Culture Connects 20/20

A Cultural Plan for the Dayton Region…

Strong, successful communities have several assets that support the quality of life for their residents. Those assets usually include a healthy and diverse base of employers that sustain a vibrant economy, local government that is well-run and able to plan for the future, good housing stock, a variety of quality educational offerings, along with other, often unique assets.
Among the qualities that the Dayton Region shares with virtually all viable communities is a strong historical base of arts, entertainment, education, and culture. Culture is often defined as a healthy environment for visual and performing arts, an arts environment closely tied to local education organizations – public schools, colleges, and universities – appropriate funding for the arts and cultural activities, top-notch forums and facilities for artists and arts organizations, and similar resources.
The Culture Connects 20/20 Plan engages partners and collaborators to build upon existing, and cultivate new, funding sources. This 10-year roadmap offers clear, achievable objectives and actionable steps to help shape the future of arts, entertainment, education and culture for the greater Dayton Region.
 Culture Connects 20/20
Read the Executive Summary


What’s Happened So Far:

July 2016:
$10,000 grant awarded to Culture Works from the Montgomery County Arts and Cultural District to be used to develop and disseminate communication vehicles to highlight Plan benefits to the region.

June 2016:
Art Works, affordable artist/creative housing in the historic Dayton Arcade to be completed by 2018, receives $20 million in funding through the efforts of city government, real estate developers, other business leaders, and creative professionals.
$15,000 grant awarded to Culture Works from The Dayton Foundation to develop an Arts Education Portal, contingent on securing the remaining funding.

May 2016:
Implementation Committee Meeting
A Communications Committee, consisting of marketing and communications professionals, meets with Culture Works to discuss messaging and marketing initiatives for CC20/20.
Culture Works researches and identifies various public funding model options to consider as conversations continue regarding an appropriate public funding model for our region.

April 2016:
An “Opportunities in the Arts” section is added to the Culture Works website to serve as a central clearinghouse in the Dayton Region for auditions, job opportunities, volunteer opportunities, etc.

March 2016:
Implementation Committee Meeting
Culture Works Board recognizes the need to integrate the work of Culture Connects 20/20 with the core programs of the organization. Developing a unified strategic plan is identified as a key organizational priority for the 2016-17 fiscal year.

February 2016:
Culture Works schedules and hosts the first meeting of the Arts Affinity Alliance, a new group of arts leaders from all across the Dayton Region.

January 2016:
Culture Works begins active participation with Americans for the Arts (AFTA) to facilitate the two-year Arts & Economic Prosperity 5 (AEP5) study, ongoing until June 2017. First phase: A year of working with cultural organizations in the four-county region (Clark, Greene, Miami, Montgomery) to distribute audience intercept surveys and capture financial information.

December 2015:
Announcement that Dayton will become a Levitt Pavilion Community by 2018, with the construction of an outdoor pavilion and 50 free concerts each year. Proximity to public transportation and free performances will provide access to diverse and underserved populations.
Culture Connects 20/20 Evaluation Framework completed.

November 2015:
Implementation Committee Meeting

September 2015:
Implementation Committee Meeting
Contract executed to serve as a study partner with Americans for the Arts for the two-year Arts & Economic Prosperity 5 study.

August 2015:
Culture Connects 20/20 Evaluation process underway. Committee chosen, meetings held.

July 2015:
Culture Connects 20/20 Implementation Committee meets–four additional meetings scheduled through May 2016.

June 2015:
Culture Works new staffing needs determined. Current staff member will move to the role of Director of Strategic Initiatives in July 2015 to spend 50% of time in support of CC20/20 Implementation. An additional staff member will be hired to fill the gaps left by this transition.

May 2015:
Contract executed with Robertson Consulting to provide oversight for the development of an evaluation process.
Meeting with Chairs of the Steering Committee who are transitioning to the new role of Implementation Committee Chairs to determine individuals to serve for one year on the Implementation Committee.

April 2015:
Culture Works hosts CC20/20 kickoff event to share the plan with the community and publishes the Executive Summary.
Culture Works holds a Board Retreat to determine CC20/20’s alignment with Culture Works’s mission and programs. Culture Works board votes to approve CC20/20 and the use of the plan’s framework to guide organizational decision-making to achieve identified goals. It is decided to establish an Implementation Committee with 25% of the committee Culture Works board members to guide this effort during the first year of implementation. Executive Summary document of CC20/20 designed and printed by Culture Works.