About Fleisher

Fleisher's Strategic Plan

• Mission:

  Mission:
  Fleisher is a vibrant community anchor for the arts in Philadelphia that provides affordable and culturally relevant classes, programs and events that serve the broadest possible audience.

  Vision:
  Fleisher’s vision is for a city where all people have abundant access to making and learning about art in shared community, so that everyone has access to a “playground for their soul” as our founder envisioned in 1898.

  Values:

  • Human-Centric: We believe that all individuals can experience vital social, emotional and intellectual growth by exploring artistic expression and that we have an obligation to continually iterate on what “art” and “creativity” mean to be as inclusive and relevant as possible.
    • Advocacy Position: Fleisher will publicly advocate for the obligation of arts organizations to commit to serving a diverse population, for the ongoing interrogation of what “art” means to
      various individuals and communities, and for the rights of individuals to share in these experiences regardless of their economic means, background or artistic experience.
  • Connection: We believe that connecting individuals through shared arts and educational programs has the power to create stronger bonds between people with different lived experiences.
    • Related Advocacy Position: Fleisher will advocate for the right of all people, especially immigrants and those experiencing discrimination and marginalization, to have access to enriching, educational and creative arts experiences throughout their lives.
  • Stronger Communities: We believe that providing creative pursuits has tangible benefits to the economic, educational, social and political realities of all neighborhoods.
    • Related Advocacy Position: Fleisher will publicly advocate for government and philanthropic funding for the arts, public schools, and the resourcing of non-profit peer organizations working in our communities.
  • Start with Collaboration: We believe that our collective impacts for good are amplified when we pursue reciprocal, respectful partnerships with artists and organizations who share our values and have different expertise. We don’t go it alone.
    • Related Advocacy Position: Fleisher will publicly advocate for the right of artists to be included in economic and educational development initiatives in our city and will champion the work of other non-profits seeking to address economic, cultural and political barriers that prevent our
      neighborhoods from thriving.

   

• Goal 1:

  GOAL 1: FOCUS ON IMPACT
  To deliver on its mission and communicate its efficacy to funders, donors, and the wider community, Fleisher Art Memorial will clearly define the impacts it aims to have. Broadly, this involves articulating intended goals for programs, defining target audiences, and implementing methodologies to measure program success and assess audience experiences. Clear understanding of Fleisher’s intentions is critical for mission alignment among staff, creating accountability for needed improvements and adjustments, and making decisions about resource allocations transparently and equitably.

  Objective 1.1: Establish an ongoing practice of developing and reporting on Key Impact Metrics for all audience development and programmatic initiatives that is culturally sensitive, adaptable, and informed by best practices.

  • Tactic 1.1.1: Staff define goals and set program priorities for all initiatives as part of the annual budgeting process, for official Board approval each year.
  • Tactic 1.1.2: Revise strategies for collecting contact information for program participants that aligns with Fleisher’s need to know, communicate with and support its audiences holistically
  • Tactic 1.1.3: Establish intentional relationships with key stakeholders (parents, teaching artists,
    community leaders, counsel etc) with the express purpose of developing processes for gathering feedback in ways that that feel safe, useful and limit liability for both Fleisher and participants
  • Tactic 1.1.4 : Implement processes for assessing qualitative and quantitative feedback from stakeholders on a semi-annual basis within a culture of accountability, sensitivity and openness to mid-course correction and program improvement for the audience experience.

  Objective 2: Communicate impact goals and achievements externally, as part of Fleisher’s brand Tactic.

  • Tactic 1.2.1: Whenever possible, include a Net Promoter Score (NPS) question in evaluation materials or at events to standardize Fleisher’s experiential impact across initiatives; when appropriate, weight Fleisher’s NPS score according to audience development goals.
  • Tactic 1.2.2: Produce an Annual Report that clearly articulates Fleisher’s focus, goals, achievements and priorities and share it actively with all stakeholders, especially current and potential funders.
  • Tactic 1.2.3: Create one-sheet Program Overviews for all core programs that articulate their mission alignment, goals, annual budget and important achievements, to streamline development initiatives.

