Strategic Plan - 2013

PHASE II STRATEGIC PLAN 2013–2016

Prepared by:

Mary Ruffin Hanbury Founding Principal 1

Historic Macon Foundation | STRATEGIC PLAN

Table of Contents

TABLE OF CONTENTS Introduction & Overview 1 Assessment Review 2 Mission Statement 3 Goals & Objectives 4 Public Relations/Advertising 5 Education/Outreach 6 Governance/Operations 7 Diversity 8 Advocacy 9 Financial 10 Preservation 11 Plan Completion 12 Appendix 13 Mission Statement Flip Charts 13 Assessment Report 14 Goals/Objectives Supplements 24 Blank Worksheet 24 Original Goals/Objectives Worksheets 25 Additional Diversity Notes 53

2009 Strategic Plan Progress Report 57

2009 Strategic Plan Implementation Report 82

Historic Macon Foundation | STRATEGIC PLAN

INTRODUCTION & OVERVIEW Mary Ruffin Hanbury, Hanbury Preservation Consulting In the winter of 2011, Historic Macon Foundation (HMF) contracted with Hanbury Preservation Consulting (HPC) to conduct strategic planning with the organization. Historic Macon Foundation previously worked with the Southern Office of the National Trust for Historic Preservation to create a strategic planning document.

Completed in the fall of 2009, the earlier document provided guidance and direction for the organization, which was particularly useful as the organization was undergoing a change in leadership with a new executive director. A strategic plan implementation report prepared by HMF is included in the appendix of this document. With new leadership and having made great progress in implementing the previous plan, HMF decided the time was right for a new plan.

This plan closely follows the National Trust for Historic Preservation’s process for strategic planning for preservation organizations. The process was developed to: • Support and strengthen organized preservation efforts at the state and local level; and • To increase the capacity of statewide and local non-profit organizations to assist them in achieving preservation in their communities In 1987, the National Trust for Historic Preservation analyzed historic preservation non profits in light of a study of traits shared by effective non-profits. Five traits were found to be common in high-performing preservation non-profits and are considered keys to success; they are: • clear definition and understanding of organizational mission; • strong leadership; • political savvy; • access to human, technical and financial resources; and • ownership, control or influence over historic property.

Based on this understanding, the National Trust developed a strategic planning process for preservation nonprofits. It has been used on dozens of organizations across the country representing a broad spectrum of organization, staffing levels, financial capacity and geographic scope.

Hanbury Preservation Consulting prepared an assessment report (found in the latter part of this document). The assessment report drew information and data from key stakeholders, membership and the board itself to assess its role, its organizational strengths and its image in the community. The report was assembled and delivered to the board in advance of their strategic planning workshop held August 17-18, 2012.

The Historic Macon Foundation strategic planning retreat began on Friday night, August 17 at the Blacksmith Shop. The objective for this first session was to make introductions, have a short social period and then review the assessment and the organization’s mission.

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Introduction & Overview

Assessment Review The board, having received the assessment in advance, discussed its findings. Most agreed with the key observations that were drawn from the stakeholder interviews, the board survey and the membership survey: • Historic Macon Foundation has a great reputation. It is seen as a powerful force in the community and is well-respected.

• A considerable portion of the organization’s reputation is associated with its executive director, Josh Rogers. Josh is held in high regard by a broad swath of Macon’s leadership. This can be both an asset and a liability to HMF. • HMF is not considered diverse (enough) in terms of race, ethnicity, age, or socioeconomic status in leadership, membership or programming.

• HMF’s holistic approach to neighborhood revitalization through preservation is effective; however, lack of resources limits it ability to target multiple neighborhoods. Selected neighborhoods benefit greatly while others are impatient to be included.

• HMF needs to continue to lead by example and communicate more effectively the economic benefit of preservation to the larger community.

• HMF needs more resources, including staff, to be able to continue to expand its programming.

• Though internal measures have improved since the 2008 board survey, implementation, evaluation and developing skills competency continue to be weaknesses.

• Neighborhood revitalization and the preservation of historic architecture are the core reasons people join and continue their membership in HMF. • Volunteering is relatively low; however, there is a cost-benefit analysis to be made in expanding and managing volunteer-led efforts and events.

• Resources lag behind leadership at HMF. • Membership has a high level of satisfaction with the organization and its programming.

• HMF needs to expand its image in the broader community.

There were few surprises in the assessment and the board expressed its excitement to see the growth of the organization in size and stature since the last planning session.

HMF Executive Director Josh Rogers then reviewed the previous strategic plan and briefed the board on progress that had been made toward fulfilling the plan. A summary of the presentation can be found in the appendix.

Though not every goal had been achieved, there had been substantial progress in a number of key areas and the board agreed that it was time to retire the old plan and create the new one.

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Historic Macon Foundation | STRATEGIC PLAN

Mission Statement The board then focused on the organization’s mission statement. Organizations need missions that are succinct, clear, well-defined, and memorable. The board was asked to recite the current mission statement, and no board member could recite it from memory. The mission statement was:

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.

Mission statements evolve as organizations do, and are adapted and revised as an organization changes and grows.

Strategic planning is a critical juncture and an important occasion to review a mission statement and revise it if needed.

The Historic Macon Foundation board agreed that the mission statement no longer suited the organization. The remainder of the evening was spent in facilitated discussion, suggesting new missions to guide the organization Historic Macon Foundation has become. Most acknowledged that the organization had a reach beyond the typical preservationist in Macon and a larger role geared towards community revitalization. A compelling argument was made to retain a sense of Historic Macon Foundation as an archive or historical resource as well as a change agent in neighborhoods.

Transcriptions of the flip charts for this discussion are found in the appendix and photographs of the same are on file at Historic Macon Foundation. They document the evolution of the corporate thinking about what HMF is and will be in the coming years. The discussion of the mission continued on Saturday morning and the final consensus for the mission statement for the organization is:

The Mission of Historic Macon Foundation is to revitalize our community by preserving architecture and sharing history.

The new mission statement is shorter, more memorable and includes words that are more active than passive.

The Mission of Historic Macon Foundation is to revitalize our community by preserving architecture and sharing history.

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Goals & Objectives

GOALS & OBJECTIVES The Saturday morning session was largely devoted to generating goals and objectives. Board members were asked to give definitions of goals and objectives and were asked to create a list of goals for the organization. After the goals we were recorded the group spent time asking for clarification for some and consolidating others. They then worked together to prioritize the goals and objectives and to group similar objectives together under over-arching goals.

For purposes of consistency, a goal is defined as a “broadly stated result or statement of key strategy,” an objective is a “specific measurable (who, what, by when) time-phased result,” and an action step or task is “an activity which contributes to the achievement of an objective.”

The seven major focus areas for the organization moving forward are (in no specific order):

• Public Relations/Advertising

• Education/Outreach

• Governance/Operations

• Diversity

• Advocacy

• Financial

• Preservation The board then split into smaller groups to further refine the goals and objectives. What follows below are slightly edited versions of the notes/reports produced by each group during the planning session. The groups were tasked to refine the goals and objectives and as time permitted to develop tasks and workplans. The goals for each focus area are as follows: Public Relations Raise awareness of HMF’s economic impact, activities and programs on a local and national level.

Education/Outreach Increase programming focusing on historic preservation.

Governance/Operations Review internal operations to streamline functions and build capacity and operational efficiency.

Diversity Increase diversity throughout HMF including memberships, programming, and board and staff composition.

Advocacy HMF should have a larger impact on political and civic issues that affect historic preservation and development.

Financial Develop a fully-staffed, fully-funded, financially sustainable organization.

Preservation Increase and expand direct preservation activities of the Foundation.

Next, you will find summary pages for each of the above focus areas along with their goals and objectives. Original worksheets are included in the appendix and include supplementary details for each area. Additional notes from the diversity group also appear in the appendix.

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Historic Macon Foundation | STRATEGIC PLAN

Public Relations GOAL: Raise awareness of HMF’s economic impact, activities and programs on a local and national level.

OBJECTIVE: Create strong relationships with civic leaders and media.

PRIMARY COMMITTEE: Public Relations/Advocacy Activities

Completion Date Responsible Party

Cost/Source

Identify key civic leaders in the community

02/2013

Task Force

N/A

Make contact to educate these leaders/inform about HMF and historic preservation

03/2013

Task Force

N/A

Thank media for coverage, maintain communication with media contacts, keep clips and mentions to have an archive of outlets/writers that provided coverage

Ongoing

Jennifer Mayer

N/A

OBJECTIVE: Share Historic Macon’s story.

PRIMARY COMMITTEE: Public Relations/Advocacy Activities

Completion Date Responsible Party

Cost/Source

Complete production of existing educational video series project

06/2013

PR/Advocacy Comittee, Walter Elliott, Tabitha Walker, Jennifer

$5,500 from KNC Grant

Work to get 10,000 total “Likes” for the videos

11/2013

Board, Young Patrons, Jennifer

N/A

Identify other outlets for video in the state/region/nation

Ongoing

Jennifer

N/A

OBJECTIVE: Increase community and member involvement.

PRIMARY COMMITTEE: Membership Activities

Completion Date Responsible Party

Cost/Source

Explore options to form partnerships with neighborhood association groups

05/2013

Task Force

N/A

Identify meeting schedules of these groups

06/2013

Task Force

N/A

Send HMF liaisons to attend meetings every so often

Ongoing

Task Force, Membership Committee

N/A

Consider adopting an incentive program for members when they give a certain amount of money or time

05/2013

Task Force

N/A

OBJECTIVE: Serve/support as promotional agent for HMF committees.

PRIMARY COMMITTEE: Public Relations/Advocacy

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Activities

Completion Date Responsible Party

Cost/Source

Build a larger PR/Adv. Committee

06/2013

Task Force, PR/Adv. Co.

N/A

Identify liaisons from committee to sit at another committee meeting

07/2013

Task Force, PR/Adv. Co.

N/A

Ensure all HMF committees know the PR/Adv. Co. is there for them

Ongoing

PR/Ad Co.

N/A

Goals & Objectives

Education/Outreach GOAL: Increase programming focusing on historic preservation.

OBJECTIVE: Educate the broader community and civic leaders on the role of HMF and how HMF can support their efforts.

PRIMARY COMMITTEE: Public Relations/Advocacy Activities

Completion Date Responsible Party

Cost/Source

Give talks to civic clubs

Ongoing

Josh Rogers

N/A

Re-institute lecture series – Historic Preservation

06/2013

PR/Adv. Co.

$200 from sponsorships

Old House Fair

05/2014

Carrie Robinson/Josh

N/A

Then and Now project – include downtown bldgs., Display on downtown storefronts

10/2013

PR/Adv. Co.

Current KNC Grant

Explore reinstituting backroads tours & rolling rambles (include Black history)

05/2013

PR/Adv. Co.

N/A

OBJECTIVE: Educate realtors on the value of living in historic districts.

PRIMARY COMMITTEE: Public Relations/Advocacy Activities

Completion Date Responsible Party

Cost/Source

Send speakers to Realty offices

Start in 2013

Josh

N/A

Wider distribution of newsletters – to realtors

Ongoing

Jennifer

$100

Be a part of the annual realtor’s conference

Ongoing

Josh

N/A

Research and publish positive crime statistics

Ongoing

PR/Ad Co.

N/A

Become a resource for research on homes and properties in historic districts

Ongoing

Staff

N/A

OBJECTIVE: Offer more programming for children.

PRIMARY COMMITTEE: Cottage/Education Activities

Completion Date Responsible Party

Cost/Source

Summer camp 2013

08/2013

Janis Haley

$3,275, operating

Develop Walking Tours for kids

12/2013

Consultant

$3,000 Elam Alexander grant

Develop a City Adventure (maybe scavenger hunt?)

2014

Consultant

$5,000 grant

Cultivate kids docents and tours guides for walking tours

2014

Consultant

N/A

OBJECTIVE: Promote the use of the archives.

PRIMARY COMMITTEE: Cottage/Education Activities

Completion Date Responsible Party

Cost/Source

Promote the Mercer program for researching Macon

Ongoing

Mercer Center for Collaborative Journalism

N/A

Incorporate in kids’ camp

08/2013

Janis

N/A

Muriel’s training at the library (a lecture?)

2013

Muriel Jackson

N/A

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Historic Macon Foundation | STRATEGIC PLAN

Governance/Operations GOAL: Review internal operations to streamline functions and build capacity and operational efficiency.

OBJECTIVE: Create temporary Governance subcommittee to review and address several organizational long term goals.

Governance subcommittee to report to Executive Committee in 6 months with recommendations. Executive director to be part of the subcommittee.

PRIMARY COMMITTEE: Executive Activities

Completion Date Responsible Party

Cost/Source

Identify members and set first meeting date

11/7/12

Vickie Hertwig

N/A

Identify categories for review

11/7/12

Task Force

N/A

Assign volunteers to research categories established

First meeting

Vickie

N/A

Draft edits and new policies for each review category

02/2013

Task Force

N/A

Propose edited by-laws and policies to board

04/2/2012

Board of Trustees

N/A

OBJECTIVE: Create temporary Operations subcommittee to review and address operational long term goals. Committee to report to Executive Committee in 6 months with recommendations. Exec. director to be a member of the committee.

