1. ALLIANCE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE STRATEGIC PLANNING

2. ALLIACE OF ARTIST COMMUNITIES: EMERGING PROGRAM INSTITUTE Strategic Plan: A roadmap for board and staff

3. MAPPING THE TERRAIN Question Zero: What are we trying to accomplish?

4. MAPPING THE TERRAIN Looking upstream to see what is coming…

5. MAPPING THE TERRAIN Looking downstream to see where we are going…

6. MAPPING THE TERRAIN Mission: the core purpose and focus

7. CONSTRUCTING THE MISSION Identify your organization’s self-evident truth: Example: “To be human is to be creative.”

8. CONSTRUCTING THE MISSION Identify a major obstacle: Example: “In our society, there are not enough opportunities to express one’s creativity.”

9. 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.”

10. 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.”

11. CONSTRUCTING THE MISSION Providence St. Mel Mission: “To break the cycle of poverty through education.”

12. MAPPING THE TERRAIN Vision: Your guiding star on the horizon

13. CONSTRUCTING A VISION Life cycles of organizations: Idea Start Up Growth Maturity Decline/Turnaround Terminal

14. CONSTRUCTING A VISION New organizations: The challenge of setting a clear course

15. CONSTRUCTING A VISION Mature organizations: The challenge of changing course

16. MAPPING THE TERRAIN Opportunities/Roadblocks Financial Capability Human Capacity Physical Infrastructure

17. MAPPING THE TERRAIN Remind me: Why are we doing this? The Failure of Success The Success of Failure

18. MAPPING THE TERRAIN Creating a State of Readiness

19. CREATING A STATE OF READINESS Example: “We have too many priorities therefore we have no priorities.”

20. CREATING A STATE OF READINESS Example: “Our current economic model is unsustainable.”

21. SETTING THE STAGE TRUISMS

22. The plate looks prettier than the making of it.

23. TRUISMS Focus on a few simple big ideas and dedicate the resources to drive them home.

24. TRUISMS The most difficult thing in an organization is to get people to act on change.

25. SETTING THE STAGE Wanting to head northwest? For starters, be flexible: North or west will be good enough!

26. SETTING THE STAGE Setting the Time Frame: Rafting Down the San Juan h!

27. SETTING THE STAGE Choosing committee members STAFF: Early Adopters Obstructionists The Murky Middle h!

28. SETTING THE STAGE Choosing committee members BOARD: Executive and Committee Leadership h!

29. SETTING THE STAGE Choosing committee members OUTSIDE TALENT: Facilitators & Consultants Community & Organizational Leaders h!

30. SETTING THE STAGE BEGINNING THE PROCESS

31. SWOT ANALYSIS:

32. BEGINNING THE PROCESS If we were to receive $10M over the next 5-7 years, how would you allocated funds?

33. 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?

34. BEGINNING THE PROCESS As a completed campus, what do you envision it looking like in 7-10 years?

35. WORKING THE PROCESS Focusing the process Leading/ Listening Deciding Evaluating (pace, iterations, closure)

36. WORKING THE PROCESS Focusing the process Communicating to Stakeholders Reminding/ Repeating (Tell me again, why are we doing this?)

37. 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

38. MAKING DECISIONS Have in mind a strategic goal each for: Programs Development Facilities/Operations Finance Staff

39. MAKING DECISIONS

40. IMPLEMENTING GOALS THE PIROUETTE turning from Planning to Action

41. IMPLEMENTING GOALS Riding the rockmobile

42. MANAGING BY OBJECTIVE ACCOUNTABILITY LOOP Staff Liaison Executive Director Committee Chair Board Committee Review & Recommendation Board Review & Recommendation Staff Implementation Report to/ Review by Executive Director Report to/ Review by Board Committee Report to Board

43. MANAGING BY OBJECTIVE EVALUATING AND ASSESSING Qualitative and Quantitative Measures Performance Objectives and Reviews Feedback Loops (downstream)

44. MANAGING BY OBJECTIVE What are we trying to accomplish?

45. 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

46. TIME FOR QUESTIONS Thank you! -- Questions?