Scottsdale Community College - Spring 2015 Fine Arts Booklet
SCC Strategic Plan 2015 - Scottsdale Arts · Scottsdale Public Art. A SWOT analysis of the...
Transcript of SCC Strategic Plan 2015 - Scottsdale Arts · Scottsdale Public Art. A SWOT analysis of the...
ScottsdaleCulturalCouncil
StrategicPlan2015VisionOurVision:tobeapre‐eminentartsdestinationandcommunityassetthatembracesworld‐classexcellenceandinnovationinthearts.
MissionTodevelop,advanceanddeliverhigh‐qualityarts,culturalexperiencesandopportunitiesinScottsdaletoresidents,culturalinstitutions,artistsandvisitorsfromaroundtheworld.
ValuesIntegrity Leadership,serviceandresponsivenesstothecommunityExcellence HighstandardsinallthatwedoDiversity Programming,audiences,leadershipandmanagementthat
respectandreflectallourcommunitiesAccountability ReliabilityandfinancialsustainabilityInnovation OpentocreativechangeandcontinuousimprovementInclusiveness Partnershipandcollaboration,internallyandexternallyEngagement Educationandparticipationintheartsforallages
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PreambleThisplanhasbeendevelopedwiththeassistanceoftheprofessionalstaff,volunteersandtheboardoftrusteesoftheScottsdaleCulturalCouncil.UnlikepreviousstrategicplansdevelopedfortheCityofScottsdale,thisonewascompletedwithnomajorconsultants,nooutsidegrantsorotherfundingandinamuchshortertimeframeduetothetransitionofnewleadershipattheCulturalCouncil.AspecialtaskforcewasappointedbythechairoftheCulturalCouncil,EllenAndres‐Schneider,consistingoftrusteesinadditiontoseveralmembersoftheoperatingdivisionadvisoryboards.InconjunctionwiththeCulturalCouncilleadership,thetaskforcemetduringaperiodoffivemonths,fromFebruarythroughJune2015.Membersofthestrategicplantaskforceincluded:
DonV.Cogman(Chair),ChairmanofCCInvestmentsLLC JeffreyBeyersdorfer,SeniorVicePresident,WesternRefining AndrewChippindall,GeneralManager,HotelValleyHo StephenCrosby,RetiredManagingDirector,DeutscheAssetMgt. EdHoward,RetiredJCPenneyExecutive MikeMiller,President,ScottsdaleInsuranceCompany RockRickert,SalesManager,TargetCommercialInteriors BretSassenberg,Principal,GroundUpDevelopment KathyWills,SeniorVicePresident,PrivateBanking,MidFirstBank EllenAndres‐Schneider(Ex‐Officio),Chair,ScottsdaleCulturalCouncil NealePerl(Staff),PresidentandCEO,ScottsdaleCulturalCouncil MallardOwen(Staff),ChiefofOperationsandFinance,ScottsdaleCultural
CouncilTheprocesstodevelopthisplanstartedwitharetreatofallmembersoftheboardoftrusteesinadditiontothemembersoftheadvisoryboardsofScottsdaleCenterforthePerformingArts,ScottsdaleMuseumofContemporaryArt(SMoCA)andScottsdalePublicArt.ASWOTanalysisofthestrengths,weaknesses,opportunitiesandthreatsrelevanttotheartsinScottsdalewasconductedwiththisgroupandtheresultsforwardedtothetaskforcefortheirreview.AfinalversionofthisplanispostedontheCulturalCouncilwebsiteforcommunityinformationandaccess.Theplanisavisionarydocumentforthefuture.Evenmoreimportantly,itisastrategicoperatingplanfortheCulturalCouncilanditsdivisionswithaparticularemphasisonatwo‐yeartimeframe.Theobjectiveofthisplanistosetspecific,measurablegoalsandobjectivestobeimplementedbythestaff.Withtheapprovaloftheboardoftrustees,theCulturalCouncilwillestablishthebudgetfortheseprograms/ideas/strategies.Thisplanwasdevelopedwiththefullrealizationthatit
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isdependentuponadequateresourcesfromboththeCityandtheprivatesector.Thestrategicplanisintendedtobea“livingdocument”–flexible,adaptableandabletotakeadvantageofopportunisticdevelopmentsfromyeartoyear.InthewordsofHerbKelleher,formerchairmanandCEOofSouthwestAirlines:“Wehaveastrategicplan–it’scalled‘doingthings’.”OurultimateobjectiveistoaccomplishsomethingofsignificanceeachandeveryyearasweservethecitizensofScottsdaleanditsmanyvisitors.
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IntroductionAnumberofyearsagoinacommencementaddresstothegraduatingclassofaleadinguniversity,NationalEndowmentfortheArtsChairmanDanaGioiasaid:“Artisanirreplaceablewayofunderstandingandexpressingtheworld.Itaddressesusinthefullnessofourbeing.Therearesometruthsaboutlifethatcanbeexpressedonlyasstories,orsongs,orimages.”Thatistheessenceofwhyartsandculturemakeadifferencetoacommunity.TheScottsdaleCulturalCouncilistheentitycontractedbytheCityofScottsdaletobeits“principalorganizationthroughwhichartsandculturalactivitieswillbeundertakenintheCity.”TheCityofScottsdalehasplacedontheCulturalCouncilthepivotalroleofcreatingan“art‐full”cityandartsdestination.Throughthethreeoperatingdivisions–ScottsdaleCenterforthePerformingArts,ScottsdaleMuseumofContemporaryArtandScottsdalePublicArt,ourstatedvisionisto“createapre‐eminentartsdestinationandcommunityassetthatembracesworld‐classexcellenceandinnovationinthearts.”Aspreviouslystated,ourmissiontoachievethatvisionistocontinueto“develop,advanceanddeliverhigh‐qualityarts,culturalexperiencesandopportunitiesinScottsdaletoresidents,culturalinstitutions,artistsandvisitorsfromaroundtheworld.”Thekeyingredientofaccomplishingourstrategicplanistoworkasaunited,cohesiveandcollaborativeteamofindividualsprovidingdistinctlydifferentartsexperiences.Weintendtoimplementourplanwithanoperatingstructurethatintegratesfunctionalareasandcoreservices,improvescross‐divisionalcollaboration,speedsupdecision‐making,andimprovestheaccountabilityandmoraleofstaffacrosstheentireenterprise.RestructuringtheoperationoftheCulturalCouncilanditsdivisionsinthismannerisagiantstepforwardtoprovidingunparalleledvaluetoourcitizensandvisitors.OuroverallstrategicinitiativesfortheartsinScottsdaleare:
Presentthehighestqualitydiverseartsexperiences Ensuresuperiorfacilitiesandtechnology Striveforoperationalandorganizationalexcellence Attainfinancialsuccessandsustainability
Ourgoals,strategiesandactionitemsallfitwithintheseoverarchinginitiatives.Thisstrategicplanreflectsarenewedcommitmenttovariousexistinggoals,butalsoaddsemphasisandinnovativethinkingtosomenewgoals.Ourfocusisonthe
