2. Freneticore
Incubator Class of 2013
To invest, impact, and inform
the administrative capacity of arts organizations
toward artistic excellence.
3. 1. INVEST
Provide specialized support towards an organization’s infrastructure.
Financial Administrative
Resources Systems
Board Staff
Governance Management
6. The Initiative at-a-glance
PROGRAM: Pre-Incubator Incubator Accelerator Sustainability
Develop orgs from Incubate orgs from Accelerate orgs from Sustain mature orgs through
Goal idea to start-up start-up to growth growth to maturity decline & turnaround
Partnership Term 12 months 36 months 12 months 12 months
Limited awards of $15,000/year Up to Up to
Investment $5000 - $7500 for three years $10,000 - $20,000 $20,000
Client residency, Caapcity funding for
Capacity funding for
Management services & management multiyear strategic
Services capacity funding services, & capacity planning or
multiyear strategic planning
or implementation
funding implementation
Client budget size $10K - $75K $75K - $200K $100K - $750K $750K+
Client staff size 0 – 1 FTE 0.5 – 2 FTE 2 – 4 FTE Staff > 3 FTE
(Full Time Equivalent)
Class of 2013 Class of 2013 Class of 2012
Art Cars of Houston Brazilian Arts ArtBridge Class of 2012
Aperio Foundation HITS Theatre
BooTown Aurora Picture Show
The Back Porch Players Classical Theatre Houston Center for
25 Houston Blues Museum Company Hope Stone Inc. Contemporary Craft
Horse Head Theatre Company
Current KASH Dance Source Houston Center for MECA
Beneficiaries Lone Star Lyric Theatre Festival Houston Photography
Mildred’s Umbrella
NobleMotion Dance Freneticore Voices Breaking
Stark Naked Theatre Company Boundaries
WindSync InterActive Theatre
Company
Accepting new
November 2012 May 2013 May 2013 May 2013
Applications
7. Capacity
Building
Initiative
Business
Grants
Volunteers
Program
for the Arts
strengthen
our
beneficiaries
Arts
Power to
Database
Give
Program
Patron
Manager
Photo courtesy of Voices Breaking Boundaries
Incubator Class of 2011
8. 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
8
9. 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
Accelerator Program – Phase I
10. 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.
11. 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 Planning Process
•Barbara Bushong of Sterling Associates •Formed SWOT team leaders and teams
(Strengths, Weaknesses, Opportunities, Threats)
•Direct and precise, immediately talked about
problem solving •Board members completed confidential board
survey to help determine SWOT
•Thorough and professional manner in which she
conducted the business of creating our Strategic •Held the following SWOT meetings: Board and
Plan Governance, Staff and Volunteers, Finance and
Fundraising, Missions and Programs
•Quickly understood the mission and goals of
ArtBridge •Strategic Planning Committee met to determine
goals and priority areas of focus
•Very personable and accessible during the entire
process •Board retreat held to present results from
meetings and produce rough draft of Strategic
Plan
•Revised and adopted Strategic Plan
12. 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.
13. 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.
14. 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.
15. 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.
16. 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.
17. 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)
18. 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
19. 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.
20. Client:
Grant Term:
04/2011 – 03/2012
Contact:
Joshua Turner
Int. Executive Director
joshua@vbbarts.org
(713) 524-7821
www.vbbarts.org
Accelerator Program – Phase II
21. Mission and Vision Photo credit: Katie Plocheck
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.
22. 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 Key Deliverables
• Secure Full-Time Administrative Staff • Full-Time Executive Director
Member • Strategic Planning Consultant Under
• Conduct Search for & Interview Strategic Contract
Planning Consultants
• Completed Board & Staff Survey
• Hire Strategic Planning Consultant
• Finalize Timetable for Events Leading to • Completed Board & Staff Retreat
Completion of a New Strategic Plan • Completed & Board Approved
• Complete & Distribute Board & Staff Survey Strategic Plan
• Conduct Board & Staff Retreat • Improved Organizational Structure
• Draft Outlines of Strategic Plan Options
• Conduct Follow-Up Board Workshop to Key Resources
Review Strategic Plan Options • MODE $20,000 funding
• Edit & Revise Strategic Plan Options
• Joe Synan, Strategic Planning
• Conduct Groundwork in Advance of Plan
Implementation Consultant
• Gain Board Approval of New Strategic Plan • Willing and Committed Board
• Implement New Strategic Plan • High trust among staff & board
23. Outcomes & Indicators
ANTICIPATED ACTUAL SHORT TERM INDICATORS
SHORT TERM OUTCOMES OUTCOMES (Indicators measure whether or not a
(beginning of grant) (end of grant) program achieves its expected
outcomes. )
• Establish an administratively stable • An administratively stable and • VBB secured our Assistant Director as
and efficient staff structure resulting efficient staff was established. a full-time employee and promoted
in: him to Interim Executive Director to
work alongside our Artistic Director.
