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*SAMPLE* Activity Assessment Results Summary

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Used Dotmocracy on many different strategy points to asses board's priorities.

Used Dotmocracy on many different strategy points to asses board's priorities.


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  • 1. Top 20 (Strong Disagreement 0 - 4 Strong Agreement) Avg. Be the catalyst in collaborative community music/recording projects and activities. 4 Host local songwriters and musicians for workshops and skill demonstration. 4 Organize and run a membership organization for local artists that provides performance and networking opportunities, access to practice space and discounts on CRF services. 4 Use music to facilitate diversity training. 4 Document and provide proof of social and financial gain. 3.86 Get groupies for organization, especially the board. 3.86 Grow locally as an organization. 3.86 Use music and events to ACTIVELY ADDRESS communication issues in the community. 3.86 Consult nonprofit and business on conflict management, team building, creativity, and etc. through the arts. 3.83 Incorporate CRF as a core component of Ypsi marketing. 3.8 Attract DONORS to fund our activities and services. 3.71 Is a leader in assessing and consulting on community music environments. 3.71 Ownership of organization is shared. 3.71 Utilize Facebook and other social networking tools to provide up-to-the-minute data on local arts events. 3.71 Seek investors looking to support the organization. 3.71 Spur creativity, newness, and evolvement in music groups and communities. 3.6 Plan networking events that connect local artists. 3.57 Attract INVESTORS to fund our activities and services. 3.57
  • 2. Hold family music parties, like the Backyard Bash, that give that neighborhood and family community members the chance to perform. 3.57 Provide a mentoring program that connects adults to youth through music/ artistic programs and activities. 3.57 Tie into local businesses and youth-serving orgs, including schools, to brand ourselves as people who work WITH the community. We are where the people are. 3.57 Bottom 20, worst first (Strong Disagreement 0 - 4 Strong Agreement) Avg. All services are provided at or below market prices. 0.71 Constantly begging for money and financial support to support the organization. 0.86 Use loans/debt to grow the organization. 1 We license our music to be shared freely, without restriction. 1 Operate with absolute freedom in shaping management and control of organization, no restrictions on structure. 1.29 Board of directors serve as management and control of organization. 1.29 Grants are used primarily for operational costs. 1.29 Serve as an agent to local artists, managing local talent. 1.29 Publish a “Local Music Guide” 1.33 Prefer large arts and foundation grants. 1.33 Investment is our primary source of funding but expectations of financial growth conflict with social mission. 1.43 Distribute our music locally only. 1.43 Focus on selling a product and packaging marketable services. 1.57 Booking the musical entertainment at AS MANY community events as possible. 1.57 Creating documentaries of partner organizationsʼ events. 1.57
  • 3. CRF owns all created music and is the sole profiteer. 1.57 Regularly book artists to local music venues. 1.6 Depend on grants, donations, and capital campaigns for growth. 1.71 Grants and donations are our primary source of funding but restrict our activities and services. 1.71 Operate under an established and proven structure that is socially understood and accepted. 1.71 Ticket sales to concerts and events are a large part of revenue. 1.71 Plan music recitals in neighborhood homes. 1.71 Highest points of contention (Higer STDEV more “disagreement”) STDEV Booking the musical entertainment at AS MANY community events as possible. 1.8127 Create an online community space to connect local artists with each other (for collaborations, etc) and potential customers. Like a craigslist for local musicians. 1.6762 Provide a “old boys/girls club” for business leaders that gives them a stage and audience and chance to network. 1.5 Operate with absolute freedom in shaping management and control of organization, no restrictions on structure. 1.3801 Board of directors have a financial responsibility of organization. 1.3801 Publish a “Local Music Guide” 1.3663 Grow globally as an organization. 1.2724 Facilitate sponsorship of local bands via business, families, and other sources. 1.215 Travel to conferences and events around the world to proselytize about our model/work. 1.1547 Run seminars on how to include musicality in peoplesʼ lives. 1.1339
  • 4. Use a “robin hood” model for pricing our services. 1.1339 Have a BROADCAST RADIO show on a local station. 1.1339 Provide a music education and matching service where we help individuals discover new music and groups that fit their interests. 1.1339 Serve as an agent to local artists, managing local talent. 1.1127 Host and plan open mics showcasing diverse groups, skills, and range of artists. 1.1127 Facilitate creativity and teamwork training as a service to any group, business, or organization. 1.1127 All music is available through an online store and gives local musicians the opportunity to post their own work. 1.1127 Depend on grants, donations, and capital campaigns for growth. 1.1127 Serve as consultants to train staff of organizations in our areas of expertise. 1.0954 Focus on creative online marketing/distribution of music and creative products to the widest audience possible. 1.069 (Strong Disagreement 0 - 4 Strong Agreement) Avg w amy Attract DONORS to fund our activities and services. 3.714285714 3.625 Attract INVESTORS to fund our activities and services. 3.571428571 3.625 Board of directors gain financially from growth of organization. 1.857142857 1.875 Board of directors have a financial responsibility of organization. 2.714285714 2.75 Board of directors serve as management and control of organization. 1.285714286 1.375 Staff and board members NEED be active leaders in other community organizations and activities. 3 3
