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Organizational Review Deborah Edward, Ph.D. March, 2012

Organizational Review Deborah Edward, Ph.D. March, 2012. Background. Part of ED orientation to Portland and BCA Based on document review, interviews, discussions Check in about basic functional areas of BCA Set of observations and next steps Used to guide budget revisions and 6-month plan.

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Organizational Review Deborah Edward, Ph.D. March, 2012

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  1. Organizational Review Deborah Edward, Ph.D. March, 2012 Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  2. Background • Part of ED orientation to Portland and BCA • Based on document review, interviews, discussions • Check in about basic functional areas of BCA • Set of observations and next steps • Used to guide budget revisions and 6-month plan Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  3. Strengths • Strong brand • Positive reputation • Quality programs • Strategic partners in arts and business • Board leadership • Loyal, engaged members Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  4. Weaknesses • Outdated technology and data systems • Homogenous board and leadership • Weak ties to economic and political leaders • New strategic direction implications unclear • Divergent views about BCA role re advocacy and public funding issues Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  5. Opportunities • Recruit new industries to BCA • Leadership role in helping arts groups address emerging issues re diversity and equity • Unfolding agendas re public funding for arts • Upcoming change in political leadership • Expanding programs to maximize business connections and support for the arts Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  6. Threats • Confusion about BCA role re training, programs, and capacity building for arts groups • Membership model unbalanced re arts groups • Lack of reserve fund and working capital • Reluctance to fundraise and further a perception that BCA is competing with other arts groups for contributed funds Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  7. Proposed Priorities • Diversify Board and membership • Pilot projects/programs that leverage business resources in new ways • Build relationships with economic dev drivers • Clarify messages and marketing re advocacy • Update Strategic Plan in June Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  8. Mission/Vision/Values • Confirm board understanding of reframed vision and implications • Clarify definition of primary audiences and how to provide a meaningful value proposition • Communicate BCA’s unique hedgehog concept/distinct strategic position Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  9. Governance • Update governance materials • Recruit board members representing key missing industries and demographics • Engage Leadership Council Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  10. Administration • Update policies, procedures, job roles and responsibilities • Establish cash reserve • Replace outdated technology • Consolidate contact databases for more effective constituent tracking Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  11. Marketing/PR • Complete comprehensive marketing plan • Maximize social media options • Confirm core messages • Expand distribution of e-newsletter Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  12. Membership/Sponsorship • Expand members program to attract and support arts organizations • Secure 3-year program sponsorships • Create and implement comprehensive membership and development plan • Increase expectations for personal giving from individual Board members Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  13. Programs • Schedule new member receptions at creative industry venues • Establish Board Primer program to help arts organizations board members be successful • Systematize and expand OnBoard services • Expand BVA with “tune-up” group programs • Continue and refine Top Donors research • Conduct program review and re-align Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  14. Planning • Host Strategic Planning session in June • Advocacy implications • Economic Development leadership implications • How to use adjunct leadership with BCA • Strategic Partnership • Core goals for the next 3-5 years Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  15. Six month work plan • March –confirm sponsorships, programs dates • April – finalize m’ship plans, update BVA • May – technology upgrades • June – Strategic Planning with Board and staff • July – program and advocacy decisions • Aug - budget and workplan for 2013 Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

  16. Indicators of Success – 6 month plan • Income targets being met • Program participation high • New relationships and invitations to participate in regional planning discussions • Expanded membership • Expanded engagement by BCA members • Strategic Plan approved to guide future Business for Culture & the Arts | connecting business and the arts | www.nwbca.org

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