Creative Economy

What is the Creative Economy? And Why is it tied to the Department of Arts and Culture?

The creative economy refers to the sector of the economy driven by individual creativity, talent, and innovation, encompassing industries such as visual and performing arts, design, digital media, crafts, and cultural tourism. These fields not only enrich a community’s cultural life but also generate economic value through job creation, small business development, and increased local spending. 

In Franklin, the creative economy is tied to the Department of Arts, Culture and the Creative Economy because arts and culture are recognized as key drivers of both community identity and economic growth. By fostering public art, supporting creative entrepreneurs, and promoting cultural events, the department helps attract visitors, enhance downtown vitality, and support a diverse local economy.

The Department of Arts, Culture, and the Creative Economy in Franklin plays a vital role in advancing local economic development by leveraging the power of arts and culture to support small businesses, attract visitors, and strengthen the town’s identity as a creative and vibrant community. Its economic goals include fostering cultural tourism, increasing downtown foot traffic, supporting local artists and creative entrepreneurs, and building community partnerships that generate sustainable economic activity.

To support these goals, several initiatives have been launched. The Think Franklin First gift card program, encourages residents and visitors to shop locally. Gift cards are redeemable at a wide range of small businesses in town, helping to keep consumer spending within the local economy and directly benefiting Franklin’s retail, dining, and service sectors.

The department also supports local festivals and cultural events, such as the Ladybug Stroll, Strawberry Stroll, Porchfest,  Harvest Festival and A-Wreath-of-Franklin, through direct involvement and partnership with community organizations. These events draw visitors from surrounding towns, stimulate business for downtown merchants, and highlight Franklin as a cultural destination. Strategic support of these efforts aligns with broader tourism and place-making goals, reinforcing the creative economy’s role in community vitality.

In 2025–2026, Franklin is actively engaging with the statewide MA250 campaign, which commemorates the 250th anniversary of the American Revolution and is backed by the Massachusetts Office of Travel and Tourism. Franklin’s participation includes cultural programming, heritage tourism, and arts-based storytelling that ties local history to the state’s broader tourism push. 

Additionally, the department is working with regional partners to prepare for increased international tourism and economic activity tied to the international soccer games that will be played at Gillette Stadium in Summer 2026. This includes cultural promotion, visitor readiness, and support for local businesses and attractions expected to benefit from the global attention.

Together, these efforts demonstrate how Franklin integrates arts and culture not only as a quality-of-life investment, but as a strategic tool for economic development, tourism growth, and community resilience.

Draft of the Department's 5-Year Plan | Department of Arts, Culture, and the Creative Economy
2026–2031

Vision

To make Franklin a cultural hub where arts, creativity, and innovation drive economic growth, strengthen community identity, and attract residents, businesses, and visitors.

Mission

The Department of Arts, Culture, and the Creative Economy fosters creativity, supports cultural assets, and leverages the arts as an engine of economic development and community well-being in Franklin.

Strategic Goals

1. Strengthen Franklin’s Creative Economy

  • Support Small Businesses & Creatives

    • Launch pop-up markets and incubator spaces (such as artisan container shops) to help makers grow into storefronts.

    • Expand the Think Franklin First gift card program to include arts and cultural experiences.

  • Measure Impact

    • Partner with the Finance Department to track economic contributions of cultural events (tax revenue, business activity, job creation).

    • Publish annual reports showing the arts’ economic return on investment.

2. Expand Public Art & Cultural Infrastructure

  • Public Art Program

    • Commission at least 3–5 new public art projects annually (murals, sculptures, utility box art).

    • Launch a Public Art Map highlighting Franklin’s creative assets.

  • Cultural Spaces

    • Pilot temporary and permanent creative spaces downtown.

    • Advocate for inclusion of cultural amenities in future town planning and development.

3. Drive Tourism & Visitor Engagement

  • Major Events

    • Leverage international attention from the 2026 international soccer games at Gillette Stadium by hosting welcoming events and art initiatives (e.g., “Franklin Welcomes the World”).

    • Grow signature cultural festivals that attract regional audiences. [Audiences for cultural events spend an average of $31.47 per person per outing beyond admission (restaurants, shopping, transportation)]

  • Marketing Franklin as a Cultural Destination

    • Expand the Franklin Cultural District Guide and weekly cultural e-blast.

    • Collaborate with the MA Office of Travel & Tourism to promote Franklin on statewide visitor platforms.

4. Build Community Identity & Participation

  • Inclusive Programming

    • Offer free, family-friendly creative activities that reflect Franklin’s diversity.

    • Strengthen partnerships with schools, Dean College, and cultural entities.

  • Youth Engagement

    • Create arts internship programs (e.g., public art documentation, event production).

    • Expand after-school creative opportunities in partnership with the Library and Recreation Department.

5. Ensure Sustainability & Capacity

  • Funding & Partnerships

    • Secure state and federal grants to supplement town funding.

Expected Outcomes by 2031

  • Franklin recognized as a regional cultural destination with measurable tourism growth.

  • Arts and culture contributing to increased local spending (restaurants, retail, hospitality).

  • Expanded cultural infrastructure including at least one permanent incubator space for creative businesses.

  • Job growth in the creative sector through direct employment, events, and spin-off business activity.

  • Stronger sense of community pride, inclusion, and cultural identity.

Conclusion

Arts and culture are not just enrichment—they are an economic solution for Franklin’s future. By integrating creativity into downtown development, tourism strategies, and small business support, the Department of Arts, Culture, and the Creative Economy will play a central role in strengthening Franklin’s economy, identity, and resilience over the next five years.