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The Discovery Museum is requesting $60,000 from the Oregon Community Foundation to fund the Hands Off exhibition in partnership with the National Archives. The exhibition will educate visitors about the dangers of urban sprawl through historical documents and materials. It will be accompanied by a lecture series and catalogue. The grant will fund additional staff, supplies for the opening reception, and promotional materials to maximize community outreach of the exhibition's important message. Evaluation will track attendance, feedback, and increased interest in environmental issues.

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Lyndsey Lane Arts Administration Master of Arts Savannah College of Art and Design October 1, 2010 1
Contents Resume 3 Grant 4 Budget 16 Development Plan 18 Brochure 27 Donor Letters 32 Communications Plan 38 Exhibition Advertisement 48 Direct Mail Marketing 51 Blog 54 Press Release 56 Reflection Paper 58 2
615.293.4126 LyndseyLane@gmail.com Objective I wish to obtain a position in the museum or nonpro�it arts �ield to provide cultural education to those who wish to experience the ful�illment of art and gain an appreciation for the treasured building blocks of a society and civilization. Education Masters of Arts: Arts Administration, GPA: 3.8 Savannah College of Art and Design [Anticipated Graduation: May, 2011] Bachelor of Fine Arts: Graphic Design, GPA: 3.4 Middle Tennessee State University [Aug. 2002- Dec. 2006] Completed a summer curriculum focused in visual art foundation courses including studio art and art history. New York University [Summer, 2006] Internships Teamed with the marketing and development department to create promotional materials including direct mail, Tennessee Performing Arts Center: Design Intern [Nashville, TN 2007] brochures, and outside signage for in-house and touring performances. Allowed to work independently with numerous clients nationwide to concept, design, and print promotional posters Hatch Show Print: Print Intern [Nashville, TN 2006] and other letterpress products. Under the direction of Merrill Lynch’s First Vice President in their Global Wealth Management Headquarters, Merrill Lynch: Executive Intern [NYC, NY: 2006] implemented technology changes to improve client relations. Experience Planned and executed designs and products for a wide range of clients including Target, Walgreens, Wal-Mart, and The Clever Factory: Graphic Designer [2007-2009] other Fortune 500 companies. Extensively trained in various design processes including concept, illustration, packaging, pre and post production work. Related Skills and Activities Computer Skills: Microsoft Of�ice Suite, Adobe Creative Suite, Quark, Apple and Microsoft operating platforms Activities: Americans for the Arts, AIGA, Tennessee Art League, SCAD Graduate Advisory Board 3
Grant AADM 739: Raising Funds for the Arts The Discovery Museum For this assignment students were instructed to write a grant proposal for an arts institution of their choice. I selected the Discovery Museum which is located within the World Forestry Center in Portland, Oregon. The grant follows the structure provided by the project’s guidelines rather than the guidelines of a specific grant application. My grant requests $60,000 from the Oregon Community Foundation to allow the Discovery Museum to display Hands Off, an exhibition in conjunction with the National Archives and Records Service. This exhibit would educate its audience of the dangers of urban sprawl. I developed the exhibition, programs, budget, and evaluation to comply with the Discovery Museum and the World Forestry Center’s mission and vision. 4
GRANT PROPOSAL GRANT PROPOSAL The Discovery Museum A Branch of the World Forestry Center We trace our history back to the Lewis and Clark Centennial American Pacific Exposition and Oriental Fair held in Portland, Oregon in 1905. One of the most popular buildings at the fair was the Forestry Building. The building was turned over to the state of Oregon and was a Portland landmark until August 17, 1964, when it burned to the ground. In 1971, the Western Forestry Center, a non-profit educational institution, was erected out of the ashes of the tragic fire. The Discovery Museum became a reality June 30, 2005 after a $7 million, 6-month renovation. The Discovery Museum strives to educate and inform people about the world's forests and trees, and their importance to all life, in order to promote a balanced and sustainable future. Our vision of educating our community on the intrinsic value of nature has lead us to develop Hands Off, an exhibition that will allow us to partner with the National Archives and Records Service to teach our visitors of the dangers of urban sprawl and a deeper understanding of their own environmental impact regarding this issue. Although the Discovery Museum has been able to raise $44,000 of the exhibition’s estimated $103,695 expense, it still needs the aid of the Oregon Community Foundation for the remaining $60,000. Please help us provide this beneficial experience to Portland’s diverse community. Contents Introduction 2 Program Budget 8 Problem/Objectives 3 Appendix A 10 Strategies/Methods 4 Appendix B 11 Evaluation Plan 7 5
I. INTRODUCTION The World Forestry Center (WFC) is a nonprofit organization located in Portland, Oregon. WFC was founded in 1964 with the mission to educate and inform people about the world's forests and trees, and their importance to all life, in order to promote a balanced and sustainable future. One program that the WFC adopted to reach this mission was the Discovery Museum. The Discovery Museum The Discovery Museum is a landmark in the Pacific Northwest. The Museum operates under the claim that “It will change the way you look at trees”. The museum rests on 20,000 square feet of land in Portland's beautiful Washington Park. The Museum has made new additions including interactive exhibits, which encourage guests and families to get an up-close experience of the forests of the Pacific Northwest and the world. First Floor 1. Permanent Exhibits: • Forests of the World: Patrons "travel" to different regions and meet people who face many issues of maintaining sustainable forests in their country • Forests of the Pacific Northwest: Explores the ecosystems of this exciting area 2. Forest Store: Museum merchandise, crafts by local artists, toys, games, snacks, and forest related materials Second Floor • Temporary Exhibits: 1. A featured international region’s art, history and culture 2. A featured international forest and its connection to people who share its habitat Past Exhibits and Successes The Discovery Museum hosts many special exhibits throughout the year that showcase art, history, and culture. Past examples include: 1. The Last Polar Bear: Facing the Truth of a Warming World Wildlife photographer Steven Kazlowski brought to life the endangerment of polar bears as a result of the devastation of the Arctic ecosystem through global warming. 2. Pendleton: Weaving America's Spirit A celebration of a deep-rooted Oregon company, the exhibit featured: • A wall of Pendleton blankets and a display of America's National Park Blankets • A graphic timeline collage featuring archival photography and products • Wool examples demonstrating the process "from fleece to fashion” • Pendleton Eco-Wise Wool® interactive trivia game “Portland’s lucky to have the Discovery Museum. My daughter loves the interactive exhibits on the first floor and I love to attend special exhibition opening nights like last year’s World of Chocolate” – Kat Reynolds, WFC Member The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 2
II. PROBLEM/OBJECTIVES Problem Statement Many Americans are not aware of the ways in which urban development impacts their daily lives. The United States Green Building Council’s (USGBC) 2006 Research Assessment1 found: • Roads, bridges, buildings and other civil structures comprise 6% of the Continental US in 2003 and is growing 24% annually • Building operations account for 40% of US energy use • Building operations contribute over 38% of US carbon dioxide emissions and over 12% of its water consumption • Demolition, construction, remodeling, create 136 million tons of waste annually (1996) USGBC also found Americans spend an average of 90% of the day indoors. This has a profound impact on human health because: • 30% of new and remodeled buildings may experience acute indoor air quality issues • Indoor air can contain more than 100 times more pollutants than outdoor air • Poor indoor air quality is linked to significant health problems such as cancers and asthma The cost of bringing in Hands Off with combined travel and insurance is high and the Discovery Museum will require further assistance. Current supporters of the Discovery Museum as well as members of the WFC will attest to the effectiveness of this investment. Objectives The Discovery Museum, in collaboration with the National Archives and Records Service, wishes to exhibit Hands Off in an attempt to further its mission to educate and inform people of the world’s forests. Through the display and promotion of Hands Off, the Discovery Museum hopes that our visitors will gain: • A greater understanding of their own environmental impact • Information of the impending dangers of urban sprawl and future industrialization • Knowledge to make informed decisions regarding the future of their environments • The importance of supporting centers like WFC who fight for environmental protection The Discovery Museum hopes Hands Off will provide visitors with: • An increase in Museum patronage by exhibit attendance • Dialogue among the community concerning the planning of their cities • Increased interest and enrollment in Museum membership 1 Research obtained through the United States Environmental Protection Agency <http://www.epa.gov> The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 3
III. STRATEGIES/METHODS The Discovery Museum, in collaboration with the National Archives and Records Service, plans to exhibit Hands Off in an attempt to further its mission to educate and inform people of the world’s forests. Hands Off will lead the viewer on a historical journey through the urban development of Oregon. It will begin with the earliest documentations (drawings, paintings, topical surveys) of the state and end with the Oregon’s current urban landscape. As the viewer progresses through the exhibit, they will encounter wall mounts describing the dangers of urban development, statements from leading environmental impact experts, and major regulation changes specific to Portland. At the conclusion of the exhibit there will be a temporary kiosk store that will provide reading material from the EPA, The United States Green Building Council, a Hands Off Catalogue, Discovery Museum merchandise and customer satisfaction surveys. Hands Off Structure The Exhibit: • Displays of the earliest visual representations of Oregon • Coast and Geodetic Survey maps from 1850-60 • Arial photographs and future building plans of urban and coastal areas of Oregon • Information on the dangers of urban sprawl • Materials providing information on advocating for this cause • Promotes a hands off approach to undisturbed land in Oregon The driving ambition in providing this exhibit is to focus on education. It is necessary for our audience to not only enjoy the visual display, but to also have the opportunity to expand their learning through experiences outside the exhibition. To this end, the Discovery Museum will provide a lecture series and a catalogue to accompany the exhibit. Lecture Series: • Scheduled for Saturday mornings at 9am • Lyndsey Lane, Discovery Museum Curator (April 9) Lisa P. Jackson, EPA Administrator (April 23) David S. Ferriero, United States Archivist (May 7) • Coffee service provided at the Meet and Greet (8:30am) Catalogue: • Forward by Lyndsey Lane (Discovery Museum Curator) Introduction by David S. Ferriero (United States Archivist) • Images of the exhibit and the included works • Information on the EPA and the USGBC, including the environmental reports and studies highlighted in the exhibit • Discovery Museum and World Forestry Center information Continued Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 4
[CONTINUED] Opening Reception: April 1, 2011 at 7pm • Opening speech and Q&A with Discovery Museum Curator • Catering by Elephants Delicatessen: Uses sustainable practices that reduce waste, conserve energy and support other local businesses [http://www.elephantsdeli.com] o Black Bean Cakes with Cabo sauce $9.00 / dozen o House Marinated Mixed Olives $6.50 / bowl o Zucchini & Parmesan Stuffed Mushroom Caps $12.00 / dozen o Teriyaki Chicken Drumettes $15.00 / dozen o Assorted Petite Cookie Platter S $25.00 M $35.00 L $50.00 o Bar Service: Beer/Wine/Coffee/Sparkling Beverages Hands Off Objectives • Support WFC’s mission to provide educational programs for children and families concerning environmental stewardship of local and global forests • Provide the Portland area with a fun, valuable and educational activity • Place the Discovery Museum as Portland’s: 1. Reputable source of essential and current environmental issues 2. Leader in the fight for natural preservation 3. The Center families turn to for fun and educational programming • Provide education concerning the environmental impact of urban sprawl • Encourage viewers to offer further support and advocacy for this problem Hands Off Staff This exhibit will require additional paid staff. Exhibit security will ensure safety of the collection and patrons. Additional sales staff will be needed for the Hands Off gift kiosk. Guides are also needed for reception, group tours and assistance for visitors with special needs 1. Exhibit Security • 2 paid security guards to provide exhibit security • AM guard: 8am-1pm, PM guard: 1pm-6pm • $12 p/h, Monday-Saturday 2. Retail • 2 paid retail clerks to provide kiosk sales • AM clerk: 8am-1pm, PM clerk: 1pm-6pm • $9 p/h, Monday-Saturday 3. Guides • 2 paid guides: reception, guided tours, special needs assistance • AM guide: 8am-1pm, PM guide: 1pm-6pm • $9 p/h, Monday-Saturday Continued Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 5
[CONTINUED] Hands Off Timeline December December January January February February March March April April Collection Sent Assembly Assembly Final Assembly Showtime Gallery Prep Gallery Prep Gallery Prep Final Prep Opening Reception Catalogue Prep Catalogue Prep Catalogue Design Catalogue to press Catalogue Display Develop Promo Approve Promo Promo Design Promo- Display Promo press/distribute Collect Museum Staff Interviews Hire Staff Train Staff Train Staff Surveys and Cards Catering Search Hire Caterer Approve Menus Assemble Kiosk Lecture Series Begins Hands Off is scheduled to run April 1- May 30, 2011. Monthly objectives are outlined in the chart above. Four months should be an adequate amount of time to achieve these goals, but this is a tentative schedule that is subject to change as cause dictates. For the purpose of this schedule, it is assumed that all research and planning has been completed regarding the procurement of items from the National Archives and Records Service. Given that fact, our major tasks in December will be to secure initial preparation for the collection’s arrival. During this time we will see that the gallery is cleaned and prepped according to the installation plan and we will begin searching for additional staff, catering and marketing options. January and February objectives are focused in the hiring and training of new staff as well as planning the food options for the Opening Reception, scheduled April 1, 2011 at 7:30pm. During this time the collection will have arrived from Washington, D.C. and our staff and volunteers will be focused on installing the exhibit. During this time, promotional materials as well as the exhibition catalogue will be in initial design stages. March’s focus is in final preparation. At this time, the majority of the gallery display is expected to be complete apart from the gift kiosk. The exhibition catalogue will be sent to press and marketing materials will be distributed. We have also allowed time to continue staff training. April 1 marks the opening of Hands Off with our planned Reception. Major concerns at this point will be insuring all processes run smoothly according to schedule. The Lecture Series will begin April 9, with Discovery Museum Curator Lyndsey Lane. Beginning in April and continuing through the duration of the exhibit our staff and volunteers will be collecting customer satisfaction survey cards to insure our exhibit is meeting visitor standards. The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 6
IV. EVALUATION PLAN The Discovery Museum in conjunction with the National Archives and Record Service plans to exhibit Hands Off to provide patrons with an unparalleled educational opportunity to expand their knowledge of the dangers of urban sprawl. Hands Off will include a Discovery Museum exhibit (with opening reception), a lecture series, and an exhibition catalogue. Using these activities, the Discovery Museum hopes to meet their objectives to increase museum patronage, encourage a community dialogue on urban sprawl, and increase museum membership. The Evaluation of this exhibit will be a continual effort to refine and adjust our process as circumstances dictate. Please refer to Appendix B for an example of a Hands Off survey card. Evaluation Methods 1. Attendance To be calculated through the attendance records at the following events: • Opening Reception: Recorded by online RSVP/ticket • Lecture Series: Recorded by ticket sales, membership check-in • Exhibit: Recorded by ticket sales, membership check-in 2. Sales To be calculated by the gross revenue of the following items: • Catalogue • Gift Kiosk • Tickets • New Membership 3. Surveys To be assembled by volunteer team and addressing the following items: • Exhibit success • Possible areas for change/concern • Future interest in an exhibit of this kind Surveys give visitors a way to inform the Museum if the exhibit met their needs. They will be provided at the lecture series and the exhibit. Two weeks following the exhibit, an email survey will be sent to WFC members. Summary Evaluation data will be assembled into a report and shared with our Board of Directors, Marketing Team, the National Archives and Records Service, and to the major contributors. Through this research we can adequately gauge if this exhibit met the Discovery Museum’s mission. Another goal of this research report is to highlight the positive outcomes of our partnership with the National Archives and Records Service in order to foster a fruitful relationship. Their extensive collection could provide valuable aid to many programs and exhibitions at the Discovery Museum as well as the WFC. The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 7
V. PROGRAM BUDGET The budget for the Hands Off exhibition covers many necessary operational costs for putting on an exhibition of this caliber. To bring in the requested items from the National Archives and Records Service, we will need funds to ship the items from Washington, D.C. to our facilities in Portland, Oregon. We will be using special truck service to insure the best and most cost efficient delivery. Due to the age and expense of these items, the Discovery Museum will require additional insurance for travel and housing at our facility. Hands Off will also require additional paid staff. Exhibit security will ensure safety of the collection and patrons. Additional sales staff will be needed for the gift kiosk. Guides are also needed for reception, group tours and assistance for visitors with special needs. Each position is divided into five-hour shifts occurring 8am-1pm and 1pm-6pm, Monday thru Saturday. We have drafted a marketing plan for this exhibit that includes local radio advertisements, TV commercials, printed materials that include silkscreen posters, direct mail marketing (invitations, member notification letters), and outdoor signage. The Portland Tribune is providing free weekly ad space. Every exhibit featured in our museum is displayed according to a specific installation plan. This requires painting and cleaning the space, posting additional signage, mounting wall displays, arranging lights, and many other processes to provide the best possible installation. The Discovery Museum will host a lecture series to accompany the Hands Off exhibit. The speakers at our three part series have agreed to lecture free of charge. We will however, incur their flight (American Airlines), hotel (2 nights, River Place Hotel), and meal costs. Prior to each lecture there will be a short Meet and Greet to encourage visitors to mingle with our guest of honor, Discovery Center Staff, and other members of the community. This event will include a small breakfast service provided at a discounted rate by Elephants Delicatessen. It is our goal to use our opening reception to honor our partnership with the National Archives and Records Service, the artists involved in the exhibit, our staff, members, guests and the Portland Community. This reception will be catered by Elephants Delicatessen and will be promoted through direct mail invitations (to our members and major contributors), email blasts, and through our website. Following this exhibition, evaluation data will be assembled into a report and shared with our Board of Directors, Marketing Team, the National Archives and Records Service, and to the major contributors. Through this research we can adequately gauge if this exhibit met the Discovery Museum’s mission. In order to obtain this necessary data the Discovery Museum will have customer satisfaction survey cards professionally printed and placed at the lecture series and at the exhibit. Additional funding for Hands Off will be obtained through the Donna Swanson Foundation, Private Donors, and Portland’s Regional Arts and Culture Council. Financial Breakdown, Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 8
(CONTINUED) Hands Off Budget Estimated Costs Funding Sources Oregon Community Research $450 Foundation $60,000 Donna Swanson Opening Reception $945 Foundation $25,000 Exhibit Travel $5,000 Private Donor 1 $8,000 Added Insurance $10,000 State $6,000 Private Donor 2 $5,000 Lecture Total $104,000 Hotel/Meals $1,300 Speaker Travel $800 Catering $200 Space Rental $0 Lighting Tech $0 Sound Tech $0 Lecture Total $2,300 Staff 2 Security Guards $12 p/h 2 Retail Clerks $9 p/h 2 Exhibit Guides $9 p/h Staff Total $15,000 Marketing Tv/radio $5,000 Outdoor Signage $5,000 Silkscreen Posters $3,000 Direct Mail $2,000 Designer $0 Newspaper $0 Marketing Total $15,000 Catalogue Printing $10,000 Graphic Design $3,000 Photographer $2,000 Catalogue Total $15,000 Exhibition Merchandise $15,000 Utilities $10,000 Administration $8,000 Lighting $5,000 Supplies $2,000 Exhibition Total $40,000 Total $103,695 The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 9
