Arkansas Arts Council

The Arkansas Arts Council advances and empowers the arts by providing services and funding for programming that encourages and assists literary, performing and visual artists in achieving standards of professional excellence. The Arkansas Arts Council also provides technical and financial assistance to Arkansas arts organizations and other providers of cultural and educational programs. This statewide programming and assistance ultimately provides cultural, educational and economic opportunities for the benefit of all Arkansans.

The Arkansas Arts Council was established in 1966 to enable the state of Arkansas to receive funds from the National Endowment for the Arts. In 1971, Act 359 (A.C.A. § 13-8-101 et seq.) gave independent agency status to the Arts Council, with an executive director and a 17-member council appointed by the governor. In 1975, the Arts Council became an agency of the Department of Arkansas Heritage, now the Division of Arkansas Heritage.

The Arkansas Arts Council is an agency of Arkansas Heritage and shares the goals of all big Division of Arkansas Heritage agencies, that of preserving and enhancing the heritage of the state of Arkansas. Funding for the Arkansas Arts Council and its programs is provided by the State of Arkansas and the National Endowment for the Arts.

Our Goals

• Encourage artistic excellence, diversity and innovation
• Promote equitable access to the arts for all Arkansans
• Develop arts in education for life-long learning
• Enhance community cultural and economic development
• Build and sustain the capacity of the Arkansas Arts Council to fulfill its mission

Arts on Tour Grant

This grant reimburses nonprofit organizations for up to 40 percent (or up to $2,000) of the cost to hire a professional artist. The artists must be from the Arts on Tour Artist Roster.

Ted & Shannon Skokos Foundation Grant

The Skokos Foundation is a family foundation established in 2008. The Foundation supports nonprofit organizations that impact communities in the fields of arts, humanity, education, and faith.

The Skokos Foundation invests in visionary leaders of nonprofit organizations that provide impactful programs and services to individuals with sustainable minimal overhead, integrity, transparency, and collaboration.

We believe there is a direct connection between a nonprofit's results and the strength of its leadership. This leadership includes staff as well as its board of directors. We take an all-encompassing look at the people, infrastructure, values, past and present practices, and policies that the staff and board embrace and promote for organizational success. We realize that a cross-section of stakeholders, rather than isolated efforts by a single organization or individual, result in more effective means of tackling an issue. 

The Skokos Foundation receives considerably more requests for funding than we can support. 

Criteria

• Leadership: (Executive Director, Board & Key Staff)
  • What level of visionary leadership does your organization have within the executive director, board and key management or programmatic staff? We look at both individual and collective experience, expertise, passion, commitment, recognition and professional and community reputation. We compare your group’s approaches and solutions to what others are doing.
• Impact: (Program, Project, Service Model)
  • What impact on the community does your program or project have? Is it a model of service for others in the nonprofit sector? We consider your group’s unique circumstances and ask more questions. Will your proposal’s impact be direct and exponential? Will it bring about systemic change? Is your project idea unique? How are you measuring impact and effectiveness? Is there an evaluation system in place? If yes, please describe.
• Sustainability: (Organization and/or Program, Project or Service Model)
  • We look at the sustainability of both your program or project and your organization as a whole. We assess the strength, stability and diversity of your nonprofit’s finances as well as your board’s contribution to your organization’s financial strength. At the program or project level, we assess whether a grant would trigger significant contributions from other sources or whether a sustainability model may require on-going foundation involvement. We insist on sustainable minimal overhead.
• Organizational Strength: (History, Reputation, Structure & Management Systems)
  • What is your group’s history, reputation, structure and management? Is your organization regarded as a provider of high-quality, relevant and meaningful services? Qualities that are needed to do the hard work of system change include strong management and communication systems, positive staff morale, integrity, and financial and operational transparency.
• Collaboration: (Collaboration with other nonprofits, sponsors, patrons, government)
  • Collaboration is an important tool among nonprofits. We ask whether your organization is well-integrated into its community and involved in public-private partnerships. We also consider whether your organization has developed strategic partnerships as an ongoing part of its work.

