Business

A Double Role for Musicians


“This is helpful.” A very successful, retired, corporate lawyer and his wife were reviewing a personalized update on The Cleveland Orchestra’s activities over salad with me and a development staff member who had been entrusted with this donor relationship. “But, do you know what would really make me give more? If my musician friends in the orchestra asked me themselves, I’d be falling over myself to increase our gift!”

“We play the music. They raise the money. If they ran the orchestra as well as we played, there would be no money problems. There’s plenty of money in this town. They just have to go get it.” Emphatic advice from more than one senior musician colleague – and advice I’ve heard from musicians in several major orchestras.

It’s true that there is plenty of money in Cleveland – and in probably every metropolitan area of any significant size. But our donor put his finger on a truth that escaped my colleagues. It goes to the heart of why we became musicians.

Music touches people. It moves them and inspires them. After a great performance of a Mahler Symphony, or of another piece representing the great achievements of mankind, we should be different people than we were before the experience. And when someone touches us, shares with us a rare and special experience, we want to know them. This is how our donors feel about us as musicians in their orchestras.

While some donors and board members support the orchestra out of a sense of civic obligation or to enhance business relationships, the true leaders and the ones who recruit other donors and board members are passionate about music and about their orchestra. These are the leaders who would walk through fire to save their orchestra, and they’re the ones who come to the fore during a crisis. The same dynamic is in play as you move down through the donor ranks – passionate orchestra lovers are committed subscribers and donors. And they love “their” musicians.

It was a crisis that led me to adopt my dual role as a musician and development staff member at The Cleveland Orchestra. After a brief strike (lasting 30 hours) in 2010, the musicians and board of The Cleveland Orchestra both arrived at the conclusion that we need more communication and more relationships between us. Ultimately, this led to musicians being invited to attend board committee meetings as unofficial “members” of those committees. I served as a musician delegate to the Fund-raising Committee, because of my interest in learning more about development and because of my realization that success in fundraising is essential to our future as a great orchestra.

More than half of our operating revenue comes from fundraising and endowment. Our Annual Fund provides more revenue than ticket sales for our main subscription series. As we look at the future for a major orchestra in a city with stagnant or tepid growth, the need for a much larger endowment and continued Annual Fund growth becomes stark. Nothing will have a greater effect on the remaining couple of decades of my career.

Our trustees who serve on the Fund-raising Committee have a deep commitment to the orchestra, and most of them have spent decades raising money for us. They were thrilled to have a couple of musicians join them. Volunteering at the highest level and giving financial support is how they demonstrate their love for the orchestra, and it resonates when musicians show their commitment in the same ways. It’s speaking their language. We made it a point to thank them for their dedication and hard work at every meeting.

Eventually, my desire to learn more and my participation on the Fund-raising Committee led to my accepting a position as a major gifts officer in our Philanthropy & Advancement department. I took a six-month sabbatical from my playing position (I joined the bass section in 1997), and worked full-time in development. Upon my return to the bass section, I have continued in a part-time role as a major gifts officer for the past year.

I expected resistance from my musician colleagues. I thought they might see taking a second position at the orchestra as a contradiction of our assertion that playing in the orchestra is truly a full-time job. Certainly, some have perceived me as “close to management” and have adopted a certain distance. Surprising to me though is the fact that the greatest source of objection was the staff members outside the development department. Some key staff members were unable to envision a musician filling any staff role. It took a great deal of time to reach the point where I could even be offered the opportunity officially. Now it is no longer remarkable.

My role is to identify current donors and subscribers who may be able to increase their annual giving to substantially higher levels and who may also be able to make a major endowment gift or estate commitment. While a frighteningly high percentage of our revenue comes from fewer than a thousand donors, we have thousands of other donors who may never have been asked personally to increase their support, and who may have no relationship with the orchestra other than attending concerts and receiving an occasional fundraising letter.

I seek opportunities to meet these patrons and invite them to join me for coffee or lunch where I can share our plans, hear about their experiences, and begin to develop a personal relationship. The best approach has been for me to greet them at their seats before a concert and introduce myself and thank them for their support. When I follow up with a phone call or email, even the people who initially decline a further meeting usually have a few questions about the orchestra. After we’ve had a chance to interact, they often reconsider and respond positively to another invitation.

