imagine maryland: a renewed strategic plan for the arts

Imagine Maryland:A Renewed Strategic Plan for the Arts 2014-2019

MARYLAND STATE ARTS COUNCIL . 2

Cover: Sweet Heaven Kings in performance at the Annual Maryland Traditions Folklife Festival inHighlandtown Arts & Entertainment District, Baltimore.

Facing page: Pattern Pinning by Piper Shepard, 2012 Individual Artist Award recipient (Crafts).

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

A Message from Governor Martin O’Malley . . . . . . . . . . . . . . . . . . . . . . . . . . .4

A Letter from the Chair and Executive Director . . . . . . . . . . . . . . . . . . . . . . . .5

Assessment and Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Accountability for Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Imagine Maryland’s Major Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Imagine Maryland: A Renewed Strategic Plan for the Arts, 2014-2019 . . . . .10

Our Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Our Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Our Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Our Goals

Goal 1. Strengthen Maryland arts organizations . . . . . . . . . . . . . . . . . .13

Goal 2. Honor and support Maryland artists . . . . . . . . . . . . . . . . . . . . .17

Goal 3. Cultivate creativity through lifelong arts education . . . . . . . . . .20

Goal 4. Encourage equitable access to artistic experiences statewide . .25

Goal 5. Employ the arts as drivers of creative economies

and placemaking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Goal 6. Advance MSAC’s capacity to serve Maryland citizens

and communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32

MSAC Core Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38

IMAGINE MARYLAND: A RENEWED STRATEGIC PLAN FOR THE ARTS 2014-2019 . 3

Imagine Maryland, the Maryland State Arts Council’s

2009-2013 strategic plan, effectively guided state policy and programs

even through the unanticipated recession of 2008-2009. Imagine

Maryland: A Renewed Strategic Plan for the Arts 2014-2019 reaffirms

the core mission and values of the earlier plan while responding directly

to significant changes in demographics, audience behavior, technology

and the economy. Within the time span of this five-year plan, the

Maryland State Arts Council (MSAC) will celebrate 50 years of service to

the citizens of Maryland. Fittingly, this renewed strategic plan holds

MSAC accountable to its enduring principles and to respond to unknown

future transformations.

Polling affirmed six in ten Marylanders feel the arts touch their lives, an

affirmation of the arts’ impact and a challenge to reach even more. Nine in ten

residents agree that the State of Maryland and local communities should

encourage art and creativity and should encourage our children to imagine

and be creative. This plan confirms the state’s commitment to the power of the

arts to enhance learning, improve lives, build communities, create jobs and

improve quality of life.


Martin O’MalleyGOVERNOR

1The Economic Impact of the Arts in Maryland: FY2011.

Dear Friends:

Marylanders are among the most creative, talented and educated people

anywhere in America. All across our state, families and communities continue to

gather to embrace the arts and share in the excitement of

concert series, film festivals, exhibits, readings and shows.

Under the guidance of the Maryland State Arts Council, we

embrace the arts as both an immeasurable joy to our people

and a key economic driver for our state. To that end, Imagine

Maryland: A Renewed Strategic Plan for the Arts 2014-2019

charts a course that builds on past success and reaches even

further toward catalyzing the arts for economic development,

individual enrichment and community revitalization.

Our investments in the arts pump more than a billion dollars into our economy

each year, support more than 11,000 jobs, and generate $37.8 million in tax

revenue.1 And, the arts are inextricably connected to our future, and to our

entire mission statement, which is strengthening and growing the ranks of an

increasingly diverse and upwardly mobile middle class.

Thank you to the arts organizations, cultural institutions and many dedicated

advocates and artists for your continued partnership. Through your support,

we continue to develop and promote vibrant centers of commerce, culture and

creativity across our state.

Sincerely,


Dear Friends,

On a five-year basis, the Maryland State Arts Council (MSAC) pauses to examine the

overall vitality of the arts across Maryland. Amidst change, how are the arts

positioned to best serve the people of our state? And in turn, how can MSAC

programs and leadership respond to the opportunities and challenges faced by the

artists, educators, organizations and communities of our state?

