Strategic Plan 2018 - 2020 by Historic Macon

STRATEGIC PLAN 2018 - 2020

Table of Contents Introduction and Overview Letter from Chair

A Word from Mary Ruffin Hanbury

Findings Overview Nomenclature Guide

4-5 6

2018 - 2020 Plan

Table of Contents

Outline

7 – 9

Task Forces

10 - 12

Engagement Committee

13 - 15

Education Committee

16 – 18

Preservation Committee

19 – 21

Development Committee

22 – 26

Neighborhoods

27 - 30

Planning conducted by Hanbury Preservation Consulting Printed May 10, 2018 Cover Image: Maryann Bates

Letter from Chair Ryan Griffin HMF Chair, 2017-2018

Introduction and Overview

Since our last strategic plan exercise in 2012, HMF has undergone a remarkable growth spurt. From the new HQ on Poplar Street to nearly tripling the annual operating budget we have certainly been the beneficiaries of a well designed strategic plan.

With that in mind, we look to the future of the organization for the next strategic plan. How do we continue our trajectory to serve our mission on a great level? How do we continue to be stewards of our financial resources? How do we ensure HMF maintains and enhances our national and local reputation?

The Board and Staff who worked diligently through the strategic plan process agreed from the outset that the finished product must be user-friendly. Our future board members, staff, and volunteers need to be able to digest and implement the priorities and goals. That being said, we also recognize that the plan is a living document that will evolve during its tenure.

The following plan was only possible with the help of our interviewees who each spent one on one time with Mary Ruffin Hanbury. Additionally, 127 people participated in the online survey. Of those 127, 88 were members and 39 were non-members. With the help of that data, Mary Ruffin put together a report for the board to read in advance of the retreat. Thanks to our dedicated board members we had 89% attendance on a Saturday. Finally, the HMF staff spent a day in November working through the report and the retreat notes. In the end, weâ&#x20AC;&#x2122;ve assembled the document you have in your hands.

Thank you for taking time to read and implement the plan. HMF will continue to mature only with the support and dedication of our community.

Humbly, Ryan Griffin

A Word from Mary Ruffin Hanbury Mary Ruffin Hanbury is the founding principal of Hanbury Preservation Consulting, a firm established to help communities and organizations plan for the future by understanding and protecting those resources that provide a sense of place and a quality of life.

The HMF Board of Trustees met in a retreat August 25-26, 2017 to review an

Introduction and Overview

assessment report and engage in strategic planning. Friday evening the board and guests met in the new nearly finished headquarters building on Poplar Street. Goals and objectives from the previous 2015 plan were printed, with completed items marked in bold type, on large posters, which were mounted on the wall of the office. The group had a social hour to view the new space, followed by dinner. After dinner, the previous plan was reviewed and retired. The agenda turned the assessment report and a discussion of its findings.

Findings Overview Among stakeholders, the strengths and weaknesses of the community were remarkably consistent from previous studies. However, the perception of preservation and of HMF continues to improve. Preservation is now seen as part of Macon's brand and is slowly becoming more diverse. The perception of the foundation was very positive. It is seen as youthful, energetic, and task oriented. One stakeholder remarked it has changed from an organization where "they are saving homes to they are saving the city."

Communications and telling the story of HMF continues to be a need. The Fading Five program was praised as providing a vehicle to reach outside of target neighborhoods, to diversify the foundation's projects, and to increase its marketing and communications impact.

The board's self-assessment shows incremental growth from the previous largescale survey except in the area of assessing needs. As in the past, internal evaluation is its weakest aspect. The board believes that its events support the mission and are relevant to members; that the growth in budget, staff, and scope is positive for the organization; and that the organization is proactively seeking opportunities to partner with diverse members of the community. Of four national preservation issues, the board ranked affordable housing as the most important followed by lack of skilled construction labor, neighborhood leadership, and general land use policy.

The membership emphasized a conundrum in that the organization is thought of as youthful, however, the largest cohort of the membership that responded to the survey was people aged 60 and above. Of the members who responded and gave demographic data, over a third had annual household incomes of over $150,000 and almost all identified as white. The survey showed a drop in the number of volunteers and the time spent as volunteers. This may be because the foundation has hired more professional staff, it may

Introduction and Overview

reflect trends on volunteering in general, or it may be because the organization is moving away from volunteer activities.