I find that I never need to sell the orchestra or the idea of giving. These are patrons who have already demonstrated their interest. The most common reason for not increasing their gift is that they are already giving at the highest level they can afford. This is both encouraging and sobering. A minority of the patrons I meet with do become more interested once they feel like insiders. These supporters are the source of our growth.

Here’s what donors want to know when we meet. They want to know that we’re successful – that the institution and the art form are not headed down the drain. They want to know that we’re in internal alignment – that the musicians and management are pulling in the same direction. And, they want to feel like part of the family. Our dependence on contributed revenue makes it indisputable that they are necessary; it’s up to us to make them feel our respect and gratitude.

Orchestras are often characterized by a cliché: European imports that exist exclusively for the enjoyment of the very wealthy. But that completely disregards of course the fact that American orchestras developed contemporaneously with European orchestras (the Boston Symphony is older than the Berlin Philharmonic), and the fact that so many major composers had an American presence (Tchaikovsky, Mahler, Bartok, Stravinsky, Schoenberg, Rachmaninoff, etc.). It is an unfair charge. Our donors could have an exclusive orchestra, but they support the orchestra because they want to share it with their community. It’s really important to them to know that we’re growing and reaching new audiences.

As members of the development team, we can make them feel like part of the family, but growing audiences and demonstrating success is something that takes institution-wide efforts. Everyone needs to be on-board.

As musicians, we are in a unique position due to our job longevity, our musical knowledge, and our institutional memory. Development jobs do have a fair amount of turnover and tend not to be held by people with professional orchestral backgrounds. However, effective performance with donors requires a thorough knowledge of the orchestra’s finances, business model, organizational strategy, and the roles of key personnel and volunteers.

People often ask how I fit my jobs together. It certainly helps that they are in the same building. I try to arrive at work around 8:30 on weekdays and leave at 5:30 or 6. If the orchestra is rehearsing, I go to rehearsal; if not, I’m in the office or meeting with donors. On concert nights, I may even have a pre-concert dinner to attend. If I am disciplined, I’ve put my practice time in my calendar and find opportunities to head to a practice room in the basement. Keeping everything going certainly requires better time management skills than I have, but I’m improving.

Another issue that is raised occasionally is that of being a member of a collective bargaining unit and an FLSA-exempt employee at the same workplace. My roles are completely separate, and I have no supervisory role, so there is not a legal issue. Lew Waldeck of ICSOM used to refer to our collective power as an organized bargaining unit. That power consists of being able to say “no” to proposals we can’t live with in order to force changes. It seems to me that to focus exclusively on power ignores our chance to have influence. My experience has been that thoughtful, good-faith influence has great effect and is an ever more necessary part of moving orchestras forward in challenging times. Having a direct role in increasing our financial resources seems to me to be an effective use of influence on the organization.

Finally, I am sometimes asked if I think there are other musicians who would be interested in pursuing a similar role. I am sure that there are, but I do not yet know who they are, or how they would create their roles. I suspect that the roles will be unique to each musician, given our differing backgrounds and experience. The key questions revolve around time, where they are in their careers, management background, and personal strengths. Adding musician involvement to development is not the same as hiring to fill certain positions. The position will have to be shaped to fit the person who fills it.

In our orchestra, musicians are involved in paid and donated playing services, donor events, stewardship, solicitation calls with development staff, and donor thank-you calls, etc. Nearly one third of the orchestra participates as volunteers. I think it’s worth remembering the amount of work that goes into creating and preparing for those opportunities. That is what differentiates the work of paid staff from volunteer generosity. All of it is appreciated by the donors, of course.

Musicians can better their institutions and improve their situations by taking advantage of patrons’ natural desire to know their musicians better. The joy we bring through our music-making creates a bond between us and our audience. Their sense of being part of the family helps them stay close to the orchestra and inspires their support. There is no one better suited to make that happen than we.

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.

Composition

Admit It, You Really Hate Modern Art


EDITOR’S NOTE: This piece is reprinted here with gracious permission of the Asia Times, where it first appeared.

