1. Accelerator Program – Phase II
Client:
GrantTerm:
04/2011 – 03/2012
Contact:
JoshuaTurner
Int. Executive Director
joshua@vbbarts.org
(713) 524-7821
www.vbbarts.org

2. MissionandVision
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.
Photo credit: Katie Plocheck

3. UseofFunds
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
• Secure Full-Time Administrative Staff
Member
• Conduct Search for & Interview Strategic
Planning Consultants
• Hire Strategic Planning Consultant
• Finalize Timetable for Events Leading to
Completion of a New Strategic Plan
• Complete & Distribute Board & Staff
Survey
• Conduct Board & Staff Retreat
• Draft Outlines of Strategic Plan Options
• Conduct Follow-Up Board Workshop to
Review Strategic Plan Options
• Edit & Revise Strategic Plan Options
• Conduct Groundwork in Advance of Plan
Implementation
• Gain Board Approval of New Strategic
Plan
Key Deliverables
• Full-Time Executive Director
• Strategic Planning Consultant
Under Contract
• Completed Board & Staff Survey
• Completed Board & Staff Retreat
• Completed & Board Approved
Strategic Plan
• Improved Organizational Structure
Key Resources
• MODE $20,000 funding
• Joe Synan, Strategic Planning
Consultant
• Willing and Committed Board
• High trust among staff & board

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. )
• Establish an administratively stable
and efficient staff structure resulting
in:
• An administratively stable and
efficient staff was established.
• VBB secured our Assistant Director as
a full-time employee and promoted
him to Interim Executive Director to
work alongside our Artistic Director.
a) Addition of new funding sources.
b) Maintenance of VBB’s financial
health.
c) Increased media coverage
d) Increased efficiency in
administrative capabilities
a) Private funding sources were
increased
b) VBB maintains a healthy financial
outlook.
c) Press coverage increased
d) Increased Operational capabilities
a) VBB saw a greater than 20%
increase in private donations
raised at our annual fundraiser.
b) VBB’s cash reserve saw no
decrease during this time.
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 organization’s Long Range Plan
resulting in:
• The board became invested in the
Long-Term Plan of VBB and committed
to its utilization.
• 100% of board members were
actively involved in a VBB committee
or event during the year and 50% were
involved in more than one committee.
a) higher board participation in VBB
operations; and
b) increased organizational
knowledge by all board members
a) All board and staff participating in
the creation of a new Long-Term
Plan.
b) A board that became highly
informed and engaged
a) 100% of the board/staff actively
participated in the
construction/editing of our new
Strategic Plan.
b) 100% of the board felt more
informed after our board retreat.

5. OutcomesSummary
• Stronger and more efficient organizational &
staff structure. (i.e. ED & AD structure)
• New Long-Term Strategic Plan that
solidifiesVBB’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 forVBB’s
directors.
• A long-term succession plan ensuring the
longevity ofVBB beyond its Founding
Director.
• The establishment of new programming and
administrative goals. (e.g. fundraising goals
and attendance goals)
Insert photo 3
Photo credit: Eric Hester

6. KeystoSuccess
• 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 ofVBB’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.
Photo credit: Burnell McCray

7. LessonsLearned
• 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 thatVBB
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 thatVBB 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.
Photo credit: Eric Hester

8. SummaryofFuturePlans
• 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 RoomArt 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 RoomArt productions a year from 4
to 6.
• VBB will continue the separation of Artistic
andAdministrative 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.
Photo credit: Mahwash Rahman