Mississauga Potters' Guild Strategic Plan 2021-2026 - Submitted by Gillian Kranias
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Mississauga Potters’ Guild
Strategic Plan
2021-2026
Submitted by
Gillian Kranias
Contributing to change through design, facilitation,
evaluation, and strategy consulting
July 2021
Table of Contents, MPG Strategic Plan 2021-2026
About Us .....................................................................................................................................................................3
Our Strategic Planning Process...................................................................................................................................4
Context ...................................................................................................................................................................4
Methodology ..........................................................................................................................................................4
Infographic of Research Activities and Sources......................................................................................................6
Our Renewed Vision ...................................................................................................................................................7
Vision ......................................................................................................................................................................7
Mission ...................................................................................................................................................................7
Values .....................................................................................................................................................................8
Best Practices .........................................................................................................................................................8
Strategic Goals ........................................................................................................................................................9
Our Strategic Plan Goals and Strategies .................................................................................................................. 10
High Level – Goals and Strategies........................................................................................................................ 10
Research Highlights Informing Each Goal............................................................................................................ 11
Goal 1 – Active and Fun Member Engagement ............................................................................................... 11
Goal 2 – Thriving Cross-provincial Clay Community Network ......................................................................... 12
Goal 3 – Recognized Local Community Presence ............................................................................................ 13
Goal 4 – Integrated, Attractive, and Professionally Managed Website for MPG members and activities ..... 14
List of Appendices.................................................................................................................................................... 16
Appendix A – MPG 2021-2026 Strategic Action Plan .......................................................................................... 16
Appendix B - MPG 2021 Scan Results.................................................................................................................. 16
Appendix C - MPG 2021 Member Survey ............................................................................................................ 16
Appendix D - MPG 2021 Member Survey Results ............................................................................................... 16
Appendix E - MPG 2021 Organizational Inquiry Virtual Whiteboard Notes ....................................................... 16
Cover Art: Collage by Gillian Kranias, with Potter Wheel Sign by Ruth Hartnup (CC BY 2.0)
https://www.flickr.com/photos/ruthanddave/928226179
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 2
About Us The Mississauga Potters’ Guild, founded in 1978, is a non-profit, community-based volunteer organization. Our passion is the art and craft of pottery. We run a well-equipped studio with a capacity of 20 wheels, three distinct working spaces for members and students, four kilns, a glaze kitchen and dedicated studio spaces for our resident artists. Potters of all skill levels--hobby, amateur, emerging and professional--work together to develop our craft. We encourage skill development for all those interested. Member work is sold at our annual pottery show and sale, at local farmers' markets and at various sales and events throughout the community. Member work can be found in various shows and exhibitions throughout Mississauga and the Greater Toronto Area. As well, you can find many of our members and their work on social media and on our website. We participate in the Mississauga Waterfront Festival, and normally, we welcome the community into our studio on Culture Days. When available, if you want to put your hands in clay and develop some skills, you can come to our studio on a Sunday afternoon or, if you prefer to work at home, you can purchase our well designed and instructional home pottery kit. You can also enroll in pottery classes offered to both adults and youth. Some workshops and classes may also be offered virtually. The Guild relies on the commitment of all members to support our activities and mission. Studio and resident artist members have volunteer hour requirements, unlike general members, to ensure the Guild and its studio are well maintained and managed. MPG relies on income from a number of sources. These can come from membership dues, class and workshop fees, sale commissions, open studio fees, home pottery kit sales, community programs and grants. The Mississauga Potters' Guild is the proud recipient of grants from the City of Mississauga. Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 3
Our Strategic Planning Process
Context
The Mississauga Potters’ Guild has operated since 1978 as a non-profit, community-based volunteer
organization. MPG has a website, with public and members-only pages, at
https://www.mississaugapotters.com.
In 2020, Covid-19 brought significant disruptions to MPG’s community and operations. MPG executive and
other members responded and communicated - to keep members safe and to keep programming and
connections maintained or adapted to the extent possible.
In early 2021, MPG led a collaborative research project in partnership with other Ontario guilds, The
research identified options and recommendations for learning and teaching ‘e-Clay’ ceramics online. The
research results were published online.
In April 2021, MPG hired a consultant to lead a strategic process for MPG to plan its post-pandemic future.
Together with the consultant, MPG’s board members - and 5 other contributing members - researched,
envisioned, and devised this new 5-year strategic plan (2021-2025).
