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Artistic Strategy 2019-2022
Our vision for the next 3 years...

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Artistic Strategy – a summary
These are outlines of plans for our vision for the future of SC Choirs over the coming 1, 2 and 3 years.
Each stage outlines ideas, events and changes we aim to  implement in order to develop the quality and range of experiences we offer, as well as utilising the skills of staff to maximum potential. Recruitment and retention is central to this thinking, as is the importance of delivery from the front. We want to give the best experience possible!

What we achieved in 2017 and 2018 (phase 1 and 2 or the original Artistic Strategy)
  • High quality service covering an age range of 4 to adult across five inclusive choirs
  • Develop a music team who are fully trained, up to speed and totally enthused about choral work. Opportunities for professional development, as well as annual appraisals, so that we can evolve and constantly improve.
  • Moving all choirs to a Wednesday – all choirs on one day, easier when moving up, creates areal ‘buzz’ at venue, good for any joint rehearsals
  • Exciting, regular performances, including a Flash mob and a trip to Queens’ College, Cambridge
  • Organise workshops in schools followed by a joint concert, with observations for teachers get kids interested in singing – supported by the ‘Friday Afternoons’ project
  • Social media – more updates, videos and pictures.
  • Much more social approach: regular, inclusive family-based events – encourages belonging and commitment.
  • Opportunities for older ones to help with younger choirs.
  • Regular rewards and achievements – merits, section attendance cup, certificates for attendance, merit points in rehearsals, record of achievement award at the end of the year,
  • Have a planned break with wine, nibbles & refreshments for adults – encourages a less cliquey atmosphere and a much more friendly and inclusive group.
  • Name badges for all – using people’s names encourages inclusivity.
  • Buy more original copies of music – easier to follow, we own more sets of music as an organisation.
  • Recording rehearsal tracks for members to practice parts at home – learning more quickly and efficiently.
  • Keep repertoire varied and broad.
  • Real focus on good technique via well-planned and effective warm ups – that translates into much better performances and more uniform sound.
  • Use the solfege system in all younger choirs – develops good ear training, understanding of intervals and eventually sight-reading. Encourages excellent musicianship!
  • Employ professional bid-writer/fundraisers which this will enable us to massively expand what we do in the coming years, helping us to fulfill this strategy!
Our plans for the future!
Ordinary text illustrates that this has been achieved in phase 1 or 2 & is ongoing in future years. Underlined text shows a new action.

2019-20 (phase 3 of original Artistic Strategy in 2017)
Retention and recruitment – how will we develop our membership?


  • Good, quality service to continue good word of mouth
  • Regular, FREE taster sessions
  • Practical workshops in schools (rather than a tour)
  • Keep subs steady and competitive: offer ‘early bird’ discount for those that pay early; ‘refer a friend’ offers; sibling discounts
  • Develop a more fluid approach to ‘promotion’ from younger choirs to older. This can include integrating the choirs in rehearsals regularly – and assessing/fast-tracking choristers to the next choir up if they are ready.
  • Exciting performance opportunities throughout the year, with something to look forward to at all times both socially & performance-wise.
  • Partner performances and spot at ABCD Convention with Dynamic Voices
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  • Annual residential for Intermediates and Seniors. Explore the idea of a trip away with Dynamic Voices
  • Social media & website – regular updates, videos and pictures, including our promo video which can be used to promote everything we do. Claire and Charlotte to have more input on this
  • Have a monthly feature on our website and on social media, focusing on a member of staff or chorister.
  • Continue the social approach: regular, inclusive family-based events – encourages belonging and commitment.
  • Continue with a breaks - with wine, nibbles & refreshments for adults – encourages a less cliquey atmosphere and a much more friendly and inclusive group.
  • Name badges for all choirs
  • Invite guest conductors to take rehearsals periodically
  • Come and Sing Day – national choral figure - for members and non-members explore some new music (a funded project) – spring term 2020
  • Encourage leadership opportunities and roles within our younger singers: developing the role of helping in younger choirs, young conductors/leadership opportunities, section leaders, head chorister, buddies
  • Reintroduce choir council
  • Regular rewards achievements: loyalty cards, mascot, sweets, section attendance cup, certificates, record of achievement, 100% for the year award.

