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GPAC Strategic Plan at a glance

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Our Goals

Goal 2:

Goal 1:

Enhance the capacity, efficiency, and effectiveness of the arts and culture community.

Increase visibility and support of the arts.

Goal 3:

Goal 4:

Create an environment and opportunities that are supportive of individual artists.

Serve as a model organization that incorporates best practices, increases efficiency, and ensures sustainability.

Seek opportunities to learn about and incorporate new ideas and best practices that create increased efficiency and effectiveness.

Our Objectives Increase understanding among the greater community of the value and impact of arts and culture in our region.

Increase and clarify GPAC’s capacity building and professional development programming.

Increase programs, services, and support for artists and independent artist collectives.

Key Strategies: • Leverage the 2013 Americans for the Arts (and other arts conventions to promote Pittsburgh as a great arts city. • Test messaging about the value of the arts with local business leaders and elected officials, and utilize learning to build relationships with them. • Determine the viability of a full-featured, online regional events calendar. • Gather and share stories of arts programs and projects in the region in order to demonstrate the impact of the arts in general and of GPAC. • Continue to broaden relationships through the Office of Public Art.

Key Strategies: • Continue to assess needs, develop programs, and experiment with models (best practices and innovative practices) for program delivery (i.e. workshops, consulting, shared services, etc.) • Reinvigorate GPAC’s workshop programming • Build and support natural peer groups (i.e. development peers, marketing peers, genre groups, etc.) • Increase strategic partnerships to broaden services and minimize duplication. • Continue developing the Increasing Accessibility in Pittsburgh Arts initiative. • Develop resources to assist start-ups and very small organizations. • Continue to offer Office of Public Art technical assistance to the public and private sectors.

Key Strategies: • Identify gaps in the current support structure for artists at all stages of their careers, and address those gaps with new programs or partnerships. • Increase attention to and relationship-building with artist community by formalizing a part-time “Artist Relations” position that helps to connect artists to the resources that can support them. • Develop an artist advisory committee to gain input and feedback on needs, ideas, and programs. • Continue Art on the Walls program to promote local artists and the sale of their work. Investigate opportunities for expansion. • Consider developing a fiscal sponsorship program OR persuade local funders to create/broaden their current fiscal sponsorship models. • Update the Pittsburgh Artist Registry and launch Pittsburgh Art Places.

Work with statewide leadership toward a more efficient, stable state funding model that delivers increased funding and includes a broader definition of arts and culture. Key Strategies: • Continue to develop relationships with other agencies and build a statewide coalition. • Increase presence in Harrisburg. • Seek new opportunities to strengthen relationships with state elected officials such as a statewide advocacy day.

Seek new and increased avenues of financial support for the regional arts sector. Key Strategies: • Pursue a second Pittsburgh is Art Day of Giving (October 2013). • Seek additional funding to increase the dollars available for art projects and operating expenses. • Investigate opportunities to increase RAD funding to arts and culture.

Conduct meaningful research that describes the arts sector and promotes its value in the Pittsburgh region. Key Strategies: • Take advantage of data available in the Cultural Data Project and Pittsburgh Arts Community Database. • Recommend clear, actionable changes or additions to: • the regional arts support structure (GPAC’s programs, foundations, service organizations, etc.) and/or • the strategies that artists or organizations utilize to achieve their goals. • Clearly communicate results of research to the arts and culture community.


Grow our membership. Key Strategies: • Increase GPAC member benefits. • Improve communication about membership and its benefits. • Better define GPAC’s service area and strengthen relationships with organizations and artists in the counties surrounding Allegheny County. • Continue to build recognition of the GPAC brand and particularly how GPAC is distinct from other entities.

Continue evolution of audience development programs that increase arts audiences.

Increase visibility of resources for artists and independent artist collectives through clear communications. Key Strategies: • Increase promotion of GPAC’s programs, funding, and services for artists. • Take a leadership role in consolidating, housing, and distributing information about the array of resources and opportunities available to artists in the region.

Key Strategies: • Continue to participate in industry-wide service organizations such as Americans for the Arts, the United States Urban Arts Federation, the Association of Performing Arts Service Organizations, etc. • Build shared learning opportunities into programs where possible. • Build annual plan, and monitor and report progress with staff and board. • Update, expand, and implement our diversity and inclusion plan.

Achieve balanced funding sources and build appropriate cash reserves. Key Strategies: • Build cash reserve to maintain at least three full months of operations. • Diversify funding sources from foundations, individuals and business community. • Investigate opportunities for new sources of earned income. • Build partnership relationships with place-based funders. I.e. Our data sources can help inform their strategies or help to evaluate the impact of their funding. • Continue recruitment plan of new board members from business community. • Continue to develop accountability processes to meet goals at the staff, committee, and board levels.

Key Strategies: • Plan for and execute a transition of GPAC’s ticketing program into assistance with technology such as Customer Relationship Management systems. • Build participation in Pittsburgh Arts Community Database • Develop and execute an exit strategy for the ProArtsTickets centralized ticketing service.

Increased public involvement in and support of arts and culture.

Sustainable organizations and artists that produce high-quality, diverse arts.

Economic development and high quality of life for all in the Pittsburgh region.

GPAC Strategic Plan At a Glance  
GPAC Strategic Plan At a Glance  

View our 2012 Strategic Plan