A C a m p a i g n t o S t r e n g t h e n A r i z o n a ’ s C u l t u r a l E c o n o m y

THRIVE

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 lbouchard@phoenixsymphony.org 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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One North First Street, Suite 200 Phoenix, Arizona 85004 • 602-452-0425 • phoenixsymphony.org