Walton Arts Center Case Study

The Walton Arts Center is clearly an institution of great pride that is representative of cultural diversity and accomplishments in the arts. With a clear mission to encourage and nourish the arts and its creativity, it was built in Fayetteville, Arkansas in 1992. The center has experienced challenges in leadership and finances, but has overcome. Bill Mitchell, the Walton Arts Center’s first president, retired and recommended Amy Scism as his successor, at the end of 1997. Amy, Senior Vice President at the moment, had a very extensive history in business, finance, and operations. In November 1998, it was decided by the Board of Directors, after several interesting and qualified applicants fell through, that she would indeed be …show more content…
After making some pivotal management changes, the plan would be to determine what was working well and what was not. At the strategic planning retreat, priority should be weeding out those programs, classes, etc that were not generating income, and replacing them with those that do. Providing programs and events that catch the eye of the community would always be beneficial to producing an increase profit and making the community happy. Another plan would be to contact potential sponsors and donors for the center. Based on the reputation of former president, Bill Mitchell, and his high recommendation of her appointment, this plan should yield great donations. The center’s mission statement was the vision of the ‘founding father’ of the center, and it was conducive to that time. Anita needed to revise the mission to display goals that were forward-thinking for this presidency. She would not need to necessarily change strategy, but build upon the plans that were already in place. The only change to make in the mission would be to take out the fact that they are only reaching out to the people of Northwest Arkansas. The mission is still intact and …show more content…
Although growth opportunities are not always forthcoming or visible, without some type strategy an organization will surely fail. Its success or failure is contingent upon internal and/or external growth strategies. There must be an increase in sales or net profit, productivity, or overall market value internally. The future of an organization is predicted externally by maintaining, or establishing connections such as mergers. (Parnell) The impact of a downturn in the economy can cause traumatic trials for a non-profit organization. Most nonprofits' incomes fall during these recessionary times: private contributions decline as individual, corporate, and foundation donors are less inclined to give; governmental funding declines or disappears; and earnings from endowments shrink along with their capital market values.(Head, 2003) When times are hard, people and businesses stop giving. Because of this, there may be lack in resources and services. Also because the economy is down, more people are asking for help from the non-profit, with no help forthcoming. For-profit organizations, with downturn in economy there may also be a decrease in business sales and productivity, as consumers become more cautious of spending. This may result in employee turnaround and downsizing due to lack of income to pay