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      New York City Ballet and Its Orchestra Reach Contract Deal

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      The agreement, which includes an increase in compensation of about 22 percent over three years, ends months of tense negotiations.After months of wrangling, New York City Ballet and the union representing its musicians announced on Tuesday they had reached a deal for a new contract.The three-year contract, which is expected to be ratified by members of Local 802 of the American Federation of Musicians, includes an increase in compensation of about 22 percent over three years, a central demand of the musicians, who had argued that they were underpaid because of salary cuts made during the pandemic.City Ballet and the musicians’ union praised the agreement, which came just after the company began its holiday run of “George Balanchine’s The Nutcracker,” typically the most lucrative production of the season.“The marriage of music and dance is a hallmark of N.Y.C.B.,” the company and the orchestra said in a joint statement. “We are thrilled that this agreement has been finalized and we look forward to a successful season featuring our wonderful musicians and dancers who are among the greatest performers in the world.”The contract was the first that City Ballet and the orchestra have negotiated since the coronavirus pandemic, which forced the cancellation of hundreds of performances and the loss of about $55 million in ticket sales. City Ballet, like other cultural institutions, reduced the salaries of dancers and musicians as it worked to weather the crisis.Under the deal, the company will restore a salary cut of about 9 percent made during the pandemic, as well as offer a raise of 13 percent over three years.We are having trouble retrieving the article content.Please enable JavaScript in your browser settings.We are confirming your access to this article, this will take just a moment. However, if you are using Reader mode please log in, subscribe, or exit Reader mode since we are unable to verify access in that state.Confirming article access.If you are a subscriber, please  More

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      Philadelphia Orchestra and Musicians Reach Contract Deal

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      The agreement, which includes salary increases of nearly 16 percent over three years, ends months of tense negotiations.After months of wrangling at the negotiating table, the Philadelphia Orchestra and the union representing its musicians have reached a deal for a new contract.The three-year contract, which the members of the American Federation of Musicians, Local 77, ratified on Saturday, includes salary raises of nearly 16 percent over three years, a central demand of the musicians, who had argued that they were underpaid compared with other leading ensembles.The musicians’ union praised the agreement, which it said also included pay raises for substitutes as well as a requirement that the orchestra increase the number of musicians it hires each year to fill vacancies. The base salary for musicians in the orchestra in the 2022-23 season was $152,256, including compensation for recordings.“We are an ensemble, and we stuck together and refused to accept substandard deal after substandard deal,” David Fay, a double bass player since 1984 and a union leader, said in a statement. “This contract is a victory for the present and future for the Philadelphia Orchestra and its world-class musicians.”The contract was the first that the orchestra has negotiated since the coronavirus pandemic, which put financial strains on the ensemble, forcing the cancellation of more than 200 concerts and resulting in the loss of about $26 million in ticket sales and performance fees.“Our joint challenge was to find a new and financially responsible path forward that recognizes and furthers the placement of the Philadelphia Orchestra as one of the world’s greatest musical ensembles,” said Ralph W. Muller and Michael D. Zisman, who lead the board of the Philadelphia Orchestra and the Kimmel Center Inc., a joint entity that oversees the orchestra.The dispute grew heated over the past several months as orchestra members rejected several proposals from management. A vote in August to authorize a strike, if needed, won the support of 95 percent of those participating. Concerts proceeded as usual and talks continued through the expiration of the old contract in early September.The orchestra has gone through other painful periods in recent decades. It declared bankruptcy in 2011 after the financial crisis but has since balanced its budget and worked to rebuild. Despite expense cuts and bankruptcy, that has not been easy: In 2016, the musicians held a brief strike that began on the night of the orchestra’s season-opening gala. More

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      Hitting Theater Hard: The Loss of Subscribers Who Went to Everything

