Establish Policies and Procedures that Identify the Art Center as a High Performing Organization and Rebuild the Art Center’s Role as a Leader in the Country
As the Art Center re-imagines itself for the 21st century, it will need to challenge its internal policies, practices, and business model in accordance with best practices and industry standards to become a sustainable organization. Its resources will have to be optimally deployed to maximize the impact of every dollar.
Operations should be refined to ensure a fiscally sustainable Art Center that is entrepreneurial in its policies and practices, diversifies revenue opportunities and attracts artists.
- 1. ACTION: Develop a clear and compelling Mission and Vision for the future of the Art Center.
- OUTCOME:
- a. Build new Mission and Vision affirming purpose of Art Center, broader City goals and objectives, and a unique identity that resonates with the community and artists.
- OUTCOME:
- 2. ACTION: Update the Art Center’s policies, procedures, and standards, to fit external facing direction and be in line with a 21st century Art Center and allow for Art Center to operate as an entrepreneurial and fundraising organization to ensure vibrancy and sustainability within the larger City framework.
- OUTCOME:
- a. Update the Operating Rules and Procedures tied to the leases to align with the CSDs.
- b. Phase in a lease holder re-jurying process to ensure vibrancy and vitality based on new artist selection process addressed in CSD #1.
- c. Research best practices and methods for effective internal and external communications and engagement.
- d. Modify open days and hours to meet needs of visitors and lesson artists fatigue/ provide more private studio time.
- e. Test dynamic pricing for services offered, including private event rentals, premium programs/events, and studio leases, using a model similar to the City Council approved RPCA Resource Allocation and Cost Recovery Policy.
- f. Align staff to priorities and duties determining optimal deployment of resources.
- g. Explore and test alternative marketing and business tools to allow for greater entrepreneurial and fundraising flexibility.
- OUTCOME:
- 3. ACTION: Plan for the next five – ten years.
- OUTCOME:
- a. Develop a comprehensive business plan / financial model to support strategic / fiscal decision including a fiscal analysis, analysis of fundraising or private support, analysis of food services in the Art Center, and revenue plan.
- b. Plan and implement a marketing and branding effort, to include future new logo, signage, website, and other marketing tools, and design a marketing campaign.
- c. Identify a consultant to conduct a holistic facility assessment following the ASTM E2018-15 standard. Identify building maintenance issues and plan for implementation of updates.
- d. Identify firm to commission architectural plan for space reallocation to be developed in concert with programing and identity outlined in CSD #1 and #2.
- OUTCOME:
