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1 1.0 Implement the Capital Campaign 1.0 IMPLEMENT THE CAPITAL CAMPAIGN Objective Metric for success: Action Steps: Who is responsible: 1.1 Execute the Capital Campaign Revenue for restoration/total revenue 1.1.1. Implement the East Hill Richard Harker to include the following restoration, irrigation, Fundraising Goals: $5.5 million David Moore preservation projects: infrastructure, and security Complete restoration of six acres of plan (from Master Plan) in Neale Nickels a. East Hill Restoration East Hill 2019 with completion in 2022 including 6 acres, East Emily Yerke 1.1.2. Complete the installation of Gate, Shed/Operations Complete security implementation on East Gate, signage, security, PRO Team area, and Women’s East Hill and amenities in SE corner of Comfort Station GROW Team Complete infrastructure the Cemetery as approved by b. Rehabilitate the Bell improvements including water, the HOF Board of Trustees- Buildings & Grounds Tower to allow for irrigation, roads, and drainage 2020 Committee flexible programming Complete installation of East Gate 1.1.3. Complete the restoration of Capital Campaign Committee space the Women’s Comfort Complete the restoration of the Station and surrounding Development Committee Women’s Comfort Station walkways, pathways, and Complete archaeology/GPR of “shed” infrastructure (power and and development of Grounds irrigation) – 2019 operations area 1.1.4. Complete archaeology of “shed” area behind Rehabilitate Bell Tower and establish greenhouse and beginning metrics for the success planning for improvement and/or relocation of “operations area” 1.1.5. Rehabilitate Bell Tower with a focus on alleviating the stress on the building, providing flexible event space for 1 programming, and revenue generation 1.2 Execute the Capital Fundraising Goal: $4.5 million 1.2.1. Complete the programming, Richard Harker Campaign to include new design, and construction of a building to Complete the construction of a new David Moore construction of a Visitor serve as a visitor center, visitor center outside of Oakland Center to develop flexible classroom/programming/event spaces, Neale Nickels Cemetery’s west gate programmable spaces, and offices and storage to benefit HOF Emily Yerke relocate HOF offices, and Establish metrics for measuring the and Oakland Cemetery.. bring off-site storage to success Buildings & Grounds 1.2.2. Develop a plan for and program Oakland Committee the Visitor Center that is mindful of the future development of the HOF gravel Outside the Gates Committee parking lot, MLK, and the Memorial Capital Campaign Committee Drive Greenway and the community at large. Development Committee 1.2.3. Secure support from the City of Atlanta, financial and political, for a property that serves as an amenity to both Oakland Cemetery and the Memorial Drive Greenway 1.3 Develop and implement a Launch GIS database with internal 1.3.1. Install and launch GIS database Richard Harker capital campaign project functionality to manage descendants, 1.3.2. Develop and implement internal Neale Nickels management system as part lot owners, donors, preservation, etc functionality to centralize burial records of the Geodatabase system Jennifer Chisholm Develop usage metrics and historic research, lot to accelerate execution and improvement/maintenance, project PRO Team improve reporting management, and donor and GROW Team descendant records Programming Team 1.3.3. Review public-facing possibilities for the GIS database and how it may Development Team interface with website and HOF mobile History Committee app 2 2.0 INCREASE AND DIVERSIFY FUNDING AND RESOURCES. Objective Metric for success: Action Steps: Who is responsible: 2.1 Raise $1.25 - $1.5 Total annual funds raised 2.1.1. Develop a strategy for identifying, Development Team million per year by cultivating, soliciting, and stewarding new 2019 Budget: $1,220,000 Finance Committee actively cultivating and and existing Major Donors to both contribute soliciting board 2019 Actual to the annual fund and capital campaign Development Committees members, descendants Major donors – Number of BTS activities Capital Campaign Committee of people buried at members 2.2.2. Develop a descendant engagement Oakland, major donors, strategy using the GIS database to expand members, governments, Descendants - % engaged percentage of descendants engaged with HOF foundations, and Annual Campaign Effectiveness corporations. 