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Capacity Building Initiative Program Overview
Brazilian Arts Foundation Incubator Class of 2013
To invest, impact, and inform
the administrative capacity of arts organizations
toward artistic excellence.
Freneticore Incubator Class of 2013
INVEST
Provide specialized support towards an organization’s infrastructure.
FINANCIAL RESOURCES
BOARD
GOVERNANCE
STAFF
MANAGEMENT
ADMINISTRATIVE SYSTEMS
Sustainability
Accelerator
Incubator
Pre-Incubator
Nonprofit Lifecycles: Stage-Based Wisdom for NonProfit Capacity Dr. Susan Kenny Stevens
PROGRAM: Pre-Incubator Incubator Accelerator Sustainability
Goal Develop orgs from
idea to start-up
Incubate orgs from start-up to growth
Accelerate orgs from growth to maturity
Sustain mature orgs through decline & turnaround
Partnership Term 12 months 36 months 12 months 12 months
Investment Limited awards of
$5000 - $7500
$15,000/year for three years
Up to $10,000 - $20,000
Up to $20,000
Services Management services &
capacity funding
Client residency, management
services, & capacity funding
Caapcity funding for multiyear strategic
planning or implementation
Capacity funding for multiyear strategic planning
or implementation
Client budget size $10K - $75K $75K - $200K $100K - $750K $750K+
Client staff size (Full Time Equivalent)
0 – 1 FTE 0.5 – 2 FTE 2 – 4 FTE Staff > 3 FTE
25 Current
Beneficiaries
Class of 2013 Art Cars of Houston
Aperio BooTown
The Back Porch Players Houston Blues Museum
Horse Head Theatre Company KASH
Lone Star Lyric Theatre Festival
Mildred’s Umbrella NobleMotion Dance
Stark Naked Theatre Company WindSync
Class of 2013 Brazilian Arts Foundation
Classical Theatre
Company
Dance Source Houston
Freneticore
InterActive Theatre
Company
Class of 2012 ArtBridge
Aurora Picture Show
Hope Stone Inc.
Houston Center for
Photography
Voices Breaking Boundaries
Class of 2012
HITS Theatre
Houston Center for Contemporary Craft
MECA
Accepting new Applications
November 2012 May 2013 May 2013 May 2013
The Initiative at-a-glance
strengthen our
beneficiaries
Capacity Building Initiative
Business Volunteers for the Arts
Arts Database Program
Patron Manager
Power to Give
Grants Program
Photo courtesy of Voices Breaking Boundaries Incubator Class of 2011
Capacity Building Initiative Workshop:
Have no Fear!
Taking the “Scary” out of Marketing Plans With Monica Rhodes
President of Manifest Creative
Friday, October 19, 2012 | 9:00am – 11:30am | Houston Arts Alliance
Register now at:
http://cbi-workshop1.eventbrite.com
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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
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
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.
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
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
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
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
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
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
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
Accelerator Program – Phase I
Beneficiary:
Grant Term:
04/2011 – 03/2012 Contact:
Bevin Bering Dubrowski Executive Director bevin@hcponline.org 713-529-4755 x 13 www.hcponline.org
Mission and Vision MISSION
Houston Center for Photography's mission is to increase society's 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 about
contemporary photography, as well as education in all aspects of photography.
Public Lecture at HCP with Collector WM Hunt
Use of Funds Funding for Accelerator Phase 1 will be used towards
the creation of a multi-year strategic plan.
Consultant Selection
• HCP first reached out to peer non-profit groups for recommendations. Joe Synan of Leadingwell Associates received excellent reviews from Executive Director of the Houston Center for Contemporary Craft and Lawndale Art Center. HCP also recognized that Joe Synan is listed on the Houston Arts Alliance recommendation board
• HCP scheduled an interview with Joe Synan.
• HCP’s Executive Director conducted a phone interview with Sterling and Associates.
• HCP’s Executive Director and [then] Board president interviewed Dini Partners.
• Executive Director and [then] Board President recommended Joe Synan to the Board of Directors. The Board of Directors approved the hiring of Joe Synan.
Planning Process
• Executive Director, Board President, and Consultant Joe Synan established goals for Strategic Planning process
• Consultant led HCP staff in a retreat to be sure that staff goals and concerns were addressed in strategic planning process
• Staff and Board prepared for Board of Directors Retreat by answering surveys and discussing ideas during Board and Executive Committee meetings
• Board of Directors Retreat established content for Strategic Plan
• Strategic Plan was formatted and edited by Consultant, Staff, and Board of Directors, then approved by Board of Directors
• Strategic Plan becomes living, working document to guide decisions and goals of the organizations
Goal 1: Exhibitions Objectives:
• 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*
Exhibition Opening Reception – November 17, 2012
* Denotes objectives to address in the next 12 months.
Goal 2: Competitions Objectives:
• 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 Membership Exhibition Juror – 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*
2012 HCP Fellowship recipient Isa Leshko in conversation with Juror Christopher Rauschenberg
* Denotes objectives to address in the next 12 months.
2012 Carol Crow Memorial Fellowship recipient David Politzer in conversation with Juror Christopher Rauschenberg
Goal 3: Education Objectives:
• 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 10 -16)
• Implement alternative delivery methods
• Attract well-known instructors
• Establish instructor evaluation and training*
HCP Intern, artist, and HCP staff gather during HCP’s First Tuesday program
* Denotes objectives to address in the next 12 months.
Students in HCP’s computer-based class
Goal 4: Publications Objectives:
• Re-evaluate presentation of information in Spot*
• 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
Cover of Spot Left - Fall 2011; Right - Spring 2012
* Denotes objectives to address in the next 12 months.
Goal 5: Membership Objectives:
• Increase HCP’s membership base to 2,500 (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%
Students in HCP Member-only Master Classes Top – With Joni Sternbach;
Bottom – With Dan Burkholder
* Denotes objectives to address in the next 12 months.
© Joni Sternbach
Keys to Success 1. The Board and Staff are literally on the
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.
HCP Staff
Lessons Learned
• This process ran incredibly smoothly and 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.
A living, working document
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 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.
HCP Staff – November 3, 2011
Capacity Building Initiative Workshop:
Have no Fear!
Taking the “Scary” out of Marketing Plans With Monica Rhodes, President of Manifest Creative
Friday, October 19, 2012 | 9:00am – 11:30am | Houston Arts Alliance
Register now at:
http://cbi-workshop1.eventbrite.com
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