MAY 2021

Part of what we are striving to do with this blog is to share an insider’s look at our thinking and practices for growth, sustainability, and impact. We are thinking about how to build and connect communities through strong communication and culture. We value and support those who make our work possible. We are constantly working to move forward toward our mission. To do these things, we have to think and act with focus and intention. Today, we want to share how strong strategy drives our actions and pushes us towards our goals.

Beginning in September 2018, the Serenbe Institute underwent a 9-month process to build our current strategic plan. True to our values, we engaged MANY communities in that process. We heard from staff, committee members, board members, partners, and community members about what was working and where they saw places for us to grow. That process revealed so many important insights and we are infinitely grateful to those who took the time to share their experiences with us. With that input, we were able to craft an actionable plan for how we would move closer to our mission by the end of 2024. From there, with approval from the board, the staff operationalized that plan to set out specific benchmarks, goals, and action steps.

High-level, strategic and operational plans focus heavily on community awareness and engagement, the Divisions, Programs, and Infrastructure and sustainability, and Human Resources. I lead the staff in fulfilling the plan as a whole but specifically guide them to meet our quarterly benchmarks─reporting our progress to the Board regularly. The staff has been working so diligently that we are currently on track to complete our strategic plan outcomes two full years early. I am proud to work alongside and lead such an amazing team!

We have several key elements that make this kind of growth possible. 

DIVISION & PROGRAM INTEGRATION

As we’ve shared previously, the Divisions (AIR Serenbe, Terminus Modern Ballet Theatre) and Programs (A.C.E., Public Art, and Environment) are a huge part of the work that we do and the impact that we’re able to have as a whole. We are ONE organization with specialized segments working to achieve a shared goal. The Divisions can focus wholeheartedly on their specialty allowing them to pour their full creativity into their work. For example, AIR can give their all to their artist residency experience and bring in some incredible artists. Michael Bettis shared that he finds it easier when he knows that he has artists coming that have an interest in serving the community, and he knows that can be done through the Institute’s programming. Through this, the AIR team has experienced the freedom to exercise their specialty without the stress of taking on too much. 

Here are a few other examples of how Divisions & Programs play into our strategic thinking and work:

AIR Serenbe

Programming Director Micheal Bettis is piloting project residencies in hopes that we can soon start fundraising to enable regular artist project residencies. He is also reincorporating FILMER, a documentary film series featuring the Focus Fellow artists, into their work─but in a new light, bringing focus solely on the artist. Additionally, the Institute is working to nurture and curate emerging and high-caliber artists in service to the mission and goal of AIR’s programs. Together, we are working to develop a premiere, open, inclusive, and accessible residency program.

TERMINUS

Terminus has created a dance school to accompany their professional company. Because of this, they are now in a position to partner with another organization through their Catalyst program, which offers scholarships for young, BIPOC dancers. This move connects to our goals around connecting communities and making opportunities for Atlanta residents in South Fulton and beyond.

ENVIRONMENT

Within our environment program, we have focused a lot on education this past year leading up to the creation of a native species & butterfly garden. This will give our community a chance to plug in and utilize the knowledge they gained from the education series through hands-on work. 

A.C.E.

We have a history of doing small workshops and residencies. Now, we are in the planning stages to launch a large middle school spoken word contest that allows us to expand our reach and make a larger impact.

PLANNING AND EXECUTION STRUCTURES

To keep the team on track to the overarching goals and to ensure investment, we find it important to do a day-long institute staff planning retreat yearly. We focus on the upcoming year and action plan so that we’re crystal clear on our priorities related to both programming and infrastructure. Staff find it helpful because they are able to brainstorm, collaborate, and unleash their creativity. I believe and have seen that it helps to focus and reinvigorates us allㅡleading to the powerful results shared above.

A NIMBLE AND FLEXIBLE MINDSET

Day to day, when I consider our strategic initiatives, I work on keeping a good balance in my mindset. We have a strong plan that will move us towards our mission and our team is invested in seeing it come to pass. So, it is important for me to keep us on track to those goals. It is also important for me to keep myself and the team open to new opportunities and trends that can push us in a new way. When new ideas come up, we consider them against our short, medium and long-term goals in order to understand how they might work for or against our ultimate aims. The ability to be nimble and flexible is critical to leading a team to success and modeling how to work towards a strategic plan. 

This strategic work is a day-to-day practice balancing act that brings the best out of our entire team. As we stay present to the reality of the moment, we must also stay focused on the goals and act in accordance with the most efficient and logical ways to achieve them. We are proud to be doing this work for the benefit of our small and large communities and welcome the chance to engage with you at many different points along the journey