Indiana Arts Council

INTRODUCTION

THE CHALLENGE

In an effort to find inspiration and direction, artists and arts advocates of IndianaCounty gathered in early 2008 to begin a strategic plan and plan of action for the future.

The first phase of the group’s work was to formulate a memorable statement of vision for the community and a mission statement that supported their vision. Participants were asked to predict the future of arts in the community by inventing it. Participants were encouraged to lift their sights and think beyond their grasp. This draft is the result of their collaborative work.

THE PROCESS

The group’s work was structured for individual input, small group work and large group participation. The process is ongoing and needs to be updated annually.

Several planning sessions were scheduled in two to three hour workshops over one month. The cooperation, attendance and input were excellent. Initially, participants identified values and principles they hold for the arts and artists. Strengths, opportunities and concerns were examined. Long-term goals were identified. The Plan of Action describes the short-term goals.

Careful preparation was given to each workshop to allow each participant a voice, to stay focused on the task and to move quickly through the process. A commitment was make to honor the valuable time of the volunteer participants by sticking to the agenda and schedule. The work was completed on schedule.

This forum has been successful in increasing communication, overcoming obstacles, eliminating unnecessary duplication of effort and creating a self sustaining process of leadership for the Arts. The forum has also helped to heighten the expectations and beliefs of the leadership

--Ellen Ruddock, Facilitator
PARTICIPANTS

Peggy Buckley

Vera Bonnet

Lillian Clemmons

Olivia Colebert

Julie Engelmann

Robert Gordon III

Judy Holliday

Dana Henry

Brian Jones

Hank Knerr

Betsy Lauber

Bill Mrozowski

Robert Sweeny

Chris Stultz

Carol Tanweer

Sandy Trimble

Janet Wiley

Ellen Ruddock, Facilitator

VISION

The IAC brings art to every life and life to every artist.

MISSION

The IAC facilitates connections to ignite and sustain artistic creativity. The IAC provides opportunities to nurture the artists and enrich the communities of the IndianaCounty area.

VALUES

The Indiana Arts Council believes in:

Longevity
Cooperation
Collaboration
Accessibility
Advocacy
Optimism
Youth
Nurturing
Creativity
Expression
Community Involvement
Passion
Resilience
Diversity
Integrity

PRINCIPLES

These principles will guide the Indiana Arts Council Board for the future:

Equal arts opportunity
Accountability
Diligence
Consistency
Ambassadorship
Responsibility
Art is important and necessary
Promote/define/seek excellence
Fair exchange
Open mindedness
Stewardship
Tolerance
Custodians, not owners
All venues and all levels
Positive, pristine image

DREAMS FOR THE FUTURE OF THE ARTS

IN INDIANACOUNTY

More venue and interactions with IUP arts students
Affordable in town studios to facilitate artist/community interaction
Artist in Residence program/festival with community
Artisans in the Storefront program
Traveling artists representIndiana artists at other shows or craft shows
Constant presence of the arts in the community
Downtown arts space/cooperative gallery for visual and performing arts
Weekly arts events – permeation of arts on the streets
Arts are represented in all public venues, government and corporate media
Grow artists locally that stay or develop a base in Indiana
Arts classesfor all agesthrough membership, have a menu of classes
MedicalCenter, YMCA, HealthCenter – Involved in the arts with classes and performances
Woods Spa – Art, chocolate, massage
More true partnerships with arts
Lobbying for the arts in schools (art, music, theater)
Recognition of arts in schools and outreach to the community (art shows)
Outreach outside of the borough
Improvisational theater in Indiana
Improve downtown and community theaters (seating, interior, sound system, heating/ac, odor)
Musicians on the street corners
Return of New Growth Arts Festival, or alternative
Continue art in Amadeus’s window
Artist studio tours
Time to enjoy the arts
Arts hold an honored and valued place in our lives
Indiana is a location for major summer performing arts group (major symphony, theater, ballet company)
An arts niche in Indiana such as, civil war reenactment, blues or jazz
Arts education academy
Stop strategizing and do it
Raising the level of executive director to full time, with a consistent staff
1000-2000 members of the IAC provide necessary resources
Enrich the musical life of youth (use Monday Music Club money)
Recitals/networking events for private music teachers and students
Johnstown symphony – buy tickets for children or send them on field trips
Student performer on radio
Member of the IAC to facilitate these opportunities
Scholarships for music students, or other opportunities
Auditorium/center for student lessons and performances
Repair instruments for no charge to ensure that students use quality instruments
County music groups/camps (in place)
Arts center (wide, open onto street) place for artists to work, place for IAC, school children/IUP student involvement
Open Mic night
“Cool” place to hang out/night life venue
Arts installations in windows/storefronts
Exchange program with other towns and areas
Poetry anthology of Indiana poets published periodically (also photography, essays, original music)
Offer curator opportunities for students to learn how to curate a show
Businesses sponsor rotating arts shows
Artists who create their own retirement plan – all donate work for 20 years, and profits are shared
Artists involved in IAC events donate to the arts council for various purposes
Develop an arts economy in IndianaCounty – artists can make a living with their work
Interaction of IAC with other regional and national organizations and galleries. Develop and facilitate connectivity/network, be an advocate for artists in other groups.
Build confederation of artists
Functional art
Provide a clearinghouse
Establish an arts cooperative – artists pay to become part of the coop, a percentage goes back to artist, and a percentage to the coop. Functions more as an economy rather than a club
Attract young people who will join and contribute

