A selection of current and past clients:
American Alliance of Museums
Facilitating a series of conversations and retreats for the Strategic Planning Committee and Board of Directors of the AAM, a 108 year-old membership organization of 21,000 museums, individuals and corporate members developing best practices, sharing knowledge and providing advocacy on issues for the museum field.
Minneapolis Institute of Arts
Multiple projects Mia including facilitating a Strategic Planning Process for the encyclopedic art-museum in Minneapolis home to 83,000 objects and visited by over 500,000 people annually; and facilitating a process for identifying and unifying metrics for measuring visitor engagement among a consortium of art museums including: The Nelson –Atkins Museum of Art, Art Gallery of Ontario, the Art Institute of Chicago, the Museum of Fine Arts, Houston, the Philadelphia Museum of Art and the High Museum of Art. Participants included Chief Operating Officers, Chief Engagement Officers, Directors of Visitor Services, Membership and Public Affairs Departments, Researchers and Heads of Strategy.
Brown Arts Initiative at Brown University
Conducting research analysis and program development services to assist the BAI in creating a new professional certificate program. The BAI cultivates creative expression and fosters interdisciplinary connection between faculty and students, artists and scholars and builds on the University’s reputation for arts exploration and experimentation.
Zellerbach Family Foundation
Assisting Foundation leadership to review and update a strategic framework and theory of change for the Foundation’s Promoting Culture program.
Chamber Music America
Presenting findings and facilitating a conversation among CMA members including jazz musicians and presenters on a national report on trends and conditions affecting U.S. artists.
Spencer Museum of Art, University of Kansas
Facilitating a series of discussions with the staff leaders at the Spencer Museum of Art and guiding a planning process that results in a new Strategic plan. Founded in 1917, The Spencer Museum of Art at the University of Kansas houses a collection of 38,000 artworks spanning European and American art and major holdings in East Asian Art as well; it also includes KU’s ethnographic collection of 10,000 Native American, Latin American and Australian works.
The Initiative for Sustainable Arts in America
A project of The Hauser Institute for Civil Society at Harvard University & The Foundation Center in partnership with Fractured Atlas. Engaging policy makers, funders, non profit administrators, artists and individual donors in a national, multiyear project to create new technology and galvanize new networks to spur data driven conversations in the arts sector, leading to better decision making within organizations and across the field.
Center for Cultural Innovation
Collaborating with CCI and a small team of researchers to conduct Expanding Investments in Creatives, the first comprehensive analysis of the support systems artists in America have (and the ones they really need) in nearly fifteen years. In partnership with the National Endowment for the Arts (NEA) and with funding support from the Doris Duke Charitable Foundation.
Cal Shakes (California Shakespeare Theater)
Analyzing the organization’s data to assess the 40 year-old company’s finances, operations, programming and audience patterns; incorporating the findings in a dashboard of Key Performance Indicators and a strategic direction setting process with staff and Board leadership; and facilitating a retreat with the full Board.
The Oregon Jewish Museum & Holocaust Education Center
Facilitating Board meetings and working with Executive Leadership to identify key facility related priorities, developing a planning process for addressing them and researching and authoring a feasibility study for space expansion. Based in Portland, the OJMCHE interprets the Oregon Jewish experience, explores the lessons of the Holocaust and fosters intercultural conversations though museum exhibits, archival collection and live programming.
The Collaborative/Rhode Island State Council on the Arts
Creating an evaluation framework in partnership with academics at Brown University, Bryant University and the University of Rhode Island to support the Rhode Island State Council on the Arts and the Rhode Island Historical Preservation Commission to measure the return on a $35million state investment in cultural infrastructure.
San Francisco Chamber Orchestra
Assessing the organization’s capacity to collect audience data, adapting existing and creating new tools for measuring audience engagement and advising staff in how to efficiently gather and apply information about who they serve and how they can serve them better. The SFCO provides over 40 free classical music concerts a year to Bay Area youth, families and seasoned concert-goers.
San Francisco Shakespeare Festival (SF Shakes)
Facilitating meetings with the Board and Staff, and providing advice to the Executive Director, as the nonprofit developed strategies for growing organizational capacity, engaging audiences more deeply in its programs and establishing meaningful metrics for ongoing performance measurement. And facilitating a strategic planning process.
San Benito Cultural Arts Council
Reviewing current data engagement practices and supporting the council to implement light-weight tools for improved data collection, program analysis and external reporting.
Kenneth Rainin Foundation Impact Grant Program
Assisting small and mid-size theater and dance companies to develop multi-year capacity building plans. Work with these groups included strategic goal setting and logic model development, analysis of current staffing structure and workflow, identifying opportunities for earned and contributed income growth, and coaching executive and artistic directors who received Rainin Impact Grant awards. Consultation was provided to: Cutting Ball (theater), Fresh Meat Productions (dance), Joe Goode Performance Group, Levy Dance, RAW Dance, Robert Moses Kin Dance Company, Axis Dance Company, Z Space, SAFEhouse Arts, Amy Siewert’s Imagery, Intersection for the Arts, Dancers Group, Jess Curtis/Gravity, Shotgun Players, Hope Mohr Dance and Theatre Bay Area.
Theatre Bay Area
Conducting internal program assessment, external research and peer benchmarking, and developing communication frameworks for Northern California’s largest arts service organization, dedicated to serving theatre and dance artists and companies.
Working with the Executive/Artistic Director to develop a multi-year capacity building plan that included strategic goal setting, analysis of current staffing structure and workflow, identifying opportunities for earned and contributed income growth, and external input from peer organizations and stakeholders. Flyaway is an apparatus based dance company that offers classes to adults, and youth and presents work that exposes the range and power of female physicality.
Providing a custom-training to the Board of Directors enabling them to be more effective in raising funds for Oakland’s center for industrial arts. Through the training the Board became better aligned with the goals and capacity of the nonprofit’s Development staff, and better equipped to identify and cultivate donors, to solicit requests and steward relationships.
Emerging Arts Professionals
Facilitating leadership-team meetings, developing a logic model and theory of change, drafting strategic planning documentation for the San Francisco based professional network.
San Francisco Friends of Chamber Music
Assessing current fund development strategy and advising on approaches to growing institutional support for the service organizations’ premiere programs: SF Music Day and the Musical Grant Program.
Presenting at a workshop for Fortune 100 Chief Innovation Officers.
California Film Institute
Developing internal planning tools and systems to aide in aligning ongoing operations between departments in support of the organization’s strategic objectives. Creating a reference document for Board members to understand their roles, responsibilities and to codify Committee structures and procedures. Developing an Emergency Succession plan for the Institute. CFI produces the Mill Valley Film Festival and operates the Smith Rafael Film Center.
One Found Sound
Coaching the leadership groupof a conductorless chamber group to grow their new organization and address management challenges.
Presented lecture on network-based organizational strategy to leaders of Fortune 100 companies