Strategic Plan for Adelphi Arts Center - Case Study Example

Strategic Plan Executive Summary Adelphi Arts Center has been a hallmark of cultural, economic and social activities since it was first built. With the passage of time, it was realized that the main aim behind the center was not being fulfilled. For this reason there is a need to reconstruct the team to ensure that the goals and aims are met (Morris, 2011). Some of the challenges that will be addressed in the strategic plan below are decreasing box office position, the inability to attract corporate sponsorships, decreasing number of visitors to the gallery, complaints about the quality and type of food available in the café, complaints about the exposure of goods sold in the bookshop, a continuing deficit brought about by an ambitious and seemingly irrelevant program to which insufficient audience are attracted. Very unfavorable local media comment which has reflected badly on the councilor and the deficit for 2008/2009 was $117,300 although a small $6,540 surplus had been budgeted. The report gives a detail analysis of the prospects that will be used in order to ensure that all these draw backs will be overcome. The $100,000 utilization would also be discussed to ensure that no money is being wasted; and all of it including the earnings from each year is being utilized to the maximum. The condition of the management is almost in ruins; that is why the strategic plan would also give the details of new management requirements and the changes required to ensure that the right team is hired. Adelphi Art Council will represent the same status it was actually build upon and corrective actions will be taken to ensure all needs and requirements are met. Part 1: Situational Analysis Analysis and evaluation of the problem The following SWOT analysis would give an overview of the Adelphi Art Council; the SWOT analysis would further help us in understanding the core of the problems and the available resources to resolve the issues. It will also help us understand the threats that could affect the plan from being successful (Bohm, 2009). Strengths Adelphi has a population of 150,000 people living in the region and another 20,000 people living close by; the university itself serves 3000 students. The building has won the Australian Institute of Architect award for innovation and has attracted international claim. It is a two story building covering an areas of 1500 square meter; the ground floor consists of foyer, box office and performing art theater with a capacity of 700 seats. There is room for small and private shows consisting of 150-200 people; and has other facilities such as meeting room, mezzanine area, café/bar and a bookshop, it also consist of an exhibition place for about 200 people. The place is also accessible for people with disabilities. Weakness The place has been build and it is in operations for the last 4 years; the place is new when looked at the operations at large The design of the building posed a number of challenges. The initial map of the building was not in accordance to the landscape, for this reason, the building that was erected has a limited capacity for the audiences. Additionally, the unfavorable economic conditions prevailing at that time were also contributory towards the difficulties. Cultural activities are not displayed in Adelphi Art Center; because of the looks and structure of the building. It appears that the majority of audiences are reluctant to visit the building due to its compromised look and condition. Expensive food and other items in the book store are also a source of dissatisfaction for the potential and visiting customers of the building. Opportunity The football team is successful nationwide; the Adelphi Football association is financially sound and is one of the main attraction. This is a major source of gathering a healthy crowd that is beneficial to the arts center. The cultural component consists of country and western music; it has been in operations for the past 10 years. A decade of time is enough to develop, promote and maintain healthy relationships with the audiences. Diverse cultural population; these people belong to Australia, Italian Speaking, Spanish Speaking, Arabic Speaking and Asian speaking population. This diversity is culturally enriching for everyone. Threats Competition around the area; who can construct a place for Art activities which are more acceptable for the society at large to visit. Due to an older look, the Adelphi art museum fails to attract the number of customers that are beyond ordinary. The sales promotions will not be effective and the team would not be able to sell themselves due to non-acceptability of the place Unfavorable media comments that could make a bad impact on the councilor Options analysis for the way forward based on SWOT Based on the above SWOT analysis there are few options that can be exploited to ensure that the Art Council stands on the same place where it was initially thought of; few of the these options are: Use the football association and cultural association to perform function at the Art Council to attract a larger audience. This is likely to bring immediate success to the already working organizations. To have small functions such as small exhibitions and drama Acts to welcome people and take the fear of the building out of their minds. Instead of thinking that the building is haunted, the audience should consider it a place well designed for the promotion of art related activities. To use schools and universities to take active participation to attract a larger audience. Schools and colleges can be of much help only if they allow their students to participate in the art related activities freely. To have functions related to different languages and places to cash the multicultural aspect of the society. Such gatherings are culturally enriching and for our society it is hoped that they will participate very efficiently for the cause. To use different medium of advertising to promote a healthy image of the building Identification of stakeholders, potential partnerships and how these will work based on SWOT Stake holders are all those people who can directly or indirectly contribute to the betterment of the Art Council; it is a public property and the community at large is the main stakeholder in the building. The potential partnerships can be established with any institution that is interested in Arts of any kind; these include