The Plan

CULTURAL STRATEGIC PLAN for CREATIVE BRIGHTON 2015   

Compiled and Presented by Brighton Cultural Arts Commission, Brighton Cultural Strategic Team, Brighton Office of Arts and Culture  
December 9, 2014

Table of Contents

PHASE 1- 2014

1-2 Executive Summary
3 Introduction – Benefits of Arts & Culture
4 Mission & Vision Statements
5 Guiding Principles
6 Recommendations created by and for our community to Brighton City Council
7 Brighton Cultural Influence Area – Sharing our creative side
8-12 Goals (What we need), Objectives (How to get what’s needed), Strategies (Making it happen)
13-17 Creative Strategic Plan Survey Results

PHASE 2 -2015

18 Cultural Strategic Team 2014-2015 organization chart
18 2014 Cultural Strategic Team – organization chart
20 2015 Cultural / Implementation Team by discipline/genera
21 2015 Cultural Advisory Team - organization chart
22 2015 Implementation Timeline
23-27 Supporting Documents
29 Appendices
Phase 1 2014
Cultural Strategic Team “CREATIVE BRIGHTON”


EXECUTIVE SUMMARY
This strategic plan is inspired by the community’s vision to provide local access to arts and culture for enhancing the lives of our community in the Brighton Cultural Influence Area1 (BCIA). The plan includes GOALS, OBJECTIVES, and STRATEGIES to help guide and focus creative organizations and individuals to elevate BCIA as a local–as well as Colorado– destination for creativity and excellence in the arts and culture.

The plan outlines a strategic approach for creating and growing arts and cultural resources by providing ideas, mapping access to resources, and encouraging collaboration for reaching this vision. The Brighton Cultural Arts Commission will charge the Brighton Cultural Strategic Team to lead and join implementation teams to reach the following goals and objectives through creative strategies. (CULTURAL STRATEGIC ORGANIZATION TEAM 2014–2015)

The Brighton Cultural Influence Area (BCIA) encompasses Brighton, Colorado and the surrounding communities bordered on the north by Platteville, to the west by Frederick, to the east by Keensburg, and to the south by Commerce City. A map of the BCIA area is included in MAP OF THE BRIGHTON CULTURAL INFLUENCE AREA (BCIA).

GOAL 1: INCREASE ACCESS, PARTICIPATION, AND ENGAGEMENT IN THE CULTURAL LIFE OF BCIA.
  • Objective 1: Assess and expand the understanding of community assets, resources and neighborhood cultural development needs.
  • Objective 2: Improve marketing for cultural activities through the Arts, Culture and Tourism website and other media.
  • Objective 3: Minimize barriers (cost, travel, etc.) to cultural access for all area residents.
  • Objective 4: Measure and track public participation and integration in cultural programs.
CREATIVE STRATEGIES INCLUDE: Inventory and publish the assets of the area, promote best practices and tools for collaborative marketing, and use technology to more effectively provide general access and engagement. An extensive list is included in LIST OF GOALS, OBJECTIVES AND STRATEGIES.

GOAL 2: INTEGRATE THE ARTS AND CULTURE INTO THE SOCIAL, ECONOMIC, AND CIVIC FABRIC OF BCIA.

  • Objective 1: Develop affordable and accessible venues and facilities.
  • Objective 2: Identify the arts and culture sector as an economic driver.
  • Objective 3: Affirm culture, identity, and heritage while encouraging the development of a shared forward-looking community culture.
CREATIVE STRATEGIES INCLUDE: Collaborate with leading community organizations to expand artistic offerings in non-traditional venues, attract and link to Colorado Creative Industries’ statewide initiatives to grow creative industries, and create a cultural tourism task force to better promote the region’s arts and cultural heritage to visitors. An extensive list is included in LIST OF GOALS, OBJECTIVES AND STRATEGIES.