PRIMARY COMMITTEE: Executive Activities

Completion Date Responsible Party

Cost/Source

Identify members and set first meeting date

11/7/12

Vickie

N/A

Identify categories for review

11/7/12

Task Force

N/A

Assign volunteers to research categories established

First meeting

Vickie

N/A

Draft edits and new policies for each review category

02/2013

Task Force

N/A

Propose edited by-laws and policies to board

04/2/2012

Board

N/A

OBJECTIVE: Review long-term role/functions of Sidney Lanier Cottage. Cottage Committee to review current uses of the Cottage, including visitation numbers, staffing, rental income, museum collection/interpretation and make recommendations to Executive Committee in 6 months.

PRIMARY COMMITTEE: Cottage/Education

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Activities

Completion Date Responsible Party

Cost/Source

Identify a committee to manage master plan

1/31/13

Sally Heard/ Janis

N/A

Fund and hire a consultant to coordinate plan

1/31/13

Sally Heard/Janis

$3,000 Elam Alexander grant

Review existing master plan

3/1/13

Cottage Committee

N/A

Examine possibility of growing to heritage tourism agency (partner to visit from successful heritage tourism organization)

6/1/13

Cottage Committee

$1,500 from National Trust Peter Brink fund

Develop a master plan and propose to Board

1/31/14

Cottage Committee

N/A

Raise funds and implement plan

12/31/14

Cottage Co., Janis

$250,000+/-

Goals & Objectives

Diversity GOAL: Increase diversity throughout HMF including memberships, programming, and board and staff composition.

OBJECTIVE: Engage unreached community members. “Unreached”= age groups, geographic locations, socioeconomic groups, business professionals (realtors), students, renters, ethnic groups, etc.

PRIMARY COMMITTEE: Membership Activities

Completion Date Responsible Party

Cost/Source

Double membership – young patrons

12/2013

Carrie, Jennifer, Heather Moore

N/A

Oral History Project – diversity interviews

Ongoing

Alice Bailey, students

minimal

Empower community groups

03/2013

Alice

N/A

Children’s camps

08/2013

Janis

$3,275, operating

OBJECTIVE: Reach out to and partner with other organizations and groups (educational, private sector, neighborhood associations)...finding untold stories PRIMARY COMMITTEE: Cottage/Education Activities

Completion Date Responsible Party

Cost/Source

Identify partner organizations

Ongoing

Cottage Committee

N/A

Reach our to neighborhood associations – go to them

Ongoing

Board

N/A

Tie history to tourism

Ongoing

CVB

N/A

OBJECTIVE: Promote a preservation ethic throughout the community.

PRIMARY COMMITTEE: Cottage/Education Activities

Completion Date Responsible Party

Cost/Source

Complete production of existing educational video series project

06/2013

Jennifer, Walter, Tabitha, PR/Ad Co.

$5,500 from KNC Grant

Include a cheat sheet of information

06/2013

Jennifer

N/A

OBJECTIVE: Engage all tiers of membership to take an active role (promote sense of ownership within our organization).

PRIMARY COMMITTEE: Membership Activities

Completion Date Responsible Party

Cost/Source

Survey all members

03/2013

Alice

N/A

Welcome committee/welcome visit

Ongoing

Membership Committee

N/A

Mentor program – among board and members

Ongoing

Alice

N/A

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Historic Macon Foundation | STRATEGIC PLAN

Advocacy GOAL: HMF should have a larger impact on political and civic issues that affect historic preservation and development.

OBJECTIVE: Code Enforcement- To ensure that building codes are enforced and maintenance of building stock and that there are sufficient remedies to ensure such is protected.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Implement Knight Neighborhood Challenge grant for code enforcement

Ongoing

Staff

$85,000 KNC grant

Review codes to see if changes are needed; draft legislation

06/2013

Blake Lisenby, Task Force

N/A

Legislation drafted

10/2013

Blake, Task Force

N/A

OBJECTIVE: Assist in creating policy that facilitates walkability.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Explore current codes/improvement plans

02/2013

Task Force

N/A

Draft list of improvements

10/2013

Alex Morrison/Task Force

N/A

Support UDA/ECD as they propose improvements to consolidation committees

12/2013

Task Force

N/A

Explore possible grant options for improvements

12/2014

Task Force, Staff

N/A

OBJECTIVE: Advocate to state and local officials for more and additional state tax programs for historic preservation and jobcreating purposes.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Lobbying to local delegation to pass Downtown Renaissance Act

01/2013

Board/Task Force

N/A

Identify potential relationships between HMF & legislators

Ongoing

Task Force

N/A

Hold breakfast workshop/presentation with legislators

01/2013

Board, Task Force, Josh

$200+/operating

OBJECTIVE: Advocate for better parking system downtown and residential neighborhoods--needed for rehab of historic commercial properties.

PRIMARY COMMITTEE: Public Relations/Advocacy Activities

Completion Date Responsible Party

Cost/Source

Review parking code/plans

02/2013

Alex/Task Force

N/A

Research options

03/2013

Alex/Task Force

N/A

Present a new plan

06/2013

Alex/Task Force

N/A

OBJECTIVE: Explore stronger ties with civic and fraternal organizations to help with fundraising and making historic preservation part of their missions.

PRIMARY COMMITTEE: Membership

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Activities

Completion Date Responsible Party

Cost/Source

Research related trade associations/groups with which to form partnerships

06/2013

Task Force/Board

N/A

Form one major partnership with one of these groups

01/2014

Task Force/Board

N/A

Goals & Objectives

Financial GOAL: Develop a fully-staffed, fully-funded, financially sustainable organization.

OBJECTIVE: Within 6 months come up with a plan to raise $100,000 an implement within 18 months.

PRIMARY COMMITTEE: Finance Activities

Completion Date Responsible Party

Cost/Source

Existing task force accepts charge of developing plan

11/8/12

Task Force

N/A

Hold first meeting

12/4/12

Task Force

N/A

Develop categories to investigate for fundraising

12/4/12

Task Force

N/A

Draft plan for additional fundraising

3/1/13

Task Force

N/A

Approve comprehensive plan for additional $100k

4/2/13

Board

N/A

OBJECTIVE: Develop plan and policy for revolving fund in construction and marketing within 90 days.

PRIMARY COMMITTEE: Finance Activities

Completion Date Responsible Party

Cost/Source

Staff drafts a summary of current policies and procedures

12/31/12

Josh

N/A

Existing task force reviews/edits policies

1/31/13

Task Force

N/A

Executive considers edited policy document

3/5/13

Executive Committee

N/A

OBJECTIVE: Hire a consultant to conduct and complete a feasibility study for a capital campaign.

PRIMARY COMMITTEE: Finance Activities

Completion Date Responsible Party

Cost/Source

Determine $3-$5 million in capital needs

06/2013

Existing/new task force

N/A

Investigate/secure funding necessary to hire consultant

06/2013

Staff

$50,000

Bid feasibility study

09/2013

Staff

N/A

Solicit Board commitment to enact campaign

09/2013

Board

N/A

Launch and conduct campaign

03/2014

Board

$15,000

Complete successful campaign

03/2015

Board

N/A

OBJECTIVE: Plan & launch real estate donation and planned giving for endowment.

PRIMARY COMMITTEE: Finance Activities

Completion Date Responsible Party

Cost/Source

Develop a marketing plan for RE and planned gifts

04/2014

Jennifer, Claude Smith, Kathryn Dennis

$20,000

Present plan to members, CPAs, Attys, financial advisors

08/2014

Fundraising Committee

N/A

Launch a planned giving campaign

11/2014

Fundraising Co.

$15,000

Make program sustainable and consistent

12/2014

Fundraising Co.

N/A

Receive gifts of real estate and estate gifts

Perpetual

Staff

N/A

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Historic Macon Foundation | STRATEGIC PLAN

Preservation GOAL: Increase and expand direct preservation activities of the Foundation.

OBJECTIVE: Historic Macon Foundation will start revitalization efforts in the CBD/Downtown (residential/commercial) when a building is identified.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Locate a possible building for conversion to lofts

10/2012

Staff/Preservation Committee

N/A

Perform due diligence

12/2012

Staff/Preservation Co.

N/A

Purchase property

12/2012

Staff/Preservation Co.

$500-$700k, Peyton Anderson Revolving fund

Rehabilitate into lofts and market for sale

10/2013

Staff/Preservation Co.

N/A

Sell lofts and storefront to owner-occupant

01/2014

Staff/Preservation Co.

N/A

OBJECTIVE: Historic Macon Foundation will stay the course in Beall’s Hill. The Preservation Committee should start working towards identifying the next neighborhood revitalization project.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Ensure 10-15 units per year in Beall’s Hill

12/2015

Staff/Preservation Co.

N/A

Compile list of possible future project areas

07/2013

Staff

N/A

Select the next project area/neighborhood

12/2013

Preservation Co.

N/A

Initiate project planning (marketing, master, fundraising)

12/2013

Hired consultants

$180,000+/-

Start project

07/2015

Staff

N/A

OBJECTIVE: Historic Macon Foundation will conceptualize a stabilization and revitalization plan for Hardeman Avenue and Georgia Avenue as gateways to downtown loft development.

PRIMARY COMMITTEE: Preservation Activities

Completion Date Responsible Party

Cost/Source

Survey existing conditions

12/2013

Staff, volunteers

$5,000

Develop a plan of action

12/2014

Pres. Co., consultant

$30,000

Encourage private maintenance and upkeep (demolition by neglect legislation)

12/2015

Preservation Co.

$15,000

Comprehensive plan adopted by Pres. Committee

12/2015

Preservation Co.

N/A

OBJECTIVE: Historic Macon Foundation will implement the action plan called for in the Rose Hill master plan.

PRIMARY COMMITTEE: Rose Hill

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Activities

Completion Date Responsible Party

Cost/Source

Review and edit master plan

07/2013

Rose Hill Co.

N/A

Ratify master plan

07/2013

Rose Hill Co.

N/A

Raise funds for Phase 1 of master plan, as edited

12/2015

Rose Hill Co., fundraising consultant

$50K from capital campaign?

Implement Phase 1 of master plan

12/2016

Rose Hill Co.

$1 million

Plan Completion

PLAN COMPLETION Upon adoption of the plan as presented here, it will be the responsibility of the board to complete the exercise of refining objectives, particularly in terms of making them time sensitive and assigning responsibility for completion. The responsible parties can then develop specific tasks to achieve the objective, taking into consideration existing demands on staff and budget. The worksheet that was distributed at the workshop is included in the appendix for guidance in providing further detail and planning for the achievement of the tasks and objectives.

Next steps for the board are:

• Adoption of the draft plan • Assignment of committees (standing or ad hoc) or groups to each goal • Agreement on due dates for groups to revise objectives and develop tasks for each goal • Adjust board meeting agendas to incorporate reports from each goal group on revision progress and on implementation

Although each board agenda in the future will include an opportunity for progress reports under each goal, it is highly recommended that the board set aside a work session in 6-12 months to review in greater detail the progress made under each goal. While strategic planning is vitally important for charting an organization’s course for the future, there are always unforeseen situations and opportunities that will have an impact on plans and which will require adjustment. Setting aside the time to review and adjust as necessary ensures that unforeseen opportunities are not neglected but incorporated into the plan and that the impact of unanticipated challenges can be accommodated by making changes as applicable.

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Historic Macon Foundation | STRATEGIC PLAN

APPENDIX

MISSION STATEMENT FLIP CHARTS Mission Statement Flip Charts

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.

Written history Oral,personal Keeper of Macon’s story Advocate facilitate inspire Preserve restore revitalize History matters Macon’s culture Revitalize the historic areas for economic reasons To facilitate preservation efforts in our community Tangible and intangible Preserve restore and revitalize Macon’s historic buildings and neighborhoods tangible and intangible Preserve restore and revitalize Macon’s history and architecture Building on the past, the mission is to create a vibrant and revitalized community Preserve restore and revitalize our culture Forward thinking Pride Agent for change Linking education, environment and economic development Preserve restore protect Macon’s story/stories Preserve protect inspire tell advocate facilitate educate share and create Preserve restore and revitalize Preserve not restore?

Preserve our history, restore our architecture and revitalize our community Inspiring our future generations, community

^^^^^^

Share Macon’s History, Preserve Macon’s architecture Inspire our city Revitalize Share our history, preserve our architecture and revitalize our community Preserve is most important Keeping Macon’s story alive How people interact with places Share our history, revitalize our architecture Advocate for community revitalization Preserve architecture, share history

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DRAFT-­‐ For Discussion Purposes Only

Appendix

ASSESSMENT REPORT | Prepared by: Mary Ruffin Hanbury

Assessment report

Methodology

The methodology for the process includes a board survey, a membership survey and stakeholder interviews that form the basis for an assessment report. The assessment report is prepared for the board and is presented in advance of an onsite strategic planning session and is intended to provide insight, background and a basis for the board as they enter into the planning process.

HPC interviewed twenty one stakeholders for the assessment report. The stakeholders were identified by HMF and include government officials, funders, business and community leaders.

While insights from the interviews are shared in this document, interviews were confidential to encourage candor. The interviews asked about issues in Macon generally, to provide context before focusing on issues relevant to preservation and HMF more specifically.

HPC prepared an on line survey for HMF board members. The survey is designed to assess the internal functioning of the organization by the governing board. Twenty nine board members completed the survey, the results of which are discussed in this document.

