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Agenda 01/26/2021 Item #10C (FTE position to the Collier County Arts & Culture Strategic Plan)01/26/2021 EXECUTIVE SUMMARY Recommendation to approve amendments to the Collier County Arts & Culture Strategic Plan and approve one Full Time Equivalent (FTE) position to manage the implementation of the plan. OBJECTIVE: To approve amendments to the implementation of the Collier County Arts & Culture Strategic Plan. CONSIDERATIONS: On March 24, 2020 (Item 16.F.1), the BCC adopted the Collier County Arts & Culture Strategic Plan (“Plan”), which included commitments to build the foundation for Collier County to become an arts and cultural destination, and to celebrate, support, and build local arts, creativity, and culture to enrich the quality of life for all residents of all ages and backgrounds. The development of the Plan was commissioned by the Board after the results of the Arts & Economic Impact 5 study in 2016 found that the nonprofit arts and culture sector is, at a minimum, a $108 million industry in Collier County that supports approximately 3,000 full-time equivalent jobs and generates $107.5 million in local and state government revenue annually. On October 27, 2020, the Board considered a contract for services to outsource certain tasks for implementation contained in the Plan. At the meeting, the Board decided to continue the item to January 2021 so that further research could be conducted regarding the structure of governance for implementation in the Plan. Along with staff, I attended meetings that were set up with organizations throughout the state in November and December to learn about the structure used for building a cohesive arts community. Meetings were also held with local stakeholders to learn more about their organizational goals and the impact of the Plan. During these meetings, organizations presented models of governance that included both in-house, governmental structures, as well as those outsourced to non-profits or similar community partners. In all instances, the most critical component of the program agency serving as the implementer was that they be a neutral convener, meaning that programming that could be competitive with the existing general arts community was avoided. Instead, the program agency should identify gaps in programming and contract with existing organizations to fill those gaps. The Plan adopted by the Board in March is solid in its approach, and the amendments made here would allow staff to serve as the lead program agency for the implementation of the Plan. Recommendation 1.2.1.1 is to “Assign a Cultural Tourism staff position to manage cultural tourism initiatives.” The creation of a new FTE will allow previous activities contained in the plan designated to be outsourced to instead be implemented by staff, ensuring that it is done in a neutral fashion within the community. This position would also be available to implement the County’s public art program, once adopted and established. In addition, an arts advisory board would be created with representation and expertise relevant to responsibilities in this Plan, including from the tourism industry and business community. This board would serve to ensure proper implementation of the Plan, as well as be the lead on fundraising for the Cultural Trust Fund. FISCAL IMPACT: The anticipated cost of the FTE position is expected to be less than $100,000. The previously considered contract for services was proposed at $125,000 in year one. GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this 10.C Packet Pg. 152 01/26/2021 action. ADVISORY BOARD RECOMMENDATION: The Tourist Development Council recommended approval of the Arts & Culture Strategic Plan by a vote of 8-0 at the February 24, 2020 meeting. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. -JAK RECOMMENDATION: That the Board of County Commissioners approve amendments to Collier County Arts & Culture Strategic Plan and approve one Full Time Equivalent (FTE) position to manage the implementation of the Plan. Prepared by: Commissioner Penny Taylor, District Four ATTACHMENT(S) 1. A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (PDF) 10.C Packet Pg. 153 01/26/2021 COLLIER COUNTY Board of County Commissioners Item Number: 10.C Doc ID: 14809 Item Summary: Recommendation to approve amendments to the Collier County Arts & Culture Strategic Plan and approve one Full Time Equivalent (FTE) position to manage the implementation of the plan. (Commissioner Taylor) Meeting Date: 01/26/2021 Prepared by: Title: Executive Secretary to County Manager – County Manager's Office Name: MaryJo Brock 01/20/2021 1:22 PM Submitted by: Title: Executive Secretary to County Manager – County Manager's Office Name: MaryJo Brock 01/20/2021 1:22 PM Approved By: Review: Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 01/20/2021 1:26 PM County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 01/20/2021 1:40 PM Budget and Management Office Mark Isackson Additional Reviewer Completed 01/20/2021 1:51 PM County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 01/20/2021 2:45 PM Board of County Commissioners MaryJo Brock Meeting Pending 01/26/2021 9:00 AM 10.C Packet Pg. 154 A CULTURAL PARADISE: CELEBRATING C R EA T I V I T Y IN COLLIER COUNTY Plan Amendment 1: Words struck through are deleted; words