  • 5. Staff, board members, and CRF “members” REGULARLY attend and CRF PLANS conferences relating to our goals and mission. 3.285714286 3.25 Constantly begging for money and financial support to support the organization. 0.857142857 1 Constantly pitching and defending a business model and our ability to do social good. 2.857142857 2.875 Distribute our music around the world. 3.285714286 3.125 Distribute our music locally only. 1.428571429 1.625 Document and provide proof of social and financial gain. 3.857142857 3.875 Document and provide proof that our activities and all spending meets our social mission. 3.142857143 3.125 Grow globally as an organization. 2.571428571 2.571428571 Grow locally as an organization. 3.857142857 3.875 Grants and donations are our primary source of funding but restrict our activities and services. 1.714285714 1.625 Investment is our primary source of funding but expectations of financial growth conflict with social mission. 1.428571429 1.5 Operate under an established and proven structure that is socially understood and accepted. 1.714285714 1.625 Operate with absolute freedom in shaping management and control of organization, no restrictions on structure. 1.285714286 1.25 Prefer large arts and foundation grants. 1.333333333 1.428571429 Prefer small grants and funding. 1.857142857 1.875 Songwriting programs are provided to community centers. 3.142857143 3.25
  • 6. Songwriting programs are provided to corporations. 3.285714286 3.375 Use a “robin hood” model for pricing our services. 2.428571429 2.5 Use ability to charge higher prices with increased demand or ability to pay. 3.142857143 3.125 All services are provided at or below market prices. 0.714285714 0.625 Provide FREE recording services to those who cannot afford it. 3 3 Our community partnerships include pro-bono consulting services where EFFORT EXCEEDS VALUE but still meets the mission. 2.285714286 2.25 Focus on selling a product and packaging marketable services. 1.571428571 1.5 We license our music to be shared freely, without restriction. 1 1.125 All licensed material can be shared freely with credit, appropriate use, and only for noncommercial purposes. 2.833333333 3 CRF owns all created music and is the sole profiteer. 1.571428571 1.625 Depend on financial planning for growth. 3.285714286 3.375 Depend on grants, donations, and capital campaigns for growth. 1.714285714 1.625 Based on research and proven best practices we have SPECIFIC requirements to define our community partnerships and the partnerships we facilitate. 2.857142857 2.875 Creating documentaries of partner organizationsʼ events. 1.571428571 1.625 Do exposeʼ events/fundraisers to highlight our own artists and partners. 3.285714286 3.25
  • 7. Our community partnerships include pro-bono consulting services where EFFORT EXCEEDS VALUE but still meets the mission. 2.285714286 2.25 Spend significant time developing partnerships between organizations and to facilitate the relationships between them. 2.714285714 2.75 Focus on creative online marketing/distribution of music and creative products to the widest audience possible. 2.857142857 2.625 Focus on selling a product and packaging marketable services. 1.571428571 1.5 Incorporate CRF as a core component of Ypsi marketing. 3.8 3.666666667 Viral marketing helps brand the local community as a music mecca. 3.428571429 3.25 Focus on branding, especially using social web (Facebook, Twitter, etc) to expose our social mission and services and establish ourselves as an expert in our field. 3.285714286 3.375 Top 15 Activities Avg Be the catalyst in collaborative community music/recording projects and activities. 4 Host local songwriters and musicians for workshops and skill demonstration. 4 Organize and run a membership organization for local artists that provides performance and networking opportunities, access to practice space and discounts on CRF services. 4 Use music to facilitate diversity training. 4 Get groupies for organization, especially the board. 3.86 Use music and events to ACTIVELY ADDRESS communication issues in the community. 3.86 Consult nonprofit and business on conflict management, team building, creativity, and etc. through the arts. 3.83
  • 8. Incorporate CRF as a core component of Ypsi marketing. 3.8 Is a leader in assessing and consulting on community music environments. 3.71 Utilize Facebook and other social networking tools to provide up-to-the-minute data on local arts events. 3.71 Hold family music parties, like the Backyard Bash, that give that neighborhood and family community members the chance to perform. 3.57 Plan networking events that connect local artists. 3.57 Provide a mentoring program that connects adults to youth through music/ artistic programs and activities. 3.57 Build bridges between volunteers and their place of work with like-minded organizations. 3.5 After school songwriting programs designed to create, produce, perform, and distribute original music of students. 3.43 Have studio opening party 3.43 Train and provide internships on sound, recording, and finishing. 3.43 Viral marketing helps brand the local community as a music mecca. 3.43 Top 15 Operational Statements/Values “How we do” Avg Document and provide proof of social and financial gain. 3.86 Grow locally as an organization. 3.86 Attract DONORS to fund our activities and services. 3.71 Ownership of organization is shared. 3.71 Seek investors looking to support the organization. 3.71 Spur creativity, newness, and evolvement in music groups and communities. 3.6 Attract INVESTORS to fund our activities and services. 3.57 Tie into local businesses and youth-serving orgs, including schools, to brand ourselves as people who work WITH the community. We are where the people are. 3.57 We blaze a new trail on all levels of how the organization is run and set-up. 3.43
  • 9. Depend on financial planning for growth. 3.29 Distribute our music around the world. 3.29 Research and pick art that matches trend on a “hyper-local” level. 3.25 Document and provide proof that our activities and all spending meets our social mission. 3.14 Use ability to charge higher prices with increased demand or ability to pay. 3.14 Group or youth recording activities require and ACT ON (fundraiser, community service, awareness bringing performance) positive messages or themes. 3 Provide FREE recording services to those who cannot afford it. 3 Highest points of operational contention STDEV Operate with absolute freedom in shaping management and control of organization, no restrictions on structure. 1.3801 Board of directors have a financial responsibility of organization. 1.3801 Grow globally as an organization. 1.2724 Use a “robin hood” model for pricing our services. 1.1339 Depend on grants, donations, and capital campaigns for growth. 1.1127 Highest points of activity contention STDEV Booking the musical entertainment at AS MANY community events as possible. 1.8127 Create an online community space to connect local artists with each other (for collaborations, etc) and potential customers. Like a craigslist for local musicians. 1.6762 Provide a “old boys/girls club” for business leaders that gives them a stage and audience and chance to network. 1.5 Publish a “Local Music Guide” 1.3663 Facilitate sponsorship of local bands via business, families, and other sources. 1.215