  Objective 3: Create accountability and transparency around how resources are allocated to individual programs and initiatives.

  • Tactic 1.3.1: Reorganize Board Committee structure to provide direct oversight and understanding of Fleisher’s core programs, classes and community initiatives, to guide growth and investment.
  • Tactic 1.2.1: Include Board representation at Annual Budget presentation to staff to provide broader clarity on Fleisher’s business model, answer questions about how resources are allocated and provide a direct connection between staff and leadership around business risks and growth opportunities.

• Goal 2:

  GOAL 2: HAVE A STABLE, SUSTAINABLE AND EQUITABLE BUSINESS MODEL
  The durability of Fleisher as a component of the larger ecosystem of Philadelphia is central to our work and after a period of significant internal growth, Fleisher must invest in a balanced, strategic commitment to a multi-pronged business model. Fleisher is committed to ongoing investment in its staff and teaching artists, flexibility and creativity in finding new sources of revenue and working toward operational efficiency and independence. As a provider of services to our audiences and as a model for non-profit responsiveness, Fleisher strives for a stable, sustaining business model that specifically enables responsiveness in a changing world.

  Objective 1: Reorganize Fleisher’s administrative team and operating budget to better resource innovation, collaboration and programmatic improvements for all audiences with a direct focus on equity and inclusion.

  • Tactic 2.1.1: Revamp Fleisher’s Membership, Tuition-Free and Tuition Assistance initiatives to create more flexible resources for economically accessible programs and classes, while retaining Fleisher’s ability to generate earned revenue.
  • Tactic 2.1.2: Create an integrated Programs and Audiences department to manage all aspects of programmatic and audience development efforts, regardless of revenue goals, that has a clear Tactic for serving existing and new audiences.
  • Tactic 2.1.3: Pilot a semi-permanent off-site location for Fleisher programming that allows Fleisher to both listen, learn and work with new community members as well as free up space for new initiatives at its South Philly campus
  • Tactic 2.1.4: Invest in staff and teaching artists in ways that develop new professional skills and culturalcompetencies, improving Fleisher’s ability to create an inclusive workforce and campus climate.

  Objective 2: Work toward organizational independence by investing in Fleisher’s capacity to bring financial services, human resources services and investment strategies in-house by 2028.

  • Tactic 2.2.1: Invest in additional staff in Finance, Development and Human Resources departments to increase FAM’s capacity to raise money, maintain its campus, support its growing staff and remain accountable to its diversity, equity and inclusion goals.
  • Tactic 2.2.2: Pursue continued legal independence and financial autonomy in accordance with recommendations from Counsel, to make sure Fleisher’s discrete mission and budget model can operate at the highest level of expertise.
  • Tactic 2.2.3: Cultivate new sources of philanthropic support for Fleisher’s core programs, tuition assistance program and diversified asset fund that ensure long term sustainability.

• Goal 3:

  GOAL 3: OPTIMIZED INFRASTRUCTURE AND SYSTEMS 

  Fleisher’s historic campus is one of its greatest assets as well as a significant challenge. Fleisher’s anchor location on Catharine Street is part of its organizational magic and requires a substantial commitment to sustained maintenance and capital improvements over the next three years, including reconsiderations of safety, accessibility, office efficiency and wayfinding. Fleisher also has virtually no integrated technology systems across departments, presenting an opportunity to improve communication, workflow, collaboration and safety with up front investments in improved hardware and software. 

  Objective 1: Improve internal spaces in both the Catharine and Christian Street buildings to enhance safety, flexibility and equitable campus experiences for more staff and audiences. 

  • Tactic 3.1.1: Create dedicated space on campus for team meetings, human resources conversations, lunch breaks for teaching staff and other needs for gathering as a diverse workforce.
  • Tactic 3.1.2: Reorganize multi-use rooms and multi-employee offices to create a dedicated space for gatherings, programs and conversations for non-enrolled audiences.
  • Tactic 3.2.3: Make investments in security protocols that increase Fleisher’s ability to monitor entry and egress, emergency alarms, parking lot risks and technology breaches in ways that balance protection and privacy.

