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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

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      The Shed Changes Leadership Structure

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      In the face of financial challenges, the arts institution is making adjustments: Alex Poots, its founding artistic director and chief executive, will now just focus on being artistic director.Having come into the world just a year before the coronavirus pandemic started, the Shed — an architecturally ambitious $475 million arts center in Hudson Yards — has weathered a bumpy beginning. In addition to sold-out performances (such as the recent play about Robert Moses starring Ralph Fiennes), the institution has had its share of financial struggles (28 of its 107 full-time workers were laid off in July 2020).Now, the Shed is making perhaps its biggest adjustment yet, announcing that Alex Poots, the founding artistic director and chief executive, will no longer be chief executive — but will continue to focus on the creative side of the institution as its artistic director.The change is effective immediately; Maryann Jordan, the Shed’s current president and chief operating officer, will handle day-to-day management in the interim.“It has become more and more clear to me that, to really take us on to the next chapter, I need to dedicate my entire time to the artistic direction of this organization,” Poots said in a telephone interview, adding that the change was his decision. “I see it as a positive step forward.”“I’m not going to say it’s not been a struggle, but we’ve gotten through it every time we’ve been confronted with challenges,” he added. “We’re very robust to have built the first arts center since Lincoln Center on an entirely new model with a completely new team.”More on the Coronavirus PandemicNew Subvariant: A new Omicron subvariant, known as XBB.1.5, is surging in the northeastern United States. Scientists say it remains rare in much of the world, but they expect it to spread quickly and globally.Travel: The European Union advised its 27 member nations to require negative Covid-19 tests for travelers boarding flights from China to the region, amid a surge in coronavirus cases in the country.Misinformation: As Covid cases and deaths rise in parts of the United States, misleading claims continue to spread, exasperating overburdened doctors and evading content moderators.Free at-Home Tests: With cases on the rise, the Biden administration restarted a program that has provided hundreds of millions of tests through the Postal Service.Jonathan M. Tisch, who in April succeeded the Shed’s founding chairman, Daniel L. Doctoroff, and who — with his wife, Lizzie — in 2019 donated $27.5 million toward the building’s construction, insisted this was not a demotion for Poots. “Alex has done a remarkable job over the past eight years of establishing the Shed as one of New York City’s — and probably the country’s — premiere cultural institutions,” Tisch said in an interview. “But it’s a tough job to be artistic director and C.E.O. at the same time. In conversations, Alex expressed interest in stepping back from being top executive to allowing his focus to center on ensuring our success.”Cultural institutions across the country have struggled mightily throughout the pandemic, primarily because of the lost revenue from closures and canceled performances. The Shed had the added hurdle of being just a year old, without the opportunity to build a loyal audience or donor base. In the wake of the pandemic, the Shed reduced its annual operating budget to $26.5 million from $46 million in 2020; its full-time staff is now 88.Last month, Poots sent an email to staff members saying that “in an uncertain economic environment,” the Shed would consolidate some of its artistic operations.“To align our program developments and resources, we are exploring ways of merging program areas into an interdisciplinary department that works within and between art forms in unified ways,” Poots said in the email, obtained by The New York Times. “After much deliberation, this new model includes the discontinuation of the visual arts Chief Curator position.”That curator position was held by Andria Hickey, who last February left Pace Gallery to join the Shed. She will be staying on, as curator at large.Having one chief curator “makes less sense now,” Poots said in the interview, “because we need expertise across a very wide range of disciplines.”The Shed has also had to adjust to the stepping back of Doctoroff, because of illness. Doctoroff led its successful fund-raising efforts and shepherded the institution into existence after he served as a deputy mayor under Michael R. Bloomberg, who himself supported the Shed.Other successes include the Fiennes play written by David Hare, “Straight Line Crazy”; the comedian Cecily Strong’s New York stage debut; and an ambitious three-part exhibition by the Argentine artist Tomás Saraceno. In addition, the Shed was among the first arts institutions to reopen after New York’s pandemic shutdown. And the institution managed to raise the remainder of its building costs — $135 million — during the coronavirus crisis, Doctoroff said in an interview.“We’re still learning,” Doctoroff said. “We’ve started to understand the model. I’m encouraged, but it doesn’t mean there aren’t normal start-up bumps and bruises. I think we will be incredibly successful over time.” More

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      Pandemic Woes Lead Met Opera to Tap Endowment and Embrace New Work

