I. Plan Overview A. Purpose of the Plan To provide direction and guidance to the Decatur Area Arts Council (DAAC), the Board of Directors and the staff have developed this Strategic Plan for fiscal years 2014, 2015 and 2016. DAAC s fiscal year is September 1 through August 31. The Plan fulfills the bylaws requirements for the Board to review annually an organizational development plan and a fundraising plan. The Plan identifies strategic priorities and key initiatives that will direct DAAC in the achievement of its mission. Staff will execute the majority of the initiatives, with oversight from the Board. Board committees will also be accountable for implementing initiatives. Actions taken will comply with DAAC bylaws, policies and procedures. This document is dynamic in nature. The Executive Committee shall monitor progress on the Plan, and if necessary, shall recommend revisions to the Board for consideration. B. Mission Statement DAAC introduces and promotes the arts, enhances arts educational opportunities, and increases the impact of and access to the arts to improve the quality of life in the community. DAAC serves the arts by: 1. Creating an environment conducive to the development and growth of individual artists and arts organizations in all disciplines. 2. Promoting and facilitating partnerships within the community to nurture arts opportunities 3. Encouraging arts education opportunities. 4. Acting as a conduit for arts information. 5. Engaging culturally-diverse and underserved populations in the development of the arts. C. Vision Decatur Area Arts Council is recognized as the local arts leader and the primary resource for information about arts in Decatur/Macon County. D. Strategic Priorities 1. Increase awareness of DAAC s contributions to the community 2. Enhance partnerships and alliances with arts organizations 3. Provide programs and services to a broader demographic within the service area, particularly inner city and rural populaitns. 4. Redistribute the percentage of various revenue sources within overall budget. 1
II. Details of Strategic Initiatives A. Service Area Assessment DAAC serves residents in Macon County and in select towns in Christian County (Assumption, Pana and Taylorville), Dewitt County (Clinton) and Shelby County (Moweaqua). During FY2014, staff will collaborate with other community groups to complete an assessment to identify: 1. Current and future needs of the community. 2. Existing arts programs and services in the community. B. Partnerships and Alliances 1. Local DAAC currently has quality partnerships with a number of community organizations, including Coalition of Neighborhood Organizations, YMCA, Gallery 510, Decatur Municipal Band, Symphony Guild of Decatur, Millikin s Center for Entrepreneurship, Barn Colony, Theatre 7, Community Foundation of Decatur/Macon County. During FY2014, staff will Pursue or expand partnerships with other groups who produce, support or benefit from arts programming, which may involve quarterly meetings, programming review, shared calendars. a) Explore expanding First Friday into broader, downtown monthly event. b) Expand relationship with Richland Community College c) Expand relationship with Theatre 7 d) Work with community organizations to explore grant opportunities. e) Assist in the development of a local arts consortium focused on collaboration and coordination. f) Develop ongoing partnerships with community groups (ex: Boy & Girl Scouts, 4H) which include regularly (annual or more frequent) programs. 2. Regional and State DAAC and its staff are well respected throughout the state. a) DAAC will continue to build relationships with other Illinois arts organizations. b) The Executive Director will pursue opportunities to collaborate and share with Local Artists Network members and participate in Illinois Arts Council planning and initiatives. C. Public Awareness 1. Marketing DAAC has been successful at building relationships with most local media. 2
During FY 2014, DAAC will revise the annual marketing plan to: a) Advocate for greater media coverage of arts activities, particularly TV. b) Advocate for community-wide participation in an online calendar of local events and activities once it is made available (March 2014). c) Continue to expand the DAAC presence and participation in social media. (1) Explore input from college student focus groups/interns (Target: April) (2) Create Instagram account (3) Create YouTube channel (4) Expand on-line video content (5) Create blog (6) Increase use of hashtags d) Explore use of QR codes for events. e) Utilize Exceed sort capability more efficiently to target marketing. 2. Friendraising Long-term relationships are based on mutual benefit and trust between individuals and the missions of the Arts Council through one-on-one meetings, increased emphasis on member relations, and community relations. a) DAAC staff will use this process to identify and cultivate prospective donors. D. Membership 1. Growth in Members Goals for dues-paying membership levels are: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 (actual) 596 519 550 575 600 a) Develop specific membership strategies. Work with Marketing Committee b) Explore option of a business or group membership. c) Membership table at non-exclusive events. 