GOAL 3: STRENGTHEN AND EXPAND ARTS AND CULTURE LEARNING.
  • Objective 1: Strengthen K-12 arts curriculum through community support.
  • Objective 2: Enhance higher education and adult education in Arts and Culture.
CREATIVE STRATEGIES INCLUDE: Track and enhance programming that brings students into performance venues (concerts, theatrical performances, art galleries, etc.) and provides cultural heritage recognition and education at festivals and community arts activities. An extensive list is included in LIST OF GOALS, OBJECTIVES AND STRATEGIES.

GOAL 4: FOSTER THRIVING ARTS ORGANIZATIONS.
  • Objective 1: Enhance the sustainability of existing cultural organizations.
  • Objective 2: Create sustainable funding for cultural organizations.
  • Objective 3: Foster coordination, cooperation and missions of cultural organizations.
CREATIVE STRATEGIES INCLUDE: Collaborate with leading community organizations to expand artistic offerings in non-traditional venues, coordinate with Colorado Creative Industries’ statewide initiatives to grow creative industries, and create a cultural tourism task force to better promote the region’s arts and cultural heritage to visitors. An extensive list is included in included LIST OF GOALS, OBJECTIVES AND STRATEGIES.

GOAL 5: SUPPORT CREATIVE INDIVIDUALS AND ADVANCE ARTS LEADERSHIP.
  • Objective 1: Recognize and support creative individuals
CREATIVE STRATEGIES INCLUDE: Create local job listings and classifieds for creative industry positions and provide training and marketing opportunities for individual artists. An extensive list is included in LIST OF GOALS, OBJECTIVES AND STRATEGIES.

INTRODUCTION
CSP Plan IntroductionArts and culture help drive our local economies and stimulate our imaginations to help foster a rich and varied quality of life. Cultural organizations and artists enliven our communities and bring disparate people together to share common experiences. BCIA (Brighton and our neighboring communities) is made up of a mix of urban, semi-urban, and rural hubs together with a fast-growing population of many heritages and cultures. The Arts provide one language we can all use to communicate who we are individually and as a community.

A creative culture also serves as a cornerstone of a well-rounded education, proven to teach children complex forms of problem-solving, encourage risk-taking and new approaches, and to develop critical-thinking skills. (Most importantly, the Arts are the cornerstone of creativity itself.)

What is “Arts and Culture?”

When we say “arts” or “culture” we mean the Arts (visual, literature, music, theatre, film, dance, etc.) and expressions of culture, history and heritage1. Arts and culture embody the creative spirit which can be expressed in a plethora of ways. It is less about definition and more about enhancing our environment through an exploration of creativity.

Economic Benefits of Arts and Culture
A creative culture is also recognized as an economic driver. Creative industries2 contributed $504 billion to the United States GDP in 2011 and Colorado’s creative enterprises alone employed over 122,000 individuals in about 8,000 establishments in 2009. This accounts for 3.9% of the state’s estimated 3.2 million jobs, making it Colorado’s 5th largest employment sector, almost as large as biotechnology/biomedical and IT and telecommunications, and larger than defense and security, agribusiness, food processing, and technology.

(1) Colorado Creative Industries www.coloradocreativeindustries.org defines cultural heritage as the folk or traditional arts (music, dance, craft, and verbal arts) practiced by groups of people who share a common ethnic heritage, language, religion, occupation, geographic region, or way of life. These artistic traditions are often taught within a family over many generations, or within a trade or ethnic culture.
(2) Colorado is a global leader in the creative industries, which include six creative sectors: design, film and media, heritage, literary and publishing, performing arts, and visual arts and crafts. Colorado Council on the Arts (2009, February), Colorado: State-of-the-Art, Key Findings from the “State of Colorado’s Creative Economy.” Retrieved 11/03/14 from: http://rtsinc.org/publications/documents/COFindings.pdf. For additional information, see APPENDICES: COLORADO'S KEY INDUSTRIES
.


The Colorado Council on the Arts3 reported “that a 2005 study of the economic benefits of historic preservation in Colorado reported that in 2003, 5.1 million trips, 24 percent of the total in the state, included a visit to at least one historic area. This study estimated that heritage tourism alone generated about $1.5 billion in direct economic benefits in the state.”

