Historic Macon Draft Strategic Plan

Strategic Planning Phase II Assessment Report for

prepared by the

Nancy Tinker, Senior Program Officer Karen Nickless, Field Representative Southern Office, National Trust for Historic Preservation

September 2009 Table of Contents STRATEGIC PLANNING........................................................................................................... 1 TABLE OF CONTENTS............................................................................................................. 2 E. Generation of Goals and Objectives.................................................................................................. 10 G.Priority Goals Work Plans................................................................................................................. 12

III.RECOMMEDATIONS ....................................................................................................... 23 A.Summary.......................................................................................................................................... 23

I.

INTRODUCTION TO THE PLANNING PROCESS A. The Importance of Planning

Strategic planning is one of the most important – and overlooked – responsibilities of nonprofit organizations. Through strategic planning, organizations define who they are, what they do, why they do it, and how the work is done. Such planning involves a process. Strategic Planning involves work and is a process that can be tedious and sometimes difficult. Nevertheless, it is critical to directing an organization’s activities, and it is the board’s responsibility to implement the process that doing good work requires.

In a world of limited resources, every nonprofit organization—no matter how large or financially stable—must prioritize activities and direct its resources. And, as with any nonprofit group, the Historic Macon Foundation (HMF or Foundation) will find its time, volunteers and funds to be limited. Consequently, in order to be successful HMF must identify goals they cannot only achieve, but manage.

Once identified goals are accomplished, the public will look confidently to HMF knowing it has the ability to complete projects, save endangered buildings and engage (not just educate) the public in the benefits of historic preservation. Only then will the organization grow and prosper beyond its current state.

B. Investing in the Process

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Concern for its future is what led HMF to approach the National Trust for Historic Preservation about Strategic Planning. The Foundation was not content to simply identify future goals and objectives, but sought objective thought as to the organization’s present state and the course they might chart. In the winter of 2007, Historic Macon Foundation contracted with the Southern Office of the National Trust to undertake the Strategic Planning process in conjunction with the Fanning Institute. Phase I of the process included surveys of members and board members and interviews (conducted April 21-22, 2008) with representatives from the community. After a delay to allow the Foundation to hire a new director and give him time to become familiar with the operation, the board met August 16-17, 2009 in a facilitated discussion with National Trust staff members Nancy Tinker, Karen Nickless and Leah Brown. Using the Phase I Assessment Report as a springboard, the board set long-term goals and formulated an associated operational plan.

The goal setting process serves to focus the Foundation on who they are and who, over time, they seek to become. The format is designed to ensure 100% participation of those attending and creates clear and tangible work plans. It seeks to avoid a premature focus on single ideas and eliminates dominance by high-status or aggressive members during idea generation and discussion.

HMF board, staff and committees are composed of dedicated, intelligent and able individuals, each of whom brings special talents to the organization. The Foundation must be careful, however, that work and responsibility is fairly distributed among these groups. In order for the organization to succeed, all must play a role and feel that there is a role for them to play. In the end, the process results not only in the board’s agreement on priority goals and objectives, but in the equal distribution of these responsibilities, leaving participants with a clear sense of their individual roles and of project deadlines. What happens next—as far as implementation is concerned—is up to Foundation board and staff.

Among nonprofit organizations, especially preservation organizations, there is a tendency to try to do everything and be everything to everyone. Nonprofits are often made up of people who want to save the world, or at least their small corner. This cannot be done, and in fact all but guarantees failure. Without focus and the discipline to know the boundaries of one’s mission, the organization will suffer from a shot-gun approach that scatters and diminishes effect. Instead, nonprofits that focus on their mission and the goals identified through a group process will more effectively accomplish their mission.

To its credit, HMF chose to examine its role, both past and future, in the community. The decision to use outside assistance is significant because the Foundation:  Sought and paid for an objective opinion with a national perspective  Is serious about wanting to learn from other successful local preservation organizations Strategic Planning Phase II Assessment Report

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 Knows it can be more effective once being exposed to new concepts Change does not come swiftly or easily, but in a few years’ time the Historic Macon Foundation will be able to look back at both strategic planning documents and know they have succeeded in becoming a stronger, more effective organization. It will then be time for to plan again.