HMF has grown tremendously in budget, assets, staffing, property unit completion, and reputation in a relatively short period of time and during a position of leadership change. One aspect of the organization that may need review is internal infrastructure and communications. HMF continues to break the mold for preservation organizations and may have broken the mold in terms of the typical models used for strategic planning. The model that has served it well in the past no longer seems like a proper fit. As its national reputation grows it needs to find ways to capitalize on that while staying loyal to Macon proper.

The following day, August 26, having reviewed the past through its former plan and the present through the assessment report, the board began to plan for the future. The first task was to review the mission statement, as all plans and goals should be mission-driven.

The mission was: to revitalize our community by preserving architecture and sharing history. It is now: to revitalize communities by preserving architecture and sharing history.

Texturally it is a small change but it would allow the organization to consider new markets and national participation. The board then spent time individually considering goals for the organization and then shared them with the group round robin style. Suggestions for goals as transcribed from the flip charts are found in the appendix. Using the information collected from the board, the HMF staff then convened for a day on November 8. Each goal area from the board was then assigned to a committee and staff representative.

Nomenclature Guide • All Staff = ALL • Executive Director = ED

Introduction and Overview

• Business & Office Manager = BOM • Director of Development = DD • Director of Engagement = DE • Director of Neighborhood Revitalization = DNR • Director of Preservation Field Services = DPFS • Preservation & Education Coordinator = PEC • Preservation Designer = PD • Preservation Carpenter = PC • Cottage Coordinator = CC • Neighborhood Leadership Institute = NLI • Neighborhood Task Force = NTF • UGA’s JW Fanning Institute for Leadership Development = FI

Outline I. TASK FORCES A. HISTORIC MACON FIELD & TRADE SCHOOL B. ROSE HILL CEMETERY C. OPERATIONS & FINANCE

II. ENGAGEMENT COMMITTEE Goal: Increase influence and reputation within Macon and beyond.

A. Create a brand story that can be easily shared and digested that includes â&#x20AC;&#x153;Macon is Preservation.â&#x20AC;? B. Increase collateral (should include brand story) C. Grow events and programs so they better align them with organization

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goals and are more efficient fundraisers. D. Attain consistent representation/exposure in national media. E. Encourage community engagement

III. EDUCATION COMMITTEE Goal: Increase educational programming and introduce more intangible culture elements into events/programs.

A. Offer hands-on opportunities and training to both skilled and unskilled patrons. B. Educate the general public about a wide range of topics. C. Promote/develop heritage tourism programs and site interpretation. Partner with the CVB, Cannonball House, Hay House, Ruth Hartley Mosley Center, and the Georgia Trust to develop these programs. D. Create educational programs for professionals and aspiring professionals. E. Promote research services. F. More effectively support Rose Hill Cemetery (see also Section 1).

IV. PRESERVATION COMMITTEE Goal: Expand and increase efficiency of preservation activities.

A. Complete work in the Beallâ&#x20AC;&#x2122;s Hill Neighborhood B. Expand neighborhood revitalization work beyond downtown and target neighborhood C. Expand advocacy efforts D. Continue to grow and enhance the Fading Five list of endangered places E. Develop Construction Company to facilitate and expand revitalization efforts F. Downtown Loft Project No. 2

V. DEVELOPMENT COMMITTEE

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Goal: Grow, expand, and nurture existing and future supporters of HMF.

A. Restructure Membership Committee into Development Committee offering a wider focus of not only membership but also development opportunities. B. Maintain and enhance Board of Trustee engagement with HMF C. Maintain relationships with former Board Members. D. Devise a list of ways in which current non-Executive Board Members can maintain engagement with HMF. E. Acquire more national funding for HMF programs (existing and future); emphasizing how our work is a national example in the preservation field. F. Expand and cultivate personal members to HMF G. Expand and enhance Preservation Partner (aka Corporate Membership) program. H. Have a broader membership reach throughout Macon-Bibb County

VI. NEIGHBORHOODS

A. 1. Long-Range Goal: Determine the direction of Historic Macon neighborhood initiatives with the expectation that programming will need to be fluid and tailored to neighborhood needs, financial feasibility, and staff resources. Once understood, implement neighborhood programming. A. 2. Short Range Goal: Historic Macon will create a Neighborhood Task Force to guide the development of neighborhood initiatives.

