HVP Strategic Plan 2023-2028
I. WHO WE ARE
Her Voice Productions is the umbrella nonprofit organization for choral musical groups that affirm the voices of women and girls. The Twin Cities Women’s Choir (TCWC), began in August 1997 with a volunteer director, accompanist, fourteen singers, and $200 to purchase music. Since that time we have expanded our programming to add the Twin Cities Girls’ Choir and ENCORE!, an auditioned small a cappella ensemble. We strive to provide musical opportunities, to encourage expression, and empower confidence while bringing joy to our audiences through song.
Our Vision
We strengthen and inspire individuals and communities through song.
Our Core Purpose
Her Voice Productions is a robust community of choirs dedicated to developing
girls and women through musical education and excellence.
Our Mission
Her Voice Productions is an inclusive community that sings,
performs, and affirms the voices of girls and women.
How We Live Our Values
We affirm the voices of girls and women by enabling participation and opportunity,
encouraging expression, and empowering growth and confidence.
We create musical excellence through the gifts and energies of non-auditioned
singers performing music of varied repertoire which challenges us to grow
and give the best we can give.
We employ professional, collaborative, compassionate, and innovative
staff to guide us on our musical journey.
The strength of our community balances support for individual members
and respect for our shared responsibility to care for the whole organization.
Our commitment to excellent financial stewardship is reflected in funding that is diversified,
budgets that are balanced, internal controls that are appropriate, and reporting that is transparent.
We celebrate diversity by fostering a welcoming, accessible, and adaptable community.
Our Board is a committed, engaged, community-connected, and visionary group
of volunteers dedicated to achieving organizational excellence.
II. OUR FIVE-YEAR VISION
Our organization has seen tremendous success and growth over the years. The commitment and passion that has been so freely given by many volunteers, singers, and staff has made Her Voice Productions (HVP) what it is today, and we are truly grateful for all that we have received.
Like so many arts organizations, we have both been affected by the recent pandemic and we have found the strength of commitment that lies within our community. Coming out of the most acute period and looking toward the future, we realize we must commit to moving to a new level of mission delivery and operational excellence in order to remain relevant in the musical community and worthy of support. With this in mind, we are therefore committing ourselves to the following journey which be summed up as “More people, more places, more music.”
To that end, we commit to all necessary actions to ensure that in June 2028:
The choirs of Her Voice Productions are top-of-mind choral ensembles in their respective niches in the greater Twin Cities area, performing for growing audiences that include the significant presence of first - time attendees. (VMI)
Our programming provides a musical home for female - identifying and nonbinary treble singers throughout our area, and our organization will be a desired collaborative partner for complementary groups in the regional arts community. (PRI)
We are known for empowering the voices of girls and women in ways that are relevant to the diverse communities of the greater Twin Cities. (CDI)
Our Board and funding sources are more diverse than they were in 2022, allowing us to expand our reach, relevance, and participation. (FBI)
Our staff of professionals are adequately resourced, and we are both rehearsing and performing in spacing that are commensurate with the needs of a leading community choral organization. (OSI)
To accomplish these goals, we further commit to intentionally creating and carrying out a change management process. To that end, we will model transparent communication and other change management behaviors that will encourage our stakeholders to join us in transforming our organization and reaching a new level of excellence.
III. STRATEGIC INITIATIVES
A. GOALS RELATED TO VISIBILITY AND MARKETING (VMI)
HVP’s Strategic Plan sets the following goals for the next five years in the areas of visibility and marketing in order for the choirs of HVP to become top-of-mind choral ensembles in their respective niches in the greater Twin Cities area, performing for growing audiences that include the significant presence of firsttime attendees.
We will annually develop, fund, and execute a marketing plan aimed at attracting new audience members with no prior ties to the organization and generating media coverage which introduces our organization to people unfamiliar with our groups.
We will grow our audiences 20% from the baseline 2022-23 concerts over the next five years.
We will dedicate between 5% and 10% of our organizational expenses toward activities that support marketing or awareness-raising.
We will make a recommendation to the Board of Directors regarding the name of the organization for marketing purposes.
We will significantly improve our communications within the organization, drawing singers more intimately into awareness of HVP’s priorities, direction, and ways they can personally be involved.
B. GOALS RELATED TO PROGRAMMING (PRI)
HVP’s Strategic Plan sets the following goals for the next five years in the area of programming so that by 2028 we provide a musical home for female-identifying and nonbinary treble singers throughout our area, and our organization is a desired collaborative partner for complementary groups in the regional arts community.