C. Summary of Phase I Results Phase I of Strategic Planning comprised three parts: a membership survey; a Board of Trustees survey; and interviews with community leaders.

The data collected showed general agreement on a number of issues:  HMF’s preservation work is admired, but HMF should be more proactive and take a larger advocacy role  HMF needs to expand its reach beyond the neighborhoods it is currently working in  Doing more fee-for-services would help underwrite expenses and free staff for fewer fundraisers and more mission-driven programs  HMF needs better publicity for projects to raise awareness of HMF’s role and to help change any possible image problems NOTE: This is a brief summary. For full results, see the Phase I Report.

II.

PHASE II: TWO-DAY BOARD RETREAT, AUGUST 16-17, 2009 A. Questions

As a means for beginning the day’s discussion, facilitators asked participants two questions: 1. “Are you a vested board member and what motivates you to be involved with Historic Macon?”

2. “What talents do you bring to the table?”

Selected responses to the questions were reported as follows:  I have a passion for historic architecture and preservation.  I believe the work of historic preservation is important.  Macon has a wealth of styles in several inner-city neighborhoods. I want to help preserve those unique architectural styles.  I possess organizational skills and time.  My professional expertise involves marketing and business experience and involvement with the community.

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B. Mission In order to keep the Historic Macon Foundation focused on sustained growth and maintaining a creditable reputation, it should evaluate itself and its programs annually by asking two questions: “What must the Foundation do to accomplish its mission?” and “What types of partnerships are necessary to achieving our goals?” Self-evaluation is a critical step in building a viable organization, and the National Trust encourages HMF to begin the habit of assessing financial and programmatic performance on an annual basis. This analysis may be undertaken with or without the help of a facilitator.

Board members at the retreat were encouraged to discuss the Foundation’s mission statement. Unlike business or for-profit corporations, the nonprofit organization does not have the dollar as its bottom line. Instead, nonprofits exist to fulfill a mission by providing a service and/or taking on an education or advocacy role. Success, for a preservation organization, is not solely defined by its financial statement. Preservation organizations measure success by properties saved and the ability to respond to community needs. (That is not to say positive cash flow is unimportant. Board members are cautioned to keep a watchful eye on the finances, a large part of their responsibility as a non-profit board.)

A good mission statement will be a clear and succinct articulation of the organization’s purpose. Sound direction from the board insures the organization’s programs mirror the mission. Additionally, a good mission statement will bear an end product in mind – showing the public what the Historic Macon Foundation has achieved for the community. Below are a few tests that can be used to indicate whether or not a mission statement is clear, succinct, and relevant:     

Can the board/staff/members recite the mission statement? (Is it crisp)?

Do outsiders know the gist of the mission? (Is it easy to understand?)

Do the programs and services support the mission?

Does the mission statement appear in publications and printed materials?

Is the mission statement fresh and realistically achievable?

Existing Mission Statement The current (9-2009) official mission statement is: The corporation is organized exclusively for charitable and educational purposes, including, for the purposes of educating the greater Macon community about its Strategic Planning Phase II Assessment Report

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history and historic preservation; preserving and restoring buildings, sites and neighborhoods; and maintaining and promoting the Sidney Lanier Cottage.

Working Mission Statement (June 2009) A working mission statement developed in June 2009 reads: Historic Macon Foundation leads Middle Georgia in historic preservation, advocating for the stories, buildings, archives, history and culture that make our region unique.

August 16, 2009 Proposed Mission Statement, Vision and Tagline At the strategic planning retreat, a committee was tasked to refine the draft statement and provide a vision and tagline. The mission statement as crafted on August 16, 2009 reads: The mission of Historic Macon Foundation is to advocate for the preservation of Macon’s historic and architectural heritage; to facilitate the preservation efforts of the private and public sectors, and to educate and inspire our community to appreciate our unique, beautiful city.

The vision of HMF reads: To serve as the premier preservation organization in Middle Georgia.

HMF’s tagline reads: Imagine—tomorrow’s lifestyle in yesterday’s grandeur.