2.1.3. Create an annual development plan that Membership goals: 3000 provides a situation analysis, goals and action members plans by funding category. Include targeted • 2020: 333 new; 75% foundations, corporations, sponsorship, retention individual donors, and grants • 2021: 333 new; 75% 2.1.4. Hire a Development Coordinator to retention focus on membership including reviewing the • 2022: 333 new, 75% value proposition of HOF memberships, retention member-specific programming, ad recruitment and retention strategies 2.1.5. Implement grant management and donor management systems using Salesforce to enhance record keeping and communication with donors 2.2 Increase revenue from Revenue by event/tour 2.2.1. Develop event, program, and tour Programming Team programs, museum specific objectives that seek to increase visitor 3 sales, and services to Event revenue/total revenue satisfaction, expand audience diversity, and Development Team $1.5 million develop deeper engagement of community History Committee Survey responses and action partners, including new neighborhood plans developments Community Engagement Committee 2.2.2. Expand Spring/Summer Programming Number of attendees and and Events that connect to community Development Committee participation at public events partners, neighborhood development, and generate additional revenue Increase sponsorship revenue as % of total event revenue to 20%: 2.2.3. Expand Plant Sales to establish clear 15% in 2015 objectives, leverage opportunities, improve logistics and better leverage volunteers. 2.2.4. Develop additional Private Event opportunities to target local businesses, corporate team-building days, and new neighborhood residential developments 2.2.5. Expand Educational programming to include community dialogues around significant Oakland/Atlanta landmarks and events and make HOF a leader in historical interpretation 2.2.6. Secure naming sponsor for Halloween Tours and target established Atlanta brands such as Coca-Cola/Delta. Also consider new market entrants 2.2.7. Develop the Museum Shop’s Online Shop to increase online sales and raise awareness of the Museum Shop 2.3 Develop and implement Endowment 2019: $3.3 million 2.3.1. Develop an endowment and planned Angie Wynne Endowment and giving campaign to launch in 2020 alongside Endowment Gift Goals: 6/year Development Team Planned Giving the Capital Campaign campaigns to add $2 Planned Giving Committee million to the 4 Endowment and secure Planned Giving goals and 2.3.2. Develop materials and launch formal Finance Committee 30 planned gifts milestones and benchmarks Planned Giving program in 2020 including Development Committees (10/year) the identification and solicitation of top 100 2019 Benchmark: prospects based on relationship to HOF 2020-2022: 10 gifts/year 2.3.3. Integrate Planned Giving and Endowment into all HOF communications platforms and conduct staff, volunteer, and Board orientation and education regarding Planned Giving and Endowment 2.4 Develop plans for and Complete columbarium 2.4.1. Work with City of Atlanta to Richard Harker/David Moore construction understand, negotiate, program, and realize build columbarium to Neale Nickels drive additional the construction of columbarium Sam Reed revenue/endowment 2.4.2. Develop a strategy for columbarium investment and support development in-line with 2017 Master Plan Building & Grounds post-Capital Campaign with revenue to benefit the Cemetery Committee activities 3.0 ENHANCE AND DIVERSIFY HUMAN CAPITAL: STAFF, BOARD, AND VOLUNTEERS Objective Metric for success: Action Steps: Who is responsible: 3.1 Strengthen Policies & Procedures 3.1.1. Implement robust performance Richard Harker organizational HR management system tied to strategic plan and Benefits Development Team practices and department goals procedures to promote Succession Planning Development Committee 3.1.2. Refine and expand Employee handbook stronger and more Staff Training to include consistent policies and procedures HR Committee diverse staff for all staff recruitment and retention. Including 3.1.3. Identify funding streams to expand staff training, benefits, benefits to Healthcare, retirement, short-term succession planning, disability, and dental 5 updated policies & 3.1.4. Conduct leadership succession procedures planning for all leadership positions, initially the Co-Executive Directors 3.2 Strengthen board with Board giving targets: 3.2.1. Develop board handbook and Richard Harker more fund raising orientation procedures (including board 2018: $50k, 2019: $60k David Moore capacity and diversity agreement) with increased governance, of talent and experience Board diversity target by need fundraising, and community relations Emily Yerke that reflects the Benchmark board giving as a % expectations Board Chair philanthropy of overall individual giving 3.2.2. Evolve Nominating Committee into a community and Nominating/Board Board Governance Committee to conduct supports the 100% board giving Governance Committee proactive board recruitment to diversify the fundraising and Track give, get and do board in terms of talent, networks, Committees/Committee governance objectives
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