From Point A to Point Beyond...

"…there are no organic transitions, only edits. The idea of A becoming B, rather than A jumping to B, has become foreign."

Esa-Pekka Salonen


Though Salonen was talking about transitions in music, this quote also resonates in a larger context. The problem is that in life, some transitions, even ones we should be prepared for (where "A becomes B"), are extremely hard to understand, interpret, and read meaning into.

I recently wrote about three important arts administrators who had decided to retire (with at least two more that I know of in the coming year) signaling a huge generational shift in arts management. But in the past week we have lost two people whose passion for life, for their family, and for their community touched all of us at the Arts Council.

Mary Prior was a fighter; a truly engaged community activist who loved her Danville community with all the fire and brimstone she could muster (and, boy, could she ever muster!). I knew her initially as the proprietor of the Danville Historical Society, and a very committed member of the local arts review committee that oversaw the Danville Route 2 transportation enhancement plan. For the past five or six years, however, she became more and more aware of the Transportation Agency’s inability to break ground on this award-winning project, and instead of getting depressed and throwing in the towel, she’d call me up to strategize as to what other political tack we could take.

About a year ago she told me she was dying and probably would not see the Danville Project through to completion. She made me promise not to compromise, not to forget that a really great group of people put together a great plan back in 2000, and not to waver in my commitment to see it through to completion.

Craig Byrne was a different kind of community activist. I didn’t know him as well or for as long as I knew Mary, but it was clear from our first conversation, that here was a man cut from a different sort of cloth. It was through his constant but gentle reasoning that our collaboration with Lyman Orton and Janice Izzi around the Art of Action got off the ground and became what it is today.

Where Mary might use facts fearlessly to make her case in Danville, Craig would use persuasion and humor. Where Mary might cut right to the chase, telling one and all what needed to be done and what her strongly-held opinions were, Craig was full of empathy and willing to listen completely to all the viewpoints around the table before helping us all to reach consensus about how to move forward.

I don’t believe Craig and Mary ever met each other. But wherever they are now, if they discover each other and compare notes, I imagine them coming to consensus (thanks to Craig) that Mary was someone who liked A to jump to B, while Craig liked A to “become” B.

In the end, and in their own way, they were a pleasure to work with. On behalf of everyone at the Arts Council staff who worked with them in one way or another, I send my thoughts and prayers out to Mary’s and Craig’s families. These are two transitions that will be hard to get used to.

Requiescant in pace…

Keep the Change (Coming)

Crocuses are stabbing through the winter detritus in our yard. Mud is on the roads. Maple steam is escaping from small rustic buildings dottling the landscape. The Legislature plans to finish by the end of April (wow!).

Change is in the air.

Although I continue to come across artists and administrators who are angry or scared about their current economic condition, by far the majority of them have taken the current crisis as a starting point for exploring how to accomplish their work differently, more efficiently, and/or with greater impact. For example, I have had conversations with cultural representatives from three Vermont communities who are in various stages of consolidating a significant segment of their local cultural efforts to achieve administrative, marketing, and promotional synergies and savings.

This is the kind of change we need.

At our advocacy day on March 17th (huge thanks to all of you who came!) we heard from a variety of people about new ways to capture and use data, or better ways to position Vermont artistic products and services to broaden and deepen Vermont's audience as well as its brand identity.

Again, more change to consider.

Perhaps the most important thing artists and arts administrators could change, however, is how they approach marketing and promotion. In a very quick and totally unscientific, recent sampling of a few Vermont arts organizations I discovered two things: 1) many arts administrators don't really know what percentage of their annual operating budget they allocate to marketing and promotion. They could all form an estimate by calculating the number of events times the rough expenditures on advertising per event, but no one would commit to a firm figure without equivocating; and 2) most administrators having completed the calculation, guesstimated that they spent less than 3% of their total operating expenditures on marketing and promotion.

Here's a new way to look at marketing and promotion. Take an average of your total operating income for the last three years. Multiply that by 10%. There. That's your new budget line-item for marketing and promotion for your organization next year. That's what you are going to spend on a well-considered plan to fill your seats, to engage your audiences in new ways, to invite your legislators to come and speak at your opening night events, to showcase your organization as the center of community life that you know it to be.

"But that's too much! We've never spent more than 2% (it turns out, having now done the math). We need to spend that extra XX thousand dollars on artist fees/travel/dressing the hall/insurance/mindless debates about marketing/etc...."

Really?

What if you presented one or two fewer performances and took the money you would have spent up front on artist fees and really developed a marketing and promotional campaign that was designed to fill every seat in the house so full that you had to add an extra show? Wouldn't your board be happy? Wouldn't the artists be happy?

Our state department of Tourism and Marketing (VDTM) has a long history of marketing and promoting the Vermont Brand almost exclusively out of state. They also have a long history of partnering with private-sector partners and splitting the costs of out-of-state promotional campaigns to lure visitors here from Montreal, Boston, Albany (Capital District), New York, and Philadelphia.

We believe this is a huge opportunity to improve our own financial conditions as well as that of Vermont, which is dependent on tourism for 15% of its revenue.

Let's take aim at a realistic goal: let's get our boards to commit to spending 5% on marketing/promotion within the next two years, and 10% within five years. While you are doing that, we (the Arts Council) will:

• Develop out-of-state marketing campaigns with VDTM that showcase the multiple reasons to visit Vermont for its art (Vermont is a pretty wide open source for great copy!)
• Develop in-state marketing campaigns with our arts organizations, local chambers of commerce and others to reach not only the large number of Vermonters who only know what's going on in their own communities, but the large number of out-of-state visitors who stay with family and friends.
• Encourage arts organizations all over the state to join forces with each other and with us and mimic the very successful brand-oriented campaigns that the likes of the Ski Areas Association and Cabot Cheese have done with VDTM.
  

In addition to many of the other ideas we have put forward at Advocacy Day about information-gathering, accountability, and application-streamlining, putting a new focus on marketing and promotion may be turn out to be the most significant change for the Arts Council in a generation.

Like I said, change is in the air, and these are all big.

Breathe deeply.