Strategic Visioning

STRATEGIC VISIONING PROCESS

PURPOSE • Clarify a compelling 10-year vision • Identify near-term strategic priorities (1-2 years) • Agree on a business model best suited to MCVA’s aspirations and opportunities • Create a filter (set of criteria) for evaluating new ideas and opportunities • Engage and activate board, staff, and other core members of the McColl creative community

INPUT AND ENGAGEMENT Five Interactive Focus Group Sessions • Held in February and early March • Utilized creative activities to engage participants • Over 70 participants, consisting of artists, past and present board members, I.I. alumni, MCVA staff, friends of MCVA and contemporaries • Each session focused on a key topic area: - Programs (2 sessions) - Innovation Institute - External Relations - Business Model Sixteen Personal Interviews of Key Stakeholders conducted by Suzanne Fetscher and Bob Bertges Messages include: • Be the most important voice for contemporary art in our region and beyond.

• Artist development is the core.

• Grow thoughtfully and carefully.

• Maintain quality of the experience.

• Use partnerships to grow programs, donor base, exhibits • Attract young people Online Survey sent to 500+ to MCVA Community • 70+ responses received • Themes Include: - Be a leader and a hub for art and artists - Connect/partner outside the building - Maintain and strengthen quality of the experience - Touch more people and more groups

STRATEGIC VISIONING PROCESS

BOARD RETREAT // March 22, 2011 • Review / evaluate input gained thus far • Identify the core elements of 10 year vision • Identify near-term opportunities and challenges

DRAFT VISION AND STRATEGIC PLAN VISION ELEMENTS A Creative Hub (Nexus) • Impact beyond building • Recognized as a leading voice for the arts at local, regional, national level • Expanding networks • Accessible (building, network, web) • Diverse and inclusive Art and Artists are the Core • Highest quality artists • Highest quality experience • Renowned AIR Innovative, High-Impact Partnerships • Well-chosen Collaborations • Spheres of Influence Quality/Integrity of Transformational Experience • Value comes through experience (vs. artifacts) • Our stories are visible, known Audience/Community Engagement • Vitality of connections between artists and community • Passionate fan base • Beyond the building, the brand “floats” • Strategic use of technology Stability / Sustainability • Solid financial base • Balance of spendable endowment money, earned revenue, and funds raised STRATEGIC VISIONING PROCESS

STRATEGIC PRIORITIES // 2-3 YEARS Solidify and strengthen core AIR Program • Maintain/strengthen “Top 3” status • Evaluate impact and improvement opportunities • How to measure quality of program?

Commit to “spheres of influence” (SOI) model • AIR is core • Portfolio of programs and partnerships • Low cost experimentation with new projects/partners • Spheres expand based on meeting specific filter criteria • Define best internal operating model to deliver programs Invest in and Reposition Innovation Institute • Offsite space • Shared operations / COO • Non-governing advisory board – focus on business development • Flexible branding, depending on purpose/audience • Prove and refine model (esp. w/custom market) over 1-2 years • Expectation of long-term, annual return on investment—2014 and beyond Stabilize Financial Base • Move toward balanced revenue model (1/3, 1/3, 1/3) • Explore and initiate campaign to expand endowment (to one day provide 1/3 of revenue) • Earned revenue strategy (to get to 1/3 or revenue) • Optimize annual fundraising approach including Board commitments (what is best use of resources and outcomes here?)

• Hold relative expense base steady through 2014 • Reserve goal • Evaluate current/planned/future initiatives against filter

STRATEGIC VISIONING PROCESS

STRATEGIC PRIORITIES // 2-3 YEARS continued...

Define and Implement an Engagement Model • Refine story and outreach approach • Technology outreach strategy • Goal is to widen and deepen audience impact and fan base • Create, emphasize and communicate the experience Elevate MCVA Profile as a “Leading Voice/Hub” • Encourage national impact and reach of new and maturing spheres • Tie to endowment campaign • Strategic use of technology Resolve Physical Space and Future Needs • Improve accessibility and image • Future space needs • Creative campus concept Shape and Activate Board to Align with 10 Year Vision

STRATEGIC VISIONING PROCESS

OPPORTUNITY FILTER The following questions will be used to compare and contrast new and current ideas and opportunities for investment of MCVA resources, time, and energy. During the summer of 2012, we will apply these questions to currently planned initiatives as a way of (a) evaluating our program priorities, and (b) refining this tool.

PHASE ONE FILTER What is the proposed opportunity’s . . .

Impact on our Mission?

• Advancing the artist • Advancing art and artists in the community Impact on our Resources?

• Staff • Board • Cost and Revenue • Space Impact/Relevance on our Community (market)?

• Funders • Artists • Audience

STRATEGIC VISIONING PROCESS

OPPORTUNITY FILTER

continued...

PHASE TWO FILTERS A Creative Hub (Nexus) • How will it contribute to the Center as a creative hub?

• Will it measurably increase our profile and visibility? Where?

• How will it adhere to and enhance our brand?

Art and Artists are the Core • How will it advance/stretch/develop the artist?

Innovative, High-Impact Partnerships • How will it expand our sphere of influence?

• What is the degree and depth of collaboration?

• How strong is the fit between MCVA and partner capabilities?

• Is the potential partner able to work well with MCVA? Quality/Integrity of Transformational Experience • Can we deliver a quality experience?

Audience/Community Engagement • Are we fulfilling a clear and compelling community (market) need?

• Who will be positively impacted and how?

• Will this measurably increase audience engagement?

Stability / Sustainability • Is it funded?

• Can we raise funds for it?

• • • • •

What board resources will be needed?

Is there future revenue potential?

Does it align with our current operating capabilities?

How does it affect existing programs?

How simple vs. complex will it be to manage?

STRATEGIC VISIONING PROCESS

BUSINESS MODEL Shift revenue mix from current heavy reliance (80%) on annual raised revenue to a balanced mix: • 1/3 Earned Revenue: each sphere has potential to create earned revenue • 1/3 Annual Raised Revenue: cause-driven fundraising around specific spheres or programs • 1/3 Endowment Revenue: to support the core of MCVA; create endowments around particular spheres where possible.

Delivery model built around “spheres of influence” framework.

• Makes use of Artists and AIR to expand market relevance and impact.

• Partnerships will allow us to “play bigger than we are.”

• A portfolio of opportunities and programs, each focused on a distinct community need, featuring specific partnership(s), and subject to growth or decline based on market relevance.

• “Spheres” or programs move through various life cycles: Sparks of genius - the core of McColl is a “petri dish” of ideas and opportunities Incubation – ideas are shaped and explored in a supportive environment Growth and Invest – based on a set of clear criteria (see “Filter”), certain ideas are deemed worthy of investment and focused support.

Maturity – some ideas may grow into sizable entities, requiring decisions about how to fully optimize growth and impact.

STRATEGIC VISIONING PROCESS