Business

Tending the Gardens of Music, Part I


EDITOR’S NOTE: This essay is reprinted here with gracious permission from Encounter Books, who originally published it in 2004 as part of a volume edited by Roger Kimball and Hilton Kramer, titled Lengthened Shadows: America and Its Institutions in the Twenty-First Century.
This is the first installment of this reflection on the reality and exaggeration
of oft-repeated claims about the state of classical music today. Read the second part here.

America may be a young country, but it fairly dominated music in the twentieth century. When I say music, I mean classical music, but the statement applies equally to popular music – maybe even with more force. Think of Gershwin, Rodgers, Porter, and the jazz greats, just for starters. It all went wrong in about 1970 – you’re free to pick your own date – but that is another long, sour essay.

In classical music, America’s strength is a little short of astonishing. We are talking about a European art form, which the United States embraced with gusto. When the Declaration of Independence was signed, Mozart was already twenty; America had a lot of mud (and political genius and some other things). By the Civil War, we had little to commend us but Louis Moreau Gottschalk. But by the end of World War II, we were rolling.

Of course, Europe helped us immensely, by persecuting – when not trying to kill – so many of its people. America grew to dominance in classical music partly by default, as it did in other areas. Conductors like Reiner, Szell, and Solti may not have chosen to have American careers, but those were the careers they wound up having. Our musical institutions were built on the talent and drive of European émigrés. And those institutions are healthy now, despite clamorous claiming to the contrary. Will they continue to be healthy – even dominant – as the twenty-first century progresses? Probably so, as long as America remains welcoming, ambitious, and free.

To remark the preeminence of America is not to say that Europe is nothing – not at all. Vienna is still a worthy music capital, and Berlin has much to offer, and so does London, not to mention numerous smaller places, such as Oslo. But the United States is still the place where the action is, where big careers re made, where music-making is most predictably excellent – in the orchestral hall, in the opera house, and elsewhere. An acknowledgement of this should have no odor of chauvinism whatsoever; it is a matter of objectivity. Music is a universal, not a national, enterprise anyway, and people from all over the world come to America to make music, rendering this activity not so much American as human.

The death of classical music is frequently proclaimed, and it has ever been thus. As Charles Rosen once wrote, “The death of classical music is perhaps its oldest tradition.” The arguments in favor of death (if you will) are so tired and weak they are hardly worth confronting anymore. But we are usually drawn in. In my experience, some people actually enjoy predicting or announcing the death of classical music, because, when they do, others are apt to nod sadly and knowingly. To proclaim the death of classical music marks the proclaimer as a defender of civilization, and a foe of the destroyers.

One who doggedly counters the death idea is Gary Graffman, the pianist and (former)director of the Curtis Institute of Music in Philadelphia. He was even moved to title a recent speech “Dead Again”! He noted that he kept having to give essentially the same speech, because prophecies of doom would not let up. “Disaster is always just around the corner,” he said. But “one advantage of having reached the age of pontification” – Graffman is in his mid-seventies – “is that I actually lived through experiences identical to those which are now considered unique to our present philistine conditions.” He went on to give multiple examples, some of them amusing. Consider this: in 1961, RCA Victor wanted Horowitz to record an album of popular music. His wife, Wanda – the daughter of Toscanini – shouted to an executive, “Better you should open a whorehouse!” RCA canceled the pianist’s contract. Somehow, he survived.

When Graffman was coming up, the music business was puny compared with today. In the late 1940s, “there were only two major concert managements, with a total of about 40 pianists between them.” In 2001, Musical America – a professional bible – listed 624 pianists. “So maybe we should be worrying more about glut than decline.” Moreover, at mid-century, “New York had only one large concert hall, and – believe me, because I was there – very few performances were anywhere near sold out.” For Horowitz, Rubinstein, and Heifetz? Yes. But for Serkin, Milstein, and Piatigorsky, Carnegie Hall was not even half full. No one thought this condition odd or alarming. Indeed, “a half-empty (or half-full) hall” was “the norm.”

Zarin Mehta is eloquent on the subject of glut, as he is on other subjects. (Mehta was the executive director of the New York Philharmonic, and the brother of the conductor Zubin.) “If people think that classical music was healthier in earlier decades,” he says, “they should investigate how many seats were available then versus now.” The success of classical music in the 1960s and 1970s, when orchestras became full-time instead of part-time, “led to an explosion in every city” – and not just large ones, but simple burbs. Communities wanted their own orchestras. “Many, many more seats became available for classical music.” So “if ticket sales are deemed soft today, perhaps it’s a question of supply.”

 

I will take a little tour of the American music world, looking in on various facets. But here is a basic point: How you think classical music is doing depends, in large measure, on what your expectations are. If you expect classical music to be as popular as popular music, you will be sorely disappointed. As I frequently have cause to say to people, “That’s why they call it popular music, you know.” There will always be a type that can’t stand that the broad public fails to share his concerns, passions, loves. Many such people have an evangelizing, proselytizing spirit – they can hardly sleep at night knowing that their neighbors prefer musical dross to gold. They will not reconcile themselves to the fact that classical music will always be, as it has always been, a minority taste. But the minority – lucky us – has an abundance before it.

The great mezzo-soprano Marilyn Horne said to me, in an interview, “Classical music is under assault in this country.” This is an understandable – if strikingly dark – point of view, for in some ways we are slipping. For example, music education in grades K through 12 has all but ceased. And the song recital – a major Horne concern – is dismayingly rare. But in other respects, we are going gangbusters: Chamber music has exploded, for instance. You can hardly walk a block without encountering a chamber-music concert, or festival. As Gary Graffman pointed out to me, there used to be only the Budapest String Quartet, and its most prominent member, Alexander (Sasha) Schneider, liked to recall, “Vee vent by bus.” Now there is a comparatively huge number of musicians who make a living in chamber music, and they don’t go by bus.

Even in areas where we seem to be distressed, the news is mixed. The recording industry is currently moribund, but why? Because the record stores are groaning with albums already made. Never has so much music been available to so many, and so cheaply. As Zarin Mehta commented, “I started buying records when I was sixteen or seventeen. I don’t go to record stores anymore, because I have essentially everything I want. Do I need a fifth recording of the Ring cycle?” Furthermore, the Internet is now seen as a great robber of recordings, but it may prove a boon to music in the future. In addition, musicians are making CDs in their own homes or studios, at little expense, and selling them to interested parties.

So the business of music will evolve, as it always has. We may not be able to foresee its forms – but we can count on musical life.

 

For orchestras, times have changed dramatically since mid-century. Then, you could hardly make a living as an orchestral musician, even in the best orchestras. “The men,” as they were called, had to sell shoes, paint houses, and do other odd jobs in the summer, just to make ends meet. A fifty-two-week contract was only a dream; it is now an entrenched reality. To work in an orchestra is not to take a vow of poverty; pay in one of the big orchestras begins at about $100,000 a year; it soon rises.

Even aside from the top orchestras, there is an embarrassment of riches. Jack McAuliffe, (former) chief operating officer of the American Symphony Orchestra League, reports that there are about 1,800 orchestras in the fifty states. Of these 1,800, about 600 are either youth, conservatory, or collegiate orchestras. They are “important for the development of both orchestras and audiences,” says McAuliffe, “but they aren’t necessarily a factor in discussing the economics of orchestras today.” Of the remaining 1,200 “adult” orchestras, “you have orchestras in which everyone is paid, and, at the other end, orchestras in which no one is paid. Of the 1,200, about 350 fall into the category of professional orchestras, where the majority of members are paid, and participating for professional reasons, not merely for the enjoyment.”

In the past couple of seasons – since September 11 – orchestras have had trouble, as many businesses and other enterprises have. But, as McAuliffe notes, the decade of the 1990s was “probably the best ever for orchestras, with record attendance.” About 32 million seats were filled in the 200001 season, up 16 percent from ten years before. “During the late ’90s,” that roaring time, “virtually every orchestra was showing at least a small surplus, with many in the process of building substantial endowments – and the ones that had them already were increasing them.”

Since 9/11, we have, again, been in a “much more challenging time.” Most orchestras are worrying, but they are succeeding – because they are knuckling down. “Of the 350 professional orchestras,” says McAuliffe, “we’re aware of eight that haven’t made it – that have either ceased operations or filed for bankruptcy. That is a failure rate of three-quarters of one percent per year. For most industries, that would be downright enviable.” But, if a couple of orchestras stumble, the media tend to play it in death-of-classical-music tones. To be sure, says McAuliffe, the failure of an orchestra is no fun for that orchestra’s community, but part of economic life is that some institutions fail – and then, perhaps, recover, get reconstituted, as has happened with many orchestras. In the late 1980s and early 1990s – another difficult period – eight orchestras went under (by coincidence, the same number that would succumb a decade later). In time, however, each of those eight communities gained an orchestra of approximately the same size and scope of the one it lost. For example, the Denver Symphony came back as the Colorado Symphony. The orchestra in Birmingham came back as the Alabama Symphony. In most such cases, the same basic group plays under a new name, and under different governance.

Quite recently, Pittsburgh suffered a bankruptcy scare. The orchestra there is superb, bearing a storied past. But through the years, the PSO was not supported much by the community at large – that is, with donations – because a few prominent citizens, most of them named Heinz, took care of it. Pittsburghers in general did not have the sense that they needed to contribute in order to have an orchestra. But the prospect of bankruptcy jolted them awake – and they responded with their contributions, utterly unwilling to see their orchestra expire, or even flag.

McAuliffe sums up: “Orchestras are still a robust part of the artistic life of an awful lot of communities. In fact, they are often centerpieces of that artistic life, forming the basis of opera companies, dance companies, music education in schools” (such as it is). Orchestras will never “just work,” without effort – “it really takes dedication.” But “interest in this art form isn’t dying; it’s just an expensive form of art to support.”

 

Not only are today’s orchestras robust, they have sturdy homes to live in – in many cases, new ones. Listen to Robert Harth, executive and artistic director of Carnegie Hall: “To those who would sing the swan song of classical music’s death, I would point out the fact that the most talked about building on the planet was built for classical music.”* Harth made that statement in October 2003, and he was speaking of Disney Hall in Los Angeles, designed by Frank Gehry. “It’s a magnificent building, a life-changing building, not just for the L.A. Philharmonic, but for that entire city. And that makes a dramatic and positive statement about classical music.” Jack McAuliffe would point to Newark, too – yes, Newark: “The New Jersey Performing Arts Center was built in the middle of nothing, and it has spawned all sorts of development. It is now a pleasant experience to go to Newark. I guarantee you that wasn’t the case ten years ago.” And “the New Jersey Symphony is thriving.”

Other new halls include the Kimmel Center in Philadelphia, Benaroya Hall in Seattle, the Max M. Fisher Center in Detroit (nicknamed the Max), The Meyerson Center in Dallas, Bass Hall in Fort Worth, Jacoby Hall in Jacksonville, and the Schuster Center in Dayton. Robert Harth adds, “Atlanta is building a new concert hall, and Toronto just redid theirs. Severance Hall in Cleveland has been completely revamped. This is ‘dying’?”

But Marilyn Horne sounds a cautionary note. In Greenville, South Carolina, they built the Peace Center, a fabulous performing-arts complex. (It is named for a philanthropic family named Peace, not for the concept.) The center “has a recital hall, a concert hall, and extraordinary acoustics,” says Horne,

but as the man responsible told me, “It’s easier to raise money than to put a body in a seat.” So what did he have to bring in to put bodies in the seats? Les Miz, Phantom of the Opera, and so on. There’s nothing wrong with bringing those pieces in, but it’s not classical music, and that is worrying.

It is indeed: but in 200304, the Peace Center had not only Les Miz – and Seussical, for that matter – but the Emerson String Quartet (part of this chamber boom I mentioned).

