KALAMAZOO SYMPHONY ORCHESTRA

KALAMAZOO, MI   |  WWW.KALAMAZOOSYMPHONY.COM

Mission

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

Ruling year info

1958

Executive Director

Ms. Jessica Mallow Gulley

Main address

359 S. KALAMAZOO MALL 100

KALAMAZOO, MI 49007-4843 USA

Show more contact info

EIN

38-6005710

NTEE code info

Symphony Orchestras (A69)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2020, 2019 and 2018.
Register now

Communication

Programs and results

What we aim to solve

This profile needs more info.

If it is your nonprofit, add a problem overview.

Login and update

Our programs

SOURCE: Self-reported by organization

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

Masterworks Series

The KSO offers six main stage concerts of major orchestral works at venues in Kalamazoo for the 2021-2022 season.

Population(s) Served
Adults
Adolescents
Children
Preteens

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of free performances given

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

KSO offers several free concerts in venues around the city. Many of these have not restarted since the pandemic shut-downs.

Number of professional artists employed

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Context Notes

Artists employed include contract musicians, substitute musicians, guest artists and conductors.

Total dollars paid to artists

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Total dollars paid to artists include all personnel expenses paid to employees and guest artists.

Total number of performances

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

These performances were largely delivered online during the 20-21 season which was during the closures due to COVID-19. One youth performance took place prior to the shutdown.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

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 (2021-2022) 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 100 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.

The KSO is completing the current strategic plan and has begun the next planning process which will result in a new plan in January 2022. Most of the specific goals outlined in the current 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. Formed an artistic advisory committee 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. Developed 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. 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: Planned a memorable and celebratory 2021-2022 concert season for the 100th anniversary. Conducted the silent phase of a campaign to raise $8.8 million and will launch the public phase beginning in October 2021.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    The Kalamazoo Symphony Orchestra serves everyone in our community - adults who engage in our concert programming and youth of all ages who engage in our concert programming and/or our varied education initiatives.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Constituent (client or resident, etc.) advisory committees, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve,

  • What significant change resulted from feedback?

    This season we've begun a Sunday afternoon series of chamber ensembles in response to feedback from patrons who no longer find evening events easy to attend for reasons such as driving after dark or too many competing arts events. Prior to the pandemic, the organization started offering Sensory Friendly Tools to make concert attendance possible and more comfortable for those with sensory needs. The tools include earplugs/headphones, sunglasses, and various fidget toys.

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    We are still working to improve the way we share decision-making with our constituents but the changes we've made as a result of feedback from our patrons or stakeholders have shifted the internal perspective to be one of increased openness and reflection.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually,

  • What challenges does the organization face when collecting feedback?

    We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time,

Financials

KALAMAZOO SYMPHONY ORCHESTRA
lock

Unlock financial insights by subscribing to our monthly plan.

Subscribe

Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more about GuideStar Pro.

Operations

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

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

KALAMAZOO SYMPHONY ORCHESTRA

Board of directors
as of 09/22/2022
SOURCE: Self-reported by organization
Board chair

Ms. Renee Pearl

Western Michigan University

Term: 2021 - 2024

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 9/22/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 09/20/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.