Strategic Plan - 2013

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Mary Ruffin HanburyFounding Principal

Prepared by:

PHASE IISTRATEGIC PLAN2013–2016

Historic Macon Foundation | STRATEGIC PLAN

Table of Contents

TABLE OF CONTENTSIntroduction & Overview 1 Assessment Review 2 Mission Statement 3

Goals & Objectives 4 Public Relations/Advertising 5 Education/Outreach 6 Governance/Operations 7 Diversity 8 Advocacy 9 Financial 10 Preservation 11

Plan Completion 12

Appendix 13 Mission Statement Flip Charts 13 Assessment Report 14 Goals/Objectives Supplements 24 Blank Worksheet 24 Original Goals/Objectives Worksheets 25 Additional Diversity Notes 53 2009 Strategic Plan Progress Report 57 2009 Strategic Plan Implementation Report 82

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Mary Ruffin Hanbury, Hanbury Preservation Consulting

In the winter of 2011, Historic Macon Foundation (HMF) contracted with Hanbury Preservation Consulting (HPC) to conduct strategic planning with the organization. Historic Macon Foundation previously worked with the Southern Office of the National Trust for Historic Preservation to create a strategic planning document. Completed in the fall of 2009, the earlier document provided guidance and direction for the organization, which was particularly useful as the organization was undergoing a change in leadership with a new executive director. A strategic plan implementation report prepared by HMF is included in the appendix of this document. With new leadership and having made great progress in implementing the previous plan, HMF decided the time was right for a new plan.

This plan closely follows the National Trust for Historic Preservation’s process for strategic planning for preservation organizations. The process was developed to:

• Support and strengthen organized preservation efforts at the state and local level; and• To increase the capacity of statewide and local non-profit organizations to assist them in achieving preservation in their communities

In 1987, the National Trust for Historic Preservation analyzed historic preservation non profits in light of a study of traits shared by effective non-profits. Five traits were found to be common in high-performing preservation non-profits and are considered keys to success; they are:

• clear definition and understanding of organizational mission;• strong leadership;• political savvy;• access to human, technical and financial resources; and • ownership, control or influence over historic property.

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

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

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

INTRODUCTION & OVERVIEW

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Introduction & Overview

The board, having received the assessment in advance, discussed its findings. Most agreed with the key observations that were drawn from the stakeholder interviews, the board survey and the membership survey:

• Historic Macon Foundation has a great reputation. It is seen as a powerful force in the community and is well-respected.

• A considerable portion of the organization’s reputation is associated with its executive director, Josh Rogers. Josh is held in high regard by a broad swath of Macon’s leadership. This can be both an asset and a liability to HMF.

• HMF is not considered diverse (enough) in terms of race, ethnicity, age, or socioeconomic status in leadership, membership or programming.

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

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

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

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

• Neighborhood revitalization and the preservation of historic architecture are the core reasons people join and continue their membership in HMF.

• Volunteering is relatively low; however, there is a cost-benefit analysis to be made in expanding and managing volunteer-led efforts and events.

• Resources lag behind leadership at HMF.

• Membership has a high level of satisfaction with the organization and its programming.

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

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

HMF Executive Director Josh Rogers then reviewed the previous strategic plan and briefed the board on progress that had been made toward fulfilling the plan. A summary of the presentation can be found in the appendix. Though not every goal had been achieved, there had been substantial progress in a number of key areas and the board agreed that it was time to retire the old plan and create the new one.

Assessment Review

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

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

To Advocate for Macon’s Historic and Architectural Heritage, to Facilitate Preservation Efforts in our community, and to Educate and Inspire Appreciation for our Unique City.

Mission statements evolve as organizations do, and are adapted and revised as an organization changes and grows. Strategic planning is a critical juncture and an important occasion to review a mission statement and revise it if needed.

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

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

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

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

Mission Statement

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

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

The seven major focus areas for the organization moving forward are (in no specific order): • Public Relations/Advertising • Education/Outreach • Governance/Operations • Diversity • Advocacy • Financial • Preservation

The board then split into smaller groups to further refine the goals and objectives. What follows below are slightly edited versions of the notes/reports produced by each group during the planning session. The groups were tasked to refine the goals and objectives and as time permitted to develop tasks and workplans. The goals for each focus area are as follows:

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

Education/Outreach Increase programming focusing on historic preservation.

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

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

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

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

Preservation Increase and expand direct preservation activities of the Foundation.

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

GOALS & OBJECTIVES

Goals & Objectives

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Activities Completion Date Responsible Party Cost/Source

Identify key civic leaders in the community 02/2013 Task Force N/AMake contact to educate these leaders/inform about HMF and historic preservation

03/2013 Task Force N/A

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

Ongoing Jennifer Mayer N/A

Public Relations

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

OBJECTIVE: Create strong relationships with civic leaders and media.PRIMARY COMMITTEE: Public Relations/Advocacy


Complete production of existing educational video series project 06/2013 PR/Advocacy Comittee, Walter Elliott, Tabitha Walker, Jennifer

$5,500 fromKNC Grant

Work to get 10,000 total “Likes” for the videos 11/2013 Board, Young Patrons, Jennifer

N/A

Identify other outlets for video in the state/region/nation Ongoing Jennifer N/A

OBJECTIVE: Share Historic Macon’s story. PRIMARY COMMITTEE: Public Relations/Advocacy


Explore options to form partnerships with neighborhood association groups


Identify meeting schedules of these groups 06/2013 Task Force N/ASend HMF liaisons to attend meetings every so often Ongoing Task Force, Membership

CommitteeN/A

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


OBJECTIVE: Increase community and member involvement.PRIMARY COMMITTEE: Membership


Build a larger PR/Adv. Committee 06/2013 Task Force, PR/Adv. Co. N/AIdentify liaisons from committee to sit at another committee meeting 07/2013 Task Force, PR/Adv. Co. N/AEnsure all HMF committees know the PR/Adv. Co. is there for them Ongoing PR/Ad Co. N/A

OBJECTIVE: Serve/support as promotional agent for HMF committees.PRIMARY COMMITTEE: Public Relations/Advocacy

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Give talks to civic clubs Ongoing Josh Rogers N/ARe-institute lecture series – Historic Preservation 06/2013 PR/Adv. Co. $200 from

sponsorshipsOld House Fair 05/2014 Carrie Robinson/Josh N/AThen and Now project – include downtown bldgs., Display on downtown storefronts

10/2013 PR/Adv. Co. Current KNC Grant

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

05/2013 PR/Adv. Co. N/A

Education/Outreach

GOAL: Increase programming focusing on historic preservation.

OBJECTIVE: Educate the broader community and civic leaders on the role of HMF and how HMF can support their efforts. PRIMARY COMMITTEE: Public Relations/Advocacy


Send speakers to Realty offices Start in 2013 Josh N/AWider distribution of newsletters – to realtors Ongoing Jennifer $100Be a part of the annual realtor’s conference Ongoing Josh N/AResearch and publish positive crime statistics Ongoing PR/Ad Co. N/ABecome a resource for research on homes and properties in historic districts

Ongoing Staff N/A

OBJECTIVE: Educate realtors on the value of living in historic districts.PRIMARY COMMITTEE: Public Relations/Advocacy


Summer camp 2013 08/2013 Janis Haley $3,275, operating

Develop Walking Tours for kids 12/2013 Consultant $3,000 Elam Alexander grant

Develop a City Adventure (maybe scavenger hunt?) 2014 Consultant $5,000 grantCultivate kids docents and tours guides for walking tours 2014 Consultant N/A

OBJECTIVE: Offer more programming for children.PRIMARY COMMITTEE: Cottage/Education


Promote the Mercer program for researching Macon Ongoing Mercer Center for Collaborative Journalism

N/A

Incorporate in kids’ camp 08/2013 Janis N/AMuriel’s training at the library (a lecture?) 2013 Muriel Jackson N/A

OBJECTIVE: Promote the use of the archives.PRIMARY COMMITTEE: Cottage/Education

Goals & Objectives

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Identify members and set first meeting date 11/7/12 Vickie Hertwig N/AIdentify categories for review 11/7/12 Task Force N/AAssign volunteers to research categories established First meeting Vickie N/ADraft edits and new policies for each review category 02/2013 Task Force N/APropose edited by-laws and policies to board 04/2/2012 Board of Trustees N/A

OBJECTIVE: Create temporary Governance subcommittee to review and address several organizational long term goals. Governance subcommittee to report to Executive Committee in 6 months with recommendations. Executive director to be part of the subcommittee. PRIMARY COMMITTEE: Executive

Governance/Operations

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


Identify members and set first meeting date 11/7/12 Vickie N/AIdentify categories for review 11/7/12 Task Force N/AAssign volunteers to research categories established First meeting Vickie N/ADraft edits and new policies for each review category 02/2013 Task Force N/APropose edited by-laws and policies to board 04/2/2012 Board N/A

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


Identify a committee to manage master plan 1/31/13 Sally Heard/ Janis N/AFund and hire a consultant to coordinate plan 1/31/13 Sally Heard/Janis $3,000 Elam

Alexander grant

Review existing master plan 3/1/13 Cottage Committee N/AExamine possibility of growing to heritage tourism agency (partner to visit from successful heritage tourism organization)

6/1/13 Cottage Committee $1,500 from National Trust Peter Brink fund

Develop a master plan and propose to Board 1/31/14 Cottage Committee N/ARaise funds and implement plan 12/31/14 Cottage Co., Janis $250,000+/-

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

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Goals & Objectives

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

Diversity

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


Double membership – young patrons 12/2013 Carrie, Jennifer, Heather Moore

N/A

Oral History Project – diversity interviews Ongoing Alice Bailey, students minimalEmpower community groups 03/2013 Alice N/AChildren’s camps 08/2013 Janis $3,275,

operating

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


Identify partner organizations Ongoing Cottage Committee N/AReach our to neighborhood associations – go to them Ongoing Board N/ATie history to tourism Ongoing CVB N/A

OBJECTIVE: Promote a preservation ethic throughout the community.PRIMARY COMMITTEE: Cottage/Education


Complete production of existing educational video series project 06/2013 Jennifer, Walter, Tabitha, PR/Ad Co.

$5,500 fromKNC Grant

Include a cheat sheet of information 06/2013 Jennifer N/A

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


Survey all members 03/2013 Alice N/AWelcome committee/welcome visit Ongoing Membership Committee N/AMentor program – among board and members Ongoing Alice N/A

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

Advocacy

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


Implement Knight Neighborhood Challenge grant for code enforcement

Ongoing Staff $85,000 KNC grant

Review codes to see if changes are needed; draft legislation 06/2013 Blake Lisenby, Task Force N/ALegislation drafted 10/2013 Blake, Task Force N/A

OBJECTIVE: Assist in creating policy that facilitates walkability.PRIMARY COMMITTEE: Preservation


Explore current codes/improvement plans 02/2013 Task Force N/ADraft list of improvements 10/2013 Alex Morrison/Task Force N/ASupport UDA/ECD as they propose improvements to consolidation committees


Explore possible grant options for improvements 12/2014 Task Force, Staff N/A

OBJECTIVE: Advocate to state and local officials for more and additional state tax programs for historic preservation and job-creating purposes.PRIMARY COMMITTEE: Preservation


Lobbying to local delegation to pass Downtown Renaissance Act 01/2013 Board/Task Force N/AIdentify potential relationships between HMF & legislators Ongoing Task Force N/AHold breakfast workshop/presentation with legislators 01/2013 Board, Task Force, Josh $200+/-

operating

OBJECTIVE: Advocate for better parking system downtown and residential neighborhoods--needed for rehab of historic commercial properties.PRIMARY COMMITTEE: Public Relations/Advocacy


Review parking code/plans 02/2013 Alex/Task Force N/AResearch options 03/2013 Alex/Task Force N/APresent a new plan 06/2013 Alex/Task Force N/A

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


Research related trade associations/groups with which to form partnerships

06/2013 Task Force/Board N/A

Form one major partnership with one of these groups 01/2014 Task Force/Board N/A

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Goals & Objectives

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

Financial

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


Existing task force accepts charge of developing plan 11/8/12 Task Force N/AHold first meeting 12/4/12 Task Force N/ADevelop categories to investigate for fundraising 12/4/12 Task Force N/ADraft plan for additional fundraising 3/1/13 Task Force N/AApprove comprehensive plan for additional $100k 4/2/13 Board N/A

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


Staff drafts a summary of current policies and procedures 12/31/12 Josh N/AExisting task force reviews/edits policies 1/31/13 Task Force N/AExecutive considers edited policy document 3/5/13 Executive Committee N/A

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


Determine $3-$5 million in capital needs 06/2013 Existing/new task force N/AInvestigate/secure funding necessary to hire consultant 06/2013 Staff $50,000Bid feasibility study 09/2013 Staff N/ASolicit Board commitment to enact campaign 09/2013 Board N/ALaunch and conduct campaign 03/2014 Board $15,000Complete successful campaign 03/2015 Board N/A

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


Develop a marketing plan for RE and planned gifts 04/2014 Jennifer, Claude Smith, Kathryn Dennis

$20,000

Present plan to members, CPAs, Attys, financial advisors 08/2014 Fundraising Committee N/ALaunch a planned giving campaign 11/2014 Fundraising Co. $15,000Make program sustainable and consistent 12/2014 Fundraising Co. N/AReceive gifts of real estate and estate gifts Perpetual Staff N/A

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

Preservation

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


Locate a possible building for conversion to lofts 10/2012 Staff/Preservation Committee

N/A

Perform due diligence 12/2012 Staff/Preservation Co. N/APurchase property 12/2012 Staff/Preservation Co. $500-$700k,

Peyton Anderson Revolving fund

Rehabilitate into lofts and market for sale 10/2013 Staff/Preservation Co. N/ASell lofts and storefront to owner-occupant 01/2014 Staff/Preservation Co. N/A

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


Ensure 10-15 units per year in Beall’s Hill 12/2015 Staff/Preservation Co. N/ACompile list of possible future project areas 07/2013 Staff N/ASelect the next project area/neighborhood 12/2013 Preservation Co. N/AInitiate project planning (marketing, master, fundraising) 12/2013 Hired consultants $180,000+/-Start project 07/2015 Staff N/A

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


Survey existing conditions 12/2013 Staff, volunteers $5,000Develop a plan of action 12/2014 Pres. Co., consultant $30,000Encourage private maintenance and upkeep (demolition by neglect legislation)

12/2015 Preservation Co. $15,000

Comprehensive plan adopted by Pres. Committee 12/2015 Preservation Co. N/A

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


Review and edit master plan 07/2013 Rose Hill Co. N/ARatify master plan 07/2013 Rose Hill Co. N/ARaise funds for Phase 1 of master plan, as edited 12/2015 Rose Hill Co., fundraising

consultant$50K from capital campaign?

Implement Phase 1 of master plan 12/2016 Rose Hill Co. $1 million

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Plan Completion

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

Next steps for the board are:

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

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

PLAN COMPLETION

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APPENDIXMISSION STATEMENT FLIP CHARTS

DRAFT-‐ For Discussion Purposes Only

Mission Statement Flip Charts To Advocate for Macon’s Historic and Architectural Heritage, to Facilitate Preservation Efforts in our community, and to Educate and Inspire Appreciation for our Unique City. Written history Oral,personal Keeper of Macon’s story Advocate facilitate inspire Preserve restore revitalize History matters Macon’s culture Revitalize the historic areas for economic reasons To facilitate preservation efforts in our community Tangible and intangible Preserve restore and revitalize Macon’s historic buildings and neighborhoods tangible and intangible Preserve restore and revitalize Macon’s history and architecture Building on the past, the mission is to create a vibrant and revitalized community Preserve restore and revitalize our culture Forward thinking Pride Agent for change Linking education, environment and economic development Preserve restore protect Macon’s story/stories Preserve protect inspire tell advocate facilitate educate share and create Preserve restore and revitalize Preserve not restore? Preserve our history, restore our architecture and revitalize our community Inspiring our future generations, community ^^^^^^ Share Macon’s History, Preserve Macon’s architecture Inspire our city Revitalize Share our history, preserve our architecture and revitalize our community Preserve is most important Keeping Macon’s story alive How people interact with places Share our history, revitalize our architecture Advocate for community revitalization Preserve architecture, share history

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AppendixAppendix


Assessment report

Methodology The methodology for the process includes a board survey, a membership survey and stakeholder interviews that form the basis for an assessment report. The assessment report is prepared for the board and is presented in advance of an onsite strategic planning session and is intended to provide insight, background and a basis for the board as they enter into the planning process. HPC interviewed twenty one stakeholders for the assessment report. The stakeholders were identified by HMF and include government officials, funders, business and community leaders. While insights from the interviews are shared in this document, interviews were confidential to encourage candor. The interviews asked about issues in Macon generally, to provide context before focusing on issues relevant to preservation and HMF more specifically. HPC prepared an on line survey for HMF board members. The survey is designed to assess the internal functioning of the organization by the governing board. Twenty nine board members completed the survey, the results of which are discussed in this document. An online membership survey prepared by HPC was distributed by HMF to its entire mailing list. As the list included some lapsed members there were some minor adjustments to the survey to accommodate and include non members and solicit their opinions as well. The membership survey gathers information about motivation to join, perceptions of the organizations and opinions about where the origination should (or should not) focus priorities. Brief analysis of the results gathered by all three of these methods follows below.

