Business

Tradition & Maintaining Excellence


EDITOR’S NOTE: This is an edited transcription of the address delivered by Richard Bogomolny at our inaugural The Future of the Symphony Conference in September 2014. View the video of this presentation in its entirety.

I just want to begin by saying what an honor it is to appear on this program with such highly credentialed speakers, and I don’t take this lightly. I’ve been asked to talk about how the Cleveland Orchestra operates, focusing more on the practical side. But along the way I have to tell you those things we believe in and those things we don’t.

My own personal history is that I grew up in the supermarket industry, and I retired from that business. I wouldn’t mention that except for Andy’s comments yesterday concerning potential problems when you bring too much business discipline into an arts organization and what the potential is for that, both good and bad. I’m glad I had the business experience to apply to it, but historically, when you become the president or chairman of this organization, you never lose sight of the fact that the art is the most important thing. Music is number one. We’d like to say that the musicians are number two and everything else is number three.

I grew up during the George Szell era. This was the era during which the orchestra became known far and wide for artistic excellence. There were two elements of pride for the community in those days. They were the Cleveland Orchestra and the Cleveland Browns – that’s where my head was when I was growing up. My mother studied at the Damrosch School in New York, which later became Juilliard, and my brother and I each studied music and grew up loving classical music. He played the clarinet and French horn and now plays classical guitar, and I the violin and viola. We both studied with prominent members of the Cleveland Orchestra and attended the national music camp at Interlochen for two summers. It was at Interlochen that I realized I was never going to be good enough to play at the level where I would like to play.

Similar Problems

Here is a kind of disclaimer: while I think the kinds of things that impact orchestras today are fairly common among the orchestras, the solutions, in my view, have to be local. What works in Cleveland may or may not work elsewhere, and there are reasons for that. So I’m not here to say what things other orchestras ought to be doing simply because we’re doing them – it’s not that at all. And we make as many mistakes as the next organization does. Cleveland itself is a major part of what and who we are. But I think we have four issues in common.

It’s fairly obvious that financial resources – or the lack thereof – are a major issue in the industry. The development of audiences – their age, their size, and their demographics – is another thing. That leads to the third problem, which is lack of true diversity on the stage, in the boardroom, and in the building. The fourth thing is that none of us suffers from a lack of qualified musicians. The world is continuing to produce more and better musicians than the major orchestras of the world can possibly support. Unfortunately, on the issue of diversity and inclusion, because of years and years of trying and failing, I don’t think that I have much that is useful to provide for you other than a long study of things that didn’t work. So I’m going to talk about history a little bit.

History

The orchestra was founded in 1918 by Adella Prentiss Hughes. She had two things in mind, both of which have remained central to our existence ever since. Firstly, she wanted Cleveland to have a great orchestra and to avoid the need of always having to import touring orchestras for classical music. And secondly, she hoped the orchestra’s musicians would form a cadre to teach in the Cleveland public school systems. And for most of this time, this has been true.

Cleveland Orchestra, 1931
Cleveland Orchestra, 1931

In 2018 we will celebrate our one hundredth anniversary. We are planning a celebration not of the orchestra but of our community, which has supported us for all of these years. In addition to the Orchestra, we run the Cleveland Orchestra Youth Orchestra, Cleveland Orchestra Chorus, and the Cleveland Orchestra Youth Chorus. We involve in these organizations as many people from northeastern Ohio, and some from even further away, as we can.

Severance Hall was opened in 1930. At the time it was called America’s most beautiful concert hall and I believe that it was. In 1956 or so, George Szell completely revamped and improved the acoustics by changing the concert stage and removing heavy carpeting and drapes, but in the process he buried the six-thousand-piece organ in the ceiling, making it impossible to play. This was at the beginning of the era of high fidelity, and Szell believed that we would be able to play the organ and broadcast it through very large speakers that were installed in the back wall, but that never happened.

Severance Hall
Severance Hall

Later, we revamped the whole Severance Hall again. We renovated it, we added to it, and we brought the organ down to the concert hall level, where it now stretches around three sides of the stage and is very playable. The hall seats two thousand people, all with an unobstructed view. And the acoustics are really quite good. I think the acoustics are one of the reasons for what is referred to as the ‘Cleveland Orchestra Sound.’ It’s a stage where the musicians hear each other better than anywhere else they’ve ever played.

In 1968 we opened our summer hall at the Blossom Music Center. It sits on 200 acres in the middle of the Cuyahoga Valley National Park. It was completely renovated in 2002, and the serious work of providing better accessibility, not just for the handicapped but also for the aging population, is being completed in phases over the next couple of years. The pavilion seats 5,700 and another 13,500 can sit on the lawn, all with good visibility. The stage is at the bottom of a natural bowl, with seating and access from the hillside. Touring soloists and guest conductors tell us that it’s the most beautiful and best acoustical outdoor classical venue in the world.

Franz Welser-Möst has been our music director since 2002. He is under contract through 2015 and we’re in the midst of negotiations to extend that now. He just recently resigned as the music director of the Vienna State Opera and the Vienna Philharmonic. I think he had the second longest tenure of anyone there, but when he took the job he said, “I’m not going to complete my term; nobody does.” And he didn’t.

The Cleveland Factor

Cleveland skyline
Cleveland skyline

I want to talk about the Cleveland marketplace. In 1955, we had one million residents residing inside of the city’s legal boundaries. Today we have 390,000. The city went from a manufacturing powerhouse for cars, steel, and oil refinement to a service economy where the largest current employer is the Cleveland Clinic. We were long ago a top-tier economy, and we became a second-tier economy in the 1970s and ’80s. By the recession of 2007–8, we’d become a third-tier economy. Last week the US Census Bureau released new numbers that give Cleveland the distinction of being the second poorest city in America. Detroit beat us out for the distinction of being the poorest.

But surprisingly, for all these years, the Cleveland Orchestra has been supported by our community as a top-tier orchestra with all the associated costs that go with it. We’re the smallest city in the world to have such an orchestra, and it would be easy to conclude that the people leaving Cleveland moved into the suburbs, but the numbers don’t really back that up. It means that our funding base has deteriorated and that support for all of our area nonprofits has fallen to fewer and fewer sources. Many of the area’s Fortune 500 companies have moved elsewhere or have merged – several major banks among them. In 2007, after a very large campaign, the city created a pool funded by a tax of thirty cents per pack of cigarettes for the use of the performing arts organizations in the area.

There’s one other factor besides the economics to be considered, and that’s the historical generosity of the community. In the words of Fiddler on the Roof, I’m speaking about Tradition. In Cleveland, the tradition of philanthropy has origins in the early 1900s with Andrew Carnegie, the Rockefellers, the Severances, and others. It has continued to this day, measured by what the Cleveland Orchestra raises, what United Way, Jewish Federation, Catholic Charities, the Cleveland Museum of Art, and a mass of others have raised annually. I believe that the United Way was originally the Community Chest and it was founded in Cleveland. And the Cleveland Foundation, which was the first community foundation in America, is currently the second wealthiest behind New York City. That’s all going on while people are leaving the area and the economy turns from heavy-duty manufacturing to mostly service and medicine.

But one of the things of interest is the fact that the Cleveland Orchestra had the highest market penetration for both ticket sales and per capita donations in the industry. No other orchestra has developed even half of what we have achieved in their marketplaces. Yet balancing the budget has always been a struggle. And here is why: the nature of the industry. My predecessor as president of the orchestra, Ward Smith, defined a nonprofit as the symphony orchestra. Why? Because the revenue earned from ticket sales and sponsorships never covered, even in the best of times, more than 47 or 48 percent of what it cost to operate. In recent times, that number has been closer to 40 percent than to 50. Covering the other 53 to 60 percent of the annual operating budget depends totally on fundraising – whether you called it endowment, annual bridge, special, or by any other name or combination of names.

On the business side of the symphony orchestra, I believe this is all one really needs to know in setting priorities. Next to governments, for which most boards easily possess the talent – whether they have the will is another story – fundraising is where it’s at in terms of financial success or failure. Every one of our trustees has a fundraising plan to which he has agreed and assists in solicitations for the annual fund drive.

There are some broad principles. It’s often suggested that if the board does the job of fundraising the musicians will be able to keep up with their compatriots in other cities in terms of pay, benefits, and retirement. Conversely, any lack of resources to pay for these increases is generally the board’s fault. And I believe that this argument may in fact be true in certain instances, but it certainly isn’t in every instance and it’s way too simplistic – it’s just not true in many cases, and in others it’s true only by degrees.

Figure 1: A new, more comprehensive way to measure what it actually costs to live in metropolitan areas where 12 major symphony orchestras reside (Sept 2, 2014).
Figure 1: A new, more comprehensive way to measure what it actually costs to live in metropolitan areas where 12 major symphony orchestras reside (Sept 2, 2014).

