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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