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 1Increased 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 2Provided increased funding to the 18 CIG members with budgets under $12 million to strengthen organizational capacity and programming for underserved audiences.
Action 3Increased funding to all 977 recipients of DCLA's CDF grants, with larger, proportional increases for small organizations.
Action 4Increased 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 5Allocated $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 6Provided 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 7Increased 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 8Provided 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 1Provided technical assistance to help underrepresented artists apply for Percent for Art public art commissions in low-income neighborhoods.
Action 2Allocated $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 3Launched 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.
Action 4Provided increased funding to 300 individual artists and 151 small organizations through an ongoing regrant program in partnership with local arts councils.
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 1Extended 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 2Created 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 3Increased 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 1Funded eight capital projects at cultural organizations across the City to improve the physical accessibility of their facilities.
Action 2Launched 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 3Increased support for the Language Access Fund by 82% 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 4Launched the Disability Forward Fund, which supported 22 cultural programs committed to serving artists, cultural workers, and audiences with disabilities.
Action 5Administered $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 6Administered $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 7Administered $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 8Launched 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 9Facilitated, 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 10Designed, 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 11Administered $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 12Administered $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 13Administered $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.
Action 14Set 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.
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 1Provided 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 2Funded four capital projects at cultural organizations across the City to help reduce their greenhouse gas emissions.
Action 3Hired DCLA’s first Director of Energy and Sustainability to provide CIG members guidance on accessing resources and funding to reduce their energy consumption.
Action 4Set 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.
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 1Announced 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 2Launched 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 3Initiated 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 4Passed 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 5Dedicated $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 6Initiated 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 1Conducted, 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 2Required all CIGs to submit action-oriented diversity, equity, and inclusion plans with measurable goals by April 2019.
Action 3Added 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 4Launched 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 5Convened, in partnership with Future Works Institute and the Ford Foundation, 300+ cultural organizations for trainings on unconscious bias.
Action 6Co-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 130 undergraduate CUNY students in paid internships at 63 cultural organizations through CUNY Cultural Corps.
Action 2Launched two new CreateNYC: Leadership Accelerator cohorts for 52 diverse, emerging cultural leaders.
Action 3Presented, 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 4Placed 127 undergraduate CUNY students in paid internships at 62 cultural organizations through CUNY Cultural Corps.
Action 5Launched 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 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 2Recruited 43 cultural organizations to offer free membership benefits to New Yorkers of all immigration status via the IDNYC identification card.
Action 3Engaged 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 4Invited the public to discuss critical issues in arts and culture through the ongoing series, "Office Hours with the Commissioner.”
Action 5Convened, 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 6Recruited 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 1Awarded $95,000 to El Museo del Barrio to implement arts and culture recommendations from the East Harlem Neighborhood Plan.
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.
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 1Expanded 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 2Co-hosted, with the Department of Education, a training workshop introducing organizations to the process of contracting with public schools to deliver cultural services.
Action 3Arranged 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 4Launched 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.
Action 5Facilitated 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.
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 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?
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 1Allocated $13.9 million in capital funding for the development of 209 units of affordable artist workspaces across NYC.
Action 2Convened, 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 3Launched 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.
Action 4Released 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).
Strategy CPromote the inclusion of cultural facilities in City-led developments
References: SE_2.D CC_1.B What is this?
ActionsAction 1Selected, 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 1Funded 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 2Increased arts education spending for public schools by $17 million from the previous year to $433 million total.
Action 3Hired 67 new full-time certified art teachers to provide comprehensive arts instruction to NYC public school students.
Action 4Began 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 5Administered $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 6Funded 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 7Increased arts education spending for public schools by $17 million from the previous year to $416 million total.
Action 8Hired 89 new full-time certified art teachers to provide comprehensive arts instruction to NYC public school students.
Action 9Administered $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.
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 1Developed a professional learning series to support arts teachers in association with the 2017 Compendium for Arts and Students with Disabilities.
Action 2Launched 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 1Awarded 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 2Administered $15.3 million through City Council's Cultural After School Adventures (CASA) initiative, which supported 765 free cultural after-school programs.
Action 3Administered $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?