Objective 1Increase equitable funding and support for culture, especially in historically underserved communities
Objective 2Cultivate inclusive practices in the cultural sector
Objective 3Strengthen connections between the cultural sector and government
Objective 4Address the affordability crisis for the cultural community
Objective 5Provide high quality arts education for all New York City public school students
Strategy AIncrease the City's funding for cultural organizations, especially those in historically underserved neighborhoods
References: EQ_1.A EQ_1.B NC_3.A EQ_2.B EQ_3.A SE_3.A AF_3.A What is this?
ActionsAction 1Announced the expansion of the city's Cultural Institutions Group (CIG) with five new members: BRIC, the Bronx Children's Museum, the Louis Armstrong House Museum, the Noble Maritime Collection, and Pregones/Puerto Rican Traveling Theater (PRTT). As the largest expansion of the CIG in nearly five decades, these organizations—each operating on city-owned property—will receive substantial subsidies and capital investment from the city in exchange for providing publicly accessible cultural programming for all New Yorkers.”
Action 2The Office of the Mayor announced a permanent baseline increase of $45 million to DCLA's budget, the first time the agency’s baseline has received a substantial increase in over a decade. The funding includes $23.5 million for the Cultural Development Fund, and $21.5 million for the Cultural Institutions Group.
Action 3Set aside additional $1.5 million in Mayoral funding for arts education programs. This includes $375K to fund another round of the NYC Arts in Education Roundtable Emergency Relief Grant program, doubling the investment DCLA made in this fund last year as a way to support the hard-hit arts educator community. The remaining funding was used to increase grant support for 91 cultural groups providing arts education services in SIAP and TRIE neighborhoods.
Action 4Directed additional $5.1 million to 645 CDF groups working in underserved communities, including 33 priority neighborhoods established by the City's Task Force of Racial Inclusion and Equity (TIRE), as well as neighborhoods identified by the Social Impact of the Arts Project (SIAP).
Action 5Launched a range of new, equity-based reforms to the Cultural Development Fund (CDF) focused on increasing access to public funding for cultural organizations across the city, including greater recognition of historically marginalized communities, increased minimum grant size, and recruitment of review panelists who reflect the diversity of New York City.
Action 6Increased funding to 619 CDF recipients located in, and committed to supporting, low-income neighborhoods, as recommended by the University of Pennsylvania's Social Impact of the Arts project, as well as those located in areas most affected by COVID-19.
Action 7Increased funding to all 1,033 recipients of DCLA's CDF grants, with larger, proportional increases for small organizations.
Action 8Allocated more than $2 million to CIG members with organizational budgets under $20 million and to the Mayor's Grant for Cultural Impact, made possible by a long-term agreement with the Metropolitan Museum of Art to share annual revenue from their new policy to charge mandatory admission to visitors from outside of New York State.
Action 9Allocated $2.1 million to 21 of the smaller Cultural Institutions Group members and to the CreateNYC Language Access Fund, made possible by a long-term agreement with the Metropolitan Museum of Art to share annual revenue from their new policy to charge mandatory admission to visitors from outside of New York State.
Action 10Designated Weeksville Heritage Center in Brooklyn as a member of the Cultural Institutions Group (CIG), becoming the first historic black CIG in Brooklyn to receive this designation. As a member of the CIG, Weeksville receives annual operating and energy support from the city.
Action 11Provided increased funding to the 18 CIG members with budgets under $12 million to strengthen organizational capacity and programming for underserved audiences.
Action 12Increased general operating funding to all members of the CIG, with a 23.9% increase for smaller institutions and an 14.9% increase for larger institutions.
Action 13Increased funding to 632 CDF recipients located in, and committed to supporting, low-income neighborhoods, as recommended by the University of Pennsylvania's Social Impact of the Arts project.
Action 14Increased funding to all 987 recipients of DCLA's CDF grants, with larger, proportional increases for small organizations.
Action 15Allocated $2.8 million to over 175 cultural organizations in underserved communities, made possible by a long-term agreement with the Metropolitan Museum of Art to share annual revenue from their new policy to charge mandatory admission to visitors from outside of New York State.
Action 16Provided funding and technical assistance to community-based development and cultural organizations in Bushwick, Far Rockaway, and Morrisania for cultural asset mapping and community visioning workshops as part of DCLA's Building Community Capacity initiative.
Action 17Increased general operating funding to all members of the CIG, with a 17.5% increase for smaller institutions and an 8% increase for larger institutions.
Action 18Provided increased funding to the 18 CIG members with budgets under $12 million to strengthen organizational capacity and programming for underserved audiences.
Action 19Increased funding to all 977 recipients of DCLA's CDF grants, with larger, proportional increases for small organizations.
Action 20Increased funding to 628 CDF recipients located in, and committed to supporting, low-income neighborhoods, as recommended by the University of Pennsylvania's Social Impact of the Arts project.
Action 21Increased funding to 256 CDF recipients located in,and committed to supporting low-income neighborhoods, as recommended by the University of Pennsylvania's Social Impact of the Arts project.
Action 22Provided funding to the City's three library systems to develop cultural programs designed to reach new audiences.
Strategy BIncrease funding for individual artists, especially those from underrepresented communities
References: EQ_3.C EQ_4.C NC_1.B HS_1.A What is this?
