PRO BONO IN THE ARTS <ul><li>A LOOK INSIDE TAPROOT'S ARTS GRANTEES </li></ul>
THE PROBLEM <ul><li>ISSUES FACING ARTS ORGANIZATIONS TODAY </li></ul>
MIDDLE-CLASS ARTS  ORGANIZATIONAL SIZE BUDGET CAPITAL CAPACITY
MIDDLE-CLASS ARTS  ORGANIZATIONAL SIZE BUDGET FLEXIBILITY
UNDERLYING ISSUES <ul><li>Budget Cuts </li></ul><ul><ul><li>61% in 2010  1 </li></ul></ul><ul><li>Grants  </li></ul><ul><u...
<ul><li>For Arts Organizations, we are really challenged with trying to communicate the value of Art…we need to demonstrat...
MISSING LINKS LEADERSHIP TRAINING NEW  BUSINESS MODELS AUDIENCE KEYS TO SUCCESS
METHODS <ul><li>16 Taproot Grantees </li></ul><ul><li>Examined Key Issues </li></ul><ul><li>Worked with the Positive Devia...
POSITIVE DEVIANCE <ul><li>A METHODOLOGY FOR UNDERSTANDING SUCCESS </li></ul>
<ul><li>In every community there are certain individuals or groups whose uncommon behaviors and strategies enable them to ...
POSITIVE DEVIANCE Solutions to seemingly intractable problems already exist They have been discovered by members of the co...
BRIGHT SPOTS
AMPLIFICATION  IDENTIFY DEVIANTS NEW PRACTICES PRACTICE NEW BEHAVIOR
RESPONDENTS
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
RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD MARKETING MARKET RESEARCH HUMAN CAPITAL MARKETING...
MARKETING <ul><li>Mission Focus  </li></ul><ul><li>Market Research </li></ul><ul><ul><li>Consistently examine audience nee...
HUMAN CAPITAL: BOARDS <ul><li>Board network and net worth are interchangeable  </li></ul><ul><li>Board of “Friends” transi...
<ul><li>The best thing we can know is who is on the board of foundations, [and] who controls corporate sponsorship, becaus...
<ul><li>Two new people can change an entire board </li></ul><ul><li>-Nonprofit Respondent  </li></ul>
<ul><li>They are well suited  to govern…but I do think what they’re going to need is a solid strategic planning session…I ...
HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Management </li></ul><ul><li>Volunteer Retention </li></ul><ul><li>Return on I...
<ul><li>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 ...
<ul><li>We are much more comfortable with our professional staff delivering our programs. The best thing a volunteer can d...
DEVIANCE <ul><li>MANAGEMENT DISSONANCE THAT SPARKS CHANGE </li></ul>
RESOURCES <ul><li>Technical assistance </li></ul><ul><li>Use consultants wisely  </li></ul><ul><li>Strategic Planning </li...
HUMAN CAPITAL: LEADERSHIP <ul><li>Developing Partnerships </li></ul><ul><li>Coaching </li></ul><ul><li>Peer Learning Envir...
<ul><li>In our case, we don’t have money to pay for consultants so we try hard to reach out to organizations who will spea...
<ul><li>We have meetings with other boards to see how they can guide or teach us a little more on how to do things strateg...
<ul><li>The future is about partnerships. What’s complicated is how do arts organizations and artists carve a role out for...
HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Corps </li></ul><ul><ul><li>Cohorts of 20 dedicated volunteers in 5 different ...
<ul><li>We rely on them quite heavily. The volunteers take ownership of the place. </li></ul><ul><li>-Nonprofit Respondent...
RECOMMENDATIONS
POST-PRO BONO TOOLS Recruiting New Board Members Manage Strategic Plan Post-Project Pro Bono “Snacks” Training
<ul><li>More mentorship is needed, not peer to peer, but big institutions helping smaller organizations…People desperately...