The following objectives guided design, research, facilitation, and reporting activities for this plan:
o Engage board members on multiple occasions and invite members’ participation (via a survey to all
members, and representation on the strategic plan discussion and work group).
o Conduct strategic research to inform both the planning process and ongoing work of the Guild.
o Produce a clear plan to motivate and guide MPG leadership over the next 5 years.
Methodology
“Strategic planning is an exercise in clarifying what an organization is trying to achieve and how it proposes to
achieve it.” 1
The consultant employed Participatory and Appreciative Inquiry techniques to guide this strategic planning
process. This approach enhances members awareness of their organization’s motivating factors, strengths, and
best practices. This approach also aligns well with the collaborative member/volunteer resources that propel
success in community-based organizations like MPG.
Intended Benefits of the Appreciative Inquiry Approach1
1. Affirm the Organization
2. Discover the « Best Of »
3. Clarify Future Thinking
4. Transform Vision into Action
1
“Strategic Planning: An Inquiry Approach” by The Centre for Development and Population Activities (2000), p.iii
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 4Process Steps to the 2021-2026 Strategic Plan:
A research committee composed of the current MPG President and two former executive members worked
closely with the consultant to determine research plans, develop the member survey, and review research
results and drafts of the presentation.
The consultant conducted a situational assessment scan, analysed member survey results, and facilitated
and documented an organizational inquiry (reflection) session.
The organizational inquiry session was blended with time for scan and survey results presentations, as well
as time for facilitated discussion of highlights emerging from these.
Planning group members had several subsequent days to review the scan and survey results before
participating in a virtual strategic planning day facilitated by the consultant.
Based on directions set at the strategic planning day, the consultant prepared a draft action plan which
board members revised to produce this final strategic plan report - with immediate and intermediate term
activities detailed in its action plan appendix.
Figure 1 - MPG's Strategic Planning Process
Overall, the process engaged 8 board members and 5 other members in collaborative planning over Zoom,
and 78 members via the survey.
The process included iterative elements, such as when the strategic planning group identified the following
“Helpful Qualities of a Strategic Objective for MPG”:
o What is possible - space/volunteers/budget.
o Clarity - we all understand them easily.
o Exciting - they attract commitment.
o Brevity - easy to remember.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 5Infographic of Research Activities and Sources Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 6
Our Renewed Vision
This 2021-2026 plan is inspired by recent trends and innovations, all grounded in MPG
strengths. It includes a renewed commitment to our vision, mission, values, and best practices.
Vision
The vision statement describes a shared picture of the organization’s future:
Mississauga Potters' Guild is a community of clay artists and enthusiasts that provide
opportunities to explore, create, share, and appreciate their craft.
Mission
The mission broadly describes the key pursuits of the organization:
Bring together people who have a common interest in pottery and ceramic art.
Provide a safe, well equipped, affordable studio with sufficient space to meet
the needs of the membership.
Encourage skill development by providing various educational and development
opportunities for the exchange of ideas and technical information.
Provide outlets for the exhibition and sale of ceramic wares produced by all
members.
Require of the members a willingness to participate in the operation and fiscal
viability of the Guild to achieve the vision.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 7Values
The organization’s shared values provide a guide for organizational governance and actions:
Safe, clean, and organized studio environment
Interactive virtual and in -person collaborations and programs
Respectful cooperation
Stewardship
Self-direction
Fostering growth and creativity
Inclusiveness and availability
Best Practices
The organization’s best practices reaffirm what the organization does well:
Many opportunities for members “to gain and share”.
A focus on “community” - within and outside the guild.
Effective volunteerism
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 8Strategic Goals
The strategic goals set directions for the organization to focus on over the coming five years.
Set by eight board members and three new members of MPG, after consideration of the
strategic plan research results, this plan’s goals strengthen innovative directions many of which
were already in motion.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 9Our Strategic Plan Goals and Strategies
This section first presents each goal (of 4) with its list of related strategies. Following this is a
presentation of strategic planning research highlights that informed each goal. Appendix A –
our Strategic Action Plan – details activity plans to implement each goal’s strategies.
High Level – Goals and Strategies
Goal 1 – Active and Fun Member Engagement
a) Communicate and celebrate what MPG volunteers do and learn.
Strategies
b) Expand member connection and community-building opportunities.
c) Facilitate member access to more workshop opportunities.
d) Monitor and coordinate/facilitate for optimal space usage, matching MPG membership
priorities.
e) Optimize the Monthly Members’ Meeting experience
f) Integrate all of MPG’s strategic goals (1-4) in ways that maximize active and fun member
engagement.