ActionsAction 1Launched New York City Artist Corps, a $25 million program that provided local artists with relief funds in exchange for cultural programming that engaged New Yorkers and supported the City's COVID-19 recovery across the first boroughs.
Action 2Provided increased funding to individual artists and small organizations through an ongoing regrant program in partnership with local arts councils.
Action 3Allocated another $2 million from the Women's Fund for Media, Music and Theatre by the Mayor's Office of Media and Entertainment's to help 94 film and theater projects led by artists who identify as women or coming from a female perspective reach completion.
Action 4Allocated $1.5 million of the $5 million Women's Film, TV and Theatre Fund by the Mayor's Office of Media and Entertainment's to help 63 film and theater projects by, for, or about women reach completion.
Action 5Provided technical assistance to help underrepresented artists apply for Percent for Art public art commissions in low-income neighborhoods.
Action 6Provided increased funding to 300 individual artists and 151 small organizations through an ongoing regrant program in partnership with local arts councils.
Action 7Launched a $5 million Women’s Film, TV and Theatre Fund by the Mayor's Office of Media and Entertainment to help film and theater projects by, for, or about women reach completion.
Strategy CExplore changes to the Department of Cultural Affairs' grant programs to offer more flexible and multi-year support
References: HS_2.A HS_2.B HS_3.B CC_2.B EQ_3.E What is this?
ActionsAction 1Made multi-year awards available to all CDF recipients, providing longer term stability and allowing organizations the ability to plan ahead for funding. Historically, the multi-year grants have only been available to groups with budgets over $250,000 a year.
Action 2Worked with CDF grantees on adjustments to the scope of their proposed programs to allow FY21 City funds to be used for programming, including virtual engagements to accommodate current public health circumstances.
Action 3Reduced the matching requirement so that CDF recipients can use City funds to cover up to 75% of a program's cost, and streamlined additional application requirements.
Action 4Hosted virtual CDF application seminar on Zoom to supplement existing in-person seminars to more effectively engage a wider constituency to apply for DCLA's cultural funding.
Action 5Created a fully narrated, closed-captioned CDF application seminar on YouTube to supplement existing in-person seminars to more effectively engage a wider constituency to apply for DCLA's cultural funding.
Action 6Extended the FY20 CDF application deadline from 6PM to midnight, and piloted application drop-off satellite locations in all five boroughs, to make the application process more accessible and equitable.
Action 7Increased outreach to educate more New Yorkers about cultural funding opportunities via promoting DCLA information sessions on the NYC.gov calendar.
Strategy DImprove cultural access for historically marginalized groups of artists, audiences, and cultural workers
References: EQ_3.H EQ_6.A EQ_6.B EQ_6.C EQ_6.D EQ_6.F SE_2.B AE_3.F What is this?
ActionsAction 1Awarded additional funding to 51 NYC-based nonprofits as part of the CreateNYC Language Access Fund in support of programming that increases access to arts and culture for those whose primary language is not English.
Action 2Awarded additional funding to 50 NYC-based nonprofits as part of the CreateNYC Disability Forward Fund in support of programming that deepen engagement in the arts for people with disabilities as artists, cultural workers, and audience members.
Action 3Administered $2.8M through City Council's SU-CASA initiative, which supported virtual arts engagement programming for older adults across the City.
Action 4Administered $5.5 million through City Council's Coalition of Theaters of Color, which supported 65 organizations run by and serving people of color to improve access to culture for historically marginalized communities.
Action 5Funded 24 capital projects at cultural organizations across the City to improve the physical accessibility of their facilities.
Action 6Provided $750,000 to support programming at 25 arts education organizations and to support the Arts Educator Emergency Relief Fund from New York City Arts in Education Roundtable, which awarded 340 unrestricted grants of $1,000 each. DCLA’s COVID-19 impact survey found that greatest loss of artistic employment comes from arts education organizations.
Action 7Administered $660,000 through City Council's SU-CASA initiative, which supported virtual arts engagement programming for older adults across the City.
Action 8Administered $3.55 million through City Council's Coalition of Theaters of Color, which supported 50 organizations run by and serving people of color to improve access to culture for historically marginalized communities.
Action 9Administered $5.6 million through City Council's Cultural Immigrant Initiative, which supported 175 cultural organizations with programs serving immigrant communities and/or relating to topics of immigration.
Action 10Awarded additional funding to 33 NYC-based nonprofits as part of the CreateNYC Disability Forward Fund in support of programming that deepen engagement in the arts for people with disabilities as artists, cultural workers, and audience members.
Action 11Renewed funding to 33 NYC-based nonprofits as part of the CreateNYC Language Access Fund in support of programming that increases access to arts and culture for those whose primary language is not English (incorporated in their total FY21 CDF grant award amount).
Action 12Continued funding Culture Pass with the City's 3 library systems, which distributed passes to library patrons, enabling New Yorkers to visit cultural institutions and participate in programs for free.
Action 13Provided $1 million through the local arts councils for City Council's SU-CASA initiative, which supported 102 distinct arts residencies for older adults at senior centers across the City.
Action 14Administered $6.8 million through City Council's Cultural Immigrant Initiative, which supported 193 cultural organizations with programs serving immigrant communities and/or relating to topics of immigration.
Action 15Administered $3.5 million through City Council's Coalition of Theaters of Color, which supported 49 organizations run by and serving people of color to improve access to culture for historically marginalized communities.
