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Summary Process Transcribed from table note sheets Cross-referenced Highlighted points recurred repeatedly Quotations – a voice to the discussions Some less often recurring points included General overview – detailed transcript available *Note: this presentation is designed to accompany detailed Arts Summit Table Notes Summary
Reminder of questions What could a Regional Cultural Plan accomplish? How could a common vision influence regional arts programs and facilities? What kind of guidance is needed to promote collaborative decision making? How could the plan benefit the region?
Reminder of questions What would an ideal process look like for creating a Cultural Plan? How would we start? Who would be willing to be a stakeholder? What might a planning steering committee look like? How could we keep momentum? How will the process be supported? How could we ensure buy-in?
Identify Stakeholders “Geographic and demographic diversity” Arts organizations, communities, business, government and education Broad-based and to organizations outside the arts Goals “Definition of goals is key” Achievable, demonstrable, sustainable, UNIFIED Short and long-term Timeline “Begin with end in mind” Clear objectives 2 yr to 5 yr plan Leadership & Organization “Coordinating organization must be identified” Facilitator/consultant From outside, with national and international experience Steering Committee Representative (small) Sub-committee (large, regional, multiple) Rotating Leadership
Create Branding & Identity Cultural center; KC Creative Crossroads Sense of pride and ownership Attract tourism and talent, improve and enrich quality of life Inclusiveness Include all stakeholders (see above) Diversity: racial, cultural, demographic across KC region Connections and communication Between arts organizations Between arts and business Between arts, audiences and the community Common schedule and calendar Partnerships and collaboration Shared resources, funding Efficiency Prevent waste and inefficiency (by above means), and under a common goal
Foster “Synergy, cooperation, vitality” Pride and ownership Cultural diversity – accessible to all Inclusion of young people A healthy relationship with business leaders Economic development Useful collaborations & partnership opportunities Funding models Awareness of benefit of the arts A reputation for KC as a cultural center Nationally and internationally
Report Transparency & Accountability via leadership as outlined and clear outline of goals Success and failures Celebrate success Clear and focused plans “Voids and targets”; immediate goals for early success Use national and international examples Funding Each institution pays a bit A new tax? Recognize in-kind funding
Conclusion Identify and engage stakeholders, making a Cultural Plan as extensive and inclusive as possible. Create clear and unified goals within an achievable and realistic timeframe. Establish leadership organization, consultants and facilitators including: A small steering committee representative of the community, with the possibility of an outside chair and rotating leadership Several larger sub-committees spread across the region and across demographics and cultures Draw on outside experience and expertise in structure and policy The goal of making KC a regional center for the arts, where business and community leaders recognize and include the arts community as an important part of society, culture and business. Creating a community in which arts organizations communicate with each other, share resources and create partnerships in order to engage the community and garner a greater appreciation for the value of the arts, both as audience and as participants. Achieve all of this while increasing efficiency and at all times maintaining transparency and accountability to the community.