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A road map to lead the KSO into its next century!

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Page 1: Kalamazoo Symphony Orchestra's Strategic Plan
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CONTENTS 4 Introduction OurMission OurVision

5 OurValues

7 StrategicInitiatives

8 History

10 OrganizationalBackground

13 Methodology

14 KeyFindings

15 CommunitySurveyData

25 FinalPreparation

26 Conclusion

28 StrategicInitiatives(Detailed)

OUR MISSION IS TO SERVE OUR COMMUNITY

THROUGH OUTSTANDING MUSICAL

LISTENING AND LEARNING EXPERIENCES

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Allaroundtheworld,symphonyorchestrasareunderpressuretofindthe key to operating in challenging and changing times. Traditionalsymphony audiences are aging. New technologies are providingeasilyaccessiblealternativesto liveperformances intheconcerthall.Communitiesaregrapplingwithpersistentsocialissues,makingsupportand funding for the arts all the more difficult to obtain. Orchestraseverywherearestrugglingtoprovetheirrelevancetotheircommunities.

TheKalamazooSymphonyOrchestra(KSO)ismorefortunatethanmanyof itspeerorganizations.TheKSOenjoys the long-standingsupport and generosity of its community, a consistent subscriberbase,andthesecuritythatastrongendowmentprovides.Thankstostrongcommunitysupport,artisticexcellence,acommittedstaffandboard,andstrongeducationandcommunityprograms,theKSOhasbeenabletoweatherthestormsofashiftingartsenvironment.Still,theorganizationmustbereadytoadapt,reinvent,andimproveinadynamicandacceleratingenvironment.

In2014,theKSOwasatanimportantorganizationalcrossroads.Withanew leaderat thehelm,andon thecuspof itsupcoming 100thanniversaryseason(in2020-2021),theKSOknewthetimewasrighttoevaluateallfacetsoftheorganizationandcarefullyplanforthefuture.Forelevenmonths(October2014throughAugust2015),theKSOembarkeduponthemostwide-rangingandinclusivestrategicplanningprocessintheorganization’s95-yearhistory.

Theresultoftheplanningprocessfollows:aroadmaptoleadtheKSOintoitsnextcentury.

INTRODUCTION

OURMISSION

TOSERVEOURCOMMUNITY

THROUGHOUTSTANDING

MUSICALLISTENING

ANDLEARNINGEXPERIENCES

OURVISION

SYMPHONICMUSICISAPART

OFEVERYDAYLIFETHROUGHOUT

OURCOMMUNITY

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OURVALUES

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STRATEGICINITIATIVESIN 2014, THE KSO EMBARKED UPON THE MOST WIDE-RANGING AND INCLUSIVE STRATEGIC

PLANNING PROCESS IN THE ORGANIZATION’S 95-YEAR HISTORY. AFTER INTERVIEWING A

NUMBER OF QUALIFIED CANDIDATES, KSO CHOSE ARTS CONSULTING GROUP (ACG), ONE OF

THE LARGEST ARTS CONSULTING FIRMS IN THE COUNTRY, TO ASSIST IN THE CREATION OF

ITS STRATEGIC PLAN. ACG CONDUCTED AN EXTENSIVE SERIES OF INTERVIEWS WITH KEY

STAKEHOLDERS; MET INDIVIDUALLY AND IN SMALL GROUPS WITH KSO DONORS, SUBSCRIBERS,

MUSICIANS, AND VOLUNTEERS; AND LED A BROAD-RANGING COMMUNITY SURVEY (LEARN

MORE ABOUT THIS PROCESS ON PAGE 13). WITH DETAILS AND RESULTS FROM THESE

ACTIVITIES IN MIND, KSO HAS EMBRACED THE FOLLOWING STRATEGIC INITIATIVES:

OptimizeOptimizetheKalamazooSymphonyOrchestraconcertexperienceforaudiencesandartistsalikebycultivatingartisticexcellence,offeringadiversearrayofconcertoptions,andproducingmusicalperformancesatthehighestlevel.

EnhanceEnhancetheKalamazooSymphonyOrchestra’sEducationProgramsandCommunityPartnershipstoprovidemeaningfulongoingmusicalexperiencesandeffectiveentrypointsforthecommunityforallages—frompreschooltoadult.