ASSESSMENT REPORT | Prepared by: Mary Ruffin Hanbury

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Findings Stakeholder interviews The following persons were interviewed either on-‐site or by telephone: Mary Anthony, Roy Fickling, Julia Wood, Mechel McKinley, William Engel, David Thompson, Tom Wight, Debra Rollins, Monica Smith, Joe Leavell, Cliffard Whitby, Steve Layson, Karen Lambert, Juanita Jordan, Kathryn Dennis, Tom Wicker, Beverly Blake, Nikki Randall, Joe Leavell, Bill Underwood, Sarah Gerwig Interviewees were asked about Macon’s three greatest assets. Fourteen respondents replied with the real estate adage-‐location, location, location. And sixteen responses cited some sense of Macon’s heritage, architecture or history. Other responses included Macon’s people, natural resources, cultural offerings, quality of life and cost of living. Of note was a catch all category that indicates potential and an eye to the future, including: coolness, people who are developing a new positive attitude, creative energy focused on revitalization, a cadre that cares deeply about the city and a recognition that Macon is on the “tipping point of great things. This tracks largely with interviews held by the National Trust in 2008. Macon’s problems, according to interviewees fell largely in the following categories: a poor educational system (15), lack of leadership , elected and otherwise (11), poverty (8), attitude—including vocal negative minorities, people “down on the city,” and acceptance of mediocrity, pessimism and the fact that the town hasn’t “believed in itself(6), followed by racism and racial tension (5) and crime (3) The perception of historic preservation in Macon, according to stakeholders was mixed. Several stakeholders claimed that historic preservation was not well known or understood among the general population. Others claimed that historic preservation is perceived of as insular, obstructionist and with a desire to “save everything.” Other stakeholders countered that a solid core of people understand preservation and support it. And others claimed that the perception of preservation is evolving for the better with preservation seen as a partner or component in larger projects. Still preservation is seen as “not diverse” and there is a sentiment that much of the new support is from people who have moved to Macon from other places (ie not natives). This tracks largely with interviews held by the National Trust in 2008. The perception of Historic Macon Foundation’s image is mixed. Eight respondents claim that HMF has a good reputation among those that know about it, but that many people do not know about it. But those who did share a sense of HMF’s reputation all of them cite that it has changed and most if not all of that credit was attributed to the executive director, Josh Rogers. With that in mind, here are some of the perceptions—HMF has stepped up to the plate, it has vision and energy, it is now a major player, The organization has vitality, knowledge excellent leadership. It is a change agent for the city. It is forward-‐thinking, action-‐oriented, making an impact, progressive, realistic-‐-‐clear on objectives. It is one of the most respected organizations in Macon because it gets difficult things down for the community. It is collaborative, positive, respected, and gets things done. This represents a huge departure from the responses in interviews held by the National Trust in 2008.

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AppendixAppendix


When asked what the most effective approach to achieve community support for historic preservation in Macon, seven interviewees suggested that a strong case needs to be communicated that historic preservation is an element of economic development and that economic impacts reach beyond a singular building or neighborhood but to the entire city. Several respondents suggested outreach to younger people. And many more suggested that HMF lead by example, and show don’t tell the benefits—the words “show,” “articulate” and “demonstrate” suggest a need for a campaign that is clear and visual. Finally one person suggested that HMF communicate that their mission was larger than just buildings, it was really about people, people who built buildings, and who rehabilitate them and who live in them today. When asked how can HMF continue to strengthen its image and community role the resounding response was outreach and communication. Several interviewees called for more diversity in the organization (board, membership programming) particularly reaching out to a younger demographic. Other suggestions included a revolving fund for downtown, participation in big projects with multiple partners, working downtown with commercial buildings, adding more staff at the foundation and developing strong case studies to tell success stories (perhaps in comparison with other cities that do not have a strong preservation track record). Finally interviewees were asked to add any additional comments that might be useful to HMF for the planning process. It was noted that HMF has a great reputation but a small fan base. HMF needs to tout its national reputation within Macon and on the national stage. Macon may need some context for understanding just what HMF does. HMF needs to tell their story, and generate buzz. HMF needs to move beyond its comfort zone and reach out and develop leadership among new constituencies. The board needs to keep Josh and step up in the role as fundraisers. The organization is personality-‐ driven and there needs to be planning for succession and sustainability. The organization needs a development officer. The organization needs to re-‐brand. HMF has to reach out to assist on projects that are not theirs such as consulting on city plans and projects. Finally HMF needs to be the linchpin in developing a city wide culture of preservation. Board Survey The board survey is an instrument designed to assess the organization internally. Questions 1-‐40 correspond to eight basic organizational processes, as follows: Questions 1-‐5 Assessing Needs Questions 6-‐10 Planning Questions 11-‐15 Implementation Questions 16-‐20 Evaluation Questions 21-‐25 Managing Relationships Questions 26-‐30 Motivation Questions 31-‐35 Providing Resources Questions 36-‐40 Developing Skills Competency

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Each of these questions had six possible responses-‐-‐ Very Well, Well, OK, Poorly, Not at All. For each question responses were weighted and averaged to provide a group response to the question. “Very Well” is 5 points, “well” is 4, “ok” is 3, “Poorly” is 2 and “Not at All” was 1. Results were then averaged to give a single assessment number for each. Assessing Needs The survey indicates that the members of the Board of Directors who responded to the survey believe that the organization is doing well assessing the needs of the community, the Foundation, the staff and membership (overall score of 4.092; Score in 2008-‐2.68).

Question 1 Information on community needs and resources is collected yearly and is accessible. Twenty eight (28) responses with an average score of 4.03 Question 2 We spend adequate time considering community needs and relating our plans and priorities to the needs. Twenty nine (29) responses with an average score of 4.34 Question 3 We ask people in our organization what they think our organizational needs and priorities are. Twenty nine (29) responses with an average score of 3.93 Question 4 We are interested in how people feel about working here. Twenty nine (29) responses with an average score of 4.34 Question 5 We collect information on what our members want and need. Twenty nine (29) responses with an average score of 3.82

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

Question 6 The purposes and goals of our organization, each program, and each committee, are identified. Twenty eight (28) responses with an average score of 4.25 Question 7 We consider past performance, needs, our resources and then set objectives Twenty nine (29) responses with an average score of 4.34

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AppendixAppendix


Question 8 Our plans clearly identify objectives, tasks, who will do what, and target dates for review and completion. Twenty nine (29) responses with an average score of 4.24 Question 9 Our plans are based on careful consideration of alternatives Twenty nine (29) responses with an average score of 4.24 Question 10 When work is allocated, people make sure the workloads are realistic and agreed to Twenty nine (29) responses with an average score of 3.82

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

Question 11 People follow through on plans and commitments Twenty nine (29) responses with an average score of 3.79 Question 12 People’s efforts are coordinated. Twenty nine (29) responses with an average score of 3.93 Question 13 People are advised when problems arise in implementing plans. Twenty nine (29) responses with an average score of 3.89 Question 14 Appropriate people are consulted before plans are changed. Twenty nine (29) responses with an average score of 3.79 Question 15 People work together on problems that arise as conditions change or as plans are implemented Twenty nine (29) responses with an average score of 4.03

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

19



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

Question 16 Every year, we review the previous year’s objectives, accomplishments and methods to identify needed changes. Twenty nine (29) responses with an average score of 4.06 Question 17 Each year we review what each board member and each key staff person did in the previous 12 months to assess strengths and weaknesses in what was done and how it was done Twenty eight (28) responses with an average score of 3.28 Question 18 Each subgroup of the organization (committees, program groups, etc) evaluates past activities Twenty seven (27) responses with an average score of 3.48 Question 19 The strengths and weaknesses of meetings are regularly evaluated Twenty eight (28) responses with an average score of 3.32 Question 20 We provide time to learn from past experience. Twenty nine (29) responses with an average score of 3.68

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

Question 21 We maintain regular contact with other organizations (funders, similar organizations) to keep them informed. Twenty nine (29) responses with an average score of 4.27 Question 22 Inside this organization, people provide each other with adequate information for problem solving and planning. Twenty nine (29) responses with an average score of 3.93 Question 23 When people tread on each other’s toes, the situation is handled respectfully and effectively. Twenty six (26) responses with an average score of 4.11 Question 24

20

AppendixAppendix


People say what they think and feel in a way that promotes problem solving. Twenty nine (29) responses with an average score of 3.82 Question 25 The roles of board and staff are clearly understood. Twenty nine (29) responses with an average score of 4.1

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

Question 26 People feel they are valued members of this organization. Twenty nine (29) responses with an average score of 4.1 Question 27 People feel they belong. Twenty nine (29) responses with an average score of 3.93 Question 28 People can find challenging and satisfying things to do in this organization. Twenty nine (29) responses with an average score of 4.24 Question 29 Jobs that are hard to fill are reviewed to see how they might be reorganized to be more satisfying Twenty six (26) responses with an average score of 3.42 Question 30 People feel they are making a contribution Twenty six (28) responses with an average score of 3.92

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

Question 31 We have attractive print and web-‐based materials about our organization, jobs to be done, programs and needs. Twenty nine (29) responses with an average score of 4.44

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Question 32 We have orientation materials and programs appropriate for board members and volunteers Twenty seven (27) responses with an average score of 3.81 Question 33 We keep up-‐to-‐date, useful records on community needs, contact people, funders and resources. Twenty eight (28) responses with an average score of 4 Question 34 We have agreed-‐to processes for evaluation the strengths and weaknesses of committee and board meetings and other working relationships. Twenty seven (27) responses with an average score of 3.33 Question 35 We have accepted procedures for regularly reviewing the roles of board and staff. Twenty six (26) responses with an average score of 3.46

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

Question 36 This organization provides a learning environment in which people get support, encouragement, and feedback. Twenty nine (29) responses with an average score of 3.86 Question 37 Support and resources are available to help people learn new skills Twenty seven (27) responses with an average score of 3.48 Question 38 People are encouraged to develop skills and knowledge about conducting meetings. Twenty eight (28) responses with an average score of 3. Question 39 People know several methods of planning and problem solving . Twenty seven (27) responses with an average score of 3.33 Question 40 When new people arrive they are given useful information about this organization. Twenty nine (29) responses with an average score of 3.72

22

Appendix


Membership survey An online membership survey was developed and a link sent to HMFs entire mailing list. From that, there were eighty-‐nine respondents. Of those over 60% of the respondents were aged 50 or older and roughly that percentage had annual household income of over $80,000. Raw survey data is included as an appendix and highlights are presented below. Questions 1 through 19 examines membership in terms of level of support and reasons for joining and remaining membership in HMF. Support for the foundation was largely to preserve Macon’s historic architecture (58.8%) and neighborhood revitalization (26.5%) far surpassing economic development (7.4%) the Sidney Lanier Cottage (2.9%) the effectiveness of the organization (2.9%) and education and history program (1.5%). Most joined and have maintained their membership from a general commitment to historic preservation (94.4% strongly agree or agree and 92.5% strongly agree or agree, respectively). Thus we can assume that the membership’s impetus for joining and remaining members is that their interests align with the mission of the organization, “to advocate for Macon’s historic and architectural heritage, to facilitate preservation efforts in our community, and to educates and inspire appreciation for our unique city.” Questions 20 through 24 measure membership participation in HMF programs and activities. Roughly half have been asked to volunteer however over 80% averaged less than three hours a month. The most often cited volunteer activities were Flea Market, Sidney Salons and the Decorator Showhouse. Of the sixty seven respondents that answered the question, 38.8% held an office (board, officer, committee chair or member) an 61.2% had not held an office. The cultivation, training and oversight of volunteers (including board members) is an ongoing responsibility of all non profits. It requires time, planning, organization, feedback and recognition. Volunteers are crucial for core functions of the organizations as well as the ability to host successful events. Every non profit needs to examine the effective use of volunteers and find the balance between the investment of energy into the use of volunteers and the benefit to the organization in furthering its mission and goals. Questions 25 through 41 pertain to communication and image. The inquire as to how well the membership understands the organization and what the larger perception of the organization is 91.1% feel fully or fairly well informed about HMF’s mission and 85.1% feel fully or fairly well informed about its current programming. Just over half felt that about the foundation’s financial status. While the board is ultimately responsible for raising funds to support the organization, membership has a role as well. A better understanding of the foundation’s financial status, its sources of funds and expenses can help the general membership be more involved with funding. Without basic knowledge

Appendix

23



about the organization’s financial status they have less investment (emotionally or financially) in contributing. The survey respondents thought that of those who know about HMF, the organization’s reputation was good. 88.1% of the respondents stated their opinion of HMF was favorable. However respondents believed that among the general public HMF is somewhat known (60.3%), little known (10.3%) or very little known (1.5%). This data corresponds to interview data—those who know about HMF generally hold it in high regard. But outside of the dedicated followers and some city leadership there is a large segment of the general population that does not know about HMF or its work. Left unaddressed this can erode public support for the foundation but undermining its relevance in the community and reinforcing the elitist image of preservation—that it is for a knowledgeable few. However, it also represents an opportunity for the foundation to greatly expand its reputation and support. This issue was also noted in the 2008 report, “If the Historic Macon Foundation intends to move forward, a key issue will be raising awareness and support among the general public. This often has a ripple effect in raising those same items with key decision-‐makers, particularly if they are elected officials who are responsive to their constituencies.” In terms of leadership, 60.06 percent strongly agree that HMF’s leadership is effective and an additional 24.2% agree. However there is a disconnect between leadership and resources. Only 45.3% agree or strongly agree that the organization has adequate human resources to do its work effectively on 27% feel similarly about financial resources and 57.8% about technical resources. Leadership is a critical part of an organization’s success both in terms of staff and board leadership. Some aspects of leadership can be taught, but ultimately it resides within an organization through its members or it does not. HMF is clearly at a position where it has that intangible quality. But leadership without resources can only accomplish so much. A continued lack of resources will undercut the leadership and can lead to burn out and disinvestment. Questions 42 through 49 deal with the composition of the board and the membership’s familiarity with them. Roughly half the respondents felt they knew at least something about most board members and many knew board members personally. This bodes well for communication and feedback. However it can also indicate that HMF is inwardly focused. Respondents favored diversity on the board. 92.4% though it important or very important to have members of different racial or ethnic groups. 90.9% felt similarly about members of different socio economic strata, and 80% about geographical representation/diversity. Representation by residents of historic buildings and by preservation professionals was thought to be important or very important by 96.9% and 93.9%, respectively. For those who indicated an “other” that should be represented several suggested private sector/financial experience. Questions 50 through 54 addressed HMF’s role in controversial issues. Over two thirds (69.5%) did not perceive HMF to have been involved in controversial issues. But of the minority who disagreed, 85.7% thought it was appropriate. Only 20% felt HMF had missed an opportunity to be involved in a major issue. Questions 55 through67 include demographic data but focus on membership satisfaction with the organization. 71% thought HMF was effective or highly effective as compared with other preservation organizations (though 17.7% said they did not know). 84.1% felt similarly as compared with other