2. Membership Benefits During FY 2014, staff will review current membership benefits. A report of findings with recommendations will be presented to the Board for review and decision. (Target date: June) E. Endowment 1. Growth of Endowment Fund During FY2014, staff will explore options to achieve this and present recommendations to the Board. a) Set target amount b) Explore options for directed funds (for specific programs) within endowment (like endowed scholarships). c) Leverage 10 th anniversary celebration. 3
F. Programs and Services 1. Continuation of Existing Programs and Services All existing programs and services will continue during FY 2014. These programs are: a) Arts in Education (1) Arts classes Expand daytime and evening family events. (2) Arts consultation and resources (3) Arts education advocacy Collaborate with IAC, Education Coalition and DPS. (4) Gallery and arts workshops for groups Promote to adult groups and businesses. (5) Grants to schools (6) Performing Arts Series for Students (PASS) Expand awareness. b) Community Programs (1) Exhibits Expand local arts group involvement in opening events (2 nd /3rd floors) Expand downtown busines involvement in First Fridays and promotion Explore how DAAC can support non-daac exhibits. Enlist board members to assist with events. (2) Public art Explore billboard idea. (3) Cultural trips Explore trips to out of town museums. (4) Special arts events Expand 3 rd floor performances. (5) Workshops for artists Help Barn Colony and Gallery 510 promote events to non-members (6) Grants to non-profit organizations Increase participation. (7) Arts in Central Park Increase no-visual arts participation. Add merchant involvement in weekend/promotion. 4
c) The services are: (1) Arts Beat newsletter. Expand number receiving via email. (2) Website. Update text on website. Explore feasibility of adding donation/registration functionality. (3) Facebook page. (4) Rental of classroom, meeting and all-purpose spaces. (5) Professional and technical assistance workshops. (6) Home to local arts organizations. (7) Technical assistance to arts organizations. 2. Development of Existing Programs and Services Priority will be given to further develop the following existing programs and services: a) Increase awareness and participation in PASS. b) Increase awareness and participation in regranting program. 3. Development New Programs and Services During FYs 2014 and 2015, staff will initiate actions to develop new programs and services in the following areas: a) Based primarily on a service area assessment. b) Leadership role in organization of public arts projects. 4. Evaluation of Programs and Services Prior the planning each year s programming, staff will conduct an evaluation of existing programs and service to determine its continuation. Decisions will be part of the annual planning process. a) Develop process to accomplish this. (Target: April) b) Create and regularly use program participant evaluation forms. G. Financial Support and Revenue 1. Financial Requirements Projected financial requirements (in thousands) are: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 (est.) $ 447 $ 438 $ 435 $ 440 $ 445 To meet these financial requirements the following actions, as stated in the bylaws, will be completed annually: a) The Funds Development Committee, working in conjunction with the Executive Director, will plan and assist with fundraising activities b) The Board of Directors shall review the fundraising plan annually and shall make decisions regarding appropriate funding sources c) Board members shall personally contribute financial resources over and above their level of membership support d) Board members shall assist in fundraising efforts 5
2. Explore online functionality for gifts/registration/sales 3. Explore the feasibility of a part-time Funds Development person 4. Identify specific needs a) Each year, staff will identify specific areas that require or would benefit from additional funding. Executive Director will work with Funds Development committee to identify possible sources and approaches. b) Programs connected to other groups Underserved / Diversity / Rural / Inner city 5. Funding Sources The Funds Development Committee and the Executive Director will focus on decreasing the reliance on Special Events for fundraising and increasing financial support and revenue in the following sources: a) Event and program sponsorships b) Grow memberships (10%) c) Grow Brew Ha Ha d) Explore other grants sources 6. Improve identification of potential donors/sponsors by areas of interest a) Utilize direct phone calls in addition to standard mailings. 7. Improve tracking of in-kind donations Develop a procedure to accurate reporting of in-kind donations as an important element for preparing grants requests and other program support. H. People Requirements 1. Employees Projected staffing requirements are: FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 (actual) (actual) Full-time 2 2 2 2 2 Part-time 5 5 5 5 5 a) Explore additional use of interns b) Investigate whether program growth has created the need and capacity for additional paid staff hours. 2. Contractual Instructors for classes and workshops will be contracted as needed. a) Expand number of available instructors in database. 3. Volunteers and Board Members To ensure volunteer support meets future needs, the following actions will be taken: 6