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      The subscription model, in which theatergoers buy a season’s worth of shows at a time, had long been waning, but it fell off a cliff during the pandemic.As a group of stagehands assembled train cars for the set of “Murder on the Orient Express,” Ken Martin looked grimly at his email. His first year as artistic director at the Clarence Brown Theater in Knoxville, Tenn., was coming to an end, and the theater had missed its income goals by several hundred thousand dollars, largely because it had lost about half its subscribers since the start of the pandemic.“I’ve already had to tear up one show, because of a combination of cost and I don’t think it’s going to sell,” he said. “I’m in the same boat as a lot of theater companies: How do I get the audience back, and once I get them in the door, how do I keep them for the next show?”The nonprofit theater world’s industrywide crisis, which has led to closings, layoffs and a reduction in the number of shows being staged, is being exacerbated by a steep drop in the number of people who buy theater subscriptions, in which they pay upfront to see most or all of a season’s shows. The once-lucrative subscription model had been waning for years, but it has fallen off a cliff since the pandemic struck.It is happening across the nation. Seattle’s 5th Avenue Theater had 13,566 subscribers last season, down from 19,770 before the pandemic. In Atlanta, the Alliance Theater ended last season with 3,208, down from a prepandemic 5,086, while Northlight Theater, in Skokie, Ill., is at about 3,200, down from 5,700.Theaters are losing people like Joanne Guerriero, 61, who dropped her subscription to Paper Mill Playhouse in Millburn, N.J., after realizing she only liked some of the productions there, and would rather be more selective about when and where she saw shows.“We haven’t missed it,” she said, “which is unfortunate, I suppose, for them.”Subscribers were long the lifeblood of many performing arts organizations — a reliable income stream, and a guarantee that many seats would be filled. The pandemic hastened their disappearance for a number of reasons, according to interviews with theater executives around the country and theatergoers who let their subscriptions lapse. Many longtime subscribers simply got out of the habit while theaters were closed. Others grew to appreciate the ease and flexibility of streamed entertainment at home. Some found the recent programming too didactic. And the slow return to offices meant fewer people were commuting into the downtown areas where regional theaters are often located.Facing a precipitous post-pandemic drop in subscriptions, the Clarence Brown Theater is trying to appeal to new subscribers with a populist lineup of shows this season.Jessica Tezak for The New York TimesMany artistic leaders believe the change is permanent.“The strategic conversation is no longer ‘What version of a membership brochure is going to bring in more members,’ but how do we replace that revenue, and replenish the relationship with audiences,” said Jeremy Blocker, the executive director of New York Theater Workshop, an Off Broadway nonprofit that has seen its average number of members (its term for subscribers) drop by 50 percent since before the pandemic.Why do subscribers matter?“No. 1, it reduces your cost of marketing hugely — you’re selling three or five tickets for the cost of one,” said Michael M. Kaiser, the chairman of the DeVos Institute of Arts Management at the University of Maryland. “No. 2, you get the cash up front, which helps fund the rehearsal period and the producing period. And No. 3, subscriptions give you artistic flexibility — if people are willing to buy all the shows, some subset of the total can be less familiar and more challenging, but if you don’t have subscribers, every production is sold on its own merits, and that makes taking artistic risk much more difficult.”There’s also a strong connection between subscriptions and contributions. “Most donors are subscribers,” said Maggie Mancinelli-Cahill, the producing artistic director of Capital Repertory Theater in Albany, N.Y., “so there’s a cycle here.”Theaters are simultaneously trying to retain — or reclaim — subscribers, and also reduce their dependence on them. Many are experimenting with ways to make subscriptions more flexible, or more attractive, but also seeing an upside in the need to find new patrons.“For some theaters, a reliance on an existing homogeneous group of patrons has really shaped the work they’re doing,” said Erica Ezold, managing director of People’s Light, a nonprofit theater in Malvern, Pa. “Ultimately it’s going to be really positive to be not as reliant on subscriber income and have greater diversity in our audiences.”