Strategic Plan: 2018 to 2020 - Version: 3/5/18 - Opera Steamboat Strategic Plan short version
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Strategic Plan: 2018 to 2020
Version: 3/5/18
The mission of Opera Steamboat is to promote opera and the vocal arts in Northwest Colorado
through educational and musical opportunities in collaboration with world-class artists
Vision: Opera Steamboat will be recognized nationally as an innovative opera and vocal arts
organization that creates inspiring productions in our unique Rocky Mountain settingTable of Contents
Executive Summary
History of Opera Steamboat
Our Growth Story: Looking Forward
Vision
Major Goals
Three-Year Timeline Highlights
• “Mission” Areas
• “Support Function” Areas
SWOT Analysis
2Strategic Plan
Executive Summary
Mission Statement:
The mission of Opera Steamboat is to promote opera and the vocal arts in Northwest Colorado
through educational and musical opportunities in collaboration with world-class artists
Building on our rich musical history in Steamboat, the recently rebranded Opera Steamboat, following its 15th year anniversary, is
poised for the next phase in our growth cycle.
Over the next three years (2018-2020), Opera Steamboat plans to do the following:
• Expand the number and variety of productions by creating a year-round production calendar
• Increase awareness of Opera Steamboat and grow audience numbers and diversity
• Foster a sense of opera community by hosting special events and focusing on deeper connections
• Grow the quality and reputation of the Opera Artist Institute
• Increase the frequency and variety of education and outreach programs for schools and the community at-large
• Strengthen our financial position by nurturing relationships with existing donors and cultivating new relationships
• Grow the number of staff and board members in line with budget to support expanded offerings to the community
In order to meet our goals, we must address the following constraints and/or research key data points:
• Source appropriate venues for productions
• Have reliable housing for artists, including OAI artists
• Tailor programming to the seasonality of residents and visitors
• Understand our market size (local and beyond; current and future)
We are committed to artistic excellence in everything we do and aspire to be a source of musical inspiration, education, and
enjoyment within our local community and beyond.
3Strategic Plan
From Emerald City Opera to
Opera Steamboat: Celebrating 15 Years
• In 2002, the Emerald City Opera (ECO) was founded by Keri Rusthoi with the goal of bringing world-class operatic artists to
Steamboat Springs in a format that appeals to a broad spectrum of the community.
• In 2003, ECO provided a Vocal Master Class series to adults offering local singers an opportunity to work under the tutelage
of visiting opera professionals in our first fully-staged production: Mozart’s “The Magic Flute.”
• In 2004, ECO added a children’s opera program, the Touring Opera Troupe. The Touring Opera Troupe was designed to
introduce young audiences to opera with entertaining stories and costumes and familiar opera tunes.
• In 2008, ECO founded the Opera Artist Institute (OAI), a summer training program initially for 10-15 aspiring professional
singers.
• In 2014, two OAI “Opera Flash Mob” performances occurred during the Steamboat Springs Wine Festival.
• Also launched in 2014, ECO sponsored the CU Buffoons, one of the top ten college a cappella vocal groups in America, to
provide a winter concert in Steamboat Springs. Their concerts continue as annual fundraising events for the opera.
• In January 2015, ECO hired Andres Cladera as Artistic Director. His experience as a singer, orchestra conductor, and opera
administrator brings high-level talent to NW Colorado, and he is leading the organization to become more professionally
managed. (More information about Mr. Cladera is on his website: http://andrescladera.wix.com/andrescladera).
• By 2016, the highly successful OAI program expanded to accept 27 young artists who participated in three operas that
August. OAI participants, many of whom already have a Master’s degree and several years of experience performing opera,
also form the supporting cast for our summer professional productions. In 2018, with 140 applicants, the program expanded
to accept 35 young artists.
• In October 2016, Beth Blaskovich joined the staff as the Administration and Development Director. Beth is an accomplished
pianist and piano teacher who holds an MPA in nonprofit administration and brings experience in orchestra management and
fundraising to the organization.
• In Spring 2017, ECO was rebranded as Opera Steamboat to better reflect both purpose and location. The company’s legal
name remains The Emerald City Opera.
4Strategic Plan
Our Growth Story: Looking Forward
Building on our rich musical history in Steamboat, the recently rebranded Opera Steamboat, following its 15th year anniversary, is
poised for the next phase in our growth cycle.
