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"Suddenly from an organization that was thinking in terms of a one-year cycle, we are thinking two or three years ahead of ourselves, and that's really, really exciting."
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"The program helped us identify what 'assets' we have that can help develop people's connections to Fishamble and, in turn, create extra sources of income for the company."
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“I particularly appreciate the practical nature of these fundraising seminars — examples explored are real, not theoretical, and have often been delivered in organisations with limited resources.”
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"The DeVos team tailored their advice to Protein so that it was appropriate for our size, capacity, and capability—and that made a hugely beneficial difference"
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"The DeVos Institute’s strategies are versatile and highly adaptable to a wide variety of programs, from small community and indie projects to large government projects and festivals."
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"The DeVos Institute programme has led to a complete shift in mindset within the organisation. We are now thinking holistically about our artistic programme, marketing, fundraising, and family growth."
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"While participating in the National Arts Management Intensive program in Croatia, my library received not only a whole new body of knowledge about cultural management, but also individual guidance and support in bringing our fundraising project to life."
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"The National Arts Management Intensive provided the foundation on which we built our business model, focusing on sustainability, quality, planning, and communication."
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“I think Michael Kaiser's empathy with all scales of arts organisations (as opposed to the big institutions) is very empowering for smaller companies … He managed to share the broader outlook on fundraising whilst zoning in on bespoke solutions.”
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Results
The Association for Promotion of Cultures “Kulturtreger” (Booksa) completed a successful crowdfunding campaign in 2014 to support improvements to its facilities, which included a new sound system and installation of air-conditioning. The Croatian organization ultimately exceeded its original campaign goal by 11 percent.
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Results
Clonmel Junction Festival, which prides itself on nurturing and empowering emerging Irish artists, embraced long-term artistic planning and started to discuss with friends and supporters the major projects it would pursue over the next three years. This shift provided the Festival with the leeway to conduct true prospect research, to identify a thoughtful approach to donors, and to cultivate a broader base of support for projects of a scale and a complexity that a shorter-term planning cycle simply disallows.
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Results
The Abbey Theatre, a leading producer of new work in Ireland, cultivated private sector donors with limited internal resources by re-thinking the relationship between their marketing and fundraising efforts. The departments worked closely together to promote the theater as an institution on the whole, and adequately leveraged these opportunities for fundraising purposes. In one year, the Theatre more than doubled its membership base and increased total individual giving by over 30 percent.
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Results
The Ark, a cultural center in Dublin, identified the need to build its “family” of donors, partners, and supporters. The organization quickly identified "Teddy Bear Story," a 2014 blockbuster exhibition in partnership with the V&A Museum of Childhood, as a key opportunity to engage new members at the height of the “enthusiasm cycle” created by great art and aggressive marketing, and the campaign enrolled 52 new Family Members (a program launched in 2012) and encouraged four renewals.
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Results
Wexford Festival Opera (WFO), an Irish institution renowned for its focus on rare and unusual operas, adopted a new approach to the cultivation of its “family” of donors, friends, and partners, taking every opportunity to understand their giving interest and ability. Gifts from major donors increased in value by an overwhelming 81 percent between 2012 and 2013 alone.
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