United Arts of Central FloridaProject Title: General Program Support 2020

Grant Number: 20.c.ps.500.507

Date Submitted: Friday, June 1, 2018

A. Cover Page Page 1 of 10

Guidelines Please read the current Guidelines prior to starting the application: 2019-2020 General Program Support GrantGuidelines

Application Type Proposal Type: Local Arts Agency Funding Category: Level 3 Discipline: N/A Proposal Title: General Program Support 2020

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B. Contacts (Applicant Information) Page 2 of 10

Applicant Information

a. Organization Name: United Arts of Central Florida

b. FEID: 59-1166446

c. Phone number: 407.628.0333

d. Principal Address: 2450 Maitland Center Parkway, Suite 201 Maitland, 32751-4140

e. Mailing Address: 2450 Maitland Center Parkway, Suite 201 Maitland, 32751-4140

f. Website: www.unitedarts.cc

g. Organization Type: Nonprofit Organization

h. Organization Category: Other

i. County: Orange

j. DUNS number: 102311219

Grant Contact *

Additional Contact *

First NameJuliana

Last NameSteele

Phone407.628.0333 Emailfinance@unitedarts.cc

First NameJuliana

Last NameSteele

Phone407.628.0333

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Authorized Official *

National Endowment for the Arts DescriptorsApplicant Status

Organization - Nonprofit

Institution Type

Arts Council/Agency

Applicant Discipline

Multidisciplinary

Department Name

Emailfinance@unitedarts.cc

First NameFlora Maria

Last NameGarcia

Phone407.628.0333 Emailfloramaria@unitedarts.cc

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C. Eligibility Page 3 of 10

What is the legal status of the applicant? *

Public Entity

Nonprofit, Tax-Exempt

Solo or Individual artists or unincoporated performing company

Other (not an eligible response)

Are proposed activities accessible to all members of the public? *

Yes (required for eligibility)

No

Do proposed activities occur between 7/1/2019 - 6/30/2020? *

Yes (required for eligibility)

No

How many years of completed programming does the applicant have? *

Less than 1 year

1-2 years

3 or more years (required minimum to request more than $50,000 in GPS)

How long has the applicant been incorporated in Florida?*

Less than 3 years

3-4 years (required minimum for LAA, Level 2 eligibility)

5 or more years (required minimum for LAA, level 3 eligibility)

Is the applicant designated as the Local Arts Agency by the local countycommission per s. 265.32, F.S.?*

Yes (required for eligibility)

No

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D. Excellence Page 4 of 10

Applicant Mission Statement - (Maximum characters 500.) *The mission of United Arts of Central Florida is to enrich communities by investing in arts, science andhistory.

Our core values are: Trust, Professionalism, Excellence, Inclusion and Leadership.

Proposal DescriptionDescribe the project or program for which you are requesting funding. Include goals, fully measurableobjectives, activities, partnerships/collaborations, and a timeline. If you are an LAA or SSO, please include astatement that describes the services provided to your audience (including membership) and how thoseservices are provided.

Goals, Objectives, and Activities - (Maximum characters 5000.)Goals: Broad statements that are usually general, abstract, issue oriented with realistic priorities. Goals are along-term end to which programs and activities are developed and should reflect the organization’s missionstatement. Goals can be listed in priority order and ranked.

Objectives: Specific, measurable ends that are achievable within a time frame and mark progress towardsachieving goals.

Activities: These are the specific activities that achieve the objectives.

UACF is the Local Arts Agency for Orange County with a 4-county service area of 2.4M residents and arecord 72M visitors in 2017. We are requesting funding to support our ongoing initiatives as a full-servicearts agency, including K-12 curriculum-based arts education, community cultural planning, fundraising,technical assistance and collaborative marketing and arts awareness.

Key focus areas are:

GOAL 1: Increase the breadth of arts education experiences available to K-12 students in the 4-county region.

OBJECTIVE 1: Increase the number of K-12 arts education experiences provided by 5%. (Curr. 125K)

ACTIVITIES:

Maintain UACF’s arts education website. UAArtsEd.com is a one-stop shop for principals andteachers for public and private schools and homeschoolers to find arts education experiencescomplete with lesson plans and presentation tips. Teachers submit booking requests and programfeedback through the site. There are currently 82 unique educational programs offered by 25 culturalproviders and 2 teaching artists available.Continue to expand the offerings on the site to ensure a wide multi-cultural representation.Maintain arts education contract with Orange County Public Schools (OCPS). Advocate for fundingincreases as service costs increase.

Present annual OCPS Principals Breakfast for 260+ educators and administrators to maintainawareness and enthusiasm for the importance of arts education for K-12 students. Host ArtsPrincipal Awards to reward and encourage principals whose schools have strong arts programs.Grow relationship with the School District of Osceola County (SDOC); encourage diversity in theirarts education programming.Support the annual SDOC Principals Breakfast for 140+ Osceola teachers and administrators toraise awareness for arts education and the diverse curriculum-based programming available.Leverage State grant funds to encourage participation in curriculum-based arts education programsfor lesser served counties and Title 1 schools.Facilitate opportunities for corporate sponsorship of arts education experiences.

