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Art League of Fort Myers 

PO Box 2255  :    1451 Monroe St. Fort Myers, Florida 33902
239-275-3970  

 Hours: Tue–Sat 11:00a to 3:00p
Hours may vary seasonally, call ahead to be sure we are open.

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© 2019 by Jana Smith for ALFM

Please contact Jana Smith for Website Issues or Development

Strategic Plan

 

After the first of the year in 2019, the organizations board and membership decided to renew and formalize the organizations mission, vision and values and to conduct a strategic planning session to map out the organization’s future.   Through discreet member interviews, planning sessions with Board and general members, the organization has completed the taxing process of planning and this is the final product of those efforts.

 

The plan reflects the mission of the Art League of Fort Myers and lays out a clear vision and discrete steps for achieving the strategic goals we have set.   This new strategic plan is intended to speak to a variety of audiences in furtherance of the League’s call to serve all in our community: Artists and Art Organizations, educators, members, thought leaders, governmental officials and entities, as well as members of the private sector.    The plan is grounded in information received and it seeks to not only build on our existing solid foundation but to develop new ideas that will keep us competitive in the arts community of the future.  

 

It is our hope, that this plan will ensure members of the public and decision makers will fully understand the extent to which the arts enrich and improve the downtown River District, Fort Myers and Lee County Florida.     To that end, this plan reflects a comprehensive multi-pronged effort to build public will and resources for the arts.   

The Planning Process

 

The planning process generated insightful feedback from stakeholders.   This plan reflects the assimilation and integration of the information received during this process.   

 

This process included multiple steps as described under methodology below and although participation was lower than we desired, we were still able to obtain information and input from both members of the organization and the community.   We expect that next year’s review will produce much more participation as members realize the impact of this process on the direction of the organization.  We will also have more time to invite and include more outside influence from other non-profit organizations, local community members, and local governmental representation.

 

Methodology

 

A new member with a history of conducting strategic planning sessions with many organizations was approached to assist the organization in completing this process.   The Board and Committee Chairs available were all asked to participate as well as the general membership at large.   While waiting for the scheduled team meeting that was scheduled a month out, the new member asked questions of the members of the Art League.  What they liked about it and their frustrations with it.  Armed with this information, the following activities were completed using tools designed to assist the team in gathering all the information to formulate this plan:

 

  1. A day long retreat was scheduled and held

  2. A half-day retreat was held a week later

  3. Interviews with Leadership were conducted

  4. Interviews with Members were completed

  5. Questionnaires designed to help develop the Mission were completed

  6. Questionnaires designed to assist with the developing the Vision Statement were completed

  7. Forms and exercises were used to determine the Core Values the group felt represented their Organization.

  8. A SWOT Analysis (Assessments of Strengths, Weaknesses, Opportunities and Threats) was completed.

  9. Targeted questions and discussions following the SWOT analysis were conducted to allow for the further development of the plan.  The results of all of the above, along with additional group discussions about the overall strategic direction of the organization allowed for a preliminary report to be issued to all membership for input and comment prior to the final half-day retreat that would be conducted prior to finalizing the plan.

Our Mission

 

To enrich our culturally diverse community by providing a platform for local artists to create, teach, demonstrate, exhibit, promote and advocate for visual and fine arts. 

 

 

Our Vision

 

To be a leader in the visual and fine art community by sharing the appreciation and enjoyment of art, by empowering our local artists, and by collaborating with other local organizations in the advancement of art-enriching experiences for all in our community and by actively supporting and participating in local Art Events. 

 

 

Our Values

 

In fulfilling our mission and vision, we take actions that reflect the following VALUES:

 

Inclusivity & Diversity: We welcome all members of our diverse community and seek opportunities where the richness inherent in the cultural differences of our community are expressed through our art.  Art - and therefore the Art League of Fort Myers - is for everyone.

 

Creativity, Imagination and Discovery: We are passionate about the power of creativity to inspire individuals to action and to facilitate understanding among people. Creativity is at the heart of everything we do. We explore and bring to light new knowledge, new cultures and new ideas through artistic expression.

 

Innovation & Evolution: We change and grow with our city and the arts landscape. We look to the future while celebrating our past. We work to promote innovative approaches to art and the Art League.

 

Community & Service: We will be of benefit to the community and our stakeholders.  We will be an asset to the City by contributing to the River District and the Arts of Lee County. We will focus our efforts on our customers to enrich people's lives, improve quality of life within the community and contribute to the vitality and attractiveness of our city.

 

Sustainability and Accountability:  The Board and staff will use a collaborative and cooperative team-based approach that results in the best possible decisions for the long-term fiscal viability and greater good of the Art League of Fort Myers.   We will work to achieve the most effective and efficient use of our financial resources demonstrating to the community that we are good stewards of our contributions.

 

Outreach and Education: We strive to reach out to all segments of our community and to provide opportunities for people to learn about and appreciate art.   Whether teaching someone to paint or how to sell their art, learning permeates all our programs.

 

These statements provide a clear understanding of our current direction and provides a glimpse of the future of our organization.     The mission vision and values will be a guiding beacon for all who interact with the Art League of Fort Myers.

Our Pillars

In our full day retreat the team completed a SWOT analysis looking at the strengths, weaknesses, opportunities and threats and through this valuable planning process our team identified the following strategic pillars and accompanying goals:

Pillar I – Outreach:   This Pillar is designed to bring together the goals and objectives that will foster a greater awareness of the Art League within the community and enrich the organization through diversity and inclusion and allow us to encourage involvement in the arts through our service to the community.

