Community Music School of Webster University

Strategic Plan 2009

-Draft-

Summary

Recognizing the dramatic change in its environment since moving to the Webster University campus, CMS has engaged its Director, administration, faculty and Advisory Council to develop a new strategic plan. This new plan is intended to set the direction for the school in the coming years while assuring alignment with the recently completed Webster University Vision 2020.

The Plan first reaffirms the Mission and Vision of the school, then establishes Goals, identifies Objectives in meeting those goals, and details specific Strategies the school will undertake to accomplish the objectives. There are four key Goals identified in the Plan:

Goal #1:  Create a sustainable institution with the capacity to realize its vision 

Goal #2:  Establish CMS as the recognized, premier musical education institution in the region

Goal #3:  Establish CMS with a diverse musical curriculum to a diverse population

Goal #4:  Engage the community with varied education and performance programs

We believe these goals align with Webster’s Vision 2020 by positioning CMS to contribute to the University’s overall reputation, supporting the University’s approach to diversity, and helping build strong community bonds.

Mission Statement                                     
To provide students in our region with music education and performance opportunities of the highest quality, and to contribute to the artistic vibrancy of the St. Louis community

Vision
The Community Music School of Webster University (CMS) will be known nationally as an exceptional music education institution with a reputation based on the talents and accomplishments of its students and outstanding faculty.  A culturally diverse CMS student population represents all ages, abilities, and economic backgrounds drawn by a common love of music, a wide range of high quality programs, and outstanding performance opportunities.  The CMS is a true musical community where relationships are developed within a supportive environment of rich musical experiences.  Integral to a thriving and accomplished Arts program nurtured by Webster University, the CMS benefits from strong relationships with both academic and professional faculty, insightful community stewardship, growing annual and endowed funding, and access to quality education and performance facilities.


Goals & Objectives

Goal #1:    Create a sustainable institution with the capacity to realize its vision  CMS realizes that to be the world-class musical institution it envisions, it must be as adept at providing for its existence and creating value for its stakeholders, as it is at providing quality musical instruction.  

Objective 1a.  Operate with a breakeven budget
Strategy 1a.1  Establish a permanent Review Board to challenge and justify all initiatives for business feasibility and alignment with CMS mission and vision
Strategy 1a.2   Increase enrollment by maximizing existing studio space and available time
Strategy1a.3  Engage constituents in focused fund raising efforts
Strategy 1a.4   Work with Webster Development to achieve CMS endowment goal of $7M-$10M
Strategy 1a.5   Upon space constraint, increase enrollment through expansion of programs to additional sites
Strategy 1a.6  Conduct pricing study to confirm most efficient price structure

Objective 1b.   Operate a “best in class” organization with excellent customer service, worthy of the national reputation we strive for
Strategy 1b.1   Network computer system to all sites to improve registration, billing and customer response; investigate VPN access to Faust and 23 Old Orchard locations
Strategy 1b.2  Consolidate information and improve reporting to better track and analyze enrollment, geographic draw, classroom utilization, instrument maintenance, etc.
Strategy 1b.3 Develop staffing plan and strategy to improve work efficiency and productivity: data entry, communications, faculty and staff evaluations, Prep Program support, etc

Objective 1c.  Utilize resources effectively, creating efficient capacity
Strategy 1c.1    Work with the Music Department and Webster Administration to develop a plan and strategy for addressing the sound issues within the CMS building, specifically the sound bleed that precludes the use of the concert hall when teaching studios and rehearsal rooms are being used.
Strategy 1c.2    Consolidate administrative offices with the rest of the school
Strategy 1c.3   Develop a plan and strategy, in conjunction with the Music Department, for the rehabilitation of the piano inventory; such plan must identify and address deferred maintenance issues, replacement requirements, and sourcing options.

Goal #2:    Establish CMS as the recognized, premier musical education institution in the region

CMS offers the highest quality music education, enhancing individual instruction with ensemble/orchestral and public performance opportunities.

Objective 2a.  Develop a comprehensive Marketing Plan, under the direction of an active, experienced Marketing Committee.

Objective 2b. Significantly improve CMS awareness within the regional, musical, and Webster University communities.
Strategy 2b.1    Develop more robust website, including audio and/or streaming video to demonstrate level of talent of CMS
Strategy 2b.2    Explore additional satellite locations to expand CMS accessibility and capacity
Strategy 2b.3    Develop focused public awareness campaign, including effective publicity of special performances and accomplishments earned
Strategy 2b.4    Ensure CMS is properly identified a) when referring to the facility in all events booked in the concert hall; and b) with appropriate campus and building signage

Objective 2c. Position CMS as a true community asset, contributing to the quality of the cultural environment.
Strategy 2c.1     Develop opportunities for students to perform in appropriate public settings
Strategy 2c.2     Create educational and value-add opportunities for area music teachers
Strategy 2c.3     Host events designed to introduce the public to the pleasure of listening and learning music, e.g. Meet the Instruments Night; Master Classes, Pre-concert programs
Strategy 2c.4     Target alumni, student’s parents, and community members at large in ongoing casual, structured ensembles, impromptu concerts, etc.

