Cultural Trust Action Plan
Purpose: Building community support for the arts, heritage, and humanities in Malheur County.
Our Vision: Malheur County residents and visitors will be afforded the opportunity to enjoy a vibrant cultural life that engages citizens of all age groups from all parts of the county.
Strategic Directives for Project Funding
The strategic directives and the strategies that support each directive are to be the basis upon which applications for funding are prepared and awards made.
Benchmarks:
These need to be outcomes that can be achieved over a 10-year period. Annual benchmarks will be needed to determine the impact of grant funds.
Quantitative benchmarks
Each project application is to establish a baseline number from which to measure quantitative increases. For example, what has been the average attendance at the event? The project success will then be measured by an increase in this number. This increase can be expressed in a number or as a percentage increase.
Qualitative benchmarks
These benchmarks measure the quality of the program through stories and other personal narratives and anecdotes.
All benchmark tracking of the plan will be over a 5-year span from the time completion of the grant.
DIRECTIVE – 1 MARKETING
A broader range of residents and visitors who appreciate and take advantage of locally offered cultural programs and opportunities
Our challenge:
Though a wide array of cultural opportunities are offered around the county, many are poorly attended or are only supported by the same small group of people. There tends to be an emphasis on participating in and attending sporting activities, rather than attending cultural events.
There are a number of artisans interested in selling their work, however, local interest is poor and there is no permanent location from which artworks are displayed and sold.
Strategies | Activities | Measurement | Benchmark |
Create a larger, more diverse audience for cultural activities | Marketing
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Track attendance figures at local events Track increases in sales by artisans | |
Develop a youth audience |
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Track attendance Track the numbers of programs developed and the attendance at each | |
Develop experiences for mature audiences and families |
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Track the numbers of programs developed and the attendance at each | |
Develop entrepreneurial opportunities |
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Track the numbers of new programs developed and the attendance at each |
DIRECTIVE 2 MAINTAIN CURRENT INVESTMENT
Maintain our investment in preserving and developing heritage sites and cultural opportunities and to maintain the opportunities offered in our k-12 through community college.
Our challenge:
The county-community has a number of historical sites and is developing festivals and cultural events. It is important to evaluate these events and to preserve and enhance these rather than starting new events if the current activities/sites are worthy. It is equally important to maintain programs in the local k-community college systems.
Strategies | Activities | Measurement | Benchmark |
Preserve the heritage sites in Malheur County. |
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Track the number of sites needing and receiving preservation assistance | |
Continue and enhance the current and on-going historical site development. |
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Complete the cemetery project Complete the mapping project | |
Maintain and enhance the current arts (visual –performing) and humanities programs. |
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Track the attendance at current festivals Track the state and local funding levels of programs in the local school districts and TVCC Track entrepreneurial opportunities and success |
DIRECTIVE – 3 COLLABORATE AND COOPERATE
Strengthen the various cultural disciplines in the county community by working together and supporting each other.
Our challenge:
Though Malheur County has a number of cultural opportunities and organizations, due to the size of the county and the sparse population, there has not been a history of the groups working together or sharing resources or of even having much knowledge about each other.
The county also has untapped cultural tourism opportunities.
Strategies | Activities | Measurement | Benchmark |
Open the doors between disciplines |
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Track frequency of inventory maintenance Track frequency of meetings | |
Share schedules and activity information with each other and the public |
Web site |
Track “hits” to the web site Track brochures location and distribution information | |
Develop cultural tourism opportunities |
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Track number of opportunities developed Track partnerships |
DIRECTIVE – 4 EXPAND AND BROADEN OPPORTUNITIES
The cultural opportunities of the community will continually be expanded and developed. This includes opportunities for entrepreneurs.
Our challenge:
The rural nature of the county, as well as the small population, has made it difficult for arts, heritage and humanities groups to attract outside project funding. With the exception of monies donated to build Four Rivers Cultural Center, the county has yet to have a major benefactor “step up to the plate” to sponsor a project or program.
Strategies | Activities | Measurement | Benchmark |
Expand resources – fiscal and human- by developing funding sources/resources |
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Track success of grant preparation efforts Track projects using inmate labor | |
Follow equitable re-grant policies |
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Annually evaluate the distribution and effectiveness (as measured by the benchmark set by the applicant) |
Plan review and maintenance
This plan will be reviewed at the end of the second full year of operation by the members of the Malheur County Cultural Coalition Committee. The focus of this review will be on strategy and project clarification and/or application requirements.
Numerical benchmarks, based on the baseline data prepared as a part of the application process, will be inserted as appropriate.
At the end of the fifth year a planning committee, representative of each of the disciplines, will be named and charged with a public review and revision of the plan. This will include, at a minimum, community meetings. Other strategies to encourage public participation are recommended.