September 12, 2009 Proposed Mission Statement, Vision and Tagline In the final session of the strategic planning retreat (September 12, 2009) the three statements were refined, with the results to be sent to the full board for approval. They read: The mission of Historic Macon is to advocate for Macon’s historic and architectural heritage, to facilitate preservation efforts in our community, and to educate and inspire appreciation for our unique city.

The vision of Historic Macon is: To lead Middle Georgia as the premier preservation organization.

HMF’s Tagline is: Imagine tomorrow’s lifestyle in yesterday’s places.

C. SWOT EXERCISE (Strengths, Weaknesses, Opportunities, Threats) Strategic Planning Phase II Assessment Report

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As a means to spur discussion, National Trust staff led participants in a frank examination of HMF-related issues. Board members were asked to identify items they perceived as organizational strengths, weaknesses, opportunities and threats. Discussion began with the identification of organizational strengths and weaknesses.

IDENTIFIED STRENGTHS AND WEAKNESSES Strengths Weaknesses Passion for Preservation Lack of Funding Great Building Inventory Need to Diversify Membership Employs Great Staff Need to Cultivate Geographic Diversity Good Track Record of Achievement Need to Attract Younger Members Good Identity and Name Recognition Need to Attract Members From Throughout the County Conducts Successful Events Need to Promote Accomplishments Maintains the Ability to Partner with Organization is Reactive Rather Than Other House Museums and Tourism Proactive (i.e. Lack of focus on Mission Entities (i.e. Mercer and MCCG) Related Activities) The Presence of the Ocmulgee HMF needs to become a stronger Monument advocate – take a stand MHF retains a Committed Board (i.e.

HMF Should Provide more Services to upbeat and willing to face challenges) Commercial and Residential Consumers We Should Better Leverage Membership We Need to Make a Better Case for the Economic and Quality of Life Impacts Brought by Preservation Practice HMF is Perceived as Not Involved with Downtown Trustees Should Become More Aware of Limited Staff Time HMF Does Not Have a Strategic Plan Little Volunteerism Evident From Board and Membership HMF is Operating at a Budgetary Deficit Foundation Should Research and Pursue Untapped Funding Sources, Business and Corporate Sponsors HMF Has Not Developed a Planned Giving Program HMF Has Not Undertaken a Capital Campaign in 15 Years HMF Does Not Have a Formal Development Plan – We Should Identify Strategic Planning Phase II Assessment Report

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a Development Consultant IDENTIFIED OPPORTUNITIES AND THREATS Opportunities Threats Use Staff Expertise to Address The Perception Exists That Macon is a Weaknesses Community with a High Rate of Crime HMF Should Use New Fundraisers The City Has a Poor System of Public (Chuck Leavell and Green Field Day) Education, with Tension Existing as Opportunity to Raise Public Image Between Public and Private Schools Georgia’s Enhanced State Tax Credits Both City and County Governments Are Create an Opportunity for Professional Dysfunctional Services HMF Has Opportunity to Partner with An Anti-Business Environment Exists Local Developers in Downtown Loft Rehabilitation Projects Macon’s Real Estate is Affordable and HMF Does Not Have a Formal Located within 1 Hour of the Atlanta Development Plan – We Should Airport Identify a Development Consultant Promotion of Historic Preservation Sprawl is Developing in a Northward Could Improve the City’s Image Direction The Community to Market Itself to HMF’s Economic and Operational Those Living Alternate Lifestyles Viability are Troubled HMF is Perceived as Not Involved with Downtown Trustees Should Become More Aware of Limited Staff Time HMF Does Not Have a Strategic Plan Little Volunteerism Evident From Board and Membership HMF is Operating at a Budgetary Deficit Foundation Should Research and Pursue Untapped Funding Sources, Business and Corporate Sponsors HMF Has Not Developed a Planned Giving Program HMF Has Not Undertaken a Capital Campaign in 15 Years We Should Better Leverage Membership D. Accomplishments