Goal #3:    Establish CMS with a diverse musical offering to a diverse audience

While the CMS has achieved recognition for artistic excellence within some communities, a premier reputation will require the recognition of CMS as a musical authority across a variety of genres. Additionally, a broad curriculum and diverse student body places CMS in direct alignment with the vision of Webster University.

Objective 3a.         Strengthen pre-school programs, developing student “readiness” for learning and capturing student and parent commitment for many years
Strategy 3a.1     Leverage CMS’ strong foundation of its custom-developed curriculum, nurturing an early knowledge of and interest in music
Strategy 3a.2     Continue to strengthen the curricular bridge between pre-school programs and CMS flagship programs

Objective 3b.    Develop curriculum offerings and events that focus on World Music
Strategy 3b.1     Explore the existing music cultures in the St. Louis area and determine opportunities for curriculum development
Strategy 3b.2     Encourage current instructors to include a component of world music in their current repertoire.

Objective 3c.    Develop offerings to target adults as a way to leveraging a less price-sensitive, yet highly influential audience                  Adult involvement in the school expands the audience at all levels, solidifying a relationship with those who make enrollment decisions for themselves, their children and often their grandchildren. Additionally, adult education can be offered at a higher margin and so be more profitable. Finally, adult-oriented programs can provide a more diverse catalogue of offerings, helping realize the CMS vision of broad music appreciation and community impact.
Strategy 3c.1    Encourage alumni participation through impromptu or invitational concerts                             
Strategy 3c.2    Develop adult program offerings

Goal #4:    Engage the community with varied education and performance programs

Offering more opportunities for community engagement will raise overall awareness and interest through exposure and impressions.

Objective 4a:   Establish CMS as a primary venue for intimate, professional performances                             
Strategy 4a.1    Sponsor series of unique, focused performances by guest artists
Strategy 4a.2    Expand and ‘brand’ the CMS Master Class series to expose players and non-players to the intricacies of professional level performance skills

Objective 4b:    Build awareness of CMS and the quality of its students with select public student performances
Strategy 4b.1     Develop list of appropriate venues and events to showcase CMS student talent, such as campus events, charity dinners, private parties, etc
Strategy 4b.2    Plan additional CMS events to highlight the breadth and depth of CMS student talent
Strategy 4b.3    Expand association with Saint Louis Symphony and other arts organizations to create opportunities for performances

Objective 4c:   Develop engaging opportunities to deepen community interest in music and the CMS
Strategy 4c.1    Explore community offerings such as pre-concert programs, musical tours, “hot topic” discussion series                                                           
Goal #5   Expand and create opportunities to integrate with Webster University

CMS strives to expand and develop ties with Webster University that will demonstrate its value to the University, align with the University’s strategic plan, and strengthen CMS programs and administration.

Objective 5.a.  Raise awareness for integration in place
Strategy 5.a.1  Circulate a summary of CMS programs and processes demonstrating collaboration with the Department of Music and other University departments to key administrators
Strategy 5.a.2    Announce integrated programs on the University List serve
Strategy 5.a.3 Demonstrate current use of CMS facilities by multiple University departments and organizations

Objective 5.b.  Explore new integration possibilities with the Department of Music
Strategy 5.b.1  Working with the Department of Music to contact CMS juniors for invitation to consider Webster University music program
Strategy 5.b.2  Explore and implement collaborations between Webster Symphony and CMS orchestral program
Strategy 5.b.3  Consider possibilities for Suzuki faculty member(s) to teach string pedagogy or methods classes for the Department of Music and/or Suzuki teacher training courses
Strategy 5.b.4  Consider collaborations with all programs within the Department of Music, particularly jazz programs

Objective 5.c.  Explore integration possibilities with other University Departments                       
Strategy 5.c.1  Admissions: Recruit for University via CMS Juniors
Strategy 5.c.2  Admissions:  Institutional grants available to CMS students who go to Webster University.
Strategy 5.c.3  Academic Affairs: Explore the possibilities for PREP students to receive university credit


Your ideas and suggestions are welcome.  Please email to Carol Commerford, Director, at carolc@webster.edu.  Thank you.