Action 16Renewed funding to 19 NYC-based nonprofits as part of the CreateNYC Disability Forward Fund in support of programming that deepen engagement in the arts for people with disabilities as artists, cultural workers, and audience members.
Action 17Funded capital projects at 8 cultural organizations across the City to improve the physical accessibility of their facilities.
Action 18Awarded funding to 36 NYC-based nonprofits as part of the CreateNYC Language Access Fund in support of programming that increases access to arts and culture for those whose primary language is not English.
Action 19Administered $3.3 million through City Council's SU-CASA initiative, which supported 67 distinct arts residencies for older adults at senior centers across the City.
Action 20Administered $6.4 million through City Council's Cultural Immigrant Initiative, which supported 182 cultural organizations with programs serving immigrant communities and/or relating to topics of immigration.
Action 21Funded eight capital projects at cultural organizations across the City to improve the physical accessibility of their facilities.
Action 22Launched Culture Pass with the City's 3 library systems, which distributed over 65,000 passes to library patrons, enabling 160,000 New Yorkers to visit 50 cultural institutions and participate in over 100 programs for free.
Action 23Increased support for the Language Access Fund by 85% from the previous year across 72 organizations with non-English cultural programming, including American Sign Language, and for projects serving Multilingual Learners in NYC public schools.
Action 24Launched the Disability Forward Fund, which supported 22 cultural programs committed to serving artists, cultural workers, and audiences with disabilities.
Action 25Administered $2 million through City Council's Coalition of Theaters of Color, which supported 44 organizations run by and serving people of color to improve access to culture for historically marginalized communities.
Action 26Set an annual spending goal of $2.2 million to improve physical accessibility at cultural organizations through eligible capital projects starting with the FY 19 budget cycle.
Action 27Launched the Language Access Fund, which supported 32 organizations with non-English cultural programming, including American Sign Language, and for projects serving Multilingual Learners in NYC public schools.
Action 28Facilitated, in partnership with the Department for the Aging, and the New York Community Trust, Lifetime Arts, The Brookdale Center on Aging at Hunter College, and LiveON NY, professional development workshops aimed at providing individual artists and organizations tools to deliver creative aging programs to low-income seniors.
Action 29Designed, in partnership with Age-Friendly New York and the National Center for Creative Aging, Building Creativity for Arts and Culture, an online resource guide that increases visibility for older adult programs at cultural organizations across the city.
Action 30Administered $5.9 million through City Council's Cultural Immigrant Initiative, which supported 264 cultural organizations with programs serving immigrant communities and/or relating to topics of immigration.
Action 31Administered $2 million through City Council's Coalition of Theaters of Color, which supported 44 theater organizations run by and serving people of color to improve access to culture for historically marginalized communities.
Action 32Administered $2.5 million through City Council's SU-CASA initiative, which supported 107 distinct arts residencies for older adults at senior centers across the City.
Strategy EFund energy expenses at cultural organizations, and provide technical support to organizations to lower their environmental impact
References: SE_4.B What is this?
ActionsAction 1Funded 28 capital projects at cultural organizations across the City to help reduce their greenhouse gas emissions.
Action 2Provided technical assistance to help 21 CIG members secure over $18 million in FY 21 funding for capital improvements from the Department of Citywide Administrative Services for 69 energy-saving retrofit projects with a projected annual total carbon reduction of 4,265 metric tons.
Action 3Provided technical assistance to help Materials for the Arts & 15 CIG members secure over $5.25 million in FY 21 funding from the Department of Citywide Administrative Services for 54 energy-saving retrofit projects with a projected annual total carbon reduction of 1,944 metric tons.
Action 4Funded capital projects at 9 cultural organizations across the City to help reduce their greenhouse gas emissions.
Action 5Funded four capital projects at cultural organizations across the City to help reduce their greenhouse gas emissions.
Action 6Provided technical assistance to help 14 CIG members secure over $3.2 million in FY 20 funding from the Department of Citywide Administrative Services for 43 energy-saving retrofit projects with a projected annual total carbon reduction of 1,630 metric tons.
Action 7Set an annual spending goal of $5 million to help organizations reduce their greenhouse gas emissions through eligible capital projects starting with the FY 19 budget cycle.
Action 8Hired DCLA’s first Director of Energy and Sustainability to provide CIG members guidance on accessing resources and funding to reduce their energy consumption.
Strategy FLeverage private resources to advance funding equity
References: SE_2.A NC_3.B What is this?
ActionsAction 1Organized two meetings, in partnership with the Committee Encouraging Corporate Philanthropy (CECP) and Americans for the Arts (AFTA), on how private philanthropy can contribute to board development for cultural organizations.
Strategy GSupport more opportunities for temporary and permanent art in public space
References: PS_1.E PS_1.B PS_1.D What is this?
ActionsAction 1Initiated three new Public Artists in Residence (PAIR) projects, in partnership with the Mayor's Office of Housing Recovery Operations, the Mayor's Public Engagement Unit, and the NYC Department of Small Business Services.
Action 2Partnered with the Department of Buildings to launch the new, permanent City Canvas program, to expand opportunities for artists and building owners to install public artwork on temporary construction sheds, fences, and scaffolding.