underlined are added 10.C.1 Packet Pg. 155 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier TABLE OF CONTENTS VISION Creativity, Connection, Celebration , Cooperation Acknowledgments INTRODUCTION Why This Plan, Why Now? COLLIER'S CULTURAL LIFE: RESEARCH FINDINGS Research Process The Community Voice Market Demand for Arts and Culture The Creative Sector The Nonprofit Arts Sector Cultural Assets Cultural Facilities: Performing Arts Venues IMPLEMENTATION FOR SUCCESS The Importance of Creative Excellence Leadership and Partnerships 3 3 4 5 6 7 7 8 8 9 10 11 13 15 15 15 Cultural Tourism: Metrics and Data Collection 16 Community Arts and Cultural Development: Measuring Success 16 Plan Timeframe 16 THE PLAN 17 Introduction 17 Plan Elements 18 IMPLEMENTATION MATRIX 25 Matrix Legends 25 PLANNING TEAM 34 10.C.1 Packet Pg. 156 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Vision I 3 VISION CREATIVITY, CONNECTION, CELEBRATION, COOPERATION CREATIVITY Collier communities are vibrant hubs for local culture, arts, heritage, and creativity -each providing unique and varied experiences for residents and visitors. CONNECTION Collier communities are connected and work together to promote their unique cultures to residents and visitors , building economic vitality for all. CELEBRATION Collier communities collectively celebrate their cultures, places, arts, and creativity as a hallmark of quality of life. Collier creative businesses, organizations, artists, and industries thrive through coordination with one other and partnerships with other economic sectors. 10.C.1 Packet Pg. 157 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier ACKNOWLEDGMENTS The Collier County Arts and Culture Strategic Plan is the result of a long-term collaborative effort of Collier County Government, the Naples, Marco Island, Everglades Convention and Visitors Bureau , and The United Arts Council. Its mission is to evaluate, establish , and successfully promote Collier County as an arts and culture destination . We thank Col l ier County Government, the Commun ity Foundation of Collier County, and Artis-Naples for funding the development of this plan . V ision I 4 10.C.1 Packet Pg. 158 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier INTRODUCTION Comprised of vibrant, diverse communities, Collier County is rooted in history, agriculture, arts, nature, preservation, culinary experiences, beaches, and more. The unique character of its places, people, and stories is essential to elevating the county as an arts and cultural destination for both visitors and residents . Collier's community of creative businesses , nonprofit organizations, artists, artisans, and creatives are the pulse of its creativity. The Collier County creative sector generates $681 million in economic activity, ·1 with the nonprofit arts community contributing at least $108 mill ion . Supporting and nurturing the arts and creative sectors (for-profit and nonprofit) is critical to the overall cultural ecosystem and cultural tourism. Collier is rich in world-class cultural opportunities, most of which are currently packaged and promoted for tourism centered around Naples . Collier, as a connected ,. collaborative community, holds something else valuable and compelling for visitors -authentic community and cultural experiences not available elsewhere. A vibrant scene of individual artists, studios and galleries, rich culinary experiences, budding arts districts, and local agriculture is ripe for development and elevation as a tourism draw. Genuine cultural events and places; soul-satisfying, homegrown culture; combining the familiar and unexpected; and creating opportunity for connection and cooperation between sectors is the future for tourism in the county. These opportunities come with a set of challenges . A shortage of studio spaces, cultural spaces, and creative sector-specific policies is presenting challenges for arts organizations , artists and other creative workers . Less-than-affordable and accessible arts programming and events limit arts and cultural exposure for residents, and there is limited use of arts solutions for challenges such as the national issue of mental health. Another barrier to cultural participation is the lack of countywide transportation infrastructure for residents and visitors. This plan is not the answer to these issues, although it can contribute to solutions for civic and social change . For example, exploring options for shared use spaces with arts businesses and other businesses in Collier is a creative solution for addressing space issues . Embracing and integrating artists, creatives, and the community as potential problem-solvers while creating vibrant arts and culture experiences for residents and visitors is a productive step. Introduction I 5 This plan embodies two specific commitments . The first is a commitment to building the foundation for Collier to become an arts and cultural destination, telling the story of the genuine culture of Collier as an integral part of the visitor experience. Secondly, it is a commitment to celebrate , support, and build local arts, creativity, and culture to enrich the quality of life for all residents of all ages and backgrounds. 