An online membership survey prepared by HPC was distributed by HMF to its entire mailing list.

As the list included some lapsed members there were some minor adjustments to the survey to accommodate and include non members and solicit their opinions as well. The membership survey gathers information about motivation to join, perceptions of the organizations and opinions about where the origination should (or should not) focus priorities.

Brief analysis of the results gathered by all three of these methods follows below.

DRAFT-­‐ For Discussion Purposes Only

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Historic Macon Foundation | STRATEGIC PLAN

Findings

Stakeholder interviews

The following persons were interviewed either on-­‐site or by telephone: Mary Anthony, Roy Fickling, Julia Wood, Mechel McKinley, William Engel, David Thompson, Tom Wight, Debra Rollins, Monica Smith, Joe Leavell, Cliffard Whitby, Steve Layson, Karen Lambert, Juanita Jordan, Kathryn Dennis, Tom Wicker, Beverly Blake, Nikki Randall, Joe Leavell, Bill Underwood, Sarah Gerwig

Interviewees were asked about Macon’s three greatest assets. Fourteen respondents replied with the real estate adage-­‐location, location, location. And sixteen responses cited some sense of Macon’s heritage, architecture or history. Other responses included Macon’s people, natural resources, cultural offerings, quality of life and cost of living. Of note was a catch all category that indicates potential and an eye to the future, including: coolness, people who are developing a new positive attitude, creative energy focused on revitalization, a cadre that cares deeply about the city and a recognition that Macon is on the “tipping point of great things.

This tracks largely with interviews held by the National Trust in 2008.

Macon’s problems, according to interviewees fell largely in the following categories: a poor educational system (15), lack of leadership , elected and otherwise (11), poverty (8), attitude—including vocal negative minorities, people “down on the city,” and acceptance of mediocrity, pessimism and the fact that the town hasn’t “believed in itself(6), followed by racism and racial tension (5) and crime (3)

The perception of historic preservation in Macon, according to stakeholders was mixed. Several stakeholders claimed that historic preservation was not well known or understood among the general population. Others claimed that historic preservation is perceived of as insular, obstructionist and with a desire to “save everything.” Other stakeholders countered that a solid core of people understand preservation and support it. And others claimed that the perception of preservation is evolving for the better with preservation seen as a partner or component in larger projects. Still preservation is seen as “not diverse” and there is a sentiment that much of the new support is from people who have moved to Macon from other places (ie not natives).

This tracks largely with interviews held by the National Trust in 2008.

The perception of Historic Macon Foundation’s image is mixed. Eight respondents claim that HMF has a good reputation among those that know about it, but that many people do not know about it. But those who did share a sense of HMF’s reputation all of them cite that it has changed and most if not all of that credit was attributed to the executive director, Josh Rogers. With that in mind, here are some of the perceptions—HMF has stepped up to the plate, it has vision and energy, it is now a major player, The organization has vitality, knowledge excellent leadership. It is a change agent for the city. It is forward-­‐thinking, action-­‐oriented, making an impact, progressive, realistic-­‐-­‐clear on objectives. It is one of the most respected organizations in Macon because it gets difficult things down for the community. It is collaborative, positive, respected, and gets things done.

This represents a huge departure from the responses in interviews held by the National Trust in 2008.

DRAFT-­‐ For Discussion Purposes Only

15

Appendix

When asked what the most effective approach to achieve community support for historic preservation in Macon, seven interviewees suggested that a strong case needs to be communicated that historic preservation is an element of economic development and that economic impacts reach beyond a singular building or neighborhood but to the entire city. Several respondents suggested outreach to younger people. And many more suggested that HMF lead by example, and show don’t tell the benefits—the words “show,” “articulate” and “demonstrate” suggest a need for a campaign that is clear and visual. Finally one person suggested that HMF communicate that their mission was larger than just buildings, it was really about people, people who built buildings, and who rehabilitate them and who live in them today.

When asked how can HMF continue to strengthen its image and community role the resounding response was outreach and communication. Several interviewees called for more diversity in the organization (board, membership programming) particularly reaching out to a younger demographic.

Other suggestions included a revolving fund for downtown, participation in big projects with multiple partners, working downtown with commercial buildings, adding more staff at the foundation and developing strong case studies to tell success stories (perhaps in comparison with other cities that do not have a strong preservation track record).

Finally interviewees were asked to add any additional comments that might be useful to HMF for the planning process.

It was noted that HMF has a great reputation but a small fan base. HMF needs to tout its national reputation within Macon and on the national stage. Macon may need some context for understanding just what HMF does. HMF needs to tell their story, and generate buzz. HMF needs to move beyond its comfort zone and reach out and develop leadership among new constituencies. The board needs to keep Josh and step up in the role as fundraisers. The organization is personality-­‐ driven and there needs to be planning for succession and sustainability. The organization needs a development officer.

The organization needs to re-­‐brand. HMF has to reach out to assist on projects that are not theirs such as consulting on city plans and projects. Finally HMF needs to be the linchpin in developing a city wide culture of preservation.

Board Survey

The board survey is an instrument designed to assess the organization internally. Questions 1-­‐40

correspond to eight basic organizational processes, as follows:

Questions 1-­‐5 Assessing Needs Questions 6-­‐10 Planning Questions 11-­‐15 Implementation Questions 16-­‐20 Evaluation Questions 21-­‐25 Managing Relationships Questions 26-­‐30 Motivation Questions 31-­‐35 Providing Resources Questions 36-­‐40 Developing Skills Competency

DRAFT-­‐ For Discussion Purposes Only

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Historic Macon Foundation | STRATEGIC PLAN

Each of these questions had six possible responses-­‐-­‐ Very Well, Well, OK, Poorly, Not at All. For each question responses were weighted and averaged to provide a group response to the question. “Very Well” is 5 points, “well” is 4, “ok” is 3, “Poorly” is 2 and “Not at All” was 1. Results were then averaged to give a single assessment number for each.

Assessing Needs

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing well assessing the needs of the community, the Foundation, the staff and membership (overall score of 4.092; Score in 2008-­‐2.68).

Question 1 Information on community needs and resources is collected yearly and is accessible.

Twenty eight (28) responses with an average score of 4.03

Question 2 We spend adequate time considering community needs and relating our plans and priorities to the needs.

Twenty nine (29) responses with an average score of 4.34

Question 3 We ask people in our organization what they think our organizational needs and priorities are.

Twenty nine (29) responses with an average score of 3.93

Question 4 We are interested in how people feel about working here.

Twenty nine (29) responses with an average score of 4.34

Question 5 We collect information on what our members want and need.

Twenty nine (29) responses with an average score of 3.82

Planning

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing well in planning, identifying goals, evaluating HMF’s performance, establishing objectives and tasks, weighing alternatives and allocating workloads (overall score of 4.178; Score in 2008-­‐3.19).

Question 6 The purposes and goals of our organization, each program, and each committee, are identified.

Twenty eight (28) responses with an average score of 4.25

Question 7 We consider past performance, needs, our resources and then set objectives Twenty nine (29) responses with an average score of 4.34 DRAFT-­‐ For Discussion Purposes Only

17

Appendix

Question 8 Our plans clearly identify objectives, tasks, who will do what, and target dates for review and completion.

Twenty nine (29) responses with an average score of 4.24

Question 9 Our plans are based on careful consideration of alternatives Twenty nine (29) responses with an average score of 4.24

Question 10 When work is allocated, people make sure the workloads are realistic and agreed to Twenty nine (29) responses with an average score of 3.82

Implementation

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing okay in implementation, following through on plans, coordinating people’s efforts, coping with problems consulting when plans change, and working together (overall score of 3.886; Score in 2008-­‐3.1).

Question 11 People follow through on plans and commitments Twenty nine (29) responses with an average score of 3.79

Question 12 People’s efforts are coordinated.

Twenty nine (29) responses with an average score of 3.93

Question 13 People are advised when problems arise in implementing plans.

Twenty nine (29) responses with an average score of 3.89

Question 14 Appropriate people are consulted before plans are changed.

Twenty nine (29) responses with an average score of 3.79

Question 15 People work together on problems that arise as conditions change or as plans are implemented Twenty nine (29) responses with an average score of 4.03

Evaluation

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing okay to well in evaluation, reviewing the past year’s work to identify

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Historic Macon Foundation | STRATEGIC PLAN

needed changes, assessing weaknesses and strengths of staff and board performance, and evaluating meetings. (overall score of 3.564; Score in 2008-­‐2.93).

Question 16 Every year, we review the previous year’s objectives, accomplishments and methods to identify needed changes.

Twenty nine (29) responses with an average score of 4.06

Question 17 Each year we review what each board member and each key staff person did in the previous 12 months to assess strengths and weaknesses in what was done and how it was done Twenty eight (28) responses with an average score of 3.28

Question 18 Each subgroup of the organization (committees, program groups, etc) evaluates past activities Twenty seven (27) responses with an average score of 3.48

Question 19 The strengths and weaknesses of meetings are regularly evaluated Twenty eight (28) responses with an average score of 3.32

Question 20 We provide time to learn from past experience.

Twenty nine (29) responses with an average score of 3.68

Managing Relationships

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing well in managing relationships, maintaining contact with other organizations, providing adequate information to “insiders,” resolving interpersonal problems and delineating the distinctions between staff and board roles (overall score of 4.046; Score in 2008-­‐3.15).

Question 21 We maintain regular contact with other organizations (funders, similar organizations) to keep them informed.

Twenty nine (29) responses with an average score of 4.27

Question 22 Inside this organization, people provide each other with adequate information for problem solving and planning.

Twenty nine (29) responses with an average score of 3.93

Question 23 When people tread on each other’s toes, the situation is handled respectfully and effectively.

Twenty six (26) responses with an average score of 4.11

Question 24 DRAFT-­‐ For Discussion Purposes Only

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Appendix

People say what they think and feel in a way that promotes problem solving.

Twenty nine (29) responses with an average score of 3.82

Question 25 The roles of board and staff are clearly understood.

Twenty nine (29) responses with an average score of 4.1

Motivation

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing well to okay in motivating people who are involved in the organization (overall score of 3.922; Score in 2008-­‐3.12).

Question 26 People feel they are valued members of this organization.

Twenty nine (29) responses with an average score of 4.1

Question 27 People feel they belong.

Twenty nine (29) responses with an average score of 3.93

Question 28 People can find challenging and satisfying things to do in this organization.

Twenty nine (29) responses with an average score of 4.24

Question 29 Jobs that are hard to fill are reviewed to see how they might be reorganized to be more satisfying Twenty six (26) responses with an average score of 3.42

Question 30 People feel they are making a contribution Twenty six (28) responses with an average score of 3.92

Providing Resources

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing okay to well in providing resources , such as offering orientation material for board members and volunteers, keeping records of community needs and resources, and establishing accepted procedures for regularly reviewing the roles of board and staff(overall score of 3.808; Score in 2008-­‐3.08).

Question 31 We have attractive print and web-­‐based materials about our organization, jobs to be done, programs and needs.

Twenty nine (29) responses with an average score of 4.44 DRAFT-­‐ For Discussion Purposes Only

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Historic Macon Foundation | STRATEGIC PLAN

Question 32 We have orientation materials and programs appropriate for board members and volunteers Twenty seven (27) responses with an average score of 3.81

Question 33 We keep up-­‐to-­‐date, useful records on community needs, contact people, funders and resources.

Twenty eight (28) responses with an average score of 4

Question 34 We have agreed-­‐to processes for evaluation the strengths and weaknesses of committee and board meetings and other working relationships.

Twenty seven (27) responses with an average score of 3.33

Question 35 We have accepted procedures for regularly reviewing the roles of board and staff.

Twenty six (26) responses with an average score of 3.46

Developing Skills Competency

The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing okay in promoting n environment in which those involved with the Foundation develop and expand new skills. (overall score of 3.48; Score in 2008-­‐2.82).

Question 36 This organization provides a learning environment in which people get support, encouragement, and feedback.

Twenty nine (29) responses with an average score of 3.86

Question 37 Support and resources are available to help people learn new skills Twenty seven (27) responses with an average score of 3.48

Question 38 People are encouraged to develop skills and knowledge about conducting meetings.

Twenty eight (28) responses with an average score of 3.

Question 39 People know several methods of planning and problem solving .

Twenty seven (27) responses with an average score of 3.33

Question 40 When new people arrive they are given useful information about this organization.

Twenty nine (29) responses with an average score of 3.72

DRAFT-­‐ For Discussion Purposes Only

21

Appendix

Membership survey

An online membership survey was developed and a link sent to HMFs entire mailing list. From that, there were eighty-­‐nine respondents. Of those over 60% of the respondents were aged 50 or older and roughly that percentage had annual household income of over $80,000.

Raw survey data is included as an appendix and highlights are presented below.

Questions 1 through 19 examines membership in terms of level of support and reasons for joining and remaining membership in HMF.

Support for the foundation was largely to preserve Macon’s historic architecture (58.8%) and neighborhood revitalization (26.5%) far surpassing economic development (7.4%) the Sidney Lanier Cottage (2.9%) the effectiveness of the organization (2.9%) and education and history program (1.5%).

Most joined and have maintained their membership from a general commitment to historic preservation (94.4% strongly agree or agree and 92.5% strongly agree or agree, respectively).