Additionally, a creative culture:
  • Teaches creativity that is applied in non-creative jobs (called the creative economy) that contributes greater value to the total economy.
  • Fosters vibrant neighborhoods and urban-and-rural revitalization.
  • Acts as a magnet attracting young professionals, a skilled, innovative and creative workforce, and the employers who value them.
  • Shapes a destination city (and its surrounding area), attracting cultural tourists who stay longer and spend more money than other travelers.
Our Vision
“THE CITY OF BRIGHTON STRONGLY VALUES THE INTEGRATION OF OUR DIVERSE ART, CULTURE, AND HERITAGE TO ENRICH THE QUALITY OF DAILY LIFE AND PROMOTE A DYNAMIC COMMUNITY. BRIGHTON WILL GREATLY STRENGTHEN THE AESTHETIC AND CULTURAL RICHNESS OF OUR COMMUNITY BY BECOMING A NOTABLE DESTINATION FOR THE VISUAL AND PERFORMING ARTS.”

We know our arts and culture scene is rich and vibrant – and we want to see even more of a good thing! Our BCIA community is an intricate ecosystem composed of individual artists, art appreciators, non-profit organizations, schools, and creative industries (such as video, design, architecture, and more). We have an opportunity to enhance our reputation and unique identity as a creative cultural destination and enrich our lives even further with this exploration in creativity. Our community identity can also be communicated through arts and cultural events and expression.

Our Mission
“TO PROVIDE LEADERSHIP, OPPORTUNITIES, AND SUPPORT FOR THOSE INVOLVED AND PARTICIPATING IN THE ARTS AND CULTURAL ACTIVITIES LOCALLY. THESE ACTIVITIES INCLUDE THE CREATION, PRESENTATION, AND APPRECIATION OF THE VISUAL AND PERFORMING ARTS AND CULTURE BUILDING ACTIVITIES FOR A STRONGER, HAPPIER AND MORE COHESIVE BRIGHTON COMMUNITY.”

We believe this strategic plan will help support those involved in our local arts and cultural activities to work together with a shared vision. Forming a supportive collaboration will help make the most of valuable and competitive resources, as well enhance the economic vitality of the region.

3 Colorado Council on the Arts (2009, February), Colorado: State-of-the-Art, Key Findings from the “State of Colorado’s Creative Economy.”


Guiding Principles for Brighton Cultural Strategic Plan
  1. We are trying to do what is best for Brighton and the residents of the Brighton Cultural Influence Area
  2. We will try to get back as much funding from the Federal, State, SCFD, County, School Districts and City to the benefit of the Brighton and BCIA taxpaying residents
  3. We will be guided by needs and wants of the residents with special attention to those without a voice, including the poor, the disadvantaged, the children, the aging, all ethnicities, all genders and orientations and others.
  4. We will seek input from all and treat all arts and cultural groups fairly.
  5. We will pursue efficiency, avoiding duplication and any waste of precious resources.
  6. We will encourage creativity and innovation as good practices and ways to accomplish more with less.
  7. We will respect the investment of time and effort of everyone who volunteers asking for what is needed and while avoiding wasting time and remembering to appreciate the sacrifices made by all participants.
  8. We will require participants to identify who they are representing in their advocacy. This Cultural Strategic Plan expresses our unique identity, as it was developed through an open and inclusive process using the input of over 700 hundred BCIA citizens and numerous organizations. Research was also conducted in 2014 through an online survey, targeted meetings with non-profits, reviews of historical documents, interviews with key stakeholders, and additional public meetings. See CULTURAL STRATEGIC PLAN SURVEY RESULTS 2014.
A Brighton Cultural Strategic Team (BCST) of six culturally-engaged community members was formed in October 2014 to synthesize the data into this plan. The plan will be implemented and maintained with the same spirit. As a living and real-time document, the plan will be updated on an ongoing basis as the BCIA cultural ecosystem changes to keep current with rapidly changing interests, challenges, and technologies. The Brighton Cultural Arts Commission and Brighton Cultural Strategic Team are also committed to leading implementation teams to identify resources at hand, resources needed, and to generate creative means to maximize and obtain them

