Gulf Coast Symphony Orchestra Strategic Plan
2011 to 2014
Overview of Strategic Planning Process
In June 2010, A Planning Retreat was attended by the Board of Directors and representative members from the GCSO orchestra. The purpose of the retreat, in part, was to conceptualize some basic ideas that would contribute toward a 3-year strategic plan. Two questions – 1.) Who do we want to be and 2.) How do we get there, were utilized to facilitate brainstorming sessions of best practices, a SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats), a long-term vision, common themes, core values, indicators of financial stability, current marketing practices, artistic vision, and educational outreach. Soon after the retreat, Music Director/Executive Director Andrew Kurtz asked Board member Doni Landefeld to serve as Chair of a Strategic Planning Committee to assemble a team and draft an inaugural strategic plan for the GCSO. The Strategic Planning Committee consisted of the following Board and Orchestra members: Andrew Kurtz, Doni Landefeld, Alfonso Giordano, Craig Mayer, Mary Anne Farese, and Sherrie Mangan. Marketing Director Amy Padilla also participated in numerous meetings.
Commencing in the Summer of 2010 and continuing through Spring 2011, the strategic planning team collaborated ideas, conducted a competitive analysis, researched models from other non-profit artistic organizations, reviewed elements of fundamental strategic plan conceptualization and writing, and consulted with the League of American Orchestras and numerous other musical organizations. The culmination of these efforts resulted in the development of a vision to become one of the top acclaimed community orchestras within the United States. Subsequent goal categories with specific strategies and action steps were then created to help make this vision a reality. This strategic plan will apply to seasons 2011/2012, 2012/2013, and 2013/2014. In some instances where determined relevant and timely, a few action steps were implemented the season before this plan was completed.
The Gulf Coast Symphony (GCS) remains committed to:
- Artistic integrity represented through high-quality, symphonic musical performances and challenging repertoire that will engage both our audiences and orchestra members.
- Accessibility to different types of programs, so all who are interested in symphonic music within Southwest Florida and/or would otherwise be unable to experience high-caliber, symphonic musical performances may benefit.
- Diverse program offerings to accommodate the widest possible public and infuse a passion for different types of symphonic music throughout the Southwest Florida region.
- Innovative risk-taking in programming to include lesser-known works, region-premieres, and also to provide opportunities for up and coming guest artists.
- Educationally and culturally enriching programs that instill a passion for music, enhance culture within our community, and help to develop new audiences.
Our vision is to be one of the top acclaimed community orchestras in the nation, establishing the model that other community orchestras emulate. This model shall embody:
- An all-volunteer core of musicians
- High-quality, musical performances that are innovative and diverse in the repertoire and that reach a diverse audience in a variety of venues throughout our community
- Demonstration of stringent fiscal responsibility
- Utilization of local vendors and reinvesting in our community whenever possible
- Maintenance of a year-long performance schedule to accommodate a diverse community constituency
- Funding of an endowment sustained in part through apportioned percentages of Musical Legacy Society contributions
- Steady increase in attendance at both paid and free concerts
Goal #1: Strenghten and diversify the Gulf Coast Symphony Orchestra’s (GCSO) financial base to enable the organization to grow and sustain its services and initiatives.
Goal #2: Create a comprehensive and unified Marketing Plan to develop a wider audience to attend and support GCSO events.
Goal #3: Broaden and expand the GCSO Community Outreach and Engagement programs to build new audiences and develop their lifelong appreciation for the arts.
Goal #4: Secure and retain appropriate staff for the artistic and administrative functions of the GCSO.
Goal #5: Enhance Board of Director’s Infrastructure to support the mission and vision of the GCSO.
Goal #6: Enhance the Orchestra Membership Infrastructure to support the mission and vision of the GCSO.
Goal #7: Strengthen and expand the GCSO repertoire to reach the widest possible audience.