STRATEGIC PLAN 2018-2020 EXTENDED THROUGH 2022 BY VOCALESSENCE BOARD OF DIRECTORS
TOGETHER WE SING
ACKNOWLEDGMENTS VocalEssence is grateful to the many individuals who contributed to these planning efforts. This Strategic Plan reflects the broad input and generous time of many stakeholders and strategic partners. We especially want to thank the following individuals who gave of their time generously as members of our Innovation Team:
VOCALESSENCE INNOVATION TEAM AND EXECUTIVE COMMITTEE Members representing our Board of Directors:
Members representing our staff:
Karl Speak, President David Mona David Myers Alfred Moore Roma Calatayud-Stocks Dorene Wernke Jacob Wolkowitz
Andrew Alness Mary Ann Aufderheide Philip Brunelle G. Phillip Shoultz, III Katrina Wallmeyer
Members representing VocalEssence singers: Harrison Hintzsche Jennifer Vickerman Jake Watson
Members representing our community: Ryan French Tisidra Jones Patricia Mitchell Jennifer Chavez Rubio Chris Widdess
LETTER FROM THE BOARD AND SENIOR LEADERSHIP As VocalEssence begins its celebration of 50 years, we are pleased to offer this Strategic Plan to propel the organization into the future. This plan has been created with extensive thought and input from board, staff, singers, and other program participants, as well as a variety of stakeholders and arts leaders throughout our region. Initial stages of plan development were launched in early 2017 with consultant-led conversations exploring the internal structure of the organization as well as the impact of our learning initiatives and community programming. These conversations led us to commit to an intensive process facilitated by EmcArts, a national consulting firm specializing in building capacity for innovation and adaptation for arts organizations. The EmcArts process provided rich information and guided our consideration of new strategic paths that would reset our creative focus to become more nimble and resilient in a changing community context. Over the course of the year with EmcArts, nearly 80 stakeholders engaged in dialogues that resulted in recommendations regarding both new program directions and new organizational behaviors. Emerging from the EmcArts process is the set of strategic aspirations, actions, and outcomes set forth in this plan. This plan will be supported by a staff-driven operating roadmap that will document progress toward completion. The Strategic Plan we present is reflective of the rapidly changing landscape in which we do our work. These are times of change, without doubt, yet times filled with the excitement of new opportunities, new music, and new ways for VocalEssence to be a national leader in bringing people together in song, enhancing lives in the communities we engage. We are excited and look forward with great optimism to the work outlined here for the next phase of growing the choral community in our region. Sincerely,
Karl Speak, Board Chair Mary Ann Aufderheide, Executive Director Philip Brunelle, Artistic Director and Founder
Strategic Plan 2018 – 2020
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EXECUTIVE SUMMARY Founded in 1969, Minneapolis-based VocalEssence has decades of history as one of the world’s premier music organizations. While mindful of its global influence, VocalEssence recognizes the power of singing together and routinely pioneers ways to strengthen Minnesota’s singing community. As VocalEssence begins its 50th year, the organization celebrates its recognition not only locally and regionally, but nationally and internationally for innovation, leadership, and advancement of this artform. Our founding artistic director has built a strong organization, and continues to inspire and connect people through song. Over many years, VocalEssence has built an impressive portfolio of nationally award-winning learning initiatives and community programs that have been a catalyst for organizational visibility as well as becoming key economic drivers for institutional advancement. Notably, our capacity for development of new and influential learning initiatives and community programs has demonstrably increased with the addition of new artistic leadership. In addition, the tenure of our staff and consistently strong board leadership are key factors in our organizational strength, as is the strong balance sheet, distinguished by 49 years of balanced budgets. Within the strength of our position as a leader in this field, our challenge is to remain relevant and responsive within the rapidly changing demographic landscape in which we do our work. Addressing the synergistic relationship between the community and concert performance components of the organization has been a key focus in the current planning process. This Strategic Plan is reflective of these times of change—times that bring not only challenge but also exciting opportunity. We are using this plan to guide decisions throughout the entire organization. The plan outlines new artistic and constituency development as well as new ways for VocalEssence to be a national leader in bringing people together in song. The plan unfolds along three key areas for advancing the organization, foci for enhancing our role locally, regionally, and nationally. We are confident that with focused dedication and a unified commitment, achieving these imperatives for organizational evolution will guide VocalEssence into a new era of leadership. If we successfully build our responsiveness to diverse constituencies as we sustain our artistic excellence, we will continue to be admired as an innovative leader in the arts community.
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Strategic Plan 2018 – 2020
THREE KEY AREAS FOR ADVANCEMENT
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STRENGTHEN ARTISTIC EXCELLENCE & REPUTATION: Secure our reputation as one of the nation’s most innovative arts institutions across all our performing groups; push our artistic boundaries through new creative and engagement opportunities. VocalEssence will be an artistic leader with the flexibility to respond to new opportunities in significant ways.
ADVANCE INCLUSION, ACCESS, & EQUITY: Develop future singing generations in ways that are reflective of and responsive to diverse constituencies. VocalEssence will offer inclusive and accessible artistic opportunities at the core of its creative engagement.
SECURE A SOLID FUTURE: Ensure the capacity of VocalEssence to carry out its vision through attention to fiscal health, internal operating capacity, and leadership development. VocalEssence will be a nimble, flexible institution with infrastructure and leadership poised for adaptiveness and relevance well into the future.
Strategic Plan 2018 – 2020
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CURRENT ORGANIZATIONAL STATUS STRENGTHS +
CONCERNS –
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Our founder’s ability to inspire, connect, and build relationships
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Need to strengthen community perception of value of organization over personalities
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National and international reputation as champion of music for choirs
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Need to strengthen collaborative culture among board, artistic, and administrative staff
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Impressive portfolio of community programs that solidify brand and reputation
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Need for focused and strategically aligned decision making, avoiding over commitment of resources
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Tenure of staff leadership and strength of the VocalEssence infrastructure
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Strong balance sheet
Need for deeper connection to the VocalEssence brand among community program participants
OPPORTUNITIES +
CHALLENGES –
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Growth and deepening of programs informed by listening to community voices
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Threat of decline if the organization is not able to respond to demographic shifts and remain responsive and relevant
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New artistic voices expanding organizational breadth and depth
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Increasing capacity for new, dynamic programs as leadership team grows
Threat of decline if the organization is not able to align artistic excellence and choices with new audiences
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Threat of decline if the organization is not able to re-balance resources, financial and human, to align with Strategic Plan
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Strategic Plan 2018 – 2020
MARKET AND COMPETITOR ANALYSIS A hallmark of VocalEssence is the combination of its artistic excellence, its passion for singing as an essential aspect of human expression, and its reputation for engaging communities in singing together. As we begin our next 50 years, our community is changing, and it challenges us to address our future in three key areas:
ARTISTIC EXCELLENCE & REPUTATION: The emergence of new performance models and mission-driven singing ensembles introduces competition for singer recruitment/retention and audience growth. Areas of impact: •
Myriad of high quality singing opportunities for paid and volunteer singers
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Increased opportunities for flexible project-based vs. yearlong commitments, both locally and nationally
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An increase in socially relevant programming engaging singers attracted to championing particular community issues
INCLUSION, ACCESS, & EQUITY: A major societal issue is the conscious development of equitable opportunities in a pluralistic society. This issue permeates discussions and actions in the arts, serving as a catalyst for new conversations among funders and arts organizations about how to address age, racial, gender, cultural, and economic disparities. Areas of market consideration include: •
Significant foundation/corporate funding reallocation to organizations with participants/leadership reflective of shifting demographics
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Audiences want to identify with the artists that appear on stage; organizations seek to reflect the audience diversity they desire, while being challenged to adapt to the changing ways consumers seek to access musical content
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Rise in number of artistic competitors meaningfully addressing social issues, informed by community voices
RESOURCE ALLOCATION: VocalEssence is experiencing generational shifts in donor priorities as our “founder” donors are passing their wealth to children. We are finding that the next generation has a passion for funding programs that demonstrate meaningful impact in the areas of social justice, inclusion, access, and equity. In addition, philanthropy generally has moved toward expectations of specific actions and goals rather than generalized support. Areas of impact include: •
Corporate philanthropy refocusing from the arts to global and social issues
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Imperative to address the organization’s capacity to adapt successfully to new and emerging philanthropic realities
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Need to more effectively communicate the impact of our work to our constituents
These issues and areas of impact are addressed in the subsequent plan. As VocalEssence continues to build brand equity and solidify its position of leadership, a comprehensive portfolio of programs including traditional concerts and learning and community initiatives, will assure the forward momentum and sustainability of the organization. Strategic Plan 2018 – 2020
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MISSION
M
VocalEssence champions choral music of all genres, celebrating the vocal experience through innovative performances, commissioning of new music, and engaging with diverse constituencies.
VISION
V
We transform lives by singing together, assuring a place for everyone’s voice. We live out our artistic vision by: •
Championing singing together
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Engaging diverse constituencies
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Creating innovative performance and learning experiences
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Commissioning new music
CORE VALUES
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Strategic Plan 2018 – 2020
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Ensuring a culture of excellence
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Engaging people across race, culture, and age
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Celebrating many traditions of music
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Fostering a collaborative environment
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Stewarding our resources
STRATEGIC IMPERATIVES For VocalEssence to realize its growing potential over the coming years, we see our work unfolding in three interconnected areas of focus. These strategic imperatives must work synergistically for our vision to be realized. This plan was developed to address goals for our 50th anniversary in 2018-19 and set a framework for our next 50 years. It reflects new organizational directions, and will test new strategies around program development and constituent engagement. It sets VocalEssence on a course of strategic experimentation, learning, and adaptation to ensure our future.
