1 Regional Orchestra Players Association 2014 Conference Pasadena, CA Presentation by Randall P. Whatley

2 The Flanagan Plan Marketing Anecdote Under the Flanagan business model, management does not have an incentive to do a great job with fundraising and marketing. If management has more money than they need to buy what they want, the musicians will ask for increased compensation. Management will not let that happen.

3 The contract leverage will remain in management’s favor until orchestra musicians begin marketing themselves directly to the following five groups: Public Concert goers Board members Donors Media

4 To effect change, each orchestra’s musicians need to form five key committees. Communication Management Supervision Community Outreach Fundraising Senior Advisor

5 Communication Committee Web site: Update at least monthly.

6 Communication Committee (continued) Web site: Update at least monthly. Facebook page: Post 3+ times a week. Connect all orchestra members/supporters.

7 Communication Committee (continued) Web site: Update at least monthly. Facebook page: Post 3+ times a week. Connect all orchestra members/supporters. Twitter account: Tweet Facebook posts and expand followers. Connect all orchestra members/supporters.

8 Communication Committee (continued) Web site: Update at least monthly. Facebook page: Post 3+ times a week. Connect all orchestra members/supporters. Twitter account: Tweet Facebook posts and expand followers. Connect all orchestra members/supporters. YouTube channel: Ask video “nerds” in the orchestra to volunteer to help here.

9 Communication Committee (continued) newsletter: Distribute quarterly to all board members and supporters.

10 Communication Committee (continued) newsletter: Distribute quarterly to all board members and supporters. Press list: Update and expand regularly.

11 Communication Committee (continued) newsletter: Distribute quarterly to all board members and supporters. Press list: Update and expand regularly. Messaging: Prepare for both old and new issues, and refine constantly.

12 Communication Committee (continued) newsletter: Distribute quarterly to all board members and supporters. Press list: Update and expand regularly. Messaging: Prepare for both old and new issues, and refine constantly. Media training: Provide to orchestra members who will deal with the press.

13 Management Supervision Committee Watch management’s every move/decision, and work with the communications committee to publicize management’s actions for the orchestra’s benefit. Management accountability will occur when musicians and their supporters are knowledgeable and vocal.

14 Management Supervision Committee (continued) The committee must be able to categorize and document management’s failings so they can be publicized if necessary.

15 Community Outreach Committee Create opportunities for orchestra fans to interact personally with orchestra musicians, bond with musicians personally, and mobilize on the orchestra’s behalf.

16 Community Outreach Committee (continued) This priority is critical. I will call this effort a “Love Offensive” to the boards, concert goers, and the general public. Musicians need to create programs to regularly interact with all of these groups, endearing themselves to the groups’ members. When it is appropriate, invite media contacts to these events.

17 Community Outreach Committee (continued) Board members must be vocal in their support for the musicians’ financial interests. Earn the support of board members by developing and nurturing personal relationships with them.

18 Fundraising Committee Musician committees should look for self- generated income opportunities at every turn.

19 Fundraising Committee (continued) Musician committees should look for self- generated income opportunities at every turn. As unpopular as the idea might be with many members of the orchestra, musicians should maintain a strike fund. Without an acknowledged strike fund, musicians will be at a disadvantage in negotiations.

20 Senior Advisor Committee Form a committee of experienced orchestra veterans and seasoned community leaders who can advise and serve as a sounding board for the musician committees.

21 Randall P. Whatley President, Cypress Media Group