B. 1. Long-Range Goal: Strengthen relationships with neighborhoods to provide capacity for neighborhoods to become stronger communities. B. 2. Short Range Goal: Complete Neighborhood Incubator

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activities and create Neighborhood Council.

C. In order for HMF to maintain and expand the Neighborhood initiative, new funding sources will need to be secured.

I. Task Forces During the Saturday board retreat and the staff retreat there were a few areas that seemed to resonate as “big ideas.” As such, these ideas have been bundled into three areas: the Historic Macon Field & Trade School, Rose Hill Cemetery, and Operations & Finance. Task Forces should investigate the subject areas with clear goals and timelines as described below. As the organization continues to mature, it’s imperative that attention and resources are allocated for growth opportunities and the fitness of the organization.

A. HISTORIC MACON FIELD & TRADE SCHOOL

The concept of a trade school could meet many educational objectives while training people to work on HMF projects. A few examples are the

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American College of the Building Arts in Charleston, The Edgecomb County Community College (NC) building trades program, and the Samuel Plato Academy in Louisville, KY. As with working with children, operating a "school" would require HMF to explore issues such as accreditation, curriculum design, etc. and make informed choices about tuition, certification, and other topics. They may want to partner with a local education institution in order to concentrate their efforts on teaching and curriculum, where they can bring value.

B. ROSE HILL CEMETERY

In 2002, the Historic Rose Hill Cemetery Foundation was founded to support the beautification of the historic Rose Hill Cemetery through fundraising for monument repair, landscaping, and other tasks outside of the purview of the City of Macon. Due to aging leadership in 2011, the Rose Hill Cemetery Foundation requested that the Board of Historic Macon Foundation create a Friends of Rose Hill Cemetery as a committee of the Board of Trustees to continue to serve this function. Today, Historic Macon serves as the staff of the Friends, managing the biannual Rose Hill Ramble which predates either group associated with the cemetery, maintains the membership list, secures grants for repair and restoration for the cemetery, and coordinates with the Macon-Bibb County Parks and Beautification Department. Currently, lack of funding for the cemetery prevents many potential repair and improvement projects, but insufficient staff time makes searching for additional funds and creating more programming for the cemetery a struggle. Rose Hill Cemetery is a popular Macon destination for locals and tourists alike and

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has the potential to be an even greater asset to the community.

C. OPERATIONS & FINANCE

Another goal area is to do with funding. HMF should be financially sound with predictable and even revenue streams to avoid income swings. HMF could also help find money for others who want to preserve and protect, especially nonprofits. HMF should consider expanding fee for service activities, which could include assistance to homeowners in locally designated districts with a design review process. Historic Macon has been on the forefront of developing earned income strategies such as developer's fees in rehab projects, and tax credit consulting. During the retreat, one board member suggested HMF should be "the go-to organization in Georgia for preservation consulting." In order to expand that sort of consulting, whether it be tax credit work or National Register nominations, HMF should assess the market in terms of where opportunities are geographically (taking into consideration other providers, both forprofit and nonprofit) and where the market is best equipped to support that activity. Several projects in the same location provide for economies of scale but, absent that, pricing needs to be set so as to be

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profitable. A marketing strategy to promote the service and to generate leads needs to be developed.

II. Engagement Committee

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The first goal is influence and reputation, which would fall to the Engagement Committee, formerly known as the Special Events Committee. A notable goal suggested was "expand regional presence to global domination." While this sort of hyperbole is generally discouraged, HMF has in the past been inspired by these sort of pronouncements. In a previous strategic plan, the board announced its intention to become the premier historic preservation organization in the country. It has arguably met that standard. However, the comments made this year acknowledged that while HMF may be well known in the preservation world, it needs to be well known beyond the preservation community, both in Macon and beyond. In Macon, the board saw the need to be "integral to the story of Macon" and to expand its reach and influence broadly. HMF also wants to achieve national recognition, presumably both within and outside the preservation community. One consideration is media coverage. In addition to local media (news outlets, magazines), national media could be prospects for sharing HMF's story. In developing a plan to increase regional and national media exposure (which leads to influence and reputation), HMF needs to hone its own presentation and story. Additionally, it needs to consider how local actions are relevant to a broader audience in terms of demonstrating tools, successes, partnerships and other items that are replicable, scalable, and/or excellent. HMF should strive to always have good recent data about accomplishments such as the number of units rehabilitated, economic impact, etc. HMF can also find outlets for developing their own content for distribution over nonproprietary media sources, such as guest columns in trade publications. HMF can develop a list of trade publications, organizations, and outlets with memberships or subscribers for whom HMF's work would be interesting including housing organizations, downtown development, and Main Street type organizations. Perhaps look at specific facets of work such as the partnership with Mercer and target trade publications for college and universities. 13

A. Objective: Create a brand story that can be easily shared and digested that includes â&#x20AC;&#x153;Macon is Preservation.â&#x20AC;?

