Connecticut Dance Alliance

STRATEGIC PLAN 2007

 

Introduction/ Historical Context

 

            Connecticut Dance Alliance (CDA) was founded by leaders of the dance community to provide a statewide and visible presence for dance in Connecticut. It was incorporated in October 1999 and obtained non-profit status six months later.

 

            Initially, it attracted a large and diverse membership and a thirty five  member board of directors.  Although some of the larger dance companies and presenters are no longer active, the organization has a membership of between 80 and 100, including studios, conservatories, dance companies and independent instructors, and has an active board which meets monthly. Over the period of the last seven years, CDA has provided services to the dance community in the form of statewide festivals, showcases, newsletters, calendars of events, a website, education and professional development forums, and annual awards. The organization has been operated solely by volunteers.

           

            At present, CDA maintains a website and organizes three events each year: a day of dance featuring master classes and a performance; a dance education forum addressing specific educational and/or pedagogic issues; and an annual statewide awards ceremony recognizing individuals who have made outstanding contributions to dance in Connecticut.

 

            In the Summer of 2007, the CDA Board engaged the consulting services of Frances “Bitsie” Clark, distinguished arts administrator and long-time Connecticut resident, to assist them in taking a hard look at what has been accomplished, what challenges the organization faces, and craft a plan to grow and strengthen the organization for the future. The Board reviewed and affirmed its Vision and Mission and established three goals and a three-year plan to achieve them.

 

GOAL I:  TO INCREASE PUBLIC AWARENESS OF DANCE IN ALL ITS FORMS

 

GOAL II:  TO SERVE THE NEEDS OF THE STATEWIDE DANCE COMMUNITY

 

GOAL III:  TO DEVELOP INFRASTRUCTURE TO SUPPORT AND SUSTAIN THE ORGANIZATION


 

THREE YEAR PLAN

VISION: Connecticut is a Dance Destination State

 

Mission Statement:  Connecticut Dance Alliance (CDA) is dedicated to increasing public awareness of dance in all its forms and serving the needs of the statewide dance community.

 

GOAL I - TO INCREASE PUBLIC AWARENESS OF DANCE IN ALL ITS FORMS

 

A. Strategic Priority One:  CDA will expand communications and marketing

 

Year 1

1. CDA will revive its statewide newsletter

  1. Produce an electronic quarterly newsletter with photos and articles addressing current issues in dance, reports on advocacy efforts, news and events of relevance to members and the general public.

  2. If financially feasible, print copies for distribution to local arts agencies and art centers around the state.

Responsibility: Communications and Marketing Committee 

Timeline: The first issue will be produced by November 2007

 

Year 2

2. CDA will produce a new CDA website

  1. Professionally redesign the CDA website that contains information about the organization’s mission and activities, current and past newsletters, a calendar of significant upcoming events and a database of dance information.

Responsibility: Communications and Marketing committee and staff

Timeline: The new website will be up and running by June 2008

 

Years 1–3

3. CDA will create a database of information about dance in Connecticut

  1. To develop a comprehensive database of the largest possible listing of dance related people and organizations available in a custom-designed cataloguing system. This should include listings of dance schools and companies, dance presenters, dancers’ shops, bookstores with good dance collections, lighting and costume rental agencies, etc.

Responsibility: Communications and Marketing Committee

Timeline: The database will be developed throughout 2007-2010 

 

 

GOAL II - SERVE THE NEEDS OF THE STATEWIDE DANCE COMMUNITY

           

A. Strategic Priority One: As an advocate, CDA will become a leading voice for dance in Connecticut

 

Year 1–3

CDA will be informed about issues affecting the dance community and may formulate policy on certain issues and develop sub committees to engage the membership in taking public action. Examples of these issues are:

Responsibility: Program/Advocacy subcommittee

Timeline: Advocacy policies and tools will be developed throughout 2007-2010  

 

 

B. Strategic Priority Two: CDA will continue to provide high quality opportunities for professional development for dance in Connecticut

 

Year 1–3

Through the publication and promotion of educational opportunities in the state, nation or abroad, through its own workshops and forums, newsletter and professional links on the CDA website, CDA will make available to its members artistic, educational, administrative, research, and marketing information to further its members’ professional development.

