Profiles

Colorado Symphony Orchestra

Colorado Symphony Orchestra (CSO) is the state’s only full-time resident professional orchestra, presenting performances from classical repertoire to contemporary composers for audiences of 220,000 each year.

Each season, the CSO performs a 21-week Masterworks series of classical programs, as well as Pops, Family, Holiday, Education and Outreach concerts. Most performances are held at the Denver Performing Arts Complex in Boettcher Concert Hall.

http://www.coloradosymphony.org/

The Vision:

In 2004, the Colorado Symphony Orchestra aspired to a new level of artistic excellence. Indicators of success included adding talented musicians, increasing visibility through recordings and touring, performing in new venues, and achieving sustainable financial stability. Achieving this vision would require a significant increase in both earned and contributed revenue.

The goal of the Catalyst partnership was to strengthen the organization’s fund development capacity. Strategies included increasing the size of the development staff, developing donor information and tracking systems, and enhancing donor benefits. Outcome metrics were defined as increased contributed income, additional donors and corporate sponsors, and enhanced board membership. Less tangible but equally important measures of success included positive audience response, increased demand for tickets, enhanced image and visibility, and broad-based community support.

The Plan:

Once selected as a Catalyst Partner by the Foundation, the CSO developed a three-year plan to strengthen their Development Department. The Foundation committed $250,000 each year for three years, contingent on satisfactory progress.

Year One goals:
1. Restructure the Development Department and hire additional staff
2. Expand the board and achieve 100% board giving
3. Implement regular donor recognition systems and activities
4. Increase solicitation activity through telefund and volunteer teams

Year Two goals:
1. Achieve revenue goals without dependence on one-time gifts
2. Add 20 new board members and 1000 new donors
3. Increase contributed income by $700,000

Year Three goals:
1. Achieve a development goal of $5.8 million
2. Increase ticket revenues by $230,000 and box office revenues by $200,000
3. Increase in-kind donations by $100,000
4. Integrate development and marketing staff functions

The Engagement:

Foundation staff met with the CSO’s Vice President of Development on a monthly basis and with the CSO President and Board liaison on a quarterly basis to review progress. Meetings included not only status reports, but also consultation, trouble-shooting, brainstorming and accessing additional community resources. Updates were provided to the Foundation board on a quarterly basis and goals were reviewed and modified annually.

The Results:

At the end of the three years, the CSO had achieved:

Successful fund development and increased financial stability fostered success in other areas. The Symphony has expanded its repertoire, toured across the state, enriched its education programs, and gained national recognition as a leader among American symphony orchestras.

In 2007, a $60 million bond package was approved to renovate and expand Boettcher Concert Hall and a capital campaign has been launched to design and build a new state-of-the-art concert venue. In 2008, the CSO co-hosted the National Performing Arts Convention where its performance for a capacity crowd received critical acclaim from press and patrons from across the country.

The Lessons: