OUR MISSION IS TO SERVE OUR COMMUNITY THROUGH OUTSTANDING MUSICAL LISTENING AND LEARNING EXPERIENCES
CONTENTS
4 Introduction Our Mission Our Vision
5 Our Values
7 Strategic Initiatives
8 History
10 Organizational Background 13 Methodology 14 Key Findings 15 Community Survey Data 25 Final Preparation 26 Conclusion 28 Strategic Initiatives (Detailed)
INTRODUCTION OUR MISSION
TO SERVE OUR COMMUNITY THROUGH OUTSTANDING MUSICAL LISTENING AND LEARNING EXPERIENCES OUR VISION
SYMPHONIC MUSIC IS A PART OF EVERYDAY LIFE THROUGHOUT OUR COMMUNITY
All around the world, symphony orchestras are under pressure to find the key to operating in challenging and changing times. Traditional symphony audiences are aging. New technologies are providing easily accessible alternatives to live performances in the concert hall. Communities are grappling with persistent social issues, making support and funding for the arts all the more difficult to obtain. Orchestras everywhere are struggling to prove their relevance to their communities. The Kalamazoo Symphony Orchestra (KSO) is more fortunate than many of its peer organizations. The KSO enjoys the long-standing support and generosity of its community, a consistent subscriber base, and the security that a strong endowment provides. Thanks to strong community support, artistic excellence, a committed staff and board, and strong education and community programs, the KSO has been able to weather the storms of a shifting arts environment. Still, the organization must be ready to adapt, reinvent, and improve in a dynamic and accelerating environment. In 2014, the KSO was at an important organizational crossroads. With a new leader at the helm, and on the cusp of its upcoming 100th anniversary season (in 2020-2021), the KSO knew the time was right to evaluate all facets of the organization and carefully plan for the future. For eleven months (October 2014 through August 2015), the KSO embarked upon the most wide-ranging and inclusive strategic planning process in the organization’s 95-year history. The result of the planning process follows: a road map to lead the KSO into its next century.
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OUR VALUES
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STRATEGIC INITIATIVES IN 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:
Optimize 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.
Enhance 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.
Strengthen 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.
Communicate Create a more resilient organization by strengthening the workforce and improving stakeholder reporting and communications.
Celebrate Celebrate the KSO’s 100th Anniversary Season (2020-2021) with a widearray of events and initiatives that deepen the community’s connection with the orchestra and assure financial stability for the future of the organization.
A ROAD MAP TO LEAD THE KSO INTO ITS NEXT CENTURY Kalamazoo Symphony Orchestra Strategic Plan 7
HISTORY THE 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.
Mrs. Leta G. Snow KSO Founder
The KSO’s first concert, featuring an all-volunteer orchestra, was on December 19, 1921 at the Masonic Temple under conductor Chester Z. Bronson. Now, ninety-five years later, the KSO is achieving artistic and institutional growth and excitement with eighty professional musicians under the leadership of Music Director Raymond Harvey (appointed in 1999). What began as one woman’s dream ninetyfive years ago has become, through the unwavering support of the Kalamazoo community, an integral part of the region’s cultural life.
THE KSO IS THE STATE’S THIRD LARGEST ORCHESTRA, SERVING MICHIGAN’S FOURTH LARGEST METROPOLITAN AREA.
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ORGANIZATIONAL BACKGROUND THE KSO TAKES ITS MISSION SERIOUSLY: TO SERVE OUR COMMUNITY THROUGH OUTSTANDING MUSICAL LISTENING AND LEARNING EXPERIENCES. The KSO values, and is committed to, providing musical excellence and outstanding musicians, unique artistic collaborations, sustainability and organizational excellence, innovative orchestral music experiences and educational programs, and concerts and programs targeting the diverse Kalamazoo population.  Contributing to Kalamazoo’s community educational environment has always been an important focus for the KSO. As such, the KSO offers over twenty education and community programs to fill voids in area classrooms, enhance the learning experience for students, foster talent and appreciation among young musicians, provide greater access to underserved audiences, and enable adults to continue to learn and experience music.
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30 The Kalamazoo Symphony Orchestra provides more than thirty concert performances each year.
We reach an audience of more than 40,000 music lovers each year!
More than 80 professional musicians are employed by the KSO part-time and full-time.
The Kalamazoo Symphony Orchestra’s operating budget is nearly $3 million.