“I’m in the same boat as a lot of theater companies: How do I get the audience back, and once I get them in the door, how do I keep them for the next show?” said Ken Martin, artistic director of the Clarence Brown Theater.Jessica Tezak for The New York TimesProgramming is clearly on the mind of lapsed subscribers around the country. Even as subscriptions have fallen sharply at regional nonprofits whose mission is to develop new voices and present noncommercial work, they have remained steadier at venues that present touring Broadway shows with highly recognizable titles.“There’s so much going on with the ‘ought-to-see-this-because-you’re-going-to-be-taught-a-lesson’ stuff, and I’m OK with that, but part of me thinks we’re going a little overboard, and I need to have some fun,” said Melissa Ortuno, 61, of Queens. She describes herself as a frequent theatergoer — she has already seen 17 shows this year — but finds herself now preferring to purchase tickets for individual shows, rather than subscriptions. “I want to take a shot, but I don’t want to be dictated to. And this way I can buy what I want.”But there are other reasons subscribers have stepped away, including age. “We’re all old, that’s the problem,” said Happy Shipley, 77, of Erwinna, Pa., who decided to renew her subscription at the Bucks County Playhouse, but sees others making a different choice. “Many of them don’t stay up late anymore; they’re anxious about parking, walking, crime, public transportation, increased need of restrooms, you name it.”Arts administrators say that many people who were previously frequent theatergoers remain fans of the art form, but now attend less frequently, a phenomenon confirmed in interviews with supersubscribers — culture vultures who had multiple subscriptions — who say they are scaling back.Lisa-Karyn Davidoff, 63, of Manhattan, subscribed to 10 theaters before the pandemic; now she is far more choosy, citing a combination of health concerns and reassessed priorities. “If there’s a great cast or something I can’t miss,” she said, “I will go.” Rena Tobey, a 64-year-old New Yorker, had at least 12 theater subscriptions before the pandemic, and now has none, citing an ongoing concern about catching Covid in crowds, a new appreciation for television and streaming, and a sense that theaters are programming shows for people other than her. “For many years, I’ve pushed my boundaries, and I’m just at a point where I don’t want to do it anymore.”And Jeanne Ryan Wolfson, a 67-year-old from Rockville, Md., who had four performing arts subscriptions prepandemic, is just finding she likes an à la carte approach to ticket purchasing; she kept two of her previous subscriptions, dropped two, and added a new one. “I was paying a lot of money for the subscriptions, and some of the productions within those packages were a bit disappointing or might not have the wow factor I was looking for,” she said. “I think what I want to do is pick and choose.”Martin said the Knoxville theater’s staff has spent much of the summer discussing the drop in subscriber numbers — the theater had about 3,000 before the pandemic, but 1,500 last season — and hired a marketing firm to study the situation.Now he is picking productions carefully. He has set aside his dream of staging William Congreve’s “The Way of the World,” worried that the Restoration comedy wouldn’t find an audience. This season he’s starting with “Murder on the Orient Express,” which should do well, followed by a war horse — the annual production of “A Christmas Carol” — and “The Giver,” which Martin hopes will appeal to younger audiences because it was adapted from a popular young adult novel.The Clarence Brown Theater, like about a dozen other professional theaters around the country, is affiliated with a university (the University of Tennessee) which provides it with some financial support.Jessica Tezak for The New York TimesThen comes “Kinky Boots,” the kind of uplifting musical comedy many of today’s audiences seem to want. (“Kinky Boots,” with a plot that involves drag queens, also makes a statement for a theater in Tennessee, where lawmakers have attempted to restrict drag shows.) There will be more adventurous productions, but in a smaller theater: “The Moors” by Jen Silverman, and “Anon(ymous)” by Naomi Iizuka.But selling tickets show by show, instead of as a package, is challenging and expensive.“It takes three times as much money, time and effort to bring in someone new,” said Tom Cervone, the theater’s managing director. He said the theater is trying everything it can — print advertising, public radio sponsorships, social media posts, plus appearances at local street fairs and festivals where the theater’s staff will hand out brochures and swag (branded train whistles to promote “Murder on the Orient Express,” for example) while trying to persuade passers-by to come see a show.The theater, which is on the flagship campus of the University of Tennessee, is less dependent than some on ticket revenue, because, like a number of other regional nonprofits, it is affiliated with a university that subsidizes its operations. Still, the money it earns from ticket sales is essential to balancing the budget.“It’s been scary some days,” Cervone said, “like, where is everybody?” More

