Building A Healthier

San Antonio Symphony

August 8, 2018
 San Antonio is the Nation’s 7th Largest City
and it is Growing
• San Antonio is 2nd largest city in Texas, 7th largest Historical population
city in the U.S San Antonio-Braunfels MSA
Census Pop. %±
• Both San Antonio city and the San Antonio-
1950 603,775 —
Braunfels MSA among the fastest growing in the
U.S. 1960 796,792 32.0%
1970 863,669 8.4%
• Historically, at the end of the 19th Century, San
1980 1,154,648 33.7%
Antonio was the largest city in Texas and a key
1990 1,407,745 21.9%
economic hub for the Southwest
2000 1,711,703 21.6%
• San Antonio SMSA is only 182nd in Per Capita
2010 2,142,508 25.2%
average income
Est. 2016 2,429,609

Source: US Census - 2009 ACS for San Antonio, 2016 ACS for San Antonio MSA
 San Antonio is Home to a Diverse
Set of Arts Organizations
San Antonio's Arts Organizations
Source: IRS 990's FY16 (*FY15)
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$-
 Comparator SMSA’s to San Antonio
Charlotte, NC Orlando, FL Portland, OR San Antonio, TX Pittsburgh, PA Sacramento, CA Cincinnati, OH

Orlando Museum of Carnegie Museums of

Largest Mint Museum of Art: Portland Art Museum: McNay Art Museum: Crocker Art Museum: Cincinnati Art Museum :
Art: Pittsburgh:
Art Museum $10,832,218 $17,434,172 $10,660,572 $10,004,920 $14,704,909
$3,273,327 $58,209,392

Charlotte Symphony Orlando Philharmonic Oregon Symphony Symphony Society of Sacramento Cincinnati Symphony
Largest Pittsburgh Symphony:
Orchestra Society, Inc: Orchestra: Association: SA: Philharmonic & Opera: Orchestra:
Symphony $37,955,170
$9,787,785 $6,614,383 $16,493,555 $7,950,598 $1,555,836 $29,840,819

Children's Theatre of Orlando Shakespeare Pittsburgh Public B Street Theatre Cincinnati Playhouse in
Largest Theatre Portland Center Stage: The Magik Theatre:
Charlotte: Theater Inc: Theater Corporation: (Children's): the Park:
Company $9,386,543 $2,044,363
$4,418,726 $3,575,058 $6,307,738 $3,395,097 $11,880,650

Portland Opera Sacramento

Largest Opera Opera Carolina: Opera Orlando: Opera San Antonio: Civic Light Opera: Cincinnati Opera:
Association: Philharmonic & Opera:
Company $3,145,094 $195,009 $1,600,000 (est.) $11,810,265 $8,545,321
$7,044,750 $1,555,836

Pittsburgh Ballet Sacramento Ballet Cincinnati Ballet

Largest Ballet Charlotte Ballet: Orlando Ballet: Oregon Ballet Theatre: Ballet San Antonio:
Theatre: Association: Company:
Company $6,739,516 $5,568,829 $6,335,968 $1,723,445
$9,573,919 $2,423,014 $7,855,036

