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Imagine Maryland:

A Renewed Strategic Plan for the Arts 2014-2019


Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 A Message from Governor Martin O’Malley . . . . . . . . . . . . . . . . . . . . . . . . . . .4 A Letter from the Chair and Executive Director . . . . . . . . . . . . . . . . . . . . . . . .5 Assessment and Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Accountability for Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Imagine Maryland’s Major Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Imagine Maryland: A Renewed Strategic Plan for the Arts, 2014-2019 . . . . .10 Our Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Our Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Our Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Our Goals Goal 1. Strengthen Maryland arts organizations . . . . . . . . . . . . . . . . . .13 Goal 2. Honor and support Maryland artists . . . . . . . . . . . . . . . . . . . . .17 Goal 3. Cultivate creativity through lifelong arts education . . . . . . . . . .20 Goal 4. Encourage equitable access to artistic experiences statewide . .25 Goal 5. Employ the arts as drivers of creative economies and placemaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Goal 6. Advance MSAC’s capacity to serve Maryland citizens and communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 MSAC Core Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

Cover: Sweet Heaven Kings in performance at the Annual Maryland Traditions Folklife Festival in Highlandtown Arts & Entertainment District, Baltimore. Facing page: Pattern Pinning by Piper Shepard, 2012 Individual Artist Award recipient (Crafts).

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Imagine Maryland, the Maryland State Arts Council’s 2009-2013 strategic plan, effectively guided state policy and programs even through the unanticipated recession of 2008-2009. Imagine Maryland: A Renewed Strategic Plan for the Arts 2014-2019 reaffirms the core mission and values of the earlier plan while responding directly to significant changes in demographics, audience behavior, technology and the economy. Within the time span of this five-year plan, the Maryland State Arts Council (MSAC) will celebrate 50 years of service to the citizens of Maryland. Fittingly, this renewed strategic plan holds MSAC accountable to its enduring principles and to respond to unknown future transformations.

Polling affirmed six in ten Marylanders feel the arts touch their lives, an affirmation of the arts’ impact and a challenge to reach even more. Nine in ten residents agree that the State of Maryland and local communities should encourage art and creativity and should encourage our children to imagine and be creative. This plan confirms the state’s commitment to the power of the arts to enhance learning, improve lives, build communities, create jobs and improve quality of life.

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Dear Friends: Marylanders are among the most creative, talented and educated people anywhere in America. All across our state, families and communities continue to gather to embrace the arts and share in the excitement of concert series, film festivals, exhibits, readings and shows. Under the guidance of the Maryland State Arts Council, we embrace the arts as both an immeasurable joy to our people and a key economic driver for our state. To that end, Imagine Maryland: A Renewed Strategic Plan for the Arts 2014-2019 charts a course that builds on past success and reaches even further toward catalyzing the arts for economic development, individual enrichment and community revitalization. Our investments in the arts pump more than a billion dollars into our economy each year, support more than 11,000 jobs, and generate $37.8 million in tax revenue.1 And, the arts are inextricably connected to our future, and to our entire mission statement, which is strengthening and growing the ranks of an increasingly diverse and upwardly mobile middle class. Thank you to the arts organizations, cultural institutions and many dedicated advocates and artists for your continued partnership. Through your support, we continue to develop and promote vibrant centers of commerce, culture and creativity across our state. Sincerely,

Martin O’Malley GOVERNOR

1

The Economic Impact of the Arts in Maryland: FY2011.