 

I created the chart in Figure 1 not with the purpose to compare orchestras, but to talk about marketplaces. There is new data released by the US Department of Commerce that measures what it really costs to live – not what the CPI is, but what it really costs to live – in each of the areas marked in the left-hand column. The ranking is the regional price parity score from highest to lowest. One hundred is the average, so for anything listed as above one hundred you can assume the cost of living is higher than zero. Those listed as the bottom three, all less than one hundred, are the more impoverished cities. You can say that it costs less to operate there. In the last column you’ll see the actual percentage difference between the scores of Cleveland and the other cities. Cleveland is listed at the bottom as zero; New York is 37 percent more costly, based on this federal study, than Cleveland; and Baltimore comes in somewhere in the middle at 22.6 percent more costly than Cleveland. There’s one other thing that you can deduce from this information. For a dollar spent in Cleveland, you’d have to spend $1.37 in New York to buy the same market basket; $1.19 in Chicago to buy the same thing; and, surprisingly for me, $1.22 in Baltimore. The purpose of the chart is just to show you generally the economics of the twelve major orchestras that I listed there.

What that means is that Cleveland was the eighth-highest paying orchestra in terms of actual dollars, but its musicians had more purchasing power than all the others because of the marketplace in Cleveland. As I said, one dollar spent in Cleveland would buy $1.37-worth of products in New York City. Based on purchasing power – which none of the union players wants to hear about and so, to that extent, what I’m talking about is highly sensitive – the Cleveland Orchestra musicians clearly are able to afford the nicest standard of living compared to the musicians in all the other cities we’ve looked at. And that is, unfortunately, because Cleveland is one of the poorest areas.

But we also adhere to a legal principle: to agree to pay more money than what the figures tell you will be available – as many orchestras have tried to do over the years – is a breach of our fiduciary responsibility to the organization and to the community. And that’s how a lot of orchestras have got themselves into deep trouble, betting on the if-come, which in fact rarely does come.

Musicians like to look at how they stack up against their peers in terms of base pay as a pure number. I think this is certainly a psychological issue; it’s a feel-good issue. They want to be paid as well as Chicago, San Francisco, Boston, and New York, and the reason for that is the fact that they can, in many cases, logically say that they play as well. I would argue that these other things show much more than the relative base pay. But none of these arguments are the real reason for showing you these numbers. That, I will discuss in a couple of minutes. I just want you to keep in mind the background of these numbers.

What We Believe In

This is based on both personal and institutional experience. Let’s begin with Excellence. We believe that everything we do – every plan we form, every expenditure that we make – must be tested against what that action will do for or against the standard of musical excellence that we have followed for decades. In times of financial difficulty, only those activities not related to what we call being a world-class orchestra may be cut without consent of the board.

The other thing we believe in is the fact that it’s very hard to play an instrument at the level of the members of our orchestra, how very good the musicians have to be in order to get in in the first place, and how hard they must work in order to stay at that level and to uphold our artistic traditions. While growing up, many of these musicians were thought of as child prodigies in their own communities. It’s been my objective over the years to make sure that the trustees understand and believe that our musicians are special and that they, collectively, are the reason we’re in business.

We also believe that classical music is not dead, nor will the ability to hear any amount of music free on the Internet bury us. Our unwavering belief is that the live concert experience, with the audience being emotionally involved and connected to music, is enduring. You can ask our musicians and you’ll find that none of them buy into the proposition that classical music is dead. In fact, they’ve been asked that question by the Cleveland Plain Dealer, which for the last few weeks has been doing vignettes on each of the members of the orchestra, and one of the questions they ask is about the death of classical music.

Blossom Music Center
Blossom Music Center

Last summer we set attendance records at the Blossom Music Center for most attendees, highest average attendance per concert, highest number of age 25-and-under attendees, and the highest revenue – even with ages 18-and-under being admitted free with an adult ticket buyer. And we achieved this in two fewer concerts than we had the year before. Some of this is programming – and some is weather and that’s accidental – but it’s nonetheless true that what we’re doing is not dying.

We believe that we are the most efficiently run of the major orchestras, based on statistical comparisons of operating size and budget – currently around $50 million – and considering the fact that we operate both Severance Hall and the Blossom Music Center. Very few orchestras own and run their own venues. The trustees understand that, operating as tightly as we do, it is no longer possible to save the orchestra from a financial crisis by significantly cutting overhead. That’s already been done and we don’t permit mission creep in this area. We recognize that investments, by definition, must often be made in advance of actually achieving desired results. We also understand that some initiatives will fail or be far less than hoped for.

We believe that it’s neither possible nor desirable to save money by trying to balance the budget on the backs of the musicians. In a crisis caused by events outside our control, we do expect them to participate in sharing the sacrifice, and they have done so in the form of freezes, slower increases, and extra services – within the whole organization, including the music director, the executive director, and the senior staff. It’s very interesting that when Franz Welser-Möst took the podium to be our music director in 2002, we were getting right into the first recession of the decade, and he volunteered 10 percent of his total compensation before he had even conducted his first concert.

We do believe that musicians and staff need to be fairly paid, recognizing and taking into consideration their highly developed talents and level of skill. Here is the reason for the chart introduced earlier showing the relative economies of the twelve orchestras. I know that what I say next is controversial, but I believe it to be true nonetheless. We believe that our employees’ pay and benefits need to be negotiated based on the situation in the Greater Cleveland marketplace, not on what’s going on in New York, Los Angeles, or Chicago. Why? Because there is a fundraising reality. As I told you earlier, we’re always having to raise between 50 and 60 percent of our operating budget one way or another, and it’s Cleveland where we raise our money. It’s Cleveland where we do business, where we sell tickets; and it’s not possible to separate these functions from the Cleveland marketplace. The economies of other cities are not relevant to our ability to cover expenses in Cleveland. We cannot raise funds based on population numbers or the strengths of Boston or New York’s economies. And, as you can see, we have no ability to influence the buying power in these other areas. It’s often been proposed that we won’t be able to hire and keep the musicians unless we pay competitively, based on what the other major orchestras pay. For many decades we followed this path. This may or may not become a problem in the future, but as of now it isn’t and it hasn’t been. It’s currently a specious argument. It looks okay on the surface but fails in real life.

We believe that the number of musicians in orchestras must be set by the music director, not by economic issues – even though each open position can easily save more than $150,000 annually. In the early years we might have talked about this kind of thing, but I believe today’s board would not even hold a discussion on the subject. We understand that, even though we’re likely to have 250 musicians from around the world wanting to audition for a single open position, reducing the actual numbers of musicians in the orchestra, forgetting what the impact might be on sound balances, is a very slippery slope towards disaster. During contract negotiations, if there were a showdown on an impasse, we and the musicians all know that we could easily hire a whole new orchestra and replace the musicians with other talented musicians, but it would never again be the Cleveland Orchestra, where we have a tradition of hiring the best players who audition. And those players are then taken under the wings not only of the music director but also of the current members of the orchestra, who help teach them the style in which the orchestra plays Haydn, Mozart, Beethoven, or Brahms. This remains a part of the George Szell tradition, and it’s been self-perpetuating. It’s kind of amazing to watch.

The orchestra does not like to go on stage unprepared – for either educational concerts or regular concerts. The musicians expect to work hard during rehearsals. They are skeptical if they don’t. They do not appreciate guest conductors who are so impressed or so overwhelmed that they coast in rehearsals. They complain to management not for being overworked but for not having enough rehearsal time. On tours, if you’ll walk the halls of the hotels as I’ve done many times, you’ll hear them practicing in their rooms instead of sightseeing. This is an experience that I’ve had many times, not just once or twice.

Every orchestra I know describes itself in terms of excellence – a term that is almost completely subjective and quite un-measurable. What is clear to me is that most orchestras in the top ten or fifteen largest American cities are very, very good. Why? Because their musicians are highly trained, highly skilled, highly dedicated, and substantial members of their local communities. They care about their job, their artistry, and their audiences. The orchestras themselves have usually good to great artistic leadership. Any one of these orchestras is capable of giving great concerts.

However, to my chagrin and the chagrin of others, playing great music and wonderful concerts ceased years ago to ensure the success of major orchestras. While that should be enough, the fact is that it isn’t and it hasn’t been for a while. This has certainly been the case in Cleveland. If it were enough, there would be no need for conferences like this one, the Philadelphia Orchestra would not have gone into bankruptcy, and the Detroit and Minnesota orchestras would not have had financial troubles. All of them play very well. On the flip side, though, I’m convinced that not playing great concerts of great music will ultimately ensure failure.