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B. Objective: Increase Collateral (should include the brand story.)

C. Objective: Grow events and programs so they are more efficient fundraisers and better align them with organizational goals.

D. Objective: Attain consistent representation/exposure in national media.

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E. Objective: Encourage community engagement

III. Education Committee

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Another focus area had to do with education. With the goal to increase educational programming and introduce more intangible culture elements into events/programs, HMF needs to educate on specific topics, such as blight (and the perception thereof), downtown redevelopment, heritage tourism, preservation consulting (tax credits, design, planning), as well as practical building education (windows, lead paint). There was the suggestion of a trade school. Some board members considered preservation publishing--how-to books or articles, success stories, building histories. There was also a desire to extend education to younger people through vehicles such as coloring books or presentations at schools and camps. HMF would be well-served to develop an education strategy that would set forth the various goals and audiences it intends to target. For example, if a target audience is school children, there needs to be a 3-5 year plan for how that audience will be met, where it will be met, and the message or messages to be conveyed. One consideration is partnering with existing schools and camps. Providing services to children under the aegis of another organization could spare HMF a number of liability and licensure concerns. HMF may need to respond to unanticipated events that require an educational campaign such as the recent debate over Confederate monuments. However, beyond that, they should select the topics and issues they intend to provide education on for the next several years. Research including qualitative information and statistics need to be gathered in order to support articles, newsletters, web content, lectures both through HMF channels (ex, HMF website) and other outlets, (Rotary lunches, Macon Magazine, etc.) Education can reinforce goals and objectives under outreach and influence, especially if the articles or lectures are delivered through other outlets including statewide and national conferences and publications.

A. Objective: Offer hands-on opportunities and training to both skilled and unskilled patrons.

B. Objective: Educate the general public about a wide range of

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topics.

C. Objective: Promote/develop heritage tourism programs and site interpretation. Partner with the CVB, Cannonball House, Hay House, Ruth Hartley Mosley Center, and the Georgia Trust to develop these programs.

D. Objective: Create educational programs for professionals and

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aspiring professionals.

E. Objective: Promote research services.

F. Objective: More effectively support Rose Hill Cemetery (see also Task Force).

IV. Preservation Committee

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Perhaps the keystone of the entire organization, the Preservation Committee is charged with overseeing the robust neighborhood revitalization efforts; the Fading Five list of endangered places; the annual preservation awards; outside consulting services; low-income loans; and advocacy issues as they arise. The committee's expressed goal is to expand and increase the efficiency of preservation activities. Interestingly, the revolving funds and Preservation Committee were not discussed at the retreat in depth. In many ways, the real estate initiatives of HMF have become so institutionalized in the culture of the organization that it may not have seemed necessary to spend time on this particular topic. That being said, there are always opportunities for growth and development. As such, regular committee training and continuing education of volunteers could aid the Preservation Committee. The committee is responsible for reviewing and approving project Pro Formas, floor plans, and complicated Planning and Zoning applications. The committee should be in the “field” as much as possible visiting prospective properties or current projects.

A. Objective: Complete work in the Beallâ&#x20AC;&#x2122;s Hill Neighborhood

B. Objective: Expand neighborhood revitalization work beyond

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downtown and target neighborhood

C. Objective: Expand advocacy efforts

D. Objective: Continue to grow and enhance the Fading Five list of endangered places

E. Objective: Develop Construction Company to facilitate and

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expand revitalization efforts