1 2018 Creative Vitality Index 10.C.1 Packet Pg. 159 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Introduction I 6 WHY THIS PLAN, WHY NOW? THE ORIGINS In 2016, the United Arts Council of Collier County announced the results of the Arts & Economic Impact 5 study 2 sponsored by Americans for the Arts, representing Collier County's inaugural participation in this national research. The study benchmarks the economic impact of nonprofit arts and cultural organizations and audiences. While the results were considered underreported, they illustrated to the Collier County Board of County Commissioners the economic value of arts and culture to the county and its communities. The nonprofit arts and culture sector is, at a minimum, a $108 million industry in Collier County. The sector supports approximately 3,000 full-time equivalent jobs and generates $10.75 million in local and state government revenue annually. The County Commissioners decided it was time to expand and diversify tourism, with a goal of making the county an arts and cultural destination for visitors and residents. This plan is a long-term collaborative effort of Collier County government, the United Arts Council, and the community. It establishes policies and strategies, creating the foundation for enhancing cultural tourism along with the cultural development of the community. The planning process in itself built significant community support, and a continued partnership-focused effort with the creative community, tourism industries, county and community leadership, and residents is vital for the plan's success. Americans for the Arts AEP 5 BUILDING THE CREATIVE ECONOMY AND CULTURAL TOURISM A robust creative economy is key to cultural tourism and leads to success in other economic sectors. As part of the economy, creative industries include arts, culinary, design, agriculture, advertising, entertainment, architecture, books, media, software, crafts and more. All are a vital force in individual and community development. They empower people to take ownership of their development and stimulate the innovation that drives inclusive, sustainable growth. When well-supported, the creative economy is a source of structural economic transformation, socio­ economic progress, and job creation and innovation. 3 Building and supporting Collier's creative economy supports a vibrant community for residents and attracts diverse cultural tourists. 3 United Nations Development Program, http://www.hdr.undp.org/en/content/how-cultural-and-creative-industries-can-power-human­ development-21st-century r I ,� · Supporting and }celebrating creatives _/. (artists, culinary, ·� ' . creatives) ';\\ .VCreates a flourishing ·. unique travei' . ,; , destination :;•��,;/>·� Collier's Cultural Vitality ';>" Collier builds a succ�ssful creative··'':· ,.-economy and cultural toursirn _,. ,t industry Increasing revenue for the County, for " , creatives, and.··� for business C -, �� ( ' ·t Making it ' attractive to \: 10.C.1 Packet Pg. 160 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Co ll ier's Cu ltura l Life: Researc h Findings I 7 COLLIER'S CULTURAL LIFE: RESEARCH FINDINGS RESEARCH PROCESS Over a span of six months, the planning team conducted a variety of community and stakeholde r engagement activities, primary research, and secondary research . In addition to meetings with County Commissioners in each district and other related governmental leadership and staff, the team conducted individual inte r views in person and by phone , held small group meetings , and facilitated community forums throughout the county between June and November 2019 . ENGAGEMENT RESEARCH In summary, engagement and research included : 6 Engagement Visits lg•@ 5 Area Tours Task Force Meetings •••• ...... 6 Community Forums Topic Group Discussions Individual Stakeholder Interviews ~ 77 Community Surveys ~ 2 Organizational Surveys Additional research included: Creative economy analysis ; Market demand analysis; Cultural asset inventory; Performing arts venue benchmarking study. 10.C.1 Packet Pg. 161 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier THE COMMUNITY VOICE Residents, artists, and creatives are ready for the next step in the cultural development of the county. They want to see the brand development of Collier committed to the quality and authenticity of the place and to reflect the history, heritage, and stories of Collier. Community aspirations includes a place where: ► Artists and cultural organizations thrive and are an active part of cultural tourism initiatives ► Arts and creative hubs exist throughout the community ► Public art is part of the daily lives of residents ► Arts activities are affordable and accessible for all ► Educational institutions provide artistic career pathways ► Arts and creativity are part of health and wellness initiatives and programs ► The government supports the arts and cultural sector ► Communities and culturally-specific groups connect and celebrate Collier's uniqueness - for the benefit of residents and the economy Collier's Cultural Life: Research Findings I 8 MARKET DEMAND FOR ARTS AND CULTURE A comprehensive market study utilizing data from ESRI and Experian Mosaic USA of the local and regional market showed strong consumer demand for arts and culture and additionally for opportunities to cross­ promote cultural activities with other types of events, including recreation, wellness, and enjoyment of nature. There are upwards of 800,000 estimated