Northland Symphony Orchestra
PO Box 11193
Kansas City MO 64119
Web and Phone Contact
Telephone (816) 945-2436
Mission Statement

The Northland Symphony Orchestra, whose members consist of professional, community and student musicians, offers high quality orchestral performances that are accessible and free of charge to the Greater Kansas City area.  The performances are designed to instill an appreciation of the arts and a recognition of the arts' importance within our diverse community.  As a cultural asset to the Northland area, the Northland Symphony Orchestra, in cooperation with other performing arts organizations, supports and augments the area's economic development.

Leadership
CEO/Executive Director Board Chair is Executive Director
Board Chair Mr. Richard Henderson
Board Chair Company Affiliation Community Volunteer
History and Background
Year of Incorporation 1975
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

 Breakdown
Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Statements
Mission Statement

The Northland Symphony Orchestra, whose members consist of professional, community and student musicians, offers high quality orchestral performances that are accessible and free of charge to the Greater Kansas City area.  The performances are designed to instill an appreciation of the arts and a recognition of the arts' importance within our diverse community.  As a cultural asset to the Northland area, the Northland Symphony Orchestra, in cooperation with other performing arts organizations, supports and augments the area's economic development.

Background Statement The NSO was started in 1965 and held the first concert in the spring of 1966 for a total cost of $1,000. Today, the Northland Symphony is the largest solely community based orchestra in the Northland area, and provides its five yearly concerts to the public free of charge. The concerts are held on Sunday afternoons so that families with children and the elderly are able to attend. The orchestra is made up of approximately 70 musicians. The bylaws stipulate that the ratio of musicians must be maintained at one-third student, one-third community member, and one-third professional musicians. This allows students to hone their craft alongside the professionals, and provides community members who otherwise might not have one with a chance to play in an ensemble. The NSO has a very active Board of Directors: there is no staff, and the Board is entirely responsible for all administrative duties, including raising the funds to cover the cost of the concerts and hiring a music director. Since there is virtually no overhead expense, all funds raised either directly or indirectly go toward the concerts.
Impact Statement
The NSO board recognizes the value of trying to plan beyond day to day operations of the orchestra.  We have recently reorganized and greatly strengthened our public relations/marketing committee.  We are in our 50th anniversary season this year and all of our efforts as a board are geared towards celebrating the accomplishments of the past 50 years that brought us to this point, and making this our most successful season yet.
 
As always, our goal is to spread awareness of our organization. With the efforts of a stronger PR/marketing committee, we are working on implementing new advertising methods to help us accomplish this. We would like to increase and diversify our audience through effective programming and marketing.
 
Starting with our previous season, we began assigning themes to our concerts. Our audience members greatly enjoyed the change so we continued this year, with an appropriate theme of "Celebration." 
 
We continue to work on updating our strategic plan and board handbook. We are developing a PR packet and improving our marketing.  We want to continue to strengthen our board through effective recruiting and training. 
 
Last year, our annual fundraiser, A Taste of Zona Rosa had its most successful year to date.  This year we did even better. We want to maintain this trend, increasing the success of the fundraiser next year as well. We are making greater efforts this season to focus on fundraising, due to costs related to the 50th anniversary celebration concert in April. 
Needs Statement
  1. Financing:  Each of our concerts costs approximately $7,500 to put on, as there is no charge for admission.
  2. Grant Committee Board Members:  Our organization is looking to expand its group of Board of Directors specifically charged with increasing our grant funding.  Individuals simply need to have organizational skills and a desire to go into unchartered territories in regards to our grant applications.
  3. Fundraising Committee Members:  We host several fundraisers each year, including the annual fundraiser, "A Taste of Zona Rosa" and we are looking for motivated individuals to assist with these events each year.
Service Categories
Music
Arts Education
Areas of Service
MO - Clay County
MO - Platte County
MO - Ray County
MO - Jackson County
CEO/Executive Director/Board Chair Statement
The Board of Directors consists of a small group of individuals dedicated to the mission of the organization.  The organization has established itself as providing an invaluable service to the Northland community - free orchestral concerts available to individuals of all ages.  The organization's expenses to perform these (five to six annually) concerts continually increase, yet during these hard economic times, our influx of contributions and grant funding has decreased.  Our Board of Directors strives to find new resources for funding, as well as maintaining and grow our existing relationships within its community and its supporters.  With your help, the Northland Symphony Orchestra can continue its mission of providing free music to the community.
Programs
Description
Three out of the five concerts performed by the NSO feature standard classical repertoire from a variety of time periods in history. This affords audiences and musicians alike the opportunity to become familiar with important pieces in classical music. These concerts are mainly held in the afternoons so that families with children and the elderly can attend.
Program Budget $0.00
Category Arts, Culture & Humanities, General/Other Musical Performances
Population Served General/Unspecified, Other Named Groups,
Short-Term Success

