The KMA…
celebrates the art and artists of East Tennessee past and present, introduces new art and new ideas, educates and serves a diverse community, enhances Knoxville’s quality of life and economic development, operates ethically, responsibly, and transparently as a public trust.

CELEBRATE THE ART AND ARTISTS OF EAST TENNESSEE

Maintain Higher Ground as an ongoing, vital exhibition through which audiences can experience East Tennessee’s art history.

(i) Acquire through gift & purchase new works relevant to Higher Ground.
(ii) Seek out loans of works that enhance & expand the scope & content of Higher Ground.

Maintain Contemporary Focus as an annual exhibition series featuring the best emerging contemporary artists in East Tennessee.

(i) Identify 3‐4 significant local artists annually for inclusion in Contemporary Focus.
(ii) Schedule studio visits, artist talks & demonstrations, & other relevant programs before & during run of Contemporary Focus.

Upgrade and expand interpretation for Higher Ground

(i) Enhance Higher Ground gallery interpretive apparatus with new & expanded didactic labels, text panels, & iPod content.
(ii) Create new 4‐color brochure on Higher Ground to distribute in gallery & elsewhere.
(iii) Create additional online content related to Higher Ground.
(iv) Develop new Higher Ground curricula‐based content for classroom use by teachers & students.
(v) Install computer terminal in Higher Ground gallery to allow visitor access to online content.

INTRODUCE NEW ART AND NEW IDEAS

Organize and host exhibitions and programs that feature significant new artists or art movements from outside the East Tennessee region.

(i) Present annually at KMA work of at least one loaned exhibition of contemporary art from outside region.
(ii) Continue collaboration with Big Ears Festival.

Organize exhibitions that feature contemporary work from the KMA’s collection.

(i) Present annually at least one exhibition of contemporary art from the KMA collection.

ENGAGE, EDUCATE, AND SERVE A DIVERSE COMMUNITY

Maintain temporary exhibition program featuring a diverse spectrum of art experiences

(i) Identify high‐quality, engaging exhibitions that present work representing diverse cultures & outlooks.
(ii) Offer the Community Gallery as a showcase for East Tennessee visual arts groups from diverse sectors of the community.
(iii) Create page on website with Community Gallery exhibition guidelines & archive of exhibitors.

Enhance exhibition interpretation and programming to insure that they are accessible and engaging to audiences of all ages and diverse backgrounds.

(i) Strengthen & expand Creative Corner (Exploratory Gallery) & emphasize activities related to Higher Ground content.
(ii) Add family gallery guide and other gallery activity sheets to website.
(iii) Offer cultural awareness training to staff, board, & volunteers.
(iv) Integrate Meet the Master programs with museum visit content.

Develop improved methods for evaluating the effectiveness of programs

(i) Create formal evaluation plan to evaluate all exhibitions & programs.
(ii) Address need for board training, engagement.

Maintain & strengthen a diverse corps of well trained volunteers, including trustees

(i) Conduct training sessions for all volunteers that broaden their knowledge of museum operations, enhance their appreciation of volunteer roles, & provide customer service tools.
(ii) Recognize volunteer service with annual volunteer recognition event.
(iii) Maintain recruitment, retention, & support of volunteers.
(iv) Continue docent council to develop standards, monitor performance, & grow docent program.

Emphasize diversity in making board and committee appointments.

(i) Develop policy for ensuring ongoing board diversity.

Calibrate K‐12 education programs to support Knox County Public Schools initiatives (Race to the Top, etc.)

(i) Identify key school system personnel and set up meeting with KMA education staff.

ENHANCE KNOXVILLE’S QUALITY OF LIFE & ECONOMIC DEVELOPMENT

Collaborate with the Knoxville Arts & Culture Alliance, the Knoxville Area Chamber Partnership, the Knoxville Tourism & Sports Corp. to demonstrate the economic and strategic value of the KMA to the community.

(i) Identify key figures in economic & tourism development agencies & add them to the Canvas & other print & electronic publication distribution lists.
(ii) Set up point‐of‐entry meetings with 10 representatives of key tourism & economic development agencies.
(iii) Create policy establishing how community agencies can qualify for free rental space; maintain a list of applicants that have qualified.
(iv) Capture/track all collaborative community‐group usage of our facility (esp. free rentals).

Make the museum accessible and welcoming to everyone.

(i) Keep museum admission free.
(ii) Conduct quarterly meetings of curator, education, security, VSR, & front‐desk volunteers to ensure optimal visitor experiences.
(iii) Provide customer service training to Visitor Services Representatives.

Upgrade the KMA’s landmark Clayton Building and surrounding areas and create better connections to downtown.

(i) Develop list of desirable upgrades & changes to present building.
(ii) Determine scope of outdoor enhancements (North Garden, parking, streetscape, pedestrian bridge, etc.).

Build the museum’s reputation locally, regionally, and nationally.

(i) Create brief video presentation by director about museum; include website & iPod applications.
(ii) Maintain a KMA Facebook page & Twitter account to capitalize on social media; create/maintain an AAF Facebook page.
(iii) Increase use of paid media for general awareness & event publicity.
(iv) Produce publications for national and international distribution.
(v) Increase by 100 institutional distributions of publications, books, catalogues, Canvas.
(vi) Create museum shop web page that lists items for sale.
(vii) Allocate resources to support staff travel & participation in professional activities.

OPERATE ETHICALLY, RESPONSIBLY, AND TRANSPARENTLY AS A PUBLIC TRUST

Upgrade standards of care for the KMA’s collection.

(i) Create plan & cost estimates for new fixtures & other equipment to ensure safe storage of collection.
(ii) Restore preparator position to full time.
(iii) Schedule appraisal of collection.
(iv) Conduct complete inventory of collection.
(v) Update documentation of collection.
(vi) Review & update collection policy.

Ensure effective governance.

(i) Review, update bylaws every two years or as needed.
(ii) Institute regular training workshops for BOT to broaden & deepen board understanding of museum operations & mission.

Ensure adequate operating income by . . .

(a) . . . broadening & strengthening membership.

(i) Conduct membership sales training for front‐line personnel.
(ii) Review membership benefits & programs.
(iii) Develop a written plan to cultivate new members & retain existing members.
(iv) Install signs promoting membership & place applications in galleries.
(v) Create a members chat room.

(b) . . . by strengthening advocacy culture

(i) Acknowledge TAC, county, & city support on all publications, gallery walls, website, & all public occasions.
(ii) Host city council, county commissioners, state representatives for tour/informational visit.
(iii) Appoint advocacy task force.

(c) . . . increasing foundation and government funding.

(d) . . . encouraging full participation by Board of Trustees.

(i) Achieve 100% BOT giving.

(e) . . . identifying, cultivating, educating new donors and sponsors

(i) Identify 25 new donors & sponsors.
(ii) Schedule 25 point‐of‐entry/Higher Ground tours with potential donors & sponsors.
(iii) Create proposal for part‐time development associate.

(f) . . . increasing earned income

(i) Add resources into marketing/managing rentals/café.
(ii) Host bridal fair to increase awareness of museum as wedding venue.

(g) . . . supporting KMA Guild fundraising.

Build endowment to sustain museum operations.

(i) Market planned giving on the KMA website, in each issue of Canvas, & through direct mail.
(ii) Meet with 25 potential planned givers each year.
(iii) Conduct one meeting on planned giving each year with the Board of Trustees.
(iv) Revamp Legacy Society into new organization to support planned giving.
(v) Include endowment growth as a major goal of the 20th Anniversary Capital Campaign.

Ensure transparency by making finances, policies, and procedures easily available.

(i) Post year‐end financial statements & annual audit on website.
(ii) Post bylaws, collection & ethics policies on website.
(iii) Complete digital collection database & make available online.

Ensure that the museum operates in an environmentally sound, “green” manner.

(i) Create plan addressing recycling, energy use, sustainability.

Monitor progress of the strategic plan.

(i) Review critical indicators quarterly.
(ii) Review & update strategic plan annually.