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From YouTube: Arts & Culture Committee August 22, 2023
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A
B
B
C
C
B
E
E
D
A
Yeah
with
your
100.
A
Because
I
did
remember
from
GAA
it
was
it's
been
good.
Yeah.
F
G
C
F
A
J
I
G
K
K
A
I
C
G
G
L
C
C
C
C
F
B
B
One
thing
I
want
to
mention
is
we
have
here
the
community
impact
report
of
the
Picasso
exhibit
and
they
didn't
send
enough
for
the
whole
room,
but
I'm
just
going
to
start
passing
around.
If
you
would
like
one,
please
take
one
they're,
really
it's
kind
of
impressive
and
some
of
us
they
already
mailed
one
to
us
so
feel
free,
so
I'm,
just
gonna
show
them
that
way
feel
free
to
take
one,
and
it
really
is
an
interesting
look
see
at
how
that
went.
B
So
today
we're
gonna
look
at
all
the
drafts
strategies
so
that
we'll
be
ready
to
go
for
the
public
input
next
round
and
hopefully
we'll
get
a
little
bit
of
time
to
do
some
updates
on
the
implementation
plans
so
and
that's
why
we
ask
you
for
your
feedback
ahead,
so
we
could
maybe
get
through
a
lot
today,
but
we'll
get
through
what
we
can
get
through.
That's
the
goal.
Okay.
So
with
that
I
think
I'm,
going
to
turn
over
to
Joy.
A
Yes,
thank
you
very
much.
I
am
so
excited
to
be
here
today
to
we
are
going
to
move
quickly
through
just
kind
of
talk
about
where
we
are
again
reminding
you
of
the
schedule
and
what
we
have
done
where
we've
been
and
where
we're
going,
we're
going
to
discuss
and
confirm
the
draft
draft
strategies,
actually
we're
going
to
confirm
them
as
I'm
going
to
stand
up
as
Cindy
mentioned.
A
The
reason
that
we
sent
them
in
advance
was
because
we
wanted
to
make
sure
you
had
an
opportunity
to
look,
read
them,
think
about
them
and
to
send
responses,
and
so
thank
you
so
much
for
sending
the
responses,
and
thank
you
also
to
those
of
you
who
let
us
know.
A
You
know
these
work
for
you,
so
we
did
receive
a
handful
of
suggested
edits,
but
by
and
large
it
seemed
like
most
of
the
strategies
work
for
people
so
we'll
we
will
go
through
those
suggested
edits
and
look
for
confirmation
of
these
strategies
and
then,
as
Cindy
mentioned,
we
would
like
to
we'll
also
have
some
time
to
discuss
the
implementation
plans
so
essentially
where
our
big
picture
goals
for
today
are
to
discuss
the
edits
on
the
strategies
and
to
confirm
the
strategies
and
to
discuss
the
get
feedback
on
the
updated
implementation
plans.
A
D
So
Yep
this
is
just
checking
back
in
with
an
updated
version
of
the
of
the
schedule
timeline
that
you
have
seen
in
the
last
couple
of
meetings.
So
you
can
see
here's
where
we
are
today
with
the
the
two
key
items,
we're
focusing
on
in
this
meeting
and
then
as
joy
and
Cindy
mentioned
we're
seeking
to
once.
D
We
confirm
the
strategy
statements
that
this
group
is
comfortable
with
then
that
tomorrow
we
are
going
to
open
the
public
feedback
period
and
it's
going
to
be
a
similar
approach
to
what
we
did
with
the
state
of
culture,
public.
The
state
of
culture
report,
public
feedback
period,
which
we
had
great
participation
in,
and
so
we're
also
going
to
be
having
some
conversations
with
Cindy
and
County
folks,
and
then
we
will
be
gathering
all
that
feedback
and
then
coming
back
to
you,
as
you
probably
saw.
D
You
know
monthly
meeting
date
and
so
our
goal.
So
this
is
the
tentative
you
know
plan
is
that
we
would
give
you
that
updated
document
that
has
all
that
feedback
Incorporated
and
come
into
that
September
19th
meeting
wanting
to
you
know,
discuss
that
together
and
hopefully
seek
your
approval
on
the
revised
document.
So
that
would
be
wanting
to
confirm
the
final
plan
with
the
Steering
group
and
then
so
you
can
see
what
that
would
lead
to
is,
of
course,
pending
approval
of
the
Steering
group
on
the
planned
document.
D
Then
we
would
present
that
to
council,
but
not
before
the
Steering
group
is,
is
comfortable
with
the
document.
So
this
is
our
the
the
timeline
that
we're
aiming
for
and
what
the
steps
are
that
you
received
in
your
packet
as
well
before
we
move
into
the
main.
You
know
purpose
number
one
of
of
the
meeting.
Does
anyone
have
any
questions
about
the
timeline?
Any
I
don't
know
Cindy
and
Kevin.
If
you
want
to
add
anything,
no
okay,
yes,
Krista.
J
D
A
So
at
this
point
for
the
public
feedback
we'll
be
looking
for
so
up
through
the
draft
strategies,
the
public
will
receive
that
information.
We
are
at
that
point,
that's
that's
where
we're
stopping,
because,
typically
in
the
process,
that's
the
big
picture
of
it's
kind
of
like
a
strategic,
it's
kind
of
like
a
strategic
plan
where
you're
working
through
your
goals.
You
want
to
make
sure
everyone.
A
Everyone
is
in
agreement
on
the
goals,
so
that
would
be
analogous
to
the
priorities
and
then
your
objectives,
and
that
would
be
analogous
to
the
strategies.
So
that's
where
we
are
in
the
process
and
that's
what
we
would
be
going
to
the
public
with
that
feedback.
The
implementation
plans
are
similar
to
what
you
might
call
your
work
plans
or
your
action
plans
and
the
strategic
planning
process
and
those
don't
typically
need
to
be
approved
and
not
approved.
I.
Don't
want
to
use
that
word
but
kind
of
get
feedback
from
the
public
on
those
things.
D
J
L
D
You
that's
a
great
point,
and
so
just
so
that
everyone's
clear
on
where
this,
like
literally
the
specific
next
steps,
is
so
once
this
group
we've
we've
in
this
meeting,
we've
confirmed
okay,
so
we're
good
with
what
the
strategy
statements
are
now,
so
those
that
language
that
everyone
here
gives
a
thumbs
up
to
today
we're
gonna.
Tomorrow
we
will
be
publishing
it.
D
Just
as
we
did
with
the
emerging
insights
in
the
state
of
culture
report
back
in
Spring,
we
will
be
publishing
the
draft
strategy
language,
along
with
the
priorities,
of
course,
on
the
arts
and
culture
planning
webpage
that
we
have
had
up
for
these
many
months.
We're
going
to
publish
that
and
along
with
the
link
about
the
virtual
public
meeting
session,
that
we're
going
to
have
which
will
be
August,
30th.
D
Thank
you,
I'm,
sorry,
okay,
thank
you
public
meeting
that
yeah
that's
the
virtual
public
session
and
then,
along
with
that,
there's
a
an
online
survey,
and
that
is
also
launching
tomorrow,
along
with
the
publication
of
the
strategies
and
so
that'll
stay
up
for
a
couple
of
weeks,
and
so
then
the
meeting
happens
basically
halfway
through
that
period,
so
people
can
there's
there's
both
the
online
survey
method,
that
people
can
provide
feedback
and
there's
also
the
virtual
public
meeting
discussion
that
people
can
can
use
and
they
can
do
both
if
they
want
yeah.
D
So
that
would
be
our
our
same:
Steering
group,
yeah
and
so
along
with
the
Lord
you
know,
team
was
with
joy,
yeah
and
so
that's
where
it
would
be
reconvening
the
same
group.
That's
been
the
Steering
group
to
discuss
the
feedback
on
that
we've
received
and
how
we
propose
to
incorporate
that
feedback.
No.
B
D
No
yeah,
it
would
be,
it
would
be.
A
public
meeting
just
like
this
meeting
is
right
here,
especially
because
it's
because
the
Advisory
Board
is
the
core
of
the
Steering
group,
so
yeah
yeah,
and
then
only.
P
D
R
P
D
P
L
A
D
Think
it
was
around
130.,
yeah
and
then
I
could
safely
say
over
over
120.
That's
right,
but
that's
great
I,
think
until
until
and
I
think,
until
the
very
end
of
the
meeting,
it
was
still
around
100,
where
sometimes
people
drop
off
so
for
a
two-hour
discussion
about
policy
for
folks
to
stay
on
the
entire
time.
Instead
of
100
people
at
the
end
we
were
very
happy
and-
and
the
other
piece
was
not
just
the
quantity,
but
it
was
the
quality
of
the
discussion
we
found.
D
We
found
to
be
people,
people
were
very
engaged,
and
so
we
felt
like
the
feedback
was
really
helpful.
A
People
had
read
the
state
of
culture
report,
they
had
comments
on
the
insights
they
were,
which
is
what
we
had
called
that
priority
portion
at
that
time,
and
the
feedback
was
and
I
just
want
to
remind
you
that
culture
is
a
space
that
it's
different
from
a
transportation
plan,
for
example,
because
the
whole
city
drives
on
roads.
So
the
fact
that
we
had
that
level
of
Engagement
was
was
really
wonderful.
