Sculpture Center of Imperial Beach Strategic Plan

-Section title-

2011-2015 Strategic Plan

AADM 701 | Fall 2010 Professor Chance Farago Savannah College of Art and Design

1

Roxane Hill Katie Taylor RenĂŠe M. Malloy Katherine Wilson Strategic Plan

-Welcome-

Dear Friends,

Enclosed is the 2011-2015 Strategic Plan for the Sculpture Center of Imperial Beach (SCIB) in addition to the current 2010 year’s programming, fundraising, marketing, and financial plans. We are pleased to present this information as it will give you an idea of what this current year will bring, as well as our goals for the next five years.

Much passion, a bit of sweat, and a lot of effort have been dedicated to determine how SCIB can be improved. We reached out to you, our friends, for feedback and also to those in the community who have not yet experienced SCIB. Whether you participated in direct mail surveys or interviews while visiting SCIB or over the phone, your participation was phenomenal and for that we are grateful.

SCIB management staff, Board members, a committee of past Board members, Imperial Beach Arts College leaders (IBAC), and community leaders met to utilize the feedback to determine the direction of this strategic plan. After numerous meetings to evaluate the mission, vision, values, and feedback the strategic plan was established.

Within this plan you will see that we have maintained our mission, vision, and values but have set our sights on increasing our community involvement, environmental impact, collaboration with other universities, and enhancing student experiences for those attending the Imperial Beach Arts College.

We would like to thank everyone who provided feedback and the many staff, Board, and other participants who worked tirelessly to integrate the comments that we received into the strategic plan that we present to you in this booklet. It is our hope that you will see our hard work pay off, watch and celebrate with us as our goals come to fruition, and continue to support SCIB in the years to come (Sample Strategic Plan: 2005-2008).

Best Wishes,

Gabriela Montes Artistic Director

Strategic Plan

Welcome to SCIB

Executive Summary

4-5

Mission, Vision, & Values

6

SCIB History

7

Organizational Chart

8

SWOT Analysis

9

Positions at SCIB

10-12

Five-Year Plan

13-14

Finances

15-18

Operational plans

19-29

Marketing

30-43

Fundraising

44-49

Evaluation

50-51

Appendix

52-56

Works cited

57

Strategic Plan

-Executive Summary-

T

he Sculpture Center of Imperial Beach (SCIB) was founded in order for Imperial Beach Arts College (IBAC) to expand its mission to include environmental awareness.

IBAC chose to open a sculpture center connected to the college that could house environmentally friendly artwork, give IBAC students an opportunity to exhibit their pieces, reach out to the community, increase community art and environmental awareness, and increase collaboration with other colleges.

SCIB was founded with the mission that it exists to serve the Imperial Beach, California, greater San Diego, California, and Imperial Beach Arts College (IBAC) communities by striving to increase community involvement in the arts, connect IBAC students with industry leaders, provide an exhibition space for student and faculty artists while also supporting the college’s mission of furthering the arts by attracting potential students.

SCIB envisions making Imperial Beach, California a cultural destination as the premier sculpture arts center on the West Coast by featuring emerging IBAC student artists. SCIB also strives to become a national model for an environmentally sustainable arts organization.

SCIB is committed to the following values: • Being a student-centered organization • Featuring emerging IBAC student artists under the guidance of professional artists • Improving our community’s art awareness and appreciation • Providing an organizational example of ecologically sustainable accountability With SCIB acting as an arm of IBAC, SCIB’s Board is a sub-committee of the IBAC Board. SCIB’s Board committee oversees the Artistic Director, who supervises the Directors of Marketing and Operations, as well as the Curator of Education. The remaining work conducted in the day to day operations at SCIB is completed with the help of student and community volunteers.

Programming at SCIB adheres to the mission, vision, and values through its five individual programs. Those five programs include: Student Exhibitions, a Lecture Series, the Community Outreach program, the Artist in Residency Program, the Summer SCIB program for high school students, and SCIB at the

4

Strategic Plan

-Executive Summary-

Zoo. It is the hope to add a sixth program known as the Artists’ Mentor Program that will begin to be implemented in early 2011. Other events include faculty and established artist exhibitions.

SCIB currently addresses environmental awareness through its everyday practices, the Lecture Series, and SCIB at the Zoo. All printed materials use recycled paper to set an example of how eco-conscious operations should be run. The topics of lectures are to focus on environmental issues in the arts. The outdoor sculpture exhibition at the San Diego Zoo must be aware of the surroundings in which it will be exhibited in order to make it ecologically friendly for animals.

Four fundraising events are held each year to support programs and SCIB as a whole. Fundraising events range in price and audience, though each event aims to attract new donors, the IBAC community, and the Imperial Beach community. Our goal is to fundraise in a manner that is inclusive of our diverse community.

With the strategic plan in place, SCIB hopes to increase college collaboration, environmental awareness, efficiency, professional opportunities for IBAC students, and partnerships.

We believe in our cause, our vision, and our values and invite you to do the same (Sample Strategic Plan:2005-2008).

5

Strategic Plan

-Mission, Vision, & Values-

Mission Statement The Sculpture Center of Imperial Beach (SCIB) exists to serve the Imperial Beach, California, greater San Diego, and Imperial Beach Arts College (IBAC) communities by striving to increase community involvement in the arts, connect IBAC students with industry leaders, provide an exhibition space for student and faculty artists while also supporting the college’s mission of furthering the arts by attracting potential students.

Vision Statement The Sculpture Center of Imperial Beach will make Imperial Beach, California a cultural destination as the premier sculpture arts center on the West Coast by featuring emerging student artists.

SCIB also strives to become a national model for an environmentally sustainable arts organization.

SCIB is committed to the following values: • Being a student-centered organization • Featuring emerging IBAC student artists under the guidance of professional artists • Improving our community’s art awareness and appreciation • Providing an organizational example of ecologically sustainable accountability

6

Strategic Plan

-SCIB History-

History Of SCIB 1975 The Imperial Beach Arts College was founded.

1989 After the environmental catastrophe of the Exxon Valdez oil spill, IBAC incorporated eco-awareness and education into their mission. IBAC began plans to open a gallery space to display artists who care about the environment.

1992 Maria Sanchez, IBAC board member, alumna and community leader donated a waterfront warehouse (105 Seacoast Drive, Imperial Beach, CA 91932) to the college to host an eco-friendly art collection.

Spring 1993 Sculpture Center of Imperial Beach (SCIB) held its first exhibit featuring work of local California artists working exclusively with recycled materials.

2000 IBAC purchased land from the city of Imperial Beach to exhibit large scale outdoor art.

2009 SCIB invested in re-branding the organization.

7

Strategic Plan

-Organizational Chart-

Sculpture Center of Imperial Beach: Organizational Chart

IBAC College Board

Board Committee for SCIB

Board Program Committee

Board development Committee

Artistic Director

Marketing Director

Director of Operations

8

Curator of Education

Strategic Plan

-SWOT analysis-

SWOT Analysis Strengths • Built-in artistic talent from IBAC • Only gallery in Imperial Beach, CA • Thousands of possible volunteers • Good leadership and delegation of responsibilities Weaknesses • Budget does not allow for an in-house graphic designer • All work is made of recycled materials, which is limiting • Small organization with only four employees • Lack of volunteers • Location not ideal for commuters Opportunities • Financial and other support from IBAC • SCIB can increase presence in the community • Artistic growth is available in the community • Opportunistic proximity to San Diego population.

• SCIB is the only gallery in Imperial Beach and the only sculpture-focused gallery in the San Diego area • SCIB is a subset of IBAC governance Threats • Community involvement (outside of IBAC) is low • Partially financially dependent on IBAC • Competitive proximity to San Diego • Partnership with UCLA • SCIB’s geographic location allows for a longer tourist season • Located near the water

(SWOT Analysis: A New Perspective) 9

Strategic Plan

-Position Descriptions-

Position Description: Artistic Director The Artistic Director is a full-time, dedicated position reporting directly to Sculpture Center of Imperial Beach Board, which is a sub-committee of the Imperial Beach Art College’s Board of Directors.

The Artistic Director is responsible for conceiving, developing, and implementing the artistic vision and focus of the Sculpture Center of Imperial Beach, and for major decisions about the ongoing development of the aesthetic values and activities.

Essential Job Duties 1. Hires, supervises, and evaluates artistic and technical personnel including the Curator of Education, Director of Marketing and Director of Operations.

2. Develops, implements, and curates all student exhibitions.

3. Responsible for the development of the annual program budget with the Director of Operations.

4. Acts as a spokesperson for SCIB’s artistic purpose via speaking engagements, public and social appearances, including the Gala.

5. Fosters the development of good relations with other cultural organizations by participating in meetings and joint activities at prospective colleges/universities for collaborative projects.

6. Reports to the Board of Directors on a regular basis to give an update on artistic activity.

7. Develops and maintains the written procedures and policy manual.

8. Support the operations of the Board of Directors by advising and informing Board members and acts as liaison between the Board and staff.

9. Assures SCIB’s programs, products, and services are consistent with the mission, vision and values.

10. Oversees the recruitment and training of volunteers with the Curator of Education.

11. Prepares and presents reports at monthly board meetings.

12. Oversees planning and execution of all fundraising events with the help of the Board Development Committee.

10

Strategic Plan

-Position Descriptions-

Position Description: Director of Marketing The Director of Marketing is a full-time, 40 hour/week position that also oversees the work of SCIB’s freelance Graphic Designer and reporting to the Artistic Director.

The Director of Marketing is responsible for communicating SCIB’s mission and program information to local, regional, West Coast, special, and other audiences. From marketing concept to completion, the Director of Marketing is responsible for ensuring all promotions are timely and appropriate. Success is measured by increased visitation and participation in SCIB programs and fundraising events.

ESSENTIAL JOB DUTIES 1. Create and implement – subject to the Artistic Director’s approval – a multi-dimensional, practical, Marketing Plan to include: • SCIB Website • Other electronic venues such as social media, e-newsletters, and blogs • Print Media including signage (Billboards) • Press Releases/ Public Relations • Community Access Television • Advertising • Fliers and Brochures • Other 2. Promote all aspects of SCIB’s programs including: exhibitions, lectures, demonstrations, classes, openings, parties and other functions. In addition to working with the graphic designer, the Director of Marketing will produce and disseminate timely notices and invitations for these events.

3. Write and disseminate press releases concerning the above and other newsworthy events (such as new acquisitions), arranging press conferences and previews.

4. Write, produce, and disseminate a calendar of events and newsletter on a monthly basis.

5. Develop and implement an energetic and practical plan to fully promote SCIB’s major fundraising event: the Spring Gala.