With…
• Acclaimed opera productions
• World-class education for young artists
Opera Steamboat has the
• Hands-on community programs for schools and the community at-large foundational elements
required to embark on this
• A team of innovative and visionary board members, advisors, and staff leaders
exciting growth strategy
• Engaged audience members and donors
• Solid financials
• A vibrant and collaborative creative arts community in Steamboat Springs
External Vision Statement: Opera Steamboat will be recognized nationally as an innovative opera and vocal arts
organization that creates inspiring productions in our unique Rocky Mountain setting
Internal Vision Statement: In three years, Opera Steamboat will be a professional, staff-managed performing arts
organization with a broad base of donor and audience support and diverse sources of funding. Opera Steamboat will have
the “characteristics of an institution”: Self-sustaining, not dependent on any one or small collection of individuals
5Strategic Plan
Vision
• Expand beyond the “traditional” styles of opera to engage a larger, more diverse audience
Make opera more
• Offer more productions, with a summer opera festival and smaller productions at other times of the year
accessible to local
• Offer more low-cost and free events, including recitals and mini-productions
audiences
• Be creative in venue selection, such as libraries, senior centers, botanic park, and churches
• Continue to provide a variety of in-school programs including: (1) series of classroom talks on the
Enrich the music physics of sound production; (2) Age-appropriate small opera productions performed in local schools
education of youth and • Collaborate with local choral groups to provide training and participation in opera productions
the community at-large • Provide workshops for counselors and persons with special needs, tailored to specific groups including
those on the autism spectrum, Down syndrome and those with Parkinson's disease
• Grow the quality and reputation of the Opera Artist Institute as an in-residence summer program that
Be a nationally attracts aspiring professional singers and performers from every region of the country
recognized destination • Provide OAI singers with professional training and the opportunity to perform in major opera productions
for professional training • Build relationships with faculty at the leading graduate music schools
• Use social media to promote the OAI and maintain contacts with former young artists.
Make a significant • Continue to build our reputation for outstanding, innovative opera productions
contribution to • Capitalize on the nature of opera as an attractor business whose main supporters are typically affluent
Colorado’s national and known to travel long distances to attend performances
recognition as a center • Work with Chamber of Commerce, Steamboat Springs Arts Council, and others to promote local arts
for visual and • Support the Steamboat All Arts Festival
performing arts • Collaborate with arts groups to build upon the new Creative District designation
Artistic excellence is always our standard for opera and vocal arts productions
6Strategic Plan
Major Goals
• Stage 3 to 5 professional operas per year
Productions • Secure ongoing arrangements and commitments for suitable performance venues
• Add popular concerts or operettas to appeal to wider audience. Host special events to foster community
“Mission” Areas
• Increase the number of qualified applicants year-over-year
Young Artist Program
• Create a housing donation plan and fund for the Opera Artist Institute
• Increase the frequency and variety of school-based and community at-large outreach programs
Education/Outreach
• Provide voice therapy programs for members of our community with special needs
• Hire part-time administrative contractor in 2018 and an Executive Director in 2019
• Grow the board of trustees to 20 members (Longer-term goal)
People/Governance
• Initiate a formal advisory (or honorary) board (Longer-term goal)
“Support Function” Areas
• Create a structured volunteer program in 2019
• Grow number of donors by 10% yearly and total donations by 15% (2018, 2019) and 10% (2020)
Development • Increase grant funding by 10% (2018, 2019) and 5% (2020)
• Establish an endowment fund in 2020, building to $250k by 2022, then continue to grow
• Expand attendance at performances across all demographics
Marketing
• Increase the under-35 age adult audience from 8% to 15% by the 2019 season
• Grow the annual budget to a minimum of $300,000 by 2020
Operations
• Have a bank reserve of $50k by start of year 2020
Opera Steamboat plans to continue its evolution in the following areas:
1. Transitioning from a “Working board” to a “Governing board”
2. Strengthening its use of data-driven decision-making and planning
3. Developing more formal structures, policies, and procedures
4. Cultivating strategic partnerships and collaborations across the spectrum
7
1. “Operations” includes Finance and AdministrationStrategic Plan
Three-Year Timeline Highlights:
“Mission” Focus Areas
2018 2019 2020
Productions • 3 major productions (summer) • 3 major productions (summer) • 3 major productions (summer)
• Small fall & winter productions • Small fall & winter productions • Small fall, winter, & spring
productions
Young Artist Program • Increase the number of • Obtain a multi-year contract for • Create a housing donation plan
qualified applicants year-over- housing young artists and and fund for OAI artists
year by 10% interns
• Add a winter program for arias
and art songs
Education and Outreach • Increase frequency and variety • Increase frequency and variety • Increase frequency and variety
of school-based and of school-based and of school-based and
community at-large programs community at-large programs community at-large programs
• Provide voice therapy • Expand voice therapy • Grow voice therapy programs
programs for members of our programs to include children for additional members of our
community with special needs and young adults with Down community with special needs
at Horizons, Yampa Valley syndrome
Autism Program, and
Parkinson’s Support Group
8Strategic Plan
Three-Year Timeline Highlights:
“Support Function” Focus Areas
2018 2019 2020
People/Governance • Contract part-time help to • Hire Executive Director • Initiate formal advisory (or
offload basic tasks from Admin honorary) board
and CEO • Create a structured volunteer
program • Change from contract staff to
• Add 2 new board members with employees
financial and legal skill sets • Add 3 new members to board
• Add 3 new members to the
• Add a part-time bookkeeper board. Following years,
continue to add to max of 20
Development • Grow the number of donors by • Grow the number of donors by • Grow the number of donors by
minimum of 10% minimum of 10% minimum of 10%
• Grow the amount of total • Grow the amount of total • Grow the amount of total
donations by minimum of 15% donations by minimum of 15% donations by minimum of 10%
• Start an endowment fund (Goal
of $250k by 2022)
9Strategic Plan
Three-Year Timeline Highlights:
“Support Function” Focus Areas (Cont.)
2018 2019 2020
Marketing • Expand the number of • Expand the number of • Expand the number of
audience members by 10% audience members by 10% audience members by 10%
• Increase the under-35 age • Increase the under-35 age
adult audience to 12% adult audience to 15%
• Develop a data-driven
approach to marketing
Operations • Have a minimum of $200k • Have a minimum of $250k • Have a minimum of $300k
annual budget annual budget annual budget
• Start the year with a minimum • Start the year with a minimum • Start the year with a minimum
of $20k reserves in a separate of $35k reserves in a separate of $50k reserves in a separate
bank account bank account bank account
• Bookkeeping done in-house • Bookkeeping done in-house • Contract accounting and audit
10
1. “Operations” includes Finance and Administration areasStrategic Plan
SWOT Analysis
Strengths: Weaknesses:
• Potential monies available in S.S. for contributions • No permanent/sustainable funding source
• Line of credit is available: Currently no debt • No guaranteed source of housing for OAI and other artists
• History of excellence in programming/productions • Need more and larger donations
• Quality of singers and orchestra • Patron engagement: May not always be there
• Strong board of trustees/advisors who are actively engaged • Volunteer base: Need to clarify roles and responsibilities
• Dedicated, talented, results-oriented staff team • Succession planning needed for all key positions
• Community support: In-kind housing • Lack of consistency/continuity in administration/operations
• Authentic S.S.: Location appeals to world-class artists • Lack of community awareness of Opera Steamboat
• National recognition for OAI program and repeat applicants • No reserve funding source
• Faculty recommendations • Lack of written marketing & development plans
• Steady growth of donor base • Limited number of local highly-skilled musicians
• Artistic vision • Public does not universally understand opera
Opportunities: Threats:
• Modest economic growth of S.S. and surrounding area • Infrastructure: No venue for practice or performance
• Collaborative market • Increasing cost of doing business
• S.S. as arts destination, incl. new Creative District award • Graying patron/baby boomer opera patrons
• Local connections/cooperative marketing opportunities • Competition for space and schedule (incl. seasonality issue)
• Resources to increase board of trustees (BOT) • Decreased grant funding nationwide
• Add advisory board? • Housing for artists, OAI harder to find as the programs grow
• Create happy people/volunteers/donors • Competition for $$ and audience in S.S.
• Create inclusive environment and share excitement
• ID activities that can diversify and deepen participation
• Grow diverse demographics: Focus on younger age groups
• Market Opera Steamboat vision to the community
• Partnership with CMC and Ski Corp (housing)
• Expand market and donor base outside of local area
11Next Steps
The next steps for the development of the complete strategic plan for Opera Steamboat include the following:
• Solicit feedback from existing Opera Steamboat key stakeholders
• Patrons
• Donors
• Volunteers
• Artists
• Other performing arts organizations (our collaborative partners)
• Venue and housing partners
• Chamber of Commerce
• Steamboat Today
• Others, as appropriate
• Solicit feedback from potential Opera Steamboat stakeholders
• Strings, orchestra, and other music patrons who are not currently Opera Steamboat patrons
• Young Professionals Network
• Families with school-aged children
• Others, as appropriate
This strategic plan is a living document that will be revisited regularly by Opera Steamboat staff and Trustees and updated yearly,
at a minimum, to reflect our dynamic growth environment
We welcome and very much appreciate your feedback. Thank you for taking the time to review and provide us with comments
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