Operating Support
ACHF Arts Access
Financial vitality is one of three goals identified in our strategic plan. Initial financial goals are to increase the number of long-term donors, to design a new annual fundraising event, and to establish an estate giving campaign. Assessment used to design and implement a new financial model includes evaluation of five years of financial data by the executive director and treasurer. Further, monthly reports are presented to the finance committee and board by program staff, based on year to date and individual event financials. The Board of Directors, Finance Committee and Executive Director meet every two weeks to continue the process of developing and implementing the new sustainable finance plan. 2: Increase outreach through marketing and membership. Currently, a team is redesigning marketing materials and formalizing a marketing calendar. The membership committee is identifying more entry points for non-members at events. Measurable outcomes for marketing will include a marketing strategy and a media network database. Outcomes for participation will be reflected in more tickets sales, class registrations, and memberships. The executive director and program staff analyze data collected on pre- and post-event forms within one week of the close of the event. This information is used to refine our marketing practices. Each month the board driven membership committee and the executive director lead the analysis of member surveys and feedback from lapsed member phone calls.
Two financial vitality objectives include technology upgrades and establishment of a long-term financial model that includes increased membership, establishing sustaining donors, and investment in depreciation and our endowment. To date: We were a part of a pilot study conducted by MAP for Non-profits to establish our technology priorities. National Endowment for the Arts funding for Web site enhancements is secured. The Southern Minnesota Initiative Foundation granted us interior and exterior paint. The finance committee is detailing the components of the new financial model. A consultant is scheduled to train the board and staff on donor cultivation. Member surveys have helped us re-define rates and benefits. 2: Two increased outreach objectives include targeted marketing and member cultivation. Outcomes for marketing include the implementation of a pre-event marketing checklist, and a post-event evaluation form. The pre-event checklist ensures all targets are met in a timely manner. The post-event evaluation form documents marketing strategies and outcomes, financial data, participant feedback, volunteer hours, and audience headcounts. Member cultivation currently takes three forms: annual member survey, monthly phone calls to lapsed members, and re-design of the annual fund drive.
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