Battlefield Preservation Fund

Grants from the Battlefield Preservation Fund will serve as a catalyst to stimulate efforts to preserve battlefields, viewsheds, and related historic structures and to leverage fund-raising activities.

Eligible Activities

National Trust Preservation Fund grants are awarded for planning activities and education efforts focused on preservation. Grant funds can be used to launch new initiatives or to provide additional support to on-going efforts.

Planning

Supporting existing staff (nonprofit applicants only) or obtaining professional expertise in areas such as architecture, archaeology, engineering, preservation planning, land-use planning, and law. Eligible planning activities include, but are not limited to:

• Hiring a preservation architect or landscape architect, or funding existing staff with expertise in these areas, to produce a historic structure report or historic landscape master plan.
• Hiring a preservation planner, or funding existing staff with expertise in this area, to produce design guidelines for a historic district.
• Hiring a real estate development consultant, or funding existing staff with expertise in this area, to produce an economic feasibility study for the reuse of a threatened structure.
• Sponsoring a community forum to develop a shared vision for the future of a historic neighborhood.
• Organizational capacity building activities such as hiring fundraising consultants, conducting board training, etc.

Education and Outreach

Support for preservation education activities aimed at the public. The National Trust is particularly interested in programs aimed at reaching new audiences. Funding will be provided to projects that employ innovative techniques and formats aimed at introducing new audiences to the preservation movement, whether that be through education programming or conference sessions.

Guidelines

Grants from National Trust Preservation Funds (NTPF) are intended to encourage preservation at the local level by supporting on-going preservation work and by providing seed money for preservation projects. These grants help stimulate public discussion, enable local groups to gain the technical expertise needed for preservation projects, introduce the public to preservation concepts and techniques, and encourage financial participation by the private sector.

A small grant at the right time can go a long way and is often the catalyst that inspires a community to take action on a preservation project. Grants generally start at $2,500 and range up to $5,000. The selection process is very competitive.

Eligible Activities

National Trust Preservation Fund grants are awarded for planning activities and education efforts focused on preservation. Grant funds can be used to launch new initiatives or to provide additional support to on-going efforts.

Planning: Supporting existing staff (nonprofit applicants only) or obtaining professional expertise in areas such as architecture, archaeology, engineering, preservation planning, land-use planning, and law. Eligible planning activities include, but are not limited to:

• Hiring a preservation architect or landscape architect, or funding existing staff with expertise in these areas, to produce a historic structure report or historic landscape master plan.
• Hiring a preservation planner, or funding existing staff with expertise in this area, to produce design guidelines for a historic district.
• Hiring a real estate development consultant, or funding existing staff with expertise in this area, to produce an economic feasibility study for the reuse of a threatened structure.
• Sponsoring a community forum to develop a shared vision for the future of a historic neighborhood.
• Organizational capacity building activities such as hiring fundraising consultants, conducting board training, etc.

Education and Outreach: Support for preservation education activities aimed at the public. The National Trust is particularly interested in programs aimed at reaching new audiences. Funding will be provided to projects that employ innovative techniques and formats aimed at introducing new audiences to the preservation movement, whether that be through education programming or conference sessions.

The Artistic Innovations Grant Program encourages the spirit of experimentation and exploration, exclusively engaging in-region artists and organizations in the creation of new, original works for audiences in the M-AAA region.

This grant program offers up to $15,000 in support of expenses incurred in the art-making process and premiere of these endeavors. Through generous support from the National Endowment for the Arts, M-AAA supports individual artists and arts-based nonprofit 501c3 organizations in Arkansas, Kansas, Missouri, Nebraska, Oklahoma, and Texas for projects that meet the eligibility requirements listed below.

A great Artistic Innovations project is one that has in-person experiences of art, art making, or artists at the heart of the initiative and introduces a new or original idea or product to the applicant’s audience. Engagement through feature presentation and outreach includes but is not limited to performance, publication, lecture/demonstration, exhibition, master class and/or workshop.

Program Objectives

The objective of the Artistic Innovations Grant Program is to support the creation of new, original works of art by eligible in-region artists and organizations.