Source: IRS 990’s Expenses FY16

 Symphony Orchestras in the United States
ICSOM Wage Chart: For the 2017-2018 Season
Musicians Season Length Min. Annual City Median Household
Organization (CBA) (weeks per year) Salary Annual Budget Population Income
Los Angeles Philharmonic 103 52 $164,478 $129,396,000 3,976,322 $51,538
Boston Symphony 101 52 $153,400 $95,239,000 673,184 $58,516
San Francisco Symphony 104 52 $166,400 $78,420,644 870,887 $87,701
Chicago Symphony 106 52 $159,016 $75,081,000 2,704,958 $50,434
Cincinnati Symphony 99 52 $103,313 $63,037,094 298,800 $34,629
Philadelphia Orchestra 96 52 $127,920 $47,463,254 1,567,872 $39,770
National Symphony 96 52 $143,208 $37,478,000 681,170 $72,935
Dallas Symphony 80 52 $92,768 $35,189,302 1,317,929 $45,215
Minnesota Orchestra (Minneapolis, MN) 95 52 $103,584 $35,110,290 413,651 $52,611
Houston Symphony 84 52 $97,240 $35,056,009 2,303,482 $47,010
Saint Louis Symphony 90 43 $89,495 $31,296,000 311,404 $36,809
Pittsburgh Symphony 99 52 $99,196 $29,016,000 303,625 $42,450
Detroit Symphony 85 42 $85,618 $28,835,515 627,795 $26,249
Baltimore Symphony 96 52 $80,662 $28,141,000 614,664 $44,262
Indianapolis Symphony 74 42 $72,000 $27,015,504 855,164 $43,101
Nashville Symphony 81 44 $60,024 $26,209,415 660,388 $49,891
San Diego Symphony 82 42 $70,040 $25,404,000 1,406,630 $68,117
Atlanta Symphony 88 52 $75,702 $24,713,922 472,522 $49,398
Utah Symphony (Salt Lake City, UT) 85 52 $71,968 $23,715,585 193,744 $50,353
Oregon Symphony (Portland, OR) 76 38 $47,151 $19,440,225 639,863 $58,423
*City Population and Median Household Income from the US Census Bureau (2016)
**US Census Bureau figures are for Honolulu County (not city)
 Symphony Orchestras in the United States
ICSOM Wage Chart: For the 2017-2018 Season
Musicians Season Length Min. Annual City Median Household
Organization (CBA) (weeks per year) Salary Annual Budget Population Income
Milwaukee Symphony 81 40 $65,200 $17,974,674 595,047 $36,801
Kansas City Symphony 78 42 $56,070 $16,719,248 481,420 $47,489
North Carolina Symphony (Raleigh, NC) 66 39 $55,451 $15,143,021 458,880 $58,641
Fort Worth Symphony 72 46 $54,953 $12,974,326 854,113 $54,876
New Jersey Symphony (Newark, NJ) 75 29 $38,529 $12,270,029 281,764 $33,025
Buffalo Philharmonic 73 40 $46,248 $12,069,000 256,902 $33,119
Phoenix Symphony 66 38 $41,449 $11,529,000 1,615,017 $49,328
Florida Orchestra (Tampa Bay, FL) 66 31 $34,255 $11,281,370 377,165 $45,874
Jacksonville Symphony 60 38 $42,518 $10,506,556 823,387 $64,580
Saint Paul Chamber Orchestra 28 36 $59,000 $10,395,784 302,398 $50,820
Rochester Philharmonic 81 37 $43,771 $10,311,000 208,880 $31,684
Grand Rapids Symphony 80 40 $39,664 $10,100,000 196,445 $42,019
Columbus Symphony 42 26 $40,000 $8,568,800 860,090 $47,156
San Antonio Symphony 71 27 $30,240 $7,600,000 1,492,510 $48,183
Albany Symphony Orchestra 53 40 $41,400 $6,522,280 98,111 $42,335
Virginia Symphony (Norfolk, VA) 77 36 $29,997 $6,276,509 245,115 $45,268
Hawaii Symphony (Honolulu, HI)** 83 15 $16,500 $4,162,734 988,650 $77,161
Symphoria (Syracuse, NY) 48 35 $12,600 $2,360,285 143,378 $32,704
*City Population and Median Household Income from the US Census Bureau (2016)
**US Census Bureau figures are for Honolulu County (not city)
 Environment
• Challenges in arts world
• Reductions in arts education
• Aging of traditional donor base
• Electronic substitutes
• Challenges in symphony world
• Death of recording industry
• Reduced demand for traditional concerts
• Dramatic increases in fundraising required
• Need for innovation
• New concert formats
• Introduction of new technologies
 Models Studied

• Smaller orchestra
• Chamber orchestra
• Merged organizations
• Imported orchestra
• Healthier San Antonio Symphony
 Strengths
• Musicians
• Quality of Performance
• Community Impact
• Education and Outreach Programs
• Loyal Audience
• Excellent Venue
• Dedicated Board/Strong Chair
• Civic Support
• Recent Fundraising Success
 Weaknesses
• Many in the Community Have Lost Trust
• Reputation as a Failing Institution
• No Cash Resources
• Staff Turnover
• Little Institutional Marketing
• No Endowment
• Modest Board Potency
• Small Staff
• No Permanent Executive Director
 The Vision
The San Antonio Symphony will reflect the dynamism of its home city and become a more vibrant and energetic organization
that respects the symphonic tradition while embracing the youthful spirit and diversity of San Antonio. This will require the
engagement of dynamic leadership, the development of a strong, differentiated set of artistic offerings and special events
and the creation and distribution of comprehensive education programming.

