2019 Gift-Matching Campaign

Orchestras Canada’s board and staff are collaborating on an end-of-year challenge: we’ve collectively increased our giving in order to create a matching fund. For every dollar that we raise from donors before March 31, to a maximum of $3,000, our board and staff will match the gift, dollar for dollar! Whether you give $25 or $500, you’ll have the joy of knowing that your investment will have twice the impact…but only if you donate before March 31, 2019.

We invite you to make a tax-receiptable donation today through the CanadaHelps form on our donation page. Thank you so much!

Orchestras Canada Digital Strategy Survey Results

Last fall, Orchestras Canada, led by our Digital Strategy Task Force, asked leaders of orchestras across the country to tell us about their use of digital tools and the state of digital strategy at their organizations

General Information

This survey was distributed to Orchestras Canada’s primary contact at each orchestra, usually the CEO/Executive Director for orchestras that have professional management, and a board member at orchestras who don’t. Youth orchestras were not included in this survey. Of the 105 contacts, 60 responded; 22 at orchestras with annual revenues over $1,000,000 (hereafter referred to as larger organizations), and 38 at orchestras with annual revenues of under $1,000,000 (hereafter referred to as smaller organizations). The two groups mostly responded to the same questions, but there were several differences which will be discussed below.

Themes and Trends

The survey responses demonstrated a level of excitement in the opportunities that digital technologies presented, but also strong concerns about the challenges in integrating these into an organization. There was less of a difference between the larger and smaller organizations than one may have thought; many organizations of all budget sizes are stressed about the money, risk, time and people involved in integrating new digital technologies in their organizations.

In terms of opportunities, respondents acknowledged that digital might allow them to tell their story better, and to better identify, reach and enhance the experience of their audience. Respondents also identified the opportunity for better operational efficiency, the ability to segment and personalize their operations, and to better measure the impact they have.

Participants also identified many challenges in integrating more digital technologies at their organizations, with many being skeptical of the value of digital technology when compared to the cost, time and effort. There was a feeling of having to acquire a lot of knowledge quickly in order to be where we should in terms of digital literacy.

Participants also identified strong needs in beginning a digital transformation; many wanted to know best practices, and what audiences expected from orchestras in terms of their digital engagement. Many times it came down to needing more money to invest in these tools. There was a strong sense of frustration: people can see and feel potential and pressure to engage, but are challenged to prioritize then start. Responses often felt opportunistic rather than strategic. Participants would spend the money if it came to them, but haven’t prioritized this in their long-term planning.

Finer Detail
Basic Information on Digital Technologies

The survey’s opening questions focused on the level of familiarity with digital tools and initiatives in the respondent’s organization. The majority of respondents (68% of larger organizations and 79% of smaller organizations) felt their organization had “some familiarity”, but not a strong familiarity with digital technologies.

The financial investment in digital activity had generally increased, with 45% of larger organizations (but only 26% of smaller organizations) saying their investment had significantly increased. No one in either group was actively reducing their investment in digital technology.

82 % of larger organizations and 66% of smaller organizations said that digital was a priority for their orchestra, though it was explicitly mentioned in only 50% of the larger orchestras’ strategic plans and 44% of the smaller groups’: more on this later. Many of the comments in this section cited digital technologies as a way of reaching new and diverse audiences and better relating to their community, as well as increasing administrative efficiency among orchestra management. Organizations who said that digital was not a priority often explained that this was due to a lack of time and funds, or because of a cynicism in its effectiveness.

Digital Technologies and Long-term Strategic Planning

Of the orchestras who had a current strategic plan (all of the larger organizations, and 42% of the smaller organizations), there was an exactly even split between those whose plans explicitly addressed digital opportunities, and those whose did not.

We asked respondents about what they’d do if they were suddenly given a pile of cash for new digital initiatives. 59% of larger and 68% of smaller organizations had “a few ideas” about what they would do with this money; another 27% of larger and 5% of smaller organizations had these ideas specifically written into their strategic plans. Very few respondents (no larger, and seven smaller organizations) had no idea what they would do with this hypothetical cash influx.

