STRATEGIC PLAN 2013–2017

TABLE OF CONTENTS

I. Executive Summary - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1

A. Background on the Organization and Strategic Planning Process - - - - - - - - - 2

B. Key Findings from the Situational Analysis - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 3

C. Overview of Strategic Planning Process - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4

D. Plan Monitoring - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 4

II. Mission and Vision - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5

III. Programs and Evaluation - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 6

IV. Staffing and Operations - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 8

V. Fundraising, Marketing, and External Communications - - - - - - - - - - - - - - - - - - - - - 8

VI. Governance - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 9

VII. Financial Management - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 9

A. Arts for LA Financial Projections FY 2013-2017 - - - - - - - - - - - - - - - - - - - - - - - -10

VIII. Risk Analysis - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -10

IX. Acknowledgements - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -12

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OUR VISION

I. EXECUTIVE SUMMARY

BUILDING ON OUR SUCCESS

Arts for LA’s plan for the future leverages our past accomplishments. Since our inception, Arts for LA has earned the trust of the arts community and the respect of key policy-makers, attracted a burgeoning number of members and supporters, won notable victories and became a powerful voice for the arts. For arts advo-cates, we are the central hub for mobilization, education about relevant issues and connection with decision-makers in leveraging our collective power. It’s now time to advance the organization to the next level.

INCREASING OUR IMPACT

We have crafted an ambitious expansion plan for the next five years so that we can better achieve our crucial mission: to foster a healthy environment in which arts and culture may thrive and be accessible to all in Los Angeles County. To increase our impact, we continue to strive for government officials, educators, business leaders and residents to value and support the arts and fully integrate them into the fabric of civic life. This will enhance people’s lives and create a stronger region.

BEING AMBITIOUSLY REALISTIC

Our plan aims high… and is grounded in reality. We are thinking big and taking risks while making sure that our strategies are feasible. The heart of the strategic plan is a compelling strategy to expand our programs and impact. This growth re-quires building our staff and Board, which in turn necessitates financial investment. We are confident that our bold and well-designed strategies, combined with our record of achievement, will attract financial supporters, even during these tough economic times. However, we will not extend beyond our means and thus devised a sober, phased approach: ramping up, reinforcing and refining, and ultimately deepening and expanding our work.

BECOMING A CAUSE

One of the interviewees for the Situational Analysis referred to Arts for LA as a “trade association.” While we do not share this perception, it did inspire a discussion of how to move the organization from an association that advocates for increased support for artists and arts organizations, to one that increases access to rich arts & cultural experiences for all residents of Los Angeles County. Arts for LA will continue to serve the professional arts sector while empowering those who attend, appreciate

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and participate in arts and culture to become powerful advocates. The strategic plan includes tactics to increase the scope and reach of Arts for LA’s programming, with the overarching goal of becoming an inclusive, respected public cause. The shift is analogous to a veterinary organization evolving into an animal welfare organization.

TRANSFORMING OUR ORGANIZATION

Over the next several years, major changes will happen, as summarized in the table below:

We are prepared to go through some growing pains. New people will be needed on the staff and Board, and operations and systems will need to be strengthened. We will need to acclimate to a different organizational culture.

REMAINING ACCOUNTABLE AND FLEXIBLE

Our plan has clear and measurable objectives with realistic benchmarks for success. The Board and staff will regularly assess how Arts for LA is advancing and “hold our feet to the fire.” We will inform our investors of our progress and results, and will refine our plans as needed to keep them relevant and practical.

A. BACKGROUND ON THE ORGANIZATION AND STRATEGIC PLANNING PROCESSArts for LA was incorporated in 2006 by a group of arts leaders who had been meeting for over a decade with elected officials, candidates and arts policy stake-holders. Among other activities, this ad-hoc group hosted community conversa-tions about arts and arts education policy, and was responsible for a number of luncheons that honored City, County and State elected officials who helped advance the arts in Los Angeles communities.

