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Carmel Mayor Brainard praises Steven Libman
01/20/12 06:44 AM
Giving Credit Where Credit Is Due
As is often the case when media are involved in reporting on a story of intense local interest, the media focuses on the sensational. In this instance, there have been many news reports regarding Steven Libman and his resignation from the Center for the Performing Arts, some of which have cast a negative light on Mr. Libman and obscured or altogether ignored his pivotal role in helping to develop one of the finest performing arts centers in the country. These reports have taken many of my comments concerning Mr. Libman out of context and also disregarded the many positive things I had to say about Mr. Libman. For example, the current audit of the Center’s operations is a regular, annual audit that Mr. Libman initiated while still with the Center, not a special audit of any kind. To the extent that there are rumors or reports saying something different, they are not accurate.
It is appropriate to formally recognize the complexity of the job that Mr. Libman was asked to perform, as well as the competence with which he performed.
When Mr. Libman accepted our offer to become the inaugural Executive Director of the Center, there was very little time to recruit personnel, program the season, develop a marketing and branding plan, oversee the completion of the new hall, and orchestrate a gala, all prior to the scheduled opening date. Mr. Libman hit the ground running and strategically assembled an excellent, competent staff of professionals, worked with the architects, acousticians and City officials, and collaborated with Artistic Director, Michael Feinstein, to develop outstanding programming for both the first and second seasons.
Mr. Libman excelled in marketing the Center, and serving as a spokesperson, both in the local community and amongst his peers nationally. His efforts were instrumental in positively communicating the Center’s mission and strengths as well as the excitement associated with opening a new venue, resulting in several large donations and pledges to the Center. At the time, there was considerable angst on the part of many in the Indianapolis arts community that our venue would financially hurt existing venues and arts organizations. Mr. Libman quickly assuaged those fears and was successfully able to collaborate with the leaders of those other arts organizations.
It is one thing to successfully operate an existing organization but a task of much greater magnitude to build an organization from nothing into a respected and nationally renowned venue within slightly over two years. Mr. Libman worked relentlessly at that task, and as a direct result, the Center enjoyed a successful inaugural season and the foundation was laid for future success. Few arts leaders could have accomplished the impressive results that he achieved, and for that we are grateful. I thank Steven Libman for his hard work.
James Brainard
Mayor
As is often the case when media are involved in reporting on a story of intense local interest, the media focuses on the sensational. In this instance, there have been many news reports regarding Steven Libman and his resignation from the Center for the Performing Arts, some of which have cast a negative light on Mr. Libman and obscured or altogether ignored his pivotal role in helping to develop one of the finest performing arts centers in the country. These reports have taken many of my comments concerning Mr. Libman out of context and also disregarded the many positive things I had to say about Mr. Libman. For example, the current audit of the Center’s operations is a regular, annual audit that Mr. Libman initiated while still with the Center, not a special audit of any kind. To the extent that there are rumors or reports saying something different, they are not accurate.
It is appropriate to formally recognize the complexity of the job that Mr. Libman was asked to perform, as well as the competence with which he performed.
When Mr. Libman accepted our offer to become the inaugural Executive Director of the Center, there was very little time to recruit personnel, program the season, develop a marketing and branding plan, oversee the completion of the new hall, and orchestrate a gala, all prior to the scheduled opening date. Mr. Libman hit the ground running and strategically assembled an excellent, competent staff of professionals, worked with the architects, acousticians and City officials, and collaborated with Artistic Director, Michael Feinstein, to develop outstanding programming for both the first and second seasons.
Mr. Libman excelled in marketing the Center, and serving as a spokesperson, both in the local community and amongst his peers nationally. His efforts were instrumental in positively communicating the Center’s mission and strengths as well as the excitement associated with opening a new venue, resulting in several large donations and pledges to the Center. At the time, there was considerable angst on the part of many in the Indianapolis arts community that our venue would financially hurt existing venues and arts organizations. Mr. Libman quickly assuaged those fears and was successfully able to collaborate with the leaders of those other arts organizations.
It is one thing to successfully operate an existing organization but a task of much greater magnitude to build an organization from nothing into a respected and nationally renowned venue within slightly over two years. Mr. Libman worked relentlessly at that task, and as a direct result, the Center enjoyed a successful inaugural season and the foundation was laid for future success. Few arts leaders could have accomplished the impressive results that he achieved, and for that we are grateful. I thank Steven Libman for his hard work.
James Brainard
Mayor
01/17/12 12:20 PM
STEVEN LIBMAN APPLAUDS SECOND YEAR OF SURPLUS
FOR CENTER FOR THE PERFORMING ARTS IN CARMEL
Statement from Steven Libman, former President and CEO of the Center for the Performing Arts:
“Today’s release of the regular annual audit of The Center for the Performing Arts, Inc. fills me with both pleasure and pride. It gives me pleasure because this regular annual audit demonstrates that through the end of the Center’s 2010-11 fiscal year, financial matters were handled with the high standards of care and professionalism that I demanded as President and Chief Executive Officer. Pride because the positive operating results and cash balances demonstrate the extremely fast development of the Center from a building and a vision into a vibrant, successful regional asset for performing arts through the hard work of the Center’s staff.
“Finally, I am especially proud of the Center for ending each of the first two years of operation with a surplus – a great accomplishment for a start-up performing arts center. This wonderful achievement was possible due to the very talented senior staff that I recruited and hired. Their dedication and leadership is what has enabled the Center to continue to move forward successfully.
“I congratulate the Board and the present staff for the Center’s solid performance and wish them the best of luck in the future.
“With respect to the internal review reported by Board Chairman Rollin Dick, I believe any organization needs to increase the sophistication of its financial controls as it grows and matures. At the start-up of the Center, we had a small staff and a very short time to prepare a season. We followed all Center procedures that were in place at the time. Given the success of the Center over the past two years, such items as expense reporting, human resources and contract procedures should be improved continually.”