Our short term goals are very similar to our long term goals. NSO wants to provide free, high quality classical and Pops concerts in accessible venues. We want to continue to provide opportunities for education and collaboration for musicians, both those who are orchestra members and also guest performers. We want to expand and diversify our audience.

Long-Term Success

NSO has been in existence since 1965, and, as stewards of the organization, we plan to be around for many more years. We hope to continue to have five concerts every season, and to continue to have free admission to all of our performances. Due to the composition of our orchestra’s members, NSO provides an opportunity for professional, community, and student musicians to collaborate and learn from each other, and we want to maintain that model. NSO wants to continue to provide a venue for soloists and local students to perform with an orchestra. We also would like to diversify and grow our audience.

Program Success Monitored By

Program success is typically monitored by the size and diversity of our audience, and the total number and amount of donations we receive. We administer an audience survey once each year, and try to collect information about diversity in as many categories as seems appropriate. Board members are greeters and ushers and are usually good at judging whether a concert has attracted new audience members, and we keep track of audience numbers at each concert. We track our donations yearly, and measure success by an increase in donations year over year.

Examples of Program Success

Our typical audience size has tended to be in the 200 to 350 range, except for our holiday concerts, which are much larger. For a recent summer pops event, we presented a “Fandom” concert, featuring music from a variety of fandoms with large fan bases, such as video games and movies. We also tried using paid social media posts for this concert on our Facebook page, and the audience tally was 634.

Description Two of the five concerts performed by the NSO are shorter, themed concerts. The Holiday Pops concert features local choirs performing with the NSO while our Summer Pops Concert features music from movies and Broadway shows.
Category Arts, Culture & Humanities, General/Other Musical Performances
Population Served General/Unspecified, Other Named Groups,
Short-Term Success

Our short term goals are very similar to our long term goals. NSO wants to provide free, high quality classical and Pops concerts in accessible venues. We want to continue to provide opportunities for education and collaboration for musicians, both those who are orchestra members and also guest performers. We want to expand and diversify our audience.

Long-Term Success

NSO has been in existence since 1965, and, as stewards of the organization, we plan to be around for many more years. We hope to continue to have five concerts every season, and to continue to have free admission to all of our performances. Due to the composition of our orchestra’s members, NSO provides an opportunity for professional, community, and student musicians to collaborate and learn from each other, and we want to maintain that model. NSO wants to continue to provide a venue for soloists and local students to perform with an orchestra. We also would like to diversify and grow our audience.

Program Success Monitored By

Program success is typically monitored by the size and diversity of our audience, and the total number and amount of donations we receive. We administer an audience survey one time each year, and try to collect information about diversity in as many categories as seems appropriate. Board members are greeters and ushers and are usually good at judging whether a concert has attracted new audience members, and we keep track of audience numbers at each concert. We track our donations yearly, and measure success by an increase in donations year over year.

