MISSION: The South Dakota Arts Council is a state agency serving South Dakotans and their communities through the arts.

Outlines mission, vision, service goals, marketing goals, programming goals, management of grants, information and referral services, technical assistance strategies, goverence. advocacy, audience building, staff and board development, and facility plan.

Slideshow presentation by Wolf-Brown firm, commissioned by the Scottsdale Cultural Council.

The bylaws for the Utah Arts Council establish the rules of order and governing practices for all aspects of board membership.

The Montana Arts Council's primary goals and objectives are outlined in their 2005-06 strategic plan.

The Portland City Council established the Portland Public Art Program in the spring of 2000 in order to preserve, restore, enhance and expand the City's public art collection. The ordinance requires that the Portland Public Art Committee submit to Council an annual art plan which outlines recommendations for allocating the C.I.P. public art percentage, administration of the program, conservation of the collection, and initiation of new projects.

The Portland City Council established the Portland Public Art Program in the spring of 2000 in order to preserve, restore, enhance and expand the City's public art collection. The ordinance requires that the Portland Public Art Committee submit to Council an annual art plan which outlines recommendations for allocating the C.I.P. public art percentage, administration of the program, conservation of the collection, and initiation of new projects.

the Scottsdale Cultural Council's 5-year strategic plan -- a vision that our contract with the City of Scottsdale requires, but which is truly a labor of love. It is the creation of the Scottsdale Cultural Council's Board of Trustees, supported by the senior staff of the Cultural Council, who invested just over a year to researching and deliberating its components. Perhaps its most important statement is contained in the preamble, where it recognizes that future success, "depends on [the] ability to motivate a wide range of stakeholders - audiences, donors, artists, arts educators, sponsors,

This document is a performance evaluation designed for the executive director position.

This report begins by redefining ﾓcultural diplomacyﾔ in light of current events, and then reviews the history and current state of cultural diplomacy efforts. Our report concludes by identifying key challenges, possible initiatives, and essential questions that, if engaged, can enable cultural institutions, government agencies, arts industries, policy makers, and private sector leaders to harness the global movement of our expressive life to advance our national goals.