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Chandler Museum Foundation Governance Subcommittee Biannual Report 2024 Part One—Strategy Fall 2024 Governance Subcommittee (GSC) Purpose Develop the capacity of the Chandler Museum Foundation (CMF) to fulfill its Mission Members: Joan Clark, Chair GSC & Vice Chair CMF Rich Feely, Treasurer CMF Martin Sepulveda, Board Member CMF 2 GSC’s Governance Oversight Role Strategy – Set and monitor goals in all area of CMF Fiduciary – Oversee budget and revenue-generating activities Generative – Initiate discussion around challenges and opportunities 3 Strategic Results 2024 4 The Subcommittee Charter tasks the GSC with providing a biannual report on its activities. “GSC Biannual Report 2024 Part One--Strategy” focuses only on results related to oversight of Strategic Initiatives Subsequent GSC Biannual Reports will focus on Fiduciary and Generative (Awareness & Engagement) Initiatives After review of all three segments one consolidated Biannual Report for the Executive Committee and ultimately the full Board Strategic Initiatives & Results Initiative Measurement/Action Target Actual Develop a 2024-2027 Year CMF Strategic Plan Completed & Adopted FY2024 04/2024 Revise Bylaws to expand Board from 11 to 13 members Completed & Adopted FY2024 04/2024 Recruit Board Members >Appointments* made: 2 continuing, 2 new for existing positions >Recruitment per Bylaws change—in progress FY2025 Begun Fall 2024 5 *Note: CMF may recruit, recommend, or adopt appointments made by the Mayor & City Council. The Board cannot appoint members. Strategic Initiatives & Results Initiative Measurement/Action Target Actual Review and suggest policies & procedures Formed workgroups* & subcommittees; monitored their progress FY2024 FY2024 Adopted Governance Subcommittee Charter FY2024 02/2024 Adopted Finance Subcommittee Charter FY2024 05/2024 Approved Spending Policy FY2024 02/2024 6 * Workgroups formed for membership, marketing, budget, spending policy, & new idea review Strategic Initiatives & Results Initiative Measurement/Action Target Actual Monitor Workgroup Progress Marketing Workgroup Formed Annual review 05/2024 Workgroups Sunsetting: Spending Policy, Membership 03/2024 Monitor Subcommittee Progress Finance Subcommittee Formed Subcommittee Sunsetting: Strategic Planning Annual review 03/2024 08/2024 Idea Incubator Workgroup Formed 02/2024 7 Strategic Initiatives & Results Workgroup/Subcommittee Board Members Executive Subcommittee Barbara Meyerson, Chair Joan Clark, Vice-Chair Rich Feely, Treasurer Marketing Workgroup Jacki Ryan Calvenea Malloy Finance Subcommittee Rich Feely, Chair Jacki Ryan Tom Escobedo Joshua Askey Governance Subcommittee Joan Clark, Chair Rich Feely Martin Sepulveda Idea Incubator Workgroup Jacki Ryan Calvenea Malloy Fundraising Workgroup Adam Turner 8 Strategic Initiatives & Results Initiative Measurement/Action Target Actual Establish & implement monitoring procedures Created Governance Subcommittee Spring 2024 02/2024 Develop comprehensive Board Binder to document CMF operations & inform Board members Purchased annual subscription to LiveBinders.com; Uploaded documents Fall 2024 launch for Board use On target to be completed Develop new Board Member Guide Completion/TBD Winter 2024 In Progress Develop new Board Member Orientation Completion/TBD Winter 2024 In Progress 9 Strategic Initiatives & Results Initiative Measurement/Action Target Actual Draft agenda for annual meeting and officer election Completion/TBD Summer 2024 05/2024 Draft goals & agenda for annual retreat Completion/TBD Winter 2024 In progress Schedule annual retreat Completion/TBD Spring 2025 In progress 10 Strengths and Weaknesses Strengths Collaboration on creating and adopting a Strategic Plan Cooperation with Staff in developing operational policies & procedures Willingness of Board members to engage in focused workgroup & subcommittee assignments Fulfillment of the January 2010 Vision for establishing the Museum Foundation Weaknesses Ability to launch initial fundraising initiatives Mitigation: Launched Fundraising Workgroup Lack of administrative support for list management, social media, and marketing Mitigation: Staff reorg for Marketing and Operations Alignment with a Museum comprehensive strategic plan Mitigation: Consultant funded to develop Museum Strategic Plan Developing Foundation programs complementary to Museum exhibits Mitigation: Awaiting impact of new staff 11 Opportunities and Threats Opportunities A shift in focus from establishing the Foundation operationally to engaging with the community in support of the Museum City support for a Museum Strategic Plan City support for a comprehensive cultural strategic plan long term Cooperation from City management to connect CMF with business leaders Board members to engage actively in fundraising initiatives Threats Ability to attract, recruit and retain active Board members Fundraising and sponsorship competition with other City cultural organizations Limited administrative support to develop and maintain donor lists, social media, and marketing materials City leadership satisfaction with current status quo 12 Notes/Comments: Consultant developed strategic plan for the Museum should be completed by early Q2 2025 Museum Strategic Plan will be pivotal to the Foundation Annual Retreat in Spring 2025 Addition of Board members prior to Annual Retreat is critical Expansion of the Fundraising Workgroup is key