Accelerator Program – Phase I

Client:

ArtBridge Houston

An Arts Program for Homeless Children

Grant Term:

04/2011 – 03/2012 Contact:

Nick Meriwether

Executive Director

artbridgehouston@sbcglobal.net

713-527-9850

artbridgehouston.org

Mission and Vision MISSION

The mission of ArtBridge is to provide high quality expressive arts programs for Houston-

area homeless children within a supportive and creative environment. ArtBridge

encourages self expression and nurtures imagination, hope and self-esteem while combating the despair of homelessness.

VISION

ArtBridge strives to efficiently expand to serve as many homeless children as possible.

We continually work to strengthen our program to ensure that our mission is

fulfilled.

Use of Funds Funding for MODE Intensive Services Program (ISP) Phase 1 will be used towards

the creation of a multi-year strategic plan.

Consultant Selection

•Barbara Bushong of Sterling Associates •Direct and precise, immediately talked about problem solving •Thorough and professional manner in which she conducted the business of creating our Strategic Plan •Quickly understood the mission and goals of ArtBridge •Very personable and accessible during the entire

process

Planning Process

•Formed SWOT team leaders and teams (Strengths, Weaknesses, Opportunities, Threats) •Board members completed confidential board survey to help determine SWOT •Held the following SWOT meetings: Board and Governance, Staff and Volunteers, Finance and Fundraising, Missions and Programs •Strategic Planning Committee met to determine goals and priority areas of focus •Board retreat held to present results from meetings and produce rough draft of Strategic Plan •Revised and adopted Strategic Plan

Goal 1: Strengthen governance, policies and procedures

• Objectives supporting the above goal:

– *Establish committees to achieve strategic goals

– *Adopt and approve proper policies and procedures

– *Adopt annual process to recruit and orient new Board members

– *Update by-laws

– *Develop and institute annual process for Executive Director evaluation

– *Establish and affirm Board member expectations and responsibilities

* Denotes objectives addressed 4/2011 – 3/2012.

Goal 2: Expand the program to serve as many children as possible

• Objectives supporting the above goal:

– Increase the number of children served to an attendance count of 6,500 by 2015

– *Develop a plan to add sessions to existing locations to achieve growth targets over time

– *Forecast budgetary demands and staffing implications of growth plan

– *Research possibility of shelters sharing program expenses

* Denotes objectives addressed 4/2011 – 3/2012.

Goal 3: Develop criteria to define and measure programming

• Objectives supporting the above goal:

– *Determine criteria that defines “high quality” programming

– *Further develop and formalize qualitative and quantitative means to measure effectiveness to ensure consistency of quality programming

– *Evaluate field trips to assess how they enhance program quality

* Denotes objectives addressed 4/2011 – 3/2012.

Goal 4: Develop plan to more effectively use and train employees and volunteers

• Objectives supporting the above goal:

– *Determine and fill most pressing staffing needs

– *Formalize facilitator job description and annual evaluation process

– *Establish communication practices and meeting calendar for facilitators and volunteers

– *Increase continuing education for facilitators and volunteers

– *Increase opportunities to utilize volunteers effectively

– *Formalize shelter requirements

* Denotes objectives addressed 4/2011 – 3/2012.

Goal 5: Improve development and fundraising

• Objectives supporting the above goal:

– *Create formal process for budget development

– *Develop and implement annual development plan

– *Form Development Committee to help implement plans

– *Increase public awareness

* Denotes objectives addressed 4/2011 – 3/2012.

Keys to Success

• List significant accomplishments and strides made throughout your grant

– Reached out to and engaged Board for more active participation

– Formed SWOT teams based on strengths of Board members

– Used step by step approach to establish new priorities and set forth a plan to accomplish them

– Immediately began work on most pressing needs determined by Strategic Plan (updated by-laws, implemented conflict of interest policy, examined programming)

Lessons Learned

• What were your course corrections?

– ArtBridge was focused on program expansion and Strategic Plan development was very timely

– Reexamination of structure and working on foundation provide keys to future success and expansion

– Board is more involved and working more collaboratively to implement Strategic Plan

– Employees are working together to strengthen programming and office operations

Summary of Future Plans

• The Board has formed committees targeting specific goals with timelines. The progress will be presented at Board meetings which have become more frequent to accommodate implementation of the Strategic Plan.

• The Board committees will become more proactive, organized and responsible. This will allow us to confidently approach community partners, foundations and individuals to increase public awareness and fundraising.

• The Strategic Plan has strengthened the foundation of ArtBridge and given new energy and focus to Board members and staff. All are excited to put the plan into action.