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Create & Learn with MoMA!Education Center Capital Campaign

Prepared by Paul Silver5/3/06

Case Statement:_____________________________________________________________

Mission:

The Museum of Modern Art encourages an ever deeper understanding and enjoyment of modern and contemporary art. Through the leadership of its trustees and staff, The Museum of Modern Art establishes, preserves, and documents a permanent collection of the highest order that reflects the vitality, complexity, and unfolding patterns of modern and contemporary art.

MoMA Education Center: The new MoMA Educational Center will exist as a twenty first century beacon for experiential art education. Located in an adjacent townhouses at 42 West 54 Street, the space and programming of the MoMA Education Center with be imbued with a holistic philosophy allowing students to learn, analyze, create, curate, and exhibit art. These synergistic activities will provide a robust educational experience; art history will inform art practice, art practice will inform art history, museum studies will inform curating, exhibition viewing will inform exhibition design. From toddlers to scholars, New Yorkers to NYC visitors, everyone will have the opportunity to create and learn with MoMA! The Mission of MoMA’s Education Center is to comprehensively and democratically foster creativity and learning in the hearts and minds of children.

Education GalleryStudent artists will have the empowering opportunity to exhibit their artwork at MoMA. Artists too young to tie their own shoes but veterans of rendering their imagined worlds will be able to invite friends to their art openings and discuss art and life over peanut butter sandwiches and apple juice. The twelve hundred square foot gallery space will be in the center’s lobby attracting innumerable visitors. The yearlong exhibition schedule will allow individual and group student art shows to be presented by student curators. The exhibitions and discourse surrounding them will persist on the refurbished MoMA Education website.

MoMA Media LabStudents and educators will have access to fifty G5 Macintosh workstations that run the latest versions of industry leading video editing, digital imaging software.



Year long courses will introduce student artists to digital photography, digital filmmaking and editing thereby providing the teaching and tools to equip the artists of the twenty first century.

Photography LabBoth Color and Black and white darkrooms will allow students to process film, develop and print photographs in the low-lit tradition practiced by the photographers championed in MoMA’s permanent Photography Collection.

Learning Environments that Redefine Museum Art EducationBuilt in the firm belief that ones environment plays a crucial role in facilitating learning and creating, the MoMA Education Center will have five art studio environments that are based on seminal paintings, photographs, and sculptures. These art historical spaces will contemporize iconic artworks from nineteenth and twentieth century artistic practices by reinterpretation through the prevailing twenty first century artistic discipline: the art installation. The environments will be based on Cézanne’s Turn in the Road (1875-1877), Picasso’s Les Demoiselles d'Avignon (1907), Man Ray’s Rayography (1927), Jacob Lawrence’s The Migration of the Negro (1941) and David Smith’s Becca (1972).

Web Based InitiativesRed Studio http://redstudio.moma.org/ a site developed by MoMA in collaboration with high school students and Destination: Modern Art http://www.moma.org/destination/ - a Web site for children ages 5 to 8, will receive programmatic embellishments that foster community, art creation, and art criticism.

Viva La Programs!The current education programs are quickly sold out leaving many families, school administrators, and teachers unable to participate. More physical space and the hiring of additional staff and contracting of visiting educators, and professional artists will increase the capacity to serve the public through the following high demand programs:

Family Art Workshops Ford Family Programs at MoMA Conversations with Contemporary

Artists: The Family Edition Family Films Story Time in the Sculpture Garden MoMA Audio: Modern Kid K-12 School Visits K–12 School Lessons MoMA After School Museum Studies The Art and Science of Conservation In the Works: Printmaking with

MoMA

MoMA Summer Courses High School Summer Internship

Program Professional Development

Workshops for Teachers and Administrators

Professional Development Workshops for Group Leaders

Brown Bag Lunch Lectures Gallery Talks Special Viewing Hours for Seniors Touch Tours Programs for Homebound Individual



MoMA highlights: Over 150,000 paintings, sculptures,

drawings, prints, photographs, architectural models and drawings, and design objects.

22,000 films and four million film stills.

MoMA's Library and Archives, the premier research facilities of their kind in the world, hold over 300,000 books, artist books, and periodicals,

and extensive individual files on more than 70,000 artists. Each of the curatorial departments maintains a study center available to students, scholars and researchers

Presents exhibitions that are consistently among the most attended of all art museums in the United States

\Education Center Endowment and Capital Campaign GoalTo sustain this provocative array of educational programming in the future, as operational costs will naturally climb and tomorrow’s economic climate is difficult to forecast, the Create and Learn with MoMA capital campaign has a 75 million dollar endowment goal. This is a part of the overall capital campaign goal of 200 million dollars. The leadership and generosity of MoMA trustees will contribute two thirds of this total. Your donation will help MoMA raise the remaining third making this vision a reality for all New York City children to enjoy.

MoMA History___________________________________________________________________

In the late 1920s, three progressive and influential patrons of the arts, Miss Lillie P. Bliss, Mrs. Cornelius J. Sullivan, and Mrs. John D. Rockefeller, Jr., perceived a need to challenge the conservative policies of traditional museums and to establish an institution devoted exclusively to modern art.

1929 - The museum was founded as an educational institution with Director, Alfred H. Barr, Jr intending the Museum to be dedicated to helping people understand and enjoy the visual arts of our time, and that it might provide New York with "the greatest museum of modern art in the world.

1953 - The Abby Aldrich Rockefeller Sculpture Garden, designed by Philip Johnson, is dedicated. Acquisition of building at 27 West 53 Street

2000 - MoMA became the sole corporate member of P.S.1. This innovative partnership has P.S.1 maintaining its artistic and corporate independence and expands outreach for both institutions, and offers a broad range of collaborative opportunities in collections, exhibitions, educational programs, and administration.

2004 – Museum Expansion designed by Architect Yoshio Taniguchi nearly doubled the space exhibitions and programs with 630,000 square feet of new and redesigned space.



Campaign Timeline________________________________________________________

Phase 1March - August 2006

Draft timeline Visioning sessions with staff & board Focus groups with teachers, artists, students Draft case statement Draft gift matrix Develop major gift prospect lists Research & hire consultant for feasibility study

Phase 2September 2006 – February 2007

Conduct Feasibility study Readjust gift matrix based on study Conduct prospect screening Develop list of campaign committee candidates Moves management – educate, organize & empower fundraising volunteers Decide on campaign committee Cultivate board’s leading gifts Cultivate external major gifts Conduct foundation grant & corporate sponsorship research

Phase 3March 2007 – August 2007

Continue with Moves management Cultivate board’s leading gifts Cultivate & solicit external major gifts Check the gift matrix “score card” Revisit and finalize case statement & supplemental materials Produce all finalized written materials Secure board’s leading gifts by August 31st 2007 Write foundation/ federal grants Cultivate corporate sponsorship opportunities

Phase 4September 2007- February 2008

Begin Public Phase of Campaign Augment major gift prospect lists Continue with Major Gift cultivation and solicitation Check the status fulfilling the gift matrix Augment volunteer roster



Continue with moves management of campaign leadership Ongoing stewardship and public recognition of Major Gift donors Reach the 200 Million dollar goal & celebrate!!!

MoMA Education Center Capital Campaign

Gift Chart

Gift Type Gift Amount # of Gifts # of Prospects Needed Total

Lead Gift 20,000,000 1 3 20,000,00010,000,000 3 9 30,000,0005,000,000 15 45 75,000,0002,500,000 20 60 50,000,0001,000,000 15 45 15,000,000750,000,000 3 9 2,250,000500,000,000 5 15 2,500,000250,000 10 30 2,500,000100,000 20 60 2,000,00050,000 10 30 500,000Less than 50,000 many many 250,000

200,000,000

Capital and Annual Campaign Budget

Primary Revenue* $100,042,000 Other Revenue* $87,726,000

Capital Campaign Contributions $200,000,000

Expenses

Capital Marketing Campaign $10,000,000

1st Season marketing campaign $5,000,000 New Media Lab 10,000,000Exhibition Gallery 5,000,000Two Performance Halls 30,000,000Black & White Darkroom 2,000,000Color Darkroom 2,000,000Cafeteria 5,000,000New Admin. Offices 2,000,000



3 large 10 group conference rooms 10,000,000New Administrative expenses 5,000,0005 Studio Art environments 25,000,000E.C. endowment 75,000,000Art Supplies 5,000,000Ongoing Program Expenses $102,818,000 Ongoing Admin istration Expenses $26,050,000 Fundraising Expenses $10,000,000

Revenue $387,768,000

Expenses $329,868,000

Primary Revenue consists of grants and contributions, revenue produced from programs and services, and membership fees and dues.

Other Revenue consists of investments, rents, special events, sales of inventory, and other unrelated business income.

Campaign Committee Structure and Leadership Responsibilities

Campaign General Chair

Robert B. Menschel – Chairman

Responsibilities: He will enlist the committee members. He will cultivate and solicit a targeted number of donor prospects outside of the campaign committees. He is individually responsible for securing all individual commitments of campaign committee members.

Lead Gift Committee

Lewis B. Cullman – Honorary Trustee: His generosity enabled the founding of The Dorothy and Lewis B. Cullman Center for Scholars and Writers is an international fellowship program at the Humanities and Social Sciences Library. He is NYPL board member.

