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

Approved by the Board of Trustees on 6-23-2015

ScottsdaleCulturalCouncilStrategicPlan2015 June23,2015

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

isdependentuponadequateresourcesfromboththeCityandtheprivatesector.Thestrategicplanisintendedtobea“livingdocument”–flexible,adaptableandabletotakeadvantageofopportunisticdevelopmentsfromyeartoyear.InthewordsofHerbKelleher,formerchairmanandCEOofSouthwestAirlines:“Wehaveastrategicplan–it’scalled‘doingthings’.”OurultimateobjectiveistoaccomplishsomethingofsignificanceeachandeveryyearasweservethecitizensofScottsdaleanditsmanyvisitors.

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

“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.

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

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.

How:ExpandresidencyprogramofferingsinScottsdaleschooldistrictsbyutilizingvisitingartistsundercontractforin‐schoolappearances;expandprofessionaldevelopmentforteachersthroughworkshopsandonlineclassestopromoteusingtheartsacrossthecurriculum.

Who:Education&outreachdirector,CEO

When:2016/17

PerformanceCriteria:Increasednumberofin‐schoolparticipationbyartists;

increasedparticipationbyteachersinarts‐relatedprograms

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

PerformanceCriteria:Staffcapabilityestablishedandoperatingundernewsoftwareplatform;earnedandcontributedrevenuesfromenhancedonlinecapabilityincreased

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

StrategyC:Addressshort‐termimmediateservicedeficienciesassociatedwithScottsdaleCenterforthePerformingArts.Action:Duringperformances,developmechanismstoeliminateasmuchaspossiblethelonglinesatintermissionforrefreshments;publicizeandoperatetheCatwalkLoungewithconsistenthoursofoperationandhigherqualityrefreshments.

How:Re‐designrefreshmentlocations(s)tobemoreergonomicandconducivetoefficientservice;enhancetheexperienceoftheCatwalkLoungewithregularoperatinghoursforallperformanceswithhigher‐qualitybeverageselection.

Who:Supervisorsofcoreservices,marketing&communicationsdirector,COF

When:Ongoing

PerformanceCriteria:Adeclineincustomercomplaintsandanincreasein

positivecommentsinouronlinesurveysresultinginincreasedrevenue

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.

Who:HRmanager,COF,divisionleaders,managersandsupervisors

When:TrainingprogramplancompletedbySept.1,2015;lunch’nlearntraininginitiatedbyOct.1,2015;designationandimplementationofonlinecoursesbyJan.1,2016

PerformanceCriteria:Developmentofatrainingprogramplan;creationand

implementationofanemployeesurveyasameasurementtoolforemployeeengagementandexcellenceinorganizationalculture

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.

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

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

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.

How:Createacomprehensiveprospectlistanddevelopplansforaclassicalmusicseriesincludingaprogram,eventschedule,feeandbenefitsstructure,budgetandimplementationtimeline,promotionalmaterialsandmarketingplan.

Who:Centerdirector,developmentdirector,CEO

When:2016/17

PerformanceCriteria:Program/eventslaunchedandattendanceandrevenue

measured

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.

How:Cultivatebusinessrelationshipswithregionalandnationalpromoterstoconsiderco‐promotingartistsandeventsforthepurposeofgeneratingearnedrevenueinlargerandmorediversevenues.

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.

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.

When:PlancompletedbyJan.1,2016;serieslaunchedin2016/17(dependent

onthenecessaryrenovationsbeingcompleted)

PerformanceCriteria:Increasednumberofcabaretperformances;positivefinancialcontribution(earnedand/orcontributedrevenue)

StrategyG:IncreasetheutilizationoftheDaytonFowlerGrafmanAtriumwithintheCenterforspecialevents,rentalsandcommunityactivities.Action:FixtheacousticalissueintheAtrium.

How:SecurefundingfromtheCity(requested)toimprovetheAtriumacoustics;developatargetedmarketingplanaroundtheutilizationofthisspace.

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.

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.

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

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.

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

PerformanceCriteria:Increasedearnedandcontributedrevenues;increasedattendance

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

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.

How:Createacurriculumwithteachingmaterialsforintroducingschoolchildrentopublicart;launchapilotprograminSupaiMiddleSchool;developacomplementaryonlinecurriculumwithteachertraining.

Who:PublicArtdirector,education&outreachdirector

When:InitialcurriculumdevelopedbySept.1,2015;pilotprograminMarch

2016;onlinecurriculumbyAug.1,2016

PerformanceCriteria:Successfullaunchandacceptanceofin‐schoolcurriculumandonlinecurriculum;increasedusagebynumberofparticipatingschools;successfulfundingofprogram

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.

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.

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