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Dear Friends, On a five-year basis, the Maryland State Arts Council (MSAC) pauses to examine the overall vitality of the arts across Maryland. Amidst change, how are the arts positioned to best serve the people of our state? And in turn, how can MSAC programs and leadership respond to the opportunities and challenges faced by the artists, educators, organizations and communities of our state? We are grateful for support from the Maryland artists, educators, organizations and community leaders whose experiences and commitment to the arts was integral to the development of this shared plan. Beyond lively discourse with our partners throughout the state, we sought feedback and gathered ideas through an online opinion survey and commissioned a statewide poll to learn more about how Marylanders relate to the arts. Now, we are pleased to share with you the results of this assessment: Imagine Maryland: A Renewed Strategic Plan for the Arts 2014-2019. This renewed strategic plan builds on the strength and success of Imagine Maryland 2009-2013, while responding directly to significant changes in demographics, audience behavior, technology and the economy. In Maryland, we are fortunate to have such strong support for the arts—not only from our citizens, who overwhelmingly value and engage with the arts, but from our partners and grantees, whose work enriches the people, places and innovative spirit of our state. And finally, from Governor O’Malley and the General Assembly, who recognize the importance of the arts to economic growth and the continued prosperity of our great state. Together, with our partners and guided by this renewed plan, we look forward to building on success for years to come. Sincerely,

Theresa Colvin

Barbara Bershon

EXECUTIVE DIRECTOR

CHAIR

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Clockwise from top: Yardslippers, a local bluegrass band, plays on the street at Mayfest in Frederick Arts & Entertainment District, photo by Doug Via; 107 Degrees by Jennifer Bishop, 2012 Individual Artist Award recipient (Photography); Margate by Jim Burger, 2012 Individual Artist Award recipient (Photography); Frederick Reads presents author Will Allen to an audience of 400 at Frederick Community College’s JBK Theater. Page 9: Badlands Sky 3 by Shawn Hutko, 2012 Individual Artist Award recipient (Photography).

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The strategic planning process engaged a Planning Committee of MSAC Councilors and the full board and staff in two planning retreats, extensive public input and a team of planning consultants. The MSAC conducted a comprehensive assessment, which included surveys and regional meetings of MSAC constituents that sought advice from artists, arts organization leaders, educators and their allies, as well as a random-sample poll of Maryland citizens.

Planning methods • Planning Committee meetings • Initial MSAC Council and staff planning retreat with national perspectives from Jonathan Katz, National Association of State Arts Agencies (NASAA) Executive Director, to define critical issues and plan constituent input • Six regional community meetings with more than 170 constituents throughout Maryland • Online survey completed by more than 600 MSAC constituents • Telephone poll of 800 Maryland citizens • Analysis of Cultural Data Project financial data for 100 Maryland arts organizations • Concluding retreat to resolve planning questions and affirm priorities • Public review and comments on the draft of the 2014-2019 plan In keeping with the MSAC commitment to transparency and accountability, all assessment reports are available at www.msac.org. While surveys and public opinion polls were anonymous, community meeting participants are listed at www.msac.org.

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Annually, the Maryland State Arts Council updates a 12-month operational plan with specific actions and measurable outcomes. MSAC tracks trends and impact with the Cultural Data Project, annual economic impact studies and fiscal impact studies of Arts and Entertainment Districts. Constituent feedback helps the agency be responsive. Each year, the MSAC staff and board evaluate the prior year’s goals and resulting accomplishments. While the plan projects specific outcomes, achievement of some results depends upon available resources and the support of partners. The plan is flexible so MSAC can be responsive to unforeseen opportunities and challenges. A key strategy is to engage with public and private sector partners to respond to opportunities and needs and achieve an impact beyond the capacity of MSAC alone.

MISSION: ultimate purpose, why MSAC exists

VISION: the ideal future state of the arts in Maryland

CORE VALUES: principles that guide MSAC policy, plans, programs and decisions

OUR APPROACH: overall methods that advance MSAC’s strategic plan

GOAL: an end that MSAC strives to attain; broad statements that describe long-term results

ASSESSMENT FINDINGS AND RATIONALE: summaries of constituent input

OUTCOMES: the results MSAC expects to see achieved within the strategic plan time frame (2014-2019)

STRATEGIES: specific methods to accomplish outcomes and advance goals

PERFORMANCE MEASURES: specific indicators or evidence collected through evaluation to determine the extent to which outcomes are achieved (detailed in staff action plans) MARYLAND STATE ARTS COUNCIL . 8


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To encourage and invest in the advancement of the arts for the people of Maryland.

