CLTRE’s Post

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OK, get this We're talking about shifting a whole city's cultural landscape. By 2040. Wow. That's exactly what Culture, a community development organization right here in Sacramento, is trying to do. Ambitious it is. And today we're taking a deep dive into their plan for Culture. We're going to figure out how they plan to pull this off. Sounds interesting. What's their angle? What makes them different? Well, they're really focused on these underserved neighborhoods, not just a citywide makeover. They're targeting areas that, you know, have been kind of overlooked investing in their cultural revitalization. A hyperlocal approach. Exactly. They get the community development needs to be holistic, you know, address the social, the cultural, the economic needs all at once. Yeah. Makes sense. More sustainable that way. Definitely. And they're not messing around. They've got this clearly defined core business, implementing strategies and solutions that address those community needs. So it's not just talk. They have an actual plan. Ohh Yeah. And they're all about collaboration, bringing people together. And what kind of activities are they doing to make this? Happen all sorts of stuff. They're running skill development workshops, they've got community engagement projects going on. They're even advocating for social equity. That's a wide range. It is. They're partnering with everyone too, individual residents, government agencies, the whole works. Creating a real network, right? Like weaving a tapestry, you know, each thread is a different aspect of their approach. But one thing I find really interesting is their core values. It's not just lip service. They really guide everything they do. These values, well, one is fearlessly innovate, OK? They're not afraid to try new things, push the boundaries, exactly. But they also have empathy and customer end user focus. So it's not just about being flashy and new, it's about understanding people's needs. Balancing those two is key. You need the big ideas and the sensitivity to what people actually need and want. I agree. And that's where their idea of customer and end user comes in. How did they define those? Well, the customers are the donors, the supporters. The people with the money, OK, the ones funding the whole operation, Right. But the end users are the community members who directly benefit from the programs. So they're serving two groups, essentially. Yeah. And it's a tricky balance. You gotta keep both sides happy. Definitely. It's always a challenge for organizations like this. How do they manage that? They're really intentional about who their ideal customer is. They're looking for a philanthropic individuals, businesses, foundations, government agencies, all right here in California, people who really share their vision. So a focused approach to fundraising, not just casting a wide net. They're all about deep localized impact. And they don't just cross their fingers and hope for the best. They have these proven processes for collaboration, like a road map. Exactly. They start with engagement, figuring out what the community really needs, then it's all about. Implementation. You know, making sure their actions align with those needs. And they don't just stop there, They monitor and evaluate everything. They're always checking in to see what's working and what's not. Yep, they're accountable. And that brings us to their customer guarantee. What's that about? They guarantee tangible outcomes. They're promising real change in Sacramento's cultural landscape. That's a bold statement. It is, but they're that confident in their approach. And they don't just have a guarantee for their customers. They have one for their end users too focused on quality of life. So there are really covering all their bases makes them accountable to both sides. It's impressive. And all of this is based on what they call their three uniques, the things that set them apart. Tell me about those. What are they first they're. Deeply rooted in the neighborhoods they serve. They're not outsiders. They're part of the fabric of the community. So they're coming at this with a lot of local knowledge. Absolutely. Then they have this commitment to culturally relevant programs. OK. So they're tailoring their services to the specific needs and wants of each community. Exactly. Recognizing that different communities have different needs. Yeah, and their third unique. Their holistic approach to community development, right. Seeing the whole picture. Yeah. They get that everything's connected. The social, the economic, the educational, the environmental, it's all under triumph. And that's essential for real progress. For sure. Yeah. But honestly, what really excites me is their long term vision. Ohh yeah. What are they hoping to achieve? Well, there are three-year and 10 year visions are. Ambitious. Like, really ambitious. They want culture to be a driving force in Sacramento, not just an afterthought. So what does that look like in practice? Like 2026, They want to be a recognized hub of cultural development. They want their programs to be known and celebrated. They're looking for revenue growth, a healthy profit margin and expanded partnerships. Laying the groundwork. Yeah. And by 2033, they want to be leaders in integrated community development. Wow. Right. They're talking about transforming neighborhoods, creating these culturally relevant events, advocating for policies. Benefit everyone. It's bold, but it sounds like they have a plan. They do. And that brings us to the next part of our deep dive. We're gonna explore their one year plan. Let's see how they're turning this vision into reality. Right? Let's dig into the specifics. OK, so let's get into the nitty gritty of this one year plan. What are their main priorities for the fiscal year? Well, they're laser focused on growth. They want a 15% increase in revenue, aiming to hit $500,000 by June 30th, 2024. Makes sense. You need resources to achieve these big goals. Totally. But they're not just focused on bringing in money. They also want to maintain a 10% profit margin. Smart. That ensures they can reinvest in their programs and stay sustainable. Exactly. They're building a strong financial foundation, but they also have some other key targets. They want to fully implement the Entrepreneurial operating System or EOS. EOS. Can you tell me a bit more about that? I'm not familiar. It's basically a comprehensive toolkit for businesses. It helps them align everyone. Clarify their vision, streamline operations, and boost accountability. Think of it like a framework for success. So they're using it to make sure everyone's on the same page and working towards the same goals. Yep. They're also aiming to increase active participation in their programs by 20% and boost community engagement at their events by 15%. So expanding their reach. And they're developing 2 new skill development programs specifically designed for underserved communities. So all of these goals connect back to their bigger. Mission of empowering communities. Exactly. They're very strategic. And Speaking of strategy, they're also focused on partnerships. They want to secure at least one major grant or funding partnership and they're going to nurture their existing collaborations and build 2 new ones. Partnerships are essential in this kind of work. Combining resources, expertise, passion. Couldn't agree more. But here's the question. How do they actually get everything done? Yeah, how do they translate these big