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Strategic Planning

Mary Ann de Barbieri Principal, de Barbieri & Associates

Agenda

• What is strategic planning? • What are the components of a strategic

plan? • How do you organize the planning

process?

Goals for the Session

• Demonstrate importance of strategic

planning • Suggest a planning process • Provide an opportunity to practice

strategic thinking

“By failing to prepare, you

are preparing to fail.” -Benjamin Franklin

What is strategic planning?

“Planning is bringing the future into the present so that you can

do something about it now.”

-Writer Alan Lakein

Strategic planning is a process

Strategic Planning

• Addresses three questions

Strategic Planning

• Clarifies your role in the community

• Determines future direction • Informs decision-making and

action-taking

Effective Planning

• Empowers leadership • Builds teamwork • Inspires stakeholders • Clarifies expectations • Increases effectiveness

What are barriers to planning?

Perceived Barriers

• Time • No need to plan • Planning doesn’t help

Real Barriers

• Leadership changes looming • Immediate financial crisis • Extremely turbulent operating

environment

The Planning Process

Strategic Plan Components • Vision Statement • Mission Statement • Core Values • Organization Strategy • Organizational Goals and Objectives • Implementation Steps and Budget

Vision “There is nothing like a dream to create

the future.” Victor Hugo

Vision Statement

• Aspirational • Inspirational • Motivational

Vision Statement

Chorus America’s vision:

We envision a future where choral singing is a vital part of every community and accessible to all – bridging cultures, ethnicities, and generations.

Mission Statement

• States your core purpose • Clarifies who you are,

what you do and why

Mission Statement

Chorus America’s mission is to build and connect a dynamic and inclusive choral community so that more people are transformed by the beauty and power of choral singing.

Core Values

• Describe guiding principles or beliefs

• Clarify the desired code of behavior

• Inform decision-making

Core Values Example

From Chorus America’s Guiding Principles and Beliefs Statements:

Collaboration. We are committed to building partnerships and sharing expertise with members, colleagues, funders, organizations, and the public.

Organizational Strategy

• To articulate your strategy:

• Clarify your organization’s service area or scope and its services

• Describe its comparative advantage • Outline its strategic priorities

Organizational Goals

• Broad statements of progress to be achieved over time

• Focus on expected outcomes or results

• Determine specific indicators of success for each goal.

Objectives

• State how goals will be accomplished

• Be specific enough to measure results

• May need several objectives per goal

•

Action Steps

• Set specific actions for first year of plan

• Assign responsibility and a timeline

• Establish process to monitor and evaluate progress

Budget • Prepare budget to support plan

implementation • Project financial planning targets

Group Exercise • Working with your colleagues, create a

new community or a children’s chorus. • Articulate a vision and a mission

statement for this new chorus. • Define its core values. • Describe the activities and programs

that this chorus should undertake to achieve its vision and mission.

How do you organize the planning process?

Plan to Plan

• Agree upon the scope of your planning process • Three-year strategic plan • One year strategic action plan

Plan to Plan

• Set planning committee and agree upon details of process

• Gather background information • Determine actions to engage singers

in the process • Prepare a planning timeline

The Planning Retreat

• Plan the retreat • Determine retreat attendees • Develop the retreat agenda • Circulate retreat materials in

advance

Write the Plan

• Organize retreat follow-up • Develop drafts of the plan • Facilitate board discussion of final

plan draft • Prepare action steps and budget

Implement the Plan

• Finalize the plan, action steps and budget

• Present the plan for board approval • Set process to evaluate plan

implementation

Present the Plan

• Provide plan to internal stakeholders

• Develop public version of plan • Include summary of plan on website

Evaluate the Plan

• Monitor plan implementation • Review progress at an annual planning

retreat • Prepare action steps for the upcoming

year of the plan

Questions and Session Wrap-up

Host Sponsor:

Major Sponsors:

Supporting Sponsor:

Sample Strategic Plan Format

A written strategic plan often includes the following components:

1. Executive Summary of the Strategic Plan: (This part of the document is usually prepared after the full plan has been developed and distributed more widely than the full plan.)