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      The Metropolitan Opera Guild Will Wind Down Amid Financial Woes

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      The organization, founded in 1935 to support the opera house, will lay off 20 employees and stop publishing Opera News as a stand-alone monthly magazine.The Metropolitan Opera Guild, a nonprofit that supports the storied opera house and publishes the magazine Opera News, will wind down its operations and lay off its staff this fall in the face of financial troubles, the organization announced on Tuesday.The guild, which was founded by Eleanor Robson Belmont in 1935 to help the Met survive a funding shortfall caused by the Great Depression, has supported the company and its education programs ever since, bringing thousands of schoolchildren to dress rehearsals each year and working to promote interest in opera through the publication of Opera News, which became one of the leading classical music publications in the United States.Opera News will end its run as a stand-alone monthly magazine. The Met and the guild said it would continue in a different format, under new editorial direction, as part of a new section in Opera magazine, a British publication, focused on the United States that will bear the Opera News logo. The magazine will be sent to guild members and Opera News subscribers in the United States.Opera News, which became one of the leading classical music magazines in the United States, will cease publication as a stand-alone magazine. The British publication Opera magazine will increase its coverage of the Met and opera in the United States, and will be sent to Guild members and Opera News subscribers.Opera News“We greatly appreciate the valuable efforts of our employees over the years, but it is no longer economically viable for us to continue in our current form,” Winthrop Rutherfurd Jr., the Guild’s chairman, and Richard J. Miller Jr., its president, said in a statement.The guild will be reclassified as a supporting organization under the Met; it will no longer operate as an independent nonprofit. The guild said that it would provide severance to its 20 employees, and that it expects the Met to hire some of them. Its board members will be offered positions on the Met’s board.Under the guild’s membership program, patrons pay $85 or more per year for benefits including subscriptions to Opera News, access to dress rehearsals and advance ticket sales.The guild, like the broader opera industry, has faced serious financial pressures in recent years. It draws much of its revenue from its roughly 28,000 members. But contributions and grants have fallen in recent years: they totaled $8.1 million in 2021, compared with $9.1 million a decade earlier. And to some extent the Met and the guild found themselves competing for support from the same opera lovers.The Met, grappling with its own financial woes as it works to recover from the pandemic, said it would continue some of the guild’s offerings, including the program that brings schoolchildren into the opera house to watch dress rehearsals.Guild events including the annual Opera News awards and luncheons at the Waldorf Astoria, such as this one in 2006, will be discontinued. Fred R. Conrad/The New York TimesUnder Peter Gelb, who became the Met’s general manager in 2006, the company has expanded its oversight of the guild. Gelb said in an interview that the changes came after several months of discussions. He said the problems facing the guild reflected the “difficulties for nonprofit performing arts companies,” including the Met.“It’s the same pressure that, on a large scale, the Met feels,” he said. “We tried to find a way forward that would enable some of the programs of the guild to continue, even if the guild in its current structure would not continue.”The partnership with Opera magazine that will replace Opera News — which began publication in 1936 and has a circulation of about 43,000 — will start in December. The Met will not have editorial input but will provide a share of fees paid by guild members to help offset the magazine’s production costs, as it did with Opera News. Opera magazine named Rebecca Paller its U.S. editor; since 2003, Opera News has been led by F. Paul Driscoll.John Allison, the editor and publisher of Opera, vowed in a statement to preserve the “rich editorial history” of Opera News. He said in an interview that he hoped to engage former Opera News writers when possible.“Coverage of opera at the Met and throughout the United States will continue to be just as comprehensive as guild members and Opera News subscribers have grown accustomed to over the years,” he said.Opera fans reacted with concern to news of the guild’s demise on Tuesday, saying that it was another sign that the art form was struggling.Posy Ryan, a guild member, said that she was “very surprised and deeply saddened” by the changes, including the end of the stand-alone Opera News.“It’s an institution that will be missed,” she said. “For me, it was an introduction to so many young American singers. I’d see a feature, a review and then research them on YouTube. I’ll miss that.” More

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      Nonprofit Theaters Are in Crisis. A Times Reporter Spoke With 72 of Them