Since 2015, Disney $200K annual investment to send 12K OCPS 8th graders to a live theaterperformance.

Since 2016, Dr. Phillips Charities 100K annual investment to provide Osceola County arts educationexperiences.

GOAL 2: Raise awareness for and encourage participation in the region's arts and culturalactivities.

OBJECTIVE 1: Increase visitors to OrlandoAtPlay.com by 10% (Curr. 132K).

ACTIVITIES:

Curate OrlandoAtPlay.com events website to ensure a broad range of cultural events, classes andworkshops, dining opportunities and local happenings are available. Curate e-newsletters to ensurecontent speaks to a broad range of interests.Grow social media presence by 10%. Engage followers through social media campaigns.Increase e-newsletter reach through social media distribution.Update local marketing plan.Update national/international marketing plan promoting the region as a cultural tourism destination.Participate in 10 community events.Encourage diverse audiences by capitalizing on the multi-language translation capabilities ofBrowseAloud software.Provide accessibility for visually impaired/reading challenged individuals through text recognitionsoftware that reads the offerings/adapts the text to a personally legible format.Ensure offerings can be easily searched for by special needs requirements.

OBJECTIVE 2: Publish and distribute 6 issues of Orlando Arts Magazine.

ACTIVITIES:

Orlando Arts Magazine, published in partnership with Visit Orlando, is a bi-monthly publicationcovering area arts, science and history happenings, plus a cultural calendar. Distribute 19K copiesbi-monthly (114K annually); annual pass-on readership rate of 75K bi-monthly (450K annually).Provide 25K quarterly rack card (100K annually) featuring excerpts of the magazine’s cultural eventscalendar for Orlando Int'l Airport information centers (national + international gates).Free donor premium for all gifts of $50+.

OBJECTIVE 3: Increase diversity of arts audiences and leadership.

ACTIVITIES:

African-American, Hispanic and Asian Task Forces – connects key members of these communitieswith directors of cultural organizations to encourage Board representation and participation in thearts.

Millennial Task Force – called ARTventure, task force is made up of young professionals who areinterested in, but not engaged in, the arts. Monthly meet-ups at art events shared through socialmedia and OAP.

In collaboration with Louisville, Cincinnati, Memphis and Seattle, submitted a concept paper to theFord Foundation to fund customized technical assistance on how to expand their audiences to beinclusive of the ethnic diversity of each community and people with varying abilities.

GOAL 3: Provide and facilitate earned income opportunities for our cultural partners.

OBJECTIVE 1: Encourage diverse funding streams by facilitating earned income opportunities andproviding exposure to new audiences.

ACTIVITIES:

Facilitate $50K contract to provide cultural programming at the Orlando Intern'l Airport (annual trafficof 42M).Partner with BioClinica, senior care provider, to provide arts experiences to seniors.Partner with Florida Blue to provide art-in-healing programming.

GOAL 4: Support Sustainable Orange County Plan (SOC)

OBJECTIVE 1: Work with Orange County Arts & Cultural Affairs (ACA) to accomplish items that align withUACF’s mission.

ACTIVITIES:

Arts organizations are well established and stable (Goal 21.3. of the SOC plan) – Work with ACA tosupport the growth and stability of the County’s culturally diverse organizations (300+).Cultural events and venues are well attended (Goal 22.2. and 22.3. of the SOC plan) –Increase localand tourist awareness of arts and culture through the OAP website, airport rack cards; work withACA to create a unified cultural marketing plan.Fiduciary for Blockbuster Event fund (Goal 23.1. of the SOC plan)Arts Education (Goal 24.3. of the SOC plan; see Goal 1 of Proposal Description)

Partnerships & Collaborations - (Maximum characters 2000.)Describe any partnerships and/or collaborations with organizations directly related to the Specific CulturalProject (SCP) or General Programing (GPS). Discuss the responsibilities and benefits of the relationship andwhether any formal agreements are in place.

Orange County – fiduciary for Tourist Development Tax (TDT) grant programs. Agent for $4.4M+ in annualawards through Cultural Tourism and Cultural Facilities Funding programs.

Under contract, provide staff support for grant guideline development and the application and reviewprocess.Hold workshops for potential applicants; post guidelines and accept applications through our e-granting software.Manage reporting and disbursements for awarded grants.

Partner with 14 arts, science and history organizations to raise funds collectively in support of arts andculture.

Collaborative Campaign for the Arts held annually from Thanksgiving through April 30.UACF is the charity of record for the campaign, allowing donors to make gifts to multipleorganizations using one pledge form and with one payment.UACF provides a 15% match for all gifts designated to participating partner agencies during thecampaign.Participating organizations sign an annual agreement committing to support the campaign bymaking every effort to reach their campaign goal. UACF commits to managing the campaign anddisbursing collected funds monthly.

Visit Orlando, Inc. - publishing and printing of Orlando Arts Magazine.

