Ensuring production of high-quality performances, perhaps five a year • Critical Success Factor: Measuring endowment fund growth and increased ticket sales • Measure: Having capital need covered by revenue from ticket sales

Utah Symphony Balanced Scorecard

The vision for the Utah Symphony is to be a world-class symphony.

The business model is to provide sufficient high-quality concerts to sustain the 83 full-time musicians under contract.

 

Financial

•  Strategic Goal: Being financially stable with sufficient annual profitability

•  Critical Success Factor: Having fundraising sufficient to allow ticket prices to stay same as last year

•  Measure: Having profitability increase in coming years (from $116K to $500K a year)

 

Customer

•  Strategic Goal: Being attuned to their desires for world-class performances

•  Critical Success Factor: Hiring top quality talent

•  Measure: Receiving feedback from exiting patrons

 

Internal Process

•  Strategic Goal: Having flexibility in decreasing expenses due to fundraising gaps

•  Critical Success Factor: Renegotiating contracts with musicians

•  Measure: Improving profitability

 

Learning and Growth

•  Strategic Goal: Including a wider variety of symphonies offered to appeal to a more varied audience

•  Critical Success Factor:  Having a successful marketing campaign that advertises different symphonies to younger audience

•  Measure: Having improved ticket sales and returning audience

 

Utah Opera Balanced Scorecard

The vision for the Utah Opera is to become a nationally renowned opera house.

The business model is to improve the quality of the performances and increase the endowment funds.

 

Financial

•  Strategic Goal: Being financially stable with an increasing reserve fund

•  Critical Success Factor: Raising additional funds and having endowments realized

•  Measure: Improving reserve fund amount

 

Customer

•  Strategic Goal: Having regionally and nationally acclaimed opera performances

•  Critical Success Factor: Excelling in quality performances

•  Measure: Having sold-out or near sold-out performances

 

Internal Process

•  Strategic Goal: Maintaining financial stability and attracting top talent

•  Critical Success Factor: Having successful negotiations with selected performers

•  Measure: Measuring profitability and having reviews noting quality of performances

Learning and Growth

•  Strategic Goal: Ensuring production of high-quality performances, perhaps five a year

•  Critical Success Factor: Measuring endowment fund growth and increased ticket sales

•  Measure: Having capital need covered by revenue from ticket sales

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