We are grateful for support from the Maryland artists, educators, organizations and

community leaders whose experiences and commitment to the arts was integral to the

development of this shared plan. Beyond lively discourse with our partners

throughout the state, we sought feedback and gathered ideas through an online

opinion survey and commissioned a statewide poll to learn more about how

Marylanders relate to the arts.

Now, we are pleased to share with you the results of this assessment: Imagine

Maryland: A Renewed Strategic Plan for the Arts 2014-2019. This renewed strategic

plan builds on the strength and success of Imagine Maryland 2009-2013, while

responding directly to significant changes in demographics, audience behavior,

technology and the economy.

In Maryland, we are fortunate to have such strong support for the arts—not only from

our citizens, who overwhelmingly value and engage with the arts, but from our

partners and grantees, whose work enriches the people, places and innovative spirit of

our state. And finally, from Governor O’Malley and the General Assembly, who

recognize the importance of the arts to economic growth and the continued

prosperity of our great state.

Together, with our partners and guided by this renewed plan, we look forward to

building on success for years to come.

Sincerely,

Theresa ColvinEXECUTIVE DIRECTOR

Barbara BershonCHAIR


Clockwise from top: Yardslippers, a local bluegrass band, plays on the street at Mayfest in Frederick Arts &Entertainment District, photo by Doug Via; 107 Degrees by Jennifer Bishop, 2012 Individual Artist Awardrecipient (Photography); Margate by Jim Burger, 2012 Individual Artist Award recipient (Photography);Frederick Reads presents author Will Allen to an audience of 400 at Frederick Community College’s JBK Theater.

Page 9: Badlands Sky 3 by Shawn Hutko, 2012 Individual Artist Award recipient (Photography).


The strategic planning process engaged a Planning Committee of MSACCouncilors and the full board and staff in two planning retreats, extensivepublic input and a team of planning consultants. The MSAC conducted acomprehensive assessment, which included surveys and regionalmeetings of MSAC constituents that sought advice from artists, artsorganization leaders, educators and their allies, as well as arandom-sample poll of Maryland citizens.

Planning methods

• Planning Committee meetings

• Initial MSAC Council and staff planning retreat with national perspectivesfrom Jonathan Katz, National Association of State Arts Agencies (NASAA)Executive Director, to define critical issues and plan constituent input

• Six regional community meetings with more than 170 constituentsthroughout Maryland

• Online survey completed by more than 600 MSAC constituents

• Telephone poll of 800 Maryland citizens

• Analysis of Cultural Data Project financial data for 100 Maryland artsorganizations

• Concluding retreat to resolve planning questions and affirm priorities

• Public review and comments on the draft of the 2014-2019 plan

In keeping with the MSAC commitment to transparency and accountability, all assessment reports are availableat www.msac.org. While surveys and public opinion polls were anonymous, community meeting participantsare listed at www.msac.org.


Annually, the Maryland State Arts Council updates a 12-monthoperational plan with specific actions and measurable outcomes. MSACtracks trends and impact with the Cultural Data Project, annual economicimpact studies and fiscal impact studies of Arts and EntertainmentDistricts. Constituent feedback helps the agency be responsive. Each year,the MSAC staff and board evaluate the prior year’s goals and resultingaccomplishments. While the plan projects specific outcomes, achievementof some results depends upon available resources and the support ofpartners. The plan is flexible so MSAC can be responsive to unforeseenopportunities and challenges. A key strategy is to engage with public andprivate sector partners to respond to opportunities and needs and achievean impact beyond the capacity of MSAC alone.

• MISSION: ultimate purpose, why MSAC exists

• VISION: the ideal future state of the arts in Maryland

• CORE VALUES: principles that guide MSAC policy, plans, programs and decisions

• OUR APPROACH: overall methods that advance MSAC’s strategic plan

• GOAL: an end that MSAC strives to attain; broad statements thatdescribe long-term results

• ASSESSMENT FINDINGS AND RATIONALE: summaries of constituent input

• OUTCOMES: the results MSAC expects to see achieved within the strategic plan time frame (2014-2019)

• STRATEGIES: specific methods to accomplish outcomes and advance goals

• PERFORMANCE MEASURES: specific indicators or evidence collectedthrough evaluation to determine the extent to which outcomes areachieved (detailed in staff action plans)


To encourage and invest in the advancement of the arts for the people of Maryland.