APPENDIX A: BOARD OF DIRECTORS WORLD FORESTRY CENTER 4033 SW Canyon Road P ort la nd Or egon 97221 T el { 503.228.1367 Fax { 503. 228. 4608 ww w.w or ldfor est ry.or g Board of Directors 2008-2009 Kathy Abusow Washington, DC Dennis Neilson Rotorua, New Zealand John Blackwell Portland, OR Larry Nielsen Raleigh, NC Bill Bradley New York, NY Mark Norby Portland, OR Jim Brown Salem, OR Dave Nunes Poulsbo, WA Chip Collins Cambridge, MA Jeff Nuss Portland ,OR Dean DeChaine Portland, OR Claudio Ortolan Curitiba, Brazil Dan Dutton Portland, OR Jim Osterman Portland, OR Red Emmerson Redding, CA Young-Ju Park Seoul, Korea Vince Erasmus Melbourne, Australia Ed Ray Corvallis, OR Fred Fields Portland, OR Hal Salwasser Corvallis, OR Allyn Ford Roseburg, OR Eric Schooler Portland,OR Guillermo Güell Santiago, Chile Jean-Claude Sève Outriaz, France David Hampton Salem, OR John Shelk Prineville, OR Jes Munk Hansen Olathe, KS Dieter Siempelkamp Krefeld, Germany Rich Hanson Federal Way, WA Rick Smith N Easton, MA Mari Harpur Montreal, Canada Jason Spadaro Bingen, WA Gary Hartshorn Portland, OR Barte Starker Corvallis, OR Ned Hayes Portland,OR Mark Stayer Portland, OR Ken Hines Boston, MA Amir Sunarko Jakarta, Indonesia Russ Hoeflich Portland, OR Ed Sweeten Birmingham, AL Gilles Hotelin Casablanca, Morocco Hank Swigert Portland, OR Tom Jackman Canby, OR David Syre Bellingham, WA Scott Jones Boston, MA Billy Van Devender Jackson, MS Tomas Juška Vilnius, Lithuania John Warjone Tumwater, WA Barbara Karmel Wilsonville, OR Court Washburn Boston, MA Tiong Hiew King Sarawak, Malaysia Sam Wheeler Portland, OR Bill Lansing North Bend, OR John Wilkinson Portland, OR Paul McCracken Portland, OR Rick Wollenberg Longview, WA Colin McKenzie West Lebanon, NH Donna Woolley Eugene, OR Joe McKeown Portland, OR Jacquelyn McNutt Atlanta, GA Harry Merlo Portland, OR Honorary Directors Bill Hagenstein Portland,OR Gil Oswald Bellevue, WA Peter Koehler Portland, OR G. Web Ross Little Rock, AR Mario González M. Chihuahua, México Darrell Schroeder Hillsboro, OR Alan Goudy Portland, OR Bill Swindells Portland, OR Thorry Gunnersen AM Melbourne, Australia Barbara F. Walker Portland, OR Carl Newport Black Butte Ranch, OR The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 10
APPENDIX B: SAMPLE SURVEY Customer Satisfaction Survey For each of the following statements about Hands Off, please indicate whether you: Strongly Agree (1), Somewhat Agree (2), Neither Agree nor Disagree (3), Somewhat Disagree (4), Strongly Disagree (5), Not Applicable (N/A). 1. Museum Experience The exhibit met my expectations 1 2 3 4 5 N/A Ticket price was adequate 1 2 3 4 5 N/A The staff was helpful 1 2 3 4 5 N/A The exhibit was easy to navigate 1 2 3 4 5 N/A I gained useful information 1 2 3 4 5 N/A Museum was easy to find 1 2 3 4 5 N/A Parking was available 1 2 3 4 5 N/A The Shop had a broad selection 1 2 3 4 5 N/A Catalogue met my expectations 1 2 3 4 5 N/A Exhibit inspired me to visit again 1 2 3 4 5 N/A 2. About You I’m a member of the WFC yes no N/A I attended the opening reception yes no N/A I attended the Lecture Series yes no N/A I made a Shop purchase yes no N/A I have children yes no N/A I live within walking distance of the Museum yes no N/A I’m on the mailing list yes no N/A I visit the Museum more than once a month 1 2 3 4 5 N/A I like to receive communication online 1 2 3 4 5 N/A I regularly visit the website 1 2 3 4 5 N/A 3. Additional Suggestions The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 11
Budget AADM 701: Principles of Arts Administration Forté The guidelines for this assignment required students to create an arts organization or program including a company history, marketing strategy, staff, season, and budget. I created Forté, an after school program situated in Nashville, Tennessee that works to educate youth about the fundamental value of music and its potential impact on the growth of the individual and the community. This budget outlines Forté’s expenses and revenues in the right column while the left column illustrates the requested contributed income from individual, corporate and foundation contributions. 16
  Sample Line Item Grant Budget Line Revenue Program or Project Grant Request 1 Grants 46,000 15,000 2 Contracts 38,000 0 3 United Way 0 0 4 Corporate contributions 20,000 0 5 Membership 0 0 6 Individuals 14,800 0 7 Fees for services 0 0 8 Fundraisers, events, sales 35,000 0 9 Endowment 20,000 0 10 Interest income 0 0 11 Miscellaneous 5,500 0 12 Total $179,300 $15,000 13 In-kind $20,500 0 14 Total Revenue $199,800 $15,000 Line Expenses Program or Project Grant Request 15 Staff salaries and wages 60,000 8,000 16 Fringe benefits 17,500 2,500 17 Occupancy and utilities 8,400 0 18 Equipment 3,000 0 19 Supplies and materials 8,000 2,500 20 Printing and copying 3,500 0 21 Telecommunications 2,700 2,000 22 Travel and meetings 2,200 0 23 Marketing and advertising 2,000 0 24 Staff and volunteer training 500 0 25 Contract services 5,500 0 26 Miscellaneous 500 0 27 Subtotal $113,800 $15,000 28 General operating (indirect) - 8% 11,192 0 29 Total $124,992 $15,000 30 In-kind 31 Travel 11,800 0 32 Trainers (160 hours x $60/hour) 9,600 0 33 Classroom supplies (Kinkos) 6,800 0 34 Total In-kind $28,200 $0 35 Total Expenses $153,192 $15,000 36 Revenue over Expenses $46,608 $0 Nonprofit Works www.nonprofitworks.com (585) 454-4910 17
Development Plan AADM 739: Raising Funds for the Arts Seattle Children’s Theatre Development Plan This development plan is written to the Board of Directors at the Seattle Children’s Theatre (SCT). Within the document, SCT is informing the Board of the funds needed for the 2011/2012 season. The proposal follows a structure based on the highest contributed revenue (individual giving) to the lowest (government giving). Each section is uniformly presented, which allows the reader to quickly gain information on the background, strategies, goals, and estimated budget requirements. The colors and graphics were selected to expand the existing brand created through their current marketing materials. 18
Seattle  Children’s  Theatre   2011-­‐2012  Season     Development  Plan   Contents   Individual  Giving   2     Special  Events     5   Corporate  Giving   3     Government     6   Foundations     4     Action  Calendar   7   It  is  time  to  prepare  for  another  exciting  season  at   Seattle  Children’s  Theatre!     “We  depend  on  the  generosity  of  our  community  to  continue  programming  that  respects  and   cultivates  the  intelligence  of  our  young  audience”-­‐  Sara  Sand,  Interim  Managing  Director     Members  of  the  Board:   talented  staff  have  put  together  a   I  am  confident  that  through  our  combined   fantastic  season.   efforts  to  enrich  current  and  potential   It  is  time  once  again  to  prepare  for  an   donors,  request  and  renew  foundation   exciting  season  here  at  SCT.  In  order  for   The  Secret  Garden   grants,  expand  corporate  giving  and   us  to  continue  to  meet  our  mission  to   The  Jungle  Book   promote  our  special  events,  we  will  be   “provide  children  of  all  ages  access  to   If  You  Give  a  Mouse  a  Cookie   able  to  meet  all  of  our  development  goals   th professional  theatre,  with  a  focus  on  new   Miracle  on  34  Street     this  season.   works,  and  theatre  education”  we  must   Peter  Pan   strive  to  cultivate  and  secure  new  forms   Tall  Tales   With  Gratitude,   of  funding.     Thumbelina     Estimated  expense  =  $  4,600,000     Our  theatre  does  a  wonderful  job   Lyndsey  Lane   promoting  the  importance  of  art  and  art   Drama  School   Chief  Executive  Officer,  SCT   education  within  our  community  and  this   Education  Station   LyndseyL@sct.org   season  is  sure  to  exceed  our  expectations.   School  Children  Access  Fund   206.443.0807 Our  artistic  director  with  the  help  of  our   Estimated  expense  =  $  700,000   19
Individual  Giving   Remember…   It  is  important  to  keep  our   mission  and  the  needs  of  the   community  in  mind  as  the  next   season  quickly  approaches.   Every  board  member,  staff   member,  volunteer,  or  artist   has  a  vital  part  to  play  in   bringing  SCT’s  stories  to  the   lives  of  our  audience.     We  must  all  strive  to  bring  our   individual  roles  to  even  higher   levels  to  further  grow  our   incomparable  program.     Individual  Giving     Individual  giving  represents  the  largest   Strategies   Goals     portion  of  our  contributed  income.  Last   year  we  secured  $740,000  in  support  of       our  organization  and  this  year  we  plan  to   • Memberships   • Increase  donor  and  membership   exceed  that  total.     1. Renew  current  members   base  20%   2. Cultivate  potential  members   • Strive  for  80%  success  rate  of   As  board  members,  you  play  a  very   membership  renewal   • Newsletters   valuable  role  in  this  effort.  You  currently   1. Quarterly  newsletters     • Increase  individual  giving  to   assist  our  funding  goals  with  your   2. Monthly  email  newsletters   $800,000   personal  contribution,  but  there  are  many   • Inspire  audience  interest  through     other  ways  you  can  aid  SCT  in  meeting  its   2011-­‐2012  season  marketing   Estimated  Gain:  $60,000   individual  giving  goal.  Board  members  can   • Direct  mail  marketing   Estimated  Expense:  $20,000   help  SCT  by     1. Potential  Donor:       • Increasing  our  mailing  list     • Letter  +  brochure     • Soliciting  personal  contacts  for   • Donation  materials   major  contributions   2. Current  Donor   • Making  personal  calls  of  thanks   • Letter  of  thanks  with   to  our  major  donors   contribution  update   • Serving  as  an  example  to  others   • Continued  contribution   by  increasing  your  personal   or  upgrade  request     contribution   • Brochure  of  current  and   upcoming  programs     20
Corporate  Giving   Give  Thanks…   Seattle  Children's  Theatre   depends  on  contributions  from   our  corporate  and  business   partners  to  help  us  maintain   our  high  quality  Mainstage   productions  and  education   programs.  In  return,  we  are   proud  to  offer  a  wide  array  of   recognition  opportunities  and   marketing  benefits  to  our   sponsors.     Corporate  Giving       Strategies   Corporate  giving  represents  the  second   largest  portion  of  SCT’s  contributed   Goals   income.  Through  their  sponsorship  level,     • Set  up  meetings  through  board     corporate  donors  can  choose  support   • Elicit  15  corporate  matching   packages,  which  include  a  variety  of  plays,   corporate  contacts     systems  similar  to  current   education  programs,  special  events,  and   • Mail  annual  report  and   systems  in  place  at  Starbucks   other  annual  initiatives.  Through   marketing  materials  to  potential   and  US  Bank   corporate  giving  SCT  was  able  to  secure   corporate  sponsors   • Solicit  in-­‐kind  partnerships   $325,000  last  year.     • Enlist  research  support  from   with  Home  Depot,  Kinko’s,   current  volunteers  concerning   Board  members  play  an  important  role  in   and  Joanne’s   the  potential  for  matching   corporate  giving  cultivation.  Focus  your   • SCT  Sundays,  first  Sunday  of   systems  for  their  employers   attention  on   every  month  Starbucks  will   • Increase  support  from  current   donate  10%  of  all  sales  to   • Initiating  meetings  with  potential   corporate  sponsors   SCT.  Continued  matching  of   corporate  sponsors     employee’s  donations   • Attending  meetings  to  aid     • Bring  corporate  sponsorship   development  staff     levels  to  $375,000     • Providing  personal  appreciation     correspondence  with  major   Estimated  Gain:  $50,000   corporate  givers   Estimated  Expense:  $15,000       21
Foundations   Foundations     SCT  relies  heavily  on  the  support  of   Strategies     private  foundations.  Last  year  foundations   support  brought  us  a  generous  $370,000.     These  substantial  gifts  come  from   • Renew  current  foundations   foundations  giving  $5,000  to  over   giving  where  applicable   $500,000.     • Research  potential  local   foundation  opportunities   The  Paul  G.  Allen  Family  Foundation  as   • Follow  up  on  grant  requirements   well  as  the  Kreislsheimer  Foundation   from  the  board’s  potential   represents  the  two  highest  contributing   foundation  recommendations   foundations.  Their  gifts  to  date  are  over   $500,000.  It  is  imperative  to  SCT’s   Goals   financial  and  artistic  future  that  our     efforts  to  elicit  foundation  support   • Increase  foundation  support  to   continue  this  year.     $400,000   In  order  to  achieve  our  development  goals     this  year  we  will  require  board  member   Estimated  Gain:  $30,000   support  in   Estimated  Expense:  $10,000   “I regard the theatre as the greatest of • Researching  potential  foundation     all art forms, the most immediate way opportunities       in which a human being can share with another the sense of what it is to • Initiating  meetings  with  potential     be a human being.” corporate  sponsors   - Oscar Wilde 22
Special  Events   Special  Events       Events   Goals   The  most  popular  efforts  of  our   development  strategy  are  the  special   events.  It  is  through  these  functions  that       SCT  is  able  to  step  back  from  our   • Go  Bold  (coffee  tasting/art  sale,   • Increase  membership  by  20%   performance  programs  to  recognize   with  Starbucks),  to  educate  and   • Increase  events  revenue  to   current  and  potential  donors.     raise  funds  for  the  SCT   $395,000   endowment,  new  event     Our  Grand  Entrance  gala  last  year  saw  400   • Grand  Entrance  (gala)   visitors  and  raised  more  then  $350,000.   • Family  Backstage     Estimated  Gain:  $20,000   The  Family  Backstage  event  saw  a  sizable   Estimated  Expense:  $10,000   return  of  $12,500  last  year.     Strategies       This  year  we  will  be  introducing  an   • Organize  Go  Bold  with  Starbucks   exciting  new  event  with  our  corporate   to  appeal  to  younger  generations   sponsor  Starbucks,  Go  Bold.  This  event   and  increase  interest  and   education  of  SCT  endowment   will  offer  a  coffee  tasting  featuring  various   • Organize  and  increase  interest  in   Starbucks  blends  along  with  an  art  sale.   Grand  Entrance  with  a  save  the   Board  members  may  help  this  effort  by   date  mailing  and  invitation     • Secure  sponsorships  for  events;   • Securing  sponsors  and  support   i.e.,  catering  and  concessions   • Supporting  promotion  efforts   • Organize  Family  Backstage  event   to  appeal  to  children  and  families   • Generating  ticket  sales     23
Government  Contribution   Government  Contributions     Goals  Summary   Through  our  educational  programming  in   Strategies       Individual:   $60,000   the  city  and  county  school  system,  we   New  Members:   $5,000   have  generated  a  lot  of  positive  feedback     Board:     $10,000   from  state  officials.  We  have  successfully   • Elicit  government  matching   Members:   Major  Donors:     $20,000   $25,000   illustrated  the  benefits  of  our  arts   campaigns  from  county  to  state     programming  through  Drama  School,   • Research  government   Corporate:   $50,000   Education  Station  and  our  School  Children   connections  with  board   Starbucks:   $15,000   Access  Fund.     members,  volunteers,  and  staff   Target:     $15,000   Microsoft:   $20,000   • Organize  informative  packet   Our  efforts  combined  with  our     highlighting  the  success  of   Foundations:   $30,000   organization’s  mission  have  appealed  to   education  programs   Smith  Family:   $15,000   the  aims  of  our  state’s  community   Seattle  Trust:   $5,000   • Schedule  private  meetings  with   expectations.  For  these  reasons,  it  is   Ronald  Trust:   $5,000   state  and  county  officials   necessary  for  SCT  to  pursue  further     government  funding  through  matching   Goals   Special  Events:   $20,000   Go  Bold:     $3,000   contribution  efforts.     Backstage:   $5,000   Board  members  should  assist  SCT  in   • Funding  contracts  and  matching   Gala:     $12,000   for  current  and  future  years       making  valuable  connections  with  our   • Increase  this  year’s  government   Government:   $10,000   state  and  county  representatives.   Education  Fund:   $5,000   contributions  to  $145,000   Chamber:     $5,000   • Cultivate  personal  connections       • Solicit  private  meetings  and   Total  Goal:   $170,000   attend  public  hearings     Estimated  Gain:  $10,000   Estimated  Expense:  $1,000   24
Development  Action  Calendar         • Research  potential   • Research  potential   • Foundations  grant   Foundations   Foundations   writing   • Research  potential   • Research  potential   • Mail  Corporate   corporations  for   corporation  for   marketing  packages   matching  plans   matching  plans   • Design  and  print   • Research  county   • Research  county   government  mailing   and  state  officials   and  state  officials   • Newsletter  (mail)   • Newsletter  (email)   • Newsletter  (email)   • Save  the  date,  Grand   • Send  Invitations   • Contract  gala   Entrance   for  Go  Bold   sponsors   • Website  Update   • Solicit  gala   • Go  Bold   sponsors     • Research  potential   • Research  potential   • Foundations  grant         • Foundations  grant   • Foundations  grant   • Send  grant  proposal     writing   writing   • Solicit  corporate   • Solicit  corporate   • Solicit  corporate   contracts   meetings   meetings   • Newsletter  (email)   • Send  government   • Newsletter  (email)   • Design  Family   mailing   • Grand  Entrance   Backstage  invite   • Newsletter  (email)   • Assemble  current   • Assemble  current   • Send  Invitation,   donor  mailing   donor  mailing   Grand  Entrance   • Mail  potential  donor   • Mail  potential  donor   • Assemble  potential   packages   packages   donor  mailing   • Website  Update     25
Continued         • Send  grant  proposal     • Follow  up  on  sent   • Follow  up  on  sent   • Solicit  corporate   grant  proposals   grant  proposals   contracts   • Solicit  corporate   • Finalize  corporate   • Follow  up  with   contracts   contracts   government  mail   • Newsletter  (email)   • Newsletter  (email)   • Newsletter  (mail)   • Family  Backstage     • Board  Member   • Send  Family   • Follow  up  on   thank  you  calls  to   Backstage  invites   current  donor  mail   high  level  donors   • Mail  current  donor   • Finalize  government   • Government   packages   meetings   meetings   • Follow  up  on   potential  donor  mail   • Follow  up  on  sent   • Letter  of  thanks  to   • Annual  Report   grant  proposals   grant  contributors   • Thank  you   • Newsletter  (email)   • Letter  of  thanks  to   letter/email  to   • Board  Member   corporate  gifts   event  givers   thank  you  calls  to   • Newsletter  (mail)   • Newsletter  (email)   high  level  donors   • Board  Member   • Board  Member   • Government   thank  you  calls  to   thank  you  calls  for   meeting  follow  up   government  givers   government  gifts   • Outline  annual   • Finalize  government     report   contracts   • Website  update   • Begin  annual  report     26
Brochure AADM 739: Raising Funds for the Arts Newspace Center for Photography The following brochure was created for Newspace Center for Photography. The Center is an existing organization, but for the purpose of this assignment I created the events and offerings listed within the brochure. The projected audience for this brochure would be individuals and families in the Portland area who wish to explore photography and interact with the community’s talented artists. The brochure briefly describes the history, mission, and vision of the organization as well as listing the course offerings of the facility. The purpose of this piece is to show the Newspace Center as a place where families, students, retirees, professionals and many other members of the community can find a program of interest to them through various workshops and other photography offerings. One panel of the brochure is dedicated to membership levels offered at the Center for the reader to select the level that best fits their needs. The colors and fonts were selected for their ability to provide clean lines and an ease of readability. The soft greens were chosen to add interest and through their subtle hue they compliment instead of dominate the selected photographs. Each image features an individual for the purpose of instilling the idea that the Newspace Center is a place for the diverse community of Portland. * All photographs are the property of Joshua Black Wilkins Photography© 27
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Donor Letters AADM 739: Raising Funds for the Arts Newspace Center for Photography The donor letter assignment required the creation of two donor letters for an arts organization. One letter would be to an existing donor and one to a potential donor. I selected Newspace Center for Photography for this project to show my ability to produce effective organizational branding across various funding materials. The first donor letter begins by thanking the donor for their previous contribution. The letter further explains how their contribution was utilized, showcases future plans, and concludes with a request for continuing support. The second letter is written from the perspective of a current Newspace member to a prospective donor. The letter begins by briefly explaining the background of the Center and is followed by a personal story, Center offerings and opportunities, an explanation of non-profit organizations, and ends with a request for support. Both letters include a membership and donation page as well as a return envelope. To continue the branding created in the brochure I used the same fonts, colors, and black and white image. I also continued the green bars at the top which reference a film strip. Through strong branding an organization can establish a distinctive look that will aid them in establishing an effective marketing presence. 32