Building upon a tradition of excellence, the Maryland State Arts Council will provide leadership that: •

Supports artists and arts organizations

Cultivates creativity

Communicates the value of the arts in shaping our distinctive cultural identities

Ensures access to arts experiences

Stimulates creative placemaking2 that encourages thriving communities

2“In creative placemaking, partners from public, private, non-profit and community sectors strategically shape the physical and social character of a neighborhood, town, city, or region around arts and cultural activities. Creative placemaking animates public and private spaces, rejuvenates structures and streetscapes, improves local business viability, and public safety and brings diverse people together to celebrate, inspire, and be inspired.” National Endowment for the Arts’ white paper “Creative Placemaking,” 2010, Ann Markusen and Anne Gadwa.

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EXCELLENCE in artistic practice and expression

ACCESS to the arts and to the Arts Council for every citizen of our state

INCLUSION of diverse voices that reflect the people of Maryland

INTEGRITY in policy development and program implementation ensuring fairness and equity

Communicate the public value and impact of the arts for Maryland citizens and communities

Enhance resilience and effectiveness of artists, arts organizations and the MSAC

Help arts organizations adapt to changing technologies, demographics and audience participation

Extend MSAC impact through strategic alliances

1.

Strengthen Maryland arts organizations

2.

Honor and support Maryland artists

3.

Cultivate creativity through lifelong arts education

4.

Encourage equitable access to artistic experiences statewide

5.

Employ the arts as drivers of creative economies and placemaking

6.

Advance MSAC’s capacity to serve Maryland citizens and communities

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1

While Maryland arts organizations still struggle through a slow economic recovery, the 2013 constituent assessment found many are stronger, optimistic and growing again. Arts organizations highly value the unrestricted operating funds that sustain them through difficult times and inspire private support. Arts leaders want to learn from each other and industry experts to adapt to changing conditions. Arts organizations are challenged to respond to changing demographics—increasing diversity, aging audiences and artists and younger audience preferences. Many arts organizations help bridge racial/ethnic divisions. Arts leaders also want help adapting to dramatic changes in communications and technologies.

Thaw by PEARSONWIDRIG, 2013 Individual Artist Award recipient (Choreography), photo by Tom Caravaglia.

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Arts Organization Outcomes and Strategies 1.1 Arts Organizational Support:

Aim to support 10 percent of operating budgets for organizations achieving high standards within the Grants for Organizations program

Maintain fair, efficient and transparent grants-making

Continue to partner with Maryland Office of Tourism Development to brand and market Maryland as a cultural destination

1.2 Organizational Resilience: •

Explore innovative funding models that encourage experimentation and risk-taking

Develop and support technical assistance programs to build arts organizations’ infrastructure and reinforce resilience

Convene forums to share best practices and learn from peers

Support constituent effectiveness by communicating opportunities, success stories and best practices

Help arts organizations understand the need to diversify and balance support beyond public funding to include the private sector

1.3 Diversity and Inclusion: •

Help constituents learn about diversity, demographic trends (local, regional and national) and best practices

Showcase organizations and programs that successfully embrace diversity

Continue to model diversity in MSAC program and management practices

3Diversity includes but is not limited to age, race, religion, national origin, sexual orientation, disability and/or income.

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Clockwise from top: Everyman Theatre’s red carpet grand re-opening in Bromo Tower Arts & Entertainment District, photo by Stan Barouh; St. Mary’s College of Maryland’s River Concert Series, photo by Eric Heisler; Metropolitan Ballet’s 24th Annual production of The Nutcracker; Folkloric dancer performs at Common Ground on the Hill’s Roots & Music Arts Festival at the Carroll County Farm Museum, photo by Pamela Zappardino.

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2

Maryland artists are at the heart of the creative sector. Some artists are seeing more opportunities, but it is still difficult for many to earn a living as much has changed in consumer behavior, technology and the marketplace. Artists value direct funding and recognition, as they help to connect presenters, audiences, buyers and consumers. Recognition from MSAC helps validate artists and their work. Communities value artists for the vitality and economic impact they bring and for the strong arts and cultural traditions that thrive throughout the state.

Piedmont Blues harmonica virtuoso Phil Wiggins at the Annual Maryland Traditions Folklife Festival, photo by Edwin Remsberg.