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“constituent”–howwecanbringgreatervaluetoouraudiencesandintroducenewprogramsthatwilleducateandenrichourcitizens.Astheplanindicates,wewillbringnewemphasistooureducationprogramsacrossalldivisions.Workingwithinthecommunityandseekingadditionalpartnerships,wewillstrivetomakecertainthenextgenerationappreciatesthevalueofartisticachievement.Theefficientandcreativeuseoftechnologyintoday’sworldisarequirementforanyorganizationinterestedinmovingforward.Ourplanincludesinnovativeideasintheeffectiveutilizationofourexistingsoftwareplatformtoimproveourcustomer‐relationship‐managementsystemandanintegrationofmultiplefunctionswithinourorganization.Improvingour“guestexperience”andmakingourorganizationan“employer‐of‐choice”arebothintegralpiecesofouroverallstrategy.Theyareareflectionofthecultureofourentireenterpriseandvitaltoourfuturesuccess.Arenewedcommitmenttothemarketingandbrandingofour“products”–performingarts,museumandpublicart–willenableustoenthusiasticallyembracethesocial/digitalmediaworldwithnewtechniquestoreachourcustomersandtellourstoryincreative,dynamicways.Buildingtheaudienceofthefuture–thenextgeneration–willdependonourabilitytomasterthesocial/digitalcommunicationenvironmentinwhichwenowlive.Amajornationalartsfoundationhadthehabitofaskingartsorganizationswhenapplyingforfinancialassistancethefollowingquestion:“Whatisyourvaluepropositionthatmakesyoudifferentandmoredeservingofsupportthanyourpeers?”Itisafairquestionandonethatweintendtoanswernotonlywithourstrategicplan,butalsowithouractions.Strategyiswherevisionandactioncometogether.Thatisourobjectivegoingforward.ImplementationofastrategicplanistheresponsibilityofthemanagementandstaffoftheCulturalCouncilanditsdivisions.Theboardoftrusteesalsohasanongoingvitalroletoplayinprovidingoversightandcounsel.Aquarterlyreportingmechanismwillbeestablishedbetweenthestaffandtheboardtoreviewperformancecriteriaandprogressastheypertaintothegoalsandobjectivesofthestrategicplan.FormerNationalEndowmentfortheArtsChairmanDanaGioiaconcludedhiscommencementaddresswiththesewords:“Artinallitsformsdelights,instructs,consoles.Iteducatesouremotions.Itawakens,enlarges,refinesandrestoresourhumanity.”We,themembersofthestrategicplantaskforce,endorsethatnotionandpresentthisplaninthespiritofthosewords.
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Goals, Strategies and Action Steps GOALI:ENHANCEANDEXPANDEDUCATIONPROGRAMS.Background/Rationale:TheScottsdaleCulturalCouncil’soperatingdivisions–ScottsdaleCenterforthePerformingArts,ScottsdaleMuseumofContemporaryArtandScottsdalePublicArt–incorporateavarietyofeducationalexperiencesfortheScottsdalecommunitybothonandoffcampus.Theseprogramshaveimpactedthelivesofmanypeopleovertheyears.However,thereisnocentralvisionorcoordinationoftheCulturalCouncil’seducationprogrammingefforts.Aunifiedandcomprehensivestrategyforeducationalofferingsiscentraltofulfillingtheorganization’smissionandservingthegreaterScottsdalecommunity.Educationprogramscanbethecatalystforcommunityimprovementandcanfunctionasfocalpointsforprivateandcorporatecontributions.Besidesexposingouryouth(andadults)tothearts,suchprogramscreateartsconsumersandadvocatesforthefuture.Thebenefitstoindividualsandsocietyderivedfromartseducationarewelldocumented.Havingawell‐definedstrategytomakeeducationasignificantproductoftheCulturalCouncilrequiresadesignatedleader/advocateforeducationwhocanforgeandexecuteaplanforsuccess.Thatplanshouldincreasethevisibility,supportandadvocacyforeducationalprogramsthroughouttheorganization.StrategyA:Centralizealleducationalprogramming.Action:Restructureeducationalfunction(s)withintheorganization.
How:Formanenterprise‐wideeducationcomponentthatwilladministeralleducation‐relatedprogramswithintheCulturalCouncilanditsdivisions;workcloselywitheachdivisiondirectortocoordinatethevariousdivisionprogramscurrentlyinoperation;createopportunitiestocollaboratewithalldivisionsonfutureprogramming;designateaneweducation&outreachdirectortocoordinateallprogramming.
Who:Education&outreachdirector,CEO,COF
When:Neweducation&outreachdirectordesignatedbySept.1,2015;
restructuringcompletedbyJan.1,2016
PerformanceCriteria:Newandenhancedprogramideaswithadditionalfinancialsponsorships
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StrategyB:Increasevisibilityofexistingeducationalprogramstoattractadditionaldonors.Action:Inconjunctionwithmarketinganddevelopmentstaff,increasethepublicawarenessofthemultiplicityofeducationalprogrammingwithintheCulturalCouncilanditsthreedivisions.
How:Createacomprehensivecross‐divisionalmarketingplan,includingweb,socialanddigitalmediaandcollateralcomponents;createaneducationadvisorycommitteecomposedofeducationstaff,interestedboardmembersandappropriatecommunitystakeholderstobepublicadvocatesforthevariouseducationinitiatives.
Who:Education&outreachdirector,CEO
When:Dec.1,2015
PerformanceCriteria:Onlinemediapresence;establishmentandpublic
announcementofeducationadvisorycommittee;increasedpublicityofeducationalprograms;increasedsponsorships/financialsupportforeducationprograms
StrategyC:Establishprogramsin“artsandaging”specificallygearedtowardolderpopulations.Action:Createasubcommitteeoftheeducationadvisorycommitteetoincluderepresentativesfromseniorcenters,retirementandassisted‐carefacilities,andartsadvocatesfortheaging.
How:Identifyappropriateartsprogramsandavailablefundingmechanismsforbothadultartseducationprogramsand“healthandarts”programsfortheinfirm.
Who:Education&outreachdirector,developmentdirector,CEO
When:2016/17
PerformanceCriteria:Establishmentandpublicannouncementofanewarts
educationinitiativetargetingseniorsStrategyD:BroadentheroleoftheCulturalCouncilinartseducationprogramsintheScottsdaleschooldistricts.Action:BuildandstrengthentheCulturalCouncil’srelationshipswithScottsdale‐areaschooldistrictsinordertocoordinateandexpandartseducationofferingsintheschools.
