Cantare Con Vivo Strategic Plan Summary 2013-2016

1. Cantare Con VivoStrategic Plan Summary2013-2016 For complete strategic plan, please contact the Cantare Con Vivo office at (510) 836-0789 or info@cantareconvivo.org

2. 2013 – 2016 Strategic Plan Conclusions Cantare will focus on three strategic paths – 2013 – 2014 • For the balance of the fiscal year, focus on income development and cost reduction in baseline operations and reinvest in critical organizational infrastructure changes 2014 – 2016 • Continue to invest in business development via a focus on new market opportunities • Invest in additional organizational infrastructure changes

3. Four Priority Strategies • Financial Management • Increase CCV annual income, earned income, and financial metrics. Also to rebalance income across donor contributions, grants, corporate sponsorship, tuition, and introduce planned giving and other earned income opportunities • Program Development • Increase CCV’s exposure and presence through new and unique collaborations with other performing arts organizations along with the introduction of new performing art opportunities for underserved groups in the arts, i.e. seniors, multi-language and cultural citizens • Succession Planning • Sustain the Cantare vision and community efforts through expanded presence, internal development of leadership resources, and a continuum for the organization’s leadership into the future • E&O Program • Further develop and support Cantare’s presence in the youth/education community through enriched instruction, expansion of the existing programs and the introduction of new value added education and performing opportunities, i.e. school assemblies, a Young Men’s Choir

4. Methodology • Each team conducted numerous meetings, focus groups, and idea exchanges among themselves and then back through the central committee where their ideas and suggestions have been synthesized and reprioritized for recommendation to the board for adoption. • All in all, some 12-16 potential strategies have been thoroughly vetted (4-5 per group). The Top 2-3 will be selected by the ad hoc leadership team to determine how and when these strategies should be implemented. • The final selection of strategies recommended for approval to the board of directors is limited to those with the most promising potential to impact the following Cantare metrics: • Reasonably expand over 3-5 years providing for measureable and sustainable growth • Meet the requirements of best business practices. • Continue to espouse the spirit and intent of the Cantare Con Vivo mission and vision. • Be economically feasible as well as reasonable.

5. Business Planning Strategic Assumptions 2012 – 2013 2013 – 2016 Projections and Assumptions Assumptions (1) Marketing and development resources will be funded. (2) a 7% year over year growth rate is applied to rev. Expense are held flat through 2016 reserves are funded at a rate 12.23% of annual income. Assumes reserve baseline 2013/14 of 65K. (3)Additional resource required are funded out of a one time 2013/14 budget reduction of 8% (approx. 44K).This budget will fund baseline and all other opportunities must fund themselves through additional income development.

6. Seven Year Cantare Expense Summary Forecast Sevenyear expense analysis indicates 24% growth in organization costs year one to year seven.

7. Revenue Seven Year Summary / Forecast Sevenyear revenue analysis indicates 34% growth in organization income from year one to year seven.

8. High Level Trend Analysis of CCV Baseline Growth Potential Strategic Business Factors 2013 -14 2016-17

9. 2013 – 2016 Cantare Strategic Applications • Financial Assurance & Management • Focus on new market opportunities and revenue funding sources—in particular, corporate sponsorship for planned performance activities, philanthropic corporate donations, planned giving, and foundation support, etc • Monitor cost-to-revenue business ratio to establish ample reserve funds and to establish a set of critical success factors by which to measure progress • Develop product marketing strategies to realize better earned income from concert and performing event ticket sales • Implement strategies to increase current individual donor base • Make Cantare Board of Directors more accountable for the achievement of the organization’s strategic business goals and objectives • Programing • Initiate collaboration concerts with instrumental ensembles including orchestras and various chamber groups • Collaborate with various arts organizations, including dance, art, museums, etc., to grow audience base and further develop artistic engagement • Introduce non-auditioned adult ensembles, (one annually, targeting identified groups of people for 8 week series) • Commission work for CCV’s 30th anniversary in 2016-17

10. 2013 – 2016 Strategic Applications Continued • Succession Planning • Hire administrative staff to assume appropriate priority tasks in need of transitioning from the responsibility of the artistic director • Collaborate with other choirs and guest choir directors routinely designed to broaden the value Cantare brings to the area and enhancing the experience of the Cantare performers • Invite guest director(s) to host entire series (including rehearsals) with either Cantare Chorale or Chamber Ensemble • E&O • Expand administrative and teaching support staff • Expand in-school educational class offerings with partner schools • Provide monthly school sing-alongs and guest artist performances with partner schools • Provide additional funding for professional development opportunities for teaching artists • Begin a new choral ensemble targetingyoung men ages 13-21, in the East Bay