Rapid City Arts Council
We are 7 staff, 15 board, educators, volunteers, artists, members, donors and people like you.
The Rapid City Arts Council (RCAC) is a non-profit 501(c)3 organization that manages the Dahl Arts Center under contract by the City of Rapid City. We are one of the oldest and most respected arts councils in South Dakota, incorporated in 1968.
Our mission is to champion inclusive, innovative, and inspired arts opportunities to enrich the communities we serve.
The Rapid City Arts Council brings art and people together to inspire creativity and innovation and to encourage diversity through dynamic partnerships that strengthen the communities we serve.
As responsible leaders, we carry out our mission through visual arts, performing arts and arts education programs, and by supporting artists and arts organizations in the community. In addition, through a public-private partnership with the City of Rapid City, we provide artistic and cultural development for the community, and manage the Dahl Arts Center.
Our vision is to lead the communities we serve in the creation, accessibility, and understanding
of the arts.
Accessible, Collaborative, Inclusive, Innovative, Inspirational, Responsible
Strategic Plan Goals & Objectives | 2016 - 2019
GOAL I: EXCELLENCE IN PROGRAMMING - Create and sustain diverse, innovative, and relevant programming in the visual arts, performing arts, and arts education to engage the communities we serve through collaborative efforts.
Strategic Objective 1.1: Visual Arts - Showcase the work of professional and emerging artists, both regional and contemporary, as well as community exhibits.
1.1-1. Include guest curators
1.1-2. Expand interpretation in galleries and Cyclorama, including technology and children’s components
1.1-3. Increase focus on culturally diverse artists and niche exhibits to encourage greater participation
1.1-4. Strengthen Emerging Visual Arts program through advocacy, outreach and increased funding
1.1-5. Increase funding support for exhibits and exhibiting artists
1.1-6. Expand efforts in soliciting the work of national and international artists
Strategic Objective 1.2: Performing Arts - Provide venues and opportunities for professional and emerging performing artists.
1.2-1. Continue and increase efforts to showcase quality regional and national acts
1.2-2. Develop summer cultural event to engage community and visitors
1.2-3. Strengthen and increase focus on spoken word and literary events
Strategic Objective 1.3: Arts Education - Offer accessible and affordable arts classes for people of all ages and abilities.
1.3-1 Expand adult and specialty classes with skilled instructors
1.3-2. Enhance teachers’ professional image and maintain website bios and artwork samples
1.3-3. Initiate and develop cutting edge art programs and learning experiences to include technology in the new Jim & Mary Scull ArtLab spaces
1.3-4. Deepen strategic partnerships with K-12 and higher educational institutions
Strategic Objective 1.4: Community Initiatives - Lead and assist in the implementation of community initiatives including Cultural Plan, Arts and Economic Prosperity, and other collaborative opportunities.
1.4-1. Finalize the Rapid City Cultural Plan and advocate for its adoption by the Rapid City Common Council for inclusion in Rapid City’s Comprehensive Plan
1.4-2. Facilitate Black Hills Region portion of the national Arts & Economic Prosperity Study V in partnership with Americans for the Arts
1.4-3. Analyze, utilize, and market findings from the Rapid City Cultural Plan and national Arts & Economic Prosperity Study V.
1.4-4. Develop and sustain Art Alley as an artistic community resource
1.4-5. Actively pursue and be responsive to community partnerships in the arts
1.4-6. Initiate capital campaign for southern and eastern outdoor living classroom and garden spaces.
GOAL II: BOARD MEMBER, STAFF, AND VOLUNTEER DEVELOPMENT - Strengthen and support the professional development of board members, staff, and volunteers to increase our effectiveness in advancing the RCAC Mission.
Strategic Objective 2.1: Board Development - Provide mechanisms for securing highly qualified and energetic new RCAC board members and enhancing the knowledge and expertise of all board members.
2.1-1. Provide orientation for new board members using standardized topic menu
2.1-2. Provide existing board members with annual review of board best practices and conduct annual self-assessment
2.1-3. Standardize leadership succession planning
2.1-4. Develop a professional matrix to identify board assets and needs
Strategic Objective 2.2: Staff Development - Provide mechanisms for securing well-qualified new RCAC staff and enhancing the knowledge and expertise of all staff.
2.2-1. Conduct annual evaluations and review Employee Handbook
2.2-2. Provide training opportunities to enhance professional qualifications
2.2-3. Review, clarify, and update all job descriptions
Strategic Objective 2.3: Volunteer Development - Provide mechanisms for securing qualified volunteers and enhancing the knowledge and expertise of all volunteers.
2.3-1. Review and/or update Volunteer Handbook and job descriptions
2.3-2. Formalize volunteer recruitment and training procedures
GOAL III: MARKETING AND FUNDRAISING - Develop and strengthen our brand to enhance our relationships with stakeholders and to achieve visibility, viability, and sustainability.
Strategic Objective 3.1: Marketing and Branding - Expand RCAC advertising and marketing to increase public awareness and support of RCAC programs, services, and community collaborations.
3.1-1. Expand messaging and marketing of RCAC programming and services
3.1-2. Increase funding support for new advertising and marketing strategies
3.1-3 Continue to distinguish connections and differences among the RCAC, the Dahl Arts Center and Arts Rapid City
3.1-4. Organize and celebrate the 50th Anniversary of the RCAC
Strategic Objective 3.2: Fundraising and Earned Revenues - Expand RCAC fundraising initiatives, donor relationships, and income from rentals, the gift shop, and grant writing.
3.2-1. Continue to develop and strengthen relationships with existing donors and sponsors
3.2-2. Develop strategies to increase ticket sales and class registrations
3.2-3. Market venue rental availabilities, including commercial, mission and educational spaces
3.2-4. Increase Gift Shop, artwork and concession sales
3.2.-5. Expand grant income to support collaborative and community initiatives and current programming
Strategic Objective 3.3: Sustainability - Secure RCAC viability.
3.3-1. Improve existing and develop new strategies to increase and recognize membership
3.3-2. Improve and expand a planned giving strategy
3.3-3. Start and grow an endowment fund for operations and continue to grow existing funds
3.3-4. Endeavor to maintain 100% occupancy tenant/office spaces
3.3-5. Continue to develop and strengthen relationships with existing legacy donors, local/state/regional/national agencies
3.3-6. Develop a windfall policy
3.3-7. Secure and maintain a proper level of maintenance funding for the Dahl Arts Center
GOAL IV: ACCREDITATION - Achieve and maintain accreditation to earn external validation and national recognition of our historical mission and our institutional foundation.
Strategic Objective 4.1: Pass the American Alliance of Museum Core Document Review Process
4.1-1. Submit completed Strategic Plan to AAM
4.1-2. Revise core documents as directed by AAM
Strategic Objective 4.2: Achieve Accreditation
4.2-1. Complete and submit application with AAM guidance
4.2-2. Host site visit by museum professionals and make adjustments as advised
4.2-3. Encourage community involvement to foster ownership
4.2-4. Celebrate achievement with all stakeholders
Strategic Objective 4.3: Establish and Maintain Awareness of Accreditation Standards
4.3-1. Make copies of National Standards and Best Practices for US Museums available to all staff and board
4.3-2. Make copies of National Standards and Best Practices for US Museums available to all new hires and include in board orientation packet
4.3-3. Help employees recognize importance of connecting every day practices to AAM standards