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