Hunterdon Art Museum

1. Ensure the financial sustainability of the Hunterdon Art Museum.
2. Develop a larger and more diversified Board of Trustees that will govern well, advocate for, support, and be engaged in a sustainable museum.
3. Ensure that the Museum has a culture of diversity, inclusivity, and equity.
4. Offer a strong education program that nurtures creativity, develops skills, meets enrollment capacity, and stands apart from other art education programs.
5. Present exhibitions of excellence that inspire ideas, creativity, curiosity, and a lifelong interest in the arts.
6. Establish a stronger presence.
7. Advance collection management.

1. Increase General Operating Income
2. Build reserves and pay down the Museum’s mortgage.
3. Continue to develop a pipeline of potential board members
4. Ensure that all board members understand their role and responsibilities as well as the benefits of Board membership in order to be strong ambassadors for HAM.
5. Maintain practices that ensure diversity, inclusivity and equity
6. Foster unity between the Education and Exhibition Departments to ensure a common vision and coordinated planning
7. Bring together artists and art educators to discuss HAM’s programming, to suggest programming ideas, and to assist the education staff in connecting to teaching artists
8. Evaluate current programs
9. Ensure that the Education Department is adequately staffed with employees and volunteers

• Develop a strong program of Individual Giving
• Build major donor program . Increase the number of major donors by at least 3 per year.
• Cultivate donors, members and students (with an emphasis on empty nesters) beginning in FY18 with cultivation events, personal meetings and phone calls.
• Build membership. Increase membership by 5% annually.
• Establish planned giving program by FY19.
• Increase Special Events net profit by at least 5% annually beginning FY18 (approx. $1700 annually) (approx. $9,000 over 5 years).
• Include Foundation & Corporate Advancement Officer in early stages of education, exhibition and administrative planning beginning immediately.
• Cultivate officers and administrators of all grantors beginning in FY18
Create a culture among all staff to recognize potential board members and provide that information to the Executive Director or members of the Governance Committee beginning in FY18.
• Share written information with staff regarding the current board profile, trustees’ roles and responsibilities and HAM’s aspirations for the board. Create more opportunities for staff to meet board members beginning in FY18.
• Working with the Development staff, selectively target those already engaged with the Museum for future board membership.
• Identify new ways to be proactive in the search for potential board members
• Provide Board members with written information about trustee role and responsibilities annually
• Conduct in-person orientation with new board members within two months of coming on the board
• Continuously seek out members of underrepresented groups for inclusion as trustees, staff, volunteers, artists, students, members, visitors and in all aspects of the Museum. Underrepresented groups include those defined by economics, ethnicity, race, disabilities, and gender.
• Continuously ensure a working environment that treats staff equitably and professionally and promotes appropriate compensation and opportunities for professional growth on an ongoing basis.
• When planning programs consider how content, artists, and audience reflect diversity, inclusivity and equity.
o Make those responsible for planning programs, including guest curators and committee members, aware of the Museum’s expectations for inclusivity.
• When marketing the Museum and its programs, reach underrepresented groups.
• On a continuing basis, discuss exhibitions and programs in monthly meetings of the Education and Exhibitions Departments for the purpose of planning and ensure that the Education Department has information about exhibitions 18 months ahead of their opening.
• Create an additional paid position as funds allow.
• Create an unpaid internship in FY19.
• Actively seek volunteers in FY18.

We have expanded the communities we serve by transforming our exhibitions into virtual-reality experiences, bringing art to underserved communities and those who would otherwise not have access to our museum. We have moved our in-person classes and workshops online, which has also allowed us to expand and bring our quality programming to new communities.