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      Michael Paulson spoke with producers and artistic directors at nonprofit theaters across the country about the crisis their industry is facing.Times Insider explains who we are and what we do and delivers behind-the-scenes insights into how our journalism comes together.Michael Paulson, who has covered theater for The New York Times for eight years, knew the situation was bad at the country’s nonprofit regional theaters, which had yet to regain their prepandemic audiences.But in recent months, the shock waves have gotten bigger: One of the nation’s largest companies, Center Theater Group in Los Angeles, said it would pause production on one of its three stages and lay off 10 percent of its staff. The Lookingglass, an anchor of Chicago’s theater scene, halted production for the rest of the year. Then this month, New York’s prestigious Public Theater cut nearly one in five of its jobs.“We’ve seen an increase in the number of closings, and it felt like this is real and serious and important for readers to know about,” Mr. Paulson said in an interview.That observation formed the basis for an article by Mr. Paulson that appeared on the front page of Monday’s newspaper. To document the crisis at America’s regional theaters, he spoke with the leaders of 72 top-tier companies across the country.Here, Mr. Paulson reflects on the reasons for the upheaval, on the most promising solutions being proposed and on the balancing act he juggles between the demands of daily news reporting and investigative projects. This conversation has been edited.How many of the issues that challenge nonprofit theaters stem from the pandemic?The pandemic was an accelerant. But the issues at the heart of this crisis — the aging of the audience, the growing role of streaming media in people’s entertainment diets, the decline in subscriptions as the way consumers plan their theatergoing — were underway before it. The economic situation combined with this inflationary moment proved unsurvivable for a number of theaters and damaging for many more.Are these challenges unique to theaters, or are they true of the nonprofit arts sector in general?Theater has some particular vulnerabilities — it’s a niche art form, and a lot of nonprofits pride themselves on developing new work, which means a show sometimes has a title or is by an artist that audiences don’t yet know. A bunch of people told me audiences want to be sure they’re going to have a good time before they set aside the time and the money, and that often means going to something that’s already established, versus something that is just being introduced to the world.Seventy-two interviews is a lot for one article. Do you envision this piece being the first in a series?I do have a tendency to be an overreporter, but I wanted to be confident that what we were reporting reflected a national pattern and wasn’t just an extrapolation from a handful of worst-case scenarios. I expect that a lot of my time this year is going to be spent thinking and writing about the economic challenges facing theaters in America.How do you balance the demands of daily news reporting with bigger-picture projects?I’m probably going to be doing fewer features about individual shows, while I focus on more of these stories about the health of the field, but I still want to write occasional pieces about artists and works of art. I think a mix of stories is what keeps a reporter sane.Do you anticipate doing a lot of that reporting in person?I hope so. A couple of days ago, I went to see “Evita” at American Repertory Theater outside of Boston, and over the weekend I went to see a play called “tiny father” at Barrington Stage Company in the Berkshires. On Thursday, I saw a production of “Fun Home” at the Studio Theater in Washington, D.C. I’m trying, to the extent I can, to see things outside New York. We need to pay more attention to nonprofit theaters and theaters outside New York — because there are real challenges in those places we need to be telling our readers about.What was the most surprising thing you learned while reporting this article?I was struck by how many theaters are now doing coproductions. It’s pretty dramatic: The Shakespeare Theater Company in D.C. had one coproduction out of six shows before the pandemic, and now at least five out of six will be coproductions this coming season. There’s also a lot of experimentation with collaboration, which is heartening. Theaters that once saw themselves either as competitors or just strangers are much more interested in finding ways to help one another.Your article touches on a number of potential solutions. Which seem most promising?There’s a coalition forming of theaters in Connecticut that is talking about whether the theaters might be able to share set-building functions. Those kinds of approaches might have promise. A lot of theaters are talking about the possibility of either more government assistance or for more foundations to take seriously the challenges facing this field. There’s a shared sense that box-office revenue, which has never been enough to sustain these organizations, is not going to be a primary part of the solution.How will we see an effect on Broadway, which depends on nonprofit theaters to develop material and support artists?The situation means less work for artists, actors, writers, directors and designers. Fewer shows are being staged, and those shows are often smaller and have shorter runs, which is a challenge both for the people who are already established in the field and the people who are seeking to enter it. There’s just less work to go around. More

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      ‘New York, New York’ Will End Its Broadway Run

