Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 7266 S G M A G A Z I N E | FA L L 2 0 1 6 B U S I N E S S + C U LT U R E 67 “Momentum is a capacity-building program that required attendance at the monthly meetings and a lot of creative homework,” Oliver said. “We had representation at every meeting, and we were dedicated to getting as much out of the process as possible.” The Turner Center team members made a positive impression on the GCN staff and were asked to give a presentation on how they used the Six Thinking Hats method to develop a strategic plan. According to Elizabeth Runkle, senior consultant and regional manager for the GCN, the Momentum for the Arts program was designed to help nonprofits build strategy and leadership and have a greater impact in their communities. The monthly sessions focused on eight deliverables that included comprehensive organizational assessments, strategic planning, board self-assessment and development, annual plans, resource development, marketing and communications, performance plans and appraisal process, and technology evaluation. “In addition to the deliverables, we wanted each group to be clear on their intended impact in their communities and have a strategy and implementation plan to get them there,” said Runkle. “I am excited about their work and vision moving forward and believe they will be able to achieve that vision. The Turner Center created a very thoughtful inclusive process that took into account the changing landscape of the arts in general and the region.” The LVAC board will continue to refine its strategic plan, adding new goals as others are completed. “Now that the strategic document is completed, that doesn’t mean it is over and we can sit back and do a few things and be proud of ourselves,” Zaccari said. “We must show that we are making constant documentation, that we are making progress.” Regarding the completion of the strategic plan, Oliver said, “We take pride in advancing the arts as a life- enriching, economic development tool. By working together—our internal team, local governments, donors, volunteers, artists, and supporters—we are positioned to elevate arts and culture as a path toward an improved existence.” Oliver said she appreciated the dedication and hard work from LVAC board members and Turner Center staff in completing the strategic plan and moving it forward. “Together we shape our community, and the Turner Center for the Arts, into a beacon of light for generations to come,” she said. “Our 2015-2020 strategic plan will propel us toward a sustainable future.” PHOTO: TURNER CENTER FOR THE ARTS Julie Smith works with children during a summer pottery class at the Turner Center for the Arts. Lowndes/Valdosta Arts Commission • Strategic Alliances o Strengthen financial stability and sustainability for the Turner Center o Reinforce the Turner Center’s position as a means for regional economic development • Marketing o Increase awareness of, participation in, and support of the diverse programs and activities of the Turner Center both locally and regionally • Arts Education o Improve and expand existing selected programs and add new programs that meet community needs • Facilities and Land Usage o Ensure that facilities are maintained, updated, and reconfigured to meet current, expanded, and new program needs • Organizational Structure o Hire a qualified education administrator to coordinate all education programs o Identify, develop, and define the roles of Turner Center volunteers o Develop succession plans to ensure continuity of strong leadership in all key staff positions o Ensure proficient development and governance of the board of directors To view a complete list of LVAC’s 2015-2020 strategic goals visit the Turner Center for the Arts website at turnercenter.org/about/#plan