13.6.500.371 Application
The Arts Council, Inc.

Proposal Information

Item	Response
Application #	13.6.500.371
Program	General Program Support
Proposal Type	Local Arts Agency
Funding Category	Level 2
Discipline	N/A
Applicant is requesting REDI waiver	N/A
Residency Contact Hours	N/A
Proposal Synopsis	As the local arts agency, serving Martin County, the Arts Council is integrally engaged in supporting and promoting cultural organizations and artists who make our community a better place to live. Our activities fall in three main categories: (1) community events, (2) arts education initiatives, and (3) cultural promotions. This proposal will support the Council in furthering its mission and serving Martin's residents and visitors.

Applicant Information

Item	Response
Corporate Name	The Arts Council, Inc.
DBA Name	N/A
Federal Employer ID	59-2015691
Principal Address	80 E Ocean Boulevard Stuart, FL 34994-2234
County	Martin
Applicant Email Address	nturrell@martinarts.org
Grant Contact	Nancy Turrell, Executive Director
Authorized Official	Nancy K Turrell, Executive Director
Website	www.martinarts.org

Mission Statement

The Arts Council, Inc. mission is to provide advocacy and leadership that inspires participation in, and a passion for the arts in our community.

Proposal Description

The Arts Council provides a wide variety of programs for the benefit of the Martin County community and our members. As the local arts agency, we serve many constituencies: member artists and arts organizations, the public at large, tourists, and students.

For arts patrons, artist and arts organization members services include, but are not limited to:

• On-line promotional opportunities include an artist’s registry complete with images, links and contact information, an e-mail newsletter, and an events calendar featuring submitted events, classes and other activities

• Printed opportunities include listings in the MartinArts Magazine, the Gallery Guide (for galleries/museums), and in various advertising campaigns promoting the county’s cultural assets

• Discounts to events, ticketed lectures, and other special activities throughout the year

• Participation in 6 annual networking sessions with fellow cultural leaders

GOALS:

1. To support and produce programs of exceptional artistic quality thereby increasing participation in the arts.

2. To have Martin County recognized as an arts destination, with the Council as the primary source for arts information.

3. Through effective management and governance practices, ensure our organization’s on-going viability.

4. Promote the importance of the arts for quality of life and economic well-being.

The above will be achieved with OBJECTIVES and ACTIVITIES in three categories: community events, arts education initiatives (K-12 and adult), and cultural promotions.

COMMUNITY EVENTS:
ArtsFest, a festival created in 1988, celebrates all artistic forms and brings educational offerings to the community by hosting 150 juried artists, dozens of community-based and regional performing artists and involving hundreds of students as artists and volunteers. Held in March, ArtsFest attracts more than 15,000 people and garners significant media coverage as the largest event of its kind in Martin County.

First Thursday, Gallery Nights, launched in 2006, is the only cooperative art partnership in Martin County. 20 plus galleries offer monthly specials and encourage visits to other galleries. A gallery guide was funded with tourism marketing dollars to enhance this collaboration.

The mARTies Awards celebrates the contribution that philanthropy, volunteerism and artistic excellence play. Students and adults are recognized at this biennial event (2012 and 2014). This event provides us with a platform to speak about the importance of the arts and creativity in our community.

CHCC gallery exhibitions are selected and curated by a qualified team of local artists, art historians and art advocates. Exhibitions are selected to promote the arts and culture of our region and state while also serving as a resource for artists and our community. Five exhibitions are scheduled annually and always include a juried art show (fresh work by local and Florida Artists), and the Marvin S Cone high school juried art show.

ARTS EDUCATION:
K-12 education initiatives: We work with community partners to establish a commitment to STEAM: science, technology, engineering, arts and math.

• Picture People engages 3rd graders in art appreciation. This program reaches 1200 public and private school students to enhance the visual arts curriculum. Volunteers connect the artwork to the time and place it was created, share stories of the artist’s life as well as discuss the artistic media, integrating the lessons into their current studies.