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Clockwise from top: Untitled by Lars Westby, 2012 Individual Artist Award recipient (Crafts); Scranton Lace #4818 by Michael Borek, 2012 Individual Artist Award recipient (Photography); Peonies by Peter S. Dudley, 2012 Individual Artist Award recipient (Crafts); Second Thought by Jinchul Kim, 2013 Individual Artist Award recipient (Painting).

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Honor and support Maryland artists

Maryland Artist Outcomes and Strategies 2.1 Artist Support: •

Advance the Individual Artist Awards program to represent the diversity of art forms in Maryland

Encourage artists from underserved communities

Raise the profile of Maryland artists

2.2 Artist Work: •

Promote opportunities for artist marketplaces

Link artists with technical assistance

Explore innovative ways to support artists that encourage resilience, experimentation and risk

Raise artist visibility in creative placemaking and economic development

2.3 Folk and Traditional Arts: •

Support traditional artists through Maryland Traditions program, grants and awards

Advance partnerships to develop public programs and events that share living traditions and folk arts

Establish the Maryland Folklife Archive in partnership with University of Maryland, Baltimore County (UMBC) for the showcase and study of Maryland folk and traditional arts

Develop a framework for the creation of a Maryland Folklife Center

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The assessment identified arts education among the highest priorities— in school, out of school and in communities. Arts leaders advocate for comprehensive arts education to be a priority and accessible to every Maryland student. Research in a range of fields including neuroscience and behavioral psychology demonstrates that arts and creativity enhance learning and the lives of people of all ages.4 Further, arts learning develops the innovative workforce and informed electorate that Maryland needs. Arts organizations and teaching artists complement classroom teachers to achieve student learning outcomes. Maryland arts presenting and producing organizations, county arts councils and artists are actively engaged in arts education. Schools, however, even those committed to arts education, are constrained by limited instructional time and funds.

4Limb Charles J. (2006). Structural and functional neural correlates of music perception. Anat Rec 288A(4):435-446; Pink, Daniel H. (2006). A Whole New Mind: Why Right-Brainers Will Rule the Future, Penguin Group; Mariale Hardiman, Brain-Targeted Teaching for 21st Century Schools (Corwin Press, 2012); Neuroeducation: Learning, Arts and the Brain (The Dana Foundation, 2009); and Connecting Brain Research with Effective Teaching: The Brain-Targeted Teaching Model (Rowman & Littlefield Education, 2003).

Student of Maryland Hall for the Creative Arts’ Community Art Reach program.

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Education Outcomes and Strategies 3.1 Opportunities for Arts Learning: •

Provide grants for artists to perform in schools

Provide grants to schools for workshops, residencies and performances

Convene arts educators

Advance art integration efforts through support of Maryland Artist/ Teacher Institute (MATI) and Teaching Artist Institute (TAI)

Support professional development opportunities for teaching artists and educators

3.2 Public Support:

Partner with Arts Education in Maryland Schools Alliance (AEMS), an MSAC initiative

Encourage grantees to evaluate arts programs’ impact on student learning

Inform constituents of current research findings on effective arts education

Share Maryland success stories and national best practices

3.3 Community Arts Education: •

Support community arts education for all ages with grants, information and networking

Promote arts learning beyond the classroom

Promote and support arts programs designed for aging populations

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Clockwise from top: Young Audiences for Learning clay artist Amanda Pellerin helps students to create a ceramic mural that is now displayed at their school, Arnold Elementary; Slice (detail) by Susie Brandt, 2012 Individual Artist Award recipient (Crafts); Spring 2013 performance by the Bright Lights of Glenelg High School, a musical theatre program for students with developmental disabilities led by Columbia Center for Theatrical Arts, photo by Anne Dransfield; 2013 Maryland Poetry Out Loud champion Blessed Sheriff of Richard Montgomery High School, photo by James Kegley.