There are aesthetes who appreciate the cross-eyed cartoons of Pablo Picasso, the random dribbles of Jackson Pollock, and even the pickled pigs of Damien Hirst. Some of my best friends are modern artists. You, however, hate and detest the 20th century’s entire output in the plastic arts, as do I. “I don’t know much about art,” you aver, “but I know what I like.” Actually you don’t. You have been browbeaten into feigning interest in so-called art that actually makes your skin crawl, and you are afraid to admit it for fear of seeming dull. This has gone on for so long that you have forgotten your own mind. Do not fear: in a few minutes I can break the spell and liberate you from this unseemly condition.

First of all, understand that you are not alone. Museums are bulging with visitors who come to view works they secretly abhor, and prices paid for modern art keep rising. One of Jackson Pollock’s (19121956) drip paintings sold recently for $140 million, a striking result for a drunk who never learned to draw and who splattered paint at random on the canvas. Somewhat more modest are the prices paid for the work of the grandfather of abstract art, Wassily Kandinsky (18661944), whose top sale price was above $40 million. An undistinguished early Kandinsky such as Weilheim-Marienplatz (43 by 33 centimeters) will sell for $4 million or so by Sotheby’s estimate. Kandinsky is a benchmark for your unrehearsed response to abstract art for two reasons. First, he helped invent it, and second, he understood that non-figurative art was one facet of an aesthetic movement that also included atonal music.

Kandinsky was the friend and collaborator of the grandfather of abstract music, the composer Arnold Schoenberg (18741951), who also painted. Schoenberg, like Kandinsky, is universally recognized as one of the founders of modernism. Kandinsky attended a performance of Schoenberg’s music in 1911, and afterward wrote to him:

Please excuse me for simply writing to you without having the pleasure of knowing you personally. I have just heard your concert here and it has given me real pleasure. You do not know me, of course – that is, my works – since I do not exhibit much in general, and have exhibited in Vienna only briefly once and that was years ago (at the Secession). However, what we are striving for and our whole manner of thought and feeling have so much in common that I feel completely justified in expressing my empathy. In your works, you have realized what I, albeit in uncertain form, have so greatly longed for in music.

The critical consensus supports Kandinsky’s judgment. An enormous literature now exists on the relationship between abstract painting and atonal music, and the extensive Kandinsky-Schoenberg correspondence can be found on the Internet. Clement Greenberg, the critic who made Jackson Pollock’s reputation in the Partisan Review, noted a parallel between abstract painting and Schoenberg’s atonality: “The resemblance in aesthetic method between this new category of easel painting and Schoenberg’s principles of composition is striking…. Just as Schoenberg makes every element, every voice and note in the composition of equal importance – different but equivalent (Mondrian’s term) – so these painters render every part of the canvas equivalent.” That is correct as far as it goes, although it might be added that things of no particular importance have no importance at all. The hierarchy of importance is the source of meaning. The tonic, or the starting point of the scale and chord of the home key, is the most important note in a musical composition, for all tonal music undertakes a journey towards the tonic. Just as home is the most important location on a traveler’s map, the home key is the reference point for other keys, just as the central figure in a traditional painting subordinates the rest of the composition.

Recent research by neuroscientists confirms what impresarios have known for more than a century: Audiences hate atonal music. In his book The Music Instinct (2010), Philip Ball draws on recent research to conclude

The brain is a pattern seeking organ, so it looks for patterns in music to make sense of what we hear. The music of Bach, for example, embodies a lot of the pattern forming process. Some of the things that were done by those composers such as Schoenberg undermined this cognitive aid for making music easier to understand and follow. Schoenberg’s music became fragmented which makes it harder for the brain to find structure.

The most striking difference between Schoenberg and Kandinsky, the two founding fathers of modernism is pecuniary: The price of Kandinsky’s smallest work probably exceeds the aggregate royalties paid for the performances of Schoenberg’s music. Out of a sense of obligation, musicians perform Schoenberg from time to time, but always in the middle and never at either end of a program, for audiences would come late or leave early. Schoenberg died a poor man in 1951 – and his widow and three children barely survived on the copyright royalties from his music. His family remains poor, while the heirs of famous artists have become fabulously wealthy.