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At the end of Day 1 of the retreat, National Trust staff asked board members to identify HMF accomplishments. Board members named numerous activities, including:  Sidney Lanier Cottage  Saved more than 125 properties through the revolving fund;  Wrote 10 National Register nominations for historic districts located in Macon  Saved 2+ neighborhoods in Macon  Assisted more than 300 homeowners in undertaking tax credit projects  HMF has received an Honor Award from the National Trust for their work in neighborhood revitalization  The organization has served as a role model for other Georgiabased non-profit groups  The cottage hosts between 8 – 10 public and private school groups per year  We produce publications on history and historic architecture  HMF hosts great parties  The foundation hosts a lecture series for the general public  Historic Macon encourages community preservation through HMFsponsored preservation awards  We have increased the local tax base through having successfully completed 125 revitalization projects  HMF holds 60 – 70 restrictive deed covenants  The organization has been in existence for 45 years E. Generation of Goals and Objectives On Day 2 of the retreat, National Trust staff turned board members’ attention to establishing long-range goals and objectives. Following discussion, board members agreed to work towards a two-year strategic plan. With that in mind, National Trust staff posed the following question. “What should Historic Macon’s Strategic Planning Phase II Assessment Report

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goals be for the next two years?” Participants were asked to silently generate as many answers to that question as possible and to record their list.

Once individual lists were complete, each board member was asked to present answers to the question until each participant had exhausted his or her individual list. The following items represent the final consolidation of the ideas presented during the workshop. Items listed below appear in the order in which they were presented, not in the order of priority or importance.

What must Historic Macon do in the next 2 years to accomplish its mission?  Hottest membership in town  Completely visible to everyone in Macon  Serve as a clearinghouse of historic preservation information for Macon and Middle Georgia  Cottage programs: History and Education  Recruit more volunteers  Market HMF’s activities/accomplishments better  Attract residents to historic districts in Macon  Move events from more fundraising to PR  Pursue corporate underwriting for events  Extend rehabilitation efforts into downtown business districts  Find sustaining and relevant use for Cottage  Recruit to obtain a more committed and engaged—if smaller—board  Use the resources of local colleges/universities  Develop more connections with realtors, sharing benefits of historic preservation  Proactive in assisting residents and property owners with preservation concerns  Subject matter experts for historic preservation in Macon’s business community  Develop collaborative programs and events with other organizations  Politically well-connected  Continue as leader in neighborhood revitalization  Devote more time to mission-related activities—fewer events  Liaison to other organizations to benefit improvement of downtown’s image  Create comprehensive development plan to include planned giving  Annual paid memberships of more than 1000  Respected organization that others want to join  Educate the public and local officials on economic impacts of historic preservation  Plan and execute events that are mission-related  Saving endangered structures  Provide historic preservation services (for a fee) Strategic Planning Phase II Assessment Report

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        

Leader in public policy for historic preservation Fully funded, fully staffed The go-to leader with a national reputation Increase Patron membership Explore other foundation and untapped funding sources Develop more diverse membership (race, age, geography) Revitalization and preservation of Macon’s historic neighborhoods Be the organization that promotes a sense of community for the whole city Solvency

After participants exhausted their individual lists, facilitators led the group in a “merging and purging” exercise designed to narrow the field of choice. In some cases, goals were redefined as objectives and shifted to be included as part of a larger, but related, goal.

From this original listing, participants were asked to identify their top priority goals. After those silent choices were made, board members were given a set of weighted dots and asked to rank their goals according to individual preference.

Facilitators calculated the responses and reported those results to the board.

F.

Priority Goals (in order of votes received) 1.

2.

3.

4.

5.

Preservation and Preservation Services (88 votes) Financial and Organizational (72 votes) Membership (56 votes) Marketing and Image (47 votes) Sidney Lanier Cottage (39 votes)

G. Priority Goals Work Plans Once goals were set, the board was asked to break up into committees corresponding to the goals, plus an additional committee for the development of a vision, mission statement and tagline. Templates for these plans follow, to be completed by the committees. Each work plan will include a timeline for completion and those assigned to accomplish necessary tasks to meet the goal.

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Priority Goal One: Preservation and Preservation Services •

Recognized as Middle Georgia’s leading preservation organization and a national leader in neighborhood revitalization

Short Range Objective: • Educate the public and local officials on the economic impacts of historic preservation Additional objectives, identified during board discussion include: • Save endangered structures •

Revitalize and preserve Macon’s historic neighborhoods

•

Extend rehabilitation activities into the downtown

•

Serve as a clearinghouse for preservation in Macon and Middle Georgia

•

Provide fee-for-service assistance

•

Subject matter experts for business community and economic development

•

Leader in public policy for historic preservation

Identified activities, their timeframes, and those responsible for implementing the work are listed in the table below: Strategy 1, Educate Public Officials • Develop a trolley tour of historic properties specifically designed for City Council, Planning & Zoning Commission, the Bibb County Commission, and NewTown (to include spouses). Tour would include rehabilitated houses and end at an exclusive private residence for refreshments.

