This document outlines Aurora Picture Show's participation in the Accelerator Program Phase I. It discusses the strategic planning process they undertook with consultants to develop a 3-year strategic plan. The plan identified 4 main goals: 1) Manage program offerings, 2) Obtain an optimal facility, 3) Strengthen governance practices, and 4) Improve fundraising and finances. Key accomplishments included choosing the right consultant and recognizing problem areas. Lessons included not needing a full retreat and using time limits to stay on track. Future plans include using additional grants to address governance and marketing objectives from the strategic plan.

1. Accelerator Program – Phase I
Beneficiary:
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
Insert photo 1

2. 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.
 Artists, arts organizations and businesses look to us as
the premier partner for collaborations and
unconventional programming throughout the city
drawing audiences from all ages and walks of life.
Photo: Expanded Cinema Screening at the Houston Museum of Natural
Science Burke Baker Planetarium May 14,2011
Mission and Vision

3. Use of Funds
Towards the Creation and Board Adoption of a Multi-Year Strategic Plan
Consultant Selection
• Chose Sterling and Associates after
previously meeting with three consultant
teams
• Find a consultant that is the right size for
your needs and “gets” your organization,
where you fit in the arts landscape of
Houston
• Make sure they are working to match
your organization’s size and capacity
Planning Process
6/15/2011 Met with consultants to go over process, set timeline
and agenda for the strategic planning process
7/25/2011 Met with consultants to discuss and determine the
subjects of the five SWOT sessions and who would attend each
session
9/1/2011 - 9/28/2011 SWOT sessions on Aurora programs,
Facilities, Human Resources and Board Governance, Fundraising
and Finance, Marketing and Communications
10/20/2011 Goal setting meeting with staff and consultants to
determine the areas of most need and change the strategy from a
retreat day to three more planning sessions focusing on
programming, facilities, and fundraising based on the SWOT
session results
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.

4. Goal 1:
Aurora has a manageable number of program offerings
that have a measurable, positive impact on the organization’s mission
Objectives:
– 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
and public relations plan to
measurably increase awareness
and/or attendance
* Denotes objectives to address in the next 12 months.
Photo: Image of audience at Found Magazine performance at
Saint Arnolds Brewery May, 2011

5. Goal 2: Facilities
Aurora Picture Show has a facility that adequately supports the
organization’s programmatic and administrative needs
Objectives:
– 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*
* Denotes objectives to address in the next 12 months.
Photo:Aurora Picture Show New Facility at
2442 Bartlett

6. Goal 3: Human Resources and Governance
The Aurora Picture Show has a Board of Directors that implements the
best practices of non-profit governance
Objectives:
– 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*
– Increase the size of the Board to 20
members*
* Denotes objectives to address in the next 12 months.
Photo: Aurora staff at the Air Terminal Museum Screening
Dec 2011

7. Goal 4: Fundraising and Finance
Through improved fundraising and a strong financial management system, the Aurora
Picture 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*
* Denotes objectives to address in the next 12 months.
Photo: Aurora Picture Show Annual Award Dinner 2010

8. Keys to Success
Significant 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
– Carving out time for some Board
training as part of the process
Photo: Universal Backyard Theater Project, a community cinema-
raising, April, 2012

9. Lessons Learned
What 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
– Aurora has already changed our
membership program, approach to
annual gala, working with consultants on
Board committees
Photo:Aurora Picture Show Summer Filmmaking Bootcamp,
July 2011

10. 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
areas (facilities, finance and governance) and
to already have steps in place to address these
changes
Photo: E/x by Luke Savisky Sept 2010
Buffalo Bayou Partnership East End Site