Modern art is ideological, as its proponents are the first to admit. It was the ideologues, namely the critics, who made the reputation of the abstract impressionists, the most famous example being Clement Greenberg’s sponsorship of Pollock. It is deliberately not supposed to “please” the senses on first glance, after the manner of a Raphael or an Ingres, but to challenge the viewer to think and consider. Why is it that the audience for modern art is quite happy to take in the ideological message of modernism while strolling through an art gallery, but loath to hear the same message in the concert hall? It is rather like communism, which once was fashionable among Western intellectuals. They were happy to admire communism from a distance, but very few chose to live under communism. When you view an abstract expressionist canvas, time is in your control. You may spend as much or as little time as you like, click your tongue, attempt to say something sensible and, if you are sufficiently pretentious, quote something from the Wikipedia entry on the artist that you consulted before arriving at the gallery. But when you listen to atonal music, you are stuck in your seat for as long as the composer wishes to keep you. It feels like many hours in a dentist’s chair from which you cannot escape. You do not admire the abstraction from a distance. You are actually living inside it. You are in the position of the fashionably left-wing intellectual of the 1930s who made the mistake of actually moving to Moscow rather than admiring it at a safe distance.

That is why at least some modern artists come into very serious money, but not a single one of the abstract composers can earn a living from his music. Non-abstract composers, to be sure, can become quite wealthy – for example, Baron Andrew Lloyd Webber and a number of film composers. The American Aaron Copland (190090), who wrote mainly cheerful works filled with local color (e.g., the ballets Billy the Kid and Appalachian Spring), earned enough to endow scholarships for music students. The Viennese atonal composer Alban Berg (18851935) had a European hit in his 1925 opera Wozzeck, something of a compromise between Schoenberg’s abstract style and conventional Romanticism. His biographers report that the opera gave him a “comfortable living.”

After decades of philanthropic support for abstract (that is, atonal) music, symphony orchestras have to a great extent given up inflicting it on reluctant audiences and instead are commissioning works from composers who write in a more accessible style. According to a recent report in the Wall Street Journal, the shift back to tonal music “comes as large orchestras face declining attendance and an elderly base of subscribers. Nationwide symphony attendance fell 13% to 27.7 million in the 200304 season from 19992000,” according to the American Symphony Orchestra League. The ideological message is the same, yet the galleries are full, while the concert halls are empty. That is because you can keep it at a safe distance when it hangs on the wall, but you can’t escape it when it crawls into your ears. In other words, your spontaneous, visceral hatred of atonal music reflects your true, healthy, normal reaction to abstract art. It is simply the case that you are able to suppress this reaction at the picture gallery.

There are, of course, people who truly appreciate abstract art. You aren’t one of them; you are a decent, sensible sort of person without a chip on your shoulder against the world. The famous collector Charles Saatchi, the proprietor of an advertising firm, is an example of the few genuine admirers of this movement. When Damien Hirst arranged his first student exhibition at the London Docklands, reports Wikipedia, “Saatchi arrived at the second show in a green Rolls-Royce and stood open-mouthed with astonishment in front of (and then bought) Hirst’s first major ‘animal’ installation, A Thousand Years, consisting of a large glass case containing maggots and flies feeding off a rotting cow’s head.”

The Lord of the Flies is an appropriate benchmark for the movement. Thomas Mann in his novel Doktor Faustus tells the story of a composer, based mainly on Arnold Schoenberg, whom resentment drives to make a pact with the Devil. Mann’s protagonist cannot create anything new, so out of rancor sets out to “take back” Beethoven’s Ninth Symphony by writing an atonal cantata (“The Lament of Dr. Faustus”). The point of the lampoon is to destroy the listener’s ability to hear the original. The critical consensus considers Picasso’s painting originally named Les Demoiselles d’Avignon (“The Bordello at Avignon”) to be the single most influential statement in modern art. Picasso lampooned El Greco’s great work The Vision of St John, which portrays the opening of the Fifth Seal in the Book of Revelation, the resurrection of the martyrs. El Greco’s naked, resurrected martyrs become a gaggle of whores, and the arms upraised in ecstasy in the earlier painting become a blend of seduction and threat. Picasso is trying to “take back” El Greco by corrupting our capacity to see the original. By inflicting sufficient ugliness on us, the modern artists believe they will wear down our capacity to see beauty. That, I think, is the point of putting dead animals into glass cases or tanks of formaldehyde. But I am open-minded; there might be some value to this artistic technique after all. If Damien Hirst were to undertake a self-portrait in formaldehyde, I would be the first to subscribe to a commission.

