Art is the Reason
THE GIBBES MUSEUM OF ART 1 0 -Y E A R S T R AT E G I C P L A N 2018–2028
the Gibbes Manifesto
THE GIBBES MUSEUM OF ART is home to the foremost collection of American art that incorporates the story of Charleston. The Museum connects the city and region’s artistic past to a vibrant contemporary art scene. This is what we believe.
Art is the reason. A bustling seaport in the 1700s, Charleston was a melting pot of cultures, religions, and traditions. Powered by the rice and indigo trade, and slavery, it was the 4th largest city in America in 1790— and the wealthiest. Like Philadelphia, Boston, and New York, what distinguished Charleston then— was art. While we were home to some of America’s earliest art, collectors, artists, who made the City both muse and subject—and taken our turn as one of the nation’s richest cities—in money and culture— so were we also home to America’s original sin, slavery—and a war that divided our nation. In 1888, when Charleston was financially and culturally on its knees, benefactor James Gibbes left a bequest to the City to build an art museum. When the Gibbes Museum opened in 1905, the nation celebrated what Charleston has always understood: the power of art—to inspire our imagination, heal our hurt, revel in our experience, rebuild what’s broken, nourish our souls, and release all that holds us back. Through our complicated history, through light and shadow, we have persevered—humanity intact. Art is the reason Charleston will endure.
In Charleston, we believe art is the difference between merely existing and being truly alive. That’s why we immerse ourselves in every part of it—from fine art to craft—from nurturing its creation and celebrating its multicultural presentation—to inviting its interpretation and ensuring its preservation. Because when we open ourselves to art, we open ourselves to the world—to people and ideas, to beauty, craft, process and detail, to different cultures, to pain and pleasure, to questions, expression and emotion, to truth and transcendence. In the presence of art, we have the opportunity to see inside someone’s heart, mind, and soul and feel what they felt. That understanding and compassion make us more understanding, compassionate people, who, in turn, create a more compassionate, understanding world.
That is art’s gift.
DEAR GIBBES FRIENDS AND FAMILY, Over the last two years, we have been able to complete a remarkable building renovation and develop a challenging strategy for our future. In many respects, the ambition and foresight to carry out both tasks is a tribute to staff and Board of Directors of the Gibbes Museum of Art. While I have had the opportunity to lead the planning process, its success is simply due to a tireless and talented staff and a deeply committed, “hands on” Board. Now, we begin to focus the energy, resources and time of the Board and the staff so together we can take the steps to give our community a museum as befits Charleston in the 21st century. To do this we are introducing several comprehensive strategies to achieve our many new goals—strategies for marketing, for collecting and exhibiting, for educating and for funding. Art is the Reason and the Gibbes Museum faces the future with the confidence that our community has an outstanding partner advancing creativity and artistic accomplishment. —DAVID COHEN Chair, Strategic Planning Committee
COVER IMAGES JAMES McGAVICK CAROLINA PHOTOSMITH MCG PHOTOGRAPHY
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the Introduction
AFTER A TWO-YEAR, 17 MILLION DOLLAR RENOVATION, the Gibbes Museum of Art shines brightly in the heart of the historic district and has claimed its rightful place as a jewel in Charleston’s cultural crown. Recognized as the oldest museum building in the South, the Gibbes is co-owned by the city of Charleston and the Carolina Art Association which was founded in 1858. Located in Charleston’s historic district, it houses a premier collection of American art (over 10,000 works) and presents special exhibitions throughout the year. In addition, the museum offers an extensive complement of public programming and educational outreach initiatives that serve the community by stimulating creative expression and improving the region’s superb quality of life. The Strategic Planning Committee of the Board of Directors is pleased to present the Gibbes 10-Year Strategic Plan (2028) under the title Art is the Reason. The purpose of the 10-Year plan is to identify the goals of the Gibbes and establish a path of action to achieve the goals.
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the Mission
THE GIBBES MUSEUM ENHANCES LIVES THROUGH ART by engaging people of every background and experience with art and artists of enduring quality; collecting and preserving art that touches Charleston; and providing opportunities to learn about, enjoy, discover, and be inspired by the creative process.
