Silver Eye Center for Photography

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Silver Eye Center for Photography Strategic Plan 2012-2017

APPROVED & ADOPTED BY BOARD OF DIRECTORS JULY 18, 2012

1015 East Carson Street Pittsburgh, PA 15203 Telephone: 412.431.1810 | Fax: 412.431.5777 www.silvereye.org

Table of Contents

Mission, Vision, Philosophy and Values .....................................................................................................2 Facility and Space Planning .........................................................................................................................3 Marketing, Communications and Branding .................................................................................................4 Exhibitions, Programs and Content Delivery ..............................................................................................6 Fundraising and Earned Income Development ............................................................................................8 Technology and Financial Management Systems......................................................................................10 Human Resources ......................................................................................................................................11 Board Governance .....................................................................................................................................12 Strategic Planning Committee ...................................................................................................................13

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Mission, Vision, Philosophy and Values Mission Founded in 1979, Silver Eye Center for Photography promotes the power of contemporary photography and visual storytelling to inform, engage and inspire diverse audiences and communities. Central to our mission is the creation of innovative exhibitions and programs that bring forward issues, ideas and perspectives relevant to our times. We are also committed to directly supporting today’s artists and artistic practices through fellowships, professional development, and other opportunities for creative and professional growth. With our singular focus on lens-based media, we remain a unique, highly-respected national organization and a vital civic and cultural resource in Pittsburgh and the region. Vision To be recognized as one of the nation’s most distinctive centers devoted to contemporary photography and related media. Philosophy and Values The following core principles and values grow out of our mission and vision and serve to guide our work.  Quality: To support the highest standards of excellence in all we do.  Innovation: To remain at the forefront of supporting new kinds of artistic practice, multi-disciplinary   

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learning, connectivity and knowledge creation, both inside and outside our physical walls. Creativity: To foster an environment conducive to and supportive of the creative process. Relevance: To remain agile in our thinking and responsive to current and emerging trends, technologies, opportunities and challenges. Audience Centered: To place audience needs and experiences at the center of organizational planning and the delivery of exhibitions, programs, resources, and services, within both our physical and online spaces. Diversity: To value and promote an organizational culture that embraces diversity of ideas, perspectives, practices, and audiences. Openness: To promote the healthy exchange and debate of issues and ideas and to be clear and honest in communications with the public, partnering individuals and organizations, and among the Board and staff. Commitment and Responsibility: To ensure organizational continuity, stability and growth through the highest level of legal, ethical and fiscal responsibility and stewardship.

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Facility and Space Planning Goal #1: Ensure that SECP’s key facility and capital resources are adequate to support our unique organizational mission and vision, key strategic priorities, and current and future needs of visitors, audiences and staff. Strategy and Action Steps: 1.

Convene a Facility Advisory Committee to facilitate discussion of future space and real estate needs based on overall strategic and long-term goals, anticipated services, expected staffing changes and potential new technologies. a. Invite participation from staff, Board, community stakeholders and design, planning and community development experts. b. Develop Committee’s responsibilities and brief. c. Determine the current condition and value of our existing Southside building. 2. Identify and retain consultant to conduct a whole-life analysis of existing facility assets and systems including maintenance requirements, capital investments (renewal, renovation, new purchases), and accessibility issues and compliance. a. Retain a real estate professional familiar with Southside to begin analysis of potential resale value of building given current and near-future market conditions. b. Hold facilitated workshop(s) with Facility Advisory Committee and others to discuss findings, benchmarking and to analyze and make preliminary recommendations on possible alternatives and scenarios for capital improvements/expansion of current facility or relocation to a new one. 3. Retain a planning professional to examine findings and create a gap analysis comparing existing facility and its condition to the present and future space needs of the organization. 4. As appropriate begin pre-development planning/study to determine feasibility of relocation to a new site/facility. a. Through RFP process, hire consultant to conduct study, examining preliminary program and functional space needs, site suitability and location, business and operational models (e.g. ownership/leasing/equity stake, shared spaces, private/public partnerships), costs, financing and timeline. b. Create case for support for costs and expenses related to planning and feasibility assessments; meet with and identify funders including foundations, Urban Redevelopment Authority of Pittsburgh, Pennsylvania Economic Development Financing Authority, and other private and public entities. c. Determine next steps in pre-development/planning.