Digital Literacy

The majority of respondents (77%) self-identified as digitally literate, with similar results seen in both versions of the survey. Larger organizations were asked about where they acquired this expertise; there was a wide variety of responses, with learning in both formal (courses and seminars) and informal (trial and error) settings cited.

For smaller organizations, there is no clear trend as to whether digital literacy is made a priority when recruiting or hiring new staff or volunteers, with a 50/50 split between those who were looking for this and those who didn’t explicitly address it. At the larger organizations, digital literacy was given more priority in the hiring process, with 41% saying that this is a priority, and 59% saying that this depends on the employee’s role.

Larger organizations were asked an additional question about how they supported developing digital literacy for their staff. 15 of the 22 organizations (68%) had some kind of professional development funding available, with two of these organizations having this done in-house.

In a similar vein, smaller organizations were asked if they had identified a ‘digital champion’ in their organization recently. This was again split evenly with no clear trend; 17 of these organizations had, and 18 had not.

Learning and Successes

Survey participants were asked what would be useful to them in shaping their orchestra’s digital work. Responses were varied, with responses ranging from things that would give our member organizations basic digital literacy, to how to begin more complex projects such as live-streaming and reaching new audiences with digital tools. The question of how to apply for funding for all of this was also brought up. Participants responded to this question in particular both in terms of what digital might mean for their organizations artistically, but also in terms of marketing and in the day to day management of their orchestras.

We also asked who else’s digital work participants admired. Particularly notable among the smaller organizations was the consistent mention of other Canadian orchestras such as Tafelmusik, the National Arts Centre Orchestra and the Toronto Symphony Orchestra. The larger organizations tended to look further outward to arts organizations such as the Berlin Philharmonic and the Detroit Symphony Orchestra, and also to non-arts organizations entities as varied as Apple, YouTubers, and WestJet.

National Conference: Designing the 21st Century Orchestra


Designing the 21st Century Orchestra: Embedding Canadian Orchestras in Canadian Communities

We are excited to announce the theme and two of the keynote speakers for our 2019 National Conference, happening in Ottawa at the National Arts Centre, from June 12th – 14th. Information for Designing the 21st Century Orchestra is now live on our website. You can register, benefit from discounted hotel and travel rates, and apply for bursaries (for member organizations with annual revenues under $2 Million, or larger organizations looking to send additional staff; applications due on February 28th). To whet your appetite, here’s a quick introduction to two of our keynote speakers:

Nina SimonNina Simon, Executive Director of the Santa Cruz Museum of Art and History, and founder of the OF/BY/FOR ALL movement. Nina will give both a keynote talk and a workshop, focusing on the risks and rewards of engaging our communities more closely with our institutions, and introducing OF/BY/FOR ALL, a new “global movement and a set of tools to help your organization become of, by, and for your community.” In her workshop, she’ll help you explore the communities you currently serve and those you wish to involve, and offer take-home tools you can use to talk with your board and colleagues about new opportunities for community involvement that can strengthen your organization’s impact.

Donna Walker-KuhneDonna Walker-Kuhne, Senior Advisor, Community Engagement at the New Jersey Performing Arts Center, and founder of Walker International Communications Group. Donna will share best practices in the field of community engagement, discuss success metrics for community engagement programs, and give guidance on advancing in diversity, equity and inclusion work. She will also present tangible strategies on ways to build and expand multicultural audiences for the arts, and will look at national trends on engaging diverse communities, the impact of immigration, and the impact of press, publicity and advertising.

Nominations Open for the Betty Webster Prize 2019

Orchestras Canada has just opened nominations for the 2019 Orchestras Canada Betty Webster Award, our way of recognizing outstanding contributions to the Canadian orchestral community. This annual prize celebrates those who have made outstanding contributions to Canadian orchestras, and provides us with an opportunity to champion the accomplishments of our colleagues. Established in 2002 to honour OC’s founding Executive Director, the Award pays tribute to the late Betty Webster’s accomplishments in her advancement of Orchestras Canada and its members. In particular, sustained and significant contributions in the areas of leadership, education and volunteerism are honoured. Click here for more information, on the nomination process.