PEER NETWORKS PRO BONO ARTS COUNCIL SPREAD ETHIC SHARE LEARNING INSPIRE LEADERS RAISE AWARENESS
GROUP GRANTS <ul><li>Give grants in cohorts  </li></ul><ul><ul><li>Supports peer-to-peer Learning </li></ul></ul><ul><ul><...
<ul><li>While the grant itself was obviously of great value, the technical assistance and the opportunity to share informa...
FOUNDATION AND CORPORATE SUPPORT
FOUNDATION SUPPORT <ul><li>Prepare nonprofits for capacity building  </li></ul><ul><li>Generate awareness around pro bono ...
FOR CORPORATIONS <ul><li>Corporations can adopt groups of arts organizations to provide a range of pro bono support  </li>...
 
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Arts and Positive Deviance

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Arts and Positive Deviance

  1. 1. PRO BONO IN THE ARTS <ul><li>A LOOK INSIDE TAPROOT'S ARTS GRANTEES </li></ul>
  2. 2. THE PROBLEM <ul><li>ISSUES FACING ARTS ORGANIZATIONS TODAY </li></ul>
  3. 3. MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET CAPITAL CAPACITY
  4. 4. MIDDLE-CLASS ARTS ORGANIZATIONAL SIZE BUDGET FLEXIBILITY
  5. 5. UNDERLYING ISSUES <ul><li>Budget Cuts </li></ul><ul><ul><li>61% in 2010 1 </li></ul></ul><ul><li>Grants </li></ul><ul><ul><li>Fewer General Operating opportunities 2 </li></ul></ul><ul><li>Business Contributions </li></ul><ul><ul><li>43% down to 28% 3 </li></ul></ul><ul><li>Market Loss </li></ul><ul><ul><li>Uniqueness of product 4 </li></ul></ul>
  6. 6. <ul><li>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. </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  7. 7. MISSING LINKS LEADERSHIP TRAINING NEW BUSINESS MODELS AUDIENCE KEYS TO SUCCESS
  8. 8. METHODS <ul><li>16 Taproot Grantees </li></ul><ul><li>Examined Key Issues </li></ul><ul><li>Worked with the Positive Deviance Model </li></ul>
  9. 9. POSITIVE DEVIANCE <ul><li>A METHODOLOGY FOR UNDERSTANDING SUCCESS </li></ul>
  10. 10. <ul><li>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. </li></ul><ul><li>Positive Deviance Initiative </li></ul>
  11. 11. 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
  12. 12. BRIGHT SPOTS
  13. 13. AMPLIFICATION IDENTIFY DEVIANTS NEW PRACTICES PRACTICE NEW BEHAVIOR
  14. 14. RESPONDENTS
  15. 15. HISTORY WITH PRO BONO COACHING BOARD PRO BONO MARKET RESEARCH STRATEGIC PLANNING LEADERSHIP CAPITAL STRATEGY PRICING
  16. 16. RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD
  17. 17. RESPONSES CRITICAL ISSUES AUDIENCE CODIFY SERVICES BUDGET RESERVES BOARD MARKETING MARKET RESEARCH HUMAN CAPITAL MARKETING HUMAN CAPITAL
  18. 18. MARKETING <ul><li>Mission Focus </li></ul><ul><li>Market Research </li></ul><ul><ul><li>Consistently examine audience needs 1 </li></ul></ul><ul><li>Adopting Social Media to Counteract Digital Competition </li></ul><ul><li>“ 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” </li></ul><ul><li>- Nonprofit Respondent </li></ul>
  19. 19. HUMAN CAPITAL: BOARDS <ul><li>Board network and net worth are interchangeable </li></ul><ul><li>Board of “Friends” transition </li></ul><ul><li>Passion vs. Skill </li></ul><ul><li>Board Evolution </li></ul><ul><li>“ 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.” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
  20. 20. <ul><li>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. </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  21. 21. <ul><li>Two new people can change an entire board </li></ul><ul><li>-Nonprofit Respondent </li></ul>
