Once you have made a commitment to creating and implementing a mentoring program and addressed the "readiness" issues noted in the Getting Started page, its time to get to work. We'll start by walking you through some of the basic questions.

1) Who is our target audience?

2) What are the program's goals and what outcomes do we want to achieve?

3) What is the timeline, when will the program start and how long it last?

4) How many people do we want to serve?

5) Do we want to create an organizing committee or other planning team?

1) Who is our target audience?

Generally, mentoring programs team up a more established or seasoned staff person with a less skilled or experienced one. Depending on whether the program is designed for participation within an organization or for the broader community, you will need to decide on whom your program is focused. For example:

The IAA Mentor Connection service is targeted at Illinois arts administrators. Specifically:

• Artistic and administrative staff of arts organizations;
  
  
• Established and emerging leaders;
  
  
• Paid staff, committed volunteers, or anyone whose primary career is in arts administration;
  
  
• Representatives of any artistic discipline.

Whomever you decide to create your program for, keep in mind that voluntary participation is essential to building a successful relationship. People need to want to be a part of the team and to choose to make the investment of time and energy.

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2) What are the program's goals and what outcomes do we want to achieve?

While this may seem obvious, it is essential to the program's success that those involved understand the sponsoring organization's goals for implementing the program and the anticipated program outcomes.

The first step is to ask "why are we doing this?" and secondly, "what do we hope to accomplish?" There are many possible answers to these questions - IAA's program was created for several reasons that include: 1) a specific request from the community they serve; 2) building the capacity of those who work in support of the arts in their region; 3) leadership development; and 4) promoting retention within the nonprofit art field.

You may have a similar program purpose or it may be different. The important thing is that you know why you are creating the program and that you share this understanding with those involved at all levels - from your organizing committee and funders to those who participate as mentors and mentees.

The following are examples of program goals that could be created from the IAA's answers to the question, "why are we doing this?"

The goals of the Arts and Culture Mentoring Program are to:

• Build the capacity of emerging and seasoned arts administrators to work effectively in the community and their organizations;
  
  
• Develop the leadership abilities of those new to the arts field through active learning with more experienced leaders; and
  
  
• Help ensure that arts professionals at all stages of their career find value and meaning in their work in the nonprofit arts sector.

Desired Outcomes

Once you have answered the question about why you are providing the service, you must clarify your desired outcomes. These should tie back to your stated goals. A sample of measurable outcomes, include:

• Pairing five established leaders with five emerging leaders for one year;
  
  
• Ensuring that the program has an 80% retention rate;
  
  
• Showing, through survey and evaluation data, that a majority of the mentors feel personal and professional satisfaction from their experience working with younger leaders;
  
  
• Showing, through survey data, that a majority of the participating mentees have greater confidence in their leadership ability following the program; or
  
  
• Both emerging and seasoned leaders identify greater respect for the role each group plays in the life and success of the local arts community.
  
  
• At least 90% of the participants state a desire to remain within the nonprofit arts field at the program's end.

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Programs can run for six months to a year or longer. Keep in mind that your organization's staff and financial resources will need to support the program from beginning to end.

You will want to build in sufficient time on the "front end" to prepare for all aspects of the program and its launching, including program design, mentor/mentee recruitment, and participant training and orientation. You may also want to conduct local studies to determine feasibility, interest and gain community input prior to the program development phase.

The IAA began its program in 2004 with a feasibility study that included research on best practices and input gathered from the arts community. The study was completion in 2005, and a committee was formed to develop the program based on the study's results. The Mentor Connection Service was launched late in 2006, and the first pairings were made in early 2007. While your timeline may vary, the point here is to plan to take the time you need to build a program that will have the greatest opportunity for success.

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4) How many people do we want to serve?

Knowing at the outset how many pairs are desired will help you tailor your recruitment efforts. Some factors to consider in determining your target figure are:

• How much time your program manager has to monitor each relationship;
  
  
• What is reasonable to expect, especially in your pilot year;
  
  
• The availability of people in your target audience; and
  
  
• The interest expressed for the program in any feasibility studies or preparatory activities.

Because this program requires facilitation by a program manager, it is important to consider the limitations this person might have on his or her time due to other job responsibilities. Starting your program with a small but committed group of mentors and mentees is preferable to a large group that requires considerable oversight. In future years, you can add on to the number served once you become more familiar with the process and develop a system.

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5) Do we want to create an organizing committee or other planning team?

Depending on the nature of your organization, you may choose to establish an organizing committee to help guide the program's development. The committee may be comprised of community members, sponsors, board members or staff. A diversity of voices can help you gain a variety of outlooks. The size of your committee should be based on the size and make up of the community you are serving and the voices you feel should be included.

The IAA established a 19-member planning committee that met regularly to discuss the logistics of its Mentor Connection Service. They explored questions such as how to recruit participants, how to create effective and mutually beneficial matches, how to train participants, how to manage participants' goals and expectations, and how to facilitate and evaluate the process.

Whether you need 19 people or less than 9, an organizing committee can be helpful for thinking through the program's various components from a variety of logistical angles and participant perspectives.

The committee may have a role in the development of the project and then disband when the project is underway, or, depending on your needs, it may be part of its ongoing oversight and evaluation. The IAA's committee actively participated in the program's development, but discontinued their involvement once it was underway. Program management was handled by a staff member for its remainder.

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