MAH 2026 by Santa Cruz Museum of Art & History

SANTA CRUZ MUSEUM OF ART & HISTORY

STRATEGIC PLAN 2021–2026

Contents Director’s Foreword................................................... 02 Executive Summary................................................... 05 Plan Framework............................................................. 22 Strategy #1: Increase Engagement & Retention................. 26 Strategy #2: Deepen Relationships & Collaboration....... 30 Strategy #3: Build Resilience & Capacity.................................. 34

Addenda................................................................................. 37

SANTA CRUZ MUSEUM OF ART & HISTORY

Director’s Foreword “To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.” —Henri Bergson Museums are in many ways centers for

• Innovation is vital to making effective

community. They provide knowledge and

and practical use of change. It is the

inspiration, while also connecting us to

great what if factor in decision-making

one another. They are the places people

that helps keep us moving forward

turn for information, learning, and

abreast of turbulent and constantly

enjoyment. They stimulate creativity and

changing times.

promote cultural vibrancy, which in turn drives economic success. As caretakers of the past, museums offer the foundation for a community’s vision for the future. Today, there is a global transformation underway within the museum sector that represents extraordinary possibilities. Strategies that couple new socio-economic models with powerful, far-reaching technologies are transforming the way we as cultural practitioners do business. These monumental shifts are being driven

• Sustainability is the manifestation of health, smart growth, and a commitment to diversity. Change and innovation are key to achieving it. This trinity of objectives for meaningful institutional, economic, and social progress represents our most sought-after attributes, shaping how we reimagine the museum experience. The MAH’s transformation will be built on the strong foundation of our last 25 years, while acknowledging the need to grow and change, and to think

by three pillars:

differently about the old ways and means.

• Change is the key factor in achieving

Robb Woulfe Executive Director Santa Cruz Museum of Art & History

organizational goals. Without change there can be no progress.

STRATEGIC PLAN 2021–2026

Executive Summary The Santa Cruz Museum of Art & History

expanding free programming in the public

(MAH) is pleased to introduce MAH 2026,

space immediately outside the museum;

a strategic plan for 2021-2026 that will

and 3) identifying additional opportunities

serve as a roadmap for our organization’s

for engagement beyond the museum’s

continued growth over the next five years.

downtown footprint. By the end of the

The culmination of a process begun in

plan period, we had achieved or exceeded

late 2020, it builds on past plans while

many of our ambitious targets. We

responding to current economic conditions

successfully renovated and opened

and positions the museum for future,

Abbott Square, reworked our operating

ongoing success.

and program models, built up our financial independence, and furthered our commitment to engaging with our diverse

Background

local community.

In 2015, the MAH wrote and adopted a theory of change—a logic model that laid a path for specific actions that would help

MAH 2026

us achieve our engagement goals of being

In 2020, with a new leadership team in

relevant, sustainable, bridging,

place and an institution in the midst

participatory, and igniting. Guided by this

of a pandemic crisis that would force the

framework, the museum sparked new and

museum’s physical closure for more than a

deeper relationships in the community.

year, the MAH launched a planning process to help guide its recovery and resilience

Shortly after, the MAH developed a three-year plan (2017–2019) based on our theory of change that identified a number of strategic priorities. These included: 1) maximizing the quality of experience

over the next five years. In mid-2021, at the conclusion of more than nine months of work, our board of trustees voted to approve the organization’s next strategic plan.