  22. 22. <ul><li>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 </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  23. 23. HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Management </li></ul><ul><li>Volunteer Retention </li></ul><ul><li>Return on Investment </li></ul><ul><li>Conflicts with Unions and Service Enterprise </li></ul><ul><li>“ 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.” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
  24. 24. <ul><li>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. </li></ul><ul><li>Nonprofit Respondent </li></ul>
  25. 25. <ul><li>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. </li></ul><ul><li>Nonprofit Respondent </li></ul>
  26. 26. DEVIANCE <ul><li>MANAGEMENT DISSONANCE THAT SPARKS CHANGE </li></ul>
  27. 27. RESOURCES <ul><li>Technical assistance </li></ul><ul><li>Use consultants wisely </li></ul><ul><li>Strategic Planning </li></ul><ul><li>Over 60% of respondents have received technical assistance outside of Taproot’s Service Grant Program </li></ul>
  28. 28. HUMAN CAPITAL: LEADERSHIP <ul><li>Developing Partnerships </li></ul><ul><li>Coaching </li></ul><ul><li>Peer Learning Environments </li></ul><ul><li>“ 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” </li></ul><ul><li>-Nonprofit Respondent </li></ul>
  29. 29. <ul><li>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 </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  30. 30. <ul><li>We have meetings with other boards to see how they can guide or teach us a little more on how to do things strategically </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  31. 31. <ul><li>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. </li></ul><ul><li>Nonprofit Respondent </li></ul>
  32. 32. HUMAN CAPITAL: VOLUNTEERS <ul><li>Volunteer Corps </li></ul><ul><ul><li>Cohorts of 20 dedicated volunteers in 5 different areas. </li></ul></ul><ul><li>Actors Double as Program Support Volunteers </li></ul><ul><ul><li>Supervised by Board and Staff </li></ul></ul><ul><li>53% of respondents use volunteers to accomplish their strategic goals </li></ul>
  33. 33. <ul><li>We rely on them quite heavily. The volunteers take ownership of the place. </li></ul><ul><li>-Nonprofit Respondent </li></ul>
  34. 34. RECOMMENDATIONS
  35. 35. POST-PRO BONO TOOLS Recruiting New Board Members Manage Strategic Plan Post-Project Pro Bono “Snacks” Training
  36. 36. <ul><li>More mentorship is needed, not peer to peer, but big institutions helping smaller organizations…People desperately yearn for that </li></ul><ul><li>--Nonprofit Respondent </li></ul>
  37. 37. PEER NETWORKS PRO BONO ARTS COUNCIL SPREAD ETHIC SHARE LEARNING INSPIRE LEADERS RAISE AWARENESS
  38. 38. GROUP GRANTS <ul><li>Give grants in cohorts </li></ul><ul><ul><li>Supports peer-to-peer Learning </li></ul></ul><ul><ul><li>Creates opportunities for partnerships </li></ul></ul>
  39. 39. <ul><li>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 </li></ul><ul><li>Jane Culbert, Marc Goldring, Dr. Thomas Wolf, An Evaluation of the Mid-Sized Presenting Organizations Initiative for the Nonprofit Finance Fund, December 2010 </li></ul>
  40. 40. FOUNDATION AND CORPORATE SUPPORT
  41. 41. FOUNDATION SUPPORT <ul><li>Prepare nonprofits for capacity building </li></ul><ul><li>Generate awareness around pro bono </li></ul><ul><li>Reward nonprofits utilizing Service Enterprise structure </li></ul><ul><li>Create more opportunities for communal learning. </li></ul>
  42. 42. FOR CORPORATIONS <ul><li>Corporations can adopt groups of arts organizations to provide a range of pro bono support </li></ul><ul><ul><li>Promotes a culture of mutual learning </li></ul></ul><ul><ul><li>Connects a corporation to a common cause </li></ul></ul>

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