Examples of Program Success

Our typical audience size has tended to be in the 200 to 350 range, except for our holiday concerts, which are much larger. For a recent summer pops concert, we presented a “Fandom” concert, featuring music from a variety of fandoms with large fan bases, such as video games and movies. We also tried using paid social media posts for this concert on our Facebook page, and the audience tally was 634.

CEO Comments Because we do not charge for our concerts and have no paid employees, finances and volunteers are always opportunities for growth.  The addition of experienced fundraisers to our board, and new members to our grants committee continue to help us improve in these areas.  Our co-treasurers are CPAs, and their expertise helps us keep our administrative costs low so that most of our funds are used for programming.  The board works hard on short term goals such as fundraising, grant writing, and operations, but that sometimes leaves us short of time and energy to focus on long range goals and strategic planning.  We have room for growth in this area, and are exploring resources that will help us.
Executive Director/CEO
Executive Director Board Chair is Executive Director
Co-CEO/Executive Director
Term Start
Compensation Last Year
Senior Staff
Title Conductor
Experience/Biography James Murray began conducting when, as a member of the Rome Festival Orchestra he stepped in to lead a rehearsal for a conductor who was delayed. When the conductor arrived, he allowed Jim to finish the rehearsal and then invited him to conduct a concert the following week. Since that time, Mr. Murray’s conducting career has flourished, allowing him to work with numerous ensembles. In 1997, Mr. Murray was appointed Music Director and Conductor of the Northland Symphony Orchestra While in Denver for graduate studies, Jim served as Assistant Conductor of the Lamont Symphony Orchestra and as a guest conductor for the Centennial Philharmonic. Mr. Murray also completed an extensive internship with the Colorado Symphony’s Administration and served as a clinician for the Denver Young Artists Orchestra. During his two years of graduate study, he served as Principal Guest Conductor for the Liberty Symphony Orchestra in Liberty, Missouri. Praised by the Kansas City Star for repertoire that “betrays an inventive sense of fun”, Mr. Murray’s formal training includes a Bachelors Degree in Music Performance from William Jewell College and a Masters Degree in Orchestral Conducting from the University of Denver. Workshop master teachers include Paul Vermel, Samuel Jones, Samuel Adler, Victoria Bond and Donald Portnoy. Increasingly in demand as a clinician, Jim has served as an adjudicator for the Kansas State High School Activities Association, Missouri State High School Activities Association, as well as numerous other festivals and workshops. In January 2004, he was the guest conductor for the St. Louis All-Suburban Orchestra. In addition to his duties with the Northland Symphony Orchestra, Mr. Murray is the founder and joint Conductor of the Metropolitan Youth Orchestra. He is also the Assistant Conductor for the Independence Symphony Orchestra. Off the podium, he is a Professor of Music at Maple Woods Community College. Jim and his wife Nicole reside in Liberty, Missouri where their cats, Clara and Leopold, share their home with them.
Staff
Paid Full-Time Staff 0
Paid Part-Time Staff 0
Volunteers 80
Paid Contractors 15
Retention Rate 100%
Plans & Policies
Organization Has a Fundraising Plan Yes
Organization Has a Strategic Plan No
Management Succession Plan Yes
Organization Policy and Procedures No
Nondiscrimination Policy No
Whistleblower Policy No
Document Destruction Policy No
Collaborations
Maple Woods Community College, Park Hill School District, Kansas City, MO School District & North Kansas City, MO School District.
Government Licenses
Is your organization licensed by the government? No
CEO Comments

Every business and organization is facing financial struggles during this time of  economic downturn.  The NSO does not have any paid staff; its Board of Directors donate their time, money and other in-kind items to ensure that it runs in the most efficient manner possible.  As such, the organization operates at less than 3% of administrative costs each year.  This means that at least 97% of all monies raised go towards the concerts themselves.  Our Board is continually looking for motivated individuals who would like to help lead this organization into the future.  Current needs individual interested in serving on the grant committee and/or the fundraising committees.  Fresh ideas will ensure the continuation of our organization dedicated to serving the Northland community.