UACF contracts with Visit Orlando, Inc. to jointly publish the magazine.Visit Orlando, Inc. sells ad space and prints the magazine.UACF provides content for 3 biographical articles (Orlando Arts People), 4 department columns(Looking Back, Artist Space, Brushstroke and Education), and at least 2 feature articles.Visit Orlando, Inc. mails magazines to UACF donors who are eligible for the magazine as a donorpremium.UACF provides content for the magazine's cultural calendar from event content posted toOrlandoAtPlay.com.

Partner with 24+ of the region's arts and cultural organizations on the United ArtsCard, a discount cardoffering buy-one-get-one free discounts on admissions and tickets and 15% discounts on classes and giftshops.

UACF contracts with participating organizations to provide a discount of their choosing on the card.

Participating organizations agree to honor the discount for the stated duration of the card.

Card is a donor premium for all donors who give $100+ to the Collaborative Campaign for the Artsand provides an inexpensive way for donors to sample offerings from a broad variety of artsorganizations.

Timeline - (Maximum characters 2000.)List timeline of activities during the grant period.

Programming funded through this grant will take place in 2019-20. UACF programming goes on year roundand is ongoing until such time as we assess a program is no longer needed or serving its purpose.

Arts Education -

Programming occurs during the school year, both in school and off-site. School and teacher schedulesdictate when programming can be accomplished, with the bulk being in the fall and early winter months.

Summer –

Arts organizations post arts education programming to UAArtsEd.com.Teacher panel meets to review arts education curriculum offerings and provide feedback.Meet with school district fine arts staff to review and adjust arts education offerings for the comingschool year.

OCPS contract runs from October to September annually. Contract renewal is over the summer.

Principals Breakfasts -

OCPS - the Orange County Principals Breakfast takes place in February.Osceola - the Osceola Principals Breakfast takes place in May.

Career Pathways program –

The Osceola County Career Pathways project school will open in 2018 (funded by a grant fromJPMorgan Chase.)

Orlando Arts Magazine –

Magazine is published bi-monthly. Issues are: Jan/Feb, Mar/Apr (Summer Camp Guide issue),May/Jun, Jul/Aug, Sept/Oct (Season Preview issue) and Nov/Dec.

OrlandoAtPlay.com -

Events are posted year round, with the biggest push being over the summer in preparation for theSeason Preview issue of the magazine and in the winter in preparation for the Summer Camp Guideissue.E-newsletter goes out weekly on Wednesdays.

Grants –

Operating Support Grant applications are due in August and are approved at the December Boardmeeting for a January through December project period;Project grants have a rolling application cycle with deadlines Feb. 1, May 1 and Aug. 1. They followtailored timelines specific to the dates of the project being funded.

Fundraising – UACF raises funds year-round.

The Collaborative Campaign for the Arts takes place December 1 through April 30 annually.

Ford Foundation Diversity Grant - Submitted concept paper. Waiting for invitation to apply.

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E. Impact Page 5 of 10

InstructionsDo not count individuals reached through TV, radio, cable broadcast, the Internet, or other media. Include actualaudience numbers based on paid/free admissions or seats filled. Avoid inflated numbers, and do not double-count repeat attendees.

Applicants to the UCCD Salary Assistance category should calculate the number of individuals benefittingbased on the number of jobs the grant funds in the application is supporting. If it is only one (1) position, thenthe number of individuals benefitting should be one (1).

What is the estimated number of proposal events? *

4,250

What is the estimated number of opportunities for public participation? *

75,000

How many Adults will be engaged? *

1,320,000

How many school based youth will be engaged? *

441,500

How many non-school based youth will be engaged? *

455,500

How many artists will be directly involved? *

13,700

Total number of individuals who will be engaged?

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2230700

Select all categories that make up 25% or more of population directly benefitting(excluding broadcasts and online programming): *

No single age group made up more than 25% of the population directly benefited.

Select all categories that make up 25% or more of population directly benefitting(excluding broadcasts and online programming): *

No group made up 25% or more of population benefiting

Additional impact/participation numbers information (optional) - (Maximumcharacters 500.)Use this space to provide the panel with additional detail or information about the impact/participation numbers.

The current demographic of arts and cultural experiences in the region is 61% white, 12.3% African-American, 16.5% Hispanic, 4.3% Asian, 5% bi- or multi-racial and 1% other. UACF has been working onthis issue through diversity training for our cultural partners as well as ongoing programming geared towardinclusiveness. We have seen small increases each year and consider this a long term initiative.

Goal 2, Objective 3 Activities are focused on working on this issue.

In what counties will the project/program actually take place?Select the counties in which the project/programming will actually occur. For example, if your organization islocated in Alachua county and you are planning programming that will take place in Alachua as well as thesurrounding counties of Clay and St. Johns, you will list all three counties. Please do not include countiesserved unless the project or programming will be physically taking place in that county. State ServiceOrganization applicants: Select all counties that will be served by your programming.

Lake Orange Osceola Seminole

Proposal Impact - (Maximum characters 3500.) *Describe the economic impact of your organization as a whole and of the proposal in particular on your localcommunity. Include a description of your proposal's education and outreach activities.

Organizations: Include the economic impact of your organization as a whole.

Solo Artists: Include any positive social elements and community engagement anticipated from the project.