D
K
Bria
yeah
I
just
want
if
there,
if
whoever's
doing
the
communication
on
that,
if
you
want
to
send
us
the
language
and
the
imagery
that's
used,
because
I
think
one
of
the
things
that
did
help
Drive
traffic
last
time,
regardless
of
whether
we
say
it's
success
or
not,
was
a
large
number
of
us
got
in
on
that
and
sent
out
that
information?
Absolutely.
D
D
Absolutely
thank
you
and
that
yeah
that's
a
great
reminder
that
we
will
be
pushing
it
out
on
social
media
and
so
I
know.
Last
time.
Many
of
you
did,
you
know
repost
it
or
share
it
or
just
forwarded
it
in
your
emails
to
contacts.
D
So
we
would
really
appreciate
that
and
so
I'll
send
that
out
tomorrow
our
comms
team
will
be
posting
those
things
online
and
then
sharing
it
on
social
media,
and
the
other
thing
I
also
want
to
say
is
we
are
working,
so
we
had
worked
with
Community
Partners
to
also
receive
feedback
from
Spanish.
The
Spanish-speaking
Community
excuse
me,
and
so
that
was
really
helpful
and
so
with
the
state
of
culture
report.
D
T
G
B
Before
Joy
steps
up,
as
we
start
going
through
the
priorities
and
then
the
implementation
steps,
we
thought
it
was
important
to
get
you
all
to
think
a
minute
about
what
we're
embarking
upon
and
Kevin's
gonna.
Give
give
you
all
some
some
thoughts
of
his
and.
E
E
You
don't
know
what
I'm
saying
yeah
I
got
the
bike,
no
first
of
all,
Hello
everybody
I
was
thinking
through
this,
and
you
know,
I
look
around
the
room
and
we
have
one
a
very
diverse
group
and
I
don't
mean
that
just
by
race.
But,
however,
you
want
to
Define
it.
We
have
a
very
diverse
group,
which
means
we
all
got
a
lot
of
different
ideas
and
we,
which
is
good
by
the
way
all
this
is
good.
E
With
that
said,
we
have
got
to
be
as
a
body
be
willing
to
compromise
and
I'm,
not
saying
compromise
on
core
principles
and
if
there's
some
core
principles,
we've
got
to
battle.
Let's
battle
them
inside
here
and
make
sure
that's
done
so
I'm
by
no
means
do
I
believe
in
in
putting
aside
core
principles,
but
we're
going
to
have
to
compromise
the
other
thing
that
goes
along
with
that.
E
If
we
don't
come
to
a
unanimous
agreement,
we're
basically
going
to
fail,
and
but
let
me
tell
you
what
I
mean
by
that-
we
have
got
to
go
to
the
city,
a
public
body
and
get
them
to
agree
with
what
we're
doing
and
oh
by
the
way.
If
this
is
going
to
work,
we
got
to
figure
out
how
to
go
to
the
county,
who
in
theory,
isn't
even
a
part
of
this.
They
are
a
little
bit,
but
we've
been
through
that
before
I.
E
Don't
need
to
explain
that
we've
got
to
get
them
to
agree
too,
and
then
we've
got
to
look
at
the
private
sector
and
say
we
need
y'all
to
agree.
So
what
I'm,
asking
and
I'll
get
your
hand
in
one?
Second,
what
I'm
simply
asking
for
is
that
we
need
to
have
some
strong,
robust
conversation
as
we
go
through
these
strategies,
but
we
at
the
end
of
the
day,
we
got
to
figure
out
how
we
can
all
agree
on
what
we're
trying
to
do,
and
that's
that's
easy.
It's
something!
E
R
E
Of
all
of
this,
so
so
let
me
explain
what
I
meant
by
that,
because
that,
by
the
way
was
a
personal
comment,
that's
not
something
that
we
knew.
I
was
going
to
say,
okay,
but
let
me
let
me
tell
you
why
I
said
it
that
way,
every
document
way
back
when
we
were
trying
to
decide
from
a
board
person-
and
you
remember
this
from
a
board
perspective
when
we
were
sending
out
the
RFP
remember,
we
said
you
can't
just
look
at
City.
You
got
to
look
at
City,
County,
yeah,.
E
Although
the
politics
here
have
been
City
oriented
in
everything,
we've
done
at
some
point
in
time,
we're
going
to
have
to
cross
that
bridge
now,
I'm,
not
saying
this
all
of
us
in
the
room,
maybe
it's
city
manager
to
County
I,
don't
know
how
it's
going
to
happen,
but
at
some
point
in
time
this
is
a
Charlotte
Mecklenburg
issue,
not
just
in
the
four
walls
of
Charlotte.
That's
the
only
reason
why
I
said
it
that
way.
E
D
I
just
want
to
clarify
that
it's
not
I
I,
don't
know
that
it's
it's
happening
late
in
the
game,
so
the
county
has
been
involved
in
some
ways.
So
the
deputy,
County
Manager
joined
the
Steering
group
in
June
when
it
was
formed,
and
so
the
county
has
received
all
of
the
all
of
the
communications
that
the
Steering
group
has
received
all
of
the
draft
documents
all
of
the
requests
for
feedback,
invitations
for
feedback.
D
D
The
there
were
some
County
staff
who
participated
in
a
session
in
December
I.
Believe
Joy.
Correct
me
if
I'm
wrong,
which
was
part
of
the
development
of
the
draft
state
of
culture
report,
and
so
that
was
facilitated
by
Lorde,
and
it
was
one
of
the
workshops.
So
we
had
a
session
with
the
city
staff.
We
had
a
session
with
County
staff,
and
so
they
participated
in
that
and
so
and
also
the
county
manager
and
the
County
Commissioners
were
interviewed
as
part
of
the
stakeholder
interviews
that
took
place
in
the
research
and
then
so.
D
We
discussed
with
the
city
manager,
you
know
we've
and
we
have
been
discussing
at
the
city
manager,
ways
to
engage.
So
those
are,
those
are
some
of
the
ways
and
I
I
think
that
there
have
also
just
been
other
conversations
that
I
have
not
been
in,
but
you
know
that
board
leadership
has
has
been
a
part
of
so
hopefully
that
helps
just
to
kind
of
share
some
of
what
that
engagement
has
been
and
is
going
to
be.
D
Oh
and
I
should
say
one
other
thing
is
that
we
hope
to,
after
speaking
with
the
deputy,
County
manager
and
the
county
manager
to
then
be
able
to
go
back
and
meet
with
County
Commissioners
following
the
staff
conversation.
D
J
B
That
that
there
there
have
been
all
the
way
along
the
way
points
touch
points
with
the
county
and
there
continue
to
be,
and
there
are
Kevin
and
I
and
a
few
others
have
had
conversations
with
the
county
manager
as
we
have
with
the
city
manager.
So
we've
been
trying
really
hard
since
Sometime
Late
last
fall
to
make
sure
we're
not
all
the
things
that
priority
said
we
did
early
on
but
to
make
sure
we're
keeping
that
Loop
flowing
the
information
flowing.
So
so
I'm
not
as
concerned
as
I
might
be.
R
G
R
B
Going
to
say
this,
so
that's
not
exactly
what
happened!
Okay,
all
right:
okay,
some
folks
from
the
city
Side
talk
to
County,
Commissioners,
okay
and
I'm,
going
to
say
this,
because
that
was
the
wrong
way
to
go
about
it.
Okay,
on
both
sides
of
the
street,
being
an
old
pole
that
I
am
I,
normally
try
to
go
to
the
managers.
B
First,
make
sure
they
understand
all
the
eyes
and
T's
and
pieces
of
it
and
then
go
to
elected
officials
with
their
guidance,
Dina
I
think
got
left
out
of
the
initial
Loop
and
that,
in
my
opinion,
that
created
some
friction.
G
E
So
I'm
gonna
turn
this
over.
The
whole
point
is:
unless
there's
any
other
questions
you
know,
we've
got
to
make
sure
we
come
together
as
team,
and
this
is
the
place
to
iron
it
out,
especially
as
we
go
through
these
eight
strategies,
because
this
will
be
fundamental
as
it
relates
to
the
plan
itself,
so
Joy
I
think
it's
your
turn.
A
Absolutely-
and
thank
you
so
much
for
that,
because
you
are
100
right
Kevin
and
thank
you
all
again.
It
cannot
be
said
enough.
Thank
you
for
reading
the
materials
in
advance
and
for
giving
us
such
great
feedback.
The
good
news
is,
as
I
noted
you'll
hear
me,
noting
a
few
things
over
and
over
and
over
again,
because
I
want
to
make
sure
that
that
that
they're
caught,
so
we
only
received
a
handful
of
suggested
edits
and
for
the
majority
of
the
strategy
statements
there
were
no
edits.
A
So
when
you
look
at
this
presentation,
what
we
have
done
is
notated
in
red,
where
there
are
edits
and
what
the
nature
of
the
edit
is
to
stream
for
those
strategies
where
there
are
no
edits
essentially
will
simply
confirm
and
then
we'll
move
on,
because
we
want
to
make
sure
that
we
get
to
the
the
strategies
that
had
edits
and
that
we're
able
to
discuss
them
and
and
give
them
the
due
that
their
need.
