Strategic Plan: 2019 to 2021 - Version Update: 11/16/2020 - Opera Steamboat
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NOTE: Activities and related goals for
2020 and 2021 subject to change due to
COVID-19
Strategic Plan: 2019 to 2021
Version Update: 11/16/2020
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 settingStrategic Plan
Table of Contents
Executive Summary and Mission Statement.
History of Opera Steamboat
Our Growth Story: Looking Forward
Vision
Major Goals
Timeline Highlights
SWOT AnalysisStrategic 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, Opera Steamboat is poised for the next phase in our growth cycle.
Over the next three years (2019-2021), Opera Steamboat plans to do the following:
• Expand the number and variety of productions and concerts 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 civic engagement 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 constraints as follows 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
A History of Bringing Professional Opera and
Vocal Arts to NW Colorado
• 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 music
• In 2008, ECO founded the Opera Artist Institute (OAI), a summer training program for 10-15 aspiring professional singers
• In 2014, two OAI “Opera Flash Mob” performances occurred during the Steamboat Springs Wine Festival
• Also 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 continued for several years as an annual fundraiser
• Also in 2014, Dr. Dan Comstock began providing vocal workshops to local special needs communities including clients of
Horizons and Yampa Valley Autism as well as members of the Parkinson’s Support Group
• In January 2015, ECO hired Andres Cladera as Artistic Director. He brought professional experience as a singer, orchestra
conductor, and opera administrator to the organization
• In Spring 2017, ECO was rebranded as Opera Steamboat to better reflect both purpose and location
• In 2019, the OAI expanded to 36 young artists
• In 2020, the Opera in the Schools program, previously presented by visiting opera companies, was produced in-house
• In July 2020, Andres Cladera was promoted to General and Artistic Director
4Strategic Plan
Our Growth Story: Looking Forward
Building on our rich musical history in Steamboat Springs, Opera Steamboat is poised for the next phase in our growth cycle.
With…
• Acclaimed opera productions and concerts
• World-class education for young artists
• Hands-on community programs for schools and the community at-large Opera Steamboat has the
foundational elements
• A team of innovative and visionary board members, advisors, and staff leaders
required to embark on this
• Engaged audience members and donors exciting growth strategy
• 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 performances at other times of year
accessible to local
• Produce more low-cost and free events, including recitals and mini-productions
audiences
• Be creative in venue selection (e.g., libraries, community centers, botanic park, churches, and Internet)
• Continue to provide a variety of in-school programs including age-appropriate small opera productions
Enrich the music performed in local schools
education of youth and • Provide workshops for counselors and persons with special needs, tailored to specific groups including
the community at-large those on the autism spectrum, those with Down syndrome, and those with Parkinson's disease
• Offer educational programs linked to musical performances
• 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
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 Creates, and others to promote local arts
for visual and
• Collaborate with arts groups to build upon the new Creative District designation
performing arts
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 and
• Secure ongoing arrangements and commitments for suitable performance venues
Concerts
“Mission” Areas
• Add popular concerts or operettas to appeal to wider audience. Host special events to foster community
• Increase the number of qualified applicants year-over-year
Young Artist Program
• Create a scholarship fund for Opera Artist Institute artists
• 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 full-time General and Artistic Director and part-time Office Administrator in 2020
People/Governance • Grow the board of trustees to at least 12 members by end of 2021; annually review succession plan
“Support Function” Areas
• Initiate a formal advisory (or honorary) board (Longer-term goal)
• Grow number of donors by 10% and total donations by 15% (2019); 10% both (2020); 10% both (2021)
Development • Increase grant funding by 10% (2019); 5% (2020); 10-15% (2021; excluding NEA Cares grant)
• Begin planning for an endowment fund in 2020; start endowment in 2021
• Expand attendance at performances across all demographics
Marketing
• Increase the under-35 age adult audience to 15% by the 2021 season
• Grow the annual budget to a minimum of $350k in 2021
Operations
• Have a bank reserve of $95k by end of 2020; revisit amount annually based on best practice formula
