Our thoughts on the Federal Budget 2019

Map of CanadaThe federal budget, announced on March 19, is the last before this fall’s general election. The budget document included acknowledgment of the importance of the cultural sector, stating:

Across the country, Canada’s artists and their supporters bring people together, to appreciate and celebrate the diversity and creativity that Canadians are known for the world over. Our cultural industries are also an important source of jobs—employing more than 650,000 Canadians—and are a key contributor to our economy, worth nearly $54 billion each year.

To continue advancing the cultural sector, Budget 2019 announced:

$20 million over two years, starting in 2019–20, to the Canada Music Fund.
The Canada Music Fund (CMF) helps the Canadian music industry meet new challenges. A wide range of musicians and entrepreneurs who create, produce and market original and diverse Canadian music are eligible to apply. The CMF is the primary tool implementing the three major objectives of the Canadian Sound Recording Policy, From Creators to Audience, which are: to enhance access to a diverse range of Canadian music choices through existing and emerging media; to increase the opportunities available for Canadian music artists and entrepreneurs to make a significant and lasting contribution to Canadian cultural expression; and to ensure that Canadian music artists and entrepreneurs have the skills, know-how and tools to succeed in a global and digital environment.)

$16 million over two years, starting in 2019–20, to the Canada Arts Presentation Fund.
The Canada Arts Presentation Fund (CAPF) provides financial assistance to organizations that professionally present arts festivals or performing arts series (arts presenters) and organizations that offer support to arts presenters. Through the CAPF, Canadians have access to a variety of professional artistic experiences in their communities. Each year, the CAPF supports approximately 600 professional arts festivals and performing arts series, as well as other activities related to art presentation, in more than 250 cities or communities across Canada. The CAPF has two main components – Programming and Development. The CAPF Programming component has two streams: Professional Arts Festivals and Performing Arts Series Presenters; and Presenter Support Organizations.)

$24 million over two years, starting in 2019–20, to the Building Communities Through Arts and Heritage Program, the Celebration Program, and the Commemoration Program
The Building Communities Through Arts and Heritage program was created to help you celebrate your community – both its past and its present. This program increases opportunities for local artists, artisans, heritage performers or specialists to be involved in their community through festivals, events and projects. It also allows local groups to commemorate their local history and heritage.

Celebrate Canada provides funding for activities organized on National Indigenous Peoples Day (June 21); Saint-Jean-Baptiste Day (June 24); Canadian Multiculturalism Day (June 27); and Canada Day (July 1).

The Commemorate Canada program provides funding to initiatives that commemorate and celebrate historical figures, places, events and accomplishments of national significance. The program favours commemorations and celebrations marking 25th, 50th, 75th, 100th anniversaries and subsequent anniversaries in increments of 25 years.

In addition, support of $1 million is being provided over two years to Canadian Heritage’s efforts to integrate Gender-based Analysis plus (GBA+) in program design.

More broadly—but still of potential value in the arts and culture sector—the budget includes provision for a doubling of work placements for youth through the Canada Summer Jobs program in 2019–20, and new funding to modernize the Youth Employment Strategy.

Budget 2019 continues measures already announced in previous budgets, including staged funding increases to the Canada Council for the Arts, which will double the Council’s parliamentary appropriation (from a 2016 base) by 2021.

What this means for orchestras

The budget’s positive references to the social and economic impact of the arts represent good news for the arts and culture sector. Further, the continued, sustained increase to the Canada Council for the Arts was Orchestras Canada’s number one priority, as put forward in our 2019 pre-budget submission. This looks to have been achieved. Each of the other program increases that we’ve cited may – in very different ways – offer opportunities for Canadian orchestras, and Orchestras Canada will be keeping you apprised of what we learn in the coming weeks.

