About

Background: Strategic Plan 2024–29

In the fall of 2023, MSM assembled a Steering Committee to develop the 2024-29 Strategic Plan that will serve as the institution’s compass through the end of the decade. This group met together for a dozen-plus hours in structured meetings facilitated by McKinsey & Company, a global consulting firm that provided pro bono services thanks to MSM Board Vice Chair David Knott, who is a Senior Managing Partner with the firm.

As with strategic plans at most institutions, the Steering Committee reviewed a profusion of data about MSM’s successes and challenges, as well as those of our peer institutions. The Committee also discussed at length the hallmarks of the School’s heritage and the enduring value of an MSM education: What makes MSM a nurturing environment dedicated to excellence?

The resulting Strategic Plan initiatives are divided into two categories: Foundational and Bold Moves. The Foundational area focuses on enhancing the School’s existing systems and infrastructure as well as securing enrollment and financial stability, issues confronting the vast majority of higher education institutions. The Bold Moves are targeted initiatives that build on MSM’s specific strengths and embody its institutional values.

FOUNDATIONAL INITIATIVES

Enduring Mission, Values, DEI, & Culture

F1. Institutionalize the “MSM Way”
Ensure a nurturing culture is an integral part of MSM’s value by further embedding it into leadership, general training, and daily practice throughout the institution.

F2. Advance the Cultural Inclusion Initiative and DEI Access
Expand access for all, especially underrepresented musicians, through community learning opportunities, partnerships, and support systems.

F3. Catalyze NYC (Harlem and Beyond) as MSM’s Home
Strengthen MSM’s presence in New York City through collaborative relationships with key cultural and musical institutions, emphasizing the cultural enrichment of the larger community and MSM, as well as the impact MSM can have on the community.

Resilient Infrastructure

F4. Modernize Classrooms and Technology
Upgrade and reconfigure classrooms to better serve current needs of faculty and students, including industry-standard technology and fixtures to improve the faculty and student experience.

F5. Conduct End-to-End Transformation of Finance Function
Pursue a high level of accuracy, timeliness, and harmonization between accounting, budgeting, and financial reporting while incorporating fuller automation within student accounts, accounts payable, payroll, and financial reporting. Those efforts will be accompanied by thoughtfully developed and integrated management tools to help inform institutional decisions and manage functional efforts all to help ensure MSM’s success.

F6. Optimize Human Capacity
Enhance human capacity and support operations throughout the institution by analyzing and assessing employee and institutional needs to optimize efficiency, effectiveness, and engagement.

Enrollment Security

F7. Increase the College Tuition Discount Rate
Leverage MSM resources to ratably increase the College tuition discount to 50% by FY29 to continue to attract and retain talented students.

F8. Crystalize Differentiated Value Propositions for the College Student Population
Clearly articulate a universal value proposition and identify differentiated populations to create nuanced value propositions; aligning marketing and communication and leveraging more evidence-based accomplishments and alumni success stories to increase applications, build brand awareness, and perceived return on investment.

F9. Expand Online Marketing and Presence
Launch a comprehensive strategic marketing campaign to heighten MSM’s visibility and image to attract new students and donors.

F10. Strengthen Domestic College Student Pipeline
Grow and diversify the pipeline of incoming domestic students to maintain ≥50% domestic of the total student population. Prioritize feeder organizations and geographic locations for application growth, enhance connectivity between the MSM Community and applicants to drive yield of domestic students, and sustain financial resilience.

F11. Strengthen International Student Pipeline
Grow and diversify the pipeline of incoming international students. Prioritize feeder organizations and geographic locations for application growth, enhance connectivity between the MSM Community and applicants to drive yield of international students, and sustain financial resilience.

BOLD MOVES

Reimagine Conservatory Experience

B1. Evolve Career Readiness Offerings for Students
Advance the role of The Center for Career Readiness & Community Impact (CCRCI) to expand experiential learning, boosting career outcomes and the return on investment of an MSM education, empowering students to hone ‘’real-life” skills, and encouraging career opportunities across divisions.

B2. Incorporate Hybrid and/or Online Learning to Improve On-Campus Activities
Develop blended learning opportunities (such as hybrid, online-only, and micro-courses) for current students in order to improve learning outcomes; increase flexibility in students’ and faculty members’ schedules; and allow the School to reimagine and reconfigure the newly freed-up campus space for prioritizing creative academic and artistic opportunities.

Innovate in New Learning Offerings

B3. Launch Bachelor of Fine Arts Online Degree
Break ground by launching the new, online BFA program for performing artists without a Bachelor’s degree, opening up mission advancement, unique positioning, and new opportunities for revenue.

B4. Launch Dual-Admissions Pathways
Establish more dual programs with neighboring institutions to foster “greater value” and educational options, building on the precedent set with Teachers College pathway program.

B5. Expand Youth and Continuing Education Programs
Grow the non-collegiate programs, such as the Precollege and MSM Summer, and begin continuing education programs that increase access to conservatory education.

Bolster Financial Strength

B6. Expand Board of Trustees
Increase the size, giving capacity, and expertise of the Board to drive private giving and strategic leadership, and expand our philanthropic network.

B7. Accelerate and Scale Up Fundraising Activities
Diversify private giving sources and launch donor engagement programs to fund key initiatives at MSM.

B8. Diversify Revenue Streams
Investigate and secure alternative revenue sources to bolster MSM’s financial foundation.

B9. Optimize Post-Debt Resources
Design a plan to reallocate funds freed from debt payments into strategic areas that will position MSM to increase overall excellence and value, and create greater financial security.

MSM Mission Statement

Manhattan School of Music is deeply committed to excellence in education, performance, and creative activity; to the humanity of the School’s environment; to preparing all our students to find their success; and to the cultural enrichment of the larger community. A premier international conservatory, MSM inspires and empowers highly talented individuals to realize their potential. We take full advantage of New York’s abundant learning and performance opportunities, preparing our students to be accomplished and passionate performers, composers, teachers, and imaginative, effective contributors to the arts and society.