MISSION
The Southeastern Museum Conference is a membership organization that fosters networking, professional development, educational opportunities, communication, and diversity for museums in Alabama, Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, South Carolina, Tennessee, Virginia, West Virginia, Puerto Rico, and US Virgin Islands.
OBJECTIVE
The Southeastern Museums Conference envisions a vibrant and inclusive museum community that leads the industry through innovative practices, celebrates diversity, and provides accessible opportunities for all museum professionals. By setting the standard for excellence and fostering collaboration across the region, we aim to inspire and empower museums to thrive in a dynamic cultural landscape.
The Southeastern Museums Conference is more than an annual meeting. We are a dynamic community of professionals dedicated to excellence in interpretation, preservation, community engagement, and collegiality. As an organization, we foster networking, professional development, education, and diversity to strengthen museums across our region. You entrust SEMC’s staff and leadership to manage this mission with efficiency, financial responsibility, and transparency. We are honored by this trust and take our responsibility to you seriously.
These are challenging times for museums and cultural institutions, and we know that to serve you effectively, SEMC must not only survive but thrive. With guidance from Robert Bull of The Compass Group, we have developed a Strategic Plan focused on strengthening organizational capacity, enhancing member services, and ensuring financial sustainability. This plan is designed to help SEMC—and you—navigate uncertainty while continuing to grow and innovate. We invite you to review it, share your insights, and join us in shaping a strong future for our field.
Thank you for being part of this incredible community. Your dedication, expertise, and passion make SEMC stronger, and together, we will ensure that museums across our region remain vibrant and resilient for years to come.
With appreciation,
Dr. Calinda N. Lee President
Southeastern Museums Conference
Greetings, SEMC Members!
It is with great pleasure that we present SEMC’s new strategic plan. Supported by the work of your Council, various stakeholders, staff, and our advising agency, the Compass Group, this plan provides a strong strategic framework for our organization’s future.
Embedded within this plan, you will find strong emphasis on examining our business model and operations, increasing our financial resources, and increasing capacities to support our members across this strategic framework. The Council is excited about these efforts and work is already underway to help activate and achieve these goals.
Your support of SEMC is critical to the success of this plan and the organization as a whole. Additionally, we look forward to providing you with new and exciting opportunities to connect, along with supporting those programs that make our organization unique among our peer groups.
Thank you all for being part of this great network of museum professionals. I look forward to the successes that lie ahead in support of you all!
With best wishes,
Matthew Davis Immediate Past President Southeastern Museums Conference
GOALS
INDIVIDUAL MEMBERSHIP
Increase individual membership by 20% by the end of 2027. Improve member retention rates by 15%.
INSTITUTIONAL MEMBERSHIP
Expand institutional membership by 25%.
Develop tiered membership options to better serve the diverse needs of museums and cultural institutions in the Southeast.
NEW MEMBERS
Attract at least 30% new members annually.
— Launch a comprehensive onboarding program to enhance new member integration and engagement.
NON-MUSEUM PROFESSIONALS
Grow membership among industry partners, educators, cultural heritage workers, and consultants by 15%.
Collaborate with related industries to promote cross-sector learning and professional growth.
ANNUAL MEETING PARTICIPATION
Increase annual conference registrations by 20%.
Enhance the conference experience through innovative networking formats, workshops, and keynote speakers.
GRANTS
Increase grant funding by 2027 to support strategic initiatives, professional development programs, and community outreach projects.
CASH RESERVES
Build cash reserves to enhance financial stability and resilience; continue to prioritize savings and prudent resource management.
ENDOWMENT
Grow the endowment fund by 30% through strategic fundraising campaigns, planned giving programs, and investment strategies as a key pillar of long-term organizational sustainability.
OPERATING BUDGET
Increase the annual operating budget by 25% to support program expansion, technology upgrades, and staffing needs.
Diversify revenue streams by expanding sponsorships, partnerships, and earned income opportunities.
INCREASE AND DIVERSIFY OPERATING REVENUE
To recover from pandemic-related setbacks and support future infrastructure investments, SEMC will grow existing revenue streams and develop new sources of income. This strategic approach will enhance financial stability and enable sustainable organizational growth.
