A review of those documents revealed that TFA could benefit from additional arts & culture partners as well as resident members at their collaborative table. Resident participation in the Executive Committee and membership would illustrate the inclusiveness that TFA is seeking to achieve. The Memorandum of Agreement which includes its guiding principles reflects the clear intention of the organization, and member expectations are appropriately managed by requesting that they sign this document. The Collaborative Governance document explains the consensus process that TFA uses to make decisions. If this system has not frustrated the decision-making progression, and the organization has been able to accomplish its goals, then there is no need to alter a mechanism that is working. The work plan is organized by these categories: people, policy, and capital. Aligning the work plan categories with the key issues instead would present a more seamless integration with TFA’s communication documents. Every TFA member should review the work plan often and have in their possession the 2019 final policy recommendations fact sheets. The policy recommendation fact sheets clearly exemplify the organization’s vision and tactics for the six key issues that drive TFA’s work. What appears to be missing is an accountability mechanism to ensure that members are working towards the goals being set in the work plan. TFA could benefit from adding an accountability policy/affirmation to its guiding principles and/or Memorandum of Agreement. Our aim is to always take a human-centered approach to our facilitation design and exhibit a commitment to partnering with local businesses in the priority geography of our clients. In framing our facilitation experience we encouraged participants to travel via public transit, participate in guided wellness breaks, and partake in food catered by local businesses. We held three in-person meetings with an average of 24 participants at each meeting. Those meeting took place on: The purpose of our first meeting was to set the foundational stage for which the strategic plan would be built. TFA members participated in a range of exercises that resulted in a thorough needs assessment of the organization. The second meeting was squarely focused on gathering data to inform the strategic articulation map and gave old and new members an opportunity to revisit the work that they had accomplished thus far and re-imagine a transformational future. The final in-person meeting was conducted focus group style, members were divided into vision areas and brainstormed ideas for the thinking big, starting small, and growing together portions of the strategic articulation map. In order to gather the requisite intel to inform the fund development plan, a landscape analysis of 9 similarly situated alliances, 5 key stakeholder interviews, a literature review, and 3 strategic planning sessions with TFA members were conducted. 1. May 30, 2019, from 9:30am-4:30pm 2. June 26, 2018, from 9:30am-4:30pm 3. September 18, 2019, from 2:30pm-4:30pm
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TRANSFORMATION ALLIANCE STRATEGIC ARTICULATION MAP & FUND DEVELOPMENT PLAN REPORT
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