2 20 5
MWP
2 20 5
MWP
E M B O L D E N T H E P R E S E N T, PAV E T H E WAY F O R T H E F U T U R E
The arts transform lives
M
unson-Williams-Proctor Arts
We met with our coworkers, analyzed data
Institute was founded in 1919 as
on past performance, explored regional and
a fine arts center dedicated to
national trends, spoke with MWPAI committee
reaching a national audience and to serving
members, and drew inspiration from our peers
the region through three divisions—a Museum
across the country. The Board of Trustees held
of Art, a School of Art, and a Performing Arts
a strategic planning retreat, formed a strategic
program. Our founding families believed in the
planning steering committee, met with the
transformational effect of the arts and in the
staff committee, and worked with Mr. Vogl.
importance of a civic institution that made arts-based experiences available to the entire
MWP 2025 is a living document. Each year,
community. Now, as we celebrate our first 100
trustees, board committees, and department
years, the Board of Trustees and the staff and
heads will evaluate progress and set and
faculty are sharing their vision and commitment
refine goals to keep us moving forward. As
and laying the foundation for the next 100 years.
always, input from the public, members, students, alumni, and patrons is invaluable.
The arts transform lives. Experiences on the
Never hesitate to let us know how we are
MWPAI campus—in our Museum galleries,
doing or to share your ideas.
auditorium, and our Community Arts and PrattMWP classrooms and studios—
By seeking new opportunities, by harnessing
demonstrate the power of art to inspire
the energy of our dynamic and creative staff
awe, empathy, or reflection; to relate stories;
and through our renowned art collections
to help us think critically; and even to call
and distinguished teaching facilities, we will
us to action. Authentic experiences with the
strengthen and enrich MWPAI to ensure
arts enhance our quality of life and offer
that it is prepared for the next 100 years.
all visitors—from community members and
As envisioned by our founders, MWPAI
schoolchildren to international travelers—
will fulfill its mission and continue to help
shared human experiences.
people and our community to flourish.
The methodology of this strategic plan
This plan, approved by the Board of Trustees
considered all aspects of MWPAI. In late
in August 2019, outlines an ambitious vision
summer 2018, we engaged with consultant
for the future and provides a blueprint for
Marc Vogl, who initiated a series of community
innovative new opportunities and deeper
focus groups to gather valuable input and
community participation. All of us look
congregated statistical data to lay the
forward to engaging with our members,
foundation for decision making and evaluation.
students, volunteers, supporters, visitors,
An interdivisional staff strategic planning
and community and to welcoming you
team worked on the plan for nearly a year.
and your families on our campus.
Anna Tobin D’Ambrosio President and CEO
1
OUR
MISSION To create transformational arts experiences that cultivate curiosity and creativity, enlighten, educate, and inspire. MUSEUM OF ART SCHOOL OF ART PERFORMING ARTS
2
3
OUR
VALUES ARTS ARE ESSENTIAL MWPAI is the steward of a great cultural resource that we enrich and preserve. We believe in the power of the arts to serve our entire community and see our art collection, programs, and classes as offering essential experiences that inspire personal and cultural transformation.
COMMUNITY ENRICHMENT MWPAI connects people with the arts to enrich lives, encourage creativity, and offer opportunities to enhance cultural understanding. Through dynamic and thoughtprovoking programs, we bring individuals together and make the arts accessible to all segments of our community. We continue to be a leader in the arts, serving as the cultural heart of Utica and reaching audiences well beyond our community.
COMMITMENT TO EXCELLENCE MWPAI staff and faculty serve the public in a welcoming, inclusive, and exemplary manner through authentic artsbased experiences in Museum galleries and through education, the performing arts, and collaborations. We make each person’s experience on our campus—from visitors to students to staff—positive and exceptional.
4
5
2 20 5
MWP
EXECUTIVE SUMMARY
EMBOLDEN THE PRESENT, PAVE THE WAY FOR THE FUTURE
6
STRATEGIC
GOALS
I.
EXCEPTIONAL EXPERIENCES
MWPAI will provide exceptional experiences that ignite curiosity and creativity and highlight MWPAI as a premier arts organization. Our efforts will result in campus spaces that are accessible and encourage visitor engagement and community participation. Innovative, collaborative programs will reach new audiences and we will increase participation with current participants and students. TO CREATE EXCEPTIONAL EXPERIENCES, WE WILL: • Generate a campus masterplan that outlines strategies for a visibly well-defined, welcoming, and integrated campus and that leverages MWPAI’s unique energy and opportunities to enhance superior visitor and student experiences; • Utilize our talented and creative staff and excellent facilities to offer transformative visitor- and student- centric experiences with the arts through a menu of creative and exciting programs; and • Continue our dedication to superior customer service in all we do.
7
8
II.
COMMUNITY ENGAGEMENT
MWPAI will engage new and existing constituencies by cultivating deeper community connections in the greater Mohawk Valley. We will be an even more welcoming and inclusive organization. MWPAI’s membership will better reflect our community, including young and diverse participants. Our external marketing and communication strategies will enable us to reach a broader audience. Using community advisory councils and focus groups, MWPAI’s new programmatic partnerships will enhance our connections to civic, artsbased, educational, and public organizations. TO ENHANCE OUR COMMUNITY ENGAGEMENT, WE WILL: • Seek a vibrant, recognizable Institute brand that: raises the organization’s national profile; inspires MWPAI patrons, supporters, students, staff, and regional community members; drives overall participation; and encompasses all that MWPAI offers; • Enliven and strengthen MWPAI programs through community input and partnerships; • Pursue stronger public participation across campus, especially among our immediate neighborhood and younger constituents; • Foster deeper relationships with current, future, and past members; volunteers; and students and alumni; and • Connect better with our community through an increase in cultural competency and diversification of the staff, faculty, volunteers, and Board of Trustees.
9
10
III.
STRENGTHEN & BUILD CAPACITY
MWPAI will ensure that it has the resources it needs to be financially strong and flexible to support investments in new opportunities and recruit and retain talented and diverse personnel. Building attendance and making MWPAI even more relevant to a larger population will lead to increased membership and greater financial support from sponsors and the community. The core of the organization’s strength is its staff, and MWPAI will be a leader in recruiting and nurturing talent. All staff members will feel part of an organization that is committed to them and that exists to utilize the arts to inspire and engage. TO ENSURE MWPAI’S PERMANENCY AND EFFECTIVENESS, WE WILL: • Increase and diversify revenue sources; • Work diligently to significantly reduce deferred
maintenance projects and develop a maintenance
program that manages remaining and future projects; and
• Continue to recognize employees as our greatest
asset. We will work with staff and faculty to create
opportunities for growth in an energetic, supportive,
professional, and enjoyable team environment.
11
2 20 5
MWP
E M B O L D E N T H E P R E S E N T, PAV E T H E WAY F O R T H E F U T U R E
12
Photo by Sylvia de Swaan
2 0 2 5
MWP 310 GENESEE STREET
|
U T I C A , N E W YO R K 1 3 5 0 2
|
3 1 5 . 7 9 7. 0 0 0 0
|
mwpai.org