1. Accelerator Program – Phase I
Client:
ArtBridge Houston
An Arts Program for
Homeless Children
GrantTerm:
04/2011 – 03/2012
Contact:
Nick Meriwether
Executive Director
artbridgehouston@sbcglobal.net
713-527-9850
artbridgehouston.org

2. MissionandVision
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.

3. UseofFunds
Funding for MODE Intensive Services Program (ISP) Phase 1 will be used towards
the creation of a multi-year strategic plan.
Consultant Selection
•Barbara Bushong of SterlingAssociates
•Direct and precise, immediately talked about
problem solving
•Thorough and professional manner in which she
conducted the business of creating our Strategic
Plan
•Quickly understood the mission and goals of
ArtBridge
•Very personable and accessible during the entire
process
Planning Process
•Formed SWOT team leaders and teams
(Strengths,Weaknesses, Opportunities,Threats)
•Board members completed confidential board
survey to help determine SWOT
•Held the following SWOT meetings: Board and
Governance, Staff andVolunteers, Finance and
Fundraising, Missions and Programs
•Strategic PlanningCommittee met to determine
goals and priority areas of focus
•Board retreat held to present results from
meetings and produce rough draft of Strategic
Plan
•Revised and adopted Strategic Plan

4. Goal1:Strengthengovernance,
policiesandprocedures
• 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.

5. Goal2:Expandtheprogramto
serveasmanychildrenaspossible
• 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.

6. Goal3:Developcriteriato
defineandmeasureprogramming
• 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.

7. Goal4:Developplantomoreeffectively
useandtrainemployeesandvolunteers
• 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.

8. Goal5:Improvedevelopment
andfundraising
• 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.

9. KeystoSuccess
• 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)

10. LessonsLearned
• 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

11. SummaryofFuturePlans
• 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.