Macon nonprofits. Satisfaction with programming was at 88.5% (satisfied or very satisfied) advocacy 82.2%, information and service to members 83.6%, and membership overall 89.7%. Areas where HMF might expand included suggestions of tourism, the young preservationist program, and outreach to racially and socio economically diverse groups. Sidney Salons, neighborhood revitalization (esp Beall’s Hill) were cited as programs that members found especially pleasing


about the organization’s financial status they have less investment (emotionally or financially) in contributing. The survey respondents thought that of those who know about HMF, the organization’s reputation was good. 88.1% of the respondents stated their opinion of HMF was favorable. However respondents believed that among the general public HMF is somewhat known (60.3%), little known (10.3%) or very little known (1.5%). This data corresponds to interview data—those who know about HMF generally hold it in high regard. But outside of the dedicated followers and some city leadership there is a large segment of the general population that does not know about HMF or its work. Left unaddressed this can erode public support for the foundation but undermining its relevance in the community and reinforcing the elitist image of preservation—that it is for a knowledgeable few. However, it also represents an opportunity for the foundation to greatly expand its reputation and support. This issue was also noted in the 2008 report, “If the Historic Macon Foundation intends to move forward, a key issue will be raising awareness and support among the general public. This often has a ripple effect in raising those same items with key decision-‐makers, particularly if they are elected officials who are responsive to their constituencies.” In terms of leadership, 60.06 percent strongly agree that HMF’s leadership is effective and an additional 24.2% agree. However there is a disconnect between leadership and resources. Only 45.3% agree or strongly agree that the organization has adequate human resources to do its work effectively on 27% feel similarly about financial resources and 57.8% about technical resources. Leadership is a critical part of an organization’s success both in terms of staff and board leadership. Some aspects of leadership can be taught, but ultimately it resides within an organization through its members or it does not. HMF is clearly at a position where it has that intangible quality. But leadership without resources can only accomplish so much. A continued lack of resources will undercut the leadership and can lead to burn out and disinvestment. Questions 42 through 49 deal with the composition of the board and the membership’s familiarity with them. Roughly half the respondents felt they knew at least something about most board members and many knew board members personally. This bodes well for communication and feedback. However it can also indicate that HMF is inwardly focused. Respondents favored diversity on the board. 92.4% though it important or very important to have members of different racial or ethnic groups. 90.9% felt similarly about members of different socio economic strata, and 80% about geographical representation/diversity. Representation by residents of historic buildings and by preservation professionals was thought to be important or very important by 96.9% and 93.9%, respectively. For those who indicated an “other” that should be represented several suggested private sector/financial experience. Questions 50 through 54 addressed HMF’s role in controversial issues. Over two thirds (69.5%) did not perceive HMF to have been involved in controversial issues. But of the minority who disagreed, 85.7% thought it was appropriate. Only 20% felt HMF had missed an opportunity to be involved in a major issue. Questions 55 through67 include demographic data but focus on membership satisfaction with the organization. 71% thought HMF was effective or highly effective as compared with other preservation organizations (though 17.7% said they did not know). 84.1% felt similarly as compared with other

24

AppendixAppendix

BLANK GOALS & OBJECTIVES WORKSHEET


GOALS AND OBJECTIVES WORKSHEET LONG RANGE GOAL _______________________________________________________________ SHORT RANGE OBJECTIVE ___________________________________________________________ BARRIERS TO ACHIEVING THE OBJECTIVE ________________________________________________ __________________________________________________________________________________ Activities Completion

Date Person Responsible

Skills needed ________________________________________________________________________ Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source Personnel Staff ________________________________________________________________________________ Board _______________________________________________________________________________ Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success _____________________________________________________________________________________

25


GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (1)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level. SHORT RANGE OBJECTIVE Create strong relationships with civic leaders and media. BARRIERS TO ACHIEVING THE OBJECTIVE Lack of historic preservation knowledge in the media, apathy within general public, little staff time, media’s view on what is considered “newsworthy,” lack of hard data

Activities Completion


Identify key civic leaders in the community 02/13 Task force Make contact to educate these leaders/inform about HMF and historic preservation

03/13 Task force

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

Ongoing Jennifer

Skills needed Communication, writing Technical Services needed Possible research to get hard data together Budget Event/Activity Amount Source N/A Personnel Staff Jennifer Board Task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success Relationships cultivated, new contacts made, increase in media coverage, possible increase in membership

ORIGINAL GOALS AND OBJECTIVES WORKSHEETS

26

AppendixAppendix

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (2)

LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level. SHORT RANGE OBJECTIVE Share Historic Macon’s story BARRIERS TO ACHIEVING THE OBJECTIVE Isolating an audience, some perceptions of HMF as “hysterical society,” HMF not being viewed as diverse



Complete production of existing educational video series project

06/13 Education/PR committee, Walter Elliott, Tabitha Walker, Jennifer

Work to get 10,000 total “Likes” for the videos 11/13 Board, Young Patrons, Jennifer

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

12/13 Task force, Ed/PR committee

Skills needed Social media maintenance, writing (scripts for voiceovers in videos) Technical Services needed Video production Budget Event/Activity Amount Source Video series production $5,500 Knight Neighborhood

Challenge grant Personnel Staff Jennifer Board Task force Volunteer Education/PR Committee Consultant Tabitha Walker, Big Hair Productions Measures of Success Number of likes/views on videos, virality of videos online

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GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (3) LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level. SHORT RANGE OBJECTIVE Increase community and member involvement. BARRIERS TO ACHIEVING THE OBJECTIVE Lack of money/time, people in Macon are spread thin across other organizations/volunteer groups Activities Completion


Explore options to form partnerships with neighborhood association groups

05/13 Task force

Identify meeting schedules of these groups 06/13 Task force Send HMF liaisons to attend meetings every so often Ongoing Task force, Ed/PR

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

05/13 Task force

Skills needed Communication, people skills Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source N/A Personnel Staff ________________________________________________________________________________ Board Task force Volunteer Education/PR Committee Consultant ___________________________________________________________________________ Measures of Success Relationships formed with neighborhood associations, increased involvement from these community groups, increase in member involvement

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Appendix

GOALS AND OBJECTIVES WORKSHEET | PUBLIC RELATIONS (4) LONG RANGE GOAL Raise awareness of HMF's economic impact, activities, and programs on a local and national level. SHORT RANGE OBJECTIVE Serve/support as promotional agent for HMF committees. BARRIERS TO ACHIEVING THE OBJECTIVE Small membership in Education/PR Committee Activities Completion


Build a larger Education/PR Committee 06/13 Task force, Ed/PR committee

Identify liaisons from Ed/PR Committee to sit at another committee meeting

07/13 Task force, Ed/PR committee

Ensure all HMF committees know the Ed/PR Committee is there for them

Ongoing Ed/PR committee

Skills needed availability, enthusiasm Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source N/A Personnel Staff ________________________________________________________________________________ Board Task force Volunteer Education/PR Committee Consultant ___________________________________________________________________________ Measures of Success Larger Education/PR Committee, other HMF committees see Ed/PR as a resource for communicating their efforts to the membership, increased communication between all committees

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GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (1) LONG RANGE GOAL Increase programming focusing on historic preservation. SHORT RANGE OBJECTIVE Educate the broader community and civic leaders on the role of HMF and how HMF can support their efforts. BARRIERS TO ACHIEVING THE OBJECTIVE _____time (staff)______________________________ __________________________________________________________________________________ Activities Completion


Give talks to civic clubs On-‐going Josh Re-‐institute lecture series – Historic Preservation 6-‐2013 Ed/PR committee Old House Fair 8-‐2012 John/ Carrie Then and Now project – include downtown bldgs., Display on downtown storefronts

10-‐2013 Ed/PR committee

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

5-‐2013 Ed/PR committee

Skills needed ___Communication/organization__________________________________________________ Technical Services needed ____Document /image handling_____________________________________ Budget Event/Activity Amount Source Then and Now ? Current KNC Grant Lecture series $200 sponsorships Personnel Staff ____Jennifer (ed/pr)_____________________________________________________________________________ Board ____Heather/Muriel___________________________________________________________________________ Volunteer ___Committee members________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success _____________Increase audiences and increase memberships_______________________________

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Appendix

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (2) LONG RANGE GOAL Increase programming focusing on historic preservation. SHORT RANGE OBJECTIVE Educate realtors on the value of living in historic districts. BARRIERS TO ACHIEVING THE OBJECTIVE ___Image/perception and lack of knowledge__ __________________________________________________________________________________ Activities Completion


Send speakers to Realty offices Start in 2013

Josh

Wider distribution of newsletters – to realtors On-‐going Be a part of the annual realtor’s conference ? Josh Research and publish positive crime statistics On-‐going Ed/pr Become a resource for research on homes and properties in historic districts

On-‐going staff

Skills needed ______communication/research_________________________________________________ Technical Services needed _____none______________________________________________________ Budget Event/Activity Amount Source Additional newsletters to realty offices

100 ?

Personnel Staff ______Josh/Jennifer__________________________________________________________________________ Board _______________________________________________________________________________ Volunteer ______Ed/PR committee____________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success ______Improved support by Realtors/more realtor involvement in homes sales in historic districts__________________________________

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GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (3) LONG RANGE GOAL Increase programming focusing on historic preservation. SHORT RANGE OBJECTIVE More programming for children. BARRIERS TO ACHIEVING THE OBJECTIVE __school field trips limited_____________________ __________________________________________________________________________________ Activities Completion


Summer camp 2013 8-‐2013 Janis Develop Walking Tours for kids 12-‐2013 consultant Develop a City Adventure (maybe scavenger hunt?) 2014 consultant Cultivate kids docents and tours guides for walking tours 2014 ? Skills needed ________creativity/organization/web-‐site development and maintenance___ Technical Services needed ____Web-‐site__________________________________________________________ Budget Event/Activity Amount Source Walking tours (exploratory) 3,000 Elam Alexander Grant Scavenger Hunt creation, prizes and marketing)_

5,000 – grant?

Personnel Staff _______Ed/PR committee_________________________________________________________ Board ____Entire Board___________________________________________________________________________ Volunteer _________IMNA/Vineville etc… __________________________________________ Consultant ____TBD_______________________________________________________________________ Measures of Success _____Educating and inspiring kids – enabling and encouraging neighborhoods to use our template for their own activities and kids____________________________________

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Appendix

GOALS AND OBJECTIVES WORKSHEET | EDUCATION/OUTREACH (4) LONG RANGE GOAL Increase programming focusing on historic preservation. SHORT RANGE OBJECTIVE: Promote the use of the archives. BARRIERS TO ACHIEVING THE OBJECTIVE _____Hard to get to (carrie’s office) – staff time __________________________________________________________________________________ Activities Completion


Promote the Mercer program for researching Macon Collaborative Journalism

Incorporate in Kids Camp 8-‐2013 Janis Muriel’s training at the library (a lecture?) 2013 Muriel Skills needed _____Research___________________________________________________________________ Technical Services needed _____None_________________________________________________________ Budget Event/Activity Amount Source None Personnel Staff ____entire staff____________________________________________________________________________ Board ______Muriel_________________________________________________________________________ Volunteer ______Maryel______________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success ______Increased use of archives at HMF__________________________________________________________

33


GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (1) LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency SHORT RANGE OBJECTIVE Create temporary Governance subcommittee to review and address several organizational long term goals. Committee to report to Executive Committee in 6 months with recommendations. Executive director to be part of the subcommittee. BARRIERS TO ACHIEVING THE OBJECTIVE Staff and volunteer time, scheduling additional meetings, finding best practices Activities Completion


Identify members and set first meeting date 11/7/12 Vickie Identify categories for review 11/7/12 Task force Assign volunteers to research categories established First mtg Vickie Draft edits and new policies for each review category February

2013 Task force

Propose edited by-‐laws and policies to board 4/2/12 Board of Trustees Skills needed Research abilities, critical thinking, non-‐profit management Technical Services needed none Budget Event/Activity Amount Source Committee meetings $0 n/a Personnel Staff Josh Rogers Board Existing Governance/Operations Task Force members Volunteer None Consultant None proposed, perhaps have a volunteer external expert such as Georgia Trust President review docs prior to adoption Measures of Success Edited By-‐Laws adopted, Committee structure edited or affirmed, Awards policies and procedures adopted, Advocacy guidelines adopted.

34

Appendix

GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (2)

LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency SHORT RANGE OBJECTIVE Create temporary Operations subcommittee to review and address operational long term goals. Committee to report to Executive Committee in 6 months with recommendations. Exec. director to be a member of the committee. BARRIERS TO ACHIEVING THE OBJECTIVE Staff and volunteer time, scheduling additional meetings, finding best practices



Identify members and set first meeting date 11/7/12 Vickie Identify categories for review 11/7/12 Task force Assign volunteers to research categories established First mtg Vickie Draft edits and new policies for each review category February

2013 Task force

Propose edited by-‐laws and policies to board 4/2/12 Board of Trustees Skills needed Research abilities, critical thinking, non-‐profit management Technical Services needed none Budget Event/Activity Amount Source Committee meetings $0 n/a Personnel Staff Josh Rogers Board Existing Governance/Operations Task Force members Volunteer None Consultant None proposed, perhaps have a volunteer external expert such as Georgia Trust President review docs prior to adoption Measures of Success Staff capacity evaluated and plan for growth/contraction/reassignment adopted, Succession plan adopted, personnel policies edited or affirmed

35


GOALS AND OBJECTIVES WORKSHEET | GOVERNANCE/OPERATIONS (3) LONG RANGE GOAL Review internal operations to streamline functions and build capacity and operational efficiency SHORT RANGE OBJECTIVE Review long-‐term role/functions of Sidney Lanier Cottage Cottage Committee to review current uses of the Cottage, including visitation numbers, staffing, rental income, museum collection/interpretation and make recommendations to Executive Committee in 6 months. BARRIERS TO ACHIEVING THE OBJECTIVE Volunteer and staff time (especially with a Cottage committee already stretched to the limit), Funding implementation of Cottage expansion, designing a plan to draw more visitors, finding best practices or examples Activities Completion


Identify a committee to manage master plan 1/31/13 Sally/Janis Fund and hire a consultant to coordinate plan 1/31/13 Sally/Janis Review existing master plan 3/1/13 Committee Examine possibility of growing to heritage tourism agency 6/1/13 Committee Develop a master plan and propose to Board 1/31/14 Committee Raise funds and implement plan 12/31/14 HMF Skills needed heritage tourism, marketing, house museum management, interpretation, museum management, collections management, walking tours, technology Technical Services needed technology based tours Budget Event/Activity Amount Source Hire consultant $3,000 Elam Alexander Partner’s visit from successful heritage tourism organization

$1,500 National Trust Peter Brink fund

Implement plan $250,000+/-‐ ??? Personnel Staff Janis Haley Board Cottage Committee Volunteer Suzanne Harper, Jonathan Poston, Earl Colvin, CVB rep? Consultant Janice Marshall Measures of Success Develop and implement a master plan for the Cottage to increase visitation and increase heritage tourism to Macon, Implement a financially sustainable model for HMF’s tourism/museums initiatives, Improve rental income and gift shop income

36

Appendix

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (1) LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition. SHORT RANGE OBJECTIVE: Engage unreached community members “unreached”=(age groups, geographic locations, socioeconomic groups, business professionals {realtors}, students, renters, ethnic groups, etc.) BARRIERS TO ACHIEVING THE OBJECTIVE __Time/ staff availability and HMF image in the community__ Activities Completion


Double membership – young patrons Dec 2013 Heather/Carrie/Jennifer Oral History Project – diversify interviews On-‐going Alice/students Empower community groups Mar 2013 Alice Children’s camps Aug 2013 Janis Skills needed _organization__/ communication______________________________________________ Technical Services needed Audio Visual equipment and the ability to operate it and produce DVDs Budget Event/Activity Amount Source Oral History minimal Personnel Staff _ Carrie/Jennifer for Young Patrons_ and Janis for Camp______________________________ Board ___Alice____________________________________________________________________________ Volunteer ____Students______________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success __________Increase membership and improve diversity________________________

37


GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (2) LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition. SHORT RANGE OBJECTIVE: Reach out to and partner with other organizations and groups (educational, private sector, neighborhood associations)...finding untold stories BARRIERS TO ACHIEVING THE OBJECTIVE _________Time-‐our and other organizations’ ___ Activities Completion


Identify partner organizations Ongoing Committee Reach our to neighborhood associations – go to them Ongoing Board Tie history to tourism Ongoing CVB Skills needed ___research, communication__________________________________________________ Technical Services needed ___none___________________________________________________________ Budget Event/Activity Amount Source None Personnel Staff _____Janis___________________________________________________________________________ Board _______None________________________________________________________________________ Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success __We will see more involvement with outside groups_________________________________

38

Appendix

GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (3) LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition. SHORT RANGE OBJECTIVE: Promote a preservation ethic throughout the community BARRIERS TO ACHIEVING THE OBJECTIVE __Cost, technical capabilities______________ Activities Completion


Create film shorts On-‐going Jennifer Include a cheat sheet of information Ongoing Jennifer Skills needed __Audio/visual technical skills______________________________________________________ Technical Services needed _____________A/V_________________________________________________ Budget Event/Activity Amount Source Produce film shorts ? Currently being produced Personnel Staff _______Jennifer_____________________________________________________________________ Board _______________________________________________________________________________ Volunteer _______technical assistant______________________________________________ Consultant ____A/V__________________________________________________________________ Measures of Success ____Film will be produced and will be used on a regular basis for presentations by the Board etc.__________________________________________________________________

39


GOALS AND OBJECTIVES WORKSHEET | DIVERSITY (4) LONG RANGE GOAL Increase diversity throughout HMF including memberships, programming, and board and staff composition. SHORT RANGE OBJECTIVE: Engage all tiers of membership to take an active role (promote a sense of ownership within our own diverse organization). BARRIERS TO ACHIEVING THE OBJECTIVE _No socio-‐economic, religion nor ethnic data currently collected_ Activities Completion


Survey all members 3/13 Alice Welcome committee/welcome visit In process Membership

committee Mentor program – among board and members ongoing Alice Skills needed __communication and leadership______________________________________________ Technical Services needed ___None_______________________________________________________ Budget Event/Activity Amount Source Personnel Staff ___________Janis_____________________________________________________________________ Board ______Alice_________________________________________________________________________ Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success _____Increase involvement by minorities, young people and all new members_______

40

Appendix

GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (1) LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development SHORT RANGE OBJECTIVE Code Enforcement-‐ To ensure that building codes are enforced and maintenance of building stock and that there are sufficient remedies to ensure such is protected BARRIERS TO ACHIEVING THE OBJECTIVE State/local laws, consolidation possibly not wanting to take up the issue, homeowners not being financially able to make repairs, apathy Activities Completion


Implement Knight Neighborhood Challenge grant for code enforcement

ongoing Staff

Review codes to see if changes are needed; draft legislation

06/13 Blake Lisenby & existing task force

Legislation drafted 10/13 Blake/task force Skills needed legal training, understanding of codes Technical Services needed legal time/drafting Budget Event/Activity Amount Source Buy code enforcement software/iPads, etc.