Goal 2 – Thriving Cross-provincial Clay Community Network
a) Engage with and support a cross-provincial network.
Strategies
b) Participate in e-Clay implementation.
c) Propose and co-lead joint exhibitions with other guilds.
Goal 3 – Recognized Local Community Presence
a) Host annual/regular MPG studio events.
Strategies
b) Participate in local community events.
c) Participate in local arts committees and partnerships.
d) Further leverage the home pottery kit program.
e) Keep an eye on space needs and opportunities.
Goal 4 – Integrated, Attractive, and Professionally Managed Website
for MPG members and activities
a) Hire professional technical support for MPG website management and enhancement.
Strategies
b) Develop and implement a website redesign plan.
c) Develop and implement a social media strategy.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 10Research Highlights Informing Each Goal
Goal 1 – Active and Fun Member Engagement
MPG is a strong, healthy organization. Goal #1 directs MPG to further build its core strengths and
best practices, in line with 2021 members’ priorities.
Active and fun member engagement will build upon key MPG best practices: Many opportunities for members
“to gain and share”. A focus on “community” - within and outside the guild. Effective volunteerism.
Active and fun member engagement will respond to the following 2021 membership survey results:
⮚ Communal Firing (83% of Studio/RAM respondents) and MPG Members’ Meetings (68% of all
respondents, 71% of Studio/RAM respondents) are the activities with the greatest percentage of MPG
members participating. Workshops and Annual Sale were the next most popular activities (53% and
49% respectively).
⮚ “A clay community” was the most frequently cited “top reason” for being an MPG member (90% of
Studio/RAM respondents, 72% General member respondents). “Full-service studio” was the second
most frequent “top reason” for being an MPG member among Studio/RAM respondents (79%); this
reason is not applicable for General members. “Develop and advance skills” was the next frequent
reason among both Studio/RAM and General member respondents (respectively, 59% and 61%). Other
reasons were noted at considerably less frequency (39% and lower).
⮚ MPG’s 15 hours volunteer requirement remains a preferred option among an overwhelming majority
(86%) of Studio/RAM members (34% indicated it is “easy” and 52% indicated it as “difficult, but lowers
fees”).
⮚ MPG members identified three priorities: 1) Increase the number of workshops; 2) Establish an online
store; and 3) Expand or restructure studio space. The first priority was identified by over 50% of
respondents while the second by just under 50%, with similar frequency across membership types. A
third of respondents (35%) identified “Expanding or restructuring studio space” as the third priority.
These top three priorities rank even stronger, against other priorities of interest, among members who
responded “Yes” to the subsequent question “Would you be willing to help MPG achieve these
activities…”.
⮚ To reduce burden on volunteers, all membership types favoured paying for “Technical support and
website management” (40%) and “Bookkeeping” (45%) above other work/task areas. Response
patterns reveal an inclination away from volunteering on admin tasks, and towards volunteering on
ceramics activities (i.e., studio cleaning/operating tasks) and on community/strategic work (e.g..,
website design).
⮚ Alongside pandemic management concerns such as studio access, the theme of kiln access was
mentioned seven times within open-ended question/comment boxes with five of those expressing
frustrations.
⮚ Active and fun member engagement will also respond to the 2021 environmental scan results: The scan
identified that MPG strengths/niche include: RAM memberships, fully equipped studio and 24/7 access,
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 11as well as notable pandemic programming delivery innovations and e-Clay leadership. The scan analysis
recommended that MPG website include more photos celebrating MPG community.
In sum, member survey results show members’ strong support for building on the best practices which MPG’s
scan and organizational inquiry highlighted: Studio and community-oriented activities as the heart and soul of
MPG, with flexible opportunities for members to give and gain through coordinated, effective volunteerism.
Strategic goal #1 - Active and Fun Member Engagement - is the guiding star for MPG’s 2021-2026 Strategic Plan.
To achieve it, MPG commits to several strategic activities, many of which are new.
Goal 2 – Thriving Cross-provincial Clay Community Network
When Covid hit, MPG initiated a cross-provincial ceramic network for mutual support among guilds.
Following that, MPG secured funding to lead the collaborative e-Clay research project (on virtual
teaching and learning). Goal #2 confirms MPG’s commitment to provincial networking, and to a
continued leadership role in building e-Clay opportunities (in line with e-Clay research
recommendations). We will also explore new cross-provincial opportunities.
