Innovative Musical Arts Programs by Opera Steamboat

Opera Steamboat is dedicated to enriching the community through innovative musical arts programs. Their strategic plan focuses on expanding productions, growing audience diversity, enhancing education programs, and strengthening financial sustainability. With a rich history of bringing professional opera to NW Colorado, Opera Steamboat aims to be a national leader in creating inspiring productions in the unique Rocky Mountain setting.

• Opera Steamboat
• Musical Arts
• Community Enrichment
• Innovation
• Strategic Planning

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1. NOTE: Activities and related goals for 2020 and 2021 subject to change due to COVID-19 Strategic Plan: 2019 to 2021 Version Update: 2/18/21 The mission of Opera Steamboat is to enrich the well-being of our community through innovative, educational, and collaborative musical arts programs Vision: Opera Steamboat will be recognized nationally as an innovative musical arts organization that creates inspiring productions in our unique Rocky Mountain setting

2. Strategic Plan Table of Contents Executive Summary and Mission Statement. History of Opera Steamboat Our Growth Story: Looking Forward Vision Major Goals Timeline Highlights SWOT Analysis

3. Strategic Plan Executive Summary Mission Statement: To enrich the well-being of our community through innovative, educational, and collaborative musical arts programs 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. 3

4. Strategic 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 4

5. Strategic 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 required to embark on this exciting growth strategy A team of innovative and visionary board members, advisors, and staff leaders 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 musical 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 5

6. Strategic Plan Vision Expand beyond the traditional styles of opera to engage a larger, more diverse audience Offer more productions, with a summer opera festival and smaller performances at other times of year Produce more low-cost and free events, including recitals and mini-productions Be creative in venue selection (e.g., libraries, community centers, botanic park, churches, and Internet) Make opera more accessible to local audiences Continue to provide a variety of in-school programs including age-appropriate small opera productions performed in local schools Provide workshops for counselors and persons with special needs, tailored to specific groups including those on the autism spectrum, those with Down syndrome, and those with Parkinson's disease Offer educational programs linked to musical performances Enrich the music education of youth and the community at-large Grow the quality and reputation of the Opera Artist Institute as an in-residence summer program that attracts aspiring professional singers and performers from every region of the country Provide OAI singers with professional training and the opportunity to perform in major opera productions Build relationships with faculty at the leading graduate music schools Be a nationally recognized destination for professional training Make a significant contribution to Colorado s national recognition as a center for visual and performing arts Continue to build our reputation for outstanding, innovative opera productions Capitalize on the nature of opera as an attractor business whose main supporters are typically affluent and known to travel long distances to attend performances Work with Chamber of Commerce, Steamboat Creates, and others to promote local arts Collaborate with arts groups to build upon the new Creative District designation Artistic excellence is always our standard for musical arts productions 6

7. Strategic Plan Major Goals Stage 3 to 5 professional operas per year 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 Productions and Concerts Mission Areas Increase the number of qualified applicants year-over-year Create a scholarship fund for Opera Artist Institute artists Young Artist Program Increase the frequency and variety of school-based and community at-large outreach programs Provide voice therapy programs for members of our community with special needs Education/Outreach Hire full-time General and Artistic Director and part-time Office Administrator in 2020 Grow the board of trustees to at least 12 members by end of 2021; annually review succession plan Initiate a formal advisory (or honorary) board (Longer-term goal) People/Governance Support Function Areas Grow number of donors by 10% and total donations by 15% (2019); 10% both (2020); 10% both (2021) 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 Development Expand attendance at performances across all demographics Increase the under-35 age adult audience to 15% by the 2021 season Marketing Grow the annual budget to a minimum of $350k in 2021 Have a bank reserve of $95k by end of 2020; revisit amount annually based on best practice formula Operations 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 7 1. Operations includes Finance and Administration

8. Strategic Plan Three-Year Timeline Highlights: Mission Focus Areas 2019 2020 2021 Virtual events due to COVID-19 3 major productions (summer) Productions and Concerts 4 major productions (summer) Fall & winter productions or concerts Fall & spring productions OAI pivoted to virtual program for 2020 due to COVID-19 Continue to grow number of OAI artists Young Artist Program Offer a robust OAI experience while meeting COVID-19 guidelines Obtain a multi-year contract for housing young artists and interns (Discussions on hold) Continue to increase scholarships available for OAI Increase frequency and variety of school-based and community at-large programs (Pivoted to virtual program due to COVID-19) Increase frequency and variety of school-based and community at-large programs Education and Outreach Increase frequency and variety of school-based and community at-large programs, Expand voice therapy programs to include children and young adults with Down syndrome Grow voice and movement therapy programs for additional members of our community with special needs Grow voice therapy programs for additional members of our community with special needs Explore music therapy programming 8 Ensure a safe environment for all staff, Board, artists, and other contributors during COVID-19 pandemic

9. Strategic Plan Three-Year Timeline Highlights: Support Function Focus Areas 2019 2020 2021 Hire General and Artistic Director (combines previous Executive Director and Artistic Director positions) Hire Executive Director People/Governance Grow board to at least 12 members by the end of 2021 Add new members to board Create a structured volunteer program Hire Office Administrator Create annual succession plan for board governance Add new members to board Grow number of donors by minimum of 10% Grow number of donors by minimum of 10% Development Grow number of donors by minimum of 10% Grow total donations by minimum of 10% Grow total donations by minimum of 15% Grow total donations by minimum of 10% Begin planning for an endowment fund Start endowment fund 9

10. Strategic Plan Three-Year Timeline Highlights: Support Function Focus Areas (Cont.) 2019 2020 2021 Expand the number of audience members (including for virtual performances) Expand the number of audience members by 10% Marketing Expand the number of audience members (including for virtual performances) Increase the under-35 age adult audience to 15% Have a minimum of $300k annual budget Have a minimum of $250k annual budget Operations Have a minimum of $350k annual budget End year with a minimum of $95k reserve in a separate bank account End year with a minimum of $50k reserve in a separate bank account Have a complete set of written organizational procedures Have a written set of core, essential policies Bookkeeping done in-house 10 1. Operations includes Finance and Administration areas