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

1. INVEST

Provide specialized support towards an organization’s infrastructure.

Financial Resources

Administrative Systems

Staff Management

Board Governance

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

Upcoming Events

Houston Arts Resource Fair Saturday, July 28, 2012 | 9:00am – 6:00pm | at University of Saint Thomas

Register at www.houstonartsresourcefair.com

Power2Give Training Webinar Friday, June 29, 2012 | 10:00am – 11:00am

Join the meeting online at:

https://www3.gotomeeting.com/join/212639678

MODE Learning Sessions #3 with Aurora Picture Show &

Houston Center for Photography Thursday, September 27, 2012 | 11:30am – 1:00pm | at Houston Arts Alliance

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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.

Accelerator Program – Phase II

Client:

Grant Term:

04/2011 – 03/2012 Contact:

Joshua Turner Int. Executive Director joshua@vbbarts.org (713) 524-7821 www.vbbarts.org

Mission and Vision MISSION

Our mission is to cross borders, sustain dialogue and incite social justice through art.

VISION

Voices Breaking Boundaries exists to create opportunities for artists and community

members to present our art as our truths.

We increase awareness of vibrant struggles and cultures that exist around us and create

space for urgent voices to be heard.

Photo credit: Katie Plocheck

Use of Funds Funding for MODE Intensive Services Program (ISP) Phase 2 was used towards establishing an

administratively stable & efficient staff structure, as well as cultivating a board culture of utilizing the

organization’s Long Range Plan.

Key Activities • Secure Full-Time Administrative Staff Member • Conduct Search for & Interview Strategic Planning Consultants • Hire Strategic Planning Consultant • Finalize Timetable for Events Leading to Completion of a New Strategic Plan • Complete & Distribute Board & Staff Survey • Conduct Board & Staff Retreat • Draft Outlines of Strategic Plan Options • Conduct Follow-Up Board Workshop to Review Strategic Plan Options • Edit & Revise Strategic Plan Options • Conduct Groundwork in Advance of Plan Implementation • Gain Board Approval of New Strategic Plan • Implement New Strategic Plan

Key Deliverables • Full-Time Executive Director • Strategic Planning Consultant Under Contract • Completed Board & Staff Survey • Completed Board & Staff Retreat • Completed & Board Approved Strategic Plan • Improved Organizational Structure

Key Resources • MODE $20,000 funding • Joe Synan, Strategic Planning Consultant • Willing and Committed Board • High trust among staff & board

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. )

• Establish an administratively stable and efficient staff structure resulting in:

• An administratively stable and efficient staff was established.

• VBB secured our Assistant Director as a full-time employee and promoted him to Interim Executive Director to work alongside our Artistic Director.

a) Addition of new funding sources. b) Maintenance of VBB’s financial

health. c) Increased media coverage d) Increased efficiency in

administrative capabilities

a) Private funding sources were increased

b) VBB maintains a healthy financial outlook.

c) Press coverage increased d) Increased Operational capabilities

a) VBB saw a greater than 20% increase in private donations raised at our annual fundraiser.

b) VBB’s cash reserve saw no decrease during this time.

c) VBB’s arts productions received a 50% increase in Print/Online coverage compared with the previous year.

• Cultivate a board culture of utilizing the organization’s Long Range Plan resulting in:

• The board became invested in the Long-Term Plan of VBB and committed to its utilization.

• 100% of board members were actively involved in a VBB committee or event during the year and 50% were involved in more than one committee.

a) higher board participation in VBB operations; and

b) increased organizational knowledge by all board members

a) All board and staff participating in the creation of a new Long-Term Plan.

b) A board that became highly informed and engaged

a) 100% of the board/staff actively participated in the construction/editing of our new Strategic Plan.

b) 100% of the board felt more informed after our board retreat.

Outcomes Summary • Stronger and more efficient organizational &

staff structure. (i.e. ED & AD structure)

• New Long-Term Strategic Plan that solidifies VBB’s mission and vision, and establishes our future goals for the coming 5 years.

• An updated and improved approach to programming. (i.e. EELA LRA)

• A more knowledgeable and active board.

• A formalized review structure for VBB’s directors.

• A long-term succession plan ensuring the longevity of VBB beyond its Founding Director.

• The establishment of new programming and administrative goals. (e.g. fundraising goals and attendance goals)

Insert photo 3

Photo credit: Eric Hester

Keys to Success • The hiring of a highly skilled Board Retreat &

Strategic Planning Consultant.

- We only found the right consultant after seeking advice from a wide range of organizations.

• The establishment of a new organizational structure that provided flexibility & strength for the organization moving forward.

- It was critical that both staff members were open to any change that made the organization stronger.

• The assessment of VBB’s previous Strategic Plan (goals v. achievements)

- It was crucial to accommodate all board member schedules to insure 100% participation in the assessment.

• Commitment by all board members and staff to the organization and its future.

