Thursday 9 December 2010

Mozart is Harder than Schonberg

Below is the text of an article published in Classical Music Magazine in November 2009. Today, I received an email back from a music publisher after enquiring about hire costs of Schoenberg's Chamber Symphony no 1 Opus 9 and Webern's 6 Stucke Opus 6 - the Schoenberg would be £176 for one performance or £264 for two. The Webern £150 / £225. So to put on two concerts will cost £489 in hire costs. (This is normal and I am not singling out this specific publisher)

We'll be lucky if we get 30 people in the audience to either concert - even if they pay £10 each we can't afford it - we'd still be £190 in the red. And that's before hall hire, publicity, etc. etc.

And paying the musicians - it's another of those 'please can you donate your lifetime's experience, expertise, talent and goodwill again for free'.

This music is 100 years old!

And these 2 pieces are only half a programmes worth.

Richard Gonski gives encouragement to amateur orchestras wishing to perform 20th century music, and outlines some of the difficulties in getting it onto the concert stage. In particular, he argues that music publishers should reassess the price of hiring music still in copyright to amateur orchestras – thereby encouraging the exploration of this repertoire at grassroots level.

Ten years ago, much of this article would have been devoted to convincing both our professional music making bodies and their audiences that they should put aside their pre-conceptions and give new music a chance. Happily, times have changed, and more and more 20th century and contemporary repertoire is being performed by our major orchestras and ensembles. The major colleges of music are doing their bit too – a new generation of young musicians, exposed from an early age to modern technology and the weird and wonderful sounds that it can produce, are now much more open-minded and ready to embrace the various musical idioms that have emerged over the past hundred or so years.

It is interesting then, that by and large, the hundreds of amateur and non-professional orchestras and ensembles in the UK have not followed suit. There are of course exceptions, and organisations such as PRS Foundation for New Music (www.prsfoundation.co.uk) and COMA (www.coma.org) do amazing and wonderful work, the former providing new commissions and various schemes for promoting new music, the latter commissioning composers to write music specifically for amateurs. However, a quick Google of ‘Amateur Symphony Orchestra UK’ shows how few amateur orchestras are actually performing music composed after about 1900.

Amateur music making is the bedrock of musical life in the UK. There are hundreds if not thousands of choirs, orchestras and ensembles dotted around the country. The vast majority of professional musicians began their careers in a local youth or amateur orchestra and for many audience members, the performances by these groups offer a rare opportunity to attend a live concert – not everyone lives in Birmingham or London. In the southwest, where I live, there are four excellent non-professional orchestras in the 50 mile stretch between Exeter and Plymouth. It makes sense then, to prepare the ground at this level and to promote and encourage the performance of 20th century and contemporary repertoire.

One way of doing this is to commission works that are suited to the technical abilities of amateur ensembles. I am not at all critical of this, as it has proved to be an invaluable and effective way of introducing amateurs to a range of recent musical languages and styles. However, my own approach, primarily as Music Director of the Torbay Symphony Orchestra, has been to gradually introduce the orchestra’s musicians and audiences to mainstream 20th Century and contemporary music, despite its perceived technical difficulties. I chose this path partly because I wanted to perform this repertoire, and partly because I believe that its wider dissemination is crucial to the future of classical music as an art form.

Over the past few years we have performed music by Schönberg, Webern, Bartok, Shostakovich, Berio, Ligeti, Feldman, Lutoslawski, Scelsi, Penderecki, Ohana and Bryars, to name but a few. We have also commissioned a number of works, most recently from Sam Richards and Ruth Wiesenfeld.

Initially, it was not an easy ride. Although some of the musicians (and audience members) were open to the experience right from the start, there were many who were not. Musicians and audiences do not generally like being pulled out of their comfort zone. There is also a widespread belief that programming contemporary music will drive away audiences. Our own experience with the TSO is that most audience members are prepared to listen with open ears and mind, providing the programme contains conventional repertoire as well. We have lost some, but we have gained some too. These tend to be mostly younger people (perhaps the concertgoers of the future) who often come to our concerts specifically to hear the post-1900 repertoire.