A brief summary of the planning process, planning environment and an overview of

the three-year plan in this section.

2. Vision Statement:

A description what the organization aspires to be (or make possible) in the future that provides inspiration and motivation.

3. Mission Statement:

A statement of an organization’s purpose, its reason for being that articulates what

the organization does and why.

4. Core Values and Beliefs Statement: Principles and beliefs that guide the organization as it fulfills its mission and achieves

its vision.

5. Organizational Strategy:

To articulate an organizational strategy: Clarify the organization’s service area/scope. Describe where it operates, those it

serves, and what services or products it provides. Describe the organization’s comparative advantage and its approach to fulfilling its

mission that sets it apart from other organizations. Outline the organization’s strategic priorities in order to achieve its mission and

sustain its comparative advantage during the timeframe of the strategic plan.

6. Organizational Goals:

Broad statements of progress the organization hopes to make in fulfilling its vision and achieving its mission over time. (Determine indicators of success for each organizational goal.)

7. Objectives to Achieve Goals:

Statements about how the organization plans to accomplish each of its goals and

resolve specific issues during the timeframe of the strategic plan that are specific enough to measure the results. (There can be several objectives to meet a goal.)

8. Action Steps for First Year of Plan:

Specific implementation actions to be taken during for first year of the plan that assign individual responsibility and a timeline for each action step.

9. Budget Projections:

The strategic planning documents must be supported by: Three-year operating budget projections based upon a detailed budget for the first

year of plan. Specific financial planning and capitalization targets needed to achieve plan goals.

(Financial planning targets would include specific items that are not part of the annual operating budget that build assets of the organization, such as development of a cash reserve, a fund for artistic enhancement and endowment, etc.)

10. Process for Strategic Plan Evaluation and Continued Implementation:

The strategic plan implementation process must include:

o A timeline for board and staff to periodically review action steps to evaluate progress made in achieving plan goals and objectives and to make course corrections, as necessary, during each year of the plan.

o A process and timeline for rolling the plan implementation (action steps) forward for the second and third years of the plan.

Mary Ann de Barbieri June 2016

SAMPLE ANNUAL ACTION STEPS FOR STRATEGIC PLAN IMPLEMENATION Date Revised: 6/17/16 Strategic Plan Goal/Objective: Action Step: Person

Responsible Planned Completion Date

Status Cost or Budget Impact

Goal Two: Expand, diversify and sustain the contributed resources needed to support ABC Chorale’s program goals and general operations.

Objective A: Create an annual fundraising plan for FY 2017 by 6/30/16 to increase contributed support for ABC Chorale by 10%.

1. Evaluate fundraising activities and results in FY15 and YTD in FY16 and recommend goals for FY17.

2. Hold meeting of Fundraising

Committee to review evaluation of FR activities and determine goals, strategy and action steps for FY17.

3. Prepare draft of annual fundraising

plan for FY17 with implementation steps, a timeline and budget for review and approval by Fundraising Committee.

4. Present fundraising plan to board

for approval (circulate in advance of meeting).

C. Smith, Develop. Director J. Jones, Chair Fundraising Committee C. Smith, Develop. Director J. Jones, C. Smith,

4/1/16 5/2/16 5/30/16 6/10/16

Complete Complete Draft waiting for full board approval. On agenda of 5/29/16 board mtg.

$17,000 in new expenses

Objective B: Schedule a minimum of two fundraising training sessions for board and staff during FY17.

1. Determine fundraising training agenda and schedule for FY17.

C. Smith and Development Committee

9/1/16 Schedule and budget being developed

CMI STRATEGIC PLANNING SESSION GROUP EXERCISE WORKSHEET

1. Working in a small group with your colleagues, create a new community or a children’s chorus.

Choose someone from the group to take notes on this sheet and be the spokesperson for your group when reporting to all participants.