Attract the retirement community to the arts and create an attractive artists’ retirement community
Advertise a list of professional artists that Indiana has ‘spawned’ for local recognition and for contacts/network. Create connectivity to enhance arts economy by keeping in touch with and hold a reunion for native artists
Create a ‘Native sons and daughters’ show
Build an even stronger relationship between the arts community and IUP
Network online through the IAC website with artists, galleries, events
Virtual art show/gallery of local talent on IAC site
Target IUP students for membership and events. Offer student memberships and sponsorship of student membership
Family sponsorship of student artists
Develop an endowment
Trips to theaters or exhibits in other cities (partner with IUP)

Centralized funds for all arts and cultural groups,i.e. Library, JimmyStewartMuseum, Historical Society – strength in numbers

CRITICAL SUCCESS FACTORS

Planning
Communication
Visionary direction and leadership
Invested stakeholders
Collaboration
Successful, reliable, consistent marketing
Resource Management

ANALYSIS

Participants identified the following characteristics of the Indiana Arts Council:

STRENGTHS

Resiliency
Passion/Enthusiasm
Dedicated Stakeholders
Diversity
Location/Office
Good community connections
Positive Image
Resourceful
Optimism
History
Traditions
Executive Director
Web presence
Inclusiveness
Strong Partners

OPPORTUNITIES

Develop strong partnerships
Raise profile of the arts
Fill niches in the economy
Expand media attention
Leverage the artistic alumni (Hall of Fame)
Tap into the creativity of youth
Funding opportunities
Use web to grow
Greater technology
Space for potential ArtsCenter and display
Competing cultures
Partner with music community, beginning with members of the Monday Music Club
Influence KCAC programming
Influence tourism

CONCERNS

Review of bylaws
Matching vision with resources
Perception that the IAC represents only the visual arts
Lack of institutional memory

ISSUES

Perception of fiscal responsibility
Identity with New Growth Arts Festival
Lack of deliverables
Equitable division of labor
Damage control
Name/Identity

THREATS

Negative image
Internal negativity
Inertia and complacency
Lack of correct evaluation of competing cultures
Competing personal priorities and interests
Expensive nature of art
Lack of education
Devaluation of art
Perception of elitism
Lack of continuity in management
Lack of visionary continuity
Perception of lack of entertainment in Indiana

TRENDS

Decrease in funding and value for arts in schools – corporate sponsorship
Technology (use, access, knowledge, generation gap)
Virtual, interactive arts technology
Shifting national policies affecting education and the arts
Potential recession
Increased funding for the National Endowment for the Arts
State arts councils funding have decreased nationwide
Out-migration of students
Aging population and a growing retirement community
Shifting opportunities for delivering arts and entertainment (i.e. KCAC, Fisher)
Cocooning and isolation of the family
Flat screen TV’s
Coffee shop culture
Independent artists (i.e. recording technology)
Meaning of location/geography is changing