In my experience, overcoming these ingrained perceptions is the biggest obstacle facing a music director determined to introduce modern repertoire. It takes a mixture of sustained commitment and enthusiasm without which it simply won’t happen. However, once that commitment is there, one can begin to address the many other issues that inevitably arise.

Compared to previous eras, the music of the 20th century is unique in its stylistic diversity. The main difficulty therefore is one of language, or perhaps languages. Apart from the minimalists, most other ‘schools’ do not reference the tonal system we all feel at ease with, making getting the notes right much harder. They jump about to unexpected places or use scales, modes and systems that most musicians are unfamiliar with. The rhythmic patterns are often replete with complex time signatures, note groupings and sub-divisions. New instrumental techniques require hours of practice for a perceived minimal return. Improvisation, free or partly structured, is another difficult area for classically trained musicians who have always relied on the prescriptive framework of notated music. In short, mastering modern repertoire requires a willingness to ‘go back to basics’.

It’s worth making the effort. As with learning any new language, the first part is the hardest – get past that, and the learning curve begins to ease. Very quickly the rewards begin to manifest themselves.

Having gone through this process, TSO musicians are ready to tackle most pieces put before them. It still takes a lot of work and rehearsal, but so does preparing a symphony written in the 18th or 19th century. ‘Mozart is harder than Schönberg’ makes a serious point. I rarely perform Mozart with the TSO because Mozart demands a degree of refinement which is extremely hard to achieve, whereas the energy and exuberance of Schönberg (while still refined, of course) allows the music a certain leeway (of intonation, phrasing and so on) that the Mozart doesn’t.

The benefits of tackling modern repertoire are huge. There is a multitude of wonderful, exciting and beautiful music waiting to be discovered and experienced. Performances of Lutoslawski’s ‘Livre Pour Orchestre’ left our musicians buzzing for weeks, as did a performance of Scelsi’s ‘Quattro Pezzi’. Overcoming the technical demands of contemporary music also influences the way conventional repertoire is played – performances are tighter, the quality of listening is significantly better and the ability to focus, often a problem with non-professionals, becomes much less of an issue.

The elephant in the room is the cost. Most amateur and non-professional groups work on extremely limited budgets. Their income stems from member subscriptions, ticket sales and possibly the odd grant. Performing conventional repertoire is mostly low cost – the music is available in public libraries and the instrumental forces usually fit into the double woodwind/brass/timpani and strings format. Finding the odd extra player or two is not normally a big problem when the music demands it.

Contemporary music is wholly different. Often, the instrumentation is diverse – harps and celestas, exotic and extensive percussion, bass clarinets and alto flutes appear with alarming regularity. You therefore have to budget for instrument hire, transportation and often to pay professional musicians who have the required instruments and the skills to play them. Orchestral committees do not normally welcome this raid on their limited resources. Time once again for the Music Director to employ his or her powers of persuasion.

Then you inform them that because the music is still in copyright, the cost of music hire runs to many hundreds of pounds. Silence ensues…

The charges levied by publishers for the hire of copyright music are therefore a significant obstacle to the wider dissemination and performance of this repertoire by non-professional groups. For example – the TSO wanted to perform a programme in June next year including Stravinsky’s Firebird Suite and Lutoslawski’s ‘Mi Parti’. The bill would be nearly £1000 for 3 months hire and two public performances. Of this, the Stravinsky, now a hundred years old, costs £600 and the Lutoslawski (15 minutes long) £318. Hiring a Beethoven symphony would cost £15. Sadly, the Stravinsky has to go…

Publishers have a formula for pricing based on instrumentation, duration, length of hire and number of performances. There are discounts for multiple performances and hire periods of more than a month. There is also a modest discount for non-professional groups. It all sounds reasonable until you see the bottom line which sadly bears no resemblance to the reality of how amateur groups operate or the budgets at their disposal.

The more you look at it, the more irrational it becomes. A professional orchestra will put together a contemporary piece in a few rehearsals – an amateur group, meeting once a week, will probably need ten or twelve rehearsals spread over two or three months.

