ATTACHMENT_E,_THE_KENNEDY_CENTER_STRATEGIC_PLAN_2016_-_2021.pdf

Strategic Plan 2016–2021

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Imagine a Future...

Where art and artists are embraced as central in society and represent our common humanity…

Where we are inspired, moved to reflect on who we are, and changed for the better by the artistic expression we experience…

Where artists and audiences interact for greater understanding…

Where the boundaries of art forms are reduced to allow all of the arts to thrive...

Where all children across the country have access to quality arts learning and participation…

Where our building is inclusive, accessible, and alive…

Where the Kennedy Center is a must-see destination for visitors and a favored meeting place for those who live in our region…

Where the spirit and ideals of John F. Kennedy are felt by all who visit the memorial.

When the John F. Kennedy Center for the Performing Arts opened its doors in 1971, it stood not only as the first performing arts center for the nation, but also as a memorial to a beloved president who championed the arts as the very definition of the human spirit.

Public figures at the time said they hoped the new center would help the nation’s capital emerge as a leader in the arts on a global stage, while bringing more culture to the city.

Today, nearly a half century later, the Kennedy Center shines as a national treasure. As the only performing arts center of its kind in the nation, and perhaps the world, the Center is home to two flagship organizations, Washington National

Opera and the National Symphony Orchestra. We produce and present more than

2,000 performances annually—representing all of the performing arts through a wide spectrum of genres. At a time when arts education and funding are under threat across the country, we reach millions of youth and educators through our powerful arts education programs. Our annual marquee events, the Kennedy Center Honors and the Mark Twain Prize for American Humor, celebrate, on a national stage, the artists who demonstrate the pinnacle of artistic achievement and represent the best of the human spirit.

We are now on the verge of a new frontier for the arts. That future is fueled by the

Center’s vision to be a catalyst for arts in America. As participation in the arts evolves, relationships between artists and audiences have intensified and become more integral to the total experience. With audiences increasingly interested in becoming their own curators for arts engagement, artists are even more responsive to societal influences and trends, while providing a reflection and commentary on the world around us. The role of artists as spokespeople for our society is increasingly more important as they, and our audiences, develop as Citizen Artists who harness the power of the arts to transform communities beyond the stage. At the same time, the traditional performing arts are evolving rapidly. Old and new art forms are colliding: Hip Hop and electronica fold into symphonies and operas; modern dance and ballet express current musical and theatrical ideas; and contemporary works often echo social issues of the past that are just as relevant today. The power of the performing arts to speak to us individually and collectively—and to bring us together—has never been more valued or important.

The Kennedy Center is dedicated to being artist-centric in our programming and audience-centric in our invitation to participate in a shared journey of exploration, discovery, joy, and delight. Upon its completion in 2018, our expansion project will provide a new and more open space for interacting with artists and producing work, helping to expand the Center’s accessibility. The Kennedy Center will be a safe haven for the new and the old; identifying and supporting those artists who are driving change and defining the evolving nature of artistic expression.

John F. Kennedy believed that art was the soul of the country, and the values of the

United States, exceptional. He said that the strength of a society is reflected in the strength of its art. And we will flex that might.

Deborah F. Rutter, President

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; K en ne d y C en te r H al l o f S ta te s, p ho to b y R on B lu nt

WORLD-CLASS ART

as demonstrated by

◆ Artistic mastery at world-class levels by a diverse mix of artists

◆ Citizen Artists embracing all art forms

◆ Being a role model for the performing arts; collaborating to create greater impact

◆ Connecting, inspiring, and engaging audiences

◆ Breaking down boundaries and encouraging artistic risk

◆ International programming for American audiences

POWERFUL EDUCATION

is realized when

◆ All Americans participate in the arts

◆ Arts education increases student success

◆ Arts are intrinsically valued as part of great society

◆ National partnerships are leveraged to effective strategic advantage

◆ We are a role model for local community engagement

A JFK MEMORIAL

known as

◆ The living memorial to honor President Kennedy

◆ The nation’s performing arts center

◆ A beacon for the arts in America and around the world

◆ Welcoming and accessible to all

◆ A digital powerhouse sharing the arts and memorial

◆ Home to a wide variety of stimulating performance spaces

Elements of the Vision

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MISSION

As the nation’s performing arts center, and a living memorial to President John F.

Kennedy, we are a leader for the arts across America and around the world, reaching and connecting with artists, inspiring and educating communities. We welcome all to create, experience, learn about, and engage with the arts.

VISION

We are the nation’s beacon for the performing arts, engaging artists and audiences around the world to share, inspire, and celebrate the cultural heritage by which a great society is defined and remembered.