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How:ExpandresidencyprogramofferingsinScottsdaleschooldistrictsbyutilizingvisitingartistsundercontractforin‐schoolappearances;expandprofessionaldevelopmentforteachersthroughworkshopsandonlineclassestopromoteusingtheartsacrossthecurriculum.
Who:Education&outreachdirector,CEO
When:2016/17
PerformanceCriteria:Increasednumberofin‐schoolparticipationbyartists;
increasedparticipationbyteachersinarts‐relatedprograms
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GOALII:IMPROVETHEUSEOFOUREXISTINGSOFTWAREPLATFORMUSEDFOREARNEDANDCONTRIBUTEDREVENUE.Background/Rationale:In2005/06theCulturalCouncilimplementedTessitura,acomprehensivesoftwareplatformusedfordevelopment,ticketsales,relationshipmanagement,andaudience/donoranalysisandresearch.Ithasnotbeenefficientlyutilizedandthestaffneveradequatelytrainedonitscapabilities.Thisimpactsonlinepurchases,ticketsales,donations,marketing,programming,audience/donorresearchandeveryotheraspectofcustomerrelationshipmanagement.StrategyA:Implementthenecessarysoftwareupgradestoimproveandenhanceoursystem.Action:AddtheTessituramoduletoimproveourexistingsystemforutilizationindevelopment,marketingandboxoffice.
How:WorkwithseniorofficialsatTessituratoaddtheirhostedmodulethatenablestheboxofficetohandleticketneedsfortheCenter,ScottsdaleInternationalFilmFestival,SMoCAandallotherrelatedevents.Thisadditionalcapabilitywillsubstantiallyhelpdevelopmentandmarketingintheirfunctionalroles.
Who:COF,ITmanager,boxofficemanager,developmentdirector
When:NewonlineplatformoperationalbyNov.1,2015
PerformanceCriteria:Increasedrevenuethroughonlineticketsalesand
contributions;additionalinsightsintoaudience/patronpreferencesandopinions;increasedtargetingofmarketingactivitiesanddollarsspent
StrategyB:Increasetheabilityofstafftoeffectivelyutilizetheupgradedsoftwareplatform.Action:Initiatetrainingofstaffacrossalldivisionsandfunctionsrelatingtosoftwarecapabilities.
How:AttendtheTessituraLearning&CommunityConferenceforanacceleratedlearningexperienceonthecapabilitiesofthesoftware;initiateonlinestafftraining;conductonsitestafftrainingformultiplestaffmembersacrossalldivisionsandfunctionsimpactedbythistechnology.
Who:COF;ITmanager;HRmanager
When:TessituraConferenceinAugust2015;onlinestafftrainingcompletedby
Sept.1,2015;onsitetrainingcompletedbyDec.1,2015
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PerformanceCriteria:Staffcapabilityestablishedandoperatingundernewsoftwareplatform;earnedandcontributedrevenuesfromenhancedonlinecapabilityincreased
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GOALIII:IMPROVETHEGUESTEXPERIENCE.Background/Rationale:Awell‐knownrestaurateuronceremarked,“Serviceisamonologue,hospitalityisadialogue.”Adeeperunderstandingofourguestsiscriticaltoimprovingtheirexperienceandfulfillingaudienceinterests.Additionalaudiencesegmentationandcompetitiveresearchneedstobeundertakenthroughmultiplechannelstoensurethatourconstituentsareapartofadialoguewithus.StrategyA:CreateanexceptionaloverallguestexperiencepatternedaftertheDisneyInstitute’sGuestExperienceTeamconcept.Action:Reconstitutetheguestexperienceteamandinitiatecustomer‐servicetrainingtomakecustomerserviceacampus‐widefocus.
How:ThroughmaterialsfromtheDisneyInstitute,includingthebookBeOurGuest,conductaseriesoftrainingseminarsforemployeesacrossthedivisionsresponsibleforinterfacingwiththepublic;establishmechanismstomonitoronlinecomplaintsandcomplimentswhileprovidingtimelyclientresponses;emphasizethearrival,first‐impressionaspectofgreetingourconstituents.
Who:COF,HRmanager,supervisorsofcoreservicesandspecialevents
When:GuestexperienceteamreconstitutedbyAug.1,2015;initiatecustomer
servicetrainingbyOct.1,2015
PerformanceCriteria:Onlinefeedbackoncustomerexperienceincreasinglypositive
StrategyB:Developnewresearchtoolsforaudiencefeedbackandanalysisofcompetition.Action:Consolidateresearcheffortsunderthenewlycentralizedmarketingdepartmentanddevelopnewmechanismsforimprovingourknowledgeofaudiencepreferences.
How:Throughaudiencesegmentationandcompetitiveresearchutilizingonlinesurveys,personalinterviewsandfocusgroups,obtainfeedbackonaudienceinterestsandpreferences.
Who:Marketing&communicationsdirector
When:ImplementationofnewresearchtoolsbyJan.1,2016
PerformanceCriteria:Newresearchmechanismscreatedandfunctioning;an
increaseinaudiencedatatoinfluenceprogramdecisions
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StrategyC:Addressshort‐termimmediateservicedeficienciesassociatedwithScottsdaleCenterforthePerformingArts.Action:Duringperformances,developmechanismstoeliminateasmuchaspossiblethelonglinesatintermissionforrefreshments;publicizeandoperatetheCatwalkLoungewithconsistenthoursofoperationandhigherqualityrefreshments.
How:Re‐designrefreshmentlocations(s)tobemoreergonomicandconducivetoefficientservice;enhancetheexperienceoftheCatwalkLoungewithregularoperatinghoursforallperformanceswithhigher‐qualitybeverageselection.
Who:Supervisorsofcoreservices,marketing&communicationsdirector,COF
When:Ongoing
PerformanceCriteria:Adeclineincustomercomplaintsandanincreasein
positivecommentsinouronlinesurveysresultinginincreasedrevenue
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GOALIV:CREATEAN“EMPLOYER‐OF‐CHOICE”ORGANIZATION.Background/Rationale:Humancapitalmanagementor“talent”managementrepresentsthepracticesengagedbyanorganizationtorecruit,engage,developandretaintop‐performingstaff.Creatingan“employer‐of‐choice”organizationwherestaffishungrytolearnandgrow–a“learningorganization”culture–isinstrumentaltothesuccessofanyorganization.Anoptimalorganizationalstructurehasaccuratejobdescriptions,effectiverecruitingandonboarding,faircompensationlevelsandpractices,ongoingemployeedevelopmentandperformancemanagement,andclearcareerpaths.StrategyA:IncreasetheperformanceoftheCulturalCouncilbyattracting,retaininganddevelopinghigh‐performingteammembersbyprovidingmarket‐levelcompensation.Action:Implementacompetitivecomprehensivecompensationprogram.