Next steps
  • Orchestras Canada will review the detailed spending estimates when they’re made available, to better understand the fine details of the budget’s impact.
  • We will reach out to partner umbrella organizations to learn more about the potential impact of these new investments on orchestras.
  • We will continue to press for enhanced investment in the Endowment Incentives program.
  • We will monitor changes to the Youth Employment Strategy, with a focus on enhanced opportunities for the arts sector.
  • And, of course, we’ll share what we’re learning with you.

Three reasons to be at the National Conference

Registration is now open for Orchestras Canada’s National Conference! This year, we’ve introduced new price points to ensure that the conference is as accessible as we can make it – and we’re beyond excited about the program, too! Take advantage of the early-bird discount by registering before the April 26th deadline.

1. Connect with learnings from innovative and engaging speakers

We’re thrilled to welcome speakers who are leading change in the arts industry. Among others, we’re delighted to introduce:

  • Nina Simon, will explore the risks and rewards of engaging more closely with our communities, and will arm you with the tools to talk to your board and colleagues about opportunities for community involvement that will strengthen the impact of your organization.
  • Donna Walker-Kuhne will share best practices and success metrics for community engagement programs and will present strategies on ways to expand and diversify your audience.
  • As part of our pre-conference digital workshop on June 11th, Fiona Morris and John White from The Space will look at how to integrate your strategic and business plans with your digital strategy.
  • Dylan Robinson will help us better understand and respectfully navigate issues of cultural appropriation through a workshop and panel discussion.

2. Become part of the conversation on designing the 21st-century orchestra

Attend expert-led, peer-driven breakout sessions that connect you to vital conversations about how orchestras are adapting for the 21st century. With sessions running simultaneously on subjects such as governance, marketing, fundraising, community engagement, and orchestral training systems, these conversations will challenge us to consider the transformations we can make in our own organizations.

3. Meet your peers from orchestras large and small across the country

Whether over a cup of coffee before starting the day, during structured peer group meetings, or at a social event, the National Conference is an important reminder that you’re not alone. The conference includes dedicated time with peers who do similar work to you, to discuss the most pressing issues you face, and to brainstorm solutions.

Results from OC’s Member Satisfaction Survey

The survey was distributed to one contact at each orchestra (usually the CEO, or a board member). Of the 125 organizations approached, 49 responded to the survey; this is slightly down from the 55 who responded to the 2016 edition. However, geographically, the 2018 edition is more representative of OC’s membership, with Québec and Ontario slightly over-represented, and other provinces slightly under-represented as a result, most notably British Columbia.

In both 2016 and 2018, larger budget organizations were noticeably over-represented in the survey. Organizations in the $1 Million to $5 Million category were the highest responders, with 15 of the 18 member organizations in this category responding in 2018.

Next Steps

Some of the improvements suggested can be addressed by technical fixes and are achievable within our current means. The issue of long load times on our website has been addressed in our recent website rebuild. You also called for more frequent reminders of OC programs and services, and we can commit to this. Also achievable: commitment to commissioning or curating, then sharing, authoritative resources via our website.

We acknowledge that some things will take more time and resources to accomplish, especially our commitment to enable more and better connection between peers (whether online or in-person).  As well, we were intrigued by the suggestion that we do more to foster mentoring networks among OC members, to ensure better transmission of knowledge between current and future leaders, and help build a sectoral succession plan. While we can’t commit to starting this work today, you’ve inspired us to think more deeply about how and when it might happen.

Programs and Services

These questions looked to understand the value that our members place on certain OC programs and services (whether or not they’ve taken part in them). In general, our members are expecting more of OC in 2018 than they were in 2016.

wdt_ID Program/Service 2016 Average Rating 2018 Average Rating
1 Job Board 3.63 3.93
2 Inventory of Orchestra Music Libraries 3.71 3.56
3 Webinars for professional development 3.24 3.5
4 Email discussion groups 3.08 3.17
5 Ongoing advocacy with government 4.35 4.48
6 Advocacy template letters to government 3.32 3.69
7 Comparative Report 3.9 4.06
8 HR templates (contracts, handbooks, etc) 3.28 3.58
9 Monthly newsletter 3.06 3.47
10 Conferences and workshops 3.41 3.34 (Workshops); 3.56 (Regional Meetings); 3.83 (National Conference)
11 Group health insurance plan 2.18 3.17
12 Directors’ liability insurance 2.92 2.62

