FY 2015 Visual and Performance Arts Programs | Apply Online

Opportunity Summary:

The FY 2015 Visual and Performance Arts Programs opportunity (Funding Opportunity Number DOSRUS 15 GR 002; CFDA 19.040) was a U.S. Embassy Moscow Public Affairs Section request for proposals to select one U.S. nonprofit partner to run the behind-the-scenes mechanics of American cultural programming in Russia. The award was structured as a cooperative agreement, meaning the Embassy and Consulates would stay closely involved in planning and approvals rather than simply funding a grantee to operate independently. The program was posted in May 2015, with applications due by June 12, 2015 (6 p.m. Moscow time), an anticipated start date around September 1, 2015, and an expected project end around late September 2016 (the notice also references September 1, 2016 in the award information). Total initial funding was about $300,000 for a single award, with the possibility of additional funds if available, and the Embassy indicated it might renew the agreement for up to two additional years if performance and funding allowed, so applicants were encouraged to think in terms of a multi-year relationship and budget planning for a potential two-year cycle.

At its core, this was not a grant to produce one specific tour or exhibition that an applicant designed from scratch. Instead, the Embassy sought a capable logistics and technical support organization that could help execute a pipeline of cultural activities that the Embassy and Consulates would define over time. The chosen grantee would work with the Cultural Affairs Officer, consulate public affairs staff, and cultural specialists to identify and support a wide range of American artists and arts organizations across visual and performing arts fields such as music, dance, theater, visual arts, arts management, and related genres. The grantee would then provide practical support services as directed, including negotiating artist fees and honoraria, helping with visa processes, arranging transportation and travel, and managing other operational details needed to get artists into Russia and programs delivered smoothly.

The opportunity was explicitly framed as public diplomacy using the arts to create direct engagement between Americans and Russians. The stated goals were threefold: first, strengthen people-to-people ties through shared activities and experiences that build mutual understanding; second, strengthen local partner capacity and foster long-term, self-sustaining institutional relationships between U.S. and Russian artists and organizations (including capacity building for Russian arts institutions where needed); and third, showcase American values and counter anti-Americanism by presenting the breadth of American creativity, innovation, and diversity through cultural programming. The program objectives emphasized creating space for dialogue and reaching a wide range of Russian audiences, including beyond major urban centers.

The notice offered concrete examples to clarify the kind of work the grantee would actually do. Potential tasks included finalizing and paying honoraria and fees for a two-week music tour through Russia, booking flights for an arts management speaker program, advising touring groups on Russian visa requirements and application steps, and helping identify suitable U.S. artists in specific genres (the example given was bluegrass musicians interested in public diplomacy engagement). Importantly, the Embassy and Consulates retained key decision-making authority: they would decide what types of activities to run (for example, modern dance performances in regional cities, a photo exhibition in a selected venue, or a multi-city music tour), make the final determination about which American artists and institutions would be invited, coordinate directly with Russian partner organizations, and monitor activities on the ground while representing the U.S. Government during the programs. In other words, the grantee would be the operational backbone, while the Embassy set direction, selected participants, and managed host-country diplomatic coordination.

Eligibility was limited to U.S. public or private nonprofit organizations with IRS 501(c)(3) status (excluding institutions of higher education under the listed eligibility category). There was no required cost share, but applicants were encouraged to provide as much cost sharing as possible, with the usual federal accountability expectations: documented records for any cash or in-kind contributions, subject to audit, following the Uniform Guidance cost principles (2 CFR 200 and related parts). The solicitation also laid out several technical eligibility rules that could disqualify an application, including the requirement that an applicant could submit only one proposal; multiple submissions from the same legal entity (as defined by legal name and EIN) would make all submissions technically ineligible.

The application process was fairly prescriptive. Applications had to be submitted electronically by email to GrantsRussia@state.gov, in English, with budgets in U.S. dollars, pages numbered, and Word narratives formatted single-spaced in 12-point Times New Roman with at least one-inch margins. Only certain file types were accepted (.xls, .xlsx, .doc, .docx, .pdf, .jpeg). The required package consisted of a one-page cover sheet summarizing the work and the organization’s capacity, a narrative proposal describing relevant experience in planning and facilitating overseas public diplomacy programs plus knowledge of the Russian cultural landscape and U.S. arts sectors (and acknowledging the potential for two years of activity), a budget focused on administrative costs for supporting a range of unpredictable project types and sizes, and standard federal forms (SF-424, SF-424A, SF-424B). The notice also flagged additional documents that were not required at submission but could be requested later for due diligence, such as audits and internal financial/procurement policies and pre-award financial control questionnaires.

On the compliance side, applicants needed a government entity identifier and registrations typical for U.S. federal awards at the time, including a DUNS number and active registration in SAM (System for Award Management). The announcement emphasized maintaining current SAM information throughout the period of performance. It also addressed indirect costs: organizations with a negotiated indirect cost rate agreement (NICRA) were to include documentation, while organizations without a NICRA could not charge more than 10 percent in indirect costs. It further noted that pre-award costs would generally be at the applicant’s risk unless explicitly authorized by the Grants Officer in extraordinary cases, and that awardees were responsible for complying with tax withholding and reporting requirements for participants.

Finally, the legal authority for the program was the Mutual Educational and Cultural Exchange Act of 1961 (Fulbright-Hays Act), reinforcing that the larger purpose was international educational and cultural exchange to increase mutual understanding and strengthen ties through cultural and educational engagement. Overall, this opportunity was designed for a seasoned U.S. nonprofit that could reliably manage complex international arts logistics and financial administration while working in lockstep with the U.S. Embassy and Consulates, who would define programming needs and maintain final control over participants and partner coordination in Russia.

Browse more opportunities from the same agency: U.S. Mission to Russia

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