That
is
needed
to
streamline
this
discussion.
A
We
have
moved
the
strategies
for
priorities,
four
and
five
towards
the
to
the
to
the
ending
portion
of
the
priorities,
simply
because
we
do
have
discussion
on
those
two
that
we
think
will
take
a
little
bit
more
time
and
all
of
the
the
others.
We
think
we
can
move
fairly
fairly
quickly
through
okay
and
then
one
more
modification
just
want
to
make
to
to
request
of
this
group
as
a
kind
of
collegial
thing,
we
would
like
to
go
through
priority
number
six.
A
First,
simply
because
the
the
head
of
that
task
force
needs
to
leave
a
little
bit
earlier,
and
so
we'd
like
to
be
able
to
get
to
that.
Make
sure
that
that's
all
confirmed
before
she
needs
to
to
move.
If
everybody
is
okay
with
that,
I
think
this
is
not
an
official
body
official
comp
meeting,
so
I
don't
need
a
vote
on
it.
Just
want
head
nods
or,
if
there's
any
issues
with
moving
to
number
six.
A
First,
okay,
looking
like
everybody's
agreeing
with
that,
so
we
will
start
with
priority
number
six
and
again
just
a
reminder.
So
here
you
have
the
strategies
for
priority
number.
Six
and
I
am
in
my
notes,
going
to
go
straight
to
that
one
and
the
red
at
the
bottom,
while
I
am
looking
for
priority
number
six,
you
see
the
note
you
see
the
note
here
so
essentially
the
comments
or
the
edit
question
that
is
asked
of
priority
number
six
is
Step.
A
One
is
listed
here
is
part
of
doing
number
two,
so
Step
One
is
part
of
doing
number
two,
but
let
me
use
the
right
strategy.
One
is
a
part
of
doing
strategy
number
two
and
strategy
number
one
should
be
repeated
frequently
as
an
ongoing
management
of
the
communications
plan,
not
a
one-time
effort
listing
strategy,
one
separately
seems
redundant
so,
and
this
is
kind
of
the
format
I
think
we're
we're
going
to
take
throughout.
A
If
it's
okay,
with
with
you,
our
interpretation
of
this,
was
that
strategy
number
one
was
so
very
important
that
it
needed
to
be
listed,
and
that
is
why
it
is
listed
here.
We
do
understand
this
comment
to
be
saying
that
in
the
implementation
plan
it
should
not.
It
should
occur
both
short
term
No.
It
should
be
occurring
short
term,
medium
and
long
term,
so
over
over
over
and
over
and
over
again.
So
I
just
want
to
make
sure
if
I'm
understanding
that
correctly
and
Okay
so
yeah.
Q
From
our
perspective
was
the
data
is
the
most
important
thing:
there's
no
way
to
start
a
branding
campaign,
a
marketing
new
messaging
new
hashtags,
anything
until
we
get
the
data,
so
the
first
strategy
was
key
and
we
were
looking
at
it
in
three
distinct
areas
as
the
the
participants
The
Seekers
and
not
you
know
the
people
who
are
already
there
already
buying
tickets
already,
given
their
money,
understanding
their
attitudes
really
wanting
more
information
about
the
people
who
aren't
currently
participating
and
then
also,
at
the
same
time,
looking
at
being
able
to
pull
those
key
statements
and
information
about
what
is
the
perceived
state
of
culture.
Q
You
know
for
the
actual
people
so
to
get
to
two.
You
have
to
do
one
first,
but
then,
once
you
start
doing,
two
you'll
constantly
be
continuing
qualitative
research
to
make
sure
that
the
branding
and
the
strategies
that
you
put
into
place
are
actually
working
so
I
don't
agree
that
it's
redundant
I
think
that
it
one
does
become
part
of
two.
But
one
has
to
happen.
First
was
our
thought.
B
The
only
thing
that
I
would
say
is
that
one,
if
you
added
what
you
just
said,
Joy,
which
is
conduct
quantitative
and
qualitative
and
quantitative
Market
Research
in
Charlotte,
MetroPCS
yeah,
sorry
I,
would
just
add
at
the
end
of
that
market.
Research
in
Charlotte
Mecklenburg
in
the
short,
medium
and
long
term,
with
frequency
to
understand,
and
then
that
follows
because
you're
then
you've
got
what
you
want.
Is
it's
going
to
be
an
ongoing
process
to
ensure
that
we
actually
know
if,
if
everything
we've
planned
here
is
actually
working
in
some
way.
D
S
I
have
no
comments
around
the
text
or
what
said
I
just
had
a
question
around
the
Charlotte
Regional
visitor
Authority.
So
if
you
want
to
keep
going
with
it
I'm
just
my
question
is:
is
we're
we
mention
organizations
that
this
seems
like
a
key
component
since
they're
mentioned
in
the
strategy
priority
I
was
curious.
If
the
task
force
has
talked
to
the.
Q
Or
that
not
maybe
not
live
there,
but
they
have
to
be
contributing
significantly
in
this.
If
we're
looking
at
arts
and
culture
being
an
economic
driver
in
the
city
that
they
have
to
have
a
a
strong
presence
in
that
the
actual
communication
out
using
all
the
channels
that
they
currently
have
and
that
they
have
to
be
committed
to
the
messaging,
that's
developed.
S
A
K
Hey
hang
on
a
sec,
I
I
really
don't
want
to
get
nitpicky,
but
I.
Think
Charles
brings
up
a
good
point.
I
mean
I
know
that
we
need
to
ask
for
what
we
want
and
that
Tom
on
on
a
list
has
been
a
member
of
this
body,
but
but
we
also
don't
want
to
be
perceived
as
calling
them
out.
K
I'm
just
wondering
if
not
naming
a
specific
organization,
but
it
is
in
the
it
is
in
the
implementation
plan
right
I'm
wondering
if,
if
living
in
the
implementation
plan
is
where
crva
should
be,
and
maybe
not
called
out
as
a
strategy,
and
they
find
out
tomorrow
at
the
same
time
as
everyone
else,
I
April
I'm
with
you,
we
got
to
ask
for
what
we
want,
but
these
guys
are
such
a
key
partner
that
I
don't
want
to
give
them
a
reason
to
not
that's
fine
jump
into.
L
A
K
D
Conversation,
it's
all
good,
so
I've
made
those
edits
Joy
if
we
could
just
maybe
take
a
moment
for
people
to
give
a
quick
look
back
at
what's
on
the
screen
here,
we've
made
those
two
edits.
I
just
want
to
make
sure
folks
are
good
with
it
before
we
move
on.
B
C
L
I
have
something
really
nitpicky.
We
had
we
substituted
in
the
word
participants
where
we
had
had
Seekers,
which
I
think
is
a
good
fix.
I,
don't
think
we
need
the
quotation
marks
anymore.
It
feels
a
little
bit
like
what
are
we
really
saying
and
if
we
just
took
the
quotation
marks
out,
I
think
awesome.
D
D
B
A
In
the
red,
just
to
remind
you
again
in
the
red
is
the
comment
that
we
received
and
on
this
one
we
thought
this
was
a.
In
fact.
The
commenter
actually
said
this
is
Tiny
But
in
strategy.
One
we
use
quote
unquote
ongoing
twice
in
the
same
sentence
that
might
be
intentional,
but
I
thought
I'd
call
it
out.
Anyway,
we
are
suggesting
that
we
remove
the
second
mention
of
ongoing,
which
you
see
here
and
highlighted.
B
H
Yes,
I
would
just
question:
why
are
we
striking
the
second
ongoing
versus
the
first
ongoing
is.
B
G
U
D
That,
because,
in
the
phrase
after
primarily
it
says
annual,
so
it
does
give
a
time
frame.
That's
why
we
thought
well,
let's
leave
annual,
where
it
is
and
keep
the
ongoing
that
appears
earlier.
But
again
whatever
the
group
is
comfortable
with.
That
was
our
rationale.
D
J
If
what,
if,
what,
if
you
change
ongoing
to
just
annual
because
ongoing,
is
an
annual
to
me,
I
mean
annual,
is
every
year
it's
ongoing.
J
H
B
A
B
D
S
A
Is
a
such
thing
as
strangling
on
that,
so
we
don't
want
to
do
that.
So
what
is
what?
What
are
we
saying
now
secure
sorry,
secure,
I'm,
sorry,
okay,
okay,
what
do
we
want
to
say.
P
Something
around
consistency
or
because
I
think
one
thing
about
annual
is
I
mean
I
know
we
do
say
significant.
So
that
implies
an
amount
but
but
I
think.
What
we
also
potentially
want
to
see
is
that
there
is
some
predictability
to
it
that
it's
not
grossly
fluctuating
from
one
year
to
the
next,
so
annual
could
be
that
doesn't
have
anything
to
do
with
consistency
of
support.
So
maybe
there's
room
there.
K
Can
tell
you
why
we
didn't
use
the
word
pretty
robust
discussion
around
the
word
predictable,
because
predictable
could
also
be
perceived
as
flat.
So
if
you're
like
every
year,
it's
gonna
be
two
percent.
Yeah
hey
predict
that
we
like
we
want
it
to
grow
over
time
and
you'll
see
in
the
implementation.
It's
that
we
want
that
that
give
to
be
commensurate
with
the
economic
growth
of
this
of
the
city
in
the
county.
