WELCOME! BOARD MEETING | F EBRUARY 23, 2018 ADVISORY & VOTING - PowerPoint PPT Presentation

BOARD MEETING | F EBRUARY 23, 2018 WELCOME!

BOARD MEETING | F EBRUARY 23, 2018 ADVISORY & VOTING MEMBERS | CALL TO ORDER

BOARD MEETING | F EBRUARY 23, 2018 CONSENT AGENDA VOTING DIRECTORS TO APPROVE CONSENT AGENDA Review of Minutes and Reports from November 17, 2017 Board Meeting

BOARD MEETING | F EBRUARY 23, 2018 MISSION MOMENT

BOARD MEETING | F EBRUARY 23, 2018 2017 AUDIT P RESENTATION : A TKINSON & C O .

BOARD MEETING | F EBRUARY 23, 2018 STRATEGIC PLAN PRESENTATION

2018-2021 S TRATEGIC P LAN A REAS

P REVIEW S ESSIONS (2) P LANNING P ROCESS R EVIEW M ISSION & V ISION C ULTURE & G UIDING P RINCIPLES B UDGETS F IVE A REAS OF THE P LAN & O BJECTIVES G ANTT T IMELINE K EY I NDICATORS R ESPONSIBILITIES N EXT S TEPS

S TRATEGIC P LANNING C OMMITTEE Catherine Allen, Committee Chair Kathryn Coleman, ad hoc , Board Chair Carnell Chosa, Committee Member Sarah Manges, Committee Member Rick Porter, Finance Chair and Committee Member Keith Recker, Creative Director and Committee Member Jeff Snell, IFAM CEO Courtney Finch Taylor, Committee Member (2018) IFAM Board Committee Chairs Senior IFAM Staff

2018-2021 S TRATEGIC P LAN P LANNING P ROCESS : 1 OF 3 December 2016: Approval of timeline, planning process, committee members, components of plan January 2017: Staff meeting with Chair, CEO, Board Chair February 2017: Board Committee Chairs and Members meeting with staff for first discussion session April 2017: Board Committee Chairs as needed, Board Committee, Staff as needed, CEO, Board Chair, Committee Chair for second discussion

2018-2021 S TRATEGIC P LAN P LANNING P ROCESS : 2 OF 3 August 2017: Committee Chair and Members, Board Chair, IFAM CEO and Senior Staff and others as needed for third discussion and lessons learned from Dallas and Santa Fe Markets; first draft of plan September 2017: Committee Chair, CEO and Senior Staff; Board Chair and others as needed to revise plan September 2017 Board Meeting: Full Board update November 2017 Board Meeting: Full Board receives overview of plan and Gantt timeline

2018-2021 S TRATEGIC P LAN P LANNING P ROCESS : 3 OF 3 January & February 2018 : Board previews (2) February 19, 2018: Reminder via email with BOD meeting materials; also, hard copies sent to voting Directors. February 23, 2018: Board presentation for approval

2018-2021 S TRATEGIC P LAN N EXT S TEPS Implement: February 2018-November 2021; MarComm begins refinement for dissemination Monitor: Quarterly by CEO & Senior Staff, and Board Chair, Vice-Chair, and Treasurer, leading to annual budgeting process to allocate & recalibrate Report: November annual Board meetings, including comprehensive progress reports using the metrics identified

V ISION : N O P ROPOSED C HANGES T HE I NTERNATIONAL F OLK A RT M ARKET ENVISIONS A WORLD THAT VALUES THE DIGNITY AND HUMANITY OF THE HANDMADE , HONORS TIMELESS CULTURAL TRADITIONS , AND SUPPORTS THE WORK OF FOLK ARTISTS SERVING AS ENTREPRENEURS AND CATALYSTS FOR POSITIVE SOCIAL CHANGE .

M ISSION T HE MISSION OF THE I NTERNATIONAL F OLK A RT M ARKET IS TO … E XISTING : P ROPOSED : CELEBRATE AND PRESERVE LIVING CREATE ECONOMIC OPPORTUNITIES FOR FOLK ART TRADITIONS AND CREATE AND WITH FOLK ARTISTS WORLDWIDE ECONOMIC OPPORTUNITIES FOR AND WHO CELEBRATE AND PRESERVE FOLK ART WITH FOLK ARTISTS WORLDWIDE . TRADITIONS .

O PERATING C ULTURE : I NTERNAL IFAM embraces these guiding principles for our internal operations as fundamental to our success, and we welcome partners who work similarly. Celebration : We honor the wonderful human relationships that are at the center of all we do, providing us the privilege of experiencing beauty and joy through the artists’ journeys and the efforts of our partners around the world. Vision : We walk alongside artists as invited, co-creating economic opportunities that lead to improving the well-being of entire communities as the artists so aspire. This shared lens is how we see our work today and motivates our continuous improvement.