How:Provideupdatedandaccuratejobdescriptions;establishastrong,market‐drivencompensationscale;developaperformance‐appraisalsystemthatsupportsafairandunbiasedwaytoevaluateperformance.
Who:HRmanager,COF
When:Oct.1,2015
PerformanceCriteria:Comprehensivecompensationstructurecompletedandin
placefortheorganization.(NOTE:Cost‐of‐livingincreasesshouldbeaddressedeveryyearalongwithotherformsofmeritincreasesorbonuses;totalcosttocompletethecurrentcompensationinequitieswillremainamovingtarget;ourdesiretobringemployeestomid‐orhigh‐levelcompensationwithintheirjobbandwillrequireevenmorefunds.)
StrategyB:IncreasetheperformanceoftheCulturalCouncilbyprovidingteammemberswitheffectiveperformancemanagementandongoingstafftrainingandprofessionaldevelopment.Action:Developastafftraininganddevelopmentprogramthatprovidesopportunityforprofessionalgrowth.
How:Designandimplementtraininginmultipleareassuchassupervisor101,philosophiesofsupervision,sexualharassment,etc.;beginlow‐cost“lunch’nlearn”formofstaffdevelopmentprogramsonvarioussoftskills;designatevariousonlinecoursestobemadeavailabletoselectedemployees.
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Who:HRmanager,COF,divisionleaders,managersandsupervisors
When:TrainingprogramplancompletedbySept.1,2015;lunch’nlearntraininginitiatedbyOct.1,2015;designationandimplementationofonlinecoursesbyJan.1,2016
PerformanceCriteria:Developmentofatrainingprogramplan;creationand
implementationofanemployeesurveyasameasurementtoolforemployeeengagementandexcellenceinorganizationalculture
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GOALV:STRENGHTENBRANDIDENTITYANDENHANCEMARKETING/COMMUNICATION/PUBLICRELATIONS.Background/Rationale:ThereisaneedtoincreasetheawarenessandvisibilityoftheScottsdaleCulturalCouncilanditsdivisions/programstoestablishitastheartsportalforScottsdale.An“umbrella”brandisneededtobetteridentifythepurposeoftheoverallCulturalCouncilfunctionandprovideclearlinkagetoitsproductsordivisions–ScottsdaleCenterforthePerformingArts,SMoCAandScottsdalePublicArt.TheCulturalCouncilistheentitycontractedbytheCityofScottsdaletobeits“principalorganizationthroughwhichartsandculturalactivitieswouldbeundertakenintheCity.”Amajorityofthemarketingbudgetwillalwaysfocusonourproducts,buttheoverall“umbrella”brandneedsrevision,revitalizationandacreativespark.Itisimperativetointegratethemarketingfunctionacrosstheentireenterprisetodelivermaximumvalueandresults.Social/digitalmediamarketingisakeyelementofthatchallengeandneedsincreasedfocusandemphasis,asdoesthewebsiteoftheCulturalCouncilanditsdivisions.ThisisacriticalaspecttoengagingScottsdale’snextgenerationintheartsandtheCulturalCouncil’sofferings.StrategyA:Restructureandconsolidatethemarketingfunctionacrossalldivisions.Action:Integratethemarketingfunctionacrosstheenterprisebydesignatinganewmarketing&communicationsdirectorandbeginassemblingtheteam,includingvariousdivisionexperts,undercentralizedleadership.
How:Joinallmarketingstaffintoonedepartmentreportingtothemarketing&communicationsdirector.
Who:CEO,COF,marketing&communicationsdirector
When:Restructuringandnewmarketing&communicationsdirectorcompleted
bySept.1,2015
PerformanceCriteria:IncreasedmarketawarenessandbrandidentityoftheCulturalCouncilanditsprogramsovertimeasdeterminedbyvariousresearch/surveys
StrategyB:Establishan“umbrellabrand”fortheCulturalCounciltoreflectitsroleandpurposewithintheartscommunity.Action:Developanewnameand/orvisualimagefortheCulturalCouncil;developandimplementnewmarketingmaterialsandacommunicationplanincorporatingthenewname/imagefortheCulturalCouncil.
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How:CreateanewoverallbrandidentityfortheartsinScottsdalebringingtogetherthethree“products”–ScottsdaleCenterforthePerformingArts,SMoCAandScottsdalePublicArt–inadditiontootherrelevantprograms;presentitvisuallythroughmarketing,communicationsandpublicrelations.
Who:CEO,marketing&communicationsdirector;boardoftrustees
When:NewbrandandlogobyJan.1,2016;marketingmaterialsand
communicationplanbyJuly1,2016
PerformanceCriteria:Completionofnewnameand/orlogoandaccompanyingmaterials
StrategyC:Developamarketing,communicationsandpublicrelationsplanrelatedtonewbrand/strategy,withanemphasisonutilizationofsocialanddigitalmedia.Action:RedesignthewebsitesoftheCulturalCouncilanditsdivisionsandcreateanewsocial/digitalmediastrategyfortheentireorganization.
How:Expandthestaffcapabilityinsocial/digitalmediamarketingandfurtherdevelopsoftwaresolutionstoassistwithsocial/digitalmediamarketing;increaseallaspectsofsocial/digitalmediautilizationforeachdivision’sproducts;identifyadditionalresourcesforincreasedsocial/digitalmarketingactivities.
Who:CEO,COF,marketing&communicationsdirector
When:Completionofmarketing/communications/publicrelationsplanbyNov.
1,2015;websiteredesigncompletedbyJuly1,2016
PerformanceCriteria:MeasurementofonlinepresenceoftheCulturalCouncilanditsdivisions;planandredesigncompletedonschedule
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GOALVI:DEVELOPMENT‐INCREASECONTRIBUTEDREVENUE.Background/Rationale:Developmentisaboutbuildingrelationshipsandcommunicatingourvision‐mission‐valuesasanorganizationvitaltothefutureofScottsdale.Itiscriticaltocommunicatetopotentialsupportersthedepthandbreadthofourprogramswitharenewedemphasisonourneweducationalinitiatives.Additionallywemustleverageournewmarketingandsocial/digitalmediastrategytobuildourbrandandcontinuallyraiseawarenessofourprograms.Our“reach”asanartsorganizationisunsurpassedintheValley.Eachyearweconductmorethan1,000indoorandoutdoorperformances,educationalprograms,festivalsandothereventsservingmorethan300,000participants.Oureducationandoutreachprogramsreachapproximately50,000studentsandadultseachyear.TocontinueourroleastheartsportalforScottsdale,weneedtoaccelerateourfundraisingeffortsintheprivatesectorandcontinuetobeapriorityfortheCityofScottsdaleintermsofpublicsupport.Thiswillenableustogrowourappealasapre‐eminentartsdestinationforthecountryandavaluablecommunityasset.Akeyelementofanysuccessfuldevelopmenteffortisanorganizationalculturewherealldivisiondirectors,boardmembersandstafffollowtheprinciplethatthesuccessofanyonedivision,programandeventistheresultoffunctioningasasingle,unitedorganization.Closecollaborationbetweenthedirectorofdevelopment,divisiondirectorsandfullyengagedboardsoftrusteesandadvisorsiscriticaltosuccess.StrategyA:Broadenthedonorbasebystrengtheningcultivationandengagementactivities.Action:EngagetheboardoftrusteesanddivisionadvisoryboardstoidentifynewpotentialsupportersoftheartsinScottsdale.
