The Music Academy of North Carolina
5 Year Strategic Plan
(2012/13 through 2016/17:
Review annually and revise as necessary)
MISSION STATEMENT (REVISED)
The Music Academy of North Carolina enables students of all ages, interests, abilities, and backgrounds to discover, develop, realize, and express their inherent talents.
ARTISTIC VISION (REVISED)
The Music Academy fosters a culturally rich environment that attracts and nurtures students and professional artist-educators. We provide a variety of instructional and performance opportunities conducive to emotional, intellectual, and creative growth for all ages and levels of musicianship.
- The Music Academy teaches “lessons for life”. Music study and performance can develop discipline and critical thinking; encourage focus; reduce stress; improve the ability to memorize; and enhance creativity.
- We provide an environment conducive to collaborative learning. Within the Music Academy community, there is collaboration between teachers; teachers and students; and students.
- It is our faculty who accomplish our mission everyday; therefore attracting, hiring, and retaining excellent faculty is a priority.
- Through singing, playing instruments, and composing music, students learn to express emotions, challenge themselves, interpret the world around them, build self-esteem, and communicate in new ways.
- The Music Academy of North Carolina is committed to offering the joy and challenge of music to those with limited resources.
- The Music Academy of North Carolina is committed to offering the joy and challenge of music to those with learning differences and developmental challenges.
- The Music Academy fosters responsibility and empowers individuals to improve their own lives and contribute to the common good of the community.
- The Music Academy aims to improve and promote overall physical and emotional well-being through the creative process of expressing and learning about music.
- Teachers mentor students to help discover and develop musical talent, skill, and knowledge.
- The Music Academy strives to meet the needs of each individual by realizing every student’s journey is unique.
- The Music Academy embraces a diverse community of students, faculty, and audiences.
GOAL #1: To improve sustainability and generate positive cash flows to the point that we pay down the line of credit to a zero balance.
The Music Academy relies upon both contributed and earned revenues to operate. To ensure long-term financial stability, strategies to reduce the line of credit will address revenues generated from both contributed sources (individuals, corporations, and foundations) and earned revenues. The line of credit, once paid down, will be used to fund our operations during annual seasonal periods of low cash receipts and then repaid during periods of high cash receipts.
Strategy: Employ Sustainable Funding Model (Benevon) to establish 100 Lessons for Life Society members.
Benchmark: 20 new LFL Society members, include current LFL Society members wanting to increase their annual pledge. (2012-13)
Benchmark: Add a minimum of 15 new LFL Society members each year, include current LFL Society members wanting to increase their annual pledge. (annually, 2013-17)
Benchmark: Assess the staffing needs necessary to ensure donors are adequately cultivated. (annually)
Strategy: Implement Benevon cultivation plan to retain donors with the goal of extending and/or increasing current pledges.
Benchmark: Stratify top 100 donors and develop a cultivation plan. (Spring 2013)
Benchmark: At least two personal cultivation contacts with each LFL Society member. (annually)
Benchmark: At least two donor celebration events (“free feel good”). (annually)
Strategy: Recruit at least 10 ambassadors (an individual committed to our mission and willing to invite others to a LFL Experience; spreading the word about MANC) and encourage them to be table hosts at our annual LFL Breakfast. (annually)
Strategy: Initiate “Corporate Pillars of The Music Academy”; corporate sponsors of programs and events.
Benchmark: Create corporate giving levels and determine the corporate benefit of each level. (Spring 2013)
Benchmark: Develop a cultivation plan for potential corporate sponsors. (Annually)
Strategy: Establish a grant writing team to fund outreach programs and supplement budgeted contributed income amounts.
Benchmark: Annually assess the target dollar amount and determine a grant writing plan to achieve annual goal (goal is to rely less on grant funding and more on the contributed income generated from corporate pillars and LFL Society members)
Strategy: Solicit the sale of ads in the MANC playbill and lobby television.
Benchmark: 5K in playbill sales. (2012-13)
Benchmark: 10K in playbill sales. (2013-14)
Benchmark: Obtain lobby television and assess goal for 2013-14. (Spring 2013)
Benchmark: Annually assess stretch goals for Playbill and television ad sales.
Strategy: Create an awareness of the need.
Benchmark: Encourage every new family to attend LFL Experience; implement a system to track both the invitation and attendance. (Spring 2013)
Benchmark: Schedule 5 customized LFL Experiences, Meal and Our Mission, targeting registered and potential new students with the intention to better engage MANC families with our mission. (2012-2013)
Strategy: Engage and stay connected with MANC alumni to increase potential contributions from this population.