Action 3Launched the Public Art as Community Engagement (PACE) pilot program utilizing artist-led temporary art, convenings, and interventions as tools for deeper engagement around public art projects. The first conversation series explored the history and legacy of the Lyons family.
Action 4Completed, in partnership with ArtBridge and New York City Housing Authority, 50 temporary public art installations amplifying the stories, cultures, talents, and histories of NYC's public housing residents as a part of Bridging the Divide exhibition. The project is funded by City Artist Corps, a $25 million program created by DCLA and the Mayor's Office to provide relief to New York's arts community and reinvigorate arts and culture as part of the City's recovery from the pandemic.
Action 5Initiated four new Public Artists in Residence (PAIR) projects, in partnership with the newly-established Civic Engagement Commission, the Mayor’s Office of Criminal Justice, and the NYC Commission on Human Rights.
Action 6Launched the City's Open Culture program, which permits outdoor cultural exhibitions and performances on designated city streets, providing stages for artists and cultural groups in all five boroughs during the COVID19 pandemic.
Action 7Collaborated with DOT Art and Marcus Garvey Park Alliance to install Boulevard of African Monarchs, a temporary monument at 116th Street and Adam Clayton Powel Blvd. in Harlem.
Action 8Commissioned Artist Vinnie Bagwell to design a new monument to replace the statue of J. Marion Sims at 103rd Street and Fifth Avenue.
Action 9Installed "Unity,"Â a new permanent, public artwork by Artist Hank Willis Thomas in downtown Brooklyn
Action 10Announced new monument in Central Park to honor the Lyons Family who made extraordinary contributions to New York City.
Action 11Supported five temporary art installations on sidewalk sheds and construction fences as part of the City Canvas pilot in collaboration with the Department of Buildings.
Action 12Initiated four new Public Artists in Residence (PAIRs) within the Department of Health and Mental Hygiene, the Department for the Aging, the Department for Records and Information Services, and the Mayor’s Office of Sustainability, to develop creative solutions to pressing civic challenges.
Action 13Announced seven new monuments to honor women-identified trailblazers who made extraordinary contributions to New York City, as a part of the She Built NYC Initiative.
Action 14Launched City Canvas, a two-year initiative that permits the installation of art on temporary construction structures to improve the pedestrian streetscape and offer more opportunities for artists to present work.
Action 15Dedicated $10M to commission new public monuments of historically underrepresented figures over the next four years, in accordance with recommendations from the Mayoral Advisory Commission on City Art, Monuments, and Markers.
Action 16Passed legislation to increase budget for Percent for Art projects for the first time since the law was established in 1982, to allow for larger commissions of permanent art and more artists per project.
Action 17Initiated four new Public Artists in Residence (PAIRs) projects with the Mayor's Office to End Gender Based Violence, NYC Commission on Human Rights, the Department of Probation, and Department of Correction, to develop creative solutions to pressing civic challenges.
Strategy AEncourage affirmative and inclusive employment and programmatic policies among DCLA grantees
References: EQ_2.C EQ_3.D EQ_3.G EQ_6.C EQ_6.E EQ_4.A What is this?
ActionsAction 1Required all CIG members to submit to DCLA a detailed progress report on the implementation of their board-approved diversity, equity, and inclusion plans on a biennial basis.
Action 2Presented "Board Leadership in a Shifting Landscape," a series of virtual technical assistance convening and round table discussions designed to engage participants in conversation about a range of salient issues facing cultural nonprofit boards today.
Action 3Approved and required all Boards of Directors of Cultural Institution Group members to adopt and implement diversity, equity, and inclusion plans with measurable goals.
Action 4Released, in partnership with SMU DataArts, a pilot demographic report on the workforce of cultural nonprofits that receive City funding, based on responses from a sample of 65 nonprofit grantee organizations.
Action 5Required all CIGs to submit action-oriented diversity, equity, and inclusion plans with measurable goals by April 2019.
Action 6Conducted, in partnership with SMU DataArts, a cultural workforce demographic survey of 65 cultural organizations that yielded 7,000 responses to set a benchmark understanding of the sector's diversity and inform diversity and inclusion efforts.
Action 7Added new questions addressing diversity, equity, and inclusion to the CDF application for consideration in the grant evaluation process along with support and feedback provided for future applicants in seminars.
Action 8Launched Community Organizing 101: Engagement Tactics for Cultural Organizations, a course that introduced 30 cultural organizations to strategies for sustained engagement with historically marginalized communities.
Action 9Convened, in partnership with Future Works Institute and the Ford Foundation, 300+ cultural organizations for trainings on unconscious bias.
Action 10Co-hosted, with the Mayor’s Office for People with Disabilities, workshops for the NYC: ATWORK initiative for members of the CIG and CDF grantees to increase employment opportunities for people with disabilities in the cultural sector.
Strategy BExpand pathways to and advancement in careers in arts and culture for students from underrepresented communities
References: SE_1.A AE_4.A HS_3.G EQ_2.A SE_1.B What is this?
ActionsAction 1Placed 164 undergraduate CUNY students in paid internships at 68 cultural organizations through CUNY Cultural Corps.
Action 2Placed over 160 undergraduate CUNY students in paid internships with cultural organizations through CUNY Cultural Corps.
Action 3Placed 196 undergraduate CUNY students in paid internships with cultural organizations through CUNY Cultural Corps.