A thriving cross-provincial clay community network will benefit from key MPG best practices:
⮚ Many opportunities for members to gain and share.
⮚ A focus on “community” - within and outside the guild.
⮚ Effective volunteerism.
A thriving cross-provincial clay community network will respond to the following 2021 membership survey
results:
⮚ “A clay community” was the most frequently cited “top reason” for being an MPG member (90% of
Studio/RAM respondents, 72% General member respondents). The provincial network expands MPG’s
clay community networks to provincial levels, and beyond.
⮚ “Develop and advance skills” was among the top 3 most frequent reasons for being a member among
Studio/RAM and General member respondents (respectively, 59% and 61%). The e-Clay research looked
at whether and how online learning might open opportunities to develop and advance ceramics skills for
Guild members and the broader clay community among instructors, artists and students.
⮚ Provincial networking and e-Clay opportunities interrelate with MPG members’ priority interests
noted in Goal #1– considerations for aspects of this strategic goal should be integrated into MPG
planning and actions addressing the three priority areas notes in Goal #1: Increasing the number of
workshops; Establishing an online store”; and Expanding or restructuring studio space”.
⮚ An overwhelming majority of respondents (80%) wrote positively about the proposal that MPG
continue working with other guilds to develop e-Clay as a source of revenue and broader community
connections (64% were excited and positive, 16% were mostly positive). Respondents’ positive
statements reflected the following themes: networking for collaboration and learnings; broadening clay
community; economic opportunities; adapting to ‘a new era’; and growing workshops, classes, and
membership.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 12⮚ Concerns about e-Clay were expressed by 13% of respondents (of these, half were very negative, half
were mostly negative). These respondents’ negative statements reflected the following two themes: e-
Clay takes energy/focus away from the local community; and e-Clay will compete for space/tech/kiln
resources.
⮚ Some overarching member survey results can also help guide e-Clay work. For example, members favour
paying for “Technical support and website management” to reduce burden on volunteers.
In sum, survey results guided MPG to further its commitment to nurturing a thriving cross-provincial clay
community, using e-Clay development as a key strategy within this Goal #2.
Goal 3 – Recognized Local Community Presence
MPG’s presence in the local Mississauga community has grown over time. Local community activities
engage members and non-members in a shared passion for ceramics - individual and community fun,
wellness, and aesthetics. Strategic goal #3 recommits MPG to our annual community engagement
activities and seeks to further evolve our home pottery kit program. It envisions reaching more
people, including more diverse local communities/groups.
MPG’s local community presence will benefit from key MPG best practices:
⮚ Many opportunities for members “to gain and share”.
⮚ A focus on “community” - within and outside the guild.
⮚ Effective volunteerism.
MPG’s local community presence will respond to the following 2021 membership survey results:
⮚ “A clay community” was the most frequently cited “top reason” for being an MPG member (90% of
Studio/RAM respondents, 72% General member respondents).
⮚ “Develop and advance skills” was among the top 3 most frequent reasons for being a member among
all respondents (Studio/RAM 59% and General 61%). Local community activities broaden the reach of
this MPG value and act as a gateway to membership.
⮚ Local community engagement can broaden the reach of other plan strategies, for example, increasing
the number of workshops and establishing an online store.
⮚ e-Clay work (goal #2) can also contribute to local community presence by connecting virtual learners
from the local community with in-person MPG events and offerings.
⮚ Survey results and MPG’s organizational inquiry showed that many members feel energized through
volunteerism with community-oriented and in-person activities.
MPG’s local community presence will further enhance what the 2021 environmental scan results noted about
MPG’s established strengths/niche locally. For example, MPG is the #1 Google search result for pottery classes in
Mississauga.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 13MPG’s local community presence will respond to key themes from MPG’s 2021 organizational inquiry session,
including:
⮚ Best practices examples, such as “People can come at any level and …always [find] a next level [to learn
and grow]”. Also, that “community outreach activities engage different [guild members as] leaders…”
⮚ Inquiry session participants shared visions for continued growth of diversity, including opportunities for
expression and healing through clay and community.
In sum, all aspects of the strategic planning process indicated continued value and interest regarding MPG’s
commitment to nurture and further develop its local community presence – and to highlight this work under
strategic Goal #3.