RECOMMENDATIONS: CREATED BY AND FOR THE COMMUNITY
We respectfully request that the Brighton City Council adopt this Cultural Strategic Plan, the process for implementing this plan, and the following:

  • Brighton Cultural Arts Commission (BCAC) / Brighton Cultural Strategic Team (BCST) continue to complete Phase 2 to include the 2015 Implementation Teams and Advisory Group.
  • Request annual budget and support to complete plan 2015 and beyond.
  • Institute a “real-time” process making document updates as soon as possible.
Brighton Cultural Influence Area

LIST OF GOALS, OBJECTIVES AND STRATEGIES
 
GOAL 1: INCREASE ACCESS, PARTICIPATION, AND ENGAGEMENT IN THE CULTURAL LIFE OF BCIA.
  • Objective 1: Assess and expand the understanding of community assets, resources and neighborhood cultural development needs.
CREATIVE STRATEGIES:
  1. Inventory and catalog the assets of the area.
  2. Publish CSPT Mission and Vision statements and contact information for use by cultural organizations (facilitating volunteers, philanthropists, nonprofits and others) to identify and engage with those of interest.
  3. Use technology to more effectively provide general access.
  4. Post the inventory on the Brighton Arts, Cultural and Tourism website and other media.
  5. Use technology to more effectively provide access and interactive engagement.
  6. Monitor community for opportunities.
Objective 2: Improve marketing for cultural activities through the Arts, Culture and Tourism website and other media.

CREATIVE STRATEGIES:
  1. Engage community newspapers, magazines and blogs to include regular arts coverage. Inform media of all cultural activities and engage them in creative ways to inform the public. (Media examples: The Denver Post, including Your Hub, The Brighton Banner, Brighton Standard Blade, Local Color Magazine, The Brighton Buzz, Internet blogs, Facebook pages, etc.).
  2. Provide backgrounders, images and releases.
  3. Offer annual marketing workshops and training to non-profit arts groups on free/low-cost marketing and promotion techniques and the use of the Brighton Arts, Cultural and Tourism website.
  4. Increase promotion of low-cost and free events on the Arts, Cultural and Tourism website and PR.
  5. Create online, real-time database in Brighton Arts, Cultural and Tourism website (of arts media contacts, events and deadlines) and tap into other useful data bases.
  6. Develop a Passport for the Arts with diverse, discounted opportunities among multiple organizations and coordinate with non-profits who increase access to children, seniors, and disadvantaged.
  7. Enhance the Brighton Arts, Culture, and Tourism (BACT!) web pages, on-line guidebook, and training. Further develop mobile capabilities.
  8. Promote best practices and new tools for collaborative marketing (list-sharing, cross-promotion, etc.) with non-profits, agencies, and creative industries.
  9. Develop an integrated local/virtual gallery with a guide and shopping capability on website and social media.
  10. Launch a “Did You Know” arts education program designed to educate people about existing cultural programs and educational opportunities through partnerships with media and civic organizations.
Objective 3: Minimize barriers (cost, travel, etc.) to cultural access for all area residents.

CREATIVE STRATEGIES:
  1. Bring more performances and programs to the BCIA.
  2. Advocate full access for residents to the arts and culture events in the community and at all venues where SCFD supported programming is presented.
  3. Support and advocate for community centers (such as Eagle View Adult Center, Brighton Recreation Center, and the Boys and Girls Club) to increase community-centric cultural activities for children and adults. Implement through an integrated approach in City Wards, Home Owner Associations (HOAs), neighborhoods, and communities.
  4. Work with neighborhood organizations and HOA's to plan their own creative activities and public art providing toolkits and standards.
  5. Work with the SCFD to gain universal equal access for all Adams County residents. Track and document (with cooperation from SCFD, Adams County, and other municipalities) to electronically capture cultural events county-wide. Share access via a variety of media channels including cable and the Internet.
  6. Set access goals for visual, performing, and language arts by age groups and other segmentation.
  7. Measure the degree of access being achieved against the goals. Use technology to more effectively provide general access and engagement.
  8. Evaluate alternative ways to achieve the goals.
  9. Partner with non-profit groups serving youth, seniors, and adults to arrange transportation to and from cultural events (especially nighttime events as Eagle View Adult Center does).
  10. Measure, evaluate, and then establish incremental goals for the number of ticket giveaways to performing arts events for military, senior and under-served populations.
  11. Encourage arts providers’ participation in public transportation planning.
  12. Work with RTD to provide evening and weekend bus/train service and encourage cultural providers plan for public transportation options for events.

