2012
was a challenging year for the orchestra business with too little good news or
much encouraging
progress. However, for the Shreveport Symphony Orchestra
(SSO), 2012 proved to be the year of the turnaround. Partnering with Robert Swaney Consulting (RSC)
through a combination of a development assessment, interim staffing and ongoing
counsel, the SSO began the process of rebuilding its annual fund, sponsorship
program and peer-to-peer fundraising climate.
Shreveport’s
arts and cultural scene is robust – from theatrical and visual arts offerings to
family festivals and musical offerings, including the Shreveport Symphony. Over the years, the arts in Shreveport have
struggled financially, and the Symphony has not been immune. While artistically valued, the SSO has grappled
with fiscal challenges for the better part of two decades – becoming a fraction
of its former self, with reduced programming, greatly reduced staff, and a
budget of just over $1,000,000. Having
barely survived a musicians’ strike during the 2008-2009 and 2009-2010 seasons,
a new fight for survival quickly developed.
In
July 2011, Lois Robinson was appointed as the SSO’s new permanent Executive
Director. Ms. Robinson came equipped not
only with arts management experience, but also prior to that she was a
practicing attorney and a double bass player.
Considering the dire circumstances of the SSO, Ms. Robinson’s unique
background was immediately put to use.
As
the SSO approached 2012, it faced a variety of challenges – including some
startling news about the organization’s non-profit status. Shortly after Ms. Robinson’s appointment, the
Symphony received notification from the IRS, revoking the Orchestra’s 501(c)3
designation due to failure to submit IRS 990 tax forms for the previous three
years. Other
tax-related issues followed – donations to the SSO were no longer tax
deductible and the organization was ineligible to receive vital operating
support grants from foundations.
As 2011
drew to a close, it became clear that the donor base had eroded substantially
from their pre-strike levels, though some generous individuals, corporations
and foundations continued their steadfast support. To further complicate this, the patron database
had been neglected for years, making it extremely cumbersome to identify and
solicit past supporters. Finally, the
Fiscal Sponsorship arrangement negotiated that fall with the local Arts Council
(SRAC), while essential to saving the situation by allowing donors to make
designated tax deductible gifts to SRAC in support of the SSO, made the
communications and messaging challenges with donors immensely complicated and
delicate.
With
these challenges, most organizations might have given up, but Lois Robinson and
the SSO’s board of directors took bold steps to move forward.
Reinstating
its 501(c)3 status and satisfying the IRS were chief “back office” priorities
for the SSO. Simultaneously, and against
all odds, the SSO had to develop new approaches that would attract new sources
of revenue to allow the Orchestra to continue to play.
The
SSO didn’t have the necessary fundraising expertise in place to meet these
extraordinary challenges, nor did it have the luxury of time to search for and
hire a new Development Director. So in
November 2011, the Orchestra engaged Robert Swaney Consulting (RSC) to provide
an immediate fundraising architecture – including plans, strategies, coaching
and support – all needed to quickly rebuild the SSO’s contributed revenue
program.
RSC’s
priority was to quickly build an effective Annual Fund program, with a
philanthropic, yet “cash now” mentality, with a case for support that would
rise above the organizational challenges. RSC’s approach was multi-faceted but
remained basic to accommodate an organization with few resources. Our focus was to carefully but quickly redevelop
the fundraising fundamentals at every gift level by developing a plan, case and
timeline that offered a series of structured, yet intense and compressed
activities that would provide immediate results.
Working
with the SSO leadership, RSC began to leverage volunteer resources, target
individual and corporate gifts of various sizes, create an environment of
“positive urgency” via a challenge grant and a fully redeveloped case for
support to address the challenges while emphasizing a bright future.
Board
and staff were focused on rebuilding relationships with the local influential stakeholders. Well-designed messages to the public became
more intentional and more frequent. Local leaders took notice and began to
recommit themselves to support the SSO’s efforts in a variety of ways. The database issues were improved to expedite
regular communications and gift asks to the SSO patrons.
The
results have been overwhelmingly positive. Overall, the SSO’s Annual Fund
surpassed both its Individual Gift goal of $265,000 and its Corporate Sponsorship
goal of $140,000 – an astonishing achievement considering that for most of 2012
the organization was burdened with a suspended 501(c)3 status and didn’t launch
its fundraising program until almost halfway
through the fiscal year.
“RSC’s work had to be fast,
precise, yet nimble – especially in the early stages – because the SSO’s needs
were great, and the dynamics changed daily,” said Bob Swaney, Founder and CEO
of RSC. Swaney continued, “It was
apparent that, despite the dire situation, the board and the community clearly
wanted its orchestra and the SSO’s leadership was ready to do the work
necessary to quickly redevelop community interest. They simply needed a strong partner like RSC
to guide their fundraising efforts during a most difficult period.”
Staff, board and musicians were in
sync and according to RSC Senior Consultant, Jeremy Hatch, “No one was dragging
their feet. The community was enthusiastic as they saw a beloved organization
turn itself around to play another day. While the budget didn’t quite balance
in 2012, the SSO closed much of the gap, addressed some serious issues, and
created an ‘environment of asking’ that will help them continue to grow.”
SSO Executive Director, Lois
Robinson said, “I am grateful for the Board’s dedication – and tremendously
appreciative of board chair Brian Hebert’s leadership since my arrival. I’m also grateful for RSC’s partnership. We had so many challenges, all needing to be addressed
at the same time. Jeremy and Bob kept us
on track with fundraising and made sure we stayed focused on only those things
that would give us immediate return. RSC
has been a huge part of our success!”
“That sentiment is mutual,” said
Swaney. “I had the pleasure of working
with Lois while she was at the Louisiana Philharmonic Orchestra. She was the perfect choice for Shreveport,
and she’s doing an outstanding job to reenergize the SSO and to reengage the
community.”
Now celebrating its 65th season,
Shreveport Symphony Orchestra, under the artistic leadership of Michael
Butterman as Music Director, presents classical, pops, holiday and family
offerings to an appreciative community.
The base of support is growing, and while struggles remain, the SSO has
laid the groundwork for a brighter future.
Established in 2006, Robert Swaney
Consulting, Inc. (RSC) is a national provider of contributed revenue growth
strategies and hands-on interim management for arts and cultural institutions.
The firm has offices in Indiana, Georgia, and Missouri, with clients across the
country.
If you would like to learn more
about how RSC has helped the Shreveport Symphony or how it successfully partners
with arts and cultural organizations to reach fundraising goals, call us today
at 317.300.4443 or visit our
website.