$85,000 KNC grant

Personnel Staff All staff Board Blake Lisenby, Alex Morrison, rest of existing advocacy task force Volunteer ____________________________________________________________________________ Consultant Albany & Decatur as advisers, Jeffrey Monroe, Tom Buttram Measures of Success Passing legislation along with consolidation and increase in code enforcement cases

41


GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (2) LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development SHORT RANGE OBJECTIVE Assist in creating policy that facilitates walkability BARRIERS TO ACHIEVING THE OBJECTIVE Funding Activities Completion


Explore current codes/improvement plans 02/13 Task force Draft list of improvements 10/13 Alex Morrison/Task

force Support UDA/ECD as they propose improvements to consolidation committees???

12/13 Task force

Explore possible grant options for improvements 12/14 Task force/staff Skills needed research, grant-‐writing, communication Technical Services needed Agencies Budget Event/Activity Amount Source N/A Personnel Staff Josh/Janis Board Alex Morrison/existing task force Volunteer Wanzina Jackson, Pearlie Toliver, city employees Consultant ____________________________________________________________________________ Measures of Success Funding secured, improvements made

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GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (3) LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development SHORT RANGE OBJECTIVE Advocate to state and local officials for more and additional state tax programs for historic preservation and job creating purposes BARRIERS TO ACHIEVING THE OBJECTIVE Access to legislators Activities Completion


Lobbying to local delegation to pass Downtown Renaissance Act?

01/13 Board/task force

Identify potential relationships between HMF & legislators Ongoing Task force Hold breakfast workshop/presentation with legislators 01/13 Board/task

force/Josh Skills needed communication Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source Breakfast/event with legislators $200–$250 Operating Personnel Staff Josh Board Task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success Legislation passed/funded; relationships made

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GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (4) LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development SHORT RANGE OBJECTIVE Advocate for better parking system downtown and residential neighborhoods-‐-‐ needed for rehab of historic commercial properties BARRIERS TO ACHIEVING THE OBJECTIVE City Council, funding Activities Completion


Review parking code/plans 02/13 Alex Morrison/task force

Research options 03/13 Alex/task force Present a new plan 06/13 Alex/task force Skills needed research, writing, understanding of codes Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source N/A Personnel Staff ________________________________________________________________________________ Board Alex Morrison & task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success Plan adopted

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GOALS AND OBJECTIVES WORKSHEET | ADVOCACY (5) LONG RANGE GOAL HMF should have a larger influence on political and civic issues that affect historic preservation and development SHORT RANGE OBJECTIVE Explore stronger ties with civic and fraternal organizations to help with fundraising and making HP part of their missions. BARRIERS TO ACHIEVING THE OBJECTIVE Lack of knowledge about historic preservation benefits, other Macon organizations are already spread thin Activities Completion


Research related trade associations/groups with which to form partnerships

06/13 Task force/Board

Form one major partnership with one of these groups 01/14 Task force/Board Skills needed communication Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source N/A Personnel Staff ________________________________________________________________________________ Board All Board Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success Partnership(s) formed, increased awareness of HMF/historic preservation benefits

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GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (1) LONG RANGE GOAL Develop a fully-‐staffed, fully-‐funded, financially sustainable organization. SHORT RANGE OBJECTIVE Within 6 mos come up with a plan to raise $100,000 an implement within 18 mos BARRIERS TO ACHIEVING THE OBJECTIVE Economic challenges, relatively narrow donor base, lack of corporate support, inefficiencies with some events Activities Completion


Existing task force accepts charge of developing plan 11/8/12 Task force Hold first meeting 12/4/12 Task force Develop categories to investigate for fundraising 12/4/12 Task force Draft plan for additional fundraising 3/1/13 Task force Approve comprehensive plan for additional $100k 4/2/13 Trustees Skills needed Comparative research, fundraising, events management, best practices review Technical Services needed None Budget Event/Activity Amount Source none Personnel Staff _Josh, Cantey, Janis, Jennifer, Carrie Board Existing task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Categories to be investigated 1) Real estate and construction fundraising, 2) Event fundraising, 3) Corporate giving Measures of Success Sustainable ability to raise $450,000 per year in operating revenue by fiscal year 2013-‐2014

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GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (2) LONG RANGE GOAL Develop a fully-‐staffed, fully-‐funded, financially sustainable organization. SHORT RANGE OBJECTIVE Develop plan & policy for revolving fund in construction & marketing within 90 days BARRIERS TO ACHIEVING THE OBJECTIVE No national best practices or comparable organizations, no existing consolidated statement of current policies, each project is unique Activities Completion


Staff drafts a summary of current policies and procedures 12/31/12 Josh Existing task force reviews/edits policies 1/31/13 Task force Executive considers edited policy document 3/5/13 Exec Skills needed Knowledge of existing procedures, knowledge of private market real estate development, organizational skills Technical Services needed none Budget Event/Activity Amount Source Personnel Staff Josh Board __Existing task force Volunteer ____________________________________________________________________________ Consultant ___________________________________________________________________________ Measures of Success Revolving Fund policy adopted by Executive Committee in March.

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GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (3) LONG RANGE GOAL Develop a fully-‐staffed, fully-‐funded, financially sustainable organization. SHORT RANGE OBJECTIVE Hire a consultant to conduct and complete a feasibility study for a capital campaign BARRIERS TO ACHIEVING THE OBJECTIVE Identifying capital needs for campaign, raising funds to hire consultant, developing Board commitment to conducting campaign Activities Completion


Determine $3-‐$5 million in capital needs June 2013 Existing/new task force

Investigate/secure funding necessary to hire consultant June 2013 Staff Bid feasibility study September

2013 Staff

Solicit Board commitment to enact campaign September 2013

Trustees

Launch and conduct campaign March 2014 Trustees Complete successful campaign March 2015 Trustees Skills needed Fundraising, capital campaign planning, marketing Technical Services needed ______________________________________________________________ Budget Event/Activity Amount Source Hire consultant $50,000 unknown Develop collateral $15,000 unknown Run campaign Staff/board time Personnel Staff Janis and Josh__ Board Existing task force Volunteer ____________________________________________________________________________ Consultant To be bid and hired Measures of Success Secure gifts and pledges totaling $3 to $5 million by March of 2015

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GOALS AND OBJECTIVES WORKSHEET | FINANCIAL (4) LONG RANGE GOAL Develop a fully-‐staffed, fully-‐funded, financially sustainable organization. SHORT RANGE OBJECTIVE Plan & launch real estate donation and planned giving for endowment. BARRIERS TO ACHIEVING THE OBJECTIVE Real estate knowledge, real estate market conditions, staff abilities, relationships with banks, relationships with banks, HUD programs Activities Completion


Develop a marketing plan for RE and planned gifts April 2014 Jennifer, Claude Smith, Kathryn Dennis

Present plan to members, CPAs, Attys, financial advisors Launch a planned giving campaign 2014 Make program sustainable and consistent Receive gifts of real estate and estate gifts Skills needed Knowledge of tax advantages, ability to advise potential donors Technical Services needed Tax and tax law assistance Budget Event/Activity Amount Source Design marketing materials $20,000 +/-‐ Meet with financial professionals Staff/board time Personnel Staff Jennifer & Janis Board _______________________________________________________________________________ Volunteer Kathryn Dennis, Claude Smith Consultant ___________________________________________________________________________ Measures of Success Receive one Real Estate gift per year and achieve ten additional announced planned gifts.

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GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (1) LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation. SHORT RANGE OBJECTIVE Historic Macon Foundation will start revitalization efforts in the CBD/Downtown residential/commercial) when a building is identified BARRIERS TO ACHIEVING THE OBJECTIVE None Activities Completion


Locate a possible building for conversion to lofts October 2012

Staff/Preservation Committee

Perform due diligence December 2012


Purchase property December 2012


Rehabilitate into lofts and market for sale October 2013


Sell lofts and storefront to owner-‐occupant January 2014


Skills needed Real estate development, project planning, finance, marketing Technical Services needed Construction management, architecture, structural engineering Budget Event/Activity Amount Source Purchase and rehab building $500k-‐$750k Peyton Anderson Rev. fund Personnel Staff Josh and Carrie Board Preservation Committee Volunteer None Consultant Architect, Structural Engineer, General Contractor/Construction Manager, Subs Measures of Success A downtown building is converted into loft housing and sold to owner occupants

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GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (2) LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation. SHORT RANGE OBJECTIVE Historic Macon Foundation will stay the course in Beall's Hill. The Preservation Committee should start working towards identifying the next neighborhood revitalization project. BARRIERS TO ACHIEVING THE OBJECTIVE Locating a viable neighborhood, continuing success in Beall’s Hill, raising necessary funds, market conditions, partnerships, staff capacity Activities Completion


Ensure 10-‐15 units per year in Beall’s Hill Dec. 2015 Staff/Pres. Committee

Compile list of possible future project areas July 2013 Staff Select the next project area/neighborhood Dec. 2013 Pres. Committee Initiate project planning (marketing, master, fundraising) Dec. 2013 Hired consultants Start project July 2015 Staff Skills needed Neighborhood revitalization, building partnerships, rehabilitation, marketing, fundraising Technical Services needed urban planning, architecture, market studies, master planning, community engagement Budget Event/Activity Amount Source Triage consultant $15,000 ? Master planner $150,000 ? Market study $15,000 ? Personnel Staff Josh and Carrie Board Preservation Committee Volunteer ____________________________________________________________________________ Consultant Master Planner, Fundraising consultant, Market Analyst, Urban Planner Measures of Success 30-‐45 additional units built or rehabbed in Beall’s Hill, Committed to revitalize a new neighborhood

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GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (3) LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation. SHORT RANGE OBJECTIVE Historic Macon Foundation will conceptualize a stabilization and revitalization plan for Hardeman Avenue and Georgia Avenue as gateways to Downtown loft development. BARRIERS TO ACHIEVING THE OBJECTIVE size of structures, cost of infrastructure, HMF inexperienced with infrastructure, funding, political will, forcing private owners to maintain structures Activities Completion


Survey existing conditions Dec. 2013 Staff and volunteers Develop a plan of action Dec. 2014 Pres. Committee Encourage private maintenance and upkeep Dec. 2015 Pres. Committee Comprehensive plan adopted by Pres. Committee Dec. 2015 Pres. Committee Skills needed code enforcement, project planning, building partnerships, identifying funding Technical Services needed traffic engineering, urban planning, code enforcement Budget Event/Activity Amount Source Survey area/properties $5,000 Planning consultant $30,000 Demo by neglect legislation $15,000 Personnel Staff Josh and Carrie Board Preservation Committee Volunteer ____________________________________________________________________________ Consultant Legal, Traffic Engineering, Urban Planning Measures of Success Comprehensive plan to stabilize and revitalize downtown gateways from I-‐75 adopted by Preservation Committee

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GOALS AND OBJECTIVES WORKSHEET | PRESERVATION (4) LONG RANGE GOAL Increase and expand direct preservation activities of the Foundation. SHORT RANGE OBJECTIVE Historic Macon Foundation will implement the action plan called for in the Rose Hill master plan. BARRIERS TO ACHIEVING THE OBJECTIVE Political constraints, lack of funds, small committee, no staff, public resources and funding Activities Completion


Review and edit master plan July 2013 Rose Hill Committee Ratify master plan July 2013 Rose Hill Committee Raise funds for Phase 1 of master plan, as edited December

2015 Rose Hill Committee

Implement Phase 1 of master plan December 2016

Rose Hill Committee

Skills needed project planning, fundraising_ Technical Services needed landscape architecture, monument maintenance, cemetery management Budget Event/Activity Amount Source Phase 1 of master plan $1 million +/-‐ ? Fundraising consultant $50,000 Part of capital campaign? Personnel Staff ___Janis _ Board _Rose Hill Committee Volunteer Local government Consultant _fundraising Measures of Success Phase 1 of the Rose Hill master plan underway by December of 2016

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resurrectreinvest

forward momentum through reflection on the past <respect for the past

PRESERVE OUR COMMUNITY

Concepts:heritageculture

inspiring investment in the soul of a communityheartbeat of the community

active verbs:relivedrive

advocatetransform

inspireevoke

HMF Strategic Planning Session, Day 2 (August 18th, 2012)

Goal Setting:Outside:-Reaching out to more of Macon; pull in people who arenʼt necessarily living in a historic home or live in the “historic district”. Get people (outside our group), involved in and passionate about rose hill, riverside, washington park, the indian mounds, etc.-inclusion-maintain forward momentum through reflection on the past <respect for the past-Promote unity< owners, renters, young, old, Mercer students, " >Mercer is bringing back football...why not do some digging and find out about the original " mercer football team and the local Macon athletes who participated. (sports=something " everyone can connect over) (resurrect a college football team)-Remember: itʼs not just about the buildings:WHAT IS “HISTORIC MACON” TO EVERYONE ELSE?! Books, Music (Otis Redding, the Allman Brothers), Community Gardens-Lifestyle: instill an appreciation for the culture of Macon by promoting an active lifestyle of revitalization. *invest in collaborative efforts throughout the community to create a more inclusive overall impact;Define the meaning of MACON HISTORY for everyone.{find out what Macon history really is for everyone. find the true heartbeat of what we call our community}-Become the ʻgo toʼ. Play an active role (somehow) to impact the public school system and help instill and inspire pride and future investment in Macon.internally:-Partnering with other organizations who have similar goals and missions. (rebuilding macon, InTown, etc.) Too many organizations struggling for identity to attain similar goals. -inspire renewed energy by involving membership in smaller grassroots efforts. Many members just come to parties.

HMF: Revitalize community by sharing history and preserving architecture.

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

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Appendix

HMF

Membership

InTown Neighborhood

Historic Neighborhoods

Macon-Bibb Residents

HMF: IMPACT OF OUTREACH

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-capital campaign-funding sources-corporate sponsorships-secure financial resources-compensate staff -create strong financial committee to include business leaders-establish huge operating endowment

-build appropriate infrastructure-Increase staff capacity-develop procedures/internal policy-Governance chair/committee-hire assistant executive director-clarify role of the cottage

-work with board of education-continue/increase cultural outreach-show value of HP to pride, environment and sense of identity-educate broader community through active outreach-promote tourism-promote use and contribution to archives-educate realtors -increase membership-increase positive public perception/PR-publicize HMF locally and Nationally

-collaborate with other organizations-engage underserved populations-invest in inclusive efforts to create lasting impact.-build partnerships between local groups

FINANCIAL STABILITY

INTERNAL/OPERATIONAL

OUTREACH/EDUCATION

ORGANIZING GOALS

DIVERSITY ADVOCACY

-Advocate for new tools for buildings.-est. local advocacy network-use consolidation to create BPs in code/ordinances-walkability-larger influence on political issues

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

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1.Engage unreached community members “unreached”=(age groups, geographic locations, socioeconomic groups, business professionals {realtors}, students, renters, ethnic groups, etc.)

a.double the membership of the young patrons tier within one calendar year.b.Apply for a grant to start a community-specific oral history project (partner

with Douglas theater, *African American churches {involve pastors, business leaders})

c.Empower community groups (such as African American churches), by reaching out to their leaders and including them in HMF decision-making. This will increase the diversity amongst our membership, as well as provide new insight and perspective within our community.

d.Continue outreach through childrenʼs camps, expanding on the current program to include site visits to historic places.

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

e.Identify three outside organizations with similar and complementary goals to collaborate on a project with inclusive impact.

f. Reach out to the neighborhood associations to distribute HMF information.g.Tie history to tourism, focusing on Maconʼs rich history of diversity. Great

resource/example (Mary Ruffinʼs website: www.hanburypreservation.com/projects/natchez)

3. Promote a preservation ethic throughout the community.h.take film shorts to different groups throughout the community, to promote

HMF and an ethic of preservation and revitalization. i. include a “cheat sheet” of information for neighborhoods, etc..

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

i. Create a survey for all membersj. Welcome Committee/Welcome visit from a board member/packet (revisit

welcome basket idea) k.Implement a mentor program to facilitate working relationships between 1st

and 3rd year board members/ of general membership.

Objectives: Diversity

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Strategic Planning Phase II Assessment Report Page 3

I. INTRODUCTION TO THE PLANNING PROCESS

A. The Importance of Planning

Strategic planning is one of the most important – and overlooked – responsibilities of nonprofit organizations. Through strategic planning, organizations define who they are, what they do, why they do it, and how the work is done. Such planning involves a process. Strategic Planning involves work and is a process that can be tedious and sometimes difficult. Nevertheless, it is critical to directing an organization’s activities, and it is the board’s responsibility to implement the process that doing good work requires. In a world of limited resources, every nonprofit organization—no matter how large or financially stable—must prioritize activities and direct its resources. And, as with any nonprofit group, the Historic Macon Foundation (HMF or Foundation) will find its time, volunteers and funds to be limited. Consequently, in order to be successful HMF must identify goals they cannot only achieve, but manage. Once identified goals are accomplished, the public will look confidently to HMF knowing it has the ability to complete projects, save endangered buildings and engage (not just educate) the public in the benefits of historic preservation. Only then will the organization grow and prosper beyond its current state.

B. Investing in the Process

Concern for its future is what led HMF to approach the National Trust for Historic Preservation about Strategic Planning. The Foundation was not content to simply identify future goals and objectives, but sought objective thought as to the organization’s present state and the course they might chart. In the winter of 2007, Historic Macon Foundation contracted with the Southern Office of the National Trust to undertake the Strategic Planning process in conjunction with the Fanning Institute. Phase I of the process included surveys of members and board members and interviews (conducted April 21-22, 2008) with representatives from the community. After a delay to allow the Foundation to hire a new director and give him time to become familiar with the operation, the board met August 16-17, 2009 in a facilitated discussion with National Trust staff members Nancy Tinker, Karen Nickless and Leah Brown. Using the Phase I Assessment Report as a springboard, the board set long-term goals and formulated an associated operational plan. The goal setting process serves to focus the Foundation on who they are and who, over time, they seek to become. The format is designed to ensure 100% participation of those attending and creates clear and tangible work plans. It seeks to avoid a premature focus on single ideas and eliminates dominance by high-status or aggressive members during idea generation and discussion. HMF board, staff and committees are composed of dedicated, intelligent and able individuals, each of whom brings special talents to the organization. The

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

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AppendixAppendix


Foundation must be careful, however, that work and responsibility is fairly distributed among these groups. In order for the organization to succeed, all must play a role and feel that there is a role for them to play. In the end, the process results not only in the board’s agreement on priority goals and objectives, but in the equal distribution of these responsibilities, leaving participants with a clear sense of their individual roles and of project deadlines. What happens next—as far as implementation is concerned—is up to Foundation board and staff. Among nonprofit organizations, especially preservation organizations, there is a tendency to try to do everything and be everything to everyone. Nonprofits are often made up of people who want to save the world, or at least their small corner. This cannot be done, and in fact all but guarantees failure. Without focus and the discipline to know the boundaries of one’s mission, the organization will suffer from a shot-gun approach that scatters and diminishes effect. Instead, nonprofits that focus on their mission and the goals identified through a group process will more effectively accomplish their mission. To its credit, HMF chose to examine its role, both past and future, in the community. The decision to use outside assistance is significant because the Foundation:

Sought and paid for an objective opinion with a national perspective Is serious about wanting to learn from other successful local preservation

organizations Knows it can be more effective once being exposed to new concepts

Change does not come swiftly or easily, but in a few years’ time the Historic Macon Foundation will be able to look back at both strategic planning documents and know they have succeeded in becoming a stronger, more effective organization. It will then be time for to plan again.

C. Summary of Phase I Results Phase I of Strategic Planning comprised three parts: a membership survey; a Board of Trustees survey; and interviews with community leaders. The data collected showed general agreement on a number of issues:

HMF’s preservation work is admired, but HMF should be more proactive and take a larger advocacy role

HMF needs to expand its reach beyond the neighborhoods it is currently working in

Doing more fee-for-services would help underwrite expenses and free staff for fewer fundraisers and more mission-driven programs

HMF needs better publicity for projects to raise awareness of HMF’s role and to help change any possible image problems

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NOTE: This is a brief summary. For full results, see the Phase I Report. II. PHASE II: TWO-DAY BOARD RETREAT, AUGUST 16-17, 2009

A. Questions

As a means for beginning the day’s discussion, facilitators asked participants two questions:

1. “Are you a vested board member and what motivates you to be involved

with Historic Macon?” 2. “What talents do you bring to the table?”

Selected responses to the questions were reported as follows: I have a passion for historic architecture and preservation. I believe the work of historic preservation is important. Macon has a wealth of styles in several inner-city neighborhoods. I want to

help preserve those unique architectural styles. I possess organizational skills and time. My professional expertise involves marketing and business experience

and involvement with the community.

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B. Mission In order to keep the Historic Macon Foundation focused on sustained growth and maintaining a creditable reputation, it should evaluate itself and its programs annually by asking two questions: “What must the Foundation do to accomplish its mission?” and “What types of partnerships are necessary to achieving our goals?” Self-evaluation is a critical step in building a viable organization, and the National Trust encourages HMF to begin the habit of assessing financial and programmatic performance on an annual basis. This analysis may be undertaken with or without the help of a facilitator. Board members at the retreat were encouraged to discuss the Foundation’s mission statement. Unlike business or for-profit corporations, the nonprofit organization does not have the dollar as its bottom line. Instead, nonprofits exist to fulfill a mission by providing a service and/or taking on an education or advocacy role. Success, for a preservation organization, is not solely defined by its financial statement. Preservation organizations measure success by properties saved and the ability to respond to community needs. (That is not to say positive cash flow is unimportant. Board members are cautioned to keep a watchful eye on the finances, a large part of their responsibility as a non-profit board.) A good mission statement will be a clear and succinct articulation of the organization’s purpose. Sound direction from the board insures the organization’s programs mirror the mission. Additionally, a good mission statement will bear an end product in mind – showing the public what the Historic Macon Foundation has achieved for the community. Below are a few tests that can be used to indicate whether or not a mission statement is clear, succinct, and relevant:

Can the board/staff/members recite the mission statement? (Is it crisp)? Do outsiders know the gist of the mission? (Is it easy to understand?) Do the programs and services support the mission? Does the mission statement appear in publications and printed materials? Is the mission statement fresh and realistically achievable?

Existing Mission Statement The current (9-2009) official mission statement is: The corporation is organized exclusively for charitable and educational purposes, including, for the purposes of educating the greater Macon community about its

AppendixAppendix

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history and historic preservation; preserving and restoring buildings, sites and neighborhoods; and maintaining and promoting the Sidney Lanier Cottage. Working Mission Statement (June 2009) A working mission statement developed in June 2009 reads: Historic Macon Foundation leads Middle Georgia in historic preservation, advocating for the stories, buildings, archives, history and culture that make our region unique. August 16, 2009 Proposed Mission Statement, Vision and Tagline At the strategic planning retreat, a committee was tasked to refine the draft statement and provide a vision and tagline. The mission statement as crafted on August 16, 2009 reads: The mission of Historic Macon Foundation is to advocate for the preservation of Macon’s historic and architectural heritage; to facilitate the preservation efforts of the private and public sectors, and to educate and inspire our community to appreciate our unique, beautiful city. The vision of HMF reads:

To serve as the premier preservation organization in Middle Georgia. HMF’s tagline reads:

Imagine—tomorrow’s lifestyle in yesterday’s grandeur.

September 12, 2009 Proposed Mission Statement, Vision and Tagline In the final session of the strategic planning retreat (September 12, 2009) the three statements were refined, with the results to be sent to the full board for approval. They read: The mission of Historic Macon is to advocate for Macon’s historic and architectural heritage, to facilitate preservation efforts in our community, and to educate and inspire appreciation for our unique city. The vision of Historic Macon is: To lead Middle Georgia as the premier preservation organization. HMF’s Tagline is: Imagine tomorrow’s lifestyle in yesterday’s places.

C. SWOT EXERCISE (Strengths, Weaknesses, Opportunities, Threats)

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As a means to spur discussion, National Trust staff led participants in a frank examination of HMF-related issues. Board members were asked to identify items they perceived as organizational strengths, weaknesses, opportunities and threats. Discussion began with the identification of organizational strengths and weaknesses. IDENTIFIED STRENGTHS AND WEAKNESSES Strengths Weaknesses Passion for Preservation Lack of Funding Great Building Inventory Need to Diversify Membership Employs Great Staff Need to Cultivate Geographic Diversity Good Track Record of Achievement Need to Attract Younger Members Good Identity and Name Recognition Need to Attract Members From

Throughout the County Conducts Successful Events Need to Promote Accomplishments Maintains the Ability to Partner with Other House Museums and Tourism Entities (i.e. Mercer and MCCG)

Organization is Reactive Rather Than Proactive (i.e. Lack of focus on Mission Related Activities)

The Presence of the Ocmulgee Monument

HMF needs to become a stronger advocate – take a stand

MHF retains a Committed Board (i.e. upbeat and willing to face challenges)

HMF Should Provide more Services to Commercial and Residential Consumers

We Should Better Leverage Membership

We Need to Make a Better Case for the Economic and Quality of Life Impacts Brought by Preservation Practice

HMF is Perceived as Not Involved with Downtown

Trustees Should Become More Aware of Limited Staff Time

HMF Does Not Have a Strategic Plan Little Volunteerism Evident From Board

and Membership HMF is Operating at a Budgetary Deficit Foundation Should Research and

Pursue Untapped Funding Sources, Business and Corporate Sponsors

HMF Has Not Developed a Planned Giving Program

HMF Has Not Undertaken a Capital Campaign in 15 Years

HMF Does Not Have a Formal Development Plan – We Should

Appendix


Identify a Development Consultant IDENTIFIED OPPORTUNITIES AND THREATS Opportunities Threats Use Staff Expertise to Address Weaknesses

The Perception Exists That Macon is a Community with a High Rate of Crime

HMF Should Use New Fundraisers (Chuck Leavell and Green Field Day) as Opportunity to Raise Public Image

The City Has a Poor System of Public Education, with Tension Existing Between Public and Private Schools

Georgia’s Enhanced State Tax Credits Create an Opportunity for Professional Services

Both City and County Governments Are Dysfunctional

HMF Has Opportunity to Partner with Local Developers in Downtown Loft Rehabilitation Projects

An Anti-Business Environment Exists

Macon’s Real Estate is Affordable and Located within 1 Hour of the Atlanta Airport

HMF Does Not Have a Formal Development Plan – We Should Identify a Development Consultant

Promotion of Historic Preservation Could Improve the City’s Image

Sprawl is Developing in a Northward Direction

The Community to Market Itself to Those Living Alternate Lifestyles

HMF’s Economic and Operational Viability are Troubled




and Membership HMF is Operating at a Budgetary

Deficit Foundation Should Research and





D. Accomplishments

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D. Accomplishments

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At the end of Day 1 of the retreat, National Trust staff asked board members to identify HMF accomplishments. Board members named numerous activities, including:

Sidney Lanier Cottage

Saved more than 125 properties through the revolving fund;

Wrote 10 National Register nominations for historic districts located in Macon

Saved 2+ neighborhoods in Macon

Assisted more than 300 homeowners in undertaking tax credit projects

HMF has received an Honor Award from the National Trust for their work in neighborhood revitalization

The organization has served as a role model for other Georgia-based non-profit groups

The cottage hosts between 8 – 10 public and private school groups per year

We produce publications on history and historic architecture

HMF hosts great parties

The foundation hosts a lecture series for the general public

Historic Macon encourages community preservation through HMF-sponsored preservation awards

We have increased the local tax base through having successfully completed 125 revitalization projects

HMF holds 60 – 70 restrictive deed covenants

The organization has been in existence for 45 years

E. Generation of Goals and Objectives On Day 2 of the retreat, National Trust staff turned board members’ attention to establishing long-range goals and objectives. Following discussion, board members agreed to work towards a two-year strategic plan. With that in mind, National Trust staff posed the following question. “What should Historic Macon’s

Appendix

























D. Accomplishments

65



goals be for the next two years?” Participants were asked to silently generate as many answers to that question as possible and to record their list. Once individual lists were complete, each board member was asked to present answers to the question until each participant had exhausted his or her individual list. The following items represent the final consolidation of the ideas presented during the workshop. Items listed below appear in the order in which they were presented, not in the order of priority or importance. What must Historic Macon do in the next 2 years to accomplish its mission?

Hottest membership in town Completely visible to everyone in Macon Serve as a clearinghouse of historic preservation information for Macon

and Middle Georgia Cottage programs: History and Education Recruit more volunteers Market HMF’s activities/accomplishments better Attract residents to historic districts in Macon Move events from more fundraising to PR Pursue corporate underwriting for events Extend rehabilitation efforts into downtown business districts Find sustaining and relevant use for Cottage Recruit to obtain a more committed and engaged—if smaller—board Use the resources of local colleges/universities Develop more connections with realtors, sharing benefits of historic

preservation Proactive in assisting residents and property owners with preservation

concerns Subject matter experts for historic preservation in Macon’s business

community Develop collaborative programs and events with other organizations Politically well-connected Continue as leader in neighborhood revitalization Devote more time to mission-related activities—fewer events Liaison to other organizations to benefit improvement of downtown’s

image Create comprehensive development plan to include planned giving Annual paid memberships of more than 1000 Respected organization that others want to join Educate the public and local officials on economic impacts of historic

preservation Plan and execute events that are mission-related Saving endangered structures Provide historic preservation services (for a fee)

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Leader in public policy for historic preservation Fully funded, fully staffed The go-to leader with a national reputation Increase Patron membership Explore other foundation and untapped funding sources Develop more diverse membership (race, age, geography) Revitalization and preservation of Macon’s historic neighborhoods Be the organization that promotes a sense of community for the whole city Solvency

After participants exhausted their individual lists, facilitators led the group in a “merging and purging” exercise designed to narrow the field of choice. In some cases, goals were redefined as objectives and shifted to be included as part of a larger, but related, goal. From this original listing, participants were asked to identify their top priority goals. After those silent choices were made, board members were given a set of weighted dots and asked to rank their goals according to individual preference. Facilitators calculated the responses and reported those results to the board.

