Strategic thinking for strategic planning
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Strategic thinking for strategic planning

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  • Montgomery County remains in the Top 50 Best Places To Live, according to CNN Money 2013"Artists and art making in Maryland fuel our creative economy and expand opportunities for cultural engagement across the state," Dominick Murray, Secretary, Maryland Department of Business and Economic Development World-class performing centers and culturally-diverse neighborhoods make MC Maryland’s SMART Business Location says MCDEDTourists rank attendance at cultural events and venues in the top 10 reasons to visit MC
  • In fiscal year 2013, 20 Maryland Arts and Entertainment (A&E) Districts collectively supported an estimated 5,144 new jobs that paid $149 million in wages. New jobs combined with A&E District festivals and events supported more than $458 million in state GDP and $36 million in state and local tax revenue, a new study shows. Of that 1400 jobs and $114 million in state GDP, $36 million in wages was paid in Montgomery County A&E Districts.
  • Workforce Trends in Montgomery County, Maryland2012-2017byStephen S. Fuller, Ph.D.Dwight Schar Faculty Chair and University Professor,Director, Center for Regional Analysis,George Mason University,Arlington, Virginia April 4, 2013Montgomery County’s economy in 2012 totaled $68.7 billion and is projected to increase by 15.8 percent over the 2012-2017 period to $79.5 billion (in 2012 $s). By 2012 The County’s economy supported a total of 655,824 jobs (full-time, part-time, self-employed and contract workers). By 2017, this employment base is projected to add 38,934 net new workers, a gain of 5.9 percent. Montgomery County’s job growth is concentrated in a small number of occupational categories but these reflect a variety of education and skills-levels ranging from sales, food preparation and serving, construction and maintenance to business and financial operations, management, health care and arts, design and media occupations.
  • US Census DataBlack or African American 18.3% American Indian and Alaska Native 0.7% Asian alone, percent, 2012 (a) 14.7% Native Hawaiian and Other Pacific Islander 0.1% Two or More Races 3.1% Hispanic or Latino 17.9%  White 47.8%
  • Advancement - available to nonprofit arts and humanities organizations that qualify for and are applying for General Operating Support Grants for Large Arts and Humanities OrganizationsCapital  Improvement  Grants  are  intended  for   facility  construction  or  improvements, new  construction,  for  expansion  of  a   project,  renovation  of  an  existing  structure  or  physical  plant  repairs  critical  to  an  organization’s  arts  or   humanities  mission.Mid Size Organization - Program Grants, Management Grants, Space Improvement and Equipment Grants. organizations that have annual cash expenses of at least $50,000 and not more than $150,000, and to organizations that have annual expenses of more than $150,000 if the organization is not applying for Grants to Large Arts and Humanities Organizations.Small organizations and groups are those with cash operating expenses in the most recently completed fiscal year of under $50,000. An applicant may request and may be awarded one grant for FY14 in the amount of $1,000 to $5,000.To provide funding for a wide array of arts and humanities activities that benefit County residents;  To nurture arts and humanities programs representative of the diverse, multi-cultural character of Montgomery County;  To support innovative and distinctive artistic and scholarly programs by the County’s resident arts and humanities groups; and  To promote direct interaction between artists and scholars and community audiences.
  • 44% increase!
  • Serve as the County’s grant-making organization for the arts and humanities sector Advocate for capacity building and fiscal sustainability for our sector Serve as the expert for capacity building and fiscal sustainability  Foster incubator and growth opportunities with an emphasis on nascent organizations

Strategic thinking for strategic planning Strategic thinking for strategic planning Presentation Transcript

  • STATE OF THE ARTS & HUMANITIES IN MONTGOMERY COUNTY APRIL 2, 2014 the arts & humanities council of montgomery
  • Enhance Quality of Life Drive the Economy Convene Communities In Montgomery County arts, heritage and culture
  • Quality of Life “Montgomery County is one of the Top 50 Best Places To Live”, CNN Money 2013 "Artists and art making in Maryland fuel our creative economy and expand opportunities for cultural engagement across the state," Dominick Murray, Secretary, Maryland Department of Business and Economic Development World-class performing centers and culturally-diverse neighborhoods make MC Maryland’s SMART Business Location says MCDED Tourists rank attendance at cultural events and venues in the top 10 reasons to visit MC
  • Driving Our Economy
  • Montgomery County Economic Trends Economy is growing By 2017, the County’s employment base is projected to grow 5.9 percent The arts and humanities are an important part of that growth
  • Convening Communities 58 performing venues 60 galleries 22 theatres 50 historical venues 150 small, midsize and emerging arts & humanities groups 27 book stores 33 dance studios 28 music stores 14 recording studios 9 art supply stores 32 music schools 1500 independent artists & scholars And growing!
  • Montgomery County Arts &Humanities Funding History 2002-2014
  • Our Extraordinary Demography 48% White 52% People of Color Population Estimates: 2013 = 1,016,677 2012 = 1,004,476 Population percent change, 4/1/10 to 7/1/13 = 4.6%
  • Seven Grant Categories Advancement Capital Improvement Project General Operating Support Mid Size Organization Small Organization Individual Artists and Scholars Artists and Scholars in the Community Matching Grants Eight Grant Categories
  • FY15 Budget Recommendation $5,483,700
  • Dynamic Thinking About the Future In forming its new Strategic Plan AHCMC should…
  • As a grant maker As an advocate As a capacity building, fiscal sustainability expert To foster incubators and growth with an emphasis on nascent organizations To integrate technology with strategic plan Think Strategically…
  • Think Strategically… To identify "arts deserts" To help align hubs of cultural development with areas of economic development To encourage, enable and convene collaborations between organizations and individual artists To support diversity and advance equity with an awareness of changing demographics
  • To focus on intergenerational education To encourage public/private partnerships To find & maintain rehearsal, performance spaces To develop more impactful support for Individual Artists and Scholars To mine data and measure/assess against stated goals To adopt an Adaptive Strategy Think Strategically…
  • NEXT STEPS Solicit community feedback through meetings with grantees and other stakeholders Integrate resonate themes into the new strategic plan framework Present framework to AHCMC Board for review AHCMC Board to adopt in FY16 Next Steps
  • Questions? Thank You!
  • Providing leadership that sustains arts and humanities organizations, artists and scholars and inspires participation in our County’s rich cultural assets