• Marvin S Cone High School Juried Art Show at the Court House Cultural Center celebrated 25 years in 2011. This annual exhibition recognizes outstanding visual arts students in our school (60/year). Regionally accomplished artists serve as volunteer jurors for the awards. It gives serious students of the visual arts a significant opportunity to show their creative talents in a professional gallery.

• ArtsFest annually features opportunities for master classes with visiting performing artists (2012 features The River City Band via the State’s Regional Touring Program).

• Artist – Student Collaboratives take advantage of current opportunities, for example hosting a full-day field trip for students to a local park and being mentored by local Plein-air painters.

• Arts education projects rely on matching funding sources and partners. Past programs include a semester long multi-disciplinary programs (reading, creative writing, costume and set design, music and drama) and artist residencies in schools.

Continuing Education Opportunities:

• CHCC Gallery-Based: includes lectures by exhibition artists about their process and experience. One per exhibition.

• Community-Based: covers topics such as the healing power of music and art as investment for collectors. Two per year.

• Artist and Arts Organization-Based: focuses on the skills and knowledge needed by this constituency to improve their entrepreneurial skills and ability to sustain an artistic career. Topics include grant writing for artists, networking with graduates of Broward’s Artist as Entrepreneur program, exhibition design for artists, marketing skills, and more.

CULTURAL PROMOTIONS:
Promoting county-wide arts and cultural programming is central to our role as LAA. Our facility, the CHCC is promoted as a cultural information center providing brochure space to organizations, galleries and artists and serves as a meeting place. The Council produces the MartinArts magazine 3/year, keeps an up-to-date cultural calendar on our website, and sends bi-monthly e-newsletters.

The Council is recognized by the County as the arts marketing arm for the community and has an annual contract with the County to receive 1/3 of the 4th cent of the collected tourism bed tax. Advertising is placed with tourism partners (Visit Florida, Martin County Convention & Visitors Bureau etc), public relations efforts are focused on attracting attention to unique events and venues in our community, and printed materials are published/created as needed to support this effort. All promotional efforts are supported by our website.

Culture Builds Florida's Future

1. Strengthening the Economy

   The Arts Council participated in the Americans for the Arts Economic Prosperity III report. In doing so, we learned that Martin County’s non profit arts industry has a $16 million impact on our local economy. It is our intent to use these figures as a benchmark with participation in the study in 2013 or 2014.

   As the designated arts marketing arm for tourism, receiving 1/3 of the 4th cent of the tourist tax collected, we administer a marketing plan with a budget of approximately $85,000 annually. Our efforts to increase tourism and brand Martin County as an arts destination will benefit local artists, arts organizations, retail businesses, and hotels.

   By producing ArtsFest, the largest two day arts festival in our community, we are engaging the community in the arts and raising much needed funds for our programs. The festival is held in Stuart’s historic arts district and through our coordination residents are able to view and purchase art from a roster of juried fine artists, and to enjoy the artistry of students and adult talent on one of two stages (children’s and main). The festival is a draw for tourism and brings people into the historic downtown.

   Through our work with the Cultural Advisory Committee, we are fostering enhanced capacity within the artists and arts organizations in our community while we also focus on our own capacity building and increased viability.

2. Learning and Wellness

   Arts education efforts are core to the mission of the Arts Council as noted previously. Ensuring a future audience for the arts is a key to our many arts education efforts in the schools which have included the Picture People Program and the High School Juried Art Show (HSJAS).

   Annually five exhibitions are presented in the CHCC galleries and include a lecture by a guest artist related to the exhibition. Groups are encouraged to use the facility’s meetings rooms for networking and learning opportunities. Educational programs include lectures on general knowledge art topics as well as more technical topics for the artist and arts organization.

   The Council works with a variety of health and human service organization as the timing and funding avails itself. Efforts have included programs such as an exhibition of art created by cancer survivors at the Cancer Center, a holiday musical program at the hospital and lectures for health care providers about the positive benefits of music in post-surgery patients. In Summer 2011, for example Jill Sonke-Henderson, Director, Arts in Medicine at Shands Hospital, will be visiting as a part of our effort to bring a more visible partnership between our local hospital and the Council.