F. Priority Goals (in order of votes received)

1. Preservation and Preservation Services (88 votes) 2. Financial and Organizational (72 votes) 3. Membership (56 votes) 4. Marketing and Image (47 votes) 5. Sidney Lanier Cottage (39 votes)

G. Priority Goals Work Plans

Once goals were set, the board was asked to break up into committees corresponding to the goals, plus an additional committee for the development of a vision, mission statement and tagline. Templates for these plans follow, to be completed by the committees. Each work plan will include a timeline for completion and those assigned to accomplish necessary tasks to meet the goal.

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Priority Goal One: Preservation and Preservation Services

• Recognized as Middle Georgia’s leading preservation organization and a national leader in neighborhood revitalization

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

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

historic preservation

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

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

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

• Revitalize and preserve Macon’s historic neighborhoods

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

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• Extend rehabilitation activities into the downtown

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

• Serve as a clearinghouse for preservation in Macon and Middle Georgia

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

• Provide fee-for-service assistance

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

• Subject matter experts for business community and economic development

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

• Leader in public policy for historic preservation

• Drafting legislation to prevent demolition by neglect.

Identified activities, their timeframes, and those responsible for implementing the work are listed in the table below: Strategy 1, Educate Public Officials

• Develop a trolley tour of historic properties specifically designed for City Council, Planning & Zoning Commission, the Bibb County Commission, and NewTown (to include spouses). Tour would include rehabilitated houses and end at an exclusive private residence for refreshments.

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

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

Strategy 2, Marketing Preservation Services

• Develop a marketing plan and presentation targeted to local business societies (i.e. Rotary). Plan will then be produced in-house and subsequently presented to additional groups. An associated brochure will be professionally produced and will be modeled upon the approach used by NewTown. The brochure will be professionally developed, but printed in-house.

• The Executive Director has delivered dozens of speeches about historic preservation and Historic Macon’s impact. More substantially, the organization has built and maintains one of the most visited websites of any non-profit in Middle Georgia full of information about preservation incentives, including case studies. The organization also printed and distributes professionally designed rack cards on various topics related to historic preservation. The weekly email newsletter also reaches 1,000 constituents with an average open rate above 30%, well above industry standards.

Strategy 3, Rehabilitation Projects

• Finish activity at Lower Beall’s Hill, limiting losses on projects. Thereafter take on two house rehabilitations per year (each to take approximately 6 months/property). Revolve existing properties.

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

Strategy 4, Showcase Rehabilitation

• Obtain an option for a downtown building; prepare a pro forma; develop a marketing plan for the building (possibly one for which the rehabilitation plan is already completed); develop a mock-up for the room/loft/office; work with the building’s owners and developers to promote the use of the

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

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

Strategy 5, Emergency Acquisition

• Historic Macon will accrue enough capital to be able to save endangered buildings from immediate demolition. The organization will develop a revolving fund to accommodate such purchases.

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

Strategy 6, Property Tax Exemption

• Historic Macon will develop a blanket exemption for all properties owned by Historic Macon.

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

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Strategy 7, Offer and Execute a Full Portfolio of Preservation Services Historic Macon will offer and execute a full portfolio of preservation services. Services will include:

• History of your home- A researched and well-written history of your residence, investment property or business. The history will include all evidence regarding construction dates, a history of the neighborhood, pictures of deeds and plats, stories about previous owners, a description of the elements of style of the property and a description of your ownership and improvements. The history will include photographs from the local archives when available and current professional pictures of the property.

• Repair and Improvement Consultation- A professional preservationist from Historic Macon will make a site visit to your property to help diagnose problems or define repairs. We will also recommend a qualified contractor to perform the work.

• Façade Renderings- Historic Macon can provide façade renderings of both commercial and residential buildings to illustrate improvements for Design Review Board applications.

• National Register Listing- If your commercial or residential property is at least 50 years old, it is probably eligible for listing on the National Register of Historic Places. A listing on the Register does not restrict your property rights, but instead makes various abatements and incentives available to you for work performed on your property.

• Incentives- Almost every developer of an historic property needs help navigating the incentive system for redeveloping historic properties. Whether you are interested in small improvements to your primary residence or you are a major real-estate developer and you need help structuring your deal, our preservationists have the skills, experience and knowledge to help you find every available incentive. These services include tax abatements, federal rehabilitation tax credits (and the syndication of these credits), state rehabilitation tax credits and assistance with Design Review and Planning and Zoning approvals.

• History of your home- A researched and well-written history of your residence, investment property or business. The history will include all evidence regarding construction dates, a history of the neighborhood, pictures of deeds and plats, stories about previous owners, a description of the elements of style of the property and a description of your ownership and improvements. The history will include photographs from the local archives when available and current professional pictures of the property.

• Repair and Improvement Consultation- A professional preservationist from Historic Macon will make a site visit to your property to help diagnose problems or define repairs. We will also recommend a qualified contractor to perform the work.





• The only preservation service contracted for fees has been the creation of tax credit qualified rehabilitation plans, and filing these plans to help private developers secure Federal and State incentives for historic preservation. The organization has completed or is in the process of completing plans for 26 properties for fees totaling more than $15,000. This service not only raises unrestricted funds for the organization, but also encourages owners of historic properties to make investments in rehabilitation and maintenance. In addition, professional advice offered by Historic Macon Foundation ensures that rehabilitation projects are properly done.

Priority Goal Two: Financial and Organizational • Create a solvent, fully funded, fully staff organization

Short Range Objective: • Create a comprehensive development plan which includes planned giving

Additional objectives, identified during board discussion include: • Increase Patron membership

• Explore other Foundations and other untapped resources

• Pursue corporate underwriting for events

• Recruit to obtain a more committed and engaged – if smaller – Board of Trustees

• Apply for collaborative grants

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• The only preservation service contracted for fees has been the creation of tax credit qualified rehabilitation plans, and filing these plans to help private developers secure Federal and State incentives for historic preservation. The organization has completed or is in the process of completing plans for 26 properties for fees totaling more than $15,000. This service not only raises unrestricted funds for the organization, but also encourages owners of historic properties to make investments in rehabilitation and maintenance. In addition, professional advice offered by Historic Macon Foundation ensures that rehabilitation projects are properly done.

Priority Goal Two: Financial and Organizational • Create a solvent, fully funded, fully staff organization

Short Range Objective: • Create a comprehensive development plan which includes planned giving

Additional objectives, identified during board discussion include: • Increase Patron membership

• Explore other Foundations and other untapped resources

• Pursue corporate underwriting for events

• Recruit to obtain a more committed and engaged – if smaller – Board of Trustees

• Apply for collaborative grants

Appendix


• Execute fewer fundraising events

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

Identified activities, their timeframes, and those responsible for implementing the work are listed in the table below: Strategy 1, Explore Other Foundations and Untapped Resources

• By year end, Historic Macon Foundation will have explored opportunities for grant collaboration, have created a comprehensive plan to include planned giving, define goals and set a time frame for initiating a capital campaign, and have increased Patron-level memberships by one-third.

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

Strategy 2, Expand Organizational Structure

• Expanding HMF’s structure will include: becoming fully staffed, identifying volunteers who will research grant opportunities, increasing the numbers of Patron-level memberships as well as involving younger members. HMF will examine current requirements associated with joining the board of trustees, specifically addressing time and financial requirements needed for

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• Execute fewer fundraising events

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

Identified activities, their timeframes, and those responsible for implementing the work are listed in the table below: Strategy 1, Explore Other Foundations and Untapped Resources

• By year end, Historic Macon Foundation will have explored opportunities for grant collaboration, have created a comprehensive plan to include planned giving, define goals and set a time frame for initiating a capital campaign, and have increased Patron-level memberships by one-third.

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

Strategy 2, Expand Organizational Structure

• Expanding HMF’s structure will include: becoming fully staffed, identifying volunteers who will research grant opportunities, increasing the numbers of Patron-level memberships as well as involving younger members. HMF will examine current requirements associated with joining the board of trustees, specifically addressing time and financial requirements needed for


meaningful board participation. We will seek influential people as potential trustees. We will explore having fewer fundraising events.

• The organization is fully staffed for the first time since the recession, with four-full time employees and two part-time employees. The number of Patron members has doubled since 2009. The Board now accepts a time contribution for members in lieu of monetary donations for Board service. Most members of the Board are still working people dedicated to historic preservation. The organization has drastically reduced the number and frequency of fundraising events and attaches these events to a mission-related purpose, such as publishing an educational book about architecture.

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Priority Goal Three: Membership

• Become the organization everyone wants to join

Short Range Objective: • Develop a more diverse membership inclusive of race, age, lifestyle

choice, and location

Additional objectives, identified during board discussion include: • Offer the hottest membership in town

• Recruit more volunteers

Strategy 1, Increase members to 1,000 • Retain existing members, increasing membership to more than

1,000 paid members; track and release member status, admitting “loss” at 60 days, then renew efforts to re-sign; send timely, mission-oriented information noting HMF project, successes, and concerns. Contact will become more frequent through distribution of 4 newsletters and email communication.

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

Strategy 2, Recruit New Members

• New members will be recruited through direct appeal (i.e. members or neighborhood organizations, referral programs, social teas/gatherings, letter writing). Trial memberships will also be offered. Contact could include newsletters, optional email, an improved website, or by offering a 6 month membership.


• The organization has recruited 171 new members in the last twelve months and continues to emphasize membership as the lifeblood of Historic Macon Foundation. Last year, members volunteered over 2,000 hours of service to the organziation

Strategy 3, Increasing Diversity

• HMF will target potential minority members living within historic districts. The Foundation will continue salons such as “art chat” with the Tubman Museum. We will broaden and lengthen the reach of our membership.

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

Strategy 4, Budget

• Involve the Board of Trustees in membership growth and solicitation.

• $3 per solicitation

• 2 newsletters

• Current events fliers

• Postage envelopers

• 40 board members with 10 referral per board members

• $1,200

• Other referrals


Timeline 11/7/09 – Board member deadline for referrals (following presentation at September, October, November meetings) 1/15/10 – Roll out initial 6 months offer to names submitted by Board members 1/15/10 – Initiate scheduling of teas/gatherings, letter writings 2/10 – Teas/gatherings, letters

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• The organization has recruited 171 new members in the last twelve months and continues to emphasize membership as the lifeblood of Historic Macon Foundation. Last year, members volunteered over 2,000 hours of service to the organziation

Strategy 3, Increasing Diversity

• HMF will target potential minority members living within historic districts. The Foundation will continue salons such as “art chat” with the Tubman Museum. We will broaden and lengthen the reach of our membership.

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

Strategy 4, Budget

• Involve the Board of Trustees in membership growth and solicitation.


• 2 newsletters

• Current events fliers

• Postage envelopers

• 40 board members with 10 referral per board members

• $1,200

• Other referrals


Timeline 11/7/09 – Board member deadline for referrals (following presentation at September, October, November meetings) 1/15/10 – Roll out initial 6 months offer to names submitted by Board members 1/15/10 – Initiate scheduling of teas/gatherings, letter writings 2/10 – Teas/gatherings, letters

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Priority Goal Four: Marketing and Image

• Make Historic Macon a more attractive organization to a broader population.

Short Range Objective: • Educate the public and local officials on the benefits of historic

preservation through social networking, HMF’s website, and local media.

Additional objectives, identified during board discussion include: • Get a column in a magazine

• E-blasts

• First Friday

• Digital billboard

• Solicit media sponsorships: WMAX, Cox communications, The Telegraph

• Contact Jeff Ofgang – WMAZ news director – follow along on a house rehab.

• Form a focus group who will gather ideas on events the community wants

• Marketing and PR functions are now centralized in a fulltime professional position. Thanks to this employee, the organization averages over 2,000 visits and over 7,000 page views per month. The e-blast is delivered weekly to 1,000 constituents with an average open rate above 30% and an average click-rate above 30%, both well ahead of comparable organization’s email communications. The organization also has secured ongoing media partnerships from Cox


Communications and The Telegraph, worth over $20,000 each year.

Priority Goal 5: Sidney Lanier Cottage

• To promote the legacy of poet and musician Sidney Lanier (1842-1881), and thus to recognize and promote the building’s national designations as National Poetry Landmark, Landmark of American Music, and listing on the National Register of Historic Places

Short Range Objective:

• To identify a sustaining relevant use, retaining the Cottage as a centerpiece of history and educational programming

Additional objectives, identified during board discussion include:

• To honor HMF’s commitment to Middle Georgia Historical Society to serve as SLC steward

• To have HMF serve as proper steward of funds donated to the SLC Guild

and Smith Barney Endowment, funds which were contributed toward the long-term sustainability of SLC

• To honor major previous grants given to SLC by local foundations, most

importantly the Peyton Anderson Foundation that has invested significantly in its infrastructure and viability (HVAC, Porch, Master Plan, Kitchen, Mary Day Dress Conservation), as well as the Murphey Family Trust (pine floor refinishing, furniture repair, Director’s office decoration)

• To honor all past and present stakeholders, such as the House & Garden

Club that keeps the back garden; multiple local Garden Clubs that decorate at Christmas; the Macon-Bibb County Convention & Visitors Bureau that includes SLC on a package tour of historic homes; Bons Hommes that donate the Christmas tree and greenery

• Colonial Dames and History Club that traditionally rent SLC for meetings;

and the Washington Memorial Library that houses our Archives on permanent loan

• To have HMF view the SLC as an integral part of HMF’s identity; to view

SLC as a mission-related project in terms of preservation and education; and to value the in-kind support that SLC provides to HMF in terms of membership, volunteerism, ability to leverage grant support, and office/event/meeting space

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Communications and The Telegraph, worth over $20,000 each year.

Priority Goal 5: Sidney Lanier Cottage

• To promote the legacy of poet and musician Sidney Lanier (1842-1881), and thus to recognize and promote the building’s national designations as National Poetry Landmark, Landmark of American Music, and listing on the National Register of Historic Places

Short Range Objective:

• To identify a sustaining relevant use, retaining the Cottage as a centerpiece of history and educational programming

Additional objectives, identified during board discussion include:

• To honor HMF’s commitment to Middle Georgia Historical Society to serve as SLC steward

• To have HMF serve as proper steward of funds donated to the SLC Guild

and Smith Barney Endowment, funds which were contributed toward the long-term sustainability of SLC

• To honor major previous grants given to SLC by local foundations, most

importantly the Peyton Anderson Foundation that has invested significantly in its infrastructure and viability (HVAC, Porch, Master Plan, Kitchen, Mary Day Dress Conservation), as well as the Murphey Family Trust (pine floor refinishing, furniture repair, Director’s office decoration)

• To honor all past and present stakeholders, such as the House & Garden

Club that keeps the back garden; multiple local Garden Clubs that decorate at Christmas; the Macon-Bibb County Convention & Visitors Bureau that includes SLC on a package tour of historic homes; Bons Hommes that donate the Christmas tree and greenery

• Colonial Dames and History Club that traditionally rent SLC for meetings;

and the Washington Memorial Library that houses our Archives on permanent loan

• To have HMF view the SLC as an integral part of HMF’s identity; to view

SLC as a mission-related project in terms of preservation and education; and to value the in-kind support that SLC provides to HMF in terms of membership, volunteerism, ability to leverage grant support, and office/event/meeting space

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

• To sustain the SLC through additional grants and foundation support,

education programs, rentals, gift shop sales, museum admissions, and endowment returns

• To use current assets (building in good condition and repair, important

collection of historical objects, efficiently arranged staff offices, Garden) as leverage for additional support in writing grants.

• The SLC is in excellent shape, with recent investments in the landscaping, back parking lot, plaster and paint, display case for the wedding dress

• To maximize use of SLC as a rental facility with new kitchen equipment; invite new and returning caterers to view the improvements; to advertise and promote SLC as a site for weddings, rehearsal dinners, catered lunches or dinners, and “Business After Hours” receptions or gatherings

• To expand current Education Program offerings (Tours, Lecture Series,

Sidney’s Salons) with new programs, such as Architectural Walking Tours, Exhibits, Seminars, Suitcase Outreach programs for schools

• To encourage more collaborations with other house museums, historical

organizations, educational institutions, and CVB to increase visibility and draw new and returning visitors

• To encourage greater participation in HMF on behalf of visitors to SLC by

giving visitors a membership packet, newsletter, and general information about HMF preservation services and events.

