WMS DEI Framework

W EST M IC H IG A N S Y M P H O N Y / TH E B L O CK

DEI FRAMEWORK

VISION

We are a catalyst for a music-infused West Michigan: leading, facilitating, connecting and collaborating with the community to stimulate cultural vibrancy, inclusivity and pride of place.

S TAT EM EN T O F D IV E R S I TY, E QU I TY & I N CLU S I O N Adopted in 2018

West Michigan Symphony is committed to building an organization that fosters diversity, equity and inclusion.

We acknowledge and celebrate the 19th century European cultural heritage from which the symphony orchestra arises. At the same time, we believe the art form is renewed and enlivened by embracing multifarious cultures and influences. We will continually explore ways to reflect plurality, inclusivity and curiosity in our artistic programming.

We particularly recognize that historically underrepresented groups have often experienced the Symphony as a foreign and unwelcoming environment. We commit to inviting them into an ongoing, active dialogue so that we can learn, grow, and change, making the Symphony a place where everyone feels invited and accepted.

We will strive to reflect these values throughout our organization. In our Board, staff and volunteer base, we will work for greater inclusivity in ethnicity and cultural background, gender, sexual orientation, age, socioeconomic status, disabilities, education, geography, and religion—thereby reflecting the rich diversity of the West Michigan community.

IN T RO D UC T IO N TO TH E D E I FR A M E W O R K The DEI Framework was developed between November 2020 through June 2021 by a steering committee of Board and staff led by Board Chair Susan Cloutier-Crain, Music Director Scott Speck and CEO Andy Buelow with facilitation by process consultant Deanna Rolffs of Design Group International.

The resulting Framework, adopted by the Board in June 2021, serves as a guide for integrating DEI considerations into WMS operational, governance, and program decisions. It does not supersede the Strategic Plan, but complements it by shining a DEI lens on it. Like the Strategic Plan, it is designed as a flexible framework to guide our work over multiple seasons. Annual goal-setting and metrics will change and evolve from season to season, but the Framework itself is intended to remain useful and relevant for years.

The Framework purposively avoids setting specific metrics around its goals. While numbers, percentages, and dollars are useful indicators, they represent one data point, not the sum qua non, of our work. Initially, we may more usefully measure “success” not by external outcomes, but by the degree by which the goals outlined in the plan become an intra-organizational priority. Are we putting resources of time, energy, staff, and money behind them? Are we aligning them intuitively with our Vision and strategic plan? If we are being faithful to this, healthy numbers will follow.

Business writers Heifetz & Laurie wrote, “The single biggest failure of leadership is to treat adaptive challenges like technical problems.” (Harvard Business Review, 1997) Whereas technical problems tend to lend themselves to quick, easy solutions, adaptive challenges require change in values, beliefs, roles, relationships and approaches. “Quick wins” may happen, but WMS must treat DEI work as an adaptive challenge requiring a dedicated, long-term approach.

WEST MICHIGAN SYMPHONY/THE BLOCK • 1

B E L I E FS • Music and the arts increase belonging and connection • DEI work is essential to achieving our vision of a music-infused West Michigan • We have historically been a majority-white organization and art form, and we are committed to becoming more inclusive • Through DEI work we will bring new repertoire, new voices, and new relationships to the table

CHALLENGES • Our industry has historically interpreted and presented symphonic music through a white European lens.

In so doing we have likely discouraged others from attending and feeling a sense of belonging.

• Our programming has been predominantly from this perspective and our marketing has catered to traditional audiences • This lens, elevated as the norm, marginalizes People of Color and others who may engage with the art form through different perspectives and experiences

GOA L S • Become a community leader in advancing equity and inclusion through advocacy, dialogue and partnerships (external) • Become a safe and welcoming organization that encompasses a plurality of voices and backgrounds, reflecting our diverse community (internal) • Offer an inclusive musical repertoire for a broad audience • Increase access to music education, especially for underrepresented youth • Make DEI an organizational value through ongoing learning, growing, questioning and applying

2 • DEI FRAMEWORK

GOA L I BECOME A COMMUNITY LEADER IN ADVANCING EQUITY AND INCLUSION THROUGH ADVOCACY, DIALOGUE AND PARTNERSHIPS (EXTERNAL) OBJECTIVES: Increase engagement with and attendance by underrepresented audiences and neighborhoods.

Develop and deepen relationships with organizations led by and/or reaching underrepresented people.