potential consumers interested in visual arts and museums, arts performances and commercial concerts, and hands-on, creative activities within an hour's drive of most current cultural events and venues. Beyond the local area, there are more than 600,000 potential cultural day-trippers, and over 10 million interested arts consumers within a three-hour drive of Naples. The secondary consumer research was further supported by input from residents and stakeholders collected from surveys and interviews: ► Collier residents prioritize making the arts more accessible and providing more and different arts and cultural activities and events. ► Outside of Naples, connectivity to Collier's abundance of arts and cultural opportunities is inhibited by limited exposure, marketing, programming, and transportation. ► Historical, heritage and authentic local experiences are abundant within the county but underutilized within local audience development and cultural tourism marketing investments. ► Cost and accessibility are barriers to participation for a significant portion of Collier residents. 10.C.1 Packet Pg. 162 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 163 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 164 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 165 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 166 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 167 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 168 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 169 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 170 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 171 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier PLAN ELEMENTS The Plan I 18 GOAL 1: BUILD A FOUNDATION FOR CULTURAL TOURISM AND CULTURAL DEVELOPMENT. 1.1. Strategy: Establish arts and culture representation on the Collier County Tourist Development Council. 1.1.1. Include at least one representative of Collier's professional arts community with strong qualifications in arts leadership, arts management, and local credibility, to represent the interests of the arts and cultural community in tourism matters (Article VIII, Division 10, Tourist Development Council, Section 2-988, Composition of membership, subsection 4). 1.2. Strategy: Designate lead organizations in Collier County for arts and culture. 1.2.1. Assign the Naples, Marco Island, Everglades Convention and Visitors Bureau (CVB) as the agency for cultural tourism, housed under the County Manager's Office. (The CVB will implement cultural tourism initiatives, with its role focused on its tourism industry relationships and marketing capacity). 1.2.1.1. Assign a Cultural Tourism staff position to manage cultural tourism initiatives. 1.2.1.2. Conduct an annual meeting/review of accomplishments and necessary plan/budget adjustments with appropriate bodies. 1.2.2. Assign the State of Florida designated Local Arts Agency 7 as the County's official cultural agency, which is currently the United Arts Council of Collier County (UAC). (The UAC will partner with the CVB to implement cultural tourism initiatives, with its role focused on its arts and cultural community relationships and programmatic capacity). 1.2.2.1. Establish a contract for services with defined roles, goals, funding and accountability for the County and the Local Arts Agency. 1.2.2.2. Position, support, and brand the Local Arts Agency as the umbrella service organization for arts and cultural organizations in Collier County. 1.2.2.3. Develop the Local Arts Agency's board of directors with an advisory board with representation and expertise relevant to responsibilities in this plan, including from the tourism industry and business community. This will include a representative appointed by the County and may include Collier municipality representation. The TDC Staff Liaison will facilitate meetings of the Board as a neutral convener. 1.3. Strategy: Update the Tourist Development Council (TDC) grant program guidelines to encourage more cultural programs designed to attract tourists and market cultural programs to visitors from out of the county. 1.3.1. Through the grant program, make funding available for multi-year investments in programs and marketing, including marketing to tourists during their stay. 1.3.2. Through the grant program, provide support for arts and cultural organizations to increase their ability to fulfill their roles in cultural tourism. Promote the grant program to the arts and cultural community to encourage broader applications. 7 State of Florida Local Arts Agencies (LAAs) promote, support, and develop the arts at the local level and are eligible for State grant programs. 10.C.1 Packet Pg. 172 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 173 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 174 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 175 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 176 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier The Plan 23 GOAL 4: ENHANCE THE CULTURAL VITALITY OF COLLIER COUNTY FOR RESIDENTS AND LOCAL BUSINESSES. 4.1 Strategy: Augment current marketing to promote and market Collier County's arts and cultural experiences to residents. 