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Strategic Plan 2005-2007
Goal #1: to be the voice for the arts in Wisconsin
Objectives/Strategies/Actions
Increase and expand policy development activities and advocacy efforts
as the legislative policy and action leader for Wisconsin’s arts
industry, by:
- Developing and promoting Legislative Arts Agenda to increase and sustain systemic state support and awareness of the arts to community development, education and quality of life.
- Acting on agenda components, including:
• Getting the state’s endowment for the arts up and running
• increasing funding for the arts through WAB and other state agencies
• encouraging arts education for all kids
• eliminating sales tax on tickets - Revitalize Arts Action Wisconsin committee of constituents for grassroots input, participation and support of legislative advocacy
- Have an ongoing, active, effective presence as the lobbying organization
for the arts in Wisconsin
• Contract with legislative lobbyists for strategic political action with state government
• Executive Director registers as lobbyist with state Ethics Board
• Develop and initiate arts PAC for lobbying activities
• Provide relevant, pro-active print and electronic advocacy materials and information for arts constituents
• Continually upgrade and promote comprehensive constituent use of the online Legislative Action Center for ongoing communications and relationship-building with legislators and media
• Produce annual Arts Day at the State Capitol, enhance with discussion sessions and workshops on advocacy, issues, policy development - Conduct regional advocacy training workshops and in-district legislator meetings
- Lead action-oriented policy research for and about the arts in Wisconsin
through these projects in 2005 and 2006:
• Institute annual “State of the Arts in Wisconsin” report, measuring arts and cultural health and vitality
• Institute annual salary survey of non-profit arts organization staff
• Windmill II (rural arts development), with UW Extension, WAB, etc.
• Grow Wisconsin Creatively research on the Creative Economy, in partnership with state and statewide institutions and Americans for the Arts
• Research on rural development, with Wisconsin Rural Partners and other community agencies and organizations
Goal #2: To foster an environment in which the arts and
culture can thrive statewide as essential economic development, education,
and civic enhancement assets and resources.
Objectives/ Strategies/Actions
Educate and train arts industry so that individuals are leaders and organizations
thrive in their communities
- Convene arts industry for advocacy and leadership education/ networking/
training/ technical assistance programs and opportunities
• Continue presenting Regional Summits in partnership with the Wisconsin Arts Board and local hosts – at least ten each in FY 2005 and 2006
• Further develop and present On the Road training workshops on arts, advocacy, nonprofit, entrepreneurial and community issues
• Continue and expand entrepreneurial training and technical assistance in partnership with Arts Board, Wisconsin Common Market, Department of Commerce, and other partners
• Present ArtsPeers Program, enhance by offering new/refresher facilitator/consultant training held in FY2005
• Increase arts, business, educational, political, governmental, and community turnout at and visibility of Arts Day
• Increase reach and use of online Legislative Action Center by arts activists. - Encourage on-going political engagement and awareness of Wisconsin’s
arts industry.
•Provide advocacy training workshops and materials
• Provide information through website, electronic and print alerts, and online Legislative Action Center for ongoing communications and relationship-building with legislators and media
• Increase awareness of and access to Wisconsin’s arts opportunities to business, education, political communities, and the general public - Develop and sustain Grow Wisconsin Creatively: research, education,
promotion.
• Initiate arts informational/promotional magazine, in partnership with WAB, to be distributed to business, education, political and arts communities throughout the state and nationally.
• Develop and disseminate print PSAs for insert in arts organization programs
• Develop and disseminate media PSAs for radio and TV
• Produce op-ed pieces and articles on the arts for local, state, national, global arts, business, educational and community publications
• Generate increased public and private resources for the arts and arts education in Wisconsin - Foster collaboration, cooperation, and strategic partnerships with
public/private sector
• WE Energies partnership on “Creative Economy”
• Trails Media promotional partnership
Goal #3: To be a healthy, efficient, effective organization,
in order to best achieve our vision and mission.
Objectives/Strategies/Actions
Clearly and consistently articulate and promote organizational vision,
mission, and unique role Brand organization with cohesive identity.
- Work with Good for Business and other practitioners to create and promote comprehensive communications strategy and timeline, including new name, new logo, new look
- Disseminate actions and information through comprehensive communications strategy.
- Use tools to spread message, including:
• website and electronic mail
• policy and research reports
• promotional/informational newsletter/magazine
• Annual Report
• membership materials
• promotional and press materials
• buttons, bumper stickers, mail stickers, etc. - To be a fiscally healthy and sustainable organization.
• Develop a viable, pro-active business plan.
• Evaluate existing and potential programs to determine feasibility, appropriateness, and means to support.
• Analyze current fundraising practices and results to determine best course of action. - Review staffing and capital / physical plant needs both to sustain
and build the organization
• Develop Intern Project Programs with UW, MATC, Edgewood College to help with office work and database development.
• Develop strategic partnerships with other organizations to achieve more without incurring greater expenses.
• Establish a “foundation” of long-term funding. Revitalize board/constituent resource development committee. - Establish a restricted “futures” fund to be used for opportunities / emergencies.
- Target and achieve multi-year commitments from corporate, foundation and individual donors.
- Increase membership support from all sectors.
- Establish an effective Membership Recruitment Plan that includes business and philanthropic support
- Review and re-vitalize appropriate organizational and individual commitment; weigh the benefits against the membership fee and our cost expenditures.
- Explore separate recruitment plan for business and philanthropic support.