FORWARD SCPA IN SIX MONTHS
CONTENTS Sustained Excellence: SCPA’s Calling The Cycle: A Framework for Sustained Excellence Vision: Defining Excellence Strategy Area A: Marketing and Communications: Articulating Excellence Strategy Area B: Fundraising: Supporting Excellence Strategy Area C: Finance: Accountability for Excellence Strategy Area D: Organizational Structure: Foundation for Excellence Implementation: Six Month Action Plan 2
SUSTAINED EXCELLENCE SCPA’S CALLING 3
THE CHOICE SUSTAINABLE EXCELLENCE OCCASIONAL EXCELLENCE FRAGILE BALANCE CRISIS 4
THE CYCLE ACHIEVING SUSTAINED EXCLLENCE 5
THE CYCLE: ACHIEVING SUSTAINED EXCELLENCE $ Program “Family” Marketing 6
CURRENT STATUS: THE CYCLE IN REVERSE • SUPERIOR ASSETS • LACK OF BELIEF AND VISIBILITY • EXTRAORDINARY MOMENTS • NO MECHANISMS • PROBLEMATIC STRUCTURE • NO COORDINATION • FRACTURED PERSONALITY • MUDDY JURISTICTION • ACADEMICS IN QUESTION $ Program • WEAK PROGRAMMATIC AND • TREMENDOUS GOODWILL “Family” Marketing INSTITUTIONAL MARKETING • FRACTIOUS STAKEHOLDERS • AD HOC / LACKING LEADERSHIP • DECENTRALIZED RESPONSIBILITY • LOST MARKETER WITH FRIENDS = LACK OF ACCOUNTABILITY • “GOOD NEWS MACHINE” IS QUIET • DISORGANIZED CAPACITY • INSUFFICIENT CAPACITY TO LEAD 7
THE BOTTOM LINE SCPA SHOULD BE THE INDUSTRY LEADER AND CPS’ CROWN JEWEL. IT ENJOYS IMPORTANT CORE ASSETS THAT POSITION IT FOR SUSTAINED EXCELLENCE. 8
THE BOTTOM LINE TODAY, HOWEVER, IT IS NOT FULFILLING ITS PROMISE. AT THE TIME OF THE MERGER, IT WAS NOT CAPITALIZED ON PAR WITH LEADING INSTITUTIONS NOR WERE INCREASES IN SCHOOL ACTIVITY ADEQUATELY ACCOUNTED FOR. IT HAS NOT CAUGHT UP SINCE. AT THE SAME TIME, IT HAS NOT FULLY UTILIZED ITS EXISTING RESOURCES. THE FRIENDS DEBACLE WAS SYMPTOMATIC OF A MORE WIDESPREAD CULTURE ABSENT OF SUFFICIENT CAPACITY, CHECKS AND BALANCES, AND CLEAR JURISDICTION. ACCOUNTABILITY SUFFERED. 9
THE BOTTOM LINE TO REGAIN MOMENTUM, ALL SIDES MUST UP THE ANTE, SET ASIDE GRIEVANCES, AND ADOPT A CULTURE OF ACCOUNTABLE COMMON CAUSE DEFINED BY “TRUST BUT VERIFY”. THIS WILL REQUIRE A STRATEGIC PLAN OUTLINING A UNIFIED K-12 VISION, ENHANCED LEADERSHIP STRUCTURE AND HUMAN RESOURCES, IMPROVED COMMUNICATION, CLEAR JURISDICTION, A COMMITMENT TO ACCOUNTABILITY, AND ADDITIONAL ANNUAL AND PERMANENT CAPITAL. WE DO NOT HAVE A MINUTE OR CENT TO WASTE. THIS DOCUMENT IS A VISION FOR A SCPA OF SUSTAINED EXCELLENCE AND AN ACTION PLAN FOR THE NEXT SIX MONTHS. 10
VISION SUSTAINABLE EXCELLENCE 11
• VISION VISION • DESTINATION FOR MOST TALENTED ARTISTS, STUDENTS, FACULTY AND ADMINISTRATORS • A COHESIVE K-12 MISSION AND STRATEGY • COMMITMENT TO ACADEMIC EXCELLENCE SCPA IS A SUSTAINABLY EXCELLENT • COMMITMENT TO COLLEGE / CAREER READINESS SCHOOL • TRANSITION TO CONSERVATORY PROGRAM AT GRADE 7 VISION • AN INSTITUTION THAT: MARKETING AND COMMUNICATIONS • SPEAKS WITH A SINGLE VOICE • IS STRUCTURED ACCORDING TO NEEDS OF ARTS FUNDRAISING SCHOOLS FINANCIAL • RAISES MONEY ON PAR WITH COMPARATOR STRUCTURE SCHOOLS • MAXIMIZES HUMAN RESOURCES • MAXIMIZES STAKEHOLDER GROUPS • IS FINANCIALLY TRANSPARENT 12
EXECUTIVE DIRECTOR Primary Implement Strategic Plan and K-12 Vision Responsibilities Enforce Cross-Program Communication and Collaboration Build Key National Relationships Implement Fundraising Plan Implement Institutional Marketing Plan Executive Financial, Administrative, and Artistic Oversight Manage Stakeholders (LSDMC, AAF, BOE, Super, Alumni) The Buck Stops Here 13
• MARKETING AND COMMUNICATIONS VISION • INTERNAL • LONG-TERM UNIFIED VISION IS MADE PLAIN • SCPA LEADERSHIP , STAFF, AND COMMITTEES OBSERVE A CLEAR CHAIN OF COMMAND SCPA IS A SUSTAINABLY EXCELLENT • INFORMAL COMMUNICATION IS EASEFUL SCHOOL • RESPONSIVENESS AND ACCOUNTABILITY ARE THE NORM VISION • UNIFIED MARKETING STRATEGY MARKETING AND COMMUNICATIONS • EXTERNAL • SCPA SPEAKS WITH ONE VOICE FUNDRAISING • SCPA IS RECOGNIZED FOR THE QUALITY OF FINANCIAL ITS WORK STRUCTURE • SCPA IS PERCEIVED TO BE MOVING IN THE RIGHT DIRECTION • THE SCPA FAMILY IS ENERGIZED 14