A second cautionary note comes from Sedgwick Clark, editor of Musical America. He is concerned about the cost of all this music building. “We must take stock of what we’re spending, and control our costs. I look at Disney Hall, and it’s an extraordinary thing, but it’s going to cost an arm and a leg to maintain.” At Disney, “the cheapest seat will be $35. To sit in the orchestra will be $120. For a concert! Maybe I’ve just gotten old, but the fact of the matter is, $120 for a concert – how many CDs can I guy for that amount? This is a serious problem.” Our new orchestral halls are impressive, Clark notes, but “if they’re not sold out, or close to sold out, the orchestras have a terrible time.” There are those generous salaries to look after, and employee benefits, and pension plans.

Fundraising in music is a special art. Beverly Sills knows quite a bit about it, and about fundraising in general. “I raised $100 million for the March of Dimes,” she informs me,

and hundreds of millions for other charities. Medical causes do better than music. If you have some disease to cure, you’re not going to want to fork over millions for another production of La Bohème. But I say in all my speeches: “Art is the signature of civilization.” We dance for joy, our hearts sing. When we’re little children, we take crayons and know immediately how to scribble. When my husband and I moved into a new apartment, the first thing we did, poor as we were, was paint the walls and hang up Mama’s pictures. In the car, we want the radio on. We don’t want to be in a silent ambiance.

So she tells her audiences that the arts are not a luxury, and they – at least for her, a woman hard to turn down – come through.

 

Mention of Beverly Sills leads us to the opera. It’s not easy to be gloomy about this slice of music, no matter how hard you try. Marc Scorca, the president of Opera America, supplies the essential facts: In the second half of the twentieth century, opera in the United States grew enormously – it was practically a boom. Opera America now has 115 member companies there are companies in all but a handful of states. Aside from these, “there are many smaller, community-based endeavors, and lots of university and conservatory opera programs that put on performances for paying audiences.” Of the 115, fully three-quarters have been established since 1960.

Understandably, opera is “the most expensive of the traditional performing arts,” as Scorca says. “One of the reasons we see opera-company formation as a relatively recent phenomenon is that the financial and infrastructural requirements of opera are considerable: It takes a long time for a community to have a critical mass of audience members and donors prepared to sustain a company. You can’t put on an opera very spontaneously.” No, you have to have a chorus and an orchestra; you need technicians, stagehands, a costumer, a stage designer – and that’s not even mentioning the soloists. Plus, opera “is traditionally performed in a theater with an orchestra pit, and not every community has one of those. You can put on a play with two characters in a store front. You can have a dance program in a loft, as long as it doesn’t have too many pillars. But opera is a formidable undertaking.

Therefore, the public must want it, for these companies to be born and to succeed. Scorca explains that opera is “a multimedia art form in a multimedia world.” It includes texts, visual images, drama, often dance – “and these components are very much part of our popular culture.” Opera

doesn’t ask you to sit and enjoy a purely auditory experience. It involves you in every way that other contemporary entertainments involve you. As people seek a classical-arts experience that is still based on the multimedia sensory experience they have enjoyed in the popular culture, opera is the classical art form they can respond to.

One boost to opera was the advent of titles – supertitles, seatback titles, those lines of words that help an audience member understand what’s happening onstage. Says Beverly Sills, “I worked very hard to bring titles into the opera. Jimmy said, ‘Over my dead body.’” (That would be James Levine, artistic director of the Metropolitan Opera.) But titles came to the Met, to the satisfaction of almost everybody, and with Levine still breathing in the pit. Marc Scorca confirms that titles made for “a huge improvement in reaching out to new audiences.” Before, there was always a severe language barrier to overcome. Now people do not sit flummoxed (except by plots and other operatic strangeness). Some traditionalists maintain that titles break an important visual connection to the performer – and they are right – but most of us judge it a sacrifice worth making.

 

The reigning house in America, of course – and in the world – is the Met. It has no real rivals, as its (former)general manager, Joseph Volpe, points out (not boasting); it is a unique institution. There are other companies as renowned – La Scala in Milan, Convent Garden in London, the Staatsoper in Vienna – but no one company that does so much. Volpe notes that La Scala puts on seventy or eighty performances a season: “To be general manager there would be a semi-retirement job”! The Met has a full-time orchestra and a full-time chorus, and “it’s important that they work” – more or less continuously. In Vienna, “they’re known for putting on a production with no rehearsal at all, or just one rehearsal. They’re also known for having one leading cast member,” with the rest plucked from the company. “We are, and have been historically, noted for having top singers.” But, Volpe continues,

as the season expands, this becomes more and more difficult, particularly considering travel. A lot depends on the dollar. Our fees are lower than in the European houses. In Italy, they’ll pay $30,000 for a single performance. They’ll deny it, but it’s true. Our top fee is $15,000. So, what’s going to happen is, some singers will spend more time in Europe than in the United States.

Volpe cites Bryn Terfel, the beloved bass-baritone from Wales:

He has three children, and it’s easy for him to jump on a plane and fly to a city in Europe, sing, and go home. To come to the Met is a larger commitment. You end up here a long period of time. You can’t fly home to be back with the family, as you can in Europe. The days of great singes staying in America are over.

Like everyone else, the Met has taken a financial hit in the post-9/11 environment. Ticket sales and donations are down. But the institution is fundamentally sound. As Volpe observes, a house that survived the Great Depression can survive a lot. You just have to roll with events, and not panic.

A particular concern in recent days has been whether the famous Met radio broadcasts will continue. They began in 1931, and in 1940 came under the sponsorship of Texaco. In 2003, that company – now ChevronTexaco – announced that it would quit sponsoring the broadcasts. This was no small matter to the Met, because, as Volpe points out, radio is responsible for a good deal of its national and international reputation. Three million people listen to the broadcasts in the United States, and seven million listen in forty-one other countries. “That’s very important to the Met’s image.” It takes about $7 million a year to produce these radio broadcasts. At this writing, the Met has not secured permanent sponsorship, but Volpe and Beverly Sills – who is chairman of the Met’s board – are confident that they will. There is little reason to doubt them.

About the prospect of making records again, it’s hard to be as confident. The recording industry is now stagnant, as I have mentioned. Opera CDs coming out today, says Volpe, tend to be produced in Europe, “with orchestras that are paid a very small fee.” Unionized orchestras in the U.S. would have none of that. “What’s been happening in our country is that record companies have been saying for years and years and years. ‘We can’t afford to pay what the musicians demand, and we can’t make any money off of classical music.’ So business has dried up.” And, “frankly, how many Rosenkavaliers do you need?” (Back to the glut problem.) Continues Volpe, “The only way the Met will get back into recording is if we produce recordings live, without paying fees, and then have some kind of revenue sharing with our people.”

The general manager recounts a conversation with Renée Fleming, the celebrated soprano, who opened the 200304 Met season as Violetta. “Renée was unhappy because there was no television for her Traviata. I told her that we would broadcast on radio and that maybe, someday, there would be a recording of that.” In truth, “that’s the real McCoy,” the live broadcast, with no touching up, no corrective takes, “and I don’t think it’s so horrible” to present the company that way.

Volpe and the Met are often criticized for producing too few new operas – for being a mere “museum,” if not a “mausoleum.” The GM protests,

If you look at the last ten years, our track record with contemporary works is probably as good as any opera company’s. But understand something: Commissioned works are very, very expensive. We have to fund the commissioning and fund the production. If we can do one every three years, that would be a nice pace. What we can do depends on our financial situation.

Sure, in the good old days, the Met produced one new opera after another. But “do you know what?” asks Volpe. “Composers would come in off the street, shove a manuscript into your hand, and say, ‘Here’s an opera. Wanna put it on?’ They didn’t start with, ‘First give me $350,000, then …’ And remember, we rehearse what we perform: We don’t put things onstage unrehearsed.” Rehearsal, like time – being time – is money.

The Met seems permanent, unbudgeable, like the U.S. Capitol. Will it be forever? “I think it will be forever,” says the GM,

because there are so many people who love this art form. The question is, What does that mean? The Met in the form of today? Maybe not. Does it mean thirty-two weeks of performances a year? Maybe not. So the question is – I hate the word “evolve.” When I first started out, I hated that word. I said, “Don’t tell me about ‘evolve.’ You’ve got to be in charge and decide things, not just let them evolve!”

But Joe Volpe is more comfortable with that concept now, as one is often forced to become.

* Mr. Harth died in January 2004.

Business

Tending the Gardens of Music, Part II


EDITOR’S NOTE: This essay is reprinted here with gracious permission from Encounter Books, who originally published it in 2004 as part of a volume edited by Roger Kimball and Hilton Kramer, titled Lengthened Shadows: America and Its Institutions in the Twenty-First Century.
This is the second installment of this reflection on the reality and exaggeration
of oft-repeated claims about the state of classical music today. Read the first part here.

A word about the audience – the concertgoers, the operagoers. From time immemorial, people have fretted over the “graying” of the audience, and the relative paucity of the young. This should not be high on any list of worries. As Sedgwick Clark puts it, “You come to appreciate music more when you’re older. Also you tend to have more time and money.” Carnegie Hall’s Harth says, “If you look at pictures taken during Toscanini’s concerts, you will see that the audience is a sea of gray hair. I assume those attendees are now in another realm. But people still come for concerts conducted by Simon Rattle,” and these tend also to be gray-headed.

Jack McAuliffe of the Orchestra League notes that the median age of an audience member – for an orchestral concert – is “somewhere in the mid-fifties.” And “when you say that, most people think, ‘Gee, the concert audience is over fifty-five’ or so. But what it really means is that half the people are younger than that, and half are older – sometimes a lot older. What are we supposed to do? Kick people out when they’re seventy or eight? They keep coming.” The quest – even lust – for younger people sometimes gets a little comic. They are, for many, a holy grail. Concert presenters want the young, the same as churches do. Experience has shown, however, that people take a while to come to both – that is, to music and to church.

But we should not be overly blithe. McAuliffe stresses a key difference between today and yesterday: “most people,” now, “have grown up with absolutely no exposure to classical music. People knew something about music a generation or two ago. Even if they didn’t want to, they learned something about it. Today, it’s easy to avoid, and even if you want to learn about it, it’s hard to get.” In the past, orchestras were “the provider of the end product,” and now they are “the introduction” to it. Orchestras, opera companies, and other institutions are doing what they can to fight musical ignorance, by providing pre-concert lectures, notes on the Internet, and the like.

Zarin Mehta says that it is not only lack of education that gives pause, but “lack of espousal by the media.” The larger culture seems unwilling to embrace and instill classical music. Therefore, Mehta wonders whether the gray heads will keep coming, as they always have. Not a few critics maintain that younger people would be attracted by additional contemporary music, as opposed to the standard repertory. Programming is a rich subject, demanding an essay, or a book, unto itself. But suffice it to say that evidence for this claim – newer would attract younger – is thin on the ground. Nor does common sense support it. As Mehta says, “A certain group of young people may go to an avant-garde evening, if it is created in a certain way, but when you talk about a symphony orchestra playing new music, it is as difficult for a young person as it is for an older person.” Really, “if someone has not been exposed to much music, do you give him a festival of Beethoven or a festival of Ligeti?”

Now to the death of the recital, or at least its diminishment. This is especially troubling in that a recital is, for many of us, an incomparably satisfying musical experience. Ignat Solzhenitsyn is a pianist and conductor (and a son of the great man). Of recitals, he says, “They’re going down the tubes. Apparently, they’re too boring, they require too much concentration.” And the explosion of chamber music has bitten badly into recitals, as presenting organizations “just view them as too risky, economically.”

Of course, recitals still abound at Carnegie Hall. Indeed, Carnegie has opened a new hall within its complex – Zankel Hall – that will see a great many recitals. But Robert Harth does not necessarily expect a recital to sell out. He points to one of the best events – in his view, and mine – of the 200203 season, an all-unaccompanied recital courtesy of the great Russian violinist Maxim Vengerov. “Let me ask you something,” says Harth:

What’s a successful concert? Carnegie Hall has 2,800 seats. For Vengerov, 2,000 were in attendance. I said to my board, “Is it not a success because 800 seats were empty? Or is it a success because 2,000 were filled?” It’s absolutely a success, if it’s a great concert and those who were there had a wonderful time. It becomes an unsuccessful concert when, as an administrator, you budget to sell 2,500. But if you budget to sell 1,500 or 1,800, you’ll be happy.