3. Building Leadership

   Throughout our efforts to foster networking among the members of our cultural constituency is the thread that with information and knowledge comes leadership. The nurturing of our cultural leaders in the Cultural Advisory Committee (CAC) fosters stronger, better leaders for our sector as well as within their own organizations.

   The CAC brainstorms and discusses important community topics such as tourism, cultural facilities, economic impact of the arts, while also touching on pressing internal issues/challenges such as funding, human resources, volunteer management and public relations. By fostering this networking and sharing of experiences each participant is a bit stronger.

   Within our internal board and staff, a commitment to a strong governance model has been made. Providing opportunities for training ensure greater accountability and program evaluation. A succession plan for board leadership is in place to ensures stability in planning and program implementation. It is important as the LAA, that our board be visible in the community as staunch advocates for the arts.

   The Arts Council is noted in the County’s Comprehensive Plan as a partner in advancing the arts in Martin County. We are one of a few Florida County’s that has a separate Arts & Cultural Element. This chapter of the Comp Plan was recently updated and amended to reflect the importance of historic preservation. It was through our leadership originally that this optional element came to be and is testament to the leadership role the Council plays in the County’s arts policy and programmatic efforts.

4. Design and Development

   Since 1997, the County has an adopted art in public places ordinance due to our leadership in advocating for this program to be created using 1% of the cost of county capital projects. Despite the current recession, funds have continued to be spent on high quality projects in the County and narrowly focused on the places where people are, i.e. beaches and downtowns (via the Community Redevelopment Agencies). A project nearing completion in Port Salerno highlights the community’s long-standing commercial fishing industry and our marine life. The project significantly enhances the walking tour of the “Manatee Pocket” area which is home to several art galleries as well as docks for commercial fishermen. Our role in public art is one of advocate and cheerleader.

   In our County seat, Stuart, the City has enacted a public art ordinance for construction projects in their CRA. Again, we often serve as advisors and consultants for projects helping private businesses identify artists to hire for the projects they envision for their public art component.

   As one of seven counties involved in the Sustainable Community Grant received by the Treasure Coast and the South Florida Regional Planning Councils, we envision future dialogues regionally on issues of design and development among other topics. As case in point, the TCRPC is working with Amtrack to open new stations in communities across our region expanding passenger rail where it has been missing; as a part of this planning process we can facilitate the inclusion of public art into the budgets for each of these new stations bringing a thread of cohesiveness through art to the venues.

Proposal Estimates

Estimated Number of	Response	Instructions to the Applicant
school based youth benefiting	2,900	Enter the number of individuals under the age of 18 that are expected to be participating in organized school based cultural events. This figure should reflect a portion of the total individuals benefiting.
non-school based youth benefiting	4,500	Enter the number of individuals under the age of 18 that are expected to be participating in non-school based cultural events. This figure should reflect a portion of the total individuals benefiting.
elders benefiting	39,000	Enter the number of individuals over the age of 65 that are expected to benefit from the proposal activities. This figure should reflect a portion of the total individuals benefiting.
artists participating	275	Enter the estimated number of professional artists that will be directly involved in providing artistic services specifically identified with the proposal. Include living artists whose work is represented in an exhibition regardless of whether the work was provided by the artist or by an institution. This figure should reflect a portion of the total individuals benefiting.
individuals benefiting	70,000	Give the total number of individuals that are expected to be involved in proposal activities as artists, non-artists, participants, or audience members. This number should include the values listed for youth, elders and artists.
proposal events	20	How many different events will be produced or presented within the grant period as a part of this proposal? Be sure to list different events, not performances. For example, a musical performed 10 times is only one event, but a musical performed 10 times and workshop done once are two events.
opportunities for public participation	268	Each event will have one or more opportunities for public participation. For example a musical performed 10 times is one event with 10 opportunities for public participation.

Project/Program Location

• Martin

Proposal Impact

Martin County is located on the East Coast of Florida approximately 2 hours north of Miami and 2 hours southeast of Orlando. Martin County has several small municipalities and the county seat is Stuart. According to the U.S. Census Bureau, Martin County has a total area of 753 square miles. In 2008, the county population was estimated at 138,600 and was 81.3% non-Hispanic white, 10.4% Latino and 5.9% African-American. Approximately 26% of the population has a bachelor’s degree or higher and 85% has at least a high school diploma. Only 8.5% of the population is estimated live below the poverty level. Martin County is a seasonal community benefitting from the “snowbirds” who visit during the winter months.