During both the recessions of 2001 and 2007–9, many of the things that hurt were predictable, even if out of our control. The endowment and pension funds got blasted by the market decline, creating unfunded liabilities in the pension fund that would require large cash payments over years to fix. Even if the market were to bounce back hugely, money in the endowment would never be able to ride the market back up because all of us were using principle to fund the operations. The donor base at all levels of wealth dried up because people were scared and their advisers were telling them to perhaps pay off their existing pledges, but certainly not to get any more heavily involved.

If you were like us, something else happened that I’ve never heard mentioned anywhere else in the industry. Each orchestra went into survival mode with key members of staff and board leadership involved day and night in trying to save the institution rather than in building the artistic side of the business, which is where our organizational leadership ought to be spending its time. In my view, there is only one way to avoid that trap, and that is to build a large enough endowment – roughly six times the annual budget – which can help an organization ride through inevitable business cycles. We’ve been trying to do this, with our goal to be there by our centennial in 2018. As of now, we’re not on track to do it but we may end up close.

This experience told us, though, that we really had to change. The change would likely have to be transformative rather than incremental. We had to look at things differently in order to do things differently. The Committee on the Future of the Cleveland Orchestra was formed and met for a solid year. It was made up of trustees, senior staff, and non-trustees who were important in the community, including elected officials and business leaders. They looked at every line of the financial statement and thought through every idea, crazy or not. It was during this time that we considered downsizing.

Because of the extreme hits to the market value of both the endowment and the pension plan and the resulting implications, we seriously looked at downsizing from a world-class orchestra to a truly regional orchestra. This was precipitated by potential large future operating losses based on loss of attendance and donors. Even though we already had the smallest operating budget of the other big ten orchestras except for Washington, we found that we could save millions of dollars annually by eliminating those costs which were directly attributed to being what we called “world-class” – that was union contract and benefits, touring, publicity, and so on. But there wasn’t one person in that room willing to propose such a step.

Since fundraising was crucial to any plan, we went out and spoke to our major donors, corporations, and foundations – particularly to our most generous individual donors, myself included. We asked them directly if we could count on their continued financial support for the downsizing plan to become a regional orchestra. The results were unanimous: nobody would give us the same amount or anything close to it for a lesser orchestra. Most wouldn’t contribute anything at all. We were built on excellence and that’s what we needed to be. Even when faced with the choice of going out of business versus survival by downsizing, the results were clear.

Strategic Imperatives

The turn-around plan was a five-year plan. Most of us had been operating traditionally with five-year plans and we were caught in that trap in those days. We looked at strategic imperatives, the excellence of the brand, and this might have been hubris but we believed, based on what others were telling us and what we saw ourselves, that we had established a kind of brand recognition that, if marketed correctly, could help us to develop residencies. The term “The Cleveland,” as we were known in Europe and Asia, often results in the need to answer the question, What is a Cleveland? But the last time we were in Japan, for example, the emperor and empress came to one of our concerts – something that no one at the hall could remember ever happening before. This evoked a huge response, with the audience standing and applauding loudly with much pride.

Well, the obvious part of the turnaround plan was that we cut nonessential overhead and reassigned work. We cut non-musicians’ labor with one-time reductions of five percent; music directors took another ten percent cut; the senior staff, including the executive director, actually voted themselves a ten percent reduction. The not-so-obvious idea was that of having to pursue excellence and innovation.

The goal was to remove six to eight weeks of total overhead from the Cleveland operating statement. This was based on the underlying reality that the economy of northeastern Ohio was too weak to support us as they had done in the past. We would have to look elsewhere in order to solve our financial problems. The target was to replace the lost ticket sales in Cleveland with ticket sales and donated funds from residencies outside the area. We would either strike out in a new direction with high risk or wait until the problem of our market ran us out of business. Even so, such a plan would take years to develop. We would no longer tour in a situation where Cleveland donors had to pay for the cost of the tours. We had to create a plan where, if we toured, the tours had to pay for themselves. Otherwise, we couldn’t afford to go. We defined residencies as a creative way to enhance the program of playing great concerts.

Knight Hall, Miami
Knight Hall, Miami

Miami would be our first opportunity because they were nearing the completion of both the new concert hall and the opera house and because of friends in their marketplace willing to help us. Miami’s hall was scheduled to open in 2006–7. We began negotiations and flew important individuals from Miami to Cleveland on multiple occasions so they could see what we were doing in our own marketplace, hear concerts and operas, and see initiatives in education at all levels. We reached an agreement to have the Cleveland Orchestra be the Orchestra in Residence at the Knight Concert Hall when it opened. The plan worked and the residency commenced in 2007. We started spending two weeks each season in Miami, then three weeks, and currently we’re spending four weeks in Miami, beginning in January and concluding in March of each year.

The activities in which the orchestra and musicians participate there are constantly evolving and expanding. Residencies require the building of strong relationships with existing organizations in the community – with schools and universities, cultural and education groups. First we were going to play two concerts each week at the Knight Concert Hall. The music and guest artists target the broad population of ethnic groups residing in Miami. The repertoire is often different from what is performed in Cleveland. We do side-by-side rehearsals and training sessions for musicians wanting to play in orchestras. We do that with the New World Symphony and with the Frost School of Music orchestra at the University of Miami. Our musicians and Franz Welser-Möst lead master classes and conducting sessions. We do chamber music, concerts and coaching, children’s concerts, family concerts, Musical Rainbows, and everything else we know to expand the geography beyond the Adrienne Arsht Center and the Knight Concert Hall. In some cases, in order to raise funds not covered by earned income from the sale of tickets, we set up and operate fundraising departments in residency areas. In Miami we set up the Musical Arts Association of Miami to fundraise. Every year Franz Welser-Möst opens the season down there, and we now have Giancarlo Guerrero as our principal guest conductor. He’s also the conductor of the Nashville Symphony.

Musikverein, Vienna
Musikverein, Vienna

Setting up residency is a huge investment in time and money, which are in particularly short supply during a recession. Currently we’ve established residencies in Miami, at the Musikverein in Vienna, the Salzburg Festival, the Lucerne Festival, the Indiana University Jacobs School of Music, and the Lincoln Center Festival. Some of these we do in alternate years. We expect that a major new residency in Europe is likely to be announced shortly. We have established a brand. The marketplace sees that we know how to operate with flexibility during these residencies, to give value for the money and for the people we attract. We’ve not yet solved the problem, which is serious, of having our musicians away from home during residencies. In the case of Miami, it’s a four-week period, and it’s a difficult situation for all concerned. I’m not sure we’ll be able to solve it in the near term, but we’re all working on it.

One of our imperatives is what we call ‘Communicate and Align.’ Its intent is to have musicians, trustees, staff, and audiences engage with each other in new ways with no agenda other than getting to know each other on a different level. The musicians show up and socialize after ‘Fridays@Seven’ concerts, during which we host world music presentation parties. On another occasion, the Development department and the Fundraising committee of the board hosted a thank you lunch for members of the orchestra, most of whom came from rehearsal and stayed for two hours. We now have members of the orchestra on certain board committees, like the Total Concert Experience task force, the Fundraising committee, the Facilities committee, and the Technology task force. They have become valuable, contributing members. One string bass player, Henry Peyrebrunne, asked for and received a year’s sabbatical from Franz to work in our Development department and learn what fundraising is all about. He has recently completed that year and has joined the staff part time while going back to playing in the orchestra full time. There are many examples of dinners and after-concert events, open rehearsals, and such where we try to get the four constituencies together.

Just before the recession of 2007–8 hit, which closely followed the one in early 2000, we solicited a grant of $20 million from the Maltz Family Foundation to fund audience-building initiatives. After the recession hit, they honored the gift but spread it out over several years. With these funds we created the Center for Future Audiences. It had several goals, made all the more necessary by the second economic crash in the decade. We needed to rebuild our audiences and also to admit that lost subscription sales would be hard or impossible to rebuild. We would be fighting a universal, nationwide downward trend in subscription sales. We needed to concentrate on individual concert ticket sales and marketing. We needed to identify once and for all the existing impediments to concert-going and to set about removing them – things like the presumed dress code and concert etiquette. Does it really matter and to whom? There were winter and summer transportation issues. We targeted ticket packages that included busing from the various neighborhoods for our older population, particularly in winter, and out to Blossom, which is geographically halfway between Cleveland and Akron.

We needed to look at supply and demand, also. In terms of the numbers of concerts being presented and the demand for tickets created by current audiences, there were huge differences in the way we were operating now and the way we operated in the nineties, when the number of concerts was expanded because demand was high and good seats were simply unavailable. After 2001, we believed it was important to reduce the number or concerts and the corresponding number of available tickets. Really, the strategy was to set up a shortage of tickets, if possible, and increase the demand.

