Operating Support
ACHF Arts Access
1. Develop Programming geared to youth, working with schools and community organizations. Goal: Program management identified and in place by Jan 1, program plan established by March 31, teaching staff recruited, in place and trained by June 1. 2. Develop broad community and business support. Goal: have 200 individual members @ $50 each by SEPTEMBER 1, 2015. Have 50 business members @ $250 each by June 1, 2015. 3. Build planning calendar to ensure quality of ongoing planning, instill organizational memory and involve the entire Board in the management process of the Center. Goal will be to have the basic calendar in place by February 2015 for the building the 2016 plan and measuring 2015 performance. It will be used monthly at Board meetings to ensure an orderly planning cycle to ensure appropriate information is available at appropriate times. Youth Programming: Tracking baseline set for number of classes, percent filled, number of students reached. Community and business support: Track and report monthly progress of planned membership levels to actual. Planning Calendar: Exists and is used monthly to help monitor organization’s performance compared to plan as well as keep the organization focused on the critical few strategies for the year. Deviations from plan need to be accounted for, justified and calendar modified accordingly.
Educational programs were evaluated via parent and student surveys. These surveys have allowed us to refine and build a program that appeals to parent and student. We have increased our summer class offerings and added an after school art program that has been popular. Improved communication has been evaluated by our social media and newsletter impressions. In 2015 Facebook likes are up 63% and post reach has increased 100%. Our newsletter open rate hovers at the industry standard of 30-32% each month. Our database has over 800 records allowing us to categorize by relationship to the organization. Increased programming and better organization management is a direct result of our increased staff. Board is able to focus more time/energy on overall policy/procedures while staff manages day to day activities. Organization leadership, policies and procedures have been established. This benchmark of organizational development has Hutchinson Center for the Arts on a solid foundation as we enter a new phase of growth and development.
Other, local or private