2012 09 27 learning sessions #3
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2012 09 27 learning sessions #3

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The mission of the Capacity Building Initiative is to invest, impact, and inform the administrative capacity of arts organizations toward artistic excellence. Offered by Houston Arts Alliance, the ...

The mission of the Capacity Building Initiative is to invest, impact, and inform the administrative capacity of arts organizations toward artistic excellence. Offered by Houston Arts Alliance, the Initiative offers 4 program areas: Pre-Incubator, Incubator, Accelerator, and Sustainability Programs. Learning Sessions provide recent grantees the opportunity to share their best practices and lessons learned as they leveraged HAA's financial investment into their organizational capacity.

For more information, go to our website at www.houstonartsalliance.com .

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2012 09 27 learning sessions #3 2012 09 27 learning sessions #3 Presentation Transcript

  • Brazilian Arts FoundationIncubator Class of 2013 Capacity Building Initiative Program Overview
  • FreneticoreIncubator Class of 2013 To invest, impact, and inform the administrative capacity of arts organizations toward artistic excellence.
  • INVESTProvide specialized support towards an organization’s infrastructure. FINANCIAL BOARD RESOURCES GOVERNANCE ADMINISTRATIVE STAFF SYSTEMS MANAGEMENT View slide
  • Sustainability Accelerator Incubator Pre-Incubator View slide
  • Nonprofit Lifecycles: Stage-Based Wisdom for NonProfit Capacity Dr. Susan Kenny Stevens
  • The Initiative at-a-glance PROGRAM: Pre-Incubator Incubator Accelerator Sustainability Develop orgs from Incubate orgs from Accelerate orgs from Sustain mature orgs through Goal idea to start-up start-up to growth growth to maturity decline & turnaroundPartnership Term 12 months 36 months 12 months 12 months Limited awards of $15,000/year Up to Up to Investment $5000 - $7500 for three years $10,000 - $20,000 $20,000 Client residency, Caapcity funding for Capacity funding for Management services & management multiyear strategic Services capacity funding services, & capacity planning or multiyear strategic planning or implementation funding implementationClient budget size $10K - $75K $75K - $200K $100K - $750K $750K+ Client staff size 0 – 1 FTE 0.5 – 2 FTE 2 – 4 FTE Staff > 3 FTE(Full Time Equivalent) Class of 2013 Class of 2013 Class of 2012 Art Cars of Houston Brazilian Arts ArtBridge Class of 2012 Aperio Foundation HITS Theatre BooTown Aurora Picture Show The Back Porch Players Classical Theatre Houston Center for 25 Houston Blues Museum Company Hope Stone Inc. Contemporary Craft Horse Head Theatre Company Current KASH Dance Source Houston Center for MECA Beneficiaries Lone Star Lyric Theatre Festival Houston Photography Mildred’s Umbrella NobleMotion Dance Freneticore Voices Breaking Stark Naked Theatre Company Boundaries WindSync InterActive Theatre Company Accepting new November 2012 May 2013 May 2013 May 2013 Applications
  • Capacity Building Initiative Business Grants Volunteers Program for the Arts strengthen our beneficiaries Arts Power to Database Give Program Patron ManagerPhoto courtesy of Voices Breaking BoundariesIncubator Class of 2011
  • Capacity Building Initiative Workshop: Have no Fear! Taking the “Scary” out of Marketing Plans With Monica Rhodes President of Manifest CreativeFriday, October 19, 2012 | 9:00am – 11:30am | Houston Arts Alliance Register now at: http://cbi-workshop1.eventbrite.com 8
  • Beneficiary:Insert photo 1 Grant Term: 04/2011 – 03/2012 Contact: Rachel Blackney Interim Executive Director blackney@aurorapictureshow.org 713-868-2101 www.aurorapictureshow.org. Photo: Orbit Films in Mandell Park, April, 2011 Accelerator Program – Phase I
  • Mission and Vision MISSION Aurora Picture Show is a non-profit micro-cinema that presents artist-made, non-commercial film and video. We are dedicated to expanding the cinematic experience and promoting the understanding and appreciation of moving image art. VISION Aurora is committed to maintaining a vanguard perspective and strengthening our position as a nationally recognized "go to" organization for the latest in moving image art. Showing at Aurora is on the top-10 life time achievement wish list of every film and video artist in the U.S. Audiences and alumni artists are passionate about, and actively engaged in, the organization. We are known in the local community for sponsoring not-to-be-missed events for the intellectually curious and the artistically adventurous. We are known locally and nationally in the arts community as a hot spot for learning, gathering, distribution, and discussion of moving image art. Photo: Expanded Cinema Screening at the Houston Museum of Natural Artists, arts organizations and businesses look to us as Science Burke Baker Planetarium May 14,2011 the premier partner for collaborations and unconventional programming throughout the city drawing audiences from all ages and walks of life.