inside the museum; 2) launching and

SANTA CRUZ MUSEUM OF ART & HISTORY

Titled MAH 2026, this new plan expands on our proud 25-year history as a center for the intersection of art, history, and civic life. It builds on what we have learned, from our successes to our setbacks. In some places it continues our efforts to maintain and improve upon the standards of excellence in exhibitions, programs, collections, and publications. In others, it outlines new initiatives to advance and deepen our impact on individual lives, improve the wellbeing of our community, and ensure equity and vitality through diversity and inclusivity. It strives to set the MAH on a stronger financial and organizational course, increase our base of support, and strengthen our staff and governance. Like all strategic plans, ours aligns ambitions and resources. It seeks to balance aspirational programming with fiscal sustainability and

prioritizes experimentation with new models of engagement and growth. Each of the MAH’s new strategies has a series of measurable goals and time-based initiatives that are supported by specific tactics and actions, all of which will be integrated across the museum to ensure interdepartmental synergy and coordination. Some actions have begun; some are continuations of ongoing work; others are in the planning phases; and still others are geared for the future. MAH 2026 is a living document, designed to be flexible and allow for agility. Each year, we will revisit the plan to evaluate our progress and use that assessment to develop annual work plans and budgets for board approval. While this plan will inform and guide our work, we will also remain nimble to take advantage of new opportunities and changing conditions.

STRATEGIC PLAN 2021–2026

Approach & Process To develop the plan, the MAH formed a strategic planning committee under the guidance of our board of trustees with representatives from each of the board’s standing committees— Development, Finance, Nominations, and DEIA—along with executive leadership. Team members included: Ray Cancino, Freny Cooper, Jose Gonzalez, Anni Lai, Serena Rivera, Ashley Spencer, and Robb Woulfe. The committee met regularly to share findings, discuss and debate recommendations, and summarize results, referencing best practices in strategic planning from both non-profit and for-profit environments. It regularly provided updates to and sought feedback from the full board and staff.

The key deliverables of this process included: clarifying and sharpening the MAH’s vision and mission; articulating the institution’s core values; identifying major strategies for the organization; setting goals; defining initiatives and metrics; and developing short, medium, and long-term action plans. The MAH’s board of trustees approved and adopted this new strategic plan on May 17, 2021. Going forward, the strategic planning committee will review the ﬁve-year plan annually for necessary revisions based on changing market conditions. During the first phase of planning, the committee discussed critical issues for the MAH, taking into consideration the external environment, industry and societal trends, consumer behavior, changing demographics, and the distinctive attributes and character of the organization. We reviewed the MAH’s existing planning documents along with notes, survey data, and other input material from previous strategy sessions and reports, and agreed on definitions for each step of the planning process.

Plan Overview Our vision is to ignite shared experiences and unexpected connections that enrich our community, accomplished by a mission to bring people together through art and local history to explore our diverse cultures. The MAH embraces five core values: 1) engagement and collaboration; 2) diversity, equity, inclusion, and accessibility; 3) innovation and experimentation; 4) excellence and rigor; and 5) accountability, integrity, and responsibility.

For the second half of the work, we used principles from the MAH’s existing theory of change to identify institutional priorities and discuss tactical considerations to ensure strong leadership, operational excellence, and growth of the organization. Specific topics that shaped the group’s thinking included: the importance of diversity, inclusion, and belonging; the dominance of technology and media in mainstream culture; increased competition for leisure time; changes in philanthropic giving; and the need for stronger, more sustainable financial models.

Our major strategies are to increase engagement and retention through innovative and timetested programs that attract audiences, engage community, and spark connections; deepen relationships and collaboration through mutually beneficial partnerships that leverage resources and expertise to benefit the public; and build resilience and capacity through streamlined practices in all areas of management and operations. With organizational learning as a core operating tenet, we rely on data-based decision-making

SANTA CRUZ MUSEUM OF ART & HISTORY

and measurable methodologies to

collections, and publications. By harnessing

improve, extend, and increase the impact

our institutional expertise, we will produce

of MAH experiences, while continuing to

content that is compelling, relevant, and

embrace the experimentation, risk-taking,

engaging to all segments of our community.

inventiveness, and reflection the MAH is

The MAH will share its stories across

known for.

multiple platforms—offering indoor, outdoor, online, and offsite programming

Major Strategies This plan sets forth three overarching strategies that honor the MAH’s exemplary past and advance its vision and mission, providing direction for the plan’s implementation and a framework for the organization’s activities in the coming years.