How:Createnew,innovativecultivationeventswithintheCenter,SMoCAandinconjunctionwithPublicArtthatexposepotentialsupporterstothehighvalueandqualityofourproducts;formcommunitypartnershipswithmajorbusinessorganizationsandpublic/privateentitiestobroadenourbaseofsupport;identifyopportunitiestoleveragethe40thanniversaryoftheCenterand30thanniversaryofPublicArt.
Who:CEO,developmentdirectorandstaff,divisiondirectors
When:Ongoingin2015/16
PerformanceCriteria:Increasednumberofcultivationeventsin2015/16;
increasednumberofnewcommunitypartnershipsformed;increasednumberofdonors
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StrategyB:IncreasethenumberofmajorgiftstotheCulturalCouncilanditsdivisions.Action:Developamajorgifts($25,000andabove)strategybothcorporateandindividualthatwillfocusoncultivation,newformsofrecognition,arobustbenefitspackageandincreasedresearchonbroadeningthepoolofmajorgiftprospects.
How:UtilizingtheTessituratechnologyplatform,effectivelytargetandcommunicatewithpotentialnewhigh‐leveldonors,inadditiontomotivatingcurrentdonorstohigherlevels;establishnewinnovativerecognitionmechanismsformajordonorsinadditiontocreatingmeaningfulbenefitsfortheirgenerosity.
Who:CEO,developmentdirectorandstaff
When:Dec.1,2015
PerformanceCriteria:Completionofmajorgiftsplan;increasednumberofmajor
donorsin2015/16,bothintermsofnumberofdonorsandoverallvalueofgiving
StrategyC:Createanewplanned‐givingprogramfortheartsinScottsdale.Action:Establishandimplementaplanned‐givingprogramculminatinginanendowedfundingmechanismforeachofthedivisionsandtheoverallartsorganization.
How:Createnewcollateralmaterialsandeducationaleventsdetailinghowplannedgivingworksandthebenefitstobothdonorsandtheorganization.
Who:Developmentdirector,staffandboarddevelopmentcommittee,marketing
director
When:Dec.1,2015
PerformanceCriteria:Completionofplannedgivingprogramcollateral;increasednumberofeducationalevents;increasednumberofplanned‐givingparticipants
StrategyD:Developnewgenre‐specificopportunitiesforsponsorshipswithinScottsdaleCenterforthePerformingArts.Action:Launchapilotprogramaroundarevampedclassicalmusicseriestoestablishnewsponsorships.
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How:Createacomprehensiveprospectlistanddevelopplansforaclassicalmusicseriesincludingaprogram,eventschedule,feeandbenefitsstructure,budgetandimplementationtimeline,promotionalmaterialsandmarketingplan.
Who:Centerdirector,developmentdirector,CEO
When:2016/17
PerformanceCriteria:Program/eventslaunchedandattendanceandrevenue
measured
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GOALVII:SCOTTSDALECENTERFORTHEPERFORMINGARTSPROGRAMMATICGOALSBackground/Rationale:Theultimate“reasonforbeing”forScottsdaleCenterforthePerformingArtsistobuildavibrantandsustainableperformingartscultureandenvironmentforthecitizensofScottsdaleandourlegionofvisitorsfromaroundtheworld.TheCenterismorethanjustabuilding–itisarangeofservices,programs,events,educationalopportunitiesandoutreachtopromotetheappreciationandenjoymentthattheperformingartsandoutstandingartisticachievementbringtoourcommunity.Sinceopeningin1975,ScottsdaleCenterforthePerformingArtshasprovidedastageforawiderangeofvoicesandperspectives,creatingshared,inspiringexperiencesforthecommunitythatcelebrateartisticexcellenceandculturalawareness.
Overarchinggoal:ToenhancethehighqualityandawarenessofScottsdaleCenterforthePerformingArtsthatwillresultinincreasedattendanceandgreaterrevenuesbothearnedandcontributed.
StrategyA:Establishamarket‐drivenprogrammingsystem.Action:Focuson“fillingtheseats”intheCenter’sfacilitiesthroughcreativeprogramminginconjunctionwithinnovativemarketingtechniques.
How:Schedulemorehigh‐profileartists;formpartnershipswithotherorganizationstoco‐sponsorartists;developgenre‐specificgroupsaroundjazzandclassical;increaseinvestmentintargetedmarketingandaudienceresearch;earlierbookingandannouncingofperformingartists.
Who:Centerdirector,CEO,COF
When:April1,2016
PerformanceCriteria:10‐percentincreaseinaverageperformanceattendance;
greateroverallnetrevenueforperformancesStrategyB:Analyze,planandimplementaseriesofoff‐siteperformancesandeventsdesignedspecificallytodrivenetrevenueandincreasebrandawareness.Action:ResearchanddevelopriskanalysesforapreferredlistofvenuesintheNorthScottsdale,SouthScottsdaleandgreaterPhoenixmarkettoevaluateschedulinghigh‐yieldingartistsinlargervenuestoincreaserevenueandbrandawarenessoftheCenter.
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How:Cultivatebusinessrelationshipswithregionalandnationalpromoterstoconsiderco‐promotingartistsandeventsforthepurposeofgeneratingearnedrevenueinlargerandmorediversevenues.
Who:Centerdirector,CEO,COF
When:CreatevenuelistbySept.1,2015;completeplanforimplementationof
offsiteperformancesbyDec.1,2015;presentoffsiteperformancesbeginningin2016/17season
PerformanceCriteria:Increasednumberofoffsiteperformances/events
designedtoincreasenetrevenueStrategyC:Re‐invigoratetheScottsdaleArtsFestival.Action:Refinethetransactionmethods,pricingandmarketingoftheScottsdaleArtsFestivaltoincreaseattendance,raisequalityandvisibilityofperformers,andmaximizeearnedrevenue.