StrengthenStrengthenandsustaintheKalamazooSymphonyOrchestrabygrowingtheaudience,increasingfinancialsupport,buildingawarenessofKSOprograms,anddevelopinganengagedboardandvolunteerbase.

CommunicateCreateamoreresilientorganizationbystrengtheningtheworkforceandimprovingstakeholderreportingandcommunications.

CelebrateCelebratetheKSO’s100thAnniversarySeason(2020-2021)withawide-arrayofeventsandinitiativesthatdeepenthecommunity’sconnectionwiththeorchestraandassurefinancialstabilityforthefutureoftheorganization.

AROADMAPTOLEADTHEKSOINTOITSNEXTCENTURY

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TheKSO’sfirst concert, featuringanall-volunteerorchestra,wasonDecember19,1921attheMasonicTempleunderconductorChesterZ.Bronson.Now,ninety-fiveyearslater,theKSOisachievingartisticand institutional growth and excitement witheightyprofessionalmusiciansundertheleadershipof Music Director Raymond Harvey (appointed in1999).Whatbeganasonewoman’sdreamninety-fiveyearsagohasbecome,throughtheunwaveringsupportoftheKalamazoocommunity,an integralpartoftheregion’sculturallife.

THEKSOISTHESTATE’STHIRDLARGESTORCHESTRA,SERVINGMICHIGAN’S

FOURTHLARGESTMETROPOLITANAREA.

Mrs.LetaG.SnowKSOFounder

HISTORYTHE HISTORY OF THE KALAMAZOO SYMPHONY ORCHESTRA BEGINS

WITH ITS FOUNDER, MRS. LETA G. SNOW, LOCAL CIVIC LEADER AND FUTURE

FOUNDER OF THE NATIONAL AMERICAN SYMPHONY ORCHESTRA LEAGUE.

MRS. SNOW FELT THAT A LOCAL SYMPHONY ORCHESTRA WAS ESSENTIAL

FOR DEVELOPING A COMMUNITY WITH AN ATTRACTIVE QUALITY OF LIFE.

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TheKSOvalues,and iscommitted to,providingmusicalexcellence and outstanding musicians, unique artisticcollaborations,sustainabilityandorganizationalexcellence,innovative orchestral music experiences and educationalprograms, and concerts and programs targeting thediverseKalamazoopopulation. Contributing to Kalamazoo’s community educationalenvironmenthasalwaysbeenanimportantfocusfortheKSO.Assuch,theKSOoffersovertwentyeducationandcommunity programs to fill voids in area classrooms,enhance the learning experience for students, fostertalentandappreciationamongyoungmusicians,providegreater access to underserved audiences, and enableadultstocontinuetolearnandexperiencemusic.

ORGANIZATIONALBACKGROUNDTHE KSO TAKES ITS MISSION SERIOUSLY:

TO SERVE OUR COMMUNITY THROUGH

OUTSTANDING MUSICAL LISTENING AND

LEARNING EXPERIENCES.

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Wereachanaudienceofmorethan 40,000music

loverseachyear!

TheKalamazooSymphonyOrchestra’s

operatingbudgetisnearly$3million.

TheKalamazooSymphonyOrchestraprovidesmorethanthirtyconcert

performanceseachyear.

Morethan80 professional musicians areemployedbytheKSO

part-timeandfull-time.

30

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Afterinterviewinganumberofqualifiedcandidates,KSOchoseArtsConsultingGroup(ACG),oneofthelargestartsconsultingfirmsinthecountry,toassistinthecreationofthisStrategicPlan. Recent research on successful strategic planningfor arts and cultural organizations demonstratestheneedtobalanceinputfromthefollowingthreecomponents: internal resources, industry norms,andinstitutionalcommunityperceptions.Themostsuccessful cultural organizations have discoveredthat a strategic process focused on stakeholderparticipationcandemonstratehowanorganizationplaysacentralroleinthecultural,educational,social,andeconomicdevelopmentofitscommunity.