  • Use of Funds Towards the Creation and Board Adoption of a Multi-Year Strategic Plan Consultant Selection Planning Process 6/15/2011 Met with consultants to go over process, set timeline• Chose Sterling and Associates after and agenda for the strategic planning process 7/25/2011 Met with consultants to discuss and determine thepreviously meeting with three consultant subjects of the five SWOT sessions and who would attend eachteams session 9/1/2011 - 9/28/2011 SWOT sessions on Aurora programs,• Find a consultant that is the right size for Facilities, Human Resources and Board Governance, Fundraisingyour needs and “gets” your organization, and Finance, Marketing and Communications 10/20/2011 Goal setting meeting with staff and consultants towhere you fit in the arts landscape of determine the areas of most need and change the strategy from aHouston retreat day to three more planning sessions focusing on• Make sure they are working to match programming, facilities, and fundraising based on the SWOT session resultsyour organization’s size and capacity 11/8/2011 - 11/15/2011 Programming planning session, Facilities planning session and Fundraising planning session to set specific goals and determine what needs to change and what needs to stay with Aurora annual fundraising efforts 11/22/2011 Strategic Planning Committee meet to review draft list of goals for the strategic plan that staff and consultants have created based on SWOTS and planning session 11/30/2011 Staff meet with Sterling and Associates to review new draft with input from committee and create final version to go before Board 1/5/2012 Board meeting to review and vote on new strategic plan that had been sent to them in advance. Board adopts the strategic plan.
  • Goal 1:Aurora has a manageable number of program offeringsthat have a measurable, positive impact on the organization’s missionObjectives: – Strategically right-size Aurora’s program offerings to a level that is manageable by the current staff and Board * – Establish metrics and tracking Aurora’s qualitative and quantitative impact* – Identify target audiences and survey constituents to determine baseline awareness and collect feedback on programs – Based on survey’s findings and the qualitative and quantitative program goals, develop a targeted marketing Photo: Image of audience at Found Magazine performance at and public relations plan to Saint Arnolds Brewery May, 2011 measurably increase awareness and/or attendance* Denotes objectives to address in the next 12 months.
  • Goal 2: FacilitiesAurora Picture Show has a facility that adequately supports theorganization’s programmatic and administrative needsObjectives: – Define the criteria for an optimal facility for Aurora Picture Show. Consider location, space, and budget implications* – Using the criteria developed in right-sizing Aurora’s programs; investigate and evaluate feasible facility solutions* – Present recommendations to the Board of Directors* Photo: Aurora Picture Show New Facility at 2442 Bartlett* Denotes objectives to address in the next 12 months.
  • Goal 3: Human Resources and GovernanceThe Aurora Picture Show has a Board of Directors that implements thebest practices of non-profit governanceObjectives: – Reorganize standing committees around strategic goals: marketing, finance and fundraising, governance and facilities* – Develop and formalize board recruitment process: identification, cultivation, recruitment* – Develop an effective method to regularly evaluate the Executive Director, create evaluation tool and present to the Board of Directors* – Conduct an annual board self- evaluation* – Formalize board orientation and training process* Photo: Aurora staff at the Air Terminal Museum Screening Dec 2011 – Increase the size of the Board to 20 members** Denotes objectives to address in the next 12 months.
  • Goal 4: Fundraising and FinanceThrough improved fundraising and a strong financial management system, the AuroraPicture Show has a cash reserve equal to 6 months of operating revenue Objectives: – Develop 3-year budget projections based on organization’s strategic goals and objectives and program plan* – Develop a targeted and strategic major donor program; identify, rate and strategically cultivate a manageable number of donors with capacity to make major gifts – Simplify membership program to two level* – Increase ticket price to $10 per show $15 for special event shows* – Establish formal financial policies and controls – Increase gala net revenue and modify expenses to achieve an expense ratio of 25%* – Commission an independent financial review for year-end 2012* Photo: Aurora Picture Show Annual Award Dinner 2010* Denotes objectives to address in the next 12 months.