Increase Engagement & Retention (Programs) Cultural activities help build social capital, community cohesion, and active citizenship. The MAH is a forward-thinking museum known for its exhibitions, programs, STRATEGIC PLAN 2021–2026

that is thought-provoking for participants, and will encourage them to return to our spaces often to see and learn more.

Deepen Relationships & Collaboration (People) Over the years the MAH has developed and nurtured a dedicated following of members, guests, donors, and friends. To fully engage with these stakeholders, we will work to increase partner ownership and satisfaction, while building and improving our own cultural competence. Bringing multiple voices and perspectives

to the MAH experience, we will organize

increase its value to our audiences and cultivate

programs that are co-created with diverse

loyalty that will support the museum’s

participants, mobilize shared expertise and

sustainability through a variety of important

resources, and prioritize relationships that

measures, including attendance, advocacy, and

foster mutual growth and support.

earned and contributed revenue. This will be

Build Resilience & Capacity (Practices) By offering opportunities for original, meaningful, and quality content and strengthening alliances with existing and new partners, the MAH will

supported through an entrepreneurial culture that leverages technology, rewards innovation, and invents new business models to help us extend our reach and have greater impact.

PROGRAMS

Increase engagement & retention

MISSION Bring people together through art and local history to explore our diverse cultures

PEOPLE

PRACTICES

Deepen relationships & collaboration

Build resilence & capacity

SANTA CRUZ MUSEUM OF ART & HISTORY

Key Initiatives To increase engagement and retention, we will: • Study audience preferences and motivation • Increase virtual presence and reach • Integrate exhibits and programs into multiple platforms

To deepen relationships and collaboration, we will: • Develop a partner evaluation tool • Evaluate partners; prioritize; and establish a partnership plan • Ensure our organization has the cultural competence to successfully work

with a diverse range of stakeholders

To build resilience and capacity, we will: • Create financial projections that are more in line with industry benchmarks • Review organizational structure to meet changing demands and align with strategic priorities • Increase financial stability through an expanded portfolio of revenuegenerating mechanisms

STRATEGIC PLAN 2021–2026

Tactical Steps & Milestones Actions for studying audience preferences and motivation: • Update survey and evaluation tools to capture deeper demographic, relational, and experiential information • Conduct research and listening sessions to identify key community interests, needs and priorities, as well as perceptions of and barriers to visiting the museum • Gather input through community forums on programs, content, and delivery methods • Implement best practices in CRM methodology to enhance data-driven decision making • Update membership tiers to offer greater value and be more streamlined

Actions for increasing virtual presence and reach: • Use new digital and media platforms for storytelling (e.g., Clubhouse, Twitch, etc.) • Capitalize on new technologies to enhance or amplify content (e.g., embedded video, audio, or interactive components) • Make content sharable, empowering the public to appropriate, transform, and reinterpret it • Showcase MAH’s permanent collection and select archival materials online

Actions for integrating exhibits and programs into multiple platforms: • Launch biennial festival series (indoor, outdoor, and online) • Create temporary public art projects in civic spaces • Present limited series of multidisciplinary events (onsite and offsite) • Develop alternative and experimental installations, pop-ups, and interactive programs • Introduce a new research-based artist residency program • Provide a framework for long-term content planning, development, and evaluation

Actions for developing a partner evaluation tool: • Group partners by category: Government/University, Community, Corporate, and Foundations • Create a matrix to measure partners using a multi-criteria decision analysis approach • Establish a set of benefit criteria against which all partners will be assessed, including access, brand, asset-sharing, risk-sharing, funding and available resources • Develop a scoring and weighting methodology SANTA CRUZ MUSEUM OF ART & HISTORY