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      The big-budget musical that tried to position itself as a nostalgic love letter to the city will close after a summer of dropping sales.“New York, New York,” a big-budget musical that tried to position itself as a nostalgic love letter to the city, will close on July 30 after underwhelming critics and failing to find a sufficient audience to sustain a Broadway run.The musical was the costliest swing of the last theater season, with a $25 million capitalization, according to a filing with the Securities and Exchange Commission; that money has not been recouped. The show’s budget was bigger than that of other musicals currently arriving Broadway, although costs have been rising, and the musicals with the largest companies and the most stage spectacle are increasingly costing more than $20 million.“New York, New York” started off respectably at the box office, with weekly grosses initially hovering around $1 million. But the musical has been expensive to run, with a large cast and a sizable orchestra, and its sales have been dropping problematically this summer. During the week that ended July 16, “New York, New York” grossed $692,051 and played to houses that were only 68 percent full, according to the most recent figures released by the Broadway League.At the time of its closing, “New York, New York” will have played 33 preview and 110 regular performances.Very loosely based on Martin Scorsese’s 1977 film of the same title, the musical tells the story of a young couple — he a musician, and she a singer — trying to find work and love in the city just after World War II. The book is by David Thompson and Sharon Washington.The show features songs by John Kander and Fred Ebb, some of which also appeared in the film. The title song, which is the musical’s closing number, has become a standard. Ebb died in 2004; for the stage musical, Lin-Manuel Miranda contributed lyrics, working with Kander, who is now 96 and who won this year’s Tony Award for lifetime achievement.The musical, directed and choreographed by Susan Stroman, opened on April 26 and faced mixed to negative reviews. In The New York Times, the critic Elisabeth Vincentelli called it “sprawling, unwieldy, surprisingly dull.”The show was nominated for nine Tony Awards, and it won one, for Beowulf Boritt’s scenic design.Sonia Friedman and Tom Kirdahy are the musical’s lead producers. In May they announced plans for a national tour of the musical starting in January 2025, but on Sunday evening, when they announced the closing date, they said only that “discussions are underway for a North American tour.”The closing announcement comes amid a tough stretch for Broadway shows, many of which have struggled as the industry rebuilds following the lengthy closing of theaters at the start of the coronavirus pandemic. On Sunday, three shows played their final performances: a musical revival of “Camelot,” a stage adaptation of “Life of Pi” and the comedy “Peter Pan Goes Wrong.” More

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      L.A.’s Center Theater Group Lays Off Staff and Halts Work on One Stage

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      With box office revenues, subscriptions and donations all down since the pandemic, the theater said it would pause production on one of its three stages, the Mark Taper Forum.In the face of what is described as a “crisis unlike any other in our 56-year history,” the Center Theater Group, a flagship of the Los Angeles theater world, announced a series of sharp cutbacks Thursday to deal with drops in revenue and attendance and said that it would suspend productions at one of its three stages, the Mark Taper Forum.The theater said it would lay off 10 percent of its 200-person work force.In a note to patrons, the theater said it “continues to feel the aftereffects of the pandemic and has been struggling to balance ever-increasing production costs with significantly reduced ticket revenue and donations that remain behind 2019 levels.” Theater officials said the organization posted an $8 million shortfall for the 2022-23 fiscal year and a $7 million shortfall the year before, much of which had been covered by federal pandemic assistance that is now ending.The 736-seat Taper, a semicircular amphitheater that has been a showpiece for innovative productions — “Slave Play” recently enjoyed a mostly sold-out run here — will suspend productions beginning this July and at least through the 2023-2024 season.And the theater is postponing a world premiere that had been set to open there this August, “Fake It Until You Make It” by Larissa FastHorse. As a result, the final production at the Taper for this season will be “A Transparent Musical,” a world premiere based on the television show “Transparent,” about the patriarch of a Los Angeles family coming out as transgender.The Los Angeles organization becomes the latest arts organization in the country — from regional theaters to symphony orchestras to opera houses — to grapple with a drop-off in attendance in the wake of the coronavirus pandemic.The center, which has a long record of championing new and innovative work, has been struggling to redefine its mission and regain its financial footing since reopening after the pandemic. The group is made up of three theaters: the Taper, the Ahmanson, and the Kirk Douglas Theater. The Ahmanson and the Taper are part of the Music Center complex in downtown Los Angeles; the Kirk Douglas is in Culver City.Season subscriptions at the Taper are 35 percent below what they were before the pandemic shutdown began; subscriptions at the group’s main theater, the Ahmanson, are down 42 percent. Its longtime artistic director, Michael Ritchie, stepped down in December 2021, six months before the expiration of his contract. He was replaced by Snehal Desai, the producing artistic director of East West Players, who will step into his new role this summer. He will take the helm at a reduced institution.“We didn’t think that it would happen this fast or this dramatically — before he got in the door,” said Brett Webster, a spokesman for the center. “He did go in knowing this was a possibility.”The Taper is particularly admired here because of its relatively intimate feel and its willingness to take on new productions, sometimes to acclaim, and sometimes not.“Pausing season programming at the Taper is a difficult but necessary decision that will impact artists and audiences; and is particularly painful for the talented and committed CTG staff who have dedicated so much to bringing great theater to L.A.,” the theater said.The Center Theater Group has a long and distinguished history here, the site of such pathbreaking productions as “Angels in America” and “Twilight: Los Angeles, 1992,” the Anna Deavere Smith play. More

