FEATURES

Collective Business Operations

The Balboa Park Cultural Partnership’s Collective Business Operations (CBO) Program identifies and facilitates cost savings and efficiency opportunities through resource-sharing among members.Areas of emphasis are: collective purchasing, information exchange, and sharing excess capacity within the Park.

Collective Purchasing:  Implement cost-saving programs by maximizing the combined leverage of all BPCP members, in the procurement of goods and services. This includes research, development, negotiation, and implementation of cost reduction programs for the member institutions.  

Information Exchange:  Build an information exchange infrastructure for BPCP members fostering the spirit of cooperation among the institutions for the sharing of ideas, resources and information.

Share Excess Capacity:  Utilize collective resources including equipment, meeting spaces, training opportunities, staff and volunteers.

The CBO Committee is made up of the CFOs and business managers from the Partnership’s member institutions andacts as an incubator for ideas, learning, and cooperative endeavors. The CBO Program leverages the Partnership’s entire membership to negotiate lower rates for products and services. The CBO Program strengthens individual institutions by providing opportunities for information exchange and sharing of resources.

Beyond environmental sustainability, BPCP sponsors a Learning Institute and speaker’s bureau for its member institutions.  The Balboa Park Learning Institute is a professional education program and learning community for staff and volunteers in arts, science, and cultural institutions. It was launched by the 24 member institutions of the Balboa Park Cultural Partnership in 2008 as part of collaborative efforts to achieve greater organizational efficiency, innovation, and excellence.

Some of BPCP’s greatest impacts have come through establishing and cultivating relationships with community members, Park staff, and businesses throughout San Diego County. 

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