{"id":15409,"date":"2025-08-27T16:37:26","date_gmt":"2025-08-27T20:37:26","guid":{"rendered":"https:\/\/oc.ca\/?p=15409"},"modified":"2025-08-28T17:58:51","modified_gmt":"2025-08-28T21:58:51","slug":"fundraising-in-times-of-uncertainty","status":"publish","type":"post","link":"https:\/\/oc.ca\/en\/fundraising-in-times-of-uncertainty\/","title":{"rendered":"Fundraising in Times of Uncertainty: What I Learned at the League\u2019s Conference"},"content":{"rendered":"

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By\u00a0Boran Zaza<\/a>, Director of Communications & Development at Orchestras Canada.<\/p>\n

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\"\" \u00a0 During my (ongoing!) master’s in management studies at HEC Montr\u00e9al, I learned about the “Baumol cost disease.” – Sounds scary, I know…!\u00a0<\/strong>\u00a0<\/strong><\/p>\n

The core idea is that in certain sectors, like live music, productivity gains are inherently limited. You can’t exactly speed up a symphony without butchering the artistry, nor can you shrink the orchestra’s size without losing its richness. As operational costs increase over time (musician salaries, venue expenses, etc.), orchestras face a unique challenge: Unlike other industries, we can\u2019t increase our productivity to make up for the rising costs.<\/span>\u00a0<\/span><\/p>\n

While this concept was introduced to me at a marketing course, it really resonated with the fundraiser in me, and that’s exactly what was on my mind this past June as I attended three sessions focused on<\/span> fundraising<\/span><\/b> at<\/span> Ascend,<\/span><\/i> the League of American Orchestras\u2019 80th National Conference<\/span>.<\/span><\/i> The conference took place from June 10-13, 2025, in Salt Lake City, Utah.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

“Communicating as One Team”: Building Internal Alignment<\/span><\/b>\u00a0<\/span><\/h3>\n
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Pre-conference concert at the Eden Festival, Utah<\/figcaption><\/figure>\n

The “Communicating as One Team” session, featuring Kate Hagen (Senior Consultant, TRG Arts), Terry Loftis (President and CEO, New Jersey Symphony Orchestra), Andrew Goldberg (Senior Director of External Affairs, Ballet West), and Bruce D. Thibodeau (President and Founder of Arts Consulting Group), was an interesting one because it highlighted a subject that has already come up during a recent Orchestras Canada Peer meeting: the importance of internal alignment between the Marketing and Development teams.\u00a0<\/span>\u00a0<\/span><\/p>\n

It became clear that it\u2019s crucial for both teams to not only work together but also to share a unified vision. How can we expect donors to connect with our story if we aren\u2019t even telling the same story internally? A joint position (for the Director of Marketing and Development) can streamline communication and improve efficiency, but whether or not your orchestra has that structure in place, you must still ensure that the departments are cohesive, and that the audience members are not getting too many different messages from you.<\/span>\u00a0<\/span><\/p>\n

Key Takeaways from this Session:<\/span><\/b>\u00a0<\/span><\/p>\n

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  • Internal alignment is key:<\/span><\/b> Marketing and development teams must share a unified vision and collaborate effectively. They\u2019re working together, not in competition. Usually, marketing does their renewal campaigns, then when they\u2019re done, development comes in. But if you have that collaborative approach, then your messaging is: Hello, dear major donor! It\u2019s time to renew your subscription. It\u2019s much more personal that way.\u00a0<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
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    • Information sharing is crucial:<\/span><\/b> Ensure all team members are aware of expectations and goals, and that those goals are for the organization as a whole, not just per department.<\/span>\u00a0<\/span><\/li>\n<\/ul>\n
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      • Consider a joint position:<\/span><\/b> Streamline communication and improve efficiency by combining marketing and development roles. This approach reduces the number of direct reports to the CEO\/Executive Director, making it easier to make timely decisions without needing to consult multiple people.<\/span>\u00a0<\/span><\/li>\n<\/ul>\n

        Bonus idea<\/span><\/b> that emerged from a recent Orchestras Canada peer meeting: What if we created a dedicated space \u2013 a lounge, a reception area \u2013 where longtime subscribers and donors could mingle before concerts and during intermissions? That\u2019s right: usually this space would be hogged by the Development team and donors only. But what if it wasn\u2019t? Imagine the potential for cross-pollination, for fostering a stronger sense of community, and for deepening their connection to the orchestra! It\u2019s a simple idea, but one that could potentially pay dividends in terms of engagement, retention, and even increased giving\/concert attendance.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

        “Strategies to Secure Fundraising Revenue in Times of Uncertainty”: Embracing Storytelling and Value<\/span><\/b>\u00a0<\/span><\/h3>\n