Florida Department of State Division of Cultural Affairs

Florida Department of State Division of Cultural Affairs Strategic Plan 2015 2020 Outline

Strategic Plan

TABLE OF CONTENTS A Message from the Secretary 3 Introduction/Background 4 About the Facilitator 4 A Brief History of the Division 7 Mission and Vision 8 Values 8 Primary Roles 9 Goals 9 Key Strategic Issues and Core Strategies 10 Action Planning 11 Planning Team Members 13 Planning Team Meeting Dates & Locations 13 Florida Council on Arts and Culture 14 Division of Cultural Affairs Staff 14 2015 2020

A MESSAGE FROM THE SECRETARY OF STATE Greetings, As Secretary of State and Florida's Chief Cultural Officer, it is my pleasure to present the 2015-2020 Strategic Plan for Florida s Department of State, Division of Cultural Affairs. This is an exciting time for arts and culture in Florida. We have had the honor of seeing firsthand the power and impact that arts and culture have in Florida s communities. We must seize the opportunity to strengthen the economy and impact the quality of life for all Floridians and ensure that both residents and visitors have access to the transformative power of arts and cultural experiences. It is our goal that the Division acts as a leader and an incubator for arts and culture in Florida and that the Division is a guiding force for ensuring Florida is a place where artists can work, children can learn and practice art in schools, and Florida communities can benefit from thriving cultural organizations. Arts and culture are an important driver to Florida s economy, and we are committed to continue to cultivate investments in arts and cultural programming. I would like to thank the individuals that shared their experiences, insights, and perspectives throughout this planning process. When we started the process for this Plan, we were dedicated to ensuring that the planning process was inclusive and thorough. We are personally grateful for the dedication, thoughtfulness, and leadership that the Planning Team has shown and we applaud their work and efforts on behalf of Florida s cultural community. It has resulted in a Plan that is useful, nimble, and flexible that we anticipate will be a roadmap for expanding the impact of arts and culture on Florida and its people. It is our hope that Florida s diverse and vibrant cultural community will adopt the goals and strategies contained in this plan so that we may all work together for the benefit of our great state. We have many colorful, inspiring days ahead and we look forward to this journey with all of you. "I appreciate the vital role that arts and culture play in growing and strengthening the state's economy and improving the quality of life for all Floridians. The museums and cultural organizations throughout our state create jobs, stimulate tourism, and attract skilled workers while Florida s artists foster creativity and make our communities distinctive and vibrant. This plan will guide the Division of Cultural Affairs in their work serving the cultural organizations, artists, and citizens of our great state." Ken Detzner Secretary of State 3

INTRODUCTION/BACKGROUND In January 2014, the Florida Department of State, Division of Cultural Affairs embarked on an integrated, comprehensive planning process to develop a five year strategic plan to guide the Division s activities and services. The purpose of the planning process was to assess the current state of the Division of Cultural Affairs, determine where the Division would ideally be in five years, and build a dynamic and useful plan for how to achieve this while aligning with the goals of the State of Florida and the arts and cultural industry. The Division of Cultural Affairs engaged a consultant to work with a Planning Team comprised of a diverse group of stakeholders that included: Florida Council on Arts and Culture members, artists, arts and cultural organization leaders, educators, local arts agency representatives, Division staff, and other individuals. The planning process sought to crystalize the vision for the future through the Division s mission, vision, and the plan components. During the first phase of the process, the Planning Team collected and analyzed relevant information through a thorough and inclusive discovery exercise to assess the Division s current state. Information was collected using a variety of research methods and was designed to be inclusive of key stakeholders and also to reach individuals not currently served by Division programming. Research methods included an online stakeholder survey that was completed by 239 respondents, nineteen statewide listening sessions, interviews with staff, and other research on Division programming and financial trends including its history and recent achievements. The process then focused on an ideal vision for the future including a review of the relevancy of the current mission, vision, and values for the Division. Goals were developed that aligned with the Department of State s organizational goals and the needs of Florida s communities and arts and cultural industry. The Planning Team then brainstormed and prioritized core strategies to best move the Division towards its vision. Action Planning teams will detail activities that will occur in the first 12-18 months for each of the core strategic issues. The Division is also looking internally at its operations and organizational culture as part of the implementation of this plan and its goals. The Department of State and Division of Cultural Affairs are committed to creating an environment and structure that will best help attain the goals in this plan. About the Facilitator Jana Ertrachter has been principal consultant at The Ertrachter Group since 1999. The Ertrachter Group is an organizational consulting firm based in Jacksonville, Florida. She has an MBA combined with over 28 years experience in the for-profit and nonprofit arenas including work in the areas of organizational development, action-oriented planning, group facilitation, customized training and education. 4