Building upon a tradition of excellence, the Maryland State Arts Council will provide leadership that:

• Supports artists and arts organizations

• Cultivates creativity

• Communicates the value of the arts in shaping our distinctive cultural identities

• Ensures access to arts experiences

• Stimulates creative placemaking2 that encourages thrivingcommunities

2“In creative placemaking, partners from public, private, non-profit and community sectors strategically shapethe physical and social character of a neighborhood, town, city, or region around arts and cultural activities.Creative placemaking animates public and private spaces, rejuvenates structures and streetscapes, improveslocal business viability, and public safety and brings diverse people together to celebrate, inspire, and beinspired.” National Endowment for the Arts’ white paper “Creative Placemaking,” 2010, Ann Markusen andAnne Gadwa.


• EXCELLENCE in artistic practice and expression

• ACCESS to the arts and to the Arts Council for every citizen of our state

• INCLUSION of diverse voices that reflect the people of Maryland

• INTEGRITY in policy development and program implementationensuring fairness and equity

• Communicate the public value and impact of the arts for Marylandcitizens and communities

• Enhance resilience and effectiveness of artists, arts organizationsand the MSAC

• Help arts organizations adapt to changing technologies,demographics and audience participation

• Extend MSAC impact through strategic alliances

1. Strengthen Maryland arts organizations

2. Honor and support Maryland artists

3. Cultivate creativity through lifelong arts education

4. Encourage equitable access to artistic experiences statewide

5. Employ the arts as drivers of creative economies and placemaking

6. Advance MSAC’s capacity to serve Maryland citizens and communities

1IMAGINE MARYLAND: A RENEWED STRATEGIC PLAN FOR THE ARTS 2014-2019 . 13

While Maryland arts organizations still struggle through a slow economicrecovery, the 2013 constituent assessment found many are stronger,optimistic and growing again. Arts organizations highly value theunrestricted operating funds that sustain them through difficult times andinspire private support. Arts leaders want to learn from each other andindustry experts to adapt to changing conditions. Arts organizations arechallenged to respond to changing demographics—increasing diversity,aging audiences and artists and younger audience preferences. Many arts organizations help bridge racial/ethnic divisions. Arts leadersalso want help adapting to dramatic changes in communications andtechnologies.

Thaw by PEARSONWIDRIG, 2013 Individual Artist Award recipient (Choreography), photo by Tom Caravaglia.


Arts Organization Outcomes and Strategies1.1 Arts Organizational Support:

• Aim to support 10 percent of operating budgets for organizations achieving high standards within the Grants for Organizations program

• Maintain fair, efficient and transparent grants-making

• Continue to partner with Maryland Office of Tourism Development to brand andmarket Maryland as a cultural destination

1.2 Organizational Resilience:

• Explore innovative funding models that encourage experimentation and risk-taking

• Develop and support technical assistance programs to build arts organizations’infrastructure and reinforce resilience

• Convene forums to share best practices and learn from peers

• Support constituent effectiveness by communicating opportunities, success stories and best practices

• Help arts organizations understand the need to diversify and balance supportbeyond public funding to include the private sector

1.3 Diversity and Inclusion:

• Help constituents learn about diversity, demographic trends (local, regional and national) and best practices

• Showcase organizations and programs that successfully embrace diversity

• Continue to model diversity in MSAC program and management practices

3Diversity includes but is not limited to age, race, religion, national origin, sexual orientation, disability and/orincome.


Clockwise from top: Everyman Theatre’s red carpet grand re-opening in Bromo Tower Arts & EntertainmentDistrict, photo by Stan Barouh; St. Mary’s College of Maryland’s River Concert Series, photo by Eric Heisler;Metropolitan Ballet’s 24th Annual production of The Nutcracker; Folkloric dancer performs at Common Groundon the Hill’s Roots & Music Arts Festival at the Carroll County Farm Museum, photo by Pamela Zappardino.