The San Antonio Symphony will become renowned for its embrace of the entire community, building on its extensive
outreach programming, collaborating with the city’s artistic and educational institutions and embracing technology in
meaningful and exciting ways – from internet broadcasts of performances, to world class educational programming to the
utilization of new technologies in performances. By occupying fully its role as a cultural leader, supported by strong
institutional marketing campaigns and the creation of a development culture, the Symphony will attract a larger family of
audience members, volunteers and donors. Strong programming, marketing and donor cultivation will have the corollary
benefit of attracting new board members who can provide strong governance and philanthropic leadership.

Over time, the musicians of the San Antonio Symphony must earn a wage commensurate with their talent and
training. This is the only way the Symphony will attract and retain great musicians; raising musician salaries will
also allow the Symphony to plan its seasons with greater flexibility. This will take time to accomplish; the
Symphony must build a far stronger donor and audience base before salary increases of meaningful size can be
considered.
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 What Needs to Change at the
San Antonio Symphony
• Need strong, permanent leadership
• Need stronger governance
• Need more dynamic programming
• Need financial accountability
• Need more realistic budgeting
• Need to build family of donors
• Need to embrace the entire community
• Need to collaborate more successfully
 Artistic Programming
• Maintain current number of performances until demand suggests an increase
• Add selected special programs:
• San Antonio Celebrates the Arts with Symphony, Opera, Ballet, Theater
• Tweeted performances
• Musician-curated performances
• Shorter performances (after work) with social hours
• Major pop stars programming in collaboration with Tobin Center
• Side by side with major Mexican orchestras
• Musicals in Concert
• Zarzuelas in Concert
• Virtual Reality experience
• High Profile Master Classes
• Festival of Texas Orchestras
 Education and Outreach
• Maintain and expand current outreach offerings:
• QWILL
• Library collaboration
• Young People Concerts
• Free Concerts
• Special performances in new settings
• Add select outreach programming including:
• San Antonio Symphony In Your Neighborhood
• Increased participation with public schools
• Increased collaborations with local organizations (e.g. Guadalupe)
• One visible outreach/educational event a season
• Collaborations with local colleges and universities
• Student Concerto Competition
 Board
• Reshape Board to include community leaders
• Create Advisory Council of major donors to lead board development
effort
• Create Ideal Board
• Introduce Adopt-a-Project to new board
• Enforce minimum giving requirement
 Staffing
• Engage Executive Director
• Over time, engage additional staff: major gifts officer, general
manager, chief financial officer
• Work to reduce turnover substantially
• Increase expertise in marketing and development
 Musicians
• Musicians must be central to the future of the organization
• Engage musicians in programming
• Engage musicians in fundraising events
• Engage musicians in institutional marketing
• Create regular interaction between musicians and board

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 Highlights of the 2018/2019 Season
• Performing a free concert at Haven for Hope
• Performing concerts in the oncology wing of Main Methodist Hospital
• Performances of La Traviata with Opera San Antonio
• Season Opening Concert with renowned pianist, Andre Watts
• Accompanying the film Star Wars: A New Hope
• Performing a commissioned opera based on the San Pedro Creek
• Performances of Nutcracker with Ballet San Antonio
• Performing 40 free Young People’s Concerts for 40,000 area children
• Mounting a literacy project based on Shakespeare’s A Midsummer Night’s Dream in both English and Spanish
• Performing a concert based on the music of Tejano artist, Emilio Navaira, performed by members of his family
• Playing a free concert in every branch of the San Antonio Public Library
• Mounting a Food Festival featuring Spanish, French and Italian music and cuisine
• Performing Fiesta Pops with the Guadalupe Dance Company
• Performing free concerts on Veterans Day and Memorial Day
• Celebrating the 80th Anniversary of the San Antonio Symphony with a concert and gala
 Implementation Calendar:
First Ten Steps
• Complete strategic plan
• Hire Executive Director
• Publicize education and outreach efforts
• Build relationships with other San Antonio organizations
• Enhance programmatic marketing campaigns
• Install fundraising process
• Create advisory council of major donors
• Develop 5-year artistic plan
• Strengthen board
• Create dynamic 2019/2020 program
 Financial Forecast
($ ‘ 000)
FY2019 FY2020 FY2021 FY2022 FY2023
Earned Income 3477 3616 3761 3874 3990
Investment Income 85 85 85 85 85
Contributed Income 4136 4342 4560 4742 4932
TOTAL REVENUE 7518 8043 8406 8701 9007
TOTAL EXPENSES 7654 7960 8279 8610 8954
SURLUS/(DEFICIT) 43 83 127 91 53