Yet, especially among the educated elites there are many who will go to their graves proclaiming their love for modern art, and I owe them an explanation of sorts. At the risk of alienating most of my few remaining friends, I will provide it. You pretend to like modern art because you want to be creative. At least, you want to reserve the possibility of being creative, or of knowing someone who is creative. The trouble is that you are not creative, not in the least. In all of human history we know of only a few hundred truly creative men and women. It saddens me to break the news, but you aren’t one of them. By insisting that you are not creative, you think I am saying that you are not important. I do not mean that, but we will have to return to that topic later.

You have your heart set on being creative because you want to worship yourself, your children, or some pretentious impostor rather than the god of the Bible. Absence of faith has not made you more rational. On the contrary, it has made you ridiculous in your adoration of clownish little deities, of whom the silliest is yourself. You have stopped believing in God, and as a result you do not believe nothing, but you will believe in anything (to paraphrase Chesterton). For quite some time, conservative critics have attacked the conceit that every nursery-school child should be expected to be creative. Allan Bloom observed more than twenty years ago in The Closing of the American Mind that creativity until quite recently referred to an attribute of God, not of humans. To demand the attribute of creativity for every human being is the same as saying that everyone should be a little god.

But what should we mean by creativity? In science and mathematics, it should refer to discoveries that truly are singular, which could not possibly be derived from any preceding knowledge. We might ask: In the whole history of the arts and sciences, how many contributors truly are indispensable, such that history could not have been the same without their contribution? There is room for argument, but it is hard to come up with more than a few dozen names. Europe had not progressed much beyond Archimedes of Syracuse in mathematics until Isaac Newton and Gottfried Leibniz invented calculus. Throw in Euler and the Bernoulli family and we have the eighteenth century covered; Gauss, Riemann, Weierstrass, Frege, Cantor, and Klein give us most of the nineteenth. Until Nicolaus Copernicus and Johannes Kepler, Europe relied on the first-century work of Ptolemy for cosmology. After Kepler only Newton, and after Newton only Albert Einstein fundamentally changed our views on planetary motion. Scholars still argue over whether someone else would have discovered special relativity if Einstein had not, but they seem to agree that general relativity had no clear precedent. How many composers, for that matter, created Western classical music? If only twenty names are known to future generations, they still will know what is fundamental to this art form.

We can argue about the origin of scientific or artistic genius, but we must agree that it is extremely rare. Of the hundreds of composers employed as court or ecclesiastical musicians during Johann Sebastian Bach’s lifetime, we hear the work of only a handful today. Eighteenth-century musicians strove not for genius but for solid craftsmanship; how it came to be that a Bach would emerge from this milieu has no consensus explanation. As for the rest, we can say with certainty that, if a Georg Phillip Telemann (a more successful contemporary of Bach) had not lived, someone else could have done his job without great loss to the art form. If we use the term creative to mean more or less the same thing as irreplaceable, then the number of truly creative individuals appears very small indeed. It is very unlikely that you are one of them. If you work hard at your discipline, you are very fortunate to be able to follow what the best people in the field are doing. And if you are extremely good, you might have the privilege of elaborating on points made by greater minds. Beneficial as such efforts might be, it is very unlikely that, if you did not do this, no one else would have done it. On the contrary, if you are on the cutting edge of research in any field, you take every possible measure to publish your work as soon as possible, so that you may get credit for it before someone else comes up with precisely the same thing. Even the very best minds in a field live in terror that they will be made dispensable by others who circulate their conclusions first. Many are the stories of simultaneous discovery for this very reason, as the famous one about Alexander Graham Bell and Elisha Gray filing with the patent office the very same day to register inventions that would become the telephone.

