Central Florida Vocal Arts

I. Expand Community Engagement
Timeline – Over the next two years.
Measurable – Present performances that engage in unexpected places (ex. Opera on a bus, Opera on a train).
Present at least three community engagement style performances annually that are free or minimal cost, in non traditional performance locations.

II. Improve Quality of All Performances and Educational Programs
Timeline – Over the next two years.
Measurable – Implement post performance and program surveys that evaluate artistic merit and overall experience. Designate an officer responsible for sending surveys, collecting data and identifying trends.

III. Increase and Diversify Audience
Timeline – Over the next five years.
Measurable – Select repertoire that celebrates diversity in race, ethnicity, language, sexual orientation and gender identity. Invest in targeted marketing to diverse audiences not only for shows with a diverse mission, but all artistic presentations. Collect surveys after all programs that provides audience demographics. Increase audience attendance by 10 to 15% annually.

IV. Increase Scholarship Opportunity and Awards to Underserved Demographic
Timeline – Over the next five years.
Measurable – Establish a scholarship endowment that allocates approximately 5% of the annual operating budget for scholarships for year round, Winter, Spring and Summer Institute. Increase awareness of program through classroom teacher incentive program (to launch 2020). Collect surveys from all recipients on program experience.

V. Create Strategic Theater Partnerships
Timeline – Over the next two to five years.
Measurable – Establish a strategic partnership with The Orlando Repertory Theatre and others (The Orlando Museum of Art, The Dr. Phillips Performing Arts Center) to present programming at affordable rental rates. Also to present performances in a consistent location to better build audience. Continue to build on supportive collaborative relationships with other arts groups to build a network for costumes, tech, prop and set lending.

VI. Increase Number of Donor Relationships and Major Gifts
Timeline – Over the next two to five years.
Measurable – Increase individual giving by 25% annually (starting at $10,000 in 2019) with a goal to retain 90% of donors annually and add one major gift every two years (major gift - $2500 +).

VII. Expand Our Mainstage Season Programming
Timeline – Over the next two years.
Measurable – Present five shows annually (two under Opera del Sol, three under Central Florida Vocal Arts mainstage). Establish a clear season plan with prospective venues minimum two years out. This constitutes addition of one to two shows from current programing.

VIII. Increase Grant Award Funding
Timeline – Over the next two to five years.
Measurable – Receive operating support grant funding from multiple sources (United Arts, State of Florida) and production specific grants from City of Orlando, corporate grantors and more.

Central Florida Vocal Arts and Opera del Sol have grown at a steady, but rapid rate and we now plan to further increase the breadth of our impact, beginning with our educational initiatives. Our team of teachers is recognized as some of the most elite and passionate teaching artists in the area. Led by our Director of Education, Gabrielle Pitchford (M.M. UNC Greensboro), this talented team is our most valuable asset in implementing our educational programs. For that reason, over 80% of every lesson fee is paid directly back to the teaching artist, which allows to attract the finest talent. Through grassroots efforts, including in school visits and collaborations with other professional organizations, including Central Florida Community Arts and National Association of Teachers of Singing, we have established flourishing year round educational programming, which now includes extensive in school and community offerings across Central Florida.

Through collaboration with Scott Evans, OCPS Arts Administrator, we are working to reach even more students in need of our services through our in school program 1:1 Arts Virtual, serving students in Title I schools with voice lessons delivered via digital streaming platform. We hope to expand this program to offer this to Pace Center for Girls. We regularly meet with Scott and his team to evaluate the evolving needs of OCPS arts students.

Our greatest resource in implementing our professional production goals is the network of outstanding performers we have cultivated. We have collaborated with hundreds of adult and youth singers who have been involved in our performances in a variety of capacities. Because of our strong commitment to the well-being of our artists, we have a great reputation in the arts community and these performers work with us time and time again. Also, our creative team members, specifically Nishaa Johnson (M.M. UCF) and Nicole Dupre, are dedicated to conceptualizing innovative, fusion productions and selecting compelling works with a message. Nishaa is not only a musical visionary but a capable composer, arranger, pianist and music director who creates original music works.