The works of art culminate in at least two public-facing events: one, the premiere feature presentation and the second, an educational outreach event that occurs in M-AAA’s six-state region between July 1, 2023 and June 30, 2024. 

M-AAA will incorporate principles of equity, access, and inclusion in our implementation of the Artistic Innovations Grant Program. Applications will be assessed for artistic merit and artistic excellence.

Awards will be made across the six-state M-AAA region, with at least two grants awarded per state (Arkansas, Kansas, Missouri, Nebraska, Oklahoma, and Texas). This program will disburse matching grants of up to $15,000 to no less than twelve grantees.

Project Eligibility

A great Artistic Innovations project is a work that has in-person experiences of art, art making, or artists at the heart of the endeavor and introduces a new original idea or artwork to the applicant’s audience. (M-AAA recognizes that in-person projects might not be possible given ongoing public health concerns surrounding COVID-19, but for the purposes of the application process we ask that the applicant plan for the best-case scenario in which in-person experiences are a safe option.)

Eligible projects must:

• be new and original work that culminates in at least two accessible, public-facing events: one, the premiere feature presentation and the second, an educational outreach event. These events must occur in M-AAA’s six-state region between July 1 of this year and June 30 of the following year. Public-facing events include but are not limited to performance, publication, lecture/demonstration, exhibition, master class and/or workshop;
• exclusively draw upon the talent of artists who reside in the M-AAA region at the time of application and throughout the grant period; and
• have an anticipated project budget that reflects a 1:1 dollar-for-dollar match for the grant amount requested. Grant requests are limited to $15,000. Organizational applicants must show evidence of a cash match. Individual artist applicants may meet the 1:1 match requirement through both cash and in-kind contributions. In-kind contributions and all other funding procured or pending for any project should be included in the budget. Federal and other M-AAA grant funding cannot be used to meet the 1:1 match requirement for any applicant.

Financial support is limited to most direct expenses incurred in the art-making process and the public-facing events. Allowed expenditures include, but are not limited to commissioning fees, artists’ fees, rehearsal or studio expenses, production or exhibition materials, as well as promotion and audience development for all public-facing engagements related to the project. Indirect costs and expenses associated with the project’s opening or closing (e.g., receptions) are not allowed.

NOTE: Transportation Systems Deadline: June 30, 2021;

Coastal Areas Impacted by Wildfires Deadline: July 6, 2021

What does this program do?

This program is designed to provide technical assistance and training for small rural businesses. Small means that the business has fewer than 50 new workers and less than $1 million in gross revenue.

What is an eligible area?

Rural Business Development Grant money must be used for projects that benefit rural areas or towns outside the urbanized periphery of any city with a population of 50,000 or more. Check eligible areas. 

What kind of funding is available?

There is no maximum grant amount; however, smaller requests are given higher priority. There is no cost sharing requirement. Opportunity grants are limited to up to 10 percent of the total Rural Business Development Grant annual funding.

How may funds be used?

Enterprise grants must be used on projects to benefit small and emerging businesses in rural areas as specified in the grant application. Uses may include:

• Training and technical assistance, such as project planning, business counseling and training, market research, feasibility studies, professional or/technical reports or producer service improvements.
• Acquisition or development of land, easements, or rights of way; construction, conversion, renovation of buildings; plants, machinery, equipment, access for streets and roads; parking areas and utilities.
• Pollution control and abatement.
• The capitalization of revolving loan funds, including funds that will make loans for start-ups and working capital.
• Distance adult learning for job training and advancement.
• Rural transportation improvement.
• Community economic development.
• Technology-based economic development.
• Feasibility studies and business plans.
• Leadership and entrepreneur training.
• Rural business incubators.
• Long-term business strategic planning.

Opportunity grants can be used for:

• Community economic development.
• Technology-based economic development.
• Feasibility studies and business plans.
• Leadership and entrepreneur training.
• Rural business incubators.
• Long-term business strategic planning.

Supporting Historic Sacred Places

A program of Partners for Sacred Places in collaboration with the National Trust for Historic Preservation, the National Fund for Sacred Places provides financial and technical support for community-serving historic houses of worship across America.

