The Challenge
Childsplay is a nationally and internationally respected professional theatre company for young audiences.
In addition, Childsplay is innovator and provider of arts-based classroom curriculum and a growing performing arts academy for young aspiring actors.
As a result of Childsplay's robust portfolio of offerings and its desire to diversify its revenue base, the Childsplay leadership team pursued capacity building as a tool re-calibrate its strategic plan.
The Process
Kim led the Childsplay ensemble (leadership) team and Board of Directors through a capacity-building and organizational lifecycle program.
Through this effort, Childsplay identified itself as an early mature "vitality zone" organizaton with its programs ranging across multiple (start-up, growth, mature and declining) lifecycle stages.
As a next step, Kim then facilitated the Childsplay ensemble team through an in-depth program scenario planning and revenue analysis.
Simultaneously, programs were viewed with a new lens based upon target markets, lifecycle stage and growth opportunity.
The Result
As a result, Kim and the Childsplay team developed a three-year business plan targeting a nearly $300,000 improvement to the bottom line.
The improvements are a result of a new and refreshed approach to the Childplay portfolio of programs and a new capacity building operational approach for monitoring and measuring program results.