Bach inscribed each of his works with the motto “Glory belongs only to God” and insisted (wrongly) that anyone who worked as hard as he did could have achieved results just as good. He was content to be a diligent craftsman in the service of God and did not seek to be a genius; he simply was one. That is the starting point of the man of faith. One does not set out to be a genius but rather to be of service; extraordinary gifts are responsibility to be borne with humility. The search for genius began when the service of God no longer interested the artists and scientists. Mozart was one of the first artists to be publicly hailed a genius. A little after this time, Friedrich Nietzsche announced the death of God and the arrival of the artist as hero, taking as his model Richard Wagner, about whose artistic merits we can argue on a different occasion. Whether Wagner was a genius is debatable, but it is beyond doubt that the devotees of Nietzsche were no Wagners, let alone Bachs. To be free of convention was to create one’s own artistic world, in Nietzsche’s vision, but very few artists are capable of creating their own artistic world. That puts everyone else in an unpleasant position.

To accommodate the ambitions of the artists, the twentieth century turned the invention of artistic worlds into a mass-manufacturing business. In the place of the humble craftsmanship of Bach’s world, the artistic world split into movements. To be taken seriously during the twentieth century, artists had to invent their own style and their own language. Critics heaped contempt on artists who simply reproduced the sort of products that had characterized the past, and they praised the founders of schools: Impressionism, Cubism, Primitivism, Abstract Expressionism, and so forth.

Without drawing on the patronage of the wealthy, modern art could not have succeeded. Very rich people like to flatter themselves that they are geniuses and that their skill or luck at marketing music or computer code qualifies them as arbiters of taste. So, each day we read of new record prices for twentieth-century paintings – for example, the estimated $140 million paid to the media mogul David Geffen for a Jackson Pollock. Successful businesspeople typically are extremely clever, but they tend to be idiot savants, with sharp insight into some detail of industry that produces great wealth, but lacking any concept whatever of issues outside their immediate field of expertise. As George Gilder once wrote, an entrepreneur is the sort of person who stays up all night studying garbage routes. Entrepreneurs, Gilder explained, immersed themselves in the annoying details of implementation that well-adjusted people rightly ignore. There is limited overlap between the sort of thought process that makes one rich and the kind of thinking that produces fine art. Because the world conspires to flatter the wealthy, rich people are more prone to think of themselves as universal geniuses than are ordinary people, and far more susceptible to the cult of creativity in art. In Doktor Faustus, Mann portrayed this as the work of the devil. The new Faust makes a pact with Satan: He sells his soul in return for a system of composing music. A new class of critics served as midwives at the birth of these monsters. I marveled over the fact that museumgoers gush over Pollock’s random dribbles but never would willingly listen to Arnold Schoenberg’s twelve-tone compositions at a concert hall. The conductor Sir Thomas Beecham famously said that people don’t like music; they only like the way it sounds. In the case of Pollock, people like neither his work nor the way it looks; what they like is the idea that the artist in his arrogance can redefine the world on his own terms. To be an important person in this perverse scheme means to shake one’s fist at God and define one’s own little world, however dull, tawdry, and pathetic it might be. To lack creativity is to despair. Hence the attraction of the myriad ideological movements in art that gives the despairing artists the illusion of creativity.

If God is the Creator, then imitation of God is emulation of creation. But that is not quite true, for the Judeo-Christian god is more than a creator; God is a creator who loves his creatures. In the world of faith there is quite a different way to be indispensable, and that is through acts of kindness and service. A mother is indispensable to her child, as husbands and wives and friends are to each other. If one dispenses with the ambition to remake the world according to one’s whim and accepts rather that the world is God’s creation, then imitatio Dei consists of acts of kindness. In their urge toward self-worship, the artists of the twentieth century descended to extreme levels of artlessness to persuade themselves that they were in fact creative. In their compulsion to worship themselves in the absence of God, they produced ideas far more ridiculous, and certainly a great deal uglier, than revealed religion in all its weaknesses ever contrived. The modern cult of individual self-expression is a poor substitute for the religion it strove to replace, and the delusion of personal creativity is an even worse substitute for redemption.

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.

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