Arts, Culture, and Humanities

COLORADO SPRINGS PHILHARMONIC ORCHESTRA

aka Colorado Springs Philharmonic

COLORADO SPGS, CO

Mission

To reflect the greatness of our community and the best of human potential through musical excellence, creative discovery, and civic leadership.

Notes from the Nonprofit

The Colorado Springs Philharmonic has experienced growth in our audience, supporters, and fans. We are reaching more and more people in the Pikes Peak region, southern Colorado, and beyond.

Ruling Year

2003

President and CEO

Mr. Nathan David Newbrough

Main Address

PO Box 1266

COLORADO SPGS, CO 80901 USA

Keywords

orchestra, symphony, music, performing arts, colorado springs, colorado, colorado springs philharmonic, philharmonic

EIN

74-3091110

 Number

7672914725

Cause Area (NTEE Code)

Symphony Orchestras (A69)

Music (A68)

Performing Arts (A60)

IRS Filing Requirement

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

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Social Media

Blog

Programs + Results

What we aim to solve New!

In July 2015, the Colorado Springs Philharmonic adopted a new strategic plan with measurable multi-year outcomes. The plan includes two primary goals: a better, stronger Philharmonic, and a larger, more engaged audience. The plan's three principles – Excellence, Service, and Permanence, envelop six broad strategies: (1) Celebrate patron loyalty, (2) Embrace the community, (3) Build the youngest audience, (4) Maximize orchestral excellence, (5) Create an enduring Philharmonic, and (6) Mark the 90th Anniversary.

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

El Pomar Foundation Masterworks

Penrose-St. Francis Health Services Philharmonic Pops

Al and Leigh Buettner Signature Series

Philharmonic Kids

Summer Symphony

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of free registrants to classes

TOTALS BY YEAR
Population(s) served

K-12 (5-19 years),

Economically disadvantaged, low-income, and poor people

Related program

Philharmonic Kids

Context notes

Through Philharmonic Kids resources and materials, along with concert admissions, are provided free of charge to all participating low-income, Title I schools.

Average dollar price for performance tickets

TOTALS BY YEAR
Population(s) served

General/Unspecified

Context notes

A full spectrum of symphonic entertainment is presented to audience members ranging in age from preschoolers to retirees with ticket prices kept as affordable as possible to maximize accessibility.

Total number of paid seats filled for performances

TOTALS BY YEAR
Population(s) served

General/Unspecified

Context notes

Includes all tickets sold for Masterworks, Philharmonic Pops, Vanguard, Philharmonic Kids, holiday and special concerts.

Total number of free seats filled for performances

TOTALS BY YEAR
Population(s) served

K-12 (5-19 years),

Caregivers,

Economically disadvantaged, low-income, and poor people

Context notes

Includes complimentary tickets from Phil Cares, Philharmonic Kids, and Free for Kids. Not included is Summer Symphony, a free annual 4th of July concert averaging 85,000 attendees.

Total number of performances

TOTALS BY YEAR
Population(s) served

General/Unspecified

Context notes

Performances include Masterworks, Philharmonic Pops, Vanguard (2014-17), Philharmonic Kids, Celebrity Series (2017), Summer Symphony, holiday and special concerts.

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?

CELEBRATE PATRON LOYALTY Devoted ticketholders and donors are essential to the Philharmonic's success. We will honor, celebrate, and reward patrons for their loyalty. EMBRACE THE COMMUNITY We will use our assets to make great music accessible and relevant to the broad Colorado Springs community beyond the walls of the Pikes Peak Center and beyond the boundaries of our traditional audience. CREATE YOUNGEST AUDIENCE We will work to establish the youngest regular audience of any U.S. orchestra by inviting and celebrating participation of students, young musicians, and young families. MAXIMIZE ORCHESTRA EXCELLENCE As the cornerstone of the Pikes Peak region's musical community, we must realize and maintain the highest standards of artistic excellence. ENSURE A PERMANENT PHILHARMONIC We are dedicated to recruiting and retention of key leadership, accountability, eliminating debt, and building funding levels to sustain future growth.

Our work will be guided by the following principles: 1. Performing with Excellence - We understand the importance of our service to the community and the trust that our patrons place in us. 2. Doing the right things - Honesty and integrity engender trust. We take responsibility for our actions and strive to be good citizens and stewards of the legacy and future of the Philharmonic. 3. Respecting others - Success depends on the varied talents and expertise of our people and our ability to work in concert with one another throughout the organization. We appreciate our diversity and believe that respect - for our musician and staff colleagues, board, volunteers, patrons, and partners - is an essential element of all positive and productive efforts. 4. Dynamic tension between good business and artistic impact - Music and business are inextricably intertwined. Artistic impact is at the soul of our mission, yet we need wise business decision to thrive over the long term.

1. More effective and frequent use of Music Director and guest artists when they are in Colorado Springs. 2. Board recruiting based on strategic priorities. 3. Board meetings must be topical and action-oriented. 4. Multi-year artistic planning.

A larger, more engaged audience through patron growth for concerts, increased financial stability, and a growing demand from citizens for the Philharmonic's community placemaking.

We have made great strides to maximize orchestra excellence through solidifying contracts for our musical leadership and musician labor contracts, recruiting better talent, program expansion in two concert series, expanding the reach of the orchestra through live broadcasts on 88.7 FM KCME, and implementing a challenging repertoire. Also, building the youngest audience through programs that include Free for Kids and Philharmonic Kids. In the 2017-18 season alone, more than 4,810 children witnessed a live orchestral performance for free.

External Reviews

Photos

Financials

COLORADO SPRINGS PHILHARMONIC ORCHESTRA

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2017 and 2016
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, 2017 and 2016
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?

Yes

CEO OVERSIGHT

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

Yes

ETHICS & 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?

Yes