Actions for evaluating partners; prioritizing; and establishing a partnership plan: • Evaluate current or potential partners based on parameters from Initiative #1 and review with cross-departmental group • Identify up to 6 partners as Core Partners • Identify up to 8 partners as Sustaining Partners • Develop opportunities and activities for each partnership tier, utilizing less resource-intensive approaches for Supporting Partners

Actions for ensuring our organization has the cultural competence to successfully work with a diverse range of stakeholders: • Develop a cross-functional resource team to support and help drive plan initiatives • Build a learning platform and commit to ongoing DEIA education and training for all board, staff, and select partners throughout the plan years • Prioritize message of inclusivity and belonging within all exhibitions, programming, and institutional communications • Promote a sense of ownership to identiﬁed collaborators and communities

• Deliver programs and services that meet diverse social, linguistic, and cultural needs

Actions for creating financial projections that are more in line with industry benchmarks: • Research allocations for spending in similar institutions • Develop FY22 budget with moderately revised allocations • Prepare a 5-year pro forma that eventually achieves targeted allocations

STRATEGIC PLAN 2021–2026

Actions for reviewing organizational structure to meet changing demands and align with strategic priorities: • Identify institution’s talent and competency needs • Review compensation and benefit plans; compare to like institutions • Continue to outsource non-core functions • Assess needs infrastructure and technology improvements • Develop succession plans for senior management and key roles • Expand and enhance internal opportunities for leadership and advancement

Actions for increasing financial stability through expanded portfolio of revenuegenerating mechanisms: • Create a plan with more frequent events that provide opportunities for fundraising • Update donation framework to include stock, planned gifts, and other contributions • Revise sponsorship program to provide more assets and greater value • Build out a robust pipeline of grant applications • Upgrade event spaces for expanded, ﬂexible use and to extend venue rental program • Introduce a touring/on-loan exhibition program featuring MAH content and toolkit SANTA CRUZ MUSEUM OF ART & HISTORY

Outcomes & Successes Chief indicators of success for increasing engagement and retention: Increase website visitation and engagement by 100% Increase number of followers and level of engagement on social media by 100% Increase number of e-subscribers by 50% and engagement level by 20% Increase number of new paid memberships by 100% Increase membership renewal rate to 65% Increase number of paid museum visitors (non-members) by 50% Increase membership conversion rate by 50% Increase average museum visits per year, per guest by 20% Chief indicators of success for deepening relationships and collaboration: Prioritize mutually beneficial relationships based on tangible and intangible benefits to both parties

Increase the satisfaction of partners on critical success factors identified in our partner plan Maximize return on investment of partnership program through the lens of shared value creation and sustainability Chief indicators of success for building resilience and capacity: Increase percentage of earned to contributed revenue to 50% Increase grant revenue by 100% Increase membership revenue by 50% Increase individual donations (non-membership) by 50% Increase number of households making large gifts ($1K+) by 50% Increase median gift size among major donors ($1K+) by 50% Increase event sponsorship revenue by 150% Increase admissions revenue by 100% Increase public programs revenue by 100% Introduce new earned revenue for MAH touring exhibitions Increase net income for special fundraising events by 50% STRATEGIC PLAN 2021–2026

Financial Implications

In support of this effort, the MAH will revise

To achieve the plan, the MAH will cover costs

a greater percentage of resources to some

its budget over the coming years to allocate

for new programs and initiatives by reallocating existing resources; securing additional funds through new gifts, grants, and appropriations; and building its reserve. The MAH expects the annual operating budget to increase 15

critical areas, including creation and content development, promoting revenue-generating activities, and prioritizing initiatives that support efficient operations. We have already shifted our previous, payroll-heavy allocation

percent year-over-year, or 75 percent over

into one more focused on the goods and

the plan’s life (FY22-FY26), based on

services needed for quality program delivery,

anticipated expense projections and post-

marketing impact, and infrastructure

pandemic recovery forecasting. This growth

improvements, and we will continue to scale

will be funded by increases from all of the

these to new operating budgets aligned to

museum’s revenue sources, both earned and

industry benchmarks.

contributed.