So
we
don't
want
to
say
okay
great,
it's
one
percent.
K
You
know
bad
get
ready
for
that
every
year,
whatever
it's
going
to
be,
the
discussion
was
around.
We
hope
it
keeps
Pace
with
the
growth
of
the
city,
and
if,
as
we
get
a
jump,
then
the
art
spending
has
a
jump.
That
may
not
be
a
perfect
way
to
address
it,
but
that
is
why
we,
we
talked
around
not
using
the
word
predictable.
A
In
your
so
Tim,
just
speaking,
if
you
you're
speaking
for
that
group,
what
is
the
most
comfortable
or
true
wording
that
you
think
makes
sense
here.
B
K
S
D
E
K
Got
that
one
on
on
Time,
good
job,
minor,
I,
think
what
we
came
up
with
in
the
group
and
I
am
apologizing
for
jumping
in
on
Krista
is
we
said
ongoing
in
the
strategy.
It
says
ongoing
support
for
an
increasing
engagement
for
the
Arts
that
reflects
community
and
economic
growth.
So
if
we
want
to
add
that
to
the
end
to
have
that
growth
factor
Krista
does
that
get
to
what
you
were
trying
to
say
it's!
It's!
It's
on
the
implementation
outcome,
number
three,
so
kind
of
strategy,
Priority.
J
O
A
J
I
I
Are
in
the
quotation
I
set
my
one
cautions:
the
city's
budget
does
not
grow
in
any
Pace.
That's
close
to
how
the
city
grows.
That's
true,
and
so
that's
the
challenge
that
we
have
today
with.
We
have
way
more
people
than
we
have
resources
for,
and
so
that's
just
my
thing
to
keep
in
mind
that
those
do
not
grow
even
close
to
in
the
same
proportion.
G
I
D
A
So
so
hearing
that
does
does
that
work
because
it
actually
does
appear
in
the
outcomes.
So,
okay,
so
if
we've
got
the
thumbs
up
on
one,
what
about
we
just
take
them
as
a
basket?
Now
one
two:
three
and
four:
are
there
any
thoughts
or
heart
any.
A
G
A
Yes,
it's
Auto
Sale,
so
priority
number
two:
when
you
get
to
Priority
number
two,
what
do
you
notice?
No
red,
exciting,
exciting,
so
on
this
priority
the
strategies
were
unanimously
confirmed.
So
we
want
to
just
make
sure
in
this
room,
they're
unanimously
confirmed
the
thumbs
up
on
those
strategies
for
priority
number
two
question.
E
D
D
A
D
So
so,
just
to
clarify
right
Joey,
we
first
we're
asking
folks
because
we
received
no
suggested
edits.
We
just
want
to
confirm
with
the
group
on
these
strategy.
Statements
for
two
are
folks
good
with
two.
We
are
then
going
to
come
back
to
the
suggestion
of
there's
a
suggestion
that
relates
to
priority
five
and
priority
two,
so
we'll
come
back
to
that,
but
in
the
interim
we
wanted
to
confirm
whether
folks
are
good
with
these
two
strategy
statements.
S
Good
with
the
strategy
statement
I'm
curious
about-
and
maybe
we
did
this-
we
probably
talked
about
this
I'm
sorry,
but
the
the
priority
two
statement,
like
the
public
sector
must
partner.
S
E
Just
me,
so
let
me
explain
that
real
quickly
in
my
co-chair
is
not
here
so
but
David's
here
the
thought
was.
E
We
wanted
to
make
a
very
strong
statement
that,
in
order
for
us
to
be
successful,
the
public
sector
must
be
a
part
of
this
game
and
not
rely
on
the
private
sector
to,
and
it
almost
carry
the
load
and
to
be
specific
to
your
statement,
there
have
been
Ebbs
and
flows
with
the
public
sector
support.
B
Good
I
think
one
of
the
things
that
drove
that
trial
is
we
look
back
at
some
old
numbers
from
when
we
did
the
the
potential
for
attacks
to
support
the
Arts,
and
at
that
time
best
we
could
count
which
didn't
count
near
all
of
it.
There
was
about
42
million
dollars
in
private
sector
funding
annually,
which
made
what
city
and
county
were
doing.
Look
like.
S
May
I
I.
B
S
That's
interesting
because
that
leads
to
another
comment
that
I
had
in
reading
the
whole
report
was
we
don't
we
don't
ever
share
the
percentages
from
the
different
support,
different
groups
that
support
the
sector
from
Individual
donors
to
corporations
to
public,
and
so
I
was
like
when,
because
in
the
opening
statement
or
somewhere
in
the
early
one,
that's
like
man.
This
would
be
great
if
we
had
a
chart
that
showed
so.
B
O
D
B
U
E
U
S
T
I,
just
I
just
had
the
second
strategy
there
when
he
talks
about
delivery
of
Equitable
and
accessible
funding
it.
It
refers
to
as
an
ongoing
thing,
which
sounds
a
little
bit
vague
to
me
into
like
how
does
that
happen
constantly?
There
is
not
like
in
it
and
because.
T
As
Equity
access
inclusive
stuff,
you
know
if
we
put
a
little
bit
more
something
that
feels
more,
that
we
can
count
on
I,
think
it
will
reflect
the
directiveness
of
it
personally,
but
I'm,
not
sure
you
know
not
native
English
speaker
here,
I'm,
not
sure
what
word
would
mean,
but
we
had
a
conversation
about
ongoing
versus,
and
you
know
and
then
that
that
that
strikes
me
as
something
that
needs
a
little.
We
could
benefit
of
having
a
little
more
Clarity
of
what
we
mean
about
that
I.
D
Have
a
question
because
I
think
that's
a
that's
a
great
point
of
feedback
and
we
are
going
to
get
to
this
in
a
little
bit.
But
if
you
you
may
have
seen
in
the
hopefully,
you
saw
in
the
implementation
plan
that
we
we
linked
prior
specifically
strategy.
Two
of
this
priority
in
the
implementation
plan
directly
to
the
entirety
of
Prior
appointing
over
here,
because
some
of
priority
in
the
priority
five
is
over.
The
task
force
is
over
here.
D
Thank
you,
and
so
it
so
that's
where
we
used
some
text
and
an
icon
to
direct
the
reader
that
priority
five
relates
really
closely
to
this
strategy.
D
A
We
need
to
put
some
explicit,
like
C
priority
C
priority
five
here,
because
it
really
it
I
mean
you're
100,
correct.
We
totally
totally
agree
and
had
you
know,
have
had
good
conversations
around
that
so
and.
D
I
just
want
to
add
too
that
the
reason
and
and
so
Kevin
I
hope,
I'm,
not
overstepping.
You
can
explain
this.
You
know
more
I'm
recalling
that
Task
Force
2
also
talked
about
the
linkages
between
priority
five
and
priority
two
and
that
that
task
force
looking
at
David
as
well.
Since
you
were
in
the
task
force
there,
the
task
force,
specifically
they
wanted
to
that.
You
all
added
those
words
to
try
to
strengthen
the
link
to
Priority
five.
That's
my
recollection
of
one
of
the
last
task
force.
Two
conversations
is
that
is
that
accurate.
A
Yes
yeah,
so
maybe
the
answer
here,
just
in
the
interest
of
of
kind
of
and
I'm,
not
I,
don't
want
to
over.
So
in
the
interest
of
kind
of
thinking
about
this
moving
forward,
maybe
we
say
here
C
priority
five,
as
as
note,
because
we
really
do
do
the
linking
piece
here
in
the
implementation
planning
and.
T
K
Okay,
okay,
I'll
just
say
quickly:
girl,
I,
think
you
bring
up
a
great
point
because
folks
reading
this
they
could
they
don't
see
what
they
want
right
off
the
bat
or
they
get
confused.
They
may
give
up
showing
that
these
are
not
eight
priorities
in
a
vacuum,
but
that
they
interrelate
might
keep
them
might
might
sell
more.
The
conversation,
that's
that
we've
had
how
these
things
relate
to
one
another
and
pull
people
through
the
documents.
That's
a
really
good
suggestion.
K
A
Yeah
awesome
all
right
move
forward,
perfect
priority
number
three,
okay,
so
on
priority
number
three,
the
comment
from
was
essentially
I
wonder
if
higher
education,
like
UNC
Charlotte
as
an
example,
might
also
be
partners
in
creating
affordable
spaces.
Maybe
that's
something
to
add
deeper
in
the
Strategic
document
and
not
at
this
level.
So
that
was
the
full
comment.
We
thought
this
made
perfect
sense
and
have
suggested
some
places
where
higher
education
can
be
added.
A
So
number
one
want
to
make
sure
with
the
priority
three
group
that
these
suggested
added
additions,
make
sense
and
then
with
the
broader
group,
if
they
also
make
sense
so
seeing
here
in
strategy,
one
where
it
is
added
with
partner
with
City
County
Private
Industry,
slash
higher
education
to
do
the
the
listed
items
and
then
number
two
partner
with
developers,
comma
corporations,
comma
and
higher
education
institutions
to
intentionally
build
and
incorporate
multi-disciplinary,
so
on
and
so
forth.
G
D
Aren't
here,
however,
these
are
fairly.
Oh,
you
are
yes,
you
are
I'm.
