Used Dotmocracy on many different strategy points to asses board's priorities.

1. Top 20 (Strong Disagreement 0 - 4 Strong Agreement)
Avg.
Be the catalyst in collaborative community music/recording projects and
activities.
4
Host local songwriters and musicians for workshops and skill demonstration.
4
Organize and run a membership organization for local artists that provides
performance and networking opportunities, access to practice space and
discounts on CRF services.
4
Use music to facilitate diversity training.
4
Document and provide proof of social and financial gain.
3.86
Get groupies for organization, especially the board.
3.86
Grow locally as an organization.
3.86
Use music and events to ACTIVELY ADDRESS communication issues in the
community.
3.86
Consult nonprofit and business on conflict management, team building,
creativity, and etc. through the arts.
3.83
Incorporate CRF as a core component of Ypsi marketing.
3.8
Attract DONORS to fund our activities and services.
3.71
Is a leader in assessing and consulting on community music environments.
3.71
Ownership of organization is shared.
3.71
Utilize Facebook and other social networking tools to provide up-to-the-minute
data on local arts events.
3.71
Seek investors looking to support the organization.
3.71
Spur creativity, newness, and evolvement in music groups and communities.
3.6
Plan networking events that connect local artists.
3.57
Attract INVESTORS to fund our activities and services.
3.57

2. Hold family music parties, like the Backyard Bash, that give that neighborhood
and family community members the chance to perform.
3.57
Provide a mentoring program that connects adults to youth through music/
artistic programs and activities.
3.57
Tie into local businesses and youth-serving orgs, including schools, to brand
ourselves as people who work WITH the community. We are where the people
are.
3.57
Bottom 20, worst first (Strong Disagreement 0 - 4 Strong Agreement)
Avg.
All services are provided at or below market prices.
0.71
Constantly begging for money and financial support to support the
organization.
0.86
Use loans/debt to grow the organization.
1
We license our music to be shared freely, without restriction.
1
Operate with absolute freedom in shaping management and control of
organization, no restrictions on structure.
1.29
Board of directors serve as management and control of organization.
1.29
Grants are used primarily for operational costs.
1.29
Serve as an agent to local artists, managing local talent.
1.29
Publish a “Local Music Guide”
1.33
Prefer large arts and foundation grants.
1.33
Investment is our primary source of funding but expectations of financial
growth conflict with social mission.
1.43
Distribute our music locally only.
1.43
Focus on selling a product and packaging marketable services.
1.57
Booking the musical entertainment at AS MANY community events as
possible.
1.57
Creating documentaries of partner organizationsʼ events.
1.57

3. CRF owns all created music and is the sole profiteer.
1.57
Regularly book artists to local music venues.
1.6
Depend on grants, donations, and capital campaigns for growth.
1.71
Grants and donations are our primary source of funding but restrict our
activities and services.
1.71
Operate under an established and proven structure that is socially understood
and accepted.
1.71
Ticket sales to concerts and events are a large part of revenue.
1.71
Plan music recitals in neighborhood homes.
1.71
Highest points of contention (Higer STDEV more “disagreement”)
STDEV
Booking the musical entertainment at AS MANY community events as
possible.
1.8127
Create an online community space to connect local artists with each other
(for collaborations, etc) and potential customers. Like a craigslist for local
musicians.
1.6762
Provide a “old boys/girls club” for business leaders that gives them a stage
and audience and chance to network.
1.5
Operate with absolute freedom in shaping management and control of
organization, no restrictions on structure.
1.3801
Board of directors have a financial responsibility of organization.
1.3801
Publish a “Local Music Guide”
1.3663
Grow globally as an organization.
1.2724
Facilitate sponsorship of local bands via business, families, and other
sources.
1.215
Travel to conferences and events around the world to proselytize about our
model/work.
1.1547
Run seminars on how to include musicality in peoplesʼ lives.
1.1339

