Arts, Culture, and Humanities

KALAMAZOO SYMPHONY ORCHESTRA

Quick Facts

KALAMAZOO, MI

Mission

To serve our community through outstanding musical listening and learning experiences.

Ruling Year

1958

President & CEO

Mr. Peter H. Gistelinck

Main Address

359 S. KALAMAZOO MALL 100

KALAMAZOO, MI 49007-4843 USA

Keywords

orchestra, music, symphony, arts

EIN

38-6005710

 Number

0903250584

Cause Area (NTEE Code)

Symphony Orchestras (A69)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs + Results

What we aim to solve New!

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Main Programs

  1. Program 1
    Presentation of 7 regular season concerts and related activities including educational concerts, lectures, chamber concerts, summer park concerts and family concerts that provided over 80000 musical experiences.

Where we workNew!

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Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Artists and 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.

Education and Community Partnerships: 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.

Development and Communications: 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.

Finance and Administration: Create a more resilient organization by strengthening the workforce and improving stakeholder reporting and communications.

100th Anniversary Celebration: 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.

Artists and Programs: Build a larger and more demographically diverse audience by fostering and engaging a culturally curious community. Continue to invite talent of the highest caliber to perform with the KSO. Grow the artistic level of the orchestra and encourage increased musician engagement. Form an artistic growth task force to consider, evaluate, and recommend fresh ideas and opportunities for future institutional growth. Focus on hospitality in all aspects of operational execution. Develop and implement a plan for renovation, restoration, and expanded utilization of the KSO music library and recording archive.

Education and Community Partnerships: Integrate educational and artistic initiatives to create a natural link between school programming and the concert hall. Expand adult education offerings that enhance the concert experience of existing listeners and attract new listeners. Optimize and update existing programs to maintain a high level of excellence and maximize participation. Optimize and institutionalize key community partnerships Kalamazoo Kids in Tune and Marvelous Music.

Development and Communications: Reverse the negative trend in ticket sales by growing and diversifying the KSO audience. Maintain and build meaningful and mutually beneficial relationships with current and potential donors as well as board members and volunteers. Refine the KSO marketing plan to meet the needs of the changing audiences and make use of new technology.

Finance and Administration: Grow and retain a talented workforce, maintain organizational learning, and promote wellness in the workplace. Create flexible reporting structures to maximize communication and efficiency. Re-enforce a strong internal control environment. Optimize use of technology to enhance customer service and office efficiency.

100th Anniversary Celebration: Install a 'working' 100th Anniversary Committee to guide the planning of this important milestone for the KSO. Determine the feasibility of a 100th anniversary endowment campaign. Plan a memorable 2020-2021 concert season to celebrate the 100th anniversary.

The Kalamazoo Symphony Orchestra 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 of a strong endowment. The KSO is thankful for the strong community support, artistic excellence, committed staff and board of directors, and solid education and community programs which have allowed the organization to survive and prosper in a shifting arts environment for over 95 years. These factors combined with a thoughtfully designed and clearly documented strategic plan will provide with KSO with the necessary capabilities to meet its goal.

As previously discussed, the KSO's strategic plan contains a timeline for specific goal completion as well as a monitoring process under the strategic planning committee of the board. The strategic planning committee is charged with implementing, evaluating and amending the plan as it proceeds, making the strategic plan a living document. Strategic plan updates are a regular topic at monthly KSO board meeting agendas, and progress reports on the goals per the timeline are provided to the committee several times a year.

The KSO is in the second year of the strategic plan. Most of the specific goals outlined in the first year of the strategic plan outline have either been completed or are ongoing. The strategic plan is used as a vital internal tool to set direction, measure progress and evaluate results. It is also used externally as a springboard for further dialogue and to gather feedback from the community.

Artists and Programs:
Completed or in process: Continue to invite talent of the highest caliber to perform with the KSO. Focus on hospitality in all aspects of operational execution. Build a larger and more demographically diverse audience by fostering and engaging a culturally curious community.
Future: Form an artistic growth taskforce to consider, evaluate, and recommend fresh ideas and opportunities for future institutional growth. Grow the artistic level of the orchestra and encourage increased musician engagement. Develop and implement a plan for renovation, restoration and expanded utilization of the KSO music library and recording archive.

Education:
Completed or in process: Integrate educational and artistic initiatives to create a natural link between school programming and the concert hall. Optimize and update existing programs to maintain a high level of excellence and maximize participation.
Future: Expand adult education offerings that enhance the concert experience of existing listeners and attract new listeners. Optimize and institutionalize key community partnerships Kalamazoo Kids in Tune and Marvelous Music.

Development and Communications:
Completed or in process: Reverse the negative trend in ticket sales by growing and diversifying the KSO audience. Maintain and build meaningful and mutually beneficial relationships with current and potential donors. Refine the KSO marketing plan to meet the needs of changing audiences and make use of new technology.

Finance and Administration:
Completed or in process: Grow and retain a talented workforce, maintain organizational learning, and promote wellness in the workplace. Create flexible reporting structures to maximize communication and efficiency. Re-enforce a strong internal control environment and optimize use of technology to enhance customer service and office efficiency.

100th Anniversary Celebration:
Completed or in process: Install a "working" 100th Anniversary Committee to guide the planning of this important milestone for the KSO. Determine the feasibility of a 100th anniversary endowment campaign.
Future: Plan a memorable 2020-2021 concert season to celebrate the 100th anniversary.

External Reviews

Financials

KALAMAZOO SYMPHONY ORCHESTRA

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  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.

Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Not Applicable

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable