For many years, the Amarillo Symphony (AS) relied heavily on fundraising, but without building a culture of philanthropy. With a well-respected artistic product and annual operating budgets of roughly $1.7 million, the Symphony made only a fraction of the investments necessary to achieve its fundraising goals. The long-time result was a history of volatile, year-over-year fundraising performance, and unrealized potential for the future. Hurdles to the program included an overall needs-based case for support that wasn’t driven by value or impact, and a sponsorship program that struggled to meet its full revenue goals. As a result, AS was faced with a repeating 15% organizational deficit.
However, in 2015, the Symphony appointed a successful and highly-experienced Executive Director, and the situation began to change.