Figure 2: Winter Subscription Season
Figure 2: Winter Subscription Season

 

The chart in Figure 2 shows the number of subscription tickets – it’s the top green line that becomes dotted and trends downward – and it crosses the blue line, which represents individual ticket sales. Much of the overall ticket sales figures are the same. But what’s happening is that, with the demise of subscription purchases, many people are buying fewer concerts and so it takes more people to buy the same number of seats. That’s pretty obvious. What’s really happening is that we’re selling more tickets to more households today than in any other time in our history, but they’re buying fewer tickets because they’re not subscribing to multiple concerts.

We did a considerable amount of research on the question of ticket prices, which had gone up industry-wide at a rate twice that of inflation. There was a price-value reorientation that we thought was different, and we looked at the strategy by audience segments: 25 and under, 25 to 40, 40 to 60, and above 60. We found little or no resistance to the cost of box seats or the dress circle seats, always in big demand, with few seats available. We did find price concerns for most of the other audience groups.

We had tried many programs in the past to bring in younger audiences, particularly college students, but with little luck, even though Severance Hall sat in the middle of the Case Western Reserve University campus. The Maltz Family and the new grant were tied to this effort at every step of the way. First, we created a multimarket ticketing plan, dedicated to building the youngest audience in America by 2018, our centennial year. We tested an under-18-free flagship program at Blossom, and a year later we brought the under-18-free program to Severance Hall. With each free ticket there needed to be an adult ticket purchased. We created a student advantage pricing program for college students and a fan card program where $50 buys the student unlimited concerts, based only on the availability of tickets. We introduced the ‘Fridays@Seven’ concept, in which the orchestra plays probably two-thirds of its regular program of Thursday and Saturday that week, but with no intermission. Afterward there is a world music festival with food and a party in the Grand Foyer. And it was hugely successful! Last year we created the Total Concert Experience task force and populated it with people from all over the community to give us a fresh look at how to do things better.

The 25-and-under program has been hugely successful. All of the programs I mentioned earlier have helped, but the student program attracted 110,000 students since its inception – 40,000 during last winter’s season alone, which means that last season 20 percent of the Severance Hall audience was made up of people age 25 and under. Saturday night has become date night again, and we had twenty-three sellouts on Saturday nights during the season.

The backbone of success has been our focus on social media and the Web. In raw numbers, we went from attracting 13,000 hits in 2012 to over 100,000 last year. Most importantly, we focused on engagement, which is the number of people who actually participate once they get to the social media interface, and we found that ours is an industry-high at 17 percent.

We know we haven’t reached our full potential, but we also know the results have been very positive. In Cleveland, this means pursuing innovation with staged or semi-staged operas. Last season we created a fully staged production of The Cunning Little Vixen by Jánaček. We do ballet partnerships with the Joffrey and Miami ballet. We do a couple of concerts each year using the original music to movie scores for ‘Fridays@Seven’ programs, and we have adjusted the way we concertize around the world, only going where we cover our costs. And, as I said, where we have residencies, we don’t just drop in and play concerts; we do master classes, we do chamber music coaching; we spend a very intensive period of time – a week to two weeks at a clip – making very intensive use of the musicians.

We have residencies at home, where we go into particular neighborhoods and for a week play concerts in venues there – it could be a barber shop, a small café, or a supermarket. We play concerts in those, and at the end of the week it all culminates in a full Cleveland Orchestra concert at one of the big venues in that area, maybe a church or a school auditorium. Three or four months before the residency week begins, we go into the school system and we have over forty visits to each of the schools by our musicians. There they do what they do best in terms of trying to turn on the students to the kind of music that we play. For some of the younger students, this may mean showing them how to play the instrument, letting them touch it or hold it, and playing it for them. Attention span is relatively low, so we’re in half-hour segments there. But for older students, usually we plan an hour with a theme. And in the themes we select, we try to relate the music to the classes they’re being taught. Music becomes a way to teach those classes.

We do that because we learned over time that the first place a school system goes to get rid of budget costs is to the music program. And that’s because it’s usually a distinct program – they know how many teachers they have, they know how many dollars are budgeted, they know what getting rid of it all saves. We’ve taken a different tack, which is that when we go into the schools we try to teach the curriculum using music as examples. And we’ve had a great deal of success with that, but, as you can imagine, it’s very intensive. There are some orchestral musicians who have been doing this now for close to fifteen years and are really good at it. There are some musicians who don’t do it, but we’ve never had a shortage of musicians to go in and work this way in the schools.

To diverge, we played an orchestra concert under Franz at, I think, Saint John High School in Cleveland – an inner-city school. There was no music in the school at all. The principal tried to get the audience to order – we were all in the gymnasium – and he could not do it. I said to our orchestra’s president at the time, who was sitting next to me, “This isn’t going to go well.” We were scheduled to perform Stravinsky’s Rite of Spring and that was the whole program. But the school’s principal couldn’t get the students to quiet down.

The minute Franz took the podium, without turning to his audience and without saying a word to them, he just started to play. He played the beginning, cut us off, and then started to speak. You could hear a pin drop for the rest of the hour. These kids – most of them were black and all from the inner city – came up afterward wanting different things: they wanted to talk, wanted autographs, wanted to know how certain things worked or didn’t. It took us three hours to get back on our buses to Severance Hall. I had thought, “We’ve got an uneducated audience and this isn’t going to go well.” But the reverse was true. They were fascinated by the music, by the rhythms. There was no hint of disinterest or boredom. It was amazing to watch.

Communicate and Align

Well, I could talk for hours on this subject, but the only other thing I will say has to do with board leadership. It’s my view that boards matter. It’s my view that board leadership is necessary for both artistic and financial success. These things need to be board-driven. And to my view, failures and successes, by whatever definition you use, ultimately fall to the trustees. It’s our collective responsibility to fix things and to see that things work.

In the nonprofit world, I think everybody will agree that decisions have to be made more by consensus than in the corporate world, where the CEO can just make a decision and edict that it happen. You can’t really do that with volunteers because the volunteers can leave at any time. And for the most part they didn’t bargain for problems. They don’t like to find themselves in the newspapers – they don’t want the institution involved in publicity they consider inappropriate. And if and when they do, they can walk.

You have to engage the board in a way that it’s willing to make the decisions, and the only way that works is by constant involvement. We have a rule at Cleveland that we never vote on a major issue the first time it’s presented. By the time it’s presented the first time, it will have worked its way through several committees, depending on the subject matter. The only exception is if something has a time limit imposed from outside the orchestra so that we have to vote on it at a particular meeting. But they get a chance to make the tough decisions, and for the most part we’re able to give them the decisions to work on when it’s still timely.

So things have worked for us in that way. It’s not that we don’t have the same kind of problems you find elsewhere. We are as bound to the community and its financial structure as any institution could be. It’s why I like to make the point that says that when you arrive at a contract, whether it’s for labor or for buying lights or music stands, it’s the market in Cleveland that matters and it’s there that we have to convince our musicians that they are better than fairly paid. But they have to consider the purchasing power of the community when they make that decision.

Architecture

The Fear of Backwardness


EDITOR’S NOTE: This is an edited transcription of the lecture delivered by Léon Krier at our inaugural The Future of the Symphony Conference in September 2014. The video of this lecture can be viewed here.

Many of our doings and sayings are really motivated by fear. René Girard, who is well known in this country, has differentiated very clearly desires – metaphysical desires, desires which are directly motivated by bodies, and desires which imitate other desires but which are not felt, which are not considered to be of strict necessity. We still do not quite understand what motivates this desire – that the desire of desire can be stronger than the desire itself. For instance, Girard identifies anorexia as not a physical but a mental debility in which somebody desires something that he does not understand and that can destroy him. And fashion is really that phenomenon which explains or realizes the extraordinary dominance nowadays of metaphysical desire. How otherwise to explain the fact that, for about eighty years now, many gifted musicians refuse to write music, but write a kind of anti-music which instead of giving pleasure gives pain?

How can one explain that despite the failure of modern architecture – which was very visible already from the start – such a flawed theory, demonstrated by extremely bad results in both the urban sense and the architectural/technological sense, came to be repeated so many times around the world and then became the dominant system, not only in our cities but above all in our education system, forbidding any reference to traditional architecture or urbanism except as something which is no longer allowed? I studied for two terms at Stuttgart University, and when I understood that what was being taught there was going to destroy any idea that had motivated me to study architecture, I gave up.

The Washington Monument at dawn, Baltimore
Baltimore’s Washington Monument at dawn.