Your Super Bowl PR guys in Indianapolis
11/19/11 07:13 PM Filed in: Public relationsIndianapolis
Public relations at the Indianapolis Super Bowl? We can help.
Everyone likes to plan ahead. Nevertheless, the way the Super Bowl in Indianapolis works – and every other sports championship – is that the matchup is set at the last minute. You may not have known you’d have a great opportunity in Indy. You may not have known how big that opportunity might be.
The last thing you want to add to your worries is who can work with media on your behalf. Who can advise you on what works in the market. Who can set up events and provide staff, producers, audio-video resources, transportation and hospitality.
We can.
We at Executive Media have been working in the Indianapolis market for nearly 20 years. We have capacity and no conflicts.
We do public relations, media relations, production, crisis management and more. We’ve worked with most of the major national firms that do not have offices in Indianapolis. We’re here, we’re ready for the Super Bowl. And we’re happy to help.
Everyone likes to plan ahead. Nevertheless, the way the Super Bowl in Indianapolis works – and every other sports championship – is that the matchup is set at the last minute. You may not have known you’d have a great opportunity in Indy. You may not have known how big that opportunity might be.
The last thing you want to add to your worries is who can work with media on your behalf. Who can advise you on what works in the market. Who can set up events and provide staff, producers, audio-video resources, transportation and hospitality.
We can.
We at Executive Media have been working in the Indianapolis market for nearly 20 years. We have capacity and no conflicts.
We do public relations, media relations, production, crisis management and more. We’ve worked with most of the major national firms that do not have offices in Indianapolis. We’re here, we’re ready for the Super Bowl. And we’re happy to help.
Own the conventional wisdom
11/14/11 09:34 AM
Out with the old CW. In with the new CW.
Just about every November around here, we sweep up the old political conventional wisdom and throw it out. Like this year:
"Incumbents are toast" - Toss it.
"Tea Party runs the show" - Toss it.
"Voters want new ideas." - Toss it.
A look around the results of this year's municipal elections shows that slow and steady, nose to the grindstone and practical may be the new sexy. At Executive Media, we say, "Careful with relying on a new trend. Things change fast around here."
Conventional wisdom has its place. The past can serve you well. Until it doesn't.
Our clients rely on us to help them deliver their messages loud and clear. If we used the tried-and-true communication methods of just a couple of years ago, we'd be wasting their money.
We prefer to create the new conventional wisdom. That can mean testing technique or reviving a tool that was in an old, discarded CW from years ago. We prefer that our clients lead public opinion rather than join the chorus.
Our counselors are veterans, with experience in campaigns, coalitions, corporate initiatives and the top executive offices in government. We know media, grassroots and influentials across Indiana.
Just about every November around here, we sweep up the old political conventional wisdom and throw it out. Like this year:
"Incumbents are toast" - Toss it.
"Tea Party runs the show" - Toss it.
"Voters want new ideas." - Toss it.
A look around the results of this year's municipal elections shows that slow and steady, nose to the grindstone and practical may be the new sexy. At Executive Media, we say, "Careful with relying on a new trend. Things change fast around here."
Conventional wisdom has its place. The past can serve you well. Until it doesn't.
Our clients rely on us to help them deliver their messages loud and clear. If we used the tried-and-true communication methods of just a couple of years ago, we'd be wasting their money.
We prefer to create the new conventional wisdom. That can mean testing technique or reviving a tool that was in an old, discarded CW from years ago. We prefer that our clients lead public opinion rather than join the chorus.
Our counselors are veterans, with experience in campaigns, coalitions, corporate initiatives and the top executive offices in government. We know media, grassroots and influentials across Indiana.
What's a first-year flack worth?
10/26/11 10:23 AM Filed in: Public relations
Here, you get what you pay for
A recent article in the Wall Street Journal described the backlash by clients against law firms that charge three-digit hourly fees for work by new, green lawyers. That kind of billing can happen in all sorts of firms.
As owner of a public affairs public relations agency, I prefer working with practitioners that have experience in media, politics or government. That’s basic training. The only entry-level help we have around here is my dog. The last time I asked him to fax something, he indicated that wasn’t his job. He was correct.
At Executive Media, we bill clients for hours worked by qualified professionals. In this business, more technology means less clerical work: data entry, copying, collating, mailing and the like. We take advantage of that trend. We believe clients appreciate our efficiency and our focus on strategy, counseling, writing and editing.
Some law firms in the Wall Street Journal article contract out low-level work. We do that, too. We also contract out specialized work to experienced professionals. We don’t bill our clients to train staff for a one-time task.
We’ve said before that the nature of the public relations business has changed dramatically. We believe our clients’ costs should reflect those changes.
A recent article in the Wall Street Journal described the backlash by clients against law firms that charge three-digit hourly fees for work by new, green lawyers. That kind of billing can happen in all sorts of firms.
As owner of a public affairs public relations agency, I prefer working with practitioners that have experience in media, politics or government. That’s basic training. The only entry-level help we have around here is my dog. The last time I asked him to fax something, he indicated that wasn’t his job. He was correct.
At Executive Media, we bill clients for hours worked by qualified professionals. In this business, more technology means less clerical work: data entry, copying, collating, mailing and the like. We take advantage of that trend. We believe clients appreciate our efficiency and our focus on strategy, counseling, writing and editing.
Some law firms in the Wall Street Journal article contract out low-level work. We do that, too. We also contract out specialized work to experienced professionals. We don’t bill our clients to train staff for a one-time task.
We’ve said before that the nature of the public relations business has changed dramatically. We believe our clients’ costs should reflect those changes.