As freelance Executive Director completed the construction of a two theatre facility, designed and built initial operational infrastructure, and facilitated the ongoing details of the start-up non-profit society moving it into an effective and viable operation.
- Assembled and led a smal effective core team of managers and volunteers to complete the interrupted construction while building the overall business.
- Worked closely with the engineering firm to find the solutions necessary to deliver the build on time and on budget.
- Massaged the three silos of the board of directors, staff/volunteers, and the engineering firm to find the required cooperation and harmony necessary to get the theatre and non-profit society operating.
- Amicably replaced the original board of directors and mentored new directors in ‘not-for-profit’ best practices.
- Authored a new case for the enterprise and promoted/sold it to all relevant stakeholders with a new financial/business model, budgets, and overall strategic moving forward plans.
- Designed and executed ‘out of the box’ fundraising schemes to overcome the previous years of ineffective programs.
- Encouraged local sponsorships in order to build community engagement while increasing the initial operating revenue.
- Developed and implemented board/staff networking activities to help engender community support.
- Built a strong audience base from non-existent to sold-out performances through programming, marketing, and consistent/ongoing local engagement.
- Connected the non-profit society to all three levels of government through advocacy initiatives while cultivating social capital from all available opportunities.
Results
- Completed the construction and opening of the faclity on time and slightly under budget.
- The non-profit society was put on solid footing with a newly minted board of directors, a more effective case/mandate for the society, best practiced instilled, and a new Executive Director vetted and hired as my replacement.
- Initial fundraising included a $1 million operational/capital donation from the city and a fully developed business plan and ongoing fundraising initiatives in place.
- Subsequent equipping of theatres was brought in 10% under budget and anchor tenants were located and programmed for the next five years of operations.
William Kerr And associates 