ASC has a history of cultural community planning. We believe that expanding and developing the diversity of cultural programs and facilities should be done thoughtfully and with commitment to excellence. The process is threefold. First, we listen to you, our residents. We want to know your cultural needs and preferences. Then we examine our resources and opportunities. And finally, we propose a strategy that can be used to address the cultural demand satisfactorily.
Cultural Equity Report
Systemic, inequitable access to opportunity has led to generations of unjust outcomes in Charlotte-Mecklenburg for those historically excluded from mainstream arts and cultural funding, discourse, leadership and resource allocation – particularly Black residents, Black-led organizations and residents and organizations of color. This is unacceptable and can no longer remain the case. Our intent is that this report honestly reflects the steps – and missteps – we have taken on our path to becoming an organization where our commitment to equity is reflected in everything we do, from our investments in the cultural community to the make-up of our staff and board.
Community Priorities Report
ASC, in partnership with the UNC Charlotte’s Urban Institute, conducted a research to better understand community priorities related to arts and cultural investments in our community, as well as explore ways ASC can more effectively serve organizations and individual creatives who look to us for support.
Cultural Vision Plan
Through Cultural Vision Plans, ASC evaluates the role of arts and culture on the community. The most recent Cultural Vision Plan was commissioned in 2010 and enlisted the help of over 1,800 local residents. This plan articulates how residents want the cultural sector to serve them.
Cultural Life Task Force
The Cultural Life Task Force was appointed to examine the health of the cultural sector and recalibrate its direction in light of Charlotte-Mecklenburg’s changing demographic, economy and overall evolution. The Task Force considers Charlotte’s past and future in establishing strategies for responding to the public’s needs and expectations as expressed in the Cultural Vision Plan.
Blueprint for Charlotte-Mecklenburg’s Cultural Education Partnership
ASC and Charlotte-Mecklenburg Schools joined together to hire a national consultant team to determine what is the current reach of Charlotte-Mecklenburg’s in-school, after-school, and community-based arts, science, and history education offerings, the perceived value and relevance of these offerings to CMS and looking to the future, what kinds of offerings will be essential to CMS and how, when,and where should they be delivered?
Cultural Facilities Master Plan
The Master Plan, developed in partnership with Foundation For The Carolinas and Charlotte Center City Partners, established a 25-year vision for cultural facility development across Mecklenburg County. It is adopted by the Cultural Facilities Master Plan Blue Ribbon Committee and ASC.
Public Art Master Plan
After extensive national and regional research, the Public Art Master Plan Steering Committee (appointed by ASC and the Public Art Commission) has outlined direct action steps for the creation of public art in Charlotte. This intensive plan provides implementation strategies for expanding the public art program administered by ASC and covers everything from funding projections to recommendations for program staffing.
Town Cultural Plans
ASC’s town planning efforts address the specific cultural needs and desires of residents living in Mecklenburg County towns outside of Charlotte. 6 towns have participated in cultural planning with ASC: Mint Hill, Pineville, Matthews, Cornelius, Davidson and Huntersville (the latter three joined in a collaborative planning process). The respective plans identify key cultural assets, determine the cultural priorities of constituents, introduce implementation plans for funding and expansion, and detail progress to date. ASC’s Board of Directors and the Town Councils adopts these plans and allocates funding as appropriate where funding is available.view the matthews Cultural Action PlAN