A nonprofit dedicated to promoting photographic education and appreciation Dear Mr. Glasgow, I would like to begin by thanking you on behalf of the Newspace Center for Photography, for the generous contribution you made towards our development last year. With the support of compassionate people like you, Newspace is able to continue to serve the Portland area through our educational photographic programming. Newspace made some exciting updates last year while continuing to improve our existing programs. Through gracious gifts from supporters like you, we have been able to modernize our facility to keep up with industry standards in the field. • New black and white RC Paper Processor for the darkroom • Updated software for the digital lab • More class offerings • Touring gallery exhibits: Daniel Shea, Natalie Young, and Angela Bacon-Kidwell. • Off site partnership with MyStory: Photography programs for underprivileged children Newspace has effectively met many of our short-term goals this year and we aim to continue our excellent reputation for high quality photographic education. The Center has many action-packed activities planned for the coming year which have been made possible through your continued support. • Snap Day Camp: Photography education for kids aged 9-13 • Carnival: Annual themed exhibit • Artist Lecture Series: Featuring local and national photographers • In the Field: Photography field trips for all ages We hope to count on you again this year for another contribution to assist our efforts. As always, your donation or membership is tax deductible (to the extent allowed by law) and will be used to further Newspace Center’s mission for artistic development and community improvement. Please refer to the enclosed return card or visit our website (www.newspacephoto.org) to learn about the many ways you can contribute and please contact me with any questions you may have. I look forward to seeing you at Newspace Center’s exciting events this year! Sincerely, Lyndsey Lane Chief Executive Officer 503-963-1935 (Ext. 25) 1632 SE 10th Ave, Portland, OR 97214 33 503.963.1935
A nonprofit dedicated to promoting photographic education and appreciation Dear Neighbor, Newspace Center for Photography opened its doors in 2002 charged with the mission to promote photographic education and appreciation to the public as well providing a space in which the community and photo enthusiasts of Portland, Oregon can learn, create, discuss and exhibit their work. This photography resource center is not solely for photography professionals. Anyone can benefit from this center including those who have little knowledge of photography to industry professionals and even educators. If you are like me, it is becoming much harder to balance all of my daily responsibilities. My kids and I are lacking quality family time and I have been unable to put my to-do list aside long enough to focus on the hobbies I use to enjoy. I had searched for quality activities to enjoy, but high activity costs left few options. Luckily, I can turn to Newspace Center for Photography for affordable arts programming for my family and myself. I have enjoyed and benefited from this organization so much that I have been an active volunteer for five years. Newspace provides many different ways to explore photography and interact with the community’s talented artists. • Workshops for all ages • Private instruction • Darkroom and lighting equipment • Portfolio critique • Gallery Space • Snap Day Camp: Photography education for kids aged 9-13 The Center’s quarterly photography classes and programs are structured to provide guidance for beginning, intermediate and advanced photography enthusiasts and include but are not limited to • Beginning foundations • Studio lighting • Arts marketing • Documentary photography Another priority for The Newspace Center is to showcase the work of its artists by providing a high quality gallery space. The Newspace Gallery mounts an exhibit every month showcasing local and touring amateur and established artists. All exhibits are free! This is a great outlet for artists to meet each other and discuss the amazing and rewarding field of photography. You will also get to know more of your neighbors in the community! 1632 SE 10th Ave, Portland, OR 97214 34 503.963.1935
A nonprofit dedicated to promoting photographic education and appreciation Our facility is a non-profit arts organization that needs your support to continue to serve the Portland community for years to come. Your donation or membership is tax deductible (to the extent allowed by law) and will be used to further Newspace Center’s mission for artistic development and community improvement. Please refer to the enclosed return card or visit our website (www.newspacephoto.org) to learn about the many ways you can contribute and please contact me with any questions you may have. I look forward to seeing you at Newspace Center’s exciting events this year! Sincerely, Lyndsey Lane Volunteer Coordinator 503-963-1935 (Ext. 25) 1632 SE 10th Ave, Portland, OR 97214 35 503.963.1935
A nonprofit dedicated to promoting photographic education and appreciation Your tax-deductible Newspace membership is a direct investment in Portland’s creative community. With your support, Newspace will remain a thriving cultural and community hub for Northwest artists, students, and photography enthusiasts for years to come. Pixel Level (for artists/students) $40 • Stylish Newspace T-shirt • Witty Newspace bumper sticker • Entry into our Members’ Showcase, a yearly juried show • Admission for one to members-only events Spy Camera Level (basic) $50 (All of the above plus) • 10% discount on hourly darkroom rates • Admission for two to members-only events Toy Camera Level $125 (All of the above plus) • Discounts with our business sponsors • 10% discount on classes and workshops • 10% discount on digital lab hourly rates • One free entry into our Annual Juried Exhibition Press Camera Level $300 (All of the above plus) • 10% discount on hourly studio rental • One print from the Press Camera Print Collection Panorama Camera Level $500 (All Pixel, Spy, and Toy benefits plus) • Press Camera 10% benefits • One print from the Panorama Collection Mammoth Plate Level $1000 and higher (All Pixel, Spy, and Toy benefits plus) • Press Camera 10% benefits - One print from the Mammoth Collection • OR two prints from the Panorama Print Collection Please return the enclosed contribution card with your gift. For your added convenience, contributions can also be made through our website: [http://www.newspacephoto.org/membership/] Thank you in advance for your consideration and donation! 1632 SE 10th Ave, Portland, OR 97214 36 503.963.1935
Return Card (Size reduced to �it page) Name: Address: City/State/Zip: Phone: Website: Email: I want to receive your newsletter yes no I prefer to be contacted by: When calling please call in the am pm My personal contribution is $ I will make my payment by check credit Please Circle: America Express Master Card Visa Card Number: Exp: Instead of one payment I wish to make multiple payments of $ Per: Quarter Month Week (please circle) If paying by check, please enclose it with this card made payable to Newspace Center of Photography 1632 SE 10th Ave, Portland, OR 97214 www.newspacephoto.org 503.963.1935 PRST STD U.S. POSTAGE PAID PORTLAND, OR PERMIT NO. 123 Attn: Development Department 1632 South East 10th Avenue Portland, Oregon 97214 Thank you for your kindness! 37
Communications Plan AADM 745: Promoting the Arts The Frist Center for the Visual Arts The Frist Center for the Visual Arts is the leading arts institution in Nashville, Tennessee’s rapidly growing visual art scene. For this project I developed a communications plan that targets Nashville residents age 15-25, which the Frist has not effectively reached in their previous marketing campaigns. Should the Frist successfully cultivate this market they could increase patronage, membership and volunteers. Due to the age of the target market, this plan proposes a new media approach that would employ modes of communication preferred by this demographic. The success of a marketing plan depends on the quality of its research. The research proposed for this plan continues before, during and after its implementation. The central media tools proposed are a museum blog, Facebook fan page, and a video cast contest. 38
2011   The  Frist  Center  for  the  Visual  Arts   Communications  Plan   919  Broadway,  Nashville,  TN       615.244.3340                                www.FristCenter.org     39
Communications  Marketing  Plan       I.  Introduction   Since  its  grand  opening  in  the  1934  Nashville  Main  Post  Office  in  April  of  2001,  the   Frist  Center  for  the  Visual  Arts  has  successfully  positioned  itself  as  a  leading  art   institution  in  Nashville’s  rapidly  growing  visual  art  scene.  Our  Center  strives  to  meet   the  cultural  needs  of  our  community  by  servicing  our  mission  to  present  and   originate  high  quality  exhibitions  with  related  educational  programs  and   community  outreach  activities.  Our  vision  to  inspire  people  through  art  to  look  at   their  world  in  new  ways,  has  allowed  us  the  opportunity  to  present  a  variety  of   inspiring  exhibitions  and  fulfilling  educational  programs.  The  Frist  always  keeps  our   core  values  at  the  forefront  of  all  our  operations  and  our  marketing  practices  are  no   exception  to  this  idea.         -­  Marketing  Objectives   Providing  our  community  with  affordable  access  to  quality  art  is  at  the  heart  of  our   organization.  It  is  with  this  vision  in  mind  that  we  broaden  our  marketing  scope  to   diversify  our  audience.     With  roughly  550,000  people  living  in  the  Nashville  area,  the  Frist  has  an  incredibly   diverse  market  in  which  to  expand  and  gather  its  audience.  The  average  age  range  in   the  city  is  33  years  old,  and  about  57%  of  households  are  family  oriented.1  The  Frist   must  focus  its  marketing  resources  to  engage  this  dominant  young  market  in  our   center’s  activities.     Our  marketing  team  has  elected  a  panel  to  focus  specifically  on  targeting  Nashville   residents  age  15-­‐25.  It  is  our  hope  that  by  cultivating  this  group  we  will  increase   Museum  patronage,  membership  and  volunteers.  Actively  competing  for  this  target   group’s  attention  will  help  to  keep  the  Frist  up  to  date  with  developing  technology   and  cultural  trends.  Specific  objectives  in  this  plan  incorporate  institutional,  as  well   as  programmatic  aims.  These  objectives  include  but  are  not  limited  to:     • Increase  college  membership  10%   • Double  the  attendance  of  Frist  Fridays  and  the  State  of  the  Art  Lecture  Series   • Launch  a  social  media  campaign   1. Facebook  Fan  Page   2. Blog   3. Video  Cast  Contests   • Young  Tennessee  Artists  Bi-­‐Annual  Exhibition:  College  Level   • Increase  volunteers  in  target  market  15%                                                                                                                   1http://www.city-­‐data.com/city/Nashville-­‐Davidson-­‐Tennessee.htm     2   40
  II.  Research   Marketing  research  is  not  only  the  first  step  in  our  plan,  but  also  the  final.  It  is   important  for  our  marketing  team  to  be  able  to  adequately  measure  the   effectiveness  of  our  plan.  This  requires  learning  more  about  our  target  market  to   enlist  the  best  marketing  tools  to  reach  them.  We  must  also  learn  the  ways  in  which   our  audience  uses  media  and  what  methods  we  can  employ  to  efficiently  engage   them  with  our  mission.  By  setting  research  objectives,  the  Frist  can  develop  ways  to   measure  the  effectiveness  of  our  marketing  tactics.  Research  objectives  will  also   prevent  us  from  wasting  limited  resources  on  ineffective  practices.  Our  marketing   team  will  engage  in  both  qualitative  and  quantitative  research  by  the  use  of  surveys   and  interviews  with  the  goal  being  a  better  reception  from  our  target  audience.  To   achieve  our  goal  of  receiving  a  positive  reception  from  our  target  audience,  our   marketing  team  will  engage  in  both  qualitative  and  quantitative  research  by  the  use   of  surveys  and  interviews.       -­  Research  Objectives   To  better  understand  the  needs  of  persons  age  15-­‐25  with  regard  to:     • Art  education  and  programming   Communication/media  practices   Social  interaction   • Use  of  leisure  time   • Monetary  Capability   •   • -­  Research  Methods   Surveys  will  be  used  to  provide  the  marketing  team  with  quantitative  data  that  will     be  processed  into  valuable  statistics  to  aid  further  investigation  of  the  social  habits   and  needs  of  our  target  audience.       Surveys  will  be  provided  via:   • Frist  Website   Following  select  exhibitions   Email  Blast  (through  Emma2)   • Facebook  Quiz   • College  Groups   • 1. Vanderbilt  University   •                                                                                                                 2  <http://www.myemma.com>     3   41
2. David  Lipscomb  University   3. Middle  Tennessee  State  University   4. Tennessee  State  University   5. Watkins  College  of  Art  and  Design     Focus  groups  and  interviews  will  aid  the  marketing  team  by  providing  qualitative   data  that  will  serve  to  provide  in-­‐depth  information  on  the  social  behavior  patterns   and  needs  of  our  target  audience.     Focus  groups/interviews  will  be  conducted  via:   College  arts  groups  (using  students  at  same  campuses  listed  above)   Following  special  exhibitions   • At  public  arts  events  including  but  not  limited  to:   • 1. Tennessee  Arts  and  Crafts  Association  Fair   • 2. Nashville  Gallery  Crawl   3. Tomato  Arts  Festival   4. Music  Events:     • Live  on  the  Green   • Bonnaroo   • Vanderbilt  Rites  of  Spring   5. Grimey’s  Big  Ass  Sale     To  encourage  completion  of  our  surveys  and  active  participation  of  our   focus/interview  groups,  some  will  be  accompanied  with  a  special  offer  such  as     discounted  admission  to  the  Frist,  gift  shop  or  café  discount,  or  raffle  entrance.   III.  New  Media  Marketing   In  order  to  reach  our  target  audience  we  must  present  promotional  content  in  ways     in  which  they  prefer  to  consume  it.  As  technology  continues  to  advance,  younger   generations  rely  heavily  on  receiving  data  wirelessly  through  their  computers  and   smart  phones.  The  Internet  has  become  most  American’s  primary  source  for   networking,  research,  and  purchases.  Author  David  Meerman  Scott  has  described   the  successful  marketing  dominance  of  these  new  media  techniques  as  thought   leadership.3  To  be  effective  at  this  approach,  one  must  use  technology  to  form  a   personal  relationship  with  their  audience.  This  is  accomplished  by  providing   readers  with  information  they  actually  want  instead  of  bombarding  them  with                                                                                                                   3  Meerman  Scott,  David.  The  New  Rules  of  Marketing  and  PR.  2nd.  New  Jersey:  John   Wiley  &  Son,  Inc.,  2010.     4   42
ineffective  advertising.  By  establishing  a  personal  voice  on  the  web,  a  reader  is  more   likely  to  see  an  institution  as  a  person  that  has  an  intimate  connection  with  their   concerns,  rather  than  a  cold  organization  focused  on  the  bottom  line.     For  the  Frist’s  marketing  plan  towards  a  15-­‐25  year  old  demographic  to  be  a   success,  we  will  employ  new  marketing  methods  that  predominantly  use  social   media  and  web  outlets.  If  successful,  the  Frist  will  become  a  strong  presence  in  the   social  media  world  by  establishing  itself  as  a  reputable  source  for  art,   entertainment,  and  community  impact.     This  year,  we  will  focus  on  three  primary  methods  to  meet  our  social  media  goals:     1. Blog   2. Facebook   3. Video  Cast  Contest       IV.  Social  Media  Proposals   AAA, Arts Addicts Anonymous: Arts Blog Arts Addicts Anonymous (AAA) blog will operate as an extension of the Frist Center for the Arts’ social media campaign. This blog will provide a way to give the Museum a personal voice by offering a balanced perspective on current local, national, and international art events and issues. Weekly posts will cover topics that are relevant to issues concerning Nashville, Tennessee, art, entertainment, culture and to young people aged 15-25. The goal of the overall design of the blog is to provide an easy user interface that is fun and fresh enough to attract our target audience. The home page will feature the most current posts to the site. Each post will have a clear date, heading, and comment links. There will be links on the right side of the page that serve to engage the reader in other blogs or websites that have similar aims to the Frist. Within the same column as the links there will be a list of past posts, current comments, a calendar of events, and a Flickr4 section. The colors used on the site will reflect the Frist’s website without being too heavily branded. As previously mentioned, there will be a Flickr section on the blog home page that will show recent photos uploaded to the Frist’s Flickr page. There will also be a special tab at the top of the blog home page that will direct the viewer to a page designated to our Flickr project Found Art. This project will encourage users to post images of art objects or locations where they find art. The Flickr site will inspire users to connect and create a dialogue about what they believe art to be.                                                                                                                 4  <  http://www.flickr.com/>     5   43
The Frist plans to use this blog to create a web space that allows a constructive dialogue among a virtual network consisting of Frist members, Nashville and Tennessee residents, other blogging communities, and art enthusiasts from the Southeast and worldwide. The blog will also serve to establish the Frist as a trusted source for artistic information by providing captivating posts, promoting comment, and by the creation of a network of   trusted art based blogs and websites.   Frist Face: Facebook Fan Page The plan for the Frist Facebook Fan page is to create a social network of loyal Frist followers. Through our page, we will be able to connect with users who visit our museum, live in Nashville, or love art. Facebook allows users to search other members through various interests and it also automatically suggests our page to users who possess similar friends or interests found on our page. Through use of this site it will be possible to build an online presence that will allow us to share information to our target audience through thought leadership methods. The content of our Facebook page will be information that our target audience would be concerned with. It is not our goal to use Facebook as an interruption tool to constantly present our followers with advertisements of our events. To use this social media outlet effectively we must use it the same way as our target market. Through this method we can form a stronger and more personal connection with our audience. To achieve this goal, our page will present information that culminates a broad range of topics. Some of our topics could cover the following: • Nashville art issues • Outside stories/events appropriate to featured artists/events at the Frist • National art issues in the media • College art, events, achievements • Local art events • Patrons 1. At Frist activities 2. Ideas or Concerns 3. In the media Many online users follow organizations on Facebook because they expect a fair amount of rewards. This typically comes in the form of online coupons. In order to also appease these users we will feature a monthly special to our fans on an Offers tab. This tab could feature a discounted admission, by one/get one offer, or a coupon at our gift shop. Opening the Facebook account and adding friends is only the first step in this process. It is also necessary for our social media coordinator to be an active participant in the online community. This will require active connection to Facebook pages, blogs, video sites, and other media outlets in order to provide feedback on user’s pages or to highlight those pages on our Facebook page. This will show the online community that the Frist is an active member of the online community and it will bring validity to our Facebook page.   6   44
Can’t Keep a Good Town Down: Video Cast Contest Beginning May 1, 2010 Nashville, TN suffered three days of flash flooding that resulted in extensive damage throughout the city. Many Nashvillians lost their homes, their jobs, or even their lives. After the rain ceased and the Cumberland River began to recede, relief efforts began around the city. The initial relief effort was not by major nonprofit institutions, but by friends and neighbors ready to lend a hand as the Volunteer State once again lived up to its name. To offer their own form of relief contribution, The Frist Center for the Visual Arts will launch a video cast contest to benefit Metro Nashville Disaster Response Fund. From May 17-June 28, 2010 contestants will be able to upload their videos to the Frist website. At midnight June 28, the upload form will be removed and site visitors will only be able to view and vote on the videos. On July 2, the top 10 videos that received the most votes will be selected for inclusion to the Can’t Keep a Good Town Down exhibition held at the Frist’s Conte Community Gallery. The opening reception will occur July 23 with the final show on August 20, 2010. The Contest: • Contestants will submit videos that show the individual’s use of Nashville flood debris to create artwork • Videos will be posted to a special page on the Frist’ s website • Links to the contest page will be supplied through the Frist’s email newsletter, Facebook page, and blog. A large amount of site promotion will occur through contestants’ self promotion • A Facebook Like button will be automatically added to each video feed. The 10 winning videos will be selected by the amount of Facebook followers it receives • Frist will feature the 10 winners’ art pieces in You Can’t Keep a Good Town Down exhibition • Proceeds will come from ticket sales, art sale, and donations that will benefit Metro Nashville Disaster Response Fund The Rules: • Videos must be no longer then 10 minutes • Videos may show the retrieval of debris, the creation of the artwork, or any artistic preplanning such as sketches or prototypes • Videos may not contain vulgar language, violence, nudity, or anything that violates the law • The Frist retains the right to remove any videos from the site as well as to disqualify contestants should rules not be followed • No limit to artwork size, but if it cannot fit in the gallery, the video or pictures will be used at the exhibit in place of the object   7   45