5-YEAR PLAN Program Content

Operations/Facility/Admin

Payroll

70% 65% 60% 55% 50% 45%

30% 26% 21%

20%

22%

23%

24%

$2.5M BUDGET FY24

$2.9M BUDGET FY25

22%

25%

18%

14% 10%

$.6M BUDGET FY21

$.9M BUDGET FY22

$2.2M BUDGET FY23

$3.3M BUDGET FY26

SANTA CRUZ MUSEUM OF ART & HISTORY

The Path Forward MAH 2026 is focused on the impact and

substantive community relationships.

outcomes between our organization and

This plan is a pathway that promises to

our diverse community, from connoisseurs

build momentum and usher the MAH

of art, history, and culture to the creative

forward into the next era for our

and curious explorers who seek

institution. We hope you will not only

inspiration through shared experiences

support us but join us on this exciting

and unexpected connections. We aim to

journey. Together, our potential knows no

nurture these relationships and serve our

bounds.

community in a way that is inspiring and thought-provoking while also ensuring long-term organizational sustainability. To do so, the MAH must enhance its programs, operations, facilities, and resources—and the process to accomplishing this is laid out in this plan. Upon its completion in 2026, we expect

and bolstered by even deeper, more

more than ever to be a sustainable, vital, and resilient MAH, focused on audiences

STRATEGIC PLAN 2021–2026

Plan Framework STRATEGIC PLAN 2021–2026

WHERE WE ARE GOING Hope Ambition

VISION

MISSION

WHAT WE BELIEVE IN Ethics Principles Beliefs

Objectives Measures Targets

Motivation Purpose

VALUES

STRATEGIES

WHAT WE WANT TO ACHIEVE

WHY WE EXIST

HOW WE WILL COMPETE Priorities Direction Approach

GOALS

INITIATIVES

HOW WE WILL ACCOMPLISH IT Projects Plans Activities

WHAT STEPS WE WILL TAKE Actions Owners Timeframe Cost

TACTICS

SANTA CRUZ MUSEUM OF ART & HISTORY

VISION

To ignite shared experiences and unexpected connections that enrich our community.

MISSION

To bring people together through art and local history to explore our diverse cultures.

VALUES

To achieve our vision and mission, we are guided by the following values:

Engagement & Collaboration We deliver interactive, educational, and entertaining opportunities through our numerous

partnerships, encouraging participation in the creative and learning process.

Diversity, Equity, Inclusion & Accessibility We respect individuals from all backgrounds and identities, with diverse life experiences, and acknowledge our connectedness, commonalities, and shared humanity.

Innovation & Experimentation We challenge assumptions, explore various perspectives, and test new ideas to create experiences that are bold, unconventional, and thought-provoking.

Excellence & Rigor We pride ourselves on professionalism, artistic excellence, historical accuracy, and meaningful social impact.

Accountability, Integrity & Responsibility We recognize that transparency and careful stewardship of resources are essential to our operations, and cultivate an empowered workforce and board that share this fiscal responsibility.

STRATEGIC PLAN 2021–2026

STRATEGIES Increase Engagement & Retention (Programs) To encourage visitor and community engagement; produce and deliver content that attracts new audiences and retains existing members; create positive guest and user experiences; and provide space for connection, contemplation, and creativity.

Deepen Relationships & Collaboration (Partnerships) To strengthen existing alliances; develop new, mutually beneficial partnerships; identify and prioritize key relationships; enhance brand reputation; engage with high-profile funders and partners; and continue to be a thought leader and serve as a resource for colleagues in the field.

Build Resilience & Capacity (Practices) To improve operational effectiveness; grow financial support through a broader funding base; pursue new revenue streams aligned with program development; better leverage assets; eliminate debt; and reduce non-mission-critical expenses.