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Marketing, Communications and Branding Goal #1: Create a distinctive brand name and visual identity that aligns with mission and programmatic goals and focus on contemporary photography and visual storytelling. Strategy and Action Steps: 1. Engage in two naming exercises facilitated by Larkin Werner: one to include all Board members, staff and selected stakeholders and second to include W|W staff only. 2. Review of existing competitive research, strategic plan, website RFP and other reports 3. Review and discussion of top generated names; SECP selects top choices for feedback; makes final selection and Board approves change. 4. W|W presents at least five (5) recommended Identity concepts; final selection made. 5. Presentation and approval of key elements (logo, tagline, type/font treatment and system, b/w and color palette, and basic usage guide and standards). 6. SECP provides W|W with sample of existing stationery system and needs i.e. letterhead, envelopes, etc. 7. Using the approved Identity/Logo (above) W|W presents Stationery System, production estimates, and releases files for proofing and production (by competitive bid). 8. Meet with funders and other key stakeholders to discuss rebranding as strategic priority 9. Create a phased media relations/pr plan to announce new branding in advance of launch. 10. File our fictitious or “doing business as” name with all required agencies. 11. Rollout of new identity in website and across all platforms: stationery, e-mail, website, social media, exterior/interior signage. Goal #2: Successfully complete website redesign and development project, with anticipated launch six months from date of signing contract with W/W. Strategy and Action Steps: 1. Execute agreement with W/W and identify core team members from staff, Board and creative agency.

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a. Hire independent consultants (paid and/or pro-bono), including technical advisor and co-project manager (Leo Hsu), copywriter/editor, proofreader, art director photographers and videographers. b. Establish timelines, roles and responsibilities and develop strategy brief through Phase 1 (Discovery). c. Review existing server capacity and whether new host agency is indicated. d. Create and register new domain name while retaining control of old website for a specified period of time; create strategies for re-directing users and search engines from old to new website. Complete detailed project plan and specification (detailed architectural plan for the application). including site map through Phase 2 (Planning). Begin content gathering to start populating pages with text and images; identify resource gaps and create new content as needed (e.g. commission custom photography/acquire stock photography); create system for handling photo scanning, photo editing, re-touching and color outputs. Develop Detailed Design Concept of the selected Initial Design during Phase 3 (Design). Development of, open source CMS website system and Beta Site Build during Phase 4 (Development). Complete last stage of integration, Quality Assurance testing, training, documentation and migration of Beta Site to server during Phase 5 (Deployment). Hire at least a half-time digital content specialist/web manager to help manage the day-to-day tasks of creating and publishing a wide variety of web and social media content.

Marketing, Communications and Branding (Cont.) Goal #3: Update organizational marketing and communications plan to reach audiences and build excitement, affinity, support, and reputation. Strategy and Action Steps: 1. Hire consultant to conduct a marketing audit and craft a comprehensive marketing plan. 2. Position website now as primary communication vehicle, investing in the resources required to keep it searchable, accurate, relevant, content-rich and adaptive to emerging technologies. a. Develop multimedia assets such as images, podcasts and videos, and stories/testimonials/video stories/testimonials to establish an emotional, personal and authentic connection to our organization. 3. Craft a complementary social media strategy, guidelines and policies, maximizing opportunities to connect with niche audiences and drive unique traffic to our website and physical space. 4. Execute a multi-channel public relations/media outreach plan that increases local, regional and national coverage. 5. Increase marketing budget and key marketing/pr staffing in order to achieve goals. 6. Define key metrics to assess whether holistic and specific marketing objectives have been met. Goal #4: Develop institutional approach to building new, more diverse and underrepresented community audiences. Strategy and Action Steps: 1. Establish advisory committees to help us strengthen relationships, programming and collaborations with key constituents, both present and future. 2. Deepen relationships with key influencers, artists, collectors, journalists and educators and industry leaders by maintaining a stronger presence at professional, educational and industry-related conferences, events and trade shows. 3. Explore possibilities for developing affinity groups.