• Artist may choose to sell their work at the exhibition, but 20% (minimum) of the sale must go to Nashville Disaster Response Fund Goals: • To generate funds for Metro Nashville Disaster Response Fund • Encourage community support for flood relief • Support art creation • Generate local and national attention to Nashville flood disaster • Create awareness of the Frist to local web users • Increase Frist’s young patron base • Increase traffic to the Frist, website, blog, and Facebook page V. Calendar Month                  Activities   Develop  Market  Research  Survey   Assign  Social  Media  Coordinator   January   • Design  development:  Blog,  Facebook   • Emma  email  blast  page  development   • Launch  Facebook  Page:  Updates  and  development  to  be   • conducted  throughout  the  year   February   • Launch  Facebook  Coupon:  To  be  continued  on  exhibition  or   needs  basis   • Final  design  for  website  survey   Launch  website  survey   • Focus  groups  trained  for  exhibition  surveys   March   • Final  design  for  email  blast   • Launch  email  blast  survey   • Exhibition  focus  group   April   • Video  cast  announced   • Design  Can’t  Keep  a  Good  Town  Down  invitations  and  ads   • May  17-­‐June  28:  Videos  uploaded  for  contest   • TN  Arts  and  Crafts  Fair  Survey  Group   May   • Launch  Blog:  To  be  updated  throughout  the  year   • Finalize  and  print  Can’t  Keep  a  Good  Town  Down   • advertisements  and  invitations   • Organize  email  blast  and  website  survey  data   Exhibition  focus  group   June   • Video  posts  end   • Prepare  gallery  for  Can’t  Keep  a  Good  Town  Down   • •   8   46
Post  Can’t  Keep  a  Good  Town  Down  signage   Announce  video  cast  contest  winners   • Distribute  Can’t  Keep  a  Good  Town  Down  Invitations   July     • July  23:  Can’t  Keep  a  Good  Town  Down  Reception   • College  survey   • August  20:  Can’t  Keep  a  Good  Town  Down  closes   August   • Tomato  Arts  Festival  focus  groups   • Exhibition  survey   • Live  on  the  Green  focus  group   September   • Grimey’s  focus  group   • Gallery  Crawl  surveys   • Data  collection   October   • Prepare  report   November   • Present  report  to  board   • December   • VI. Summary Within  the  first  year  of  this  plan  our  marketing  team  will  reach  Nashville  residents   age  15-­‐25  through  a  focus  in  social  media  tools  including  a  blog,  Facebook  fan  page,   Flickr  account,  and  a  video  cast  contest.  By  effectively  using  these  tools  in  a  thought   leadership  manner,  we  will  establish  our  organization  as  a  reliable  innovator  of   targeted  information  for  our  online  and  local  community.       A  media  campaign  of  this  kind  may  not  produce  immediate  results  because  it  is   centered  on  forming  relationships  to  yield  future  gains.  This  is  why  our  new  media   team  will  not  only  focus  their  efforts  around  the  presentation  of  new  media,  but  also   on  gathering  qualitative  data  to  gauge  the  effectiveness  of  our  efforts.  This   information  will  allow  us  to  reevaluate  and  adapt  our  methods  as  needed  for  our   campaign  to  reach  its  maximum  potential.     In  comparison  to  other  national  museums,  the  Frist  is  a  very  young  institution.  In  a   city  like  Nashville,  that  supports  a  growing  youthful  community,  we  have  the   opportunity  and  a  responsibility  to  cultivate  a  significant  portion  of  the  city’s   population.  Our  marketing  team  will  assist  in  this  effort  by  effectively  using  new   media  techniques  to  inspire  this  target  group  to  become  active  and  lifelong   members  of  the  Frist.  Through  the  cultivation  of  a  diverse  audience  we  are  confident   that  the  Frist  will  provide  high  quality  art  and  education  to  our  community  for  years   to  come.     9   47
Exhibition Advertisement AADM 745: Promoting the Arts Sweet Dreams I designed this advertisement to promote artist Greg “Craola” Simkins in a fictitious exhibition I entitled Sweet Dreams. In Simkins’ fairy tale world, his character the Pearl Thief covets tangible pearls consisting of the most creative and complex thoughts that occur while dreaming. Basing his work in his own childhood obsessions, Simkins weaves pop culture and fantasy in such a way that makes his work accessible to a diverse audience. The High Museum of Art Atlanta claims a goal “to bring art education experiences to people of all ages throughout the Atlanta metropolitan area and beyond” (http://www.high.org). Sweet Dreams creates an opportunity to reach a younger audience given its fantasy narrative, bright colors, and pop culture styling. An adult viewer will find the art approachable for similar reasons, but will also benefit from a mature engagement with the underlying symbolism in Simkins’ work. This exhibit will meet the High Museum’s stated expectations to enrich a wider intergenerational audience within the Atlanta community. As an Atlanta based nonprofit organization, the High Museum’s first responsibility is to elevate the community’s cultural education through its eclectic programming. To maximize the potential of this goal, prospective ads in local print media will accompany a broad local advertising campaign. Advertisements placed in Atlanta’s Creative Loafing Newspaper will serve to reach a younger market while ads in the Atlantan Magazine and Atlanta Journal-Constitution will target an older audience. The ads will feature a simple black background, a small sample of Simkins’ work, and a tagline that will relate to dreams, nightmares, or the show title. The anticipated effect of the advertisement is a sense of mystique, ambiguity, and excitement that will encourage the viewer to tour the exhibit and subsequently, the museum. The following is an example of an advertisement designated for the Atlantan Magazine. 48
Atlantan Ad Size: 4.5x5.5” 49
50
Direct Mail Marketing AADM 745: Promoting the Arts Tag: A Graffiti Art Exploration For this promotion I wanted to expand the contemporary art offerings typically seen at the High Museum of Art Atlanta by creating an event that would showcase the work of graffiti artist Greg “Craola” Simkins. Though he started his career as a graffiti artist, Simkins left the can for the canvas in 2005 and began a series of paintings centered around a fantasy world involving an antagonistic character known as the Pearl Thief. If the High Museum hosted an exhibit of Simkins’ work it would allow him to showcase his art in an environment unexpected of a underground graffiti artist. This would provide a unique and expanded patronage for Simkins as well as the High Museum. Tag, an exhibition held at Atlantic Station would be a promotional gallery exhibition in conjunction with Sweet Dreams (pg 48- 50) featuring well known national and local graffiti artists. The mailed invitation is designed to appeal the younger patrons of graffiti art. I chose bright colors, rugged fonts, and painted graphic elements to appeal to this demographic. When an individual brings this invitation to Tag they can have it spray painted or tagged with the Sweet Dreams stencil (bottom of pg 53). After the invitation is tagged it is good for half-off admission to the High Museum. 51
Front (view fully folded) HIGH MUSEUM OF ART ATLANTA 1280 Peachtree Street N.E. Atlanta, Georgia 30309 Lyndsey Lane 1600 Peachtree Street NW Atlanta, Georgia 30309 ! Fold Fold > > Inside Open (sized down to �it page) Back (view fully folded) HIGH MUSEUM OF ART ATLANTA [www.high.org] : [404.733.HIGH] 52
Inside Left HIGH PRESENTS AT MUSEUM TAG ME! : A GRAFFITI ART EXPLORATION! ATLANT IC OF ART STATION [MARCH 21-JUNE 20] : [M-F/10AM-9PM] ATLANTA Exhibited at the Premier Exhibition Center : [facebook.com/tagmenow] Exhibit [265 18th St. Atlanta, GA 30363] : [866.866.8265] : Tickets [www.mtn.museumtix.com] Inside Right AT PRESENTS HIGH ATLANT IC TAG ME! : A GRAFFITI ART EXPLORATION! MUSEUM STATION OF ART [MARCH 21-JUNE 20] : [M-F/10AM-9PM] Exhibited at the Premier Exhibition Center : [facebook.com/tagmenow] ATLANTA TAG ME NOW! Get this card tagged at Tag & receive 1/2 off admission to the High Museum [valid until 6.20.2011] Stencil for Tag 53
Blog If These Trees Could Talk AADM 745: Promoting the Arts http://www.forestseverywhere.wordpress.com This blog was designed to be an extension of the World Forestry Center’s Discovery Museum. The blog will provide a way for the museum to have a personal voice and offer a balanced perspective on current environmental issues. Weekly posts will cover topics that are relevant to issues involving Portland, Oregon, the environment, art and culture. The overall design of the blog promotes an ease of usage. The layout features a main screen that shows the past few posts to the site. Each post has a clear date, heading, and links to provide comment. There are links on the right side of the page that serve to engage the reader in other blogs or websites that have similar aims to the Discovery Museum. Within the same column there is a list of past posts, current comments, a calendar of events, and a running flickr site that posts images of nature in and around the Portland area. The colors used on the site reflect the World Forestry Center’s website without being too heavily branded. The goal of this blog is to create a web space that opens a dialogue among a web community that will likely consist of readers who are Portland and Oregon residents, bloggers, and national and international environmentalists. The blog will also serve to establish the Discovery Museum as a trusted source for community focused environmental information. The blog will meet these goals through posts, engaging comments, and through the creation of a network of trusted environmental and art based blogs and sites. 54
Main Screen Blog Entry Page Blog Profile/Comment Page 55
Press Release AADM 745: Promoting the Arts If You Give a Mouse a Cookie The Traditional Release In this release I have created a traditional faxed press release. It clearly presents the facts of the event. The visual hierarchy places the name of the company at the top, the contact info listed below the heading and the body of the release commands dominance by occupying the majority of the page. Within the body the reader finds an eye catching headline, information about the performance (times, location, tickets), the theatre, upcoming events, and quotes from a reputable magazine and the artistic director. At the bottom of the page the theatre’s contact information is restated alongside the corporate sponsor’s logo. This release would be useful for a journalist to obtain the most pertinent information on the current performance to aid them in writing a review. This release also promotes other shows in an attempt to gain the writer’s future press support. The New Media Release In recent years, promotion and public relation departments have largely shifted to include the digital realm. For an arts organization to capitalize on the vast internet marketplace, it must make its press information accessible to online journalists and bloggers. The new media release (pg 58) contains the same information as the traditional release, but through email distribution the interactive links can be utilized to direct the reader to the theatre’s website, box office, performance calendar and member page. By engaging the reader to explore the website and other links provided in the new media release, they have the opportunity to learn more about the organization. Allowing the online journalist to access information through a format they are familiar with, increases the organization’s likelihood of future event coverage. 56
Seattle Children’sTheatre Seattle Children’s Theatre Press Release: April 29, 2010 Contact: Lyndsey Lane If You Give A Mouse a Cookie PR Manager May 15 – July 13, 2010 [206.443.0807] : [LyndseyL@sct.org] Would You Give a Mouse a Cookie? The Seattle Children’s Theatre invites patrons to explore the unexpected results of imagination. The Seattle Children’s Theatre presents another celebration of children’s literature! Keeping with their tradition of presenting fun-filled entertainment for the little ones in your family, Seattle Children’s Theatre and Artistic Director Linda Hartzell present If You Give a Mouse a Cookie. An adaptation from the 1985 book by Laura Numeroff, this play is a bright and fun adventure that is sure to delight children and parents. It appears to be a normal day when Boy picks a sunny spot to read and eat cookies while his mother visits his Aunt Rose. Mouse surprises Boy and his endless curiosity and wild enthusiasm make for a highly comedic adventure. Boy quickly learns the endless possibilities that can occur when you relish the unexpected results of imagination. "Sixty minutes of theatrical enchantment. This is pure theatre, with a capital 'I' for imagination!" Stephen Suskin, Variety This performance will run May 15 through July 13, 2010. This bright and vibrant piece will appeal to most children, but it is intended for kids Pre K to 3rd grade. Tickets and show times are available through our website (tickets@sct.org) or by phone (206.441.3322). If you give a mouse a cookie, he’ll want a glass of milk! Seattle Children's Theatre performs in the Charlotte Martin and Eve Alvord Theatres throughout the year. During our history, SCT has developed and improved the caliber of plays available for young audiences in the United States and abroad, developing and producing over 90 new works. Our season also includes Peter Pan November 13 to January 10, 2010 as well as Pero, The Mysteries of the Night January 14 to February 14, 2010. “I’m really proud of the season we have put together. Every age, children and adults, will find something to see, experience and enjoy.” -Artistic Director Linda Hartzell Seattle Children’s Theatre 201 Thomas St, Seattle, WA 98109 www.sct.org 57
Seattle Children’s Theatre Press Release: April 29, 2010 Would you give a mouse a cookie? The Seattle Children’s Theatre presents another celebration of children’s literature! Keeping with their tradition of presenting fun-filled entertainment for the little ones in your family, Seattle Children’s Theatre and Artistic Director Linda Hartzell present If You Give a Mouse a Cookie. An adaptation from the 1985 book by Laura Numeroff, this play is a bright and fun adventure that is sure to delight children and parents. It appears to be a normal day when Boy picks a sunny spot to read and eat cookies while his mother visits his Aunt Rose. Mouse surprises Boy and his "Sixty minutes of theatrical enchantment. This is endless curiosity and wild enthusiasm make for a pure theatre, with a capital 'I' for imagination!" highly comedic adventure. Boy quickly learns the Stephen Suskin, [Variety] endless possibilities that can occur when you relish the unexpected results of imagination. If you give a mouse a cookie, he’ll want a glass of milk! Seattle Children’s Theatre Times & Tickets Seattle Children's Theatre is charged with the mission to provide This bright and vibrant piece will children of all ages the opportunity to access professional theatre, appeal to most children, but it is which continues a focus on new works, and theatre education. intended for kids Pre K to 3rd Our performances take place in the Charlotte Martin and Eve grade. Alvord Theatres, with shows occurring throughout the year. During "It's appropriate for all ages our history, Seattle Children’s Theatre has developed and improved except those middle-school kids the caliber of plays available for young audiences in the United who are too cool for anything," States and abroad, developing and producing over 90 new works. MJ Sieber (plays Boy) said with a Seattle Children’s Theatre has over 12,000 subscribers each year wink. that enjoy benefits such as free admission to most shows, discounted guest tickets, and discounted merchandise. • Friday – Sunday • May 15 -July 13 “Every age, children and adults, will find • 7pm: Fri-Sat, 1pm: Sunday something to see, experience and enjoy.” • Adults: $20, Kids: $10 Artistic Director Linda Hartzell [contact] [Box Office] : (206) 441-3322 Please Contact Us! Lyndsey Lane PR Manager [206.443.0807] : [LyndseyL@sct.org] Proudly sponsored by Starbucks ® 2 58
Lyndsey Lane 2111 Harding Place Murfreesboro, TN 37129 Reflection and Vision Building Response Entering college I believed my place in the art world should be as an artist. I received my Bachelor of Fine Arts in graphic design at Middle Tennessee State University in December 2006. After graduation I went directly into my field of study obtaining a position as a Junior Designer at a design firm in Nashville, Tennessee. Although I enjoyed my position at the firm, I spent the majority of my free time researching contemporary art and attending local and national art events. I continued to work at the firm for a little over two years until I began to comprehend that my role in the art community should not be as a creator, but I should instead focus my passion in the research, development, and promotion of art. It was this realization that convinced me to begin the application process for a graduate program in arts administration. I chose to study at the Savannah College of Art and Design (SCAD) because the school offered a well-rounded program that incorporated important skill sets I lacked including finance, administration, and legal issues within the arts. I understood that the program was small, which allowed the students a more personal connection with the area of study, the faculty and their peers. This factor was very important for me because I learn better through this type of academic environment. After my acceptance to the program I stayed extremely focused in not only fulfilling my major requirements, but also on gaining a larger understanding of the current art climate. Through the guidance of my instructors and critiques from my peers, the curriculum I have obtained in this program has been incredibly beneficial to my personal, professional and academic goals. The Arts Administration program at SCAD has been incredibly beneficial to me because instead of forcing me to study according to a rigid academic path, I can structure the course electives to focus within my areas of interest. The core classes I was required to complete have tremendously expanded my knowledge of the business realm of the arts including program and fund development, program design (with regard to museum offerings and theatrical seasons), promotion, nonprofit arts management, budgets, calendar implementation, and professional writing. Through the successful completion of the core classes as well as the elective courses, I have gained the perspective I was seeking in relation to my next steps in my academic and professional career. It was the final research paper required in Legal Issues in the Arts coupled with the curriculum of my elective course Cultural Policy and Advocacy, which has predominately influenced my next steps at 59
SCAD and possibly my professional career path. Within my Legal Issues research paper I explored the repercussions of improper protection of cultural institutions during times of armed conflict. Before taking this course I had no knowledge of this issue and its effects on today’s art world. Through assigned readings in Cultural Policy and Advocacy I learned that the failure of proper site-specific protection and enforcement of cultural institutions during war has been a recurring problem throughout our Nation’s history. It is a moral and ethical imperative for arts administrators to be knowledgeable of these national and international issues because they are responsible for the acquisition and protection of our Nation’s cultural treasures. I plan to explore this issue further in my thesis this winter. SCAD has provided me with a safe environment where I have been free to learn and expand my knowledge of not only my field of study, but also the wider scope of art at a national and international level. I owe a lot of gratitude to my faculty advisor, professor, and friend Professor James Marchant. Through his advisement and constant encouragement I have been able to successfully navigate my field of study while pushing myself to strive for a higher academic and professional standard. Through his in-depth and comprehensive courses as well as outside activities such as Arts Advocacy Day in Washington, D.C., I have a more thorough grasp of my responsibility and expectation as a graduate student and future arts administrator. Instead of concluding this response with a summation of the above statements I feel it is more beneficial to end with my Administrator Statement, which better relates my future intentions as an arts administrator. Administrator Statement As an art administrator, I ensure that cultural institutions’ collections, operations and programs maintain the highest possible protection and display of their holdings to the public. Driven by the highest ethical and social standards, I serve as not just a protector of the integri¬ty of artistic property, but as the individual who connects the people to their culture. I take pride in providing cultural education to those who wish to experience the fulfillment of art and gain an appreciation for the treasured building blocks of a society and human civilization. 60

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Portfolio

  • 1.
    Lyndsey Lane ArtsAdministration Master of Arts Savannah College of Art and Design October 1, 2010 1
  • 2.