2. Articulate a vision and a mission statement for this new chorus:

• Vision:

• Mission 3. Define its core values and beliefs: 4. Describe the activities and programs that this chorus should undertake to achieve its vision and

mission:

SAMPLE STRATEGIC PLANNING PROCESS DESIGN Time Frame: 6-9 months Step One: Planning committee, a small group of board members and key staff/volunteers (three to five), meets (with consultant or volunteer retreat facilitator, as applicable) and agrees upon specific expectations and outcomes for the planning process, including:

• the timeline for planning process, • number of meetings, expectations and outcomes for each meeting, • a timeline and expectations for:

o gathering information on current operating environment, historical and financial milestones and additional background information needed for planning retreat,

o getting input from key external stakeholders via stakeholder interviews o conducting an organizational assessment (by an outside consultant) to provide a written report

prior to retreat to be circulated with retreat advance materials • agreement on dates for retreat and for circulating retreat agenda and all background material and

reports to board and staff prior to the planning retreat, • individual responsibility for planning components, including writing plan.

Step Two: Information to inform strategic thinking during planning retreat is gathered and for circulation prior to the retreat to all retreat participants. This material includes:

• Information on the current operating environment • Summary of the organization’s major milestones and financial history • A report of input gathered via interviews with individuals from key stakeholder groups. • An organization assessment report detailing specific organizational needs and issues with

recommendations for addressing them (Report prepared by an outside consultant). • Additional background materials and findings, as needed.

During this step the planning committee meets (with consultant and planning facilitator, as applicable) as necessary to gather and finalize background information. Step Three: Planning retreat is held (a minimum of one six-hour session is needed). The retreat agenda includes an examination of the following:

• the history and present circumstances of your chorus, • key turning points/milestones that have shaped your chorus, • your chorus’ vision for the future, its mission and organizational values, • your comparative advantage, • critical issues that must be addressed in the future and a look at your organization’s

strengths and weaknesses in meeting future challenges, • preliminary strategies and priorities for action for addressing critical issues.

Note: In some circumstances, additional information is needed before decisions can be made on strategic direction and priorities for action. In this case, retreat participants agree upon information that is needed and assign responsibility to individuals/committees to compile information and report back at second planning session.

The plan writer (consultant or volunteer) prepares and circulates a summary of retreat notes with follow-up assignments needed for second planning session (if necessary) and, if second planning retreat is not necessary, a discussion draft of plan.

Potential Step Four: If needed, conduct a second board/staff planning session (2 -3 hours). An agenda could include:

• Discussion of strategic options identified at first retreat. Reports and recommendations from individuals/committees on findings.

• Discussion of strategic options with risks and implications to arrive at a consensus on strategic direction, organizational goals and priorities for action.

After second planning meeting, plan writer (or volunteer) synthesizes data into discussion draft of the plan and presents to planning committee for review and discussion. Step Five: Planning Committee meets to review notes from strategic planning retreat (and second planning session, if applicable) and the discussion draft of the strategic plan. Planning committee discusses edits needed in the vision, mission and values statements, and then fleshes out and refines strategy statements, goals and specific objectives. After this meeting plan writer prepares another draft of the plan. (Depending upon discussion and revisions needed in draft plan, additional meetings of the planning committee may be needed.) Once the planning committee has a first draft of the plan (with organizational goals and specific measurable objectives), it is circulated to the full board prior to a meeting to get their input. Step Six: The full board meets to discuss and provide feedback on the draft plan. (Often organizations can incorporate this discussion of the plan draft into a regularly scheduled board meeting.) After board input on draft plan, any necessary edits are made by the plan writer to finalize the plan. During this step, the planning committee (and/or the staff) develops implementation (action) steps for the first year of the plan. The implementation steps assign individual responsibility and include a timeline for each action. These annual implementation steps provide a mechanism for periodic evaluation of the plan, offer opportunities for making any necessary course corrections, and set a time for rolling the plan implementation forward for another year. At a board meeting, the planning committee presents the final version of the strategic plan and implementation steps for the first year to the board and asks that board members accept responsibility for plan implementation by formally approving it. Mary Ann de Barbieri June 2016