4.1.2 4.1.3 4.2 Strategy: Expand the existing Collier Creative Forum led by the State Designated Local Arts Agency, the United Arts Council, to serve as a cross-sector forum of art, cultural and creative businesses, educational leaders, health and wellness leaders, residents, and other stakeholders. 4.3 Strategy: Support the capacity building and cooperative development of local nonprofit arts and cultural organizations. 4.4 Strategy: Support the development of cultural facilities that address identified community needs for performing, exhibition, rehearsal, and educational spaces. 4.5 Strategy: Develop arts and cultural programs and activities reflecting the interests of all residents. 4.6 Strategy: Develop and promote arts and health programming, including mental health, through partnerships connecting arts and cultural organizations and artists with health agencies and medical facilities. finance systems, technology, equipment, space, etc. Capacity building will often Involve engaging professional 10.C.1 Packet Pg. 177 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier GOAL 5: PROVIDE THE NECESSARY PUBLIC AND PRIVATE RESOURCES FOR ARTS AND CULTURE. 5.1 Cultural Tourism Funding: Allocate TDC funds for the tourism-related strategies in this plan. Make annual budget allocations from TDC funds for strategies such as developing and promoting unique cultural experiences (2.1) and marketing Collier County as art and cultural destination (3.1). 5.2 Public/Private Cultural Trust Fund for the Arts: Establish a Cultural Trust Fund to leverage both public and private dollars in funding collaborative endeavors to meet compelling cultural needs identified by the community, such as increased access to the arts for underserved populations and support for individual artists. Match pPrivate dollars in the form of foundation grants, individual contributions, and business/ corporate sponsorships will contribute to projects in the plan. with public dollars in the form of County, State and/or Federal funding. Place the Fund with a trusted philanthropic entity, such as the Collier County Community Foundation, with programs administered in partnership with the United Arts Council. 5.3 Contract for Services: Create a County contract for services with the State designated Local Arts Agency which is currently the United Arts Council (UAC) to provide funding for portions of UAC's responsibilities in implementing this plan. 5.34 Potential Partner Resources: Seek additional financial and in-kind resources from partners for specific strategies within the plan, such as the National Endowment for the Arts, local funders, local universities, and other organizations. Photo courtesy of Naples Daily News The Plan I 24 10.C.1 Packet Pg. 178 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier IMPLEMENTATION MATRIX MATRIX LEGENDS LEAD AND PARTNER AGENCIES BCC Board of County Commissioners CFCC Community Foundation of Collier County CMO County Manager's Office CVB Naples, Marco Island and Everglades Convention & Visitors Bureau TDC Tourist Development Council UAC United Arts Council RESOURCES: POTENTIAL FUNDING SOURCES TDT Tourist Development Tax CFS Contract for Services PPP Public and private partnership funding (Cultural Trust and/or other private fundraising) TIMELINE : START YEAR ST Start implementation during year 1-2 MT Start implementation during 3-4 LT Start implementation following year 4 COST: ORDER OF MAGNITUDE $ < $10,000 $$ $10,000 -$100,000 $$$ > $100,000 Implementation Matrix I 25 10.C.1 Packet Pg. 179 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Build the foundation for cultural tourism and cultural development. IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST BOARDS/DEPTS PARTNER(S) tablish arts and culture representation on the Collier County Tourist Development Council. Include least one representative of Collier's professional arts community with strong qualifications in arts leadership, arts management, and local credibility, to represent the interests of the arts and cultural community in tourism matters. CMO; BCC TDC Str, y 1.2 Designate lead organizations in Collier County for arts and culture. 1.2.1 Assign the Naples, Marco Island, Everglades Convention and Visitors Bureau (CVB) as the agency for cultural tourism, housed under the County Manager's Office. (The CVB will partner with the UAC to implement cultural tourism initiatives, with its role focused on its tourism industry relationships and marketing capacity). CMO; BCC CVB; UAC Implementation Matrix I 26 RESOURCES TIMELINE ST ST 1.2.1.1 Assign a Cultural Tourism staff position within the County Manager's Office (CMO) to manage cultural tourism initiatives. CMO; BCC CVB; UAC $-$$ staff TDT ST 1.2.1.2 Conduct an annual meeting/review of accomplishments and necessary plan/budget adjustments with appropriate bodies. 1.2.2 Assign the State of Florida designated Local Arts Agency 10 as the County's official cultural agency, which is currently the United Arts Council of Collier County (UAC). (The UAC will partner with the CVB to implement cultural tourism initiatives, with its role focused on its arts and cultural community relationships and programmatic capacity). 1.2.2:1 Establish a contract for services with defined roles, goals, funding and accountability for the County and the Local Arts Agency. 1.2.2.2 Position, support, and brand the Local Arts Agency as the umbrella service organization for arts and cultural organizations in Collier County. 