In 2006, the steering committee transitioned into the Board and hired a full-time, professional staff. In 2008, Arts for LA developed a Policy Framework to build awareness, increase empowerment and enable quick action as issues arose. The Framework was revised and updated in 2010. That 2011-2013 Framework outlines three major issue areas in which the organization focuses its collective advocacy efforts: Arts Education, Cultural Economy and Civic Engagement. The Framework outlines objectives for each issue area and indicators of success. It articulates Arts for LA’s overarching goal for 2011-2013: “to retain cultural infrastructure in LA County at its existing levels and to engage an ever-increasing number of people in this effort.”

Identity

Programs

Staff

Board

Finances

BEFORE (2012)Service association for arts non-profits

Proactive and reactive ad hoc campaigns focusing on public funding for arts groups, artists, and arts education

Well-led, lean and industrious

Brain trust of arts organization leaders providing mostly hands-on support

Steady growth based on revenues from a select set of foundation grants and for contracted services

AFTER (2017)An inclusive public cause

Deeper and broader programs involving more end users and other constituents, creating more impact, with more ongoing evaluation and learning

Visionary, robust, and specialized

Expanded body of both practitioners and community leaders, providing mostly strategy and policy-setting and fundraising support

Sustainable business model based on increased and diversified revenues, with increased support from foundations and individuals

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Having last developed a strategic plan in 2006, Arts for LA’s Board of Directors decided to engage in a strategic planning process in 2011 to guide the organiza-tion as it implemented the Policy Framework. In May 2011, Arts for LA retained TCC Group to assist in the planning process. As a first step in the process, consul-tants developed a Situational Analysis Report to take stock of Arts for LA’s current position and identify internal strengths and weaknesses, as well as external opportunities and threats. TCC Group worked with Arts for LA’s Board, staff and other stakeholders to assist the Board in drafting the strategic plan and planning for the organization’s future. This strategic plan represents a bold new approach for pursuing Arts for LA’s mission to foster a healthy environment in which arts and culture may thrive and be accessible to all in Los Angeles County.

B. KEY FINDINGS FROM THE SITUATIONAL ANALYSISKey questions facing Arts for LA at the outset of the strategic planning process were: how to effectively operationalize the Policy Framework, how to increase impact, how to become sustainable, and how to reach an appropriate scale to best serve the Los Angeles region.

The situational analysis found that Arts for LA is seen in a very positive light. Those interviewed commented that Arts for LA has developed a common agenda for the arts in LA, played a leadership role in the community, and generated trust and goodwill through its efforts. There was also agreement that this collective strength has not escaped the notice of policy makers. However, there was disagreement among these internal and external stakeholders about whether Arts for LA should continue to focus primarily on public policy, or begin to use its influence and reputa-tion to impact other sectors as well. Many interviewees felt that Arts for LA should work with a broader set of partners and constituencies in its advocacy efforts, with one respondent saying that “Arts for LA feels like a lobbying group for an industry, not a cause.” Others felt that Arts for LA should pursue proactive strategies, working on issues the organization itself frames and prioritizes.

There was also agreement among interviewees that Arts for LA needs to articulate how it evaluates the quality and impact of its programmatic activities to learn from its efforts, better communicate that impact to the community, and present a compelling case to potential funders and donors.

Internal operations surfaced as an important issue in the situational analysis. For example, there was strong agreement that Arts for LA’s staff is currently working at capacity, and the organization would need to “increase its staff if they want to reach more areas and issues in a greater depth.” Interviewees agreed that Arts for LA’s Board of Directors “lends credibility and prestige” to the organization, and is doing an excellent job in fulfilling its responsibilities. Even so, a number of respondents believe the composition of the Board should expand to include business leaders, policy-makers, and people who can actively fundraise on behalf of the organization. There was widespread agreement that Arts for LA’s budget would need to grow if the organization were to pursue other programmatic efforts or achieve greater impact. Respondents agreed that more must be done to raise additional funds and diversify the sources of those resources.