Transportation is a challenge to many in Martin County as no comprehensive public transit system exists making travelling to events and programs reliant solely on private transportation. Additionally we have traditionally supported programming in the neighborhoods most affected, such as Indiantown and Hobe Sound.

To reduce the burden financially for families to attend Council programs, most are free and open to the public including our two-day festival, ArtsFest and exhibitions in the fine art gallery of the Court House Cultural Center. Schools participating in our programs pay no fees to do so.

According to market research studies that we have conducted, among the most popular arts activities that respondents noted were outdoor art show or festival (71%), musical performance (65%), a theatrical performance (56%) and visiting a museum or art gallery (50%). This speaks to our direct involvement and impact on the community with our annual ArtsFest (outdoor arts festival) and the Cultural Center gallery. We are confident that we are providing arts events that are pleasing to our population base while we promote a broader list of cultural assets from across the community and across genre.

Estimates received during the “Arts & Economic Prosperity III” report indicate that over 310,000 people attended cultural events in Martin County, spending more than $4.7 million; nearly 1/3 being non-residents. Tourism is on the rise in our community; we attribute this success due to the influx of bed tax funds being used to market our community to visitors by the CVB, the Sports Commission and the Arts Council. A non-resident (according to the above mentioned report) spend $25.43 per event compared to the resident’s expenditure of $10.49. A focus continuing to improve tourism marketing is a priority.

The recession has hurt many local artists and arts organizations. The Council is enthusiastically embracing new efforts to bring opportunities forward for their benefit, such as, a partnership with Allegro (a senior living facility) allowing up to 12 artist to show their works on a specially dedicated wall, a partnership with a local retail plaza to use their community room to present artist-led workshops and classes for youth and adults, and in honor of our 25th anniversary of ArtsFest, to launch a patron’s program for the purchase of art at the festival. The investment made by the State of Florida provides us with the resources to implement these ideas and others to support our arts community.

Operating Budget

	Operating Expenses	Completed Fiscal Year ending 9/30/10
1.	Personnel: Administrative	28,515
2.	Personnel: Programmatic	110,592
3.	Personnel: Technical/Production	13,800
4.	Outside Fees and Services: Programmatic	69,344
5.	Outside Fees and Services: Other	90,840
6.	Space Rental, Rent or Mortgage
7.	Travel	2,140
8.	Marketing	80,253
9.	Remaining Operating Expenses	47,214
A.	Total Cash Expenses	$442,698
B.	In-kind Contributions	$48,000
C.	Total Operating Expenses	$490,698
	Operating Income	Completed Fiscal Year ending 9/30/10
10.	Revenue: Admissions	50,909
11.	Revenue: Contracted Services	55,364
12.	Revenue: Other	21,513
13.	Private Support: Corporate	43,485
14.	Private Support: Foundation	76,165
15.	Private Support: Other	39,234
16.	Government Support: Federal
17.	Government Support: State/Regional	25,704
18.	Government Support: Local/County	122,286
19.	Applicant Cash	8,038
D.	Total Cash Income	$442,698
B.	In-kind Contributions	$48,000
E.	Total Operating Income	$490,698

Additional Operating Budget Information

Notes to Budget:

• This was the second year of a two year grant from the Community Foundation of Palm Beach & Martin County for our ecoart project. The grant received January 2010 was for $30,000. This will not return in subsequent fiscal years.

• Applicant cash resulted from application fees for ArtsFest 2010 paid in the previous fiscal year and early sponsorships/ticket sales for our 30th Anniversary Dreams Gala Concert (held January 2011).