  Objective 2: Complete Multi-Year Capital Improvement Plan with the Fleisher Trust with timelines and budget implications for maintaining the campus through 2035. 

  • Tactic 3.2.1: Plan for and execute major repairs to Catharine Street buildings.
  • Tactic 3.2.2: Complete assessment and planning for Christian St building to secure a safe, useful future for that piece of property.

  Objective 3: Replace silo’d technology systems and software with more integration. 

  • Tactic 3.3.1: Invest in room booking and campus management software to better manage Fleisher’s dense calendar of classes, programs, meetings and exhibitions in ways that make space for a diverse set of needs and priorities.
  • Tactic 3.3.2: Pursue software solutions for internal management of finances, course registration, development relationships, communication strategies and measuring impact.

  Objective 4: Improve Fleisher’s ability to use The Sanctuary as a key gathering space for a wide variety of audiences while minimizing the impact of its flexibility on day to day operations. 

  • Tactic 4.3.1: Audit Fleisher’s audio visual capabilities and invest in a semi-permanent system that meets the needs of both internal and external stakeholders – programs and event rentals – while allowing the space to continue to be used flexibly.
  • Tactic 4.3.2: Explore funding opportunities for artists to reconsider the works on view in the transepts and create vibrant new imagery celebrating both Fleisher’s history and contemporary values.
  • Tactic 4.3.3: Clearly articulate how and when Fleisher uses The Sanctuary in service of community partnerships and create a decision-making structure or formal agreements that create transparency and celebration around those collaborations.

• Goal 4:

  GOAL 4: BE A VIBRANTLY DIVERSE ARTS CAMPUS 

  For 127 years, Fleisher has served a broad audience by addressing barriers to access to the arts in evolving ways. While the tactics in addressing access barriers need to evolve as the culture does, Fleisher remains committed to addressing economic need as an essential part of its service model, addressing the challenges of serving vulnerable populations with intention, and using art to strengthen community bonds. With that invitation to all to participate, however, Fleisher must also critically examine both how it supports staff in creating experiences that bring people together in spite of their differences and also how it communicates publicly about the complex, diverse and vibrant communities it serves. 

  Objective 1: Pursue accountability for Fleisher’s enduring commitments to serving a diverse population, maintaining a unique and inclusive campus, and providing economic access to the arts for audiences who need it. 

  • Tactic 4.1.1: Increase investment in Human Resources ability to support a diverse workforce, recommend policy changes that focus on equity, and manage a campus culture that celebrates the contributions of everyone in new ways.
  • Tactic 4.1.2: Embed goals around respect, inclusivity and cultural competency into staff performance reviews and goal setting, to ensure all team members understand how their work forwards Fleisher’s mission and values.
  • Tactic 4.1.3: Actively commit to continue programming that serves vulnerable stakeholders in our community, including immigrants, neurodivergent students and audiences of color, and solicit feedback from those audiences to improve campus culture.

  Objective 2: Communicate strategically and broadly about all the opportunities available to public audiences and create clearer pathways for moving between experiences that work toward deep, sustained engagement 

  • Tactic 4.2.1: Develop long-term communications strategy that publicly acknowledges Fleisher’s strategic partnerships and champions their work, advocates around issues connected to its value statements and provides regular, internal updates to staff on Fleisher’s goals, impacts and achievements.
  • Tactic 4.2.2: Create clear brand for public programming (non-classes) at Fleisher that invites larger and new audiences into shared experiences together.
  • Tactic 4.2.3: Create evergreen materials capable of introducing new audiences to Fleisher’s brand regardless of season or demographics.
  • Tactic 4.2.4: Complete audit and updates to Fleisher website with the goal of better celebrating all Fleisher initiatives, improving accessibility, creating easier pathways for registration and constituent management, and improving the ability of donors to donate.