Trolley Tour Work Plan

Timeline

Person(s) Responsible

Strategy 2, Marketing Preservation Services Strategic Planning Phase II Assessment Report

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•

Develop a marketing plan and presentation targeted to local business societies (i.e. Rotary). Plan will then be produced in-house and subsequently presented to additional groups. An associated brochure will be professionally produced and will be modeled upon the approach used

by NewTown. The brochure will be professionally developed, but printed in-house.

Marketing Plan

Plan

Work Timeline

Person(s) Responsible

Strategy 3, Rehabilitation Projects • Finish activity at Lower Beall’s Hill, limiting losses on projects. Thereafter take on two house rehabilitations per year (each to take approximately 6 months/property). Revolve existing properties.

Rehabilitation Work Plan

Project Timeline

Person(s) Responsible

Strategy 4, Showcase Rehabilitation • Obtain an option for a downtown building; prepare a pro forma; develop a marketing plan for the building (possibly one for which the rehabilitation plan is already completed); develop a mock-up for the room/loft/office; work with the building’s owners and developers to promote the use of the building; open building to downtown residents and provide docents to guide people through the building.

Downtown Showcase Timeline Rehabilitation Work Plan

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Strategy 5, Emergency Acquisition • Historic Macon will accrue enough capital to be able to save endangered buildings from immediate demolition. The organization will develop a revolving fund to accommodate such purchases.

Emergency Acquisition Work Plan

Timeline

Person(s) Responsible

Strategy 6, Property Tax Exemption • Historic Macon will develop a blanket exemption for all properties owned

by Historic Macon.

Property Tax Exemption Work Plan

Timeline

Person(s) Responsible

Strategy 7, Offer and Execute a Full Portfolio of Preservation Services Historic Macon will offer and execute a full portfolio of preservation services.

Services will include: • History of your home- A researched and well-written history of your residence, investment property or business. The history will include all evidence regarding construction dates, a history of the neighborhood, pictures of deeds and plats, stories about previous owners, a description of the elements of style of the property and a description of your ownership and improvements. The history will include photographs from the local archives when available and current professional pictures of the property.

• Repair and Improvement Consultation- A professional preservationist from Historic Macon will make a site visit to your property to help diagnose problems or define repairs. We will also recommend a qualified contractor to perform the work.

• Façade Renderings- Historic Macon can provide façade renderings of both commercial and residential buildings to illustrate improvements for Design Review Board applications.

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•

•

•

•

• •

•

National Register Listing- If your commercial or residential property is at least 50 years old, it is probably eligible for listing on the National Register of Historic Places. A listing on the Register does not restrict your property rights, but instead makes various abatements and incentives available to you for work performed on your property.

Incentives- Almost every developer of an historic property needs help navigating the incentive system for redeveloping historic properties.

Whether you are interested in small improvements to your primary residence or you are a major real-estate developer and you need help structuring your deal, our preservationists have the skills, experience and knowledge to help you find every available incentive. These services include tax abatements, federal rehabilitation tax credits (and the syndication of these credits), state rehabilitation tax credits and assistance with Design Review and Planning and Zoning approvals.

History of your home- A researched and well-written history of your residence, investment property or business. The history will include all evidence regarding construction dates, a history of the neighborhood, pictures of deeds and plats, stories about previous owners, a description of the elements of style of the property and a description of your ownership and improvements. The history will include photographs from the local archives when available and current professional pictures of the property.

Repair and Improvement Consultation- A professional preservationist from Historic Macon will make a site visit to your property to help diagnose problems or define repairs. We will also recommend a qualified contractor to perform the work.

Façade Renderings- Historic Macon can provide façade renderings of both commercial and residential buildings to illustrate improvements for Design Review Board applications.

