Stragetic Plan 2023 - 2028

THE HIPPODROME THEATRE

CREATING EXCELLENT THEATER TO ENGAGE, CHALLENGE, AND INSPIRE OUR COMMUNITY

Artist: Margaret Tolbert

2023 - 2028

STRATEGIC PLAN

ENGAGE

We cultivate imagination and potential. We provide a safe and supportive artistic home. We collaborate with diverse organizations, sponsors, and individuals.

CHALLENGE

We invite our community to consider new perspectives.

We create works that explore our shared and diverse humanity.

We provide opportunities for personal and professional growth through communal experiences.

THE HIPPODROME AIMS TO ENGAGE, CHALLENGE & INSPIRE INSPIRE

We create experiences that ignite the human spirit.

We spark imagination through the universal language of storytelling.

We illuminate both the shared struggles and exquisite beauty of human relationship.

OUR FIVE YEAR GOALS

It is with great excitement that we present to you the future of the arts and theater industry. The Hippodrome has taken a step forward, crafting a strategic plan that charts our course towards excellence.

Our plan provides a roadmap and timeline for growth and stability, carefully crafted with the input of a diverse range of voices, including members of our Board of Directors, the community, our staff, and former artists. This inclusive process has ensured that our plan meets the critical needs of 2023-2028, positioning us to achieve our vision of being an outstanding arts and theater venue in Alachua County and beyond.

We are committed to providing a sophisticated and welcoming environment, where efficiency meets excitement. Our space is designed to host both captivating performances and educational workshops, providing a platform for creativity and learning.

Join us as we embark on this exciting journey, and experience the finest in arts and theater. The Hippodrome is poised to be the destination of choice for discerning audiences, and we invite you to be a part of our future.

Please contact us at development@thehipp.org to speak or meet with us.

HIPPODROME VALUES

We are an arts organization of and for our community, committed to equity, diversity, inclusivity, and accessibility.

We believe that engaging in the arts is essential to the human experience and that arts education should be available to all.

We steward our resources through fiscal responsibility and sustainable growth.

We practice a culture of learning for ourselves, our communities, and the evolution of the arts.

We collaborate to create an atmosphere that empowers artists and staff to do their finest work.

Our standards and values reflect our commitment to excellence in every area of production while nurturing an atmosphere of civility and mutual respect.

These values guide the Hippodrome to create and deliver exciting and dynamic artistic experiences.

PILLARS

Artistic Goals: Create that reinvigorates our co

Community Engagem and programs that appe while facilitating inclusiv

Marketing & PR: Cre strategy that anchors the centered destination for and subscriber/member within our community.

Financial Sustainabi Hippodrome and its mis financial practices and d income.

Infrastructure & Pro staff and facilities to be practices, process mana responsibility.

Board of Directors: M motivated board that em and what theater means leverage resources and order for the Hippodrom superlative, engaging an cinema, events and educ

ARTISTIC GOALS

Create artistically challenging and diverse content while reinvigorating our artistic connection with the community.

Action Steps

Select and create challenging artistic content in all areas of the Hippodrome that reflects the diversity of our community

Expand and support artistic programs such as Hipp Unplugged Reading Series, The New Works Festival, and 2nd Stage events

Increase opportunities and funding to support events featuring local artists

Increase and secure funding sources for low cost or free events to increase accessibility

Increase and sustain opportunities for staff professional enrichment

Expand staffing positions to support creation of more artistic content

COMMUNITY ENGAGEMENT

Create artistic events and programs that appeal to a diverse population while facilitating inclusivity and outreach.

Action Steps

Host an annual movie series and events that support and reflect the diversity of the area

Create annual theater programs/workshops for adults and 4-5 programs/workshops for specific community groups

Identify, monitor, and review indicators that measure the long-term impact of community engagement strategies

MARKETING & PR

Create a coordinated marketing strategy that anchors the Hippodrome as a communitycentered destination for the arts, grows our audience and subscriber/member base, and builds relationships within our community.

Action Steps

Define the revenue streams and marketing goals for years 1, 3, and 5

Create a marketing plan for all revenue lines with milestones for programing, attendance, pricing structure, marketing channels, and content placement

Create a communication plan and concrete actions to showcase and implement offerings and programing at the Hippodrome

Increase communication with community members that do not attend on a regular basis

FINANCIAL SUSTAINABILITY

Support the growth of the Hippodrome and its mission by supporting best financial practices and developing new sources of income.

Action Steps

Maintain current financial internal reporting of monthly cash flow and expenditures by department

Provide oversight of best spending practices for Marketing, Production, Education, Rentals, Bar, Cinema, and Facility departments

Increase revenue to support additional staffing: look at data trends for the past years' shows and develop a plan with Marketing, Group Sales, Production, and Front of House to derive 50% of all income from programs

Increase revenue streams to support new outreach events and programs

Increase revenue generated by ticket sales, sponsorship and state grants, and local tourism funding

INFRASTRUCTURE

Develop and grow our staff and facilities to be exceptional through best practices, process management, and fiscal responsibility.

Action Steps

Maintain a current detailed organizational chart reflecting current departments and the staff, interns, and volunteers involved in each team

Define and maintain existing processes utilized by departments: orientation necessary for each position, department structure, job descriptions, and current salary ranges, whether positions are considered full or part time, in-person or remote

Review department processes and build consensus around how to ensure timely, critical, and constructive communication interface between departments

Annually update the Facility development and maintenance plan

BOARD OF DIRECTORS

Maintain a diverse, highly motivated board that embraces the necessity of the Arts and what theater means to our community.

Actively leverage resources and support fundraising efforts in order for the Hippodrome to produce challenging, superlative, engaging, and entertaining theater, cinema, events, and educational programming.

Action Steps

Provide each Board member with a current copy of Bylaws and Articles of Incorporation and ensure that orientation for new board members identifies the role and purpose for the Board of Directors and outlines the expectations of Board members

Recruitment of the board should seek, reflect and include community diversity and equity through a commitment to outreach with community members and leaders in an effort to create long term relationships