Strategic Plan





Adopted 8 March 2010

                               ART ASSOCIATION OF RIDGE SPRING

                                               STRATEGIC PLAN


Mission: To give our community opportunities to enjoy, create and market art

Vision: Ridge Spring will be a mecca for people who create, enjoy and buy art.
Our citizens will enjoy the cultural and economic benefits of a thriving art
community.

This strategic plan will direct AARS's operations for the next 5 years, with
annual assessments of progress being made. Through the fall 2009 questionnaire,
members identified two core activities: offering classes and running the gallery.
Given its current level of volunteer resources, AARS must focus on its core
activities and dedicate its efforts to excellence in those areas before pursuing
additional activities.

Strategy 1: Provide the community opportunities to create art.

A. Over the next 2 years AARS will give priority to offering art classes to the
community. The Education Committee will develop an annual plan, including a
schedule of classes to be offered, fee policy, and publicity plan. This annual plan
will be completed before the beginning of the planned year. A checklist of
procedures to be followed in offering a course will be given the AARS member
responsible for each class.

B. By the end of 2011, the responsible committee will propose a 3-year strategy
for 2012-15 resulting from their analysis of ways in addition to classes that
provide opportunities to create art. This analysis will (1) prioritize these ways in
terms of their expected effectiveness in achieving AARS's mission and vision and
(2) identify the resources required for each opportunity.

Strategy 2: Provide the community opportunities to enjoy and market art.

A. Over the next 2 years AARS will give priority to operating the gallery. The
Gallery Committee will develop an annual plan that includes gallery hours of
operation, volunteers needed to operate the gallery, exhibitions to be offered,
and costed upgrading proposals.

B. By the end of 2011, the responsible committee will propose a 3-year strategy
for 2012-15 resulting from their analysis of ways in addition to the gallery that
provide opportunities to enjoy and market art. This analysis will (1) prioritize
these ways in terms of their expected effectiveness in achieving AARS's mission
and vision and (2) identify the resources required for each opportunity.

Strategy 3: Sustain organizational growth through the acquisition and
management of volunteer and financial resources.

A. Volunteer resources

To grow the membership, AARS will increase recruitment, retention, and
participation by these means:
1. Communicate the mission and vision to current and potential members
through media outlets such as e-newsletters, websites, local newspapers.
2. Publicize through these media a list of volunteer opportunities and make it
clear how these opportunities help attain the mission and vision for the
community.
3. Identify and recruit potential members who would bring needed skills and
experience to AARS.
4. Offer a brief program at selected membership meetings to foster interest and
encourage attendance, which will be publicized in advance and to which the
public will be invited.
5. Use committees to do the core work of implementing the AARS strategy.
Committees will prepare their annual plans and submit them to the Executive
Committee. The Executive Committee will review and coordinate the plans, and
present them to the membership for discussion. Once plans are approved and
funded, committees are responsible for organizing and delivering the activities
included in their plans.

B. Financial resources

AARS will develop and maintain collaborative relations with local and state
organizations.
1. Our first priority will be to work through the Town to capitalize on historic
preservation, heritage tourism, and economic development funding
opportunities. This collaboration may require working with the Town and other
community organizations on projects preliminary to grant applications. Examples
of such projects might be developing a heritage tourism plan for the Town,
participating in a docent or guide program for interpreting local history and
culture, and participating in an inventory of historic properties in the Town.
2. We will take advantage of the technical expertise of the SC Arts Commission
but not give priority to seeking funding from this source.

C. Integrated marketing plan

AARS will prepare an integrated marketing plan designed to attract students to its
classes, visitors and artisans to its gallery, and members to its organization. Such
a plan requires that class and gallery activities be planned a year in advance so
that all activities can be coordinated in terms of scheduling, location, and
publicity. Examples of possible plan components include an AARS calendar, a
logo, brochure, signs, websites and links, newspaper articles, email, emarketing,
Facebook and the AARS display at First Citizens Bank. The AARS calendar will
include AARS classes, gallery events, and community-room events. It will also
include school and religious holidays, local festivals, the Masters golf tournament,
and the like.