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4

Public polling found that six in ten Marylanders are touched by the arts and more than a quarter see themselves as active or aspiring artists. The people of Maryland want to participate actively in the arts. The assessment found that citizens in all parts of the state seek access to quality artists and arts programs. The state and local arts council partnerships provide the critical local-level assistance to small organizations and programs that allows more people to engage with the arts. Local arts councils are important for local funding, programming, advocacy and networking. Rural arts organizations and underserved communities,5 especially, need state funding to ensure access to artists and arts programs.

5Underserved in Maryland may mean economically distressed communities in rural counties and urban districts, people with disabilities and culturally diverse populations.

Frostburg University’s Cultural Event Series presents the Maryland Symphony Orchestra, photo by Mike Cummins.

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Arts Access Outcomes and Strategies 4.1 Community Arts Development:

Plan with Community Arts Alliance of Maryland (CAAM) to increase local arts council capacity and responsiveness to local needs

Support the CAAM network

Maintain funds distribution and local autonomy policies that allow for responsiveness to community needs

4.2 Public Value: •

Partner with Maryland Citizens for the Arts and other stakeholders

Make the data-backed case for both economic and quality-of-life arts impact

Demonstrate social capital and creative placemaking power of the arts

4.3 Access to Maryland Artists: •

Advance the Maryland Presenters Network, Maryland Touring Grants and Maryland Touring Artist Roster

Address suburban, urban, exurban and rural differences and balance statewide recognition and funding

Encourage programs that reach underserved populations and communities

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Clockwise from top: Prince George’s Arts & Humanities Council presents Sacred Reflections, an exhibit at the University of Maryland’s David C. Driscoll Center for the Study of the Visual Arts and Culture of African Americans and the African Diaspora; Worcester County Arts Council’s Summer Arts Camp; Kent County Arts Council co-sponsored performance of the 100 Voices Choir, featuring special section The Holy Horns.

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5 Maryland artists and arts organizations enhance their communities in many ways. In particular, Arts & Entertainment (A&E) Districts and public art supported by MSAC build local economies and enliven public spaces. In these initiatives, art and artists are the core of community building and sustainable economic development. The assessment found that A&E Districts have increased the visibility and viability of local artists and arts organizations and are attracting artists and investments, proving themselves important for marketing Maryland communities. Communities that have engaged artists and other creative businesses as central strategies for creative placemaking, community building and economic development are seeing encouraging results. MSAC’s setting in the Department of Business & Economic Development (DBED) and close collaboration with the Division of Tourism, Film and the Arts (DTFA) positions the arts sector well as an integral partner in economic and community development.

Western Maryland Blues Festival in Hagerstown Arts & Entertainment District, photo courtesy of the City of Hagerstown.

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Goal 5.

Clockwise from top: Audience at the Annual Maryland Traditions Folklife Festival, Highlandtown Arts & Entertainment District, Baltimore, photo by Edwin Remsberg; Artist Christy Jones paints the local Main Street scene at the Paint Berlin plein air event, photo courtesy of the Worcester County Arts Council; “Art Lives Here” event in Gateway Arts & Entertainment District, Prince George’s County, photo by Anne L’Ecuyer; Cambridge Arts & Entertainment District’s annual Taste of Cambridge Crab Cook-Off & Festival.

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Employ the arts as drivers of creative economies and placemaking

Creative Economies and Placemaking Outcomes and Strategies 5.1 Arts & Entertainment Districts:

Enhance incentives that attract and retain artists within A&E Districts

Design and implement effective incentives for businesses and developers within A&E Districts

Assist A&E Districts in developing sustainable revenue sources

Improve effectiveness of A&E Districts through convening, training and evaluation

Leverage leadership and resources of DBED and DTFA to advance goals of the A&E Districts

5.2 Public Art: •

Strengthen administration and interagency coordination for the planning, siting and integration of artistic elements in all eligible state construction projects

Develop a state-wide public art master plan

Broaden MSAC’s reach in providing funding for public art and/or technical assistance

Acknowledge and encourage private sector investments in public art

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6

As the Maryland State Arts Council approaches its 50th anniversary in 2017, it celebrates a record of commitment to innovation, collaboration and leadership in the arts. The assessment found MSAC and its staff to be highly responsive and effective, yet challenged to respond to increasing demands for services. MSAC statewide leadership and funding catalyze local initiative and support for the arts. The agency commits to building and sustaining its capacity to provide effective and efficient Council governance, management practices, grants-making and communications so that MSAC may fulfill its mission.