With this research inmind, theKSOopenedupthe strategic planning process by conductinga complete needs assessment. This systemicmeasurementrecordedtheneedsanddesiresofallKSOstakeholdergroups:musicians,audiences,supporters, staffandvolunteers—and the largercommunitywithinwhichitexists.Thisassessmentconsistedofamulti-prongedresearchprogram,andincludedthefollowing:

Interviews with Key Internal StakeholdersACG conducted interviews with key membersof the KSO Board of Directors, staff, musicians’committee, orchestra and artists in residence(AIR) in late 2014. Interviews were conductedbothindividuallyand,asinthecasewithvariouscommittees,insmallgroups.

Board Planning SummitACGledafull-dayPlanningSummitforKSOBoard,staff, and musicians’ representatives. Objectivesof theSummit included reaffirming themission,vision and values of the KSO, self-assessingBoard effectiveness and performance, thinkingabouthuman,financial,andtechnologicalneedsoftheKSO,andlayingthegroundworkforshort-andlong-termpriorities.

Interviews with Key External Stakeholders and Influencers

DuringtheperiodofDecember9-12,2014,ACGconducted 13 stakeholder meetings with 32community leaders, cultural organization chiefexecutives, and civic, business, and educationleaders.

Orchestra Town Hall MeetingOn March 26, 2015, ACG led an in-depth“Orchestra Town Hall” meeting with theKalamazoo Symphony Orchestra musicians.The meeting encompassed a thorough SWOTanalysis (Strengths-Weaknesses-Opportunities-Threats)oftheKSOasanorganizationandwasheldwithoutthepresenceofKSOmanagement.

Public SurveyACG administered an electronic survey fromJanuary22-March1,2015,toapproximately10,000individualsfromtheKalamazooarea,receivingarobust response (with 647 surveys completed).Thelinkwasalsodistributedviaadvertisements,stageannouncements,RotaryClub,Uber,etc.

METHODOLOGYUNDERSTANDING THE VALUE AND IMPORTANCE OF A ROBUST AND COMPREHENSIVE

PLANNING PROCESS THAT WOULD PULL IN THE LARGEST NUMBER OF STAKEHOLDERS

POSSIBLE, AND DESIRING AN END-PRODUCT THAT WOULD GENERATE THE

EXCITEMENT, MOMENTUM, AND BUY-IN NECESSARY FOR FORWARD-MOVEMENT

AND A SHARED VISION, THE BOARD AND PRESIDENT & CEO DECIDED TO ENGAGE

THE SKILLS OF AN OUTSIDE CONSULTANT.

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ARTS CONSULTING GROUP CONDUCTED AN

EXTENSIVE SERIES OF INTERVIEWS WITH

KEY STAKEHOLDERS; MET INDIVIDUALLY

AND IN SMALL GROUPS WITH KSO DONORS,

SUBSCRIBERS, MUSICIANS, AND VOLUNTEERS;

AND LED A BROAD-RANGING COMMUNITY

SURVEY. ACG COMPILED DEMOGRAPHIC AND

BENCHMARKING INFORMATION. DETAILS OF THE

RESULTS OF THESE ACTIVITIES ARE CONTAINED

IN THE APPENDICES TO THIS PLAN.

Increatingaroadmaptothefuture,theKSOhasidentifiedthefollowingkeyfindings: 

ValueTheKalamazooSymphonyOrchestraishighlyvaluedbyitscommunity,recognized as a well-managed and stable community tradition,andpraisedforitscontributioninhelpingtocreateadesirableplacetolive. 

GrowthThecommunityiscallingontheKalamazooSymphonyOrchestratogrowamoredemographicallydiverseaudiencebyexpanding access, creating fresh program options, and collaborating withotherareaorganizations. 

EngageEagerforinformalsocialopportunitiestoengagewiththeKSOandothermusiclovers,the community is seeking more meaningful concert experiences anddeeperconnections. 

EducateTheKalamazooSymphonyOrchestra’seducational initiatives remain a highly-valued and important cornerstone of the organization, enhancinglearningexperiencesandfosteringaloveofmusicforstudents,andprovidinggreateraccesstounderservedaudiences.

KEYFINDINGS

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Survey respondents are frequentart

attenders. 47% of survey participants

attend morethan3KSO

performancesperyear.