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      Facing tepid ticket sales, the company will withdraw up to $30 million from its endowment and stage more operas by living composers, which have been outselling the classics.Hit hard by a cash shortfall and lackluster ticket sales as it tries to lure audiences back amid the pandemic, the Metropolitan Opera said Monday that it would withdraw up to $30 million from its endowment, give fewer performances next season and accelerate its embrace of contemporary works, which, in a shift, have been outselling the classics.The dramatic financial and artistic moves show the extent to which the pandemic and its aftermath continue to roil the Met, the premier opera company in the United States, and come as many other performing arts institutions face similar pressures.“The challenges are greater than ever,” said Peter Gelb, the Met’s general manager. “The only path forward is reinvention.”Nonprofit organizations try to dip into their endowments only as a last resort, since the funds are meant to grow over time while producing a steady source of investment income. The Met’s endowment, which was valued at $306 million, was already considered small for an institution of its size. This season it is turning to the endowment to cover operating expenses, to help offset weak ticket sales and a cash shortfall that emerged as some donors were reluctant to accelerate pledged gifts amid the stock market downturn. As more cash gifts materialize, the company hopes to replenish the endowment.To further cut costs, the company, which is giving 215 performances this season, is planning to reduce the number of performances next season by close to 10 percent.The Met’s decision to stage significantly more contemporary operas is a remarkable turnabout for the company, which largely avoided newer works for many decades because its conservative audience base seemed to prefer war horses like Puccini’s “La Bohème,” Verdi’s “Aida” and Bizet’s “Carmen.”But as the Met staged more new work in recent years that dynamic has begun to shift, a change that has grown more pronounced since the pandemic: While attendance has been generally anemic, contemporary works including Terence Blanchard’s “Fire Shut Up in My Bones” last season and Kevin Puts’s “The Hours” this season drew sellout crowds. (Verdi’s “Don Carlo,” by contrast, ended its run this month with 40 percent attendance.)Read More on the Coronavirus PandemicBoosters: Americans who received updated shots for Covid-19 saw their risk of hospitalization reduced by roughly 50 percent this fall compared with certain groups inoculated with the original vaccines, the Centers for Disease Control and Prevention reported.Seniors Forgo Boosters: Nearly all Americans over 65 got their initial Covid vaccines. But only 36 percent have received the bivalent booster, according to C.D.C. data.Free at-Home Tests: With cases on the rise, the Biden administration restarted a program that has provided hundreds of millions of tests through the Postal Service.Contagion: Like a zombie in a horror film, the coronavirus can persist in the bodies of infected patients well after death, even spreading to others, according to two startling studies.From now on, Mr. Gelb said, the Met will open each season with a new production of a contemporary work.It will begin next year with the company premiere of Jake Heggie’s “Dead Man Walking” and the season will feature its first performances of Anthony Davis’s “X: The Life and Times of Malcolm X”; Daniel Catán’s “Florencia en el Amazonas” and a staged production of John Adams’s “El Niño.” And Mr. Gelb said that the Met was rearranging next season to bring back “Fire Shut Up in My Bones” and “The Hours,” with its three divas, Renée Fleming, Joyce DiDonato and Kelli O’Hara, reprising their roles.Peter Gelb, the Met’s general manager, left, said that the company would embrace more contemporary works. He spoke with the composer Philip Glass in 2019. Sara Krulwich/The New York Times“Opera should reflect the times we’re in,” said Yannick Nézet-Séguin, the Met’s music director. “It’s our responsibility to generate new works so that people can recognize themselves and their realities on our stage.”Mr. Gelb said that the company’s change in strategy was possible in part because major stars are increasingly interested in performing music by living composers. “It’s a big shift in terms of opera singers themselves, embracing new work and understanding that this is the future,” he said.The Met has drawn many of the most illustrious singers of the day since Enrico Caruso ruled its stage, and it gave the world premiere of several Puccini operas and the American premiere of works by Richard Strauss and Wagner. It returned triumphantly last year after the long pandemic shutdown, which cost it $150 million in anticipated revenues. Audiences were back, though still lagging. Donations were up. And the determination of the whole company, including its artists and stagehands and ushers, was on full display: even as Omicron shut down many theaters last season, the Met never missed a curtain.By summer, however, the company, which has an annual budget of $312 million, making it the largest performing arts organization in the United States, began to feel the strains of the pandemic more acutely.Ticket revenues last season from in-person performances and the Met’s Live in HD cinema presentations were down by more than $40 million compared with before the pandemic. Paid attendance in the opera house has fallen to 61 percent of capacity, down from 73 percent. Donors have stepped in to fill much of the shortfall: During the pandemic, they have pledged more than $150 million in extra emergency funds. But amid the market downturn, some were hesitant to quickly deliver those gifts.