How:Addaheadliner‐levelbandlateinthedayintheamphitheater(dependentonsecuringadditionalfinancialresources);expandcreditcardacceptanceandotherelectronicmethodsofpayment;analyzepricingstrategyforvendorsandscrutinizeeventlayouttoidentifyaddingspaceforadditionalbooths;surveypatronstoanalyzetheimportanceandimpactofmass‐distributeddiscountstodeterminetheirnecessity;promoteandenhancethebrandoftheArtsFestivalthroughspecificallybrandedmerchandisesoldbeforeandduringtheevent;identifyparking/transportationsolutionsdedicatedtoArtsFestivalattendees.
Who:ArtsFestivaldirector,Centerdirector,COF
When:PlanningandresearchcompletedbySept.1,2015;planimplementedby
Mar.1,2016
PerformanceCriteria:IncreasedattendanceatArtsFestival;increasednetrevenue
StrategyD:AdvancetheScottsdaleInternationalFilmFestivalintoapremierdestinationevent.Action:RelocatetheprimaryvenueforFilmFestivalactivitiesmuchclosertoScottsdaleCenterforPerformingArtsfacilitiesindowntownScottsdalewithadditionalsatelliteFilmFestivalactivityincreasingattheCentertopromotethetwobrandsasone.
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How:SecureDCPfilmequipmenttoguaranteethebestfilmsavailabletoenablethemovetotheCenter;enhancetheopening‐nightceremonytoincludeafundraisingelement;developajuriedawardandassociatedmarketingplantogainnationalattention.
Who:Centerdirector,FilmFestivaldirector,COF,CEO
When:EquipmentsecuredbyDec.1,2015;opening‐nightceremonyandjuried
awardin2016/17
PerformanceCriteria:Increasedattendanceandnetrevenueby2016/17StrategyE:ExecuteCivicCenterMallimprovementstoattractandcreatemajorevents.Action:SupporttheCityofScottsdaleinthecompletionofthedesignreviewplanfortheMall.
How:WorkwiththeCitytoinformthemofouropinionsonhowtheMallcouldbeconfiguredtofulfilltheneedsofthecommunityasaperformance/eventvenue;developplanforpromotinganupgradedvenuetoattractlocal,nationalandregionalfestivalsandevents,includingnewprogrammingideas.
Who:CEO,COF,Centerdirector
When:2016
PerformanceCriteria:Plancompletedbyearly2016;mallimprovementssubject
totheCitytimetableStrategyF:EstablishacabaretwithinScottsdaleCenterforthePerformingArtstoincreaseawareness,attendanceandrevenue.Action:TurntheStage2theaterintoacabaretspace.
How:InvestigatetherenovationofStage2intoacabaretspaceincludingpreparationofabusinessplan;schedulearegularseriesofcabareteventsfeaturinglocal,regionalandnationalartists;createatargetedmarketingplanaroundtheserieslaunch.
Who:Centerdirector,CEO,COF
When:PlancompletedbyJan.1,2016;serieslaunchedin2016/17(dependent
onthenecessaryrenovationsbeingcompleted)
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PerformanceCriteria:Increasednumberofcabaretperformances;positivefinancialcontribution(earnedand/orcontributedrevenue)
StrategyG:IncreasetheutilizationoftheDaytonFowlerGrafmanAtriumwithintheCenterforspecialevents,rentalsandcommunityactivities.Action:FixtheacousticalissueintheAtrium.
How:SecurefundingfromtheCity(requested)toimprovetheAtriumacoustics;developatargetedmarketingplanaroundtheutilizationofthisspace.
Who:Centerdirector,CEO,COF
When:AcousticalworkcompletedbyJuly1,2016
PerformanceCriteria:IncreasedrentalsoftheAtriumresultinginincreased
revenueandattendanceStrategyH:Establishanemergingartistsprogram.Action:Developashowcaseofemergingartistsinmultipleartisticdisciplinesintheperformingarts.
How:Investinyoungartistswithhigh‐valuetalentwhoareearlyintheirprofessionalcareersandneedpatronsupportandexposureinestablishedvenues;complementtheirCenterappearanceswithin‐homeconcertstoincreasevisibilityoftheperformerandtheCenter.
Who:Centerdirector,CEO
When:2016/17season
PerformanceCriteria:Increasednumberofemergingartistperformances,inthe
Centerandinalternative,smallervenuesAdditionaloperationalobjectivesinconjunctionwithfunctionaldepartments:Development
Securemajorgiftsponsors;redesigndonorbenefits;createinnovativesupporterevents.
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Marketing
EstablishnewexternalsignageforScottsdaleCenterforthePerformingArts;increaseutilizationofonlinemedia;implementtargetedmarketingfornichegenres;redesignwebsite;conductresearchandanalysisofaudiencepreferencesandcompetitivesituation;createspecificmarketingfocusontourists;createspecificmarketingtargetedtoyoungpeopleforcertainperformances.Education
RebrandandpromotetheannualArtsEducationShowcaseandtheArizonaWolfTrapprogram;expandandenhancethedisabilitiesprogramwithDetourCompanyTheatre.Operations
Developamasterplantofocusonrentalstoincreasefacilityuseinunder‐usedvenuesandincreasingspecificeventtypes;developmarketingplanfortherentalofCivicCenterMallforevents,weddingsandcorporateteam‐buildingfunctions;expandthein‐housefood‐and‐beverageprogramforcabaretandoutdooreventuse;conductacompetitiveresearchanalysisregardingrentalopportunities.TechnicalDepartment
Re‐examinethestaffstructureofthetechdepartmentanddevelopaplanforincreasingtheefficiencyofthefull‐timepositions;developanongoingplantocoordinatewiththeCityofScottsdaletoensurethatspecialtyequipmentreplacementisincludedintheCity’sbudgetplaneachyear.
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GOALVIII:SCOTTSDALEMUSEUMOFCONTEMPORARYART(SMoCA)PROGRAMMATICGOALSBackground/Rationale:Achallengeforanymuseumistoestablishadifferentiationanduniquenessinthequalityandcreativityofitsexhibitionsandprograms.SMoCAisalaboratory–aplatformofexperimentationfordiscoveringcontemporaryart,andaplacewherethecommunitycanexploreimportantissues.Ourgoalistohaveaconversation‐adialogue‐withthecommunity.Wewanttoengagetheminunderstandingandknowingnotonlytheart,butequallyimportant,theideasandissuesbehindtheart.Contemporaryartisalive.Itisabout“us”today,yetalsoareflectionofhistoricalchanges.SMoCAseekstoinspireourcitizensthroughuniqueexhibitionsandprograms,travelingexhibitionsinpartnershipwithotherwell‐knowninstitutions,andeducationalprogramsthatprovidethecommunityaplaceforexplorationanddiscussion.Foundedin1999,ScottsdaleMuseumofContemporaryArtistheonlymuseuminArizonadevotedtotheart,architectureanddesignofourtime.Globalinitsfocus,theMuseumisauniqueandvitalculturalresourcefortheSouthwest,servinglocalaudiencesaswellasvisitorsfromthroughouttheUnitedStatesandabroad.SMoCAhasfourgalleriesforshowcasingchangingexhibitionsandworksfromtheMuseum’scollection,alongwithSMoCALounge,afunctionalartinstallationandspaceforcommunityengagement.