Proposal Budget: Summary

	Proposal Expenses	A. Request	B. Cash Expenses	C. In-kind	Total
1.	Personnel: Administrative	0	51,600	0	$51,600
2.	Personnel: Programmatic	15,000	94,400	0	$109,400
3.	Personnel: Technical/Production	20,000	2,200	0	$22,200
4.	Outside Fees and Services: Programmatic	10,000	68,500	7,000	$85,500
5.	Outside Fees and Services: Other	10,000	72,425	10,200	$92,625
6.	Space Rental	0	1,800	1,800	$3,600
7.	Travel	0	4,750	0	$4,750
8.	Marketing	10,000	70,500	45,550	$126,050
9.	Remaining Proposal Expenses	0	44,250	5,000	$49,250
D.	Total Proposal Expenses	65,000	410,425	69,550	$544,975
	Proposal Income	A. Request	B. Cash Income	C. In-Kind	Total
10.	Revenue: Admissions		44,500		44,500
11.	Revenue: Contracted Services		50,225		50,225
12.	Revenue: Other		27,700		27,700
13.	Private Support: Corporate		43,500		43,500
14.	Private Support: Foundation		39,000		39,000
15.	Private Support: Other		68,500		68,500
16.	Government Support: Federal		0		$0
17.	Government Support: Regional		0		$0
18.	Government Support: Local/County		137,000		137,000
19.	Applicant Cash		0		$0
E.	Total Proposal Income	65,000	410,425	69,550	$544,975

Proposal Budget: Detail

	Proposal Expenses	A. Request	B. Cash Expenses	C. In-Kind	Total
1.	Personnel: Administrative	0	51,600	0	$51,600
1.1. Executive Director		0	12,000	0	12,000
1.2. Office Mgr / Executive Assistant (p/t)		0	15,000	0	15,000
1.3. Volunteer & Membership Manager		0	14,600	0	14,600
1.4. Benefits & Payroll		0	10,000	0	10,000
2.	Personnel: Programmatic	15,000	94,400	0	$109,400
2.1. Executive Director		10,000	41,000	0	51,000
2.2. Office Mgr / Executive Assistant (p/t)		0	12,000	0	12,000
2.3. Volunteer & Membership Manager		5,000	16,400	0	21,400
2.4. Benefits & Payroll Taxes		0	25,000	0	25,000
3.	Personnel: Technical/Production	20,000	2,200	0	$22,200
3.1. Gallery Manager		20,000	0	0	20,000
3.2. Benefits & Payroll Expense		0	2,200	0	2,200
4.	Outside Fees and Services: Programmatic	10,000	68,500	7,000	$85,500
4.1. Artistic Services (artist fees, speaker fees, juror fees)		10,000	62,000	7,000	79,000
4.2. Art & Program Supplies		0	2,500	0	2,500
4.3. Jury Awards		0	0	0	0
4.4. Other Fees / Services		0	4,000	0	4,000
5.	Outside Fees and Services: Other	10,000	72,425	10,200	$92,625
5.1. Professional Services (audit, legal, pr, event mgt)		5,000	47,000	9,000	61,000
5.2. Technical Production		5,000	9,000	1,200	15,200
5.3. Event Related Expenses		0	16,425	0	16,425
6.	Space Rental	0	1,800	1,800	$3,600
6.1. Fees for Space Rentals (lectures, classes)		0	1,800	1,800	3,600
7.	Travel	0	4,750	0	$4,750
7.1. Conference & Training		0	3,000	0	3,000
7.2. Mileage		0	1,750	0	1,750
8.	Marketing	10,000	70,500	45,550	$126,050
8.1. Advertising		0	45,000	45,000	90,000
8.2. Printing (MartinArts Magazine, exhibit postcards, etc)		8,500	16,500	0	25,000
8.3. Web & Electronic Media		1,500	3,500	0	5,000
8.4. Souvenir Merchandise		0	5,500	550	6,050
9.	Remaining Proposal Expenses	0	44,250	5,000	$49,250
9.1. Insurance		0	6,500	0	6,500
9.2. Computer Support / Technician		0	3,500	0	3,500
9.3. Bank Fees / Credit Card Fees		0	0	0	0
9.4. Office Supplies		0	4,750	0	4,750
9.5. Subscriptions, Licenses & Permits		0	5,500	0	5,500
9.6. Postage & Shipping		0	6,000	0	6,000
9.7. Repairs & Maintenance		0	3,000	5,000	8,000
9.8. Utlities		0	15,000	0	15,000
D.	Total Proposal Expenses	65,000	410,425	69,550	$544,975