Most amateur groups perform to audiences of a few hundred who pay on average between £8 and £10 a ticket. Many will have much lower ticket prices, and most offer concessions to young people and pensioners. A few minutes with a spreadsheet shows that after paying for rehearsal space, publicity, essential administrative costs and all the extras detailed above, spending 25% or more of your income on music hire is a non-starter.

I have a lot of sympathy with the publisher’s predicament – in a fast changing world they are in a difficult position, and it is no surprise that they must maximise profits. Part of the problem, too, is that there is no industry standard and each publisher has its own rates. However, seeing as they are potentially facing the kind of meltdown experienced by the rest of the music industry over the past few years, it would be beneficial to all concerned, if some alternative models could be found.

Despite the difficulties, the regular performance of contemporary music is absolutely essential to the survival of classical music. Music is a living thing, and although we revere the works of Bach, Mozart and Beethoven, their music is by definition rooted in the past. The music of our time reflects the society and the world we live in now, and that in itself is reason enough to make every effort to ensure that it gets heard.

Richard Gonski is Music Director of the Torbay Symphony Orchestra, the Exeter University Symphony Orchestra, a composer of electroacoustic music, a founding member of Totnes Music Now! and a Director of Thinking Arts and Digital Music Archives

Saturday 6 January 2007

The Branding of Dartington

Last week, the SAVE DARTINGTON COLLEGE campaign discovered that the Dartington Hall Trust had,in addition to buying up a quantity of domain names of the type dartingtoncollegeofarts.xxx, also applied to the patent office to trademark DARTINGTON COLLEGE OF ARTS, as well as the more generic DARTINGTON, @DARTINGTON and AT DARTINGTON.

Quite apart from the sheer arrogance of this move, (after all DARTINGTON is a place,with a parish council and community)it clearly shows, in my opinion, what the long term objectives of the trust really are - they want DARTINGTON to become a brand.

The Trust has, over the past few weeks attempted to 'limit the damage' in PR terms by portraying our campaign and its members as misinformed and unreliable. These last few weeks have been an umitigated disaster for them, with revelations of their activities coming into the public domain on an almost daily basis. So one has to laugh when having dug their own hole, they carry on digging...

In a statement to the Totnes Times they said:

‘The trust has been registering trademarks and domain names for Dartington for some time to protect the Dartington brand name. Historically we have been very lax on this and many prime trademarks and domain names have been lost. Some time ago trustees agreed that we should capture many variants to protect the Dartington brand, and our recent branding exercise, which the college has been part of, has focused our efforts on this.'

So - an admission of a branding exercise, and the astonishing statement that the college has been part of it! When we informed the College about the application to trademark their name, we were told unequivocally that the Trust applied for the College's name without informing the College itself - this caused outrage among the College Executive.

What is the importance of a 'brand'? A brand is part of an advertising and marketing strategy which attempts to programme an association in the consumers mind, linking the brand (and it's portfolio of products) with certain 'values', such as quality, price bracket, social status and the like. Think 'Harrods' and then 'Woolworths' and you get the idea.

I personally don't have much doubt that the trustees, with CEO Lindsay at the helm as the figurehead, want a brand which exudes 'status' and is aimed at the upper middle class strata of society. Think BMW rather than Ford. The type of students that the college attracts do not exactly fit in with this vision. Creativity, community and the inherent messiness of art outside the confines of the establishment model have no place in their scheme.

Instead, they would like to replace them with a corporate model based on private finance, (from the USA) high status products (famous names and personalities, buzz words like ArtsScope and ArtsPark) and well behaved consumers who will spend money consuming.

The Trust and the other bodies that are working with them on this project have gone to considerable lengths to keep all of this under wraps, mainly through secrecy and outright denial. Hard evidence is hard to come by, so one is forced to expose things bit by bit, like trying to put a jigsaw together. Once in a while they offer you a big piece.

A few days ago, Kate Caddy, a trustee and granddaughter of the Elmhirsts made a statement to the Herald Express which attempted to justify the eviction of the college from the estate. Among other things, she said:

"The projects they set up flew in the face of conventional wisdom. But they were intended to change the world by example, not to create Dartington as an alternative world, a safe haven for dissenters or a refuge for the pursuit of alternative lifestyles."