6. Respond to media requests in a timely fashion and in a manner consistent with SCIB’s interests.

In this regard, the Marketing Director will thoroughly understand SCIB’s interests by seeking advice from the Artistic Director when these are unclear. He or she will be familiar with the intent, spirit and content of all SCIB policies, especially those concerning confidentiality, security, emergencies and collections. He or she will be sensitive to the privacy and, when stipulated, the anonymity of trustees, staff, donors, lenders, exhibitors, and others of the SCIB family. The Marketing Director will refer press questions concerning these individuals and others by the press to the Artistic Director.

7. The Marketing Director shall attend all staff and other meetings requested by the Artistic Director.

Perform other SCIB-related tasks as requested by the Artistic Director (Demers).

11

Strategic Plan

-Position Descriptions-

Position Description: Curator of Education The Curator of Education is a full-time, 40 hour/week position directly funded by the Imperial Beach Arts College and reporting to the Artistic Director.

The Curator of Education is responsible for creating and implementing education programs in line with SCIB’s mission to serve IBAC students, local, regional, and West Coast audiences. Success is measured by increased visitation and participation in SCIB education programs.

ESSENTIAL JOB DUTIES 1. Perform a variety of administrative duties including planning, organizing, implementing, and evaluating educational programs for SCIB. 2. Work under the general supervision of the Artistic Director.

3. Responsible for overseeing day to day on-site and outreach program operations.

4. Responsible for the content of all related promotional materials for SCIB programs.

5. Serve as part of SCIB’s upper management staff and may be called upon to oversee other SCIB functions.

6.Draft policies and procedures related to educational programs and submit to the Artistic Director for approval.

7. Establish education program schedule, direction, and priorities by working with the Artistic Director.

8. Responsible for grant research and grant writing for educational programs.

9. Coordinate with area schools to establish and maintain integrated curriculums.

10. Coordinate with various program committees, task force, etc. to have an effective interaction with the community.

11. Responsible for maintaining budget of program areas.

12. Using excellent customer service skills, Curator of Education will establish and maintain effective working relationships with other employees, officials, and all members of the general public (Wilsey).

12

Strategic Plan

-Five Year Plan-

Five – Year Strategic Plan 2011 – 2015

GOal 1

Increase community involvement and engagement Objective 1.1: Increase and enhance SCIB students’ relationship and involvement with area Imperial Beach public schools.

Strategy a. Seek grant funding to provide the funds needed to bus children to SCIB’s galleries in order to increase the number of school groups that can participate b. Lobby for the addition to public school curriculum for an art class to the 12th grade classrooms in which they receive college credit at SCIB c. One-page ad in Gallery Guide West Objective 1.2: Expand social media outlets Strategy: Use our existing social media in more innovative ways. For example, artist blogs linked to exhibits, competitions, and games.

Goal 2

Increase efficiency Objective 2.1: Increase staff Strategy: Raise funds to add a Director of Development position. Delegate tasks and involve student workstudies.

Goal 3

Become a ‘green’ organizational model Objective 3.1: Start with making our facility more eco-friendly Strategy: a. Add a compost at the café b. Add a gray water system to outdoor facility

Goal 4

Increase professional opportunities for IBAC students Objective 4.1: Strengthen partnerships with artists and industry leaders Strategy: a. Establish traveling exhibition for student exposure b. Begin Artists’ Mentoring Program for IBAC students 13

Strategic Plan

-Five Year Plan-

Objective 4.2: Enhance students’ career opportunities upon graduation Strategy: Begin Artists’ Career Services program

Goal 5 Strengthen partnerships with other universities Objective 5.1: Increase inter-university collaboration Strategy: a. Utilize university e-mail blasts to increase communication between universities c. Expand collaboration efforts with eastern colleges (also through the traveling exhibition for students)

14

Strategic Plan

Net Income Net Income for 2010: $586,410 Net Income for 2010: $586,410

Total Expenses

Expenses Expenses Director and Officers Insurance (IBAC) Director and Officers Insurance (IBAC) Health Insurance (IBAC) Health Insurance (IBAC) Professors- Summer Program (IBAC) ProfessorsSummer Program (IBAC) Office Supplies (IBAC)Office Supplies (IBAC) Postage (IBAC) Postage (IBAC) Administrative SalariesAdministrative Salaries Artistic Salaries (Outsourced Artistic Graphic Salaries Design) (Outsourced Graphic Design) Website Reconstruction Website Reconstruction Advertising Advertising Packing/Shipping Packing/Shipping Supplies Supplies Transportation Transportation Additional Insurance Additional Insurance Utilities Utilities Printing Printing Catering/Food Catering/Food DĂŠcor DĂŠcor Entertainment Entertainment Photographers Photographers General/other expenses General/other expenses

Net Income

Total Expenses

$28,760

$2,100 $28,760

$2,900 $1,240

$500 $500

$500 $1,240

$2,400 $140 $600

$5,000 $30,000

$5,000

$5,000 $25,000

$170,500 $2,100

$38,500 $2,900

$30,000 $2,400 $3,000 $1,500 $1,000 $500

$209,000 $5,000

$75,000

$75,000 $5,000 $50,000 $9,000

Winter: Wine and DineWinter: Wine Spring: Gala Fall: Family Festival and Dine

$140 $600

$30,000

$5,000

$25,000

Fall: Family Festival

Contributed Income Contributed Income Imperial Beach Arts College (including Board dues)(including Board dues) Imperial Beach Arts College Individuals Individuals California Arts CouncilCalifornia Arts Council Sponsorships Sponsorships Donated Goods/Services Donated Goods/Services Annual Campaign Annual Campaign Total Revenues Total Revenues

Earned Income Earned Income Event Tickets Event Tickets Silent Auction Silent Auction Cash Bar Cash Bar Summer Course Offerings Summer Course Offerings

$170,500 $4,500

$38,500 $500

$30,000 $3,000 $1,500 $1,000 $500

$209,000 $5,000

$75,000 $5,000

$75,000 $50,000 $9,000

Spring: Gala Spring: SoCal Sandcastle

$140,000

$10,000

$4,500 $5,000 $500

$150,000

$150,000

Summer SCIB

$0

($330,000)

$330,000

$6,000

$14,400

$72,800 $20,000 $12,000 $204,800

Marketing

$671,000

$183,000

$36,000

$147,000

$300,000 $854,000

$500,000 $50,000 $4,000

General Administration

Current Fiscal Year 2010

Budget

-Finances-

$75,000

$40,000

$20,000 $15,000

($72,000)

$3,000

$3,000

Lecture Series

$1,550

$0

$1,550

$300

$1,250

Faculty Exhibtion

$100,000 ($100,000)

($100,000)

$75,000

$10,000 $15,000

$0

Community Outreach

$100,000

$10,000

$30,000 $60,000

$0

Student Exhibtitions

($30,000)

$30,000

$30,000

$0

Residency/Teaching

$200,000

$0

$200,000

$200,000

SCIB at the Zoo

Earned Income Event Tickets Silent Auction Cash Bar Summer Course Offerings

Net Income

Projected Net Income for 2011: $686,410

Expenses Director and Officers Insurance (IBAC) Health Insurance (IBAC) Professors- Summer Program (IBAC) Office Supplies (IBAC) Postage (IBAC) Administrative Salaries Artistic Salaries (Outsourced Graphic Design) Website Reconstruction Advertising Packing/Shipping Supplies Transportation Additional Insurance Utilities Printing Catering/Food Décor Entertainment Photographers General/other expenses Total Expenses Net Income

$500 $500

$28,760

$200,000

$0

$200,000

$200,000

$500

$28,760 $100,000

($72,000) $2,100

$75,000 $2,900

$40,000

$500 $1,240$0

$2,400

$140 $600

$20,000 $15,000

$5,000

$3,000 $5,000

$1,550

$0

$1,550

$300

$1,250

Faculty Exhibtion

$0

($100,000)

$100,000

$10,000

$30,000 $60,000

Student Exhibtitions

$0

($100,000)

$100,000

$75,000

$10,000 $15,000

Community Outreach

($330,000)

$4,500

$170,500 $2,100

$140,000

$6,000 $330,000

$10,000

$14,400

$72,800 $20,000 $12,000 $204,800

$500

$0

$500

$4,500 $5,000 $500

$150,000

Marketing

$38,500 $2,900

Winter: Wine and Dine Lecture Series

$30,000 $100,000 $3,000

$5,000

$5,000 $5,000

$150,000

Summer SCIB

$30,000 $2,400 $3,000 $1,500 $1,000 $500

$209,000 $5,000

$75,000

$75,000 $5,000 $50,000 $9,000

Spring: GalaWine and Dine Spring: SoCal Sandcastle Winter:

$100,000

$25,000

Fall: Family Festival Mentoring Program

$28,760 $2,100

$1,240 $2,900

$500 $1,240

$2,400 $140 $600

$140 $600

$30,000 $5,000

$30,000

SCIB at the Zoo

Total Expenses

Contributed Income Imperial Beach Arts College (including Board dues) Individuals California Arts Council Sponsorships Donated Goods/Services Annual Campaign Total Revenues

Earned Income Event Tickets Silent Auction Cash Bar Summer Course Offerings

Net Income Projected Net Income for 2011: $686,410 Projected Net Income for 2011: $686,410

Total Expenses

Expenses Expenses Director and Officers Insurance Director (IBAC) and Officers Insurance (IBAC) Health Insurance (IBAC) Health Insurance (IBAC) Professors- Summer Program (IBAC) Professors- Summer Program (IBAC) Office Supplies (IBAC) Office Supplies (IBAC) Postage (IBAC) Postage (IBAC) Administrative Salaries Administrative Salaries Artistic Salaries (Outsourced Graphic ArtisticDesign) Salaries (Outsourced Graphic Design) Website Reconstruction Website Reconstruction Advertising Advertising Packing/Shipping Packing/Shipping Supplies Supplies Transportation Transportation Additional Insurance Additional Insurance Utilities Utilities Printing Printing Catering/Food Catering/Food Décor Décor Entertainment Entertainment Photographers Photographers General/other expenses General/other expenses

$5,000

$25,000 $5,000

Winter: Fall: Family WineFestival and Dine

$5,000

$25,000

Fall: Family Festival

Contributed Income Contributed Income Imperial Beach Arts College (including ImperialBoard Beach dues) Arts College (including Board dues) Individuals Individuals California Arts Council California Arts Council Sponsorships Sponsorships Donated Goods/Services Donated Goods/Services Annual Campaign Annual Campaign Total Revenues Total Revenues