Harth knows that Carnegie Hall will lose money – virtually all classical-music organizations do. He just wants to lose it wisely and enrichingly (in a nonmonetary sense!).

Since 1994, Marilyn Horne has devoted a good bit of her time to the Marilyn Horne Foundation. I have frequently described this organization as a “point of light,” to adapt the famous – or once famous – term used by the first President Bush. It is dedicated, in particular, to the perpetuation of the song recital. Is it really true, I ask the great mezzo, that there are fewer recitals now than there used to be? “Oh, my God yes, please. I started going to song recitals when I was a child, and I started singing them in about 1960. From that time on, I could count on doing twenty or thirty recitals a year, depending on my availability. Some years were heavy with concerts [with orchestra] and some years were heavy with opera, but there was no question that the [recital] opportunities were there.” The number of “community concerts” has greatly decreased. And those series that remain “seldom take classical singers. They don’t take them at all, unless the singer is a big star. So where is the younger singer going to get experience?”

Horne faults the “dumbing down of America” and the tendency to “play to the lowest common denominator.” Television, computers, and other innovations play their distracting roles. Opera, the singer concedes, is doing much better than the vocal recital, which is odd, in a way, because recitals are infinitely cheaper to present. “But you have to have people in the seats,” regardless of the cost of staging the event. “And opera is much more glamorous, of course,” suited to our “very visual age. You can see this in the way casting is done, and the fact that the stage director and the scene designer have much more power than they used to have. If you read an opera review, you see that seven-eighths of it are about the production.” The music is almost an afterthought.

A special shame about the decline of the vocal recital is that there are so many today who do it well. In lieder alone, I might name Michael Schade, Christine Schäfer, Thomas Quasthoff, Marjana Lipovšek, and Thomas Hampson, and I have barely gotten started. I, of course, have heard them, in some cases repeatedly – but I frequent halls in New York and Salzburg. Marilyn Horne has sung in all fifty states – the last of which was Wyoming, where she performed just as her (classical) career was closing. (She now does pop evenings, and marvelously, too.) Whatever the cause for optimism in other areas, it seems clear that the flame of the song recital – and of the recital in general – needs serious tending, which Horne, of course, is laudably engaged in doing.

We now turn our attention to that “culprit,” chamber music. America has progressed far beyond the Budapest String Quartet, the famed four who “vent by bus.” There are dozens of string quartets, and other chamber ensembles, making a fine living. As Solzhenitsyn says, “Look at the numbers: The quantity of series and festivals devoted exclusively to chamber music is increasing every year.” The Chamber Music Society of Philadelphia, for instance, started off with a handful of concerts, and “now they’re doing seventy.” Chamber music “has gone from precisely that – a private, intimate affair [in a chamber] – to a major staple of the concert stage.”

The leading chamber-music institution in the country is the Chamber Music Society of Lincoln Center. Founded in 1969, it was a mere “niche-filler,” to use Solzhenitsyn’s term, but it rapidly grew, spawning many imitators. Its artistic director is David Shifrin, who on the side is one of the world’s foremost clarinetists. He confirms that presenters find chamber music affordable and even profitable. “You can do it in someone’s living room or you can do it in Avery Fisher Hall. Organizations that can’t afford to pay stagehands or a high rent can present a chamber ensemble of the highest quality – they can do it in a high-school auditorium.” If you have any funds at all, “you have a great shot of getting a world-class performance in great and compelling repertoire.” But “as much as I enjoy playing chamber music, these concerts have sort of taken the place of recitals. I wish there were room for both.” To be sure, presenters will still engage “the superstar pianists, but not that many violinists or cellists – to say nothing of clarinetists, flutists, or French horn players – have a shot at a recital.” So the sonata repertoire, in particular goes unheard. “Most presenters around the country go for star power, go for box office. If they can’t have a famous name, they want more people onstage.”

As for the Chamber Music Society of Lincoln Center, Shifrin believes that it will continue to flourish, if “with some bumps here there,” as in most any enterprise. And the festivals keep proliferating. “For a long time, there have been invitations to play really good music, with really good people, in wonderful places from Memorial Day to Labor Day. Now it’s even wider. Next year I’m going back to a chamber-music festival in Tucson in March.” For a quarter-century, Shifrin has been involved with Chamber Music Northwest, in Portland. That institution now operates year-round, not just in the summer. “They are able to do wonderful things there, in a city of about a million. Arguably the highest-quality cultural institution in Portland is that chamber-music festival.”

A wag once said about chamber music, “It’s like the cockroach: Try as you might, you’ll never stamp it out.” An unlovely comparison, perhaps, but clear.

In the field of education, the good news is at the top: Conservatories have rarely had it better. Endowments are full and so are the practice rooms – full to overflowing, actually. Leading conservatories are the Curtis Institute, the Juilliard School, [the New England Conservatory], and so on – names that have been renowned for decades. New on the block is the Colburn School in Los Angeles; the San Francisco Conservatory is still going strong farther north. Then there are the many music schools in universities, led, probably, by Indiana and Michigan. As Solzhenitsyn observes, there is “an obscene number” of music majors in the United States today – on the order of 100,000 a year. There are not plum jobs for all these aspirers, even if they were equal to them. But those who fall short of their highest goal may teach or otherwise stay close to music.

At Juilliard, applications increase by 10 percent annually. The school admits about 8 percent of those who apply. Joseph Polisi, the president of Juilliard, is adamant that his school provides a better education than it did, say, in 1930: For one thing, “we educate the entire human being, not just the artist.” Students are presented with a liberal arts curriculum, and they study every aspect of music, not just their specialty. In addition, says Polisi, “we preach ‘the artist as citizen,’” seeking to endow the student with “a sense of responsibility for making sure that the arts flourish in society.”

People who tend to look for a dark lining say, “Well, yes, the better music schools are at a peak, but the students aren’t American – they come from overseas, mostly from Asia.” True, but, as Zarin Mehta says, “What do you mean by American?” Many of these kids become American in due course, along with the family members who surround them, just as people have done for generations. Polisi reports that 70 percent of the pianists studying at Juilliard come from abroad. The foreign country supplying the most students overall is South Korea, followed by Canada, Taiwan, Communist China, Japan, and then the former Soviet republics. Marilyn Horne reports similar patterns at the Music Academy of the West (Santa Barbara), where she is voice director. We have gone from a time when Americans went abroad to study music and become musicians, to a time when the world beats a path to the American door.

Joseph Polisi has no doubt about Juilliard’s staying power:

I often get the Chicken Little question: Is the sky falling? Will music survive? Of course it will. I’m surrounded every day by about 800 absolutely motivated, talented, disciplined, energized young people. There’s no way in the world they’re going to be stopped in music, dance, and drama. They will create audiences, and they will be the leaders of the future. That’s what I ask them to be. Yes, the audiences of the New York Philharmonic are grayer than for Pearl Jam [a rock group]. There has never been a large niche for classical music. But it will survive.

We have a glut problem, however. Horne recalls saying fully twenty-five years ago, “We should close all the conservatories for five years,” just to give the job market a break. And “now the situation is worse!” For woodwind and brass players, life has always been tricky: Zarin Mehta tells me that, for a recent tuba opening in the Philharmonic, over 120 people applied. [Editor’s note: A current tuba opening at the Baltimore Symphony Orchestra has over 180 applicants.] One result of all this redundant talent is that players tend to be quite good, everywhere. David Delta Gier, a conductor with wide experience both in America and abroad, says, “You should hear some of the players in Sioux Falls!” (The orchestra there is the South Dakota Symphony.) The sad part of our cornucopia is that many musicians wind up disappointed. Gier knows many fellow conductors – or would-be conductors – who have not had careers, or satisfying ones, simply because of the number of podiums available (versus all those who want to stand on them). “You get into a great school, you study with a great teacher, you work hard, you do everything right, and you think you ought to be rewarded. But a lot of people have been made to realize that that’s not necessarily the case.”

It would take a very hard-headed person to state the cold fact that no one asked anyone to pursue a career in music – or in film, or in journalism, or in anything else. But he would not be wrong.

The decline in music education from kindergarten through high school is a bit of a puzzle. Contrary to what many believe, America’s public schools are awash in money. Never has per-pupil expenditure been higher. In some places it is scandalously high (for what it produces). But music has been downgraded, meaning that it is almost surely a question of priority.

Most people of a certain age – people who love music – can remember with fondness particular music teachers. Marilyn Horne had two of them with whom she kept in touch till the end of their lives. In fact, when she was making a Christmas album (with the Mormon Tabernacle Choir), she remembered a carol from her schooldays, but could not locate the music. So she called the relevant teacher and asked her for it. “All she had was the melody, because we sang without any accompaniment – we only had a pitch pipe.” Schools across the country rarely had elaborate facilities. Little Marilyn and her classmates – in Bradford, Pennsylvania – had what was called a “playroom,” down in the basement. But there was a sense of caring about music, and the other arts, and nurturing them.

Obviously, there are pockets of excellence – of caring – in primary and secondary schools. As David Shifrin says, I wouldn’t count this country out.” It is a big, continental nation, with thousands of school systems. But where music education does exist, it tends to be “aesthetic,” according to Joseph Polisi, rather than “performance-based.” In aesthetic education, “you just talk about the music. You don’t play anything. You talk about a symphony or an opera or a piece of chamber music. That’s much easier to teach, because the teacher doesn’t need to be an expert in the oboe, for example. The downside is, that kind of education doesn’t stick, in my opinion.” Performance-based education is far and away preferable. But we have apparently reached a point where any education at all is a welcome surprise.

As to the recording industry, it is certainly not true that no CDs are coming out – they are. Acres of them. But fewer are being made than in the past, particularly in the US. We could live off recording already made pretty much forever, as almost all the known repertory has been recorded, often many times over. But that would be no fun. First, new music needs to be recorded – and it regularly is, despite the griping of composers and their advocates – and, second, it would be a shame not to capture musicians of today, or of the future, even in the most familiar repertory. Yes, we should have Renée Fleming’s Violetta. And we should have Michael Schade’s Schöne Müllerin, no matter how good Fritz Wunderlich’s is.

I will share an anecdote that speaks to the nervous state of recording. It comes from Marilyn Horne, talking about Deborah Voigt, one of the most important sopranos now on the scene. Voigt was scheduled to appear in a gala for Horne’s foundation. But she called Horne to say, “I would never do this to you, but I have a chance to record Wagner duets with Domingo, and it would be at the exact same time, and I feel I can’t pass it up, because I simply don’t get to record.” Needless to say, Horne understood, and released her; the recording – a superlative one on EMI – was made.

Horne is incensed at one tactic of the record companies:

They’re marketing singers as opera singers who aren’t opera singers! Andrea Bocelli, Charlotte Church …Whatever else they are – and a person may like them – they’re not opera singers. I let out a yell the other day, because I was doing the crossword puzzle, as I do daily, and one clue was “Tune for Bocelli.” It turned out to be “aria,” and I went, “&*@!” I wish him well, and he has a place, but please don’t call him an opera singer.

This would be especially misleading, according to Horne, to those who are new to operatic music or to classical music in general. I could argue that Bocelli and other such “soft” singers are good for music – partly as a starting point for the public, a kind of gateway – but Horne, whose musical standards are rigorous, has a point.

We should also understand that not all companies have flopped with classical CDs. As Benjamin Ivry reported in The Christian Science Monitor, “independent” labels such as Naxos, Chandos, and Harmonia Mundi are more than getting by. “Naxos is thriving,” said Klaus Heymann, that label’s founder, “and other independents who make interesting recordings people want to buy are also doing well. …What has been killed, or rather committed suicide [!], are the big-budget, all-star productions which got so expensive that they could never recoup their investment.” And Bernard Coutz, founder of Harmonia Mundi, remarked sensibly, “No one killed classical music, which makes up part of the patrimony of humanity.” (In 1997, the critic Norman Lebrecht published an incendiary book called Who Killed Classical Music?) “Across 2,000 years of history, classical music, like painting or fine cuisine, has not necessarily attracted great crowds …but it has always interested people who by luck or talent have learned to love it.” That is an attitude of maturity.