IMPACT ON THE LOCAL COMMUNITY

Facilitate 2,776,584 arts, history and science experiences throughout the four-county region. With a totalservice area population of 2,437,975 (2017 BEBR), this is 1.14 experiences per person.

Of total experiences, 960,818 were K-12 students, 506,212 were seniors and 234,926 were persons withvarying abilities. 17% are tourists.

DIRECT SUPPORT FOR CULTURAL ORGANIZATIONS

In FY18, invested $4.7M into the arts and cultural community in the form of grants, collaborativefundraising with matching funds, contract services opportunities and distinctive programming.

ECONOMIC IMPACT ON THE LOCAL COMMUNITY

The arts are a vital industry in Central Florida. Americans For the Arts’ Arts & Economic Prosperity Vreports that our arts and cultural organizations and their audiences generate $399.9M in direct economicactivity, with $39.9M going to state/local governments, and support 13,764 jobs.

The Creative Industries report adds for-profit creative jobs, such as architecture, film and design. TheOrlando Region (Lake, Orange, Osceola, Seminole) is home to 7,042 arts-related businesses and employs34,711 people, accounting for 4.1% of all businesses and 2.9% of all employees, exceeding nationalaverages on both counts.

PROGRAM IMPACT

Awarded $1.48M in Operating Support Grants to 38 cultural organizations

Awarded $52,100 in Arts Engagement Grants and Mini Grants to 22 cultural organizations.

Awarded $31K in Diverse Program Grants to 10 organizations.

Arts Engagement Grants provide arts programming to individuals of all ages and abilities; Diverse ProgramGrants encourage expanding audience development by marketing to diverse audiences and developingprogramming that appeals to a diverse audience. Both of these programs are funded through grants.

Raised $2.03M in contributions for 52 cultural organizations through the annual Collaborative Campaign forthe Arts.

Incentivized the campaign with $255K in matching funds on designated gifts.

Hosted OrlandoAtPlay.com events website, providing 24/7 information on arts and cultural happenings inthe 7-county region to residents and visitors. Over 132K users visited the site over 166K times, viewing347K pages of events over the past 12 months.

Send weekly e-newsletters to 7,620 subscribers promoting upcoming and discounted events posted onOrlandoAtPlay.com. Sent bi-weekly e-newsletters to 80+ regional concierges providing awareness forupcoming arts and cultural offerings and discounted events.

Served as the fiscal agent for Orange County Arts & Cultural Affairs, managing the Tourist DevelopmentTax (TDT) Grants Programs with awards of $4.4M in FY18.

EDUCATION IMPACT

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Facilitated over 125K curriculum-based arts education experiences in schools throughout Lake, Orange,Osceola and Seminole counties. Hosted annual Principal Appreciation Breakfasts for Orange and OsceolaCounties to encourage arts education programming, reaching 260 (Orange) and 140 (Osceola) artseducators and administrators.

Raised $130K in grant funds to provide arts education experiences in Osceola County in FY18 (2 year).

Awarded a $300K workforce development grant (FY14) to create a pilot program to develop back-of housecreative curriculum tracks for Evans HS (Orange County). These curricula provide a pathway for studentsto skilled creative jobs in a region whose largest employers are the theme park/entertainment and creativeindustries.

Awarded a second grant ($350K, FY16) to replicate the Evans HS project in Osceola County. The grantdeveloped creative arts curriculum tracks and outfitted the new high school, changing the planned STEMschool to a STEAM school. (opens fall of 2018)

Currently in conversation with Lake County to implement this program in one of their under-performingschools.

Marketing and Promotion - (Maximum characters 3500.) *Describe the marketing/promotion/publicity plans and audience development/expansion efforts as related to theproposal. For example, include information on advertising, social media, collaboration with local organizations,brochures, etc.

116.5M tourists visited Florida in 2017, with 72M of them coming to the Orlando region. The Orlando regionis not just a mecca for theme parks. Among our regional treasurers are the Orlando Philharmonic, theworld acclaimed Orlando Ballet, the Orlando Museum of Art, the Orlando Shakespeare Theater, theOrlando Repertory Theatre, Orlando Fringe, the list goes on. Their audience base comes from near andfar, with 15% made up of tourists. UACF partners with the City of Orlando and Orange County to raiseawareness for Orlando’s rich arts and culture offerings and encourage attendance by residents and visitorsalike.

OrlandoAtPlay.com (OAP) - OAP is the Website residents and visitors turn to when looking for somethingto do in the region. Over 2,900 events, workshops and classes are posted annually by 680+ arts andcultural organizations. There are also 240+ public art pieces and 140+ restaurants. The site is a no-costcollaborative marketing opportunity for the region’s arts and cultural organizations.

Orlando International Airport - UACF takes over the airport one month out of the year with video clipsplaying at every carousel in the baggage claim area and 9’ posters scattered throughout the terminalsfeaturing the OAP logo and a local arts organization. Placement provides over 811K impressions andattracts thousands of new users annually. In 2018, the takeover will be in December to create synergy withthe Airports live holiday arts programming.

