STRATEGIC PLAN 2024–2027
EMPOWER & ELEVATE OKLAHOMA’S VISUAL ARTS COMMUNITY CONTENTS MISSON, VALUES, & CORE CHALLENGE PRIORITY 1: ENHANCING ECONOMIC VIABILITY PRIORITY 2: ADVOCATING FOR THE VISUAL ARTS
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THE CORE CHALLENGE The creative ecosystem’s rapid evolution is impeding individual artists’ growth and the development of an equitable and sustainable arts community. How can OVAC effectively design and implement strategic initiatives to bridge the gap in workforce development and enhance advocacy efforts, thereby equipping Oklahoma’s visual artists with the necessary career-building skills and community recognition to thrive both creatively and economically within the state’s evolving art and cultural landscape?
OUR MISSION The mission of the Oklahoma Visual Arts Coalition (OVAC) is to grow and develop the Oklahoma visual arts community through education, promotion, connection, and funding. Founded in 1988, OVAC is a non-profit organization that supports visual artists living and working in Oklahoma, while promoting public interest in the arts and helping people of all ages understand the visual arts.
OUR VALUES OVAC firmly believes in the transformative power of visual arts and the impact it has on its artists and communities. At the heart of every decision lies a belief that: Art provides value. Art creates a positive economic impact. Art raises the quality of life. Art is essential. These values underscore OVAC’s commitment to championing the arts as a fundamental element of a thriving society.
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01: ENHANCE THE ECONOMIC VIABILITY OF OKLAHOMA’S DIVERSE VISUAL ARTS COMMUNITY Priority One
CURRENT STATE
In the current landscape, Oklahoma’s emerging and established artists find themselves navigating their careers amidst a significant gap in essential business and entrepreneurial skills. With its technological advancements and shifting consumer preferences, the rapidly evolving arts landscape continually redefines the norms of art creation, distribution, and consumption. Artists, while adept in their creative pursuits, seek to enhance their ability to manage the commercial aspects of their art, leading to a broader challenge in developing a diverse and economically sustainable arts community.
VISION STATEMENT
OVAC envisions a thriving arts community where artists are proficient in both their creative and professional endeavors. Artists will possess comprehensive business management, marketing, and financial planning knowledge, complementing their artistic talents. A well-connected arts community will prevail, providing ample opportunities for mentorship, professional networking, and collaborative projects, fostering a diverse and economically robust arts sector.
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OBJECTIVE 1.1 ENHANCE THE CREATIVE WORKFORCE Facilitate professional development among artists by providing resources that instill best business practices, ultimately impacting artists’ career success and financial sustainability. Research Question: What measurable improvements in business and entrepreneurial skills can artists achieve through OVAC’s programs?
TACTICS External • 1.1.1 Provide artists with access to financial resources and business development opportunities enabling them to carry out projects that contribute to advancing the creative workforce. • 1.1.2 Create a comprehensive on-demand digital platform offering resources, guides, tutorials, and webinars focused on business skills and entrepreneurship in the arts. • 1.1.3 Conduct regular learning opportunities covering essential business skills such as financial management, marketing, branding, and strategic planning. Internal • 1.1.4 Cultivate and maintain statewide artist relationships to discern the most effective resources for skill enhancement. • 1.1.5 Create metrics to assess gains in artists’ business and entrepreneurial competencies. • 1.1.6 Evaluate OVAC’s programs to determine those with the most significant impact on artists’ business development.
OUTCOMES Short-Term Artists demonstrate a significant increase in their understanding and knowledge of business principles, financial management, and marketing strategies. Medium-Term Artists consistently apply the business skills learned, leading to improved management of their careers, including more strategic marketing and financial planning. Long-Term The arts community witnesses a marked improvement in artists’ economic stability and success, attributed to the application of solid business practices and entrepreneurial skills.
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OBJECTIVE 1.2 ESTABLISH AND EXPAND SUPPORTIVE NETWORKS AND RESOURCES FOR ARTISTS STATEWIDE Build and broaden the availability of robust networks and resources, ensuring artists across Oklahoma have the support and opportunities needed to succeed and grow professionally. Research Question: What are the observable outcomes in local cultural development when artist’s professional networks are expanded within their communities?