O PERATING C ULTURE : I NTERNAL IFAM embraces these guiding principles for our internal operations team as fundamental to our success, and we welcome partners who work similarly. Gratitude : We are thankful for every gift of time, talent and treasure and endeavor to make our work together as impactful as possible. Respect : We hold in the highest regard each volunteer, donor, customer and staff member, and honor those who share our work.

O PERATING C ULTURE : I NTERNAL IFAM embraces these guiding principles for our internal operations as fundamental to our success, and we welcome partners who work similarly. Inclusivity and Diversity : We are committed to providing a welcoming and gracious environment across all programs for people of all backgrounds, and we honor intercultural exchange and understanding as foremost to our global work. Entrepreneurship : We seek to leverage every asset available to us to co- create valuable experiences that benefit artists and their communities.

O PERATING C ULTURE : I NTERNAL IFAM embraces these guiding principles for our internal operations as fundamental to our success, and we welcome partners who work similarly. Integrity : We invite feedback and exercise transparency in our work as a matter of mutual trust, individual growth and organizational practice. Learning : We embrace creativity as essential, innovation as necessary, and excellence as our standard as we strive to continuously improve our shared pursuit of the IFAM mission.

O RGANIZATIONAL C ULTURE : E XTERNAL IFAM aims to add value to the efforts of external partners aligned with our mission and vision. • IFAM strives to think innovatively, work diligently, co- create value across the artisan sector, and change the world through folk art. • IFAM welcomes partners who share this outlook so we can learn and work together to achieve more positive social change globally.

2018 B UDGET AND P ROJECTIONS FOR 2019 AND 2020

FY18 TOTAL EXPENSES: $3.154M $126,110 $326,142 $186,800 $1,287,819 $291,366 $935,824 Salaries, Payroll Taxes & Benefits SF Market /SF Market Artist Logistics/ Ambiance / Volunteers Advancement Marketing & Communications Artist Development / Community Outreach/Selection & Placement Other (Facilities, non-payroll Overhead, Board, Pop-Ups, Outreach Mkts)

W HAT D OES M ANAGEMENT P ROJECT FY2019? $3.335M Budget 5.7% increase — or $181K — over FY2018 (roughly $100K via contributions & the balance via earned) Where will the money go?

FY19 PROJECTED EXPENSES: $3.335M (5.7% INCREASE, or $181K, OVER FY18) $131,154 $342,449 $194,272 $1,390,845 $303,021 $973,257 Salaries, Payroll Taxes & Benefits ($1.288M + 8%) SF Market /SF Artist Logistics/ Ambiance / Vols ($936K + 4%) Advancement ($291K + 4%) Marketing & Communications ($187K + 4%) Artist Dev/ Cmty Outreach/Selection & Placement ($126K + 4%) Other ($326K + 5%)

W HAT D OES M ANAGEMENT P ROJECT FY2020? $3.511M Budget 5.3% increase — or $176K — over FY2019 (roughly $100K via contributions & the balance via earned) Where will the money go?

FY20 PROJECTED EXPENSES: $3.511M (5.3% INCREASE, or $176K, OVER FY19) $135,089 $359,571 $200,100 $1,502,113 $312,112 $1,002,455 Salaries, Payroll Taxes & Benefits ($1.391M + 8%) SF Market /SF Artist Logistics/ Ambiance / Vols (3%) Advancement (3%) Marketing & Communications (3%) Artist Dev/ Cmty Outreach/Selection & Placement (3%) Other ($342K + 5%)

W HAT W OULD M ANAGEMENT D O W ITH I NVE $ TMENT T O F INANCE S ISTER M ARKETS ? aka “If I Had a Million Dollars” to put IFAM in the driver’s seat, where would the money go? Rough guesstimate of allocation: P ERSONNEL & T OOLS 33% $331,000 M ARKETING 33% $331,000 A RTIST D EVELOPMENT 14% $138,000 VIP E VENTS /F UNDRAISING 10% $100,000 A MBIANCE 5% $ 50,000 O THER 5% $ 50,000

PROJECTED FY19 BUDGET: $4.321M INCLUDES $1.0M INVESTMENT For $274,686 Discussion $389,126 Purposes Only $1,657,310 $548,862 $385,866 $1,064,823 Salaries, Payroll Taxes & Benefits SF Market /SF Market Artist Logistics/ Ambiance / Volunteers Advancement Marketing & Communications Artist Development / Community Outreach/Selection & Placement Other (Facilities, non-payroll Overhead, Board, Pop-Ups, Outreach Mkts)

P LEASE S EE G ANTT C HART FOR O BJECTIVES AND T IMELINES

K EY I NDICATORS : 2018-2021 S TRATEGIC P LAN • Augment IFAM Brand – Excellent Flagship & Sister Market Experiences for Customers & Artists – Caché Across Global Artisan Sector • Increase Organizational Stability – Operationally – Financially • Enhance Artist Relationships – As Partners in Expanded Opportunities – Co-Create Value via Education/Development • Strengthen Volunteer Engagement – Recognize and Celebrate Significance – Build for the Future