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      The Los Angeles Opera, Post-Plácido Domingo

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      LOS ANGELES — When the tenor Russell Thomas appeared at the Los Angeles Opera in 2017, Plácido Domingo, the company’s general director, asked him to return one day to sing the title role in Verdi’s “Otello.” It was a notable invitation coming from Domingo, the leading Otello of his day, who sang the role in 1986 at the very first performance of the Los Angeles company.Six years later, Thomas is back in Los Angeles starring as Otello in a six-performance run that begins Saturday. But Domingo, who had initially contemplated singing opposite him as the opera’s villain, Iago, is gone, having resigned in 2019 at the age of 78 amid allegations that he had sexually harassed multiple women over the course of his career.So it is that the company’s season-ending production of “Otello” is at once a look back to its foundations and a glimpse into its future, as the Los Angeles Opera charts its course in a post-Domingo era at a moment when it faces the same challenges as other companies in recovering from the loss of audience members and revenues since the pandemic.“It’s slow — it’s much slower than I would have desired,” Christopher Koelsch, the company’s president and chief executive officer, said of the audience’s return. But he noted that attendance was in line with what other opera houses across the country were seeing these days, and that there were signs that the company was overcoming its recent setbacks. “By most criteria, other than audience attendance, the company is in significantly better shape than it’s been in its 38-year history,” he said.Christopher Koelsch, the company’s president and chief executive officer, has been programming new work alongside the classics to reach new audiences.Damon Casarez for The New York TimesAttendance so far this season has averaged 64 percent of the Dorothy Chandler Pavilion’s 3,033-seat capacity — still short of the 83 percent the company logged in 2018-2019, but showing improvement since it first reopened after the shutdown. Two productions that sold well, and sometimes sold out, reflected the company’s efforts to balance new works with the classics: “Omar,” the new Rhiannon Giddens and Michael Abels opera based on the autobiography of an enslaved Muslim scholar that won the Pulitzer Prize for music this week, and “The Marriage of Figaro,” the Mozart comedy.In a season when the Metropolitan Opera in New York was forced to dip into its endowment to make up for declining revenues, the Los Angeles Opera’s endowment is at a record high — $74.1 million, up from $28.8 million in 2012 — reflecting a continued influx of contributions, said Keith Leonard, the chairman of its board. It survived the downturn without running a deficit, relying on salary reductions, a handful of layoffs, a $5 million five-year loan against the endowment, and federal aid.Domingo’s downfall stunned Los Angeles and its opera company, which had been so closely identified with the star tenor, who had been singing there since the 1960s and was instrumental in the creation of the company. An investigation by the Los Angeles Opera found accusations that he had engaged in “inappropriate conduct” with women “to be credible,” but did not find evidence that he had engaged in “a quid pro quo or retaliated against any woman by not casting or otherwise hiring her at L.A. Opera.” When he left, the company pledged to strengthen its measures for preventing misconduct.It is difficult to say precisely whether attendance was affected by the departure of Domingo, given that the coronavirus shutdown followed so soon afterward. For many years his performances had drawn the biggest crowds, and his image was as integral to the company’s marketing as Gustavo Dudamel’s is for its neighbor, the Los Angeles Philharmonic. “It is unmistakably a loss because he’s such a titanic figure in the world,” Koelsch said. But, he added, “a scientific controlled experiment is impossible here.”The opera never filled the general director position after Domingo left; those responsibilities were picked up by Koelsch, who already was running its day-to-day operations.Domingo, in an email interview, said that in his view, the company had continued to thrive even after what he made clear was his unhappy departure from a position that had been a high point of his career.Rachel Willis-Sørensen as Desdemona, Thomas as Otello, Sarah Saturnino as Emilia and Igor Golovatenko as Iago during a rehearsal for “Otello.”Damon Casarez for The New York Times“I saw it grow and I believe that I gave it my all, to the point that it became one of the leading opera houses in the U.S. and