TCC’s situational analysis suggested that, despite the severity with which the re-cession has hit Southern California, Los Angeles County’s economy is in a strong position to grow, particularly if there is not a second “dip” in the national recession.

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Efforts made now to expand Arts for LA’s fundraising may result in strong and positive results in the medium to long term. However, sluggish economic recovery has continued to impact charitable giving, resulting in a more competitive fundrais-ing environment as more organizations vie for fewer dollars from the public sector, foundations, corporations and individuals. Foundation funding, in particular, is not likely to get back to its 2007 levels right away. This may present a greater chal-lenge—and perhaps frustration—as Arts for LA pursues more robust fundraising.

In addition, Los Angeles County’s dramatic demographic changes in the last decade (the region has one of the most diverse populations in the world, with no single race or ethnic group constituting a majority of the population) strongly suggest that Arts for LA must pay additional attention to the region’s growing immigrant communities and communities of color to remain relevant to Southern California residents.

C. OVERVIEW OF STRATEGIC PLANNING PROCESSAt the August 3, 2011 retreat, Arts for LA’s Board and staff met with TCC Group consultants and discussed the situational analysis, established priorities and outlined potential strategic directions. They outlined two phases:

During Phase I of the plan (FY 2013 and FY 2014), Arts for LA will strengthen and refine its programmatic model. During this time, the organization will focus on stabilizing operations and will outline a plan to attract flexible funding to support infrastructure development and deepen programmatic reach.

During Phase II of the plan (FY 2015 through FY 2017), Arts for LA will expand and deepen its programs and enhance program evaluation, focusing on reaching arts stakeholders and establishing itself as an inclusive public cause. Phase II would require additional program, fundraising and com-munications staff. This expansion will (and must) attract funding/resources to broaden programs, increase participation by stakeholders and serve more of the region.

THE COMPLETED STRATEGIC PLAN COVERS THE FOLLOWING AREAS:

Mission and Vision Program and Evaluation Staffing and Operations Fundraising, Marketing and External Communications Governance Financial Management Risk Analysis

D. PLAN MONITORINGThe Board of Directors endorsed this strategic plan on January 26, 2012. The Board will review progress made on the plan’s goals on a bimonthly basis, and revise the goals, as needed, at its annual retreat. While it is the organization’s expectation to meet the goals established here in a timely manner, the Board will not sacrifice quality and effectiveness for expediency, and will remain flexible to changing circum-stances both within and external to the organization over the next five years.

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II. MISSION AND VISION

MISSION: Arts Arts for LA’s mission is to foster a healthy environment in which arts and culture may thrive and be accessible to all in Los Angeles County. Our mission statement is supported by our vision and statement of values.

VISION: Arts for LA envisions the greater Los Angeles region as one in which government, education, business and residents value, support and fully integrate the arts—in all their diversity—into the fabric of civic life.

STATEMENT OF VALUES: Arts for LA affirms that the arts are critical to a healthy, prosperous society. Access to substantive arts and cultural experiences enriches the quality of life for both residents of and visitors to the greater Los Angeles region. We work to promote policies that uphold these values:

The arts foster civic engagement, stimulate economic activity and in-crease cultural empathy, and thus play a crucial role in sustaining thriving communities.

Every resident deserves access to a variety of arts and cultural experiences, both in the major arts institutions and in neighborhood cultural centers and programs.

Arts education is central to the development of all children and to ongoing creative engagement for people of all ages.

Artists and arts organizations require a social environment that values and supports their contributions and encourages excellence.

The breadth, depth and diversity of artistic and cultural life are critical mea-sures of the vitality of Los Angeles.

These aspirational statements guide Arts for LA’s activities, policy goals and pro-grammatic approach in alignment with our mission, vision and values. They are the guiding light for the agency as it embarks on this new and exciting next step.

Although the focus of the five-year strategic plan is to operationalize the policy framework, manage organizational growth, and build sustainability, the board and staff did review the mission of Arts for LA and affirmed its message.

