Strategic Plan 2018-2022

 

Report on strategic planning for 2018-2022


Saskatchewan Association of Theatre Professionals
Submitted by Harvey J. Linnen, HJ Linnen Associates
January 2018

Introduction and Next Steps

Introduction

The Board of the Saskatchewan Association of Theatre Professionals (SATP) held a strategic planning session on January 8, 2018. The strategic planning process was facilitated by Harvey J. Linnen.

This document is the resulting, revised Strategic Plan, now covering the years 2018-22. The document also includes background information on the planning process.

The fundamental decisions made in the planning session were:

·         To reconfirm the current Purpose Statement (Vision, Mission, Values –  to establish a process for reviewing and revising them during 2018.

·         To revise the Strategies – to reflect the strategic directions that were achieved in the past year, and to clarify strategic priorities going forward. These revisions update the Strategic Plan and extend it forward to remain focused on a 5-year planning horizon.

Next Steps

The primary next step is for the Board to review the Strategic Plan in this report – specifically to revise as necessary, and then formally adopt the Purpose Statement (Vision, Mission, Values) and the Strategies (including Goals).

The subsequent next step is for Management to develop or adapt its operational plan so that short-term operational activities, priorities and expenditures align with the Strategic Plan.

Purpose Statement:

Vision, Mission, Values

VISION – Our vision is for a dynamic and unified community of theatre professionals contributing to a vibrant and diverse society.

MISSION – Our mission is to:
·         Be an effective voice – advocating for and representing theatre professionals to government and all aspects of our society, basing our messages on sound knowledge and thorough consultation among our members and partners.

·         Build a strong network – facilitating effective communication among our members, and between our members and their theatre communities and stakeholders.

·         Promote professional theatre – working for increased public awareness and support for the theatre professionals and professional theatre, for the encouragement of theatre opportunities and government understanding of the value and social importance of theatre to our province.

VALUES – Our defining characteristics are seen in the values of:

·         Inclusivity – acting as a collaborative partner in the broader theatre community and the creative industries, appreciating the strength of diversity among organizations, people and approaches.

·         Creativity – encouraging creativity as part of a single continuum that links the new with tradition in the theatre and in organizations.

·         Respect – acting with highest regard for the commitment of those who earn their living in the theatre.

Definitions:
·         Vision
– why we exist; why we are involved in this organization; a picture of the primary purpose or outcome of the organization.

·         Mission – our work; what we do in pursuit of our Vision.

·         Values – our priorities for behaviour and decisions; the characteristics that define what kind of people we are; and what our organizational culture and decision-making is based on.

Strategies and Goals for 2018-22

Strategy #1 – Financial Security

Ensure financial security that allows the Association to effectively pursue economic growth and artistic development of live performing arts.

Goals:

·         Continue to identify and pursue various sources of funding.

·         Achieve sustainable funding that is defined by:

            o    secure annual funding; and
            o    an annual increase in membership revenue achieved through increase in number of                    members.

Strategy #2 – Governance Development

Strengthen the Association’s governance to ensure long-term and effective leadership, representation and accountability.

Goals:

·         Continue to develop, document and implement a full governance system that includes policies, bylaws, succession planning, structure and communications; all components in place by 2020.

·         Conduct annual strategic planning.

·         Establish a comprehensive Governance Committee in 2018.

·         Review the Strategic Plan’s Purpose Statement by the 2018 Annual General Meeting.

Strategy #3 – Industry Leadership

Fulfill the Association’s leadership role in representing and building a growing and effective live performing arts industry in Saskatchewan.

Goals:

·         Create events annually for:

                o    training and development, and
                o    dialogue on issues.

·         In 2018, expand the one-on-one outreach program that engages Board Members with industry professionals in 2018.

·         Increase membership by five per cent a year.

·         Engage annually with political leaders at all levels.

·         By 2020, develop an online calendar and profiles to link the industry and the public by 2020.

·         Maintain an annual program of regular collaboration with relevant provincial and national organizations.

·         Maintain an ongoing mechanism to disseminate relevant information to members regarding member issues and industry development.

Consensus process

The planning session was conducted in a consensus model – that is, the facilitator looked for the highest level of consensus at every step in the day’s discussion. Consensus was defined as agreeing to accept the work done to that point, and to fully support it once the session was completed. At all steps, there was full consensus among participants.