F. Objective: Downtown Loft Project No. 2 (or pivot funds to another endeavor)

V. Development Committee

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Another focus had to do with outreach and membership engagement. The Membership Committee proposes to evolve to a more robust Development Committee, whose goal is to grow, expand, and nurture existing and future supporters of HMF.. In many ways, HMF has become a true membershipdriven organization with a well-respected reputation in the community. The Preservation Partnership program was implemented three years ago and has added consistency to the corporate membership-giving program. The organization has also added “members only” events that they use as membership recruitment programs and benefits. These events are typically held in historic venues that are otherwise inaccessible to the general public. One striking observation from the Assessment Report was the disconnect between HMF's reputation as a young organization and the advancing age of its membership base. Engaging younger people not only as staff and board but as members and donors can be one aspect of a broader integration into Macon's population. HMF has made progress since the previous strategic plan as an organization to better reflect the diversity of the community. These efforts need to continue to follow through to membership and donations. Having the capacity to cross-reference membership and donor participation with demographic information can provide baselines, benchmarks and quantitative measures of the organization's integration beyond its traditional base. Continuing to use Fading Five to engage diverse populations has been a winning strategy and connecting through other diverse organizations for nominations can also strengthen bonds with a broad spectrum of citizens. A strategy that coincides with the influence and reputation area is to seek national funding. Working with established national funders such as 1772 and Knight Foundations, Historic Macon should begin to identify and begin relationships with national funders. National funders often seek local and regional projects that are excellent, that are replicable and/or that are scalable. HMF has a deserved reputation for excellence. Strategies, particularly those in influence and reputation and education can serve to support securing national funding by providing methods to replicate HMF's work in other communities. Funding could be secured to support new efforts outside of Macon while including line items for administration and support that could accrue to the operating expenses of the traditional activities of HMF. 22

Additionally, funding for Macon-based projects could expand to include partnerships (education through camps and schools programs, trade school) and thus work towards providing funding to other organizations that are interested in preservation. Another consideration for providing funding to other preservation projects is to become a pass-through organization that either re-grants or creates an endowment to provide seed money grants to projects which HMF supports but does not intend to participate indirectly. Â It could provide fundraising support as part of developing strategies for Fading Five projects as well.Â Â

A. Objective: Restructure Membership Committee into Development Committee offering a wider focus of not only

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membership but development opportunities

B. Objective: Maintain and enhance Board of Trustee engagement with HMF

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C. Objective: Maintain relationships with former Board Members.

D. Objective: Devise a list of ways in which current non-Executive Board Members can maintain engagement with HMF

E. Objective: Acquire more national funding for HMF programs (existing and future), emphasizing how our work is a national example in the preservation field

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F. Objective: Expand and cultivate personal members to HMF

G. Objective: Expand and enhance Preservation Partner (aka Corporate Membership) program

H. Objective: Have a broader membership reach throughout

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Macon-Bibb County

VI. Neighborhoods

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One focus area has to do with outreach and integration in Macon, particularly though neighborhoods. It was stated that neighborhoods should be "an entry point for engagement and a sense of identity." Downtown was one neighborhood that was emphasized throughout the day, but it was stressed that HMF needs to represent everyone and be identified broadly, including with young people. There are two concepts to take away from this-- geographic and demographic penetration in Macon. Aspects of this area intersect with the influence and reputation area. While the revolving fund activity has up to this point been focused narrowly on a few neighborhoods, increased capacity and Fading Five are ways to put HMF on the ground in a larger area. Civic organizations and neighborhood associations are also a good entry point to communities and a means to measure outreach (example-- if there are 24 civic organizations in Macon, can HMF visit each one once in a calendar year with a program about our activities, accomplishments, and goals).

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neighborhood initiatives.

B. 1. Long-Range Goal: Strengthen relationships with neighborhoods to provide capacity for neighborhoods to become stronger communities. B. 2. Short Range Goal: Complete Neighborhood Incubator

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activities and create Neighborhood Council.

C. In order for HMF to maintain and expand the Neighborhood initiative, new funding sources will need to be secured

Neighborhoods Measure of Success: • Historic Macon successfully completed Neighborhood Incubator project, which will continue with the development of the Neighborhood Council. • A second Neighborhood Leadership Institute occurred with new

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neighborhood representation and new community partnerships. • Historic Macon expanded neighborhood reach from initial 18 neighborhoods (first NLI) to 24. • With new neighborhood outreach, Historic Macon developed strong relationships with a variety of neighborhoods - thus reaching new and diverse audiences that can raise awareness of Historic Macon and facilitate an expansion of educational and preservation programming (i.e. Fading Five, Preservation Awards, etc.).