  • Keys to SuccessSignificant Accomplishments: – Choosing the right consultant team for your organizational needs – Have an upbeat consultant who keeps sessions short, focused and fun – Recognizing the problem areas when they are identified – Right sizing the plan for your organizational needs; don’t get a plan that the organization does not have capacity to execute Photo: Universal Backyard Theater Project, a community cinema- – Carving out time for some Board raising, April, 2012 training as part of the process
  • Lessons LearnedWhat were your course corrections? – Learned that you don’t have to follow the accepted format for strategic planning; day long retreat as culmination is not almost most effective – The HAA Accelerator grant is extremely useful tool in that it gives you a limited timeframe and requires progress reports; which keep the staff and Board on track and staff can use it as motivation/purpose of approach – Make sure you have a consultant that can keep a group focused on the task in sessions; and cut short any diversions – Aurora has found a new facility based on the wish list developed during the plan and is changing facilities in June – Aurora reduced the number of public programs we were offering; eliminating ones that were capacity draining with not much mission impact or financial results Photo:Aurora Picture Show Summer Filmmaking Bootcamp, – Aurora has already changed our July 2011 membership program, approach to annual gala, working with consultants on Board committees
  • Summary of Future Plans• Aurora received a Warhol Initiative grant for a small amount to pay for assistance from consultants for a short two month period which we will use to address some of the Governance• Aurora Picture Show applied and worked with the Capstone (Rice MBA ) program for assistance with the marketing objectives in the strategic plan. The students did some research that assisted us with learning more demographic information about our patrons; and plans to continue to work with members of the team on creating the tracking systems with regards to marketing• Aurora plans to apply for Phase II of the Accelerator program to assist in funding some of the program, finance and fundraising objectives that we plan to address in the next 12 months• The process allowed the Board and staff to come together with regards to the future of Aurora; it allowed us to recognize the priority Photo: E/x by Luke Savisky Sept 2010 areas (facilities, finance and governance) and Buffalo Bayou Partnership East End Site to already have steps in place to address these changes
  • Beneficiary: Grant Term: 04/2011 – 03/2012 Contact: Bevin Bering Dubrowski Executive Director bevin@hcponline.org 713-529-4755 x 13 www.hcponline.orgAccelerator Program – Phase I
  • Mission and Vision MISSION Public Lecture at HCP with Houston Center for Photographys mission is to Collector WM Huntincrease societys understanding and appreciation of photography and its evolving role in contemporary culture. HCP strives to encourage artists, build audiences, stimulate dialogue, and promote inquiry about photography and related media through education, exhibitions, publications, fellowship programs, and community collaborations. VISION Houston Center for Photography exists to Connect People with Photography. This is accomplished through exhibitions of, competitions for, and publications aboutcontemporary photography, as well as education in all aspects of photography.
  • Use of Funds Funding for Accelerator Phase 1 will be used towards the creation of a multi-year strategic plan. Consultant Selection Planning Process• HCP first reached out to peer non-profit groups for • Executive Director, Board President, andrecommendations. Joe Synan of Leadingwell Consultant Joe Synan established goals forAssociates received excellent reviews from Executive Strategic Planning processDirector of the Houston Center for Contemporary • Consultant led HCP staff in a retreat to be sureCraft and Lawndale Art Center. HCP also recognized that staff goals and concerns were addressed inthat Joe Synan is listed on the Houston Arts Alliance strategic planning processrecommendation board • Staff and Board prepared for Board of Directors• HCP scheduled an interview with Joe Synan. Retreat by answering surveys and discussing ideas• HCP’s Executive Director conducted a phone during Board and Executive Committee meetingsinterview with Sterling and Associates. • Board of Directors Retreat established content for• HCP’s Executive Director and [then] Board Strategic Planpresident interviewed Dini Partners. • Strategic Plan was formatted and edited by• Executive Director and [then] Board President Consultant, Staff, and Board of Directors, thenrecommended Joe Synan to the Board of Directors. approved by Board of DirectorsThe Board of Directors approved the hiring of Joe • Strategic Plan becomes living, working documentSynan. to guide decisions and goals of the organizations
  • Goal 1: ExhibitionsObjectives: Exhibition Opening Reception – November 17, 2012• Increase on-site audience numbers by 10% each year* • Increase e-newsletter frequency* • Publish 6 month exhibition calendar* • Increase social media presence*• Create more educational tactics* • HCP uses QR codes and OnCell to provide electronic docents of each exhibition*• Stagger exhibition opening dates• Increase Learning Center Gallery traffic• Maintain free admission to the public*• Offer 1 “blockbuster” exhibition each year** Denotes objectives to address in the next 12 months.