A major issue for the first part of our century is, as Robert Harth puts it, “How do you legislate the use of music over the Internet? How do you not overpay, not underpay, not take advantage of musicians?” Harth expects that people will “get their musical fix” from the Internet the way they once did from the radio, and that is already occurring. A new site iClassics is offering “webcasts” – a new word that may become as familiar as “broadcasts” – meaning that people can watch and listen to concerts, over the Internet, for free. How, then, does a company make money? As a representative explained to me, the hope is that those watching and listening for free will come to like the performer, or the music, and thus attend a concert or buy a CD. All involved are still feeling their way around in the new era.

As I mentioned earlier, musicians are beginning to make CDs on their own – without benefit of the big labels – and peddling them themselves. David Shifrin observes that “technology is such that nay musician who really wants to be heard, and recorded for posterity, can just go ahead and do it. It costs practically nothing to record and produce CDs, compared to what it used to cost with vinyl.” As a result, “you have a proliferation of vanity recordings, plus small labels that have success.” The cellist David Finkel makes big-time Deutsche Grammophon recordings with the string quartet of which he is part: the Emerson. But he and his wife – the pianist Wu Han – started www.ArtistLed.com which they bill as “classical music’s first Internet recording company.” Other musicians have started similar enterprises. Shifrin notes that “recordings are much easier to find on some websites than they were when you actually had to find a record store, a physical, bricks-and-mortar store. This whole trend is in its infancy.”

Here again, we “evolve,” to use the word that Joe Volpe has learned to love.

You could be sour about the music industry if you wanted to be. Classical radio stations are dying – even when you can make money in classical, you can make more in pop. But a person can buy Heifetz in the Brahms and Tchaikovsky concertos for seven bucks. And you can listen to the world’s best classical stations via the Internet, wherever they are, and wherever you are. It was said, eons ago, that radio would kill concerts, and then that the LP – mass produced and marketed – would. But concerts kept growing in popularity. Sadly, few orchestras now broadcast nationally. But the musicians’ union has a lot to answer for. It may have helped to make its members more prosperous, but it has been self-defeating in other ways. Orchestras don’t broadcast nationally – or record much – because of rigid union rules and, if I may, dumb, fruitless greed.

Some lament that classical musicians are ignored today, kept off the tube and Time magazine’s cover. The critic and scholar Stuart Isacoff informed me that, when Anton Rubinstein first came to this country, he was greeted with a torchlight parade. And yet this day has its celebrities, ones so big they are known by their first names alone: Itzhak and Yo-Yo; Luciano, Plácido, Renée, Bryn. Some critics shudder at the Three Tenors stadium concerts, those vulgar spectacles – yet these may be the same critics who complain that classical music has no connection to the broader public. It is merely human to want things on one’s own terms.

Music-lovers are a terribly nostalgic lot, always going on about golden eras (long past, of course) and cluck-clucking over the present. But there are great and historic musicians in every age – we simply tend not to recognize them when they are before us. The present age, in my view, is a thrilling one for singing. I could give you a list – a long one. And, yes, Heifetz and Milstein are dead. But have you heard Hilary Hahn and Maxim Vengerov? Rostropovich is getting old, but have you heard Han-Na Chang? Rostropovich certainly has: The young lady – girl, really – was the first cellist with whom Slava ever recorded, as conductor. Eventually, these young musicians will teach, and create protégés. Hilary Hahn studied with Jascha Brodsky, who studied with Ysaÿe and Zimbalist. And so it goes.

Our musical institutions will survive because people insist that they do – not a vast number of people, as compared with those who love sports or soda, but enough people. As Sedgick Clark says, “Beethoven, Tchaikovsky, Stravinsky, and the rest will always be performed. Always. There’s no doubt about it. And, incidentally, I have no problem viewing orchestras [for example] as museums.” This is one of the great sneers: that our institutions have become museums. “They are museums, no less than the Metropolitan Museum of Art of the Museum of Modern Art. And there’s nothing wrong with that. That doesn’t mean that the orchestras don’t play contemporary music – they bring it into the museum, and whether it stays on exhibit remains to be seen.” I hasten to add that a museum is not a mausoleum. There is great life – throbbing, comforting, provocative, glorious life – in those musical museums of ours.

It pays to remember, too, that people who have been around for a while tend not to sweat the future of classical music. “The pendulum swings back and forth,” says Gary Graffman. Already he has lived “through two or three of these round-trip swings!” To obsess over the fate of classical music, notes Graffman, is like obsessing over the fate of the stock market: We should take the long view, and not get carried away by sharp spikes up or sharp spikes down. Echoing our chairman of the Federal Reserve, I might say that both irrational exuberance and irrational gloom are errors to be avoided. And do not, as Gary Graffman says, make the mistake of thinking that “the audience is limitless.” Always there will be classical-music fannies in the seats – just don’t create a ridiculous excess of them (seats, that is).

And allow me a final repetition: Our institutions will not prosper by themselves. One has to to work at them. One has to tend the gardens of music, and they will indeed grow, or if not grow, at least not die, blooming again every year, to one degree or another. America is lucky in its plenitude of gardeners, and the gardens they make. Amidst all the hand-wringing – some of it justifiable – we should pause, in gratitude, to fold those hands as well.

Business

To Orchestrate a Renaissance


Sed me Parnasi deserta per ardua dulcis raptat amor.* —VIRGIL

Perhaps our modern world is not so far gone as yet, but it is easy for us to imagine the painful longing in Petrarch’s heart as he stood on the Capitoline Hill in Rome on Easter Sunday in 1341. Looking around him at the cultural desolation of a land and its people ravaged by war, famine, civil unrest, epidemic, and economic collapse, he was nevertheless so sure of his vision, so inspired by his love of something greater than his self or his time, that the words he spoke that day come down to us as the first manifesto of the glorious Renaissance:

Someone then might say: “What is all this, my friend? Have you determined to revive a custom that is beset with inherent difficulty and has long since fallen into desuetude? And this in the face of a hostile and recalcitrant fortune? Whence do you draw such confidence that you would decorate the Roman Capitol with new and unaccustomed laurels? Do you not see what a task you have undertaken in attempting to attain the lonely steeps of Parnassus and the inaccessible grove of the Muses?” Yes, I do see, oh my dear sirs; I do indeed see this, oh Roman citizens. “Sed me Parnasi deserta per ardua dulcis raptat amor,” as I said at the outset. For the intensity of my longing is so great that it seems to me sufficient to enable me to overcome all the difficulties that are involved in my present task.

There in the ruins of an ancient Roman Empire, Petrarch accepted his crown of laurels – the first offered a poet in over twelve long centuries. The tradition was all but dead. The age was indeed dark. The slopes of Parnassus were dauntingly steep and deserted. But from somewhere beyond the shroud of gloom that enveloped him, the Muses called to Petrarch and he followed, inspired by the love and the sweet longing of one going home.

It is easy for us to imagine because our modern age seems to be dimming before our eyes. We are reminded at every turn that the world is a new and alienating place, unfit for the traditions that evoke some past and irrelevant golden age or a society we no longer recognize. We discard or neglect the Canon’s great works when it is easier to do so than to dig for the treasures hidden therein; what is difficult or laborious to understand is sacrificed for the sake of accessibility to the modern mind.  Like Petrarch we marvel that

This age of ours consequently has let fall, bit by bit, some of the richest and sweetest fruits that the tree of knowledge has yielded; has thrown away the results of the vigils and labours of the most illustrious men of genius, things of more value, I am almost tempted to say, than anything else in the whole world….

We allow our great cultural institutions to fall into disrepair and disrepute because, as we strip them of their reverential traditions and their arduous canon, we also strip them of our reasons to cherish them. We call them before the tribunal of public opinion to justify their very existence, as if we can no longer see through the smog to the heights of Parnassus, lonelier than ever because we have forgotten that it is even there. We attempt to chain the Muses to the machinery of our modern malaise, as if we do not remember that they exist to show us the way to transcend that malaise, to find our way home again, by way of that steep and difficult climb, to the bosom of art and learning.

It is easy for us to imagine that someday our symphony halls will be ancient ruins and the source of a painful longing for those who remember the wasted Muses, or who sift through the rubble for what was lost. We can even hear the howls of those who proclaim that it should be so, and we mourn the actions of those who obviously believe it. Yet, there are many more of us who recognize Virgil’s description of a deep and ardent desire because it urges us, too, to persevere against all difficulties in the name of the symphony orchestra. This is the mission and the purpose of the Future Symphony Institute: to orchestrate a new renaissance for live classical music, to ensure that the dawn breaks on symphony halls that rise like polished temples in our midst rather than like ruins on abandoned hilltops.

To circumscribe this immense task, we created seven initiatives that describe and focus our efforts. The first two are of a philosophical nature. We must, firstly and perhaps most fundamentally, reframe the way we understand and communicate what is being overlooked because it is immeasurable and immaterial – namely, the principle value of the symphony orchestra to society. By doing so, we not only orient our institutions with respect to mighty Parnassus and the dawn of a new renaissance, but we also arm them with an answer for the cynical tribunals who mercilessly impugn their relevance and their mission. Our second initiative focuses on the critical role of the orchestra as an educator – not just musically and not just of children, but in the way that high culture has always been that which teaches us what it most profoundly means to be human. We must build the foundation for and design the structure of this meaningful role for the orchestra – so critical and inspiring in an age that is increasingly digital and impersonal.

Some of our goals will require extensive and scholarly research. This will certainly be the case for each of the following three initiatives. Most immediately, orchestras need a concrete system by which to understand and quantify their audiences – one that goes beyond the limits of their usual and failing marketing methods. They must learn to identify their patrons not as demographic statistics but as human beings driven by internal aspirations and motivations that do not necessarily correlate to physical characteristics. They must find the real reasons people come to love the symphony, why they feel the sweet longing that urges them to our concert halls. The field of psychographics presents us with a way to understand and measure these drives – a more meaningful way for orchestras to relate to and reach their audiences, both actual and potential. Secondly, with a proper psychographic system and the research that supports it, we can construct a bridge between casual attendance and eventual connoisseurship. Much energy today is wasted on efforts to bring the uninitiated into the audience – wasted because there is no effective plan to make the uninitiated into the convert. And this is far from the only case of mislaid efforts. We must take the time to thoroughly and critically evaluate the oft-repeated theories and measures that have neither adequately explained nor delivered orchestras from their troubles. Much of the dogma that assails our orchestral institutions – and informs their failing policies – has not been tested by scholarly research, and doing so is our next critical initiative.

Finally, if our first two initiatives are entirely theoretical, our last two are purely practical. To begin with, it is essential that we develop a new architecture for our symphony halls – specifically, one that emphasizes the relevance of the symphony orchestra to its community. The trend of late is to erect halls that, frankly, resemble something from another planet; and when we look upon them, we feel a predictable sense of estrangement – a hesitance to approach what we have difficulty recognizing as human. The new halls must remedy this error and present themselves as neighbors and friends, both outside and inside where the offering of hospitality must equal the expectations of today’s cultural consumer. But among the most challenging of our tasks is the initiative we list last here: the development of a blueprint for future union policies and relations. In today’s business climate it is becoming increasingly clear that unions must understand their stake and their opportunity in shaping change before it is forced upon them. Change is as enduring a feature of society as is our need for traditions that endure change – indeed, that transcend and transform it.