David Rockefeller - Honorary Chairman, gave the museums largest gift of 100 million in 2004

Celeste Bartos - Lifetime Trustee. Ms. Bartos is largely responsible for enabling the creation of the Celeste Bartos Education Center located at the NYPL’s Humanities and Social Sciences Library. This center includes 2 state-of-the-art classrooms, a visitors' Theater, and a 177-seat auditorium

Responsibilities: These committee members will be asked to make major gift pledges and quite possibly lead gifts. They will engage in peer screening sessions and will undergo



cultivation and solicitation training sessions with Richard E. Salomon, past campaign general chair and with Mark Margitich, current Director of External Affairs. They will cultivate and solicit amongst the circles of influence and affluence as well past and present major gift donors.

Major Gift Committee

Mark Margitich – Director of External Affairs. Largely responsible for raising major gifts for the “New MoMA” capital campaign.

Randy Alexander – Major Gifts Director Jerry I. Speyer – MoMA trustee

Responsibilities: These committee members will engage in the cultivation and solicitation of major gifts using the raiser’s edge database to find past and present major gift donors. The relationships these committee members have already forged with donors will strengthen the likelihood of major gift donations.

21st Century Committee This committee will consist of under forty past and present major gift donors. These five

to seven individuals will be chosen by Major Gifts Director Randy Alexander who will do so as a ripe opportunity for donor recognition and donor upgrade. This initiative will cultivate MoMA’s philanthropic leaders and trustees of tomorrow.

Responsibilities: These committee members will be asked to make major gift pledges. They will engage in peer screening sessions and will undergo cultivation and solicitation training sessions with Richard E. Salomon, past campaign general chair and with Mark Margitich,current Director of External Affairs. They will cultivate and solicit amongst the circles of influence and affluence as well past and present major gift donors.

Corporate Gifts Committee

Ronald S. Lauder - Chairman Emeritus Sid R. Bass – Vice Chairman Katherine Lyons –Senior Development Officer – Corporate Relations

Responsibilities: These corporate Committee members will target corporate ceos who they personally know, past corporate MoMA sponsors as well as corporations who have sponsored comparable art museums. Informational sessions and events will be coordinated with the Major gift committee and the Special Events Committee.

Community Committee

Amy Horschak, Education Director Joe Vinik – Marketing Director Jerry Steiner – Community Relations Director



Responsibilities: Will contact the following organizations and seek to cultivate strategic partnerships and cross-programmatic initiatives, which would strengthen the appeal of the campaign for foundations/government grants, corporate sponsorship and individual donors:Columbia University, NYU, School of Visual Arts, Fashion Institute of Technology, Pratt University, College Art Association, Settlement Houses, YMCAs, YWCAs, PTA, Girl Scouts of America, Boy Scouts of America,

Foundation and Government

Elizabeth Burke - Senior Associate Development Officer – She writes all government and foundation grants.

Responsibilities: To write grants for this capital campaign as well as for the annual campaign

The Family (employees)

Mark Margitich Deputy Director of External Affairs Randy Alexander – Major Gifts Director Elizabeth Burke - Senior Associate Development Officer Katherine Lyons - Senior Associate Development Officer Kelly Patterson – Development Associate Marisa Horowitz – Prospect Researcher Kim Yung - Prospect Researcher Jen Dennis - Prospect Researcher

Responsibilities: To provide all donor history, campaign materials and support to committee members while handling annual campaign duties

Direct Mail

Direct Mail Kelly Patterson – Development Associate Additional Interns and volunteers will be needed for this activity

Responsibilities: Will work with the marketing department to produce effective, eye-catching campaign materials that distinguishes the education center campaign and programming as a more accessible, warmer, less corporate brand identity.

Special Events

Marie-Josée Kravis - President Agnes Gund - President Emerita Jo Carole Lauder

. Responsibilities: All three have traditionally co-chaired the Party in the Garden event in June. They have a real aptitude, zeal, and rolodex for special event planning which will serve all



committees to plan constituency-targeted events that identifies, informs, and interests donor prospects, potential corporate sponsors, and community leaders.

Public Awareness

Glen Lowry - Director Mark Margitich - Deputy Director of External Affairs Joe Vinik – Marketing Director Amy Horschak, Education Director

Responsibilities: Will work with the capital campaign chair, along with the marketing, education and development departments to create and disseminate the marketing campaign.