This description of the students at the College says it all. One wonders how the staff and students at Schumacher College, another institution at the Trust's mercy are feeling right now...

There are many reasons why myself, the campaign committee and a huge number of local people and politicians, college students and college staff have put so much time and effort over the past few six weeks in fighting this appalling decision. At its deepest level, beyond the attempt to save the physical entity we call Dartington College of Arts, we are trying to prevent our local heritage from becoming an outpost for the 'Notting Hill' culture that is trying to establish itself in our midst. We value the networks of people and artists that have been created over decades; we value the unique fabric of our local community; we value the input of hundreds of young, creative and energetic students that choose to spend their college years in our midst; above all we value and treasure the unique heritage and legacy of Tagore and the Elmhirsts which, whatever Kate Caddy says, was based on the idea that local, communal arts and education are essential components of a healthy society. This is our 'brand'. It has no logo. There is nothing to consume. There is no product to sell.

Saturday 30 December 2006

Maybe its a power thing too...

A couple of weeks ago, we published a news report on the Save Dartington College website entitled 'Brewerton and Lindsay at loggerheads'. It stated that a meeting between the two, lasting into the early hours of the morning, had broken up acrimoniously with Brewerton storming out saying that he had nothing further to say.

A few minutes after the item appeared, a furious Andrew Brewerton (Principal of the college) contacted me to say that this was completely untrue. Despite evidence to the contrary, we removed the item - after all, he was there...

Last week, together with another campaign member, I met with Vaughan Lindsay in the Seven Stars, on Totnes High Street. The meeting was arranged in order to begin a process of dialogue between us, something which we welcomed.

Among the many interesting bits that emerged, two stuck in my mind. Lindsay said that his relationship with Brewerton was like that between any couple - they had definitely had their moments when relations were less than cordial. He thought this was normal... (I pointed out to him that when the result is divorce, this is a less than optimal outcome)

The second was that his preference was for a unified Dartington and that he would like the college (and all the other bodies on the estate) to be controlled by one governing body. A reliable source has told us that Brewerton's response to this idea was 'over my dead body'.

I have never believed the rationale put out both by Brewerton and Lindsay for the closure (they call it 'relocation') of the college - too many things just don't add up. The inflated figures and distorted projections, the arrival on the estate of personalities like Gavin Henderson, (propelled in a matter of weeks from Director of Dartington Arts to Artistic Director of DartingtonPlus) and the continually shifting sands and moving goalposts all point to a 'weapons of mass destruction' scenario - ie: a desperate attempt to find an excuse to justify a wholly unjustifiable action.

Putting 2 and 2 together in this case gives 4. The trust have, despite their protestations, wanted the college off the estate for years. An intransigent principal like Brewerton is a dream come true for them - Lindsay can sit back and let Brewerton do the dirty work for him, while he issues press releases which talk of 'bittersweet decisions' and 'allowing the college to fulfill its destiny'.

The accomodation issue, inflated to suitable proportions is the perfect smokescreen for both of them - Brewerton, whose expertise is in glass, gets to move to Falmouth, (known for its visual arts, but not for performing arts) no doubt with a nice title and a good salary, no longer dependent on the trust; Lindsay gets rid of an obstinate and difficult partner who is thwarting his efforts to take control and impose his form of order. Once the college is gone, solutions and money will no doubt miracuously appear, and the 'new vision' with its symbols of status and elitism will move in to replace it.

The fact that a whole town and community will be devastated in the process is just one of those unfortunate consequences that we'll have to learn to live with.

Thursday 21 December 2006

The Power of Community

Totnes is a unique place. Cromwell mustered his first citizen's army on the grounds of St Mary's church. Babbage, inventor of the first computer was born here. Stravinsky and Morton Feldman (to name just two) taught here, at the Dartington Summer School. Last year we were named as one of the '10 funkiest town's in the UK'. You'd be hard pressed to find so many artists and musicians in such a small georgraphical area anywhere outside the great metropolitan areas. Tagore stood on the hill of what is now the Dartington Estate and said 'here!'

