Community Arts Support Grant
ACHF Arts Access
Audience knowledge base and concert experience will be deepened through expanded educational programming. Demographics of our audiences will be broadened through targeted marketing and other strategies. Our quality of governance, our artistic product, and our operational efficiencies will be improved as a result of formalizing policies, evaluating and updating the role and scope of board committees, and gathering and using feedback to inform decision-making. Selected audiences will provide feedback, either via talk-back sessions or surveys, on the extent of change in their level of music knowledge and appreciation. We will track changes in audience sizes and cities of residence. Selected rostered musicians will document experiences with the Bemidji Symphony Orchestra either via interviews or email questionnaire. An evaluation by board members will assess the clarity and effectiveness of board committee work as well as improvements in policy-driven decision-making.
Our board manual formalized our governance and hands-on operations, with sections like mission and planning, budget and fundraising, operational procedures, history and growth. We accessed affordable legal counsel from Saint Paul which gave direction in policy writing. Strengthening our administrative side strengthened the music programming side, thereby inspiring confidence in our artistic vision and fueling our vibrancy and boldness—in short, what our musicians and audience love and expect from us.