Overarchinggoal:ToenhancethehighqualityandawarenessofScottsdaleMuseumofContemporaryArtthatwillresultinincreasedattendanceandgreaterrevenues‐bothearnedandcontributed.
StrategyA:Buildpartnershipswithotherorganizations‐localandregional‐tocollaborateonexhibitionsandprograms.Action:DeveloptravelingexhibitionstodriveearnedrevenueandincreasebrandawarenessofSMoCA.
How:PartnerwithorganizationsoutsideScottsdalethatwouldco‐sponsorandco‐branduniqueexhibitionstotravelthecountrytoothermuseums.
Who:SMoCAdirector,CEO,COF
When:PlansdevelopedbyDec.1,2015;implementationin2016/17
PerformanceCriteria:Successfulpartnershipwithoutsideorganizationson
travelingexhibitions
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StrategyB:PromotetheSMoCALoungeprogramtodriveawarenessandrevenue.Action:Incoordinationwithrentalsandmarketing,developaproposalforasustainableprogramofutilizationforSMoCALounge.
How:ExplorecreativewaysofutilizingtheLoungeforsocialevents,education/literarygatherings,corporatetrainingsessionsandcollaborativeeventswiththeCenterandPublicArt.
Who:SMoCAdirector,marketing,rentals,developmentdirectors
When:Nov.1,2015
PerformanceCriteria:IncreasedutilizationandnewprofitabilityoftheLounge
StrategyC:ShowcasetheSMoCApermanentcollectiontodriveawarenessoftheMuseumandencouragefutureartdonations.Action:DevelopaplantobetterutilizeandshowcasethevariousartgiventoSMoCA(e.g.artdonatedtoandownedbytheCityofScottsdale).
How:Onarotatingbasis,determinevenuesbothinsideandoutsideSMoCAthatmeetmuseumstandardsofconservationandsecuritythatcouldbeusedtobettershowcasethevariousartworksdonatedbypatronsovertheyears;investigatetheacquisitionofonlineportalsoftwaretoenabletheshowcasingoftheSMoCApermanentcollectionthroughdigitalmedia(alsotobeutilizedbySMoCAandPublicArttoshowcasepreviousandcurrentexhibitionsandinstallations).
Who:SMoCAdirector,COF
When:Dec.1,2015
PerformanceCriteria:IncreasednumberofSMoCApermanentcollection
showcasesin2016StrategyD:EnhanceandleveragetheeducationprogramswithintheMuseum.Action:Buildnewhigh‐qualityeducationalprogramsaroundtheMuseum’sexhibitionstopromotegreaterunderstandingoftheartforadultsandstudents.
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How:Furtherdevelopnewartisttalks,paneldiscussions,communitypanels,films,theatricalreadings,bookclubandspecialevents;buildanddiversifythedocentprogramtoworkmorefullywithvisitors.
Who:SMoCAdirector,education&outreachdirector
When:Nov.1,2015,andongoing
PerformanceCriteria:Increasednumberofeducationalactivities;increased
numberoftraineddocents;increasedattendanceatexhibitionsStrategyE:Establishafocusedoutreachefforttoattractthe“nextgeneration”toSMoCA.Action:Strengthenandexpandcurrentpartnershipswithlocalschoolsanddevelopinnovativesocialmediastrategiesforcommunication.
How:DevelopafeasibilityplantocreateacoregroupofteensfromtheCulturalConnectionsandVisionsprograms;workwiththemarketingteamtocreatenewsocialanddigitalmediaopportunitiestoattractyoungpeopletotheMuseum.
Who:SMoCAdirector,marketing&communicationsdirector,education&
outreachdirector
When:June1,2016
PerformanceCriteria:IncreasedattendanceandparticipationintheMuseumbystudentsandmillennials
StrategyF:BuildsupportgroupsforSMoCAtoincreaseattendanceandnetrevenue.Action:Enhancethemembershipprogramanddevelopaplanfortransformingitintoasupportgroup(s)fortheMuseum.
How:Inconjunctionwithdevelopmentandmembership,createaplanwithnewincentivesandbenefitstoattractdonorsandadvocatestotheMuseum;developnewinnovativemarketingstrategieswithanemphasisonsocial/digitalmediamechanisms.
Who:SMoCAdirector;development,marketingandmembershipdirectors
When:Jan.1,2016
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PerformanceCriteria:Increasedearnedandcontributedrevenues;increasedattendance
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GOALIX:SCOTTSDALEPUBLICARTPROGRAMMATICGOALSBackground/Rationale:ThemissionofScottsdalePublicArtistoserveasaleaderindefiningartinthepublicrealmthroughcreativeplace‐making,signatureculturalevents,exhibitionsandinstallations.Itspurposeistocontributetothecommunity’screative,culturalandeconomicvitality.Publicartbothcreatesandpreserveshistory.Itpromotesqualityplanninganddesign,andestablishesastrongsenseofplaceandauniqueidentityfortheCityofScottsdale.ItisamarketingandoutreachtoolfortheCity–administeredbytheScottsdalePublicArtstaffthroughtheScottsdaleCulturalCouncilforthebenefitoftheCity,itscitizensandourvisitors.Scottsdale’searlyfocusonpublicarthelpedestablishitsnationalreputation.Therearemorethan100worksofpublicartaroundtheCityinadditiontomorethan800portableworksfoundinCity‐ownedbuildings,sharingandpreservingtheCity’sculturalheritageforfuturegenerations.Recently,theshiftinfewercapitalprojectsandthebuild‐outoftheCityofScottsdalehasadverselyimpactedpublic‐artfunding.ScottsdalePublicArthasrecognizedthischangeandrespondedwithincreasedtemporaryprojectsandthedevelopmentofasignatureeventattheScottsdaleWaterfront.Thisbroadeningofpublicartbeyondacapital‐projectprogramhasbroughtanincreasedawarenessofhowcitiesgloballyusepublicarttodriveculturaltourismresultinginsignificanteconomicimpact.
Overarchinggoal:Toincreasetheresources‐bothpublicandprivate‐fortheadvancementofpublicartinScottsdalethatwillcontinuetoaddtothequalityoflifeforallcitizensandmaintaintheCity’snationalreputationasaleaderinpublicartandtheartsingeneral.