Earned Income Event Tickets Silent Auction Cash Bar Summer Course Offerings

2011 Fiscal Year

Budget

-Finances-

$0

($30,000)

$30,000

$30,000

Residency/Teaching

$671,000

$183,000

$36,000

$147,000

$300,000 $854,000

$500,000 $50,000 $4,000

General Administration

Net Income

Total Expenses

Projected Net Income for 2011: $686,410

Expenses Director and Officers Insurance (IBAC) Health Insurance (IBAC) Professors- Summer Program (IBAC) Office Supplies (IBAC) Postage (IBAC) Administrative Salaries Artistic Salaries (Outsourced Graphic Design) Website Reconstruction Advertising Packing/Shipping Supplies Transportation Additional Insurance Utilities Printing Catering/Food Décor Entertainment Photographers General/other expenses

Net Income

Total Expenses

Contributed Income Imperial Beach Arts College (including Board dues) Individuals California Arts Council Sponsorships Donated Goods/Services Annual Campaign Total Revenues

Earned Income Event Tickets Silent Auction Cash Bar Summer Course Offerings

Net Income Projected Net Income Projected for 2012:Net $574,410 Income for 2012: $574,410

Total Expenses

Expenses Expenses Director and OfficersDirector Insurance and(IBAC) Officers Insurance (IBAC) Health Insurance (IBAC) Health Insurance (IBAC) Professors- Summer ProfessorsProgram (IBAC) Summer Program (IBAC) Office Supplies (IBAC) Office Supplies (IBAC) Postage (IBAC) Postage (IBAC) Administrative Salaries Administrative Salaries Artistic Salaries (Outsourced Graphic(Outsourced Design) Artistic Salaries Graphic Design) Website Reconstruction Website Reconstruction Advertising Advertising Packing/Shipping Packing/Shipping Supplies Supplies Transportation Transportation Additional InsuranceAdditional Insurance Utilities Utilities Printing Printing Catering/Food Catering/Food Décor Décor Entertainment Entertainment Photographers Photographers General/other expenses General/other expenses

$2,100

$100,000 $1,240 ($100,000) $28,760

$0

($100,000) $2,100

$100,000 $2,900

$2,400 $500 $75,000

$500

$10,000 $15,000

$0 $5,000

($30,000)

$30,000

$30,000

$0

$200,000

$0

$200,000

$200,000

SCIB at the Zoo

($12,000)

$112,000

$2,000 $15,000

$75,000 $10,000

$10,000

$100,000

$100,000

Mentoring Program

($330,000)

$140,000

$170,500$4,500

Residency/Teaching

$6,000 $330,000

$14,400

$72,800 $20,000 $12,000 $204,800

$10,000

$0

Marketing

$38,500 $500

$4,500 $5,000 $500

$150,000

$150,000

Summer SCIB

$30,000 $3,000 $1,500 $1,000 $500

$209,000$5,000

$75,000$5,000

$75,000 $50,000 $9,000

Spring:Gala SoCal Sandcastle Spring:

$5,000

Community Winter: Wine Outreach and Dine

$2,100$170,500

$2,900 $38,500

$2,400 $30,000 $3,000 $1,500 $500 $1,000

$5,000 $209,000

$75,000

$5,000 $75,000 $50,000 $9,000

$140 $600

$10,000

$30,000 $60,000

$30,000$0

$5,000

$25,000

Exhibtitions Fall: Student Family Festival

$28,760

$1,240 $2,900

$1,550

$1,550

$300

$1,250

Faculty Exhibtion

$28,760

$1,240

$500

$500

$140 $2,400 $600

$500

$30,000 $5,000

$5,000

$25,000 $5,000

$140 $600

$30,000

$5,000

$25,000

Fall: Family Festival Fall: Family Winter: Festival Wine and Dine Winter: WineSpring: and Dine Gala

Contributed Income Contributed Income Imperial Beach Arts College Imperial(including Beach ArtsBoard College dues) (including Board dues) Individuals Individuals California Arts Council California Arts Council Sponsorships Sponsorships Donated Goods/Services Donated Goods/Services Annual Campaign Annual Campaign Total Revenues Total Revenues

Earned Income Earned Income Event Tickets Event Tickets Silent Auction Silent Auction Cash Bar Cash Bar Summer Course Offerings Summer Course Offerings

2012 Fiscal Year

Budget

-Finances-

$671,000

$183,000

$36,000

$147,000

$300,000 $854,000

$500,000 $50,000 $4,000

General Administration

$3,000

($72,000)

$75,000

$40,000

$20,000 $15,000

$3,000

Lecture Series

Projected Net Income for 2013: $564,410

Net Income

Total Expenses

Expenses Director and Officers Insurance (IBAC) Health Insurance (IBAC) Professors- Summer Program (IBAC) Office Supplies (IBAC) Postage (IBAC) Administrative Salaries Artistic Salaries (Outsourced Graphic Design) Website Reconstruction Advertising Packing/Shipping Supplies Transportation Additional Insurance Utilities Printing Catering/Food DĂŠcor Entertainment Photographers General/other expenses

$28,760

$2,100

$2,900

$500

$500 $1,240

$2,400

$5,000

$140 $600

$30,000

$5,000

$5,000

Spring: Gala

$170,500

$38,500

$30,000 $3,000 $1,500 $1,000

$209,000

$75,000

$75,000 $50,000 $9,000

Spring: SoCal Sandcastle Summer SCIB

$4,500

$500

$500

$5,000

$5,000

$140,000

$10,000

$4,500 $5,000 $500

$150,000

Winter: Wine and Dine

$150,000

$25,000

Contributed Income Imperial Beach Arts College (including Board dues) Individuals California Arts Council Sponsorships Donated Goods/Services Annual Campaign Total Revenues

Fall: Family Festival

Earned Income Event Tickets Silent Auction Cash Bar Summer Course Offerings

($340,000)

$330,000

$6,000

$14,400

$82,800 $20,000 $12,000 $204,800

$0

Marketing

$671,000

$183,000

$36,000

$147,000

$300,000 $854,000

$500,000 $50,000 $4,000

General Administration

($72,000)

$75,000

$40,000

$20,000 $15,000

$3,000

$3,000

Lecture Series

2013 Fiscal Year

Budget

-Finances-

$1,550

$0

$1,550

$300

$1,250

Faculty Exhibtion

($100,000)

$100,000

$10,000

$30,000 $60,000

$0

Student Exhibtitions

($100,000)

$100,000

$75,000

$10,000 $15,000

$0

($30,000)

$30,000

$30,000

$0

Community Outreach Residency/Teaching

$200,000

$0

$200,000

$200,000

SCIB at the Zoo

($12,000)

$112,000

$2,000 $15,000

$75,000 $10,000

$10,000

$100,000

$100,000

Mentoring Program

-Operational Plan-

Operational Plan

Current Fiscal Year 2010

Goals

Attract Prospective Students to IBAC 1. SCIB has started a twitter page to be updated by the Marketing Director.

Increase Environmental Awareness in the Imperial Beach community 1. “Printed on recycled paper” will be added to all invitations and postcards.

2. Pamphlets on Pacific Ocean “Plastic Soup” will be passed out to all visitors at student exhibitions.

Risk Rank System for internal evaluation SCIB’s system is from 1 to 8. One component of this calculation is the likelihood of something occurring and the other measures the potential severity of that happening. The two numbers are added together for the Risk Rank total (listed above). The highest ‘Risk Rank’ equals 16. Programs with “Risk Rank” totals higher than 12 will not be implemented. Programs with “Risk Rank” totals higher than 8 will be subject to board review, and revision to help lower the risk.

Programs Student Exhibition Series: SCIB hosts seven exhibitions a year, two per quarter and one during the summer. Exhibits have been part of SCIB’s programming since the founding of SCIB with the donation of the warehouse

by Maria Sanchez in 1992. These exhibitions are essential to achieving SCIB’s mission of providing a platform for the students of Imperial Beach Arts College in order to display their work in a professional venue. SCIB hosts an opening every first Friday of an exhibition.

1. Resources Needed: a. The Artistic Director is responsible for curating and selecting students to be exhibited. b. A professor from the students’ portfolio review usually supports the student in preparing for their exhibit. c. Artists who volunteer their time provide valuable guidance to students preparing exhibited work (optional to students). d. ArtWorks San Diego will move and ship large purchased artwork. e. Five Volunteers are needed to do the following: i. Two volunteers to assist in hanging and removing the exhibition. ii. Two volunteers to work with the Director of Marketing.

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iii. One volunteer to personally assist the Artistic Director and work with student-artists.

f. Caterer for gallery opening.

2. Finances: a. Total budget: $100,000 b. Costs: i. Packing and Shipping ii. Supplies iii. Insurance iv. Other General Administrative expenses

c. Revenue: $0 3. Risk Management: a. Very little involved due to the consistency and long history of the program. b. Several back up students chosen in case of emergencies. c. Risk Rank=3 4. Sustainability: a. This program depends on IBAC students’ seeking the prestige of a solo exhibition. b. SCIB hopes to continue this for as long as SCIB exists because it is an integral part of the mission.

Community Outreach: All Imperial Beach Arts College students are required to complete volunteer hours to graduate.

With IBAC’s support, SCIB offers students an opportunity to share their creativity with the Imperial Beach community. Student groups lead community public art projects or work with K-12th grade students in visual art projects.

1. Resources Needed: a. Led by the Curator of Education. b. Groups of four IBAC student volunteers will work with groups (ten or less) of K-12 students on an art project. c. Approval from the city to carry out public art projects (or) d. A visual arts class class at one of the Imperial Beach public schools. e. Transportation for IBAC students.

2. Finances: a. Total Budget $100,000 20

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b. Costs: i. Insurance ii. Transportation iii. Other General Administrative expenses

c. Revenue: $0 3. Risk Management: a. In the event that the city is unable or unwilling to financially support a public art project, SCIB is prepared to absorb the financial burden. b. SCIB is prepared to work with cities outside Imperial Beach. c. In the event a new City Manager is elected, the Artistic Director will meet with the newly elected official to discuss SCIB’s future relationship with the city.

4. Program Sustainability: a. This program depends on IBAC students’ interest. b. The life span is undeterminable, as it will depend on support from the city and interest from public schools. c. If need be for financial or other reasons we will withdraw from public works and focus on the public school projects.

Artist in Residency Program: SCIB is proud to celebrate four successful years of its Artist in Residency Program. One established artist who is financially supported by their art teaches a course at Imperial Beach Art College each quarter, which results in a class implemented project. The artist will also be one of the two lecturers in SCIB’s Lecture Series. SCIB facilitates this union and acts as meeting and presentation space.