1.2.2.3 Develop the Local Arts Agency's board of directors with an advisory board with representation and expertise relevant to responsibilities in this plan, including from the tourism industry and business community. This will include a representative appointed by the County and may include Collier municipality representation. The TDC Staff Liaison will facilitate meetings of the Board as a neutral convener.. position CMO;BCC TDC;CVB;UAC CMO; BCC CVB; UAC CMO; BCC TDC; $-$$ CFS CMO; BCC TDC; UAC $ UAC State of Florida Local Arts Agencies (LAAs) promote, support, and develop the arts at the local level and are eligible for State grant programs. ST ST ST ST ST TDC; BCC CMO 10.C.1 Packet Pg. 180 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST BOARDS/DEPTS PARTNER(S) Implementation Matrix I 27 RESOURCES TIMELINE Strategy 1.3 Update the Tourist Development Council (TDC) grant program guidelines to encourage more cultural programs designed to attract and retain tourists during their stay, and market cultural programs to visitors from out of county. 1.3.1 Through the grant program, make funding available BCC; TDC CVB; UAC for multi-year investments in programs and marketing, including marketing to tourists during their stay. 1.3.2 Through the grant program, provide support for arts and BCC; TDC CMO; CVB; UAC cultural organizations to increase their ability to fulfill their roles in cultural tourism. 1.3.3 Promote the grant program to the arts and cultural UAC TDC; CVB TOT community to encourage broader applications. Strategy 1.4 Develop metrics and systems for tracking a baseline and trends regarding cultural tourists and their economic and fiscal impacts on the County. 11 1.4.1 Expand the current CVB tracked tourist metrics to CVB TDC; UAC $ TOT include questions and metrics to specifically track a cultural tourist. 1.4.2 Expand current metrics, and arts, culture and historical CVB TDC; UAC $ TOT destinations to visitor tracking through Arrivalist specific to locations receiving investments in arts and culture through the plan. Ensure broad geographic distribution of tracking throughout the county. 1.4.3 Specific to cultural tourism, expand promotions such as CVB TDC; UAC $ TOT coupons, passports, and other marketing collateral to track cultural tourist activity. 1.4.4 Increase the participation of County arts and cultural UAC Arts Organizations $ PPP organizations in next Arts and Economic Prosperity study (AEP 6). 1.4.5 Build on the baseline of the Arts and Economic Prosperity UAC Americans for the $ TOT 5 (AEP 5) study by including intercept survey questions in Arts (AFTA) the AEP 6 (2021) that allow for extraction of spending and impacts specifically of the cultural tourist. 1.4.6 Conduct biennial economic impact analysis of non-resident CVB TDC; UAC $ TOT arts and culture audiences through an intercept surveys at a representative sample of County arts and culture organizations to track progress. 1.4.7 Establish a process utilizing the WESTAF Creative Vitality Index UAC CMO; Economic $ CFS (CVI) to longitudinally track the development of the nonprofit Development and for-profit creative sector businesses in the County. Note: Many of these Initiatives exist. "Adding-on" to current metrics and marketing Initiatives are low-cost options. 12 Contingent upon AEP 6 study calendar. ST ST ST ST ST MT ST/MT 12 ST MT ST CVB CVB CVB 10.C.1 Packet Pg. 181 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST BOARDS/DEPTS ; PARTNER(S) Implementation Matrix I 28 RESOURCES TIMELINE Strategy 1.5 Develop and maintain standards of artistic and creative excellence throughout implementation of this plan. 1.5.1 Include criteria in programs, such as the cultural tourism TDC; CVB; Arts organizations grant program (Strategy 1.4, above), to support high quality UAC and all partners and excellence in decision-making and investments. 1.5.2 Employ standards appropriate to the art form, purpose of the activity, cultural context, and other factors. TDC; CVB; UAC Arts organizations and all partners Strategy 1.6 Remove barriers to inclusive cross-cultural, cross-geographic Collier County cultural experiences. 1.6.1 Adopt policy defining arts, culture , heritage and creativity BCC CVB; TDC as a focus area for County support and tourism . Adopt a broad definition of "arts and culture" that reflects the unique character of Collier County places and cultures . 1.6.2 Review County regulations (e.g., permitting, signage, live/ CMO; BCC CVB; TDC; UAC work) to remove regulatory barriers to the development of creative hubs and the promotion of existing hubs. 1.6.3 Develop transportation options for residents and visitors CMO CAT; BCC; TDC; connecting cultural destinations throughout the county. UAC Work with CAT to identify solutions, such as route and stop changes near arts and cultural destinations, promotional bus wraps, and cultural destination maps in buses . 1.6.4 Consider ways to address threats to the sustainability CMO BCC;TDC; UAC of Collier County's arts and culture, and cultural tourism, posed by ecological impacts, including engaging artists in solutions . ST ST ST ST LT LT 10.C.1 Packet Pg. 182 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Establish all of Collier County as a cultural destination. IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST BOARDS/DEPTS ; PARTNER(S) Implementation Matrix I 29 RESOURCES TIMELINE dentify, develop, and promote unique and distinctive arts and cultural experiences throughout the county. Establish a Collier Cultural Concierge Program promoting existing unique and authentic arts and cultural experiences , giving special attention to shoulder season and summer months. As part of the program, curate programming for hotels to "plug and play" onsite at hotel properties. 