“When the economy shudders, major donors shudder along with it,” Mr. Gelb said.The company had avoided dipping into its endowment in the early days of the pandemic, even as many other struggling opera companies and orchestras did, partly because it had taken the painful step of furloughing workers, including its orchestra and chorus, without pay. But now it has withdrawn $23 million from its endowment and can draw another seven million.A recent cyberattack that left the Met website and box office unable to sell new tickets for nine days has added to the company’s woes.But as more private donations come in — in the beginning of the new year the company expects to take in an additional $36 million in cash above its normal contributions — it hopes to replenish the endowment before the end of the fiscal year, at the end of July. It is unclear if that will be possible.“The Hours,” the new Kevin Puts opera starring Renée Fleming and Kyle Ketelsen, was such a strong seller this year that the company will bring it back next season. Sara Krulwich/The New York TimesThe Met’s decision to turn to its endowment undoes some of the work it has undertaken in recent years to build it back up. A few years ago the company announced a fund-raising drive to double the endowment, and took steps to lower the amount its draws from it each year down to 5 percent of its value, from 8 percent.The Met is not alone in finding it difficult to emerge from the pandemic.Portland Opera in Oregon, which is struggling with a prolonged decline in ticket sales, has reduced its staff and cut in half the number of operas it stages each season to three from six before the pandemic. “The situation currently facing Portland Opera is not unique, but it is still a crisis,” said Sue Dixon, the company’s general director, who said that the cuts were necessary in the short term but would hurt the company’s ability to grow back.The Philadelphia Orchestra has seen paid attendance hovering at around 47 percent this fall, down from about 66 percent before the pandemic, though a recent uptick in sales has provided some optimism. “Many people are not back in the habit,” said Matías Tarnopolsky, the president and chief executive of the orchestra and the Kimmel Center. “We need to remind them that it’s not only a beautiful and extraordinary and special experience, but it’s also easy and inexpensive.”Dayton Contemporary Dance Company, a troupe in Ohio, canceled its holiday shows this month because of tepid demand and rising production costs. And the Philly Pops, a 43-year-old orchestra, has announced plans to dissolve next year, citing mounting debt and a sharp decline in subscriptions during the pandemic.Verdi’s “Don Carlo” ended its run this fall with only 40 percent paid attendance.Ken Howard/Met OperaThe prospect of a recession next year is further rattling arts groups and raising fears that weak attendance could extend into next season and beyond. Federal assistance, which helped many companies survive the pandemic shutdown, has now largely dried up.“We’re still in this period of great uncertainty and anxiety,” said Simon Woods, the president and chief executive of the League of American Orchestras. “The need to build new audiences is more urgent than ever.”For many opera companies and orchestras, the pandemic has accelerated the decline of the subscription model for selling tickets, which was once a major source of revenue.At the Met, subscriptions are expected to fall to 19 percent of total box office revenues this season, compared with 45 percent two decades ago. As single tickets become more popular, and some older subscribers stay at home because of virus fears, the average age of the Met’s audience has dropped to 52, from 57 in 2020.Mr. Nézet-Séguin, who became the Met’s music director in 2018, succeeding James Levine, who led the company for four decades, said the company would remain committed to the classics even as it embraced innovation. And he said that the company could try to appeal to different audiences with an array of works, both old and new.“I want everyone to feel welcome at the Met,” he said. “Will they fall in love with every opera we do? Of course not. But I don’t want anyone to say, ‘The Met is not for me.’” More

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      An Opera Company’s Precarious Future Has Some Worried About a Ripple Effect

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      For a month now, politicians, newspapers and classical music stars have been arguing over the future of English National Opera. A funding cut could have repercussions far beyond Britain.LONDON — When Leigh Melrose, a rising British opera star, looked at his calendar recently, much of the next three years were blocked out for one company: English National Opera. He was signed up to sing multiple roles there, starting with the lustful dwarf Alberich in the company’s new “Ring” cycle, a coproduction with the Metropolitan Opera that was meant to head to New York.Melrose said that he’d had his wig fitting for that role, and that rehearsals for “The Rheingold,” the first installment in Wagner’s four-part epic, were scheduled to begin Dec. 28.But now, he said, all those plans seemed uncertain. Last month, Arts Council England, a body that distributes government arts funding here, announced it was shutting off a grant to English National Opera worth 12.4 million pounds a year, or about $15 million. The Arts Council instead gave the company a one-off grant to help it develop “a new business model,” including a potential move to Manchester, 178 miles north of its current home at the London Coliseum.On the same day, the Arts Council also slashed funding to other major opera companies including the Royal Opera House, by 10 percent, and Glyndebourne Productions, by over 30 percent.Melrose said those cuts came as a “total shock,” adding that the long-term future of the “Ring” in both London and New York did not look good. If the E.N.O., as English National Opera is known, had to move away from London, “How can it keep on doing the rest?” Melrose asked. “How can it carry on doing anything?”For the past month, the fate of the E.N.O. has made headlines here. Musicians, critics