Philanthropic Leadership: Expectations and a message for the Board of Trustees

For the viability for success with the Create and Learn with MoMA capital campaign, the feasibility study along with an assessment of past capital campaigns has suggested The Board of trustees must contribute two thirds of the campaign goal, which equals 132 million. Therefore each of the five four trustee’s must give an average of 2.44 million

This capital campaign needs more than trustee financial support. It needs the board’s passion, time, and commitment to seek additional support. Every board member needs to identify, inform and interest friends in their respective circles of influence and affluence. There will always be certain trustees who have a greater predilection, more experience and innate skill raising major gifts. For those trustees who have not sought out their friends for prospects fear not: the actual act of soliciting will amount to five percent of your time. The other ninety five percent will be in cultivation. Trustees must passionately inform people of the campaign, the stellar plan for the education center, and the nation leading education programs that will arise and be available to all New York City children. Each trustee must identify and inform five of their friends. Mark Margitich, Deputy Director of External Affairs and Randy Alexander, Director of Major Gifts will work with each and every trustee empowering and equipping them with a plan and a compelling case statement.

Commemorative Gift Plan: Naming Opportunities_____________________

* The Education Center This naming opportunity would recognize the donor of a 20 million dollar lead gift

donation

(1) Education Gallery This naming opportunity would recognize a major gift donor of 10 million

(1) MoMA Media Lab This naming opportunity would recognize a major gift donor of 10 million



(2) Photography Labs This naming opportunity would recognize 2 major gift donors of 10 million totaling 20

million

(5) Art Studio Learning Environments Each studio would recognize a donor of a major gift donation of 5 million. The total for this Commemorative gift plan category is 25 million

The Commemorative Gift Plan consisting exclusively of Naming Opportunities is projected to yield 85 million, which is 42.5% of the total Capital Campaign goal.

Identification of Potential Sources of Support________________________

Systems & Activities:

Corporate Research will be conducted by the development department and will use hoovers.com, Committee to encourage Corporate Philanthropy – corporatephilanthropy.org, etrade.com and Stockmaster.com in their efforts. These resources will be crosschecked with MoMA’s corporate membership and sponsorship database system.

Foundation Research will be headed by Elizabeth Burke, Senior Associate DevelopmentOfficer and foundation grants writer. She will research at the foundation center for foundations with capital campaign Interest, available grants, proposal deadlines, and the foundation’s preferred method of contact, foundation assets and average gift size. Ms. Burke should also Look at the budget of funded organizations to find out what foundations giving histories has been. She will also canvas the board members for known contacts and connections to relevant foundations.

The Kresge Foundation has a Capital Challenge Grant program which is certainly worth applying for. In order to be eligible MoMA would be required to secure leadership gifts and major gifts. If MoMA’s proposal is accepted. Then Kresge will set a challenge deadline which would determine when MoMA has to raise the remaining money to reach the campaign goal. If MoMa is successful then Kresge will reward one-third to one-fifth of the amount MoMA had to raise to complete the campaign goal. This would translate in an additional 60 to 40 million dollars.

Major Gift Donor Research Prospect Researchers in the development office will research individual donors through Lexus Nexus, Chronicle of philanthropy - www.philanthropy.com, Hoovers.com, Forbes fortune 500 listing, Art in America –top 200 collectors magazine issue. Reconnaissance trips will be planned for prospect researchers to visit other organizations in order to locate and notate the names of wings in buildings. These compiled lists will be crosschecked against the MoMA donor database.



Solicitation Procedures____________________________________________

Face to face is typically the most effective form of capital campaign solicitation and therefore it is the most recommended solicitation procedure for Create and Learn with MoMA capital campaign. It is advisable to do a separate ask for capital campaigns and for annual campaigns. It will be easier for volunteer/ staff fundraisers to cultivate and solicit for these funds with just one case needed to be made at a time. Also a separate ask will prevent the annual campaign from appearing subordinate to the capital campaign and therefore yield two generous donations instead of potentially one generous and one modest donation.

Special Event: Buy a baby genius artwork_______________________________________This event will occur in the middle of Phase 4 (September 2007- February 2008), the public phase of the capital campaign and will exist as a benefit auction in the The Donald B. and Catherine C. Marron Atrium. The auctioning will consist of drawings, and paintings made by twenty modern masters and contemporary artist luminaries in their childhood. Never conceived by any art museum, gallery, or auction house including Christies, and Sotheby’s, this benefit auction will be the first time childhood art by Major Artists will be exhibited and auctioned in this country. This event will only be possible with the success of The acquisition committee. This volunteer/staff group researches, solicits and procures artworks from collectors, artists, artist estates, museums and galleries. This committee would need to start working to secure donated childhood artworks starting in Phase 1 (March – August 2006) The goal for this event is to raise 10 million dollars.