Lynx bus skins – to increase our local presence and brand recognition, UACF contracts with OrangeCounty’s Lynx bus system, taking over two buses for six months. Emblazoned with the OAP logo and eyecatching artwork, the Engage Your Passion campaign provided the opportunity for over 21M impressionsas they drive varied routes throughout Orange County.

Billboards – UACF receives free billboard space through an arrangement with Outfront Media. UACFutilizes unsold digital billboards around the region, providing 11M impressions at no cost.

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Press Releases – UACF uses press releases to keep the community engaged in our programs andservices.

UACF connects with donors though our annual Collaborative Campaign, our bi-monthly cultural magazine -Orlando Arts Magazine, radio spots (WMFE and iHeart Radio programs, English and Spanish) targetingspecific cultural demographics, direct mail, print ads in newspapers, magazines and playbills, tables atlocal festivals and community events, social media and our websites – UnitedArts.cc andOrlandoAtPlay.com.

UACF encourages cultural tourism through targeted Facebook and Google ads (free) as well as a paidTripAdvisor campaign.

UnitedArts.cc - provides comprehensive information on who United Arts is and what we do, including grantprogram information, a web portal for applicants, videos and media information, archived magazinearticles, and opportunities to make donations, pledge payments, and connect with UAArtsEd.com andOrlandoAtPlay.com.

Social Media

Facebook – UACF has Facebook pages for United Arts and OrlandoAtPlay.com. We use these accounts topromote our activities and the activities of the regions arts organizations. In the fall of 2018, OAP's paidFacebook campaign delivered 1.7 million Facebook ads to 395K highly-targeted users in the MetroOrlando area.

https://www.facebook.com/OrlandoAtPlay/

https://www.facebook.com/unitedarts

Twitter accounts for United Arts and OrlandoAtPlay.com.

https://twitter.com/unitedarts

https://twitter.com/orlandoatplay using #OAPpix

Print Materials - UACF publishes an Annual Report to the Community and a tri-fold informational brochuredetailing who we are and what we do.

Orlando Arts Magazine - published in partnership with Visit Orlando, Inc., serves as a donor premium anda bi-monthly reminder to the public of the arts and cultural treasures within the region. UACF drives thecontent of the magazine; each issue includes articles on how the arts impact the region and a culturalcalendar pulled from OrlandoatPlay.com.

Rack Cards - content from the Magazine’s cultural calendar is adapted into rack cards that are available atthe Orlando Intern'l Airport’s information centers for both national and international visitors. Quarterly rackcards have a print run of 25K quarterly.

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F. Management and Operating Budget Page 6 of 10

Fiscal Condition and Sustainability - (Maximum characters 1750.) *Describe the fiscal condition of the organization as it relates to the successful completion of the proposal. Alsodescribe plans to sustain the proposal activities after the grant period.

UACF’s fiscal condition is projected to be excellent.

Sustainability:

29 years of ongoing fundraising and program success in the Central Florida region. Our governmentpartners have been with us for 29 years, as have many of our Trustee partners, who invest $100K or moreannually in the arts.

Orange County’s Sustainable Orange County plan solidifies an Arts & Cultural initiative that includes thepromotion of the arts as an economic and educational component of Orange County’s economic and socialwell-being. UACF’s Strategic Plan reflects the importance of these initiatives and is our road map into thefuture. UACF's plan is updated every 2 -3 years (most recently in 2018) through a strategic planningprocess that includes members of UACF’s Board, key community leaders and funders.

Forward Funding: UACF operates under a fiscally conservative forward funding model. Put simply, whatwe raise is what we spend. UACF’s annual campaign raises dollars that fund our programs and operationsin the following year. We begin each fiscal year with an approved budget that reflects dollars raised and inhand.

Stability: UACF's forward funding model and diverse revenue sources provide operational stability. Wepride ourselves on our diverse funding stream, which includes corporate, foundation and individualdonations – 43%; eight local governments – 37%; and earned income and program grants – 20%. Wehave sufficient reserves to cover our obligations with a current ratio that exceeds 2:1 and a cash ratio thatexceeds 1.2:1.

Debt: UACF has no debt and has no need or plans to take on debt.

Compliance: Audit, tax return and general compliance efforts are on time and with no issues. Our auditsare clean with no management comments. The audit and tax return are approved at our October Boardmeeting annually and posted to our website after approval.

Evaluation Plan - (Maximum characters 1750.) *

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Briefly describe your methods and processes for gathering, analyzing, and reporting data to evaluate yourprogramming with the purpose of improving, deciding to continue, or stopping.

UACF evaluates programs through ongoing committee evaluation processes and assembles task forcesfor more in-depth program review, such as whether to begin or end a program or make changes toprogram eligibility criteria.

Grants –

UACF gathers financial and demographic data and program information from grantees during theapplication and reporting processes.Grant applications are reviewed by volunteer panels chaired by UACF board members andcomprised of artistic discipline experts, nonprofit experts, corporate and foundation funders,community leaders who attend the arts frequently and United Arts board members. A Standards & Allocation Committee comprised of panel chairs and select panelists reviews thegrants programs annually and proposes changes based on feedback from panel members, granteesand best practices.

