Strategic Plan 2019-2021 - Dublin Arts Council
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Strategic Plan
2019-20212
Introduction
Dublin Arts Council (DAC) is a nonprofit organization, supported in part by an annual endowment from the City of Dublin’s hotel/motel tax and the
Ohio Arts Council. DAC is also supported by the National Endowment for the Arts, contributions from individuals, corporations, foundations,
fundraising events, classes, gallery sales, and in-kind contributions. DAC is dedicated to engaging the community, cultivating creativity, and fostering
life-long learning through the arts. To ensure that DAC is well-positioned for future success, the organization retained Gallagher Consulting Group
Inc. (Gallagher) to facilitate a strategic planning initiative. This strategic plan framework is the product of the effort, which will guide the organization
from 2019 to 2021.
Methodology Contents
As part of the process, Gallagher completed the The plan is divided into the following sections:
following:
I. Introduction
Ø Conducted twenty-four (24) personal interviews
with board members, senior staff, and key II. Mission
external stakeholders; III. Strategic Goals 2019-2021
Ø Facilitated a planning retreat for the Board of V. Goals with Supporting Objectives
Trustees on February 2, 2019; and VI. Measuring Success
Ø Facilitated a planning session for staff on
February 14, 2018. This document is designed to be a dynamic, living,
breathing guide that can be adjusted to respond to
Using the results from these initiatives, Gallagher
significant changes in the marketplace.
worked with DAC to develop this strategic plan
document.3
Our Mission
Dublin Arts Council engages the
community, cultivates creativity,
and fosters life-long learning
Our
through the arts.
Mission
Our Vision
A community in which the arts
enriches lives, celebrates
diversity, and enhances the
regional economy.4
Strategic Goals 2019 - 2021
GOAL 1
Offer exemplary arts programming, educational offerings, and events that are accessible and promote
Programs, Events appreciation and enjoyment of the arts while enhancing the quality of life for all residents.
& Education
GOAL 2
Community Strengthen and broaden community engagement in the arts by bolstering outreach efforts, cultivating
Engagement partnerships, supporting local artists, and ensuring that offerings celebrate Dublin’s diversity.
GOAL 3
Increase awareness of Dublin Arts Council by elevating its brand and articulating its value
Awareness proposition to the community and the region.
GOAL 4
Financial Diversify and increase funding while seeking efficiencies and building financial reserves to ensure
Stewardship & organizational sustainability.
Strength
GOAL 5
Achieve organizational excellence through commitment to the highest standards for administrative
Organizational practices and internal operations.
Excellence5
Programs, Events, and Education
Offer exemplary arts programming, educational offerings, and events that are accessible and promote
Goal 1: appreciation and enjoyment of the arts while enhancing the quality of life for all residents.
Objective A: Objective B: Objective C
Public Art Education Signature Offerings
Enhance educational programming Continue to enhance and deliver
Expand the Art in Public Places
for youth and adults that promotes high quality, fresh signature
initiative and increase public art
appreciation of the arts and fosters programs, events, and services.
offerings in the community.
community engagement.
Key Tactics: Key Tactics: Key Tactics:
• Complete and adopt the Public Art • Conduct an education and financial • Explore and identify opportunities
Master Plan by Q2 2019 analysis to assess community to bring more performing arts to
• Add at least one new temporary needs and interests by Q2 2020 the Dublin community
and/or event-based public art using a fellow/intern from The Ohio • Continue to evaluate the Sundays
project by the end of 2021 State University at Scioto program and advance
• Commission at least one new • Use results to develop a efforts to improve the venue and
permanent public art work for the comprehensive education plan by facilities by Q1 2021
collection by the end of 2021 Q2 2021
• Educate the community about the • Create at least two new adult
expanded definition of public art offerings by Q4 2020
• Establish committee to develop • Increase outreach efforts to
public art recommendations for teachers, schools, and community
Dublin City Council groups6
Community Engagement
Strengthen and broaden community engagement in the arts by bolstering outreach efforts, cultivating
Goal 2: partnerships, supporting local artists, and ensuring that offerings celebrate Dublin’s diversity.
Objective A: Objective B: Objective C
Community At-Large Local Artists Diversity, Equity,
Inclusion, and Access
Continue to solicit and respond to Increase awareness, support, and
community needs and interests by Promote diversity, equity,
connections with local artists.
using a targeted research approach inclusion, and access in all
for key audiences. programming and operations.