    Contents Resume 3 Grant 4 Budget 16 Development Plan 18 Brochure 27 Donor Letters 32 Communications Plan 38 Exhibition Advertisement 48 Direct Mail Marketing 51 Blog 54 Press Release 56 Reflection Paper 58 2
  • 3.
    615.293.4126 LyndseyLane@gmail.com Objective I wish toobtain a position in the museum or nonpro�it arts �ield to provide cultural education to those who wish to experience the ful�illment of art and gain an appreciation for the treasured building blocks of a society and civilization. Education Masters of Arts: Arts Administration, GPA: 3.8 Savannah College of Art and Design [Anticipated Graduation: May, 2011] Bachelor of Fine Arts: Graphic Design, GPA: 3.4 Middle Tennessee State University [Aug. 2002- Dec. 2006] Completed a summer curriculum focused in visual art foundation courses including studio art and art history. New York University [Summer, 2006] Internships Teamed with the marketing and development department to create promotional materials including direct mail, Tennessee Performing Arts Center: Design Intern [Nashville, TN 2007] brochures, and outside signage for in-house and touring performances. Allowed to work independently with numerous clients nationwide to concept, design, and print promotional posters Hatch Show Print: Print Intern [Nashville, TN 2006] and other letterpress products. Under the direction of Merrill Lynch’s First Vice President in their Global Wealth Management Headquarters, Merrill Lynch: Executive Intern [NYC, NY: 2006] implemented technology changes to improve client relations. Experience Planned and executed designs and products for a wide range of clients including Target, Walgreens, Wal-Mart, and The Clever Factory: Graphic Designer [2007-2009] other Fortune 500 companies. Extensively trained in various design processes including concept, illustration, packaging, pre and post production work. Related Skills and Activities Computer Skills: Microsoft Of�ice Suite, Adobe Creative Suite, Quark, Apple and Microsoft operating platforms Activities: Americans for the Arts, AIGA, Tennessee Art League, SCAD Graduate Advisory Board 3
  • 4.
    Grant AADM 739: RaisingFunds for the Arts The Discovery Museum For this assignment students were instructed to write a grant proposal for an arts institution of their choice. I selected the Discovery Museum which is located within the World Forestry Center in Portland, Oregon. The grant follows the structure provided by the project’s guidelines rather than the guidelines of a specific grant application. My grant requests $60,000 from the Oregon Community Foundation to allow the Discovery Museum to display Hands Off, an exhibition in conjunction with the National Archives and Records Service. This exhibit would educate its audience of the dangers of urban sprawl. I developed the exhibition, programs, budget, and evaluation to comply with the Discovery Museum and the World Forestry Center’s mission and vision. 4
  • 5.
    GRANT PROPOSAL GRANT PROPOSAL The Discovery Museum A Branch of the World Forestry Center We trace our history back to the Lewis and Clark Centennial American Pacific Exposition and Oriental Fair held in Portland, Oregon in 1905. One of the most popular buildings at the fair was the Forestry Building. The building was turned over to the state of Oregon and was a Portland landmark until August 17, 1964, when it burned to the ground. In 1971, the Western Forestry Center, a non-profit educational institution, was erected out of the ashes of the tragic fire. The Discovery Museum became a reality June 30, 2005 after a $7 million, 6-month renovation. The Discovery Museum strives to educate and inform people about the world's forests and trees, and their importance to all life, in order to promote a balanced and sustainable future. Our vision of educating our community on the intrinsic value of nature has lead us to develop Hands Off, an exhibition that will allow us to partner with the National Archives and Records Service to teach our visitors of the dangers of urban sprawl and a deeper understanding of their own environmental impact regarding this issue. Although the Discovery Museum has been able to raise $44,000 of the exhibition’s estimated $103,695 expense, it still needs the aid of the Oregon Community Foundation for the remaining $60,000. Please help us provide this beneficial experience to Portland’s diverse community. Contents Introduction 2 Program Budget 8 Problem/Objectives 3 Appendix A 10 Strategies/Methods 4 Appendix B 11 Evaluation Plan 7 5
  • 6.
    I. INTRODUCTION The World Forestry Center (WFC) is a nonprofit organization located in Portland, Oregon. WFC was founded in 1964 with the mission to educate and inform people about the world's forests and trees, and their importance to all life, in order to promote a balanced and sustainable future. One program that the WFC adopted to reach this mission was the Discovery Museum. The Discovery Museum The Discovery Museum is a landmark in the Pacific Northwest. The Museum operates under the claim that “It will change the way you look at trees”. The museum rests on 20,000 square feet of land in Portland's beautiful Washington Park. The Museum has made new additions including interactive exhibits, which encourage guests and families to get an up-close experience of the forests of the Pacific Northwest and the world. First Floor 1. Permanent Exhibits: • Forests of the World: Patrons "travel" to different regions and meet people who face many issues of maintaining sustainable forests in their country • Forests of the Pacific Northwest: Explores the ecosystems of this exciting area 2. Forest Store: Museum merchandise, crafts by local artists, toys, games, snacks, and forest related materials Second Floor • Temporary Exhibits: 1. A featured international region’s art, history and culture 2. A featured international forest and its connection to people who share its habitat Past Exhibits and Successes The Discovery Museum hosts many special exhibits throughout the year that showcase art, history, and culture. Past examples include: 1. The Last Polar Bear: Facing the Truth of a Warming World Wildlife photographer Steven Kazlowski brought to life the endangerment of polar bears as a result of the devastation of the Arctic ecosystem through global warming. 2. Pendleton: Weaving America's Spirit A celebration of a deep-rooted Oregon company, the exhibit featured: • A wall of Pendleton blankets and a display of America's National Park Blankets • A graphic timeline collage featuring archival photography and products • Wool examples demonstrating the process "from fleece to fashion” • Pendleton Eco-Wise Wool® interactive trivia game “Portland’s lucky to have the Discovery Museum. My daughter loves the interactive exhibits on the first floor and I love to attend special exhibition opening nights like last year’s World of Chocolate” – Kat Reynolds, WFC Member The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 2
  • 7.
    II. PROBLEM/OBJECTIVES Problem Statement Many Americans are not aware of the ways in which urban development impacts their daily lives. The United States Green Building Council’s (USGBC) 2006 Research Assessment1 found: • Roads, bridges, buildings and other civil structures comprise 6% of the Continental US in 2003 and is growing 24% annually • Building operations account for 40% of US energy use • Building operations contribute over 38% of US carbon dioxide emissions and over 12% of its water consumption • Demolition, construction, remodeling, create 136 million tons of waste annually (1996) USGBC also found Americans spend an average of 90% of the day indoors. This has a profound impact on human health because: • 30% of new and remodeled buildings may experience acute indoor air quality issues • Indoor air can contain more than 100 times more pollutants than outdoor air • Poor indoor air quality is linked to significant health problems such as cancers and asthma The cost of bringing in Hands Off with combined travel and insurance is high and the Discovery Museum will require further assistance. Current supporters of the Discovery Museum as well as members of the WFC will attest to the effectiveness of this investment. Objectives The Discovery Museum, in collaboration with the National Archives and Records Service, wishes to exhibit Hands Off in an attempt to further its mission to educate and inform people of the world’s forests. Through the display and promotion of Hands Off, the Discovery Museum hopes that our visitors will gain: • A greater understanding of their own environmental impact • Information of the impending dangers of urban sprawl and future industrialization • Knowledge to make informed decisions regarding the future of their environments • The importance of supporting centers like WFC who fight for environmental protection The Discovery Museum hopes Hands Off will provide visitors with: • An increase in Museum patronage by exhibit attendance • Dialogue among the community concerning the planning of their cities • Increased interest and enrollment in Museum membership 1 Research obtained through the United States Environmental Protection Agency <http://www.epa.gov> The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 3
  • 8.
    III. STRATEGIES/METHODS The Discovery Museum, in collaboration with the National Archives and Records Service, plans to exhibit Hands Off in an attempt to further its mission to educate and inform people of the world’s forests. Hands Off will lead the viewer on a historical journey through the urban development of Oregon. It will begin with the earliest documentations (drawings, paintings, topical surveys) of the state and end with the Oregon’s current urban landscape. As the viewer progresses through the exhibit, they will encounter wall mounts describing the dangers of urban development, statements from leading environmental impact experts, and major regulation changes specific to Portland. At the conclusion of the exhibit there will be a temporary kiosk store that will provide reading material from the EPA, The United States Green Building Council, a Hands Off Catalogue, Discovery Museum merchandise and customer satisfaction surveys. Hands Off Structure The Exhibit: • Displays of the earliest visual representations of Oregon • Coast and Geodetic Survey maps from 1850-60 • Arial photographs and future building plans of urban and coastal areas of Oregon • Information on the dangers of urban sprawl • Materials providing information on advocating for this cause • Promotes a hands off approach to undisturbed land in Oregon The driving ambition in providing this exhibit is to focus on education. It is necessary for our audience to not only enjoy the visual display, but to also have the opportunity to expand their learning through experiences outside the exhibition. To this end, the Discovery Museum will provide a lecture series and a catalogue to accompany the exhibit. Lecture Series: • Scheduled for Saturday mornings at 9am • Lyndsey Lane, Discovery Museum Curator (April 9) Lisa P. Jackson, EPA Administrator (April 23) David S. Ferriero, United States Archivist (May 7) • Coffee service provided at the Meet and Greet (8:30am) Catalogue: • Forward by Lyndsey Lane (Discovery Museum Curator) Introduction by David S. Ferriero (United States Archivist) • Images of the exhibit and the included works • Information on the EPA and the USGBC, including the environmental reports and studies highlighted in the exhibit • Discovery Museum and World Forestry Center information Continued Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 4
  • 9.
    [CONTINUED] OpeningReception: April 1, 2011 at 7pm • Opening speech and Q&A with Discovery Museum Curator • Catering by Elephants Delicatessen: Uses sustainable practices that reduce waste, conserve energy and support other local businesses [http://www.elephantsdeli.com] o Black Bean Cakes with Cabo sauce $9.00 / dozen o House Marinated Mixed Olives $6.50 / bowl o Zucchini & Parmesan Stuffed Mushroom Caps $12.00 / dozen o Teriyaki Chicken Drumettes $15.00 / dozen o Assorted Petite Cookie Platter S $25.00 M $35.00 L $50.00 o Bar Service: Beer/Wine/Coffee/Sparkling Beverages Hands Off Objectives • Support WFC’s mission to provide educational programs for children and families concerning environmental stewardship of local and global forests • Provide the Portland area with a fun, valuable and educational activity • Place the Discovery Museum as Portland’s: 1. Reputable source of essential and current environmental issues 2. Leader in the fight for natural preservation 3. The Center families turn to for fun and educational programming • Provide education concerning the environmental impact of urban sprawl • Encourage viewers to offer further support and advocacy for this problem Hands Off Staff This exhibit will require additional paid staff. Exhibit security will ensure safety of the collection and patrons. Additional sales staff will be needed for the Hands Off gift kiosk. Guides are also needed for reception, group tours and assistance for visitors with special needs 1. Exhibit Security • 2 paid security guards to provide exhibit security • AM guard: 8am-1pm, PM guard: 1pm-6pm • $12 p/h, Monday-Saturday 2. Retail • 2 paid retail clerks to provide kiosk sales • AM clerk: 8am-1pm, PM clerk: 1pm-6pm • $9 p/h, Monday-Saturday 3. Guides • 2 paid guides: reception, guided tours, special needs assistance • AM guide: 8am-1pm, PM guide: 1pm-6pm • $9 p/h, Monday-Saturday Continued Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 5
  • 10.
    [CONTINUED] Hands Off Timeline December December January January February February March March April April Collection Sent Assembly Assembly Final Assembly Showtime Gallery Prep Gallery Prep Gallery Prep Final Prep Opening Reception Catalogue Prep Catalogue Prep Catalogue Design Catalogue to press Catalogue Display Develop Promo Approve Promo Promo Design Promo- Display Promo press/distribute Collect Museum Staff Interviews Hire Staff Train Staff Train Staff Surveys and Cards Catering Search Hire Caterer Approve Menus Assemble Kiosk Lecture Series Begins Hands Off is scheduled to run April 1- May 30, 2011. Monthly objectives are outlined in the chart above. Four months should be an adequate amount of time to achieve these goals, but this is a tentative schedule that is subject to change as cause dictates. For the purpose of this schedule, it is assumed that all research and planning has been completed regarding the procurement of items from the National Archives and Records Service. Given that fact, our major tasks in December will be to secure initial preparation for the collection’s arrival. During this time we will see that the gallery is cleaned and prepped according to the installation plan and we will begin searching for additional staff, catering and marketing options. January and February objectives are focused in the hiring and training of new staff as well as planning the food options for the Opening Reception, scheduled April 1, 2011 at 7:30pm. During this time the collection will have arrived from Washington, D.C. and our staff and volunteers will be focused on installing the exhibit. During this time, promotional materials as well as the exhibition catalogue will be in initial design stages. March’s focus is in final preparation. At this time, the majority of the gallery display is expected to be complete apart from the gift kiosk. The exhibition catalogue will be sent to press and marketing materials will be distributed. We have also allowed time to continue staff training. April 1 marks the opening of Hands Off with our planned Reception. Major concerns at this point will be insuring all processes run smoothly according to schedule. The Lecture Series will begin April 9, with Discovery Museum Curator Lyndsey Lane. Beginning in April and continuing through the duration of the exhibit our staff and volunteers will be collecting customer satisfaction survey cards to insure our exhibit is meeting visitor standards. The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 6
  • 11.
    IV. EVALUATION PLAN The Discovery Museum in conjunction with the National Archives and Record Service plans to exhibit Hands Off to provide patrons with an unparalleled educational opportunity to expand their knowledge of the dangers of urban sprawl. Hands Off will include a Discovery Museum exhibit (with opening reception), a lecture series, and an exhibition catalogue. Using these activities, the Discovery Museum hopes to meet their objectives to increase museum patronage, encourage a community dialogue on urban sprawl, and increase museum membership. The Evaluation of this exhibit will be a continual effort to refine and adjust our process as circumstances dictate. Please refer to Appendix B for an example of a Hands Off survey card. Evaluation Methods 1. Attendance To be calculated through the attendance records at the following events: • Opening Reception: Recorded by online RSVP/ticket • Lecture Series: Recorded by ticket sales, membership check-in • Exhibit: Recorded by ticket sales, membership check-in 2. Sales To be calculated by the gross revenue of the following items: • Catalogue • Gift Kiosk • Tickets • New Membership 3. Surveys To be assembled by volunteer team and addressing the following items: • Exhibit success • Possible areas for change/concern • Future interest in an exhibit of this kind Surveys give visitors a way to inform the Museum if the exhibit met their needs. They will be provided at the lecture series and the exhibit. Two weeks following the exhibit, an email survey will be sent to WFC members. Summary Evaluation data will be assembled into a report and shared with our Board of Directors, Marketing Team, the National Archives and Records Service, and to the major contributors. Through this research we can adequately gauge if this exhibit met the Discovery Museum’s mission. Another goal of this research report is to highlight the positive outcomes of our partnership with the National Archives and Records Service in order to foster a fruitful relationship. Their extensive collection could provide valuable aid to many programs and exhibitions at the Discovery Museum as well as the WFC. The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 7
  • 12.
    V. PROGRAM BUDGET The budget for the Hands Off exhibition covers many necessary operational costs for putting on an exhibition of this caliber. To bring in the requested items from the National Archives and Records Service, we will need funds to ship the items from Washington, D.C. to our facilities in Portland, Oregon. We will be using special truck service to insure the best and most cost efficient delivery. Due to the age and expense of these items, the Discovery Museum will require additional insurance for travel and housing at our facility. Hands Off will also require additional paid staff. Exhibit security will ensure safety of the collection and patrons. Additional sales staff will be needed for the gift kiosk. Guides are also needed for reception, group tours and assistance for visitors with special needs. Each position is divided into five-hour shifts occurring 8am-1pm and 1pm-6pm, Monday thru Saturday. We have drafted a marketing plan for this exhibit that includes local radio advertisements, TV commercials, printed materials that include silkscreen posters, direct mail marketing (invitations, member notification letters), and outdoor signage. The Portland Tribune is providing free weekly ad space. Every exhibit featured in our museum is displayed according to a specific installation plan. This requires painting and cleaning the space, posting additional signage, mounting wall displays, arranging lights, and many other processes to provide the best possible installation. The Discovery Museum will host a lecture series to accompany the Hands Off exhibit. The speakers at our three part series have agreed to lecture free of charge. We will however, incur their flight (American Airlines), hotel (2 nights, River Place Hotel), and meal costs. Prior to each lecture there will be a short Meet and Greet to encourage visitors to mingle with our guest of honor, Discovery Center Staff, and other members of the community. This event will include a small breakfast service provided at a discounted rate by Elephants Delicatessen. It is our goal to use our opening reception to honor our partnership with the National Archives and Records Service, the artists involved in the exhibit, our staff, members, guests and the Portland Community. This reception will be catered by Elephants Delicatessen and will be promoted through direct mail invitations (to our members and major contributors), email blasts, and through our website. Following this exhibition, evaluation data will be assembled into a report and shared with our Board of Directors, Marketing Team, the National Archives and Records Service, and to the major contributors. Through this research we can adequately gauge if this exhibit met the Discovery Museum’s mission. In order to obtain this necessary data the Discovery Museum will have customer satisfaction survey cards professionally printed and placed at the lecture series and at the exhibit. Additional funding for Hands Off will be obtained through the Donna Swanson Foundation, Private Donors, and Portland’s Regional Arts and Culture Council. Financial Breakdown, Next Page The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 8
  • 13.
    (CONTINUED) Hands Off Budget Estimated Costs Funding Sources Oregon Community Research $450 Foundation $60,000 Donna Swanson Opening Reception $945 Foundation $25,000 Exhibit Travel $5,000 Private Donor 1 $8,000 Added Insurance $10,000 State $6,000 Private Donor 2 $5,000 Lecture Total $104,000 Hotel/Meals $1,300 Speaker Travel $800 Catering $200 Space Rental $0 Lighting Tech $0 Sound Tech $0 Lecture Total $2,300 Staff 2 Security Guards $12 p/h 2 Retail Clerks $9 p/h 2 Exhibit Guides $9 p/h Staff Total $15,000 Marketing Tv/radio $5,000 Outdoor Signage $5,000 Silkscreen Posters $3,000 Direct Mail $2,000 Designer $0 Newspaper $0 Marketing Total $15,000 Catalogue Printing $10,000 Graphic Design $3,000 Photographer $2,000 Catalogue Total $15,000 Exhibition Merchandise $15,000 Utilities $10,000 Administration $8,000 Lighting $5,000 Supplies $2,000 Exhibition Total $40,000 Total $103,695 The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 9
  • 14.