I had the extraordinary chance to have been born in a very beautiful environment, and I found the pleasure I had known in that formidable environment again this morning, very briefly at six o’clock, when I got up in my room here in the hotel. This is not a romantic vision of Caspar David Friedrich, but it’s actually the main square on Charles Street. It is this experience, this personal experience, that has marked anybody who is really interested in traditional architecture or traditional music. Most people are marked by this extraordinary experience, and I think the most important distinction which we have to make is that traditional architecture and traditional music are not historical phenomena, but transcendent phenomena. They are like language, or like mathematics, or like anything good: they are really atemporal goods – good beyond their time.

I try to educate my students to make a fundamental distinction – not to use the term historical architecture, but to distinguish traditional architecture and modernist architecture by a technological difference. In fact, traditional architecture is defined by technology, and therefore is atemporal. It is not linked just to the past, but is that experience of humans building at their scale because there is no other possibility. Obviously the use of fossil fuel energies has created the extraordinary possibility to ignore human capacities, to ignore climate, to ignore soil, and build virtually the same kind of buildings everywhere, independent of climate and of geography.

Echternach, Luxembourg
Echternach, Luxembourg.

I grew up in Luxembourg City, which was virtually intact despite the Second World War that passed over and destroyed the northern part of the country. But I was educated in the small town of Echternach which had been completely destroyed by the Brunstad Offensif. Most of the American artillery was sitting on one side and they would bombard the Germans on the other by artillery, and on the way, they destroyed the city. This is considered by most people as an historic city but is in fact a reinvention of the 1940s and 1950s. I grew up in these building sites and it was an extraordinary experience which has lasted for a lifetime. I have pursued this kind of environment all my life. And I realize, now that I am 68, that all my theories and writings have been about how to make such an environment – not only to preserve it, but to create it ex novo.

I spend my summers in Mallorca practicing music, and also under this porch I have been writing a book which is called Corbusier After Le Corbusier. In it I am reforming, correcting, and translating Corbusier’s ideas into traditional architecture. For a musician it would be extremely interesting (and I think there are people actually attempting) to take Pierrot Lunaire and write out the ideas – because there are ideas in Pierrot Lunaire as well as interesting forms and expressions – but to translate it in a mode of Mahler or of Mozart, or of anyone who wrote music which you can listen to the second time without getting bored.

Palma de Mallorca, Spain
Palma de Mallorca, Spain.

Because what those great musicians have done is virtually invented a world from scratch, building on an enormous edifice of sounds, to create something which is entirely new, in the same way that architecture was invented two thousand, three thousand years ago – many, many centuries and millennia ago. Musical architecture, in that sense of symphonic monumentality and extraordinary spatial dimension, is something relatively new. It is such a glorious experience that you cannot imagine that it will go for a thousand years. There won’t be ten thousand Brahmses or Mozarts writing two thousand five hundred symphonies.

On the other hand, I think that, because they have discovered this world, once we have studied it and, with our sensibilities and the enormous talent which is born every day, met this world, that it will become our own. And then one can probably write a fifth or sixth Brahms symphony which will be as good as the first or second. I think it can be so because there really are new worlds. Discovering one is like moving into a painting – imagine a great landscape of Claude Lorrain and painting it the other way around. It’s virtually an invention of landscape but you can move in it. It’s actually what film does: from one image you create a world. The one world is concentrated in a single image.

I grew up as a modernist, of course, in revolt against my parents. My mother was a musician. I drove them mad with Schoenberg and Webern and so on. My mother always said of Stravinsky’s music, “What is this horse burial? Why do you play this?” And of course, my first building designs were extreme acts of provocation and protest. It’s really when I did my first project for the town where I had been educated, Echternach, that I realized Corbusier could no longer be my master – because plowing any of these enormous buildings which I had been drawing into such a town would mean utter destruction. It is only when I started doing these kinds of projects that I felt the necessity to really relearn a craft that is no longer taught.

Now, it took me twenty years to build the theory which is now being practiced as New Urbanism. It was truly an act of rediscovery – uncovering what had been done for thousands of years before. But what we do not do today is understand the motivating force of modernism. We really don’t understand what modernism is. Well, there are ways of approaching the problem or explaining it by metaphor and by allegory. Modernism in architecture – and music – is very much like the artificial invention of a language, like Esperanto. Esperanto was used by tradesmen and by a very small number of people. But imagine that a very powerful political group took over not just a province or a country, or even a continent, but over the world and imposed Esperanto as a single language, forbidding all other languages and declaring them as purely historical – no longer valid, no longer legitimate for use today. That is what has happened to architecture and even to music.

In architecture it can be explained very simply in a material way. Because of the introduction and use of fossil fuel energies and the fabrication of new building materials, like steel-reinforced concrete or plastics or plate glass – all of which we need enormous amounts of energies to produce – we can achieve building performances which before were not possible with traditional, natural materials. Yet there is no specificity to these new materials. Most people think that concrete or steel or the industrial production of nails created new architecture. In fact, it is not architecture that they created, because the forms which are possible with concrete are independent of the material and there is nothing you can’t cast – a classical arch in concrete as well as a square hole. There is nothing authentically modern to have square forms with concrete, or completely free forms. There is no form for these materials because they can be shaped in any way. You can cast the buildings, put them upside down, and they will be fine for a while. There’s no real authenticity with so-called modern materials.

And because there is very little experience, there is of course no language. There is no language comparable to the language of traditional architecture, which is extremely complex and which is very specific to regions or altitudes formed by different cultures and climates. I think if one used synthetic materials for a thousand years it is absolutely certain that human intelligence and senses and sensibilities will create a language to be the equivalent of traditional architecture, but it will take many centuries. We have not even started. That is why these buildings, which have been produced lately, are so completely out of control. They are just the size that some financial will or political will – or some kind of will independent of traditional scales – allows us to build. Now, when you consider that in the future fossil fuels will become extremely expensive, very scarce, and probably very difficult to use, suddenly we can see that the future of modernist architecture is very limited, and therefore also of modernist art.

The question is “What is modernism?” It is the excess of modernity. It is trying to be more modern than being modern. We are all modern – we cannot help being modern. Just by being here we are modern. So it is not a quality to be modern. We are modern whether we like it or not. It is a question of fate, not of choice. Whereas modernism is definitely something to do with an ideological scheme.

A house pretending to be a monastery
A house pretending to be a monastery.

And this started much earlier than synthetic materials. It has to do with the development of Europe, with the political development and also the military expansion – this extraordinary will to expand beyond the limits of Europe and to absorb other cultures. Architectural language had been troubled for at least 250 or 300 years – well before modernism started. Modernism can actually be explained as a reaction against the trouble in the language.

We began to see strange confusions. For instance, we find a building that looks like an abbey or a monastery – some religious building. In fact it is not an abbey. It is a house for a very rich man designed by a very talented architect. It pretends to be a monastery, but it is a house.

Persius's Potsdam pumping station
A pumping station in Potsdam, designed by Persius.

Or consider a building designed by the very talented architect Persius, who was a student of Schinkel; and though it looks like a mosque, it is not. It is a pumping station for the fountains of Pottsdam, built in the 1840s. This was the strange trouble in the language: why would one create buildings which would no longer represent what they historically mean?

You had then extremes like a simple block of flats in Geneva where you have the whole history and all the styles of the world you can imagine just unfolded for such a lowly purpose. And that leads to protest. It is so extreme and completely absurd, that there is no more language; there is just noise, messages that are meaningless, and it leads to protest and refusal.

flats in Geneva
A block of flats in Geneva.

Twenty years later, in 1914, a very talented architect in Denmark, Ivar Bentsen, foreshadowed the Bauhaus in two competitions for the opera in Copenhagen. The square was all the same architecture. You can only distinguish the opera house by a kind of tower which is dressed like it was an actual building. Modernism in that sense can be seen as a protest against Victorian excess, against this enormous outbreak of eclecticism.

Design for Copenhagen by Ivar Bentsen
Design for Copenhagen by Ivar Bentsen.
Church designed by Mies van der Rohe
Church designed by Mies van der Rohe.

The protest led to other more important movements, producing buildings like the one Mies van der Rohe built it at the Illinois Institute of Technology. What is it? It is not a warehouse; it is a church. I think the cross has been replaced by a searchlight, which is very interesting.

Then, of course, there is the Pompidou Center in Paris. Now the question is, if you build pumping houses which look like mosques, houses which look like monasteries, culture palaces which look like some oil refinery or some building having to do with industry, or a church which looks like a warehouse, what should monasteries look like? What should warehouses look like? What should industrial buildings look like, in order that there is no confusion? It’s very difficult to understand. These buildings, these reactions against Victorian excess, are considered to be more rational than Victoriana. In fact, they have very little to do with reason. The Pompidou Center was planned not only to have the walls move, but also the floors were meant to move up and down. That is why the structure was carried outside as were the stairs – so that everything could move because movement was meant to be progressive.