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Exhibitions, Programs and Content Delivery Goal #1: Deliver a dynamic exhibitions program along with related online content, which reflects our mission, vision and values. Strategy and Action Steps: 1. Develop a detailed exhibitions philosophy and brief which outlines overarching goals for how we explore the intersections between photography, photo-based multi-media and 21st century storytelling and narrative. a. Establish key thematic strands which are responsive to both current local and international issues and have strong possibilities for co-production and for support outside the normal visual art funding streams. b. Conceive, develop and deliver exhibitions and special projects in partnership with community groups that can increase efficiencies and where tangible benefits can be anticipated. c. Explore developing site specific installations and photography-themed destination events or festivals to broaden our reach with general audiences. d. Expand the ways in which we engage Pittsburgh and PA artists in exhibitions, with a key focus on the “Keystone Biennial” and the “Keystone Fellowship.” e. Develop cohesive members’ exhibition opportunities (onsite and online, juried, curated, open call), which are of highest quality and bring new value in attracting, retaining and upgrading memberships. f. Incorporate interpretive vehicles and technologies that give viewpoints of multiple subjects, experts and others within the physical exhibition and can allow for greater context and audience interactions. g. Develop artistic/curatorial brief to guide development of online only exhibitions. Goal #2: Ensure that the shipping, preparation, installation and presentation of exhibitions adhere to the highest professional and intellectual standards, whether in our current building or in a future location. Strategy and Action Steps: 1. Identify most urgent space needs and redress short-term problems in our current facility a. Secure offsite climate-controlled spaces for storage of artwork, crating, etc. b. Engage pro-bono designer/space planner to help us maximize existing usable square footage. c. Develop annual plan for interior and exterior building maintenance and repairs (e.g., dry wall/repainting) 2. Attract and retain staff and contractors with demonstrated expertise and experience in all facets of exhibition loans, exhibition design and coordination, shipping, framing, installation, risk management, and artist/curator relations.

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Exhibitions, Programs and Content Delivery (Cont.) Goal #3: Strengthen SECP’s position as a unique educational resource in Pittsburgh for high school students and teachers, college and post-graduate students and faculty, artists and adult audiences. Strategy and Action Steps: 1. Expand relationships with middle and high school decision-makers (chairs, principals, and superintendents) and university faculty and administration. a. Develop an Education Advisory Board. b. Improve and expand onsite, offsite and online programs and resources for students and teachers (Grades 7-12) and for undergraduate and post-graduate students and faculty from across disciplines and fields of study. 2. Continue to expand marketing, collaborations and earned and contributed revenues for programs such as “The Bigger Picture,” designed for early career and established photographers and visual artists. 3. Develop an annual lecture series, which brings leading figures in contemporary photography and culture to Pittsburgh, perhaps in co-sponsorship with another organization (e.g., Point Park University, Carnegie Mellon, Pittsburgh Filmmakers). Goal #4: Place these institution-defining exhibition and program strategies into a financial and operational framework that is both feasible and sustainable. Strategy and Action Steps: 1. Review and align exhibitions planning/production process so that exhibitions are scheduled at least one year in advance. a. Establish an exhibition scheduling process that takes into account marketing, development, and educational goals/activities alongside curatorial considerations. b. Explore ways to decrease exhibition costs, particularly in terms of mounting and shipping. 2. Pursue opportunities for exhibition/program sponsorships and partnerships, particularly with industryrelated companies and new grants from national, government and private funders. 3. Develop staff capacity to fulfill goals for exhibitions and programs as outlined in strategic plan. a. Increase hours of exhibition coordinator to half-time or retain a qualified independent contractor on an annual basis. b. Hire at least a half-time curator with frontline responsibility for exhibition conceptualization, planning design and implementation. c. Increase hours of program associate, adult programs to at least half-time. d. Hire half-time educator to administer school and university programs including summer and holiday workshops and events for teens and internships. e. Hire f/t administrative assistant/office manager to relieve Executive Director (and Chief Curator) of more mundane clerical and administrative duties while assisting staff with program registrations, accounts receivable/payable, mailings, correspondence, reporting, etc.