A BRIEF HISTORY OF THE DIVISION Founded in 1969, the Division of Cultural Affairs is one of six Divisions within the Florida Department of State. The Secretary of State is a gubernatorial appointment with Division Directors selected by the Secretary. The Division of Cultural Affairs currently employs 13 fulltime staff and functions as the state arts agency. In addition to administering state grant programs for arts and culture, the Division implements a variety of other statewide programs including: professional development opportunities for artists and individuals working in cultural organizations, exhibitions, and events including a statewide cultural conference. With the addition of personnel from the Museum of Florida History (part of the Division since 2008), the total staff positions are 35. The Museum is fully accredited with its own Director, staff, and budget. It includes art exhibitions as part of its Florida history programming. The Division s advisory council, the Florida Council on Arts and Culture, is a 15-member advisory body whose members are appointed by the Governor, the Senate President, and the Speaker of the House. The Division is also supported by a statewide non-profit Citizen Support Organization, Citizens for Florida Arts, Inc. which assists the Division with projects and activities statewide. 7

MISSION Advance, support, and promote arts and culture to strengthen the economy and quality of life for all Floridians. VISION As a national leader, the Florida Department of State Division of Cultural Affairs cultivates vibrant and thriving communities where arts and culture are integrated into every aspect of life. Through broad collaborations, the Division stimulates and advances the creative economy, diversity, and well-being for all Floridians. The vision for the Division gives a picture of the potential impact that arts and culture have on many aspects of life in Florida. This vision statement also solidifies a key theme in this planning process, the aspect of diversity. Florida s diversity is a key element in the identity of the state and the strength of its cultural industry. Through this vision, the Division is committed to fostering and encouraging diversity. VALUES We are committed to fostering vibrant and healthy communities by supporting arts and culture. We are committed to a culture of creativity and innovation. We are committed to providing the highest levels of service and guidance. We are committed to teamwork and collaboration in everything we do. We are committed to creating trust through open communication, transparency, and respect. We believe that our work has meaning, impact, and value. The Division s core values guide its day to day work and operations. They inform decisions and provide a framework for the work each day. 8

PRIMARY ROLES Grantmaker/Funder To act as the State s steward of public funding for arts and culture while developing processes, strategies, and resources for investments in Florida s communities. Leadership/Direction To provide leadership that demonstrates the power of arts and culture as a resource for economic development and improving the quality of life. Convener/Collaborator To develop strong, strategic partnerships across the private, public, and nonprofit sectors in order to strengthen the arts and cultural industry in the state. Information/Data To collect, distill, and disseminate current information that advances arts and culture in Florida. Historically the Division s main role has been considered that of a grant maker and funder, there are a variety of other services, roles, and leadership opportunities that the Division can fulfill. Through discussion and broad public input, the Division s primary roles listed allow the organization to work towards its vision and address the key strategic issues in this document, while providing opportunities for Florida s cultural communities to collaborate and work together. GOALS Building the economy and creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity All lists not necessarily in priority order. 9