National Register Listing- If your commercial or residential property is at least 50 years old, it is probably eligible for listing on the National Register of Historic Places. A listing on the Register does not restrict your property rights, but instead makes various abatements and incentives available to you for work performed on your property.

Incentives- Almost every developer of an historic property needs help navigating the incentive system for redeveloping historic properties.

Whether you are interested in small improvements to your primary residence or you are a major real-estate developer and you need help structuring your deal, our preservationists have the skills, experience and knowledge to help you find every available incentive. These services include tax abatements, federal rehabilitation tax credits (and the syndication of these credits), state rehabilitation tax credits and assistance with Design Review and Planning and Zoning approvals.

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Priority Goal Two: Financial and Organizational •

Create a solvent, fully funded, fully staff organization

Short Range Objective: • Create a comprehensive development plan which includes planned giving Additional objectives, identified during board discussion include: • Increase Patron membership •

Explore other Foundations and other untapped resources

•

Pursue corporate underwriting for events

•

Recruit to obtain a more committed and engaged – if smaller – Board of Trustees

•

Apply for collaborative grants

•

Execute fewer fundraising events

Identified activities, their timeframes, and those responsible for implementing the work are listed in the table below: Strategy 1, Explore Other Foundations and Untapped Resources • By year end, Historic Macon Foundation will have explored opportunities for grant collaboration, have created a comprehensive plan to include planned giving, define goals and set a time frame for initiating a capital campaign, and have increased Patron-level memberships by one-third.

Explore Foundations and Other Resources

Timeline

Person(s) Responsible

Strategy 2, Expand Organizational Structure • Expanding HMF’s structure will include: becoming fully staffed, identifying volunteers who will research grant opportunities, increasing the numbers of Patron-level memberships as well as involving younger members. HMF will examine current requirements associated with joining the board of trustees, specifically addressing time and financial requirements needed for Strategic Planning Phase II Assessment Report

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meaningful board participation. We will seek influential people as potential trustees. We will explore having fewer fundraising events.

Expand Organizational Structure

Timeline

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Person(s) Responsible

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Priority Goal Three: Membership •

Become the organization everyone wants to join

Short Range Objective: • Develop a more diverse membership inclusive of race, age, lifestyle choice, and location Additional objectives, identified during board discussion include: • Offer the hottest membership in town •

Recruit more volunteers

Strategy 1, Increase members to 1,000 • Retain existing members, increasing membership to more than 1,000 paid members; track and release member status, admitting “loss” at 60 days, then renew efforts to re-sign; send timely, mission-oriented information noting HMF project, successes, and concerns. Contact will become more frequent through distribution of 4 newsletters and email communication.

Membership Worksheet

Timeline

Person(s) Responsible

Strategy 2, Recruit New Members • New members will be recruited through direct appeal (i.e. members or neighborhood organizations, referral programs, social teas/gatherings, letter writing). Trial memberships will also be offered. Contact could include newsletters, optional email, an improved website, or by offering a 6 month membership.

New Members Recruiting Work Plan

Timeline

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Person(s) Responsible

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Strategy 3, Increasing Diversity • HMF will target potential minority members living within historic districts. The Foundation will continue salons such as “art chat” with the Tubman Museum. We will broaden and lengthen the reach of our membership.

Increasing Work plan

Diversity Timeline

Person(s) Responsible

Strategy 4, Budget • Involve the Board of Trustees in membership growth and solicitation.

•

$3 per solicitation

•

2 newsletters

•

Current events fliers

•

Postage envelopers

•

40 board members with 10 referral per board members

•

$1,200

•

Other referrals

•

$3 per solicitation

Timeline 11/7/09 – Board member deadline for referrals (following presentation at September, October, November meetings) 1/15/10 – Roll out initial 6 months offer to names submitted by Board members 1/15/10 – Initiate scheduling of teas/gatherings, letter writings 2/10 – Teas/gatherings, letters

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Priority Goal Four: Marketing and Image •

Make Historic Macon a more attractive organization to a broader population.

Short Range Objective: • Educate the public and local officials on the benefits of historic preservation through social networking, HMF’s website, and local media.

