AN OPEN LETTER TO THOSE WHO KNOW AND LOVE MT. ASHWABAY & BIG TOP CHAUTAUQUA
As the board of the Ashwabay Alliance, we collectively have a few hundred years’ worth of experience with two of Chequamegon Bay’s most beloved institutions - Big Top Chautauqua and Mt. Ashwabay. We’ve done everything from trail-cutting to ticket-selling to tent-raising. We cherish the magic that’s been built on the hill - summertime and wintertime for over four decades. As the group charged with extending that legacy, we wanted to share with you some of the serious challenges the alliance faces, and what we’re doing to meet those challenges.
WHERE WE’VE BEEN:
Over the past few years, the alliance has experienced significant financial setbacks:
•2022: A deficit of more than $100,000, primarily from Big Top Chautauqua, while Mt. Ashwabay finished the year in the black.
•2023: A shortfall of $486,109 due to weak show attendance and a snowless winter that hindered Mt. Ashwabay’s operations.
•2024: A projected loss of $325,000 from January to September. Big Top made money on just 13 of 47 shows last season. Nearly 75% of productions either lost money or just broke even.
HOW WE GOT HERE:
•A decline in overall attendance since the start of COVID-19.
•Rising operational costs, including insurance and equipment maintenance.
•At typical attendance levels, the figures of staffing and running costs means Blue Canvas Orchestra shows under the Big Top average a $15,000 loss per performance.
•Enhancing staffing to meet the needs of a 21st century non-profit organization.
•Weather-related challenges, including a poor winter season in 2023/2024.
•Some of our strongest financial supporters aren’t around anymore. We need to better support our old friends and to earn the trust - and the dollars - of new friends.
WHERE WE ARE:
The Chautauqua experience has historically been centered at Mt. Ashwabay, under the Big Top. We are committed to honoring, keeping and building on that magic. However, the alliance will not survive if it continues with the same business model.
WHERE WE’RE GOING:
We know the current financial model doesn’t work. We know there are honest disagreements in the community about the best path forward. As a board, we’ve reviewed many different strategies and we wanted to share what we’re doing.
Some of the changes we’re implementing, such as an abbreviated season of Big Top productions, we expect to be temporary. Others, like committing to a year-round schedule that provides entertainment to audiences and opportunities for artists, will be part of our long-term future.
•Restructuring the Big Top Schedule:
The 2025 Big Top season will feature fewer shows; this summer we’ll emphasize acts that we think will contribute to the bottom line. We expect to offer more shows under the tent in 2026 and beyond.
•Offering More Year-Round Opportunities:
Adding StageNorth as a year-round venue allows the alliance to host and support local art and artists by offering theater, comedy, music, and film. We’re pleased to have secured the use of StageNorth so The Groundlings may continue to provide entertaining productions from their original residence.
•Expanding Multi-Generational Experiences:
Plans are underway to develop camping options while expanding music and entertainment offerings.
•Growing Mt. Ashwabay’s Role as a Recreational Hub:
Building on its world-class Nordic trails, Mt. Ashwabay is adding more winter events and activities while expanding hiking, biking, and environmental education.
•Strengthening Operations for a Sustainable Future:
The Ashwabay Alliance is making strategic adjustments to reduce expenses and improve efficiency, including refining staff roles, adjusting salaries, and optimizing internal systems.
A WORD ON BLUE CANVAS ORCHESTRA UNION NEGOTIATIONS:
The Blue Canvas Orchestra is, like the Big Top itself, an iconic part of the Chautauqua experience. In spring 2024, members of the BCO voted to unionize, a decision the Ashwabay Alliance respects. We’ve been negotiating in good faith to reach a fair agreement. As a board, we are committed to finding a resolution that supports both the musicians and the future of Big Top Chautauqua while balancing the financial realities of the organization.
As a point of fact, BCO musicians are currently paid a wage higher than union scale. Their pay rate is significantly higher than musicians in the Duluth-Superior Symphony Orchestra, who are members of the same union. Our contract offer includes pay increases totaling 33% over the next three years. And, as in any negotiation, there are a variety of non-monetary issues. Reaching a timely settlement with musicians will help us better plan a season.
fAshwabay Alliance’s financial challenges are significant, and the road ahead will be challenging. As a board, we’re committed to providing Chequamegon Bay with opportunities to come together, make memories, and celebrate what makes our area unique. We see this as a transitional year, to regain a sound financial position, continuing to be a valuable community partner.