Who We Are

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Respect: Assume good intent and treat our artists, patrons, visitors, and each other the way we would like to be treated: with honesty, dignity, fairness, and openness

Excellence: Excel in all we do through relentless focus on quality, mastery, innovation, and service, using measurements and assessments to drive continuous improvement

Creativity: Infuse our work with exploration and discovery, embracing collaboration, innovation, change, and risk

Inclusiveness: Throughout our organization, foster an environment of equity, inclusion, and diversity for artists, visitors, audiences, supporters, volunteers, and all employees

Transparency: Promote open communications, sharing information as widely as possible and encouraging feedback from all stakeholders

Artistic Integrity: Bring passion every day to our work and stay true to our artistic purpose, honoring the achievements of the past while driving toward the future

Learning: Engage individuals, ourselves, and communities of all ages through accessible arts learning opportunities in order to educate, activate, and celebrate Citizen Artists

Service: Strive to contribute and be of benefit to the public, the artistic community, and the world as we seek to enable artists to change society for the better

Values

To realize our ambitious future, we must deliver on the core elements of our vision and build an organization capable of supporting it.

This requires new, freshly articulated strategic plans for:

◆ commissioning, curating, presenting, and producing world-class art ◆ providing culturally relevant, powerful education experiences, and

◆ refreshing the experience of the Kennedy Center as the JFK memorial

Importantly, to fulfill these plans, we must support them by:

◆ creating and communicating a great brand ◆ implementing a far-reaching and progressive digital presence ◆ devising a sound, long-term strategy for financial stability, and

◆ employing strong governance of an effective organization

These seven goals are the foundation of our strategy for the next five years.

How We Will Get There

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Set the national standard of artistic achievement and innovation, reflecting the diverse cultural life of the United States by commissioning, curating, producing, and presenting work that puts artists and artistic endeavor at the center of our programming, embraces creative risk, and encourages fluidity between genres and audiences.

OBJECTIVES

1. Provide a nurturing environment and resources where talented artists are free to embrace risk and express their creativity across genres

2. Captivate and inspire audiences by weaving compelling storylines across our programs and inviting exploration and discussion of the key issues of our times

3. Cultivate current and future generations of artistic leaders while celebrating and building on our artistic heritage to connect the classic with the contemporary

4. Infuse the institution with energy and passion via the highest standard and widest range of programming, making creative use of spaces, digital channels, and partnerships

5. Use our unique assets to engage geographically diverse and culturally inclusive communities

WE WILL MEASURE SUCCESS BY:

◆ National and international recognition for artistic standards

◆ Renown as a hub of artistic innovation, contributing to the development of the art forms we present and produce

◆ Growth of a multi-generational and more inclusive audience base

◆ Increased total program attendance, both physical and digital

◆ Increased earned and contributed revenue related to programming

◆ Demonstrable growth in the diversity of multi-ethnic performers and creators

GOAL 1

World-Class Art

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Set the national bar for arts learning, creativity, and accessibility by providing powerful, culturally relevant experiences for all.

OBJECTIVES

1. Spark further engagement, diversify presenters and audiences, tailor programming, and cultivate communication based on analysis of constituent needs and interests

2. Transform the Center into a (noisy) community-oriented convener for all to experience by offering an educational menu of core and hybrid art forms, 24/7

3. Drive and strengthen the field of arts and education by investing in and leveraging resources, including digital, as well as building capacity through current and new partnerships and networks

4. Support innovation and encourage collaboration across departments and divisions by creating logical, clear, and transparent systems and processes for communications and programs that are kept current and available

5. Serve our stakeholders by developing succinct evaluation processes that encourage honest, transparent reflection and foster results-based decision-making and produce/disseminate shareable results to the field

WE WILL MEASURE SUCCESS BY:

◆ Increased audience diversity and reach, both live and digitally

◆ Improved program impact assessed through qualitative and quantitative measures

◆ Increased arts investments and arts-supportive actions at the local level

◆ Expanded geographic reach and saturation

◆ Increased experimentation and innovation

GOAL 2

Powerful Education

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Inspire increased visitation to the living memorial to John F. Kennedy by creating a deeper understanding of his life, his legacy, and the performing arts, and by ensuring every visitor feels welcomed and valued.