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Fundraising and Earned Income Development Goal #1: Increase the size of the annual operating budget to $600,000 by end of FY2016-17. Strategy and Action Steps: 1. Retain a consultant to conduct a fundraising audit and needs assessment and to guide us as we work toward establishing multi-year budget planning and fundraising. 2. Cultivate and build donor base: a. Conduct formal prospect research, starting with analysis of current and recently lapsed donors (history, frequency of giving, potential to upgrade). b. Acquire fundraising/relational database management programs as part of website CRM and investigate ROI for prospect qualifying services such as WealthEngine. 3. Strengthen and build rapport with established individual, foundation and corporate donors, using tactics such as exclusive tours/gatherings, personal visits, letters, thank you calls from Board Members and/or Executive Director.) a. Engage Board leadership and members in setting their annual goals for soliciting new prospects, and the nature, type and frequency of cultivation and engagement activities. b. Develop case statement and prospect support materials. 4. Expand our annual giving campaign to increase the number of donors and the average size of gifts, especially from individuals, businesses and private family foundations. a. Create a multi-tiered giving structure with attendant recognition benefits and a deliberate renewal strategy. b. Transition select fundraising transactions from direct mail to online giving, optimizing giving opportunities on the website and in email and social media communications. c. Create more flexible opportunities for prospects to pledge and remit payments, such as monthly donations and automatic credit card deductions. d. Package investment/giving opportunities around mission and themes, rather than solely on individual projects or operating support. 5. Increase earned revenues by 200% or more over the next three years. a. Build membership participation and increase membership driven revenues i. Increase the perceived value of membership by restructuring membership levels and provided value-added benefits to encourage joining, renewing and upgrading. ii. Develop a more formalized membership solicitation and renewal cycle, with data and records integrated into CRM relational databases. 6. Create a robust e-commerce plan for the website to drive ticketing, membership and program registration, and merchandising. 7. Continue to build the biannual Auction’s reach, visibility and profitability while developing a major fundraising event or series of smaller events in alternate years. 8. Undertake cost-benefit analysis to determine price points for education programs to encourage more participation and generate greater revenues overall. 9. Train frontline staff to encourage visitors to support Silver Eye, through memberships, contributions to the donation box, and merchandise sales.

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Fundraising and Earned Income Development (Cont.) 10. Increase contributed income from foundations, corporations, and media outlets, local and national. a. Identify and cultivate relationships with corporations, small businesses and media that have a clear affinity with our mission, products/programs, audiences, and/or community. b. Create sponsorship templates that can be easily customized to targeted entities. c. Continue to build strong relationships and credibility with foundations that currently support us, while aggressively researching, qualifying and meeting with new local, regional and national prospects. 11. Hire a full-time development officer with the experience and expertise to manage full-spectrum fundraising in concert with the Executive Director and Board.

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Technology and Financial Management Systems Goal #1: Upgrade or replace outdated technology systems and infrastructure to boost productivity, improve internal/external communications and generate new and increased revenues. Strategy and Action Steps: 1. Complete an overall audit of current technology infrastructure (hardware, software, equipment) and from that audit, finalize and implement a technology master plan across all areas of organization. a. Secure donations and/or cash funding to replace staff computers, printers and other peripherals as well as critical software critical to operations and programs. b. Secure donations and funding to continue website upgrades and integration with mobile technologies. c. Replace manual databases to “service as software” technology platforms (delivered as a subscription services via the web, i.e., E-Tapestry) particularly in areas of donor/membership management, online event/program registration, and e-commerce. 2. Ensure that galleries have reliable wireless connectivity to offer visitors short term access to online content related to exhibitions. Goal #2: Improve Board and staff’s financial management, capacities and capabilities. Strategy and Action Steps: 1. Establish a Finance Committee and recruit a qualified Board Treasurer. 2. Improve long-range planning and budgeting and board and staff accountability across-departmental work systems. a. Work toward establishing a minimum two-year rolling budget as a framework for coordinated decision-making across the organization. b. Monitor monthly income and expense patterns of net cash flow and cash resources and use other financial tools to assess trends, balance sheet health, and liquidity. c. Provide access to financial management training for Board and staff. 3. Define institutional metrics of success to measure progress in meeting fiscal performance targets.

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Human Resources Goal #1: Ensure SECP is able to sustain and support a stable, highly qualified staff with the appropriate size and structure to support and achieve our strategic goals. Strategy and Action Steps: 1. Use the strategic plan as framework to prioritize short and long term staffing needs and the funding/resources to fulfill and support staff expansion and development. 2. Improve capacity to attract and retain well-qualified exempt and non-exempt staff by offering fair and competitive salaries and benefits based on levels of experience, credentials, tenure, and market and industry standards and conditions. a. Increase funding and available time for professional training and development, including funds for conference fees/travel and research. 3. Practice excellence in human resource management and development. a. Establish a Board Personnel Committee or Governance Committee to review existing and future personnel needs and polices with Executive Director, to review the performance and compensation of the Executive Director, and to oversee employee grievance procedures. b. Leverage pro-bono expertise to develop a personnel handbook that is regularly reviewed and updated. 4. Ensure the safety and well-being of staff, volunteers and visitors through appropriate conditions and environment. a. Engage a professional to rethink/redesign and improve currently cramped and inefficient work space allocations. b. Invest in appropriately designed workstations, lighting, and other furnishings to replace outmoded, worn out, poorly designed ones. c. Establish appropriate fire, life safety, and security systems inside and outside of the building to ensure the well-being and protection of people, artwork, and other tangible assets. d. Develop, revise and put into practice incident report policies, emergency preparedness/disaster mitigation programs. i. Enhance the capabilities of staff through training and/or certification in security, safety and emergency procedures. Goal #2: Attract and retain a diverse and committed corps of volunteers who support and are aligned with the mission and goals of the organization. Strategy and Action Steps: 1.