SANTA CRUZ MUSEUM OF ART & HISTORY

GOALS, INITIATIVES, AND TACTICS STRATEGY #1 Increase Engagement & Retention (Programs)

Goal/Baseline Goal: Increase website visitation and engagement by 100% Baseline (2020): 1. Users = 71.5K 2. Sessions = 102.5 3. Pageviews per session = 1.47 4. Length of session = 1.15 mins. Goal: Increase number of followers and level of engagement on social media by 100% Baseline (2020): 1. IG = 11.5K followers / 48K engmts. 2. FB = 12.5K likes / 8K engmts. 3. Twitter = 5K followers / 400 engmts.

Goal: Increase number of e-subscribers by 50% and engagement level by 20% Baseline (2020): 1. E-subscribers = 8K 2. Open rate = 23% (avg. member/general) 3. Click rate = 2.5% (avg. member/general) Goal: Increase number of new paid memberships by 100%

TARGET

Short Term 2021-22

Medium Term 2022-24

Long Term 2024-26

1. 90K 2. 135K 3. 2 pg. views 4. 1.5 mins.

1. 120K 2. 170K 3. 2.5 pg. views 4. 2 mins.

1. 143K 2. 204K 3. 3 pg. views 4. 2.3 mins.

1. 15K followers / 60K engmts. 2. 16K likes / 10K engmts. 3. 6.5K followers / 550 engmts.

1. 19K followers / 80K engmts. 2. 21K likes / 13K engmts. 3. 8K followers / 650 engmts.

1. 23K followers / 96K engmts. 2. 25K likes / 16K engmts. 3. 10K followers / 800 engmts.

1. 9K subscribers 2. 24% open rate 3. 2.5% click rate

1. 10.5K subscribers 2. 25.5% open rate 3. 2.75% click rate

1. 12K subscribers 2. 27.5% open rate 3. 3% click rate

130 new members

165 new members

200 new members

45% renewal rate

55% renewal rate

65% renewal rate

27K paid visitors

30K paid visitors

33K paid visitors

Establish baseline

Measurably increase

Establish baseline

Measurably increase

Baseline (avg. 2020-21): 100 new paid members Goal: Increase membership renewal rate to 65% Baseline (avg. 2019-21): 42% renewal rate Goal: Increase number of paid museum visitors (non-members) by 50% Baseline (2019): 22K paying visitors Goal: Increase membership conversion rate by 50% Baseline: N/A Goal: Increase avg. museum visits per year, per guest by 20% Baseline: N/A

STRATEGIC PLAN 2021–2026

STRATEGY #1 Increase Engagement & Retention (Programs) INITIATIVE #1 Study audience preferences and motivation Owners

Contributors

Cost

Timeline

Dir of Dev/Com

Cross-team, DEIA Cmt

Low

Short Term

Tactics & Milestones • Update survey and evaluation tools to capture deeper demographic, relational, and experiential information • Conduct research and listening sessions to identify key community interests, needs and priorities, as well as perceptions of and barriers to visiting the museum • Gather input through community forums on programs, content, and delivery methods • Implement best practices in CRM methodology to enhance data-driven decision making • Update membership tiers to offer greater value and be more streamlined

INITIATIVE #2 Increase virtual presence and reach Owners

Contributors

Cost

Timeline

Dir of Dev/Com

Cross-team, DEIA Cmt

Moderate

Medium Term

Tactics & Milestones • Use new digital and media platforms for storytelling (e.g., Clubhouse, Twitch, etc.) • Capitalize on new technologies to enhance or amplify content (e.g., embedded video, audio, or interactive components) • Make content sharable, empowering the public to appropriate, transform, and reinterpret it • Showcase MAH’s permanent collection and select archival materials online

INITIATIVE #3 Integrate exhibits and programs into multiple platforms Owners

Contributors

Cost

Timeline

Dir of Ex/Pro

Ex/Pro Team, Ops/Fac Team, Finance Cmt

Considerable

Long Term

Tactics & Milestones • Launch biennial festival series (indoor, outdoor, and online) • Create temporary public art projects in civic spaces • Present limited series of multidisciplinary events (onsite and offsite) • Develop alternative and experimental installations, pop-ups, and interactive programs • Introduce a new research-based artist residency program • Provide a framework for long-term content planning, development, and evaluations

