Nevada Arts Council 2024-2027 Strategic Plan

Following is the planning process used by the The Nevada Arts Council that led to the formulation of its strategic plan for 2024-2027.

The Nevada Arts Council operates responsively based upon community needs, evaluation, and best practices as they align to its enabling legislation and mission to serve all Nevadans. In the latest state population estimates: about 27% of residents were Nevada-born—the lowest of any state—and 18.9% were foreign-born. 30.3% identified as Hispanic, 9.4% identified as Asian, 10.8% identified as Black/African American, 5.1% identified as mixed race. According to Nevada Aging and Disability Services, between 2011 and 2019 the 65 and older population increased by 46% and 85 and older increased by 20%. The 55 and older population, soon Medicare eligible, increased by 32%. Based upon information from the planning sessions, young adults 18-25 have become another underserved group. The agency works to keep up with shifting demographics and to build relationships with cultural organizations statewide, most notably through the Folklife and Community Arts Development programs.

Based upon this information, the Agency has prioritized frequent and varied points of outreach to residents. Through knowledge from its 56-year history, program work, population data, constituent feedback, and continual assessment and planning, the Nevada Arts Council has designated the following as underserved populations: rural residents, indigenous nations, people of color, residents in low socioeconomic areas, emerging artists, residents 55+, and young adults 18-25.

Outreach and evaluation to Nevadans includes in-person and virtual public meetings such as listening sessions, State of the Arts meetings, legislative hearings and meetings with the Governor’s office, Nevada Basin to Range Exchange conference, online surveys; site visits for shows and performances; social media communication on Facebook, Instagram, and YouTube; and more individualized engagement including one-on-one meetings, attendance at local arts meetings, conferences, and exhibitions; hosted professional development and workshop sessions for artists and organizations; feedback from panelists and applicants following grant panel reviews; and constant conversation with subgrantees throughout the grant application and award process. Agency staff participate in professional development opportunities provided by our regional arts organization, Western States Arts Federation (WESTAF), and the National Assembly of State Arts Agency (NASAA), many times being asked to sit on convening panels. Collectively, these points of engagement have helped to shape the Nevada Arts Council’s overall planning process.

While engagement with constituents is constant and ongoing, several noteworthy in-person meetings were convened in 2023. The Nevada Basin to Range Exchange (BRX) gathering (April) and a series of State of the Arts meetings (August/September) were welcome changes after nearly three years of virtual sessions necessitated by pandemic restrictions. BRX23 took place over 3 days in Ely, an eastern rural mountain town of roughly 4,000 residents. The goal was to facilitate rural-metropolitan collaboration centered around “Legacy.” Activities included in-person gathering, exchange activities, peer to peer collaboration and networking opportunities. Attendance included all Agency program staff and 46 participants from both rural and urban areas across Nevada: contemporary and indigenous artists, arts advocates, arts administrators, and civic leaders.

The State of the Arts (SOA) meetings were each 2-hours, in-person, and framed by a series of questions focused on community assessment, arts and culture, and experiences with the Nevada Arts Council. Although attendance roughly matched 2021 virtual sessions, the in-person engagement was substantial. Meetings were held in Las Vegas, Reno, Henderson, Carson City, Elko, and for the first time in North Las Vegas. The roughly 90 participants in all locations included artists, local arts and community organizations, and public institutions (all of which included participants representing underserved communities) such as: the Neon Museum, University of Nevada, Las Vegas, Winchester Dondero Cultural Center (Las Vegas); A.V.A. Ballet Theatre, the City of Reno, Latino Arte, University of Nevada, Reno (Reno); City of Henderson (Henderson); Brewery Arts Center (Carson City); Great Basin College, Western Folklife Center (Elko); Aliante Library (North Las Vegas) and the Oates Park Art Center (Fallon). To serve those unable to attend, the Agency deployed a 43-question State of the Arts online survey which took 30 minutes on average to complete for its 42 participants.

B2. Recommendations & Priorities: This engagement connected the Council with a cross-section of constituents from across Nevada, including members of underserved communities, elected officials, and most importantly—artists and arts organizations of every ilk. BRX23 participants expressed appreciation for the opportunity to gather in person and gave extensive feedback on the status of specific communities; their desired community legacies; and how they, and the Nevada Arts Council, could improve for the future. SOA meetings yielded valuable information about the similar and differing challenges faced by urban and rural areas; the needs of funding and program support; competition between northern versus southern regions; continued recovery from the pandemic; and hardships of high inflation, high housing costs, and deficiencies in access to healthcare. Rural residents expressed concerns about the challenges of isolation and remoteness, heavy drug use, sustainability of their communities, and lack of infrastructure. Urban residents were concerned about how rapid growth and its effects, such as housing affordability, traffic, crime, homelessness, and mental health, impacted both the quality of life of the wider community and opportunities for creatives.

The overall outcome from these meetings revealed that the appetite for authentic, high-quality, integrated, and engaging cultural experiences for children, place-bound residents, and the public remains strong, though access can still be problematic due to rural locations and access to funding. Respondents also indicated that the Council plays a critical role through the grant funding it provides, particularly for arts organizations of all disciplines in the form of operational and non-project-related grants, and funding for arts education and individual artists. The Agency is also appreciated for its training workshops, statewide networking opportunities and is highly regarded for the program initiatives it produces. Many said they rely on its website and social media channels to stay informed.

B3. Response to Recommendations: The Nevada Arts Council is committed to expanding its work within the 3 focus areas of the Agency’s strategic plan—Arts Education, Economic Vitality, and Healthy Communities. The Agency continually assesses who and how often they reach their constituents, ensures they are aligned to relevant community needs, and applies Agency resources, including staff and funding, to expand impact and provide awareness to results. The results of its three-year evaluation will be communicated to the public through the updates to its Strategic Plan available on the Agency website. The plan will also be shared in marketing presentations and speaking engagements, and with other culture Divisions in the Department of Tourism and Cultural Affairs. A coordinated marketing and communications plan will be developed that includes traditional and new media, virtual meetings with constituents, and communication with the Governor and all state legislators. Progress towards plan goals and objectives will be tracked, evaluated, and adjusted quarterly by staff.

The Nevada Arts Council staff and board are committed to maintaining a culture of response. The ever-changing political landscape, sweeping social changes, and post-pandemic recovery and sustainability challenges in both rural and urban environs show that the Council must adapt quickly, nimbly, and willingly to changing circumstances. The Agency will continue to build a case to implement any needed classification changes and staff additions to support this work.

B4. Monitoring Organization Progress: The Nevada Arts Council derives data from multiple sources to measure and evaluate outcomes, track results, and provide information to the field from year to year. These include grant applications and final descriptive reports, statistics from the state demographer, legislative and departmental reports, in-house information gathering, reports and surveys from national organizations such as the US. Bureau of Economic Analysis, and industry organizations including WESTAF, NASAA, Americans for the Arts, the Arts Education Partnership, and the Education Commission of the States. The Agency engages the state’s underserved communities and population groups through ongoing communication with staff members and continues to find that personalized consultations and on-site meetings provide valuable insight and connections. The Council is required to track and provide performance measures in its biennial budget to the Governor’s Finance Office and the Nevada Legislature when it submits its biennial budget. These measurements include: