The public support given to orchestras now greatly interested Bok. He
was surprised to find that every symphony orchestra had a yearly
deficit. This he immediately attributed to faulty management; but on
investigating the whole question he learned that a symphony orchestra
could not possibly operate, at a profit or even on a self-sustaining
basis, because of its weekly change of programme, the incessant
rehearsals required, and the limited number of times it could actually
play within a contracted season. An annual deficit was inevitable.
He found that the Philadelphia Orchestra had a small but faithful group
of guarantors who each year made good the deficit in addition to paying
for its concert seats. This did not seem to Bok a sound business plan;
it made of the orchestra a necessarily exclusive organization,
maintained by a few; and it gave out this impression to the general
public, which felt that it did not "belong," whereas the true relation
of public and orchestra was that of mutual dependence. Other orchestras,
he found, as, for example, the Boston Symphony and the New York
Philharmonic had their deficits met by one individual patron in each
case. This, to Bok's mind, was an even worse system, since it entirely
excluded the public, making the orchestra dependent on the continued
interest and life of a single man.
In 1916 Bok sought Mr. Alexander Van Rensselaer, the president of the
Philadelphia Orchestra Association, and proposed that he, himself,
should guarantee the deficit of the orchestra for five years, provided
that during that period an endowment fund should be raised, contributed
by a large number of subscribers, and sufficient in amount to meet, from
its interest, the annual deficit.
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