1. Resources Needed: a. Curator of Education works closely with the school and the artist and oversees the class taught by the artist. b. One artist per quarter. c. One volunteer who is not participating in the program will assist the artist and the Curator of Education.

2. Finances: a. Total Budget: $30,000 (Each artist will be paid $10,000 out of the total budget for the program.) b. Revenue: $0

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3. Risk Management: a. Most financial risk is absorbed by IBAC b. Lack of artist participants c. Lack of student participants d. Artist not a good fit for school e. Project not completed within the time frame f. Risk Rank=4 4. Program Sustainability: a. The program depends on external artist involvement.

Lecture Series: SCIB’s goal is to host two lectures per quarter. Lecturers working in the arts who commit to ecological issues are invited as guests of the school. All lectures are free to students, $10 for the public.

1. Resources Need: a. IBAC auditorium b. Curator of Education recruits lecturers c. Three volunteers i. Recruiting ii. Marketing iii. Campus tour guide

2. Finances: a. Total Budget: $75,000 b. Costs: i. Insurance ii. Travel iii. Other General Administrative Expensive

c. Revenue: $3,000 3. Risk Management: a. In the event that a lecturer cannot show under extenuating circumstances, paying customers will receive a refund and students who attend are invited to the reception that takes place after the lecture. b. Risk Rank= 6 4. Sustainability a. SCIB hope to continue this in partnership with IBAC as long as possible.

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SCIB at the Zoo: The San Diego Zoo commissions one exhibition from SCIB in connection with butterfly season.

SCIB does a national and internal call for entries, requiring that all proposed works function within animal habitats. They must also feature an educational aspect, which the San Diego Zoo may use in their marketing. Students and faculty submit from IBAC, as do novice and professional artists.

A recent show exhibited recycled metal sculptures in the butterfly pavilion. The exhibition helps SCIB achieve its mission of increasing awareness of environmental issues on a large public scale, as well as generates excitement and traffic for SCIB. 1. Resources Needed: a. Curation by Artistic Director or a guest curator selected by the Director. b. Volunteers to assist Artistic Director in implementing the exhibition c. Artworks San Diego to pack and ship art 2. Finances: a. Costs: $0- The San Diego Zoo will cover all costs associated with this event minus Imperial Beach and SCIB local marketing. b. Revenue: 35% of admission from the special exhibition 3. Risk Management: a. San Diego Zoo may not be able to support a curated sculpture show every year.

4. Program Sustainability a. SCIB hopes to maintain this program but is aware future exhibitions are up to the San Diego Zoo.

Summer SCIB: SCIB offers art classes to graduating high school students during the summer months (JuneAugust). Students can take two classes over a two-week period on the subject of their choice. The program includes on campus room and board.

1. Resources Needed: a. Planned and implemented by the Artistic Director and Curator of Education b. Taught by IBAC professors c. The Marketing Director will work closely with IBAC and UCLA Admissions to attract high school students across California. d. Volunteers to be student “buddies� e. Cooperation and coordination with Residence Life and Housing

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2. Finances: a. Total Budget: Variable (IBAC Admissions assists in program costs) b. Cost: $10,000 i. Preparing and Implementing student group exhibition ii. Insurance iii. Transportation

c. Revenue: $150,000 3. Program Sustainability a. This program relies on successfully reaching out to students across the state of California, as well as drawing in students from other states and countries. b. IBAC is interested in using this program to augment the IBAC Admissions Department. Once it becomes more established, SCIB aims to hand off the program to Admissions within the next eight to ten years.

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Operational Plan- Fundraising events Current Fiscal Year 2010

See Fundraising Plan for details on the events listed.

Fall Family Festival-Solo Artist’s Professional Exhibition: 1. Resources Needed: a. Artistic Director and Board Development Committee will be responsible for all levels of event planning. b. Artistic Director will curate all exhibits for the Fall Family Festival. c. Marketing Director will work closely with the Artistic Director until final tickets are sold. d. Director of Operation will handle all administrative duties and staffing. e. Volunteers are needed to provide support in all aspects of the festival. f. Permits for vendors. g. Artworks San Diego will move and install art. h. Tents for the outdoor space. i. Fire Marshal, Police, and EMT. j. Extra insurance will be taken out for artwork displayed and tickets sold.

2. Finances: a. See Fundraising Plan

Winter Wine and Dine-Faculty Exhibition: 1. Resources Needed: a. Artistic Director and Board Development Committee will be responsible for all levels of event planning. b. Artistic Director will curate all exhibits for the Wine and Dine. c. Curator of Education will work with participating faculty. d. Director of Operation will handle all administrative duties and staffing. e. Volunteers are needed to provide support in all aspects of the event. f. Marketing Director will prepare all necessary ads and invitations. g. Caterers. h. Artworks San Diego will move and install art.

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i. Fire Marshal, Police, and EMT. j. Extra insurance will be taken out for artwork displayed and tickets sold.

2. Finances: a. See Fundraising Plan

Gala: 1. Resources Needed: a. Artistic Director and Board Development Committee will be responsible for all levels of preparation and execution of event planning for the Gala. b. Marketing Director will prepare invitations to send out. c. Caterer with servers. d. Artworks San Diego will pack and ship all sold art. e. Volunteers to assist with all aspects of preparation and execution of the Gala as addressed in the Fundraising Plan. f. Entertainment g. Tent for outdoor space. h. Extra insurance will be taken out for artwork displayed and tickets sold. i. Fire Marshal, Police, and EMT 2. Finances: a. See Fundraising Plan

SoCal Spring Sandcastle Competition: 1. Resources Needed: a. Artistic Director and Board Development Committee will be responsible for all levels of event planning. b. Volunteers are needed to provide support in all aspects of the event. c. Police, EMT and Life Guard d. Permit from the City of Imperial Beach e. Entertainment 2. Finances: a. See Fundraising Plan

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Operational Plan Fiscal Year 2011-2015

Fundraising Events are projected to remain consistent throughout Fiscal Years 2011-2015 unless otherwise listed.

Fiscal Year 2011: Programming SCIB will continue Student Exhibitions, the Lecture Series, the Community Outreach Program, the Artist in Residency Program, SCIB at the Zoo, and Summer SCIB. No program expansion will be necessary for this fiscal year.

Goals Artists’ Mentoring Program: The Artistic Director will meet with IBAC faculty to discuss starting a student Artists’ Mentoring Program. Students from the senior class will be surveyed for interest in such a program.

Fiscal Year 2012: Programming SCIB will continue Student Exhibitions, the Lecture Series, the Community Outreach Program, the Artist in Residency Program, SCIB at the Zoo, and Summer SCIB. Student Artists’ Mentoring Program: SCIB will implement a new mentoring program. Participating IBAC students will develop eco-friendly and eco-conscious art with the help of a professional artist acting as a mentor.

1. Resources Needed: a. Curator of Education b. Artistic Director will evaluate portfolios to choose 12 IBAC students to participate in the program. c. 12 established, professional outside artists or IBAC faculty artists to serve as mentors. d. Necessary equipment (like video camera) to facilitate communication between student and mentor. e. Supplies for final work.

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2. Finances: a. See Pro Forma Budget 3. Risk Management: a. The number of student participants depends on the number of mentors available. b. No internal risk can be foreseen. c. No names are listed in portfolios reviewed by the Artistic Director to prevent preference. d. In the event a mentor is not working out a UCLA professor has agreed to take their place. e. Risk Rank=2 Fundraising The SCIB Board Committee will approach known donors directly for funding the Artists’ Mentoring Program.

Goals Increase Recycling: SCIB would like to start a recycling program, but funding such a large initiative is not in the budget. Instead, visitors of student exhibitions will receive a reusable tote bags donated by Method, one of our sponsors.

Fiscal Year 2013: Programming Continue Programs listed above. The Artists’ Mentoring program is under a probationary period. Twenty four students were chosen and twelve mentors agreed to return for a two-year period. The same twelve mentors will be utilized over the two-year period and students will be split into two groups of twelve to split across those two years.

Resources Need: a. Curator of Education b. Supplies for the student’s final work Finances: a. See Pro Forma Budget Goals Student Artists’ Mentoring Program: SCIB is seeking outside funding for the Mentor program. The Marketing Director is designing new posters to advertise to IBAC students.

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Attract Students: The Artistic Director is launching a Blog linked to our Facebook page and website. Students who invite the most friends to our page will receive a free tote.

Fiscal Year 2014: Programming The SCIB will continue Student Exhibitions, the Lecture Series, Community Outreach Program, the Artist in Residency Program, the SCIB at the San Diego Zoo, and Summer SCIB. No program expansion will be necessary for this fiscal year.

Goals Student Artists’ Mentoring Program: SCIB hopes to stabilize the mentoring program so that it can continue.

College Collaboration: The Artistic Director, Curator of Education and Director of Operations will be contacting West Coast colleges and universities (other than UCLA) in hopes that they would like to collaborate with SCIB. Our goal is to be collaborating with three different universities at the end of the year to broaden our lecture and mentor pool.

Engage the Community: SCIB is committed to furthering community involvement. A one-page ad will be placed in Gallery Guide West, which will advertise SCIB’s gallery spaces.

Fiscal Year 2015: Programming Artist Career Services: SCIB wants to support student and emerging artists. To do this, SCIB works with lawyers to provide artists with valuable advice. Once a month we will open our doors during which one-on-one meetings can be scheduled to answer questions.

1. Resources Needed: a. The Artistic Director, Curator of Education, Director of Operations and Marketing Director, and qualified volunteers will remain free once a month from 12pm to 4pm. b. Support and a lawyer from California Lawyers for the Arts (CLA)

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SCIB Situational Analysis & Marketing Overview A. SCIB Marketing History & Approach In the past, SCIB’s marketing strategy has been fairly simple: build and maintain relationships and market for events and programming as appropriate. With this, there has been a strong focus of bringing attention to IBAC admissions. As we have grown, the school has become rooted. Culture has shifted and become more technological. As a result, marketing media has shifted and our market has refocused on the Imperial Beach community, requiring new and existing approaches to achieve goals and best reach our markets.

SCIB markets internally within the college to students, faculty, and staff as well as externally to Imperial Beach, San Diego, and nationwide. Our external marketing is selective with the intention of making the center and school visible to communities, potential students, and artists. We believe in smart marketing, using creativity to generate memorable and meaningful messages while saving resources. As an environmentally conscious center, all of our printed materials are made using recycled papers and soy-based inks.