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METHODOLOGY UNDERSTANDING 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. 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 this Strategic Plan. Recent research on successful strategic planning for arts and cultural organizations demonstrates the need to balance input from the following three components: internal resources, industry norms, and institutional community perceptions. The most successful cultural organizations have discovered that a strategic process focused on stakeholder participation can demonstrate how an organization plays a central role in the cultural, educational, social, and economic development of its community. With this research in mind, the KSO opened up the strategic planning process by conducting a complete needs assessment. This systemic measurement recorded the needs and desires of all KSO stakeholder groups: musicians, audiences, supporters, staff and volunteers—and the larger community within which it exists. This assessment consisted of a multi-pronged research program, and included the following: Interviews with Key Internal Stakeholders ACG conducted interviews with key members of the KSO Board of Directors, staff, musicians’ committee, orchestra and artists in residence (AIR) in late 2014. Interviews were conducted both individually and, as in the case with various committees, in small groups.
Board Planning Summit ACG led a full-day Planning Summit for KSO Board, staff, and musicians’ representatives. Objectives of the Summit included reaffirming the mission, vision and values of the KSO, self-assessing Board effectiveness and performance, thinking about human, financial, and technological needs of the KSO, and laying the groundwork for shortand long-term priorities. Interviews with Key External Stakeholders and Influencers During the period of December 9-12, 2014, ACG conducted 13 stakeholder meetings with 32 community leaders, cultural organization chief executives, and civic, business, and education leaders. Orchestra Town Hall Meeting On March 26, 2015, ACG led an in-depth “Orchestra Town Hall” meeting with the Kalamazoo Symphony Orchestra musicians. The meeting encompassed a thorough SWOT analysis (Strengths-Weaknesses-OpportunitiesThreats) of the KSO as an organization and was held without the presence of KSO management. Public Survey ACG administered an electronic survey from January 22-March 1, 2015, to approximately 10,000 individuals from the Kalamazoo area, receiving a robust response (with 647 surveys completed). The link was also distributed via advertisements, stage announcements, Rotary Club, Uber, etc.
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KEY FINDINGS 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.
In creating a road map to the future, the KSO has identified the following key findings:
Value The Kalamazoo Symphony Orchestra is highly valued by its community, recognized as a well-managed and stable community tradition, and praised for its contribution in helping to create a desirable place to live.
Growth The community is calling on the Kalamazoo Symphony Orchestra to grow a more demographically diverse audience by expanding access, creating fresh program options, and collaborating with other area organizations.
Engage Eager for informal social opportunities to engage with the KSO and other music lovers, the community is seeking more meaningful concert experiences and deeper connections.
Educate The Kalamazoo Symphony Orchestra’s educational initiatives remain a highly-valued and important cornerstone of the organization, enhancing learning experiences and fostering a love of music for students, and providing greater access to underserved audiences. 14 Kalamazoo Symphony Orchestra Strategic Plan
A LOOK AT WHO RESPONDED TO THE KALAMAZOO SYMPHONY ORCHESTRA COMMUNITY SURVEY ADMINISTERED BY ARTS CONSULTING GROUP.
47 % Survey respondents are frequent art attenders. 47% of survey participants attend more than 3 KSO performances per year.
85% of survey takers had some relationship to the KSO.
$ More than 2/3 of households have no children present. Participants represented a more affluent demographic.
Nearly 50% of the respondents live in Kalamazoo. Over 55% of survey participants work/study in Kalamazoo.
67% Less engaged respondents were mostly younger than the survey takers as a whole.
Survey respondents skewed significantly older. More than 67% were between the ages of 45 and 74, compared to 33% of the general population.
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Survey participants are looking for less expensive tickets and programs that cater to their musical tastes. Affordability and guest artists were the top purchase factors (more than 60% also stated repertoire choices).
Respondents have mostly positive opinions about Miller Auditorium.
VALUE
Of the survey respondents, half cited cost as the key factor for not attending more frequently.
SURVEY RESPONDENTS RANKED LIVE Respondents have mostly positive opinions about Chenery Auditorium but 33% say parking needs improvement
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.
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GROWTH WHILE ONE WOULD EXPECT A STRONG INTEREST IN CLASSICAL MUSIC, SURVEY RESPONDENTS SHOWED SIGNIFICANT
96% 96% of survey participants want to hear classical favorites but 80% are also interested in new music.
91% want summer parks concerts.
The 91 respondents who had no relationship with the KSO would also like greater awareness of performances and an invitation from a friend.
The respondents who had no relationship with the KSO are more interested in summer parks concerts, classical favorites and pops.
INTEREST IN MANY OTHER ART FORMS.
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Nearly 60% of survey participants attend more than 3 classical music performances per year.
64 1 Of the 641 surveyed, 341 respondents who attended 3 or less KSO performances still think highly of the KSO. These respondents place an emphasis on “music that is more of interest to me.”
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ENGAGE
The majority of survey respondents are familiar with the KSO and its programs.