2Maryland artists are at the heart of the creative sector. Some artists are seeing more opportunities, but it is still difficult formany to earn a living as much has changed in consumer behavior,technology and the marketplace. Artists value direct funding andrecognition, as they help to connect presenters, audiences, buyers and consumers. Recognition from MSAC helps validate artists and theirwork. Communities value artists for the vitality and economic impactthey bring and for the strong arts and cultural traditions that thrivethroughout the state.


Piedmont Blues harmonica virtuoso Phil Wiggins at the Annual Maryland Traditions Folklife Festival,photo by Edwin Remsberg.

Clockwise from top: Untitled by Lars Westby, 2012 Individual Artist Award recipient (Crafts); Scranton Lace#4818 by Michael Borek, 2012 Individual Artist Award recipient (Photography); Peonies by Peter S. Dudley,2012 Individual Artist Award recipient (Crafts); Second Thought by Jinchul Kim, 2013 Individual Artist Awardrecipient (Painting).


Maryland Artist Outcomes and Strategies2.1 Artist Support:

• Advance the Individual Artist Awards program to represent the diversity of art forms in Maryland

• Encourage artists from underserved communities

• Raise the profile of Maryland artists

2.2 Artist Work:

• Promote opportunities for artist marketplaces

• Link artists with technical assistance

• Explore innovative ways to support artists that encourage resilience, experimentation and risk

• Raise artist visibility in creative placemaking and economic development

2.3 Folk and Traditional Arts:

• Support traditional artists through Maryland Traditions program, grants and awards

• Advance partnerships to develop public programs and events that share living traditions and folk arts

• Establish the Maryland Folklife Archive in partnership with University of Maryland, Baltimore County (UMBC) for the showcase and study of Maryland folk and traditional arts

• Develop a framework for the creation of a Maryland Folklife Center

Honor and support Maryland artists



The assessment identified arts education among the highest priorities— in school, out of school and in communities. Arts leaders advocate forcomprehensive arts education to be a priority and accessible to everyMaryland student. Research in a range of fields including neuroscienceand behavioral psychology demonstrates that arts and creativity enhancelearning and the lives of people of all ages.4 Further, arts learning developsthe innovative workforce and informed electorate that Maryland needs.Arts organizations and teaching artists complement classroom teachers toachieve student learning outcomes. Maryland arts presenting andproducing organizations, county arts councils and artists are activelyengaged in arts education. Schools, however, even those committed toarts education, are constrained by limited instructional time and funds.

4Limb Charles J. (2006). Structural and functional neural correlates of music perception. Anat Rec288A(4):435-446; Pink, Daniel H. (2006). A Whole New Mind: Why Right-Brainers Will Rule the Future,Penguin Group; Mariale Hardiman, Brain-Targeted Teaching for 21st Century Schools (Corwin Press, 2012);Neuroeducation: Learning, Arts and the Brain (The Dana Foundation, 2009); and Connecting Brain Researchwith Effective Teaching: The Brain-Targeted Teaching Model (Rowman & Littlefield Education, 2003).

Student of Maryland Hall for the Creative Arts’ Community Art Reach program.


Education Outcomes and Strategies3.1 Opportunities for Arts Learning:

• Provide grants for artists to perform in schools

• Provide grants to schools for workshops, residencies and performances

• Convene arts educators

• Advance art integration efforts through support of Maryland Artist/Teacher Institute (MATI) and Teaching Artist Institute (TAI)

• Support professional development opportunities for teaching artists and educators

3.2 Public Support:

• Partner with Arts Education in Maryland Schools Alliance (AEMS), an MSACinitiative

• Encourage grantees to evaluate arts programs’ impact on student learning

• Inform constituents of current research findings on effective arts education

• Share Maryland success stories and national best practices

3.3 Community Arts Education:

• Support community arts education for all ages with grants, information and networking

• Promote arts learning beyond the classroom

• Promote and support arts programs designed for aging populations


Clockwise from top: Young Audiences for Learning clay artist Amanda Pellerin helps students to create a ceramicmural that is now displayed at their school, Arnold Elementary; Slice (detail) by Susie Brandt, 2012 Individual ArtistAward recipient (Crafts); Spring 2013 performance by the Bright Lights of Glenelg High School, a musical theatreprogram for students with developmental disabilities led by Columbia Center for Theatrical Arts, photo by AnneDransfield; 2013 Maryland Poetry Out Loud champion Blessed Sheriff of Richard Montgomery High School, photoby James Kegley.