So
sorry,
okay,
it's
all
on
you,
Doug
I,.
H
D
H
No
I
think
it's
a
good
ad
awesome,
yeah
I
think
it's
a
good
app
I.
Don't
think
we
had
that
representation
in
our
solder
group
and
it
didn't
come
up.
J
R
See
later
in
priority
three,
where
you
mention
churches,
Etc
protests,
local
artists,
access,
affordability,
City,
County,
owned
buildings,
arts
and
non-traditional
Art
Space,
you
got
Library
schools,
parks
and
churches,
I
think
you're
missing
an
opportunity
about
not
being
more
intentional
about
art
in
religious
spaces
and
what
spaces
in
religious
spaces
I
think
you're
missing
an
opportunity
there
throughout
the
entire
throughout
yeah,
whether
it's
in
existing
space
and
one
of
the
fastest
things
of
going
now
for
churches
that
have
gotten
to
the
development
game
where
they
have,
where
they're
building
common
space
as
a
part
of
that
development
around
affordable
housing.
R
R
I
think
you
can
include
it
actually
within
number
two,
so
you're
partnering
with
developers
and
corporations
and
our
education
institutions
and
houses
of
Faith
or,
however,
you
want
to.
However,
you
want
to
phase
that.
The
point
is
that
you're,
not
just
thinking
about
them
around
the
existing
space,
that
they
have
right,
you're
thinking
about
them
about
the
new
space
they're
about
to
create.
K
I
D
Here's
a
question
so
I
all
of
these
are
great
points
and
as
I'm
thinking
about
as
we
are
adding
more
folks,
it
two
things:
one
does
the
list
kind
of
start
to
get
long
and
at
the
same
time,
does
it
leave
folks
out
that
we
don't
mean
to
leave
out
so
what
I
wonder
is?
Does
it
make
sense
to,
in
fact
broaden
it
to
say
public
and
private
property
owners.
G
R
Think
you
have
to
be
specific,
because
the
reason
you
need
to
be
is
that
we're
talking
about
being
intentional
about
naming
groups
that
have
been
left
out
that
have
not
been
thought
about
to
say
private
and
public
property
owners
is
to
generate
to
net
generic
I.
Think
it
needs
to
be
intentional
and
specific
as
a
particularly
since
we're
listing
this
as
a
strategy.
M
One
of
the
things
that
came
up
in
you
know
our
group
priority
five
was
about
the
geographic
inequity
and
how
big
sorts
of
the
city
does
not
have
access
and
I
understand
that
it's
interesting
some
of
the
implementation,
but
I
don't
see
that
reflected
in
any
of
those
three
priorities
or-
and
you
can
correct
me
if
I'm
missing
something.
R
H
Area
so
you
know
I
think
it's.
It
was
not
an
intentional
kind
of
choice
to
to
try
to
center
it.
In
one
location
it
was
trying
to
be
as
broad
as
we
possibly
could
with
you
know,
keeping
that
Private
Industry
city
and
county
to
you
know
to
create
those
opportunities
for
the
affordable
space.
M
No
I'm
also
bringing
it
up
it's
because,
when
it
came
up
in
our
group,
I
think
our
consensus
was
that
they'll
be
addressed
in
priority
three,
so
I
don't
think
we
are
going
too
much
into
the
geographic
access
ing
right
charts,
with
the
assumption
that
it
will
be
living
here.
I.
D
Was
just
going
to
say,
one
thing
that
may
help
is
that
priority
four
gets
a
bit
into
Geographic
access
and
looking
at
task
force
for
co-chairs
here,
so
it
it
might
be
that
that's
a
place
that
the
geography
shows
up.
I.
A
At
one
point
in
time
around
that
this
one
specifically
is
about
the
the
availability
of
space.
C
M
G
D
H
A
Okay,
so
with
that
change,
those
changes.
Are
we
feeling
comfortable
with
one
two
and
three
strategies
of
priority
number
three.
B
D
A
question
about
prioritizing
local
artists,
access
and
affordability,
the
third
one
it
feels
for
me
reading
it
are.
We
purposely
excluding
traditional
art
spaces
from
that
and
I
think
it
makes
total
sense
to
justify
non-traditional
Arts
cases
and
public
art.
But
are
we
to
me
it
reads
like
we're
not
prioritizing
local
artists
access.
H
Well,
that's
that
that
would
be
considered
under
because
prioritize
local
artists,
access
and
affordability
to
City,
County,
owned
public
art
and
non-traditional
art
spaces.
So
that
was
really
that
the
own
part,
because,
if
you're
looking
at
any
of
the
Performing
Arts
centers,
whether
it's
Bojangles
Coliseum
or
it's
the
night
theater,
those
are
either
city
or
county
owned.
So
that
was
the
intent
of
that.
U
To
Robin's
Point
does
the
public
really
know
that
I
wonder
if
we
know
that,
but
does
it?
Do
people
really
understand
that
those
traditional
buildings
are
owned
by
the
public
sector?
Is
it
worth
pointing
out.
A
D
You,
which
is
to
say
just
to
say,
spaces
so
there,
where
I've
highlighted
because
I
think
that
might
get
to
your
question
Robin,
which
is
where
that
way,
we're
not
unintentionally
leaving
out
spaces
that
are
already
art
spaces.
That
still
I
think
the
group
is
saying
should
be
prioritized
for
local
artist
access
yeah.
G
P
And
concert
halls
or
whatever
and
non-traditional
Arts
spaces
like
Library
schools,
Parks,
Etc,
I,
think
that
needs
to
be
really
clear
and
so
to
just
so
maybe
we
say
prior
prioritize:
local
artists,
access
and
affordability
to
City,
Town,
owned
Arts
spaces
and
non-traditional
spaces,
arts
or
city-owned
traditional
and
non-traditional
Arts
spaces,
or
something
like
that.
Yeah.
How
about
that?
Okay,
City
County
owned
traditional
and
non-traditional
Arts
spaces.
A
Yeah,
okay,
so
I
see
what
you
mean.
The
reason
that
we
were
just
going
to
put
a
footnote
was
because
it,
the
the
truth
here
is
that
the
city
and
county
owned
spaces
are
the
traditional
spaces,
just
as
as
Doug
clarified.
So
if
we
put
a
footnote
here
to
make
sure
that
everyone
knows
it
as
Julie
has
noted,
then
we
won't
confront
the
issue
of
then
having
to
further
Define
non-traditional
art
spaces,
which
is
these
Library
schools,
because
those
are
not
where
we
would
traditionally
encounter.
You.
E
On
yeah,
Chris
I
couldn't
think
your
name
Krista
had
a
question.
She
had
her
hand
up
when
I
rudely
interrupted
her
already
so
go.
J
Ahead
well,
I
was
wondering
just
like
you
had
the
things
in
parentheses,
like
Library
schools,
I
was
wondering
before
it
was
changed
to
traditional
that
you
have
space.
You
know
either
facilities,
parentheses,
museums,
theater,
theaters
Etc,
so
that
you
have
an
example
of
what
public
spaces
are
and
then
you
have.
You
already
have
examples
of
of
the
non-traditional
spaces.
I
think
that
just
makes
it
cleaner.
So
people
say:
oh,
what
do
they
mean
by
spaces?
Well,
you
got.
M
Also
to
act
I
think
it's
a
great
idea
too.
Also
to
add
to
that.
So
there
are,
you
know,
I
know.
A
lot
of
the
major
institutions
are
in
city-owned
spaces,
but
then
there
are
also
a
few
which
are
City,
County
funded,
but
not
owned
right
so
shouldn't.
We
shouldn't
also
be
City,
County
owned
and
funded
and
or
funded.
S
M
M
D
M
D
A
I
I
think
just
so
I'm
I'm,
clear
I
believe
the
last
comment
was
it
would
be
City
County
owned,
traditional
Arts
facilities
or
traditional
facilities,
whether
we
put
in
arts
or
not,
and
then
non-traditional
delete
art
spaces
right.
A
T
K
Some
of
this
for
the
future,
like
some
of
this
going
back
and
forth,
how
is
this
like?
Can
we,
rather
than
trying
to
get
every
single
thing
in
the
priorities
when
we
have
an
implementation
structure
that
shows
the
partners
we
want,
can
further
explain
these
things,
as
this
is
presented
to
the
public
like
if
I'm
going
through
the
survey
can
I
click
on?
Can
we
put
something
where
people
can
click
down
into
the
into
the
we
sure
can
implementation,
so
they
can
read
more
yeah.
A
Can
so
what
we
let's
go
ahead
and
go
through
a
footnote?
Is
the
footnote
is
helpful,
I'm,
sorry
you're
right,
so
the
footnote
is
helpful.
That's
why
I
was
going
with
the
footnote
version.
I
understand
what
you're
saying
is
not
to
include
every
word
in
it.
It
does
seem
like
this
group
is,
is
airing
on
the
side
of
clarity
so
I.
We
appreciate
that
and
let's,
let's
go
ahead
and
move
on.
If
everybody
is
good
with
this
priority,
three:
let's
do
it.
Okay
are.
A
So
the
two
comments:
okay,
so
I
think
this
is
the
one
where
we
wanted.
The
clarity.