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the Vision Art is the Reason THE GIBBES MUSEUM PROVES THAT ART HAS THE POWER TO ENHANCE LIVES. We are the setting for active and creative immersion in the world of art and artists. We present relevant and dynamic programs originating from our collection, scholarship, exhibitions, artist studios, and classrooms. Our community and its representatives value the role the Museum plays in developing creativity, imagination, and innovation. A visit to Charleston is not complete until you experience the Gibbes. THE GIBBES VALUES, SUPPORTS, AND PROMOTES: • • • •
an exceptional team of staff and trustees; interactive and creative visitor experiences; responsible fiscal management; strong development programs.
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the Goals
AS THE GIBBES FACES NEW AND CHALLENGING REALITIES, the Board and staff must work to develop programs and initiatives that maintain the integrity of the collection, encourage exhibition and education programs, foster community support, and generate revenue. To facilitate the identification of the goals, five focus areas were established. They are (i) Collections and Exhibitions, (ii) Creators, (iii) Connections, (iv) Constituencies, and (v) Contributions and Commercial Success. Under each focus area the Strategic Plannng Committee identified goals for the 10-Year Plan (2028) to best serve the membership and strengthen the organization. To continually provide high-caliber experiences, the Gibbes goals are to: 1. refine the quality of the Gibbes Collection and enhance the significance of the exhibitions; 2. deliver a museum experience that nurtures understanding from artistic conception to completed object; 3. achieve recognition as the hub for the creative arts that drive economic development in Charleston; 4. make the Gibbes inviting and accessible to all; 5. ensure stability and growth through robust business and development models.
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the Strategies
STRATEGIES ARE WAYS BY WHICH TO ACHIEVE THE 2028 GOALS OF THE GIBBES. Each of the four strategies presented below are followed by an explanation of what constitutes success, initiatives to address each strategy, action items for 2018, and who is responsible on the staff and Board levels. 1. Optimize our value by exhibiting the highest quality art that is transformative and intellectually complex. 2. Develop and promote a museum experience that begins with the creative process. 3. Deliver educational programs that incorporate art and employ interdisciplinary learning strategies. 4. Operate in a continuous development campaign mode.
LEFT IMAGE JAMES McGAVICK
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STRATEGY 1 Optimize our value by exhibiting the highest quality art that is transformative and intellectually complex. Success would be evidenced by: 1.1 acquiring quality works of art to resolve the weaknesses in our collection; 1.2 gaining national and international recognition for our exhibitions; 1.3 achieving recognition as a place for transformational community conversation; 1.4 attracting major artists for our visiting artist program; 1.5 reaching a younger demographic through our collection and exhibitions; 1.6 achieving diverse perspectives through our collection and exhibitions; 1.7 revolutionize the way we experience art. STAFF LEADERS: Angela Mack, Sara Arnold, Amanda Breen BOARD ACCOUNTABILITY: Collections and Exhibitions Committee Initiative 1: Update and Reorganize the Gibbes Collections Profile thematically such as African-American, Contemporary, and Decorative art. Initiative 2: Establish content themes for future exhibitions and programming that touch Charleston while connecting the Gibbes to the wider world of artists and museums Action for 2018 – Initiate the following four themes: (i) Conservation of the Environment, (ii) Social Justice, (iii) Health and Wellness, and (iv) Innovation.
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Initiative 3: Incorporate exhibition planning strategies into a regular meeting of the Collections and Exhibitions Committee.
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STRATEGY 2 Develop and promote a museum experience that begins with the creative process. Success would be evidenced by: 2.1 maximizing the potential of the renovated facility by identifying art creation and education as a major priority; 2.2 becoming known for extending the art experience beyond the museum walls by offering artist-based product lines in the museum store; 2.3 developing effective ways to measure success. STAFF LEADERS: Angela Mack, Becca Hiester, Erin Banks, Erin Nathanson, and Lou Hammond Group BOARD ACCOUNTABILITY: Art Engagement, and Visitor Enrichment Committees Initiative: Re-align and balance creative opportunities from a focus on the traditional museum experience to actually conveying the unexpected experience that the renovated Museum delivers.