Benchmark: Establish a system for tracking alumni by connecting with most recent MANC graduates, those graduating within the last two years. (2012-13)
Benchmark: Expand the number of alumni in our tracking database to those within 5 years while continuing to add most recent alumni to database. (2013-14)
Benchmark: Expand the number of alumni in our tracking database beyond the last 5 years. (2014-15)
Benchmark: Create at least one activity per year to honor and celebrate MANC alumni.
Strategy: Reconnect with former faculty, board members, faculty, and staff to increase potential contributions from this population.
Benchmark: Develop the strategy. (2012-13)
Strategy: Maintain and further develop current partnerships to increase visibility, expand community impact, and recruit new private students.
Benchmark: Develop a system that tracks how many private students MANC receives from partnerships.
Benchmark: Establish, as part of the partnership, a visit to the Music Academy (final concert, field trip, etc.) for those students enrolled in the partnership to increase the Music Academy’s visibility.
Strategy: Identify and establish additional strategic partnerships in the community to expand both impact and visibility while also generating additional earned revenues.
Strategy: Focus attention on increasing summer enrollment to generate more earned revenues (camps, EMF partnership)
Benchmark: Increase summer camps offerings and offer a wide variety appealing to students of all ages, interests, and abilities by utilizing both part time and salaried faculty.
Benchmark: Market summer offerings via website and printed literature by mid-February.
Strategy: Promote and utilize the recording studio to increase earned revenues.
Benchmark: Develop a marketing plan to include: target audience (UNCG, current students), modes of advertising (open house, webinar, website), and percent growth of earned revenues. (Spring 2013)
GOAL #2: To establish MANC as a career destination for the highest quality music educators.
The Music Academy recognizes that the quality and retention of its faculty is directly related to its financial stability. By attracting faculty with advanced degrees, extensive experience, and specialized skills, the Music Academy is able to better meet the needs of our students and offer a more a competitive/ comprehensive program. When we retain our highest quality faculty, we retain our students.
Strategy: To establish 8 salaried faculty positions with competitive wages by the end of 2017 fiscal year (a core of 10 full time faculty by 2018), creating a balance of full and part time faculty.
Benchmark: Develop a system to track the success of the salaried faculty initiative. (2012- 2013)
Strategy: Revise and update employee handbook to clearly communicate mission and vision; responsibilities and expectations; and policies.
Strategy: To provide all MANC faculty a platform for growth. Our community of students will positively benefit by investing in our faculty.
Benchmark: Create procedure for faculty to apply for support of enrichment by partial funding of workshops/professional development. (2013-14)
Benchmark: provide reimbursement for professional membership fees when students participate in the festivals/competitions. (membership is required by professional organizations before students are able to register for their organization’s festival/competition). (2013-14)
Strategy: Survey faculty to obtain feedback regarding the types of benefits that would provide an incentive to remain at MANC. (2012-2013)
Strategy: Research retirement options for employees with extended years of service to the Music Academy. (2012-13)
Strategy: Provide faculty with access to 21st century technology and other teaching tools to stay competitive with industry standards (smart boards, white boards, projector to use with iPad/laptops).
Benchmark: Annually assess the need and develop a plan to obtain those needs by way of grants, UAC’s Power2Give, and upcoming year’s budget.
GOAL #3: To study facility options, determine the need, and create a plan for the future.
To promote music education, performance, creative thinking, and collaboration in a safe environment. The Music Academy strives to be a community destination and necessary components include: appropriate sound treatment, performance halls, rehearsal spaces, and attractive waiting areas for our families.
Strategy: Establish a committee consisting of faculty, board, parent, and community volunteers to assess the long term facility needs and facility options of MANC.
Benchmark: Survey faculty to obtain feedback regarding the current teaching environment after the recent renovation and expansion. (2012-2013)
Benchmark: Create a 5 – 10 year plan to address current facility challenges. (2013-14)
Strategy: Assess the feasibility of facility rentals. (2013-14)
GOAL #4: To establish MANC as the highest level of pre-college comprehensive music education in the community by expanding our offerings and providing three levels of study: the Academy, the Accelerated Program, and the Conservatory.
Strategy: Establish a program designed to challenge and enhance the musical studies of the student with talent, potential, and ambition in their area of interest (Accelerated Program).
Benchmark: Round table discussions to introduce program and solicit feedback from faculty, Music Academy families, and members of the community. (2012-13)
Benchmark: Plan and schedule Accelerated Program activities for Spring 2013 (Dec, 2012)
Benchmark: Promote Accelerated Program activities via website (Dec, 2012)
Benchmark: Launch January, 2013.
Benchmark: Round table discussions to check in with registered students in the accelerated program (each trimester)
Benchmark: Plan and schedule Accelerated Program activities no later than 3 months prior to year start.
Benchmark: Promote Accelerated Program activities via website and printed literature.
Benchmark: Minimum of 12 students by the end of 2014.
Strategy: Establish a comprehensive music program designed to best prepare a student for college level music study (Conservatory).