KEY STRATEGIC ISSUES AND CORE STRATEGIES The Key Strategic Issues are posed in the form of questions, encouraging the Division and Florida's arts and cultural industry to look carefully at each of these key areas of focus. Key Strategic Issue: Sustainability How does the Division remain relevant? Core Strategies: Assess the assets and needs of the arts and cultural organizations, especially around grants Mobilize the cultural industry to promote the impact of arts and culture on the State of Florida and its economy. Clarify and enhance the role of the Division of Cultural Affairs and its advisory groups. Align Division of Cultural Affairs organizational culture around strategy. Evaluate the grants process. Lead the cultural industry to develop and sustain programming that reflects Florida s cultural diversity. Key Strategic Issue: Partnerships and Collaborations How do we create more value and impact for our community and our industry through strategic partnerships? Core Strategies: Identify and develop strategic partners and regularly assess partnerships. Build a rich environment for collaboration starting with internal stakeholders and key external groups. Develop a clearinghouse for partnerships to help make connections for the arts and cultural community. Develop strategy to increase awareness of the importance of arts education. Key Strategic Issue: Marketing and Communications How do we build awareness and strengthen engagement around arts and culture in Florida? Core Strategies: Develop and implement an integrated, coordinated marketing communications plan for targeted audiences including tourism and economic development. Develop a comprehensive, integrated campaign to brand the State of Florida as a state defined by arts and culture and as a major cultural destination. Key Strategic Issue: Value of the Impact of Florida Artists and Elevating their Role as Leaders - How do we support, promote, and elevate the role of artists in Florida? Core Strategies: Develop a dynamic and engaging funding and recognition program for artists at varying career levels. Encourage investments in meaningful professional development opportunities for Florida artists. Motivate local communities to establish and sustain programs serving artists. Foster leadership for Florida artists by encouraging participation of artists in decisionmaking, advocacy, and program leadership. 10

ACTION PLANNING For each year of this plan there will be a specific Action Plan addressing steps and metrics for the year ahead. The Division is in the process of developing Action Plans and metrics for the first 12 to 18 months of this plan and encourages the field to do the same as it relates to their own work and mission. Action Planning Teams have been created around each of the key strategic issues and will identify key action steps, responsibility, other stakeholders that need to be involved, timeframe, additional resources needed, and metrics. Individuals from Florida's cultural community are advising on the first year's action plans.

PLANNING TEAM MEMBERS Each member of the volunteer planning team was appointed by Secretary of State Ken Detzner for their service in this role. Jackie Cornelius Douglas Anderson School of the Arts Duval Xavier Cortada Florida International University, Individual Artist Miami-Dade Katharine Dickenson Florida Council on Arts and Culture Palm Beach Flora Maria Garcia United Arts of Central Florida Orange/Seminole Malinda Horton Florida Association of Museums Leon Sherron Long Florida Cultural Alliance Palm Beach Donna McBride The Straz Center for the Performing Arts Hillsborough Hope McMath Cummer Museum of Arts & Gardens Duval Janeen Mason Individual Artist Martin Bill Nix Bill Nix Communications Palm Beach Jill Sonke Center for Arts in Medicine, University of Florida Alachua Michael Spring Miami-Dade County Department of Cultural Affairs Miami-Dade Martha Steinkamp Smithsonian Fellow Broward Florida Department of State Kerri L. Post Deputy Secretary of State Leon Sandy Shaughnessy Division of Cultural Affairs Director Leon Morgan Lewis Division of Cultural Affairs staff Leon Gaylen Phillips Division of Cultural Affairs staff Leon Tim Storhoff Division of Cultural Affairs staff Leon PLANNING TEAM MEETING DATES AND LOCATIONS January 30, 2014 Vero Beach Hosted by: Citizens for Florida Arts, Inc. March 19, 2014 Tallahassee Hosted by: The Tallahassee Museum April 29, 2014 Jacksonville Hosted by: The Cummer Museum of Art and Gardens June 9, 2014 Tampa Hosted by: The Straz Center for the Performing Arts September 3, 2014 Gainesville Hosted by: The University of Florida, College of Fine Arts October 7, 2014 Orlando Hosted by: United Arts of Central Florida 13