It is a common criticism today, as it was in 1341, that to look “backwards” is to look upon something old and decrepit, outdated and dilapidated. Time for us moves only forward, and so paradoxically, while our civilization grows old, it is our past that we label as aged and the day itself as eternally young. It is taken without question that the inevitability of change means and perhaps requires that we do not repeat the past, but any student of history or of its successive civilizations can prove for you otherwise. And so here we say, again, with Petrarch, the Father of the Renaissance,

I am moved also by the hope that, if God wills, I may renew in the now aged Republic a beauteous custom of its flourishing youth.§

And over his shoulder we see our vision. We, too, are urged by a sweet longing that will not be deterred by the challenges or the times that face us. In our sights are the heights of Parnassus, and the dawn of a new renaissance. The fulfillment of both the youthful glory and the incandescent future of the symphony orchestra, the new renaissance is, like the one so long ago, the birth of a present more glorious than what came before it, but entirely dependent upon its rich and heroic past. And posterity will reap the bounteous and beautiful rewards.

Endnotes

* “But a sweet longing urges me upward over the lonely slopes of Parnassus” (Georgics III, 291-292). Mount Parnassus, rising above Delphi in Greece, was the home of the Muses of Greek mythology, and in literary references it symbolizes the source of art, literature, and learning. It derives from the same root as the ancient Trojan word for a house.

From Petrarch’s Coronation Oration, translated in Ernest Hatch Wilkins, Studies in the Life and Works of Petrarch, Cambridge, MA: Medieval Academy, 1955.

Petrarch, in a letter to Lapo da Casiglionchio, 1355, translated in Richard M Gamble, The Great Tradition: Classical reading on what it means to be an educated human being, Wilmington, DE: ISI Books, 2009.

§ From Petrarch’s Coronation Oration, translated in Ernest Hatch Wilkins, Studies in the Life and Works of Petrarch, Cambridge, MA: Medieval Academy, 1955.

Business

Classical Music’s New Golden Age


EDITOR’S NOTE: This essay is reprinted here with the gracious permission of City Journal, who first published it in the Summer 2010 issue of their magazine.

Anyone inclined to lament the state of classical music today should read Hector Berlioz’s Memoires. As the maverick French composer tours mid-nineteenth-century Europe conducting his revolutionary works, he encounters orchestras unable to play in tune and conductors who can’t read scores. A Paris premiere of a Berlioz cantata fizzles when a missed cue sets off a chain reaction of paralyzed silence throughout the entire sorry band. Most infuriating to this champion of artistic integrity, publishers and conductors routinely bastardize the scores of Mozart, Beethoven, and other titans, conforming them to their own allegedly superior musical understanding or to the narrow taste of the public.

Berlioz’s exuberant tales of musical triumph and defeat constitute the most captivating chronicle of artistic passion ever written. They also lead to the conclusion that, in many respects, we live in a golden age of classical music. Such an observation defies received wisdom, which seizes on every symphony budget deficit to herald classical music’s imminent demise. But this declinist perspective ignores the more significant reality of our time: never before has so much great music been available to so many people, performed at levels of artistry that would have astounded Berlioz and his peers. Students flock to conservatories and graduate with skills once possessed only by a few virtuosi. More people listen to classical music today, and more money gets spent on producing and disseminating it, than ever before. Respect for a composer’s intentions, for which Berlioz fought so heroically, is now an article of faith among musicians and publishers alike.

True, the tidal wave of creation that generated the masterpieces we so magnificently perform is spent; we’re left to scavenge the marvels that it cast up. The musical language that united Bach, Schubert, Mahler, and Prokofiev finally dissolved into inaccessible atonalism by the mid-twentieth century; subsequent efforts to reconstitute it have yet to gather the momentum of the past. But in recompense for living in an age of musical re-creation, we occupy a vast musical universe, far larger than the one that surrounded a nineteenth-century resident of Paris or Vienna. We can hear the beauty in the poignant chromaticism of Gesualdo and the mysterious silences of C.P.E. Bach, no less than in the by now more familiar cadences of Beethoven and Brahms.

And at a time when much of the academy has lost interest in history, contemporary classical-music culture is one of the last redoubts of the humanist impulse. The desire to know the past has grown white-hot among certain musicians over the last 50 years, resulting in a performance revolution that is the most dynamic musical development in recent times.

 

A twenty-first-century music lover plunged into the concert world of the eighteenth and nineteenth centuries would find himself in an alien land, surrounded by strange customs and parochial tastes. Works that we now regard as formally perfect were dismembered: only a single movement of a work’s full three or four might ever be performed, with the remaining movements regarded as inessential. Musical forms, such as the sonata, that are central to contemporary performance practice were kept out of the concert hall, considered too difficult for the public to absorb. And the universal loathing directed by today’s audiences at the hapless recipient of a mid-performance cell-phone call would have struck eighteenth-century audiences as provincial, given the widespread use of concerts and opera as pleasant backdrops for lively conversation.

But the greatest difference between the musical past and present is what we might call musical teleology: the belief that music progresses over time. That belief had consequences that many contemporary listeners and musicians would find shocking. Throughout much of Western history, older works held little interest for average listeners – they wanted the most up-to-date styles in singing and harmony. Seventeenth-century Venetians shunned last year’s operas; nineteenth-century Parisians yawned at the elegant entertainments written for the Sun King. Composers like Bach, today viewed as cornerstones of Western civilization, were seen as impossibly old-fashioned several decades after their deaths. In his 1823 Life of Rossini, Stendhal wondered: “What will happen in twenty years’ time when The Barber of Seville [composed in 1816] will be as old-fashioned as Il Matrimonio Segreto [a 1792 opera by Domenico Cimarosa] or Don Giovanni [1787]?” Stendhal’s musical crystal ball obviously had its flaws.

Berlioz was in many ways a musical teleologist himself, but he fiercely opposed the widespread outcome of the belief in musical progress: the posthumous rewriting of scores. Performers and publishers unapologetically revised works that we now regard as transcendent, seeking to correct their perceived deficiencies and bring them up to newer standards of orchestration and harmony. After describing a particularly brutal mauling of The Magic Flute for its 1801 Paris premiere and a dumbing-down of Carl Maria von Weber’s Der Freischütz, Berlioz erupts: “Thus, dressed as apes, got up grotesquely in cheap finery, one eye gouged out, an arm withered, a leg broken, two men of genius were introduced to the French public! …No, no, no, a million times no! You musicians, you poets, prose-writers, actors, pianists, conductors, whether of third or second or even first rank, you do not have the right to meddle with a Shakespeare or a Beethoven, in order to bestow on them the blessings of your knowledge and taste.”

Conservative pedagogues altered scores as well – on the ground that they were too modern. Berlioz headed off at the last minute what he called “emasculations” to Beethoven’s avant-garde harmonies that the influential music critic and teacher François-Joseph Fétis had surreptitiously introduced into a forthcoming edition of Beethoven’s symphonies.

For all Berlioz’s efforts to preserve the score’s integrity, however – during a performance of Gluck’s Iphigénie en Tauride, he shouted from the audience: “There are no cymbals there. Who has dared to correct Gluck?” – he could not dislodge the practice of “improving” older works of music. Virtuosi added to a piece whatever fireworks the composer had carelessly neglected to include. In 1837, Franz Liszt had a pang of conscience over his habit of pumping up his performances of Beethoven, Weber, and Johann Nepomuk Hummel with rapid runs and cadenzas. He briefly saw the error of his ways: “I no longer divorce a composition from the era in which it was written, and any claim to embellish or modernize the works of earlier periods seems just as absurd for a musician to make as it would be for an architect, for example, to place a Corinthian capital on the columns of an Egyptian temple.” But he soon fell off the wagon and went back to crowd-wowing revisions, reports Kenneth Hamilton in his mesmerizing study of Romantic pianism, After the Golden Age.

Over the course of the nineteenth century, the concept of a musical canon emerged and displaced the zeal for new music in concert programming. Yet the updating of scores continued. Gustav Mahler added new parts for horns, trombones, and other instruments when he conducted Beethoven’s symphonies. An influential edition of Beethoven’s piano sonatas by the pianist and conductor Hans von Bülow recommended that pianists substitute Liszt’s ending of theHammerklavier Sonata for Beethoven’s own, “to give the closing measures the requisite brilliancy.”

Even in the canon-revering twentieth century, the teleologists remained cheeky. Arnold Schoenberg explained his reorchestration of Handel’s Concerti Grossi, op. 6, as remedying an “insufficiency with respect to thematic invention and development [that] could satisfy no sincere contemporary of ours.” At the start of a 1927 recording of Chopin’s Black Key Étude, the pianist Vladimir de Pachmann announces: “The left hand of this étude is entirely altered from Chopin: it’s better, modernized, more melodic, you know.” A contemporary listener, drawn to Beethoven, Handel, and Chopin precisely for what is unique in their voice and sensibility, can only marvel at the confidence with which earlier generations declared such music in need of improvement.

 

In the second half of the twentieth century, a performance practice broke out that rejected, in the strongest possible way, the teleological understanding of music. An overwhelming drive possessed certain conductors, instrumentalists, and singers to re-create the music of the pre-Classical era – from the medieval through the baroque periods – as it was performed at the time of its composition.

These musicians discarded the modern steel-strung and -armatured instruments that had evolved in the nineteenth century and learned to play the gut-strung, fragile instruments of the Renaissance and baroque periods. They pored over music treatises, prints, and other historical materials to discover, say, how a seventeenth-century violinist attacked his instrument, how he handled the shorter, curved bow of the period, how he phrased and ornamented a line, how much vibrato he used. Needless to say, any thought of “modernizing” a score’s harmonies or orchestration was out of the question. These history-obsessed musicians didn’t want to bring the music of the past into the present; they wanted to enter the past on its own terms. The stylistic particularities of older music that, according to the teleologists, limited its potential, were for these revolutionaries its very essence.

The results were a revelation. The sound of these performances of Bach, Handel, and Vivaldi was light and nuanced; the music pulsed with energy. Trading the large modern orchestra for small baroque ensembles of temperamental instruments was like exchanging a leather-upholstered Cadillac for a frisky, unbroken colt. The premodern horns – unreliable and highly prone to indiscretions – blared out with a glorious astringency. The timpani shot from the orchestra with hair-raising force. Conductors emphasized the dance elements in baroque music, inflecting certain beats within measures as a courtier might beckon to his dance partner. An unfamiliar and seductive voice – the countertenor – emerged to take on roles in baroque operas and masses that castrati originally sang.

This “early-music” movement (also known as “period-instrument” and “authentic-performance”) was a deliberate strike against the classical-music establishment. It provoked a counterreaction and a sharp philosophical debate about the nature of performance and the proper role of historical knowledge in music-making (see appendix). Listeners and performers remain divided over whether the music of Bach and Mozart is best realized by a nineteenth-century-era orchestra using contemporary methods of expression (violinist Itzhak Perlman maintains: “I’m certain Haydn and Mozart would have adored our modern approach to phrasing and vibrato”) or by a small period-instrument ensemble seeking to re-create earlier performance techniques.

But regardless of such disagreements, the value of the movement to our musical life has been indisputable. It has unleashed arguably the most concentrated rediscovery of lost music in history. Composers that had lain silent for centuries – Jean-Féry Rebel, Johann Friedrich Fasch, Heinrich Ignaz Biber, to name just a handful – are heard again. Hundreds of groups of specialists are busily digging into twelfth-century plainchant and thirteenth-century troubadour traditions. Unfamiliar repertoire by overly familiar composers is also being restored. The Naïve label, in one of the greatest recording projects of the early-music movement, is releasing all of Vivaldi’s operas. A wind blows through these magnificent, mostly unpublished works, but even when the rhythms are most propulsive, a deep melancholy pervades the music. Naïve’s recording of the haunting duet for mezzo and chalumeau (a proto-clarinet) from the oratorio Juditha Triumphans, “Veni, me sequere fida,” is alone a contribution to civilization.