a) The Executive Committee will actively manage the participation of Board members at public events (1) Sign up sheet at beginning of each year b) The Executive Director and Events Coordinator will coordinate the engagement of new volunteers from the community and from partners/alliances c) Staff will maintain records of volunteer contact information, preferred activities, and participation dates. Review monthly. d) Expand use of volunteers: (1) Individuals - day-to-day operations (prep for classes and assist with classes and special events) (2) Groups to commit to persistent assistance with specific events (businesses, students, churches) 4. Employee Development Paid staff members will be provided opportunities for training and development related to the requirements of their position. Specific opportunities will be identified as needed and approved by the Executive Director. a) Institute in-house training/cross-training workshops 5. Sucession Planning Document duties and processes of staff positions in preparation for retirement or resignation, particularly the Administrative Director. I. Board Development 1. Board Member Training During FY 2014, a) A workshop on Board member responsibilities will be presented to current DAAC Board members. b) Reinstitute the practice of an annual board retreat to engage members in annual planning. Identify best time of year. c) Create annual self-evaluation form for Board members 2. Recruiting The identification of qualified candidates for the Board is an ongoing process and involves both Board and staff. Qualified candidates will be referred to the Nominating Committee.During the period of this plan, the search for candidates will focus on the following characteristics: a) Knowledge of finance b) Balance to the Board in terms diversity (age, ethnicity and socio-economic, etc.) c) Resides and/or is active outside the city of Decatur, within DAAC service area. d) Influencers in community 3. Candidate Development As part of recruiting, prior to recommendation to the Board, a member of the Nominating Committee will provide any potential candidate with: a) An orientation to DAAC (Content developed by staff) b) An overview of Board member responsibilities 7
J. Building and Equipment 1. Maintenance of Madden Arts Center During FY 2014, planned maintenance to the building will be: a) Repairing downspout 2. Long-Term Maintenance Plan FY 2014, conduct a building assessment to develop such a plan. a) Have inspection done b) Update one room at a time 3. Space Utilization During FY 2014, staff will assess current and future use of building space. a) Basement darkroom 4. Operating Leases The agreement to lease building space to Millikin University expires June 22, 2014. Six months prior to expiration, the Executive Committee will complete an evaluation of the future use of this building space and present a report with recommendations to the Board for review and decision. The agreement to lease building space to the Community Foundation expires March 31, 2015. Six months prior to expiration, the Executive Committee will complete an evaluation of the future use of this building space and present a report with recommendations to the Board for review and decision. 5. Equipment During FY 2014, staff will assess the value and feasibility of adding a galley kitchen on the 3 rd floor. Not an option as long as Education Coalition occupied 3 rd floor. During the period of this plan, DAAC will invest in: a) Office computer hardware and software b) Wi-Fi for Madden Arts Center c) New server / larger backup hard drive (Consider online cloud backup) K. Governance 1. Bylaws (Ad Hoc) During FY 2014, an ad hoc committee of the Board will review the bylaws for accuracy and completeness. A report to the Board will be presented and any amendments will be completed as directed by the bylaws. 2. Operating Policies and Procedures (Ad Hoc) During FY 2014, an ad hoc committee of the Board will review operating policies and procedures for accuracy and completeness. A report to the Board will be presented. Changes or additions to policies and procedures will be submitted to the full Board for review and approval. 8
3. Risk Management (Ad Hoc) During FY 2014, an ad hoc committee of the Board will conduct a Risk Assessment. 9