DCI Strategic Plan Revised 2018

STRATEGIC PLAN | 2017 • Revised 2018

One question which has been put forth This strategic plan represents the most numerous times at various leadership intensive and inclusive formal plan DCI meetings over the past few decades has has ever assembled.The commitment been this:“Do you think the founders of from the governing body and participating Drum Corps International (DCI) had any organizations to share a vision of what they idea that the organization would one day expect DCI to be in the next few years is evolve into what it is today?” unprecedented.The result is a set of strategic goals which not only addresses what is With the tremendous societal,governmental, immediately in front of the decision makers and economic changes which have taken serving DCI, but establishes goals which are place through four and a half decades,perhaps also a compass providing guidance for the even the most visionary among the group of next several years on the road ahead. founders might not have exacted an image in their crystal ball quite like DCI appears today; We remain grateful for all those who 02 but most certainly would have used words like have contributed to DCI’s success as an “Marching Music’s Major League”to describe organization and as a beacon for the entire what DCI might be in the future. competitive drum corps activity.We are extremely optimistic as we look forward Although the ongoing evolution of the drum to the opportunity which lies ahead for corps experience has unquestionably been all of those who will participate over quite extraordinary, today’s corps leadership the next generation. recognizes that in order to continue to elevate the delivery of DCI’s mission each Sincerely, year, a solid strategic planning process and action-oriented, disciplined implementation must become a part of DCI’s governance and management culture. Daniel E. Acheson, Executive Director/CEO DCI | Strategic Plan | Drum Corps International

Inaugural Drum Corps International Championships University of Wisconsin - Whitewater August 18, 1972 03

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MISSION STATEMENT 05 To bring the life-enriching benefits and enjoyment of marching music performing arts to more people worldwide. We do this by creating a stage for participating organizations to engage in education, competition, entertainment, and the promotion of individual growth. VISION STATEMENT A world in which the positive life- transforming personal and societal benefits of marching music performing arts are widely recognized and enjoyed. CORE VALUES Pursuing Excellence: DCI strives to consistently demonstrate excellence in its operations and results and remain the preeminent leader in its field. Teamwork and Collaboration: DCI promotes effective teamwork, productive relationships, and cooperation to achieve superior results. Visionary Leadership: DCI leads in moving the marching music performing arts toward a preferred future that inspires others to share the vision and engage. Commitment and Dedication: DCI works diligently and tirelessly in its devotion to advancing marching music performing arts. Creativity and Innovation: DCI demonstrates imagination and ingenuity to develop new and effective ways to accomplish its mission. Mutual Care and Respect: DCI treats all with dignity, courtesy, attention, and appreciation; and seeks these traits in others with whom it engages. DCI | Strategic Plan | Drum Corps International

DRUM CORPS INTERNATIONAL STRATEGIC GOALS A. Tour • Maximize the summer tour model for financial growth, sustainability, and increased participation for all participating organizations as well as DCI overall. • Improve event management model for increased effectiveness and resource efficiency for all participating organizations as well as DCI overall. 06 B. Membership Structure + Benefits • Define DCI membership structure and benefits to broaden marching music arts ensemble participation in all our participating organizations as well as DCI overall. • Develop organizational + individual health and wellness standards operationally, fiscally and physically for all our participating organizations as well as DCI overall.

C. Capacity + Sustainability 07 • Grow revenue and reserves for all participating organizations as well as DCI overall in order to increase our capacity, broaden our collective reach in the music education world, and increase accessibility. • Intentionally develop and nurture the next generation of marching music arts educators, organizational leaders, adjudicators, and fans for all our participating organizations as well as DCI overall. D. Communication + Development • Create a three-year comprehensive integrated strategic marketing and communications plan across the enterprise—constructively including all our participating organizations with DCI overall. • Build collaborative relationships by identifying and securing new partners in key markets to broaden interest and participation for all our participating organizations as well as DCI. These four strategic goal areas with eight key functional goals are based on the most comprehensive, strategic planning process, and inclusive data-gathering analysis ever seen in the history of Drum Corps International from September 2016–May 2017. DCI | Strategic Plan | Drum Corps International

TOUR STRATEGIC OBJECTIVES 08

A.1. Review, maximize, and potentially 09 redesign the tour model for financial growth, sustainability, and increased participation. Create a task force to examine and advise the DCI Board of Directors by the second quarter of FY 2019 on recommendations for the Board’s approval to implement new considerations of the Tour Model for the tour season of FY 2021 to increase revenues, contain costs, and elevate participation. A.2. Evaluate and implement improved event management model for increased effectiveness and resource efficiency. Create an ad hoc committee with representation from DCI management, member corps and Tour Event Partners (TEPs) to evaluate the effectiveness of the current decentralized tour event management structure, determine the advantages and disadvantages of moving to a single DCI event management model, and make recommendations to the DCI Board of Directors by the second quarter of FY 2019 for approval of any significant changes to the event management model to be instituted in FY 2020. DCI | Strategic Plan | Drum Corps International

