ALLIANCE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE

STRATEGICPLANNING

ALLIACE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE

Strategic Plan: A roadmap forboard and staff

MAPPING THE TERRAIN

Question Zero: What are we trying

to accomplish?

MAPPING THE TERRAIN

Looking upstream to see what is coming…

MAPPING THE TERRAIN

Looking downstream to see where we are

going…

MAPPING THE TERRAIN

Mission: the core purpose

and focus

CONSTRUCTING THE MISSION

Identify your organization’s

self-evident truth:

Example: “To be human is to be creative.”

CONSTRUCTING THE MISSION

Identify a major obstacle:

Example: “In our society, there are not enough

opportunities to express one’s creativity.”

CONSTRUCTING THE MISSION

Identify a remedy:

Example: “We need to make more opportunities

available in which people are supported in

their natural desire to express their creativity.”

CONSTRUCTING THE MISSION

Declare your mission:

Example: “Through workshops, residencies,

exhibitions and community outreach we create

a supportive environment for people to openly

explore and express their innate creativity.”

CONSTRUCTING THE MISSION

Providence St. Mel Mission:

“To break the cycle of poverty through

education.”

MAPPING THE TERRAIN

Vision:Your guiding star

on the horizon

CONSTRUCTING A VISION

Life cycles of organizations:Idea

Start UpGrowth

MaturityDecline/Turnaround

Terminal

CONSTRUCTING A VISION

New organizations:The challenge of

setting a clear course

CONSTRUCTING A VISION

Mature organizations:The challenge of changing course

MAPPING THE TERRAIN

Opportunities/Roadblocks

Financial Capability

Human Capacity

Physical Infrastructure

MAPPING THE TERRAIN

Remind me: Why are we doing this?

The Failure of Success

The Success of Failure

MAPPING THE TERRAIN

Creating a

State of Readiness

CREATING A STATE OF READINESS

Example:“We have too many priorities

therefore we have no priorities.”

CREATING A STATE OF READINESS

Example:“Our current economic model

is unsustainable.”

SETTING THE STAGE

TRUISMS

TRUISMS

The plate looks prettierthan the making of it.

TRUISMS

Focus on a few simple big ideas and dedicate the resources to drive them

home.

TRUISMS

The most difficult thing in an organization is to get

people to act on change.

SETTING THE STAGE

Wanting to head northwest?

For starters, be flexible:North or west will be good

enough!

SETTING THE STAGE

Setting the Time Frame:Rafting Down the San Juan

h!

SETTING THE STAGE

Choosing committee members

STAFF:Early AdoptersObstructionists

The Murky Middle

h!

SETTING THE STAGE

Choosing committee members

BOARD:Executive and Committee Leadership

h!

SETTING THE STAGE

Choosing committee members

OUTSIDE TALENT:Facilitators & Consultants

Community & Organizational Leaders

h!

SETTING THE STAGE

BEGINNING THE PROCESS

BEGINNING THE PROCESS

SWOT ANALYSIS:

BEGINNING THE PROCESS

If we were to receive $10M over the next 5-7 years,

how would you allocated funds?

BEGINNING THE PROCESS

For the next 7 years, what should be the top 3

educational priorities? In order to achieve these

priorities what do we change?

BEGINNING THE PROCESS

As a completed campus, what do you envision it

looking like in 7-10 years?

WORKING THE PROCESS

Focusing the processLeading/ Listening

Deciding

Evaluating(pace, iterations, closure)

WORKING THE PROCESS

Focusing the processCommunicating to Stakeholders

Reminding/ Repeating

(Tell me again, why are we doing this?)

MAKING DECISIONS

Decisions!Aggregate related priorities – ask:

How distinctive is this priority for all the others?

How related/ connected/ overlapping is it?

Turn priorities into Strategic Goals

MAKING DECISIONS

Have in mind a strategic goal each for:

ProgramsDevelopment

Facilities/Operations Finance

Staff

MAKING DECISIONS

IMPLEMENTING GOALS

THE PIROUETTEturning from Planning to Action

IMPLEMENTING GOALS

Riding the rockmobile

MANAGING BY OBJECTIVE

ACCOUNTABILITY LOOPStaff Liaison

Executive DirectorCommittee Chair

Board Committee Review & Recommendation

Board Review & Recommendation

Staff Implementation

Report to/ Review by Executive DirectorReport to/ Review by Board Committee

Report to Board

MANAGING BY OBJECTIVE

EVALUATING AND ASSESSING

Qualitative and Quantitative Measures

Performance Objectives and Reviews

Feedback Loops (downstream)

MANAGING BY OBJECTIVE

What are we trying to accomplish?

MANAGING BY OBJECTIVE

Good to Great: Jim Collins (Social Sector Monograph)

The Discipline of Market Leaders: Treacy & Wiersema

The Wellesley Case: Richard Chait (HBS)

The Boston Lyric Opera Case: Robert Kaplan (HBS)

Transformational Change at Babson College: A View From the Outside: Joseph Zolner (HBS)

Our Iceberg is Melting: John Kotter

TIME FOR QUESTIONS

Thank you!--

Questions?