PLAN 1A. Develop a Comprehensive Fundraising Plan
Design and implement a strategic fundraising plan that identifies and cultivates new revenue streams, ensuring a diversified and resilient financial base.
PLAN 1B. Revise Sponsorship Opportunities
Reevaluate and enhance sponsorship packages to better align with the needs of corporate partners and stakeholders, maximizing sponsorship revenue and engagement.
PLAN 1C. Optimize Institutional Membership
Strengthen institutional membership by refining value propositions, introducing tiered options, and enhancing member benefits to drive growth and retention.
PLAN 1D. Establish Strategic Grant Funder Relationships
Identify and build strategic partnerships with grant funders to secure additional funding for strategic initiatives and community programs.
PLAN 1E. Train Council Members for Fundraising Success
Equip SEMC Council members with the tools, training, and strategies needed to effectively support fundraising efforts, fostering a culture of philanthropy and engagement.
REDEFINE THE BUSINESS MODEL
In recognition of SEMC’s historical reliance on a conferencebased model to support museum professionals within a smaller operational footprint, we will examine and reconstruct our business model to better align with future growth. This strategic approach will enhance organizational resilience, financial sustainability, and inclusivity.
PLAN 2A. Establish a Virtual/Home Base
Create a flexible virtual or home-based operational model to increase efficiency, reduce overhead costs, and provide enhanced support to members across the Southeastern region.
PLAN 2B. Restore Cash Reserves and Secure a Line of Credit
Strengthen financial stability by rebuilding cash reserves and securing a line of credit to ensure operational continuity and capacity for strategic investments.
PLAN 2C. Explore Alternative Revenue Streams
Identify and develop new revenue streams, including digital products, educational programs, and consulting services, to diversify income sources and reduce dependency on conferencerelated revenue.
PLAN 2D. Explore In-Kind Partnerships
Pursue in-kind partnerships with educational institutions, cultural organizations, and corporate sponsors to leverage shared resources, expand program offerings, and enhance member value.
PLAN 2E. Audit Financial and Inclusiveness Aspects of the Conference
Conduct a comprehensive audit of the financial structure and inclusivity of SEMC’s annual conference, ensuring accessibility, affordability, and relevance to the evolving needs of all museum professionals. STRATEGY 2
INVEST IN OUR MEMBERSHIP
SEMC recognizes that its greatest asset is its diverse and dynamic membership base. By making strategic and intentional investments at all levels of membership, we aim to enhance long-term professional, financial, social, and political benefits for our community.
PLAN 3A. Audit Membership Program
Conduct a comprehensive audit of the membership program to evaluate current offerings, engagement levels, and value propositions, ensuring alignment with member needs and industry trends.
PLAN 3B. Develop a Stewardship Plan for a Growing Membership
Create a strategic stewardship plan to nurture and engage a larger, more diverse membership base, fostering long-term loyalty and active participation.
PLAN 3C. Hire Staff to Support Non-Conference Programs
Expand organizational capacity by hiring dedicated staff to develop and manage non-conference programs such as the Jekyll Island Management Institute, enhancing year-round member engagement and value.
PLAN 3D. Market the Value of Membership
Clearly articulate and effectively communicate the value of SEMC membership through targeted marketing strategies, demonstrating the professional and institutional benefits of joining and maintaining membership.
PLAN 3E. Survey Membership for Programmatic Priorities
Conduct comprehensive member surveys to identify programmatic priorities, ensuring that SEMC’s innovation initiatives align with the evolving needs and aspirations of museum professionals across the Southeastern region.
JOIN US IN SHAPING THE FUTURE OF MUSEUMS IN THE SOUTHEAST!
The Southeastern Museums Conference invites you to be a part of our bold vision for 2025–2027. Together, we can empower museum professionals, champion innovation, and foster an inclusive, vibrant cultural community.
YOUR VOICE. YOUR IDEAS. YOUR IMPACT.
Our strategic plan is more than just a roadmap—it’s a call to action for every member, partner, and supporter to engage, collaborate, and lead. By investing in our community and embracing new opportunities, we will strengthen the museum field and inspire meaningful change.