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ARTISTIC EXCELLENCE & REPUTATION
INCLUSION, ACCESS & EQUITY
3 RESOURCE ALLOCATION
Strategic Plan 2018 – 2020
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STRATEGIC IMPERATIVES
1 STRENGTHEN ARTISTIC EXCELLENCE & REPUTATION Secure our reputation as one of the nation’s most innovative arts institutions across all our performing groups; push our artistic boundaries through new creative and engagement opportunities. VocalEssence will be an artistic leader with the flexibility to respond to new opportunities in significant ways. OUTCOMES 1.
A compelling experience for singers through which their personal artistic growth is advanced.
ACTIONS By year end 2020, VocalEssence will have resources and systems in place focused on the individual artistic growth of singers. Strategies include continued programming of engaging repertoire and collaborations with outside artists and guest conductors of the highest caliber.
2.
Redefined concert experience that honors the concert model VocalEssence has celebrated for 50 years.
Beginning in 2018, VocalEssence will expand performance offerings to include family concerts, non-traditional performance venues, diverse and non-arts focused community partners, building on our traditional concert model.
3.
Artistic models/ensembles reflecting enhanced quality, sustainability, and relevance.
Beginning in 2018, VocalEssence will pilot a Chamber Chorus. Beginning in 2018, VocalEssence will explore models for community-based VocalEssence Singers Of This Age and VocalEssence Vintage Voices programs. By year end 2020, VocalEssence will have explored project-based opportunities for the Ensemble Singers.
4.
Artistic connections among singers and between all VocalEssence ensembles.
Beginning in 2018, VocalEssence will create opportunities for singers to engage among ensembles and in joint performances.
5.
Expanded commitment to the commissioning of new works.
Beginning in 2018, VocalEssence will create commissioning strategies that will involve premieres of new work(s) featuring singers from all VocalEssence ensembles.
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Strategic Plan 2018 – 2020
VOCALESSENCE ENSEMBLE SINGERS The VocalEssence Ensemble Singers are a 32-voice professional ensemble who perform throughout the community, state, country and world. They appear in prominent concert spaces with repertoire ranging from Baroque and Classical masterpieces to music of today. They have performed in three World Choral Symposia and international festivals in England, France, Sweden, South Korea and China. Dominick Argento, Sir Richard Rodney Bennet, Aaron Jay Kernis, Einojuhani Rautavaara, Libby Larsen, Moses Hogan and Stephen Paulus are among the many composers who have written world premieres expressly for their voices. Annually engaging: 32 professional singers
VOCALESSENCE CHORUS The VocalEssence Chorus is an exceptional group of talented, committed singers from many walks of life, equally at ease sharing the stage with famous guest artists such as James Earl Jones, Dessa and Sweet Honey In The Rock. The chorus sings everything from Bach to Bluegrass, debuting many of the more than 250 commissions and world premieres since the organization’s inception in 1969. The VocalEssence Chorus performs separately and in tandem with the VocalEssence Ensemble Singers, as well as participating in community outreach programs. Annually engaging: 110 volunteer singers
VOCALESSENCE SINGERS OF THIS AGE VocalEssence Singers Of This Age is a choir made up of young people from Twin Cities high schools who sing, dance, rap, create their own performance pieces, and most importantly, reflect the diversity of our community in its membership. Singers receive all meals, transportation, uniforms, and tickets for families free of charge. Annually engaging: 50 students from Twin Cities High Schools
VOCALESSENCE VINTAGE VOICES VocalEssence Vintage Voices fosters the creation of choirs in assisted living communities and senior centers, aiming to elicit proven health benefits, including improved health outcomes, reduced depression, increased engagement and pleasure, and improved self-esteem. Annually engaging: 120 Twin Cities older adults
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ST RAT E G I C I M PE R AT I V E S
2 ADVANCE INCLUSION, ACCESS & EQUITY Develop future singing generations in ways that are reflective of and responsive to diverse constituencies. VocalEssence will offer inclusive and accessible artistic opportunities at the core of its creative engagement.
OUTCOMES 1.
Constituents at all levels of the organization—audience, singers, board, staff, vendors— representing the changing demographics of Minnesota.
ACTIONS By the end of 2018, VocalEssence will have in place an inclusion, access, and equity plan with measurable targets, supported by an ongoing program of training for staff, board, and singers.
