Roswell Museum Board of Trustees

1 MINUTES OF STRATEGIC PLANNING WORKSHOP Monday, February 6, 2017 CALL TO ORDER The special planning workshop was called to order by Executive Director Caroline Brooks at 10:04am. ROLL CALL The Strategic Planning Retreat convened with Board of Trustees President, Peggy Krantz, Board of Trustees members, Jamie Barnes, Cymantha Liakos, Lorie Mitteer, Priscilla Ornelas, Jessica Parham, Bill Siders and DeAngela Velasquez present. RMAC Foundation members present included Nola Fulkerson, Carolyn Sidd, and Beth Waldrip. Cindy Torrez; Executive Director, RMAC Foundation also attended. Staff Present: Caroline Brooks, Executive Director; Sara Woodbury, Curator of Collections and Exhibitions; Amanda Nicholson, Curator of Education; Jeremy Howe, Planetarium Coordinator; Nicholas Frederick, Registrar; Darrick Constance, Security Attendant; Colette Speer, Membership and Events Coordinator. Guests Present: Larry Connolly NEW BUSINESS Introduction Executive Director Brooks began with a PowerPoint overview, the day’s goals, and session- guidelines. She highlighted the 2013-2016 strategic plan and explained progress: wayfinding, landscaping, marketing, and gallery renovations, and capital improvements. The overview included a review of RMAC’s mission statement and a timeline for the Museum’s next Reaccreditation. Questions from last year’s strategic planning retreat were addressed. She emphasized that the group would be working together to discuss a loose framework to establish a plan for later approval. The draft document, Building Toward the Future: Master Revisioning of RMAC’s Public Spaces, was introduced. This presented ideas for renovating portions of the Museum to better serve educational and experiential visitor needs. These included a relocation of the Museum Store to the Spring River Gallery, envisioning a partial design of the gallery, possibly with a glass façade and new merchandise to include local and regional art correlated to Museum exhibitions and collections. In the current Museum Store location, there would be space for a Family Discovery Gallery, where activities would be self-led but used for facilitated family workshops. The  2 discussion outlined the need for the re-interpretation of the Goddard Gallery and Workshop, created in the 1950s and 1960s; the goal in such a redesign would be an entire re-approach to the exhibition. Along with the need for proposed changes in the Goddard Gallery and Workshop, it was discussed that the Aston Exhibition had undergone a renovation in 2004, but a more significant exhibit case and signage thanking the donor, his family and the presentations of his bronze figures was needed. The draft-document addressed ideas regarding the lobby, the Museum’s entrance, along with related interior concerns such as lights, seating and signage. Possible changes of extending the lobby to the front portion of the Donald B. Anderson Gallery were highlighted. The concerns on the exterior focused on Museum visibility and tone of its signage; ideas to address this incude window treatment and an artistic tunnel/arch on the bridge. The need for wayfinding for the Museum was discussed. Focus could include a revamp of the Civic Center sign and a large banner with directional signage on Main Street. SWOT Analysis (Exercise for Strengths, Weaknesses, Opportunities and Threats) Executive Director Brooks engaged the group through a SWOT analysis exercise and brainstorming session. The group discussed what RMAC does well; strengths included the following: - The Collections, which are multi-faceted, possess quality and are diverse (to include science, art, and history) - Contemporary Exhibitions, the RAiR partnership - Programming (classes for the community, the clay studio, talented instructors and free art programming/general admission available) - Staff (who are committed and have enthusiasm) - Foundation, city and community support - Events that are free and fun and have variety (e.g., Art Block Party) - Planetarium and science related exhibits/Goddard “Weaknesses” focused on the physical plant (to include vault storage), the involvement of the community, and the size of the staff as follows: - Visibility/Branding in terms of the building itself and the Museum’s presence in terms of marketing, social media. Some remain unaware of our offerings. - Tourists don’t readily think of RMAC, but of the UFO Museum - Absence of volunteers along with the docents/volunteers who have been committed aging out of the phase of participation - Staff size (it was noted that there was an Assistant Director position in the past) - A maxed out footprint (nowhere to build but up) and the lack of a digital footprint (slower Wi-Fi, infrastructure to support technology needed to engage audiences) - Related to space, concern for the lack of proper vault storage for collections - Not kid-friendly and a lack of a tie-in for students beyond art classes/workshops The group considered “opportunities” that exist for the Museum. The following were suggested: - Marketing/Publicity: Free marketing/partnerships with local Museums and galleries, garden clubs, historical society, NMMI, the Anderson. Perhaps the development of a  3 brochure, wider distribution of the rack card, networking with community centers for a wider audience and a better connection with students via exhibitions. - Museum Space: possible opportunities for the Museum Store to relocate with merchandise connected to the collections and exhibitions. Utilization of the courtyard for programming. Also, in the discussion was the usefulness of the expanded Civic Center, the moving of the city council meetings, and a café. - Audiences: an appeal to scholarly audiences and also to engage past contributors of the Museum and capture their stories, and history with the institution. - Staff and City Support: A reinstatement of the Assistant Director position and support by the city for marketing not coverable by a limited staff. - Science/Goddard Connection: There was discussion of room for growth in Science, particularly with Goddard Days, an improvement in the Planetarium lobby, an enriched tie between science and art. SWOT analysis exercise of perceived “threats:” - Roswell was understood as problematic due to its location, isolation, fewer resources, and a smaller population. There was discussion about keeping young professionals in Roswell, the economy, and the lack of activities/culture. - Staff burnout was addressed with concerns related to Roswell: attracting qualified staff, offering competitive salaries. Is Roswell a stepping stone for staff? It was questioned whether the location and quality of schools created a retention problem. - City of Roswell was discussed in terms of the city’s view of the Museum and its priority or role in the community. - Building/Infrastructure was cited in terms of camera systems, security itself and potential blind spots not accommodating the Museum’s exhibition areas. Open Discussion Member Bill Siders facilitated a discussion through a series of questions on branding, audiences, and programming. Member Siders asked about the Museum’s current audience. Discussion focused on visitors to Roswell, tourists, the Planetarium “generation,” and students. Discussion shifted to the barriers to developing an audience and brand. Concerns about signage and banners, as well as visibility, arose, but ideas also emerged on how to build relationships and partnerships through connections to schools and field trips. Member Parham talked about the potential cost to take students to Santa Fe, and RMAC Foundation Member Waldrip brought up the way that Albuquerque Public Schools do similar local field trips where museum donors donate toward field trips. Discussion of tours included need to reach older populations. The group explored the community’s current needs discussing young professionals, there were suggestions about programming with food, alcohol, and activities, possibly around an art activity. There were many parallel programs that the group could think of (in Lubbock or other cities). One idea was to have a Second Saturday for adults, or to join in the First Friday festivities. Parham brought up the ongoing project that YPAC is now doing with Make Art/Take Art as a possible model.  4 The group assessed connections between community members who are already participating and those the Museum wants to attract as it develops its brand and grows its image in line with the mission. Goal-Setting Chairperson Peggy Krantz then facilitated a brainstorming session on goals as follows: 1. Revenues – Membership, admission, facility rentals, and the Museum Store 2. Marketing – Social Media, local and statewide visibility to include Main Street, wayfinding, merchandising, branding (exploring and integrating science into the brand) 3. Education/Programming – Interactive Gallery, Family Discovery Gallery, funding for student programming, “Goddard Days,” Science Speaker Series, 4. Collections—Symposium, collections access online 5. Capital Improvements 6. Partnerships—recognition of donors and contributors, inclusivity among ages and cultures, strengthening the volunteers and docent base. 7. Staff and Board Development—strengthening of relationships between the boards and staff and professional development. Groups participated and further discussed topic areas and added potential strategies for addressing them as follows: 1. Revenues a. Explore financial opportunities with possible admission and/or membership changes facility rentals, and special event charges. b. To re-envision the Museum Store. c. To further cultivate and steward donors. 2. Marketing a. Expand social media presence through postings and consistent branding on Facebook, Instagram, Snapchat. b. Develop wayfinding with increase of visualization from Main Street, directional signs from city, a utilization of the east facing wall, and change the address to current entrance. c. Focus on merchandising through prioritizing the relocation of the Museum Store, utilizing branding in merchandise and reflect current exhibits and collections. Consider a design competition for this project. 3. Education/Programming a. Inclusive learning activities and guided events for all ages. b. The digital integration of collections/exhibitions/classes with hands on experiences (i.e., come learn how to operate your telescope). c. Broaden funding for student access to collections (magic bus, outreach to schools and community centers). Focus on Goddard Days and STEAM activities. d. Have a regional competition and develop the Science Speaker Series. e. Strengthen the connection between art and science.  5 4. Collections a. Provide in-depth, meaningful access to diverse audiences. b. Integrate art, Goddard and Aston holdings through signage and temporary exhibitions. c. Create a collections-based catalog series. Strengthen web-presence through Past Perfect online, and other web outlets. d. Promote intellectual dialogues through collection-based symposia. e. Create another vault and further develop acquisition fund. 5. Capital Improvements a. Move Museum Store and create Family Discovery Gallery. b. Redesign lobby and entrance to the Museum and work on interior lighting, bridge enhancement, Planetarium lobby and an additional vault. 6. Partnerships—Strengthen relationships in the community: a. Corporate sponsorships b. Bilingual materials in collections and marketing c. Hispanic presence in collection and educational programming to include folk art, mentorship program with retirees or professionals. d. Involve the community in the unique collection; everybody has a story to tell. e. Strengthen the relationship with ENMU-R, NMMI, city agencies, Chamber of Commerce, and re-institute Creative Roswell. 7. Professional Development and Support (Staff and Boards) a. Provide incentives and benefits for staff-retention, which might include these: i. out of town continuing education (travel to Museums and workshops/seminars, retreats for staff/boards ii. city perks (reduced housing, coupons and welcome packages) iii. a mentor family/orientation to New Mexico with a local board member, iv. happy hour/after-hours events between board and staff quarterly. Closing Executive Director Brooks emphasized that discussion was ongoing and in the near future, these drafted goals and ideas would be refined. ADJOURN The meeting was adjourned at 3:37pm.