MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET CAPITAL CAPACITY
MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET FLEXIBILITY
61% in 2010 1
Fewer General Operating opportunities 2
43% down to 28% 3
Uniqueness of product 4
For Arts Organizations, we are really challenged with trying to communicate the value of Art…we need to demonstrate the ability of art to develop new ways of problem solving, and creative thinking.
MISSING LINKS LEADERSHIP TRAINING NEW BUSINESS MODELS AUDIENCE KEYS TO SUCCESS
16 Taproot Grantees
Examined Key Issues
Worked with the Positive Deviance Model
A METHODOLOGY FOR UNDERSTANDING SUCCESS
In every community there are certain individuals or groups whose uncommon behaviors and strategies enable them to find better solutions to problems than their peers, while having access to the same resources and facing similar or worse challenges.
Positive Deviance Initiative
POSITIVE DEVIANCE Solutions to seemingly intractable problems already exist They have been discovered by members of the community Succeed in spite of the obstacles and constraints shared by their community
AMPLIFICATION IDENTIFY DEVIANTS NEW PRACTICES PRACTICE NEW BEHAVIOR
HISTORY WITH PRO BONO COACHING BOARD PRO BONO MARKET RESEARCH STRATEGIC PLANNING LEADERSHIP CAPITAL STRATEGY PRICING
RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD MARKETING MARKET RESEARCH HUMAN CAPITAL MARKETING HUMAN CAPITAL
Consistently examine audience needs 1
Adopting Social Media to Counteract Digital Competition
“ We know what we do and we communicate it well…It is important to be clean and focused on what you are doing and work with that”
- Nonprofit Respondent
HUMAN CAPITAL: BOARDS
Board network and net worth are interchangeable
Board of “Friends” transition
Passion vs. Skill
“ The greatest problem has always been the very important members of the [community] should have served on our board were engaged in other things or other theatrical activities.”
The best thing we can know is who is on the board of foundations, [and] who controls corporate sponsorship, because [our Board] is always willing to help us.
Two new people can change an entire board
They are well suited to govern…but I do think what they’re going to need is a solid strategic planning session…I don’t know what would be better
HUMAN CAPITAL: VOLUNTEERS
Return on Investment
Conflicts with Unions and Service Enterprise
“ Because I manage in a Union environment, I have to be very careful about the perception that volunteers are taking over employee’s positions or roles. However, I do agree that we could have volunteers take on more responsibilities.”
There is not a lot of commitment…the work that makes them useful is almost not as much as the work you get out of them.
We are much more comfortable with our professional staff delivering our programs. The best thing a volunteer can do is write a check and reach out to friends so they can pay the professionals.
MANAGEMENT DISSONANCE THAT SPARKS CHANGE
Use consultants wisely
Over 60% of respondents have received technical assistance outside of Taproot’s Service Grant Program
HUMAN CAPITAL: LEADERSHIP
Peer Learning Environments
“ I am less interested in going to networking events and participating in awards…put us in a learning environment of our peers to create a network of leaders”
In our case, we don’t have money to pay for consultants so we try hard to reach out to organizations who will speak [with] us. I think people are willing
We have meetings with other boards to see how they can guide or teach us a little more on how to do things strategically
The future is about partnerships. What’s complicated is how do arts organizations and artists carve a role out for themselves in partnerships. There’s always some “ickyness” to blending that individualistic and inspired front of ideas into what can be a more defined outcome-oriented, entrepreneurial model.
HUMAN CAPITAL: VOLUNTEERS
Cohorts of 20 dedicated volunteers in 5 different areas.
Actors Double as Program Support Volunteers
Supervised by Board and Staff
53% of respondents use volunteers to accomplish their strategic goals
We rely on them quite heavily. The volunteers take ownership of the place.
POST-PRO BONO TOOLS Recruiting New Board Members Manage Strategic Plan Post-Project Pro Bono “Snacks” Training
More mentorship is needed, not peer to peer, but big institutions helping smaller organizations…People desperately yearn for that
PEER NETWORKS PRO BONO ARTS COUNCIL SPREAD ETHIC SHARE LEARNING INSPIRE LEADERS RAISE AWARENESS
Give grants in cohorts
Supports peer-to-peer Learning
Creates opportunities for partnerships
While the grant itself was obviously of great value, the technical assistance and the opportunity to share information and experiences with peers contributed to the success of the initiative
Jane Culbert, Marc Goldring, Dr. Thomas Wolf, An Evaluation of the Mid-Sized Presenting Organizations Initiative for the Nonprofit Finance Fund, December 2010
FOUNDATION AND CORPORATE SUPPORT
Prepare nonprofits for capacity building
Generate awareness around pro bono
Reward nonprofits utilizing Service Enterprise structure
Create more opportunities for communal learning.
Corporations can adopt groups of arts organizations to provide a range of pro bono support