Public Relations and Publicity Plan__________________________________

“Crayola Presents: Create with MoMA"A Cause Related Marketing Initiative

Since 1885, Binney & Smith’s iconic Crayola Crayons have provided children with the palette to color, render and cultivate their private worlds of imagination. This seminal company for the artists of tomorrow believe that the arts “help strengthen children's abilities to visualize, problem-solve, communicate and think critically.” The Crayola crayons brand identity is indisputably affixed in the collective American consciousness. Childhood, creativity, and crayola will always have close associations. The Brand identity as a leader, the product’s reach in all markets, and the company’s longtime philanthropic support of the arts incentivizes MoMA to propose a cause related marketing endeavor for the museum’s Education Building Capital Campaign.

“Crayola Presents: Create with MoMA” will reconceive the iconic yellow box packaging for the duration of the public phase of the capital campaign with a stark, “MoMA-like” white box that bears the MoMA logo colored in loosely with Crayolas. “Crayola Presents: Create with MoMA" will appear on the packaging thereby providing the alluring power of brand recognition and mutual brand reinterpretation through dual logo identification. A message on the box will state that sale proceeds support the MoMA education building campaign which aims to provide All children with the best art education environment in New York City. This initiative will solely be staged in the tri state region of New York, New Jersey and Connecticut. MoMA will receive ten



percent of all retail sales. There will be a promotional art contest described on the back of the “CrayMoMA” box that’s vigorously cross promoted on moma.org and crayola.org. The winners within several age categories and themes will be exhibited in the lobby of the new MoMA education building for its unveiling.

Crayola’s robust distribution channels will be used to disseminate public awareness of the capital campaign in previously unexplored venues for previously overlooked constituents -public school children and their parents. MoMA needs to reach and embrace this constituency to counteract the swelling public perception that MoMA is a corporate art museum. Positioning the education capital campaign and accompanying programs as “Your MoMA” – a museum that’s spurs learning for all will only attract more foundations and individual donors. They will comprehensively and democratically be fulfilling their educational mandate as a 501 c 3 tax exempt organization.

Appendix:_______________________________________________________

Moves Management Intitaive:

(1) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: President Emerita AGNES GUND Natural Partner: Director Glen Lowry

Initiative One Activity: Lunch. Due Date: 5/15/06 in Phase 1 of Campaign (See Timeline)Minimum Acceptable Result: Mr. Lowry articulates salient components of case statement, gauges Ms. Gund’s receptivityResult Desired: Mr. Lowry articulates case statement, gauges Ms. Gund’s receptivity. Ms. Gund would then offer insight into strengthening the case.

Results Achieved: TBD

Initiative Two Activity: Private Walk through of upcoming “Eye on Europe: Prints, Books & Multiples, 1960 to Now” exhibition with Glen Lowry. Coffee afterwards.Due Date: 10/1/06 in Phase 2 of Campaign (See Timeline)Minimum Acceptable Result: Glen commends Agnus for founding Studio in a School Association and asks informed programmatic questions & gauges cross-programmatic potential with upcoming MoMA education center.Result Desired: Agnus envisions and “blue skies” some initiatives for a fertile mutually beneficial programmatic relationship for Studio in a School Association and upcoming MoMA education center.Results Achieved:TBD

Initiative Three Activity: Private Walk through of upcoming Édouard Manet and The Execution exhibition Drinks afterwards.Due Date: 11/1/06



Minimum Acceptable Result: Glen describes the numerous naming opportunities (and gift amounts involved) for the Education Center and gauges Agnes receptivity. The desired & minimum results are one and of the same for this essential stepResult Desired: Agnes is interested in a naming opportunityResults Achieved: TBD

Initiative Four Activity: Lecture by Dutch artist Jacco Olivier. Dinner Afterwards Due Date: 12/1/06Minimum Acceptable Result: Glen articulates his dream for the education center. Revisits cross programming potential with Studio in a School Association. Solicits Agnus to make near pace setting gift of $10,000,000 (See Gift Chart)Result Desired: She gives a verbal gift pledge agreement for the aforementioned amountResults Achieved: TBD

Initiative Five Activity: Private Walk through of upcoming Jeff Wall exhibitionDue Date: 2/1/06Minimum Acceptable Result Agnus commits to donation with at least a first installment to be received by August 2007 – 5 millionResult Desired: Agnus commits to single disbursement donation for August 2007 (Beginning of Phase 3 of timeline)Results Achieved: TBD

(2) MOVES MANAGEMENT INITIATIVE PLANNING FORMDONOR PROSPECT: President Marie-Josée Kravis Natural Partner: longtime friend Elizabeth Burke Senior Associate Development Officer

Initiative One Activity: Cocktails at “The Party in the Garden” – Co chaired by Ms. Kravis. Due Date: 6/606Minimum Acceptable Result: Ms. Burke articulates salient components of the case statement, gauges Ms. Kravis’ receptivityResult Desired: Ms. Kravis is enthusiastic and blue skies some technological programmatic initiatives that would strengthen the case.Results Achieved: TBD

Initiative Two Activity: Hampton getaway at the Kravis homeDue Date: 7/06Minimum Acceptable Result: Ms. Burke asks informed questions about InterActiveCorp (Ms. Kravis is on the board of this business) “IAC operates leading and diversified businesses in sectors being transformed by the internet, online and offline. Their mission is to harness the power of interactivity to make daily life easier and more productive for people all over the world”. Burke would ask Kravis is she or any IAC board member or employee would serve as a pro bono technology consultant for the education center’s revitalized New Media Program. Result Desired: Ms. Kravis thinks this is a great idea & proceeds to call IAC colleagues.