While this process is more costly than regular printing, IBAC has invested in the proper equipment to provide these services at a comparable cost to SCIB. Local Imperial Beach design firm, Polo Marco, handles our graphic design work. Polo Marco’s business model reflects our own values, as they specialize in sustainable design.

Social and online media, such as e-newsletters and a revitalized website, have enabled us to reach a wider and younger audience. Appealing to our students, we have found online media are often the best approach, saving marketing funds internally to increase spending on pieces best printed for external marketing.

The Imperial Beach community has a high Hispanic population, including low-income families, and many commuters, we have broadened our marketing to welcome these audiences to our programming.

B. Target Market (focus shifts based on campaign objectives) 1. Primary Market a. Student body: 4,035 Undergraduates from 50 states and 53 countries (many South American); 30% admissions rate; 56% women, 44% men; 35% minority; 7% international students; 55% of students are on some scholarship; 1300 average SAT score; common interests include arts, outdoor activities, environmental activism, and socializing. b. Parents: value education, the arts, culture, and environment. Most students come from middle class homes with a Judeo-Christian belief system. Ten percent of students are the first in their family to earn a college degree. c. Sponsors: local and national/international businesses who believe in SCIB and envision a partnership as furthering their business goals. d. Community leaders (donors): value education, the arts, culture, and environment. Most are upper-middle to high class with a Judeo-Christian belief system. Equal number women and men; 49% white, 45% Hispanic, 3% black, 2% Asian, and 1% other.

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2. Secondary Market: a. Community: i. Imperial Beach, CA: Population 28,000; highly populated per square mile; 50.1% women, 49.9% men; median resident age: 28.6 years; California median age: 33.3 years; estimated median household income in 2008: $48,049; estimated median house or condo value in 2008: $382,675; unemployed: 12.1%; mean travel time to work: 28.7 minutes; distance to San Diego, CA: about 20 minutes north; military base is connected to city; many people work in industry, food, or health; population: Hispanic 11,891 (47.4%) White 9,825 (39.2%) Black 1,272 (5.1%) Asian 1,289 (5.1%) Two or more races 563 (2.2%) American 106 (0.4%) Native Hawaiian and other Pacific Islander 105 (0.4%) Other race 15 (0.06%) Education for population 25 years and over in Imperial Beach: High school or higher: 77.0% Bachelor’s degree or higher: 11.7% Graduate or professional degree: 3.0%; ii. San Diego, CA: Population 1,350,000; average population per square mile; 49.6% women, 50.4% men; median resident age: 32.5 years; California median age: 33.3 years; estimated median household income in 2008: $62,668; estimated median house or condo value in 2008: $505,300; unemployed: 6.1%; mean travel time to work: 23.2 minutes; population: Hispanic 351,447 (27.7%) White 598,553 (47.2%) Black 80,402 (6.3%) Asian 188,808 (14.9%) Two or more races 31,780 (2.5%) American 4,893 (0.4%) Native Hawaiian and other Pacific Islander 7,377 (0.6%) Other race 3,703 (0.3%) Education for population 25 years and over in Imperial Beach: High school or higher: 82.8% Bachelor’s degree or higher: 35.0% Graduate or professional degree: 13.4%; b. Tourists, art enthusiasts, environmental enthusiasts, scientists, and engineers

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C. Competition/Collaboration 1. Current Network: • Students • Faculty • Artist Mentors • Alumni • Parents • Donors • Community Leaders • South Bay biologists • Local schools (through SCIB community outreach programs) • UCLA San Diego • San Diego Zoo • Other universities (through the traveling student exhibit program) 2. Current Competitors/ potential collaborators • Balboa Park: San Diego Museum of Man • San Diego Museum of Art • Museum of Contemporary Art San (San Diego) • San Diego Art Academy • San Diego Museum of Art • Spanish Village Art Center • San Diego Art Institute 3. Strengths/ Differentiation • Only contemporary sculpture center in the area • Exciting and diverse programming that involves students, faculty, patrons, community, the San Diego Zoo, UCLA San Diego, and artist from around the globe • The only arts college and college-tied gallery in Imperial Beach, CA • Outdoor and indoor exhibition spaces • Location and weather (waterfront, biological study area, proximity to San Diego, Airport, and bus system) • Café provides resting space, rental opportunities, and extended patron exposure to SCIB (brand and programming) • Only proclaimed sustainable college and art center in the area

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4. External Forces • The economy • Lower education and income area with a higher-than-average crime rate • Distance from San Diego • Weather during outdoor events • Language barriers (Spanish-speaking majority) • Barriers of transportation/time (can be avoided to a degree with collaborative planning with other arts organizations) D. Marketing Strategy 1. Market growth a. Higher market penetration i. Increase activity in existing markets • Get more students involved and in attendance • Involve more faculty • More-deeply involve community leaders • Increase community participation b. Find new markets i. More community involvement ii. More local/small business involvement iii. More Hispanic engagement c. Develop new products for existing customers i. Use café as a means of revenue and as shopping d. Develop new products for new customers i. Through programming ii. Café and IBAC bookstore promotional materials (mugs, shirts, umbrellas, calendars, etc.) for students, parents, locals, and tourists 2. Market stability a. Techniques to keep the status quo i. Work collaboratively with San Diego arts organizations to combine programming and cross-pollinate ii. Keep new and interesting programming alive iii. Promote innovative student work

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3. Cost control a. Techniques to contain costs or operate more effectively i. Balance printed and online marketing materials ii. Evaluate each campaign for return on investment iii. Employ work study or volunteer to prune mailing list E. Financial Objectives 1. Increase market share a. Compete with San Diego museums and art centers b. Increase traffic from the San Diego arts community c. Develop further the Imperial Beach arts community 2. Increase patrons by volume and growth percentage a. Increase total number of visitors/patrons to programming b. Bring in 10% new visitors/patrons per year c. Retain 90% of existing patrons, to include alumni 3. Increase purchases a. Increase paid ticketing to programming b. Increase purchases of SCIB promotional materials in CafĂŠ and SCIB bookstore through brand awareness 4. Increase donations a. Increase financial donations from patrons b. Increase in-kind donations from sponsors F. Marketing Objectives 1. Promotional objectives a. Increase level of brand/SCIB awareness b. Increase exhibit and website traffic 2. Market research objectives a. Establish deeper market understanding for future marketing and programming 3. Develop partnerships/ further deepen existing partnerships a. Develop partnerships with local business b. Maintain partnership with UCLA c. Further partnerships with San Diego colleges and arts organizations 34

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G. Marketing Budget: Total

$330,000

Marketing Director Salary

$50,800

Administrative Assistant

$22,000

Photography

$6,000

General SCIB Marketing to Community

$80,000

New Website Design

$12,000

Social Marketing Management

$2,400

E-News letter design and copywriting

$2,400

Freelance Graphic Design (Polo Marco)

$20,000

Student Exhibition Series (seven/year) printing

$2,400

Community Outreach printing and labor

$2,000

Artist in Residency (four/year) printing & advertisements

$10,000

Lecture Series (8/year)

$25,000

Curated Show for San Diego Zoo

$35,000

Summer SCIB

Covered by IBAC

Fall Family Festival

$25,000

Winter Wine and Dine-Faculty Exhibition

$10,000

Gala

$20,000

SoCal Sandcastle Competition

$5,000

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SCIB Tactical Programs Photography

Use & Methodology

SCIB hires a professional photographer on staff through IBAC for approximately $500/ month. The photographer serves two main roles: to provide quality images to be used in marketing materials and to record events and openings for publications both in print and online. The main focus of the photographer is to showcase artwork, activities, and people in a positive light, reflective of the SCIB mission and values. Additional photos come from event photographers.

General SCIB Marketing to Community Selected Marketing Strategy

Objectives: Continual marketing in the Imperial Beach and San Diego communities Goals: To promote SCIB programming while projecting the image of SCIB and its mission into the communities, welcoming them to become active with the center.

Target Markets: Locals and tourists in the Imperial Beach and San Diego areas, especially those who work in San Diego and live in Imperial Beach.

Product: SCIB is the only contemporary sculpture center in the area. It is also connected to IBAC, and part of the mission includes sustainable practice and education as well as community involvement. SCIB is different from any other museum or center in the area for this reason, and its programming is student and community centered. This family-friendly art center enables the community to learn from and connect with a cultural anchor.

Price: Prices for programs vary, but they are set to be affordable by the general public, equal or less in cost than other forms of entertainment. SCIB will leverage this in their marketing, encouraging an exciting, educational alternative to staying in San Diego and seeing a movie you can see any other day.

Place (distribution): The main landscape for the general marketing materials is the city, meaning, we want to reach people in motion, so we will place ads where these people are located.

Promotion: There are many bus systems and billboard opportunities along the commute to San Diego. Combined with San Diego tourist map advertising, angled towards tourists and locals without a sense of direction, the transportation ads will bring a general awareness of SCIB and IBAC to the public. In addition, there will be SCIB ads in local theatre programs and newspapers. SCIB will post online ads in these publications as well. The goal of consistently marketing is to create enough curiosity to achieve our marketing goals. This strategy will have some short term effects and many long term rewards, building awareness and image.

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New Website Design

Selected Marketing Strategy Objectives: Continual marketing and opportunities for providing further information on programming and the center in general Goals: To promote SCIB programming, educate people on SCIB, project the image of SCIB and its mission, and welcome website visitors to become active with the center.

Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe.

Product: SCIB’s new website is 100% bilingual and offers many helpful features, to include: a calendar of events, an RSS feed of SCIB social media for up-to-date news, galleries of student, faculty, and artist mentor artwork, educational games relating to sculpture and the environment, as well as maps, times, and bus routes for convenient travel to SCIB. This extends and enhances a physical visit to the center: before, during and after a visit, as well as providing virtual access to the collection for people who would never be able to come to the center.

Price: The website is free to all, including the game apps available for download.

Promotion: The website will be included in all marketing materials.

Social Marketing Management Selected Marketing Strategy

Objectives: Constant real-time marketing for news and current programming at SCIB Goals: To promote SCIB programming, educate people on SCIB; project the image of SCIB and its mission.

Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to SCIB. Product: Social media has recently become huge for SCIB. People love knowing what is new, what art is being shown and created, how we are involved in the community, and what events they can look forward to. SCIB also uses its social media (Facebook and Twitter) to host minature trivia competitions for event tickets.

Price: Free. SCIB hires an outside marketing company and a student intern to maintain each of its media.