goals into action? They break it down into quarterly rocks. Specific achievable goals for each three month period. OK, give me an example. What kind of rocks are we talking about? Well, in Q3, which just ended in September, they were focused on implementing EO's and streamlining their operations. Sounds a foundational it was. One of their rocks was to get every team member fully operating within the EO system. They also wanted to document 80% of their core processes so everyone knows exactly how things work precisely. And then in Q4 they focus on things. Like applying for grants, finalizing the development of their reimagined retail program, launching a marketing campaign, and evaluating their existing partnerships. For sure. And then in Q1 of 2024, they're going to evaluate their team meetings, gather feedback, do a financial analysis, and prepare their annual report. So a mix of internal and external focus, taking stock of where they are and sharing their progress. And what about Q2? More evaluation. They're going to check in on those meeting rhythms they implemented, do another financial analysis. And keep working on that annual report, freely thorough they are, but even with the best plan in the world. You need the right people to make it happen. That's so true. And culture seems to understand that. They emphasize having the right people in the right seats. It's all about aligning skills and passions with specific roles, making sure everyone is not just capable but also excited to be there. So they're building a team that's both talented and passionate. Absolutely. And we'll dive deeper into that in Part 2 of our deep dive. So we were talking about right people in the right seats, right? And to really. Understand how they approach this. We need to look at their accountability pyramid. Ohh, OK, tell me more about that. Well, it's pretty straightforward. It outlines the main areas of responsibility within culture. They have three sales and marketing, operations and finance and administration. So like the essential functions of any organization. Exactly. But then it they take it a step further with this accountability chart. What's that? It's a visual representation of all the roles within culture. It shows how they all connect and work together. That makes sense. So everybody knows what the responsible for exactly. No confusion, no overlap. But it's more than just having clear roles, right? It's about creating a culture of accountability, right? How do they do that well in their plan? They quote Gina Wickman's book Traction. Ohh, yeah, Traction. Great book. It is. And they specifically highlight the importance of finding the right people. And how do they define right people? They say the right people are the ones who just fit. You know them. When you see them, you feel it. You can just tell, right? And he goes on. They're the people you like to work with, people who like you, want to accomplish something everyday. So it's not just about skills, it's about attitude. Exactly. They're looking for people who share their passion, who are driven to make a difference. But finding the right people is only half the battle, right? You got to put them in the right seat too, in the right role. Retraction. Again here, the right seat means getting everyone in a role where they can best contribute to the organization, a place where they can shine. Yes, a job where they can be successful. A place where they can accomplish something every day. Makes sense. Everyone wants to feel like they're making a difference. For sure. And culture seems to get that. They're building a team of people who are not only capable but motivated and fulfilled. It's smart. Happy employees are productive employees. Exactly. And honestly, that's what struck me most about their plan. It's not just the planning. It's the sense of purpose behind it. Yeah. You can really feel their passion. Absolutely. It's in their values, their commitment to cultural relevance. Everything, they're not just going through the motion, they're driven by something bigger, right? They're not just an organization, they're like a movement. I like that. It's inspiring. It is. And they've thought carefully about how to build a sustainable organization, not just financially, but in terms of their impact. Their plan really reflects that. They're in it for the long haul. They are. OK. So we've covered their long term vision, their one year plan, their team building philosophy. What else makes cultures approach unique? Well, one thing that stands out to me is their commitment to transparency. They're accountable not just to their funders, but to the community. Yeah, they're not afraid to show their work. It's refreshing. They're building trust. And I think their emphasis on culturally relevant programming is also key. Totally. one-size-fits-all solutions don't work in community development. Exactly. You have to understand each community's unique needs and aspirations. It's about honoring diversity and creating a future where everyone feels valued. Absolutely, Culture is a great example of how to do that. I agree. This has been such an insightful look into their plan, their thoughtfulness, their ambition, their dedication. It's impressive. They're a force for positive change, that's for sure. Before we wrap up, I have one last question. Given Cultures commitment to community engagement, what needs or aspirations do you think they should prioritize? That's a great question, but I honestly think culture would turn that question back to the community. Interesting. They're all about collaboration. They'd want to hear from the people they serve. That makes sense. They're empowering communities to shape their own future. Exactly. This deep dive has been so enlightening. Cultures vision for Sacramento is inspiring. And their plan seems like a solid road map to get there. I agree. They've shown us that change is possible when you combine vision with action, community engagement and a real passion for making a difference. It's amazing how much thought they've put into this. Right. It's not just about throwing money at a problem. No, not They're really strategic about it. Investing in solutions that actually make sense for each community. Yeah. And there are three uniques really highlight that. Ohh. Absolutely. Being rooted in the community, focusing on culturally relevant. Programs taking that holistic approach? Forget it, They do. And their long term vision for Sacramento, it's pretty impressive. It is. They want culture to be a driving force for positive change, not just a side note. Exactly. They're talking about inclusivity, equity, a sense of belonging for everyone, ambitious goals. But they have a plan. That's the key. It is. And it's not just about the plan itself. It's about their passion, their dedication. Yeah. You can tell they really care. They do. This plan is a testament to that. Strategic thinking, community engagement, a genuine desire to make a difference. It's a model for others to follow. I think so too. It shows what's possible when you combine vision with action. And don't forget transparency. They're not hiding anything, right? They're open about their process, their successes, even their challenges, which builds trust. Absolutely. So as we wrap up this deep dive into cultures plan, yeah, I'm feeling really optimistic. Their vision. For Sacramento is inspiring and their plan seems like a solid way to make it happen. They're showing us what community driven change can look like and reminding us that real change is possible when we all work together. Exactly.