Following over a year of working together to conduct research, analysis and forecasting, including a Board/staff retreat, a survey of 29 stakeholders, and a follow-up review of the initial draft, Clarion Alley Mural Project (CAMP) is pleased to present our 3-Year Strategic Plan FY19 – FY21. This work represents CAMP’s first effort to develop a Strategic Plan for the organization to use as a guide during this critical period of growth and change for the organization as it addresses a shifting culture and climate in the Bay Area and beyond. The process was a great opportunity to reflect on the past 27 years of operations since CAMP was founded in 1992 by a volunteer collective of six North Mission residents to support and produce socially engaged and aesthetically innovative public art as a grassroots community-based, artist-run organization in San Francisco. As you read through this Plan, we believe you’ll share our enthusiasm for the blueprint we’ve drafted to guide CAMP over the next three years.
An Organizational Overview of CAMP was initially drafted to provide a baseline of where the organization stood prior to the planning process in relation to the landscape it resides, its constituency, and greater community trends and impacts. Qualitative data to assess CAMP’s position in 2018 included: 1) Extensive review of CAMP’s archived/historical materials; and 2) In depth interviews with 29 stakeholders who represent: CAMP Board members, CAMP co-founders, CAMP artists, CAMP organizers, journalists/writers, legal counsel, community partners, community businesses, government officials, administrators and programmers with San Francisco arts institutions (Asian Art Museum, de Young Museum, Intersection for the Arts, Precita Eyes Murals, ATA, Art Forces, Roxie Theater, Museum of Craft and Design). Quantitative Data used CAMP’s 2015 survey of visitors to Clarion Alley and yearly financial statements. Demographic information was gathered through research papers census reports, and news sources. Additionally, data from travel websites was reviewed to help provide a better understanding of how CAMP is perceived by tourists, who make up a large percent of its audience.
Read CAMP’s Organization Overview 2018 here:
3-YEAR STRATEGIC CAPACITY BUILDING PLAN FYE 19 – FYE 21
The ultimate goal of CAMP’s strategic planning process was to lay a foundation for the organization’s long-term programming, financial sustainability, and capacity in conjunction with the growing needs of its stakeholders and communities. The process was a great opportunity to reflect on the past 27 years of operations since CAMP was founded in 1992 by a volunteer collective of six North Mission residents to support and produce socially engaged and aesthetically innovative public art as a grassroots community-based, artist-run organization in San Francisco.
Through a thoughtful and inclusive approach that included in-depth interviews with 29 stakeholders and a day-long Board retreat, participants collectively developed a feasible plan for the next phase of the organization’s path. Passionate and deeply committed to CAMP’s work and its importance to the community, participants described the retreats and work together with warmth and enthusiasm as an opportunity to clearly identify CAMP’s priorities and how to achieve these.
The planning approach used Real-Time Strategic Planning as a basic framework to help assess CAMP’s programs, operations, and structure, while also informing the organization on the direction that will result in achieving long-term tangible impacts and financial health. The planning methodology is nimble allowing plans to easily be revised and updated.
 David La Piana, The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World (St. Paul, Minnesota: Fieldstone Alliance, 2008).
The Primary Goals of CAMP Over The Next Three Years Are:
- Remain committed to a community-based social justice agenda that offers weight, voice, and support to the communities CAMP serves: The objective is to ensure CAMP’s programs/services are participant-driven and guided by ongoing input and feedback from stakeholders. The anticipated outcome is that CAMP’s programs/services are for the community, by the community, and of the community.
- Strengthen CAMP’s Infrastructure: The objective is to ensure the sustainability and effectiveness of the organization. The anticipated outcome of this work is that CAMP will have solid human resources, financial resources, and structure in place to support the organization’s programming and ability to fulfill its mission.
- Build the Capacity of CAMP to Best Support, Sustain, and Build on Current Programs and Services: The objective is to meet the increasing needs of the communities CAMP serves. The anticipated outcome is that CAMP will continue to be a commons where culture and dignity speak louder than the free-market capitalist rules of private property or a lifestyle that puts profit before compassion, respect, and social justice.
- Launch and/or support the expansion of an existing Community Ambassadorship Program: The objective is to help serve the increasing numbers and needs of the communities CAMP serves. The anticipated outcome is that CAMP will expand its capacity to be a commons where culture and dignity speak louder than the free-market capitalist rules of private property or a lifestyle that puts profit before compassion, respect, and social justice.
- To Continue to Build an Active, Diverse, and Informed Governing Board of Directors: The objective is to maintain a solid foundation of knowledge and leadership with a clear sense of responsibilities and expectations. The anticipated outcome is that CAMP will sustain a solid, active Board that is fully committed and invested in all key areas of the organization.
- Maintain Financial Stability and Expand CAMP’s Operating Budget to Meet the Organization’s Capacity-Building Needs: The objective is to create a solid foundation for financial stability. The anticipated outcome is that CAMP will have the ability to fully support its infrastructure and its increasing capacity needs to fulfill its mission.
- Increase CAMP’s Visibility: The objective is to develop tailored strategies to educate and inform various stakeholders (e.g. existing and potential audiences, community partners, funders, policy makers, academics, and the general public) of CAMP’s work. The anticipated outcome is that CAMP will successfully reach targeted communities and new audiences to fulfill its mission and vision.
- Work Collaboratively with Community Partners: The objective is to collectively share best practices, successes, and challenges, support one another’s work, and to support and produce socially engaged and aesthetically innovative public art. The anticipated outcome is that CAMP will have greater community capital and resources to fulfill its mission.
Read CAMP’s 3-YEAR STRATEGIC CAPACITY BUILDING PLAN FYE 19 – FYE 21 here:
THANK YOU FOR YOUR SUPPORT AS CAMP MOVES INTO A NEW ERA OF ADDRESSING THE NEEDS OF OUR COMMUNITIES AND OUR ORGANIZATION!