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Redefining the California Arts Council: A Dynamic Strategic Planning Process

Join this work session to learn about the strategic planning process for the California Arts Council. Gain insights into the research methodology, timeline, and role of council members. Contribute your input to shape the new vision, values, and strategic framework. Presented by Tamu Nolfo, PhD of Nolfo Consulting, Inc.

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Redefining the California Arts Council: A Dynamic Strategic Planning Process

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  1. The California Arts Council: A Strategic Framework Planning Process Care Professionals Presented By: Tamu Nolfo, PhD – Nolfo Consulting, Inc.

  2. Work Session Goals • Get to know one another • Planning process overview • Timeline for main phases • Highlight the research methodology and approach • Understand the role the CAC Council members can play • Gather initial input from CAC Council members

  3. A Little About Me California native Sociology B.A., Human Development Ph.D. Launched my consulting firm in 1996 Non-profits, government agencies, philanthropy, some for-profits Qualitative evaluation, strategic planning, coalition development, community engagement, training Cultural and linguistic competence, implicit bias, health equity Arts ally

  4. The California Statewide Plan to Promote Health and Mental Health Equity

  5. Project Purpose from RFP • ‘Break the mold’ for strategic planning and develop a new vision, values, and strategic framework that are forward-thinking, bold, innovative and dynamic • Addressing equity in all areas • Brand identity and messaging that are reflective of new strategic focus • Clear guide for choosing current and future courses of action, priorities, and policies for the CAC • Tool for both appointed Council Members and the state agency staff

  6. Five Main Phases • Research • Vision and Values Process • Strategic Framework • Brand Identity and Messaging • Final Presentation

  7. The thread between all five phases is an opportunity to critically examine how CAC can align its mission of “Advancing California through the arts and creativity” with its aspiration of making the arts an accessible, equitable reality for the diverse state of California.

  8. February – July 2019 Research

  9. April – August 2019 Vision and Values Process

  10. September - December 2019 Strategic Framework

  11. February – December 2019 Brand Identity and Messaging

  12. December 2019 – January 2020 Final Presentation

  13. What are the methodology and approach?

  14. Snowball Methodology Initiated with non-CAC affiliated-artists in underserved communities throughout California

  15. 24 Key Informant Interviews Representative of the diverse racial, geographic and socioeconomic statuses of California

  16. Key Informant Criteria • A mix of familiarity with the CAC • Various sectors and interests • Managed rapid expansion • Ability to provide insight into the critical issues facing the CAC (programs, management, funding) • Involved in equity • Involved in innovation • Cutting edge arts councils and commissions

  17. 4 Geographically Diverse Focus Groups Conduct 2 Telephone Think Tanks Opportunity to diversify the feedback that is received, and make those who participate feel like they are in a safe environment to give honest input Rural and urban focus

  18. Online and Mail-In Stakeholder Survey Invite Stakeholders to Submit Short Video Clips Broad opportunity for every stakeholder to provide structured and open-ended input Opportunity to express their desires for CAC’s vision and values

  19. Scan of Arts Councils and Commissions Nationally Identify innovative models and organizations Additional Informing Documents and Organizations Shed light on unique considerations for California’s diverse communities considering factors such as displacement, inequality, cultural diversity, community trauma, and rural vs. urban settings

  20. Facilitate In-Person Work Sessions with CAC Council and Staff Tentative Council Sessions: June 2019 Council Meeting – Vision & Value Statements September 2019 Council Meeting – Preliminary Findings January 2020 Council Meeting – Final Presentation

  21. What Role Can CAC Council Members Play? • Ambassadors for the process • Identify key informants • Identify innovative models and secondary data sources • Participate on the telephone think tanks • Actively serve in the process of drawing conclusions and recommendations from the findings in Council work sessions • Engage in updates from the Strategic Planning Committee National Quality Forum

  22. Guiding Questions • What has been your experience with strategic plans and the planning process? • To what extent have strategic plans (for CAC or other projects) met or fallen short of your needs? • What are the kinds of decisions that you make on the Council that would benefit the most from an updated strategic framework? • What other areas of the Council’s functioning would you like to have clarified? • Five years from now, what would you like to look back and see that the Council had accomplished?

  23. Thank You!

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