Benchmark: Round table discussions to introduce program and solicit feedback from faculty, Music Academy families, and members of the community (Fall 2012)
Benchmark: Investigate regional, state, and national music festivals/competitions, deciding which to pursue for future Conservatory/Accelerated students. (Spring 2013)
Benchmark: Plan and schedule Conservatory Program activities for Fall 2013 (Spring 2013)
Benchmark: Promote Conservatory Program activities via website and printed literature (March 2013)
Benchmark: Round table discussions to check in with registered students in the Conservatory Program (each trimester)
Benchmark: Plan and schedule Conservatory Program activities no later than 3 months prior to year start.
Benchmark: Launch Fall 2013
Benchmark: Minimum of 5 by end of 2014
Strategy: Collaborate with established community performing ensembles to promote the arts within the Greater Greensboro area and expand their audience by encouraging MANC students to attend performances.
Benchmark: Purchase tickets in bulk to include in Accelerated Program and Conservatory packages and encourage Academy students to purchase tickets at a discounted rate.
Benchmark: Explore opportunities to collaborate with other organizations by sharing guest artists.
Benchmark: Explore opportunities to collaborate with other organizations to provide MANC students the opportunity to observe professional rehearsals.
Strategy: Create a consistent curriculum of events across all departments: guest artist master classes, workshops, and recitals (faculty, student, and guest artists) each trimester
Benchmark: Create a unified vision of all MANC festivals/competitions. (Spring 2013)
Benchmark: Create a unique timeline for each festival/competition to achieve the vision, understanding departmental differences and status of their current festival/competition.
Benchmark: Organize specialized workshops each trimester using a combination of guests and Music Academy faculty
Strategy: Establish a Faculty Performance Series to promote the excellence/talents of MANC faculty and provide a collaborative opportunity for the Accelerated/Conservatory students by featuring them in select performances.
Benchmark: Annually schedule a series of Faculty Performances to feature each department.
Strategy: Organize and schedule community performances for Academy, Accelerated, and Conservatory Students.
Benchmark: 5 community performances per year.
Strategy: Identify Community Music Schools within NC and surrounding areas; and determine the feasibility of reciprocal relationships. (2013-14)
Strategy: Continue to nurture the Academy students, ensuring all MANC students are given the opportunity to develop and express the inherent talents.
GOAL #5: Brand and market MANC assets and capabilities, including but not limited to, lessons, programs, facility, faculty and staff, and students.
Strategy: Copyright/trademark all necessary slogans and images.
Benchmark: Determine the slogans/images needing to be trademarked. (2012 – 2013)
Benchmark: Research the process. (2012-13)
Strategy: Schedule at least one Lessons for Life Experience each month, combined with or replaced by Meal and Our Mission, with the purpose of attracting both new students and new donors.
Benchmark: 200 guests each year, including LFL Experiences at MANC and in our community.
Benchmark: Create a system to track results: in-kind gifts generated due to LFL Experience; new students; donors; and other. (2012-13)
Strategy: Internally market Music Academy faculty, students, and events to strengthen awareness, build a stronger community within our organization, and retain students.
Benchmark: Have a TV in the waiting room that loops MANC’s upcoming events, interviews with teachers, etc.
Benchmark: Parent/student appreciation week (annually)
Benchmark: Distribute MANC newsletter 3 times annually.
Benchmark: Assess and develop other internal marketing strategies to effectively communicate with MANC families. (each trimester)
Strategy: Externally market Music Academy faculty, students, and events.
Benchmark: Increase the Music Academy’s visibility in the community by scheduling Lessons for Life Experiences customized for local Civic clubs, scout troops, and other organizations (tour in a box) at least 5 times per year.
Benchmark: Create more of a presence in the community with faculty/student performances outside MANC at least 5 times per year.
Benchmark: Use facebook, twitter, and other social media tools to promote scheduled activities, faculty, and performances; posting at least three times a week.
Benchmark: Investigate marketing opportunities: message boards, YAP tracker, periodicals, local calendars and newspapers. (2012-13)
Benchmark: Use facebook for promotions; create an “urgency” at least three times a trimester.
Benchmark: Create a schedule for the email delivery of Constant Contact communication.
Strategy: Develop a plan to market and recruit students in departments with the primary focus aimed to increase enrollment in those identified with a recent decrease. (each trimester)
Strategy: Strengthen relationship with public and private school music teachers to increase the awareness of potential collaboration and market Music Academy programs/events.
Benchmark: Cultivate Nathan Street with one of the goals to host/sponsor GCS music teacher meetings. (2012-13)
Benchmark: Connect with GCS music teachers through MANC faculty; identify connections and establish relationships.
Benchmark: Support school music programs by scheduling at least 12 visits from MANC faculty to lead sectionals.