Okay
on
the
word
sectors
is
vague,
as
with
priority
number
four,
without
that's
about
a
comment
regarding
priority
number
four,
without
some
description
or
explanation,
it's
hard
to
know
what
that
means.
Could
we
identify
the
sectors
or
give
examples
that
speaks
to
what
Tim
is
just
noting
for
earlier
and
then
the
second
bullet
in
strategy
number
two,
the
word
sector
is
singular,
rather
than
plural,
singular
rather
than
plural.
So
does
that
mean
across
the
cultural
sector?
A
Or
is
that
an
era
and
it
means
between
the
cultural
sector
and
other
sectors?
So
in
this
space
wanted
to
ask
Carlos
Alexis
your
thoughts,
but
also
because
we
had
suggestions
of
just
a
question
really
around
that
first
piece,
which
is
in
the
first
strategy
incentivize
and
enable
cross-sector
collaborations
through
funding
and
technical
support.
A
D
D
A
G
T
I
mean
we
were
talking
originally
about
the
cultural
sector,
but
then
we
said
there
are
possibilities
of
collaboration
that
will
further
funding.
You
know
possibilities
and
resources
for
approach,
things
and
initiatives
that
if
the
first
one
is.
T
O
It
clear
I
would
think
the
incentivize
and
enable
varying
sector
collaborations
if
that
works,
like
varying
meaning
like
people
in
different
sectors.
That
was
our
intention
and
the
second
one
I
would
yeah
add
an
S
would
probably
be
the
easier
solution.
It
was
just
collaboration
across
the
different
sectors.
D
T
T
O
P
We
need
to
get
into
a
long
list
necessarily
you
know
I
know
we're
trying
not
to
add
a
long
list,
but
you
know
there's
there
is
strength
in
proposing.
You
know,
as
we
look
out
in
the
future,
that
there
would
be
collaboration
between
the
Arts
sector
and
the
health
care
sector
and
between
the
Arts
sector
and
the
energy
sector.
G
T
G
A
That
purpose
I
mean,
would
it
be
I
mean
you've
been?
Would
it
be
bad
to
say,
incentivize
and
enable
across
professional
Fields,
as
you
just
said?
Is
that
too
simple
to
because
that
does
get
away
from
the
jargony
language?
What.
O
That
could
be
another
word
yeah,
because
I
mean
our
main
goal
is
to
incentivize
right
into
in
one
way
we
can't
but
I,
don't
know
if
we
can
quantify
it,
but
to
understand.
Like
did
I
really
help
another
group
or,
like
you
said,
with
health
care
or
energy
or
transportation.
T
T
D
A
D
E
D
And
I
just
want
to
I'm
sorry
this
is
taking
like
I
just
want
to
make
doubly
sure,
though,
before
we
leave
this
one
that,
because
I'm
look
as
I
look
at
this
actions
under
this
strategy
to
me
they
sound
like
they
include
fostering
collaborations
within
the
arts
and
culture
sector.
So
I
just
am
checking
with
our
task
force
co-chairs
about
that.
D
Within
the
creative
ecosystem,
with
all
and
across
or
and
with
other
fields
and
disciplines,
I
don't
know
if
that,
can
you
repeat
that
too
much
that's
a
lot,
something
like
so
incentivize
and
enable
collaborations
within
the
creative,
within
the
creative
ecosystem
and
with
other
fields
and
disciplines
for
other
sectors
or
other
side
and
other
sectors
such
in
parenthesis
such
as
Education,
Health
and
Social
Service.
Something
like
that.
E
A
In
real
life
Priya,
that
is
what
the
priority
says.
D
A
A
A
H
C
A
So
everyone
just
focusing
on
what's
red
here
now
right
up
under
one.
E
T
A
A
I
A
Student
is
always
the
gold
star.
We
didn't
have
any
comments
on
eight.
A
Looking
at
this
priority
and
the
strategies
do
we
have
a
thumbs
up?
Does
everyone
feel
comfortable,
I,
see
thumbs
up,
I,
see
thumbs
up,
I,
see
thumbs
up
excellent,
excellent,
okay,
so
eight
is
done.
Let's
go
back
to
number
four.
A
Okay,
so
we
had
a
comment
or
not.
We
we
received
comments
in
strategy
number
two.
There
are
really
two
points
now
mind
you.
This
is
a
statement
from
someone.
It's
not
necessarily
that
we're
saying
it's
just
a,
and
this
will
come
back
as
a
question
for
number
four
in
number
two.
There
are
really
two
points:
cross-cultural
and
throughout
Charlotte
Mecklenburg.
A
A
Okay,
but
both
strategies,
two
and
three
seem
a
little
vague
without
any
accompanying
description
or
explanation.
It
really
doesn't
convey
much.
What
exactly
does
it
mean
to
enable
cross-cultural
shared
experiences?
So
let's
stop
at
those
two
starting
with
number
one.
We
read
this
not
number
one.
Sorry,
sorry
strategy,
number:
two!
It's
bullet
number
one
I'll
pause,
the
bullet
number
one.
A
N
N
N
Yes,
one
is
that
demand
for
participation
in
arts
and
culture
will
increase
if,
if
our,
if,
if
the
Charlotte
Mecklenburg
citizenry
really
sees
himself
reflected
in
the
work,
if
it
feels
really
relevant
to
them,
two
is
that
is
that
that
increase
will
then
drive
up
an
increase
in
in
Creative
output
by
by
the
community,
these
sort
of
feed
each
other,
and
the
third
is
that
collaboration
is
one
of
the
Hallmarks
We
Believe
of
like
of
of
a
flourishing
future
creative
ecosystem.
N
You
know
experience
experiencing
each
other's
work,
supporting
each
other's
work,
lifting
each
other
up.
So
if
you
really
look
at
our
action
items,
it
really
is
we're
trying
to
say
more
than
is
actually
reflected
in
this
particular
strategy,
which
is
why
I
think
we
should
adjust
the
language
of
of
the
strategy
statement
because
it
isn't
just
about
enabling
cross-cultural
shared
experiences.
That's
a
part
of
it,
but
it's
really
at
the
heart
of
it.
It's
about
making
sure
that
the
conditions
are
right
so
that
you
know
artists
and
creatives
at
all.
N
Levels
can
feel
encouraged
to
to
create
and
to
share
their
work.
So
so
I
do
have
like
revised
language
that
that
I
would
propose
for
this
particular
strategy
and
see
if
that
lands
a
little
more
clear
and
a
little
better
Foster
cross-cultural
collaborations.
N
Creative
work,
so
yeah
art
work
is
meant
to
to
capture
that,
but
that
we
could
adjust
that
because
we
feel
like
that,
that
really
sort
of
gets
at
the
heart
of
what
we're
trying
to
say
here,
which
is
that
the
conditions
are
right
whereby
arts
and
culture
feels
relevant
to
the
community
this,
and
if
you
go
back
to
the
the
priority
statement,
this
is
all
about
removing
barriers.
N
W
Well,
I
would
I
would
like
to
I
know.
This
is
one
of
those
things.
That's
been
so
hard
to
deal
with
with
this
one,
because
the
barriers
are
real
and
perceived
right,
which
is
what
Matt
is
hitting
on.
I.
Think
that
that's
great,
maybe
we
could
also
just
I,
don't
know,
add
a
tag
that
says
to
deal
with
real
and
perceived
barriers.
W
E
N
T
B
N
Yeah,
so
if
you
look
at
our
actions
like
actions,
number
one
and
number
four
and
I
know
they're
not
on
the
screen
Carlos,
but
number
one
and
number
four
I
really
intended
to
make
arts
and
culture
more
relevant
to
the
diverse
communities
of
our
city
and
county,
and
then
actions
two
and
three
are
meant
to
sort
of
further
mobilize
and
share
that
work.
T
N
L
N
A
Okay,
okay,
so
actually
we
had
a
point
of
clarification
that
the
second
bullet
does
pertain
to
strategy
number
three.
So
let's
take
the
second
bullet
and
the
one
right
below
it
in
concert,
so
I'll,
just
read
out
loud
I,
believe
that
creatives
and
communities
is
sort
of
a
community
artist
in
Residence
concept,
so
that
should
be
more
clearly
conveyed
right
now
it
sounds
generic
I
mean
all
creatives
live
work
in
a
community
of
some
sort.
So
what
does
this
really
mean?
N
Clarify
not
solely
right,
so
it's
not
just
about
an
artisan
residency
program,
although
that's
great,
and
it
should
be
a
part
of
of
I
think
of
the
bigger
Vision
here,
but
it's
really
about
ensuring
that
the
conditions
and
the
resources
are
right
and
that
they
exist
all
over
the
community
whereby
artists
that
really
at
any
stage
of
their
career,
even
those
for
whom
creativity
is
avocational,
maybe
not
even
vocational
but
applicational,
feel
welcome
and
encouraged
and
supported
to
to
create
their
work.
E
N
N
N
A
N
I
think
that
it's,
whether
it's
fine,
you
know
the
that
there's
financial
support
that
there's
space
I
mean
this
has
been
I,
have
to
say
that
that
strategy,
four
or
excuse
me
Task,
Force
4,
had
a
really
interesting
Adventure
right,
because
I
think
unwittingly,
we
found
out
after
the
fact
that
we
were
sort
of
surrogate
strategists
right.