We will annually present inspiring, empowering, and entertaining music that is thematically unified and engaging for both singers and audiences in our community.
We will offer creative opportunities for individuals and groups within our organization to enhance their musical and performance excellence and performance confidence.
We will devise and implement processes that ensure each group is sustainably sized and each singer is adequately funded and supported.
We will develop and enhance musical programming for women throughout the year, ensuring that our offerings provide growth opportunities, connection, and encouragement for each participant to find her unique voice.
We will determine whether it is feasible to reinstate and maintain the Twin Cities Girls Choir (TCGC) and, if yes, we will develop a plan with specific, measurable, attainable, relevant, and timebound programmatic and financial goals for this program.
C. GOALS RELATED TO COMMUNITY AND DIVERSITY (CDI)
HVP’s Strategic Plan sets the following goals for the next five years in the areas of community and diversity so that by 2028 we are known for empowering the voices of treble singers in ways that are relevant to the diverse communities of the greater Twin Cities.
We will be willing to challenge the status quo and to do things in new, even uncomfortable, ways in order to better foster inclusivity and a welcoming climate for all within our mission.
We will create collaborative relationships with diverse organizations throughout the community and develop musical opportunities that enhance all participants’ experiences.
We will foster an environment and create experiences within our organization that open doors for increased participation by members of the community.
Through our marketing and visibility efforts (VMI above) we will actively reach out to communities that have been under-represented in our groups and audiences.
D. GOALS RELATED TO FINANCIAL AND BOARD DEVELOPMENT (FBI)
HVP’s Strategic Plan sets the following goals for the next five years in the areas of financial and Board development so that by 2028 our Board and funding sources will have increased in diversity, allowing us to expand our reach, relevance, and participation.
We will stabilize our funding structures which support the operating budget and work to minimize financial risk.
We will cultivate relationships within the arts and funding communities that help identify potential Board members from outside our current circles.
By 2028 each Board member will assist in raising a minimum of $1500 or more per year either personally or by network, and these funds will be over and above any singer-required contributions for Board members who are also singers.
E. GOALS RELATED TO STAFF AND OPERATIONAL SYSTEMS (OSI)
HVP’s Strategic Plan sets the following goals for the next five years in the areas of staff and operational systems so that by 2028 our staff of professionals will be adequately resourced, and we will be both rehearsing and performing in spacing that is commensurate with the needs of a leading community choral organization.
Our technology systems will be secure and support operations that are consistent with the public image we are building.
Our staff will have adequate work and storage space, and our choirs will use rehearsal space dedicated to their needs.
Our performance spaces will grow with the size of our audiences, be accessible to the community, and be in environs consistent with the image we are building.
Our professional staff team will grow to ensure that we are adequately resourced for our expanding mission delivery.
IV. OPERATIONAL PLANNING, REPORTING, AND ACCOUNTABILITY
Planning: Each year the Board and Executive Director will review the organization’s SWOT, strategic and operational progress and the strategic plan will be updated. Each year in the April-June timeframe, the coming year’s operating priorities will be set.
Following the vote and direction from the Board, the Executive Director will create an annual operating plan. This plan will include specific, measurable, achievable, relevant and timely goals based on the operating priorities and strategic intent of the Board. The annual budget will be developed to support the successful realization of the operating plan, and the Finance Committee will review the budget prior to referral to the Board. The Board will then finalize the operating plan and budget by the end of June each year.
Reporting. The Executive Director and Board President will report on the status of each approved goal/deliverable in a document prepared for the Board in advance of each Board meeting. Items requiring Board action will be placed on the agenda.
Staff Accountability. A salary structure will be implemented that incentivizes high performance and accountability from the Executive Director in leading the organization to achieve the objectives in this plan. In turn, the rest of the staff will have individual performance plans listing key performance indicators (KPIs) that are tied to a salary (and/or bonus) plan for them. Please note that if the objectives in this plan are achieved there will, by definition, be sufficient funds to reward the staff with bonuses approved by the Board at the end of the fiscal year.
Volunteer Accountability. It is important to recognize that many, if not all, of the goals/objectives in this plan will require assistance from Board Members and other volunteers. The President and the
Committee Chairs will need to work closely with staff and the volunteer groups they lead to ensure goals are met. When goals are met, the HVP advances its mission, our singers grow personally and musically, and our community experiences joy in song. That is the definition of success.
HISTORICAL FINANCIAL FILINGS