Action 4Placed over 100 undergraduate CUNY students in paid internships with organizations remotely during the COVID-19 pandemic.
Action 5Placed over 100 undergraduate CUNY students in paid internships at 45 cultural organizations through CUNY Cultural Corps.
Action 6Placed 130 undergraduate CUNY students in paid internships at 63 cultural organizations through CUNY Cultural Corps.
Action 7Launched two new CreateNYC: Leadership Accelerator cohorts for 52 diverse, emerging cultural leaders.
Action 8Presented, in partnership with the Workers Institute at Cornell University, a three-part series of professional development and networking seminars to over 200 early-career arts and entertainment workers.
Action 9Placed 127 undergraduate CUNY students in paid internships at 62 cultural organizations through CUNY Cultural Corps.
Action 10Launched CreateNYC: Leadership Accelerator, in partnership with CUNY School of Professional Studies, to offer free, equity-centered professional development to 26 diverse, emerging cultural leaders.
Strategy CCultivate inclusive employment policies within the Department of Cultural Affairs
References: EQ_2.D EQ_3.B EQ_3.F What is this?
ActionsAction 1Established a Diversity, Equity, and Inclusion committee for DCLA employees to improve workplace policies and practices.
Action 2Hired DCLA's first External Affairs and Disability Inclusion Associate to strengthen engagement and programming focused on disability inclusion within the cultural sector.
Strategy ACreate opportunities for dialogue and partnership between the City and cultural organizations to address the needs of diverse communities
References: EQ_4.B EQ_5.A HS_3.D What is this?
ActionsAction 1Launched a free, one-year museum membership program for New Yorkers who are part of the Supplemental Nutrition Assistance Program (SNAP) in partnership with The Metropolitan Museum of Art and the Department of Social Services.
Action 2Launched a free, one-year museum membership program for New Yorkers who are beneficiaries of the Supplemental Nutrition Assistance Program (SNAP) in partnership with The American Museum of Natural History and the Department of Social Services. Edit Action
Action 3Released Age-Inclusive NYC Arts & Culture: Best Practices or Creative Aging, a guidebook featuring case studies from 13 DCLA-supported cultural nonprofit by the NYC Cabinet for Older New Yorkers (CONY). Developed with leadership from CONY member agencies DCLA and the NYC Department for the Aging, the guidebook offers a roadmap for organizations seeking to expand creative aging programming for older adults in New York City and beyond.
Action 4The Office of the Mayor convened the city's first-ever Live Performance Industry Council meeting, where leaders in live performance and government gathered to address challenges facing the live performance industry. The council will develop strategies to drive inclusive growth in the sector, support New York City's creative economy, and ensure the industry recovers beyond pre-COVID-19 pandemic levels.
Action 5Released Arts and Cultural Inventories for Bushwick, Far Rockaway, and Morissania through the Building Community Capacity program, where community-based development organizations and cultural nonprofits collaborated to survey arts and culture engagement as reported by neighborhood residents.
Action 6Recruited over 50 cultural organizations to offer free membership and discount benefits to New Yorkers of all immigration status via the IDNYC identification card in its fifth year of implementation.
Action 7Launched the Arts and Civics Fund, in partnership with the Mayor's Fund to Advance New York City, DemocracyNYC, the Mayor's Office of Media and Entertainment, and the Mayor's Office of Strategic Partnerships, to promote civic learning and discourse among NYC youth through the arts.
Action 8Recruited 43 cultural organizations to offer free membership benefits to New Yorkers of all immigration status via the IDNYC identification card.
Action 9Convened, in partnership with the Mayor's Office of Immigrant Affairs, Artspace Sanctuary, and No Longer Empty, over 250 arts professionals for "What Can We Do? Immigration Summit for Cultural Organizations" to discuss immigrant rights in the culture sector.
Action 10Invited the public to discuss critical issues in arts and culture through the ongoing series, "Office Hours with the Commissioner.”
Action 11Engaged over 1,000 youth ages 10-20 through Step It Up, a program led by the Department of Youth and Community Development (DYCD) in collaboration with cultural organizations, which offered performing arts experiences as a means to build community leadership capacity.
Action 12Recruited 44 cultural organizations to offer free membership benefits to New Yorkers of all immigration status via the IDNYC identification card.
Strategy BInclude arts and culture in the City’s neighborhood and resiliency planning
References: AF_1.A AF_1.B NC_1.A NC_4.A CC_1.D SE_4.A NC_2.B NC_4.B What is this?
ActionsAction 1Provided recommendations and engaged cultural stakeholders for the Envision SoHo/NoHo report, led by the Department of City Planning, Manhattan Borough President office and City Council to address pressing challenges in these neighborhoods.
Action 2Participated, for the first time, in public engagements about arts and culture in neighborhood rezoning with communities including Soho/Noho, Downtown Far Rockaway, Brownsville, Gowanus, Bushwick, and Long Island City.
Action 3Awarded $95,000 to El Museo del Barrio to implement arts and culture recommendations from the East Harlem Neighborhood Plan.
Strategy CLeverage Cultural Affairs' support to open new pathways to other public funding and resources
References: CC_2.A CC_1.C CC_1.D HS_1.D HS_2.C What is this?
