Financial support — individual and at the corporate-level — is vital to the Johnstown Symphony Orchestra's future and continued excellence. By James F. Beener, Esq., President, Johnstown Symphony Orchestra

The power of music to evoke emotion is one of its most important attributes.

Music forms our most meaningful life experiences. Whether we're listening to Beethoven's Ode to Joy at a family member's wedding, Aaron Copland's Fanfare for the Common Man at a 9/11 memorial service or a Franz Schubert piano piece at a baby's baptism, music acts as a joyous herald, a call to action or a soothing balm.

In Johnstown and its surrounding communities, the Johnstown Symphony Orchestra (JSO) has been a vital part of the region's cultural community for 75 years, adding musical grace and beauty to our individual lives and collective history.

Sadly, that role may come to an end if financial support does not increase significantly.

What can be done to ensure the JSO continues to remain a cultural anchor in the community? In order to understand the JSO's financial needs, we must examine the time and money that are required to support what has been hailed as one of the finest independent orchestras in the eastern United States — and why support has declined. More importantly, we must explore how the symphony is fulfilling its fiduciary responsibilities to the community and the value it brings to its citizens.

What goes into planning and producing a core concert?

Before each of the seven concerts in the JSO's core season goes into production, Maestro Istvan Jaray sets the season based on components that range from audience preference, musical trends, orchestral challenge, budget considerations and much more. 'There are literally 20 to 30 components that must be considered before a season is set. Underlying those components is a certain degree of cohesiveness or musical theme for which I'm striving," he explains.

Once the JSO Board of Directors approves the season, production begins on a grand scale. 'To produce each concert, hundreds of activities must take place beginning with obtaining the music rights and ending with the breakdown of the stage by employees of the Pasquerilla Performing Arts Center," notes Karen Azer, former JSO President and long-time supporter. "In between those two tasks is a host of nitty-gritty symphony production details that involve hundreds of paid employees and volunteers who orchestrate audio visual needs, special instrument rentals, soloist contracts, advertising, program printing, travel expenses and hotel accommodations. We have an incredible group of people who really make production appear quite effortless to the listening audience," she states.

When the curtain closes on another seamless JSO performance, the cost per core concert averages $35,000. "Over half of that cost includes compensation to orchestra members." notes Bill Locher, JSO Treasurer and Senior Vice President of First Commonwealth Bank. 'The remaining money is directed toward the many production components Karen mentioned. While people may be surprised at the amount of money it takes to produce a successful core concert, the cost is typical of a symphony of Johnstown's size and caliber," he adds. (For more information about why JSO members are paid and do not serve as volunteers, see the sidebar on this page.)

Why has financial support declined for the JSO?

In 1961, Phillip Spurgeon became the JSO's first full-time resident conductor. At this time, community support from individuals and area businesses surged to unprecedented levels. Mr. Spurgeon was succeeded in 1969 by Dr. Mischa Semanitzky, who led the symphony until the arrival of Dr.Donald Barra in 1973.

During the 80s, the steel industry, which had brought unrivaled prosperity to the region, began to decline due to a variety of factors. Steel mills shut down. People lost good-paying jobs. More ancillary businesses that depended on steel production closed. Families moved away. As a result, financial support for the arts began to decline, especially on the corporate sponsor level.

"When the steel industry folded, many companies merged, consolidated and even closed. Consequently, the symphony's corporate donor base contracted. There simply are not as many businesses to offer support as there were in the past," says Bill. 'The businesses that have remained open have been forced to cut their budgets dramatically. That budget cutting typically begins with charitable giving."

Roberta Lohr, JSO Secretary and Vice President of Marketing at Somerset Trust Company, also notes that national trends have taken their toll on JSO financial support. "We live in a time when everyone is trying to do more with less. We spend a great deal of time at work. We try to balance career commitments with family demands. For many people, especially families with school-age children, there simply aren't enough hours in the day to enjoy cultural activities, or at least that's the perception we're working against. Actually, there's no better way to relax and reduce stress than to listen to beautiful music."

Finally, Roberta observes, the JSO audience includes a measurable percentage of retirees or people who are approaching retirement. 'That group, in particular, has less disposable income due to a decrease in dividend and interest income, and rising health care costs," she comments. "JSO revenue over the last five years has been relatively flat," offers Bill. "However, expenses continue to rise. The symphony has done a fine job holding down expenses, but we can't continue to do that indefinitely. Revenue has to increase."