FLORIDA COUNCIL ON ARTS AND CULTURE The Honorable Lois Benson Escambia County LaVon Bracey Orange County The Honorable Timothy D. Deratany Brevard County Katharine Dickenson Palm Beach County Towson Fraser Leon County Robert Judd Broward County Glenn Lochrie, Chair Broward County Ruth Orth Escambia County The Honorable Holly Raschein Monroe County Joy Satterlee Broward County Brenda Shoffner Walton County Kathryn Townsend Seminole County Jamie Bristow Escambia County Hope McMath Duval County DIVISION OF CULTURAL AFFAIRS STAFF Sandy Shaughnessy, Director Kristy Adams Rachelle Ashmore Mary Kay Keller Morgan Lewis Elsie Rogers Alison Schaeffler-Murphy Stephanie Scott Sarah Stage Tim Storhoff Gaylen Phillips Patty Warren Curtis Young MUSEUM OF FLORIDA HISTORY STAFF Jeana Brunson, Director Trampus Alderman Conrad Brayman Chip Bloyd Paige Breshike Sara Brockmann Elyse Cornelison Bea Cotellis Lisa Dunbar Drew Ericson James Fleming Bernice Ford Bruce Graetz Gabrielle Graham Stormy Harrell Michelle Hearn Kieran Holland Laura Jernigan Hannah Koslowsky Tim Leatzow Bonnie McCluskey Stacey Montebello Ana Perez Gary Pettit Sarah Shaw Stephen Smith 14

Division of Cultural Affairs Rick Scott, Governor Ken Detzner, Secretary of State Division of Cultural Affairs R. A. Gray Building 500 South Bronough Street Tallahassee, Florida 32399-0250 850.245.6470 Florida-arts.org Inside Images: Stravinsky s Circus Polka at the New World Center, digital animation by Emily Hendricks, photo by Rui Dias Aidos; VSA Festival 2014, Cummer Museum of Art & Gardens, by Ingrid Damiani; Museum of Fine Arts, St. Petersburg; Newsies, The Straz Center for the Performing Arts; Museum of Fine Arts, St. Petersburg; Swan Lake, Orlando Ballet; Florida African Dance Festival Concert, photo by William Joshua

Action Step Create an informational graphic that explains the relationship between the Division, statewide advocacy organizations, authorizers, grantees, and advisory groups. Survey advisory group members (Florida Council on Arts and Culture) on their perceptions of the Division s role and their role in an advisory capacity. Create talking points on the Division, its services, and role for staff, advisory group members and other individuals within the Department of State to ensure that other people speaking on behalf of the Division carry the correct message. Increase Division visibility via staff presence at relevant stakeholder conferences and events. Create an annual travel plan for each fiscal year to reach targeted stakeholder groups and core events. Conduct regional grants and informational workshops (5-6 annually) led by Division staff to increase in-person interaction with the cultural community and facilitate dialog with staff. Building the economy & creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity industries Draft revised organizational chart to integrate action plan elements and align staff functions with core plan elements. Ensure alignment with core organizational values are part of hiring and staffing decisions. Create strategy to stabilize the investment in staff. Contract for a statewide economic impact study (ideally with a potential long term partnership). Consider state universities or the Cultural Data Project as potential long term partner for ongoing data and research. Create a toolkit for organizations and individuals included on Grant lists. The toolkit will include useful information and wording customized to use to notify media, stakeholders and authorizers that they are being considered for funding. Provide follow up tools and messaging for organizations funded to promote their receipt of state grant awards.

Action Step Building the economy & creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity industries Promote grant funding lists annually and encourage Florida s cultural industry to do the same. Create an annual report on the impact of Division grants funding and programming. Design and implement a webinar series with relevant, informational topics for Florida s cultural industry. Offer webinars monthly and cover topics relevant to statewide funding, information sharing, collaboration, fundraising, etc. Develop an awards and recognition program on diversity and inclusion to recognize exemplary efforts in this area and to create momentum and visibility for the importance of this issue. Provide monetary stipends to reinvest in the recognized programs and provide visibility for award recipients during a division event. Offer a dedicated session at each Convening Culture Conference focused on diversity and inclusion (targeted trainings, resources, roundtable discussion, etc.). Create messaging that speaks to the diversity of Florida in its arts and cultural offerings and include in Division communications. Consider Op-Ed for diversity messaging. Develop a document outlining the ideal composition for the Florida Council on Arts and Culture and Citizens for Florida Arts, Inc. Boards should be inclusive of diverse demographics represented, geographic diversity, and diversity in expertise and perspective to accurately represent Florida s diversity. Research, implement and evaluate recommendations from Grants Task Force. Review and assess exist ing partnerships: - ensure they align with at least one strategic plan goal - clarify the role of each partner - determine essential elements to each partnership Conclude partnerships that do not directly impact the Plan goals.