and politicians have been arguing over whether the decision to cut the company’s funding is a sensible response to a declining interest in opera, or an act of cultural vandalism. Concerns have spread beyond Britain, with companies in Europe and the United States warning that the global opera ecosystem may suffer, too.Protesters outside the Department for Digital, Culture, Media and Sport, a government ministry, in London, on Nov. 22.Tolga Akmen/EPA, via ShutterstockDozens of senior opera figures — including Peter Gelb, the Metropolitan Opera’s general manager, and Yuval Sharon, the artistic director of Detroit Opera — signed a recent letter to The Times of London, warning of a wider impact. “Everyone across the world has long looked to the United Kingdom as a center of artistic excellence,” the letter said. “We fear that this decision signals to the world that they — and we — must now look elsewhere.”Gelb said by phone that he had already pushed the Met’s run of the “Ring” cycle back a year, to the 2027/28 season, “for casting reasons.” But, he added, “if the E.N.O. doesn’t exist, we obviously can’t collaborate with it.”Christopher Koelsch, the chief executive of Los Angeles Opera, said that the E.N.O. had “historically been a crucible for creativity and experimentation,” noting that numerous stars including the conductor Edward Gardner, the composer Nico Muhly and the director Barrie Kosky had done early or important work at the company.Los Angeles Opera had been planning a new coproduction with the E.N.O. for its 2024/25 season, Koelsch said, though he declined to give further details and said he had not been in contact with the company since the funding cut was announced. “I think they’ve got other things to focus on,” he said.Newspaper coverage of opera in Britain is usually restricted to the arts pages, but the ferocity of debate here in recent weeks has propelled it to the front pages, and made it a major topic on social media.The company has been urging opera fans to pressure the government and the Arts Council to overturn the funding decision. More than 74,000 people have signed an online petition started by the singer Bryn Terfel.Performances at the London Coliseum have a relaxed atmosphere.Lauren Fleishman for The New York TimesGenerous policies that give free or discounted tickets to people under 35 have helped English National Opera draw in a younger crowd than the Royal Opera House.Lauren Fleishman for The New York TimesIn the last season, each ticket the company sold was propped up with about $168 of state funding.Lauren Fleishman for The New York TimesJohn Berry, who was the E.N.O.’s artistic director from 2005 to 2015, said that the company had coped with funding cuts before: In 2014, it lost a third of its government grant after failing to meet box office targets. But it would be “impossible,” he said, for the company to deal with a total loss of subsidy unless “a guardian angel” appeared. That was unlikely, given Britain lacked a culture of philanthropy, he added.Britain’s major opera companies have a unique funding model that is halfway between American companies’ reliance on philanthropy and European houses’ dependence on state funding. The E.N.O.’s Arts Council grant currently represents over a third of its income. In contrast, the Los Angeles Opera gets about 5 percent of its income from public grants; the Met, about 0.5 percent.English National Opera traces its history back to 1931, when Lilian Baylis, a theater owner, established the Sadler’s Wells Opera Company to bring the art form to popular audiences. That founding aim is still central to the company, which stages all its work in English. Those performances, at the London Coliseum, have a more relaxed atmosphere than the ones at the nearby Royal Opera House, with audience members often wearing jeans rather than tuxedos, and generous policies to give free or discounted tickets to people under 35.It made its global reputation in the 1980s when it became the first British opera company to tour the United States and debuted a host of major productions including Nicholas Hytner’s much-praised 1985 staging of Handel’s “Xerxes.” Under Berry’s leadership, the company also started to act as a test bed for productions heading to the Met, with productions of Philip Glass’s “Satyagraha,” Nico Muhly’s “Two Boys” and Gershwin’s “Porgy and Bess,” among others, premiering in London before being tweaked and sent to New York.A scene from “Porgy and Bess,” which premiered at English National Opera in 2018. The production came to the Metropolitan Opera, in New York, in 2019.Tristram KentonDespite those triumphs, John Allison, the editor of Opera magazine, said in an interview that the company had recently been lurching from crisis to crisis with a string of high-profile resignations, financial difficulties and a declining number of works presented.Fewer performances meant that the Arts Council was subsidizing each E.N.O. ticket sold to a greater extent, and the company was often criticized for providing poor value for public money.A spokeswoman for the company said in an email that 90,000 people went to the company’s 63 performances last season, a figure that means each ticket was propped up with £137, or about $168, of state funding. The spokeswoman added that attendance was lower than usual that season, because of the pandemic, and that the opera reached many more people through other means, including television broadcasts seen by 2.2 million viewers.The Arts Council has defended its decision. Claire Mera-Nelson, the agency’s director of music, said in a blog post that she had seen “almost no growth in demand” for large-scale opera over the past five years, and had decided to prioritize funding for the art form “at different scales, reimagined in new ways” such as staging productions in parking lots, or pubs. Darren Henley, the Arts