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
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
4Kalamazoo Symphony Orchestra Strategic Plan
OURVALUES
Kalamazoo Symphony Orchestra Strategic Plan 5
6Kalamazoo Symphony Orchestra Strategic Plan
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
Kalamazoo Symphony Orchestra Strategic Plan 7
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.
8Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 9
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.
10Kalamazoo Symphony Orchestra Strategic Plan
Wereachanaudienceofmorethan 40,000music
loverseachyear!
TheKalamazooSymphonyOrchestra’s
operatingbudgetisnearly$3million.
TheKalamazooSymphonyOrchestraprovidesmorethanthirtyconcert
performanceseachyear.
Morethan80 professional musicians areemployedbytheKSO
part-timeandfull-time.
30
Kalamazoo Symphony Orchestra Strategic Plan 11
12Kalamazoo Symphony Orchestra Strategic Plan
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.
Kalamazoo Symphony Orchestra Strategic Plan 13
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
14Kalamazoo Symphony Orchestra Strategic Plan
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%
Kalamazoo Symphony Orchestra Strategic Plan 15
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
16Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 17
18Kalamazoo Symphony Orchestra Strategic Plan
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%
Kalamazoo Symphony Orchestra Strategic Plan 19
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
20Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 21
22Kalamazoo Symphony Orchestra Strategic Plan
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%
Kalamazoo Symphony Orchestra Strategic Plan 23
24Kalamazoo Symphony Orchestra Strategic Plan
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.
Kalamazoo Symphony Orchestra Strategic Plan 25
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.
26Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 27
Kalamazoo Symphony Orchestra Strategic Plan 29
30Kalamazoo Symphony Orchestra Strategic Plan
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.
Kalamazoo Symphony Orchestra Strategic Plan 31
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.
32Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 33
34Kalamazoo Symphony Orchestra Strategic Plan
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.
Kalamazoo Symphony Orchestra Strategic Plan 35
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.
36Kalamazoo Symphony Orchestra Strategic Plan
Kalamazoo Symphony Orchestra Strategic Plan 37
38Kalamazoo Symphony Orchestra Strategic Plan
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.
Kalamazoo Symphony Orchestra Strategic Plan 39
359SKalamazooMall,Ste100,Kalamazoo,MI49007|269.349.7759|KalamazooSymphony.com
THANKYOUTheKalamazooSymphonyOrchestrawouldliketothank
theIrvingS.GilmoreFoundationandKalamazooCommunityFoundationfortheirextraordinarysupportthatallowedustocreatethisimportantStrategicPlan.
WewouldalsoliketothanktheArtsConsultingGroupforitsexpertise,guidanceandforfacilitatingourstrategicplanningpreparation;andfinally,the
KalamazooSymphonyOrchestraBoardofDirectors,Musicians,StaffandStakeholders
forbeinginstrumentalincreatingthisvisionaryyetrealisticplan.
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