E-News letter design and copy writing

Selected Marketing Strategy

Objectives: Monthly marketing for news and current programming at SCIB Goals: To promote SCIB programming, educate people on SCIB, project the image of SCIB and its mission, and welcome website visitors to become active with the center.

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Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to SCIB. Product: The newsletter serves many functions: to remind people of upcoming events, to showcase what is going on at SCIB, to generate excitement for upcoming events, and to provide multiple exposures to programming marketing for optimal fulfillment.

Price: Free. You can register on our website to be added to the list. Every person who attends a SCIB event or exhibit has the option to opt out, otherwise they are added to the listserve. SCIB hires an outside marketing company and a student intern to prepare a newsletter each month and maintain the listserve.

Student Exhibition Series Objectives: To showcase student work and increase traffic to the exhibits.

Goals: Maintain SCIB’s student-centered value and enable students to have real world exhibiting experiences.

Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to SCIB. Product: These are the only college-level student exhibits in the area, making them a unique destination. As they are rare, only two per quarter, they are a big deal for both the students and the local communities. The students serve as role models to other students as well as area children.

Price: These exhibits are free and open to the public. They are fun, provide food, and offer a great experience to all involved. They bring in new and existing patrons who, upon having a positive experience, may choose to donate in the future Place (distribution): They occur in SCIB’s interior and exterior exhibition spaces, often involving the outdoor space associated with the café.

Promotion: We promote the exhibits both internally and externally through posters on campus (roughly 200 posters per event), table tents in the café, e-mail blasts, social media, and the website. At the beginning of the quarter a list of upcoming exhibits and events is sent to patrons on our e-mail listserve; this gives them a reference ahead of time for following marketing. As these exhibits are by students, we really try to increase student participation. Many local high school students will also come, often with their classes. The social media help generate excitement for the exhbits before they occur; oftentimes the artists will write a blog connected to the SCIB exhibition page telling the public about their work and experience of getting ready for the show. Every marketing opportunity teaches the students how to self-promote. We encourage artists to build a personal website and business card prior to their opening.

Community Outreach Objectives: To build relationships with local schools for collaboration with our Community Outreach student service program.

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Goals: Connect SCIB’s students to the community through working with K-12 schools and creating community art projects. Further SCIB’s mission to educate and connect to the community.

Target Markets: Local K-12 schools and the city of Imperial Beach Product: The art projects created will inspire children, link the community (parents, children, teachers, and administrators) to SCIB, and provide a creative learning opportunity that educates on environmental issues as well as artistic goals.

Price: The community outreach program comes at no charge to the participating schools.

It is one of many ways IBAC students give back and educate the local community.

Place (distribution): The promotional letters will be hand signed, folded, and mailed out by interns.

Promotion: The main promotional tool for achieving these goals is to use good PR skills and write good old fashioned letters. These letters will go out in hard copy on recycled paper to area schools with a small brochure on what the program is and how they can participate. In addition, schools will receive an e-mail administrators can pass onto teachers who may be interested. The project is also on the website and is followed in the SCIB social media.

Artist in Residency Objectives: To recruit established artists to live in Imperial Beach for one quarter while they teach students and serve as guest lecturers.

Goals: To enable students to work with working professional artists while building a broad artist mentor community tied to SCIB. Target Markets: The program appeals to students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to Imperial Beach. However, the main target for the promotions that SCIB is in charge of is the artists who will be coming as residents. IBAC will market the program through admissions as an added benefit for students.

Product: The uniqueness of each speaker adds value to having them associated with SCIB; by always changing lecturers, the curriculum is always building and there are new ideas brought into the community.

Price: The incentives for becoming an artist in residency are many. Finance, benefits, and experience are all excellent opportunities for professional artists. An added bonus is the location of the school, right on the beach. Imperial Beach is an ideal place to live and teach; it is the perfect sabbatical from everyday work.

Place (distribution): All of the marketing will be online and by mail, followed by phone calls as appropriate. As SCIB has done this for four years, they have an established artist list, to include artist friends of artists who have participated in the past.

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Promotion: Direct mail to known artists, posts on the website, and advertising for call for applications on academic listserves are all avenues we use to get artists. We use Gallery Guide and artinfo.com to advertise as well. In general, our best luck comes from networking and consistency. Artists are busy, so often we approach them several years in a row until they are available to come to SCIB.

Lecture Series Objectives: To increase paid and student attendees to lectures, welcoming a wide variety of people.

Goals: To provide a wide range of speakers on a breadth of topics relating to current issues and the mission of SCIB. Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to SCIB. Product: The speakers and the topics are different every time, keeping things exciting.

The artists in residency are required to give a lecture, which is often one of the most popular of the series. Donors love seeing what we are talking about; students gain new insights on topics; and community members can enjoy world-class lectures at the cost of a movie.

Price: Students gain free admission, as we want them to take full advantage of their time at IBAC. The public pay $10 per lecture and can buy multiple tickets at a time and use them as they please. The pricing logic is the cost of a movie compared to the cost of the lecture; we are providing a deeper experience and an alternative form of entertainment.

Place (distribution): The lectures are on the IBAC campus, easily accessible to students and residents, even those in San Diego. As the lectures are at night, commuters and 9-5ers have time to make it to the events. Marketing materials come in a variety of forms.

Promotion: To entice students, we print posters around campus for the lectures as well as post through internal e-mails. Online, we post dates in the event calendar with biographies of the speakers for more information. We include lecturers in the monthly e-newsletters, as well as update information via social media. The lecture series are promoted locally through magazine and newspaper ads as well as in the café via table tents.

The lectures have a theme each quarter, so the marketing materials reflect this changing theme. We send out postcards with each quarter’s lectures to our mailing list.

SCIB at the ZOO Objectives: As a true partnership with the San Diego Zoo, we have the easy side of the marketing job. We must market to our existing markets, while the Zoo will take care of all of the San Diego advertising. The objectives are to increase traffic to the exhibition and awareness of the exhibition in relation to SCIB. Goals: Broaden SCIB’s exhibitions in an exciting special show within the San Diego Zoo. The sculptures must work within the animal’s habitats and have a secondary educational value (such as the use of materials in relation to natural surroundings of the animal).

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Target Markets: Students, donors, faculty, parents, prospective students, artists, mentors, sponsors, gallerists, locals, other arts organizations, other universities, people across the country, and people across the globe.

Product: This exhibit is one of a kind, every time. Students, patrons, community members, tourists, and anyone who loves biology, animals, art, or the environment loves this event.

Our students compete with professional artists to be curated into the show. The exhibit itself is a great way to tie SCIB to the heart of San Diego. In return, many people in San Diego become aware of SCIB, making the trip to attend other programming.

Price: The pricing strategy is consistent with the San Diego Zoo, however, SCIB benefits with 35% of ticketing for the exhibit.

Place (distribution): This exhibit requires a lot of collaboration and planning. Our task is to take care of our end of the deal, making sure artists follow directions and the work is transported safely. We are only responsible for promoting in Imperial Beach and to our listserves, which is plenty.

Promotion: We advertise in the newspapers, make posters distributed locally and on campus, we send e-mail newsletters, market through social media, post on our calendar online, and have a separate blog following the artists who participate in the event. We are fortunate the zoo pays for all advertising in San Diego.

Summer SCIB Objectives: To increase the number of students who come to Summer SCIB. Goals: To provide high school students with an experience that reflects the mission of SCIB and the atmosphere of IBAC as a potential college they will apply to.

Target Markets: High school students interested in art/ an arts college Product: This program is a great exposure for high school students to see what IBAC is like. It exposes them to college life and the type of teaching styles they will find at IBAC. Price: The cost of tuition covers room and board and two classes during the two week session. It is cheaper than taking college courses while introducing the students to what they may experience at IBAC. Place (distribution): Classes take place on campus, with students staying in on campus housing. The admissions department covers all advertising costs and sends out all the marketing materials we design.

Promotion: The program is marketed heavily through mail and online through our website. There is also a Summer SCIB blog

Fall Family Festival- Student/Community Art Projects/Exhibitions Objectives: Promote all of the events associated with the Fall Family Festival so tickets sell (an estimated 4,000 participants)

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Goals: To provide local communities, SCIB, IBAC, and tourists a fun, active, and engaging set of events in line with the mission of SCIB. Target Markets: Students, children, donors, faculty, parents, prospective students, artists, mentors, sponsors, locals, other arts organizations, other universities, people across the country, and people across the globe who will travel to SCIB. Product: The Fall Family Festival is all about fun and education. Events range from a movie, to games, to community art projects, to exhibitions. This event is really centered around welcoming in new students and linking the community to SCIB. Price: Pricing is two people for $20 or a discount to families at $30 for three or more for the entire festival. If attendees are only attending one night, they can donate what they can. This allows people to commit however much they are able.

Place (distribution): The events will happen at SCIB as well as throughout Imperial Beach.

Advertising is both internal and external. People can buy tickets online or by phone.

Promotion: We promote the events both internally and externally through posters on campus (roughly 200 posters), table tents in the cafĂŠ, e-mail blasts, social media, and the website. We also do direct mail and send out promo cards to the schools to encourage teachers and students to attend. The social media help generate excitement for the events before they occur; oftentimes the artists will write a blog connected to the SCIB exhibition page telling the public about their work and experience of getting ready for the show. We also promote the film and projects on the website with details about each piece of the festival.

Winter Wine and Dine-Faculty Exhibition Objectives: To increase attendance and ticket sales to the events (and donations as well) which will benefit the upcoming mentor program.

Goals: To showcase faculty work and provide a relaxing, classy evening for community leaders and patrons.

Target Markets: Students of age, donors, faculty and their families, artists, mentors, sponsors, local leaders, other arts organizations’ leaders, and other university faculty.

Product: This is the only event of the year like this. We work with California wineries to provide only local wine and make connections, and the students who attend are able to network as well.

Price: Ticketing costs $25 per person.

Place (distribution): The event is smaller in scale to provide an intimate atmosphere.

Promotions will be more internal with external invites going out to patrons, donors, and other professional artist connections.

Promotion: The event will be listed on the website and announced to students. The primary form of invite will be a beautifully designed invitation sent to faculty, patrons, donors, and community and arts leaders.

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Gala Objectives: To maximize attendance and ticket sales to the events (and donations as well) Goals: Raise money for SCIB while providing a relaxing dinner where donors and artists can mingle.

Target Markets: Students who are featured, donors, local leaders, faculty, artists, mentors, sponsors, other arts organizations’ leaders, and other university faculty.

Product: The largest fundraising event of the year held every spring during the student exhibition program. The Gala will provide donors; IBAC faculty, staff, and students; and SCIB subscribers and mentors a night of fun and entertainment along with a chance to view the exhibition space. The Gala will include a plated dinner, live entertainment, and a silent auction.