Objective 4: Measure and track public participation and integration in cultural programs.

CREATIVE STRATEGIES:
  1.  Increase arts/design representation on community-planning boards/commissions/ committees (such as Brighton Urban Renewal Authority, Brighton Downtown Partnership, Brighton Economic Development Corporation, Brighton Historical Preservation Commission, Brighton Lodging Tax Advisory Committee, (Brighton) Brighton Planning Commission, Brighton Chamber Non-Profit Council, etc.)
  2. Ensure residential and commercial developments include public spaces that can be used for arts and cultural activities (such as concerts in parks and public art).
  3. Develop a Public Art plan and standards for BCIA to be incorporated in this plan and coordinate with the Adams County Visual Arts Commission program.
  4. Advocate for financial planning specific to the cultural assets and resources needed for the use and enjoyment of the community.
  5. Survey arts providers and their data collection methods, and educate them on the need for reporting attendance, outreach activities, revenue, and expenses.
  6. Share data from SCFD applications and collect relevant data (including budgets and revenues of the arts) from City, County and State agencies, etc.
  7. Provide access to an annual voluntary, creativity growth-measurement program for children and adults annually. Compare this program against national norms.
  8. Provide training for cultural leaders on measurement indicators and data collection activities.
  9. Share cultural data trends and identify needs and opportunities at annual leadership events of arts and culture providers.
  10. Identify neighborhood locations suitable and amenable to work with groups wanting to start new cultural activities (such as library branches, Boys and Girls Clubs, churches, schools, etc.).

GOAL 2: INTEGRATE THE ARTS AND CULTURE INTO THE SOCIAL, ECONOMIC AND CIVIC FABRIC OF THE BCIA.

Objective 1: Develop affordable and accessible venues and facilities.

Strategies:
  1. Collaborate with leading community organizations and other municipalities to build private/public relationships in order to expand artistic offerings in non-traditional venues.
  2. Support Brighton youth groups’ cultural development-related initiatives.
  3. Partner with, and provide management assistance to the Adams County Historical Museum, City of Brighton commissions, and other entities on art and culture projects, history on loan, art-and-object event curation, art preservation, etc.
  4. Develop new venues and opportunities for visual artists to exhibit work.
  5. Seek funding for improvements to City-owned buildings to extend their purpose.
  6. Create an outdoor venue accommodating 800-plus attendees for performances.
  7. Build a quality indoor, mid-size conference/performing arts venue with a seating range of 750-1,200.
  8. Develop creative cultural uses for historic and contemporary places. 9. Develop three new versatile performance spaces within new or existing spaces throughout the community with affordable seating for 50-200 people for arts and cultural events.
Objective 2: Identify the arts and culture sector as an economic driver.

Strategies:
  1. Grow creative industries and foster creativity in our schools and community
  2. Procure Cultural Vitality Index Data from Western States Arts Federation to benchmark the creative economy against regional cities.
  3. Participate in the Arts & Economic Prosperity IV study through Americans for the Arts.
  4. Include a cultural representative on Economic Development Corporation familiarization tours of the region, Brighton Chamber of Commerce, realtor groups, etc.
  5. Track number of primary jobs in the arts/creativity and non-primary creative-valuing jobs and publicize with Quality of Life Indicators.
  6. Create Cultural Arts Districts to seek Colorado Cultural Industries grant(s) and training.
  7. Attract and link to Colorado Creative Industries statewide initiatives to grow creative industries.
  8. Measure and track arts and cultural-related investments and non-profit funding
  9. Launch targeted creative industries recruitment plan for companies and individuals.
  10. Create a toolkit of links and text for economic development departments of Adams County and all municipal governments to link to our BACT! website.
Objective 3: Affirm culture, identity and heritage while encouraging the development of a shared forward looking community culture.

