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The Thrive Campaign will help the Symphony create impact, foster innovation and drive community engagement for the
future. Through social and educational programs and musical artistry, the Symphony helps create economic vitality, vibrant
neighborhoods, and a more connected community.
– JOHN GRAHAM –President & CEO, Sunbelt Holdings
Chair, Board of Directors, The Phoenix Symphony
HELPING ARIZONA REACH ITS POTENTIAL For any state to thrive, its cultural economy must be strong. A vibrant cultural economy is what makes a place livable and loveable. And in cities across America, the key institution in building such an economy has proven to be
the Symphony—a cultural symbol of a city’s belief in its own future.
The vision of The Phoenix Symphony is to be the arts leader in the revitalization of a thriving Arizona. In ten years, the Symphony will be a
cultural icon—a reason people will want to live in and move to Arizona whether they attend concerts or not. At the same time, the Arizona community will
recognize that the Symphony provides unparalleled civic value.
The Phoenix Symphony’s mission is to provide the joy of music as a catalyst in helping Arizona to become the best place in America to work and live. We will do this by creating high-quality musical experiences that feed the souls of our
residents; bolster the cultural economy; and educate and strengthen our next generation, resulting in a creative workforce.
The Thrive Campaign will enable the Symphony to pursue this mission effectively—and to realize the Symphony’s vision for Arizona’s future.
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WHY THE SYMPHONY MATTERS
WHO WE ARE AND WHERE WE ARE GOING
Founded in 1947 and directly reaching hundreds of thousands of Arizonans, The Phoenix Symphony is Arizona’s largest performing arts
organization—and one of the state’s most inspiring recent success stories.
Since 2011, the Symphony has achieved an extraordinary turnaround. With the support of our musicians who agreed to forgo a contractual compensation
increase, the Symphony administration was able to right-size and stabilize the organization. Working together with the Symphony leadership in an atmosphere of transparency, open and honest dialogue and mutual respect, Symphony musicians
placed live music for the community over their own needs. Their sacrifice helped propel the organization from instability into a stable and fiscally sound business model.
The Capacity Usage at Symphony Hall is at 74%, while the national average is only 60%.
THE SYMPHONY HAS SUCCESSFULLY Restructured its Operating Revenue and Expenses
Attracted Significant Investments from Major Donors
Eliminated a $3 Million Debt
Created Innovative New Educational and Health-and-Wellness Programs that Serve the Community
Realized Record Increases in Earned Revenue, Ticket Sales, Capacity Use, and Contributions
SINCE 2011
Overall RevenueIncreased
Earned RevenueIncreased
Contributed RevenueIncreased
25% 68%45%
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SYMPHONY 2.0The Phoenix Symphony has enjoyed an extraordinary turnaround
not only because of the musicians’ sacrifice, but also because it is now run like a business. And, like any business, the Symphony must prepare for
growth by raising operating capital to take the organization to the next level.
With the support of its new Virginia G. Piper Music Director, Tito Muñoz, and its Board of Directors, the Symphony adopted a strategic business plan called Symphony 2.0.
This plan will launch the next pivotal chapter in the Symphony’s history.
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As an artistic leader, I am honored to be a part of an institution that embraces the power of music and continually looks for new ways to evolve and inspire. The Thrive Campaign supports the Symphony’s
vision of creating new programming that will attract new, diverse and younger audiences while driving artistic excellence.
– TITO MUÑOZ –Virginia G. Piper Music Director
SYMPHONY 2.0 WILL ALLOW US TO
Deliver relevant and entertaining content to a broad range of constituencies
Create a more stable yet agile business model for long-term sustainability
Provide unparalleled civic value through programs that benefit the needs of the community
Foster a culture of creativity and innovation
The growth and sustainability of The Phoenix Symphony will not be
limited to a single avenue or strategy. Symphony 2.0 is our iteration of what a 21st century symphony must be, as a sustainable, flourishing nonprofit
with manifold strategies for revenue generation.
The funds raised through the Thrive Campaign will enable The Phoenix Symphony to achieve its long-term strategic vision and ensure that
the Symphony is an economic driver for Arizona.
OUR VISION FOR ARIZONA’S FUTURE: SYMPHONY 2.0
SYMPHONY 2.0SYMPHONY 2.0SYMPHONY WILL ALLOW WILL ALLOW WILL US ALLOW US ALLOW TO
Deliver relevantDeliver relevantDeliver and relevant and relevant entertaining contentto a broad range of constituencies
Create a more stable yet agile yet agile yet business model for long-term sustainability
Provide unparalleled civic value through programsthat benefit the needs of the community
Foster aFoster aFoster cultureof creativity and innovation
The growth and sustainability of The Phoenix Symphony will not belimited to a single avenue or strategy. Symphony 2.0Symphony 2.0Symphony is our iteration of what
a 21st century symphony must be, as a sustainable, flourishing nonprofitwith manifold strategies for revenue generation.
The funds raised through the Thrive Campaign will enable The PhoenixSymphony to achieve its long-term strategic vision and ensure that
the Symphony is an economic driver for Arizona.