More than 2/3 of households have

nochildren present.Participants

represented a more affluentdemographic.

85% of survey takers had some

relationship

totheKSO.

Survey respondents skewed

significantlyolder. More than 67% were between the ages of 45 and 74,

compared to 33% of the general population.

Nearly 50% of the respondents live in Kalamazoo.

Over 55% of survey participants work/study

in Kalamazoo.

Lessengaged

respondentswere

mostlyyounger than the survey takers

as a whole.

A LOOK AT WHO RESPONDED TO THE KALAMAZOO SYMPHONY ORCHESTRA

COMMUNITY SURVEY ADMINISTERED BY ARTS CONSULTING GROUP.

47%

$ 67%

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Surveyparticipantsarelookingforless expensive

tickets andprogramsthatcatertotheirmusicaltastes.Affordabilityand

guest artists werethetoppurchasefactors(morethan60%alsostatedrepertoirechoices).

Respondentshavemostlypositiveopinionsabout

CheneryAuditoriumbut33%sayparkingneeds

improvement

Ofthesurveyrespondents,halfcitedcostasthekeyfactorfornot

attendingmorefrequently.

RespondentshavemostlypositiveopinionsaboutMillerAuditorium.

SURVEY RESPONDENTS RANKED LIVE

ARTS SECOND ONLY TO TIME WITH

FRIENDS AND FAMILY AS PREFERRED

WAYS TO SPEND LEISURE TIME. MORE

THAN HALF OF RESPONDENTS VIEW THE

LOCAL ARTS SCENE AS EXCELLENT.

VA

LUE

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91%wantsummer parks concerts.

TherespondentswhohadnorelationshipwiththeKSOaremoreinterestedinsummer

parks concerts, classical

favoritesandpops.

96%ofsurveyparticipantswanttohearclassicalfavoritesbut80%

arealsointerestedinnew music.

The91respondentswhohadnorelationshipwiththeKSOwould

alsolikegreater awareness ofperformancesandaninvitation from a friend.

WHILE ONE WOULD EXPECT A STRONG

INTEREST IN CLASSICAL MUSIC, SURVEY

RESPONDENTS SHOWED SIGNIFICANT

INTEREST IN MANY OTHER ART FORMS.

GR

OW

TH 96%

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Nearly60%ofsurveyparticipantsattendmore

than3 classical music

performances per year.

Themajorityofsurveyrespondentsare familiar with the KSO

anditsprograms.

Ofthe641surveyed,341respondentswhoattended3orlessKSOperformancesstillthinkhighlyofthe

KSO.Theserespondentsplaceanemphasison“music that is more of interest to me.”

SURVEY RESPONDENTS HAVE VERY

POSITIVE OPINIONS ABOUT THE KSO.

EN

GA

GE

641

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Long-term declines in

childhood arts education

have serious implications

for the future of arts

participation in America.

Since1982,thepercentageof18-year-oldswhoreportedtakingarts

classesintheirchildhoodhasdroppedby23%.

Childhoodartseducationhasapotentiallystrongereffectonartsattendancethanage,

race,orsocioeconomicstatus.Those who receive arts education report

higher arts-attendance rates.

Declinesinchildhoodartseducationfrom1982to2008aremuchhigheramong

AfricanAmericanandHispanicchildrenthanamongwhitechildren.Inthattimeframe,therewas a 49% drop for African Americans,

and a 40% drop for Hispanic children,

comparedwithastatisticallyinsignificantdeclineforwhitechildren.

KSO PATRONS VALUE EDUCATION

INITIATIVES WITH REDUCED PRICE

STUDENT TICKETS AS A TOP PRIORITY.

ED

UC

AT

E

49%

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AT THE CONCLUSION OF THE RESEARCH AND

INFORMATION GATHERING STAGE OF THE PLANNING

PROCESS, KSO’S PRESIDENT & CEO, EXECUTIVE

COMMITTEE AND AN AD-HOC STRATEGIC PLANNING

COMMITTEE REVIEWED THE RESEARCH RESULTS OVER

MULTIPLE MEETINGS.