Strategies:
  1. Create a cultural tourism task force to better promote the region’s arts and cultural heritage to visitors.
  2. Support the business plan of the Adams County Historical Museum to ensure that it remains open with new and ongoing programming.
  3. Identify opportunities to partner with the Brighton Historic Preservation Commission and other non-profits in artifact loan and access programs.
  4. Work with Wards and surrounding communities on public art needs and integrated plans.
GOAL 3: STRENGTHEN AND EXPAND ARTS AND CULTURE LEARNING.

Objective 1: Strengthen K-12 arts curriculum through community support.

Strategies:
  1. Facilitate volunteering and partnering in arts education
  2. Publicize benefits of arts education (such as lower dropout rates and higher academic achievement, and improved creativity scores and quality of life).
  3. Assist all schools in BCIA to align local curriculum with state requirements for mandatory arts education (Colorado Academic Standards) by using community cultural resources.
  4. Enhance and track programming that brings students out of the classroom and into performance venues (such as concerts and theatrical performances at the Arvada Center for Arts and Humanity, field trips to the Denver Art Museum, art Galleries and other regional/local venues etc.).
  5. Document, share, and celebrate student achievement in the arts (County Fair ribbons, etc.) and voluntary measurement of creativity (Torrance Tests of Creative Thinking, cultural intelligence quotient-CQ scores, etc.)
  6. Add an online guide to the Brighton Arts, Cultural and Tourism website to the arts education services of all school districts within the Area as a tool for parents making enrollment decisions.
  7. Connect artists to schools in rural areas of the counties as Artists in Residence.
  8. Create system to connect artists and arts organizations to home-school groups to ensure home-schooled students have access
  9. Develop after-school arts learning programs with area Boys and Girls Clubs, Brighton Housing Authority, day care organizations and provide scholarships and mentors
Objective 2: Enhance higher education and adult education in Arts and Culture.

Strategies:
  1. Increase educational components and hands-on learning. Provide cultural heritage recognition and education at festivals and community arts activities.
  2. Ensure greater access to arts activities via Eagle View Adult Center, Brighton Housing Authority, Brighton Recreation Center, elder care facilities, etc.
  3. Track and incrementally grow arts-learning participation (visual art classes, enrollment in choral groups, etc.)
  4. Work with higher education institutions to expand creative leadership workshops
GOAL 4: FOSTER THRIVING ARTS ORGANIZATIONS.

Objective 1: Enhance the sustainability of existing cultural organizations.


Strategies:
  1. Survey arts organizations for status, needs, current mission, funding, challenges, etc.
  2. Prioritize the needs of the area and the needs among organizations, and advocate to all organizations (City, Region, State, and Federal governments, businesses, nonprofits and individuals who can fill those needs).
  3. Conduct training and workshops for effective management and developing and maintaining plans.
  4. Create arts and culture volunteer database and network.
  5. Expand networking opportunities for Arts supporters and providers to encourage collaborations.
  6. Create case-studies to serve as models of effective collaborations.
Objective 2: Create sustainable funding for cultural organizations.

Strategies:
  1. Work with Brighton City Council to form a BCIA Commission with a mission to provide advice to City Council regarding consolidated annual cultural budget, leadership and coordination of city staff, the non-profits, and grass roots culture groups in the BCIA and other entities with the assistance of the Brighton City Office of Arts and Culture.
  2. Launch Colorado Gives in collaboration with Brighton Legacy Foundation
  3. Encourage workplace giving and corporate philanthropy for arts and culture.
  4. Prepare an annual “State of the Arts” report for BCIA and a social occasion for funders/donors and non-profits.
  5. Coordinate full participation in SCFD funding to city agencies (Office of Arts and Culture, special events, etc.) and the Lodging Tax Advisory Committee, collaborative strategies for GOS and project funding, visual (public) art) and facilitate partnering and assisting in qualifying non-profits as 501 C 3 designations, preparing proposals, and providing financial and management mentoring.
  6. Coordinate cultural programming among organizations (such as the heART of Brighton, BCAC, Brighton Music, Platte Valley Players, Brighton Eye for Art, the Art Awareness Committee, Main Street Creatives, and others in BCIA) to fully address the needs for cultural programming in the area and to structure them for maximum effectiveness.
  7. Conduct continuing research to develop, qualify, and fund cultural district(s).
  8. Advocate to all sources for funding of cultural service providers in BCIA (municipal investment should be competitive with other communities) to outperform the region.
Objective 3: Foster coordination, cooperation and missions of cultural organizations.