Journeys of Imagination by Gary Lee Price, from the City of Gaithersburg’s Art in Public Places collection.

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MSAC Capacity Outcomes and Strategies 6.1 Staff Capacity: •

Streamline and automate more grants and administrative processes

Extend MSAC’s impact through strategic alliances

6.2 Advocacy and Outreach: •

Involve constituents in advocacy through partnerships with state and national advocacy organizations

Engage Council members as ambassadors to help extend MSAC’s statewide presence

Continue Council community engagement meetings

6.3 Communication: •

Employ both new and traditional communications media

6.4 Accountability: •

Annually update Action Plans

Annually monitor achievement of performance measures

Capitalize on CDP (Cultural Data Project) data to inform policy and programs

Revise strategies as needed

Renew formal strategic planning in 2018

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Clockwise from top: First Time Fusers Class at Art Glass Center at Glen Echo Park; Traditional dancer at the Taste of Wheaton Festival in Wheaton Arts & Entertainment District; Baltimore Book Festival, photo by Edwin Remsberg.

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MSAC Core Programs GRANTS FOR ORGANIZATIONS (GFO) provide unrestricted operating support to not-for-profit, tax-exempt organizations, as well as units of government. State dollars invested in these vetted organizations are in turn leveraged to attract private funding. COMMUNITY ARTS DEVELOPMENT (CAD) further extends the arts to all areas of the state through grants to Maryland’s 23 County Arts Councils and Baltimore City. ARTS IN EDUCATION (AiE) makes art accessible to students and teachers by providing grants for performances and teaching residencies for artists. The MSAC also administers Poetry Out Loud, a national poetry recitation contest, in Maryland. MARYLAND FOLKLIFE documents, promotes and sustains living traditions through Maryland Traditions, its statewide partnership initiative, as well as grants and the annual Achievement in Living Traditions and Arts (ALTA) Awards and Maryland Traditions Folklife Festival. ARTS & ENTERTAINMENT (A&E) DISTRICTS empower rural, suburban and urban localities with tax-related incentives to encourage artists, arts organizations and other creative enterprises to locate in targeted areas, promoting community involvement, tourism and neighborhood revitalization. INDIVIDUAL ARTIST AWARDS (IAA) honor and support artists’ creative contributions to the community. THE MARYLAND COMMISSION ON PUBLIC ART oversees the Maryland Public Art Initiative, which integrates public art enhancements into state-funded construction during the early stages of planning and development. MARYLAND PRESENTING AND TOURING supports Maryland professional performing arts organizations, artists and agents through the Maryland Presenters Network, Maryland Touring Grants and Maryland Touring Artist Roster. THE VISUAL ARTIST RESOURCE CENTER is an online registry that connects artists, curators, organizations, businesses, educational facilities and others that seek or offer visual and media arts services.

Facing page: Untitled by Patrick Joust, 2012 Individual Artist Award recipient (Photography).

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Acknowledgments

The Maryland State Arts Council, an agency of the Department of Business & Economic Development, Division of Tourism, Film and the Arts Martin O’Malley GOVERNOR Anthony G. Brown LIEUTENANT GOVERNOR Dominick E. Murray SECRETARY Hannah Byron ASSISTANT SECRETARY OF TOURISM, FILM AND THE ARTS Bill Pencek DEPUTY ASSISTANT SECRETARY OF TOURISM, FILM AND THE ARTS Maryland State Arts Council Barbara Bershon* CHAIR, ST. MARY’S COUNTY

Delegate Melony Ghee Griffith PRINCE GEORGE’S COUNTY

David W. Harp*

Carol Trawick*

DORCHESTER COUNTY

VICE CHAIR, MONTGOMERY COUNTY

Senator Richard S. Madaleno, Jr.