Centre Georges Pompidou (aka “the Beaubourg’), Paris
Centre Georges Pompidou (aka “the Beaubourg’), Paris.

That is really where we are. How has progress – this idea of progress – come to dominate something which in fact should give stability? Historically, the stability of structure has never prohibited mobility of use. Throughout history we have buildings change use and change meanings; market buildings become churches and so on. There is a very long history of change of use, despite the solidity and immobility of the immobile. Immobilier in French and immobiliare in Italian refer to the fact that buildings are immobile. They do not move because they are not cranes or instruments. Now, why such a stupid ideology? That such an excessive set of ideas should become dominant is still difficult to explain.

Extension of the French Senate building, designed by Christian Langlois
Extension of the French Senate building, designed by Christian Langlois.

At the same time the Beaubourg was built, Christian Langlois built an extension for the Senate building in Paris and Spreckelsen built his arch of La Défense. They are both modern architecture produced by the same regime. But of course the French state would never see itself symbolized by the building of Monsieur Langlois.

But whatever happened in the Beaubourg could be done in any kind of building. You didn’t need the mobility. Actually the mobility never happened: they built solid masonry walls inside, in order to have a proper museum. The floors never moved. You can perform that feat on oil derricks or boring platforms on the high seas because, though they are extremely expensive, they bring in inconceivable amounts of money. But, as we know, culture does not make direct income.

All this happened in architecture at an extremely large scale, destroying historic cities of incredible value. If a painter would take a painting of Gozzoli, a beautiful wall painting in San Gimignano, and would start to restore it in this manner – saying, “I don’t believe in historic restoration; I want to express myself, so we will restore Gozzoli!” – there would be world scandal. How can such an idiotic idea to destroy a really important work of art be funded? That is exactly what is happening not only to our cities but to our landscapes.

A “restored” mural by Gozzoli
A “restored” mural by Gozzoli.

They are guided, and now disciplined and actually ordered, by two charters: the Charter of Athens and the Charter of Venice. And these cannot be reformed. I tried to understand this set of ideas – like the Charter of Venice, this completely absurd set of ideas – that says if you restore an historical building you must not imitate history. You have to differentiate anything you do by material, by color, by proportion, by character – in fact, you must violate the historic building. Otherwise it is not modern. That’s what the Charter of Venice says. The Charter of Athens stated long ago that cities should not be reconstructed as cities, but be divided, deconstructed in extremely large zones of single use – housing one way, culture another, education – all separate, and linked by public or private transport. They are unsustainable ideas, and yet they dominate the world.

And not only do they dominate the world, but they dominate particularly bureaucracy. And bureaucracy does not think. By its nature it cannot reflect critically on what it does. It must apply what it is told to do by law and by regulations which it is supposed to administer. And that is where the thing becomes extremely toxic, because when we now try to build traditional towns or traditional buildings we are faced with a bureaucracy that not only does not understand us but opposes us.

I became interested in an important project in the center of Moderna. The officer of restoration refused the project. We went to the minister in Rome and he sat down with us. He said, “Professor, can you tell us why you put peaked roofs on your buildings?” We were sitting in a room above Rome; we could see thousands of peaked roofs from where we sat.

I said, “I’m sorry. It is either peaked like this or inverted like that. You think there is a flat roof, but there is no flat roof. Have you ever looked at a flat roof? It is always leaning one way or the other because the water has to be carried away.”

“I’m sorry, I’m sorry,” he said, and we went on. But that is the mentality, because bureaucracy is not supposed to think.

A year later I had another project for the EUR district in Rome – a district built partially under Mussolini – and I was to restore the main square with a huge parking area going under the buildings. When the project was presented, everybody liked it. But the head of public monuments refused it, saying, “You cannot do imitative architecture. Mimetic architecture you cannot do.”

I responded, “But Signora, can you tell us what is non-mimetic architecture?”

“We are not supposed to engage in theoretical discourse.”

Again I said, “But Madame, we are imitative beings. Everything in nature is imitative, mimetic. Flowers imitate flowers, humans imitate humans, everything is imitative and repetitive.”

“We must not engage in theory,” and she stopped the project. It was never built. This is now the system which dominates our towns and cities, and it cannot be reformed. It will die its own death by the exhaustion of fossil fuels, or by simply becoming too expensive.

form versus uniform

Traditional architecture is technology before any style. It is technology and typology of building solid buildings, responding to purposes of individuals or of communities, of small or large groups, and it is the accumulation of these experiences which creates the tradition. It is a technique to resolve the building in a pleasant, practical, and lasting way. Innovations happen when they are necessary. In the Middle Ages you do not invent hangars for airplanes. There are no airplanes. But when airplanes appear, there are suddenly hangars for airplanes. That is when innovation happens typologically. Most architects are educated nowadays to be inventive, to create typologies. They present a building and they say, “This is my typology.” Completely insane – a building is not a typology. No one can invent a typology just because he or she likes it. We are in a situation, really, of regression, not of advancement. The fear of backwardness, of not being “in tune”, not being “cool”, is I think paralleled by the fear of age. Why don’t people want to age anymore?

So they buy a beautiful, old house in a beautiful village and then they paint it red, flatten the roof, or make windows which don’t fit. It’s the idea of being different, but different from what? That is always the question. Because the fact is that we are all individuals. Whatever we do is individual. Whether we write, we sing, we walk, we stand, we cook, everything we do is marked by individuality. So there should not be any fear of not being individual. We cannot help being individual any more than we can help being modern. We are individual and we are modern. It is not something about which we should bother. Anyone playing the trumpet will play different from the one next to him, because the shape of his lips or his lungs is very different from that of the other, despite their being similar. This obsession with being individual, of developing individual expression, is nonsensical. And you can only develop individual expression within disciplines which are already shaped and which have been practiced.

art versus so-called art

The thing now with modernist art that has dominated for so long is that we have no more art. Most museums of modern art for me could be closed down without any interest. My test is always this: if you take a piece of so-called modern art and you put it next to the dumpsters and rubbish in the courtyard and it is taken away, it’s not art – because anyone with any sensitivity or any intelligence will recognize a work of art. It has something more about it than just rubbish.

This is where I come to the parallel of music and architecture. Building a very large complex is symphonic work. If you build a large complex over twenty or thirty years – like building a town – you need some discipline which is going to ensure that there will be harmony of parts despite the contrarianism of the users who are going to inhabit it. You need some simple discipline, which can be understood and shared by a large number of people. That is what traditional architecture was about; and that is why we have these incredible treasures of traditional architecture still surviving, despite the will to deform or to destroy them or to wipe them out.

I am practicing this for the Prince of Wales in Poundbury, England and it has now several phases complete. We have built about 45 percent of it. It’s going better and better. It started with enormous difficulties, because the builders were not able to pursue such complex tasks. But now they have been trained and we have architects who have been well trained; and the buildings which come now after twenty years of work and practice are really extraordinary.

A scene from Venice, Italy
A scene from Venice, Italy.

What is distinguishing about traditional architecture – and I think you will find a similarity in music and its universal differentiations – is the very great distinction between vernacular building and classical architecture. In all cultures which have practiced architecture in a systematic way, you have this distinction of vernacular building: very simple buildings which are just walls and pillars and roofs, representing a language of construction which does speak of nothing else but construction. A door is a door, a window is a window, a tile is a tile. There is no message beyond its own being, whereas classical architecture is something more. It is really an artistic translation of building beyond elements of construction into a language that transcends the pure utility of the simple nature of an opening or closure or embrasure or a covering. In Belgium for fifty years now we have given a prize which distinguishes between vernacular and classical architecture – because they are achievements which are of a very different nature, even though they are complementary. You can understand this clearly when you see it in a picture from Venice. Anyone can see which buildings are more important than the others because they are marked by a more elaborate language.

vernacular and classical geometries

I introduce the differentiation of vernacular and classical in town planning because when people see a street that is not straight, not a gridiron design, they say, “Oh, it’s medieval.” It’s not medieval. Geometry in nature is always meandering. There is no straight line in nature. It’s an invention of the geometry of Euclid. There is no straight line and there is no square angle in nature. There is nothing regular or completely self-identical. It’s all similar, but still all slightly different. To have the correct terminology is very important if you reconstruct, because it’s not self-evident. It has to be so clear that people can easily accept it. Between the gridiron plan and more natural geometry there is enormous consequence for the experience and the use of towns.

The gridiron plan became the dominant technique of building towns in the Indies, in South and Central America, and also in North America where it was used almost exclusively – except in villages lost somewhere in the hills of West Virginia, let’s say. But once you conceptualize these two ideas, you can use them, because they are also intellectual models. You can use them to very powerful effect not only to espouse the land – vernacular geometry is much easier to conform to the land – but also to create very great tensions between the straight and the meandering, between the flow and the node. It is this mixture of geometries which is, I think, most satisfying when you experience towns. There is no better demonstration of this dynamic than Venice: the Grand Canal and so on. Even though most buildings are very regular, they often occupy positions that are very irregular when you look from the air. And that irregularity allows adaptation to the geographic and climatic conditions much more easily than does the gridiron plan.

