2021-2023 Strategic Plan
Goals, Outcomes, and Objectives
Executive Summary
This strategic plan is the second since JASGP’s merger with the Friends of the Japanese House andGarden in 2016 and represents the wholly reborn organization. JASGP had planned thatJapanPhilly2020 would be the culmination of the previous three year strategic plan and organized twoyears of planning leading up to it. Staff travel to Japan to develop cultural and corporate partnerships in2019 and increased staff size were part of the expenditures JASGP made to prepare for its big year.
We also received a 2020 Pew Center for Arts & Heritage grant for our ​Shofuso and Modernism:
Midcentury Collaborations Between Japan and Philadelphia​ exhibition, groundbreaking in scale,content, and prestige for our organization, prompting an international public relations campaign and theproduction of a ​Shofuso and Modernism​ website, documentary and catalogue​.
The 2020 pandemic was chastening for JASGP. We couldn’t conduct our renowned annual cherry
blossom festival and Shofuso was closed through the middle of June, reducing our earned revenue by
60% from what was expected. We also had to cancel and/or postpone our extensive JapanPhilly2020
programming, interrupting our corporate sponsorship acquisitions, and our corresponding contributed
revenue was also reduced by almost half from expectations. Reductions in staffing and otherexpenditures were implemented, even as we received Paycheck Protection Program funding, an
Economic Injury Disaster Loan (EIDL) from the Small Business Association, and a National Endowment
for the Humanities (NEH) CARES Act grant to partially offset the revenue losses.
Nonetheless, in 2020, we still welcomed almost 20,000 visitors to Shofuso after our delayed opening inJune, an increase of 12% over the same time period last year. We also converted our programming tovirtual, hosting 35 attendees at virtual tours of Shofuso, 9 virtual lectures and panels with almost 350
attendees, and making our seasonal festivals into virtual programming with some onsite components
with over 400 online participants. Our staff produced high quality virtual programming in a sudden pivotthat equalled the excellent programming for which we are known.
This strategic plan focuses on sustainability and connectedness. We want to regain financial security
after the difficult pandemic year and institutionalize the regional, national, and international partnerships
we’ve created. After many years of growth and dramatic change, including the 2016 merger, JASGP isemerging from a quasi-startup phase to stabilize our operations and formalize best practices ineverything we do for the next three years. Our mission to connect Japan and Philadelphia in art,business, and culture with Shofuso as our anchor is the center of everything we do.

5070 Parkside Ave, Suite 1404, Philadelphia, PA 19131 |​ japanphilly.org

Mission:JASGP inspires mutual curiosity, understanding, and collaboration between Japan and thePhiladelphia region.
​Vibrant connections
Philadelphia Japan
Transforming our worlds

Vision:Values:Connectedness.​ We bridge communities and cultures through our love of Japan and Philadelphia andthrough our ongoing engagement with our members, staff, board, neighbors, corporate and institutional
partners, and governmental leaders. We are committed to a connected workplace and to exploring newconnections locally and globally.
Respect.​ JASGP embraces respect as the most important value of Japanese culture. We welcome
people of all backgrounds and act with empathy, transparency, and integrity. Through our words andactions, we demonstrate respect for each other, different cultures, and diverse perspectives.
Intentionality.​ We take action with purpose and forethought to achieve impactful changes and create
opportunities for innovative and thought provoking conversations. Through the practice of planning,evaluation, and collaboration, we challenge ourselves to be accountable to the communities inside andoutside our walls.
2021-2023 Strategic Plan:I.

Goal: Apply our organizational values to achieve Diversity, Equity, and Inclusion in allareas of our work.
A. Outcomes
1. JASGP considers all aspects of diversity from intellectual interests and discipline togender and race/ethnicity to age, religion, political/ideological perspective (i.e.,including conservative and liberal voices) disability status, citizenship, academic
rank/role or classification level and more.
2. JASGP is a leader among Japan America Societies and Japanese gardens inDiversity, Equity, and Inclusion (DEI) implementation.
3. Staff and board composition are representative of JASGP’s stakeholders.
4. JASGP demonstrates transparency in staff compensation policy.
5. JASGP provides equivalent work and programmatic opportunities to people of all
backgrounds and abilities.
6. JASGP models transparency, accessibility, and diversity in its human resources
practices.
B. Objectives
1. Develop a comprehensive framework and model for Diversity, Equity, andInclusion (DEI) at JASGP.

