ONE VOICE MIXED CHORUS STRATEGY ROADMAP



One Voice Mixed Chorus Strategy Roadmap

|Mission: |

|Building community and creating social change by raising our voices in song. |

|Vision: |

|Through our artistic expression the world will recognize and embrace queer people. |

|We Value: |

|High quality and diverse choral collaborations |

|Building community |

|Promoting human rights for gay, lesbian, bisexual and transgender people and serving as a catalyst for social change |

|Being an accountable and evolving organization |

|Products and Services: |

|Our work embraces our three pronged commitment to |

|Artistic Integrity: passionate, vibrant, creative and diverse programming |

|Building Community: creating a place of belonging for gay, lesbian, bisexual, transgender, queer individuals and our allies |

|Social Change: promoting human rights for GLBT people and serving as a catalyst for social change. |

| |

|Our work is carried out through the following programming commitments: |

|Ticketed concerts |

|Community outreach and collaborations |

|Regional outreach tours |

|Annual “Out in Our Schools” programming |

|Strategic Direction: |

|One Voice’s strategic direction for the next three years is to strengthen the organization by: a) creating and aligning our Artistic & Mission Development, Audience Development, Financial Development and Leadership |

|Development plans, and b) evaluating and addressing our human resource capacity to carry out our increased programming. |

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|Artistic & Mission Development |Audience Development |

|For what are we known? |Who knows us? |

|“To accomplish our mission, at what artistic and programmatic endeavors must we excel? |“To successfully achieve our mission, what must we provide for our customers & community?” |

|ArtsLab Goal: By September 2011, One Voice will be publicly recognized for our vibrant artistic quality |ArtsLab Goal: By September 2011, One Voice will be a visible, recognized leader in the arts community with an|

|balanced with our visible role as an agent of social change in the community as measured by media coverage,|Audience Development Plan that includes measurable increased audiences through deepening relationships, |

|review from an artistic advisory team, and audience surveys. |broadening and diversifying our reach. |

|Outcome 1: By July 31, 2012, One Voice will program concerts that demonstrate increased artistic quality, |Outcome 1a: By July 31, 2012, we will broaden and diversify the One Voice audience by increasing attendance |

|creativity and vibrancy as evaluated by an artistic advisory team from outside the organization, media |10% each year in concert ticket sales using 2008-2009 as a benchmark. |

|coverage and feedback from the local arts community. |Outcome 1b: By July 31, 2012, we will broaden our audience base at our free community outreach performances |

|Outcome 2: By July 31, 2012, One Voice will deepen and broaden our commitment to creating social change by |by increasing attendance 10%, using 2008-2009 as a benchmark. |

|developing strategic guidelines for selecting and planning our outreach and collaborations. |Outcome 2: By July 31, 2012, we will retain and deepen the relationship with our current One Voice audience |

|Outcome 3: By July 31, 2012, One Voice will improve the artistic quality of our individual singers, |base to increase the number of return concert attendees each year by 10% over 2008-2009 levels. |

|Fifth-section and staff as evaluated by a critical review of a musical advisory team and member survey. |Outcome 3: By July 31, 2012, we will develop and execute an identity campaign to increase visibility and |

|Outcome 4: By July 31, 2012, One Voice will be recognized as an inspirational leader within the GALA |raise awareness (both with the general public and specifically with the target audiences named in goals #1 |

|movement and theTwin Cities arts community as measured by an electronic survey and audience/delegate verbal|and #2), as evidenced through a survey type yet to be determined. |

|and email feedback. |Outcome 4: By July 31, 2011, internal One Voice constituencies will report improved communication and |

| |understanding of Marketing Committee roles and responsibilities. |

|Financial Development |Leadership Development |

|Are our resource priorities known? |What do we know? |

|“To accomplish our mission, what resources must we |“To achieve our mission, how must our people learn, improve, |

|steward effectively and carefully?” |communicate, and work together?” |

|ArtsLab Goal: By September 2011, One Voice will be a financially healthy organization, utilizing a |ArtsLab Goal: By September 2011, One Voice will be an energetic, engaged organization with the human resource|

|Financial Development Plan that includes benchmarks for measurable growth, balanced financial ratios, and |capacity to sustain our growing programming and mission as measured by annual staff, board and volunteer |

|goals for diverse, sustainable sources of revenue. |evaluations. |

|Outcome 1: Increase total revenue received from individual donors by 10% over FY2009 level in each of FY’s |Outcome 1: By July 31, 2010, the next co-chair of the board will be fully integrated into the ArtsLab |

|2010, 2011, and 2012. |planning process and we will have a plan in place in preparation for the upcoming sabbatical leave of our |

|Outcome 2: By July 31, 2010, we will diversify private foundation support by creating relationships with 5 |Artistic & Executive Director. |

|new social justice and educational funders. |Outcome 2: By July 31, 2010, we will create a Leadership Development committee to focus on ongoing Leadership|

|Outcome 3: By July 31, 2010, we will diversify our funding sources by cultivating 5 new corporate |Development outcomes, especially those listed in this document. |

|foundations or partners. |Outcome 3: By July 31, 2011, a long range staff and volunteer plan will be in place for expansion or |

|Outcome 4: By July 31, 2010, the Development Committee will work intentionally with the Artistic Team to |retraction to support programming, as supported by the contingency budget. Note: The contingency budget |

|create themes and venues for the next 2 seasons of ticketed concerts, in-school concerts and regional tours|provides a vehicle for board and staff to understand short and long-term programmatic and operational |

|to ensure concerts are fundable. |consequences of expense reductions or expansion. |

|Outcome 5: By July 31, 2010, we will create and implement internal fund development systems to standardize |Outcome 4: By September 2011, One Voice will have aligned our artistic/mission, audience, financial and |

|our work and merge tools from Benevon and ArtsLab. |leadership plans into mutually supportive, actionable documents that inform all activities of the |

|Outcome 6: By July 31, 2010, the Finance Committee of One Voice will be fully functioning, as evidenced by |organization. |

|monthly meetings, reports to the board of directors, and the identification of the next treasurer on the |Outcome 5: By July 31, 2012 all One Voice board positions will be filled, and board members will be fully |

|committee. |engaged in the mission and vision of the chorus, as evidenced by self-evaluation, duration of service, and |

|Outcome 7: By July 31, 2011, One Voice will have a set of fiscal policies and procedures outlining |support of our events. |

|budgeting, contingency budgeting, income-based spending, a reserve fund goal and benchmarks for balance |Outcome 6: By July 31, 2012 a two-year leadership succession plan will be in place to ensure board stability.|

|sheet ratios. | |

|Note: Additional outcomes as identified by the Financial Development Plan to be completed this year. | |

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