ActionsAction 1Launched NYC Create in Place, a pilot program at DCLA that provides centralized support focused on preserving, accessing, and expanding creative spaces for the city's cultural organizations and creative businesses. The pilot features a new web portal serving as a one-stop-shop for cultural organizations and creative business to access City resources and technical assistance online.
Action 2Launched the first-ever MFTA Citywide Tour, distributing free art and office supplies throughout the five boroughs, targeting areas that might have a harder time accessing transportation to MFTA's warehouse in Long Island City.
Action 3Materials for the Arts offered high end and casual clothing donated by the film, media and entertainment industry to the Administration for Children's Services (ACS), asylum seekers in NYC, and children and families in shelters.
Action 4Materials for the Arts partnered with the DOE's Office of Sustainability to collect items no longer needed at schools, to prevent them from going into landfill, and offered the items to others schools in need.
Action 5Materials for the Arts offered additional free field trips to Title I schools in the 5 boroughs to promote Creative Reuse and environmental sustainability to NYC DOE schools.
Action 6In support of the City's larger pandemic response, arranged special donations of Personal Protective Equipment (PPE), as well as household and arts supplies for city agencies such as DOE's Regional Enrichment Centers, NYC Parks and Recreation, Health + Hospitals, Administration of Children Services, and Department of Homeless Services.
Action 7While the warehouse was closed to the public due to the pandemic, MFTA continued to provide limited access to MFTA donated materials through newly created services such as "Curbside Pickup" and "Personal Shopper."
Action 8Continued the Mayor's Grant for Cultural Impact, which awarded $500,000 to ten new and expanded partnerships between cultural organizations and municipal agencies designed to use arts and culture to reach underserved and vulnerable New Yorkers.
Action 9Partnered with American for the Arts and SMU DataArts to survey and analyze the impact of COVID-19 on the City's nonprofit cultural sector. Results from this survey will help inform relief and advocacy efforts for New York City’s diverse cultural sector.
Action 10Co-hosted, with the Department of Education, a training workshop introducing organizations to the process of contracting with public schools to deliver cultural services.
Action 11Expanded the Mayor's Grant for Cultural Impact, which awarded $500,000 to ten new and expanded partnerships between cultural organizations and municipal agencies designed to use arts and culture to reach underserved and vulnerable New Yorkers.
Action 12Arranged the first-ever, offsite materials distribution event for Staten Island schools, by which DCLA's Material for the Arts program delivered two tons of free art materials and school supplies to over 30 public schools in Staten Island’s District #31 to better serve students in the outermost boroughs.
Action 13Facilitated NYC's submissions to the National Endowment for the Art's annual Our Town grant program, to encourage cultural organizations to compete for available federal funding to support local creative placemaking.
Action 14Launched the Mayor's Grant for Cultural Impact, which awarded $350,000 to seven innovative partnerships between cultural organizations and municipal agencies designed to use arts and culture to reach underserved and vulnerable New Yorkers.
Strategy DUse existing communication channels to promote nonprofit and for profit cultural offerings
References: EQ_5.B SE_2.E NC_2.A HS_3.A HS_3.F AF_1.D What is this?
ActionsAction 1Launched a new interactive map and website showcasing permanent public artwork throughout New York City commissioned by DCLA's Percent for Art program over the course of the program’s 40-year history.
Action 2For the first time, offered a virtual walkthrough of MFTA's Artist in Residence exhibition, presenting Tijay Mohammend.
Action 3Partnered with NYC & Company and the Mayor's Office of Media and Entertainment to launch Virtual NYC Curator Collections, an online portal showcasing a diverse array of current virtual programming curated by the City’s leading cultural voices.
Action 4Modified Material for the Arts' Third Thursday and gallery programs to offer online artist talks and virtual gallery experiences, as a response to the Covid-19 outbreak. MFTA will continue to make programming accessible online to support those that are unable to physically come to the warehouse.Â
Action 5Created a 3D virtual tour of Materials for the Arts allowing users to take a self-guided tour of the MFTA warehouse, classrooms, gallery, and artist studio.Â
Action 6Launched a monthly e-newsletter to share the latest on DCLA’s programs and funding opportunities with a readership of over 4,000 subscribers.
Strategy EHelp artists and cultural organizations navigate government rules, regulations, and permitting for working in public spaces
References: CC_1.A PS_1.A PS_1.C PS_2.A What is this?
ActionsAction 1Partnered with the Department of Transportation to offer "Culture in Public Spaces: An Open Streets/Public Spaces Programming Application Webinar" illuminating the City’s role in public art and new opportunities for cultural programming on streets and plazas.
Strategy ASupport living wages for artists and cultural workers
References: SE_1.C HS_1.B HS_1.C HS_3.G What is this?
Strategy BPreserve and develop long-term affordable artist workspace and housing
References: AF_1.C HS_3.G AF_1.F AF_2.A AF_2.B AF_2.C AE_2.C What is this?
ActionsAction 1Materials for the Arts opened a new, 4,000-square-foot, purpose-built artist workspace within the MFTA warehouse, dedicated to supporting the MFTA Designer-in-Residence, Young Designers, and Repair programs.
Action 2Partnered with NYCEDC to open the L10 Arts and Cultural Center, a 65,000 square-foot City-owned creative and cultural hub for four Brooklyn institutions: including new cinemas and archival space for the Brooklyn Academy of Music; a new branch of the Brooklyn Public Library; a gallery and performance space for the Museum of African Diasporan Art (MoCADA); and rehearsal studios and performance space for 651 ARTS – the organization’s first permanent space.