OBJECTIVES

1. Update and improve the memorial interpretation of the legacy of John F. Kennedy and the connection to the creation and sustained development of the national performing arts center as a living memorial

2. Create new and exciting performance and engagement spaces in the expansion

3. Create an evolving visitor experience, providing a variety of exploratory experiences of the Kennedy legacy and the history of performing arts at the Kennedy Center

4. Develop visitor pathways to ensure all visitors have the opportunity to witness the grandeur of the facility, understand the activities ongoing within the theaters and spaces, and experience the Kennedy legacy

5. Create a Kennedy Center archive of performances, artifacts, and art to ensure their preservation and future access for visitors, historians, and audiences

6. Provide an exceptional environment and services, which allow freedom and flexibility in artistic presentation, and ensure every guest feels welcomed, accommodated, and valued

WE WILL MEASURE SUCCESS BY:

◆ Recognition as the Memorial to John F. Kennedy

◆ A marked increase in new visitors to the Memorial and an increase in returning visitors to further explore what the Memorial has to offer

◆ Acknowledgement as the destination for understanding what performing arts means to America and in our society

◆ Increased multi-generational and multi-ethnic casual and social traffic outside of performance time

◆ Consistently high customer satisfaction related to the facility and services

GOAL 3

JFK Memorial

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Develop a strong brand identity that expresses and supports our Mission, Vision, and Values, and positions the Center as a memorial and destination as well as an extraordinary performing arts venue.

OBJECTIVES

1. Define and develop a strong brand identity and architecture that expresses our mission, vision, and values and encompasses all genres and sub-brands

2. Develop a thorough understanding of our customers and potential customers and consistently articulate the Kennedy Center values to them

3. Integrate brand identity into programming, across all communication channels, and throughout the customer/visitor experiences

4. Establish measurement tools and review processes to constantly evaluate and improve brand identity and effectiveness

5. Generate local, national, and international awareness of our art and educational programs, and of the Kennedy Center as a memorial and destination

WE WILL MEASURE SUCCESS BY:

◆ Strong measured brand recognition across the region, nation, and world

◆ Strong measured brand association with mission, vision, and values

◆ Increased and increasingly diverse visitors and event attendees

◆ Increased recognition of the Kennedy Center as a memorial and destination

◆ Increased awareness of diversity of programming and offerings

◆ A reputation for openness and accessibility

GOAL 4

Brand

K en ne d y C en te r M ill en ni um

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Effectively utilize digital capabilities to maximize reach, engagement, and revenue and to delight artists, audiences, visitors, and patrons.

OBJECTIVES

1. Attract and engage audiences and grow transactions, using analytics for effective customer targeting and segmentation

2. Cost-effectively create, curate, and deliver arts and arts education programming via a portfolio of digital channels, nationally and internationally

3. Use digital technologies to extend and enhance visitor experiences, encourage interaction, learning, and transaction

4. Integrate digital-, data-, and analytics-centered decision-making into the organization

WE WILL MEASURE SUCCESS BY:

◆ Increased engagement with customers on-site and online, measured by traffic, engagement intensity, customer satisfaction

◆ Increased digital transactions and revenue

◆ Increased quality and quantity of digital content under management

◆ Growth in programming hours delivered and consumed digitally

◆ Growth in national audience reach and impact

◆ A high percentage of decisions made with data

GOAL 5

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Achieve long-term financial stability and flexibility.

OBJECTIVES

1. Implement robust budgeting and financial management processes

2. Grow annual giving, designated support and the institutional endowment

3. Reduce the structural deficits of the NSO and WNO

4. Achieve cost efficiencies across the organization

5. Strengthen institutional balance sheet to achieve financial flexibility

WE WILL MEASURE SUCCESS BY:

◆ A predictable and sustainable financial position

◆ Increased transparency, consistency, and awareness around financial performance

◆ Increased annual giving, designated support, and institutional endowment

◆ Increased financial freedom to deliver on the mission

GOAL 6

Financial Stability en ne d y C en te r st af f a nd v ol un te er s

Strengthen the organizational capacity and effectiveness, and fully engage and leverage our Board of Trustees, affiliate groups, staff, and volunteers.

OBJECTIVES

1. Cultivate full Board participation and engagement in achieving the Center’s mission and vision

2. Optimize Board structure to align with institutional priorities and with boards of

NSO, WNO, and constituent committees

3. Optimize effectiveness of Board committee work

4. Establish a Center-wide process, led by senior leaders, to undertake rigorous strategic and annual operational planning and ensure activities and priorities align with the Center mission, vision, and values.

5. Work as a matrixed organization with clear channels of communication, clarity regarding responsibility, and accountability for measurable results

6. Actively cultivate diversity and inclusion in the workplace

WE WILL MEASURE SUCCESS BY:

◆ Increased Board and committee participation at meetings and other activities

◆ Improved results through increased financial support and activation

◆ Increased knowledge of, commitment to, and advocacy for the Center’s mission

◆ Increased achievement of Center goals

◆ Evidence that the culture and work practices reflect and support the Kennedy

Center vision, mission, and values

◆ Demonstrated employee and volunteer diversity and inclusion

GOAL 7

Governance

ACKNOWLEDGMENTS

The development and drafting of the John F. Kennedy Center for the Performing Arts

Strategic Plan would not have been possible without the hard work and dedication of the following individuals. Sincere thanks to all who contributed ideas, guidance, and input to this process.