• FUNDRAISING VISION • STRONG INTERNAL LEADERSHIP; CLEAR ROLES FOR EXTERNAL PARTIES • RESOURCES STRENGTHEN PROGRAMS NOT SOLELY PRODUCTIONS SCPA IS A SUSTAINABLY EXCELLENT • ANNUAL AND ENDOWED RESOURCES ARE SCHOOL SUFFICIENT TO SUPPORT PROGRAMMING, PROGRAM DEVELOPMENT, AND STAFF • CLEAR, ENJOYABLE MECHANISMS VISION • STRONG PARENT AND ALUMNI SUPPORT MARKETING AND COMMUNICATIONS • $350K IN NET REVENUE FOR 2015-16 (ON PAR FUNDRAISING WITH 14-15); $500K BY 17-18; $900K BY 24- 25 (ON PAR WITH OTHER LEADING ARTS FINANCIAL SCHOOLS) STRUCTURE 15
• FINANCIAL VISION • CLEAR INTERNAL PROCESS, REPORTING AND CONTROLS • CLEAR EXTERNAL REPORTING AND CONTROLS • ANNUAL FINANCIAL BALANCE SCPA IS A SUSTAINABLY EXCELLENT • CLEAR LINES OF JURISDICTION AND ABSOLUTE SCHOOL ACCOUNTABILITY AT BOTH THE SCHOOL AND DISTRICT LEVELS VISION • UNIMPEACHABLE TRANSPARENCY AND INTEGRITY MARKETING AND COMMUNICATIONS FUNDRAISING FINANCIAL STRUCTURE 16
• STRUCTURE VISION • SUFFICENT CAPACITY (HUMAN, CAPITAL, FINANCIAL) ON PAR WITH SIMILAR INSTITUTIONS, NOT OTHER CPS K-12 SCHOOLS SCPA IS A SUSTAINABLY EXCELLENT • CLEARLY DEFINED ROLES ACCOUNTABLE FOR SCHOOL SPECIFIC DELIVERABLES • CLEAR JURISDICTION BETWEEN SCHOOL AND EXTERNAL PARTIES VISION • A PERSONNEL REVIEW PROCESS THAT MARKETING AND COMMUNICATIONS ENSURES TRANSPARENCY AND CONTROLS IN DECISION-MAKING THAT IMPACTS THE FUNDRAISING SCHOOL AND ITS STUDENTS FINANCIAL • JOYOUS COLLABORATION STRUCTURE 17
STRATEGY A: ARTICULATING EXCELLENCE MARKETING AND COMMUNICATIONS 18
SPECIAL NOTE Today, SCPA is plagued by lack of unity in institutional voice. The result is a confused, incomplete, and often unfair public interpretation of SCPA’s accomplishments. A turnaround cannot obtain in this environment. In part, this is caused internally by the lack of a dominant spokesperson, an uncoordinated marketing effort, and a weak public relations effort. While other schools may not require such an effort, they are especially important for SCPA both because it must attract students, donors, and audiences, but also because it is now working to overcome conditions perceived by some as problematic. 19
SPECIAL NOTE However, this internal dysfunction is augmented by harmful words of entities external to the school that purport to support its efforts. If it is to progress, SCPA must be given a new lease by all vested parties to perform against the standards expressed in this report. Consequently, this report calls for restraint in public statements by SCPA staff, alumni, and public leaders, while SCPA addresses its inconsistencies from a stronger footing. All those interested in the success of SCPA must commit to renewed policy of “trust but verify”. 20
EXTERNAL RELATIONS OFFICER Primary Works with Staff Marketing Committee to Execute Programmatic Responsibilities Marketing and Public Relations Campaigns Works with ED, Principal, and AD to execute Institutional Marketing Campaign Manages day-to-day relationship with partners, key influencers, press, brokers, and affinity groups Supports teacher-led marketing efforts for small-scale marketing campaigns Manages SCPA brand through development and implementation of style guide; this is the SCPA “Voice” Manages marketing calendar and budget 21
STAFF MARKETING COMMITTEE Primary Assist ER in the Implementation of Programmatic and Institutional Responsibilities Marketing Campaigns Develop and contribute text for print collateral, social media, website, and press releases Maintain “Good News Machine” Contribute to Image and Anecdote Archive Assist in the Implementation of Special Events Understand and protect the SCPA brand in all public materials Assist in the implementation of teacher-led marketing campaigns 22
SCHOOL NEWSLETTER “Perpetual This Quarterly Newsletter designed by students is a “Momentum Piece” Motion” that tells the good story that takes place daily at SCPA. It includes Alumni profiles, graduating senior profiles, upcoming performance highlights, a “did you know” section highlighting recent accomplishments, and a “report card” on strategic planning outcomes. Organized by Staff Marketing Committee and Director of External Relations. Content recycled in e-communications, social media, and for press and parent meetings. 23
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