Thus we can assume that the membership’s impetus for joining and remaining members is that their interests align with the mission of the organization, “to advocate for Macon’s historic and architectural heritage, to facilitate preservation efforts in our community, and to educates and inspire appreciation for our unique city.”

Questions 20 through 24 measure membership participation in HMF programs and activities.

Roughly half have been asked to volunteer however over 80% averaged less than three hours a month.

The most often cited volunteer activities were Flea Market, Sidney Salons and the Decorator Showhouse. Of the sixty seven respondents that answered the question, 38.8% held an office (board, officer, committee chair or member) an 61.2% had not held an office.

The cultivation, training and oversight of volunteers (including board members) is an ongoing responsibility of all non profits. It requires time, planning, organization, feedback and recognition.

Volunteers are crucial for core functions of the organizations as well as the ability to host successful events. Every non profit needs to examine the effective use of volunteers and find the balance between the investment of energy into the use of volunteers and the benefit to the organization in furthering its mission and goals.

Questions 25 through 41 pertain to communication and image. The inquire as to how well the membership understands the organization and what the larger perception of the organization is

91.1% feel fully or fairly well informed about HMF’s mission and 85.1% feel fully or fairly well informed about its current programming. Just over half felt that about the foundation’s financial status.

While the board is ultimately responsible for raising funds to support the organization, membership has a role as well. A better understanding of the foundation’s financial status, its sources of funds and expenses can help the general membership be more involved with funding. Without basic knowledge

DRAFT-­‐ For Discussion Purposes Only

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Historic Macon Foundation | STRATEGIC PLAN

23

about the organization’s financial status they have less investment (emotionally or financially) in contributing.

about the organization’s financial status they have less investment (emotionally or financially) in contributing.

The survey respondents thought that of those who know about HMF, the organization’s reputation was good.

88.1% of the respondents tated ow pinion of HaMF was favorable.

However respondents The survey respondents thought tshat of ttheir hose ho know bout HMF, the organization’s reputation was believed t hat a mong t he g eneral p ublic H MF i s s omewhat k nown ( 60.3%), l ittle known (r10.3%) or very good. 88.1% of the respondents stated their opinion of HMF was favorable. However espondents little k nown ( 1.5%).

T his d ata c orresponds t o i nterview d ata—those w ho k now a bout H MF g enerally believed that among the general public HMF is somewhat known (60.3%), little known (10.3%) or very hold in high regard.

But outside of the dedicated followers and some city leadership here is a large little ikt nown (1.5%).

This data corresponds to interview data—those who know about HtMF generally segment o f t he g eneral p opulation t hat d oes n ot k now a bout H MF o r i ts w ork.

L eft u naddressed this hold it in high regard. But outside of the dedicated followers and some city leadership there is a large can erode ptublic support for the foundation its relevance in the community and this segment of he general population that does bnut ot ukndermining now about H MF or its work.

Left unaddressed reinforcing t he e litist i mage o f p reservation—that i t i s f or a

k nowledgeable f ew.

H owever, i t a can erode public support for the foundation but undermining its relevance in the community also nd represents n oepportunity for foundation to greatly expand its reputation and support. it also reinforcing athe litist image of tphe reservation—that it is for a knowledgeable few.

However, represents an opportunity for the foundation to greatly expand its reputation and support.

This issue was also noted in the 2008 report, “If the Historic Macon Foundation intends to move

forward, kas ey aissue will bie awareness support among the general public.

This often This issue aw lso noted n rtaising he 2008 report, “aIf nd the Historic Macon Foundation intends to m ove has a ripple effect in irssue aising those same iatems with kaey particularly f they aTre forward, a key will be raising wareness nd dsecision-­‐makers, upport among the general piublic. his eolected ften has a officials w ho a re r esponsive t o t heir c onstituencies.”

ripple effect in raising those same items with key decision-­‐makers, particularly if they are elected officials who are responsive to their constituencies.”

In terms of leadership, 60.06 percent strongly agree that HMF’s leadership is effective and an additional 24.2% agree.

However 6t0.06 here piercent s a disconnect leadership and resources.

Only a4nd 5.3% or In terms of leadership, strongly baetween gree that HMF’s leadership is effective an aagree dditional strongly a gree t hat t he o rganization h as a dequate h uman r esources t o d o i ts w ork e ffectively o n 2 7% 24.2% agree. However there is a disconnect between leadership and resources. Only 45.3% agree or feel similarly about inancial resources and 57.8% ahbout technical resources.

Leadership is a coritical part strongly agree that tfhe organization has adequate uman resources to do its w ork effectively n 27% of a n o rganization’s s uccess b oth i n t erms o f s taff a nd b oard l eadership.

S ome a spects o f l eadership an feel similarly about financial resources and 57.8% about technical resources. Leadership is a critical pcart be t aught, b ut u ltimately i t r esides w ithin a n o rganization t hrough i ts m embers o r i t d oes n ot.

H MF i s of an organization’s success both in terms of staff and board leadership. Some aspects of leadership can clearly at ab put osition where has that intangible quality. Btut leadership without orr esources an oHnly be taught, ultimately it irt esides within an organization hrough its members it does ncot.

MF is accomplish s o m uch.

A

c ontinued l ack o f r esources w ill u ndercut t he l eadership a nd c an l ead o nly burn clearly at a position where it has that intangible quality. But leadership without resources can to out and disinvestment. accomplish so much. A continued lack of resources will undercut the leadership and can lead to burn out and disinvestment.

Questions 42 through 49 deal with the composition of the board and the membership’s familiarity with

them.

R oughly half the respondents felt they knew aot f lteast omething about most board members waith nd Questions 42 through 49 deal with the composition he bsoard and the membership’s familiarity many k new b oard m embers p ersonally.

T his b odes w ell f or c ommunication a nd f eedback.

H owever it them. Roughly half the respondents felt they knew at least something about most board members and can also indicate that HMF is pinwardly focused.

Respondents favored diversity on the board.

92.4% it many knew board members ersonally.

This bodes well for communication and feedback.

However though i t i mportant o r v ery i mportant t o h ave m embers o f d ifferent r acial o r e thnic g roups.

9 can also indicate that HMF is inwardly focused. Respondents favored diversity on the board. 90.9% 2.4% felt similarly a bout m embers o f d ifferent s ocio e conomic s trata,

a nd 8 0% a bout g eographical though it important or very important to have members of different racial or ethnic groups. 90.9% felt representation/diversity. residents of historic and by preservation similarly about members o Rf epresentation different socio bey conomic strata, and b8uildings 0% about geographical professionals w as t hought t o b e i mportant o r v ery i mportant b y

9 6.9% a nd 9 3.9%, respectively. For representation/diversity. Representation by residents of historic buildings and by preservation those w ho i ndicated a n “ other” t hat s hould b e r epresented s everal s uggested p rivate sector/financial professionals was thought to be important or very important by 96.9% and 93.9%, respectively.

For experience. those who indicated an “other” that should be represented several suggested private sector/financial experience.

Questions 50 through 54 addressed HMF’s role in controversial issues. Over two thirds (69.5%) did not

perceive H MF o have 5b4 een involved Hin controversial issues. But of the Omver inority ho disagreed, 5.7% Questions 5 0 tthrough addressed MF’s role in controversial issues. two w thirds (69.5%) d8id not thought i t w as a ppropriate.

O nly 2 0% f elt H MF h ad m issed a n o pportunity t o b e i nvolved i n a

m ajor perceive HMF to have been involved in controversial issues. But of the minority who disagreed, 85.7% issue. thought it was appropriate. Only 20% felt HMF had missed an opportunity to be involved in a major issue.

Questions 55 through67 include demographic data but focus on membership satisfaction with the

organization.

1% thought HMF dwemographic as effective doata r highly ffective s compared satisfaction with other w preservation Questions 55 t7hrough67 include but feocus on maembership ith the organizations ( though 1 7.7% s aid t hey d id n ot k now).

8 4.1% f elt s imilarly a s c ompared w ith other organization. 71% thought HMF was effective or highly effective as compared with other preservation Macon n onprofits.

S atisfaction w ith p rogramming w as a t 8 8.5% ( satisfied o r v ery s atisfied) a organizations (though 17.7% said they did not know). 84.1% felt similarly as compared with odvocacy ther 82.2%, information and service to members 83.6%, and membership overall 89.7%. Areas where HMF DRAFT-­‐ For Discussion Only program, and outreach to might expand included suggestions of tourism, the young Ppurposes reservationist racially and socio economically diverse groups.

Sidney Salons, neighborhood revitalization (esp Beall’s DRAFT-­‐ For Discussion Purposes Only Hill) were cited as programs that members found especially pleasing

Appendix

BLANK GOALS & OBJECTIVES WORKSHEET

GOALS AND OBJECTIVES WORKSHEET

LONG RANGE GOAL _______________________________________________________________

SHORT RANGE OBJECTIVE ___________________________________________________________

BARRIERS TO ACHIEVING THE OBJECTIVE ________________________________________________

__________________________________________________________________________________

Activities Completion Person Responsible Date

Skills needed ________________________________________________________________________

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source

Personnel

Staff ________________________________________________________________________________

Board _______________________________________________________________________________

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

_____________________________________________________________________________________

DRAFT-­‐ For Discussion Purposes Only

24

Historic Macon Foundation | STRATEGIC PLAN

ORIGINAL GOALS AND OBJECTIVES WORKSHEETS

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (1)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level.

SHORT RANGE OBJECTIVE Create strong relationships with civic leaders and media.

BARRIERS TO ACHIEVING THE OBJECTIVE Lack of historic preservation knowledge in the media, apathy within general public, little staff time, media’s view on what is considered “newsworthy,” lack of hard data

Activities

Completion Date 02/13 03/13

Person Responsible

Identify key civic leaders in the community Task force Make contact to educate these leaders/inform about HMF Task force and historic preservation Thank media for coverage, maintain communication with Ongoing Jennifer media contacts, keep clips/mentions to have an archive of outlets/writers that provided coverage

Skills needed Communication, writing

Technical Services needed Possible research to get hard data together

Budget

Event/Activity Amount Source N/A

Personnel

Staff Jennifer

Board Task force

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

Relationships cultivated, new contacts made, increase in media coverage, possible increase in membership

25

Appendix

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (2)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level.

SHORT RANGE OBJECTIVE Share Historic Macon’s story

BARRIERS TO ACHIEVING THE OBJECTIVE Isolating an audience, some perceptions of HMF as “hysterical society,” HMF not being viewed as diverse

Activities

Complete production of existing educational video series project Work to get 10,000 total “Likes” for the videos

Completion Date 06/13 11/13

Person Responsible Education/PR committee, Walter Elliott, Tabitha Walker, Jennifer Board, Young Patrons, Jennifer Task force, Ed/PR committee

Identify other outlets for video in the 12/13 state/region/nation

Skills needed Social media maintenance, writing (scripts for voiceovers in videos)

Technical Services needed Video production

Budget

Event/Activity Amount Source Video series production $5,500 Knight Neighborhood Challenge grant

Personnel

Staff Jennifer

Board Task force

Volunteer Education/PR Committee

Consultant Tabitha Walker, Big Hair Productions

Measures of Success

Number of likes/views on videos, virality of videos online

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Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (3)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level.

SHORT RANGE OBJECTIVE Increase community and member involvement.

BARRIERS TO ACHIEVING THE OBJECTIVE Lack of money/time, people in Macon are spread thin across other organizations/volunteer groups

Activities Completion Person Responsible Date Explore options to form partnerships with neighborhood 05/13 Task force association groups Identify meeting schedules of these groups 06/13 Task force Send HMF liaisons to attend meetings every so often Ongoing Task force, Ed/PR committee Consider adopting an incentive program for members when 05/13 Task force they give a certain amount of money or time

Skills needed Communication, people skills

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source N/A

Personnel

Staff ________________________________________________________________________________

Board Task force

Volunteer Education/PR Committee

Consultant ___________________________________________________________________________

Measures of Success

Relationships formed with neighborhood associations, increased involvement from these community groups, increase in member involvement

27

Appendix

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (4)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level.

SHORT RANGE OBJECTIVE Serve/support as promotional agent for HMF committees.

BARRIERS TO ACHIEVING THE OBJECTIVE Small membership in Education/PR Committee

Activities Completion Person Responsible Date Build a larger Education/PR Committee 06/13 Task force, Ed/PR committee Identify liaisons from Ed/PR Committee to sit at another 07/13 Task force, Ed/PR committee meeting committee Ensure all HMF committees know the Ed/PR Committee is Ongoing Ed/PR committee there for them

Skills needed availability, enthusiasm

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source N/A

Personnel

Staff ________________________________________________________________________________

Board Task force

Volunteer Education/PR Committee

Consultant ___________________________________________________________________________

Measures of Success

Larger Education/PR Committee, other HMF committees see Ed/PR as a resource for communicating their efforts to the membership, increased communication between all committees

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Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (1)

LONG RANGE GOAL Increase programming focusing on historic preservation.

SHORT RANGE OBJECTIVE Educate the broader community and civic leaders on the role of HMF and how HMF can support their efforts.

