DanceHouse is a non-profit organization in Vancouver that presents international dance performances. Their strategic plan outlines their vision to make Vancouver an international centre for dance and establish creativity and the arts as essential to civic life. Their priorities for 2016-2019 include increasing donations, expanding their audience by 100 people per year, reintroducing a four-show season by 2018-2019, better understanding their current audience, and expanding the skills and networks of their board of directors.

1. STRATEGIC PLAN
2016–2019
VISION
MISSION
SUCCESS
VALUES
A globally-connected Vancouver where people value and
embrace creativity and the arts as essential to an inclusive
civil society, cultural identity, and quality of life.
DanceHouse presents exceptional international caliber dance of
scale to engage, inform and challenge, and to offer transformative
cultural experiences for Vancouver audiences.
Vancouver is recognized as an international centre for
dance as a result of DanceHouse.
DanceHouse gratefully acknowledges the support of the City of Vancouver and the guidance of Vantage Point in the development of the plan.
Diversity. Through the board, sponsors, and productions, we
support and encourage a culturally diverse environment that
reflects the global dance community.
Quality. We consistently deliver a high quality experience for
patrons, including but not limited to ticket sales, venue experience,
staged artistic offerings and auxiliary engagement opportunities.
We build the public’s trust that we will deliver quality and engaging
work. We comply with high management standards to ensure long-
term financial sustainability. We stand behind the artistic integrity of
the high calibre work that we present. We ensure that our donors
and supporters are appropriately recognized. We take pride in our
contribution to Vancouver’s vibrant cultural landscape.
Audience Experience. Through the artistic works we present,
audiences have the opportunity to experience and respond in
a physical, emotional, or intellectual way. We aim for the entire
theatre experience to be positive for the audience.
Education. We believe in fostering a deeper understanding of
dance and the arts through community dialogue and the sharing
of the experience and knowledge.
Accessibility. We strive to provide a range of opportunities for the
community to engage with artists and the creative offerings from
diverse cultures, genres, and perspectives.

2. PRIORITIES 1) Increase the number and diversity of individuals and organizations donating
to DanceHouse on an annual basis
Measure of success: Increase quantity and total value of donations
Measure of success: Establish or increase engagement of production series or corporate
a. Engage the board in fund development
b. Procure production sponsors
c. Procure series sponsors
2) Expand the DanceHouse audience base by generating 100 new spectators per year
Measure of success: Track ticket sales to new spectators
Measure of success: Increase the number of people subscribed to e-communications
a. Identify target segments and:
I. Develop appropriate communications strategy
II. Examine strategies that other groups employ
III. Increase audience engagement
3) Re-introduce a four-show season by 2018-2019
Measure of success: There are sufficient financial resources through sponsors,
co-presenters, and/or government funding
Measure of success: Procure a company to present
Measure of success: Audience grows sufficiently to justify
a. Identify prospective sponsors, co-presenters, and government funding sources
b. Find an appropriate company and presenting opportunity
c. Sustain and grow the audience base
4) Understand the DanceHouse audience
Measure of Success: Analyze demographic data, opinions and audience classifications
a. Find a company to implement analytics
b. Select the right time to start
5) Expand the range of connections, opportunities, and skill sets or competencies
at the board level for increased decision-making and effectiveness
a. Recruit non-board members for committees
b. Explore and discover existing board connections and networks
c. Undertake board skills matrix self-evaluation
d. Implement board performance self-evaluation, determining measures
of success and current baseline.
STRATEGIC PLAN
2016–2019