The prospect of losing our College of Arts, and without exageration our way of life, to the number crunching steamroller is not something we are willing to contemplate. The question is 'How did we get here in the first place?'

The principal of the college, Andrew Brewerton, and the CEO of the Dartington Hall Trust will tell you that they have spent the last two years in a concerted, but ultimately vain attempt to stave off the inevitable. The state of the student accomodation, the realities of higher education funding, the relentless pressure from the government for small colleges to merge and expand, have all conspired to thwart their efforts. There is, unfortunately, no alternative...

The one place they omitted to look for solutions is in their own back yard. They made the error of not taking into account the will, determination and abilities of their own community. Totnes and the surrounding area is full of people with experience in sustainable, ecologically friendly building. It is full of creative people who could think up ways of generating income for the college, if only they were asked.

Thursday 14 December 2006

Its a Vision Thing...

(for info on the proposed closure of Dartington College of Arts, visit http://www.savedartingtoncollege.org/)

Figures, figures, figures. Charts. Projections. International Arts Incubators. More projections. More charts…

Extracting anything that could be called a ‘fact’ from this thicket of spin has not been easy over the past few weeks. One thing though did pop through. At a recent meeting in Totnes, the CEO of the Trust, Vaughan Lindsay was asked about the impact the closure of the college would have on the community. His reply was that ‘it was unfortunate, but we have to move on’.I would have thought that the draining of £4-5 million pounds from the local economy, the loss of 700 young people to the area, and the ripping apart of the social and artistic fabric of our community was more ‘collateral damage’ than ‘unfortunate’.

However it is the ‘we’, and the ‘move on’ bits that I want to draw your attention to.

Who are we? We are the thousands of people who love our town, our community and the ethos and principles of Tagore and the Elmhirsts that were bequeathed to us. We don’t care that much about status and wealth down here. We love the music and the art and the social interaction. We love having young people on our streets. We love the buskers and the jewellery makers and the artists whose paintings hang on the walls of our local cafés. For us, Dartington and Totnes are inseparable. Think Brixham without a harbour, and you will understand the notion of Totnes without Dartington College of Arts.

We are ‘moving on’. We have been for some time. We have in our midst Schumacher College, the world leader in sustainable living, ecology, environmental awareness and alternative models, both economic and social. Totnes is the first town in the UK to become a transition town – hundreds of people have attended meetings to listen, to learn and to contribute their vision to a future that is based on the new reality that faces us all – dwindling energy supplies, the collapse of consumerist and expansionist economic models, the ravages to our society that the domination of a spreadsheet culture has brought upon us.

Culture, art, music are at the centre of our vision. Tagore was a century ahead of his time. He said over and over again that they were fundamental components of a healthy community and society. Dartington College of Arts is not only a symbol – it is the embodiment of a principle that is at the very heart of who we are and what we want to be.

The CEO of the trust Vaughan Lindsay, and one or two of his trustees, instead of embracing the wealth of talent, experience, knowledge, vision, enthusiasm and good will that surrounds them, prefer to turn to corporate and private wealth, to the superficial status and prestige that comes with it, to exchange spin for substance, dollars for dedication, crassness for community.

The moving on that he talks about is really a step backwards, not forwards. The spreadsheet culture that he is addicted to has long passed its sell by date and cannot even claim the dubious status of being a short term fix. Whereas he turns to Mc Alpine when buildings need repair, we would turn to the many local people who are experts in environmentally friendly, ecologically sound and sustainable building. Whereas he sees the future in involving the private sector we see the participation of the local community. We want to promote art and music for and by local people, he wants to fly them in from abroad. We see the effects of this mentality all around us – in our universities which have become business parks, in our hospitals which have been turned into corporate enterprises, in our schools which have become venues for advertising hoardings. Now they want to make our arts into business ventures.The big problem that he and the very few people who share his vision face is that Totnes is a unique place and the opposition he faces is pretty much unanimous. Never have I witnessed such a huge outpouring of outrage and dismay on a community issue.I would like Mr Lindsay either to join us or leave us – the choice is his.