BARRIERS TO ACHIEVING THE OBJECTIVE _____time (staff)______________________________

__________________________________________________________________________________

Activities Completion Person Responsible Date Give talks to civic clubs On-­‐going Josh Re-­‐institute lecture series – Historic Preservation 6-­‐2013 Ed/PR committee Old House Fair 8-­‐2012 John/ Carrie Then and Now project – include downtown bldgs., 10-­‐2013 Ed/PR committee Display on downtown storefronts Explore reinstituting backroads tours & rolling rambles 5-­‐2013 Ed/PR committee (include Black history)

Skills needed ___Communication/organization__________________________________________________

Technical Services needed ____Document /image handling_____________________________________

Budget

Event/Activity Amount Source Then and Now ?

Current KNC Grant Lecture series $200 sponsorships

Personnel

Staff ____Jennifer (ed/pr)_____________________________________________________________________________

Board ____Heather/Muriel___________________________________________________________________________

Volunteer ___Committee members________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

_____________Increase audiences and increase memberships_______________________________

29

Appendix

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (2)

LONG RANGE GOAL Increase programming focusing on historic preservation.

SHORT RANGE OBJECTIVE Educate realtors on the value of living in historic districts.

BARRIERS TO ACHIEVING THE OBJECTIVE ___Image/perception and lack of knowledge__

__________________________________________________________________________________

Activities Completion Person Responsible Date Send speakers to Realty offices Start in Josh 2013 Wider distribution of newsletters – to realtors On-­‐going

Be a part of the annual realtor’s conference ?

Josh Research and publish positive crime statistics On-­‐going Ed/pr Become a resource for research on homes and properties in On-­‐going staff historic districts

Skills needed ______communication/research_________________________________________________

Technical Services needed _____none______________________________________________________

Budget

Event/Activity Amount Source Additional newsletters to realty 100 ? offices

Personnel

Staff ______Josh/Jennifer__________________________________________________________________________

Board _______________________________________________________________________________

Volunteer ______Ed/PR committee____________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

______Improved support by Realtors/more realtor involvement in homes sales in historic districts__________________________________

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Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (3)

LONG RANGE GOAL Increase programming focusing on historic preservation.

SHORT RANGE OBJECTIVE More programming for children.

BARRIERS TO ACHIEVING THE OBJECTIVE __school field trips limited_____________________

__________________________________________________________________________________

Activities Completion Person Responsible Date Summer camp 2013 8-­‐2013 Janis Develop Walking Tours for kids 12-­‐2013 consultant Develop a City Adventure (maybe scavenger hunt?)

2014 consultant Cultivate kids docents and tours guides for walking tours 2014 ?

Skills needed ________creativity/organization/web-­‐site development and maintenance___

Technical Services needed ____Web-­‐site__________________________________________________________

Budget

Event/Activity Amount Source Walking tours (exploratory) 3,000 Elam Alexander Grant Scavenger Hunt creation, prizes and 5,000 – grant? marketing)_

Personnel

Staff _______Ed/PR committee_________________________________________________________

Board ____Entire Board___________________________________________________________________________

Volunteer _________IMNA/Vineville etc… __________________________________________

Consultant ____TBD_______________________________________________________________________

Measures of Success

_____Educating and inspiring kids – enabling and encouraging neighborhoods to use our template for their own activities and kids____________________________________

31

Appendix

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (4)

LONG RANGE GOAL Increase programming focusing on historic preservation.

SHORT RANGE OBJECTIVE: Promote the use of the archives.

BARRIERS TO ACHIEVING THE OBJECTIVE _____Hard to get to (carrie’s office) – staff time

__________________________________________________________________________________

Activities Completion Person Responsible Date Promote the Mercer program for researching Macon

Collaborative Journalism Incorporate in Kids Camp 8-­‐2013 Janis Muriel’s training at the library (a lecture?)

2013 Muriel

Skills needed _____Research___________________________________________________________________

Technical Services needed _____None_________________________________________________________

Budget

Event/Activity Amount Source None

Personnel

Staff ____entire staff____________________________________________________________________________

Board ______Muriel_________________________________________________________________________

Volunteer ______Maryel______________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

______Increased use of archives at HMF__________________________________________________________

32

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (1)

LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency

SHORT RANGE OBJECTIVE Create temporary Governance subcommittee to review and

address several organizational long term goals. Committee to report to Executive Committee in 6 months with recommendations. Executive director to be part of the subcommittee.

BARRIERS TO ACHIEVING THE OBJECTIVE Staff and volunteer time, scheduling additional meetings, finding best practices

Activities Completion Person Responsible Date Identify members and set first meeting date 11/7/12 Vickie Identify categories for review 11/7/12 Task force Assign volunteers to research categories established First mtg Vickie Draft edits and new policies for each review category February Task force 2013 Propose edited by-­‐laws and policies to board 4/2/12 Board of Trustees

Skills needed Research abilities, critical thinking, non-­‐profit management

Technical Services needed none

Budget

Event/Activity Amount Source Committee meetings $0 n/a

Personnel

Staff Josh Rogers

Board Existing Governance/Operations Task Force members

Volunteer None

Consultant None proposed, perhaps have a volunteer external expert such as Georgia Trust President review docs prior to adoption

Measures of Success

Edited By-­‐Laws adopted, Committee structure edited or affirmed, Awards policies and procedures adopted, Advocacy guidelines adopted.

33

Appendix

GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (2)

LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency

SHORT RANGE OBJECTIVE Create temporary Operations subcommittee to review and address operational long term goals. Committee to report to Executive Committee in 6 months with recommendations. Exec. director to be a member of the committee.

BARRIERS TO ACHIEVING THE OBJECTIVE Staff and volunteer time, scheduling additional meetings, finding best practices

Activities

Identify members and set first meeting date Identify categories for review Assign volunteers to research categories established Draft edits and new policies for each review category

Completion Date 11/7/12 11/7/12 First mtg February 2013 4/2/12

Person Responsible Vickie Task force Vickie Task force

Propose edited by-­‐laws and policies to board Board of Trustees

Skills needed Research abilities, critical thinking, non-­‐profit management

Technical Services needed none

Budget

Event/Activity Amount Source Committee meetings $0 n/a

Personnel

Staff Josh Rogers

Board Existing Governance/Operations Task Force members

Volunteer None

Consultant None proposed, perhaps have a volunteer external expert such as Georgia Trust President review docs prior to adoption

Measures of Success

Staff capacity evaluated and plan for growth/contraction/reassignment adopted, Succession plan adopted, personnel policies edited or affirmed

34

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (3)

LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency

SHORT RANGE OBJECTIVE Review long-­‐term role/functions of Sidney Lanier Cottage

Cottage Committee to review current uses of the Cottage, including visitation numbers, staffing, rental income, museum collection/interpretation and make recommendations to Executive Committee in 6 months.

BARRIERS TO ACHIEVING THE OBJECTIVE Volunteer and staff time (especially with a Cottage committee already stretched to the limit), Funding implementation of Cottage expansion, designing a plan to draw more visitors, finding best practices or examples

Activities Completion Person Responsible Date Identify a committee to manage master plan 1/31/13 Sally/Janis Fund and hire a consultant to coordinate plan 1/31/13 Sally/Janis Review existing master plan 3/1/13 Committee Examine possibility of growing to heritage tourism agency 6/1/13 Committee Develop a master plan and propose to Board 1/31/14 Committee Raise funds and implement plan 12/31/14 HMF

Skills needed heritage tourism, marketing, house museum management, interpretation, museum management, collections management, walking tours, technology

Technical Services needed technology based tours

Budget Event/Activity Amount Source Hire consultant $3,000 Elam Alexander Partner’s visit from successful $1,500 National Trust Peter Brink heritage tourism organization fund Implement plan $250,000+/-­‐ ???

Personnel Staff Janis Haley Board Cottage Committee Volunteer Suzanne Harper, Jonathan Poston, Earl Colvin, CVB rep?

Consultant Janice Marshall

Measures of Success

Develop and implement a master plan for the Cottage to increase visitation and increase heritage tourism to Macon, Implement a financially sustainable model for HMF’s tourism/museums initiatives, Improve rental income and gift shop income

35

Appendix

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (1)

LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition.

SHORT RANGE OBJECTIVE: Engage unreached community members “unreached”=(age

groups, geographic locations, socioeconomic groups, business professionals {realtors}, students, renters, ethnic groups, etc.)

BARRIERS TO ACHIEVING THE OBJECTIVE __Time/ staff availability and HMF image in the community__

Activities Completion Person Responsible Date Double membership – young patrons Dec 2013 Heather/Carrie/Jennifer Oral History Project – diversify interviews On-­‐going Alice/students Empower community groups Mar 2013 Alice Children’s camps Aug 2013 Janis

Skills needed _organization__/ communication______________________________________________

Technical Services needed Audio Visual equipment and the ability to operate it and produce DVDs

Budget

Event/Activity Amount Source Oral History minimal

Personnel

Staff _ Carrie/Jennifer for Young Patrons_ and Janis for Camp______________________________

Board ___Alice____________________________________________________________________________

Volunteer ____Students______________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

__________Increase membership and improve diversity________________________

36

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (2)

LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition.

SHORT RANGE OBJECTIVE: Reach out to and partner with other organizations and groups (educational, private sector, neighborhood associations)...finding untold stories

BARRIERS TO ACHIEVING THE OBJECTIVE _________Time-­‐our and other organizations’ ___

Activities Completion Person Responsible Date Identify partner organizations Ongoing Committee Reach our to neighborhood associations – go to them Ongoing Board Tie history to tourism Ongoing CVB

Skills needed ___research, communication__________________________________________________

Technical Services needed ___none___________________________________________________________

Budget

Event/Activity Amount Source None

Personnel

Staff _____Janis___________________________________________________________________________

Board _______None________________________________________________________________________

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

__We will see more involvement with outside groups_________________________________

37

Appendix

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (3)

LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition.

SHORT RANGE OBJECTIVE: Promote a preservation ethic throughout the community

BARRIERS TO ACHIEVING THE OBJECTIVE __Cost, technical capabilities______________

Activities Completion Person Responsible Date Create film shorts On-­‐going Jennifer Include a cheat sheet of information Ongoing Jennifer

Skills needed __Audio/visual technical skills______________________________________________________

Technical Services needed _____________A/V_________________________________________________

Budget

Event/Activity Amount Source Produce film shorts ?

Currently being produced

Personnel

Staff _______Jennifer_____________________________________________________________________

Board _______________________________________________________________________________

Volunteer _______technical assistant______________________________________________

Consultant ____A/V__________________________________________________________________

Measures of Success

____Film will be produced and will be used on a regular basis for presentations by the Board etc.__________________________________________________________________

38

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (4)

LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition.

SHORT RANGE OBJECTIVE: Engage all tiers of membership to take an active role (promote a sense of ownership within our own diverse organization).

BARRIERS TO ACHIEVING THE OBJECTIVE _No socio-­‐economic, religion nor ethnic data currently collected_

Activities Completion Person Responsible Date Survey all members 3/13 Alice Welcome committee/welcome visit In process Membership committee Mentor program – among board and members ongoing Alice

Skills needed __communication and leadership______________________________________________

Technical Services needed ___None_______________________________________________________

Budget

Event/Activity Amount Source

Personnel

Staff ___________Janis_____________________________________________________________________

Board ______Alice_________________________________________________________________________

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

_____Increase involvement by minorities, young people and all new members_______

39

Appendix

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (1)

LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development

SHORT RANGE OBJECTIVE Code Enforcement-­‐ To ensure that building codes are enforced

and maintenance of building stock and that there are sufficient remedies to ensure such is protected

BARRIERS TO ACHIEVING THE OBJECTIVE State/local laws, consolidation possibly not wanting to take up the issue, homeowners not being financially able to make repairs, apathy

Activities Completion Person Responsible Date Implement Knight Neighborhood Challenge grant for ongoing Staff code enforcement Review codes to see if changes are needed; draft 06/13 Blake Lisenby & legislation existing task force Legislation drafted 10/13 Blake/task force

Skills needed legal training, understanding of codes

Technical Services needed legal time/drafting

Budget

Event/Activity Amount Source Buy code enforcement $85,000 KNC grant software/iPads, etc.

Personnel

Staff All staff

Board Blake Lisenby, Alex Morrison, rest of existing advocacy task force

Volunteer ____________________________________________________________________________

Consultant Albany & Decatur as advisers, Jeffrey Monroe, Tom Buttram

Measures of Success

Passing legislation along with consolidation and increase in code enforcement cases

40

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (2)

LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development

SHORT RANGE OBJECTIVE Assist in creating policy that facilitates walkability

BARRIERS TO ACHIEVING THE OBJECTIVE Funding

Activities Completion Person Responsible Date Explore current codes/improvement plans 02/13 Task force Draft list of improvements 10/13 Alex Morrison/Task force Support UDA/ECD as they propose improvements to 12/13 Task force consolidation committees???