Council’s chief executive, wrote in The Guardian that “new ideas may seem heretic to traditionalists,” but that opera needed to reinvent itself to “remain exciting and meaningful to future generations.”On Thursday, Henley told British politicians he was having discussions with the E.N.O. over how it could keep showing work in London, as well as elsewhere in England, but added, “We can’t fund them in London.” (The Arts Council declined an interview request for this article.)While English National Opera’s future is hanging on officials’ whims, its audience seems hopeful that it will remain in London, somehow. At the Coliseum last week, before a performance of Gilbert and Sullivan’s “The Yeomen of the Guard,” the atmosphere was relaxed and informal. Audience members in winter coats and bobble hats arrived on foot, rather than in sleek cars, and headed into the theater, where a merchandise stall was selling T-shirts with the slogans “Choose Opera” and “#loveENO.”Nick McConagh, 72, said he had been coming to the E.N.O. since the 1970s because its tickets were affordable. “It disproves the belief that opera is for the rich,” he said.Nearby, Hatti Simpson, 30, with pink hair and tattoos, said she fell in love with opera after taking advantage of the company’s cheap ticketing for young people. Cutting the E.N.O.’s funding and forcing it to move out of London would be “an absolute travesty,” she said.Two hours later, when the lights went down at the end of the show, the audience of nearly 2,000 applauded and cheered. After the cast had taken several bows, Neal Davies, a Welsh baritone, stepped forward and quietened the crowd for one final number. “I’m here to sing the praises of English National Op-er-a, who strive to make the medium both radical and pop-ul-ar,” he sang, to the tune of Gilbert and Sullivan’s “I Am the Very Model of a Modern Major General,”If the company did not exist “your life would be a dull-er one,” he added. That prospect, Davies bellowed, “was almost as unthinkable as Gilbert without Sul-liv-an.”The audience cheered loudly. But it was unclear if anyone outside the building was listening. More

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      A Pioneering Orchestra Boss Had ‘Unfinished Business,’ So She Returned

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      Deborah Borda led the New York Philharmonic in the 1990s, and was frustrated by its subpar hall. After a 17-year run in Los Angeles, she “finally saw a path forward,” she said.When the musicians of the New York Philharmonic gathered inside what was still very much a construction site in mid-August to hear for the first time how they would sound after the $550 million renovation of their home, David Geffen Hall, Deborah Borda, the orchestra’s president and chief executive, handed out roses to the arriving players.“This is a historic moment,” Borda, who had barely slept the night before, told them from the conductor’s podium. “Welcome to your new home.”It was a homecoming that Borda, 73, has been working toward for decades.She first led the Philharmonic in the 1990s, and left partly out of frustration that there was no will to rebuild its perennially troubled home, known then as Avery Fisher Hall, which had long been plagued by complaints about its look and, especially, its sound. She spent 17 years at the helm of the Los Angeles Philharmonic, ushering the orchestra into the acclaimed Frank Gehry-designed Walt Disney Concert Hall and signing Gustavo Dudamel as music director. Then, just as she began to consider a new chapter, perhaps teaching, she was lured back to New York five years ago: a $100 million gift from the entertainment mogul David Geffen had revived plans to remake the hall, but momentum seemed to be stalling.“It was unfinished business,” she said. “I had been dreaming about this since the 1990s. And then I finally saw a path forward.”So there was a lot on the line that afternoon in August, when she listened intently as the orchestra tuned up and then, under the baton of its music director, Jaap van Zweden, played excerpts from Bruckner’s elegiac Seventh Symphony. She felt reassured.“It sounds terrific,” she told the small crowd in attendance, including leaders from Lincoln Center, board members, sound experts and construction workers.When Borda returned to New York in 2017, arts leaders had real concerns about the health of the Philharmonic, the oldest orchestra in the United States. It had top-flight musicians and a storied tradition — over the years it has been led by giants like Mahler, Toscanini and Bernstein — but it ran deficits every year, its audience was aging and it faced competition from the many international ensembles that tour New York. When she arrived, its endowment fund had less money than when she been in charge in the 1990s.It was the Geffen gift — secured in 2015 by Katherine G. Farley, the chairwoman of Lincoln Center, which owns the hall and is the Philharmonic’s landlord — that finally put a revamped hall within grasp. But there were still serious obstacles. Lincoln Center was going through a period of management churn as top executives came and went. The renovation plans under consideration were growing too expensive and hard to build, not to mention impractical (glass walls?) for an orchestra. Soon after Borda arrived, she and Lincoln Center officials announced they were going back to the drawing board.Undeterred, Borda kept working toward the ultimate goal. “She is a force of nature,” van Zweden said. “What she wants, she gets.”In 2019 Lincoln Center tapped Henry Timms, who formerly led the 92nd Street Y, as its president and chief executive. He returned stability to the organization, rethought the mission of the arts complex — which produces work on its own while serving as the landlord of independent constituent groups including the Philharmonic, the Metropolitan Opera, and New York City Ballet — and got the renovation project moving forward.The Reopening of David Geffen HallThe New York Philharmonic’s notoriously jinxed auditorium at Lincoln Center has undergone a $550 million renovation.Reborn, Again: The renovation of the star-crossed hall aims to break its acoustic curse — and add a dash of glamour.