various university and schools, different corporate organizations, artist and other cultural platforms. Review of human resources (strengths and weaknesses) The Human resource is a qualified staff; these are people who have Art background and they understand the importance of promoting Arts in the right manner; the only thing that lacks is the implementation of ideas; they are slow in acting upon them. It has been 4 years of operations and they still haven’t made a path to attract people into the Art Council and to take the myth of the building out of their heads. The existing human resource are more into the politics of the organization and less into the betterment; they lack focus and more importantly they lack a strategic plan; a plan that would ensure the priority list of action and would also list them in matter of importance. Organizational politics are often power-centered and they render the human resources incapable of handling complex situations due to their failure to appreciate the shortcomings in a timely manner. Few of them have contractual jobs and their contract is about to end; for the mere reason they show little interest in ensuring that they perform actions that would help the Art Council to survive even when they have left the organization. There are almost 15 members and all of them need training in certain areas to maximize their skills and abilities. Part 2: Setting the new culture – Vision and Mission Vision Statement “To promote a culture through arts, the free and creative expression of the Adelphi’s culture; to ensure a culture which is a true representative of the People; to develop an institution that would give a platform to the stakeholder to express themselves through various form of Arts” (Ebben, 2014) Mission Statement “To develop and promote excellence in the Arts” (Various, Mission Statement Vs. Vision Statement, 2014) Aims/Goals of the Organization Talent and artistic excellence are thriving and celebrated: we would use our investment to ensure excellent art happens, establishing a coherent, nationwide approach to the development of artistic talent, support an artistically-led approach to encourage diversity in arts, responding to major opportunities. (Various, Strategic Planning Basics, 2014) More people experience and are inspired by Arts: developing opportunities for people with least engagements; strengthening the distribution of excellent art through touring and digital platform, and to encourage funded organizations to be even more focused on attracting new audience. The art are sustainable, resilient and innovative; promoting greater collaboration between organizations to increase efficiency and innovation, strengthening business models in arts, helping the organization to diversity and increasing their income stream including private giving The arts leadership and workforce are diverse and highly skilled; to build a network of arts leaders who value sharing their knowledge and skills and to create equal opportunities to enter the field of arts (Belicove, 2014) Every Child and young person has the opportunity to experience the richness of arts; improving the delivery of arts and raising the standards of arts being produced for different age groups. Part 3: Strategic Plans Core Activities After assessing the current issues, the strengths, weakness and opportunities of the organization; now we can build the strategy of the company; these action plans would help us not only sustain the image of Arts Council but would also revive the arts in a new dimension; where people would be more attracted towards different form of arts and would be more inclined towards such activities (Anynomous, 2010). Goals and Objectives for performing and visual arts programs To analyze and refine alignment of all classes to the state standards for visual and performing arts and to assure that all needs of the society are met. This is to make sure that the highest standards of visual and performing arts are met for all the stake holders. To achieve the objective we need to define certain standard and benchmarks and we need to follow in the similar footsteps. These benchmarks have to be made in all field including arts; music, drama and other related form. We need to have written standard operating procedures and we need to build a resourceful network to ensure that we get the right information required. We need to integrate the technology into our curriculum. This would aid at acquisition of basic theory and concepts on individual basis and would introduce additional tools for art lovers to practice; it is a need for toady before each of the art forms requires use of latest technology. These technologies include excess to photo-shop, painter, I-Photo, music instruments and required soft-wares required to save and develop them, and for the availability of information to aid in producing good drama shows. To improve and maintain all visual and performing arts facilities and equipment; in order to ensure that the art is maintained we need to keep on exploring opportunities to maintain the exiting standards and to improve them with the need to time. We need to ensure that all the equipment is installed and used to the maximum and are monitored correctly. Goals and Objectives for partnership and Business Development Improve Adelphia Art Council existing tourism economy through the implementation of the heritage plan and development of the cultural heritage in the area. This would improve the existing image of the art council and would promote a healthy message to all stakeholders. Work with all stakeholders; this includes all representatives at individual level and organizations at large to develop useful art products to attract customers from different cultures and different interests. Proper advertisement and communication channels will be adopted to ensure that right message is promoted to the customers; they lose the image of the building they have built in their minds and would fill the place with good audience. This would also raise public awareness and would attract many other business investors to make the place even better place art lovers. We need to communicate with other associations as football and cultural to be our business partners and aids us in making a brand name; these are known institutions and much appreciated by the audience. Ancillary Activities Goals and Objectives for bookshop/café/other To promote the books and to transforms it into a library; where people can sit