AREAS OF NEEDED IMPROVEMENT

Provide continuity and consistency of leadership and management
Internal and external communication
Increase funding streams
Expand memberships significantly
Improve trust with stakeholders
Improve fiscal control policies, processes and safeguards
Reconnect with top tier stakeholders
Political arts advocacy
Visibility of IAC representation
Website
Upgrade office
Improve diversity
Better engagement with all of IUP students, faculty, administration and staff
Accessibility
Improve fundraising efforts
Increase volunteer office support staff

LEGACY FOR THE NEXT GENERATION

A visible location for the arts in a CommunityArtsCenter, including access to arts technology
Thriving, high profile arts economy
Stable, well organized organization with an active network
Arts infrastructure
Well-endowed local arts foundation
IAC is recognized as first choice for arts information
Lasting relationship with any artist that has moved from community (documentation of arts alumni)
Documentation of history of Indiana arts
Culture of value for visual and performing arts that creates a synonymous relationship between Indiana and the arts
Lifelong dedication to and value of the arts
Public art throughout the area
True partnership of IUP and the community with seamless fusion

FIVE YEAR GOALS

Increase membership to 600
Raise funding to stabilize annual operational budget and replenish Monday Music Fund reserve of $40,000
Build ultimate website
Establish seamless fusion with IUP
Reconnect with political and corporate stakeholders
Full time Executive Director
Fully staffed office
Open an arts center
Regular (weekly) arts coverage on air and in print
Public annual recognition of arts alumni
Establish ongoing partnerships with K-12 schools
Establish financial accountability system and standard operating procedures
Disseminate policies and strategic plan to all community organizations
Annual arts festival

PLAN OF ACTION

2008

MEMBERSHIP

Goal: Double current membership to 300

Target Date:

Benefits:

Larger pool of members and funds to accomplish IAC goals and programs

Obstacles:

Lack of public awareness
Many other organizations competing for time and money

Solutions:

Publicity
Education regarding benefits of IAC membership

Specific Action Steps: / Target Date: / Ind./Org. Responsible: / Date Completed:
1. Contact Indiana Gazette to Ask if Picture from Downtown Decadence can be run concurrently with ad / 2/20/08 / Peggy Buckley
2. Run paid ad in Indiana Gazette with attached membership form / 2/29/08 / Peggy Buckley, Carol Tanweer and Marketing Committee
3. Run additional, identical ad in Gazette opposite weekly calendar page for as long as funds permit / Ongoing / Marketing Committee
4. Prices for all IAC events to be more expensive for non-members / Ongoing / Executive Director
5. Request each board member to recruit one or two members / 5/3/08 / Board of Directors

ADMINISTRATION

Goal: Establish and distribute policies, operational procedures and fiscal controls to stakeholders.

Target Date:May 15

Benefits:

Communicates responsibility
Defines work of organization (efficiency)
Saves time (efficiency)
Prevents loss
Promotes ownership of organization

Obstacles:

History of the IAS as an inefficient organization
Perception of the IAC as more of a club than a business
Stakeholders not open to new information and direction
Stakeholders’ presumption of irresponsibility

Solutions:

Prepare policies and procedures on a business model
Convince leadership to operate as a business
Meet one-on-one directly with key stakeholders
Express to stakeholders the potential mutual gains of operating together under the new procedures

Specific Action Steps: / Target Date: / Ind./Org. Responsible / Date Completed:
1. Review and refine Mrozowski’s plan for fiscal controls / 2/28/08 / Executive Committee
2. Bring plan for fiscal controls to full Board / 3/18/08 / IAC Board
3. Divide responsibility for and draft operating procedures for IAC organization / 3/6/08 / Executive Committee
4. Disseminate operating procedures to IAC Board for review / 3/7/08 / Executive Committee
5. Request committees to meet to discuss policies draft / 3/7/08 / Executive Committee
6. Draft office policies and procedures, and send to Exec. Committee / 2/28/08 / Executive Director
7. Review policies and procedures draft and set changes/approval / 3/18/08 / IAC Board
8. Create executive summary of policies and procedures for stakeholders / 3/20/08 / Board President
9. Develop list of stakeholders (discuss at board meeting) / 3/18/08 / IAC Board
10. Training session to disseminate executive summary to Board / April Board meeting / Executive Committee
11. Assign board members to key stakeholders / April Board meeting / Board President and Executive Director
12. Report back results to Executive Director / 5/15/08 / Board members

Goal: Have a well equipped and well organized office to administer and manage the mission of the organization

