INTRODUCTION
The Commission's Five Year Plan FY2003-2007 is a strategic one. It articulates
a balance between an unchanging sense of purpose and the strategies and
practices that should change as needs and conditions require.
The Five Year Plan is a departure from conventional long-range plans in that it
contains a new framework for making strategic decisions. Given the broad scope
of the Commission's mandate of service, and a greater need for flexibility and
adaptability, it was necessary to chart a new strategic course. The resulting
Plan is based neither on a template from planning texts nor from earlier
long-range plans. Many long-range plans must adapt when change occurs. The
Commission wanted to create something timeless, at the same time accommodating
change.
The Commission set two priorities for its Five Year Plan: expanding stakeholder
input and creating a relevant, long-term document. The process provided
invaluable self-examination, affirmation of purpose, and a recommitment to
considered goals. The commissioners and staff, artists, arts organizations,
educators, civic leaders, arts supporters, and constituents reaffirmed the
Commission's mandate. Together with resounding support for the continuation of
programs and services, a new understanding emerged-the realization of the
importance of the process itself. That outcome furnished another starting point
incorporated into the framework of the Five Year Plan.
The Five Year Plan is a tool for maintaining balance: among the desires and
needs of diverse constituents; between those collective needs and the realities
of the current economic environment; between what the Commission should do and
what it can do. It is responsive to periods of economic contraction or
expansion, to decisions of quantity and quality, and to appropriate levels of
engagement. Rather than assuring outcomes, it provides management to meet
goals.
The value of the Five Year Plan is dependent upon how it is used. Designed to
be the priority reference for the Commission's delivery of programs and
services, it is not simply a listing of those services or a "wish list." It
must be used extensively as a mechanism for progress and for negotiating
change. In its implementation, it links intentions with actions and actions
with people.
The Five Year Plan confirms the Commission's vision, mission, programs, and
services. The Commission will focus its efforts on Idaho's diverse artistic and
cultural heritage, serving to increase accessibility, advocacy, and
appreciation for the arts. This Five Year Plan reaffirms the Commission's
commitment to leadership and effective stewardship as it serves the people of
Idaho.
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GOALS AND OBJECTIVES
GOAL 1 - ADVANCE THE CREATION, PRESENTATION, AND
EXCELLENCE OF THE ARTS.
Objective 1. Recognize and make more visible the achievements
of the state's exemplary artists, arts organizations, arts educators, and arts
supporters.
Objective 2. Augment funding, leverage resources, build
partnerships and opportunities for Idaho's artists, arts organizations, arts
education, and communities.
Objective 3. Expand technical assistance and professional
development services for artists, arts organizations, arts educators, and
communities.
GOAL 2 - INSPIRE GREATER APPRECIATION OF THE VALUE OF THE
ARTS IN OUR LIVES.
Objective 1. Share the story of Idaho arts.
Objective 2. Increase appreciation, understanding, and support
of the cultural heritage, artistic traditions, and diversity of our
communities.
Objective 3. Advocate for greater awareness and support of
Idaho arts, artists, and arts organizations as valued educational, cultural,
and economic assets.
Objective 4. Lead statewide efforts for public art.
GOAL 3 - PROVIDE CENTRAL LEADERSHIP IN ENSURING QUALITY
ARTS EDUCATION.
Objective 1. Contribute to the development of policies that
are essential to achieving comprehensive arts education as a core K-12 subject.
Objective 2. Develop, maintain, and utilize productive
partnerships and strategic alliances to further the arts education needs of the
state.
Objective 3. Enhance the quality of teaching and learning the
arts in Idaho's schools.
Objective 4. Support the unique contribution to arts education
made by artists and arts organizations.
GOAL 4 - PROVIDE UNDERSERVED CONSTITUENTS GREATER ARTS
ACCESS AND OPPORTUNITY FOR PARTICIPATION.
Objective 1. Stimulate the exchange of information and
learning among artists, arts organizations, and constituents in more
communities.
Objective 2. Act as principal convener, facilitator, and
information resource for the arts in Idaho.
Objective 3. Support the continuation of cultural and artistic
traditions rooted in Idaho's ethnic, occupational, and cultural communities.
Objective 4. Develop new audiences for the arts.
GOAL 5 - BE AN EFFECTIVE STEWARD OF ENTRUSTED RESOURCES.
Objective l. Conduct ongoing program evaluation and planning.
Objective 2. Maintain the highest levels of professional
competency in the provision of services.
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PLANNING PROCESS
The Idaho Commission on the Arts conducted a comprehensive process for
developing its Five Year Plan. It reviewed its previous goals, objectives, and
strategies for current relevance; examined key state reports, studies, and
documents; examined other state arts agencies' long-range plans; and held
focused discussions and work sessions with staff and commissioners. Moreover,
the Commission considered recommendations arising from recent internal studies
of its programs and services and expanded its search for public input.
The Commission began its public comment campaign at its statewide Arts Matter!
Conference in October 2001. Over 350 participants attended this two-day event.
From November 2001 through January 2002, the Commission conducted 14 community
meetings across the state. Constituents included nonprofit arts and cultural
organizations, private galleries, colleges and universities, K-12 public and
private school administrators and teachers, artists and arts professionals,
Commission grant recipients, students, parents, arts volunteers, tribal and
civic leadership, and local and state government officials. The responses from
each community meeting were documented and formatted for shared access on the
agency Web site. Additional public comments were made using that site, as well
as mail, e-mail, facsimile, and telephone.