SURVEY RESPONDENTS HAVE VERY POSITIVE OPINIONS ABOUT THE KSO.
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EDUCATE KSO PATRONS VALUE EDUCATION INITIATIVES WITH REDUCED PRICE STUDENT TICKETS AS A TOP PRIORITY.
Childhood arts education has a potentially stronger effect on arts attendance than age, race, or socioeconomic status. Those who receive arts education report higher arts-attendance rates.
Long-term declines in childhood arts education have serious implications for the future of arts participation in America. Since 1982, the percentage of 18-year-olds who reported taking arts classes in their childhood has dropped by 23%.
49% Declines in childhood arts education from 1982 to 2008 are much higher among African American and Hispanic children than among white children. In that timeframe, there was a 49% drop for African Americans, and a 40% drop for Hispanic children, compared with a statistically insignificant decline for white children.
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FINAL PLAN PREPARATION
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. These groups created and revised a number of strategic initiatives. The final plan was reviewed and approved by the Board of Directors in September 2015. In addition, KSO reviewed and revised its vision, mission, and values statements.
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CONCLUSION DESPITE THE RIGOR AND EXPERTISE DEVOTED TO CREATING THIS PLAN, IT WOULD BE A USELESS DOCUMENT IF LEFT ON AN OFFICE SHELF. Therefore, the KSO board will create a new Strategic Planning Committee to implement, evaluate and amend the plan as it proceeds, making this a living document. Strategic plan updates will be a regular topic on monthly KSO board meeting agendas, with the newly created Strategic Planning Committee leading regular review and discussion sessions.  The Strategic Plan document will be a vital internal tool, used organization-wide to set direction, measure progress and evaluate results. The Plan will also become an important external tool, useful in explaining the KSO’s mission, vision and direction for the future, and serving as a springboard for further dialogue with the community, as the KSO is particularly interested in gathering feedback to better serve the community.
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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.
ARTISTS & PROGRAMS Build a larger and more demographically diverse audience by fostering and engaging a culturally curious community. • Pursue new performance opportunities, paying special attention to alignment with other community events. • Create musical experiences or programming during the summer months. • Provide an immersive experience for the KSO audience by implementing visual enhancement, intelligent lighting, and artistic graphics during concerts. • Reach ‘audiences beyond the concert hall’ through technological innovation (recordings, rebroadcast, streaming, etc.). • Develop and produce a KSO Behind the Music video for promotional and concert broadcast purposes. Continue to invite talent of the highest caliber to perform with the KSO. • Remain informed and aware of new and emerging artists by exercising due diligence and closely following the field. • Actively seek out national debuts, including winners/finalists from internationally renowned competitions to bring cutting edge performers to the Kalamazoo stage. • Form a task force to explore the feasibility of an annual commission of new work. Grow the artistic level of the orchestra and encourage increased musician engagement. • Develop a culture that encourages the dedication and involvement of all musicians and fosters the leadership of section principals. • Ensure a unified artistic and administrative personnel process. • Attract new artistic talent to the orchestra. • Continue to engage guest conductors on an annual basis. • Encourage closer communication between music director and musicians. • Tailor the Artist in Residence program to better serve the needs of the community Form an artistic growth task force to consider, evaluate, and recommend fresh ideas and opportunities for future institutional growth (eg: KSO Symphony Chorus, annual conductors’ training workshop, new performance venues). Focus on hospitality in all aspects of operational execution. • Foster a positive on-site working environment for KSO musicians. • Provide a unique and memorable KSO experience for guest artists. Develop and implement a plan for renovation, restoration, and expanded utilization of the KSO music library and recording archive. • Coordinate digitization and re-mastering of the existing KSO archival recording catalogue. • Redesign, construct and implement high-quality archival organizational and preservation systems for the KSO music library. • Create a multimedia catalogue of KSO performances for selective release through the Naxos alliance. • Explore and identify the added values of the KSO archives for the community.
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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.
EDUCATION & COMMUNITY PARTNERSHIPS Integrate educational and artistic initiatives to create a natural link between school programming and the concert hall. • Build initiatives to bring school program participants into the concert hall. • Increase concert access for families and students. • Incorporate KSO’s dual commitment to educational and artistic excellence in marketing and PR materials Expand adult education offerings that enhance the concert experience of existing listeners and attract new listeners. • Establish regular offerings within existing community education programs for adults. • Develop regular offerings to engage non-music majors at WMU, K-College and KVCC. • Strengthen connections with area college and university music departments. Optimize and update existing programs to maintain a high level of excellence and maximize participation. • Extend support for school instrumental programs through tailored musician residencies. • Update Partner School and Youth Concert curricula annually to support current curriculum standards. • Maximize participation in existing KSO programs. Optimize and institutionalize key community partnerships: Kalamazoo Kids in Tune and Marvelous Music! • Develop and document a 3-year plan for sustainability, stabilization, and potential expansion for both programs. • Identify potential partnerships that strengthen existing programs or position KSO to respond to key community needs.