GET INVOLVED. MAKE A DIFFERENCE.
Whether you are a seasoned professional, an emerging leader, or a dedicated supporter, your participation is crucial. Join us in advancing our goals, sharing knowledge, and shaping the future of museums in the Southeast. TOGETHER, WE ARE STRONGER. TOGETHER, WE THRIVE.
Let’s make history—one museum at a time.
Get involved today!
Visit www.semcdirect.net to learn more about the people and programs behind the Southeastern Museums Conference and find out how you can contribute to our shared success.
Zinnia Willits Executive Director
Southeastern Museums Conference (SEMC)
ACKNOWLEDGEMENTS
The Southeastern Museums Conference (SEMC) would like to thank our Council members, stakeholders, and members for their input during this process. From formal workshops to program evaluations to informal chats — we truly appreciate all of your insights, and willingness to share your needs and thoughts on how SEMC can better serve you.
We would like to extend a special thank you to the following individuals who helped facilitate this extensive planning and communication process. Your dedication in helping us create this guiding framework will be the springboard for the plan’s ultimate success.
Former Council Members and Stakeholders
Dr. David Butler, Executive Director (retired) Knoxville Museum of Art
Darcie MacMahon, Associate Director / Director of Exhibits & Public Programs (retired) Florida Museum of Natural History
Robin Reed, Jan McKay, and Associates
SEMC Council Directors
Eboni Belton, Center for Civil Rights History and Research, Columbia, SC
Alex Benitez, Museums and Tourism, Portsmouth, VA (term ended November 2023)
Glenna Barlow, Columbia Museum of Art, Columbia, SC (term ended November 2023)
Nancy Chavis, Museum of the Southeast American Indian, Pembroke, NC (term ended November 2023)
Katy Malone, McClung Museum of Natural History and Culture, Knoxville, TN
Michael Scott, Alamance County Parks & Recreation, Burlington, NC (term ended November 2023)
Michelle Schulte, LSU Museum of Art, Baton Rouge, LA
Deitrah Taylor, Public Historian, Perry, GA
Scott Warren, President James K. Polk State Historic Site, Pineville, NC
Scott Warren, President James K. Polk State Historic Site, Pineville, NC
SEMC Council Executive Committee
PRESIDENT: Dr. Calinda N. Lee, Sources Cultural Resource Management, Atlanta, GA
VICE PRESIDENT: Ahmad Ward, Historic Mitchelville Freedom Park, Hilton Head, SC
TREASURER: Scott Alvey, Kentucky Historical Society, Frankfort, KY
SECRETARY: Deborah Van Horn, Walt Disney Imagineering, Orlando, FL
PAST PRESIDENT: Matthew Davis, Institutional History Museum and Galleries, Washington and Lee University, Lexington, VA
Tafeni English-Relf, Southern Poverty Law Center, Montgomery, AL
Katie Ericson-Baskin, Michael C. Carlos Museum, Atlanta, GA
Matt Farah, Historic New Orleans Collection, New Orleans, LA
Alicia Franck, National World War II Museum, New Orleans, LA
Tamara Herring, Morris Center for Lowcountry Heritage, Ridgeland, SC
Brigette Janea Jones, Arabia Mountain National Heritage Area, Stonecrest, GA
Pamela D.C. Junior, Two Mississippi Museums (retired), Jackson, MS (term ended November 2024)
Felicia Knise, North Carolina Museum of Art, Raleigh, NC
Rosalind Martin, Knoxville Museum of Art (retired), Knoxville, TN (term ended November 2024)
Heather Marie Wells, Independent Consultant, Rogers, AR
Lance Wheeler, Charles H. Wright Museum of African American History, Detroit, MI (term ended November 2024)
SEMC Staff
Heather Nowak, Program Administrator
Carla Phillips, Membership and Communication Manager
Zinnia Willits, Executive Director
The Compass Group (facilitation) — with special acknowledgment to Robert L. Bull and Brandon Fields
Banks Creative (publication design) — Erin Banks