‘Unfinished Business’: After a 17-year run in Los Angeles, Deborah Borda returned to the New York Philharmonic, which she led in the 1990s, to help usher it into its new home.San Juan Hill: Etienne Charles’s composition for the reopening of the hall honors the Afro-diasporic musical heritage of the neighborhood razed to build Lincoln Center.Timeline: From a troubled opening in 1962 to a full gutting in 1976 to the latest renovations, here is a brief timeline of the long road to the new hall.He and Borda worked to turn the historically acrimonious relationship between Lincoln Center and the Philharmonic — which reached a low point in 2003, when the Philharmonic tried to leave and return to its old home, Carnegie Hall — into a collaborative one. That message was driven home by stickers and tote bags about the project that proclaimed, perhaps aspirationally, “Working in Concert.”Henry Timms brought stability back to Lincoln Center after a period of management tumult when he became its president and chief executive in 2019. That year he and Borda unveiled plans for the renovation of Geffen Hall, and surveyed the old hall. Vincent Tullo for The New York TimesTimms recalled meeting Borda at her home for coffee shortly before he took office, when they vowed together to finally finish the Geffen project.“It was a priority that I think we both signed up for,” he said. “But what we needed to do was make our relationship a priority.”“She could have stopped before this job and gone down in history, but she chose not to,” he said. “She went the other way and chased this final triumph.”Borda said the hard work and support of Timms and Farley at Lincoln Center, as well as the co-chairmen of the Philharmonic’s board, Peter W. May and Oscar L. Tang, had been critical. “They had the heart and the hunger and the vision to do this,” she said.Borda, whose mother was a lobbyist and whose father immigrated from Colombia and worked as a salesman, grew up in Jackson Heights, Queens. She attended her first New York Philharmonic concert when she was 4, and from the balcony she watched Leonard Bernstein conduct. Her parents divorced when she was 6, and when she was 12, the family moved to Boston, where they lived with Borda’s stepfather, a psychiatrist, and she played in a youth orchestra. She initially envisioned a career as a performer, studying violin and attending the Royal College of Music in London for graduate studies, and working as a freelance musician in New York. But she was drawn to management early on.In 1979, when she was 30, she landed her first major job, as general manager and artistic administrator of the San Francisco Symphony. Her appointment caught attention: She was one of the first women to lead a major orchestra in the United States. But because of her gender and sexual orientation — she is gay — she sometimes faced obstacles in the male-dominated classical field. She recalled the surprise she felt losing out on a job managing the Pittsburgh Symphony in the 1980s after being told that its maestro, Lorin Maazel, would be uncomfortable working with her because she was a woman.“It didn’t even occur to me that my gender and sexual orientation might be an impediment,” she said. “I never even thought of it.”After stints at the St. Paul Chamber Orchestra and the Detroit Symphony Orchestra, she came to New York in 1991 for her first round as the Philharmonic’s chief. She balanced the orchestra’s budget and led efforts to attract more young people to concerts with innovations like short evening “rush-hour” concerts. But her tenure was also marked by feuds, including acrimonious negotiations with the orchestra’s musicians over a labor contract, and persistent tensions with Kurt Masur, who was then its music director.Borda with the music director Kurt Masur during her last stint running the New York Philharmonic, in 1991. Jack Manning/The New York TimesShe first tried to remedy some of the hall’s stubborn acoustic problems in 1992, when Lincoln Center and the Philharmonic placed curved wooden reflectors around the stage — their shape inspired her to dub them “the bongos” — to help spread the sound. But the problems persisted.She left for the Los Angeles Philharmonic in 1999, in part, she said, because she did not believe cultural leaders in New York were committed to a full-scale renovation of the hall.“I didn’t think there was the heart or the vision to get it done at that time,” she said. “It was frustrating and that’s why I left.”She flourished in Los Angeles, leading the orchestra to new heights. She more than quintupled its endowment, earned the orchestra a reputation for creative programming, helped make Dudamel a superstar and started an ambitious youth orchestra program for the city’s underserved communities. Then, just when she was thinking about retiring from orchestra management to teach or start a think-tank, New York beckoned her back.She returned in 2017, energized by the opportunity to finally remake Geffen Hall. “It was sort of like a karmic circle,” she said. (She also wanted to be closer to her longtime partner, Coralie Toevs, who oversees development at the Metropolitan Opera; the two maintained a long-distance relationship when Borda was in Los Angeles.)Back in New York she worked to balance the budget, raising $50 million to help the orchestra stay solvent. She built up its endowment, which was valued at $195 million when she arrived, lower than it had been when she led the orchestra in the 1990s, and which is now valued at around $220 million. And she championed innovative programming: she commissioned works from 19 female composers to honor the centennial of the 19th Amendment, which barred the states from denying women the right to vote, and one work, “Stride,” by Tania León, won the Pulitzer Prize.Then the pandemic hit. The orchestra canceled more than 100 concerts — losing more than $27 million in anticipated ticket revenue — and laid off 40 percent of its staff.