StrategyA:Investigatenewavenuesoffundingforpublicart.Action:Investigatetheformulationofabroad‐basedcommunitytaskforcetoformulateinnovativeideasforhowbesttoincreasepublicfundingofpermanentpublic‐artprojects.
How:Createataskforcetoexplorenewfundingsources,ordinancechangesandlonger‐termrevenuestreamsforpublicarttothebenefitofthecitizensofScottsdale.
Who:PublicArtdirector,CEO,COF
When:Jan.1,2016PerformanceCriteria:Establishmentofthetaskforce
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StrategyB:EnhanceandexpandCanalConvergenceasasignaturepublic‐artevent.Action:Utilizethe30thanniversaryofScottsdalePublicArttoshowcasetheCanalConvergenceevent.
How:Secureprivate‐sectorfunding,TourismDevelopmentCommissionfundingandcorporatesponsorshipstopromoteCanalConvergenceasamajorcommunitycelebrationandtourismevent.
Who:PublicArtdirector,developmentdirector,marketing&communications
director,CEO
When:Dec.1,2015;ongoingin2016
PerformanceCriteria:IncreasedprivateandpublicfundingforCanalConvergence30thanniversaryevent
StrategyC:Developnew/broaderpartnershipsandexpandmarketingfortemporaryartinitiativestoenhancetheawarenessofScottsdalePublicArt.Action:ExpandtheINFLUXinitiativeandothercross‐promotion,co‐commissionsandcoordinatingexhibitionswithotherCulturalCouncildivisions.
How:Buildcross‐promotionalcampaignofBruceMunroinstallations;increasevolumeofINFLUXinstallations;co‐hostInternationalSculptureConference;commissionnationalandinternationalartistsfortemporaryinstallations;expandonlineandprintedpublicityoftheentireScottsdalePublicArtcollection.
Who:PublicArtdirector,COF,marketing&communicationsdirector
When:Jan.1,2016,andongoing
PerformanceCriteria:Increasednumberofpartnershipsandco‐commissions;
increasedmediacoverageofprojectsStrategyD:Createamajoreducationinitiativeto(1)instillinouryouthanappreciationofpublicartanditscontributionto“qualityoflife”and(2)educateparentsabouttheimportanceofpublicarttotheeconomicvitalityoftheCityofScottsdale.Action:Developandintegrateapublic‐artcurriculumwithintheScottsdaleUnifiedSchoolDistrict.
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How:Createacurriculumwithteachingmaterialsforintroducingschoolchildrentopublicart;launchapilotprograminSupaiMiddleSchool;developacomplementaryonlinecurriculumwithteachertraining.
Who:PublicArtdirector,education&outreachdirector
When:InitialcurriculumdevelopedbySept.1,2015;pilotprograminMarch
2016;onlinecurriculumbyAug.1,2016
PerformanceCriteria:Successfullaunchandacceptanceofin‐schoolcurriculumandonlinecurriculum;increasedusagebynumberofparticipatingschools;successfulfundingofprogram
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GOALX:ASPIRATIONALIDEAS/GOALSBackground/Rationale:Thefocusofthisstrategicplanistocombinevisionandaction–accomplishingspecificgoalsandobjectivesinthenexttwoyearsthatcanbemeasuredandquantified.Additionally,wewanttokeepsightofourvarious“bigideas.”Theseaspirationalgoalsneedcontinuedworkandeffort,andaremorerealisticforfutureyearsbasedonrequirementsinresources,Cityparticipation,citizeninterestandthefutureeconomicenvironment.Thesegoalsarenotassociatedwithaspecifictimeframenordotheyhavespecificdetailsasinthepreviousgoals.Theyarepresentedinthespiritofthoughtfulfutureideasandplanning,andwillcontinuetoreceivetheattentionoftheCulturalCouncil’sboardsandmanagement.IDEAI:DEVELOPANINTERNATIONALDESTINATIONARTSFESTIVALCOORDINATEDBYSCOTTSDALECENTERFORTHEPERFORMINGARTS.ActionItems:
Completeaproposedstrategicandbusinessplaninformedbyresearchfromthetourismtaskforcemarketinganalysisandfundraisingfeasibilitystudies.
WorkwithSMoCAandPublicArttodevelopthefestival’sprogrammaticvision.
Developpartnershipswithkeystakeholders(e.g.,Convention&VisitorsBureau;MuseumoftheWest;etc.).
IDEAII:DEVELOPAREGULARLYSCHEDULEDWEEKENDENTERTAINMENTPROGRAMFORSMoCADURINGTHESUMMER.Actionitems:
IdentifythelogisticalimplicationsofrunninganentertainmentprogramwhentheMuseumhassummerexhibitions.
Developabusinessplantodetermineearned‐revenuepotential. Determineresources,vendorsandpartnershipsthatwouldbenecessaryfor
attendanceandrevenuesuccess.
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IDEAIII:CREATEASECONDARTSFESTIVALINTHEFALLTOBECOORDINATEDOFFSITEBYSMoCA.ActionItems:
Identifyapossibleoffsitelocation,suchasSkySong. Workwithstakeholdersoftheoffsitelocationtodetermineviabilityand
partnershipmodel. Createabusinessplanforthenewfestival.
IDEAIV:CREATEAREGULARLYSCHEDULEDEVENINGPROGRAMCOORDINATEDACROSSTHEENTIREARTSORGANIZATION.ActionItems:
Workwithalldivisionanddepartmentleaderstocreateaunique,campus‐wideprogramthatshowcasesallfacetsofthearts.
Developabudgetandidentifypossiblemechanismsforunderwriting,includingprivateand/orpublicfunds.
Determinethemosteffectivefrequencyofeventsatprogramlaunchandforsustainability.
Createaspecialmarketingprogramtopromotetheeventinbothtraditionalanddigitalmediaoutlets.
IDEAV:SUPPORTABROADBASED“QUALITY‐OF‐LIFE’INITIATIVETOSEEKAVOTEOFTHEPEOPLEONANINCREASEDSALESTAXEARMARKEDFORARTSANDCULTURESTATEWIDE.ActionItems:
Investigatethefeasibilityandadvisabilityofparticipatinginastatewideinitiativeforatime‐certain,minorsales‐taxincreaseearmarkedforartsandculturethatwouldincludeartsorganizations,libraries,botanicalgardens,DesertDiscoveryCenter,andotherculturalandeducationorganizations.
Researchothermajorcitiesinthecountrythathavesuccessfullyaccomplishedthisgoaltoprovideaguaranteedrevenuestreamforartsandculture.
ResearchtheimpactonincreasedeconomicdevelopmentfortheCity.
Approved by the Board of Trustees on 6-23-2015