2. Strategies in place to ensure that the organization welcomes new, and retains current, constituents.
Beginning in 2018, VocalEssence will test new venues, audition sites, pricing policies, and other engagement strategies.
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Portfolio of programs that are responsive to community needs and informed by community feedback.
Beginning in 2018, VocalEssence will assess programs and concerts informed by evaluations, ongoing listening, and feedback sessions with program participants and community voices.
4.
Engagement programs that deepen relationships in key focus areas: diverse racial constituencies, families with young children, older adults.
By the end of 2020, VocalEssence program participants and audiences will become measurably more diverse by age and race.
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Strategic Plan 2018 – 2020
VOCALESSENCE FAMILY SERIES VocalEssence Family Series is comprised of accessible programs for families with free tickets for ages 0-17 that expand access to singing together for the whole family. Programs take place at community venues and feature age appropriate music and engagement experiences ranging from sing-alongs to craft-making. Annually engaging: 2,500 Minnesota family members of all ages
VOCALESSENCE LULLABY PROJECT VocalEssence Lullaby Project, a program of Carnegie Hall’s Weill Music Institute, pairs pregnant women and new mothers with professional artists to create and sing personal lullabies for their babies, supporting maternal health, aiding child development, and strengthening the bond between parent and child. Annually engaging: 12 teen moms and their babies at Longfellow Alternative High School in Minneapolis
VOCALESSENCE ¡CANTARÉ! VocalEssence ¡Cantaré! connects composers from Mexico with student choirs and community choruses to share Mexican culture and write new Spanish language songs for each school. Singers premiere the songs at the ¡Cantaré! Community Concert at The Ordway Center for the Performing Arts each spring. Annually engaging: 500 Twin Cities Elementary and High School students
Strategic Plan 2018 – 2020
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STRATEGIC IMPERATIVES
3 SECURE A SOLID FUTURE Ensure the capacity of VocalEssence to carry out its vision through attention to fiscal health, internal operating capacity, and leadership development. VocalEssence will be a nimble, flexible institution with infrastructure and leadership poised for adaptiveness and relevance well into the future.
OUTCOMES 1.
Strengthened Financial Capacity: In keeping with our long-term commitment to financial responsibility and balanced budgets, VocalEssence will demonstrate the fiscal strength to flexibly respond to new opportunities, innovations, and inclusion.
ACTIONS Endowment: By the end of our 50th year, VocalEssence will have successfully raised $500,000 for the anniversary fund, assessed donor capacity, and engaged volunteer leadership to implement a multi-million dollar campaign to secure the future. Planned giving: By year-end 2019, VocalEssence will have doubled its planned gift commitments from the current level, and have a strategic process in place for ongoing cultivation of planned gifts. Donor cultivation: By year-end 2018, VocalEssence will have created and implemented a sustainable board and senior leadership team approach to donor cultivation.
2.
3.
Strengthened Operating Capacity: Organizational atmosphere of innovation and flexibility in place, aligning human and financial resources to support legacy programming and respond nimbly to new opportunities.
By year-end 2019, VocalEssence will have a new business process in place with staffing aligned to program priorities and technology in place to ensure success.
Strengthened Market Capacity: Clear synergy among concerts, learning initiatives, and community programs.
Beginning in 2018, VocalEssence will create stronger messaging around the impact of the organization as a whole, with a focus on program specific strategies, utilizing traditional and emerging communication tools.
By year-end 2020, VocalEssence will have enhanced its capacity for measuring outcomes and communicating impact.
Beginning in 2018, VocalEssence will seek to build demand by aligning with community partners that can connect us to new audiences.
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Strategic Plan 2018 – 2020
VOCALESSENCE TOGETHER WE SING FESTIVAL The VocalEssence Together We Sing Festival is a place for singers of all ages and abilities to connect, sing, and give back to the community. VocalEssence invites guest artists from the community to expand the horizons of the participants and encourage them to embrace the diverse fabric of our community. Annually engaging: 120 Minnesota singers of all ages
VOCALESSENCE WITNESS VocalEssence WITNESS celebrates the contributions of African Americans to our shared heritage through in-school workshops with teaching artists for students grades 4-12, professional development and classroom resources for teachers, and VocalEssence WITNESS Young People’s Concerts featuring VocalEssence singers. Annually engaging: 5,200 Minnesota 4-12 students
OTHER VOCALESSENCE PROGRAMS In addition to our larger programs, VocalEssence brings together more than 4,000 community members through song at smaller, one-time programs, including: • Osher Lifelong Learning Institute programs for older adults • Greater Minnesota tour visits to schools, senior centers, and other community venues • In-depth Concert Conversations at most of our season concerts • Community Sings with guest artists
Strategic Plan 2018 – 2020
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1900 Nicollet Avenue | Minneapolis, MN 55403
vocalessence.org