	Proposal Income	A. Request	B. Cash Income	C. In-Kind	Total
10.	Revenue: Admissions		44,500		$44,500
10-1 ArtsFest			25,000		25,000
10-2 mARTies Awards			7,500		7,500
10-3 Misc Ticketed Events & Lectures			12,000		12,000
11.	Revenue: Contracted Services		50,225		$50,225
11-1 CHCC Room Fees			4,000		4,000
11-2 ArtsFest Jury & Booth Fees			45,000		45,000
11-3 CHCC Annual Juried Show Jury Fee			1,225		1,225
12.	Revenue: Other		27,700		$27,700
12-1 Interest Income			700		700
12-2 Concession Income			27,000		27,000
13.	Private Support: Corporate		43,500		$43,500
13-1 Sponsorships - Events & Exhibitions			43,500		43,500
14.	Private Support: Foundation		39,000		$39,000
14-1 Lawrence A Sander Foundation			27,500		27,500
14-2 Community Foundation for Palm Beach & Martin Counties			1,500		1,500
14-3 Arts Foundation & WSA			5,000		5,000
14-4 Other Foundation Support			5,000		5,000
15.	Private Support: Other		68,500		$68,500
15-1 Auction, Raffles			3,500		3,500
15-2 CHCC Door Donations			5,000		5,000
15-3 Contributions & Membership			60,000		60,000
16.	Government Support: Federal		0		$0
17.	Government Support: Regional		0		$0
18.	Government Support: Local/County		137,000		$137,000
18-1 Martin County Board of County Commissioners			44,000		44,000
18-2 Tourist Development Council			86,000		86,000
18-3 State of the Arts License Plate			7,000		7,000
19.	Applicant Cash		0		$0
E.	Total Proposal Income	65,000	410,425	69,550	$544,975

Additional Proposal Budget Information

Notes to Proposal Budget:

1. The proposal includes a new position which would provide a greater level of support and expertise allowing for an expansion of programming and more support to the volunteers who currently select, install and strike each exhibition. (Personnel: Technical/Production)

2. An increase in fees paid to artists for lectures, performance, and programming, as well as increased expenses related to the anticipated increase in tourism revenue. (Outside Fees & Services: Programmatic).

3. Based on recent history, the proposal anticipates increased revenues in tourism which will necessitate increased expenses for marketing. (Marketing)

4. Based on current efforts and those planned in the coming years, a focused effort on membership recruitment and fund raising is anticipated in this proposal resulting in an increase revenue projection. (Private Support: Other)

Fiscal Condition and Sustainability

The Arts Council’s annual operating revenues come from diverse sources including government grants, corporate sponsorships, private donations, foundation support, and event proceeds. As the economy has declined, all areas have been affected but we are cautiously optimistic.
To remain fiscally conservative, the board has embraced this challenge as an opportunity to clarify and focus our efforts on those that are more productive and yield the best results. It has been a chance to delve into an in-depth analysis of our programs and operations.

The Council maintains a line of credit with a current balance of approximately $25,000. It is collateralized with a $50,000 certificate of deposit resulting from a bequest received from a local artist nearly 10 years ago. The board of directors is focused on reducing the line of credit to zero by the end of 2014.

Our Fund Development committee meets regularly to monitor plans and results in our efforts to diversify our funding base, encourage new donors, and enhance our outreach efforts. We have set a goal to expand our small endowment fund to $1 million by 2015 and to further cultivate and expand the community’s first women’s donor circle, Women Supporting the Arts. This donor circle was suggested by the director seven years ago to create a source for additional grants for arts organizations and artists and has grown every year but the previous when funding remained flat.

The silver lining during this economic downturn has been renewed energy and commitment from board members to address their fiduciary responsibilities, for collaboration and partnership between organizations and for a commitment to introspection and analysis.