OUR VISION FOR ARIZONA’SFUTURE: SYMPHONY 2.0 SYMPHONY 2.0 SYMPHONY
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By strengthening The Phoenix Symphony’s infrastructure and expanding its capabilities, the $8 Million raised in the Thrive Campaign will launch the Symphony into a position
of cultural strength and long-term financial sustainability. Specifically, campaign funds will allow the Symphony to invest in six critical areas:
BUILDING OPERATING RESERVES $2 MillionIn order to complete its turnaround and operate like a successful business,
the Symphony needs funding that will allow it to develop adequate cash reserves, navigate labor relations smoothly, and maintain working capital that will drive
increases in both earned and contributed revenue.
TECHNOLOGICAL ADVANCEMENT $300,000Like many venerable institutions, the Symphony finds itself needing to replace a
technological infrastructure that is rapidly growing out of date. From telephone systems to hardware to software, a number of business-critical systems must soon be updated or
replaced. The Symphony must also invest in new capabilities, such as data mining. These upgrades will significantly bolster the technological foundation that the Symphony relies
on for its business operations. This will make us better prepared to identify and respond to new opportunities, and will substantially improve our ability to
serve our patrons and the Arizona community as a whole.
ACHIEVING FRICTIONLESS RELATIONSHIPS WITH PATRONS $700,000The Symphony must make buying a Symphony ticket as uncomplicated as buying a song on iTunes. No customer, season subscriber or potential donor should ever
experience a moment of confusion or hesitation in their transactions with The Phoenix Symphony. To achieve this kind of frictionless relationship, the Symphony must invest in a variety of new business solutions, including a new customer database, telemarketing,
digital marketing, a mobile platform, social media and other means of better communicating with customers. The result of this investment will be reduced reliance
on outside vendors, higher customer satisfaction and increased revenue.
HOW WE WILL USE THRIVE CAMPAIGN FUNDS
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CREATING AND CAPITALIZING ON NEW REVENUE STREAMS $2 MillionCampaign funds will provide the Symphony with the capital necessary to move to the
next level of revenue generation within our field: the creation of original, licensed content in entertainment, education and wellness. This original programming will be marketed for
use by other organizations around the country, extending the impact of The Phoenix Symphony well beyond Arizona’s borders while also generating a strong royalty stream. This is an utterly
unique business strategy among today’s symphonies and another example of The Phoenix Symphony’s sector leadership. Another major area of opportunity for the Symphony is around the development of new programming that targets both a younger demographic and diverse
segments of our community. Shifting demographics and technology drives the need to engage audiences differently and these campaign funds provide resources to experiment
with innovative artistic initiatives that will help expand our reach.
UNDERTAKING NEW COLLABORATIONS WITH COMMUNITY PARTNERS $1 MillionThe Phoenix Symphony creates civic value not only through its awe-inspiring concerts, but also through its Education and Community Engagement programs. For example,
Mind Over Music leverages music as a means to engage students in STE[+a]M learning and pairs musicians with teachers to create new curricula. Utilizing an external evaluator,
the program is measured quantitatively and longitudinally with pre- and post-testing of treatment and control groups to assess the efficacy of the effort. The Phoenix Symphony
is the only orchestra in the country to implement a quantitatively measured whole school instructional model based on STE[+a]M theory and practice.
The Thrive Campaign will allow the Symphony to increase its investment in these unique programs, thereby having a substantial impact on the well-being
of our neighbors while also creating inventive avenues of revenue.
INVESTING IN OUR MUSICIANS $2 MillionFour years ago, The Phoenix Symphony’s musicians had a choice. Like musicians
elsewhere, they could insist on the terms of their existing contract, in which case the Symphony would enter bankruptcy, or they could work with the Symphony’s new leadership to find a
solution that served the best interests of the entire community. By agreeing to a significant pay cut, they chose the latter path. Their sacrifice has made the Symphony’s remarkable turnaround
possible. With this special fund, the Symphony will ensure that, in the future, its musicians are compensated fairly and in a way that is worthy of their vast talents.
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The Phoenix Symphony is one of the rare arts organizations that is thriving and is truly an asset to our community. We should celebrate
their success and invest in their future innovation. Individual and corporate support is vital for the Symphony’s growth and sustainability.
– LINDA HUNT –Sr. Vice President of Operations,
Arizona Dignity Health
In order to secure The Phoenix Symphony’s future, the Thrive Campaign’s goal is to raise $8 Million between October 2015 and September 2018.
All Thrive gifts will be gratefully honored in campaign-specific materials including, but not limited to, an honor roll in our program book and other printed materials, website, press releases and other recognition programs as developed.
Donors who contribute at the $250,000 level or higher will be recognized with naming opportunities to be determined between the donor and The Phoenix Symphony.
The Phoenix Symphony will be the arts leader in the revitalization of a thriving Arizona. We just need you to join us!
To invest in The Phoenix Symphony is to invest in a thriving cultural economy that helps make Arizona more prosperous, more attractive, more livable and more loveable.With the support of Arizona’s most visionary leaders, the Symphony will cultivate a rich
state culture, feed souls, strengthen the community and help grow the next generation of Arizonans into a creative workforce.