Additional objectives, identified during board discussion include: • Get a column in a magazine •

E-blasts

•

First Friday

•

Digital billboard

•

Solicit media sponsorships: WMAX, Cox communications, The Telegraph

•

Contact Jeff Ofgang – WMAZ news director – follow along on a house rehab.

•

Form a focus group who will gather ideas on events the community wants

Marketing and Image Work Plan

Timeline

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Person(s) Responsible

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Priority Goal 5: Sidney Lanier Cottage •

To promote the legacy of poet and musician Sidney Lanier (1842-1881), and thus to recognize and promote the building’s national designations as National Poetry Landmark, Landmark of American Music, and listing on the National Register of Historic Places

Short Range Objective: •

To identify a sustaining relevant use, retaining the Cottage as a centerpiece of history and educational programming

Additional objectives, identified during board discussion include: •

To honor HMF’s commitment to Middle Georgia Historical Society to serve as SLC steward

•

To have HMF serve as proper steward of funds donated to the SLC Guild and Smith Barney Endowment, funds which were contributed toward the long-term sustainability of SLC

•

To honor major previous grants given to SLC by local foundations, most importantly the Peyton Anderson Foundation that has invested significantly in its infrastructure and viability (HVAC, Porch, Master Plan, Kitchen, Mary Day Dress Conservation), as well as the Murphey Family Trust (pine floor refinishing, furniture repair, Director’s office decoration)

•

To honor all past and present stakeholders, such as the House & Garden Club that keeps the back garden; multiple local Garden Clubs that decorate at Christmas; the Macon-Bibb County Convention & Visitors Bureau that includes SLC on a package tour of historic homes; Bons Hommes that donate the Christmas tree and greenery

•

Colonial Dames and History Club that traditionally rent SLC for meetings; and the Washington Memorial Library that houses our Archives on permanent loan

•

To have HMF view the SLC as an integral part of HMF’s identity; to view SLC as a mission-related project in terms of preservation and education; and to value the in-kind support that SLC provides to HMF in terms of membership, volunteerism, ability to leverage grant support, and office/event/meeting space

•

To use SLC as the “flagship” location for HMF’s education and preservation programs, events, meetings, conferences, workshops, retreats, and seminars

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•

To sustain the SLC through additional grants and foundation support, education programs, rentals, gift shop sales, museum admissions, and endowment returns

•

To use current assets (building in good condition and repair, important collection of historical objects, efficiently arranged staff offices, Garden) as leverage for additional support in writing grants.

•

The SLC is in excellent shape, with recent investments in the landscaping, back parking lot, plaster and paint, display case for the wedding dress

•

To maximize use of SLC as a rental facility with new kitchen equipment; invite new and returning caterers to view the improvements; to advertise and promote SLC as a site for weddings, rehearsal dinners, catered lunches or dinners, and “Business After Hours” receptions or gatherings

•

To expand current Education Program offerings (Tours, Lecture Series, Sidney’s Salons) with new programs, such as Architectural Walking Tours, Exhibits, Seminars, Suitcase Outreach programs for schools

•

To encourage more collaborations with other house museums, historical organizations, educational institutions, and CVB to increase visibility and draw new and returning visitors

•

To encourage greater participation in HMF on behalf of visitors to SLC by giving visitors a membership packet, newsletter, and general information about HMF preservation services and events.

Cottage Work Plan

Timeline

Person(s) Responsible

III. RECOMMEDATIONS A. Summary The recommendation section of this document serves as a summary of the Strategic Planning process and is intended to underscore key points made during the retreat. Reading this section will present an incomplete picture of the retreat and of the surveys and assessment interviews conducted. We urge careful

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reading of this document and the Phase I Report and reference to the salient points made during the entire process.

The importance of participatory planning cannot be overstated. The Foundation is to be congratulated for immersing themselves in the strategic planning process and for investing in an assessment and facilitated board retreat. Without board and member participation, the community will not understand or fully embrace the organization’s mission and goals. Without community participation, HMF will be limited to that core of dedicated, but badly overworked, board and staff who routinely care for everything Foundation-related.

