National statistics indicate arts participation is declining, including at performing arts centers. The decline has been exacerbated by economic fluctuations, sociodemographic shifts, advancements in digital entertainment, and an enduring impact from the COVID-19 global pandemic. An additional contributing factor exists in the nonprofit arts industry’s inclination to prioritize the measurable instrumental value of the arts that yields broad public benefit, such as community economic development, often subordinating the personal intrinsic value of arts participation that evokes emotional resonance, empathy, and human connection that can lead to a sense of belonging. The nonprofit arts business model requires building deep interpersonal connections, or belonging, to encourage participation through membership programs, subscription offerings, and philanthropic donations. With diminishing participation, critically examining how performing arts centers may reignite a deep connection, or belonging, among patrons is an imperative to regaining their relevance and business sustainability. Consequently, this study explored the ways arts participation at a performing arts center may create a sense of belonging. A qualitative methodology was employed, utilizing both in-depth interviews and participatory drawing to collect insights from 50 current and former members of a Nashville-based performing arts center. Data were analyzed using inductive and deductive thematic analyses to identify recurring themes and emergent experiential dimensions, culminating in the five Es of arts and belonging: Escape, Explore, Entertain, Engage, and Elevate. Major findings included: (a) arts participation creates a sense of belonging through social bonding, individual experiences of emotional catharsis and empathy, and connections to physical and symbolic attributes of a performing arts center; (b) the intrinsic benefits of arts participation are key factors contributing to participants’ quality of life and may serve as a value-generating competitive advantage for performing arts centers; and (c) participants desire greater social engagement opportunities that may foster deeper feelings of connection and belonging. This research has implications for elevating the work of arts administrators, enabling them to create patron strategies that more deeply engage audiences and improve business sustainability. Moreover, performing arts centers may achieve their founding purpose to democratize the arts by serving as cultural centers of artistic excellence, inspiration, and human connection.