Education Services –

UACF collects data on education programming by county, school and cultural organization.Educators fill out surveys providing feedback on services; education staff audit programming toensure quality and that offerings are up to standards.Staff work closely with school district fine arts staff and hold teacher panels each year for feedback.UACF hosts an online arts education website so booking programming and providing feedback canbe done electronically, making it easy for teachers to access a wide range of curriculum-basedoptions that they may not have known existed.

OrlandoAtPlay.com events website –

UACF uses Google Analytics to gather user information and develop marketing strategies. UACFevaluates users by age, sex, location, interests and the platform they use to access the site.Marketing choices are guided by consumer responses to our ads and the region's economicdevelopment news with regards to new tourist markets.

UACF collects data on population and community demographics to assess how the cultural communityengages the public and provides technical assistance opportunities to bridge gaps.

Completed Fiscal Year End Date (m/d/yyyy) *6/30/2017

Operating Budget Summary

Expenses Previous FiscalYear

Current FiscalYear

Next FiscalYear

1. Personnel: Administrative $396,421 $417,058 $446,221

2. Personnel: Programmatic $465,309 $500,156 $523,825

3. Personnel: Technical/Production

4. Outside Fees and Services:Programmatic

$4,941,769 $4,688,286 $4,568,945

5. Outside Fees and Services: Other $189,766 $149,380 $150,100

6. Space Rental, Rent or Mortgage $85,911 $85,915 $85,915

7. Travel $15,453 $14,310 $15,000

8. Marketing $247,801 $215,409 $228,500

9. Remaining Operating Expenses $109,976 $107,102 $138,255

A. Total Cash Expenses $6,452,406 $6,177,616 $6,156,761

B. In-kind Contributions $18,880 $170

C. Total Operating Expenses $6,471,286 $6,177,786 $6,156,761

Income Previous FiscalYear

Current FiscalYear

Next FiscalYear

10. Revenue: Admissions

11. Revenue: Contracted Services $950,661 $817,043 $931,313

12. Revenue: Other $4,906 $6,193 $21,000

13. Private Support: Corporate $646,366 $615,905 $615,000

14. Private Support: Foundation $324,600 $151,500 $152,000

15. Private Support: Other $2,593,210 $2,460,154 $2,348,963

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16. Government Support: Federal

17. Government Support: State/Regional $112,469 $66,460 $27,990

18. Government Support: Local/County $2,063,061 $2,063,425 $2,111,188

19. Applicant Cash

D. Total Cash Income $6,695,273 $6,180,680 $6,207,454

B. In-kind Contributions $18,880 $170

E. Total Operating Income $6,714,153 $6,180,850 $6,207,454

Additional Operating Budget Information (optional) - (Maximum characters 500.)Use this space to provide the panel with additional detail or information about the operating budget. Forexample, if you have a budget deficit or there has been a large change in your operating budget compared withlast fiscal year.

By Line -

4, 14, 15 – Fluctuations in partner organization fundraising during the Collaborative Campaign flowsthrough as reduced revenue for UACF (14, 15) and reduced program service fees (line 4) Multiyearprogram grants cause fluctuations in service and program expenditures. Core programs and services haveremained stable and/or are growing.

5 – Development Director had cancer in 2017; hired a development consultant to assist while she was ondisability receiving treatment.

11 –Fluctuations due to timing of contract awards.

12 – Changed banks. Earning 10x more interest on money market accounts.

Paid Staff

Applicant has no paid management staff.

Applicant has at least one part-time paid management staff member (but no full-time)

Applicant has one full-time paid management staff member

Applicant has more than one full-time paid management staff member

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Hours *

Organization is open full-time

Organization is open part-time

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G. Management and Proposal Budget Page 7 of 10

Rural Economic Development Initiative (REDI) Waiver *

Yes

No

Proposal Budget Expenses:Detail estimated proposal expenses in the budget categories listed below. Include only expenses thatspecifically related to the proposal. You can find a list of non-allowable and match only expenses athttp://dos.florida-arts.org/grants/guidelines/2017-2018.gps.guidelines.cfm#budget.

