A major element of the League of American Orchestras'
strategic plan concerns an oft-misunderstood concept that we call "achieving
civic stature." Simply put, it refers to an orchestra reaching a point in its
community where the entire community views it as a resource of value, something
central to the life of that community.
Even more simply put, it refers to orchestras finding ways to be of
relevance to people who may never come to a subscription concert. I believe that over the past ten to fifteen
years, this area represents one of the most significant changes in the behavior
of orchestras in
One of the really interesting issues that I keep coming
across as I visit a wide range of symphony orchestras in
There has been a growing trend over the past ten or fifteen years, more prevalent in small or mid-sized orchestras than in the largest ones, but true in some of those as well. This trend has been to change the "reporting structure" of symphony orchestras. The traditional structure, still in place in the majority of orchestras, is that the music director and the executive director (that latter title may in some places be "president," "managing director," or something else) both report to the board, usually through the board chair (sometimes called "president" - am I confusing you yet?). The new trend is to have the music director report to the executive director. I presume this has come about because boards and their chairs feel they don't have the professional competence, experience, and/or knowledge to "supervise" the conductor. Another reason, perhaps, is that the conductor is often out of town guest conducting, but we still don't have a tradition of guest managing, so the executive director tends to be "home" year-round.
In my visits to orchestras around the country, and my conversations with administrations and boards, I am sometimes struck by how orchestral organizations undervalue the importance of the total customer experience. There is no question that high-quality playing, committed performances, and vibrant programming are the most essential ingredients in an orchestra's success. But these things alone won't do it. An orchestral institution must examine every single aspect of the customer experience and raise it to the highest possible level.
About
Henry Fogel Henry Fogel was appointed to the position of President and CEO of the League of American Orchestras in July, 2003.
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