Operating Support
ACHF Arts Access
Our primary goal continues to be the production and performance of stimulating programs based on original scholarship and commissioned work, and we estimate combined audiences of 8,500 for our general 2012-13 concert season. Ticket sales and audience size shows interest in programming. Surveys show: flexibility in attending concert of choice and not having to stand in line were two motivations for tickets and membership. Goal 1: Improved artistic programming; and performed five concerts in Home Concert Series (Minneapolis, St Paul, and Duluth venues). Measure: Ticket sales measure numbers served; with surveys and feedback to measure audience response to programming. Goal 2: Improved K-12 educational residency initiative. Measure: Student and teacher feedback on survey insures residency is meaningful experience. We used a special evaluation tool to measure success in for standards based curriculum goals. Ticketing gathers data at each sale, regarding how they heard about the show, showing trends and how to most appropriately respond in our programming. Collecting email addresses at ticket sales; and various give aways to obtain email addresses. Email communication strengthened connections with regular and new audiences. 2: An additional important goal will be the creation of our next strategic plan for The Rose Ensemble, since our current strategic plan will expire during 2012. We anticipate engaging the staff and board in a process to create our new strategic plan in 2012. The Rose Ensemble now has a board with strength in the areas of finance, marketing, development, and educational outreach programming. It took longer during 2012-13 than was expected to recruit new board members; and to insure that they had the necessary skill sets to foster organizational growth. It was decided to place strategic planning on hold until we had a full complement of board members with what we considered to be the necessary skill sets. This meant that we did not meet our second project goal of establishing a new strategic plan. However, in taking our time to recruit key board members, we are now in a much more appropriate position to launch our strategic planning during 2013-14.
2012-13 Season concerts and programs included: Free season opening at Central Lutheran (Minneapolis); Miraculous Mass of Mary's Nativity of Our Lord Catholic (St Paul), Basilica of Saint Mary (Minneapolis), Church of Saint Charles Borromeo (Minneapolis), each with pre-concert presentations; Vamos a Belen's Sacred Heart Music Center (Duluth), Nativity of Our Lord (St Paul), Basilica of Saint Mary (Minneapolis) and Saint Philip the Deacon (Plymouth); Sibyls of the Rhine's Church of the Holy Cross (Minneapolis), Nativity of Our Lord (St Paul), Basilica of Saint Mary (Minneapolis), Sacred Heart Music Center (Duluth) and pre-concert presentations at Nativity and Sacred Heart; and we presented Stile Antico at the Basilica of Saint Mary (Minneapolis). 2: A second goal was creation of our next strategic plan. This process was to occur during 2012-13. As board members retired, recruitment with specific skill sets became our top priority - when up to full strength, strategic planning can proceed. Recruitment took longer than expected, and strategic planning has been moved to fiscal year 2013-14. During 2012-13, we set parameters for accomplishing our mission; translating them into operational plans. Budgeting required staff to develop their own budgets. We chart income and expenses for each area, determining where we grow revenue and clarifying actual costs for programs. We moved forward in finance, development, marketing, and educational outreach programming. A Program Committee was appointed and is a part of the artistic planning process; and a Development Committee has oversight for grants, donor cultivation, stewardship, and event planning. They approved fund development plans, setting goals for modest but achievable growth.
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