In order to increase audience attendance, we need to reach members of our community outside our current scope of influence. We have recently launched an Ambassadors Council, led by opera star, Susan Neves to do just that. Audiences have been growing steadily but on the precipice of major growth, increased funding will allow the organization to better market our productions. Our whole team has been involved in training opportunities as well through the Edyth Bush Institute to increase of fundraising capacity to support all of our efforts.

We are focusing our marketing efforts on modern mediums including Pulptown, Facebook, Instagram, Google, Bungalower and Yelp, among others. Also, through the "Opera On" and "City Lights" series, we bring performances out of the concert hall and to the people both in person and dig

Our Officers are composed of highly trained and experienced performers, teaching artists and arts industry professionals. Their expertise in the field allows them to identify both the needs of our students and the interests of our audiences, resulting in increased educational enrollment, as well as increased attendance at our professional performances.

The Officers collaborate to create curriculum, examine scholarship applicants and create original productions among countless other tasks. They are the people who "get their hands dirty", and they are involved in every program we produce. With Foundation funding, we could compensate several of our most important Officers for the innumerable hours spent on both artistic and administrative endeavors. As the organization has grown tremendously, we would like to pay the Executive, Artistic, Creative and Educational Directors more fairly and ultimately the other Officers, for their efforts. This would allow us to increase capacity and accountability.

Our Board of Directors is composed of diverse and well-connected community members and arts enthusiasts that are willing to use their relationships to the benefit of Central Florida Vocal Arts. They are actively networking on behalf of the organization and building community awareness and interest in our original and interactive performances. The Directors further assist in cultivating individual donors to support our programs and also make an annual contribution. We launched an Ambassadors Council in March 2020 to further increase our community reach. With further funding, we would like to offer the opportunity for our Board Members and Officers to receive additional training in non-profit work through the Edyth Bush Institute.

As we grow, we are implementing systems that allow for financial and donor transparency and we currently operate with a small surplus and have no debt. Funding for professional productions comes primarily from business sponsorship and program advertising, covering most production costs before the first ticket sale. The Bel Canto scholarship program is funded through silent auction, gala and other fundraisers. Institute scholarships are also supported by these fundraising endeavors, and offset by high enrollment numbers and potential mini grant opportunities.

Investment will allow us to increase both our community reach and opportunities for our financially needy students, rather than relying on the success of annual fundraising and programmatic income. Since we do not have a home venue, it is critical that we have the technical equipment we need to make our productions a success, regardless of venue. With funding to invest in sound and lighting equipment, we would be able to achieve consistency in the important technical elements of our shows. As a company dedicated to a modern approach to opera, this is very important.

PROGRESS ON Expand Community Engagement
Since 2019 we have expanded our Arts 1:1 program from just 10 students in Orange County Public Schools to 40 students, as well as 20 in Osceola County and a class at Pace Center for Girls. We have also collaborated with Aspire Health, Advanced Recovery Systems, the Seminole County Sheriff's Office and more. We have also added a new educational and rehearsal venue.

PROGRESS ON Improve Quality of All Performances and Educational Programs
See survey feedback -
2021 Institute Feedback -
"When I grow up I want to work at Central Florida Vocal Arts. I want to sing, help with camps, and teach students. And maybe to help myself get there, I'll start a babysitting camp for kids interested in music so I can practice". - Sienna, age 11, a Studio student and Summer Institute alumni with ASD
"You outdo yourself every year. This was the best one yet. Congratulations and thank you" - Joe, father of Will, aged 16, a neurotypical Institute alumni
2020 Institute Feedback -
100% of participants reported a moderate to significant change in their confidence in performance.
100% of students reported they would recommend the program to their peers.

PROGRESS ON Increase Scholarship Opportunity and Awards to Underserved Demographic
We acquired a grant in 2021 to specifically fund Bel Canto Scholarships and project to award 28 Bel Canto Scholarship in 2022, in addition to workshop and Institute scholarship, outside of the Arts 1:1 partnerships we have in schools.

PROGRESS ON Increase Number of Donor Relationships and Major Gifts
In 2020, we participated in our first fundraising campaign with United Arts of Central Florida, Empower the Arts, after which we were immediately invited to participate in the larger Collaborative Campaign for the Arts. Our donations increased from $5151.90 in 2019 to $34,675.46 in 2020 and then to $ in 2021.