and read the books, especially one who believe that the books are too expensive to purchase; Art books are usually expensive that is why the book shop can have seating areas for the readers to learn information. Pamphlets and other advertisement channels can be used to promote the same image (Rorbert, 2008) The food quality in the café can be increased; the café can also keep a variety of cuisines keeping in mind the diversity in culture; more people would be attracted because they would find the food of interest; this would be a great achievement at various levels. The other facilities should also be given due importance; would be customized accordingly to the standards and requirements of the place; these facilities should be a supporting tool for in the promotion of arts and related activities; to make a place where audience is comfortable doing their work. Human Resource Management Plan Staffing We would require to hire people who are not only equipped with the information of arts but at the same time they believe in promoting it; because if the staffing lacks the motivation and does not work in a team to promote the same goal they cannot achieve the desired outcomes (Arthur, 2004). We would set certain standard operating procedure for all the staff members at all levels so that the job description is clear and goals are more focused; this would be a step forward to ensure that the desired goals are achieved; at the same time this would reduce the political culture (Services, 1996). Communications systems Communication systems would be improved; all sections would be given the same goals and objectives and they would work towards achieving them; the communication channels would be built to increase motivation and level of understanding between the staff members. The most important thing for the organization is that the employees should be focused and knows their work and are more dedicated to their work. Proper advertisement channels will be adopted to ensure that proper message is conveyed to all stakeholders; they would promote a healthy and welcoming message so that the image of the building can be corrected in the minds of the audience (River, 2014). Part 4: Capacity of the organization to achieve its strategic objectives Identification of sources of program funding The sources of program funding are as following: these sources of funds are collected from within the sources of Art Council. The three year installment plans of providing $100,000 to General Manager to ensure that all the requirements are met according to the initial goals of the building and related art work. We would use the early income from our operations and would utilize the income to the best interest of the Adelphia Art Council. Identification of sources of public funding Along with the funds that are internally generated; we also have funds sources which will be generated with the help of different business associations; these association would include the following sources Football association of Adelphia Cultural Association of Adelphia Contribution from the individuals of the society Contribution from the business association of different organizations. Identification of sources for private and/or entrepreneurial funding Once the art lovers would familiarize with the new brand image of the building and would lose the image build in their minds they would contribute much to the sources of funding; the funds does not related to money; but at the same time also relates to other material contributions. These contributions include the funding through the help of freelance mentorship; acting classes and other related facilities. Evaluation and control mechanisms The control mechanisms would be in accordance to the set standards; these would keep a check on the work being performed by different staff members; at the same time the performance will be evaluated on quarterly basis; these would be evaluated and the corrective actions would be taken accordingly. It would also be evaluated how the funds are being utilized; these funds are placed in accordance to the budget assigned. If the budget is misplaced than corrective actions would be taken to ensure that the funds are directed in the right direction. Appendices SWOT Organization structure Position descriptions for two staff positions (excluding the General Manager’s position) Job Position Duration Remuneration Experience Qualification Job Description Marketing Manager 2 years renewable contract $25,000 per annum 5 to 7 years in relevant field MBA preferably in marketing To ensure that image is communicated properly Artistic Director Full time permanent $32,000 per annum 5 years in relevant field MBA preferably in Finance Responsible for programming and managing an annual budget References Anynomous. (2010). Strategic Management Process. Retrieved 2010, from Quick MBA: http://www.quickmba.com/strategy/strategic-planning/ Arthur, D. (2004). Fundamentals of human resource management. New York: N.Y Amercian Management Association. Belicove, E.M. (2014). Understanding Goals, Strategy, Objectives And Tactics In The Age Of Social. Retrieved 2014, from Forbes: http://www.forbes.com/sites/mikalbelicove/2013/09/27/understanding-goals-strategies-objectives-and-tactics-in-the-age-of-social/ Bohm, A. (2009). The SWOT Analysis. Muchen: GRIN Verlag. Ebben, J. (2014). Developing Effective Vision and Mission Statement. Retrieved 2014, from Inc.com: http://www.inc.com/resources/startup/articles/20050201/missionstatement.html Morris, E. (2011). Review of the Arts Council’s strategic framework: an introduction. Retrieved June 3, 2014, from http://www.artscouncil.org.uk/media/uploads/pdf/strategic_framework_review_120711.PDF River, N. (2014). All about strategic palnning . Retrieved 2014, from free management library: http://managementhelp.org/strategicplanning/ Rorbert, B. (2008). Simplified Strategic Planning.Internet Resource. Schuman, L. (1996). Difference between goal and objectives. Retrieved 2014, from sdsu.edu: http://edweb.sdsu.edu/courses/EDTEC540/objectives/Difference.html Services, C. (1996). Gudie on Developing HRM. Internet Resource. Various. (2014). Mission Statement Vs. Vision Statement. Retrieved 2014, from Diffen: http://www.diffen.com/difference/Mission_Statement_vs_Vision_Statement Various. (2014). Strategic Planning Basics. Retrieved 2014, from Balance scorecard instituation: http://balancedscorecard.org/Resources/StrategicPlanningBasics/tabid/459/Default.aspx Read More