Strategic Plan 2018-2020


GOAL 1: Fund the organization's mission by ensuring diversified and sustainable revenue sources to fully support existing programs as well as invest in artistic dreams and new initiatives.

  • Expand audiences for SWC and SMC concerts
  • Build an internal culture of philanthropy throughout the organization, with an emphasis on individual giving
  • Improve net profitability for mainstage concerts
  • Increase awareness of choruses in greater Seattle's corporate community
  • Focus on artistic quality and innovative programming as an audience development and retention strategy


GOAL 2: Live the organization's mission by creating SMC and SWC programs and activities that contribute meaningfully to the Seattle region's conversations about culture and social justice.

  • As part of our artistic process, create connections and partnerships with leaders and organizations that help bring our songs and stories to life in our community
  • Continue diversity and inclusion efforts to give members, board, and staff best practice training and knowledge to function effectively in our intersectional environment
  • Engage area schools and students with the choruses and our mission with carefully scaled education programs
  • Revitalize relationships with Seattle-area LGBTQ leaders and organizations
  • Prioritize opportunities to engage younger audiences, ages 21-40


GOAL 3: Empower the organization's mission by fostering a healthy and affirming membership culture that contributes positive energy, ideas, and commitment

  • Implement Member Councils to the organization's governance structure, giving members increased ownership and renewed responsibility for their membership experience
  • Foster intra-chorus relationships between SWC and SMC that strengthen our identity as one organization with two unique performing forces
  • Insist upon healthy and respectful communications between board, staff, and members and enforce Code of Conduct policy consistently


GOAL 4: Sustain the organization's mission by strengthening the scope and sophistication of board and staff leadership

  • Implement non-profit best practices for Board member recruitment, training, and evaluation
  • Expand pipeline for highly qualified community board candidates and place full complement of community members as defined by bylaws
  • Invest in leadership development opportunities to give staff and board leaders appropriate training, HR support, and professional opportunities for growth