a) Addition of new funding sources. a) Private funding sources were a) VBB saw a greater than 20%
b) Maintenance of VBB’s financial increased increase in private donations
health. b) VBB maintains a healthy financial raised at our annual fundraiser.
c) Increased media coverage outlook. b) VBB’s cash reserve saw no
d) Increased efficiency in c) Press coverage increased decrease during this time.
administrative capabilities d) Increased Operational capabilities 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 board became invested in the • 100% of board members were
the organization’s Long Range Plan Long-Term Plan of VBB and committed actively involved in a VBB committee
resulting in: to its utilization. or event during the year and 50% were
involved in more than one committee.
a) higher board participation in VBB a) All board and staff participating in a) 100% of the board/staff actively
operations; and the creation of a new Long-Term participated in the
b) increased organizational Plan. construction/editing of our new
knowledge by all board members b) A board that became highly Strategic Plan.
informed and engaged b) 100% of the board felt more
informed after our board retreat.
24. Outcomes Summary
Photo credit: Eric Hester
• Stronger and more efficient organizational & Insert photo 3
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)
25. Keys to Success
Photo credit: Burnell McCray
• 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.
26. Lessons Learned
Photo credit: Eric Hester
• 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.
27. Summary of Future Plans
Photo credit: Mahwash Rahman
• 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.
28. Client:
Grant Term:
04/2011 – 03/2012
Contact:
Julie Farr
Executive Director
jfarr@crafthouston.org
713.529.4848
www.crafthouston.org
Sustainability Program – Phase II
29. Use of Funds
Funding will be used toward the design and launch a new website.
Key Activities Key Resources
Design and launch a new website • MODE $20,000 funding
with matching enewsletter formatting.
• Dedicated staff time and talent
Key Deliverables
• Board support to reach institutional
• An efficient, manageable website goals
with modern programming
•Clean look and feel reflective of a
leading contemporary visual arts
organization
•User-friendly layout with Spanish
language component
30. Outcomes & Indicators
ANTICIPATED ACTUAL INDICATORS
SHORT TERM SHORT TERM (Indicators measure whether or
not a program achieves its
OUTCOMES OUTCOMES expected outcomes. )
(beginning of grant) (end of grant)
Newly designed website will be Newly designed website launched Within two days of new site
launched to meet institutional the week after the grant period launch, public was responding
goals of prominence and ended. and using online forms to
audience participation. communicate with HCCC.
Better in-house management of Better in-house management of Content is much more efficiently
site content, especially online site content, especially online controlled by staff and can be
forms. forms. updated from any location.
Website better reflects HCCC Website better reflects HCCC HCCC received very positive
branding and image. branding and image. feedback after new site was
announced, no negative
comments.
More accurate knowledge of our Google Analytics indicates that With the integration of social
online participants. within the first two weeks of media sharing tools on some of
launching, 77% of website visitors our pages, visitors have already
have been new and 23% have started sharing content on
been returning visitors. Facebook and Twitter.
31. 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 HCCC has visually rebranded itself
patrons or audiences without changing logo, mission or
tagline. Design and aesthetics are all
– Internal changes in approach
among staff and board consistent, managed in house, and
reflect the quality of our exhibitions
– Community changes including and programs.
changes to the physical
environment or demographics
– Establishing partnerships or
leveraging dollars to increase the
impact made or enhance
sustainability
32. 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
33. Lessons Learned
Although we expressed concern about the
vendors’ timeline and delays, our
Operate
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 Business
responses. Change Support
Process
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
Optimize
the nature of building and testing a website –
build extra time into your plan.
34. 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.
