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:
Community outreach and collaborations
Regional outreach tours
Annual “Out in Our Schools” programming
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.
Artistic & Mission Development
For what are we known?
“To accomplish our mission, at what artistic and programmatic endeavors must we excel?
Who knows us?
“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 balanced with our visible role as an agent of social change in the community as measured by media coverage, review from an artistic advisory team, and audience surveys.
Outcome 1: By July 31, 2012, One Voice will program concerts that demonstrate increased artistic quality, creativity and vibrancy as evaluated by an artistic advisory team from outside the organization, media coverage and feedback from the local arts community.
Outcome 2: By July 31, 2012, One Voice will deepen and broaden our commitment to creating social change by developing strategic guidelines for selecting and planning our outreach and collaborations.
Outcome 3: By July 31, 2012, One Voice will improve the artistic quality of our individual singers, Fifth-section and staff as evaluated by a critical review of a musical advisory team and member survey.
Outcome 4: By July 31, 2012, One Voice will be recognized as an inspirational leader within the GALA movement and theTwin Cities arts community as measured by an electronic survey and audience/delegate verbal and email feedback.
ArtsLab Goal: By September 2011, One Voice will be a visible, recognized leader in the arts community with an Audience Development Plan that includes measurable increased audiences through deepening relationships, broadening and diversifying our reach.
Outcome 1a: By July 31, 2012, we will broaden and diversify the One Voice audience by increasing attendance 10% each year in concert ticket sales using 2008-2009 as a benchmark.
Outcome 1b: By July 31, 2012, we will broaden our audience base at our free community outreach performances by increasing attendance 10%, using 2008-2009 as a benchmark.
Outcome 2: By July 31, 2012, we will retain and deepen the relationship with our current One Voice audience base to increase the number of return concert attendees each year by 10% over 2008-2009 levels.
Outcome 3: By July 31, 2012, we will develop and execute an identity campaign to increase visibility and raise awareness (both with the general public and specifically with the target audiences named in goals #1 and #2), as evidenced through a survey type yet to be determined.
Outcome 4: By July 31, 2011, internal One Voice constituencies will report improved communication and understanding of Marketing Committee roles and responsibilities.
Are our resource priorities known?
“To accomplish our mission, what resources must we
ArtsLab Goal: By September 2011, One Voice will be a financially healthy organization, utilizing a FinancialDevelopment Plan that includes benchmarks for measurable growth, balanced financial ratios, and goals for diverse, sustainable sources of revenue.
Outcome 2: By July 31, 2010, we will diversify private foundation support by creating relationships with 5 new social justice and educational funders.
Outcome 3: By July 31, 2010, we will diversify our funding sources by cultivating 5 new corporate foundations or partners.
Outcome 4: By July 31, 2010, the Development Committee will work intentionally with the Artistic Team to create themes and venues for the next 2 seasons of ticketed concerts, in-school concerts and regional tours to ensure concerts are fundable.
Outcome 5: By July 31, 2010, we will create and implement internal fund development systems to standardize our work and merge tools from Benevon and ArtsLab.
Outcome 6: By July 31, 2010, the Finance Committee of One Voice will be fully functioning, as evidenced by monthly meetings, reports to the board of directors, and the identification of the next treasurer on the committee.
Outcome 7: By July 31, 2011, One Voice will have a set of fiscal policies and procedures outlining budgeting, contingency budgeting, income-based spending, a reserve fund goal and benchmarks for balance sheet ratios.
Note: Additional outcomes as identified by the Financial Development Plan to be completed this year.
ArtsLab Goal: By September 2011, One Voice will be an energetic, engaged organization with the human resource capacity to sustain our growing programming and mission as measured by annual staff, board and volunteer evaluations.
Outcome 1: By July 31, 2010, the next co-chair of the board will be fully integrated into the ArtsLab planning process and we will have a plan in place in preparation for the upcoming sabbatical leave of our Artistic & Executive Director.
Outcome 2: By July 31, 2010, we will create a Leadership Development committee to focus on ongoing Leadership Development outcomes, especially those listed in this document.
Outcome 3: By July 31, 2011, a long range staff and volunteer plan will be in place for expansion or retraction to support programming, as supported by the contingency budget. Note: The contingency budget provides a vehicle for board and staff to understand short and long-term programmatic and operational consequences of expense reductions or expansion.
Outcome 4: By September 2011, One Voice will have aligned our artistic/mission, audience, financial and leadership plans into mutually supportive, actionable documents that inform all activities of the organization.
Outcome 5: By July 31, 2012 all One Voice board positions will be filled, and board members will be fully engaged in the mission and vision of the chorus, as evidenced by self-evaluation, duration of service, and support of our events.
Outcome 6: By July 31, 2012 a two-year leadership succession plan will be in place to ensure board stability.