1

Sample Strategic Action Planning (SAP) Process Design Overview: Strategic action planning (SAP) is an accelerated strategic thinking and planning process that can help organizations develop a strategic context for decisions and actions to address immediate critical issues and challenges. Time Frame: 2-3 months Step One: An SAP committee, a small group board members and staff leadership (three to five) meets to organize the SAP process and to agree upon a timeline and individual responsibility for components of the process. During this step, the committee meets as needed to identify a volunteer retreat facilitator and plan writer and organize for the SAP retreat, including addressing retreat logistics, preparing an agenda, and determining data and materials to be circulated prior to the retreat. Step Two: The SAP retreat is held (minimum of one 4 hour session). The retreat agenda includes:

Evaluation of data gathered to inform the planning process Clarification of the organization’s mission, vision, core values, scope and comparative

advantage Identification of critical issues to be addressed during strategic action planning. Consensus on how to address the critical issues and identification of priorities for action during

the next year Following the retreat, the plan writer prepares a summary of retreat notes and a draft SAP document and circulates to the SAP committee for their review. Step Three Planning committee meets to discuss revisions needed, make wordsmithing assignments to SAP committee members (and others as needed), and confirm due dates for assignments. Plan writer combines wordsmithing assignments and other revisions into a revised draft of the SAP and circulates to SAP committee for their review. Step Three: SAP committee meets or holds conference calls as necessary to create a final draft SAP for circulation to the full board (and retreat participants) prior to a board meeting to get their input. Step Four: Following the input from the full board, the SAP committee makes any necessary revisions in order to finalize SAP for board approval. Before the SAP is presented to the board for final approval, the planning team will:

• Create an SAP implementation steps grid that details specific actions that needed to implement the SAP and assigns responsibility and a timeline for each step. This grid will be used by staff and board to periodically evaluate implementation actions and ensure any necessary course corrections can be made to ensure achievement of desired outcomes.

• Develop a budget for SAP to ensure that there are adequate resources to implement any action on the implementation steps grid.

• Agree upon a specific schedule for monitoring SAP implementation to recommend when the SAP is presented to the board of directors for approval.

Mary Ann de Barbieri – June 2016

♦ de Barbieri & Associates♦525 Beauregard Drive SE ♦ Leesburg, VA 20175 ♦ ♦ 703.777.3585 ♦ e-mail: [email protected] ♦

TEMPLATE ABC CHORUS

STRATEGIC ACTION PLAN July 1, 2016 through June 30, 2017

Vision Statement Insert your organization’s vision statement here. The vision statement should provide an idealized view of your organization’s hopes and dreams for the future. It should inspire, motivate and provide a guiding image of the ultimate success for your organization. Vision statements can describe an idealized future for your organization or for the community or the world. Mission Statement Insert your organization’s mission statement here. It should define your organization’s core purpose and enduring reason for being. It should state clearly and succinctly what your organization does and why it does it. Core Values and Beliefs Statements Insert your organization’s core values and beliefs statements here. These are deeply felt, enduring principles, beliefs, and intrinsic qualities that guide your organization. These values and beliefs represent the core priorities in your organization’s culture. SHORT TERM ACTION STEPS Insert specific actions organized in Action Areas as noted below. ACTION AREA #1: Insert types of actions in this area (such as “core mission or program actions”) Sample of actions:

A. Implement a comprehensive evaluation process that will provide data to ensure effective outreach to schools program delivery and communication of program results to funding partners. 1. Establish benchmarks to demonstrate program success. Determine and set benchmarks for curriculum, class size, etc.

2. Determine human resources and organization structure needed to sustain smooth operation of

the program. ACTION AREA #2: Insert types of actions in this area (such as human resource actions) Sample of actions:

A. Implement board development actions to increase the effectiveness and the size of the ABC board of directors. 1. Clarify expectations for ABC board members. 2. Develop and implement a proactive board recruitment process that will result in the recruitment

of 3 new board members with expertise and access needed by ABC board.

ADD ADDITIONAL ACTION AREAS AS NEEDED

STRATEGIC PLANNING PREPARATION

External Stakeholder Interviews PLEASE NOTE: Whenever possible set up one-on-one interviews (in person or on the telephone) with your key stakeholder to ask for their input for your strategic planning process. If this is not possible for your chorus, the questions can be sent out as a questionnaire as outlined below.