TACTICS External • 1.2.1 Organize regional networking events for artists to build connections among peers, galleries, businesses, and arts supporters. • 1.2.2 Create and maintain digital networking strategies such as an online directory of artists, art services, and resources that are made available to artists across the state. • 1.2.3 Identify and develop collaborative opportunities designed to foster partnerships between artists and local businesses, non-profits, and government agencies. Internal • 1.2.4 Build OVACs network with artists and program partners across the state by identifying and cultivating relationships. • 1.2.5 Identify critical indicators of observable outcomes that occur when artists’ networks are expanded. • 1.2.6 Develop a longitudinal study that tracks artists’ involvement in and impact on communities over time.
OUTCOMES Short-Term Artists report feeling more connected and supported through increased participation in networking events, collaborative projects, and the use of digital platforms. Medium-Term Local community organizations, businesses, and civic leaders actively seek partnerships with artists, recognizing their value to the community and the local economy. Long-Term The arts community is visibly more robust and economically vibrant, with artists playing a central role in community life and local development.
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OBJECTIVE 1.3 ADVANCE MARKET ADAPTATION AND RESPONSIVENESS FOR ARTISTS Develop and implement targeted initiatives to equip artists with the skills and insights needed to navigate and thrive in the rapidly evolving market landscape. Research Question: How does this skill development impact their professional success and economic stability?
TACTICS External • 1.3.1 Communicate with artists about emerging trends in the market for artists to make informed business decisions. • 1.3.2 Develop and distribute resources on flexible business strategies for artists to navigate market changes. • 1.3.3 Encourage interdisciplinary and cross-sector projects to explore new markets and collaborative opportunities. Internal • 1.3.4 Provide opportunities for staff training to stay informed about emerging market trends and adaptation responses to then share with artists. • 1.3.5 Create metrics to assess artists’ abilities to successfully navigate changing markets, leading to professional success and economic stability.
OUTCOMES Short-Term Artists demonstrate a heightened awareness of market trends and consumer behavior, leading to more informed artistic and business decisions. Medium-Term Artists exhibit increased confidence in managing market volatility, reflected in their sustained business operations and creative outputs. Long-Term Recognition of Oklahoma artists as trendsetters and market leaders in the art sector, driven by their adeptness at market adaptation and responsiveness.
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02: ADVOCATING FOR THE VISUAL ARTS Priority Two
CURRENT STATE
While individual artists and creative workers form a vibrant and essential part of Oklahoma’s cultural and economic fabric, their unique contributions must be fully appreciated and leveraged at the policy and community levels. The lack of recognition and support undermines the potential of these artists to enrich the local culture further and contribute to the broader economy. This presents a critical opportunity for targeted advocacy efforts to amplify the voice of individual artists, ensuring their significant role is acknowledged and celebrated in enriching Oklahoma’s arts and cultural landscape.
VISION STATEMENT
OVAC envisions a future where individual artists and creative workers in Oklahoma receive robust recognition and support from both policy initiatives and community advocacy. In this ideal scenario, a profound understanding of these artists’ economic and cultural impact is reflected in comprehensive data collection, inclusive policy-making, and active community engagement. Local communities and businesses celebrate and leverage the contributions of individual artists, recognizing their role in enhancing community life and contributing to economic diversity. This multifaceted advocacy approach ensures that individual artists are valued as integral contributors to the state’s cultural richness and economic vitality. PAGE 7
OBJECTIVE 2.1 ELEVATE THE RECOGNITION OF INDIVIDUAL ARTISTS IN POLICY AND COMMUNITY ARENAS Initiate concerted efforts to embed the value of individual artists into policy frameworks and community consciousness, ensuring their contributions are acknowledged and supported across Oklahoma. Research Question: How can OVAC’s advocacy contribute to changes in policy and public perceptions toward individual artists?
