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Transcript
QUEEN CREEK PERFORMING ARTS CENTER STRATEGIC PLAN PRESENTATION MAY 2015 RESEARCH ✤ 30 individual interviews ✤ 7 site visits ✤ Focus groups and market research study COMMUNITY GOALS: Center as an asset that connects to local economic activity ✤ Improve community’s competitive edge, engaging people in programs that are authentic and reflective of the community ✤ Attract new and visiting populations ✤ Attract new businesses who want to be in a location that provides unique amenities ✤ Contribute to a sense of civic pride ✤ Contribute to the development of a skilled work force Seven Key Results Areas ✤ Programming ✤ Facilities ✤ Education ✤ Marketing ✤ Fundraising ✤ Governance ✤ Administration PROGRAMMING ✤ Balance of professional theater, community theater and education programs ✤ Comparisons with 7 other valley arts centers ✤ Programming ✤ Public funding and private support ✤ School district partnerships FACILITIES ✤ Improvements needed ✤ School board bond and private fundraising campaign ✤ Future aspirations EDUCATION ✤ Partnerships with the school district ✤ After school and evening programs for students and adults MARKETING ✤ Number one priority ✤ Experience Matters to develop a marketing plan ✤ Staff or consultant to implement ✤ Return on investment FUNDRAISING ✤ Capital Campaign ✤ Membership Program ✤ Sponsorships GOVERNANCE ✤ Expand board ADMINISTRATION ✤ Performance measures and metrics READINESS TO MOVE FORWARD ✤ Work with Experience Matters on marketing plan ✤ Benefits-driven membership program ✤ Marketing materials that differentiate between professional and community programs ✤ Strategies to better use human resources: teachers, volunteer manager and marketing expertise FINAL THOUGHTS ✤ Aggressive plan that builds on the strong current programming ✤ Plan establishes infrastructure and systems to move forward smartly ✤ Plan establishes a framework for setting priorities and making choices ✤ Marketing is the overarching need to bring greater awareness and participation to the Center
