Strategic Plan for Traverse City Dance Project (2024-2028)
Mission Statement: The mission of the Traverse City Dance Project is to produce and present professional dance in Northern Michigan.
Vision Statement: To be a leading cultural institution in Northern Michigan, renowned for its innovative performances, diverse programming, and commitment to community engagement and accessibility.
Core Values: Excellence in Artistry, Collaboration and Innovation, Accessibility and Inclusivity & Community Engagement
General Information: Traverse City Dance Project is a 501(c)(3) non-profit organization. EIN Number: 82-2391695
Traverse City Dance Project Team:
Artistic Director: Brent Whitney
Executive Director: Julie Cobble
Resident Choreographer: Jennifer McQuiston Lott
Technical Director: Christopher Jones
Board of Directors: Jennifer McQuiston Lott (President), Susan Kettering (Vice President), & Brent Whitney (Treasurer)
SWOT Analysis:
Strengths:
Strong leadership team with experienced professionals in the artistic aspects of dance.
Established reputation for producing high-quality performances and fostering community engagement.
Diverse programming that appeals to a wide range of audiences, including educational and outreach initiatives.
Dedicated board of directors committed to the organization's mission
Weaknesses:
Reliance on volunteer positions for key leadership roles, potentially limiting organizational capacity and effectiveness.
Limited financial resources and dependence on fundraising for sustainability and program expansion.
Small Board of Directors limiting our reach to key stakeholders.
Need for development and fundraising strategies and plans.
Need to develop year round programming.
Opportunities:
Conversion of volunteer positions into a full-time and part time role to enhance organizational capacity and effectiveness.
Expansion of programming to include a Dance Festival, Nutcracker Cabaret show for adults, and a spring performance season that includes an educational component, in addition to the summer community tour to attract new audiences and diversify revenue streams as well as keep the community engaged year round.
Strategic partnerships with other arts organizations and cultural institutions to co-present performances, share resources, and cross-promote events.
Threats:
Economic uncertainties and fluctuations in funding sources may impact financial sustainability and program viability.
Competition from other tourist activities in Northern Michigan.
Potential disruptions due to external factors such as pandemics, natural disasters, or regulatory changes.
Strategic Goals:
1. Organizational Growth and Sustainability:
Objective: Strengthen the organizational structure and financial sustainability of Traverse City Dance Project.
Strategies: 1.1. Develop a comprehensive fundraising strategy, including diversifying revenue streams such as grants, sponsorships, individual donations, and earned income. 1.2. Cultivate relationships with local businesses, philanthropic organizations, and individual donors to expand financial support. 1.3. Increase engagement with dedicated supporters. 1.4. Conduct regular financial assessments and implement cost-saving measures to ensure long-term financial stability. 1.5. Convert two volunteer positions into a full-time role and part time role, specifically the Artistic Director and Executive Director, to enhance organizational capacity and effectiveness.
2. Program Expansion and Innovation:
Objective: Expand programming to include a Dance Festival, Nutcracker Cabaret show for adults, and a spring performance series with an educational component, in addition to the summer Community Tour.
Strategies: 2.1. Develop and launch a Traverse City Dance Festival, showcasing a diverse range of dance styles, performances, dance films, workshops, and educational events. 2.2. Curate and produce a Nutcracker Cabaret show for adults, exploring innovative interpretations and collaborations. 2.3. Launch a spring performance series featuring diverse dance productions and community engagement activities as well as an educational component. 2.4. Evaluate and refine existing programs, such as the summer tour to rural communities, to maximize impact and reach.
3. Artistic Excellence and Innovation:
Objective: Enhance artistic quality and innovation in performances and programming.
Strategies: 3.1. Collaborate with renowned choreographers, composers, and musicians to create original and captivating dance works. 3.2. Expand on the Artist Residency Program, “Compositions Lab” to support emerging choreographers and composers in the development of new works. 3.3. Curate diverse and culturally relevant programming that reflects the Northern Michigan community's heritage and experiences. 3.4. Invest in technical resources and equipment to facilitate the production of high-quality performances.
4. Audience Development and Engagement:
Objective: Expand and diversify audience engagement to increase participation and accessibility.
Strategies: 4.1. Implement targeted marketing campaigns to reach new audiences and underserved communities. 4.2. Offer accessible pricing options, such as discounted tickets and free community events, to make performances more inclusive. 4.3. Enhance digital outreach efforts through social media, email newsletters, and online content to engage with audiences beyond physical performances. 4.4. Develop educational and outreach programs, including workshops, lectures, and school partnerships, to foster greater appreciation and understanding of dance.
5. Volunteer Management: 5.1. Develop a volunteer recruitment and training program to support organizational operations and events. 5.2. Recognize and appreciate volunteers for their dedicated work.
6. Board Development: 6.1. Ensure that the board of directors is diverse, inclusive, and equipped with the skills and expertise necessary to provide effective governance and strategic oversight. 6.2. Provide board training and development opportunities to enhance their understanding of the organization's mission, goals, and operations. 6.3. Recruit 2-5 new board members.
7. Risk Management: 7.1. Identify potential risks and develop strategies to mitigate them, including financial risks, legal risks, and reputational risks. 7.2. Implement appropriate policies and procedures to ensure compliance with regulations and ethical standards.
8. Collaboration and Partnerships: 8.1. Explore opportunities for collaboration and partnerships with other non-profit organizations, government agencies, businesses, and community groups. 8.2. Collaborative efforts can enhance resources, expand reach, and maximize impact.
9. Evaluation and Learning: 9.1. Establish a culture of continuous learning and improvement by conducting regular evaluations of programs and initiatives. 9.2. Use feedback from stakeholders to identify areas for improvement and innovation.
10. Sustainability and Resilience: 10.1. Develop strategies for long-term sustainability and resilience, including diversifying revenue sources, building financial reserves, and succession planning for key leadership positions.
11. Advocacy and Public Policy: 11.1. Advocate for policies and initiatives that support the organization's mission and goals. 11.2. Engage with policymakers, stakeholders, and the community to raise awareness of key issues and advocate for change.
12. Accessibility and Inclusion: 12.1. Ensure that programs, services, and events are accessible and inclusive to all members of the community. 12.2. Include individuals with disabilities, marginalized populations, and underserved communities in the organization's activities.
13. Environmental Sustainability: 13.1. Consider environmental sustainability in organizational operations and decision-making. 13.2. Promote eco-friendly practices and minimize the organization's environmental footprint.
Implementation and Evaluation:
Establish a Strategic Planning Committee composed of board members, staff, and key stakeholders to oversee the implementation of the strategic plan.
Develop a detailed action plan with timelines, responsibilities, and performance indicators for each strategic goal and objective.
Conduct regular assessments and evaluations to track progress, identify challenges, and make adjustments as needed.
Solicit feedback from stakeholders to inform decision-making and ensure alignment with organizational goals and values.
By addressing these additional aspects in the strategic plan, Traverse City Dance Project aims to realize its mission of producing and presenting professional dance in Northern Michigan while enriching the cultural landscape of the region and fostering connections within the community.