Lora Bottinelli

MONTGOMERY COUNTY

SECRETARY-TREASURER, WORCESTER COUNTY

William Mandicott* ALLEGANY COUNTY PLANNING COMMITTEE CHAIR

Carole Alexander

Shelley Morhaim

ANNE ARUNDEL COUNTY

BALTIMORE CITY

Eric Conway, D.M.A.

Susanna Nemes, PhD

BALTIMORE COUNTY

MONTGOMERY COUNTY

Nilimma Devi

Kathy O’Dell, PhD*

MONTGOMERY COUNTY

BALTIMORE COUNTY

Carla Du Pree

Sandy Oxx

HOWARD COUNTY

FREDERICK COUNTY

Susie Farr

David Taft Terry, PhD

MONTGOMERY COUNTY

PRINCE GEORGE’S COUNTY

Margaret Footner*

Gary Vikan

BALTIMORE COUNTY

BALTIMORE CITY

Nancy Graf ST. MARY’S COUNTY

*Strategic Planning Committee members The lists represent councilors, commissioners and staff who served full or partial terms during financial years 2013-2014.

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Maryland Commission on Public Art

MSAC Staff Theresa M. Colvin EXECUTIVE DIRECTOR

Catherine Leggett CHAIR MONTGOMERY COUNTY

Alejandro (Alex) Francisco Castro

Chatara Carroll OFFICE SECRETARY

Lucas Cowan PROGRAM DIRECTOR

BALTIMORE CITY

Carla Dunlap

Ann S. Coates

SENIOR PROGRAM DIRECTOR

WORCESTER COUNTY

Pamela Dunne

Lauren Dugas Glover

PROGRAM DIRECTOR

PRINCE GEORGE’S COUNTY

Joyce Faulkner

Jan Goldstein

ADMINISTRATIVE ASSISTANT

MONTGOMERY COUNTY

Amy Grossmann

Randall M. Griffin

PROGRAM DIRECTOR

HOWARD COUNTY

John Harris

Patricia Lewis Mote

ADMINISTRATIVE SPECIALIST II

ANNE ARUNDEL COUNTY

Camillia Johnson FISCAL OFFICER

Kate McMillan J. Rodney Little

COMMUNICATIONS MANAGER

MARYLAND HISTORICAL TRUST

Clifford Murphy

Senator Richard S. Madaleno, Jr.

PROGRAM DIRECTOR, MARYLAND TRADITIONS DIRECTOR

MARYLAND STATE ARTS COUNCIL

Edward C. Papenfuse STATE ARCHIVIST

Anne Klase OFFICE OF THE COMPTROLLER

Keena Stephenson EXECUTIVE ASSISTANT/COUNCIL LIAISON

Christine Stewart PROGRAM DIRECTOR

Amanda Wilson EX-OFFICIO MEMBER

Dr. William E. Kirwan PRINCE GEORGE’S COUNTY

ADMINISTRATIVE MANAGER

Planning Consultants Dr. Craig Dreeszen DREESZEN & ASSOCIATES

Elizabeth Gallauresi THE MODERN MUSE

Steve Rabbe OPINIONWORKS

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175 West Ostend Street, Suite E Baltimore, Maryland 21230

175 West Ostend Street, Suite E Baltimore, Maryland 21230

410.767.6555 MD Relay TTY: 1.800.735.2258 or 711

DEPARTMENT OF BUSINESS & ECONOMIC DEVELOPMENT Martin O’Malley, Governor | Anthony G. Brown, Lt. Governor If you need assistance using this publication, please contact the MSAC office at 410.767.6555 or TTY: 1.800.735.2258 or 711 for individuals who are deaf or hard of hearing. Individuals who do not use conventional print may contact the Maryland State Arts Council office to obtain this publication in an alternate format.

Profile for Maryland State Arts Council

Imagine Maryland: A Renewed Strategic Plan for the Arts  

The five-year strategic plan of the Maryland State Arts Council, an agency of the Department of Business and Economic Development, Division...

Imagine Maryland: A Renewed Strategic Plan for the Arts  

The five-year strategic plan of the Maryland State Arts Council, an agency of the Department of Business and Economic Development, Division...