The public’s ear for this music has expanded accordingly. In the eighteenth and nineteenth centuries, a few aristocratic salons hosted private performances of Renaissance and early baroque music, but outside those elite settings, there was no commercial demand for pre-Classical music. Today, by contrast, enough people are eager for works from remote eras to put the medieval a cappella ensemble Anonymous 4 on the top of Billboard charts. Jordi Savall’s Renaissance music group Hesperion XXI brings audience members to their feet during performances. Early-music festivals have even reached Missoula, Montana, where Heinrich Schütz’s Musikalisches Exequien was performed in March 2010, and Indianapolis, which offered Spanish ballads from the time of Cervantes in June 2010. The New York vocal group Polyhymnia invites its audience to “glimpse behind the tapestried walls of the ducal court at Munich, to hear the psalms kept for the private use of their patron,” assuming in their listeners the same desire to know the past that animates the performers themselves. Amateurs also perform this previously discarded music. Camps teaching medieval chant are ubiquitous, from Evansville, Indiana, to Litchfield, Connecticut. Reed, viol, and lute players can brush up on their skills at the Summer Texas Toot in Austin; San Jose, California, hosts a workshop for recorder players.

The movement has also demolished one tiresome credo of classical-music critics: that the way to revitalize the concert tradition is to program contemporary music. It is surely the case that the concert repertoire, derived from a narrow slice of the musical universe, is in desperate need of new music. But the critics are wrong in defining “new music” exclusively as contemporary. The public could not be more unequivocal: it finds little emotional significance in most contemporary classical music, especially that produced in academic enclaves. The early-music movement offers two alternative definitions of “new music”: the standard repertoire, such as Mozart’s symphonies, performed in entirely new ways; and unknown repertoire from the pre-Classical period. Though the reinterpretation of the standard repertoire has had the biggest commercial impact, it is the second definition of “new music” that should animate concert programming today. Countless compelling works, not just from the pre-Classical period, cry out for rediscovery: Haydn’s Sturm und Drang symphonies, Dvořák’s piano music, and virtually unknown composers such as Zdeněk Fibich. Thousands of listeners, frustrated by the constricted concert canon, would eagerly support the performance of unknown old music.

 

The caliber of musicianship also marks our age as a golden one for classical music. “When I was young, you knew when you heard one of the top five American orchestras,” says Arnold Steinhardt, the first violinist of the recently disbanded Guarneri Quartet. “Now, you can’t tell. Every orchestra is filled with fantastic players.” Steinhardt is ruthless toward his students when they’re preparing for an orchestra audition. “I’ll tell them in advance: ‘You didn’t get the job. There are 250 violinists competing for that place. You have to play perfectly, and you sure didn’t play perfectly for me.’ ”

The declinists who proclaim the death of classical music might have a case if musical standards were falling. But in fact, “the professional standards are higher everywhere in the world compared to 20 or 40 years ago,” says James Conlon, conductor of the Los Angeles Opera. A vast oversupply of students competing to make a career in music drives this increase in standards.

Much of that student oversupply comes from Asia. “The technical proficiency of the pianists from Asia is staggering,” says David Goldman, a board member at New York’s Mannes College of Music, where applications are at a record high. “They arrive here with these Popeye arms, and never miss a note.” Asia has fallen in love with classical music; many parents believe that music training is an essential part of their children’s development. “The only way to survive when you’re in a pool of literally hundreds of thousands of other Asian kids is to outwork your competition,” says Tom Vignieri, the music producer of the effervescent NPR show From the Top, which showcases school-age classical musicians.

Far Eastern countries are trying to build up their own conservatory system to meet the demand for music training – Robert Dodson, head of the Boston University School of Music, recalls with awe the Singapore Conservatory’s 200,000 square feet of marble – but so far, demand outstrips supply. When Lang Lang, today an internationally acclaimed pianist, was admitted to Beijing’s Central Conservatory in the early 1990s, he was one of 3,000 students who had applied for just 12 fifth-grade spots. And those 3,000 were the cream of the 50 million children who study music in China, including 36 million young pianists.

For now, the West’s conservatories continue to attract Asia’s top talent. Nineteen-year-old Meng-Sheng Shen, a slender freshman at Juilliard, dreamed of a concert career while still a piano student in Taiwan. “In Taiwan, I felt: ‘It’s not that hard to win,’ ” he says. In New York, however, “you see a lot of people who play really well,” Shen marvels, and so this acolyte of Chopin, Liszt, and Rachmaninoff has recalibrated his plans to include the option of teaching as well as concertizing.

Plenty of young Americans, too, are pursuing training in the nation’s 600-plus college music programs, whose unlikely locations, such as at California State University, Fresno, testify to the far-flung desire for musical sublimity. An efficient talent-spotting machine vacuums up promising young oboists and violinists from every Arkansas holler and Oregon farm town and propels them to ever-higher levels of instruction and competition.

The poise and exuberance of these budding performers can be breathtaking. At the 2007 finals for the Metropolitan Opera’s National Council Auditions, a young tenor’s eyes shone with the erotic power of commanding that massive house, a smile of mastery playing over his lips, as he flung out the high Cs of “Ah! mes amis” from Donizetti’s La Fille du Regiment. (The moment was captured in the documentary The Audition.) A self-possessed black pianist from Chicago, Jeremy Jordan, coolly unfurled the feathery arpeggios and midnight harmonies of his own virtuosic transcriptions of Wagner, Richard Strauss, and Saint-Saëns at a Juilliard student recital this year. Beneath Jordan’s laconic demeanor lies a deep belief in classical music. “It’s not as if kids don’t like music like this,” the lanky 20-year-old insists. “Liszt, Wagner, Chopin – it’s beautiful; it just takes one hearing.”

 

But however vibrant classical music’s supply side, many professionals worry that audience demand is growing ever more anemic. Conlon calls this imbalance the “American paradox”: “The growth in the quantity and quality of musicians over the last 50 years is phenomenal. America has more great orchestras than any country in the world. And yet I don’t know of a single orchestra, opera company, or chamber group that isn’t fighting to keep its audience.” The number of Americans over the age of eight who attended a classical-music performance dropped 29 percent from 1982 to 2008, according to the League of American Orchestras (though attendance at all leisure activities plummeted during that period as well, including a 36 percent drop in attendance at sporting events).

Recent conservatory graduates, struggling for work, find their commitment to a music career tested almost daily. “The culture seems to have a shrinking capacity for what I love,” says Jennifer Jackson, a 30-year-old pianist who studied at the Peabody Institute in Baltimore. The audience has a limited ability to follow serious music, Jackson says. “To make a profit, you have to intersperse lots of things that people can handle musically.”

These perceptions, however valid, should be kept in historical perspective. Much of today’s standard repertoire was never intended for a mass audience – not even an 1820s Viennese “mass audience,” much less a 2010 American one. Nineteenth-century performers regarded the music that constitutes the foundation of today’s repertoire with trepidation, since they feared – rightly at the time – that it would prove too challenging for the public. Composers wrote sonatas and chamber works either for students or for private performance in aristocratic salons, not for public consumption. True public concerts – those intended to make a profit – resembled The Ed Sullivan Show, not the reverential communing with greatness that we take for granted today. Light crowd-pleasers – above all, variations on popular opera themes – leavened more serious works, which were unlikely to be performed in their entirety or without a diverting interruption. At the 1806 premiere of Beethoven’s Violin Concerto in Vienna, the violinist played one of his own compositions between the concerto’s first and second movements – on one string while holding his violin upside down. Beethoven’s Ninth Symphony premiered at Paris’s leading concert venue in 1832 with romances and tunes by Weber and Rossini spliced between the third movement and the choral finale, according to James Johnson in Listening in Paris.

By the end of the nineteenth century, public concert practice more closely resembled the norm today, with symphonies and sonatas usually performed in their entirety and without other works spliced into them. Many soloists began performing marathon recitals of highly demanding works. This programming of exclusively serious music for public consumption in the late nineteenth century was no more consistent with how that music was originally performed than it is now, and it represented as much of an unforeseen advance in the listening capacities of the public.

 

Today’s classical-music culture differs from the past in one more important way: recording technology. No composer before the advent of the gramophone ever anticipated that his music would be endlessly and effortlessly repeatable. At best, he might hope that his musician friends would give a few additional performances of his latest piece before new styles and works superseded it. The ease of repetition that recording technology enabled puts an enormous strain on the excessively limited canon that emerged from the nineteenth century – one that could have proved fatal. Yet not only have Schubert’s piano sonatas and Chopin’s nocturnes, Beethoven’s string quartets and Brahms’s intermezzi, survived the move from the private salon to the public concert hall; they have triumphed over the potentially stupefying overfamiliarity inflicted on them by instant replay and the accumulating weight of hundreds of thousands of performances. The exquisiteness of this music is such that it continues to seduce, decades and centuries after its expected eclipse.

The radical transformation of how people consume classical music puts the current hand-wringing over an inattentive, shrinking audience in a different perspective. Beethoven’s Eroica Symphony premiered before an audience of 100 at most. These days, probably 10,000 people are listening to it during any given 24-hour period, either live or on record, estimates critic Harvey Sachs. Recordings have expanded the availability of music in astounding ways. The declinists – led by the industry’s most reliable Cassandra, the League of American Orchestras – do not account for how recordings have changed the concert culture beyond recognition.

Recordings have also, it is true, taken a toll on the communal, participatory aspect of music-making. But the explosion of classical music on the Internet has revived some of that communal element. The ever-expanding offerings of performances on YouTube, uploaded simply out of love, demonstrate the passion that unites classical-music listeners. A listener can compare 15 different interpretations of “Là ci darem la mano” at the click of a mouse, all – amazingly – for free. Organized websites, such as the live classical-concert site InstantEncore.com, are creating new ways of disseminating music that will undoubtedly reach new audiences. Even with recording technology’s impetus for passive, private listening, the percentage of amateur musicians studying classical music has risen 30 percent over the last six years, from an admittedly small 1.8 percent to 3 percent. Many of those nonprofessional musicians, as well as their children, are uploading their own performances onto the Web.

Contrary to the standard dirge, the classical recording industry is still shooting out more music than anyone can possibly take in over a lifetime. Has the pace of Beethoven symphony cycles slowed down? We’ll survive. In the course of one month arrive arias by Nicola Porpora, an opera by Federico Ricci, a symphony by Ildebrando Pizzetti – three composers previously known only to musicologists – Cherubini’s Chant sur la Mort de Joseph Haydn, and Haydn’s The Storm. This cornucopia of previously lost works is more than any of us has a right to hope for.

 

The much-publicized financial difficulties of many orchestras during the current recession also need to be put into historical perspective. More people are making a living playing an instrument than ever before, and doing so as respected and well-paid professionals, not lowly drones. There were no professional orchestras during Beethoven’s time; he had to cobble together an ensemble for the premiere of his Ninth Symphony. Even mid-twentieth-century America had no year-round, salaried orchestras. In 1962, most concert seasons were half a year long.

But under pressure from an increasingly militant musicians’ union and with an infusion of funding from the Ford Foundation in 1966, many orchestras started paying their players annual, or close to annual, salaries. In part to justify those higher salaries, orchestras expanded their concert seasons and the frequency of concerts within each season. Neither Beethoven nor Brahms envisioned that a single orchestra would perform three or four concerts a week, critic Joseph Horowitz notes in Classical Music in America, much less that its members would draw six-figure salaries. The low pay of a typical late-nineteenth-century musician made possible the huge orchestral forces that Bruckner and Mahler summoned as a matter of course. Today’s composers usually write for much smaller ensembles, having been priced out of the symphonic form by unionized wages.

Nevertheless, professional orchestras in the US today dwarf in number anything seen in the past. In 1937, there were 96 American orchestras; in 2010, there are more than 350. Where union restrictions don’t exist, the music scene is even more vibrant. Volunteer adult orchestras outnumber professional orchestras two to one. New youth ensembles launch every year; there are now nearly 500 in the United States. Though Los Angeles County alone has more than 40 youth orchestras, the leading state in student involvement is Texas, where more than 57,000 high school musicians auditioned last year for slots in prestigious all-state music ensembles.

