Greg Harrington was a young conductor finishing his undergraduate degree at Pinecliffe University in northern Colorado. His love of orchestral pops repertoire and his growing list of musician contacts led to the launch of the Boulder Pops Orchestra. This case study surveys the early years of the Boulder Pops Orchestra, including its partnerships with Pinecliffe University and another local school. Dissatisfied with some of the strictures of the agreement with Pinecliffe University in particular, Greg and his musicians sought an improved arrangement with another institution, the Boulder Community Music School. A negotiation between Greg and the dean of the community music school is at the center of the case.  Note: Boulder Pops Orchestra is a fictional organization. The story and concluding scenario are loosely based on the experience of a real pops orchestra.

Located just east of the scenic Rocky Mountains in Calgary, Alberta, Canada, the Mount Royal Conservatory serves as the music school of the Mount Royal University, a post-secondary institution offering undergraduate and continuing education programs for some 15,000 students annually. The conservatory itself provides primarily non-credit music and speech arts instruction to over 4,000 students of all ages and abilities. Private lessons, choirs, instrumental ensembles, as well as early childhood and advanced performance programs make up just some of the conservatory’s diverse offerings. To adapt to the growing needs of its students and community, the physical home of the conservatory has taken many forms. After surveying a brief history of the conservatory, the case focuses on Director Paul Dornian’s efforts to build an entirely new performing arts and teaching facility. Following two decades of planning, fundraising, and preparatory work, Dornian faced a serious decision when construction costs skyrocketed unexpectedly. This case examines the conflicting factors Dornian was forced to weigh as he deliberated a path forward for his organization.

The city of St. Louis has long stood as one of the centers of American jazz and blues history. Jazz St. Louis is a not-for-profit organization that has made a deep and sustained impact on the city’s vibrant jazz culture since the early 1990s. A $10 million capital campaign begun in 2013 led to an expanded array of live programming and educational initiatives, renovated facilities, and additional staff at Jazz St. Louis. In the years following this growth, the organization is challenged to supplement its enhanced programming with increases in both contributed and earned revenue, while staying loyal to the Jazz St. Louis mission. The case forces strategic decision-making in the context of a one-time grant proposal.

The Crossing is a professional vocal chamber ensemble dedicated to the performance and recording of contemporary choral music through commissioned works from leading composers. The works that the choir presents also respond to modern social, political, and environmental issues. Directed by Donald Nally, The Crossing has earned numerous accolades for its ambitious recordings. The case surveys four important works that The Crossing has commissioned. Executive Director Jonathan Bradley is looking to turn the enthusiasm and praise for The Crossing’s achievements into organizational sustainability for the long term. Metrics for success appropriate to the mission of The Crossing present a major challenge.

In the last decade, the Detroit Symphony Orchestra has changed the way it does business. The DSO’s creative methods of thinking, planning, and communicating collectively as an organization have fostered an entirely new leadership dynamic that thrives amidst cross-constituent work. This case study explores the DSO’s organizational changes over the ten years following a six-month strike in 2010-2011, focusing specifically on decision-making relative to financial planning, organizational planning, community relationships, and programming initiatives. The case invites learners to assess the original strategic planning document, Blueprint 2023, and create plans for Blueprint 2.0 that will continue to guide the DSO’s planning and program growth relative to financial considerations.