2.1.2 Expand the current promotion of cross-geographic experiences connecting visitors and residents to Naples, Marco Island, the Everglades, Golden Gate, lmmokalee , and Ave Maria with cultural experiences throughout the County . Enhance anchor or legacy cultural attractions and experiences to broaden their appeal. CVB CVB BCC; TDC ; UAC; $ TDT Arts sector marketing leaders ; Tourism costs leaders BCC; TDC; UAC; $ TDT Arts sector marketing leaders; Tourism costs leaders; City staff; Cultural Event and Venue leaders Strateg y 2.2 Enhance and expand the current development of cross-over experiences connecting arts experiences with other cultural and creative sectors. 2.2 .1 Work in partnership with current tourism collaborators to create experiences, including unexpected "arts and ... " experiences and pairings . CVB Strategy 2.3 Connect the unique cultures of Coll ier through community wide events. 2.3.1 Develop a themed countywide festival or event (e .g., UAC;CVB Stay Up Late). County organizations adapt programming to fit within the theme and time period of the festival. Cooperative marketing is developed (business, sports, arts, leisure, nature, parks). 2.3.2 Create "bookend" day events for major regional arts UAC;CVB events such as Art Basel in Miami, ArtFest in Fort Myers, Sun Fest and FotoFusion in West Palm Beach, and Sarasota County Music Festival. TDC; UAC; Arts $ TDT sector leaders ; marketing City staff; Cultural costs Event, Venue , and Parks leaders; Tourism leaders BCC; TDC; Arts $$ TDT & PPP sector leaders; City staff; Cultural Event, Venue, and Parks leaders TDC; Arts sector $ TDT leaders ; City staff; marketing Cultural Event, costs Venue, and Parks leaders ST/MT ST/MT MT LT LT 10.C.1 Packet Pg. 183 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Implementation Matrix I 30 IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST RESOURCES TIMELINE BOARDS/DEPTS ; PARTNER(S) Strategy 2.4 Create and enhance vibrant arts and cultural hubs throughout the County. 2.4.1 Develop a County designation program for multiple CMO; BCC CVB; TDC; BCC; $ district CFS ST cultural districts UAC support 2.4.2 Develop a County Public Art Program and support community CMO; BCC CVB; UAC; $ GF & PPP ST and district public art programs and public mural programs City staff that enhance and celebrate identity and sense of place. 2.4 .3 Support development of affordable live/work artists ' studios CMO; BCC CVB; TDC; UAC; $-$$ PPP LT through public/private partnerships, including in the above Developers cultural districts . 2.4.4 Develop amenities along the Paradise Coast Trail, such as Naples UAC; Collier $-$$ PPP MT public art, cultural markers , and programming , working in Pathway artists; Collier partnership with Naples Pathways Coalition . Coalition County Museums 2.4.5 Support the development of artists' facilities and spaces CMO; BCC CVB; TDC; UAC; $-$$ (Grant PPP, private LT for exhibition, sales, rehearsal, etc., through public /private Property owners; Process) developers partnerships. Create incentives for property owners and City staff; CRA; developers to make vacant retail space available for developers temporary arts and cultural uses. Photo courtesy of Seminole Tribune 10.C.1 Packet Pg. 184 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Broaden and diversify the visitor base through cultural tourism. Implementation Matrix I 31 IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST RESOURCES TIMELINE BOARDS/DEPTS ; PARTNER(S) ar ket Collier County as a unique arts and cultural destination to discrete target markets outside of the county within a three-hour drive. 3.1 .1 Develop new target market profiles specifically for cultural tourism prospecting and promotions , such as day trips with crossover activities for families (zoo and hands-on nature- art walks), younger adults (commercial concerts and local breweries), and seniors (museums and fine dining), as well as overnight trips for multi-day itineraries with crossover appeal such as arts festivals with wellness activities. 3.1.2 Enhance visitor data collection to inform cultural tourism marketing strategies. Use visitor information to establish ongoing relationships that include arts and culture. Implement a consistent, standardized protocol for gathering direct mail and email contact information from visitors to arts and cultural destinations and activities. 3.1.3 Promote and market Collier County's arts and culture to visitors as both a supplemental and a stand-alone experience in defined market areas: regional, national, international. 3.1.4 Fund creative placemaking initiatives communities to enhance the vibrancy and vitality of the areas. 3.1.5 Develop a Cultural Familiarity Tour (FAM) Media program and Cultural Tours for Media Outlets. 3.1.6 Develop a marketing tool targeted to visitors during their stay , to promote cultural opportunities that day or week. CVB; TDC CVB marketing team CVB; TDC CVB marketing team CVB; TDC CVB marketing team CVB; TDC CMO ; UAC CVB; TDC UAC CVB; TDC UAC $ $ $ $ $ TDT TDT TDT TDT TDT Strategy 3. 