Note: Under leadership, we have listed the individuals we worked most closely within each organization, which sometimes is the president or director and other times may be the development staff.
Leadership: Terrence Dwyer, Executive Director; Des McAnuff, Artistic Director; Sidney Baker (2001-02), followed by Jim Forbes (2003), Director of Institutional Advancement; Amy Thoe, Assistant to the Managing Director
[Henry] developed a successful annual telefunding program that more than doubled the previous year’s net income, and that would ultimately prove to be of key importance to the successful completion of the Playhouse’s Kresge Foundation challenge. | Read full letter
Director of Institutional Advancement
Leadership: Liviu Ciulei, Artistic Director; Donald Schoenbaun, Executive Director
For most of its history, the Guthrie Theatre managed to cover 70 percent of its operating expenses from earned income, particularly during the period under the management of Donald Schoenbaum. With the appointment of Liviu Ciulei, the controversial work garnered national attention and a special Tony award in 1982. By 1984, earned income had reached $4.8 million, the highest revenue figure in the theatre’s history. However, the ’80s brought new realities—in addition to Ciulei’s testing the limits of his audience, the Midwest was facing the collapse of the family farm, savings and loan, and the junk bonds, in combination with the theatre’s expense budget projected to double its 1978/79 level by as early as the 1984/1985 season. There is a direct correlation between planning and success in fundraising. And it was clear the 70 percent earned income ratio would be an unrealistic projection for the coming decade. In 1980, it was clear the Guthrie was likely to reach its limit of earned income and had to do something to build its individual donor base of 1,280 donors.
Henry Young was hired to prepare the theatre for a major campaign by the mid-1980s and, in the interim, to build a broad base of support and educate the public that the Guthrie’s long admired 70 percent earned income ratio to total expense was decrease by mid-decade to 64 percent. Between 1982 and 1986 the number of donors to the annual fund “Momentum” campaign grew from 2,000 to 12,000.
The capacity building effort showed new donors making an average gift of $39 to the 1990 annual fund made endowment gifts of $560 in 1991 and 69 annual fund donors of less than $100 committed $2,500 in addition to their annual fund gifts.
Leadership: Julian Fifer, Executive Director; Norma Hurlburt, Executive Vice President
It is quite clear to all of us that you are a true virtuoso fundraiser, and from that we find interest and help in most any sentence you utter. But what touches me (and I’m sue I speak for all of us) most deeply, is the fact that the love of what you do shines through everything—and that is the real lesson! And it is what makes your impact with us indelible. | Read full letter
Leadership: Harvey Lichtenstein, Executive Director
For a while on Labor Day weekend 1977, it looked like the Brooklyn Academy would not open in October. A big Brooklyn water main had burst, pouring torrents of dirty water and tons of mud into BAM.
The massive flooding did well over $2.0 million worth of damage, but it didn’t dampen our spirit. An eleven-agency Task Force was appointed, 600 men from the Parks Department were working around the clock to clear debris and repair basic damage, and the development office went into high gear. The process of list building to get 100,000 pieces in the mail with Helen Hayes as Hon. Chairperson for the Flood Emergency Fund was underway. There’s greater detail about PDW in our section on wealth analysis, but this marks the moment I put the earliest form to action. New Yorkers didn’t let America’s oldest cultural center in America down, and we opened on October 15, 1977.