Conductors

2025-2028 Strategic Initiative

Gwinnett Symphony’s 2025–2028 Strategic Initiative sets a bold course for the next three years, building upon the organization’s existing artistic excellence, educational leadership, and deep community roots. This plan identifies specific priorities and actionable initiatives that will guide Gwinnett Symphony in expanding access to music education, enhancing performance experiences, increasing visibility, and solidifying its role as a cultural leader in Gwinnett County and beyond.

Vision We envision a future where every resident of Gwinnett County has access to high-quality music education and performance opportunities, where orchestral music is embedded in the civic and cultural life of the region, and where Gwinnett Symphony serves as a leading voice for artistic innovation and broad cultural representation.

Mission Gwinnett Symphony exists to inspire, educate, and connect our community through transformative musical experiences that reflect the excellence, cultural richness, and creativity of Gwinnett County while welcoming and serving all people, regardless of background, identity, or circumstance.


Core Beliefs:
  1. A vibrant community is enriched by respecting cultural variety and fostering a spirit of belonging across all programs and partnerships, ensuring every individual feels welcomed and valued regardless of background, identity, or circumstance.
  2. Music education should be accessible to all youth, regardless of financial background or geographic location.
  3. Musical excellence is strengthened through inclusive engagement, open-minded collaboration, and welcoming environments.
  4. The performing arts uplift individuals and strengthen civic life.
  5. Youth ensembles are not only educational tools, but vital platforms for opportunity, artistic growth, and leadership development.


STRATEGIC PRIORITY 1: Artistic Growth and Innovation
Gwinnett Symphony will expand and evolve its artistic programming to reflect the creative potential of its musicians, deepen audience impact, and build upon the success of its multi-ensemble format.

Initiatives:
  1. Annual Multi-Ensemble Collaborations: Present 2–3 large-scale productions annually combining the Orchestra, Chorus, Chamber Singers, and Youth ensembles at major regional venues to create powerful artistic synergy and showcase the full scope of Gwinnett Symphony’s talent.
  2. Thematic and Immersive Concert Series: Create concert formats incorporating multimedia, narration, or semi-staged elements to offer story-driven experiences that connect with broader, culturally varied audiences.
  3. New Works and Composer Engagement: Establish a composer engagement program that supports the development and performance of new works while encouraging community interaction and fresh artistic perspectives.

STRATEGIC PRIORITY 2: Youth Education and Development
Gwinnett Symphony will grow its youth programs into a county-wide educational platform that cultivates musicianship, creativity, and leadership in the next generation.

Initiatives:
  1. Program Expansion: Focus expansion efforts on introducing additional divisions within the Youth Orchestra to better serve a wide range of skill levels. Prioritize development of both a Youth Wind Ensemble and Youth Chorus to broaden vocal and instrumental opportunities as capacity allows.
  2. Visibility and Leadership: Establish a Youth Chamber Series and Leadership Council to spotlight student talent in high-profile performances and foster ownership within the program.
  3. Access and Inclusion in Schools: Partner with schools to deliver in-school residencies, workshops, and performances in underserved areas to inspire students and strengthen music education access.


STRATEGIC PRIORITY 3: Community Engagement and Inclusion
Gwinnett Symphony will deepen relationships with civic, faith-based, and cultural groups to reflect the cultural breadth and lived experiences of the county and serve as a community-embedded institution.

Initiatives:
  1. Community Series: Present chamber and small ensemble concerts in public spaces across Gwinnett to offer accessible, locally relevant music experiences.
  2. Cultural Celebration Programming: Curate concerts in collaboration with cultural communities that feature music and artists reflecting Gwinnett’s diverse heritage.
  3. Faith and Civic Partnerships: Build formal relationships with religious and civic organizations to support collaborative programming and shared community engagement.


STRATEGIC PRIORITY 4: Organizational Sustainability
Gwinnett Symphony will strengthen its internal infrastructure, funding model, and governance capacity to support long-term stability and growth.

Initiatives:
  1. Leveraging Musicians and Families: Engage adult musicians and parents as partners in advancement through programs like 'Sponsor a Musician,' ensemble-based fundraisers, ad sales, and leadership roles in the Gwinnett Symphony Guild.
  2. Donor Growth and Campaigns: Expand donor programs through tiered giving, stewardship, exclusive access, and recognition, building a pipeline from new supporters to major donors and legacy gifts.
  3. Board and Staff Development: Grow and diversify the board and staff through targeted recruitment, training, and professional development to support strategic growth and leadership capacity.
  4. Technology and Operations: Improve internal systems by investing in CRM tools, data reporting, and digital platforms to enhance communication, donor tracking, and online engagement.
  5. Volunteerism and Ambassadorship: Activate musicians, families, and supporters to serve in volunteer and ambassador roles supporting concerts, fundraising, ad sales, and community outreach.
  6. Gwinnett Symphony Guild: Establish the Guild as the Symphony’s primary volunteer and ambassador group, empowering musicians, families, and supporters to coordinate outreach, lead concert support, manage ad sales, assist with donor cultivation, and strengthen ties across all ensembles.


STRATEGIC PRIORITY 5: Brand Visibility and Public Identity
Gwinnett Symphony will enhance its public presence, deepen engagement, and strengthen its reputation as a cultural leader in the region.

Initiatives:
  1. Enhanced Patron Experience: Elevate concert hospitality through pre-concert talks, welcome teams, and feedback tools that enhance accessibility and audience satisfaction.
  2. Media and Storytelling Strategy: Expand multimedia content including behind-the-scenes videos, artist interviews, and community features. Develop full-color season guides in both print and digital formats for widespread public access and brand consistency.
  3. Marketing Platform Expansion: Broaden the Symphony’s digital reach with a stronger social media presence on platforms such as Instagram, Facebook, YouTube, and TikTok. Create and schedule content including rehearsal previews, artist spotlights, and audience testimonials. Improve email marketing strategies through targeted Constant Contact campaigns, segmented lists, and more frequent communications with visually engaging formats.
  4. Civic Profile and Leadership: Position Gwinnett Symphony as a regional arts leader by building relationships with local governments, civic forums, and cultural institutions.


STRATEGIC PRIORITY 6: Conducting Education and Professional Development
Gwinnett Symphony will establish the Adrian Gnam International Conductors Workshop and Competition (ICWC) as a core educational program and national leadership initiative, in partnership with the International Conductors Guild. This initiative will not only honor Maestro Gnam's legacy but also advance the art of conducting through rigorous training, mentorship, and high-profile public engagement.

Initiatives:
  1. Institutional Integration of ICWC: Adopt ICWC as an official Gwinnett Symphony program, with administrative and financial oversight managed by GSO. Formalize the relationship to ensure long-term sustainability and strategic alignment.
  2. International Partnership with the Conductors Guild: Continue building the partnership outlined in the Guild proposal, in which the Guild provides applicant verification, promotional support, and faculty participation, while GSO serves as the producing and presenting organization.
  3. Expanded Educational and Public Impact: Increase the ICWC's visibility by integrating participant observation opportunities with GSO rehearsals, offering community conducting classes, and showcasing select workshop performances during the regular concert season.

Implementation and Timeline
This initiative plan will be phased across a three-year timeline with annual benchmarks. Implementation teams will include staff, board committees, and community advisors. Evaluation tools will track progress toward measurable goals in participation, funding, visibility, and artistic outcomes.