Strategies:
  1. Encourage sharing of missions, visions, plans, surveys, training, and access to funding sources.
  2. Identify unfilled needs and opportunities.
  3. Coordinate training, classes, and related schedules.
  4. Facilitate a quarterly roundtable of Arts and Culture clubs and other groups &and organizations encouraging networking, sharing of ideas, and resources.
GOAL 5: SUPPORT CREATIVE INDIVIDUALS AND ADVANCE ARTS LEADERSHIP.

Objective 1: Recognize and support creative individuals.

Strategies:
  1. Create LOCAL comprehensive job listings and classifieds for creative industries and creative economy positions, and post on the Brighton Arts, Cultural and Tourism website.
  2. Provide training and marketing opportunities for individual artists.
  3. Expand BACT database of individual artists in BCIA.
  4. Create the virtual gallery on the BACT Website.
  5. Grow and support artist guilds.
  6. Grow financial support for individual artists, virtual galleries, registration, awards, etc.
  7. Better coordinate with existing organizations and individuals to assist emerging artists to create collaborating incubation opportunities.
  8. Provide incubators to support mentoring, collaboration, and brain-storming sessions.
  9. Provide access to creative Regional, State, and National databases for emerging artists.
Cultural Strategic Plan Survey Results

Shall we tell the Brighton story of the positive impacts of arts, culture & creativity?

CSP Survey Results

Shall we develop, expand & maintain the Cultural Strategic Plan by growing a city wide directory of resources and vendors as well as highlighting happenings, events & programs on the Brighton Arts, Culture & Tourism website (www.brightoncoARTS.org)?

Cultural Strategic Plan Survey

Are you interested in learning to develop and create sustainable funding from local, regional, state and national resources?

Cultural Strategic Plan Survey

Shall we create accounting, grant writing, and training opportunities for clubs, groups & organizations who are interested in securing grants from local, regional, foundations, and state & national agencies?

CSP Survey Results


Shall we recognize and celebrate the disciplines and genres of Arts & Culture (Creatives) in the many creative elements within our community?

CSP Survey Results

Shall we enhance access to adult & higher education with cultural and creative opportunities and strengthen the pathway for creative employment?

CSP Survey Results

Shall we increase opportunities for accessible spaces for artistic & creative professionals to work & perform?

CSP Survey Results

Shall we develop and mentor the next generation of cross-sector leadership for arts, culture & creativity in the community?

CSP Survey Results

Shall we organize arts supporting leaders and elected officials annually to advance arts-centered recognition, policies and practices?

CSP Survey Results
Phase 2
2015 Implementation Plan
“CREATIVE BRIGHTON”


Cultural Strategic Team 2014–2015

Cultural Strategic Team

2014 Cultural Strategic Team

2015 Cultural Implementation Teams

Cultural Advisory Group
IMPLEMENTATION TIMELINE
for the CULTURAL STRATEGIC PLAN of BRIGHTON


Please Note: These are placeholders, as the schedule is not fully developed.