4IMAGINE MARYLAND: A RENEWED STRATEGIC PLAN FOR THE ARTS 2014-2019 . 25

Public polling found that six in ten Marylanders are touched by the arts andmore than a quarter see themselves as active or aspiring artists. The peopleof Maryland want to participate actively in the arts. The assessment foundthat citizens in all parts of the state seek access to quality artists and artsprograms. The state and local arts council partnerships provide the criticallocal-level assistance to small organizations and programs that allows morepeople to engage with the arts. Local arts councils are important for localfunding, programming, advocacy and networking. Rural arts organizationsand underserved communities,5 especially, need state funding to ensureaccess to artists and arts programs.

5Underserved in Maryland may mean economically distressed communities in rural counties and urbandistricts, people with disabilities and culturally diverse populations.

Frostburg University’s Cultural Event Series presents the Maryland Symphony Orchestra, photo byMike Cummins.


Arts Access Outcomes and Strategies4.1 Community Arts Development:

• Plan with Community Arts Alliance of Maryland (CAAM) to increase local arts council capacity and responsiveness to local needs

• Support the CAAM network

• Maintain funds distribution and local autonomy policies that allow for responsiveness to community needs

4.2 Public Value:

• Partner with Maryland Citizens for the Arts and other stakeholders

• Make the data-backed case for both economic and quality-of-life arts impact

• Demonstrate social capital and creative placemaking power of the arts

4.3 Access to Maryland Artists:

• Advance the Maryland Presenters Network, Maryland Touring Grants andMaryland Touring Artist Roster

• Address suburban, urban, exurban and rural differences and balance statewiderecognition and funding

• Encourage programs that reach underserved populations and communities


Clockwise from top: Prince George’s Arts & Humanities Council presents Sacred Reflections, an exhibit at theUniversity of Maryland’s David C. Driscoll Center for the Study of the Visual Arts and Culture of AfricanAmericans and the African Diaspora; Worcester County Arts Council’s Summer Arts Camp; Kent County ArtsCouncil co-sponsored performance of the 100 Voices Choir, featuring special section The Holy Horns.

5MARYLAND STATE ARTS COUNCIL . 28

Maryland artists and arts organizations enhance their communities inmany ways. In particular, Arts & Entertainment (A&E) Districts and publicart supported by MSAC build local economies and enliven public spaces.In these initiatives, art and artists are the core of community building andsustainable economic development. The assessment found that A&EDistricts have increased the visibility and viability of local artists and artsorganizations and are attracting artists and investments, provingthemselves important for marketing Maryland communities. Communities that have engaged artists and other creative businesses as central strategies for creative placemaking, community building andeconomic development are seeing encouraging results. MSAC’s setting inthe Department of Business & Economic Development (DBED) and closecollaboration with the Division of Tourism, Film and the Arts (DTFA)positions the arts sector well as an integral partner in economic andcommunity development.

Western Maryland Blues Festival in Hagerstown Arts & Entertainment District, photo courtesy of the City of Hagerstown.

Goal 5.

Clockwise from top: Audience at the Annual Maryland Traditions Folklife Festival, Highlandtown Arts &Entertainment District, Baltimore, photo by Edwin Remsberg; Artist Christy Jones paints the local Main Streetscene at the Paint Berlin plein air event, photo courtesy of the Worcester County Arts Council; “Art Lives Here”event in Gateway Arts & Entertainment District, Prince George’s County, photo by Anne L’Ecuyer; CambridgeArts & Entertainment District’s annual Taste of Cambridge Crab Cook-Off & Festival.


