Operating Support
Operating Support
The mission of Choral Arts Ensemble is to inspire, educate, and enrich the community at large through outstanding choral performances.
Peggy Burnet: Businesswoman, art collector, and community volunteer. Chair of the Nominating Committee, Smithsonian National Board. Trustee, Hirshhorn Museum and Sculpture Garden. Vice Chair, Minnesota State Arts Board.; Uri Camarena: Business consultant, Metropolitan Economic Development Association. Board chair, Minneapolis College of Art and Design. Officer at-large, Minnesota State Arts Board; Michael Charron: Dean of the School of the Arts, Saint Mary's University of Minnesota. Secretary/Treasurer, Minnesota State Arts Board.; Sean Dowse: Mayor of Red Wing, elected 2016. Former executive director, Sheldon Theatre. Board member for Minnesota Citizens for the Arts. Chair, Minnesota State Arts Board.; Philip McKenzie, Oboe and English horn player; adjunct oboe faculty, NDSU; Mary McReynolds-Pellinen: Executive director, Lyric Center for the Arts; coordinator, First Stage Gallery; Dobson West: Senior advisor, Spell Capital Partners Fund.; Christina Widdess: Arts organization consultant; former managing director, Penumbra Theatre. Vice Chair, Minnesota State Arts Board.
Crystal Brinkman: Executive director, Kulture Klub Collaborative; Brenda Brousseau: Visual artist, app developer and software company owner; Michael Cook: Treasurer, Twin Cities Jazz Festival; retired banker; Sindiswa Georgiades: Project management and fund development professional; Betsy Husting: Retired fundraising consultant to nonprofit and arts organizations; Sonja Jacobsen: Retired office manager, Jacobsen Metal Fabrication; vocal and instrumental music teacher; board member, Mankato Symphony; Cheryl Kessler: Founder and principal evaluator, Blue Scarf Consulting, LLC; Philip McKenzie: Oboe and English horn player; adjunct oboe faculty, NDSU; Mary McReynolds-Pellinen: Executive director, Lyric Center for the Arts
ACHF Arts Access
To increase the number of people who hear our artistic product by performing more experiential concerts/programs and increasing our outreach activity. Using the 2016-17 concert season as a baseline, we will set a goal of increasing our annual audience by 3% per year. We will track ticket sales and head-count (for non-ticketed events). 2: Increase philanthropic support activity through planned and more complex gifts (e.g., bequests, IRA QCDs, stock gifts, etc.). Using the 2016-17 fiscal year as a baseline, we will increase the number of more complex gifts by at least two per year.
Paid ticket sales increased by 6.6% and the number of persons served by non-ticketed outreach events increased by 218% with a 77% increase in contact hours. Ticket Sales are tracked via our CRM and ticketing software with a variety of reporting options available. The non-ticketed events are tracked individually on a shared spreadsheet with participation #'s reported by the primary choral contact for each event. 2: Over the past fiscal year, we added two new estate commitments and three IRA Qualified Charitable Distributions. As these gifts come in, they are documented as more complex gifts in our CRM. We do a simple tally at the end of each fiscal year.
Other, local or private