Action 3Convened, in partnership with NYC Department of Housing Preservation and Development, a roundtable with more than 30 cultural stakeholders to share best practices and building design guidelines to inform the City's development of affordable live/work spaces for artists.
Action 4Allocated $13.9 million in capital funding for the development of 209 units of affordable artist workspaces across NYC.
Action 5Released a Request for Expressions of Interest (RFEI), in partnership with NYC Economic Development Corporation, to identify cultural organizations able to develop and operate affordable artist workspaces as part of the Affordable Real Estate for Artists initiative (AREA).
Action 6Launched Studio in the Park, a program of the NYC Department of Parks and Recreation, in partnership with ArtBuilt and the Queens Museum, which provided artists with a 150-square-foot mobile studio space in a historically under-resourced NYC public park, to carry out a community-engaged art project over 6 weeks.
Strategy CPromote the inclusion of cultural facilities in City-led developments
References: SE_2.D CC_1.B What is this?
ActionsAction 1Selected and provided funding to transform long-vacant historic DeGraw Firehouse into a brand new music education center for the Noel Pointer Foundation, a Brooklyn-based youth music education nonprofit."
Action 2Selected, in partnership with the Department of Housing Preservation and Development, three Brooklyn-based cultural organizations to operate a 20,000-plus square foot multi-discipline facility in a City-led affordable housing project in Brownsville.
Strategy DSupport alternative models for artists and cultural organizations to acquire and operate affordable property and share resources
References: HS_3.C AF_1.E AF_3.B What is this?
Strategy EWork toward safe and open environments for artist-run, DIY, and alternative spaces
References: HS_3.E HS_3.G SE_2.C What is this?
ActionsAction 1Hired City's first Senior Executive Director of Nightlife at the Mayor's Office of Media and Entertainment, to serve as a central point of contact between City agencies, residents, and the nightlife sector, and to promote a safe and vibrant nightlife economy beneficial to all New Yorkers.
Strategy AStrengthen high quality, diverse, and sequential art, culture, and science education for every child in New York City public schools from pre-K through 12th grade
References: AE_1.A AE_1.C What is this?
ActionsAction 1Set aside 20% of $350 million in American Rescue Plan Act (ARPA) Academic Recovery funding for schools to increase arts education for students' academic recovery from the Covid-19 pandemic. This $70 million supported arts education residencies, teacher professional development, supplies/materials/equipment, and student arts programs in every NYCDOE school.
Action 2Hired 73 new full-time certified art teachers to provide comprehensive arts instruction to NYC public school students.
Action 3Increased arts education funding for public schools by $124 million from the previous year to $553 million total.
Action 4
Continued a pilot serving children birth to 2 years old and their families at selected NYCEEC, NYCHA, and Head Start sites, leveraging creative arts experiences for parents, family members, and their youngest children.
Action 5
Funded a sixth year of PreK Create, offering 200 educators and site directors a virtual professional development program to provide arts-rich learning and play experiences for Pre-K and 3K students.
Action 6Administered $541,000 through City Council's Art A Catalyst for Change initiative to 14 organizations to provide arts-based programs in public schools with the objective of reducing gun violence in communities.
Action 7Continued a pilot serving children birth to 2 years old and their families at selected NYCEEC, NYCHA, and Head Start sites, leveraging creative arts experiences for parents, family members, and their youngest children.
Action 8Funded a reduced fifth year of PreK Create, offering 200 educators and site directors a virtual professional development program to provide arts-rich learning and play experiences for Pre-K and 3K students.
Action 9Administered $459,850 through City Council's Art A Catalyst for Change initiative to 14 organizations to provide arts-based programs in public schools with the objective of reducing gun violence in communities.
Action 10Provided over 269 passes through the Culture Pass program, for school administrators to experience diverse offerings from 18 arts and cultural orgnaizations across the City at significantly discounted rates, and bring them back to their school communities for teachers, students, and families.
Action 11Completed a pilot to support 12 common branch elementary school arts teachers in District 31 (Staten Island) to take supplementary coursework through CUNY to earn a supplemental certification in the arts.
Action 12Developed “Considerations for Blended and Remote Learning in the Arts” that provided guidance to school leaders and teachers to safely delivering arts instruction and strategies for effective instructionin remote and blended learning.
Action 13Hired 7 new full-time certified art teachers to provide comprehensive arts instruction to NYC public school students.
Action 14Increased arts education funding for public schools by $13 million from the previous year to $460 million total.
Action 15Launched Accelerated Arts Teacher Certification, a pilot to support 15 common branch elementary school arts teachers in District 31 (Staten Island) to take coursework through CUNY to earn a supplemental certification in the arts.
Action 16Launched a pilot serving 12 children (0-2 years old) and their families at selected NYCEEC, NYCHA, and Head Start sites that provided creative arts experiences for parents, family members, and their youngest children.
Action 17Funded a fourth year of PreK Create, offering 200 educators and site directors a professional development program to provide arts-rich learning and play experiences for Pre-K and 3K students.tr
Action 18Launched the Materials for the Arts Online Education Center to provide teachers and students access to art-infused projects, lesson plans, and online field trips, while learning remotely. The resources were designed for students ranging from Pre-K through 12th grade with content from multiple subject areas.