Develop a formalized volunteer recruitment and management program that targets diverse volunteers. a. Develop job descriptions and task definitions related to ongoing needs and one-off projects. b. Ensure volunteers are appropriately recognized and appreciated for their gift of time and talent. c. Cultivate media interest in volunteer activities at the organization. d. Promote diversity within the volunteer organization e. Capitalize on organizational activities and events (e.g., the Auction) that may serve and attract diverse members of the community. f. Publicize volunteer diversity initiatives in minority media.

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Board Governance Goal#1: Ensure that SECP continues to follow best practices related to governance and complies with nonprofit, exempt organization laws. Strategy and Action Steps: 1. Identify and nominate a Board Treasurer and Secretary as stipulated in by-laws and legal statutes. 2. Establish a Board committee structure, beginning with a Governance Committee responsible for board recruitment, nomination, education, policy development, and evaluation. 3. Establish a formal succession plan for the Board Chair and other officer positions. 4. Provide a mix of informal and formal development opportunities for Board, ranging from technical and operational briefings and updates, to coaching and networking, attendance at professional conferences seminars and retreats. 5. Establish a Board evaluation process (whether facilitated externally or internally)that looks at how well the Board functions as a unit as well as at the contributions of individual Board members in achieving annual and multi-year goals. Goal #2: Increase the number of well-qualified Board Members by no fewer than five each year until optimal capacity is reached. Strategy and Action Steps: 1. Determine the optimal size and composition of the Board – a diverse corps with the right mix and currency of skills, experience, expertise and connections. 2. Implement a formal recruitment and nominations plan; develop appropriate induction and orientation events, training, and materials for incoming members. 3. Provide a mix of informal and formal development opportunities for Board, ranging from technical and operational briefings and updates, to coaching and networking, attendance at professional conferences seminars and retreats. 4. Establish ad hoc groups and task forces on an as needed basis, as a means to cultivate new Board members and augment Board talent. Goal #3: Build and maintain a strong working partnership between Board Chair and Executive Director to facilitate effective communications, improved decision making, and closer alignment of policy, vision and goals. Strategy and Action Steps:

1. Facilitate effective communications through frequently scheduled meetings and contact and open, ongoing dialogue. 2. Develop a clear framework and the right processes around key areas of board/Director responsibility: such as managing the board agenda; material financial decisions, major transactions, etc.

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Strategic Planning Committee Donald B. Arnheim, Retired Business Owner, Arnheim Insurance Group and Past District Governor, Pittsburgh Rotary Elvira Eichleay, Brand Strategist Ellen Fleurov, Executive Director, Silver Eye Center for Photography, Pittsburgh, PA Lori Hepner, Artist and Assistant Professor of Integrative Arts, Penn State University, Greater Allegheny Campus Ellen Fleurov, Executive Director, Silver Eye Center for Photography Brian J. Lang, Curator, BNY Mellon Corporate Collection (Current Board Chair) Dan Mohan, Artist Renee Piechocki, Artist and Director, Office of Public Art, Greater Pittsburgh Arts Council Mark R. Power, Managing Director, City Theatre (Past Board Member/Past Chair, 2009-2012) Dr. Hilary Robinson, Professor of Art Theory & Criticism, College of Fine Arts, Carnegie Mellon University Marcia Rosenthal, Art Consultant Larkin Werner, Creative Director/Partner, Wall-to-Wall Studios Dylan Vitone, Artist and Associate Professor, School of Design, Carnegie Mellon University

The Silver Eye Center for Photography Strategic Planning Initiative is made possible in part by funds from The Heinz Endowments, Pennsylvania Council on the Arts and individual Board contributions. The planning process was facilitated by Marilyn Coleman, President, Marilyn Coleman Consulting, Pittsburgh.

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