2 Expand group business by connecting with national, regional, and state arts and cultural membership organizations that host conferences and network meetings. 3 .2 .1 Promote Collier County to organizations such as Florida Association of Public Art Professionals, Florida Association of Museums, and Florida Historical Society . CVB TDC; UAC $ TDT marketing Strategy 3.3 Enhance current marketing principles to target and welcome diverse populations to visit Collier County. 3.3.1 Develop cultural tourist market profiles (see 3.1.1) for CVB CVB marketing specific groups (African American, Native American, team LGBTQ, LatinX, Caribbean) based on program interest and lifestyle data. Provide multi-year collaboration grants that increase awareness and drive out-of-county visitation through cross-over audiences and collaborative marketing . MT MT ST LT MT LT MT MT 10.C.1 Packet Pg. 185 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Enhance the cultural vitality of Collier County for residents and local businesses. Implementation Matrix I 32 IMPLEMENTATION ACTIONS LEAD COUNTY/CITY COST RESOURCES TIMELINE BOARDS/DEPTS PARTNER(S) ugment current marketing to promote and market Collier County's arts and cultural experiences to residents. Promote the above cross-cultural experiences (2.2.) to local residents, segmenting the experiences by demographics 1age, gender, SES, etc.:,. 4.1.2 Elevate the role of County museums and libraries to facilitate public discussions about arts, culture, creative placemaking, public art, etc. This may include reviews, essays, lectures, and salons. 4.1.3 Develop and promote a public, community-wide master cultural calendar for events, activities, and other offerings. Be inclusive and contemporary in language and promotions of "all things culture." UAC CVB; TDC Collier TDC; CVB; UAC County Museums; Libraries UAC TDC;CVB $ PPP $ TDT $-$$ CFS MT MT MT/LT Expand the existing Collier Creative Forum to serve as a cross-sector forum of art, cultural and creative businesses, educational leaders, health and wellness leaders, residents, and other stakeholders. 4.2.1 Use the Forum as an opportunity to identify and address issues of community-wide importance for arts and culture. UAC Arts community, Collier artists, other interested organizations and businesses $ program PPP costs Strategy 4.3 Support the capacity building and cooperative development of local nonprofit arts and cultural organizations. ST 4.3 .. 1 Provide information and referrals to existing technical UAC MT assistance and, where appropriate, produce technical assistance programs for shared capacity building needs. Strategy 4.4 Support development of cultural facilities that address identified community needs for performing, exhibition, rehearsal, and educational spaces. 4.4.1 Support feasibility and planning initiatives for cultural UAC CMO, arts $$ PPP facilities, prioritizing those that are private or public/ community, private projects. developers 4.4.2 Prioritize accessibility of cultural facility projects in terms UAC CMO, arts $ PPP of location, use, programming and price, to address gaps community, in available venues throughout the county. developers MT MT Arts community, Collier artists, other interested organizations and businesses PPP CVB; TDC CVB; TDC 10.C.1 Packet Pg. 186 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture A Cultural Paradise: Celebrating Creativity in Collier Provide necessary public and private resources for arts and culture. IMPLEMENTATION ACTIONS Cultural Tourism Funding: Allocate TDC funds for the tourism-related strategies in this plan. Make annual budget allocations from TDC funds for strategies such as developing and promoting unique cultural experiences 12.1.:,, and marketing Collier County as an arts and cultural destination (3.1.). .2 Public/Private Partnership for the Arts Cultural Trust Fund: Establish a Cultural Trust Fund to leverage both public and private dollars in funding collaborative endeavors to meet compelling cultural needs identified by the community, such as increased access to the arts for underserved populations, and support for individual artists. Match pPrivate dollars in the form of foundation grants, individual contributions, and business/corporate sponsorships will contribute to projects in the plan. with public dollars in the form of County, State and/or Federal funding. 5.3 Contract for Services: Create a County contract for services with the United Arts Council to provide funding for portions of UAC's responsibilities in implementing this plan. 5.4 Potential Partner Resources: Seek additional financial and in-kind resources from partners for specific strategies within the plan, such as the National Endowment for the Arts, local funders, local universities, and other organizations . ........ , -·-=- LEAD BCC UAC CMO UCA COUNTY/CITY COST BOARDS/DEPTS PARTNER(S) TDC CCCF; CMO; BCC BCC $-$$ $ $-$$ CMO; Community $ resource partners Implementation Matrix I 33 RESOURCES TIMELINE TOT PPP TOT; GF Various prospects ST ST ST ST CFCC CVB 10.C.1 Packet Pg. 187 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture 10.C.1 Packet Pg. 188 Attachment: A Cultural Paradise - Collier Arts Culture Strategic Plan Amendment 1 (14809 : Arts and Culture