MEMBERSHIP B.1. Enhance DCI membership structure and benefits to STRUCTURE + broaden participation and unity. Assign to the Governance Committee and the Membership Affairs Committee to BENEFITS undertake the research and development to propose to the DCI Board of Directors by the 1st quarter of FY 2019 for approval of STRATEGIC OBJECTIVES a new membership structure and related benefits that would be instituted in calendar year 2020. 10 B.2. Develop comprehensive criteria to define the baseline operational standards for all levels of membership as well as participating organizations. Membership Affairs Committee will develop a proposal for the DCI Board of Directors to consider. The recommendation will take place by the 4th Quarter of FY 2018 for approval of a new membership structure that would be instituted in calendar year 2020. B.3. Promote ongoing performer health, safety and well-being. Assign to the Membership Affairs Committee and DCI management the development of recommended organizational policies and procedures, educational needs, and participating organizations’ compliance enforcement mechanisms for approval by the DCI Board of Directors by the third quarter of FY 2018 to address: Corps staff and volunteer misconduct (with appropriate background checks); performer physical safety; fraternization; sexual harassment; nondiscrimination; smoking, alcohol and substance abuse; concealed weapons; whistle-blower safety and other related issues in FY 2019. DCI | Strategic Plan | Drum Corps International

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CAPACITY + SUSTAINABILITY STRATEGIC OBJECTIVES 12

C.1. Establish growth targets for both revenue and operational reserves. With the leadership of the Business Development Task Force, by 1st quarter of 2019, identify and determine the viability of strategies to define and expand current revenue streams within DCI’s core competencies. C.2. Conduct feasibility study on ways to generate, expand and diversify new revenue streams within DCI’s core competencies for continued organizational growth. With the leadership of the Business Development Task Force a feasibility study will be completed by January 2020 to identify and determine the viability of strategies to generate new revenue streams within DCI’s core competencies. C.3. Pursue governance excellence. The Governance Committee did 13 secure and work with outsourced governance expertise in mid-FY 2018 to audit DCI’s current board policies, procedures and practices against best practices of exceptional boards and made recommendations for board approval of needed changes to be instituted in early FY 2019. C.4. Develop a management succession plan for effective organizational continuity and transition. The Board of Directors will develop and approve a formal succession plan by the first quarter of FY 2020 that will determine the competencies, skills and other criteria desired in DCI’s next Executive Director and other critical management positions. C.5. Develop and nurture the next generation of marching music arts educators, organizational leaders, adjudicators, and fans. Define educational and advocacy programming to occur year-round by FY 2019. DCI | Strategic Plan | Drum Corps International

COMMUNICATION + DEVELOPMENT STRATEGIC OBJECTIVES D.1. Create and implement a three-year comprehensive, integrated strategic marketing and communications plan across the enterprise. With the assistance of outsourced marketing and communications expertise, DCI marketing staff and management will work with the Marketing Committee to develop a comprehensive organization-wide three-year strategic marketing communications plan for Board approval and introduction in FY 2019. D.2. Enhance the level of engagement, collaboration and support provided by current partners and sponsors. DCI, via its corporate and community outreach and business development efforts, will increase the financial value of partnerships and sponsorships by at least 5 % over the next three fiscal years, FY 2018-2020 among those companies with whom it already has relationships while limiting current partners/sponsors attrition to no more than 1%. 14 D.3. Identify and secure new partners and sponsors in key markets to broaden interests and participation in DCI’s tour and events. DCI, via its corporate and community outreach and business development efforts, will increase the number of “new” partners and sponsors in key markets by 10 companies and 10 percent increased revenue over the next three fiscal years, FY 2018-2020 among interests with whom DCI does not have current relationships. D.4. Monitor and maintain DCI’s current level of international engagement for the foreseeable future. DCI will continue its current level of activities internationally which has primarily been based on the successful licensing of the SoundSport® program. Additional exporting and revenues may be pursued while assessing additional opportunities for such engagement (e.g., international tours) that can be more seriously pursued after DCI addresses multiple needs and opportunities in the United States per the other strategic objectives. DCI | Strategic Plan | Drum Corps International

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OUR STRATEGIC INTENT STRENGTHEN THE HEALTH &WELLNESS OF THE DCI COMMUNITY MEMBERS • Code of Ethics (B.3) VOLUNTEERS • Health and Wellness (B.3) • Background Checks (B.3) STAFF PARTICIPATING • Code of Ethics (B.3) ORGANIZATIONS • Membership Structure (B.1) • Operational Standards (B.2) • Financial Health (C.1) • Succession and Next Generation (C.4, C.5) DCI • Code of Ethics (B.3) • Tour Model (A.1) • Improved Event Management (A.2) • Financial Reserves (C.1) • Grow and Diversify Revenue (C.2) • Governance Excellence (C.3) • Succession and Next Generation (C.4, C.5) • Marketing, Sponsorship, International (D.1, D.2, D.3, D.4) DCI | Strategic Plan | Drum Corps International