To make a contribution to or receive more information about The Phoenix Symphony’s Thrive Campaign, please contact Phoenix Symphony Associate Vice President of Development,
Loren Bouchard at [email protected] or 602-452-0425.
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JOIN US – AND HELP ARIZONA THRIVE
As musicians, we care deeply about our art. We are committed to serving our community by keeping music alive and accessible. We
have had to make some personal sacrifices to ensure that we may continue this work, and have greater confidence in our organization’s
stability. We believe the Thrive Campaign will support future growth and provide a foundation for our future.
– CHARLES BERGINC –Principal Trumpet, Co-Chair Orchestra Committee
VIRGINIA G. PIPER MUSIC DIRECTOR Tito Muñoz
ASSISTANT CONDUCTOR Matthew Kasper
FIRST VIOLINSSteven Moeckel ConcertmasterThe Herberger Foundation -Music Director Laureate Chair
Magdalena Martinic-JercicAssociate ConcertmasterJohn & Ellen Ford Chair
Dian D’AvanzoAssistant ConcertmasterMary K. Yearley Chair, by Douglas C. Yearley
Cindy Rosin BergincNancy LivingstonChun-Yi LuDana PasleyCarter PendellLan QiuKaren SinclairLevon ZarasianJing Zeng
SECOND VIOLINSAnna Kim Kazepides Principal
Dumitru LazarescuActing Associate PrincipalFreda Levine Chair
Leslie Frey AndereggActing Assistant Principal
Cheryl BintzTessa Gotman BockCarla EckerAdrienne FinetMelanie LevinAaron RequiroRon Whaley
VIOLASMark Deatherage Acting Principal
Mathieu Page-BouchardActing Associate Principal
Christopher McKayActing Assistant Principal
Karen Bea**Mark DixDan DumitriuYang Yu
CELLOSMelita HunsingerPrincipalElizabeth Shaw Chair
Jan SimizActing Associate Principal
Peter AndereggActing Assistant Principal
Fred ChaoMichael D’Avanzo
Florence PoolLaurie Stearns Selby
DOUBLE BASSESMichael KazepidesActing Principal
Jonathan ImsandeActing Associate Principal
Steve KoscicaAssistant PrincipalEvelyn D. Barnard Chair
John EbingerGlenn Stallcop
FLUTESViviana Cumplido WilsonPrincipal
Brian GordonAssociate Principal & Piccolo
OBOESMarian Buswell Principal
Damien Shindelman*
Paula EngererAssociate Principal & English HornMr. & Mrs. Richard Snell Chair
CLARINETSAlexander Laing Principal
Steve Hanusofski Associate Principal & Bass ClarinetSol & Esther Drescher Chair, by Susan and Mark Mulzet
BASSOONSBonnie Wolfgang Principal
Marlene Mundwiler MazzucaAssociate Principal
Erik Ludwig Bassoon & ContrabassoonJohn Jay & Sandra Day O’Connor Chair
HORNSGabriel Kovach Principal, H. Barry and Lucy V. Holt Arts and Education Fund Chair
Cassie WalckAssociate Principal
Nancy DimondAssistant Principal
Andy Sugata
TRUMPETSChuck Berginc Principal
Emery HarvisonAssistant Principal
Ben NguyenAssociate Principal
TROMBONESChristopher Wolf Principal
A. Michael Brown
TUBADave Pack Principal
TIMPANIBruce Pulk Principal
Steve FitchAssociate Principal
PERCUSSIONShaun TilburgPrincipal
Steve FitchFred Marderness
PERSONNEL*Orchestra Personnel Manager**Assistant Orchestra PersonnelManager
LIBRARIANSHeather JacksonHead Librarian
Christopher SkylesAssistant Librarian
STAGE CREWBlue MartinProduction and Stage Manager
THE PHOENIX SYMPHONY ORCHESTRA
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John Graham Chair
C.A. Howlett Chair Emeritus
James K. Ward President & CEO
Linda Hunt Vice Chair Secretary
Lee Nickloy Vice Chair Treasurer
Lon Babby Vice Chair Contract Review Committee
Ryan B. Opel Vice Chair Nominating & Governance
Gena Trimble Vice Chair Audit
David Bornemann Vice Chair Member-At-Large
David J. BarnettDeborah BatemanCharles BergincDonald E. BrandtWayne V. CesarioMichelle ClarkeKatie CobbBruce CovillJaime DaddonaMolly DeFilippisMark DixDavid E. DodgeDrake D. Duane, M.D.Max FoseWendy FullerMary FusilloCouncilman Bill GatesOliver J. Harper, M.D.Andrew KimEliot A. Minsker Nate Mitchell Union RepresentativeErica Thompson Moran
Tito MuñozFrederick M. PakisJaye PerriconeLecia ScaglioneDavid A. SeldenJohn C. VryhofChristi Worsley
HONORARY TRUSTEESHugh DownsRoy A. Herberger, Jr., Ph.D.Richard B. SnellJohn O. Whiteman
LIFETIME DIRECTORSArthur D. EhrenreichHazel HareJeanne L. Herberger, Ph.D.K. David LindnerDr. Edwin H. Wolf
BOARD OF DIRECTORS
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