Sarasota Orchestra

At the beginning of the 2014-2015 season, Sarasota Orchestra shifted its fundraising philosophy to a mission-focused/community impact-oriented model. In the years since, we have continued to build upon that donor-centric fundraising platform, which has resulted in a) deeper connections between the Orchestra and its patrons; b) increased philanthropic support; and c) a best-in-class donor stewardship program.

With the onset of the pandemic early in calendar year 2020, Sarasota Orchestra, like all arts organizations, was faced with a cancelled 2020-2021 season of concerts and donor events. During that time, the Donor Engagement Team built an entirely new stewardship platform to keep patrons engaged with the Orchestra and maintain philanthropic support during a year with virtually no earned revenues. In fall of 2020, the Orchestra restructured the department to capitalize on the team’s strengths and position the Orchestra for future growth, while preserving the successful team culture that has developed over the last several seasons.

As we emerge from the pandemic, the focus of the Donor Engagement team in the 2022-2023 season will be to continue transitioning existing donors back into a regular season of programs, maintain the stewardship successes of previous seasons, and secure the resources to facilitate prospect identification and donor cultivation in preparation for a comprehensive campaign and increased operating needs.

FY23 is projected to be a year of transition, change, and growth as the Donor Engagement Team navigates fundraising in a period of uncertain ticket-buyer and patron behavior following the pandemic, and the preparation for a major comprehensive fundraising campaign to build a new Music Center. In support of the staff’s fundraising work, the Development Committee and members of the Board will be needed for prospect cultivation and ongoing strategy development. Based on current planning and modeling, FY23 is best illustrated as follows:
o The Donor Engagement Team, with additional resources and organizational support, will execute the annual fundraising strategies (Annual Fund, Corporate & Foundation, Planned & Endowed Giving and Special Events), while aligning with the evolving comprehensive campaign strategy.
o The Orchestra plans to expand its major gifts program by hiring a Major Gifts professional.
o The Development Committee, in partnership with the Donor Engagement Team, shall ensure each Board member has the tools and orientation to:
• Advocate for the Orchestra,
• Invite friends and colleagues to Orchestra events and programs, and
• Introduce potential prospects to the Donor Engagement Team.

o The Orchestra continues work with two partners to bolster Operating and Campaign strategies. Grenzebach Glier + Associates (GG+A) was contracted in FY18 to assist the organization with long-range development planning in connection with music center and campaign planning. Bentz Whaley Flessner (BWF) was contracted in FY21 to reinforce and enhance the Annual Fund strategy, resulting in record responses to the 2021 spring appeal campaign and the successful launch of a new monthly giving program, the Fermata Society.
o GG+A will continue to complement current Sarasota Orchestra staff on the comprehensive campaign strategy. The GG+A team will provide ongoing communications counsel as the Orchestra advances prospect cultivation and leadership briefings in preparation for the fundraising feasibility study (anticipated in early 2023).
o Collaboration with BWF on the Annual Fund strategy will continue. BWF will provide ongoing counsel and insight on best practices in fundraising across non-profit and arts industries.