Results Achieved: TBD



Initiative Three Activity: DinnerDue Date: 9/06Minimum Acceptable Result: Ms. Burke asks Ms. Kravis if she would be interested in making the lead gift for the education center’s upcoming New Media Lab which could be named in her honorResult Desired: Ms. Kravis will consider the gift and wants to see a proposed budget for the lab soon Results Achieved: TBD

Initiative Four Activity: Tours for Fours (part of MoMA’s family programming) with Ms. Burke’s daughter – lunch discussion followingDue Date: One Saturday in NovemberMinimum Acceptable Ms. Burke furnishes New Media Lab budget and solicits Ms. Kravis for $10,000,000 gift Result Desired: Ms. Kravis is satisfied with this preliminary budget. Wants to receive more programmatic info in regards to the New media Lab by next month & promises to make a gift decision in January.Results Achieved:TBD

Initiative Five Activity: Ms. Burke’s Birthday dinner partyDue Date: 1/15/06Minimum Acceptable Ms. Kravis commits to donation with at least a first installment to be received by August 2007 – 5 millionResult Desired: Ms. Kravis commits to single disbursement donation for August 2007 (Beginning of Phase 3 of timeline) Results Achieved:TBD

(3) MOVES MANAGEMENT INITIATIVE PLANNINGDONOR PROSPECT: Peter Norton – Board member Natural Partner: Mark Margitich Deputy Director of External Affairs. They attend the same upper East Side Chakrasambara Buddhist Center

Initiative One Activity: Dinner after attending Buddhist centerDue Date: 5/23/06Minimum Acceptable Result: Mr. Margitich articulates salient components of the case statement, specifically he elaborates on the Cezanne studio art environment (see Case Statement). The reason being, Mr. Norton may be interested in a naming opportunity because he gave significant support for the landmark 2005 exhibition Pioneering Modern Painting: Cézanne and Pissarro 1865–1885Result Desired: Mr. Norton’s is enthusiastic and “blue skies” which Cézanne painting would best serve as inspiration for the proposed dynamic three-dimensional learning environment. Mr. Margitich would pass these suggestions along to Director Glen LowryResults Achieved:TBD



Initiative Two Activity: DinnerDue Date: 7/06Minimum Acceptable Result: Mr. Margitich offers more information about the Cezanne studio art environment & delineates how the space will inform the programming. Mr. Margitich gauges whether this funding opportunity is truly resonating with Mr. Nortonay center capital campaignAchieved:TBD

Initiative Three Activity: Out for CoffeeDue Date: 10/06Minimum Acceptable Result: Mr. Margitich asks Mr. Norton would he consider making the lead gift that pays for the construction of the Cezanne studio art environmentResult Desired: Mr. Norton replies that he would seriously consider it.Achieved:TBD

Initiative Four Activity: Mr. Margitich’s Birthday Dinner partyDue Date: 12/06Minimum Acceptable Result: Mr. Margitich solicits Mr. Norton for $10,000,000 naming opportunity gift. Result Desired: Mr. Norton says yesAchieved:TBD

Initiative Five Activity: Board of Director’s meetingDue Date: 2/07Minimum Acceptable Result: Mr. Norton commits to donation with at least a first installment to be received by Summer 2007Result Desired: Mr. Norton commits to a single disbursement donation to be received by July 2007Achieved: TBD

(4) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: Kruse FoundationNatural Partner: Elizabeth Burke Senior Associate Development Officer – She is responsible for Foundation and Government grant writing.