Target Date:July 31, 2008

Benefits:

Better access to digital resources
More efficient communication
More effective marketing
Better use of time
More professional appearance

Obstacles:

Money for equipment
Money for training

Solutions:

Verizon grant ($10,000)
Indiana Endowment
Research on-line grant opportunities

Specific Action Steps: / Target Date: / Ind./Org. Responsible: / Date Completed:
1. Determine office needs – hardware & software and service / 3- 15 - 08 / Lil & Judy
2. Call local vendors for a comprehensive quote / 3/31/08 / Vera
3. Research on-line possibilities for grant money / 4/15/008 / Lil
4. Obtain application for Indiana Endowment / 4/15/08 / Vera
5. Contact Verizon for grant money / 4/30/08 / Vera & Judy
6.Compare prices and determine best partner / 4/30/08 / Vera & Judy
7. Write and submit grant applications / 5/30/008 / Vera
8. Obtain training for Executive Director and assistant. / Vera
9. . Organize physical appearance of office / Vera & Lil

Goal: Fill open board positions, place IAC board members in strategic complementary boards or organizations, and develop rotation plan to assure smooth and ongoing stability

Target Date:

Benefits:

Organizational glue
A board with memory

Obstacles:

Recruiting
Enticing
Personal goals and interests
Keeping members on board
Retention
Complacency

Solutions:

Help recruit find their passion/niche
Strong board and executive leadership
Organizational office procedures
Value board members

Specific Action Steps: / Target Date: / Ind./Org. Responsible / Date Completed:
1. Develop a President Elect Bylaw
2. ?? Bylaws to see if matches desire
3. Identify organization/boards for representation
4. Contact those organizations/boards
5. Develop qualifications needed on board at all times (to complement ?? committee structure)
6. Develop ongoing wish list of board members and ??
7. Bylaws to reflect a change to 2 or 3 year executive committee ?? of elected annually up to X# of terms

MARKETING

Goal: Develop and promote an ongoing plan that creates ownership between the greater Indiana community and IAC.

Target Date:

Benefits:

Create and increase participation and membership
Create and maintain intrinsic perception of IAC and value in the Arts
Let individuals know “What’s in it for me?”

Obstacles:

Competition for time, money and attention

Solutions:

Define IAC through “branding”
Unified graphic image (professional)

Specific Action Steps: / Target Date: / Ind./Org. Responsible: / Date Completed:
1. Identify the areas of marketing that need immediate improvement (i.e. website, email, newsletter, etc) / 2/27/08 / BOD
2. Reconsider name and “branding” activity / 3/1/08 / BOD or committee
3. Tie programs and events to a schedule that addresses the mission of IAC (for the next 18 months) / 6/1/08 / BOD or committee
4. Create incentives for continued participation in IAC (i.e. promotional items, rewards, recognition) / 6/1/08 / BOD or committee
5. Assess and evaluate every 12 months / 2/27/09, ongoing / BOD, Executive Director

Goal: The Indiana Arts Council website is the first place to go for arts information in IndianaCounty with a visually appealing, coherent look that is positive and accessible

Target Date:

Benefits:

Community feels invested in the arts and the IAC
Interactive network linking artists, alumni, arts organizations, arts venues, schools, universities and the media
Provides increased access to youth and other populations
Draws confidence and interest in living in IndianaCounty

Obstacles:

Time required for technical development
Robust array of functions may require investment of funds
“Bells and whistles” desired by some may frustrate others

Solutions:

Increased teamwork (internship, volunteer participation)
Grants possibilities explored or community patronage
Research various web applications from the perspective of a variety of users

Specific Action Steps: / Target Date: / Ind./Org. Responsible: / Date Completed:
1. Assemble and schedule meeting with web subcommittee / 2/22 / BS
2. Make adjustments to current redesign / 2/29 / BS
3. Meet with marketing committee for approval of current redesign / 2/29 / Brian Jones
4. Upload new site / 3/1 / BS
5. Advertise and publicize new site / 3/3 / Vera Bonnet
6. Meet with subcommittee to discuss designing for future growth / April / BS
7. Brainstorm with stakeholders on meeting their needs / April / Vera Bonnet
8. Find/assemble team to develop overhauled site / May / BS
9. Develop new site / Summer / BS

FUNDRAISING