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III. PROGRAMS AND EVALUATIONDuring the planning process, the Board and staff participated in two programmatic workgroup meetings to address critical questions brought forward from the situ-ational analysis.

Through these discussions, the group determined that Arts for LA has two main programs, guided by its Policy Framework and supported by overarching strate-gies (see graph for visual representation). The group further determined that this program strategy continues to be relevant and appropriated as the organization prepares for expansion.

ARTS EDUCATION ADVOCACY TEAMS are community-based teams built in school districts throughout Los Angeles County, rooted in a grassroots organizing methodology. Participants in the Arts Education Advocacy Teams are parents and other community stakeholders (business owners, nonprofit partners, artists, etc.). The primary goal of this program is to empower local stakeholders to advocate effectively for arts education at the school district level. Since the program’s incep-tion in 2009, over 500 stakeholders have received free training in advocacy best practices through the program’s four-module curriculum. The modules culminate in stakeholder-developed advocacy plans in alignment with Arts for LA’s Policy Framework and best practices.

REGIONAL ARTS TEAMS bring grasstops leaders together to address critical issues facing the arts. Arts for LA develops opportunities for these teams to engage in proactive campaigns to advance the arts in Los Angeles County. The goal of this initiative is to empower field leaders to work alongside the public sector on proactive solutions that maintain cultural infrastructure. In 2012, the initiative will focus on producing five Arts Days in municipalities countywide. In the future, efforts will expand to include cross-sector strategies to increase private, corporate and individual support for arts and culture throughout the region.

PHASE I 2012–14

Arts Education Teams

MISSION

Regional Arts Teams

Policy Framework

Communications

Convenings

Online Tools

ORGANIZATIONAL INFRASTRUCTURE

PROGRAMS

STRATEGIES

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The two primary programs are guided by the Policy Framework and supported by three critical strategies:

COMMUNICATIONS (online communications, e-blasts, news stories, media outreach)

CONVENINGS (workshops, conferences)

ONLINE TOOLS (participatory advocacy, social media, action alerts)

During the planning process, Board and staff agreed that this program and strategy model was strong. However, in order to succeed in becoming a cause, a greater number of advocates need to join the network to advocate at the local level. After careful review, the Board and staff identified the need for a fourth strategy: OUTREACH.

The goal of this fourth strategy is to build public will. It seeks to catalyze the “end user,” the arts participant who attends arts and community events, to become the primary voice advocating for arts and culture in the region. This critical strategy will bring the organization closer to the goal of becoming a cause by providing clear and direct ways for the public to leverage a collective voice in support of the arts and its role in creating healthy communities.

Implemented in Phase II, this outreach effort consists of developing a robust volunteer corps to staff booths at community cultural events and festivals through-out the region, raise questions about arts and culture priorities at local candidate forums and possibly become a voter block that would be supportive of arts-based initiatives. At the booths, community members will be able to participate in instant advocacy opportunities, such as thanking public officials for supporting arts in the community, learning about other cultural opportunities in the region and signing up to be a part of an Arts Education Advocacy Team.

Both programs will undergo a formal evaluation at the end of Phase I to ensure that Arts for LA’s goals, strategies and tactics are achieving the desired impact.

PHASE II 2014–17

Arts Education Teams

MISSION

Regional Arts Teams

Policy Framework

ORGANIZATIONAL INFRASTRUCTURE

PROGRAMS

STRATEGIES Communications

Convenings

Online Tools

Volunteer Corps

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Adjustments will be made to the program model to adapt to field realities. Evaluation will be based on programmatic success indicators set annually by staff under the oversight of the Board. As these indicators are aligned with the Policy Framework, Arts for LA plans to retain an outside consultant to access the primary programs, assist in setting new benchmarks and provide recom-mendations for improvement.

IV. STAFFING AND OPERATIONSIn order to accomplish the goals outlined above, additional capital will need to be secured to hire program and support staff. This will alleviate the executive direc-tor’s day-to-day program management and refocus time on fundraising, marketing and outreach.