• The Cottage has really become the educational arm of Historic Macon Foundation, hosting standing-room-only Sidney’s Salons each month. Rental revenue from the Cottage has doubled since 2009, as has revenue from gift shop sales. Funds held by the Sidney Lanier Cottage Endowment were transferred and consolidated at the Community Foundation of Central Georgia in 2010. New donations and investment performance have increased the value by 20%, to nearly $100,000. The physical plant of the Cottage has been improved by over $50,000 in foundation grants and interest income from the Guild. Upgrades to the kitchen include a Garland range, an ice machine, new stainless steel shelving and tables and an ultra-efficient washing machine and clothes dryer for in-house linen service for rentals. The back exterior


has been repainted and water stains in the ceiling have been repaired.

III. RECOMMEDATIONS

A. Summary The recommendation section of this document serves as a summary of the Strategic Planning process and is intended to underscore key points made during the retreat. Reading this section will present an incomplete picture of the retreat and of the surveys and assessment interviews conducted. We urge careful reading of this document and the Phase I Report and reference to the salient points made during the entire process. The importance of participatory planning cannot be overstated. The Foundation is to be congratulated for immersing themselves in the strategic planning process and for investing in an assessment and facilitated board retreat. Without board and member participation, the community will not understand or fully embrace the organization’s mission and goals. Without community participation, HMF will be limited to that core of dedicated, but badly overworked, board and staff who routinely care for everything Foundation-related. To cultivate both governmental and community support, HMF should use the information gathered in the assessment report and report back to those who participated in the assessment (Phase I) process. In informing participants of HMF decisions, those people may feel they have a larger stake in the organization and may choose to involve themselves more deeply in the Foundation’s activities. Historic Macon should also publicize its plan through its newsletter and other print and social media to begin to “rebrand” HMF.

B. Specific Recommendations

Based on the discussion of priority goals generated during the two-day retreat, National Trust staff has three specific recommendations:

1. The Foundation should apply to participate in the American Association of Museums (AAM) and Institute of Museum and Library Services (IMLS) Museum Assessment Program (MAP) or the Conservation Assessment Program (CAP) for the Sidney Lanier Cottage. Typically, the MAP process allows a museum to take on a guided self-study, followed by a review from an outside assessor who consults on standards and best practices, makes suggestion for improvement, and helps organizations set priorities, allocate financial resources wisely and build a foundation for support. While much of this

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has been repainted and water stains in the ceiling have been repaired.

III. RECOMMEDATIONS

A. Summary The recommendation section of this document serves as a summary of the Strategic Planning process and is intended to underscore key points made during the retreat. Reading this section will present an incomplete picture of the retreat and of the surveys and assessment interviews conducted. We urge careful reading of this document and the Phase I Report and reference to the salient points made during the entire process. The importance of participatory planning cannot be overstated. The Foundation is to be congratulated for immersing themselves in the strategic planning process and for investing in an assessment and facilitated board retreat. Without board and member participation, the community will not understand or fully embrace the organization’s mission and goals. Without community participation, HMF will be limited to that core of dedicated, but badly overworked, board and staff who routinely care for everything Foundation-related. To cultivate both governmental and community support, HMF should use the information gathered in the assessment report and report back to those who participated in the assessment (Phase I) process. In informing participants of HMF decisions, those people may feel they have a larger stake in the organization and may choose to involve themselves more deeply in the Foundation’s activities. Historic Macon should also publicize its plan through its newsletter and other print and social media to begin to “rebrand” HMF.

B. Specific Recommendations

Based on the discussion of priority goals generated during the two-day retreat, National Trust staff has three specific recommendations:

1. The Foundation should apply to participate in the American Association of Museums (AAM) and Institute of Museum and Library Services (IMLS) Museum Assessment Program (MAP) or the Conservation Assessment Program (CAP) for the Sidney Lanier Cottage. Typically, the MAP process allows a museum to take on a guided self-study, followed by a review from an outside assessor who consults on standards and best practices, makes suggestion for improvement, and helps organizations set priorities, allocate financial resources wisely and build a foundation for support. While much of this

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has been accomplished through the strategic planning process, a MAP assessment can also look specifically at identified issues. (CAP) uses a similar process to evaluate a museum’s collection. Given the challenge of using the Cottage as a mixed-use facility (house museum and rental venue) Historic Macon could benefit from suggestions on how to follow best practices for museums as well as accommodating event use. Museums can apply to MAP any time if they are willing to pay a $3000 administrative fee and other expenses. However, if the application is received by November 30, the fee is based on a sliding scale. Museums with an annual budget of between $125,000 and $400,000 pay $350 plus some Surveyor expenses. CAP expenses vary, but are usually between $400 and $1000. The next deadline is December 1, 2009. 2. Integrate regular ongoing activities into the two-year work plan. The HMF board needs to evaluate goals, prioritize them and be realistic about what can be accomplished. Enthusiasm is a good thing, but trying to do too much with limited resources (money, staff and volunteer and board time) can only lead to frustration and failure. HMF should set goals it can realistically reach and build on those successes. It may be that some goals will need to be pursued after the two-year timeframe. It is also important that the responsibility for special events is clearly delineated, or staff can become overburdened.

Ongoing activities were identified as follows:

Bi-Annual

Decorator’s Showhouse

Annual Discovery Days Flea Market Preview Party Rolling Rambles Party of the Year Thank You Party Patron’s Party Christmas at the Cottage

Twice a Year Backroads Rambles Lectures

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Nine Times per Year Sidney’s Salons

To assure that events run smoothly with a minimum of staff involvement participants at the September 12 meeting agreed that each event needs an identified chair who will work with a committee to coordinate the event, under the purview of the Events Committee. It was further agreed that Events Co-chairs will be given greater latitude in the future to combine events to reach a stated fund raising goal. $15,000 was suggested as a goal for 2010. Josh Rogers and Jeff Logan will meet with Events Committee Co-chairs, Phyllis Farmer and Evelyn Adams, to discuss the creation of a new events culture, with volunteers taking over the bulk of the tasks that need to be accomplished for a successful event. Staff will monitor and report the time they devote to special events. Reducing staff time on special events will free them to work on mission-related activities. The Party of the Year will be used as the model for the new events culture. Evaluation of the Party of the Year will include discussion of the new process and how it can be applied to other events. In addition, Historic Macon’s Board Chair and Executive Director will develop a master calendar for Foundation events. 3. Revisit the strategic plan in 12 months. Although HMF will finish the process with a two-year plan, the board must be flexible enough to revisit the plan when changes are needed. Circumstances often alter plans, so plans must always be somewhat mutable.

C. Continued Collaboration with NTHP The National Trust is more than willing to continue its relationship with Historic Macon Foundation. This relationship, however, must be based upon a set of shared expectations and responsibilities. For example, the National Trust will respond to specific questions and make referrals to other statewide and local organizations as appropriate. In addition, National Trust staff will meet with the board again in 12 months to re-evaluate the plan and alter it as needed. The National Trust will also continue its role as technical advisor and urges HMF to use the forum online component of our website (www.preservationation.org) that is reserved for our forum members. We are confident HMF will continue as an effective organization while applying the principles of the planning process. In order to make that happen, we urge you to actively pursue the items identified during the retreat, specifically your priority goals. We look forward to the time when the Historic Macon Foundation again polls its audience. We do not doubt that impressive accomplishment will result in a growing organization with an excellent reputation.

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crue

eno

ugh

capi

tal t

o cr

eate

a re

volv

ing

fund

to sa

ve

build

ings

from

imm

edia

te d

emol

ition

REV

ITA

LIZ

E

Revi

taliz

e an

d pr

eser

ve M

acon

’s hi

storic

ne

ighb

orho

ods;

finish

reha

bilit

atio

n ac

tivity

in

low

er B

eall’

s Hill

EXTE

ND

Exte

nd re

habi

litat

ion

activ

ities

into

dow

ntow

n

SERV

E

Serv

e as

a c

lear

ingh

ouse

for p

rese

rvat

ion

in

Mac

on a

nd M

iddl

e G

eorg

ia; b

ecom

e su

bjec

t m

atte

r exp

erts

for b

usin

ess c

omm

unity

and

ec

onom

ic d

evel

opm

ent

PRO

VID

E

Prov

ide

fee-

for-

serv

ice

assis

tanc

e

+ Pu

blish

ed a

rchi

tect

ural

styl

es g

uide

to M

acon

+ H

oste

d a

wor

k se

ssio

n fo

r City

Cou

ncil

in B

eall’

s Hill

+ At

tend

ed re

gula

r Cou

ncil

Com

mitt

ee m

eetin

gs+

Inte

rpre

ted

the

City

’s be

nefit

s in

prop

erty

taxe

s and

job

crea

tion

+ C

reat

ed st

rong

par

tner

ship

s with

the

City

of M

acon

and

the

Hill

s and

Hei

ghts

Dev

elop

men

t Cor

pora

tion

+ Re

ceiv

ed a

gra

nt to

cre

ate

an e

duca

tiona

l vid

eo se

ries

+ C

reat

ed $

300,

000

line

of c

redi

t to

be u

sed

for e

mer

genc

y ac

quisi

tion

by p

ayin

g do

wn

debt

+ Be

gan

draf

ting

legi

slatio

n to

pre

vent

“dem

oliti

on b

y ne

glec

t”+

Resto

red

hom

es in

Bea

ll’s H

ill fa

ster t

han

the

City

cou

ld te

ar th

em d

own

+ M

ade

seve

ral s

ucce

ssfu

l “pa

ss-th

roug

h” a

rran

gem

ents

to g

et d

ifficu

lt pr

oper

ties i

nto

deve

lope

r’s h

ands

for l

ittle

or n

o co

st+

Part

nere

d w

ith M

erce

r Uni

vers

ity to

relo

cate

thre

e hi

storic

hom

es a

nd sa

ve th

em fr

om d

emol

ition

- Fai

led

to in

tere

st fo

unda

tion

part

ners

in fu

ndin

g a

prog

ram

to sa

ve e

ndan

gere

d bu

ildin

gs fr

om im

med

iate

dem

oliti

on- L

ost t

he V

alen

tine

hous

e at

306

Ora

nge

St. d

ue to

stru

ctur

al fa

ilure

from

neg

lect

- Mor

e w

ork

to b

e do

ne in

em

erge

ncy

acqu

isitio

n if

Hist

oric

Mac

on is

to a

cqui

re p

rope

rtie

s tha

t hav

e lit

tle o

r no

viab

le e

cono

mic

use

+ Es

tabl

ished

low

-inte

rest

revo

lvin

g lo

an fu

nds f

or fa

çade

s, w

hich

exp

ands

impa

ct to

new

nei

ghbo

rhoo

ds+

Mar

kete

d of

tax

cred

it be

nefit

s+

Bega

n un

dert

akin

g be

twee

n 10

and

15

reha

bilit

atio

n pr

ojec

ts pe

r yea

r in

Beal

l’s H

ill, e

xcee

ding

goa

l of t

wo

per y

ear

+ C

ontin

ued

wor

k th

ree

bloc

ks d

eepe

r int

o Be

all’s

Hill

than

in 2

009

+ Ad

ding

ove

r 750

pro

pert

ies t

o th

e N

atio

nal R

egist

er o

f Hist

oric

Pla

ces b

y es

tabl

ishin

g th

e In

gles

ide

Hist

oric

Dist

rict a

nd e

xpan

ding

the

Shirl

ey H

ills H

istor

ic D

istric

t

+ St

arte

d a

faça

de lo

an p

rogr

am sp

ecifi

cally

for d

ownt

own

- Nee

d m

oney

for a

true

acq

uisit

ion/

reha

bilit

atio

n/sa

le fu

nd

+ M

ento

red

orga

niza

tions

in Th

omas

ville

, GA

and

Win

ston-

Sale

m, N

C+

Exec

utiv

e D

irect

or h

as d

eliv

ered

spee

ches

to lo

cal c

ivic

gro

ups a

nd n

eigh

borh

ood

grou

ps+

Bega

n co

nsul

ting

with

priv

ate

deve

lope

rs a

nd h

omeo

wne

rs+

Led

a w

ork

sess

ion

at th

e N

atio

nal C

onve

ning

of R

evol

ving

Fun

d di

rect

ors i

n Bu

ffalo

, NY

+ Ad

ded

cont

ent o

n pr

eser

vatio

n in

cent

ives

and

cas

e stu

dies

to w

ebsit

e th

at n

ow m

aint

ains

hig

h vi

sitat

ion

+ In

crea

sed

fee-

for-

serv

ice

wor

k fro

m se

vera

l hun

dred

s of d

olla

rs to

seve

ral t

hous

ands

of d

olla

rs+

File

d m

ore

than

35

succ

essfu

l fed

eral

and

stat

e ap

plic

atio

ns fo

r hist

oric

tax

cred

its+

Bega

n en

cour

agin

g ow

ners

of h

istor

ic p

rope

rtie

s to

mak

e in

vestm

ents

in re

habi

litat

ion

and

mai

nten

ance

GO

AL

PRO

GR

ESS

Hist

oric

Mac

on F

ound

atio

n is

the l

eade

r in

prese

rvat

ion

in M

iddl

e Geo

rgia

. In

2010

, Hist

oric

Mac

on su

rpas

sed

ever

y oth

er p

reser

vatio

n no

npro

fit in

Am

erica

by c

ompl

etin

g th

e mos

t rev

olvi

ng fu

nd p

rojec

ts. H

istor

ic M

acon

co

ntin

ues t

o op

erat

e the

mos

t pro

ducti

ve re

volv

ing

fund

, com

plet

ing

10–1

5 pr

ojec

ts pe

r yea

r.

1PRESERVATION &PRESERVATION SERVICES

FINANCIAL &ORGANIZATIONALMEMBERSHIP

MARKETING & IMAGE

SIDNEY LANIER COTTAGE

STR

ATEG

IC P

LAN

2009 STRATEGIC PLAN IMPLEMENTATION REPORT

83


FIN

AN

CIA

L &

OR

GA

NIZ

ATIO

NA

L

EXPL

OR

E

Expl

ore

othe

r fou

ndat

ions

and

unt

appe

d re

sour

ces,

i.e.,

gran

t col

labo

ratio

n, p

lann

ed

givi

ng, c

apita

l cam

paig

n, in

crea

sing

mem

bers

hip

dues

EXPA

ND

Expa

nd o

rgan

izatio

nal s

truc

ture

by

beco

min

g fu

lly-s

taffe

d, id

entif

ying

vol

unte

ers t

o re

sear

ch

gran

t opp

ortu

nitie

s, in

crea

sing

the

num

bers

of

Patro

n-le

vel m

embe

rs, e

xplo

ring

requ

irem

ents

to jo

in th

e Bo

ard

of T

ruste

es a

nd e

xecu

ting

few

er fu

ndra

ising

eve

nts

+ In

crea

sed

fund

raisi

ng fr

om g

rant

age

ncie

s+

Secu

red

gran

ts fro

m th

ree

foun

datio

ns fo

r the

ver

y fir

st tim

e+

Rece

ived

ove

r $40

0,00

0 fro

m fo

unda

tion

part

ners

sinc

e 20

09- N

o pr

ogre

ss to

war

d la

unch

ing

capi

tal c

ampa

ign

- No

incr

ease

in m

embe

rshi

p du

es

+ Be

cam

e fu

lly-s

taffe

d fo

r the

firs

t tim

e sin

ce th

e re

cess

ion

(four

full-

time

empl

oyee

s and

two

part

-tim

e em

ploy

ees)

+ D

oubl

ed th

e nu

mbe

r of P

atro

n-le

vel m

embe

rs si

nce

2009

+ Be

gan

acce

ptin

g a

time

cont

ribut

ion

for m

embe

rs o

f the

Boa

rd in

lieu

of m

onet

ary

dona

tions

for B

oard

serv

ice

+ Re

crui

ted

Boar

d m

embe

rs w

ho a

re w

orki

ng p

eopl

e de

dica

ted

to h

istor

ic p

rese

rvat

ion

+ Re

duce

d th

e nu

mbe

r and

freq

uenc

y of

fund

raisi

ng e

vent

s and

atta

ched

the

even

ts to

a m

issio

n-re

late

d pu

rpos

e

GO

AL

PRO

GR

ESS

Hist

oric

Mac

on re

turn

ed to

an

oper

atin

g su

rplu

s (fo

r the

year

endi

ng A

pril

30, 2

011)

afte

r five

year

s of o

pera

ting

in

the r

ed. Th

e sur

plus

was

ove

r $90

,000

(mor

e tha

n 20

per

cent

of t

he o

pera

ting

budg

et).

