Strategic Plan Table of Contents
THE SINGING ANGELS
INTO THE FUTURE:
MAKING MUSIC, MAKING FRIENDS & MAKING A DIFFERENCE
STRATEGIC PLAN: 2003 - 2007
NOVEMBER, 2002
Strategic Planning Committee Chairman
Raphael J. Omerza, Esq.
Strategic Planning Advisory Committee
David T. Abbott
George Espy
Charlie Lawrence
Tom Schorgl
Strategic Planning Committee
Raphael J. Omerza, Esq., Chair
James Balaguer
Loren Bendall
William C. Boehm
John Borawski
Kathy Butts
Rachel Cottom
Gary DaMert
John Gibel
Mary Gluckie
Carol Gordon
Regina Gunn
William A. Hite
Robin Johnson
Therese C. Johnston
Michael Mazur
Dennis Matejka
Mary Ann Meitin
Andrea Soares Omerza
Tim Pace
Philip Pempin
Jean Pinkney
Nora Owens
Raffaela Rokakis
Craig Thomas
Peter Volas
Ron Watt, Sr.
Consultant
John A. Yankey
Based in Cleveland, The Singing Angels (TSA) is comprised of nearly 270 young people, ages 8 – 18. Now in its 38th year of existence, TSA continues to pursue a mission of providing musical education to youth who can simply "carry a tune," have a pleasant vocal sound and a strong desire to sing. Since its inception, thousands of youth have benefited from the TSA experience. Literally millions worldwide have enjoyed their enthusiastic charm as they have performed on network television (in the United States as well as in other countries) and in 27 countries around the world.
The Singing Angels’ program has a simple methodology that teaches its members how to read music, sing in harmony, perform choreography, and develop presentation skills. In the process of learning these performing skills, youth develop and strengthen valuable traits such as self-discipline, work ethic, and the ability to focus on an area of study. Further, their involvement helps to develop their leadership skills and their shared responsibilities as members of a team. Research findings support the notion that youth who receive musical training tend to excel in academics, comprehend math and science more easily, and develop overall higher levels of intelligence. The diversity of membership in The Singing Angels affords significant opportunities to develop understanding, respect, and friendships among youth of varied cultural and economic backgrounds.
Alumni of The Singing Angels attest to the importance of the organization in teaching them some of life’s most important lessons, such as mutually supporting each other, working together as a team, and providing community service. Many of the 80+ concerts annually performed by TSA are in Greater Cleveland’s hospitals and nursing homes. While these performances are, in the short-term, an important community service provided by TSA, their longer-term value lies in members’ building their sense of compassionate caring and service to the community.
The many successes enjoyed by The Singing Angels are directly related to the vision, energy, and unrelenting passion brought to it by its founder and director—William C. Boehm. When launching the organization as a youth chorus in 1964, he had a dream; and, he has worked mightily over the last 38 years to make it a reality. Nonetheless, even he had no idea The Singing Angels would grow so quickly into the highly successful organization it has become. However, with the success has come increasing demands on artistic, funding, and administrative fronts. These demands underscored the need for TSA to engage in a comprehensive strategic planning process to assure the legacy established by its founder is even further enhanced in the future. The future direction and leadership of The Singing Angels are critical considerations for all those—Board, management, staff, alumni, parents, youth, and organizational friends—who have helped to build and sustain the organization since its beginnings. It was this mutually shared desire—to maintain and grow the organization to assure the legacy established by Mr. Boehm—that propelled the current Board leadership of The Singing Angels to engage in strategic planning and resulted in the following mission, vision, core values, goals, and strategies to guide the organization over the next five years.
To encourage, foster and cultivate positive youth development by engaging youth from all communities in quality music and performing arts education that teaches discipline, builds confidence, and provides a foundation for life – Making Music, Making Friends, Making a Difference.
The Singing Angels, as an inclusive, self-sustaining, and financially stable institution, will remain a viable option for all youth who want to join. An endowed educational program will make it possible for the organization to ensure the continuity and integrity of its core values. The organization’s capacity to attract and retain talented and dedicated youth, faculty, staff, and volunteers will mark it as the leader in using music to promote healthy bodies and minds for all whose lives it touches. In great demand, The Singing Angels will perform in an increasing array of venues both large and small.
Based on its renowned reputation for quality performances and for producing viable citizens for the world community, the organization will enjoy unsurpassed public visibility. Significant numbers of alumni—passionate in their conviction as to the value of The Singing Angels—will set new records in contributing their human and financial resources to the organization. As ambassadors of peace both at home and around the world, The Singing Angels will be recognized, quite simply, as the best performing youth chorus in the country.
The following core values will serve as guiding principles for The Singing Angels over the next five years:
Quality
By this we mean:
We have unwavering commitment to excellence in our musical performances.
We are dedicated to providing superior service to our customers.
We seek every opportunity to improve.
Integrity
By this we mean:
We are guided by the highest ethical standards.
We hold ourselves and each other accountable to the highest personal and professional standards.
We will never ask anyone to violate her/his sense of integrity.
Respect
By this we mean:
We recognize and uphold the dignity of each person in a spirit of love.
We do unto others as we would have them do unto us.
We add value by valuing others.
Diversity
By this we mean:
We strongly embrace the notion of inclusiveness.
We believe in the rich diversity and gifts of all people.
We constantly seek to understand others’ heritage and culture.
Teamwork
By this we mean:
We look for and expect the best from each other.
We encourage and seek a commitment to shared goals.
We believe we accomplish our best performance through teamwork.
Strategic Goal 1: Position TSA as an educational youth development group entertaining the world.
Strategies
1.1 Develop programs to teach specific arts education such as music theory, voice, or dance lessons (e.g. early calls or alliances with other organizations).