SANTA CRUZ MUSEUM OF ART & HISTORY

STRATEGY #2 Deepen Relationships & Collaboration (Partnerships)

Goal/Baseline Goal: Prioritize mutually beneficial relationships based on tangible and intangible benefits to both parties Baseline: N/A

Goal: Increase the satisfaction of partners on critical success factors identified in a partner plan Baseline: N/A

Goal: Maximize return on investment (ROI) of partnership program through the lens of shared value creation and sustainability Baseline: N/A

STRATEGIC PLAN 2021–2026

TARGET

Short Term 2021-22

Medium Term 2022-24

Long Term 2024-26

Develop an evaluation tool and methodology and establish a baseline

Regularly revisit

Create an evaluation plan and establish a baseline

Measurably increase

Determine metrics to measure ROI and establish a baseline

Measurably increase

STRATEGY #2 Deepen Relationships & Collaboration (Partnerships) INITIATIVE #1 Develop partner evaluation tool Owners

Contributors

Cost

Timeline

Exec Dir

Cross-team

Low

Short Term

Tactics & Milestones • Group partners by category: Government/University, Community, Corporate and Foundations • Create a matrix to measure partners using a multi-criteria decision analysis approach • Establish a set of benefit criteria against which all partners will be assessed, including access, brand, asset-sharing, risk-sharing, funding and available resources • Develop a scoring and weighting methodology

INITIATIVE #2 Evaluate partners; prioritize; and establish a partnership plan Owners

Contributors

Cost

Timeline

Dir of Ex/Pro

Cross-team

Low

Medium Term

Tactics & Milestones • Evaluate current or potential partners based on parameters from Initiative #1 and review with crossdepartmental group • Identify up to 6 partners as Core Partners • Identify up to 8 partners as Sustaining Partners • Develop opportunities and activities for each partnership tier, utilizing less resource-intensive approaches for Supporting Partners

INITIATIVE #3 Ensure organization has the cultural competence to successfully work with a diverse range of stakeholders Owners

Contributors

Cost

Timeline

Dir of Fin/Admin

Cross-team, DEIA Cmt, Finance Cmt

Moderate

Long Term

Tactics & Milestones • Develop a cross-functional resource team to support and help drive plan initiatives • Build a learning platform and commit to ongoing DEIA education and training for all board, staff, and select partners throughout the plan years • Prioritize message of inclusivity and belonging within all exhibitions, programming, and institutional communications • Promote a sense of ownership to identified collaborators and communities • Deliver programs and services that meet diverse social, linguistic, and cultural needs

SANTA CRUZ MUSEUM OF ART & HISTORY

STRATEGY #3 Build Resilience & Capacity (Practices)

Goal/Baseline Goal: Increase percentage of earned to contributed revenue to 50%

TARGET

Short Term 2021-22

Medium Term 2022-24

Long Term 2024-26

45%

47.5%

50%

$575K

$650K

$730K

$160K

$185K

$210K

$190K

$220K

$250K

50 households

65 Households

75 Households

$1.5K

$1.7K

$1.9K

$75K

$100K

$125K

$75K

$100K

$130K

$70K

$95K

$120K

$50K

$175K

$100K

$115K

$130K

$150K

Baseline: (2021): 45% earned Goal: Increase grant revenue by 100% Baseline: (2021): $365K Goal: Increase membership revenue by 50% Baseline: (2020): 140K Goal: Increase individual donations (non-membership) by 50% Baseline: (2020): $165K