What We Offer

The National Fund for Sacred Places provides matching grants of $50,000 to $250,000 to congregations undertaking significant capital projects at historic houses of worship, along with wraparound services including training, technical assistance, and planning support.

What We’re Looking For

The National Fund for Sacred Places assesses applicant eligibility according to the core criteria shown below, while also striving to build a diverse participant pool that reflects a broad range of geographic, cultural, and religious identities.

Historic, Cultural, or Architectural Significance

We are looking for buildings that have historic, cultural, or architectural significance—and sites that have important and relevant stories to tell. Many of our participants are listed on the National Register of Historic Places, the state register, or the local register. Your building does not have to be on one of these lists, but eligibility for one or more of these lists is a good benchmark for National Fund eligibility.

As part of the National Trust’s commitment to telling the full American story, we particularly encourage congregations to apply that illuminate a unique or overlooked aspect of American history and that expand our understanding of our shared national heritage. We encourage submissions related to historic sacred places of importance to historically and contemporaneously underrepresented communities including, but not limited to, women, immigrants, Asian Americans, Black Americans, Latinx Americans, Native Americans, Native Hawaiians, Pacific Islanders, and LGBTQIA communities.

Successful applicants are able to demonstrate their place in history by answering questions such as:

• Does the building tell a story relevant to our history—either cultural or religious?
• Does the history highlight previously underrecognized communities, stories, or locations?
• How has the building served the community over time? Does the building have a great physical presence in its community due to its location or programming?
• Is the building the work of a notable architect? If so, is it a high-quality example of their body of work?
• Is the building an exceptional example of its architectural style or building technology?
• Does the building embody the congregation’s resilience over time?

Community-Serving Congregations

We are looking for congregations that are engaged in their communities and that are serving others. Engaged congregations operate and host programming that serves vulnerable, at-risk, and diverse populations; share space with non-affiliated groups and organizations (often at subsidized rates); work with other congregations, faith-based organizations, nonprofit organizations, and/or municipalities; and have a widespread reputation for being a welcoming center of community life.

Project Scope and Need

We fund historic preservation projects addressing urgent repair needs and/or life safety. We also fund projects that increase congregations’ ability to open their buildings to new populations or to serve greater numbers of people. All projects must adhere to the Secretary of the Interior’s Standards for Rehabilitation, which is a universally accepted framework for doing work to older and historic properties.

We prioritize congregations/projects where there is a demonstrated need (meaning that the congregation cannot raise the funds alone) or where it is clear that our grant will have a catalytic effect (meaning that our grant is likely to lead to additional monies being contributed to the project).

Readiness

Once-in-a-generation capital projects require a great deal of planning. We are looking for applicants that understand their buildings’ needs and that are ready to undertake a capital campaign. National Fund congregations typically have a history of successful capital campaigns, which demonstrate an ability to raise significant funds and complete a project.

Successful congregations come to us with a realistic fundraising goal, which has been generated with the help of qualified preservation professionals and is not too far beyond the congregation’s fundraising capacity.

Healthy Congregations

The National Fund prioritizes healthy, stable congregations so that our investment is truly impactful and lasting. We look for the following, although this is not an exhaustive list of characteristics that indicate healthy congregations: tenured, well-respected clergy; capable lay leadership; stable or growing membership; financial strength and stability; support of the judicatory or governing body, if applicable; and a history of weathering any congregational conflict or trauma with resilience.

NOTE:  Windgate Foundation no longer accepts unsolicited grant inquiries.  Organizations that have received Windgate funding in the past 5 years may apply through the grantee portal. The grant page for the Arkansas-specific grant program can be found here.