Music and Standards
  • Continue to develop our music team, focusing on strengths – with opportunities to have regular professional development. This can include: conducting courses, observing each other, choral conferences, sharing good practise and annual appraisals, so that we can evolve and constantly improve.
  • Keep our focus on good technique and high standards via well-planned and effective warm ups – that translates into much better performances and more uniform sound.
  • Continue to develop the solfege system, weaving this into the teaching and learning of repertoire in major and minor keys. This in turn develops good ear training, understanding of intervals and eventually sight-reading. Encourages excellent musicianship!
  • Develop Helen’s role as a Vocal Coach – need to think about timetabling for this to work
  • Continue our competitive edge: Choir Of the Year, MACC, Songs of Praise and Llangollen all offer opportunities to aim as high as we can.
  • Record rehearsal tracks for members to practice parts at home – learning more quickly and efficiently.
  • Continue to increase and file our sets of music.
  • Music folders to colour match (if possible) each choir.
  • Keep repertoire varied and broad, and include new compositions and arrangements from our own team, but above all ensure that music challenges
  • Classical Project – an extension of repertoire used on Come and Sing Day, where we link together Intermediates, Seniors and Dynamics with B Natural, to perform  a ‘full work’.
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Educational Projects
  • Following Richard’s CHURCHILL FELLOWSHIP in the autumn of 2019, meet with the consortium head teachers to share findings and  promote the importance of singing and how it develops learning
  • Continue developing links with schools, providing regular workshops to help kids actively get interested in singing.
  • In line with Churchill findings, develop an education package which schools can purchase (or use via funding):  one-day, 6-week or longer term packages/support
  • Develop an education page on website, which outlines this arm of our work
  • Continue to partner with the RSCO and Cluster Schools in annual Christmas concerts
  • Schools Concert project  - a concert at Birmingham Town Hall? – similar to Lichfield  Cathedral concert but a larger scale
  • Continue Festival of Voices, building on its debut in July 2019
  • Develop an ‘apprentice’ role for a student (from the Conservatoire?) to help support what we do.
Patrons & professionals – how will we utilize these?
  • Plan workshops with our Patrons Suzi Digby and Only Men Aloud where possible
  • These could be separate events, or form part of our Showcase Concert. Concerts in the park headline for 2020?
  • Possibly plan another visit to Queens’, which may be the last opportunity.
  • Use social media to connect, support and spread the word

2020-22 – Phases 4 and 5 – all ongoing points to continue, along with developing the following:
 New Choirs, Satellite Choirs & Partnering
  • Start to develop new choirs in another part of the city – beginning with a children’s choir, modelled on a similar age bracket to our juniors or  intermediates.
  • This will need sustainable funding and a set of initial workshops in desired areas
  • Encourages links with other parts of the city and a different demographic too, enabling us as an organisation to work with new communities.
  • Partner with music hubs and other musical groups such as ex-cathedra & conservatoire – this may help to extend what we do and enable funding shares

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  • New staff recruitment, or extending work for current staff, will be key here too
  • Develop a schools concert project – offer this as an alternative to Young Voices.
Music & Standards
Continuing progress and focus from previous phases, plus:
  • Prepare for and enter a variety of competitive competitions – flying the flag for SC Choirs
  • Aim for a the Golden Gate Festival (California) or similar
Schools support
  • Following trial sessions, have in place a comprehensive schools support package
  • Further develop the education page on website to show what we offer with evidence of success, quotes and success stories
  • Offer this as CPD for teachers, workshops for children &  performance opportunities
  • Ultimately support schools in delivery of a singing-based music curriculum
  • Develops more confident teachers and, as a result, a singing culture within schools
 
Satellite Choirs – further development for phase 5
  • Develop further choirs in original outreach area from Year 2
  • Start to explore the possibility of starting a new choir in another new area of the city

  • By phase 5  SC Choirs should not only be providing the best choral programme for all ages, but should act as a beacon of musical leadership  and excellence within Birmingham. We want to shine a choral light on Sutton Coldfield – effectively being a ‘leading light’ in what we deliver!

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