Key Tactics: Key Tactics: Key Tactics:
• Discover community needs and • Deepen partnership opportunities • Continue commitment to providing
interests by creating research and with community arts groups in accessible, socially-focused
feedback mechanisms for each Dublin to identify ways to showcase programming and services
target audience, e.g., students, them and to expand DAC’s • Provide three new accessible arts
businesses, young professionals presence outside of its facility opportunities by Q3 2019
by Q3 2020 • Explore possibility of refining the • Boost outreach and engagement
• Test new programming concepts language to expand the pool of activities with Dublin’s Asian and
with key community segments grantees eligible for the Community senior populations
• Provide volunteer opportunities Arts Grants program by Q2 2020 • Ensure that DAC models best
customized by target audience • Continue to showcase local artists practices in diversity, equity,
• Continually track community at DAC and seek opportunities for inclusion, and access and
participation and engagement with other venues in the community, e.g. identifies diverse community
DAC Recreation Center, businesses voices to shape programming7
Awareness
Increase awareness of Dublin Arts Council by elevating its brand and articulating its value
Goal 3: proposition to the community and the region.
Objective A: Objective B: Objective C
Brand Essence Messaging / Case for Support Value Campaign
Complete research to identify DAC’s Develop a compelling and creative Develop and implement a brand
brand essence and to strategically- content strategy that tells the story of awareness and value campaign to
position the organization. DAC and demonstrates its value heighten organizational awareness.
proposition.
Key Tactics: Key Tactics: Key Tactics:
• Complete brand assessment and • Gather and package DAC • Determine goals and baseline key
gather stakeholder input by Q1 community impact data by Q4 2019 performance indicators by Q2
2020 • Develop and package DAC 2020
• Translate mission, vision and economic impact data by Q4 2019 • Leverage brand essence and
values into a brand essence • Create a story bank of compelling messaging to create branding
statement by Q2 2020 anecdotes and testimonials of campaign customized by target
• Create a motto / tagline for DAC DAC’s positive influence in the audience Q3 2020
by Q3 2020 community and the region by Q1 • Launch plan implementation Q4
2020 2020
• Evaluate plan at six-month
intervals and refine as needed8
Financial Stewardship and Strength
Diversify and increase funding while seeking efficiencies and building financial reserves to ensure
Goal 4: organizational sustainability.
Objective A: Objective B: Objective C
Financial Stewardship Contributed Revenue Earned Revenue
Demonstrate sound fiscal Create and implement annual
stewardship by adhering to best development plans that yield an increase Explore earned
practices and protocols led by in contributed revenue from individuals, revenue opportunities.
DAC’s Finance Committee. corporations, and foundations.
Key Tactics: Key Tactics: Key Tactics:
• Update and document financial • Create compelling case for support • Convene an ad hoc earned
policies and protocols by Q4 2020 by Q4 2019 revenue work group to explore and
• Regularly monitor all codes and • Streamline cultivation efforts and prioritize potential earned revenue
regulations related to nonprofit ‘asks’ for foundations and opportunities and to conduct a ROI
finance corporations by Q1 2020 (return on investment) analysis on
• Continue to review and adjust the • Expand the use of DonorPerfect existing offerings by Q4 2019
organization’s investment strategy software to track donor engagement • Leverage liquor license to create
• Continue to conduct annual audit by Q4 2019
earned revenue opportunities
• Evaluate the Garden Party event to
• Develop and offer new, fee-based
increase support and funds raised by
education events and programs
Q4 2019
• Leverage board members to help
support fundraising efforts9
Financial Stewardship and Strength
Diversify and increase funding while seeking efficiencies and building financial reserves to ensure
Goal 4: organizational sustainability.
(continued)
Objective D:
City Partnership
Continue to partner with the City of
Dublin to preserve core funding
and explore new opportunities for
fiscal support to benefit residents
and the region.
Key Tactics:
• Continue regular communication
and education with the City of
Dublin and City Council
• Continue to comply with bed tax
funding requirements and
leverage bed tax
• Demonstrate value proposition
and positive outcomes
• Advocate for new facility rental
agreement of $1 per year
• Advocate for increased
accessibility to DAC10
Organizational Excellence
Achieve organizational excellence through commitment to the highest standards for administrative practices
Goal 5: and internal operations.