What We Fund

Supporting contemporary craft & visual arts in the United States, Windgate Foundation’s funding priorities are to:

Advance Contemporary Craft

• ​​​​Fellowships, residencies, or career development programs for craft artists
• Contemporary craft programming, educational outreach, and scholarships
• Materials, tools or equipment for craft programs
• Museum acquisitions of contemporary craft by living artists​

Strengthen Visual Arts in Colleges & Universities

• Artist residencies, visiting artists, or fellowships
• Visual arts programming and scholarships
• Materials, tools, or equipment

Expand Visual Arts in K-12 Schools

• Visual art-integrated programs through nonprofit organizations which develop creative, innovative ways of learning
• Visual art-integrated training or professional development programs for teachers and school leaders

Background

From 1997 through 2022 SHARE Foundation has utilized needs assessments to direct its grant funding as an outreach into the community. Over $8.5 million has been awarded to 94 different qualifying not-for-profit organizations for grants and strategic initiatives. SHARE has partnered with numerous community leaders and organizations every four to five years to assess and reassess the health needs of Union County residents. In 2017 and 2022 SHARE spearheaded a reassessment of community needs utilizing community forums and Union County surveys from UAMS, Centers for Disease Control, Robert Wood Johnson Foundation and the Arkansas Department of Health to determine the latest trends.

Areas of concern have always been broadly and proactively addressed through specific priority areas identified in needs assessments. Between 2018-2022 those priority areas were: mentoring/role models, re-entry, neighborhood watches/clean neighborhoods, parenting/life skills, jobs/targeted education and mental health/substance & drug abuse.

Overview

The new Union County Impact Plan will serve as a catalyst for change in our efforts to positively impact children, youth and families in our county. Areas to be addressed moving into 2023 will be addressed through the five social determinants of health, which are: Health, Economy, Education, Social and Community and Neighborhood. These social determinants of health work together to improve length of life and quality of life for our residents.

SHARE provides backbone support for community coalitions in the current priority areas to build participation, promote awareness and to implement strategies developed for targeted outcomes.

If we as a community are truly committed to changing the odds for young people and families in need, we have to change the way we do business. No single organization or person can do it independently. We must work together like never before to generate a greater impact than anyone could ever achieve alone. For this reason funding preference will be given to collaborations.

In the words of Governor Winthrop Rockefeller “Every citizen has the duty to be informed, to be thoughtfully concerned, and to participate in the search for solutions.” Please join us as we strive to implement solutions for long-term change.

Grant Administration Guidelines

The mission of SHARE Foundation is to identify, develop and foster programs and services that further the health and well-being of the people of our community and surrounding areas.

Grant Types

• Operations
• Project / Program
• Capital

Health Priority

Targeted Outcomes

• Increased mental health treatment availability / awareness / reduction of stigma

Strategies

• Awareness campaigns
• Screening for Adverse Childhood Experiences, ACEs, in schools and organizations 
• ACEs/Resilience training in schools, daycares, youth serving organizations, businesses and community
• Train the trainer education to expand capacity
• Physicians will screen for signs of mental health issues and refer accordingly
• Added support for recovery “communities”, those in domestic abuse situations

Targeted Outcomes

• Early substance use/misuse prevention training
• Increased refusal skills built
• Decreased usage

Strategies

• Implement youth prevention programming in every school for every grade
• Track progress with Arkansas Prevention Needs Assessment Survey, pre and post-tests and required measurement tools outlined in MOUs with schools

Potential Partners

• School Districts • Media • Courts/Drug Court • Churches • Businesses / Nonprofits • Cities of Union County • Physicians • Families • Daycares • Mental health providers • Substance abuse providers • AR Department of Health • Law enforcement/ First responders • Hospitals

Economy Priority

Targeted Outcomes 

• Industry partners are invested in job shadowing, internships, and training for teens, young adults and those in re-entry
• Decreased unemployment rates
• Improved job readiness skills

Strategies

• Job fairs for students in schools and community
• Place an emphasis on non-college education / jobs
• Provide equal opportunity for those in re-entry
• Job readiness agencies will collaborate

Targeted Outcomes

• Increase affordable child care availability (more child care facilities accept vouchers)

Strategies 

• Work to simplify application / reapplication process / provide navigators
• Connect child care providers with funding sources that pay for training of staff as required to move to upper levels

Targeted Outcomes

• Educate the community on poverty prevention and barriers to success

Strategies

• Provide poverty prevention programs to those in need such as financial literacy education
• Provide poverty and re-entry simulations to increase awareness
• Work towards a one-stop shop for resources
• Online digital resource built and used by all social service providers