To achieve short-term programmatic and fundraising goals, development and communications consultants will be retained during the ramp-up period preceding Phase I. A new full-time advocacy field manager will be hired in July 2012 and a full-time development director will be hired the following year (July 2013). A full-time volunteer/administrative coordinator will be hired in 2014. These staffing additions will provide the necessary infrastructure needed to serve the region and pursue the goals outlined in this plan.

V. FUNDRAISING, MARKETING, AND EXTERNAL COMMUNICATIONSOverarching goals in this category include diversifying fund development strate-gies, hiring professional fundraising staff, and enhancing external relations and communications to reach more ‘end users.’ Individuals, foundations, and local and state government are largely untapped resources that will bring added re-sources and financial stability to the organization. The participation and support of Board members is an important element of any fundraising effort; this is ad-dressed under “Governance.”

PLANNING

Goals

Objectives

Resources

FUNDRAISING

Goals

FUNDRAISING PHASE I FY13–FY14

Develop Multi Year Development Plan Hire development consultant

Create and convene fundraising committee

Development consultant Fundraising database & other infrastructure

Increase individual giving to $ k Increase revenue by % FY Increase revenue by % in FY

FUNDRAISING PHASE IIFY15–FY17

Hire FT Development Director

Increase overall revenue by % in FY Increase overall revenue by % in FY Increase overall revenue by % in FY

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VI. GOVERNANCEComprised of field practitioners, Arts for LA’s dedicated Board of Directors, has significantly contributed to the reputation and direction of the organization, thereby contributing cultural policy expertise and knowledge of the geopolitical landscape. However, the Board realizes it must make a conscious effort to change its composition to include non-arts professionals in order to achieve the organiza-tion’s overarching goal of becoming a cause. This shift in Board composition will develop a new layer of fundraising support to compliment the existing policy setting body already in place.

The organizational Bylaws outline two categories of directors:

The Corporation shall have two categories of directors, Arts and Cultural Professional Directors (also referred to “ACP Directors”) and Community Directors. The qualifications of each category of directors are as follows:

A.) Any person who is a decision-making professional of an art or cultural institution, or who makes his or her living as an artist, is eligible to be an ACP Director.

B.) All individuals are eligible to be Community Directors.

To ensure this composition structure is realized, the Board of Directors at its December 1, 2011 Board meeting unanimously approved a motion to pursue this goal. The Board is developing an outreach strategy to diversify the Board to include individuals who are not arts professionals. Working in concert with staff, both classifications will hold equal responsibility for governance and raising the necessary capital to sustain the organization.

By 2015, the Board composition shall include up to 49% Community Directors and at least 51% ACP Directors. This ratio reflects a philosophical perspective that Arts for LA shall be rooted in the perspectives of arts and cultural field experts and enable the organization to secure adequate financial recourses needed to fulfill its mission and the goals outlined in this strategic plan.

VII. FINANCIAL MANAGEMENTOver its initial five years of existence, Arts for LA has experienced 28% average annual growth in its operating budget. This precedent guided the planned ramp-up of financial resources during the next five years. Arts for LA practices prudent and conservative budgeting. Over 75% of annual budgets are raised a year in advance. This has allowed the agency to focus on future opportunities instead of financial crisis.

Significant capital will need to be raised in order for Arts for LA to achieve its goals. During the five-year timeline of the strategic plan, the agency seeks to grow its annual operating budget from $343,295 to $602,000. This 73% growth projec-tion reflects a 35% increase in individual contributions and an 85% increase in private foundation support. The chart on the following page illustrates the five-year growth pattern.

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A. ARTS FOR LA FINANCIAL PROJECTIONS FY 2013-2017

VIII. RISK ANALYSISArts for LA is laying the foundation to achieve greater impact by focusing its programming, strengthening infrastructure, broadening its Board of Directors and significantly enhancing its fundraising capacity. Arts for LA’s staff and Board members are motivated to make the organization a vibrant and effective advocate for the arts in Los Angeles, and numerous external stakeholders stand ready to partner in collaborative efforts.