Chamber-music groups have also proliferated in the last 50 years. Arnold Steinhardt recalls that back when he was studying the violin, you could count on one hand the number of string quartets and other ensembles: “Chamber music was not a profession then; it was for people who weren’t good enough to have a solo career.” Nowadays, new quartets form constantly, many associated with colleges and universities. It took nearly the entire nineteenth century for the string-quartet repertoire to broaden its appeal beyond a narrow band of connoisseurs; today, the audience for chamber music extends far beyond traditional urban centers of culture. Iowa City hosted a Haydn quartet “slam” last year in honor of the 200th anniversary of the composer’s death. String players from ages eight to 78 performed all 83 of Haydn’s quartets.

It is fair to ask whether the foundation-fueled postwar expansion of orchestras artificially and unsustainably pumped up the supply of musicians and ensembles. But there is ample evidence of a continuing unmet demand for classical music throughout the country – especially in places that can’t afford the salaries and long seasons that America’s unionized musicians expect. This March, the New York Times’s invaluable Daniel Wakin chronicled the travails of the Moscow State Radio Symphony Orchestra as it slogged through a poorly paid nine-week bus tour to smaller cities and towns around America – places like Ashland, Kentucky, and Zanesville, Ohio, which are “hungry for classical music programming.”

It’s even harder to spot a demand deficit at the other end of the glamour spectrum. Though Wagner fans incessantly lament the shortage of Heldentenors, the source of the problem is not a decrease in capable Siegfrieds and Tristans but the mushrooming of Ring cycles in China, Russia, and Japan, among other locales. Likewise, as Plácido Domingo explains in a collection of interviews called Living Opera, hand-wringing about singers who find themselves pushed too early into roles for which they are not yet ready reflects the worldwide increase in theaters and opera companies, which require a constant supply of singers.

 

However bounteous today’s classical-music culture is for those already inside it, the number of children who have the opportunity to be captivated by classical music is still much lower than it ought to be. “The arts fell out of US schools in the 1980s; all the music is gone,” James Conlon observes in Living Opera. “Now we have a generation of adults who make money, accomplish what they think is the fulfillment of life, but they’ve never had any contact with the classical arts – neither music nor literature. For me that’s a national disgrace.” Most leading music institutions have energetic outreach programs to try to compensate for the loss of public music education. But some school bureaucracies make no effort to accommodate these programs.

The public schools’ sclerosis has fueled the growth of community music schools that offer low-cost private lessons and ensemble work to children and their parents. The schools, heirs to the music program for immigrants at Chicago’s Hull House, are particularly important in urban areas, where arts education has withered far more than in suburban and rural school districts. Philadelphia’s buoyant network of schools trains thousands of students each year.

Such endeavors could reach far more children if they enjoyed better funding. That will require changing the priorities of America’s patron class, says Leon Botstein, the president of Bard College and conductor of the American Symphony Orchestra. “What is different today is that the nation’s elite, the very rich, don’t care about classical music,” he observes. “The patron class is philistine; instead of Andrew Carnegie, we have Donald Trump. Some rich guy with a hedge fund wants to be photographed with Angelina Jolie, not support the Cleveland Orchestra.” Bill Gates didn’t help matters when he proclaimed gratuitously: “I have no interest in giving to opera houses.” Younger philanthropists seem to be following Gates’s lead in spurning the arts, write Matthew Bishop and Michael Green in Philanthrocapitalism. The celebrity-bedecked Robin Hood Foundation enjoys extraordinary cachet on Wall Street; organizations that promote classical culture, far less so.

 

Two of the best hopes for building future American audiences may come from outside the country. Gustavo Dudamel, the 29-year-old Venezuelan conductor of the Los Angeles Philharmonic, is the closest thing the classical-music world has to a Leonardo DiCaprio. His tousle-headed exuberance, thousand-watt smile, and undoubted conducting skills have thrilled the press and public and created huge interest in his future career.

But it is Dudamel’s past that may be his most important contribution to classical music. Dudamel is the most famous graduate of Venezuela’s initiative to teach slum children to play classical instruments, and in so doing to develop the self-discipline that will carry them out of the ghetto. More than a quarter-million poor children in Venezuela enroll in the nearly 200 youth orchestras that belong to El Sistema Nacional de las Orquestas Juveniles e Infantiles de Venezuela (“El Sistema,” for short). In 2002, another El Sistema graduate, the double bassist Edicson Ruiz, became at 17 the youngest musician ever to join the Berlin Philharmonic. The brainchild of José Antonio Abreu, a left-wing economist committed to “social justice,” El Sistema could not be a stronger rebuke to the multicultural dogma that currently governs American education and welfare programs. Its premise is that all children should be exposed to the West’s highest artistic accomplishments. “The huge spiritual world that music produces in itself ends up overcoming material poverty,” Abreu has said. “From the minute a child is taught how to play an instrument, he’s no longer poor.”

Dudamel’s charisma and hip Latino ethos could make it safe for Silicon Valley moguls to fund classical-music education without worrying about accusations of elitism. Perhaps the sight of Venezuela’s Simón Bolivar Youth Orchestra playing its heart out could persuade even the liberal Ford Foundation to return to its roots in classical arts funding. “We have lived our whole lives inside these pieces,” Dudamel says. “When we play Beethoven’s Fifth, it is the most important thing happening in the world.”

Thanks to the publicity around L.A.’s new conductor, an initiative headquartered at the New England Conservatory of Music now trains music postgraduates to start local El Sistema programs worldwide. But much more could be done. Why not a Play for America program, modeled on Teach for America, that would send music graduates into poor communities to teach and perform for two or three years?

The other source of future classical-music demand is China. “I’m very hopeful,” says Robert Sirota, head of the Manhattan School of Music. “If China graduates 100,000 pianists a year, it changes everything.” The best predictor of attendance at classical concerts is playing an instrument. Asia’s passionate pursuit of music training for its children will create not just tomorrow’s professional musicians, of whom there is no dearth, but tomorrow’s audiences as well. And like El Sistema, the phenomenon of countless poor young Asians practicing fanatically for the privilege of a career performing Scarlatti and Rachmaninoff torpedoes the image of classical music as the bastion of wealthy white elites. When the 12-year-old Lang Lang competed for the first time with Europeans, he worried that their heritage would give them an interpretive advantage. “It’s your native music as well,” his father reminded him. “It belongs to anyone who loves it.”

 

Music records the evolution of the human soul. To hear how the elegance of the baroque developed into the grandeur of the classical style, which in turn gave way to the languid sensuality and unbridled passion of Romanticism, is to trace how variously human beings have expressed longing, desire, triumph, and sorrow over the centuries.

Not everyone will hear that changing sensibility; some may find the soul’s echo elsewhere. But the present-day abundance of classical music – of newly rediscovered works, consummate performances, thousands of recordings, and legions of fans – is a testament to its deep roots in human feeling. And it is a cause for celebration that so many people still feel drawn into its web of lethal beauty, in a world so far from the one that gave it birth.

Appendix: The Early-Music Quarrel

 

By the mid-twentieth century, nearly all performers respected the letter of the score and dedicated themselves to realizing its spirit as well. But to the early-music advocates, the establishment musicians seriously misunderstood that spirit, at least regarding the pre-Classical repertoire.

Over the course of the twentieth century, the baroque composers – above all, Bach and Handel – had been taking on more and more weight and waddling ever more ponderously, as mainstream conductors assimilated them to late-Romantic performance styles. Early-eighteenth-century works sounded suspiciously Wagnerian – with long legato lines and a smooth, creamy sound, performed by ensembles many magnitudes larger than anything ever marshaled during the baroque or classical eras. Conductor Ivan Fischer recently recalled a Leopold Stokowski performance of Bach, after which musicians left the stage to pare down for Bruckner, the epitome of late-Romantic gigantism. While massive ensembles may have magnified the spiritual force of the music for some listeners, the orchestral inflation at the very least obscured the intricate contrapuntal writing for different instrumental voices. With a chorus of 200, no one is going to hear the flutes delicately doubling the sopranos’ line in a Bach oratorio.

In rejecting this supersized sound, the early-music acolytes (whose first modern wave included Gustav Leonhardt, Frans Brüggen, Nikolas Harnoncourt, Ton Koopman, and Christopher Hogwood) embraced a fallen historical consciousness, compared with the prelapsarian innocence of mainstream musicians. (The authenticity movement had late-nineteenth- and early-twentieth-century antecedents, but those early experiments never achieved critical mass.) Where the great titans of traditional twentieth-century performance – conductors such as Wilhelm Fürtwangler and Otto Klemperer – assumed a continuity between the past and the present that guaranteed the fidelity of their interpretations, the early-music advocates saw discontinuity. The essence of the music of the past was no longer intuitively available to us but required historical research to recover, they believed. A gulf separated Bach’s world from ours; we could no longer assume that modern performing traditions expressed his intentions.

 

The early-music movement quickly attained commercial success and just as quickly provoked a backlash, primarily from musicians who objected to the implication that their performances were inauthentic. Some objections were aesthetic: these old instruments sound weak and thin, critics said; stronger models have superseded them for good reason. We need a revival of period strings as much as we need a revival of period dentistry, one wag observed. In a 1990 interview, violinist Pinchas Zuckerman called historical performance “asinine STUFF… a complete and absolute farce. Nobody wants to hear that stuff.”

Other objections were normative. “Musical archaism may be a symptom of a disintegrating civilization,” musicologist Donald Grout wrote at the start of the modern period-instrument movement. A composer of early music, if he came back to life today, would be astonished by our interest in how music was performed in his own times, Grout asserted. “Have we no living tradition of music, that we must be seeking to revive a dead one?” the composer would ask.

The most interesting challenges to the historical-performance movement, however, have been philosophical. Historically accurate performance is unattainable, critics like Richard Taruskin of the University of California at Berkeley charged. There are too many stylistic unknowns, too many variables regarding tempo and phrasing, to think that treatises on technique or illustrations of musicians playing an instrument can lead to the movement’s Holy Grail: the way a piece sounded at its creation. Further, the very idea of an authentic performance is incoherent, the skeptics said: Which performance of a work should we view as authentic? Its premiere? But what if that performance – or every subsequent one during a composer’s lifetime – failed to realize the composer’s conception because of inadequate rehearsals or mediocre musicians, as Berlioz so frequently experienced?

The naysayers pointed out that the context of musical performance has changed so radically from the pre-Romantic era that we cannot hope to re-create its original meaning. For most of European history, music belonged to social ritual, whether it accompanied worship, paid homage to a king, or provided background for a feast. A large concert hall filled with silent listeners, focused intently on an ensemble of well-fed professionals still in possession of most of their teeth, has no counterpart in early-music history. Early-music proponents, the detractors added, are highly selective in their use of historical evidence. No one today conducts the operas of Jean-Baptiste Lully, for example, by pounding a staff on the floor, as conductors did in the court of Louis XIV to try to keep time in an ensemble of less-than-perfectly trained musicians.

Taruskin launched the intended coup de grâce. The predominant early-music style has nothing to do with historical evidence, he charged, and everything to do with the modernist aesthetic. The style’s fleet rhythms and transparent textures are a reaction against the excesses of subjectivity and expression characteristic of Romanticism; the shaky historical arguments on its behalf are just after-the-fact window dressing.

 

Several of the arguments against the period-instrument movement had bite. They reflect the skepticism regarding the possibility of knowing the past that dominates today’s universities and that gets used (improperly) to justify junking the study of history, philology, and literary tradition. The proponents of period performance heard and considered these sophisticated objections. Then something wonderful happened. They responded, in essence: “Yeah, whatever.” They tweaked their rhetoric, junked the term “authenticity” and anything else that sounded too authoritarian – and went right on doing what they had been doing all along. That is because their hunger for the past – for discovering how the musicians at the Esterházy palace interpreted crescendi or how much vibrato a cellist performing Bach’s cello suites in the 1720s would have used – was so great that no amount of hermeneutical skepticism could extinguish it.