  • Goal 2: Competitions 2012 HCP Fellowship recipient Isa Leshko in conversationObjectives: with Juror Christopher Rauschenberg• Create recognizable prize • Increase prize to $5,000* (from $2,000) • Increased prize to $2,500 in 2012• Fellowship recipients teach an HCP Master Class• Have nationally recognized jurors* • 2012 Fellowship Juror – Christopher Rauschenberg, Blue Sky Gallery, Portland, Oregon 2012 Carol Crow Memorial Fellowship recipient David Politzer in • 2012 Membership Exhibition Juror – conversation with Juror Christopher Rauschenberg Anne Wilkes Tucker, Gus and Lyndall Wortham Curator of Photography, Museum of Fine Arts, Houston• Increase number of applicants to 500 for each competition* • Use callsforentry.org (online submission process) to increase number of applicants** Denotes objectives to address in the next 12 months.
  • Goal 3: Education HCP Intern, artist, and HCP staff gatherObjectives: during HCP’s First Tuesday program• Enhance workshop quality* • Comprehensive curriculum has been developed and will be implemented in Sept 2012*• Expand educational services* • HCP has developed a curriculum for teen classes and workshops • HCP now offers summer camps for young photographers (ages Students in HCP’s computer-based class 10 -16)• Implement alternative delivery methods• Attract well-known instructors• Establish instructor evaluation and training** Denotes objectives to address in the next 12 months.
  • Goal 4: PublicationsObjectives:• Re-evaluate presentation of information in Cover of Spot Spot* Left - Fall 2011; Right - Spring 2012 • Spot is now presented in an interview format• Expand distribution of Spot (paper) • Research alternative delivery methods• Expand distribution of Spot (electronic) • Develop online/mobile applications to supplement paper version• Increase page count to 64 pages per issue (currently at 48 pages)• Research renaming/rebranding “Spot”* • Decision has been made to maintain the name of Spot* Denotes objectives to address in the next 12 months.
  • Goal 5: Membership Students in HCP Member-only Master ClassesObjectives: Top – With Joni Sternbach;• Increase HCP’s membership base to 2,500 Bottom – With Dan Burkholder (from 1,365 – previous organizational high)* • HCP had 1,600 members on April 30, 2012• Have a 70% retention rate of members • On April 30, 2012 – HCP’s renewal rate was 54% © Joni Sternbach* Denotes objectives to address in the next 12 months.
  • Keys to Success1. The Board and Staff are literally on the HCP Staff same page in regards to goals and priorities.2. The Strategic Plan provides a guiding compass for all major decisions.3. The Strategic Plan allows HCP to communicate its goals to the community and funders in a more efficient manner.4. Thanks to the Strategic Plan, HCP has grown tremendously over the past year and is primed to move forward with the major goals outlined in the Strategic Plan.
  • Lessons Learned• This process ran incredibly smoothly and A living, working document we plan to repeat similar steps in the future.• We recommend hiring a consultant that will work as a team member with the staff and Board of Directors. We recommend getting the Board of Directors excited about the process early on and treating the process as an opportunity.• Staff meeting and Board of Directors meetings now focus on the goals set forth in the Strategic Plan. Please see HCP’s Strategic Plan for organizational goals for the next 5 years.
  • Summary of Future Plans• HCP’s Board of Directors attended the annual Board Retreat on April 27 – 28, 2012. • At this Retreat, the approved strategic plan HCP Staff – November 3, 2011 was evaluated and amended to add a fifth year.• HCP plans to continue to add to the Strategic Plan each year so there is always a five-year plan for the organization.• HCP Board of Directors receive a Fact Pack at each Retreat containing in depth information on the organization as a whole. Board and Committee members use this information throughout the year to stay informed on the organization as a whole and how each program interacts with the others.• HCP staff, Board of Directors, and Committee Chairs will continue to report on the goals set forth in the Strategic Plan to maintain forward momentum in the organization striving to achieve those goals.
  • Capacity Building Initiative Workshop: Have no Fear! Taking the “Scary” out of Marketing Plans With Monica Rhodes, President of Manifest CreativeFriday, October 19, 2012 | 9:00am – 11:30am | Houston Arts Alliance Register now at: http://cbi-workshop1.eventbrite.com 30