Munson-Williams-Proctor Art Institute 2025 Strategic Planning

Page 1

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