To cultivate both governmental and community support, HMF should use the information gathered in the assessment report and report back to those who participated in the assessment (Phase I) process. In informing participants of HMF decisions, those people may feel they have a larger stake in the organization and may choose to involve themselves more deeply in the Foundation’s activities. Historic Macon should also publicize its plan through its newsletter and other print and social media to begin to “rebrand” HMF. B. Specific Recommendations Based on the discussion of priority goals generated during the two-day retreat, National Trust staff has three specific recommendations: 1.

The Foundation should apply to participate in the American Association of Museums (AAM) and Institute of Museum and Library Services (IMLS) Museum Assessment Program (MAP) or the Conservation Assessment Program (CAP) for the Sidney Lanier Cottage. Typically, the MAP process allows a museum to take on a guided self-study, followed by a review from an outside assessor who consults on standards and best practices, makes suggestion for improvement, and helps organizations set priorities, allocate financial resources wisely and build a foundation for support.

While much of this has been accomplished through the strategic planning process, a MAP assessment can also look specifically at identified issues.

(CAP) uses a similar process to evaluate a museum’s collection. Given the challenge of using the Cottage as a mixed-use facility (house museum and rental venue) Historic Macon could benefit from suggestions on how to follow best practices for museums as well as accommodating event use.

Museums can apply to MAP any time if they are willing to pay a $3000 administrative fee and other expenses. However, if the application is received by November 30, the fee is based on a sliding scale. Museums Strategic Planning Phase II Assessment Report

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with an annual budget of between $125,000 and $400,000 pay $350 plus some Surveyor expenses.

CAP expenses vary, but are usually between $400 and $1000. The next deadline is December 1, 2009.

2.

Integrate regular ongoing activities into the two-year work plan. The HMF board needs to evaluate goals, prioritize them and be realistic about what can be accomplished. Enthusiasm is a good thing, but trying to do too much with limited resources (money, staff and volunteer and board time) can only lead to frustration and failure.

HMF should set goals it can realistically reach and build on those successes. It may be that some goals will need to be pursued after the two-year timeframe. It is also important that the responsibility for special events is clearly delineated, or staff can become overburdened.

Ongoing activities were identified as follows: Bi-Annual Decorator’s Showhouse Annual Discovery Days Flea Market Preview Party Rolling Rambles Party of the Year Thank You Party Patron’s Party Christmas at the Cottage

Twice a Year Backroads Rambles Lectures Nine Times per Year Sidney’s Salons To assure that events run smoothly with a minimum of staff involvement participants at the September 12 meeting agreed that each event needs an identified chair who will work with a committee to coordinate the event, under the purview of the Events Committee. It was further agreed that Events Co-chairs will be given greater latitude in the future to combine events to reach a stated fund raising goal. $15,000 was suggested as a goal for 2010.

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Josh Rogers and Jeff Logan will meet with Events Committee Co-chairs, Phyllis Farmer and Evelyn Adams, to discuss the creation of a new events culture, with volunteers taking over the bulk of the tasks that need to be accomplished for a successful event. Staff will monitor and report the time they devote to special events. Reducing staff time on special events will free them to work on missionrelated activities. The Party of the Year will be used as the model for the new events culture. Evaluation of the Party of the Year will include discussion of the new process and how it can be applied to other events.

In addition, Historic Macon’s Board Chair and Executive Director will develop a master calendar for Foundation events.

3.

Revisit the strategic plan in 12 months.

Although HMF will finish the process with a two-year plan, the board must be flexible enough to revisit the plan when changes are needed. Circumstances often alter plans, so plans must always be somewhat mutable.

C. Continued Collaboration with NTHP The National Trust is more than willing to continue its relationship with Historic Macon Foundation. This relationship, however, must be based upon a set of shared expectations and responsibilities. For example, the National Trust will respond to specific questions and make referrals to other statewide and local organizations as appropriate. In addition, National Trust staff will meet with the board again in 12 months to re-evaluate the plan and alter it as needed.

The National Trust will also continue its role as technical advisor and urges HMF to use the forum online component of our website (www.preservationation.org) that is reserved for our forum members. We are confident HMF will continue as an effective organization while applying the principles of the planning process. In order to make that happen, we urge you to actively pursue the items identified during the retreat, specifically your priority goals. We look forward to the time when the Historic Macon Foundation again polls its audience. We do not doubt that impressive accomplishment will result in a growing organization with an excellent reputation.

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