SAMPLE INTERVIEW QUESTIONS Phillip Sampson Chorale (PSC) is beginning a strategic planning process that will map out a course for the future. As we attempt to identify and define critical future issues, we are seeking the perceptions of key internal and external stakeholders about PSC’s current programs and services as well as the challenges and trends that may affect its future. As a first step we seek your thoughts on a few important questions that are detailed in the attached survey. Please answer these questions based upon your knowledge and experience with PSC. Your opinion is critical and we encourage you to be forthright in your responses. Please return your completed survey to ______ via email _______________ or fax XXX_XXX_XXXX or mail to ____________________________________ by October 15, 2016. Thank you for taking the time to participate in this important process. If you have questions, call me at XXX-XXX-XXXX. 1. How would you describe your knowledge of PSC? How have you been involved? 2. What is your understanding of the mission of PSC? 3. What is the PSC’s reputation within the community?

• the cultural community?

• the business community?

• the funding community?

• with community leaders?

4. What do you consider the most important programs and services PSC offers the

community and why? 5. Are there programs and/or services that you feel PSC could offer the community

and why? 6. What do you think are the greatest strengths of PSC? 7. What are PSC’s greatest weaknesses? 8. As you look at the future, in your opinion, what external threats (changes, trends)

will have the greatest future impact on PSC in the next 5-10 years? 9. How should PSC respond to these external threats in the next 3-5 years? 10. List opportunities that PSC could capitalize on now or in the future? 11. Is there anything else that PSC board and staff (if applicable) should know as they

develop their strategic plan? 12. Other comments:

Mary Ann de Barbieri June 2016

SAMPLE

STRATEGIC PLANNING RETREAT AGENDA

I Overview of the retreat agenda

Retreat goals: A shared vision for the future of Phillip Sampson Chorale(PSC) Consensus on mission and core values Discussion of PSC’ s comparative advantage Identification of critical issues for the future Consensus on how to address these critical issues Agreement on priority action areas for the next three years

II Introductions

Participants should be prepared to share brief information about themselves and how and why they became involved with PSC.

III Setting the context for a discussion of the future

Review of PSC’s milestones/turning points and financial history. Discussion of summary of findings from environmental scan Discussion of results of stakeholder interviews and surveys.

IV What is PSC now and what will it be in the future?

What is our vision for the future?

o What does PSC’s ultimate success look like? Is our mission clear?

o Does it articulate PSC’s reason for being and why it does what it does? What are our organizational values? What is our scope and comparative advantage?

V Consensus on critical issues for the future of PSC (DISCUSSION IN SMALL GROUP BREAKOUTS)

What are the top critical issues PSC needs to address to fulfill its mission and achieve its desired future?

How is PSC positioned to address these issues? o What are its strengths? o Are there internal weaknesses or obstacles that might inhibit PSC from

addressing its critical issues? o What are potential opportunities? o Are there external challenges or threats that PSC might encounter?

SAMPLE STRATEGIC PLANNING RETREAT AGENDA Page 2 VI Consensus on how to address these critical issues and achieve vision and mission

(DISCUSSION IN SMALL GROUP BREAKOUTS – USING SAME GROUPING AS PREVIOUS BREAKOUT)

What does PSC hope to achieve in the next five – ten years? (What are our long-

term goals to support achieving our vision and mission?) What are strategic priorities and priority action areas for the next three years?

Indicate how these priorities will:

o Build on organizational strengths and take advantage of opportunities. o Mitigate organizational weaknesses or other obstacles and external

challenges. o Sustain PSC’s comparative advantage.

VII Conclusion of the retreat:

Discussion of next steps in the process: (if second planning session is needed) o What further information do we need to move our planning efforts forward? o Who will gather this information and by when?

Review of next planning process steps and timeline

Mary Ann de Barbieri June 2016

SAMPLE AGENDA

STRATEGIC ACTION PLANNING (SAP) RETREAT

I Introductions and overview of retreat agenda Overview of retreat goals:

Evaluation of data gathered to inform the planning process Clarification of Phillip Sampson Chorale (PSC)’s mission, vision, core values, scope and

comparative advantage Identification of critical issues to be addressed during strategic action planning. Consensus on how to address the critical issues and identification of priorities for action during

the next year II Setting a context for a discussion of the future

Discussion of PSC’s major milestones and recent financial history Evaluation of challenges and/or opportunities presented by the current operating environment

III Creating a framework for decision-making

What is PSC’s vision? o What does PSC’s ultimate success look like?