N
K
Go
ahead,
I'd
make
one
quick
suggestion,
then
I
feel
like
conditions
is
a
is
a
word
that
can
get
interpreted
a
bunch
of
different
ways.
If
you
just
say,
insurer,
provide
the
resources
in
in
neighborhoods
that
I
think
resources
encapsulates
conditions.
Sure.
V
Perfect
do
I'm
thinking
about
the
word
feel.
V
T
T
L
W
W
N
D
A
D
So
there's
one
that
is
not
about
the
linkage
which
is
about
strategy,
one
yes,
which
is,
as
should
we
say,
they're,
just
suggesting,
adding
a
phrase
at
the
beginning
of
the
sentence
as
part
of
the
new
governance
process,
comma
and
the
rest
of
it.
Our
question
priority
five.
D
Okay,
so
because
they're
saying
because
see
overseeing
without
cloud
typically,
money
is
a
tough
way
to
get
success.
Our
we
have
a
clarification
question
for
task
force
five
about
this,
because
we
recalled
that
in
Task,
Force
5
had
specified,
as
you
are,
updating
your
implementation
plan,
that
there
are
actually
two
different
bodies
that
you're
recommending,
and
so
we
Revisited
the
implementation
plan
and
looked
at
that,
and
it
looked
to
us
like
this
strategy.
One
was
actually
about
that
separate
body
that
monitors
not
the
equity
committee.
That
is
part
of
the
governance
structure.
D
D
The
the
edit
that's
being
suggested
is
to
add
that
phrase
at
the
beginning
of
the
sentence
so
that
it
says
as
part
of
the
new
governance
process,
comma
and
the
rest
of
the
strategy
is
stated,
and
then
our
question
is,
but
does
that
make
sense
because,
as
we
read
your
implementation
plan
num
the
strategy,
one
isn't
actually
about
the
equity
committee
that
you're
recommending
that's
part
of
the
governance
process,
but
it's
actually
about
a
separate
monitoring
organization
that
wouldn't
be
part
of
the
governance
process.
So
that's
that's.
Why
that's?
D
A
The
question
here
is:
we
do
understand
that
part.
The
question
here
is
your
first
strategy
create
a
leading
accountability
group
that
develops
and
oversees
Equity
goals
for
arts
and
culture
organizations
in
Mecklenburg
County.
The
question
is:
would
it
be
appropriate
to
add,
as
part
of
the
new
governance
process,
comma,
create
a
leading
accountability
group.
A
D
A
E
B
G
S
M
Was
being
that
you'll
need
the
body
overseeing
the
distribution
should
be
separate
from
the
or
the
there
should
be
like
a
independent
commission
kind
of
thing,
too
yeah.
Okay,.
U
I'm
sorry
can
I
say
something
about
that.
I
have
concerns
about
that,
because
it's
a
bit
sure
that
is
embedded
within
the
governance
structure,
because
you
can't
separate
funding,
slash
funders
from
that
accountability,
because
if
the
accountability
group
doesn't
have
any
agency
to
say,
you're
not
going
to
get
funding,
if
you
do
this
or
that,
then
it's
all
for
naught,
so
it
really
needs
to
be
embedded.
So
it's
and
I
think
it's
a
really
important
point.
U
It
really
is
because
that
that
is
I
can
say
from
a
council
standpoint.
Nobody
knows
what
they're
funding.
Nobody
knows
if
institutions
are
using
their
buildings
for
other
people
for
other
organizations,
and
so
embedding
that,
with
the
same
authorization
group
who's
approving
that
funding
it
almost
to
me,
it
sounds
like
it's
an
accountability
measure
that
needs
to
be
embedded
in
the
governance
process.
So.
V
I
think
that's
the
second
group
that
they're
talking
about
so
like
in
the
governance
structure.
There
is
a
there.
Are
these
subcommittees
for
priority
five?
That
would
be
what
you're
talking
about,
but
I
think
they're
talking
about
the
folks
who
are
making
the
independent
assessment
that
being
an
outside
entity,
so
that
there's
no
bias
inside
of
the
assessment.
V
U
V
E
I
understand
what
you're
saying
it's
an
outside
entity:
I,
just,
don't
think
the
practicality
look
at
it.
This
way,
don't
think
of
governance.
As
just
being
this
one
thing,
that's
in
one
place,
governance,
May,
sit
there
and
say
once
we
add
this
is
that
we've
got
to
make
sure
there
is
someone
monitoring
the
the
what's
the
wording
here
right
now,
the
detail
in
terms
of
who's
on
that
and
all
is
a
different
story.
We
hadn't
gotten
to
that
level
of
implementation.
U
I
think
what
people
are
also
I
think
that
also
could
be
problematic.
That
you're
saying,
let's
create
another
group
and
then
as
a
funder.
I
would
have
concerns
about
that
group
having
a
conflict
with
what
I
want
to
fund,
for
instance,
so
at
least,
if
you're
making
it
part
of
one
governance
structure,
that's
how
things
work
and
it
can
be
worked
out
within
the
governance
structure.
P
This
is
a
big
part
of
your
priority,
so
I'm
just
just
throwing
it
out
here,
but
is
this
a
place
where,
instead,
it
may
be
an
opportunity
for
external
contracted
research
assessment
evaluation,
rather
than
it
being
a
governing
body
or
some
kind
of
committee,
or
task
force
or
group
that
who
knows
who
is
appointing
those
people
and
who
they
are
and
everything,
but
instead
that
this
would
be
a
place,
for
instance,
for
researchers
from
the
University
or
somewhere?
Who
would
then
I
mean
I
actually
know
faculty?
P
Who
do
this
kind
of
work
and
they
would
come
in
and
they
would
they
would
do
these
kinds
of
studies
of
Arts
organizations,
policies,
boards,
staff,
programming,
Etc
and
report
on
how
well
they
are,
you
know,
adhering
to
recommendations
or
whatever
the
language
is
for
Equity
inclusion,
diversity
Etc,
rather
than
having
a
a
committee
that
does
that
I
mean.
Is
that
something
that
could
be
hired
or
funded
as
a
research
Grant
that
and
that?
P
Hopefully
then,
it
really
would
be
a
disinterested,
independent
effort
from
this
other
stuff
that
then
reporting
would
be
made
to
those
groups
or
bodies
that
are
then
governing
that
are
then
allocating
funding
Etc.
The.
S
P
That
accountability
would
be
embedded
in
the
governance
that
there
would
be
accountability
on
these
issues.
That
would
be,
and
then
how
do
you
and
then
the
question
becomes,
how
do
you
know
whether
people
are
in
fact
living
up
to
the
expectations
that
have
been
determined
and
then
it
would
be
not
that
there
would
be
a
a
committee
of
who
of
whoever,
but
that
in
fact
there
would
be.
You
know
whether
it's
the
University
or
someone
from
some
other
university
or
whatever
or
some
whatever.
P
But
it
is
an
entity
that
that
this
is
what
they
do
they
come
in.
They
do
the
the
analysis,
the
evaluation,
the
research
and
they
issue
the
report,
and
they
say
yes,
according
to
the
benchmarks
that
have
been
laid
out
either
this
is
happening
or
it's
not
or
here's
where
it
falls
short
or
here's
where
it
exceeds,
and
that
would
be
something
that
would
be
done
not
by
a
volunteer
committee
but
actually
by
professionals.
E
T
To
get
it,
the
bottom
line
is
succeed
at
the
table
and
the
decision
making
that
is
level
of
representation
across
the
board,
so
that
that
can
be
translated
into
how
to
have
that
level
of
different
angles
that
can
that
can
guarantee
as
a
wider
of
event,
that
represents
our
communities.
I
think
that's
or
else
would
happen.
Like
happened
in
different
circles.
I
can
just
talk
about
the
universities
that
people
can
do
in
things
in
a
certain
Community,
but
if
we
don't
have
that
at
the
upper
level
illustration,
no.
E
So
so
let
me
just
ask
the
question
and
I'm
trying
to
be
mindful
time,
but
I
don't
want
to
rush
too
much
so
I'm
trying
to
balance
the
two
going
back
to
Priority
five
team.
How
would
you
like
it
read
with
all
the
things
you've
heard
so
far?
What
makes
sense
to
you.
G
M
D
Oh
sorry
can
I
can
I
ask
because
I
just
want
to
summarize
what,
because
I
think
what
Task
Force
5
has
done
is
provide
for
both
right,
because
your
strategy,
one
is
the
auditor
model
providing
for
that
and
then
strategy.
Two
is
the
embedded
committee
that
is
part
of
the
governance
process
and
structure.
That
makes
sure
it's
part
of
what's
Happening.
All
the
time
is,
is
that
accurate,
Task,
Force,
Five,
correct.
B
We
can,
let
me
ask
a
question:
I
say
as
a
part
of
the
new
governance
process,
create
a
leading
accountability,
structure
or
function
function
that
oversee
over
develops
and
overseas
Equity
goals
and
and
metrics
for
measuring
them.