January 2015
Plan becomes available on website, along with volunteer signup tools; plan is unveiled at news conference.
January 2015
Email draft Cultural Strategic Plan (CSP) to EDC, Lodging Tax Committee, and Brighton Cultural Nonprofits.
February 2015
BCAC/CULTURAL TEAM formed, with leaders identified, grant strategies and cooperation, volunteer recruitment ongoing.
Through April 2015
Presents the Cultural Plan to Arts groups, City Councils, civic groups and municipalities, and departments.
Present the Cultural Strategic Plan to City Council, arts groups, civic groups, various city departments, and interested municipalities.
June 2015 The 1st Annual Arts & Culture Educational Conference, to be held at the Armory, Brighton, Colorado.

Ongoing, beginning in 2015
New: Goal & Objective Review Committee
*The Goal & Objective Review Committee of the Cultural Team meets a minimum of twice per year to review progress, and achieving the goals and objectives.
*Review opportunities for integration with other goals and other community efforts review timelines, and offer assistance. *Goal & Objective Review Committee will provide a brief written report twice per year, in March and September, documenting progress implementing the CSP.

Ongoing, beginning in 2015
BCAC / Cultural Team

The Cultural Team meets 12 times per year to review implementation plan progress reports.
**The team organizes an annual spring and fall to share progress, seek alignment, celebrate successes, and identify needs and shortcomings. After the annual gathering, the Cultural Team prepares a public annual report on Cultural Strategic Plan progress.
Supporting Documents

  • Colorado Creative Industries – Colorado’s Newest “Key Industry– The Creative Industry
  • Americans for the Arts – 10 Reasons to Support the Arts
  • How to Utilize an Advisory Board
Colorado Creative Industries4 – Colorado’s Newest “Key Industry–The Creative Industry”


Colorado Creative Industries
4 Excerpt from Colorado Office of Economic Development and International Trade, “Creative Industries” web page, “Creative Industries,” Retrieved 11/04/14 from: http://www.advancecolorado.com/key-industries/creative-industries


Americans for the Arts – 10 Reasons to Support the Arts

10 Reasons to Support the Arts
How to Utilize an Advisory Board
May 21, 2012 by Ellis Carter

An advisory board is a group of talented, experienced, wealthy, or otherwise influential individuals who are invited to provide ongoing advice and support to a nonprofit’s Board of Directors. Members of an advisory board are not typically current members of the Board of Directors, but are volunteers with a passion for the nonprofit who can provide valuable assistance and advice to the governing Board.

One example of this approach is the formation of a fundraising advisory board or campaign cabinet whereby members are asked to endorse the campaign and make introductions to potential donors. Another example is an honorary board whereby exceptional former chairs, founders, donors and others can remain connected to the organization long-term. The third is specific teams of advisory such as legal, accounting, marketing, etc, gather to share advice with the overall organization(s).

To properly create and utilize an advisory board, we recommend nonprofits take the following steps:

Develop a written description of the responsibilities of the advisory board members as well as how often it will meet, length of terms, etc.

If an advisory board position is meant to be an honor rather than a position with an active role advising the nonprofit, make sure this is clear to all members in the beginning.

Assign a liaison between the advisory board and the Board of Directors. This may include designating a board or staff member as to attend advisory board meetings and make reports to the Board.

Don’t establish an advisory board if you cannot commit the time to preparing for effective advisory board meetings and to making the experience meaningful and rewarding for members. Otherwise, advisory board members may feel ignored or superfluous.

Ellis Carter is a nonprofit lawyer licensed to practice in Washington and Arizona. Ellis advises tax-exempt clients on federal tax matters nationwide.

** Filed Under: Advisory Boards, Governance
Read more: http://charitylawyerblog.com/2012/05/21/how-to-use-nonprofit-advisory-boards/#ixzz3BF31EVnw
APPENDICES

Colorado’s Key Industries –Creative Industries (Full Article)
Colorado Office of Economic Development and International Trade web pages,
http://www.advancecolorado.com/key-industries/creative-industries

Key Findings from the “State of Colorado’s Creative Economy.”
Colorado Council on the Arts (2009, February), Colorado: State-of-the-Art,
www.rtsinc.org/publications/documents/COFindings.pdf

The Role of Arts in Economic Development
Colorado Business Committee for the Arts,
http://artsbiz.org/wp-content/uploads/2011/08/Arts-in-Eco-Devo.pdf