Strategic Plan Presentation from AGM 2011


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The presentation of our new Strategic Plan for 2011-2014 made at our 2011 AGM.

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Strategic Plan Presentation from AGM 2011

  1. 1. Strategic Plan 2011 – 2014
  2. 2. 2011-2014 STRATEGIC PLAN <ul><li>This presentation was given at the Annual General Meeting of Theatre Ontario on May 21, 2011. The presentation contains highlights of the Plan as it presently exists: in draft form and unapproved by the Board of Directors. </li></ul><ul><li>This presentation is intended to give Members a sense of the general direction of the plan and to allow feedback before its completion. </li></ul>
  3. 3. THE PROCESS <ul><li>Membership survey </li></ul><ul><li>SWOT Analyses with Board and Staff </li></ul><ul><li>Consultations with funders, founders and stakeholders </li></ul><ul><li>Review mission, vision, guiding principles </li></ul><ul><li>Environmental scan </li></ul><ul><li>Planning retreat </li></ul>
  4. 4. MISSION <ul><li>Theatre Ontario develops and supports theatre practitioners across the province, by providing resources, networking, training and advocacy. </li></ul>
  5. 5. VISION <ul><li>Theatre throughout Ontario will be excellent, accessible and respected. </li></ul>
  6. 6. GUIDING PRINCIPLES <ul><li>1. Theatre Ontario believes that the art form known as theatre is most essential to society because, through collaboration, it speaks to the human condition and celebrates the human spirit. </li></ul>
  7. 7. GUIDING PRINCIPLES <ul><li>2. Theatre Ontario is guided by the fact that theatre in our province encompasses a vast continuum of diversities, and that these diversities (of theatrical practice, of geography, of culture, etc.) are equally valid and integral to Ontario society. </li></ul>
  8. 8. GUIDING PRINCIPLES <ul><li>3. Theatre Ontario believes that professional theatre practitioners are skilled and innovative contributors to our social and economic fabric, and their pursuit of a career in this field should be respected, valued and encouraged. </li></ul>
  9. 9. GUIDING PRINCIPLES <ul><li>4. Theatre Ontario believes that community theatre enriches the lives of its practitioners and is essential to vibrant and healthy communities across the province. </li></ul>
  10. 10. GUIDING PRINCIPLES <ul><li>5. Theatre Ontario believes that all segments of the theatre continuum are interconnected and mutually dependent. </li></ul>
  11. 11. GUIDING PRINCIPLES <ul><li>6. Theatre Ontario has the capacity and expertise to serve both professional and community theatre, as well as be the catalyst for their interconnectedness and mutual dependence. </li></ul>
  12. 12. CORE STRATEGIC PRIORITIES <ul><li>1. Provide relevant programs to meet the needs of our constituents. </li></ul><ul><ul><li>Review of programs and services </li></ul></ul><ul><ul><li>Opportunities to develop and expand programs across the province </li></ul></ul><ul><ul><li>Innovative programs and service delivery methods that add value to membership </li></ul></ul>
  13. 13. CORE STRATEGIC PRIORITIES <ul><li>2. Raise the profile of Theatre Ontario so that our leadership is more widely recognized. </li></ul><ul><ul><li>Developing a clear brand for Theatre Ontario </li></ul></ul><ul><ul><li>Communicating key messages to stakeholders </li></ul></ul><ul><ul><li>Creating advocacy action plans </li></ul></ul>
  14. 14. CORE STRATEGIC PRIORITIES <ul><li>3. Amend our business model so we generate more revenue from a wider variety of sources. </li></ul><ul><ul><li>Strategic approach to foundation and corporate fundraising </li></ul></ul><ul><ul><li>Annual fundraising event </li></ul></ul><ul><ul><li>Improving donor relations </li></ul></ul><ul><ul><li>Analyzing membership fees vs. benefits </li></ul></ul>
  15. 15. CORE STRATEGIC PRIORITIES <ul><li>4. Strengthen governance so that the Board of Directors more effectively supports Theatre Ontario’s mission. </li></ul><ul><ul><li>Defining roles and responsibilities </li></ul></ul><ul><ul><li>Improving recruitment, orientation and evaluation of Board members </li></ul></ul><ul><ul><li>Aligning Board committees to strategic priorities </li></ul></ul>
  16. 16. CORE STRATEGIC PRIORITIES <ul><li>5. Ensure the required human resources are available to achieve our strategic planning goals. </li></ul><ul><ul><li>Hire new Executive Director </li></ul></ul><ul><ul><li>Evaluate staff job descriptions </li></ul></ul><ul><ul><li>Benchmark and improve compensation </li></ul></ul>
  17. 17. NEXT STEPS <ul><li>Refine timelines for objectives </li></ul><ul><li>Refine the document </li></ul><ul><li>Begin work on most immediate objectives (i.e Executive Director search) </li></ul><ul><li>Final plan to be approved by Board </li></ul>