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Former Director, Caretakers in War of Words over Alamo
02:07 PM CDT on Sunday, July 19, 2009
By MARJORIE KORN / The Dallas Morning News
mkorn@dallasnews.com The Alamo, a revered home of Texas' fight for independence, is caught up in a modern-day clash over money, power and publicity.
Three of its top managers have quit since May, including the director who says the shrine's private guardians thwarted plans to bolster the Alamo's financial stability – which relies mostly on gift store sales.
David Stewart, who abruptly retired two months ago after seven years as director, said leaders of the Daughters of the Republic of Texas – longtime caretakers of the San Antonio landmark – suffer from a lack of business savvy that hinders decision-making and stalls innovations.
He said they derailed money-making efforts to enhance the Alamo's tourist appeals, build ties to national museums and expand a marketing, membership and licensing campaign.
Patti Atkins, president general of the Daughters, defended the group's management and said his concerns are overblown.
But Stewart said the lack of new revenue sources contributed to recent cuts of $500,000 in the Alamo's operating budget.
"That's what happens when you get too taken up in your own thoughts rather than the good of the organization, the good of the location, the good of the business, and that's part of lacking business sense," he said of the Daughters in an interview with The Dallas Morning News .
"You've got to continue to move forward; they tend to fall back instead of move forward," he said, a rare public rebuke of a group known for vigilantly protecting the Alamo as a memorial to Texas liberty.
Atkins acknowledged that some of Stewart's ideas were put on hold and others had unrealistic timetables.
"I feel like we're running it as a business," she said. "As long as it's operating adequately, I feel like we're keeping everything on track. I'm a bit surprised that Mr. Stewart would have anything negative to say about the DRT or the way the complex is being run."
Over the years, critics have assailed the Daughters as snobby, hidebound control freaks. Backers vehemently reject that, saying the all-volunteer group deserves high praise and respect for maintaining the Alamo for more than a century as one of the nation's most visited attractions – without charging admission or taking tax money.
"The last 105 years has pretty much spoken for itself," Atkins said of the group's work in preserving the site after it was neglected and exploited for much of its early history.
Unusual rebuke
Alamo staff members seldom cross the Daughters publicly. That's why Stewart's critique is so unusual, not only for its bluntness but also for the depiction of workplace tensions caused by the regular turnover in the Daughters' leadership that he said stanched some initiatives.
Stewart said he recognized the challenges in making changes to a Texas historical icon. But he said he grew weary of trying to persuade the Daughters to embrace multiple revenue opportunities.
"I just don't think the passion is there to move in the direction I wanted it to move," he said. The Alamo needs support beyond just paying its bills, he said, but the Daughters balked at some of the projects because they "thought they were losing control."
Atkins denied that. "I'm very disappointed Mr. Stewart would choose to comment about our relationship, because we felt like we had a professional relationship and we parted on good terms," she said.
Stewart, 70, who has Parkinson's, stepped down at the end of May, partly because of job-related stress, he said.
Within a week, Craig Stinson, who was poised to launch the Alamo's first-ever membership program, also quit. Stinson, the marketing and development manager for two years, declined to comment.
Another key staffer who left that month, Barbara Langford, supervised the retail shop. She cited health and personal reasons and said she stayed longer than she would have preferred out of loyalty to Stewart and her love of the Alamo.
Atkins said the gift store job has been filled, other staff members have been trained to assume the marketing duties and the Daughters are reviewing applications for a new director.
The Daughters, a nonprofit that must file financial reports with the governor's office, said that for fiscal year 2008, the Alamo had $2.9 million in net assets, retail sales of about $5.3 million and $609,800 in donations. The group declined to provide The News its full report.
Promotional efforts
Stewart is credited by many for business and promotional achievements.
He ushered in audio tours with music, sound effects and narration of the famed 13-day siege that ended March 6, 1836, with the fall of the Texas-defended Alamo to the Mexican army.
A month later, Texas loyalists rallied to the cry of "Remember the Alamo!" and defeated Mexican forces at the Battle of San Jacinto – securing Texas' independence.
Stewart, along with resident historian Richard Bruce Winders, expanded exhibits to add a more contemporary historical account of the fight.
And Stewart helped with the Alamo's largest expansion effort – $60 million in capital improvements for which donations are still being taken.
Before he arrived, Stewart said, the Alamo had been too insulated from civic, business and political leaders, and he sought more interaction with them – exposure that he said rankled some Daughters.
The Alamo drew 2.5 million visitors last year, but its budget recently was cut to $5 million from $5.5 million in response to an expected drop in tourists this season, he said.
Stewart, a San Antonio native, said his added revenue proposals were in line with the tenor of the Alamo and he's worried that now they will founder.
Earlier this year, he and Stinson, the marketing manager, were prepared to kick off a paid membership program featuring invitations to onsite events, business discounts and a newsletter that could grow into a magazine with ad sales.
The membership drive also would have given the Alamo a database of potential donors. Stinson estimated it might reach half a million people – as many as the San Diego Zoo does with a similar offer.
In response, Atkins said the Daughters are developing "Allies of the Alamo," a plan identical to Stewart's. She said it has no projected rollout date and called Stewart's timetable premature.