Creative Economies and Placemaking Outcomes and Strategies

5.1 Arts & Entertainment Districts:

• Enhance incentives that attract and retain artists within A&E Districts

• Design and implement effective incentives for businesses and developers within A&E Districts

• Assist A&E Districts in developing sustainable revenue sources

• Improve effectiveness of A&E Districts through convening, trainingand evaluation

• Leverage leadership and resources of DBED and DTFA to advance goals of the A&E Districts

5.2 Public Art:

• Strengthen administration and interagency coordination for the planning, sitingand integration of artistic elements in all eligible state construction projects

• Develop a state-wide public art master plan

• Broaden MSAC’s reach in providing funding for public art and/or technical assistance

• Acknowledge and encourage private sector investments in public art

Employ the arts as drivers of creative economies and placemaking



6As the Maryland State Arts Council approaches its 50th anniversary in2017, it celebrates a record of commitment to innovation, collaboration andleadership in the arts. The assessment found MSAC and its staff to behighly responsive and effective, yet challenged to respond to increasingdemands for services. MSAC statewide leadership and funding catalyzelocal initiative and support for the arts. The agency commits to building andsustaining its capacity to provide effective and efficient Council governance,management practices, grants-making and communications so that MSACmay fulfill its mission.

Journeys of Imagination by Gary Lee Price, from the City of Gaithersburg’s Art in Public Places collection.


MSAC Capacity Outcomes and Strategies6.1 Staff Capacity:

• Streamline and automate more grants and administrative processes

• Extend MSAC’s impact through strategic alliances

6.2 Advocacy and Outreach:

• Involve constituents in advocacy through partnerships with state and nationaladvocacy organizations

• Engage Council members as ambassadors to help extend MSAC’s statewide presence

• Continue Council community engagement meetings

6.3 Communication:

• Employ both new and traditional communications media

6.4 Accountability:

• Annually update Action Plans

• Annually monitor achievement of performance measures

• Capitalize on CDP (Cultural Data Project) data to inform policy and programs

• Revise strategies as needed

• Renew formal strategic planning in 2018


Clockwise from top: First Time Fusers Class at Art Glass Center at Glen Echo Park; Traditional dancer at theTaste of Wheaton Festival in Wheaton Arts & Entertainment District; Baltimore Book Festival, photo byEdwin Remsberg.


GRANTS FOR ORGANIZATIONS (GFO) provide unrestricted operating support tonot-for-profit, tax-exempt organizations, as well as units of government. Statedollars invested in these vetted organizations are in turn leveraged to attractprivate funding.

COMMUNITY ARTS DEVELOPMENT (CAD) further extends the arts to all areas of the state through grants to Maryland’s 23 County Arts Councils and Baltimore City.

ARTS IN EDUCATION (AiE) makes art accessible to students and teachers byproviding grants for performances and teaching residencies for artists. The MSAC also administers Poetry Out Loud, a national poetry recitation contest,in Maryland.

MARYLAND FOLKLIFE documents, promotes and sustains living traditions throughMaryland Traditions, its statewide partnership initiative, as well as grants and theannual Achievement in Living Traditions and Arts (ALTA) Awards and MarylandTraditions Folklife Festival.

ARTS & ENTERTAINMENT (A&E) DISTRICTS empower rural, suburban and urbanlocalities with tax-related incentives to encourage artists, arts organizations andother creative enterprises to locate in targeted areas, promoting communityinvolvement, tourism and neighborhood revitalization.

INDIVIDUAL ARTIST AWARDS (IAA) honor and support artists’ creativecontributions to the community.

THE MARYLAND COMMISSION ON PUBLIC ART oversees the Maryland Public ArtInitiative, which integrates public art enhancements into state-fundedconstruction during the early stages of planning and development.

MARYLAND PRESENTING AND TOURING supports Maryland professionalperforming arts organizations, artists and agents through the MarylandPresenters Network, Maryland Touring Grants and Maryland Touring Artist Roster.

THE VISUAL ARTIST RESOURCE CENTER is an online registry that connects artists,curators, organizations, businesses, educational facilities and others that seek oroffer visual and media arts services.

Facing page: Untitled by Patrick Joust, 2012 Individual Artist Award recipient (Photography).