Explore possible grant options for improvements 12/14 Task force/staff

Skills needed research, grant-­‐writing, communication

Technical Services needed Agencies

Budget

Event/Activity Amount Source N/A

Personnel

Staff Josh/Janis

Board Alex Morrison/existing task force

Volunteer Wanzina Jackson, Pearlie Toliver, city employees

Consultant ____________________________________________________________________________

Measures of Success

Funding secured, improvements made

41

Appendix

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (3)

LONG RANGE GOAL HMF should have a larger influence on political and civic issues that

affect historic preservation and development

SHORT RANGE OBJECTIVE Advocate to state and local officials for more and additional state tax programs for historic preservation and job creating purposes

BARRIERS TO ACHIEVING THE OBJECTIVE Access to legislators

Activities Completion Person Responsible Date Lobbying to local delegation to pass Downtown Renaissance 01/13 Board/task force Act? Identify potential relationships between HMF & legislators Ongoing Task force Hold breakfast workshop/presentation with legislators 01/13 Board/task force/Josh

Skills needed communication

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source Breakfast/event with legislators $200–$250 Operating

Personnel

Staff Josh

Board Task force

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

Legislation passed/funded; relationships made

42

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (4)

LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development

SHORT RANGE OBJECTIVE Advocate for better parking system downtown and residential

neighborhoods-­‐-­‐ needed for rehab of historic commercial properties

BARRIERS TO ACHIEVING THE OBJECTIVE City Council, funding

Activities Completion Date Review parking code/plans 02/13

Person Responsible Alex Morrison/task force Alex/task force Alex/task force

Research options 03/13 Present a new plan 06/13

Skills needed research, writing, understanding of codes

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source N/A

Personnel

Staff ________________________________________________________________________________

Board Alex Morrison & task force

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

Plan adopted

43

Appendix

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (5)

LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development

SHORT RANGE OBJECTIVE Explore stronger ties with civic and fraternal organizations to help with fundraising and making HP part of their missions.

BARRIERS TO ACHIEVING THE OBJECTIVE Lack of knowledge about historic preservation benefits, other Macon organizations are already spread thin

Activities Completion Person Responsible Date Research related trade associations/groups with which to 06/13 Task force/Board form partnerships Form one major partnership with one of these groups 01/14 Task force/Board

Skills needed communication

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source N/A

Personnel

Staff ________________________________________________________________________________

Board All Board

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

Partnership(s) formed, increased awareness of HMF/historic preservation benefits

44

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (1)

45

LONG RANGE GOAL Develop a fully-­‐staffed, fully-­‐funded, financially sustainable organization.

SHORT RANGE OBJECTIVE Within 6 mos come up with a plan to raise $100,000 an implement within 18 mos

BARRIERS TO ACHIEVING THE OBJECTIVE Economic challenges, relatively narrow donor base, lack of corporate support, inefficiencies with some events

Activities Completion Person Responsible Date Existing task force accepts charge of developing plan 11/8/12 Task force Hold first meeting 12/4/12 Task force Develop categories to investigate for fundraising 12/4/12 Task force Draft plan for additional fundraising 3/1/13 Task force Approve comprehensive plan for additional $100k 4/2/13 Trustees

Skills needed Comparative research, fundraising, events management, best practices review

Technical Services needed None

Budget

Event/Activity Amount Source none

Personnel

Staff _Josh, Cantey, Janis, Jennifer, Carrie Board Existing task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________

Categories to be investigated

1) Real estate and construction fundraising, 2) Event fundraising, 3) Corporate giving

Measures of Success

Sustainable ability to raise $450,000 per year in operating revenue by fiscal year 2013-­‐2014

Appendix

GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (2)

LONG RANGE GOAL Develop a fully-­‐staffed, fully-­‐funded, financially sustainable organization.

SHORT RANGE OBJECTIVE Develop plan & policy for revolving fund in construction & marketing within 90 days

BARRIERS TO ACHIEVING THE OBJECTIVE No national best practices or comparable organizations, no existing consolidated statement of current policies, each project is unique

Activities Completion Person Responsible Date Staff drafts a summary of current policies and procedures 12/31/12 Josh Existing task force reviews/edits policies 1/31/13 Task force Executive considers edited policy document 3/5/13 Exec

Skills needed Knowledge of existing procedures, knowledge of private market real estate development, organizational skills

Technical Services needed none

Budget

Event/Activity Amount Source

Personnel

Staff Josh

Board __Existing task force

Volunteer ____________________________________________________________________________

Consultant ___________________________________________________________________________

Measures of Success

Revolving Fund policy adopted by Executive Committee in March.

46

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (3)

LONG RANGE GOAL Develop a fully-­‐staffed, fully-­‐funded, financially sustainable organization.

SHORT RANGE OBJECTIVE Hire a consultant to conduct and complete a feasibility study for a capital campaign

BARRIERS TO ACHIEVING THE OBJECTIVE Identifying capital needs for campaign, raising funds to hire consultant, developing Board commitment to conducting campaign

Activities Completion Person Responsible Date Determine $3-­‐$5 million in capital needs June 2013 Existing/new task force Investigate/secure funding necessary to hire consultant June 2013 Staff Bid feasibility study September Staff 2013 Solicit Board commitment to enact campaign September Trustees 2013 Launch and conduct campaign March 2014 Trustees Complete successful campaign March 2015 Trustees

Skills needed Fundraising, capital campaign planning, marketing

Technical Services needed ______________________________________________________________

Budget

Event/Activity Amount Source Hire consultant $50,000 unknown Develop collateral $15,000 unknown Run campaign Staff/board time

Personnel Staff Janis and Josh__ Board Existing task force Volunteer ____________________________________________________________________________ Consultant To be bid and hired

Measures of Success

Secure gifts and pledges totaling $3 to $5 million by March of 2015

47

Appendix

GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (4)

LONG RANGE GOAL Develop a fully-­‐staffed, fully-­‐funded, financially sustainable organization.

SHORT RANGE OBJECTIVE Plan & launch real estate donation and planned giving for endowment.

BARRIERS TO ACHIEVING THE OBJECTIVE Real estate knowledge, real estate market conditions, staff abilities, relationships with banks, relationships with banks, HUD programs

Activities Completion Person Responsible Date Develop a marketing plan for RE and planned gifts April 2014 Jennifer, Claude Smith, Kathryn Dennis Present plan to members, CPAs, Attys, financial advisors

Launch a planned giving campaign 2014

Make program sustainable and consistent

Receive gifts of real estate and estate gifts

Skills needed Knowledge of tax advantages, ability to advise potential donors

Technical Services needed Tax and tax law assistance

Budget

Event/Activity Amount Source Design marketing materials $20,000 +/-­‐

Meet with financial professionals Staff/board time

Personnel

Staff Jennifer & Janis

Board _______________________________________________________________________________

Volunteer Kathryn Dennis, Claude Smith

Consultant ___________________________________________________________________________

Measures of Success

Receive one Real Estate gift per year and achieve ten additional announced planned gifts.

48

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (1)

49

LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation.

SHORT RANGE OBJECTIVE Historic Macon Foundation will start revitalization efforts in the CBD/Downtown residential/commercial) when a building is identified

BARRIERS TO ACHIEVING THE OBJECTIVE None

Activities Completion Person Responsible Date Locate a possible building for conversion to lofts October Staff/Preservation 2012 Committee Perform due diligence December Staff/Preservation 2012 Committee Purchase property December Staff/Preservation 2012 Committee Rehabilitate into lofts and market for sale October Staff/Preservation 2013 Committee Sell lofts and storefront to owner-­‐occupant January Staff/Preservation 2014 Committee

Skills needed Real estate development, project planning, finance, marketing

Technical Services needed Construction management, architecture, structural engineering

Budget

Event/Activity Amount Source Purchase and rehab building $500k-­‐$750k Peyton Anderson Rev. fund

Personnel

Staff Josh and Carrie

Board Preservation Committee

Volunteer None

Consultant Architect, Structural Engineer, General Contractor/Construction Manager, Subs

Measures of Success

A downtown building is converted into loft housing and sold to owner occupants

Appendix

GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (2)

LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation.

SHORT RANGE OBJECTIVE Historic Macon Foundation will stay the course in Beall's Hill.

The Preservation Committee should start working towards identifying the next neighborhood revitalization project.

BARRIERS TO ACHIEVING THE OBJECTIVE Locating a viable neighborhood, continuing success in Beall’s Hill, raising necessary funds, market conditions, partnerships, staff capacity

Activities Completion Person Responsible Date Ensure 10-­‐15 units per year in Beall’s Hill Dec. 2015 Staff/Pres.

Committee Compile list of possible future project areas July 2013 Staff Select the next project area/neighborhood Dec. 2013 Pres. Committee Initiate project planning (marketing, master, fundraising) Dec. 2013 Hired consultants Start project July 2015 Staff

Skills needed Neighborhood revitalization, building partnerships, rehabilitation, marketing, fundraising

Technical Services needed urban planning, architecture, market studies, master planning, community engagement

Budget

Event/Activity Amount Source Triage consultant $15,000 ?

Master planner $150,000 ?

Market study $15,000 ?

Personnel

Staff Josh and Carrie

Board Preservation Committee

Volunteer ____________________________________________________________________________

Consultant Master Planner, Fundraising consultant, Market Analyst, Urban Planner

Measures of Success 30-­‐45 additional units built or rehabbed in Beall’s Hill, Committed to revitalize a new neighborhood

50

Historic Macon Foundation | STRATEGIC PLAN

GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (3)

LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation.

SHORT RANGE OBJECTIVE Historic Macon Foundation will conceptualize a stabilization and

revitalization plan for Hardeman Avenue and Georgia Avenue as gateways to Downtown loft development.

51

BARRIERS TO ACHIEVING THE OBJECTIVE size of structures, cost of infrastructure, HMF inexperienced with infrastructure, funding, political will, forcing private owners to maintain structures

Activities Completion Person Responsible Date Survey existing conditions Dec. 2013 Staff and volunteers Develop a plan of action Dec. 2014 Pres. Committee Encourage private maintenance and upkeep Dec. 2015 Pres. Committee Comprehensive plan adopted by Pres. Committee Dec. 2015 Pres. Committee

Skills needed code enforcement, project planning, building partnerships, identifying funding

Technical Services needed traffic engineering, urban planning, code enforcement

Budget

Event/Activity Amount Source Survey area/properties $5,000

Planning consultant $30,000

Demo by neglect legislation $15,000

Personnel

Staff Josh and Carrie

Board Preservation Committee

Volunteer ____________________________________________________________________________

Consultant Legal, Traffic Engineering, Urban Planning

Measures of Success

Comprehensive plan to stabilize and revitalize downtown gateways from I-­‐75 adopted by Preservation Committee

Appendix

GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (4)

LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation.

SHORT RANGE OBJECTIVE Historic Macon Foundation will implement the action plan called for in the Rose Hill master plan.

BARRIERS TO ACHIEVING THE OBJECTIVE Political constraints, lack of funds, small committee, no staff, public resources and funding

Activities Completion Person Responsible Date Review and edit master plan July 2013 Rose Hill Committee Ratify master plan July 2013 Rose Hill Committee Raise funds for Phase 1 of master plan, as edited December Rose Hill Committee 2015 Implement Phase 1 of master plan December Rose Hill Committee 2016

Skills needed project planning, fundraising_

Technical Services needed landscape architecture, monument maintenance, cemetery management

Budget

Event/Activity Amount Source Phase 1 of master plan $1 million +/-­‐ ?

Fundraising consultant $50,000 Part of capital campaign?

Personnel

Staff ___Janis _

Board _Rose Hill Committee

Volunteer Local government

Consultant _fundraising

Measures of Success

Phase 1 of the Rose Hill master plan underway by December of 2016

52

Historic Macon Foundation | STRATEGIC PLAN

ADDITIONAL NOTES - DIVERSITY | Prepared by Diversity Task Force during HMF’s strategic planing retreat and designed/compiled by Amy Abel-Kiker

HMF Strategic Planning Session, Day 2 (August 18th, 2012) resurrect reinvest forward momentum through reflection on the past <respect for the past PRESERVE OUR COMMUNITY Concepts: heritage culture inspiring investment in the soul of a community heartbeat of the community active verbs: relive drive advocate transform inspire evoke HMF: Revitalize community by sharing history and preserving architecture.

Goal Setting:

Outside: -Reaching out to more of Macon; pull in people who arenʼt necessarily living in a historic home or live in the “historic district”. Get people (outside our group), involved in and passionate about rose hill, riverside, washington park, the indian mounds, etc.

-inclusion -maintain forward momentum through reflection on the past <respect for the past -Promote unity< owners, renters, young, old, Mercer students, " >Mercer is bringing back football...why not do some digging and find out about the original " mercer football team and the local Macon athletes who participated. (sports=something " everyone can connect over) (resurrect a college football team) -Remember: itʼs not just about the buildings:WHAT IS “HISTORIC MACON” TO EVERYONE ELSE?!

Books, Music (Otis Redding, the Allman Brothers), Community Gardens -Lifestyle: instill an appreciation for the culture of Macon by promoting an active lifestyle of revitalization. *invest in collaborative efforts throughout the community to create a more inclusive overall impact;Define the meaning of MACON HISTORY for everyone. {find out what Macon history really is for everyone. find the true heartbeat of what we call our community} -Become the ʻgo toʼ. Play an active role (somehow) to impact the public school system and help instill and inspire pride and future investment in Macon. internally: -Partnering with other organizations who have similar goals and missions. (rebuilding macon, InTown, etc.) Too many organizations struggling for identity to attain similar goals.

-inspire renewed energy by involving membership in smaller grassroots efforts. Many members just come to parties.