“I genuinely thought we could go out of business,” she said.But Timms and Borda pressed ahead, seizing on the long pandemic shutdown period to accelerate the project, which was originally scheduled to take place over several seasons.Now Borda, having made good on her promise to usher another Philharmonic into another modern home, has announced plans to step down at the end of June, when she will hand the reins of the Philharmonic to Gary Ginstling, the executive director of the National Symphony Orchestra, in Washington. (She will stay on as a special adviser to assist with fund-raising and other matters.)But she still has work to do: planning enticing seasons to lure concertgoers to a new hall.“A hall can’t just be a monument to itself,” she said.And a critical decision looms: before she departs, Borda hopes to name a successor to van Zweden, the music director, who will leave his post in 2024. A 12-person committee of Philharmonic staff, musicians and board members is sifting through candidates. Among the likely contenders are Dudamel; Mirga Grazinyte-Tyla, the former music director of the City of Birmingham Symphony Orchestra; Susanna Malkki, the music director of the Helsinki Philharmonic; and Santtu-Matias Rouvali, principal conductor of the Philharmonia Orchestra. Borda said she was looking for a leader who “clicks with the orchestra” and “clicks with New York.”On a recent day, as she led a tour of the hall for the Philharmonic’s board, her cellphone often sounded, filling the hall with her ringtone: “The Arrival of the Queen of Sheba” from Handel’s “Solomon.”Standing before a new digital wall in the lobby, she smiled, saying she was moved that the Philharmonic would finally have a home to match its artistic caliber.“It energizes me completely,” she said. “It’s like a dream.” More

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      How Much Would You Pay to Hear Great Music?

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      With ticket prices for performing arts rising, could fresh approaches like pay-what-you-can increase access and foster more adventurous programming?“I’m a cellist, and I have played in orchestras my entire life,” Blake-Anthony Johnson, the president and chief executive of the Chicago Sinfonietta, said recently. “I used to ask the other musicians, ‘What is the most you would pay for your ideal concert?’ And it was nowhere near what our patrons actually pay.”Johnson was describing a slow-moving crisis in the performing arts: Ticket prices have risen far more precipitously than most Americans’ earnings — to say nothing of the seductively low cost of streaming services at home.This rise doesn’t just trouble short-term sales. It also affects the long-term health of arts organizations, which depend on the philanthropic support of patrons who have generally built close relationships with the objects of their giving.“I have long been concerned that ticket prices present a barrier to newcomers who are curious, and a barrier to inciting habitual attendance,” said Marc Scorca, the president and chief executive of the trade organization Opera America, noting that kind of habit can lead to later giving.“High ticket prices are a disincentive to experimentation, and they raise the level of expectation,” he added. “And the higher the price, the less likely that expectations will be met, leading to disappointment.”It’s axiomatic: High ticket prices are barriers at a time when organizations need their doors to be open ever more widely. And dependence on ticket sales also hobbles programming innovation. (In Europe, where arts institutions receive sometimes substantial public subsidies, ticket sales are a far smaller percentage of budgets, so artistic decisions don’t have to prioritize attendance.)But could new approaches to ticketing work to increase access and foster more adventurous programming?“Removing socioeconomic barriers is one of those things we have to be ahead of,” said Johnson, whose Chicago Sinfonietta introduced a pay-what-you-can ticketing approach last season. “I sleep really well at night, to have someone say, ‘I’m able to bring my family to these concerts.’”Experimentation in this area has been spreading in the theater world. Most recently Ars Nova, the prominent Off Broadway incubator, announced that it would move to a pay-what-you-want model for the coming season.In classical music, this kind of initiative has been far rarer, with the Sinfonietta leading the recent charge. But a much larger and more influential institution, Lincoln Center, threw down a gauntlet this summer, when it made the Mostly Mozart Festival Orchestra’s brief season choose-what-you-pay.The results were heartening. According to the center, 90.5 percent of tickets were sold for the concerts, which took place at Alice Tully Hall since the orchestra’s usual home, the larger David Geffen Hall, was being renovated.The suggested ticket price was $35, but the average paid was just over $19 — compared with almost $60 during the orchestra’s 2019 season, when face value ranged from $35 to $90. Sixty-three percent of Mostly Mozart ticket buyers this summer were first-timers to a Lincoln Center presentation (though not, perhaps, to the center’s constituents, like the Metropolitan Opera or New York Philharmonic).Of course, many institutions have reduced-price tickets available for students or seniors, or for last-minute buyers. And increasingly some have subscription-style programs that make cheaper tickets available for a monthly or annual fee. But those programs effectively penalize newcomers and occasional ticket buyers. And what about those who aren’t students or seniors, but are still challenged by rising prices?