Operating Support

1. Strengthen Organization Leadership: Update bylaws, policies and procedures, Achieve functional committees, Define and document core services, Hire Executive Director and administrative assistant, Define critical organizational reporting metrics. Outcome: By the end of 2014 many of these strategies will be in place. Fully functioning committees will meet regularly and report to the executive and full board as needed. Executive Director has been hired, administrative assistant is hired. 2. Develop relationship with stake holders: Create Hutchinson Center for the Arts' story, Implement a business management system and communications plan. Convert all current lists of donors, volunteers, public, etc. into Constant Contact communication system. Implement a consistent and manageable fund raising system. Outcome: all communication is streamlined for ease. By mid-2015 the systems developed to follow and track people in our sphere ensures all are reached. 3. Create a sustainable and consistent class schedule. Outcome: By the end of 2014 there will be 2 classes per month for adults, 1 class per week for youth. By end of 2015 there will be 4 classes per month for adults, 2 per week for youth. The need for after school classes is clear, there is no other organization in Hutchinson that can fulfill this. Adults have asked for a variety of classes. Goal to maintain a cohesive cadre of instructors who have a wide variety of artistic interest and expertise. The Arts are interwoven into every facet of community life. The arts thrive in southwest Minnesota. People of all ages, ethnicities, and abilities participate in the arts. The Hutchinson Center for the Arts becomes a cornerstone establishment for the Arts Plaza, providing a communal gathering space for all to enjoy a variety of arts experiences. By increasing the visibility and viability of the Partner Organizations, we help provide arts driven opportunities to the community. The arts are seen as adding vibrancy to the fabric of a town known for its manufacturing. The increased interest in classes, attendance at exhibits and performances indicate the community is embracing the arts more and more, the Hutchinson Center for the Arts has been a critical component of this. By serving as a hub for the arts, the message about arts opportunities in Hutchinson has been disseminated more effectively. Partner Organizations are thriving and seeing increased attendance at their events and classes. Establishment of classes for youth and adults has provided much needed outlets for those not involved in sports. There is currently no other organization that provides this. Being able to expand on this will infuse the arts more deeply into the community. Continuing to strengthen the Hutchinson Center for the Arts will increase art awareness in southwest Minnesota.Goals will be measured by reaching mile stones listed above. Policies and procedures manual will be completed and distributed to all board members. Committees will be functioning and reporting to the board. Constant Contact has been implemented and all public communication goes through this vehicle. Electronic newsletter sent on a monthly basis, ability to communicate with donor and Founder's Club members. Communication is at least once per month. Class schedule has been set and followed, new classes being offered and researched. Youth program well established, offering a curriculum based art experience. Outcome will be based on number of classes offered and number of participants.