Personnel: Administrative *

# Description Grant Funds Cash Match In-Kind Match Total

1 CFO (splits time among fundraising,admin and programs)

$0 $25,000 $0 $25,000

2 President (splits time among fundraising,admin and programs)

$0 $25,000 $0 $25,000

Totals: $0 $50,000 $0 $50,000

Personnel: Programmatic *

# Description Grant Funds Cash Match In-Kind Match Total

1 Manager, Arts Education $31,000 $34,000 $0 $65,000

2 Coordinator, Arts Education $10,000 $20,000 $0 $30,000

3 Events Website Administrator $0 $35,000 $0 $35,000

4 CFO (splits time among fundraising,admin and programs)

$0 $15,000 $0 $15,000

5 President (splits time among fundraising,admin and programs)

$0 $10,000 $0 $10,000

Totals: $41,000 $114,000 $0 $155,000

Outside Fees and Services: Programmatic *

# Description Grant Funds Cash Match In-Kind Match Total# Description Grant Funds Cash Match In-Kind Match Total

1 Education Services Contracts $50,000 $600,563 $0 $650,563

2 Transportation provided by schooldistricts

$0 $0 $311,224 $311,224

3 Editor - Orlando Arts Magazine $16,000 $32,000 $0 $48,000

4 Technical Assistance $0 $20,000 $0 $20,000

Totals: $66,000 $652,563 $311,224 $1,029,787

Marketing *

# Description Grant Funds Cash Match In-Kind Match Total

1 Marketing - United Arts Brand $25,000 $25,000 $0 $50,000

2 Advertising - OrlandoAtPlay.com eventswebsite

$0 $65,000 $0 $65,000

3 Printing - Orlando Arts Magazine $18,000 $36,000 $0 $54,000

Totals: $43,000 $126,000 $0 $169,000

Remaining Proposal Expenses *

# Description Grant Funds Cash Match In-Kind Match Total

1 General Office $0 $22,500 $0 $22,500

Totals: $0 $22,500 $0 $22,500

Amount of Grant Funding Requested:$150,000

Cash Match:$965,063

In-Kind Match:$311,224

Match Amount:

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$1,276,287

Total Project Cost:$1,426,287

Proposal Budget Income:Detail the expected source of the cash match recorded in the expenses table in the budget categories listedbelow. Include only income that specifically relates to the proposal. The Proposal Budget income must equal theProposal Budget expenses.

Revenue: Contracted Services *

# Description Cash Match Total

1 Education contracts for services $473,556 $473,556

Totals: $0 $473,556 $473,556

Private Support: Corporate *

# Description Cash Match Total

1 Corporate support - general $160,000 $160,000

Totals: $0 $160,000 $160,000

Private Support: Foundation *

# Description Cash Match Total

1 Education Grant $100,000 $100,000

Totals: $0 $100,000 $100,000

Private Support: Other *

# Description Cash Match Total

1 Individual donations $101,507 $101,507

Totals: $0 $101,507 $101,507

Government Support: Local/County *

# Description Cash Match Total

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# Description Cash Match Total

1 Education grant $20,000 $20,000

2 Local and county government support $110,000 $110,000

Totals: $0 $130,000 $130,000

Total Project Income:$1,426,287

Proposal Budget at a Glance

Line Item Expenses Income %

A. Request Amount $150,000 $150,000 11%

B. Cash Match $965,063 $965,063 68%

Total Cash $1,115,063 $1,115,063 79%

C. In-Kind $311,224 $311,224 22%

Total Proposal Budget $1,426,287 $1,426,287 101%

Additional Proposal Budget Information (optional) - (Maximum characters 500.)Use this space to provide the panel with additional detail or information about the proposal budget. Forexample, if you have more in-kind than you can include in the proposal budget you can list it here.

Grant funding will support curriculum based arts education programming in Lake, Orange, Osceola andSeminole counties; collaborative marketing for art and culture; and the printing of the Season Preview andSummer Camp Guide issues of the magazine.

The Season Preview issue presents the upcoming year of arts and culture and the Summer Camp Guidepresents, in one place, arts and cultural summer camps for children of all ages. Both work in synergy withOrlandoAtPlay.com as print snapshots of what can be found online.

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H. Accessibility Page 8 of 10

Describe how the facilities and proposal activities are accessible to all audiencesand any plans that are in place to improve accessibility. - (Maximum characters2500.) *For example, explain use of accessibility symbols in marketing materials, accessibility of facilities andprogramming and/or target population. You can find resources on accessibility athttp://dos.myflorida.com/cultural/info-and-opportunities/resources-by-topic/accessibility/. We encourage allapplicants to include images in the support materials showing the use of accessibility symbols in marketingmaterials.

UACF is located in an ADA-compliant facility and all of its activities take place in accessible venues andlocations. When UACF holds meetings at external locations, we ensure that the location is fully accessibleand that the specific needs of attendees are provided for. In addition, we work with committee membersand attendees with hearing, sight or mobility impairments to garner feedback on area meeting spaces toensure that they have adequate accessibility. UACF requires its funded cultural partners to certify on their contracts that they are in compliance with“Section 504 of the Rehabilitation Act of 1973," and the "Americans with Disabilities Act of 1990.”Applications for UACF grant programs include questions about the inclusion of persons with disabilities inprogram planning, implementation and audience development. We encourage all applicants to includeimages in their support materials showing the use of accessibility symbols in their marketing materials.

UACF Mini Grants encourages programming for residents of all ages, abilities and economic backgrounds.Funded programming includes:

Crealdé School of Arts' Hands-On Inspiration - enhances quality of life for adults with decreased physical,mental or social abilities;

Quest Inc.'s For Arts - a creative outlet improving the quality of life for individuals with disabilities;

Autism Society of Greater Orlando's Autism Art - provides a safe place for expression for adults withautism; MicheLee Puppets' Puppetry for Youth with Unique Abilities - provides an avenue for young adults toexplore creative expression through puppetry;

Downs Syndrome Association of CFL Music Therapy and Wellness - exposes individuals with DownsSyndrome to alternative ways to express themselves;

Chance 2 Dance – movement instruction for individuals with varying abilities that culminates in aperformance showcase for friends and family;

Asian Cultural Assoc. – music therapy for adults with mental challenges. UACF includes accessibility symbols on all its websites.