Action 19Administered 469,000 through City Council's Art A Catalyst for Change initiative to 14 organizations to provide arts-based programs in public schools with the objective of reducing gun violence in communities.
Action 20Provided 1,349 school administrators an opportunity to experience diverse offerings from 22 arts and cultural organizations across the City at significantly discounted rates, and bring them back to their school communities for teachers, students, and families through the Culture Pass Program for School Leaders.
Action 21Hired 12 full-time new certified arts teachers, to provide comprehensive arts instruction to NYC public school students.
Action 22Increased arts education funding for public schools by $14 million from the previous year to $447 million total.
Action 23Administered $730,000 through City Council's Art A Catalyst for Change initiative to 17 organizations to provide arts-based programs in public schools with the objective of reducing gun violence in communities.
Action 24Began developing a comprehensive arts education strategic plan that will address equitable and sequential, quality arts instruction in New York City public school students from 3K to 12th grade.
Action 25Funded a third year of PreK Create, offering 2,088 additional educators and site directors a professional development program to provide arts-rich learning and play experiences for Pre-K students.
Action 26Funded a second year of PreK Create, offering 1,244 educators and site directors a professional development program and toolkits to provide arts-rich learning and play experiences for Pre-K students.
Action 27Administered $730,000 through City Council's Art A Catalyst for Change initiative through 40 allocations to provide arts-based programs in public schools with the objective of reducing gun violence in communities.
Action 28Hired 67 new full-time certified art teachers to provide comprehensive arts instruction to NYC public school students.
Action 29Increased arts education spending for public schools by $17 million from the previous year to $433 million total.
Strategy BExpand access to arts education for Multilingual Learners and students with disabilities, including professional development for educators and teaching artists
References: AE_1.D AE_4.B AE_1.B What is this?
ActionsAction 1Arts Partnership Grants provided direct arts education services to students focused on multilingual learners, students with disabilities, and family engagement. Grants were limited to schools whose grants were cut short due to school closures in March 2020 for Covid-19. Grants were awarded to 180 schools to work with 53 arts and cultural organizations.
Action 2Expanded a pilot for Multilingual Learners and Arts supporting visual arts and music learning.
Action 3Continued and expanded a professional learning series to support arts teachers in association with the Compendium for Arts and Students with Disabilities.
Action 4Continued and expanded a professional learning series to support arts teachers in association with the 2017 Compendium for Arts and Students with Disabilities.
Action 5Expanded a pilot for Multilingual Learners and Arts (District 10/Bronx) supporting visual arts and music learning.
Action 6Provided Arts Partnership Grants to 180 schools directly to work with 53 cultural organizations for arts education services to students focused on multilingual learners, students with disabilities, and family engagement. Grants were limited to schools whose grants were cut short due to school closures in March 2020 for COVID-19.
Action 7Expanded Multilingual Learners and the Arts, a pilot to support 8 schools in District 10 in the Bronx by deepening visual arts and music learning in conjunction with language acquisition.
Action 8Awarded arts partnership grants to 357 schools to work with 96 unique arts and cultural organizations to offer arts education services to students focused on multilingual learners, students with disabilities, and family engagement.
Action 9Developed a professional learning series to support arts teachers in association with the 2017 Compendium for Arts and Students with Disabilities.
Action 10Launched a pilot for Multilingual Learners and Arts (District 10/Bronx) based on learnings from the 2017 Compendium for Arts and Students with Disabilities.
Strategy CConnect DOE schools to local cultural organizations to bring culturally resonant and culturally responsive STEAM curricula to students
References: AE_3.A AE_3.B AE_3.C What is this?
ActionsAction 1Hosted 500 middle and high school students for an overnight experience at the American Museum of Natural History to tour exhibits and learn about ancient Egyptian culture, organized by the Department of Youth and Community Development.
Strategy DCoordinate cross-agency efforts to expand free and affordable after-school arts and cultural programs citywide
References: AE_3.D AE_2.B What is this?
ActionsAction 1Administered $14.9 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 158 organizations to provide free cultural after-school programs.
Action 2Administered $12.6 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 150 organizations to provide free cultural after-school programs.
Action 3Administered $14.7 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 737 free cultural after-school programs.
Action 4Awarded the Center for Architecture (CFA) a three-year Department of Youth and Community Development contract to work with youth from after-school programs to learn about their neighborhoods from artistic, urban design, and historical perspectives.
Action 5Administered $15.3 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 765 free cultural after-school programs.
Action 6Administered $13.26 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 663 free cultural after-school programs.
Strategy EBuild in-depth, multi-year partnerships between arts and cultural organizations and the Department of Education to provide training for teachers and administrators and to educate students using experiential and new learning models
References: AE_3.E AE_2.A What is this?
ActionsAction 1Redesigned onsite professional development program for educators to be available through online learning and grab-and-go material kits, as a response to the Covid-19 outbreak.
Action 2Partnered with arts and cultural organizations, through DOE's Office of Arts and Special Projects, to offer culturally relevant professional development to 2,849 certified art teachers, in addition to assigned teachers of the arts that connects dance, moving image, music, theater, and visual arts teachers, Arts Education Liaisons, and students with resources and programs throughout the City.