FINALPLANPREPARATION

Thesegroupscreatedandrevisedanumberofstrategicinitiatives.ThefinalplanwasreviewedandapprovedbytheBoardofDirectorsinSeptember2015.Inaddition,KSOreviewedandreviseditsvision,mission,andvaluesstatements.

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Therefore,theKSOboardwillcreateanewStrategicPlanningCommitteetoimplement,evaluateandamendtheplanasitproceeds,makingthisalivingdocument.Strategic plan updates will be a regular topic onmonthlyKSOboardmeetingagendas,withthenewlycreatedStrategicPlanningCommitteeleadingregularreviewanddiscussionsessions. The Strategic Plan document will be a vital internaltool,usedorganization-widetosetdirection,measureprogressandevaluateresults.ThePlanwillalsobecomean important external tool, useful in explaining theKSO’smission,visionanddirectionforthefuture,andservingasaspringboardforfurtherdialoguewiththecommunity, as the KSO is particularly interested ingatheringfeedbacktobetterservethecommunity.

CONCLUSIONDESPITE THE RIGOR AND EXPERTISE DEVOTED

TO CREATING THIS PLAN, IT WOULD BE A USELESS

DOCUMENT IF LEFT ON AN OFFICE SHELF.

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Build a larger and more demographically diverse audience by fostering and engaging a culturally curious community.

• Pursuenewperformanceopportunities,payingspecialattentiontoalignmentwithothercommunityevents.

• Createmusicalexperiencesorprogrammingduringthesummermonths.• ProvideanimmersiveexperiencefortheKSOaudiencebyimplementingvisualenhancement,

intelligentlighting,andartisticgraphicsduringconcerts.• Reach‘audiencesbeyondtheconcerthall’throughtechnologicalinnovation(recordings,rebroadcast,

streaming,etc.).• DevelopandproduceaKSOBehindtheMusicvideoforpromotionalandconcertbroadcastpurposes.

Continue to invite talent of the highest caliber to perform with the KSO.

• Remaininformedandawareofnewandemergingartistsbyexercisingduediligenceandcloselyfollowingthefield.

• Activelyseekoutnationaldebuts,includingwinners/finalistsfrominternationallyrenownedcompetitionstobringcuttingedgeperformerstotheKalamazoostage.

• Formataskforcetoexplorethefeasibilityofanannualcommissionofnewwork.

Grow the artistic level of the orchestra and encourage increased musician engagement.

• Developaculturethatencouragesthededicationandinvolvementofallmusiciansandfosterstheleadershipofsectionprincipals.

• Ensureaunifiedartisticandadministrativepersonnelprocess.• Attractnewartistictalenttotheorchestra.• Continuetoengageguestconductorsonanannualbasis.• Encourageclosercommunicationbetweenmusicdirectorandmusicians.• TailortheArtistinResidenceprogramtobetterservetheneedsofthecommunity

Form an artistic growth task force to consider, evaluate, and recommend fresh ideas and opportunities for future institutional growth(eg:KSOSymphonyChorus,annualconductors’trainingworkshop,newperformancevenues).

Focus on hospitality in all aspects of operational execution.

• Fosterapositiveon-siteworkingenvironmentforKSOmusicians.• ProvideauniqueandmemorableKSOexperienceforguestartists.

Develop and implement a plan for renovation, restoration, and expanded utilization of the KSO music library and recording archive.

• Coordinatedigitizationandre-masteringoftheexistingKSOarchivalrecordingcatalogue.• Redesign,constructandimplementhigh-qualityarchivalorganizationalandpreservationsystems

fortheKSOmusiclibrary.• CreateamultimediacatalogueofKSOperformancesforselectivereleasethrough

theNaxosalliance.• ExploreandidentifytheaddedvaluesoftheKSOarchivesforthecommunity.

ARTISTS&PROGRAMS

OPTIMIZE THE KALAMAZOO SYMPHONY ORCHESTRA CONCERT EXPERIENCE FOR AUDIENCES AND ARTISTS ALIKE BY CULTIVATING ARTISTIC

EXCELLENCE, OFFERING A DIVERSE ARRAY OF CONCERT OPTIONS, AND PRODUCING MUSICAL PERFORMANCES AT THE HIGHEST LEVEL.

