Strategic Plan: 2020 2022 - Version Update: 11/11/21 - Opera Steamboat
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Strategic Plan: 2020 - 2022
Version Update: 11/11/21
Table of Contents Executive Summary History of Opera Steamboat Mission, Vision, and Values Our Growth Story: Looking Forward Major Goals Timeline Highlights
Executive Summary
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 (2020-2022), Opera Steamboat plans to do the following:
• Continue to 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 by building towards a tuition-free OAI program, growing the
amount of funding available for scholarships yearly
• Increase the frequency and variety of education and civic practice programs for schools and the community at-large
• Strengthen our financial position by nurturing relationships with existing donors/sponsors and cultivating new relationships
• Grow the number of staff and board members in line with budget to support expanded offerings to the community
• Act on our commitment to the values of equity, diversity, and inclusion (EDI) in all of our programs and activities
In order to meet our goals, we must consider the following:
• Tailor programming to represent the diversity of our expanding audience
• Source appropriate venues for productions
• Have reliable housing for artists, including OAI artists
We are committed to the well-being of our community in everything we do and aspire to be a source of musical inspiration,
education, and enjoyment.
3A History of Bringing Professional Opera and
Musical Arts to Northwest Colorado
• In 2002, the Emerald City Opera (ECO) was founded 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 emerging young professional artists
• In 2014, Opera Steamboat 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 2017, ECO was rebranded as Opera Steamboat to better reflect both purpose and location
• In 2018, Opera Steamboat launched the first in a series of social impact operas. This year’s production was Jake Heggie’s
To Hell and Back on the topic of domestic violence and was presented in partnership with Advocates of Routt County
• In 2020, Opera Steamboat launched the first annual Voices of Steamboat event, a vocal competition for local singers to
showcase their talents and raise funds for a number of local nonprofits
• Also in 2021, our Variations program was launched with vocal/piano concerts. Performances in future years will include a
variety of classical and crossover vocal/instrumental concerts and a yearly piano concert series
• Also in 2021, the OAI hosted 37 young artists with 30% as artists of color, and our five Summer Festival operas were all
conducted by female conductors. This highlights our proactive commitment to equity, diversity, and inclusion
• In 2022, Opera Steamboat celebrates its 20th Anniversary
4Mission, Vision, and Values
Our Mission
To enrich the well-being of our community through
innovative, educational, and collaborative musical arts programs
Our Vision
To be recognized nationally as an innovative musical arts organization
that creates inspiring productions in our unique Rocky Mountain setting
Our Values
• Collaboration and Community Partnership
• Equity, Diversity, and Inclusion
• Innovation and Excellence
• Integrity and Kindness
• Joy and Inspiration
• Resilience and CourageOur Growth Story: Looking Forward
Building on our rich musical history in Steamboat Springs, Opera Steamboat celebrates its 20th Anniversary in 2022.
With…
• Acclaimed opera productions and concerts
• World-class artists from around the country and the world
• Sought-after summer education program for emerging young professional artists Opera Steamboat
embodies the elements
• Year-round programs for schools and the community at-large required to continue on
• A team of innovative and visionary board members, advisers, and staff our exciting growth
trajectory
• Engaged audience members and donors
• Twelve consecutive years of positive net revenue
• A vibrant and collaborative creative arts community in Steamboat Springs
6Major Goals
• Extend beyond the “traditional” styles of opera to engage a larger, more diverse audience
Make opera and other
• Offer more productions, with expanded Summer Festival and more performances throughout the year
musical arts more
• Produce more low-cost and free events, including recitals and mini-productions
accessible to local
• Be creative in venue selection (e.g., libraries, community centers, botanic park, churches, and Internet)
audiences
• Engage with underserved members of community to act on our equity, diversity, and inclusion values
• Continue to provide a variety of in-school programs including age-appropriate 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 emerging young professional artists 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
• Build toward a tuition-free OAI program, growing the amount of funding available for scholarships yearly
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 Steamboat Springs’ Creative District designation
performing arts
Artistic excellence is always our standard for musical arts performances
7Major Goals
• Stage 3 to 5 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 • Grow the quality and reputation of the Opera Artist Institute by building towards a tuition-free program,
growing the amount of funding available for scholarships each year
• Increase the frequency and variety of school-based and community at-large outreach programs
Education/Outreach
• Provide vocal and movement therapy programs for members of our special needs community
• Employ full-time General and Artistic Director and Operations and Civic Practice Director by eoy 2021
People/Governance • Grow the board and adviser team to 17 members by end of 2022
“Support Function” Areas
• Initiate a formal advisory (or honorary) board (Longer-term goal)
• Grow total donations by 10% (2020); 10% (2021); 14% (2022, includes 20th Anniversary fundraiser)
Development • Increase grant funding by 5% (2020); 10-15% (2021); 5% (2022)
• Start an endowment fund in 2021
• Expand attendance at performances across all demographics
Marketing
• Grow marketing budget to extend reach beyond the local market to attract both residents and visitors
• Grow the annual budget to $430K in 2022
Operations
• Have a bank reserve of $95K by end of 2020; revise amount annually based on internal reserve policy
Opera Steamboat plans to continue its evolution in the following areas:
1. Transitioning from a “Working board” to a “Governing board”
2. Strengthening our 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
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1. “Operations” includes Finance and AdministrationThree-Year Timeline Highlights:
“Mission” Focus Areas
2020 2021 2022
Productions and • Virtual events due to COVID-19 • 5 major productions (summer) • 4 major productions (summer)
Concerts
• Launch Voices of Steamboat • Launch Variations program • Expand Variations program
(Partial event list) (Feb. 2020, pre-COVID-19)
• Voices of Steamboat (virtual) • Voices of Steamboat
Young Artist Program • OAI pivoted to virtual program • Offer a robust OAI experience • Expand to two OAI programs
for 2020 due to COVID-19 while meeting COVID-19 during Summer Festival
guidelines
• Obtain a multi-year contract for • Focus on EDI for participants
housing young artists and • Continue to increase
interns scholarships available for OAI • Continue to increase
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 programs
due to COVID-19) • Grow voice and movement • Grow voice and movement
therapy programs for additional therapy programs for additional
• Grow voice therapy programs members of our community members of our community
for additional members of our with special needs 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
9Three-Year Timeline Highlights:
“Support Function” Focus Areas
2020 2021 2022
People/Governance • Hire General and Artistic • Grow board to at least 12 • Grow board and adviser team
Director (combines previous members by the end of 2021 to at least 17 members by the
Executive Director and Artistic end of 2021
Director positions) • Create a structured volunteer
program • Create a structured volunteer
• Add new members to board program
• Create annual succession plan
for board governance • Create annual succession plan
for board governance
Development • Grow total donations by • Grow total donations by • Grow total donations by
minimum of 10% minimum of 10% minimum of 14%, includes
20th Anniversary fundraiser
• Begin planning for an • Start endowment fund
endowment fund • Grow endowment fund
10Three-Year Timeline Highlights:
“Support Function” Focus Areas (Cont.)
2020 2021 2022
Marketing • Grow and diversify audience • Grow and diversify audience • Grow and diversify audience
(including for virtual (including for virtual
performances) performances)
Operations • Have a minimum of $300K • Have a minimum of $350K • Have a $430K annual budget
annual budget annual budget
• Update written organizational
• End year with a minimum of • Have a complete set of written procedures as relevant
$95K reserve in a separate organizational procedures
bank account • Have a solid set of core
• Continue creation of core policies
policies
• End year with a reserve
• End year with a reserve commensurate with our internal
commensurate with our internal reserve policy
reserve policy
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