A draft of the Commission's goals and objectives was posted on the Web site, and
by mail for those requesting printed copies. Finally, the Commission convened
work sessions with commissioners and staff to further define strategic
initiatives, identify benchmarks for evaluation, and refine the documentation.
The Five Year Plan was approved by the Commission in May 2002.
SUMMARY
The Idaho Commission on the Arts has completed its Five Year Plan for
FY2003-2007, designed to be used as a priority for policies and programs, for
guiding leadership decisions, and for the work of the Commission in meeting
long-term goals.
In developing this plan, The Commission conducted its most comprehensive
process to date: community meetings throughout the state; individual
expressions regarding Commission programs and services; artists, arts
organizations, educators, civic leaders, and arts supporters affirming the
agency's mandate to provide an opportunity for every Idahoan to appreciate,
value, and participate in all forms of the arts.
This Five Year Plan departs from conventional long-range plans because it
contains a new framework for making strategic decisions, narrowing the range of
the unforeseen, effectively guiding the Commission through change. Planning
occurs through implementation linking actions with people and resources.
Progress is charted, levels of accomplishment are assessed, and organizational
elements are aligned for continual improvement. An Annual Strategic Review
confirms or redefines direction and growth.
The Plan expresses the desire to maintain a balance in Idaho's diverse visual,
performing, and literary arts with a realistic approach to effective
stewardship of entrusted resources. Through it, the Commission will work to
advance the creation, presentation, and excellence of the arts; inspire greater
appreciation of the value of the arts in our lives; contribute central
leadership in ensuring quality arts education; provide underserved constituents
greater arts access and opportunity for participation; be an effective steward
of entrusted resources.
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KEY INITIATIVE
The Commission has identified nine areas of strategic opportunity for the next
five years. They represent areas of improvement and levels of engagement and
organizational impact. To some extent, the Commission is already active in
these areas. The amount of engagement is decided through an annual assessment
of circumstances and resources in order to determine priorities thus preparing
the Commission for greater activity and response to altered needs and
conditions. Strategies that focus resources on the greatest opportunities for
impact are merged into the Five Year Plan, and more specifically, into annual
organizational and program plans. Key initiatives are described as follows:
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Develop and implement strategic alignment for the Commission.
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Develop and implement a marketing and public information plan for the
Commission and the arts in Idaho.
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Develop and implement the new Arts in Education program grants and services.
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Develop and implement a comprehensive range of technical assistance services.
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Develop and implement expanded information services.
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Conduct and disseminate an Economic Impact Study.
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Explore diversification of revenue and resources for the Commission.
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Develop and implement a public arts legislation campaign.
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Develop, in partnership with other state agencies, a cultural trust for Idaho.
IMPLEMENTATION
The Commission understands that planning without implementation is irrelevant.
Making stated intentions a reality requires linking them with actions and
people, regular monitoring, and effective communication.
The Five Year Plan includes an Implementation Plan communicating the
Commission's priorities and their degree of development. It outlines
engagement, accountability, and the alignments necessary to follow through.
Each year, strategic alignment occurs around the key initiatives. Once an
assessment of current situations and resources has reviewed the amount of
engagement for a key initiative, it is then aligned within the Five Year Plan.
Achievement benchmarks tracking progress and success are identified,
quantified, and incorporated into the Plan at the same time.
Other alignments can occur as needs and conditions require. The range of
alignment includes resources, timelines, strategies, policies, budgets,
responsibilities, and organizational structures. Alignment also can shift
present resources, develop and incorporate new ones, and correct impediments.
The Five Year Plan has been structured to facilitate action on many fronts, to
bring strategic decisions and the deployment of resources into daily
organizational operations.
EVALUATION
Evaluation methods are an inseparable part of the Plan. To meet its goals for
FY2003-2007, the Commission has created an evaluation process designed to
provide comprehensive and consistent measurement of progress and
accomplishment. It identifies responsibility for coordinating evaluation, the
timeline for review, and the information needed for effective evaluation.
Internal evaluation includes data collection, constituent input, and annual
evaluations of effectiveness for each program and service. External evaluations
may involve independent studies, focus groups, surveys, and outside
consultants. Adjustments to the Plan and its implementation can be incorporated
as strategies or benchmark achievements.
Also critical to the Commission's process of evaluation is an Annual Strategic
Review, conducted by the commissioners, including changes in costs, technology,
government regulations, opportunities, and whether assumptions are still
accurate. It asks what structures, policies, procedures, resources, or
strategies should be changed to facilitate implementation.
Evaluation acknowledges the content of the mission and vision but focuses on
the nature and degree of alignment. The evaluation process in the Five Year
Plan provides for ongoing improvement through a cycle of assessment,
realignment, and reassessment.
From the outset of planning, the Commission gave priority to making its Five
Year Plan an active document. The key to maintaining the momentum of strategic
thinking is a commitment to constant reference and integration of the Plan into
the agency-requiring more than general awareness and occasional tracking.
Program staff will develop annual plans referring to the comprehensive effort.
Using an implementation plan, staff and Commission meetings will refer to
elements of the long-range plan, with certain staff and commissioners
responsible for review.
New strategies for communicating with constituents provide opportunities for
comment and participation. Information from the agency's Web site and
newsletter will provide updates for the goals. Each year, an executive summary
of the evolving Plan will be released to the media and forwarded to state
agencies, local governments, civic leaders, school districts, arts
organizations, and communities throughout the state.
Constituent input and commitment have brought the Five Year Plan to life;
continual input and consistent reference and alignment will keep it relevant.
By virtue of its reflected values and purposes, the Five Year Plan for
FY2003-2007 assures that the work of the Commission will continue to have a
constructive effect well into the future.
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