    APPENDIX A: BOARDOF DIRECTORS WORLD FORESTRY CENTER 4033 SW Canyon Road P ort la nd Or egon 97221 T el { 503.228.1367 Fax { 503. 228. 4608 ww w.w or ldfor est ry.or g Board of Directors 2008-2009 Kathy Abusow Washington, DC Dennis Neilson Rotorua, New Zealand John Blackwell Portland, OR Larry Nielsen Raleigh, NC Bill Bradley New York, NY Mark Norby Portland, OR Jim Brown Salem, OR Dave Nunes Poulsbo, WA Chip Collins Cambridge, MA Jeff Nuss Portland ,OR Dean DeChaine Portland, OR Claudio Ortolan Curitiba, Brazil Dan Dutton Portland, OR Jim Osterman Portland, OR Red Emmerson Redding, CA Young-Ju Park Seoul, Korea Vince Erasmus Melbourne, Australia Ed Ray Corvallis, OR Fred Fields Portland, OR Hal Salwasser Corvallis, OR Allyn Ford Roseburg, OR Eric Schooler Portland,OR Guillermo Güell Santiago, Chile Jean-Claude Sève Outriaz, France David Hampton Salem, OR John Shelk Prineville, OR Jes Munk Hansen Olathe, KS Dieter Siempelkamp Krefeld, Germany Rich Hanson Federal Way, WA Rick Smith N Easton, MA Mari Harpur Montreal, Canada Jason Spadaro Bingen, WA Gary Hartshorn Portland, OR Barte Starker Corvallis, OR Ned Hayes Portland,OR Mark Stayer Portland, OR Ken Hines Boston, MA Amir Sunarko Jakarta, Indonesia Russ Hoeflich Portland, OR Ed Sweeten Birmingham, AL Gilles Hotelin Casablanca, Morocco Hank Swigert Portland, OR Tom Jackman Canby, OR David Syre Bellingham, WA Scott Jones Boston, MA Billy Van Devender Jackson, MS Tomas Juška Vilnius, Lithuania John Warjone Tumwater, WA Barbara Karmel Wilsonville, OR Court Washburn Boston, MA Tiong Hiew King Sarawak, Malaysia Sam Wheeler Portland, OR Bill Lansing North Bend, OR John Wilkinson Portland, OR Paul McCracken Portland, OR Rick Wollenberg Longview, WA Colin McKenzie West Lebanon, NH Donna Woolley Eugene, OR Joe McKeown Portland, OR Jacquelyn McNutt Atlanta, GA Harry Merlo Portland, OR Honorary Directors Bill Hagenstein Portland,OR Gil Oswald Bellevue, WA Peter Koehler Portland, OR G. Web Ross Little Rock, AR Mario González M. Chihuahua, México Darrell Schroeder Hillsboro, OR Alan Goudy Portland, OR Bill Swindells Portland, OR Thorry Gunnersen AM Melbourne, Australia Barbara F. Walker Portland, OR Carl Newport Black Butte Ranch, OR The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 10
  • 15.
    APPENDIX B: SAMPLESURVEY Customer Satisfaction Survey For each of the following statements about Hands Off, please indicate whether you: Strongly Agree (1), Somewhat Agree (2), Neither Agree nor Disagree (3), Somewhat Disagree (4), Strongly Disagree (5), Not Applicable (N/A). 1. Museum Experience The exhibit met my expectations 1 2 3 4 5 N/A Ticket price was adequate 1 2 3 4 5 N/A The staff was helpful 1 2 3 4 5 N/A The exhibit was easy to navigate 1 2 3 4 5 N/A I gained useful information 1 2 3 4 5 N/A Museum was easy to find 1 2 3 4 5 N/A Parking was available 1 2 3 4 5 N/A The Shop had a broad selection 1 2 3 4 5 N/A Catalogue met my expectations 1 2 3 4 5 N/A Exhibit inspired me to visit again 1 2 3 4 5 N/A 2. About You I’m a member of the WFC yes no N/A I attended the opening reception yes no N/A I attended the Lecture Series yes no N/A I made a Shop purchase yes no N/A I have children yes no N/A I live within walking distance of the Museum yes no N/A I’m on the mailing list yes no N/A I visit the Museum more than once a month 1 2 3 4 5 N/A I like to receive communication online 1 2 3 4 5 N/A I regularly visit the website 1 2 3 4 5 N/A 3. Additional Suggestions The Discovery Museum 4033 Southwest Canyon Road, Portland OR, 97221 503.228.1367 www.WorldForestry.org 11
  • 16.
    Budget AADM 701: Principlesof Arts Administration Forté The guidelines for this assignment required students to create an arts organization or program including a company history, marketing strategy, staff, season, and budget. I created Forté, an after school program situated in Nashville, Tennessee that works to educate youth about the fundamental value of music and its potential impact on the growth of the individual and the community. This budget outlines Forté’s expenses and revenues in the right column while the left column illustrates the requested contributed income from individual, corporate and foundation contributions. 16
  • 17.
      Sample Line Item Grant Budget Line Revenue Program or Project Grant Request 1 Grants 46,000 15,000 2 Contracts 38,000 0 3 United Way 0 0 4 Corporate contributions 20,000 0 5 Membership 0 0 6 Individuals 14,800 0 7 Fees for services 0 0 8 Fundraisers, events, sales 35,000 0 9 Endowment 20,000 0 10 Interest income 0 0 11 Miscellaneous 5,500 0 12 Total $179,300 $15,000 13 In-kind $20,500 0 14 Total Revenue $199,800 $15,000 Line Expenses Program or Project Grant Request 15 Staff salaries and wages 60,000 8,000 16 Fringe benefits 17,500 2,500 17 Occupancy and utilities 8,400 0 18 Equipment 3,000 0 19 Supplies and materials 8,000 2,500 20 Printing and copying 3,500 0 21 Telecommunications 2,700 2,000 22 Travel and meetings 2,200 0 23 Marketing and advertising 2,000 0 24 Staff and volunteer training 500 0 25 Contract services 5,500 0 26 Miscellaneous 500 0 27 Subtotal $113,800 $15,000 28 General operating (indirect) - 8% 11,192 0 29 Total $124,992 $15,000 30 In-kind 31 Travel 11,800 0 32 Trainers (160 hours x $60/hour) 9,600 0 33 Classroom supplies (Kinkos) 6,800 0 34 Total In-kind $28,200 $0 35 Total Expenses $153,192 $15,000 36 Revenue over Expenses $46,608 $0 Nonprofit Works www.nonprofitworks.com (585) 454-4910 17
  • 18.
    Development Plan AADM 739:Raising Funds for the Arts Seattle Children’s Theatre Development Plan This development plan is written to the Board of Directors at the Seattle Children’s Theatre (SCT). Within the document, SCT is informing the Board of the funds needed for the 2011/2012 season. The proposal follows a structure based on the highest contributed revenue (individual giving) to the lowest (government giving). Each section is uniformly presented, which allows the reader to quickly gain information on the background, strategies, goals, and estimated budget requirements. The colors and graphics were selected to expand the existing brand created through their current marketing materials. 18
  • 19.
    Seattle  Children’s  Theatre   2011-­‐2012  Season     Development  Plan   Contents   Individual  Giving   2     Special  Events     5   Corporate  Giving   3     Government     6   Foundations     4     Action  Calendar   7   It  is  time  to  prepare  for  another  exciting  season  at   Seattle  Children’s  Theatre!     “We  depend  on  the  generosity  of  our  community  to  continue  programming  that  respects  and   cultivates  the  intelligence  of  our  young  audience”-­‐  Sara  Sand,  Interim  Managing  Director     Members  of  the  Board:   talented  staff  have  put  together  a   I  am  confident  that  through  our  combined   fantastic  season.   efforts  to  enrich  current  and  potential   It  is  time  once  again  to  prepare  for  an   donors,  request  and  renew  foundation   exciting  season  here  at  SCT.  In  order  for   The  Secret  Garden   grants,  expand  corporate  giving  and   us  to  continue  to  meet  our  mission  to   The  Jungle  Book   promote  our  special  events,  we  will  be   “provide  children  of  all  ages  access  to   If  You  Give  a  Mouse  a  Cookie   able  to  meet  all  of  our  development  goals   th professional  theatre,  with  a  focus  on  new   Miracle  on  34  Street     this  season.   works,  and  theatre  education”  we  must   Peter  Pan   strive  to  cultivate  and  secure  new  forms   Tall  Tales   With  Gratitude,   of  funding.     Thumbelina     Estimated  expense  =  $  4,600,000     Our  theatre  does  a  wonderful  job   Lyndsey  Lane   promoting  the  importance  of  art  and  art   Drama  School   Chief  Executive  Officer,  SCT   education  within  our  community  and  this   Education  Station   LyndseyL@sct.org   season  is  sure  to  exceed  our  expectations.   School  Children  Access  Fund   206.443.0807 Our  artistic  director  with  the  help  of  our   Estimated  expense  =  $  700,000   19
  • 20.
    Individual  Giving   Remember…   It  is  important  to  keep  our   mission  and  the  needs  of  the   community  in  mind  as  the  next   season  quickly  approaches.   Every  board  member,  staff   member,  volunteer,  or  artist   has  a  vital  part  to  play  in   bringing  SCT’s  stories  to  the   lives  of  our  audience.     We  must  all  strive  to  bring  our   individual  roles  to  even  higher   levels  to  further  grow  our   incomparable  program.     Individual  Giving     Individual  giving  represents  the  largest   Strategies   Goals     portion  of  our  contributed  income.  Last   year  we  secured  $740,000  in  support  of       our  organization  and  this  year  we  plan  to   • Memberships   • Increase  donor  and  membership   exceed  that  total.     1. Renew  current  members   base  20%   2. Cultivate  potential  members   • Strive  for  80%  success  rate  of   As  board  members,  you  play  a  very   membership  renewal   • Newsletters   valuable  role  in  this  effort.  You  currently   1. Quarterly  newsletters     • Increase  individual  giving  to   assist  our  funding  goals  with  your   2. Monthly  email  newsletters   $800,000   personal  contribution,  but  there  are  many   • Inspire  audience  interest  through     other  ways  you  can  aid  SCT  in  meeting  its   2011-­‐2012  season  marketing   Estimated  Gain:  $60,000   individual  giving  goal.  Board  members  can   • Direct  mail  marketing   Estimated  Expense:  $20,000   help  SCT  by     1. Potential  Donor:       • Increasing  our  mailing  list     • Letter  +  brochure     • Soliciting  personal  contacts  for   • Donation  materials   major  contributions   2. Current  Donor   • Making  personal  calls  of  thanks   • Letter  of  thanks  with   to  our  major  donors   contribution  update   • Serving  as  an  example  to  others   • Continued  contribution   by  increasing  your  personal   or  upgrade  request     contribution   • Brochure  of  current  and   upcoming  programs     20
  • 21.
    Corporate  Giving   Give  Thanks…   Seattle  Children's  Theatre   depends  on  contributions  from   our  corporate  and  business   partners  to  help  us  maintain   our  high  quality  Mainstage   productions  and  education   programs.  In  return,  we  are   proud  to  offer  a  wide  array  of   recognition  opportunities  and   marketing  benefits  to  our   sponsors.     Corporate  Giving       Strategies   Corporate  giving  represents  the  second   largest  portion  of  SCT’s  contributed   Goals   income.  Through  their  sponsorship  level,     • Set  up  meetings  through  board     corporate  donors  can  choose  support   • Elicit  15  corporate  matching   packages,  which  include  a  variety  of  plays,   corporate  contacts     systems  similar  to  current   education  programs,  special  events,  and   • Mail  annual  report  and   systems  in  place  at  Starbucks   other  annual  initiatives.  Through   marketing  materials  to  potential   and  US  Bank   corporate  giving  SCT  was  able  to  secure   corporate  sponsors   • Solicit  in-­‐kind  partnerships   $325,000  last  year.     • Enlist  research  support  from   with  Home  Depot,  Kinko’s,   current  volunteers  concerning   Board  members  play  an  important  role  in   and  Joanne’s   the  potential  for  matching   corporate  giving  cultivation.  Focus  your   • SCT  Sundays,  first  Sunday  of   systems  for  their  employers   attention  on   every  month  Starbucks  will   • Increase  support  from  current   donate  10%  of  all  sales  to   • Initiating  meetings  with  potential   corporate  sponsors   SCT.  Continued  matching  of   corporate  sponsors     employee’s  donations   • Attending  meetings  to  aid     • Bring  corporate  sponsorship   development  staff     levels  to  $375,000     • Providing  personal  appreciation     correspondence  with  major   Estimated  Gain:  $50,000   corporate  givers   Estimated  Expense:  $15,000       21
  • 22.
    Foundations   Foundations     SCT  relies  heavily  on  the  support  of   Strategies     private  foundations.  Last  year  foundations   support  brought  us  a  generous  $370,000.     These  substantial  gifts  come  from   • Renew  current  foundations   foundations  giving  $5,000  to  over   giving  where  applicable   $500,000.     • Research  potential  local   foundation  opportunities   The  Paul  G.  Allen  Family  Foundation  as   • Follow  up  on  grant  requirements   well  as  the  Kreislsheimer  Foundation   from  the  board’s  potential   represents  the  two  highest  contributing   foundation  recommendations   foundations.  Their  gifts  to  date  are  over   $500,000.  It  is  imperative  to  SCT’s   Goals   financial  and  artistic  future  that  our     efforts  to  elicit  foundation  support   • Increase  foundation  support  to   continue  this  year.     $400,000   In  order  to  achieve  our  development  goals     this  year  we  will  require  board  member   Estimated  Gain:  $30,000   support  in   Estimated  Expense:  $10,000   “I regard the theatre as the greatest of • Researching  potential  foundation     all art forms, the most immediate way opportunities       in which a human being can share with another the sense of what it is to • Initiating  meetings  with  potential     be a human being.” corporate  sponsors   - Oscar Wilde 22
  • 23.
    Special  Events   Special  Events       Events   Goals   The  most  popular  efforts  of  our   development  strategy  are  the  special   events.  It  is  through  these  functions  that       SCT  is  able  to  step  back  from  our   • Go  Bold  (coffee  tasting/art  sale,   • Increase  membership  by  20%   performance  programs  to  recognize   with  Starbucks),  to  educate  and   • Increase  events  revenue  to   current  and  potential  donors.     raise  funds  for  the  SCT   $395,000   endowment,  new  event     Our  Grand  Entrance  gala  last  year  saw  400   • Grand  Entrance  (gala)   visitors  and  raised  more  then  $350,000.   • Family  Backstage     Estimated  Gain:  $20,000   The  Family  Backstage  event  saw  a  sizable   Estimated  Expense:  $10,000   return  of  $12,500  last  year.     Strategies       This  year  we  will  be  introducing  an   • Organize  Go  Bold  with  Starbucks   exciting  new  event  with  our  corporate   to  appeal  to  younger  generations   sponsor  Starbucks,  Go  Bold.  This  event   and  increase  interest  and   education  of  SCT  endowment   will  offer  a  coffee  tasting  featuring  various   • Organize  and  increase  interest  in   Starbucks  blends  along  with  an  art  sale.   Grand  Entrance  with  a  save  the   Board  members  may  help  this  effort  by   date  mailing  and  invitation     • Secure  sponsorships  for  events;   • Securing  sponsors  and  support   i.e.,  catering  and  concessions   • Supporting  promotion  efforts   • Organize  Family  Backstage  event   to  appeal  to  children  and  families   • Generating  ticket  sales     23
  • 24.
    Government  Contribution   Government  Contributions     Goals  Summary   Through  our  educational  programming  in   Strategies       Individual:   $60,000   the  city  and  county  school  system,  we   New  Members:   $5,000   have  generated  a  lot  of  positive  feedback     Board:     $10,000   from  state  officials.  We  have  successfully   • Elicit  government  matching   Members:   Major  Donors:     $20,000   $25,000   illustrated  the  benefits  of  our  arts   campaigns  from  county  to  state     programming  through  Drama  School,   • Research  government   Corporate:   $50,000   Education  Station  and  our  School  Children   connections  with  board   Starbucks:   $15,000   Access  Fund.     members,  volunteers,  and  staff   Target:     $15,000   Microsoft:   $20,000   • Organize  informative  packet   Our  efforts  combined  with  our     highlighting  the  success  of   Foundations:   $30,000   organization’s  mission  have  appealed  to   education  programs   Smith  Family:   $15,000   the  aims  of  our  state’s  community   Seattle  Trust:   $5,000   • Schedule  private  meetings  with   expectations.  For  these  reasons,  it  is   Ronald  Trust:   $5,000   state  and  county  officials   necessary  for  SCT  to  pursue  further     government  funding  through  matching   Goals   Special  Events:   $20,000   Go  Bold:     $3,000   contribution  efforts.     Backstage:   $5,000   Board  members  should  assist  SCT  in   • Funding  contracts  and  matching   Gala:     $12,000   for  current  and  future  years       making  valuable  connections  with  our   • Increase  this  year’s  government   Government:   $10,000   state  and  county  representatives.   Education  Fund:   $5,000   contributions  to  $145,000   Chamber:     $5,000   • Cultivate  personal  connections       • Solicit  private  meetings  and   Total  Goal:   $170,000   attend  public  hearings     Estimated  Gain:  $10,000   Estimated  Expense:  $1,000   24
  • 25.
    Development  Action  Calendar         • Research  potential   • Research  potential   • Foundations  grant   Foundations   Foundations   writing   • Research  potential   • Research  potential   • Mail  Corporate   corporations  for   corporation  for   marketing  packages   matching  plans   matching  plans   • Design  and  print   • Research  county   • Research  county   government  mailing   and  state  officials   and  state  officials   • Newsletter  (mail)   • Newsletter  (email)   • Newsletter  (email)   • Save  the  date,  Grand   • Send  Invitations   • Contract  gala   Entrance   for  Go  Bold   sponsors   • Website  Update   • Solicit  gala   • Go  Bold   sponsors     • Research  potential   • Research  potential   • Foundations  grant         • Foundations  grant   • Foundations  grant   • Send  grant  proposal     writing   writing   • Solicit  corporate   • Solicit  corporate   • Solicit  corporate   contracts   meetings   meetings   • Newsletter  (email)   • Send  government   • Newsletter  (email)   • Design  Family   mailing   • Grand  Entrance   Backstage  invite   • Newsletter  (email)   • Assemble  current   • Assemble  current   • Send  Invitation,   donor  mailing   donor  mailing   Grand  Entrance   • Mail  potential  donor   • Mail  potential  donor   • Assemble  potential   packages   packages   donor  mailing   • Website  Update     25
  • 26.
    Continued         • Send  grant  proposal     • Follow  up  on  sent   • Follow  up  on  sent   • Solicit  corporate   grant  proposals   grant  proposals   contracts   • Solicit  corporate   • Finalize  corporate   • Follow  up  with   contracts   contracts   government  mail   • Newsletter  (email)   • Newsletter  (email)   • Newsletter  (mail)   • Family  Backstage     • Board  Member   • Send  Family   • Follow  up  on   thank  you  calls  to   Backstage  invites   current  donor  mail   high  level  donors   • Mail  current  donor   • Finalize  government   • Government   packages   meetings   meetings   • Follow  up  on   potential  donor  mail   • Follow  up  on  sent   • Letter  of  thanks  to   • Annual  Report   grant  proposals   grant  contributors   • Thank  you   • Newsletter  (email)   • Letter  of  thanks  to   letter/email  to   • Board  Member   corporate  gifts   event  givers   thank  you  calls  to   • Newsletter  (mail)   • Newsletter  (email)   high  level  donors   • Board  Member   • Board  Member   • Government   thank  you  calls  to   thank  you  calls  for   meeting  follow  up   government  givers   government  gifts   • Outline  annual   • Finalize  government     report   contracts   • Website  update   • Begin  annual  report     26
  • 27.
    Brochure AADM 739: RaisingFunds for the Arts Newspace Center for Photography The following brochure was created for Newspace Center for Photography. The Center is an existing organization, but for the purpose of this assignment I created the events and offerings listed within the brochure. The projected audience for this brochure would be individuals and families in the Portland area who wish to explore photography and interact with the community’s talented artists. The brochure briefly describes the history, mission, and vision of the organization as well as listing the course offerings of the facility. The purpose of this piece is to show the Newspace Center as a place where families, students, retirees, professionals and many other members of the community can find a program of interest to them through various workshops and other photography offerings. One panel of the brochure is dedicated to membership levels offered at the Center for the reader to select the level that best fits their needs. The colors and fonts were selected for their ability to provide clean lines and an ease of readability. The soft greens were chosen to add interest and through their subtle hue they compliment instead of dominate the selected photographs. Each image features an individual for the purpose of instilling the idea that the Newspace Center is a place for the diverse community of Portland. * All photographs are the property of Joshua Black Wilkins Photography© 27
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.