Form long-term partnerships with community organizations serving the underrepresented to co-create new initiatives

STRATEGIES: • Host brainstorming or focus groups with community representatives on how WMS can engage with underrepresented communities • Evaluate and, where needed, modify existing marketing, communications, philanthropic and digital/social media collateral through a DEI lens • Hold performances and programs in venues accessible to underrepresented areas of community • Expand vendor relationships to be inclusive of underrepresented-owned businesses • Participate in community events and activities to build relationships by listening, participating and collaborating • Consider convening a standing Community Advisory Council to advise and provide feedback on WMS DEI plans and commitments

WEST MICHIGAN SYMPHONY/THE BLOCK • 3

GOA L I I BECOME A SAFE AND WELCOMING ORGANIZATION THAT ENCOMPASSES A PLURALITY OF VOICES AND BACKGROUNDS, REFLECTING OUR DIVERSE COMMUNITY (INTERNAL) OBJECTIVE: Increase participation and belonging of underrepresented people within board, staff and orchestra

STRATEGIES: • Identify and actively cultivate leaders of underrepresented community sectors leaders to attend concerts, join board and/or participate on committees • Update workplace policies and practices to maximize inclusivity and flexibility. Adopt recruiting and hiring procedures that eliminate bias and foster a diverse talent pool.

• Expand roster with musicians from underrepresented backgrounds through regular participation in Sphinx SOPA Auditions, National Alliance for Audition Support, National Instrumentalist Mentoring & Advancement Network (NIMAN), and other initiatives that foster and cultivate musicians of color • Gather input and engage with past and present musicians to further inclusion commitments at WMS

GOA L I I I OFFER AN INCLUSIVE MUSICAL REPERTOIRE FOR A BROAD AUDIENCE OBJECTIVE: Regularly feature underrepresented composers and artists throughout programming

STRATEGIES: • Engage community to gather input regarding inclusive programs • Research and, where appropriate, tap into national initiatives elevating music by underrepresented composers. Examples could include successful programming by other orchestras and/or new surveying/ cataloging projects like Rachel Barton Pines’ MBC and Lara Downes’ Rising Sun Music.

• Introduce audience to underrepresented composers of note through regular inclusion on WMS series • Regularly feature underrepresented guest artists on Masterworks and Pops, including “gateway” artists like Black Violin, Red Sky, etc.

• Regularly feature crossover projects like Too Hot to Handel, Hip Hop Nutcracker, etc., especially those engaging local and regional churches and groups

4 • DEI FRAMEWORK

GOAL IV INCREASE ACCESS TO INSTRUMENTAL AND CHORAL MUSIC AND EDUCATION, ESPECIALLY FOR UNDERREPRESENTED YOUTH OBJECTIVE: Provide new and existing education programs and look for ways to remove barriers (cost, transportation, etc.) for underrepresented youth

STRATEGIES: • Launch new Tune Up/El Sistema program in Muskegon Public Schools in 2022 • Explore residencies and music camps to further inclusive commitments of our artistic mission with youth • Employ strategies to reduce transportation and cost barriers • Gather input and engage with educators and school leaders to further inclusion commitments at WMS

GOAL V MAKE DEI AN ORGANIZATIONAL VALUE THROUGH ONGOING LEARNING, GROWING, QUESTIONING AND APPLYING OBJECTIVE: Identify board and staff members responsible for leading and prioritizing this plan

STRATEGIES: • Lead and prioritize the work of this plan, ensuring everyone’s participation and engagement • Conduct regular internal learning and application sessions, such as cultural competence, racial literacy and implicit bias • Learn and grow understanding of historical oppression locally and regionally (racial, economic, health, etc.) and how it impacts our community today • Specifically seek articles and learning resources that address how issues of diversity, equity and inclusion affect access to music

WEST MICHIGAN SYMPHONY/THE BLOCK • 5

REC O M M E N D E D R E A D I N G From the League: How Boards Can Advance Diversity, Equity and Inclusion CreatEquity: On the Cultural Specificity of Symphony Orchestras

6 • DEI FRAMEWORK

WEST MICHIGAN SYMPHONY SCOTT SPECK | MUSIC DIRECTOR

360 W. Western Avenue, Suite 200 Muskegon, MI 49440 westmichigansymphony.org 231.726.3231

360 W. Western Avenue, 2nd Floor Muskegon, MI 49440 theblockwestmichigan.org 231.726.3231