Since opening, 45 new visual arts commissions have been realized at MASS MoCA, and over 50 new works of theater, dance and music have been created or shaped there.
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Under Thompson’s directorship, MASS MoCA has built two indoor and two outdoor performing arts venues plus supporting rehearsal and laboratory space. In 1995, final designs were released and a master plan issuedBy 1999 when the project opened, Thompson had raised $65 million in public and private funds for the project.
A feasibility study for MASS MoCA began in the early 1990s, and in 1992 an architectural firm was brought on to begin looking at design opportunities for the massive industrial complex.
At one point, poor economic conditions threatened the project, but broad-based support from the private sector and local community propelled the project forward to the tune of $8 million. In 1988, the Massachusetts legislature approved the project. His vision was to create a laboratory for both artists and visitors. During design development and the private fundraising stage, Thompson expanded the institution from its initial mission as a fixed depot for the display of contemporary art to include all types of visual and performing arts. Thompson began lobbying for the formation of the museum when the project was first proposed. Thompson, was brought on in 1987 to spearhead the creation of the new Massachusetts Museum of Contemporary Art (MASS MoCA). How it Happened: Shortly after being approached by Krens, then-North Adams Mayor John Barrett III endorsed the idea of using the site as an art exhibition facility. In 1986, as local leaders contemplated reuse alternatives, Williams College Museum of Art director Thomas Krens approached city leaders about using the 13-acre manufacturing complex, comprising of one-third of the City’s downtown commercial district, to house large works of contemporary art that traditional museums could not accommodate. But by the mid-1980s, most manufacturing companies had downsized or relocated elsewhere, leaving North Adams with a vast complex ripe for redevelopment, but no manufacturing uses in sight. A large manufacturing complex with 26 separate mills and supporting buildings allowed companies like Arnold Print Works (textiles) and Sprague Electric Company (R&D, consumer electric parts) thrive throughout the 1900s. Major Participants: City of North Adams, Commonwealth of Massachusetts, Williams College Museum of Art, Bruner Cott Architects, Peabody Constructionīackground: Since the late 18th century, downtown North Adams was supported by a robust manufacturing economy. This case study highlights the potential economic impact of a cultural institution on a local, post-industrial economy. ICIC believes that definition should be expanded to include other important economic organizations, such as sports team franchises, major corporate entities and cultural institutions. Objective: Traditionally, “anchor institutions” have been thought of as hospitals and universities. MASS MoCA: Rethinking an Industrial Complex as a New Museum and Urban Anchor BIPOC Entrepreneurship Through Acquisition.
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