    Donor Letters AADM 739:Raising Funds for the Arts Newspace Center for Photography The donor letter assignment required the creation of two donor letters for an arts organization. One letter would be to an existing donor and one to a potential donor. I selected Newspace Center for Photography for this project to show my ability to produce effective organizational branding across various funding materials. The first donor letter begins by thanking the donor for their previous contribution. The letter further explains how their contribution was utilized, showcases future plans, and concludes with a request for continuing support. The second letter is written from the perspective of a current Newspace member to a prospective donor. The letter begins by briefly explaining the background of the Center and is followed by a personal story, Center offerings and opportunities, an explanation of non-profit organizations, and ends with a request for support. Both letters include a membership and donation page as well as a return envelope. To continue the branding created in the brochure I used the same fonts, colors, and black and white image. I also continued the green bars at the top which reference a film strip. Through strong branding an organization can establish a distinctive look that will aid them in establishing an effective marketing presence. 32
  • 33.
    A nonprofit dedicatedto promoting photographic education and appreciation Dear Mr. Glasgow, I would like to begin by thanking you on behalf of the Newspace Center for Photography, for the generous contribution you made towards our development last year. With the support of compassionate people like you, Newspace is able to continue to serve the Portland area through our educational photographic programming. Newspace made some exciting updates last year while continuing to improve our existing programs. Through gracious gifts from supporters like you, we have been able to modernize our facility to keep up with industry standards in the field. • New black and white RC Paper Processor for the darkroom • Updated software for the digital lab • More class offerings • Touring gallery exhibits: Daniel Shea, Natalie Young, and Angela Bacon-Kidwell. • Off site partnership with MyStory: Photography programs for underprivileged children Newspace has effectively met many of our short-term goals this year and we aim to continue our excellent reputation for high quality photographic education. The Center has many action-packed activities planned for the coming year which have been made possible through your continued support. • Snap Day Camp: Photography education for kids aged 9-13 • Carnival: Annual themed exhibit • Artist Lecture Series: Featuring local and national photographers • In the Field: Photography field trips for all ages We hope to count on you again this year for another contribution to assist our efforts. As always, your donation or membership is tax deductible (to the extent allowed by law) and will be used to further Newspace Center’s mission for artistic development and community improvement. Please refer to the enclosed return card or visit our website (www.newspacephoto.org) to learn about the many ways you can contribute and please contact me with any questions you may have. I look forward to seeing you at Newspace Center’s exciting events this year! Sincerely, Lyndsey Lane Chief Executive Officer 503-963-1935 (Ext. 25) 1632 SE 10th Ave, Portland, OR 97214 33 503.963.1935
  • 34.
    A nonprofit dedicatedto promoting photographic education and appreciation Dear Neighbor, Newspace Center for Photography opened its doors in 2002 charged with the mission to promote photographic education and appreciation to the public as well providing a space in which the community and photo enthusiasts of Portland, Oregon can learn, create, discuss and exhibit their work. This photography resource center is not solely for photography professionals. Anyone can benefit from this center including those who have little knowledge of photography to industry professionals and even educators. If you are like me, it is becoming much harder to balance all of my daily responsibilities. My kids and I are lacking quality family time and I have been unable to put my to-do list aside long enough to focus on the hobbies I use to enjoy. I had searched for quality activities to enjoy, but high activity costs left few options. Luckily, I can turn to Newspace Center for Photography for affordable arts programming for my family and myself. I have enjoyed and benefited from this organization so much that I have been an active volunteer for five years. Newspace provides many different ways to explore photography and interact with the community’s talented artists. • Workshops for all ages • Private instruction • Darkroom and lighting equipment • Portfolio critique • Gallery Space • Snap Day Camp: Photography education for kids aged 9-13 The Center’s quarterly photography classes and programs are structured to provide guidance for beginning, intermediate and advanced photography enthusiasts and include but are not limited to • Beginning foundations • Studio lighting • Arts marketing • Documentary photography Another priority for The Newspace Center is to showcase the work of its artists by providing a high quality gallery space. The Newspace Gallery mounts an exhibit every month showcasing local and touring amateur and established artists. All exhibits are free! This is a great outlet for artists to meet each other and discuss the amazing and rewarding field of photography. You will also get to know more of your neighbors in the community! 1632 SE 10th Ave, Portland, OR 97214 34 503.963.1935
  • 35.
    A nonprofit dedicatedto promoting photographic education and appreciation Our facility is a non-profit arts organization that needs your support to continue to serve the Portland community for years to come. Your donation or membership is tax deductible (to the extent allowed by law) and will be used to further Newspace Center’s mission for artistic development and community improvement. Please refer to the enclosed return card or visit our website (www.newspacephoto.org) to learn about the many ways you can contribute and please contact me with any questions you may have. I look forward to seeing you at Newspace Center’s exciting events this year! Sincerely, Lyndsey Lane Volunteer Coordinator 503-963-1935 (Ext. 25) 1632 SE 10th Ave, Portland, OR 97214 35 503.963.1935
  • 36.
    A nonprofit dedicatedto promoting photographic education and appreciation Your tax-deductible Newspace membership is a direct investment in Portland’s creative community. With your support, Newspace will remain a thriving cultural and community hub for Northwest artists, students, and photography enthusiasts for years to come. Pixel Level (for artists/students) $40 • Stylish Newspace T-shirt • Witty Newspace bumper sticker • Entry into our Members’ Showcase, a yearly juried show • Admission for one to members-only events Spy Camera Level (basic) $50 (All of the above plus) • 10% discount on hourly darkroom rates • Admission for two to members-only events Toy Camera Level $125 (All of the above plus) • Discounts with our business sponsors • 10% discount on classes and workshops • 10% discount on digital lab hourly rates • One free entry into our Annual Juried Exhibition Press Camera Level $300 (All of the above plus) • 10% discount on hourly studio rental • One print from the Press Camera Print Collection Panorama Camera Level $500 (All Pixel, Spy, and Toy benefits plus) • Press Camera 10% benefits • One print from the Panorama Collection Mammoth Plate Level $1000 and higher (All Pixel, Spy, and Toy benefits plus) • Press Camera 10% benefits - One print from the Mammoth Collection • OR two prints from the Panorama Print Collection Please return the enclosed contribution card with your gift. For your added convenience, contributions can also be made through our website: [http://www.newspacephoto.org/membership/] Thank you in advance for your consideration and donation! 1632 SE 10th Ave, Portland, OR 97214 36 503.963.1935
  • 37.
    Return Card (Sizereduced to �it page) Name: Address: City/State/Zip: Phone: Website: Email: I want to receive your newsletter yes no I prefer to be contacted by: When calling please call in the am pm My personal contribution is $ I will make my payment by check credit Please Circle: America Express Master Card Visa Card Number: Exp: Instead of one payment I wish to make multiple payments of $ Per: Quarter Month Week (please circle) If paying by check, please enclose it with this card made payable to Newspace Center of Photography 1632 SE 10th Ave, Portland, OR 97214 www.newspacephoto.org 503.963.1935 PRST STD U.S. POSTAGE PAID PORTLAND, OR PERMIT NO. 123 Attn: Development Department 1632 South East 10th Avenue Portland, Oregon 97214 Thank you for your kindness! 37
  • 38.
    Communications Plan AADM 745:Promoting the Arts The Frist Center for the Visual Arts The Frist Center for the Visual Arts is the leading arts institution in Nashville, Tennessee’s rapidly growing visual art scene. For this project I developed a communications plan that targets Nashville residents age 15-25, which the Frist has not effectively reached in their previous marketing campaigns. Should the Frist successfully cultivate this market they could increase patronage, membership and volunteers. Due to the age of the target market, this plan proposes a new media approach that would employ modes of communication preferred by this demographic. The success of a marketing plan depends on the quality of its research. The research proposed for this plan continues before, during and after its implementation. The central media tools proposed are a museum blog, Facebook fan page, and a video cast contest. 38
  • 39.
    2011   The  Frist  Center  for  the  Visual  Arts   Communications  Plan   919  Broadway,  Nashville,  TN       615.244.3340                                www.FristCenter.org     39
  • 40.
    Communications  Marketing  Plan       I.  Introduction   Since  its  grand  opening  in  the  1934  Nashville  Main  Post  Office  in  April  of  2001,  the   Frist  Center  for  the  Visual  Arts  has  successfully  positioned  itself  as  a  leading  art   institution  in  Nashville’s  rapidly  growing  visual  art  scene.  Our  Center  strives  to  meet   the  cultural  needs  of  our  community  by  servicing  our  mission  to  present  and   originate  high  quality  exhibitions  with  related  educational  programs  and   community  outreach  activities.  Our  vision  to  inspire  people  through  art  to  look  at   their  world  in  new  ways,  has  allowed  us  the  opportunity  to  present  a  variety  of   inspiring  exhibitions  and  fulfilling  educational  programs.  The  Frist  always  keeps  our   core  values  at  the  forefront  of  all  our  operations  and  our  marketing  practices  are  no   exception  to  this  idea.         -­  Marketing  Objectives   Providing  our  community  with  affordable  access  to  quality  art  is  at  the  heart  of  our   organization.  It  is  with  this  vision  in  mind  that  we  broaden  our  marketing  scope  to   diversify  our  audience.     With  roughly  550,000  people  living  in  the  Nashville  area,  the  Frist  has  an  incredibly   diverse  market  in  which  to  expand  and  gather  its  audience.  The  average  age  range  in   the  city  is  33  years  old,  and  about  57%  of  households  are  family  oriented.1  The  Frist   must  focus  its  marketing  resources  to  engage  this  dominant  young  market  in  our   center’s  activities.     Our  marketing  team  has  elected  a  panel  to  focus  specifically  on  targeting  Nashville   residents  age  15-­‐25.  It  is  our  hope  that  by  cultivating  this  group  we  will  increase   Museum  patronage,  membership  and  volunteers.  Actively  competing  for  this  target   group’s  attention  will  help  to  keep  the  Frist  up  to  date  with  developing  technology   and  cultural  trends.  Specific  objectives  in  this  plan  incorporate  institutional,  as  well   as  programmatic  aims.  These  objectives  include  but  are  not  limited  to:     • Increase  college  membership  10%   • Double  the  attendance  of  Frist  Fridays  and  the  State  of  the  Art  Lecture  Series   • Launch  a  social  media  campaign   1. Facebook  Fan  Page   2. Blog   3. Video  Cast  Contests   • Young  Tennessee  Artists  Bi-­‐Annual  Exhibition:  College  Level   • Increase  volunteers  in  target  market  15%                                                                                                                   1http://www.city-­‐data.com/city/Nashville-­‐Davidson-­‐Tennessee.htm     2   40
  • 41.
      II.  Research   Marketing  research  is  not  only  the  first  step  in  our  plan,  but  also  the  final.  It  is   important  for  our  marketing  team  to  be  able  to  adequately  measure  the   effectiveness  of  our  plan.  This  requires  learning  more  about  our  target  market  to   enlist  the  best  marketing  tools  to  reach  them.  We  must  also  learn  the  ways  in  which   our  audience  uses  media  and  what  methods  we  can  employ  to  efficiently  engage   them  with  our  mission.  By  setting  research  objectives,  the  Frist  can  develop  ways  to   measure  the  effectiveness  of  our  marketing  tactics.  Research  objectives  will  also   prevent  us  from  wasting  limited  resources  on  ineffective  practices.  Our  marketing   team  will  engage  in  both  qualitative  and  quantitative  research  by  the  use  of  surveys   and  interviews  with  the  goal  being  a  better  reception  from  our  target  audience.  To   achieve  our  goal  of  receiving  a  positive  reception  from  our  target  audience,  our   marketing  team  will  engage  in  both  qualitative  and  quantitative  research  by  the  use   of  surveys  and  interviews.       -­  Research  Objectives   To  better  understand  the  needs  of  persons  age  15-­‐25  with  regard  to:     • Art  education  and  programming   Communication/media  practices   Social  interaction   • Use  of  leisure  time   • Monetary  Capability   •   • -­  Research  Methods   Surveys  will  be  used  to  provide  the  marketing  team  with  quantitative  data  that  will     be  processed  into  valuable  statistics  to  aid  further  investigation  of  the  social  habits   and  needs  of  our  target  audience.       Surveys  will  be  provided  via:   • Frist  Website   Following  select  exhibitions   Email  Blast  (through  Emma2)   • Facebook  Quiz   • College  Groups   • 1. Vanderbilt  University   •                                                                                                                 2  <http://www.myemma.com>     3   41
  • 42.
    2. David  Lipscomb  University   3. Middle  Tennessee  State  University   4. Tennessee  State  University   5. Watkins  College  of  Art  and  Design     Focus  groups  and  interviews  will  aid  the  marketing  team  by  providing  qualitative   data  that  will  serve  to  provide  in-­‐depth  information  on  the  social  behavior  patterns   and  needs  of  our  target  audience.     Focus  groups/interviews  will  be  conducted  via:   College  arts  groups  (using  students  at  same  campuses  listed  above)   Following  special  exhibitions   • At  public  arts  events  including  but  not  limited  to:   • 1. Tennessee  Arts  and  Crafts  Association  Fair   • 2. Nashville  Gallery  Crawl   3. Tomato  Arts  Festival   4. Music  Events:     • Live  on  the  Green   • Bonnaroo   • Vanderbilt  Rites  of  Spring   5. Grimey’s  Big  Ass  Sale     To  encourage  completion  of  our  surveys  and  active  participation  of  our   focus/interview  groups,  some  will  be  accompanied  with  a  special  offer  such  as     discounted  admission  to  the  Frist,  gift  shop  or  café  discount,  or  raffle  entrance.   III.  New  Media  Marketing   In  order  to  reach  our  target  audience  we  must  present  promotional  content  in  ways     in  which  they  prefer  to  consume  it.  As  technology  continues  to  advance,  younger   generations  rely  heavily  on  receiving  data  wirelessly  through  their  computers  and   smart  phones.  The  Internet  has  become  most  American’s  primary  source  for   networking,  research,  and  purchases.  Author  David  Meerman  Scott  has  described   the  successful  marketing  dominance  of  these  new  media  techniques  as  thought   leadership.3  To  be  effective  at  this  approach,  one  must  use  technology  to  form  a   personal  relationship  with  their  audience.  This  is  accomplished  by  providing   readers  with  information  they  actually  want  instead  of  bombarding  them  with                                                                                                                   3  Meerman  Scott,  David.  The  New  Rules  of  Marketing  and  PR.  2nd.  New  Jersey:  John   Wiley  &  Son,  Inc.,  2010.     4   42
  • 43.