A vision of Washinton, DC
A vision of Washington, DC.

In this differentiation between vernacular and classical, the classical is reserved for very important buildings, which are for the whole community or for the whole town or for the whole nation, creating a hierarchy of expression and locations – in contrast with the more simple, more laconic nature of the vernacular. For instance, in this form of vernacular geometry, you can have very modest architecture without being boring. It’s always very interesting. Whereas when you have Euclidean geometries and gridiron plans, you must have much better, more ambitious architecture in order for it all to be bearable. Nothing is more boring than barracks architecture. So it’s the mixture of these two geometries and the correct placing of the hierarchy of buildings going from private or individual to public and more common-use which are the tools we use to order a great town. I applied it even to Washington DC: flooding the Tiber Creek creates a big lake, and Americans do not have to go to Venice on their honeymoon – they can come to Washington.

vernacular building and classical architecture

In architecture, it is a well-accepted idea that vernacular is pure technology of building. But it is not pure technology in an abstract sense; it is human technology impregnated by the size and the strength and the capacities of the human body, just as musical instruments are designed for the human hand or for the mouth or for the ear. It is the translation of this simple, purely technical performance into an art form that is what we call classical architecture. And you have it in all different cultures which have developed architecture. But in modernism this distinction doesn’t happen: there is no distinction between concert hall architecture and house architecture. It’s just that one is big and one is small. The Villa Savoir, a charming building of Le Corbusier which measures twenty by twenty-two meters, becomes the Royal Festival Hall in London, which measures fifty by seventy meters. Same number of elements, same architecture. Yet it’s by enlarging size that you change also meaning in nature. Galileo wrote pages on the fact that you cannot design a horse that is a hundred meters tall: it will collapse under the laws of gravity. It is this appropriateness of size, scale, and character which I think marks and limits architecture and gives it shape.

the distortion of classical proportions

I was struck by the tuning of a piano or a violin. You first overstretch the cord or string, and then release it until it comes to the right vibration, until the tone is harmonized. I do this with my students. They have to take precise measurements of a column, or a vase or a car, and then they have to manipulate those measurements in order to understand why something is classical and to understand that that is a live value, a living designation.

For instance, you take a classical column – Tuscan, the most simple Doric kind – then you vary diameters. Keep the same number of elements, the same moldings, but make it much narrower or much wider, arbitrarily. The result can be called the anorexic or the bulimic column. Or change the vertical proportions. By making slight changes you can powerfully change the column’s character. It goes from elegant to heavy, from martial to enchanting. Or use the same elements but misplace them; it becomes a-tectonic. The logic of form and construction is disrupted if you do not assemble it in the correct way.

If the vernacular and the classical languages are such a very strong reality of the historic and the transcendental experiences of architecture, is it the same with music? You cannot have an allegretto that lasts for twenty-five hours. You would go crazy. These variations of tone, of rhythm, of timbre, of quality are limited, but it is actually their contrast which creates music. So how much classicism do you need to be a happy person? That’s really the question. How much classicism do you need to build a beautiful town. It doesn’t need to be all classical. You need a very large dose of vernacular. You cannot have cream every day.

Chicago's White City
The White City of Chicago’s World Fair.

A kind of ideal of classicism was performed by Burnham and his colleagues for the White City in Chicago. It was an extraordinary creation, but it was not a model of how the world could be. It was an ideal, Worlds Fair kind of world.

Another extreme of classicism would be the Beaux Arts utopia, where everything is beautiful – even the toilet seat is decorated with pearls. But it’s unsustainable in a psychological and an aesthetic sense.

proportions of classicism and vernacular

And at the opposite end of the spectrum you have animal architecture, which is without any meaning beyond its own self. It’s just a pile of material that performs a certain utility. It has also its own beauty, because whatever we do over a long period of time we can only stand it and it can only survive if we cultivate beauty. Even the most solid building cannot survive for very long if it is too ugly. It just becomes unbearable. It will be blown up and destroyed. So it’s beauty which gives a building a quality that is absolutely necessary for its survival. But I think it’s the mixture of these two qualities of classicism and vernacular which gives a town or a landscape its lasting quality. In Venice, or in Williamsburg, for instance, you will find this kind of mixture of classical and vernacular.

Today, following the categorical confusion which modernism brought about and which was largely unconscious, there is no intelligent theory of modernism. We read Le Corbusier – and I love Le Corbusier, despite his problems – because he was a great writer and poet, but his work is childish. There is no serious theory there, no rational theory of how to build the world. It’s unsustainable.

all mixed up

This now being the predominant set of ideas, often the industry continues anyway with the traditional models of vernacular and classical, but when they do they always get it wrong in scale or expression or size. There is a reason why very large common buildings need to be more elaborate than houses: because when you have a simple barn blown up a hundred times it becomes extremely brutal in shape. You need something more to make it not only symbolically more important but also more readable. Classical architecture is that set of forms which allows greatest readability of elements at a distance, imparts permanence, and also creates symbolic value and beauty at a scale which would not be inherent in common building forms.

size, type, and expression

Today we are faced with strange vernacular temples, hotels that imitate cottage but are the size of an aircraft carrier. Or we have little palaces – cottage size, but obviously ridiculous in scale. When you have relatively small settlements – and let’s put this in the context of music, as in the simple song with the single voice – it can go on for, say, four minutes. But if you have a single voice carrying on for twenty-five hours, you’ll get bored. To orchestrate five hours like Wagner does, you need a lot of art and it needs to be very well modulated to be bearable. I lived in a small village where there was no architecture for sixteen years. There were just three columns inside the church – just enough to have walls, openings, some tiles on the roof, and divided window panes. But art is not missing when this is placed in a beautiful landscape. The landscape takes care of the art. But in large cities you need a much richer language. In the nineteenth-century, this led to the proliferation of imperial carnival classicism – crazy buildings which become such an extraordinary performance. The education required to achieve this performance becomes tyrannical and leads to complete rejection. The Beaux Arts movement trained people until 1958, and then it was finished because, even though it was collegial education, it was also very tyrannical. The same tyranny has descended upon scientists and engineering students – it’s extremely gruesome. Doctors have to study for ten years – absolutely horrendous – day and night. Why this revolt did not happen in medical education or engineering is a mystery to me. Why just in architecture?

architectural tuning

The best formula is this mixture of classicism and modernism, where just a few public buildings have a bit more than vernacular. And that can make very charming environments. We understand it by contrast. A building four hundred meters high topped by a statue of Lenin nearly a hundred meters high is public imperialism. The private is reduced to nothingness. On the other hand, we have private imperialism. Think of Fifth Avenue and, of course, St. Patrick’s Cathedral. It is quite a nice building, but it’s utterly meaningless among the giants of Fifth Avenue. It is completely humiliated in that setting. The properly structured, classical city is much more balanced.

I limit general building fabric to a very simple theory. Despite the fact that we have motorized vehicles, and even if we have unlimited fossil fuel, no problems with technology, and equipment galore, we should still practice traditional architecture and planning because they are imbued with a humane and aesthetic scale, which is really important.

public imperialism
Public imperialism.

And I identify nine ways of ordering towns and placing buildings. By arranging architecture on one side and urbanism on the other, you have between them nine modes, or combinations, by which to do it. There is a lot of choice, depending on the landscape and so on. What is perfectly unbearable as a generalized proposition is the combination of classical geometry and vernacular architecture. We generally call it “barracks architecture” and it is perfectly unacceptable. It’s fine for barracks and factories, but not for common habitat. So you have these two possibilities of geometry in combination; and then what is an absolute necessity is to have, within towns and within walkable distance, mixed used and mixed scale, which naturally leads also to mixed architecture.

private imperialism
Private imperialism.

But mixed use is not an absolute guarantee of a fine city, because you can create a single building containing all uses – and this was Corbusier’s idea: to have a landliner where you have the church and the factory, the public offices and the art gallery, and the housing and everything all in one building. But that is not a city; it’s a building. Buildings are not cities and cities should not be buildings. A large city is not a large house.

nine combinations of architecture and urbanism

You have another deviation when you have uniform volumes, independent of use – where the businesses, the houses, the public offices, the temple, and the library are all contained within the same uniform volumes, controlled by a cornice line and disciplined so they become completely uniform. That’s equally nonsensical. Then you have “anything goes” mixed use. Even though mixed use is a necessity, it’s not a sufficient condition for a meaningful town.