With your collective community support, Big Top Chautauqua, The Backstage, StageNorth and Mt. Ashwabay will, together, build a sustainable path forward for the next seven generations.
Thanks for reading and thanks for your support,
Ashwabay Alliance Board of Directors
For more information, please contact:
Garry Schalla
Executive Director, Ashwabay Alliance
1-715-779-1106
[email protected]
Over the past few years, the alliance has experienced significant financial setbacks:
•2022: A deficit of more than $100,000, primarily from Big Top Chautauqua, while Mt. Ashwabay finished the year in the black.
•2023: A shortfall of $486,109 due to weak show attendance and a snowless winter that hindered Mt. Ashwabay’s operations.
•2024: A projected loss of $325,000 from January to September. Big Top made money on just 13 of 47 shows last season. Nearly 75% of productions either lost money or just broke even.
HOW WE GOT HERE:
•A decline in overall attendance since the start of COVID-19.
•Rising operational costs, including insurance and equipment maintenance.
•At typical attendance levels, the figures of staffing and running costs means Blue Canvas Orchestra shows under the Big Top average a $15,000 loss per performance.
•Enhancing staffing to meet the needs of a 21st century non-profit organization.
•Weather-related challenges, including a poor winter season in 2023/2024.
•Some of our strongest financial supporters aren’t around anymore. We need to better support our old friends and to earn the trust - and the dollars - of new friends.
WHERE WE ARE:
The Chautauqua experience has historically been centered at Mt. Ashwabay, under the Big Top. We are committed to honoring, keeping and building on that magic. However, the alliance will not survive if it continues with the same business model.
WHERE WE’RE GOING:
We know the current financial model doesn’t work. We know there are honest disagreements in the community about the best path forward. As a board, we’ve reviewed many different strategies and we wanted to share what we’re doing.
Some of the changes we’re implementing, such as an abbreviated season of Big Top productions, we expect to be temporary. Others, like committing to a year-round schedule that provides entertainment to audiences and opportunities for artists, will be part of our long-term future.
•Restructuring the Big Top Schedule:
The 2025 Big Top season will feature fewer shows; this summer we’ll emphasize acts that we think will contribute to the bottom line. We expect to offer more shows under the tent in 2026 and beyond.
•Offering More Year-Round Opportunities:
Adding StageNorth as a year-round venue allows the alliance to host and support local art and artists by offering theater, comedy, music, and film. We’re pleased to have secured the use of StageNorth so The Groundlings may continue to provide entertaining productions from their original residence.
•Expanding Multi-Generational Experiences:
Plans are underway to develop camping options while expanding music and entertainment offerings.
•Growing Mt. Ashwabay’s Role as a Recreational Hub:
Building on its world-class Nordic trails, Mt. Ashwabay is adding more winter events and activities while expanding hiking, biking, and environmental education.
•Strengthening Operations for a Sustainable Future:
The Ashwabay Alliance is making strategic adjustments to reduce expenses and improve efficiency, including refining staff roles, adjusting salaries, and optimizing internal systems.
A WORD ON BLUE CANVAS ORCHESTRA UNION NEGOTIATIONS:
The Blue Canvas Orchestra is, like the Big Top itself, an iconic part of the Chautauqua experience. In spring 2024, members of the BCO voted to unionize, a decision the Ashwabay Alliance respects. We’ve been negotiating in good faith to reach a fair agreement. As a board, we are committed to finding a resolution that supports both the musicians and the future of Big Top Chautauqua while balancing the financial realities of the organization.
As a point of fact, BCO musicians are currently paid a wage higher than union scale. Their pay rate is significantly higher than musicians in the Duluth-Superior Symphony Orchestra, who are members of the same union. Our contract offer includes pay increases totaling 33% over the next three years. And, as in any negotiation, there are a variety of non-monetary issues. Reaching a timely settlement with musicians will help us better plan a season.
fAshwabay Alliance’s financial challenges are significant, and the road ahead will be challenging. As a board, we’re committed to providing Chequamegon Bay with opportunities to come together, make memories, and celebrate what makes our area unique. We see this as a transitional year, to regain a sound financial position, continuing to be a valuable community partner.
With your collective community support, Big Top Chautauqua, The Backstage, StageNorth and Mt. Ashwabay will, together, build a sustainable path forward for the next seven generations.
Thanks for reading and thanks for your support,
Ashwabay Alliance Board of Directors
For more information, please contact:
Garry Schalla
Executive Director, Ashwabay Alliance
1-715-779-1106
[email protected]