What is the JSO doing to fulfill its fiduciary responsibilities to the community?

Not surprisingly, the JSO is implementing in-house efficiencies and cost cutting at every level of the operation, particularly in regard to the rapid rise in health care. "Before we can go before the public and business leaders and ask for increased support, we must first prove that we're fiscally responsible from an internal standpoint," says Bill. "We're exploring the same cost-cutting procedures as many corporations."

That responsibility begins with the Opera Festival, an annual fundraiser since 1993. The brainchild of the late Frank and Sylvia Pasquerilla, the festival is a cooperative effort by Crown American and the JSO Board of Directors, which form the Opera Festival Committee. For the 2002-2003 season, the net income from the event was $140,000. For 2004-2005, the net income is projected to decline due to economic factors mentioned previously, though proceeds will continue to account for an estimated 35 percent of the total JSO budget.
For the first time in five years, the symphony's board of directors will increase ticket prices and offer a ticket purchase plan that allows for greater flexibility with how tickets may be used so that people can enjoy JSO performances more conveniently.

"We are also raising the financial commitment for a corporate sponsorship. We're looking at the sponsorship packages of other symphonies to determine what is most equitable for a symphony of Johnstown's size and caliber," Bill comments. "Our goal with both increases is to bring ticket prices and corporate sponsor packages up to par with symphonies from other areas of the country — incrementally."

The JSO is also investigating sponsorships for specific components of the organization, such as the Youth Orchestra, as well as endowment opportunities for different chairs.

"We also recognize that we need to strengthen our grant writing efforts and are working toward investigating what's involved in that process," adds Bill.

Why is the JSO important to the region's citizens?

While it is difficult to quantify the importance of cultural institutions such as orchestral symphonies, inherently we understand their value on a human level. "From an educational standpoint, we can point to studies that show the benefits of music to cognitive processes, which results in higher comprehension and test scores in areas such as math and reading," says Pat Hofscher, JSO Executive Director. "We can also look at the degree to which cultural institutions, such as symphonies and museums, attract people to a community, including new businesses," Pat continues. "I think most people would agree that a vital, growing community has certain characteristics, one of which is an emphasis on the value of art, music and sport. In many ways, a city's cultural life is its soul."

Another advantage of the Johnstown Symphony Orchestra is economic in nature. "Attending the symphony is an event to most people. Before a concert, they may dine at a local restaurant, buy gas at a local station, or enjoy dessert afterwards. There's a multiplier effect when dollars are spent and money goes back into the community," notes Roberta.

"Plato, the great philosopher, was of the opinion that music makes us better people. I hope this is true. Music speaks to us on a higher level in ways that words fail. It can fill a listener with joy or bring someone down to the depths of sorrow. While you can't put a price tag on that, you know in your heart, it's priceless," says Istvan.

What can you do to support the JSO?

● Attend a concert. "Please, join us for one of our core or outreach concerts! After just one experience, I know you will find the symphony to be an enjoyable experience for everyone, regardless of age or economic background," encourages Istvan. "We want to work against the perception that the symphony is only for the elite members of society. The JSO was founded by people from different backgrounds who shared a common love of music. Sharing that common love is still our goal today," he adds.

● Contribute to the sustaining fund drive Each February, the JSO asks for individual support during its annual fund drive. However, contributions are welcomed at any time. And remember, no amount is too small to be put to good use. Contributors of $75 or more will be listed in every program of the following season. All contributions are tax deductible.

● Become a sponsor Businesses and individuals can sponsor a concert and receive recognition for this significant contribution. For more information, call the JSO office at (814) 535-6738.

● Endow a chair The Board of Directors has established an endowment fund and a means of contributing to this fund through the endowment of specific chairs within the Orchestra, including the "Conductor's Chair," "Concertmaster's Chair," Principal Timpani Chair," "Principal Clarinet Chair" and more. With the endowment of a chair, the name of the person to be honored by the endowment will be associated with that position and will appear in each concert program for the next 100 years, after which time the name will appear in each program with emeritus status in perpetuity. For more information, contact any member of the Board of Directors or the Executive Director of the JSO office at (814) 535-6738.

● Advertise with the JSO Call the JSO office at (814) 535-6738 for more information about advertising opportunities.

_______________________________________________________________________________ 227 Franklin St., Suite 304 | Johnstown, PA 15901   Phone: (814) 535-6738 | FAX: (814) 535-6739