the world,” he said, adding: “I see the programming and the seasons appear to be very diverse, with a big focus on new works that can attract new audiences and I think this is a great added value for all the people of Los Angeles.”With a $44 million operating budget, the Los Angeles Opera is the fifth largest company in the United States. Despite its (by opera standards) short existence, and with its modest roster of six productions a season (compared with 23 this season at the Met), it has been establishing itself as one of the more adventurous mainstream opera houses in the country: working to be more edgy than stuffy.Even before Domingo left, the company — aware of his age, and that an institution should not be too closely tied to any one person — had been planning for its future, working to forge an identity that would combine war horses with more contemporary work.For a decade it has been working with Beth Morrison Projects, which has been at the vanguard of producing contemporary opera: they collaborated on the world premiere of Ellen Reid’s opera “p r i s m” in 2018 at Los Angeles’ smaller Roy and Edna Disney/CalArts Theater, or REDCAT, and the work won a Pulitzer Prize. And in 2020, “Eurydice,” by Matthew Aucoin, who was then the opera’s artist-in-residence, had its world premiere at the Dorothy Chandler before moving to the Metropolitan Opera.“L.A. Opera is doing very, very well,” said Marc A. Scorca, the president of Opera America, a nonprofit service organization for opera companies. “Of all the major companies in the country, it is the youngest and is still discovering new audiences and new momentum as L.A. continues to build out its cultural infrastructure. I am very optimistic about the company.”James Conlon, the music director, said that the company has work to do to regain its audience after the pandemic.Damon Casarez for The New York TimesThis spring, it collaborated with Beth Morrison Projects to present two operas by Emma O’Halloran, the Irish composer, at the 250-seat black box theater inside REDCAT.One of them, a 70-minute, two-person work called “Trade,” explores an emotionally unsettling hotel room liaison in working-class Dublin between an older married man and a younger male prostitute, hardly the kind of story that has historically been presented on the opera stage.“When we started this relationship, most opera companies were not doing new work,” Morrison said. “L.A. Opera, in terms of the big companies, was very much ahead of the curve on that. They believe in experimental work, and they believe we need to have these things to make sure that opera evolves into the future and brings in new audiences.”Now other large companies, including the Met, are programming more new works in hopes of attracting new audiences.If this is a recovery, it is still a tentative one; crucial questions about how audience behavior has changed remain to be answered. James Conlon, who has been the opera’s music director since 2006, after being recruited for the job by Domingo, said that the opera was “working very hard to regain that audience.”“My own suspicion,” he said, “is that a lot of the competition is not going to be other venues but people who are sitting home who became used to making more use of their televisions.”With “Otello,” the company is returning to the work it opened with in 1986.Damon Casarez for The New York TimesThat is a particular issue in Los Angeles, considering the early evening traffic that can make trips downtown to the Music Center an exhausting, hourslong adventure.When the company was first formed, there was much talk about whether Los Angeles had an appetite for grand opera. “Up until the early 80s the received opinion by many of the leading figures at the Music Center was that ‘L.A. is not an opera town’ and ‘L.A. can afford a great symphony or a great opera, but not both,’” said Don Franzen, an original member of the opera’s board of directors.But 38 years after that opening night, that question appears to have been answered.“Los Angeles is very much an opera town — I see the growth of the company and its success as a testimony to that,” Scorca, of Opera America, said.Now Thomas, the company’s current artist-in-residence, is getting ready to take his place singing the demanding role that launched the company: Otello. He recalled that invitation from Domingo, who had floated the idea of appearing with him in the lower-lying baritone role of Iago, since he had stopped singing high tenor roles.“He was very interested in my singing Otello, and he and I performing the show together,” Thomas said the other day. “I would have loved that to happen. I would have loved to be onstage with one of the legendary singers in opera. Things happen the way they do.” More