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2. Include a DEI Progress Report in our annual report to provide both transparency
and accountability.
Diversity
3. Conduct annual reviews of stakeholder, board, staff leadership, and staff
demographic composition to ensure that those working on behalf of the organization
are representing the demographic sectors of our stakeholders.
Equity4. Staff positions have defined salary ranges that take into account seniority,education, and experience.
5. Pay at least a living wage rate so employees earn enough income for a satisfactory
standard of living.
Inclusion
6. Continue to make all programs and staff positions accessible to people withlanguage, physical, and/or intellectual limitations as possible.
II.

Goal: Provide exceptional Japanese art, business, and cultural programs for our manyaudiences.
A. Outcomes
1. The Shofuso Japanese Cultural Center is one of the most important Japanesecultural sites in North America.
2. The cherry blossom festival is a large, regional festival known nationally and in Japan.
3. JASGP is the leader in Japanese art, business, and cultural educational
programming in the Philadelphia region.
4. JASGP is the leading regional resource and connector for businesses that areJapanese-owned and/or conduct business with Japan.
5. JASGP has close partnerships with regional trade and government organizations.
6. JASGP is actively engaged with West Park neighbors and Japanese languagestakeholders.
7. JASGP’s mission-based research and published works are widely disseminatedto academic and general audiences.
B. Objectives
1. Develop business and public policy programming to attract a wider range ofcorporate members, sponsors, and participants.
2. Develop and maintain strong partnerships with West Park and regional Japaneseheritage organizations.
3. Develop successful programming partnerships with other national and international
Japanese cultural organizations, such as other Japan America Societies.
4. Conduct an annual program evaluation against mission, financial impact, andstaffing/facility resources to inform program management, including new program
development and program discontinuation.
5. Ensure that JASGP programming accurately represents Japanese culture andsupports our brand identity.
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6. Improve visitor experience within the house and garden.
7. Develop a Shofuso interpretive plan.
8. Continue supporting mission-based research and publishing.
9. Showcase the Hiroshi Senju paintings to the region, nation, and world.
10. Demonstrate leadership in virtual programming among JASs and gardens.
11. Leverage JASGP/Shofuso's position as a leader in Japan/Philadelphiarelationships to foster new relationships and partnerships.
III.

Goal: Strengthen our position as the recognized leader in developing collaborations
between Japan and the Philadelphia region.
A. Outcomes
1. JASGP is recognized in the region and in Japan as a prominent innovator andpromoter of collaborations in the art, business, and cultural sectors.
2. JASGP raises the awareness of Japanese cultural activities, historicalrelationships, and business relationships/opportunities in the Philadelphia region.
3. JASGP and Philadelphia are recognized in Japan for the multifaceted andlong-standing connections between Japan and the Philadelphia region.
4. JASGP continues to grow a vigorous and active Sister City relationship between
Philadelphia and Kobe.
B. Objectives
1. Conduct and promote high profile collaborative art, business, and cultural
programming between Japan and Philadelphia.
2. Highlight Japan’s status as Pennsylvania’s 3rd largest bilateral trade partner byidentifying and cultivating relationships with the Japanese-related businesses in theregion and getting them involved in JASGP.
3. Connect JASGP’s business and cultural programming with Sister City Kobe.

IV.