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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.
DEVELOPMENT & COMMUNICATIONS Reverse the negative trend in ticket sales by growing and diversifying the KSO audience. • Implement an “Invite a Friend” initiative to leverage the influence of current patrons. • Create special ticket price options for targeted community segments (students, young adults, veterans, social service agencies, etc.), including special ticket programs and family pricing strategies for education program students and their families. • Promote awareness of the KSO brand through participation in public events (Farmers’ Market, Art Hop, Pride, Mixer on the Mall, etc.). • Create joint marketing and group sales opportunities with Kalamazoo businesses and organizations. Maintain and build meaningful and mutually beneficial relationships with current and potential donors as well as board members and volunteers. • Enhance communication and connection with corporate partners to increase engagement. • Leverage board member expertise and personal contacts to increase individual donations, foundation support, and corporate funding. • Enhance a planned giving program. • Seek out new sources for funding from individuals, businesses, foundations, and the government. • Leverage KSO’s volunteer base (KSO League & KSO Ambassadors) and board members for the overall well-being of the KSO, including its development and communications needs. Refine the KSO marketing plan to meet the needs of changing audiences and make use of new technology. • Increase website engagement across all metrics. • Increase social engagement through Facebook, Twitter, Instagram, YouTube and eNews. • Expand current marketing plan to a yearly model from a seasonal model. Kalamazoo Symphony Orchestra Strategic Plan 35
CREATE A MORE RESILIENT ORGANIZATION BY STRENGTHENING THE WORKFORCE, IMPROVING STAKEHOLDER REPORTING, AND COMMUNICATIONS.
Finance & Administration Grow and retain a talented workforce, maintain organizational learning, and promote wellness in the workplace. • Create succession plans for key leadership positions including President & CEO, Music Director, and Vice Presidents. • Expand a culture of learning, where people use their own creativity to perform their jobs better and freely share ideas with others across the organization. • Implement new benefits, which are both cost effective for the employer and promote wellness in the workplace to increase the overall satisfaction of KSO employees. Create flexible reporting structures to maximize communication and efficiency. • Work across departments to help identify and nurture creative ideas for revenue generation, new funding sources and cost savings. • Develop a road map for the development of financial reports to address organizational needs while increasing capacity of KSO staff. • Create a process for the exchange of financial information between departments. • Provide more clarity in reporting financial results to Board and committee members. • Explore how to communicate financial and other topics of interest to the KSO community. Re-enforce a strong internal control environment. • Restructure roles within the finance department to maximize segregation of duties. • Monitor system security and evaluate the control effectiveness of third party service providers such as point of sale payment devices. • Perform cost/benefit analysis of additional internal control procedures. • Document a formal policies and procedures manual to support efficient and consistent functioning of departmental processes. • Eliminate duplicate record-keeping functions, thereby increasing the capacity of KSO staff. Optimize use of technology to enhance customer service and office efficiency. • Maximize, implement, and integrate Tessitura tools throughout the organization. • Upgrade software including implementing the latest version of Quickbooks Premier and streamline the current general ledger structure.
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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.
100th Anniversary Celebration Install a ‘working’ 100th Anniversary Committee to guide the planning of this important milestone for the KSO • Identify and recruit community leaders to join this effort; name a chair and co-chair. • Define a multi-year agenda and a detailed timeline. Determine the feasibility of a 100th anniversary endowment campaign • Hire an experienced endowment consultant or firm to conduct a feasibility study. • Based on the results of such a feasibility study, determine the goals and priorities of an endowment campaign, including a realistic and achievable campaign goal; establish a campaign timeline. • Install honorary chairs and a 100th anniversary campaign advisory committee. Plan a memorable 2020-2021 concert season to celebrate the 100th anniversary • Base the program repertoire on the artistic priorities of the orchestra, reflecting the past, present and future of the organization. • Invite guest artists relevant to the 100th anniversary. • Define special concert and education initiatives. • Identify other events and initiatives related and important to the celebratory season.
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THANK YOU The Kalamazoo Symphony Orchestra would like to thank the Irving S. Gilmore Foundation and Kalamazoo Community Foundation for their extraordinary support that allowed us to create this important Strategic Plan. We would also like to thank the Arts Consulting Group for its expertise, guidance and for facilitating our strategic planning preparation; and finally, the Kalamazoo Symphony Orchestra Board of Directors, Musicians, Staff and Stakeholders for being instrumental in creating this visionary yet realistic plan.
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