Goal 4 – Integrated, Attractive, and Professionally Managed Website for MPG members and
activities
With Goal #4, MPG builds on the strengths of our existing website design and invests in professional
services for the continued enhancement and potential redesign of MPG’s website/social media
presence. With the growing influence of online communications to succeed with the other MPG
goals, an integrated, attractive, and professionally managed website will better engage and
celebrate both MPG members and non-members, to grow a clay community.
An integrated, attractive, and professionally managed website will respond to the following 2021 membership
survey results:
⮚ By supporting coordination and communications regarding the most popular MPG activities: Communal
Firing (83% of Studio/RAM respondents), MPG Members’ Meetings (68% of all respondents), MPG
Workshops and Annual Sale (53% and 49% of all respondents, respectively).
⮚ Enriching our “clay community” - the most frequently cited “top reason” for being an MPG member
(90% of Studio/RAM respondents, 72% General member respondents). Website improvement can
contribute to more active and fun member engagement (strategic Goal #1).
⮚ Facilitating volunteer hours scheduling and completion (86% of Studio/RAM respondents favoured
maintaining Studio/RAM members’ 15 volunteer hours requirement).
⮚ Promoting and facilitating member’s top frequency priorities of: “Increasing the number of workshops”
(53% of all respondents, including 63% of General member respondents) and “Establishing an online
store” (45% of all respondents, with similar frequency across membership types).
⮚ Matching plans with member preferences. Survey respondents indicated a strong preference to pay for
“Technical support and website management” (most popular proposal, at 49% of all respondents).
Survey responses also indicated some interest (34%) to pay for website design.
⮚ Several members discussed communications related activities within open-ended question/comment
boxes. Website enhancements may facilitate improved communications protocols and online booking
system regarding studio access and operations.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 14⮚ Analysis of open-ended survey questions revealed three key themes: communications and connections,
strong guild leadership during Covid, and members’ learning opportunities. A small number of
respondents mentioned online shop ideas. MPG website investments can enhance all of these.
An integrated, attractive, and professionally managed website responds to the 2021 environmental scan
recommendations that MPG enhance its public website as one strategy to expand community linkages (e.g., add
more photos and amplify “beyond the guild” resources).
An integrated, attractive, and professionally managed website will highlight and facilitate key MPG best
practices: Many opportunities for members “to gain and share”; focus on “community” - within and outside the
guild; Effective volunteerism.
In sum, survey results confirm the importance of goal #4 - an integrated, attractive, and professionally managed
website – and show strong member support for paying someone to manage the website, as well as notable
support to pay for professional website redesign. Some strategies related to Goal #4 will require volunteer and
financial investments. Preliminary research and recommendations should guide MPG executive regarding
decisions and priorities for investments.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 15List of Appendices
A. MPG 2021-2026 Strategic Action Plan (tables)
B. MPG 2021 Scan Results (slides)
C. MPG 2021 Member Survey Tool (questions)
D. MPG 2021 Member Survey Results (slides)
E. MPG 2021 Organizational Inquiry (virtual whiteboard notes)
Appendix A – MPG 2021-2026 Strategic Action Plan
To keep the action plan “evergreen”, it is recommended the board review and update it each
year, adapting to context, focus or resource changes over its 5-year period.
Plans are not static. What matters most is collective and continuous reflection and planning.
When reviewing the action plan, board members can discuss: What markers of strengths,
milestones, and achievements can we celebrate from the past year? What helped us maintain
momentum and/or redirect resources in line with MPG’s vision, mission, and values? How can
we confirm/adjust our action plan to meet evolving circumstances, based on MPG strengths?
Appendix B - MPG 2021 Scan Results
This highly visual PowerPoint presentation of the scan results includes examples from other
guilds, celebrates MPG strengths, and explores local context and opportunities.
Appendix C - MPG 2021 Member Survey
The 16-question survey was conducted using Survey Monkey.
Appendix D - MPG 2021 Member Survey Results
Survey results were analysed using Survey Monkey, with qualitative analysis conducted using
NVivo software. The PowerPoint slides graph the quantitative results and show five slides with
high level themes from qualitative questions analysis. Although not part of the official
appendices, anonymized raw data was also submitted to MPG (in Excel for quantitative, and
by theme in Word for qualitative) to allow for future consultation and analysis if desired.
Appendix E - MPG 2021 Organizational Inquiry Virtual Whiteboard Notes
A short PowerPoint deck presents key highlights from the Miro board used during, and for
subsequent analysis of, the inquiry session.
Gillian Kranias - Design, Facilitation, Evaluation & Strategy Consulting Page 16You can also read