Is PSC’s mission statement clear? o Does it articulate PSC’s reason for being and why it does what it does?

What are PSC’s core organizational values? What are PSC’s scope and comparative advantage?

IV Identifying critical issues (DISCUSSION IN SMALL GROUP BREAKOUTS)

What are the top critical issues PSC needs to address to fulfill its mission and achieve its desired future?

How is PSC positioned to address these issues? o What are its strengths? o Are there internal weaknesses or obstacles that might inhibit PSC from addressing its

critical issues? o What are potential opportunities? o Are there external challenges or threats that PSC might encounter?

VI Addressing PSC’s critical issues and setting priorities for action (DISCUSSION IN SMALL GROUP BREAKOUTS – USING SAME GROUPING AS PREVIOUS BREAKOUT)

Identify three to five organizational goals for PSC as it focuses on addressing its critical issues. Define priorities for action to achieve each goal during the next year. Suggest actions that will:

o Build on organizational strengths and take advantage of opportunities. o Mitigate organizational weaknesses and external challenges. o Sustain PSC’s comparative advantage.

VI Conclusion of the retreat

Discussion of next steps in the SAP process

Mary Ann de Barbieri - June 2016

CHORUS AMERICA STRATEGIC PLAN FOR 2013‐2016 

Vision 

 We envision a future where choral singing is a vital part of every community and accessible to all—bridging cultures, ethnicities, and generations.  

Mission 

 Chorus America’s mission is to build and connect a dynamic and inclusive choral community so that more people are transformed by the beauty and power of choral singing.  

Guiding Principles and Beliefs 

 Chorus America values:  

  Artistic achievement.  We are committed to supporting and inspiring choral singers, 

conductors, and composers throughout their careers, both vocational and avocational.   Collaboration. We are committed to building partnerships and sharing expertise with 

members, colleagues, funders, organizations, and the public.    Effective management and governance. We believe that choruses and Chorus America 

are at their best when they can rely on qualified, visionary, and transparent board and staff leadership.  

Inclusivity and diversity. We are committed to expanding the diversity of the choral community including language, ethnicity, race, and religion, as well as crosscutting characteristics such as gender, sexual orientation, and range of ability and age. 

  Innovation.  We encourage choruses to stretch the boundaries of their creative 

thinking, using new approaches to their work that will lead to dynamic organizations that stay current and vital for their communities. 

  Life‐long learning. We believe that all people deserve access to singing experiences and 

are committed to promoting choral singing as an enriching activity.  

Participation and community engagement. We believe that choral singing can foster understanding and serve as a catalyst for positive social change.   

Service and knowledge. We believe that our leadership, responsiveness, and professionalism are vital to developing and sustaining a robust and prosperous choral community. We are committed to collecting and analyzing significant data about the choral field and disseminating the results using current technologies.  

Positioning Statement 

 Chorus America strengthens choral organizations and provides their leaders with information, research, leadership development, professional training, and advocacy, which help them deliver the best possible contributions to their communities and to the choral art.  Chorus America provides invaluable news, resources and expertise delivered in myriad accessible ways. Chorus America’s programs bring professionals and volunteers together to learn and collaborate in a friendly, supportive environment that promotes networking, information exchange, and shared goals. Chorus America speaks with a strong and unified voice to increase recognition of choral singing as an essential part of society and a valuable means of community engagement.   

Organizational Goals 

 Goal One:  Strengthen the capacity of choruses to consistently achieve their missions.  Goal Two:  Enhance the visibility and communicate the value of choral singing to ensure 

broad recognition and support for the choral field and all the arts.  Goal Three:   Ensure that Chorus America’s policies, programs, and operations include diverse 

perspectives.  Goal Four:  Encourage choruses to adopt strategies that lead to meaningful community  

engagement.  

