2. UseofFunds
ISP Phase I (Strategic Plan) :
To engage consultants and the creation of a long-term strategic plan.
Process
• A LeadershipTeam was assembled.
•The LeadershipTeam reviewed consultants’
proposals and made a determination of whom to
contract.
• In bi-weekly meetings the LeadershipTeam was
guided by the consultant in reviewing materials,
discussing values and objectives, as well as
brainstorming ideas about CA’s present and future.
• Specific workgroups further discussed various
aspects of the organization.
• Ideas were distilled, evaluated against objectives,
and prioritized as they were integrated into the
strategic plan.
• A three-year plan was finalized and approved by
the Board of Directors.
Outputs
• Refined Mission/Vision statements, core values,
and organizational value proposition.
• Specific and attainable goals were established
and immediate progress was made in the areas of
facility improvements, staff capacity, community
engagement, and technological optimization.
•Work Groups continue to provide a valuable
entre for new stakeholders and assist in
progressing various initiatives while providing
meaningful insight and connections.
• A newly formedTeachers’ Leadership Council is
bolstering program quality and teacher/staff
relations.
• CA Board and staff became better aligned in
their understanding of the organization and
keenly focused on shared goals with shared
values.
3. 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. )
Develop a business plan which ensures
financial stability.
A sound value proposition and
thoughtful goals guides revenue
development and stakeholder
engagement.
•20 more classes at elementary
schools in spring 2012 than in spring
2011.
•Host committee for new membership
drive of over 50 people.
• New CA Scene events will entice
more participation, awareness, and
revenue.
Increase staff capacity to better
manage work load.
New staff and adjusted roles and
responsibilities make best use or staff
resources allowing CA to grow
programming in multiple new
directions.
• A Program & Marketing Coordinator
hired in the summer of 2011 has
increased stakeholder communication
in all arenas and recruited additional
volunteers.
•Program Director became a full time
position encompassing curriculum
development.
•Short –term, project specific Contract
positions created.
4. 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. )
Technology use is optimized. Better hardware and software is
increasing staff efficacy and improving
organizational functionality.
• New software allows CA to combine
event management, class registration,
database , and online marketing.
•Donated computers and printers
improve function of the office.
•New staff increases utilization of
social media drawing more
stakeholders.
Financial analysis will ensure best use
of resources and provide financial
stability.
Financial analysis yields real-time
pricing and budget metrics. Financial
procedures are documented. Cost
savings measures are identified and
acted upon.
• Budgets and tuition costs move
toward reflecting actual expenditures.
• Staff and Board are aligned and
planning for succession.
•Annual and monthly savings in vendor
relationships are realized.
•Fixed and variable expenses are better
understood.
5. Outcomes
• What is different now compared to the
beginning of the grant term?
– Procedures have been created,
documented and utilized to
ensure thorough systems are in
place in all aspects of the
organization.
– Board and community have new
opportunities to engage with CA.
– Renewed vision aligns all
communications and is infused
into decision making at every
level.
– Staff and Board capacity is
recognized as the keystone to
realizing CA’s vision.
• Are these changes that will last?
6. KeystoSuccess
• List significant accomplishments and strides
made throughout your grant
– The LeadershipTeam and work groups
were inclusive of Board, staff and
community members.
– The need for change and improvement
was diplomatically discussed ensuring
that the legacy and past efforts of the
organization were not devalued.
– Meeting facilitation allowed for unique
view points and candid dialogue about
the organization strengths and
opportunities.
– Strategic goals were based on shared
values and objectives allowing them to
be implementable.
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7. LessonsLearned
• What were your course corrections?
– The amount of time which staff and
Board members needed to focus on
strategic planning was
underestimated.Timelines had to be
adjusted to allow for other
programmatic priorities as necessary.
– Managing new initiatives along with
existing work load is challenging
without the staff and monetary
resources needed.Thoughtful change
management is needed to ensure
continued staff buy-in as roles and
responsibilities grow and change.
– Consistent and clear communication
of the details of the plan must be
infused into all conversations to be
sure all stakeholders are kept in the
loop.
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8. SummaryofFuturePlans
• Three-year strategic initiatives will be
distilled to specific and measurable yearly
goals.
• Additional resources will be sought to
implement aspects of the plan enabling CA
to be well equipped for growth.
• Efforts to broaden our base and engage new
stakeholders will focus on revenue
development, programmatic collaborations,
and building the Board of Directors.
• A fund-development/ grant-writing position
will be formed as budget allows.
• A new community studio/office will be
sought after and the resources needed to
realize this dream will be evaluated.
• Increased PR and Marketing efforts will be
infused with powerful and consistent
messaging to build our brand and leverage
our value proposition.
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