FUND DEVELOPMENT

GOAL I:

Expand and diversify the donor base

• Increase target constituencies’ awareness and understanding of WMS’s impact on the community and the need for support beyond ticket revenue

• Constantly cultivate and reach out beyond the core to community influencers and thought leaders, new foundations and corporations, and ticket buyers who don’t donate

GOAL II:

Build lasting, committed relationships with annual donors

• Systemize but personalize: develop systems that normalize and reinforce constant “touching” of donors with personal, authentic contacts.

• Instill an “ask, thank, report, thank, report, ask” discipline and culture throughout organization—led by the staff but spanning the Board and artists as well.

• Acknowledge committed, stretch giving with access to leaders and artists, a personal connection to the orchestra (not tchotchkes!)

GOAL III:

Grow organizational endowment

• Build out a full Endowment program that provides donors with options—i.e. Endowed Chairs, designated projects and focus areas (Education, Guest Artist Fund, etc.)

• Mount a capital/endowment campaign to raise $5 million in outright gifts and pledges

• Create a consistently visible Legacy Giving program that inspires confidence and generates regular bequests and other planned gifts

Our mission—to provide vibrant music performances and services—must be differentiated from our economic driver: the unrelenting development of community support through systematic, persistent engagement over time.

Bruce Coppock, retired president, Saint Paul Chamber Orchestra

For a summary of our Fund Development Strategy, see Appendix V

Infrastructure

GOAL I:

Build and retain the human capital needed to achieve this plan

• Maximize morale, skills and efficiency of current staff; add personnel to expand capacity for sustained community engagement, development, and other needed areas

• Grow and train volunteer corps and develop programs to motivate, recognize and reward them

• Provide regular training, and develop programs and systems, to renew and enhance Board leadership capacity

GOAL II:

Ensure access to, protect, and optimize venues and staging spaces

• Work with Community Foundation for Muskegon County and other partners to provide stewardship, maintenance and oversight of Frauenthal Center

• Improve/enhance concert experience (sight, staging and comfort) at The Block; work proactively with neighboring venues to protect sound integrity

• Establish a regular summer performance presence that complements and enhances other community activities

GOAL III: Refine and optimize Business Model

• Grow endowment capable of generating earnings equivalent to at least 15% of budget

• Build reserve fund equivalent to 3 months’ of average operating expense

• Enhance earned revenue and reduce occupancy expenses at The Block

Strategic Planning Task Force Members

Rhonda Bogner Chief Financial Officer

Ryan W. Bryker Resources Committee

Andy Buelow Executive Director

Jan L. Deur Governance & Resources Committee

Dr. Peter Kurdziel Advancement Committee

Kate McClure Patron Services Manager

Keely Payne Art Director & Marketing Manager

Mary L. Price Advancement Committee

Thomas Schaub Advancement Committee

Gabe Slimko Vice President of Operations & Personnel Manager

Emma Torresen Block Advisory Board

Kerri VanderHoff Block Advisory Board

Karen Vander Zanden Director of Education & Corporate Engagement