Goal: Maintain and develop JASGP infrastructure to ensure the preservation anddocumentation of historic buildings and landscape, meet administrative andprogramming space needs, and consider future growth.
A. Outcomes
1. Shofuso and all cultural assets are properly preserved.
2. Staff and stakeholders have a functional and pleasant work environment withappropriate technology.
3. JASGP provides a safe and secure environment for staff, visitors, and partners.
4. Realistic and sustainable planning for future growth is incorporated into board
and staff planning at all levels.
5. JASGP is preparing to evaluate building a visitor center.
B. Objectives

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1. Preserve Shofuso as close as possible to the period and its design as it was built
at the Museum of Modern Art (New York City).
2. Maintain and preserve the garden using the design principles of the 1957 Tansai
Sano landscape plan.
3. Preserve the Hiroshi Senju paintings.
4. Maintain and update security procedures and systems for historic assets(Shofuso and Sakura Pavilion) as needed.
5. Maintain Sakura Pavilion structures as a functional classroom and a storage building.
6. Provide safe and secure staff and stakeholder facilities.
7. Collect data and other information to evaluate feasibility of Visitors Center for
better mission fulfillment.
V.

Goal: Achieve financial security by diversifying and growing earned and contributed income.
A. Outcomes
1. JASGP has an active, professionalized development effort supported by staff andboard participation.
2. JASGP maintains diversified funding streams of individual, corporate, and grantsupport.
3. A cash reserve fund of twenty-five percent (25%) of our annual operating budget
is attained and maintained.
B. Objectives
1. Budget an annual 10% cash operating surplus to attain 25% board cash reserve fund.
2. Make fundraising efforts more effective through a board-led development committee.
3. Increase support of roof and preservation funds.
Earned revenue
4. Conduct profitable mission-driven programs and activities.
5. Conduct other profitable earned income activities at Shofuso.
Individual contributed revenue
6. Increase member and donor acquisition through earned revenue programs.
7. Increase membership and donor base.
8. Fully implement our planned giving program.
9. Maintain a formalized major gifts program.
Foundation contributed revenue
10. Diversify and expand contributed revenue from foundations.
Corporate contributed revenue
11. Develop a large and active corporate membership program.
12. Secure corporate sponsorship to support programs.
Government contributed revenue
13. Increase government grant revenue to support program implementation and capitalimprovements.

VI.

Goal: Model state-of-the-art professional practices in all organizational departments.
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A. Outcomes
1. Professional best practices are fully institutionalized across the organization​,including in governance, human resources, operations, finance, communications,program, and preservation practices.
2. The Governing Board is fully engaged in oversight and support for the organization.
3. The Board of Advisors is fully engaged in support for the organization.
4. JASGP has a current and fully implemented strategic plan that is embedded intogoal-setting and evaluation processes for staff, ED, and board.
5. JASGP’s bylaws, board agreements, and policies are up-to-date.
6. JASGP has a communications strategy and implementation plan in place toguide external and internal communications.
B. Objectives
Governance Objectives
1. Develop the organization’s board leadership.
2. Implement a comprehensive onboarding process for all board members.
3. Develop the Board of Advisors’ support and participation.
4. Keep the organization’s strategic plan active and relevant.
5. Review the by-laws, board agreements, and policies regularly.
Human Resources Objectives
6. Align staff training, meetings, and job descriptions to the best professional standards.
7. Provide competitive pay and benefits in our sector.
8. Increase staff retention and sustainability by ensuring manageable staff workloads.
Operations Objectives
9. Implement policies for best practices in data security and organizational transparency.
Finance Objectives
10. Use Generally Accepted Accounting Principles (GAAP) as the foundation for
JASGP’s comprehensive set of approved accounting methods and practices.
11. Seek additional automation options to reduce staff time and increase accuracy infinancial practice.
12. Demonstrate budgeting and financial reporting transparency.
Program Objectives
13. Ensure a diverse roster of program instructors and presenters in all our programs.
14. Include an interpretation and communications plan and budget for allpreservation work.
Marketing Objectives
15. Maintain and enforce JASGP, Shofuso, and other organization brand identities.
16. Make Diversity, Equity, and Inclusion (DEI) part of all marketing andcommunications efforts.
17. Develop and implement a marketing plan that ensures consistent brand andvoice for all communication needs.

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