1.2 Conduct quantitative and qualitative research to enhance programming.
1.3 Conduct an analysis to determine the appropriate student-teacher ratio.
1.4 Engage credentialed professions (i.e. licensed educators, social workers and others) to develop and improve programs to fulfill mission.
1.5 Pursue obtaining "accreditation" for programs.
1.6 Enhance existing and/or develop new policies to teach discipline.
1.7 Explore, and implement as feasible, linkages with other organizations, e.g., Music School Settlement, Fine Arts Association, etc.
Strategic Goal 2: Enhance TSA’s repertoire of various music of the world, including classic, traditional, and contemporary.
Strategies
2.1 Encourage cultural education with native music and music specific to venues.
2.2 Incorporate more diverse American styles, including African-American, Latin, etc., representative of the broader community.
Strategic Goal 3: Develop and implement a comprehensive plan to increase positive public awareness of The Singing Angels.
Strategies
3.1 Establish and fill a marketing/public relations staff position with highly qualified personnel.
3.2 Conduct ongoing quantitative and qualitative research to determine (a) how music and the arts contribute to youth development, and (b) how TSA has contributed to youth development in Northeast Ohio (e.g. success stories).
3.3 Conduct ongoing evidence-based research to determine the image(s) to be promoted with different audiences.
3.4 Carry out an analysis of marketing and public relations "best practices" of other organizations, e.g., housing networks and scouting, with significant community contact.
3.5 Utilize the resources of the Publicity Committee of the parents’ group more effectively.
3.6 Implement integrated marketing and public relations activities engaging parents and alumni groups.
3.7 Initiate training to teach parents and staff how to be the "first contact" with the public.
3.8 Expand community outreach efforts by offering an increased array of "donated concerts."
3.9 Modify TSA’s organizational mechanisms (letterhead, fax cover sheets, business cards, web site, etc.) to enhance its image and to better broadcast and articulate the organization’s mission and vision.
Strategic Goal 4: Strengthen TSA’s organizational structure, management, and operating procedures to sustain the mission and achieve the vision of the organization.
Strategies
4.1 Establish and define, with clear lines of authority, key positions responsible for (a) financial management, (b) operations, (c) financial development, (d) artistic development, (e) marketing, (f) human resources, and (g) technology.
4.2 Refine the organizational chart to reflect the newly defined direction, leadership, accountability, and chain of command.
4.3 Develop the preferred "Management Staff Profile," taking into consideration diversity, knowledge base, skill set, and other desired qualifications.
4.4 Develop a long-range succession plan for the executive director, as well as other key management positions.
4.5 Launch a phased-in aggressive recruitment campaign to fill new or reconfigured positions.
4.6 Implement a comprehensive orientation and ongoing training program to educate management and other staff regarding their roles, responsibilities, and obligations.
4.7 Implement a mentoring, or apprentice, process to train and support new employees.
4.8 Strengthen organizational and public recognition of TSA’s management and other staff.
4.9 Conduct annually formal performance evaluation of all organizational employees.
Strategic Goal 5: Restructure TSA’s Board of Trustees and governance procedures to sustain the mission and achieve the vision of the organization.
Strategies
5.1 Define, articulate, and implement the appropriate roles and functions of the Board of Trustees.
5.2 Modify the Board’s structure, including committees, to effectively implement the strategic plan.
5.3 Develop the preferred "Board Member Profile," taking into consideration diversity, knowledge base, skill set, and other desired qualifications.
5.4 Institute a systematic plan for involvement of past and retiring Board members.
5.5 Implement a comprehensive orientation and ongoing training program to educate Board members regarding their roles, responsibilities, and obligations.
5.6 Strengthen organizational and public recognition of Board members.
5.7 Conduct annual evaluation of individual Board member’s satisfaction and overall Board performance.
Strategic Goal 6: Develop and memorialize a comprehensive volunteer program.
Strategies
6.1 Conduct an analysis of volunteer roles and opportunities available with the organization, including delineation of liability considerations.
6.2 Carry out a systematic identification of potential volunteers, including parents, alumni, senior citizens, corporate personnel, etc.
6.3 Initiate focused recruitment and retention efforts.
6.4 Explore, and implement as feasible, collaborative relationships with other nonprofits to recruit and utilize volunteers.
6.5 Implement an orientation and ongoing training program to educate volunteers regarding their roles, responsibilities, and obligations.
6.6 Strengthen volunteer recognition programs.
Strategic Goal 7: Develop and implement comprehensive, multi-faceted funding to sustain TSA and allow for expanded and improved quality programming.
Strategies
7.1 Establish and fill a Development staff position with highly qualified personnel.
7.2 Develop a budgeting process, based on existing programming, with short- and long-term program expansion capability.
7.3 Assess current revenue stream and earned income vs. contributed income and determine ways to increase earned income.
7.4 Develop a "Cash Reserve Policy."
7.5 Recruit Board, staff, and volunteers with fundraising expertise.
7.6 Train appropriate Board members, staff, and volunteers on effective fundraising strategies and techniques.
7.7 Develop, initiate, and report timely on a fundraising plan with quarterly objectives related to the types of funding support (government, corporate, foundation, alumni, other individuals, and project generated).
7.8 Create—in the long-term—an endowment fund.
7.9 Mobilize and organize an Alumni Association.
The Singing Angels has enjoyed many successes. This strategic plan provides a road map to a future that will afford many more successes and build on the legacy created by The Singing Angels’ founder and director—William C. Boehm. While Board and staff leadership must annually revisit and modify plans as the world around the organization continues to change, the goals and strategies in the plan provide ample framework for The Singing Angels to continue to be the organization wherein youth can make music, make friends, and make a difference!