Initiative One Activity: Ask Ms. Burke to find out if there are any connections between the Kresge Foundation and the boardDue Date: 7/06Minimum Acceptable Result: Ms. Burke finds one connectionResult Desired: Ms. Burke finds several connectionsAchieved: TBD

Initiative Two Activity: Make Contact with Connected MoMA Board MemberDue Date: 9/06



Minimum Acceptable Result: Ms. Burke enlists connected Board member to make an initial call to the Kresge Foundation. Result Desired: Connected board member makes initial call and gathers further information on Kresge, and initial reaction to grant proposal for capital projectAchieved: TBD

Initiative Three Activity: Generate & Send Letter of IntentDue Date: 9/06Minimum Acceptable Result: Ms. Burke’s sends letter of intentResult Desired: Ms. Burke’s sends letter of intent one week after board member contacted the foundation

Achieved: TBD

Initiative Four Activity: After Grant Proposal is submitted Ms. Burke calls offering to meet foundation re: proposalDue Date: Depends on Kresge’s Capital Challenge Grant deadlineMinimum Acceptable Result: Within the conversation Ms. Burke confirms the foundation officer did receive the grant and finds out the foundation’s schedule for proposal reviews.Result Desired: The foundation agrees to meet with MoMA regarding the grant proposal.Achieved: TBD

Initiative Five Activity: MoMA Meets with KresgeDue Date: Depends on Kresge’s scheduleMinimum Acceptable Result: Ms. Burke, Mr. Margitich, and Glen Lowry weave together a compelling articulation of the case providing a lucid picture on how the education center will fulfill its mission to a broader group of constituents. Result Desired: The foundation is convinced of the merits of the case & capital campaign and pledges to accepts the proposal for the challenge grant programAchieved: TBD

(5) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: Goldman Sachs - CEO Hank PaulsonNatural Partner: MoMA Chairman of the board Robert B. Menschel is a senior director with Goldman Sachs

Initiative One Activity: Drinks after Goldman Sachs Board of Director’s MeetingDue Date: 7/1/06

Minimum Acceptable Result: Mr. Menschel articulates salient components of case statement, gauges Mr. Paulson’s receptivityResult Desired: Mr. Paulson is intrigued and wants more information about the campaign and future programming in comparison to other major nyc art museum education facilities and programsAchieved:TBD



Initiative Two Activity: DinnerDue Date: 9/1/06

Minimum Acceptable Result: Mr. Menschel expounds on campaign, future programming and offers comparison with other major nyc art museums (compiled MoMA development line staff)Result Desired: Mr. Paulson remains interested in campaign & programmingAchieved: TBD

Initiative Three Activity: Mr. Menschel takes his grandkids and Mr. Paulson to MoMA’s annual student exhibition.Due Date: 10/1/06

Minimum Acceptable Result: Mr. Menschel describes the vast improvements planned for central exhibition space and multi purpose performance space. Mr. Menschel asks if Goldman Sachs would be interested in naming opportunities for either one of these spaces.Result Desired: Mr. Paulson expresses serious interest and will discuss it amongst his business colleagues.Achieved: TBD

Initiative Four Activity: Mr. Menschel, Mr. Paulson, and Ms. Lyons –MoMA Corporate Relations Senior Development Officer have lunchDue Date: 12/1/06

Minimum Acceptable Result: Ms. Lyons details an exhaustive array of potential corporate membership benefits for Goldman Sachs employees. Mr. Menschel solicits Mr. Paulson (on behalf of Goldman Sachs) for a 5,000,000 Result Desired: Mr. Paulson sees the employee morale potential, especially for his employees who have families. He will consult his board. Achieved: TBD

Initiative Five Activity: Mr. Menschel and Mr. Paulson have dinnerDue Date: 2/1/07

Minimum Acceptable Result: Mr. Paulson makes a gift pledge of 2.5 Million.Result Desired: Mr. Paulson makes the 5 million dollar gift pledge for Summer 2007Achieved: TBD

(6) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: Honorary Trustee Lewis B. Cullman: Background: “The Dorothy and Lewis B. Cullman Center for Scholars and Writers is an international fellowship program open to people whose work will benefit directly from access to the collections at the Humanities and Social Sciences Library”NYPL board member



Natural Partner: Board member Eli Broad also on Board of New York Public Library

Initiative One Activity: Dinner after MoMA board meetingDue Date: 5/1/06

Minimum Acceptable Result Mr. Broad articulates salient components of case statement, gauges Mr. Cullman’s receptivityResult Desired: Mr. Cullman is intrigued and they plan to discuss the campaign more extensively soonAchieved:TBD

Initiative Two Activity: Dinner after NYPL board meetingDue Date: 6/1/06

Minimum Acceptable Result: Mr. Broad asks Mr. Cullman if he would be interested in providing scholarships for a MoMA fellowship program? Or would he be interested in another facet of the education center?Result Desired: Mr. Cullman shows an interest in the Red Studio retooling (see Case Statement) Achieved: TBD

Initiative Three Activity: Lunch – Broad, Cullman, and Amy Horschak, Museum Educator and Red Studio Project LeadDue Date: 91/06

Minimum Acceptable Result: Ms. Horschak describes proposed retooling for red studioResult Desired: Mr. Cullman is excited and wants contribute towards this embellished programAchieved:TBD