Action Step Building the economy & creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity industries Develop a rubric for measuring the effectiveness of each partnership in place. Research and explore the possibility of partnering with organizations that are already contributing significantly to Florida at a statewide level. Research and develop a targeted, strategic method for engaging millennials in partnerships at a statewide level (considerations include key motivations and best ways to communicate and engage this demographic). - Ramp up social media efforts to engage this group - Look at composition of Citizens for Florida Arts, Inc. Board for inclusion of millennials Research the potential for more widespread interagency partnerships. Encourage information sharing and programming (including potential for a shared economic impact study) between the Divisions of Cultural Affairs, Historical Resources and Library & Information Services. Encourage meaningful collaboration between Florida organizations by making it possible to be funded collaboratively through the grants process. - Develop a system that would allow for funding of more than one organization on one project - Remove barriers that make it difficult for organizations to have meaningful partnerships in their projects (shared fiscal responsibility) - Consider the possibility of this being implemented through a grant program that works by RFP to encourage activity in certain areas or for the program to be implemented as part of the Specific Cultural Project Grant Program Add a scoring criteria to Division grant applications that would evaluate the quality of the organization s partnerships. Adjust point values for Artistic Excellence to accommodate these point values.

Action Step Research the creation of a Florida Partnership Council and Florida Business Committee for the Arts that would connect the arts and cultural industry with the business community. Research and design a user-friendly model for sharing information and connecting organizations and individuals (including artists and those working in cultural organizations) statewide. Facilitate a session at the Florida Alliance for Arts Education (FAAE) annual summit to assess current statewide strategies and programs occurring to advance Arts Education in Florida. Create a report from the information gathered at the FAAE summit highlighting activities and strategies occurring statewide in Arts Education. Building the economy & creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity industries Explore conversation at the Agency level around the potential for partnership with the Department of Education. Target and survey specific potential partners following assessment (mentioned above) with potential for statewide partnerships on Arts Education messaging. Develop Marketing and Communications plan targeted towards current Division stakeholders and desired stakeholder groups (including rebranding of Division keeping Culture Builds Florida as the theme) Desired stakeholder groups include: Destination Marketing Organizations (DMOs) Survey stakeholders and desired stakeholder groups on: - attitudes and perceptions about arts and culture in Florida the impact of arts and culture in economic development and tourism - the extent to which they partner with their DMOs and, if so, strategies implemented through these partnerships Implement Marketing and Communications plan.

Action Step Launch new Division logo and branding materials at future Convening Culture Conference. Include emphasis on economic impact with new economic impact numbers introduced at this time. Create Tourism Partnership Toolkit with tools for organizations to use to partner with DMOs and effectively convey messages on cultural tourism. Launch toolkit at 2016 Convening Culture Conference. Conduct a follow up survey to stakeholders to measure shift in attitudes and perceptions and effectiveness/frequency of partnerships with Destination Marketing Organizations. Create one marketable statewide cultural product (or bring an existing local product to a statewide scale) each year. Launch and introduce these products to engage individuals and create awareness about Florida s arts and cultural resources. Future product ideas: Artist Studio Tours Historic Theatre Tours Public Art Tour Offer webinars focused on marketing and communications and partnerships with the tourism industry during the Division s new informational webinar series (contained in Sustainability Action Plan). Offer specific webinars on the Division s rebranding following launch at future Convening Culture Conference. Implement rules and guidelines for new funding structure for artists (including Opportunity Funding, Project Funding and Career Achievement). Building the economy & creative industries Enhancing education through arts and culture Advancing leadership in arts and culture in the state and nation Promoting healthy, vibrant, and thriving communities Advancing sense of place and identity industries Research the potential for a long term established state residency program in other cities. Continue to offer professional development workshops in partnership with the Creative Capital Foundation for Florida artists. Conduct evaluation and follow up to artists that have participated in Division Professional Development offerings in partnership with Creative Capital.