An Austin advertising agency that's working on the Allies program said it may be presented to the Daughters later this summer.
As for external marketing, Stewart announced plans in March to unveil the Alamo's first proprietary logo in May. Using that, the Alamo could license its well-known image, like the NFL, tapping another profitable income stream. The logo, designed by an El Paso artist, has not been released.
Atkins said that the Daughters favor having an official logo but that Stewart had set an unattainable deadline. It will be made public after an internal review and the membership program goes live, she said.
Ultimately, said Stephen Hardin, an Alamo expert at McMurry University in Abilene, the Daughters are reluctant to make commercialized changes they may later have to undo. After all, he said, they are conservators of a shrine – not an amusement park.
"You don't want to pander to trends that might not stand the test of time," he said.
Stewart said he was frustrated that the Daughters rejected his recommendation to seek accreditation from the American Association of Museums, a national nonprofit whose seal of approval adds legitimacy and prestige to institutions. Members can share exhibits and refer to the accreditation in fundraising appeals.
"They stopped that process because they didn't need anyone to tell them how to run the Alamo," Stewart said.
Atkins said the Daughters' Board of Management declined to pursue accreditation because it was too costly and the Daughters consider the Alamo a historic site, not a museum.
Stewart said his proposals would have supplemented Alamo funding, heavily tied to the gift store. It usually provides more than 90 percent of its income, selling a bonanza of souvenirs – from cups to key chains, plastic Jim Bowie knives to Davy Crockett coonskin caps.
Langford, with 15 years of museum retail experience, took over the shop in 2005 and said she eliminated inefficiencies and elevated the quality of merchandise. After a year, gross profits rose to $5.5 million from $3.8 million, without a corresponding jump in tourists, she said.
"If it would have been a private company, it would have been out of business," she said of the way it had been run.
Atkins said the increase came from a boon in the economy.
Handling turnover
The Daughters, who descend from pre-statehood Texas pioneers, have overseen the state-owned Alamo for more than a century.
Stewart said they must approve all major decisions, and since the group's top ranks change every two years, Alamo staffers constantly must re-establish working relationships – sometimes with new leaders with different visions.
"It gets to be very difficult," he said.
Atkins, who is from Liberty, Texas, and works with an oil field company, said that in the past couple of years, the Daughters have used electronic meetings that allow its governing committees to meet more frequently to expedite decisions.
One of the Alamo gift store vendors, James Arnold of Frisco, who worked with the Daughters for 20 years before retiring, said they have "done a magnificent job" tending to the Alamo.
"There is nobody that has as much interest in protecting the Alamo image and protecting the shrine itself, maintaining it the way it needs to be," he said.
Erin Bowman, a member of the Daughters and a longtime San Antonio fundraiser, disagreed.
She secured a $1 million grant for the capital campaign last year, but the Daughters' management board dismissed her as a volunteer fundraiser because she didn't get the president general's signature on the grant application, Bowman said.
The San Antonio Area Foundation, a philanthropy group that helps charities and others, now holds the money, off-limits to the Daughters until they produce a viable business plan, Bowman said.
"They do not have expertise in a lot of areas and they refuse to listen to people who do," she said.
Atkins declined to comment about the incident.
Disputes over the Daughters' control of the Alamo have prompted calls before for changes. Bills have been introduced in the Legislature to remove them and give the state authority over its finances. The measures have failed each time.
AT A GLANCE: PROTECTING THE ALAMO
For 13 days in 1836, Texas loyalists at the Alamo – including Jim Bowie, William Travis and Davy Crockett – staved off Mexican Gen. Antonio Lopez de Santa Anna and his well-armed troops. In the pre-dawn hours of March 6, Mexican forces overtook and killed most of those who remained.
Forty-six days later, in the Battle of San Jacinto, Gen. Sam Houston and his men, who coined the enduring phrase "Remember the Alamo," defeated the larger Mexican army – and the Republic of Texas was born. For 13 days in 1836, Texas loyalists at the Alamo – including Jim Bowie, William Travis and Davy Crockett – staved off Mexican Gen. Antonio Lopez de Santa Anna and his well-armed troops. In the pre-dawn hours of March 6, Mexican forces overtook and killed most of those who remained.
Forty-six days later, in the Battle of San Jacinto, Gen. Sam Houston and his men, who coined the enduring phrase "Remember the Alamo," defeated the larger Mexican army – and the Republic of Texas was born.
HISTORIC ICON: The state owns the Alamo, on 4 acres in downtown San Antonio. The all-volunteer Daughters of the Republic of Texas manage the site as a shrine to liberty.
EXCLUSIVE MEMBERS: The Daughters have about 6,600 members, women who must prove they're descendants of pre-statehood Texas pioneers.
EARLY DAYS: In 1903, two Daughters, Adina de Zavala and Clara Driscoll, helped acquire the Alamo from investors eyeing it for a hotel. The state reimbursed them in 1905 and put the complex in their care.
FUNDING: The Alamo's gift store sales make up the bulk of its funds. The Daughters, with about 85 employees and a $5 million budget, do not charge admission or take government money.
OPERATING RULES: The Daughters must each year relay the group's budget information to the governor's office, which has no control over the finances.
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