Beyond Best Practices: How Seattle Symphony Redefined Campaign Readiness Jane Hargraft, Vice President of Development, Seattle Symphony Craig Hightower, Vice President & Director Western Region, Campbell & Company

Chronology 1998 Benaroya Hall Opening $120 million project, $56 million in private support 2000 21st Century Fund $100 million endowment initiative 2007 Extraordinary Funding Campaign Structural deficit 2008 $100 million endowment campaign 2013 $100 million major campaign – $40M capitalization/$60M endowment

No Feasibility Study Why? 2008 data still available Solved problems identified – low community trust in leadership, inward facing reputation Engaged same company and same consultant that had worked on BH campaign and on feasibility study No choice – it didn’t really matter what the study said, we needed to do this anyway

Our Strategy CAMPAIGN PREPARATION CASE FOR SUPPORT INTERNAL PREPAREDNESS DONOR ENGAGEMENT LEADERSHIP

Case for Support CAMPAIGN PREPARATION CASE FOR SUPPORT

Comprehensive Needs Assessment Capitalization Investment Capital Operational Needs Reserves & Endowment

Bucketing Exercise

Board Visioning Session Why does Seattle need an innovative orchestra? Capturing and building on the Symphony’s new momentum Preserving what we have vs. pushing into new territory? What will the Symphony look like after this campaign? What’s the right balance between traditional and innovative?

Deviation: Case developed by staff leadership Very clear, very concise Understood challenges and path forward BUT Volunteer Planning committee not doing real work Supportive but not wildly enthusiastic at all levels

Campaign Theme

Internal Preparedness CAMPAIGN PREPARATION INTERNAL PREPAREDNESS

Predictive Modeling Uses SSO’s data “Look Like” Identifies Prospects Determines “Ask” amounts Major Giving Likelihood Score (1-1000) Prospect (501 – 1000) Suspect (500 and below) Target Gift Range Annual Giving Potential Useful for Upgrades

Capacity Analysis Best Wealth Indicator Prospects $5,000,000 18 $2,500,000 9 $1,000,000 47 $500,000 39 $250,000 80 $100,000 425 TOTAL 618

Gap Analysis $100 Million Campaign Level Gifts Needed Prospects Needed Prospects Identified Gap (+/-) $ 20,000,000 1 3 2 (1) 10,000,000 6 5,000,000 10 4 2,500,000 12 9 (3) 1,000,000 30 47 17 500,000 15 45 39 (6) 250,000 20 60 80 100,000 141 425 284 TOTAL 100 300 618 318

Prospects Under Management

Top Prospects Unmanaged Rating Prospects Managed Future Prospects Managed $1 million+ 8% 1% $100,000+ 21% Less than $100,000 34% 28% Total 100%

Rebalance Portfolios Portfolio Breakdown Qualification 20% Cultivation 40% Solicitation 20% Stewardship 20% Create “Donor Relations Portfolio” Personalized but automated outreach Those unlikely to give at higher levels Those not yet ready to be assigned to major gift staff

Cultivation / Solicitation Metrics Suggested Goal Qualification Visits 5-10 per month Strategy Memos Created 30 per year Cultivation “Moves” 10-15 per month Stewardship Visits Written Proposals 5-10 per year Personal Solicitations 20% of portfolio Donor Upgrade Rate (Annual Fund) 10-20% of portfolio

Major Gift Audit Staffing: historic understaffing and staffing with incorrect skills Systems: Lack of logical, systematic and consistent approach to fundraising from individuals (at all levels); Lack of documentation of policies and procedures; Lack of analysis of successful and failing programs/techniques; Lack of integration and promotion within marketing of concerts Environmental: Aging and/or decreasing subscriber base – but increasing flexis; Lack of depth on the board in fundraising/underutilization of board members who are good at fundraising;

Major Gift Audit Implementation 72 total recommendations, 108 actions Scoring System to prioritize each recommendation 0 = do not do 1 = low priority, could wait 2 = medium, do within 6 months 3 = do immediately We did them all!

Donor Engagement CAMPAIGN PREPARATION DONOR ENGAGEMENT

Pre-Concert Briefings Host provides personal testimonial Host describes purpose of meeting (provide feedback) Welcome & Introduction Simon Woods SSO’s plans for the future Review of campaign case Campaign Presentation MGO and Musician guides discussion Personal feedback forms provided for participants Group Discussion

House parties, Jeffersonian dinner Last two years of campaign, major donors to host parties (20 people) Jeffersonian Dinners (14 people) Parties are for the initiated - already inside the tent $50-250K donations Jeffersonian dinners – new wealth in Seattle – Civic Good case

Opportunity still abounds 3 ½ years in – just fully staffed Processes and procedures in place Qualification pipeline established with metrics and deliverables Engaged volunteers organized around campaign themes

Building the Plane While Flying It CAMPAIGN PREPARATION LEADERSHIP

Board Approval: 4 Months into Planning Five-Year Campaign Lead by Campaign Steering Committee Cash & Planned Gifts Annual Campaign runs separately Some funding included in capital campaign Working Goal $100 million (First $10 million gift secured) Re-evaluate in 12-18 months Determine mix of planned vs. cash/pledge Final goal set before “Going Public”

Things tick along nicely Sept ‘13 – Sept’15

And then 2 years and $40M in… It’s evident that we don’t have the right Administrative structures Metrics for staff performance Policies and procedures Number of Personnel Actual Personnel .....Major Gift Audit

Board Campaign Task Force Board retreat in Jan 2016 Evident that campaign had stalled Low interest/knowledge by board Campaign Cabinet disengaged Sub-committee of the Campaign Cabinet established to: Help secure 100 % participation from SSO Boards Help raise $10 million in cash/cash pledges for the campaign by 2/28/2017

Solicitor Dashboard

Solicitor Dashboard Step report

Solicitor Dashboard Portfolio report

Where we are today - $74.1M

Looking it another way December 2015 March 2017   December 2015 March 2017 SSO Board Participation 30% (14/47) 77% (40/51) Cash and Cash Pledges $19.0M $27.6M Planned Gifts $37.0M $46.5M Campaign Total $56.0M $74.1M

Lesson Learned You can fly the plane while building it Invest in staff and processes up front Engage volunteer leadership and spread out Understand your cash needs Don’t be afraid to course correct Listen to your counsel – that’s why you have them!

Questions?