Washington Symphony Orchestra


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Washington Symphony Orchestra Long Range Plan 2010-2013

Final Copy

Primary Areas of Focus •Organizational Structure Improvement

•Fundraising and Revenue Enhancement •Programming and Musician Development •Community Awareness Organizational Structure •The WSO, now in its 9th year of operation, needs to achieve a stronger, more mature structure as it relates to management of the organization, recruiting of board members and communications between constituents Key Tactics •Develop and adopt key organizational policies and procedures, i.e. staff job descriptions, pricing structure and contracts for performances •Continue to recruit a diverse board of directors •Develop a communications strategy for board members, staff and musicians, i.e., a monthly newsletter and enhancements to the website. •Consider development of a WSO Auxiliary Fundraising and Revenue Enhancement •In order for the Orchestra to remain viable and sustain growth, current funding levels must be maintained and new sources of funding, preferably long-term, must be identified and pursued. Key Tactics •Secure and maintain funding for key positions –Business Manager –Librarian –Music Director –Chamber Music Director •Continue and enhance the following: –I Love Music Campaign –Grapes of Rhythm Event –Program Advertisers –Season and Group Ticket Sales •Identify and approach the following: –Foundations with interests in Arts Programming

–Community Individuals and Corporations

•Explore endowment opportunities •Include information on planned giving in all WSO materials •Expand other funding opportunities for donors, i.e., “ Music Angels” to underwrite the purchase of materials for the music library, sponsors for musician workshops, donation of auction items Programming and Musician Development •In order to maintain and increase the quality of the WSO Programming, the Orchestra must continue to build upon the diversity and popularity of its programming and extend professional development opportunities for its existing and future musicians Key Tactics •Continue regular programming based on community and music director feedback •Increase linkages with local arts organizations, performers and school music programs •Continue workshops for WSO musicians •Consider educational programs for young musicians in the community •Continue the Youth Competition Community Awareness •In order to remain viable and grow both funding sources and audiences, the WSO must increase its presence and goodwill in the community. Key Tactics •Increase marketing efforts to expand geographic “reach” and diversify audience demographics •Continue participation in community events –Develop a “slideshow” for presentations •Plan for a 10th Anniversary celebration in the 2011-2012 Season •Explore the use of social networking websites

This plan was approved by the board at the November 17, 2010 meeting. Maryann B. Weinstein