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
2019 2020 2021
Productions and • 3 major productions (summer) • Virtual events due to COVID-19 • 4 major productions (summer)
Concerts
• Fall & winter productions or • Fall & spring productions
concerts
Young Artist Program • Continue to grow number of • OAI pivoted to virtual program • Offer a robust OAI experience
OAI artists for 2020 due to COVID-19 while meeting COVID-19
guidelines
• Obtain a multi-year contract for
housing young artists and • Continue to increase
interns (Discussions on hold) scholarships available for OAI
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,
(Pivoted to virtual program due
• Expand voice therapy to COVID-19) • Grow voice and movement
programs to include children therapy programs for additional
and young adults with Down • Grow voice therapy programs members of our community
syndrome for additional members of our with special needs
community with special needs
• Explore music therapy
programming
Ensure a safe environment for all staff, Board, artists, and other contributors during COVID-19 pandemic
8Strategic Plan
Three-Year Timeline Highlights:
“Support Function” Focus Areas
2019 2020 2021
People/Governance • Hire Executive Director • Hire General and Artistic • Grow board to at least 12
Director (combines previous members by the end of 2021
• Add new members to board Executive Director and Artistic
Director positions) • Create a structured volunteer
program
• Hire Office Administrator
• Create annual succession plan
• Add new members to board for board governance
Development • Grow number of donors by • Grow number of donors by • Grow number of donors by
minimum of 10% minimum of 10% minimum of 10%
• Grow total donations by • Grow total donations by • Grow total donations by
minimum of 15% minimum of 10% minimum of 10%
• Begin planning for an • Start endowment fund
endowment fund
9Strategic Plan
Three-Year Timeline Highlights:
“Support Function” Focus Areas (Cont.)
2019 2020 2021
Marketing • Expand the number of • Expand the number of • Expand the number of
audience members by 10% audience members (including audience members (including
for virtual performances) for virtual performances)
• Increase the under-35 age
adult audience to 15%
Operations • Have a minimum of $250k • Have a minimum of $300k • Have a minimum of $350k
annual budget annual budget annual budget
• End year with a minimum of • End year with a minimum of • Have a complete set of written
$50k reserve in a separate $95k reserve in a separate organizational procedures
bank account bank account
• Have a written set of core,
• Bookkeeping done in-house essential policies
10
1. “Operations” includes Finance and Administration areasStrategic Plan
SWOT Analysis
Strengths: Weaknesses:
• Artistic vision • No permanent/sustainable funding source
• History of excellence in programming/productions • No permanent venue (“home”) for practice or performance
• Quality of singers and orchestra • No guaranteed source of housing for OAI and other artists
• Authentic S.S. location appeals to world-class artists • Need more and larger donations
• National recognition for OAI program by applicants • Lack of complete set of organization policies and procedures
• Faculty recommendations nationwide for OAI artists • Lack of broad community awareness of Opera Steamboat
• Dedicated, talented, results-oriented staff team • Lack of completed , written development plan
• Strong, actively engaged board of trustees/advisors • Limited number of local highly-skilled musicians, technicians
• Steady growth of donor base • Small volunteer pool
• Community support, incl. in-kind housing, other donations • Lack of endowment fund
• Line of credit is available; currently no debt; reserve fund
Opportunities: Threats (and other external Challenges):
• Modest economic growth of S.S. and surrounding area • Increasing cost of doing business
• Broaden and deepen collaborations throughout community • Competition for space and schedule (incl. seasonality issue)
• S.S. as arts destination, incl. Creative District designation • Graying patron/baby boomer opera patrons
• Resources to increase board of trustees (BOT) • Housing for artists, OAI harder to find as the programs grow
• Potential for professional honorary board • Competition for $$ and audience in S.S.
• Foster happy staff/BOT/volunteers/donors/audiences/comm. • Public does not universally understand opera
• Create inclusive environment and share excitement • Competition for board members
• Identify activities that can diversify and deepen participation • Economic outlook (uncertainty; possibly lower growth)
• Grow diverse demographics, incl. younger age groups • (Temp.) Variability in grant funding due to COVID-19
• Broadly market Opera Steamboat vision to the community • (Temp.) Inability to have live performances due to COVID-19
• Partnership with Ski Corp. (housing for OAI, interns)
• Expand market and donor base outside of local area
• Crossover topics/events to engage new audiences/donors
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