Now, the distribution of vernacular and classical: if our home is the size of a monastery, the housing is a monumental mosque and the church is a tiny, little, dog house. You can call that well-applied but mis-sized architecture and vernacular. You can also misapply classical architecture to the utilitarian building and the church becomes just a naked box. By analyzing small or large buildings according to these principles, you are able to value whether a building is correctly structured, correctly scaled, or semantically – in the sense of meaning – correct. Only once you have a correct composition can you have a beautiful building. Otherwise it is just illusion, confusion, and deconstruction.

application and sizing of vernacular and classicism

I think that the most important book written about energy was Kunstler’s book, The Long Emergency. And I think it is absolutely necessary to read that book. What it teaches us is that the oil peak is not going to be a symmetrical figure. It rise will rise to its peak and then there will be abrupt, very brutal change – in which we already find ourselves – leading to extreme wars and extreme violence, perpetrated to maintain our dominance in that field and in order to run our pack of instruments and maintain our mode of life. Curiously and interestingly, this peak corresponds to the nadir of the traditional arch, which used to dominate.

Modernism was very interesting when it was an experimental art, when just a few rich clients would build their interesting houses. It has become absolutely lethal as a scheme for mass building – a toxic investment. And it’s going to disappear with the increased cost of energy. It’s the fossil fuel economy that really has changed our mode of managing the air, time, energy, and land, and it is going to change. We have to prepare for that because otherwise it will erupt over our heads.

What dominated traditional architecture was climate and soil, and these conditions created very different architecture between regions. For instance, the architecture of the Basque hillsides and that of the Landes region, which is just twenty kilometers away, are very, very different. Meanwhile, the architecture of the Basque hillsides is virtually the same as that in the Himalayan Mountains because they have similar climatic conditions. It is really climate and altitude which have a very strong influence on the shape and style of buildings, historically and traditionally.

landscrapers, skyscrapers, and sprawlers

When you have a lot of fossil fuel energy you can build the same building in any climate and any altitude, but it will have no permanence because the energy it will take to maintain these buildings will be too expensive. There is only one model to counter the hubris of scale we now achieve, this excess of verticality or horizontality – and they are related problems: suburbanism piled high or suburbanism spread thin. Three dominant building types – the skyscraper, the sprawler, and the landscraper – always occur in excessively large, single-use zones.

Such zones reach beyond the limits of human scale, following the Charter of Athens which we might also apply to gastronomic intake in something like this way: instead of twenty-one varied meals each week, we have all the liquids on Monday, all the meats on Tuesday, all the fats on Wednesday, pasta on Thursday, Friday (for Catholics) fish, all the alcoholic drinks on Saturday, and the baked goods on Sunday. Then after one week the individual is dead. This is what we have been applying to cities. Housing is not the same as houses. To misunderstand that leads to the deconstruction of settlement. It’s inhuman because it has nothing to do with human settlement. And it’s not sustainable.

This incredible, extraordinary repetition represents the deconstruction of the landscape of human beings. We must reconstruct our overgrown cities because exceeding their proper size, as overgrowing the specific size of a cell, is disease – is cancer. This is what is happening to cities. It is as if families grew, instead of by multiplying the number of individuals, by growing the bodies of the parents until they far exceed their natural size; and this is what has happened to cities that have over-expanded, sprawled horizontally or sprawled vertically.

models of city growth

It is the excess, the cul-de-sac reality, which creates planned congestion. Enormous skyscrapers are vertical cul-de-sacs, which congest the network on which they sit. Why there are not more opponents of skyscrapers I do not understand, because they are completely unreasonable. Imagine skyscrapers developing not just for a generation but for 500 years. Let’s say we have no limit to fossil fuel. It would be absolutely unbearable, except living on top, to be in such a compound. It is idiotic, a completely silly idea, and it’s toxic investment. It’s destroying the future of humankind.

This extraordinary jump of scale, which you have independent of ideology, could be represented as Medieval economy, Renaissance economy, and the economy of the nineteenth century. Most utilitarian states already have enormous lots – lots taken just for housing that would be the size of three traditional towns. These enormous lots are often given to a single architect with a single function, which leads necessarily to boring architecture, and boring architecture is unbearable. So architects invent interesting forms to make the boring program more lively, and hence there are things sticking out and leaning over – this silly ballade, which is no music, it’s terrible boredom and meaningless.

Poundbury's polycentric plan
The polycentric plan for Poundbury, Dorset.

Even if we had no limits to energies we should still go back to traditional plotting – in Poundbury, after all, we have the Prince of Wales as a single large landowner, but we have lots which are very different sizes, allowing very different forms of use and therefore also of architecture. Poundbury developed as polycentric instead of having a polynuclear nature. If you have enormous concentrations, this also leads to extraordinarily and extremely rigid social stratification. It is social zoning. For instance, in Colombia you have zones according to income – something like nine categories of income. You cannot buy a house if you are from one class in a zone of a different class. But it is differentiation of scale – great variety of scale, mixed scales, mixed use, mixed architecture – that leads to a rich and varied traditional architecture environment.

a home in Poundbury, Dorset
Poundbury, Dorset.

The buildings at Poundbury are now as good as any historic buildings in England. We limit our heights not metrically but by numbers. I think that a good scale for towns is three floors: what you can walk every day ten times without getting bored. Anything higher is a stress. I lived in Madrid on the eighth floor, walking up it twice every day in order to keep in shape – but it’s hell walking eight floors. So imagine even the slightest irregularity in the use of energy; when electricity is no longer assured high buildings will become extremely difficult to use.

number of floors versus height

But this limitation to three stories is no limitation to height. We are not against high buildings per se. The Eiffel Tower is a three-story skyscraper. The Capitol in Washington is a one-story skyscraper. The Washington Memorial is 150 meters high; it has no story. So you can build very high, symbolically powerful buildings, without having many stories.

Going back to small scale operations, we only use small builders, with a maximum of twenty employees. In that way you bring back and you encourage small scale, local craftsmen – those who can actually live where they work. And this redevelopment of crafts allows you to use forms which you are not able to use – a richness and an authenticity of elements which you are not able to use – with large forms of industrial building.

Cayala, Guatamala
Cayala, Guatamala.

The project in Guatemala called Cayala is now having a lot of success. It took eight years to get it off the ground, but we had very good architects who are our main partners there and who were trained at Notre Dame University in Indiana. We now have this new generation of talent that has been properly trained. In music, you are lucky because you still have the old craft of playing instruments the proper way being taught. In architecture, we don’t have that. We have one school in the United State which teaches the craft of designing traditional buildings, and unfortunately often the industry is not able to follow. But every one of these sites is a teaching instrument.

architectural kitsch

Many architects think that imitating traditional forms is not creative, but nobody can reinvent the roof or the window. It is a complex in itself. You don’t need to reinvent the window. It has been invented. All these reinventions are just noise. The problem we have to deal with is that the industry is often reproducing traditional models, but their replacements are all fake and therefore one of the toxic results – maybe the most important toxic result of modernism is that traditional architecture has become a product of scandalous inauthenticity. The market actually buys the worst kitsch. People get fake houses. They spend their life’s earnings to get a fake house, which after twenty years is just rotting, as you well know. So every building site is reeducation of the industry.

the architect's dilemma

Conservation: I know architects who have spent their lives restoring beautiful, historic buildings. They never get a prize; there is no glory. There is now one prize in this country, the Driehaus Prize, which finally recognizes the quality of people who do the right thing. You can get the world star by doing something like this – I drew this long ago and now it’s built: the army museum in Dresden looks like that. There’s no word for it but idiotic, because there’s no value in it.

Now people are so illiterate that they cannot distinguish architecture anymore. When a good restoration is done properly, they think it’s historic but not inventive. But to do a proper restoration now is an unbelievable effort of invention, conviction, education, and persistence – over months and years – to get it right. Otherwise it’s just full of mistakes.

Consider the Euro bank notes: I counted on the seven or eight bank notes eighteen mistakes of architecture. Imagine that many mistakes in some official government document. The perpetrator would be locked up. But the people who drew these, they are are scot free. It’s comical.

beauty is in the eye of the beholder

Beauty, it is said, is in the eye of the beholder. True, but the eye has to be in a certain position, otherwise beauty cannot be in it. A man can admire the beauty of a fire, but if his feet are in it, his eye will be filled with horror. To him there is no more beauty in the fire. Everything in nature, including whatever we do, is beautiful. Even the worst sound is beautiful if we have the right distance from it. Conversely, you can play the loveliest music you want, but if you are a kilometer away from it, it’s meaningless – it’s just noise in the distance. The distance, the height, and the relationship to the beholder need to be correct. That is where modernism fails on all scales. And that is what we are trying to rectify.

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