We also asked about the level of satisfaction with the programs that our members have taken part in. With the exception of the two insurance programs, those who have taken part in our programs have a higher level of satisfaction now than two years ago.

wdt_ID Program/Service 2016 Average Rating 2018 Average Rating
1 Job Board 3.76 4.23
2 Inventory of Orchestra Music Libraries 3.55 3.56
3 Webinars for professional development 3.71 3.76
4 Email discussion groups 3.18 3.61
5 Ongoing advocacy with government 3.8 3.91
6 Advocacy template letters to government 3.58 3.91
7 Comparative Report 4.18 4.28
8 HR templates (contracts, handbooks, etc) 3.6 3.78
9 Monthly newsletter 3.37 3.93
10 Conferences and workshops 4 3.75 (Workshops); 3.88 (Regional Meetings); 4.35 (National Conference)
11 Group health insurance plan 3.62 2.25
12 Directors’ liability insurance 3.5 3.38

Our members value most highly OC’s advocacy work, the national conference, and the comparative report. The comments for this section saw a strong desire for strengthening connections among members (through online and in-person exchanges), and for even more advocacy work. In terms of the low ratings on the insurance programs, we plan to start conversations with our members who have used these to look deeper into this.

Communications

There is a notable level of improvement in the level of satisfaction regarding our communications. The level of people who are not engaging with us on any particular platform has also decreased.

wdt_ID Platform 2016 Average Rating 2018 Average Rating 2016 N/A Response 2018 N/A Response
1 OC Website 3.31 3.61 11% 6.38%
2 Email Communications 3.61 3.96 11% 0%
3 Social Media Communications 3.1 3.82 38% 27.66%

Respondents commented in both 2016 and 2018 that they would like to see more frequent and easily accessible communication of summary lists of OC programs and services. In both surveys, there was also a strong desire in the comments for more connecting of staff across member organizations (particularly below senior management level).

Connecting

There is improvement with regards to the extent that respondents felt they had developed professional peer relationships through OC. However, with the exception of senior management, almost all other areas of staff were still reported as having relationships below “somewhat developed”.

wdt_ID Staff 2016 Average Rating 2018 Average Rating
1 Senior Management 2.85 3.9
2 Communications & Marketing 2.16 3.16
3 Subscription & Patron Relations 1.92 2.68
4 Artistic Directors 2.12 2.71
5 Fundraising & Development 1.96 2.85
6 Finance 2.02 2.13
7 Production 1.83 3.14
8 Programming 2.24 3.26
Resources

These questions were new in 2018 and tracked where our members go to for information, resources, advice and perspectives, as well as asking which knowledge gaps they’d like OC to fill. The option of a national mentoring or exchange program came up multiple times as something that our members would value as an added program.

Inclusion, Diversity, Equity and Accessibility Declaration

These questions were also new in 2018. 41 respondents (83.67%) were aware of the IDEA declaration, with 20 orchestras having adopted this at their organizations, and another seven commenting that it is in progress of being discussed. Of these orchestras, one is in British Columbia, one in Alberta, two in Saskatchewan, one in Manitoba, ten in Ontario, four in Québec, and one in Nova Scotia. Most (16/20) are organizations with budgets over $1 Million. 40 respondents (85.1%) found this work to be “Important” or “Very Important”.

Mission

Orchestras Canada’s mission is: Orchestras Canada helps orchestras achieve together what they cannot accomplish alone, serving Canadian orchestras in both official languages, through research, knowledge-sharing, convening, and advocacy. Respondents believed that OC was succeeding in its mission more strongly in 2018 than in 2016, with the average response on the 5-pont scale moving from 4.13 to 4.3.