Accelerator Phase 1

Client:

Grant Term:

09/2010 – 08/2011 Contact:

Keelan Wackman

Executive Director kwackman@cityartworks.org 713-681-1331 www.cityartworks.org

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Use of Funds ISP Phase I (Strategic Plan) :

To engage consultants and the creation of a long-term strategic plan.

Process

• A Leadership Team was assembled.

• The Leadership Team reviewed consultants’ proposals and made a determination of whom to contract.

• In bi-weekly meetings the Leadership Team was guided by the consultant in reviewing materials, discussing values and objectives, as well as brainstorming ideas about CA’s present and future.

• Specific workgroups further discussed various aspects of the organization.

• Ideas were distilled, evaluated against objectives, and prioritized as they were integrated into the strategic plan.

• A three-year plan was finalized and approved by the Board of Directors.

Outputs

• Refined Mission/Vision statements, core values, and organizational value proposition.

• Specific and attainable goals were established and immediate progress was made in the areas of facility improvements, staff capacity, community engagement, and technological optimization.

• Work Groups continue to provide a valuable entre for new stakeholders and assist in progressing various initiatives while providing meaningful insight and connections.

• A newly formed Teachers’ Leadership Council is bolstering program quality and teacher/staff relations.

• CA Board and staff became better aligned in their understanding of the organization and keenly focused on shared goals with shared values.

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Develop a business plan which ensures financial stability.

A sound value proposition and thoughtful goals guides revenue development and stakeholder engagement.

•20 more classes at elementary schools in spring 2012 than in spring 2011. •Host committee for new membership drive of over 50 people. • New CA Scene events will entice more participation, awareness, and revenue.

Increase staff capacity to better manage work load.

New staff and adjusted roles and responsibilities make best use or staff resources allowing CA to grow programming in multiple new directions.

• A Program & Marketing Coordinator hired in the summer of 2011 has increased stakeholder communication in all arenas and recruited additional volunteers. •Program Director became a full time position encompassing curriculum development. •Short –term, project specific Contract positions created.

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Technology use is optimized. Better hardware and software is increasing staff efficacy and improving organizational functionality.

• New software allows CA to combine event management, class registration, database , and online marketing. •Donated computers and printers improve function of the office. •New staff increases utilization of social media drawing more stakeholders.

Financial analysis will ensure best use of resources and provide financial stability.

Financial analysis yields real-time pricing and budget metrics. Financial procedures are documented. Cost savings measures are identified and acted upon.

• Budgets and tuition costs move toward reflecting actual expenditures. • Staff and Board are aligned and planning for succession. •Annual and monthly savings in vendor relationships are realized. •Fixed and variable expenses are better understood.

Outcomes • What is different now compared to the

beginning of the grant term?

– Procedures have been created, documented and utilized to ensure thorough systems are in place in all aspects of the organization.

– Board and community have new opportunities to engage with CA.

– Renewed vision aligns all communications and is infused into decision making at every level.

– Staff and Board capacity is recognized as the keystone to realizing CA’s vision.

• Are these changes that will last?

Keys to Success

• List significant accomplishments and strides made throughout your grant

– The Leadership Team and work groups were inclusive of Board, staff and community members.

– The need for change and improvement was diplomatically discussed ensuring that the legacy and past efforts of the organization were not devalued.

– Meeting facilitation allowed for unique view points and candid dialogue about the organization strengths and opportunities.

– Strategic goals were based on shared values and objectives allowing them to be implementable.

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Lessons Learned

• What were your course corrections?

– The amount of time which staff and Board members needed to focus on strategic planning was underestimated. Timelines had to be adjusted to allow for other programmatic priorities as necessary.

– Managing new initiatives along with existing work load is challenging without the staff and monetary resources needed. Thoughtful change management is needed to ensure continued staff buy-in as roles and responsibilities grow and change.

– Consistent and clear communication of the details of the plan must be infused into all conversations to be sure all stakeholders are kept in the loop.

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Summary of Future Plans

• Three-year strategic initiatives will be distilled to specific and measurable yearly goals.

• Additional resources will be sought to implement aspects of the plan enabling CA to be well equipped for growth.

• Efforts to broaden our base and engage new stakeholders will focus on revenue development, programmatic collaborations, and building the Board of Directors.

• A fund-development/ grant-writing position will be formed as budget allows.

• A new community studio/office will be sought after and the resources needed to realize this dream will be evaluated.

• Increased PR and Marketing efforts will be infused with powerful and consistent messaging to build our brand and leverage our value proposition.

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