OrlandoAtPlay.com event postings use identifying symbols for accessibility for each performance listed onthe site. Performances are searchable by accessibility and are promoted through the OrlandoAtPlay.com e-newsletter.

UACF subscribes to BrowseAloud text recognition software. It is available on the UnitedArts.cc,OrlandoAtPlay.com and UAArtsEd.com websites. BrowseAloud assists individuals with vision or readingimpairments through: text-to-speech options with choice of reading speeds and highlighters to enhancereading comprehension; on-screen text magnifier to assist visually impaired users; screen mask blocks on-screen clutter letting readers focus on text being read; and a Web page simplifier to remove ads and otherdistracting content for easier reading.

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The software also translates the web pages into 99 languages and can speak translated text aloud in 40languages. An MP3 generator converts text to audio files for offline listening.

Policies and Procedures

Yes

No

Staff Person for Accessibility Compliance

Yes

No

If yes, what is the name of the staff person responsible for accessibilitycompliance?Mary Giraulo

Section 504 Self Evaluation

Yes, the applicant has completed the Section 504 Self Evaluation Workbook from the NationalEndowment for the Arts.

Yes, the applicant completed the Abbreviated Accessibility Checklist.

No, the applicant has not conducted an accessibility self-evaluation of its facilities and programs.

If yes, when was the evaluation completed?5/1/2018

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I. Attachments and Support Materials Page 9 of 10

Complete the support materials list using the following definitions.Title: A few brief but descriptive words. Example: "Support Letter from John Doe".Description: (optional) Additional details about the support materials that may be helpful to staff orpanelists. Identify any works or artists featured in the materials. For larger documents, please indicatepage number for DCA credit statement and/or logo.File: The file selected from your computer. For uploaded materials only. The following sizes and formatsare allowed.

Content Type Format/extension Maximum sizeImages .jpg or .gif 5 MBdocuments .pdf or .txt 10 MBaudio .mp3 10 MBvideo .mp4, .mov, or .wmv 200 MB

Required Attachment ListPlease upload your required attachments in the spaces provided. .

Substitute W-9 Form

File Name File Size Uploaded On View (opens in new window)

Sub W-9.pdf 34 [KB] 4/20/2018 4:32:43 PM View file

Documentation of Local Arts Agency Designation *

File Name File Size Uploaded On View (opens in new window)

Orange County LAA designation letter.pdf 59 [KB] 4/20/2018 4:26:34 PM View file

Support materials (Optional)

File Title Description Size Type View(opensin newwindow)

File Title Description Size Type View(opensin newwindow)

1 - Letters of Support.pdf Letters of Support Letter from UACFPresident and letters ofsupport

1747[KB]

View file

2 - Board list-Strategic Plan- Sustainable OC Plan.pdf

Board, Staff,strategic plan,Sustainable OrangeCounty Plan

Board List, Staffing Chart,Strategic Plan,Sustainable OrangeCounty Plan

5431[KB]

View file

3 - Programs andServices.pdf

Programs andServices

Tri-fold informationalbrochure; listing ofservices

3518[KB]

View file

5 - URL and webpagesamples.pdf

URLs and websitepage samples

URLs of websites, pagesamples and accessibilityinformation

1618[KB]

View file

FY17_AnnualReport_sm.pdf FY17 Annual Reportto the Community

FY17 Annual Report tothe Community

8412[KB]

View file

7 - Press.pdf Press Releases Press Releases 6457[KB]

View file

OAM-small.pdf Orlando ArtsMagazine samplearticles

Orlando Arts Magazinesample articles

11705[KB]

View file

9 - AEPV and CreativeIndustry Reports.pdf

9 - AEP5 andCreative IndustryReports

Arts & EconomicProsperity 5 and CreativeIndustry Reports

3558[KB]

View file

10 - SAMPLEADVERTISING.pdf

Sample Advertisingwith Culture BuildsFlorida logo

Sample Advertising withCulture Builds Florida logo

3086[KB]

View file

4 - Arts EducationServices.pdf

Arts EducationServices, SummerCamp Guide

Arts Education Programsand Services, SummerCamp Guide

7973[KB]

View file

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J. Review & Submit Page 10 of 10

Review and Submit

I hereby certify that I am authorized to submit this application on behalf of United Arts of Central Floridaand that all information indicated is true and accurate. I acknowledge that my electronic signature belowshall have the same legal effect as my written signature. I am aware that making a false statement orrepresentation to the Department of State constitutes a third degree felony as provided for in s. 817.155,F.S., punishable as provided for by ss. 775.082, 775.083, and 775.084.

Guidelines Certification

I hereby certify that I have read and understand the guidelines and all application requirements for thisgrant program as outlined under section , Florida Statutes 265.286 and 1T-1.036, Florida AdministrativeCode.

Signature (Enter first and last name)Juliana Steele