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Integrate educational and artistic initiatives to create a natural link between school programming and the concert hall.

• Buildinitiativestobringschoolprogramparticipantsintotheconcerthall.

• Increaseconcertaccessforfamiliesandstudents.• IncorporateKSO’sdualcommitmenttoeducational

andartisticexcellenceinmarketingandPRmaterials

Expand adult education offerings that enhance the concert experience of existing listeners and attract new listeners.

• Establishregularofferingswithinexistingcommunityeducationprogramsforadults.

• Developregularofferingstoengagenon-musicmajorsatWMU,K-CollegeandKVCC.

• Strengthenconnectionswithareacollegeanduniversitymusicdepartments.

Optimize and update existing programs to maintain a high level of excellence and maximize participation.

• Extendsupportforschoolinstrumentalprogramsthroughtailoredmusicianresidencies.

• UpdatePartnerSchoolandYouthConcertcurriculaannuallytosupportcurrentcurriculumstandards.

• MaximizeparticipationinexistingKSOprograms.

Optimize and institutionalize key community partnerships: Kalamazoo Kids in Tune and Marvelous Music!

• Developanddocumenta3-yearplanforsustainability,stabilization,andpotentialexpansionforbothprograms.

• IdentifypotentialpartnershipsthatstrengthenexistingprogramsorpositionKSOtorespondtokeycommunityneeds.

EDUCATION&COMMUNITYPARTNERSHIPS

ENHANCE THE KALAMAZOO SYMPHONY ORCHESTRA’S EDUCATION PROGRAMS AND

COMMUNITY PARTNERSHIPS TO PROVIDE MEANINGFUL ONGOING MUSICAL EXPERIENCES

AND EFFECTIVE ENTRY POINTS FOR THE COMMUNITY FOR ALL AGES—

FROM PRESCHOOL TO ADULT.

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DEVELOPMENT&COMMUNICATIONSReverse the negative trend in ticket sales by growing and diversifying the KSO audience.

• Implementan“InviteaFriend”initiativetoleveragetheinfluenceofcurrentpatrons.

• Createspecialticketpriceoptionsfortargetedcommunitysegments(students,youngadults,veterans,socialserviceagencies,etc.),includingspecialticketprogramsandfamilypricingstrategiesforeducationprogramstudentsandtheirfamilies.

• PromoteawarenessoftheKSObrandthroughparticipationinpublicevents(Farmers’Market,ArtHop,Pride,MixerontheMall,etc.).

• CreatejointmarketingandgroupsalesopportunitieswithKalamazoobusinessesandorganizations.

Maintain and build meaningful and mutually beneficial relationships with current and potential donors as well as board members and volunteers.

• Enhancecommunicationandconnectionwithcorporatepartnerstoincreaseengagement.

• Leverageboardmemberexpertiseandpersonalcontactstoincreaseindividualdonations,foundationsupport,andcorporatefunding.

• Enhanceaplannedgivingprogram.• Seekoutnewsourcesforfundingfromindividuals,

businesses,foundations,andthegovernment.• LeverageKSO’svolunteerbase(KSOLeague

&KSOAmbassadors)andboardmembersfortheoverallwell-beingoftheKSO,includingitsdevelopmentandcommunicationsneeds.

Refine the KSO marketing plan to meet the needs of changing audiences and make use of new technology.

• Increasewebsiteengagementacrossallmetrics.• IncreasesocialengagementthroughFacebook,

Twitter,Instagram,YouTubeandeNews.• Expandcurrentmarketingplantoayearlymodel

fromaseasonalmodel.

STRENGTHEN AND SUSTAIN THE KALAMAZOO SYMPHONY ORCHESTRA BY GROWING

THE AUDIENCE, INCREASING FINANCIAL SUPPORT, BUILDING AWARENESS OF KSO

PROGRAMS, AND DEVELOPING AN ENGAGED BOARD AND VOLUNTEER BASE.

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Grow and retain a talented workforce, maintain organizational learning, and promote wellness in the workplace.

• CreatesuccessionplansforkeyleadershippositionsincludingPresident&CEO,MusicDirector,andVicePresidents.