Approach to Achieving Organizational Goals 

 In order to achieve Chorus America’s organizational goals, Chorus America’s leaders are ambitious on behalf the field of choral music, and committed to: 

Anticipating future challenges and responding to emerging issues 

Deepening choruses’ value to communities  

Leading the field to become increasingly strong, creative, and vibrant    

Organizational Goals, Objectives, and Indicators of Success 

 Goal One:  Build upon our proven ability to strengthen the capacity of choruses to 

consistently achieve their missions.  Objectives: 

A. Identify the future capacity‐building needs of the choral community and determine strategies to expand Chorus America’s value to choruses, chorus leaders, and singers.   

B. Better understand current choral music audiences and what might prevent people from attending performances. 

 C. Invest in the development of current and future artistic, administrative, and 

board leadership for the field.  D. Encourage creativity and promote innovation throughout the field. 

 E. Model effective operational practices and systems at Chorus America by 

being transparent about our processes.  F. Build sustainable board, staff, and financial capacity at Chorus America to 

support new programs and ongoing services.  Indicators of Success:  

Choruses have stronger artistic, administrative and board leadership as measured by tools such as Chorus America’s Online Chorus Self Evaluation tool. 

Choruses are implementing more new ideas, innovation and creativity in their performances, which are described in their concert brochures, press releases, and critical notices. 

The choral field has a better understanding of current and potential audiences and how to attract and retain them. 

More choruses turn first to Chorus America for help.  Goal Two:  Enhance the visibility and communicate the value of choral singing to ensure 

broad recognition and support for the choral field and all the arts.  Objectives: 

A. Be the comprehensive source of information and the “go to” organization for the choral field.  

B. Strategically communicate information to advance the image of the field as a whole.  

C. Take an increasingly prominent leadership role in advocating for the arts in general, for choral arts specifically, and for quality singing experiences for all children. 

 D. Develop a communications and public relations plan that will increase Chorus 

America’s visibility and impact, and will enhance the image of the whole choral field. 

 E. Ensure that there are adequate board, staff, and financial resources at 

Chorus America to support visibility and advocacy efforts.  Indicators of Success:  

Chorus America is regarded as the organization with the most comprehensive information on the whole choral field. 

Chorus America actively analyzes, frames, and utilizes information it compiles to advance the choral field. 

Chorus America is a sought‐after partner by other organizations. 

Community stakeholders, community members, and funders see choruses as increasingly vital organizations and are generous with their support. 

Choral singing is more frequently understood to be essential to the education of children and Chorus America is an active partner with arts education initiatives. 

Member choruses help elected officials become aware of the value of choruses and they endorse the work of choruses in their regions. 

More community celebrations and ceremonies include choruses in a prominent role.   Goal Three:   Ensure that Chorus America’s policies, programs, and operations include 

diverse perspectives.   Objectives: 

A. Model and communicate the importance of inclusiveness and diversity in the broadest sense, including but not limited to age, race, gender, and musical genre.   

B. Continue to broaden involvement in Chorus America by developing services for singers from many types of choruses. 

 C. Develop methods to engage a broader spectrum of strategic partners and 

other stakeholders in the work of Chorus America.   

D. Continue to align Chorus America’s board, staff, policies, and practices with the goal of becoming more diverse and inclusive.  

 Indicators of Success: 

Chorus America’s Conference programs, publications, and e‐communications include a wider variety of performances, repertoire, topics, speakers, writers, and models. 

An increasing number of diverse stakeholders are actively engaged in Chorus America’s activities. 

 Goal Four:  Encourage choruses to adopt strategies that lead to meaningful community 

engagement.  Objectives: 

A. Identify and document best practices in community engagement by choruses, through traditional tools as well as new and creative approaches. 

B. Create tools on how to lead community events that encourage members of the general public to sing together. 

C. Develop resources illustrating how choruses can work with others in their communities to help address broader societal issues. 

 Indicators of Success: 

An increasing number of choruses engage in meaningful community engagement activities. 

More choruses take the lead in initiating community engagement activities and partnerships with other community organizations—both in and outside the arts. 

Community engagement becomes part of choruses’ culture, rather than an episodic project or activity.