Initiative Four Activity: Second trio Lunch – Broad, Cullman, and Amy Horschak, Museum Educator and Red Studio Project LeadDue Date: 11/1/06

Minimum Acceptable Result: Ms. Horschak updates Mr. Cullman with red studio future activities. Mr. Broad solicits Mr. Cullman for 5 million dollars.Result Desired: Mr. Cullman will get back to them by Jan 1st with a decisionAchieved:TBD

Initiative Five Activity: Third trio Lunch – Broad, Cullman, and Amy Horschak, Museum Educator and Red Studio Project LeadDue Date: 1/1/07

Minimum Acceptable Result: Mr. Cullman pledges 2.5 million for Summer 2007Result Desired: Mr. Cullman pledges 5 million for Summer 2007Achieved:TBD



(7) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: Lifetime Trustee Celeste Bartos Backgrounds: Ms. Bartos is largely responsible for enabling the creation of the Celeste Bartos Education Center located at the NYPL’s Humanities and Social Sciences Library. This center includes 2 state-of-the-art classrooms, a visitors' Theater, and a 177-seat auditorium.

Natural Partner: Board member Eli Broad also on Board of New York Public Library.

Initiative One Activity: Coffee after MoMA board meetingDue Date: 6/1/06

Minimum Acceptable Result: Mr. Broad articulates salient components of case statement, gauges Ms. Bartos’ receptivityResult Desired: Ms. Bartos is intrigued and they plan to discuss the campaign more extensively soonAchieved:TBD

Initiative Two Activity: LunchDue Date: 6/1/06

Minimum Acceptable Result: Since it is known that ms. Bartos has a proclivity fro Abstract Expressionism, Mr. Broad asks a. Bartos if she would be interested in funding the Jackson Pollock studio art environment (See Case statement) Or would she be interested in another facet of the education center?Result Desired: Ms. Bartos is interested in funding this studio art environmentAchieved:TBD

Initiative Three Activity: Due Date: 9/1/06

Minimum Acceptable Result: Since it is known that ms. Bartos has a proclivity fro Abstract Expressionism, Mr. Broad asks a. Bartos if she would be interested in funding the Jackson Pollock studio art environment (See Case statement) Or would she be interested in another facet of the education center?Result Desired: Ms. Bartos is interested in funding this studio art environmentAchieved:TBD

Initiative Four Activity: MoMA film series on Pollock Hans Namuth short film (1950) and Pollock (2000) drinks afterwardsDue Date: 10/1/06Minimum Acceptable Result: Mr. Broad solicits Ms. Bartos for $10,000,000 naming opportunity gift. Result Desired: Ms. Bartos will seriously consider a gift pledge



Initiative Five Activity: Mr. & Mrs. Broad go out for dinner with Ms. Bartos (She is a widower)Due Date: 12/1/06Minimum Acceptable Result: Ms. Bartos commits to donation with at least a first installment to be received by Summer 2007Result Desired: Ms. Bartos commits to a single disbursement of10 million-dollar donation to be received by July 2007Achieved:TBD

(8) MOVES MANAGEMENT INITIATIVE PLANNING DONOR PROSPECT: Jo Carole Lauder

Natural Partner: Maja Oeri– They are both Co-chairs for The Party in the Gardenspecial event

Initiative One Activity: Lunch the week after the galaDue Date: 6/9/06Minimum Acceptable Result: Ms. Oeri articulates salient components of case statement, gauges Ms. Lauder’s receptivity Result Desired: Ms. Lauder is interestedAchieved:TBD

Initiative Two Activity: DinnerDue Date: 8/9/06Minimum Acceptable Result: Ms. Oeri expounds on the retooling for the Destination: Modern Art program (see case statement) and asks whether she may interested in pledging a gift towards this programResult Desired: Ms. Lauder requests more programmatic information Achieved:TBD

Initiative Three Activity: Visit to MoMA family day programming Due Date: 10/1/06Minimum Acceptable Result: Ms. Lauder meets Allegra Burnette, Creative Manager, Digital Media who is largely responsible for the Destination: Modern Art program. Result Desired: Ms. Brunette discusses the retooling of the program and keeps Ms. Lauder intriguedAchieved:TBD

Initiative Four Activity: DinnerDue Date: 12/1/06Minimum Acceptable Result: Ms. Oeri solicits Ms. Bartos for $5,000,000 gift. Result Desired: Ms. Lauder will seriously consider a gift pledgeAchieved:TBD

Initiative Five Activity: 92 St Y Public Lecture on New practices in Art EducationDue Date: 1//07



Minimum Acceptable Result: Ms. Lauder commits to donation with at least a first installment to be received by Summer 2007Result Desired: Ms. Lauder Commits to single disbursement donation for August 2007Achieved:TBD