Board Chair
Board Chair Mr. Richard Henderson
Company Affiliation Community Volunteer
Term July 2015 to June 2017
Email henderson.richard@gmail.com
Board Members
NameAffiliation
Ms. Paige Buckmaster Residence Inn
Ms. Kathy Burgon Mid-States Heavy Duty Reps
Mrs. Dawn Hatterman Mid-Continent Public Library
Mr. Richard Henderson FirstBest Systems
Mr. Richard Ibarra Optiv Security Inc.
Mr. John Koster Kairos Growth Consulting
Mrs. Rachel Marble Northland Physical Therapy
Mr. John Marshall Jeffrey Byrne & Associates
Mr. Randall Miller Bank of Kansas City
Mr. James Murray IIIMusic Instructor\Coordinator - Maple Woods Community College
Ms. Katya Soderstrom Mid-Continent Public Library
Mr. Timothy Starosta Starosta Law Firm
Ms. Emily Williams Community Volunteer
Mr. David Wiseman Fike Corporation
Board Demographics - Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 13
Hispanic/Latino 1
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 8
Female 6
Unspecified 0
Governance
Board Term Lengths 2
Board Term Limits 0
Board Meeting Attendance % 80%
Written Board Selection Criteria? No
Written Conflict of Interest Policy? No
Percentage Making Monetary Contributions 100%
Percentage Making In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 5
Standing Committees
Advisory Board / Advisory Council
Communications / Promotion / Publicity / Public Relations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Executive
Program / Program Planning
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
CEO Comments The NSO is run entirely by a Board of Directors. As such, we are very proud of both our growth as an organization and as a board of directors over the past few years. We currently have a true working board: each member is willing to spend the time necessary to ensure successful running of the organization. However, we are continually looking for new board members and are seeking several specific skill sets, including grant writing and special events/fundraising.
Financials
Fiscal Year Start July 01, 2016
Fiscal Year End June 30, 2017
Projected Revenue $79,000
Projected Expenses $58,697
IRS Letter of Exemption
Foundation Comments
  • FYE 6/30/2016, 2015, 2014: Financial data reported using IRS Form 990 EZ.  
  • Foundation/corporation revenue line may include contributions from individuals and special events.
Detailed Financials
 
Expense Allocation
Fiscal Year201620152014
Program Expense$34,588$33,865$34,401
Administration Expense$4,794$3,679$5,603
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.250.971.19
Program Expense/Total Expenses88%90%86%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$24,571$14,775$15,740
Current Assets$22,071$14,775$15,740
Long-Term Liabilities$0$0$0
Current Liabilities$0$0$0
Total Net Assets$24,571$14,775$15,740
Short-Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities------
Long-Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountMissouri Arts Council $8,810Friends $10,535 --
Second Highest Funding Source & Dollar AmountZona Rosa $7,500Kansas City, Missouri NTDF Grant $5,000 --
Third Highest Funding Source & Dollar Amount --Kauffman Foundation Grant $5,000 --
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments
The NSO has come a long way in a short time. A few years ago the orchestra was running at a deficit and was down to three concerts per year. With better financial management and an enthusiastic musical director, we have been able to bring our concerts back up to five per year.
 
This year marks our 50th anniversary season. The board of directors voted to perform one of our concerts at the Kauffman Center for the Performing Arts as a way to celebrate the accomplishments of the symphony. Because of this decision, our expenses are significantly higher this year compared to any previous year. We have also greatly increased our marketing and fundraising efforts in order to cover the expenses incurred to put on this concert. This is why our projected income and expenses have both drastically increased this season.
Organization Name Northland Symphony Orchestra
Address PO Box 11193
Kansas City, MO 64119
Primary Phone (816) 945-2436
CEO/Executive Director Board Chair is Executive Director
Board Chair Mr. Richard Henderson
Board Chair Company Affiliation Community Volunteer
Year of Incorporation 1975