Potential Partners

• AR Department of Human Services • AR Department of Health • Cities of Union County • Businesses / Nonprofits / Banks • South Arkansas Community College • Workforce Development • AR Community Corrections (Parole Officers) • Child care facilities • School Districts • Media • Chambers of Commerce • Landlord Associations • AR Rehabilitation Services • Union County Detention Center • Physicians

Education Priority

Targeted Outcomes

• Community is educated on the importance of adult education
• Increased GED enrollment
• Increased adult literacy enrollment
• Increased career and technical education enrollment at South Arkansas Community College

Strategies

• Awareness campaigns
• Collaboration of agencies working for the same goals

Targeted Outcomes

• Increased mentor and tutoring programs for youth
• Increased number of male mentors
• Increased number of mentees

Strategies

• Collaborations of mentor organizations working together with other partners

Targeted Outcomes

• Improved school / campus safety (also include for younger children body safety, safe touch)
• Improved school attendance

Strategies

• Age appropriate prevention classes presented in all schools
• Involve students in making their schools safer
• More intentional work with School Resource Officers, SROs Discuss a “Business Brigade” of partners that walk the halls at schools as an added presence

Potential Partners

• School Districts / Teachers • Businesses / Nonprofits • Churches • Police Depts. • Community College • Parents / Families • Physicians • Students • Media • Civic Organizations • Volunteer Service Orgs. • Veterans Groups • Professional Associations

Social and Community Priority

Targeted Outcomes

• Increased and improved access to parenting and / or life skills training

Strategies 

• Build collaborations of organizations working with parents and kinship groups (such as grandparents as parents) to provide education and support for the “whole family”
• Develop fatherhood initiatives

Targeted Outcomes 

• Safe activities in out-of-school time to keep youth and teens off the streets

Strategies 

• Develop partnership with El Dorado School District to use the TAC House
• Develop collaborations with churches, schools and Boys & Girls Clubs to provide oversight and use of gyms across town including evenings, weekends and summers
• Teens not in the same social circles work together to develop a Youth Involvement Plan

Targeted Outcomes

•  Inclusion

Strategies 

• Ministerial “alliances” and pastors (all churches) align for the good of the community
• Nonprofits align for the good of the community to share, connect and provide resources
• Dedicated team of churches and nonprofits meet to identify problems and develop solutions
• Motivational speakers in schools promote inclusion/break down barriers of race, socioeconomic status, etc.
• Grow Re-entry programs while incarcerated and after release
• Re-entry and Recovery coaches for adults
• Re-entry simulations
• Create community events where people who are isolated can meet others with the same issues

Potential Partners

• School Districts • Businesses / Nonprofits • Families/Youth • Physicians • Churches/Pastors • Libraries • Media • Veterans groups • Chambers of Commerce • Cities of Union County • Union County Detention Center

Neighborhood Priority

Targeted Outcomes 

• Neighborhood “Watches” in all Wards of every city
• Reduced crime
• Reduced littering
• Improved police connections with community

Strategies 

• Awareness campaigns
• Build buy-in of “watches” / “connections” in each city; building of collaborations in each city with proper entities
• Rewording “neighborhood watch” to be more positive and inclusive of all the things neighbors should do to keep each other safe
• Provide neighborhoods assistance in implementation

Targeted Outcomes 

• Increased number of affordable activities for families to come together, not divide them on political, racial, or socioeconomic grounds
• Increased parks usage and ownership by neighborhoods

Strategies 

• Promotion of family and youth activities across all social media platforms and information “chains” on a weekly basis such as (churches, DHS, food banks, banks, businesses with digital signs, school websites)
• Awareness of and better usage of community calendars available (or build those in each city)
• Solicit for more sidewalks, bike trails, walking trails, etc.
• Get families involved in community gardening projects
• Build collaborations to develop and host activities for all ages and abilities

Potential Partners

• Cities in Union County to include mayors, police departments, aldermen and Chambers of Commerce • Keep El Dorado Beautiful • Parks & Playgrounds Commission • Media • Crime Stoppers • Landlord Associations • Residents • Churches • Businesses / Nonprofits • Gardens coordinators