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Strategic Plan 2013-2018

To increase the pool of financial resources — public and private — available for the arts, humanities, and interpretive sciences across the Commonwealth.

  • Redouble collective efforts to restore the Massachusetts Cultural Council’s annual state appropriation, following cuts of recent years.
  • Work to maximize state funding for the Massachusetts Cultural Facilities Fund, and work to ensure that such funding is provided on a predictable annual basis.
  • Work to protect and defend mitigation funding for nonprofit presenting organizations and other nonprofit cultural organizations in the state’s recently-passed casino gambling legislation.
  • Identify and work to secure tangible new state incentives and resources for Massachusetts Cultural Districts.
  • Encourage efforts by other public agencies, private grantmakers, municipalities, and individuals to increase their own support for the arts, sciences, and humanities in the state.
  • Promote efforts by schools, districts, and communities to make deeper financial commitments to arts education.

To invest state dollars in cultural organizations, local cultural councils, schools, and artists through increased funding for the following grant programs:

  • The Cultural Investment Portfolio, to support public programs of not-for-profit cultural organizations with track records of excellence and community service.
  • The Local Cultural Council Program, to promote efforts to make the arts, sciences, and humanities part of everyday life in every city and town in the state.
  • Artist Fellowships, to support Massachusetts artists of excellence – the individuals at the core of our cultural community.
  • STARS Residencies and Big Yellow School Bus, to provide inspiring experiences in the arts, sciences, and humanities for as many schoolchildren as possible in as many schools as possible.
  • The YouthReach Initiative and Creative Minds Out-of-School, to support out-of-school activities that use the arts, sciences, and humanities to promote education and youth development.
  • The John and Abigail Adams Arts Program, to promote economic development, job creation, and downtown revitalization through the arts, sciences, and humanities.
  • The Massachusetts Cultural Facilities Fund, to support thoughtful planning and public-private investment in the bricks-and-mortar infrastructure of the non-profit cultural sector.
  • Traditional Arts Apprenticeships, and other activities to sustain and celebrate public appreciation of the cultural traditions of the many diverse populations in Massachusetts.
  • A new cultural mitigation fund that will become operational after casino revenues begin to flow, as called for in the state’s recently passed casino gaming legislation.

To help cultural organizations, local cultural councils, schools, municipalities, and artists develop tools, skills, and relationships to survive and thrive in the 21st century.

  • Strive to provide the highest level of personalized customer service to all of the organizations and individuals we serve.
  • Use continuous improvement strategies to maximize the MCC’s own efficiency and eliminate unnecessary bureaucracy for our constituents in any way possible.
  • Do everything in our power to promote relationships of mutual trust and confidence with all of our constituents.
  • Provide one-on-one technical assistance and other learning opportunities for cultural organizations, local cultural councils, artists, and educators, to enhance their effectiveness and sustainability in a rapidly changing world.
  • Help non-profit cultural organizations understand and make full use of the diagnostic and reporting tools available to them through their participation in the DataArts.
  • Help cities and towns build visibility, stimulate economic activity, and promote visitorship through the development of state-designated cultural districts (the MCC’s Cultural Districts Initiative).
  • Provide tools and resources to promote universal design and accessibility of cultural facilities and programs for people with disabilities.

To advocate as effectively as possible, and to help others do the same, about the power of the arts, humanities, and interpretive sciences to build healthy, livable communities.

  • Work closely with community leaders across the state to support and promote the successful launch of the new statewide advocacy organization, MassCreative.
  • Coordinate closely with MassCreative and other advocacy partners (ArtsLearning, Massachusetts Arts Leaders Coalition, Massachusetts Nonprofit Network, MassINC, others) to build the broadest possible coalition of advocates for the arts, sciences, and humanities in Massachusetts.
  • Effectively deploy the MCC’s own board members in state advocacy efforts.
  • Provide practical information and communication tools to local cultural councils, cultural organizations, arts educators, and artists to help them tell the story of the public benefits of their work.
  • Promote efforts to integrate the arts into education in science, technology, engineering, and math (“STEM to STEAM”).

PDF version of strategic plan

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