 

 

Pillar II – Education:  This Pillar will unite our efforts as an organization in the development of an educational and learning program designed to build appreciation in the arts, encourage creativity, increase the artistic skills of our local artists, provide exposure to new and innovative techniques, and expand the visual arts experience for all.

 

 

Pillar III – Building and Development:

  1. Membership:  Block A of this Pillar will address our commitment to our membership, demonstrate the importance that each member brings to the organization, and help to build a loyal following within the art community that will enhance the overall organizational image, environment and experience.

  2. Marketing:  Block B of this pillar will help to target the markets necessary to support all the other initiatives outlined in this plan.  Each marketing component will be specifically tying to Education, Membership, Sponsorship, Event Participation, Outreach,

  3. Fundraising: Block C of this Pillar will help build a stable organization through local support of our efforts to increase the Art Experience in the Down Town River District, Fort Myers and Lee County as a whole. 

 

It is through the activities identified in the blocks of this Pillar that we will focus our efforts on recruitment of a diverse membership, retention of existing and future members, development of a sponsorship program, increased exposure through advertisements, promotions, fundraising initiatives and an improved web experience.

 

 

Pillar IV – Environment and Public Good Will:  This purpose of this Pillar is to provide a mechanism for us to dream big!  Looking to the future where we have a building that creates an artistic environment that supports local artists, provides a “feel good” atmosphere for all who visit, promotes good-will throughout our community.

 

Pillar V – Finance:   This Pillar is designed to guide the organization in the effective management our resources so that we maximize real outcomes such as increased member benefits, improved facilities, building of a reserve for future generations of artists, and the development of a scholarship program for local students, members, and collaborative organization members. Fiscal Responsibility and Accountability is the overarching theme of this Pillar. 

The success of many of the goals are dependent on the other goals outlined throughout this plan.   For example, hiring of full-time staff depends on the success of increasing cash flow and building a reserve to pay a salary and insure stable employment which in turn depends on fundraising, and recruitment and retention of members which depends on Marketing and management of incoming resources.   So, as we assign responsibility and set timelines for completion, we will need to keep in mind the interaction between and the goals and how they tie to each other and influence the success of goals under another Pillar.

The success of many of the goals are dependent on the other goals outlined throughout this plan.   For example, hiring of full-time staff depends on the success of increasing cash flow and building a reserve to pay a salary and insure stable employment which in turn depends on fundraising, and recruitment and retention of members which depends on Marketing and management of incoming resources.   So, as we assign responsibility and set timelines for completion, we will need to keep in mind the interaction between and the goals and how they tie to each other and influence the success of goals under another Pillar.

 

Our Goals

I.   OUTREACH

 

GOAL:   Increase awareness of the Art League within the community and enrich the organization through diversity, inclusion and service to the community.

PILLAR I CHAMPION:   TBD

 

II.  EDUCATION

 

GOAL:  Develop an educational and learning program designed to build appreciation in the arts, encourage creativity, increase the artistic skills of our local artists, provide exposure to new and innovative techniques, and expand the visual arts experience for all.

 

PILLAR I CHAMPION:  Barbara Gage Mulford

 

III.  BUILDING  &  DEVELOPMENT

GOAL:  To focus our efforts on increased diverse membership enrollment and retention of existing and future members through enhanced member benefits, member recognition program, greater sales and increased promotional opportunities of our artists; development of a funding program to include donations, endowments, corporate sponsorships and other funding and support strategies; Increased market awareness through advertisements, promotions, fundraising initiatives and an improved web experience; develop a self-sustaining model of income and support services for all members and the organization through the hiring of an Executive Director and full-time staff.

 

PILLAR I CHAMPION:  Jana Smith

 

IV.  ENVIRONMENT

 

GOAL:   Ensure facilities support the goals of the organization through adequate size, availability, ambiance, and security. 

 

PILLAR I CHAMPION:    Barbara Desrosiers

 

V.  FINANCE

GOAL:   To insure financial stability of the organization by creating a self-sustaining model through increased membership, increased art sales, greater exposure for gift shop sales

 

PILLAR I CHAMPION:   Dolly Dempsey

 

Implementation

 

Now that the plan has been completed, the next step is implementation of the plan.  In the previous section we broke down the long-term goals into timely, digestible, and definable segments that will help create a detailed roadmap that aligns the day-to-day activities of the League overarching mandates of our strategic plan.

 

It is critical that we make our plan a living document!  

 

To do that we will need to do the following:

 

  1. Identify stewards to Champion the plan with the Board.    Each Pillar will have an identified Champion.

 

**Important note**   Champions are NOT responsible for solely completing the steps for achieving our identified goals but are to act as the coach or cheerleader for all persons identified as having a responsibility for assisting the Champions in completing their tasks.

 

 

Once identified the Champion will:

 

  1. Communicate the plan to our members and the community through the mission, vision, values, goals and objectives.

  2. Ensure that the organization reviews the plan at Board meetings and committees meetings

  3. Drive accountability by developing benchmarks or milestones to track our progress

  4. Track our progress by monitoring our goals regularly

 

 

Evaluation

 

A minimum of quarterly reviews and updates of the plan will be submitted to the board by the Pillar Champions and will then be incorporated into the mid-year and annual reviews of the overall strategic plan.