by Monica Chamness
Staff Writer
While many orchestras around the country have played their last concertos, the Jacksonville Symphony Orchestra hopes to become a trendsetter in an era of dwindling financial support for the arts.
“We’re running at a higher rate than last year [for subscriptions],” said Alan Hopper, executive director of the JSO. “We’re in the renewal process right now. Last year, it was 70 percent. This year will be above that. That’s a good trend, but we’ve still got to replace that 25 percent of subscription buyers.”
Five major orchestras have shut down in the past few months, including the Boca Raton-based Florida Philharmonic Orchestra, San Jose Symphony, Tulsa Philharmonic, Colorado Springs Symphony and San Antonio Symphony. Several others, such as the Houston Symphony, are struggling for survival. Another, the Savannah Symphony Orchestra, canceled the remainder of its season in February. And the New York Philharmonic recently issued emergency appeals to donors to ensure operations next season. Also, members of the 66-year-old Louisville Orchestra had to file for unemployment last month because of a lingering deficit.
“I’ve watched closely those orchestras that have had trouble,” said Hopper. “Most of it seems to be a lack of cooperation. In our case, the musicians and staff took pay cuts before the season even started. There are different issues and personalities for all organizations. We try to broaden our sense of community support by cooperating with board members, the staff and the conductor so we work out our problems collectively. That way, no one gets angry and we build a better business model and a better future.”
Hopper’s proactive approach has enabled him to keep all of the musicians on stage and doing what they do best, performing. No layoffs are expected. With 52 full-time and 16 part-time musicians, the orchestra is as small as it can get.
“State funding for the arts has been slashed,” said Hopper. “Endowment monies have been less because of the stock market. It’s more challenging. With the financial issues and the economy the way it is, the musicians agreed to take a cutback. They recognized the issues. Sometimes stakeholders don’t, and that can drive a symphony out of business.”
Unlike the Houston orchestra, which ended a labor strike by canceling 10 concerts, cutting staff and stipulating mandatory unpaid furloughs for players, the JSO allowed voluntary votes on decreases in salary and worked to gain a consensus among the players.
Even with a financial squeeze, the JSO intends to maintain quality programming. Ongoing outreach efforts to the community are part of Hopper’s continuing plan. Direct marketing endeavors such as mail campaigns, telemarketing, targeted corporate socials and in-home subscription parties are also part of the overall strategy. He is optimistic about the symphony’s future.
“We’ll have a wonderful season and it won’t cost much from a guest artist standpoint,” he said. “The biggest challenge that organizations like the symphony have is to broaden its sense of ownership. We have all kinds of outreach programs. The orchestra plays throughout the district, busing in thousands of kids. And, our youth orchestra is absolutely incredible. There’s something for everyone. It’s getting people to recognize the value and build for the future. We may have to make other sacrifices for the long-term. What those might be, I’m not sure, but we’re committed to surviving and building something more stable. Hopefully, we’ll be a trendsetter in this business.”