Price: $100/person or $50/student with featured students receiving free admission. The price point is high enough to cover costs and set the standard of attendees, but it is low enough to allow hard working community members to come. The main appeal is for donors, but even the hard working appreciative community person can be a patron to the arts. SCIB is rooted in the community, and the community thanks SCIB respectively.

Place (distribution): The event will be held at SCIB, however advertising will reach into the San Diego community.

Promotion: The event will be listed on the website and announced to students. There will also be posters placed around the city and ads placed in theatre programs. The primary form of invite will be a beautifully designed invitation sent to faculty, patrons, donors, and community and arts leaders.

SoCal Spring Sandcastle Competition Objectives: To recruit other college students to travel down to Imperial Beach for the event Goals: To increase the number of participants and create a broader sense of community between SCIB and other California universities.

Target Markets: College students from SCIB and all of California, especially those in San Diego. The public is welcome but the main target is students.

Product: It has become a beach block party destination for college students.

Price: This event is free and open to the public. As students are traveling, they may apply to stay in IBAC dorms as long as they agree to IBAC residence hall policies.

Place (distribution): The event occurs on the beach, near SCIB. Marketing occurs in a mix of online and printed formats.

Promotion: We heavily advertise on social media, blog, and promote the event on our website. We also make a fun series of posters we send to all California universities.

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-Fundraising-

Overall Fundraising Revenue Goal – $508,860 Overall Expenses: $40,140 • $32, 540 – Catering • $5100 – Other • $2500 – Photographer Overall Earnings: $549,000 • $105,000 – Ticket Sales • $69,000 – Other • $375,000 – Donations All fundraising events are to draw attention to SCIB and raise money for it as a whole, but 3 of the 4 fundraising events have more tailored and specific purposes suiting SCIB’s programming needs. SCIB’s Artistic Director works with the SCIB Board Development Committee to plan all fundraising events, including the Gala. The Artistic Director also oversees the execution of all events and is in charge of all volunteers working at the events. Advertising is handled through the Marketing Department.

Gala: Money

Revenue Goal – $173,500 Expenses: $35,500 • $3000 – Décor & centerpieces, table numbers and seating assignments (linens, tables and chairs already purchased) • $30,000 – Food • $1500 – Entertainment • $1000 – Photographer Earnings: $209,000 • $75,000 – Tickets • $50,000 – Silent Auction Revenue • $75,000 – Donations • $9000 – Cash Bar Information What: The largest fundraising event of the year held every spring during the student exhibition program. The Gala will provide donors; IBAC faculty, staff, and students; and SCIB subscribers and mentors a night of fun and entertainment along with a chance to view 44

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the exhibition space. The Gala will include a plated dinner, live entertainment, and a silent auction.

Purpose: The goal of the Gala is to raise money for the Sculpture Center of Imperial Beach as a whole. It is also a chance to give those who do not often see each other an opportunity to mingle with one another, meet new people in order to make new friends, contact, and acquaintances.

Who: Invitations will be sent to past donors; Board members; IBAC faculty, staff, and exhibition featured students and their families; SCIB mentors; and community members who are on the SCIB subscription list. The event will also be advertised so that other community and students interested in attending can contact SCIB to purchase tickets.

Estimated attendance of 1,000 guests.

Ticket prices are as follows: $100/person, $50/student, free/student featured in exhibition When: The Gala will be held every spring in May on a Saturday evening prior to the end of IBAC’s spring quarter during a student exhibition.

Where: The Gala will be held at SCIB. How: Volunteers will work at the Gala to assist with the Silent Auction and Check-In table.

The plated dinner will be catered in partnership with a local caterer. The dinner will feature one red, white, and blush wine from a partnering winery from Napa Valley, California. Other alcoholic beverages can be purchased from the cash bar.

The Gala’s entertainment will be live and will vary year to year. Such past entertainment has included comedy acts, bands, and live auction entertainment.

Fall Family Festival Money Revenue Goal: $28,760 Expenses: $1,240 • $600 –Pumpkins • $140 –Pancakes • $500 – Photographer Earnings: $30,000 • $25,000 – Ticket sales & vendors’ donations

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Information What: A large fall family event for the community. The Family Festival will provide an opportunity to the university community, local community, and center community to join together for a weekend of events and relaxation that’s fun for the whole family. One main event drawing people in each weekend-day, while there will be many other stationary activities and vendors throughout the entire weekend.

Purpose: The purpose of the Family Festival is to give students a chance to collaborate with community children on arts and crafts, draw attention to that program, and raise money for it, as well.

Who: The event is open to the public.

Those attending only one night of festivities are not required to pay admission, but are expected to make a one-time donation. Those only attending one night will be added to a database to ensure they only attend one night. If they decide to return a subsequent day/ night, then they will be required to purchase the ticket.

Those attending 2+ nights must purchase ticket(s), which will serve as their admission on subsequent days/nights.

Ticket prices are as follows: 2 people = $20 Family of 3+ = $30 total Estimated attendance of 4000+ people When: The Family Festival will encompass an entire fall weekend nearing Halloween during the solo artist exhibition.

Friday night’s event will include an outdoor movie.

Saturday’s event will be a pumpkin-carving contest.

Sunday’s event will be a pancake supper.

Where: The event will be held on the SCIB’s premises.

How: Volunteers 18+ years old will be utilized to assist with the check-in/payment table, arts & crafts, pumpkin contest, and preparing and serving of the pancake supper.

The food & beverages on Friday and Saturday will be provided by vendors who donate a portion of their earnings to SCIB. Sunday’s food and beverages will be the pancake supper served all day.

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Arts & crafts will be available for purchase all weekend by local vendors who will also donate a portion of their earnings to the SCIB’s proceeds. IBAC’s art students will also hold arts & crafts stations for face painting and other fall crafts.

Saturday’s pumpkin contest: Students will be paired with community children to carve a pumpkin. Finished pumpkins will be numbered and displayed for guests to vote on. There will be various voting categories and winners announced at a designated time.

Winter Wine and Dine Money Revenue Goal – $2,100 Expenses: $2,900 • $2,400 – Food • $500 – Photographer Earnings: $5,000 • $5,000 – Ticket sales Information What: A smaller scale event that is held at the beginning of every winter term to support and bring viewers to the IBAC faculty exhibition.

Purpose: The goal of Wine & Dine is to primarily build and raise money for the upcoming mentor program. It will also be held in conjunction with the faculty exhibition and give those attending an opportunity to view and purchase the pieces profits from selling exhibition pieces are shared between SCIB and the faculty artists.

Who: The event will primarily be for IBAC students and invited established artists; however, it would also be open to IBAC faculty, staff, SCIB Board & donors who wish to establish and mentor relationship with students. In addition, those faculties being featured in the faculty exhibition will be invited along with their family and friends.

Tickets will be $25 per person and include wine and heavy buffet hors d’oeuvres.

Estimated attendance of 200+ When: The event will be held on a Friday evening immediately after work hours at the beginning of winter quarter, sometime in January during the faculty exhibition.

Where: It will be held inside SCIB.

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How: Volunteers will be used at the entrance to accept payment.

The wine will be sponsored by a winery in Napa Valley in exchange for them promoting IBAC & SCIB at their winery.

The hors d’oeuvres buffet will be catered.

SoCal Sandcastle Competition Money Revenue Goal – $4500 Expenses: $500 • $500 – Photographer Earnings: $5000 • Vendors Information

What: It will be a “beach block party” with food vendors and various available beach activities.

Purpose: The goal of the Sandcastle Competition is to establish a relationship and foster collaboration with various other area colleges.

Who: Open and free to the public to attend.

Competing teams should be university students from the schools participating.

When: On a Saturday afternoon before or after IBAC spring break.

Where: Local Imperial Beach How: Volunteers will be chosen from IBAC faculty and/or staff, SCIB staff and/or Board, a community representative, established artist active with SCIB, and representative(s) from the other participating college(s) will be used as judges for the sandcastle competition.

Volunteers will also be available to “rent” out beach activity equipment.

Vendors will be set up around the area to provide food and drinks and will donate a portion of their earnings to the proceeds.

Various beach activities will be available for those not participating in the competition to use: ladder golf, volleyball, badminton, etc.

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Local area or IBAC musical talent will also be performing, if willing to donate their time in exchange for promotion on event advertising.

ANNUAL CAMPAIGN DRIVE Estimated due to past donations $300,000

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-Evaluation-

Evaluation One year into the SCIB strategic plan (2011), the Artistic Director will collaborate with the IBAC Board of Directors to asses the progress of this particular plan. Goals and objective set in place for each programming and fundraising event will provide the criteria for each individual evaluation.

After the first year, more frequent evaluations will occur.

Key Questions While Monitoring and Evaluating Status of Implementation of the Plan: 1. Are goals and objectives being achieved or not? If they are, then acknowledge, reward and communicate the progress. If not, then consider the following questions.

2. Will the goals be achieved according to the timeliness specified in the plan? If not, then why?

3. Should the deadlines for completion be changed (be careful about making these changes -- know why efforts are behind schedule before times are changed)?

4. Do personnel have adequate resources (money, equipment, facilities, training, etc.) to achieve the goals?

5. Are the goals and objectives still realistic?

6. Should priorities be changed to put more focus on achieving the goals?

7. Should the goals be changed (be careful about making these changes -- know why efforts are not achieving the goals before changing the goals)?

8. What can be learned from our monitoring and evaluation in order to improve future planning activities and also to improve future monitoring and evaluation efforts?

Frequency of Monitoring and Evaluation The frequency of reviews depends on the nature of the organization and the environment in which it’s operating.

Boards of Directors should see status of implementation on a quarterly basis at the least.

Higher-level SCIB staff should see status at least on a monthly basis.

Reporting Results of Monitoring and Evaluation Always write down the status reports. In the reports, describe: 1. Answers to the above key questions while monitoring implementation.

2. Trends regarding the progress (or lack thereof) toward goals, including which goals and objectives 3. Recommendations about the status 4. Any actions needed by management

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Changing the Plan It is understood that unforeseen circumstances could alter the course of this 5 year strategic plan.

Changes to the plan can be made if the cause and effects are clearly understood. Be sure some mechanism is identified for changing the plan, if necessary.

1. What is causing changes to be made?

2. Why the changes should be made (the “why” is often different than “what is causing” the changes).

3. The changes to made, including to goals, objectives, responsibilities and timeliness.

Manage the various versions of the plan (including by putting a new date on each new version of the plan).

Always keep old copies of the plan.

Always discuss and write down what can be learned from each recent planning activity in order to make the next strategic planning activity more efficient (McNamara).

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-Appendix-

Appendix: Organizational Policies

for the Sculpture Center of Imperial Beach (SCIB)

INTRODUCTION SCIB is committed to fair, clearly stated and supportive relationships between the organization and its staff. The personnel policies of SCIB have been established in order to provide a guide to the personnel practices of SCIB and to ensure consistency of personnel decisions. It is the intention of SCIB to administer the personnel programs in a manner which complies with the letter and spirit of all applicable federal, state and local regulations. This document is designed to provide guidance to staff at SCIB. It is not a part of any contract between SCIB and its employees.

It is only a set of informal guidelines for personnel practices. Notwithstanding the provisions of the personnel policies, all employees are “at will employees” which means that they may be terminated at any time with or without cause without subjecting SCIB to a claim for breach of an employment contract.

EMPLOYEE CLASSIFICATION All employees are classified as either regular or temporary. Regular employees are employees hired without a specific termination date. Temporary employees are employees whose position at the time of hire is for a short-term period. Terms of employment will depend on agency needs, and in no case will a temporary position be construed as being a contract for a definite time.

Employees also are classified as either exempt or non-exempt according to provisions of the Fair Labor Standards Act. Regular Full-time Employees are those employees who work 40 hours per week and are eligible for all fringe benefits.

Regular Part-time Employees are those employees working at least 20 hours but less than 40 hours per week. Part-time salaried employees are eligible for all fringe benefits and earn sick leave and vacation at a rate proportionate to the hours they work. Regular part-time employees that work less than 20 hours per week are not eligible for fringe benefits.

Temporary Employees are those employees who are paid hourly under Letter of Agreement for a specified period of time. Temporary employees are not eligible for benefits.

RECRUITMENT PROCEDURES SCIB intends to recruit, hire, and place applicants on the basis of the applicant’s relative knowledge, skills, and abilities. The decision to employ an applicant will be based solely on the individual’s qualification for the particular position along with other requisite job skills. Minimum qualifications shall be specified in the job description.

When a new position is established, the Artistic Director will prepare a job announcement identifying the position’s responsibilities and overall relationship to SCIB for posting or circulation within SCIB and for public notification. Posted positions will be open for a minimum application period of 15 days.

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COMPENSATION Persons employed by SCIB in a part-time or full-time capacity except those persons in nonexempt positions will receive a salary negotiated at the time of recruitment that will not be based upon an hourly wage. At the time of hire, new employees will receive a letter of hire, a job description, salary and benefits detail and a copy of the personnel policies. The magnitude of the work assignments and the full scope of responsibility for the position will be fully discussed at time of hire. In setting compensation, SCIB may consider, among other things, external labor market rates, equitable relationship with other jobs within the organization and the organization’s ability to pay. Each employee may be eligible for a salary review at the beginning of each fiscal year.

The IBAC Board of Directors will determine the Artistic Director’s salary.

WORK SCHEDULE SCIB will establish a 40 hour weekly work schedule, and whenever possible will accommodate each individual’s personal commitments and the needs of the organization.

HOLIDAY SCHEDULE Official holidays are as follows: New Year’s Day - January 1 Martin Luther King Holiday - January Memorial Day - May Independence Day - July 4 Labor Day - First Monday in September Thanksgiving Day - Fourth Thursday in November Day after Thanksgiving Day - Fourth Friday in November Christmas Eve - December 24 Christmas Day - December 25 When New Year’s Day, Independence Day, or Christmas Day falls on a Sunday, the following day shall be considered the official holiday. When these holidays fall on a Saturday, the preceding Friday shall be considered the official holiday.

HARASSMENT POLICY It is SCIB’s belief that the employees of SCIB are the primary means by which the goals and objectives of the SCIB will be met. To that end, the rights of all employees must be respected. All employees of SCIB must understand its position on harassment. By definition, harassment is any unwanted attention or action prohibited by law by someone in the workplace that creates an intimidating, hostile, or offensive work environment, including sexual harassment. The procedure for reporting and dealing with this very sensitive issue is as follows:

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• If a person’s behavior makes an employee uncomfortable, the employee should feel free to immediately advise the person that, in the employee’s opinion, the behavior is inappropriate and that the employee would like it stopped.

• If the employee is not comfortable discussing the issue with the person, or if the person fails to respect an employee’s request, the employee should report the incident to his or her supervisor. If, for whatever reason, the employee does not feel that the supervisor is a suitable person to whom to report the incident, the employee should contact the Artistic Director or, if appropriate, the Board Chair.

In all instances, a prompt, thorough and fair investigation will take place, giving careful consideration to protect the rights and dignity of all people involved. SCIB will take those steps it feels necessary to resolve the problem, which may include verbal or written reprimand, suspension or termination.

No retaliation of any kind will occur because an employee has in good faith reported an incident of suspected harassment. The supervisor, or other person to whom the complaint was made, will work to establish mutually agreed upon safeguards against retaliation while attempting to mediate any sexual harassment complaint (How to Start a Nonprofit).

GIFT ACCEPTANCE 1. SCIB solicits and accepts gifts that are consistent with its mission and that support its core programs, as well as special projects.

2. Donations and other forms of support will generally be accepted from individuals, partnerships, corporations, foundations, government agencies, or other entities.

3. Gifts of Real Property, Personal Property or Securities may only be accepted upon approval of the Imperial Beach Arts College Board of Directors (Sample: Gift Acceptance).

CONFLICT OF INTEREST This Conflict of Interest Policy governs the activities of the board and staff of SCIB Questions about the policy should be directed to the Chair of the Board, Imperial Beach Arts College. It is the duty of all board members and staff to be aware of this policy, and to identify conflicts of interest and situations that may result in the appearance of a conflict and to disclose those situations/ conflicts/or potential conflicts to (i) the employee’s supervisor (ii) the Artistic Director, (iii) the Chair of the Board or other designated person, as appropriate. This policy provides guidelines for identifying conflicts, disclosing conflicts and procedures to be followed to assist SCIB manage conflicts of interest and situations that may result in the appearance of a conflict.

1. What is a conflict of interest? A conflict of interest arises when a board member or staff member has a personal interest that conflicts with the interests of SCIB or arise in situations where a board/staff member has divided loyalties (also known as a “duality of interest”). The former can result in situations that result in inappropriate financial gain to persons in authority at SCIB which can lead to financial penalties and violations of IRS regulations. Similarly, situations or transactions arising out of a conflict of interest can result in either inappropriate

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financial gain or the appearance of a lack of integrity in SCIB’s decision-making process. Both results are damaging to SCIB and are to be avoided.

• Example #1: a person in a position of authority over SCIB may benefit financially from a transaction between SCIB and the board/staff member; or others closely associated with the board/staff member may be affected financially. Family members, or their businesses, or other persons or the businesses of persons with whom the board/staff member is closely associated, could benefit from similar transactions.

•Example #2: A conflict of interest could be a direct or indirect financial interest such as those described above, or a personal interest such as the situation where a board member of SCIB is also a board member of another nonprofit or for-profit entity in the community with which SCIB collaborates or conducts business.

2. Who might be affected by this policy? Typically persons who are affected by a conflict of interest policy are the SCIB’s board members, officers, and senior staff. In some cases a major donor could also be in a conflict situation. SCIB takes a broad view of conflicts and board/staff are urged to think of how a situation/transaction would appear to outside parties when identifying conflicts or possible conflicts of interest.

3. Disclosure of Conflicts. Board members and senior staff will annually disclose and promptly update any disclosures previously made on an Annual Conflict Disclosure Questionnaire form provided by SCIB that requests them to identify their interests that could give rise to conflicts of interest, such as a list of family members, substantial business or investment holdings, and other transactions or affiliations with businesses and other organizations or those of family members as well as other nonprofit organizations.

Board and staff are also urged to disclose conflicts as they arise as well as to disclose those situations that are evolving that may result in a conflict of interest. Advance disclosure must occur so that a determination may be made as to the appropriate plan of action to manage the conflict.

Staff should disclose to their supervisor/Artistic Director and board members should disclose to the board/Chairperson of the board as soon as they person with the conflict is aware of the conflict/potential conflict or appearance of a conflict exists.

4. Procedures to manage conflicts. For each interest disclosed, the full board, or the Artistic Director or the Chairperson of the board, as appropriate, will determine whether the organization should: (a) take no action or (b) disclose the situation more broadly and invite discussion/resolution by the full board of what action to take, or (c) refrain from taking action and otherwise avoid the conflict. In most cases the broadest disclosure possible is advisable so that decision-makers can make informed decisions that are in the best interests of the organization.

•When the conflict involves a decision-maker, the person with the conflict (“interested party”): (i) must fully disclose the conflict to all other decision-makers; (ii) may not be involved in the decision of what action to take (e.g., may not participate in a vote) but may serve as a resource to provide other decision-makers with needed information.

• In some cases the person with the conflict may be asked to excuse him/herself from sensitive discussions so as not to unduly influence the discussion of the conflict.

• In all cases, decisions involving a conflict will be made only be disinterested persons

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• The fact that a conflict was managed and the outcome will be documented in the minutes of board meetings if the conflict was related to a board member, and reported by the Chair of the board/other appropriate committee of the board (e.g., Audit committee) if the conflict was related to a staff member. • The Chairperson of the board will monitor proposed or ongoing transactions of the organization (e.g., contracts with vendors and collaborations with third parties) for conflicts of interest and disclose them to the Board and staff, as appropriate, whether discovered before or after the transaction has occurred (Sample Two: Conflict of Interest).

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-Works Cited-

Works Cited Demers, Sheryl. Job Description: Marketing Director. The Fitchburg Art Museum. Web. 12 June 2008.

How to Start a Nonprofit: Templates and Samples. The Minnesota Council of Nonprofits.

Web. 2008.

McNamara, Carter. Basics of Monitoring, Evaluating and Deviating from the Strategic Plan.

Free Management Library. Web.

Sample: Gift-Acceptance Policy. Nonprofit Risk Management Center. Web. 2010

Sample Strategic Plan. The ABC Service Agency. Web.

Sample Two: Conflict of Interest Policy. Nonprofit Risk Management Center. Web. 2010.

Strategic Plan: 2005-2008. The Center for Non-Profits. 2005. Web.

SWOT Analysis: A New Perspective. Sales and Marketing for “You.� 2009. Web.

Wilsey-B. Job Title: Education Coordinator. City of Farmington. Web. Jan. 2008.

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