Savannah Arts Academy

Artistic Action Plan 2014

Julian Jernigan
 Introduction
I have been an employee at the current Savannah Arts Academy since the fall of 2011. I

was honored to become a part of such an established arts institution. I spent the first year

acclimating to the methodologies that had been in effect to the best of my abilities. However,

There were many antiquated modes of operating as well as several loopholes that prohibited

administration from effectively governing all artistic bodies in an effective manner. Currently,

there have been in those three years high turnover in all of the artistic areas. Many departments

are experiencing an out flux of retirees and other teachers who will not be returning. Overall,

there are suddenly a lot of inexperience in all areas of the arts with the exception of

communications and Visual Art.

Savannah Arts Academy has done an excellent job of presenting itself as a performing

arts high school. Most concerts experience moderate success in garnering an audience, with the

exception of the fall musical, and the fashion show Junk 2 Funk. These two components are at

complete capacity making an average of $2,000 per performance. There are currently 55

performances annually in the John T. Varnadoe Auditorium. If filled to capacity, the arts

department would have a budgetary increase to better update their classrooms, equipment, and

facilities as needed.

The major issues that is keeping SAA in the dark on creating a more competent and

successful season is three fold. Primarily, a lack of facilities management has been the largest

issue. There is absolutely no theater management taking place, and no singular authority over

shows and events moving in and out of the theater and its surrounding facilities. It is constantly

left in a shambles that has taken thirty individuals two hours to rectify. Secondly, the lack of
budgetary governance is astounding. Several cases of departments operating well beyond their

means has become second nature as of late. The expectation that the rest of the school may pick

up the financial slack should not be an option. Finally, the lack of organization, specifically basic

deadlines for publicity materials, press releases communications for outreach schools and

marketing skills is an unexplored venue for generating new and loyal patrons beyond the basic

parent/guardian base that the school currently operates on for the majority of productions. Things

cannot continue on their current track.

A resolution for change must be set in motion and then acted upon. There is a golden

opportunity for basic and extensive reform as a whole that may be adapted and disseminated

departmentally. While the effects may be wide reaching and will be met with resistance initially,

it is my goal to streamline all of these processes to eventually give teachers and departments

more of what they need and possibly less of what they think that they want. The schools arts

department’s could be given a chance to financially benefit and retool their entire classrooms and

production studios in order to continue to push the bounds of what they and the entire school is

capable of.
 Initial Action Outline

The following sections roughly outline the five tiered reform plan.(Revisions possible)

I. Budgetary
A. Examination of last three years fiscal reports(each department)
1. Generation of spreadsheet/graph for three year income/ loss statement
2. Generation of spreadsheet/graph for single year income/ loss statement
3. Generation of spreadsheet for per show income/loss statement

B. Examination of Gains
1. Examination of Audience Attendance(Cause and Effect)
a. Survey of Parent, Alumni, Community, and current student
body)
2. Examination of Effectiveness of fundraising from varied approach
a. Singular fundraisers
b. Multiple fundraisers
c. Dissemination of school wide dress down days(planned vs.
emergency)
3. Research and Development for donations and Support Organizations
a. Current (Donors Choose, Kick Starter, etc)
b. Possible Capital campaign
c. Department Based Organizations(cost and benefit)
4. Examination of Expenditures
a. Conformity with district protocol(bid process etc)
b. Longevity(investment vs. Temporary fix)
c. Competitive pricing utilized

C. Creation of Annual Budgeting(Rough Draft)

1. Compartmentalizing Needs(Production, Consumables, Marketing,
Operating, Technology)
2. Determining Budgetary allocation for each
 D. Generation of a per class/department wish list complete with district approved
vendors and quotes
1. Physical Assets (Instruments, Cables Etc)
2. Textbooks Education al Resources
3. Digital Media (Music, Software, Sheet music, Etc. )
4. Technology (Sound Equipment, Video Equipment, Computers Etc.)

E. Generation of a Joint Venture Wish List for Multiple Departments

1. District Based Computer Needs
2. Theater Upgrade Lighting Packages
3. Grant Worthy Ventures for Classroom (E-Splost $200,000 anually for
two more years)
F. Inventory of Current Assets
1. Equipment/Hardware
2. Software/Digital Media
3. Connectors, cables. Etc(Peripherals)
4. Subdivision of current assets
a. Working
b. Needs Upgrade
c. Repair/faulty
i. Onsite
ii. Outsource(estimates included)
iii. Non-fixable
5. Purge/Sell of all Non-Fixable Assets

II. Digital

A. Creation of Departmental Digital Repositories on Google+/Pages

B. Creation of Departmental Digital Repositories on YouTube

C. Creation of Departmental Digital Repositories on Facebook(group splits on a

per department need)

D. Departmental Weebly(Subdivides into Teacher Weebly Pages)

E. Can be Cultivated into School Wide Site

III. Production Value

A. Development of Standard Lighting Plots (To aid in Move In and Out)

1. Base(Neutral)

2. Band

3. Orchestra

4. Chorus/Choir

5. Piano

6. Communication Arts

7. Dance

8. Vis Arts

9. Theater(Per Show Basis)

10. Life Bridge Services

B. Evaluate Annual Programming Information(Subject Based and Selection

Ordering)

C. Generation of Subject Show Based Intro/Intermission/and Post Show Playlists

D. Design and Order School Based and Departmental Based Gobos for pre show

E. Front of House Programming

1. Lobby Décor(Show Base Parent Committee)

2. Live Music?

3. DVD/Computer Presentation

a. Pre-Show: Show Specific Content

b. Intermission: Departmental Based Content

c. Post-Show: School Wide rest of season

F. Production and Marketing

1. Institution of Deadlines

a. Load In/Load Out timelines

b. Marketing Submission Deadlines(Stock or Photo Shoots)

c. Facebook, Weebly, PR, School Show, Local Reviewers, and

Local News Coverage

d. Per show lighting plot and set design

G. Production Educational Overhaul

1. Printing and collating of all Lighting and Sound Equipment User
Manuals in Binders(10 copies)
a. Consoles
b. Instruments
c. Software
d. Cable/Peripherals

2. Spec Info for all equipment

3. Educational resources for all components from board to connector to

Instrument.

4. Educational resources for lighting demos, sound demos, and sound

connectors(mics etc. )
5. Online modules for all equipment in four levels(Intro, Beg, Intermed.
Advanced)
6. Visualizer(Lighting Lab) Specs and help manual available

H. Research and Development in to Merchandising

1. School Wide
2. Departmental
3. School Wide

I. Research and Development into Audience Building

1. Database Development
2. Database Maintenance
3. Brochures(Mailing etc)
IV. Physical Theater Upgrades FOH/BOH

A. Inventory Current Assets(Sound, Light, Gel, Periphery)

B. Create Repair List

C. Purge/Sell All irreparable equipment

D. Security Fortification

1. Booth Deadbolt

2. All racks need secure locks

3. Departmentalize passwords

4. Transfer Admin(Sound)

E. Develop Upgrade/Maintenance Plan for the following

1. Lights

2. Speakers

3. Connectors

4. Rigging (must be certified)

F. Create Fixed Homes for all equipment

1. Audit all current spaces for functionality designation

` a. The Range(Communal Access Required)

i. Inventory
ii. Assess
iii. Purge
iv. Scene and Paint Shop
2. Designate Acceptable practices for all areas

a. As little sawing and Painting as possible on stage

b. Designate Paint Sinks, Drop clothes etc

c. Designated Homes for all Auxiliary Equipment(Piano, Batten

Extenders, etc)

d. Revamp Booth for space, storage, functionality

 e. Revamp Light room to store more equipment efficiently

f.Dressing Rooms Overhaul

G. Front of House Improvements

1. Light Fixture Back Stock(House Lights)

2. Cable and Data Extenders for Center of House Console

3. Balcony/Student Section Overhaul

a. Balcony Work Area

i. Removal of two rows of seats

ii. Redistribute seats to the most faulty areas

iii. Wrangle cables

1. Wall plates for outlets
2. Additional set of handrails to keep audience out
3. Additional lighting mounts on sides
4. Make sure all cable splices are up to code
5. Booth Monitor System
6. CCTV monitors in various staging areas(Performance Hall, Backstage,
and Blackbox)
7. Church Equipment must have a designated home each and every
Sunday

V. Increase in Protocol and Maintenance Checklists

A. Daily Inspection Checklists

B. Weekly Facility Inspections

C. Rental/Usage Agreement including Pre and Post checklists

D. The remainder to be added as agreed upon

 Conclusion
While the entire plan may be considered exhaustive from where the current facilities and

entities are, it is the author’s intent to provide an architectural basis for improvement for all

departments. The steps described are not intended to be completed in one year but over a series

of several. It is hoped that the administration can put together a small committee that can

prioritize the list and edit or add in hopes that in the years/decades to come, our facility will

begin utilizing its strategies and resulting monies to reinvest in our future, as opposed to just

sustaining functionality. It is important to remember that we hope to operate on the same basic

guidelines as a profitable business. The more that we align ourselves with this ultimate goal, the

more we will be able to provide the tools needed to push the bounds of what Arts Specialty

schools are capable of.