Specifications include, but are not limited to: • The arts and cultural landscape of Hawaii • Existing support systems for artists and cultural practitioners • Underserved/emergent demographic groups throughout the state • The existing structure and capacity of SFCA • The agency’s current operations and overall performance • The agency’s long-term financial sustainability, including: a. Development of a sustainable funding model to support increased investment in cultural, heritage and arts programming across the State. b. Business development opportunities for cultural, heritage, and arts programs, including the leveraging of public-private partnerships to develop and fund programs. Collaborate with staff, board, the general constituency, and underserved population groups • Work closely with SFCA staff, Board of Commissioners, and members of the constituency to develop the strategic plan • Plan, advertise, and host a minimum of one public meeting in each the following communities: Kona, Hilo, Maui County, Kauai, and Oahu. Produce the SFCA 2024-2028 Strategic Plan • Include detailed action steps and measurable outcomes • Include built-in mechanisms for agency growth, change, and self-evaluation • Meet the requirements of the National Association of State Arts Agencies (NASAA) State Arts Agencies (SAA), National Endowment for the Arts (NEA), and Western States Arts Federation (WESTAF), etc. Provide guidelines for plan implementation • Identify and set-up reasonable channels by which any proposed changes may be implemented