4. Use a “robin hood” model for pricing our services.
1.1339
Have a BROADCAST RADIO show on a local station.
1.1339
Provide a music education and matching service where we help individuals
discover new music and groups that fit their interests.
1.1339
Serve as an agent to local artists, managing local talent.
1.1127
Host and plan open mics showcasing diverse groups, skills, and range of
artists.
1.1127
Facilitate creativity and teamwork training as a service to any group,
business, or organization.
1.1127
All music is available through an online store and gives local musicians the
opportunity to post their own work.
1.1127
Depend on grants, donations, and capital campaigns for growth.
1.1127
Serve as consultants to train staff of organizations in our areas of expertise.
1.0954
Focus on creative online marketing/distribution of music and creative
products to the widest audience possible.
1.069
(Strong Disagreement 0 - 4 Strong Agreement)
Avg
w amy
Attract DONORS to fund our activities and
services.
3.714285714
3.625
Attract INVESTORS to fund our activities and
services.
3.571428571
3.625
Board of directors gain financially from growth
of organization.
1.857142857
1.875
Board of directors have a financial
responsibility of organization.
2.714285714
2.75
Board of directors serve as management and
control of organization.
1.285714286
1.375
Staff and board members NEED be active
leaders in other community organizations and
activities.
3
3

5. Staff, board members, and CRF “members”
REGULARLY attend and CRF PLANS
conferences relating to our goals and mission.
3.285714286
3.25
Constantly begging for money and financial
support to support the organization.
0.857142857
1
Constantly pitching and defending a business
model and our ability to do social good.
2.857142857
2.875
Distribute our music around the world.
3.285714286
3.125
Distribute our music locally only.
1.428571429
1.625
Document and provide proof of social and
financial gain.
3.857142857
3.875
Document and provide proof that our activities
and all spending meets our social mission.
3.142857143
3.125
Grow globally as an organization.
2.571428571
2.571428571
Grow locally as an organization.
3.857142857
3.875
Grants and donations are our primary source
of funding but restrict our activities and
services.
1.714285714
1.625
Investment is our primary source of funding
but expectations of financial growth conflict
with social mission.
1.428571429
1.5
Operate under an established and proven
structure that is socially understood and
accepted.
1.714285714
1.625
Operate with absolute freedom in shaping
management and control of organization, no
restrictions on structure.
1.285714286
1.25
Prefer large arts and foundation grants.
1.333333333
1.428571429
Prefer small grants and funding.
1.857142857
1.875
Songwriting programs are provided to
community centers.
3.142857143
3.25

6. Songwriting programs are provided to
corporations.
3.285714286
3.375
Use a “robin hood” model for pricing our
services.
2.428571429
2.5
Use ability to charge higher prices with
increased demand or ability to pay.
3.142857143
3.125
All services are provided at or below market
prices.
0.714285714
0.625
Provide FREE recording services to those who
cannot afford it.
3
3
Our community partnerships include pro-bono
consulting services where EFFORT
EXCEEDS VALUE but still meets the mission.
2.285714286
2.25
Focus on selling a product and packaging
marketable services.
1.571428571
1.5
We license our music to be shared freely,
without restriction.
1
1.125
All licensed material can be shared freely with
credit, appropriate use, and only for noncommercial purposes.
2.833333333
3
CRF owns all created music and is the sole
profiteer.
1.571428571
1.625
Depend on financial planning for growth.
3.285714286
3.375
Depend on grants, donations, and capital
campaigns for growth.
1.714285714
1.625
Based on research and proven best practices
we have SPECIFIC requirements to define our
community partnerships and the partnerships
we facilitate.
2.857142857
2.875
Creating documentaries of partner
organizationsʼ events.
1.571428571
1.625
Do exposeʼ events/fundraisers to highlight our
own artists and partners.
3.285714286
3.25