• The hiring of a full-time Executive Director.

Photo credit: Burnell McCray

Lessons Learned

• Midway through the planning process, VBB received our first NEA grant award. The increase in attention that our arts programming would need made it clear that VBB needed to speed up the timetable for the new plan’s implementation, specifically the change in organizational structure.

• VBB has grown considerably through the rigorous surveys and long-term planning. Guided by our consultant - with input from the board - we created multiple drafts of the 5-Year Plan and changes were made to accommodate the NEA funding.

• We learned that VBB was ready for restructuring so that the Artistic Director and Executive Director could be parallel positions. This shift clarifie responsibilities and also allows for better planning for a succession plan and long-term leadership transition.

• Because of board input, VBB now has a more invested board and each member is actively working to develop the board according to organizational needs.

• VBB will continue to revisit the Plan annually, assess our growth and adjust Plan according to challenges and successes.

Photo credit: Eric Hester

Summary of Future Plans

• VBB will continue to strive to meet every goal set out in our new Strategic Plan.

• East End Live Art programs will transition to become small Living Room Art productions.

• VBB will continue to grow our individual donor base as well as overall funding through granting agencies.

• VBB will increase the amount of our large Living Room Art productions a year from 4 to 6.

• VBB will continue the separation of Artistic and Administrative duties that was established with the new plan.

• VBB will continue its partnership with Joe Synan to provide board retreats every year thereby insuring active board participation and engagement.

• VBB will work towards increasing staff capabilities, especially in the areas of marketing and development.

Photo credit: Mahwash Rahman

Sustainability Program – Phase II

Client:

Grant Term:

04/2011 – 03/2012 Contact:

Julie Farr

Executive Director

jfarr@crafthouston.org

713.529.4848 www.crafthouston.org

Use of Funds Funding will be used toward the design and launch a new website.

Key Activities

Design and launch a new website

with matching enewsletter formatting.

Key Deliverables

• An efficient, manageable website

with modern programming

•Clean look and feel reflective of a

leading contemporary visual arts

organization

•User-friendly layout with Spanish

language component

Key Resources

• MODE $20,000 funding

• Dedicated staff time and talent

• Board support to reach institutional

goals

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. )

Newly designed website will be launched to meet institutional goals of prominence and audience participation.

Newly designed website launched the week after the grant period ended.

Within two days of new site launch, public was responding and using online forms to communicate with HCCC.

Better in-house management of site content, especially online forms.

Better in-house management of site content, especially online forms.

Content is much more efficiently controlled by staff and can be updated from any location.

Website better reflects HCCC branding and image.

Website better reflects HCCC branding and image.

HCCC received very positive feedback after new site was announced, no negative comments.

More accurate knowledge of our online participants.

Google Analytics indicates that within the first two weeks of launching, 77% of website visitors have been new and 23% have been returning visitors.

With the integration of social media sharing tools on some of our pages, visitors have already started sharing content on Facebook and Twitter.

Outcomes Summary • What is different now compared to the

beginning of the grant term?

Include things like (but not limited to):

– Policy or procedural changes your organization made

– Changes your target donor patrons or audiences

– Internal changes in approach among staff and board

– Community changes including changes to the physical environment or demographics

– Establishing partnerships or leveraging dollars to increase the impact made or enhance sustainability

HCCC has visually rebranded itself

without changing logo, mission or

tagline. Design and aesthetics are all

consistent, managed in house, and

reflect the quality of our exhibitions

and programs.

Keys to Success

• Communications team met with all staff to research primary needs and priorities for each program area and institutional strategies

• Communications team created and refined site plan and held multiple meetings with the consulting group to view and revise plans

• Communications team’s meticulous review of consultant deliverables and deadline-driven timeline

• Communications team delivered content and images on deadline and were responsive to vendor requests

Lessons Learned

Although we expressed concern about the vendors’ timeline and delays, our communications should have been more authoritative early on.

When we reached a critical stage in the site development, staff did have a very direct conversation about their customer service, which resulted in more attention and timely responses.

We would advise addressing any problem with vendors as soon as they are apparent and setting a precedent that great service and delivery are expected.

Also, some delays should be expected due to the nature of building and testing a website – build extra time into your plan.

Business Process

Operate

Support

Optimize

Change

Summary of Future Plans

• HCCC’s strategic goals all relate to public interaction and artistic development. A younger and more diverse visitorship is anticipated. With the new website, information about current and former resident artists and artists represented in the retail gallery is readily accessible.

• A modern website is essential to communicate and get attention in today’s digital era. The matching e-newsletter template quickly delivers information in a way that viewers can easily capture.

• For our web admin, making updates to the website is easier and faster. The new CMS (Content Management System) is on a WordPress platform and its user-friendly interface makes her enjoy her job even more. As we continue getting to know the platform and making updates, we hope that our new online presence makes visitors come through the door.