Strategic Priorities

The Strategic Priorities below are goals for SETC to realize in the next five years. Many of these goals are easily defined and achieved while others are more broad and ongoing. The Executive Director will lead Central Office Staff in deciding the actions necessary to achieve these goals, pursuing tangible outcomes, and setting applicable deadlines.

To track progress and accountability, the Executive Director will report semi-annually on the Plan, specifically on objectives chosen and progress made. This reporting will be presented to the Strategic Planning Committee in August and the Board of Directors in March. Revisions to the Plan may be recommended by the Strategic Planning Committee for a vote by the Board of Directors.

The Strategic Planning Committee members include Kris McIntyre (Chair), Adanma Barton, David Harrell, Tracy Ward, Ginger Poole, and Marci Duncan.

Mission, Vision, and Values

Diversity & Inclusion

Create, promote, sustain, and grow opportunities for underrepresented communities to be an integral part of SETC at all levels.

Stay apprised of current and predictive trends in our industry, particularly as may influence recruitment, mentorship, and programming. Encourage these investigations to begin at the state level.
Build reciprocal relationships with diverse organizations in our industry and partner in building opportunities.
Provide a comprehensive checklist for our convention site hosts to ensure accessibility in all respects.
Create and publicize specific avenues through which underrepresented communities can communicate with SETC leadership about how SETC can serve them as constituents.
Evaluate ways to make convention less of an accessibility barrier financially.
Prioritize development funding for greater interaction with HBCU's and underrepresented or marginalized audiences.
Promote the amplification of achievements of traditionally marginalized communities

Financial

Practice responsible financial planning that induces growth and stability for the organization.

Investigate right-sizing of the organization in relation to our budget, vision, and mission.
Budget our values.
Establish a Development plan for unearned giving, sponsorships, and grants.
Evaluate investing in technology that will assist with donor development.
Seek additional cost-effective locations for convention that align with our mission and goals.

Governance & Vision

Establish leadership standards contributing to a professional, effective organization.

Assess ROI (Return on Investment) of programming to align with vision and financial goals.
Evaluate and restructure the Board of Directors towards a more efficient model.
Include Outdoor Theatre in revised governance structure.
Seek out training for gaps in lived experience through professional development funds.
Explore potential partnership with other theatrical organizations moving forward.
Increase national representation by incorporating more states into organization structure.

Membership, Services, & Events

Explore SETC’s national presence.

Improve array of training in the types of theatrical opportunities we are providing and preparing our constituents to do.
Investigate decentralizing the convention services to be sure we are meeting the needs our constituencies/members.
Survey constituents regarding how they feel about SETC, changes they would like to see, and/or what they might see as important inclusions in our strategic plan and/or the future of SETC.
Examine language in workshop proposals to reflect need for lived experience on the part of the presenter in the subject matter.
Prioritize full transparency regarding for whom and by whom an event is held.
Promote decolonization in workshop proposals.
Evaluate best practices in body positive language in all promotion materials, events, and practices.
Provide cost sheet for conference attendees inclusive of food availability, accessibility, and costs, parking, and other incidentals so more accurate representation of expenses may be provided.
Improve language in all membership materials to allow for individual self-identification.
Incorporate local-to-convention artists and organizations for partnerships and community engagement.
Seek alternatives to our problem of outgrowing our ability to hold convention in all but a few cities.
Stay current in knowledge of advancing theatrical trends to best serve constituents.
Fine tune all that we do, so that we aren't working to do 'all the things' and instead do certain things exceptionally well.
Strengthen the solicitation and vetting processes regarding workshop presenters to assure consistency with needs of constituency.

Operations

Continue to attract and empower an entrepreneurial staff with a diverse skill set.

Combat “SETC is best kept secret".
Address perception that SETC primarily exists to serve Secondary Division.
Provide full transparency about the 'why' whenever structural or operational changes are made.
Identify causes of staff and volunteer burn-out, and get ahead of them with proactive solutions.

Technology & Communication

Utilize technology for the betterment of the organization.

Assess efficacy of physical publications, and incorporate more on-line options to keep with current trends.
Develop a plan to integrate varied social media platforms throughout the year.
Investigate ways to integrate accessibility into convention through technology, i.e. hybrid meetings, workshops, and keynotes as streaming content