There are, however, a number of challenges and risks that must be addressed. The following highlights these risks and outlines ways in which Arts for LA might mitigate them:

ECONOMIC DOWNTURN: The continuing economic downturn may impact Arts for LA’s ability to raise new funds from foundations and individuals. However, by taking a long-term approach and focusing its efforts on its core values and programmatic impact, Arts for LA can build the relationships necessary to emerge from the economic crisis stronger and more nimble.

PHASE IFY 2013 FY 2014

REVENUES

CONTRIBUTED INCOME

Grants / Foundations

Grants / Government

Corporate Sponsorships

Interest Income

Donations

SUBTOTAL / CONTRIBUTED

EARNED INCOME

Dues / Individuals

Dues / Organizations

Dues / Individual Board

Dues / Organizations Board

Event Fees

Contracted Services

SUBTOTAL / EARNED

TOTAL REVENUES

EXPENSIVES

Personnel

Program

Administration

TOTAL EXPENSIVES

NET / (DEFICIT)

PHASE IIFY 2015 FY 2016 FY 2017

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PROGRAM FOCUS: Arts for LA is undertaking a realignment of its programs. The organization’s ability to engage advocates, practitioners, community members, civic leaders and end users in advocacy for the arts will depend on how effectively Arts for LA can refocus its programs with its newly defined strategies for greater impact countywide.

CHANGING ROLES AND RESPONSIBILITIES OF THE BOARD: This plan envisions a significant change in Board members’ roles and responsibilities, particularly in fundraising. It also anticipates the addition of new voices to the Board, particularly civic, community and corporate leaders. Arts for LA will need to ensure that it develops a smooth process that supports and prepares Board members for this transition.

IX. ACKNOWLEDGEMENTSArts for LA’s strategic plan is the result of an eight-month collaborative effort on the part of the Board of Directors, staff, consulting firm TCC Group and the many stakeholders who participated in the interview process. The organization is deeply indebted to the wisdom and guidance of this dedicated group of thought-partners. The following people contributed significantly to the develop-ment of the strategic plan:

STAFFDanielle Brazell, Executive Director

Abe Flores, Advocacy Manager

Camille Schenkkan, Development & Communications Manager

CONSULTANTSPaul Connolly, Senior Partner & Chief Client Services Officer, TCC Group

Charles Fernandez, Consultant, TCC Group

Arts for LA’s strategic planning process was supported by Americans for the Arts and The California Community Foundation.

Arts for LA is supported in part by individual and organizational members, and by Americans for the Arts, the Boeing Company, the California Community Foundation, Classical KUSC FM 91.5, Department of Cultural Affairs–City of Los Angeles, the James Irvine Foundation, the Los Angeles County Board of Supervisors through the Los Angeles County Arts Commission, the National Endowment for the Arts, the Ralph M. Parsons Foundation, the Rosenthal Family Foundation

BOARDChair: Leni Boorstin, Director of Public and Community Affairs, Los Angeles Philharmonic Association

Vice Chair: Terence McFarland, CEO, LA Stage Alliance

Michael Alexander, Executive Director, Grand Performances

Cynthia Campoy Brophy, Executive Director, The HeArt Project

David Burton, Director, Autry Institute, Autry National Center

Jessica Cusick, General Manager, City of Santa Monica Department of Cultural Affairs

Timothy Dang, Producing Artistic Director, East West Players

Jay Dick, Director Local Arts Policy, Americans for the Arts

Joel Jacinto, Executive Director, Search to Involve Pilipino Americans

Charmaine Jefferson, Executive Director, California African American Museum

Michael McDowell, Senior Vice President Cultural Tourism, The Los Angeles Tourism & Convention Board

Debra J.T. Padilla, Executive Director, Social & Public Art Resource Center ( )

Jan Williamson, Executive Director, th Street Arts Center