53

Appendix

HMF: IMPACT OF OUTREACH

HMF

Membership

InTown Neighborhood

Historic Neighborhoods Macon-Bibb Residents

54

Historic Macon Foundation | STRATEGIC PLAN

ORGANIZING GOALS

FINANCIAL STABILITY -capital campaign -funding sources -corporate sponsorships -secure financial resources -compensate staff -create strong financial committee to include business leaders -establish huge operating endowment INTERNAL/ OPERATIONAL -build appropriate infrastructure -Increase staff capacity -develop procedures/internal policy -Governance chair/committee -hire assistant executive director -clarify role of the cottage -work with board of education OUTREACH/EDUCATION -continue/increase cultural outreach -show value of HP to pride, environment and sense of identity -educate broader community through active outreach -promote tourism -promote use and contribution to archives -educate realtors -increase membership -increase positive public perception/PR -publicize HMF locally and Nationally DIVERSITY

-Advocate for new tools for buildings.

-est. local advocacy network -use consolidation to create BPs in code/ordinances -walkability -larger influence on political issues ADVOCACY

-collaborate with other organizations -engage underserved populations -invest in inclusive efforts to create lasting impact.

-build partnerships between local groups REVITALIZATION -make awards more open -identify next neighborhood -revitalization efforts for downtown businesses -facilitate participation in tax credits -Rose Hill -increase natʼnl register listing -GA Ave improvements -continue Beallʼs Hill efforts/projects -place-based community/community owned rehab..empower people to revitalize on their own

55

Appendix

Objectives: Diversity

1.Engage unreached community members “unreached”=(age groups, geographic locations, socioeconomic groups, business professionals {realtors}, students, renters, ethnic groups, etc.) a.double the membership of the young patrons tier within one calendar year. b.Apply for a grant to start a community-specific oral history project (partner with Douglas theater, *African American churches {involve pastors, business leaders}) c.Empower community groups (such as African American churches), by reaching out to their leaders and including them in HMF decision-making.

This will increase the diversity amongst our membership, as well as provide new insight and perspective within our community. d.Continue outreach through childrenʼs camps, expanding on the current program to include site visits to historic places.

2. Reach out to and partner with other organizations and groups (educational, private sector, neighborhood associations)...finding untold stories e.Identify three outside organizations with similar and complementary goals to collaborate on a project with inclusive impact. f. Reach out to the neighborhood associations to distribute HMF information. g.Tie history to tourism, focusing on Maconʼs rich history of diversity. Great resource/example (Mary Ruffinʼs website: www.hanburypreservation.com/ projects/natchez) 3. Promote a preservation ethic throughout the community. h.take film shorts to different groups throughout the community, to promote HMF and an ethic of preservation and revitalization. i. include a “cheat sheet” of information for neighborhoods, etc..

4. Engage all tiers of membership to take an active role (promote a sense of ownership within our own diverse organization). i. Create a survey for all members j. Welcome Committee/Welcome visit from a board member/packet (revisit welcome basket idea) k.Implement a mentor program to facilitate working relationships between 1st and 3rd year board members/ of general membership.

56

Historic Macon Foundation | STRATEGIC PLAN

2009 STRATEGIC PLAN PROGRESS REPORT | Nancy Tinker, Senior Program Officer, Karen Nickless, Field Representative. Prepared by: Southern Office, National Trust for Historic Preservation 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 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.

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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  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 Strategic Planning Phase II Assessment Report

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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)

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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 a Development Consultant Strategic Planning Phase II Assessment Report Page 8 IDENTIFIED OPPORTUNITIES AND THREATS Opportunities Threats Use Staff Expertise to Address The Perception Exists That Macon is a

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Identify 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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Campaign in 15 Years We Should Better Leverage Membership

Appendix

D. Accomplishments 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: Strategic Planning Phase II Assessment Report Page 9  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)

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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

•

Historic Macon Foundation is the leader in preservation in Middle Georgia. In 2010, Historic Macon Foundation surpassed every other preservation non-profit in America by completing the most revolving fund projects. Historic Macon continues to operate the most productive revolving fund, completing 10 to 15 projects per year

Short Range Objective: • Educate the public and local officials on the economic impacts of historic preservation •

Historic Macon Foundation hosted a work session for City Council in Beall’s Hill, in addition to attending regular Council Committee meetings. By interpreting the City’s benefits in property taxes and job creation, the City is a strong partner.

Additional objectives, identified during board discussion include: • Save endangered structures •

Mixed- We lost the Valentine house, but are working on ordinance changes to prevent “demolition by neglect.” Our quick pace in Beall’s Hill is saving homes that are on the City’s demolition list by restoring them faster than the City can tear them down. We also have had several successful “passthrough” arrangements to get difficult properties into developer’s hands.

•

Revitalize and preserve Macon’s historic neighborhoods

•

The founding of revolving loan funds for facades was a goal we hadn’t even imagined, but thousands of homeowners are now eligible for low interest loans for façade improvements, expanding our impact to new neighborhoods. Sophisticated marketing of tax credit benefits has also expanded our impact.

Finally, expanding and founding historic districts has helped raise awareness for historic preservation and its benefits.

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•

Extend rehabilitation activities into the downtown

•

Mixed- started a façade loan program, but still need money for a true acquisition/rehab/sale fund

•

Serve as a clearinghouse for preservation in Macon and Middle Georgia

•

Josh has mentored organizations in Thomasville, GA and Winston-Salem, NC and given countless speeches to local civic groups and neighborhood groups.

•

Provide fee-for-service assistance

•

Increased from several hundreds dollars of fee-for-service work to several thousands of dollars, including federal and state applications for historic tax credits.

•

Subject matter experts for business community and economic development

•

Also evidenced by Josh’s extensive public speaking and consulting schedule, including a work session at the National Convening of Revolving Fund directors in 2011 in Buffalo, NY.

•

Leader in public policy for historic preservation

•

Drafting legislation to prevent demolition by neglect.

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.

•

On July 12, 2011, Historic Macon Foundation hosted a work session and walking tour for City Council to learn more about the Beall’s Hill revitalization project and the positive economic and social work of Historic Macon’s programs. In addition, a new and unforeseen partnership with the Hills and Heights Development Corporation provides a venue for Historic Macon Foundation to report quarterly

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to the Mayor of Macon, the President of Mercer University and the Executive Director of the Macon Housing Authority, keeping our partners informed and engaged.

Strategy 2, Marketing Preservation Services • 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.

•

The Executive Director has delivered dozens of speeches about historic preservation and Historic Macon’s impact. More substantially, the organization has built and maintains one of the most visited websites of any non-profit in Middle Georgia full of information about preservation incentives, including case studies.

The organization also printed and distributes professionally designed rack cards on various topics related to historic preservation. The weekly email newsletter also reaches 1,000 constituents with an average open rate above 30%, well above industry standards.

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.

•

The organization has truly excelled in this area. Every property owned by Historic Macon Foundation at the time of this report has been successfully rehabilitated and revolved to a new owner. The organization undertakes between ten and fifteen rehabilitation projects per year, many multiples of the goal of two per year. Work continues three blocks deeper into Beall’s Hill than in 2009.

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

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building; open building to downtown residents and provide docents to guide people through the building.

•

This goal has taken much longer to develop. An option acquired by Historic Macon Foundation on 377 Cotton Ave eventually matured into a deal with a private developer to rehabilitate the building into loft apartments, though construction has not started. The organization adopted an alternate strategy of raising additional revolving funds to actually undertake rehabilitation projects downtown on the same model as used in Beall’s Hill, focusing on attracting owner-occupants to fully finished lofts constructed by Historic Macon Foundation. In October 2011, the Peyton Anderson Foundation announced a $250,000 challenge grant to begin this work. Upon meeting the challenge, Historic Macon Foundation will purchase a downtown building and commence work.

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.

•

Little progress has been made towards this goal. None of our current foundation partners are interested in funding such a program. The most likely source of funds is an estate gift. The organization has paid down hundreds of thousands of dollars in debt, creating a $300,000 line of credit that can be used for emergency acquisition. Access to these funds is dependent on revolving the property quickly and paying interest while the funds are deployed, which is not the best situation possible. More work will have to be done in this area if Historic Macon Foundation want to acquire properties that have little ore no viable economic use, or where the loss on rehabilitation will be over $100,000.

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

by Historic Macon.

•

In January of 2011, Historic Macon Foundation was granted a property tax exemption on all properties.

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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.

• 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 preservation your home- A service researched and well-written of your • The only contracted for feeshistory has been the residence, investment property or business.

The history will include all creation of tax credit qualified rehabilitation plans, and filing these evidence regarding construction dates, a history of the plans to help private developers secure Federal andneighborhood, State incentives pictures of deeds and plats, stories about previous owners, a description for historic preservation. The organization has completed or is in the of the elements of style of the property and a description of your process completing plans for properties for fees totaling more ownershipofand improvements.

The26 history will include photographs from thanlocal $15,000.

This service not only raises professional unrestrictedpictures funds for the the archives when available and current of the organization, but also encourages owners of historic properties to property.

• make Repairinvestments and Improvement ConsultationA professional preservationist in rehabilitation and maintenance.

In addition,from Historic Macon will make a site visit to your property to help diagnose professional advice offered by Historic Macon Foundation ensures problems or define repairs.

We will also recommend a qualified contractor that rehabilitation projects are properly done. to perform the work.

Priority Goal Two: Financial and Organizational •

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Create a solvent, fully funded, fully staff organization

Short Range Objective: Strategic Planning Phase II Assessment Report Page 17 • Create a comprehensive development plan which includes planned giving Additional objectives, identified during board discussion include:

than $15,000. This service not only raises unrestricted funds for the organization, but also encourages owners of historic properties to make investments in rehabilitation and maintenance. In addition, professional advice offered by Historic Macon Foundation ensures that rehabilitation projects are properly done.

Appendix

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 Strategic Planning Phase II Assessment Report Page 18 • The organization returned to an operating surplus for the year ended April 30, 2011, after five years of operating in the red. The operating surplus was over $90,000, or more than 20% of the operating budget for the organization. Investments in revitalization work have also more than doubled, from $240,000 in 2009 to $1,182,092 in 2011. We have also nearly doubled cash and cash equivalents on hand, from $244,826 to $477,657. This increase along with other assets means the organization currently has 33 months of operating expenses in reserve. In addition, the organization has increased its program efficiency, resulting in over 70% of total expenses devoted to mission programs. These changes put the organization on a sustainable financial path, with prospects trending positive.

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.

•

The organization has significantly increased fundraising from grant agencies. Especially important, new foundation partners have made significant investments in Historic Macon Foundation, launching programs like the façade loan program, where private building owners can borrow low interest funds to maintain and upgrade their properties. Since this plan was

72

reserve. In addition, the organization has increased its program

Historic Macon Foundation | STRATEGIC PLAN efficiency, resulting in over 70% of total expenses devoted to

mission programs. These changes put the organization on a sustainable financial path, with prospects trending positive.

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.

•

The organization has significantly increased fundraising from grant agencies. Especially important, new foundation partners have made significant investments in Historic Macon Foundation, launching programs like the façade loan program, where private building owners can borrow low interest funds to maintain and upgrade their properties. Since this plan was adopted, the organization has raised over $400,000 from foundation partners. No progress has been made towards launching a capital campaign and no membership dues have increased.

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 meaningful board participation. We will seek influential people as potential trustees.

We willReport explore fewer fundraising events.

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The organization is fully staffed for the first time since the recession, with four-full time employees and two part-time employees. The number of Patron members has doubled since 2009. The Board now accepts a time contribution for members in lieu of monetary donations for Board service.

Most members of the Board are still working people dedicated to historic preservation. The organization has drastically reduced the number and frequency of fundraising events and attaches these events to a mission-related purpose, such as publishing an educational book about architecture.

Appendix

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.

•

The membership program has expanded greatly, and better organization keeps records clean. Members are not counted active after 60 days past renewal date. Membership income has doubled by asking members to upgrade one level. Total numbers of households is up about 50%, to 550, but far short of our goal of 1,000.

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.

The organization has recruited 171 new members in the last twelve months and continues as 21 Strategic Planning Phase II Assessment Report to emphasize membershipPage the lifeblood of Historic Macon Foundation. Last year, members volunteered over 2,000 hours of service to the organziation •

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.

•

Very little progress has been made in diversifying membership

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the lifeblood of Historic Macon Foundation. Last year, members volunteered over 2,000 hours of service to the Historic Macon Foundation | STRATEGIC PLAN organziation 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.

•

Very little progress has been made in diversifying membership ethnically or racially. The organization has recruited several minority members to the Board of Trustees, but concrete strategies for broadening the membership base to include more diverse communities needs to continue to be a goal.

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 Strategic Planning Phase II Assessment Report

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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 PR functions are now centralized in a fulltime

professional position. Thanks to this employee, the organization averages over 2,000 visits and over 7,000 page views per month. The e-blast is delivered weekly to 1,000 constituents with an average open rate above 30% and an average click-rate above 30%, both well ahead of comparable organization’s email communications. The organization also has secured ongoing media partnerships from Cox Communications and The Telegraph, worth over $20,000 each year.Phase II Assessment Report Strategic Planning Page 23

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

76

Historic Macon Foundation | STRATEGIC PLAN Communications and The Telegraph, worth over $20,000 each

year.

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

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•

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

•

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.

