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GFSA Strategic Plan 2025-2028
Strategic Plan Reading Guide
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About the Planning Process
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Thank you for your interest in the Great Falls Symphony strategic plan created by the Strategic Planning Committee in 2024-2025 and voted in by the Symphony's Board of Directors in February of 2025. We are excited to formally introduce it to you and share more about how the plan was created and what it aims to accomplish.
The strategic plan for 2025-2028 was created by the Strategic Planning Committee- a board designated committee of 15 individuals representing all areas of the organization. Many members were selected by their representative groups, (orchestra council, choir council, and Cascade Quartet representatives) or automatically assigned to the project due to the nature of their position (Board President, Executive Director, Music Director, and Music Director Emeritus.) Representatives were tasked with communicating the progression of the plan to their groups, and sharing the priorities, concerns, or ideas of their constituents with the committee.​
The Strategic Planning Committee
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Paul Haffeman, Board President & SPC Chair
Grant Harville, Music Director
Jon Harney, Choir Director
Gordon Johnson, Music Director Emeritus
Mark Juras, Board Member & Musician
Tia Kanigan, Marketing & Development Director
Maxwell Kern, Choir Council Member
Shelby Keunning, Choir Council Member
Dusty Mollyneaux, Board Member & Musician
Kyara Nelsen, Youth Orchestra Director
Millie Olsen, Orchestra Council Member
Hillary Shepherd, Executive Director
Nicholas Slaggert, Orchestra Council Member
Thad Suits, Cascade Quartet Cellist
Joyanna Winterrowd, Community Member
​It became apparent through the course of the project that the resulting plan needed to cover only three years instead of the original goal of a five-year plan. This change allowed for structured direction and major goal alignment for 2025 and 2026, but allowed room for a new Music Director and their ideas from late 2026 on.​​
​​What the Plan Includes
The contents of the plan are broken into five major sections which are explained on page i. of the plan. Unless you happen to be particularly interested in marketing, marketing strategy, data, and audience segmentation, you may find the first two sections somewhat dry. The third section, Key Messages & Goals, is important for necessary context about section four- Strategies & Tactics.
The Strategies & Tactics section is the real meat of the plan because it contains the actions we will take over the next three years. Please note that many of these tactics will include a disclaimer near the bottom that states that the relevant tactic must have Music Director oversight and we plan to delay implementation until we have that position filled. The last section of the plan- Implementation & Evaluation -maps out expectations for the initiation of tactics. Please note, these are start dates, not due dates.
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Plan Highlights
Some topics may be more interesting to our community than others-- these may include the following:​​
Goal 3, Strategy 1, Tactic 3: Restore a Nutcracker Ballet with GFSA Accompaniment (Coming Christmas 2026)
- More exciting details coming in the new year!
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Goal 3, Strategy 3, Tactic 1: Pursue Collaborative Projects with other Arts Organizations (Ongoing)
- Please use the contact us page on our website to share ideas with us or reach out on behalf of your organization. ​​
Goal 3, Strategy 1, Tactic 1: Establish Symphony Ambassador Program (Coming 2026/2027)
- We are so excited to bring this to our community and grow our connection with Great Falls Public Schools.
Goal 3, Strategy 1, Tactic 2: Reestablish a Free Summer Symphony Concert (Coming 2027/2028)
- Back by popular demand but placed on hold for a new Music Director. ​​
​Guide to Strategies & Tactics
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The following is a bulleted explanation of topics covered by the different goals within the Strategies & Tactics section so that readers can decide which goals they would prefer to spend more time exploring. ​​​​​​​​
Goal 1: Prioritize Financial Stewardship
(Heavily Administrative & Financial)
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Sponsorships & donor systems
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Fundraising events
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Grant opportunities
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Ticket sales & packages
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Added program value
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Financial reserves
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Budgeting & expenses
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Goal 2: Strengthen Infrastructure
(Heavily Administrative & Financial)
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Structural document updates & creation
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Programs changes
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Retention & recruitment priorities
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Budgeting changes​​​​​​​
​Questions and Discussion
If you would like a more in-depth explanation of any part of the plan, please don't hesitate to reach out to staff. We would love to hear new ideas to add to our notes for the next strategic planning session. Please know that we have an open door policy here at the office for anyone interested in stopping by or giving us a call to chat about the plan's contents or ideas.
​​Goal 3: Amplify Meaningful Connections
(Community Interaction & Marketing)
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Symphony Ambassador Program
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Summer Symphony
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Nutcracker
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Branding & marketing
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Partnerships & events
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Musician community engagement & marketing
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Collaborative projects
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Goal 4: Aim for Excellence & Transparency
(Community Interaction)
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Musician & staff community engagement
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Feedback & transparency additions
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Goal 5: Advocate for the Arts in Montana
(Statewide Interaction)
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Statewide partnerships
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Local arts coalitions
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We can also be reached via the contact us page through the website or via email. We encourage all feedback and hope you feel as excited about the future of the Great Falls Symphony as we do. We hope you enjoy reading our strategic plan and looking forward to the future with all of us from the Strategic Planning Committee.