Evaluation Plan

The Board implemented a new program evaluation procedure in May 2010, which has been maintained. The procedure requires annual evaluations with results to be reported at board meetings with the objective of ensuring that the program is in alignment with the mission and vision of the Arts Council, and that it supports established goals, objectives and the strategic plan. The program evaluation process is meant to serve as a guide for program acceptance and continuance but does not restrict the users in its decisions or be a substitute for the execution of sound business practices or judgment in the selection of programs or other business-related ventures.

Surveys are a primary source of feedback from program participants and event attendees at gallery nights, signature events and in arts education programs. We subscribe via our email newsletter provider, Constant Contact, to their survey component making surveys to our email list very simple and efficient. Secondarily, based on the type of program, interviews, video/photographic documentation, participant journals, and committee “self-evaluation” may also be utilized. All committees are required to keep minutes of meetings and prepare post-event reports, both using both financial and anecdotal evidence.
Board meetings are held 9 times per year in addition to an annual day-long planning session. Board committees include Finance, Governance, Fund Development, Arts Education, Court House Cultural Center, Marketing/Branding and event-specific committees. Strategic Plan updates are issued quarterly to the Board for review and discussion at the next Board Meeting.

Applicant Accessibility

Question	Response
Does the applicant have policies and procedures (including a complaint process) that address non-discrimination on the basis of disability?	Yes
Does the applicant have a staff person that is responsible for compliance with Section 504 of the Rehabilitation Act, Americans with Disabilities Act and Florida Statutes 553?	Yes (Elaine Keller)
Has the applicant completed the Section 504 Self Evaluation Workbook from the National Endowment for the Arts (linked) in the last 5 years?	Yes

Accessibility

The Court House Cultural Center, the home of the Arts Council, is a county-owned structure which is leased to the City of Stuart, who in turn leases it to the Arts Council. This public use of a historic structure is a model for redevelopment; yet poses some obstacles for complete accessibility. The historic building is a two story structure with no elevator; therefore, all public uses of the building are coordinated on the first floor. These rooms are regularly used as fine art gallery space and accommodate up to 150 people for receptions and meetings.

Our volunteers who welcome visitors to the Court House Cultural Center (docents) receive training to enhance their skills and level of comfort in providing assistance to our visitors who need it. This training will be done with support from local agencies who work with a range of individuals with disabilities. We are working with our web-host this summer via an intern to provide greater accessibility to more of our community. This self-evaluation will be conducted biennially and will address our facility and programs.

As a local arts agency, we will not only look within but also provide greater assistance and foster increased accessibility among our cultural organizations. We encourage each organization to improve their accessibility and provide ideas to them for simple ways to better serve all audiences.

Many programs and efforts to reach into the community are held in public facilities that meet or exceed ADA requirements such as our schools and libraries. Our projects engage stakeholders from a variety of backgrounds, therefore, we expect that the projects that we implement eliminate or reduce most barriers to access: social, physical and economic. Accommodations, such as audio description, sign-language interpretations, closed or open captioning, large-print brochures/labeling, etc., are utilized as needed to meet the needs of our audience.

1. IRS 501(c)3 Letter

2. Verification of County Designation as LAA

3. Division of Corporations Record

4. Letter from the Executive Director

5. Strategic Plan

6. Tourism Marketing Plan

7. Court House Cultural Center Exhibition Calendar and Overall Calendar

8. MartinArts Magazine - Spring 2011 (10,000 distributed annually)

9. MartinArts Email Newsletter (as of 5/2011 - distribution list of 1565)

10. Invitation Postcard for Exhibtion

11. Official Gallery Guide - Discover Martin County

12. New coverage from the Stuart News about the Marvin S Cone High School Juried Art Show (May 2011)

13. Superintendent of Martin County Schools, Nancy Kline - Support Letter

14. Co-Director, Martin County Business Development Board, Crystal Stiles - Support Letter

15. Martin County Board of County Commissioners Chairman Ed Ciampi - Support Letter

16. Artist Terry Barber - Support Letter

17. List of Current Board Members with Committee List (May 2010)

18. In-Kind Detail Report (FY 2009-10)