The Cottage has really become the educational arm of Historic Macon Foundation, hosting standing-room-only Sidney’s Salons each month. Rental revenue from the Cottage has doubled since 2009, as has revenue from gift shop sales.

Funds held by the Sidney Lanier Cottage Endowment were transferred and consolidated at the Community Foundation of Central Georgia in 2010. New donations and investment performance have increased the value by 20%, to nearly $100,000. The physical plant of the Cottage has been improved by over $50,000 in foundation grants and interest income from the Guild. Upgrades to the kitchen include a Garland range, an ice machine, new stainless steel shelving and tables and an ultra-efficient washing machine and clothes dryer for in-house linen service for rentals. The back exterior has been repainted and water stains in the ceiling have been Strategic Planning Phase II Assessment Report Page 25 repaired.

•

III. RECOMMEDATIONS

78

Historic Macon Foundation PLAN and water stains in the ceiling have been has| STRATEGIC been repainted

repaired.

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 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

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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 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 Strategic Planning Phase II Assessment Report

Page 27

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Historic Macon Foundation | STRATEGIC PLAN

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.

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.

Strategic Planning Phase II Assessment Report 81

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Provide fee-for-service assistance

PROVIDE

Serve as a clearinghouse for preservation in Macon and Middle Georgia; become subject matter experts for business community and economic development

SERVE

Extend rehabilitation activities into downtown

EXTEND

Revitalize and preserve Macon’s historic neighborhoods; finish rehabilitation activity in lower Beall’s Hill

REVITALIZE

Save endangered structures; accrue enough capital to create a revolving fund to save buildings from immediate demolition

SAVE

Educate the public and local officials on the economic impacts of historic preservation

+ Increased fee-for-service work from several hundreds of dollars to several thousands of dollars + Filed more than 35 successful federal and state applications for historic tax credits + Began encouraging owners of historic properties to make investments in rehabilitation and maintenance

+ Mentored organizations in Thomasville, GA and Winston-Salem, NC + Executive Director has delivered speeches to local civic groups and neighborhood groups + Began consulting with private developers and homeowners + Led a work session at the National Convening of Revolving Fund directors in Buffalo, NY + Added content on preservation incentives and case studies to website that now maintains high visitation

+ Started a façade loan program specifically for downtown - Need money for a true acquisition/rehabilitation/sale fund

+ Established low-interest revolving loan funds for façades, which expands impact to new neighborhoods + Marketed of tax credit benefits + Began undertaking between 10 and 15 rehabilitation projects per year in Beall’s Hill, exceeding goal of two per year + Continued work three blocks deeper into Beall’s Hill than in 2009 + Adding over 750 properties to the National Register of Historic Places by establishing the Ingleside Historic District and expanding the Shirley Hills Historic District

+ Created $300,000 line of credit to be used for emergency acquisition by paying down debt + Began drafting legislation to prevent “demolition by neglect” + Restored homes in Beall’s Hill faster than the City could tear them down + Made several successful “pass-through” arrangements to get difficult properties into developer’s hands for little or no cost + Partnered with Mercer University to relocate three historic homes and save them from demolition - Failed to interest foundation partners in funding a program to save endangered buildings from immediate demolition - Lost the Valentine house at 306 Orange St. due to structural failure from neglect - More work to be done in emergency acquisition if Historic Macon is to acquire properties that have little or no viable economic use

+ Published architectural styles guide to Macon + Hosted a work session for City Council in Beall’s Hill + Attended regular Council Committee meetings + Interpreted the City’s benefits in property taxes and job creation + Created strong partnerships with the City of Macon and the Hills and Heights Development Corporation + Received a grant to create an educational video series

EDUCATE

PRESERVATION & PRESERVATION SERVICES

PROGRESS

FINANCIAL & ORGANIZATIONAL MEMBERSHIP

STRATEGIC PLAN

MARKETING & IMAGE

GOAL

Historic Macon Foundation is the leader in preservation in Middle Georgia. In 2010, Historic Macon surpassed every other preservation nonprofit in America by completing the most revolving fund projects. Historic Macon continues to operate the most productive revolving fund, completing 10–15 projects per year.

SIDNEY LANIER COTTAGE

PRESERVATION & PRESERVATION SERVICES

1

Appendix

2009 STRATEGIC PLAN IMPLEMENTATION REPORT

82

Apply for collaborative grants

APPLY

Create a comprehensive development plan which includes planned giving

CREATE

Expand organizational structure by becoming fully-staffed, identifying volunteers to research grant opportunities, increasing the numbers of Patron-level members, exploring requirements to join the Board of Trustees and executing fewer fundraising events

EXPAND

PRESERVATION & PRESERVATION SERVICES

+ Began working with Macon Arts Alliance to convert retired cigarette vending machines to vend art

+ Created planned giving program with five planned gift donors committed - Failed to create a comprehensive development plan

+ Became fully-staffed for the first time since the recession (four full-time employees and two part-time employees) + Doubled the number of Patron-level members since 2009 + Began accepting a time contribution for members of the Board in lieu of monetary donations for Board service + Recruited Board members who are working people dedicated to historic preservation + Reduced the number and frequency of fundraising events and attached the events to a mission-related purpose

+ Increased fundraising from grant agencies + Secured grants from three foundations for the very first time + Received over $400,000 from foundation partners since 2009 - No progress toward launching capital campaign - No increase in membership dues

EXPLORE

Explore other foundations and untapped resources, i.e., grant collaboration, planned giving, capital campaign, increasing membership dues

PROGRESS

GOAL

Historic Macon returned to an operating surplus (for the year ending April 30, 2011) after five years of operating in the red. The surplus was over $90,000 (more than 20 percent of the operating budget). Investments in revitalization work have more than doubled, and we have nearly doubled cash and cash equivalents on hand, resulting in 33 months of operating expenses in reserve. Program efficiency has increased as well, resulting in over 70 percent of total expenses devoted to mission programs. These changes put the organization on a sustainable financial path, with prospects trending positive.

FINANCIAL & ORGANIZATIONAL MEMBERSHIP

STRATEGIC PLAN

MARKETING & IMAGE

83 SIDNEY LANIER COTTAGE

FINANCIAL & ORGANIZATIONAL

2

Historic Macon Foundation | STRATEGIC PLAN

Target potential minority members living within historic districts to increase diversity

DIVERSIFY

Recruit new members through direct appeal and provisional memberships, contact via newsletters, emails and an improved website

RECRUIT

FINANCIAL & ORGANIZATIONAL MEMBERSHIP

PRESERVATION & PRESERVATION SERVICES

+ Recruited several minority members to the Board of Trustees - Concrete strategies for broadening membership base to include more diverse communities continues to be a goal - Little progress has been made in diversifying membership ethnically or racially

+ Recruited 171 new member households in the last 12 months + Continued emphasis of membership as the lifeblood of Historic Macon Foundation + Members volunteered over 2,000 hours of service to the organization in 2010 + Began sending eblast weekly to membership base and some potential members + Quarterly newsletter distributed + Started website design and navigation improvements

+ Expanded membership program greatly, better organization keeps records clean + Admitted member loss after 60 days past renewal date + Doubled income from membership by asking members to upgrade one level + Increased total number of member households 50 percent to 550 + Distributed quarterly newsletter + Began sending weekly eblast - Failed to reach goal of 1,000 members

INCREASE

Increase members to 1,000 while retaining existing members, track and release member status, admit â&#x20AC;&#x153;lossâ&#x20AC;? at 60 days, renew efforts to re-sign, distribute timely and mission-oriented information through newsletters and emails

PROGRESS

GOAL

Historic Macon strives to be a membership-driven organization and aspires to be the organization everyone wants to join. By working towards developing a more diverse membership inclusive of race, age, lifestyle choice and location, offering the a beneficial membership and recruiting more volunteers, Historic Macon has been increasing its membership base and recruiting new members as well as retaining existing members.

MARKETING & IMAGE

STRATEGIC PLAN SIDNEY LANIER COTTAGE

MEMBERSHIP

3

Appendix

84

Send weekly eblasts with relevant news, updates, event information and photos

SEND

Distribute information to local media entities to get placement and increase public awareness of Historic Macon activities

DISTRIBUTE

Improve the website by updating frequently with relevant information to get more traffic

IMPROVE

+ Sent weekly eblast consistently to 1,000 constituents + Reached average open rate and click-through rate of 30 percent, well ahead of comparable organizations’ email communications

+ Distributed press releases announcing news and events and to a press list of about 40 local media contacts + Placed event information consistently on five local event listing sites + Macon Magazine began running a Historic Macon Update segment every issue + Arranged interviews on local broadcast news stations to promote upcoming events - Distribution needs to be expanded to regional and national media for certain newsworthy activities

+ Historic Macon website averaged over 2,000 visits and 7,000 page views per month + Updated website frequently with recent news, events and photos + Added social media links to website + Website redesign in progress - Navigability, visual hierarchy and readability of website content need improvement

+ Gained 584 Facebook fans and growing + Gained 323 Twitter followers and growing + Posted status updates, photos and events to Facebook and Twitter more frequently to continually engage followers + Began interacting by responding to followers’ comments, participating in conversations and following those who follow our pages + Created Historic Macon blog - Blog should be updated more frequently - Posts on social media outlets should include more issues and news on historic preservation, not just the organization’s events/news

NETWORK

Network through the use of social media sites, including Facebook, Twitter and Blogger

PROGRESS

PRESERVATION & PRESERVATION SERVICES

GOAL

Marketing and public relations functions at Historic Macon are now centralized in a full-time professional position. Thanks to this employee, website traffic has increased, an eblast is sent out consistently and promotional materials are distributed in a timely manner. Historic Macon has also secured ongoing media partnerships from Cox Communications and the Telegraph, worth over $20,000 each year. The following goals are ways to increase awareness of what the organization does and educate the public on the benefits of historic preservation.

FINANCIAL & ORGANIZATIONAL MEMBERSHIP

STRATEGIC PLAN

MARKETING & IMAGE

85 SIDNEY LANIER COTTAGE

MARKETING & IMAGE

4

Historic Macon Foundation | STRATEGIC PLAN

Honor major previous grants given to the Cottage by local foundations; recognize past and present stakeholders

HONOR

Sustain the Cottage through grants and foundation support, education programs, museum admissions and endowment returns

SUSTAIN

Inform visitors of Historic Macon activities; provide them with a membership packet, newsletter and general information

INFORM

Encourage more collaboration with other house museums, historical organizations and the CVB to increase visibility and visitation

ENCOURAGE

Maximize the use of the Cottage as a rental facility with new equipment and other building repairs

MAXIMIZE

PRESERVATION & PRESERVATION SERVICES

+ Started plans to revive the tradition of a summer camp for kids on history and architecture - No major changes or progress implemented

+ Doubled revenue from gift shop sales to $7,000/year since 2009 + Partnered with Mercer to create the Sidney Lanier Prize for Southern Literature, the first and only national prize for southern literature, being awarded in 2012 + Cottage Endowment funds were transferred and consolidated by the Community Foundation of Central Georgia in 2010 + New donations and investment performance have increased the value by 20 percent to nearly $100,000 + Physical plant of the Cottage has been improved by over $50,000 in foundation grants and interest income from the Cottage Guild

+ Placed Historic Macon newsletters and event brochures/postcards in the foyer - Not all visitors given membership packets, newsletters and Historic Macon information - Need to inform visitors Historic Macon activities more consistently

+ Encouraged tourists and Cottage visitors to go to the Hay House and Cannonball House nearby for tours + Combination tickets for tours at the Sidney Lanier Cottage, Hay House and Cannonball House sold at all three locations - CVB discontinued sale of house museum tickets

MARKETING & IMAGE

STRATEGIC PLAN

FINANCIAL & ORGANIZATIONAL MEMBERSHIP

+ Upgraded the kitchen with a Garland range, an ice machine, new stainless steel shelving and tables + Added ultra-efficient washing machine and clothes dryer for in-house linen services + Doubled Cottage rental revenue to $18,000/year since 2009 + Repainted back exterior + Repaired water stains in ceiling - Drains in parking lot need repair

+ Moved Historic Macon headquarters to the Sidney Lanier Cottage + Consolidated staff in offices at the Cottage + Historic Macon committees and Board convene at the Cottage + Hosted successful Sidney’s Salons monthly

VIEW

View the Cottage as an integral part of Historic Macon’s identity and use it as a “flagship” location for programs, events, etc.

PROGRESS

GOAL

The Sidney Lanier Cottage promotes the legacy of poet and musician Sidney Lanier (1842–1881) and has national designations as a National Poetry Landmark, Landmark of American Music and a listing on the National Register of Historic Places. The Cottage has truly become the educational arm of Historic Macon Foundation.

SIDNEY LANIER COTTAGE

SIDNEY LANIER COTTAGE

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Historic Macon Foundation | STRATEGIC PLAN

PHASE II STRATEGIC PLAN 2013â&#x20AC;&#x201C;2016 Prepared by:

Mary Ruffin Hanbury Founding Principal

HISTORIC MACON FOUNDATION Physical Address: 935 High St., Macon, GA 31201 Mailing Address: P.O. Box 13358, Macon, GA 31208 Website: www.historicmacon.org Design/Layout by: Jennifer Mayer, Historic Macon Marketing & Public Relations Coordinator