MSAC Core Programs


Barbara Bershon*CHAIR, ST. MARY’S COUNTY

Carol Trawick*VICE CHAIR, MONTGOMERY COUNTY

Lora BottinelliSECRETARY-TREASURER, WORCESTER COUNTY

Carole AlexanderANNE ARUNDEL COUNTY

Eric Conway, D.M.A.BALTIMORE COUNTY

Nilimma DeviMONTGOMERY COUNTY

Carla Du PreeHOWARD COUNTY

Susie FarrMONTGOMERY COUNTY

Margaret Footner*BALTIMORE COUNTY

Nancy GrafST. MARY’S COUNTY

Delegate Melony Ghee GriffithPRINCE GEORGE’S COUNTY

David W. Harp*DORCHESTER COUNTY

Senator Richard S. Madaleno, Jr.MONTGOMERY COUNTY

William Mandicott*ALLEGANY COUNTY PLANNING COMMITTEE CHAIR

Shelley MorhaimBALTIMORE CITY

Susanna Nemes, PhDMONTGOMERY COUNTY

Kathy O’Dell, PhD*BALTIMORE COUNTY

Sandy OxxFREDERICK COUNTY

David Taft Terry, PhDPRINCE GEORGE’S COUNTY

Gary VikanBALTIMORE CITY

Acknowledgments

The Maryland State Arts Council, an agency of theDepartment of Business & Economic Development, Division of Tourism, Film and the Arts

Martin O’Malley GOVERNOR

Anthony G. Brown LIEUTENANT GOVERNOR

Dominick E. Murray SECRETARY

Hannah Byron ASSISTANT SECRETARY OF TOURISM, FILM AND THE ARTS

Bill Pencek DEPUTY ASSISTANT SECRETARY OF TOURISM, FILM AND THE ARTS

Maryland State Arts Council

*Strategic Planning Committee members

The lists represent councilors, commissioners and staff who served full or partial terms during financial years 2013-2014.


Maryland Commissionon Public Art

Catherine LeggettCHAIR MONTGOMERY COUNTY

Alejandro (Alex) Francisco CastroBALTIMORE CITY

Ann S. Coates WORCESTER COUNTY

Lauren Dugas Glover PRINCE GEORGE’S COUNTY

Jan GoldsteinMONTGOMERY COUNTY

Randall M. Griffin HOWARD COUNTY

Patricia Lewis Mote ANNE ARUNDEL COUNTY

J. Rodney Little MARYLAND HISTORICAL TRUST

Senator Richard S. Madaleno, Jr. MARYLAND STATE ARTS COUNCIL

Edward C. Papenfuse STATE ARCHIVIST

Anne KlaseOFFICE OF THE COMPTROLLER

EX-OFFICIO MEMBER Dr. William E. Kirwan PRINCE GEORGE’S COUNTY

MSAC Staff

Theresa M. ColvinEXECUTIVE DIRECTOR

Chatara Carroll OFFICE SECRETARY

Lucas CowanPROGRAM DIRECTOR

Carla DunlapSENIOR PROGRAM DIRECTOR

Pamela DunnePROGRAM DIRECTOR

Joyce FaulknerADMINISTRATIVE ASSISTANT

Amy Grossmann PROGRAM DIRECTOR

John HarrisADMINISTRATIVE SPECIALIST II

Camillia JohnsonFISCAL OFFICER

Kate McMillanCOMMUNICATIONS MANAGER

Clifford MurphyPROGRAM DIRECTOR, MARYLAND TRADITIONS DIRECTOR

Keena StephensonEXECUTIVE ASSISTANT/COUNCIL LIAISON

Christine Stewart PROGRAM DIRECTOR

Amanda WilsonADMINISTRATIVE MANAGER

Planning Consultants

Dr. Craig DreeszenDREESZEN & ASSOCIATES

Elizabeth GallauresiTHE MODERN MUSE

Steve RabbeOPINIONWORKS

175 West Ostend Street, Suite EBaltimore, Maryland 21230

410.767.6555MD Relay TTY: 1.800.735.2258 or 711

DEPARTMENT OF BUSINESS & ECONOMIC DEVELOPMENT

Martin O’Malley, Governor | Anthony G. Brown, Lt. Governor

If you need assistance using this publication, please contact the MSAC office at 410.767.6555 or TTY: 1.800.735.2258 or 711 for individuals who are deaf or hard of hearing. Individuals who do not use conventional print may contact theMaryland State Arts Council office to obtain this publication in an alternate format.

175 West Ostend Street, Suite E

Baltimore, Maryland 21230

imagine maryland: a renewed strategic plan for the arts

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