Goal: Increase number of households making large gifts ($1K+) by 50% Baseline: (2020): 50 households Goal: Increase median gift size among major donors ($1K+) by 50% Baseline: (2020): $1.25K Goal: Increase event sponsorship revenue by 150% Baseline: (2019): $50K Goal: Increase admissions revenue by 100% Baseline: (2019): $63.5K Goal: Increase public programs revenue by 100% Baseline: (2020): $60K Goal: Introduce new earned revenue for MAH touring exhibitions Baseline: New program; need to establish target Goal: Increase net income for special fundraising events by 50% Baseline: (2018): $100K

STRATEGIC PLAN 2021–2026

STRATEGY #3 Build Resilience & Capacity (Practices) INITIATIVE #1 Create financial projections that are more in line with industry benchmarks Owners

Contributors

Cost

Timeline

Exec Dir

Sr Mgmt Team, Finance Cmt

Low

Short Term

Tactics & Milestones • Research allocations for spending in similar institutions • Develop FY22 budget with moderately revised allocations • Prepare a 5-year pro forma that eventually achieves targeted allocations

INITIATIVE #2 Review organizational structure to meet changing demands and align with strategic priorities Owners

Contributors

Cost

Timeline

Dir of Fin/Admin

Sr Mgmt Team, DEIA Cmt, Finance Cmt

Moderate

Medium Term

Tactics & Milestones

• Identify institution’s talent and competency needs • Review compensation and benefit plans; compare to like institutions • Continue to outsource non-core functions • Assess needs infrastructure and technology improvements • Develop succession plans for senior management and key roles • Expand and enhance internal opportunities for leadership and advancement

INITIATIVE #3 Increase financial stability through expanded portfolio of revenue-generating mechanisms Owners

Contributors

Cost

Timeline

Dir of Dev/Com

Exec Dir, Sr Mgmt Team, Dev/Com Team, Ops/Fac Team, Finance Cmt

Moderate

Long Term

Tactics & Milestones • Create a plan with more frequent events that provide opportunities for fundraising • Update donation framework to include stock, planned gifts, and other contributions • Revise sponsorship program to provide more assets and greater value • Build out a robust pipeline of grant applications • Upgrade event spaces for expanded, flexible use and to extend venue rental program • Introduce a touring/on-loan exhibition program featuring MAH content and toolkit

SANTA CRUZ MUSEUM OF ART & HISTORY

STRATEGIC PLAN 2021–2026

Addenda Acknowledgments Special Thanks We want to recognize and express our appreciation to the MAH’s Strategic Planning Committee, chaired by Ray Cancino, who provided thoughtful leadership and encouraged a truly collaborative, inclusive process. Special thanks to Freny Cooper for facilitating the planning sessions and to all the individuals who participated.

Funder Recognition It is through the generous support of members, corporate sponsors, foundations, and government partners that the MAH is able to be a community resource and economic asset. To learn more about how to get involved with the institution’s work, please visit the MAH’s website to see our various engagement and philanthropic opportunities. We thank our donors, volunteers, and collaborators for their tremendous support, and look forward to working with new friends as we continue to pursue new horizons.

Land Acknowledgment The land on which we gather is the unceded territory of the Awaswas-speaking Uypi Tribe. The Amah Mutsun Tribal Band, comprised of the descendants of indigenous people taken to missions Santa Cruz and San Juan Bautista during Spanish colonization of the Central Coast, is today working hard to restore traditional stewardship practices on these lands and heal from historical trauma.

Credits Photo Credits The majority of images featured in this publication were sourced from the MAH’s portfolio and archives. Special thanks to photographers Ashley Holmes, Michaela ClarkNagaoka, Garrick Ramirez, Mickey Ta, Marcello Hutchinson-Trujillo, and Alex Vasquez. ADDITIONAL CREDITS Pages 32-33 Photo by Noah Berger/SF Chronicle

SANTA CRUZ MUSEUM OF ART & HISTORY

Please contact the MAH at 831.429.1964, if you have any questions. For more information about the MAH, please visit santacruzmah.org.