Face Off: Shaping Atlanta’s future through culture and community
May 2024 — Atlanta’s vibrancy stems from its rich cultural scene, encompassing everything from the esteemed High Museum of Art to a richness of museums and a thriving street art community. The city is home to a Grammy® Award-winning orchestra and hosts year-long park festivals, all contributing to its dynamic cultural growth. Among the many leaders driving this transformation are Mike Schleifer, managing director of the Alliance Theatre, and Doug Widener, president and CEO of the Piedmont Park Conservancy, whose innovative perspectives are significantly shaping Atlanta’s landscape and quality of life.
Focus:, spoke with Schleifer and Widener about their groundbreaking work and the trends influencing their fields. Schleifer discussed the Alliance Theatre’s unique approach to integrating theater into education, enhancing both academic success and personal development among students. He also delved into the theater’s role in reflecting and shaping the cultural fabric of Atlanta. Widener, on the other hand, shared this vision for Piedmont Park’s future, emphasizing accessibility, sustainability, and community involvement. They offered valuable insights into the challenges and opportunities facing Atlanta as it continues to grow.
What were your organization’s key milestones and achievements over the past year?
Mike Schleifer: We have moved some shows to Broadway, which is a major feat. There are few regional theaters across the country that can do this, and we can. It’s a muscle we like to flex. You can see it fresh in Atlanta at the Alliance Theatre. Before anyone saw Water for Elephants or The Color Purple anywhere else in the world, our community saw it at our theater.
Something I did not previously realize is how deeply working theater into education makes better humans. We now have data on a lot of this from the Department of Education and the University of Arkansas. Engaging in the theater as students improves their sense of empathy and hopefulness, which is a direct response to the mental health crisis we are seeing among so many of our kids. The thing that makes the Alliance completely unique is the work we do in the education space. This is where I find the most pride in the work we do.
Our business model is based in part on what we do in the education space. Not only does it make a better well-rounded individual, but it also makes a better third-grade reader. This is the first real catalyst to success in education. If you are reading well in the third-grade, that is the guide marker to determine whether you will be academically successful going forward. Knowing that we as a theater are directly responding to that literacy crisis in Atlanta fills me with a lot of pride.
Doug Widener: This year marks a significant phase of transition and change for Piedmont Park and the Piedmont Park Conservancy, as we celebrate our 35th anniversary. As the new CEO, having started in October, I’ve been part of a leadership change during this milestone year. In addition to celebrating our 35 years of stewardship, we are embarking on a once-in-a-generation project to develop a comprehensive master plan for Piedmont Park. This plan is aimed at envisioning the park of the future by engaging various community groups and stakeholders. It’s a pivotal year for us as we think about the future of the park — not just for the next generation, but as the beating green heart of Atlanta and a model for other cities globally.
The park of the future encompasses several ideals. Primarily, it must be completely accessible, regardless of income, background, or physical abilities. The park will cater to a wide range of uses, from tranquil spaces for personal reflection to active areas bustling with people and activities. Given Atlanta’s growth, with an expected increase of 2 million residents by the mid-2030s, and Piedmont Park’s location in the densely populated Midtown, the park must evolve to accommodate more visitors. We welcome 6 million visitors a year, and we need to plan for an increase of up to 9 million. It’s about maintaining its charm as a local park for nearby residents while expanding its appeal as a regional destination for all to enjoy.
What trends are impacting the tourism, arts, and culture sectors?
Schleifer: The theater was the first to close and last to reopen in the pandemic. It is a place of public assembly where you are pushed together in a tight space, unlike a museum, botanical garden or zoo where you can space out. We are still rebounding. Defining the new normal is difficult. Across the industry, we are seeing a decline in subscriptions. Fewer people want to see everything we do. At the Alliance in 2024, we are seeing a serious improvement in single-ticket sales. What is interesting about that is that if you had a lot of subscribers, you were held hostage by them. You could not do anything too risky or provocative out of fear of losing subscribers. Now there are so few of them that instead of picking a play and targeting the audience, you can target an audience and pick a play with them in mind.
Atlanta, like so many other areas of arts, culture, and business, is leading the country. To be transparent, when I came here a decade ago, my Northeastern elitist friends couldn’t believe I was moving here. Now, they are a bit jealous. Atlanta’s star is ever-rising. That definitely conveys the work we are doing in theater. Playwrights want their work to start with Atlanta and the Alliance in particular. Broadway producers want the same for their work. Part of the reason is that the audience in Atlanta is not dissimilar from the audience in New York City. The Atlanta audience is somewhat transient, business focused, and diverse. If it works in Atlanta, it will probably work in New York City.
Widener: The recent opening of the Atlanta BeltLine through the park is expected to increase visitor numbers even further. These festivals have a significant impact but managing them is complex. We collaborate closely with the city of Atlanta and other partners to ensure the park is restored and maintained for upcoming events, which are always just around the corner. Our role involves constant communication and coordination, particularly because while we host our own events, the city permits others, complicating management efforts.
Technology plays an intriguing and complementary role in enhancing the park experience, though it can never replace the sensory experience of being in nature. While virtual reality and other technological tools offer new ways to explore and learn, they are not central to the experience of a park. For example, we offer historical tours that trace the growth of the city alongside Piedmont Park. To extend these experiences, we use online tours or QR codes that provide additional information and allow visitors to continue exploring from home. These tools can enrich the park experience by providing deeper dives into its history and features, but the primary allure of the park — its natural environment — remains unmatched by technology. This balance is vital as we become increasingly technology-driven, emphasizing the importance of outdoor activities for mental and physical well-being.
What are your organization’s main priorities for the next few years?
Schleifer: The housing crisis is real in Atlanta. I am so glad our mayor sees housing as the priority it is, and hopefully, others will come to see that as well. Income inequality in Atlanta is terrifying. The wealthy are so wealthy, and the poor are so poor. We must find a better way to share wealth. For the theater, I believe we will continue to lead the field in commercial, new, and well-executed work. We like to call ourselves Atlanta’s national theater because we really do consider ourselves to be leading the country while serving Atlanta. Our main focus in the next three to five years is work for young audiences. When new shows are running, they hopefully make more money than they spent while starting and putting on the show. That is why 80% of Broadway musicals lose money. It is really risky, but it is also really fun. It is the same in the nonprofit world. We spend a bunch of money to get the show to open, and for the few weeks we run, we are making more money than we are spending and recouping our capitalization. We never get close though, which is why we are a nonprofit. The young audience space is different. There is demand to run things for a long time, even in Atlanta. We just did a production of “Into the Burrow” that ran 104 performances with 96% attendance and an average ticket price of $11. Everybody got in, we ran it forever, and even with that low ticket price and a small house, we were still making more in a week than we were spending. We actually did recoup that initial capitalization. There is a demand to do this for young audiences.
Widener: Our main focus is on comprehensive planning, ensuring it reflects Atlanta’s diversity by incorporating insights from various stakeholders. This collaborative approach aims to redefine parks and position Piedmont Park as a catalyst for innovation. Our ambitious master plan is designed for future generations, starting with a northeast expansion and complete park reimagining. Following planning, a fundraising campaign will launch next year to support these initiatives. Celebrating our 35th anniversary, we’ve initiated a $2.5 million campaign for immediate beautification. We aim to raise awareness about the Conservancy’s role in enhancing urban parks, striving for every Atlantan to access a park within a 10-minute walk. Community involvement through donations, programs, festivals, and social media engagement is encouraged to sustain Piedmont Park’s significance as Atlanta’s beating green heart.
For more information visit:
https://www.alliancetheatre.org/