  1. The Program/Education subcommittee will plan one professional development event a year for three years. For example:
     

    1. Confer with Arts Division of CCCT and working with Program/Advocacy subcommittee, plan a writer’s conference on critical writing on dance

Responsibility: Program Committee       

Timeline: These opportunities for professional development will be developed throughout 2007-2010
 

 

C. Strategic Priority Three: CDA will take a leadership role in creating regional partnerships

 

Years 1–3

CDA will investigate the efficacy of developing relationships with regional organizations such as local arts agencies, art centers and other arts leadership groups to collaborate on programs, outreach, and the development and promotion of dance in Connecticut. For example:

  1. Meet with John Cusano at CCCT to explore ways that CDA and Local Arts Agencies can be of help to one another

  2. Plan to align CDA’s regional development with CCCT’s regional service distribution

  3. Meet with directors of local arts agencies, art centers and presenters to learn more about their interest in, and needs for, growing and developing dance in their area of the State.

Responsibility: Executive Committee     

Timeline: These relationships will be cultivated throughout 2007-2010      

 

 

GOAL III - TO DEVELOP INFRASTRUCTURE TO SUPPORT AND SUSTAIN THE ORGANIZATION

 

Strategic Priority One: CDA will adopt best practices of board governance

 

Year 1– 3 (to be fully operational)         

 

1. Board Development

  1. Review and update by­-laws and recommend changes as needed, including structure

  2. Review Board and Advisory Committee membership to determine knowledge and skills needed to carry out strategic plan

  3. Develop a list of candidates who meet organization needs both within and outside the dance community

  4. Recruit and orient new members

Responsibility: Executive Committee

Timeline: These board development actions will be completed by November 1, 2007

 

2. Establish Board Standing Committees

  1. Executive Committee (board officers and committee chairs)

           i.    Sets agenda for the board meetings and take action as needed between board meetings

  1. Budget and Finance

            i.    Develop yearly operating budget
            ii.    Monitor finances and make monthly reports to the board
            III.    Develop a financial plan and fiscal policy.

  1. Membership Committee

            i.     Recruit and retain members
            ii.     Appoint a committee to develop a plan to increase membership
            iii.    Set ambitious but realistic membership goals
            iv.    Review and revise membership materials and procedures
            v.     Maintain the mailing list for membership

  1. Program Committee
        The Program committee will appoint Advocacy and Education subcommittees

        Advocacy subcommittee

i.  Collect information on current artistic, educational and political issues affecting dance, and keep the membership informed and knowledgeable through the website and newsletter

        Education subcommittee

i.    Plan and evaluate statewide events, including opportunities for performance, networking and professional development, relevant to the needs of the dance community and CDA
ii.   Plan two statewide events in 2008 one of which must be for professional development
iii.  Recognize outstanding contributions to dance in Connecticut

  1. Communications & Marketing Committee

            i.     Set standards and goals for CDA
            ii.    Revive CDA’s statewide newsletter
            iii.   Produce a new website
            iv.   Develop and manage a comprehensive state-wide dance database

  1. Governance Committee

i.    Perform annual review of by laws and standing rules if necessary
ii.   Develop a yearly recruitment, education and retention plan for Board membership and officer succession
iii.   Evaluate skills and expertise of current board members
iv.   Determine board personnel needs
v.    Recruit and orient new board members
vi.    Plan for presidential succession

  1. Fund Development Committee

CDA’s income has been derived from dues and programming fees and we have managed associated expenses within budget.  Over the next three years we will need to diversify and increase sources of income to include grants and donations in order to grow the budget by $20,000 over the plan period – funds that will be directed toward hiring a part time Executive Director and to increase our marketing initiatives.  Ultimately this should position us to seek funds for a full time Director.  The Executive Committee will appoint a three-person Task Force to develop imaginative and do-able plans for establishing new and continuing sources of income.    

  1. Cultivate interested donors

  2. Seek corporate sponsorship of newsletter and events

  3. Develop newsletter advertising program

  4. Confer with Arts Division of CCCT on available operating grants

  5. Research dance grants

Responsibility: Executive Committee and task force  

Time line: These committees will be established by June 2008 and will complete their work by June 2009.

                                   

3. Staff

 

Year 1 -2

Executive Committee will:

  1. Hire part-time staff person

  2. Develop plans for performance review of part-time staff person

  3. Refine job description for future General Manager position to include                       

• Grant writing

• Active follow up of Committee decisions         

• Development of up to date processes for membership recruitment and retention

• Represent the organization externally

• The right to make specific managerial decisions

  1. Seek operating funds for the creation of General Manager position over two years

Responsibility: Executive Committee                 

Timeline: Operating funds for the creation of General Manager post in place by June 2008.