B
S
S
E
E
B
V
K
G
K
K
You
fail,
your
audit,
you
have
a
chance
to
come
back
and
you
know
I
I'm,
just
wondering
if,
if
by
creating
a
body
or
saying
it's,
you
know
an
equity
auditor,
it
we're
prescribing
too
much
of
the
of
the
process
right
now,
because
at
the
end
of
the
day,
you
want
I,
don't
want
to
put
words
in
your
mouth
Charles
and
manage,
but
is
it
that
you
know
exactly
how
you
want
it
to
go
or
you
want
there
to
be
a
standard
and
a
process
that's
created
through
this
that
ensures
equity.
K
S
Without
like
having
our
whole,
our
group
here,
they're
pretty
adamant
about
this
particular
piece.
S
I
hear
what
everyone
is
saying
in
terms
of
having
it
as
a
part
of
governance,
so
I
would
agree
to
that
and
I
agree
with
that.
Where
I'm
not
clear-
and
maybe
it's
just
because.
D
No
I
was
just
going
to
suggest
a
lot
of
those
lines
then
Kevin.
What?
If
it's?
What?
If
it's
more
about
the
action,
because
also
I
just
look
back
at
the
action
steps
under
this
strategy
and
it
does
sound
like
they
pretty
much
work
with
what
you
described
Cindy
in
terms
of
whether
it's
this
body
or
an
auditor
or
whomever.
So
what
if
it
was
just
a
slight
tweak
about
the
where
it's
something
like
conduct
and
conduct
a.
D
However,
what
periodic
or
freak
whatever
regular
you
know:
Equity
audit
to
ensure
yeah
to
ensure
that
Equity
goals
are
developed
and
either
achieved,
or
something
like
that
for
arts
and
culture
or
by
arts
and
culture
organizations
in
Mecklenburg
County.
In.
B
A
B
In
there
so
yeah
regularly,
but
yeah
and
here's
here's
what
I
think
the
measure
is
going
to
be
so
I,
don't
know
where
we
put
this
but
think
about
this
is
that
this
body
will
have
to
to
continue
to
get
their
funding
from
the
city
and
county.
We'll
have
to
do
updates
of
how
they're
doing
their
work
and
that's
where
to
made
that
report.
The
rubber
meets
the
road.
M
B
Where
that
that,
as
I
know,
the
city
and
Canada
are
going
to
require
us
to
show
the
people
that
are
doing
this
to
show
how
the
money's
getting
spent
and
are
we
meeting
our
strategic
goals
and
our
Equity
goals?
It's
got
to
be
one
of
their
number
one
things
they
care
about.
We
know
that,
so
this
audit
is
one
of
the
things
that
has
to
get
reported
back
to
the
funders.
S
E
D
P
Can
I
throw
one
other
thing
out
there?
If
you
look
at
priority
five
and
the
language
in
priority
five,
it
appears
to
me
that
it
really
is
about
supporting
organizations
that
have
historically
and
artists
who
have.
E
P
But
what
I
wonder
about
whether
the
Org?
The
task
force,
also
meant
having
read
their
implementation
plan,
is
that
large
organizations
that
have
been
traditionally
funded,
whether
it's
museums,
Symphonies
ballets,
operas
whatever
that
there
is
some
mechanism
to
hold
those
organizations
accountable
for
a
certain
approach
to
equity
within
their
staff
board.
Programming
Etc.
P
That
is
within
your
strategies.
But
that
is
not
represented
in
your
priority
statement.
So
is
that
the
right
place
for
the
strategy,
or
so
does
either?
Does
that
strategy
need
to
move
to
the
place
where
we're
talking
about
all
Arts
organizations,
which
would
be
one
or
two
or
something
or
do?
We
need
to
revise
the
priority
statement
to
include
not
only
Equitable,
inclusive
support
and
funding
for
traditionally
underfunded,
artists
and
organizations,
but
that
also
there
is
some
kind
of
I
mean
are
y'all
following
me
here:
yeah
I
am.
P
G
M
S
Priority
I
mean
I,
really
appreciate
what
you're,
saying
and
I
think
you're
like
I,
think
that's
a
you're
bringing
a
good
point
to
make
sure
that
we're
calling
out
being
explicit
in
our
priority
that
it's
like
here.
It
feels
like
we
might
be
just
focused
on
small
and
mid-sized
organizations
and
we're
leaving
out
institutions
and
we're.
We
are
focused
on
those
groups
because
we're
trying
to
elevate
them
and
within
the
strategy
five.
S
What
we're
trying
to
do
is
hold
accountable
the
larger
institutions
to
make
sure
that
there's
internal
change
that's
happening
with
them.
That
gets
to
a
more
Equitable,
more
Equitable
Community
for
artists,
and
so
I
hear
what
you're
saying.
K
You
know
then
they'd
be
subject
to
that,
so
that
incorporates
anybody.
The
Mint
Museum
gets
a
million
dollars
an
organization
down
here,
gets
ten
thousand
dollars,
they're
all
going
to
be
put,
you
know,
held
to
those
same
Equity
goals
and
standards.
Would
that
be?
Would
that
address
your
core
concerns
to
Define
that
it's
anybody?
That's
going
to
get
the
funding.
P
Strategy,
if
I
mean,
if
it
includes
that
measure
which
I'm
not
saying
it,
we
shouldn't
be
doing
that,
but
it
just
it.
Does
it's
not
reflected
in
this
priority?
It's
like
an
additional
thing
beyond
what
the
priority
statement
is
that
that
we're
going
to
ensure
that
there
is
Equitable,
accessible,
inclusive
support
and
funding
for
traditionally
non-his
non-funded
underfunded,
Artisan
institutions
that
have
been
historically
marginalized
and
we're
also
going
to
make
sure
that
those
organizations
that
have
historically
been
funded
at
a
large
level
that
they
are
held
to
certain
standards
or
whatever.
B
I
think
what
we
want
to
say,
I
hear
what
they're
saying
but
I
think
what
you're
trying
to
say
is
just
as
well
as
all
annually
funded
organizations
will
be
measured
on
their
progress
to
our
Equity
goals.
P
Right
and
I'm,
just
wondering
is,
is
that
something
then
and
the
and
this
Equity
goals
or
defined
progress
is
regularly
evaluated.
Is
again
that's
something
that
moves
to
Priority
too
and
that
that's
part
of
all
funding,
like
anybody
who's
coming
for
funding
to
to
this
funding
public
private
governing
funding
body
that
there
are
certain
values
that
we
hold
well.
P
A
E
E
Fine,
so
let
me
let
me
answer
that
real
quick.
My
thought
is,
first
of
all,
I
don't
care
which
one
it's
in
it's
fine
in
number
five
to
leave
it
there
and
the
reason
why
I
say
it,
because
we
already
said
in
number:
two
I
don't
quite
see
it
there,
but
refer
to
number
five.
D
Yeah,
please
what
we've
tried
to
do
in
both
language,
as
well
as
with
some
icons
in
the
implementation
plan,
is
direct
people
to
look
at
priority
five
and
see
that
the
entirety
of
priority
five
relates
to
priority.
Two.
P
P
Etc,
it's
about
transparency
and
an
argument
for
having
the
public
sector
play
a
leading,
active
role,
leadership,
role
in
governance
and
funds.
Delivery
is
to
try
to
ensure
greater
transparency,
because
it
is
in
fact,
the
public
sector,
greater
transparency
across
all
of
the
governance
and
funding
which
would
have,
which
would
be,
of
course,
applicable
to
questions
of
equity
and
fairness,
but
it
would
be
applicable
to
all
sorts
of
other
questions,
because
the
transparency
is
something
that
is
applied
to
the
whole
governance
and
and
funding
structure
and
model.
E
So
Dave
as
I
said,
I,
don't
care,
do
you
care
either
way?
Well,.
D
E
D
Just
being
mindful
of
what
the
action
steps
are
underneath
it,
though,
and
the
four
action
steps
one
and
two
really
are
phrased
as
relating
to
equity
and
three
and
four
are
not
not
phrased
as
relating
to
equity,
they
are
a
phrase
more
broadly
so
I'm.
Just
noting
that
about
that,
how
that
what
the
action
steps
are
under
this
one,
it
doesn't
mean
it
couldn't
move
I
just
want
to
note
you.
You
may
then
find
yourself
needing
to
embed
those
steps
somewhere
else.
Okay,.
E
G
S
K
K
K
E
E
Primary,
so
let
me
let
me
give
you
my
two
cents,
I
think,
there's
a
lot
more
linkages
between
one
through
eight
that
we
haven't
talked
about
so
I.
Don't
think
anybody
is
separate
on
their
own
I
think,
there's
linkage
and
if
there
isn't
linkage
amongst
them
all
we
got
other
problems.
I
like
that.
We've
just
discussed
two
and
five
in
that
case
can.
P
E
D
So,
just
to
recap,
we
everyone's
good
with
making
priority
five
priority
three,
so
it's
closer
to
Priority,
two
okay,
you
guys
were
still
I,
think
deliberating
on
whether
you're
good
with
moving
strategy,
five
to
strategy,
two.
B
E
It
out
team.
Thank
you
for
hanging
in
there
for
35
extra
minutes.
Thank
you.
We
will
not
do
anything
else
to.
D
Okay,
I'm
doing
real,
quick,
oh
yeah,
I.
E
D
Thank
you,
but
we'll
debrief
tomorrow
in
our
our
usual.
So
okay,
you
want
to
find
a
High
School
other
times.
Okay,
were
you
will
you
message
us
like
with
other
time?
You
know
because.