“I find it really odd that we subsidize tickets for youths and senior citizens,” Johnson said. “There is a very large group of people in between. What I’m suggesting is that we have the kind of relationship with the community in which we are a public service and want to be a part of your life regardless of whether you’re giving us money.”As Renee Blinkwolt, the producing executive director of Ars Nova, told The New York Times when that company’s new pricing policy was unveiled in August: “It’s not income based, it’s not age based, there’s no demographic basis. It’s just radically accessible — the doors are wide open to any and everyone to pay what they will.”The rise of dynamic pricing — in which ticket prices fluctuate based on demand — is spreading beyond the commercial theater world. This can help maximize revenue for institutions when they have a hit.But it can also do a disservice to audiences and the long-term fate of presenters. Aficionados are probably less likely to be purchasing tickets at the last minute, when in a dynamic pricing situation they’ll be most expensive. So relative newcomers will disproportionately be the ones stuck needing to pay a premium, when they should be most diligently targeted with discounts. (For this reason, the Metropolitan Opera did not employ dynamic pricing during its highly successful run of “Fire Shut Up in My Bones” last season.)The obvious solution would be for institutions simply to systemically lower prices — without expecting patrons to comb through websites for special ticketing programs or know how to game the dynamic pricing system.One way to lower prices is to eliminate ticket revenue as a factor in budgeting. Yes, that sounds extreme: When Emilee Syrewicze, the executive director of Opera Grand Rapids in Michigan, told her board earlier this year that their company was going in that direction, there was a little freakout.“Their first thought was, We’re no longer selling tickets,” Syrewicze said.What she was envisioning, though, was something different. Syrewicze had realized that the company’s ticket sales, as at many small and midsize institutions, were bringing in only a small portion of the budget: in the case of Opera Grand Rapids, around 15 percent. She also saw that the company consistently lacked a steady source of income to direct toward new projects and new works.What if, she thought, the opera reorganized its finances — and juiced its fund-raising to compensate — so that all of the money from ticket sales would be devoted to creative programming? In other words, as she put it: “What if we had a couple hundred thousand laying around?”When she explained to the board that the company was not simply disappearing the ticket revenue, but was planning to put it into other programs — and that the change would happen gradually over a few years, starting this fall — the members calmed down.“The freakout was only momentary,” Syrewicze said with a laugh.In Grand Rapids, the goal is not to lower prices, which are already cheap and addressed by several accessibility programs. But other organizations could use the same strategy as a model for price reductions: If ticket revenue doesn’t matter, tickets can be cheaper.Small or midsize institutions may well have an easier time experimenting, because if changes to ticket strategy are going to work without cutting budgets, donations will need to rise to fill the gap. That said, smaller organizations also tend to have less fund-raising prowess; the Stavros Niarchos Foundation supported the Mostly Mozart pilot program this summer, and Syrewicze and her new development director are confident that their city — which has a notably strong philanthropic record — will support their experiment.But it is still a gamble, and it requires a rethinking of the entire organization around a goal of lowering prices.For larger companies that sell more tickets, and those that still look to ticket sales as a bigger percentage of their budgets, the losses — and increased pressure on fund-raising — might not be workable. And as Johnson pointed out, the very configuration of most concert halls, in hierarchical tiers, resists truly democratic approaches to pricing.But Lincoln Center has shown that even the biggest organizations can at least experiment in this area, embracing the radical accessibility espoused by Ars Nova and opening the door to broader audiences of their own while providing inspiration for the rest of the field.There is still work to do. Syrewicze said she didn’t know of other organizations doing truly creative thinking in the pricing area, though a couple of her colleagues approached her to learn more after she had presented what she was working on in Grand Rapids at an Opera America meeting.“They liked the sound of it, but we like the sound of a lot of things,” she said. “How things translate to a budget is totally different. Because of our size and because we keep ourselves lean, we’re comfortable experimenting with this.”Of course, even if ticket prices came down, it wouldn’t solve all of the problems faced by orchestras and opera companies seeking to build their audiences and secure their donor bases.“When we’re talking about folks who have not come to the opera generally, price is not the only barrier,” Scorca said. “We should not kid ourselves that lower ticket prices will make people feel totally comfortable. But it is a potent, tangible, identifiable barrier.”Just the same, it would be unfortunate if the fact that lowering prices won’t solve everything keeps it from solving anything.“Let’s see what happens,” Scorca added. “It doesn’t have to be all or nothing in an experimental mind-set.” More