The influential restorer of French baroque opera, conductor William Christie, exemplifying this attitude, lamented in 1997 how little we know about the hand gestures used in ballets and operas in pre-Revolutionary France. Gestural art is “a field that is painful for me right now,” he told Bernard Sherman in Inside Early Music. Christie’s pain is precious. It comes from an instinct in short supply in the rest of the culture: the belief that the past contains lost worlds of expression that would enrich us if we could just recover them. The desire to learn how a shepherdess in a Rameau opera may have inclined her hand to Cupid is an attribute of an enlightened humanity. (Unfortunately, Christie has since abandoned the project of re-creating baroque opera stagings and choreography, leaving the Boston Early Music Festival and Opera Lafayette as the sole ensembles committed to courtly theatrical sensibility as well as musical practice.)

An early informal truce between modern-instrument ensembles and the historicists has long since broken down. According to this unwritten understanding, the historicists would claim the pre-1800 repertoire, while leaving nineteenth-century works to the modern symphony orchestra. It was not long, however, before the proponents of historical “authenticity” marched all the way into the twentieth century, blithely piling one historical anachronism onto another, as if to confirm Taruskin’s skepticism regarding the evidentiary basis for their work. Period-instrument groups such as the Philharmonia Baroque and the Orchestre Révolutionnaire et Romantique use the evocative Waldhorn in Brahms’s works, for example, even though Brahms himself could not persuade his contemporary brass players to give up their spiffy new valved horn for that difficult ancient instrument. In addition to adopting “historical” practices that didn’t exist, the historicists ignore widespread nineteenth-century performance traditions that did exist. There has been no movement to revive “preluding,” for example, in which a pianist improvised chords and arpeggios before breaking into the actual published score of a work, because such behavior would too forcefully violate contemporary concert norms. Nor has the habit of teleologically updating scores been adopted. This paradox points to the conceptual meltdown point of the authenticity movement, where it becomes clear that the most unhistorical practice in the history of music is the concern for authenticity.

Such conundrums do not subtract from the enormous contribution that the early-music movement has made to our experience of music. Traditional orchestras, especially in Europe, have subtly changed their sound and approach to the standard repertoire in response to the competition. Sadly, we will never know whether the period-instrument movement has come close to past performance style (though Taruskin is wrong that historical materials cannot provide meaningful guidance). But the effort to recover our musical past remains a noble one.

Architecture

The Craftsman in an Industrialised Age


EDITOR’S NOTE: This essay, originally published in May, 1985 as “Unemployed to Self-Employed” in Art & Design magazine, contains some thoughtful observations about human nature and the place of the craftsman. We think these thoughts are important for musicians and orchestral leadership to consider. The push to adopt technology as our savior (or replacement, as in “the virtual orchestra”) is not a new one and in many ways we are, as a society, trying to recover from the effects of our unconsidered rush to modernize.

After spending the first three years of my adulthood in an office, I became convinced that this was not to be my kind of life. Liszt had been my first hero and by comparison, my achievements seemed bleak. I dreamt of performing some heroic deed and then laying down arms because, like so many, I thought that regular work would mean more pain than pleasure. If I was any good, where was my princely protector now?

Rather than continue to force upon people ideas which nobody save me was very keen about, I felt I owed myself an early retirement. I would do what I fancied; read a lot, paint a little, travel most of the time and, best of all, play my grand piano in a lofty room with a fine view of the Mediterranean Sea somewhere in the hills above Portofino. It didn’t happen exactly that way, for I soon found out that doing nothing but reading for more than six months at a time, albeit in elegant conditions, is a trial on one’s sanity, that traveling for pleasure is a nightmare, and that, given the state of the industrial world, early retirement is not unlike playing golf between lines of battle.

I had no qualms about staying out of the fight, but the general unpleasantness surrounding the violent action rendered my youthful dream quite absurd. The prospect of wasting the rest of my life in shallow pursuits held little excitement: it is true that anyone following his vocation, be he an artist, a statesman, or a craftsman, abhors the mere thought of retiring at whatever age.

“Retirement from active life” as a mass phenomenon is largely a product of industrial society and the “civilisation of leisure,” a fantasy of thinkers and the alienated industrial masses. Marx promised them heaven on earth; their toiling lot reduced step by step through systematic mechanisation. With the exception of Ruskin and Morris most thinkers of the industrial era turned out to be “industrial” thinkers. Refusing to consider industrialism as a mere ideology, they posited it as an irreversible fact of history and progress, as unquestionable as the laws of nature, as irrevocably useful as the discovery of the wheel. Confusing the ideas of work effort and toil, they assumed that all forms of production were in unresolvable conflict with the idea of pleasure and liberty. In that line of thought the realm of liberty – meaning leisure time – could easily be expanded at the expense of the realm of necessity – meaning production time. With industrialism promoting itself as the ultimate form of civilisation, this mere hypothesis has become an imperative justifying the relentless industrialisation of all extra-productive branches of life: culture, leisure, education, sports, etc.

Everyday experience, however, tells us that the sensation of pleasure is inseparably linked to the idea of effort.* Ironically, the demands of industrial man’s brain and muscle are generally higher on weekends and holidays than on workdays. For then and there he undertakes deeds which no employer could persuade him to suffer, which no union could dissuade him from sustaining. He indulges freely in the sheer expansion of effort. He deploys anachronistic artisan, moral, and gastronomic activities; he preferably works manually; he climbs mountains without shying hardship; he goes on marches to support lost causes; he fancies dancing, fighting, running, and fishing without apparent gain. Regardless of whatever ecologically, aesthetically, or morally doubtful job he may be doing to earn a living, he becomes, in his leisure time, a devout ecologist, a conservationist, a samurai, a pacifist, a christian, a poet, a craftsperson, socialist, an antifascist, and what not? Instead of earning a livelihood by following his vocation, he wastes energy and savings doing just that in his leisure time. Whenever he feels free to do what he thinks right, homo industrialis turns into his own negation.

Cultures of the past have only been great when they have educated people to become independent and earn a living by doing what they were good at. There are born hunters who are deaf to music, there are unsuccessful bankers who make excellent cooks. All great philosophers, teachers, and wise men have insisted on people choosing the profession which suits them best; they have even seen in the differing vocations a demonstration of divine providence, of nature’s harmony and miraculous equilibrium.

God creates men and women fit to shape their own destinies; to use His creation for their own advantage and pleasure. Thus humankind creates objects of stupendous beauty and celebrations of awesome majesty. Surely God would not give men and women five senses and a soul if He intended them to become occupational slaves; if He destined them to toil in office-blocks, to become fragments of machines and organisations, to live in rabbit hutches and travel in underground tubes – exchangeable, replaceable, and expendable.

All great cultures of the past used industrial processes to perform necessary and unpleasant deeds. Industrialism merely generalises these processes to the exclusion of higher, i.e., artisan and artistic, forms of work. I ask you, would it be any less cruel to let machines do work in which men take great pride and pleasure than to let them take care of our sexual and gastronomical functions?

It is no secret that the industrial system is going to employ fewer and fewer hands and brains. The chairman of ICI says that despite its increasing activities the company needs less and less manpower; that the purpose of such companies is not to employ people but to make profits. Why indeed should God’s proudest creatures be employed in doing dangerously boring jobs which machines are much better at? William Morris said as much a century ago.

All this, however, does not explain the central paradox of all industrial societies, namely, that the availability of handwork decreases and the cost of handwork rises in direct proportion to the number of unemployed hands. In the UK alone there are approximately seven million unemployed hands and half as many unemployed brains. I assume that the same numbers could be made redundant from overblown local and national bureaucracies without any loss of efficiency.

One of the most perennial subjects of high-minded Modernist blabla is to speculate about the forthcoming age of leisure, where happy folk are to work for two days at the most and spend the rest of the week and their luxuriant earnings on harmless nonsense.

Irrespective of political ideology, industrial systems produce, instead, a sizable nation within the nation, which is not only un- or ill-employed, but whose hands and brains have been permanently, and it seems irreversibly, put OUT OF WORK and OUT OF BUSINESS. Not only are they ill-educated and over-specialised, unfree and dependent – exactly what industries and unions have always wanted them to be – they are also, as a result, frustrated, helpless, angry, jealous, and vengeful. Like children they consider unions and industries, governments, and states to be Godfathers who should look after them from the cradle to the grave; Socialism and the Welfare State have promised them as much. To ask these people to become responsible therefore sounds like asking a drowning man to take up swimming lessons. It is painfully evident that the greatest achievement of the industrial system is not keeping such vast numbers away from the streets, away from rebellion and political mischief, but rather succeeding in holding so many hands and brains in docile submission; in anticipating and preventing them from ever entering serious competition with the industrial economy and ideology.

It would, however be short-sighted of any government to believe that the long term unemployed masses would be less dangerous politically than unionised masses, or that the problem could be solved by “new wunder-technologies.” The fact is that you cannot negotiate with the unemployed; their reactions are unpredictable. I find it more stimulating, therefore, to speculate on what these millions of hands and brains could be doing once they became apprenticed as competent and self-employed craftsmen, traders, and artists.

When Chartres built its cathedral it was a town of approximately 10,000 people; when Florence was the centre of the world it had no more than 60,000 citizens. In theory our unemployed nation could build, in the next ten years and with artisan methods, about 100 cities and 500 white cathedrals no less splendid than Chartres or Florence. It could plant forests where now there are poisoned wastelands, replace suburban sprawls with richly varied agricultural landscapes. It could build for all to see the true alternative to industrial mass society, to the bleakness of industrial parks and council housing, office compounds and comprehensive schools, university campuses and shopping precincts. Very soon it would down on us, on our dreary suburban masses, our silly entertainments, our crude sports and violent games, our depressing factories and offices.

The tragic effects of industrial modernism have not been limited to the spoiling of cities and landscapes; they have destroyed the educational, social, religious, and economic structures which had built, expressed, and maintained higher cultures. There exist, to this day, approximately 140 branches of traditional crafts, 40 of which have to do with architecture and building directly. A democracy dedicated to the regeneration of a dynamic and diversified economy will have to promote the reconstruction of self-employed and independent crafts with the same financial and legislative privileges that it now uses to lure industrial enterprise into action.

The immense success of the elite Akademie des Handwerks (Academy of Crafts) at Schloss Raesfeld in Westphalia shows the way. In this prestigious new institution the very last generation of masters has been brought from the remotest corners of the Federal Republic to teach the techniques and secrets of their crafts to “young” apprentices who must not only have the regular “master” title, but, in order to be accepted, also show evidence of ten years of self-employed professional and commercial success.

After only five years of intense activity, the Akademie has succeeded in training several thousand masters, thus laying the foundation for the reconstruction of traditional building crafts and apprenticeship.

I believe that, besides making long-due cuts, a visionary government has to promote at the highest level the establishment of such leading institutions. As HRH the Prince of Wales recently pointed out, small, efficient, and independent crafts and trades should not be located in isolated industrial zones but in the very midst of cities and villages. That is where they are needed, that is where they can offer their services most effectively. All this demands nothing less than the complete lifting of mono-functional and suburban zoning codes.

After the well-intentioned revival of the central city, after years of urban over-expansion and schematisation, a radical contraction of the cities and a parallel reconstruction of non-industrial agriculture has: 1, to be envisaged; 2, to be legislated; 3, to be promoted; and 4, to be effected. Only such a project truly transcends the accepted political and ideological divergences; positing organic growth against mechanical over-expansion; putting quality into competition with quantity. It is now a matter of ecological and cultural life or death. It may well be the only way to break the deadlock which paralyses and traumatises industrial man and society.

Craftsmen are needed everywhere all the time, and where there are great artisans, artists will inevitably prosper. It will be good for the arts, it will be good for the economy, and it will be good for democracy.

 

Endnote

* This is one of Hannah Arendt’s main themes in The Human Condition (Chicago, 1958).

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.

×

Your map to places only the dorkiest dare to go.

Subscribe to find out more about the ideas behind our ideas. And the progress of our projects.

Your email address is safe with us. Unsubscribe anytime.