Inve

stmen

ts in

revi

taliz

atio

n w

ork

have

mor

e tha

n do

ubled

, and

we h

ave n

early

dou

bled

cash

and

cash

equi

valen

ts on

han

d, re

sulti

ng in

33

mon

ths o

f ope

ratin

g ex

pens

es in

reser

ve. P

rogr

am effi

cienc

y has

incr

eased

as w

ell, r

esulti

ng in

ove

r 70

perc

ent o

f tot

al

expe

nses

devo

ted

to m

issio

n pr

ogra

ms.

These

chan

ges p

ut th

e org

aniz

atio

n on

a su

stain

able

finan

cial p

ath,

with

pr

ospe

cts tr

endi

ng p

ositi

ve.

CR

EATE

Cre

ate

a co

mpr

ehen

sive

deve

lopm

ent p

lan

whi

ch in

clud

es p

lann

ed g

ivin

g

+ C

reat

ed p

lann

ed g

ivin

g pr

ogra

m w

ith fi

ve p

lann

ed g

ift d

onor

s com

mitt

ed- F

aile

d to

cre

ate

a co

mpr

ehen

sive

deve

lopm

ent p

lan

APP

LY

Appl

y fo

r col

labo

rativ

e gr

ants

+ Be

gan

wor

king

with

Mac

on A

rts A

llian

ce to

con

vert

retir

ed c

igar

ette

ven

ding

mac

hine

s to

vend

art



MARKETING & IMAGE


STR

ATEG

IC P

LAN

84

AppendixAppendix

MEM

BER

SHIP

INC

REA

SE

Incr

ease

mem

bers

to 1

,000

whi

le re

tain

ing

exist

ing

mem

bers

, tra

ck a

nd re

leas

e m

embe

r sta

tus,

adm

it “l

oss”

at 6

0 da

ys, r

enew

effo

rts t

o re

-sig

n, d

istrib

ute

timel

y an

d m

issio

n-or

ient

ed

info

rmat

ion

thro

ugh

new

slette

rs a

nd e

mai

ls

REC

RU

IT

Recr

uit n

ew m

embe

rs th

roug

h di

rect

app

eal

and

prov

ision

al m

embe

rshi

ps, c

onta

ct v

ia

new

slette

rs, e

mai

ls an

d an

impr

oved

web

site

+ Ex

pand

ed m

embe

rshi

p pr

ogra

m g

reat

ly, b

ette

r org

aniza

tion

keep

s rec

ords

cle

an+

Adm

itted

mem

ber l

oss a

fter 6

0 da

ys p

ast r

enew

al d

ate

+ D

oubl

ed in

com

e fro

m m

embe

rshi

p by

ask

ing

mem

bers

to u

pgra

de o

ne le

vel

+ In

crea

sed

tota

l num

ber o

f mem

ber h

ouse

hold

s 50

perc

ent t

o 55

0+

Dist

ribut

ed q

uart

erly

new

slette

r+

Bega

n se

ndin

g w

eekl

y eb

last

- Fai

led

to re

ach

goal

of 1

,000

mem

bers

+ Re

crui

ted

171

new

mem

ber h

ouse

hold

s in

the

last

12 m

onth

s+

Con

tinue

d em

phas

is of

mem

bers

hip

as th

e lif

eblo

od o

f Hist

oric

Mac

on F

ound

atio

n+

Mem

bers

vol

unte

ered

ove

r 2,0

00 h

ours

of s

ervi

ce to

the

orga

niza

tion

in 2

010

+ Be

gan

send

ing

ebla

st w

eekl

y to

mem

bers

hip

base

and

som

e po

tent

ial m

embe

rs+

Qua

rter

ly n

ewsle

tter d

istrib

uted

+ St

arte

d w

ebsit

e de

sign

and

navi

gatio

n im

prov

emen

ts

GO

AL

PRO

GR

ESS

Hist

oric

Mac

on st

rives

to b

e a m

embe

rship

-driv

en o

rgan

izat

ion

and

aspi

res t

o be

the o

rgan

izat

ion

ever

yone

wan

ts to

join

. By w

orki

ng to

war

ds d

evelo

ping

a m

ore d

iver

se m

embe

rship

inclu

sive o

f rac

e, ag

e, lif

estyle

choi

ce a

nd

loca

tion,

offe

ring

the a

ben

eficia

l mem

bersh

ip a

nd re

crui

ting

mor

e vol

unte

ers,

Hist

oric

Mac

on h

as b

een

incr

easin

g its

m

embe

rship

bas

e and

recr

uitin

g ne

w m

embe

rs as

well

as r

etai

ning

exist

ing

mem

bers.

DIV

ERSI

FY

Targ

et p

oten

tial m

inor

ity m

embe

rs li

ving

w

ithin

hist

oric

dist

ricts

to in

crea

se d

iver

sity

+ Re

crui

ted

seve

ral m

inor

ity m

embe

rs to

the

Boar

d of

Tru

stees

- Con

cret

e str

ateg

ies f

or b

road

enin

g m

embe

rshi

p ba

se to

incl

ude

mor

e di

vers

e co

mm

uniti

es c

ontin

ues t

o be

a g

oal

- Litt

le p

rogr

ess h

as b

een

mad

e in

div

ersif

ying

mem

bers

hip

ethn

ical

ly o

r rac

ially



MARKETING & IMAGE


STR

ATEG

IC P

LAN

85


MA

RK

ETIN

G &

IM

AG

E

NET

WO

RK

Net

wor

k th

roug

h th

e us

e of

soci

al m

edia

site

s, in

clud

ing

Face

book

, Tw

itter

and

Blo

gger

IMPR

OV

E

Impr

ove

the

web

site

by u

pdat

ing

frequ

ently

w

ith re

leva

nt in

form

atio

n to

get

mor

e tr

affic

+ G

aine

d 58

4 Fa

cebo

ok fa

ns a

nd g

row

ing

+ G

aine

d 32

3 Tw

itter

follo

wer

s and

gro

win

g+

Poste

d sta

tus u

pdat

es, p

hoto

s and

eve

nts t

o Fa

cebo

ok a

nd T

witt

er m

ore

frequ

ently

to c

ontin

ually

eng

age

follo

wer

s+

Bega

n in

tera

ctin

g by

resp

ondi

ng to

follo

wer

s’ co

mm

ents,

par

ticip

atin

g in

con

vers

atio

ns a

nd fo

llow

ing

thos

e w

ho fo

llow

our

pag

es+

Cre

ated

Hist

oric

Mac

on b

log

- Blo

g sh

ould

be

upda

ted

mor

e fre

quen

tly- P

osts

on so

cial

med

ia o

utle

ts sh

ould

incl

ude

mor

e iss

ues a

nd n

ews o

n hi

storic

pre

serv

atio

n, n

ot ju

st th

e or

gani

zatio

n’s e

vent

s/ne

ws

+ H

istor

ic M

acon

web

site

aver

aged

ove

r 2,0

00 v

isits

and

7,00

0 pa

ge v

iew

s per

mon

th+

Upd

ated

web

site

frequ

ently

with

rece

nt n

ews,

even

ts an

d ph

otos

+ Ad

ded

soci

al m

edia

link

s to

web

site

+ W

ebsit

e re

desig

n in

pro

gres

s- N

avig

abili

ty, v

isual

hie

rarc

hy a

nd re

adab

ility

of w

ebsit

e co

nten

t nee

d im

prov

emen

t

GO

AL

PRO

GR

ESS

Mar

ketin

g an

d pu

blic

rela

tions

func

tions

at H

istor

ic M

acon

are

now

cent

raliz

ed in

a fu

ll-tim

e pro

fessio

nal

posit

ion.

Than

ks to

this

empl

oyee

, web

site t

raffi

c has

incr

eased

, an

ebla

st is

sent o

ut co

nsist

ently

and

pro

mot

iona

l m

ater

ials

are d

istrib

uted

in a

tim

ely m

anne

r. H

istor

ic M

acon

has

also

secu

red

ongo

ing

med

ia p

artn

ersh

ips f

rom

C

ox C

omm

unica

tions

and

the T

elegr

aph,

wor

th o

ver $

20,0

00 ea

ch ye

ar. Th

e fol

low

ing

goal

s are

way

s to

incr

ease

awar

eness

of w

hat t

he o

rgan

izat

ion

does

and

educ

ate t

he p

ublic

on

the b

enefi

ts of

hist

oric

prese

rvat

ion.

DIS

TRIB

UTE

Dist

ribut

e in

form

atio

n to

loca

l med

ia

entit

ies t

o ge

t pla

cem

ent a

nd in

crea

se p

ublic

aw

aren

ess o

f H

istor

ic M

acon

act

iviti

es

+ D

istrib

uted

pre

ss re

leas

es a

nnou

ncin

g ne

ws a

nd e

vent

s and

to a

pre

ss li

st of

abo

ut 4

0 lo

cal m

edia

con

tact

s+

Plac

ed e

vent

info

rmat

ion

cons

isten

tly o

n fiv

e lo

cal e

vent

listi

ng si

tes

+ M

acon

Mag

azin

e be

gan

runn

ing

a H

istor

ic M

acon

Upd

ate

segm

ent e

very

issu

e +

Arra

nged

inte

rvie

ws o

n lo

cal b

road

cast

new

s sta

tions

to p

rom

ote

upco

min

g ev

ents

- Dist

ribut

ion

need

s to

be e

xpan

ded

to re

gion

al a

nd n

atio

nal m

edia

for c

erta

in n

ewsw

orth

y ac

tiviti

es

SEN

D

Send

wee

kly

ebla

sts w

ith re

leva

nt n

ews,

upda

tes,

even

t inf

orm

atio

n an

d ph

otos

+ Se

nt w

eekl

y eb

last

cons

isten

tly to

1,0

00 c

onsti

tuen

ts+

Reac

hed

aver

age

open

rate

and

clic

k-th

roug

h ra

te o

f 30

perc

ent,

wel

l ahe

ad o

f com

para

ble

orga

niza

tions

’ em

ail c

omm

unic

atio

ns



MARKETING & IMAGE


STR

ATEG

IC P

LAN

86

AppendixAppendix

SID

NEY

LA

NIE

R C

OTT

AG

E

VIE

W

Vie

w th

e C

otta

ge a

s an

inte

gral

par

t of

Hist

oric

Mac

on’s

iden

tity

and

use

it as

a

“flag

ship

” lo

catio

n fo

r pro

gram

s, ev

ents,

etc

.

+ M

oved

Hist

oric

Mac

on h

eadq

uart

ers t

o th

e Si

dney

Lan

ier C

otta

ge+

Con

solid

ated

staff

in o

ffice

s at t

he C

otta

ge+

Hist

oric

Mac

on c

omm

ittee

s and

Boa

rd c

onve

ne a

t the

Cot

tage

+ H

oste

d su

cces

sful S

idne

y’s S

alon

s mon

thly

GO

AL

PRO

GR

ESS

The S

idne

y Lan

ier C

otta

ge p

rom

otes

the l

egac

y of p

oet a

nd m

usici

an S

idne

y Lan

ier (1

842–

1881

) and

has

nat

iona

l de

signa

tions

as a

Nat

iona

l Poe

try L

andm

ark,

Lan

dmar

k of

Am

erica

n M

usic

and

a lis

ting

on th

e Nat

iona

l Reg

ister

of

Hist

oric

Plac

es. Th

e Cot

tage

has

trul

y bec

ome t

he ed

ucat

iona

l arm

of

Hist

oric

Mac

on F

ound

atio

n.

MA

XIM

IZE

Max

imize

the

use

of th

e C

otta

ge a

s a re

ntal

fa

cilit

y w

ith n

ew e

quip

men

t and

oth

er

build

ing

repa

irs

+ U

pgra

ded

the

kitc

hen

with

a G

arla

nd ra

nge,

an

ice

mac

hine

, new

stai

nles

s ste

el sh

elvi

ng a

nd ta

bles

+ Ad

ded

ultr

a-effi

cien

t was

hing

mac

hine

and

clo

thes

dry

er fo

r in-

hous

e lin

en se

rvic

es+

Dou

bled

Cot

tage

rent

al re

venu

e to

$18

,000

/yea

r sin

ce 2

009

+ Re

pain

ted

back

ext

erio

r+

Repa

ired

wat

er st

ains

in c

eilin

g- D

rain

s in

park

ing

lot n

eed

repa

ir

ENC

OU

RA

GE

Enco

urag

e m

ore

colla

bora

tion

with

oth

er

hous

e m

useu

ms,

histo

rical

org

aniza

tions

and

th

e C

VB

to in

crea

se v

isibi

lity

and

visit

atio

n

+ En

cour

aged

tour

ists a

nd C

otta

ge v

isito

rs to

go

to th

e H

ay H

ouse

and

Can

nonb

all H

ouse

nea

rby

for t

ours

+ C

ombi

natio

n tic

kets

for t

ours

at t

he S

idne

y La

nier

Cot

tage

, Hay

Hou

se a

nd C

anno

nbal

l Hou

se so

ld a

t all

thre

e lo

catio

ns- C

VB

disc

ontin

ued

sale

of h

ouse

mus

eum

tick

ets

INFO

RM

Info

rm v

isito

rs o

f Hist

oric

Mac

on a

ctiv

ities

; pr

ovid

e th

em w

ith a

mem

bers

hip

pack

et,

new

slette

r and

gen

eral

info

rmat

ion

+ Pl

aced

Hist

oric

Mac

on n

ewsle

tters

and

eve

nt b

roch

ures

/pos

tcar

ds in

the

foye

r- N

ot a

ll vi

sitor

s giv

en m

embe

rshi

p pa

cket

s, ne

wsle

tters

and

Hist

oric

Mac

on in

form

atio

n- N

eed

to in

form

visi

tors

Hist

oric

Mac

on a

ctiv

ities

mor

e co

nsist

ently

SUST

AIN

Susta

in th

e C

otta

ge th

roug

h gr

ants

and

foun

datio

n su

ppor

t, ed

ucat

ion

prog

ram

s, m

useu

m a

dmiss

ions

and

end

owm

ent r

etur

ns

+ D

oubl

ed re

venu

e fro

m g

ift sh

op sa

les t

o $7

,000

/yea

r sin

ce 2

009

+ Pa

rtne

red

with

Mer

cer t

o cr

eate

the

Sidn

ey L

anie

r Priz

e fo

r Sou

ther

n Li

tera

ture

, the

firs

t and

onl

y na

tiona

l priz

e fo

r sou

ther

n

liter

atur

e, b

eing

aw

arde

d in

201

2+

Cot

tage

End

owm

ent f

unds

wer

e tr

ansfe

rred

and

con

solid

ated

by

the

Com

mun

ity F

ound

atio

n of

Cen

tral

Geo

rgia

in 2

010

+ N

ew d

onat

ions

and

inve

stmen

t per

form

ance

hav

e in

crea

sed

the

valu

e by

20

perc

ent t

o ne

arly

$10

0,00

0+

Phys

ical

pla

nt o

f the

Cot

tage

has

bee

n im

prov

ed b

y ov

er $

50,0

00 in

foun

datio

n gr

ants

and

inte

rest

inco

me

from

the

Cot

tage

Gui

ld

HO

NO

R

Hon

or m

ajor

pre

viou

s gra

nts g

iven

to th

e C

otta

ge b

y lo

cal f

ound

atio

ns; r

ecog

nize

pas

t an

d pr

esen

t sta

keho

lder

s

+ St

arte

d pl

ans t

o re

vive

the

trad

ition

of a

sum

mer

cam

p fo

r kid

s on

histo

ry a

nd a

rchi

tect

ure

- No

maj

or c

hang

es o

r pro

gres

s im

plem

ente

d



MARKETING & IMAGE


STR

ATEG

IC P

LAN


Mary Ruffin HanburyFounding Principal

Prepared by:

PHASE IISTRATEGIC PLAN

2013–2016

Design/Layout by: Jennifer Mayer, Historic Macon Marketing & Public Relations Coordinator

HISTORIC MACON FOUNDATIONPhysical Address: 935 High St., Macon, GA 31201

Mailing Address: P.O. Box 13358, Macon, GA 31208Website: www.historicmacon.org

Strategic Plan - 2013

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Transcript of Strategic Plan - 2013