• Expandacultureoflearning,wherepeopleusetheirowncreativitytoperformtheirjobsbetterandfreelyshareideaswithothersacrosstheorganization.

• Implementnewbenefits,whicharebothcosteffectivefortheemployerandpromotewellnessintheworkplacetoincreasetheoverallsatisfactionofKSOemployees.

Create flexible reporting structures to maximize communication and efficiency.

• Workacrossdepartmentstohelpidentifyandnurturecreativeideasforrevenuegeneration,newfundingsourcesandcostsavings.

• DeveloparoadmapforthedevelopmentoffinancialreportstoaddressorganizationalneedswhileincreasingcapacityofKSOstaff.

• Createaprocessfortheexchangeoffinancialinformationbetweendepartments.• ProvidemoreclarityinreportingfinancialresultstoBoardandcommitteemembers.• ExplorehowtocommunicatefinancialandothertopicsofinteresttotheKSOcommunity.

Re-enforce a strong internal control environment.

• Restructureroleswithinthefinancedepartmenttomaximizesegregationofduties.• Monitorsystemsecurityandevaluatethecontroleffectivenessofthirdpartyserviceproviders

suchaspointofsalepaymentdevices.• Performcost/benefitanalysisofadditionalinternalcontrolprocedures.• Documentaformalpoliciesandproceduresmanualtosupportefficientandconsistentfunctioning

ofdepartmentalprocesses.• Eliminateduplicaterecord-keepingfunctions,therebyincreasingthecapacityofKSOstaff.

Optimize use of technology to enhance customer service and office efficiency.

• Maximize,implement,andintegrateTessituratoolsthroughouttheorganization.• UpgradesoftwareincludingimplementingthelatestversionofQuickbooksPremier

andstreamlinethecurrentgeneralledgerstructure.

Finance&Administration

CREATE A MORE RESILIENT ORGANIZATION BY STRENGTHENING THE WORKFORCE, IMPROVING STAKEHOLDER REPORTING,

AND COMMUNICATIONS.

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Install a ‘working’ 100th Anniversary Committee to guide the planning of this important milestone for the KSO

• Identifyandrecruitcommunityleaderstojointhiseffort;nameachairandco-chair.

• Defineamulti-yearagendaandadetailedtimeline.

Determine the feasibility of a 100th anniversary endowment campaign

• Hireanexperiencedendowmentconsultantorfirmtoconductafeasibilitystudy.

• Basedontheresultsofsuchafeasibilitystudy,determinethegoalsandprioritiesofanendowmentcampaign,includingarealisticandachievablecampaigngoal;establishacampaigntimeline.

• Installhonorarychairsanda100thanniversarycampaignadvisorycommittee.

Plan a memorable 2020-2021 concert season to celebrate the 100th anniversary

• Basetheprogramrepertoireontheartisticprioritiesoftheorchestra,reflectingthepast,presentandfutureoftheorganization.

• Inviteguestartistsrelevanttothe100thanniversary.• Definespecialconcertandeducationinitiatives.• Identifyothereventsandinitiativesrelated

andimportanttothecelebratoryseason.

100thAnniversaryCelebration

CELEBRATE THE KSO’S 100TH ANNIVERSARY SEASON (2020-2021) WITH A WIDE ARRAY

OF EVENTS AND INITIATIVES THAT DEEPEN THE COMMUNITY’S CONNECTION WITH THE

ORCHESTRA AND ASSURE FINANCIAL STABILITY FOR THE FUTURE OF THE ORGANIZATION.

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359SKalamazooMall,Ste100,Kalamazoo,MI49007|269.349.7759|KalamazooSymphony.com

THANKYOUTheKalamazooSymphonyOrchestrawouldliketothank

theIrvingS.GilmoreFoundationandKalamazooCommunityFoundationfortheirextraordinarysupportthatallowedustocreatethisimportantStrategicPlan.

WewouldalsoliketothanktheArtsConsultingGroupforitsexpertise,guidanceandforfacilitatingourstrategicplanningpreparation;andfinally,the

KalamazooSymphonyOrchestraBoardofDirectors,Musicians,StaffandStakeholders

forbeinginstrumentalincreatingthisvisionaryyetrealisticplan.