Interim Program Strategy Coordinator

Interim Program & Strategy Coordinator (3-Month Position, with possible extension)

Position available until filled. 
Applications will be reviewed starting Feb 2
Pay: $25/hour
Hours/Week: 16 hours per week
Location: Remote/Work, requires use of personal computer
Reports to: Four-person board of Bighorn Arts Collective

About the Bighorn Arts Collective
The Bighorn Arts Collective is a newly formed alliance of Sheridan County’s leading arts organizations, created to strengthen collaboration, increase visibility, and expand the collective impact of the arts in our community. Founding members include the WYO Theater & WYO PLAY, Ucross Foundation, The Brinton Museum, UW Neltje Center for Excellence in Creativity and the Arts, the Sheridan Public Arts Committee, and SAGE Community Arts. Together, these organizations represent a vibrant and diverse cultural ecosystem committed to shared learning, coordination, and community engagement.

The Collective is currently in a formative and exciting stage—balancing big ideas and shared enthusiasm with the practical realities of coordination, capacity, and long-term sustainability. To support this moment, the Collective seeks an Interim Program & Strategy Coordinator for a three-month, project-based role with potential for continued employment.

This Position
Working closely with organizational leaders, the Interim Program & Strategy Coordinator will help translate shared ideas into action, strengthen communication and coordination across member organizations, and bring greater clarity to the Collective’s priorities and direction. The role will support shared initiatives—including the Collective Arts Festival—while also helping to assess needs, refine focus, and inform what long-term leadership or staffing for the Collective might look like. 

Expectations of this Position:
1.    Centralized Communication
2.    Clearer Collective Identity & Visibility
3.    Defined Priorities for the Near Term
a.    Resource Development Planning and Execution
b.    Early planning for the Collective Arts Festival (Aug 8, 2026)
4.    Momentum Toward Long-Term Capacity & A Strong Hand-Off
a.    By the end of the 90 days, key documents, notes, and recommendations will be organized and accessible, leaving leadership confident to carry the work forward. The Collective will feel more focused, aligned, and well positioned for its next phase—with or without an extension of this position.

Key Deliverables (90-Day Term)
During the three-month appointment, the Interim Program & Strategy Coordinator will produce the following deliverables in collaboration with Collective leadership and member organizations:

1.    Collective Identity & Messaging Toolkit
A set of shared talking points and core messaging—including a brief overview of the Collective’s purpose and value—to support consistent communication with partners, funders, and the public. (ie, create boiler plate language)

2.    Creating and Delivering a Marketing Plan
Create and carry out a clear marketing plan that increases visibility and public awareness of the Bighorn Arts Collective and its partner organizations. Execute day-to-day marketing across social media (strategy and content), the Collective website, community and arts calendars, and media releases.

3.    A High-Level Planning Outline for the 2026 Collective Arts Festival
A collaborative, big-picture planning framework for the 2026 Collective Arts Festival that establishes early vision, shared goals, and guiding priorities. This outline will clarify roles, timelines, and areas of responsibility. 

4.    Membership Exploration Brief
A short strategy document assessing options for expanded memberships, including potential membership structures and benefits.

5.    A Government & Civic Engagement Strategy Brief
An outline of potential strategies for engaging local, county, and state government partners. This should also include early exploration of a partnership with Sheridan Travel & Tourism and like organizations (pros and cons/risk assessment, logistics, contacts, first steps, etc).

6.    Resource Development Plan and Early Execution
Develop and begin implementing an initial development plan focused on grants, sponsorships, and fundraising opportunities, including prospect research and the preparation and submission of grant applications to support the long-term sustainability of the Bighorn Arts Collective.

7.    Final Assessment & Recommendations Report
A brief summary documenting accomplishments, ongoing challenges, and recommendations to inform the Collective’s next phase, including considerations for long-term leadership or staffing needs. 

Qualifications & Skills
●    Experience in arts administration, nonprofit work, cultural organizing, or community-based collaboration
●    Familiarity with grant writing and reporting
●    Demonstrated ability to coordinate across multiple stakeholders and support shared planning or          collective initiatives
●    Strong organizational skills, communication, facilitation, and writing skills
●    Comfort working in early-stage or evolving environments where priorities and structures are still taking shape
●    Ability to work both independently and collaboratively
●    Proficiency with Google Suite

Helpful but Not Required
●    Experience with festivals, convenings, or public-facing arts initiatives
●    Familiarity with partnership development, advocacy, or public-sector engagement
●    Knowledge of rural, regional, or Wyoming-based arts ecosystems