoing items the department plans to fund from earned‑revenue resources. These include funds to support marketing for the Thrive exhibit at the Natural History Museum, temporary staff for exhibit builds at the IDEA Museum, a consultant to support a MAC rebranding effort, and a new booking‑agent position to support performing live programming and touring Broadway shows.

Riske also noted the department’s recent marketing success: the Natural History Museum won statewide advertising awards for campaigns tied to the Thrive exhibit and the museum is experimenting with late‑night Wednesdays and an expanded speaker and engagement calendar to drive attendance.

Quality of life sales tax and allocations Councilmember questions focused on how the arts fund interacts with other city funding. Department staff and finance staff explained that the quality‑of‑life sales tax originally supported construction of the Mesa Arts Center and related projects; for years general‑fund resources covered operations. With recent revenue improvements the city is beginning to shift a portion of the quality‑of‑life sales tax back to support operations as originally envisioned. Staff said indirect and some capital life cycle costs are handled outside the arts operating fund and can be shown separately on request.

Next steps Staff said ongoing monitoring of earned revenues and attendance will guide whether further adjustments are necessary. No immediate program closures were proposed; the department’s plan relies on modest price adjustments and targeted investments in marketing and earned‑revenue initiatives to sustain programming while meeting the council’s reduction target.