TACTICS External • 2.1.1. Host events that spotlight local artists, inviting community leaders to attend and support. • 2.1.2 Form partnerships with advocacy organizations to share the sustainability needs of artists in policy-making. • 2.1.3 Capture and communicate artists’ economic and cultural impact on Oklahoma and their specific communities. Internal • 2.1.4 Create metrics to capture and communicate artists’ economic and community impact across the state. • 2.1.5 Leverage media outlets to highlight artists involved in OVAC’s events and programs across the state, branching outside of the Oklahoma City area. • 2.1.6 Attend local government meetings to advocate on behalf of arts-friendly policies.
OUTCOMES Short-Term Legislators, policymakers, and community leaders demonstrate increased awareness and understanding of the contributions of individual artists to the economy, culture, and quality of life in the state. Medium-Term Policymakers begin integrating the needs and contributions of individual artists into policy and law, reflecting a shift in public policy towards more artist-inclusive considerations. Long-Term A significant increase in policy and community support is observed, with artists experiencing a positive, nurturing environment created by policies and laws that protect and encourage their artistic businesses/practices.
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OBJECTIVE 2.2 CULTIVATE SELF-ADVOCACY AND COLLABORATIVE SUPPORT AMONG ARTISTS Equip artists with the tools and platform to assert their rights and needs while building a mutual assistance network, ensuring they actively contribute to shaping Oklahoma’s cultural and economic landscape. Investigative question: What tools and methods can OVAC employ to quantify the economic and cultural contributions of individual artists in Oklahoma?
TACTICS External • 2.2.1. Organize community forums for artists to discuss their challenges and opportunities in the field. • 2.2.2. Provide resources for artists on legal rights and advocacy tactics. • 2.2.3. Keep artists informed on policies that will affect their work, with specific action steps on how they can self-advocate. Internal • 2.2.4. Develop a comprehensive survey for artists to capture data on their economic activities and cultural impact. • 2.2.5. Implement a database to track and analyze artist contributions and project outcomes over time. • 2.2.6. Conduct case studies on successful artist initiatives to document their impact on local communities and economies.
OUTCOMES Short-Term Artists actively engage in self-advocacy and establish networks within their communities, leading to a more unified and empowered artist community. Medium-Term Artists enhance their networks and influence by educating each other and the broader community about their unique impact, leading to more idenformed and artist-supportive decisions in various sectors. Long-Term Artists possess the knowledge and confidence to advocate for their communities at higher-level areas where social policy is enacted, leading to a broader recognition of their crucial place in Oklahoma’s social and cultural climate.
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OBJECTIVE 2.3 ENGAGE DIVERSE COMMUNITIES AND PERSPECTIVES Identify and address barriers to artist participation and growth statewide and work to strengthen pathways of support for traditionally under-resourced artists. Investigative Question: How can OVAC make the arts sector more equitable and accessible across the state?
TACTICS External • 2.3.1. Collaborate with local and statewide organizations to address and eliminate obstacles artists encounter in accessing services, providing targeted support and resources. • 2.3.2 Initiate outreach in under-resourced communities to elevate engagement and raise awareness within artist populations. • 2.3.3. Establish regional artist advocate roles to address local artists’ unique challenges and tailor OVAC programming to regional needs. Internal • 2.3.4 Implement listening and feedback sessions to refine OVAC’s equity practices. • 2.3.5. Systematically identify and analyze the needs of artists in under-resourced communities. • 2.3.6. Review and amend internal policies to ensure they do not hinder artist participation.
OUTCOMES Short-Term Artists from under-resourced communities exhibit increased awareness and engagement with OVAC’s programs, indicating a shift in perceptions and accessibility. Medium-Term Artists from traditionally under-resourced backgrounds actively utilize support mechanisms, demonstrating enhanced artistic productivity and community involvement. Long-Term An increase in participation, recognition, and success of diverse artists’ identities is observed, reflecting a more equitable, accessible art sector statewide, aligning with OVAC’s vision of a diverse and economically robust arts community.
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609 W Sheridan Ave. Oklahoma City, OK 73102 www.Ovac-Ok.Org (405) 879-2400 Director@Ovac-Ok.Org @Ovac_Ok @OklahomaVisualArtsCoalition @OKVisualArt
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