The Atlanta Contemporary Art Center

Transcription

1 The Atlanta Contemporary Art Center Strategic Plan Final Report April, 2005 Submitted by: Barbara Miller-Murphy

2 BACKGROUND Atlanta Contemporary Art Center was begun in 1973 as an artists cooperative. Today, it is a recognized multidisciplinary arts center which includes an exhibition gallery, working artist s studio space, and educational outreach programs. Several years ago the Contemporary faced a financial crisis. By severe cost cutting and suspending Nexus Press residency, internship and production programming the Contemporary became fiscally stable. The painful decisions required to achieve the stability were difficult for all concerned. In 2004 the Board determined that a strategic plan for the future would reposition The Contemporary to meet new challenges and to embrace them in a way that adds momentum and synergy to the efforts. STRATEGIC PLANNING INITIATIVE A Strategic Plan provides a baseline of information, a map for the future and a plan for moving the Contemporary ahead. The process includes a thorough and thoughtful review of the current strengths and weaknesses of the organization as well as the external environment and community needs that were gleaned from interviews with various critical stakeholders. PROCESS STEPS 1. Board Strategic Planning Committee defines desired outcome of process and timeline. 2. Board members identify key stakeholders to be interviewed. 3. Stakeholder questionnaire created by consultant. 4. Board members interview stakeholders. 5. Consultant facilitates focus groups for Image Board members and Contemporary Staff members. 6. Consultant advises Executive Director in the preparation of the State of Contemporary Executive Summary. 7. Consultant analyzes stakeholder interview data and produces Executive Summary report. 8. Board and staff participate in one day strategic planning retreat using Executive Summaries as background information to determine 5 year strategic plan. 9. Board and Staff identify year one goals. 10. Board Chair, Strategic Planning Chair and Executive Director meet with consultant to debrief process.

3 PARTICIPANTS Board of Directors Chair of the Board: Marcia Weber Gardens to Love Vice President Development and Marketing: Lance Weatherby Vice President Programs: Mario Petrirena Vice President Finance & Administration: William B. Estes III Treasurer: Sarah Ann Danielson Secretary: Cindy J.K. Davis Walker LLP Mike Behr, MD Dirk Brown Carmon Colangelo John Eckel Nancy Floyd Arlene Gardaya Michael Gibson Nick Gold Federal Reserve Bank Sun Trust Bank Paul Hastings, Janofsky & Physician, Hughston Clinic Bell South, Director, Lamar Dodd School of Art, University of Georgia Banc of America Securities, Director Graduate Programs Ernest Welch School Art & Design Georgia State University Atlanta Gas Light Resources

4 Lisa Hart Debbie Hudson Joia M. Johnson Baxter P. Jones Tom Key Jennifer Kohl Deborah Grant Marshall Melissa E. McMorries Molly Mears Joe Peragine Jo Peterson Scott Reilly Doug Strickland Gregor Turk Larry Walker Jack Wieland, Professor Atlanta College of Art Sandler Hudson Gallery RARE Hospitality Johnson & Ward, Director Goizueta Business School, Emory University Accenture Bank of America McClure & McMorries, PC Community Volunteer, Foundation Coordinator Georgia State University, Adjunct Professor Atlanta College of Art Retomodern Eno Restaurant John Wieland Homes & Neighborhoods STAFF Rob Smulian Executive Director

5 Deborah Ryan Stan Woodard Wendy Aanes Helena Reckit Martha Whittington Michelle Frost Ellen Black Senior Director of Development and Communications Communications Director Membership Coordinator Senior Director of Exhibitions and Education Gallery Coordinator PT Bookkeeping and Special Events* PT Gallery Assistant*

6 SUMMARY RESULTS OF STRATEGIC PLANNING PROCESS Mission ATLANTA CONTEMPORARY ART CENTER FY FY2010 To promote excellence, experimentation and education in all forms of contemporary art. Marketing Tag Line Atlanta Contemporary Art Center the nexus of inspiration. Vision To become the premier local and regional destination for experiencing contemporary art...a nexus of inspiration. Strategic Directions Visibility Facility To become more visible on local, regional and national and international levels. Develop a signature facility that complements our mission and is an anchor in Atlanta for the contemporary art scene. Programming Cultivate and expand programming to create a showcase for major art projects, installations, exhibitions and experimental media.

7 Funding Attract new donors and expand current base of significant funding sources, whose gifts to the Contemporary will make a lasting impact on the arts community. Board and Staff Attract, cultivate and engage top board and staff talent, who are passionate ambassadors for ACAC. What We Value Providing access to resources and support for emerging and established artists on local, regional, national and international levels, and creating opportunities for them to share their work with the public. In all aspects of programming, a commitment to cultural diversity and gender equality.

8 YEAR ONE GOALS July 1, 2005 to June 30, 2006 VISIBILITY 1. Develop a 5 year plan to increase visibility and recognition 2. Develop a 1 year PR plan to increase the buzz 3. Achieve at least one media review by a publication outside of Atlanta 4. Achieve year one goals for increased attendance and visibility FACILITY 1. Determine and confirm participation of collaborative art organizations 2. Determine whether to change location (stay or go) 3. Identify top 3 real estate development candidates 4. Improve signage on current building 5. Update lobby area 6. Improve building lighting PROGRAMMING 1. Identify and formalize the process for selecting shows/exhibits 2. Create a plan for education component 3. Implement an improved customer experience at exhibitions 4. Coordinate with IMAGE to develop a program during the year 5. Identify and implement other partnering opportunities with other art organizations FUNDING 1. Identify membership goals for next 5 years 2. Achieve year one goals for increased membership 3. Review and revamp member benefits structure 4. Formalize major donor strategy for individual gifts 5. Expand our base of donor prospects for programming funding 6. Create and implement plan for increased social gatherings

9 BOARD AND STAFF 1. Communicate and educate board about programming to enable them to become stronger ambassadors. 2. Successfully complete Board fundraising training. 3. Formalize and implement a communication process between operations and board 4. Formalize and implement a board orientation program 5. Formalize criteria for Board membership 6. Develop job descriptions for each staff member 7. Develop staff development plan for each staff member 8. Develop performance evaluation process for staff members CONCLUSION A byproduct of the strategic planning process is a more educated and involved board. To cultivate and continue the momentum there must be an increased level of communication and involvement with the members outside of the bi-monthly meeting. Committee structure must be revamped to include a board committee for each of the strategic directions. Board members roles and responsibilities must be clearly articulated. To groom board members as stronger ambassadors they must be educated about the contemporary art scene and in particular exhibits at ACAC. Finally, in order to remain fluid and relevant, the strategic plan must be a living document revised and assessed annually.