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STRATEGY 3 Deliver educational programs that incorporate art and employ interdisciplinary learning strategies. Success would be evidenced by: 3.1 Visiting artist and exhibition programming that attract diverse participants; 3.2 Sharing quantifiable data on how art positively impacts the developing brain of a child and in turn enhances the power of math and science; 3.3 Expanded technology to reach audiences both within the museum and remotely; STAFF LEADERS: Angela Mack, Becca Hiester, Erin Nathanson, Chase Quinn, and Gibbes Museum Teachers BOARD ACCOUNTABILITY: Art Engagement Committee, Education Committee Initiative 1: Determine how art impacts learning and well-being; Initiative 2: Measure effectiveness of current education programs; Initiative 3: Use technology to develop tools that make the museum experience and museum programs more accessible; Initiative 4: Finalize formal relationship with MUSC; Develop formal relationships with more community partners providing complementary programming (Citadel, College of Charleston, Metanoia, Charleston Jazz, for example).
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STRATEGY 4 Operate in a continuous development campaign mode. Success would be evidenced by: 4.1 Raising $10 million dollars to eliminate the debt and to establish an acquisitions endowment and operating endowment; 4.2 establishing and implementing a planned giving program; 4.3 the Board providing 45% of all fundraising dollars; 4.4 expanding the development department from 2 staff to 5 staff members; 4.5 increasing the donor/member pool from 2000 households to 5000 households. STAFF LEADERS: Angela Mack, Jen Ross, Wendi Ammons, Jena Clem, Sara Arnold BOARD ACCOUNTABILITY: Executive Committee, External Affairs Committee, Business and Government Committee, Collections Committee, Planned Giving Committee Initiative 1: Strategic upgrade of the development function. Action for 2018 – Conduct wealth assessment through Blackbaud; review and reorganize current development staff workload; identify potential fundraising consultant; establish Gibbes facilities fund and raise $100,000. Initiative 2: Implement an endowment fundraising strategy that mirrors the exhibition and programing content themes of Conservation and the Environment, Social Justice, Health and Wellness, and Innovation. Action for 2018 – Create the compelling case statement for the endowment campaign that focuses on the importance of the content themes and how funds will be used. Initiative 3: Implement the $800,000 matching gift campaign to retire the renovation debt. Initiative 4: Develop creative incentives and membership drives to increase membership. Initiative 5: Utilize Gibbes Emeriti and Planned Giving Committees to increase awareness and participation in the James Shoolbred Legacy Society. TOP IMAGES MCG PHOTOGRAPHY
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the Conclusion
THE 10-YEAR GIBBES STRATEGIC PLAN (2018) is the first long-term plan the Board of Directors and staff have developed and adopted. It is intended to be a flexible document that is reviewed regularly by the Strategic Planning Committee, Board of Directors, and staff to determine measurable success. Strategies, initiatives, and action items will be evaluated annually and new ones will be created to bring the Museum closer to its goals. The completion of the recent Gibbes renovation should be viewed as the beginning of a new chapter for the Museum and a foundation upon which to build its reputation in the area of American art while achieving new heights of relevance and excellence for the residents and visitors of Charleston and the museum profession.
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DEAR FRIENDS OF THE GIBBES MUSEUM OF ART, It is with pleasure that we present to you the Gibbes 10-Year Strategic Plan (2028) entitled Art is the Reason. This plan is largely the result of the dedication and hard work of Board member David Cohen, chair of the Strategic Planning Committee, Committee members Rhett Outten, Jill Almeida, Lisa Evans, Dan Gallagher, Eleanor Hale, Gale Messerman, Councilmember Mike Seekings, and consultant Dianne Culhane. We are very appreciative of their focused efforts over the past three years. The Strategic Planning Committee met and conducted numerous Board and stakeholder meetings commencing in the fall of 2015 to assess the strengths and weaknesses, opportunities and threats (SWOT) facing the Gibbes after the completion of the Gibbes facility renovation. The Strategic Planning Committee used the SWOT analysis to identify the positives and negatives facing the Gibbes internally and externally. With the additional input from the Gibbes staff, the Gibbes Board of Directors, our membership, and other community stakeholders, we have collectively mapped out the goals and strategies of the Gibbes for the next 10 years. We ask your help in implementing these plans so that the Gibbes will continue to excel and the Gibbes’ art experiences will help make our community more understanding and compassionate and in turn, will help create a more compassionate and understanding world. Thank you for your continued support. —SUSAN M. SMYTHE Chair, Board of Directors
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