From: Setheyny Pen drunkenbutterf...@yahoo.com

Date: Mon, 26 Mar 2007 10:48:14 -0700 (PDT)

To: 119gallery-board@googlegroups.com

Subject: [119gallery-board] retreat

 

Hi Everyone,

  I spoke with Mehmed about holding our retreat at the Mogan Center and I

just recieved an e-mail from him today and everything is all set.

 

The retreat is scheduled for May 20th noon till 4pm at the art room.

 

Thanks

Setheyny

 

++++++++++++++++++++++++++++++++++++++++++++++++

 

March 18th from 12noon to 4pm Board will meet to vision, brainstorm, and create a timeline for this year's activities.

[given MAK trip do we need to reschedule?]

 

w2: I suggest that we invite the 'Associate Directors' (Mark, Dan and Matt)  to participate. That will be about 10 people altogether, enough to break into three groups for discussion.

[fms: great idea]

 

MAK: Where is our retreat to take place? The gallery?, or some place else???

[fms:  gallery is easy, it would be nice to be in a different place -- anyone know of somewherere inspiring? and free or low-cost?]

 

 

First half of the meeting, 12noon to 2pm, will be for visioning / brainstorming

• what should be included?

   how about the tried and true:  SWOT analysis (strengths, weaksnesses opprotunities, threats)

  the S/W part is an internal / organizational assessemtn & the O/T part is an environmental scan

   

  Gathering Perceptions about the Organization

  Part of getting a clear view of the environment and dynamics of an organization is to look at it through others' eyes; both internal and external stakeholders' perceptions of the organization will add valuable information to the situation assessment. The SWOT technique, a simple and effective vehicle for collecting this information, helps focus the process by breaking it down into four broad categories:

  Evaluating an organization's general strengths and weaknesses, as well as the strengths and weaknesses specific to each of its programs, typically includes assessments of:

  • staff and board capabilities
  • quality of programs
  • reputation of both the organization and individual programs
  • management information and financial systems
  • office facilities and equipment, etc.
  Successful organizations exploit strengths rather than just focus on weaknesses. In other words, this process isn't just about fixing the things that are wrong, but also nurturing what is right.

   

  The same kind of thinking should apply to how an organization approaches its opportunities and threats -- the external trends that influence the organization. These are usually categorized into political, economic, social, technological, demographic and legal (PESTDL) forces. These external forces include such circumstances as changing client needs, increased competition, changing regulations, and so on. They can either help an organization move forward (opportunities) or hold an organization back (threats) -- but opportunities that are ignored can become threats, and threats that are dealt with appropriately can be turned into opportunities.

   

   

• How should we structure this?

  facilitated discussion amongst all parties perhaps with a different person facilitating at each juncture

  lots of butcher paper and markers can be very useful

   

  1. Have four segments (Strengths, Weaknesses, Opprotunities, Threats)
  2. Identify a person for each segment to facilitate the discussion
  3. Discussion would be pretty open (i.e what are 119s Strengths? Weakeness? etc.)
  4. Aim to dedicate 30 minutes to each segment
  5. Have butcher paper and markers to capture groups ideas about each area

   

 

w2: 12noon  coffee / lunch? and informal discussion

                     Felicia introduces topics ...

                     break into groups of 3-4 for brainstorming - make sure each group has butcher paper and markers to capture ideas

                     1 - engaging artists / creators

                     2 - engaging community / audience

                     3 - engaging support / financial support

 

        1:30pm circle and report

                     snacks and a more formal discussion, rank ideas, choose several to develop

[at several retreats and strategic planning sessions we have used a visual markers like dots to rank ideas]

 

Second half 2pm to 4pm, for work groups and implementation ideas

• what areas are needed
• what goals do we want to accomplish?

 

w2: 2:00pm break into new groups and tackle specific proposals

                    develop a year long plan, timetable

                    include goals and methods for evaluating progress

                        who does this serve

                        community benefits

                        gallery benefits

                        risks involved

                        backup plans or alternatives in case of limited funding

                    include an analysis  of expected income and expenses

                    include an estimate of attendance and community served

       3:30pm group reports

       4:00pm session

       5:00pm dinner, dancing and socializing ... invite friends and family

 

w2: Areas for discussion - exhibitions, artist's talks and workshops - new directions forevents programming - classes and workshops - outreach and partnering with other non-profits and arts groups - fundraising as ongoing, year round - building membership, what do we have to offer - grants and development, looking for other pies - Kerouac scrolls - linking up with UML, MCC, and LHS - becoming a center for new media and technology - finding corporate sponsors - distribution agent artists' DVDs