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Founded inthe Arts Council has a proven track record of supporting individual creativity, cultural preservation, economic development, and lifelong learning through the arts. As the unofficial home of the U. As a result, Arts Council stakeholders describe Fayetteville as a city with dual personalities — a population that is part small town, home-grown, southern charm residents and part international, widely diverse, transient military personnel and families.
The military base attracts a large and growing defense industry and was ranked in the Top 5 Defense Industry Development areas in the United States. Cultural Priorities for the community include: Since its inception, the organization has served as the vital link between artists, arts and cultural organizations, and the community.
As the primary steward of public and private funding for arts, cultural, and history activities in the Cape Fear Region, the Arts Council and the agencies it supports are known for core values of excellence, accountability, transparency, collaboration, and innovation.
Provides leadership, vision, and community development through the creative arts Administers six distinct grant allocation programs offering funding and physical space to nonprofit organizations, schools, local governments, and creative professionals Produces two major festivals, 4—6 Arts Center gallery exhibitions, and two exhibitions at City Hall Funds and facilitates an annual temporary public art exhibition and purchase program Delivers ongoing advocacy with elected officials at the local, state, and federal levels Coordinates Artists in Schools to encourage the next generation of budding artists Created by legislative mandate inthe annual application of a portion of occupancy tax revenues generated by hotel guests who visit Cumberland County provides an unusually stable and sustainable means of support for the development of arts infrastructure without taxing local residents.
Its careful stewardship of these funds, broad re-granting of revenues to a diverse range of cultural organizations now reaching well beyond the artsand ongoing review and assessment of how these funds are spent has helped generate a collaborative community spirit and foster distinctive programming that has added to the vitality, quality of life, and economic development of the region.
Presently, a volunteer member Board of Directors governs the Arts Council, with its day-to-day business operations managed by a team of 14 staff.
For more information on the Arts Council, visit www. Strategic Objectives and Near Term Priorities A new strategic plan adopted in outlines the following goals: With leadership, encouragement, and funding from the North Carolina Arts Council, the Arts Council will staff and develop this program to build bridges between military populations and the creative arts industry.
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Recent assessment determined gaps in resources available to the makers and creatives of the Fayetteville community: The Arts Council will utilize the research findings to develop a new networking association of makers and creatives built on a mission to create a physical and philosophical space for artists, makers, and other creative industry professionals to gather, collaborate, and engage in professional development.
The Leadership Opportunity The Arts Council is on solid footing as an organization and is poised for a new generation of executive leadership. There is broad consensus within the organization that the Arts Council is in an ideal position to grow its impact and expand its leadership in the sector.
This has been built through a thoughtful succession and strategic planning process completed over the last two years, including both board and staff, in partnership with consulting firms specializing in these areas. This individual is entering the life of the Arts Council at a time of significant transition with the long-time director stepping down and great opportunity.
The successful candidate will exhibit a strategic and visionary mindset and drive, outstanding communication skills, enthusiasm, perseverance, and diplomacy. Quickly comprehend the current business model and approach of the Arts Council, learning the structure of the organization including an understanding of programs, vital partners, and the landscape particular to the Arts Council.
Ensure a cohesive, high functioning team, giving attention to and investing continued resources in team building, staff training, and leader development. Establish strong working relationships with the Board of Directors, staff, funders, partners, and volunteers.
Gain an understanding of the political landscape and context surrounding the occupancy tax and build relationships with key legislative influencers to sustain this vital revenue stream.
Engage the Board of Directors and its committees in the stewardship of financial, operational, and resource generation initiatives. Provide visionary and strategic leadership and translate that vision into measurable strategies and concrete actions that advance the mission. Oversee the business operations of the organization and the leadership team responsible for the day-to-day operations.
Ensure that appropriate programs and services are provided that are consistent with priority needs and organization mission. Oversee the finances and ensure fiscal responsibility and security. Work with the Board of Directors, staff, and volunteers to ensure that the Arts Council sets and achieves its revenue goals.
Lead organization fundraising activities including annual and major gift development, grant writing, and special events. Develop, augment, and expand key relationships with stakeholders, supporters current and prospectivekey referral sources, and partner organizations.
Promote competency, quality, and the highest ethical standards throughout the organization. Provide motivation and support to the Board of Directors and its committees, as well as report to the Board of Directors on the progress of the organization.The workforce is changing as businesses become global and technology erodes geographical and physical urbanagricultureinitiative.com organizations are critical to enabling this transition and can utilize next-generation tools and strategies to provide world-class support regardless of location, platform or device.
World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolution, which will fundamentally alter how we live and work.
Please note - this is an archived publication. Leadership and performance. Senior Executive leaders in the Australian Public Service (APS) play a key role in the delivery of the core functions of the Service.
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