alliance of artist communities: emerging program institute strategic planning
TRANSCRIPT
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ALLIANCE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE
STRATEGICPLANNING
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ALLIACE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE
Strategic Plan: A roadmap forboard and staff
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MAPPING THE TERRAIN
Question Zero: What are we trying
to accomplish?
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MAPPING THE TERRAIN
Looking upstream to see what is coming…
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MAPPING THE TERRAIN
Looking downstream to see where we are
going…
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MAPPING THE TERRAIN
Mission: the core purpose
and focus
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CONSTRUCTING THE MISSION
Identify your organization’s
self-evident truth:
Example: “To be human is to be creative.”
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CONSTRUCTING THE MISSION
Identify a major obstacle:
Example: “In our society, there are not enough
opportunities to express one’s creativity.”
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CONSTRUCTING THE MISSION
Identify a remedy:
Example: “We need to make more opportunities
available in which people are supported in
their natural desire to express their creativity.”
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CONSTRUCTING THE MISSION
Declare your mission:
Example: “Through workshops, residencies,
exhibitions and community outreach we create
a supportive environment for people to openly
explore and express their innate creativity.”
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CONSTRUCTING THE MISSION
Providence St. Mel Mission:
“To break the cycle of poverty through
education.”
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MAPPING THE TERRAIN
Vision:Your guiding star
on the horizon
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CONSTRUCTING A VISION
Life cycles of organizations:Idea
Start UpGrowth
MaturityDecline/Turnaround
Terminal
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CONSTRUCTING A VISION
New organizations:The challenge of
setting a clear course
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CONSTRUCTING A VISION
Mature organizations:The challenge of changing course
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MAPPING THE TERRAIN
Opportunities/Roadblocks
Financial Capability
Human Capacity
Physical Infrastructure
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MAPPING THE TERRAIN
Remind me: Why are we doing this?
The Failure of Success
The Success of Failure
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MAPPING THE TERRAIN
Creating a
State of Readiness
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CREATING A STATE OF READINESS
Example:“We have too many priorities
therefore we have no priorities.”
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CREATING A STATE OF READINESS
Example:“Our current economic model
is unsustainable.”
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SETTING THE STAGE
TRUISMS
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TRUISMS
The plate looks prettierthan the making of it.
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TRUISMS
Focus on a few simple big ideas and dedicate the resources to drive them
home.
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TRUISMS
The most difficult thing in an organization is to get
people to act on change.
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SETTING THE STAGE
Wanting to head northwest?
For starters, be flexible:North or west will be good
enough!
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SETTING THE STAGE
Setting the Time Frame:Rafting Down the San Juan
h!
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SETTING THE STAGE
Choosing committee members
STAFF:Early AdoptersObstructionists
The Murky Middle
h!
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SETTING THE STAGE
Choosing committee members
BOARD:Executive and Committee Leadership
h!
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SETTING THE STAGE
Choosing committee members
OUTSIDE TALENT:Facilitators & Consultants
Community & Organizational Leaders
h!
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SETTING THE STAGE
BEGINNING THE PROCESS
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BEGINNING THE PROCESS
SWOT ANALYSIS:
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BEGINNING THE PROCESS
If we were to receive $10M over the next 5-7 years,
how would you allocated funds?
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BEGINNING THE PROCESS
For the next 7 years, what should be the top 3
educational priorities? In order to achieve these
priorities what do we change?
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BEGINNING THE PROCESS
As a completed campus, what do you envision it
looking like in 7-10 years?
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WORKING THE PROCESS
Focusing the processLeading/ Listening
Deciding
Evaluating(pace, iterations, closure)
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WORKING THE PROCESS
Focusing the processCommunicating to Stakeholders
Reminding/ Repeating
(Tell me again, why are we doing this?)
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MAKING DECISIONS
Decisions!Aggregate related priorities – ask:
How distinctive is this priority for all the others?
How related/ connected/ overlapping is it?
Turn priorities into Strategic Goals
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MAKING DECISIONS
Have in mind a strategic goal each for:
ProgramsDevelopment
Facilities/Operations Finance
Staff
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MAKING DECISIONS
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IMPLEMENTING GOALS
THE PIROUETTEturning from Planning to Action
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IMPLEMENTING GOALS
Riding the rockmobile
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MANAGING BY OBJECTIVE
ACCOUNTABILITY LOOPStaff Liaison
Executive DirectorCommittee Chair
Board Committee Review & Recommendation
Board Review & Recommendation
Staff Implementation
Report to/ Review by Executive DirectorReport to/ Review by Board Committee
Report to Board
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MANAGING BY OBJECTIVE
EVALUATING AND ASSESSING
Qualitative and Quantitative Measures
Performance Objectives and Reviews
Feedback Loops (downstream)
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MANAGING BY OBJECTIVE
What are we trying to accomplish?
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MANAGING BY OBJECTIVE
Good to Great: Jim Collins (Social Sector Monograph)
The Discipline of Market Leaders: Treacy & Wiersema
The Wellesley Case: Richard Chait (HBS)
The Boston Lyric Opera Case: Robert Kaplan (HBS)
Transformational Change at Babson College: A View From the Outside: Joseph Zolner (HBS)
Our Iceberg is Melting: John Kotter
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TIME FOR QUESTIONS
Thank you!--
Questions?