Chairman David M. Rubenstein

President Deborah F. Rutter

Strategic Planning Committee John Goldman (co-chair) Janet Hill (co-chair) Adrienne Arsht David C. Bohnett Robert B. Downing Helen Lee Henderson Andrés W. López Amalia Perea Mahoney Alyssa Mastromonaco Alma Powell Jeanne Ruesch Reggie Van Lee

Kennedy Center Staff Leadership Eileen Andrews (VP PR) Ellery Brown (SVP Operations) Maria Kersten (General Counsel) David Kitto (SVP Marketing and Sales) Kathy Kruse (VP Institutional Affairs) Robert van Leer (SVP Artistic Planning) Michael Mael (Executive Director, WNO)

Marie Mattson (SVP Development) Franci Phelan (Chief HR Officer) Lynne Pratt (Chief Financial Officer) Mario Rossero (SVP Education) Rita Shapiro (Executive Director, NSO) Nicole Weaver (VP Strategic Initiatives and Technology)

Kennedy Center Board Leadership Robert Barnett Buffy Cafritz Gordon J. Davis Betsy DeVos Kenneth M. Duberstein Fred Eychaner Giselle Fernandez Sakurako Fisher Norma Lee Funger Alma Gildenhorn Frank F. Islam James A. Johnson Victoria Reggie Kennedy Herbert V. Kohler Jr.

C. Michael Kojaian Michael Lombardo Bryan Lourd Barbara Gordon Manilow Jacqueline Badger Mars Mike Mayton Cappy R. McGarr W. James McNerney Jr.

Michael F. Neidorff Charles B. Ortner Robert F. Pence Rebecca Pohlad Shonda L. Rhimes Laura Ricketts Margaret Russell Rose Kennedy Schlossberg Stephen A. Schwarzman Susan S. Sher Leonard L. Silverstein Jean Kennedy Smith Alexandra C. Stanton Bryan Traubert Walter F. Ulloa Romesh Wadhwani Anthony Welters Ann Marie Wilkins James D. Wolfenson Elaine Wynn

Constituents The Hon. Stuart A. Bernstein Jeff Cunard George Rose

Performing Arts Peers Jed Bernstein (President, Lincoln Center) David Devan (President, Opera Philadelphia) Terrence Dwyer (President, Segerstrom Center for the Arts) Ann Ewers (President, Kimmel Center) Sir Nicholas Kenyon (Managing Director, Barbican) Shana Mathur (VP Marketing, LA Philharmonic) Bennett Rink (Executive Director, Alvin Ailey)

Kennedy Center Staff Alicia Adams (VP International Programming) Gilda Almeida (Director International Programming) Mickey Berra (VP Production) Meg Booth (Director Dance Programming) Jamie Broumas (Director Classical and New Music Programs) Scott Bushnell (Advertising Creative Director) Donna Cutro (Director Institutional Giving) Kristy Dolbeare (Opera House Orchestra Manager) Annette Dumas (International Programming) Jenny Flemingloss (Development Systems Manager) Dan Foster (Violist, NSO) Christopher Furth (Production Project Manager) John Hance (Budget Director/ Manager of Theater Programming) Nuit Hansgen (Director ArtsEdge) Tanya Hoffmann (Senior Database Analyst)

Monica Holt (Director Marketing) Andrew Jorgenson (Director Artistic Planning and Operations, WNO) Kim Peter Kovac (Director Programming for Young Audiences) Jeannette McCune (Director DC School and Community Initiatives) Leslie Miller (Director Individual Giving) Carrie Rose (Controller) Garth Ross (VP Community Engagement) Sara Ross (Program Coordinator International Programming) Jamie Shover (Business Intelligence Manager) Kevin Struthers (Director Jazz Programming) Vanessa Thomas (Explore the Arts) Glenn Turner (Head of Production Operations and Maintenance) Thomas G. Whitaker (Expansion Project Director) Sarah Wilber (Manager Institutional Giving) Warren Williams (Manager Community Relations for the NSO) Matthew Winer (Director Special Programming) Max Woodward (VP Theater Programming)

Special thanks to consultants providing exceptional advice and direction:

Booz Allen Consultants Reggie Van Lee Kate Koschewa Francisco Martin-Rayo Carolyn McGourty

McKinsey Consultants Ian Jefferson Ian Schillinger

THE JOHN F. KENNEDY CENTER FOR THE PERFORMING ARTS

2700 F ST., NW, WASHINGTON, DC 20566K

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