    ineffective  advertising.  By  establishing  a  personal  voice  on  the  web,  a  reader  is  more   likely  to  see  an  institution  as  a  person  that  has  an  intimate  connection  with  their   concerns,  rather  than  a  cold  organization  focused  on  the  bottom  line.     For  the  Frist’s  marketing  plan  towards  a  15-­‐25  year  old  demographic  to  be  a   success,  we  will  employ  new  marketing  methods  that  predominantly  use  social   media  and  web  outlets.  If  successful,  the  Frist  will  become  a  strong  presence  in  the   social  media  world  by  establishing  itself  as  a  reputable  source  for  art,   entertainment,  and  community  impact.     This  year,  we  will  focus  on  three  primary  methods  to  meet  our  social  media  goals:     1. Blog   2. Facebook   3. Video  Cast  Contest       IV.  Social  Media  Proposals   AAA, Arts Addicts Anonymous: Arts Blog Arts Addicts Anonymous (AAA) blog will operate as an extension of the Frist Center for the Arts’ social media campaign. This blog will provide a way to give the Museum a personal voice by offering a balanced perspective on current local, national, and international art events and issues. Weekly posts will cover topics that are relevant to issues concerning Nashville, Tennessee, art, entertainment, culture and to young people aged 15-25. The goal of the overall design of the blog is to provide an easy user interface that is fun and fresh enough to attract our target audience. The home page will feature the most current posts to the site. Each post will have a clear date, heading, and comment links. There will be links on the right side of the page that serve to engage the reader in other blogs or websites that have similar aims to the Frist. Within the same column as the links there will be a list of past posts, current comments, a calendar of events, and a Flickr4 section. The colors used on the site will reflect the Frist’s website without being too heavily branded. As previously mentioned, there will be a Flickr section on the blog home page that will show recent photos uploaded to the Frist’s Flickr page. There will also be a special tab at the top of the blog home page that will direct the viewer to a page designated to our Flickr project Found Art. This project will encourage users to post images of art objects or locations where they find art. The Flickr site will inspire users to connect and create a dialogue about what they believe art to be.                                                                                                                 4  <  http://www.flickr.com/>     5   43
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    The Frist plansto use this blog to create a web space that allows a constructive dialogue among a virtual network consisting of Frist members, Nashville and Tennessee residents, other blogging communities, and art enthusiasts from the Southeast and worldwide. The blog will also serve to establish the Frist as a trusted source for artistic information by providing captivating posts, promoting comment, and by the creation of a network of   trusted art based blogs and websites.   Frist Face: Facebook Fan Page The plan for the Frist Facebook Fan page is to create a social network of loyal Frist followers. Through our page, we will be able to connect with users who visit our museum, live in Nashville, or love art. Facebook allows users to search other members through various interests and it also automatically suggests our page to users who possess similar friends or interests found on our page. Through use of this site it will be possible to build an online presence that will allow us to share information to our target audience through thought leadership methods. The content of our Facebook page will be information that our target audience would be concerned with. It is not our goal to use Facebook as an interruption tool to constantly present our followers with advertisements of our events. To use this social media outlet effectively we must use it the same way as our target market. Through this method we can form a stronger and more personal connection with our audience. To achieve this goal, our page will present information that culminates a broad range of topics. Some of our topics could cover the following: • Nashville art issues • Outside stories/events appropriate to featured artists/events at the Frist • National art issues in the media • College art, events, achievements • Local art events • Patrons 1. At Frist activities 2. Ideas or Concerns 3. In the media Many online users follow organizations on Facebook because they expect a fair amount of rewards. This typically comes in the form of online coupons. In order to also appease these users we will feature a monthly special to our fans on an Offers tab. This tab could feature a discounted admission, by one/get one offer, or a coupon at our gift shop. Opening the Facebook account and adding friends is only the first step in this process. It is also necessary for our social media coordinator to be an active participant in the online community. This will require active connection to Facebook pages, blogs, video sites, and other media outlets in order to provide feedback on user’s pages or to highlight those pages on our Facebook page. This will show the online community that the Frist is an active member of the online community and it will bring validity to our Facebook page.   6   44
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    Can’t Keep aGood Town Down: Video Cast Contest Beginning May 1, 2010 Nashville, TN suffered three days of flash flooding that resulted in extensive damage throughout the city. Many Nashvillians lost their homes, their jobs, or even their lives. After the rain ceased and the Cumberland River began to recede, relief efforts began around the city. The initial relief effort was not by major nonprofit institutions, but by friends and neighbors ready to lend a hand as the Volunteer State once again lived up to its name. To offer their own form of relief contribution, The Frist Center for the Visual Arts will launch a video cast contest to benefit Metro Nashville Disaster Response Fund. From May 17-June 28, 2010 contestants will be able to upload their videos to the Frist website. At midnight June 28, the upload form will be removed and site visitors will only be able to view and vote on the videos. On July 2, the top 10 videos that received the most votes will be selected for inclusion to the Can’t Keep a Good Town Down exhibition held at the Frist’s Conte Community Gallery. The opening reception will occur July 23 with the final show on August 20, 2010. The Contest: • Contestants will submit videos that show the individual’s use of Nashville flood debris to create artwork • Videos will be posted to a special page on the Frist’ s website • Links to the contest page will be supplied through the Frist’s email newsletter, Facebook page, and blog. A large amount of site promotion will occur through contestants’ self promotion • A Facebook Like button will be automatically added to each video feed. The 10 winning videos will be selected by the amount of Facebook followers it receives • Frist will feature the 10 winners’ art pieces in You Can’t Keep a Good Town Down exhibition • Proceeds will come from ticket sales, art sale, and donations that will benefit Metro Nashville Disaster Response Fund The Rules: • Videos must be no longer then 10 minutes • Videos may show the retrieval of debris, the creation of the artwork, or any artistic preplanning such as sketches or prototypes • Videos may not contain vulgar language, violence, nudity, or anything that violates the law • The Frist retains the right to remove any videos from the site as well as to disqualify contestants should rules not be followed • No limit to artwork size, but if it cannot fit in the gallery, the video or pictures will be used at the exhibit in place of the object   7   45
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    • Artist may choose to sell their work at the exhibition, but 20% (minimum) of the sale must go to Nashville Disaster Response Fund Goals: • To generate funds for Metro Nashville Disaster Response Fund • Encourage community support for flood relief • Support art creation • Generate local and national attention to Nashville flood disaster • Create awareness of the Frist to local web users • Increase Frist’s young patron base • Increase traffic to the Frist, website, blog, and Facebook page V. Calendar Month                  Activities   Develop  Market  Research  Survey   Assign  Social  Media  Coordinator   January   • Design  development:  Blog,  Facebook   • Emma  email  blast  page  development   • Launch  Facebook  Page:  Updates  and  development  to  be   • conducted  throughout  the  year   February   • Launch  Facebook  Coupon:  To  be  continued  on  exhibition  or   needs  basis   • Final  design  for  website  survey   Launch  website  survey   • Focus  groups  trained  for  exhibition  surveys   March   • Final  design  for  email  blast   • Launch  email  blast  survey   • Exhibition  focus  group   April   • Video  cast  announced   • Design  Can’t  Keep  a  Good  Town  Down  invitations  and  ads   • May  17-­‐June  28:  Videos  uploaded  for  contest   • TN  Arts  and  Crafts  Fair  Survey  Group   May   • Launch  Blog:  To  be  updated  throughout  the  year   • Finalize  and  print  Can’t  Keep  a  Good  Town  Down   • advertisements  and  invitations   • Organize  email  blast  and  website  survey  data   Exhibition  focus  group   June   • Video  posts  end   • Prepare  gallery  for  Can’t  Keep  a  Good  Town  Down   • •   8   46
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    Post  Can’t  Keep  a  Good  Town  Down  signage   Announce  video  cast  contest  winners   • Distribute  Can’t  Keep  a  Good  Town  Down  Invitations   July     • July  23:  Can’t  Keep  a  Good  Town  Down  Reception   • College  survey   • August  20:  Can’t  Keep  a  Good  Town  Down  closes   August   • Tomato  Arts  Festival  focus  groups   • Exhibition  survey   • Live  on  the  Green  focus  group   September   • Grimey’s  focus  group   • Gallery  Crawl  surveys   • Data  collection   October   • Prepare  report   November   • Present  report  to  board   • December   • VI. Summary Within  the  first  year  of  this  plan  our  marketing  team  will  reach  Nashville  residents   age  15-­‐25  through  a  focus  in  social  media  tools  including  a  blog,  Facebook  fan  page,   Flickr  account,  and  a  video  cast  contest.  By  effectively  using  these  tools  in  a  thought   leadership  manner,  we  will  establish  our  organization  as  a  reliable  innovator  of   targeted  information  for  our  online  and  local  community.       A  media  campaign  of  this  kind  may  not  produce  immediate  results  because  it  is   centered  on  forming  relationships  to  yield  future  gains.  This  is  why  our  new  media   team  will  not  only  focus  their  efforts  around  the  presentation  of  new  media,  but  also   on  gathering  qualitative  data  to  gauge  the  effectiveness  of  our  efforts.  This   information  will  allow  us  to  reevaluate  and  adapt  our  methods  as  needed  for  our   campaign  to  reach  its  maximum  potential.     In  comparison  to  other  national  museums,  the  Frist  is  a  very  young  institution.  In  a   city  like  Nashville,  that  supports  a  growing  youthful  community,  we  have  the   opportunity  and  a  responsibility  to  cultivate  a  significant  portion  of  the  city’s   population.  Our  marketing  team  will  assist  in  this  effort  by  effectively  using  new   media  techniques  to  inspire  this  target  group  to  become  active  and  lifelong   members  of  the  Frist.  Through  the  cultivation  of  a  diverse  audience  we  are  confident   that  the  Frist  will  provide  high  quality  art  and  education  to  our  community  for  years   to  come.     9   47
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    Exhibition Advertisement AADM 745:Promoting the Arts Sweet Dreams I designed this advertisement to promote artist Greg “Craola” Simkins in a fictitious exhibition I entitled Sweet Dreams. In Simkins’ fairy tale world, his character the Pearl Thief covets tangible pearls consisting of the most creative and complex thoughts that occur while dreaming. Basing his work in his own childhood obsessions, Simkins weaves pop culture and fantasy in such a way that makes his work accessible to a diverse audience. The High Museum of Art Atlanta claims a goal “to bring art education experiences to people of all ages throughout the Atlanta metropolitan area and beyond” (http://www.high.org). Sweet Dreams creates an opportunity to reach a younger audience given its fantasy narrative, bright colors, and pop culture styling. An adult viewer will find the art approachable for similar reasons, but will also benefit from a mature engagement with the underlying symbolism in Simkins’ work. This exhibit will meet the High Museum’s stated expectations to enrich a wider intergenerational audience within the Atlanta community. As an Atlanta based nonprofit organization, the High Museum’s first responsibility is to elevate the community’s cultural education through its eclectic programming. To maximize the potential of this goal, prospective ads in local print media will accompany a broad local advertising campaign. Advertisements placed in Atlanta’s Creative Loafing Newspaper will serve to reach a younger market while ads in the Atlantan Magazine and Atlanta Journal-Constitution will target an older audience. The ads will feature a simple black background, a small sample of Simkins’ work, and a tagline that will relate to dreams, nightmares, or the show title. The anticipated effect of the advertisement is a sense of mystique, ambiguity, and excitement that will encourage the viewer to tour the exhibit and subsequently, the museum. The following is an example of an advertisement designated for the Atlantan Magazine. 48
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    Atlantan Ad Size:4.5x5.5” 49
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    Direct Mail Marketing AADM745: Promoting the Arts Tag: A Graffiti Art Exploration For this promotion I wanted to expand the contemporary art offerings typically seen at the High Museum of Art Atlanta by creating an event that would showcase the work of graffiti artist Greg “Craola” Simkins. Though he started his career as a graffiti artist, Simkins left the can for the canvas in 2005 and began a series of paintings centered around a fantasy world involving an antagonistic character known as the Pearl Thief. If the High Museum hosted an exhibit of Simkins’ work it would allow him to showcase his art in an environment unexpected of a underground graffiti artist. This would provide a unique and expanded patronage for Simkins as well as the High Museum. Tag, an exhibition held at Atlantic Station would be a promotional gallery exhibition in conjunction with Sweet Dreams (pg 48- 50) featuring well known national and local graffiti artists. The mailed invitation is designed to appeal the younger patrons of graffiti art. I chose bright colors, rugged fonts, and painted graphic elements to appeal to this demographic. When an individual brings this invitation to Tag they can have it spray painted or tagged with the Sweet Dreams stencil (bottom of pg 53). After the invitation is tagged it is good for half-off admission to the High Museum. 51
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    Front (view fullyfolded) HIGH MUSEUM OF ART ATLANTA 1280 Peachtree Street N.E. Atlanta, Georgia 30309 Lyndsey Lane 1600 Peachtree Street NW Atlanta, Georgia 30309 ! Fold Fold > > Inside Open (sized down to �it page) Back (view fully folded) HIGH MUSEUM OF ART ATLANTA [www.high.org] : [404.733.HIGH] 52
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    Inside Left HIGH PRESENTS AT MUSEUM TAG ME! : A GRAFFITI ART EXPLORATION! ATLANT IC OF ART STATION [MARCH 21-JUNE 20] : [M-F/10AM-9PM] ATLANTA Exhibited at the Premier Exhibition Center : [facebook.com/tagmenow] Exhibit [265 18th St. Atlanta, GA 30363] : [866.866.8265] : Tickets [www.mtn.museumtix.com] Inside Right AT PRESENTS HIGH ATLANT IC TAG ME! : A GRAFFITI ART EXPLORATION! MUSEUM STATION OF ART [MARCH 21-JUNE 20] : [M-F/10AM-9PM] Exhibited at the Premier Exhibition Center : [facebook.com/tagmenow] ATLANTA TAG ME NOW! Get this card tagged at Tag & receive 1/2 off admission to the High Museum [valid until 6.20.2011] Stencil for Tag 53
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    Blog If These TreesCould Talk AADM 745: Promoting the Arts http://www.forestseverywhere.wordpress.com This blog was designed to be an extension of the World Forestry Center’s Discovery Museum. The blog will provide a way for the museum to have a personal voice and offer a balanced perspective on current environmental issues. Weekly posts will cover topics that are relevant to issues involving Portland, Oregon, the environment, art and culture. The overall design of the blog promotes an ease of usage. The layout features a main screen that shows the past few posts to the site. Each post has a clear date, heading, and links to provide comment. There are links on the right side of the page that serve to engage the reader in other blogs or websites that have similar aims to the Discovery Museum. Within the same column there is a list of past posts, current comments, a calendar of events, and a running flickr site that posts images of nature in and around the Portland area. The colors used on the site reflect the World Forestry Center’s website without being too heavily branded. The goal of this blog is to create a web space that opens a dialogue among a web community that will likely consist of readers who are Portland and Oregon residents, bloggers, and national and international environmentalists. The blog will also serve to establish the Discovery Museum as a trusted source for community focused environmental information. The blog will meet these goals through posts, engaging comments, and through the creation of a network of trusted environmental and art based blogs and sites. 54
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    Main Screen Blog EntryPage Blog Profile/Comment Page 55
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    Press Release AADM 745:Promoting the Arts If You Give a Mouse a Cookie The Traditional Release In this release I have created a traditional faxed press release. It clearly presents the facts of the event. The visual hierarchy places the name of the company at the top, the contact info listed below the heading and the body of the release commands dominance by occupying the majority of the page. Within the body the reader finds an eye catching headline, information about the performance (times, location, tickets), the theatre, upcoming events, and quotes from a reputable magazine and the artistic director. At the bottom of the page the theatre’s contact information is restated alongside the corporate sponsor’s logo. This release would be useful for a journalist to obtain the most pertinent information on the current performance to aid them in writing a review. This release also promotes other shows in an attempt to gain the writer’s future press support. The New Media Release In recent years, promotion and public relation departments have largely shifted to include the digital realm. For an arts organization to capitalize on the vast internet marketplace, it must make its press information accessible to online journalists and bloggers. The new media release (pg 58) contains the same information as the traditional release, but through email distribution the interactive links can be utilized to direct the reader to the theatre’s website, box office, performance calendar and member page. By engaging the reader to explore the website and other links provided in the new media release, they have the opportunity to learn more about the organization. Allowing the online journalist to access information through a format they are familiar with, increases the organization’s likelihood of future event coverage. 56
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    Seattle Children’sTheatre Seattle Children’s Theatre Press Release: April 29, 2010 Contact: Lyndsey Lane If You Give A Mouse a Cookie PR Manager May 15 – July 13, 2010 [206.443.0807] : [LyndseyL@sct.org] Would You Give a Mouse a Cookie? The Seattle Children’s Theatre invites patrons to explore the unexpected results of imagination. The Seattle Children’s Theatre presents another celebration of children’s literature! Keeping with their tradition of presenting fun-filled entertainment for the little ones in your family, Seattle Children’s Theatre and Artistic Director Linda Hartzell present If You Give a Mouse a Cookie. An adaptation from the 1985 book by Laura Numeroff, this play is a bright and fun adventure that is sure to delight children and parents. It appears to be a normal day when Boy picks a sunny spot to read and eat cookies while his mother visits his Aunt Rose. Mouse surprises Boy and his endless curiosity and wild enthusiasm make for a highly comedic adventure. Boy quickly learns the endless possibilities that can occur when you relish the unexpected results of imagination. "Sixty minutes of theatrical enchantment. This is pure theatre, with a capital 'I' for imagination!" Stephen Suskin, Variety This performance will run May 15 through July 13, 2010. This bright and vibrant piece will appeal to most children, but it is intended for kids Pre K to 3rd grade. Tickets and show times are available through our website (tickets@sct.org) or by phone (206.441.3322). If you give a mouse a cookie, he’ll want a glass of milk! Seattle Children's Theatre performs in the Charlotte Martin and Eve Alvord Theatres throughout the year. During our history, SCT has developed and improved the caliber of plays available for young audiences in the United States and abroad, developing and producing over 90 new works. Our season also includes Peter Pan November 13 to January 10, 2010 as well as Pero, The Mysteries of the Night January 14 to February 14, 2010. “I’m really proud of the season we have put together. Every age, children and adults, will find something to see, experience and enjoy.” -Artistic Director Linda Hartzell Seattle Children’s Theatre 201 Thomas St, Seattle, WA 98109 www.sct.org 57
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    Seattle Children’s Theatre Press Release: April 29, 2010 Would you give a mouse a cookie? The Seattle Children’s Theatre presents another celebration of children’s literature! Keeping with their tradition of presenting fun-filled entertainment for the little ones in your family, Seattle Children’s Theatre and Artistic Director Linda Hartzell present If You Give a Mouse a Cookie. An adaptation from the 1985 book by Laura Numeroff, this play is a bright and fun adventure that is sure to delight children and parents. It appears to be a normal day when Boy picks a sunny spot to read and eat cookies while his mother visits his Aunt Rose. Mouse surprises Boy and his "Sixty minutes of theatrical enchantment. This is endless curiosity and wild enthusiasm make for a pure theatre, with a capital 'I' for imagination!" highly comedic adventure. Boy quickly learns the Stephen Suskin, [Variety] endless possibilities that can occur when you relish the unexpected results of imagination. If you give a mouse a cookie, he’ll want a glass of milk! Seattle Children’s Theatre Times & Tickets Seattle Children's Theatre is charged with the mission to provide This bright and vibrant piece will children of all ages the opportunity to access professional theatre, appeal to most children, but it is which continues a focus on new works, and theatre education. intended for kids Pre K to 3rd Our performances take place in the Charlotte Martin and Eve grade. Alvord Theatres, with shows occurring throughout the year. During "It's appropriate for all ages our history, Seattle Children’s Theatre has developed and improved except those middle-school kids the caliber of plays available for young audiences in the United who are too cool for anything," States and abroad, developing and producing over 90 new works. MJ Sieber (plays Boy) said with a Seattle Children’s Theatre has over 12,000 subscribers each year wink. that enjoy benefits such as free admission to most shows, discounted guest tickets, and discounted merchandise. • Friday – Sunday • May 15 -July 13 “Every age, children and adults, will find • 7pm: Fri-Sat, 1pm: Sunday something to see, experience and enjoy.” • Adults: $20, Kids: $10 Artistic Director Linda Hartzell [contact] [Box Office] : (206) 441-3322 Please Contact Us! Lyndsey Lane PR Manager [206.443.0807] : [LyndseyL@sct.org] Proudly sponsored by Starbucks ® 2 58
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    Lyndsey Lane 2111 HardingPlace Murfreesboro, TN 37129 Reflection and Vision Building Response Entering college I believed my place in the art world should be as an artist. I received my Bachelor of Fine Arts in graphic design at Middle Tennessee State University in December 2006. After graduation I went directly into my field of study obtaining a position as a Junior Designer at a design firm in Nashville, Tennessee. Although I enjoyed my position at the firm, I spent the majority of my free time researching contemporary art and attending local and national art events. I continued to work at the firm for a little over two years until I began to comprehend that my role in the art community should not be as a creator, but I should instead focus my passion in the research, development, and promotion of art. It was this realization that convinced me to begin the application process for a graduate program in arts administration. I chose to study at the Savannah College of Art and Design (SCAD) because the school offered a well-rounded program that incorporated important skill sets I lacked including finance, administration, and legal issues within the arts. I understood that the program was small, which allowed the students a more personal connection with the area of study, the faculty and their peers. This factor was very important for me because I learn better through this type of academic environment. After my acceptance to the program I stayed extremely focused in not only fulfilling my major requirements, but also on gaining a larger understanding of the current art climate. Through the guidance of my instructors and critiques from my peers, the curriculum I have obtained in this program has been incredibly beneficial to my personal, professional and academic goals. The Arts Administration program at SCAD has been incredibly beneficial to me because instead of forcing me to study according to a rigid academic path, I can structure the course electives to focus within my areas of interest. The core classes I was required to complete have tremendously expanded my knowledge of the business realm of the arts including program and fund development, program design (with regard to museum offerings and theatrical seasons), promotion, nonprofit arts management, budgets, calendar implementation, and professional writing. Through the successful completion of the core classes as well as the elective courses, I have gained the perspective I was seeking in relation to my next steps in my academic and professional career. It was the final research paper required in Legal Issues in the Arts coupled with the curriculum of my elective course Cultural Policy and Advocacy, which has predominately influenced my next steps at 59
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    SCAD and possiblymy professional career path. Within my Legal Issues research paper I explored the repercussions of improper protection of cultural institutions during times of armed conflict. Before taking this course I had no knowledge of this issue and its effects on today’s art world. Through assigned readings in Cultural Policy and Advocacy I learned that the failure of proper site-specific protection and enforcement of cultural institutions during war has been a recurring problem throughout our Nation’s history. It is a moral and ethical imperative for arts administrators to be knowledgeable of these national and international issues because they are responsible for the acquisition and protection of our Nation’s cultural treasures. I plan to explore this issue further in my thesis this winter. SCAD has provided me with a safe environment where I have been free to learn and expand my knowledge of not only my field of study, but also the wider scope of art at a national and international level. I owe a lot of gratitude to my faculty advisor, professor, and friend Professor James Marchant. Through his advisement and constant encouragement I have been able to successfully navigate my field of study while pushing myself to strive for a higher academic and professional standard. Through his in-depth and comprehensive courses as well as outside activities such as Arts Advocacy Day in Washington, D.C., I have a more thorough grasp of my responsibility and expectation as a graduate student and future arts administrator. Instead of concluding this response with a summation of the above statements I feel it is more beneficial to end with my Administrator Statement, which better relates my future intentions as an arts administrator. Administrator Statement As an art administrator, I ensure that cultural institutions’ collections, operations and programs maintain the highest possible protection and display of their holdings to the public. Driven by the highest ethical and social standards, I serve as not just a protector of the integri¬ty of artistic property, but as the individual who connects the people to their culture. I take pride in providing cultural education to those who wish to experience the fulfillment of art and gain an appreciation for the treasured building blocks of a society and human civilization. 60