Objective A: Objective B Objective C:
Talent Management Internal Operations Technology and Data
Recruit and retain quality Update organizational policies and Upgrade and increase efficient
employees and external partners procedures to ensure that they use of technology in all
while offering a vibrant, positive comply with nonprofit best operations.
workplace culture. practices and guidelines.
Key Tactics: Key Tactics: Key Tactics:
• Develop a staffing plan that • Develop an internal annual • Simplify and streamline e-
includes assessment of needs, planning process to advance the commerce interface by Q1 2021
resources, and gaps by Q4 2020 strategic plan and boost • Expand use of DonorPerfect
• Provide ongoing training and organizational efficiencies by Q3 software to foster improved data
professional development 2019 accuracy and track engagement by
opportunities for staff • Update finance and privacy Q4 2019
• Maximize the use of interns and • Provide an online payment option
policies by Q2 2020
university fellows (OWU & OSU) for sponsors by Q1 2021
• Regularly track and measure
• Maximize use of external partners • Explore offering a mobile payment
progress on the strategic plan
and resources service, e.g., Venmo to patrons and
• Develop a succession planning supporters by Q1 2021
framework for emergency and
planned transitions by Q2 202011
Organizational Excellence
Goal 5: Achieve organizational excellence through commitment to the highest standards for administrative practices
and internal operations.
(continued)
Objective D:
Governance
Follow best practices for board
governance and succession to
recruit and develop highly-qualified
and diverse board members and to
prepare future leaders of DAC.
Key Tactics:
• Recruit, develop, and maintain a
highly qualified, engaged and
diverse Board of Directors
• Clarify, delineate, and communicate
board roles and responsibilities in
writing and create accountability
measures by Q1 2020
• Better leverage board members to
support the organization’s
fundraising, awareness and
advocacy efforts12 Implementation Timeline
13
Measuring Success
DAC will use the following indicators to set benchmarks, track plan progress and measure success.
Programs, Events, and Community Financial Stewardship Organizational
Awareness
Education Engagement and Strength Excellence
• Attendance and • Attendance and • Completion of brand • Revenue, i.e., earned, • Completion of staffing plan
participation numbers participation numbers essence research and contributed, total • Employee satisfaction
• Participant satisfaction • Participant satisfaction statement development • Completion of updated scores
scores scores • Completion of case for financial policies and • Turnover rates
• Adoption of public art • Number of volunteers support with community protocols • Implementation of new
master plan • Results of community and economic impact • Completion of annual internal annual planning
• Completion of one new feedback and research data audit and budgeting process
temporary and • Number of opportunities • Brand awareness and • Completion of case for • Completion of improved e-
commissioning of one to showcase local artists value campaign goals support commerce interface
new permanent public • Number of recipients of and key performance • Number of donors • Completion of online
art offering community arts grants indicators • Number of sponsors payment option
• Completion of • Number of opportunities • Traditional media • Attendees and proceeds • Completion of
established public art to feature the arts in impressions (PR value of Garden Party DonorPerfect software
committee venues outside of the report) • Establishment of ad hoc expansion
• Completion of DAC facility • Social media followers earned revenue work • Board attendance,
educational and financial • Completion of three new and engagement group and ROI analysis participation, and financial
analysis of program accessible arts tracking of existing offerings support
• Completion of new opportunities • Digital communication • Implementation of new • Completion of board role
education plan • Number of socially- metrics, e.g., open rates, earned revenue activities and responsibilities
• Implementation of two focuses offerings SEO, website visits and • Secured bed tax funding document (agreement)
new adult education provided engagement • Reduced rent to ($1) • Completion of succession
offerings plan framework14
BOARD OF DIRECTORS
Officers: Members: Executive Director:
Robin Campbell, President Megan Bailey David S. Guion, Ph.D.
Robin Moran, President-Elect Rachel Dean-Haas
Tricia Jarvis, Treasurer Judy Galeano Staff:
Melissa Minerd, Secretary Keiko Hidaka Janet Cooper
Julia Caruso, Citizen Representative Robin Hoffman Michele Gatz
John Reiner, Dublin City Council Jack R. Pigman Christine Langston
Representative Diane Rosso Anna Leeper
John Torpey Katy Marque
Ex-Officio: Gwen Weihe
Bryan Faller Kay Yamakawa
Naomi B. Hoyt Marilee Chinnici-Zuercher
Claudia Plumley
7125 Riverside Drive
Dublin, OH 43016
(614) 889-7444
www.dublinarts.org
/DublinArtsCouncil
@DublinArts
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