7. Our community partnerships include pro-bono
consulting services where EFFORT EXCEEDS
VALUE but still meets the mission.
2.285714286
2.25
Spend significant time developing partnerships
between organizations and to facilitate the
relationships between them.
2.714285714
2.75
Focus on creative online marketing/distribution
of music and creative products to the widest
audience possible.
2.857142857
2.625
Focus on selling a product and packaging
marketable services.
1.571428571
1.5
Incorporate CRF as a core component of Ypsi
marketing.
3.8
3.666666667
Viral marketing helps brand the local
community as a music mecca.
3.428571429
3.25
Focus on branding, especially using social
web (Facebook, Twitter, etc) to expose our
social mission and services and establish
ourselves as an expert in our field.
3.285714286
3.375
Top 15 Activities
Avg
Be the catalyst in collaborative community music/recording projects and
activities.
4
Host local songwriters and musicians for workshops and skill demonstration.
4
Organize and run a membership organization for local artists that provides
performance and networking opportunities, access to practice space and
discounts on CRF services.
4
Use music to facilitate diversity training.
4
Get groupies for organization, especially the board.
3.86
Use music and events to ACTIVELY ADDRESS communication issues in the
community.
3.86
Consult nonprofit and business on conflict management, team building,
creativity, and etc. through the arts.
3.83

8. Incorporate CRF as a core component of Ypsi marketing.
3.8
Is a leader in assessing and consulting on community music environments.
3.71
Utilize Facebook and other social networking tools to provide up-to-the-minute
data on local arts events.
3.71
Hold family music parties, like the Backyard Bash, that give that neighborhood
and family community members the chance to perform.
3.57
Plan networking events that connect local artists.
3.57
Provide a mentoring program that connects adults to youth through music/
artistic programs and activities.
3.57
Build bridges between volunteers and their place of work with like-minded
organizations.
3.5
After school songwriting programs designed to create, produce, perform, and
distribute original music of students.
3.43
Have studio opening party
3.43
Train and provide internships on sound, recording, and finishing.
3.43
Viral marketing helps brand the local community as a music mecca.
3.43
Top 15 Operational Statements/Values “How we do”
Avg
Document and provide proof of social and financial gain.
3.86
Grow locally as an organization.
3.86
Attract DONORS to fund our activities and services.
3.71
Ownership of organization is shared.
3.71
Seek investors looking to support the organization.
3.71
Spur creativity, newness, and evolvement in music groups and communities.
3.6
Attract INVESTORS to fund our activities and services.
3.57
Tie into local businesses and youth-serving orgs, including schools, to brand
ourselves as people who work WITH the community. We are where the people
are.
3.57
We blaze a new trail on all levels of how the organization is run and set-up.
3.43

9. Depend on financial planning for growth.
3.29
Distribute our music around the world.
3.29
Research and pick art that matches trend on a “hyper-local” level.
3.25
Document and provide proof that our activities and all spending meets our
social mission.
3.14
Use ability to charge higher prices with increased demand or ability to pay.
3.14
Group or youth recording activities require and ACT ON (fundraiser, community
service, awareness bringing performance) positive messages or themes.
3
Provide FREE recording services to those who cannot afford it.
3
Highest points of operational contention
STDEV
Operate with absolute freedom in shaping management and control of
organization, no restrictions on structure.
1.3801
Board of directors have a financial responsibility of organization.
1.3801
Grow globally as an organization.
1.2724
Use a “robin hood” model for pricing our services.
1.1339
Depend on grants, donations, and capital campaigns for growth.
1.1127
Highest points of activity contention
STDEV
Booking the musical entertainment at AS MANY community events as
possible.
1.8127
Create an online community space to connect local artists with each other
(for collaborations, etc) and potential customers. Like a craigslist for local
musicians.
1.6762
Provide a “old boys/girls club” for business leaders that gives them a stage
and audience and chance to network.
1.5
Publish a “Local Music Guide”
1.3663
Facilitate sponsorship of local bands via business, families, and other
sources.
1.215